The document compares the financial performance of Dabur India Limited and Godrej Consumer Products over the last 5 years. It analyzes key ratios for both companies and calculates their cost of capital and working capital models. Dabur has higher current, quick and cash ratios compared to Godrej. The document also finds Dabur's weighted average cost of capital to be 11% and inventory and receivables periods to be shorter at 43 and 16 days respectively, resulting in a lower cash cycle of 25 days compared to Godrej.
latest report about Dabur india, description about everything influencing Dabur in the world of business.
CONTENTS
Background
Values
History
Milestones
Mergers & Acquisitions
Products
Financials Of Dabur India
Progress and Future plans
Opinion on Future plans
Supply Chain of Dabur India
Distribution Network
Opinion on supply Chain References
We have picked up HUL balance sheets of years from ACE-Equity and applied some ratio analysis to analyze the trend and predict next year results of the company.
latest report about Dabur india, description about everything influencing Dabur in the world of business.
CONTENTS
Background
Values
History
Milestones
Mergers & Acquisitions
Products
Financials Of Dabur India
Progress and Future plans
Opinion on Future plans
Supply Chain of Dabur India
Distribution Network
Opinion on supply Chain References
We have picked up HUL balance sheets of years from ACE-Equity and applied some ratio analysis to analyze the trend and predict next year results of the company.
This ppt is all about my Final year project which contains Rural Marketing Strategy of HUL and Findings, Recommendations and Limitations of the Project.
Financial Analysis of the Indian FMCG IndustryNavitha Pereira
Fast-moving consumer goods or Consumer Packaged Goods (CPG) are products that are sold quickly and at relatively low cost. FMCG sector is the 4th largest contributor to Indian economy with a market size of more than US$ 51.4 billion in 2017. This sector will continue to see growth as it depends on an ever-increasing internal market for consumption, and demand for these goods remains more or less constant, irrespective of recession or inflation. Availability of key raw materials, cheaper labor costs and presence across the entire value chain gives Indian FMCG industry a competitive advantage. Penetration level as well as per capita consumption in most product categories like jams, toothpaste, skin care, hair wash etc. in India is low, indicating the untapped market potential. Increasing Indian population, particularly the middle class and the rural segments, presents an opportunity to makers of branded products to convert consumers to branded products
This ppt is all about my Final year project which contains Rural Marketing Strategy of HUL and Findings, Recommendations and Limitations of the Project.
Financial Analysis of the Indian FMCG IndustryNavitha Pereira
Fast-moving consumer goods or Consumer Packaged Goods (CPG) are products that are sold quickly and at relatively low cost. FMCG sector is the 4th largest contributor to Indian economy with a market size of more than US$ 51.4 billion in 2017. This sector will continue to see growth as it depends on an ever-increasing internal market for consumption, and demand for these goods remains more or less constant, irrespective of recession or inflation. Availability of key raw materials, cheaper labor costs and presence across the entire value chain gives Indian FMCG industry a competitive advantage. Penetration level as well as per capita consumption in most product categories like jams, toothpaste, skin care, hair wash etc. in India is low, indicating the untapped market potential. Increasing Indian population, particularly the middle class and the rural segments, presents an opportunity to makers of branded products to convert consumers to branded products
This particular project is based on ratio analysis of Coca-Cola International. I have analyzed two years financial performance of Coke i.e. from 2011 to 2012. I hope my this effort will help other interested students.
Cloud Computing, outsourcing your IT infrastructure?Rien Dijkstra
Although IT infrastructure delivers no direct business value, for many organizations information systems are tightly interwoven within the fabric of their primary processes that creates business value. The puzzle is how to source your IT and if Cloud Computing is the solution of this puzzle.
Presentation following the publication of the book 'Rightsourcing: Enabling Collaboration' ISBN 978-1481792806
Comparative Analysis Of Coca Cola & Pepsi 2013 (Financial Ratio Analysis )Abee Sharma
The beverage industry refers to the industry that produces drinks. Beverage Production can vary greatly depending on which beverage is being made. Thewebsite ManufacturingDrinks.com explains that, "bottling facilities differ in thetypes of bottling lines they operate and the types of products they can run".Other bits of required information include the knowledge of if said beverage iscanned or bottled, hot-fill or cold-fill, and natural or conventional. Innovations in the beverage industry, catalyzed by requests for non-alcoholic beverages, include beverage plants, beverage processing, and beverage packing.
Coca Cola's Profile, History, Headquartes, Product line n width, Porter's Five force model' Competitors, SWOT, Marketing n Promotional Strategies, Conclusion, KSF i.e., Key Success Factors
19. 15 5. The working capital Model The short term operating activities of the firm & their impact on cash & working capital
20. 15 5. The working capital Model THE OPERATING CYCLE & THE CASH CYCLE - Short Term Operating Activities : How to collect cash Collecting cash 5 Offer cash / credit term to the customer Selling the product 4 Choice of production technology Manufacture the product 3 To borrow / draw down cash balance Paying cash & purchases 2 How much inventory to order Buying raw-material 1
21. 12 DABUR GODGEJ 5. The working capital Model Inventory Beg 20114.69 End 26171.64 A/C Receivables Beg 10046.43 End 11236.01 A/c Payables Beg 17289.1 End 19384.87 Net Sales 239616.39 Cogs 196953.07 Inventory Beg 19771.19 End 9355.62 A/C Receivables Beg 14873.23 End 16099.98 A/c Payables Beg 18.95 End 47.17 Net Sales 81623.72 Cogs 86745.94
22. 13 5. The working capital Model Dabur Godrej Avg Inventory 23143.16 14563.4 Inventory turnover 8.5 times 5.95 times Inventory pd 42.9 61.3 Avg Receivables 10641.22 15486.6 Receivables turnover 22.51 times 5.27 times Receivables pd 16.21 69.25 Avg payables 18336.98 33.06 Payables turnover 10.7 times 2623 8 times Payables pd 34.11 0.139
23. 14 Inventory Period 42.9 Receivable Period 16.21 Operating Cycle 59.11 days + Operating Cycle 59.11 A/c Payable period 34.11 Cash Cycle 25 days = = Inventory Period 61.3 Receivable Period 69.25 Operating Cycle 130.55 days + Operating Cycle 130.55 A/c Payable period 0.139 Cash Cycle 130 days = = DABUR GODREJ 5. The working Capital Model
