REEBOK

A PROJECT REPORT ON “REEBOK”

Summer Training Project Submitted in the partial fulfillment of the requirement for the award of the Degree of Bachelors of Business Administration

SUBMITTED BY:

UNDER GUIDANCE OF:

MANORANJAN SINGH BBA (4TH SEMESTER)

BHARATI VIDYAPEETH UNIVERSITY, SCHOOL OF DISTANCE EDUCATION, ACADEMIC STUDY CENTER: BVIMR, NEW DELHI

Student Undertaking

I BHUVAN VYAS have completed completed the Summer Training Project titled “REEBOK ” under und er the the guidan guidance ce of ___ ______ ______ ______ ______ ______ _____i __in n the parti partial al fulfi fulfill llme ment nt of the the requirement requirement for the award of degree of Bachelor of Business Administrati Administration on of BVU, SDE, Academic Study Center BVIMR, New BVIMR, New Delhi. This is an original piece of work  & I have neither copied and nor submitted it earlier elsewhere.

 _______________  Students Signature

ACKNOWLEDGEMENT

The present work is an effort to throw some light on “REEBOK”. The work would not have been possible to come to the present shape without the able guidance, supervision and help to me by number of people.

With deep sense of gratitude I acknowledge the encouragement and guidance received  by my project guide _____________and other staff members of REEBOK.

I convey my heartful affection to all those people who helped and supported me during the course, for completion of my Project Report.

PREFACE

A hallmark of any premier business school is its willingness willingness and ability to constantly constantly explore and implement new ideas and practices in the field of management education. Institute constantly reorients their programs in order to keep abreast of changing development. The initial interaction between school students and industry takes place when the students undergo project is usually for knowing the process for recruitment, selection, industrial relations & training of that institution. It is often the exposure to corporate culture culture that a student student receives, receives, particul particularly arly true for students students without without prior prior work  work  experience. During my training at REEBOK, REEBOK, I was taken project on recruitment, recruitment, selection & training policy of REEBOK. The main purpose of the study is to know the policies of the bank regarding recruitment, selection & training, which helped me in gaining knowledge about the different working pattern of different departments of the company.

TABLE OF CONTENT Page no. •

INTRODUCTION

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INDUSTRTY PROFILE

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COMPANY PROFILE

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MARKETING STRATEGIES

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FINANCIAL STRATEGIES

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H.R. POLICIES & STRATEGIES

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DATA ANALYSIS

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FINDINGS

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CONCLUSIONS & SUGGESTIONS

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BIBLIOGRAPHY

INTRODUCTION

REEBOK INTRODUCTION

Reebok is an American-inspired, global brand that creates and markets sports and lifestyle products built upon a strong heritage and authenticity in sports, fitness and women’s categories. The brand is committed to designing products and marketing  programs that reflect creativity and the desire to constantly challenge the status quo.

REEBOK'S VISION Fulfilling Potential

Reebok is dedicated to providing each and every athlete - from professional athletes to recreational runners to kids on the playground playground - with the opportunity, opportunity, the products, and the inspiration to achieve what they are capable of. We all have the potential to do great things. As a brand, Reebok has the unique opportunity to help consumers, athletes athletes and artists artists,, partners partners and employe employees es fulfill fulfill their their true true potentia potentiall and reach reach heights they may have thought un-reachable.

REEBOK'S MISSION Always Challenge and Lead through Creativity

At Reebok, we see the world a little differently and throughout our history have made our mark when we’ve had the courage to challenge convention. Reebok creates  products and marketing programs that reflect the brand’s unlimited creative potential.

REEBOK'S POSITIONING Celebrate Individuality in Sport and Life

Reebok understands that people are, above all, unique. Reebok’s positioning reflects this; celebrating the distinct qualities that make people who they are - their unique poin oints

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REEBOK'S PURPOSE To Empower Global Youth to Fulfill their Potential

Commitment to Corporate Responsibility is an important legacy and hallmark of the Reebok brand. For two decades, Human Rights, through the Reebok Human Rights  program, was the primary focus of this effort. Reebok has expanded on what had been   built and created a Global Corporate Citizenship platform with a purpose for the  brand that will help underprivileged, underprivileged, underserved underserved youth around the world fulfill their   potential and live healthy, active lives.

REEBOK'S BRAND TERRITORY Having Fun Staying in Shape

Having Fun Staying in Shape comes to life through a fun, bold, provocative manner  expressed through fresh, eye catching imagery signed off with a unique 'Reeword.' The tone and manner allows the consumer to look at sport and lifestyle through our  lens of 'Ree.'

Reebok International Limited , a subsidiary of the German sportswear company

Adidas, Adidas, is a producer of athletic of athletic footwear , apparel, apparel, and accessories. The name comes from the Afrikaans spelling spelling of rhebok  of rhebok , a type of African antelope or gazelle or  gazelle.. In 1890 in Holcombe Brook, a small village 6 miles north east of Bolton of  Bolton,, England, England, Joseph William Foster was making a living producing regular running shoes when he came up with the idea to create a novelty spiked running shoe. After his ideas progressed he  joined with his sons, and founded a shoe company named J.W. Foster and Sons in 1895.[2]

In 1960, two of the founder's grandsons Joe and Jeff Foster renamed the company Reebok  in England, having found the name in a dictionary won in a race by Joe

Foster as a boy; the dictionary was South African edition hence the spelling.[3] The company lived up to the J.W. Foster legacy, manufacturing first-class footwear for  cust custom omer erss thro throug ugho hout ut the the UK. UK. In 1979 1979,, Paul Paul Fire Firema man, n, a US spor sporti ting ng good goodss distributor, saw a pair of Reeboks at an international trade show and negotiated to sell them in North America.[2] Human rights and production details

Reebok world headquarters in Canton In the past, Reebok had an association with outsourcing through sweatshops, sweatshops, but today it claims it is committed to human rights. rights. In April 2004, Reebok's footwear  division became the first company to be accredited by the Fair Labor Association. In 2004, Reebok also became a founding member of the Fair Factories Clearinghouse, a non-profit organization dedicated to improving worker conditions across the apparel industry. Supplier information, according to the Reebok website as of May 2007:

"Footwear Reebok uses footwear factories in 14 countries. Most factories making Reebok footwear are based in Asia — primarily China (accounting for 51% of total footwear production), Indonesia (21%), Vietnam (17%) and Thailand (7%). Production is consolidated, with 88% of Reebok footwear manufactured in 11 factories, employing over 75,000 workers. "Apparel Reebok has factories in 45 countries. The process of purchasing products

from suppliers is organized by region. Most (52%) of Reebok's apparel sold in the

United States is produced in Asia, with the rest coming from countries in the Caribbean, North America, Africa and the Middle East. Apparel sold in Europe is typically sourced from Asia and Europe. Apparel sold in the Asia Pacific region is typically produced by Asian-based manufacturers. [edit] edit] Endorsements

[edit] edit] North America The company holds exclusive rights to manufacture and market both authentic and replica uniform jerseys and sideline apparel of the teams of the National the National Football League (NFL) since 2002 (marketed as NFL Equipment ), the Canadian Football League (CFL) since 2004, and is the official shoe supplier to the NFL and Major  League Baseball (MLB). The company also holds sponsorships with Mexican club Chivas Guadalajara; Guadalajara; Brazilian clubs Cruzeiro, Internacional, Internacional, and São Paulo FC; FC; and German club FC Köln for the 2008–09 season.

[edit] edit] CCM

Logo of Sidney of Sidney Crosby Rbk SC87 line by Reebok  In addition, Reebok acquired official National official National Hockey League (NHL) sponsor CCM sponsor CCM in 2004, and is now manufacturing ice hockey equipment under the CCM and Reebok   brands, and has signed popular young stars Sidney Crosby and Alexander Ovechkin to endorsement deals (Crosby for Reebok, Ovechkin for CCM). Reebok has phased out the CCM name on NHL authentic and replica jerseys in recent years, using the Reebok logo since 2005.

Reebok is also endorsed by Lewis Hamilton, Hamilton, Allen Iverson, Iverson, Yao Ming, Ming, Carolina Klüft, Klüft, Amélie Mauresmo, Mauresmo, Nicole Vaidišová, Vaidišová, Shahar Pe'er , Ivy, Ivy, Thierry Henry, Henry, Vince Young, Young, Iker Casillas, Casillas, Ryan Giggs, Giggs, Andriy Shevchenko, Shevchenko, and Amir Khan.

Europe

The Reebok Stadium in Horwich, Bolton The company maintains its relationship with its origins in the UK through a long-term sponsorship deal with Bolton Wanderers, a Premier League football club. When the team moved to a brand new ground in the late-1990s, their new home was named the Reebok Stadium. Stadium. Several other English clubs had Reebok sponsorship deals up until the purchase by Adidas, but most have since switched to either the parent brand (which has a long history in football) or another company altogether. In rugby union, union, Reebok sponsored the Wales national team until late 2008, who won the Grand Slam in the Six Nations Championship in that year, and the Tasman Makos in New in New Zealand's Zealand's domestic competition, the Air New Zealand Cup. Cup. In 2006, FC Barcelona and France striker Thierry striker Thierry Henry (then playing for Arsenal for Arsenal)) signed a deal to join the "I Am What I Am"  campaign on 1 August 2006. Ryan Giggs has also done "I Am What I Am"  commercials. Also, on 1 August, Andriy Shevchenko started his endorsement deal with the company.[4]

Australia In 2005, Reebok also signed an exclusive agreement to design and supply all eight team home and away strips for the new Australian A-League competition. Although not an expensive deal, this partnership is paying dividends for Reebok, due to the growing popularity of football and the league in the area. An estimated 125,000

 jerseys have been sold in Australia, a record for a single league's sales in a year for a sports manufacturer.[5] Reebok sponsors four teams in the Australian Football League, League, those being the Gold Coast Suns, Suns, the Melbourne Football Club, the Port Adelaide Football Club and the Richmond Football Club. Club. Reebok sponsors the St George Illawarra Dragons in the  NRL.  NRL.

Reebok advertisement in Basel

India Reebok sponsored sports kits for the great rich Indian Premier League teams, such as the Royal Challengers Bangalore, Bangalore, Kolkata Knight Riders, Riders, Rajasthan Royals and Chennai Super Kings in the first edition of the league held in 2008, however for the second edition held in 2009 the sponsorships included (Royal (Royal Challengers Bangalore, Bangalore, Kolkata Knight Riders, Riders, Chennai Super Kings, Kings XI Punjab) Punjab) kits.

Turkey When Reebok was first introduced to the Turkish market during the late 1980s, fake versions of the shoe under the name RecebOk  were produced and illegally sold in the street bazaars. The biggest rival of RecebOk in the weekly and famous "Tuesday Bazaar" (Salı Pazarı) of the Kadıköy district was Adadas, the fake version of Reebok's sister brand.

Non-Sports Rapper Jay-Z Rapper Jay-Z became the first non-athlete to get a signature shoe from Reebok. The "S. Carter Collection by Rbk"  was launched on 21 November 2003 and the S. Carter 

sneaker became the fastest-selling shoe in the company's history.[6] Later, Reebok  made a deal with rapper 50 rapper 50 Cent to release a line of G-Unit sneakers and artists like  Nelly and Miri Ben-Ari have become spokespersons for the company. Reebok also signed Scarlett Johansson and introduced her own line of apparel and footwear called Scarlett Hearts , an Rbk Lifestyle Collection .

Recent news •

In 2009, Reebok launched JUKARI Fit to Fly, an innovative gym workout designed for all women with one single objective – to make fitness for women fun again. JUKARI, the result of a long-term relationship between Reebok and the globally renowned entertainment company, Cirque du Soleil, is an hourlong workout that was created on a specially-designed piece of equipment called the FlySet, which gives the sensation of flying while strengthening strengthening and lengthe lengthening ning the body through cardio, cardio, strength strength,, balance balance and core training. training. JUKARI launched in top gyms in fourteen cities around the world including Hong Kong, Mexico City, Madrid, London, Krakow, Munich, Seoul, Kuala Lumpur, Buenos Aires, Santiago, Montreal, Los Angeles, Boston, and New York. To complement JUKARI Fit to Fly, Reebok also created two collections of women’s fitness apparel and footwear called On the Move and the ReebokCirque du Soleil collection. Both lines consist of products that can be worn for  a range of fitness disciplines, from running to yoga, JUKARI Fit to Fly, to tenni tennis. s. All All were were devel develope oped d and and desig designe ned d with with a deep deep und unders ersta tandi nding ng and knowledge of the unique way a woman’s body moves.

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In 2009, 2009, Reebok Reebok launche launched d the EasyTo EasyTone ne footwea footwearr collect collection ion that that allows allows consumers to “take the gym with them.” The EasyTone technology involves two balance pods under the heel and forefoot of the shoe that create a natural instability with every step, which Reebok claims forces the muscles to adapt and develop tone.

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In April 2008 Reebok launched it's online store in UK and France [1]. [1]. In Janu Januar ary y 2009 2009 Reeb Reebok ok had had exte extend nded ed the the stor storee to Germ German any, y, Aust Austri ria, a,  Netherlands, Belgium and Ireland and had also introduced YourReebok – an application to design your own Reeboks [2]. [2].

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For the 2008–09 season, Reebok created the Reebok Edge 2 uniform system, for National for  National Hockey League's League's players. The league adopted the jersey and now all teams sport the new style for both their home and away jerseys.

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In July 2007, Reebok launched its Lifestyle Footwear Collection in association with Daddy Yankee's Yankee's new album. In December 2007, Reebok launched the GOAL Collection of football gear on the release of the Indian football movie Dhan Dhana Dhan Goal. Goal.

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In June 2007, Reebok announced Scarlett Johansson on its array of brand ambassa ambassadors dors.. Johansso Johansson n promotes promotes the Scarlet Scarlettt 'Hearts 'Hearts'' Rbk" Rbk" collecti collection, on, a 'fashion-forward, athletic-inspired' footwear targeted at the Indian market.

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For For the the 200 2007/0 7/08 8 season season,, the   Natio National nal Hockey Hockey League League intr introdu oduce ced d a new uniform uniform system system league-w league-wide ide,, designe designed d and manufac manufactur tured ed by Reebok Reebok and called Reebok Edge. The new uniforms include new fabrics which are said to repel water and sweat more effectively. effectively. Most players have avoided comment,  but some have commented that the Edge system's improved water repelling abilities leads to gloves and skates becoming saturated and uncomfortable during play.

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In late 2006, a court case began between Liverpool FC, FC, the winners of the 2005 UEFA Champions League while wearing Reebok's kit, and Reebok. Reeb Reebok ok clai claime med d that that Live Liverp rpoo ooll cost cost them them £7m £7m beca becaus usee of a dela delay y in confirming the renewal of the Carlsberg sponsorship deal, which meant a delay in releasing the away shirt for 2005/06 (the last that Reebok would make for them)The kit that was eventually released was very similar to the away kit for 2003/04. Liverpool subsequently switched to Adidas for their official kit following Adidas' acquisition of Reebok.

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In Nove Novemb mber er 2006 2006,, the the   Nation National al Basketba Basketball ll Associa Association tion and Women's  National Basketball Association switched from Reebok to Adidas branding on authentic authentic and replica jerseys jerseys because that brand is better known outside North America and the UK.

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In October 2006 Reebok launches its first blog, I am what I am in Spanish.

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On March 23, 2006, Reebok recalled 300,000 charm bracelets that contained extremely extremely high levels of lead of lead.. The bracelet has a heart pendant at the end that is printed with the name "Reebok." It allegedly caused the lead poisoning death of a 4-year-old child who swallowed it.

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In August 2005, one of the company's largest rivals, Adidas, Adidas, announced that it would acquire Reebok for $3.8 billion. The deal was completed in January 2006.[9]

ENVIRONMENT AT HEADQUARTERS Energy Consumption The 500,000 500,000 square square foot Reebok Reebok world world headquar headquarter terss facili facility, ty, located located in Canton, Canton, Massa Massach chuse usett tts, s, incorp incorpora orate tess many many energy energy effic efficien ientt syste systems ms.. Th This is facil facilit ity y was was completed in 1999 and takes advantage of energy consumption reduction technologies in the lighting, heating and cooling systems. Additional energy reduction steps have  been taken since its completion. Efficient use of energy resources reduces our costs and respe respect ctss the the needs needs of future future genera generati tions ons.. In 200 20033-200 2004 4 at Reeb Reebok’ ok’ss Worl World d Headquarters Headquarters and its Distribution Distribution Centers energy efficient efficient equipment upgrades to the heating and cooling systems and lighting fixtures saved nearly 2M kWh and $200,000 annually. Reebok has also installed environmentally friendly carpeting, which was manufactured at sites using solar power.

REACH Through Reach, the Reebok Employee Charitable program, the brand is committed to empowering empowering and encouraging Reebok employees to get involved and make a positive diffe differen rence ce in their their commu communit nitie ies. s. Th Throu rough gh mode modest st finan financia ciall Reach Reach grants grants made made availabl availablee to Reebok’ Reebok’ss full time time employ employees ees for qualifi qualified ed non-prof non-profit it organiza organization tionss (restrictions apply), the company invites its employees to “reach” beyond their own  personal means to support a cause that is important to them and their family.

Employees based in the U.S. may also apply for Reebok product donations to be used for aucti auctions ons or raffl raffles es held held durin during g fundra fundrais ising ing events events for quali qualifi fied ed non non-pr -profi ofitt organizations

COMMUNITY RELATIONS Reebok believes that a strong and consistent presence in communities around the world is imperative and, as such, the brand is committed to supporting community and philanthropic programs that make a positive difference in the lives of youth and the underserved. Reebok’s community outreach efforts are primarily focused on the communities

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A brand’s external reputation is only as good as its people and engaging employees out out in the the comm commun unit ity y has has been been the the foun founda dati tion on of Reeb Reebok ok’s ’s outr outrea each ch effo effort rts. s. Employees Employees consistently volunteer their time and energy at many community projects which benefit the organization and its members and provide invaluable personal satisfaction to the employee volunteers. Thro Th rough ugh its its commu communit nity y rela relati tions ons effort efforts, s, Reeb Reebok ok also also recogn recogniz izes es and and thank thankss individuals individuals who are also committed to empowering youth to fulfill their potential. potential. As such, the brand sponsors programs that express that appreciation in ways that are delightfully unexpected and a treat for the entire family!

THE REEBOK FOUNDATION The Reebok Foundation was formed in 1986 to focus and expand on Reebok’s commitment commitment to socially responsible action. We have worked with more that 500 non profit organizations. As a crucial crucial compone component nt of Reebok’ Reebok’ss Global Global Corporat Corporatee Citizen Citizenship ship Platfor Platform, m, the Reebok Foundation focuses its philanthropy in communities where Reebok’s offices are located. The Foundation strives to promote social and economic equality by funding non-profit organizations delivering programs aimed at inner-city youth and underserved groups to empower youth to fulfill their potential – programs that provide youth with the tools they need to lead healthy, happy and actives lives. Reebok also encourages its U.S. employees employees to make charitable contributions contributions through the Foundation’s Matching Gift Program, which doubles employees’ charitable gifts up to $1,500 per employee per year.

REEBOK 4 REAL Reebok 4 Real is our Corporate Citizenship platform and encompasses four key areas: Philanthropy, Programming, Partnerships and Sustainability

Reebok Foundat Foundation ion focuses focuses its philanth philanthropy ropy in communi communities ties Philanthropy: The Reebok where Reebok’s offices are located. The Foundation strives to promote social and economic equality by funding non-profit organizations delivering programs aimed at inner-city youth and underserved groups to empower youth to fulfill their potential –    programs that provide youth with the tools they need to lead healthy, happy and actives

lives.

Programming: We offer a wide range of programming designed to inspire and

engage our employees including time off to volunteer, matching gift programs, the REACH REACH product product donation donation program and through through the Reebok4R Reebok4Real eal Human Rights Student Advocate Program. Program. seek partn partners ership hipss which which refle reflect ct our commi commitm tment ent to being being Partnerships: We seek responsible and making a difference. These collaborations include working with our  athletes and assets and an active sponsorship of the Avon Walk for Breast Cancer . take prid pridee in our our long long stan standi ding ng effo effort rtss to set set resp respon onsi sibl blee Sustainability: We take workplace standards and to reduce our impact on the environment. As part of the adidas Group, we continue to help ensure fair, safe and healthy factory conditions and  believe  believe that all workers involved in the production production process deserve to be treated with dignity and respect. We also strive to reduce our environmental impacts through our  design process, day-to-day operations and in our supply chain. Our multi-faceted approach allows us to evolve and respond in our brand’s unique style to the ever  changing, complex needs of the modern world.

REEBOK'S SENIOR LEADERSHIP TEAM

The members of the senior leadership team of Reebok International Ltd., led by Uli Becker, work closely together to manage the brand’s global operations and strategic  programs  programs around the world. The team is responsible for working with their respective

groups groups to reali realize ze the brand’ brand’ss missi mission on to “Alw “Alway ayss Chall Challen enge ge and Lead Lead Th Throu rough gh Creativity,” and its vision, “Fulfilling Potential.”

Reebok is a great brand with outstanding assets. Reebok’s most important assets are its people. The dedicated individuals who make up the brand’s senior leadership team are:

Uli Becker, President David Baxter, President, Sports Licensed Division Jim Gabel, North America Bill Holmes, Human Resources Katrin Ley, Brand Strategy and Business Development Charlie Maurath, Head of Latin America Dave Mischler, Head of Reebok Asia Pacific Matt O'Toole, Marketing John Warren, Chief Financial Officer and General Manager, Sports Licensed Division

Uli Becker, President, Reebok Brand Uli Becker is president of Reebok International Ltd. Appointed to this position in March 2008, he is responsible for the Reebok brand’s business around the world, and reports directly to Herbert Hainer, Chairman and CEO of the adidas Group.

From May 2006 until March 2008, Uli was chief marketing officer for the Reebok   brand. In this position, Uli oversaw the Reebok Global Marketing group, which includes product, sports and entertainment marketing, brand marketing and public relations.

Prior to his role as CMO, Uli was the head of global brand marketing for the adidas

 brand and served as managing director of adidas International B.V. in Amsterdam. At adidas, Uli was responsible for global advertising, media, e-marketing, marketing communications, public relations and research. Under Uli’s leadership, adidas became one of the most awarded brands in the creative world. In 2004, adidas launched its new brand thought and attitude, Impossible is Nothing, which was met with both consumer and critical acclaim around the globe.

In 2001, Uli was asked to pioneer the adidas Sportstyle division, based in Portland, OR. In 2002, he returned to Europe to take on the role of head of global brand marketing. From 1998 to 2001, Uli served as head of communications for adidas Germany, overseeing advertising, public relations, marketing communications and retail strategy for the brand. Uli began his career at adidas in 1990. Early in his career he held various marketing,  product and business development roles.

David Baxter, President, Sports Licensed Division As president of the adidas Group’s Sports Licensed Division (formerly OnField), David Baxter is responsible for overseeing all of Reebok’s sports licensed products and partnerships with the National Football League and National Hockey League, and adidas’ partnerships with the National Basketball Association, Women’s National Basketball Association and National Basketball Development League. Under David’s leadership, SLD leverages these League partnerships to significantly enhance both  brands and increase their visibility, one of the company’s strategic priorities. He reports to both the President of Reebok and CEO of adidas.

David joined Reebok in March 2001 as senior vice president and chief operating officer of OnField. Promoted to president of OnField in October 2002, David assumed additional responsibility for leading the development and implementation of 

strategies to achieve brand and financial objectives for Reebok’s Sports Licensed Division. With the merger of Reebok’s two apparel groups, OnField and Reebok  Apparel, in October 2003, David was named to the position of president of Reebok  Apparel. Following the acquisition of Reebok by adidas, David was promoted to his current position in February 2006.

David has extensive sporting goods and apparel industry experience. Prior to joining Reebok, he served as president of Logo Athletic. He joined Logo Athletic in 1998 as senior vice president of Sales and Marketing, after serving as director of apparel sales for national accounts for adidas America from 1995-1998.

David began his career in 1982 as a clerk and store manager for Hibbett Sporting Goods. He went on to gain considerable industry experience as buyer for Sports a Foot (1990 – 1992) and then as buyer and divisional merchandise manager of apparel for Sports and Recreation (1992 – 1995), both of Florida.

David has twice been selected to Sports Business Journal’s annual “Forty under 40” list, which recognizes the most influential executives in the sports industry under the age of 40. A four-year track athlete in college, David enjoys all sports and fitness. A native of Chicago, he currently resides in Boston.

Jim Gabel, President, Reebok North America Jim Gabel is President, Reebok North America, the brand’s largest  business unit. Appointed to this position in March 2008, Jim is responsible for all of the region’s brand operations, including marketing, product merchandising, sales, finance, operations and owned retail stores. He reports directly to the President and CEO of Reebok International Ltd.

Prior to joining Reebok, Jim was Senior Vice President, adidas America, where he was responsible for all brand operations for adidas and TaylorMade-adidas Golf in Canada and for directing the two largest sales accounts teams within the U.S.

Prior to this role, Jim was President, adidas Canada Ltd. where he led the Canadian operation to four years of double digit gains. Under his direction, adidas Canada’s  profits and annual revenues rose considerably. Jim joined adidas in 2001 as Vice President, Sales & Marketing, adidas Canada.

Before joining the adidas Group, Jim held senior level positions at Champion Canada and Mizuno Canada.

Jim is a graduate of Wilfrid Laurier University in Waterloo, Ontario. He currently resides in the Boston area with his wife and three children.

Head of Human Resources, Reebok Brand Bill Holmes is Head of Human Resources for the Reebok brand worldwide. Appointed to this position in January 2006, Bill is responsible for Human Resources support for the Reebok organization as well as aligning the HR management practices with the strategic direction of the company. Among his responsibilities are talent management, organizational development, talent acquisition and employee relations. Bill reports to Uli Becker, President and CEO of Reebok International Ltd, and Matthias Malessa, Chief Human Resources Officer for the adidas Group.

Since joining Reebok in 1994, Bill has held a variety of Human Resources positions across all business functions and divisions, including Reebok, Rockport, Greg  Norman Collection, and the Sports Licensed Division (NFL, NBA, NHL and NCAA). He brings to his role a strong understanding of the Reebok business and a passion for  the consumer goods industry.

Bill earned a B.A. from Tufts University. He and his wife, Mary, live in Hyde Park, MA with their three children.

Katrin Ley is Head of Brand Strategy, Business Development and Women's Sport Business Unit Katrin Ley is Head of Brand Strategy, Business Development and Women's Sport Business Unit for the Reebok brand. Katrin is responsible for developing the brand strategy and process that delivers against Reebok’s mission and vision. She and her  team oversee the areas of Strategic Planning, Consumer Insights and Licensing. Katrin also is in charge of the Business Unit Women’s Sport, driving the brand’s Women’s Sport business across product, brand marketing and the regions. Katrin reports directly to Reebok’s President and CEO.

Katrin joined Reebok from the Boston Consulting Group (BCG) in 2007, where she led the adidas and Reebok integration effort as Project Manager. Katrin joined BCG in 2000 and prior to BCG she held roles at BMW Group, Daimler Chrysler and L’Oreal. In addition to working in both Germany and the U.S., Katrin has also worked in international capacities in France, Sweden and Argentina.

A native of Germany, she currently resides in Massachusetts.

Head of Latin America As Head of Latin America, Charlie Maurath has overall responsibility for the adidas and Reebok subsidiaries and distributors in Latin America.

Charlie has oversight for Latin America’s strategies and objectives to ensure longterm productivity, profitability and growth in each market in Latin America. Charlie was appointed to this position in November 2003 and added the Reebok business to his role in January 2009.

Charlie first joined adidas in 1990 and in that time has held various roles with increasing responsibility. From 1990 to 1994, Charlie served as Area Manager for  Scandinavia and Latin America; from1994 to 1999, he was based in Bangkok as Managing Director for adidas Thailand; in 1999 he moved to Stockholm where he held the position of Managing Director, Sweden and transitioned to the role of Head of Area Nordic in 2000, a position he held until 2003.

Prior to joining adidas, Charlie held positions with Eastman Kodak and Korf Stahl.

Charlie has a degree in Business Economics from Fachhochschule fuer Wirtschaft, Pforzheim in Germany.

David Mischler, Head of Reebok Asia Pacific As head of Reebok Asia Pacific, David Mischler is responsible for the business management of Reebok’s Asia Pacific businesses including sales, operations, marketing and retail in the countries in the Asia Pacific geographic region including Japan, Korea, India, China, Hong Kong, Taiwan, Thailand, Singapore, Malaysia, Philippines, Indonesia, Australia, New Zealand and South Africa. David was appointed to this position in February, 2007.

Prior to his appointment, David served as vice president, RIL Supply Chain, where he was responsible for overseeing forecasting, logistics, customs, inventory management and distribution for all RIL divisions including Reebok, Rockport, The Hockey Company and Greg Norman Collection. Appointed to this position in 2003, David managed an OPEX responsibility of approximately $75 million and was accountable for 12 direct reports and approximately 1,300 total full-time employees.

David joined Reebok in 1986 after graduating from Westfield State College with a

degree in business management and accounting. He spent the first seven years of his career in the accounting/finance area working in a variety of positions that culminated in his position as director of finance, RTFE in Hong Kong.

The next 10 years of David’s career involved a transition to the world of product creation, first with responsibility for product costing, materials development, and lab management, culminating in a four-year assignment in Asia as director of materials in Pusan, South Korea and then as country manager of Thailand.

In 2001, Dave returned to the U.S. and was promoted to the position of vice president, footwear product development. His accountabilities included managing the development and engineering function for the entire Reebok footwear line as well as the research and technical teams. During this time, Reebok launched the successful Rbk division, including the successful “Above The Rim” basketball line, the “Premier” performance running line, and grew their Classics business more than 25%.

David currently resides in Hong Kong with his wife and three children.

Matt O'Toole, Chief Marketing Officer, Reebok Brand Matt O’Toole is chief marketing officer for the Reebok brand. Appointed to this position in March 2008, Matt oversees the Reebok Global Marketing group, which includes global product,  brand marketing and sports and trend marketing. In addition, Matt oversees the Reebok-CCM Hockey business. He reports directly to the President and CEO of Reebok International Ltd.

Prior to assuming his current role, Matt was president of Reebok North America, the  brand’s largest business unit. He was responsible for all of the region’s brand operations, including marketing, product merchandising, sales, finance, operations and owned retail stores.

Matt has a long and successful track record in the sports industry. Before coming to Reebok’s Canton headquarters as president of Reebok North America, he was  president and CEO of Reebok-CCM Hockey (formerly The Hockey Company) and Reebok Canada. At Reebok-CCM, he was responsible for creating the industry’s market leader through creative marketing, innovative products, strong customer  relationships, and an unparalleled partnership with the National Hockey League and hockey’s top players. As president of Reebok Canada, Matt was responsible for the management of the Reebok brand’s business in Canada.

In June 2004, Reebok International acquired The Hockey Company for $330 million and soon after, under Matt’s direction, launched a new line of innovative hockey  products under the Rbk brand name. In 2005, Reebok Canada and The Hockey Company were integrated and Matt was chosen to head the combined company. In 2007, The Hockey Company became Reebok-CCM Hockey. Today, ninety-nine  percent of all NHL players use at least one piece of Reebok-CCM Hockey equipment.

Matt is a 25-year veteran of the sporting goods industry. Prior to joining The Hockey Company, he served as vice-president of worldwide marketing and sales for the Tommy Armour / Odyssey Golf Company, a division of US Industries. Previously,

Matt spent ten years in marketing and sales management at Wilson Sporting Goods Company.

John Warren, Chief Financial Officer and General Manager, Sports Licensed Division John Warren serves as Chief Financial Officer for the Reebok   brand overseeing all financial operations for the Reebok brand worldwide. John was re-appointed to this position in March of  2009. John also holds the position of General Manager for the Sports Licensed Division (SLD). In this role, he oversees the dayto-day operations of SLD.

John brings more than 20 years of proven success across a wide range of disciplines including finance, operations, sourcing, strategic planning, external reporting, and mergers, licensing and acquisitions. He brings valuable public accounting and global industry experience to Reebok.

John originally held the CFO position for Reebok from 1998 to 2006 and also served as General Manager for Reebok Latin America from 2003 to 2005. Following the acquisition of Reebok by adidas, John transitioned to the role of Chief Operating Officer for the Sports Licensed Division. As Chief Operating Officer, he worked to leverage Reebok and adidas’ league relationships with the NFL, NHL and NBA.

Prior to joining the Reebok brand, John spent three years at The Rockport Company, Inc., where he served as the Vice President of Finance and Corporate Controller. At Rockport, John was responsible for all financial matters including all strategic and  business planning, financial reporting and business operations.

Before his tenure at Rockport, John was the Chief Financial Officer for Matrix Technologies Corporation, a privately held manufacturer of liquid handling instruments for the medical industry. As CFO, he managed all financial and administrative matters for the corporation. In addition, John was responsible for   banking and investor relations, foreign exchange risk management, cash management, tax reporting, human resources, customer service and facility management. He served

on the company’s Board of Directors until its sale in 1999.

John began his career at Ernst and Young, serving as Senior Manager during his10year tenure. As a member of the Entrepreneurial Services Group, John specialized in serving privately held and emerging businesses. His experiences include SEC reporting and filing requirements, public equity offerings, financial modeling and acquisition due diligence.

John is a cum laude graduate of Boston College, where he received his B.S. in Accounting in 1982.

MARKETING STRATEGIES

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MARKETING MIX

The term "marketing mix" was first used in 1953 when Neil Borden, in his American Marketing Association presidential address, took the recipe idea one step further and coined coined the term "market "marketinging-mix mix". ". A promine prominent nt market marketer, er, E. Jerome Jerome McCart McCarthy, hy,  proposed a 4 P classification in 1960, which has seen wide use. The four Ps concept is explained in most marketing textbooks and classes. Four P's Elements of the marketing mix are often referred to as 'the four Ps': •

Product - A tangible object or an intangible service that is mass produced or 

manufactured on a large scale with a specific volume of units. Intangible  products are service based like the tourism industry & the hotel industry or  codes-based products like cellphone load and credits. Typical examples of a mass produced tangible object are the motor car and car  and the disposable razor . A less obvious but ubiquitous mass produced service is a computer operating system. system. Packaging also needs to be taken into consideration. consideration. Every product is subject to a life-cycle including a growth phase followed by an eventual period of decl declin inee as the the prod produc uctt appr approa oach ches es market market saturat saturation. ion. To reta retain in its its competitiveness in the market, product differentiation is required and is one of  the strategy to differentiate from its competitors. •

Price –  The price is the amount a customer pays for the product. It is

determ determined ined by a number number of factors factors includin including g market market share, share, competi competition tion,, material costs, product identity and the customer's perceived value of the  product. The business may increase or decrease the price of product if other  stores have the same product. •

Place –  Place  –  Place represents the location where a product can be purchased. It is

often referred to as the distribution channel. It can include any physical store as well as virtual stores on the Internet. Place is not exactly a physical store where it is available Place is nothing but how the product takes place or create image in the mind of customers. It depends upon the perception of customers.

•

Promotion represents all of the communications that a marketer may use in

the market marketplac place. e. Promot Promotion ion has four distinct distinct element elements: s: advertising,  public relations,  relations,  personal selling and sales promotion. A certain amount of crossover  occurs when promotion uses the four principal elements together, which is common in film promotion. Advertising covers any communication that is  paid for, from cinema commercials, radio and Internet adverts through print media and billboards. Public relations are where the communication is not directly paid for and includes press releases, sponsorship deals, exhibitions, confe conferen rences ces,, semina seminars rs or trade trade fairs fairs and events events.. Word Word of mouth mouth is any apparently informal communication about the product by ordinary individuals, satisfied customers or people specifically engaged to create word of mouth momentum. Sales staff often plays an important role in word of mouth and Public Relations (see Product above). Extended Marketing Mix (3 Ps)  Now a days three more Ps have been added to the marketing mix namely People, Process and Physical Evidence. This marketing mix is known as Extended Marketing Mix. •

People: All people involved with consumption of a service are important. For  example workers, management, consumers etc

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Process: Procedure, mechanism and flow of activities by which services are used.

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Physical Evidence: The environment in which the service or product is delivered, tangible are the one which helps to communicate and intangible is the knowledge of the people around us.

Four Cs（1）in 7Cs compass model This system is basically the four Ps [3] renamed and reworded to provide a customer  focus. The four Cs Model provides a demand/ demand/customer centric customer centric version alternative to the well-known four Ps supply side model ( product, price,  product, price, place  place,, promotion) promotion) of  marketing management.The Four Cs model is more consumer-oriented and attempts to better fit the movement from mass marketing to symbiotic marketing. 1. Commodity:(Original Commodity:(Original meaning of Latin: Commodus=convenient)the product for the consumers or citizens.a commodity can also be described as an raw material such as; oil,metal ores and wheat, the price of these tend to change on a daily basis, due to the demand and supply of these commodities. 2. Cost:(Original Cost:(Original meaning of Latin: Constare= It makes sacrifices)producing cost, selling cost, purchasing cost and social cost. 3. Channel:(Original Channel:(Original meaning is a Canal)Flow of commodity : marketing channels. 4. Communication:(Original Communication:(Original meaning of Latin:Communio=sharing of meaning) marketing communication : It doesn't promote the sales. (Framework of  Framework of ７ Cs compass model) model) •

(C1): Corporation and competitor : The core of 4Cs is corporation and organization, while the core of 4Ps is customers who are the targets for attacks or defenses.

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(C2) : Commodity, (C3) : Cost, (C4) : Channel, (C5) : Communication

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(C6) : Consumer (Needle Consumer (Needle of compass to Consumer)

The factors related to customers ja i think so too can be explained by the first character of four directions marked on the compass model: N = Needs, W = Wants, S = Security and E = Education (consumer education). •

(C7) : Circumstances (Needle of compass to Circumstances )

In addition to the customer, there are various uncontrollable external environmental factors encircling the companies. Here it can also be explained by the first character  of the four directions marked on the compass model --- N = National and International C, W=Weather, S = Social and Cultural C, E = Economic (Circumstances). Four Cs（2） Robert F. Lauterborn proposed a four Cs(2) classification in 1993.[4] The Four Cs model is more consumer-oriented and attempts to better fit the movement from mass marketing to niche marketing. The Product part of the Four Ps model is replaced by satisfying the consumer needs. Consumer or Consumer Models, shifting the focus to satisfying Another C replacement for Product is Capable. By defining offerings as individual capabilities that when combined and focused to a specific industry, creates a custom solution rather than pigeon-holing a customer into a product. Pricing is replaced by Cost reflecting the total cost of ownership. Many factors affect Cost, including but

not limited to the customer's cost to change or implement the new product or service and the customer's cost for not selecting selecting a competitor's competitor's product or service. Placement is repl replac aced ed by Convenience. With With the the rise rise of inte intern rnet et and and hybr hybrid id mode models ls of   purchasing,  purchasing, Place is becoming less relevant. Convenience Convenience takes into account the ease of buying the product, finding the product, finding information about the product, and several other factors. Finally, the Promotions feature is replaced by Communication which which represen represents ts a broader broader focus focus than than simply simply Promot Promotions ions.. Communi Communicati cations ons can include advertising, public relations, relations, personal selling,viral selling, viral advertising advertising,, and any form of communication between the firm and the consumer. the four Ps are (product,  promotion, price, place)

UNIQUE SELLING PROPOSITION

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To best best positi position on your your practi practice, ce, you you need need to devel develop op a powerf powerful ul and and compell compelling ing unique selling proposition (USP).

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What What is a USP? USP? A unique unique selli selling ng proposi proposition tion is is a proposi propositio tion n that competi competitors tors cannot make or have not made.

MARKETING PROCESS •

Understand the Marketing Place, Needs, Wants & Demand

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Designing a Customer Driven Strategies Strategies

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Prepare a Marketing Plan

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Building Customer Relationship

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Capture value from customers in return

1. Designing Designing a Customer Customer Driven Marketing Marketing Strateg Strategy: y: •

Their main strategy that they still follow today is the diversification of   products they offer.

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According to customer’s demand they make their strategies by keeping following points in mind;

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Which customer they will serve?

Which customer they will serve? 

They serve their customers on the bases of income level, age through market segmentation.



Their main segment which they has captured are combination of higher  incomes & dual career families.

How will they serve these customers? 

They fulfill their customer’s demand through;



Value proposition



Positioning

 Unique selling proposition (USP)

3. CAPTURE CAPTURE VALUE VALUE FROM FROM CUSTOME CUSTOMER R IN RETURN: RETURN: •

Commit Committed ted to provi providing ding uncom uncomprom promisi ising ng product product qual quality ity offer offering ing custo customer merss the the highes highestt value value for for mone money y & giving giving servic servicee that that is warm warm,, frie friendl ndly y &  personal.

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They Th ey also also foll follow ow soci social al fact factor orss to maint maintai ain n thei theirr imag imagee thro throug ugh h corp corpor orat atee social responsibility.

4. Designing Designing a Customer Customer Driven Marketing Marketing Strateg Strategy: y: •

Thei Th eirr main main strat strategy egy that that they they still still foll follow ow today today is the the diver diversif sific icati ation on of   products they offer.

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Accor Accordi ding ng to custom customer’ er’ss demand demand they they make make thei theirr strat strategi egies es by keepi keeping ng following points in mind;

DEFINITION Alth Althoug ough h some some marke markete ters[ rs[wh who?] o?] have have added added other other Ps, Ps, such such as perso personne nnell and   packagi packaging, ng, the fundame fundamenta ntals ls of market marketing ing typica typically lly identif identifies ies the four Ps of the marketing mix as referring to: Product -An object or a service that is mass produced or manufactured on a large scale with a specific volume of units. A typical example of a mass produced service is the hotel industry. A less obvious but ubiquitous mass produced service is a computer  operating operating system. Typical examples of a mass produced objects are the motor car and the disposable razor. Price – The price is the amount a customer pays for the product. It is determined by a number number of factors factors includin including g market market share, share, competi competition tion,, materia materiall costs, costs, product product identity and the customer's perceived value of the product. The business may increase or decrease the price of product if other stores have the same product. Place – Place represents the location where a product can be purchased. It is often referred to as the distribution channel. It can include any physical store as well as virtual stores on the Internet. Promotion – Promotion represents all of the communications that a marketer may use in the marke marketpl tplace ace.. Prom Promot otion ion has four four disti distinct nct eleme elements nts - adver adverti tisin sing, g, pub publi licc relations, word of mouth and point of sale. A certain amount of crossover occurs when promotion uses the four principal elements together, which is common in film  promotion. Advertising covers any communication that is paid for, from television and cinem cinemaa comme commerci rcials als,, radio radio and Inte Interne rnett advert advertss throu through gh print print media media and and  billboards. One of the most notable means of promotion today is the Promotional Product Product,, as in useful useful items items distribu distributed ted to targete targeted d audience audiencess with with no obligat obligation ion attached. This category has grown each year for the past decade while most other  forms have suffered. It is the only form of advertising that targets all five senses and has the recipient thanking the giver. Public relations are where the communication is not directl directly y paid for and includes includes press press release releases, s, sponsors sponsorship hip deals, deals, exhibit exhibitions ions,, conferences, seminars or trade fairs and events. Word of mouth is any apparently infor informa mall commu communic nicati ation on about about the the produ product ct by ordina ordinary ry indi individ vidual uals, s, sati satisfi sfied ed customers or people specifically engaged to create word of mouth momentum. Sales

staff often plays an important role in word of mouth and Public Relations (see Product above). Broadly Broadly defined, defined, optimiz optimizing ing the marketi marketing ng mix is the primary primary responsi responsibili bility ty of  mark marketi eting. ng. By offer offering ing the produ product ct with with the right right comb combina inati tion on of the four four Ps markete marketers rs can improve improve their their results results and marketi marketing ng effecti effectivene veness. ss. Making Making small small changes in the marketing mix is typically considered to be a tactical change. Making large changes in any of the four Ps can be considered strategic. For example, a large change in the price, say from $19.00 to $39.00 would be considered a strategic change in the position of the product. However a change of $131 to $130.99 would be considered a tactical change, potentially related to a promotional offer.

FINANCIAL ANALYSIS

Financial Statement: Finance is defined as the provision of money when it is required. Every enterprise needs finance to start and carry out its operation. Finance is the lifeblood of an organization. So, finance should be managed effectively. Financial statements are prepared primarily for decision making. Financial Stat Statem ement ent Analy Analysis sis refers refers to the the proces processs of deter determi minin ning g finan financia ciall streng strength th and weakness of the firm by properly establishing strategic relationship between the items of the balance sheet and profit and loss account. There are various methods and techniques used in analyzing financial statements, such as comparative statements, trend analysis, common size statements, schedule of changes in working capital, funds flow and cash flow analysis, cost volume profit analysis and ratio analysis and other  operative data. The analysis of financial statement is used for decision making by various parties.

MEANING AND CONCEPT OF FINANCIAL ANALYSIS:-

The term ‘financial analysis’ , also known as analysis and interpretation of  financial statements’, refers to the process of determining financial strengths and weakness of the firm by establishing establishing strategic strategic relationship relationship between the items of the   balanc balancee sheet, sheet, profit and loss

account account and opposite opposite data.”A data.”Anal nalysin ysing g financia financiall

state stateme ments nts,” ,” accor accordin ding g to Metca Metcalf lf and Titar Titard, d, “is “is a proces processs of evalua evaluatin ting g the the relationship between component parts of a financial statements to obtain a better  unders und erstan tandin ding g of a firm’ firm’ss posit positio ion n and and perfor performa mance nce”. ”. In the words words of My Myers ers,, “Financial statement analysis is largely a study of relationship among the various financial financial factors in a business as disclosed by a single set-of statement, statement, and a study of  the trend of these factors as shown in a series of statements.” The purpose of financial analysis is to diagnose the information contained in financial statements so as to judge the profitability and financial soundness of the firm. Just like a doctor examines his patient by recording his body temperature, blood  pressure,  pressure, etc. before making his conclusion conclusion regarding the illness and before giving his treatment, a financial analyst analysis the financial statements with various tools of  analysis analysis before commenting commenting upon the financial health or weaknesses weaknesses of an enterprise. The analysis and interpretation of financial statements is essential to bring out the

mystery mystery behind the figures in financial financial statements. statements. Financial statements analysis is an attempt to determine the significance and meaning of the financial statement data so that forecast may be made of the future earnings, ability to pay interest and debt maturities (both current and long-term) and profitability of a sound dividend policy. The term ‘financial statement analysis’ includes both ‘analysis’, and ‘interpretation’. A distinction should, therefore, be made between the two terms. While the term ‘anal ‘analys ysis’ is’ is used used to mean mean the the simpli simplific ficat ation ion of finan financi cial al data data by meth methodi odical cal classification of the data given in the financial statements, ‘interpretation’ means, ‘explaining the meaning and significance of the data so simplified.’ However, both ‘analysis and interpretation’ are interlinked and complimentary to each other Analysis is useless without interpretation and interpretation without analysis is difficult or even impossible. Most of the authors have used the term ‘analysis’ only to cover the meaning both analysis and interpretation as the objective of analysis is to study the relationship relationship between various items of financial financial statements by interpretation. interpretation. We have also used the terms ‘Financial statement Analysis’ or simply ‘Financial Analysis’ to cover the meaning of both analysis and interpretation.

Objective and Importance of Financial Statements Analysis:

The primary objective of financial statements analysis is to understand and diagnose the information contained contained in financial financial statement with a view to judge the profitability profitability financial soundness of the firm, and to make forecast about future prospects of the firm. The purpose of analysis depends upon the person interested in such analysis and his object. However, the following purposes or objectives of financial statements analysis may be stated to bring out significance of such analysis : 1. To assess assess the the earning earning capacit capacity y or profitabi profitability lity of of the firm. firm. 2. To assess assess the operational operational efficiency efficiency and managerial managerial effectiveness. effectiveness. 3. To assess assess the the short term term as well well as long long term solven solvency cy of the firm. firm. 4. To identif identify y the reasons reasons for change change in profitabil profitability ity and financi financial al position position of the firm. 5. To make make inte inter-f r-fir irm m compar compariso isons. ns. 6. To make make forecas forecasts ts about about future future prospec prospects ts of the the firm. firm.

7. To assess assess the the progres progresss of the firm firm over over a period period of time time.. 8. To help help in decis decision ion making making and and contro control. l. 9. To guide guide or deter determin minee the divid dividend end acti action. on. 10. To provide important important information information for granting granting credit. 3.4-Types of Financial Analysis:

We can classify various types of financial analysis into different categories depending upon: 1. On the the basis basis of mate materia riall used used,, 2. On the the basis basis of modu moduss opera operandi ndi,, 3. On the the bas basis is of of enti entitie tiess used, used, 4. On the the basis basis of tim timee horiz horizon. on.

1. On the the basis basis of Mat Mater eria iall Used Used : According to material used, financial analysis

can be two types a. EXTERNAL ANALYSIS  b.  b. INTE INTERN RNAL AL ANAL ANALYS YSIS IS

a. EXTE EXTERN RNAL AL ANAL ANALYS YSIS IS:: Th This is analy analysis sis is done done by outsid outsiders ers who who do not have access to the detailed internal accounting records of the business firm. These outsiders include investors, potential investors, creditors, potential creditors, credit agencies, government agencies and general public. For financial analysis, thus serves only a limited purpose. However, the recent changes in the government regulations requiring business firms to make available more detailed information to the public through audited published accounts have considerably considerably improved the  position of the external analysis.  b. INTERN INTERNAL AL ANALY ANALYSIS SIS:: This analysi analysiss is done by persons persons who have access access who have access to the detailed internal accounting records of the business firm is known as internal analysis. Such an analysis can, therefore, be performed by execut executiv ives es and emplo employe yees es of the the empl employ oyees ees of the organi organizat zatio ion n as well well as governm government ent agencies agencies which which have statutor statutory y powers powers vested vested in them. them. Financi Financial al analysis for managerial purposes is the internal type of analysis that can be effected depending upon the purpose to be achieved. 2. On the basis of Modus Operandi:

According to the method of operation followed in the analysis can be two types (a) Horizon Horizontal tal Analysi Analysiss (b) Vertic Vertical al Analys Analysis is (a) Horizontal Analysis:

It refers to the comparison comparison of financial data of a company for several years. years. The figures of this type of analysis are presented horizontally over a number of columns. The figures of the various years are compared with standard or base year. A base year  is a year chosen as beginning point. It is also called “Dynamic Analysis”. This analysis analysis makes it possible to focus attention on items that have changed significantly during the period under review. Comparative statements and trend percentages are two tools employed in horizontal analysis. (b)Vertical Analysis:

It refers to the study of relationship of the various items in the financial statements of one accounting period. In this type of analysis the figures from financial

statements of a year are compared with a base year selected from the same year’s statement. statement. . It is also called “Static Analysis”. Analysis”. Common size financial statements and financial ratios are the two tools employed in vertical analysis. Since vertical analysis considers data for one time period only, it is not vary conducive to a proper analysis financial financial statements. statements. However, it may be used along with horizontal analysis to make it more effective and meaningful.

3. On the basis of entities involved:

According to the method of operation followed in the analysis can be two types (a)Inter-firm or Cross Sectional Analysis (b) Intra-firm Intra-firm or Time Time Series Series Analysis Analysis (a)Inter-firm (a)Inter-firm or Cross Sectional Analysis:

Cross sectional analysis involves comparison of financial data of a firm with other firms (competitors) or industry averages for the same time period. (b)Intra-firm (b)Intra-firm or Time Series Analysis:

Time series analysis involves the study of performance of the same firm over a  period of time.

4. On the basis of time horizon:

According to the method of operation followed in the analysis can be two types (a)Short term Analysis (b) Long Long term Analysi Analysiss (a)Short term Analysis:

Short term analysis measures the liquidity position of a firm, i.e. short term paying capacity of a firm or the firm’s ability to meet the current obligations. (b)Long term Analysis:

Long term analysis involves involves the of the firm’s ability to meet the interest costs and repay repayme ment nt schedu schedules les of its its long long term term oblig obligati ations ons.. Th Thee solv solvenc ency, y, stabi stabili lity ty and and  profitability are measured under this type of analysis.

Procedure of Financial Statements Analysis: Broadly speaking there are three steps involved in the analysis of financial statements. These are (i) (i) Sele Select ctio ion n (ii) Classif Classificat ication ion (iii)

Interpretation

The first step involves selection of information (data) relevant to the purpose of  analy analysis sis of finan financi cial al stat statem ement ents. s. Th Thee second second step step invol involved ved is the meth methodi odical cal class classif ific icati ation on of the data data and the third third step step inclu includes des drawi drawing ng of infere inference ncess and conclusions. The following procedure is adopted for the analysis and interpretation of financial statements. 1.

Thee anal Th analys ystt shou should ld acqu acquai aint nt hims himsel elff with with prin princi cipl ples es and and post postul ulat ates es of  accounting. accounting. He should know the plans and policies of the management so that he may be able to find out whether these plans are properly executed or not.

2. The extent extent of analysis analysis should be determined determined so that that the sphere sphere of work may may be decided. If the aim is to find out the earning capacity of the enterprise then analysis of income statement will be undertaken. On the other hand, if the fina financ ncia iall posi positi tion on is to be stud studie ied d then then bala balanc ncee shee sheett anal analys ysis is will will be necessary. 3. Th Thee finan financi cial al data data given given in the state stateme ments nts should should be re-or re-organ ganis ised ed and rearran arranged ged.. It will will involv involvee the groupi grouping ng of simil similar ar data data und under er same same heads, heads,   breaking down of individual components of statements according to nature. The data is reduced to a standard form. 4. A relations relationship hip is establish established ed among financi financial al statemen statements ts with the help help of tools tools and techniques of analysis such as ratios, trends, common size, funds flow etc. 5. Th Thee info inform rmat atio ion n is inte interp rpre rete ted d in a simp simple le and and unde unders rsta tand ndab able le way. way. Th Thee significance and utility of financial data is explained for helping decisiontaking.

6. The conclusions conclusions drawn from from interpreta interpretation tion are presented presented to the the management management in the form of reports

Methods or Devices of Financial Analysis: A Number of methods or devices are used to study the relationship between between different statements. The following methods of analysis are generally used: i. Comp Compar arat ativ ivee stat statem emen ents ts ii. ii. Tren Trend d anal analys ysis is iii. iii. Common Common –size –size statem statements ents iv. Funds Funds flow flow analy analysis sis v. Cash Cash flow flow anal analys ysis is vi. Rati Ratio o ana analy lysis sis vii. Cost-volume-profi Cost-volume-profitt analysis In this project the Comparative Statement Statement and Ratio Analysis is used to study the financial statement of Orissa State Co-operative Bank Ltd.

Comparative statements: The comparative financial statements are statements of the financial position at diff differ eren entt peri period odss of time time.. Th Thee elem elemen ents ts of fina financ ncia iall posi positi tion on are are show shown n in a comparative form so as to give an idea of financial position at two or more periods. Any Any state stateme ment nt prepa prepared red in a comp compara arati tive ve form form will will be cover covered ed in compar comparati ative ve statements. From practical point of view generally, two financial statements 1. Balance Sheet 2. Income Statement

Comparative balance sheet The comparative balance sheet analysis is the study of the trend of the same items, group of items and computed items, group of items and computed items in two

or more balance sheets of the same business enterprise on different dates. The changes in periodic balance sheet items reflect the conduct of a business. The changes can be observed by comparison of the balance sheet at the beginning and at the end of a  period and these changes can help in forming an opinion about the progress of an enterprise. The comparative balance sheet has two columns for the data of original  balance sheets. A third column is used to show this increase in figures. The fourth column may be added for giving percentage of increases and decreases.

Guidelines for Interpretation of Comparative Balance Sheet: While interpreting comparative balance sheet the interpreter is expected to study the following aspects: 1. Current Current Financ Financial ial Positi Position on and Liquid Liquidity ity Positi Position on 2. Lo Long ng term term Fin Financ ancia iall Posit Position ion 3. Profi Profita tabil bility ity of the the Conc Concern ern

1. For For study studying ing the Financ Financial ial Positi Position on and and short short term Financi Financial al Posit Positio ion n of a concern, one sees the working capital in both the years. The excess of current assets over current liabilities will give the figure of working capital. The incre increase ase in worki working ng capit capital al means means impro improve veme ment nt in the curre current nt financ financial ial  position of the business. An increase in current assets accompanied by the incr increa ease se in curr curren entt liab liabil ilit itie iess of the the same same amou amount nt will will not not show show any any improvement in short term financial position. One should study the increase or  decrease in current assets and current liabilities and this will enable him to analyse the current financial position. The second aspect which should be studied in current financial position is the liquidity position of the concern. If liquid assets like cash in hand, cash at bank, bills receivable, debtors, etc. show an increase in the second year over  the first year, this will improve the liquidity position of the concern. The increase in inventory can be on account of accumulation of stocks for want of  customers, decrease in demand or inadequate sales promotion efforts. An increase in inventory may increase working capital of the business but it will not be good for business.

2. The long long term financi financial al position position of the concern concern can can be analysed analysed by studyi studying ng the the chang changes es in fixed fixed asset assets, s, long long term term liab liabili ilitie tiess and capit capital al.. Th Thee prope proper  r  financial policy of concern will be to finance fixed assets by the issue of either  long long-t -ter erm m secu securi riti ties es such such as debe debent ntur ures es,, bond bonds, s, loan loanss from from fina financ ncia iall institutions or issue of fresh share capital. An increase in fixed assets should  be compared to the increase in long term loans and capital. If the increase in fixed assets is more than the long term securities then parts of fixed assets have not only been financed from long term sources. A wise policy will be to finance fixed assets by raising long term funds. 3. The new new aspects aspects to be studied studied in a comparati comparative ve balance balance sheet sheet questions questions is the   profitability of the concern. The study of increase or decrease in retained earnings, various resources and surpluses, etc. will enable the interpreter to see whether the profitability has improved or not. An increase in the balance of   profit and loss account and the other resources created from profits will mean an increase in profitability to the concern. The decrease in such accounts may mean issue dividend, issue of bonus share or deterioration in profitability of  the concern. 4. After studying studying various various assets assets and liabilities liabilities an opinion should should be be formed formed about the financial position of the concern. One cannot say if short term financial  position is good then long term financial position will also be good or vice versa. A concluding word about the overall financial position must be given at the end.

Comparative Income Statement: The income statement gives the results of the operation of a business. The comparative income statement gives an idea of the progress of a business over a  period of time. The changes in absolute data in money values and percentages percentages can be determined to analyse the profitability of the business. Like comparative balance sheet income statement also has four columns. First two columns give figures of various items for two years. Third and fourth columns are used to show increase or decrease in figures in absolute amounts and percentages respectively.

Guidelines for Interpretation of Comparative Income Statement:

The analysis and interpretation of income statement will involve the following steps:

1. Th Thee incre increase ase or decreas decreasee in sales sales should should be compar compared ed with the increa increase se or  decrease in costs of goods sold. An increase in sales will not always mean an increase in profit. The profitability will improve if increase in sales is more than increase in costs of goods sold. The amount of gross profit should be studied in the first step. 2.

The second second step step of analysis analysis should should be the operati operational onal profits profits.. The operati operating ng expenses such as office and administrative expenses, selling and distribution expenses should be deducted from gross profit to find out operating profits. An increase in operating profit will result from the increase in sales position and control of operating expenses. A decrease in operating profit may be due to an increase in operating expenses or decrease in sales. The change in individual expenses should also be studied. Some expenses may increase due to the the expa expans nsio ion n of busi busine ness ss acti activi viti ties es whil whilee othe others rs may may go up due due to managerial inefficiency.

3. Th Thee incr increa ease se or decre decreas asee in net prof profit it will will give give an idea idea abou aboutt the the over overal alll  profitability of the concern. Non operating expenses such as interest paid, losses from sales of assets, writing writing off deferred expenses, payment payment of tax, etc. decrease the figure of operating profit. When all non-operating expenses are deducted from operational profit, we get a figure of net profit. Some non opera operati ting ng incom incomes es may may also also be there there which which will will increa increase se net profit profit.. An increase in net profit will gave us an idea about the progress of the concern. 4. An opinion opinion should should be formed formed about about profitabi profitability lity of the the concern concern and it should should  be given at the end. It should be mentioned whether the overall profitability profitability of  the concern is good or not.

Focus of Financial Statement Analysis: Financial statement analysis involves evaluating different aspects of a business enterprise, which are of great importance to different users such as management,

inves investo tors, rs, credi creditor tors, s, banker bankers, s, analy analyst, st, invest investme ment nt advise advisers, rs, etc. etc. genera generall lly, y, the the following analyses are made while making Financial Statement Analysis. 1. Liquidi Liquidity ty or short short term term solve solvency ncy analysi analysiss 2. Prof Profit itabi abilit lity y analy analysis sis 3. Capita Capitall struct structure ure or gearing gearing analysi analysiss 4. Market Market strength strength or investor investor analysis analysis 5. Grow Growth th and and stabil stabilit ity y analy analysis sis

Application of Financial Analysis: Following are the application of financial analysis: 1. Asses Assessin sing g Corpora Corporate te Excel Excelle lence nce 2. Judgin Judging g cre credit dit worth worthine iness ss 3. Fore Forecas casti ting ng bankru bankruptc ptcy y 4. Valu Valuin ing g equi equity ty sha share ress 5. Pred Predict ictin ing g bond bondss ratin ratings gs 6. Esti Estima matin ting g marke markett risk  risk 

Limitations of Financial Statement Analysis: Financial analysis is a powerful mechanism of determining financial strengths and weakness of a firm. But, the analysis is based on the information available in the finan financia ciall state stateme ment nts. s. Th Thus, us, the the finan financia ciall analy analysi siss suffe suffers rs from from seriou seriouss inher inherent ent limitations of financial statements. The financial analyst has also be careful about the impact of price level changes, windows dressing of financial statements, changes in the accounting policies of a firm, accounting concepts and conventions, conventions, and personal   judg judgem ement ent,, etc. etc. Th Thee reader readerss are advise advised d to relat relatee the the limi limitat tation ionss of financ financia iall statements as given in the previous chapter and also the limitations of ratios as a tool of financial analysis as discussed in Ratio Analysis. Some of the important limitations of financial analysis are, however, summed up as below: i.

It is is only only a study study of inter interim im repo report rts. s.

ii. Financial Financial analysis analysis is based based upon only monetary monetary information information and non-monet non-monetary ary factors are ignored. iii. It does not consider consider changes changes in price price levels. levels.

iv. As the financia financiall statements statements are prepared prepared on the basis of a going going concern, concern, it does not give exact position. Thus accounting concepts and conventions cause a serious limitation to financial analysis. v. Changes Changes in account accounting ing procedur proceduree by a firm may often often make financi financial al analysi analysiss misleading. vi. Analysi Analysiss is only a means and not an end in itself. itself. The The analyst analyst has to make inter interpre pretat tation ion and draw draw his own own conclu conclusio sions. ns. Diff Differe erent nt peopl peoplee may may interpret the same analysis in different ways.

Overview of Ratio Analysis Introduction:

Ratio analysis analysis is one of the techniques techniques used to analyse the financial statements. statements. It is one of the most powerful tools of financial analysis. It is the process of establishing and interpreting various ratios (quantitative (quantitative relationship between figures and group of  figures). Through ratio analysis financial statement can analyse more clearly and decision made from such analysis. According to Accountant’s Handbook by Wixon Kell and Bedford, a ratio “is an expression, of the quantitative relationship between the numbers”. Nature of Ratio Analysis:

Ratio analysis is a technique technique of analysis analysis and interpretation interpretation of financial statements. It is the process of establishing and interpreting various ratios for helping in making certain decision. However, ratio analysis is not an end in itself. It is only a means of   better understanding of financial strength and weaknesses of affirm. Calculation of  mere ratios does not serve any purpose, unless several appropriate ratio are analysed and interpreted. There are a number of ratios which can be calculated from the information given in the financial statements, but the analyst select the appropriate data and calculate only a few appropriate ratios from the same keeping in mind the objective of analysis. The ratios may be used as a symptom like blood pressure, the  pulse rate or the body temperature and their interpretation depends upon the caliber  and competence of the analyst. The following are the four steps involved in the ratio analysis: i.

Select Selection ion of of relevan relevantt data data from from the the financ financial ial state statemen ments ts depend depending ing upon upon the the objective of the analysis.

ii. iii. iii.

Calcul Calculatio ation n of appropri appropriate ate rati ratios os from from the above above data. data. Comp Compar ariso ison n of the the calcula calculate ted d rati ratios os with with the ratios ratios of the same firm firm in the the  past, or the ratios developed from projected financial statements or the ratio of some other firms or the comparison with ratios of the industry to which the firm belongs.

iv. iv.

Inte Interp rpre reta tati tion on of the the rat ratio ios. s.

Use and Significance of Ratio Analysis:  Helpful in decision making.  Helpful in financial forecasting and planning.  Helpful in communication.  Helpful in co-ordination.  Helpful in Control.  Helpful in efficiency appraisal.  Helpful in evaluation of financial position.  Helpful to investors, financial institution, employee.

Limitations of Ratio Analysis:

The ratio analysis is one of the most powerful tools of financial management. Though ratios are simple to calculate and easy to understand, they suffer from some serious limitations: 1. Limi Limite ted d Use of of Sing Single le Rati Ratio. o. A single ratio, usually, does not convey much of 

a sense. To make a better interpretation a number of ratios have to be calculated which is likely to confuse the analyst than help him ion making any meaningful conclusion.

2. Lack Lack of of Adeq Adequat uatee Stan Standar dards. ds. There are no well adapted standards or rules of 

thumb for all ratios which can be accepted as norms. It renders interpretation of  the ratios difficult. 3. Inhe Inhere rent nt Limi Limita tati tion onss of Acco Accoun unti ting ng.. Like financial statements, ratios also

suffer from the inherent weakness of accounting records such as their historical nature. Ratios of the past are not necessarily true indicators of the future. 4. Change Change of of Accou Accounti nting ng Proc Procedu edure re.. Change in accounting procedure by a firm

often often makes makes ratio ratio analy analysi siss misle misleadi ading. ng. e.g; e.g; a change change in the the valua valuati tion on of  methods of inventories, from FIFO to LIFO increases the cost of sales and reduces considerably the value of closing stocks which makes stock turnover  ratio to be lucrative and an unfavourable gross profit ratio. Financial al stateme statements nts can easily easily be window window dressed dressed to 5. Windo indow w Dres Dressi sing ng.. Financi  present a better picture of its financial and profitability position to outsiders. Hence, one has to be very careful in making a decision from ratios calculated from such financial statements. But it may be very difficult for an outsider to know about the window dressing made by a firm. 6. Persona sonall Bias Bias.. Ratio are only means of financial analysis and not an end in

itself. Ratios have to be interpreted and different people may interpret the same ratio in different ways. 7. Inco Incomp mpar arab able le..  Not only industries differ in their nature but also the firms of 

the similar business widely differ in their size and accounting procedures, etc. It makes comparison of difficult and misleading. Moreover comparisons are made difficult due to differences in definitions of various financial terms used in the ratio analysis. 8. Abso Absolu lute te Figure Figuress Dist Distor orti tive ve.. Ratios devoid of absolute figures may prove

disto distorti rtive ve as ratio ratio analy analysi siss is prima primaril rily y a quanti quantitat tativ ivee analy analysi siss and not a qualitative analysis. 9. Pric Pricee Lev Level el Chan Change ges. s. While making ratio analysis, no consideration is made to

the changes in price levels and this makes the interpretation of ratio invalid.

10. Ratios Ratios no Substitutes Substitutes.. Ratio analysis is merely a tool of financial statements.

Hence, ratios become useless if separated from the statements from which they are computed. 11. Clues not not Conclusion Conclusions. s. Ratios provide only clues to analysts and not final

conclusions. These ratios have to be interpreted by these experts and there are no standard rules for interpretation. Classification of Ratios:

The use of ratio analysis is not confined to financial manager only. There are different different parties interested in the ratio analysis for knowing the financial financial position of a firm for different purposes. In view of various users of ratios, there are many types of  ratios which can be calculated calculated from the information information given in the financial statements. statements. Thee parti Th particu cula larr purpos purposee of the the user user deter determi mines nes the the ratio ratioss that that might might be used used for  financial analysis.

Function Functional al Classific Classification ation in View of Financial Financial Manageme Management nt or Classific Classificatio ation n According to Tests:

Liquidity Ratios: (A) . 1. Curre urren nt Ratio atio 2. Liquid Ratio atio 3. Cash Ratio 4. Inte Interv rvaal Meas Measu ure (B) . 1. Debt Debtor orss Turn Turnov over er Ratio Ratio 2. Cred Credit itor orss Tur Turno nove verr Rat Ratio io 3. Inve Invent ntor ory y Tur Turno nove verr Rati Ratio o

Long-term solvency and Leverage Ratios:

1. Debt Debt/E /Equ quit ity y Rati Ratio o 2. Debt Debt to tota totall cap capit ital al Rat Ratio io 3. Inve Invesst Cov Cover erag agee 4. Cash ash Flo Flow/D w/Debt ebt 5. Capit apital al Gea Gearing ring

Activity Ratios or Asset Management Ratios: 1. Inve Invent ntor ory y Tur Turno nove verr Rati Ratio o 2. Debt Debtor orss Turn Turnov over  er  3. Fixed Fixed Ass Asset etss Turn Turnov over er Rat Ratio io 4. Tota Totall Asse Assets ts Tur Turno nove verr Ratio Ratio 5. Work Workin ing g Capita Capitall Turno Turnove verr Ratio Ratio 6. Paya Payabl bles es Turn Turnov over er Ratio Ratio 7. Capi Capita tall Empl Employ oyed ed Turn Turnov over  er 

Profitability Ratio:

(A) In relation relation to Sales 1. Gros Grosss Prof Profit it Rati Ratio o 2. Oper Operat atin ing g Rat Ratio io 3. Oper Operat atin ing g Prof Profit it Rati Ratio o 4. Net Net Pro Profi fitt Rat Ratio io 5. Expense Ra Ratio

(B) In relation to investments investments 1. Retu Return rn on on inve invest stme ment ntss 2. Retu Return rn on capi capita tall

3. Retu Return rn on Equi Equity ty Capi Capita tall 4. Retu Return rn on Total Total Reso Resour urces ces 5. Earn Earnin ings gs per per sha share re 6. Pric Pricee-Ea Earn rnin ing g Rati Ratio o

HR POLICIES & STRATEGIES

RECURITMENT Prior to 1979 bank conducted recruitment on its own for personnel in subordinate clerica clericall and officer officer cadres cadres includin including g special specialist ist officers officers.. the governm government ent evolved evolved recruitment scheme for public sector in1978 and for its implementation, 7 banking service recruitment boards were created which were further increased to 15. The recruitment of subordinate staff continued to be done by the bank itself. bank is now required to frame its own policy having regard to guidelines issued by the govt of  india. the document consists of two parts. part 1 lays down the policy and part 2 lays down the procedure for the policy.

RECURITMENT POLICY OBJECTIVES: •

To ensure that right persons are recruited at the right time as per the requirement of bank from time to time in cost effective manner 

•

To ensure that selection process is fair, just, objective and unbiased in all aspects to provide equal opportunities to all eligible candidates, including the candidates with rural backgrou8nd and / or weaker section of society.

•

To ensure the reservation in appointment is uniformly implemented in accordance with the norms laid down by the govt of India from time to time in respect of the reserved for sc/st obc ex-servicemen, disabled etc.

MODES OF RECURITMENT

1. CAMPUS RECURITMENT - depending on officer requirement, bank  recruits from universities, professional institutes etc. The upper age limit for recruitment of officers through campus recruitment is same as in case of officer grade posts i.e not below 21 years and not above 30 years. 2. RECURI recrui uite ted d in RECURITM TMENT ENT OF OUSTAN OUSTANDIN DING G PERSON PERSONS S   – recr accordance with the scheme for recruitment as approved by the board of  directors. 3. CONTRACTUA expert rtss and and spec specia iali list stss are are CONTRACTUAL L RECURITME RECURITMENT NT   – expe recruited on contract basis for maximum period not exceeding 3 years. it may be in the area of marketing, it, hrd, legal security, civil, engineer, architecting etc. the terms and conditions approved by board, before engagement.

Medical examination

new recruiters irrespective of cadre are required to submit medical certificate of  fitness issued by a medical officer not below the rank of civil surgeon of district hospital or by bank’s medical officer. physically handicapped also have to furnish the nature and extent of disability. Post Appointment Training •

 post appointment training is compulsorily imparted to all new appointees in clerical cadre at the respective training centers.

•

management trainees in scale i undergo training from time to time for the  period of one year.

•

technical officers are given induction training either at central staff college or  at respective training centers.

RECURITMENT PROCEDURE

STEP 1

ASSESSMENT OF VACANCIES

Assessment of vacancies is undertaken on annual basis. it is completed by the end of august every year by each zone. Following have to be taken into considerations: 1. 2. 3. 4. 5.

reti retirem rement ent of each each cadre cadre The vacanc vacancies ies arising arising on accoun accountt of internal internal promo promotio tions. ns. Vacanci Vacancies es becaus becausee of inte interr state state transf transfers. ers. Vacanci Vacancies es on account account of of busine business ss expans expansion. ion. Vaca Vacanci ncies es arisi arising ng on accoun accountt of natur natural al separa separati tion on as death death,, resign resignati ations ons etc. 6. Net vacancies vacancies are determined determined after proper adjustment adjustment of an available available staff. staff.

All vacancies are by direct recruitment except campus recruitment. these are filled up through open advertisement. the advertisement must contain number of vacancies, the minimum education qualification prescribed for the posts, age limit, percentage of  reservation, application fees, test center, date of written examination last date of  filling the application etc. Additional 14 days time is given for receipt of applications for candidates staying abroad and living in indian islands as andaman and nicobar or lakshvadeep lakshvadeep or regions like ladakh, northern eastern region, lahaul, spiti. the advertisement is first given in employment news and then in leading newspaper.

STEP 2

CONDUCT OF EXAMINATION

Pre- examination activities • • • • • • • •

• • • •

receiving applications  processing of applications allotment of roll numbers and printing of call letters Making arrangements for conducting the examination at different locations like hiring venues, appointing testing personnel. dispatch of call letters Developing suitable selection tools i.e. objectives and descriptive test, answer  sheets etc. Printing and packing of test material separately for each venue. Making arrangement for dispatch of test material to the test venues.

Making Making arrangem arrangements ents for auditin auditing g and evaluati evaluating ng the posts posts examinat examination ion test material. Short-listing candidates on the basis of the performance on these tests. Making arrangements for conducting interviews. Finalization of selection list.

STEP 3 CALL LETTERS After the date of test and venues are finalized, the roll numbers of the candidates are allotted and call letters will be issued as per the specimen.

EXAMINATION PATTERN

The written to be conducted consists of five types of test, which are as follow. 1. 2. 3. 4. 5.

STEP 4

test of of general general aware awareness ness (toga (toga)) –it consis consistt of 50 marks marks test of of reasonin reasoning g ability ability (tora) (tora) - it it consist consist of 75 75 marks marks test of quanti quantitati tative ve aptitude aptitude (toqa) (toqa)-- it consists consists of 50 50 marks marks test of of English English langu language age (toel) (toel) – it it consist consistss of 50 marks marks descript descriptive ive test test – one have have to attem attempt pt 3 questio question n out of 4

SKILL TEST

For special specialized ized position position in clerica clericall cadre cadre such such as typist, typist, stenographe stenographerr telepho telephone ne operators operators etc skill test will be conducted only for those candidates candidates who qualify in the objective as well as descriptive papers (d.p)

STEP 5

PERSONAL INTERVIEWS

The candidate who qualify in objective and descriptive papers and skill test also are sufficiently sufficiently high in rank will be called for personal interviews conducted by the bank  or any other agency specified by the bank through panel. The characteristics assessed through written test and personal interviews are as

COGNITIVE CHARACTERISTICS PERSONALITY CHARACTERISTICS 1. Abilit Ability y to learn learn new task Motivat Motivation ion and task involvem involvement ent 2. Numeri Numericc comput computati ation, on, and quantit quantitati ative ve Concerns for others skill, arithmetic reasoning. 3. Perceptual speed and accuracy Courteous and pleasant behavior i.e. warmth, friendliness, cooperative attitude. 4. Profi Profici cienc ency y in En Engli glish sh Self confidence and temperament (a) comprehe comprehensio nsion n of general general informatio information n in English (b) Ability Ability to correspond in English English 6. Analytical and conceptual skills Inter-personal competency / working in groups

STEP 6

TRAINING SCHEDULE

Pre- recruitment training is imparted to applicants belonging to sc/st and minority categories. the training is given to familiarize, the applicants with the test in the writ writte ten n exam examin inati ation. on. prepre- recrui recruitm tment ent trai trainin ning g for for a minim minimum um period period of 6 days days duration has to be arranged. the training is free of cost but the trainees have to make their own arrangements for stay and to meet their expenses.

TRAINING AND DEVELOPMENT

 Assessment of the training needs of the PNB  Preparation of the Training plan.

Training Director 

Facilities Manager  Training Delivery Manager 

Skill Trainers

Training Design manager 

Management Trainers

Researcher 

Scheduler 

Designers

ORGANIZATION CHART FOR A TRAINING DEPARTMENT

Assessment of the training needs of Punjab national bank  PNB doesn’t view the training training in isolation isolation but integrate integratess the training training function function within within

the overall overall functions functions

of selecti selection, on, career career path, path, perform performance ance apprais appraisal al and overall overall developm development ent of the human resources. The objective of the training part apart from up gradation of the knowledge knowledge and the skills of the employees is also to improve the aggregate corporate corporate  performance and for this achievement, the training has to be related to performance of  various jobs in functional and managerial areas.

a) In order order to assess assess the traini training ng needs needs of the staff staff working working in in the bank, bank, there there is a system of maintenance of inventory cards at regional as well as zonal office level. While submitting their performance form, the officer staff indicates the Ares in which they need training as to improve their skills and perform the job  better.  better. The appraising appraising authority and the reviewing reviewing authority are required to take a note note of this this feed feedba back ck from from the the staf stafff and and the the inve invent ntor ory y card cardss are are bein being g maintained at regional/zonal offices are required to be upgraded and keep up to date, keeping in view the training need mentioned by the staff.  b b)) For For iden identi tify fyin ing g the the trai traini ning ng need needs, s, the the bran branch ch mana manage gerr shou should ld subm submit it the the information on annual basis to the regional office on or before 31st December  every year, the same should be consolidated at regional office for the whole region and submitted to the zonal office on or before 10th of January every year. c) The invento inventory ry cards cards keep a record record of the training training provide provided d to an employee employee from from time time to time time and and whene whenever ver decis decision ionss are are taken taken for the nomina nominati tions ons of the   part partic icipa ipants nts,, these these cards cards are are kept kept in view view so as to provi provide de the the approp appropri riat atee training training to the employees employees keeping in view his self opinion, present assignments assignments  been handled and career path. d) Zonal training training coordinato coordinatorr should frequently frequently interact with with the the principal/traini principal/training ng manager of the training canter/college looking after the training requirements. Regional managers and other senior officials visit the branches quarterly to make a point to interact with the staff members and assessment of the training requi require reme ment nt is one of the areas, areas, which which are discus discussed sed to bring bring all aroun around d improvement in the working of the branch.

No of  No. of  No. of  Training Channels Courses centers

No. of  No. of  Faculties officers trained in 199798 61 3 9 66 9 9

Total no. Of  Officers

Level of  Training

13 5 2 20 74 63 160595 Up to PSU scale IV Banks 17 42 10 14 14 4 2 06 2 3 8 05 1 0 Up to SBI scale IV &associates 23 34 56 7 66 7 65 6 1 477 2 Up to Private scale IV Sector banks 17 5 2 96 90 44 82 3 1 24 9 7 8 2 55 8 7 7 Total Source: Report of the committee to review the activities and future direction of BTC-vision 2005, RBI may 1999.

TRAINING FACILITIES AVAILABLE FOR OFICERS PREPARATION OF THE TRAINING PLAN

While preparing the training plan, the budget of the center/college, overall as well as sub- category wise, should also be kept in view and training programs for different cadres of employees should be prepared in such a manner that no particular cadre is given more importance at the cost of others and an attempt is made to cover the trainin ning nee needs of all all cadre dres of employe oyees and maxim ximize ize the numbe umberr of   programmers/participants so as to reach a large number of employees and giving training to them. Basic Scheme of a planned Training Process

The Human Resources

Interaction

Improved human Resource

Interaction

Training Exercise

The Business Unit

High Degree of Business Effectiveness

INSTRUCTIONAL DESIGN OF TRAINING PROGRAMME IN PNB

The programme coordinator while designing the programme schedule should notice following points:

a. The object objective ive of the progra programme mme should should be clearl clearly y spelt out. out. Not only only it should should   be be ment mention ioned ed in the the progra programm mmee schedu schedule le but it must must be made made clea clearr to  participants also.  b. The level level of the partici participant pants, s, their existin existing g knowledge, knowledge, skills skills and experience experience should be kept in mind before finalizing the programme schedule to know from what level of knowledge the trainer should concentrate and carry the  participants with him trill every aspect of the subject is cleared. c. Traini Training ng can be very interestin interesting, g, enriching enriching experie experience nce if the faculty faculty provides provides varie variety ty,, mixin mixing g practi practical cal with with theor theory y sessio sessions, ns, quo quoti ting ng from from perso personne nnell experiences and allowing time for discussion and absorption. d. Adequate time should be be available available for doing justice to all the subjects. subjects.

e. Flexibi Flexibilit lity y in the design of the [progra [programme mme would would ensure ensure that partic participan ipants ts do not have to learn those aspects which they already know and whenever such situa situati tion on is faced faced by the facul faculty ty,, eithe eitherr the level level of discus discussi sion on may may be increased or subject may be changed. f. An Inbu Inbuil iltt feed feedba back ck syst system em to faci facili lita tate te revi revisi sion on,, if any, any, desir desired ed by the the  participants during the course of the programmed may be planned and some cushion periods should be provided. g. The program programme me coordinat coordinator or should should prepare prepare brief synops synopsis is of each topic topic to be covered covered during during the programme programme in case the standard standardize ized d synopsi synopsiss are not available and he may revise or improve the standardized synopsis also in the light of latest developments and requirements.

DEFINING FOCUS & OBJECTIVE OF PROGRAMME:

Defining Defining the focus and the objective objective of the programme is very important of designing  programme. In fact defining focus and objective, target group is also important.

Objective of any training programme is very strongly related to training needs of the organization & corporate expectations from the training system. Some of the usual objectives are: a. Deve Develo lopi ping ng of skil skills ls (if not existing earlier) b. Sh Shar arpe peni ning ng of skil skills ls (if existent but need is there to provide cutting edge) c. Buildi Building ng up up a cadre cadre of of a train trained ed pers person. on. d. Crea Creati ting ng awar awaren enes esss

(to impr improv ovee effi effici cien ency cy and and spee speed d of hand handli ling ng e. Impr mproving ving prof profic icie ien ncy (to transactions) f.

Exposing (to new developments, environment)

g. Upgr Upgrad adin ing g of ski skill llss (like training participants from branch small/SSI loans to

handle large borrower accounts).

Identify Training needs

Chalk out the detailed Training Time Schedule

Manage Resources

Identify and correctly select the right training  program

Identify and nominate the Trainee

Conduct the training

Evaluate training

Report training costs Costs benefit analysis of the entire training exercise

Training Process in Action

DEVELOPMENT OF TRAINING

While developing the programme schedule, following aspects should be kept in mind: a) Total number number of working days and and sessions sessions available available for the training training course. course.  b) The entire entire area/sub area/subjec jectt should be spread spread out/ planned planned over the entire entire period period of  the programme c) Specifi Specificc topics topics should be laid laid out in a logical logical,, sequentia sequentiall and succession succession form form so as to enhance comprehension and assimilation d) If the trai trainin ning g sched schedul ulee is of long long duratio duration n or involvi involving ng various various phases phases or  modules, a tentative programme schedule should be prepared for the entire   peri period od but deta detail iled ed and speci specific fic progr program amme me shoul should d be prepar prepared ed for each each week/fortnight/phase or module well in advance. e) Normal Normally ly a full training training consis consists ts of 5 sessions sessions of minimum minimum 70 minutes minutes each at trainin training g center/ center/coll college ege with with 3 session sessionss before before launch launch and 2 sessions sessions after  lunch lunch.. En Enoug ough h cauti caution/ on/fle flexi xibil bilit ity y should should be built built up in the the progra programm mmee schedule to

allow scope scope for increasing increasing sessions sessions on existing existing proposed proposed topics, topics,

adding new topics, undertaking more exercises

Concept of Welfare Schemes Meaning and Definition Welfare means means faring or doing well. well. It is a comprehensive comprehensive term, and and refers to the  physical, mental, moral and emotional well being of an individual. Further, the term welfare is a relative concept, relative in the time and space. It, therefore, varies from time to time, from region to region and from country to country. Reported the  Royal Commission on labour  “Labour welfare is a term which must necessarily necessarily be elastic, elastic, bearing a somewhat different interpretation interpretation in one country from from anot anothe herr, acco accord rdin ing g to the the diff differ eren entt soci social al cust custom oms, s, the the degr degree ee of  industrialization and educational level of the workers.”

Types of Welfare Activities Welfare activities could be classified into two broad categories:

A. On the basis of nature welfare welfare activities activities are as follows 1. Economic 2. Recre ecreat atio iona nall 3. Faci Facili lita tati tive ve

B. On the basis of location of welfare activities these are 1.

Welf elfare mea meassure ures in insid side the the workp orkpllace; ce; and and 2.

Welfare measur sures out outsid side th the wor work kpla place.

3. On the basis of nature, welfare activities are explained here as under 

1) Economic services - These propose to provide some additional economic security over and above wages or salaries like pension, life assurance, credit facilities etc. establishing establishing a proper pension programme programme will reduce dissatisfacti dissatisfaction on in the area of economic security. Pension is a kind of deferred payment to meet the needs of the employees in their old age.

Office employees often are in need of money for purchase of cycle, scooter, radio, sewing machine, fan etc to raise their standard of living. To meet their requirements the employer may advance them the money, which is paid back by the employees in the form of monthly installments to be deducted from their salaries.

2) Recreational services - Office employees are in need of occasional diversion   beca because use their their atti attitud tudee impro improves ves when when the the routi routine ne of every everyday day livin living g is broke broken n occasionally. The management may provide for indoor games like table tennis in the common for employees. Also provide reading rooms, libraries, radios, etc for the recreation of the employees.

Facilitativee services services - Th These ese are are the conven convenien ience ces, s, whic which h the the empl employ oyees ees 3) Facilitativ ordinarily require like: a)

Eating is Provi Provisio sion n for cantee canteen, n, shelte shelter, r, rest rest rooms rooms and lunchr lunchroom oomss : Eating

naturally a very important thing for an employee to keep his heath improves his efficie efficiency ncy in working. working. Unless Unless proper proper faciliti facilities es for food, tea, tea, and rest rooms rooms are available, health and consequential efficiency of the workers will go down.  b)

organizations construct quarters for their employees Housing facilities: Some organizations

and provide the same either free or at a nominal rent. c)

Medical facilities: Health is one of the foremost things for the employees and

it is but natural that there may be injuries because of accidents while working. So aid facilities must be provided for with in the office premises. In addition medical scheme is generally in operation under which reimbursement of medical expenses actually incurred is allowed. d) Washing facilities: the legal requirement as per Factories Act cater for providing wash basins and washing facilities to be conveniently conveniently accessible to all workers which should be clean, properly separated for the use of male and female employees. e) Leave travel concession : many organizations reimburse actual fares incurred by an employee in undertaking a journey along with his wife and minor children once during a number of years. f ) Educational facilities: educational facilities may be provided by the organization to the employee’s children by starting schools up to the secondary stage.

Welfare activities on the basis of location are as given below 1.

Welfare measures inside the workplace

A.

Conditions of the work environment: environment:

a)

Neig Neighb hbor orho hood od saf safet ety y and and clea cleanl nlin ines ess; s; atte attent ntio ion n to to app appro roac ache hes. s.

 b)  b)

House Houseke keepi eping; ng; up keepi keeping ng of of pre premi mises ses-co -comp mpoun ound d wal wall, l, lawn lawns, s, garden gardens, s, and so forth, egress and ingress, passages and doors; white-washing walls and floor  maintenance.

c)

Workshop

(room)

sanitation

and

cleanliness;

temperature,

humidity,

ventilation, lighting, elimination of dust, smoke, fumes, gases. d)

Control of effluents.

e)

Conve onveni nien ence ce and comf comfor ortt duri during ng work work,, that that is, is, oper operat ativ ives es’’ post postur ure, e, seat seatin ing g arrangements.

f)

Distrib ributi ution of wor work hour ours and provi ovision sion for for rest hour hours, s, mea meal times and

 breaks. g)

Workm orkmen en’s ’s safe safety ty meas measur ures es,, that that is, is, maint ainten enan ance ce of mach machin ines es and and tool tools, s, fencing of machines, providing guards, helmets, aprons, goggles, and first aid equipment.

h)

Suppl Supply yo off nece necessa ssary ry bever beverage ages, s, and and pil pills ls and and tabl tablet ets, s, tha thatt is, is, salt salt table tablets, ts, milk milk,, soda.

i)

Noti Notice ce boa board rds: s: pos poste ters rs,, pict pictur ures es,, slog slogan ans; s; inf infor orma mati tion on of com commu muni nica cati tion on..

B.

Conveniences:

a)

Urin Urinals als and lavat lavator ories ies,, wash washba basin sins, s, bathr bathroom ooms, s, provis provision ion for for spit spitto toons ons;; wast wastee disposal.

 b)  b)

Prov Provis isio ion n of drin drinki king ng wate water; r; wate waterr cool cooler ers. s.

c)

Cant Cantee een n serv servic ices es:: full full meal meal,, mobil obilee cant cantee een. n.

d)

Manage Manageme ment nt of of work worker ers’ s’ cloak cloak room rooms, s, rest rest rooms rooms,, rea readin ding g room room and libra library ry..

C. Workers’ Health Services: Factory health care; dispensary, ambulance,

emergency aid, medical examination for workers; health education, health research; family planning services.

D. Women and Child Welfare: Antenatal and postnatal care, maternity aid, crèche

and child care; women’s recreation (indoor); family planning services.

E. Workers’ Recreation : Indoor games; strenuous games to be avoided during

intervals of work.

F.Employment Follow-up: Progress of the operative in his work; his adjustment

 problems with regard to machines and workload, supervisors and colleagues; industrial counseling.

G.Economic Services: co-operatives, loans, financial grants; thrift and saving

schemes; budget knowledge, unemployment insurance, health insurance, employment  bureau, profit sharing and bonus schemes; transport services; provident fund, gratuity and pension; rewards and incentives; workmen’s compensation for injury ; family assistance in terms of need.

H.Labour-Management H.Labour-Management Participation:

a) Formation and working of various committees, that is, works committee, safety committee, canteen committee; consultation in welfare area, in  b) Production area, in the area of administration, in the area of public relations. c) Workmen’s arbitration council. d) Research bureau.

I Workers’ Education: reading room, library, circulating library; visual education;

literary classes, adult education; daily news review; factory news bulletin; cooperative with workers in education services.

2.

Welfar lfaree measu easure ress outs outsid idee the wor workpla place

Housing: bachelors’ quarters; family residencies according to types and rooms. b) c)

Water, sanitation, water disposal. Roads, lighting, parks, recreation, playgrounds.

d)

Schools: nursery, primary, secondary and high school.

e)

Markets, co-operatives, consumer and credit societies.

f)

Bank

g)

Transport

h)

Communication: po post, telegraph an and telephone.

i)

Health and medical services: dispensary, emergency ward, outpatient

 

and in-patient care, family visiting; family planning. j)

Recreation: games; clubs; craft centers; culture Programmes, that is, music clubs; reading rooms and library; open air theatre; swimming  pool; athletics, gymnasia.

REWARD SYSTEMS

If employees’ perceive that their efforts will be accurately appraised and if they further perceive that the rewards they value are closely linked to their evaluations. More specifically, the rewards are likely to lead to high employee performance and satisfaction when they are -

a)

Perc Percei eive ved d as as bein being g equ equit itab able le by the the empl employ oyee ee;;

b)

Tied to performance and

c)

Tailore ored to to the ne needs of the indiv dividual dual..

These These conditi conditions ons should should foster foster a minimu minimum m of dissati dissatisfac sfactio tion n among among employ employees, ees, reduc reducee withd withdraw rawal al patt pattern ernss and and incre increase ase organi organiza zati tiona onall comm commitm itmen ent. t. If these these conditions do not exist, the probability of withdrawal behavior increases, and the  prevalence of marginal or barely adequate performance increases.

Employee benefits like flexible work hours, maternity leave, and day care centers may  be most relevant for the impact they have on reducing absenteeism and improving job satisfaction.

PERFORMANCE APPRAISAL The performance Appraisal system is an important tool for assessing the performance, quali qualitat tative ive attr attribu ibute tess and the potent potentia iall of offic officer erss in any organi organiza zati tion. on. throug through h effective use of this tool the management can take crucial decisions in respect of the officers in the areas of placement, career development, promotion ,etc. this system also acts as a feed-back mechanism for monitoring the performance of officers under  vario various us param paramet eters ers.. It helps helps them them to impr improve ove thei theirr perfor performa mance nce and prepar preparee themselves for shouldering higher responsibilities in the organization. In other words, performance performance appraisal means systematic systematic evaluation of the personality and performance of each employee by his supervisor or some other person trained in the techniques of merit rating. It employs various rating techniques for comparing individual employees in a work group,

OBJECTIVES OF PERFORMANCE APPRAISAL •

Helps the employees to overcome his weakness and improve over his strength

and thus enable him to improve his performance and that of the department.

•

Generate adequate feedback and guidance from the reporting officers to the

employee. •

Contribute to the growth and development of the employee.

•

Helps in creating a desirable standardized culture and traditions in

organizations. •

Helps in identifying employee for the purpose of motivating, training &

development. •

Generate significant, relevant, free and valid information about

employee.

Thus a good performance appraisal system should primarily focus on employee development and at the same time.

There are two broad methods of merit rating may be classified into: TRADTIONAL METHODS

• •

ΜΟ

DERN METHODS

A) DETERMING THE OBJECTIVES OF PERFORMANCE APPRAISAL:

Before any performance appraisal programmed is initiated, it is essential to determine its objectives. The objectives of the appraisal programme may be either to apprai appraise se the the actua actuall perfor performa mance nce of indiv individu idual al to do highe higherr jobs. jobs. Some Someti time mes, s,   perform performance ance appraisa appraisall is associa associated ted with with specifi specificc objecti objectives ves like trainin training g and development, transfer and promotion, etc. B). ESTABILISHING STANDARDS OF PERFORMACE:

For For effe effect ctiv ivee rati rating ng of empl employ oyee ees, s, it is nece necess ssar ary y to esta establ blis ish h stan standa dard rd or   performance against which their performance should be compared. However, an approach that is more preferable is to establish, in writing, definite standard of  accomplishment, which the employee can reasonably be expected to meet. C). FREQUENCY OF APPRAISAL:

The frequency of appraisal differs from organizations to organization and with the nature of duties performed. There are spot appraisals, monthly, quarterly, and six monthly or yearly appraisals. But most of the organizations conduct yearly or half  yearly appraisals appraisals because more frequent appraisals besides taking away time of the appraiser or raters may create a sense of fear amongst the rates.

D). DESIGNING OF FORMS:

The Punjab National Bank (officers) service regulations, which came into effect from 1st July July 197 1979, 9, forme formed d the the basis basis of the perfo perform rmanc ancee appra appraisa isall syste system m and and the the  promotion policy. A new promotion policy was formulated based on marks under  various parameters such as: •

WRITTEN TEST.

•

EDUCATIONAL QUALIFICATION.

•

INTERVIEWS.

•

BRNCH EXPERIENCE.

WORKING PERFORMANCE.

The present appraisal system of the bank had been serving the objectives for  which it was meant since 1994, but to keep pace with the fast changing economic and banking scenario and meet the competition, it was imperative to develop and utilize on human resource appropriately. To bring appropri appropriate ate changes changes for restructu restructurin ring g the govt . of India India formed formed the committee of human resource Management to study all significant areas along with this Boston consultancy group was also appointed. The New Performance Appraisal System was approved by the board in its meeting dated 15th December  2003, for being introduced w.e.f. 1st April ‘2004.

DATA ANALYSIS

DATA ANALYSIS

Question 1) Have you heard a name of Reebok Company?

Answer

a) Y-yes  b) n- no c) c- can’t say

c 7.00 / 7.0% n 19.00 / 19.0%

y 74.00 / 74.0%

Analysis: we concluded that more than 70% of the people liked the industry which

conveys a good image of the company.

Question 2) Response of people about Reebok?

Answer 

a) y-yes  b) n-no c) c-can’t say

c 14.00 / 14.0%

y 52.00 / 52.0%

n 34.00 / 34.0%

Analysis: we concluded that more than half of the people consider Reebok is a nice

 product, only a few said NO. That means for people it is a expensive product.

Question 3) Response of people people that Reebok will give a healthy competition competition to other companies?

Answer 

a) y- yes b) n- no c) c- can’t say

c 13.00 / 13.0%

n y

28.00 / 28.0%

59.00 / 59.0%

Analysis : we concluded that more than 50% of the people believe that Reebok will

give a healthy competition to small companies and it will prove to be more superior  than other small companies.

Question 4) Response of people people that Reebok will bring a revolution revolution in industry?

Answer 

a) y-yes  b) n-no c) c- can’t say)

c 14.00 / 14.0%

n 20.00 / 20.0%

y 66.00 / 66.0%

Analysis: we concluded that about 66% of the people said that Reebok  will bring a

revolution in the industry as it is growing at a very fast rate day by day.

Question 5) Factors why people like Reebok?

Answer a) 1-affordability 1-affordability b) 2-shape c) 3-design d) 4-other design

4.00 11.00 / 11.0%

3.00 18.00 / 18.0%

1.00 2.00

61.00 / 61.0%

10.00 / 10.0%

Analysis: we concluded that all the factors contribute in increasing the liking of the

 people, but the most effective one is the affordability of the Reebok .

Question 6) Proportion of people who will shift shift to Reebok?

Answer a) Y-yes b) n-no c) c-can’t say

y 45.00 / 45.0%

c 22.00 / 22.0%

n 33.00 / 33.0%

Analysis: we concluded that in the coming time people will more often start shifting

to Reebok as they produce the most Affordable products as compared to other   products manufacturing companies.

Question 7) Why would people prefer Reebok as their brand?

Answer a) 1-comfort b) 2-safety c) 3-reputation d) 4-other reasons

4.00 38.00 / 38.0%

1.00 23.00 / 23.0%

2.00 15.00 / 15.0%

3.00 24.00 / 24.0%

Analysis: we concluded that people prefer Reebok as their product due to many

factors. Some of them are Comfort, Safety, and Reputation etc.

Question 8) Reebok is made for villages or cities? Discuss

Answer a) 1-town/cities b) 2-villages c) 3-both d) 4-can’t say

4.00 13.00 / 13.0%

3.00 26.00 / 26.0%

1.00 58.00 / 58.0%

2.00 3.00 / 3.0%

Analysis: we concluded that more than 50% of the people believe that Reebok is

good for villages, while 26% of the people believe it is good for villages as well as cities.

FINDINGS & RECOMMENDATIONS

FINDINGS AND RECOMMENDATIONS FINDINGS 1) The retail retailers ers on their their outlets outlets do not properly properly place place the glow signbo signboard ard and the the company or distributors do not do the distribution of the boards properly. 2) Sales promotion promotion schemes schemes are are important important to influence influence the consumer. The retailer  retailer  was dissatisfied dissatisfied by the promotional schemes of the company. The distributors were not distributing all the schemes properly to the retailer. 3) Th Thee comp compet etit itor or’s ’s sale saless prom promot otio ion n sche scheme mess were were not not much much effe effect ctiv ivee but but schemes were properly distributed to the retailers. 4) Th Thee comp compan any y has has stro strong ng dist distri ribu buti tion on chan channe nell but but the the reta retail iler erss were were not not satisfied by the services of the distributors. 5) Number of root vehicle is very less as compare to the size of the market. market. 6) Th Thee merch merchand andisi ising ng equip equipme ment ntss distr distribu ibute ted d by the compan company y are not being being maintained properly by the company.

RECOMMENDATIONS 1)

Thee com Th compa pany ny must must ensu ensure re that that Ree Reebo bok k is is not not use used d to to dis displ play ay vehi vehicl cles es

 properly. 2)

The co company mu must ke keep ch check o on n th the ma maintenan nance of of ve vehicles on on th the

outlets. 3) Th Thee glow glow signboar signboard d shoul should d be placed placed at the the pub publi licc plac places es where where maxim maximum um  people can be influenced by the sales promotion schemes by the company. 4) The company company should should properly properly mainta maintain in all merchandi merchandising sing equipme equipments nts on all outlets. 5) Number of root vehicle vehicle should should be increased increased as the the size of market is is relatively relatively large. 6)

As the the sal sales es pro promo moti tion on sch schem emes es are are maj major or too tooll to infl influe uenc ncee the the buye buyer  r 

as well as to the retailer, so the company should maintain the proper flow of  the promotional schemes as compare to the competitors. 7)

The comp compan any y must must ensu ensure re that that prom promot otio iona nall schem schemes es are are distr distrib ibut uted ed

 properly by the distributors. 8)

Reta Retail iler er-- dis distr trib ibut utio ion n rel relat atio ion n sho shoul uld d be be mad madee fri frien endl dly. y.

9)

The executive of the concerned market should be made more

responsible towards his/her job.

CONCLUSION The aim of this project was to comparatively comparatively study on operators and others operators and try to reveal future prospects of Reebok .In my Marketing research I found that the demand of is going to increase increase day by day. The The company should should participate participate in advertising advertising to acquire as much benefits benefits as possible, thus competing competing successfully successfully with other operators. The final survey incremented my knowledge regarding how to market one’s product efficiently and how to deal with various types of people. Thus I greatly enjoyed this   project and learnt a lot. Development of good relations with the dealers is must. Company should also make efforts to attract more and more customers through various schemes etc. After conducting this survey on Reebok, I come to the conclusion that, company has huge potential in Delhi region & it can capture major  s h a r e b y p r o v id id i n g e x c e l l e n t a f t e r s a l e s s e r v i c e . T h e r e a r e s o m e o t h e r   conclusions are also included:  The market reach of the company is very good.  The growth of the product is also appraisable  Th e

c om o m p an a n y i s a m a jo jo r p la la ye ye r i n t he h e s ec e c to to r o f p ow ow e r  

generation.  The service providing network of the company is very strong.

BIBLIOGRAPHY WEBSITE •

www.google.com

•

www.wikipedia.com

•

www. Reebok.com

MAGAZINES / NEWSPAPERS •

Business Today

•

  The The Financial Express

•

  The The Times of India

•

India today

•

Hindustan Times