AFTER MARKET

SECTOR

AGEND
A

INDUSTRY
STRUCTURE

THE WAY
AHEAD

SEGMENTATION
&
TARGETING

MAHINDRA
FIRST
CHOICE
EXPANSION
&
STRATEGIC
ALLIANCES

PROCUREMENT
STRATEGY

MARKETING
PLAN

INDUSTRY STRUCTURE

INDUSTRY
STRUCTURE

THE WAY
AHEAD

SEGMENTATION
&
TARGETING

MAHINDRA
FIRST
CHOICE
EXPANSION
&
STRATEGIC
ALLIANCES

PROCUREMENT
STRATEGY

MARKETING
PLAN

INDUSTRY STRUCTURE
3S

Pre-owned car industry expected to grow at a CAGR of 20%.

Margins in services and spares are as high as 17-20% and 25% respectively.
Industry Structure

Pre-Owned Car Sales

3.73

Organize
d
20%

Broker
25%

Unorganized
80%

Direct
Dealings
75%

Million

4.00
3.00
2.12

2.00 1.661.50

25000
20000
15000 12000 13000

15000

R
24000
CAG
%
12
21000
19000
17000

2.16

1.80

SOURCE:- CMIE database

Expenses Breakup
26000

10000

27%

23%

Accident Repair
44%

2008 2009 2010 2011 2012 2013 2014 2015

SOURCE:- SIAM, BCG Analysis

Maintenance
Minor repair

6%

5000
0

3.14
3.11

2008-09 2009-10 2010-11 2011-12 2012-13 2013-14

New cars
Pre-owned cars

Car Services
30000

2.42

2.76
2.59

1.00
0.00

SOURCE:- www.indiastat.com

3.58

SOURCE:- SIAM, BCG Analysis

Major Repair

SEGMENTATION & TARGETING

INDUSTRY
STRUCTURE

THE WAY
AHEAD

SEGMENTATION
&
TARGETING

MAHINDRA
FIRST
CHOICE
EXPANSION
&
STRATEGIC
ALLIANCES

PROCUREMENT
STRATEGY

MARKETING
PLAN

CUSTOMER SEGMENTATION - WHEELS

Target: Tier 1 - SEC A1, A2 & B1; Tier 2 & 3 - SEC B1 & B2
Focus: Tier 1 - Value & Operating Costs; Tier 2 & 3 - Assurance &

Reliability
3.00
2.00
1.00
0.00
-1.00

Assurance seeking bargain hunters

Bargain hunters
Budget insensitive - Operational cost
minimizers
Risk Averse - channel insensitive
Economical

Target
Budget Insensitive Operational Cost
Minimizers

Demography
SEC:
A1, A2 &
B1
Cities:
Tier 1
Income: 5 10 lpa

Value Proposition
o

Assurance

Less Operating
Costs

Risk Averse
Channel Insensitive

SEC:
B1 & B2
Cities:
Tier 2, 3
Income: 5 10 lpa

o
o

Assurance Seeking
Bargain Hunters

SEC:
A2 & B1
Cities:
Tier 1, 2
Income: 5 7 lpa

o
o

Assurance
Safety
Economy

Value
Assurance
Less Operating Costs

Revenue Potential
2010
11798.16 (Cr)

2014
14036.79 (Cr) (E)

Market Gap
96.19%

CUSTOMER SEGMENTATION - SERVICES

More than 60% of the car owners go outside their manufacturers authorized
service network post Warranty.
Authorized repairer retention

100%
80%

New car sales

80%

25.00

Maruti , Hyundai & Tata

20.00
Lakhs

60%
40%

40%

22%

20%
0%

Other Players

12%

15.00
10.00
5.00
0.00

1-2 years

3-5 years

SOURCE:- SIAM, BCG Analysis

6-8 years

9-10 years

2.49

1.39

1.76

1.33

2.05

9.08

9.86

11.77

13.12

2005

2006

2007

2008

1.82

14.77

2009

18.71

2010

SOURCE - CMIE Database

Trends
Multi-brand service outlets - Relevant for multiple brand car owners : Families, Cab
operators and Corporates

Post warranty, majority of people prefer local mechanics for minor repairs

Post warranty, majority of people prefer authorized/ multi brand service outlets for

major repairs and running repairs

o More than 12% new car sales is done by car manufacturers who have very few authorized
service stations
o Customers of other car manufacturers go to other cities where the service station is present to
get their car serviced
o Example: Patiala Chandigarh

STRATEGIZING THE
GROWTH

STRATEGIES

Strategies

Procurement
Strategies

INCREASE THE MARGIN

Repossessed Car
Model

INCREASE THE
VOLUME
Database Model
Makkhi network

Yellow Plate Model

National D2D Model

Marketing
Plan

Marketing strategies

Expansion
Plan

Expansion plan

PROCUREMENT STRATEGY

INDUSTRY
STRUCTURE

THE WAY
AHEAD

SEGMENTATION
&
TARGETING

MAHINDRA
FIRST
CHOICE
EXPANSION
&
STRATEGIC
ALLIANCES

PROCUREMENT
STRATEGY

MARKETING
PLAN

REPOSSESSED MODEL
Nearly 85% of the car buyers take car loans and 10% of them default on their car
loans in India.
Auction
Recovery

Mahindra
First Choice
as the
preferred
buyer

Bank

Recovery
Agents

Defaulte
Buyer
r

Recovery
Agents

Defaulte
Buyer
r

Recovery
Agents

Defaulte
Buyer
r

Strategy

Dealer Level Strategy

Corporate Level Strategy

Recovery
Agents
will be the

o Strategic Alliance with Banks

Mahindra

First

Choice

Defaulte

o Coordinating with
Buyer
Recovery Agents
r
o Procurement of cars

preferred
Strategi buyer of the recovered

Valuation & checks to be performed

c subject to the quality of the car

cars
Recovery
Alliance
Agents

Payment settlement

Defaulte

Buyer
o Managing the extra
paper
work
r
e-Auction

YELLOW PLATE MODEL

With entrance of big organized players, taxi industry is becoming more customer
centric leading to properly maintained and good quality cars.
Commercial
Vehicle
(Taxi)

One time
tax for 7
years

Average
50k kms per
year

Useful life of
Engine >
3,50,000
kms

3 years ->
ideal time
to sell

But,

Quality Cars

Taxi
Why?
Mahindra
Corporate Level

Mahindra First
Choice Dealer
Poorly Handled Level

Low Maintenance

Big Organized Players like

Meru Cabs, Easy Cabs,
Select Cabs maintain &
regularly service their
Taxis

Over Driven

Even Small Unorganized

Players, like Mikki Travels
of Ghaziabad, buys only
new cars and maintains
them well

What if they are:

Maintained & Handled properly
*Y = Non-accidental Taxis (Yellow Plate)

*W = Private Vehicles (White Plate)

DATABASE MODEL
This model has procurement potential of approximately 80000 cars per year.

One time
tax for 15
years

Private
Vehicle (Cars)

Average 8k
kms per
year

Suspects

Useful life of
Engine >
3,50,000
kms

Prospects

3-5 years
-> ideal
time to sell

Converts

Newly Registered Private Cars in UP Car Owners that showed Interest (Assuming 10%)
Cars finally procured (Current Conversion Rate 20%)
120000
100000
80000
60000
40000
20000
0

100398
60090

71213

12000
10000
8000
6000
4000
2000
0

10040
6009

7121

For 2011 2012

2500

2008

2000
1500

1202

1424

1000
500
0

The
whole process
starting with:
200708
2005-06 repeats
2006-07 2007-08
2005-06
2006-07
Personalized SMS/ For
calling
2010 only
2011, for prospecting to Suspects
For 2010 2011,
For 2010 2011,
Mahindra Level
200506

200607

Total Suspects = 2,31,701

Total Prospects = 23,170

2007-08

Total Cars Procured = 4,634

Personalized Counselling to these

Personalized SMS/ Calling only for
(Considering the current
Prospects explaining the benefit and
*
2006
2007
and 2007
2008
who rate
did of
not
prospecting = The Car Owners
Conversion
20%)
value ofofthe
car few
years down
the
respond
last year
+ The Car Owners who
bought
the
cars
in
2008
2009
Mahindra
Corporate
Level
line
MFC Dealer Level

Suspects

* The data of these customers with contact

details can be bought from Insurance
Companies or Loan financing Companies

Source: http://www.indiastat.com

* The details as per region will be sent to the

nearest Mahindra First Choice Dealer who will
take it forward

MAKKHI NETWORK
Nearly 60% of the total Pre-Owned Car sales happen through C2C. Makkhi
Network will help us to tap this mode by bringing the Information carriers
into our ecosystem.
Industry structure of After Car Market

4.00

Pre-owned car sales via Direct Dealings

(Millions)
3.73

3.00
Organiz ed
20%

Broker
25%

Direct
Dealing
s
75%

Unorganized
80%

2.00
1.00

1.50
0.90

1.80
1.08

2.16
1.30

Middle
Man

1.87

2.24

2008-09 2009-10 2010-11 2011-12 2012-13 2013-14

C2C mode of Pre-owned car sales

Direct
dealings

1.55

3.11

0.00
Pre-Owned Cars

Person
al
Contac
ts

2.59

Online
websites

Driving
Schools,
Drivers
Househol
d
Helpers,
Parking
Lot
Personne
l
Mechanics
Mechanics
,, Service
Service
Station
Employee
Employee
s
s

Strategic
Strategic
Alliance
Alliance with
with
web portalscardekho.com
cardekho.com
&
& carwale.com
carwale.com

Direct Dealings

Strategic Action Points

Step 1: Develop a
Commission based Referral
plan for the Makkhi Network

Makkhi
Network

Key
Key to
to getting
getting
information
information

To
be brought
To be
brought
into our
ecosystem
ecosystem

Step 2: Educate MFC

Dealers (Share success
stories of the existing
dealers using
this network)

NATIONAL D2D NETWORK

This network will help us remove the supply - demand mismatch,
decreasing the turn around time and create a common sourcing platform.
STRATEGY

MFC
Dealer
Dealer

MFC
MFC
Dealer

MFC
MFC
Dealer
IT
IT
Suppor
Suppor
t

MFC
MFC
Dealer
Dealer

MFC
MFC
Dealer
MFC
MFC
Dealer

MFC
Dealer
1

Supply > Demand

o Create a national D2D IT enabled

network to enable inter dealer car
transfers
BENEFITS

o Decrease in lost customers due to

unavailability of cars
o Reduction in turn around time &
decrease in inventory cost
ACTION POINTS

MFC
Dealer
1

Supply < Demand

o Creation of IT enabled portal

o Establishing guidelines for interdealer transfers in terms of revenue
sharing & procedure
o Educate the dealers to use D2D
network to avoid loss of customer &
decrease cost

MARKETING PLAN

INDUSTRY
STRUCTURE

THE WAY
AHEAD

SEGMENTATION
&
TARGETING

MAHINDRA
FIRST
CHOICE
EXPANSION
&
STRATEGIC
ALLIANCES

PROCUREMENT
STRATEGY

MARKETING
PLAN

DIGITAL MEDIA STRATEGY

Internet reaches to 47 million people. Out of which 79% are male, 65 %
are from SEC A, B, C, 61% own a vehicle. Use of mobile however
remain limited.
Cheap, Effective and
Personalized.

TV
Mobile

Radio
Print
Internet
47
Millio
n*
* Juxt

169
Million
*
* IRS
High cost

467
467
Million
Million*

385
Million*

180
Million*

* IRS

* TRAI

Medium cost

* IRS

Low cost

615%

100

75

88
71
63

2008 Ad spends (Rs

Crores)

59
52

50
36 34

25

25%

-3%

39

61%

43

37%

38

38

43%

28
91%
15
5

SOURCE:-Survey of top 500 advertiser, Web chutney

outlook 2009

CREATING A DIGITAL NETWORK

Our digital media plan reaches to 4% of internet audience at a cost of Rs.
50 Lakhs and generates a margin of Rs. 1.71 Cr in 2011.
Digital Media Breakup

Revenue Growth

300

260

Digital Media
Banner Ads

lakhs

Other Expense

Facebook
Communities
Youtube

7.5

Rs. Lakhs

250

0.05 0.01 0.04

200

226
197
171

150

Margins
Expenses

100
50

55

61

67

2011

2012

2013

2014

50
0

Budget
(Rs)

Reach

CPC
(Rs)

CTR %

Leads to
web

Leads to
store

Converts

Banner Ads

3000000

15000000

20

150000

15000

3000

13500000

22

450

Facebook

1000000

4000000

25

40000

4000

800

3600000

28

360

Others

1000000

Total

500000
0

19000000

26

190000

19000

3800

1710000
0

23

427.5

Total on
web

460000000

Percentage

4%

Margins@
Expense %
4500 (Rs.)

ROI %

BTL PLAN-1 (CAR DRIVES)

An awareness activity that reaches 60000 people a year at a cost of Rs.
18880 i.e. cost per reach is Rs. 0.31 (Calculated for Ghaziabad)
Route plan for Car Drives in Ghaziabad
% of Customer (Ghaziabad)

32%

Strategy
o Car drives across Ghaziabad once in a month covering
prominent locations
o Includes 4 cars of different range & brands moving
together
o With first choice signs and best prices

25%

19% 24%

Metrics
Know about MFC
Dont know MFC is multi brand
Heard but dont know the details
Haven't heard about MFC

Visitors coming to the Outlet should be asked the mode

of awareness via small questionnaire

KMs

Cars

Avg.
Mileage
(km)

Fuel Cost
(INR)

Cost per km
(INR)

Total Fuel
Cost (INR)

50

15

58

3.87

773

Manpower cost
Total Cost per Yearly cost
@ 200 Per Driver
activity (INR)
(INR)
(INR)

800

1573

18880

BTL PLAN-2 (PICK & DROP)

Plan applicable for Tier 2, 3 cities which can help raise yearly profits by
Rs. 2.25 - 4.41 Lakhs for an MFC Wheels dealer.
GhaziabadConcept
Mahindra First Choice
o
o

Pick & drop for families in the car that they are interested to buy
Visits (Monthly)
Sales (Monthly)
This will act as a test ride for the family

Current

75
Metrics

15

Expected *1
21
o The increase
in conversion 83
rate for prospects who use this facility
(25% conversion
rate)
Expected *2
(30% conversion rate)

83

25

Expected 1 (INR)

Expected 2 (INR)

Incremental cost

8250

8250

Incremental Revenue

27000

45000

Incremental Profit

18750

36750

Yearly Incremental Profit

225000

441000

*Assuming 50% of prospects opt for "Pick and Drop", Cost- INR 200 per pick & drop
*Assuming INR 4500 margin per car sale

WORD OF MOUTH

Social initiative club

o Membership on purchase of
car

from

Mahindra

First

Choice
o Tie

up

with

an

NGO

at

corporate level

drives,

teach

kid, etc.
o Cost effective and good word
of mouth

Recreation club

o Membership on purchase of
car

from

Mahindra

First

Choice

o Activities for complete family

o Example: Discounted tickets

o Regular social activities like

plantation

Tier 2, 3 cities

Tier 1 cities

Low cost WOM plan for specific cities

Tier 1 cities: Social initiative clubs; Tier 2, 3 cities: Recreation clubs

of movies, Amusement parks

o Membership for a year, which
will be extended on referrals

EXPANSION & STRATEGIC

ALLIANCES

INDUSTRY
STRUCTURE

THE WAY
AHEAD

SEGMENTATION
&
TARGETING

MAHINDRA
FIRST
CHOICE
EXPANSION
&
STRATEGIC
ALLIANCES

PROCUREMENT
STRATEGY

MARKETING
PLAN

EXPANSION STRATEGY - WHEELS

Expansion through Royalty dealers till 2014, then switch to Franchise
model to have more control over the retail channel.
Mode of Expansion
o

Continue with Royalty model (minimum

Factors and there weightage for calculation of

MPV

guaranteed revenue)
o

Shift to Franchisee model once MFC brand is

established

25
%

For cities like Delhi, Mumbai etc. with large

demand, company owned company
operated superstores should also be opened

25
%

15
%

Benefits
10
%

Royalty
o
o

Low upfront cost

Lock in period

to dealers

and upfront

Easy conversion

licensing fees

of dealers
o

Franchisee

Easy exit

Better control
over the channel

15
%
10
%

EXPANSION STRATEGY WHEELS

By 2014, based on the calculated Market

Potential Value, we plan to open 338

stores with projected sales of Rs. 2673 cr.

YOY outlet expansion

400

Projected Financials
3000
2672.84

338 stores by 2014

2500

300

88
2000

44
32

100

116

1000
85

23
24
22
16

37
27

33

40

49

2010

2011

2012

2013

2014

31

East

West

North

1500
1124.78

79

53
43

INR (cr)

62

200

1778.26

60

South

500

711.44
450.00

2010

2011
Revenue

2012

2013

Polynomial (Revenue)

2014

EXPANSION STRATEGY - SERVICES &

SPARES
(2S)
Along with 3S strategy, consider special target cities with less number of
authorized
service stations of minor players in synergy with Mahindra Auto service stations
Service Expansion
o Services & spares network forms the backbone of Wheels & hence we plan to open a 2S store
o Tier 1 Cities - Identify franchises for 3S showroom i.e. integrating MFCW with 2S showrooms
o Tier 2 & 3 Cities - Priority to dealers with 3S capability, if not then either MFC or 2S
o Special Targets - Target cities that do not have Authorized Service Stations of car manufacturers
shown below (for Uttar Pradesh)
S. No

Cities

Toyota

Skoda

Ford

GM

Hindustan
Motors

Honda

Fiat

Mercedes

1
2
3
4
5
6
7

Kanpur
Lucknow
Meerut
Agra
Ghaziabad
Allahabad
Varanasi

Yes
Yes

Yes
Yes

Yes

Yes

Yes
Yes
Yes
Yes
Yes
Yes
Yes

Yes
Yes
Yes
Yes
Yes
yes
Yes

yes

Yes
Yes

yes
yes
yes
yes
yes
yes

yes
yes
yes
Yes

yes

Yes

Bareilly

Yes

Yes

Yes

yes

yes

Moradabad

10

Aligarh

Yes

yes

11

Gorakhpur

Yes

12

Noida

Yes

Yes

Yes

Yes

yes

yes

13

Saharanpur

Yes

Special target cities

STRATEGIC ALLIANCES
Web Portals Tapping C2C; Banks Repossessed car procurement;
Organized cab services Yellow Plate procurement; Corporates Bulk

car sales

Current Concept
- Bulk new car
deals
- EMI
- Ownership

Web
portals

Our Proposal
- Strike deals for
pre-owned cars

Corporates

MFCW

Banks

Win-Win
Company
Situation

Tax savings

- Company
- Tax Savings
- MFCW
- Increase in sales
- Employees
- Affordable cars

Organized
Cab
services

CABverti
se
Procure/
Exchang
e

THE WAY AHEAD

INDUSTRY
STRUCTURE

THE WAY
AHEAD

SEGMENTATION
&
TARGETING

MAHINDRA
FIRST
CHOICE
EXPANSION
&
STRATEGIC
ALLIANCES

PROCUREMENT
STRATEGY

MARKETING
PLAN

WAY AHEAD Rural First choice

(Tractors)
Small farmers get tractors on rent due to financial constraints.
Pre-owned tractors are lucrative for these small farmers with small land
holdings.

CAGR
20%

6
5
4

Tractor Sales

4.4

M & M tractor sales mix

4.9
14%

3.4

17%
Upto 30 HP

17%

31- 40 HP

3
52%

51 HP & above

1
0
2008-09
2009-10
SOURCE:- CMIE Database

41-50 HP

2010-11

SOURCE:- CMIE Database

EXECUTIVE SUMMARY

Target Segments
o Tier 1 - SEC A1, A2 & B1; Tier 2 & 3 - SEC B1 & B2
o Tier 1 - Focus on Value & Operating Costs;
Tier 2 & 3 - Focus on Assurance & Reliability
o Target multi brand car owner families, organized
cab operators and corporates for services

Marketing Plan
o
o

o
o
o
o

Digital Plan

A reach of 4% internet audience

Total yearly margin of Rs. 1.71 cr

BTL Plan

Car drives A reach of 60000 people/year

@ Rs 18880 (calculated for Ghaziabad)

Pick and drop for tier 2, 3 cities

WOM

Tier 1 Social initiative club

Tier 2, 3 Recreation club

Strategic Alliances

Online pre-owned car portals tapping C2C

Banks Repossessed Car Procurement
Organized cab services - Yellow Plate
procurement & Services contract
Corporates Bulk car sales & services

Procurement Strategies
Procuremen
t Strategy
Repossesse
d Cars
Yellow Plate
Model

Cost

Low

Year of make

Kms driven

New

Low
High

Low

High
High

Database
Model
Makkhi
Network
National
D2D
o Proposed
Network

Quantity

High

Expansion Strategies

338 MFCW outlets by FY 2014

o Expansion through Royalty dealers till 2014, then
switch to Franchise model to have more control
over the retail channel
o For services - Integrated outlets with MFCW &
special target cities
o Rural Mahindra First Choice Pre-owned tractors
TG Farmers with 5-10 acres land holding
Procurement of 2-3 year old tractors

Financials
o Projected revenue Rs. 2672.84 cr
o NPV of PAT Rs. 583.22 cr

Brain of a Strategist, Heart of a

Warrior

Thank you!

Annexure

ANNEXURE 1: DATA FILES

1. SPSS data file for Customer Segmentation

WarRoom-SunTzuPandas-AfterMarket.sav

2. SPSS output file for Customer Segmentation

WarRoom-SunTzuPandas-AfterMarket.spv

3. City wise Expansion Plan

Microsoft Office
Excel Worksheet

4. Demographic profiling of Clusters formed by Cluster

Analysis
Microsoft Office
Excel Worksheet

ANNEXURE 2: CUSTOMER PROFILING

Customer Segments

Assurance seeking bargain hunters

Bargain hunters
Budget insensitive - Operational
cost minimizers
Risk Averse - channel insensitive
Economical

Occupation Education

Current
City

Annual
Family
income

City

SEC

Income

5-7 LPA

3.69

2.19

1.81

2.81

Tier 1

A2,B1

2.64

2.21

1.50

2.43

Tier 2

A2,B1

3.45

2.45

1.91

2.36

Tier 1

A1,A2,B1

2.00

2.00

1.75

2.25

Tier 2

B1,B2

1.63

3.25

2.38

3.25

Tier 2,3

B2,C

Safety &
Reliability

Customer Segments

Running
costs

Value

Age

5-10 LPA
25-40
3-4 LPA

Channel
Economy Assurance
sensitivity

Assurance seeking bargain hunters

Bargain hunters

Budget insensitive - Operational cost minimizers

Risk Averse - channel insensitive

Economical

ANNEXURE 3: CLUSTER ANALYSIS RESULTS

Rotated Component Matrix

Variables

Component
1

Safety

.864

.161

Distance driven

.766

Brand

.740

.219

Condition

.546

.261

Car Model
Variety

.368

Reliable

.291

.282

.189

.120

.142

.409

.312

.216

.166
.281

.785

-.226

.200

.648

.535

-.121

.544

.516

Unorganized - quality

.260

.488

.195

Price sensitivity

.416

.472

.241

Mileage

.158

After sales service

.249

.400

.146
.388

.368

.216

.121

.813

.120

.142

.637

.420

Channel pricing

-.396

.832

Year of make

.323

Budget

.108

Robust

.164

Certified

.134

Cheated

.296

.745

.226

.331

Safety and Reliability

Value

Operational costs
.122
Channel sensitivity

.123

.101

.837

.202

.431

.162

.162

.221

.877

-.402

.596

.199

Factors

Economy

Assurance

ANNEXURE 4: MARKET POTENTIAL VALUE FOR U.P.

Cities

Number of
Households
(e)

Households
availing
Supporting
facilities
(Financing) (e)

Kanpur

536955

226672

183273

Lucknow

479071

226399

Meerut

208621

Agra

Total households
Total households
Work
owning car (e)
Participation (e)

Total households
owning two
wheelers (e)

Final Score

No of
Proposed
Stores

44503

246772

246097

157676

32845

224575

220919

128073

66120

139494

192977

152079

240942

114088

74903

24962

121082

114235

Ghaziabad

219354

96290

73676

27641

144256

110264

Allahabad

192393

93080

60977

18080

91509

90357

Varanasi

184865

110690

65351

10854

66013

85781

Bareilly

145995

95355

48051

19137

121722

82009

Moradaba
d

124919

64772

40501

22276

105981

69601

Aligarh

124342

61673

38446

9639

67157

59068

ANNEXURE 5: EXPANSION STRATEGY - UP

Current
locations

First phase
expansion

Second phase expansion

ANNEXURE 6: PROJECTED FINANCIALS

2010

2011

2012

2013

2014

450
3.69
453.69
0.43

711.44
3.71
715.15
0.57

1124.78
3.73
1128.51
0.75

1778.26
3.75
1782.01
0.98

2672.84
3.77
2676.61
1.23

427.00

675.08

1067.29

1687.37

2536.22

4.62

8.30

8.43

8.56

8.69

9.27
0.00
0.91
12.20
5.22
459.22

10.13
1.39
1.58
9.03
5.91
713.50

11.06
1.26
2.45
9.65
6.15
1111.31

12.08
1.14
3.60
10.31
6.40
1738.57

13.20
1.03
4.80
11.01
6.66
2594.97

-5.10
-4.19
-5.10
-5.10
15%
5%
-5.10

2.22
5.19
3.61
2.08

17.94
21.65
19.20
17.8

44.42
49.16
45.56
44.28

82.86
88.70
83.9
82.72

Income
Net Sales
Other Income
Total Income
Change in stock
Expenditure
Purchase of finished goods
Selling & distribution
expenses
Employee Expense
Interest paid
Depreciation + Amortisation
Indirect expenses
Miscellaneous expenses
Total Expenditure

PBT
EBIDTA
EBIT
Profit After Tax
WACC
Long term Growth
Present Value
Terminal value of Profit
NPV of PAT

1.81

13.46
496.63
583.22

NPV
of
29.12
Profit

47.30