HYNDUAI new123

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INTRODUCTION

DEFINITION OF FINANCE:

The science that describes the management, creation and study of money, banking,

credit, investments, assets and liabilities. Finance consists of financial systems, which

include the public, private and government spaces, and the study of finance and financial

instruments, which can relate to countless assets and liabilities. Some prefer to divide

finance into three distinct categories: public finance, corporate finance and personal

finance. All three of which would contain many sub-categories.

The study of finance can also take many forms, depending on the field or area of

finance which one wishes to study. For instance, economics is considered a pillar of

financial science, where both macro and microeconomic factors affect virtually levels of

financial decisions and outcomes at all levels. Additionally, the study of behavioral finance

aims to study the more human side of a science considered by most to be highly

mathematical. This illustrates that the study of finance can, at times, be more art than

science.

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FINANCIAL MANAGEMENT

Financial management refers to the efficient and effective management of money

!funds" in such a manner as to accomplish the ob#ectives of the organi$ation. %t is the

speciali$ed function directly associated with the top management. The significance of this

function is not only seen in the &'ine& but also in the capacity of &Staff& in overall

administration of a company. %t has been defined differently by different e(perts in the

field.

%t includes how to raise the capital, how to allocate it i.e. capital budgeting. )ot

only about long term budgeting but also how to allocate the short term resources like

current assets. %t also deals with the dividend policies of the share holders.

Financial management is the area of business management devoted to a #udicious

use of capital and a careful selection of sources of capital in order to enable a

business firm to move in the direction of reaching its goals.* + by .F.radlery

Financial management is the application of the planning and control function to the

finance function.* + by ./. 0illson

OBJECTIVESFINANCIAL MANAGEMENT

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The main ob#ectives of financial management are:-

1. Profit maximiatio!:The main ob#ective of financial management is profit

ma(imi$ation. The finance manager tries to earn ma(imum profits for the companyin the short-term and the long-term. 1e cannot guarantee profits in the long term

because of business uncertainties. 1owever, a company can earn ma(imum profits

even in the long-term, if:-

The Finance manager takes proper financial decisions.

1e uses the finance of the company properly.

". #$a%t& maximiatio!: 0ealth ma(imi$ation !shareholders& value

ma(imi$ation" is also a main ob#ective of financial management. 0ealth

ma(imi$ation means to earn ma(imum wealth for the shareholders. So, the finance

manager tries to give a ma(imum dividend to the shareholders. 1e also tries to

increase the market value of the shares. The market value of the shares is directly

related to the performance of the company. etter the performance, higher is the

market value of shares and vice-versa. So, the finance manager must try to

ma(imise shareholder&s value.

FUNCTIONS OF FINANCIAL MANAGEMENT

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1. E'timatio! of (a)ita% r$*+ir$m$!t':A finance manager has to make estimation

with regards to capital re2uirements of the company. This will depend upon e(pected costs

and profits and future programmes and policies of a concern. 3stimations have to be made

in an ade2uate manner which increases earning capacity of enterprise.". D$t$rmi!atio! of (a)ita% (om)o'itio!:4nce the estimation have been made,

the capital structure have to be decided. This involves short- term and long- term debt

e2uity analysis. This will depend upon the proportion of e2uity capital a company is

possessing and additional funds which have to be raised from outside parties.

,. C&oi($ of 'o+r($' of f+!-':For additional funds to be procured, a company has

many choices like-

a. %ssue of shares and debenturesb. 'oans to be taken from banks and financial institutions

c. 5ublic deposits to be drawn like in form of bonds.

6hoice of factor will depend on relative merits and demerits of each source and period of

financing.

. I!/$'tm$!t of f+!-':The finance manager has to decide to allocate funds into

profitable ventures so that there is safety on investment and regular returns is possible.

0. Di')o'a% of '+r)%+':The net profits decision has to be made by the finance

manager. This can be done in two ways:

a. /ividend declaration - %t includes identifying the rate of dividends and other

benefits like bonus.

b. 7etained profits - The volume has to be decided which will depend upon

e(pansional, innovational, diversification plans of the company.

. Ma!a2$m$!t of (a'&:Finance manager has to make decisions with regards to cash

management. 6ash is re2uired for many purposes like payment of wages and salaries,

payment of electricity and water bills, payment to creditors, meeting current liabilities,maintenance of enough stock, purchase of raw materials, etc.

3. Fi!a!(ia% (o!tro%':The finance manager has not only to plan, procure and utili$e

the funds but he also has to e(ercise control over finances. This can be done through many

techni2ues like ratio analysis, financial forecasting, cost and profit control, etc.

FINANCIAL MANAGEMENT STATEMENTS

FUNDS FLO# STATEMENT

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Funds flow statement is a statement prepared to analyse the reasons for change in the

financial position of a company between 8 balance sheets. %t shows the inflow and outflow

of funds i.e. sources and applications of funds for a particular period. %n other words, a

funds flow statement is prepared to e(plain the changes in the working capital position of

a company. There are 8 types of inflows of funds:-

9. 'ong term funds raised by issue of shares, debentures or sale of fi(ed assets

8. Funds generated from operations

CAS4 FLO# STATEMENT

4ne of the 2uarterly financial reports any publicly traded company is re2uired to

disclose to the S36 and the public. The document provides aggregate data regarding all

cash inflows a company receives from both its ongoing operations and e(ternal investmentsources, as well as all cash outflows that pay for business activities and investments during

a given 2uarter.

COMPARATIVE ANAL5SIS

The item-by-item comparison of two or more comparable

alternatives,processes,products, 2ualifications,setsofdata,systems, or the like.

%naccounting, for e(ample, changesin a financial statement&sitemsover

severalaccounting periodsmay be presented together to detect the emergingtrendsin

the company&soperationsand results. See also comparability.

TREND ANAL5SIS

Trend Analysis is the practice of collecting information and attempting to spot a

pattern, or trend, in the information. %n 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.

RATIO ANAL5SIS

uantitative analysis of information contained in a company;s financial statements.

7atio analysis is based on line items in financial statements like the balance sheet, income

statement and cash flow statement< the ratios of one item + or a combination of items - to

5
http://www.businessdictionary.com/definition/process.htmlhttp://www.businessdictionary.com/definition/product.htmlhttp://www.businessdictionary.com/definition/qualification.htmlhttp://www.businessdictionary.com/definition/set.htmlhttp://www.businessdictionary.com/definition/set.htmlhttp://www.businessdictionary.com/definition/data.htmlhttp://www.businessdictionary.com/definition/data.htmlhttp://www.businessdictionary.com/definition/system.htmlhttp://www.businessdictionary.com/definition/system.htmlhttp://www.businessdictionary.com/definition/accounting.htmlhttp://www.businessdictionary.com/definition/changes.htmlhttp://www.businessdictionary.com/definition/financial-statement.htmlhttp://www.businessdictionary.com/definition/item.htmlhttp://www.businessdictionary.com/definition/accounting-period.htmlhttp://www.businessdictionary.com/definition/trend.htmlhttp://www.businessdictionary.com/definition/company.htmlhttp://www.businessdictionary.com/definition/operations.htmlhttp://www.businessdictionary.com/definition/result.htmlhttp://www.businessdictionary.com/definition/product.htmlhttp://www.businessdictionary.com/definition/qualification.htmlhttp://www.businessdictionary.com/definition/set.htmlhttp://www.businessdictionary.com/definition/data.htmlhttp://www.businessdictionary.com/definition/system.htmlhttp://www.businessdictionary.com/definition/accounting.htmlhttp://www.businessdictionary.com/definition/changes.htmlhttp://www.businessdictionary.com/definition/financial-statement.htmlhttp://www.businessdictionary.com/definition/item.htmlhttp://www.businessdictionary.com/definition/accounting-period.htmlhttp://www.businessdictionary.com/definition/trend.htmlhttp://www.businessdictionary.com/definition/company.htmlhttp://www.businessdictionary.com/definition/operations.htmlhttp://www.businessdictionary.com/definition/result.htmlhttp://www.businessdictionary.com/definition/process.html


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another item or combination are then calculated. 7atio analysis is used to evaluate various

aspects of a company;s operating and financial performance such as its efficiency,

li2uidity, profitability and solvency. The trend of these ratios over time is studied to check

whether they are improving or deteriorating. 7atios are also compared across different

companies in the same sector to see how they stack up, and to get an idea of comparative

valuations. 7atio analysis is a cornerstone of fundamental analysis.

BALANCE S4EET

A financial statement that summari$es a company&s assets, liabilities and

shareholders& e2uity at a specific point in time. These three balance sheet segments give

investors an idea as to what the company owns and owes, as well as the amount invested

by the shareholders.

The balance sheet must follow the following formula:

Assets = 'iabilities > Shareholders& 32uity

NEED FOR T4E STUD5

The purpose of financial analysis is to diagnose the information contained in the

financial statements so as to #udge the profitability and financial soundness of the firm.

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Finance plays an involved role in the health of the overall economy, which impacts

everyone, regardless of whether or not they have studied finance.

All businesses functions deal with finance because they need to be able to make

the financial argument for the funding of their pro#ects and to manage theirbudgets.

OBJECTIVES OF T4E STUD5

The study aims at evaluating the financial performance of 1yundai motors %ndia

'td in general and with the help financial statements in particular. The ob#ectives of the

study are as follows.

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9. To e(amine the financial position of 1yundai motors %ndia 'td.

8. To utili$ing and e(amine the efficiency of 1yundai ?otors %ndia 'td in managing

and assets by calculating li2uidity position.

@. To measure the operating efficiency with the help of profitability.. To suggest suitable measures wherever necessary which are to be e(amined by the

management

SCOPE OF T4E STUD5

The study covers the financial performance of 1yundai ?otors %ndia 'td only. The

study covers @ years reports i.e., from 8B9B-8B9@. %t does not include any other techni2ues

other than financial statements.

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LIMITATIONS OF T4E STUD5

The study is sub#ected to the following limitations.

9. The study is only pertaining to 1yundai ?otors %ndia 'td.

8. The study is restricted to financial performance of the organi$ation with no

attention given to finance C marketing.

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@. 6omparative statements are computed from historical accounting records. So, they

posses those limitations and weaknesses as accounting records.

. The study is purely based on the data in the form of Annual 7eports and appraisal

7eports.

D. The analysis has been done from past data financial statements of 1yundai ?otors

%ndia 'td.

45UNDAI MOTOR INDIA LTD

1yundai ?otor %ndia 'td is a wholly owned subsidiary of the 1yundai ?otor

6ompanyin%ndia. %t is the 8nd largest automobile manufacturer in %ndia.

1yundai ?otor %ndia 'imited was formed in E ?ay 9E by the1yundai ?otor

6ompanyof South orea. 0hen 1yundai ?otor 6ompany entered the %ndian in 9E

the 1yundai brand was almost unknown throughout %ndia. /uring the entry of 1yundai in

9E, there were only five ma#or automobile ?anufacturers in

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http://en.wikipedia.org/wiki/Hyundai_Motor_Companyhttp://en.wikipedia.org/wiki/Hyundai_Motor_Companyhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Hyundai_Motor_Companyhttp://en.wikipedia.org/wiki/Hyundai_Motor_Companyhttp://en.wikipedia.org/wiki/Hyundai_Motor_Companyhttp://en.wikipedia.org/wiki/South_Koreahttp://en.wikipedia.org/wiki/Hyundai_Motor_Companyhttp://en.wikipedia.org/wiki/Hyundai_Motor_Companyhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Hyundai_Motor_Companyhttp://en.wikipedia.org/wiki/Hyundai_Motor_Companyhttp://en.wikipedia.org/wiki/South_Korea


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%ndia.i.e. ?aruti,1industan, 5remier, Tataand?ahindra. /aewoohad entered the %ndian

automobile market with 6ielo #ust three years back whileFord,4peland 1ondahad

entered less than a year back.

For more than a decade till 1yundai arrived, ?aruti Su$ukihad a near

monopoly over the passenger cars segment because Tata ?otorsand ?ahindra were solely

utility and commercial vehicle manufacturers, while 1industan and 5remier both built

outdated and uncompetitive products.

4ISTOR5

1?%'&s first car, the 1yundai Santrowas launched in 8@ September 9G and was

a runaway success. 0ithin a few months of its inception 1?%' became the second largest

automobile manufacturer and the largest automobile e(porter in %ndia. 1yundai ?otor

%ndia 'imited !1?%'" is a wholly owned subsidiary of 1yundai ?otor 6ompany !1?6",

South orea and is the largest passenger car e(porter and the second largest car

manufacturer in %ndia.1?%';s manufacturing plant near 6hennai claims to have the most advanced

production, 2uality and testing capabilities in the country. To cater to rising demand,

1?%' commissioned its second plant in February 8BBG, which produces an additional

@BB,BBB units per annum, raising 1?%';s total production capacity to EBB,BBB units per

annum.

1?6 has set up a research and development facility !1yundai ?otor %ndia 3ngineering -

1?%3" in the cyber city of 1yderabad.

VISION AND MISSION

VISION:

H4ur Team provides value for your future.*

MISSION:

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http://en.wikipedia.org/wiki/Maruti_Udyog_Limitedhttp://en.wikipedia.org/wiki/Hindustan_Motorshttp://en.wikipedia.org/wiki/Hindustan_Motorshttp://en.wikipedia.org/wiki/Premier_Automobiles_Limitedhttp://en.wikipedia.org/wiki/TATA_Motorshttp://en.wikipedia.org/wiki/Mahindra_%26_Mahindra_Limitedhttp://en.wikipedia.org/wiki/Mahindra_%26_Mahindra_Limitedhttp://en.wikipedia.org/wiki/Daewoo_Motorshttp://en.wikipedia.org/wiki/Daewoo_Motorshttp://en.wikipedia.org/wiki/Daewoo_Cielo#1994.E2.80.931997:_Daewoo_Cielohttp://en.wikipedia.org/wiki/Ford_India_Private_Limitedhttp://en.wikipedia.org/wiki/Ford_India_Private_Limitedhttp://en.wikipedia.org/wiki/Ford_India_Private_Limitedhttp://en.wikipedia.org/wiki/Opel_India_Private_Limitedhttp://en.wikipedia.org/wiki/Honda_Siel_Cars_Indiahttp://en.wikipedia.org/wiki/Maruti_Suzukihttp://en.wikipedia.org/wiki/Maruti_Suzukihttp://en.wikipedia.org/wiki/Tata_Motorshttp://en.wikipedia.org/wiki/Tata_Motorshttp://en.wikipedia.org/wiki/Hyundai_Santrohttp://en.wikipedia.org/wiki/Maruti_Udyog_Limitedhttp://en.wikipedia.org/wiki/Hindustan_Motorshttp://en.wikipedia.org/wiki/Premier_Automobiles_Limitedhttp://en.wikipedia.org/wiki/TATA_Motorshttp://en.wikipedia.org/wiki/Mahindra_%26_Mahindra_Limitedhttp://en.wikipedia.org/wiki/Daewoo_Motorshttp://en.wikipedia.org/wiki/Daewoo_Cielo#1994.E2.80.931997:_Daewoo_Cielohttp://en.wikipedia.org/wiki/Ford_India_Private_Limitedhttp://en.wikipedia.org/wiki/Opel_India_Private_Limitedhttp://en.wikipedia.org/wiki/Honda_Siel_Cars_Indiahttp://en.wikipedia.org/wiki/Maruti_Suzukihttp://en.wikipedia.org/wiki/Tata_Motorshttp://en.wikipedia.org/wiki/Hyundai_Santro


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To create e(ceptional automotive value for our customers by harmoniously

blending safety, 2uality and efficiency. 0ith our diverse team, we will provide responsible

stewardship to our community and environment while achieving stability and security now

and for future generations.

ORGANI6ATIONAL C4ART

C%a''ifi(atio!Tit%$

Nam$!3mployment Status"

%nternal

/irector

6hairman!Standing" ?ong oo 6hung

/irector !Standing" 3ui Sun 6hung

/irector !Standing" 6hoong 1o im

/irector !Standing" Iap 1an Joon

3(ternal /irector !)on-Standing" Se in 4h

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/irector

/irector !)on-Standing" %l 1yung ang

/irector !)on-Standing" Joung 6hul Jim

/irector !)on-Standing" Sung %l )am

/irector !)on-Standing" Jou ae Ji

PRODUCTS

Ma!+fa(t+r$- %o(a%%7

9. 1yundai 3on

8. 1yundai Santro King

@. 1yundai )e(t Ien i9B

. 1yundai Irand i9B

D. 1yundai Kcent

E. 1yundai 3lite i8B

L. 1yundai Fluidic Merna

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http://en.wikipedia.org/wiki/Hyundai_Eonhttp://en.wikipedia.org/wiki/Hyundai_Santro_Xinghttp://en.wikipedia.org/wiki/Hyundai_i10http://en.wikipedia.org/wiki/Hyundai_Grand_i10http://en.wikipedia.org/wiki/Hyundai_Xcenthttp://en.wikipedia.org/wiki/Hyundai_Elite_i20http://en.wikipedia.org/wiki/Hyundai_Verna#Fourth_generation_.28RB.3B_2010.E2.80.93present.29http://en.wikipedia.org/wiki/Hyundai_Eonhttp://en.wikipedia.org/wiki/Hyundai_Santro_Xinghttp://en.wikipedia.org/wiki/Hyundai_i10http://en.wikipedia.org/wiki/Hyundai_Grand_i10http://en.wikipedia.org/wiki/Hyundai_Xcenthttp://en.wikipedia.org/wiki/Hyundai_Elite_i20http://en.wikipedia.org/wiki/Hyundai_Verna#Fourth_generation_.28RB.3B_2010.E2.80.93present.29


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G. 1yundai )eo Fluidic 3lantra

Im)ort$-

9. 1yundai Sonata

8. 1yundai Santa FeThird Ieneration

AC4IEVEMENTS

A+2+'t 118 "91: 3lite i8B )ational 'aunch at )ew /elhi.

Mar(& 18 "91: Kcent )ational 'aunch at )ew /elhi.

F$r+ar7 1;8 "91: /)A Awards 8B9@-9 Irand i9B wins N1atchback of the

Jear;.

F$r+ar7 1;8 "91: 6 Top Iear ?aga$ine Awards 8B9@ Irand i9B wins NSmall

car of the Jear;.

F$r+ar7 08 "91: 3T Oigwheels Awards 8B9@ Irand i9B wins the N6ompact car

of the Jear;. F$r+ar7 08 "91: Irand i9B wins ?otor Mikatan NSmall 6ar of the Jear;.

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http://en.wikipedia.org/wiki/Hyundai_Elantrahttp://en.wikipedia.org/wiki/Hyundai_Sonatahttp://en.wikipedia.org/wiki/Hyundai_Santa_Fehttp://en.wikipedia.org/wiki/Hyundai_Elantrahttp://en.wikipedia.org/wiki/Hyundai_Sonatahttp://en.wikipedia.org/wiki/Hyundai_Santa_Fe


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F$r+ar7 08 "91: Auto ild %ndia C 6ar0ale - The Iolden Steering 0heel

Awards 8B9 : Irand i9B wins N1atchback of the Jear;.

F$r+ar7 08 "91: Santa Fe 'aunch at Auto e(po.

F$r+ar7 8 "91: Ilobal ?edia 5review of Kcent in )ew /elhi.

Ja!+ar7 ,98 "91: 6)6 TM 9G 4verdrive Awards 8B9: Irand i9B has been

awarded the NSmall 6ar of the Jear; and Irand i9B P8 has been awarded the

N3ngine of the Jear;.

Ja!+ar7 108 "91: 6ar %ndia C ike %ndia Awards 8B9: Irand i9B has been

awarded the N1atchback of the Jear; and 1?%' has been awarded the NAutomobile

of the Jear;.

Ja!+ar7 1,8 "91: )/TM 6ar C ike Awards 8B9: Irand i9B has been awardedthe N6ar of the Jear; and N3ntry 1atchback of the Jear; and 1?%' has been

awarded the N6ar manufacturer of the Jear;.&.

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1yundai Irand wins )/TM 6ar and ike 8B9 6ar of the Jear Award

1yundai 3lantra 0on the &est /esign and Styling& Award at &loomberg PTM

Auto 6ar %ndia 8B9@&

1yundai 3lantra 0on the &Saloon 6ar of the Jear& Award at &loomberg PTM Auto

6ar %ndia 8B9@&

1yundai 3lantra 0on the &3(ecutive 6ar of the Jear& Award at &6ar %ndia C ike

%ndia Awards 8B9@&

1yundai 3lantra 0on the &6ar of the Jear& Award at &6ar %ndia C ike %ndia

Awards 8B9@&

COMPARATIVE BALANCE S4EET AS ON ,1STMARC4 "919= "911

Parti(+%ar': "919 "911 INCREASE

VALUE

DECREASE

VALUE

Ca)ita% = Liai%iti$':

Total share capital9,99.G 9,9D9.G8

@E.@

32uity share capital9,99.G 9,9D9.G8

@E.@

Share application

B B.8

B.8

5reference share capitalB B B

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7eservesDB,[email protected] D@,@G.G8

@@D.@

7evaluation 7eservesB B

B

)et worthD9,E9G.@L DD,BB.@

@L8.DE

/eposits8B8,B9E.EB 88D,EB8.99

[email protected]

orrowings,[email protected] 9B,DD.8G

9D8B.L9

Total /ebt";8"


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@. 6urrent assets are more when compared to the current liabilities, so li2uidity

position is satisfactory.

. /eposits are increased in 8B99 when compared to the 8B9B with amount of

[email protected]

D. 7eserves is increased in 8B99 when compared to the 8B9B with amount of @@D.@

E. /eposits are more when compared to the reserves.

L. 6apital share value increased in 8B99 when compared to the 8B9B with amount of

@E.@

COMPARATIVE BALANCE S4EET AS ON ,1ST

MARC4 "911= "91"

Parti(+%ar': "911 "91" INCREASE

VALUE

DECREASE

VALUE

Ca)ita% = Liai%iti$':

Total share capital9,9D9.G8 9,9D8.LL

B.D

32uity share capital9,9D9.G8 9,9D8.LL

B.D

Share applicationB.8 8.@

8.9


7eserves D@,@G.G8 D,8DB.B [email protected] 7eserves

B BB

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)et worth0089;9.;, 9890."0

D@9.@8

/eposits88D,EB8.99 8DD,.E

8GL.GD

orrowings9B,DD.8G 9B,9E.9

@BE9B.E@

Total /ebt,,0810.,; ,;08.


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. /eposits are increased in 8B98 when compared to the 8B99 with amount of

8GL.GD

D. 7eserves is increased in 8B98 when compared to the 8B99 with amount of [email protected]


L. 6apital share value increased in 8B98 when compared to the 8B99 with amount of

B.D

COMPARATIVE BALANCE S4EET AS ON ,1STMARC4 "91" = "91,

Parti(+%ar': "91" "91, INCREASE

VALUE

DECREASE

VALUE

Ca)ita% =

Liai%iti$':Total share capital

9,9D8.LL 9,[email protected]

32uity share capital9,9D8.LL 9,[email protected]

B.GL

Share application8.@ .G

8.B


7eserves D,8DB.B ED,DL.G E8L.LD7evaluation 7eserves

B BB

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)et worth9890."0 8390.;

[email protected]

/eposits8DD,.E 88,[email protected]@

@[email protected]

orrowings9B,9E.9 9D,@9.

D9LE.DG

Total /ebt,;08.


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. /eposits are increased in 8B9@ when compared to the 8B98 with amount of

@[email protected]

D. 7eserves is increased in 8B9@ when compared to the 8B98 with amount of E8L.LD


L. 6apital share value increased in 8B98 when compared to the 8B99 with amount of

B.GL

BALANCE S4EET

Ba%a!($ S&$$t of 45UNDAI i! R'. Cr.

Mar >1, Mar >1" Mar >11 Mar >19

Ca)ita% a!- Liai%iti$':

Total Share 6apital 9,[email protected] 9,9D8.LL 9,9D9.G8 9,99.G

32uity Share 6apital 9,[email protected] 9,9D8.LL 9,9D9.G8 9,99.G

Share Application ?oney .G 8.@ B.8 B

5reference Share 6apital B B B B

7eserves ED,DL.G D,8DB.B D@,@G.G8 DB,[email protected]

7evaluation 7eserves B B B B

N$t #ort& 8390.; 9890."0 0089;9.;, 0181


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orrowings 9D,@9. 9B,9E.9 9B,DD.8G ,[email protected]

Tota% D$t ,38;00.1" ,;08.


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6urrent liabilities are decreased in 8B9@ when compared to the 8B98 with amount

of GED.B

/eposits are more when compared to the reserves.

6apital share value increased in 8B98 when compared to the 8B99 with amount of9.

SUGGESTIONS:

Some of the recommendation and suggestion are as follows:

The attention is re2uired on the areas of growth, profitability, service level and

building talent.

To increase the profit of bank, bank should decrease their operating e(penses and

increase their income.

To increase its li2uidity, bank should keep some more cash in its hand instead of

giving more and more advances.

%ntroduce 2uality consciousness and standardi$ation of the work system and

procedures.

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There is need to build the knowledge and skill base among the employees in the

conte(t of technology.

5erformance measure should not only cover financial aspects i.e. 2uantitative

aspects and also the 2ualitative aspects.

BIBLIOGRAP45

9. Financial management -han, #ain

8. SA5? +5rasanna 6handra.@. F.A.A

#$'it$':

Ioogle.com

0ikipedia.com

1yundaimotors.ltd.com

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