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Williamson Magor & Company
Economics
COMPANY PROFILE
10th March 1949, Macneill & Barry Ltd. – Tea, Jute, Trading Divisions
1975, Macneill & Barry Ltd. + Williamson Magor & Co. Ltd. = Macneill & Magor Ltd – Tea, Trading Divisions
1992, Changed name  Williamson Magor & Co. Ltd. – Tea manufacture & investments in group companies
1998, Williamson Magor & Co. Ltd. - Investment and Group Shareholding Company, hived off Tea business
Made an application to the Reserve Bank of India (RBI) for registering itself as a Non-Banking Financial
Company (NBFC)
Granted license to act as a NBFC by the RBI on 31st March, 2003 and since then the Company is in business
of investments and lending of funds.
Market Structure
 Monopolistic Competitive, since there are large numbers of players in
Finance & Investment sector and there is a very high competition among
them.
 Entry is not that much hard in this sector as large no. of players already
present there. As this is a monopolistic competitive market so Concentration
Ratio is not applicable.
Total no. of players: 46
Ranking of Williamson Magor according to market share: 32
Herfindahl index
 Herfindahl index is a measure of the size of firms in relation to the
industry and an indicator of the amount of competition among them.
 Herfindahl index is a measure of the degree of concentration in any
industry. Herfindahl index is calculated and mentioned below for Finance &
Investment sector:
HI = 1077.038815
Total Revenue v/s Total Cost Analysis
Period Mar-10 Mar-09 Mar-08 Mar-07 Mar-06 Mar-05
Total Revenue (TR)
(figures in cr) 27.31 20.82 22.11 44.1 55.45 93.34
Total Cost (TC)
(figures in cr) 30.42 25.35 22.77 12.05 16.2 44.56
Total Revenue v/s Total Cost Analysis
India GDP growth 2006-2010
Last Five Year Financial Summary
REASONS FOR LOSS
 Although the expenses were reduced substantially interest paid on loan
increased from Rs. 12.31 to Rs. 20.47 cr (FY2009-2010)
 Loss due to provision of retirement benefits has been increased from Rs.
15.69 cr to Rs. 38.81cr (FY2008-2009)
 Loss of Rs. 2.33 cr due to sale on investment
 Increase in other liabilities to Rs. 3.2844 cr (FY2008-2009)
 Increase in provision of doubtful debts of Rs. 5.7066 cr
 Repayment of short term borrowings Rs. 1.2480 cr (FY2009-2010)
 Interest paid on fixed loans Rs. 21.97 cr
 Interest on loan increased drastically to Rs. 20.47 cr (FY2008-2009)
Suggestions
In the year 2009-10, repayment of Short Tem Borrowings was 1.21 cr
As the FDI has happened in NBFC, merger can happen with foreign establishment
Company should hold its assets and wait for them to appreciate
THANK YOU

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Case study of Williamson Magor & Company

  • 1. Williamson Magor & Company Economics
  • 2. COMPANY PROFILE 10th March 1949, Macneill & Barry Ltd. – Tea, Jute, Trading Divisions 1975, Macneill & Barry Ltd. + Williamson Magor & Co. Ltd. = Macneill & Magor Ltd – Tea, Trading Divisions 1992, Changed name  Williamson Magor & Co. Ltd. – Tea manufacture & investments in group companies 1998, Williamson Magor & Co. Ltd. - Investment and Group Shareholding Company, hived off Tea business Made an application to the Reserve Bank of India (RBI) for registering itself as a Non-Banking Financial Company (NBFC) Granted license to act as a NBFC by the RBI on 31st March, 2003 and since then the Company is in business of investments and lending of funds.
  • 3. Market Structure  Monopolistic Competitive, since there are large numbers of players in Finance & Investment sector and there is a very high competition among them.  Entry is not that much hard in this sector as large no. of players already present there. As this is a monopolistic competitive market so Concentration Ratio is not applicable. Total no. of players: 46 Ranking of Williamson Magor according to market share: 32
  • 4. Herfindahl index  Herfindahl index is a measure of the size of firms in relation to the industry and an indicator of the amount of competition among them.  Herfindahl index is a measure of the degree of concentration in any industry. Herfindahl index is calculated and mentioned below for Finance & Investment sector: HI = 1077.038815
  • 5. Total Revenue v/s Total Cost Analysis Period Mar-10 Mar-09 Mar-08 Mar-07 Mar-06 Mar-05 Total Revenue (TR) (figures in cr) 27.31 20.82 22.11 44.1 55.45 93.34 Total Cost (TC) (figures in cr) 30.42 25.35 22.77 12.05 16.2 44.56
  • 6. Total Revenue v/s Total Cost Analysis
  • 7. India GDP growth 2006-2010
  • 8. Last Five Year Financial Summary
  • 9. REASONS FOR LOSS  Although the expenses were reduced substantially interest paid on loan increased from Rs. 12.31 to Rs. 20.47 cr (FY2009-2010)  Loss due to provision of retirement benefits has been increased from Rs. 15.69 cr to Rs. 38.81cr (FY2008-2009)  Loss of Rs. 2.33 cr due to sale on investment  Increase in other liabilities to Rs. 3.2844 cr (FY2008-2009)  Increase in provision of doubtful debts of Rs. 5.7066 cr  Repayment of short term borrowings Rs. 1.2480 cr (FY2009-2010)  Interest paid on fixed loans Rs. 21.97 cr  Interest on loan increased drastically to Rs. 20.47 cr (FY2008-2009)
  • 10. Suggestions In the year 2009-10, repayment of Short Tem Borrowings was 1.21 cr As the FDI has happened in NBFC, merger can happen with foreign establishment Company should hold its assets and wait for them to appreciate