Company Analysis Of Blue Star


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Company Analysis Of Blue Star

  2. 2. CONTENTS Chapter-1 INTRODUCTION 3 • Company overview 4 • Vision, mission and objectives 4-5 • History and growth of the company 5 • Milestones 6-7 • Manufacturing process 8-10 • Products 11 • Research and development 12 • Technology associates 13 • Business associates 13 -14 Chapter-2 Marketing activities and management in BLUE STAR 15-17 Chapter-3 Human resource management in BLUE STAR 18-24 Chapter-4 Financial data analysis 25-41 Reference 42 2
  3. 3. Chapter-1 INTRODUCTION 3
  4. 4. COMPANY OVERVIEW Blue Star is India's largest central air-conditioning company with an annual turnover of Rs 2270 crores, a network of 24 offices, 5 modern manufacturing facilities, 650 dealers and around 2500 employees. Blue Star has business alliances with world renowned technology leaders such as Rheem Mfg Co, USA; Hitachi, Japan; Eaton - Williams, UK; Thales e-Security Ltd., UK; Jeol, Japan; ISA, Italy and many others, to offer superior products and solutions to customers. The Company has manufacturing facilities at Thane, Dadra, Bharuch, Himachal and Wada which use state-of-the-art manufacturing equipment to ensure that the products have consistent quality and reliability. Blue Star fulfills the air-conditioning needs of a large number of corporate and commercial customers and has also established leadership in the field of commercial refrigeration equipment ranging from water coolers to cold storages. Blue Star's other businesses include marketing and maintenance of hi-tech professional electronic and industrial products. Blue Star primarily focuses on the corporate and commercial markets. These include institutional, industrial and government organizations as well as commercial establishments such as showrooms, restaurants, banks, hospitals, theatres, shopping malls and boutiques. VISION, MISSION, OBJECTIVES • To deliver a world class customer experience. • Focus on profitable company growth. • Be a company that is a pleasure to do business with. • Work in a boundary – less manner between divisions to provide best solutions to customers. • Win our people’s hearts and minds. • Place the company’s interest above one’s own. • Encourage innovation, creativity and experimentation in what we do. • Build an extended organisation of committed business partners. • Be a good corporate citizen. 4
  5. 5. • Honour all personal and corporate commitments. • Maintain personal integrity. • Ensure high standards of corporate governance. HISTORY AND GROWTH OF COMPANY Blue Star was founded in 1943, by Mohan T Advani, an entrepreneur of exemplary vision and drive. The Company began as a modest 3-member team engaged in reconditioning of air conditioners and refrigerators. An expanding Blue Star then ventured into the manufacture of ice candy machines and bottle coolers and also began the design and execution of central air-conditioning projects. Then came the manufacture of water coolers. In 1949, the proprietorship company set its sights on bigger expansion, took on shareholders and became Blue Star Engineering Company Private Limited. Ever since, there has been a constant and profitable growth. Blue Star diversified and took up agencies for Material Testing Machines and Business Machines. The export arena beckoned and the Company began exporting water coolers to Dubai, where in fact, 'Blue Star' soon became the generic name for water coolers. The sixties and the early seventies witnessed Blue Star continuing to expand and thrive. A team of dedicated professionals aided Mohan T Advani in ever furthering his vision of a profitable company dedicated to its ideals of professionalism and success. Employee strength crossed the 1000 mark and the company went public in 1969 to become Blue Star Limited, as it continues to be called today. Blue Star crossed the Rs. 500 crore milestones in 2000 and the Rs. 600 crore milestones in 2002-03. With the boom in construction activity and increased infrastructure investments, the Company leveraged its leadership position to grow aggressively. In the following three years, the Company nearly doubled its turnover, clocking Rs 1178 crores in 2005-06. Even more than size, Blue Star enjoys an enviable reputation as an ethical corporation, ever mindful of its obligations towards customers, shareholders, dealers, business partners, employees and the environment in which it operates. 5
  6. 6. MILESTONES 6
  7. 7. Year Event 1943 Mohan T Advani establishes Blue Star Engineering Company as a proprietary firm 1946 Blue Star secures Melchior Armstrong Dessau agency 1947 Worthington selects Blue Star as Indian Partner. Manufacturing of ice candy machines and bottle coolers begins. Central air- conditioning system design and execution begins 1948 Manufacture of water coolers commences 1949 Proprietorship converted to Private Limited Companies 1954 Blue Star selected as distributor for Honeywell 1955 GDR Testing machines distributorship begins 1957 Perkin-Elmer tie-up marks the start of the electronics business. GDR business machines agency commences 1960 Total Income crosses the Rs 1 crore mark 1964 Total employment crosses 1,000 1965 Techniglas Pvt Ltd set up to manufacture insulation material 1969 Factory moves from Colaba in Mumbai to Thane 1970 Hewlett- Packard distributorship commences First skyscrapers of Mumbai – Air India Building, Express Towers 1972 and Oberoi Hotel set-up – all air-conditioned by Blue Star 1972 Total Income crosses Rs 10 crores. Employment crosses 2,000 Water Cooler manufacturing license granted to Yusuf Alghanim, 1974 Kuwait Middle East thrust begins. Joint Venture (JV) with Al Shirawi in 1977 Dubai 1977 Hitachi Medical Equipment distributorship begins 1978 Industrial Division commences activity 1980 Bharuch Factory set up 1980-86 Major AC and R projects executed in the Middle East 1983 International Software Division inaugurated in Seepz 1984 York technology collaboration begins Manufacture of centrifugal packaged chillers commences at Thane 1985 Plant 1986 Total Income crosses Rs 100 crores 1987 Yokogawa Blue Star JV formed 1987 Gandhinagar factory set up for EPABX systems 1988 Blue Star becomes India’s largest central air-conditioning company 1988 Manufacturing collaboration with Mitsubishi Assembly of personal computers under the brand name ‘Quantum’ 1988 7 begins 1989 JV with Hewlett-Packard and Motorola
  8. 8. MANUFACTURING PROCESS Blue Star understands that skilled manpower and other staff members are an indispensable part of the manufacturing set-up and the management should work shoulder to shoulder with them. Management grade staff too is put through training programs on various aspects of manufacturing and business. Also, performance awards are announced every year. Apart from enhancing the skills of the staff, such initiatives create a positive, firm and lasting emotional bond between staff and company. This in turn contributes to greater productivity. MANUFACTURING SYSTEMS The factories make extensive use of IT to enhance productivity and product development capabilities. All our factories are ISO 9001: 2000 certified BAAN ERP implemented in 3 factories and Himachal under implementation. RAW MATERIAL AND MATERIAL MANAGEMENT Sheet metal fabrication A high degree of repetitive accuracy in sheet metal fabrication is achieved by using specialized equipment, CNC metal forming machines. The raw material used is prime quality, corrosion-resistant, galvanized steel for enhanced life of the product. The equipment used for processing the steel includes CNC machines such as an Amada turret punch press, a LVD / Amada hydraulic press-break. All these allow for high quality cabinet fabrication within tight tolerances Power coating plant The state-of-the-art powder coating plant covers a wide range of very specialized process equipment, and is fully automated. A water-softening unit treats the raw water before it is utilized in the automatic hot spray pre-treatment system. It provides an even distribution of chemicals, controlled by an auto dosing mechanism that maintains the chemical bath 8
  9. 9. composition with the help of electronic sensors. After a final mineral water rinse, the components pass through a dry-off oven under dust-free conditions to remove all traces of moisture. The components are then transferred into the powder painting booth for coating, where temperature, humidity and dust levels are controlled. The powder painting equipment, supplied by Nordson, USA, is equipped with automatic electromechanical oscillators, for even powder deposition. Desiccant dry air-with a dew point of minus 40 0 C - helps avoid any moisture contamination of the powder. A 'smart spray' mechanism senses the conveyor movement and component geometry to adjust powder flow. Polyester powder - ideally suited for out door applications - provides the maximum protection against UV deterioration and corrosion. The components finally pass through a temperature-regulated curing oven to achieve desired gloss and surface hardness. Heat exchangers Experienced engineers create heat exchanger designs using high precision design software, which are then validated in our test labs. Blue Star also makes sure that the designs are energy efficient for optimum heat transfer. Fin and Tube: The sophisticated coil shops have some of the most advanced machines from USA, Japan and Korea. The Burr Oak coil line produces energy efficient DX heat exchangers. These have plain or enhanced split fins with grooved copper tubes for maximum heat transfer efficiency. Then the source plain and inner grooved copper tubes with coated aluminum fin stock of international quality from leading manufacturers to fit our specifications. Shell and Tube: Blue Star has shell and tube exchangers using specially enhanced surface copper tubes and shell design as per Blue Star or TEMA standards. Blue Star uses Heat Transfer Research Inc. (HTRI design software for these heat exchangers). Plate Type: Blue Star products also incorporate stainless steel plate heat exchangers for specialized process applications. 9
  10. 10. System tubing 3-axis CNC copper tube-bending machines from Japan fabricate wrinkle-free system tubing to exact dimensions for a perfect stress-free fit. Special purpose machines carry out operations like end closing, flaring and forming for good joint formation. Prime quality copper tubes sourced globally help in optimum product performance. Brazing The brazing process is carried out in an inert atmosphere to avoid oxidation and the resultant impurities from contaminating the refrigerant system. Specially selected brazing equipment and fixtures are used to produce high quality brazing. The joints are pressure- tested to check weld strength and leakage. The coils are then tested for fine leaks with ultra-sensitive electronic leak detectors. An automated coil brazing line from Korea ensures consistent quality brazing and leak proof joints. PUF installation Blue Star fabricates CFC-free PUF insulated panels by using the latest equipment from Cannon. This enables to achieve a uniform and constant density of insulation for air handling units, telecom shelters and cold storage panels. Blue Star supply panels of up to 6 meters in length and 25 mm to 125 mm in PUF thickness. PUF insulation expertise finds use in a wide range of applications such as Air Handling Units, water coolers, deep freezers, reach-in coolers and mortuary chambers. Assembly and testing The final product is assembled sequentially on conveyors, with in-built quality checks during assembly operations. Pneumatic tools permit torque-controlled rigidity, and specially coated corrosion-resistant hardware provides firm locking. Each machine is then electronically tested for leaks and run-tested for performance and electrical safety parameters before packaging. 10
  11. 11. PRODUCTS CENTRAL AIRCONDITION The building blocks of Blue Star’s solutions are its products. The most comprehensive range of air-conditioning products in the country. A wide range of models are available in each product category to ensure that the air-conditioning system design is implemented without any compromise. All products have been designed on the energy-efficiency platform, and offer a host of advanced features. Room air conditioners By being an expert in the area of central air-conditioning, it also helps us understand the cooling requirements of a diverse range of applications. This expertise, knowledge and the skills have helped us to have some of the most technologically advanced and energy efficient air-conditioning solutions for small spaces. Commercial Refrigeration Having been the leaders in commercial refrigeration, we have a wide range of products catering to various small and large scale industries Cold storages Blue Star’s Cold Storage Division offers us a wide range of cooling and preservation solutions. Solutions tailored made to suit any industry that requires storage of perishable produce over extended periods of time without suffering any loss of quality – be it in look, feel, touch, taste or chemical composition. Industries that find Blue Star’s cold storage solutions enormously useful include the agriculture sector including horticulture and floriculture units, manufacturers of fresh produce of any kind, food processing units, 11
  12. 12. pharmaceutical industries, seafood and other similar industries, as well as the dairy and hospitality sectors, including hotels, restaurants, and eateries. Specialty Cooling Products Blue Star has developed specialized products for process applications, IT/ITES, telecom and the dairy industry. It has diverse experience and have a deep understanding of the demands on air-conditioning and refrigeration in each industry. This knowledge and domain expertise has helped in designing and manufacturing a range of specialized products which ensure that critical applications work seamlessly. Research & Development Blue Star offers complete engineered products and solutions with differentiated features. With the extent of climatic conditions varying across the nation, our products are designed to suit the specific local conditions. Considering the shortfall of Electricity supply, all the products are designed for energy efficiency. Blue Star products are most preferred in the domestic market because of energy efficiency features. In the offer, they are widest range of products for varying applications. This is possible due to extensive research and development that goes behind the products. All our factories are equipped with robust R&D facilities and a lot of importance is given towards continuous up gradation. Currently R&D team constitutes nearly 20% of the manufacturing division work force. This is a testimony to the significance that R&D has in the product development process at Blue Star. R&D team is encouraged to update with the latest techniques and processes in the field and thus are sent to various exhibitions / site visits across the globe. Consultants from various industries are also hired for specific industrial design projects. Blue Star also believes in associating itself with leading global organizations that have done path breaking work in the field of innovations. The company also has tie-ups with reputed companies for knowledge sharing and technical institutions like IIT, Mumbai, where individual projects are executed. R&D at Blue Star also handles customer specific 12
  13. 13. requirements, which require tremendous amount of expertise in that particular domain. Software that R&D team has deployed and which is used on a regular basis - Pro- Engineer, Solid Edge, AutoCAD, Pro Mechanics, R&R, HTRI, Mechanical Desktop, Rhino, Alias, CATIA, IDEAS, Solid Works, Patran, Hypermesh, Femap, Ansys, Nastran, Fluent, Flow Mechanica and Moldflow. Software packages including those for system design, air handling unit selection and heat exchanger optimization. TECHNOLOGY ASSOCIATES Blue Star has associated itself with global knowledge partners who have been leaders in specific product manufacturing. Through this partnership, Blue Star has been able to command a leadership position in the domestic market. Blue Star initially tied-up with York in the mid 1980s. It has been able to leverage this expertise and learning to manufacture its own Chillers. We now manufacture our own range of Screw, Scroll and Process Chillers. For Cold Rooms, Blue Star had tied-up with Kolpak, USA and Heat Craft for Freezing Units. Rheem, USA not only provided technical support for building the world class Dadra manufacturing unit, but also shared technical expertise. The foray in precision equipment business was achieved with support from Eaton Williams. Blue Star now manufactures Precision Control Packaged Units for domestic and global markets. BUSINESS ASSOCIATES In keeping with its win-win approach, Blue Star treats its vendors as not just suppliers, but as business partners and tries to build long term associations that are profitable both to the suppliers and to Blue Star. In line with this thought, Blue Star has entered into long term arrangements with its key suppliers, many of whom are world leaders. For instance, Blue Star sources its Switchgears from Siemens, Compressors from Danfoss of Netherlands and Refrigerant from DuPont. General Electric Corp of USA provides Motors, while Hanbell of Taiwan supplies Screw Compressors. Copeland of USA assists in System Design. 13
  14. 14. Over the years, Blue Star has built a strong network of suppliers around it. Not only that, the company also helps in the development of its smaller suppliers by providing various business related and technical inputs to them. For instance, since the vendors are also manufacturers, they will benefit from some of the good manufacturing practices that Blue Star adopts. Blue Star has educated a number of small vendors on the importance of ISO certification and encouraged them to get certified within a certain time period. This approach has greatly boosted the morale of vendors and firmly bonded them with Blue Star. Also, it ensures that the suppliers walk side-by-side with Blue Star on the path to growth. 14
  16. 16. MARKETING ACTIVITIES AND MANAGEMENT IN BLUE STAR EXPORTS Blue Star has been exporting its products to the Middle East for over two decades. Blue Star products have stood the test of time in some of the most difficult climatic conditions in the world such as UAE, Qatar, Bahrain, Oman and Kuwait. On offer it has a comprehensive range of products such as chillers with screw and hermetic scroll compressors, a wide range of air handling and fan coil units, duct able packaged and duct able split air conditioners including the heat pump versions. Blue Star also offers unitary products such as window and split air conditioners, deep freezers, cold rooms, water coolers and specialized air conditioners for precision control applications, Variable Refrigerant Flow (VRF) Systems with digital scroll technology and process chillers with frequency modulation. These world-class products are manufactured at our state-of-the- art manufacturing facilities in India. All the manufacturing facilities are ISO 9001: 2000 certified, and are powered through integrated Enterprise Resource Planning (ERP) software. Moreover, most of the products go through stringent tests on reliability and performance in our test labs. SUPPLY CHAIN MANAGEMENT Rapid growth coupled with volatility of input costs necessitated an agile and adaptable supply chain. The Blue Star focused on both the efficiency and responsiveness of all aspects of the supply chain by improving all round execution capability. A combination of short term and long term view along with the support of business associates helped the Company tide over the uncertainty and turbulence of increasing input costs. The supply chain adequately met the increased demands of the market place supporting greater 16
  17. 17. channel and project business success. CHANNEL DEVELOPMENT Blue Star has around 180 systems dealers who exclusively deal in the Company's systems businesses consisting of packaged air conditioning and cold rooms. These dealers are provided technical expertise, installation and service competence of a high order. On the other hand, room air conditioners and refrigeration products, which are simple to install, are sold through a larger network of approximately 600 dealers. Most of them deal exclusively with Blue Star products in the HVAC domain. A few are multi-brand, multi- product dealers. The Company has established a Channel Management Centre to oversee the policy framework, certification and development of dealers and also put in place a Training Department for training channel partners. During the year, the Company implemented a number of initiatives in order to strengthen the competence of the dealer channels and make them more robust. A Management Development Program (MDP) for systems dealers was held to impart the essentials of managing a business professionally. Systems dealers were also put through a Sales Management training programme in order to enhance their sales competence. 17
  19. 19. HUMAN RESOURCE MANAGEMENT Blue Star takes pride in the fact that the invaluable technical and business knowledge it has acquired in 65 years as an organization in the field of air conditioning and refrigeration is perhaps the richest in the country. During the review period, with the substantial increase in business volume, the Company increased its total head count to 2565 (including the absorbing of 124 employees from Nasser Electricals) as on March 31, 2008, an increase of 18% over the previous year, while Net Sales grew by 39%. Organizational productivity continued to grow in terms of sales per person and value added per person. The focus on people development continued at the same pace with special attention to developing the technical skills of dealers and business associates. Training in soft skills for Blue Star employees was enhanced with the introduction of some new training programmes. In order to sustain the positive culture of the Company, a new corporate programme was introduced called 'The Blue Star Way'. This programme is intended to create an awareness of, and strengthen the Blue Star Way of working. A 360-degree feedback system continued to be used to measure behavior of Senior Managers pertaining to the Corporate Values and Beliefs. Environment, Health & Safety (EHS) has gained relevance as a new management discipline in recent times. In order to improve its performance in the EHS domain, the Company decided to provide a corporate focus by creating a new department called 'Environment, Health & Safety'. The EHS Department will be responsible for creating standards and conducting workshops to sensitize all employees and business partners on the EHS norms to be followed in the course of business. The Welfare initiatives include providing life insurance cover to all employees through HDFC Standard Life Insurance, annual medical check-ups for employees above the age of 40 years, and the Company subsidizing the medical insurance premium for dependent parents. The Mohan T Advani Education Trust 19
  20. 20. disbursed scholarships to employees' children pursuing higher professional education while Blue Star Sahayata Foundation extended financial assistance to a number of deserving cases for mitigating emergency medical expenses. Harmonious and constructive relations between the Management and workmen helped to maintain a cordial work atmosphere and achieve business growth. CORPORATE SOCIAL RESPONSIBILITY Eco friendly initiative Blue Star has made significant progress towards minimizing and even eliminating the environmental hazards resulting from CFCs in certain refrigerants used for cooling. As a matter of fact, Blue Star is one of the few companies selected in India for funding by "The Multilateral Fund for the implementation of the MONTREAL PROTOCOL". Blue Star has already introduced 'ozone friendly' centrifugal chillers using HCFC-123, the safe refrigerant replacing CFC-11. Blue Star also markets absorption chillers which use water as refrigerant. All Blue Star reciprocating chillers already use HCFC-22 refrigerant which is friendlier to the environment than the older R-12. The Company actively promotes wider use of large refrigeration systems using ammonia as the refrigerant. In fact, Blue Star is a member of the International Institute of Ammonia Refrigeration, USA. Social initiative Blue Star firmly believes that organizations must look beyond making profits and should contribute to the development and welfare of the society. This attitude is most evident in the outreach initiatives organized by Blue Star's factories. Blue Star factories take active participation in providing temporary shelters and essentials for the victims of an earthquake, sponsoring health check-ups and health education programs in local schools. The families of operators are an integral part of social development. Blue Star gives them appropriate advice on personal matters, financial and investment matters. The family members are also imparted training on diverse subjects. They are taught English as well. Environmental initiative 20
  21. 21. Blue Star's factories have been exquisitely landscaped with lawns and flowering plants dotting the campus. Trees have also been planted on a proactive basis even outside the Blue Star factories. As a responsible organization, special ETP plants are installed to dispose off the wastes generated. Additionally, all our factories are designed for rain water harvesting. RISKS AND CONCERNS RISKS The Company has in place an effective Risk Management framework under which all internal and external risks across the various businesses and functions are periodically identified, assessed and acted upon by the risk owners to minimize and mitigate their impact. These processes are also periodically reviewed to ensure their effectiveness. The Company continues to satisfactorily address the various financial risks relating to interest rates, exchange rates and credit risks as well as operating risks arising out of high input costs, changes in technology, customer preferences, increasing size and complexity of contracts and competitive pressures. CONCERNS While the strong fundamentals of the Company and it's sound financial base have placed it in a strong position to face the vagaries of the market, the overall uncertain economic scenario coupled with local and global inflation and the high price of oil are causes for concern and consequently a slow down in the economy could impact the growth of the Company to some extent in the coming year. The Company will continue to remain vigilant and will proactively take steps to mitigate the adverse impact, if any, arising out of these concerns. Employee development The benefit of a mature business organization with 65 years of operational excellence is that there are several good systems in place. From a prospective employee point of view, Blue Star offers the following advantages: 21
  22. 22. • There are well designed induction and technical orientation programmes. There is a Corporate Technical Training Organization which delivers a variety of technical training programmes for the AC&R business. Engineers who join the Electronics Division get a chance to go abroad for training with the Principals. The Corporate HR runs a menu of non-technical soft skills training programmes such as Business Communication Skills and Business Etiquette. • The Blue Star Company has many well designed, time tested HR practices such as setting the performance objectives at the beginning of the year, reviewing employee performance every year through an annual appraisal system and an annual compensation review based on market surveys. In addition to a market aligned salary structure, Blue Star also has a fairly attractive incentive scheme wherein, the employee gets an incentive based on his department’s performance coupled with his own performance rating. • Typically, graduate engineers can look forward to entering real managerial grades within 4 to 5 years. Once an employee enters the managerial grade, he is exposed to a variety of management education programmes including some programmes at IIM. Ahmedabad. • Last, but not the least, Blue Star rightly boasts of the Blue Star Way, which is founded on a set of values and beliefs which have evolved over time. These beliefs have made Blue Star a highly respected, secular organization. The Company has an excellent track record of employees working for many decades with the Company. In today’s high attrition market, the Company continues to enjoy the privilege of retaining many of its employees for many decades, thanks to its positive work culture. • The company lays stress on continuously upgrading the skills of operators, so that they keep increasing their productivity in the face of changing manufacturing practices. Operators are put through training programs, on passing which they are given certificates. In the long term, these certificates also become a yardstick for measuring employee performance. Learning through cross functional activities is 22
  23. 23. encouraged. In addition to that, staff members and operators are encouraged to exercise yoga, play sports and participate in community development initiatives. This helps in the overall development of the individual and improves performance. Kaizen and 5S are an integral part of all factory operations. Career at BLUE STAR Since engineering and technical expertise are at the heart of the Blue Star value proposition, engineers constitute the bulk of Blue Star’s recruitment. Consequently, engineers (graduate as well as diploma) can find technically satisfying and well paying jobs in the following areas of Blue Star Air conditioning Projects Division: Mechanical engineers are deployed in 3 different disciplines i.e. Sales, Design & Engineering and Construction. Blue Star also entered the commercial building electrical business since 2008. Consequently, electrical engineers (graduate and diploma) can also find careers in the Electrical Projects Manufacturing: Blue Star manufactures a wide range of air conditioning and refrigeration equipment at its five factories. Here, careers can be made in R & D, Production, Production Planning, Manufacturing Engineering, Quality and Reliability and Procurement. Graduates as well as post graduates in mechanical, electrical and electronics engineering can find rewarding careers in Blue Star’s manufacturing group. Air-conditioning & Refrigeration Service Division: Here again, engineers constitute the bulk of recruitment. Careers can be made broadly in 3 disciplines viz. Service Marketing, Service Delivery and Service Specialists’ Group. 23
  24. 24. Channel Businesses: Packaged air conditioners, room air conditioners, refrigeration products and cold storages are mostly executed through licensed channel partners. Consequently, engineers as well as MBAs with an aptitude for marketing can develop satisfying careers in any of the channel businesses. Management Services: Like in all large corporate, the Company has well structured management service departments such as Procurement & Logistics, Finance and Accounts and Human Resources. Blue Star looks for talented professionals with appropriate qualifications for these departments. Work with BLUE STAR An industry that’s over Rs. 12,000 crores can be the opportunity to meet your ambitious career goals. The cooling industry is thriving in a rapidly developing industrial landscape wherein almost every major corporate and commercial segment needs to cool down with efficient cooling systems. No wonder the company is slated to grow at a rate of more than 30% in the next few years. And this is the point where the cooling company really becomes hot. To propel career in this arena, one definitely need an organization that has what it takes to command a leadership position in the industry. Blue Star is the India’s largest central air-conditioning and commercial refrigeration company with over six decades of experience in providing expert cooling solutions. It has been associated with the most prestigious installations and projects in the country and enjoys a preferred partner status in most of the high growth segments. The Company has tripled its turnover over the last three years and continues to be on a strong growth trajectory. 24
  25. 25. Chapter -4 FINANCIAL DATA ANALYSIS 25
  26. 26. 26
  27. 27. 27
  28. 28. BALANCE SHEET as at March 31st 2007 28
  29. 29. PROFIT AND LOSS ACCOUNT for the year ended March 31st 2007 29
  30. 30. FINANCIAL PERFORMANCE AND DATA ANALYSIS OF BLUE STAR FINANCIAL PERFORMANCE The analysis of the financial performance for the year ended March 31, 2008 in comparison to the previous year is as under: 1. INCOME Total Income for the year at Rs.2270.09 crores increased by 41% over the total income of Rs.1607.41 crores in the previous year. The Total Income includes a profit of Rs.35.32 crores on sale of shares held in Rolastar Pvt. Ltd. Excluding this profit, the Net Income from sales, work bills, service and commission increased by 39% from Rs.1594.58 crores in the previous year to Rs.2221.58 crores in 2007-08. 2. COST OF SALES, WORK BILLS AND SERVICES The cost of sales, work bills and services during the year was Rs.1690.93 crores and was 76.1% of the Revenue from sales, work bills and commission as compared to 77.9% in the previous year. The reduction was attributed to lower cost of imports due to appreciation of the rupee vis-à-vis USD, value engineering and better material procurement. 3. EMPLOYEE REMUNERATION AND BENEFITS To support the significant increase in revenues, the number of employees went up by 18% to 2565 at the end of the year. Consequently, the employee cost increased by 25.7% from Rs.122.86 crores to Rs.154.41 crores, including an incentive provision of Rs.18.16 crores as compared to Rs.11.65 crores last year. The employee cost was 6.8% of the Total Income as compared to 7.6% for the previous year. 30
  31. 31. 4. OPERATING AND GENERAL EXPENSES Operating and General expenses amounted to Rs.153.21 crores, increasing by 28.9% over the previous year. As a percentage of Total Income, the Operating and General expenses for the year were lower at 6.7% as compared to 7.4% in the previous year. 5. INTEREST Interest cost at Rs.7.56 crores for the year was lower than the interest cost of Rs.9.55 crores in the previous year primarily due to the increase in cash flows and tighter control on capital employed, and was 0.33% of the Total Income as compared to 0.59% in the previous year. 6. DEPRECIATION Depreciation charge for the year was marginally higher at Rs.21.97 crores compared to Rs.20.90 crores in the previous year. 7. TAXATION Provision for taxation for the year was Rs.67.93 crores. This included a provision for tax of Rs.8 crores on long term capital gains on sale of investment and a short provision of Rs.1.8 crores towards tax for earlier years. After adjusting the above, the provision for tax was 28.1% of the Profit before tax, as compared to 23.1% in the previous year. The increase was mainly due to the expiry of the tax holiday benefit on profits of the Dadra plant from the year under review. 8. NET PROFIT Net profit for the year was Rs.174.09 crores as compared to Rs.71.18 crores in the previous year, representing an increase of 145%. Excluding an amount of Rs.27.32 crores being the profit on the sale of shares (net of tax thereon), the Net Profit was Rs.146.77 crores, an increase of 106% over the previous year. Profit before Tax for the year stood at Rs.242.02 crores, a rise of 161% over the previous year. Excluding the profit of Rs.35.32 crores on sale of shares, the Profit before Tax was Rs.206.70 crores, an increase of 123%. 31
  32. 32. 9. CAPITAL EXPENDITURE During the year, the Company incurred capital expenditure of Rs.47.66 crores as compared to Rs.39.20 crores in the previous year. This includes capital expenditure incurred for the first phase of the Company's fifth manufacturing facility at Wada, Maharashtra, which commenced production during the year. In addition, the Capital Work-in-Progress at the end of the year was Rs.18.09 crores as compared to Rs.2.41 crores at the end of the previous year. Analysis of BLUE STAR Analysis of a company consists of measuring its performance and ascertaining the causes of the performance. The characteristic of a company for its success are identified (whether quantitative or qualitative) by means of company analysis. Quantitative indicators of a company analysis are the financial indicators and operational efficiency indicators. Financial indicators are profitability indicators and financial position indicators analyzed through income and balance sheet statements respectively of a company. An analysis of published statements provides analysis of past. Usually the formats as published by the company might not be directly understandable to investors. To overcome this, the investors have to identify the factors/variables that are needed separately. The budgets and cash flow statements give an investor an insight into the future functioning of a company. Future profitability and operational efficiency can be worked out. The performance indicators are also linked to shares through ratio analysis to evaluate performance for investment purposes. The important measures are earnings per share, dividend per share, price earning multiple etc… The financial statements of company are the base data through which company analysis is performed the financial statements reflect the nature of business of the company. The financial statements are presented in the form of balance sheet and income statement. These statements are prepared annually after the close of financial year as on 31st march mandatory. It is like financial snapshots, the companied financial situation at a moment of time i.e. balance sheet as on ______ it lists companies assets 32
  33. 33. and liabilities. It is given in two halves. The top half shows the sources of funds invested in the business and the bottom half the application of these funds. These statements as such do not convey any message useful for investors take decision about the companies past performance and future projections. Ratio is statement of relationship between two related variables expressed as a percentage fraction or a decimal. Accounting ratios derived from accounting statement (financial statement). They are classified as profitability ratios, turnover ratio, leverage ratio, etc. The ratios provide a measure for interpretation of the company past performance. Table showing analysis of BLUE STAR for consecutive three years 2006-2008 Years 2008 2007 2006 Net sales 222158.7 159458.2 117067.4 Gross profit 53065.8 35189.14 26442.04 Gross profit ratio 23.88 22.06 22.58 Operating profit 20107.81 8932.2 6686.58 Operating profit ratio 9.05 5.6 5.71 Net profit 17409.47 7118.1 4890.44 Net profit ratio 7.83 4.46 4.17 Assets 30367.16 30853.04 25763.5 ROI 57.32 23.07 18.98 Equity 26354.62 21296.64 17271.06 ROE 66.05 33.42 28.31 Assets turnover ratio 5.56 4.02 3.51 Total assets to net worth 1.15 1.44 1.49 EBIT to total asset 66.21 28.95 25.95 Profit available to share holders 66.05 33.42 28.31 Inventory turnover ratio 1.63months 1.63months Debtor turnover ratio 108.28days 67.47days Current ratio 0.22 0.42 0.45 Debt equity ratio 0.14 0.42 0.44 INTERPRETATION The interpretation for profitability ratio analysis is as follows In year 2008, the GP ratio increased marginally by 1.8% where as percentage increase in 33
  34. 34. Sales during this year over the previous year are 39%. It is observed the cost of sales have increased disproportionate to increase in sales (4% approximately) i.e. more than percentage increase in sales. Another contributory to lower GP ratio is reduction in selling price to meet the competition; this information is not available in the published accounts. Operating ratio increased by 4% during the year 2008 though the previous year, operating ratios are steady. The cause for this appears to be increase in sales without increasing operating and general expenses during the year 2008. Net profit ratio is also showing an increase of 3.5% due to the same reasons as for operating ratios. Return on assets has increased due to increase in profits without an increase in assets i.e. better utilization of assets in year 2008. Return on equity has doubled in year 2008 because of net profit increase and nor increase in the equity of the company in 2008 though in the previous year 2007 there was a sharp increase in equity. The following are the financial performance ratios: Gross profit ratio Gross profit Gross Profit ratio = --------------- X 100 Net sales Gross profit = sales + commission – cost of sales Net sales = sales + commission Table showing gross profit ratio of BLUE STAR for consecutive three years 2006-2008 Year 2008 2007 2006 Net sales 222158.67 159458.24 117067.43 34
  35. 35. Gross profit 53065.8 35189.14 26442.04 Gross profit ratio 23.88 22.06 22.58 INTERPRETATION The gross profit ratio for last 3 years is almost steady around 22.5 %( average). However the sales have increase in the past 2 years over 2006 an increase in sales normally should give increase in gross profit. However in the case of BLUE STAR Co. this is not true. They are two reasons for GP not increasing in sympathy with sales 1) Selling price per unit might have being decreased to increase the volume of sales resulting in sales. 2) Secondly the cost of sales might increase disproportionate to increase in sales volume. The profit and loss account shows that one of the reasons for GP not increasing is increase in cost of sales over the previous year. Operating profit ratio Operating profit Operating profit ratio = ---------------------- X 100 Sales Operating profit = gross profit – (employee remuneration and benefit + operating and general expenses + depreciation) Table showing operating ratio of BLUE STAR for consecutive three years 2006-2008 Year 2008 2007 2006 operating profit 20107.81 8932.2 6686.58 sales 222158.7 159458.2 117067.43 operating ratio 9.05 5.6 5.71 INTERPRETATION The operating profit ratio has increased significantly. This increase in operating profit is attributed to increase in sales. The ratio indicated that despite increase in sales value the 35
  36. 36. operating expenses like office and selling have been contained to get better operating results. Net profit ratio Net profit Net profit ratio = ------------- X 100 Sales Table showing net profit ratio of BLUE STAR for consecutive three years 2006-2008 ( in lakhs) Year 2008 2007 2006 net profit 17409.47 7118.1 4890.44 sales 222158.7 159458.2 117067.43 net profit ratio 7.83 4.46 4.17 INTERPRETATION Net profit ratio is also increasing like operating ratio. Return on investment and assets turnover ratio 36
  37. 37. Net profit Return on investment = -------------- X 100 Total assets Table showing return on investment ratio of BLUE STAR for the three consecutive years 2006-2008 Year 2008 2007 2006 net profit 17409.47 7118.1 4890.44 total assets 30367.16 30853.04 25763.5 return on investment 57.32 23.07 18.98 INTERPRETATION This ratio indicates the profitable use of available assets. The assets increased in the past two years as compared to 2006. Therefore the return on ratio increasing is a normal phenomenon but during 2008 this ratio doubled which indicated efficient utilization of available resources. Assets turnover ratio Cost of goods sold Asset turnover ratio = ----------------------- Total assets Table showing assets turnover ratio of BLUE STAR for the three consecutive years 2006-2008 Year 2008 2007 2006 cost of goods sold 24201.97 124269.1 90625.39 total assets 30367.16 30853.04 25763.5 assets turnover ratio 5.56 4.02 3.51 INTERPRETATION 37
  38. 38. Turnover ratios help in identifying how the available assets are managed to yield better results. The asset turnover ratio is increasing for past 3 years. Return on equity Net profit Return on equity = --------------------- Shareholders equity Operating profit EBIT to total assets = ---------------------- X 100 Total asset Profit after tax Profit available to shareholders = ----------------------- X100 Net worth Table showing return on equity of BLUE STAR for the three consecutive years 2006-2008 Year 2008 2007 2006 net profit 17409.47 7118.1 4890.44 shareholder equity 26354.62 21296.64 17271.06 return on equity 66.05 33.42 28.31 EBIT TO TOTAL ASSETS 66.21 28.95 25.95 Profits available to shareholders 66.05 33.42 28.31 38
  39. 39. INTERPRETATION The return on equity has doubled in the year 2008. Therefore it is an indicator of growth in shareholders wealth. Inventory turnover ratio and debtor turnover ratio Average inventory 39
  40. 40. Inventory turnover ratio = -------------------------- X 12 months Cost of goods sold Opening inventory + closing inventory Average inventory = ---------------------------------------------------- 2 Average a/c receivable Debtors turnover ratio = ----------------------------------- X 365 days Net sales Sundry debtor opening + sundry debtor closing Average a/c receivable = ---------------------------------------------------------- 2 Table showing inventory turnover and debtor turnover ratio of BLUE STAR for the two consecutive years 2007-2008 Year 2008 2007 inventory turnover ratio 1.63months 1.63months debtor turnover ratio 108.28days 67.47days INTERPRETATION Despite increase in turnover the inventory turnover ratio is steady at 1.63 months which reflects a good inventory control practices followed by the company. The increase in outstanding debtor from 67.47 days to 108.28 days indicates the company has modified (liberalized) their credit to increase their sales. The percentage increase in sales in 2008 supports this view. Total assets to net worth 40
  41. 41. Total assets Total assets to net worth = ---------------- Net worth Table showing total assets to net worth for BLUE STAR for the year 2006-2008 Year 2008 2007 2006 total assets 30367.16 30853.04 25763.5 net worth 26354.62 21296.64 17271.06 total assets to net worth 1.15 1.44 1.49 INTERPRETATION This indicates that besides shareholders funds the companies inducting debt in the capital structure such type of capital structure is set to be levered by using debt as a financial lever. The company is able to give better return to equity shareholders which reflected in ROE. Liquidity ratio Current asset Current ratio = --------------------- Current liability Table showing current ratio of BLUE STAR for the three consecutive years 2006-2008 YEAR 2008 2007 2006 current ratio 0.22 0.42 0.45 INTERPRETATION The ideal ratio for current asset and current liability is 2:1. However this need not be blindly applied in all cases. If a company has more liquid assets there is no threat of temporary insolvency due to poor current ratio. 41
  42. 42. Reference: Internet web site: 42