A REPORT ON

ORGANISATION STRUCTURE TRAINING

AT

J.G HOSIERY (KOLKATTA)

A Report Submitted In Partial Fulfillment of the Requirements for the Degree of

MASTER OF BUSINESS ADMINISTRATION

BY

ASHUKA BAJORIA

(APPLICATION NO: 19611655)

UNDER THE GUIDANCE OF

Prof.Rupesh Kumar,

CHRIST (DEEMED TO BE UNIVERSIY) INSTITUTE OF MANAGEMENT,

BANGALORE
 A. INTRODUCTION

History of the Organization

The company had been started in 1980 and registered in the name of J G Hosiery
Private Limited in 2001 is one of the old players in the innerwear market. Its
brands are registered under the name of Amul Innerwear. Amul Innerwear is
among the top three national innerwear brands. The company was founded and is
being managed by the Seksaria family.

The vision of the Seksarias to realize the potential for organized players in a
largely unorganized industry hence holding huge scope for branded players to
provide good qualities products and best service.

J.G. Hosiery Private Limited (“JGHPL”), being held and managed by the
Seksaria family, started operations as a partnership firm in 1978 and was
converted into a private limited Company in 2001. JGHPL manufactures and
markets men’s innerwear in the domestic market under its various brands.
While ‘Amul Comfy’ and ‘Macho’ are the flagship brands owned by the company,
other brands include ’Zoiro’, ‘Amul Body Warmer’, ‘Sporto’ and ‘Florio’. JGHPL
has a pan India presence catering through more than 700 distributors and over
one lakh retailers.

After launching Amul in 1980 as a local North Indian brand, gradually Amul is
spreading presence across the country. The company launched Macho in 2005 to
cater to customers looking for variety and quality in the higher price segment. Over
the years, the brand has done well. Now, they have two brands at two different
price points and for two different categories.

The company outsources a major portion of the production process to job work
units, with only the cutting of the fabric being undertaken at its facilities in Tirupur
and Kolkata. J G Hosiery Private Limited is majorly in Manufacturing (Textiles)
business from last 18 years and currently, company operations are active.

In FY2017, on a provisional basis, JGHPL reported a net profit of Rs 33.0 crore on

an operating income of Rs.1071.7 crore, as compared to a net profit of Rs.30.5
Crore on an operating income of Rs. 957.3 crore in the previous year.
It is classified as Non-govt Company and is registered at Registrar of Companies,
Coimbatore. Its authorized share capital is Rs. 30,000,000 and its paid up capital is
Rs.22, 951,000. It is involved in Manufacture of wearing apparel, except fur apparel.

J G Hosiery Private Limited's Annual General Meeting (AGM) was last held on 28
September 2018 and as per records from Ministry of Corporate Affairs (MCA), its
balance sheet was last filed on 31 March 2018.

Directors of J G Hosiery Private Limited are Bishwanath Seksaria, Navinn Seksaria,

Sandeep Seksaria, Shyam Sundar and Pankaj Seksaria.

JG Hosiery Private Limited's Corporate Identification Number is (CIN)

U18101TZ2001PTC009707 and its registration number is 9707.

Current status of J G Hosiery Private Limited is - Active.

Amul Innerwear from J G Hosiery is one of the top three Indian innerwear brands,
founded and managed by the Seksaria family. Having seen a positive winter last
year, the company is looking forward to robust growth in next two to three years.
After closing the year with Rs 900 crores turnover, we expect the topline to grow
by at least 25 percent.

The brand Macho comes from the house of J. G. Hosiery Pvt. Ltd., a company in
the knitwear business since 1980 with revenue over Rs 1,000 crore.

The brand has a whole range of intimate apparels encompassing leisure and
sportswear. The product range include: T-shirts, shorts, capris, track pants in
regular collection. Apart from that, there is an athlete collection made from ‘Fast
Dry’ fabrics. In total, there are almost 40 products. The target customers are men in
the age group 16 to 35 years in A & B segments.
Company Profile

CIN U18101TZ2001PTC009707

Company Name J G HOSIERY PRIVATE LIMITED

Company Status Active

Registration Number 9707

Company Category Company limited by Shares

Company Sub Category Non-govt company

Class of Company Private

Date of Incorporation 02 April 2001

Age of Company 18 years, 1 month, 25 days

Business Activity Manufacturing (Textiles)

Authorized Capital 300.0 lakhs

Paid-up Capital 229.51 lakhs

Paid-up Capital % 76.503334

Registrar Office City Coimbatore

Registered State Tamil Nadu

Registration Number 9707

Listing Status Unlisted

AGM last held on 30 Sep, 2018

Balance Sheet last updated on 31 Mar, 2018

 B. PRODUCT PORTFOLIO

1. AMUL Comfy: under the brand, the organization produces Casual wear (Track
Pant Etc.), Gym Vest & Brief.

2. AMUL Body Warmer: This is winter wear Product. This is a thermal wear.

3. AMUL Florio: this is a leggings product for woman.

4. AMUL Macho: this is a premium segment brand. In this brand, Company

produce premium segment Vest & Brief.

5. AMUL Sporto: This is a mid-premium segment brand. In this brand, Company

produce mid-premium segment Vest & Brief.

6. AMUL Hint: This is a high-premium segment brand. In this brand, Company

produce high-premium segment Vest & Brief.

These are the main product where the company is focusing.

Detail of Product Portfolio

Trademark : MACHO Class : 18

Application Date: 2015-05-18

Goods and Services Description: Leather

and imitations of leather, and goods
Made of these materials and not included in other classes; animal skins, hides;
trunks and travelling bags; umbrellas and parasols; walking sticks; whips, harness
and saddler being goods falling in class-18

MACHO was launched in 2005 and has become one of the highest selling and
fastest growing innerwear brand in the country. This is an exceptional achievement
for a brand that has been in business for just 11 years considering the cut-throat
competition in the category.

Trademark : Bade aaram se Class : 25

Application Date: 2015-03-31

Goods and Services Description : Hosiery including vests, briefs, knitted trunks,
underwear, brassiers, chemises, slips, petti-coats, panties, nighties, casual wears,
pajamas, polo shirts, t-shirts, shirts, pants, trouser, kids wear, baba suits, sports
wears, under garments, uniforms knitted and woven readymade garments, socks
and stockings for wear and belts for wear being goods falling in class-25

Trademark : FLORIO Class : 25

Application Date: 2015-03-25

Goods and Services Description: Clothing,

knitwear, hosiery and ready-made garments,
leggings.

Trademark : MACHO Class : 25

Application Date : 2015-03-24

Goods and Services Description : Hosiery

including vests, briefs, knitted trunks, underwear, brassiers, chemises, slips, petti-
coats, panties, nighties, casual wears, paijamas, polo shirts, t-shirts, shirts, pants,
trouser, kids wears, babysuits, sports wears, under garments, uniforms knitted and
woven readymade garments, socks and stockings for wear and belts for wear being
goods falling in class-25
 Trademark : AMUL BODYWARMER Class : 25

Application Date : 2001-07-06

Goods and Services Description : Hosiery

including vests, brifes, knited trunks,
underwears brassiers, chemises, slips, petti-
coats, panties, nighties, casual wears, paijams,polo shirts, t-shirts, shirts, pants,
trouser, kidswears, babasuits, sports wears, swiming wears, under garments,
uniforms knitted and wooven readymade garments, socks and stockings for wear
and belts for wear.

Trademark : ZOIRO Class : 25

Application Date: 2013-04-09

Status: Objected

Goods and Services Description : Clothing, knitwear, hosiery and ready-made

garments including inner wear, vests, briefs, shorts, boxer shorts, shirts, t-shirts,
trousers, suits, sportswear, jeans, pajamas, stockings, socks, headgear, footwear.

Trademark : AMUL PRIYA Class : 25

Application Date : 2008-11-19

Status : Registered

Goods and Services Description : Hosiery

including vests, briefs, knitted trunks, underwears, brassiers, chemises, slips, petti-
coats, panties, nighties, casual wears, paijamas, polo shirts, t-shirts, shirts, pants,
trouser, kidswears, babsuits, sports wears, under garments, uniforms knitted and
woven readymade garments, socks and stockings for wear and belts for wear
 Trademark : DOODLES Class : 25

Application Date : 2007-08-30

Status : Registered

Goods and Services Description: Articles of clothing in particular hosiery goods.

J G Hosiery Pvt Ltd, one of the oldest players in the organized innerwear market
and is popular under the name of Amul Innerwear, is targeting a turnover of Rs
325 crore next fiscal, from Rs 150 crore last year, on the back of new product lines
and increased focus on national footprint.
The company is planning a new manufacturing plant in Delhi this year with an
investment of Rs 10 crore.
Currently the company has two production facilities at Tirupur and Kolkata, where
it produces 3.5 lakh units per day.
After the expansion, capacity will go up to 5 lakh units per day.

C. Mission, Objectives and Strategies of the Organization

Mission
The mission of the company is to be recognized as a brand for quality, comfort,
fashionable with maintain high governance standard in all over the world.

Objectives
The objective of the company is to provide higher quality products at affordable
price.

Strategies
1. Extending the marketing in global market.
2. Diversified products segment as per Customer needs.
3. Capturing the premium segment and higher premium segment innerwear
market.
4. Using different modern marketing channel. Like Ecommerce.
 5. Diversified product as different customer segment. Like Leggings for
Woman.
6. Investing in highly productive manufacturing facilities.

D. ORGANIZATION CHART

DIRECTORS

CEO Cum CFO

FINANCE PRODUCTIO BRAND HR SD

MANAGER N MANAGER MANAGER MANAGER MANAGER

SUBORDINAT SUBORDINAT SUBORDINAT SUBORDINAT SUBORDINAT

ES ES ES ES ES

E. POLICIES AND PROCEDURES FOLLOWING.

1. Accounting polices: All Accounting policy is followed by Indian

Accounting Standard. As per the direction of Government Department, the
organizations maintain the books of accounts.

2. Employee Benefit: as per government rules, the organization is giving the

facilities of EPF, ESIC, Gratuity Fund, Leave etc.

3. The organization also maintains the all rule regulation which is set by Indian
Government and Global nation.
 F. FUNCTIONS OF VARIOUS DEPARTMENTS AND THEIR
MANAGERS
Finance Department:

Accounts Payable (money out) – In order to maintain great relationships with

vendors making sure that everyone gets paid on time is a vital role. The role
of the accounting department includes keeping an eye on opportunities to
save money, for example, determining if there are discounts or incentives
available for paying certain vendors more quickly. At the very least, AP
should be scheduled to assure that the least amount of money has to go out
per payment, i.e., no late payment charges!

Accounts Receivable and Revenue Tracking (money in) – Another critical

duty of the accounting department is to account for and track receivables,
including outstanding invoices and any required collection actions. Accounts
receivable is responsible for creating and tracking invoices. The
responsibility here includes assuring that customers pay those invoices on
time, so a system of friendly reminders is crucial.

Payroll – Payroll is a critical function of the accounting department and

includes making sure all employees are paid accurately and timely. In
addition, proper tax is assessed and tax payments are on time with state and
federal government agencies.

Reporting and Financial Statements – The primary reason you collect data
properly in your accounting software is to prepare financial reports that can
be used for budgeting, forecasting and other decision making processes. In
addition, these and other reports are needed for communication to investors,
banks and other professionals that play a role in the growth of your business.

Production Department
The production department is a group of functions within the organization that is
responsible for the manufacture of goods. This can include just a few specialized
functions with all other work outsourced, or a fully functioning department that
converts raw materials, assembles components into finished goods, and packages
them.
The production department can be the largest organization within a business. It
may employee mechanics, machine setup specialists, maintenance personnel, and
machine operators.
A key focus of the production department is efficiency. To that end, the bottleneck
operation within the facility is closely monitored and supported so that throughput
(revenue minus variable costs) is maximized.

Brand Manager

Carrying out market research in order to keep up to date with customer trends, as
well as trying to predict future trends
Developing strategies and managing marketing campaigns across print, broadcast
and online platforms to ensure that products and services meet customers’
expectations and to build the credibility of brands

Analyzing the success of marketing campaigns and creating reports

Supervising advertising, product design and other forms of marketing to maintain
consistency in branding.

HR Manager

Hiring and Recruiting

One of the primary functions of the human resources department is to oversee
hiring and recruiting within the organization. The department actively recruits,
screens, interviews and hires qualified candidates for open positions.

Training and Development

The human resources department handles the training and development of staff
within an organization. It creates training programs and conducts training for new
hires and existing employees.

Handling Compensation
The human resources department is responsible for various aspects of employee
compensation. The department typically handles employee payroll and ensures
employees are paid accurately and on time, with the correct deductions made.
Human resources departments also manage compensation programs that include
pensions and other fringe benefits offered by the employer.

Employee Benefits

The human resources department manages all aspects of employee benefits. The
department keeps track of employee absences and job-protected leave, such as
family medical leave. Human resources department representatives ensure
employees receive the proper disclosures regarding benefit eligibility or if benefits
are no longer available because of a layoff or termination.

Employee Relations

The department maintains the relationship between employees and management by

promoting communication and fairness within the company.

Legal Responsibilities

The human resources department is responsible for interpreting and enforcing

employment and labor laws such as equal employment opportunity, fair labor
standards, benefits and wages, and work hour requirements.

Sales & Distribution Department

Converting sales: The sales department’s main objective is to make sales.

However, they must also do so efficiently and as inexpensively as possible.

Customer retention: The sales team is responsible for retaining customers,

which is a monumentally important task. The sales staff is to make sure
customers remain happy and continue to do business with your company.

Business growth: The sales department is one of the most critical sectors of
business for growth. Through relationship-building and keeping customers
happy, word-of-mouth recommendations increase. Plus, satisfied customers
are usually willing to leave positive reviews. Reviews are
critically important in doing business these days. This is why the sales team
can help the organization grow the business. Through outstanding customer
 service, customers become loyal and sing the praises to others, bringing in
new business.

G. SWOT Analysis of the Organization.

SWOT Analysis of Amul with USP, Competition, STP (Segmentation, Targeting,
Positioning) - Marketing Analysis

Strengths:

1. Continuous innovation with investment in latest technology as per company

policy with customer demand.
2. One of the trusted brands in innerwear industry.
3. Managing many brand under a roof.
4. One of the leading hosiery brands in India with annual turnover increasing.
5. One of the top 3 largest innerwear brand in India and enjoys number one
position in several states.
6. Fastest growing innerwear brand in India with turnover of over 350 cores
7. Oldest player in organized innerwear market
8. Provides good quality products and best service
9. Popular advertising campaigns; brand endorsed by Bollywood Film actors.

Weakness

1. Competition with other brands means high cost expenses to survive in the
sector.
2. Prices of Raw Materials are highly fluctuate.
3. High brand switching since lots of options available to customers
4. Competition from other popular brands means limited market share growth.

Opportunities:

1. Huge opportunities in the Global Market.

2. Opportunity of providing various product segment to targeted customer.
3. Potential of providing various products across the country using their strong
distributional channel
4. Immense opportunities in the Global Markets
Threats:

1. Cost of brand switching is low, hence with many brands available in market,
consumer wants best quality at low price
2. Fierce competition from Multi-Nationals Company as well as Local
Company.
3. Problem in changes of governance compliance at global market as well as
national market.
4. Fierce competition from multi-nationals operating in India and also local
players
5. Limited designs and options

H. KEY RESULT AREA OF THE ORGANIZATION.

1. Strong distribution channel through Dealer & E Commerce.

2. One of the leading players in innerwear segment.
3. Increase the market share at global market.
4. Established as a premium brand in consumers’ minds.
5. Innovating and producing new upper premium product.

I. SIGNIFICANT FACTOR FOR SUCCESS

The early success of the brand was that it came to the market with a wide offering
in terms of design, color, pattern etc. Catching up to the latest trends, innovation,
comfort, product quality and new development have always been an integral part
of the research and development section of the company. This has culminated in
the form of a new and stylish product range – “Z Series”. Catering especially to the
younger & aspirational generation in particular and the mid segment Category in
general.

Another Important reason for the organization’s success is its trend setting
communication. From being “irresistible” with “Yeh toh bada toing hain” by being
“bade aaram se” with Saif Ali Khan as its brand ambassador and now with its
newest brand ambassador Tiger Shroff. It has set a benchmark that the competitors
are still catching up to. As a validation to its growth story, the brand has been
awarded the Most Promising Brand (2014-15) and Master Brand (2014-2016) in
India.

Amul Macho is the fastest growing HOSIERY brand in India. Over the years, the
brand has always been a contemporary definition of machismo for Indian men.
From being ‘irresistible’ to being ‘cool and smooth,’ Amul Macho has fed into the
narcissism of Indian men since its starting days.

 Blaze to Brilliance

Within 10 years of being in business, Amul has launched itself into a highly
competitive place at the top of the HOSIERY market in India. The brand has
steadily innovated its products and production technology to provide its customers
with the most comfortable and quality underwear. The emphasis on comfort and
contemporary design sets Amul Macho apart from the rest of the competition.

 Faith Factor

The HOSIERY category in India is slightly skewed towards the unorganized

players – a phenomenon that has destroyed the sense of fashion when it comes to
HOSIERY in the country.

Amul keeps the fashion in HOSIERY alive in India. The brand prides itself on
being contemporary. Through its innovative cuts, evolution in material and
youthful imagery, the brand gives its consumers a recurring reason to find Amul
the next time they purchase HOSIERY

 Engagement That Enthrals

Amul is driven every day by a mission to make itself the most preferred brand
through a relentless pursuit of innovation in design, quality and comfort.

In 2009, Amul found itself in a peculiar position as a result of its boisterously

macho advertising. Although the core buyers of Amul connected with and loved
the advertising, the moral police sought to raise its eyebrows.
In 2010, Amul Macho re-invigorated its brand with a new age definition of
machismo – a smoother, cooler, smarter man. The brand even tied up with the
smoothest actor in Bollywood, Saif Ali Khan, to take the brand to a higher level of
quality perception and association.

The partnership between the refined Saif Ali Khan and the outlandish machismo of
Amul set a trend that many brands in the category attempt to follow even today.

Innovedge

To maintain a youthful imagery, it has been imperative for Amul to keep creating
new designs every year. The brand uses 100 per cent cotton, a revolutionary
production method that makes sure that the comfort of Amul is unmatched by other
brands. The brand pioneers in communication in the category. Other HOSIERY
brands are still catching up in terms of communication.

 Brand Promise

Amul promises to be the most preferred inner wear brand through relentless
pursuit of innovation in design, comfort and product quality.

 Facts
1. The company operates its sales and distribution through a network of 700
dealers across India and has 17 branches spread across the country.
2. The company employs more than 15,000 people directly and indirectly.
3. The brand is well known for having very popular TV campaigns
regularly, like “Yeh toh bada toing hai”; “Bade Aram Se”; etc.

 Promise Beacon
1. 1980: The year when the company was established and Brand
‘AMUL’ was launched
2. 1987: The year in which the Brand ‘MACHO’ was launched
3. Rs 800 crore: The turnover for the company in Fiscal Year 2013-2014
4. 17: The number of branches the company has across India
 5. 8: The number of times the turnover of the company has
increased between Fiscal Years 2005 and 2015

J. SYSTEM OF ACCOUNTING FOLLOWED.

The Company is following Indian Accounting Standard Rules. There are short
brief about accounting policy in the organization:

a) The Accounts are maintained on accrual basis and according to double entry
system of accounting and on the Accounting principle of a going concern.
b) Revenue Recognition: All Income & Expenditure unless specifically stated
otherwise, are accounted for on mercantile basis.

c) Inventories: Inventories are valued at Cost Price or Net Realizable Value

whichever is lower.

d) Fixed Assets are stated at cost of acquisition less depreciation.

e) The carrying amounts of assets are reviewed at each Balance Sheet date if
there is any indication of impairment based on internal/external factors. An
impairment loss will be recognized wherever the carrying amount of an asset
exceeds its recoverable amount which represents the greater of the asset’s net
selling price and value in use. In assessing value in use, the estimated future
cash flows are discounted to the present value by using weighted average cost
of capital. A previously recognized impairment loss is further provided or
reversed depending on change in circumstances.

f) Depreciation has been provided on the written down value as per the useful
life, rates and in the manner prescribed in Schedule II to the Companies Act,
2013.
 g) Other Income: Interest income is recognized on a time proportion basis taking
into account the amount outstanding and the applicable interest rate. Interest
income is included under the head "other income" in the statement of profit
and loss.

K. PRODUCT PROMOTIONAL ACTIVITIES

The company's promotional budget this year is Rs 15 crore.

It is also in the process of introducing a new television campaign.

Currently the innerwear market is estimated at Rs 5,162 crore.

While some are in the premium segment, the brands like Amul are in the mass
market.
According to the board "We entered the innerwear market as we realized the
potential for organized players in this largely unorganized industry. With the
increase in production capacity & further aggressiveness in brand building
initiatives, we are aiming to be the leading national innerwear brand by the year
2010."

Amul Innerwear is reportedly the third largest innerwear brand in the country at
present.

PROMOTIONAL ACTIVITY INCLUDES:

Focus on Tier III markets

Talking about their strategy to penetrate into small towns, the board believes that
small towns are no more ‘small’. They are almost as big as some cities were just a
decade back. All towns and cities have immense potential and with the presence of
media and Internet almost everywhere, it is becoming one common market.

Since Sporto targets mid-premium segment, the company is getting equally good
response from cities as well as towns. From sales volume point of view, Mumbai
vs RoM (Rest of Maharashtra), few years back, was around 3:2 or 1:1, now with
growth of smaller towns1, the scales are tilting and RoM is giving them more
volumes.
The organization feels since small towns have lesser brand-crowd, hence entry
barriers are easy. They have good consumption as well. “What is challenging is
getting the right distribution partner. With good products and networking that can
be overcome in a short time. Talking about competition from unbranded players,
the unorganised sector is present in all markets, hence, not necessarily in small
towns alone. But it affects only the economy segment.”

1. Free Scheme: the company provide free scheme after targeting the sales to
Dealers.
2. Loyalty Point: The Company also give loyalty point after selling the product to
the dealers and the point can be redeem into cash or free items.
3. The Company also provide tour programme to dealers at company cost in
national & international level.
4. The Company also endorse to Bollywood Celebrities for advertisement. Like:
Tiger Shroff, Saif Ali Khan.

L. CAREER PLANNING AND PROMOTION POLICY OF EMPLOYEE

This training method involves movement of trainee from one job to another gain
knowledge and experience from different job assignments. This method helps the
trainee understand the problems of other employees.

M. TRAINING MEASURES
Benefits of Ranking Employees
Enables you assess whether an employee has improved from the last training or not
Pushes employees to improve with every training
Brings employees together both in cooperation and competition as they positively
battle and encourage each other for achievements

N. SYSTEM FOLLOWED FOR PURCHASE OF MATERIALS.

Identification of materials needs, market research, collection of bidders, finalized
the bidder and close the purchase.
 O. IT System used with some details

J.G. Hosiery Pvt. Ltd. J.G. Hosiery Pvt Limited, a company in the knitwear
business since 1980. JGHPL manufactures and markets men’s innerwear in the
Indian domestic market under its various brands. While ‘Amul Comfy’ and
‘Macho’ are the flagship brands owned by the company, other brands include
’Zoiro’, ‘Amul Body Warmer’, ‘Sporto’ and ‘Florio’. JGHPL has a pan-India
presence catering through more than 700 distributors and over one lakh retailers.
Currently, the company has two manufacturing facilities in Tirupur and Kolkata.

System details

Customer was using the following SAP Systems – SAP ECC 6 comprising of
Solution Manager, Development, Quality & Production Server and approached
InfraBeat Technologies for migration (lift-and-shift) from On-Premises (Physical
Servers) to AWS Cloud
(RHEL 6 to RHEL 7).

Key Challenges

• The SAP Infrastructure was running on aging on-premises hardware and the
Client increasingly experienced performance challenges.
• Ensuring High availability of SAP Applications
• Lack of Scalability

Reasons to move to AWS Cloud

• Elasticity, Scalability, Reliability and Integration

• Move from Obsolete to Certified Hardware.
• Lower TCO with higher Performance
• Lower and predictable capital expenses.
• Looking for scalable platform on need basis
The Solution

With their on-premise servers reaching end of life, the client made the decision to
migrate all of the SAP ECC Systems onto the Amazon Web Services (AWS)
cloud. Having weighed up on-premise deployment with the cloud, and then having
looked at a number of cloud options, they felt AWS was the logical decision.
Hosting their SAP solutions in the cloud offered them the option of a minimal
initial cost outlay, and the ability to ‘get-going’ without the delay of provisioning
and setting up on-premise hardware. In addition, the maturity of the certified SAP
Instances offering on AWS was a major factor leading to their decision. The
migration to the AWS cloud was done using standard SAP migration techniques
and proved a straightforward process. The entire migration was achieved during a
standard migration weekend.

Solutions in Scope for AWS:

• SAP ERP
• SAP Solution Manager on Need Basis

SAP Sizing for Deployment:

The standard SAP sizing procedure was utilized while sizing SAP solutions to run
on AWS. To obtain sizing information for SAP Computes, we looked at their
existing sizing on SAP as well as their future requirements. Based on these we
determined their SAPS requirements and then architected their solution on AWS
based on the SAPS ratings of the various EC2 instance types.

How AWS Services were used as part of the Solution?

Amazon EC2 to support SAP applications including development, quality and

production. A r4.4xlarge for its SAP application server /database server –
Production Instance along with the installations of the SAP Solution Manager and
SAP router. Amazon EBS and S3 - For backups and storage. Amazon Virtual
Private Cloud (VPC) - To establish a virtual private and secured network
connection between AWS and the on-premise network.

Monitoring

Infra-structure monitoring was done using CloudWatch and remediation was

based on triggers and alarms configured for service health or capacity thresholds.

The Benefits

Key Benefits after Moving to AWS

• Significant Savings on SAP Infrastructure Costs, Support, Maintenance and
Operating Costs.
• Scalability during quite periods – Resources are scaled down when they’re no
longer required especially in the evenings or on weekends.
• Faster RTO and RPO
• Reduced Management Time for the SAP environment.
• Higher Flexibility and scalability InfraBeat Technologies Pvt. Ltd. Confidential

Why InfraBeat

• They bring the best of both worlds on the table – viz, both SAP and AWS
expertise.
• Single point of Contact for SAP and Infrastructure support
• Trusted SAP partner from the last 5 years
• Amazing hold on the product, and its deployment techniques on cloud

Software: SAP ECC 7.2

IT System has been divided into two parts.

1. The data collection, storage, processing and outputting functionalities for the
core operations of a business.
 2. To identify, extract and analyse data for various operational needs,
particularly for decision-making purposes.

P. HRD MEASURE (INCLUDING WELFARE MEASURE)

Short term Benefits (other than termination benefits) which are payable with in
twelve months after the end of the period in which the employees render the
service are accounted on accrual basis.

Defined contribution plans: Company’s Contribution paid / payable during the year
to provident fund is recognized in the statement of profit & loss.

Defined benefit plan: the gratuity payable to the employee is covered by three
master policies taken out with life Insurance Corporation of India under its Group
gratuity scheme and the company has opted for the cash accumulation method.

EMPLOYEE REVIEW
 Customer Relationship Manager for 8 years.
Likes
The company is open to innovation and readily adopts latest technology.
My plus point is that my colleagues come from various cultural background.

Dislikes

The work pressure is very high. Sometimes I have to work 10-14 hours straight
in a day as I have to attend the client calls in the evening and sometimes late into
the night.

Work

My work is slightly challenging as I have to look after the entire product

marketing and distribution life cycle as well as manage day to day yield operation.

General production manager for 5.5 years

Likes
The company with its Managing Director Mr.Navin has grown tremendously
with Quality and Safety to its employee. It is one of the fast growing companies in
India that works in an ethical environment.

Dislikes
Compensation is very decent but it has to be reviewed every year.

Work
It is very interesting to work here. Monday to Saturday there is a lot of
travelling within the city. The timings are very strict from 9am to 8pm.

Facilities Provided For To the Employees

 Free Transport
 Cafeteria
 Hygienic Free Food
 Education Assistance
 Soft Skill Training
  Health Insurance
 Job Training
 Team Outings

Q. MANPOWER PLANNING

1. Analyzing the current manpower inventory- Before HR manager makes

forecast of future manpower, the current manpower status will be analyzed.
For this the following things have to be noted-
 Number of person for departments required
 Employees in these work units

2. Developing employment programmes- Once the current inventory is

compared with future forecasts, the employment programmes can be framed
and developed accordingly, which will include recruitment, selection
procedures and placement plans.

3. Design training programmes- These will be based upon extent of

diversification, expansion plans, development programmes etc. Training
programmes depend upon the extent of improvement in technology and
advancement to take place. It is also done to improve upon the skills,
capabilities, knowledge of the workers.

R. PERFORMANCE APPRAISAL SYSTEM

It is an ongoing communication between the manager and the employee throughout
the year. End of the year, they will determine if the pre-set goals and objectives
were met, provide feedback and set new goals.
 S. FINANCIAL HIGHLIGHTS OF THE ORGANIZATION DURING
THE LAST THREE YEARS.
(Figures in Rs.
Crores)
Operating
Year Revenue Expenses PBT PAT EBITDA
F. Y. 2017
– 18 1,179.88 1,106.13 60.95 39.34 92.45
F. Y. 2016
– 17 1,073.36 1,011.61 50.06 32.46 78.00
F. Y. 2015
– 16 957.93 901.34 46.94 30.50 67.99

ESTIMATED FINANCIAL DETAILS FOR THE YEAR 2018

Operating Revenue Over INR 500 cr

EBITDA 19.07 %

Net worth 20.98 %

Debt/Equity Ratio 1.41

Return on Equity 17.34 %

Total Assets -2.00 %

Fixed Assets 19.14 %

Current Assets -11.55 %

Current Liabilities -11.73 %

Trade Receivables 15.70 %

Trade Payables 12.45 %

Current Ratio 1.27

T. FUTURE PLANS FOR GROWTH OF THE ORGANIZATION.

The company is company is coming with new product segment very soon. The
company also planning to increase the budget for brand promotion. The company
is trying to make more strong traditional distribution channel and Modern
distribution channel.

U. VIEWS OF MANAGERS AT VARIOUS LEVELS AND NON-

MANAGERIAL STAFF BY DETAILED INTERACTION

The employees are happy to work for the organization. The employees are getting
employee benefits. The training programmer is being conducted time to time. They
have flexibility in their work place. The relation between Managers and Non –
Managerial staffs are very friendly. They don’t interfere in other works.
 V. ADVANTAGE AND DRAWBACKS OF THE ORGANIZATION
STRUCTURE.

Advantage:

1. Management: the promoters are the directors of the company. So take the all
action after justify the work.
2. Skilled employees: the organization has skilled & experienced employee.
3. Friendly Environment: the organization’s employees maintain the friendly
environment in the organization.

Drawback:

1. Fewer Employees: the organization is growing rapidly. The work pressure is

increasing on the employee.

W. RETAIL SPREAD OF THE ORGANIZATION:

The company is primarily focusing on the MBO segment and has been receiving
tremendous response. It has established a presence in almost 1,000 stores. They
hope to ramp up their distribution fast and target to grow 10 times in next two
years. They have a distribution setup in the Middle East from where they have
received good enquiries. They aspire to clock in Rs 1,100 cores revenue this year.

The organisation expects 20-25 per cent consistent growth in the next 4-5 years.
They want to make the Indian hosiery industry the global leader. With the potential
of talents in engineering, supply chain combined with insights in marketing, and
availability of good raw materials, they hope this should be achievable within next
decade. New products are being added, and they are extending the ‘Fast Dry in
Tracks’ and shorts. “Apart from men’s wear, the organization is also planning to
extend their offering in women’s sportswear.
 X. CASE STUDY ON THE TRADEMARK OF THE ORGANIZATION:

“Amul” is one of India’s biggest brands in the food and beverages sector,
managed by Gujarat Cooperative Milk Marketing Federation (GCMMF). The fame
and recognition the brand has achieved came with a downside. As the brand started
developing a reputation for itself, many companies and people started infringing on
its exclusive right and started misusing it a lot. This was mainly because the
registry allowed the other brands to get the name “Amul” registered under different
classes.

For example, this quite famous hosiery brand named “Amul” owned by
J.G.Hosiery Private Limited also obtained the registration for applications made
under class 25 in 2001 with the brand name “Amul Body warmer” and “Amul
Gold”. As Amul (milk brand) has not registered its trademark under the said class,
the registration was granted to the hosiery brand. Although the class did not relate
the activity of milk brand, the other brand could take advantage of the goodwill of
a milk brand.

Later, “Amul” finally applied in the registry to be considered as a well-known to

prevent its registration in India and globally under any class. “Amul” was granted
the status of “well-known trademark” by the IPAB in 2013 and was included in the
list of “well-known trademarks” in 2015 by the Controller General of Patent,
Designs, and Trade Marks.

Hence, it is very essential to understand that it is important to register/apply for the

well-known trademark status at the right time once the brand creates a certain
reputation for itself, globally.

In this case of Amul, the business owners needed to learn 2 things.

The first lesson is ensuring to seek Trademark registration in applicable classes of

the products being dealt or services being rendered to provide protection from all
sides to a brand.

Another is for those brands like Amul Milk, being famous to seek registration as a
well-known mark when the market presence it quite good the consumers can easily
relate to your brand with the name or logo itself. It may stop others from using the
similar or deceptively similar brand name that could ride on their goodwill.
To conclude we could simply say that ‘brand’ is a very sensitive topic for any
business nowadays because of the increasing competition and market presence.
Therefore, while choosing brand name to establish a distinct presence in the
market; there is also a need to equally look for its protection.

And as we opt to register it as a trademark, there are numerous factors to be

considered and therefore consulting an expert also gets inevitable. The duty does
not end by filing an application or obtaining a registration; the owner needs to keep
an eye even on the competitors and other market players as well.

Y. SALES INTELLIGENCE OF THE ORGANISATION

D&B Hoovers provides sales leads and sales intelligence data on over 120 million
companies like J G HOSIERY PRIVATE LIMITED and Apparel Manufacturing
contacts in Tirupur, Tamil Nadu, India and around the world. The data undergoes
extensive quality assurance testing with over 2,000 discrete checks for validity and
reliability. They use over 30, 0000 different sources, including teams of primary
source researchers to update our data over 5 million times per day. So when there
is a J G HOSIERY PRIVATE LIMITED insight, financials and competitors from
D&B Hoovers, you can trust in their accuracy.

Z. RECOMMENDATIONS TO OVERCOME THE DRAWBACKS.

I recommend that the organization should hire the more people so work pressure
will be divided and the work proficiency will be increase.