ORGANIZATION STUDY REPORT

PRASAD POWER ENGINEERS

YAYYADI, MANGLORE

BY
ASHWINI G K
USN:4KV20BA004
Submitted to
VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI
In partial fulfillment of the requirement for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
Under the guidance of
Internal guide: External Guide:
Mrs. SHRIMANI.K Mr.Shyama Prasad B
Assistant Professor, Dept. of MBA Proprietor
KVG College of Engineering Prasad power engineers

DEPARTMENT OF MANAGEMENT STUDIES

KVG COLLEGE OF ENGINEERING
KURUNJIBAGH SULLIA D.K
 K.V.G COLLEGE OF ENGINEERING
KURUNJIBAGH SULLIA D.K-574239
(AFFLIATED TO VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI)
DEPARTMENT OF MANAGEMENT STUDIES

CERTIFICATE

This is to certify to a ASHWINI G K bearing USN 4KV20BA004 is a bonafide student of Master of

Business Administration course of the institution 2020-2021, affiliated to Visvesvaraya Technological
University, Belagavi. Internship report on organization study of “PRASAD POWER ENGINEERS”. This
study prepared under the guidance of Mrs. SHRIMANI.K in partial fulfillment of the requirements for the
award of the degree of Master of Business Administration of Visvesvaraya Technological University,
Belagavi, Karnataka.

Mrs. SHRIMANI.K Prof. Krishnananda A Dr.N .A . JNANESH

Internal guide HOD Principal

(Department of management studies) (Department of Management studies) KVGCE

 DECLARATION
I ASHWINI G K hereby declare that the report on Organization study at “PRASAD POWER
ENGINEERS” is prepared by me under the guidance of Mrs. SHRIMANI.K
Professor ,MBAProgramme KVG College of Engineering ,Sullia.

I also declare that this Organisation study is towards the partial fulfillment of the university
regulations for the award of the degree in master of business administration by Visvewaraya
Technological university ,Belagavi.

I further declare of this report is based on the original study undertaken by me and has not been
submitted for the award of any degree/diploma or any other University /institution.

Place: Sullia Signature of student

Date: USN:4KV20BA004

4
 ACKNOWLEDGEMENT

I would like to take this opportunity to express my gratitude towards those who have rendered their
valuable guidance and have positivity influenced my knowledge during the course of the
Organization study.

I would like to express my sincere gratitude to Dr. JNANESH N.A Principal, KVG College of
Engineering, for his guidance and support in carrying out this Organization study.

I would like to express gratitude to my internal guide Mrs. SHRIMANI K Professor of

Department of Management studies for providing a streamed guideline since inception, till the
completion of the project.

I profoundly thank Mr.KRISHNANANDA A , HOD Department of Management studies for all

the support for the completion of this project.

I like to express my highest gratitude to Dr. RENUKA PRASAD K.V General Secretary,
Academy of Liberal Education Sullia for having been a constant source of information.

I also thank to all the teaching and non-teaching staff members of KVG COLLEGE OF
ENGINEERING, for their constant concern and support. Finally, yet importantly, I thank all my
well-wishers who have directly or indirectly helped me in completing this project.

5
Chapter Tittle Page number
1 Introduction about
Organization Study
2 Organization Profile
2.1 Back ground
2.2 Nature of business
2.3 Vision, mission, quality
policy
2.4 Work flow model
2 .5Product/service profile
2.6 Ownership pattern
2.7Achievements/Awards
2.8Future growth and
prospects
3 McKinsey’s 7S framework
and Porter’s Five Force
Model with special
reference to Organization
under study
4 SWOT Analysis
5 Analysis of Financial
Statement
6 Learning Experience
7 Bibliography

6
 EXECUTIVE SUMMARY

The MBA course offered by VTU, Belgaum, has its own unique syllabus which
requires its students to undertake an organization study with any of the Industry for a
period of 4 weeks. For the purpose of acquiring practical knowledge of the working
and functioning of the company. Therefore, this study was conducted at PRASAD
POWER ENGINEERS,YAYYADI,MANGALORE

The main objectives of this study are:

• To familiarize with the business organization by applying McKinsey’s 7s framework and porter’s
five force model

• To analyse the financial statements such as Balance Sheet and Profit & Loss A/c

• To know the Strengths, Weaknesses, Opportunities and Threats of the organization

• This report includes the information about the industries product. The Prasad Power Engineers
provide the services to Kirloskar Oil Engines .

This internship report includes financial analysis such as the analysis of Balance
Sheet and the Profit & Loss statement. Also, In addition, SWOT analysis has been
done, Ownership pattern of PRASAD POWER ENGINEERS is charted and applied
the McKinsey’s 7s framework to the company and five force model.

At the end, the learning experience section consists of all the policies, practices and
procedures of the service department of Kirloskar Oil Engines Limited. which I have
undergone through and learned during my internship program.

7
 CHAPTER -1
INTRODUCTION ABOUT ORGANISATION AND INDUSTRY

About The Industry:

While Laxmanrao Kirloskar, established the group in 1888, his son ShantanuraoLaxmanrao
Kirloskar played a role in the leadership of the company. The company under
ShantanuraoLaxmanrao Kirloskar achieved one of the highest growth rates in Indian history, with
32,401% growth of assets from 1950–1991.

Block diagram of Kirloskar Industry.

Holding company

Public Listed
Companies with Companies with
Companies in the
Majority Holdings Minority Holdings
Group

Kirloskar Toyota Textile

Kirloskar Brothers Ltd
Kirloskar Oil Engines Ltd
Kirloskar Pneumatics Ltd.
Kirloskar Ferrous Ltd
Kirloskar Ebara Ltd.
SPP Pumps UK
Machinery
Toyota Kirloskar Motors.
Denso Kirloskar Ind.
Toyota Gosei Kirloskar Ltd.
Steel and Logistics Center
Toyota Kirloskar Auto Parts

8
 Kirloskar Oil Engines (KOEL) was incorporated in June 1978; is engaged in manufacturing
of diesel engines. It is part of Kirloskar group of companies that has business interest in various
sectors such as manufacturing, oil and gas, power, construction and mining, agriculture, industry
and transport.

KOEL manufactures diesel engines in the range of 2 Kva to 6 MW. The engines are
preferred by various services sectors like banks, telecommunication establishments, commercial
use buildings, hotels and restaurants.

Kirloskar Oil Engines Limited manufactures and markets diesel engines and auto
components in India and internationally. Its product lines primarily include engines, engine
bearings, engine valves, diesel generating sets, and grey iron castings, as well as irrigation
pumpsets. The company’s engines are used in agricultural machinery, construction and material
handling machinery, and marine applications, as well as used in equipment used by armed forces
(military). It offers its diesel generating sets for the industry and household sectors, as well as for
the service sector comprising banks, telecommunication establishments, commercial use buildings,
hotels, and restaurants. The company provides its engine bearings and engine valves primarily for
the automobile and other engine original equipment manufacturers. Kirloskar Oil Engines Limited
was founded in 1946 and is based in Pune, India.

KOEL is an acknowledged market leader in India for designing, manufacturing & service of
diesel engines, Gensets&Pump sets. Incorporated in 1946 as a part of Kirloskar Group of
Companies, KOEL is a leading engineering conglomerate, which was founded by late Mr.
Laxmanrao Kirloskar. The group with a rich heritage of 133 years has an annual sales exceeding in
Rs. 8,800 Crores and caters to different segment of society with its core purpose of ‘Enriching
Lives’ which is essentially focusing on bringing about a positive change. The smile on millions of
faces is a testimony that we have not just achieved it but enriched lives the world over. KOEL has a
state-of-the-art manufacturing unit in India which offers world-class service to its customers. The
company has a sizable presence in international markets, with offices in Dubai, South Africa, and
Kenya, and representatives in Nigeria. KOEL also has a strong distribution network throughout the
Middle East and Africa.

9
About The Organisation.
Prasad Power Engineers (PPE) is a sole proprietorship firm which started its operations in
the year 2002. PPE is an Kirloskar Oil Engines Limited (KOEL) Certified Company, delivering
excellence in the service industry by providing multifarious engineering solutions to its customers
since 2002. To reiterate PPE is the solo Authorized KOEL Care Centre for Kirloskar Oil Engines
Ltd. for the entire Dakshina Kannada, Udupi, Shivamogga & Chikmagaluru Districts having
branches at Mangaluru, Udupi, Shivamogga, Chikmagalur and Puttur Territories.

They are specialized in the field of Preventive, Breakdown, Corrective Maintenance,

Installation, Commissioning, Servicing & Overhauling of all Kirloskar Make Diesel & Petrol
Engines ranging from 2.1kVA to 1010kVA. Our business objective is to gain utmost customer
satisfaction as we trust that service satisfaction is the strongest basis for business excellence. We
always strive to draw the attention of the KOEL customers with our reliable services that are
offered inconsideration to the client requirements. Towards this, we have been positioned adequate
KOEL trained man power with sufficient stocks of parts, special tools etc. for ensuring efficient,
round the clock service support to 13000+ Kirloskar end users with a service engineer’s ratio of
100:1. We pursue timely delivery policy that makes sure in-time delivery of the quality service to
our customers. We are acknowledged as the best dealers by our clients due to our flexible,
transparent, innovative & personal approach. PPE is the one stop destination to avail the Spares &
Services with the best quality at affordable prices.

PPE also undertake Repowering of other make Industrial Equipment’s & DG Sets with
Kirloskar make Engines up to 1210HP, Control Panel Modifications with the latest Kirloskar
Controllers, Site Selections etc.

PPE Head Office Spare Parts Stores SPare Parts Stores Lub. Oil Godown

Proprietor
10
 CHAPTER -2
ORGANISATION PROFILE

Company Name Prasad Power Engineers (PPE)

Type Proprietorship

Company status Active

Traded as Repair and service of Kirloskar Engines& DG Sets

Organisation Service

Founded 2002

Head quarters Yeyyadi,Mangalore-08,Karnataka,India

Number of locations Mangalore,Udupi,Shivamogga,Chikmagaluru,Puttur

Key person Mr.ShyamaPrasad.B

 Warranty, Post Warranty Breakdown Services

 Genuine KOEL Care Spare Parts
 Wet & Dry Preventive Maintenance.
Services
 Compliance And Inspections.
 Customer / OnsiteTraining.
 Marine Engines & DG Sets

Udyam Registration number UDYAM -KR-11-0006491

GST 29AKBPP9588M1Z2

Capital Ratio 6.15:1

Revenue 7,57,87,202.40

Operating income 33,30,036.51

Total Assets 2,37,45,776.96

Number of employees 80

Website www.prasadpowerengineers.com

Email prasadpowerengineers@gmail.com

11
2.1 BACKGROUND

After the completion of Diploma in July 1996, Mr. Shyama Prasad.B worked with Kirloskar
Dealers for six and a half years. However, he had the continuous urge to have his own identity
which increased day by day. Considering the expansion of mechanical infrastructure in day-to-day
life and the increasing number of engines and equipments, the idea of starting a service centre took
a strong base in the mind of Mr. Shyama Prasad. This determination resulted in the budding of
Prasad Power Engineers on 7th December, 2002. Housed at Devaki Building, Sri Devi College
Road, Ballalbagh, Mangalore with a strength of 5 staffs, PPE took up the responsibility of servicing
DG sets and equipments . Initially, PPE had 200 equipment customers and 160 D.G set customers.

2.2 NATURE OF BUSINESS

PPE offers services to leading Contractors, Hospitals,Educational Institutions & Cellular etc. for
their EarthMoving Equipment's and Power Generation Engines.

Other Works carried out are as follows.

 Diagnostic Checks, Fault Analysis, Repairing, Repowering, Major& Minor job works on
Kirloskar/KOEL Green DG sets &Industrial Equipment's powered by Kirloskar Engines
fitted inJCB/L&T/CAT/BEML/Case/Terex-Manitou/Bull/Bobcat makeBackhoe Loaders,
L&T Case/Hyundai Make Excavators, ConcretePumps, Compactors, Cranes, Road Roller,
Transit Mixers, Pavers, Forklifts, Firefighting Equipment’s, Pump Set’s, Harvesters,
NavyVessels like Tugs, Dredgers, Off Shore Patrol Vessels etc.
 Comprehensive &NonComprehensive Maintenance Contract.
 Readily available and affordable Genuine Spares and Service.
 Customer Training/Orientation Program.
 Consultant - Load Calculations.

12
2.3VISION MISSION QUALITY POLICY

2.3.1 VISION
 High quality services
 Timely execution
 Properly planned
 Cost effective

2.3.2 MISSION
 Customer satisfaction
 Deliver our service effectively and efficiently
 Offering very competitive prices.
As simple as these principles, we stand firm and persistent at administering into our day
to day operations. As a potential customer, will soon find out, our staff is very friendly,
attentive, knowledgeable, and very detail oriented.”

2.3.3 QUALITY POLICY

 Relentlessly monitoring of all services by Kirloskar Principal.
 Prasad Power Engineers (PPE) is commited to provide best and reliable services
throughout its territory by continuously improving our system and processes in order to
meet customer requirements and achieve customer satisfaction.
2.4 WORK FLOW MODEL

A workflow model is then sequential series of tasks and decisions that make up a business
process .Designing a workflow model lets business users see how a process works and help
them streamline and optimize it for best results and high efficiency.
A workflow model is easy model to define and understand .The specific set of rules and
paths that anyone would follow in an organization to complete their respective tasks are
referred
to as processes ,tasks or workflows.
2.4 WORK FLOW MODEL

REVERT TO CONTACT KOEL FOR

CUSTOMER IF END UPLOADING THE GENSET
DETAILS
REQUIRED
NO NO
YES
YES

S.C WILL SEARCH FOR

CUSTOMER DO GENSET
S.C ASKS THE CUSTOMER CUSTOMER/GENSET
CONTACTS FOR BELONG TO
ABOUT HIS /GENSET DETAILS BASED ON THE
SERVICING / KOEL/OUR
DETAILS PARAMETERS PROVIDED
COMPLAINTS
13 BY THE CUSTOMER
TERRITORY

YES

RECEIVE COMPLAINT AND

ARE GENSET REGISTER IN COMPLAINT
DETAILS REGISTER AND CHANGES
AVAILABLE THE STATUS OF
 USER
S.C WILL PERFORM OT OR S.C WILL SELECT THE S.C WILL SELECT THE
DESIDES IF S.C WILL SELECT THE
CONTACT GOEM/KGD TO ACCOUNT(IN CASE OF INSTALLATION SITE
THE OT CUSTOMER TYPE AS
TRANSFER DG SET TO COMPANY) AND ADDRESS BASED ON
PROCESS COMPANY OR PERSON
CUSTOMER NAME CONTACT DETAILS ACCOUNT ADDRESS
REQUIRED

2.5 PRODUCT /SERVICE PROFILE

 KOEL Genuine Spare part is the only economical solution for the repair and service for
S.C WILL SELECT HIS
PROCEED FOR SERVICE S.C WILL PERFORM S.C WILL SELECT DATE OF S.C WILL SELECT DATE OF
SERVICE DEALER AGAINST
PROCESS OWNERSHIP TRANSFER INSTALLATION COMMISSIONING
your Genset and Engines. GENSET

 Kirloskar Genuine spares are designed to work optimally to maximize component life and
engine performance.
S.C WILL CREATE
APPROPRIATE SERVICE S.C WILL CREATE JOB
ASSIGN TECHNICIAN TO
S.C/ S.M WILL CREATE
TASKS THAT NEEDS TO BE
PERFORMED AGAINST
REQUEST AGAINST PRIORITY ANALYSIS MOVEMENT REGISTER CARD AGAINST SERVICE
THE JOB CARD THE JOB CARD (SMS SENT
ENGINE/GENSET.(SR REQUEST.
 KOEL parts are designed to match the individual engine characteristics across the engine
CREATION)
TO PRIMARY
TECHNICIAN)

range, to fit exactly thereby saving on costly downtime.

 Our Genuine
PM WILL CHANGE THE
STATUS OF JOB TO
parts
DELIVERY CHALLAN restore optimum power PARTS
P.M WILL ISSUE PARTS
AND SHIP THE PARTS
andMANAGER
fuel efficiency
INDENT/MIR and
REPORT are backed
S.E/S.C GENERATES
THE PARTS THATbyWOULDthe
S.E WILL THEN SELECT

GENERATED RECEIVES MIR/INDENT AND SEND TO DPM FOR BE REQUIRED FOR

COMPLETE FROM THE INVENTORY
PARTS ISSUING SERVICING
Kirloskar Warranty.
 Economical cost of operation and increase engine life.
S.C/P.M WILL GENERATE S.E VISITS THE SITE AND
INVOICE-LABOUR/PARTS PERFORMS THE TASKS SERVICE RETURN THE PARTS VIA
ANY PARTS CANCEL THE INVOICE IF
SEPERSTELY OR ASSIGNED, CREATES FSR, REQUEST RETURN PROCESS IN JOB
RETURN CREATED
CONSOLIDATED (IF INVOICE AND RETURNS CLEARED CARD
REQUIRED) TO OFFICE

AFTER CLOSING SR PULSE

CHANGE THE JC STATUS FILL YHE JOB CARD P.M WILL GENERATE RETURN THE PARTS VIA
WILL SEND AUTO INVOICE REPORT
TO TASK COMPLETE OR SUMMARY AND OTHER INVOICE ONLY FOR THE RETURN PROCESS IN JOB
GENERATED SMS TO GENERATED
CLOSE INFORMATION MATERIAL USED CARD
CUSTOMER

FEEDBACK CALL END

Kirloskar Genuine Engine Spares

KOEL Care Genuine Oil & Coolant

14
 KOEL Care Extended Warranty

KOEL Care Battery Charger &AMFi Panel (Auto Mains Failure Panel)

Engine Repowering

24X7 KOEL Care Helpdesk

15
KIRLOSKAR PRODUCTS:

KOELChhota Chilli Generator (Range 2.1kVA to 5kVA)

KOEL Green DG Set (5kVA to 180kVA)

KOEL Green DG Set (200kVA to 1010kVA)

Bare Engines for Industrial Application

16
Industrial Equipment's are powered by Kirloskar Engines fitted in
JCB/L&T/CAT/BEML/Case/Terex-Manitou/Bull/Bobcat make Backhoe Loaders, L&T
Case/Hyundai Make Excavators, Concrete Pumps, Compactors, Cranes, Road Roller, Transit
Mixers, Pavers, Forklifts, Firefighting Equipment, Pump Set’s, Harvesters, Navy Vessels like Tugs,
Dredgers, Off Shore Patrol Vessels etc.

INDUSTRIAL APPLICATIONS:

Backhoe Loader Transit Mixer Soil Compactor

Dozzer Forklift Double Drum Roller

Kirloskar iLand – Organic Waste Solution

\
17
2.6 OWNERSHIP PATTERN

A sole proprietorship—also referred to as a sole trader or a proprietorship—is an

unincorporated business that has just one owner who pays personal income tax on profits
earned from the business.

A sole proprietorship is the easiest type of business to establish or take apart, due to a lack
of government regulation. As such, these types of businesses are very popular among sole
owners of businesses, individual self-contractors, and consultants. Many sole proprietors
do business under their own names because creating a separate business or trade name isn't
necessary.

The operations of Prasad Power Engineers are overseen by the

Proprietor,Mr.ShyamaPrasad.B. Under his direct control are as follows:

Customer Relationship Manager & HR – Mr. Chandrashekar CH

Service Manager – H.O - Mr. Sandeep
Branch Manager - Udupi - Mr. Wilfred Noronha
Branch Manager-Shivamogga- Mr. Shantha Kumar
Branch Manager- Chikmagalur - Mr. Lohith Kumar
Branch Manager-Puttur- Mr. Udaya Kumar
Marketing Manager - Mr. Guruprasad
Spares Parts Manager - Mr. Shivakumar

The organization chart may be shown as below.

18
PPE ORGANIZATION CHART

Mr. Jagannath Acharya

Spare Part Picker
Mr. Vasudev Bhat
Stores Incharge
Mr. John Paul
Spare Part Picker
Mr. Shiva Kumar Mrs. Shobha
Spare Part Manager Spare Part Coordinator

Ms. Swathi
Spare Part Coordinator

Mr. Jaison D'Souza

Marketing Executive
Mr. Guruprasad
Marketing Manager
Ms. Divyashree. M
Tele Caller

Ms. Vinutha
Ms. Rachana Mr. Bhaskar Shetty
Payment Recovery
Accounts Manager Payment Recovery
Coordinator

Mrs. Priya
Mr. Chandrashekar CH
Service Coordinator -
CRM Manager / HR
KOEL / DAMC

Mrs. Nishmitha
Service Coordinator -
KOEL AMC
Mr. Sandeep Mr. Clinton
Service Manager Asst. Service Manager Mrs. Bharathi
Service Coordinator -
Mr. Shyama Prasad. B Post Warranty Mr. Ravi Kiran
Proprietor Pulse Executive
Mr. Karthik Kotian
Service Engineers
Spare Part Coordinator
Mr. Damodhar
Drivers
Mrs. Jyothi Bai
Service Engineers
Pulse Executive
Mr. Wilfred Norohna
Br.Manager - Udupi
Mr. Dhanraj
Marketing Executive

Ms. Sowmya
Payment Recovery
Coordinator

Ms. Niveditha Shetty

Service Engineers
Pulse Executive
Mr. Shantha Kumar
Br.Manager - Shimoga
Mr. Rakesh
Marketing Executive

Mr. Lohith Kumar Mr. Chandrashekar

Service Engineers
Br. Mngr - Chikmagalur Pulse Executive

Mr. Udaya Kumar 19

Service Engineers
Mrs. Saroja
Br. Manager - Puttur Pulse Executive
2.7 ACHIEVEMENTS /AWARDS
• FY 2008-09 PPE received its 1st Service Excellence Award from KOEL, Pune
• FY 2012-13 PPE received its 2nd Service Excellence Award from KOEL, Pune
• FY 2015-16 Awarded for Innovation In “Customer Connect & Engagement” In Recognition
Of Exemplary Customer Care Activities For The Year 2015-16.
• FY 2016-17 PPE received its 3rd Service Excellence Award from KOEL, Pune
• FY2018-19 Awarded Employement Engagement Programme as “Innovative Employement
Engagement”

Service Excellence KOEL Bandhan Service Excellence Award

Award 2008-09 Achievement 2012-13

Customer Connect & Service Excellence Innovative Employee

Engagement Award Award 2016-17 Engagement Award

Best Service Dealer

Award

2.8 FUTURE GROWTH AND PROSPECTS

 To have a separate outlet for spares and service.
 To obtain the ISO Standard.
 Planned to open its new KOEL Care outlet at Belthangady and Kundapur
 Planned to move head office to a new location near by High Way at Mangalore along
with Hi-Tech Workshop.
20
 CHAPTER -3

MCKENSY’S 7S FRAME WORK AND PORTERS FIVE

MODEL WITH SPECIAL REFERENCES TO
ORGANISATION UNDER STUDY

Mckinsey 7s frame work

The McKinsey 7S Framework is a management model developed by business consultants Robert
H. Waterman, Jr. and Tom Peters in the 1980s. This was a strategic vision for groups, to include
businesses, business units, and teams. The 7 S's are structure, strategy, systems, skills, style, staff
and shared values. 

The Mckinsey 7S Frame Work involves seven interdependent factors which are categorized as
either hard and soft elements

Hard Elements Soft Elements

Structure Shared values
Strategy Skills
System Style
Staff

21
The service sector makes use of the McKinsey 7s model to regularly enhance its performance, and
implement successful change management processes. PPE focuses on the 7 elements identified in
the model to ensure that its performance levels are consistently maintained, and improved for the
offerings.

1. Hard elements
The hard elements of the McKinsey 7s model comprise of strategy, structure, and systems. The
hard elements of the model are easier to identify, more tangible in nature, and directly controlled
and influenced by the leadership and management of the organization.

1.1 Strategy
1.1.1 Clearly defined
The strategic direction and the overall business strategy for PPE are clearly defined and
communicated to all the employees.The strategic direction and the overall business strategy for
PPE are clearly defined and communicated to all the employees .This helps the organization
manage performance, guide actions, and devise different tactics that are aligned with the business
strategy. Moreover, the business strategy’s definition and communication also make operations for
more transparent and aligns the responsibilities and actions of the organization.

1.1.2Guiding behaviour for goal attainment.

The strategic direction for PPE is also important in helping the business guide employee,
staff, and stakeholder behaviour towards the attainment and achievement of goals. SMART Goals
are set with shortandlong term deadlines in accordance with the business strategy. The business
strategy helps employees decide tactics and behaviours for attaining the set goals and targets to
help the business growth.

1.1.3. Changing consumer demands

An important aspect of the strategy at PPE that it takes into constant consideration the changing
consumer trends and demands, as well as the evolving consumer market patterns and consumption
behavior. This is an important part of the strategic direction at as it allows the company to remain
competitive and relevant to its target consumer groups, as well as allows the company to identify
demand gaps in the consumer market. 

1.1.4. Flexibility and adaptability

The strategy at PPE is flexible and adaptable. This is an important aspect of the strategic direction,
and strategy setting at PPE. With flexibility and adaptability, is not only able to benefit from
quickly reacting and responding to changing consumer patterns globally, but is also able to locally
and culturally adapt its products via localization for different regions.
22
1.2. Structure.
Structure is a system that outlines how certain activities are directed in order to achieve the goals
of an organization.

General
Manager

Spare Part Marketing Account Service

HR Manager
Manager Manager Manager Manager

Training Spares Part Marketing Account Service Workshop

Manager Cordinator Exicutives Assistant Cordinator Manager

1.2.1 Organizational Hierarchy

Service Workshop
Tele Callers Pulse Executive Drivers
Engineers
The PPE has a flatter organizational hierarchy that is supported by learning and Engineers
progressive
organizations. With lesser managerial levels in between and more access to the management and
workers, the employees feel more secure and confident and also have higher access to information.
Moreover, the flatter hierarchy also allows quicker decision-making processes and increases
organizational commitment in the employees.

1.2.2. Inter-Departmental Coordination

PPE has high coordination between different departments. The company’s departments often form
inter-department teams for projects and tasks that require multiple expertise. All coordination
between different departments is effective and organized. PPE has a systematic process for
initiating and monitoring coordination between departments to ensure smooth work operations and
processes – and goal attainment.

1.2.3. Internal team dynamics [department specific]

PPE encourages teamwork and team-oriented tasks. Where jobs require individual attention and
scope, the company also assigns individual responsibilities and job tasks. However, all employees
at PPE are expected to be team players who can work well with and through other members, and
who get along well with other people. The teams are supportive of all members and work with

23
synergy towards achieving the broader team objectives and goals under the PPE designed strategy
and values. 

1.2.4. Centralization vs. Decentralization

PPE has a hybrid structure between centralization and decentralization. Like many progressive
organizations, PPE largely supports decentralized decision making. Job roles at are designed to be
carried out with responsibility, and employees often set their goals with mutual coordination and
understanding with the supervisors. 

2.5. Communication 
PPE has a developed and intricate system for ensuring communication between employees, and
customer. The communication systems at PPE enhance the overall organizational structure. The
systematic, defined, and organized communication allows an easy flow of information and ensures
that no organizational tasks and goals are compromised because of a lack of communication, or
misunderstandings. 

1.3. System.
1.3.1. Organizational systems in place.
PPE has defined and well-demarcated systems in place to ensure that the business operations are
managed effectively and that there are no conflicts or disputes. The systems at PPE are largely
departmental in nature and include human resource management,finance
marketing ,operations ,sales ,supply chain management ,public relation ,management.

1.3.2. Defined controls for systems.

Each of the defined and demarcated systems at PPE has especially designed tools and methods as
controls for evaluating performanceand goal attainment. These controls and measures are designed
specifically in different departments based on the nature of their tasks and responsibilities.
Moreover, each department also designs specific controls for members for performance evaluation,
as well as for inter-departmental tasks and responsibilities.

1.3.3. Monitoring and evaluating controls

PPE continually evaluates its systems through the designed controls. This monitoring of the
performance is continual and ongoing. This is largely done through observation and informal
discussions. Feedback to employees and overall department heads is informally given regularly as
and when is required. Formal evaluation of performance is also conducted semiannually – or
quarterly, depending on the need and the urgency of the projects and assigned tasks. This is a
formal process that is undertaken by supervisors and managers to ensure the identification of
performance lags, and suggestive means of improvement.
24
1.3.4. Internal processes for organizational alignment
 PPE also has special processes and methods for ensuring that all departments and systems within
the organization are aligned and working in harmony towards the greater business goals and
targets. This is made possible through ensuring that all systems are designing and working towards
goals and targets specific to their expertise under the broader business vision and strategy.

2. Soft elements
The soft elements of the McKinsey 7s model, in turn, include shared values, staff, skills, and
strategy. These elements are less tangible in nature and are more influenced by the organizational
culture. As such, the management does not have direct influence or control over them. These
elements are also harder to describe and directly identify – but are equally important for an
organization’s success and improved performance.

2.1. Shared values.

2.1.1. Core values.
The core values at PPE are defined and communicated to foster a creative and supportive
organizational structure that will allow employees to perform optimally, and enhance their
motivation and organizational commitment. The core values at include
Creativity,Honesty ,Transparency ,Accountability ,Trust , Quality Heritage.

2.1.2. Corporate culture

PPE encourages an inclusive culture that celebrates diversity. The company has an international
presence, and production units that are spread across different countries, as such, PPE ensure that
its organizational culture is supportive of diversity, and has internal policies to reduce incidences of
discrimination.
The corporate culture at PPE also encourages innovation and creativity by allowing independence
for growth to individuals and teams –thus helping them refine their careers as well as personalities.
Lastly, the corporate culture at PPE also has a supportive leadership which works towards
increasing employee motivation and job satisfaction by giving way to visibility and accessibility.

2.1.3. Task alignment with values.

PPE ensures that all its job tasks and roles are aligned with the core values that the company
propagates. This means that all activities, tactics, and strategic tactics employed by PPE will reflect
its core values, and will not deviate away from these. This is to ensure a consistent, and reliable
brand image, as well as an honest organizational culture. In the event of organizational change, the

25
company will continue to ensure that all change management processes and methods incorporate
the core values so that the organizational culture is consistently maintained, and systematically
changed if need be. 

2.2. Style 
2.2.1. Management/leadership style.
PPE has a participative leadership style. Through a participative leadership style, PPE is able to
engage and involve its employees in decision-making processes and managerial decisions. This
also allows the leadership to regularly interact with the employees and different managerial groups
to identify any potential conflicts for resolution, as well as for feedback regarding strategic tactics
and operations. Through its participative leadership, PPE is able to enhance employee motivation,
and increase organizational commitment and ownership amongst employees as well as other
stakeholders.

2.2.2. Effectiveness of leadership style

The participative leadership style is highly effective in achieving the business goals and vision of
the organization. Employees feel to be active members of the organization who are valued for their
suggestions, feedback, and input. Moreover, through participative leadership, leaders and managers
are able to identify current and potential conflicts within the THE SERVICE SECTOR
organization, and actively work to resolve them as soon as possible. 

2.3. Staff
2.3.1. Employee skill level vs business goals.
PPE has a sufficient number of employees employed across region operations. Employees for
different job roles and positions are hired internally as well as externally – depending on the
urgency and the skill levels required. Based on this, it is seen that PPE has employees who are
skilled as per the requirements of their job roles and positions. All employees are given in house
training to familiarize themselves with the company and its values. External training along with in-
house training is provided for skill level enhancement.

2.3.2. Number of employees

PPE has employed a large number of employees. The number of employees varies from region to
region as per the requirements and needs of the business and operations. The team of PPE is an
inclusive one that accepts, and encourages diversity, and works in synchronization with members to
ensure attainment of business goals. The team member of employees are the most important part of
business success for PPE.

26
2.3.3. Gaps in required capabilities and capacities.
PPE has a well-defined system for identifying potential needs of capabilities and capacities for the
organization. The human resource function of the business has a systematic process that aligns all
other departments to identify potential vacancies or skill gaps. Based on the nature of the need, the
human resource department arranges for recruitments which may be permanent or contractual in
nature, as well as arranges training sessions if need to be for the current workforce. 

2.4. Skills
2.4.1. Employee skills
PPEhas a commendable workforce, with high skills and capacities. All employees are recruited
based on their merit and qualifications. THE SERVICE SECTOR prides itself on hiring the best
professionals and grooming them further to facilitate growth and development. Employees training
activities named as “NamrathaShakthi” to develop employees skills accordance to the job.

2.4.2. Employee skills vs task requirements

PPE has defined tasks and job roles and hires and trains employees for skill levels accordingly with
respect to those. The company ensures that all its job requirements are met and that employees have
the sufficient skills to perform their respective jobs in accordance with the values and culture as
well as the business goals and strategy of the Organisation.

2.4.3. Skill management.

PPE pays particular attention to enhancing the skills and capacities of its employees. It arranges
regular training and workshops – internally as well as externally managed- to provide growth and
development opportunities for its employees. PPE focuses on personal as well as professional
growth for its employees and works accordingly with them.

2.4.4. Company’s competitive advantage.

The human resource is one of the core competitive advantages of the company. The skills of
employees are developed specifically for job roles and requirements at PPE and provide a
competitive benefit to the company – where players cannot imitate employee skills or training. This
creates a unique and non-substitutable competency for PPE. 

27
PORTERS FIVE FORCES MODEL
Porter's Five Forces is a model that identifies and analyses five competitive forces that shape every
industry and helps determine an industry's weaknesses and strengths. Five Forces analysis is
frequently used to identify an industry's structure to determine corporate strategy. Porter's model
can be applied to any segment of the economy to understand the level of competition within the
industry and enhance a company's long-term profitability. The Five Forces model is named after
Harvard Business School professor, Michael E. Porter.

In Porter's model, the five forces that shape industry competition are

1. Competitive rivalry
This force examines how intense the competition is in the marketplace. It considers the number of
existing competitors and what each one can do. Rivalry competition is high when there are just a
few businesses selling a product or service, when the industry is growing and when consumers can
easily switch to a competitor's offering for little cost. When rivalry competition is high, advertising
and price wars ensue, which can hurt a business's bottom line.

2. The bargaining power of suppliers

This force analysis how much power a business's supplier has and how much control it has over the
potential to raise its prices, which, in turn, lowers a business's profitability. It also assesses the
number of suppliers of raw materials and other resources that are available. The fewer supplier

28
there are, the more power they have. Businesses are in a better position when there are multiple
suppliers.

3. The bargaining power of customers

This force examines the power of the consumer, and their effect on pricing and quality. Consumers
have power when they are fewer in number but there are plentiful sellers and it's easy for
consumers to switch. Conversely, buying power is low when consumers purchase products in small
amounts and the seller's product is very different from that of its competitors.

4. The threat of new entrants

This force considers how easy or difficult it is for competitors to join the marketplace. The easier it
is for a new competitor to gain entry, the greater the risk is of an established business's market
share being depleted. Barriers to entry include absolute cost advantages, access to inputs,
economies of scale and strong brand identity. Companies in the market with high barriers to entry -
whether through regulation ,high fixed and start up costs ,protected intellectual property etc-face
less competition than companies in markets with lower barriers. oil engine is tough market to enter
because it requires a lot of capital to be able to spread the risks of an unprofitable drill across
multiple leases.

5. The threat of substitute products or services

This force studies how easy it is for consumers to switch from a business's product or service to that
of a competitor. It examines the number of competitors, how their prices and quality compare to the
business being examined, and how much of a profit those competitors are earning, which would
determine if they can lower their costs even more. The threat of substitutes is informed by
switching costs, both immediate and long-term, as well as consumers' inclination to change.As per
prasad power engineers has substitutes for their services already existed in the market from small
players most of the freelancer service provider are giving the same services which one is providing
to defend their market share in terms of volume or other .

From customer perspective,the alternative option will be either to go for nearby service centre or to
contact other options which are easily available for their Location..The product used are appear
different but can satisfy the same need as another product .

Mostly people prefer their own brand service centre where they can use many services as providing
by the company itself under warranty scheme or under extended warranty scheme.

29
 CHAPTER 4
SWOT ANALYSIS

SWOT analysis is a strategic planning technique used to help a person or organization identify
strengths, weaknesses, opportunities, and threats related to business competition or project
planning. 

Strength
Strengths are things that your organization does particularly well, or in a way that distinguishes you
from your competitors. Think about the advantages your organization has over other organizations.
These might be the motivation of your staff, access to certain materials, or a strong set of
manufacturing processes.
 Skilled, motivated man power who have aces to on going product training.
 provide multifaced services to the customer.
 well stocked spare part sales at all outlets.
 provide quality service and genuine parts.
 friendly and reliable customer services.

30
  On site services vehicle support.
 state of art infrastructure.
 inter -connected branches.
 service on call.

Weakness
Weaknesses, like strengths, are inherent features of your organization, so focus on your people,
resources, systems, and procedures. Think about what you could improve, and the sorts of practices
you should avoid.
 The cost involved in installation product is high
 Customer expectation are increased day by day it has become more difficult to satisfy the
completely.
 Technicians taking leave without prior notice.
 Employee attrition.

Opportunities
Opportunities are openings or chances for something positive to happen, but you'll need to claim
them for yourself!
They usually arise from situations outside your organization, and require an eye to what might
happen in the future. They might arise as developments in the market you serve, or in the
technology you use. Being able to spot and exploit opportunities can make a huge difference to
your organization's ability to compete and take the lead in your market.
 Many multinational companies offering their proposal for dealership.
 Extended warranty helps in growth of parts and oil.
 Increasing in number of Bandhan(service) per month.

Threats Or Challenges
Threats include anything that can negatively affect your business from the outside, such as
supply-chain problems, shifts in market requirements, or a shortage of recruits. It's vital to
anticipate threats and to take action against them before you become a victim of them and
your growth stalls.
 Satisfy all the customer.
 Unwanted warranty complaints.

31
 Duplicates spares in the market.
 Difficult to handle in industrial customer rather than handling PG customer.

 Freelancer activities especially in post warranty users

 Required experienced man power.
 To fulfill technics requirement.

32
 CHAPTER 5
ANALYSIS OF FINANCIAL STATEMENT

Financial statement analysis is the process of reviewing and analysing a company's financial
statements to make better economic decisions to earn income in future. These statements
include the income statement, balance sheet, statement of cash flows, notes to accounts and a
statement of changes in equity.

The balance sheet is a report of a company's financial worth in terms of book value.

5.1 BALANCESHEET AS ON YEAR ENDING.

Particular 2015-16 2016-17 2017-18 2018-19 2019-20
Equity And Liability          
Capital 1,96,76,868.45 1,88,14,629.15 1,96,96,857.74 1,65,45,567.39 1,32,57,692.01
Secured Loans 12,48,142.87 20,00,177.76 23,10,233.37 6,20,81,174.40 62,64,683.26
Current Liabilities          
Sundry Creditors 1,97,595.71 1,96,373.99 6,84,348.94 7,25,360.71 24,73,315.08
Outstanding Expenses 23,38,891.14 29,25,258.00 34,29,097.50 30,51,761.00 25,42,369.69
Provision For Income Tax 9,65,992.00 6,74,130.00 14,46,635.00 4,31,165.00 -
Indian Overseas Bank -  -  -  4,639.89 -
Total 2,44,27,490.17 2,46,10,568.90 2,75,67,172.55 2,69,66,611.39 2,45,38,059.99
Fixed Asset          
(As Per Schedule) 29,58,070.00 29,77,535.00 31,03,372.86 31,44,867.49 27,30,577.25
Current Asset          
Emd 15,000.00 15,000.00 15,000.00 33,500.00 33,500.00
Rent Deposit 8,40,000.00 10,45,000.00 11,45,000.00 14,45,000.00 17,80,760.00
Security Deposit 8,52,943.00 9,08,425.00 9,69,875.50 7,40,616.50 8,20,347.42
Sundry Debtors 48,84,541.46 39,60,138.20 66,30,827.96 39,53,443.01 44,05,547.99
Closing Stock 1,36,44,266.67 1,25,59,037.59 1,41,12,640.63 1,62,87,778.76 1,41,31,629.35
Bank Accounts          
Corporation Bank 26,482.03 20,749.62 3,44,649.81 31,967.53 11,347.43
33,41,42,315.0
Syndicate Bank 1,70,760.64 1,58,327.40 3,54,671.40 1,46,741.01
0
Yes Bank 35,000.00 30,000.00 26,271.00 37,579.00 10,887.01
Cash In Hand 2,31,167.85 3,99,964.52 1,16,775.02 86,220.00 40,810.00
Advance Salary 50,000.00 56,732.00 27,824.00 25,973.00 -
Advance Paid 4,880.00 4,880.00 - - -
Security Deposit With
2,071.00 3,353.00 1,337.18 19,997.18 6,410.00
AAI

33
Income Tax Refundable 20,770.00 20,770.00 20,770.00 20,770.00 2,01,570.00
Advance Income Tax - 4,00,000.00 4,00,000.00 4,00,000.00 -
Income Tax TDS - 1,26,167.91 1,51,605.97 1,96,374.15 1,62,925.98
Fire Insurances - 18,61,424.00 - - -
Other Bank Deposits - 63,064.66 30,645.12 - 12,547.88
GST Cash Ledger C/F - - 14,617.00 14,174.00 32,712.00
Gst Refund Receivable - - 82,000.00 7,000.00 -
GstTds - - - 4,721.00 3,457.56
Input CGST C/F - - - 3,144.51 -
Input SGST C/F - - - 3,144.51 -
Input IGST - - - 11,439.45 -
Interest Received - - - - -
2,44,27,490.1 2,46,10,568.9 2,75,67,172.5
Total
7 0 5 31,44,867.49 2,45,38,059.99

5.2 TRADING AND PROFIT AND LOSS ACCOUNT

Particulars 2015-16 2016-17 2017-18 2018-19 2019-20

Sales 4,44,06,428.14 5,14,04,311.23 5,79,47,750.98 5,97,71,794.96 5,53,82,849.17
VAT Out Put 64,40,801.54 74,65,272.62 23,45,614.00 - -
CST 14,439.92 4,581.90 20,402.00 - -
Freight Charges 5,15,773.40 6,53,303.33 9,69,125.69 10,17,493.77 10,31,914.33
Output TAX - - 1,24,88,356.34 1,68,38,315.10 1,52,84,605.94
(CGST,SGST,IGST)
GST Cash Ledger C/F - - 14,617.00 - 17,728.47
Gst Refund Receivable - - 82,000.00 - -
Rcm Output - - 1,24,520.00 - -
GST Transitional
- - 1,70,050.00 - -
Credit
Net Sales 4,55,81,443.00 5,95,27,469.08 7,41,62,436.01 11,07,53,697.69 12,94,53,745.67
Cost Of Goods Sold
Opening Stock 1,13,04,454.72 1,36,44,266.67 1,25,59,037.59 1,41,12,640.63 1,62,87,778.76
Purchases 3,97,66,298.16 4,49,96,967.72 5,13,27,678.05 5,21,38,809.48 4,46,09,575.40
Vat Input 4,29,252.60 4,29,863.73 1,42,032.43 - -
VAT Paid 60,27,276.31 70,40,185.00 22,27,138.00 - -
Tax paid - - - 54,13,702.00 54,75,046.86
Vat Tds - - - - -
Freight 1,58,719.00 1,92,571.00 2,71,051.86 2,63,043.84 3,02,351.13
Entry Tax @5% 6,49,669.00 7,18,228.00 3,23,978.00 - -

34
Loading And
36,893.00 65,403.00 44,375.00 27,250.00 62,475.00
Unloading Charges
Ineligible Input Gst-
- - 2,267.12 61,007.42 94,867.20
Rcm
Cgst Input - - 8,30,336.72 - -
Scst Input - - 7,27,004.72 - -
Igst Input - - 70,63,709.31 - -
Gst Paid - - 39,55,327.00 1,14,24,613.63 97,92,691.06
Rcm Input - - 1,22,430.00 - -
Cost Of Goods
5,83,72,562.79 6,70,87,485.12 7,95,96,365.80 8,34,41,067.00 -
Available For Sale
Closing Stock 1,36,44,266.67 1,25,59,037.59 1,41,12,640.63 1,62,87,778.76 1,41,31,629.35
Gross Profit 66,49,146.88 49,99,021.55 86,78,710.84 1,04,74,315.59 91,88,484.91
Operating Expense
Advertisement 1,28,112.00 1,37,515.50 42,447.00 85,276.00 36,800.00
Audit Fees 44,655.00 44,850.00 46,000.00 52,000.00 61,000.00
Bank Charges And
4,30,255.09 2,70,353.03 4,57,836.02 5,63,012.67 7,36,268.10
Interest
Commission And
15,300.00 13,084.00 1,610.00 25,535.00 7,36,268.10
Brokerage
Donation 2,15,491.00 6,01,850.00 1,96,150.00 1,68,455.00 1,13,601.00
Discount Allowed 3,04,643.08 3,56,890.46 2,69,140.20 2,46,741.88 81,139.26
Entertainment 17,250.00 7,370.00 3,580.00 2,100.00 -
Epf Contribution 9,62,678.00 12,48,660.00 16,85,341.00 2,18,667.00 18,55,598.00
Esi Contribution 2,84,554.00 3,46,779.00 5,82,059.00 7,52,151.00 4,84,769.00
Incentives 2,42,895.00 5,25,275.00 5,22,702.00 8,22,964.00 3,67,815.00
Leave Encashment 3,35,274.00 4,32,700.00 5,61,960.00 6,36,927.00 -
Bonus 5,18,274.00 5,75,674.00 8,24,015.00 - 9,56,725.00
Fuel Expenses 6,57,691.33 7,16,322.85 7,67,760.21 8,27,754.76 6,50,420.29
Guest Expenses 63,546.00 1,05,077.86 40,326.00 18,368.00 5,296.00
Stock Insurance
19,632.00 35,351.00 36,270.00 36,270.00 -
Premium
Interest Paid 38,606.00 - 2,378.00 - 872.00
Pf Penalty - - 318.00 - 600.00
Repair Charges 1,14,253.00 1,40,711.00 1,95,127.96 87,579.68 52,946.03
Outside Labour
942.00 1,434.00 1,60,273.00 351.838.47 2,94,667.53
Charges Paid
Alternator Repair
- - 5,94,942.00 11,32,175.00 10,45,640.00
Charges
Death Compensation
- - - 10,000.00 -
Paid
Bad Debts Written Off - - - 1,23,306.00 33,689.00
Income Tax Paid(2017-
- - - 1,280.00 -
18)
Tds Paid - - - 430.00 13,984.00
VAT Penalty Paid - - - 7,072.00 189.00

35
Exhaust Fan Repairing - - 36,100.00 90,027.80 28,950.00
Medical Expenses - - 2,375.00 60.00 778.00
Starter Repair Charges - - 41,943.29 78,073.04 75,471.79
Professional And Legal
- - - - -
Fee
Performance Penalty - - 10,000.00 - -
Computer Spares - - 79,870.00 - -
Gratuity Paid - - 45,291.00 - 58,477.00
Employee Engage
- - 1,97,388.00 - 24,738.00
Program
Labour Cess 198.00 124.00 126.00 66.00 372.00
Miscellaneous
100.00 12,063.00 9,309.00 6,686.00 247.00
Expenses
Mobile Charges 3,97,885.00 4,69,969.65 5,31,676.42 4,55,868.57 3,52,819.00
News Paper And
5,215.00 7,650.00 10,756.00 6,950.00 6,045.00
Periodicals
Office Expenses 1,12,540.00 - 71,824.00 9,081.00 10,720.00
Office Maintenance 36,824.00 1,83,685.00 21,410.00 23,957.00 2,330.00
Pooja Expenses 65,935.00 46,170.00 12,633.00 16,996.00 12,259.00
Postage And Courier
87,036.00 1,75,496.00 23,33,565.00 2,07,729.09 2,04,452.99
Charges
Power Charges 2,10,527.00 2,24,738.00 3,12,920.00 3,37,178.20 3,27,577.70
Printing And Stationary 4,70,487.00 4,65,768.39 3,60,810.00 3,14,33,349.00 2,22,577.70
Profession Tax 5,000.00 7,500.00 10,000.00 12,500.00 12,500.00
Registration And
8,650.00 5,430.00 12,394.00 18,260.00 12,229.00
Renewal Charges
Rent 9,60,448.00 12,52,080.00 15,41,440.00 18,19,222.00 19,85,579.00
Repair And
8,62,356.25 19,03,059.39 16,48,560.20 13,88,546.07 20,43,649.68
Maintenance
Salary Of Staff 73,48,847.00 1,08,05,227.00 1,44,59,614.00 1,70,51,662.00 1,52,63,585.00
Service Tax Paid 29,53,932.11 3,15,955.53 9,60,383.20 60,798.00 -
Service Tax Input - 1,15,288.30 43,635.80 - 4,040.00
Staff Welfare 3,58,766.00 508.424.50 5,30,339.42 5,18,067.35 6,21,062.37
Telephone Expenses 1,28,902.00 1,50,424.50 1,08,268.60 42,098.45 46,155.49
Training Expenses 1,18,056.00 3,21,281.00 4,11,532.00 4,44,324.00 1,49,536.00
Transportation Charges
2,14,814.00 1,35,049.00 1,53,633.00 2,06,920.96 28,702.00
Paid
Travelling Expenses 26,14,583.35 25,31,139.00 20,85,895.00 25,72,745.00 21,95,284.00
Turbo Charger Repair
12,210.00 22,065.00 18,994.69 9,237.00 10,125.00
Charges Paid
Vehicle Maintenance 2,09,462.00 3,09,222.99 3,95,75,144.00 3,59,693.68 2,75,320.04
Vehicle Tax
64,969.00 61,623.00 60,312.00 55,769.00 58,359.00
&Insurance
Van Campaign
- - 6,190.00 - -
Expenses
Work Shop Charges 16,79,575.00 19,95,794.00 1,58,717.39 4,26,961.00 2,86,725.92
Water Charges 12,570.00 14,764.00 25,934.03 33,470.00 52,306.00

36
 Interest On TDS - 230.00 - 96.00 4,852.60
Round Off - 727.23 431.27 114.43 160.26
Provision For Income
9,65,992.00 6,74,130.00 14,46,635.00 4,31,165.00 -
Tax
Depreciation 5,35,739.00 6,44,618.00 5,57,137.00 5,64,446.00 5,50,907.00
DG Hire Charge 2,17,800.00 - - - -
Sales Promotion
1,02,631.00 - - - -
Expenses
Cenvat Credit 9,45,151.70 - - - -
SwachhBharath Cess
50,753.68 - - - -
Paid
Ppf Interest - 731.00 - - -
Koel Expenses - 25,609.00 - - -
Exgratia Paid - - 5,90,378.00 - -
Non operating Incomes
Gross Profit 66,49,146.88 4,99,021.55 86,78,710.84 1,04,74,315.59 91,88,484.91
Service Charges 1,69,83,018.01 2,16,80,730.76 2,73,05,748.35 2,45,45,100.95 2,19,87,456.91
Service Tax Collected 30,46,091.81 32,58,658.69 9,81,732.91 - -
Swatch Bharath Cess
50,753.68 - - - -
Collected
Discount Received 41,933.00 - - - -
Deduction On Phone
97,180.84 - - - -
Charges
Round Off 506.33 - - - -
Service Camp
40,000.00 - - - -
Expenses Reimbursed
KOEL Oil Incentives 2,06,078.93 - - - -
KOEL Spares Discount
4,95,311.00 - - - -
Received
KoelCdi Received 14,175.00 - - - -
KoelCsp Incentives 2,06,337.97 - - - -
Interest Received - 44,952.00 66,329.00 1,97,488.40 42,873.89
Other Income - 35,74,427.40 19,33,352.30 18,99,228.79 10,08,747.02
Balance Written Off Of
- - 719.00 - -
Service Tax
NetProfit 25,41,665.14 15,54,448.66 32,40,207.56 14,15,118.14 3,83,307.32

Ratios :
A financial ratios is a quantitative method of gaining insight into a company liquitidy,
operational efficiency and profitability by studying its financial statements such as the

37
balance sheet and income statements. Ratio analysis is a corn stone of fundamental equity
analysis.

1 .Current Ratios:

The current ratio is a liquidity Ratios that measures whether a firm has enough resources to
meet its Short Term obligations.

Current ratios = Current Assents

Current Liabilities
Table showing current ratio:
year Current Asset Current Liabilities Current ratios
2019 21807482.7 5015684.72 4.35
2020 23821743.9 4212962.9 5.65
5 .6 5 4 3 9 2 04 3 1 8 6 5 2
4 .3 47 8 5 7 5 5 4 3 32 0 8

current rati o

1 2

2. QUICK RATIOS:

38
The quick ratio measures a company’s capacity to pay its current liabilities without needing
to sell its inventory or obtain additional financing. The higher the ratio result, better a
company’s liquidity and financial health: the lower the ratio ,more likely the company will
struggle with paying debts.

Quick ratios =Current asset -Inventory

Current Liabilities

year Current Asset Inventory Current Quick Ratio

Liabilities
2019 2,18,07,482.7 1,62,87,778.76 50,15,684.72 4.01
2020 2,38,21,743.9 1,41,31,629.35 42,12,962.9 2.30

3. NET PROFIT RATIO:

The net profit percentage is the ratio of after- tax profits to net sales .it reveals the remaining
profit after all costs of production ,administration ,and financing have been deducted from
sales ,and income taxes recognized.

Net profit ratio = Net profit × 100

Net sales

year Net Profit Net Sales Net profit Ratio

2019 14,15,118.14 11,07,53,697.69 1.277716
2020 3,83,307.32 12,94,53,745.67 0.296096

4.GROSS PROFIT RATIO

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Gross profit margin is a metric analysts use to assess a company's financial health by
calculating the amount of money left over from product sales after subtracting the cost of
goods sold (COGS). Sometimes referred to as the gross margin ratio, gross profit margin is
frequently expressed as a percentage of sales.

Gross Profit = Gross Profit × 100

Net sales

year Gross Profit Net Sales Gross Profit

2019 1,04,74,315.59 11,07,53,697.69 1.13
2020 91,88,484.91 12,94,53,745.67 0.07

5.Current Asset Turnover Ratio

The current quantity turnover extent relation is associate in nursing efficiency prominence
relation that want to calculate the company ’s ability to come up with sales from its asset
by scrutiny income with total asset .In alternative words this shows however effectively a
corporation will use its assets to come up with sales.

Current Asset Turnover Ratio= Net sale

Current Asset

year Net Sales Current Asset CurrentAssetTurnover

Ratio
2019 11,07,53,697.69 2,18,07,482.7 5.078702
2020 12,94,53,745.67 2,38,21,743.9 5.434268

6. Net profit to total income

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Net Profit Ratio Is Measure The Companies‟ Capacity To Convert Each Rupee Sale Into Net
Profit. It Described The Relation Between Profit After Tax And Sales. It Also Shows The
Performance Of a Company. In Shows The Efficiency Of Management In Producing And
Selling The Products.
Net Profit To Total Income= Net profit × 100
Total income
year Net Profit Total Income Net Profit To Total
Income
2019 14,15,118.14 18,99,228.79 0.745101
2020 3,83,307.32 10,08,747.02 0.379984

7. Cash to sales Ratio

The quantitative relation compares the operative money flow an organization to its sales
revenue. This helpful to the analyst and capitalist to the performance and talent of the
corporate to get money from its sales. In different words its shows the flexibility of associate
degree company to convert its sales into money.
Cash to Sales Ratio=Cash
Sales
year cash sale Cash to Sales Ratio
2019 86,220.00 5,97,71,794.96 0.001442
2020 40,810.00 5,53,82,849.17 0.000737

8.Asset turn over ratio

The asset turnover ratio measures the efficiency of a company's assets in generating revenue
or sales. It compares the dollar amount of sales (revenues) to its total assets as an annualized
percentage. Thus, to calculate the asset turnover ratio, divide net sales or revenue by the
average total assets.

Asset turn over ratio : sales

Asset
year sale Assets Asset turn over ratio
2019 5,97,71,794.96 2,49,52,350.19 2.395437

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 2020 5,53,82,849.17 2,65,52,321.15 2.085801

9.Working capital turn over ratio:

Working capital turnonver ratio measures how well a company is utilizing its
working capital to support a given level company.A high turn over ratio indicatets that
management is being extremely efficient in using firms short-term assets and liabilities to
support sales.

Working capital turn over ratio = Net Annual Sales

Working Capital
year Net Sales Working Capital Working capital turn
over ratio
2019 11,07,53,697.69 1,67,91,797.98 6.595702
2020 12,94,53,745.67 1,96,08,781.00 6.601825

10.Fixed Asset Coverage Ratio:

Fixed Asset Coverage Ratio means the ratio of net book value of the Fixed Assets (including
capitalized and work in work in progress )to the total secured debt on Fixed Assets.
Fixed Assets Coverage Ratios= Revenue
Fixed Asset

year revenue Fixed Assets Fixed Asset Turn

Over Ratio
2019 18,99,228.79 31,44,867.49 0.6039
2020 10,08,747.02 27,30,059.99 0.3694

CHAPTER 6

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 LEARNING EXPERIENCE

6.1 LEARNING EXPERIENCE

My internship in Prasad Power Engineers. has taught me more than I could have imagined.
One of the most important things that I gained from my internship is newfound knowledge.
This includes knowing how to sharpening the skills that I already possess. The environment
of the organization was very friendly and the employees cooperated throughout my study.
This internship has improved my ability to speak with people in a professional setting and
also discussions with Managing Director and co-workers. Just observing the everyday
events has taught me more about team work and how people can come together to get things
done. This has truly been a great learning experience. This experience has enhanced my
social and networking skill where I have learned how to mingle and interact with people
My four weeks of internship was very useful and educative one. I learnt the amount of hard
work that goes into the organization running smoothly and efficiently. It was a good
experience for me and helped to improve my personality attributes in Prasad Power Enineers.

Observation
1. Good relationship between the lower level and higher level employees
as well as with managers.
2. Co-ordination and team work among the employees helps to yield the expected results.
3.Good relation with customer .
4.Maintainance of time duration for work.

BIBILOGRAPHY

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ARTICLES
▪ Annual report of Prasad Power Engineers Limited.
▪ Annual Report of Kirloskar oil engines limited.

WEBSITE
 www.prasadpowerengineers.com
 https://koel.kirloskar.com

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