GENERAL

INFORMATION

OF COMPANY

Page 1
 INDEX

SR. NO. PARTICULARS PAGE NO.

1 Company profile

2 History and Development of company

3 Location of Company

4 Organization structure

Page 2
 COMPANY PROFILE

Name of the Company

Year of Establishment

Address

Web site

E-mail ID

Form of Business Unit

Name of the owner

Name of Partners/Directors

Managing Director

Product

Production Capacity

Banker

Number of Employees

Auditor

Page 3
 HISTORY AND DEVELOPMENT OF COMPANY

- year of establishment
- name of the owners and promoters
- production capacity
- market share
- development
- current position
- profit
- other important information of the company

Page 4
 LOCATION OF THE COMPANY

Business's location is the key for successful operations and overall

growth. When selecting location, consider company needs, customers,
employees and equipment needed to complete the services.

Business must have enough space for the equipment required to

produce their products and services. If we have a manufacturing company,
we will require extensive space for equipment and inventory. Consider
business's products and services when establishing your location.

If business directly in connection with customers, the location must be

convenient to the customer. The location must be easily available and
provide the customer with a feeling of safety upon their arrival and exit.

Page 5
 ORGANIZATION STRUCTURE

In business, since there are number of people working, manager has to

decide who will do a specific work, whom to assign the work and to clear
the relationship among the people working in business. This duty performed
by the manager is known as ‘Organizing’. It includes the analysis of
activities to be performed to achieve the business objectives.

We can say that organization is a ‘backbone’ of any management.

Without efficient organization no manager can achieve the objectives. It is a
set of collective efforts made by various individuals according to their
ability, knowledge and skill using the given authority and responsibility.

An Organizational Chart shows the internal structure of an

organization or company. The employees and positions are represented by
boxes or other shapes, sometimes including photos, contact information,
email and page links, icons and illustrations. Straight or elbowed lines link
the levels together. This creates a clear visual picture of the hierarchy and
ranks of different people, jobs and departments that make up the
organization.

There are different types of organization structure such as line organization,

staff organization, line and staff organization, matrix organization,
committee organization etc.

Page 6
PRODUCTION

DEPARTMENT

Page 7
 INDEX

SR. NO. PARTICULARS PAGE NO.

1 Introduction

2 Production Department Structure

3 Products of the Company

4 Production Process

5 Raw Material and Suppliers

6 Plant Layout

INTRODUCTION
Page 8
 Production is a process of combining various material inputs and
immaterial inputs (plans, know-how) in order to make something for
consumption (the output). It is the act of creating output, a good or service
which has value and contributes to the utility of individuals
Production is defined as “the step- by-step conversion of one form of
material into another form through some process to create or enhance the
utility of the product to the user.” Thus production is a value addition
process. At each stage of processing, there will be value addition.
Production management deals with decision-making related to
production processes so that the resulting goods or service is produced
according to specification, in the amount and by the schedule demanded and
at minimum cost."
One of the main objectives of production management is to ensure
right quality of products to the customers based on their needs. The quality
of product is established based upon the customers’ needs. The right quality
is not necessarily best quality. It is determined by the cost of the product and
the technical characteristics as suited to the specific requirements.
Production management facilitates to make production in the right
quantity to avoid excess or deficit volume of products. The manufacturing
organization should produce the products in right number. If they are
produced in excess of demand the capital will block up in the form of
inventory and if the quantity is produced in short of demand, leads to
shortage of products.
Production management helps the organization to carry on the
production at the right time. Timeliness of delivery is one of the important
parameter to judge the effectiveness of production department. So, the

Page 9
production department has to make the optimal utilization of input resources
to achieve its objective.
With the help of production management, an organization is able to
carry on the production process at a reasonable cost level. Manufacturing
costs are established before the product is actually manufactured. Hence, all
attempts should be made to produce the products at pre-established cost, so
as to reduce the variation between actual and the standard (pre-established)
cost.

Page 10
 PRODUCTION DEPARTMENT STRUCTURE

The organization structure of production department of _[co. name]__

is as follow:

Page 11
PRODUCTS OF THE COMPANY

Page 12
 PRODUCTION PROCESS

The production process is concerned with transforming a range of

inputs into those outputs that are required by the market.
This involves two main sets of resources - the transforming resources, and
the transformed resources. The transforming resources include the buildings,
machinery, computers, and people that carry out the transforming processes.
The transformed resources are the raw materials and components that are
transformed into end products.
Any production process involves a series of links in a production
chain. At each stage value is added in the course of production. Adding
value involves making a product more desirable to a consumer so that they
will pay more for it.
It is very important for businesses to identify the processes that add
value, so that they can enhance these processes to the ongoing benefit of the
business.
There are three main types of process: Job, Batch and Mass
production.
1. Job production:
Under this method special or non-standardized products are produced
in accordance with the orders received from the customers. E.g., Ship
building, dam construction, bridge building, book printing, etc.
2. Batch production:
It is that form of production where identical products are produced in
batches on the basis of demand of customers’ or of expected demand for
products. E.g., production of biscuit, medicines, hardware like nuts and bolts
etc.

Page 13
3. Mass production:
Flow production involves a continuous movement of items through
the production process. This means that when one task is finished the next
task must start immediately. Therefore, the time taken on each task must be
the same. Flow production (often known as mass production) involves the
use of production lines such as in a car manufacturer where doors, engines,
bonnets and wheels are added as it moves along the assembly line.

Page 14
RAW MATERIAL AND SUPPLIERS

Page 15
PLANT LAY-OUT

Page 16
PERSONNEL

DEPARTMENT

Page 17
 INDEX

SR. NO. PARTICULARS PAGE NO.

1 Introduction

2 Personnel Department Structure

3 Recruitment and Selection

4 Training to Employees

5 Time Keeping System

6 Wages and Salary

7 Employee amenities and Welfare Activities

INTRODUCTION

Page 18
 Human resources describes the people who make up
the workforce of an organization, business sector, or economy. "Human
capital" is sometimes used synonymously with "human resources", although
human capital typically refers to a narrower effect (i.e., the knowledge the
individuals embody and economic growth). Likewise, other terms
sometimes used include manpower, talent, labour, personnel, "associates"
or simply people.

A human-resources department (HR department) of an organization

performs human resource management, overseeing various aspects
of employment, such as compliance with labour law and employment
standards, administration of employee benefits, organizing of employees
files with the required documents for future reference, some aspects
of recruitment.

A human resources manager has several functions in a company

 Determine needs of the staff.

Page 19
 Determine to use temporary staff or hire employees to fill these
needs.

 Recruit and train the best employees.

 Supervise the work.

 Manage employee relations, unions and collective bargaining.

 Prepare employee records and personal policies.

 Ensure high performance.

 Manage employee payroll, benefits and compensation.

 Ensure equal opportunities.

 Deal with discrimination.

 Deal with performance issues.

 Ensure that human resources practices conform to various

regulations.

 Push the employees' motivation.

 Mediate disputes internally.

 Upgrade learning knowledge of employees

 Disseminate information in the organization so as to benefit its

growth

Page 20
PERSONNEL DEPARTMENT STRUCTURE

Page 21
 RECRUITMENT AND SELECTION

RECRUITMENT:

Recruitment is a process of finding and attracting the potential

resources for filling up the vacant positions in an organization. It sources
the candidates with the abilities and attitude, which are required for
achieving the objectives of an organization.

Recruitment process is a process of identifying the jobs vacancy,

analysing the job requirements, reviewing applications, screening,
shortlisting and selecting the right candidate.

Page 22
Recruitment Planning

Recruitment planning is the first step of the recruitment process,

where the vacant positions are analysed and described. It includes job
specifications and its nature, experience, qualifications and skills required
for the job, etc.

A structured recruitment plan is mandatory to attract potential

candidates from a pool of candidates. The potential candidates should be
qualified, experienced with a capability to take the responsibilities required
to achieve the objectives of the organization.

Recruitment Strategy:

Recruitment strategy is the second step of the recruitment process,

where a strategy is prepared for hiring the resources. After completing the
preparation of job descriptions and job specifications, the next step is to
decide which strategy to adopt for recruiting the potential candidates for the
organization.

While preparing a recruitment strategy, the HR team considers the

following points −
Page 23
  Make or buy employees
 Types of recruitment
 Geographical area
 Recruitment sources

The development of a recruitment strategy is a long process, but having a

right strategy is mandatory to attract the right candidates. The steps
involved in developing a recruitment strategy include −

 Setting up a board team

 Analyzing HR strategy
 Collection of available data
 Analyzing the collected data
 Setting the recruitment strategy

Searching the Right Candidates:

Searching is the process of recruitment where the resources are sourced

depending upon the requirement of the job. After the recruitment strategy is
done, the searching of candidates will be initialized. This process consists
of two steps −

 Source activation − Once the line manager verifies and permits the
existence of the vacancy, the search for candidates starts.
 Selling − Here, the organization selects the media through which the
communication of vacancies reaches the prospective candidates.

Searching involves attracting the job seekers to the vacancies. The

sources are broadly divided into two categories: 

Page 24
Internal Sources and 

External Sources

Internal Sources:

Internal sources of recruitment refer to hiring employees within the

organization through −

 Promotions
 Transfers
 Former Employees
 Internal Advertisements (Job Posting)
 Employee Referrals
 Previous Applicants

External Sources:

External sources of recruitment refer to hiring employees outside the

organization through −

 Direct Recruitment
 Employment Exchanges

Page 25
  Employment Agencies
 Advertisements
 Professional Associations
 Campus Recruitment
 Word of Mouth

Screening / Shortlisting:

Screening starts after completion of the process of sourcing the

candidates. Screening is the process of filtering the applications of the
candidates for further selection process.

Screening is an integral part of recruitment process that helps in removing

unqualified or irrelevant candidates, which were received through sourcing.
The screening process of recruitment consists of three steps −

Reviewing of Resumes and Cover Letters

Reviewing is the first step of screening candidates. In this process, the

resumes of the candidates are reviewed and checked for the candidates’
education, work experience, and overall background matching the
requirement of the job

While reviewing the resumes, an HR executive must keep the following

points in mind, to ensure better screening of the potential candidates −

 Reason for change of job

 Longevity with each organization
 Long gaps in employment
 Job-hopping

Page 26
  Lack of career progression

Conducting Telephonic or Video Interview

Conducting telephonic or video interviews is the second step of screening

candidates. In this process, after the resumes are screened, the candidates
are contacted through phone or video by the hiring manager. This screening
process has two outcomes −

 It helps in verifying the candidates, whether they are active and

available.
 It also helps in giving a quick insight about the candidate’s attitude,
ability to answer interview questions, and communication skills.

Identifying the top candidates

Identifying the top candidates is the final step of screening the

resumes/candidates. In this process, the cream/top layer of resumes are
shortlisted, which makes it easy for the hiring manager to take a decision.
This process has the following three outcomes −

 Shortlisting 5 to 10 resumes for review by the hiring managers

 Providing insights and recommendations to the hiring manager
 Helps the hiring managers to take a decision in hiring the right
candidate

Evaluation and Control:

Evaluation and control is the last stage in the process of recruitment.

In this process, the effectiveness and the validity of the process and

Page 27
methods are assessed. Recruitment is a costly process, hence it is important
that the performance of the recruitment process is thoroughly evaluated.

The costs incurred in the recruitment process are to be evaluated and

controlled effectively. These include the following −

 Salaries to the Recruiters

 Advertisements cost and other costs incurred in recruitment methods,
i.e., agency fees.
 Administrative expenses and Recruitment overheads
 Overtime and Outstanding costs, while the vacancies remain unfilled
 Cost incurred in recruiting suitable candidates for the final selection
process
 Time spent by the Management and the Professionals in preparing job
description, job specifications, and conducting interviews.

SELECTION:

The selection process can be defined as the process of selection and

shortlisting of the right candidates with the necessary qualifications and skill set
to fill the vacancies in an organization. The selection process varies from
industry to industry, company to company and even amongst departments of
the same company.
The selection process typically begins with the preliminary interview;
next, candidates complete the application for employment.

They progress through a series of selection tests, the employment

interview, and reference and background checks. The successful applicant

Page 28
receives a company physical examination and is employed if the results are
satisfactory.

Several external and internal factors impact the selection process, and
the manager must take them into account in making selection decisions.

Typically selection process consists of the following steps but it is not

necessary that all organization go through all these steps as per the
requirement of the organization some steps can be skipped while performing
the selection process.

Steps in Selection Process

Page 29
 1. Initial Screening.
2. Completion of the Application Form.
3. Employment Tests.
4. Job Interview.
5. Conditional Job Offer.
6. Background Investigation.
7. Medical Examination.
8. Permanent Job Offer.
Initial Screening:

Page 30
 The selection process often begins with an initial screening of
applicants to remove individuals who obviously do not meet the position
requirements. At this stage, a few straight forward questions are asked. An
applicant may obviously be unqualified to fill the advertised position, but be
well qualified to work in other open positions. The Purpose of Screening is
to decrease the number of applicants being considered for selection.
Sources utilized in the screening effort.
Personal Resume presented with the job application is considered a
source of information that can be used for the initial screening process. It
mainly includes information in the following areas:

Employment & education history.

Evaluation of character.
Evaluation of job performance.
Completion of the Application Form:
Application Blank is a formal record of an individual’s application for
employment. The next step in the selection process may involve having the
prospective employee complete an application for employment. This may be
as brief as requiring only an applicant’s name, address, and telephone
number. In general terms, the application form gives a job-performance-
related synopsis of applicants’ life, skills and accomplishments.
The specific type of information may vary from firm to firm and even
by job type within an organization. Application forms are a good way to
quickly collect verifiable and fairly accurate historical data from the
candidate.
Employment Tests:

Page 31
 Personnel testing is a valuable way to measure individual
characteristics. Hundreds of tests have been developed to measure various
dimensions of behavior. The tests measure mental abilities, knowledge,
physical abilities, personality, interest, temperament, and other attitudes and
behaviors. Evidence suggests that the use of tests is becoming more
prevalent for assessing an applicant’s qualifications and potential for
success. Tests are used more in the public sector than in the private sector
and in medium-sized and large companies than in small companies. Large
organizations are likely to have trained specialists to run their testing
programs.
Job Interview
An interview is a goal-oriented conversation in which the interviewer
and applicant exchange information. The employment interview is especially
significant because the applicants who reach this stage are considered to be
the most promising candidates.
 Interview Planning
Interview planning is essential to effective employment interviews.
The physical location of the interview should be both pleasant and private,
providing for a minimum of interruptions. The interviewer should possess a
pleasant personality, empathy and the ability to listen and communicate
effectively. He or she should become familiar with the applicant’s
qualifications by reviewing the data collected from other selection tools. In
preparing for the interview, a job profile should be developed based on the
job description.
Conditional Job Offer:

Page 32
 Conditional job offer means a tentative job offer that becomes
permanent after certain conditions are met. If a job applicant has passed each
step of the selection process so far, a conditional job offer is usually made.
In essence, the conditional job offer implies that if everything checks out –
such as passing a certain medical, physical or substance abuse test – the
conditional nature of the job offer will be removed and the offer will be
permanent.
Background Investigation:
Background Investigation is intended to verify that information on the
application form is correct and accurate. This step is used to check the
accuracy of application form through former employers and references.
Verification of education and legal status to work, credit history and
criminal record are also made. Personal reference checks may provide
additional insight into the information furnished by the applicant and allow
verification of its accuracy. Past behavior is the best predictor of future
behavior. It is important to gain as much information as possible about past
behavior to understand what kinds of behavior one can expect in the future.
Medical/Physical Examination:
After the decision has been made to extend a job offer, the next phase
of the selection process involves the completion of a medical/physical
examination. This is an examination to determine an applicant’s physical
fitness for essential job performance. Typically, a job offer is contingent on
successfully passing this examination.
Permanent Job Offer:
Individuals who perform successfully in the preceding steps are now
considered eligible to receive the employment offer. The actual hiring

Page 33
decision should be made by the manager in the department where the
vacancy exists.

TRAINING TO THE EMPLOYEES

Training is teaching, or developing in oneself or others,

any skills and knowledge or fitness that relate to

Page 34
specific useful competencies. Training has specific goals of improving
one's capability, capacity, productivity and performance. It forms the core
of apprenticeships and provides the backbone of content at institutes of
technology (also known as technical colleges or polytechnics). In addition to
the basic training required for a trade, occupation or profession, training may
continue beyond initial competence to maintain, upgrade and update skills
throughout working life. People within some professions and occupations
may refer to this sort of training as professional development. Training also
refers to the development of physical fitness related to a specific
competence, such as sport, martial arts, military applications and some other
occupations.

TIME KEEPING SYSTEM

A time keeping system is a person or an instrument that records or

checks the timing of employees’ clock in and clock out. Tracking
employees’ time is essential for keeping your business in good position.

Page 35
Time Employer Services has a system that enables you to perform
timekeeping tasks in a way that will satisfy both you and your employees.

With more accurate reporting of hours, managers and

supervisors will be better able to assess employees’ time and attendance
as well as determine how to apply resources more effectively during
different times of the day. Time keeping system also ensures compliance
with government regulations on overtime hours.

Working hours of co. with break time

Generally, there are two methods used for time keeping:

1. Manual:
In this system a muster is maintained for recording timing of
employees. Generally this method is used to record timing of lower level
of management.
2. Bio-metric:
This is automatic time keeping system. In this system punching
machines are used. Timing is recorded by employees’ finger or thumb
impression through punch machine.

WAGES AND SALARY

Page 36
WAGES:

A wage is monetary compensation (or remuneration, personnel

expenses, labor) paid by an employer to an employee in exchange for work
done. Payment may be calculated as a fixed amount for each task completed
(a task wage or piece rate), or at an hourly or daily rate (wage labour), or
based on an easily measured quantity of work done.

SALARY:

A salary is a form of payment from an employer to an employee,

which may be specified in an employment contract. It is contrasted with
piece wages, where each job, hour, or other unit is paid separately, rather
than on a periodic basis. From the point of view of running a business, salary
can also be viewed as the cost of acquiring and retaining human resources
for running operations, and is then termed personnel expense or salary
expense. In accounting, salaries are recorded on payroll accounts. Salary is a
fixed amount of money or compensation paid to an employee by an
employer in return for work performed. Salary is commonly paid in fixed
intervals, for example, monthly payments of one-twelfth of the annual
salary.

EMPLOYEE ANIMITIES AND WELFARE ACTIVITIES

Page 37
A comprehensive list of welfare activities on labour welfare into two broad
groups, namely:
1. Welfare measures inside the work place; and
2. Welfare measures outside the work place.

1. Welfare Measures inside the Work Place

a) Conditions of the work Environment
>==> Safety and cleanliness: attention to approaches.
>==> Housekeeping
>==> Workshop sanitation and cleanliness.
>==> Control of effluents
>==> Convenience and comfort during work
>==> Distribution of work hours
>==> Workmen’s safety measures
>==> Supply of necessary beverages
>==> Notice Boards
b) Conveniences
>==> Provision of drinking water
>==> Urinals and bathrooms
>==> Provision for spittoons
>==> Canteen services
>==> Rest rooms and reading rooms

C) Worker’s Health Services

>==> Factory health centre
>==> Dispensary
>==> Ambulance

Page 38
>==> Emergency aid
>==> Health education

d) Women and Child Welfare

>==> Services Crèche and child care
>==> Separate services for woman workers
>==> Family planning

e) Workers’ recreation
>==> Indoor games; strenuous games to be avoided during intervals of work

f) Economic services
>==> Co operatives, loans, financial grants
>==> Thrift and savings schemes
>==> Un employment insurance
>==> Profit sharing and bonus schemes
>==> Gratuity and pension

g) Labour management participation

>==> Formation and working of various committees
>==> Workmen’s arbitration council
>==> Research bureau

h) Workers education
>==> Reading room
>==> Library
>==> Adults education
>==> Daily news review
>==> Factory news bulletin

Page 39
2. Welfare Measures outside the Work Place
a)Water, sanitation, waste disposal.
b)Roads, lighting, parks, recreation, playgrounds.
c)Schools: nursery, primary, secondary and high school.
d)Markets, co operatives, consumer and credit societies.
e)Bank
f)Transport
g)Communication: post, telegraph and telephone.
h)Health and medical services: dispensary, emergency ward, outpatient and
in-patient care, family visiting, family planning
i)Recreation: games; clubs; craft centers; cultural programmes
j)Watch and ward; security.
k)Administration of community services and problems.

Page 40
MARKETING

DEPARTMENT

Page 41
 INDEX

SR. NO. PARTICULARS PAGE NO.

1 Introduction

2 Marketing Department Structure

3 Advertisement

4 Pricing Policy

5 Distribution Channel

6 Competitors

INTRODUCTION

Page 42
 A marketing department promotes your business and drives sales of
its products or services. It provides the necessary research to identify your
target customers and other audiences. Depending on the company’s
hierarchical organization, a marketing director, manager or vice president of
marketing might be at the helm. In some businesses, a vice president of sales
and marketing oversees both the marketing and sales departments with a
strong manager leading each department.

MARKETING DEPARTMENT STRUCTURE

Page 43
ADVERTISEMENT

Page 44
PRICING POLICY

Page 45
 Generally, pricing policy refers to how a company sets the prices of
its products and services based on costs, value, demand, and competition.
Pricing strategy, on the other hand, refers to how a company uses pricing to
achieve its strategic goals, such as offering lower prices to increase sales
volume or higher prices to decrease backlog. Despite some degree of
difference, pricing policy and strategy tend to overlap, and the different
policies and strategies are not necessarily mutually exclusive.

COST-BASED PRICING

The traditional pricing policy can be summarized by the formula:

Cost + Fixed profit percentage = Selling price

Cost-based pricing involves the determination of all fixed and variable

costs associated with a product or service. After the total costs attributable to
the product or service have been determined, managers add a desired profit
margin to each unit such as a 5 or 10% mark-up. The goal of the cost-
oriented approach is to cover all costs incurred in producing or delivering
products or services and to achieve a targeted level of profit.

By itself, this method is simple and straightforward, requiring only

that managers study financial and accounting records to determine prices.
This pricing approach does not involve examining the market or considering
the competition and other factors that might have an impact on pricing.
Cost-oriented pricing also is popular because it is an age-old practice that
uses internal information that managers can obtain easily. In addition, a
company can defend its prices based on costs, and demonstrate that its prices
cover costs plus a mark-up for profit.

Page 46
However, critics contend that the cost-oriented strategy fails to provide a
company with an effective pricing policy. One problem with the cost-plus
strategy is that determining a unit's cost before its price is difficult in many
industries because unit costs may vary depending on volume. As a result,
many business analysts have criticized this method, arguing that it is no
longer appropriate for modern market conditions. Cost-based pricing
generally leads to high prices in weak markets and low prices in strong
markets, thereby impeding profitability because these prices are the exact
opposites of what strategic prices would be if market conditions were taken
into consideration.

While managers must consider costs when developing a pricing policy and
strategy, costs alone should not determine prices. Many managers of
industrial goods and service companies sell their products and services at
incremental cost, and make their substantial profits from their best customers
and from short-notice deliveries. When considering costs, managers should
ask what costs they can afford to pay, taking into account the prices the
market allows, and still allow for a profit on the sale. In addition, managers
must consider production costs in order to determine what goods to produce
and in what amounts.

Nevertheless, pricing generally involves determining what prices customers

can afford before determining what amount of products to produce. By
bearing in mind the prices they can charge and the costs they can afford to
pay, managers can determine whether their costs enable them to compete in
the low-cost market, where customers are concerned primarily with price, or
whether they must compete in the premium-price market, in which
customers are primarily concerned with quality and features.
Page 47
VALUE-BASED PRICING

Value prices adhere to the thinking that the optimal selling price is a
reflection of a product or service's perceived value by customers, not just the
company's costs to produce or provide a product or service. The value of a
product or service is derived from customer needs, preferences,
expectations, and financial resources as well as from competitors' offerings.
Consequently, this approach calls for managers to query customers and
research the market to determine how much they value a product or service.
In addition, managers must compare their products or services with those of
their competitors to identify their value advantages and disadvantages.

DEMAND-BASED PRICING

Managers adopting demand-based pricing policies are, like value

prices, not fully concerned with costs. Instead, they concentrate on the
behavior and characteristics of customers and the quality and characteristics
of their products or services. Demand-oriented pricing focuses on the level
of demand for a product or service, not on the cost of materials, labor, and so
forth. According to this pricing policy, managers try to determine the
amount of products or services they can sell at different prices. Managers
need demand schedules in order to determine prices based on demand. Using
demand schedules, managers can figure out which production and sales
levels would be the most profitable.

DISTRIBUTION CHANNEL

A distribution channel is a chain of businesses or intermediaries

through which a good or service passes until it reaches the final buyer or the

Page 48
end consumer. Distribution channels can include wholesalers, retailers,
distributors, and even the Internet.

Types of Distribution Channels

While a distribution channel may seem endless at times, there are
three main types of channels, all of which include the combination of a
producer, wholesaler, retailer, and end consumer.

The first channel is the longest because it includes all four: producer,
wholesaler, retailer, and consumer. The wine and adult beverage industry is
a perfect example of this long distribution channel. In this industry—thanks
to laws born out of prohibition—a winery cannot sell directly to a retailer. It
operates in the three-tier system, meaning the law requires the winery to first
sell its product to a wholesaler who then sells to a retailer. The retailer then
sells the product to the end consumer.

The second channel cuts out the wholesaler—where the producer sells
directly to a retailer who sells the product to the end consumer. This means
the second channel contains only one intermediary. Dell, for example, is
large enough to sell its products directly to reputable retailers such as Best
Buy.

Page 49
The third and final channel is a direct-to-consumer model where the
producer sells its product directly to the end consumer. Amazon, which uses
its own platform to sell Kindles to its customers, is an example of a direct
model. This is the shortest distribution channel possible, cutting out both the
wholesaler and the retailer.

COMPETITORS

Page 50
 FINANCE

DEPARTMENT

Page 51
 INDEX

SR. NO. PARTICULARS PAGE NO.

1 Introduction

2 Finance Department Structure

3 Source of Finance

4 Capital Structure

5 Trading Account

6 Profit and Loss Account

7 Balance Sheet

8 Calculation

Page 52
 INTRODUCTION

Finance department. The part of an organization that manages its

money. The business functions of a finance department typically include
planning, organizing, auditing, accounting for and controlling
its company's finances. The finance department also usually produces
the company's financial statements.

Page 53
FINANCE DEPARTMENT STRUCTURE

Page 54
SOURCES OF FINANCE

Page 55
 CAPITAL STRUCTURE

TRADING ACCOUNT

PROFIT AND LOSS ACCOUNT

BALANCE SHEET

CALCULATION OF WORKING CAPITAL

WORKING CAPITAL= TOTAL CURRENT ASSETS –

TOTAL CURRENT LIABILITIES

Page 56
 SWOT ANALYSIS

A SWOT analysis is an incredibly simple, yet powerful tool to help

you develop your business strategy, whether you’re building a startup or
guiding an existing company.

SWOT stands for

 Strengths,
 Weaknesses,
 Opportunities, and
 Threats.

Strengths and weaknesses are internal to your company—things that you

have some control over and can change. Examples include who is on your
team, your patents and intellectual property, and your location.

Opportunities and threats are external—things that are going on outside your
company, in the larger market. You can take advantage of opportunities and
protect against threats, but you can’t change them. Examples include
competitors, prices of raw materials, and customer shopping trends.

Page 57
FUTURE PLAN

Page 58
FUTURE PLAN

Page 59
CONCLUSION

Page 60
 REFERENCES

Bose, D. C. (June 2006). Inventory Management.

C R Kothari, G. G. (2014). Reserach Methodology-Methods and Techniques. New Delhi: New Age
International Publishers.

Dr. Priti R. Majhi, D. P. (2016). Reserch Methodology (Concept, Methods, Techniques and SPSS).
Mumbai: Himalaya Publishing House.

Halsey, R. (2013). Advance Accounting. Cambridge Business.

Hamlen, S. (2013). Advance Accounting. Cambridge Business.

Page 61
 BIBLIOGRAPHY

1. Bose, D. C. (June 2006). Inventory Management.

2. C R Kothari, G. G. (2014). Reserach Methodology-Methods and Techniques. New Delhi:

New Age International Publishers.

3. Dr. Priti R. Majhi, D. P. (2016). Reserch Methodology (Concept, Methods, Techniques and
SPSS). Mumbai: Himalaya Publishing House.

4. Halsey, R. (2013). Advance Accounting. Cambridge Business.

5. Hamlen, S. (2013). Advance Accounting. Cambridge Business.

Page 62
 WEBLIOGRAPHY

www.liveplan.com

Page 63