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Philips India Limited
PHILIPS HISTORY
The foundations for what was to become one of the world's biggest electronics companies were laid in Eindhoven, the Netherlands, in 1891. Philips began by making carbon-filament lamps and by the turn of the century, was one of the largest producers in Europe. As developments in new lighting technologies fueled a steady program of expansion, in 1914 it established a research laboratory to study physical and chemical phenomena and stimulate product innovation. In 1918, it introduced a medical X-ray tube. This marked the beginning of the diversification of its product range and the moment when it began to protect its innovations with patents in areas stretching from X-ray radiation to radio reception. In 1925, Philips became involved in the first experiments in television in 1925 and in 1927 began producing radios in 1927; by 1932, it had sold one million of them. A year later, it produced its 100-millionth radio valve and started production of medical X-ray equipment in the United States. By 1939, when it launched the first Philips' electric shaver, the company employed 45,000 people worldwide Science and technology underwent tremendous development in the 1940s and 1950s, with Philips Research inventing the rotary heads that led to the development of the Philishave electric shaver, and laying down the basis for later ground-breaking work in transistors and integrated circuits. Philips also made major contributions to the development of the recording, transmission and reproduction of television pictures. In 1963, it introduced the Compact Audio Cassette. In 1965, it produced its first integrated circuits. The flow of exciting new products and ideas continued throughout the 1970s. Research in lighting contributed to the new PL and SL energy-saving lamps, while Philips Research made key breakthroughs in the processing, storage and transmission of images, sound and data. These led to the inventions of the LaserVision optical disc, the Compact Disc and optical telecommunication systems. In 1972, the company established PolyGram, the enormously successful music recording label. In 1974, it acquired Magnavox and in 1975, Signetic, both in the United States. Acquisitions in the 1980s included GTE Sylvania's television concern and Westinghouse's lamps business. Then, in 1983, came a technological landmark: the launch of the Compact Disc. Other landmarks of the time included the production of Philips' 100-millionth TV set in 1984 and, in 1995, the 300-millionth Philishave electric shaver. The 1990s was a decade of significant change for Philips. The company carried out a major restructuring program to return it to a healthy footing, simplifying its structure and reducing the number of business areas. In 1997, in cooperation with several other companies - and building on the success of its Compact Disc technology (invented by AMITY BUSINESS SCHOOL 1
Philips and jointly introduced with Sony) - it released what proved to be the fastest growing home electronics product in history: the DVD. Moving into the 21st century, Philips has continued to change and grow. Long aware that for many people it is no more than a consumer electronics producer, it has dedicated itself to projecting a new and more representative image that reflects the products it offers in the areas of Healthcare, Lifestyle and Technology. By following this up in 2004 with a massive advertising campaign to unveil its new brand promise of 'Sense and Simplicity', the company confirmed its dedication to offering consumers around the world products that are advanced, easy to use and, above all, designed to meet their needs
AMITY BUSINESS SCHOOL
Mission and Vision

Our mission
We improve the quality of people's lives through the timely introduction of meaningful technological innovations.
Our vision
In a world where technology increasingly touches every aspect of our daily lives, we will be a leading solutions provider in the areas of healthcare, lifestyle and enabling technology, aspiring to become the most admired company in our industry as seen by our stakeholders.
Our values

Delight customers Deliver on commitments Develop people Depend on each other
Our strategy
We will:

increase profitability through re-allocation of capital towards opportunities offering more consistent and higher returns leverage the Philips brand and our core competencies in healthcare, lifestyle and technology to grow in selected categories and geographies build partnerships with key customers and suppliers, both in the business-tobusiness and business-to-consumer areas continue to invest in maintaining world-class innovation and leverage our strong intellectual property position strengthen our leadership competencies drive productivity through business transformation and operational excellence
PHILIPS INDIA
Philips started operations in India at Kolkata (Calcutta) in 1930. Established as Philips Electrical Co. (India) Pvt Ltd, the company comprised a staff of 75 and was a sales outlet for Philips lamps imported from overseas. Subsequently, Philips decided to produce radio receivers in India to make this product readily and widely available to the Indian consumer. In 1948, after the Second World War, Philips started manufacturing radios in Kolkata. The first valve-based Philips set was well received by the consumers. This was a major turning point for Philips India, and marked the beginning of the company's subsequent growth in the world of electronics. In 1957, the company is converted into a public limited company, renamed Philips India Ltd and in 1959, a second radio factory is established near Pune. In 1963, Philips invents the compact audio tape cassette and sets a global standard for tape recording that has never been altered since. India gets exposed to this Philips invention. In 1965 (3 April), the millionth Philips radio is manufactured in India. In the same year Philips pioneers the concept of son-et-lumiere shows in India with the installation of such a lighting and electro-acoustic system at the Red Fort in Delhi. In 1970 a new consumer electronics factory is started in Pimpri near Pune. Come 1982, Philips brings colour television transmission to India with the supply of four outdoor broadcast vans to Doordarshan during the IX Asian Games. The company also completes a prestigious turnkey project by handling the lighting and electro-acoustic installations of stadia built specially for the IX Asian Games. In 1983, Philips launches the Compact Disc and revolutionizes the way the world listens to music. In 1985, Philips inaugurates its consumer electronics factory at Salt Lake, Kolkata. 1993 sees Philips launching its domestic appliance business in India and in 1995 Philips introduces compact fluorescent lamps into the country. In 1996, the Philips Software Centre is established in Bangalore.
In 1998, Philips launches Flat Televisions and CD-recorders - both firsts in India. As is seen, throughout the 1900s Philips continued to bring the Indian consumer new and innovative products backed by the latest technology and bearing the renowned Philips stamp of quality. Today Today, we are No. 1 or No. 2 in almost all the product-markets we serve. Our heritage is our understanding of how people experience technology- because people interact with technology practically every second, often without even realising. Philips brought the incandescent lamp to India over 70 years ago and is today the most widely used in homes, whether in the remote reaches of India or penthouses in South Mumbai. Philips Lighting is today the preferred name in hotels, offices, city streets, automobiles and anywhere and everywhere light enhances the quality of the ambience. State of the art technology greatly enhances the quality of light and the energy efficiency of the usage. Philips brought the radio to India when wireless opened up new horizons for information and entertainment. Valves and tubes were quickly replaced by transistors, and Philips has remained the innovator by being the first to bring the audio cassette, the CD, the VCD, the DVD, for richer and better listening experience. Richer viewing was also on the menu. With Digital Natural Motion, Pixel Plus, Plasma, 100 HZ Real Flat Philips brought visual delight as never seen before. A deep understanding of why and how people listen and see, what experiences people wish for, and a deep knowledge of the technologies that make this possible has kept Philips in the lead for over a century worldwide and over seventy years in India. Philips understanding of the home entertainment experience is without compare. Philips presence in Healthcare in India is all embracing. 50% of Cardiac examinations in India is done on a Philips equipment. In the specialised area of surgical x-ray, Philips innovation in the mobile carm for intra operating imaging is unmatched. Philips is today a leader in Healthcare in India and is deeply committed to enhancing the quality of life in very conceivable way. Philips delivers one of the worlds most robust portfolios of medical systems in the areas of Imaging ( MRI / CT / Cardio Vascular and Ultrasound ), Measurement ( Patient Monitoring systems and Cardiology equipment ) and Electro Physiological Therapy Systems ( Automatic External Defibrillators, Point of Care diagnostics ).
To the consumers' kitchen and home Philips brings convenience and high styling. For the kitchens a range of food processors : blenders, juicers and grinders, specially designed for Indian culinary preferences, a range of bread toasters and sandwich makers. For the body beautiful, hair styling and epilation products for the woman and shavers for men. Philips is revolutionising garment care at home with over a million steam irons in perhaps as many homes. All in high style, colour and lending glamour and fashion to her home. All these lifestyle and healthcare consumer offerings get better and better with digitalisation and the intelligence that is embedded. Philips technology platforms are unsurpassed in these. Whether components or semiconductors, Philips is the leader in inventing, innovating and creating the technologies that underpin the products that people experience every day. Philips is today the leading lifestyle and healthcare company in India. It has fashioned itself to continue to be the leader in an India where people are increasingly becoming part of three revolutions : the convergence revolution, the digital revolution and the internet revolution. Philips is far more focused, leaner, even more consumer centered, more agile all of which is reflected in its performance and in the excitement within the company.
PRODUCT CATALOUGE
LAMPS
Our innovative light sources combine durability with energy efficiency and superior lighting qualities for all applications
Our ballasts are designed to meet the needs of every project, however cost or quality-sensitive FLASH LIGHT
Flashlight bulbs are conventional miniature lamps used in portable lighting application such as torch lighting, emergency lighting, bicycle lighting, etc. Flashlight bulbs are categorized in three main groups namely prefocus,lensend and E10.
LUMINAIRES
Combining elegance with functionality and ease of maintenance, the Philips range of Luminaires strikes a balance between performance and image to perfection.
AUTOMOTIVE
Our Automotive Lighting innovative solutions are dedicated to improve the safety and comfort for all road users
BUSINESS EXECELLENCE
Philips continuously explores new ways to improve products and to offer innovative products to its consumers. Thats why Philips has created a program through which we will reach higher and higher quality levels in all products and services. In fact, this quality improvement program affects all our employees and all our processes, in every country, division or department, encompassing everyone from Board of Managementlevel to the shop floor.
Philips calls it:

BEST - BUSINESS EXCELLENCE THROUGH SPEED AND TEAMWORK The BEST program is Philips chosen path to achieve business excellence. It describes a set of methods and tools by which we continuously improve our efforts. Previous successful initiatives are incorporated in the program to make sure we learn as much as possible from our successes in the past.
MANAGEMENT
Philips India Limited Board of Directors (as on June 2004) Chairman Mr. S. M. Dutta Vice-Chairman & Managing Director Mr. K. Ramachandran Executive Directors Mr. John Bruce Inglis Mr. S. Venkataramani Mr. Vineet Kaul Mr. D. Shivakumar Non-executive Directors Mr. Andreas Wente Mr. J. N. Sapru Mr. R. A. Shah Dr. S.C. Jha Dr. Bob Hoekstra Arun Maira Company Secretary Mr. R.J. Wani
Philips in India
K. Ramachandran CEO Corporate Functions John Bruce Vineet Kaul Inglis Human Resource CFO T. K. Das Treasury & Control Anil Vaidya IT Product Division Heads S. Venkataramani Lighting D. Shivakumar Consumer Electronics
Rakesh Sharma R. Venkata Domestic Appliances Sheshan & Personal Care Semiconductor s
Ashok Nambissan Legal & General Counsel Siddharth Radhika Choksey Satpute Communications Internal Audit Amit Roy Fiscal Madhav Bapat Philips Group Anjan Bose Medical Systems (100% KPENV) Bob Hoekstra Software Centre (100% KPENV)
Heads of Businesses S. Venkataramani Lamps B.Shivkumar Automotive Lamps Suresh Sukumaran Televisions Ankan Biswas Creative Display Systems V.K.Gupta Lighting Electronics Rajeev Chopra Luminaires Gunjan Srivastava Audio Sushil Gupta Sound Solutions
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FINANCIAL ANALYSIS OF CLIENTS OF PHILIPS

Three major stockiest of Philips India ltd where chosen for the Financial Analysis.Powerlite,Electrica having a turnover of more than 13 cr with Philips Lighting. Financial Analysis is done on the basis of Balance sheet, Profit & Loss Acc and Bank Statement provided by Ankit, Powerlite and Electrica. Methodology Time Series Analysis : The easiest way to calculate firm performance is to campare its present ratio with the past ratio.when financial ratio over a period is compared,it is known as time series analysis .it gives an indication of the direction of change and reflects whether the firms financial performance has improved ,deteriorated or remained constant over time .
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Cross Sectional Analysis:When the camparision is is done between a firm and some selected firm in the same industry at the same point of time.It is more use full to campare the firms ratio with the firm having similar kind of operations.this kind of camparision indicates the relevant financial position and performance of the firm. Industry Analysis : In this kind of analysis the ratios of a firm are compared with average ratios of industry of which the firm is a member.This sort of analysis helps to ascertain the financial standing and capability of the firm vis-a-vis other firm in the industry.
Financial Analysis
Financial Analysis is the process of identifying the financial strengths and weaknesses of the firm by properly establishing relationships between the items of the balance sheet and the profit and loss account. Financial analysis can be undertaken by management of the firm, or by parties outside the firm, viz, owners, creditors, investors and others. The nature of analysis will differ depending on the purpose of the analyst
Liquidity Ratios Liquidity ratio measures the ability of the firm to meet its obligations .Liquiddity ratio established a relationship between cash and other current assets to current obligation ,provide a quick measure of liquidity. A firm should ensure that it does not suffer from lack of liquidity and also that it does not have excess liquidity.A very high degree of liquidity is also bad as idle assets earn nothing.There fore it is very much nesserary to strike a balance between lack of liquidity and high liquidity.
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LIQUIDITY RATIOS-2004
2 VALUE 1.5 1 0.5 0
ANKIT ELECTRICA POWERLITE CURRENT RATIO 1.58 1.005 1.8
1.8
1.58 ANKIT 1.005 1.004 0.72

0.32
ACID TEST 1.004 0.72 0.32 CASH RATIO 0.04 0.007 0.03
ELECTRICA POWERLITE
0.03 0.04 0.007
RATIOS
2 VALUE 1.5 1 0.5 0
ANKIT ELECTRICA POWERLITE CURRENT RATIO 1.44 1.026 1.2
1.44
1.2
ANKIT 0.94 0.64

0.46
ACID TEST 0.94 0.64 0.46
1.026
ELECTRICA POWERLITE
CASH RATIO 0.03 0.012
0.0494 0.03 0.012
0.0494
RATIOS
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Current Ratio From the above charts we can see that the Current Ratio of Ankit has increased from 1.44 in 2003 to 1.58 in 2004 whereas for Electrica it has gone down from 1.026 to 1.005 and for Powerlite it has increased from 1.2 to 1.8 Ideal: 1:1, in India 2:1 Growth: 1.Powerlite 2. Ankit Electricals Acid Test Ratio Ideal: 1:1 Growth: 1. Ankit 2. Powerlite Cash Ratio Growth: Ankit Decline: Powerlite: Cash held has gone down. Electrica: Cash held has gone down. Decline: Electrica-Current Assets have gone down
Decline: Powerlite- Inventories were high
Leverage Ratios
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LEVERAGE RATIOS-2004
10 VALUE
7.3 ANKIT ELECTRICA 1.89 1.3 0.93
DEBTEQUITY 1.89 0.93 1.3 2.5 0.56 0.66 0.48 DEBTASSET 0.66 0.48 0.56
5 0
ANKIT ELECTRICA POWERLITE
POWERLITE
0.64
MODIFIED INTEREST 0.64 7.3 2.5
RATIOS
4 VALUE 3 2 1 0
2.99
2.35
1.57
2.04 0.7 0.61 0.37 0.63
0.6
DEBTEQUITY 2.35 0.6 1.57
DEBTASSET 0.7 0.37 0.61
MODIFIED INTEREST COVERA 0.63 2.04 2.99
RATIOS
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Ankit Ratio Debt-Equity Debt-asset Modified Interest Coverage
Growth Decline Yes Yes Yes
Electrica Ratio Debt-Equity Debt-asset Modified Interest Coverage
Growth Decline Yes Yes Yes
Borrowed funds have decreased Firm has the ability to pay interest on debt-funds.
Powerlite Ratio Growth Debt-Equity Debt-asset Yes Modified Interest Coverage Decline Yes Yes
Borrowed funds have decreased
PROFITA BILITY RA TIOS-2004 180 160 140 120 100 80 60 40 20 0 5.9 4.8 3.45 GROSS PROFIT A NKIT ELECTRICA POWERLITE 5.9 3.45 4.8
0.87 0.64 0.28 1 7.6 4.5 5.2 67.6 54 35.2
155
1 39
A NKIT ELECTRIC A POWERLIT E
7.9 6.4 1 .54
NET PROFIT 0.28 0.64 0.87
CA SH CY CLE
RETURN ON RETURN ON OPERA TING CA PITA L EQUITY CY CLE EMPLOY ED 5.2 7.9 1.54 6.4 155 139 67.6
54 17.6
35.2 4.5
Gross profit: Ankit has the highest gross profit Net Profit: Powerlite has the highest net profit
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Cash Cycle: Powerlite has the lowest and the best cash cycle and money is recovered fast. Return On Equity: Electrica has the highest return on equity and the profitability of owners investment is good. Return On Capital Employed: Ankit enjoys the highest return on capital employed. Operating Cycle: Ankit has the highest cycle in which raw materials are cycled whereas Powerlite has the lowest operating cycle
TURNOVER RATIOS-2004
100 90 80 70 60 50 40 30 20 10 0 7.2 6.65 6.02 INVENTORY TURNOVER ANKIT ELECTRICA POWERLITE 6.02 7.2 6.65 12.7 4.2 3.9 DEBTORS' TURNOVER 3.9 4.2 28.7 ACP 93.5 87 12.7 11.1 6.95 2.32 TOTAL ASSETS TURNOVER 6.95 2.32 11.1 28.7 ANKIT ELECTRICA POWERLITE 93.5 87
Inventory Turnover: Management of inventories is most efficient in Electrica followed by Powerlite Debtors Turnover: Credit management is most effective for Powerlite. Average Collection Period: Powerlite has the best ACP whereas ACP is very high in both the cases of Ankit and Electrica. Total Assets Turnover: Assets are most efficiently employed in Powerlite followed by Ankit.
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ASSETS COMPOSITION-2003
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
TR IC A
40
50 89
NET CURRENT ASSETS INVESTMENTS FIXED ASSETS
32 50 28 11
E LI T AN KI T
PO W ER
EL
EC
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100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%
TR IC A
11 23 77 92 NET CURRENT ASSETS INVESTMENTS FIXED ASSETS 23

E AN KI T
66
Time series analysis Of 2003-04 (assets composition) shows that Fixed asset of electrica has increased by 38% and for power light and electrica fixed asst composition is reduced by 27 and 3 %. Cross sectional analysis of 2004 asset composition shows that electrica having the max fixed assets of 66%,power light 23% and ankit only 8%.
PO W ER
EL
EC
LI T
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COM PARATIVE(BAL SHEET)-POWERLITE(IN M ILLIONS) 40 35 30 25 YEAR 2003 YEAR 2004 20 15 10 5 0
SS ET S SE TS R S R Y FU N D R IT TO D IT O TO U IT I LI A B IL ES S Y S
19.28 18.35 33.49 33.29
23.10
22.51
14.00
9.68 8.70
12.56
1.21 0.41
0.95 0.94
0.88 0.56
D EB
IN VE
A S
EQ
EN T
ED
FI X
LO A
1 52.40
C R
N C U R R EN T
COMPARATIVE(P/L)-POWERLITE (IN MILLIONS)
200 150 100 50 0

YEAR 2003 YEAR 2004
1 .05 1 .34 0.26 0.28 1 .05 0.57 1 53.9871 81 1 .091 41 955 1 28.93
C U R R
YEAR 2003 YEAR 2004
SALES 141.091955 153.987181
PBIT 1.05 1.34
PAT 0.26 0.28
PURCHASES 128.93 152.40
DEPRECIATION 1.05 0.57
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EXPENSE SEGREGATION-POWERLITE(IN '000) 40 35 30 25 20 15 10 5.1358 2.4132 5 1.0125 0.3891 0 6.1741 0 17.7863 13.893 12.5201 10.2647 6.2431 6.2039 5.5012 YEAR 2003 YEAR 2004 36.5864
BAD DONATIO PROVISI ADVERTI LEGAL & FREIGHT PRINTING DEBTS N ON FOR SEMENT PROFES 1.0125 5.1358 0.3891 2.4132 17.7863 36.5864 6.1741 0 13.893 6.2039 5.5012 10.2647 6.2431 12.5201
YEAR 2003 YEAR 2004
C OM PA RA T IV E(BA L SHEET )-EL ECT RIC A (IN M IL L IONS) 40 35 30 25 20 15 10 5 0

RS Y RS Y AS SE TS AS SE TS EQ UI T TO R FU ND S CR ED IT O ES LI AB ILI TI O
33.49
33.29
23.10 19.28 14.00 9.68 8.70 1.21 0.41 0.94 0.95 0.88 0.56 18.35 12.56
22.51
DE BT
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CU RR EN T
Y EA R 2004
CU RR EN T
FI
LO AN
XE D
Y EA R 2003
IN VE N
COMPARATIVE(P/L)-ELECTRICA(IN MILLIONS)
80
68.768063 67.37
60 40 20 0
55.295527
54.51
YEAR 2003 YEAR 2004
0.89 0.45
0.26 0.23
0.1 0.30 1
SALES YEAR 2003 55.29553 YEAR 2004 68.76806
PBIT 0.89 0.45
PAT 0.26 0.23
PURCHAS DEPRECI ES ATION 54.51 67.37 0.11 0.30
DEBTORS SEGREGATION-ELECTRICA(IN MILLION) 3.5 3 2.5 2 1.5 1 0.5 0 MEC NAVAL HIMANI TRIPPLE DESIGN CLOUD AABHA ALLIED ENGINE ELECTRI ENTERP A ENGG ER SIGN E NEON SALES DEAL ERS C RISES 0 2.08336 0.164 0 0.77351 YEAR 2003 YEAR 2004
YEAR 2003 0.02708 1.0026 0.96264 0.75159 1.91998
YEAR 2004 3.04018 2.98851 1.67149 1.46264 1.21998 1.13602
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EXPENSE SEGREGATION-ELECTRICA(IN '000) 70.00 60.00 50.00 40.00 30.00 20.00 10.00 0.00 SALARY YEAR 2003 YEAR 2004 51.40 63.55 INTEREST DEPRECIA BANK ADVTG TO BANK TION CHARGES AND 0.00 48.80 10.51 30.46 49.08 10.42 4.03 0.79 YEAR 2003 YEAR 2004
CREDITORS SEGREGATION-ELECTRICA(IN MILLION) 10.00 8.00 6.00 4.00 2.00 0.00 YEAR 2003 YEAR 2004
PHILIPS MDS VENUS PRASH PRIME INDIA LTD. SWITCHGE MARKETIN TRADING INDUSTRIE 7.46 8.75 1.71 2.76 1.23 2.19 0.70 1.38 0.00 1.13
BGN SALES 0.36 0.26
YEAR 2003 YEAR 2004
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COMPARISON BETWEEN NEW CLIENTS ANKIT AND MAX ENGG
1.6 1.4 1.2 1 0.8 0.6 0.4 0.2 0 CURREN T RATIO 1.44 1.34 ACIDTEST 0.94 1.008 0.03 0.017 CASH RATIO 0.03 0.017 1.44 1.34 1.008 0.94 ANKIT MAX ENGG
ANKIT MAX ENGG
2 1.5 1 0.5 0 0.04 0.017 CASH RATIO 0.04 0.017 1.58 1.34 1.008 1.004 ANKIT MAX ENGG
CURREN T RATIO 1.58 1.34
ACIDTEST 1.004 1.008
ANKIT MAX ENGG
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Current Ratio From the above charts we can see that the Current Ratio of Ankit has increased from 1.44 in 2003 to 1.58 in 2004 whereas for Max Enginering it is stagnant. Trend Analysis Shows that liquidity of Ankit is becoming stronger as compared to Yr 2003. Cross Sectional analysis between ankit and Max engineering shows that ankit is more stronger in terms of liquidity thn max engineering. overall ankit is on a more stronger position than max engineering.
2 1.5 1 0.5 0 0.66 0.62 ANKIT 0.839 0.64 MAX ENGG 1.89 1.69
DEBTEQUITY 1.89 1.69
DEBTASSET 0.66 0.62
MODIFIED INTERES 0.64 0.839
ANKIT MAX ENGG
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2.5 2 1.5 1 0.5 0 DEBTEQUITY 2.35 1.49 0.7 0.6 0.63 0.263 DEBTASSET 0.7 0.6 MODIFIED INTERES 0.63 0.263 1.49 ANKIT MAX ENGG 2.35
ANKIT MAX ENGG
LIABILITIES COMPOSITION-2004
100% 80% 60% 40% 20% 0% LOAN FINDS EQUITY 35 ANKIT 65 35 38 MAX ENGG 62 38 65 62 LOAN FINDS EQUITY
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L IAB IL IT IE S C O M P OS IT ION -20 03

100% 80% 60% 40% 20% 0% LO A N F UN DS E Q UITY 30 A N K IT 70 30 40 M A X E NG G 60 40 70 60 LO A N F UNDS E Q UITY
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 8 ANKIT 10 5 MAX ENGG 92 85 NET CURRENT ASSETS INVESTMENTS FIXED ASSETS
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100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% ANKIT 11 11 6 MAX ENGG 89 83 NET CURRENT ASSETS INVESTMENTS FIXED ASSETS
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100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% ANKIT 11 11 6 MAX ENGG 89 83 NET CURRENT ASSETS INVESTMENTS FIXED ASSETS
C O M P A RA T IV E( BA L S HEET ) - M A X ENG G ( IN M IL L IO NS ) 35 30 25 20 15 10 5 0
OR S RS IT Y Y SE TS TO R AS SE TS EQ U ND S
3 0 .4 3 2 6 .0 9 2 1 .7 5 1 7 .5 0 1 9 .0 9 1 5 .5 2 2 2 .9 8 1 9 .4 3
6 .46 .3 5 9 3 .13 .3 4 9 0 .40 .4 5 6
4 .75 .4 8 6
ED ITO
DE BT
IN VE N
FI X ED
EN T
LO AN
CR
Y EA R 2 0 0 3 Y EA R 2 0 0 4
RR
CU
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CU RR
EN T
LIA
BI LIT IE
AS
FU
C O M P A R A T IV E (P /L )-M A X E N G G (IN M IL L IO N S )
100 80 60 40 20 0
0.48 0.67 3.64 0.62 0.11 0.13 82.201953 79.23 65.09 65.830456
YE AR 2 0 0 3 YE AR 2 0 0 4
S AL E S
P B IT 0 .4 8 0 .6 7
P AT 3 .6 4 0 .6 2
P U R C H AS E S E P R E C IAT IO N D 6 5 .0 9 7 9 .2 3 0 .1 1 0 .1 3
YE AR 2 0 0 3 6 5 .8 3 0 4 5 6 YE AR 2 0 0 4 8 2 .2 0 1 9 5 3
TURNOVER RATIOS-2004
100 80 60 40 20 0 12.3 6.02 93.5 87
ANKIT MAX ENGG
4.2 3.9 INVENTOR DEBTORS' Y TURNOVE 6.02 12.3 3.9 4.2
ACP 93.5 87
6.05 2.78 TOTAL ASSETS 6.05 2.78
ANKIT MAX ENGG
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P R O FIT A B IL IT Y 180 160 140 120 100 80 60 40 20 0 3 6 .5 1 9 .2 5 .9 5 .2 3 .5 2 .2 1 .7 .8 1 0 .2 8 G R O S S N E T R E T U R N R E T U R N C AS H O P E R AT IN P R O F IT P R O F IT O N ON C YC L E G C YC L E 5 .9 0 .2 8 0 .8 1 1 .7 2 .2 5 .2 1 9 .2 3 6 .5 155 116 116 AN K IT M AX E N G G 155
AN K IT
M AX E N G G 3 .5
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CREDIT POLICY AND CREDIT CONTROL

Credit policy : -Credit policy is a frame work which a company follows to work efficiently on receivable management .It also acts as a important guide for Preassessment of a customer with the objective of minimizing the business risk. Credit policy is a combination of three decision variables: 1: Credit STANDARDS :Are criteria to decide the types of customers to whome goods could be soldon credit .if a firm has more slow paying customer ,its investment in accounts receivable will increase .the firm will also be exposed to higher risk of default. credit terms : Credit terms specify duration of credit and terms of payment by customer .investment in accounts receivables will be high if customers are allowed extended time period for making payments. collection efforts : Collection efferts determine the actual collection period .the lower the collection period ,the lower the investment in accounts receivable and vice versa. . Cash discount given in the company policy is 1.5% which is same for all customers. It should depend on transaction value and the no of days customer is using credit. Cash discount model is shown below which is suggested to the company to addup in credit policy.This model is based on average sales and no of days the customer is using the credit Assuming max discount to be 3% 3*(Customer sale Value/Max sale) * {(30-n)/30} where n=no of days of credit
Sales/Days (In Lac) 15 12 9 6 3
10
15
3 2.4 1.8 1.2 0.6
2.49 2 1.5 1 0.5
2.01 1.608 1.206 0.804 0.402
1.5 1.2 0.9 0.6 0.3
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Case for New Appointments Use credit agency before giving credit to new appointments to analyze credit rating. No credit for first few transactions for new appointees. Assess customer credit worthiness by analyzing his Bank A/c, Turnover, Assets, Profit etc. Collection Of Information: Bank References Credit Agency Report Published Information
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DISCRIMANTAL ANALYSIS
D c im na A a s is r e t l n ly is
2 5
Ebdit/Sales
2 0
1 5
1 0
0 0 5 1 0 OF a s C /S le 1 5 2 0 2 5
Depending upon the sales and customer financial strength, assign him credit and determine credit limit. Classify customers on the basis of ratios : Current Ratio, Debt-Equity, Return On Capital Employed Numerical Credit Scoring of customers on attributes like: Bank Account Turnover Assets/Property Profit Financial Viability
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CLAIM SETTLEMENT
CLAIM SETTLEMENT
DEALER / DISTRIBUTOR NAME CODE ADDRESS/AREA .. .. ..
Q 1:- Are you satisfied with the claim handling procedure of Philips Lighting? If not tell us the problem you are facing. Q 2:- What are your different claims pending? 1. 2. 3. 4. 5. 6. Q 3:- How long the claims are pending? Claim . Claim . Claim . Claim ... Claim . Date . Date . Date . Date . Date . Invoice No:-. ... ... ... ...
Q 4:- How many times have you reminded the company to settle your claims? ...
35
Q 5:- Are you suffering major losses / Problems due to these claims? REPLACEMENT PROCEDURE. Q 6:- Is replacement procedure for defective goods / products effective? If not tell us the problem you are facing in replacing the defective goods. Q 7:- What is the time period in which goods are replaced?
Distributor/ Stockist Singhal Brothers, Mathura
Name Claim TBC Van Expenses Utsav Offer TBC Van Expenses
Date 15-10-03 Jun-04 Jul-04 Dec-04 24-02-05 Mar-05
Amount 6060 5330 5880 8472 4450
Remarks
Wrongly credited -doClaim No.5035
36
TBC 05-05 42000 Claim No.75108
Apr-05 12-04-05
5540 1130
Claim No.5040 DLI 08-
Suggestions
Old Claims of more than 1 year pending, Quality officer visit irregular. Guarantee procedure to be more proper. Old Replacement not effective.
Modern Agencies, Ghaziabad

Claim : TBC TBC TBC Date: 29-05-04 Date: 24-10-04 Date: 02-03-05 Claim No. 5967 Claim No. 5810 Claim No.5821, 5822
Suggestions
Guarantee for the products should be from the date of purchase rather than from CFL Replacement should be more proper. TBC can be taken as Shortage Claim. Gifts not received properly from Head Office.
Powerlite, Kotla Mubarakpur, New Delhi Complaints: Highly Unsatisfied with the claim handling procedure of Philips Lighting Lot of Reminders had to be given for the claims to SO Stopped payment of Philips (5 lakh) due to claims. Irregular visits by Quality Officer. Replacement process takes a long time. Satisfaction level with services of Crompton Greaves very high.
Banarsidass, Bhagirath Place, Chandni Chowk AMITY BUSINESS SCHOOL 37
Suggestions: Customer Care facility can be provided. Follow-up should be better. Manpower should be increased to ensure efficient operations. Commitment level of Sales people should be more. Regular Quality Officer visits needed.
Saraswati Enterprises, Agra Complaints: Delivery is not on time and often less quantities are delivered. There is a lot of attitude problem with sales team. Lack of accountability with sales team. Claims are pending for a long time. No meetings with Area Manager, Quality persons.
A.K Enterprises, Gurgaon Claim: a) 2003 Debit Note (MRP Tax) Amount: 97000 Settled: 56000 Pending: 30000 b) Market Support Program (Gurgaon Shopping Mall) Amount: 10000 c) PDC 18watt Wrong Billing
Suggestions:
Temporary credit note should be given by Quality Officer at the time of visit which can later be adjusted after verification. Problem in rejection in DLI is nearly 5% this should be sorted out. Guarantee procedures should be more flexible to ensure better functioning. Tayal Agencies, Modi Nagar Claim: PDC Claim No.: 53042759 Product: ESS23WCDLBC Suggestions:
38
Transportation can be worked upon. Overall Satisfied with Philips. Electrica, Noida Suggestions: Replacement for old stock should be sorted out. No Quality officer visit
Distributor/Stockist Electrica Singhal Brothers A.K. Enterprises Tayal Agencies Garg Traders Modern Agencies Banarsidass Powerlite Saraswati Enterprises
Area Noida Mathura Gurgaon Modi Nagar Kotla Mubarakpur Ghaziabad Bhagirath Place,Chandni Chowk Kotla Mubarakpur Agra
Concerned Person Mr. Sanjiv Bhayana Mr. Kishan Singhal Mr. Keshav Puri Mr. Sushil Gupta Mr. Hari Mohan Garg Mr. Atul Mr. Kailash Singhal Mr. Ankur Gupta Mr. Harsh Mittal
Sales Officer Nitin Bahl Arun Jaiswal Deepak Raj Rajesh Atul Pathak Chiranjiv Bhamri Sumit Manocha Sumit Manocha Rajesh
39
Distributor/Stockist Electrica Singhal Brothers A.K. Enterprises Tayal Agencies Garg Traders Modern Agencies Banarsidass Powerlite Saraswati Enterprises
Quality Officer Vishal Garg Rajesh Ramanand Ramanand Ramanand Vishal Garg Vishal Garg
Turnover 6.5 crore 80 lakh 1.5 crore 25 lakh 4 crore 1.2 crore 3.5 crore 8 crore 70 lakh
DLI(per annum) TBC(per annum) 3-4 lakh 12000 16 lakh 12000 5 lakh 10000 70,000 6000 9 lakh 5 lakh 2000 3 lakh 1 lakh 6 lakh 5000
Average Reminders Distributor/Stockist Payment Period needed Electrica 25 days Nil Singhal Brothers 2-3 times A.K. Enterprises Not much Tayal Agencies Garg Traders Nil Modern Agencies 3-4 times Banarsidass 10-12 times Powerlite Saraswati Enterprises 30 days 25-30 30-40 times
Other Distributorships (Lighting)
Crompton Greaves Osram
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Philips India Limited

Philips India Limited

AMITY BUSINESS SCHOOL

Philips India Limited

Mission and Vision

Delight customers Deliver on commitments Develop people Depend on each other

AMITY BUSINESS SCHOOL

Philips India Limited

AMITY BUSINESS SCHOOL

Philips India Limited

AMITY BUSINESS SCHOOL

Philips India Limited

AMITY BUSINESS SCHOOL

Philips India Limited

AMITY BUSINESS SCHOOL

Philips India Limited

AMITY BUSINESS SCHOOL

Philips India Limited

Philips calls it:

AMITY BUSINESS SCHOOL

Philips India Limited

AMITY BUSINESS SCHOOL

Philips India Limited

FINANCIAL ANALYSIS OF CLIENTS OF PHILIPS

AMITY BUSINESS SCHOOL

Philips India Limited

AMITY BUSINESS SCHOOL

Philips India Limited

1.58 ANKIT 1.005 1.004 0.72

0.03 0.04 0.007

ANKIT 0.94 0.64

CASH RATIO 0.03 0.012

0.0494 0.03 0.012

AMITY BUSINESS SCHOOL

Philips India Limited

Decline: Powerlite- Inventories were high

AMITY BUSINESS SCHOOL

Philips India Limited

MODIFIED INTEREST 0.64 7.3 2.5

ANKIT ELECTRICA POWERLITE

2.04 0.7 0.61 0.37 0.63

DEBTASSET 0.7 0.37 0.61

MODIFIED INTEREST COVERA 0.63 2.04 2.99

AMITY BUSINESS SCHOOL

Philips India Limited

Ankit Ratio Debt-Equity Debt-asset Modified Interest Coverage

Growth Decline Yes Yes Yes

Electrica Ratio Debt-Equity Debt-asset Modified Interest Coverage

Growth Decline Yes Yes Yes

Borrowed funds have decreased

A NKIT ELECTRIC A POWERLIT E

7.9 6.4 1 .54

NET PROFIT 0.28 0.64 0.87

AMITY BUSINESS SCHOOL

Philips India Limited

AMITY BUSINESS SCHOOL

Philips India Limited

NET CURRENT ASSETS INVESTMENTS FIXED ASSETS

AMITY BUSINESS SCHOOL

Philips India Limited

11 23 77 92 NET CURRENT ASSETS INVESTMENTS FIXED ASSETS 23

AMITY BUSINESS SCHOOL

Philips India Limited