Documente Academic
Documente Profesional
Documente Cultură
A
PROJECT REPORT
ON
SUBMITTED BY
PRASHANT R. TAMBEKAR
MBA II
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Thank you.
Authorized signatory
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BANSILAL RAMNATH AGRAWAL CHARITABLE TRUSTS
CERTIFICATE
The report is submitted in the Partial Fulfillment of Two years Full time
Course MASTER OF BUSINESS ADMINISTRATION (M.B.A.) as per
rule of PUNE UNIVERSITY.
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ACKNOWLEDGEMENT: -
I am very grateful to Mr. S.M. Tambekar the Proprietor and Managing
Director of Sneha Industries for providing me an opportunity to complete my
summer training in the Sneha Industries.
for guiding me at every stage in my project. In spite of their busy schedule they
took out the time to answer my queries patiently and helped me throughout the
project.
My sincere thanks to all staff of Sneha Industries for all the cooperation
and assistance to me at any time without which the project would have been
incomplete.
I am proudly indebted to my Project Guide Prof. Smita Sovani for all her
support and guidance towards the completion of my project.
Last but not least I am thankful to The Director, All Departmental Staff of
Vishwakarma Institute of Management and my friends for providing me the
moral support towards the completion of this project.
Prashant R. Tambekar
INDEX
CHAPTER CHAPTER NAME PAGE NO.
NO.
1 Executive Summary 1
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2 Objective and Scope 2
3 Company Profile 3
4 Product information 5
5 Conceptual background 7
6 Cost Sheet 16
Allocation and Absorption of indirect
7 expenses 24
EXECUTIVE SUMMARY:-
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instead of any bank. Proprietor of Sneha Industries, Mr. S.M. Tambekar who is
my uncle and therefore there was no problem in handling various types of
financial data.
For project purpose uncle told me to change some figures.
Location of company is plot no X- 11, M.I.D.C, Bhosary, Pune 411026.
Duration of the project was 1st June to 30th July.
Procedure of carrying out the project: - In first week I was observing
various works carried out in the factory and become familiar with all the
functions carried out in the business. After that I started preparing cost sheet. In
doing so, first I gathered all the details related to various parts of 6 RAV.
Then from dimensions I found out prices of various parts from purchase order,
challan. After completing cost sheet of 6 I went for other sizes. After getting
total cost of various RAVs I found out break even quantity of various
product mix using marginal costing which gives no profit no loss situation in
current situation i.e, outsourcing the parts. Then I worked on cost reduction in
different areas and lastly I have done ratio analysis for planning and control
purpose. I was also working on capital budgeting (purchasing of one lathe
machine) decision but I excluded that from project as it was giving negative
profits.
Limitation of the project is time constraint, non availability of data,
respondent was busy.
OBJECTIVE OF THE PROJECT:-
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So as to study the firm from various points of view, studying different
areas, their importance and finding inefficiency of that particular area.
2) Sneha Industries:-
The plant is situated in MIDC Bhosari and main activity is selling of Rotary Air
Lock Valves. It acquires 6000 sq. land and connection of 40 HP power. Since
establishment up to 2000 company was engaged in job work and ancillary
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works for automobile industry in Pune. Company was remained vendor for
Telco, Cummins India Ltd, KOEL and DGP Hinoday. From 1990 to 2004
company was producing magnets for Honda motorcycles at the rate of 6 lakh
units per month. Company was using special purpose machines for machining
automobile parts.
But proprietor Mr. S.M.Tambekar was thinking to develop their own
products, so in 2001 company started producing Rotary Air Lock Valves. Initially
company was supplying RAV to Thermax and later started supplying to the
customers all over India. Company has good marketing network to make ease
in distribution. Every year company is participating in Exhibitions.
Now company is focusing on own products like-
1. Slide gate.
2. Double flap valve
3. Spring hanger assembly for boiler. Following products are under
development-
1. Screw conveyor.
2. Dampers.
3. Expansion joints (vibration joints).
Currently as the rate of production is lower, company is outsourcing the parts
and assemble in own production shop. Sneha bearings have some machines
like lathe machines, milling machine, drilling machine. So whenever the
machines are idle, RAVs parts are processed on these machines,
otherwise there are many workshops nearby Bhosari MIDC for processing the
parts.
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Bearings are needed to transfer the vertical forces from one structural
member to another. They are also required to restrict or permit linear or
rotational movement. Where horizontal movement is restricted, the horizontal
forces will be transferred through bearing to the lower structure.
Mission statement for Sneha Bearings is We build bridges and not walls.
Application:-
i. Bridges: - plate girder, truss, arch, suspension, cable stayed, movable.
ii. Structural: - building, sports complex, auditoriums, pipe supports, vessel
supports, gantry supports.
iii. Pollution control: - precipitators, bag houses, valves, ducts. iv. Off shore: -
platforms, turn tables, crane pivot.
v. Oil and chemical refinery equipments: - heat exchangers, pipe lines, hanger
bearings.
PRODUCT INFORMATION: -
Rotary Air Lock Valves are used for discharging the dust from Bagfilter/
Cyclomax hopper. They seal against loss of air/ gas and thus maintain the
operating pressure in the system. They are also used as Volumetric Feeders to
maintain an even flow of material through processing systems.
Sneha Rotary Air Lock Feeders have wide application in industry
wherever dry free flowing powders, granules, crystals or pallets are used.
Typical material handled with Sneha units include-
1. Cement
2. Sugar
3. Minerals
4. Grains
5. Plastic
6. Dust
7. Fly ash
8. Flour
9. Gypsum
10. Lime
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11. Coffee
12. Cereals.
Features: -
Sturdy eight blades C.I. Rotor with EN8 shaft with fixed or adjustable
blades.
Removable side plate for easy access to replace
seals.
Air purge to prevent leakage and protect
packing.
Maintains vacuum or pressure up to 20 W.G.
Chain drive with TEFC motor.
Heavy duty Cast Iron body.
Simplified drive assembly.
Capacities in Cubic Feet per Minute
(Based on 8 vane rotor and 100% fill factor)
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CONCEPTUAL BACKGROUND:-
OVERVIEW:-
Cost is a general term. It is measured in terms of money. Cost does not
carry any meaning unless some explanatory word attached to it.
Example: Production cost.
Total cost, etc.
In other words cost means expenses to be incurred or likely to be
incurred for a specific objective. Money cost therefore related to the expenditure
by the firm on the factors of production which enables the firm to produce and
sell the product.
DEFINITION OF COST:-
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Cost reduction should not confuse with Cost Control. Cost Control is the
regulation of costs of operating a business is concerned with keeping
expenditure within acceptable limits. The major assumption in cost Control is
that unless costs exceed the budget or standard by an excessive amount the
control of cost is satisfactory. Cost Control is a routine exercise, which almost
concurrently carried out for attainment of operational efficiency. Cost Reduction
brings real and preventive savings by continuous and planned research.
Cost Control is thus a preventive function and acts within the frame work
of some targets or standards. Cost Reduction is a corrosive function by
continuous process of analysis of costs, functions etc. for further economy in the
application of the factors of production. In the Cost Reduction standards are set
earlier are constantly challenged for further improvements. Products, processes,
procedures organizations and methods and personnel are continually
scrutinizing in order to improve efficiency and reduced costs. It is based on the
philosophy that every person can be improved by continuous efforts.
It is thus a process of continuous self-analysis and self-criticism. In
practice, Cost Reduction is a real and more or less permanent reduction in unit
cost of goods and services without impairing with the stability or goodwill of the
concern. Cost reduction may extend to design stage, Factory organization,
Methods or process, Marketing and Finance. In order that Cost Reduction works
well, a Cost Reduction forms all level to determine priority of actions, methods
to be employed in carrying out the investigation and finally to take steps for
implementing the recommendations. By continuous follow-up the Cost
Reduction plan will be successful.
AREAS COVERED BY COST REDUCTION: -
Following are the critical areas of application of various cost reduction
techniques:
1. DESIGN: - the design function offers management the greatest potential
for cost reduction as the impact of any economies or cost reduction
effected at this stage shall be felt throughout the manufacturing life of a
product. In other words application of value analysis method at the
designing stage itself would go a long way in maximizing the profits. But
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this does not mean that the design cost reduction should be restricted
solely to new products only. In fact, it should include critical analysis for
all products within the product range of the organization.
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d) Whether the incidence of stock losses due to pilferage, deterioration,
obsolescence and other causes are at minimum.
e) Whether the storage, location and other associated costs are kept to
minimum and best method of production has been adopted.
f) Whether production schedule can be improved to match delivery
schedule.
g) Whether there is any scope for reduction in indirect materials and
labour costs.
h) Whether there is any scope for reduction in overhead costs.
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do exist for reducing such costs and these can result in substantial
savings for business. This function includes selling function and
distribution function. The marketing function covers salesman salaries
and their sales offence expenses and administration, marketing research,
advertising and after sales service. The distribution function includes the
method of disposition of products, i.e., wholesale, (retail of direct), the
method and location of warehousing, the packing and transport. There
can be considerable scope for comprehensive reorganization of existing
methods and substantial reductions in costs. Following points may attract
attention in his connection.
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COSTING OF RAV:-
CONCEPT OF COST:-
Cost is the amount of expenditure, actual (incurred) or notional (attributable),
relating to a specific thing or activity. The specific thing or activity may be a
product, job, service or any other activity.
NATURAL CLASSIFICATION OR COSTS:-
The term natural classification refers to the basic physical characteristics of the
cost in a manufacturing concern, generally, the following costs are incurred:
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1. Direct material: - direct materials refer to the cost of the materials which
are conveniently and economically traceable to the specific units of output.
2. Direct labour: - direct labour is defined as the labour of those workers
who are engaged in the production process. It is the labour expended directly
upon the materials comprising the finished product.
3. Direct expenses (chargeable expenses):- these include any expenditure
other than direct materials and direct labour directly incurred on a specific
product or job. Such special necessary expenses can be identified with product
or job and are charged directly to the product as part of the prime cost.
4. Factory overhead: - factory overhead, also called manufacturing
overhead or factory burden may be defined as the cost of indirect materials,
indirect labour and indirect expenses. They are production supplies and other
materials that cannot conveniently or economically be charged to a specific unit
of output.
5. Selling, distribution and administrative overheads: - Selling and
distribution overheads usually begin with when factory costs end. Such
expenses are incurred when the product is in saleable condition. It covers they
cost of making the sales and delivering/ dispatching the products.
supervisors salary is not so much per unit. But it can be said that supervisors
salary is so much per month.
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Direct wages:-
5289
Water 40
Depreciation of plant 50
2845
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Office stationary 50
Financial expenses 50
Telephone 200
Postage 80
Printing 50
1595
Advertising 50
Transport 300
350
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Direct wages:-
8065
Water 40
Depreciation of plant 50
2845
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Office stationary 50
Financial expenses 50
Telephone 200
Postage 80
Printing 50
1595
Advertising 50
Transport 300
350
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Direct wages:-
11,150
Water 40
Depreciation of plant 50
2845
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Office stationary 50
Financial expenses 50
Telephone 200
Postage 80
Printing 50
1595
Advertising 50
Transport 300
350
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Direct wages:-
13,165
Water 40
Depreciation of plant 50
2845
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Office stationary 50
Financial expenses 50
Telephone 200
Postage 80
Printing 50
1595
Advertising 50
Transport 300
350
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ALLOCATION AND ABSORPTION OF INDIRECT EXPENSES:-
Concept:-
Allocation: - some factory overheads can be directly identified with a particular
department or cost centre as having been incurred for that cost centre.
Examples of such factory overheads are repairs and maintenance for specific
departments, indirect materials etc.
Expenses such as power, rent depreciation of factory building, expenses
shared by all the departments can not be charged directly to a specific
department; therefore they are allocated and apportioned.
Absorption: - after allocation, next step is to spread factory overhead to different
products or jobs produced. I have done absorption using unit of production
basis. The unit of production basis is simplest and most direct method of
charging factory overheads. As a formula, the computation is as follows-
Factory overhead
---------------------------
Units of production.
As production of RAV over previous year were 120. So for absorption numbers
of units produced are taken into consideration.
Allocation of overheads:-
1. Indirect wages= 96000/ year.
Therefore indirect cost per unit = 96000/ 120.
= Rs. 800/ unit.
2. Rent and rate = 11, 000/ year.
Allocation of rent and rate is 2:1.
2 parts are for RAV and 1 part is for Eagle Poonawalas outsourced parts.
Therefore cost per unit = 11000/ (1.5 X 120).
= Rs. 60.
3. Lighting and heating = 4000 / month.
Expenditure for factory is 3000, within that 2000 is for outsourced parts
and 1000 is for RAV. Expenditure for office is Rs. 1000.
Therefore cost per unit = 2000/ 10.
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= Rs. 200/ unit.
4. Expenditure for water is apportioned in the same way like lighting and
heating. Yearly expenditure for water = Rs. 1100.
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PRODUCT WISE BREAK-EVEN QUANTITY:-
A business is said to be break even when its total sales are equal to its
total costs. It is a point of no loss no profit. At this point, contribution is equal to
fixed cost. A concern which attains break even point at lesser number of units
will definitely be better from another concern where break even point is
achieved at more number of productions.
Break even point
Total fixed expenses
= -----------------------------------------------------------------
Selling price per unit marginal cost per
unit
Particular 6 8 10 12 overall
Weighted
contribution 155 412 816 525 1908
margin
8,16,890
Overall break
even quantity 1908
=271
Product wise
break even 24 87 122 38 271
quantity
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COST REDUCTION PROGRAMME:-
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PURCHASE MANAGEMENT:-
FUNCTIONS:-
The main function of purchase department is purchasing the necessary
Raw Material, tools and accessories, sundries required for the production.
The objective of this function is to find out new vendor who will supply the
required raw material as per the requirement at reasonable cost. The new
vendor is selected on the basis of following three criteria:-
1. Cost
2. Quality
3. Service as per the schedule.
Following are the supplementary criteria for selection:-
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2. Receipt of good may be of inferior quality due to lesser time taken to
manufacture the required material.
3. There may be shortage of raw material due to time taken to manufacture and
transportation.
MAKING CONTRACT WITH THE SUPPLIER: -
This is the main area where Sneha Industries should concentrate. The
contract should include the assurance to the supplier that the company will not
purchase the contracted material from the competitors of the supplier.
ABC ANALYSIS: -
ABC analysis provides a tool for identifying those items that will make the
largest impact on the firms overall inventory cost performance when
improved inventory control procedures are implemented. A perpetual inventory
system, improvements in forecasting procedures, or a careful analysis of the
order quantity and timing decisions for A items will provide a larger improvement
in inventory cost performance than will similar efforts on the C items. Therefore,
ABC analysis is often a useful first step in improving inventory performance.
ABC analysis helps focus management attention on what is really
important. Managers concentrate on the vital few (the A items) and spend
less time on the trivial many (the C items). A type items
should have one or two supplier who can supply quality products at optimum
cost and at minimum time.
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when demand is shifting and to instantly change output schedules, work shifts,
inventory levels, and capital spending plans. In this way quick reflexes can be a
key factor for organizations success.
PRODUCTION PLANNING AND CONTROL: -
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GANTT CHART: -
It is a principle tool for both loading and scheduling. Vertical lines divide the
chart in days and horizontal lines divide the chart in to number of operations, in
this
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case as the parts are outsourced the total part should be considered as shown
in the figure.
Week 1 Week 2
Mon Tue Wed Fri Sat Sun Mon Tue Wed Fri Sat Sun
8 RAV body
8 shaft rotor
assembly
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MARKETING FUNCTION:-
Functions of Marketing are as follows: -
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QUALITY ASSURANCE FUNCTION: -
Trading and profit and loss account for the year ended at 31.3.06
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To payment to 97,755
contractor
To labour charges 2,44,970
37,85,232 37,85,232
To computer 8,358
maintenance
To commission 82,527
To insurance 2238
stationary
To advertisement 67,802
To gardening 8,742
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To depreciation on 94,407
assets
To testing 3402
To sales 3742
promotion
To security 77,783
charges
To sundry 1,46,651
expenses
To financial 40,973 By net loss 9,29,070
charges
10,35,235 10,35,235
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Balance sheet as on 31.3.2006
Drawings 1,73,014
Loans 7,02,454
Provisions 1,85,035
31,66,439 31,66,439
RATIO ANALYSIS:-
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Ratio Analysis helps to appraise the firms in terms of their probability and
efficiency of performance, either individually or in relation to those of other firms
in the same industry. The process of this appraisal is not complete until the
ratios so computed can be compared with something, as the ratios all buy
themselves do not mean anything. This comparison may be in the form of intra-
firm comparison, or comparison with standard ratios. Thus, proper comparison
of ratios may reveal where a firm is placed as compared with earlier periods or
in comparison with other forms in the same industry.
Ratio Analysis is one of the best possible techniques available to the
management to impart the basic functions like planning and control. As the
future is closely related to the immediate past, ratios calculated on the basis of
historical financial statements may be of good assistance to predict the future.
E.g. On the basis of inventory turnover ration or debtors turnover ratio in the
past, the level of inventory and debtors can easily be ascertained for any given
amount of sales. Similarly, the ratio analyses may be able to locate and point
out the various areas which need the management attention in the order to
improve the situation. E.g. Current Ratio which shows a constant declining trend
may indicate the need for the further introduction of long term finance in order to
improve the liquidity position. It should be remembered that a few specific ratios
indicate certain specific aspects of the conduct of business. As such, the
importance of various ratios may vary from different category of persons as well.
E.g. the commercial binders, trade creditors and lenders of short term credit are
basically interested in the liquidity position of the organization and such as the
ratios like current ratios, acid test ratio, inventory test ratio and average
collection period are more important. On the other hand, the financial institutions
and lenders of long term finance are basically interested in solvency and
profitability position of the organization and as such the ratios are like debt
equity ratio, debt service coverage ratio, interest coverage ratio and return on
investments are more important.
I. Liquidity group: -
1) Current ratio= Current assets
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----------------------
Current liability
25, 36,703
= ----------------
9, 44,690
= 2.69
Remark: - proper backing is available to current liabilities in the form of current
assets and current assets can be converted into cash in shorter period of time.
Industry norm is 2:1
2) Liquid ratio / acid test ratio
Current assets- stock- prepaid expenses
= ------------------------------------------------------
Current liability- bank overdraft
11, 76,305
= --------------
9, 44,690
= 1.24
Remark: - higher liquid ratio indicates that there are sufficient quick assets
available with the organization which can be immediately converted into cash.
Industry norm is 1:1
36, 16,552
= ----------------
9, 29,736
= 5. 74
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Remark: - this ratio indicated that how efficiently company is using fixed assets
over the period of year.
2) Current assets turnover ratio
Net sales
= -------------------
Current assets
36, 16,552
= ----------------
25, 36,703
= 1.42
Remark: - this ratio indicated that how efficiently company is using current
assets over the period of year
= 36, 16,552
---------------
15, 92, 013
= 2. 27
Remark: - this ratio indicated that how efficiently company is using working
capital over the period of year.
= 36, 16,552
---------------
173, 680
= 20
Remark: - some investment in stock may be beneficial at least from getting
customer patronage point of view.
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36, 16,552
= -----------------
6, 94, 651
= 5.2
= 365/ 5.2
= 70 days
Remark: - it is within given limit of 60 to 90 days.
6) Capital turnover ratio
Sales
= -----------------------
Capital employed
= 1.63
Remark: - higher ratio indicates the capability to use capital in efficient manner.
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III. Operating ratio = operating cost
----------------------
Net sales
Operating cost= cost of goods sold + administrative, selling and financial
expenses.
= 36, 16, 552
------------------
46, 19, 895
=78%
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BUSINESS POLICY
:-
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differentiation, and the availability of substitutes of products or
services.
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2.3.3 Cost, reliability, and availability of energy used in production.
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3.6 Regular availability of vital raw material in sufficient quantities.
4. Competitive advantage:-
If the firm has to compete in a market with other rival firms, one of the
positioning approach may be to offer mass production and distributed through
mass marketing there by resulting in low cost per unit.
Other type positioning approach could be marketing relatively high priced
products of limited variety but intensely focused on identified customer groups
who are willing to pay the higher price. These are produced through batch
production and marketed through special distribution channels. What the firm
should do is to differentiate its products on some tangible basis from what its
rivals have offered so that the customers purchase the products even at
premium.
4.1 product quality
4.2 special features
4.3 After sales service
These are some of the characters of product differentiation. Sneha Industries
can use brand image of Sneha Bearings.
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services, gain additional customers who value differentiation, and command
customer loyalty. Profits for the differentiator firm come from the difference in
the premium price charged and the additional cost incurred in providing the
differentiation. To the extent the firm is able to offer differentiation by
maintaining a balance between its price and costs, it succeeds. But it may fail if
the customers are no longer interested in the differentiated features, or are not
willing to pay extra for such features.
An illustrative list of measures that a differentiator firm can adopt is as
below:-
4.1 A firm can incorporate features that offer utility for the customers and match
their preferences.
4.2 A firm can incorporate features that lower the cost of running for the buyer in
using the product/ service.
4.3 A firm can incorporate features that raise the performance of the product.
4.4 A firm can incorporate features that increase the buyer satisfaction in
tangible or non- tangible ways.
4.5 A firm can incorporate features that can offer the promise of a high quality of
product/ service.
5. SWOT analysis:-
The environment in which an organization exists can, therefore, be in
terms of opportunity and threats operating in the external environment apart
from the strengths and weaknesses existing in the internal environment. The
four environmental influences could be as follows:-
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CONCLUSION & RECOMMENDATIONS: -
There is good scope for cost reduction of RAV which will ultimately increase the
profits. Mentioned techniques can be used for other manufacturing firm
producing similar kind of products.
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