Working Capital Management

INTRODUCTION

Introduction Working capital management Working capital refers to that part of the firm’s capital which is required for financing short- term or current assets such as cash, marketable securities, debtors & inventories. Funds, thus, invested in current assts keep revolving fast and are being constantly converted in to cash and this cash flows out again in exchange for other current assets. Hence, it is also known as revolving or circulating capital or short term capital. Working capital management is concerned with the problems arise in attempting to manage the current assets, the current liabilities and the inter relationship that exist between them. The term current assets refers to those assets which in ordinary course of business can be, or, will be, turned in to cash within one year without undergoing a diminution in value and without disrupting the operation of the firm. The major current assets are cash, marketable securities, account receivable and inventory. Current liabilities ware those liabilities which intended at there inception to be paid in ordinary course of business, within a year, out of the current assets or earnings of the concern. The basic current liabilities are account payable, bill payable, bank over-draft, and outstanding expenses. The goal of working capital management is to manage the firm’s current assets and current liabilities in such way that the satisfactory level of working capital is mentioned. Definition:According to Guttmann & Dougall“Excess of current assets over current liabilities”. According to Park & Gladson“The excess of current assets of a business (i.e. cash, accounts receivables, inventories) over current items owned to employees and others (such as salaries & wages payable, accounts payable, taxes owned to Government)”.

Capital required for a business can be classified under two main categories via, 1)

Fixed Capital

2)

Working Capital

Every business needs funds for two purposes for its establishment and to carry out its day- to-day operations. Long terms funds are required to create production facilities through purchase of fixed assets such as p&m, land, building, furniture, etc. Investments in these assets represent that part of firm’s capital which is blocked on permanent or fixed basis and is called fixed capital. Funds are also needed for short-term purposes for the purchase of raw material, payment of wages and other day – to- day expenses etc.

CONCEPT OF WORKING CAPITAL There are two concepts of working capital: 1.

Gross working capital

2.

Net working capital

The gross working capital is the capital invested in the total current assets of the enterprises current assets are those assets which can convert in to cash within a short period normally one accounting year. CONSTITUENTS OF CURRENT ASSETS 1)

Cash in hand and cash at bank

2)

Bills receivables

3)

Sundry debtors

4)

Short term loans and advances

5)

Inventories of stock as: a.

Raw material

b.

Work in process

c.

Stores and spares

d.

Finished goods

6. Temporary investment of surplus funds. 7. Prepaid expenses

8. Accrued incomes. 9. Marketable securities. In a narrow sense, the term working capital refers to the net working. Net working capital is the excess of current assets over current liability, or, say: NET WORKING CAPITAL = CURRENT ASSETS – CURRENT LIABILITIES.

Net working capital can be positive or negative. When the current assets exceeds the current liabilities are more than the current assets. Current liabilities are those liabilities, which are intended to be paid in the ordinary course of business within a short period of normally one accounting year out of the current assts or the income business. CONSTITUENTS OF CURRENT LIABILITIES 1.

Accrued or outstanding expenses.

2.

Short term loans, advances and deposits.

3.

Dividends payable.

4.

Bank overdraft.

5.

Provision for taxation, if it does not amt. to app. of profit.

6.

Bills payable.

7.

Sundry creditors.

CLASSIFICATION OF WORKING CAPITAL Working capital may be classified in to ways: o

On the basis of concept.

o

On the basis of time.

On the basis of concept working capital can be classified as gross working capital and net working capital. On the basis of time, working capital may be classified as: Permanent or fixed working capital. Temporary or variable working capital

Amount of Working Capital Temporary capital

Permanent Capital

Time

PERMANENT OR FIXED WORKING CAPITAL Permanent or fixed working capital is minimum amount which is required to ensure effective utilization of fixed facilities and for maintaining the circulation of current assets. Every firm has to maintain a minimum level of raw material, work- in-process, finished goods and cash balance. This minimum level of current assts is called permanent or fixed working capital as this part of working is permanently blocked in current assets. As the business grow the requirements of working capital also increases due to increase in current assets.

TEMPORARY OR VARIABLE WORKING CAPITAL Temporary or variable working capital is the amount of working capital which is required to meet the seasonal demands and some special exigencies. Variable working capital can further be classified as seasonal working capital and special working capital. The capital required to meet the seasonal need of the enterprise is called seasonal working capital. Special working capital is that part of working capital which is required to meet special exigencies such as launching of extensive marketing for conducting research, etc. Temporary working capital differs from permanent working capital in the sense that is required for short periods and cannot be permanently employed gainfully in the business.

IMPORTANCE OR ADVANTAGE OF ADEQUATE WORKING CAPITAL

PAYMENT TO SUPPLIERS

DIVIDEND DISTRIBUTION

EASY LOAN FROM BANKS

SIGNIFICA N--CE OF WORKING CAPITAL INCREASE EFFECIENCY

INCREASE DEBT CAPACITY

INCREASE IN FIX ASSETS

 SOLVENCY OF THE BUSINESS: Adequate working capital helps in maintaining the solvency of the business by providing uninterrupted of production.  Goodwill: Sufficient amount of working capital enables a firm to make prompt payments and makes and maintain the goodwill.

 Easy loans: Adequate working capital leads to high solvency and credit standing can arrange loans from banks and other on easy and favorable terms.  Cash Discounts: Adequate working capital also enables a concern to avail cash discounts on the purchases and hence reduces cost.  Regular Supply of Raw Material: Sufficient working capital ensures regular supply of raw material and continuous production.

 Regular Payment Of Salaries, Wages And Other Day TO Day Commitments: It leads to the satisfaction of the employees and raises the morale of its employees, increases their efficiency, reduces wastage and costs and enhances production and profits.  Ability to Face Crises: A concern can face the situation during the depression.

.

FACTORS

DETERMINING

THE

WORKING

CAPITAL

REQUIREMENTS 1. NATURE OF BUSINESS: The requirements of working is very limited in public utility undertakings such as electricity, water supply and railways because they offer cash sale only and supply services not products, and no funds are tied up in inventories and receivables. On the other hand the trading and financial firms requires less investment in fixed assets but have to invest large amt. of working capital along with fixed investments. 2. SIZE OF THE BUSINESS: Greater the size of the business, greater is the requirement of working capital. 3. PRODUCTION POLICY: If the policy is to keep production steady by accumulating inventories it will require higher working capital. 4. LENTH OF PRDUCTION CYCLE: The longer the manufacturing time the raw material and other supplies have to be carried for a longer in the process with progressive increment of labor and service costs before the final product is obtained. So working capital is directly proportional to the length of the manufacturing process.

Sources of working capital The company can choose to finance its current assets by 1. Long term sources 2. Short term sources 3. A combination of them. Long term sources of permanent working capital include equity and preference shares, retained earning, debentures and other long term debts from public deposits and financial institution. The long term working capital needs should meet through long term means of financing. Financing through long term means provides stability, reduces risk or payment and increases liquidity of the business concern. Various types of long term sources of working capital are summarized as follow: 1. Issue of shares: It is the primary and most important sources of regular or permanent working capital. Issuing equity shares as it does not create and burden on the income of the concern. Nor the concern is obliged to refund capital should preferably raise permanent working capital. 2. Retained earnings: Retain earning accumulated profits are a permanent sources of regular working capital. It is regular and cheapest. It creates not charge on future profits of the enterprises. 3. Issue of debentures: It crates a fixed charge on future earnings of the company. Company is obliged to pay interest. Management should make wise choice in procuring funds by issue of debentures.

Short term sources of temporary working capital Temporary working capital is required to meet the day to day business expenditures. The variable working capital would finance from short term

sources of funds. And only the period needed. It has the benefits of, low cost and establishes closer relationships with banker. Some sources of temporary working capital are given below: 1. Commercial bank: A commercial bank constitutes significant sources for short term or temporary working capital. This will be in the form of short term loans, cash credit, and overdraft and though discounting the bills of exchanges.

2. Public deposits: Most of the companies in recent years depend on this source to meet their short term working capital requirements ranging fro six month to three years. 3. Various credits: Trade credit, business credit papers and customer credit are other sources of short term working capital. Credit from suppliers, advances from customers, bills of exchanges, etc helps to raise temporary working capital 4. Reserves and other funds: Various funds of the company like depreciation fund. Provision for tax and other provisions kept with the company can be used as temporary working capital.The company should meet its working capital needs through both long term and short term funds. It will be appropriate to meet at least 2/3 of the permanent working capital equipments form long term sources, whereas the variables working capital should be financed from short term sources. The working capital financing mix should be designed in such a way that the overall cost of working capital is the lowest, and the funds are available on time and for the period they are really required.

SOURCES OF ADDITIONAL WORKING CAPITAL Sources of additional working capital include the following1. Existing cash reserves 2. Profits (when you secure it as cash) 3. Payables (credit from suppliers) 4. New equity or loans from shareholder 5. Bank overdrafts line of credit 6. Long term loans If we have insufficient working capital and try to increase sales, we can easily over stretch the financial resources of the business. This is called overtrading. Early warning signs include 1. Pressure on existing cash 2. Exceptional cash generating activities. Offering high discounts for clear cash payment 3. Bank overdraft exceeds authorized limit 4. Seeking greater overdrafts or lines of credit 5. Part paying suppliers or there creditor. 6. Management pre occupation with surviving rather than managing. Different Aspects of Working Capital Management

es/Creditors

MANAGEMENT OF INVENTORY Inventories constitute the most significant part of current assets of a large majority of companies. On an average, inventories are approximately 60% of current assets. Because of large size, it requires a considerable amount of fund. The inventory means and includes the goods and services being sold by the firm and the raw material or other components being used in the manufacturing of such goods and services.

Nature of Inventory: The common type of inventories for most of the business firms may be classified as raw-material, work-in-progress, finished goods.

Raw material: it is basic inputs that are converted into finished products through the manufacturing process. Raw materials inventories are those units which have been purchased and stored for future productions.

Work–in–process: Work-in-process is semi-manufactured products. They represent products that need more work before them become finished products for sale.

Finished goods: These are completely manufactured products which are ready for sale. Stocks of raw materials and work-in-process facilitate production, while stock of finished goods is required for smooth marketing operations. Thus inventories serve as a link between the production and consumption of goods.The levels of three kinds of inventories for a firm depend on the nature of business. A manufacturing firm will have substantially high levels of all the three kinds of inventories. While retail or wholesale firm will have a very high level of finished goods inventories and no raw material and work-inprocess inventories.

So operating cycle can be known as following:-

Raw Material

Work in Progress

Cash Collection from Debtors

Sales Finished Goods

Credit Sales

Cash Sales

CASH

BOOK DEBTS

RAW MATERIALS

FINISHED GODS

WIP

Need to hold inventories Maintaining inventories involves trying up of the company’s funds and incurrence of storage and holding costs. There are three general motives for holding inventories: Transactions Motive: IT emphasizes the need to maintain inventories to facilitate smooth production and sales operation. Precautionary Motive: It necessitates holding of inventories to guard against the risk of unpredictable changes in demand and supply forces and other factors. Speculative Motive: It influences the decision to increase or reduce inventory levels to take advantage of price fluctuations.

Management of Receivables/Debtors The Receivables (including the debtors and the bills) constitute a significant portion of the working capital. The receivables emerge whenever goods are sold on credit and payments are deferred by customers. A promise is made by the customer to pay cash within a specified period. The customers from whom receivable or book debts have to be collected in the future are called trade debtors and represents the firm’s claim or assets. Thus, receivable is s type of loan extended by the seller to the buyer to facilitate the purchase process. Receivable Management may be defined as collection of steps and procedure required to properly weight the costs and benefits attached with the credit policy. The Receivable Management consist of matching the cost of increasing sales (particularly credit sales) with the benefits arising out of increased sales with the objective of maximizing the return on investment of the firm.

Nature The term credit policy is used to refer to the combination of three decision variables: 1. Credit standards: It is the criteria to decide the type of customers to whom goods could be sold on credit. If a firm has more slow –paying customers, its investment in accounts receivable will increase. The firm will also be exposed to higher risk of default.

2. Credit terms: It specifies duration of credit and terms of payment by Customer Investment in accounts receivable will be high if customers are allowed extended time period for making payments. 3. Collection efforts: It determine the actual collection period. The lower the collection period, the lower the investment in accounts receivable and vice versa.

Management of Cash Cash management refers to management of cash balance and the bank balance and also includes the short terms deposits. Cash is the important current asset for the operations of the business. Cash is the basic input needed to keep the business running on a continuous basis. It is also the ultimate output expected to be realized by selling the service or product manufactured by the firm. The term cash includes coins, currency, and cheque held by the firm and balance in the bank accounts. Factors of Cash Management: Cash management is concerned with the managing of 1. Cash flows into and out of the firm 2. Cash flows within the firm and 3. Cash balance held by the firm at a point of time by financing deficit or

investing surplus cash. Sales generate cash which has to be disbursed out. The surplus cash has to be invested while deficit has to borrow. Cash management seeks to accomplish this cycle at a minimum cost and it also seeks to achieve liquidity and control. Motives of holding cash A distinguishing feature of cash as an asset is that it does not earn any substantial return for the business. Even though firm hold cash for following motives: Transaction motive: Precautionary motive Speculative motives Compensatory motive

Transaction motive: This refers to the holding of cash to meet routine cash requirement to finance. The transactions, which a firm carries on in the ordinary course of business. 1.Precautionary motive: This implies the needs to hold cash to meet unpredictable contingencies such as strike, sharp increase in raw materials prices. If a firm can borrow at short notice to pay them unforeseen contingency, it will need to maintain relatively small balances and vice-versa. 2. Speculative motives: It refers to the desire of the firm to take advantage of opportunities which present themselves at unexpected movements and which are typically outside the normal course of business. 3. Compensatory motive: Bank provides certain services to their client free of cost. They therefore, usually require client to keep minimum cash balance with them to earn interest and thus compensate them for the free service so provided.

Management of Payables/Creditors Creditors are a vital part of effective cash management and should be managed carefully to enhance the cash position. Purchasing initiates cash outflows and an over-zealous purchasing function can create liquidity problems. Consider the Following: -is it tightly managed or spread among a number of people? -holding and purchasing costs?

increase? MANAGEMENT OF WORKING CAPITAL Management of working capital is concerned with the problem that arises in attempting to manage the current assets, current liabilities. The basic goal of working capital management is to manage the current assets and current liabilities of a firm in such a way that a satisfactory level of working capital is maintained, i.e. it is neither adequate nor excessive as both the situations are bad for any firm. There should be no shortage of funds and also no working capital should be ideal. WORKING CAPITAL MANAGEMENT POLICES of a firm has a great on its probability, liquidity and structural health of the organization. So working capital management is three dimensional in nature as

1.

It concerned with the formulation of policies with regard to profitability, liquidity and risk.

2.

It is concerned with the decision about the composition and level of current assets.

3.

It is concerned with the decision about the composition and level of current liabilities.

WORKING CAPITAL ANALYSIS As we know working capital is the life blood and the centre of a business. Adequate amount of working capital is very much essential for the smooth running of the business. And the most important part is the efficient management of working capital in right time. The liquidity position of the firm is totally effected by the management of working capital. So, a study of changes in the uses and sources of working capital is necessary to evaluate the efficiency with which the working capital is employed in a business. This involves the need of working capital analysis. The analysis of working capital can be conducted through a number of devices, such as: 1.

Ratio analysis.

2.

Fund flow analysis.

3.

Budgeting.

METHODS OF WORKING CAPITAL ANALYSIS

There are so many methods for analysis of financial statements but RIL LTD used the following techniques:-

 Comparative size statements  Trend analysis  Cash flow statement  Ratio analysis A detail description of these methods is as follows:-

COMPARATIVE SIZE STATEMENTS:When two or more than two years figures are compared to each other than we called comparative size statements in order to estimate the future progress of the business, it is necessary to look the past performance of the company. These statements show the absolute figures and also show the change from one year to another.

TREND ANALYSIS:To analyze many years financial statements RIL LTD uses this method. This indicates the direction on movement over the long time and help in the financial statements.

Procedure for calculating trends:1. Previous year is taken as a base year. 2. Figures of the base year are taken 100. 3. Trend % are calculated in relation to base year.

CASH FLOW STATEMENT:Cash flow statements are the statements of changes in the financial position prepared on the basis of funds defined in cash or cash equivalents. In short cash flow statement summaries the cash inflows and outflows of the firm during a particular period of time.

Benefits for the RIL LTD:

To prepare the cash budget.



To compare the cash budgets .



To show the position of the cash and cash equivalents.

RATIO ANALYSIS:-

Ratio analysis is the process of the determining and presenting the relationship of the items and group of items in the statements.

Benefits of ratio analysis to RIL LTD:-

1. Helpful in analysis of financial statements. 2. Helpful in comparative study. 3. Helpful in locating the weak spots of the RIL LTD. 4. Helpful in forecasting. 5. Estimate about the trend of the business. 6. Fixation of ideal standards. 7. Effective control. 8. Study of financial soundness.

Types of ratio:-

 Liquidity ratio: They indicate the firms’ ability to meet its current obligation out of current resources.  Current ratio:- Current assets / Current liabilities  Quick ratio:-

Liquid assets / Current liabilities

Liquid assets =Current assets – Stock -Prepaid expenses  Leverage or Capital structure ratio: This ratio discloses the firms ability to meet the interest costs regularly and long term solvency of the firm.  Debt equity ratio:- Long term loans / Shareholders funds or net Worth  Debt to total fund ratio:- Long terms loans/ share holder funds +long term loan  Proprietary ratio:- Shareholders fund/ shareholders fund+long term loan  Activity ratio or Turnover ratio:- They indicate the rapidity with which the resources available to the concern are being used to produce sales.  Stock turnover ratio:- Cost of good sold/Average stock (Cost of good sold= Net sales/ Gross profit, Average stock=Opening stock+closing stock/2)

 Debtors turnover ratio:- Net credit sales/ Average debtors +Average B/R  Average collection period:- Debtors+B/R /Credit sales per

(Credit sales per day=Net credit sales of the year/365)  Creditors Turnover Ratio:- Net credit purchases/ Average Creditors + Average B/P  Average Payment Period: - Creditors + B/P/ Credit purchase per day.  Fixed Assets Turnover ratio:- Cost of goods sold/Net fixed Assets (Net Fixed Assets = Fixed Assets – depreciation) 

Working Capital Turnover Ratio:- Cost of goods sold/ Working Capital (Working capital= current assets – current liability)

 Profitability Ratios or Income ratios:- The main objective of every business concern is to earn profits. A business must be able to earn adequate profit in relation to the risk and capital invested in it.

 Gross profit ratio:- Gross profit / Net Sales * 100 (Net sales= Sales – Sales return)  Net profit Ratio:- Net profit / Net sales * 100 (Operating Net Profit= operating net profit/ Net Sales *100 or operating Net profit= gross profit – operating expenses) 

Operating Ratio :- Cost of goods sold + Operating expenses/Net Sales * 100

(Cost of goods sold = Net Sales – Gross profit, Operating expenses = office & administration expenses + Selling & distribution expenses + discount + bad debts + interest

on

short term loans)  Earning per share(E.P.S.) :- Net Profit – dividend on preference share / No. of equity shares  Dividend per share (D.P.S.):- Dividend paid to equity share Holders / No. of equity shares *100.  Dividend Payout ratio(D.P.) :- D.P.S. / E.P.S. *100

"Growth has no limit at Reliance. I keep revising my vision. Only when you can dream it, you can do it."

Dhirubhai H. Ambani Founder Chairman Reliance Group December 28, 1932 - July 6, 2002 The Reliance Group, founded by Dhirubhai H. Ambani (1932-2002), is India's largest private sector enterprise, with businesses in the energy and materials value chain. Group's annual revenues are in excess of US$ 44 billion. The flagship company, Reliance Industries Limited, is a Fortune Global 500 company and is the largest private sector company in India.

Reliance enjoys global leadership in its businesses, being the largest polyester yarn and fibre producer in the world and among the top five to ten producers in the world in major petrochemical products. Major Group Companies are Reliance Industries Limited (including main subsidiary Reliance Retail Limited) and Reliance Industrial Infrastructure Limited

ABOUT TELECOM INDUSTRY

World telecom industry is an uprising industry, proceeding towards a goal of achieving two third of the world's telecom connections. Over the past few years information and communications technology has changed in a dramatic manner and as a result of that world telecom industry is going to be a booming industry. Substantial economic growth and mounting population enable the rapid growth of this industry. The world telecommunications market is expected to rise at an 11 percent compound annual growth rate at the end of year 2010. The leading telecom companies like AT&T, Vodafone,

Verizon, SBC Communications, Bell South, Qwest Communications are trying to take the advantage of this growth. These companies are working on telecommunication fields like broadband technologies, EDGE(Enhanced Data rates for Global Evolution) technologies, LAN-WAN inter networking, optical networking, voice over Internet protocol, wireless data service etc. Economical aspect of telecommunication industry: World telecom industry is taking a crucial part of world economy. The total revenue earned from this industry is 3 percent of the gross world products and is aiming at attaining more revenues. One statistical report reveals that approximately 16.9% of the world population has access to the Internet. Present market scenario of world telecom industry: Over the last couple of years, world telecommunication industry has been consolidating by allowing private organizations the opportunities to run their businesses with this industry. The Government monopolies are now being privatized and consequently competition is developing. Among all, the domestic and small business markets are the hardest.

INDIAN OVERVIEW

Today the Indian telecommunications network with over 375 Million subscribers is second largest network in the world after China. India is also the fastest growing telecom market in the world with an addition of 9- 10 million monthly subscribers. The teledensity of the Country has increased from 18% in 2006 to 33% in December 2008, showing a stupendous annual growth of about 50%, one of the highest in any sector of the Indian Economy. The Department of Telecommunications has been able to provide state of the art world-class infrastructure at globally competitive tariffs and reduce the digital divide by extending connectivity to the unconnected areas. India has emerged as a major base for the telecom industry worldwide. Thus Indian telecom sector has come a long way in achieving its dream of providing affordable and effective communication facilities to Indian citizens. As a result common man today has access to this most needed facility.

ABOUT RELIANCE INDUSTRIES LIMITED MISSION & VISION “Continuously innovate to remain Partners in human progress by Harnessing science & technology in the petrochemicals domain”

OUR MISSION “Be a globally preferred Business associate with responsible Concern for ecology, society, and stake holder’s value”.

VALUES & QUALITY POLICY OUR VALUES “Integrity, Respect for People, Unity of Purpose, Outside-in Focus, Agility and Innovation”.

QUALITY POLICY “Bare committed to meet customers’ requirements through continual improvement Of our quality management systems. We shall sustain organizational excellence through visionary leadership and innovative efforts”.

Products & Brands The Company expanded into textiles in 1975. Since its initial public offering in 1977, the Company has expanded rapidly and integrated backwards into other industry sectors, most notably the production of petrochemicals and the refining of crude oil. The Company from time to time seeks to further diversify into other industries. The Company now has operations that span from the exploration and production of oil and gas to the manufacture of petroleum products, polyester products, polyester intermediates, plastics, polymer intermediates, chemicals and synthetic textiles and fabrics. The Company's major products and brands, from oil and gas to textiles are tightly integrated and benefit from synergies across the Company. Central to the Company's operations is its vertical backward integration strategy; raw materials such as PTA, MEG, ethylene, propylene and normal paraffin that were previously imported at a higher cost and subject to import duties are now sourced from within the Company. This has had a positive effect on the Company's operating margins and interest costs and decreased the Company's exposure to the cyclicality of markets and raw material prices. The Company believes that this strategy is also important in maintaining a domestic market leadership position in its major product lines and in providing a competitive advantage. The Company's operations can be classified into four segments namely: 

Petroleum Refining and Marketing business



Petrochemicals business



Oil and Gas Exploration & Production business



Others

The Company has the largest refining capacity at any single location. The Company is: 

Largest producer of Polyester Fibre and Yarn



4th largest producer of Paraxylene (PX)



5th largest producer of Polypropylene (PP)



7th largest producer of Purified Terephthalic Acid (PTA) and Mono Ethylene Glycol (MEG)

Manufacturing Facilities Reliance Industries Limited operates world-class manufacturing facilities across the country at Allahabad, Barabanki, Dahej, Hazira, Hoshiarpur, Jamnagar, Nagothane, Nagpur, Naroda, Patalganga, Silvassa and Vadodara. Allahabad Manufacturing Division is located in Allahabad, Uttar Pradesh. It is equipped with batch polymerization and continuous polymerization facilities. Barabanki Manufacturing Division is located near Lucknow, Uttar Pradesh. It manufactures Black Fibre. Dahej Manufacturing Division is located near Bharuch, Gujarat. It comprises of an ethane / propane recovery unit, a gas cracker, a caustic chlorine plant and 4 downstream plants, which manufacture polymers and fibre intermediates. Hoshiarpur Manufacturing Division is located in Hoshiarpur, Punjab. It manufactures a wide range of PSF, PFF, POY and polyester chips.

Hazira Manufacturing Division is located near Surat, Gujarat. It comprises of a Naptha cracker feeding downstream fibre intermediates, plastics and polyester plants. Jamnagar Manufacturing Division is located near Jamnagar. It comprises of a petroleum refineries and associated petrochemical plants. The refineries are equipped to refine various types of crude oil (sour crude, sweet crude or a mixture of both) and manufactures various grades of fuel from motor gasoline to Aviation Turbine Fuel (ATF). The petrochemicals plants produces plastics and fibre intermediates. Nagothane Manufacturing Division is located in Raigad, Maharashtra. It comprises of an ethane and propane gas cracker and five downstream plants for the manufacture of polymers, fibre intermediates and chemicals. Nagpur Manufacturing Division is located in Nagpur, Maharashtra. It manufactures polyester filament yarn, dope-dyed specialty products of different ranges, fully drawn yarn and polyester chips. Naroda Manufacturing Division is located near Ahmedabad, Gujarat, is RIL’s first manufacturing facility. This synthetic textiles and fabrics manufacturing facility manufactures and markets woven and knitted fabrics for home textiles, synthetic and worsted suiting and shirting, ready to wear garments and automotive fabrics. Patalganga Manufacturing Division is located near Mumbai, Maharashtra. It comprises of polyester, fibre intermediates and linear alklyl benzene manufacturing plants. Silvassa Manufacturing Division is located in the Union Territory of Dadra and Nagar Haveli. It manufactures a wide range of specialty products such

as Recron Stretch, Linen Like, Melange, Thick-n-thin and Bi-shrinkage yarns. Vadodara Manufacturing Division is located in Vadodara, Gujarat. It comprises of a Naptha cracker and 15 downstream plants for the manufacture of polymers, fibres, fibre intermediates and chemicals. Each of these complexes has world class manufacturing facilities.

INOVATIONS OF RIL

For those who study innovative organizations Reliance Industries will be a shining example of how innovation is practised in almost everything that they do. Here are few things that set them apart: 

"Impossible is an inspiring word" - Nothing turns on the leadership at Reliance Industries than this magical word. Again to quote the Jamnagar example, it was considered impossible to turn a barren land

into a greenbelt. Today mangoes grown in Jamnagar are sold in Harrods London. 

"Hands on thinking, hands off execution." - It is characteristic of Reliance leadership. They think everything through and meticulous planning is their hall mark. When it comes to execution empowerment delegation down to the last employee in the chain is clearly demonstrated.



"First time it is learning. Second time it is a mistake." - Mistakes are never frowned upon; instead they are treated as a learning opportunity. It is one such mistake converted to learning that created the world's largest 'Craft Centre' located at Jamnagar. Cumulatively it has trained 1, 50,000 workmen - electricians, welders, carpenters.



"Sense of urgency" - Reliance speed is legendary now. Reliance has mastered project management skills and has made it virtually into a fine art. It is this sense of speed that restored operations in record time in Jamnagar, Patalganga and Hazira after being affected by cyclones and floods.

"Hard work, timely decisions, speed and ingenuity" says one of the senior managers of Reliance Industries to sum up what Reliance is all about. It is evident that Reliance Industries is where it is today because of Innovation in thinking and execution. Given its ambition for India and its own organization Reliance leadership has now taken on a major initiative in the innovation domain.

OBJECTIVES OF THE STUDY

OBJECTIVES OF STUDY  Find out Ratios related to working capital management of RIL and compare with last 5 years.  Find deviation of calculated from standard or Norms.  To study the customer preference towards reliance communications as compared to its competitors namely Airtel, Vodafone, Idea, Tata Docomo.  To suggest measures to improve its market share and positioning.

SCOPE OF STUDY

The scope of this study is to provide an insight into concept of working capital management and illustrate it by actually working capital management of RIL. This study also provides insight of the customer preference of Reliance Communications and its market share as compared to Airtel, Vodafone, Idea, Tata Docomo

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY For every comprehensive research a proper research methodology is indispensable & it has to be properly conceived. The methodology adopted by me is as follows:-

RESEARCH PROBLEM  To know the working capital management of RIL with the help of ratio analysis.  To analyze the market strength of reliance communications.

HYPOTHESIS OF THE STUDY A research hypothesis is the statement created by a researcher when they speculate upon the outcome of a research or experiment. For the study of customer preference towards Reliance Communications the following hypothesis was set up.  H0: There is no significant relationship between factors and satisfaction level.  H1: There is significant relationship between factors and satisfaction level.

RESEARCH DESIGN According to Clifford Woody, “research comprises defining and redefining problems, formulating hypothesis or suggested solutions; collecting, organizing and evaluating data; making deductions and reaching conclusions; and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. This research is divided in two parts: (i)

Working Capital Management through secondary data based on certain parameters;

(ii)

an exploratory research based on a survey of the concerning literature. A sample survey was conducting with the help of Scheduling Method of collecting data i.e. personally the enumerator visited and got the questionnaires filled from the respondents. The enumerator in this method helps the respondents in recording their answers to various questions in the said schedules.

SOURCES OF DATA There are two types of data viz. primary and secondary. The primary data are those which are collected afresh and for the first time, and thus happen to be original in character. The secondary data, on the other hand, are those which have already been collected by someone else and which have already been passed through the statistical process. For this research report, primary data was collected through questionnaires from customers and recharge dealers of sector 8 and 9 and there was no bias

on the part of the enumerator while selecting the sample for the analysis concerning Reliance Competitors. Secondary data was used for the working capital management of RIL that is company annual reports, profit and loss account and balance sheet for the years 2008-09, 2009-10, 2010-11, 2011-12, 2012-13 brochures from recharge dealers, magazines and newspapers.

SAMPLE SIZE For this research, in part one, a sample size of annual reports for 5 years 2008-09, 2009-10, 2010-11, 2011-12, 2012-13 were taken. For the second part, a sample size of 100 respondents was taken out of the total customers using mobile phones.

SAMPLE AREA

The sample area was Bhopal involved respondents coming to recharge dealers in sector 8 and 9 and the residents of sector 8.

STATISTICAL TOOLS USED The various statistical tool used were data distribution tables, graphs and pie charts. Ratio analysis was used for determining the working capital management of RIL. Hypothesis testing through Chi Square test was used in Customer Preference Towards Reliance Communications.

LIMITATIONS OF THE STUDY Following were the limitations of the study:  Time was limited.  The sample size of 100 is very small and more than that could not be possible.  The study was only based on the survey of respondents in CHANDIGARH and no other area could be undertaken for the survey due to lack of transport and time.  This of working capital management is based solely upon the annual reports of the company in hard copy and through company website. Only 5 companies could be compared for the market analysis in order to avoid complexity of data.

DATA COLLECTION

Types of data collection There are two types of data collection methods available. 1. Primary data collection 2. Secondary data collection

1) Primary data collection method The primary data is that data which is collected fresh or first hand, and for first time which is original in nature. Primary data can collect through personal interview, questionnaire etc. to support the secondary data.

2) Secondary data collection method The secondary data are those which have already collected and stored. Secondary data easily get those secondary data from records, journals, annual reports of the company etc. It will save the time, money and efforts to collect the data. Secondary data also made available through trade magazines, balance sheets, books etc. This project is based on primary data collected through personal interview of head of account department, head of SQC department and other concerned staff member of finance department. But primary data collection had limitations such as matter confidential information thus project is based on secondary information collected through five years annual report of the company, supported by various books and internet sides. The data collection was aimed at study of working capital management of the company

Data analysis & Interpretation

(WORKING CAPITAL MANAGEMENT OF RIL)  CURRENT RATIO It is also known as “working capital ratio” .It is a measures of short-term financial strength of the business and shows whether the business will be able to meet it’ s current liabilities as when they mature.

Current Assets including assets which can be converted in to cash easily and itself like market securities debtors, inventory, prepaid expenses etc. Current Liabilities included creditors, bills payable, accrual expenses, short term bank loan, income tax liabilities and long term debt maturity in current year. In short it can be said as all obligation within a year are included in current liabilities. Current ratio is a measure of the firm’s short term solvency. It indicate the availability of current assets in rupee of current liabilities. As a conventional rule, a current ratio should be or slightly more. It focuses the strong of weak position of the company.

For the year:

2008 - 09 =

Rs. 58746.07

= 1.61:1

Rs. 35756.98 2007 - 08 =

Rs. 51488.87

= 2.19:1

Rs. 23417.51 2006 - 07 =

Rs. 29913.35

= 1.77:1

Rs. 16865.53 2005 - 06 =

Rs. 24574.45

= 1.96:1

Rs. 12563.50 2004 - 05 =

Rs. 28452.51

= 2.14:1

Rs. 13283.95

YEARS

CURRENT RATIO

2008-09

1.61:1

2007-08

2.19:1

2006-07

1.77:1

2005-06

1.96:1

2004-05

2.14:1

CURRENT RATIO

CURRENT RATIO

2.5 2

2.19 1.61

1.77

1.96

2.14

1.5 CURRENT RATIO

1 0.5 0 2008- 2007- 2006- 2005- 200409 08 07 06 05 YEARS

INTERPRETATION: It is generally believed that 2:1 ratio shows a comfortable working capital position. The tendon committee appointed by RBI had wide recommended a current ratio of 2:1. Company has maintained this ration and increased it year by year. A current ratio is 1.61 in the current year. But in the other year the ratio is nearer to 1:2 so we can say that the company having comfortable working capital position.



ACID-TEST RATIO

The measure of absolute liquidity may be obtained only cash and bank balance as well as only ready marketable security with liquid liabilities. This is every existing standard of liquidity and it is satisfaction if the ratio is 1.50:1.

For the year: 2008 - 09 =

Rs. 58746.07 – 20109.61 = 1.08:1 Rs.

2007 - 08 =

Rs. 51488.87 - 19126.14 = 2.19:1 Rs.

2006 - 07 =

= 1.38:1

16865.53

Rs. 24574.45 – 10119.82 Rs.

2004 - 05 =

23417.51

Rs. 29913.35 – 12136.51 Rs.

2005 - 06 =

35756.98

= 1.15:1

12563.50

Rs. 28452.51 – 7412.88

= 1.58:1

Rs.

13283.95

YEARS

ACID-TEST RATIO

2008-09

1.08:1

2007-08

1.38:1

2006-07

1.05:1

2005-06

1.15:1

2004-05

1.58:1

ACID-TEST RATIO

ACID-TEST RATIO 1.8 1.6 1.4 1.2 1 0.8 0.6 0.4 0.2 0

ACID-TEST RATIO

2008-09

2007-08

2006-07

2005-06

2004-05

YEARS

INTERPRETATION: Acid-test ratio is near to one in current year that is 1.08 as compare to 1.38 in the previous year. Over all the acid-test ratio of last five year is very

satisfactory so we can conclude that the absolute liquidity of the Reliance Industries Limited is in favor. 

DEBTORS TURNOVER RATIO

This ratio shows the proportion of sales to average receivables. It shows the efficiency of the collection policy of the firm. The higher the ratio, the less satisfactory position of the firm. Higher ratio indicates weak collection policy of the firm.

For the year: 2008 - 09 =

Rs. 151224.01 = 31.21:1 Rs. 4844.97

2007 - 08 =

Rs. 137146.66 = 22.60:1 Rs.

2006 - 07 =

6068.30

Rs. 111692.72

= 29.92:1

Rs. 3732.42 2005 - 06 =

Rs. 81211.33

= 19.50:1

Rs. 4163.62 2004 - 05 =

Rs. 66051.30 Rs. 3927.81

= 16.82:1

YEARS

DEBTORS TURNOVER RATIO

2008-09

31.21:1

2007-08

22.60:1

2006-07

29.92:1

2005-06

19.50:1

2004-05

16.82:1

DEBTORS TURNOVER RATIO

DEBTORS TURNOVER RATIO

35 30 25 20

DEBTORS TURNOVER RATIO

15 10 5 0 2008-09 2007-08 2006-07 2005-06 2004-05 YEARS

INTERPRETATION: We know that the higher Debtor’s turnover ratio is not good for the firm. In the year 2008-09 it is 31.21:1 but in the previous year it was 22.60:1. So some improvement is needed.

 CREDITOR’S TURNOVER RATIO : Creditor’s turnover ratio shows the proportion of purchase to account payable number of days within which we make payment to our creditors for credit purchases estimated the creditors ratio if this ratio is higher it means company has to check whether company is making payment within credit period available. If it is making payment before the due date means the company is not taking full advantage of it credit period and if company making the payment the period that indicates that the company is not taking the benefit of discount allowed.

For the year: 2008 - 09 =

Rs. 118961.16 = 3.33:1 Rs. 35756.98

2007 - 08 =

Rs. 108270

= 4.62:1

Rs. 23417.51 2006 - 07 =

Rs. 92301.09

= 5.47:1

Rs. 16835.53 2005 - 06 =

Rs. 69043.43

= 5.49:1

Rs. 12563.50 2004 - 05 =

Rs. 52715.92 Rs. 13283.95

= 3.96:1

CREDITOR’S TURNOVER RATI

YEARS 2008-09

3.33:1

2007-08

4.62:1

2006-07

5.47:1

2005-06

5.49:1

2004-05

3.96:1

CREDITOR’S TURNOVER RATIO

5.47 5.49

6 4.62

5 4

3.96

3.33

3 2

CREDITOR’S TURNOVER RATIO

1 0 2008- 2007- 2006- 2005- 200409 08 07 06 05 YEARS

INTERPRETATION:

Higher Ratio of creditor turnover forces the company to check that payment is made with in credit period properly or not. The creditors’ turnover ratio is 3.33 in 2008-09 as compare to 2007-08 the ratio is 4.62 which is higher than the other years.

 INVENTORY TURNOVER RATIO This ratio is also known as “stock turnover ratio”. The number of times the average stock is turnover during the year is known as stock turnover. It is computed by deciding the sales by the inventory. The ratio is important in joining the ability of management which it can move the stock.

For the year: 2008 - 09 =

Rs. 151224.01 = 7.51 times Rs. 20109.61

2007 - 08 =

Rs. 137146.66 = 7.17 times Rs. 19126.14

2006 - 07 =

Rs. 111692.72

= 9.20 times

Rs. 12136.51 2005 - 06 =

Rs. 81211.33

= 8 times

Rs. 10119.82 2004 - 05 =

Rs. 66051.30 Rs. 7412.88

= 8.91 times

YEARS

INVENTORY TURNOVER RATIO

2008-09

7.51 times

2007-08

7.17 times

2006-07

9.20 times

2005-06

8.00 times

2004-05

8.91 times

INVENTORY TURNOVER RATIO

INVENTORY TURNOVER RATIO 10 8

9.2 7.51

8

7.17

6 4 2 0 2008-09

2007-08

2006-07

2005-06

YEARS INVENTORY TURNOVER

RATIO

INTERPRETATION: Higher the ratio more profitability the business would be. The ratio is joining the ability of management with which it can move the stock. Inventory turnover ratio is highest in the year 2006-07 is 9.20 as compare to the other year but in current year it is 7.51 which is little lower than previous year but it is obvious that in heavy industries like Reliance Industries Limited have lower ration as compare to FMCG.

 NET WORKING CAPITAL TURNOVER RATIO

Net working capital turnover ratio is obtained by net working capital joining to sales. The excess of current assets over current liabilities is called working capital. It is found for measuring firm liquidity. It also measures the firm potential reserve of funds.

For the year: 2008 - 09 =

Rs. 151224.01 = 5.83 times Rs. 19874.06

2007 - 08 =

Rs. 137146.66

= 5.57 times

Rs. 24622.18 2006 - 07 =

Rs. 111692.72

= 9.85 times

Rs. 11334.95 2005 - 06 =

Rs. 81211.33

= 10 times

Rs. 8119.97 2004 - 05 =

Rs. 66051.30

= 5.83 times

Rs. 11320

YEARS

WORKING CAPITAL TURNOVER RATIO

2008-09 2007-08 2006-07 2005-06 2004-05

7.60 times 5.57 times 9.85 times 10.00 times 5.83 times

WORKING CAPITAL TURNOVER RATIO

YEARS

2004-05

5.83

2005-06

10

2006-07

9.85

2007-08 2008-09

5.57

WORKING CAPITAL TURNOVER RATIO

7.6 WORKING CAPITAL TURNOVER RATIO

INTERPETATION:

As per the balance sheet data of the creditor the working capital turnover ratio is different for the different years. The ratio is 7.60 in 2008-09 and 5.57 in 2007-08 but the best favorable ratio is in 2005-06 which is 10 times. So it means that higher the ratio better the working capital condition of the company.

 DEBTOR COLLECTION PERIOD

The Debt Collection shows the number of days taken to collect the debts of credit sales. It shows the efficiency and collection policy of the company. The ratio is computed by dividing the Debtor’s turnover ratio in to 365 days.

For the year:

2008 - 09 = 365 days

= 11 days

31.21 2007 - 08 = 365 days

= 16.15 days

22.60 2006 - 07 = 365 days

= 12.20 days

29.92 2005 - 06 = 365 days

= 18.71 days

19.50 2004 - 05 = 365 days 16.82

= 21.70 days

YEARS

DEBTORS COLLECTION PERIOD

2008-09 2007-08 2006-07 2005-06 2004-05

11.00 days 16.15 days 12.20 days 18.71 days 20.71 days

DEBTORS COLLECTION PERIOD

NUMBER OF DAYS

25 20 15 10 DEBTORS COLLECTION PERIOD

5 0 2008-09 2007-08

2006-07

2005-06

2004-05

YEARS

INTERPRETATION:

The collection period is highest in 2004-05 is 20.71 days as compare to very low in 2008-09 is only 11 days. This shows the improvement in collection policy of the Reliance Industries Limited. So it is very important for any company to collect the debs which this company do very well.

STATEMENT OF RATIO ANALYSIS RATIOS

2008-09

2007-08

2006-07

2005-06

2004-05

Current ratio

1.64

2.19

1.77

1.96

2.14

Acid-test ratio

1.08

1.38

1.05

1.15

1.58

Debtor’s turnover ratio

31.21

22.60

29.92

19.50

16.82

Creditor’s turnover ratio

3.33

4.62

5.47

5.49

3.96

Inventory turnover ratio

7.51

7.17

9.20

8.00

8.91

Net-working capital turnover 7.60 ratio

5.57

9.85

10.00

5.83

16.15

12.20

18.71

21.70

11

Debt collection period

Debt collection period

Networking capital turnover

Inventory turnover ratio

Creditor’s turnover ratio

Debtor’s turnover ratio

Acid-test ratio

35 30 25 20 15 10 5 0 Current ratio

VALUES

COMPREHENSIVE ANALYSIS

RATIOS 2008-09

2007-08

2006-07

2005-06

2004-05

TABLE 1

CONSUMER PREFERENCE TOWARDS CELL PHONE SERVICE PROVIDERS

NAME OF THE SERVICE

NUMBER OF

PROVIDER

RESPONDENTS

1

Reliance Communications

49

2

Airtel

54

3

Vodafone

61

4

Idea

23

5

Tata Docomo

39

NUMBER OF RESPONDENTS

S.NO

70 60 50 40 30 20 10 0 NUMBER OF RESPONDENTS

SERVICE PROVIDER

INTERPRETATION:

 Most of the Respondents prefer Vodafone followed by Airtel, Reliance Communications, Tata Docomo and Idea respectively.  The number of respondents are more than 100 because of multiple responses by the respondents.

TABLE 2 SERVICE PREFERENCE OF RESPONDENTS ON THE BASIS OF AGE WISE CLASSIFICATION S.NO

UPTO 20 years.

NAME OF THE SERVICE PROVIDER

21-30

% OF RESPON DENTS 32

years NO. OF RESPON DENTS 21

1

Reliance Communications

NO. OF RESPOND ENTS 8

2

Airtel

9

36

19

30.2

3

Vodafone

6

24

21

33.87

4

Idea

2

8

0

0

5

Tata Docomo

0

0

1

1.6

TOTAL

25

100

62

31-40 years

40 years and Above

% OF RESPON DENTS 33.8

100

TOTAL

NO. OF RESPONDE NTS

% OF RESPONDEN TS

NO. OF RESPONDEN TS

% OF RESPONDEN TS

1

16.67

2

28.57

32

32

2

33.33

4

57.14

34

34

3

50

1

14.29

31

31

0

0

0

0

2

2

0

0

0

0

1

6

100

7

100

100

NO. OF RESPOND ENTS

% OF RESPO NDENT S

100

25

NUMBER OF RESPONDENTS

20 15 10

UPTO 20 years

5

21-30 years 31-40 years

0

40 and Above

SERVICE PROVIDER

INFERENCE:  Among respondents upto 20 years of age group, majority of them (i.e. 36%) are using Airtel folllowed by Reliance users(32%).  Consumers in the age group of 21 – 30 years 57% of respondents are mostly

prefer

Vodafone

and

Reliance(33.8%

and

33.87%

respectively) and 30% of the respondents are using Airtel.  50% of customers are using Vodafone, who are in the age group of 31 – 40 years.  41 and above – 57% of the respondents are using Airtel and 28.57% of respondents are using Reliance.

TABLE 3 COMPOSITION OF RESPONDENTS ON THE BASIS OF MARITAL STATUS S.NO. MARITAL STATUS

NUMBER OF RESPONDENTS

% OF RESPONDENTS

1.

MARRIED

33

33

2

UNMARRIED

67

67

100

100

TOTAL

70

NUMBER & %age OF RESPONDENTS

60 50 40 MARRIED 30

UNMARRIED

20 10 0 NUMBER OF RESPONDENTS

% OF RESPONDENTS

MARITAL STATUS

INFERENCE:

The married respondents are using cell phones in 33%, but the unmarried respondents are using cell phones in 67%.

TABLE 4

COMPOSITION OF RESPONDENTS ON THE BASIS OF EDUCATION QUALIFICATION S.NO.

EDUCATIONAL NUMBER OF QUALIFICATION RESPONDENTS

% OF RESPONDENTS

1.

32

32

2

UPTO HIGHER SENIOR SECONDARY GRADUATES

61

61

3

PROFESSIONALS

7

7

4

OTHERS

0

0

100

100

TOTAL

EDUCATIONAL QUALIFICATION PROFESSIONALS 7%

OTHERS 0% UPTO HIGHER SENIOR SECONDARY 32%

GRADUATES 61%

INFERENCE:

The majority of the respondents 62.50% (graduates) are using cell phones and 30.77% (upto HSC) respondents are using cell phones

TABLE 5

COMPOSITION OF RESPONDENTS ON THE BASIS OF OCCUPATION S.NO.

OCCUPATION

NUMBER OF RESPONDENTS

% OF RESPONDENTS

1.

BUISNESS

12

12

2

PROFESSIONAL

2

2

3

EMPLYOEE

33

33

4

HOME MAKER

8

8

5

STUDENT

44

44

6

OTHERS

1

1

100

100

TOTAL

OCCUPATION

OTHERS STUDENT HOME MAKER EMPLOYEE

% OF RESPONDENTS

PROFESSIONAL

NUMBER OF RESPONDENTS

BUISNESS 0

10

20

30

40

50

NUMBER AND %age OF RESPONDENTS

INFERENCE:

44% of the total sample who are students are using cell phones, followed by employees (33%), businessmen (8%), home makers (8%) and others (1%). TABLE 6

TABLE SHOWING SOURCE OF INFORMATION TO SELECT SERVICE PROVIDERS S.NO.

OCCUPATION

NUMBER OF RESPONDENTS

% OF RESPONDENTS

1.

Family Members

40

40

2

Neighbours

2

2

3

Relations

5

5

4

Friends

37

37

5

Advertisement

4

4

6

Dealers

6

6

7

Others

6

6

100

100

TOTAL

SOURCE OF INFORMATION TO SELECT SERVICE PROVIDERS

4%

6%

Family Members

6% 40%

Neighbours Relations Friends

37%

Advertisement

5%

Dealers 2%

Others

INFERENCE:

The most influencing factor for choosing the service provider according to the respondents is Family Members (40%) followed by Friends (37%), Dealers and Others (6% both), Relations (5%), Advertisement (4%) and Neighbours (2%).

TABLE NO: 8

COMPOSITION OF RESPONDENTS ON THE BASIS OF PURPOSE OF PURCHASE OF THE CELL PHONES S.NO.

PURPOSE

NUMBER OF RESPONDENTS

% OF RESPONDENTS

1.

For Business

42

42

2

For Personal

58

58

100

100

TOTAL

60 NUMBER AND %age OF RESPONDENTS

50 40 For Buiness

30

For Personal

20 10 0 NUMBER OF RESPONDENTS

% OF RESPONDENTS

PURPOSE OF USE

INFERENCE: 42% of respondents are using cell phones for their business, and 58% of respondents are using cell phones for their personal usage.

TABLE 10

AWARENESS OF VARIOUS SCHEMES

1

2

3

4

5

VARIOUS SERVICES

SCHEME OF INITIAL PURCHASE BALANCE OF TALK CHARGES PERIODICA L OFFERS CALL WAITING AND CALL DIVERTING OPTION MODES OF PAYMENT

AWARE NO.OF RESPON DENTS 61

% OF RESPON DENTS 61

UNAWARE NO.OF RESPON DENTS 39

% OF RESPON DENTS 39

TOTAL NO.OF RESPOND ENTS 100

% OF RESPONDEN TS 100

63

63

37

37

100

100

58

58

42

42

100

100

61

61

39

39

100

100

54

54

46

46

100

100

AWARENESS OF VARIOUS SERVICES AMONG RESPONDENTS NUMBER OF RESPONDENTS

S.No

70 60 50 40 30 20

AWARE

10

UNAWARE

0 Sceme of Initial Purchase

Balance of Talktime

Periodical Offers

SERVICE

Call Waiting and Call Divertion Option

Modes of Payment

INFERENCE: 63% of respondents are aware about the talk charges, 58% of respondents are aware about various periodical offers and 39 % are unaware of call waiting and call diverting option. 46% of respondents are unaware about the modes of payment and 61% of respondents only aware about the schmes of initial purchase

TABLE NO: 11 INFLUENCING FACTORS TO SELECT THE SERVICE PROVIDER S.NO.

FACTORS

NUMBER OF RESPONDENT

1.

Deposit Amount

13

2

Brand Image

45

3

Availability

10

4

Credit Facility for Connection

8

5

Customer Care Service

17

6

Service Charges

7

TOTAL

INFERENCE:

45% of respondents are purchasing a particular service provider by its Brand Image, 17% of respondents are choosing the particular service provider by their customer care service, 13% by Deposit Amount, 10% by Availability, 8% by Credit Facility for Connection and 7% by Service Charges.

100

TABLE NO: 12

CONSUMER’S SATISFACTION LEVEL ON THE BASIS OF PRICE OF THE CELL PHONE PROVIDERS

S.N O

SATISFACTO RY

2

SERVICE HIGHLY PROVIDER SATISFACTO RY Reliance 28 Comunicatio ns Airtel 30

3

Vodafone

4 5

1

TOTA L

12

NON SATISFACTO RY 9

20

4

54

38

13

10

61

Idea

10

5

13

38

Tata Docomo

14

7

3

24

49

NUMBER OF RESPONDENTS

SATISFACTION LEVEL ON THE BASIS OF PRICE 40 30 20 HIGHLY SATISFACTORY

10

SATISFACTORY

0

NON SATISFACTORY

SERVICE PROVIDER

INFERENCE:

38% of the respondents are highly satisfied for the price of Vodafone followed by Airtel, reliance Communications, Tata Docomo and Idea respectively. People using Idea service are not satisfied in majority out of the total number of respondents using Idea service.

TABLE NO: 13

CONSUMER’S SATISFACTION LEVEL ON THE BASIS OF AFTER SALES SERVICE OF THE SERVICE PROVIDER S.N O

SATISFACTO RY

2

SERVICE HIGHLY PROVIDER SATISFACTO RY Reliance 31 Comunicatio ns Airtel 45

3

Vodafone

4 5

1

TOTA L

12

NON SATISFACTO RY 6

5

4

54

39

12

10

61

Idea

9

5

14

38

Tata Docomo

15

6

3

24

49

CUSTOMER SATISFACTION LEVEL ON THE BASIS OF AFTER SALES SERVICE PROVIDED BY THE SERVICE PROVIDER 70 60 50 40 30 20 10 0

6 12 31

4 5 45

10 12 39 14 5 9

3 6 15

NON SATISFACTORY SATISFACTORY HIGHLY SATISFACTORY

INFERENCE:

Majority of the respondents (45) are highly satisfied about after sales service by Airtel, followed by Vodafone, Reliance, Tata Docomo and Idea respectively. 12 (Reliance users) and 5 (Airtel users) are satisfied (average) by the after sales service. 14 respondents of total Idea users are dissatisfied

by the after sales service whereas only 6 and 4 users of Reliance and Airtel are dissatisfied. TABLE NO 15

CONSUMER’S ATTITUDE TOWARDS THE IMPORTANCE OF CELL PHONES CALCULATION OF SATISFACTORY SCORES S.NO.

NATURE

NUMBER OF

%age OF

RESPONDENTS

RESPONDENTS

1

Necessity

64

64

2

Status

25

25

3

Luxury

11

11

TOTAL

100

100

ATTITUDE OF RESPONDENTS TOWARDS IMPORTANCE OF CELL PHONES

Luxury 11%

Status 25% Necessity 64%

INFERENCE:

64% of the respondents state that cell phones are necessity, 25% state cell phones as a status symbol and 11% of respondents are only states that cell phones are luxury.

TABLE 16

REASONS FOR FACING DIFFICULTY IN CELL PHONE CONNECTION REASONS

NO. OF RESPONDENTS

Coverage

42

Service

32

Clarity

45

Network Busy

56

NO. OF RESPONDENTS 60

NUMBER OF RESPONDENTS

50 40 30 NO. OF RESPONDENTS

20 10 0 Coverage

Service

Clarity

Network Busy

REASONS FOR DIFFICULTY

INFERENCE:

Majority of respondents face difficulty in their cell phone connection due to Network problem followed by Coverage problem, clarity and Service.

OBSERVATIONS & FINDINGS

OBSERVATIONS & FINDINGS Findings of working capital management of RIL  The company having comfortable working capital position.  The absolute liquidity of the Reliance Industries Limited is in favour.  The collection policy of the company is very good.  The creditors turnover ratio is 3.33 in 2008-09 as compare to 2007-08 the ratio is 4.62 which is higher than the other years.  Inventory turnover ratio is highest in the year 2006-07 is 9.20 as compare to the other year but in current year it is 7.51 which is little bit lower than previous year but it is obvious that in heavy industries like Reliance Industries Limited have lower ratio as compared to FMCG.  The working capital ratio is 7.60 in 2008-09 and 5.57 in 2007-08 but the best favorable ratio is in 2005-06 which is 10 times. So it indicates better working capital condition of the company.  This is an improvement in collection policy of the Reliance Industries Limited.

FINDINGS FOR RELIANCE COMMUNICATIONS (CUSTOMER PREFERENCE)  On the basis of consumer preference, majority of the peoples are preferred Vodafone and Reliance at the 3rd position.  On the basis of age group, most of the respondents (33.8%), are using Reliance, who are in the age group of 21-30 years.  On the basis of marital status mostly unmarried respondents are using cell phones than married respondents.  On the basis of educational qualification, most of the graduates are using cell phones.  On the basis of occupation, the students and employees are using cell phones in more level.  On the basis of family income, 45% of the respondents are using cell phones, who are all get family income of Rs.5, 001 – 10, 000.  Majority of the peoples choose the service provider by family members influence.  4% of respondents are only influenced by advertisements.  Majority of the peoples are using cell phones for personal usage.  Majority of the peoples are using prepaid scheme.  Majority of the people are aware of the various schemes provided by the service providers.

 Majority of the people keep in mind the brand image before selecting their service provider.  Majority of the respondents are highly satisfied about the price of Airtel  People using Idea service are not satisfied in majority out of the total number of respondents using Idea service.  On the basis of after sales service, the majority of the respondents are highly satisfied in Airtel, Vodafone and Reliance respectively.  On the basis of periodical offers, majority of the people are highly satisfied by Vodafone and Reliance respectively. 

On the basis of consumer’s attitude, majority of the people are states that cell phones are necessity to all.

 Reasons for facing difficulty in cell phone connection are Network problem followed by Coverage problem, clarity and Service.

CONCLUSION & SUGGESTION

CONCLUSION In the present study I have analyzed the working capital management of RIL INDUSTRY Limited. The study involves practical and conceptual over view of decisions concerning current assets like cash and bank balance ,inventories( like raw materials ,w-i-p,finished goods ),sundry debtors, loans and advances, other current assets and current liabilities like sundry creditors, securities and other deposits, other current liabilities and provisions of RIL. Was with the objective of maximizing the overall net profit of the bank. And complete synchronization and co ordination among the working capital components which shall contribute to optimum level of operations. Mismanagement of each or any of these components shall be detrimental to the objectives of efficient operation, profitability and maximization of overall value of the bank. The working capital limits would be considered only after the project nearing completion and after ensuring control over the inventory. The inventory is a great concern for RIL and it need proper procurement and management. Eligible working capital limits would be assessed by cash Budget method And Projected production method depending the market condition, scale of

operation, nature of activity/enterprise and duration/length of operating cycle etc.

This study also attempts to find out the satisfaction of consumer regarding cell phone service providers. This is an information era significance of information cannot be over emphasized. This decade, most of the peoples using cell phones. So, service providers are increasing in more level increasing the level of competition. This leads to adding new features, schemes, periodical offers to their service and the consumers get maximum benefit from their service provider. Now-a-days, cell phones are very necessity to all. Because, it is give safety to the men and women also. They have also become a status symbol for young geeration. But one should also not forget the disadvantages of cell phones and should try avoiding it especiaaly for children as it hampers their development mentally and can endager their health. Crimes are also increasing relating to cell phones and people should be careful

SUGGESTIONS The recommendation & suggestion for effective management of working capital at RIL are given bellow: 1) For inventory, in order to improve the position, RIL can reduce the level of stocks by resorting to phased production i.e. producing according to requirement and disposing off or recycling the unserviceable inventories. However, the low turnover of stock may also be due to problems with generation of sales. Inventory management is a great concern for RIL especially stores and spares. The purchase manager should take proper steps for procurement of inventories. 2.) The company must take certain steps to decrease the working capital cycle. One way can be better management of inventories. 3.) RIL is suggested to maintain a balance in capacities, synchronization of various inputs availability of some materials or parts which are not easily available. 4.) Short term credit period availed must be reduced and sundry creditors should be paid faster. 5.) It should maintain inventory at an optimum level rather than a very optimistic level. 6.) The procurement for materials requisition processing should be reduced so as to minimize the lead time.

7.) Freedom should be there in deciding the credit policies, cash discount or credit ratings. 8). RIL can also consider negotiating its creditors for relaxing the debt repayment period and repaying only on or just before the expiry of the credit period.

The recommendation & suggestion for effective management of working capital at RIL are given bellow:  Reliance Comm. should expand their customer base. But it also has an advantage over Tata Docomo and Idea.  Reliance Comm. should try to attract old people also.  It should concentrate on good advertisements for their service because, advertisements take little part for influencing the consumers.  It should try to increase post paid users.  More awareness of their services should be spread to the customers.  Reliance should attract the customers by reducing their price.  Reliance should try to increase their after sales services and decrease their dissatisfied customers by providing good after sales services.  Reliance should give more periodical offers to its customers.  It should come up with more reasonable and attractive plans for business use.  It needs to focus on providing good clarity of signals as customers prefer Airtel in terms of signal clarity.

BIBLIOGRAPHY  www.ril.com  http://www.ril.com/html/investor/financials.html  Annual Report for the year 2008-2009  Annual Report for the year 2007-2008  Annual Report for the year 2006-2007  Annual Report for the year 2005-2006  Annual Report for the year 2004-2005  http://www.studyfinance.com/lessons/workcap/  http://en.wikipedia.org/wiki/Working_capital  www.rcom.co.in  www.trai.gov.in  http://www.ibef.org/industry/telecommunications.aspx Financial Management

Khan & in

Financial Management

I.M.Pandey

Research Methodology

C.R.Kothari