Introduction

A STUDY ON WORKING CAPITAL MANAGEMENT AT SCCS LTD.
1.1 INTRODUCTION ABOUT THE INTERNSHIP:

An internship is a great way to develop specific skills and knowledge, as well as make
contacts and build confidence. More and more, employers assess the skills and abilities of
prospective employees by evaluating their previous experiences. If you pursue career-related
opportunities prior to graduation, you may have an edge over other candidates in a
competitive job market.
The internship program is designed to provide students engaged in a field experience with an
opportunity to share their insights, to explore the links between students' academic
preparation and their field work, and to assist participants in developing and carrying out the
major research project which will serve to culminate their internship experience.
Internships are individualized and tailored to the needs and interests of each student in
the program. As part of the internship experience, students are expected to take an active role
in finding an appropriate internship for themselves.
The project mainly focuses on working capital management analysis at at saptharishi credit
co-operative society co-operative refers to the relationship The working capital is the lifeblood and nerve centre of a business firm. The importance of working capital in any industry
needs no special emphasis. No business can run effectively without a sufficient quantity of
working capital. It is crucial to retain right level of working capital.
This project report contains five chapters, which begins with Need for the study, objectives &
Scope of the study, Research methodology used etc.
The second Chapter it covers Industry Profile and company profile which includes Promoters
information, Vision, Mission & Quality policy of the at
credit co-operative society,
Competitors information, SWOT analysis financial statements etc.

The third chapter Theoretical background of the study it includes elaborative information on
the subject chosen for better understanding and usage in the analysis.
The fourth chapter comprehensive coverage of Analysis and interpretation of the data
Collected with relevant tables and graphs. Results obtained by using statistical tools must be
included.
The fifth chapter deals with the Summary of Findings, Conclusion and Suggestions /
recommendations.
BGS INSTITUTE OF TECHNOLOGY, BGNAGAR
Page 1

Saptharishi Credit Co-Operative Society Ltd. is a community-based financial Institution
registered under co-operative societies act by Deputy Registrar of cooperative
societies and its register No./Date :No.DRM/SS/RGN/323/2003-04,Date:30-12-2003
founded in December of 1997. Our offices are located at 2nd main, Jayanagar in
Mysore , Karnataka. It has 4 sub-branches at Mysore city and in M Saptharishi Credit
Co-Operative Society Ltd. is a community-based financial Institution registered under
co-operative societies act by Deputy Registrar of cooperative societies and its register
No./Date :No.DRM/SS/RGN/323/2003-04,Date:30-12-2003 founded in December of
1997. Our offices are located at 2nd main, Jayanagar in Mysore , Karnataka. It has 4
sub-branches
at
Mysore
city
and
taluk
The mission of Saptharishi Credit Co-Operative Society Limited is to eradicate

poverty by building a secure and transparent microfinance institution to provide
financial assistance to the underprivileged, especially senior citizens, women,
handicapped, and those living below the poverty line.
The organization has adopted a co-operative approach in order to involve every member in
our mission with a spirit of cooperation and mutual confidence. The credit society has
instituted a working culture, which revolves around efficiency, transparency,
professionalism, teamwork and flexibility. It is having 3000 plus members.
1.2. TOPIC CHOOSEN FOR THE STUDY:
The topic chosen for the project was A Study on Working capital Management. The topic
mainly states the importance of working capital management in credit co-operative society.
Working capital management is an important aspect of financial management in business,
money is required for fixed assets and working capital Fixed asset land and building plant
and machinery furniture fittings etc, fixed asset are acquire to be retained in the business long
period and yield returns over the life of such asset. The main working capital management is
to determine the optimum amount of working capital required
1.3 NEED FOR THE STUDY
The study is conducted with respect to working capital management. The main purpose of the
study is to study the trend of working capital management over the past 3 years and its impact
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on bank profitability. Working capital management is getting increasingly complex and credit
co-operative society is facing the tough time in managing working capital management.
1.4 OBJECTIVES OF THE STUDY
To study the trend of working capital at Saptharishi credit co-operative society
To analyze the various ratios and its impact on bank at Saptharishi credit co-operative
To make suitable recommendations for the management with respect to working

capital management at Saptharishi credit co-operative
1.5 SCOPE OF STUDY

The scope of the study includes study of working capital management and ratios and its
impact of Working capital management on profitability of the at credit co-operative. The
scope is limited to analysis on working capital management at Saptharishi credit co-operative
The scope of the study is confined to the data that is available to me with respect to various
working capital ratios.
1.6 RESEARCH METHODOLOGY
In this chapter I will discuss about the research methodology which is followed to carry out
this project i.e. the universe, locale of our study, Sample selection, Data Collection, data
analysis and field experience. As in organizations like at Saptharishi credit co-operative,
working capital constitute a major portion of its resources, a thorough study of its working
capital management has been done broadly covering: Receivables Management, Cash
Management, and Inventory Management
a. Primary data:
Information is collected from discussions with the respected finance department heads
and managers.
b. Secondary data:
Annual report of financial year which has details about balance sheet and profit and
loss account
The secondary data is collected from the articles on WCM
Bank journals.
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1.7 Literature Review

R. Sivarama and Prasad (2001).
A research study on working capital management of paper industries in India was conducted
by R. Sivarama and Prasad. They reported that the chief executives properly recognized the
role of efficient use of working capital in liquidity and profitability, but in practice they could
not achieve it. Again they reported a clear reveal of a suboptimum utilization of working
capital in paper industry
According to Richard pike and Bill Neale (April P, 2006):
The purpose of this chapter is to present a review of literature of relating to the working
capital management. Although working capital is an important ingredient in the smooth
working of business entities, it has not attracted much attention of scholars. Whatever studies
have conducted those has exercised profound influence on the understanding of working
capital management good number of these studies which pioneered in this area have been
conducted.
The size and composition of working capital can vary between industries. For some types of
business, the investment in working capital can be substantial. For example, a manufacturer
will invest heavily in raw materials, work-in-progress and finished good and it will often sell
its goods on credit, thereby generating trade debtors. A retailer, on the other hand, will hold
only one form of stock (finished goods) and will usually sell goods for cash. Working capital
represents a net investment in short-term assets. These assets are continually flowing into and
out of a business and are essential for day-to-day operation. Further April P, 2006 believe that
the various elements of working capital are interrelated and can be seen as part of a shortterm cycle.
Atson D and Head A, 2007 argued that "maintaining adequate working capital is not just
important in the short term. Adequate liquidity is needed to ensure the survival of the
business in the long term". Even a profitable company may fail without adequate cash flow to
meet its liabilities. It can be argue as according to ACCA paper 2.4, 2005, "an excessively
conservative
Approach to working capital management resulting in high-level of cash holdings will harm
profits because the opportunity makes a return on the assets tied up as cash will have been
missed".
Page 4
Therefore, in short, working capital is money used to pay short-term obligations such as
creditors, to purchase stock, for paying wages etc - costs that are used to make and sell your
product or deliver your service and will ultimately be recovered from sales. Basically
working capital represents the funds that are required to operate a business on a day to day
basis.
The management of working capital is an essential part of a business's short-term planning
process. It is necessary for managers to decide how much of each element should be held.
Watson D and Head A, 2007 have noted that there are costs associated with holding both too
much and too little of each element. Managers must be aware of these costs in order to
manage effectively. They must also be aware that there may be other, more profitable uses for
the funds of the business. Hence the potential benefits must be weighed against the likely
costs in order to achieve the optimum investment.
Krishna murthy (2014)
This study is a modest attempt to examine whether empirical results on the relationship
between working capital management practices and profitability of non financial firms are
applicable to financial firms like Banks. The study included all commercial banks from a
developing economy, Ghana, over a ten-year period (1999-2008). The study used data from
Bank of Ghana and World Bank. Using panel data methodology, within the framework of the
random effects model the study concludes that while cash operating cycle has a significantly
positive relationship with bank profitability, just like debtors collection period, creditors
payment period exhibits a significantly opposite relationship with profitability.
Strategies for improving working capital management by Dorothy Rule, Director and Global
Head of Liquidity and Investments, Citigroup Global Transaction Services: The article
explains the importance of information integration and the need for liquidity management. It
also discusses contrasting approaches to maximizing Liquidity like concentrating funds
worldwide, Asian subsidiaries funding each other And global treasury or moving excess
balances directly to global treasury
Kesseven Padachi (2007):
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The paper examines the trend in working capital needs and Profitability of firms to identify
the causes for any significant differences between the Industries. The dependent variable,
return on total assets is used as a measure of Profitability and the relation between working
capital management and corporate Profitability is investigated for a sample of 58 small
manufacturing firms.
Liberating cash- Reducing working capital levels by Laura Greenberg:
The paper discusses that well-capitalized companies are positioned not only to survive the
financial crisis today, but also to emerge victorious and thrive when skies turn blue Again.
Establishing and adhering to tight working capital standards enables a firm to continue its
operations with sufficient funds to both satisfy maturing short-term debt and meet upcoming
operational expenses.
The new liquidity paradigm: Focus on working capital:
The article focuses on the Efforts of corporate treasurers to improve working capital
management in line with the Emergence of the new liquidity paradigm brought about by the
recent economic crisis. It outlines some of the common misperceptions about working capital
optimization Initiatives. It presents the findings of an in-depth analysis of working capitalintensive industries conducted by Cities Financial Strategy Group. It discusses the
components
Of working capital such as procure to pay and order to cash.
1.8 LIMITATIONS OF THE STUDY

Like any other project work in the field of social science, the present project A STUDY
ON
WORKING
CAPITAL MANAGEMENT AT SAPTHARISHI
CREDIT CO-
OPERATIVE LTD is also not free from limitations, the major limitation are,
1. The analysis and interpretations based on the interaction of The top managers ,
staffs & details given by them in at Saptharishi credit co-operative This study is
restricted to at Saptharishi credit co-operative main branch.
2. The study is restricted for a period of 3 years financial details.
Page 6
2.1. INDUSTRY PROFILE

INTRODUCTION
Banking in India in the modern sense originated in the last decades of the 18th century. The
first banks were Bank of Hindustan (1770-1829) and The General Bank of India, established
1786 and since defunct.
The largest bank, and the oldest still in existence, is the State Bank of India, which originated
in the Bank of Calcutta in June 1806, which almost immediately became the Bank of Bengal.
This was one of the three presidency banks, the other two being the Bank of Bombay and
the Bank of Madras, all three of which were established under charters from the British East
India Company. The three banks merged in 1921 to form the Imperial Bank of India, which,
upon India's independence, became the State Bank of India in 1955. For many years the
presidency banks acted as quasi-central banks, as did their successors, until the Reserve Bank
of India was established in 1935.
In 1969 the Indian government nationalized all the major banks that it did not already own
and these have remained under government ownership. They are run under a structure know
as 'profit-making public sector undertaking' (PSU) and are allowed to compete and operate
as commercial banks. The Indian banking sector is made up of four types of banks, as well as
the PSUs and the state banks; they have been joined since the 1990s by new private
commercial banks and a number of foreign banks.
Banking in India was generally fairly mature in terms of supply, product range and reacheven though reach in rural India and to the poor still remains a challenge. The government
has Developed initiatives to address this through the State Bank of India expanding its branch
network and through the National Bank for Agriculture and Rural Development with things
like microfinance.
Indian Banking Industry currently employees 1,175,149, employees and has a total of
109,811 branches in India and 171 branches abroad and manages an aggregate deposit
Page 7

of 67504.54
billion (US$1.1 trillion
or
840 billion)
and bank
credit of
52604.59
billion (US$890 billion or 650 billion). The net profit of the banks operating in India
was 1027.51 billion (US$17 billion or 13 billion) against a turnover of 9148.59
billion (US$160 billion or 110 billion) for the fiscal year 2012-13.
The Co-operative bank has a history of almost 100years. The Co-operative bank is an
important constituent of the Indian financial system, judging by the role assigned to them, the
expectations they are supposed to fulfill, their number and the number of offices they operate.
The Co-operative movement originated in the West, but the importance that such banks have
assumed in India is rarely paralleled anywhere else in the world. The role in rural financing
continues to be important even today, and their business in the urban areas also has increased
phenomenally in recent years mainly due to the sharp increase in the number of primary Cooperative banks.
While Co-operative banks in rural areas mainly finance agriculture based activities including
forming, cattle, milk, hatchery, personal finance etc. along with small scale industries and
self-employment driven activities, the Co-operative banks in urban areas mainly finance
various categories of people for self-employment, industries, small scale units, home finance,
personal finance, etc.
The Co-operative institutions play an important role in providing credit to agricultural sector
since 1904 in India. The district central Co-operative bank occupies a key position in the Cooperative credit structure. The success of the Co-operative credit movement largely depends
as their financial strength.
Co-operative movement in our country shall not only stay but also grow in times to come. In
spite of the drawbacks experienced in the working and administration of the co-operative
societies, they have positively contributed to the growth and development of the national
economy. Promotion of thrift, self-help and mutual aid are the fundamental principles of cooperation. The orientations of commercial organization and co-operative organizations are
basically different. In a commercial organization, earning and maximizing the profits is the
sole motive; whereas in a co-operative organization profit cannot be the sole motive. The
prime objectives, in addition to the three fundamentals of co-operation mentioned above are
to make available the goods and services in required quantity, of better quality and at a
reasonable price to its members. It does not mean that a Co-operative Society is a charitable
organization. It should, therefore, conduct itself in a business like manner in attaining its
objectives efficiently.
Page 8

Broadly speaking there are three sectors operating in the Union of India.
1. PUBLIC SECTOR wherein the State i.e. The Union of India and the respective State
Government undertake developments projects which are wholly owned by either the Central
Government or the State Government.
2. PRIVATE SECTOR which is a sector where private enterprises are permitted in certain
fields of economic activities.
3. CO-OPERATIVE SECTOR which is beautifully blended in between a public sector and
the private sector. It has benefits of both the sectors and disadvantages of neither of them.
PRINCIPLES OF CO-OPERATIVE SECTOR
1. LEGAL STATUS : A co-operative Society is a body corporate registered under the
applicable state Act with perpetual succession having a common seal. It can acquire, hold and
dispose of properties, enter into contracts and it can sue and it can be sued.
2. VOLUNTARY ASSOCIATION : Co-operative Society is essentially an organization or an
association of persons who have come together for the common purpose of economic
development or for mutual help.
3. SELF HELP AND MUTUAL HELP : The Co-operative societies office bearers/executive
committee is elected as per democratic election procedure. The Co-operative Society function
under the principle of self help and mutual help which means each will help for themselves
and all will help others.
4. DEMOCRATIC CONTROLS : The Control of a Co-operative enterprise in not in the
hands of capitalists who can corner the share capital and control the interest in any
undertaking which would be a private undertaking.
5. EQUALITY : In co-operative Sector, the principle of One man one Vote is provided in
the statute so as to ensure that the capital does not dominate the administration of cooperative Society.
6. OPEN MEMBERSHIP : Any person can apply for the membership of the Society without
any discrimination. The membership is open for all.
7. SOCIAL APPROACH / NO PROFIT MOTIVE : As the Society is working on democratic
principle and the office bearers of the Society will be functioning like a trustees for the better
management of the society and there is no separate benefits to the executive committee
members. Service is the main motto and the profit is not the main concern in co-operative
societies.
8. PROFITS AND RETURNS TO THE MEMBERS :
Page 9

Co-operative Society is an association of members and certain percentage profits earned by
the society, as decided in the meeting of the General body will be distributed in the form of
dividend to the members.
9. LIMITED INTEREST ON SHARES : Irrespective of the shareholding, each member has
only one vote in the decision-making in the General body meeting or at the time of election
of the committee for management. The shares are not traded in the stock exchange. The State
Co-op. Act also prescribes the maximum amount, which a member can hold as a share capital
in any society.
Under M.C.S. Act, 1960 as per Section 28 other than Government or other society, shall not
hold more than 1/5 of the total capital or interest in shares or exceeding Rs. 20,000/- which
the State Government power to change by way of notification.
10. PERSONAL PARTICIPATION : The shareholders have to personally attend the meeting
or for voting. They are not allowed to appoint proxies for attending the general body or for
voting in the resolution to be passed.
11. EDUCATIONS AND CO-OPERATION : Every society has to contribute towards the
education fund maintained and looked after by the district co-operative education Board as
per the notification issued from time to time for educating the members or the office bearers
of the Society.
12. CO-OPERATION AMONGST CO-OP. INSTITUTIONS : The funds generated or
mobilized through the co-operative societies have to be deposited/ invested in the Cooperative Sector only. ACT & RULES APPLICABLE
A Co-operative Society functions as per the provisions of
1. Co-operative Societies Act under which the same is registered.
2. Co-operative Societies rules made there under
3. Bye-laws approved by the registrar at the time of registration and amendments made from
time to time and approved by the registrar.
4. Notification and Orders
1. Co-operative Societies Act
We have a number of Co-operative Societies Acts functional in different states like
- Maharastra Co-operative Societies Act, 1960,
- Pondicherry Co-operative Societies Act, 1972,
- Karnataka Co-operative Societies Act, 1959,
- Delhi Co-operative Societies Act, 1972,
- Kerala Co-operative Societies Act etc.
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When the area of operation is restricted to one state, the State Co-operative Act & Rules,
under which the society is registered will be applicable.
In a particular state, if Co-operative Act and Rules is not enacted, the Central Act which is
known as The Co-operative Act, 1912 and its rules will be applicable. When the area of
operation of Society is spread in two or more states. The Multi-State Co-operative Societies
Act, 2002 and its rules shall be applicable.
2. Co-operative Societies Rules
A set of rules is also framed under the respective State Co-operative Act for procedural
aspects.
3. Bye-laws
Each society also registered with the bye-laws for internal management of the societies duly
approved by the registrar at the time of registration of the society. The bye-laws of a society
constitute a contract
2.2 COMPANY PROFILE

Saptharishi Credit Co-Operative Society Ltd. is a community-based financial Institution
registered under co-operative societies act by Deputy Registrar of cooperative societies and
its register No./Date :No.DRM/SS/RGN/323/2003-04,Date:30-12-2003
founded in
December of 1997. Our offices are located at 2nd main, Jayanagar in Mysore , Karnataka. It
has 4 sub-branches at Mysore city and taluk
The mission of Saptharishi Credit Co-Operative Society Limited is to eradicate poverty by
building a secure and transparent microfinance institution to provide financial assistance to
the underprivileged, especially senior citizens, women, handicapped, and those living below
the poverty line.
The organization has adopted a co-operative approach in order to involve every member in
our mission with a spirit of cooperation and mutual confidence. The credit society has
instituted a working culture, which revolves around efficiency, transparency, professionalism,
teamwork and flexibility. It is having 15272 members.
2.3 Promoters of Saptharishi Credit Co-operative society

Sl.No
1
2
3
Name
Sri. M.S Chandrashekhar
Sri. Na. Nagachandra
Sri. H.V Subbanna
Designation
president
Vice-president
Honourable Treasurer
Page 11

4
5
6
7
8
9
10
11
12
13
14
15
Sri. K.V Nagendran

Mrs. Krishnaveni prasadh
Mrs. S. Shyamala
Sri. Hrushikesh
Sri. R.L Satish sharma
Sri. K.V Nagendra
Sri. Eshwar
Sri.T.S Sheshadri
Sri. M.S Gururaj
Sri R Ramadas
Sri K.S Sadashiva
Sri S Adishesha
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Auditor
CEO
Page 12
2.4 Vision and mission

To encourage the sense of economic, self-help and co-operation the minds of co-operative
society members.
Co-operative society is formed in that way it is wholly controlled and owned by its cooperative society members.
To encourage the life style of the members on the ground work and direction of co-operative
principle like members co-operation, self help, mutual help etc.
To encourage and develop this co-operative society in to responsible and self reliant and
competitive economic industry.
To encourage the needed programs that will create the savings attitude in the members.
Create the needed programs and corresponding needs to that program for self reliance of
members and the public.
Satisfy the different investment needs of members and provide different services to their
members for that it will make agreement/contract with institution which provide those
facilities.
Inform the members and to the publics about savings scheme which are encouraged by the
Income tax department and government and provide the services to get those benefits.
To provide loans to their members for buying motor vehicle or machineries on instalment or
hypothecation under described in motor act.
To have and to ensure that the land acquisition for the need of the business or functioning of
co-operative society and build and shift office to the new building and undertake
needed programs.
Creating funds from net profit for the benefits and aid of members or employees which is
created by board and it is approved by general meeting.
Funds created by board and limit prescribed by general meeting for encouraging the children
education of the members or members.
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Provide financial and technical assistance to the establishment of small scale industry, cottage
industry, transportation industry and self employment to the members of co-operative
society.
Provide various financial services, cultural, social, educational benefits to their members
except cheque transactions.
Make arrangement for loans and advances to the various needs of their members
On behalf of their members society purchases government securities, selling of the
government securities, and holding the same on behalf of their members.
For the convenience of the transaction in co-operative society make contract with those
institutions which provide financial assistance to society.
On behalf of their members collect money and security paper and transfer the same.
On the directions of composite co-operatives and co-operative principles the co-operative
societies having same purpose can transfer money with other and refinance also.
For the fulfilment of purpose of co-operative and doing specific business for this having
partnership with other co-operatives or inception with similar kind of
business
institution and establishing supplementary institution2.5 Products and services

Fixed Deposits:
Eligibility: Only a member is eligible to open fixed deposit A/c.
Facility: Computerised deposit certificate issued instantly.
Time Period
3 months
3 months
9 months
1 year
2 years
3 years
4 years
5 years
Interest Rate
6.00 %
7.00 %
8.00 %
10.05 %
10.75%
11.00%
11.25%
11.50%
Special Interest Rate

7.00 %
8.00 %
9.00 %
11.05 %
11.75%
12.00%
12.25%
12.50%
These special rates are designed to benefit disadvantaged community members. In

order to qualify for the interest rates listed in this category a member must meet at
least one of the following criteria:
1.
At least 50 years of age
Page 14
2.
Woman
3.
Physically Handicapped
4.
Below Poverty Line
5.
Member (Active or Retired) of the Indian Army.
6.
Government Employee.
7.
Resident Of Mysore
8.
Five Lakh Maximum Deposit
Recurring Deposit (R.D.)

Eligibility: Only a member is eligible to open fixed deposit A/c.
Facility: Computerized deposit certificate issued instantly.
Time Period
Yearly Interest Rate
Maturity Payment (When
12 months
24 months
60 months
72 year
6.00 %
9.00 %
10.00 %
11.00 %
giving Rs. 100 Monthly)

Rs 1239.00
Rs. 2630.00
Rs. 7723.00
Rs. 10061.00
Daily Depositing Scheme

The cooperative has engaged daily collection motivators for collection of daily deposits from
door to door. Only a member is eligible to open fixed deposit A/c.
Time Period
General Interest
*Special Interest
6 months
12 months
18 months
24 months
30 months
36 months
42 months
48 months
1.75 %
2.00 %
3.00 %
3.50 %
5.00%
6.00%
6.50%
7.00%
2.00 %
3.00 %
4.00 %
4.05 %
6.00%
7.00%
7.05%
8.00%
Saving Deposit
Saptharishi credit co-operative society allows you to deposit or withdraw money from your
account at any time. In return for keeping your money at Credit, it pays you money,
also known as interest.
An individual residing in India, above 18 years of age is eligible become a member with
Saptharishi Credit co-operative society
Page 15

Requirements:
1. Two copies of latest photographs
2.
Proof of residence to the satisfaction of the Bank (Passport, Driving License, Ration
Card, Voters Card, Electricity Bill, Aadhar Card etc.)
3. Photo Identity Proof

4. Initial deposit of Rs 100 in cash
Terms and conditions
1. An individual has to be a member of Saptharishi Credit co-operative to have a Saving
Account.
2.
All transactions related to deposit and withdrawal will be routed through Saving
Account.
3. Interest will be credited in account annually

4.
Nomination facility is available.
Bonds
BOND is a written and signed promise to pay a certain sum of money on a certain date, or on
fulfilment of a specified condition by credit co-operative society. It is a certificate of debt
(usually interest-bearing or discounted) that is issued in order to raise money. It will pay a
fixed or variable amount of interest at regular interval over a certain period of time. The
nominal amount is intended to be reimbursed totally (or partially) at the end of the period.
Partially or earlier redemption is possible depending on derivatives (call/put) that can be
added.
Two features of a bond credit and duration are the principal determinants of a bonds
interest rateSaptharishi have five type of BOND PLANS:
Saptharishi Silver Bond
Saptharishi Golden Bond
Saptharishi Platinum Bond
Saptharishi Diamond Bond
Saptharishi DhanLaxmi Bond
Deposit Money Doubles in Six Years

Deposit Money Triples in 10 Years
Deposit Money Become Four Times in Twelve Years
Deposit Money Become Five Times in Fourteen Years
Deposit Money Become Six Times in Sixteen Year
Monthly Income Schemes (M.I.S)

General Interest Rates
Time Period
Interest Rate(Monthly
To Receive Monthly
Monthly Income On Investment
Compound)
Income of Rs .100,
Of Rs. 10000
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Investment Amount
1-2 Years
3-4 Years
5-6 Years
10.00 %
10.25 %
10.50 %
Rs. 12000
RS. 11707
Rs. 11429
Rs. 83.33
Rs. 85.41
RS. 87.50
*Special Interest Rates

Time Period
Interest Rate(Monthly
To Receive Monthly
Monthly Income on Investment of
Compound)
Income Of Rs
RS 10000
100,Investment Amount
1-2 Years
11.00 %
Rs.10910
3-4 Years
11.25 %
Rs. 10667
5-6 Years
11.50 %
Rs. 10440
*special interest rate are subject to terms & conditions
Rs. 91.66
Rs. 93.75
Rs. 95.83
Payment Table On a Deposite of Rs.10000

General Interest Rates
Time Period
Interest
Monthly
Quarterly
Semi Annual
Rate(Monthly
Amount
Income
Income
Rs. 83.33
Rs. 85.41
Rs. 87.50
Rs. 252.08
Rs. 258.44
Rs. 264.80
Rs. 510.53
Rs. 523.57
Rs. 536.61
Yearly Income
Compound)
1-2 Years
3-4 Years
5-6 Years
10.00 %
10.25 %
10.50 %
Rs. 1047.13
Rs. 1074.55
Rs. 1102.03
*Special Interest Rates

Time Period
Interest
Monthly
Quarterly
Semi
Rate(Monthly
Amount
Income
Annual
Compound)
1-2 Years
3-4 Years
5-6 Years
11.00 %
11.25 %
11.50 %
Yearly Income
Income
Rs. 91.66
Rs. 93.75
Rs. 95.83
Rs. 277.52 Rs. 562.75

Rs. 283.89 Rs. 875.85
Rs. 290.26 Rs. 588.95
Special interest rate are subject to terms & conditions.
Rs. 1157.18
Rs. 1184.86
Rs. 1212.59
Loans
The livelihood loan schemes at saptharishi Credit are characterized by relatively small loans,
a few thousand rupees at most. The repayment period is relatively short, about a year or so.
Women are a major beneficiary of their activities, and the destination of the funds primarily
includes agriculture, distribution, trading, small craft and processing industries. The
administrative structure is generally light and the entire process is participatory in nature. The
impact of credit lending is as widespread as in the rural areas and urban areas.
Page 17

Saptharishi extends livelihood loans between 10000- 50000 for various purposes, like
Manufacturing, Servicing, Small Business, Agriculture & Allied Activities, etc.
The loan schemes also simultaneously undertake a social development agenda. This helps to:
1.
Raise the social and political consciousness of members
2.
Focus increasingly on women, whose urge for survival has a far greater bearing on the
development of the family

3.
Encourage their monitoring of social and physical infrastructure projects - housing,
sanitation, drinking water, education, entrepreneurship, business development, agriculture,

etc.
The lending practices are characterized by an unusually high degree of fairness, flexibility
and service. Program loans are provided for any reasonable purpose. The interest rates
charged to borrowers are below or at market levels, and repayment terms are arranged to
accommodate the needs of the borrowing organization.
The terms and conditions of the loan agreement entered into with borrowers are significantly
less restrictive and obtrusive than most commercial loan contracts. The agreement is
nevertheless a detailed and comprehensive one that is fully protective of the legal rights and
financial solvency of Saptharishi Credit. Reporting requirements are quite strict in requiring
borrowers to submit substantial information on a regular and timely basis. Saptharishi is thus
able to closely monitor the financial performance and organizational development of its
borrowers. Saptharishi provides technical assistance services to its borrowers in connection
with the loan application process and subsequently as circumstances warrant. The education
and experience of staff and Trustees allow it to provide a wide range of quality services,
particularly in the areas of organizational development, financial management, and training in
consensus process.Different kind of loans in our bank
We provide all kind of loans for the common people from automobile loans to home loans...
HOUSING LOAN
Page 18

Home Loan is a secured loan with the property pledged as collateral with the bank/ housing
finance company. Most often, a home loan is taken to buy a residential apartment
whether ready to move or under construction. Increasingly, people take a new home
loan to transfer the balance outstanding on their existing loan because they are getting a
better deal. Home Loans are also taken to repair and renovate one's existing house.
Occasionally, a home loan is taken to construct a house. A related loan is a plot loan
where the proceeds are towards the purchase of a plot.
GOLD LOAN
As the name suggests this is the loan given against gold. Many nationalized banks, private
banks and other financial companies offer this loan at attractive rates. Many go for this
loan for short period to meet the requirement of their childrens education, marriage
and other financial problems in the family. And others think that instead of keeping the
gold idle at home or locker, loan against gold is the best option. Moreover with the rise
in gold rates the demand from companies and banks offering such loans has raised. For
instance, Muthoot Finance, one of the leading gold loan companies has seen 24 percent
rises in gold loan against 17 percent raise in the market value of gold.
BUSINESS LOAN
Businesses require an adequate amount of capital to fund start-up expenses or pay for
expansions. As such, companies take out business loans to gain the financial assistance
they need. A business loan is debt that the company is obligated to repay according to
the loans terms and conditions. According to the U.S. Small Business Administration,
before approaching a lender for a loan, it is imperative for the business owners to
understand how loans work and what the lender will want to see from the owner.
Page 19
Function: A business loan is borrowed capital that companies apply toward expenses that
they are unable to pay for themselves. Some business owners use business loans to pay
for salaries and wages until their new company gets off the ground, while other
companies put borrowed funds toward office supplies, inventory or business projects.
Lenders want to know how the business intends to use the borrowed monies, so
business owners must make sure to have a clear outline for how the money will be
spent. According to an October 2010 article by David Bangs in Entrepreneur.com, it is
important to impress the lenders by being professional, or they may decline the loan
application.
Payday Loans
Payday loans are short-term, high-interest loans designed to bridge the gap from one pay
check to the next. They are predominantly used by repeat borrowers living pay check to pay
check. Because of the loans high costs, the government strongly discourages their use.
Utility Loan Program

Loan programs provide financing for the purchase of renewable energy or energy efficiency
systems or equipment. Low-interest or zero-interest loans for energy efficiency projects are a
common demand-side management (DSM) strategy for electric utilities. State governments
also offer low-interest loans for a broad range of renewable energy and energy efficiency
measures. These programs are commonly available to the residential, commercial, industrial,
transportation, public and nonprofit sectors. Loan rates and terms vary by program; in some
cases, they are determined on an individual project basis. Loan terms are generally 10 years
or less. In recent years, the federal government has offered loans for renewable and energy
efficiency projects.
2.6 Area of operation

This saptharishi credit co-operative society carrying its operation like accepting and lending
money etc. at mysore city and Taluk.
2.7 Infrastructure facilities
Page 20

Society having its own building, well operating computers, good water facility, telephone and
internet facility, good transportation, and good electricity facility.
2.8 Competitors information

Some other credit co-operative societies, banks, and some micro-financial companies are the
competitors of saptharishi credit co-operative society. they mainly playing with the interest
rate on loans and as well as deposit.
2.9 SWOT analysis of Saptharishi credit co-operative society

A SWOT analysis (alternatively SWOT matrix) is a structured planning method used to
evaluate the strengths, weaknesses, opportunities and threats involved in a project or in a
business venture. A SWOT analysis can be carried out for a product, place, industry or
person. It involves specifying the objective of the business venture or project and identifying
the internal and external factors that are favourable and unfavourable to achieve that
objective
S-STRENGTH
Loyal membership
Ready market for product and services offered
Favourable interest rates
Credit facilities are accessible and conditions not stringent
Management is accessible and approachable Member recruitment and marketing
Board and member confidence
Strong , transparent and Informed leadership
Established team and team work
Competent, committed and hardworking staff
Page 21
Experienced management and skilled staff -Good reputation, positive image and
brand.
W-WEAKNESSES
Most members are net borrowers and not savers
Savings are not realized out of personal decision but as a result of the minimum set by
the general meeting
Leadership through democratic practice and often leaders would want to be loyal to
the electorate
Leaders lack entrepreneurship/business skills
Disregard of policies (i.e. credit policy) by management
Pressure and demand from members because of promise during the election period
Increasing poverty levels and inflation forcing members to seek cheap financial
support
perpetual borrowers
Members not able to do self-appraisal of projected investments.
O-OPPORTUNITIES
Unsatisfied demand from the members/customers
Amendments to the Co-operative Societies Act, Rules and By-Laws i.e. open up
membership, diversity in other products (Front Office Services)
A sound representation in the Apex bodies (corporate image, synergies)
Open agency banking
Advancement and Growth in Technology e.g. mobile banking .
Page 22
Aggressive marketing and publicity campaign of products and services
Potential to attract more membership because of its financial stability and good
customer service
T-THREATS
Competition from micro-finance institutions and banks
Change of policies and legal framework
Increasing poverty levels and inflation
Retrenchments and redundancies affect the capital base and membership
Technological changes in the financial and business sector
Ageing membership -High rate of member withdrawal
Lack of awareness, ignorance and poor patronage among some members
2.9 Future growth and prospectus
To provide a better service co-operative sector by facing all types of competition

reducing customer risk through providing services like paying insurance premium
Bills payments like telephone bill, electricity bill, water bill etc.
Also get in to the market of sales by selling product through our co-operative society
Establishing new branches
Develop the society as more stable financial institution and convert it in to bank
Provide insurance facilities to their members and employees
All the above process are done on the commission basis of co-operative society by
reducing customer risk and provide better services in the competitive world.
Page 23

profit and loss account for the year ended 31-3-2014
31-03-2013 Expenses details
31-03-2014
26066956 Interest
32936988
1886892 Commission
2083816
4383904 employees salary
4621560
394068 e-Stamping employees salary
659796
350760 rent and taxes
89312
124296 Electricity
134328
33760 travelling & conveyance
87492
167780 post and telephone
186492
353937.2 printing and stationary
416014
102400 law fee
154600
296960 Insurance
332756
3621403.32 other expenses
5385496.56
349244 Meeting allowance & expenses
514440
3509020 Remittance
2623340
479672 e-stamp expenses
594988
1741192 Depreciation
1887344.2
43862244.52
52708762.76
8028139.48
8756933.24
51890384
61465696
31-03-2013
47480232
2554956
1855196
Income details
interest
other income
e-stamp commission
31-03-2014
57362788
2272184
1830724
51890384
61465696
Balance sheet as on year ended 31-3-2014
Page 24

31-03-2013
40000000
38478800
146800
1480400
65767816.6
340191134
8297825.8
7747200
8028139.5
470138115.9
Liabilities
Authorised share capital
Paid up share capital
Nominated members
Even members
Reserve funds
Deposits
Other liabilities
To pay
Profit
Details
Net profit
Reserve fund
Reserve working Capital
composite co-operative education fund
General welfare fund
General welfare fund (additional)
Dividend
Bonus
Draft suspicious fund
Building fund
Dividend compensation fund
total
Sl.
31-03-2014
40000000
39061600
100000
1427600
71290250.84
388382204
10266469.8
9742972
8756933.3
529028029.9
%
25%
20%
2%
5%
8%
31-03-2013
1543940
15854163.88
114967080
301938732
32580312
3253888
Assets
Cash balance
Bank balance
Investment
Loans & Advances
Fixed Assets
Other Assets
470138115.9
Amount 31-3-2013
8028139.5
2007039.5
1605628
160564
401408
0
3171316
472168
0
210016
0
8028139.5
5290280
Amount 31-3-2014
8756933.24
2189232
1751384
175140
437848
200000
3206760
355768
200000
200000
40801.24
8756933.24
Details
2010-11
2011-12
2012-13
2011-12
1.
members
14856
15512
15808
15272
2.
SHARE CAPITAL
35470800
38034800
38478800
39061600
3.
RESERVES
19707920
21739136
23598564
25605604
4.
DEPOSITS
199405968
259009284 340231132
388382204
5.
BORROWINGS
17438352
264535740 301938732
322169056
No
31-03243
1361156
15096
32216
3457
527
Page 25
ANALYSIS OF FINANCIAL STATEMENTS
From the above financial statements from year 2013-2014, we can interpret that, paid up
share capital has been increased from Rs. 38478800 in 2012-2013 to Rs. 39061600 in
2013-2014. This shows that company is growing at a good rate over a period of time.
Deposits have been increased from Rs. 340231132 in 2012-2013 to Rs. 388382204 in
2013-2014. This is because bank is attracting the customers over a period of time.
Borrowings have been increased from Rs. 301938732 in 2012-2013 to Rs322169056 in

2012-2013. This interprets that bank is using its borrowings to serve its customers in
better way.
Coming to assets side of the bank, cash and bank balance has been decreased from Rs.
17398103.88 in 2012-2013 to Rs.16045239.88 in 2013-2014. From this we can say that
bank has decreased its cash and bank balances due to invested in various securities and
provided loans to the needed persons and also to safe guard the interest of the depositors.
Investment has been increased from Rs.114967080 in 2012-2013 to Rs.150967080 in 20132014. Investments are the key to increase the profits of any organization. From the above
statement we can clearly say that bank has taken effective steps to increase the profits by
choosing the best investment avenues.
Fixed assets have been increased from Rs.32580312 in 2012-2013 to Rs.34575524 in 20132014. This shows that bank has investing more on fixed assets to cope up with modern
and sophisticated technology.
PROFIT AND LOSS ACCOUNT ANALYSIS

Gross income has been increased to Rs.61465696 in the year 2014 as against
51890384in the year 2013.
Net profit has been increased to Rs.8028139.48 in the year 2013 as against
Rs.8028139.48 in the year 2014
Page 26

Gross expenditure has increased to Rs.52708762.76 in the year 2014 as against
Rs.43862244.52in the year 2013
3.1 Introduction to working capital

Working Capital is the Life-Blood and Controlling Nerve Center of a business
The working capital management precisely refers to management of current assets. A firms
working capital consists of its investment in current assets, which include short-term assets
such as: Cash and bank balance, Inventories, Receivables (including debtors and bills),
Marketable securities. Working capital is commonly defined as the difference between
current assets and current liabilities.
Working Capital = Current Assets-Current Liabilities
There are two major concepts of working capital:
Gross working capital
Net working capital

Gross working capital:
Page 27

It refers to firm's investment in current assets. Current assets are the assets, which can be
converted into cash with in a financial year. The gross working capital points to the need of
arranging funds to finance current assets.
Net working capital:
It refers to the difference between current assets and current liabilities. Net working capital
can be positive or negative. A positive net working capital will arise when current assets
exceed current liabilities & vice-versa for negative net working capital. Net working capital is
a qualitative concept. It indicates the liquidity position of the firm and suggests the extent to
which working capital needs may be financed by permanent sources of funds. Net working
capital also
Covers the question of judicious mix of long-term and short-term funds for financing current
assets.
Significance of Working Capital Management
Page 28
The management of working capital is important for several reasons:
For one thing, the current assets of a typical manufacturing firm account for half of its
total assets.
For a distribution company, they account for even more. Working capital requires
continuous day to day supervision.
Working capital has the effect on company's risk, return and share prices,
There is an inevitable relationship between sales growth and the level of current
assets. The target sales level can be achieved only if supported by adequate working
capital Inefficient working capital management may lead to insolvency of the firm if it
is not in a position to meet its liabilities and commitments.
Liquidity Vs Profitability: Risk - Return trade off
Another important aspect of a working capital policy is to maintain and provide sufficient
liquidity to the firm. Like the most corporate financial decisions, the decision on how much
working capital is maintained involves a trade off- having a large net working capital may
reduce the liquidity risk faced by a firm, but it can have a negative effect on the cash flows.
Therefore, the net effect on the value of the firm should be used to determine the optimal
amount of working capital. Sound working capital involves two fundamental decisions for
the firm. They are the determination of:
The optimal level of investments in current assets.
The appropriate mix of short-term and long-term financing used to support this
investment in current assets, a firm should decide whether or not it should use short-term
financing. If short-term financing has to be used, the firm must determine its portion in
total financing. Short-term financing may be preferred over long-term financing for two
reasons:
The cost advantage
Flexibility
But short-term financing is more risky than long-term financing.
Page 29
CLASSIFICATION OF WORKING CAPITAL

Working capital can be classified as follows:
On the basis of time
On the basis of concept
Page 30
Types of Working Capital Needs
Another important aspect of working capital management is to analyze the total working
capital needs of the firm in order to find out the permanent and temporary working capital.
Working capital is required because of existence of operating cycle. The lengthier the
operating cycle, greater would be the need for working capital. The operating cycle is a
continuous process and therefore, the working capital is needed constantly and regularly.
However, the magnitude and quantum of working capital required will not be same all the
times, rather it will fluctuate.
The need for current assets tends to shift over time. Some of these changes reflect permanent
changes in the firm as is the case when the inventory and receivables increases as the firm
grows and the sales become higher and higher. Other changes are seasonal, as is the case with
increased inventory required for a particular festival season. Still others are random reflecting
the uncertainty associated with growth in sales due to firm's specific or general economic
factors.
The working capital needs can be bifurcated as:
Permanent working capital

Temporary working capital
Permanent working capital:
There is always a minimum level of working capital, which is continuously required by a
firm in order to maintain its activities. Every firm must have a minimum of cash, stock and
other current assets, this minimum level of current assets, which must be maintained by any
firm all the times, is known as permanent working capital for that firm. This amount of
working capital is
Constantly and regularly required in the same way as fixed assets are required. So, it may
also be called fixed working capital.
Temporary working capital:
Any amount over and above the permanent level of working capital is temporary, fluctuating
or variable working capital. The position of the required working capital is needed to meet
Page 31

fluctuations in demand consequent upon changes in production and sales as a result of
seasonal
Changes.
The permanent level is constant while the temporary working capital is fluctuating increasing
and decreasing in accordance with seasonal demands as shown in the figure. In the case of an
expanding firm, the permanent working capital line may not be horizontal. This is because
the demand for permanent current assets might be increasing (or decreasing) to support a
rising level of activity. In that case line would be rising.
FACTORS OF DETERMINING WORKING CAPITAL
There are many factors that determine working capital needs of an enterprise. Some of these
factors are explained below:
NATURE OR CHARACTER 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.
SIZE OF THE BUSINESS:
Greater the size of the business, greater is the requirement of working capital.
Page 32

PRODUCTION POLICY:
If the policy is to keep production steady by accumulating inventories it will require higher
working capital.
LENGTH 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.
SEASONALS VARIATIONS: Generally, during the busy season, a firm requires
larger working capital than in slack season.
WORKING CAPITAL CYCLE:
The speed with which the working cycle completes one cycle determines the requirements of
working capital. Longer the cycle larger is the requirement of working capital.
RATE OF STOCK TURNOVER:
There is an inverse co-relationship between the question of working capital and the velocity
or speed with which the sales are affected. A firm having a high rate of stock turn over will
needs lower amt. of working capital as compared to a firm having allowed rate of turnover.
CREDIT POLICY:
A concern that purchases its requirements on credit and sales its product / services on cash
requires lesser amt. of working capital and vice-versa.
PRAKASH
WORKING CAPITAL CYCLE
The upper portion of the diagram below shows in a simplified form the chain of events in a
manufacturing firm. Each of the boxes in the upper part of the diagram can be seen as a tank
Page 33

through which funds flow. These tanks, which are concerned with day-to-day activities, have
funds constantly flowing into and out of them.
The chain starts with the firm buying raw materials on credit. In due course this stock will be
used in production, work will be carried out on the stock, and it will become part of the firms
work-in-progress. Work will continue on the WIP until it eventually emerges as the finished
OPERATING CYCLE
EXCESS OR INADEQUATE WORKING CAPITAL:
Every business concern should have adequate amount of working capital to run its business
operations. It should have neither redundant or excess working capital nor inadequate nor
shortages of working capital. Both excess as well as short working capital positions are bad
for any business. However, it is the inadequate working capital which is more dangerous
from the point of view of the firm
Page 34
DISADVANTAGES OF REDUNDANT OR EXCESSIVE WORKING

CAPITAL:-
1. Business cannot earn the required rate of return on its investments.

2. Redundant working capital leads to unnecessary purchasing and accumulation of
inventories.
3. Excessive working capital implies excessive debtors and defective credit policy which
causes higher incidence of bad debts.
4. It may reduce the overall efficiency of the business.
5. If a firm is having excessive working capital then the relations with banks and other
financial institution may not be maintained.
6. Due to lower rate of return n investments, the values of shares may also fall.
7. The redundant working capital gives rise to speculative transactions
DISADVANTAGES OF INADEQUATE WORKING CAPITAL:-
Every business needs some amounts of working capital. The need for working capital arises
due to the time gap between production and realization of cash from sales. There is an
operating cycle involved in sales and realization of cash. There are time gaps in purchase of
raw material and production; production and sales; and realization of cash.
Thus working capital is needed for the following purposes:
For the purpose of raw material, components and spares.
To pay wages and salaries
To incur day-to-day expenses and overload costs such as office expenses.
To meet the selling costs as packing, advertising, etc.
To provide credit facilities to the customer.
To maintain the inventories of the raw material, work-in-progress, stores and spares
and finished stock.
For studying the need of working capital in a business, one has to study the business under
varying circumstances such as a new concern requires a lot of funds to meet its initial
requirements such as promotion and formation etc. These expenses are called preliminary
expenses and are capitalized. The amount needed for working capital
Page 35
Depends upon the size of the company and ambitions of its promoters. Greater the business
unit, generally larger will be the requirements of the Working capital. The requirement of the
working capital goes on increasing with the Growth and expensing of the business till it gains
maturity. At maturity the Amount of working capital required is called normal working
capital. There are others factors also influence the need of working capital in a business.
Management of working capital

It 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 POLICIES
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.
RATIOS THEORY WITH FORMULA

Working capital Ratio
The working capital ratio, also called the current ratio, is a liquidity ratio that measures a
firm's ability to pay off its current liabilities with current assets. The working capital ratio is
important to creditors because it shows the liquidity of the company
Working capital Ratio =
Current assets
Current liabilities
Quick ratio
The quick ratio or acid test ratio is a liquidity ratio that measures the ability of a company to
pay its current liabilities when they come due with only quick assets. Quick assets are current
Page 36

assets that can be converted to cash within 90 days or in the short-term. Cash, cash
equivalents, short-term investments or marketable securities, and current accounts receivable
are considered quick assets.
Quick ratio =
Quick assets
Quick assets
Quick liabilities
Quick assets = cash + cash equivalents +short term investments + current receivable
Current Ratio
The current ratio is a liquidity and efficiency ratio that measures a firm's ability to pay off its
short-term liabilities with its current assets. The current ratio is an important measure of
liquidity because short-term liabilities are due within the next year.
Current Ratio = Current assets
Current liabilities
Net profit ratio (NP ratio)

Is a popular profitability ratio that shows relationship between net profit after tax and
net sales. It is computed by dividing the net profit (after tax) by net sales.
Net profit ratio =Net profit after tax
Net income
Debtors turnover ratio
Receivables turnover ratio (also known as debtors turnover ratio) is computed by
dividing the net credit sales during a period by average receivables
'Working Capital Turnover'
Page 37

A measurement comparing the depletion of working capital to the generation of sales over a
given period. This provides some useful information as to how effectively a company is using
its working capital to generate sales
Working capital turnover =
sales
Working capital
Page 38

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A STUDY ON WORKING CAPITAL MANAGEMENT AT SCCS LTD.

1.1 INTRODUCTION ABOUT THE INTERNSHIP:

credit co-operative society,

Competitors information, SWOT analysis financial statements etc.

BGS INSTITUTE OF TECHNOLOGY, BGNAGAR

A STUDY ON WORKING CAPITAL MANAGEMENT AT SCCS LTD.

The mission of Saptharishi Credit Co-Operative Society Limited is to eradicate

BGS INSTITUTE OF TECHNOLOGY, BGNAGAR

A STUDY ON WORKING CAPITAL MANAGEMENT AT SCCS LTD.

1.4 OBJECTIVES OF THE STUDY

To study the trend of working capital at Saptharishi credit co-operative society

To make suitable recommendations for the management with respect to working

1.5 SCOPE OF STUDY

The secondary data is collected from the articles on WCM

BGS INSTITUTE OF TECHNOLOGY, BGNAGAR

A STUDY ON WORKING CAPITAL MANAGEMENT AT SCCS LTD.

1.7 Literature Review

A STUDY ON WORKING CAPITAL MANAGEMENT AT SCCS LTD.

BGS INSTITUTE OF TECHNOLOGY, BGNAGAR

A STUDY ON WORKING CAPITAL MANAGEMENT AT SCCS LTD.

1.8 LIMITATIONS OF THE STUDY

CAPITAL MANAGEMENT AT SAPTHARISHI

BGS INSTITUTE OF TECHNOLOGY, BGNAGAR

A STUDY ON WORKING CAPITAL MANAGEMENT AT SCCS LTD.

2.1. INDUSTRY PROFILE

A STUDY ON WORKING CAPITAL MANAGEMENT AT SCCS LTD.

billion (US$1.1 trillion

A STUDY ON WORKING CAPITAL MANAGEMENT AT SCCS LTD.

BGS INSTITUTE OF TECHNOLOGY, BGNAGAR

A STUDY ON WORKING CAPITAL MANAGEMENT AT SCCS LTD.

A STUDY ON WORKING CAPITAL MANAGEMENT AT SCCS LTD.

2.2 COMPANY PROFILE

2.3 Promoters of Saptharishi Credit Co-operative society

BGS INSTITUTE OF TECHNOLOGY, BGNAGAR

A STUDY ON WORKING CAPITAL MANAGEMENT AT SCCS LTD.

Sri. K.V Nagendran

BGS INSTITUTE OF TECHNOLOGY, BGNAGAR

A STUDY ON WORKING CAPITAL MANAGEMENT AT SCCS LTD.

2.4 Vision and mission

A STUDY ON WORKING CAPITAL MANAGEMENT AT SCCS LTD.

institution and establishing supplementary institution2.5 Products and services

Special Interest Rate

These special rates are designed to benefit disadvantaged community members. In

At least 50 years of age

BGS INSTITUTE OF TECHNOLOGY, BGNAGAR

A STUDY ON WORKING CAPITAL MANAGEMENT AT SCCS LTD.

Below Poverty Line

Member (Active or Retired) of the Indian Army.

Five Lakh Maximum Deposit

Recurring Deposit (R.D.)

Yearly Interest Rate

Maturity Payment (When

giving Rs. 100 Monthly)

Daily Depositing Scheme

A STUDY ON WORKING CAPITAL MANAGEMENT AT SCCS LTD.

3. Photo Identity Proof

3. Interest will be credited in account annually

Nomination facility is available.

Deposit Money Doubles in Six Years

Monthly Income Schemes (M.I.S)

Monthly Income On Investment

BGS INSTITUTE OF TECHNOLOGY, BGNAGAR

A STUDY ON WORKING CAPITAL MANAGEMENT AT SCCS LTD.

*Special Interest Rates