The document discusses the working capital management of the Karnataka State Finance Corporation (KSFC). It provides background on KSFC, stating that it was established in 1915 to provide financial assistance to industrial units in Karnataka. The objectives of the study are to understand KSFC's working capital components and patterns over the period from 2001-2002 to 2006-2007. Data is collected from KSFC's annual reports during this period and analyzed using statistical techniques. The document also outlines KSFC's organizational profile, history, achievements and main activities in providing long term lending and other financial services to support industrial development in Karnataka.
The Dehejia Committee in 1968 highlighted deficiencies in India's existing bank financing system for industry. The committee found that banks were providing long-term financing disguised as short-term working capital loans, secured by fixed assets. This diversion of funds was possible under the cash credit system which focused on security over evaluating credit needs. The committee also noted that borrowers, not banks, determined loan amounts and credit was seen as the primary rather than supplementary source of financing.
This document is a dissertation report submitted by Rajeshwar Ojha to Dr. Vikas Kumar Jaiswal on working capital management. It includes an introduction that defines working capital and its importance for business operations. It also discusses different types of working capital such as permanent working capital and temporary working capital. The report will examine various components of working capital management including cash, inventory, accounts receivable and payable. It aims to explore the impact of working capital management on business profitability and shareholder wealth.
Entrepreneurship development - Institutional AssistanceSOMASUNDARAM T
The document discusses various types of institutional assistance available to small scale industries in India. It describes the financial assistance provided by State Finance Corporations (SFCs), Small Industries Development Bank of India (SIDBI), commercial banks, Karnataka State Industrial Investment and Development Corporation (KSIIDC), Karnataka State Small Industries Development Corporation (KSSIDC), and Industrial Finance Corporation of India (IFCI). It also outlines various loan schemes and eligibility criteria for small scale entrepreneurs to receive funding from these institutions.
The Industrial Finance Corporation of India (IFCI) was established in 1948 as the first development financial institution in India to provide long-term financing to industrial sectors. IFCI's authorized capital was initially Rs. 10 crores but was later raised to Rs. 20 crores. IFCI engages in direct financing, incidental activities, and promotional activities to support industries, including providing rupee and foreign currency loans, loan guarantees, technical assistance, and merchant banking services. IFCI obtains its resources from sources such as the Reserve Bank of India, share capital, retained earnings, bond issues, government loans, and international sources.
Development banks play an important role in promoting social and economic development. They provide loans and technical support for a variety of development activities aimed at improving people's lives and reducing poverty. The major development banks in India include IFCI, IDBI, ICICI, SIDBI, and NABARD. They work to fulfill objectives like promoting industries, meeting capital needs, and aiding small businesses and rural development through financial and promotional activities.
DFHI was formed in 1988 as a subsidiary of SBI to develop the Indian money market and provide liquidity to money market instruments. It commenced operations with Rs. 200 crores in paid-up capital contributed by RBI, public sector banks, and financial institutions. DFHI's main objectives are to increase transactions in the money market and facilitate short-term liquidity management. It deals in government securities, treasury bills, certificates of deposit, commercial papers, and various call/notice money market instruments. DFHI plays an important role in discounting, purchasing, and selling these instruments to promote secondary market activity and improve money market liquidity.
This presentation covers Merchant Banking History; Categories; Services provided by them; Methods of placement; underwriting; Issue management & SEBI guidelines.
This document provides an overview of the accounting and statutory requirements for banking companies in India. It discusses key provisions of the Banking Regulation Act of 1949 regarding minimum capital and reserves, restrictions on commissions and dividends, statutory reserves, cash reserves, restrictions on loans and advances, books of accounts, provisioning of non-performing assets, and preparation of final accounts using the prescribed formats in the Third Schedule of the Act. The document also outlines the various types of business activities permitted for banks and restrictions placed on certain activities.
The Dehejia Committee in 1968 highlighted deficiencies in India's existing bank financing system for industry. The committee found that banks were providing long-term financing disguised as short-term working capital loans, secured by fixed assets. This diversion of funds was possible under the cash credit system which focused on security over evaluating credit needs. The committee also noted that borrowers, not banks, determined loan amounts and credit was seen as the primary rather than supplementary source of financing.
This document is a dissertation report submitted by Rajeshwar Ojha to Dr. Vikas Kumar Jaiswal on working capital management. It includes an introduction that defines working capital and its importance for business operations. It also discusses different types of working capital such as permanent working capital and temporary working capital. The report will examine various components of working capital management including cash, inventory, accounts receivable and payable. It aims to explore the impact of working capital management on business profitability and shareholder wealth.
Entrepreneurship development - Institutional AssistanceSOMASUNDARAM T
The document discusses various types of institutional assistance available to small scale industries in India. It describes the financial assistance provided by State Finance Corporations (SFCs), Small Industries Development Bank of India (SIDBI), commercial banks, Karnataka State Industrial Investment and Development Corporation (KSIIDC), Karnataka State Small Industries Development Corporation (KSSIDC), and Industrial Finance Corporation of India (IFCI). It also outlines various loan schemes and eligibility criteria for small scale entrepreneurs to receive funding from these institutions.
The Industrial Finance Corporation of India (IFCI) was established in 1948 as the first development financial institution in India to provide long-term financing to industrial sectors. IFCI's authorized capital was initially Rs. 10 crores but was later raised to Rs. 20 crores. IFCI engages in direct financing, incidental activities, and promotional activities to support industries, including providing rupee and foreign currency loans, loan guarantees, technical assistance, and merchant banking services. IFCI obtains its resources from sources such as the Reserve Bank of India, share capital, retained earnings, bond issues, government loans, and international sources.
Development banks play an important role in promoting social and economic development. They provide loans and technical support for a variety of development activities aimed at improving people's lives and reducing poverty. The major development banks in India include IFCI, IDBI, ICICI, SIDBI, and NABARD. They work to fulfill objectives like promoting industries, meeting capital needs, and aiding small businesses and rural development through financial and promotional activities.
DFHI was formed in 1988 as a subsidiary of SBI to develop the Indian money market and provide liquidity to money market instruments. It commenced operations with Rs. 200 crores in paid-up capital contributed by RBI, public sector banks, and financial institutions. DFHI's main objectives are to increase transactions in the money market and facilitate short-term liquidity management. It deals in government securities, treasury bills, certificates of deposit, commercial papers, and various call/notice money market instruments. DFHI plays an important role in discounting, purchasing, and selling these instruments to promote secondary market activity and improve money market liquidity.
This presentation covers Merchant Banking History; Categories; Services provided by them; Methods of placement; underwriting; Issue management & SEBI guidelines.
This document provides an overview of the accounting and statutory requirements for banking companies in India. It discusses key provisions of the Banking Regulation Act of 1949 regarding minimum capital and reserves, restrictions on commissions and dividends, statutory reserves, cash reserves, restrictions on loans and advances, books of accounts, provisioning of non-performing assets, and preparation of final accounts using the prescribed formats in the Third Schedule of the Act. The document also outlines the various types of business activities permitted for banks and restrictions placed on certain activities.
Commercial banks in India accept deposits and provide loans and other financial services. The key functions of commercial banks are accepting deposits, advancing loans, discounting bills of exchange, and providing agency and general services. In 1969 and 1980, the Indian government nationalized several large commercial banks to increase access to credit in rural and underserved areas and promote equitable development. The objectives of nationalization were to reduce economic concentration, mobilize resources nationwide, and fulfill the credit needs of small businesses and farmers.
The document summarizes the growth of the venture capital industry in India over four phases:
Phase 1 (1972-1988) saw the establishment of early venture capital funds but the industry remained underdeveloped due to a lack of private sector involvement and policy support.
Phase 2 (1988-1995) saw increased foreign investment and the establishment of regulations, but growth was still slow.
Phase 3 (1995-2003) saw more successful India-focused venture capital firms emerge but investment declined after the dot-com crash until renewed in 2004.
Phase 4 (2004-2009) saw global firms and private equity actively investing across sectors in India, with most deals in later growth stages, as the venture capital industry mature
This document provides an overview of venture capital financing in India. It defines venture capital as money provided by outside investors to finance new, growing, or troubled businesses in exchange for equity. It then discusses the various stages of venture capital funding including early stage, expansion, and acquisition/buyout financing. The rest of the document outlines the venture capital investment process, including deal origination, screening, evaluation, deal structuring, post-investment activities, and exit planning. It also provides examples of venture capital funding deals in India and lists the top 5 early stage venture capital firms in the country.
This document provides an overview of cash management for a business. It discusses the key motives for holding cash, including transactional needs, precautionary needs, and speculative opportunities. It also introduces the concept of cash planning, which involves forecasting cash inflows and outflows to ensure a business maintains sufficient but not excessive cash on hand. Cash planning aims to avoid situations of cash shortages or excess idle cash. The document serves as an introduction to a student project on cash management practices.
The document provides an overview of the Indian banking system. It discusses the history and evolution of banking in India from the establishment of the first bank in 1786 to the current system. It describes the key components of the current banking system including the Reserve Bank of India (RBI), scheduled commercial banks, cooperative banks, and tools used by RBI to regulate the system like cash reserve ratio, repo rate, and statutory liquidity ratio. The banking system has transitioned India to a strong economy with robust banking.
IDBI, Industrial Development Bank of IndiaRani More
The Industrial Development Bank of India (IDBI) was established in 1964 and is currently owned by the Government of India. It is the 10th largest development bank in the world and provides financing and development assistance to key industries in India. IDBI raises funds through share capital, government and RBI borrowings, market bonds, deposits, and foreign currency borrowings. It offers various refinancing schemes and development programs to support industries. IDBI has received several awards and recognitions for its performance and technology initiatives.
The Industrial Finance Corporation of India (IFCI) was established in 1948 as the first all-India term-lending institution to provide medium and long-term credit to industry. It is headquartered in New Delhi and sources funds from paid-up capital, reserves, market borrowings, government loans, and foreign credit lines. The Industrial Credit and Investment Corporation of India (ICICI) was established in 1955 and is headquartered in Mumbai. It provides various financial services including project financing, banking, asset management, and mutual funds to Indian businesses. The Industrial Development Bank of India (IDBI) was established in 1964 and is headquartered in Mumbai. It aims to promote and develop industries by providing financial and technical
Development financial institution & District investment centerAman Sachan
Development financial institutions provide medium and long-term financial assistance to promote key sectors like industry, agriculture, and more. They include institutions like the World Bank and IMF. This document discusses various types of financial institutions in India that provide funding support at different levels. It covers term lending institutions like IFCI, IDBI, ICICI, and EXIM Bank. It also discusses refinancing institutions like NABARD, SIDBI, and NHB, as well as investment institutions like LIC and GIC. The roles and functions of these various institutions in promoting industries are described.
Non-banking financial companies (NBFCs) are financial institutions that provide banking services like loans and credit facilities but do not hold a banking license. NBFCs are registered under the Companies Act and regulated by the Reserve Bank of India. They provide services such as private education funding, retirement planning, money market trading, stock underwriting and portfolio management. Some major NBFCs in India include HDFC, Power Finance Corporation, Reliance Capital, and Infrastructure Development Finance Company. NBFCs play an important role in the Indian financial system by providing quick financing alternatives to businesses without complex banking procedures.
The document summarizes State Financial Corporations (SFCs) in India. SFCs were established by state governments in 1951 to provide financial assistance to small and medium industries. Their main functions are to provide loans, guarantees, and underwriting to eligible small and medium industries. SFCs are governed by boards of directors and obtain capital from sources such as share capital, bonds, debentures, public deposits, and state government borrowings. While SFCs aim to promote regional industrial development, they have been criticized for issues like inadequate assistance, delays in loan approvals, and a lack of technical expertise. Currently there are 18 SFCs operating in India.
Venture capital in India is a big action by the Indian government in the term of industry development. Venture capital having more problem and also denoted what will be scenario of Venture capital in future !!
Dear Students
We can help you to write total dissertation/project report.
Our 9 step method of project writing:-
Step 1) Helping you in Selection of topic.
Step 2) Group discussion / conference call with in team of professors.
Step 3) Helping you in Preparation of Synopsis/ proposal & sent to project guide
Investors Protection-Grievances and their Redressal for B.Com, M.ComDr. Toran Lal Verma
Investors in India face high risks of fraud and unethical practices. To address grievances, measures have been established to protect investors, including grievance cells in stock exchanges, the SEBI, and Company Law Board. Common grievances are against companies for issues like delayed payments or transfers, and against brokers for delayed deliveries or payments. Investors can seek resolution through these organizations, courts, or by reporting issues to the press. The SEBI and stock exchanges work to resolve complaints, including suspending trading or transferring stocks of non-compliant companies. This aims to restore investor confidence in India's financial markets.
The Industrial Finance Corporation of India (IFCI) was established in 1948 by the Government of India to provide long-term financing to industries facing scarcity of capital. IFCI is the first development financial institution in India and provides medium to long term credit to public and private manufacturing companies. It has played a key role in modernizing Indian industry by providing funds to sectors like agriculture, basic goods, infrastructure and services. Over the years, IFCI has sanctioned over Rs. 462 billion to more than 5,700 companies, contributing significantly to India's industrial growth.
Presentation on SARFAESI Act_Anurag Ghosh_16PGDMBFS08Anurag Ghosh
The document provides an overview of the Securitization and Reconstruction of Financial Assets and Enforcement of Security Interest Act (SARFAESI Act) which allows banks to auction residential and commercial properties when borrowers default on loans. It discusses the history and provisions of the act, including giving banks the power to take possession of secured assets without court intervention. It also analyzes the rising level of non-performing assets (NPAs) in Indian banks and how the SARFAESI Act is important for helping banks reduce their NPAs by recovering assets.
A project report on commodity market with special reference to gold at karvy...Babasab Patil
This document discusses a study of the commodity market with a focus on gold. It provides an overview of Karvy Commodities Broking Limited and the services it offers. The study examines the gold commodity futures market in India, how it works, and the participants involved. It analyzes the impact of the spot gold market on future gold prices and the various economic factors that affect gold future prices. The study finds a positive correlation between spot and future gold prices. It suggests that Karvy provide more awareness and education on commodity trading to investors in order to attract more customers.
The document discusses underwriting, which refers to an agreement where underwriters guarantee to purchase any shares or securities not subscribed to by the public from a company's public offering. It provides context around why underwriting is needed when a company conducts an initial public offering to reduce uncertainty if the public does not fully subscribe to the offering. It also defines underwriters as those who guarantee subscriptions and are responsible for purchasing unsold shares, distinguishing them from brokers who do not take responsibility. The document outlines different types of underwriting agreements, underwriter roles and responsibilities, and SEBI guidelines regulating underwriters in India.
WORKING CAPITAL MANAGEMENT OF TATA STEELVIVEK SHARMA
This document is a project report submitted by Vivek Kumar Sharma to Rashtrasant Tukdoji Maharaj Nagpur University in partial fulfillment of the requirements for a Bachelor of Business Administration degree. The report focuses on working capital management at Tata Steel Ltd and includes an introduction, company profile of Tata Steel, research methodology, objectives and scope, findings and interpretation, limitations, conclusion, bibliography, and annexure. It provides an overview of Tata Steel's history, acquisitions, products, subsidiaries, and facilities.
Commercial banks in India play an important role in economic development by providing capital, credit, and financial services. They accelerate capital formation, provide financing to agriculture, industry and infrastructure, help monetize the rural economy by expanding branches, and implement monetary policy. Nationalization of banks in 1969 and 1980 aimed to ensure credit allocation aligned with development priorities and expand access to agricultural communities. The structure of the Indian banking system includes public sector banks, private sector banks, foreign banks, regional rural banks, and cooperative banks. Commercial banks perform key functions like accepting deposits, advancing loans, discounting bills, and providing agency and general services.
Working capital management project report mbaBabasab Patil
This document provides an index and executive summary of a study on the working capital management of Bahety Chemicals & Minerals Pvt Ltd, located in Dandeli, India. The study examines the company's working capital over a five year period from 2006-2010. Key findings include that the company's working capital and profits have increased each year, and it maintains current and quick ratios above standard requirements, indicating a satisfactory level of working capital management and liquidity. The document outlines the objectives, scope, limitations and methodology of the study.
This document summarizes a study on working capital management at Kadakkal Service Co-operative Bank in India from 2009-2014. It finds that the bank's net working capital and liquidity ratios increased over this period, indicating an improving working capital position and ability to meet short-term obligations. Current assets increased while current liabilities decreased. The study concludes that the bank maintained a good liquidity position and working capital management during the period examined.
Commercial banks in India accept deposits and provide loans and other financial services. The key functions of commercial banks are accepting deposits, advancing loans, discounting bills of exchange, and providing agency and general services. In 1969 and 1980, the Indian government nationalized several large commercial banks to increase access to credit in rural and underserved areas and promote equitable development. The objectives of nationalization were to reduce economic concentration, mobilize resources nationwide, and fulfill the credit needs of small businesses and farmers.
The document summarizes the growth of the venture capital industry in India over four phases:
Phase 1 (1972-1988) saw the establishment of early venture capital funds but the industry remained underdeveloped due to a lack of private sector involvement and policy support.
Phase 2 (1988-1995) saw increased foreign investment and the establishment of regulations, but growth was still slow.
Phase 3 (1995-2003) saw more successful India-focused venture capital firms emerge but investment declined after the dot-com crash until renewed in 2004.
Phase 4 (2004-2009) saw global firms and private equity actively investing across sectors in India, with most deals in later growth stages, as the venture capital industry mature
This document provides an overview of venture capital financing in India. It defines venture capital as money provided by outside investors to finance new, growing, or troubled businesses in exchange for equity. It then discusses the various stages of venture capital funding including early stage, expansion, and acquisition/buyout financing. The rest of the document outlines the venture capital investment process, including deal origination, screening, evaluation, deal structuring, post-investment activities, and exit planning. It also provides examples of venture capital funding deals in India and lists the top 5 early stage venture capital firms in the country.
This document provides an overview of cash management for a business. It discusses the key motives for holding cash, including transactional needs, precautionary needs, and speculative opportunities. It also introduces the concept of cash planning, which involves forecasting cash inflows and outflows to ensure a business maintains sufficient but not excessive cash on hand. Cash planning aims to avoid situations of cash shortages or excess idle cash. The document serves as an introduction to a student project on cash management practices.
The document provides an overview of the Indian banking system. It discusses the history and evolution of banking in India from the establishment of the first bank in 1786 to the current system. It describes the key components of the current banking system including the Reserve Bank of India (RBI), scheduled commercial banks, cooperative banks, and tools used by RBI to regulate the system like cash reserve ratio, repo rate, and statutory liquidity ratio. The banking system has transitioned India to a strong economy with robust banking.
IDBI, Industrial Development Bank of IndiaRani More
The Industrial Development Bank of India (IDBI) was established in 1964 and is currently owned by the Government of India. It is the 10th largest development bank in the world and provides financing and development assistance to key industries in India. IDBI raises funds through share capital, government and RBI borrowings, market bonds, deposits, and foreign currency borrowings. It offers various refinancing schemes and development programs to support industries. IDBI has received several awards and recognitions for its performance and technology initiatives.
The Industrial Finance Corporation of India (IFCI) was established in 1948 as the first all-India term-lending institution to provide medium and long-term credit to industry. It is headquartered in New Delhi and sources funds from paid-up capital, reserves, market borrowings, government loans, and foreign credit lines. The Industrial Credit and Investment Corporation of India (ICICI) was established in 1955 and is headquartered in Mumbai. It provides various financial services including project financing, banking, asset management, and mutual funds to Indian businesses. The Industrial Development Bank of India (IDBI) was established in 1964 and is headquartered in Mumbai. It aims to promote and develop industries by providing financial and technical
Development financial institution & District investment centerAman Sachan
Development financial institutions provide medium and long-term financial assistance to promote key sectors like industry, agriculture, and more. They include institutions like the World Bank and IMF. This document discusses various types of financial institutions in India that provide funding support at different levels. It covers term lending institutions like IFCI, IDBI, ICICI, and EXIM Bank. It also discusses refinancing institutions like NABARD, SIDBI, and NHB, as well as investment institutions like LIC and GIC. The roles and functions of these various institutions in promoting industries are described.
Non-banking financial companies (NBFCs) are financial institutions that provide banking services like loans and credit facilities but do not hold a banking license. NBFCs are registered under the Companies Act and regulated by the Reserve Bank of India. They provide services such as private education funding, retirement planning, money market trading, stock underwriting and portfolio management. Some major NBFCs in India include HDFC, Power Finance Corporation, Reliance Capital, and Infrastructure Development Finance Company. NBFCs play an important role in the Indian financial system by providing quick financing alternatives to businesses without complex banking procedures.
The document summarizes State Financial Corporations (SFCs) in India. SFCs were established by state governments in 1951 to provide financial assistance to small and medium industries. Their main functions are to provide loans, guarantees, and underwriting to eligible small and medium industries. SFCs are governed by boards of directors and obtain capital from sources such as share capital, bonds, debentures, public deposits, and state government borrowings. While SFCs aim to promote regional industrial development, they have been criticized for issues like inadequate assistance, delays in loan approvals, and a lack of technical expertise. Currently there are 18 SFCs operating in India.
Venture capital in India is a big action by the Indian government in the term of industry development. Venture capital having more problem and also denoted what will be scenario of Venture capital in future !!
Dear Students
We can help you to write total dissertation/project report.
Our 9 step method of project writing:-
Step 1) Helping you in Selection of topic.
Step 2) Group discussion / conference call with in team of professors.
Step 3) Helping you in Preparation of Synopsis/ proposal & sent to project guide
Investors Protection-Grievances and their Redressal for B.Com, M.ComDr. Toran Lal Verma
Investors in India face high risks of fraud and unethical practices. To address grievances, measures have been established to protect investors, including grievance cells in stock exchanges, the SEBI, and Company Law Board. Common grievances are against companies for issues like delayed payments or transfers, and against brokers for delayed deliveries or payments. Investors can seek resolution through these organizations, courts, or by reporting issues to the press. The SEBI and stock exchanges work to resolve complaints, including suspending trading or transferring stocks of non-compliant companies. This aims to restore investor confidence in India's financial markets.
The Industrial Finance Corporation of India (IFCI) was established in 1948 by the Government of India to provide long-term financing to industries facing scarcity of capital. IFCI is the first development financial institution in India and provides medium to long term credit to public and private manufacturing companies. It has played a key role in modernizing Indian industry by providing funds to sectors like agriculture, basic goods, infrastructure and services. Over the years, IFCI has sanctioned over Rs. 462 billion to more than 5,700 companies, contributing significantly to India's industrial growth.
Presentation on SARFAESI Act_Anurag Ghosh_16PGDMBFS08Anurag Ghosh
The document provides an overview of the Securitization and Reconstruction of Financial Assets and Enforcement of Security Interest Act (SARFAESI Act) which allows banks to auction residential and commercial properties when borrowers default on loans. It discusses the history and provisions of the act, including giving banks the power to take possession of secured assets without court intervention. It also analyzes the rising level of non-performing assets (NPAs) in Indian banks and how the SARFAESI Act is important for helping banks reduce their NPAs by recovering assets.
A project report on commodity market with special reference to gold at karvy...Babasab Patil
This document discusses a study of the commodity market with a focus on gold. It provides an overview of Karvy Commodities Broking Limited and the services it offers. The study examines the gold commodity futures market in India, how it works, and the participants involved. It analyzes the impact of the spot gold market on future gold prices and the various economic factors that affect gold future prices. The study finds a positive correlation between spot and future gold prices. It suggests that Karvy provide more awareness and education on commodity trading to investors in order to attract more customers.
The document discusses underwriting, which refers to an agreement where underwriters guarantee to purchase any shares or securities not subscribed to by the public from a company's public offering. It provides context around why underwriting is needed when a company conducts an initial public offering to reduce uncertainty if the public does not fully subscribe to the offering. It also defines underwriters as those who guarantee subscriptions and are responsible for purchasing unsold shares, distinguishing them from brokers who do not take responsibility. The document outlines different types of underwriting agreements, underwriter roles and responsibilities, and SEBI guidelines regulating underwriters in India.
WORKING CAPITAL MANAGEMENT OF TATA STEELVIVEK SHARMA
This document is a project report submitted by Vivek Kumar Sharma to Rashtrasant Tukdoji Maharaj Nagpur University in partial fulfillment of the requirements for a Bachelor of Business Administration degree. The report focuses on working capital management at Tata Steel Ltd and includes an introduction, company profile of Tata Steel, research methodology, objectives and scope, findings and interpretation, limitations, conclusion, bibliography, and annexure. It provides an overview of Tata Steel's history, acquisitions, products, subsidiaries, and facilities.
Commercial banks in India play an important role in economic development by providing capital, credit, and financial services. They accelerate capital formation, provide financing to agriculture, industry and infrastructure, help monetize the rural economy by expanding branches, and implement monetary policy. Nationalization of banks in 1969 and 1980 aimed to ensure credit allocation aligned with development priorities and expand access to agricultural communities. The structure of the Indian banking system includes public sector banks, private sector banks, foreign banks, regional rural banks, and cooperative banks. Commercial banks perform key functions like accepting deposits, advancing loans, discounting bills, and providing agency and general services.
Working capital management project report mbaBabasab Patil
This document provides an index and executive summary of a study on the working capital management of Bahety Chemicals & Minerals Pvt Ltd, located in Dandeli, India. The study examines the company's working capital over a five year period from 2006-2010. Key findings include that the company's working capital and profits have increased each year, and it maintains current and quick ratios above standard requirements, indicating a satisfactory level of working capital management and liquidity. The document outlines the objectives, scope, limitations and methodology of the study.
This document summarizes a study on working capital management at Kadakkal Service Co-operative Bank in India from 2009-2014. It finds that the bank's net working capital and liquidity ratios increased over this period, indicating an improving working capital position and ability to meet short-term obligations. Current assets increased while current liabilities decreased. The study concludes that the bank maintained a good liquidity position and working capital management during the period examined.
A project report on working capital managementProjects Kart
This document is a summer project report submitted to Bank of Maharashtra on working capital management. It was completed by Vinod S. Kanojiya of Atharva Institute of Management Studies in Mumbai in 2004-2005. The report includes an introduction, profile of Bank of Maharashtra, concepts of working capital management, types of working capital, management of cash, inventories, receivables and payables. It also discusses key working capital ratios, factors influencing working capital requirements and provides recommendations for working capital assessment and financing at Bank of Maharashtra.
This document discusses a study on working capital management at Sudha Agro Oil and Chemical Industries Limited in Samalkota, India. It provides background on the oil and chemical industry in India and the company. The methodology, objectives, and limitations of the study are described. The document outlines the various chapters that will analyze the company's working capital management based on its financial statements over the last 5 years. It aims to assess the company's financial position, profitability, and viability through financial ratio analysis and interpretation.
This document provides an executive summary of a project report on working capital management at Indian Farmers Fertiliser Co-operative Limited (IFFCO). The summary discusses IFFCO's objectives, methodology, limitations, and key findings. IFFCO manufactures and sells urea and other fertilizers to agricultural cooperatives. The project analyzed IFFCO's working capital management policies and cash management practices over 2005-2009. It found that IFFCO efficiently manages its inventory, obtains sufficient short-term financing, and has a sound cash management system. Suggestions include implementing just-in-time inventory practices and utilizing electronic funds transfer.
The document provides background information on working capital management. It discusses how working capital is essential for companies to meet daily expenses but needs to be managed properly. It then introduces the Orissa Power Transmission Corporation Limited (OPTCL), one of India's largest power transmission organizations, as the focus of the study. The study will analyze OPTCL's working capital position and make recommendations. It outlines the objectives, hypotheses and limitations of the study. Finally, it provides an overview of OPTCL, including its vision, mission and operations across Orissa.
The document provides an overview of Ranbaxy Laboratories Ltd's project report on studying the working capital management of the company. It includes an introduction stating the importance of working capital management. It then discusses the pharmaceutical industry profile in India and Ranbaxy's research and development activities. The remainder of the report appears to analyze Ranbaxy's financial performance and working capital management through various ratios and comparisons to its competitors and industry standards.
The document discusses various loan schemes offered by KSFC (Karnataka State Financial Corporation) to support MSMEs in Karnataka. Some key details include:
- KSFC has been assisting MSMEs in Karnataka for over 52 years, helping over 1,63,643 units with nearly Rs. 10,465 crore in funding.
- They offer term loans, infrastructure development support, and financial services to MSMEs across various sectors like manufacturing, services, tourism, infrastructure development etc.
- Loan schemes have different eligibility criteria depending on sector, loan amount, security/collateral requirements, repayment periods etc. Interest rates typically range from 10.5% to 12%.
- KSFC
The document provides details about a summer training project report on working capital management for GKB Rx Lens Pvt. Ltd. undertaken by Mukesh Sharma.
It includes an introduction, aims and objectives of the study which is to analyze the nature of working capital management and actual requirements for the company from both the company and banker's perspective.
The methodology adopted is collection of primary data from the company including balance sheets, and secondary data from associated institutions like bankers. The analysis is based on CMA and Flexi Finance methods to estimate working capital requirements from both perspectives.
The findings show that there is no variance between the company's estimated requirements and the banker's assessment. However, the company requires higher
Project report on working capital managementProjects Kart
This document appears to be a summer training report submitted for a post graduate degree in international business. The report contains 14 chapters that analyze working capital management at Kotak Mahindra Group, an Indian multinational financial services company. The first part provides details on the author's on-job training and competitive analysis of Kotak Mahindra Old Mutual Life Insurance products compared to ICICI Prudential Life Insurance. The second part is a project comparing the Indian mutual fund industry to global standards and expectations for its future development. The report utilizes primary and secondary research methods including surveys, financial statements, annual reports and industry journals.
Working Capital Management in Bajaj Allianz Life InsuranceSuresh kumar
This document appears to be a project report submitted by Suresh Kumar to the University of Pune to fulfill requirements for an MBA degree. The report evaluates working capital management at Bajaj Allianz Life Insurance. It includes an acknowledgment, declaration, index, and executive summary. The report will study concepts of working capital, analyze Bajaj Allianz's profitability, liquidity, and working capital position over five years. Secondary data sources like annual reports and interviews will be used.
This document provides an overview of a State Financial Corporation (SFC) in India. It discusses the organization's profile, activities, forms of assistance provided, and achievements. SFCs were established by state governments to provide medium and long-term financing to industrial projects. They mobilize funds through various sources and offer both direct assistance like term loans and indirect assistance like guarantees. The document outlines the SFC's role in promoting small and medium enterprises through financial support.
A project on analysis of working capital managementBabasab Patil
The document analyzes the working capital management of Dharwad Milk Union over the past 5 years. It discusses the company background, objectives of studying its working capital, methodology, findings and suggestions. The key findings are that inventory turnover ratio was better in 2008-09 than the past 5 years, and creditors payment ratio has improved recently. Suggestions include increasing debt turnover ratio and reducing the operating cycle to maintain sufficient working capital.
Cooperative banking provides an introduction to cooperative banks in India. Cooperative banks are financial institutions owned by members who are both customers and owners. They were established to provide financial services like loans and deposits to help people avoid money lenders' high interest rates. Cooperative banks differ from private banks in their organization, goals, values and governance. They mainly focus on local communities and micro-banking for low and middle income groups. Cooperative banks play an important role in rural financing and increasing access to institutional credit for farmers and small businesses. They are more important in India than other countries due to their outreach and role in development schemes.
This document summarizes a research report on the relationship between working capital management and profitability. The report analyzes data from 60 Pakistani textile companies over 2001-2006. The results show a statistically significant negative relationship between profitability (measured by return on assets) and the number of days accounts receivable, inventory, and accounts payable are outstanding. Proper management of working capital through optimizing current assets and liabilities can thus improve company profits. The report also acknowledges the importance of balancing liquidity and profitability in working capital management.
The document provides an overview of loans and advances provided by commercial banks. It discusses key concepts like meaning of loans and advances, types of loans including term loans, demand loans, cash credits and overdrafts. It also describes the utility of loans and advances for businesses, difference between borrowing rate and lending rate for banks, and procedures for granting different types of loans and advances. The document is an introductory chapter that lays the foundation for understanding various aspects of loans and advances.
Working capital refers to the capital required for financing short-term assets such as cash, inventory, and accounts receivable. It is also known as revolving or circulating capital. There are different types of working capital like gross working capital, net working capital, permanent working capital, and temporary working capital. Management of working capital involves maintaining optimal levels of current assets and current liabilities to ensure sufficient liquidity and an efficient balance between risk and profitability.
The document discusses a study on working capital management with reference to Bajrangbali Alloys Private Limited in Orissa. It includes chapters on the theoretical framework of working capital management, the methodology used in the study, an organizational profile of Bajrangbali Alloys, an analysis of the company's net working capital, findings from the study, and suggestions and conclusions. The study analyzes the management of current assets and current liabilities at Bajrangbali Alloys over multiple years.
Project report on analysis of working capital on j&k bank.1nikith naresh
This document is a project report submitted by Shameem Ahamad in partial fulfillment of a Master of Business Administration degree from Jamia Hamdard University, New Delhi, India. The project analyzes working capital at J&K Bank in Jammu and Kashmir, India. The report includes an introduction to J&K Bank, conceptual discussions on working capital, analysis of J&K Bank's working capital using ratio analysis and other tools, and conclusions and recommendations. The project was supervised by an assistant professor and aims to comprehensively cover all aspects of working capital management at J&K Bank.
Entrepreneurship Development Institute of India (EDII)uma reur
EDI has been spearheading entrepreneurship movement throughout the nation with a belief that entrepreneurs need not necessarily be born, but can be developed through well-conceived and well-directed activities.
In consonance with this belief, EDI aims at:
Creating a multiplier effect on opportunities for self-employment,
Augmenting the supply of competent entrepreneurs through training,
Augmenting the supply of entrepreneur trainer-motivators,
Participating in institution building efforts,
The document discusses three types of financial institutions in India: SIDBI, SFCs, and SIICs. [1] SIDBI was established in 1990 to provide financial and developmental assistance to small scale industries. [2] SFCs were established in 1951 under the State Financial Corporations Act and mobilize funds to provide loans primarily to small and medium enterprises. [3] SIICs were established as state government undertakings to promote and develop medium and large industries.
This document is a report submitted by Waseem Ahmed Sandeelo for his Business Communication course at Shah Abdul Latif University Khairpur. It discusses the history and functions of the State Bank of Pakistan. The State Bank was established in 1948 and serves as Pakistan's central bank. It is responsible for monetary policy, banking regulation, and other functions like managing currency and the government's finances. The report provides details on the State Bank's departments, leadership structure including the Governor and Central Board of Directors, and its roles in maintaining price stability, conducting monetary policy, and supporting banking and economic development in Pakistan.
The document discusses various state and national level financial institutions in India such as State Financial Corporations (SFCs), State Industrial Development Corporations (SIDCs), IFCI, ICICI, IDBI, IRBI, and SIDBI. It provides details on their establishment, objectives, functions, management, and sources of funding. The key roles of these institutions are to provide financial assistance and promote industrial development across various sectors in India.
This document provides a project report submitted to Savitribai Phule Pune University on "A Financial Approach Towards Performance of Various Services of Axis Bank Ltd". The report was submitted to the Department of MBA at SRES College of Engineering in Kopargaon, India in partial fulfillment of an MBA degree. The report discusses Axis Bank's financial services, account types, operations processes, and analyzes customer feedback to evaluate the bank's performance. Overall, the report finds that Axis Bank's financial position is good with opportunities to improve liquidity and increase customer relationships. It provides suggestions such as maintaining solvency and decreasing account costs.
This document provides a project report submitted to Savitribai Phule Pune University on "A Financial Approach Towards Performance of Various Services of Axis Bank Ltd". The report was submitted to the Department of MBA at SR College of Engineering in partial fulfillment of an MBA degree. It discusses the objectives, methodology, theoretical background, data analysis, findings, conclusion and suggestions of the project conducted at the Kopargaon branch of Axis Bank Ltd. The project aims to study the financial services, account types, operations processes and customer feedback to analyze the bank's performance. It finds that Axis Bank's financial position is good with potential for improved liquidity and customer relationships.
This document discusses the definition of small and medium enterprises (SMEs) in India and provides a history of committees and policies aimed at improving bank financing for small scale industries (SSIs). Key points:
1. It recommends redefining SMEs based on turnover rather than investment, with turnover limits for tiny, small, and medium enterprises.
2. SSIs are an important part of the Indian economy, contributing to employment, production, and exports. However, their access to bank credit has declined in recent years.
3. Several committees since the 1990s have made recommendations to improve credit flow, including increasing credit limits, simplifying loan procedures, and establishing specialized bank branches for SSIs.
This document provides information about obtaining fully solved SMU MBA Spring 2014 assignments. It lists the contact information to email or call for assistance with assignments for various MBA programs and semesters, including MBADS (Semester 4/6), MBAFlex/MBAN2 (Semester 4), and PGDBMN (Semester 2). It then provides a sample assignment question about institutional banking in India, including challenges and SIDBI's role in SME financing, as well as questions about agri-exports, housing sector financing, solar projects funding, and the impact of converting ICICI and IDBI to banks on the institutional banking landscape in India.
This document provides an overview of the impact of banking sector reforms in India. It discusses the necessity for reforms in the 1990s due to economic crisis. It outlines the key recommendations of the 1991 and 1998 Narasimhan Committees, which served as the basis for reforms. The reforms focused on reducing reserve requirements, introducing prudential norms, capital adequacy norms, interest rate deregulation, and allowing private sector banks. The impacts of the reforms included improved productivity, profitability and asset quality of banks as well as enhanced customer services and corporate lending. Overall, the reforms helped make the Indian banking sector more robust and competitive.
This document discusses loans and advances with reference to PKGB Bank. It provides an overview of the banking system in India and the role of regional rural banks (RRBs). It then discusses PKGB Bank specifically, including its history through amalgamation, services offered like core banking and ATM/debit cards, and operational details around loans, advances, and remittances. The theoretical background section covers financial statement analysis and categories of banks in India like scheduled and non-scheduled banks.
This document discusses various types of institutional finance available to entrepreneurs in India from government agencies, including equity capital, term loans, and working capital. It outlines several agencies that provide financing such as commercial banks, the Industrial Development Bank of India (IDBI), the Industrial Finance Corporation of India (IFCI), the Industrial Credit and Investment Corporation of India (ICICI), and the Small Industries Development Bank of India (SIDBI). Each agency offers different loan terms and interest rates targeted towards small businesses and entrepreneurs.
The document reviews money market reforms in India and evaluates their current status. It discusses the history of money market reforms since 1991, including reductions to reserve requirements and interest rates as well as the introduction of new instruments. However, it argues that further reforms are still needed to develop debt markets fully and introduce innovative products that better serve small entrepreneurs, farmers, and the poor. Rural access to banking also remains inadequate despite reforms.
The document reviews money market reforms in India and evaluates their adequacy. It discusses the history of money market reforms since 1991, including reductions to statutory reserve requirements, increased banking freedom and private sector participation, and new money market instruments. However, the author argues that further liberalization and innovations are still needed, particularly to better serve small entrepreneurs, artisans, farmers and poor people.
State Financial Corporations (SFCs) were established by state governments in India to provide financial assistance to small and medium enterprises in order to promote industrial development, generate employment, and ensure balanced regional growth. SFCs mobilize funds through share capital, public deposits, bonds, and loans to provide financing to industrial units. However, SFCs have been criticized for inadequate funding, delays in loan approvals, and complex procedures that have limited their effectiveness in supporting small businesses.
This document appears to be a student project report on analyzing working capital in the banking sector, specifically focusing on Jammu & Kashmir Bank. It includes an introduction to the bank, outlining its history and operations. Several chapters are proposed to cover conceptual discussions of working capital, the financials and analysis of working capital at J&K Bank through ratio analysis, funds flow analysis and budgeting. Case studies on working capital management at the bank are also mentioned. The objective is to understand how working capital is managed in corporate banking.
This document discusses the IL&FS financial crisis case involving the infrastructure company IL&FS. It provides background on IL&FS, describing it as an infrastructure development and financial company with over 250 subsidiaries. It then summarizes some of IL&FS's major projects. The document notes that IL&FS defaulted on debt repayments in 2018 due to a large debt burden of Rs. 91,000 crore against low equity of Rs. 9.83 crore. It discusses the factors that led to the crisis and steps taken by IL&FS, RBI, and the government to address it. In conclusion, it analyzes the significance of the crisis for NBFC regulation and the Indian economy.
Overview of Indian Financial Institutions , Players of Financial Institutions, Role and Functions of various financial Institutions in Indian Financial Market
This document provides an overview of a project report on agricultural loans at Kotak Mahindra Bank Rudrapur branch. It includes an acknowledgement, executive summary, introduction to banking and Kotak Mahindra Bank, methodology, data analysis, findings, and references. The project examines Kotak Mahindra Bank's agricultural loan schemes, including short-term crop loans, medium/long-term loans for farm buildings/structures, irrigation development, farm equipment purchase, and Kisan Credit Cards. It analyzes consumer perception of these agricultural financing options.
PPT - ROLE OF NBFC DEBT IN MERGERS AND AQUISITIONS.pptxLEDROIT1
A Non-banking Financial Company (NBFC) is defined by The Reserve Bank of India ‘as a company registered under the Companies Act, 1956 engaged in the business of loans, advances, acquisitions of government securities or local authority or other securities of like marketable nature, leasing, hire-purchase, insurance or chit business, etc.’
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A project report on on the working capital management in karnataka state finance corporation
1. ON THE WORKING CAPITAL MANAGEMENT IN KARNATAKA STATE
FINANCE CORPORATION
CHAPTER-I
EXCUTIVE SUMMARY
This is finance project specially focused on the working capital management in
Karnataka State Finance Corporation. The objective of the study is to know the
working capital management provided by the Bank. The procedure followed is the
assistance and the help of the Bank & the Manager. Karnataka State Finance
Corporation is well known for its personalized service & has made rapid strides in
the real of customer service in tune with changing banking scenario. The objective of
bank was primarily to extend financial assistance to the local weavers who were
crippled by a crisis in the handloom industry through mobilizing small savings from
the community.
Methodology:
This is an analytical study based on secondary data collected from the published
annual reports (i.e. 2001-02 to 2006-07) of the KSFC. In addition, the primary data
required is collected from the bank officials through personal interaction.
1. The data required for the purpose of this study is of two types:
1) Primary data
2) Secondary data
Data collection:
The data collected for this study is from annual reports i.e.2002-03 to 2006-07.
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2. ON THE WORKING CAPITAL MANAGEMENT IN KARNATAKA STATE
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Data presentation:
The data have been presented in Tables as well as Graphs in order to enable as to
understand them in accordance with the objectives of study.
Data analysis:
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The data have analyzed with the help of trend rations 2001-02 is considered be base year
whose value is equal to 100.then. The values for subsequent years i.e.2001-02 to
2006-07 are calculated and compared with the base year value on year to year basis.
The overall increase/decrease in the values of working capital during the study period
has been calculated for each item of deposits by applying the following formula.
2. Scope of the study:
The study brings out the pattern of working capital in Karnataka State Finance
Corporation. This study also covers the working capital management in the
corporation.
3. Objectives of the study:
The following are the objectives set for the present study.
1. To understand the behavior and culture of the organization. and
2. To study the different components of working capital of the corporation.
4. Limitations of the Study:
1. The study focuses on working capital management. and
2. The period covered in the present study is 6 years i.e., from 2001-2002 to 2006-
2007.
CHAPTER-II
ORGANISATIONAL PROFILE
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Origin of State Financial Corporation:
Indian government has passed state financial corporation legislation in 28 th
September 1951. This legislation empowers the state government to set up the state
financial corporations in their respective states. First state financial corporation came to
existence in Panjab in 1953. Now there are 18 state corporations in India.
State financial corporation grant the assistance to medium, small and cottage
industries. The maximum capital allowed for a corporation is Rs. 15 crores. State
government concerned IDBI, commercial banks, insurance companies, co-operative
banks, investment trusts and the general public contribute the capital of state financial
corporation.
Salient features of state financial corporation:
Some of the salient features of the State Financial Corporation Act, 1959
governing the S F C’s are as followed
1. The authorized capital of SFC’s will be fixed by the respective state governments.
However it will not be less than Rs. 50 lakhs or exceed Rs. 50 crores.
2. The authorized capital will be divided into equal number of shares and issued to
the state government. The Reserve Bank, Scheduled Banks, Insurance Companies,
other Financial Institutions and the public. However the issue of the shares to
public will be limited to 25% of the authorized share capital.
3. The General Superintendence, direction and management of the affairs and
business of the corporation is vested in a Board of Directors which is assisted by
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an executive committee day today affairs of the corporation will be looked by the
managing Director.
4. The Director of the Board are nominated by the state government the Reserve
Bank 7 the industrial finance corporation of India.
5. A State Financial Corporation is authorized to,
i. Guarantee Loans raised by industrial concerns which are repayable within a
period not exceeding 20 years.
ii. Under write the issue of stocks, shares, bonds and debentures of industrial
concerns.
iii. Grant Loan or Advance to industrial concerns repayable within a period not
exceeding 20 years.
iv. Subscribe to debentures floated by industrial concerns.
The main objective of KSFC is to bring orderly and balanced growth of industrials
in the state. Towards this end KSFC is giving special attention to the backward districts
to come under the industrial map.
The main function of KSFC is long term lending for small tiny 7 medium
industries and even for expansion and modernization of existing industries.
History of KSFC (Karnataka State Financial Corporation)
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Karnataka State Financial Corporation (KSFC) is one among the 18 state financial
corporations (SFC’s) in India. KSFC was established by Government of Karnataka in
March 1915 under the SFC’s Act 1951 for extending financial assistance for setting up of
tiny, small, medium and large scale industrial units in the state.
KSFC is sanctioned loan to industrial units under different schemes. KSFC is also
providing services like hire purchase, leasing and merchant banking activities. KSFC is
recognized as best merchant banker by SEBI. KSFC is an ISO certified organization and
striving to provide better services to it’s customers through professional management and
team work. The management is taking effective reasons to transform the organization to a
customer centric institution.
KSFC mission is to nurture, develop and service the SME sector through need
based product and services, the small and medium scale sectors in India lacks capital
market and starving for funds. SFC’s are started to provide funds to SME sector and
encouraged first generation entrepreneurs to start business especially in back word areas.
Since the capital is scarce resource it should allocated carefully for the
development of industrial units. KSFC has been acting as Regional Development Bank
by providing assistance to needy entrepreneurs. Before giving loan to any projects the
corporation should check the viability of projects. KSFC appraises projects to test the
viability from the marketing, financial, technical, economic and managerial angels.
Achievements of KSFC:
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KSFC has completed its 39 years of operation. it has contributed Significantly
for the growth of small scale industry and development of backward areas in the
state. It has extended financial assistance to rural, cottage industries, articians,
SC/ST entrepreneurs and other economically weaker sections of the society under
special loan scheme. The proud of achievement of KARANATAKA STATE
FINANCIAL CORPORATION are given below:
1. Sanction of loan aggregating to Rs .4508 crores to 1, 33,735 project.
2. Loan assistance of rs.970.34 crores to 46,252 SSI units proposed in backward district
of the state.
3. Sanction of loan aggregating to Rs .2233.45 crores to 78,835SSI units.
4. Establishment of 7 zonal offices .36 branch offices and 2field offices in the state and
higher delegation of powers to zonal and branch offices to sanction and disburse
loans up to Rs .25 lakh . as a consequences of same, today 95% of loans are
sanctioned at branch offices.
5. Introduction of loan assistance schemes for getting ISO 9000 certification for export
oriented and units proposing export of their products’
6. Commendation from IDBI as one of the best SFC of the country
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KSFC Main Activities / Function:
1 Long term lending
2 Lease financial assistance or hire purchase assistance for acquisition of
machinery equipment and transport vehicles.
3 Merchant Banking.
4 Fund based activities like bill discounting, investment in schemes and
subscription to non-convertible debentures factor services, etc.,
Mission statement:
`KSFC is committed to nature develop and service the SME sector through need
based product and services.
Quality policy:
Karnataka State Financial Corporations endeavors create satisfied customer
through adequate and timely financial assistance and guidance. This shall be achieved
through professional management and team work.
Quality objectives:
1 To provide good quality of service on continuous basis to the satisfaction of
customers.
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2 To extend effective guidance to the entrepreneurs for successful
accomplishment of their business ventures.
3 To motivate and involve everyone organizational growth through
implementations the documented quality management system.
4 To encourage everyone in the organization to upgrade and enhance their skills
and knowledge with appropriate training for improving quality of service to
entrepreneurs.
5 To ensure customer satisfaction through team work and professional
management and
6 To attend specified levels of performance every year and to ensure compliance
with statutory and regulatory requirements.
Types of assistance:
KSFC offers long and medium term financial assistance in the following forms.
1. Loan and advances, with a liberal repayment period (normally not exceeds 8
years) including moratorium.
2. Loans in collaboration with other financial institution.
3. Subscription to share capital of companies promoted by small entrepreneur
(special capital scheme) by way of soft loan. KSFC gives preference to the
projects which are as follows;
a) Promoted by technician entrepreneur
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b) In the small sector
c) Located in growth centers and developing area of the state
d) Promoted by entrepreneur belonging to schedule cast and schedule tribe,
backward class entrepreneurs and other weaker section of society.
e) Projects which having high employment potent ional
f) Capable of utilization of local resources
g) In tune with the declared national priorities.
Purpose of assistance:
The corporation provides assistance for the acquisition of capital assets in the form
of land, building, plant and machinery only, working capital assistance against raw
materials, stock in trade and semi finished products can by had from the commercial and
industrial co-operative banks.
Assistance available:
KSFC extends term loans to new or existing units up to Rs. 240 lakhs for
corporate bodies and registered co-operative societies. Term loans up to maximum of Rs.
90 lakhs are sanctioned to proprietary, partnership and Joint Hindu Family concerns.
KSFC give Term Loan jointly with K S I I D C and commercial banks for projects up to
Rs. 10 crores.
Area of operation:
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Industrial concerns established or to be established in Karnataka are eligible for
assistance from KSFC. An industrial concern incorporated outside the state is also
eligible provided the place of business is in Karnataka and they agree to shift their
registered office to the state of Karnataka.
Network of KSFC:
KSFC has 7 zonal offices spread over the entire state viz, Bangalore Urban, Bangalore
Rural, Mysore, Mangalore, Dharwad, Belgum and Gulbarga. The head office of KSFC is
located at 1/1 Thimmaiah Road, Bangalore-560052.
There are totally 36 branches of KSFC in the entire state. According to business
availability and seeing there should limits, these branches have been categorized into ‘A’
Grade, ‘B’ Grade and field offices. Accordingly, KSFC has at present 7 Zonal Offices
and 16 ‘A’ Grade branches, 18 ‘B’ Grade branches and 4 Field offices.
Working of KSFC:
KSFC has decentralized the system of working. Term Loan up to Rs. 25 lakhs are
sanctioned at the branch office level 7 Loans over Rs. 25 lakhs are processed and
sanctioned at the head office. In ‘B’ Grade branches, Branch Manager can sanction loans
upto Rs. 5 lakhs where as in ‘A’ Grade branches the Branch Manager can sanction loans
up to Rs. 8 lakhs over and above Rs. 25 lakhs the concerned Deputy General manager (or
Zonal Manager) will sanction the loan.
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Management of KSFC:
The management of the KSFC is carried out by the Board of Directors consisted as
per the SFC act 1951, assisted by a Managing Director and Executive committees. The
Chairman is appointed by the state government is not a full time Director. Where as the
Managing Director appointed by the state government is a full time Director.
Composition of the directors:
The Board has 12 Directors out of them 4 Directors are nominated by the state
Government, 1 by the RBI, 2 by the IDBI and 4 as per the SFCs act 1951. Apart from this
the state government in consultation with IDBI and the board appoints the Managing
Director.
About Bijapur KSFC branch:
It started in 1983. The members of employees were 26 and loan sanctioning up to
Rs. 10,000/- for small scale sectors. In the year 2006 the number of employees have been
decreased to 20 members due to introduction of system of computerization and the loan
sanctioning limit also extended up to Rs. 5,00.000/- to an enterpenurers. At present the
KSFC giving more preference to Term Loan Schemes especially to SSC (Soft Seed
Capital) under National Equity Fund Schemes.
Functional departments of KSFC:
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1. Entrepreneur Guidance Cell: It provides guidelines to the prospective
entrepreneurs in setting up the new projects, issues loan application forms to
entrepreneur’s and conducts screening committee meetings.
2. Credit Department: The main functions of the credit departments are apprising
the projects, disbursement of funds and monitoring progress during the
implementation of the project and to keep check on cost overruns and to ensure
that funds are utilized for the purpose intended.
3. Treasury Department: Treasury department is responsible for procurement of
funds from the various sources as and when the need arise.
4. Internal Audit Department: Auditing of books of accounts, verifying title deeds
of properties offered as securities business adhered to follow up for compliance of
observations / recommendations made in report of statutory authority and IDBI’s
inspection report will be verified by this department.
5. Legal Department: This department attends all legal matters affecting the interest
of the corporation.
6. Recovery Department: Recovery of loans sanctioned by the corporation and all
other related functions like rescheduling of loan, effective changes in management
of assisted companies effective take over of defaulting units and insisting recovery
proceedings are the main functions of recovery departments.
7. Business Department and Credit Research Department: This department looks
after the market appraisal of products for which loan applications are received.
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Special report on various industries and products, identification of industries
development, promotional activities, preparation of annual reports, brochures,
leaflets on various scheme and other public materials, advertisements, printing and
publication of bimonthly KSFC news bulletin.
8. Personal Department: This department is in charge of recruiting, promotion, job
rotation, transfers, employee discipline, welfare and industrial relation and
payrolls. In additions the department has a HRD cell, which carries out training
and development activities apart from carrying out performance appraisal and
manpower planning.
9. Hire Purchase and Financial Service Department: This department is in charge
of hire purchase and financial services provided by KSFC.
10. Management Information System Department: This department is solely
responsible for providing up to date information of all the branches, all the
departments etc., required by the management.
11. Information Technology Department: This department was formed to
computerize all the records and documents of KSFC. With large scale
computerization the corporation aims to function as a paperless office.
12. Public Grievance: This department is formed to solve the problems of KSFC
customers. These receives complaints from the customers and effectively sorts out.
Employee grievance redressed committee has also been constituted.
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13. Sick Units Monitoring Department: The department which has been formed for
rehabilitation of potentially viable sick units conducts in-depth study regarding
cases referred and assess the eligibility for rehabilitation assistance
14. Asset Reconstruction Department: The asset Reconstruction department at the
head office is formed to review the chronic Sec. 29 cases, DC cases and suit field
cases. This department verifies all the cases under review and occupies defaulting
units and takes steps to recover the loan by selling the units.
15. Women Entrepreneur Guidelines Cell: This department is started to encourage
women entrepreneurs to establish the industries by providing them necessary
guidelines.
16. Account Department: This department is formed to maintain accounts of the
office
Karnataka State Financial Corporation citizen’s charter:
The Corporation aims at customer satisfaction through Professional Management
and Team Work.
1. The corporation offers:
• Financial assistance for acquiring fixed assets like land, building, plant &
Machinery and other miscellaneous assets.
• Sanction of Term Loans to new Tiny, Small and Medium enterprises and Services
Sector.
• Sanction of Term Loans to existing industrial concerns and services sector units
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For expansion / modernization / diversification.
• Sanction of Working Capital Term Loans to meet working capital requirements of
industrial / service enterprises under special schemes.
• Operating of Foreign Letter of Credit for import of capital goods.
• Rental Discounting and other fee based services.
• Provides insurance coverage for assets and other non life insurance products.
• Accepts Fixed Deposits for a term of one year and above.
2. Financial assistance - limits of accommodation:
I. Proprietary / partnership Rs.200.00 lakh
II. Corporate bodies (both private & public limited), registered
Co-operative societies Rs.500.00 lakh
• In respect of existing units operating successfully, maximum limit can be
Extended upto Rs.800.00 lakh for category (I) and Rs.2000.00 lakh for category
• In respect of category (II) the financial assistance can be sanctioned provided the
Paid up capital and free reserves do not exceed Rs.2000.00 lakh.
• If the requirements of the funds for a project are substantial and cannot be extended by
the Corporation alone, then the requirement of loan of such projects can be met in
consortium with other financial institutions.
• Minimum loan size is Rs.5.00 lakh.
3. Activities financed by the corporation:
1. General Loans for setting up new tiny, small and medium scale enterprises and
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Service sector units.
2. Hotels / Restaurants.
3. Tourism related facilities (Amusement parks, Convention centers, Restaurants,
Travel & Transport, Tourist service agencies, Mobile canteen / catering).
4. Hospitals / Nursing Homes.
5. Acquiring Electro Medical Equipment, setting up of Medical Stores.
6. Transport Loans (SRTOs & acquisition of private vehicles).
7. Industrial Estates, IT Parks, ready built office space, Training Institutions,
Godowns and Warehouses.
8. Group Housing Sector.
9. Construction and purchase of commercial complex.
10. Development / maintenance and construction of roads.
11. Qualified Professionals (Management, Accounting, Medical Professionals,
Architects & Engineers, Veterinary clinics).
12. Rehabilitation of sick units.
4. Area of operation:
The Corporation extends financial assistance for an enterprise in the State of
Karnataka With its network of 29 branches covering all the districts of the State.
5. Application forms for loan:
Loan application forms are issued after the proposal is cleared in the Project
Clearance Committee (PCC) meeting. For loans proposals upto Rs.50.00 lakh Branch
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Offices will issue the application forms. For the loans proposals above Rs.50.00 lakh,
loan applications are issued at Head Office
6. Time frame for processing sanctions:
New loans up to Rs.35.00 lakh 21 days Branch office
New loans up to Rs.60.00 lakh 30 days Branch office
New loans up to Rs.75.00 lakh 45 days Branch office
New loans up to Rs.500.00 lakh 60 days Head Offices
7. a) Primary security:
The primary security for loan will be the assets financed i.e., land, building &
machinery .If working capital loan is provided, the inventories in the form of raw-
materials, work in process, finished goods besides bills & book debts are to be pledged /
hypothecated.
b) Collateral security:
All loans are to be backed by collaterals in the form of commercial or residential
Properties located in the State of Karnataka or Fixed Deposits or NSC Residential
Properties of third parties as collateral are discouraged. Assets free of encumbrance
charged to the Corporation will be further charged. In case of corporate loan, in the
absence of adequate security in the form of primary assets, collateral security to the
extent of 100% of the loan amount is insisted in respect of existing units assisted by the
Corporation and in respect of other units collateral security will be 150% of the loan
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amount. Note: The primary & collateral are to be by way of simple mortgage at
jurisdictional SRO.
8. Disbursement of loan:
Loans are disbursed after the promoter brings in stipulated equity / contribution
from his side as stipulated in the terms of sanction & after properties are mortgaged /
hypothecated as per terms of loan & guarantee deeds executed. The extent of
disbursement will be in proportion to the investment made on land, building &
machinery. The release towards machinery will be either after issuing a commitment
letter to machinery supplier & after inspecting machinery & factory site of entrepreneur.
Up-front fee is payable at 0.5% of loan + applicable service tax, before disbursement.
9. Loan repayment:
The loans are normally repayable in 5 to 7 years with a moratorium of 1 to 2 years
depending on DSCR. The repayment will be in monthly / quarterly installments.
10. Public grievance redressal:
To redress the grievances of the entrepreneurs, Public Grievance Readdressal
Committees have been set up under the chairmanship of Executive Directors. All
grievances will be heard in 30 days. Acknowledgments however, will be given within 7
days of receipt of the grievance.
11. Helpline:
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The Corporation has brought out 'Products & Services' brochure. The brochure
gives details of the activities of KSFC, financial services available, various schemes of
the Corporation and procedures for availing the financial assistance. For further
information
12. Welcomes suggestions:
The Corporation welcomes suggestions from the customer / stakeholders / public
and the same can be sent directly to the Managing Director, at email address
Procedure for Availing Loan Assistance from KSFC:
The Entrepreneurs requiring the financial assistance have to the following
procedures.
a. Call on assistance general manager (E.G) cell, KSFC, HOD or the branch
manager and discuss about their project. The entrepreneurs are require to carry
with them a brief project report, details on proposed for the unit extent for term
loan required etc., at the time of visit.
b. The entrepreneurs are required to attend screening committee on advice from
EG department or branch manager at the head office or branch office as the
case may be to get prima-face clearance for their project and to obtain the loan
application forms and check list.
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c. The filled in loan application forms have to be submitted in triplicate along
with enclosures as per checklist and handed over to AGM (EG) at head office
or branch manager as the case may be and to obtain acknowledgement the
entrepreneurs are required to pay loan application processing fee by cash or
D.D. and obtain receipt as per schedule given below.
Application processing fee:
Loan Amount Fee
Up to Rs. 10,000/- Nil
1/4
Between Rs. 40,000 to 2, 00,000/- % of Loan
1
Above Rs. 2, 00,000/- /2% of Loan
Sanction limit of loans
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Limits of Assistance
Category Maximum loan
Proprietary Concerns /Partnership Rs. 200.00 lakh
Firms
Private And Public Limited Companies Rs. 500.00 lakh
And Co-Operative Societies
Debt Equity Ratio
For Loans Up To Rs. 10.00 Lakh 3:1
For Loans Above Rs. 10.00 Lakh 2:1
RSR Scheme Flexible
Modernization Scheme (Overall) 2:1
Promoters’ Contribution
Particulars Minimum percentage on Project Cost
Backward District /Regions 20%
Non- Backward District Regions 22.5%
RSR Flexible
DG Set Loan 10%
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Interest rates on loans
Revised
Interest Rates (%)
Sl No Category of Borrowers/Loans Gross Rebate Net
1 Term loans above Rs.50,000/ and up 15.0 1.5 13.5
to Rs.2,00,000/-
All Term Loans (including WCT
2 15.5 1.5 14.0
L) over Rs.2,00,000/- other than loans
indicated at Sl.No. 3 & 4
3 Commercial Complexes, Construction 15.5 1.0 14.5
activities like Residential Apartments,
Shopping Complexes etc., Corporate
loans, AMARA scheme, Bridge loans ,
Finance to Existing Assets,
Entertainment Industry( including Films)
etc
4 Privileged Entrepreneurs Scheme 14.5 - 14.5
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CHAPTER-III
METHODOLAGY
This study is analytical study, which is primarily based on the secondary data. The
primary data was also used for this study.
1. The data required for the purpose of this study is of two types:
1) Primary data
2) Secondary data
Data collection
Primary data:
The required primary data was collected orally from the concerned officers of
Karnataka State Finance Corporation Bijapur Branch through interaction.
Secondary data:
The secondary data was obtained from the annual reports of the corporation for the
period between 2001-2002 and 2006-2007.
Data presentation:
The data collected have been presented in the form of tables and graphs.
Data analysis and interpretation:
The data collected are used to calculate working capital by applying the following
formula
Working capital = Current Assets – Current Liabilities
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The data have analyzed with the help of trend rations 2001-02 is considered be base year
whose value is equal to 100.then. The values for subsequent years i.e.2001-02 to
2006-07 are calculated and compared with the base year value on year to year basis.
The overall increase/decrease in the values of working capital during the study period
has been calculated for each item of deposits by applying the following formula.
Overall increase/decrease in value = Sixth year value (2006-07) X100
Base year value (2001-02)
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2. Scope of the study:
The study brings out the pattern of working capital in Karnataka State Finance
Corporation. This study also covers the working capital management in the
corporation.
3. Objectives of the study:
The following are the objectives set for the present study.
3. To understand the behavior and culture of the organization.
4. To study the different components of working capital of the corporation. and.
5. To study the working capital management.
4. Limitations of the Study:
3. The study focuses on working capital management.
4. The period covered in the present study is 6 years i.e., from 2001-2002 to 2006-
2007.
5. The suggestions and conclusion made are based on the data collected. And
analyzed.
CHAPTER-IV
THEORETICAL FRAME WORK: AN INTRODUCTION
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The most profitable function of an organization is to make the working capital.
Sanctioning credit to customers and others out of current assets and current liabilities
at its disposal is one of the principal services of an organization.
It is the Current assets and current liabilities, which bring most of the earnings
for an organization and establish valuable ties with the community. An effective
Current assets and Current liabilities policy provides funds to the vital sectors of the
economy in appropriate amounts and appropriate time, and there by promoter
economic development.
Working capital
Meaning:
Working capital management can be defined as that aspect of financial
management which is concerned with the safeguarding and controlling of the firms
current assets, and planning for sufficient funds to pay current bills.
Working capital management is concerned with all decisions and acts that
influence the size and effectiveness of working capital. The goal of working capital
management is to manage each of the firm’s current assets and current liabilities in such a
way that an acceptable level of networking capital is maintained.
The important aspects of working capital are:
a) Determining the requirements of working capital
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b) Financing the requirements and
c) Efficient utilization of requirement of working capital
Working capital management involves taking decisions regarding:
i. The need to invest funds in current assets
ii. The amount of funds to be invested in each type of current assets and their relative
proportion.
iii. The proportion of long term and short term funds to finance the current assets and
iv. To finance these current assets through appropriate sources of funds.
The term working capital management means managing the firm’s current
assets and current liabilities in such a way that, it will help to reach the organizational
goals.
Current assets: It’s refer to those refer to those assets which in the ordinary
course of business can be, converted into cash within one year without undergoing a
diminution in value and without disrupting the operations of the firm. The major
current assets are cash, marketing securities, accounts receivable and inventory.
Current liabilities: These are those which are intended, at their inception to be
paid in the ordinary course of business, within a year, out of the current assets or
earnings of the concern. The basic current liabilities are accounts payable, bills
payable, bank overdraft and outstanding expenses.
The interaction between current assets and current liabilities is the main them
of the working capital management. Because if the firm cannot maintain a satisfactory
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level of working capital, it is likely to because insolvent and may even be forced into
bankruptcy. The current assets should be managed efficiently in order to maintain the
liquidity of the firm.
Concepts of Working Capital Management
1. Gross working capital :
The term gross working capital refers to the firm’s investment in
current assets. This includes cash, short term securities, debtors (accounts
receivable book debts bills receivable and stock (inventory).
2. Net working capital :
The term net working capital refers to the difference between current assets
and current liabilities.
A positive net working capital will arise when assets exceeds current
liabilities and a negative working capital will occurs when liabilities are in excess of
current assets.
Net working capital is a qualitative concept. It indicates the liquidity
position of the firm and suggests the extent to which working capital needs may be
financed by permanent sources of funds.
Need for working capital:
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The need for working capital to run the day to day business activities be over
emphasized.
Every firm should aim at maximizing the wealth of its shareholders. In this
case a firm should earn sufficient return from its operations. Earning a steady amount
of profit requires successful sales do not convert into cash instantaneously.
Working Capital Categorized into:
1. Fixed or permanent working capital:
The need for current assets arises because of the operating cycle. Operating cycle
is a continues process and, therefore the need for current asset is felt constantly. There
is always a minimum level of current asset, which is continuously required by the firm
to carry on its business operations. This minimum level of current asset is referred to
as permanent or fixed working capital.
2. Fluctuating or temporary working capital:
The changes in production and sale, leads change in working capital.
For example: Extra inventory of finished goods will have to be maintained to support
the peak periods. On the hand investment in raw material work in progress and
finished goods will fall if the market is slack.
The extra working capital needed to support the changing production and sales
activities called fluctuating or temporary working capital.
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Permanent and temporary working capitals are necessary to facilitate
production and sale through the operating cycle, but temporary working capital is
created by the firm to meet liquidity requirements.
The permanent working capital line need not be horizontal if the firm’s
requirement for permanent capital is decreasing over a period.
Objectives of working capital management:
i. To ensure adequate liquidity of a firm
ii. To minimize the risk and
iii. The contribution to the maximization of firm’s value.
Principles of working capital management:
i. Principles of risk assumption.
ii. Net worth position.
iii. Maturity of payment and
iv. Cost of capital.
Importance of working capital management
0 Adequate working capital creates certainty, security and confidence in the minds
of the persons in the management as well as in the minds of creditors and workers.
1 It creates a good credit standing for the firm because credit standing depends upon
the ability to pay promptly. A Company with adequate working capital is always able to
meet current liabilities.
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2 It ensures solvency and stability of the enterprises It also ensures continuity in
production and sales. It enables the company to take advantage of cash discount offered
by the suppliers of raw materials or merchandise. It enhances the prestige of the company
and moral of its workers because a company with adequate working capital is always able
to pay wages and salaries promptly and regularly.
3 It enables the company to procure loans from banks on easy and competitive
terms. In times of boom, it enables the company to meet increasing demands for its
products. In times of depression the company to overcome the crisis successfully. It
enables the company to hold carry on its business successfully and active continued
progress and prospective. It enables the company to carry on its business successfully and
active continued progress and prosperity.
Determinants of working capital:
1. Nature of business:
The working capital requirements of an enterprise are basically related to
the conduct of business. Enterprises fall into some broad categories depending on
the nature of their business. Public utilities have two features which have a bearing
on working capital needs are,
i. The cash nature of business i.e. cash sale and
ii. Sale of services rather than commodities.
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In case of trading and financial enterprises, they have to maintain a
sufficient amount of cash, book debts and inventories. They have to invest the large
amount in working capital.
The manufacturing concerns require fairly large amounts of working
capital through it varies from industry to industry depending on their asset structure.
The proportion of current assets to total assets measures the relative requirement of
working capital of various industries the relative requirements of working capital of
various industries.
1. Production cycle:
This is another factor which has a bearing on the quantum of working
capital. The term production or manufacturing cycle refers to the time involved in the
manufacturing of goods. It covers the time span between the procurement of raw
materials and the completion of the manufacturing process leading to the production
of finished goods.
There is some time gap before raw materials become finished goods. To
sustain such activities the need for working capital is obvious.
The longer the time spans (i.e. the production cycle), the larger will be the
tide up funds and, therefore the larger is the working capital needed and vice versa.
2. Business cycle:
The working capital requirements are also determined by the nature of the
business cycle. Business fluctuations lead to cyclical and seasonal changes, which, in
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turn, cause a shift in the working capital position. The variations in business
conditions may be in two directions:
1. Upward phase when boom conditions prevail, and
2. Downswing phase when economic activity is marked by a decline.
3. Production policy:
The quantum of working capital is also determined by production policy. The
demand for products is seasonal, i.e. they are purchased during certain months of the
year. There are two opinions for production policy to enterprises, either they confine
their production only to periods when goods are purchases or they follow a steady
production policy throughout the year and produce goods at a level to meet the peak
demand. During the slack season the firms have to maintain their working force and
physical facilities without adequate production and sale. When the peak period
arrives, the firms have to operate at full capacity to meet the demand.
Thus serious difficulties will be encountered in trying to match production to
the ebb and flow of the seasonal demand pattern. The better alternative is large
accumulation of finished goods (inventories) during the off-season and their abrupt
sale during the peak season. The progressive accumulation of stock naturally requires
an increasing amount of working capital, which remains tied up for some months.
Working capital planning has to incorporate this pattern of requirement of funds
when production and seasonal sales are steady. Production policies have to be
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formulated on the basis of individual setting of each enterprise and the magnitude and
dimension of the working capital problems will accordingly vary.
4. Credit Policy:
The credit policy relating to sales and purchases also affects the working capital.
The credit policy influences the requirement of working capital in two ways,
(i) Through credit terms granted by the firm to its customers/buyers of goods
(ii) Credit terms available to the from its credits.
The credit terms granted to customers have a bearing on the supplies of
goods (trade creditors), the need for working capital is less. The working capital
requirements of the business are affected by the terms of purchase and sale, and the
role given to credit by a company in it’s dealing with creditors and debtors.
If there is a keen competition then there is a wide scope for managerial
discretion in working out a suitable credit policy relevant to each customer based on
the merits of each case. Liberal credit facilities can be extended on the basis of credit
rating. This will avoid the problem of having excess working capital. Adoption of
rationalized credit facilities can be significant factor in determining the working
capital needs of an enterprise. To win and retain customers, it may be forced, among
other things, to offer generics credit terms to them.
The investment in book debits will consequently be of a higher order,
necessitating large working capital. To be able to enjoy consumer patronage on a
continuous basis, a firm will have to offer a variety of products quite unlike a firm
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which has a hold on the market, hence does not need special efforts to satisfy
customer requirements. The consequence of a higher level of inventories would be an
additional need for working capital. The degree of competition is, therefore an
important factor influencing working capital requirements.
5. Growth and expansion:
As a company grows, the amount of working capital requirements also
grows. It is difficult to determine precisely the relationship between the growth in the
volume of business of a company and the increase in its working capital. The
composition of working capital in a growing company also shifts with economic
circumstances and corporate practices other thing being equal, growth industries
require more working capital than those that are static. The need for increased
working capital funds does not follow the growth in business activities but precedes it.
Advance planning of working capital is, therefore a continuing
Necessity for growing concern.
6. Availability of raw material:
The availability of certain raw material on a continues basis without
interruption would sometimes effects the requirements of working capital. There may
be some materials, which cannot be procured easily either because of their sources,
are few or they are irregular. To sustain smooth production, therefore, the firm might
be compaelled.To purchase and stock them for in access of genuine production needs.
This will result in an excusive inventory of such materials. The procurement of some
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essential raw materials is difficult because of their sporadic supply. This happens very
often with raw materials, which are in short supply, and are controlled to ensure
equitable distribution. The element of uncertainly would lead to relatively high level
of working capital. Some raw materials may be available only during certain seasons.
They would have to be necessarily obtained, when available, to provide for a period
when supplies are lean. This will cause seasonal fluctuations in working capital
requirements.
7. Profit level:
The level of profits earned differs from organization to organization. The
nature of the product, hold on the market, quality of management and monopoly
power would by and large determine the profit earned by a firm. It can generalized
that, a firm dealing in a quality product, have a good marketing arrangements and
enjoying monopoly power in the market, is likely to earn high profits and vice versa.
High profit margin would improve the prospects of generating more internal
funds thereby contributing to the working capital pool. The net profit is a source of
working to the extent that is has been earned in cash.
The cash profit can be found by adjusting non-cash such as depreciation,
outstanding expenses and losses written off, in the net profit but in practice the net
cash inflows from operations cannot be considered as cash available for use at the end
of cash cycle. As companies operations in progress, cash is used for augmenting
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stock, book debts and inflows on a day-to-day, basis assume importance because steps
can then be taken to deal with surplus and defect cash.
8. Level of taxes:
The first appropriation out of profits is payment or provision for tax. The
amount of taxes to be paid is determined by the prevailing tax regulations. The
management has in this respect. Very often, taxes have to be paid in advance on the
basis of the preceding year. Tax liability is, in a sense, short-term liability payable in
cash. An adequate provision for tax payment is, therefore an important aspect of
working capital planning. If tax liability increases, it leads to an increase in the
requirement of working capital and vice versa. Management has to discretion in regard
to the payment to taxes; in some cases non-payment may invite penal action there is,
however wide scope to reduce the tax liability through proper tax planning.
The service of tax experts can be availed of to take advantage of the various
concession and incentives through avoidance as opposed to evasion of taxes. Tax
planning can, therefore, be said to be an integral part of working capital planning.
9. Dividend policy:
Appropriation of profits, which has a bearing on working capital, is dividend
payment. The payment of dividend consumes cash resource and thereby, affects
working capital to that extent. In another case if the firm does not pay dividend but
retains the profits working capital increases. So it is important for the firm to decide
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whether profit is to be distributed or retained while calculate or planning for working
capital.
There are wide variations in industry practices as regards the relationship
between working capital requirements and divided payment. In some cases shortage of
working capital has been a powerful reason for reducing or even skipping dividends in
cash. When dividend payments are continued in spite of inadequate earning in a
particular year because of sound liquidity. Sometimes, the dilemma is resolved by the
payment of bonus shares. This enables the payment of dividend without draining away
the cash resources and, thus without reducing working capital. Dividend policy is thus,
a significant element in determining the level of working capital in an organization.
10. Depreciation policy:
Depreciation policy also exerts an influence on the quantum of working capital.
Depreciation changes do not involve any cash outflows. The effect of depreciation
policy on working capital is, therefore indirect. Depreciation affects the tax liability
and retention of depreciation also means lower disposable profits and, therefore, a
smaller dividend payment thus, more profits. Higher depreciation also means lower
disposable profits, and therefore a smaller dividend payment thus cash is preserved. In
the second case the method of depreciation has important financial implications. If
current capital provision is strengthened and there may be no need for short-term
borrowing.
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If the current capital expenditure exceeds the depreciation provision, either
outside borrowing will have to be resorted to or a restriction on dividend payment
coupled with retention of profits will have to be adopted to prevent the working capital
position from being adversely affected. It is in these ways that depreciation policy is
relevant to the planning to working capital.
11. Price level changes:
Changes in the price level also affect the requirements of working capital. Rising
prices necessitate the use of more funds for maintaining an existing level of activity.
For the same level of current assets, higher amount of working capital.
The price rise does not have a uniform effect on all commodities. Some firms
may not be affected at all. The implications of changing price levels on working
capital operations, its operations; it’s standing in the market and other relevant
considerations.
12. Operating efficiency:
The operating efficiency of the management is also an important determine of
the level working capital position through operating efficiency. Management cannot
control the rise in prices; it can ensure the efficient utilization of resources by
eliminating waste, improving coordination and a fuller utilization of existing
resources. Efficiency of operations and a fuller utilization existing resources. By
eliminating waste, improving co-ordination of resources the pace of cash cycle and
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improve s the working capital turnover. It releases the pressure on working capital by
improving profitability and improving the internal generation of funds.
The level of working capital is determined by a wide variety of factors which are
partly internal to the firm and party external (environmental) to it. Effective working
capital management requires effective planning and a constant review of the needs for
an appropriate working capital strategy.
Estimation of working capital requirements:
1. Expenses on raw materials, labors and overhead.
2. Length of time the raw materials to be held in stock.
3. Length of time the raw materials remain in manufacturing process in semi
finished form.
4. Length of time, finished goods are held in go down waiting sales.
5. Credit period granted to the sundry debtors.
6. Credit period granted by the sundry creditors and
7. Time gap in the payment of wages, salaries and other operating expenses.
Operating cycle:
Operating cycle is time duration required to convert sales, after the conversion of
resources into inventories into cash. Investment in current assets such as inventories
and debtors is realized during the firm’s operating cycle which is usually less than a
year.
Figure-1
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Operating cycle of manufacturing company
Sale of product Finished goods
Sundry debtors working in progress
Bills received
Cash Raw materials
Figure-2
Operating cycle of non-manufacturing company
Cash
Sundry debtors Stock of finished goods
Bills receivable
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Sales
Balanced working capital:
The firm should maintain a sound working capital position. It should have
adequate working capital to run its operations. Both excessive as well as inadequate
working capital positions are dangerous for the firm. Excessive working capital means
idle funds which earn no profits for firm.
Inadequate working capital not only impairs the firm’s profitability but also
results in production interruptions and infancies.
Formula of Working Capital:
Working Capital = Current Assets – Current Liabilities
CHAPTER –V
ANALYSIS AND INTERPRETATION
This chapter analyses the working capital which is the part of financial analysis.
The working capital is calculated for a period of six years i.e., 2001-02 to 2006-07. They
are presented in the form of tables and graphs. This is divided into three sections.
Section-I presents the analysis and interpretation of over all current assets and current
liabilities. Section-II presents the analysis interpretation of individual items of current
assets while section-III presents the analysis and interpretation on of individual items of
current liabilities.
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The following current assets and current liabilities:
A. Current Assets:
1. Seed Capital Assistance
2. Deposits With Banks
3. Subsidy Bonds Sinking Fund Deposits
4. Advances to Staff
5. Deposits and Other Advances
6. Other Assets
7. Advances to Suppliers
8. Hire Purchase Installment Due
9. Assets Acquired in satisfaction of Loans and
10. Dividend Deficit Account.
B. Current Liabilities
1. Amount Receivable from Gok
2. Earnest Money Deposits
3. Sundry Deposits
4. Dividend Subvention from Gok
5. Seed Capital Assistance
6. Other Liabilities
7. Sundry Liabilities and
8. Margin Money Assistance.
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Section-I
1. Current assets and current liabilities 2001-02, the following information is relating
to different current assets and current liabilities during the year 2001-02 presented in
table-1
Table-1
Current Assets 2001-02
(Rs,in lakhs)
Sl. No Particulars Amount Percentage
1 Seed capital assistance 4649.2 25.09
2 Deposits with banks 1000 5.40
3 Subsidy bonds sinking fund deposit 7141.82 38.54
4 Advances to staff 2878.89 15.54
5 Deposits and other advances 445.38 2.40
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6 Other assets 5.73 0.03
7 Advances to suppliers 1004.12 5.42
8 Hire purchase installment due 779.69 4.21
9 Assets acquired in satisfaction of loans 0 0.00
10 Dividend deficit account 624.1 3.37
Total 18528.93 100.00
Table -1 A
Current Liabilities 2001-02
(Rs, in lakh)
Sl. No Particulars Amount Percentage
1 Unclaimed dividends 0.36 0.00
2 Earnest money deposit 5.31 0.03
3 Sundry deposits 1643.44 9.05
4 Dividend subvention from GoK 958.88 5.28
5 Seed capital assistance 4672.39 25.72
6 Other liabilities 284.52 1.57
7 Sundry liabilities 9016.35 49.63
8 Margin money assistance 1586.19 8.73
Total 18167.44 100.00
Working Capital = Current assets – Current liabilities
= Rs. 18528.93- Rs. 18167.44
= Rs 316.49 lakhs
Information relating to various current assets and current liabilities included in the year
2001-02
Graph-1
Current Assets 2001-02
Seed capital as sistance
0.00 3.37 Depossits w ith banks
5.42 4.21 25.09 Susidy bonds sinking f und depos it
0.03
A dv ances to s taf f
2.40
Deposits and other adv aces
15.54
Other ass ets
5.40
A dv ances to s uppliers
Hire purchas e ins tallment due
A ss ets ac quired in satis f action of
38.54 loans
Dividend def icit acc ount
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Graph 1A
Current liabilities 2001-02
0.00
0.03 unclaimed dividends
8.73 9.05
Earnest money deposit
5.28
Sundry deposits
dividend subvention f rom gok
Seed capital assistance
49.63 Other liabilities
25.72
Sundry liabilities
1.57 Margin money assistance
Table-1 reveals that in the overall composition of current assets, subsidy bonds
sinking fund deposits are the highest (38.54%) where as the other assets are the least
(0.03%).
Table 1 A show that in the overall current liabilities the sundry liabilities are the
highest (49.63) where as the earnest money deposits are the least (0.03%)
2. Current assets and current liabilities 2002-03, the following information is relating
to different current assets and current liabilities during the year 2002-03 presented in
table-2
Table-2
Current Assets -2002-03
(Rs,in lakh)
Sl.no Particulars Amount Percentage
1 Seed capital assistance 5663.48 41.75
2 Deposits with banks 310.01 2.29
3 Subsidy bonds sinking fund deposit 2778 20.48
4 Advances to staff 1731.9 12.77
5 Deposits and other advances 518.7 3.82
6 Other assets 7.72 0.06
7 Advances to suppliers 926.74 6.83
8 Hire purchase installment due 853.12 6.29
9 Assets acquired in satisfaction of loans 2.76 0.02
10 Dividend deficit account 773.23 5.70
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Total 13565.66 100.00
Table-2A
Current liabilities-2002-03
(Rs, in lakh)
Sl.no Particulars Amount Percentage
1 Unclaimed dividends 0.36 0.00
2 Earnest money deposit 5.36 0.03
3 Sundry deposits 1304.38 8.01
4 Dividend subvention from gok 1596.88 9.81
5 Seed capital assistance 5553.94 34.12
6 Other liabilities 278.75 1.71
7 Sundry liabilities 6085.92 37.39
8 Margin money assistance 1451.33 8.92
Total 16276.92 100.00
Working Capital = Current assets – Current liabilities
= Rs. 13565.66- Rs. 16276.92
= Rs - 2711.26. lakhs.
Information relating to various current assets and current liabilities included in the year
2002-03
Graph-2
Current Assets-2002-03
Seed capital assistance
0.02
Depossits w ith banks
6.29 5.70
Susidy bonds sinking f und deposit
6.83 41.75
0.06 A dv anc es to staf f
3.82 Deposits and other advaces
Other ass ets
12.77 A dv anc es to suppliers
Hire purchase installment due
2.29 A ss ets acquired in satisf action of
20.48
loans
Dividend def icit account
Graph-2A
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Current Liabilities 2002-03
unclaimed dividends
0 .03
Earnest money deposit
8 .92 0 .00 8.0 1
9 .81 Sundry deposits
dividend subvention f rom gok
Seed capital assistance
37.3 9
3 4.12 Other liabilities
Sundry liabilities
1.71
Margin money assistance
Table-2 inferred that in the composition of overall current assets, seed capital
assistance are the highest (41.47%) wheras the assets acquired in satisfaction of loans are
the least (0.02%).
Table-2A shows that in the composition of overall current liabilities, sundry
liabilities are the highest (37.39%) wheras the earnest money deposits are the least
(0.03%).
3 .Current assets and current liabilities 2003-04, the following information is relating
to different current assets and current liabilities during the year 2003-04 presented in
table-3
Table-3
Current Assets 2003-04
(Rs in lakh)
Sl no Particulars Amount Percentage
1 Seed capital assistance 6475.86 50.24
2 Deposits with banks 1450 11.25
3 Advances to staff 3459.23 26.84
4 Deposits and other advances 243.48 1.89
5 Other assets 11.77 0.09
6 Advances to suppliers 365 2.83
7 Assets acquired in satisfaction of loans 1.23 0.01
8 Dividend deficit account 773.22 6.00
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9 Amount receivable from gok 109.71 0.85
Total 12889.5 100.00
Table-3A
Current Liabilities 2003-04
(Rs in lakh)
Sl.no Particulars Amount Percentage
1 Unclaimed dividends 0.36 0.00
2 Earnest money deposit 5.36 0.05
3 Sundry deposits 903.41 8.18
4 Dividend subvention from gok 1596.88 14.47
5 Seed capital assistance 6025.92 54.59
6 Other liabilities 306.4 2.78
7 Sundry liabilities 843.79 7.64
8 Margin money assistance 1357.39 12.30
Total 11039.51 100.00
Working Capital = Current assets – Current liabilities
= Rs 12889.50- Rs 11039.51.
= Rs 1849.99 lakhs
Information relating to various current assets and current liabilities included in the year
2003-04
Graph-3
Current Assets 2003-04
Seed capital assistance
0.01
2.83 Depossits w ith banks
6.00
0.09 0.85 A dvances to staf f
1.89 Deposits and other adv aces
Other ass ets
50.24 A dvances to suppliers
26.84
A ssets acquired in satis f action
of loans
Dividend def icit acc ount
11.25 A mount receivablr f rom gok
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Graph-3A
Current liabilities 2003-04
unclaimed dividends
0.00
Earnest money deposit
12. 30 0.05
8.18 Sundry deposits
7. 64
div idend subvention f rom gok
14. 47
Seed capital assistance
2.78
Other liabilities
Sundry liabilities
54. 59 Margin money assistance
Table-3 shows that in the composition of overall current assets, seed capital
assistance are the highest (50.247%) wheras the assets acquired in satisfaction of loans
are the least (0.01%).
Table-3A shows that in the composition of overall current liabilities, seed capital
assistance are the highest (54.59%) wheras the earnest money deposits are the least
(0.05%).
4. Current assets and current liabilities 2004-05, the following information is relating
to different current assets and current liabilities during the year 2004-05 presented in
table-4
Table-4
Current Assets 2004-05
(Rs in lakh)
Sl.No Particulars Amount Percentage
1 Seed capital assistance 6835.57 61.54
2 Deposits with banks 950 8.55
3 Advances to staff 1114.44 10.03
4 Deposits and other advances 173.45 1.56
5 Other assets 11.3 0.10
6 Advances to suppliers 0.93 0.01
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7 Assets acquired in satisfaction of loans 20.26 0.18
8 Dividend deficit account 773.22 6.96
9 Amount receivable from gok 1228.57 11.06
Total 11107.74 100.00
Table-4A
Current liabilities 2004-05
(Rs in lakh)
Sl.no Particulars Amount Percentage
1 Unclaimed dividends 0.36 0.00
2 Earnest money deposit 5 0.03
3 Sundry deposits 7357.52 39.95
4 Dividend subvention from gok 1596.88 8.67
5 Seed capital assistance 6778.87 36.81
6 Other liabilities 149.27 0.81
7 Sundry liabilities 1243.26 6.75
8 Margin money assistance 1289.99 7.00
Total 18416.15 100.00
Working Capital = Current assets – Current liabilities
= Rs 11107.74-Rs 18416.15
= Rs -7308.41 lakhs.
Information relating to various current assets and current liabilities included in the year
2004-05
Graph-4
Current assets 2004-05
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Seed capital assistance
0.01 6.96 1 .06
1
Depossits w ith banks
0.18
0.10
Advances to staf f
1.56 Deposits and other
advaces
10.03 Other assets
Advances to suppliers
8.55
61.54 Assets acquired in
satisf action of loans
Dividend def icit account
Amount receivablr f rom
gok
Graph-4A
Current liabilities-2004-05
0.03 unclaimed dividends
7.00 0.00
6.75 Earnest money deposit
0.81 Sundry deposits
39.95
dividend subvention f rom gok
Seed capital assistance
Other liabilities
36.81 Sundry liabilities
8.67 Margin money assistance
Table-4 reveals that in the composition of overall current assets, seed capital
assistance are the highest (61.54%) wheras the advances to suppliers are the least
(0.01%). Table-4A shows that in the composition of overall current liabilities, sundry
deposits are the highest (39.95%) wheras the earnest money deposits are the least
(0.03%).
5. Current assets and current liabilities 2005-06, the following information is relating
to different current assets and current liabilities during the year 2005-06 presented in
table-5
Table-5
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54. ON THE WORKING CAPITAL MANAGEMENT IN KARNATAKA STATE
FINANCE CORPORATION
Current Assets 2005-06
(Rs, in lakh)
Sl.no Particulars Amount Percentage
1 Seed capital assistance 1820.26 7.92
2 Deposits with banks 16500 71.83
3 Advances to staff 3112.65 13.55
4 Deposits and other advances 243 1.06
5 Other assets 3.84 0.02
6 Advances to suppliers 0.93 0.00
7 Assets acquired in satisfaction of loans 18.7 0.08
8 Amount receivable from gok 35.08 0.15
9 Assets acquired in satisfaction of loans 988.64 4.30
10 Dividend deficit account 247.05 1.08
Total 22970.15 100.00
Table-5A
Current liabilities-2005-06
(Rs, in lakh)
Sl.no Particulars Amount Percentage
1 Unclaimed dividends 0.36 0.00
2 Earnest money deposit 5 0.04
3 Sundry deposits 8336.35 68.67
4 Dividend subvention from gok 1596.88 13.15
5 Other liabilities 150.2 1.24
6 Sundry liabilities 2039.66 16.80
7 Margin money assistance 11.86 0.10
Total 12140.31 100.00
Working Capital = Current assets – Current liabilities
= Rs 22970.15- Rs 12140.31
= Rs 10829.84 lakhs.
Information relating to various current assets and current liabilities included in the year
2005-06.
Graph-5
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55. ON THE WORKING CAPITAL MANAGEMENT IN KARNATAKA STATE
FINANCE CORPORATION
Current Assets-2005-06
0.08 0.00 4.30 Seed capit al assist ance
1.08
0.02 Depossit s wit h banks
0.15 7.92
Advances t o st aff
1 .06
Deposit s and ot her advaces
13.55
Ot her asset s
Advances t o suppliers
Asset s acquired in
sat isfact ion of loans
Amount receivable from gok
Asset s acquired in
71.83
sat isfact ion of loans
Dividen d deficit account
Graph-5A
Current Liabilities-2005-06
0.10
Earnest money deposit
16.80 0.04
Sundry deposit s
1.24
dividend subvent ion from gok
13.15
Ot her liabilit ies
Sundry liabilit ies
68.67
Margin money assist ance
Table-5, shows that in the composition of overall current assets, deposits with
banks are the highest (71.83%) wheras the other assets are the least (0.02%).
Table-5A shows that in the composition of overall current liabilities, sundry
deposits are the highest (68.67%) wheras the earnest money deposits are the least
(0.03%).
6. Current assets and current liabilities 2006-07: the following information is relating
to different current assets and current liabilities during the year 2006-07 presented in
table-6
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56. ON THE WORKING CAPITAL MANAGEMENT IN KARNATAKA STATE
FINANCE CORPORATION
Table-6
Current Assets 2006-07
(Rs, in lakh)
Sl.no Particulars Amount Percentage
1 Seed capital assistance 956.56 6.50
2 Deposits with banks 9435.2 64.14
3 Advances to staff 2933.87 19.94
4 Deposits and other advances 287.04 1.95
5 Other assets 7.85 0.05
6 Assets acquired in satisfaction of loans 18.72 0.13
7 Amount receivable from gok 83.19 0.57
8 Assets acquired in satisfaction of loans 988.64 6.72
Total 14711.07 100.00
Current Liabilities 2006-07
Sl.No Particulars Amount Percentage
1 Unclaimed dividends 0.36 0.01
2 Earnest money deposit 5 0.08
3 Sundry deposits 2450.78 38.45
4 Dividend subvention from gok 1596.88 25.05
5 Other liabilities 281.05 4.41
6 Sundry liabilities 2307.64 36.20
7 Margin money assistance 13.53 0.21
Total 6374.19 100.00
Working Capital = Current assets – Current liabilities
= Rs 14711.07- Rs 6374.19
= Rs 8336.88 lakhs.
Information relating to various current assets and current liabilities included in the year
2006-07.
Graph-6
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57. ON THE WORKING CAPITAL MANAGEMENT IN KARNATAKA STATE
FINANCE CORPORATION
Current Assets 2006-07
Seed capital assistance
0.13 6.72
0.05 6.50 Depossits w ith banks
1.95 Advances to staf f
0.57
Deposits and other
advaces
19.94 Other assets
Assets acquired in
satisf action of loans
Am ount receivable f rom
64.14 gok
Assets acquired in
satisf action of loans
Graph-6A
Current Liabilities 2006-07
unclaimed dividends
0.01
0.21
0.08 Earnest money deposit
38.45
Sundry deposits
36.20
dividend subvention f rom
gok
Other liabilities
4.41 Sundry liabilities
25.05
Margin money assistance
Table-6, revels that in the composition of overall current assets, deposits with
banks are the highest (64.14%) wheras the other assets are the least (0.05%).
Table-5A shows that in the composition of overall current liabilities, sundry
deposits are the highest (38.45%) wheras the unclaimed dividend are the least (0.01%).
Section-II
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