The document summarizes a proposed detergent soap manufacturing business in India. [1] The company will be located in Patrapada, Bhubaneswar and will produce detergent soap cakes that can be used by hand or in soft water. [2] The startup will require Rs. 16,80,000 in capital, with Rs. 10,00,000 coming from a loan and Rs. 6,80,000 from the founders. [3] The aim is to distribute the product throughout India by expanding distribution channels.
Business Case on Khadi Industry - PrayasTanuj Poddar
This business plan proposes linking the CSR activities of textile industries with the Khadi industry and local microfinance institutions. It aims to revitalize the Khadi industry by improving product quality and variety, and ensuring sales through textile company partnerships. The plan outlines collaborating with NGOs and MFIs to provide training, loans and market access to artisans. Products would include modernized Khadi clothing sold through textile retailers. Initial funding would come from banks, with promotion handled through industry partners. The goal is to make Khadi a profitable, fashionable product that generates rural employment.
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company, touching the lives of two out of three Indians with brands in home and personal care. As the market leader in India, HUL owns brands like Lux, Lifebuoy, Surf Excel, and Brooke Bond tea. While facing competition from companies like ITC and Procter & Gamble, HUL aims to strengthen its rural distribution network through projects like Project Shakti and expand its product portfolio from soaps to food and beverages.
This document is a project report submitted by students of IIPM New Delhi analyzing the demand for HUL's detergent brand Surf Excel. It begins with an acknowledgment and introduction sections. It then provides an executive summary of HUL as a company, its brands and distribution network. The report contains chapters on HUL's product lines, demand forecasting, market share analysis, competitors, SWOT analysis, and forecasting methods. It aims to analyze HUL's past performance and future demand for its FMCG products to forecast future demand for Surf Excel. Methodology includes collecting secondary data from sources like websites, journals and analyzing graphs to understand trends.
Family owned businesses make up a large percentage of businesses in India, with approximately 90% being family owned or controlled. Succession planning is important for continued success but only 15% of Indian family businesses have a robust plan. The major business houses discussed are Tata, Reliance, Birla, and Ambani. They have grown significantly over generations through expansion, acquisitions, and diversification. Maintaining family harmony and establishing clear succession plans and governance structures are keys to ensuring long term survival of family businesses.
Reliance Retail is pursuing an ambitious retail expansion strategy in India. It plans to invest $5 billion to open 6000 Reliance Fresh small stores and larger Reliance Mart hypermarkets across India by 2011. Reliance Retail aims to become a leader in the organized retail sector, which is projected to grow to 15-18% of the total retail market by 2011. A key part of the strategy is building an integrated supply chain network called Reliance Mandis to source and distribute fresh produce and dairy products in order to bypass middlemen and pass savings to farmers. Reliance Retail also plans to own most of its underlying real estate to protect margins.
The ceo factory management lessons from hindustan unilever by sudhir sitapat...SathevilGovindarajoo1
The document provides praise and endorsements for the book "The CEO Factory" by Sudhir Sitapati. It contains quotes from several CEOs praising how the book provides insights into how Hindustan Unilever (HUL) develops high-quality talent and CEOs. The quotes highlight how HUL builds strong consumer-focused organizations and brands through entrepreneurial professionals, rigorous processes, and enduring values.
The document provides an overview of Reliance Industries Limited, one of India's largest private sector companies. It discusses Reliance's history beginning in 1957, its expansion into various industries such as petrochemicals, retail, telecommunications, and financial services. It also describes some of Reliance's major brands and business divisions, including Reliance Retail, Reliance Market, Reliance Trends, and Reliance Fresh. The document outlines the products, business models, growth strategies, and operations of these various Reliance retail businesses.
This document compares ITC Limited and Hindustan Unilever Limited (HUL). ITC was established in 1910 as Imperial Tobacco Company of India and later diversified into various businesses. HUL was established in 1933 as Lever Brothers and is a subsidiary of Unilever focused on home and personal care products. Both companies have a wide range of brands in their portfolio. The document analyzes their product lines, corporate social responsibility initiatives, market share, and SWOT analysis. ITC has the largest market share at 52.5% in FMCG sector, followed by HUL at 26%. It highlights strengths and weaknesses of both companies along with opportunities and threats faced by them.
Business Case on Khadi Industry - PrayasTanuj Poddar
This business plan proposes linking the CSR activities of textile industries with the Khadi industry and local microfinance institutions. It aims to revitalize the Khadi industry by improving product quality and variety, and ensuring sales through textile company partnerships. The plan outlines collaborating with NGOs and MFIs to provide training, loans and market access to artisans. Products would include modernized Khadi clothing sold through textile retailers. Initial funding would come from banks, with promotion handled through industry partners. The goal is to make Khadi a profitable, fashionable product that generates rural employment.
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company, touching the lives of two out of three Indians with brands in home and personal care. As the market leader in India, HUL owns brands like Lux, Lifebuoy, Surf Excel, and Brooke Bond tea. While facing competition from companies like ITC and Procter & Gamble, HUL aims to strengthen its rural distribution network through projects like Project Shakti and expand its product portfolio from soaps to food and beverages.
This document is a project report submitted by students of IIPM New Delhi analyzing the demand for HUL's detergent brand Surf Excel. It begins with an acknowledgment and introduction sections. It then provides an executive summary of HUL as a company, its brands and distribution network. The report contains chapters on HUL's product lines, demand forecasting, market share analysis, competitors, SWOT analysis, and forecasting methods. It aims to analyze HUL's past performance and future demand for its FMCG products to forecast future demand for Surf Excel. Methodology includes collecting secondary data from sources like websites, journals and analyzing graphs to understand trends.
Family owned businesses make up a large percentage of businesses in India, with approximately 90% being family owned or controlled. Succession planning is important for continued success but only 15% of Indian family businesses have a robust plan. The major business houses discussed are Tata, Reliance, Birla, and Ambani. They have grown significantly over generations through expansion, acquisitions, and diversification. Maintaining family harmony and establishing clear succession plans and governance structures are keys to ensuring long term survival of family businesses.
Reliance Retail is pursuing an ambitious retail expansion strategy in India. It plans to invest $5 billion to open 6000 Reliance Fresh small stores and larger Reliance Mart hypermarkets across India by 2011. Reliance Retail aims to become a leader in the organized retail sector, which is projected to grow to 15-18% of the total retail market by 2011. A key part of the strategy is building an integrated supply chain network called Reliance Mandis to source and distribute fresh produce and dairy products in order to bypass middlemen and pass savings to farmers. Reliance Retail also plans to own most of its underlying real estate to protect margins.
The ceo factory management lessons from hindustan unilever by sudhir sitapat...SathevilGovindarajoo1
The document provides praise and endorsements for the book "The CEO Factory" by Sudhir Sitapati. It contains quotes from several CEOs praising how the book provides insights into how Hindustan Unilever (HUL) develops high-quality talent and CEOs. The quotes highlight how HUL builds strong consumer-focused organizations and brands through entrepreneurial professionals, rigorous processes, and enduring values.
The document provides an overview of Reliance Industries Limited, one of India's largest private sector companies. It discusses Reliance's history beginning in 1957, its expansion into various industries such as petrochemicals, retail, telecommunications, and financial services. It also describes some of Reliance's major brands and business divisions, including Reliance Retail, Reliance Market, Reliance Trends, and Reliance Fresh. The document outlines the products, business models, growth strategies, and operations of these various Reliance retail businesses.
This document compares ITC Limited and Hindustan Unilever Limited (HUL). ITC was established in 1910 as Imperial Tobacco Company of India and later diversified into various businesses. HUL was established in 1933 as Lever Brothers and is a subsidiary of Unilever focused on home and personal care products. Both companies have a wide range of brands in their portfolio. The document analyzes their product lines, corporate social responsibility initiatives, market share, and SWOT analysis. ITC has the largest market share at 52.5% in FMCG sector, followed by HUL at 26%. It highlights strengths and weaknesses of both companies along with opportunities and threats faced by them.
1. Wadud Sons started as a small retail store in 1971 in Peshawar and has since expanded significantly, with its largest expansion occurring in 2001.
2. In 1995, the founder of the store was killed in a terrorist bombing attack, dealing a major blow to the store's performance.
3. After reopening in 1996 under new management, the store has focused on garments and been more successful than before, becoming one of the leading retailers in Peshawar.
A Study On Customer Satisfaction of personal care products of Hindustan Unile...ShreyasiRay
This document is a capstone project submitted by Shreyasi Ray for a post graduate diploma in management. The project studies customer satisfaction of personal care products from Hindustan Unilever Ltd. It begins with an acknowledgment and index sections. The introduction provides an overview of HUL, its products, competitors and market segments. It also includes a SWOT analysis. The objectives are to assess factors influencing purchases and customer satisfaction levels. A literature review covers previous studies on branding and quality influences. The methodology, data analysis, findings, scope and limitations are outlined.
Hindustan Unilever Limited (HUL) is India's largest fast-moving consumer goods company. It has a turnover of Rs. 17,523 crores and touches the lives of two out of three Indians. HUL focuses on sustainability through its brands, employees, society, and investors. It engages in various corporate social responsibility activities related to health, hygiene, education, and women's empowerment. HUL aims to integrate social, economic, and environmental considerations into its business and brands.
National Fertilizer Limited (NFL) and India Tourism Development Corporation (...Ansh Shah
The document analyzes two large public sector companies in India - National Fertilizers Limited and India Tourism Development Corporation - through a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis. It provides background information on each company and identifies their internal strengths and weaknesses as well as external opportunities and threats. The analysis aims to help strategically plan for each company.
Hul sustainable developmentreport2009_tcm114-226531ranasarkar
This document provides a summary of Hindustan Unilever Limited's 2009 Sustainable Development Report. The summary includes:
1) Hindustan Unilever worked to enhance livelihoods through partnerships, empowering over 75,000 rural women and improving villages across India.
2) The company reduced its environmental impact through more sustainable sourcing, manufacturing, and initiatives like Pureit water filters which have protected over 3 million households.
3) Employees volunteered over 115,000 hours to community initiatives, reflecting the company's focus on positive social and environmental impact.
This document discusses Hindustan Unilever Limited (HUL), one of the largest fast-moving consumer goods companies in India. It outlines HUL's micro and macro environment, including suppliers, competitors, customers, and various political, economic, technological, and cultural forces. Key details include HUL working with over 2000 suppliers and farmers, having over 15,000 employees, and distributing products across India through a large network of over 1500 towns and cities.
Hindustan Unilever Limited (HUL) is India's largest fast-moving consumer goods company with a portfolio of over 35 brands spanning 20 categories. HUL employs over 16,000 people, had an annual turnover of around Rs. 19,401 crores in 2010-2011, and is a subsidiary of Unilever, one of the world's largest suppliers of fast moving consumer goods. HUL's purpose is to make a positive impact through its brands, operations, contributions to society, and engagement with communities while conducting business with integrity and respect.
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company. It touches the lives of two out of three Indians with over 20 categories of home and personal care products and foods and beverages. HUL is a subsidiary of Unilever, one of the world's leading suppliers of fast moving consumer goods. Unilever has a 52% shareholding in HUL. HUL's brands such as Lifebuoy, Lux, Surf Excel, and Fair & Lovely are household names across India. HUL manufactures products in over 35 factories across India and has a distribution network covering over 6.3 million retail outlets. HUL believes in contributing to community development through various
The product category of the project is ‘Wheat Atta’. The project defines the various segmentation variables, identifies the target market, and the positioning of the product. The project analyses the existing micro and the macro environment, SWAT and market for the product category. Further the project analyses the various marketing elements: product, place, packaging, pricing and promotion strategies for the product.
Hindustan Unilever Limited is India's largest fast-moving consumer goods company with a presence in over 100 countries. It touches the lives of two out of every three Indians through its wide range of home and personal care products. HUL has over 15,000 employees and manufactures products in 40 factories across India, distributing to over 6 million retail outlets through a network of 2000 suppliers. The company is committed to innovation and sustainability and aims to add vitality to life through meeting everyday needs of consumers.
Hindustan Unilever Limited (HUL) is India's largest fast moving consumer goods company, touching the lives of two out of three Indians. HUL meets everyday needs for nutrition, hygiene, and personal care with brands that help people feel good, look good and get more out of life. It has a long history in India dating back over 100 years and a mission to add vitality to life. HUL has experienced significant growth and acquired many companies over the decades to become the leader it is today.
Hindustan Unilever Limited (HUL) is India's largest fast moving consumer goods company with a heritage of over 80 years in India. It has a presence in over 20 product categories with brands such as Lux, Lifebuoy, Surf Excel, Fair & Lovely, and Pond's. HUL is a subsidiary of Unilever, a global consumer goods company. With over 16,000 employees, HUL has an annual turnover of around 25,206 crores. HUL has established itself as the market leader in India through its portfolio of brands that touch the lives of two out of three Indians every day.
Reliance Industries Limited (RIL) has diversified from its core petrochemical business into retail through Reliance Retail Limited (RRL). RRL aims to rapidly expand its network of stores across India to compete with street markets and kirana stores. It plans to source products locally and offer very low prices to attract customers used to shopping at streets. RIL's large capital base and experience in project management will help RRL quickly scale operations nationwide. Meanwhile, RIL has also acquired a stake in East India Hotels (EIH) which owns the luxury Oberoi hotel brand. This will help fund EIH's international expansion with RIL as a long-term committed shareholder providing stability to the
The document is a project report on Hindustan Unilever Limited (HUL) submitted by seven students. It contains an introduction to the FMCG industry and HUL in India, acknowledging those who helped with the project, a table of contents and the beginning of the analysis of HUL.
The FMCG industry in India is the 4th largest sector with a market size of over $13 billion expected to reach $33.4 billion by 2015. HUL was formed in 1957 through the merger of three companies and is 52.1% owned by Unilever. It offers a wide range of home and personal care products.
The document contains a Marketing Strategies of Indian Automobiles Companies. A Case Study on Automobile Industry. The document contains Abstract, Introduction, Objectives, Brand Position of Strategy in Maruti Suzuki India, To Considerate Indian Buyers, Challenges faced during the Indian Market, Branded identifies the Manufactured Goods differentiation and purchaser switching costs, Conclusion.
This document provides an overview of Hindustan Unilever Limited (HUL). Some key points:
- HUL is India's largest fast moving consumer goods company with 100 factories across India. It is majority owned by Unilever.
- HUL has a diverse portfolio of brands across personal care, beauty, home care, food and beverages, and other categories. Major brands include Lux, Lifebuoy, Dove, Sunsilk, Pepsodent, Brooke Bond, Kwality Wall's.
- HUL faces competition from other major FMCG companies in India. It employs strategies like rural distribution projects and working with self help groups to reach customers across urban and rural
This document provides information about Hindustan Unilever Limited (HUL). It discusses HUL's history beginning in 1933, brands such as Lifebuoy soap and Brooke Bond tea. It also discusses HUL's distribution network covering over 2 million retail outlets in India. The document includes a SWOT analysis of HUL and compares it to competitors like ITC Limited and Procter & Gamble. It concludes with HUL's future plans to expand its portfolio in healthcare and rural distribution.
This document provides information about Hindustan Unilever Limited (HUL), an Indian consumer goods company. It discusses that HUL was formed in 1933 and is headquartered in Mumbai, producing brands like Lux, Lifebuoy, Dove and Brooke Bond. The chairman is Harish Manwani and net income is Rs. 2,202.03 crore. It also summarizes HUL's acquisitions of brands like Lakme and mergers with companies like Ponds and Tata Chemicals. Rural marketing strategies are highlighted along with the concepts of market segmentation and economies of scope.
Como instalar un android virtual en tu pckcornielle
Para instalar un Android virtual en una PC, se debe descargar el archivo de instalación desde un enlace provisto, ejecutar el instalador y aceptar los términos, y finalmente abrir el emulador Android desde el escritorio para acceder a una interfaz similar a un dispositivo Android.
1. Wadud Sons started as a small retail store in 1971 in Peshawar and has since expanded significantly, with its largest expansion occurring in 2001.
2. In 1995, the founder of the store was killed in a terrorist bombing attack, dealing a major blow to the store's performance.
3. After reopening in 1996 under new management, the store has focused on garments and been more successful than before, becoming one of the leading retailers in Peshawar.
A Study On Customer Satisfaction of personal care products of Hindustan Unile...ShreyasiRay
This document is a capstone project submitted by Shreyasi Ray for a post graduate diploma in management. The project studies customer satisfaction of personal care products from Hindustan Unilever Ltd. It begins with an acknowledgment and index sections. The introduction provides an overview of HUL, its products, competitors and market segments. It also includes a SWOT analysis. The objectives are to assess factors influencing purchases and customer satisfaction levels. A literature review covers previous studies on branding and quality influences. The methodology, data analysis, findings, scope and limitations are outlined.
Hindustan Unilever Limited (HUL) is India's largest fast-moving consumer goods company. It has a turnover of Rs. 17,523 crores and touches the lives of two out of three Indians. HUL focuses on sustainability through its brands, employees, society, and investors. It engages in various corporate social responsibility activities related to health, hygiene, education, and women's empowerment. HUL aims to integrate social, economic, and environmental considerations into its business and brands.
National Fertilizer Limited (NFL) and India Tourism Development Corporation (...Ansh Shah
The document analyzes two large public sector companies in India - National Fertilizers Limited and India Tourism Development Corporation - through a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis. It provides background information on each company and identifies their internal strengths and weaknesses as well as external opportunities and threats. The analysis aims to help strategically plan for each company.
Hul sustainable developmentreport2009_tcm114-226531ranasarkar
This document provides a summary of Hindustan Unilever Limited's 2009 Sustainable Development Report. The summary includes:
1) Hindustan Unilever worked to enhance livelihoods through partnerships, empowering over 75,000 rural women and improving villages across India.
2) The company reduced its environmental impact through more sustainable sourcing, manufacturing, and initiatives like Pureit water filters which have protected over 3 million households.
3) Employees volunteered over 115,000 hours to community initiatives, reflecting the company's focus on positive social and environmental impact.
This document discusses Hindustan Unilever Limited (HUL), one of the largest fast-moving consumer goods companies in India. It outlines HUL's micro and macro environment, including suppliers, competitors, customers, and various political, economic, technological, and cultural forces. Key details include HUL working with over 2000 suppliers and farmers, having over 15,000 employees, and distributing products across India through a large network of over 1500 towns and cities.
Hindustan Unilever Limited (HUL) is India's largest fast-moving consumer goods company with a portfolio of over 35 brands spanning 20 categories. HUL employs over 16,000 people, had an annual turnover of around Rs. 19,401 crores in 2010-2011, and is a subsidiary of Unilever, one of the world's largest suppliers of fast moving consumer goods. HUL's purpose is to make a positive impact through its brands, operations, contributions to society, and engagement with communities while conducting business with integrity and respect.
Hindustan Unilever Limited (HUL) is India's largest Fast Moving Consumer Goods company. It touches the lives of two out of three Indians with over 20 categories of home and personal care products and foods and beverages. HUL is a subsidiary of Unilever, one of the world's leading suppliers of fast moving consumer goods. Unilever has a 52% shareholding in HUL. HUL's brands such as Lifebuoy, Lux, Surf Excel, and Fair & Lovely are household names across India. HUL manufactures products in over 35 factories across India and has a distribution network covering over 6.3 million retail outlets. HUL believes in contributing to community development through various
The product category of the project is ‘Wheat Atta’. The project defines the various segmentation variables, identifies the target market, and the positioning of the product. The project analyses the existing micro and the macro environment, SWAT and market for the product category. Further the project analyses the various marketing elements: product, place, packaging, pricing and promotion strategies for the product.
Hindustan Unilever Limited is India's largest fast-moving consumer goods company with a presence in over 100 countries. It touches the lives of two out of every three Indians through its wide range of home and personal care products. HUL has over 15,000 employees and manufactures products in 40 factories across India, distributing to over 6 million retail outlets through a network of 2000 suppliers. The company is committed to innovation and sustainability and aims to add vitality to life through meeting everyday needs of consumers.
Hindustan Unilever Limited (HUL) is India's largest fast moving consumer goods company, touching the lives of two out of three Indians. HUL meets everyday needs for nutrition, hygiene, and personal care with brands that help people feel good, look good and get more out of life. It has a long history in India dating back over 100 years and a mission to add vitality to life. HUL has experienced significant growth and acquired many companies over the decades to become the leader it is today.
Hindustan Unilever Limited (HUL) is India's largest fast moving consumer goods company with a heritage of over 80 years in India. It has a presence in over 20 product categories with brands such as Lux, Lifebuoy, Surf Excel, Fair & Lovely, and Pond's. HUL is a subsidiary of Unilever, a global consumer goods company. With over 16,000 employees, HUL has an annual turnover of around 25,206 crores. HUL has established itself as the market leader in India through its portfolio of brands that touch the lives of two out of three Indians every day.
Reliance Industries Limited (RIL) has diversified from its core petrochemical business into retail through Reliance Retail Limited (RRL). RRL aims to rapidly expand its network of stores across India to compete with street markets and kirana stores. It plans to source products locally and offer very low prices to attract customers used to shopping at streets. RIL's large capital base and experience in project management will help RRL quickly scale operations nationwide. Meanwhile, RIL has also acquired a stake in East India Hotels (EIH) which owns the luxury Oberoi hotel brand. This will help fund EIH's international expansion with RIL as a long-term committed shareholder providing stability to the
The document is a project report on Hindustan Unilever Limited (HUL) submitted by seven students. It contains an introduction to the FMCG industry and HUL in India, acknowledging those who helped with the project, a table of contents and the beginning of the analysis of HUL.
The FMCG industry in India is the 4th largest sector with a market size of over $13 billion expected to reach $33.4 billion by 2015. HUL was formed in 1957 through the merger of three companies and is 52.1% owned by Unilever. It offers a wide range of home and personal care products.
The document contains a Marketing Strategies of Indian Automobiles Companies. A Case Study on Automobile Industry. The document contains Abstract, Introduction, Objectives, Brand Position of Strategy in Maruti Suzuki India, To Considerate Indian Buyers, Challenges faced during the Indian Market, Branded identifies the Manufactured Goods differentiation and purchaser switching costs, Conclusion.
This document provides an overview of Hindustan Unilever Limited (HUL). Some key points:
- HUL is India's largest fast moving consumer goods company with 100 factories across India. It is majority owned by Unilever.
- HUL has a diverse portfolio of brands across personal care, beauty, home care, food and beverages, and other categories. Major brands include Lux, Lifebuoy, Dove, Sunsilk, Pepsodent, Brooke Bond, Kwality Wall's.
- HUL faces competition from other major FMCG companies in India. It employs strategies like rural distribution projects and working with self help groups to reach customers across urban and rural
This document provides information about Hindustan Unilever Limited (HUL). It discusses HUL's history beginning in 1933, brands such as Lifebuoy soap and Brooke Bond tea. It also discusses HUL's distribution network covering over 2 million retail outlets in India. The document includes a SWOT analysis of HUL and compares it to competitors like ITC Limited and Procter & Gamble. It concludes with HUL's future plans to expand its portfolio in healthcare and rural distribution.
This document provides information about Hindustan Unilever Limited (HUL), an Indian consumer goods company. It discusses that HUL was formed in 1933 and is headquartered in Mumbai, producing brands like Lux, Lifebuoy, Dove and Brooke Bond. The chairman is Harish Manwani and net income is Rs. 2,202.03 crore. It also summarizes HUL's acquisitions of brands like Lakme and mergers with companies like Ponds and Tata Chemicals. Rural marketing strategies are highlighted along with the concepts of market segmentation and economies of scope.
Como instalar un android virtual en tu pckcornielle
Para instalar un Android virtual en una PC, se debe descargar el archivo de instalación desde un enlace provisto, ejecutar el instalador y aceptar los términos, y finalmente abrir el emulador Android desde el escritorio para acceder a una interfaz similar a un dispositivo Android.
A business proposal is a critical document used to persuade someone to adopt an idea and put it into action. It outlines a proposal to change company procedures, hire staff, obtain funding, solicit contracts, or start a new business. The proposal should define the idea, anticipate objections, and explain how to implement it. Key elements include a title, headings to structure the argument, a summary, appendices with supporting data, and a cover for longer proposals. The tone should convey enthusiasm for the believable idea using facts, logic, and a sense of urgency.
This document provides a resume for Kathlyn Therese Rivera Criste. It summarizes her education including degrees in biology, guidance and counseling, psychology, and occupational medicine. It also outlines her work experience in medical examination, claims processing, and management roles at companies like Manulife and Maxicare. Additional sections include certifications, extracurricular activities, workshops attended, and personal background.
La tercera edición del estudio sobre Perspectivas del Mercado de Transacciones en España indaga, como hacían las anteriores, en la situación del mercado de fusiones y adquisiciones (M&A, por sus siglas en inglés), pero hace especial hincapié en una visión prospectiva del mismo e intenta anticipar su comportamiento para el
conjunto de 2015 y sucesivos ejercicios.
National Rubber Engineers is a small scale rubber products manufacturer established in 1976 in Maharashtra, India. It began with a sole proprietor taking out a loan to purchase land and machinery from the Maharashtra Industrial Development Corporation. Currently, it employs 20 people and manufactures 27 different rubber products using traditional and modern machinery. It adheres to ISO 9001:2000 standards for quality control and assurance.
This document provides details on establishing a steel fabrication shop as an entrepreneurial project. It includes an introduction to entrepreneurship and challenges entrepreneurs may face. It then discusses establishing a steel fabrication shop, including the proposed products of steel gates, grills, rolling shutters and tanks. It outlines the market potential for these products and provides a breakdown of the capital requirements, recurring expenses, working capital needs and a tentative monthly profit and loss statement. The project aims to establish a sustainable steel fabrication business.
The document discusses the role of export promotion councils (EPCs) in promoting exports from the Indian textile industry. It finds that while large export houses are satisfied with EPC services like trade fairs, small companies are less satisfied as they receive less attention. EPCs work to project India's image abroad and encourage adherence to international standards. Membership provides exporters access to market opportunities and recognition to expand and diversify exports. Overall, EPCs help increase textile exports, though small businesses require more support to fully benefit.
This document summarizes strategies for businesses to profitably serve customers at the bottom of the economic pyramid. It discusses C.K. Prahalad's concept of the bottom of the pyramid referring to billions of people living on less than $2 per day. Companies like ICICI Bank and Jaipur Rugs are highlighted for developing innovative and sustainable business models that provide employment, financial services, and products to low-income consumers while also generating profits. The challenges of maintaining a large grassroots workforce and meeting international standards are also noted.
The document provides information on starting small scale enterprises in India. It discusses rules and regulations small enterprises must follow, including not polluting the environment, exploiting labor, or cheating customers. It also lists important acts related to small enterprises, such as those governing factories, labor disputes, contracts, wages, and more. The document defines small enterprises and categories within small enterprises, such as tiny industries, export-oriented units, and service businesses. It discusses characteristics, advantages, and the role of small enterprises in economic development, including increasing employment, production, and exports over decades. Finally, it outlines the steps to start a small enterprise, including selecting a project and location, feasibility studies, deciding the business structure, and obtaining necessary approvals
MSMEs in India, which has to its credit of providing the highest number of employment opportunities, face a severe problem in securing finance from the banks.
The document provides an overview of micro, small and medium enterprises (MSMEs) in India. It discusses the emergence and growth of MSMEs pre- and post-independence. It outlines the scope and importance of MSMEs, their contribution to the Indian economy, key government policies and institutions that promote MSMEs, factors affecting MSMEs, and challenges faced by MSMEs in India such as access to adequate and timely financing. The document also briefly touches on commercial bank services that promote MSMEs and the advantages of establishing MSMEs.
AN OVERVIEW ON THE CORPORATE SOCIAL RESPONSIBILITY INITIATIVES BY ITC COMPANY...VARUN KESAVAN
ITC articulated a super-ordinate vision nearly two decades ago to make societal value creation the bedrock of its business strategy.
The focus was on spurring innovative strategies that would enable ITC to make a growing contribution to building economic, environmental and social capital for the nation. It was the Company's aspiration that this Triple Bottom Line approach would manifest not only in sustained wealth creation for all its stakeholders, but also in the simultaneous generation of sustainable livelihoods as well as augmentation of precious natural resources.
A multi-pronged strategy was put into play to enable a new dimension of growth that would be sustainable and inclusive. ITC's Social Investments Programme has identified three important stakeholder groups:
a. rural communities in the Company's operational areas which face enormous challenges in ensuring the sustainability of their farming systems;
b. communities residing in close proximity to our production units which require sustainable solutions to help generate additional income streams; and
c. Central and State governments, that encourage Public-Private-People Partnerships to demonstrate scalable and replicable models of development.
Interventions have been appropriately designed to respond to the unique multi-dimensional development challenges of such communities in order to accomplish the overall goal of creating sustainable livelihoods.
The document provides details about the organization structure, functions of departments, and production process of Bharat Steel Industries. It outlines the various departments including production, marketing, finance, purchase, and stores. The production process involves cutting metal sheets, pressing them into designs using a press break machine, welding the sheets, polishing, and painting them with primer before assembly. The document thus gives an overview of the company's structure and manufacturing operations in 3 sentences.
ITC has diversified from its origins as a tobacco company in 1910 into a conglomerate with businesses in FMCG, hotels, paper, agriculture, and IT. ITC launched its food division in 2002 with brands like Candyman and Aashirvaad atta. In 2003, ITC entered the biscuits segment with Sunfeast. Since then, Sunfeast has grown to become a market leader through new product innovations, a strong distribution network of over 1.8 million outlets, and promotional activities including brand ambassadors. ITC follows a diversification strategy to build footholds in fast growing Indian sectors and tap new profit opportunities beyond its traditional tobacco business.
This document discusses small scale industries in India. It defines small scale industries as those with investments in plant and machinery up to Rs. 1 Crore that produce a variety of goods and services. Small scale industries play a vital role in India's economy by generating employment, utilizing local resources, and promoting balanced economic growth. They are an important sector from both financial and social perspectives. The document outlines the classification, objectives, examples, characteristics, and importance of small scale industries in India's development.
FINANCIAL SUPPORT FOR ENTREPRENEUR'S IN INDIARANI REENA
The document discusses various types of entrepreneurs and financial support available in India for entrepreneurs. It describes innovative entrepreneurs who create new products and take risks, imitating entrepreneurs who copy others' ideas, and drone entrepreneurs who are satisfied with the status quo. The government plays a key role in supporting entrepreneurship through various institutions that provide funding, training, and resources. Recent government schemes aim to promote young entrepreneurs through initiatives in dairy, manufacturing, and innovation. Entrepreneurship is important for economic development as it creates jobs and drives competition.
The document discusses India's food industry. It provides details on the nature and size of the industry in India. India is the world's second largest producer of food after China. The total food production in India is expected to double in the next ten years. Health food and supplements is a rapidly growing segment. Major reasons for the growth of the food industry in India include increased urbanization, higher incomes, improved standards of living, and increased availability of supermarkets and malls. The top three food companies are Nestle, Britannia, and Kwality while the bottom three are Coffee Day, Hindustan Foods, and KGN Enterprises. The document also discusses various strategies adopted by food companies, management personnel of
Government policies aim to promote entrepreneurship for economic benefits like job creation and development. Policies include programs run by organizations like NABARD, NSIC, SIDBI that provide financing and support services. Challenges include streamlining regulations and improving infrastructure and access to information. Suggestions are to simplify procedures, reduce controls and paperwork to enable entrepreneurs to focus on production.
Rural entrepreneurship refers to entrepreneurial activities that take place in rural areas. It can play an important role in rural economic development by generating employment and incomes. However, rural entrepreneurs face several challenges including lack of access to finance, limited local markets, poor infrastructure, lack of skills and training, and difficulties with marketing and management. Government policies aim to promote rural entrepreneurship through schemes that provide subsidies, training and support for activities like agriculture, dairy, handicrafts and other small industries. Developing rural entrepreneurship can help decentralize industries, reduce poverty and unemployment, and encourage balanced regional growth.
The document provides an overview of the dairy industry in India and the Mysore Milk Union Ltd (MYMUL) cooperative.
1) India is the world's largest milk producer, with production increasing from 21 million tons in 1968 to around 80 million tons currently due to cooperative dairy development programs. MYMUL was established in 1976 as a cooperative to provide farmers a guaranteed market and maximize returns.
2) MYMUL collects raw milk from farmers, processes it into products like pasteurized milk, ghee, curd, and sells them under the brand "Nandini" to over 500 distribution centers across Mysore and Chamarajanagar districts.
3) MYMUL's vision is to ensure
Mysore Milk Union Ltd is a dairy cooperative that collects milk from farmers in Mysore and Chamarajanagar districts of Karnataka, India. It was established in 1976 to eliminate middlemen and ensure fair prices and markets for milk producers. The cooperative now collects over 1 lakh liters of milk per day.
The dairy industry in India has grown significantly since the 1970s due to cooperative efforts like Operation Flood. India is now the world's largest milk producer. Karnataka Milk Federation was formed in 1984 by merging 13 district milk unions to represent dairy farmers' interests across Karnataka. Mysore Dairy operates under KMF to market products like milk, ghee, butter and sweets under the
ppt small business.pptxbbhhhhbcthchgvhuvuhasurana1403
This document provides an overview of small businesses and entrepreneurship in India. It defines small enterprises and discusses their important role in rural areas and balanced regional development. It describes government schemes like NSIC and DIC that support small businesses. Entrepreneurship development is explained, including the concept, need, process, Startup India scheme and funding options. Finally, it covers intellectual property rights in India, defining copyrights, trademarks, patents and other types of IPR.
The document discusses small-scale industries (SSI) in India. It provides definitions for micro, small and medium enterprises based on the Micro, Small and Medium Enterprises Act of 2006. SSIs are defined as industries with plant and machinery investments not exceeding Rs. 1 crore. The characteristics of SSIs include being labour intensive, localized operations, flexible to changes, and managed in a personalized way by owners. The document also outlines the objectives, types, scope, steps to start, organization structure, role, problems and policy initiatives for SSIs in India.
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14171275 soap-industry
1. DETERGENTSOAP INDUSTRY
COMPANY SUMMARY
The company is to be co founded at Patrapada, Bhubaneswar. Harmony Soaps Pvt Ltd is an
enterprise company engaged in manufacturing detergent soaps. In our country, people in villages
are accustomed to washing clothes near rivers and ponds using cakes by scrubbing and applying
mild force. Detergent cakes or bars are suitable for this purpose and are becoming popular both in
the villages and urban areas. This is detergent in cake form, which can be used with hand as well as
in soft water.
START UP SUMMARY
Start up of the company will require a capital of Rs. 16,80,000 of which Rs. 10,00,000 will come as
loan from Syndicate Bank and the rest Rs. 6,80,000 will be provided by the founders. Approximately
Rs. 80,000 will be allocated to equipments.
COMPANY LOCATION AND FACILITIES
The plant is to be located at Patrapada, Bhubaneswar, Orissa for now. Upon expansion, plants will
move to different locations within the state as well outside it.
SERVICE DESCRIPTIONS
The aim of the company is to provide this product throughout the state and country by widening of
distribution channels.
2. DETERGENTSOAP INDUSTRY
INTRODUCTION TO ENTREPRENEURSHIP
The word ‘entrepreneur’ has its origin in the French language. It refers to the ORGANISER OF
MUSICAL or OTHER ENTERTAINMENTS. ENTREPRENURSHIP can be described as a creative
&innovative response to the environment. Such responses can takes place in any field of social
Endeavour-business, agriculture, education, social work the like.
An ENTREPRENEUR is one who organizes, manages & assumes the risks of an enterprise.
An entrepreneur visualizes a business, takes bold steps to establish under taking, co-ordinates the
various factors of production gives it a start.
ENTREPRENEURS are the owners of the business who contribute the capital & bear the risk
of uncertainties in business life.
ENTREPRENEUR is action-orient & highly motivated person who has the ability to evaluate
business opportunities, to gather the necessary resources to take advantage of them &to intimate
appropriate action to ensure success.
ENTREPRENEUR takes decision regarding what to produce, where to produce & whom to
produce. He mobilizes other factors of production namely; land, labour, capital, organization &
initiates production process. He is responsible for either profit or the loss.
ENTREPRENEUR is associated with innovations. He is the main factor of production.
3. DETERGENTSOAP INDUSTRY
ENTREPRENEURIAL PHILOSOPHY
To take calculated risk.
Willingness to accept responsibility for one’s own work
Failure must be accepted as a learning experience.
Goal orientedness.
Acceptable results are more important than perfect results.
Personal growth.
EXPECTATIONS OF ENTREPRENEURSHIP
It is expected from the entrepreneurs that they will help:-
Increase number of industries.
Increase production.
Increase employment opportunities.
Earn foreign exchange through exports.
Develop the underdeveloped parts of the country.
Economical development.
CHARACTERSTICS OF ENTREPRENEUR
Self confidence
Task-result oriented
Risk-taker
Leadership
Originality
Future oriented
4. DETERGENTSOAP INDUSTRY
ROLE OF FIs & BANKS IN SSI FINANCING
The credit needs of entrepreneurs could be divided in three parts:
Short term
Medium term
Long term finance
Accordingly, the conventional mechanism for financing of SSIs in India stressed provision of terms
loans and working capital.
The public and private sector banks, Small Industries Development Bank of India (SIDBI), Regional
Rural Banks (RRBs), Urban Cooperative Banks (UCBs) and foreign loans for setting up of new
industries or modernization of the existing ones, Khadi and Village Industries Commission (KVIC)
and Khadi and Village Industries Boards (KVIBs) assist in financing khadi and village industry
sector. National Small Industries Corporation (NSIC) and State Small Industries Corporations
(SSICs) in their own way, also attempt to develop the cottage and small scale sector by supplying
machinery on a hire-purchase basis to small-scale and ancillary industries, inclusion of the value of
machinery and equipment already installed.
SFCs are one of the oldest credit institutions in the country which mainly cater to the long term
credit needs of small & medium enterprises. At present, there are 18 SFCs covering the entire
country & they have been in existence for 5 decades now. The cumulative sanctions &
disbursements of SFCs aggregated Rs 33000 crore & Rs 27000 crore respectively. It needs to be
high lighted that almost 75% of SFCs assistance flows to the SSI sector. Over the years the
financial health of SFCs has become a cause of concerns. Some of the reasons for the poor
financial health of SFCs are poor recovery performance increase in non performing assets.
Govt. of India had amended the SFCs act 1951 in the year 2000 so as to give them more operational
flexibility & freedom so that they can improve their performance & play their role more effectively.
5. DETERGENTSOAP INDUSTRY
CHALLENGES FOR ENTREPRENEURSHIP PROJECT:-
1. Technology up gradation:-
It is found that our small scale sector is not able to compete because of outdated technology.
We must appreciate that small scale industry has to keep itself updated and then only it can sell
goods. In the post WTO era, the best thing would be available anywhere in the world as there is no
restriction for goods to move. People will purchase only if the goods are of good quality.
We must remember that we may or may not need imported technology for up gradation. Our
small industries have the advantage of developing in import substitution period. Many SSI can
therefore become world class with only small modifications or improvement.
2. Testing facilities: -
Because our small scale industries are situated in far flung areas there for it is not possible
to service by one or two central laboratory. We suggest that educational institution even in small
towns should be equipped to provide testing facilities to small scale industries.
3. Exports: -
We find that small scale industries engaged in exports do not have any benefits, although
they count for bulk export. We strongly advocate special concessions for small scale industries,
which are engaged in exports.
6. DETERGENTSOAP INDUSTRY
4. Involvement of Industrial Associations:-
We feel that many problems of small sector can be taken care of if industrial associations are
involved in a big way.
5. Infrastructure Development:
Small scale industries suffer maximum from lack of infrastructure development. The quality
of power is bad and the power available is at very high cost. This must be corrected. Roads are bad.
Communication facilities are not up to mark etc.
6. Credit: -
The credit is still not available to small scale industries. The credit Guarantee Fund created
by SIDBI is not being exploited as there are still short coming in the scheme.
7. Skill Up gradation: -
Small scale Industries are known for providing on job training. But in the post WTO era when
cost cutting is order of the day, the people are running small scale industries must be skilled and
these skills must be up graded continuously so that they are in the job & no unemployment results.
8. Marketing:-
7. DETERGENTSOAP INDUSTRY
The present market assistance scheme is most welcome. More such schemes are required
.Small Scale Industries are being bundled out of the market by aggressive advertisement done by
large scale& multinationals. The small sector must be protected from this, if the small sector has to
survive.
9. Changing the Labour Laws:-
The present labour laws must be changed to have more flexibility & suitability for running of
small scale sector.
Products Applications,
Market Potential
Basis and Presumptions
Traditionally, soap has been manufactured from alkali (lye) and animal fats (tallow), although
vegetable products such as palm oil and coconut oil can be substituted for tallow. American
colonists had both major ingredients of soap in abundance and so soap making began in America
during the earliest colonial days. Tallow came as a by-product of slaughtering animals for meat, or
from whaling. Farmers produced alkali as a by-product of clearing their land; until the nineteenth
century wood ashes served as the major source of lye. The soap manufacturing process was
simple, and most farmers could thus make their own soap at home.
The major uses for soap were in the household, for washing clothes and for toilet soap, and in
textile manufacturing, particularly for fulling, cleansing, and scouring woolen stuffs. Because
colonial America was rural, soap making remained widely dispersed, and no large producers
emerged. By the eve of the American Revolution, however, the colonies had developed a minor
8. DETERGENTSOAP INDUSTRY
export market; in 1770 they sent more than 86,000 pounds of soap worth £2,165 to the West Indies.
The Revolution interrupted this trade, and it never recovered.
The growth of cities and the textile industry in the early nineteenth century increased soap usage
and stimulated the rise of soap-making firms. By 1840, Cincinnati, then the largest meatpacking
center in the United States, had become the leading soap-making city as well. The city boasted at
least seventeen soap factories, including Procter and Gamble (established 1837), which was
destined to become the nation's dominant firm. A major change in soap making occurred in the
1840s when manufacturers began to replace lye made from wood ashes with soda ash, a lye made
through a chemical process. Almost all soap makers also produced tallow candles, which for many
was their major business. The firms made soap in enormous slabs, and these were sold to grocers,
who sliced the product like cheese for individual consumers. There were no brands, no advertising
was directed at consumers, and most soap factories remained small before the Civil War.
The period between the end of the Civil War and 1900 brought major changes to the soap industry.
The market for candles diminished sharply, and soap makers discontinued that business. At the
same time, competition rose. Many soap makers began to brand their products and to introduce
new varieties of toilet soap made with such exotic ingredients as palm oil and coconut oil.
Advertising, at first modest but constantly increasing, became the major innovation. In 1893 Procter
and Gamble spent $125,000 to promote Ivory soap, and by 1905 the sales budget for that product
alone exceeded $400,000. Advertising proved amazingly effective. In 1900 soap makers
concentrated their advertising in newspapers but also advertised in streetcars and trains. Quick to
recognize the communications revolution, the soap industry pioneered in radio advertising,
particularly by developing daytime serial dramas. Procter and Gamble originated Ma Perkins, one of
the earliest, most successful, and most long-lived of the genre that came to be known as Soap
Operas, to advertise its Oxydol soap in 1933. By 1962 major soap firms spent approximately $250
million per year for advertising, of which 90 percent was television advertising. In 1966, three out of
the top five television advertisers were soap makers, and Procter and Gamble was television's
biggest sponsor, spending $161 million.
9. DETERGENTSOAP INDUSTRY
Advertising put large soap makers at a competitive advantage, and by the late 1920s three firms
had come to dominate the industry: (1) Colgate-Palmolive-Peet, incorporated as such in 1928 in
New York State, although originally founded by William Colgate in 1807; (2) Lever Brothers, an
English company that developed a full line of heavily advertised soaps in the nineteenth century
and in 1897 and 1899 purchased factories in Boston and Philadelphia; and (3) Procter and Gamble.
Synthetic detergent, which was not a soap, but was made through a chemical synthesis that
substituted fatty alcohols for animal fats, had been developed in Germany during World War I to
alleviate a tallow shortage. Detergents are superior to soap in certain industrial processes, such as
the making of textile finishes. They work better in hard water, and they eliminate the soap curd
responsible for "bathtub rings." In 1933 Procter and Gamble introduced a pioneer detergent, Dreft,
which targeted the dishwashing market because it was too light for laundering clothes. It
succeeded, especially in hard-water regions, until World War II interrupted detergent marketing.
In 1940 the "big three"—Colgate, Lever, and Procter and Gamble—controlled about 75 percent of
the soap and detergent market. They produced a wide variety of products, such as shampoos,
dishwashing detergents, liquid cleaners, and toilet soap, but the most important part of their
business was heavy-duty laundry soap, which accounted for about two-thirds of sales. Procter and
Gamble had about 34 percent of the market. Lever was a close second with 30 percent, and Colgate
trailed with 11 percent. In 1946 Procter and Gamble radically shifted the balance in its favor when it
introduced Tide, the first heavy-duty laundry detergent. By 1949, Tide had captured 25 percent of
the laundry-detergent market. By 1956, even though Lever and Colgate had developed detergents of
their own, Procter and Gamble held 57 percent of the market, as compared with 17 percent for Lever
and 11 percent for Colgate. Despite Procter and Gamble's triumph, the big three still competed
fiercely.
By 1972, detergents had almost eliminated soap from the laundry market, although toilet soap
remained unchallenged by detergents. In the 1970s, bans on detergents by some local
governments, which feared contamination of their water supplies, had little impact on the
composition or sales of laundry products. In the early 2000s, the smaller firms within the industry
still produced a multitude of specialized cleansers for home and industry, although in the highly
10. DETERGENTSOAP INDUSTRY
important fields of toilet soaps, laundry soaps, and detergents, the big three remained dominant,
controlling about 80 percent of the total market.
The following ingredients are often used in hand dishwashing soaps and detergents; not all
products contain all ingredients.
INGREDIENTS
• Cleaning Agents/Surfactants lift dirt and soil and produce good grease-cutting capability.
• Stability and Dispensing Aids keep the product consistent under varying storage conditions and
provide desirable dispensing characteristics.
• Mildness Additives may include moisturizing agents, certain oils and emollients, certain protein
compounds, or other neutralizing or beneficial ingredients.
• Fragrance is added to produce a pleasant or distinctive scent.
• Preservatives help prevent any microbiological growth in the product that could cause color or
odor change, poor performance and/or separation of the ingredients.
• Colorants are added to lend individuality and an appealing appearance to the product.
• Enzymes help break down tough stains and burned-on soils.
• Encapsulates deliver stability for special materials/additives (e.g., moisturizer or fragrance).
11. DETERGENTSOAP INDUSTRY
BASIS AND PRESUMPTIONS
1. Single shift of 8 hours a day, 25 days a month and 300 days in an year is presumed.
Efficient machines and workers are also presumed.
2. The quantity of products produced are sold in the market.
3. Labour rates are as per the prevailing rates.
4. An average interest rate of 18% is considered.
5. The estimates are drawn for a production capacity generally considered techno-
economically viable for model type of manufacturing activity.
6. The information supplied is based on a standard type of manufacturing activity viable for
model type of manufacturing activity.
7. The information supplied is based on a standard type of manufacturing activity utilising
conventional techniques of production at optimum level of performance.
8. Costs in respect of land and building, machinery and equipment, raw materials and the
selling prices of the finished products etc., are generally prevailing at the time of
preparation of the project profiles and may vary depending upon various factors.
12. DETERGENTSOAP INDUSTRY
FINANCIAL ASPECTS
FIXED CAPITAL
MACHINERY AND EQUIPMENT
Sl. No. Details Qty Value (in Rs.)
1 Detergent plodder with 5 HP Motor 1 47,000
2 Sigma blender (350 Kgs. capacity) 1 15,000
3 Stamping machine 1 5,000
4 Platform weighing scale 1 5,000
5 Miscellaneous expenditure 3,000
6 Furniture and fixture 5,000
Total 80,000
1 Land 5000sqft 500000
2 Godown 3000sqft 1100000
3 Loan 12% of 10lakhs 120000
4 Machinery And Equipment 80000
Total 18,00,000
TotalFIXED COST per kg of production of soap: Rs. 18,00,000
13. DETERGENTSOAP INDUSTRY
WORKING CAPITAL PER MONTH
PERSONNEL
Sl. No. Description Nos.
Value per kg
production
1 Skilled Worker 2 1.5
2 Semiskilled Worker 2 1.25
3 Watchman 1 0.3
Total 3.05
RAW MATERIALS
Sl. No. Particulars Qty.(Kg.) Rate(Rs./Kg.) Value (Rs.)
1 Oil 100 32 3200
2 Soda Ash 16 38 608
3 Water 50
4 Sodium silicate (binder) 100 9 900
5 Filler powder 50 3.25 162.5
6 Foam booster 2 120 240
7 Color 0.5 500 250
8 Perfume 0.2 200 40
Total 318.7 ≈ 315 5400
Costof raw materials to produce 1kg of soap:Rs.17.14
15. DETERGENTSOAP INDUSTRY
UTILITIES
Sl.
No.
Particulars Cost per month
Cost per kg of
production
1 Power 5000 0.5
2 Water 200 0.02
Total 1,700 0.52
OTHER EXPENSES
1 Postage and Stationery 400 0.04
2 Repairs and Maintenance 400 0.04
Total 800 0.08
DEPRICIATION
10% of Rs.12000 per month: Rs.0.06 per kg of production of soaps
TotalVARIABLE COST per kg of production of soap:
3.05+17.14+.52+0.08+0.06= Rs.20.85
16. DETERGENTSOAP INDUSTRY
TOTAL SALES (Per Annum)
By sale of 1,20,000 kg @ Rs. 30 per kg Rs. 36,00,000
PROFITABILITY (Per Annum)
Profit =36,00,000 – 20,56,800 – 1,20,000(interest on loan)= Rs. 14,23,200
Net Profit Ratio : Net profit x 100 / Turnover
14,23,200 * 100 / 36,00,000
= 39.53%
Rate of Return : Net profit x 100 / Total Investment
14,23,200x 100 / 18,00,000
= 79.06%
17. DETERGENTSOAP INDUSTRY
BREAK EVEN ANALYSIS
Sales price = Rs. 30 per kg
Variable cost = Rs. 20.85 per kg
Fixed cost = Rs. 18,00,000
Break Even Quantity = X
Fixed Cost + X * Variable Cost = X * Sales Price
18,00,000 + X * 20.85 = X * 30
X = 196721 kg
Taking 10,000 kg per month production capacity,
No. of months required to achieve Break-Even Quantity = 196721/10000 = 19.67 ≈ 20 months
18. DETERGENTSOAP INDUSTRY
Address of Suppliers
NAMES AND ADDRESSES OF MACHINERY AND EQUIPMENT SUPPLIERS
1. M/s Prototype Development and Training Centre, P.O. Okhla Industrial Estate, New Delhi –
110 020.
2. M/s Precision Machinists, Plot No. 356(D), Kandivli, Industrial Estate, Kandivli, Bombay –
400 067
3. M/s Steel & Brass Trading Corporation, Nirman Nagar, Kesar Baugh, Plot No. 116/17,
Bhavanagar – 364 001.
4. M/s Oriental Machinery Supplying Co. Ltd., Mission road Extension, Calcutta.
NAMES AND ADDRESSES OF RAW MATERIAL SUPPLIERS
1. M/s S.P. Chemical, Plot No. 4, Kengeri, Mysore Road, Bangalore.
2. M/s Surcoats (India), C-29. Royal Industrial Estate, 5-B Naigaum Cross Road, Wadala,
Bombay – 400 031
3. M/s Supertex (India) Corporation, 132, Dr.A.B. Road, Bombay – 53.
4. M/s Saibaba Sugandh Bhandar, 53, Santhusapet, Bangalore – 53
5. M/s M.M. Chemicals, A.S. Char Street, Bangalore – 53
6. M/s Prakash Chemical Agency, Purnaseshachar Street, Behind Chickpet Post, Bangalore –
53.