1. Manimalayar rubbers pvt. Ltd.
By
Tania Dhar
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Guided By
Proff. Saptarshi Mukherjee
Faculty (Finance)
ORGANIZATIONAL STUDY
2. EXECUTIVE SUMMARY
Background information of rubber plantation sector.
Study about Rubber Producers Society via Manimalayar company.
Profile and performance of the RPS’s.
Demography of RPS membership.
Role of government in supporting RPS’s.
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3. INDUSTRY PROFILE
Manimalayar Rubbers Pvt. Ltd. deals with the marketing of rubber which is
produced in the state ie. Tripura.
It belongs to SME sector.
It’s parent industry is Rubber Board which is under Ministry of Commerce
& Industry.
Mission:-It aims at providing technological knowledge-base of harvesting and
post harvesting of rubber latex and ensuring the best farm gate price for the
produce.
Vision:-Diversification, Value addition, Modernization
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4. COMPANY PROFILE-Manimalayar
The company became a major player in rubber in just 10 years.
In 2006-07, rubber procurement crossed 1000 MT and turnover was 100
Million.
In 2012-13, company has procured 3448.44 MT rubber and with an annual
turnover of 647.6 Million
Benchmark price is set by Manimalayr.
The staff strength is just 105.
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6. SWOT ANALYSIS
STRENGTH:
Unique Products
Technology
Demographic Advantage
Power Supply
WEAKNESS:
Weak Brand
Lack of transportation
Out dated technology
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7. SWOT ANALYSIS Contd.
OPPORTUNITIES:
New Technology
Government Help
THREATS:
Bad Economy
Political Risk
Environmental Factors
People shifting to different field
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8. 7S FRAMEWORK
1. Style: In lines of NGO & participative management.
2. Staff: Sense of belonging, responsible n avail many benefits.
3. Systems: Democratic manner.
4. Strategy: Short term training programs, providing technological
knowledgebase.
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9. 7S FRAMEWORK Contd.
5. Structure: Functional structure, belong to same socio-economic
status.
6. Shared values: Believe in quality and follow government guidelines.
Work as a coherent team & keep team spirit alive.
7. Skills: Highly skilled & many training programs are organized
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10. Conclusion & Recommendations
The concept of Rubber Producers’ Society came into being in Tripura during
1992.
Twenty RPSs together produce 13,41,264.69 Kg of rubber which is about
4.04% of the total rubber production of the state.
Only 10% RPSs under study have rubber based income generation means.
RPSs should comply with the limits of membership strength and geographical
stretch as stipulated.
RPSs should promote more new planting.
RPSs should also finance non-rubber based income generation aspects. Being a
service provider in rubber sector, they can diversify their arena of operations.
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