Professional Documents
Culture Documents
FINANCE LTD
CHAPTER I
INTRODUCTION
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 firm
should keep sufficient cash, neither more nor less. Cash shortage will disrupt the firm’s
manufacturing operations while excessive cash will simply remain idle, without contributing
anything towards the firm’s profitability. Thus, a major function of the financial manager is to
maintain a sound cash position.
Cash is the money which a firm can disburse immediately without any restriction. The term
cash includes coins, currency and cheques held by the firm, and balances in its bank accounts.
Sometimes near-cash items, such as marketable securities or bank times deposits, are also
included in cash. The basic characteristic of near-cash assets is that they can readily be
converted into cash. Generally, when a firm has excess cash, it invests it in marketable
securities. This kind of investment contributes some profit to the firm.
1.2 INTRODUCTION ABOUT THE INDUSTRY
The Indian money market is classified into: the organised sector (comprising private,
public and foreign owned commercial banks and cooperative banks, together known
as scheduled banks); and the unorganised sector (comprising individual or family owned
indigenous bankers or money lenders and non-banking financial companies (NBFCs)).
The unorganised sector and microcredit are still preferred over traditional banks in rural
and sub-urban areas, especially for non-productive purposes, like ceremonies and short
duration loans.[2]
Prime Minister Indira Gandhi nationalised 14 banks in 1969, followed by six others in
1980, and made it mandatory for banks to provide 40% of their net credit to priority
sectors like agriculture, small-scale industry, retail trade, small businesses, etc. to ensure
that the banks fulfill their social and developmental goals. Since then, the number of bank
branches has increased from 10,120 in 1969 to 98,910 in 2003 and the population
covered by a branch decreased from 63,800 to 15,000 during the same period. The
total deposits increased 32.6 times between 1971 and 1991 compared to 7 times between
1951 and 1971. Despite an increase of rural branches, from 1,860 or 22% of the total
number of branches in 1969 to 32,270 or 48%, only 32,270 out of 500,000 villages are
covered by a scheduled bank.[3][4]
Since liberalisation, the government has approved significant banking reforms. While
some of these relate to nationalised banks (like encouraging mergers, reducing
government interference and increasing profitability and competitiveness), other reforms
have opened up the banking and insurance sectors to private and foreign players.[5][6]
As of 2007, banking in India is generally mature in terms of supply, product range and
reach-even, though reach in rural India still remains a challenge for the private sector and
foreign banks.[7] In terms of quality of assets and capital adequacy, Indian banks are
considered to have clean, strong and transparent balance sheets relative to other banks in
comparable economies of Asia.[7] The Reserve Bank of India is an autonomous body,
with minimal pressure from the government. The stated policy of the Bank on the Indian
Rupeeis to manage volatility but without any fixed exchange rate.[8]
Investments by Foreign Portfolio Investors (FPIs) in Indian capital markets have reached
Rs 6,310 crore (US$ 899.12 million) up to November 22, 2018.
As of October 2018, the Financial Inclusion Lab has selected 11 fintech innovators with
an investment of US$ 9.5 million promoted by the IIM-Ahmedabad's Bharat Inclusion
Initiative (BII) along with JP Morgan, Michael and Susan Dell Foundation, and the Bill
and Melinda Gates Foundation.
The private equity and venture capital (PE/VC) investments reached US$ 25.20 billion
between January to October 2018.*
Government Initiatives
In December, 2018, Securities and Exchange Board of India (SEBI) proposed direct
overseas listing of Indian companies and other regulatory changes.
Bombay Stock Exchange (BSE) introduced weekly futures and options contracts on
Sensex 50 index from October 26, 2018.
In September 2018, SEBI asked for recommendations to strengthen rules which will
enhance the overall governance standards for issuers, intermediaries or infrastructure
providers in the financial market.
The Government of India launched India Post Payments Bank (IPPB), to provide every
district with one branch which will help increase rural penetration. As of August 2018,
two branches out of 650 branches are already operational.
Road Ahead
India is today one of the most vibrant global economies, on the back of robust banking
and insurance sectors. The relaxation of foreign investment rules has received a positive
response from the insurance sector, with many companies announcing plans to increase
their stakes in joint ventures with Indian companies. Over the coming quarters there
could be a series of joint venture deals between global insurance giants and local players.
The Association of Mutual Funds in India (AMFI) is targeting nearly five fold growth in
assets under management (AUM) to Rs 95 lakh crore (US$ 1.47 trillion) and a more than
three times growth in investor accounts to 130 million by 2025.
India's mobile wallet industry is estimated to grow at a Compound Annual Growth Rate
(CAGR) of 150 per cent to reach US$ 4.4 billion by 2022 while mobile wallet transactions to touch Rs 32 trillion
(USD $ 492.6 billion) by 2022.
FINANCAL SERVICES:
Figure 2.8
1.3 COMPANY PROFILE
Sri sakthi finace ltd was registered under the state co operative’s law, on 25 th October 1988 and started
its work on 4th November in the same year..Sri murgan credits has 4182 members who have the voting
power and 30 non members. Co-operative society gets funds from following ways.
Objectives:
MANAGEMENT:
1. 1 secretary
2. 1 Asst secretary
3. 2 PDS salesman
4. 1 Clerks
Crop loan
Jewel loan
SHG (self Help Group Loan)
Small Industries Loan
Savings Deposit:
Interest rate for savings deposit is 4%
Fixed Deposits:
Interest rate for fixed deposits is based on the deposit days. It has two types of fixing interest
rates.
General
15 to 45 4.5% 4.5%
46 to 179 6% 6%
Primary Objective:
Secondary Objective:
• To find out the liquidity position of the concern through ratio analysis.
• To study the growth of sri Angalamman finance ltdin terms of cash flow statement.
• To make suggestion and recommendation to improve the cash position of sky cotex.
It reveals the liquidity position of the firm by highlighting the various sources of
cash and its uses.
1.7 LIMITATIONS OF THE STUDY
The study is restricted only to SRI ANGALAMMAN FINANCE LTDS. Being
a case study, the findings cannot be generalized.
The study takes into account only the quantitative data and the qualitative
aspects were not taken into account
CHAPTER II
REVIEW OF LITERATURE
Meaning:
Cash is the money which a firm can disburse immediately without any restriction. The
term cash includes coins, currency and cheques held by the firm, and balances in its bank
accounts. Sometimes near-cash items, such as marketable securities or bank times deposits, are
also included in cash. The basic characteristic of near-cash assets is that they can readily be
converted into cash.
In order to resolve the uncertainty about cash flow prediction and lack of synchronization
between cash receipts and payments, the firm should develop appropriate strategies for cash
management. The firm should evolve strategies for cash management. The firm should evolve
strategies regarding the following four facets of cash management.
The firm’s need to hold cash may be attributed to the following three motives:
The transactions motive requires a firm to hold cash to conduct its business in the
ordinary course. The firm needs cash primarily to make payments for purchases, wages and
salaries, other operating expenses, taxes, dividends etc. The need to hold cash would not arise if
there were perfect synchronization between cash receipts and cash payments, i.e., enough cash is
received when the payment has to be made. But cash receipts and payments are not perfectly
synchronized. For those periods, when cash payments exceed cash receipts, the firm should
maintain some cash balance to be able to make required payments. For transactions purpose, a
firm may invest its cash in marketable securities. Usually, the firm will purchase securities
whose maturity corresponds with some anticipated payments, such as dividends or taxes in the
future. Notice that the transactions motive mainly refers to holding cash to meet.
PRECAUTIONARY MOTIVE
The precautionary motive is the need to hold cash to meet contingencies in the future. It
provides a cushion or buffer to withstand some unexpected emergency. The precautionary
amount of cash depends upon the predictability of cash flows. If cash flows can be predicted
with accuracy, less cash will be maintained for an emergency. The amount of precautionary cash
is also influenced by the firm’s ability to borrow at short notice when the need arises. Stronger
the ability of the firm to borrow at short notice, less the need for precautionary balance. The
precautionary balance may be kept in cash and marketable securities. Marketable securities play
an important role here. The amount of cash set aside for precautionary reasons is not expected to
earn anything; the firm should attempt to earn some profit on it. Such funds should be invested
in high-liquid and low-risk marketable securities. Precautionary balances should, thus, be held
more in marketable securities and relatively less in cash.
SPECULATIVE MOTIVE
The speculative motive relates to the holding of cash for investing in profit-making
opportunity to make profit may arise when the security prices change. The firm will hold cash,
when it is expected that interest rates will rise and security prices will fall. Securities can be
purchased when the interest rate is expected to fall; the firm will benefit by the subsequent fall in
interest rates and increase in security prices. The firm may also speculate on materials prices. If
it is expected that materials prices will fall, the firm can postpone materials purchasing and make
purchases in future when pric4e actually falls. Some firms may hold cash
for speculative purposes. By and large, business firms do not engage in speculations. Thus, the
primary motives to hold cash and marketable securities are: the transactions and the
precautionary motives.
CASH PLANNING
Cash flows are inseparable parts of the business operations of firms. A firm needs cash
to invest in inventory, receivable and fixed assets and to make payment for operating expenses in
order to maintain growth in sales and earnings. It is possible that firm may be making adequate
profits, but may suffer from the shortage of cash as its growing needs may be consuming cash
very fast. The ‘poor cash’ position of the firm cash is corrected if its cash needs are planned in
advance. At times, a firm can have excess cash may remain idle. Again, such excess cash
outflows. Such excess cash flows can be anticipated and properly invested if cash planning is
resorted to. Cash planning is a technique to plan and control the use of cash. It helps to
anticipate the future cash flows and needs of the firm and reduces the possibility of idle cash
balances ( which lowers firm’s profitability ) and cash deficits (which can cause the firm’s
failure).
Cash planning protects the financial condition of the firm by developing a projected cash
statement from a forecast of expected cash inflows and outflows for a given period. The
forecasts may be based on the present operations or the anticipated future operations. Cash plans
are very crucial in developing the overall operating plans of the firm.
Cash planning may be done on daily, weekly or monthly basis. The period and frequency
of cash planning generally depends upon the
size of the firm and philosophy of management. Large firms prepare daily and weekly forecasts.
Medium-size firms usually prepare weekly and monthly forecasts. Small firms may not prepare
formal cash forecasts because of the non-availability of information and small-scale operations.
But, if the small firms prepare cash projections, it is done on monthly basis. As a firm grows and
business operations become complex, cash planning becomes inevitable for its continuing
success.
Cash management is a broad term that refers to the collection, concentration, and
disbursement of cash. It encompasses a company's level of liquidity, its management of cash
balance, and its short-term investment strategies. In some ways, managing cash flow is the most
important job of business managers. If at any time a company fails to pay an obligation when it
is due because of the lack of cash, the company is insolvent. Insolvency is the primary reason
firms go bankrupt. Obviously, the prospect of such a dire consequence should compel companies
to manage their cash with care. Moreover, efficient cash management means more than just
preventing bankruptcy. It improves the profitability and reduces the risk to which the firm is
exposed.
Cash management is particularly important for new and growing businesses. As Jeffrey
P. Davidson and Charles W. Dean indicated in their book Cash Traps, cash flow can be a
problem even when a small business has numerous clients, offers a superior product to its
customers, and enjoys a sterling reputation in its industry. Companies suffering from cash flow
problems have no margin of safety in case of unanticipated expenses. They also may experience
trouble in finding the funds for innovation or expansion. Finally, poor cash flow makes it
difficult to hire and retain good employees.
It is only natural that major business expenses are incurred in the production of goods or
the provision of services. In most cases, a business incurs such expenses before the
corresponding payment is received from customers. In addition, employee salaries and other
expenses drain considerable funds from most businesses. These factors make effective cash
management an essential part of any business's financial planning. "Cash is the lifeblood of a
[store]," wrote Richard Outcalt and Patricia Johnson in Playthings. "Without cash for inventory,
payroll, and other expenses, an emergency is imminent."
When cash is received in exchange for products or services rendered, many small
business owners, intent on growing their company and tamping down debt, spend most or all of
these funds. But while such priorities are laudable, they should leave room for businesses to
absorb lean financial times down the line. The key to successful cash management, therefore, lies
in tabulating realistic projections, monitoring collections and disbursements, establishing
effective billing and collection measures, and adhering to budgetary restrictions.
Capital Structure is a mix of debt and equity capital maintained by a firm. Capital
structure is also referred as financial structure of a firm. The capital structure of a firm is very
important since it related to the ability of the firm to meet the needs of its stakeholders.
Modiglianiand Miller (1958) were the first ones to landmarkthe topic of capital structure and
they argued thatcapital structure was irrelevant in determining thefirm’s value and its future
performance. On theother hand, Lubatkin and Chatterjee (1994) aswell as many other studies
have proved that thereexists a relationship between capital structure andfirm value.
Modigliani and Miller (1963) showed that their model is no more effective iftax was
taken into consideration since taxsubsidies on debt interest payments will cause arise in firm
value when equity is traded for debt.
Pinegar and Wilbricht (1989) discovered that principal-agent problem can be dealt with
to some extent through the capital structure by4 increasing the debt level and without causing
any radical increase in agency costs.
Lubatkin and Chatterjee (1994) argue that increasing the debt to equity ratio will help
firms ensure that managers are running the business more efficiently. Hence, managers will
return
excess cash flow to the shareholders rather than investing in negative NPV projects since
the managers will have to make sure that the debt obligations of the firm are repaid. Hence, with
an increase on debt level, the lenders and shareholders become the main parties in the corporate
governance structure. Thus, managers that are not able to meet the debt obligations can be
replaced by more efficient managers who can better serve the shareholders.
Warner (1977) argues that the potential bankruptcy costs a firm might face are reflected in its
share price and this is taken into consideration by investors when they make investment
decisions. Bankruptcy costs refer to the costs associated with declining credit terms with
customers and suppliers. It can be argued that suppliers would not be willing to give long term
credit terms to the firm as the latter faces the risk of default and similarly, customers would avoid
buying products and services from a firm facing a high risk of default since warranties and other
after sales services will be void or at risk.
Lang, Stulz and Walking (1991) uses the Tobin’s q as a proxy to determine the quality of
investment. Firms with a high ‘q’ showed that firms were using their free cash flows to invest in
positive NPV projects whereas firms with low ‘q’ showed that firms were investing in negative
NPV projects and therefore, the free cash flows should instead be paid out dividends to the
shareholders. As a whole, this study is in line with the free cash theory and was considered as
very reliable among economists.
Jensen (1989) states that when free cash flows are available to top managers, they tend invest in
negative NPV projects instead of paying out dividends to shareholders. He argues that the
compensation of managers with an increase in the firm’s turnover. Hence the objective of the
company is to increase the size of the firm by investing in all sorts of projects even if these
projects have a negative NPV. Dorff (2007) argued that compensation of managers tend to
increase when there is an increase in the firm’s turnover.
Therefore, linking the ownership structure to management can solve the principalagent problem.
This is in line with Smith (1990) who carried a study on 58 Management Buyouts of public
companies during the period of 1977 to 1986. His findings revealed that there exists a positive
relationship between management ownership and the performance of the firm. This study also
provide empirical evidence that increase in operating profits result from the decrease in operating
costs and the proper management of working capital of the firms. This is in line with Lichtenberg
and Siegel (1990).
This paper is a review of the literatures on capital structure and provides empirical evidence that
here exists a relationship between the capital structure and ownership structure of the firm.
Economists have not yet reached a consensus on how to determine the optimal capital structure
(debt to equity ratio) that will enable firms to maximise performance by simultaneously dealing
with the principal-agent problem. Taking into consideration the shortcomings of both equity 7
and debt financing, it can be argued that debt financing is better as it allows tax deductibility on
interest payments and also provides a mechanism to control the activities of managers.
Therefore, the coefficient _2 is expected to be negative and in this case, it will support the idea
that agency costs can be reduced by giving shares of the firm to its managers.
OTHER FACTORS THAT AFFECT THE SIZE OF CASH BALANCE
To avoid holding unnecessary large balances of cash, most firms attempt to make
arrangements at borrow money is case of unexpected needs. With such an agreement, the firm
normally pays interest only during the period that the money is actually used.
If money will bring a low return a firm may choose not to invest it. Since the loss or profit
is small, it may not be worth the trouble to make the loan. On the other hand, if interest rates are
very high, every extra rupee will be invested.
Some firms experience wide fluctuation in cash flows as a routine matter. A firm with
steady cash flows can maintain a fairly uniform cash balance.
4. Compensating balance:
If a firm has borrowed money from a bank, the loan agreement may require the firm to
maintain a minimum balance of cash in its accounts.
This is called compensating balance. In effect this requires the firm to use the services of bank a
guaranteed deposit on which it pays no interest. The interest free deposit is the bank’s
compensation for its advice and assistance.
CASH MANAGEMENT – BASIS STRATEGIES
The management should, after knowing the cash position by means of the cash budget,
work out the basic strategies to be employed to manage its cash.
CASH CYCLE:
The cash cycle refers to the process by which cash is used to purchase materials from
which are produced goods, which are them sold to customers.
The cash turnover means the numbers of times firm’s cash is used during each year.
360
Cash cycle
The higher the cash turnover, the less cash the firm requires. The firm should, therefore, try
to maximize the cash turn
CHAPTER- 3
ri Angalamman Traders got established in the year 2001 with its office based
at Karur, Tamil Nadu (India). The ownership type of the company is Sole
Proprietorship. We are engaged into supplying and trading of wide gamut of
products which include Variable Pump, PET Bottle Machine, CNC Machine,
Metal Scrap, Plastic Molding Die and Molding Machine. Additionally, we also
execute Installation Service, Repairing Service and Maintenance Service.
Our offered ranges of products are in huge demand in many sectors owing to
their dynamic features and premium quality. We very well understand the wide
application of these products and make huge efforts in ensuring clients get the
products of their choice in a stipulated period of time. Each and every product
offered by is well known for absolute sturdiness, compact design, smooth finish
and many more. Further, our services are rendered by a team of professionals
using latest technologies with an aim to create a large pool of customers from all
across the nation. The entire range is always readily available with us in bulk
stock and clients can avail the same at industry leading price. The firm is highly
famous in the industrial sector for its amazing state-of-the-art infrastructure.
Moreover, our infrastructure has also been the real reason behind our astounding
success in the market. We execute our entire business activities in a highly
planned manner leaving no scope for any errors to take place. Various units
function with perfect coordination ensuring smooth operations.
The business operations of Sri Angalamman Traders take place under the
astute guidance of Mr. N. Venkatesan (Proprietor). It is his vast knowledge and
commendable efforts that today we are able to meet huge demands of clients
without any hassle. His excellent management skills have helped us to execute
our entire business activities in a streamlined manner ensuring greater success
and higher profitability.
OUR TEAM
Products offering
CHAPTER 4
RESEARCH METHODOLOGY
4.1 RESEARCH
Research is a process in which the researchers wish to find out the end result for a given
problem and thus the solution helps in future course of action. The research has been defined as
“A careful investigation or enquiry especially through search for new facts in branch of
knowledge”
4.2 RESEARCH DESIGN
The research design used in this project is Analytical in nature the procedure using, which
researcher has to use facts or information already available, and analyze these to make a critical
evaluation of the performance.
4.3 DATA COLLECTION
Primary Sources
1. Data are collected through personal interviews and discussion with Finance-Executive.
2. Data are collected through personal interviews and discussion with Material
Planning- Deputy Manager.
Secondary Sources
1. From the annual reports maintained by the company.
2. Books and journals pertaining to the topic.
The present study has taken into account Five years viz., 2017-2018to 2017-2018.
ADD:
Outflows
This table shows that the cash flow statements of SRI ANGALAMMAN FINANCE
LTDare to be efficient. The cash inflow of the company is to be increased for year after year.
The fund from operation is also to differ from every year. The company should increase their
share capital from 2017-2018 for Rs. 28, 00,000. Its must be used as efficient for the next year
for decrease their loan amount.
Y = a + bX
Where a = ∑Y ; b = ∑XY
n ∑X2
4.4.1INVENTORIES
Inventories
Y (Rs in lakhs)
10
Result:
This table indicates that the volume of inventory has been increased every year. Its must
be increased for the last year 11, 13,914. Inventories value in 2015 will be about 21, 40,134.1
4.4.2 SUNDRY DEBTORS
Sundry
Debtors
YEAR X X2 XY
(Rs)
(Rs)
Y
10
Result:
This table shows that the Sundry Debtors has been more every year. It must be increased
more than 6 times from the beginning of the period of the study. Sundry Debtors value in 2015
will be about 1, 58, 19,156.4.
YEAR X X2 (Rs) XY
Y (Rs)
a = 4, 83,093 = 96,618.6
b = 5, 26,593 = 52,659.3
10
Result:
The cash value of the SRI ANGALAMMAN FINANCE LTDhas been increased and the
estimated it should be decreased for the previous year. Cash value in 2015 will be about
254596.4.
4.4.4 LOANS & ADVANCES
Loans &
Advances
YEAR X X2 XY
(Rs)
(Rs)
Y
10
Result:
The table indicates that the loans and advances of SRI ANGALAMMAN FINANCE
LTDwill be reduced from the year 2017-2018. Loans & Advances value in 2015 will be about
17, 85,102.
4.4.5 CURRENT LIABILITIES
Current
Liabilities
YEAR X X2 XY
(Rs)
(Rs)
Y
10
Result:
The table shows that the company’s current liability will be increased from the every year.
Current Liabilities value in 2015 will be about 1, 66, 00,414.4.
4.4.6 CURRENT ASSET
Current asset
YEAR
X X2 (Rs) XY
Y (Rs)
a = 5,11,11,213 = 1,02,22,242.6
b = 5,15,13,947 = 50,80,694.7
10
Result:
This table shows that the current asset of the company will be grown at 9times. When
compared to the beginning of the period of study its must be increased. Current Asset value in
2015 will be about 2, 54,64,326.7.
RATIO ANALYSIS:
Ratio helps to summarize large quantities of financial data and to make qualitative
judgment about the firm’s financial performance.
The level of Current Assets can be measured by using this Current Asset to Fixed Assets Ratio.
The level has been fluctuating every year.
1.8
1.6
1.4
1.2
1
Current Asset to Fixed Asset Ratio
0.8
0.6
0.4
0.2
0
14’-‘15 15’-‘16 16’-‘17 17’-‘18 18’-‘19
4.4.2Current Assets to Total Assets Ratio
2009-10 0.26:1
2013 - 14 0.59:1
Result:
The Table shows the Current Assets to Total Assets ratio of the company, which registered a
fluctuating trend throughout the study period. This ratio varied from 0.26 to 0.48 times
during the study. There is no change for last year.
0.7
0.6
0.5
0.4
Current Assets to Total Assets
0.3
Ratio
0.2
0.1
0
14’-‘15 15’-‘16 16’-‘17 17’-‘18 18’-‘19
Increase/
Decrease
YEAR
RATIO
2009– 10 0.27:1
Result:
Net Working Capital is used as a measure of a firm’s liquidity and the firm’s potential
reservoir of funds. It can also be relate to net assets. The Net Working Capital Ratio from the
table shows a fluctuating trend and the average Net Working Capital Ratio is 0.21 times of Net
Working Capital to Net Assets. Hence it shows that Sri Angalamman finance ltd has an average
liquidity position.
53
0.3
0.25
0.2
0.15
Net Working Capital Ratio
0.1
0.05
0
14’-‘15 15’-‘16 16’-‘17 17’-‘18 18’-‘19
2011 – 12 0.31:1
Result:
From the table it is known that the Inventories to Current Assets Ratio also register a
fluctuating trend during the entire study period.
The average ratio is 0.31 times and thus it is found that the investment in inventories
(being one of the important Current Assets) is kept at the considerable level.
0.35
0.3
0.25
0.2
Inventories to Current
0.15
Assets Ratio
0.1
0.05
0
14’-‘15 15’-‘16 16’-‘17 17’-‘18 18’-‘19
4.4.5 Sundry Debtors to Current Assets Ratio
Result:
From the table the Sundry Debtors to Current Assets Ratio shows a fluctuating trend
throughout the study period from 2009-10 to 2013-14.
The average ratio is 0.65 times. Hence it implies the credit policy followed by Sri
Angalamman finance ltd is moderate.
1
0.9
0.8
0.7
0.6
0.5 Sundry Debtors to Current Assets
0.4 Ratio
0.3
0.2
0.1
0
14’-‘15 15’-‘16 16’-‘17 17’-‘18 18’-‘19
4.4.6 Loans and Advances to Current Assets Ratio
Loans and Advances to Current Assets Ratio
Increase/
Decrease
YEAR
RATIO
2009– 10 0.02:1
Result:
From the table it is noted that the Loans and Advances to Current Assets Ratio have
registered a fluctuating trend.
It implies that a quarter positions of the Current Assets are kept in for Loans and
Advances; thereby it is found that Sri Angalamman finance ltdvalue of Loans and Advances is
considerable.
0.2
0.18
0.16
0.14
0.12
0.1 Loans & Advances to
0.08 Current Assets Ratio
0.06
0.04
0.02
0
14’-‘15 15’-‘16 16’-‘17 17’-‘18 18’-‘19
4.4.7 Cash to Current Assets Ratio
2009– 10 0.013:1
Result:
The table shows the details of Cash to Current Assets Ratio and registered a fluctuating
trend throughout the study period from 2009-10 to 2013-14.
Hence we find that Sri Angalamman finance ltdhad maintained a moderate level of cash
in proportion to Current Assets.
0.016
0.014
0.012
0.01
0.008
0.006 Cash to Current Assets Ratio
0.004
0.002
0
14’-‘15 15’-‘16 16’-‘17 17’-‘18 18’-‘19
4.4.8 Cash to Working Capital Ratio
2009– 10 0.11:1
Result:
The Cash to Working Capital Ratio registered a fluctuating trend during the study period
this is noted from the table. It was 0.11 times in 2011-12, which sharply increased to 0.11 times
in the next year and later for the following years it is fluctuating.
Hence it is found that 4% of the Working Capital ratio is managed by using the cash &
bank balance available in the company.
The policy regard financing the Working Capital in Sri Angalamman finance ltd
0.1
0.08
0.06
Cash to Working Capital Ratio
0.04
0.02
0
14’-‘15 15’-‘16 16’-‘17 17’-‘18 18’-‘19
4.4.9 Cash to Sales Ratio
2009– 10 0.0014:1
Result:
This is one of the important ratios of controlling cash. A study of cash to sales ratio will
provide a deep insight into the cash balances held in the concerns.
Evident from the table shows Cash to Sales registered a fluctuating trend throughout the
study period.
0.007
0.006
0.005
0.004
0.002
0.001
0
14’-‘15 15’-‘16 16’-‘17 17’-‘18 18’-‘19
4.4.10 Cash Ratio
Cash Ratio
Increase /
Decrease
YEAR
RATIO
2009– 10 0.0134:1
Result:
From the table it is noted that the cash position of the SRI ANGALAMMAN FINANCE
LTDis satisfactory.
It is found that the cash required to meet out the current liabilities is maintained at a
normal level.
0.025
0.02
0.015
Cash Ratio
0.01
0.005
0
14’-‘15 15’-‘16 16’-‘17 17’-‘18 18’-‘19
4.4.11 Current Ratio
Current Ratio
Increase /
Decrease
YEAR
RATIO
2009– 10 0.94: 1
Result:
This ratio is an indicator of the firm’s commitment to meet its short – term liabilities.
From the table it is clear that the Current Ratio of SRI ANGALAMMAN FINANCE
LTDhas been fluctuating from the starting of the study period, later for last year it has been
increasing; hence the Current Ratio is quite satisfactory.
Thus the Current Ratio shows that the company has sufficient funds to meet its short-term
obligations.
1.8
1.6
1.4
1.2
1
0.8 Current Ratio
0.6
0.4
0.2
0
14’-‘15 15’-‘16 16’-‘17 17’-‘18 18’-‘19
4.4.12 Liquidity Ratio
Liquidity Ratio
Increase /
Decrease
YEAR
RATIO
2009– 10 0.94: 1
Result:
This ratio helps the management to measure short-term solvency. The ideal liquid ratio is
1:1 From the table it is clear that SRI ANGALAMMAN FINANCE LTDliquid ratio is more than
the ideal ratio during the starting of the study period and later in 2011 - 12 it had reduced
slightly, yet for the rest of the period current liabilities were fully secured by liquid assets
because the liquid assets were more than the current liabilities and hence the company’s liquidity
is satisfactory.
1.4
1.2
0.8
0.4
0.2
0
14’-‘15 15’-‘16 16’-‘17 17’-‘18 18’-‘19
4.4.13 Super Quick Ratio
Result:
Super Quick Ratio is the healthy measure of the firm’s liquidity position. From the table 4.21
it is noted that the liquidity of SRI ANGALAMMAN FINANCE LTDhad a steep slope in
between during the year 2010-11, yet it was able to have a slow increase in the rest of the study
period and able to maintain its position.
Hence it shows that SRI ANGALAMMAN FINANCE LTDis able to meet its current
obligations (liabilities).
0.7
0.6
0.5
0.4
0.2
0.1
0
14’-‘15 15’-‘16 16’-‘17 17’-‘18 18’-‘19
4.4.15 Inventories Turnover Ratio
Inventories Turnover
YEAR Increase /
RATIO
Decrease
2009– 10 1.36: 1
2011 – 12 1.02: 1 0
2012 – 13 1.02: 1 0
Result:
This ratio indicates whether investment in inventory is efficiently used or not and
whether the investment is within proper limits.
From the table it is found that the Inventory turnover Ratio of SRI ANGALAMMAN
FINANCE LTDhad some fluctuations in the starting of the study period then it had a growth in
it.
1.4
1.2
0.8
0.4
0.2
0
14’-‘15 15’-‘16 16’-‘17 17’-‘18 18’-‘19
4.4.16 Debtors Turnover Ratio
Debtors Turnover
Increase /
Decrease
YEAR
RATIO
2009– 10 7.84: 1
Result:
This is one of the techniques employed by the company with regard to the collection of
the receivables through effective management of collection policy with the help of factoring
services.
From the table it shows that the Debtors’ turnover Ratio had satisfactory increase in the
starting of the study period. However, in middle of the study period it had slight fluctuations, the
company was able to raise it in the next year.
9
8
7
6
5
4 Debtors turnover Ratio
3
2
1
0
14’-‘15 15’-‘16 16’-‘17 17’-‘18 18’-‘19
4.4.17 Debt Collection Period Ratio
2009– 10 46.5
Result:
This ratio indicates the extent to which the debts have been colleted in time. It gives the
average debt collection period.
SRI ANGALAMMAN FINANCE LTDuse this ratio to find out whether their borrowers
are paying on time. From the table it is found that throughout the study period the collection
period is fluctuating and is within the average.
120
100
80
40
20
0
4.4.18 Cash Interval Measure Ratio
Cash Interval Measure Ratio
Increase /
Decrease
YEAR
RATIO
2009– 10 134.14
Result:
This ratio examines the firm’s ability to meet its regular cash expenses.
The defensive interval measures the time period for which a firm can operate on the basis
of present liquid assets without resorting to the next year’s revenue.
This ratio of sri Angalamman finance ltd, from the table shows that the company can
meet its operating cash requirements within a period of 112 to 146 days without resorting to next
year’s income.
160
140
120
100
80 Debt Collection Period
60 Ratio
40
20
0
14’-‘15 15’-‘16 16’-‘17 17’-‘18 18’-‘19
CHAPTER 5
FINDINGS
The cash management of sri Angalamman finance ltdhas been working well in the
organization.
The Funds from operations of a company has been increased from year by year.
The cash from operations has been find that it used as efficient.
The cash inflow and outflow of cash flow statement have a cash balance will be increased
4.2 times when compared to last year balance.
Current Ratio shows that the company has sufficient funds to meet its short-term
obligations.
The company’s Liquidity Ratio shows a satisfactory trend.
Super Quick Ratio shows that Sri Angalamman finance ltdable to meet its current
obligations (liabilities)..
The efficiency of inventory control in sri Angalamman finance ltdshows a satisfactory
position..
The Cash Ratio shows that the cash required to meet out the current liabilities is
maintained at a normal level hence, it shows that sri Angalamman finance ltdfollows an
average policy.
Interval Measure Ratio shows that the company can meet its operating cash requirements
within a period of 112 to 146 days without resorting to next year’s income.
The Current Assets to Total Assets Ratio implies that Sri Angalamman finance
ltdmaintaining a considerable level of Current Assets in proportion to Total Assets.
The average Cash to Current Assets is maintained at 0.009 times. Hence, it is found that
the company had maintained a moderate level of cash in proportion to Current Assets.
The average ratio of Inventories to Current Assets is 0.46 times and thus it is found that
the investment in inventories.
The average ratio of Sundry Debtors to Current Assets is 0.67 times. Hence it implies that
the credit policy followed by sri Angalamman finance ltdis moderate.
The loans and Advances to Current Assets ratio of the company imply that a quarter
positions of the Current Assets are kept in for loans and advances, which is considerable.
The policy regard financing the Working Capital in sri Angalamman finance ltdLTDcan
be said as Aggressive policy according to the Cash to Working Capital Ratio.
The average cash to sales ratio is 0.011 times and which indicates that only 0.4% of sales
has been maintained as cash with the business.
CHAPTER 6
SRI ANGALAMMAN FINANCE LTDshould try to match their Cash with the sales. In
case of surplus Cash, it should be invested either in securities or should be used to repay
borrowings.
The company should try to prepare a proper ageing schedule of debtors. This will help
them to reduce the bad debts and speed up collection efforts.
The company should be prompt in making payments so as to enjoy cash discount
opportunities
The company should determine the optimum cash balance to be kept.
The company followed an aggressive policy of financing working capital should try to
finance 50% of their working capital using long term source and improve their status.
The current Ratio of 2:1 is considered normally satisfactory. SRI ANGALAMMAN
FINANCE LTDshould try to improve the current ratio. So it should invest large amount
in current ratio, in order to maintain liquidity and solvency position of the concern.
The company should try to follow a matching policy for financing current Assets (i.e.)
using both long term and short-term sources of finances.
CHAPTER 7
CONCLUSION
The Cash Management Analysis done on the financial position of the company has
provided a clear view on the activities of the company. The use of the ratio analysis, trend
analysis, Cash Flow Statement and other accounting and financial management helped in this
study to find out the financial soundness of the company.
This project was very useful for the judgment of the financial status of the company
from the management point of view. This evaluation proved a great deal to the management to
make a decision on the regulation of the funds to increase the sales and bring profit to the
company.
BIBLIOGRAPHY
BOOKS:
S.N. Maheshwari, Financial management, Eleventh Edition 2013, Sultan Chaqnd &
Sons, Educational Publishers. New Delhi.
I.M Pandey, Financial management, Ninth Edition, Vikas publishing house pvt Ltd.
M.Y Khan- P.K Jain, Management Accounting, Third edition, Tata Mc Graw-Hill
Publishing co. Ltd
B.L. Gupta, Management of Liquidity and Profitability, Arihant Publishing House,
Jaipur.
WEBSITE:
www.financeindia.org
www.fao.org