Professional Documents
Culture Documents
Report
I have carefully gone through the Ph.D. Thesis of
Shri. B.V. Lonikar, I offer the following comments
Chapter – II
Development of Small Scale Industries and their
Finances
Chapter – III
Conceptualities of Financial Management in
Proposed and Established SIUs
Chapter – IV
Management of Working Capital by SIUs
Chapter – V
Borrowings, Subsidies, Incentives & Hire
Purchasing
3
Chapter – VI
Institutional Finances to SIUs
4
Chapter – VII
Facts About Financial Facts About Financial Facts
About Financial Facts About Financial
Management of Sick SIUs
Chapter – VIII
The Four Case Studies Revealing A State of
Finances of Sick SIUs
Chapter – IX
Summary, Conclusions and Suggestions
External Refree
6
7
Chapter - IX
Summary, Conclusions and
Suggestions
Chapter – I
Introduction, Objectives, Nature, Scope and Research
Methodology of Thesis
Objectives :
(i) To study industrial Development of India &
its finances so as to bring out the importance of
small-scale industrial units.
− Research Methodology :
Research methodology used for study is both
exploratory and descriptive.
Chapter -II
Development of Small Scale Industries and
their Finances
3. Quality improvement
4. New Ventures/diversification
Chapter –III
Conceptualities Financial Management in Proposed
and Established SIUs
− Introduction :
Financial management is the life blood of any business.
It is rightly termed as the science of money. Industry or
Business need finance for the production of goods and
services as well as their distribution. The efficiency of
production and marketing operations of industrial unit is
directly influenced by the manner in which the financial
management of the enterprise is performed by the
16
− The field survey observation & brings out the fact that in
majority of SIUs from marathwada that there was no
financial planning and its absence has given to many
problems. The following observation will make the fact
clear :-
Note :
21
− Effects of Over-Capitalisation :
(A) Effects on the SIU :
1. Low dividend rates,
− Mode of Finance :
While devising a sound capital structure, SIU has
to lay more emphasis on the pattern of the capital
structure, i.e., the relative importance to be given to the
ownership resources or creditorship resources. In
general the determinants of mode of finance are :
(1) the volume of earning expected.
(2) Stability of earnings.
(3) Predictability of earnings.
Chapter – IV
Management of Working Capital by SIUs
− Introduction :
Current assets are assets convertible into cash within
one year. Management of working capital usually
involves management or administration; i.e., planning
and controlling these current assets, namely cash and
marketable securities, accounts receivables and
inventories, and also the administration of current
liabilities.
2. Conversion cycle,
4. Collection cycle.
Chapter – V
Borrowings, Subsidies, Incentives & Hire Purchasing
− Problems Of Borrowing
− Multiplicity of Documents
Entrepreneurs found it difficult to fill up various forms
required for seeking credit assistance. They often paid
for getting the forms filled up, besides spending a lot of
money on the preparation of required legal documents
such as affidavits. Even with expenditure of money, it
was sometimes difficult (as stated by 18 entrepreneurs)
to get the project report and other documents prepared.
For a loan from the Maharashtra Financial Corporation,
there were eleven documents to be furnished with
application besides depositing the imprest money.
Finding revenue records for the last 30 years for
verification of security and getting permission from the
competent authority under the Urban Land (Ceiling and
Regulations) Act, 1976 to mortgage land and buildings
with the Corporation were other problems. While on the
recommendations of the High Powered committee for
examining Bank Credit problems of small Scale
Industries, and on the advice of the Reserve Bank of
30
− Inspections
In connection with loans from the Department of
Industries, 30 of the 39 applicants stated that the
Inspector harassed them at the time of verification of
particulars of the unit and even later. According to the
Rules, the Director of Industries or officers authorized by
him, were to inspect the premises, books, machinery,
stocks, shares and other belongings connected with the
unit in respect of which the loan was to be granted. To
ask for a loan from the Department of Industries was
thus to invite an army of Inspectors. For a loan from the
banks against stocks, monthly statements of stocks
were to be sent which was again a problem for small-
scale units.
− Valuation of Security
Another problem mentioned by the entrepreneurs
concerned the valuation of security. In the Maharashtra
Financial Corporation or commercial Banks the valuation
of old plant and machinery was made after deducting
depreciation at the income-tax department rates from
the price mentioned in the suppliers invoice, and for
non-standard fabricated machinery, the assessor’s
valuation was taken; this did not take inflation into
account and hence resulted in under valuation. The
valuation of new machines did not include freight and
erection charges which in some cases formed a
substantial part of the cost of machinery.
− Multiplicity of Limits
Under the current practice, different limits existed for
purchase of raw-materials, retention of finished stocks
and supply of goods on credit. Multiplicity of limits
caused hardships when there were seasonal variations
in demand and supply. In order to solve this problem,
the State bank introduced a Special Hypothecation
Scheme under which an integrated credit limit to meet
the various needs of entrepreneurs was sanctioned and
the collateral was left to the possession of the borrower.
This facility was available for credit limits up to Rs. 1
lakh, which was too low.
− Delay
The grant of a loan was made in two stages-the sanction
and the disbursement. Sanctions were often accorded
after long delay and disbursement also took a few
months. Of the 28 entrepreneurs who got loans through
the Department of Industries, only two managed to get
in less than a month, nine in six months and seventeen
in more than six months. For one units, it took as many
as four years to get the sanction. This problem of delay
had been faced all over India. It was estimated that for
a Bank loan up to Rs. 10000, the time taken was at least
three months and a half. More time was taken in the
case of bigger loans. For a loan between Rs. 100000
and Rs. 5,00000 the time taken was about nine months.
In a study of Vidharbha also inordinated delays had
been found.
− Repeated Visits
Thirty-five of the 39 entrepreneurs who applied for a
loan to the Department of Industries said that they had
to visit the District Industries Centre many times ( an
entrepreneur, even mentioned fifty visits) before they
could secure a loan. In the bureaucratic set-up as it
existed, the applicant had to meet and bribe the official
at every step- the receipt clerk, the inspector, the officer
and the issuing clerk. In a small-scale unit, the
entrepreneur had often to play multiple roles as
entrepreneur, manager, worker and messenger. Even
one trip to the District Industries Centre requiring
absence from work for three to four hours cost him a lot
and he preferred to borrow from private sources at a
higher rate of interest.
− Subsidies
The Department of Industries provided financial
assistance in the form of subsidies for helping the
growth of small-scale industries in Maharashtra (i)
under the Maharashtra State Aid to Industries Act, 1935;
(ii) by subsidizing the rate of interest; and (iii) for
special purposes.
− Interest Subsidy
The Entrepreneurial Training Programme was started by
Government of India in 1971-72 to provide employment
to un-employed engineers. In 1974-75 the Union
Government lunched a programme of providing financial
subsidy to these engineer entrepreneurs for setting up
industrial units. Under this programme they were to be
given a subsidy on interest payable on loans taken by
34
− Incentives
The Government provided fiscal and monetary
incentives to promote the establishment of new
industries and to encourage expansion in established
industries. Some additional incentives were provided to
the small-scale sector. Incentives were also provided to
encourage the locational dispersal of industries in rural
and backward areas. We shall deal with these one by
one.
Chapter – VI
37
13. The Dept. equity norm for SSI is 3:1 for Khadi and
Village Industries 9:1.
− Institutional Framework :
To provide financial assistance to entrepreneurs that
Government has set up a number of special financial
institutions besides commercial banks. They may be
classified into two categories.
− Modernization (8%)
Chapter VII
Facts About Financial Management of Sick SIUs
− Excessive borrowings;
− Closure of factory.
− Plants obsolescence.
− Product obsolescence.
− Difficult Accounts
Before an account becomes sick, it gradually starts
developing into a problem account or difficult account.
The characteristics of a difficult account are : no
turnover, security held not saleable, shortage either
physical or in terms of value, defective documentation
or a recalled account. A cash credit or overdraft
account, which remain fully drawn but generates hectic
last-minute activity every day, indicates the account is
turning into a difficult account.
Managements No. of
Units
1. Lack of working capital management 32
2. Lack of organization 20
3. Lack of Technical/Managerial capability 17
Marketing
1. Recession in market 9
2. Unit is dependent on buyer/very few buyers 13
3. Competitive market 17
4. Wrong distribution policy or methods 4
Finance
1. Insufficient margin on selling price 5
2. Capital expenditure being financed by working 15
funds
3. Development expenditure eroding into working 5
capital
4. Interest burden and stiff repayment schedules of 7
term loan and other bank borrowings leaving
insufficient funds for working capital
5. Inadequate bank finance. 8
Production
1. Frequent break-down of plant and machinery 5
2. Raw material shortage 16
3. Powers shortage 16
4. Interruption in production schedules due to 15
transportation bottlenecks, delay in
subcontracting, etc.
5. Manufacturing process defects, poor quality 8
control leading to deterioration in quality of
products manufacture by the units.
Chapter – VIII
The Four Case Studies Revealing A State of Finances of
Sick SIUs
− Conclusion :
The owner of the units stated that if the bank had
helped him in 1995, there would have the revival of the
unit as the job performed was not done by any other
unit in Aurangabad. It is due to the lack of interest on
the part of the banks to nurse a unit results into the
closure of the units was the stand taken by the
entrepreneurs. This contention is not true. The
entrepreneurs are equally or more responsible in
running there business and earning profits and should
not depend fully on the banks credit.
− Conclusion :
In this case the owner stated that had helped much by
going out of the may and extending credit as and when
needed. But if the bank is now ready to accept further
risk and invest an amount of Rs. 7,80,000/- in the unit it
could receive and repay the entire loan with interest
within a span of 5 years.
− The banks stand was that already the total out standing
were to the tune of Rs. 780,000/- and if another Rs.
7,80,000/- were sanctioned by it under the nursing
programme, the total outstanding will be to the tune of
Rs. 15,60,000/- which is risky venture as there was no
security left with the unit of offer as a cover for the
additional sanction. Also, since the accumulated losses
were also heavy it was not possible for the unit to return
to profits within a span of 5 years and repay the entire
amounts with interest.
Chapter – I
Introduction, Objectives, Nature
,Scope and Research Methodology
of Thesis
Introduction
Objectives
Research Methodology
Chapter – I
Introduction, Objectives, Nature, Scope and
Research Methodology of Thesis
Introduction :
The industrial sector which possesses a
relatively high marginal propensity to save and
invest contributes significantly to the eventual
achievement of a self sustaining economy with
continued high levels of investment and rapid rate of
increase in income and industrial employment.
Besides, the process of industrialization is associated
with the development of mechanical knowledge,
attitudes and skills of industrial work, with
experience of industrial management and with other
attributes of a modern society which in turn are
beneficial to the growth of productivity in agriculture,
trade, distribution and other related sectors of the
economy. As a consequence of these factors, any
successful transfer of labour from agriculture to
industry soon contributes to economic development.
Industrialization is thus an inseparable from
substantial, and sustained economic development
because it is both a consequence of higher incomes
and a means of higher productivity. With the rise in
income levels the people tend to spend more on
manufactured goods than on food. The differential of
income elasticity of demand confers an advantage on
the manufacturing countries in the form of providing
2.70
Objectives :
(vi) To study industrial Development of India & its
finances so as to bring out the importance of
small-scale industrial units.
Research Methodology :
Research methodology used for study is both
exploratory and descriptive. The same is explained
ahead:
Selection of Units :
(1) In the absence of an exhaustive list of the
registered small-scale units operating in
Aurangabad with the Government authorities,
the exact number of such units could not be
ascertained. Moreover it was gathered that the
number of unregistered units were either equal
to or were more than that of the registered
ones. The District Industries Centre furnished
the details of small-scale industries. From the
information so received, the table No. 1.1 is
prepared. The table shows that there were
about 3000 units operated in Aurangabad
metropolitan area. From these units 200 units
were selected for study by using judgment
sample method of selection.
2.82
2.83
1. Food Products 72
2. Cotton Textile & Textile Products 303
3. Wood, Wooden products & Wooden 234
Furniture
4. Paper & Paper Products 257
5. Leather & Leather Products 55
6. Rubber, Plastic & Coal products 143
7. Chemical & Chemical Products 216
8. Basic Metal & Alloys Foundries 55
9. Machinery, Machine, Tools, Metal 1475
parts
(Egg. Unit
10. Glass 48
11. Cement Products 58
12. Electronics 100
13. Miscellaneous Industries viz. 300
Utensils
14. Printing - Press Industries. 100
3416
Appendix I
Changes In The Definition of Small
Scale Industries By the Government
From Time to Time :
The definition of Small Industries is an important
aspect of Government policy as it identifies target
groups. These is not legal or a single, clear cut
definition of what constitutes small industry many
countries. In fact, firms, may be classified as their
small, medium or large depending upon various
criteria the most common of which are employment
size, value of total assets, and type of activities. In
some instances, the classification may also be based
on sales or output. The first official criterion for Small
Scale Industries dates back to the second five year
plan when it was in terms of gross investments in
land, building, plant and machinery and the strength
of the labour force. Subsequently, on the
recommendation of the federation of Association of
Small industries of India (FASLL) an apex level
organization of Small Scale Industries, setup under
the aegis of the Ford Foundation term, only
investment, in Fixed Assets in Plant and Machinery
whether held in ownership terms or by lease or by
hire-purchase, instead of fixing the limit on overall
investment, was considered for granting the status of
a SSI unit. From time to time, there have been many
2.92
Ancillary Industries :
“An Industrial undertaking which is engaged in
the manufacturing or production of parts,
components, sub-assemblies, tooling or
intermediates or the rendering of services and which
supplies at least 50% of its production or services to
one or more other industrial undertakings and whose
investments in plant & machinery does not exceed
Rs. 3 Crores (original cost) whether held on
ownership terms or on lease or on hire purchase.
2.100
Cottage Industry :
Industries in which fixed capital does not exceed
Rs. 25000/- (Some states have revised upto 60000/-)
and the number of persons employed is less than 9.
Household Industry :
Cottage industry in which at least one member
of the family is actively engaged in production
activity.
Artisan :
Rural craftsman possessing manual skill in
operation of small tools and machines, either in self
employment or working for another artisan for
earning one’s livelihood.
Craftsman : (Handicraftsman)
2.102
Decentralized sector :
A sector of economy in which articles of
common/local use are produced locally, utilizing by
and large locally available natural resources and
human skills. It includes artisans, Khadi and village
industries. Handlooms, sericulture, wire etc., which
have been categorised as “Village Industries” under
the government of India’s New policy of August,
1991.
Village Industry :
KVIC units located in areas upto 20,000
population and in which capital investment is less
than Rs. 50,000/- per person employed.
Woman Enterprises :
Age those Small Scale units where one or more
women entrepreneurs have not less than 51%
financial holding.
Rural Industry :
2.103
References :-
2. Ibid, P-95.
2.107
Chapter – II
− Remedial Measures.
− Government Policy
Chapter – II
(xiii) Competition.
Remedial Measures :
If the problem of small scale industries are
solved, they may have bright future.
Compound
Average 7.12 4.15 -1.13 2.3
Rate of
Growth
Source : 1. N.S.S.O. : Sarvekshana, Volume XIX, No.1, 64th Issue, July-September, 1995,
Government of India, New Delhi.
3. Quality improvement
4. New Ventures/diversification
Conclusions :
Industrial liberalization has made enhancement
of competitiveness crucial for the development of
small industry. Further, the changing composition of
small industry in the 90s indicate that the sector is
undergoing transformation in the form or relatively
faster growth of the non-household manufacturing
sector. Therefore, technology up gradation and
modernization, and expansion/ transformation of
traditional small industrial unit will gain ground in the
future. These together will primarily lead to a
considerable increase in the investment demand of
small industry for finance.
Chapter –III
Conceptualities of Financial
Management in Proposed and
Established SIUs
− Introduction
− Finance Management
− Objectives of Financial
Management
− Importance of Financial
Management
− Theories of Capitalization,
over/under capitalization, causes of
over capitalization of SIUs, effects of
over capitalization, causes of under
capitalization.
Introduction :
Financial management is the life blood of any
business. It is rightly termed as the science of
money. Industry or Business need finance for the
production of goods and services as well as their
distribution. The efficiency of production and
marketing operations of industrial unit is directly
influenced by the manner in which the financial
management of the enterprise is performed by the
entrepreneur. Finance Management assumes an
important role in the industrial unit and it should be
given equal importance, as with production and
marketing management. Under the systems
approach we have an integration and co-ordination of
these three vital sub-systems of industrial unit going
hand in hand and offering jointly ways and means to
accomplish the profit or survival goal of the
enterprise, along with productivity and satisfaction.
This chapter endeavours to bring out significant
variables of financial management in SIUs from
Marathwada. In order to substantial aerial
observations, an experience survey of SIUs was
conducted to collect data on practicalities of financial
management.
3.1
42
Finance Management
Finance Management of any SIU concern to
administrative areas or set of administrative
functions in an industrial unit which relate with the
arrangement of cash and credit so that the industry
may have the means to carry out its objectives as
satisfactorily as possible." (Howard & Upton:
Introduction to Business Finance.) While going
through the exercise of financial management a
particular entrepreneur may or may not aware of
theory of financial management. It has been said
that an entrepreneur takes money to make money.
This is not true. The statement needs correction on
practical ground as “If entrepreneur has money, and
he manages it properly, he will make more money”.
This means management of finances by SIUs
entrepreneurs is necessary for enhancing money or
liquidity.
Procurement of 12 16 22 50
finances at lower rate
of interest
Utilisation of finances 24 16 24 36
at appropriate time
Protection of capital or 24 16 24 36
stopping its erosion
Distribution of earnings 26 24 24 26
for meeting expenses
Maintaining the 24 26 24 26
liquidity
Trading Equity 24 26 24 26
Retaining profit in 24 26 24 26
business
Comments :
1. Problems of raising capital funds and problems
of managing assets are the two sides of the
same coin, and that have to be faced by SIU
entrepreneur
4. control to be exercise;
Manipulation of
Processing
Planned Planned Out
Inflows flows
(Inputs) (Output)
Co-Ordination
Enterprises Operation
People 1. Planning Decisions Product
2. Activating Decisions s
Capital 3. Control Actions Service
4. Follow - Up s
Materia Social
l
(Costs) (Revenues)
Profit
(Return on Investment)
Note : Entrepreneur of SIU can manipulate
1. controllable variables and plan for the non-
controllable variables to achieve long range
objective, viz., Return on investment.
Finished
Goods 3
Inventor
y
Labour
Expenses
Accrued 1
Selling and Wages Net Raw
Administrativ And Other Fixed Material
e Expenses Expenses Asset s
s
Payment of
Credit wages and Purchase Sales
Sales Expenses of Asset of
Asset
Trade
Credit
Accounts Bad Debt Bills
Payable
Receivabl Loss
es
Cash Collections
Sales Cash
Fun Payment
4
d For
Purchase
Dividend Loan
s
Shareholde Debi
rs t
Cost of Raising
Capital form the
0%
open Market
Fixed Capital
10%
40%
Cost of Establishing
a Going Concern
10%
10%
Subscription from
Marathwadian
Promoters, their
Long-term Loans connections and
from Financial foreign
Institutions for the Collaborators, if
Balance any
25% 25%
Bank Loans
Including Short and
Medium-Term
Loan Local financiers in
10% the Open
40%
4.1
69
(b) Financial Plan for Expansion of Established
SIU (Further Capital for Growth) :
An established SIU has two types of resources to
provide the growth finance :
(i) Internal Resources :
(1) Depreciation account for 30 per cent growth
finance: (2) Reserves and surplus accounting for 20
per cent growth finance. Thus, a SIU from
Marathwada can finance expansion and growth from
the resources generated from within in the form of
depreciation and retained profits reinvested in the
business to the extent of 50 per cent of the growth
finance. Internal resources provide the SIU
independence from the money market and capital
market institutions and the normal or steady growth
of any SIU can be easily financed from the internal
resources. This is considered as a sound principle of
financial management.
Note :
1. The present equity share capital is Rs.
30 Lakhs.
2. The free reserves are Rs. 30 Lakhs.
3. There is no loan capital and proposed
loan capital for further expansion is Rs. 05
lakhs (convertible debentures) and Rs.
12.50 M. from banks and Finance
Corporations.
4. Debt : Equity ratio of 2:1 is permitted.
(iii) Capitalisation
A.S. Dewing says, "the term capitalisation or the
valuation of capital includes the capital stock and
4.1
73
debt." Attention is focused on the quantitative
aspect only. In this sense, it includes ownership
capital and the borrowed capital as represented by
long-term indebtedness. Surplus in the business in
the form of free reserves is also considered as an
integral and expected part of capitalisation.
Over/Under-Capitalisation :
Over-capitalisation : When a SIU is consistently
(regularly)unable to earn the prevailing rate of return
on its outstanding securities (considering the earning
of similar companies in the same industry and the
same degree of risks involved), it is said to be over-
capitalised.
4.1
76
Under-capitalisation : A company is under-
capitalised when its actual capitalisation (i.e. total
long-term resources) is lower than its proper capital
as warranted by its earning capacity.
Effects of Over-Capitalisation :
(A) Effects on the SIU :
1. Low dividend rates,
Effects of Under-capitalisation :
(1) Higher dividends on owned capital.
Capital Structure
According to Gerstenberg capital structure
*[*The term capitalisation is synonymous with capital
structure or financial plan. Hence, requisites, of
sound financial plan or capital plan are equally
applicable to sound capital structure.] or financial
structure of a SIU is the make-up or form or
composition of capitalisation i.e., the type of
securities to be created and the relative proportion of
each type of securities in the total capitalisation.
500 500.
Later
Stage
Existing Growth Capital
Company
Equity Capital 30% Rs. 120.
Free Reserves 20% Rs. 80.
Preference 20% Rs. 80.
Capital
Loans and Bonds 30% Rs. 120.
4.1
90
Chapter – IV
− Introduction
Introduction :
Current assets are assets convertible into cash
within one year. Management of working capital
usually involves management or administration; i.e.,
planning and controlling these current assets, namely
cash and marketable securities, accounts receivables
and inventories, and also the administration of
current liabilities.
Creditors
Cash
Fund
Debtors
Raw Materials
Components
And Supplies
Finished
Goods
Work-in
Progress
Inventories
Services &
Production Credit Sales
Work-in Cash
Operations Process Receivables
Sales
Operating
Expenses Cash Collections
1. Material Cash Fund
1. Labour
2. Overhead Expenses
7
(viii) Profit Margin and Profit Appropriation
A high net profit margin contributes towards the
working capital pool. In fact, the net profit is a
source of working capital to the extent that it has
been earned in cash. The cash profit can be found by
adjusting non-cash items, such as depreciation,
outstanding expenses, accumulated expenses and
losses written off, in the net profit. But, in practice,
the net cash inflows from operations cannot be
considered as cash available for use at the end of the
period. Even as the company’s operations are in
progress, cash is used up for augmenting stocks,
book debts or fixed assets.
2. Conversion cycle,
4. Collection cycle.
− Problems of Borrowing
− Multiplicity of Documents
− Inspection
− Security
− Valuation of Security
− Multiplicity of limits
− Delay
− Repeated Visits
− Repayment
− Corruption
Problems Of Borrowing :
From the foregoing, we find that many of those
who applied for loans, could not secure them; many
did not even apply for them. The SIU entrepreneurs
told us about the problems of applying and getting
loans. We discuss these below.
Lack of Information :
It was found during the course of the survey
that smaller SIU in the small-scale sector were not
aware of some of the loan schemes, particularly that
of the Maharashtra Finance Corporation. In our
sample, 50 per cent of the SIU entrepreneurs did not
know that the banks could give them financial
assistance. Hence wider publicity might be of use. It
is notable that the Corporation did increase the
expenditure on advertisement and publicity.
Condition of Loans :
Applications had to be submitted on prescribed
forms. However the forms were not available at the
District Industries Centre. Sixty two of the
entrepreneurs in the sample had purchased these
from a non-officials. An important problem regarding
loans from the Maharashtra Financial Corporation
5.2
18
was that the lower limit of a loan was Rs. 20,000.
Thus tiny units which needed a small loan were not
benefited by the Corporation. In our sample, none of
the low-investment units applied for a loan. Further,
the loan was granted for fixed assets on the condition
that the bank also sanctioned credit for working
capital. Therefore, a unit was required to pursue
both the agencies simultaneously. In this connection,
the Working Group on Small-Scale Industries
recommended that for artisans and very small units,
loans up to Rs. 25,000 should be sanctioned as
composite loans whether for equipment finance or
working capital or both1. In Maharashtra, the scheme
of composite loans was approved at the 15th meeting
of the Board of the Maharashtra Financial Corporation
on December 12, 1996. Under the scheme, 110
applications were rejected by March 1999 on the
basis that the loan applied for was less than Rs.
20,000.
Multiplicity of Documents :
Entrepreneurs found it difficult to fill up various
forms required for seeking credit assistance. They
often paid for getting the forms filled up, besides
spending a lot of money on the preparation of
required legal documents such as affidavits. Even
with expenditure of money, it was sometimes difficult
(as stated by 18 entrepreneurs) to get the project
report and other documents prepared. For a loan
5.2
19
from the Banks or Maharashtra State Financial
Corporation, there were eleven documents to be
furnished with application besides depositing the
imprest money. Finding revenue records for the last
30 years for verification of security and getting
permission from the competent authority under the
Urban Land (Ceiling and Regulations) Act, 1976 to
mortgage land and buildings with the Corporation
were other problems. While on the
recommendations of the High Powered committee for
examining Bank Credit problems of small Scale
Industries, and on the advice of the Reserve Bank of
India, banks had adopted simple application forms for
2
credit facilities up to Rs. 25,000, but the problem of
multiplicity of documents regarding term loans from
the banks or Maharashtra Financial Corporation was
still there.
Inspections :
In connection with loans (routed through) from
the Department of Industries, 30 of the 39 applicants
stated that the Inspector harassed them at the time
of verification of particulars of the unit and even
later. According to the Rules, the Director of
Industries or officers authorized by him, were to
inspect the premises, books, machinery, stocks,
shares and other belongings connected with the unit
in respect of which the loan was to be granted. To
ask for a loan from the Department of Industries was
5.2
20
thus to invite an army of Inspectors. For a loan from
the banks against stocks, monthly statements of
stocks were to be sent which was again a problem for
small-scale units.
5.2
21
Security :
Conditions regarding security had been
liberalized by the Department of Industries; however,
those of banks and the Maharashtra State Financial
Corporation constituted the most important bottle-
neck according to the entrepreneurs, without
exception. They found it difficult to offer registered
mortgage of all the existing and future fixed assets of
the concern to the Corporation. Though the High
Powered Committee had recommended that banks
should not insist upon collateral and no worthwhile
proposal should be turned down merely for want of
collateral, yet banks insisted on it. The Banking
Commission also found the security orientation in the
making of bank loans3.
Valuation of Security :
Another problem mentioned by the
entrepreneurs concerned the valuation of security.
In the Maharashtra Financial Corporation or
commercial Banks the valuation of old plant and
machinery was made after deducting depreciation at
the income-tax department rates from the price
mentioned in the suppliers invoice, and for non-
standard fabricated machinery, the assessor’s
valuation was taken; this did not take inflation into
account and hence resulted in under valuation. The
valuation of new machines did not include freight and
5.2
22
erection charges which in some cases formed a
substantial part of the cost of machinery.
Multiplicity of Limits :
Under the current practice, different limits
existed for purchase of raw-materials, retention of
5.2
25
finished stocks and supply of goods on credit.
Multiplicity of limits caused hardships when there
were seasonal variations in demand and supply. In
order to solve this problem, the State bank
introduced a Special Hypothecation Scheme under
which an integrated credit limit to meet the various
needs of entrepreneurs was sanctioned and the
collateral was left to the possession of the borrower.
This facility was available for credit limits up to Rs. 1
lakh, which was too low.
Delay :
The grant of a loan was made in two stages-the
sanction and the disbursement. Sanctions were
often accorded after long delay and disbursement
also took a few months. Of the 28 entrepreneurs
who got loans through the Department of Industries,
only two managed to get in less than a month, nine
in six months and seventeen in more than six
months. For one units, it took as many as four years
to get the sanction. This problem of delay had been
faced all over India. It was estimated that for a Bank
loan up to Rs. 10000, the time taken was at least
three months and a half. More time was taken in the
case of bigger loans. For a loan between Rs. 100000
and Rs. 5,00000 the time taken was about nine
months6. In a study of Vidharbha also inordinated
delays had been found7.
5.2
26
Inordinate delay in sanctions and disbursements
was also reported by the entrepreneurs in case of a
loan from the Maharashtra Financial Corporation.
They stated that the units whose applications were
found to be in order received the sanctions after five
to six months. Of 77 units which got advances from
banks, eight secured these in a week, 21 in a month
and 48 in more than six months.
Repeated Visits :
Thirty-five of the 39 entrepreneurs who applied
for a loan to the Department of Industries said that
they had to visit the District Industries Centre many
times ( an entrepreneur, even mentioned fifty visits)
before they could secure a loan. In the bureaucratic
set-up as it existed, the applicant had to meet and
bribe the official at every step- the receipt clerk, the
inspector, the officer and the issuing clerk. In a
small-scale unit, the entrepreneur had often to play
multiple roles as entrepreneur, manager, worker and
5.2
29
messenger. Even one trip to the District Industries
Centre requiring absence from work for three to four
hours cost him a lot and he preferred to borrow from
private sources at a higher rate of interest.
Problems of Repayment :
Financial difficulty was stated to be the main
obstacle in the way of repayment of loans. The
entrepreneurs who sought loans from the
Department of Industries pointed out that a problem
was created by the requirement of utilizing the
amount of loan under the State Aid to Industries Act,
within two months of its disbursement. The period
was one year if the loan was sought for the purpose
of construction of the buildings. In Some cases,
entrepreneurs could not utilize funds in such a short
period due to non-availability of construction
materials or raw-materials.
Conclusion :
The units which we studied were not joint stock
companies and faced financial difficulties. The
Maharashtra State Small industries Corporation
provided seed money to engineer entrepreneurs. In
July 1980, the programme was transferred to the
District Industries Centre with enlarged scope; all
entrepreneurs with units located in areas with a
population of less than 50,000 would be eligible. The
State Bank’s scheme of providing equity was merely
on paper. Smaller units found it difficult to secure
loans also. The procedural and administrative
problems of obtaining credit were such that 19 per
cent of the sample entrepreneurs were not even
willing to apply for it. Only during 2000-01 28
entrepreneurs secured loans from the Department of
Industries and 6 from the Maharashtra Finance
Corporation. Banks were the most important source
of credit. Seventy-seven percent entrepreneurs
secured loans from banks. The problems of
borrowing related to lack of information about
availability, condition of loans, multiplicity of
documents, requirement of security, procedural
problems, delay and repeated visits to the agencies
and corruption. All these added up to an obstacle
which was more formidable for the small-scale units.
5.2
33
Subsidies :
5.2
34
The Department of Industries provided financial
assistance in the form of subsidies for helping the
growth of small-scale industries in Maharashtra (i)
under the Maharashtra State Aid to Industries Act,
1935; (ii) by subsidizing the rate of interest; and (iii)
for special purposes.
Interest Subsidy :
The Entrepreneurial Training Programme was
started by Government of India in 1971-72 to provide
employment to un-employed engineers. In 1974-75
the Union Government lunched a programme of
providing financial subsidy to these engineer
entrepreneurs for setting up industrial units. Under
this programme they were to be given a subsidy on
interest payable on loans taken by them from banks,
the State Financial Corporations and other financial
institutions15. Only those engineers who had
undergone training under the various schemes of
assistance to the educated unemployed sponsored
by the Government of India or the Planning
Commission were eligible for this assistance.
Incentives :
The Government provided fiscal and monetary
incentives to promote the establishment of new
industries and to encourage expansion in established
industries. Some additional incentives were provided
to the small-scale sector. Incentives were also
provided to encourage the locational dispersal of
industries in rural and backward areas. We shall deal
with these one by one.
Income-Tax Concessions :
Under the Income-tax Act, 1961, new industrial
undertakings were exempt from payment of income-
tax on their profits up to 6 per cent annum of the
capital employed. The concession was available for a
period of five years from the accounting year in
which the undertaking started its production.
Further, small-scale units which began manufacturing
activity after 30 September 1977 in any rural area
were entitled to claim a deduction of 20 per cent of
profits from the gross total income for ten years
beginning with the assessment year in which the unit
started production. One of the conditions, besides
5.2
41
others, was that only those units which employed ten
or more workers in a manufacturing process
requiring the aid of power, or 20 more workers
without the aid of power, were eligible.
State Government :
The Government of Maharashtra announced a
package of incentives for industries, after the
formation of the reorganized Maharashtra. These
incentives were announced as part of the New Policy
of Industries Development17, and were aimed at
“attracting industry to a few selected Focal Points of
growth, sustaining and developing industries in
selected cities and development of industries in the
State as a whole”18. In 1973, a few more incentives
were announced, and the rules governing old ones
5.2
43
were changed. In 1998 the Maharashtra Government
issued an Industrial Policy Statement providing for
further incentives. These were to be available to
units set up after April 1990 in Focal Points19,
Industrial Areas, Industrial Estates, backward areas,
sub-mountain areas, Bet areas20, and to those set up
by qualified engineers. Industries of all sizes could
avail of them. These are being discussed below.
Interest-free Loan :
The most important of the incentives was the
interest-free loan in lieu of the refund of sales tax.
The Government had announced in 1966 that
purchase and sales tax including inter-state sales tax
would be refunded by the Director of Industries to
new and expanding units located in Focal Points for
five years from the date of registration as follows :
(i) Refund of purchase tax on raw-
materials and components in respect of
purchases made anywhere in India.
Concessions to Engineers :
Degree and diploma holders in any branch of
engineering or technology were eligible for all the
incentives and concessions extended by both the
Union and State Governments for setting up a unit
anywhere in the State provided they retained 51
percent interest in the new undertaking. Such
persons were also granted certain additional
concessions such as preference in the supply of
machinery on hire-purchase by the Maharashtra
State Small Industries Corporation, out of turn power
connection, allotment of land on a priority basis,
exemption from payment of earnest money on plots
allotted to them in industrial areas or colonies,
exemption from octroi, terminal tax and electricity
5.2
54
duty, and subsidized electricity rates. The
Government of Maharashtra also provided sheds to
the educated unemployed on a lease basis for setting
up small-scale industries. There were three engineer
entrepreneurs in our sample. All had their units at
the Focal Points. One entrepreneur had availed of
interest-free loan and exemption from electricity
duty.
Incentives : An Evaluation
The provision of tax exemption to encourage
investment has been questioned by some on
economic grounds. They argue that use of tax
concessions to foster and attract industry was not
justified because new enterprise was subsidized at
the expense of earlier developed business, and that
exemptions resulted in a narrowing of the tax base,
which made it more difficult to maintain
governmental revenue and the administration of tax
exemption raised difficult problems both of technique
and of honesty24. While there is partial truth in such
arguments, some concessions are necessary to help
5.2
56
the units become viable in the initial stages of
establishment.
Chapter – VI
− Introduction
− Suggestions
7.2
68
Chapter – VI
Institutional Finances to SIUs
Introduction :
Finance is not only the simple requirement
alone to any project but also to be considered as a
blood circulation of that project as it is required till
winding up the enterprise. One of the key problems
in this area in that the enterprise should not be over
financed as well as under finance. Due to inadequate
financial assistance, there was a big hamper to the
industrial development. However, after
independence the specialized network of financial
institutions with a fairly big capital base was
established to provide financial assistance to small
scale industries.
14. The Dept. equity norm for SSI is 3:1 for Khadi
and Village Industries 9:1.
Institutional Framework :
To provide financial assistance to entrepreneurs
that Government has set up a number of special
financial institutions besides commercial banks.
They may be classified into two categories.
− Modernization (8%)
Governmental Assistance :
The state Government participates in building
up the share capital of the Apex societies. Loan
facilities are extended by the Government for
purchase of shares of member Co-operatives.
− Insistence on collateral;
Suggestions :
The project, before approval for any financial
assistance, has to be evaluated and assisted by a
panel consisting of technocrats, management
consultants, successful entrepreneurs, legal experts
etc.
− The interference of political parties in
day-to-day activities of financial institutions
in providing financial assistance to small
enterprises has to be avoided totally.
Chapter VII
Facts About Financial Management of
Sick SIUs
− Industrial Sickness : An
introductory profile.
− Excessive borrowings;
− Absconding.
− Labour troubles;
− Natural calamities ;
− Closure of factory.
− Plants obsolescence.
− Product obsolescence.
100.00
I. Finance :
The experience survey reveals that on account
of financial difficulties more than, 35 per cent of the
units under study were found sick. Most of the
entrepreneurs are allured and attracted by the
package of incentives offered by the government.
However, the process of obtaining them has a telling
effect on their performance and morale. Time taken
in getting registration varies from three months to
one year. The process of inspection and appraisal is
so lengthy and cumbersome that it take a long time
before the loan is sanctioned and disbursed. It also
depends upon the resource-fullness of an
entrepreneur and his ability to pester the officials
with some extra-gratification.
II. Marketing :
The survey reveals that for 95 per cent of the
entrepreneurs marketing is the biggest problem. The
government departments do not comply with the
government instructions and place piece-meal orders
payment of which is made after long time and that
too, after a lot of persuasion and payment of extra-
gratification. The functioning of the State Small
Scale Industry Corporation has also been criticised
for its failure to provide marketing facilities. Low
marketing creates the problem of finances. In order
to boost marketing, excessive credit is required to be
granted by the SIU.
Illustration :
The weakness of the cash credit system can be
illustrated by taking the following example of
borrower’s financial position :
Current Current
Liabilities assets
Current Current
Liabilities assets
Security :
Although the inspection of primary security is an
age-old method of follow-up, the tragedy is that the
entire follow-up in the past centred around it only
and that too with very little effectiveness. Now,
when the security concept is being replaced with
purpose oriented schemes, the approach to follow-up
also needs a change.
Miscellaneous Factors :
7.3
47
A complete list of points for supervision is
neither possible nor aimed at. There may be other
points which will demand an immediate attention of
the banker. For example, if the constitution of a firm
is changing, the banker should carefully watch the
events and if an active and rich partner is retiring, it
shall affect the decision of the banker too. Any
material alteration in the status of the proprietor or
partners should alert the banker.
Difficult Accounts :
Before an account becomes sick, it gradually
starts developing into a problem account or difficult
account. The characteristics of a difficult account are
: no turnover, security held not saleable, shortage
either physical or in terms of value, defective
documentation or a recalled account. A cash credit
or overdraft account, which remain fully drawn but
generates hectic last-minute activity every day,
indicates the account is turning into a difficult
account.
Managements No.
of
Units
1. Lack of working capital management 32
2. Lack of organization 20
3. Lack of Technical/Managerial capability 17
Marketing
1. Recession in market 9
2. Unit is dependent on buyer/very few 13
buyers
3. Competitive market 17
4. Wrong distribution policy or methods 4
Finance
1. Insufficient margin on selling price 5
8.3
72
2. Capital expenditure being financed by 15
working funds
3. Development expenditure eroding into 5
working capital
4. Interest burden and stiff repayment 7
schedules of term loan and other bank
borrowings leaving insufficient funds for
working capital
5. Inadequate bank finance. 8
Production
1. Frequent break-down of plant and 5
machinery
2. Raw material shortage 16
3. Powers shortage 16
4. Interruption in production schedules due 15
to transportation bottlenecks, delay in
subcontracting, etc.
5. Manufacturing process defects, poor 8
quality control leading to deterioration in
quality of products manufacture by the
units.
Chapter – VIII
The Four Case Studies Revealing A
State of Finances of Sick SIUs
− Introduction
Introduction :
Nearly three fourth SIUs in Marathwada are
found sick for one or other reason, the root cause
is ,however, inadequacies of finances .Looking to the
large number of SIUs as sick ,it is decided to
undertake the case studies of four SIUs to know the
exact reasons of sickness. Though this exercise is
illustrative ,it provides a louder vision in the subject
under study. The identities of such units under case
studies are kept secret for avoiding any
inconveniences to the owners of units. The units
whose cases were undertaken are as below with
abbreviations used against each for discussion in this
chapter.
Total 04
Result :
The result was that the worker left the job, who
were trained specially for the specific jobs for better
prospect outside which resulted into the closer of the
unit. The unit was completely closed in 1999.
The owner took the risk himself and paid off the
loan of Rs. 10,00,000/- to the friends and relatives by
selling some part of his property. The banks term
loan of Rs. 10,00,000/- was repaid to the tune of Rs.
8,00,000/- and only Rs. 200,000 was outstanding as
on the date of survey.
Bankers Side :
It was ascertained from the banker that the unit
was really doing well during the first 9 years and was
regular in repayment of term loan. But after
sometime due to inflation and rise in the cost of raw
materials and labour charges the unit activities
slowly begin to decline. The units had approached
the bank in 1995 for working capital requirements,
and were asked by the bankers to submit the past
records of his performance. But since the unit sales
were decreasing over the year, the unit knew that his
loan would not be sanctioned by the bank. He was
also ignorant of the various documents required by
the bank for sanctioning any loan.
Conclusion :
The owner of the units stated that if the bank
had helped him in 1995, there would have the revival
of the unit as the job performed was not done by any
other unit in Aurangabad. It is due to the lack of
interest on the part of the banks to nurse a unit
results into the closure of the units was the stand
taken by the entrepreneurs. This contention is not
true. The entrepreneurs are equally or more
responsible in running there business and earning
profits and should not depend fully on the banks
credit.
Conclusion :
In this case the owner stated that had helped
much by going out of the may and extending credit
as and when needed. But if the bank is now ready to
accept further risk and invest an amount of Rs.
7,80,000/- in the unit it could receive and repay the
entire loan with interest within a span of 5 years.
(2) The big companies did not pay the bills for
which the funds were locked up.
Results :
The unit stated that because Maharashtra State
Financial Corporation did not sanctioned the loan of
Rs. 6,70,000/-. It has to closedown. The units stated
that the banks did not support the small
entrepreneurs in times of difficulties and insisted
upon guarantors and securities. Hence the unit was
completely wound up in 1998.
Conclusion :
In this case, it was found that the partners were
over confident about their business and tried to
manage their business from the internal sources
without approaching the banks. They also lacked in
financial discipline as the credit sales made could not
be realized by them, thus resulting them into heavy
losses.
Results :
On restarting of the units in 1994, the unit
borrowed from the bank Rs. 1426000/- cash credit
limits for the working capital requirements under the
nursing programme. The bank took a great risk that
8.3
95
the unit which was closed down for four years and
could not repay the term loan and interest there on
allowed working capital facility of Rs. 14,26,000/- for
restarting the unit.
Conclusion :
The unit stated that its only for the bank’s
assistance that the unit could be restarted and the
bold approach made by the bank official to nurse the
unit should be really appreciated. The bank officials
stated that the Bans always looked at the units from
a suspicious angle and felt that all sick units are bad
and nursing should be done only in few cases.
8.3
96
− Effects of Taxation
− Deficit financing
− Principal Weaknesses
With paucity of natural resources from farm, forest and mines, the
advent of industries in Marathwada has been dismally slow. The problem
is further compounded by low levels of literacy and education, lack of
entrepreneurship and skilled manpower, and inadequate physical, social
and financial infrastructure. While Marathwada has been discriminated
against by nature, what is perhaps more pathetic is that it has failed to
receive during the last over three decades its fair share from the State in
terms of investment in physical (transport, communications and power),
social (education, health and housing) and financial (Capital and credit)
assets. Consequently, all the commonly accepted indicators of economic
1.4
08
development (Covering both the natural and man made assets) vividly
bring out that Marathwada is backward.
While food grain is the dominant cropping pattern of the region, and
accounts for nearly 83.00 percent of the gross cropped area, what is
perhaps even more distressing is that the food grain yields in the
Marathwada are the lowest in the Maharashtra for years together. The
only satisfactory situation is that the Marathwada region is self sufficient
in food grains.
What is true about milk is equally true about mean and poultry. The
per capital eggs availability is not yet satisfactory.13
There are only four river basins in Marathwada i.e., Godavari, Purna,
Penganga and Manjara. besides miscellaneous river basin of Lendi,
Bindusara, Dhondary, Amrita, Sindhphana, Kham, etc. This natural source
of water is often handicapped by the vagaries of monsoon17.
Added to above the poor rate of literacy among the males (55
percent) and females (28 percent), lower scale of working population (56
percent), dominance of rural dwellers (78 percent) against urban dwellers
(22 percent), and imbalance of females in total population (48 percent)
1.4
11
were the indirect reasons negatively affecting the development of
industry18.
Out of total soil in the region only 13% is of a deep black quality and
60.68% is of a medium black quality and remaining soil is of poor quality
or fallow20.
The obvious question that now arises is - Why not make these
unproductive consumers (whom we have called the disguised
unemployed) work in output producing activities ? To put it in another
way - Why not utilise the “saving potential” of the subsistence sector for
further expansion of the agro based organised sector ? This question
originally arose in the mind of Professor Nurkse. Knowing fully well that
most the disguised unemployed persons of peasant families have peculiar
attachment to rural life, Nurkse suggested that they should not be
dragged to urban factories at least in the initial stages, because they
would not stick there for long. Instead they should be drawn off the land
and put to work on simple projects, such as, dam building, road building,
1.4
17
canal construction and irrigation works and their consumption needs have
to be met by means of a process of effective mobilisation of the “saving
potential” of their productive brethren. Most of these capital projects
should be either within or near the subsistence sector itself so that they
could play a distinct role in the dynamiting processes of the subsistence
sector during the period of accelerated growth. In support of Nurkse it is
suggested that the efforts may be made to put disguised unemployed in
the agro-based industries.
(ii) SIUs entrepreneurs do not like to pay them. To part with money is
not an easy thing, especially when there is no direct quid pro quo.
(iv) Many SIUs entrepreneurs told that the rate of taxes are fixed
arbitrarily.
(vi) A large portion of indirect taxes can be evaded. For example, excise
duty on manufactured goods,
Deficit financing :
Due to low levels of income and a high propensity to consume,
aggregate savings in the economy are far less than they should have
been. Investment being inadequate as compared to national
requirements, the level of production, incomes, savings and thus
investment again, cannot increase efficiency. It is, therefore, necessary to
break such a vicious circle of poverty in these economies 27. Since
1.4
21
investment expenditure, a prerequisite for a speedy economic
development, is too large to be financed through normal sources of
revenue, deficit financing becomes inevitable. In India the deficit
financing becomes necessary :-
A report goes that the inflation environment has increased the cost
of input required by SIUs and it had adversely affected the financial
standing of the units.
1. Accumulation of overdues.
With the above insight the queries were instituted with the sampled
SIUs. Surprisingly a very few were aware of all the above factors while
planning a capital structure. Roughly they used to give more importance
to ROI and profitability factor by overlooking the rest of the factors.
A
Policy B : Debt should be employed to a very limited extent
Policy C : The ratio of debt to equity should be maintained
around 1:1.
Policy D : The ratio of debt of equity should be kept within 2 :1.
Policy E : Debt should be tapped to the extent it is available.
1.4
29
The majority were found following Policy “E” mentioned above. The
same can be seen from the following collected facts.
Policy Percentage of SIUs, following policy
Policy A 03
Policy B 14
Policy C 19
Policy D 12
Policy E 42
No policy 10
Total 100
19. Ibid.
1.4
34
21. Ibid.
22. Ibid.
Bibliography
1. Alexander, P.C., Industrial Estates in India (Bombay : Asia
Publishing House, 1963).
13. Jha, L.K., Shortages and High Prices : the Way out (Delhi :
India Book company, 1976).
Thesis Submitted to
Swami Ramanand Teerth Marathwada University
for the award of Degree of Doctor of Philosophy,
in the faculty of Commerce & Management Science.
By
Shri. B.V. Lonikar
M.Com., M.Phil.
March 2002
cdl
v
cdl
vi
Content of Thesis
“A Study of Financial Management of Small
Scales Industries in Marathwada”
Chapter No. Title Page
No.
Declaration by Student ii – ii
Certificate By Guide iii – iii
Acknowledgement iv – iv
List of Tables v–v
Chapter – I Introduction, Objectives, Nature, Scope 1.1 -
and Research Methodology of Thesis 1.34
Declaration by Student
(B.V. Lonikar)
Candida
te
March 2002.
Place : Ambejogai.
458
Certificate By Guide
Acknowledgement
It is my prime duty to acknowledge Shri Dr. V.V.
Mahajan, Reader & Head, Department of Commerce,
Nutan Mahavidyalaya, Sailu Dist. Parbhani for his
valuable guidance in the subject of Thesis. Dr. Mahajan
is source of inspirations to me and he has always
encouraged me for completion of this research work.
List of Tables