working capital management of mts gurgaon
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MALAVIYA NATIONAL INSTITUTE OF TECHNOLOGY JAIPUR
RAJASTHAN
TRAINING REPORT ON
WORKING CAPITAL MANAGEMENT OF
M T S
SISTEMA SHYAM TELESERVICES Ltd.
DATE :- 21/12/2011
SUBMITTED TO:- SUBMITTED BY:-
Mr. Kapil Sir UMESH CHANDRA YADAV
Department of management 2010PMB138
Studies(MNIT Jaipur) MBA 4th SEMESTER
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ACKNOWLEDGEMENT
I readly acknowledge my indebtedness to the finance department of M T S (Sistema Shyam
Teleservices Ltd.) in which I did my summer training. I am grateful to FR Head Mr. Sanjeev Kr.
Sinha who gave me golden opportunity to do training in the channel. I am also grateful to him for
motivating and encouraging me at every step. I deeply extend my gratitude and appreciaton to Ms.
Kanupriya, Senior lead Finance dept. (under whom I did my training) whose support, dedication
and honest effort have given me an immense help in preparing this project. I am also highly
thankful to Mr. Nagendra kumar, Mr. Ritendra Prakash and Mr. Saurabh whose valuable
knowledge, encouragement and suggestions gave backbone support in completing this project. At
last my special thanks to all the employees of finance department of MTS (Mobile Telecom
Services) for giving confidence and strength to initiate this venture.
I would also like to thanks the MNIT Jaipur for providing me the opportunity that helped me
to learn the first step of application of my theoretical knowledge.
I would like to thanks our teachers (Mentor Kapil sir ) without support and help this project
would not been possible and completion of my project. And also I would like to thanks our friends
without whose encouragement this project would not been possible and their help has gone a long
way in successful completion of my project.
UMESHCHANDRA YADAV
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TABLE OF CONTENT
Sl/No. Topic Page no.
1 Introduction 5
2 Major Player in Telecom Industry in India 7
3 Introduction to Sistema Shyam TeleServices Ltd 10
4 MTS Brand 12
5 Market shares world 13
6 History 15
7 Global recognition 16
8 Company Vision, Mission & Values 18
9 Company logo 20
10 SWOT Analysis of MTS 21
11 Components of Working Capital 22
12 Research Methodology 31
13 Balance Sheet as at March 31, 2011 33
14 Profit and Loss Account for the year EndedMarch 31, 2011
34
15 Analysis and Interpretation of data 41
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16 Liquidity Ratios 49
17 Summary of Findings 60
18
Suggestions61
19 Conclusions 62
20 References 63
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Introduction:
Industry Overview :
The Indian telecommunications industry is one of the fastest growing in the world and India is
projected to become the second largest telecom market globally. According to the Telecom
Regulatory Authority of India (TRAI), the number of telecom subscribers in the country
increased to 562.21 million in December 2010, an increase of 3.5 percent from 543.20 million in
November 2010. With this the overall teledensity (telephones per100 people) has touched
47.89.
According to Business Monitor International, India is currently adding 8-10
million mobile subscribers every month. It is estimated that by mid 2012, around half the
country's population will own a mobile phone. This would translate into 612 million mobile
subscribers, accounting for a teledensity of around 79 per cent by 2012. Moreover, according to a
study conducted by Nokia, the communications sector is expected to emerge as the single largest
component of the country's GDP with 15.4 per cent by 2014.
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With the availability of the 3G spectrum, about 275 million Indian subscribers will use 3G-
enabled services, and the number of 3G-enabled handsets will reach close to 395 million
by 2013-end, estimates the latest report by Evalueserve. According to a Frost & Sullivan industry
analyst, by 2012, fixed line revenues are expected to touch US$ 12.2 billion while mobile revenues
will reach US$ 39.8 billion in India.
State-run telecom operator BSNL has rolled out 3G services in 318 cities with 856,000
subscribers. BSNL has plans to cross 760 cities by September 2010. And even as debate on 3G
continues, TRAI has started consultation on the next level of telecom services. Fourth generation or
4G offers download at faster speeds.
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MAJOR PLAYER IN TELECOM INDUSTRY IN INDIA
Telecommunication industry is mainly classified into two sub headings voice and data. Voice
service can be provided through either wire-less or wire-line. Wire-less segment is
booming nowadays after investment of foreign companies. The major players in this field
are Bharti, Vodafone, Reliance, BSNL etc.
Market share of Basic Services in India
MTS operates in wireless segment, and in this segment the two technologies available are: GSM,
92%
8%
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and CDMA. GSM is prominent in India and has better margin than CDMA. MTS runs on the
CDMA technology, which is faster than GSM and is a newer technology. In CDMA big playersare
Reliance and TATA.
Indian Mobile Services
Market share
(As of June 2011)
GSM
54%CDMA
46%
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The second major source is internet. The use of internet is increasing and quite a number of
consumers are switching from wired-lines to wireless connections. But still wired lines are
preferred by a majority of consumers as it is cost affective and provides better
connectivity.
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INTRODUCTION TO SISTEMA SHYAM TELESERVICES
LTD[9]
Sistema Shyam TeleServices Ltd. (SSTL) is a venture, involving equity participation by Sistema
Joint Stock Financial Corporation of Russia (SISTEMA JSFC), the Russian Federation andthe Shyam Group of India. Sistema JSFC is the majority shareholder in the Company.
Approximately 2.5% equity stake is held by public. The company has been awarded Unified
Access Services License (UASL) by the Department of Telecommunication, Government of
India to provide telecom services across all 22 telecom circles of India.
With a strong focus on its Data Centric; Voice Enabled strategy, SSTL is one of the fastest
growing telecom companies in the Indian telecom market and is one of the top three data service
providers in the country. The Company nationally provides telecom services under the brand MTS
to 15 million wireless subscribers including more than 1,200,000 High Speed Mobile Broadband
customers in over 200 cities across the country. MTS is well recognized in India and worldwidefor its commitment to high quality and innovative telecom solutions. MTS has recently been
ranked by Millward Brown as 80th most valuable brand in the World.
Headquartered in Gurgaon, the Company has already invested over USD 2.5 billion in expanding
its telecom network across the country. It has so far opened more than 1200 branded retail
stores across India and engages customers through a retail universe of over 300,000 outlets.
SSTL is credited to have introduced a number of innovations in the Indian telecom industry. The
Company is the pioneer of Half Paisa Per Second Calling in the country. SSTL is also the first
telecom operator in the country to launch prepaid High Speed Mobile Broadband. It was the first
telecom operator to launch High Speed mobile broadband in Jharkhand and Sikkim. The company
has taken mobile broadband to another level with the launch of HSD services on National
Highways. Today, it is the only telecom operator to provide HSD services on Delhi - Jaipur and
Bangalore - Chennai National Highways.
SSTL has been focused on creating a strong portfolio of devices catering to customers across
various segments. The Company recently launched MTS Pulse, an Android powered Smartphone
that the users can get for free with no upfront payment. SSTL added to its range two more Android
Smartphones MTS Livewire and MTS MTag 3.1, both priced in the sub Rs. 5000 category. MTS
also offers its data customers innovative applications like MTS TV, a free to download application
that provides on the move access to more than 100 Live TV and video on demand channels.
Beyond business, the Company has partnered with India Unite to End Polio Now (IUEPN)
campaign organised to create awareness for Polio eradication amongst the masses.
The IUEPNcampaign is an initiative implemented by Aidmatrix Foundation, in partnership with
the Polio Eradication Programme in India, a collaborative effort between the Ministry of
Health and Family Welfare (MOHFW),United Nations Childrens Fund (UNICEF), World Health
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Organization (WHO), National Polio Surveillance Project (NPSP), Rotary International, and
the U.S. Centre for Disease Control (CDC). As part of the initiative, SSTL has actively
participated in awareness creation drives in several states, reminding people about the need to get
their children vaccinated against Polio.
The companys objective is to leverage the advancements in Information & CommunicationTechnologies (ICT) to contribute towards progressive socio-economic change, especially in the
fields of Health and Education.
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Service offers
Network quality
Pricing
Brand perception
MTS Uzbekistan
Low penetration rates characterize the wireless telecommunications market in Uzbekistan giving
MTS the opportunity to develop this market in the coming years. According to the Companys
estimates, in 2007, overall wireless penetration in Uzbekistan increased to 22% from 10%.
MTS is the number one provider of mobile telephone services in the country, with approximately
2.8 million subscribers accounting for nearly 48% of the Uzbek market.
MTS Turkmenistan
In Turkmenistan, MTS continues to dominate the market, increasing its subscriber base by 94% to
356,260 at the close of 2007 versus 183,788 at the end of 2006. MTS thereby increased its market
share by around five percentage points, with an 88% share of the total market in 2007.
Penetration in Turkmenistan is still very low, as it grew from 3.2% in 2006 to 7.4% in 2007
according to company estimates, but the countrys economic growth and low fixed-line penetration
give MTS every indication that Turkmenistan will continue to increase its visibility in the Group
results.
MTS Armenia
In September 2007, MTS acquired an 80% stake in K-Telekom, a mobile operator in Armenia
operating under the Viva-Cell brand and offering wireless services using GSM 900 and GSM 1800
technologies throughout the territory of Armenia. As of December 31, 2007, Viva-Cell had 1.4
million subscribers and a 73.9% market share according to AC&M-Consulting. At the end of 2007,
the overall wireless penetration in Armenia was 58%, or approximately 1.9 million subscribers,
according to AC&M-Consulting data.
In October 2007, K-Telekom was allocated frequencies valid for 10 years to offer 3G services in
the UMTS standard on the entire territory of Armenia.
HISTORY
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MTS was established in October 1993 by Moscow City Telephone Network (MGTS), T-Mobile
Deutschland GmbH (T-Mobile), an affiliate of Deutsche Telekom AG, Siemens AG (Siemens) and
several other shareholders. In late 1996, Sistema JSFC acquired a majority stake in MTS and has
remained the primary owner ever since.
MTS was the first company to launch GSM services in the Moscow region in 1994. In subsequentyears, MTS has expanded rapidly in Russia largely through the acquisition of smaller independent
players and became the leading national mobile operator.
MTS initiated its international expansion in 2002 through the establishment of Mobile
TeleSystems LLC, a joint venture with Beltelecom, the national fixed line operator in Belarus.
In 2003, MTS continued to expand in the CIS by acquiring the leading operator UMC in Ukraine,
the biggest CIS market outside of Russia.
MTS entered Central Asia in 2004 through the acquisition of the leading mobile phone operator in
Uzbekistan, Uzdunrobita. In June 2005, the Company acquired Barash Communications
Technologies, Inc., the number one operator in Turkmenistan.
In September 2007, MTS continued its international expansion through the acquisition of the
leading mobile operator in Armenia, K-Telecom.
In December 2008, MTS started to expose its brand outside the CIS borders. MTS and Shyam
Telelink Limited, JSFC Sistema's telecommunications subsidiary in India, announces the
agreement to allow Shyam Telelink to use MTS brand in India. The decision to introduce the brand
to India is reflective of the brands success in the Companys markets of operation since its launch
in May 2006. In April 2008, MTS brand was recognized as one of the BRANDZ Top 100 MostPowerful Brands, a ranking published by the Financial Times and Millward Brown, a leading
global market research and consulting firm.
Today, Mobile TeleSystems is the largest mobile phone operator in Russia and the CIS. MTS is a
multinational corporation of a new type, based in a high-growth emerging market and
simultaneously entering other developing markets with a unified brand. Having been recognized
internationally for corporate governance and transparency, MTS is not only a leading Russian
blue-chip company, but a truly global organization.
GLOBAL RECOGNITION
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Top 100 Most Powerful Brands
In April 2008, MTS was named as one of the BRANDZ Top 100 Most Powerful Brands, a
ranking published by the Financial Times and Millward Brown, a leading global market research
and consulting firm. MTS became the first and only Russian company to join the ranks of the most
powerful brands in the world, which stands as a recognition of its leadership across the CIS andincreasing global relevance. MTS entered the Top 100 Most Powerful Brands ranking at 89th place
with a Brand Value of $8.077 billion.
BusinessWeek InfoTech 100
In May 2008, MTS was included in the InfoTech 100 ranking of the best-performing tech
companies by BusinessWeek. MTS was ranked as the 14th company globally, based on four
criteria: shareholder return, return on equity, total revenues, and revenue growth. MTS became the
highest-ranked company from Russia, and above such companies as AT&T, LG and Microsoft.
Trusted Brand 2008
In June 2008, MTS was recognized by Readers Digest as the most Trusted Brand among mobile
operators in Russia. The European Trusted Brands 2008 survey was conducted in 16 countries in
14 different languages. In Russia, over 40% of consumers nominated MTS as the most Trusted
Brand in Mobile Phone Network category.
World Communications Awards 2008
In September 2008, MTS received three nominations for the World Communications Awards
2008. The Company made the shortlist in the Best Brand, Best Mobile Operator and Best
Project Management award categories.
GSMA Board
In April 2008, the CEO of MTS joined the Board of the GSM Association (GSMA), the global
trade association for the mobile industry. GSMA's board members include 25 operator
representatives, the Chair of the Executive Management Committee - the body that manages the
Association's ongoing activities in the area of products and services - and the GSMA CEO Rob
Conway. Board members include executives of such leading global operators as China Mobile,
AT&T, Orange, Telefonica O2 Europe, T-Mobile, Vodafone, and Telenor Mobile.
GSMA 13th Annual Global Mobile Awards
In January 2008, MTS became the first Russian company to receive a nomination in the 13th
Annual Global Mobile Awards hosted by the GSM Association (GSMA). MTS was recognized for
its WAP-portal wap.kids.mts.ru designed specifically for children in the Best Mobile
Infotainment Portal for News/Entertainment category.
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Corporate Governance
MTS was ranked as the most transparent company in Russia by Standard & Poors in 2005, 2006
and 2007. The ranking was based on the analysis of ownership structure and shareholders rights,
financial and operational openness and composition and procedures of the Board of Directors and
Management Committee.
Investor Relations
In 2006 and 2007, MTS was recognized as having the best Investor Relations department in the
telecom sector in Russia. The award was based on the results of the Extel Survey Focus Russia
study, conducted jointly by Interfax and Thomson Financial.
Top 100 Most Powerful Brands
For the second year in a row, MTS joins the ranks of the most powerful brands in the world with a
value of $9.2 billion at the 71st position. As in 2008, MTS is the most valuable Russian brand inthe ranking and one of the 10 most valuable telecoms brands in the world. MTS brand has risen 18
spots to become the 71st most powerful brand globally with a value of $9.2 billion, up from $8.1
billion in 2008.
COMPANY VISION, MISSION & VALUES
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Vision
MTS shares common values with people who know what they want to achieve in their lives and
are full of energy to hit their goals.
"We empower people to pursue their purpose in a modern networked world."
Mission
"MTS customers can actively shape their lives anytime and anywhere with a range of innovative
telecom products and services."
We offer people greater choice and inspiration in how they spend their most valuable assets: their
time and energy.
Our Values
Delivering Excellence
We serve our customers by delivering the best. We believe in meeting or exceeding our
customers expectations by utilizing our resources while adhering to best in class processes and
quality standards. We articulate our goals clearly and align our strategies, resources and assets to
deliver excellence. This we believe translates into superior value for our customers and
stakeholders.
Mutuality
We believe shared and reciprocal benefits around common objectives help us meet our quality
commitments. We work with our colleagues and business partners to deliver the highest value for
our customers. We build supportive relationships and ensure fair returns to all who help us achieve
our goals. We inspire trust in our relationships by keeping long term success of all parties in mind.
Entrepreneurial Spirit
We demonstrate ownership to meet our commitments by acting like co-owners. Every day we
deliver our best by assuming complete responsibility and by being passionate about our goals. We
encourage and reward those who look for ways to improve the current and search for the new.
Inspiration to be a Doer
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We believe in people, their abilities and potential. We support them to deliver under different
conditions and unleash their talent. We do everything possible to help every member of our
organization become a doer, a role model and inspiration to all. Our environment promotes risk
taking, innovation, agility and responsiveness.
COMPANY LOGO:
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COMPANY SLOGAN: Badlo life ka plan
SWOT ANALYSIS OF MTS:
Strengths of the company
Experience in Russia
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Pan India presence
Low tariff plan
Innovative schemes
Parent company is financially sound
Weaknesses of the company
Experience in Russia
New entrant in Indian Telecom market
Pan India presence
Least Brand Recall in Customers mind
in India Low tariff plan
Less Promotional Activities
Innovative schemes
Parent company is financially sound
Opportunities for the company
Latest technology and low cost advantage
Huge market
Threats for the company
Competition from other cellulars
Latest technology and low cost
Less product awareness in the market advantage
Brand perception
COMPONENTS OF WORKING CAPITAL[6][7]
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Current assets:-
Current assets are those assets which are convertible into cash within a period of one year and
those which are required to meet the day operations of the business. The working capital
management, to be more precise the management of current assets are cash or near cash resources.
These include:
(a)Cash and bank balances
(b)Temporary investments
(c)Short-term advances
(d)Prepaid expenses
(e)Receivables
(f)Inventory of raw materials, stores and spares
(g)Inventory of work-in-progress
(h)Inventory of finished goods
(i)Inventory in government Securities
(j)Amount due from subsidiary companies
(k)Bills of exchange
(l)Deposits
(m)Outstanding incomes
Current liabilities:-
Current liabilities are those claims of outsiders which are expected to mature for payment within an
accounting year.
These include:
(a)Creditors for goods purchased
(b)Outstanding expenses
(c)Short-term borrowings(d)Advances received against sales
(e)Taxes and dividends payable
(f)Other liabilities maturing within a year
(g)Liabilities towards gratuity, etc
(h)Loans from Bank and others
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Concepts of working capital:-
The concepts of Working Capital are of two types.
They are:
a) Gross Working Capital
b) Net Working Capital
Gross working capital:-
The term gross working capital refers to the firms investment in current assets. According to this
concept working capital refers to a firms investment in current assets. The amount of current
liabilities is not deducted from the total of current assets. The concept of gross working capital is
advocated for the reasons:(a)Profits of the firm are earned by making investments of its funds in fixed and current assets.
This suggests the part of the earning relate to investment in current assets. Therefore, aggregate of
current assets should be taken to mean the working capital.
(b)The management is more concerned with the total current assets as they constitute the total
funds available for operating purposes than with the sources from which the funds come.
(c)An increase in the overall investment in the firm brings an increase in the working capital.
Net working capital:-
The term net working capital refers to the excess of current assets over currentliabilities and it is
the difference between current assets and current liabilities. The net working capital is a qualitative
concept which indicates the liquidity position of a firm andthe extent to which working capital
needs may be financed by permanent source of funds. The concept looks into the angle of judicious
mix of long- term and short-termfunds for financing current assets. A portion of net working
capital should be financedwith permanent sources of funds.
Types of Working Capital:-[8]
The types of Working Capital are:-
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Permanent working capital:-
The magnitude of investment in working capital may increase or decrease over a period of time
according to the level of production. But, there is a need for minimum level of working capital to
carry its business irrespective of change in level of sales or production. Such minimum level of
working capital is called permanent working capital or fixed working capital. It is the
irreducible minimum amount necessary for maintaining the circulation of current assets. The
minimum level of investment in current assets is permanently locked-up in business and it is also
referred to as regular working capital.
Temporary working:-
It is also called as fluctuating working capital. It depends upon the changes in production and
sales, over and above the permanent working capital. It is the extra working capital needed to
support the changing business activities. It represents additional assets required at different items
during the operation of the year.
Working capital requirement:-
There is no set of universally applicable rules to ascertain working capital needs of a business
organization. Factors which influence the need level are discussed below:
Nature of business - If we look at the balance sheet of any trading organization, we find major
part of the resources are deployed on current assets, particularly stock-in trade. Where as in case of
a transport organization, major part of funds would be locked up in fixed assets like motor
vehicles, spares and work sheet etc. and the working capital should negligible. The service
organizations need lesser working capital than trading and financial organizations. Therefore the
requirement of working capital depends upon the nature of business carried by the organization.
Manufacturing cycle - Time span required for conversion of raw materials into finished goods is
a block period. The period, in reality extends a little before and after the WIP. This cycle
determines the need of working capital. In case of industries with long manufacturing process or
production cycle, more funds are required for working capital. The industries involved in quick
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conversion of raw materials into finished units or having lesser production cycle requires lesser
amount of working capital.
Production process - In case of labour intensive industries high working capital is needed. But in
case of capital intensive industries the production process is faster and it requires lesser amount of
working capital due to lesser conversion costs.
Business cycle - This is another factor which determines the need level. Barring exceptional cases,
there are variations in the demand for goods/services by any organization. Economic boom or
recession etc., have their influence on the transactions and consequently on the quantum of
working capital required. More working capital is needed during peak or boom conditions. But in
case of economic recession or low inflator conditions, the company requires low moderate working
capital.
Seasonal variations - Variation apart, seasonality factor creates production or even storage
problem. Mustard and many other oil seeds are Rabi crops. These are to be purchased in a season
to ensure continuous operation of oil plant.Furthur there are woolen garments which have demand
during winter only. But manufacturing operation has to be conducted during the whole year
resulting in working capital blockage during off season.
Scale of operations - operational level determines working capital demand during a given period.
Higher the scale, higher will be the need for working capital. However, pace of sales turn over
(quick or slow) is another. Quick turnover calls for lesser investment in inventory, while low
turnover rate necessitates larger investment.
Inventory policy - The traditional production systems generate more stocks of finished goods and
high levels of raw materials and WIP stocks are maintained and the stock holding period is also
more. In such cases more working capital is needed. The adoption of JIT, supply chain
management, vendor management will drastically reduce the levels of raw materials, WIP and
finished goods stocks and therefore, less amount of funds are invested in inventory.
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Credit policy - Credit policy of the business organization includes to whom, when and
to what extent credit may be allowed. Amount of money locked up in account
receivables has its impact on working capital.
Estimation of Working Capital Requirements:
Estimation of working capital can be stated as a four step process:
Step 1:- Determining the duration of blockage of funds. This gives the time period for
which the money will be tied up in the various components of the operating cycle. It is
the same as estimating the time it takes to complete one stage in the operating cycle
and transferring the output of this stage to the succeeding stage. Hence it is
alternatively referred to as conversion period. The duration of the different component of
the operating cycle can be estimated as follows:
Duration of Raw Material (DRM):-
Average Raw Material Inventory= ---------------------------------------------
Raw material consumed/365
Duration of Work-in-process (DWIP):-
Work-in-process inventory
= -------------------------------------Cost of production/365
Duration of Finished goods (DFG):-
Finished goods inventory= ---------------------------------------
Cost of goods sold/365
Duration of Accounts Receivable (DAR):-
Average debtors
= -------------------------Credit sales/365
Duration of Accounts payable (DAP):-
Average Creditors= -----------------------------
Credit purchase/365
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Duration of Raw materials, Duration of work-in-process and Duration of Accounts Receivable
denote the total time period it takes to convert the raw material inventory, the work-in-process
inventory, and the receivables (or debtors) into their next stages, and eventually into realization of
cash. The longer the duration, the more the blockage of funds in the three components of
inventory, and the more the blockage, the more the requirement for working capital. If the
estimation is to be done on a weekly or monthly basis, the denominator should be divided by 52 or
12 respectively.
Step 2:- Estimation of weights of the different components of operating cycle in the total funds to
be blocked in working capital. The weights can be computed as follows:
Weight of Raw Material (WRM):-
Raw Material and Stores cost per unit= -----------------------------------------------------Selling price per unit
Weight of work-in-process (WWIP):-
Raw material and Store cost per unit {(Processing cost per unit)*.52}
= -----------------------------------------------------------------------------------------------
Selling price per unit
Weight of finished goods (WFG):-
Cost of goods sold unit= ------------------------------Selling price per unit
Weight of Accounts Receivable (WAR):-
Cost of sales per unit= ---------------------------
Selling price per unit
Weight of Accounts Payable for credit purchase of material (WAP):-
Raw Material and Stores cost per unit
= ------------------------------------------------Selling price per unit
Step 3:- Determination of weighted operating cycle (WOC). WOC can be computed as
follows:
WOC=DRM * WRM + DWIP * WWIP + DFG * WFG + DAR * WAR DAP * WAP
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Step 4:- Computation of working capital requirements is as follows:
Working Capital Requirement = Sales per day * WOC + cash Balance required
Methods of Estimating Working Capital:-
Usually there are two methods followed for Estimating Working Capital requirements:
1) Conventional Method:-
In this method, cash inflows and outflows are matched with each other. Greater
emphasis is laid on liquidity and greater importance is attached to current ratio, liquidity
ratio, etc. which pertains to the liquidity of the business.
2) Operating cycle method:-
Operating cycle refers to the length of the time involved between the Sales
and their actual realization in cash.
In other words, it is the cycle time required in conversion of:
a) Cash to Raw materials
b) Raw materials to Work-in-process
c) Accounts receivables to cash
d) Work-in-process to finished goodse) Finished goods to accounts receivables
Significance of the Working Capital:-
The Working Capital need arises for the following purpose:
For purchasing Raw materials, components and spare parts
For paying Wages and salaries
To incur day-to-day expenses and overhead costs like fuel, power and office expenses etc.
To meet selling costs of packing advertising etc
To finance operations during the time gap between sale of goods on credit and realization
of money from customers of the firm.
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To maintain inventories of Raw materials, Work-in-progress, Spare parts and finished
goods
To finance investments in Current Assets for achieving the growth target.
To incur day-to-day expenses and overhead costs like fuel, power and office expenses etc.
PROBLEMS ASSOCIATED WITH EXCESS WORKING CAPITAL.
Several dangers are associated with excess working capital, they are,
Excess working capital results in idle funds and there by lowers the profitability of the
business
If the excess working capital takes the form of unnecessary accumulation of inventories,
there may be mishandling wastage, theft etc. of inventories, may reduce the profit of the
firm.
Excess working capital makes the management co placement in there work. This may
contribute to managerial inefficiency.
If the excess working capital takes the firm of huge accounts receivable, the inference is
that the credit policy of the firm is defective and the collection of debts is not efficient.
Further, in such a situation, there may be higher incidence of bad debts, which will
adversely affect the profit of the firm.
When inventories accumulate because of excess working capital, the tendency to
speculative profits grows the tendency to speculative profits may lead to liberal dividend
policy. The liberal dividend policy may make it difficult for the firm to keep up the
dividend, especially when it false to make speculative profits.
PROBLEMS ASSOCIATED WITH INADEQUATE WORKING CAPITAL. Inadequate capital makes bit difficult for the firm to execute the operating plans to achieve
the profit target.
Inadequate capital makes it difficult for the firm to undertake profitable activities.
This will result in stagnation in the growth of the firm.
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When there is shortage of working capital, it will be difficult for the firm to meet the day
to-day commitments. As a result, operation inefficiency may creep in day to day operations
of the firm.
When a firm has shortage of working capital, it may not be able to enjoy attractive credit
terms from the suppliers and creditors.
When a concern fails to meet its day-to-day financial commitments due to inadequate
working capital. There is the danger of the firm losing its reputation.
When a firm suffers from inadequate capital fixed assets may not be utilized efficiently.
This will result in reduction in the return on investments.
RESEARCH METHODOLOGY
Title of the Study:-
A study on Working Capital Management in MTS Gurgaon.
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Statement of the problem:-
The Financial management of a business firm is entirely responsible to ensure its top management
that the Working Capital managed in such a way that it takes care of the needs of day-to-day
operations besides winning over the confidence of its stakeholders. An attempt has been made
through this study as to know, whether the finance managers of MTS were successful in managing
Working Capital effectively.
Research methodology:-
Research methodology is a systematic way for solving any research problem. It is a science of
analyzing how research is done scientifically. It studies the various steps that are generally adopted
by a researcher is studying the research problem. The study has been undertaken for a period of
three years commencing the year 2009-10 to 2010-11. The secondary data is collected by Profit
and Loss Accounts and Balance Sheet of three years of MTS have been properly analyzed by
applying the ratio analysis technique to analyze the working capital portion of the company. So as
to achieve the objectives of the study.
Research Design:-
Working capital management with respect to unit under study has collected from the audit Balance
Sheet and published reports of the company for the last three years. A part of information
pertaining to receivables management was collected through response forms data about the
company.
Sample Size:-
Sample size is used in the analysis of Working Capital Management in three years financial data
from companys books of accounts.
Types of data used:-
It has been carried out by tapping two source of data i.e.
Primary data : By asking question directly to the mentor in the company.
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Secondary data
The secondary data are those which have been collected by some other and which have been
processed. Generally speaking secondary data are information which have been previously
collected by some organization to satisfy its own need. But the department under reference for an
entirely different reason is using it. It is also collected through Internet, Profit and Loss Account
and Balance Sheet of the company.
Data has been gathered from the following sources:
The internal sources of the company
Annual reports of the company for the year 2008-09,2009-10,2010-11
Profit and loss account and Balance Sheet
Manuals provided by the company books and articles
Statistical tools:
1. Percentage Analysis
2. Tables and Bar Graphs
3. Charts
Limitations of the study:-
The span of study is confined to only three years. The comparison of various ratios may not
have the same conditions, which may result in unrelated comparisons.
The other limiting factor being the confidential in nature of certain aspects. The study was
conducted to the extent of information provided.
Time constraint: - It is not possible to study in detail the finance operations of the company.
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Analysis and Interpretation of data
Evaluating the Financial Performance of MTS
Schedule showing the working capital for financial years (2008-09 to 2010-11)Calculation of Net Working Capital[2][3]
Particulars/years 2009 2010 2011
A. Current
Assets
Inventories 8,360 1,153 --
Sundry Debtors 111,261 61,076 138,888
Cash and Bank
balances
12,247,782 5,774,322 22,760,616
Loans and Advances 2,238,406 4,671,532 6,463,649
Other current Assets 107,080 60,900 614,914
Total Current Assets
or Gross Working
Capital
14,712,889 10,568,983 29,978,094
B. Current
Liabilities
and
Provisions
Current Liabilities 3,537,784 7,369,335 8,945,114
Provisions 689,126 1,272,246 1,633,435
Total current
Liabilities
4,226,910 8,641,581 10,578,549
(A-B) Net WorkingCapital
10,485,979 1,927,402 19,399,545
Graph showing the changes in Current Assets and Current Liabilities:-
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Decrease in Working Capital.(2008-09 to 2009-2010)[2][3]
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Particulars/years March 31st 2009 March 31st 2010 Increase in
working
capital
Decrease in
working
capital
A. Current
Assets
Inventories 8,360 1,153 7,207
Sundry Debtors 111,261 61,076 50,185
Cash and Bank
balances
12,247,782 5,774,322 6,473,460
Loans and
Advances
2,238,406 4,671,532 2,433,126
Other current
Assets
107,080 60,900 46,180
Total Current
Assets or Gross
Working Capital
14,712,889 10,568,983 4,143,906
B. Current
Liabilities
andProvisions
Current Liabilities 3,537,784 7,369,335 3,831,551
Provisions 689,126 1,272,246 583,120
Total current
Liabilities
4,226,910 8,641,581 4,414671
(A-B) Net Working
Capital
10,485,979 1,927,402 8,558,577
Increase in Working Capital.(2009-10 to 2010-2011)[2][3]
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Particulars/years March 31st 2010 March 31st 2011
Increase in
working
capital
Decrease in
working
capital
C. CurrentAssets
Inventories 1,153 -- 1,153
Sundry Debtors 61,076 138,888 77,812
Cash and Bank
balances5,774,322 22,760,616 16,986,294
Loans and
Advances4,671,532 6,463,649 1,792,117
Other current
Assets60,900 614,914 554,014
Total Current
Assets or Gross
Working Capital
10,568,983 29,978,094 19,409,111
D. Current
Liabilities
and
Provisions
Current Liabilities 7,369,335 8,945,114 1,575,779
Provisions 1,272,246 1,633,435 361,189
Total current
Liabilities8,641,581 10,578,549 1,936,968
(A-B) Net WorkingCapital
1,927,402 19,399,545 17,472,143
Graph showing the changes in Current Assets and Current Liabilities:-
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Interpretation:-
The change in the Working Capital results of the years 2008-09 to 2009-10 and 2009-10 to
2010-11 is in the increase position.
There is a decrease in the Current Liabilities so the Working Capital is in the increasing level.
There is a increase in the current Assets and decrease in the current liabilities so working
capital is not in a good position.
The financial performance of the company is good.
LIQUIDITY RATIOS
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Liquidity of a firm refers to its ability to pay short-term liabilities from the short-term assets.
Current assets are defined as those assets that are convertible into cash within types of liquidity
Ratios are:[7]
1. Current Ratio
2. Acid Test Ratio
3. Cash Ratio
4. Interval measure
5. Net Working Capital Turn Over Ratio
1. CURRENT RATIO:
This is the widely used ratio. It is the ratio of current assets and current liabilities. It shows a firms
ability to cover its current liabilities with its current assets. It is also known as two in one ratio or
working capital ratio. It expresses the relationship between current assets and current liabilities.
It can be expressed as:
Current ratio = Current assets/Current liability[7]
TABLE SHOWING CURRENT RATIO:[2][3]
Year 2008-09 2009-10 2010-11
Current Assets 14,712,889 10,568,983 29,978,094
Current Liability 4,226,910 8,641,581 10,578,549
Current Ratio 3.48:1 5.22:1 2.83:1
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Analysis on current ratio: From the above table and graph it can be analyzed that in 2008-09 it
was 3.48 and in 2009-10 it has increased to 5.22 and again in 2010-11 it has decreased to 2.83.
Interpretation on Current ratio: The ideal current ratio is 2:1. Current ratio indicates the
companys present financial position. In the year 2008-09 the current ratio was 3.48 this is a
healthy sign for the company and where as in 2009-2010 it has increased to 5.22 which is again
going in the right direction and in 2010- 2011 it has decreased eventually to the level of 2.83 but
still it has the value above the ideal hence financial position is healthy.
2. ACID TEST RATIO:
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This ratio tries to overcome the defect of the current ratio. This ratio considers the qualitative
aspects of the current assets. It projects relatively clear picture than the current ratio. This
distinguishes the relative liquidity of the different current assets. This is called quick ratio, as it is a
measurement of a companys ability to pay off its current liabilities. The acid test ratio is the ratio
of quick current assets and quick current liabilities as:
Acid Test Ratio = (Currents assets Inventories)/ Current Liabilities[7].
TABLE SHOWING ACID TEST RATIO:[2][3]
Year 2008-09 2009-10 2010-11
Current Assets 14,712,889 10,568,983 29,978,094
Inventory (8,360) (1,153) (0)
Total 14,704,529 10,567,830 29,978,094
Current liabilities 4,226,910 8,641,581 10,578,549
Acid Test Ratio 3.48:1 1.22:1 2.83:1
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Analysis on acid test ratio: From the above table and graph it can be analyzed that in 2008-09 it
was 3.48 and in 2009-10 it has reduced to 1.22 and in year 2010-11 it has increased to 2.83.
Interpretation on Current ratio: An ideal current ratio would be 2, indicating that even if the
current assets are to be reduced by half, the creditors will be able to able to get their money in full.
In the above table and graph we can see that in year 2009-10 the ratio was not up to the mark but it
has again reached to satisfactory value in the year 2010-11 with the value 2.83.
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3. CASH RATIO: The cash ratio measures the extent to which a business could quickly cover
short-term liabilities, and therefore is of particular interest to short-term creditors. A ratio of 1.0
would indicate that all current liabilities would be covered at any average point in time by cash and
marketable securities that could be readily sold and converted to cash. A ratio of less than 1.0
would mean that other assets, such as accounts receivable or inventory, would have to be
converted to cash to cover short-term obligations. A ratio of greater than 1.0 means that there is
more than enough cash on hand.
Cash ratio = (Cash + Marketable securities)/Current liabilities[7]
TABLE SHOWING CASH RATIO:[2][3]
Year 2008-09 2009-10 2010-11
Cash + Marketable
securities12,247,782 5,774,322 22,760,616
Current Liabilities 4,226,910 8,641,581 10,578,549
Cash Ratio 2.89 0.67 2.15
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Analysis on cash ratio: From the above table and graph it can be analyzed that in 2008-09 it was
2.89 and in 2009-10 it has reduced to 0.69 and in year 2010-11 it has increased to 2.15.
Interpretation on Current ratio: A ratio of 1.0 would indicate that all current liabilities would be
covered at any average point in time by cash and marketable securities that could be readily sold
and converted to cash. A ratio of less than 1.0 would mean that other assets, such as accounts
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receivable or inventory, would have to be converted to cash to cover short-term obligations. A
ratio of greater than 1.0 means that there is more than enough cash on hand. Here in year 2008-09
the value is quite higher than 1 that is 2.89 but it has reduced to 0.69 in 2009-10, it means they may
have convert receivable or inventory into cash to cover short-term obligations. In year 2010-11 it
has again reached to 2.15 which means that they have more cash in hand.
4.INTERVAL MEASURE: A calculation to measure the approximate numberof days
a company could operatesimply on the cash it currently has on hand. It is equal to quick
assetsdivided by daily operating expenses, and the valueit returns is the average number of days
that company could use those assets to meet all its expenses. The interval measure is similar to
both the current ratio and the quick ratio, in that it gives an idea of how easily a company could
fulfill its obligations. The interval measure is sometimes preferred to the otherratios because it
returns an approximation of the actualnumber of days, as opposed to the other ratios, which
just return a value that indicates the easeof making thepayments.
The formulae for Interval Measure can be written as:
Interval measure = (Current assets - Inventory)/average operating expenses[7]
Here average daily operating expenses will be equal to the cost of goods sold plus selling,
administrative and general expenses less depreciation.
Table showing Interval measure.[2][3]
Year 2008-09 2009-10 2010-11
Current Assets 14,712,889 10,568,983 29,978,094
Inventory (8,360) (1,153) (0)
Average Operating
Expense
2,376,612 11,100,072 20,128,461
Interval measure in
day (*360 days)
6.19*360 = 2229 days 0.95*360 = 342 days 1.49*360 = 537days
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Analysis on Interval Measure: From the above table and graph it can be analyzed that in 2008-09
it was 2229 days and in 2009-10 it has reduced to 342 days and in year 2010-11 it has increased to
537 days.
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Interpretation on Current ratio: Ideally higher value is shows healthier condition of the MTS
than lower. Here in year 2008-09 the value is 2229 days which is quite well condition of any
company but it has reduced to 342 days in 2009-10 which is quite lower than the earlier year but in
year 2010-11 it has again reached to 542 days which is quite satisfactory.
5. NET WORKING CAPITAL RATIO: The difference between current assets and current
liabilities excluding short-term bank borrowing is called Net Working Capital (NWC). NWC is
sometimes used as a measure of a firms liquidity.
This ratio is calculated as follows:
NWC Ratio = Net Working Capital(NWC) / Net Assets(NA)[7]
TABLE SHOWING NET WORKING CAPITAL RATIO:[2][3]
Year 2008-09 2009-10 2010-11
Net Working Capital 10,485,979 1,927,402 19,399,545
Net Assets 14,712,889 10,568,983 29,978,094
NWC Ratio 0.71 0.18 0.65
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Analysis on NWC Ratio: From the above table and graph it can be analyzed that in 2008-09 its
value is 0.71 and is reduced to 0.18 in next year that is 2009-10. But it again reach to 0.65 in 2010-
11.
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Interpretation on Current ratio: It is considered that between different years the year having
larger NWC has the greater ability to meet its current obligations. Here in year 2008-09 the
financial year was good in all respond to the obligations. The power is reduced in 2009-10 to 0.18
quite less than the earlier year, but it has again reached to a satisfactory value in 2010-11 that is
0.65 which can be considered as satisfactory.
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Summary of Findings
On the basis of Analysis and Interpretation the following findings have come to light.
Growth of Working Capital is volatile year to year it is average sign of the industry.
In the year 2008-09 the current ratio was 3.48 this is a healthy sign for the company and
where as in 2009-2010 it has increased to 5.22 which is again going in the right direction
and in 2010- 2011 it has decreased eventually to the level of 2.83 but still it has the value
above the ideal hence financial position is healthy.
It is considered that between different years the year having larger NWC has the greater
ability to meet its current obligations. Which is there in financial year 2010-11.
There is free communication between staff and staff to top level managers.
The company is gradually developing. There is no consistency in earning profit.
Compare to the above factors in spite of the loss for the year 2009-10, 2010-11
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Suggestions:-
The company should take effective steps to increase the profit, which is helpful for its future
growth and expansion.
The company should try to minimize the operating expenses which enable the company to savelots of money in order to increase Gross profit.
Company must try to control the indirect costs like manufacturing expenses and should reduce
the wastages.
Company enjoying gradual increase in sales but still it has to implement management
techniques and marketing techniques to maximize the sales.
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Conclusions:-
The study was undertaken to analyze the financial statements and financial performance and to
suggest the measures to improve the current performance.
The organization should take proper steps to increase the sales, which is helpful for itsupcoming growth and expansion.
Liquidity position of the company is deposited compared from Current Ratio to Liquidity
Ratio. This shows the excess of idle funds in the company i.e., company is having more
stock which is ideal. So, the company should make the great attempts to make use of
Current Assets more effectively.
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References
[1]. 14th Annual Report for 2008-09
[2]. 15th Annual Reports for 2009-10
[3]. 16th Annual Report -2010-2011[4]. MTS in the News - 14th Jan 2012 to 20th Jan 2012
[5]. MTS in the News - 21st Jan 2012 to 27th Jan 2012
[6]. MTS in the News - 30th December 2011 to 6th January 2012
[7]. Financial Management book by I. M. Pandey (financial statement analysis..liquidity ratio
page584)
[8]. Financial Management book by I. M. Pandey (financial statement analysis..concepts of
working capital page648)
[9].http://mtsindia.in/ (official website of MTS)
http://mtsindia.in/%20(officialhttp://mtsindia.in/%20(officialhttp://mtsindia.in/%20(official