INTERNSHIP REPORT ON

Priya V

USN: 4GW21BA071

SUB CODE: 20MBAIN307

Submitted To

VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI

In partial fulfilment of the requirement for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION
Under the guidance of

INTERNAL GUIDE EXTERNAL GUIDE

Priya K Poornesh K
Assistant Professor HR & Admin Head
Department of MBA Accutech Enterprises
GSSSIETW, Mysuru Bengaluru

DEPARTMENT OF MASTER OF BUSINESS ADMINISTRATION

GSSS INSTITUTE OF ENGINEERING AND TECHNOLOGY FOR WOMEN
(Affiliated to VTU, Belagavi, Approved by AICTE, New Delhi & Govt. of Karnataka)
KRS Road, Metagalli, Mysuru 570 016, Karnataka, India
Accredited with Grade ‘A’ by NAAC
Batch 2021 -2023
 KRS ROAD, METAGALLI | MYSURU – 570 016 | KARNATAKA | INDIA
DEPARTMENT OF MASTER OF BUSINESS

(Affiliated to Visvesvaraya Technological University, Belagavi, Approved by AICTE New Delhi & Govt of Karnataka)
ADMINISTRATION

CERTIFICATE

This is to certify that Ms Priya V bearing 4GW21BA071 is a bonafide student of Master of

Business Administration course of GSSSIETW, Mysuru (Batch 2021-23), affiliated to
Visvesvaraya Technological University, Belagavi. The internship report on “SUPER
CREATION” is prepared by her under the guidance of Priya K, Assistant Professor,
Department of MBA, GSSSIETW, in partial fulfilment of the university regulations for the
award of degree of Master of Business Administration by Visvesvaraya Technological
University, Belagavi.

Signature of the Internal Guide Signature of the HOD

Signature of the Principal

Viva Voce Examination: Date

Signature of the Internal Examiner Signature of the External Examiner

Name &Affiliation: Name &Affiliation:

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 DECLARATION

I, Priya V bearing 4GW21BA071 hereby declare that the internship report with reference to “Accutech
Enterprises” Bangalore prepared by me under the internal guide, Priya K, Assistant Professor,
Department of MBA, GSSSIETW and external assistance by External Guide Poornesh, HR & Admin
Head, “Accutech Enterprises” Bengaluru.

I also declare that this Internship work is towards the partial fulfilment of the university regulations for the
award of degree of Master of Business Administration by Visvesvaraya Technological University, Belagavi.

I have undergone the internship for a period of four weeks. I further declare that internship is based on the
original study undertaken by me and has not been submitted for the award of any degree/diploma from any
other University/Institution.

Place: Mysuru Priya V

Date: (USN NO: 4GW21BA071)

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 ACKNOWLEDGEMENT

First and the foremost, I would like to express my sincere gratitude to my external guide
“Poornesh” HR & Admin Head “Accutech Enterprises” Bengaluru his continuous guidance
and support throughout my internship.
I am grateful to my internal guide, “Priya K” Assistant Professor Department of MBA,
GSSSIETW, Mysuru for her support and guidance in carrying out this organization study
successfully.
I express my sincere thanks to Dr. B P Mahesh, Professor & Head, Department of MBA,
GSSSIETW for his encouragement and support.
I would also like to express my sincere gratitude to Dr. SHIVAKUMAR .M, Principal,
GSSSIETW, for all the support extended by him to complete my internship.
Furthermore, I am thankful to the Management of GSSSIETW, Mysuru, for providing me
excellent facilities for doing my internship.
I also take this opportunity to offer my regards to all of those who have supported directly or
indirectly in completing the internship.
Last but not the least, I sincerely express my gratitude to my family and friends for their consistent
encouragement in all my endeavours.

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 TABLE OF CONTENTS

CHAPTER CONTENT PAGE No

I Introduction about the Organisation & Industry 1-2

II Organization Profile 3-4

i. Company Background 5

ii. Nature of Business 5-6

iii. Vision, Mission and Quality policy 6-7

iv. Work flow model 7-8

v. Product/Service profile 9-13

vi. Ownership pattern 14-18

vii. Achievement/Awards (if any) 18-20

viii. Future growth and prospects 20

III McKinsey‘s 7s Framework and Porter’s Five Force Model 21-29

IV SWOT Analysis 30-31

V Analysis of Financial statements 32-42

VI Learning Experience 43

Bibliography 44

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 CHAPTER – 1
INTRODUCTION ABOUT ORGANISATION AND INDUSTRY

INDUSTRY PROFILE

The first domestic machinery company with national importance was established by the Indian state in
1953, the Hindustan Machine Tools Limited. After several years of growth, it became one of the largest
industrial sectors in India.

The machinery industry is a branch of industry that deals with the production and maintenance of
machines. It provides a means of production for entities in the manufacturing segment and construction
industry including public utility sectors. It also provides supporting equipment for all sectors of the
economy, including equipment for heating, ventilation, and air conditioning. A few of the prominent
subsectors of the machinery industry in India include electrical equipment, earthmoving and mining
machinery, and machine tools. Most of these subsectors allow 100 percent foreign direct investment
(FDI).

India Machinery Industry is the core around which all the industrial manufacturing takes place in the
country. The machinery industry in India has amply demonstrated its potential in meeting the enormous
demand of good both in the domestic as well as the international market. The machinery industry in
India forms the backbone of the manufacturing sector by suppling all t necessary equipment and
machinery required for production.

Machinery of various types is required for production. Depending on the field in which they are used,
machinery can be large scale or small scaled. India is one of the leading exporters of the mining
equipment for the mining industry, and equipments for the fertilizer industry, cement industry,
petrochemical manufacturing industry and heavy engineering equipments.

History of machinery industry in India

Since India’s independence in 1947, along with government’s economic strategies in the form of the
five-year plans, the importance of this industry has considerably grown. While machinery
manufacturing was one of the newest branches of India’s modern industry, it started out as one of the
smallest. The first domestic machinery company with national importance was established by the Indian
state in 1953, the Hindustan Machine Tools Limited. After several years of growth, it became one of
the largest industrial sectors in India. Prior to that, India mainly relied on foreign imports or local
manufacturers established by foreign companies.

Construction machinery industry

The construction sector is another sector that make use of machinery in a very large scale to meet their
industry demands. The government is undertaking several developmental activities and as a result
embarking on huge construction projects. More than $35 billion is embarked for road and highway
construction projects of which 20% is for construction machinery. The real estate and housing sector
also demands huge investments for construction machinery to meet their targets. It is anticipated that
through 2020 about $10 billion of construction machinery will be required in the country

Major producers in India Machinery Industry include JCB India, Ashok Leyland, Voltas, Metso

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 Minerals, Telco Construction Equipment, Bharat Earthmovers, Atlas Copco (India), B G Shirke
Construction Equipment, Terex Vectra Equipment Salgaocar Engineers, Punjab Tractors, Volvo
Construction Equipment India, Larsen & Toubro, Ingersoll Rand India, Caterpillar India, Escorts
Construction Equipment etc.

Electrical equipment industry in India

The electrical equipment industry is the biggest subsegment within the machinery industry. It provides
equipment used for power generation, power transmission, and power distribution. India’s domestic
electric machinery industry was established around the 1960s. The expansion of the power sector has
been important for raising of generation capacity and demands for electrical machinery. The industry
and government have also been gearing towards transformation of the energy sector with a focus on
renewables. This would imply providing equipment and machinery particularly for the solar and wind
energy sector.

Textile machinery industry

The textile machinery industry in India is the second largest in the world. Manufacturers are
increasingly making use of sophisticated textile machinery to produce the best goods and meet the
increasing demand of the global market. Used textile machinery also has a pretty good market share.
In fact, some studies have suggested that the share for used textile machinery is about 20% of the total
market for textile machinery. The huge demands in Indian textile goods abroad have ensured that the
use of textile machinery has increased considerably.

Agriculture machinery industry

The agriculture machinery industry in India has helped immensely in increasing the productivity of
land and labour. Some of the machinery used in the agriculture industry consists of soil working
equipment, tractors, power tillers and engines, processing machinery, crop protection machinery,
irrigation and drainage equipment machinery, milling equipment etc. these are government schemes
that provide loans to farmers to buy agriculture machinery to increase their field. The tractor industry
in India is one of the major components of the agriculture machinery industry. More than 10 companies
manufacture tractor vital agriculture machinery in India.

Growth drivers

• Government has released a number of schemes to provide loans to farmers to buy agricultural
equipment
• India is the favored outsourcing location by global manufacturing firms
• Electrical machinery now allows 100%FDI in the sector
There is a rising global demand for better textile machinery

Sub industries

• Construction equipment &

• Heavy trucks
• HVAC (this includes cooling towers)
• Industrial machinery
• Material handling equipments
• Oil & Gas and Mining equipments

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• Packaging machinery
• Pump & Compressor
• Tools including Hand tools
• Woodworking machinery

Opportunities

• The Indian electrical machinery industry is completely de-licensed and allows 100% FDI
• The Government’s make in India scheme to make the country a manufacturing hub will lead to
increased demand for machinery
• Indian Electrical Equipment industry Mission Plan (2012-22), was introduced by the government that
aims to make India a preferred location for the production of electrical equipments

Challenges

• With the looming fear of the third wave of COVID-19, the future of manufacturing is still uncertain.
• A number of projects have simply not started because of the pandemic

Summary/Snapshot

• The Indian textile machinery industry is expected to touch the $6 billion mark by 2022. It is one of
the largest segments of the machinery manufacturing industry in India.
• India is the 4th largest importer of textile machines globally due to local production being unable to
meet the growing demand. This points to growth potential for domestic manufacturing.
• Amended Technology Upgradation Fund Scheme (ATUFS): This scheme aims to enable technology
up-gradation in the textile sector. It provides capital investment subsidies across different segments
of the textile value chain.
• The government has approved a total of 15 Special Economic Zones or SEZs for the engineering
sector, and electrical machinery is a part of the sector.
• The countries investing in electrical machinery in India are Japan, France, the UK, USA and Italy.
• The agriculture machinery sector is largely agricultural tractors. The Indian agricultural tractor
industry is the world’s largest and contributes to one-third of the global production. They are exported
to Malaysia, Turkey, and other countries.

Key Investment Opportunities

Material handling equipment has four categories:

• Storage and handling equipment
• Engineered systems
• Industrial trucks
• Bulk material handling
• The Indian machinery industry has the potential to become to meet the demand of both the domestic
and international markets.
• With the government’s focus on manufacturing with the Make in India and AatmaNirbhar Bharat
campaigns, there is a potential for growth for local machinery manufacturers.

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 Key Players in India

National

• Voltas
• Larsen & Toubro
• Volvo construction equipment India
• Escorts Construction equipment
• Terex Vectra Equipment Salgaocar Engineers
• B G Shirke Construction Equipment
• Bharat Earthmovers
• Telco Construction equipment
• Ingersoll Rand India

International

• JCB India
• Metso Minerals
• Atlas Copco
• Trane Technologies

Sectors in India

• Aerospace & Defence

• Agriculture
• Automation
• Chemicals
• Electronics & Electricals
• Industrial Automation & Building Management
• Textile
• Transportation
• Technology and Research & Development
• Retail
• Professional services
• Paper & Print
• Packaging
• Metal & Mining
• Machinery
• Industrial equipment, components & services
• Healthcare
• Food Processing
• Environment
• Entertainment, Sporting & Recreational goods
• Energy & Utilities
• Education
• E-commerce
• Consumer

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 • Construction
• Automotive

Importance of Machine tool Industry:

Among various industries by which an economical state can specialise or emerge with, machine tool
industry plays a vital role and has a significant consideration. The fact that what makes the difference
here is, as stated, they are machines that are used to make machine components. By a common sense
of knowledge, the importance of this strategic segment can be assumed as:

1. Machine reduces human effort. Computer aided precision, speed and time consumption in turn enables
most economical productivity, uniformity and perfection of the product.
2. Economical production, finding the right market can again add up for mass production. This mass
production makes the prices to stay steady, conserving the volume of business while at the same time,
economy will be growing.
3. Not all nations are proving their cutting-edge technicalities or skills in machine tool production. So,
providing them with related services such as B2B sales of the tools, supply of components and servicing
or B2C selling the dead-end products (i.e., products produced by the beneficiary domestic industries)
can boost the growth rate of an economy.
4. Indigenous production of machine tools can enable other domestic industries for purchasing these
machines and getting service at relatively low cost, time and effort; and the lion part is that the
“economical shell” will be conserved. That is, the domestic economy will be spent in the domestic
economy itself. Exporters in addition to this can boost the economy as well.

INTRODUCTION ABOUT THE ORGANISATION

Accutech Enterprises was established in the year 1995 and incorporated in the year 2000 by two
young dynamic engineers Mr. K. O. Siddesh. & Mr. M. J. Prasad. Accutech Enterprises is a precision
CNC Machining house specialized in Machining of Aerospace, Machine Tools, Earth moving
Equipment Components, Locomotive Engine Components.
Accutech Enterprises have a rich experience of over 15 years in CNC machined component segment.
Their quality and efficiency have given us a recognition in the market. Some of the other factors that
provide us a competitive edge are
• AS 9100 certified
• Customised products
• State-of-the-art infrastructure
• Timely delivery
• Competitive prices
• Customer oriented approach

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 CHAPTER- 2
ORGANISATIONAL PROFILE

Name of the Unit ACCUTECH ENTERPRISES

480/A-2, 4th phase,

Registered Office Peenya Industrial Area,
Bengaluru 560 058
Karnataka, India

Phone No +91 80 2836 3690

+91 80 4117 0003

Website https://www.accutechenterprises.com

accutechenterprises@yahoo.co.in
Email contact@accutechenterprises.com

Date of incorporation Incorporated on 2000 as Private Ltd

Manufacturer of the precision components in Aerospace,

Activity Machine tools, Earthmoving Equipment & Locomotive
Engine Components.
Mr. K. O. Siddesh
Managing partners Mr. M. J. Prasad

Branches Bengaluru

Accutech Enterprises is one of the private machine manufacturing companies (partnership firm) located
in Peenya Industrial area, Bangalore. Organisation have more than 125 employees.

Accutech Enterprises mainly consist of 5 departments

• Quality department
• Design department
• HR and Account department
• Mechanical instrument department
• CNC department

i. Background

Accutech Enterprises is a partnership firm established during 2001. It is an ISO 9001 2008 firm.
The partners of the firm are Mr. Siddesh K O and Mr. Prasad M J, who have experience of more
than a decade in the same line of business.

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 The firm is engaged in manufacturing of various types of precision gearboxes, value components,
general engineering components for machining building, designing and manufacturing of own fixtures
and also machining of various casting- steel, stainless steel and aluminium parts. The firm mainly caters
to reputed companies like, L&T Kamatsu Ltd, Bangalore and Wipro Infrastructure Engineering,
Sweden etc.

Accutech enterprises is a renowned company that is engaged in manufacturing a wide range variety of
Piston Hydraulic Components, Block Cylinder Hydraulic Components, CNC Components, Front Red
Gear Casing, Collar Hydraulic Components, Air Intake Casing, EMRU Bracket, etc.

Under the constant and effective guidance of organisation proprietor, company has made as a hard
competitor in the market. Due to his year of practice and industry knowledge, we have acquired a
renowned position in the market.

Accutech enterprises is founded in the year 1995, Company is situated in Bengaluru, Karnataka, India.

Accutech enterprises is committed to implement customer centric approach in the organisation and to
achieve “Complete Customer Satisfaction”. Company approach encompasses delivery of stature
products and consolidated services to company valuable customers at most competitive industrial
prices. Endeavoured to develop epitome of ethical and long-lasting relationships both with our clients
and vendors, we are committed to channelize our capacity to manufacture products that fulfills our
customer’s expectation.

Contributing significantly to the precision turned component segment, Accutech Enterprises has been
successfully offering a wide range of CNC machined components.

Registered GST Number-29AAIA4771G1ZBb

Company Registered Address- 480/A-2 1st Cross 3rd stage Peenya Industrial Area 560 058 INDIA,
Bengaluru, Karnataka, India

i. Nature of business

Accutech Enterprises is a manufacturing various equipment, tools, machines etc., and also exporting
the machines and wholesalers.

• Aerospace Equipment Manufacturers

• Machine Tool Manufacturers
• CNC Machine Manufacturers
• Precision Machined Component Manufacturers
• CNC Machine Components Manufacturers
• Aircraft Part Manufacturers
• Hydraulic Machine Manufacturers
• Machinery Manufacturers
• CNC Machine Components Wholesalers
• CNC Machine Part Manufacturer
• Machine Part Wholesalers

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 • Turning Component Wholesalers
• Gear Housing Manufacturers
• Hydraulic Part Manufacturers
• Hydraulic Spare Manufacturers

ii. Vision

To be recognised as a world class manufacturer of CNC machined Parts with end-to-end solution.

Excellence, Integrity, Team work and Mutual Respect.

iii. Mission

Motto is Quality First & Pursuing Excellence in machining.

Help company clients to meet their Quality and delivery.

Provide quality health and safety to company employees.

Positively contribute to development of our society and environment.

Values

Working with our company, you will be benefit with the latest services, technology and developments
in the industry is guaranteed.

Our company take it our responsibility to know you and your business so that we work closely with
you to ensure that the solution we provide are tailored to meet your unique needs and challenges.

We are committed to your success.

iv. Quality Policy

Accutech Enterprises have been certified with AS9100 for following a well-defined “Quality
Management System”. Quality control starts right from the procurement of raw material and forms an
essential part of all the processes till the final dispatch.

Company products are continuously monitored by expert quality control professionals. All the products
are tested on different parameters to assure compliance with international standards. Prior to dispatch,
every batch is individually inspected to ensure that they match with client’s specifications.

Quality assurance- company committed to provide high quality production with best price inspected to
ensure with client’s specification.

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v. Work flow Model

In general, work flow refers to the series of sequential tasks those are performed to achieve certain goal.
In work flow process a series of actions are performed to achieve a business outcome.

MATERIAL PURCHASING

INCOMING INSPECTION OF RAW MATERIALS

PREPARING PROCESS SHEET

MACHINING OPERATION

FINAL INSPECTION OF COMPONENTS

DISPATCH THE JOB

Material purchasing-
The first step in work flow model is material purchasing here materials are nothing but raw materials
required for manufacturing. Purchasing of materials refers to the procurement of materials for a price.
It is usually handled by a specific department.
Purchasing of raw materials is a critically important and specialized activity in the firm. Materials
account for a considerable portion of production costs. As such, the purchase manager in such a
business is responsible for spending more of its money than anyone else. It is fundamentally important
to ensure that the function of purchasing material is performed effectively, efficiently, and
economically.

Incoming inspection of raw materials-

Incoming inspection, also commonly referred to as a receiving inspection, validates the quality of
purchased raw materials, parts or components based on set acceptance criteria. Quality assurance
personnel perform the inspection in the manufacturing facility to resolve quality issues during pre-
production.

Preparing process sheet-

A process sheet consists of manufacturing instructions for a specific batch, lot, or run. It describes the
operating parameters and settings for the equipment and facilities used and associated tooling or
supplies. It contains part of information, routing information, and operation details information. This
rule book focuses on systematically covering the raw materials into the final finished product and

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 completing the job.

Machining operation-
Machining is a prototyping and manufacturing process that creates the desired shapes by removing
unwanted material from a larger piece of material. Since a part is built by taking away material, this
process is also known as subtractive manufacturing. Machining operations are classified into 3 principle
processes and they are turning, drilling and milling. There are other operations too that fall in
miscellaneous categories such as boring, sawing, shaping, and broaching. A specific machine tool is
required for taking care of each machining operation.

Final inspection of components-

It is key element of quality control; product inspections allow to verify product quality on site at
different stages of the production process and prior to its dispatch. Inspecting of product or component
before it leaves the manufacturer’s premises is an effective way of preventing quality problems and
supply chain disruptions further down the line.
Inspection can be conducted at all stages of the manufacturing process:
• Initial production stage
• During production inspection
• Pre-shipment inspection
• Container loading check
• Production monitoring
• Pre-customs clearance inspection

vi. Product Profile

According to recent studies, early and clearly defined customer’s demands and provider’s demands are
necessary elements for the future success of a product. Product profiles within the scope of ASD –
Agile Systems Design describe these demands. As product characterizations in the early development
phases, product profiles do not anticipate the technical realization of the product, but rather model
customer’s benefits and provider’s benefits as use cases, requirements and boundary conditions and
thus include value-added product attributes. By this, product profiles represent the interdisciplinary
design objective and form the core of the related generation of business models. However, there is a
lack of a suitable methodology to systematize the generation of product profiles. There are no
approaches that allow the consideration of corresponding reference products in the context of PGE –
Product Generation Engineering when generating product profiles. Starting with a retrospective study,
more than 100 product profiles and their development in three Live-Labs with industrial participation
as well as three industrial innovation projects are analysed. Based on this a definition of product profiles
is derived and a product profile scheme to model profiles is introduced. Furthermore, the different
modules as elements of product profiles are explained.

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 HYDRAULIC COMPONENTS

PISTON
Material- Carbon Steel
Critical Dimen: Surface finish 0.3-1.60 Ra In ID & OD Grooves

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 COLLAR
Material- Carbon Steel
Critical Dimen: Surface finish 0.3-1.60 Ra In ID & OD Grooves.
Bronze Deposition

BLOCK CYLINDER
Material SG-600
Critical Dimen: Center bore & 9 holes (10Microns accuracy)

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 HEAD CYLINDER
Critical Dimen: Surface finish 0.8Ra &
all parameters are critical.

AIR INTAKE CASING

CNC COMPONENTS

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 EMRU BRACKET

FRONT RED GEAR CASING

MANIFOLD EARTH MOVING MACHINERY PART

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 COLLAR EARTH MOVING MACHINERY PART

MACHINE TOOL COMPONENTS

Services

Client Satisfaction:

It remains our endeavor to provide satisfactory service to our valued customers with our quality
range of electronic panels and equipment. Our efficiency is proved by the progress we achieved all
these years. Our range is extensively used in various industries and has gained reliance of many.

Further, we cater to our esteemed customers all across the country by manufacturing and supplying
our range as per their requirements and technical specifications mentioned by them. Moreover, we
also package the equipment and components as per their demand. We accept various payment modes
to ensure hassle free transaction for our clients.

Quality Assurance:

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 Right from the procurement of raw material to processing and final delivery, our exclusive gamut
of electronic panels and components are stringently checked for quality. Our team of quality experts
strategically follows quality measures to ensure that our range with superior quality only is delivered
to the market. Our associates closely monitor all processes in order to maintain the quality of the
products.

vii. Ownership pattern

Mr. SIDDESH K O (CEO)

An automobile engineer, with vast engineering background. Before starting up the company worked
in various companies in the areas production, process and tooling’s.

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 M J PRASAD (MANAGING PARTNER)

A mechanical engineer, with vast engineering background. Before starting up the company worked
in various companies in the area production, process and tooling’s

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 Team:

Team forms the support system of company’s well-laid manufacturing facility. Comprising of highly
experienced and diligent manpower, organisation have been successfully catering to global markets
with ease with expertise in every aspect of product manufacturing and delivery, team is works in
unity to realize the organization’s collective goal of customer satisfaction. It is company’s focus on
training and skill development that has enables us to maintain a competent team, which is geared to
meet challenges of new / modified product development as per demand.

viii. Achievements/ awards

Awards-

• Consistency in quality Award- Wipro

• Customer recognition. (received “5-star rating” from Wipro in recognition of quality and
delivery.

• Quality system certificates AS-9100 & ISO 9001:2008

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ix. Future growth and prospects

The company promoters enjoy high credibility and trust of its clients and believe in quality, timely
delivery and high efficiency in work and customer satisfaction.
The company is keen to cater to the needs of its clients for which quality is important. To reduce
production cost by adding sophisticated new machines and giving its benefits to valued customers.

Focus on building long term business relation with customers ensuring better understanding of
customer needs and customer satisfaction and to supply product to best optimal cost.

To establish our company amongst one of the largest players in all departments of our core competency.
Updating manufacturing facility. Innovation through experience.

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 CHAPTER-3
MCKENSY’S 7S FRAMEWORK AND PORTER’S FIVE FORCE MODEL WITH SPECIAL
REFERENCE TO ORGANISATION UNDER STUDY

Mckensy’s 7s framework

The organisation is not just the structure; rather it is made up of seven elements, shown as above. These
are divided into hard and soft. Elements (strategy, structure, and system) are hard.
They are easy to identify and feasible. They can be found in strategy elements, corporate plans,
organisational structures and other documentations. The soft elements are hard to describe. They are
sort of intangible. Hence it is more difficult to plan or influence these elements.

Effective organisation achieves a fit between all these seven elements. If one element changes then
this will affect all the others. For example, a change in HR system like internal career plans and
management training will have an impact on organisational culture (management style) and thus will
affect structure, processes, and finally characteristic competences of the organisation. Hence 7s model
is an effective tool in initiating change process in the organisation.

Strategy:

• Clearly defined
The strategic direction and the overall business strategy for Accutech Enterprises are clearly defined
and communicated to all the employees and stakeholders. This helps the organization manage
performance, guide actions, and devise different tactics that are aligned with the business strategy.
Moreover, the business strategy’s definition and communication also make operations for Accutech
enterprises more transparent and aligns the responsibilities and actions of the company.

• Guiding behaviour for goal attainment

The strategic direction for Accutech enterprises is also important in helping the business guide
employee, staff, and stakeholder behaviour towards the attainment and achievement of goals. smart
Goals are set with short- and long-term deadlines in accordance with the business strategy. The business
strategy helps employees decide tactics and behaviours for attaining the set goals and targets to help

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 the business grow.

• Competitive pressures
Company’s strategy also takes into consideration the competitive pressures and activities of
competitors. The strategy addresses these competitive pressures through suggestive measures and
actions to address competition via strategic tactics and activities that ensure sustainability to Accutech
Enterprises via adapting to market changes, and evolving consumer trends and demands.

• Flexibility and adaptability

The strategy at Accutech Enterprises is flexible and adaptable. This is an important aspect of the
strategic direction, and strategy setting at Company. Rigidity in strategy leads a company and a business
to often become stagnant and obstructs advancement, and progression with evolving changes in the
consumer markets.

With flexibility and adaptability, the Accutech Enterprises is not only able to benefit from quickly
reacting and responding to changing consumer patterns globally, but is also able to locally and
culturally adapt its products via localization for different countries and regions. Moreover, the company
is often able to proactively predict consumer market changes, and devise strategic changes accordingly
to meet the market trends.

Structure:

• Organizational hierarchy
Company has a flatter organizational hierarchy that is supported by learning and progressive
organizations. With lesser managerial levels in between and more access to the senior management and
leadership, the employees feel more secure and confident and also have higher access to information.
Moreover, the flatter hierarchy also allows quicker decision-making processes for Company and
increases organizational commitment in the employees.

• Inter-Departmental coordination
Company has high coordination between different departments. The company’s departments often form
inter-department teams for projects and tasks that require multiple expertise. All coordination between
different departments is effective and organized. Company has a systematic process for initiating and
monitoring coordination between departments to ensure smooth work operations and processes – and
goal attainment.

• Internal team dynamics [department specific]

Company encourages teamwork and team-oriented tasks. Where jobs require individual attention and
scope, the company also assigns individual responsibilities and job tasks. However, all employees are
expected to be team players who can work well with and through other members, and who get along
well with other people. The teams at Accutech Enterprises are supportive of all members and work in
synch with synergy towards achieving the broader team objectives and goals under the designed
strategy and values.

• Centralization vs. decentralization

Accutech Enterprises has a hybrid structure between centralization and decentralization. Like many
progressive organizations, Company largely supports decentralized decision making. Job roles at
Company are designed to be carried out with responsibility, and employees often set their goals with
mutual coordination and understanding with the supervisors.

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 However, Accutech Enterprises is also centralized in making sure that supervisors oversee, and approve
of the various efforts, and tactics that employees choose to ensure that they are aligned with the
organizational strategy ad values.

• Communication
Accutech Enterprises has a developed and intricate system for ensuring communication between
employees, and different managerial levels. The communication systems at Accutech Enterprises
enhance the overall organizational structure. The systematic, defined, and organized communication
allows an easy flow of information and ensures that no organizational tasks and goals are compromised
because of a lack of communication, or misunderstandings.

Systems:

• Organizational systems in place

Accutech Enterprises has defined and well-demarcated systems in place to ensure that the business
operations are managed effectively and that there are no conflicts or disputes. The systems at Accutech
Enterprises are largely departmental in nature, and include, for example:

- Human resource management

- Finance

- Marketing

- Operations

• Defined controls for systems

Each of the defined and demarcated systems at Accutech Enterprises has especially designed tools and
methods as controls for evaluating performance and goal attainment. These controls and measures are
designed specifically in different departments based on the nature of their tasks and responsibilities.
Moreover, each department also designs specific controls for members for performance evaluation, as
well as for inter-departmental tasks and responsibilities.

• Monitoring and evaluating controls

Accutech Enterprises continually evaluates its systems through the designed controls. This monitoring
of the performance is continual and ongoing. This is largely done through observation and informal
discussions. Feedback to employees and overall department heads is informally given regularly as and
when is required. Formal evaluation of performance is also conducted semi-annually – or quarterly,
depending on the need and the urgency of the projects and assigned tasks. This is a formal process that
is undertaken by supervisors and managers to ensure the identification of performance lags, and
suggestive means of improvement.

• Internal processes for organizational alignment

Accutech Enterprises also has special processes and methods for ensuring that all departments and
systems within the organization are aligned and working in harmony towards the greater business goals
and targets. This is made possible through ensuring that all systems are designing and working towards
goals and targets specific to their expertise under the broader business vision and strategy. Moreover,
the strategic leadership at Accutech Enterprises also ensures that all systems are allocated with
resources, and set specific targets to achieve similar business goals in any specific period.

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 Shared values

• Core values
The core values at Accutech Enterprises are defined and communicated to foster a creative and
supportive organizational structure that will allow employees to perform optimally, and enhance their
motivation and organizational commitment. The core values at Accutech Enterprises include, but are
not limited to:

- Creativity

- Honesty

- Transparency

- Accountability

- Trust

- Quality

- Heritage

The Accutech Enterprises business also ensures that all its activities and operations are conducted with
high ethical and moral standards that redefined and benchmarked against

• Task alignment with values

Accutech Enterprises ensures that all its job tasks and roles are aligned with the core values that the
company propagates. This means that all activities, tactics, and strategic tactics employed by Accutech
Enterprises will reflect its core values, and will not deviate away from these. This is to ensure a
consistent, and reliable brand image, as well as an honest organizational culture. In the event of
organizational change, the company will continue to ensure that all change management processes and
methods incorporate the core values so that the organizational culture is consistently maintained, and
systematically changed if need be.

Style:

• . Management/leadership style
Accutech Enterprises has a participative leadership style. Through a participative leadership style,
Accutech Enterprises is able to engage and involve its employees in decision-making processes and
managerial decisions. This also allows the leadership to regularly interact with the employees and
different managerial groups to identify any potential conflicts for resolution, as well as for feedback
regarding strategic tactics and operations. Through its participative leadership, Accutech Enterprises is
able to enhance employee motivation, and increase organizational commitment and ownership amongst
employees as well as other stakeholders.

• Effectiveness of leadership style

The participative leadership style is highly effective in achieving the business goals and vision of the
organization. Employees feel to be active members of the organization who are valued for their
suggestions, feedback, and input. Moreover, through participative leadership, leaders and managers are

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 able to identify current and potential conflicts within the Accutech Enterprises organization, and
actively work to resolve them as soon as possible.

• Team vs groups
Accutech Enterprises has effective and functional teams and works with them internally to achieve its
various business goals and objectives, and complete tasks. The company’s management is encouraging
and supportive, and the leadership provides a motivating and pragmatic vision toad achieve. The human
resource management system, as well as the organizational training, supports all employees in their
growth fairly and transparently. This leads to effective team formation instead of nominal groups within
the organization for various projects, as well as department-specific tasks and roles.

Staff:

• Employee skill level vs business goals

Employees for different job roles and positions are hired internally as well as externally – depending
on the urgency and the skill levels required. Based on this, it is seen that Accutech Enterprises has
employees who are skilled as per the requirements of their job roles and positions. All employees are
given in house training to familiarize themselves with the company and its values. External training
along with in-house training is provided for skill level enhancement.

All job roles and positions are designed to facilitate the achievement of business goals, and as such,
employee skill level at Accutech Enterprises is sufficient to achieve the business goals of the company.

• Gaps in required capabilities and capacities

Accutech Enterprises has a well-defined system for identifying potential needs of capabilities and
capacities for the organization. The human resource function of the business has a systematic process
that aligns all other departments to identify potential vacancies or skill gaps. Based on the nature of the
need, the human resource department arranges for recruitments which may be permanent or contractual
in nature, as well as arranges training sessions, if need be, for the current workforce.

Skills:

• Employee skills
Accutech Enterprises has a commendable workforce, with high skills and capacities. All employees are
recruited based on their merit and qualifications. Accutech Enterprises prides itself on hiring the best
professionals and grooming them further to facilitate growth and development.

• Employee skills vs task requirements

Accutech Enterprises has defined tasks and job roles and hires and trains employees for skill levels
accordingly with respect to those. The company ensures that all its job requirements are met and that
employees have the sufficient skills to perform their respective jobs in accordance with the values and
culture as well as the business goals and strategy of Accutech Enterprises.

• Skill management
Accutech Enterprises pays particular attention to enhancing the skills and capacities of its employees.
It arranges regular training and workshops – internally as well as externally managed- to provide growth
and development opportunities for its employees. Accutech Enterprises focuses on personal as well as
professional growth for its employees and works accordingly with them.

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• Company’s competitive advantage
The human resource is one of the core competitive advantages of the company. The skills of employees
are developed specifically for job roles and requirements at Accutech Enterprises and provide a
competitive benefit to the company – where players cannot imitate employee skills or training. This
creates a unique and non-substitutable competency for Accutech Enterprises.

Porter’s 5 force Model

Porter’s Five Forces Analysis can tell you about the profitability of a given section of the market, and
the balance of power that can be found within. To do so, all we need to consider are the following 5
factors (referred to here as forces):

Threat of New Entrants

The economies of scale are fairly difficult to achieve in the industry in which Accutech Enterprises
operates. This makes it easier for those producing large capacitates to have a cost advantage. It also
makes production costlier for new entrants. This makes the threats of new entrants a weaker force.

The product differentiation is strong within the industry, where firms in the industry sell differentiated
products rather a standardised product. Customers also look for differentiated products. There is a
strong emphasis on advertising and customer services as well. All of these factors make the threat of
new entrants a weak force within this industry.

The capital requirements within the industry are high, therefore, making it difficult for new entrants to

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set up businesses as high expenditures need to be incurred. Capital expenditure is also high because of
high Research and Development costs. All of these factors make the threat of new entrants a weaker
force within this industry.

The access to distribution networks is easy for new entrants, which can easily set up their distribution
channels and come into the business. With only a few retail outlets selling the product type, it is easy
for any new entrant to get its product on the shelves. All of these factors make the threat of new entrants
a strong force within this industry.

The government policies within the industry require strict licensing and legal requirements to be
fulfilled before a company can start selling. This makes it difficult for new entrants to join the industry,
therefore, making the threat of new entrants a weak force.

How Accutech Enterprises can tackle the Threat of New Entrants?

Accutech Enterprises can take advantage of the economies of scale it has within the industry, fighting
off new entrants through its cost advantage.

Accutech Enterprises can focus on innovation to differentiate its products from that of new entrants. It
can spend on marketing to build strong brand identification. This will help it retain its customers rather
than losing them to new entrants.

Bargaining Power of Suppliers

The number of suppliers in the industry in which Accutech Enterprises operates is a lot compared to
the buyers. This means that the suppliers have less control over prices and this makes the bargaining
power of suppliers a weak force.

The product that these suppliers provide are fairly standardised, less differentiated and have low
switching costs. This makes it easier for buyers like Accutech Enterprises to switch suppliers. This
makes the bargaining power of suppliers a weaker force.

The suppliers do not contend with other products within this industry. This means that there are no
other substitutes for the product other than the ones that the suppliers provide. This makes the
bargaining power of suppliers a stronger force within the industry.

The suppliers do not provide a credible threat for forward integration into the industry in which
Accutech Enterprises operates. This makes the bargaining power of suppliers a weaker force within the
industry.

The industry in which Accutech Enterprises operates is an important customer for its suppliers. This
means that the industry’s profits are closely tied to that of the suppliers. These suppliers, therefore, have
to provide reasonable pricing. This makes the bargaining power of suppliers a weaker force within the
industry.

How Accutech Enterprises can tackle the Bargaining Power of Suppliers?

Accutech Enterprises can purchase raw materials from its suppliers at a low cost. If the costs or products
are not suitable for Accutech Enterprises, it can then switch its suppliers because switching costs are
low.

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It can have multiple suppliers within its supply chain. For example, Accutech Enterprises can have
different suppliers for its different geographic locations. This way it can ensure efficiency within its
supply chain.

As the industry is an important customer for its suppliers, Accutech Enterprises can benefit from
developing close relationships with its suppliers where both of them benefit.

Bargaining Power of Buyers

The number of suppliers in the industry in which Accutech Enterprises operates is a lot more than the
number of firms producing the products. This means that the buyers have a few firms to choose from,
and therefore, do not have much control over prices. This makes the bargaining power of buyers a
weaker force within the industry.

The product differentiation within the industry is high, which means that the buyers are not able to find
alternative firms producing a particular product. This difficulty in switching makes the bargaining
power of buyers a weaker force within the industry.

The income of the buyers within the industry is low. This means that there is pressure to purchase at
low prices, making the buyers more price sensitive. This makes the buying power of buyers a weaker
force within the industry.

The quality of the products is important to the buyers, and these buyers make frequent purchases. This
means that the buyers in the industry are less price sensitive. This makes the bargaining power of buyers
a weaker force within the industry.

There is no significant threat to the buyers to integrate backwards. This makes the bargaining threat of
buyers a weaker force within the industry.

How Accutech Enterprises can tackle the Bargaining Power of Buyers?

Accutech Enterprises can focus on innovation and differentiation to attract more buyers. Product
differentiation and quality of products are important to buyers within the industry, and Accutech
Enterprises can attract a large number of customers by focusing on these.

Accutech Enterprises needs to build a large customer base, as the bargaining power of buyers is weak.
It can do this through marketing efforts aimed at building brand loyalty.

Accutech Enterprises can take advantage of its economies of scale to develop a cost advantage and sell
at low prices to the low-income buyers of the industry. This way it will be able to attract a large number
of buyers.

Threat of Substitute Products or Services

There are very few substitutes available for the products that are produced in the industry in which
Accutech Enterprises operates. The very few substitutes that are available are also produced by low
profit earning industries. This means that there is no ceiling on the maximum profit that firms can earn
in the industry in which Accutech Enterprises operates. All of these factors make the threat of substitute
products a weaker force within the industry.

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The very few substitutes available are of high quality but are way more expensive. Comparatively,
firms producing within the industry in which Accutech Enterprises operates sell at a lower price than
substitutes, with adequate quality. This means that buyers are less likely to switch to substitute products.
This means that the threat of substitute products is weak within the industry.

How Accutech Enterprises can tackle the Threat of Substitute Products?

Accutech Enterprises can focus on providing greater quality in its products. As a result, buyers would
choose its products, which provide greater quality at a lower price as compared to substitute products
that provide greater quality but at a higher price.

Accutech Enterprises can focus on differentiating its products. This will ensure that buyers see its
products as unique and do not shift easily to substitute products that do not provide these unique
benefits. It can provide such unique benefits to its customers by better understanding their needs
through market research, and providing what the customer wants.

Rivalry Among Existing Firms

The number of competitors in the industry in which Accutech Enterprises operates are very few. Most
of these are also large in size. This means that firms in the industry will not make moves without being
unnoticed. This makes the rivalry among existing firms a weaker force within the industry.

The very few competitors have a large market share. This means that these will engage in competitive
actions to gain position and become market leaders. This makes the rivalry among existing firms a
stronger force within the industry.

The industry in which Accutech Enterprises is growing every year and is expected to continue to do
this for a few years ahead. A positive Industry growth means that competitors are less likely to engage
in completive actions because they do not need to capture market share from each other. This makes
the rivalry among existing firms a weaker force within the industry.

The fixed costs are high within the industry in which Accutech Enterprises operates. This makes the
companies within the industry to push to full capacity. This also means these companies to reduce their
prices when demand slackens. This makes the rivalry among existing firms a stronger force within the
industry.

The products produced within the industry in which Accutech Enterprises operates are highly
differentiated. As a result, it is difficult for competing firms to win the customers of each other because
of each of their products in unique. This makes the rivalry among existing firms a weaker force within
the industry

The production of products within the industry requires an increase in capacity by large increments.
This makes the industry prone to disruptions in the supply-demand balance, often leading to
overproduction. Overproduction means that companies have to cut down prices to ensure that its
products sell. This makes the rivalry among existing firms a stronger force within the industry.

The exit barriers within the industry are particularly high due to high investment required in capital and
assets to operate. The exit barriers are also high due to government regulations and restrictions. This
makes firms within the industry reluctant to leave the business, and these continue to produce even at

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low profits. This makes the rivalry among existing firms a stronger force within the industry.

The strategies of the firms within the industry are diverse, which means they are unique to each other
in terms of strategy. This results in them running head-on into each other regarding strategy. This makes
the rivalry among existing firms a strong force within the industry.

How Accutech Enterprises can tackle the Rivalry Among Existing Firms?

Accutech Enterprises needs to focus on differentiating its products so that the actions of competitors
will have less effect on its customers that seek its unique products.

As the industry is growing, Accutech Enterprises can focus on new customers rather than winning the
ones from existing companies.

Accutech Enterprises can conduct market research to understand the supply-demand situation within
the industry and prevent overproduction.

Implications of Porter Five Forces on Accutech Enterprises

By using the information in Accutech Enterprises five forces analysis, strategic planners will be able to
understand how different factors under each of the five forces affect the profitability of the industry. A
stronger force means lower profitability, and a weaker force means greater profitability. Based on this
a judgement of the industry's profitability can be made and used in strategic planning.

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 CHAPTER- 4
SWOT ANALYSIS

SWOT analysis is a frame work for identifying the internal and external factors that can have impact
on the viability of a project, place, product and person. It involves specifying the objectives of the
business project and identifying the internal and external factors that helps to achieve the objectives.
This matrix is developed by the Albert Humphrey in the year of 1960s and 1970s using data fortune
500 companies.

SWOT analysis has become one of the most useful tools in the development of business and industry,
as a tool in making decisions to be good and right and one of the ways to run new programs on method
and products produced by industry as its business, process SWOT analysis requires an internal survey
of strengths, weakness and external threats and opportunities surveys. The external part has a significant
impact. On the business and industry organisation. Economical, political, and even life-changing
institutions.

SWOT analysis is a strategic planning method used to evaluate strength, weaknesses, opportunities,
and threats, in the business project or a manufacturing business. These four factors are called SWOT.
This process involves the specific determination and objectives of a manufacturing or business project
that identifies internal and external factors that support and that does not support the achievement of
the business objectives.

Helpful Harmful

Strength Weakness

Opportunities Threats

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 Strength: strengths are resources skills or added advantages in competence with the competitor and
requirements of the strengths are:

• Broad product range

• wide range of distribution network

• Customer orientation

• Good product prototyping and innovation

• Company with no Debt

• Reduced labour cost

• Superior technology

Weakness: weakness is a constraint in resource skill or capability that critically impedes effective
appearance of the business in organisation.

• Over dependence on raw materials

• High transportation cost

• Limited flexibility in pricing

Opportunities: An opportunity is an encouraging situation in firm’s atmosphere

• Increasing demand and rising standard on living on the market for future

• Continued expansion for online sales

• Acquisition of additional funds of capital

• Development of proprietary products

• Using latest technology

Threats: A threat is a major adverse situation in the firm’s atmosphere. It is a key obstacle to the firm’s
current preferred future position.

• Changes in regulations can impact the business

• Products are already sold by major competitors

• Insurance costs are continually increasing

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• Increases in price inputs can cause upward pricing

CHAPTER-5
ANALYSIS OF FINANCIAL STATEMENT

Accutech Enterprises Financial Statement March-2021

Consolidated of profit and loss account for the year ended 31st March (Rs. In
Crores)
Particulars 31/03/2020 31/03/2020

Incomes

Revenue from operation 6,261.04 20,118.32

Other income 176.36 83.60

Total income 6,437.40 20,201.92

Expenses

Purchase of stock- in- trade 3,765.30 15,083.28

Change in inventories of stock in trade 1,236.74 (167.89)

Employee benefits expenses 557.36 950.22

Finance cost 1,442.35 993.21

Depreciation and amortisation expenses 1,328.17 1,040.89

Other expenses 1,267.40 2,268.37

Total expenses 9,597.32 20,168.08

Profit or loss before tax (3,159.92) 33.84

Total tax expenses - -

1. Current tax - -
2. Deferred tax - -
3. Earlier year tax - -
Profit or loss for the year (3,180.03) 33.84
Other comprehensive income for the year 98.99 (224.45)

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 Fair value changes on investment 0.00 (0.01)

Foreign exchange gain/loss on bond 94.06 (209.62)

Re-measurement gains on defined benefits plans 4.93 (14.82)
Total comprehensive income for the year (3,081.04) (190.61)

Comparative Balance sheet as on 31st March

(Rs.in Crores)
Particulars March31,2020 March31,2021 Amount Percentage

EQUITY AND
LIABILITIES
Equity

Equity share capital 108.46 105.48 -2.98 -2.75

Other equity 1,090.69 4,173.38 3082.69 282.64
Total equity 1,199.15 4,278.86 3079.71 256.82

Liabilities
1. Non-current liability
Financial liability
Borrowing 4,355.10 4,362.75 7.65 0.18

Lease Liability 911.58 1,711.29 799.71 87.73

Provisions 63.43 72.66 9.23 14.55
Total Non-Current 5,360.11 6,146.70 786.59 14.67
Liabilities
2.Current Liabilities

Financial Liabilities

Borrowing 6,444.47 4,399.92 -2044.55 -31.73

Due to micro and small 55.96 51.63

Enterprises -4.33 -7.74

Due to others 4,058.95 5,439.01 1380.06 34.00

Other financial liabilities 1,562.68 705.83

-856.85 -54.83
Provision 15.52 11.14 -4.38 -28.22

Other current Liabilities 188.47 246.39 57.92 30.73

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 Total current Liabilities 12,326.05 10,853.92 -1472.13 -11.94

Total Equity & Liabilities 18,885.31 21,279.48 2394.17 12.68

Assets
1.Non-Current Assets
Property, plant & 4,697.85 1,191.59 -3506.26 -74.64
equipment
Capital work in progress 73.94 4,072.23 3998.29 5407.48

Intangible assets - 23.86 23.86 100.00

Intangible assets under

497.85 -497.85 -100.00
development
Right of use assets 1,645.83 1,655.52 9.69 0.59

Financial Assets

Investments 114.42 114.42 0 0.00

Deposits 366.74 447.21 80.47 21.94

Other Financial Assets 0.47 0.39 -0.08 -17.02

Other Non-current Assets 1,492.08 1,586.79 94.71 6.35

Total Non-Current Asset 8,889.18 9,617.35 728.17 8.19

2. Current Assets

Inventories 3,995.89 5,232.90 1237.01 30.96

Financial Assets

Trade Receivables 405.12 687.98 282.86 69.82

cash Equivalents 32.42 87.28 54.86 169.22

Bank Balance 36.26 60.85 24.59 67.82

Deposits 3,875.62 3,943.17 67.55 1.74

Others Financial Assets 53.68 46.56 -7.12 -13.26

Other Current Assets 1,597.14 1,603.39 6.25 0.39

Total current Assets 9,996.13 11,662.13 1,666.00 16.67

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 Total Assets 18,885.13 21,279.48 2,394.35 12.68

▪ The current assets of the Company have decreased by RS.728.17 cr., in the year 2021
over 2020
▪ On the other hand, the current liabilities have increased by Rs 1,47,213cr only. Now,
such a change does have a negative impact on the liquidity position of the company.
This is because current assets have decreased by 14.29% whereas current liabilities
have increased by 13.56%.
▪ Secondly, the cash and bank balance of the company. Have decreased by 62.86%. This
indicates a negative cash position of the company. It further hints towards the fact that
the company might find it challenge to meet its short term obligations.
▪ Next, the long-term debt of the Company has decreased by 12.79%. On the other hand,
the owner’s equity has declined by only 71.98%. This indicates that the company not
depend on external lender; it shows company does not have more financial risk.
▪ Finally, there is a considerable increase seen in the fixed assets of the company.
Accordingly, the fixed assets increased by 315.15% from the year 2019-2020 to 2020
– 2021. This was on account of the huge addition made to the plant and machinery by
the company in the given accounting periods.

Ratio Analysis

Current Ratio: The current ratio is a liquidity ratio that measures whether a firm has enough resources
to meet its short-term obligations
Current Ratio
Current Ratio= Current Assets / Current Ratio
Year Current
Liabilities
2020 11,662.13 / 10,853.92 1.074:1

2021 9,996.13 / 12,326.05 0.811:1

Proprietary Ratio
Year Proprietary ratio= stake holders Proprietary
ratio
equity/total assets

2020 4,278.86 / 21,279.48 0.201:1

2021 1,199.15 / 18,885.13 0.063:1

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 Debt Ratio
Debt Ratio= Total
Year Debt ratio
Asset/Total liabilities

2020 21,279.48 / 11,662.13 0.93:1

2021 17,686.16 / 18,885.31 1.82:1

Net Profit Ratio

Net profit= Net profit Net profit
Year / Sales

2020 33.84 / 20118.32 0.17%

2021 3180.03 / 6261.04 (50.79)%

Operating Profit Ratio

Operating profit Ratio=Operating Operating Profit
Year Ratio
Profit / Net
Sales

2020 3180.03 / 6261.04 (50.79%)

2021 33.84 / 20118.32 0.168%

Return On Equity
Return On Equity= NetIncome / Stake Return on
Year equity
Holders
Equity

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 0.044:1
2020 190.61 / 4278.86

2.5693:1
2021 3081.04 / 1199.15

CHAPTER-6
LEARNING EXPERIENCE

The organization study has given me a good opportunity to gain Practical knowledge about the
company. There was lot of things to learn about the industry and also how the organization functioned
in the industry by adopting new techniques, policies in order to achieve their objectives.
The study has helped me to gain knowledge about the company, about the employees and the
various working practices that are followed by them. It also gave me an insight as to how the industry
is functioning. Also, study helps me to know about the various strategies that are followed by the
company. This has also helped me to understand that the company is helping the employees to use their
skills, qualities, talents, abilities and qualifications in an optimum manner to achieve the goals of the
organization.
• Learnt Theoretical Aspects in College about Customer Satisfaction, Budgeting and other things. In big
bazaar, the study helped me to apply practically how the organisation give the best service to satisfy
the customer, how the companies sell the goods and service as per the consumer need and how the
marketers framing pricing strategy for product and service to attract the customer.
• Study helped to understand practical aspects relating to marketing like, how marketers attract
consumers. Through framing the strategies like making advertisements, and product mix.
• Study helped to know about the importance of communication like, communicating within the company
and also communicating with customers.

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• Study helped to know about Human resources like, what is the importance of the HR manager in the
organisation, why the company gives more importance to the human resources. How the HR department
allocate the employees for the various departments for the purpose of achieving the organisational goal
and understood the reason for providing the PF, ESI and other facilities for the employees.
• Study helped to understand the conflicts among the employees in this organisation and how the HR
department respond to conflict problems and how they resolve that problem.

• My internship was done under the various managers in the organization; it helps to understand the
various styles of leadership.
• Study helped me to understand the need for incentives, awards and rewards for the purpose of
motivating employees.
• Study helped me to understand the need for supervision for the purpose of getting effective work. .
• This study has also given me an insight about the strength, weakness, opportunities and threats that is
faced by the company. The SWOT analysis is beneficial for the long-term progress of the organization.
The 7S framework helps to get a better view about the structure, skills, staff, style, strategy and shared
values. It has also helped me to learn the importance of the leadership skills and has also taught me
how an able leader should lead the team and at the same time not forget the social responsibilities.

To conclude, this organization study has given me a lot of insight on the practical working conditions
in an organization and has helped me to know the skills that are needed to work in a competitive
environment.

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