Professional Documents
Culture Documents
Bmob Full Chap
Bmob Full Chap
INDEX
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CHAPTER 1 - COMPANY PROFILE
INDUSTRY PROLIE
(COFFEE AND TEA INDUSTRY)
Companies in this industry sell coffee and tea powder packs to consumer. There major
competitors are Rossell India, Bansions tea, James warren tea, tata coffee, ccl products and
etc.
In India there are more than 50 coffee and tea producers in the industry. Coffee, in the
southern states of India, is deeply rooted in the local culture. It is so interwoven in the lives of
south Indians, that is not surprising to hear coffee being mentioned several times through the
day, in a variety of contexts. It is also customary to offer a visitor or guest a fine cup of
perfectly-made filter coffee.
COMPANY PROFILE
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VISION
To inspire people to a daily routine with grounded powder
The only thing we love more then coffee is our people
To be “SIMPLY THE BEST”
MISSION
To break the fast with brisk of flavor
To create a spirit within our company that inspires our team members to provide our
customers with a total quality experience.
OBJECTIVES
GOALS
The goals of the business are to provide a substantial income and to create a business
and working environment where both the customer and employee are treated with
dignity and respect.
Maintain a high standard of food quality and service
Ensure a friendly comfortable atmosphere
Place monthly ads in neighborhood publications
Distribute monthly fliers to neighborhood, businesses
Maintain and use a customer mailing list
Profit
Clientele - create a base clientele of persons who are loyal to the business.
Employees - Competent employees who are committed and loyal
Goodwill – to recreate a reputation for Suma Coffee Works, when there is a mention
of coffee powder there must remember our Suma coffee works.
STRATEGY
Selling coffee powder at a high quality
Delivery service all over India and to other countries
Use of social media for marketing
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Social responsibility
To use social service to increase the goodwill of the company
MILESTONES
Started from local supply it shifted to all city Bengaluru supply in the year 1970,
Then it has started its supply internationally in different countries as follows: -
U.K.
U.S.A
Diversification of product into TEA and OIL.
PRODUCT PROFILE
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₹620.00 – ₹680.00
PEABERY BLEND (COMBINATION OF ARABICA PLANTATION)
₹580.00 – ₹640.00
SUMA SPECIAL (COMBINATION OF ARABICA PLANTATION)
₹600.00 – ₹660.00
SUMA SUPER (COMBINATION OF ARABICA PLANTATION GRADES AND
ROBOUSTA)
₹560.00
ASSAM TEA
₹320.00
SUPPLIERS’ PROFILE
Supplied to
“All leading supermarket in bangalore.
1. Mariya mart
2. Big bazaar
3. Aadishwar supermarket
4. M.K. supermarket
5. Benison super market
6. And others.”
“Amazon international”
Supplied from
BIBILOGRAPHY
Company website
Company employee.
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CHAPTER 2 - ORGANISATIONAL STRUCTURE
Organization as a structure is the system of arrangements and the pattern of network relations
in an enterprise between various positions. It is characterized by activity-authority
relationship. The structure is not accidental. The key executives determine the structure,
creating relationships.
The organizational structure is a means to an end, that is, business performance and results.
Hence, it should be so designed as to help accomplish business objectives. Peter F. Drucker
(1954) suggested the following three ways to determine the kind of structure needed to attain
a given set of objectives:
(i) Activity analysis
(ii) Decision analysis
(iii) Relation analysis
Drucker has criticized the traditional approach of classifying business functions into the
categories of production, marketing, etc. He has emphasized the need for analysing each of
these functions into so many activities and knowing their contribution in attaining the
objectives of the business.
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The pyramid-shaped organizational chart we referred to earlier is known as a hierarchical org
chart. It is the most common type of organizational structure—the chain of command goes
from the top (e.g., the CEO or manager) down (e.g., entry-level and low-level employees),
and each employee has a supervisor.
A horizontal or flat organizational structure fits companies with few levels between upper
management and staff-level employees. Many start-up businesses use a horizontal org
structure before they grow large enough to build out different departments, but some
organizations maintain this structure since it encourages less supervision and more
involvement from all employees
4. DIVISIONAL ORG STRUCTURE
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Fig6 divisional org structure chart
In divisional organizational structures, a company’s divisions have control over their own
resources, essentially operating like their own company within the larger organization. Each
division can have its own marketing team, sales team, IT team, etc. This structure works well
for large companies as it empowers the various divisions to make decisions without everyone
having to report to just a few executives.
A matrix organizational chart looks like a grid, and it shows cross-functional teams that form
for special projects. For example, an engineer may regularly belong to the engineering
department (led by an engineering director) but work on a temporary project (led by a project
manager). The matrix org chart accounts for both roles and reporting relationship
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Fig8: SUMA COFFEE WORKS ORGANISATION STRUCTURE CHART
KEY PERSONAL
FOUNDER – M.K. Ramaswamy
MAJOR SHAREHOLDING BOARD OF DIRECTORS: -
1. Muthu Lakshmi
2. V. Sujatha
3. M. Sudha
4. Vishal R.V.
5. Sanjana R.M.
6. Shreyas Navneet
7. Sameeksha Balraman
CEO - K.R. Srinivasa Murthy
COO – K.R. Veeresh
CFO - K.R. Manish
VICE PRESIDENT OF SALES – Krishana Prasad
VICE PRESIDENT OF HR – Perumal. M
VICE PRESIDENT OF MARKETING – Kantha Raj
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DIRECTOR OF MANUFATURING – Kerba Karan
DIRECTOR OF OPERATIONS – Sundar Raj
DIRECTOR OF FINANCE – Fransis
DIRECTOR OF SALES – Prashant. MK
CHIEF ACCOUTOUNT - Baskar
ADVERTISMENT MANAGER – Dinesh
HR MANGER – Babu Dinagaran
RESEARCH MANAGER - Raj Kumar
CEO DECISIONS
There were few decisions taken by the CEO which changed the future of the company. They
are:
• Changed the marketing and production strategy
• Change in the price level (increasing the price level)
• Increase in quality of the coffee and tea
• Started advertisement (ad’s for the products)
• Opening new branches
• Increasing employee quantity
• Expand the distribution circle
• Initiated home delivery throughout INDIA and other COUNTRIES.
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BIBLOGRAPHY
• Lucid chart
• Start-up pill
• Organisational behaviour reference book
• Suma coffee works employee
INTRODUCTION
2) SALES DEPARTMENT: Production Is not completed until the goods got to the final
consumer, therefore sales department oversees ensuring that the finished goods (products) get
to their final consumer
(i) Advertising Unit: This unit is responsible for all sales promotion and advertisement in
both local and national news media e.g., Radio, Television, newspaper etc. The head of this
department is called the Advertising Manager.
(ii) Customer Service Unit: It is responsible for handling customers’ complaints concerning
defective goods and merchandize. The unit brings customers closer to the organization. The
head of the unit is called Customer Service Manager.
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4) PURCHASING/PROCUREMENT DEPARTMENT: This Department is charged with the
responsibility of acquiring raw materials that will be used in the production of the company
products. The head of the purchasing department is called Purchasing Officer or Purchasing
Manager
8) SECURITY DEPARTMENT: This department ensures the security and safety of all staff
and the organization Assets.
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3. Use email marketing
4. Blog
5. Encourage reviews
6. Collaborate with an influencer
7. Submit a press release
8. Promote pre-ordering
9. Reward loyal customers
10. Give a free sample
11. Host an event
VICE PRESIDENT OF MARKETING – Kantha Raj
ADVERTISMENT MANAGER – Dinesh
• SALES DEPARTMENT: sales deals with the selling of coffee power in physical and
online branches.
DIRECTOR OF SALES – Prashant. MK
• HUMAN RESOURES DEPARTMENT: which deals with the hiring of the employees
to the organisation, and deal with employee welfare, salary, bonus, commission, etc.,
The HR policies of the company are:
1.Employee Contract
2. Employee wages
3. Code of Conduct
4. Leave policy
5. Employee provident fund
6. Gratuity Policy
7. Paternity and maternity leave policy
8. Sexual harassment workplace policy
9. Adaptive work culture policy
10. Employment Termination policy
VICE PRESIDENT OF HR – Perumal. M, HR MANGER – Babu Dinagaran
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• FINANCIAL DEPARTMENT: deals with financial matters and transaction, finding
profit, dealing with losses, and decides the amount of the salary to be paid to the employee.
Accounting system followed by the organisation:
Their accounting system should concentrate on the inventory level and discounts they give or
receive on each product. Thus, the whole system should be based on different products and
their payable or receivable. It should help them with ratios like gross profit margin, net profit
margin, and other required measures in their operation. The most crucial factor is the cost of
material. Therefore, the system should be more elaborated on different types of raw material
inputs and be able to retrieve different ratios, which shows the movement of cost.
DIRECTOR OF FINANCE – Fransis
CHIEF ACCOUTOUNT – Baskar
INTERDEPARTMENTAL COORDINATION
Interdepartmental coordination mechanism is that which can deal with the uncertainty of this
product/process fit at least cost to the organization.
Vertical coordination – In vertical coordination, a superior authority coordinates his work
with that of his subordinates and vice versa. For example, a sales manager will coordinate his
tasks with his sales supervisors. On the other hand, all sales supervisors ensure that they work
in sync with the sales manager.
Horizontal coordination – In horizontal coordination, employees of the same status establish
a relationship between them for better performance. For example, the coordination between
department heads, or supervisors, or co-workers, etc.
They follow a scalar chain of communication in the organisation. Sometimes the coordination
can be both formal and informal.
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CHAPTER 4 SWOC ANALYSIS
• WEAKNESS:
Depends on whether (Summer or Winter, can affect production of coffee beans), Cost of
coffee and tea are greatly increasing, due to the bean production. There are More popular and
known brands, less popularity and reputation compared to others, need to get more funding
from loans and investors.
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• OPPORTUNITIES:
Ability to expand and work with partnerships, New up and coming business in the U.S. As a
home-grown coffee brand, opportunities to expansion internationally, Growing niche of
coffee drinkers and enthuse lasts who wants to try the products, Opportunity to open
franchising
• CHALLENGES:
Quantity vs. price -Economic situations Price of material and supply, Many
competitors. Lots of popular coffee shops, Prices of imported coffee beans and other supplies
may increase.
• STRENGTHS:
Strong Brand Name – SUMA coffee has an established brand name in the market. The brand
equity is quite high owing to the quality of coffee it provides to the customers.
Great Aroma – The aroma of the coffee is very much liked by the customers and has a very
loyal customer base. This has helped the brand to establish a good brand recall and equity in
the market.
Advertising – SUMA coffee is of advertising the coffee in the market is one of the greatest
strengths. The TV ads, pamphlets, radio, etc.,
Distribution and Availability – SUMA coffee has a very well-established distribution
network. Moreover, this has helped the brand to be available in the market which is a key to
success for any brand.
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• WEAKNESS:
Underdeveloped Industry – India is not very much developed in terms of coffee adoption and
at the same time increasing health consciousness has made people avoid caffeine-containing
drinks.
Product Line is not deep – Though there are different flavors and taste available in this
category, but SUMA coffee has not yet established the market for different flavors and hence
this has emerged as one of the weaknesses because competition is providing customers with
different varieties of coffee.
High Dependence on Raw Materials which are costly – There is a high dependence on the
raw materials which are costly to cultivate in nature and hence the non-availability of raw
materials adds to the hindrance in the manufacturing of goods, and it adds to the cost of the
coffee as the raw materials need to be over cultivated and kept in storage to be preserved.
• OPPORTUNITIES:
Tie up with offices – SUMACOFFEE can tie up with offices which will help in increasing
the customer awareness as well as the usage in the market. Office going people are the major
market for coffee industry and hence by letting people drink coffee in the office would be the
great opportunity for the brands to develop a taste in people.
Penetration in the market – SUMA COFFEE can target rural markets to penetrate more in the
market enhance their customer base with reach as well.
• CHALLENGES:
Direct & Indirect Competition – There is a high competition in the market both from the
direct coffee players as well as from other beverage players.
Problems with Cocoa- The produce is not easy to cultivate, and farmers are facing major
issues and hence it creates problems for the industry.
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CHAPTER 5 - BEST PRACTICS
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FIG: 10 BEST PRACTICES
A. POSITIVES
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Increased brand awareness and visibility
Promotional activities to improve the brand image
Decreased marketing costs per new customer acquired
• Establishment of Standards
• Performance Measurement and Comparison
• Corrective Actions When Deviations Occur
• Accomplishing Organizational Goals
• Efficient Use of Resources
• Judges Accuracy of Standards
• Employee Motivation
• Ensuring Order and Discipline
• Facilitating Coordination in Action
B. NEGETIVE
• Control is an expensive process it involves lot of time and effort as sufficient attention
has to be paid to observe the performance of the employees.
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• Employees often resist control and as a result effectiveness of control reduces.
Employees feel control reduces or curtails their freedom.
• An enterprise cannot control the external factors such as government policy,
technological changes, change in fashion, change in competitor’s policy, etc.
• Difficulty in setting quantitative standards
CHAPTER 6 – CONCLUSION
LEARNINGS AND KEY TAKEAWAYS FROM THE STUDY
• Need to focus on experience, not just education
• Distribute work and make it flexible
• Create a rich work environment
• Reinvent yourself constantly
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• Dream big but at the same time work toward it
• Work on the disadvantages that are stopping you to grow
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