Dashrath GP at Ramdev

IDEA
FOUNDATION,
rd
3 Floor, Kamar Trust Building,
Aroma High school Ushmanpura,
Ashram Road,
Ahmedabad,
Code – 1535
Financial Analysis
Of
Ramdev Food Product Pvt. Ltd.
By
DASHRATH S.SONI
A Project Report Submitted in Partial Fulfillment of the requirements for

Master of Business Administration of Sikkim Manipal University, INDIA
Sikkim-Manipal University of Health, Medical and Technological

Sciences
Distance Education wing
Syndicate house
Manipal – 576119
1|Page Ramdev Food Products Pvt. Ltd
(student declaration)
I hereby declare that the project report entitled
Financial Analysis of
Ramdev Food Product Pvt. Ltd.
Submitted in partial fulfillment of the requirements for the degree of
Masters of Business Administration
To Sikkim-Manipal University, India, is my original work and not

submitted for the award of any degree, diploma, fellowship, or any other
similar title of prizes
DASHRATH S.SONI
Place – Ahmadabad (Name of Candidate)

Date- Reg. No: 520953489

(Examiner’s Certification)
The project report of

DASHRATH S.SONI
Financial Analysis of Ramdev Food Product Pvt.

Ltd.
Is approved and is acceptable in quality and form
Internal Examiner External Examiners
(Name, Qualification) (Name, Qualification)

(University study centre certificate)
This is to certify that the project report entitled
Financial Analysis of Ramdev Food Product Pvt. Ltd.

Submitted in partial fulfillment of the requirements for the degree of
Masters of Business Administration of Sikkim-Manipal university of
Health, Medical and Technological Sciences
DASHRATH S.SONI
Has worked under my supervision and guidance and that no part of this
report has been submitted for the award of any other degree, Diploma,
Fellowship or other similar titles or prizes and that the work has not
been published in any journal or Magazine.
Reg. No- 520953489

Certified
(Guide’s Name and Qualification)

PREFACE
A practical study is an important part of M.B.A. programme. It
gives us an opportunity to relate theoretical knowledge with real
corporate situation. It also helps to improve our analytical skills,
communication skill and knowledge. The management programme and
our institute ‘IIMT’ provide real opportunity to apply theoretical
knowledge in practical field.
Industrial training is the main part for the management student. It

gives a practical knowledge to the students who have to overcome the
problems and challenges in future. The training gives an outlook to the
students about the Do’s and Don’ts of the industry. It makes us feel as
we are the part of the industry. I had a great experience.
I had studied the performance and effectiveness along with the

reach of Group V Non-Skid wherein the company is a pioneer in the
market. I have collected primary data from the channel partners and
Influences, and analysis as per my knowledge. I have provided
suggestions based on the current trend, which can make the organisation
more effective and profitable.

Through this report, I summarize that I have strived to present
myself in best possible manner to ethically and systematically. I would
be thankful for the feedback that can improve the project in all possible
ways.
To understand the market of FMCG and get knowledge of this field I

took my training in “RAMDEV FOOD PRODUCT PVT.LTD” and
prepared the project on FINANCIAL ANALYSIS OF RAMDEV
FOOD PRODUCT PVT. LTD.
In this project report I have tried my level best to display genuine

information about the company, which I visited.

DECLARATION
I, Dashrath S. Soni, student of the two-year MBA

programme at “IIMT” hereby declare that the report on grand
project work entitled “Financial analysis of Ramdev Food
Product Pvt. Ltd.” is the result of my own work.
In this project report I have tried my level best to display

genuine information about the company, which I visited.
Place: Ahmedabad DASHRATH S.

SONI
Date.:

ACKNOWLEGEMENT
The best way to have the best thought is to have many thoughts.
We think that whatever betterment I could not be complete without all
means of guide we have with us all time.
I am Specially grateful to Mr. Vijay Dodia Sir, Chief Executive
Officer of “RAMDEV FOOD PRODUCTS PVT.LTD.”, Who gave
me permission for my grand project.
Practical training is one of the crucial parts for the M.B.A.

students. I am really thankful to Mr. Alok Malaviya (H. R. Head) and
Mr. Divyang Padhiya Manager (A/c & Audit) without whose directions
and valuable insights this project would have remained incomplete.
I am thankful to my guide Prof. Amit Acharya who helps me in

all manners for industrial training. My sincere thank to IDEA
INSTITUTE OF MANAGEMENT AND TECHONOLOGY to
provide me all that facilities which a student may wish to be with him in
terms of library material. I am also thankful to director of our college
Mr. Ashish Patel who allowed us to have the privilege of the practical
training in our way of future orientation. As we all know that practical

training is one of the most learnable processes to learn and led to
improve our knowledge about the industrial processes.
Without the kind support and encouragement of my faculty

members, I won’t be able to complete my report. The motivation and the
idea for preparing the project report and the way of presenting my views
had been given by faculty. I want to thank them from the bottom of my
heart.
There are times in such task when the clock beats you time and
again you run out of energy and you just want to finish it once and
forever. My family made me endures such times with their unfailing
humor and blessings.
(DASHRATH S.SONI)

EXECUTIVE SUMMRY
Ramdev Food Products Pvt. Ltd. (RFPPL) has been in the food
processing market especially in the processed spices and masala mix,
over the last four decades.
The company was established in the year 1969, as a small entity by

Shree Rambhai Patel. Initally the company started with producing basic
spices like chilly powder, turmeric powder, coriander powder etc. under
the brand name ‘Ramdev’. Later in the year 1989, it was converted into
a private limited company and Shree Rambhai Patel and his three sons
were the first directors.
Today company serves 25 products in 54 product mix to its

customer. The company has strong foothold on branded spice market in
Gujarat and other states. 750 distributors and 87,000 retailers for
catering to the need of consumers in Gujarat.
The company has over the period built large capacities of various
products in the food processing industry. Further, the large capacities
would help the company to scale up its production as and when needed
to meet the increasing demand in the market.
10 | P a g e Ramdev Food Products Pvt. Ltd

Objective Behind the Project
My objective behind the study of financial analysis. During My
training I wanted to know how to manage financial activity? , how to
handle management staff? And how to make the financial documents? I
found that the growth of the company and all the financial Details.
Financial management is that managerial activity which is
concerned with the planning and controlling of the firm’s financial
resources. It is a decision making process concerned with acquiring
finance and managing assets to achieve the overall goal of a business
organization,
Financial management deals with procurement of funds and their
effective utilization in the business. It is also about managing
expenditure with in a limited budget.
It is about allocating money to the necessary items first. Financial
management means the management of the matter related to and
organizations finance. It balances expenditure and income.

COMPANY PROFILE
• HISTORY OF THE COMPANY

BRIEF INTRODUCTION OF A COMPANY
India, the Queen of Spices, has always

attracted the world with her exotic masalas.
In fact, the connection goes back many
centuries. To the time when travelers like
Vasco da Gama and Columbus were still
exploring the geography of the Earth.Even
then, the mystique of Indian spices
magnetised them to India and paved the way
for a new chapter to be written in the annals
of time.
'The lure of the unknown', which repeatedly brought visitors to the

Spice Land, was the presence of nature's rich elements in those fresh
and highly aromatic spices. Spelling magic and carrying an enviable
aura, they left people spellbound.

We, at Ramdev, have preserved the same
values in all our products ever since we
started as a small unit in 1965, in
Ahmedabad, India. A small step became a
giant leap in no time. But there was a
binding force, a commitment that
helped us keep our promise of purity and
freshness in our products for all these years.
We are aware of our responsibility towards

creating, maintaining and ensuring a safe
and clean environment. We consciously
comply with relevant laws and regulations
as well as take additional care to preserve
the green cover. We plant invaluable
saplings, develop garden and promote lush
green surroundings at our manufacturing
location to work in harmony with nature.
A stretch of 2.5 km highway beautification project close to our plant has been a
symbol of Green Gujarat.

Our immense belief in the philosophy of
'reaching a customer's heart
through quality' has enabled us to spread
the rich Indian heritage to millions of
homes all over the globe. And that’s our
pride. Indian food. The Indian way.

Company Profile
Company Name: Ramdev Food Products Pvt. Ltd.
Trade Style (S): Ramdev
Legal Form: Private Limited Company
Incorporated: 6th January 1989
Bankers: HDFC BANK LTD.
AXIS BNAK LTD.
Auditors: V.R. Shah & Associates
601,Hemkoot ,Ashram Road,
Ahmedabad – 380 006
Gujarat - India
Registered Office: Ramdev Food Products Pvt Ltd.

“Spice world”
Sarkhej – Bawala Highway
Changodar – 382213,
Tele : (79) 22121845
Web:www.ramdevfood.com

History
9163: A family owned business was incorporated by Mr.RAMBHAI
PATEL in Ahmadabad as a flourmill.
1972: Then it started selling its own grinded spices on order.
1989: Incorporated as a Private Limited Company with the name
‘RAMDEV and introduced spices in attractive and convenient
consumer packs that set a new trend in Indian spice market .
1991:Company successfully launched instant mixes, asafoetida, blended
spices, and pickles masala thereafter.
1992: Introduced a various range of Garam Masala & Initiated
Exporting
1994: Expanded market out of Gujarat.
1999: Entered in the whole spices business
2001: Incorporated ‘EKTA FOODS’ in U.S.A.

ORGANIZATION STRUCTURE’S
CMD
Joint MD
Directors and CEO
Assistant mangers
Administration Staff
WORKER’S

THE TRAILBLAZERS
Chairman and Managing Director
• Over 26 Years of experience
in procuring, manufacturing
and marketing pure Indian
spices.
• In 1989, introduced spices in

attractive and convenient
consumer packs that set a
new trend in Indian spice
market.
• Successfully launched instant

mixes, asafoetida, blended
spices, pickles masala
thereafter.
• Actively involved in production planning, product formulation,

business development, project management, quality control,
distribution and export management

• A visionary who initiated the tough task to set a distribution
net work on foreign soils instead of exporting containers
conventionally
• A person who consciously remains active in the socio-

economic life of the state. A member of Rifle Club, Rajpath
Club, Karnavati Club, Sun-n-step Club, Gujarat Cricket Club.
Gujarat Chamber of Commerce and Industry. CFTRI, Mysore
– Research and Development.
• Ex. Member – Advisory Committee, Labour Board, Gujarat
Government.

Joint Managing Director
• A dynamic young commerce

graduate.
• Actively involved in production &
quality control.
• Helped bringthe honour to become th
-e first spicecompany having ISO Ruchir H. Patel
22000:2005 in India.
Directors
• "Every day starts with

expectations, but every day ends
with some experience."
Minaxi H. Patel
• "Success is the sum of small

efforts, repeated day in & day out."
Ripal H. Patel

• "Nothing can stop the man with the
right mental attitude from achieving
his goal."
Pradip N. Patel
• "One must forever strive for

excellence or even perfection in any
task, however small and never be
satisfied with the second best."
Gaurang N. Patel
MEMBERSHIP AND ASSOCIATIONS

 Gujarat chamber of commerce and industry
 Tax Payer protection Council
 CFTRI, Mysore – Reserch and Development
 Ex. Member – Advisory Committee, Labour Board, Gujarat
Government.
 Ex. Secretary – FAG

Infrastructure
Ramdev Food Products Pvt. Ltd. has world class
infrastructure to meet high standard requirements of global market.
• State-of-the-art technology and the finest

Machinery
• Spread over a sprawling 37,000 sq. yard plot, the unit has
the capacity to match the best manufacturing process and
standard in the industry.
• Wealth of experience in manufacturing

and processing spices and food products
• A special technique of Fumigation is
being employed to keep the quality of the product intact and increase
its shelf life.
• Unit has a cleaning and processing
capacity of more than 60,000 kg. per day.
QUALITY CONTROL AND R & D
• In-house Research & Development

Laboratory, works in line with a standard set of research
methodologies adopted by research institutes of repute in India and
abroad to carry out analysis of variousproducts.
We have established a Sensory

Evaluation Division and a Trained
Panel in our Quality Control Lab for
consumer acceptance of products
3.6.QUALITY QUANTROL & REDERCH & DEVELOPMENT

 We are what we are today, and so are their products, due to just one reason: Quality. The way
to reach customer’s heart is quality. This is one philosophy, which it never forgets. Even if it
means a little less profit. In the long run, it is the quality that distinguishes the winner from
others.
 For maintaining a constant demand and for building up good reputation, it is very essential to
maintain the quality of the products well above the average quality of the market samples. Even
though, quality control is relatively and old concept, it has profound influence in the marketing
strategy.
 Ramdev product pass through strict quality control checks before they are allowed to reach
you. The company has a team of dedicated food technologists under whose watchful eyes the
product are manufactured. In fact Ramdev is reaching out across the world to strength a bond of
affection and trust, with its winning range of products. Bringing the rich India tastes to satisfy
your need.
 It has full – fledge R & D quality control Lab, full equipped with modern, imported and
indigenous sophisticated instrument. The laboratory undertaken the analysis of the as per
National & International standards as per buyers specific requirement, moreover, our quality
satisfies the most demanding standards laid down by the regulatorities.
 It is highly conscious of its leadership status. And it take pride in maintaining leadership in
quality. It’s our assurance to you that as along as we are there, quality is what you will always
get. Purity is their signature.

BRAND PROMOTION
 company product its brand through press, TV, Radio, pop and
through various schemes.
 Mundra and Identity are advertising agency. As per its budgets and
strategy it plans the brand promotion activities. Currently it is more
shifted to TV and press ads.
 In the past company’s advertisement campaign was done through
hording and press ads. But now it is more focused on TV and press ads.
 One its most successful and campaign was of press advertisement
campaign of Mangalsutra scheme, which was operated during 1993 to
1996.
 Celebrities which have worked in its advertisement campaign are
Archana Joglakar, Natasha (Kavyaanjali fame) and Gayatri Joshi
(Swades fame).

MARKET ACHIEVEMENT
 First to introduce polypacks for spices in India. All the brands

followed suit polypacks become the benchmark and the trend in the
spice market.
 Ramdev was the first company to launch price packet Rs.2/- and Rs.5/-
packs in year 2000. to increase penetration of Ramdev product down to
the lower strata and to make packaged foods available price were
introduced. In the very first year over 68 Lac units of Chilli, Turmeric
and garam masala price packets were sold. Another trend was set.
Competition also introduced price packets.
 Ramdev launched Instant mix in the year of1991.
 it launched Asafoetida with agmark seal of guarantee for the time in
India in the year of 1992.
 It launched super Hing low price Asafoetida in year 2001 to cater to
the needs of the market.
 Open new marketers outside Gujarat. i.e. Maharstra, Chhatisgarh,
Orrisa, Rajasthan,Delhi, Madhya Pradesh, Punjab, J&K, haziabad, and
Uttaranchal. Outside Gujarat Ramdev is present in North, East and West
India. Ramdev is catering market through 11 C&F’s, 645 distributor,
78680 calls, 16 ststes and 167 sales team persons.

 Ramdev has also initiated the concept of consignee sales in the states
of Assam, Biharand Jharkhand.
 Currently Ramdev is at driving position in pure spices category all
over India. Ramdev caters to US,UK and other countries through
distribution channels.
Total turnover of Ramdev Food Products Pvt, Ltd. Is Rs.55 crores for
the year of 2004-05.
 Ramdev has launched its premium range of spices in the month of
March, 05. The response of premium spices can be drawn from the fact
that with 15 days of the launched most of competitors launched the
premium range.
 Ramdev has also launch Vedam brand incense sticks . Customer
response of Vedan is very good. Vedan is the only brand in incense stick
category according to company politics.
 One of the great strength Ramdev has is its teamwork. Through its
motivated team Ramdev can solve any kind of problems with success.

BRAND
• Belief that Ramdev is a brand not just a product and all marketing
efforts are to build the brand, uncompromisingly where sales just their
by-product.
• Ramdev is the trendsetter in deciding the prices and schemes.
• Knowing the pules of the market, consumer needs and tastes have
personally developed reciles of Pickle masala and taste have been very
well accepted in the market.
• Sales of pickle masala have jumped by 350% over last year (2002-03)
touch a record high of 145 tons.
• Have launched Methi Gota, Handvo instant mixes the receipt of which
has been made personally like the other instant so as to get acclaim even
Abroad,in the export markets.

COMPANY’S VISION AND FUTURE PLAN
• Company’s vision is to be Rs.225 crore turnover company by 2010-11.

• Vision of the company is to make available the Ramdev brand at every
counter at every centre through increase distribution networks.
• Ramdev will be concentrating on new product development.
Launching of newer product will be prime focus.
• A part from launching new products Ramdev has also initiated the
packaging development process. The packing of Instant Mix, Garam
Masala and Vedam incense sticks has already been change to attracting
and hygienic packs.
MISSION STATEMENT
‛‛A promise of Purity and Freshness’’

Mission of Ramdev is to deliver spices to customers with quality, purity
and freshness. They also try to make spices in such a way that it can
satisfy all consumers need like test, color, good for health etc. also they
wants to give spices to customer at reasonable price and it must be
available in the size that suits customer demand.

BASIC SPICES ( IN POWDER FORM)
Chilli Powder / Mirch Powder
Description:
- Botanical Name : Capsicum Annum
- Chilli / Mirch is a member of the capsicum family, Chilli helps

digestion and is often consumed as a tonic
- It is the most popular culinary spice in the world
- Little aroma but their taste varies from mild to fiery hot
- India, the largest producer of chilli, is a major exporter, catering to
worldwide needs
- Chilli is rich in Vitamin C
Packaging:-
 Available in consumer pack sizes--15g, 35g, 50g, 100g, 200g,
500g, 1 kg.

Coriander Powder/ Dhania Powder
Description :
 Botanical Name : Coriandrum Sativum

 Among one of the first spices used by mankind, Coriander seeds, is
the seed of Coriandrum sativum, which belongs to the parsley family
 The name coriander comes from the Greek word koris, meaning bug
 Coriander has a slightly fragrant odour and a pleasant aromatic taste

 It is widely used as a condiment in foods, beverages, marinades,
desserts and pastriesand American cigarettes. It is also valued for its
medicinal properties
 The distilling industry (especially for gin) is the largest user of
coriander seeds
Packaging :
 Available in consumer pack sizes--50g, 100g, 200g, 500g.

Coriander Cumin Powder/ Dhania-
Jeera Powder
Description :
 Botanical Name : Cumin - Cuminum Cyminum Coriander -
Coriandrum Sativum
 The Cumin seeds are the seeds of Cuminum cyminum, which
belongs to the parsley family
 The powdered mix of coriander and cumin, it combines the
character attributes of both spices thereby enhancing the overall effect
on taste and aroma
 A remedy for flatulence, indigestion and diarrhoea, the oil of cumin
is also used in perfumes for its strong odour and in alcoholic beverages
 As a veterinary medicine it is particularly used to cure several
diseases.
Packaging :-
 Available in consumer pack sizes-- 50g, 100g, 200g, 500g

Turmeric Powder / Haldi Powder
 Botanical Name : Curcuma Domestica
 A member of the ginger family, turmeric comes from the roots of

Curcuma longa, a perennial plant that grows to a height of 1 meter
 Turmeric tastes bitter and is widely used in flavoring dishes
 The turmeric powder is also used as natural colouring agent in

curries
 Turmeric finds wide application in medicine
 A powerful coloring agent, turmeric is a traditional textile dye in China and

India
Packaging:
 Turmeric Powder is available in consumer pack sizes--15g, 35g, 50g,

100g, 200g, 500g, 1 kg

PRODUCTS
Basic Spices – Powder
1. Chilli Powder (Mirch)
2. Turmeric Powder (Haldi)
3. Coriander Powder (dhania)
4. Coriander – Cumin Powder (Dhania – Jeera)
Packaging: Available in consumer pack sizes of 100g, 200g, 400g,
1kg,2lbs, 4lbs, and 55lbs.
Compounded Asafoetida & Blended Spices
1. Compounded Asafoetida
2. Super Garam Masala
3. Premium Garam Masala
4. Super Tea Masala
5. Premium Tea Masala
6. Premium Pav Bhaji Masala
7. Premium Chhole Masala
8. Premium Panipuri Masala
9. Premium Sambhar Masala
10.Achar Masala
11.Premium Chat Masala
Packaging: Compounded Asafoetida is available in consumer pack sizes of

25g, 50g,100g in plastic Containers. Blended Spices (Garam Masala) are
available in 100g, 200g, 400g, 1lbs and 2lbs, 4lbs, 55lbs.

Whole Spices
1. Cumin (jeera)
2. Mustard (Rai)
3. Fenugreek (methi)
4. Ajowan (Ajwain)
5. Sesame (Till)
Packaging: Available in consumer pack sizes – 100g, 200, 400, 1 kg,2lbs, & 55lbs.
Herbal Products
1. Anardana
2. Aritha Whole
3. Aritha Powder
4. Black Cumin Seeds (Kala Jeera)
5. Dill Seeds (plain)
6. Dill Seeds (salted Yellow)
7. Harde Whole
8. Himaz Whole
9. Amla powder
10.Kantu Powder
11.Lemon Peel Powder
12.Lindi Pepper Whole
13.Shikakai Beans
14.Vavding Whole
Packaging: Available in consumer pack sizes of 100g,200g,400g,500g,1lbs.

General Spices
1. Bay Leaves (Whole & Powder)
2. cardamom (black)
3. Cardamom ( Green)
4. Cinnamon Stick (Round)
5. Cardamom (White)
6. Cloves Whole
7. Dagar Phool Whole
8. Fennel Seeds
9. Fennel Seeds Lucknowi
10. Fenugreek Powder
11. Fenugerrk Crushed (Methi Kuria)
12. Ganthoda
13. Garlic (Powder)
14. Anistar
15. Ginger
16. Kasuri Methi (whole)
17. Kokam black
18. Kokam wet
19. mace
20. Mint Leaves
21. Mustard Crushed (Rai Kuria)
22. Nutmeg
23. Panch Puran
24. Poppy Seeds
25. Shah jiru
26. Garlic (Powder)Packaging: Grocery Items are available in consumer pack sizes of
100g, 200, 400g, 1kg, 1lbs, 2lbs and 4lbs.

Instant Mixes and Flour
1. Dalwada
2. Dhokla
3. Dhosa
4. Gota
5. Gulab Jamun
6. Gujarati Dal
7. Dahiwada
8. Idli
9. Khaman
10. Menduwada
11. Rava Dhosa
12. Rava Idli
13. Sambhar
14. Handvo
Packaging: Instant Mix except Gulab Jamun Instant mix are available in consumer
pack sizes of 200g, Gulab jamun Instant Mix is available in consumer pack sizes
100gm Only.
Papad
1. Single mari Papad
2. Double Mari Papad
3. Garlic Papad
4. Plain Papad
5. Red Chilli Papad
6. Jeera Papad
7. Green Chilli Papad
8. Punjabi Papad
Packaging: Sizes 200g and 400g.

MANUFACTURING PROCESS AND
PRODUCTS
The facilities has provision to manage manufacturing different
types of spices . They introduced different varieties of spices like in
garam masala, chillies, turmeric powder, Astofodia etc. They offer
different varieties each of as unique and tasty as the reputed products.
MANUFACURING PRODUCTS :-
- Garam masala
- Chilli Powder
- Turmeric Powder
- Pav Bhaji Masala
- Sambhar Masala
- Khichdi Masala
- Biryani Masala
- Chicken Masala
- Etc.etc.

International Market for Products
Following are the product company sells in all markets outside
India.
 Basic Spices
 Compounded Asafoetida & Blinded Spices
 Instant mixes
 Whole Spices
 General Spices
 Pulse
 Food Grains
 Herbal Porduct
 Grocery – 1
 Grocery – 2 (Branded /Unbranded)
 Herbal Product (Other Brands ) Branded Product
International Market
 Australia
 South Africa sub – Continent
 EEC Nation

 UK
 USA
 South – East Asia
INDIAN MARKET
 Bihar (Patana)
 Panjab (Chandigadh)
 Delhi
 Haryana (Ambala)
 Himachal (Parwanoo)
 Madhya Pradesh (Indore, Raipur)
 Maharashtra (Mumbai, Nagpur, Pune)
 Orissa (Bhuvneshwar)
 Rajasthan (Jaipur)
 Uttar Pradesh (Kanpur, Gaziabad)
 West Bengal ( Calcutta)

DISTRIBUTION CHANNEL
♦Distribution channel of out of Gujarat
Company
C. & F. Agent
Distributor
Retailer
Consumer

Distribution Channel of Gujarat
Company
Distributor
Retailer
Consumer

Compititor’s of the Ramdev
 Swad
 Wonder
 Jalaram,
 M.D.H.
 Everest
 Annpurna Masala
 Badshah Masala
 Rajhansh

SWOT ANALYSIS
Strength:
 Brand name “ RAMDEV” is the main strength for Ramdev
Basic spices.
 As Ramdev known for High Quality Product, it became
core strength for Ramdev Basic spices.
 Wide Area Network of distribution in whole India and as
well as outside India helps Ramdev to increase it’s sells of
Basic spices.
 Ramdev is the first food company in India who has ISO
22000:2005 certificate.
 Ramdev is at first place in selling of branded spices in
Gujarat.
Weakness:
 High price of Ramdev Basic spices compare to its
Competitors is the main weakness.
 In some areas of Ahmedabad city Ramdev basic spices Is not
available on consumer stores.
 Ramdev is not spending in much on Marketing and
Advertisement of Basic spices.
 Ramdev is give less commission to its retailer on comparison
to other brands.
Opportunities:
 As the leading player of Basic spice is Home made basic
spices, Ramdev can capture its share by marketing.
 There is no other big competitior in market who can serve
whole Indian market like Ramdev.
 Ramdev can increase its share of Basic spices by marketing
it’s ‘High Quality Product’
 By improving distribution networked to all villages and all
small areas of city Ramdev can increase its market share.
Threats:
 As world is becoming more an more competitive, the main
threat for Ramdev is competition.
 S.K, Adani, Hathi, Paustik and some local vendors can
increase its share by decrease their price of Basic spices.

HUMAN RESOURCE ASPECT
• Number of the employees

There are 500+ employees work in the Ramdev food.
• Recruitment and selection

The recruitment of the employees is needed if there is
and retirement of the old employees in the company.
Selection procedure is concerned with securing relevant
Information about an applicant. The objective of selection
process is to determine whether an applicant meets the
qualification for a specific job and choose the applicant who
is most likely to perform well that job.
• Promotion
The make their own advertisement for their product in
which they take super models or same creative picture. They
also use media for advertisement such as newspaper,
different T.V. channel etc.
They provide different sells promotion activities such a
festival offer, reasonable prices etc. The promotion of sell is
generally been done by the magazine ,television, newspaper
etc.
• Training.
The employee have qualification ranging from S.S.C.
to M.B.A.so, there levels of training are different. Generally
employee training time is two years. Ramdev food called
some great personality for the purpose of motivation of their
employee. Ramdev food gives the chance to some good
person to complete their training in well known institute.
• Public Relation
As per marketing part, public relations are good and co-
ordinal high post holders like managers have smoothly
relations with workers. They provide necessary guidance and
information during work process. Employee must have
relation to reach a goal.
• Wage Policy
The wage policy of the company is so simple.
company pay minimum wage to their employee according to
the act of the company rules and also offers some bonus for
the employees and gives books and other education activities
to the children of the employee. Company also declares
Diwali bonus and other festival bonus.

OTHER ASPECT
• Social Responsibility
For the environmental aspects Ramdev is honest.

It does not create any type of pollution surrounding the
area. Two scholarships are given every year to
outstanding children of the members of the union staff
for professional Courses. Vehicle service provides to
their employees at the door.
Ramdev food is India’s 1st Food Safety “ISO
22000-2005” certified spice company.

INTRODUCTION TO FMCG SECTOR
Fast Moving Consumer Goods (FMCG) goods are popularly

named as consumer packaged goods. Items in this category include all
consumables (other than groceries/pulses) people buy at regular
intervals. The most common in the list are toilet soaps, detergents,
shampoos, toothpaste, shaving products, shoe polish, packaged
foodstuff, household accessories and extends to certain electronic goods.
These items are meant for daily of frequent consumption.
A major portion of the monthly budget of each household is
reserved for FMCG products. The volume of money circulated in the
economy against FMCG products is very high.
FMCG companies maintain intense distribution network.
Companies spend a large portion of their budget on maintaining
distribution networks. New entrants who wish to bring their products in
the national level need to invest huge sums of money on promoting
brands. Manufacturing can be outsourced. A recent phenomenon in the
sector was entry of multinationals and cheaper imports. Also the market
is more pressurized with presence of local players in rural areas and
state brands. Broadly, FMCG industry can be divided in to following
categories.
House hold product:

1. Household care
2. Health care
3. Personal care products
Tobacco products
1. Tobacco/pan product
2. Cigarette
Branded food
1. Health beverage
2. Soft drink
3. Bottled water
4. Edible oils
Agro product
1. Dairy
2. Poultry
3. Sugar
4. Tea
5. Spicy food

The Indian FMCG sector is the fourth largest sector in the
economy with a total market size in excess of US$ 13.1 billion. It has a
strong MNC presence and is characterized by a well established
distribution network, intense competition between the organized and
unorganized segments and low operational cost. Availability of key raw
materials, cheaper labour costs and presence across the entire value
chain gives India a competitive advantage.
The FMCG market is set to treble from US$ 11.6 billion in

2003 to US$ 33.4 billion in 2015. Penetration level as well as per capita
consumption in most product categories like jams, toothpaste, skin care,
hair wash etc in India is low indicating the untapped market potential.
Burgeoning Indian population, particularly the middle class and the rural
segments, presents an opportunity to makers of branded products to
convert consumers to branded products.
Growth is also likely to come from consumer 'upgrading' in the

matured product categories. With 200 million people expected to shift to
processed and packaged food by 2010, India needs around US$ 28
billion of investment in the food-processing industry.
Automatic investment approval (including foreign technology

agreements within specified norms), up to 100 per cent foreign equity or

100 per cent for NRI and Overseas Corporate Bodies (OCBs)
investment, is allowed for most of the food processing sector.
SectorOutlook :-
FMCG is the fourth largest sector in the Indian Economy
with a total market size of Rs. 60,000 crores. FMCG sector generates
5% of total factory employment in the country and is creating
employment for three million people, especially in small towns and rural
India.
Analysis of FMCG Sector.
Recent Developments in Fast Moving Consumer Goods (FMCG)

Sector
FMCG sector is no doubt registering an up trend in growth.

According to CNBC, FMCG sector growth story will continue because
of the positive budget. Nevertheless, there are some barriers to the
growth of the sector. Indirect taxes constitute no less than 35% of the
total cost of consumer products - the highest in Asia. Last year, Finance
Minister proposed to introduce an integrated Goods and Service Tax by
April 2010.This is an exceptionally good move because the growth of
consumption, production, and employment is directly proportionate to
reduction in indirect taxes.
 Budget 2010-2011 for FMCG Sector
• Reduction of duty on edible oil will have a positive impact on
Marico.
• Full exemption of excise duty on biscuits priced at 50 rupees or
less per kg is positive for ITC, Britannia, and Parle.
• Reduction of custom duty on food processing machinery and their
parts from 7.5% to 5%.
• Reduction of excise duty on food mixes from 16% or 8% to nil is
positive for ITC.
• Development of rural infrastructure is in focus, which is beneficial
for FMCG companies because it is a big market for FMCGs.
Better infrastructure will improve the supply chain.
Exemption of free samples and displays from the purview of FBT will
be beneficial for FMCG companies because they spend huge amount of
money on advertising and brand building. HLL, Dabur, ITC, and Marico
will be amongst the most benefited companies.

General Introduction of the Spice Industry
India the queen of spices, has always attracted the world with her exotic
masala. In fact, the connection goes back many centuries. To the time
when travelers like Vasco da Gama and Columbus where still exploring
the geogrephy of the earth.
Since past India was also known as ‘‘An Island of Spices”. Different
countries like Arabian countries including Iran, Iraq, Kuwait, European
countries like England, France, Holland, Denmark were used to buy
spices Garam masala’s like Chilli, Coriander, Cumin, Black-pepper,
Turmeric, Garlic, Mustard etc.
It is also proved science that smell & taste of spices influence our
hunger & it also helps in digestion. In earlier times our grand mother
were used to makw all these spices at home by grinding it at home. But

now on the age of working women at the time of interest, modern & fast
era they buy it directly from market.
INDIAN SPICES: AROMINA OF SUCCESS

Indian spices are famous for their captive flavour and aroma
lending the Indian food its exquisite taste. These spices are used widely
in the areas of pharmaceuticals, neutraceuticals, perfumery, toiletry and
cosmetics. The important spices product in India are black pepper,
cardamom, ginger, turmeric, Chilli, Cumin, fennel, Fenugreek, celery,
curry, leaf, saffron.
India is a major supplier of pepper in international marke. Its

share in the world market is around 30 percent. Spices export in general
and pepper in particular have shown remarkable growth against heavy
odds. The recent example is of July 1987, when USFDA black listed
Indian black pepper on account of the presence of filth in 20 out of 60
shipment to USA sampled during December, 1986 to May 1987.

The decision of USFDA came as a severe setback to the
pepper export to USA. Pepper being the foremost item in spice export
and USA being the major importer of spices including pepper, it became
necessary for India to find ways and means to spices including pepper, It
became necessary an for India to find ways and mean to remedy the
situation. Immediately agreement struck with USFDA by introduction
compulsory pre-shipment inspection in quality control of pepper. Export
Inspection Agency of the Government of India was given the task and
quality control and Spices Board took up the scientific post harvest
handling of pepper for avoiding contamination.On the basis of assurance
given, USA lifted the ban imposed on import of pepper from India.

MONITORING QUALITY
This incident gave an impetus for the Board to consider
quality as the factor for improving exports. Subsequently, the Board set
up a Quality Evaluation and up gradation Laboratory and introducing
and exporting levels. Instead, it brought out manufacturing and
exporters. These including felicitating processors/ manufacturers who
adopt modern manufacturing practice in their operation.
The Board has also started awarding Indian Spice Logo to

promote quality of Indian spices and spices production consumer packs
in oversease markets. Popularization Indian ness and quality is the
object of this logo. Apart from ensuring facilities for hygienic handling
of spices its continurance is ensured by periodical inspections. The
Board has launched another programmer to benefit processors and
manufacturers of spices for acquiring internationally accepted ISO 9000

quality certification . It also extends assistance in getting the
environment management system ISO 14000 series and establishing
HACCP system in processing units. The technical and financial
assistance in the multi tiered quality improvement programmer helped a
large number of units to acquire either one or all the system of quality
Improvement. The hygienic system adopted and practiced are based on
the quality standard prescribed by various importing countries like USA
and Europe.
The Quality Evaluation and Up gradation Laboratory is
in constant touch with various Importer so Association and Government
of importing countries to arrive a feasible and practical level of standard
without compromising on the health concern of the importing countries.
It helps to instill confidence in the mind of importers and make them
aware of the capabilities acquired by India in the field of quality
improvement and quality assurance. To evolve universally acceptable
quality standard for black pepper drawal of its samples and methods of
analysis the board is also closely interacting with various committees of
the Codex Alimentarius Commission.

Growth in Exports
The Indian spice Industry is adopting newer ways to be able to respond
swiftly to the change in the international arena. Concerted efforts on the
quality front have started paying rich dividends. India is now considered
as the best source for quality spices. This is one reason in the ports of
call have drastically come down. This it is a proof of the quality
capabilities of India, enforcing the credibility further.
The capabilities of the Indian spices exporters to contain the quality

problem in a very short span of time have made major international
spice trade association like American Spice Trade Association(ASTA),
European Spice Association (ESA) and All Nippon Spice
Association(ANSA) to invite representatives from Indian spice industry
not only in their annual convention but also in their decision making
committees where strategic decisions are taken on quality for
preservation of spices and spice products. This is a major step forward

as it elevates the status of the industry and the country and it is the first
time the views of the country are considered by the importing countries
for formulating lawn on sensitive issues like food hygiene and public
health.
Technological Advancement
To give sufficient back up to the efforts in the field of quality
improvement, the Board has also made forays into the field of
technology up gradation. Though this is complimentary to a greater
extent for quality assurance, it has opened vistas for newer products,
efficiency in production and increase in productivity. Technological
advancement has contributed to the hygienic production through
mechanization of many of the operation hitherto done manually.
Application of computer has facilitated wider production combination
result in new product especially in curry power segment. Some of the
frontier technology adopted by the industry are carbon dioxide fluid
extraction, encapsulation of spice oils, powder and cry grinding.

Value Addition
Though initiated in the last decade, value addition in the spice sector has
achived commendable position in areas of exports. More than one third
of the total exports are in the form of value added product. More than
150 value added product are now available for art technologies are
development in this sector which gives a unique position to India in the
global spice oils and oleoresins are form India.
A strong R & D support available in this sector enables the industry to

innovate in newer areas while developing new product for new uses.
Enrichment of Chilli colour, elimination of Chemical solvents to a near
zero level in the final product after extraction and crystallization of
curcumin are some of the achievement of the in-house R & D of the
spice industry.

OBJECTIVE
• Company’s vision is to be Rs.225 crore turnover company by 2010.
• Vision of the company is to make available the Ramdev brand at every
counter at every centre through increase distribution networks.
• Ramdev will be concentrating on new product development.
Launching of newer product will be prime focus.
• A part from launching new products Ramdev has also initiated the
packaging development process. The packing of Instant Mix, Garam
Masala and Vedam incense sticks has already been change to attracting
and hygienic packs.
‛‛A promise of Purity and Freshness’’
Mission of Ramdev is to deliver spices to customers with quality, purity
and freshness. They also try to make spices in such a way that it can
satisfy all consumers need like test, color, good for health etc. also they
wants to give spices to customer at reasonable price and it must be
available in the size that suits customer demand.

COMPARATIVE ANALYSIS
The comparison of the product and price of the Ramdev is done with
other company and it is as follows:
Basic Spices
Product Weight Prices
Ramdev Everest
Chilli 500gm Rs. 60/- Rs. 70/-
Turmeric 500gm Rs. 46/- Rs. 55/-

we can see that the prices of the Ramdev is comparatively less than
Everest prices.
Instant Mix
Product Weight Prices
Ramdev Gits
Khaman 500gm Rs. 38/- Rs. 46/-
Dalwada 500gm Rs. 45/- Rs. 42/-
Dokhla 500gm Rs. 30/- Rs. 46/-
Dhosa 500gm Rs. 40/- Rs. 42/-
Handvo 500gm Rs. 40/- Rs. 54/-

Here we can see that there is very little variation in the price of Gits and
Ramdev in Dalwada, Dhosa. There is much variation in the prices of the Handvo,
Dhokla and Khaman.
METHODOLOGY
Financial management is that managerial activity which is concerned
with the planning and controlling of the firms financial resources. It is a
decision making process concerned with acquiring financing and
managing assets to achieve the overall goal of a business organization,

Financial management deals with procurement of funds and their
effective utilization in the business. It is also about managing
expenditure with in a limited budget.
It is about allocating money to the necessary items first. Financial
management means the management of the matter related to and
organizations finance. It balances expenditure and income.
RESEARCH METHODOLOGY
The study has been done in one of the leading

private limited companies To maintain anonymity, the name of the
company is not mentioned, and is further referred to as ‘the company’.
This study is based on secondary data,which have been obtained from
company financial report and and published sources and company
website,Annual report for the period of two years The collected data has
been analysed with the help of ratio analysis, and working capital and
also through the application of statistical tools such as t test,correlation,
Mean,and standard deviation

PART – II
INTRODUCTION TO REPORT
CHAPTER-2
2.1: INTRODUCTION OF FINANCIAL STATEMENT
A Financial statement is an organized collection of data according to

logical and consistent accounting procedures. Its purpose is to convey an
understanding of some financial aspects of a business firm. A firm communicates
financial information to the user through financial statements and reports. Two
basic financial statements prepared for the purpose of external reporting to owners,
investors and creditors are:
(1) Balance sheet
(2) Profit and loss account.
For the internal management purpose that is planning and controlling, much
more information is needed than contained in the published financial statement is
needed. The basic objective of financial statement is decision making. Much can
be learnt about a firm from careful examination of its financial statements as
invaluable documents. Thus, it is an important aid to financial analysis.
2.2: INTRODUCTION OF THE RATIO ANALYSIS
Ratio analysis is a powerful tool of financial analysis, where ratios are used as a
yardstick for evaluating the financial condition and performance of a firm.
Analysis and interpretation of various accounting ratios give a skilled and
experienced analysts a better understanding of the financial condition and
performance of the firm that what he could have obtained only through a persuade
of the financial statements. The term ratio refers to the numerical or quantitive
relationship between two items or variables. It can be expressed as (1) percentages
(2) fractions and (3) proportion of numbers.
These alternative methods of expressing items which are related to each

other are, for purpose of financial analysis referred to as ratio analysis. It should be
noted that computing the ratios does not add any information that already inherited
in the figures of profits and sales. What the ratios do is a more meaningful way so
as to enable us to draw conclusions from them. The systematic use of ratio to
interpret the financial statements for knowing the strength and weakness of a firm
as well as its historical performance and current financial condition.
The ratio analysis as a quantitive tool enables analysists to draw quantitive

information about net profits adequate, efficient uses of assets, firm’s currents
obligations etc.
2.3: DEFINITION OF RATIO:
“The relationship between two accounting figures expressed

mathematically, is known as ratio or financial ratio.”
“The alternative methods of expressing items which are related to each other
are, for purpose of financial analysis, referred to as ratio analysis.”
2.4: STANDARD OF COMPARISION:
The ratio analysis involves comparison for a useful interpretation of the

financial statements a single ratio in itself does not indicates favorable or
unfavorable condition. Some standards of comparison are useful here, which may
consist of:
 Ratio calculated from the past financial statements of the same firm.
 Ratio developed using the projected or pro forma, financial statement of the
same year.
 Ratios of some selected firms, especially the most progressive and
successful. At the same point of time, and
 Ratios of the industry to which the firm belongs.
The easiest way to evaluate the performance of a firm is to compare its
current ratios with the past ratios. It gives an indication of the direction of change
and reflects whether the firm’s financial performance has improved, deteriorated or
remained constant over time. The change may be affected by changes in the firm’s
performance.
Sometimes future ratios are used as the standards of comparison of past
ratios with future ratios show the firms relative strengths and weaknesses in the
past and the future. If the future ratio indicates the weak financial position,
corrective actions should be initiated.
In the other way, we can compare ratios of one firm with some selected
firms in the same industry at the same point in time. It is more useful to compare
the firms’ ratios with ratio of a few carefully selected competitors, who have
similar operations. It indicates the relative financial position of the firm.
For determining the financial condition and performance of a firm, this ratio
may be compared with average ratios of the industry of which the firm is a
member. It helps to ascertain the financial standing and capability of the firm in
the industry to which it belongs. Industry ratios are important standards in view of
the fact that each has its own characteristics which influence the financial and
operating relationships.
2.5: NATURE OF RATIO ANALYSIS:
Ratio analysis is a powerful tool of financial analysis. A ratio is a indication

quotient of two mathematical expressions, which is used as an index or yardstick
for evaluating the financial position and performance of a firm. The absolute
accounting figures do not provide a meaning understanding of the performance
and financial position of the firm.
An accounting figure conveys meaning when it is related to some other

relevant information. Ratios help to summarize the large quantities of financial
data and to make qualitative judgment about the firm’s performance. The greater
the ratio, the greater the firms liquidity and the vice-versa. The point to note is that
a ratio indicates a quantitive relationship, which can be used to make a quantitive
judgment. Such is the nature of all the financial ratios.
2.6: IMPORTANCE OF RATIO ANALYSIS:
The importance of ratio analysis lies in the fact that it represents facts on a
comparative basic and enables the drawings of a inferences regarding the
performance of a firm. In respect of the following aspects, ratio analysis is
relevant.
 LIQUIDITY POSITION.
 LONG TERM SOLVANCY.
 OPERATING EFFICIENCY.

 OVER ALL PROFITABILITY.
 INTER FIRM COMPARISON.
 TREND ANALYSIS.
2.7: LIMITATIONS OF RATIO ANALYSIS:
There are several limitations of ratio analysis.
 COMPARATIVE STUDY REQUIRED

 LIMITATION OF THE FINANCIAL STATEMENT.
 RATIOS ALOME ARE NOT ADQUATE.
 WINDOW DRESSING.
 PROBLEMS OF PRICE LEVEL CHANGES.
 NO FIXED STATEMENTS
 RATIOS ARE A COMPOSITE OF MANY FIGURES.
2.8: VARIOUS TYPES OF RATIOS:
There are mainly five kinds of Ratios:
 LIQUIDITY RATIO.
 PROFITABILITY RATIO.
 ASSETS TURNOVER RATIO.
 FINANCE / LEVERAGE / CAPITAL RATIO.
 VALUATION RATIO.

1. LIQUIDITY RATIO:
 CURRENT RATIO:
 LIQUIDITY RATIO/ QUICK RATIO
 QUICK RATIO
 NET WORKING CAPITAL
 CASH GENERATED PER RUPPES OF SALES:
 BANK FINANCE GAP RATIO:
 CAPITAL GEARING RATIO:
2. PROFITABILITY RATIO.
 OPERATING PROFIT RATIO:

 GROSS PROFIT RATIO:
 NET PROFIT RATIO
 RATE OF RETURN ON INVESTMENT:
 RATE OF RETURN ON EQUITY:
 RETURN ON ASSETS:
3. ASSETS TURNOVER RATIO.
 INVENTORY / STOCK TURNOVER RATIO:

 AVERAGE AGE OF INVENTORIES:
 TOTAL ASSETS TURNOVER:
 NET FIXED ASSETS TURNOVER
 NET WORKING CAPITAL TURNOVER:
 DEBTORS TURNOVER:
 CREDITORS TURNOVER RATIO:
4. FINANCE / LEVERAGE / CAPITAL RATIO.
 PROPRIETORY RATIO:
 EQUITY RATIO:
 DEBT RATIO
 DEBT EQUITY RATIO:
 DEBT TO TOTAL ASSETS RATIO
 FIXED ASSETS TO NET WORTH RATIO:
 INTEREST COVERAGE RATIO:
 DEBT SERVICE COVERAGE RATIO:
5. VALUATION RATIO.
 EARNING PER SHARE (EPS)

 PRICE EARNING RATIO:

.PART –III
FINANCIAL ANALYSIS
CHAPTER-3
RATIO ANALYSIS
3.1: LIQUIDITY RATIO.
It is extremely essential for a firm to be able to meet its obligation as they

become due. Liquidity ratio measures the ability of the firm to meet its current
obligations. Liquidity ratios by establishing a relationship between cash and other
current assets to current obligations provide a quick measure of liquidity. The
failure of a company to meet its obligations due to lack of sufficient liquidity, will
result in bad credit image or even in law suits resulting in the closure of the
company. Proper balance between liquidity and profitability is required for
efficient management.
The liquidity ratio measures the ability of the firm to meet its short
term obligation and reflect the short term financial strength/ solvency of a firm.
The main ratio which indicates the liquidity of a firm is:
 Current Ratio
 Liquidity Ratio / Quick Ratio
 Acid Test Ratio
 Net working capital
 Cash generated per rupee of sales
 Bank finance gap ratio
 Capital Gearing Ratio

CURRENT RATIO:
Current ratio is the most widely used ratio which shows the proportion of
current assets to current liability. It is a measure that working capital is available
on time or not.
Current ratio: - current assets / Current liability
SIGNIFICANCE:
The current ratio is not only a measure of solvency but it is an index of the
working capital available to the margin of safety. It means, it is a crude and quick
measure of the firm’s liquidity.
(Rs. In lakhs)
TABLE 3.1
YEAR 2010-2011 2009-2010 2008-2009
CURRENT ASSETS 127624.31 129491.10 68903.99

CURRENT LIABILITY 147998.06 163948.59 126655.3
RATIO (C.A/C.L) 0.862 0.789 0.544

INTERPRETATION:
 Composition of current ratio is very important at the time of

interpretation. Current ratio indicates the sound short term finance
from the creditor’s point of view. But on the other hand the higher
ratio indicates blocking of funds in current assets. As a
conventional rule, current ratio of 2:1 or more is considered
satisfactory. To through more light on the quality of current assets
the percentage of the current assets is to be calculated.
 However current ratio is continuously decreasing over the period
because increasing in current liabilities and also huge decreasing in
cash and bank balance.
 In the year 2010-11 the ratio in high which is good but thereafter
ratio is decreasing.
2. LIQUIDITY RATIO/ QUICK RATIO
A variant of current ratio is the liquid ratio or quick ratio which is designed
to show the amount of cash available to meet immediate payments. It is obtained
by dividing the liquid assets to liquid liabilities.

Liquid assets are obtained by deducting stock -in trade from current assets.
Liquid liabilities are obtained by deducting bank overdraft from current liability.
It is also called liquid ratio.
Liquid ratio: - Liquid Assets / Liquid liability
(Rs.In lakhs)
TABLE 3.2
YEAR 2010-2011 2009-2010 2008-2009
LIQUID ASSETS 89104.88 96659.73 38232.86
LIQUID LIABILITIES 147998.06 163948.59 126655.30
RATIO (L.A/L.L) 0.602 0.589 0.301
INTERPRETATION:

 The ideal liquid ratio is 1:1. The firm has more liquid position and it is
good for the company because the firm should have some cash on hand
to meet daily expense.
 The liquidity ratio in the year 2010-2011in little more but in the year
2009-2010 the ratio is more decrease because there is huge decrease in
cash and bank balance.
4. NET WORKING CAPITAL
This ratio represent that part of long term funds represented by net worth
and long term debt which are permanently blocked in the current assets. Certain
minimum level of safety stock, permanent customers, unpaid bills compensatory
minimum bank balance and minimum cash balance are the example of the
permanent working capital
NET WORKING CAPITAL:

TOTAL CURRENT ASSETS – TOTAL CURRENT LIABILITIES
(RS. In lakhs)
TABLE 3.3
YEAR 2010-2011 2009-2010 2008-2009
CURRENT ASSETS 127624.31 129491.10 68903.99
CURRENT LIABILITIES 147998.06 163948.59 126655.30
NET WORKING CAPITAL (20373.75) (34457.49) (57751.31)

5. CASH GENERATED PER RUPPES OF SALES:
This ratio shows that percentage of sales which is available in cash form.
C.G.P.R.O.S.: =
P.A.T + DEPRECIATION+NON CASH EXPENSES / SALES * 100
(Rs. In lakhs)
TABLE 3.4
YEAR
CASHGENERATEDPERRUPPESOF SALES P.A.T
3 DEPRICIATION
SALES
2.5
RATIO (%)
e 2
g
a 2.52
t
n 1.5
e
c
r
e CASH GENERATED PER RUPPES
p 1
OF SALES
0.5 0.86
0.32
82 | P a g0e Ramdev Food Products Pvt. Ltd
2010-2011 2009-2010 2008-2009
Year
INTERPRETATION:
In the year 2010-2011 the ratio that is percentage was high that is 2.52% compare
to 2009-2010 and 2008-2009 which shows that that much percentage of sales
which is available in the cash form. While in the year 2009-2010 and 2008-2009
the ratio are decreased 0.86 and 0.32 respectively.
3.2: PROFITABILITY RATIO:

Profitability is an indication of the efficiency with which the operations of
the business are carried on. Poor operational performance may indicate poor sales
and poor profit. A Lower profitability may arise due to lack of control over the
expenses. Bankers, financial institutions and other creditors look at the profitability
ratios as an indicator whether or not the firm earns substantially more than it pays
interest for the use of borrowed funds whether the ultimate repayment of their
debts appear reasonably certain. Owners are interested to know the profitability as
it indicates the return which they can get on their investments.
(1) GROSS PROFIT RATIO:

The ideal ratio is 25% for the trading concern while 15% for the
manufacturing concern. This ratio shows the margin left after meeting
manufacturing costs. It measures the efficiency of production as well as pricing.
Gross profit ratio= Gross profit / Sales *100
(Rs. In lakhs)
TABLE 3.5
YEAR 2010-2011 2009-2010 2008-2009
GROSS PROFIT 33266.71 8303.02 3651.4
SALES 1014818.74 1327469.71 1514742.01
RATIO (%) 3.27 0.63 0.24

Grossprofit ratio
3.5
3
2.5
e 3.27
g
a 2
t
n
e
c 1.5
r Gross profit ratio
e
p 1
0.5
0.63
0.24
0
2010-2011 2009-2010 2008-2009
Year
INTERPRETATION:
 Gross profit margin ratio is good in the year 2010-2011 that is 3.27%
compare to other year.
 In the year 2009-2010 the ratio goes down by 0.63% which is not good sign
of company the ratio goes down because of huge increase in the cost of
purchase, and same in the year 2008-2009 the ratio goes down by 0.24%.
(2) NET PROFIT RATIO:
The ratio helps in determining the efficiency with which affairs of the
business are being managed. It also indicates the firm’s capacity to withstand
adverse economic condition.
NET PROFIT RATIO: EARNING AFTER TAX / SALES*100
(Rs. In lakhs)
TABLE 3.6
YEAR 2010-2011 2009-2010 2008-2009
EARNING AFTER TAX 21466.06 5887.44 4243.83
NET SALES 1014818.74 1327469.71 1514742.01
RATIO (%) 1.62 0.44 0.28
NETPROFIT RATIO
1.8
1.6
1.4
e 1.2 1.62
g
a
t 1
n
e
c
r 0.8
e
p 0.6 NET PROFIT RATIO
0.4
0.44
0.2 0.28
0
2010-2011 2009-2010 2008-2009
Year
INTERPRETATION:
 The ratio is an effective measure to check the profitability of business.

However, constant increase in the net profit ratio year after year is a
definite indication of improving condition of the business. If the net
margin is inadequate, the firm will fail to achieve satisfactory return on
owners’ equity.
 But not in this case the ratio is decreasing year by year the ratio of 2010-
2011 was 1.62% which goes down by 0.44% and 0.28% in the year
2009-2010 and 2008-2009 respectively because the company is making
the profit only by help of government subsidy.
(3) OPERATING PROFIT RATIO:
Operating profit ratio can be found out after excluding all non-operating
expenses like interest and taxes that means earning before interest and tax.

OPERATING PROFIT RATIO = OPERATING PROFIT / SALES *100
(Rs. In lakhs)
TABLE 3.7
YEAR 2010-2011 2009-2010 2008-2009
OPERATING PROFIT 34450.42 41867.26 53381.99
SALES 1014818.74 1327469.71 1514742.01
RATIO (%) 3.39 3.15 3.52
INTERPRETATION:
 The ratio is decrease year by year because the cogs is increasing year by
year the main reason behind increasing cogs is cost of purchase of raw
material is increase in every year.
 The ratio in the year 2010-2011is 3.39% and thereafter the ratio is in
negative manner 3.15 and 3.52 in the year 2009-2010 and
2008-2009respectively.

(4) RATE OF RETURN ON INVESTMENT:
It is also known as return on capital employed or return on assets. It

measures how efficiently the capital is employed.
R.O.R.O.I = EBIT / TOTAL ASSETS *100
This ratio is spitted into following two parts by inserting “sales” in the
above formula.
The below split is popularly known as DU PONT split.
ROI = EBIT *100 X SALES

SALES TOTAL ASSETS
PROFIT MARGIN (%) TOTAL ASSETS TURNOVER
(Rs. In lakhs)
TABLE 3.8
YEAR
EBIT
SALES
TOTAL ASS
PROFIT MA
TOTAL ASS
R.O.R.O.I

INTERPRETATION:
 The rate of return on investment in the year 2010-2011was the highest

compare to other year because profit margin 3.27% and the assets
turnover was 14.52 times so the rate of return on investment was about
47.5% this is good sign of company but thereafter the ratio goes down.
 In the year 2009-2010 it decreased to 17.71% due decrease in the profit
margin that is 0.63 %.
 In the year 2008-2009the ratio goes down because EBIT is decreasing
every year and so the ratio is only 3.58%.
(5) RATE OF RETURN ON EQUITY:
It measures the profitability of equity funds invested in the firm.

Here the profits for the equity will be considered after deducting preference
dividend.
If no preference share capital exists in the balance sheets then net profit will
be taken in the numerator. The formula of rate of return is as follows:
RATE OF RETURN =
NET PROFIT FOR THE EQUITY / NET WORTH * 100
Table no 3.9 (Rs. In lakhs)
YEAR 2010-2011 2009-2010 2008-2009
NET PROFIT FOR EQUITY 6.80 7.80 3.55
NET WORTH 40.22 49.63 45.76
RATIO (%) 16.89 15.72 7.75

INTERPRETATON:
 Return on equity of the company has been decreasing year by year that is
from 2010-2011 16.89% to 15.72% in the year 2009-2010.
 That mean the equity funds invested in the company/ firm is not good
because the profit for the equity decreasing every by 4 times every year.
3.3: TURN OVER / ACTIVITY RATIO:

Turnover or activity Ratios are employed to evaluate the efficiency with
which the firm manages and utilizes its assets. Funds of creditors and owners are
invested in various assets to generate sales and profit. So, these ratios are helpful in
knowing the speed with which assets are being compared or turned into sales. It
shows relationship between sales and assets.
(1) A. INVENTORY / STOCK TURNOVER RATIO:
Inventory turnover is a valuable measure of selling efficiency and inventory

quality. It expresses the frequency with which average level of inventory
investment is turned over through operations. It signifies the liquidity of the
inventory.

This ratio indicates how many times in a year the stock is turnover. Higher
the ratio better it is.
STOCK TURNOVER RATIO =

COST OF GOOD SOLD / AVERAGE STOCK
WHERE AVERAGE STOCK =

OPENING STOCK + CLOSING STOCK / 2
(Rs. In lakhs)
YEAR 2010-2011 2009-2010 2008-2009

COGS 782.22 980.54 1461.93
AVERAGE STOCK 75 105.06 182.33
RATIO (In times) 10.4289 9.3327 8.0179

INTERPRETATION:
 Inventory turnover ratio indicates the relationship between the cost of

good sold and the inventory level. Higher the inventory ratio, larger the
amount of sales, the smaller the amount of the capital tied up in
inventory and the more current the merchandise stock.
 The ratio in the year 2010-2011is 29.65% which is increase in the year
2009-2010to 39.54% and in the year 2008-2009 the ratio is 50.16%
which is good sign of company.

(1) B. AVERAGE AGE OF INVENTORIES:
This ratio indicates the waiting period of the investments in the inventories
and is measured in days, week or months. Inventory turnover and average age of
the inventories are inversely related. High inventory turnover ratio is goods but
longer age of the inventory is bad as it indicates idle blocking of money in the
inventories.
(Rs. In lakhs)
TABLE 3.11
YEAR 2010-2011 2009-2010 2008-2009
DAYS 360 360 360
INVENTORY TURNOVER 29.65 39.54 50.16
AVERAGE AGE OF INVENTORIES 12.14 9.10 7.17
(IN DAYS)
INTERPRETATION:
 In the year 2008-2009 it was the lowest that is 7 days and it was
increasing year by year to 9 days 12 days respectively which shows or

indicates that idle blocking of money in the inventories year by year
which is not good for the company or firm.
(2) TOTAL ASSETS TURNOVER:
The amount invested in business is invested in all assets for earning profit.
CAUTION:
If the assets are old and more depreciation has been deducted than the
turnover will seen more which in fact does not show efficiency.
TOTAL ASSETS TURNOVER= SALES / TOTAL ASSETS
(Rs. In lakhs)
TABLE 3.12
YEAR 2010-2011 2009-2010 2008-2009
SALES 1014818.74 1327469.71 1514742.01
TOTAL ASSETS 69898.67 74923.24 101889.40
TOTAL ASSETS 14.52 17.71 14.86
TURNOVER

INTERPRETATION:
Following points should be kept in mind while interpreting
 Type of assets whether new or old & by which method depreciation is

provided.
 The investment in fixed assets changes in the type of business for
example steel business investment in the fixed assets is very high.
 Sales depend upon overall efficiency in the part of management & not
only on the use of fixed assets.
 It is not always the case that more the sales more the profit, for this
purpose difference between selling price and cost of sales should be
taken into account.
 The method of valuation of assets and in particular method of valuation
of stock must be examined.
(3)NET FIXED ASSETS TURNOVER
This ratio measures sales per rupees of investment in fixed assets. This ratio
supposed to measure the efficacy with which fixed assets are employed. A high
ratio indicates a high degree of efficacy in assets utilization and vice-versa.
FIXED ASSETS TURNOVER = NET SALES / NET FIXED ASSET
(Rs. In lakhs)
TABLE 3.13
YEAR 2010-2011 2009-2010 2008-2009
NET SALES 1014818.74 1327469.71 1514742.01
NET FIXED ASSETS 81167.39 98765.87 110703.29
RATIO (IN TIMES) 12.5 13.44 13.68

INTERPRETATION:
 A fixed assets turnover ratio has increased reflects the efficient use of
fixed asset.
 But in the graph it shows in the year 2010-2011it was 12.5 times and it
increased to 13.44 and 13.68 times in the year 2009-2010 and
2008-2009 respectively
 It is due to increase in the net sales so assets turn over ratio is increased
year by year.

(4) NET WORKING CAPITAL TURNOVER:
This ratio measures sales per rupees of investment in the working capital.
This ratio supposed to measure the efficacy with which working capital is
employed. A high ratio indicates a high degree of efficacy in working capital
utilization and vice-versa.
NET WORKING CAPITAL TURNOVER = SALES

NET WORKING ASSETS
(Rs. In lakhs)
TABLE 3.14
YEAR 2010-2011 2009-2010 2008-2009
NET SALES 1014818.74 1327469.71 1514742.01
NET WORKING ASSETS (20373.75) (34457.49) (57751.31)
N.W.C.T (49.81) (38.52) (26.23)

INTERPRETATION:
 The ratio is in negative manner because the net working capital is in

negative manner because the current liabilities are more than assets .
(5) DEBTORS TURNOVER:
The analysis of the debtor’s turnover ratio supplements the information

regarding the liquidation of one item of current assets of the firm. It measures how
rapidly debts are collected. It is a measure of assessing the ability of the company
to promote sales with minimum investments in uncollected debtors. It indicates
timely quick collection or pre-matured collections through cash discounting
incentives, bill discounting or factoring the book-debts.
DEBTORS TURNOVER = CREDIT SALES / AVERAGE DEBTOR
(Rs. In lakhs)
TABLE 3.15
YEAR 2010-2011 2009-2010 2008-2009
NET SALES 1014818.74 1327469.71 1514742.01
AVERAGE DEBTORS 9569.75 7452.96 18660.65
DEBTOR TURNOVER (IN TIMES ) 3.4 2.2 4.44
DAYS 360 360 360
DEBT COLLECTION PERIOD 106 178 81
INTERPRETATION:

(a) DEBTORS TURNOVER RATIO:
 Debtors turn over ratio fluctuation in the year 2010-2011the ratio is 3.4
times and 2.2 and 4.40 in the year 2009-2010, 2008-2009 respectively.
 It is because in the year 2009-2010 the debtors decreased and in the year
2008-2009 he debtors increased to 18660.65 it mean that the credit sales
has increased in this year.
3.4: CAPITAL/ LEVERAGE / FINANCE
STRUCTURE RATIOS
To judge the long term financial position of the firm, financial leverage or
capital structure ratio is calculated. It indicates mix of the funds provided by the
owners and the lenders. Long-term creditors, like debentures holders, financial
institutions strength. In fact, the firm should have a strong short term as well as
long term financial position.
Leverage can work in opposite direction also. If the cost of debt is higher
than the firm’s overall rate of return, the earnings of shareholders will be reduced.
If the firm is actually liquidated for non-payment of debt-holders’ dues, the worse
suffers will be share holders.
(1) PROPRIETORY RATIO:
The ratio indicates the proportion of total assets financed by owners. It is a

variant of debt equity ratio. It established relationship between the proprietor’s
funds and the total assets. This ratio focuses the attention on the general financial
strength of the business enterprise. Higher the ratio stronger the position of
enterprises. It indicates that proprietor have provided more fund to purchase the
assets. If it is 100% that is business does not used any outside fund that is not using
its reputation & bringing cash from outside, bringing more assets & multiplying
business. This opportunity is lost by the conservative approach.
PROPRITEOR RATIO: PROPRIETORS FUND / TOTAL ASSETS *100

(Rs. In lakhs)
TABLE 3.16
YEAR 2010-2011 2009-2010 2008-2009
PROPRIETORS FUND 62009.28 65956.46 66692.36
TOTAL ASSETS 62009.34 65956.46 99630.41
RATIO (%) 0.99 1 0.67
INTERPRETATION
 It is a variant of debt equity ratio. The ratio is of particular importance to

the creditors who can find out the proportion of share holders funds in
the total assets employed in the business.
 A high ratio will indicate a relatively little danger to the creditors, etc in
the event of forced reorganization or winding up of the company. A low
ratio indicates greater risk to the creditors since in the events of losses a
part of their money may be lost besides loss to the proprietors of the
business.
 In the year 2010-2011 the ratio is 0.99 and in the year 2009-2010the ratio
is 1 and 2008-2009 in the year it goes down to 0.67 which is not good
sign of company.
(3) DEBT RATIO:
This ratio can be found out by dividing long term debt to total capital
employed .This ratios are calculated to measure the financial risk.
DEBT RATIO = LONG TERM DEBT / TOTAL CAPITAL EMPLOYED
(Rs. In lakhs)
TABLE 3.17
YEAR 2010-2011 2009-2010 2008-2009
LONG TERM DEBTS 0.06 ---------- 32938.05
TOTAL CAPITAL EMPLOYED 62009.34 ------ 99630.41
RATIO 0.01 ------ 0.33
(4) DEBT EQUITY RATIO:
Leverage ratios are calculated to measure the financial risk and the firm’s
ability of using the debt for the benefit of the share holders. It determining the
extent to which operating profits are sufficient to cover the fixed charges.
DEBT EQUITY RATIO: LONG TERM DEBTS / NET WORTH
(Rs. In lakhs)
TABLE 3.18

YEAR 2010-2011 2009-2010 2008-2009
LONG TERM DEBTS 0.06 32938.05
NET WORTH 62009.28 66692.36
RATIO 0.01 0.4
INTERPRETATION:
 The DEBT EQUITY RATIO has important from the creditors and
owners point of view and also for the firm itself. The ratio can be taken
as ideal if it is 1:1 there cannot be a rigid rule, it will depend upon the
circumstances. High ratio shows a larger share of financing by the
creditors in relation to the customers and low ratio implies a smaller
claim of creditors.
 In the year 2010-2011the ratio is 0.01 which is not good the creditors
must take care before investing the money. In the year 2008-2009the
ratio is some what increased to 0.4%.
(6) FIXED ASSETS TO NET WORTH RATIO:
It shows the relationship between the capital held by equity capital, reserves
and the net fixed assets. It means how much equity we needed against the fixed
assets.
FIXED ASSETS TO NET WORTH RATIO =
NET FIXED ASSET / NET WORTH
(Rs. In lakhs)
TABLE 3.19
YEAR 2010-2011 2009-2010 2008-2009
NET FIXED ASSETS 69898.67 74923.24 101889.40
NET WORTH 62009.28 65956.46 66692.36
RATIO 1.12 1.14 1.53

INTERPRETATION
 The ratio should not be more than 1. If it less than 1, it shows that a part
of the working capital, which is more or less of a fixed nature. The ideal
ratio is 0.67. In other words, the more the shareholders’ contribution is
tied up in fixed assets the less is the amount available for the investment
in current assets, it means that creditors have contributed towards large
proportion of the net fixed assets.
 The higher the ratio the less the proportion for creditors, where net fixed
assets exceeds net worth. It may be a signal for many industrial concerns
which should plan for an additional equity capital.
 In all the year it is more than the ideal ratio that is 0.67, it means that
funds were blocked in the fixed assets that means the liquidity position of
a firm worse but in the year 2009-2010which is showing the ratio of 1.14
is more compare to previous year.

3.5: VALUATION RATIOS:
Valuation ratios are the results of the management of above four categories
of the functional ratios. Valuation ratios are generally presented on a per share
basis and thus are more useful to the equity investors.
(1) EARNING PER SHARE (EPS)
This is the measurement of calculating the profitability of the common share

holders. As a profitability index, it is a valuable and widely used ratio.
Adjustments for bonus or rights issues should be made while comparing earning
per share over a period of time.
EARNING PER SHARE: PROFIT AFTER TAX

NUMBER OF EQUITY SHARE
(Rs. In lakhs)
TABLE 3.20
YEAR 2010-2011 2009-2010 2008-2009
P.A.T 21466.06 5887.44 1243.83
NO. OF EQ. SHARE 9950 9950 9950
RATIO 2.16 0.59 0.13

INTERPRETATION:
 This ratio shows the profitability of the firm on a per share basis. It helps
in deciding that the equity share capital is being used effectively or not.
 The earning per share during the year 2002-2003 was the lowest that is
3.28 but in the in the 2010-2011 & 2009-2010 it increased to 5.19 & 5.58
because of more profits. It was good for the shareholder’s point of view.

3.6: COMPARISIONS OF THE RATIO OF RAMDEV FOOD PRODUCT
PVT.LTD.FOR THE THREE YEAR
TABLE 3.22
SR. PARTICULARS (RATIO) 2010-2011 2009-2010 2008-2009
NO
1. CURRENT RATIO 0.862 0.789 0.544
2. LIQUIDITY RATIO /QUICK RATIO 0.602 0.589 0.301
3. NET WORKING CAPITAL (20373.75) (34457.49) (57751.31)
4. CASH GENERATED PER RUPPES 3.68 1.04 0.47

OF SALES
5. OPERATING PROFIT RATIO 3.39 (0.14) (0.352)
6. GROSS PROFIT RATIO 6.43 2.21 (1.57)
7. NET PROFIT RATIO 1.62 0.44 0.082
8. RATE OF RETURN ON 47.5 11.1 3.58
INVESTMENT
9. RETURN ON ASSETS 14.52 17.71 14.86
10. NET FIXED ASSETS TURN OVER 12.5 13.44 13.68
11. INVENTORY TURNOVER RATIO 29.65 39.54 50.16
12. AVERAGE AGE OF INVENTORIES 12.14 9.10 7.17
13. NET WORKING CAPITAL (49.81) (38.52) (26.23)

TURNOVER
14. DEBTORS TURNOVER 3.40 2.20 4.44
15. DEBT COLLECTION PERIOD 106 178 81
16. EQUITY RATIO 0.99 1 0.67

17. DEBT RATIO 0.01 0.33
18. DEBT EQUITY RATIO 0.01 0.4
19. EARNING PER SHARE (EPS) 2.16 0.59 0.13
DU PONT CHART
CHAPTER 4
Financial statements are the comprehensive statements which integrate
various components of accounting and financial information into a single trunk of
a tree that is the RATE OF RETURN ON THE INVESTMENTS. It gives
additional information without distorting the mathematical relationships of the
relevant data. Profit Margin and the return on the assets that is the assets turnover
ratio are the two driver it. The Do Pont system of financial analysis clearly brings
out the effect of these two drivers on the rate of return on the investments.
It is defined as the product of the Net Profit Margin and the Total Assets
Turnover Ratio.
Rate of Return on Investment = (Net Profit Margin) X (TATO)
N. P /Total Assets N.P / Net Sales Net Sales / T.A

Such decomposition helps in understanding how the Rate of Return on the
Investments is influenced by the Net Profit Margin and Total Assets Turnover
Ratio.
IMPORTANCE OF DUPONT ANALYSIS:

Any decision affecting the product prices, per unit’s costs, volume or
efficiency has an impact on the Profit Margin or Turnover Ratios. Similarly any
decision affecting the amount and the ratio of debt or equity used will affect the
financial structure and the overall cost of the capital of a company. Therefore,
these financial concepts are very important to evaluate as every business is
competing for limited capital resources. Understanding the interrelationships
among the various ratio such as turnover ratios, Leverage and Profitability ratios
helps companies to put their money areas where the risk adjusted return is the
maximum
4.1:
DU PONT CHART APPLIED TO
RAMDEV FOOD PRODUCT PVT. LTD.
For the Year Ended 2010-2011
Return On Investment
(In %)
47.5%
PM (Profit Margin in %) TATO (Total Asset

3.27 Turnover in Times 14.52
EBIT (In Net Sales Net Sales Total

Rs.) (In Rs.) (In Rs.) Assets
33266.71 (In Rs.)
1014818.74 1014818.74 69898.67
Sales + / (-) Non Net

Operating Net Fixed Working Invest-
Operating Capital
Expense Asset ments
Income (In Rs.)
+Interest+Tax (In Rs.) (In Rs.)
(Expenses) (20373.75)
981552.08 88647.84 1624.58
1014818.79

(In %)
11.1
PM (Profit Margin in %) TATO (Total Asset

0.63 % Turnover in Times 17.71
EBIT
Net Sales Net Sales Total
(In Rs.)
(In Rs.) (In Rs.) Assets
8303.02
(In Rs.)
1327469.71 1327469.71 74923.24

Operating Net Fixed Working Invest-
Operating
Expense Asset Capital ments
Income
+Interest+Tax (In Rs.) (In Rs.) (In Rs.)
(Expenses)
1319166.69 107689.28 (34457.49) 1691.45
1327469.71

(In %)
TATO (Total Asset

PM (Profit Margin in %)
Turnover in Times 14.86
0.24
EBIT Net Sales Total

Net Sales
(In Rs.) (In Rs.) Assets
(In Rs )
3651.40 (In Rs.)
1514742.01
1514743.01 101889.4

Operating Net Fixed Invest-
Operating Working
Expense Asset ments
Income Capital
+Interest+Tax (In Rs.) (In Rs.)
(Expenses) (In Rs.)
1511090.61 111030.01 48610.71
1514742.01 (57751.31)
HORIZONTAL ANALISIS

CHAPTER 5
Horizontal analysis is also one f the techniques of the financial statement

analysis. Financial statement present comparative information for the current year
and the previous year. A simple approach to financial statement analysis, known as
horizontal analysis, is to calculate amount changes and percentage changes from
the previous years to the current year.
While an amount change in itself may mean something, converting amount
changes to percentages is more useful in appreciating the order of magnitude of the
change. Horizontal analysis of the financial statements of RAMDEV FOOD
PRODUCT PVT. LTD.is presented below:
5.1:

HORIZOTAL ANALYSIS
Comparative Profit And Loss
For the Year Ended March 31, 2010-2011
PARTICULARS 2009-2010 2010-2011 INCREASE/(DECREASE)
AMOUNT PERCENT (%)
INCOME
SALES 1327469.71 1014818.74 312650.97 30.80
other Income 15303.23 8482.42 6820.81 80.41
TOTAL 1342772.94 1023301.16 319471.78 31.22

EXPENDITURE
PURCHASE OF PDT 1259464.49 916897.90 342566.59 37.36
MANUFACTURING 70273.47 67782.22 2491.25 3.67
&ADMINISTRATIVE
DUTIES APPLICABLE (397.67) 726.71 -1124.38 154.72
ON PDT
DEPRICIATION & 5472.11 4126.7 1345.41 32.6
AMORTISATION
INTREST PAYMENT 9.56 6.80 2.76 40.59
TOTAL 1334821.96 989540.33 345281.63 34.89

PROFIT FOR THE YEAR 7950.98 33760.83 (25809.85) 76.45
Net income /expenses 342.48 (500.92) 843.40 168.37
PROFIT BEFORE TAX 8293.46 33259.91 (24966.45) 75.06

Provision For Taxation
Current Tax 952.92 11057.74 (10104.82) 91.38
Deferred tax 1453.10 736.11 716.99 97.4
TOTAL 2406.02 11793.85 (9387.85) 79.60
5887.44 21466.06 (15578.62) 72.57

PROFIT AFTER
TAXATION
GROWTH IN THE YEAR 2010-2011
TABLE 5.1
PARTICULARS GROWTH IN PERCENTAGE ( % )
Income 31.22
Expenditure 34.89
Provision For Taxation 79.6
Profit(loss) After tax (72.57)
GROWTH IN PERCENTAGE ( % )
100
GROWTH IN %
50
GROWTH IN
0
PERCENTAGE ( % )
Income Provision
-50 For
Taxation
-100
PARTICULARS
INTERPETEATION:
 In the year 2009-2010sales increased 30.8% over 2010-2011.

 Expenditure of the Ramdev Food Product Pvt. Ltd. has increased by
34.89%
 which is more than the income increased that is 31.22%
 PROFIT AFTER TAX has decreased by. 72.57% .The overall growth in
this year is not satisfactory.
5.2:
HORIZOTAL ANALYSIS
Comparative Profit And Loss

For the Year Ended March 31, 2009-2010
PARTICULARS 2008-2009 2009-2010 INCREASE/(DECREASE)
AMOUNT PERCENT (%)
INCOME
SALES 1514742.01 1327469.71 187272.3 114.11
other Income 60099.63 15303.23 44796.4 3.17
TOTAL 1574841.64 1342772.94 232068.7 17.28

EXPENDITURE
PURCHASE OF PDT 1504478.82 1259464.49 245014.33 19.45
MANUFACTURING 63309.12 70273.47 (6964.35) 9.91
&ADMINISTRATIVE
DUTIES APPLICABLE
ON PDT
DEPRICIATION & 3421.37 5472.11 (2050.74) 37.48
AMORTISATION
INTREST PAYMENT 411.13 9.56 401.57 4200.52
TOTAL 1571584.30 1334821.96 236762.34 17.74

PROFIT FOR THE YEAR 3257.34 7950.98 (4693.64) 59.03
Net income /expenses (17.07) 342.48 (359.55) 104.98
PROFIT BEFORE TAX 3240.27 8293.46 (5053.19) 60.93
Provision For Taxation
Current Tax (516.22) 952.92 (1469.14) 154.17

Deferred tax 2512.66 1453.10 1059.56 72.92
TOTAL 1996.44 2406.02 (409.58) 17.02
PROFIT AFTER 1243.83 5887.44 (4643.61) (78.87)
TAXATION
GROWTH IN THE YEAR 2008-2009
TABLE 5.1
PARTICULARS GROWTH IN PERCENTAGE ( % )
Income 17.28
Expenditure 17.74
Provision For Taxation 17.02
Profit(loss) After tax (78.87)
GROWTH IN PERCENTAGE ( % )
40
20
0
Income Provision
-20 GROWTH IN
For
-40 Taxation PERCENTAGE ( % )
-60
-80
-100
INTERPRETATION:
 In 2008-2009the sales is increased by 17.28% but compare to 2009-2010 the

sales has decreased.
 The expenditure has increased by 17.74%
 PROFIT AFTER TAX is also decreased by 78.87%. Over all growth in this
year is also not satisfactory.
 In this year the interest payment also increased up to 4200% so that the PAT
decreased by 78.87%.
5.3
HORIZONTAL ANALYSIS
RAMDEV FOOD PRODUCT PVT. LTD. : Balance Sheet
For the Year Ended March 31st March 2009
PARTICULARS AS ON AS ON INCREASE
31-03-2009 31-03-2008 (DECREASE)
AMOUNT PERCENT(%)
SOURCE OF FUND
1.SHAREHOLDERS
FUNDS
(a) Share capital 2214.74 2214.74
(b) Reserves Surplus 63741.78 60358.77 3383.01 5.60
65956.52 62600.51 3356.01 5.36
2. LOANS FUNDS
Unsecured Loans - 0.06
3 DEFERRED TAX
LIABILITY (NET)
9809.27 8356.17 1453.1 17.39
TOTAL 75765.79 70956.74 4809.05 6.78
APPLICATION OF FUNDS
1. FIXED ASSETS
a. Gross Block 129512.56 106726.24 22786.32 21.35
b .Less; Depreciation 30746.69 25558.85 5187.84 20.3
NET BLOCK 98765.87 81167.39 17598.48 21.68
c. Dismantled capital 91.44 98.41 (6.97) 7.08
c. Capital work in progress 8923.41 7480.45 1442.96 19.29
107780.72 88746.25 19034.47 21.45
2 .FINANCE LEASE 751.11 959.66 (208.55) 21073
RECEIVABLE
3. INVESTMENT 1691.45 1624.58 1066.87 65.67
4. CURRENT ASSETS,
LOANS & ADVANCES
a. Inventories 32831.37 38519.43 (5688.06) 14.77
b. Sundry Debtors 7452.96 9569.75 (2116.79) 22.12
c. Cash and Bank balances 72776.77 66445.86 6330.91 9.53
d .Other current assets 191.85 135.45 56.4 41.64
e. Loans and Advances 16238.15 12953.82 3284.33 25.35

129491.10 127624.31 1866.79 1.46
5. Less : current liabilities
& provision
a). current liabilities 157289.31 135148.57 22140.74 16.38
b) provision 6659.28 12849.49 (6190.21) 48.17
163948.59 147998.06 15950.53 10.78
6.Net current asset (34457.49) (20373.75) 14083.74 69.13

TOTAL 75765.79 70956.74 4809.05 6.78
5.4
HORIZONTAL ANALYSIS
RAMDEV FOOD PRODUCT PVT. LTD. : Balance Sheet
For the Year Ended March 31st March 2010
PARTICULARS AS ON AS ON INCREASE
31-03-2010 31-03-2009 (DECREASE)
AMOUNT PERCENT(%)
SOURCE OF FUND
1.SHAREHOLDERS
FUNDS
(a) Share capital 2214.74 2214.74
(b) Reserves Surplus 64477.68 63741.78 735.9 1.15
66692.42 65956.52 735.9 1.11
2. LOANS FUNDS -
Unsecured Loans 32938.05 -
3 DEFERRED TAX 1266.60 9809.27 (8542.67) 87.09

LIABILITY (NET)
TOTAL 111797.07 75765.79 36031.28 47.56

APPLICATION OF
FUNDS
1. FIXED ASSETS
a. Gross Block 144709.25 129512.56 15196.69 11.73
b .Less; Depreciation 33945.96 30746.69 3199.27 10.41
NET BLOCK 110763.29 98765.87 11997.42 12.15
c. Dismantled capital 140.93 91.44 49.49 54.12
c. Capital work in progress 9266.72 8923.41
2 .FINANCE LEASE .751.11 (221.05) 29.43

RECEIVABLE 530.06
3. INVESTMENT 48610.70 1691.45 46919.25 2773.9
4. CURRENT ASSETS,
LOANS & ADVANCES
a. Inventories 30671.13 32831.37 (2160.24) 6.58
b. Sundry Debtors 18660.65 7452.96 11207.69 150.38
c. Cash and Bank balances 7689.41 72776.77 (65087.36) 89.43
d .Other current assets 168.12 191.85 (23.73) 12.37
e. Loans and Advances 11714.68 16238.15 (4523.47) 27.86
68903.99 129491.10 (60587.11) 46.79
5. Less : current liabilities
& provision

a). current liabilities 120893.48 157289.31 (36395.83) 23.14
b) provision 5761.82 6659.28
126655.3 163948.59 (37293.29) 22.74
6.Net current asset (57751.31) (34457.49) 23293.82 67.6
TOTAL 111797.07 75765.79 36031.28 47.56
VERTICAL ANASYSIS
CHAPTER 6

Vertical analysis is the proportional expression of each item on a financial
statement to the statement total. The results of vertical analysis are presented in the
form of common size statements in which all the elements within each statement
are expressed in percentages of some common number and always add up to 100
%. The items in the profit and the loss account are usually expressed as percentage
of sales, while in the balance sheet items are as percentage of total shareholders
funds and liabilities or the total assets.
Vertical analysis helps us in making comparisons of the companies that

differ in size since the financial statements expressed in comparable common- size
format. Further, a comparison of common-size statements for several years may
reveal important changes in the components from one year to the next.
VERTICAL ANALYSIS: PROFIT AND LOSS Account

Common-Size Profit and Loss Account
For the Year Ended March 31
PARTICULARS 2010-2011 2009-2010 2008-2009
NET SALES 1014818.74 1327469.71 1514742.01

LESS: COST OF 949542.38 1298202.25 1538589.87
GOODS SOLD
GROSS PROFIT 65276.36 29267.46 23847.86
LESS: SELLING & 26699.24 25663.08 26012.73
ADMIN. EXPENSES
OPERATING INCOME 38577.12 3604.38 49860.59
ADD: OTHER INCOME 6093.24 6427 15207.08
EBIT 44670.36 10031.38 34653.51
LESS: INTREST 608 9056 411.13
PBT 44663.56 10021.82 35064.64
LESS: TAX 11793.05 2406.02 1996.44
PAT 32869.71 7615.8 137061.08
PARTICULARS 2010-2011 2009-2010 2008-2009

NET SALES 100 100 100
LESS: COST OF 93.58 97.79 101.57
GOODS SOLD
GROSS PROFIT 6.43 2.21 (1.57)
LESS: SILLING & 2.63 1.93 (1.78)
ADMIN. EXPENSES
OPERATING INCOME 3.8 0.28 3.35
ADD: OTHER INCOME 0.6 0.46 -1.00
EBIT 4.4 0.76 (2.35)
LESS: INTREST 0.00067 0.00072 (0.027)
PBT 4.399 0.759 (2.377)
LESS: TAX 1.162 0.181 (0.132)
PAT 3.237 0.578 2.509
INTERPRETATION:
 In the COGS there is continuous increased we can see that 93.58, 97.79,
101.57 in the year 2010-20112009-2010and 2008-2009 respectively.
 The sales has decreased in the year 2008-2009to 1.57% .
 There is continuous decreased in the PAT it is 3.237,0.578,2.509 in the year
2010-2011,2009-2010, 2008-2009respectively.
VERTICAL ANALYSIS: BALANCE SHEET
: Common-Size Balance Sheet

PARTICULARS AS ON AS ON AS ON
31-03-2010 31-03-2009 31-03-2008
A.SOURCES OF FUNDS
1.SHAREHOLDERS
FUNDS
(a) Share capital 2214.74 2214.74 2214.74
(b) Reserves Surplus 60385.77 63741.78 64477.68
2. LOANS FUNDS
(a) Unsecured Loans 0.06 00 32938.05
3 DEFERRED TAX 8356.17 9809.27 12166.60

LIABILITY (NET)
TOTAL 70956.74 75765.79 111797.07
B. APPLICATION OF
FUNDS
1. FIXED ASSETS
a. Gross Block 106726.24 129512.56 145045.86
b .Less; Depreciation 25558.85 30746.69 34045.89
NET BLOCK 81167.39 98765.87 110999.97
c. Dismantled Capital Store 98.41 91.44 140.93
d. Capital work in progress 7480.45 8923.41 9266.72
TOTAL 88746.25 107780.72 120407.62
2.FINANCE LEASE 959.66 751.11 530.06

RECEIVABLE
3. INVESTMENT 1624.58 1691.45 48610.70
4. CURRENT ASSETS,
LOANS & ADVANCES
a. Inventories 38519.43 32831.37 30671.13

b. Sundry Debtors 9569.75 7452.96 18660.65
c. Cash and Bank balances 66445.86 72776.77 7689.41
Other current assets 135.45 191.85 168.12
d. Loans and Advances 12953.82 16238.15 11714.68
TOTAL 127624.31 129491.10 68903.99

Less; Current Liabilities & 147998.06 163948.59 126655.30
Provisions
Net C.A (20373.75) (34457.49) (57751.31)
TOTAL 70956.74 75765.79 111797.07
6.2:
VERTICAL ANALYSIS: BALANCE SHEET
Common-Size Balance Sheet

PARTICULARS AS ON AS ON AS ON
31-03-2010 31-03-2009 31-03-2008
A.SOURCES OF FUNDS
1.SHAREHOLDERS
FUNDS
(a) Share capital 3.12 2.92 1.98
(b) Reserves Surplus 85.10 84.13 57.67
2. LOANS FUNDS
(a) Unsecured Loans 0.00008 00 29.46
3 DEFERRED TAX 11.78 12.95 10.89
LIABILITY (NET)
TOTAL 100 100 100
B. APPLICATION OF
FUNDS
1. FIXED ASSETS
a. Gross Block 150.41 170.93 129.74
b .Less; Depreciation 36.02 40.58 30.45
NET BLOCK 114.39 130.36 99.29
c. Dismantled Capital Store 0.14 0.13 0.13
d. Capital work in progress 10.54 11.78 8.29
TOTAL 125.07 142.27 107.71
2.FINANCE LEASE 1.35 0.99 0.47
RECEIVABLE
3. INVESTMENT 2.29 2.23 43.48
TOTAL 128.71 145.49 151.66
4. CURRENT ASSETS,
LOANS & ADVANCES
a. Inventories 54.29 43.33 27.43
b. Sundry Debtors 13.49 9.84 16.67
c. Cash and Bank balances 93.64 96.05 6.88
Other current assets 0.19 0.25 0.15
d. Loans and Advances 18.26 21.43 10.48
TOTAL 179.87 170.90 61.63
Less; Current Liabilities & 208.57 216.39 113.29
Provisions
Net C.A (28.71) (45.49) (51.66)
TOTAL 100 100 100

INTERPRETATION:
 Out of total fund the ratio share capital is decreased year by year. In the year
2010-2011 it is 3.12% and ratio 2.92%, 1.98% in the year 2009-2010,
2008-2009 respectively because increased in DEFFERED tax liability in the
2010-2011 it is 11.78% and increased to 12.95%. In 2008-2009
 the ratio decreased because the loan ratio increased to 29.46%.
 In net block there is fluctuation because the gross block decreased and
depreciation is increased in 2010-2011 and 2009-2010.
 As far as the net working capital is concern it goes in negative manner
because cash and bank balance decreased in the year 2008-2009
TREND ANALYSIS
CHAPTER 7
Trend analysis involves calculation of percentage changes in financial
statement items for a number of successive years. It is an extension of horizontal

analysis to several years. Trend analysis is carried out by first assigning a value of
100 to the financial statements items in a past financial year used as the base year
and then expressing financial statements items in the following years as
percentages of the base year value.
Trend analysis over longer periods helps in identifying certain basic changes
in the nature of the business. Since many large corporations publish a summary of
operating results and selected financial indicators for five years or more, it is
possible to perform trend analysis using published reports.
The term "trend analysis" refers to the concept of collecting information and
attempting to spot a pattern, or trend, in the information. In some fields of study,
the term "trend analysis" has more formally-defined meanings.
Although trend analysis is often used to predict future events, it could be
used to estimate uncertain events in the past, such as how many ancient kings
probably ruled between two dates, based on data such as the average years which
other known kings reigned.
 Business Trend Analysis

• The software is what will allow you to practice important methods, such as data
warehousing, in which you sort and store information from a number of relevant sources.
Data warehousing makes business trend analysis possible, and it allows the BI
specialist to advise the client in how to move forward in the future.
• When done correctly, a business intelligence conference brings together some of the
most innovative business leaders with some of the most cutting-edge business trend
analysis. The conferences are usually touted as a way for businesses to learn, to grow,
and to keep up.
 Sales Trend Analysis

A shoe industry analysis is an outlook of the market prospects in shoe manufacturing and
sales. The analysis covers current market trends and concerns, and offers projections for the
future.
 Market Trend Analysis

• Market conditions certainly weigh into an analyst's market financial analysis, and if
there are outside factors affecting stocks, this certainly influences an analyst's
assessment. Economists provide another type of market financial analysis. These
professionals use economic components, such as gross domestic product, unemployment,
and consumer spending, to provide an analysis on economic conditions in a region.
• For example, if the investor wishes to get an idea on the potential for making a profit
with pork bellies, the focus will be on the performance of pork bellies in a commodities
market. The trend analysis will include more than one supplier for the commodity, in
order to get a more accurate picture of the current status of pork bellies on the market.
 Retail Trend Analysis
They may also introduce new products, or sell off unpopular product lines. Retail
industry analysis also provides important information about the state of the global economy.
 financial Trend Analysis
• This type of information is extremely helpful to investors who wish to make the most
from their investments. The process of a trend analysis begins with identifying the
category of the investments that are under consideration.
• Since one situation is never exactly like another, it always has a margin for error. In
addition to historical information, financial industry analysis uses information from
important figures and companies within the current financial world.
 Ratio Trend Analysis
• This type of information is extremely helpful to investors who wish to make the most
from their investments. The process of a trend analysis begins with identifying the
category of the investments that are under consideration.
• This is because the borrower may have too much existing debt. A credit analysis also
commonly considers expenditures. Creditors generally assess what debts a potential
borrower is responsible for
7.1:
TREND ANALYSIS
SELECTED DATA OF PROFIT AND LOSS ACCOUNT
PARTICULARS 2010-2011 2009-2010 2008-2009

SALES 1014818.74 1327469.71 1514742.01
SUBSIDY 11554.39 5803.49 42058
EXPENDITURE
PURCHASE OF RAW 916897.90 1259464.49 154478.82
MATERIAL
MANUFECTRING EXP. 67782.22 70273.47 63309.22
DEPRICIATION 4126.70 5472.11 3521.30
EARNING BEFORE 33767.63 7960.54 3668.47

INT.&TAX
PROFIT AFTER TAX 21466.06 5887.44 1243.83
PARTICULARS 2010-2011 2009-2010 2008-2009

SALES 100 130.81 149.26
SUBSIDY 100 50.23 364
EXPENDITURE
PURCHASE OF RAW 100 137.36 164.08
MATERIAL
MANUFECTRING EXP. 100 103.67 93.40
DEPRICIATION 100 132.60 85.33
EARNING BEFORE 100 23.57 10.86
INT.&TAX
PROFIT AFTER TAX 100 27.42 5.79

INTERPRETATION:
 The sales is increasing every year but the expenditure are also increasing
every year so the profit is decreasing every year..
 Profit after interest and tax down every year in the year 2009-2010the
PAT is 27.42 and 5.79 in 2008-2009because the cost of purchase of raw
material increase every year.
 The trend of the percentage shows that the sales and the expenditure rose
in almost same proportion.

7.2:
TREND ANALYSIS
SELECTED DATA OF BALANCE SHEET
PARTICULARS 2010-2011 2009-2010 2008-2009
Share Capital 2214.74 2214.74 2214.74
Reserves &Surplus 60385.77 63741.78 64477.68
DEFFERED TAX 8356.17 9809.27 12166.60
LIABILITY
TOTAL FUNDS 70956.74 75765.79 78859.01
ASSETS
Fixed Assets 81167.39 98765.87 110999.97
Inventories 38519.43 32831.37 30671.13
Sundry Debtors 9569.75 7452.96 18660.65
Cash bal. &bank bal. 66445.86 72776.77 7689.41
Loans & Advances 12953.82 16238.15 11714.68
Other current Assets 135.45 191.85 168.12
TOTAL ASSETS 208791.7 228257 179904
PARTICULARS 2010-2011 2009-2010 2008-2009

Share Capital 100 100 100
Reserves &Surplus 100 105.56 106.78
DEFFERED TAX 100 117.39 145.60
LIABILITY
TOTAL FUNDS 100 106.78 111.14
ASSETS
Fixed Assets 100 121.68 136.75
Inventories 100 85.23 79.63
Sundry Debtors 100 77.88 194.99
Cash bal. &bank bal. 100 109.53 11.57
Loans & Advances 100 125.35 90.43
Other current Assets 100 141.64 124.12
TOTAL ASSETS 100 109.32 86.16

ANALYSIS
Proper FINANCIAL management is essential to ensure that a
company has sufficient CASH on hand to meet the needs of both its
customers and its operations.
However, an excessive amount of inventory on hand ties up cash

and increases expenses such as insurance costs, property taxes, and
additional storage costs. In addition, excess inventory held too long can
become obsolete and lose value which could significantly reduce
inventory value.
Two measures that are helpful in evaluating the efficiency of

inventory management are inventory turnover and the number of day's
inventory is held.

CONCLUSION
The company has good experienced management having

tremendous marketing capabilities to capture the highest market share in
the line of product it dealt with.
Further , even if existences of competition form unorganized sector

in the domestic market the company achieves year by yearly growth in
terms of total turnover both in quantity and value term.
Further, very important factor is that now a days even if global financial
crisis prevailing in the world the company has very sound financial
condition and highly liquid position in the market. This is because of the
reason that the company is basically in FMCG sector and maintaining its
growth rate with the growth rate of the FMCG industry .i.e. approx. 18
to 20 % The company has good potential of setting of SEZ / AEZ and
food parks for providing added incentives to develop Greenfield
Projects.

The company has very tremendously targeted the level of
Rs.225cr. Of turnovers at the end of the financial year 2010-2011.
I have visited 30 vendors in my study of market analysis for Basic spices of

Ramdev. And from that I have conclude the following things:
 Three main reasons behind increase in sales of Ramdev Basic
spices are as under’.
 Use High Quality Product
 Easily Available
 Good distribution channel
 Three main reason behind decline in sales of Ramdev Basic spices.
 Use of readymade Basic spices

 Increase in Competition
 Recession period
 From the study of the report, it is found that Ramdev is on 1st position in
Basic Spices in Gujarat And all over India.
 From the study of consumer report it is found that most of the users of
Ramdev Basic spices are satisfied by the Quality and Taste of its
product.
 Main competitior of Ramdev are Home made, S.K. and Paustik.

FINDINGS
 Ramdev is a king of basic spices in market And many Item.

 A Ramdev basic spice is easily available in the market.
 Most of retailer are selling Ramdev more than other Ramdev
products.
 There is no problem in quality of Ramdev basic spices.
 The image of RFPPL is more among the other companies.
 Most of retailers are selling 100g, 200g, 500g, and 1kg’s packets of
Ramdev basic spices.
 Ramdev chilli powder is most popular than the other Ramdev basic
spices.
 Some retailers recommend to the customer for purchased of
Ramdev basic spices because its quality is excellent to compare the
other branded basic spices.
 Retailers are satisfied with the distribution service of the RFPPL.
 The most of retailer are selling minimum 70 packets of Ramdev
basic spices during a month.

RECOMMENDATION
 During my research quality and taste are the most important factor consider while
purchased Ramdev basic spices so Ramdev should maintain high quality.
 Most of retailers are purchasing only Ramdev basic spices. So company will try to
fascinate the retailer for purchase of other Ramdev products.
 Company has required increasing their advertisement by the point of purchase and
poster also then its impact fat on customer and retailer for purchase.
 Hoarding on state transport buses and city buses and local travels could be an
effective media.

Dashrath GP at Ramdev

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IDEA

A Project Report Submitted in Partial Fulfillment of the requirements for

Sikkim-Manipal University of Health, Medical and Technological

Masters of Business Administration

To Sikkim-Manipal University, India, is my original work and not

Place – Ahmadabad (Name of Candidate)

2|Page Ramdev Food Products Pvt. Ltd

The project report of

Financial Analysis of Ramdev Food Product Pvt.

Is approved and is acceptable in quality and form

Internal Examiner External Examiners

(Name, Qualification) (Name, Qualification)

3|Page Ramdev Food Products Pvt. Ltd

This is to certify that the project report entitled

Financial Analysis of Ramdev Food Product Pvt. Ltd.

Reg. No- 520953489

(Guide’s Name and Qualification)

4|Page Ramdev Food Products Pvt. Ltd

Industrial training is the main part for the management student. It

I had studied the performance and effectiveness along with the

5|Page Ramdev Food Products Pvt. Ltd

To understand the market of FMCG and get knowledge of this field I

In this project report I have tried my level best to display genuine

6|Page Ramdev Food Products Pvt. Ltd

I, Dashrath S. Soni, student of the two-year MBA

In this project report I have tried my level best to display

Place: Ahmedabad DASHRATH S.

7|Page Ramdev Food Products Pvt. Ltd

Practical training is one of the crucial parts for the M.B.A.

I am thankful to my guide Prof. Amit Acharya who helps me in

8|Page Ramdev Food Products Pvt. Ltd

Without the kind support and encouragement of my faculty

9|Page Ramdev Food Products Pvt. Ltd

The company was established in the year 1969, as a small entity by

Today company serves 25 products in 54 product mix to its

10 | P a g e Ramdev Food Products Pvt. Ltd

11 | P a g e Ramdev Food Products Pvt. Ltd

• HISTORY OF THE COMPANY

12 | P a g e Ramdev Food Products Pvt. Ltd

India, the Queen of Spices, has always

'The lure of the unknown', which repeatedly brought visitors to the

13 | P a g e Ramdev Food Products Pvt. Ltd

We are aware of our responsibility towards

14 | P a g e Ramdev Food Products Pvt. Ltd

15 | P a g e Ramdev Food Products Pvt. Ltd

Registered Office: Ramdev Food Products Pvt Ltd.

16 | P a g e Ramdev Food Products Pvt. Ltd

17 | P a g e Ramdev Food Products Pvt. Ltd

Directors and CEO

18 | P a g e Ramdev Food Products Pvt. Ltd

• In 1989, introduced spices in

• Successfully launched instant

• Actively involved in production planning, product formulation,

19 | P a g e Ramdev Food Products Pvt. Ltd

• A person who consciously remains active in the socio-

20 | P a g e Ramdev Food Products Pvt. Ltd

• A dynamic young commerce

• "Every day starts with

• "Success is the sum of small

21 | P a g e Ramdev Food Products Pvt. Ltd

• "One must forever strive for

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