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CROSS FUNCTIONAL PROJECT ON “KARNATAKA SOAPS & DETERGENTS LTD”
TABLE OF CONTENTS
Chapter No Title Page No
1 INTRODUCTION 2
2 INDUSTRY PROFILE 6
3 COMPANY PROFILE 12
4 ORGANIZATIONAL STRUCTURE 27
TASK ACCOMPLISHED DURING

5 33
INTERNSHIP
6 FINDINGS & SUGGESTIONS 41
7 CONCLUSION & LEARNING EXPERIENCE 43
8 ANNEXURE & BIBLIOGRAPHY 46
JGI JAIN UNIVERSITY Page 1

EXECUTIVE SUMMARY
In order to gain practical knowledge internship training was under taken to study the
organizational aspects of KSDL.
The study is mainly aimed at an overall expose to the working of an organization and
to relate the theoretical concepts, study has been conducted by collecting relevant data from
the records of the company and also observations made during the course of internship
training.
The report deals with the introduction to the industry profile and to the company profile.
Later part of the report is concerned with specific topic covering company profile of KSDL.
This report mainly consists of nature of the business and infrastructural facilities that have
been provided in the company. Its vision-mission, workflow model and its future prospects
are also covered.
A separate focus has been given towards the study of the organization. The structure
gives the information about the board of directors, and various functional departments, the
training method the company follows in updating the knowledge of employees, duties and
responsibilities of executives and other are narrated. The strategy with the company adopts to
eliminate their wastes, shared values that of the company to achieve its objectives have also
been included.

Chapter 1
INTRODUCTION

INTRODUCTION
India is a rich land of forest; ivory, silk, sandal, precious; gems are magical charms of
centuries. The most enchanting perfumes of the world got their exotic spell with a twist of
sandal. The world’s richest sandalwood resource is from one isolated stretch of forests land in
south India that is Karnataka.
The Government Sandalwood Oil factory was established by the then Maharaja of
Mysore His Highness Nalwadi Krishna Raja Wodeyar and Diwan Sir, M. Visvesvaraya,
during the year 1916 at Mysore, to extract Sandalwood Oil from Sandalwood. The foresight
and enthusiasm of Maharaja of Mysore, to keep Mysore State in the Global Map, by
introducing THE WORLD'S BEST NATURAL SANDALWOOD OIL Mysore
sandalwood oil which is also known as liquid gold and FRAGRANCE AMBASSADOR
OF INDIA.
The origin of sandalwood and its oil in Karnataka, which is used in making of Mysore
sandal soaps, is well known as Fragrant Ambassador of India & Sandalwood oil is in fact
known as “Liquid Gold”.
On 1st October 1980, the government soap factory was renamed as “Karnataka Soaps
and Detergent Limited” the company was registered as a public limited company. Today
Company produces varieties of products in the Toilet soaps, Detergents, Agarbathies and
cosmetics.
KS&DL is a monopoly company. KSDL is the only company is having the license to
extract sandal oil in India. This is the only company using pure sandal oil for manufacturing
toilet soaps and other products. This is largest government soap manufacturing company in
India .they are collecting raw materials from south Indian states other than Karnataka. They
are collecting sandals from Andhra Pradesh, Kerala, and some part of Pune. Mysore is
largest place in India having sandal trees.
On world India is the largest country who produces sandal trees. Around 85% world
sandal production is from India, 10% is from Srilanka and 5 % from Australia.

RESEARCH DESIGN
 SOURCES OF DATA
 PRIMARY DATA
 Direct interaction with Departmental heads.
 Interaction with superior and employees.
 SECONDARY DATA
 Company Manuals.
 Magazines.
 Web sites.
 OBJECTIVES OF THE STUDY

 To know the organizational structure and the process of activity of IPA.
 To have in depth knowledge about the company.
 Know the function of all activity in each department.
 To identify the strength, weakness, opportunities, challenges of the
organization.
 LIMITATION OF THE STUDY

 The time allotted to do the project is limited.
 The study conducted was only concerned to the Bangalore plant.
 The company is not allowing studying each department in details. As all
executive are busy in their schedules.
 Regarding the data provided by the company is mostly secondary.

Chapter 2
INDUSTRY PROFILE
1.

INDUSTRY PROFILE
Soap has been manufactured from alkali (lye) and animal fats (tallow), although
vegetable products such as palm oil and coconut oil can be substituted for tallow. American
colonists had both major ingredients of soap in abundance, and so soap making began in
America during the earliest colonial days. Tallow came as a by-product of slaughtering
animals for meat, or from whaling. Farmers produced alkali as a by-product of clearing their
land; until the nineteenth century wood ashes served as the major source of lye. The soap
manufacturing process was simple, and most farmers could thus make their own soap at
home.
Soap is one of the commodities which have become an indispensable part of the life
of modern world. Since it is non-durable consumer goods, there is a large market for it. The
whole soap industry is experiencing changes due to innumerable reasons such as government
relations environment and energy problems increase in cost of raw materials etc. The
changing technology and ever existing desire by the individual and the organization to
produce a better product at a more economical rate has also acted as catalyst for the dynamic
process of change. More and more soap manufactures are trying to capture a commanding
market share by introducing and maintaining acceptable products. The soap industry in India
faces a cut throat competition while multinational companies dominate the market. They are
also facing severe threat from dynamic and enterprising new entrance especially during 1991-
92.
If we look back into the history of Soaps & Detergents, mankind knew about soaps
nearly 2000 years back i.e., in 70 AD. when Mr. Elder accidentally discovered the soap,
when roasted meat over flowed on the glow in ashes.
This lump like product was soap & had foaming & cleansing character. In 1192 A.D.
the first commercial batch of soaps was made & marketed by M/s Bristol soap market in
London, from there in 1662A.D. the first patent for making soap was taken in London. The
world consumption of soap in 1884A.D. was said to be 2 lakh tones p.a.

THE HISTORY OF SOAP

Soap-like material found in clay cylinders during the excavation of ancient Babylon is
evidence that soap making was known as early as 2800 B.C. Soap manufacturing was started
in North America. Some American companies with well known names were started 200 years
ago. During middle age soap was made at various places in Italy, France, England & other
countries. France became Famous & many small factories were established there.
In India the soap Industry was established by North West Soap Company in 1897 at
Meerut following the Swadeshi movement. From 1905 onwards few more factories were
setup.
They are,
 Mysore Soap factory at Bangalore.
 Godrej soap at Bombay
 Bengal chemicals
 Tata oil mills
 1930 Lever Brothers Company.
THE INDIAN SOAP INDUSTRY SCENERIO

The Indian soap industry has long been dominated by hand full of companies, In the
Rs 4,800-crore Indian toilet soaps market, the lead players include:
 HLL
 Godrej Consumer Products Ltd
 Colgate Palmolive Ltd and
 Wipro Consumer Car
 EMPLOYMENT OPPORTUNITIES
Indian Soap Industry has tremendous opportunities in the manufacturing companies of
soaps for Graduates and post graduates in the areas of Marketing, Finance, Administration,
Advertising and even opportunities for the models to act in ads for the soaps.

 LATEST DEVELOPMENTS
In Indian Soap Industry the entry of new players in the 6,500-crore toilet soaps
industry is expected to bring about a new twist in the "Indian soap opera". ITC Ltd has started
investing in aggressive brand-building and product development projects to promote its
brands, Fiama De Wills, Vivel and Superia. Godrej Consumer Products Ltd and Wipro
Consumer Care Lighting are established players in the Industry which are beefing up their
research projects and advertising plans to take on new rivals. With increasing competition,
the Indian Soap Industry is expected to register a healthy growth this fisca. The sector
registered a 15% value growth. GCPL is hiking its advertising budget by 20% to gain high
visibility for its brands.
PRESENT STATUS
 MARKET SCENARIO:
India is the ideal market for cleaning products. The country’s per capita
consumption of detergent powders & bars stands at 1.6kg & soaps at 543 Gm. Hindustan
livers, which towers over the cleaning business, sells in all over the cleaning business but the
tiniest of Indian settlements.
In India, soaps are available in five million retail stores, out of which, 3.75 million
retail stores are in the rural areas. Therefore, availability of these products is not an issue.
70% of India’s population resides in the rural areas; hence around 50% of the soaps are sold
in the rural market.
The 7.4lakhs tons per annum soap market in India in crawling along at 4%. The hope
lies in raising rupee worth, the potential for which is high because the Indian soap market is
pseudo in nature & it is amazingly complex being segmented not only on the basis of price,
benefits, but even a range of emotions within that outlining framework.

 GROWTH:
With increase in disposable incomes, growth in rural demand is expected to increase
because consumers are moving up towards premium products. However, in the recent past
there has not been much change in the volume of premium soaps in proportion to economy
soaps, because increase in prices has led some consumers to look for cheaper substitutes. The
major players in personal wash (soap) market are HLL, Nirma and P&G.
PEST ANALYSIS
A PEST analysis is an analysis of the external macro-environment that affects all
firms. P.E.S.T. is an acronym for the Political, Economic, Social, and Technological factors
of the external macro-environment. Such external factors usually are beyond the firm's
control and sometimes present themselves as threats. For this reason, some say that "pest" is
an appropriate term for these factors. However, changes in the external environment also
create new opportunities and the letters sometimes are rearranged to construct the more
optimistic term of STEP analysis.
Many macro-environmental factors are country-specific and a PEST analysis will

need to be performed for all countries of interest. The following are examples of some of the
factors that might be considered in a PEST analysis.
 POLITICAL ANALYSIS
 Political stability
 Risk of military invasion
 Legal framework for contract enforcement
 Intellectual property protection
 Trade regulations & tariffs
 Anti-trust laws
 Pricing regulations
 Taxation - tax rates and incentives
 Wage legislation - minimum wage and overtime
 Mandatory employee benefits
 Industrial safety regulations
 Product labeling requirements

 ECONOMIC ANALYSIS
 Type of economic system in countries of operation
 Government intervention in the free market
 Comparative advantages of host country
 Exchange rates & stability of host country currency
 Efficiency of financial markets
 Infrastructure quality
 Skill level of workforce
 Labor costs
 Business cycle stage (e.g. prosperity, recession, recovery)
 Economic growth rate
 Unemployment rate
 Inflation rate
 Interest rates
 SOCIAL ANALYSIS
 Demographics
 Class structure
 Education
 Culture (gender roles, etc.)
 Entrepreneurial spirit
 Attitudes (health, environmental consciousness, etc.)
 Leisure interests
 TECHNOLOGICAL ANALYSIS
 Recent technological developments
 Technology's impact on product offering
 Impact on cost structure
 Impact on value chain structure
 Rate of technological diffusion
The number of macro-environmental factors is virtually unlimited. In practice, the firm must
prioritize and monitor those factors that influence its industry. Even so, it may be difficult to
forecast future trends with an acceptable level of accuracy. In this regard, the firm may turn
to scenario planning techniques to deal with high levels of uncertainty in important macro-
environmental variables.

Chapter 3
COMPANY PROFILE
2.

COMPANY PROFILE
Mysore sandal soap is a brand of soap manufactured by the Karnataka soaps and
Detergents limited (KS&DL), a company owned by Government of Karnataka in India. This
soap has been manufactured since 1916 when Nalvadi Krishna Raja Wodeyar, the king of
Mysore set up the government soap factory in Bangalore. The main motivation for setting up
the factory was the excessive sandalwood reserves that the Mysore kingdom had which could
not be exported to Europe because of the First World War. In 1980, KS&DL was
incorporated as a company by merging the government soap factory with sandal oil factories
at Shivmoga and Mysore. Mysore sandal soap in the world made from 100% pure sandal
wood oil. KS&DL owns a proprietary geographical indication (GI) tag on the Mysore sandal
soap which gives it intellectual property rights to use the brand name, to ensure quality and
also prevent piracy and unauthorized use by other manufacturers. In 2006 Mahendra Singh
Dhoni, the Indian cricketer was selected as the first brand ambassador of the Mysore sandal
soap.
 KS&DL TIE UP
 KS&DL has tie up with Indian mart, for design development of website.
 KD&DL also tied with E Commerce website.
 “Thananam Thananam” kannada Movie tie up with KSDL for promoting Herbal
care soaps.

BACKGROUND AND INCEPTION OF THE COMPANY:-
 TRADEMARK OF KS&DL:
“THE SHARABHA”
The carving on the cover is the Sharabha, the trademark of KS&DL.
The sharabha is a mythological creation from the “poornas” which has a body of a
Lion and head of an Elephant, which embodies the combined virtues of wisdom and strength.
It is adopted as a official emblem of KS&DL to symbolize a power that removes
imperfections and impurities. The maharaja of Mysore as official emblem adopted it. And
soon took place as the symbol of y the government soap factory of quality that reflects a
standard of excellence of Karnataka Soaps and Detergent Ltd
 SLOGAN
“NATURAL PRODUCTS WITH EXOTIC FRAGNANCES”
KS&DL has a long tradition of maintaining the highest quality standard, right from
the selection of raw materials to processing and packaging of the end product. The reason
why its products are much in demand globally and are exported regularly to U.A.E, Saudi
Arabia, Kuwait, Qatar, South America. The entire toilet soaps of KS&DL are made from raw
materials of vegetable origin and are totally free from animal fats.

 HISTORY:
India is a rich land of forest; ivory, silk, sandal; precious gems are magical charms of
centuries. The most enchanting perfumes of the world got their exotic spell with a twist of
sandal. The world’s richest sandalwood resource is from one isolated stretch of forest land in
South India that is Karnataka.
The origin of sandalwood and its oil in Karnataka, which is used in making of Mysore
sandal soaps, is well known as Fragrant Ambassador of India & sandalwood oil is in fact
known as “Liquid Gold”.
By the inspiration of His Highness Maharaja of Mysore late Jayachamarajendra
Wodeyar, the trading of sandalwood logs started exporting to Europe and New destinations.
This situation gave rise to start of an industry, which produces value added products i.e., of
Sandalwood oil. His Highness Maharaja of Mysore created this situation as an opportunity by
sowing the seed of the government sandalwood oil factory, which is the present KS&DL. The
project was shaped with the engineering skills and expertise of the top level. Late Sir
M.Visvesvaraya, the great engineer who was the man behind the project.Today’s famous
Mysore sandal soaps credit goes to Sri Sosale Garalapuri Shastri who incorporated the
process of soap making using Sandalwood oil.
The Maharaja of Mysore & Diwan Sir.M.Visveswaraya established the Government
soap factory during the year 1918. In November 1918 the Mysore sandal soap was put into
the market after sincere effort and experiments were undertaken to evolve a soap perfume
blend using sandalwood oil s the main base to manufacture toilet soap. The factory shifted its
operation to Rajajinagar industrial area, Bangalore in July 1957, where the present plant is
located. The plant occupies an area of 39 acres (covering Soaps, Detergents, and Fatty Acid
divisions), on the Bangalore-Pune, Highway, easily accessible by transport services and

communication. Another sandal wood oil division was established during the year 1944 at
Shimoga, which stopped its operation in the year 2000 for want of Natural Sandalwood.
The first product was washing soap in addition to the toilet soap in the year 1918. The
toilet soap of the company was made up of sandalwood oil. In 1950 Government decided to
expand the factory in two stages. The first stage of expansion was done to increase the output
to 700 tons per year and was completed in the year 1952 in the old premises.
The next stage of expansion was implemented in 1954 to meet growing demand for
Mysore sandal soap and for this purpose Government of India sanctioned license to
manufacture 1500 tons of Soaps and 75 tons glycerin per year. The expansion project worth
of Rs.21 lakhs includes the shifting of the factory to a newly laid industrial suburban of
Bangalore.The factory started functioning in this new premise [i.e., present one] from 1st July
1957. From this year onwards till date the factory had never looked back, it has achieved
growth and development in production scales and profits. The industry has two more
divisions, one at Shimoga and another at Mysore where sandal wood oil is extracted. The
Mysore division started functioning from 1917 and only during 1984 manufacturing of
perfumed and premiere quality Agarbathies at was started. Right from the first log of
sandalwood that rolled in to the boiler room in 1916, the company has been single-minded
pursuit of excellence. The project took shape with the engineering skills and expertise of top-
level team under the leadership of Sir. M. Visvesvaraya, Prof. Watson and Dr. Sudbrough.
Like this soap factory was started as a small unit and now it has grown up to giant size. On Ist
October 1980, the Government Soap Factory was renamed as “Karnataka Soaps and
Detergents Limited”. The company was registered as a public limited company.

MILESTONES OF THE COMPANY:-
1916 – Mysore Sandalwood Oil factory started at Mysore.
1918 – Government Soap factory was started by Maharaja of Mysore with the
capacity of 112MTs/Annum near Cubbon Park, Bangalore and the MYSORE
SANDAL SOAP was introduced into the market for the first time.
1932 – Toilet soap production capacity was enhanced with 750MTs/Annum
1944 – The second sandalwood oil extraction plant was started with Shimoga.
1954 – Foundation stone was laid by Sir. M. Visvesvaraya for establishment of new
manufacturing facilities at Rajajinagar, Industrial Suburb, and Bangalore
1957 – Factory was shifted from Cubbon Park to new premises.
1965 – Started exporting its products to various countries.
1967 – Celebrated its golden jubilee.
1970 – Production capacity was increased to 6000MTs/Annum, in a phased wise with
parallel modernization of various manufacturing equipments.
1975 – Synthetic Detergent plant for manufacture of detergent cake and detergent
powder was installed with Italian technology.
1980 – Government Soap Factory was converted into a Public Sector Enterprises
and the company was incorporated on 9th July 1980 and renamed as KARNATAKA
SOAPS & DETERGENTS LIMITED.

1981 – Fatty Acid unit was established to utilize Indigenously available minor seed
oils as the raw materials for Soap manufacturing and to produce Glycerin and Stearic
Acid .
1984 – Expanded the production capacity with modern manufacturing facilities,
which was available at that time to produce 26,000Mts/Annum of toilet Soaps with
different variants.
1987 – Company has taken over the marketing activities from M/S. MSIL and
established its own marketing networks by opening 6 branches all over India

1992 – Company has faced very stiff competition after liberalization in the country
from different multinational companies. Company was registered with the Board for
industries and financial reconstruction (BIFR) New Delhi, as the company suffered
heavy losses.
1996 – The BIFR approved rehabilitation package in September and company has
taken stringent measures for the cost control and improving the productivity and sales.
Company started making profits.
1999– Company was certified with ISO 9001:2000 Certification by BSI for its
effective implementation of Quality Management Systems. Company has launched
MYSORE SANDAL GOLD-125gms and MYSORE SANDAL BABY-75gms in the
premium segment.
2000- Company was certified with ISO 14001:2004 Certification by BSI for its
effective implementation of Environment Management System.
2003- Company has wiped out entire carry forward losses of Rs.98.00 corers and
come out from BIFR. Company has made profits continuously every year and it is the
only State Public Sector unit, which has come out of BIFR and making continuous
profits in the State.
2008- Company has introduced Hand wash liquids under the trade name of Herbal
Hand wash and Rose Hand Wash. Company has also introduced liquid Detergent
under the trade name KLEENOL with different variants for Floor wash, Dish wash
and Automobile wash.
2009- Company has established In-House state of the Art manufacturing facilities for
manufacture and filling of Mysore Sandal Talcum powder and Mysore Sandal Baby
powder. Company has re-introduced the Talcum powder variants with new outlook of
containers.
2010- The ISO certification was upgraded to ISO 9001:2008
2010- Company launched Mysore Sandal Dhoop.

2012- Launched Super Premium Mysore Sandal Millennium Soap.
2012- The Company reached highest sales turnover and profit.
2013 - They reached highest sales turnover and profit (322 crore in FY2013) on 22nd
of August “National Award for Excellence” cost manufacturing “Karnataka soap and
Detergents Ltd” was the winner in the public manufacturing category .
2014 - The company reached highest sales turnover and profit during 2013-14 and is
on progressive during year 2013-14 was Rs. 353crores with a net profit of Rs. 32.
83crores.
2015 - Up gradation of soap technology and commissioning of new lines for
production is planned for execution.
2016 - The company got chemical outstanding export performance in cosmetics and
toilets panel award on 8th February in Mumbai from Nirmala Sitharaman ministry for
commerce and industries government of India.
2017 –Despite sluggishness in economy, withdrawals of high value currency, KS&DL
continued to deliver a Robust performance. The domestic business grew at over
10.28% with the underlying volume growth of 3% which are ahead of market FMCG
space. And also KS&DL has achieved a Net turnover of Rs.40519.99 compared to
previous year 36706.59.
NATURE OF THE BUSINESS CARRIED:

KS&DL is involved in the business of producing soaps and detergents. KS&DL
markets its product under the brand name of Mysore sandal.
The KS&DL is providing various product to the market like, toilet soap (Mysore
sandal baby soap) detergents,( Mysore detergent powder), talcum powder (Mysore sandal
talc), Agarbathies (Mysore sandal premium), perfumes.
The KS&DL also takes research, development and also other promotional activities
for the overall benefit of the sandalwood.

 VISION STATEMENT
 Keeping pace with globalization, global trends, and the state’s policy for using
technology in every aspect of governance.
 Ensuring global presence of Mysore Sandal products while leveraging its unique
strengths to take advantage of the current technology scenario by intelligent and
selective diversification.
 Secure all assistance and prime status from Government of India, all technology
alliances.
 Further, ensure Karnataka’s Pre-eminent status as a proponent and provider of
technology services to the world, nation, other states, public and private sectors.
 Making available technology product and services at the most affordable price to
the people at large, in keeping with the policy of a welfare state.
 Making all out efforts to achieve unimaginable profits.
 Most importantly to earn the invaluable foreign exchange, both to the state and to
the country.
 MISSION
 To serve the national Economy or to serve the nation.
 To attain self reliance
 To promote and uphold its image as a trade mark of traditional products.
 To build up on the reputation of Mysore Sandal soap is manufactured using
sandalwood oil.
 To maintain the brand loyalty of its Customer.
 To produce pure and quality products and enhance its age old charm
 OBJECTIVES
 To promote and uphold its image as a symbol of traditional products.
 To build upon the reputation of Mysore sandal soap based on pure sandal oil.
 To supply the products at most reasonable competitive rate
 To maintain the brand loyalty of its customer.

QUALITY POLICY
AN ISO -9002 COMPANY:-
KS&DL with a traditional of over 8 decades is committed to customer delight, through total
quality management and continuous improvement through the involvement of all employees
KS&DL has got ISO-9002 certificate. To improve the quality management, system and
facilities, TQM, in the process of soap and detergents, the management took decision to
obtain ISO 9002 by end of March 1999. Accordingly action plant was drawn and a committee
was setup for the purpose during October 1998 with a mission statement. The company gives
initial including training conducting employee’s awareness programmer, document quality,
manual and quality system procurement.
In this direction company obtained the guideline from consultancies, Bangalore and
bureau of Indian standard registered for ISO 9002 by the end of month of March to the
bureau of Indian standards, obtained the certificate by his end of March 1999 itself.
This is to project in the national and international market and also improve quality
products offered to the customers with the assurance of quality in the message. The company
got itself upgraded to ISO 9001-2004, quality systems in the year 2004-2005.
ISO-14001:-
The company is located in the heart of the Bangalore city. The management of the
company took an decision to get the ISO-14001 and become model to other public sector for
the message of maintenance of environment.
ISO-14401 and ISO-9001 will facilitate to improve the corporate brands in the global
market and will help the company to improve the profits.

ACHIEVEMENTS
 Government of Karnataka Department of Industries and Commerce. State Export
Promotion Advisory Board.”EXPORT AWARD” 1974-75
 Detergents Plants Chemical Bombay has given first price for the year 1980-81
 Geographical Indication GI-2005
 ISO 9001-2000 in the year 1999 and ISO 14001-2004 in the year 2000.
 “National Award for Excellence in Cost Management & Good Performance for the
year 2008”
 “National Award for Excellence in Cost Management & Good Performance for
the year 2012”
 “SAMMAN PATRA Award given by Office of the Chief Commissioner of

Central Excise, Bangalore Zone” for the year 2013-14.

SWOT ANALYSIS
 STRENGTHS:-
 The factory is located in the city and has all the infrastructure facilities that require
quick movement of raw materials and finished products. Due to its proximity,
mobility of men and material is easy.
 Only soap in India that contains pure sandal and almond oil.
 Most modern manufacturing facility with maximum capacity.
 Brand loyalty of customers and has captured 90% of sandal soap market.
 Foreign technology to suit indigenous conditions.
 A very little competition for its major product like sandal soap.
 An ISO-9002 certified company has its own brand image.
 Abundant availability of raw materials.
 An ISO-14001 company which commits to reserve the natural environment in the
production of its quality products to the satisfaction of its customers.
 Two sandalwood oil factories in Shimoga and Mysore which produces 75% of the
world’s sandal wood oil.
 Professionally managed company
 WEAKNESS:
 Slow growth rate 6.2% growth over 40 years against the product of 80%.
 Power shortage sometimes likely to under utilization of capacity.
 Low turnover resulting in low profits.

 High labor oriented cause due to excessive labor force.
 Defective marketing strategy lacks effective advertising and publicity.
 Needs updating with times in terms of plant and machinery.
 It has only 8% of the total detergent market share.
 Strained employees and employee relations.
 The large proportion of the target area is upper middle class and upper class
people.
 R&D is not effective.
 OPPORTUNITIES:
 Existence of vast market and huge demand.
 At present, has good raw materials source to enhance production.
 Good raw materials sources to enhance production.
 Traditional benefits that sandal is good for skin.
 The toilet soap and detergent market is an over expanding industry and a major
company like KS&DL with its manufacturing expertise can call shots if it reaches
peak manufacturing capacity and prune overhead expenses.
 Good export market can tap foreign market vigorously.
 THREATS:
 Government interference may reduce growth potential.
 Other sandal soaps in the market.
 Entry of new multinational in soap business.
 Absolute machinery may be a threat which is must that fear of adapt new
technology.
 Competition from other global leaders like HUL, P&G etc.
 As company depends on forests for its main raw material it makes the company to
find chemical alternative to sandalwood.
 Cost of raw material is more.
 Lack of skilled labor.

PRODUCT PROFILE
KS&DL is the true inheritor of golden legacy of India. It is continuing the tradition of
excellence for over eight decades, using only the best East Indian grade Sandalwood oil &
Sandalwood soaps in the world. The products produced at KS&DL are the Soaps, Detergents,
Agarbathies and Sandalwood oil.
DETERGENTS
NAME OF THE PRODUCT UNITS IN GRAMS
Mysore Detergent Powder 1000,500
Mysore Detergent Cake 250,125
TOILET SOAPS
NAME OF THE PRODUCT UNITS OF GRAMS
Mysore Sandal Herbal Care Soap. 100,125
Mysore Sandal &Gold Soap. 75,125
Mysore Lavender & Rose Soap 150
Mysore Sandal bath, Classic, Jasmine, special & Rose tablets. 150
Mysore Sandal Millennium 150
Mysore Jasmine & Wave Soap 100
Mysore Sandal Classic, Baby, Special sandal Soap. 75
Mysore Sandal Guest Tablet 17

TALCUM POWDERS
NAME OF THE PRRODUCT UNITS IN GRAMS
Mysore Sandal Talc 20, 50, 100, 300
Mysore Sandal Baby Talc 100, 200, 400
AGARBATHIS
NAME OF THE PRODUCT
Mysore Sandal Premium
Mysore Sandal Regular
Mysore Rose
Naga champa
Suprabhatha
Mysore Jasmine
Paraijata
Sir M.V.100
Bodhisattva
Venkateswara
Durga
Ayyappa
Alif Laila
Meditation

Chapter 4
ORGANIZATIONAL STRUCTURE
3.

ORGANIZATIONAL STRUCTURE OF KS&DL
BASIS OF DEPARTMENTATION
KS&DL is a manufacturing concern of moderately large size. We can see here
functions wise departmentation. It facilitates effective utilization of manpower and resources
and it is a simple, economical and reasonable organization pattern.
LEVELS OF ORGANIZATION
The organization of KS&DL consists of four levels. They are,
 Top level consists of Board of Directors and Managing Director.
 Second level consists of Directors of Finance and Special officers.
 Third level consists of senior managers, deputy managers and officers.
 Fourth level consists of clerk, assistants, and attendees.
MANAGEMENT PROFILE
SL.NO NAME DESIGNATION
1 Sri.H.R.Halgur,MLA Chairman
2 Sri.Hari Kumar Jha Managing director
3 Sri Pandaooa H.Ilager Director
4 Sri Muniraju Director
5 Sri Manjunath P.Mathapati Director
6 Sri G Mohan Kumar Director
7 Sri Arun Patil Director
8 Dr. S Chandrasekaran Director, Prof & Chairman Dept of Organic
Chemistry Indian Institute of Science
9 Sri G. Raghunatha Director
10 Sri Sinivas Suresh Patil Director
11 Sri V.Lokesh Gowda Director
12 Sri T.Krishna Offer (HRD)
13 Sri N.B.Harish Kumar DEPUTY GENERAL MANAGER (P&M)
14 Sri L.D.Laxman ASST. GENERAL MANAGER (HRD)
15 Smt. Ambika Ram Rao Manager (Marketing(

ORGANIZATIONAL STRUCTURE
4.
CHAIRMAN
MANAGING DIRECTOR
DIRECTOR (Finance)
GENERAL GENERAL GENERAL GENERAL

MANAGER MANAGER MANAGER MANAGER
(P&M) (FINANCE) (MARKETING) (M&S)
DGM DGM DGM DGM DGM DGM DGM DGM DGM

(P&M) (P&M) (E&S) (IA) (MKT) (MKT) (R&D) (QAD) (HRD)
A A A A A A A A A A A A A A A A C A
G G G G G G G G G G G G G G G G O G
M M M M M M M M M M M M M M M M S M
P P P P P F M M M M M M M M K O E H
A A A & A K K K K K & C R
M T S D
JUNIOR OFFICER TO MANAGER –TOTAL 111 No’s
CHAIRMAN
(GR-VI/VII/VIII)
SALES REPRESENTATIVE (GR-VI) SR ASST (GR-VI) SECURITY SUPERVISOR (GR-VI)
JR ASST/STENOS (GR-III) GR-III
GR-II(total 175 no’s)/ GR-I(total 298)

McKinsey’s 7S Framework with special reference to organization under

study
According to Waterman, organization change is not simply a matter of structure,
although structure is significant variable in the management of change. Again it is also not a
simple relationship between strategy and structure, although strategy is also a critical aspect.
In their view effective organizational change may be understood to be a complex relationship
between strategy, structure, system, style, skills, staff and shared values. The first 3 elements-
strategy, structure and system are considered the “hardware” of success. The next four-style,
skills, staff, and shared values are called the “software”. The complex relationship is
diagrammatically presented below;
 STRATEGY:
The plan devised to maintain and build competitive advantage over the competition.
Some strategies of KS&DL are,
 Their future includes launching of new products.
 The cost control exercise is in consolidation.
 Introduction of cost effective substitutes without compromising on quality.
 Development of new perfumes, soaps, detergents, Agarbathies, creams, and
shampoos.

 SHARED VALUES:
Shared values called “super ordinate goals” when the model was first developed,
these are the core values of the company that are evidenced in the corporate culture and the
general work ethic.
Values refer to the institutional standards of behavior that strengthen commitment

to the vision, and guide strategy formulation and purposive action. The core values are
shaped around the belief that enterprises exist to serve society. In terms of this belief, profit is
a means rather than an end in itself a compensation to owners of capital linked to the
effectiveness of contribution to society and the essential ingredients to sustain such enlarged
societal contribution.
The company has embraced an extent role of trusteeship that reaches beyond
the assets reflected in the balance sheet to encompass societal assets. An unwavering
commitment to integrity, ethical conduct, meritocracy, teamwork and abiding concern for
stakeholders are at the heart of your company’s value system.
 Customer satisfaction
 Committed to total quality
 Cost and time-consciousness
 Innovation and creativity
 Trust and team spirit
 Integrity health and ethics.
 STRUCTURE:
The way the organization is structured and who reports whom.
 SYSTEMS:
The daily activities and procedures that staff members engage in to get the job done.
KS&DL has,
 Management information system:
o Accounting System

o Costing System:
o Inventory Control System:
o Remuneration System:
o Performance Appraisal System:
 Inventory Control System
 STYLE:
KS&DL adopted participative style of leadership. Decision-making is centralized with
the head office. Authority is given to unit in-charge to take decision in day-to-day minor
matters & other urgent matters.
Decision-making depends on the authority& responsibility conferred on each

individual & thus it’s distributed based on designation & position held. In important matters,
meetings are held to seek opinions of top management and various department manager & the
decisions are taken and implemented.
Decision-making is co-ordinate & done with wide consultations of top management of

department manager’s consultation which gives best possible gains.
 STAFF:
The employees and their general capabilities. As any employer, KS&DL follow
ethical employment standards where ever it operates with a goal in mind company
guarantees.
 To fulfill its entire legal obligation in terms of employment payments and benefits
practices.
 Adequate and timely training for everyone for the job for which they are employed.
 Career advancement related to performance and experience.
 SKILLS:
The employees of KS&DL have different skills, which are relevant for their work, as
it is common in big organizations, he also controversies between departments which can be
solved by discussions and by conducting some interactive programs.

Chapter 5
Functional departments

FUNCTIONAL DEPARTMENTS
RELATIONSHIP BETWEEN FINANCE & MARKETING
DEPARTMENTS:
The Finance department of a KSDL monitors the financial condition of a company
based on financial statements that are compiled on a regular basis. The marketing department
is responsible for managing and developing the sales of a business. The finance department
must work closely with the marketing department to monitor trends in the business as well as
manage the efficiency of sales promotions initiated by the marketing company. For example,
a marketing might campaign might be successful in terms of gross sales, but the Finance
department might determine that the cost of the campaign was too high.
Although Finance departments and marketing departments are separate and distinct,
they must work together to monitor sales trends and to manage the effectiveness of marketing
campaigns. When the two departments work collaboratively, sales trends are tracked,
marketing campaigns are budgeted wisely, resources are allocated efficiently, and the
business runs more smoothly.
OVERVIEW:
Finance departments and marketing departments are connected in that an Finance
department determines a business financial condition, which in turn gives a marketing
department a budget in which to operate. By keeping track of sales trends, Marketing
departments inform senior management as to whether the business can allocate more to
marketing.

DUTIES AND RESPONSIBILITIES OF KEY FUNCTIONARIES:
A. POWERS, DUTIES & RESPONSIBILITIES OF KEY OFFICER IN

HUMAN RECOURSE:
 MANAGING DIRECTOR: As a Chief Executive of the Company, the
Managing Director implements the polices laid down by the Board of Directors,
and looks after the day-to-day administration.
 ASST. GENERAL MANAGER (HRD): is over all in charge of Human
Resources Department of the Company with the assistance of AGM's, Officer
,Steno & Staff for i) Personnel Administration, ii) Employees Discipline, iii)
Industrial Relations, iv) Labor Welfare, and v) Training & Development.
 Organise the HRD activities with proper allocation of work force.
 Proper handling and Control of the Administrative powers of Medial Benefits
to Employees, Grant of Special leave, Grant of Maternity leave etc..
 Maintaining documents and data as per the requirement of ISO-14001 and
ISO-9001.
 Implementation of the Departmental Policies.
 COMPANY SECRETARY: is over all in charge of Company Secretary
duties with the assistance of Manager for Convening the Board/ Audit Committee
Meeting any other Meetings specified by the Board as per the Companies Act
1956.

B. POWERS, DUTIES & RESPONSIBILITIES OF KEY OFFICER IN

MARKETING:
Marketing Department is responsible for achieving a set of Target, Sales &
Collections annually. The overall target will be distributed among 6 Branches & Export
Department. Targets will be allocated on the basis of each Branch performance in the
preceding 3 years of its turnover. It is he responsibility of each Branch Head to achieve the
set of Sales & Collection target fixed.
 GENERAL MANAGER (MARKETING): Marketing Department is

responsible for marketing of the Company products through its 6 Branches and 25
Depots all over India and also has the responsibility of collections.
a. ALLOCATION OF BUDGET: Sales, Production & Expenditure budget is
planned 3 months prior to the commencement of financial year. Production &
Expenditure Budget is planned based on sales budget. Normally 60 days of
finished goods inventory is maintained as per the industrial norms.
b. SALES BUDGET: As per the Decision of the Board based on the
Performance of the Company for the preceding 3 years.
c. EXPENDITURE BUDGET: Expenditure budget will be allocated in
different heads which are as follows: - Advertisement & Publicity Budget,
Sales Promotional Budget, Primary & Secondary freight budget and C «& FA
expenditure budget.
d. Budget for other Miscellaneous expenditure like TOT, Surcharge and others:
 Handle contract review to ensure that customer requirements are
clearly identified.
 To ensure proper handling, packing and delivery of finished products
to R&D's & customers.
 To control documents & data pertaining to his area of work.
 To maintain quality records in his area of work.
 To handle effectively customer supplied product.
 To ensure proper identification method at finished goods store.
 To handle customer complaint and to take appropriate corrective and
preventive actions.
 Maintenance of stock ledger books/stock control book, etc.
 Safety of the Branches / C&F Depots and its property.

C. Powers, Duties & Responsibilities of Key Officer In Finance and

Accounts:
 ASST. GENERAL MANAGER (FINANCE): All in charge of Accounts

Department of the Company with the assistance of AGM's, Managers, Officers,
and Contract Supervisors for proper maintenance of Company's Accounts,
Planning the funds requirements. Budgeting, Auditing, and Balance Sheet etc.
 Overall control of Finance Accounts Department.
 Maintenance of Company Accounts.
 Liaison with Banking Institutions/Bankers.
 Liaison with AG/Statutory/Proprietary Auditors in respect of Company
balance sheet work.
 Preparation of Balance Sheet of the Company.
 Comply with Statutory Requirements
 Consolidate monthly indents and collections from Branches and
present the data in the monthly production review meetings and
intimate production targets to all concerned.
 Any other works entrusted by MD from time to time.
 ASST. GENERAL MANAGER (ACCOUNTS):

 Preparation of Trial balance sheet and final accounts.
 Attending to Audit enquiries.
 Maintenance of posting of General Ledger.
 Passing of journal entries.
 Preparation of cost sheets/Audit.
 Maintenance of sales tax correspondence & remittance.
 Assisting to AG/Statutory/Proprietary Auditors.
 Assisting the AG M (F&A) with regard to Bank reconciliation works,
 Any other work entrusted by AGM (F&A) from time to time.

The norms set by it for the discharge of its functions:

The KS&DL Board prescribes the delegation of powers to Managing Director to carry
out the duties and responsibilities. Managing Director delegates to functional heads. The
functions/activities of the Company are as follows with regard to Production and Sales.
 Preparation of Budget for every year

 Preparation of Annual Action Plan. ,
 Monthly production plan, preparation based on indents obtained from the
Branches and feedback from the RD's.
 Maintain minimum inventory.
 Addressing customer complaints.
 Introducing new designs.
 Finalization of the Annual Accounts.
 Furnish replies to Audit Queries.
 Explore new marketing avenues for marketing the company's products.
 Comply with all the required provisions of the Companies' Act, statutory
rules and regulations.
 Government circulars and directives, provisions of the Karnataka
Transparency in Public Procurement Act or any other applicable laws/rules in
force.
MARKETING REPORTS OF KS&DL

The marketing department of a company sets up programs to increase sales via
advertising and sales promotions. These can include direct advertising programs such as
radio, Newspapers, Internet and television campaigns to indirect programs that include
involvement in community and public organizations. The marketing department prepares a
variety of reports designed to assist management in processes of determining sales strategies
that work. Reports might include gross sales per campaign or even customer hits on a website
advertisement. Marketing is always looking for the best way to promote a business within the
confines of the company budget.

MARKETING MIX STRATEGIES OF KS&DL:

 PRODUCT STRATEGIES OF KS&DL:
KS&DL has five product lines. They are Soaps, Detergents, Cosmetics,
Sandalwood & Sandal Oil, and finally Agarbathies. All the product lines have a series
of products and offered in different sizes.
 PRICING STRATEGIES OF KS&DL:

KS&DL adopts the simplest methods of pricing, the cost-plus pricing for all its
product lines. The cost includes expenses like material, logistics, selling, promotions,
other overheads and lastly, the trade margins. The selling price is calculated on the
basis of Selling Price = Total cost + Profit. The selling prices of all the products are
very competitive with no compromise on the quality. There would always be some
allowance for discounts to adjust to the market pressures. Therefore, a company
follows cost + pricing, competitive pricing, market oriented pricing, in marketing its
product.
 PROMOTIONAL STRATEGIES OF KS&DL:

From 1973 to 1988, for promoting its products, KS&DL was relying on Mysore
Sales International Limited (MSIL). Since 1989, KS&DL has its own promotion
department. The Indian cricket captain, Mahendra Singh Dhoni was roped m by
KS&DL for Rs 84.85 lakh in January 2006 for a two-year term. Later, the contract
was cancelled due to the busy schedule of the star cricketer.
 PLACE/DISTRIBUTION STRATEGIES OF KS&DL:

KS&DL has 3 production centres, 7 marketing offices spread across India.
The marketing offices are located in Bangalore, Chennai, Hyderabad, Calcutta,
Mumbai, New Delhi and Kanpur. KS&DL is operating through its 250 strong
stockists and Carrying and Forwarding agents (re-distribution stockists). The
company depots supply goods to C&F agents and the stockists appointed in all major
cities. The C&F agents and the stockists in turn supply to wholesalers and the
retailers.

ANALYSIS OF PERFORMANCE OF KS&DL:
As already discussed above, KS&DL offers different types of product in addition to
Mysore Sandal Soap. The analysis of overall performance of company in production, sales
and profit can give some insights into the evaluation of marketing strategies. The
effectiveness of any company is reflected in its trends in sales, profits and production.
Therefore, the attempt is made here to analyse the performance of the company, considering
the trends in sales, production and profit during the last five years. Further, the analysis of
total cost, costs on advertising, publicity, sales promotion and distribution has also been made
to analyse the share of advertising, distribution and sales promotion costs in total cost.

Chapter 6
FINDINGS, SUGGESTIONS AND
RECOMMENDATIONS
FINDINGS

FINDINGS, SUGGESTIONS AND RECOMMENDATIONS

FINDINGS
 It is a company wholly owned by government, so it has to follow the rules made by
the government.
 Consumer awareness of its products is very less except for Mysore Sandal Soap.
 There is mismatch in production and sales activity.
 The company is under utilization its capacity.
 Its products are not available in district places of state other than Karnataka.
 Most of the training is conducted at executive level; the lower level staffs are
neglected.
 Its production is based on old technology, which leads to more wastes in the
production process.
 Recruitment in the company has been stopped since 1988 due to some
circumstances and recruitments are taking place only in some department.
SUGGESTIONS AND RECOMMENDATIONS
 Government has to liberalize its policy on the company can make it best.
 The company can utilize its capacity to the maximum by bring in more innovation.
 The company can spend both money and manpower on advertising.
 The company tries to sell its products not only in Karnataka but other state also.
 As much as possible company tries to utilize its products.
 Conflict should be removed in some of the department.
 KSDL has a wide variety of products but people are unaware of many products like
Agarbathi, Detergents, Baby soaps etc…, as its marketing is very week.
 Company shall also improve in building up the strong marketing strategy in order
to improve the distribution channels and could be able to increase the sales other
than the Mysore Sandal Soap.
 The government has to replace unskilled workers.
 Government has to invest on advertisement, so everyone can know about products.
 R&D shall work effectively and the break-through in new products and can make
the company to earn more profits.

Chapter 7
LEARNING EXPERIENCE &

CONCLUSION

LEARNING EXPERIENCE & CONCLUSION
 LEARNING EXPERIENCE
The learning experience gained by me during the in-plant training was very much
practical oriented .Mostly all the concepts and theories, which I studied in the class, are
applicable practically.
The overall study of the organization reveals that the company has grown tremendously
since its incorporation from 1918, now it has independent units for manufacturing
sandalwood oils, toilets soaps, washing soaps, detergents, cosmetics, incense sticks and
industrial products. The initially named government soap factory was renamed as Karnataka
Soaps & Detergents Ltd in 1 st October 1980.
Its trademark is “Sharabha” the slogan stands as “NATURAL PRODUCTS WITH

EXOTIC FRAGRANCE”. The company is a leading sandalwood soap manufacturer in the
country. Even though they have demand for their products in both domestic as well as
international market, they are not able to establish themselves as market leaders due to
various reasons such as extensive work force, non- utilization of installed capacities of
manufacturing, lack of proper distribution network, lack of expenditure in the areas of
advertisements and publicity, competition of various soaps and detergents and lack of timely
decisions.
I had a great time working on the project, as it gives insights into the working
environment of an organization. The training has exposed me to many facts of an
organization and also helped me to gain practical knowledge, which will go a long way in the
horizon of our career.
The company has an effective human resource department where in the employees are
given excellent packages, incentives and extensive care is taken by providing facilities such
as canteen, medical facilities, motivation classes and extracurricular activities.
My overall learning experience is quite satisfactory, as I got an opportunity to relate

theory to practical working environment. I become more aware of the soap industry and the
role played by KS&DL.

 CONCLUSION
It can be concluded that the various influencing factors responsible for the purchase of
the Mysore Sandal Soaps are, family/friends, advertising and others. It can also be
concluded that the consumers have chosen Mysore Sandal Soaps and keeping in the mind
of goodness of sandal oil, brand name and also the company’s image. Most of the
consumers are satisfied with quality and also there is a delight to the customers to suggest
their product to others.
The study has also helped me to gain good amount of knowledge and has also exposed
me to the industrial environment.
In today’s market, study has to be developed In order to grab market share and to
become a market leader. An knowledge of the customer needs, present buying habit, their
awareness and options. Performance towards various Fast Moving Consumer Goods (FMCG)
most of the people have shifted to Mysore Sandal Soaps because of its quality and good
feature of sandal oil. However the company is trading with existing customers with less
intension for expansion.
Consumer goods evolve over a period of time based on the consumer needs and
request and the firm or organization which is able to understand this and evolve accordingly
and will survive.

Chapter 8
ANNEXURES & BIBLIOGRAPHY

ANNEXURES & BIBLIOGRAPHY
PROFIT AND LOSS A/C OF KS&DL

YEAR ENDED YEAR ENDED
Particulars
31/3/2017(Rs) 31/03/2016(Rs)
REVENUEFROM OPERATIONS 4,551,424,227.00 4,121,781,339.00
Less :Excise Duty 499,425,579.00 451,122,681.00
NET REVENUE FROM OPERATIONS 4,051,998,648.00 3,670,658,658.00
Other income 72,539,873.00 71,878,111.00
4,124,538,521.00 3,742,536,769.00
EXPENSES
Cost of Material Consumed 2,336,112,863.00 1,565,420,225.00
Purchase of Stock in Trade 27,408,943.00 28,126,768.00
Changes in Inventory Of Finished Goods, Work In
- 461,808,294.00 91,497,342.00
Progress and Stock in Trade
Employee Benefit Expenses 576,036,096.00 553,741,174.00

Finance Costs 823,879.00 -
Depreciation 9,582,530.00 13,824,174.00
Prior Period Expenses 6,739,832.00 147,145,986.00
Other Expenses 736,598,741.00 625,711,494.00
TOTAL EXPENSES 3,231,494,590.00 3,025,467,163.00
Profit Before Exceptional
and Extraordinary items
and tax
Provision for Taxation 893,043,931.00 717,069,606.00
Current Tax 293,864,785.00 239,573,687.00
Prior period Tax 66,941,733.00 20,600,537.00
Deferred Tax - 14,862,385.00 - 14,109,355.00
PROFIT / (LOSS) AFTER TAX 547,099,798.00 471,004,737.00
Earnings Per Share (Rs.) Basic & Diluted 1,719.00 1,480.00

BALANCE SHEET
PARTILARS AS AT 31-3-2017(Rs) AS AT 31-3-2016(Rs)
EQUITY AND LIABILITIES
SHARE HOLDERS FUND
(a) Share Capital 318,221,000.00 318,221,000.00
(b) Reserves & Surplus 2,195,859,837.00 1,723,591,979.00

(c) Revaluation Reserve & Revaluation of
7,758,591,370.00 7,758,591,370.00
Land
Total A 10,272,672,207.00 9,800,404,349.00
NOW CURRENT LIABILITES
(a)LongTerm Borrowings 35,000,000.00 35,000,000.00
(b)Other Non Current Liabilities 97,525,385.00 47,836,024.00
(c)Long Term Provisions 277,156,830.00 287,296,043.00
Total B 409,682,215.00 370,132,067.00
CURRENT LIABILITIES
(a) Trade Payables 38,070,798.00 79,704,737.00
(b) Other Current Liabilities 382,742,711.00 310,211,552.00
(C) Short Term Provision 465,763,092.00 382,017,468.00
Total C 886,576,601.00 771,933,757.00
Total (A+B+C) 11,568,931,023.00 10,942,470,173.00
ASSETS
NON- CURRENT ASSETS
(a) Fixed Assets
(i)Tangible Assets 8,036,322,785.00 7,880,164,745.00
(ii)Intangible Assets - -
Total fixed Assets 8,036,322,785.00 7,880,164,745.00
(b) Non Current Investment 100.00 100.00
(c) Deferred Tax Assets 67,122,450.00 52,260,065.00

(d) Long Term Loans and Advances 256,033,090.00 363,297,624.00
(e) Trade Receivables 15,054,017.00 16,923,848.00
Total E 8,374,532,442.00 8,312,646,382.00
CURRENT ASSETS
(a) Inventories 1,815,626,392.00 1,053,863,184.00
(b) Trade Receivables 227,542,169.00 252,260,569.00
(c) Cash and Cash Equivalents 821,869,852.00 1,051,469,256.00
(d)Short Terms Loans and Advances 329,360,168.00 272,260,782.00
Total F 3,194,398,581.00 2,629,853,791.00
Total (E+F) 11,568,931,023.00 10,942,500,173.00
BIBLIOGRAPHY
Company website:
www.mysoresandal.com
http://202.138.105.9/mysoresandal/index.php
http://202.138.105.9/mysoresandal/aboutus.php
http://202.138.105.9/mysoresandal/rti.php
http://www.indianmirror.com/culture/indian-specialties/mysoresandalsoap.html
Annual reports of KS&DL 2015
Annual reports of KS&D 2016
Annual reports of KS&DL 2017

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CROSS FUNCTIONAL PROJECT ON “KARNATAKA SOAPS & DETERGENTS LTD”

Chapter No Title Page No

TASK ACCOMPLISHED DURING

6 FINDINGS & SUGGESTIONS 41

7 CONCLUSION & LEARNING EXPERIENCE 43

8 ANNEXURE & BIBLIOGRAPHY 46

JGI JAIN UNIVERSITY Page 1

organizational aspects of KSDL.

are also covered.

JGI JAIN UNIVERSITY Page 2

JGI JAIN UNIVERSITY Page 3

JGI JAIN UNIVERSITY Page 4

 OBJECTIVES OF THE STUDY

 LIMITATION OF THE STUDY

JGI JAIN UNIVERSITY Page 5

JGI JAIN UNIVERSITY Page 6

when roasted meat over flowed on the glow in ashes.

JGI JAIN UNIVERSITY Page 7

THE HISTORY OF SOAP

 Mysore Soap factory at Bangalore.

 Godrej soap at Bombay

 Tata oil mills

 1930 Lever Brothers Company.

THE INDIAN SOAP INDUSTRY SCENERIO

Rs 4,800-crore Indian toilet soaps market, the lead players include:

 Godrej Consumer Products Ltd

 Colgate Palmolive Ltd and

 Wipro Consumer Car

JGI JAIN UNIVERSITY Page 8

investing in aggressive brand-building and product development projects to promote its

visibility for its brands.

tiniest of Indian settlements.

in the rural market.

benefits, but even a range of emotions within that outlining framework.

JGI JAIN UNIVERSITY Page 9

Many macro-environmental factors are country-specific and a PEST analysis will

JGI JAIN UNIVERSITY Page 10

JGI JAIN UNIVERSITY Page 11

JGI JAIN UNIVERSITY Page 12

Detergents limited (KS&DL), a company owned by Government of Karnataka in India. This

 KD&DL also tied with E Commerce website.

JGI JAIN UNIVERSITY Page 13

BACKGROUND AND INCEPTION OF THE COMPANY:-

The carving on the cover is the Sharabha, the trademark of KS&DL.

It is adopted as a official emblem of KS&DL to symbolize a power that removes

standard of excellence of Karnataka Soaps and Detergent Ltd

“NATURAL PRODUCTS WITH EXOTIC FRAGNANCES”

JGI JAIN UNIVERSITY Page 14

South India that is Karnataka.

known as “Liquid Gold”.

By the inspiration of His Highness Maharaja of Mysore late Jayachamarajendra

process of soap making using Sandalwood oil.

The Maharaja of Mysore & Diwan Sir.M.Visveswaraya established the Government

divisions), on the Bangalore-Pune, Highway, easily accessible by transport services and

JGI JAIN UNIVERSITY Page 15

Detergents Limited”. The company was registered as a public limited company.

JGI JAIN UNIVERSITY Page 16

MILESTONES OF THE COMPANY:-

1916 – Mysore Sandalwood Oil factory started at Mysore.

capacity of 112MTs/Annum near Cubbon Park, Bangalore and the MYSORE

1932 – Toilet soap production capacity was enhanced with 750MTs/Annum

manufacturing facilities at Rajajinagar, Industrial Suburb, and Bangalore