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STATEMENT OF THE PROBLEM

Trade credit arises when a firm sells its products or services on credit and does not

receivable immediately. It is an essential marketing tool, acting as a bridge for themovementof goods that the production and distribution stages to customers. Credit creates

Receivablesor Book Debts which the firm is expected to collect in the near future. Book debts or

receivable arising out of credit receivable constitutes a substantial portion of currentassets ofthe firm.

Receivables constitute a substantial portion of current assets of several firms. After

the inventories, trade debtors, are the major components of the current assets. They form

one-third of the current assets. Granting credit and creating debtors amount to theblockingof funds. The interval between the date of sale and the date of payment has to be financed

out of the working capital. Thus, trade debtors represent investment. As substantial

amountsare tied up in trade debtors, it needs careful analysis and propermanagement.

An attempt is made in the project work to analyze the efficiency of receivable

management of the sample unit.

SVCCS, CTR (M.B.A Dept.)

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INTRODUCTION

Finance is aptly described as the lifeblood and nerve centre of any business. It isjust

as the circulation of blood, an essential system in the human body to keep and alive.

Finance is vital input for the smooth functioning of the business. Every business

enterpriseirrespective of its size and nature needs finance to carry on its operations and achieve its

target.

FINANCIAL MANAGEMENT:

Definition:

Business finance can broadly define as activity concerned with planning,organizing,

controlling and administration of funds used in business.

Financial management as an application of general managerial principles to thearea

of decision-making.

Working capital refers to a firms investment in short-term assets viz, cash, short-term

securities.

Current assets are to be managed in an efficient manner. Receivables represent an

important component in current assets of a firm. Management of receivables is havingmoresignificance in order to avoid blockage of funds in receivables.

RECEIVABLES MANAGEMENT

The term receivable is defined as debt owed to the firm by customers arising from

sale of goods or services in the ordinary course of business. Receivables management is

also called trade credit management. Thus, accounts receivable represent an extensionofcredit to customers, allowing them a reasonable period of time in which to pay for thegoodsreceived.

These receivables come under current assets as they sooner are converted intocash.

Accounts receivables are the second most liquid form of assets of the firm. Skill full

administration of the receivables management is therefore of prime importance to the

business. The very reason of credit sales is to expand sales volume. Trade credit is

considered as an essential marketing tool, acting as a bridge for the movement of theproducts through production and distribution stages to thecustomers.


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DEFINITION OF ACCOUNTS RECEIVABLE MANAGEMENT:

ACCOUNTS RECEIVABLES:

Receivables represent amount owed to the firm as a result of sale of goods orservices in the ordinary course of business

RECEIVABLES MANAGEMENT:

Receivables management is the process of making decisions relating toinvestmentin trade debtors

A firm investment in accounts receivable depends upon volume of credit sales andcollection period.

The three major areas involved in accounts receivables management includes creditpolicy, credit terms and collection policies.

CREDIT POLICY

The credit policy of a company is considerably influenced by the practices followedby the industry.

The credit policy of a firm provides the framework to determine,

1. Whether or not to extend a credit to customer and2. How much credit to extend.

The credit policy decision of a firm has a two broad dimensions:

1. Credit standards2. Credit analysis

CREDIT STANDARDS

The term credit standards represents the basic criteria for the extension ofcreditof customers. Our aim is to show what happens to the trade-off when standards arerelaxedor, alternatively, tightened.The tradeoff with reference to credit standards are:

yyyy

The collection costsThe average collection periodLevel of bad debt lossesLevel of sales


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CREDIT ANALYSIS

Besides establishing credit standards a firm should develop procedures forevaluating

credit applicants. The second aspect of credit policies is credit analysis and investigation.Thetwo basic steps that are involved in the credit investigation process

are:

y

y

Obtaining credit information

Analysis of credit information

Credit information can be obtained by both internal and external sources. Internal

sources includes various forms and documents that are filled by the customers, recordsofthe firm. External sources to assess the credit worthiness of the customers arepublishedfinancial statements of the customers, bank references, trade references, credit bureau

reports.

Information gathered can be analyzed by both qualitatively andquantitatively.

CREDIT TERMS

The second decision in accounts receivables management is the credit terms.After

the credit standards have established and the credit worthiness of the customers hasbeenassessed, the management of a firm must determine the terms and conditions of which

trade credit will be made available. The stipulations under which goods are sold oncreditare referred to as credit terms.

CREDIT TERMS HAVE THREE COMPONENTS

1. CREDIT PERIOD

In terms of the duration of time for which trade credit is extended during this period

the overdue amount must be paid by the customer. A firms credit period may begovernedby the industry norms. But depending on its objective, the firm can lengthen the credit

period.

2. CREDIT DISCOUNT

If any, which the customer can take advantage of, that is, the overdue amount will bereduced by this amount. The firm uses cash discount as a increase in sales andacceleratecollections from customers.

3. CREDIT DISCOUNT PERIOD

Which refers to the duration during which the discount can be available of these termsareusually.


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COLLECTION POLICIES

The third area involved in the accounts receivables management is collectionpolicies. They refers to the procedures followed to collect account receivables when,afterthe expiry of the credit period, they become due. These policies cover two aspects.1. DEGREE OF COLLECTION EFFORT

To illustrate the effect of the collection effort, the credit policies of a firm may becategorized into

yy

Stringent/LightLenient

The collection policy would be tight if very rigorous procedures are followed a tightcollection policy has implications which involve benefits as well as costs

.

2. TYPES OF COLLECTION EFFORTS

The second aspect of collection policies related to the steps that should betaken to collect over dues from the customers. The steps usually taken are

yyyyy

Letters, including reminders, to expedite payment.Telephone calls for personal contact.Personal visits.Help of collection agencies and fully.Legal action.

1. The aim should be to collect as early as possible; genuine difficultiesthe customers should be given due consideration.

2. The management of receivables involves crucial decision in 3 areascreditpolicies, credit terms, collection policies.

of

3. The objective of receivables management therefore is to have a trade-offbetween the benefits and costs associated with the extension of credit.

4. The extension of credit involves risk and cost. The benefits areincreasedsales and anticipated increased profits/incrementalcontribution.


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INDUSTRY PROFILE

Industry Overview:

The total Indian storage battery market is approximately estimated at US$ 500Million

with the automotive battery segment contributing 60 to 65 percent of the overall marketvalue. In terms of volumes, the overall consumption of automotive batteries could bearound6.3 million units with the OE segment comprising around 1.2 to 1.3 million units perannum,according to an interview with the Executive Vice President of ARBL that was published on

the website chennaibest.com. The late 1990s also saw a surge in the sales of thepassengercar segment for around 2 years due to certain factors like the software boom, lowering of

interest rates, etc. - which increased the overall sales of batteries. The automotive sectordidnot see any significant growth during the early part of the new millennium and is slowly

showing signs of growth during this financial year. This factor also adds to the demand intheaftermarket as more number of cars was sold around 2 to 3 years back which is generallythelife of a lead acid battery. The replacement automotive battery market is expected to growata healthy rate in the coming years.

The SLI market in the Indian subcontinent is a highly fragmented industry with afew

manufacturers in the organized segment and a lot many belonging to the tier 2 / tier 3

categories which have a regional presence and thrive especially among the semi urbanandrural areas.

Role of Technology

With the advent of newer more advanced technologies, the consumer is getting the

best of both worlds; a superior product at an affordable price. ARBL sells its automotive

battery under the brand name Amaron which is the country's first Zero Maintenance Free

Automotive battery while the competitors had only maintenance free batteries thatneededtopping up of distilled water. Today, all the leading manufacturers are also offering asimilarproduct with focus shifting towards offering a technologically superior product. Amaronwasalso the first to talk about what goes into making a great product. It spoke of having silver

inside which is used as an alloy mix that actually increases the battery life and this wasthefirst attempt by any battery manufacturer to educate theconsumers.Fuddy Duddy Category to Creative Advertisement of the Year

The interest level shown by any car owner to a battery revolves around only whenthe

car fails to start. Amaron therefore realized the need to make the consumer think about


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automotive batteries, because thinking before a purchase will definitely lead to acomparisonamong the brands available in the market.

Amaron thus went ahead with its "Chicken Leg" media campaign that created astorm

in the advertising industry and made people look to this relatively new player in the

batteryindustry. Over the years, the creative bent of all its campaigns starting from the mediablitz,to below-the-line campaigns have been towards educating the consumer about abattery.

The lead shown by ARBL was quickly followed by the others, with Exide Industries

sponsoring a cricket series in India for the first time with the campaign "India moves on

Exide" becoming a major success.

All this action in the automotive battery industry did not go unnoticed. Anautomotive

battery manufacturer (Amaron) for the first time was in the same league as mega adspenderslike Coca Cola, Times of India, and others and won the Creative Advertiser of the Year,

which was a shot in the arm for the entire automotive batteryindustry.Distribution

For the success of any aftermarket product, availability of the same is as importantas

the product quality and competitive pricing which go a long way in increasing the visibility

and creating a network across markets. Here again, the leading automotive battery

manufacturers became aggressive in extending their reach to the nooks and corners of the

country and also moved away from the traditional distribution network and insteadappointeddealers and distributors who were the first timers to the battery business like service

outlets ofsome of the automobile majors like Maruti, Hyundai, Telco, Ashok Leyland, Hindustan

Motors etc, roadside mechanics and lube shops etc., which went a long way in increasingthereach and visibility. There has been certain uniqueness that has been brought into the

business by establishing exclusive outlets with some flashy names like "Pitstops" and

"Terminals" which was never seen earlier in this industry. All this, resulted in taking the

smaller / regional manufacturers head on and helped in building better brand recall and

awareness among the end users.

Global scenario:

Global Opportunities for Advanced Battery Technologies in Automotive

Applications, 1998 to 2008 is a multi client report designed specifically to providesubscribeswith an accurate and independent assessment of emerging opportunities in theautomotivebattery industry. In addition to providing invaluable information and insights into


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developments in starting, lighting, and ignition (SLI) technology, the report focuses

specifically on opportunities emerging from electric vehicles and hybrid electricvehicles.The report provides material suppliers, advanced battery companies, automotive original

equipment manufacturers, investors, and others with an excellent resource to build soil,

strategic plans and respond to competitive forces, emerging technologies, and evolving

market needs. Specifically, the report assists subscribers in growing their business by

providing the following:

Features:

Identification of the issues and timing for large scale commercial implementation of

advanced battery technology in the global automotiveindustry.

y Unbiased global scenario forecasts of commercial systems to 2003 and2008.y Forecast of material requirements for advanced batteries.

y Profiles of companies those are active in this field.

Benefits:

Identification of emerging business opportunities for advancedbatteries

y New SLI technologies

y HEVs

y EVs

y Competitive intelligence for use in bench marking

y A resource for screening potential merger and acquisition candidatesThe business:

Revenues for the global battery market reached an estimated $30 billion in 1998.SLI and

related secondary battery applications represent approximately one-half of the overall

revenues and are mostly utilized in automotive applications. High-performance secondary

batteries used in such applications as portable electronics represent approximately 15% oftheoverall battery market. These high-performance secondary batteries have the fastestgrowthrates, at over 10% a year. Primary batteries represent the remaining one-third of battery

industry revenues.A battery is an electro chemical device in which the free energy of chemicalreaction

is converted in to the electrical energy. The chemical energy contained in the activematerialsis converted electrical by means of electrochemical oxidation reductionreactions.


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HOW BATTERY WORKS:

When you place the key in your cars ignition and turn the ignition switch ONa

signal sent to the battery. Upon receiving the signal, the battery takes energy that it hasbeen

strong in chemicals form and releases it as electricity power is used to crank the engine.Thebattery also release energy to power the cars light and others accessories. It is the only

device, which can store electrical energy in the form of chemical energy, and science it is

called as a storage battery.

SEALED MAINTENANCE FREE (SMF) BATTERY:

Sealed maintenance free (SMF) batteries technologies are leading the batteryindustry

in the recent years in automobile and industry battery sector around theglobe.

SMF batteries come under the rechargeable battery category so it can be used a

number of times the life of a battery. SMF batteries are more economical than cadmium

batteries. These batteries are more compact then the wet type batteries. It can be at any

position, these batteries are very popular for portable power requirements and space

constraint applications. The replacement market, on the other hand, is much longer. The

replacement market is characterized by the presence of large unorganized sector, which

constitutes around 55-60% of the total replacementmarket.

INDUSTRIAL BATTERIES:

Industrial batteries can be basically classified into two maincategories:

y

y

AUTOMOTIVE BATTERIES

STATIONARY BATTERIES

The automotive batteries are used in electric vehicles and forklifts. Thestationary

batteries used in Telecom, Railway and power industries have Registered a growth inexcessof 20% and this trend in likely to be continuing in the next 5

years.The industrial segment is highly technology is an important factor land is vital for

brand reference. The total demand for the industrial battery segment is met by indigenous

production with a small saves of about 10% of by imports. The demand for industrial has

grown slowly and steadily.


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RECYCLING OF BATTERIES:

Battery acid is recycled neutralizing it into water of converting it to sodium soleplatefor

laundry manufacturing. Cleaning the battery cases, melting the plastics and reforming itintopellets recycle plastic. Lead, which makes up 50% of every battery, is melted, poured into

slabs and purified.

PROSPECTUS OF SMF\ VRLA BATTERIESD IN INDIA:

The following factors are influencing demand of VRLA technology batteries.

y

y

y

Entry of multinationals in telecom industry.

DOTS policy decision to upgrade the overall technology base.

Constraints in the use of conventional battery in radio

TELECOM:

The government policy to increase the capacity from 10 million lines by2000

increased the demand for storage batteries considerably. The value added services likeradiopaging and cellular will increase the demand for storage batteries in futureconsiderably.

RAILWAY:

In railways, the demand estimate is based on the annual post production

whichcomes to 2500 numbers by railways itself and 1000 numbers more by various othersegments,plus replacements demand and annual requirements for railwayelectrification.

POWER SECTOR:

In power sector the estimated 90 private power projects which are expected toproduce

40000 MV with approximate capital outlay of Rs. 1, 40,000 crores would keep the industry

figured brighter in the coming years. The demand for VRLA batteries is increased due toitsperformance over the conventional batteries. So it is more acceptable to the

consumers.

VALUE REGULATED LEAD ACID BATTERIES:

In the recent years in automobiles and industry battery sector around the globeVRLA

batteries have become the preferred choice in various applications such as uninterrupted

power supply, emergency lights, security systems and weighting scales. VRLA batteriesareleak- proof, explosion resistant and having life duration of 15-20 years. These batteries


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withstand the environment conditions due to high technology, in built in the batteries.Eachcell is housed in a power coated steel tray making them convenient to transport and

installation. So transit damages are minimized in case of thesebatteries.

AMARA RAJA GROUP OF COMPANIES:

y

y

y

y

y

AMARA RAJA BATTERIES LIMITED (ARBL), karakambadi, Tirupathi.

AMARA RAJA POWER SYSTEMS PVT.LTD (ARPSPL), Karakambadi, Tirupathi.

MANGAL PRECISION PRODUCTS PVT LTD (MPPL), karakambadi, Tirupathi.

MANGAL PRECISION PRODUCTS PVT LTD (MPPL), petamitta, chittoor.

AMARA RAJA ELECTRONICS PVT. LTD (AREPL), Dighavamagham, Chittoor.

ENVIRONMENTAL PROGRAMS:

y

y

y

y

Advancement for ISO-14001 Certification.

Health monitoring and industrial safety program.

Both personnel and industrial programs.

Start-up of environment management system (EMS)implementationPrograms.

y

y

y

y

Nil discharges and lowest emission awareness and implementationprogram.Waste reduction program.

Energy conservation program.

Continuous and massive greenbelt development program ground waterlevelimprovement program.

y Central wastage collection, treatment, storage on safe disposal personal healthsafeguarding program.


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AWARDS:

y The spirit of excellence

- awarded by academy of fine arts, Tirupathi.

y Best entrepreneur of the year 1998

- awarded by Hyderabad management association

y Industrial economist business excellence awards 1991

- awarded by the industrial economist, Chennai.

y Excellence award

- Institution of economic studies (New Delhi).

y Udyog ratton award

- Institution of economic studies (New Delhi).


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COMPANY PROFILE

B and incepti n of t e company:

Amara Raja Batteries td:

Amara Raja Batteries imited (ARBL Company incorporated under t e companys

act 1956 in 13t

1990.

ARBL is t e first company in India to manufacture VRLA (value regulated lead acid)

Batteries. The main objective of the company is manufacturing of good quality of SEALEDMAI TE A CE REE lead acid batteries (SMF). The company was set up with Rs.1920

lakhs in 18 acres area near Karakambadi village, Renigunta Mandal. The project site is

notified Under B category.

The company has the clear-cut policy of direct selling without any intermediate. So

they have set up si branches and are operated by corporate operations office located in

Chennai. The company has virtual monopoly in higher A.H (Amp Hour) rating market its

product VRLA. It is also having the facility for Industrial and Automotive Batteries.

Mr. Galla Rmachandra aidu, chairman who is an RI having engineering background

promoted AMARA RAJA BATTERIES LTD. in 1985 at Karakambadi Village near

Tirupathi. He also seeded HARSHA ELECTR NICS vt. Ltd. in 1990 at Karakambadi

t

ebruary 1985 and converted into public limited company on 6 September

Village near Chittoor and AMARA RAJA ELECTR NICS Ltd. in 2000 at Diguvamagham

village near Chittoor. Before embarking on this venture he worked as senior projectengineer

S S

A

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with M/S Sergeant& Lundy, USA (power consultants) for about 20 years. Prior to this, he

worked as an Electrical Engineer for US Steel Corporation for about 3years.

In 1989, ARBL has entered into Industrial Battery market with Technical alliance

with GNB Batteries, USA to promote advanced Maintenance Free Valve Regulated Lead

Acid (MF-VRLA) batteries prior to setting its own facilities ARBL Imported the product in

semi-Knocked down condition. In September 1990, it was converted into a public limited

company and its IPO (Initial Public Offer) in January 1991 aggregating Rs.59.5Million. It

was formed to manufacture Maintenance-free, sealed lead acid batteries in whichcommercialproduction commenced from May 1992. Despite its initial technical support from GNB

Batteries, during the financial year 1998 ARBL ceded a 23.7% stake to Johnson ControlsInc.USA, at a premium of Rs.75 per share to cement a financial and technical tie-up to forayintoAutomotive Batteries. Besides having overall control of the company as the chairman

Mr.R.N.Galla. His son, Mr. Jayadev Galla, who is acting as a managing director of the

company, has worked earlier with GNB Battery Technologies, USA as an InternationalSalesExecutive.

Nature and business carried:

ARBL comprises of two major divisions viz,

.4.

.5.

.6.

Industrial Batteries Division (IBD)

Automotive Batteries Division (ABD)

Small Batteries Division (SBD)

Industrial battery division (IBD)

Amara raja has become the benchmark in the manufacture of industrial batteries.

India is one of the largest and fastest growing markets for industrial batteries in the worldandAmara raja is leading the front with an 80% Market share for stand by VRLA batteries. It is

having the facility for producing plastic components required for industrialbatteries.


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Incorporation:

ARBL is the first company in India to manufacture VRLA batteries. The company has

setup of Rs. 1920 lakhs. Plants in 18 acres in karakambadi village, nearTirupati.

ARBL was established in the year 1985 as private limited and then it has been

changed into public limited company with the advent of GNB industrial batteries USA, for

manufacturing sealed value regulated.

Capacity

The actual installed capacity of IBD is over 4, 00,000 cells per annum and utilization

capacity is reached over 3, 50,000 cells per annum.

Automotive Battery Division (ABD)

ARBL inaugurated its new automotive plant at karakambadi near Tirupati. On

September 2001 this plant part of the most completely integrated battery manufacturing

facility in India with all critical components including plastics sourced in house fromexistingfacilities on site. This gives Amara raja is having complete control own inventory and

product quality in this project, Amara raja strategic alliance partners Johnson Controls USA

have closely worked with their Indian counterparts to put together the latest advances in

manufacturing technology and plant engineering. It is also having the capacity for

producingplastic components required for automotive batteries.

Capacity:

Amara Raja has a replacement Battery Brand Amaron hi-life. ARBL has a capacity

for manufacture of around 1,000,000 units at its facility at Tirupati with an investment ofUS$ 10.00 million. A Greenfield project is planned at the same site with an additional

investment of US $6 million to augment capacity to 2 million batteries. The Amaron hi-life

battery is a product of the collaborative efforts of engineers at Johnson Controls Inc. and

Amara Raja. This Zero maintenance product incorporates the latest technologicaladvances inthe field and is on par with batteries manufactured and marketed in developed countries.Afully charged, factory-activated battery provides extra high starting performance andpower atany temperature.


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Mi i

Mi i n:

, vi i and hi

Mission, mantra, way of thinking, philosophy, what we live for call it what you want,

youll find it below.

To transform our spheres of influence and to improve the quality of life by building

institutions that provide better access to better opportunities, goods and services to more

peopleall the time.

Introduce latest generation technologies:

y

y

Adapt these technologies to suit the operating environment

Develop and manufacture globally competitive, customer-focused products ofworld-class quality.

yy

Responsibly introduce these products into relevant markets.Provide world-class customer support.

Vision:

In January 2007, ARBL announced expansion plans to invest Rs.84 crores to set up the

combined manufacturing capacity of 3.2 million units for 2-wheeler batteries and small

VRLA batteries for UPS applications. Currently 1 million units combined capacity is ready

and will scale up to 3.2 million units by F 2010.

Product profile:

Automotive battery products:Four-wheelers:

1. Amaron hi- ay

Amaron hi-way truck batteries-lasts long,

really long

Amaron hi-way truck batteries, brought to

you by Amara Raja Batteries Limited

(ARBL), the largest manufacturer of Stand-

by VRLA Industrial Batteries in the Indian.

S S "' %$ "#"!(&

A

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2. Amaron pro hi-life

Amaron PR hi-life batteries design features and

benefits

Longest life thanks to the reformulated Advanta

paste recipe.

Zero maintenance high heat technology, premium silver

alloys for a low-corrosion and no top-ups experience.

Highest cranking power largest intercell welds, 19mm

lugs.

Amaron harvest

Types of Harvest tractor batteries

75 Ah TRA 500 D31R/L

90 Ah TRA 600 H29R/L

. Amaron shield

Amaron shield power Infinite

The new Amaron shield, with an unheard of 24

months warranty. A product of Amara Raja

Batteries Limited, Amaron shield is a result of a partnership between the Amara Raja

Groupand Johnson Control Inc, USA, the global leader in interior experience, building efficiency

and power solutions.

Amaron shield design features and benefits Long life

the robust plate design and a ribbed container provide

extra strength and improved resistance to corrosion.

Ultra low maintenance the special hybrid alloy

system minimi es water loss, making the battery ultra

low maintenance and ensuring longer life.Ready to install factory charged, wet shippedandequipped with T3 terminals.Charge acceptance the unique paste formulation providesforquick charging between power failures.

3 20 1 00)S S 6A 98 67654B@

A

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4. Amaron go:

Amaron go batteries design features and benefits

Long life thanks to the reformulated advanta pasterecipe.Maintenance free High heat technology, premium silver alloys for a

low-corrosion and no top-ups experience.

Factory fresh wet shipped and ready to fit.

5. Amaron fresh

6.Amaron optima

Optima yellow top: deep cycle batteries for extreme

applications

Optima blue top: for twice the life of traditional marine

and RV batteries

Optima red top: the battery that withstands the most

vibrations

G FD E DDCS S PU SR PQPIHVT

A

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Applications:

O.E.Customer

Hyundai(Santro)

Maruthi Udyog Ltd(Wagon R)Maruthi Udyog Ltd(Swift)

GMIL(Tavera)

GMIL(Optra)

Ashok Leyland(Goods)

Ashok Leyland(Passenger)

Ashok Leyland(Goods)

M&M(Scor/Comm/Marshall)

M&M(Bolero)

M&M(Champion)

M&M(Tractors-All Types)

HONDA(City)

HONDA(Accord)

TELCO(Ace-Cub)

TELCO(207DI/Sumo/Variants)

TELCO(Safari-CRDI)

TELCO(Telco709/907)

TELCO(1613)

TELCO(1313/1512)

SWRAJ MAZDA(Truck)

HML-Kolkata(Ambassador-D)

HML-Kolkata(Ambassador-P)

HML-Chennai(Lancer-P)

HML-Chennai(Lancer-D)EICHER Tractors(for available models)

INTERNATIONAL Tractors

Model Number

38B20R

38B20l38B20R

80D26R

55D23R

75D31R

HCVX00D04R

HCV500D31R

65D26R

75D31L

48D26R

TRA500D31L

34B19L

55B24L

38B20L

75D31R

95D31R

HCV700H29R

HCV800D04R

HCVX00D04R

75D31R

75D31R

55D26R

38B20L

95D31LTRA500D31R

TRA500D31R

Rating

12V35Ah

12V35Ah12V35Ah

12V60Ah

12V55Ah

12V75Ah

12V150Ah

12V80Ah

12V65Ah

12V75Ah

12V50Ah

12V75Ah

12V32Ah

12V60Ah

12V35Ah

12V75Ah

12V80Ah

12V100Ah

12V120Ah

12V150Ah

12V75Ah

12V75Ah

12V60Ah

12V35Ah

12V80Ah12V75Ah

12V75Ah


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T o wheelers:

Applications:

Vehicle

manufacturer

Bajaj

Bajaj

TVS

Bajaj Bravo

Saffire, sprit,wave

Scooty

AP-ATX2.5L

AP-ATX5L

Scooters Battery type

ES,Scooty AP-ATX5L

pep,spectra

Herohonda

Suzuki

Kinetic honda

Pleasure, Street

Access 125

Kinetic

hondaDX,Zx

kinetic Nova

EX,Blaze

135,Nova AP-ATX9

AP-ATX5L

AP-ATX5L

AP-ATX5L

a `X Y XXWS S di gf dedcbph

A

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Industrial battery division:

Amara Rajas Power Stack is a high performance battery designed to meet the

demands of a wide range of industrial applications. The power stack range is modular in

structure and is capable of accommodating a wide spectrum of capacities depending ontheapplication. Major application areas include telecommunications, power utilities, railways,

defence, and other heavy industries.

The advantages of powerstack at a glance:

y

y

y

y

y

y

The advantages of power stack at a glance

Design floats life of 20 years

Proven performance in harsh tropical conditions

Deep discharge capabilities

Unbeatable track record in applications across heavy industries

QS 9000 accredited across all functional areas and business ranging from

manufacturing to services.

y World class ISO 14100 accredited facility

u tr s rrqS S x xyxwv

A

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Quanta is not just another UPS battery, it is a UPS battery with a back-up for aback-

up.UPS battery is further backed by the world renowed technology that others cannotprovideyou with. Put simply, Quanta is the product of fail safe, fool-proof battery technology,-

produced and tested in our premier manufacturing facility and provides several firsts for a

battery of its kind.

The advantages of Quanta at a glance

y Unique heavy-duty, corrosion-resistant alloy for positive grids, to increase cyclic life

in a tropical environment.

y

y

y

y

Lower internal resistance for superior high-discharge performance.Interchange, a patented paste recipe for excellent chargeacceptance.Aesthetically designed with a rugged Flappon terminal protector that preventsshortsCompact, lightweight, factory-charged, explosion-resistant and environmentfriendlyclean and sleek looks.

y Apart from the technology itself, helping us meet our stringent quality norms is our

QS 9000 accredited manufacturing plant. All of which makes Quanta the unrivalled

choice for the smart UPS equipment buyer.

Power Control:

y They provide back-up critical installations in power generating units and provide

back-up power for transmission and distribution sub-stations like:

y

y

S S

North Chennai thermal power station

ARBL is an approved vendor for NTPC/NHPC and power Grid Corporation.

A

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Oil & gas:

1. ARBL provides integrated solutions for renewable energy back-up power for

ONGCs offshore platforms.

2. The island of Lakshadweep is powered through Amara Raja Power Systems.

3. They also provide back-up power for low power transmitters for Doordarshan.

Motive Power:

1. ARBL is the countrys first manufacturer of maintenance-free traction batteries used

in Forklifts and Pallet trucks.

Defence:

ARBL introduced new technologies for back-up power in defence, police and

paramilitary communication systems.

UPS & EPABX:

ARBL is the preferred suppliers for all leading UPS back-up manufacturers like APC,

Numeric, DB power, AP Lab, Electronics & Controls etc. our UPS batteries are the fastest

growing battery brand since its launch in July 2002 with a nation-wide footprint of salesandservice points and over 3,00,000 batteries in use at over 10,000 customersites.

Railways:

y

y

ARBL pioneered the use of maintenance-free batteries in the IndianRailways.Over 50% of Indian Railways two and three tier self-generation Air-conditioned

coaches are powered by ARBL.

y Over 40% of Railways Signalling and Telecom power supply solutions are provided

by ARBL.

Area of operation:

Regional: Leading battery manufacturer Amara Raja Batteries Limited launched Amaron

pitshop in Kakinada and Rajamundry today. With these the total number of pit shops inAndhraPradesh will grow to 14. The complete range of Amaron automotive batteries, the most

popular product from ARBL, will be available at the pit shop. Amaron pit shop is an

innovative concept pioneered by Amara Raja in the automotive batteryindustry.


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National: The Company currently has a pan-India sales and service network with 152

franchisees, 120 pit shops and over 15000 activeretailers.

Ownership pattern:

Shareholding of promoter and promoter group

Indian - 20.5427%

Foreign - 31.5187%

Public shareholding

Institutions- 15.1278%

Non-institutions - 32.8106%

Competitors information:

EXIDE: The Company was incorporated as Associated Battery Makers (Eastern) Ltd., on

31st January, 1947 under the Companies Act, 1913 to purchase all or any of the assets ofthebusiness of manufacturers, buyers and sellers of and dealers in and repairers of electricalandchemical appliances and goods carried on by the Chloride Electric Storage Company(India)Ltd, in India , since 1916 with a view thereto to enter into and carry into effect (either withorwithout modification) an agreement which had already been prepared and was expressedtobe made between the Chloride Electric Storage Co (India) Ltd on the one part and the

Company of the other part. The Company manufactures the widest range of storagebatteriesin the world from 2.5 Ah to 20,400 Ah capacities, covering the broadest spectrum of

applications. The Company has six factories strategically located across the country twoinMaharashtra, one in West Bengal, two in TamilNadu and one in Haryana. The Companys

predecessor carried on their operations as import house from 1916 under the nameChlorideElectrical Storage Company. Thereafter, the Company started manufacturing storage

batteriesin the country and have grown to become one of the largest manufacturer and exporter of

batteries in the sub-continent today. Exide separated from its UK-based parent, Chloride

Group Plc., in 1989, after the latter divested its ownership in favour of a group of Indian

shareholders. The Company has grown steadily, modernized its manufacturing processesandtaken initiatives on the service front. Constant innovations have helped the Company to


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produce the worlds largest range of industrial batteries extending from 2.5 Ah to 15000Ahand covering various technology configurations.

Atlas:

Manufacturer of Lead Acid Batteries from 32 180Ah

Total number of employees 51- 100

Location details:

Punjab Ludhiana transport nagar

Ludhiana

Punjab State

The other competitors in the market are Hyderabad Batteries Limited, Southern BatteriesLtd,Atlas batteries industries, Mico Bosch Automotive Batteries Ltd etc.

HIGHLIGHTS:

y

y

y

y

y

y

y

y

y

y

y

y

y

Amaron TM is the preferred supplier to Daimler Chrysler, Ford and General Motors

Automotive product of the year 2000 by overdrive

Excellence in Environmental management in 2002 by AP Pollution Control Board

Creative Advertiser of the year 02 by ABBY

Ford World Excellence Award

Ford Q1 Award

ISO - 9001 in 1997.RWTUV

QS 9000 in 1999.RWTUV

ISO/TS 16949 in 2004.RWTUV

Quality benchmarks

Best business practices as per JCI

ISO 14001 in 2002..RWTUV

Part of the worlds largest battery manufacturing alliance- Johnson Controls Inc.,

USA

y

y

Largest manufacturer of standby VRLA batteries for industrial application inIndiaAuto CAD for sheet metal design

(M.B.A Dept.)SVCCS, CTR

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y Largest & dominant market leader of standby batteries in Railways, Telecom,powergenerating stations in India

y One of the largest (designed for producing 2.5 million batteries p.a) and mostmodernautomotive battery plants in Asia

y Highly automated (oxide preparation to finishing; all processes and operations are

automated)

y Part of Amara Rajas highly integrated battery complex (most components are built

in-house)

y Industrial Economist Business Excellence Award 1991 by the IndustrialEconomist,Chennai.

y

y

y

y

y

y

Best Entrepreneur of the year 1998 by Hyderabad ManagementAssociation.Excellence award by Institution of Economic Studies (ES), New Delhi.

Udyog Rattan 1999 by Institution of Economic Studies (ES), New Delhi

Q1 vendor status by Ford India Limited 2003

World Excellence Silver Award by Ford USA

The spirit of Excellence by Academy of fine arts, Tirupathi


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Workflow model:

FIGURE1.6.1: AMARA RAJA WORK FLOW MODEL:

Oxide plant Grid casting

Plate Preparation

Assembly

Formation

Finishing

Dispatching


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Future growth and prospectus:

The company has plans of expanding its battery manufacturing capacity a robust50%

from 3.6 million units per annum to 5.4 million units per annum. The company intends to

make an investment of Rs 882 million for the expansion.

The company plans to expand the capacity of the industrial battery division, which

would incur a capital expenditure of Rs 650 million. The company would be investing Rs

1,134 million in setting up a facility at Tirupati for the manufacture of two wheeler andsmallVRLA batteries. The proposed Share valueinvestment would be spread over three years.Thecapacitys facility would increase to 5.74 million units Share value


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NEED FOR THE STUDY

The main purpose behind this project is to know how debts were procured byAmara

Raja batteries Limited. The study is on internal financing pattern of the debtorsreceivablesrelating to the wing of cash management to achieve more customers with better

excellence ofpolicies relating to domestic economy of the company. Therefore, clear analysis is to be

made to know the reasons & find out the measures to be taken to make the organizationmoresuccessful in acquiring debt amounts from its customers.


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SCOPE OF THE STUDY

The current study is undertaken for the purpose of analyzing receivablesmanagement

of Amar Raja batteries Ltd, which is situated at Tirupati, AndhraPradesh.

An extensive study is done on the blocking up of receivables and its retaining

activities, and the factors determining these receivables. The study concentrates on the

liquidity position of the firm, and a brief study is made on the techniques used by the firmforcollection.


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OBJECTIVES OF THE STUDY

The main objective of the current study is to know the company performancetowards

receivables action executing in ARBL. The prime objective is to analyze and evaluate the

receivables management and its performance in ARBL.

The following were the objectives of study were:

y

y

y

y

To know how the receivables were managed.

To analyze to what extent they were offering credit.

To know who were the major defaulters.

To know how much extent of cash is blocked as bad debts.


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RESEARCH METHODOLOGY

Methodology refers to the way adopted for collecting information for the purpose of

drawing inferences. Methodology plays a vital role in the analysis of the

study. Methodology is the science of system and a method of conducting a researchwork.

Data Collection:

The study is depends on primary and secondary data from varioussources:

Primary Data:

First hand information was collected from experts of finance department, on their

course of actions towards collections.

Secondary Data:

The Secondary data that is required for the studies is collected from the Schedules,

past notes, Budgets, through company websites and other statements provided byFinanceDepartment of AMARA RAJA BATTERIES LIMITED.


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LIMITATIONS

1. The data used is gathered mainly through secondary sources and no independentverification

has been done on the same.

2. Only five years financial reports have been considered i.e., from 2005 to

2009.3. And the total statements are given as secondary sources and they dont provide to gothrough

scrutiny of those statements.


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ANALYSIS FRAME WORK

CLASSIFICATIONS OF COLLECTION OPERATIONS:CCC

Preparation of Aging Schedules.

Credit Sales to Accounts ReceivablesStatement.

Collections to Accounts Receivables Statement.

The whole calculation part data has provided by the employees of Finance Department as

secondary source of data and there was no scope has given me to look into original

statements.when we step into the organization,we will see a wal hanger consists of A

LITTLE FROM EVERYONE CAN SAVE A LOT.

ANALYSIS OF AGING SCHEDULE

The company prepares monthly aging schedule to monitor its book debts.The debts

outstanding are broken down into branch wise entries.The aging schedules for the past

twoyears have been thoroughly analyzed to come out with average outstanding days of thebookdebts in the company is as follows overdue less than 30 days, 301to 60 days, 61 to 90days,91 to 180 days, 181 to 300days, 301 to 365 days and above 365 daysrespectively.

These reports are prepared especially for the extended over due accounts. The basicreason

is to develop a file of customers who require special attention either in the form of

statements,letters or other collection activity.

RECEIVABLES MANAGEMENT:

Accounts receivables are the second most liquid form of assets of the firm.the

receivables come into being as credit sales and constitute as one of the largest assets.Skillfull administration of the receivables management is therefore of prime importance to the

business. The very reason of credit sales is to expand sales volume. If the company is very

strict in granting credit to customers many sales may be lost that would other wisecontributeto the profits of the firm. Before going to quote the credit aspiration and credit practices at

Amara Raja Power systems Ltd.,


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What actually credit will create?

1. Company position.

2. Protection from competition.

3. Buyer states and Requirements.

4. Dealer Relationship.

5. Transit Delays.

6. Industrial practie

CREDIT POLICY AND PRACTICES AT AMARA RAJA POWER SYSTEMS LTD.

The sales of the company Amara Raja power systems ltd go on cash as well ascredit

terms. The trading division of the ARPSL sells its products, which it receives from the

factories on a credit period of 45 days,through the branches of the company located alloverthe country.

CREDIT POLICY

Credit Standards Credit Terms Collection Cash Discount

It is careful analysis

Risk

Specified

of the

Duration

Lower collection

influences lower

investment in

Receivables and Vice-versa.


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CREDIT STANDARDS

CREDIT STANDARDS ARE CRITERIA TO DECIDE THE TYPES:

Customers to whom goods could be sold on credit. If a firm has slow paying

customer its investment in accounts receivables will increase, the firm will also be

exposed tohigher risk of default.

CREDIT TERMS:

Specify duration of credit and terms of payment by customers, investment in

accounts receivables will be high if customer are allowed extended time period for making

payment.

COLLECTION EFFORTS:

Collection effort determine the actual collection period. The lower thecollection

the lower the investment in accounts receivables and vice-

versa.

GOALS OF THE CREDIT POLICY

Stringent credit policy

policy

Leninent credit

Less credit to customer as a

Results decrease in sales

M ore credit to customer as

it leads to increase in sales.


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CREDIT POLICY AND PRACTICES AT AMARA RAJA BATTERIES LTD.

The sales of the company Amara Raja batteries ltd go on cash as well as creditterms.

The trading division of the ARBL sells its products, which it receives from the factories onacredit period of 45 days,through the branches of the company located all over thecountry.If there is any changes in credit policy there will be change inthe

1. Volume of credit sales.

2. Default risk (or) Bad debts.

3. Costs.

4. Average collection period.

Looks for the period of presence of the customer in the business.

1. RAILWAYS

2. TELECOM

3. SERVICE OR SPARES

Looks for the character of the customer i.e., his willingness to pay the moral factor is of

considerable importance in credit position.

Looks for his ability to pay is evaluated by his financial position and the bank guarantee

given by him.

Based on the above factors the company analyses the customers and determine thecredit

limit to them. Every six months the company goes for the review of thecustomers.

When a customer is found to be regular in paying the dues within 30 days the

company may go for increase in the credit limit for the customer. In a small way, the new

customers are taken into consideration and given thecredit.

COLLECTION PROCEDURES:

The company follows a system of centralized control and decentralized collections. the

company does not employ any collection agency for its collection activities. The trading

division receives a statement of sales and outstanding daily from all the branches in the

country, to initiate appropriate actions. the sales offices are engaged in collection activity

andthe collection is done through CMP account and through Bankcheques.


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MONITORING BOOK DEBTS

The company classifies its book debts based on the number of outstanding days inthe

given following way:

OUTSTANDING DAYS

MORE THAN 300 DAYS

BETWEEN 180 DAYS

BETWEEN 90-180 DAYS

BETWEEN 0-90 DAYS

DEBTS CATEGORY

DISPUTES

BAD DEBTS

DOWBTFUL DEBTS

GOOD DEBTS.

CLASSIFICATION OF CUSTOMER ACCOUNTS:

An analysis of collection from aspects of accounts provides a useful measure of thepotential loss in the various customer classifications. Customer accounts may be classified

invarious categories.

1. Prime or excellent large. Well-established firms.

2. Good firms that are not large and have not yet established excellent creditreputations.

3. Restricted: firms that are limited to a definite credit line and

4. Marginal high risk accounts which must be watched.


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DATA ANALYSIS & INTERPRETATION

Analysis of Aging Schedule:

The company prepares monthly ageing schedule to monitor its book debts. The

outstanding are broken down into branch wise entries. The ageing schedules for the pasttwoyears have been thoroughly analyzed to come out with average outstanding days of thebookdebts of the company. On an average the outstanding days of the book debts in thecompanyis as follows:

Aging schedule for the year 005

Outstanding period

Not due0-30

31-6061-9091-180>181Total

Outstanding Receivables(values in Rs)32,23,38,60311,48,55,005

7,70,01,9502,55,44,5682,60,41,0309,63,22,62666,21,03,780

% of total outstandingreceivables48.68%17.34%

11.63%3.88%3.93%14.54%100%

60.00%

50.00%

40.00%

30.00%

20.00%

% of total outstandingreceivables

10.00%

0.00%

Not due 0-30 31-60 61-90 91-180 >181

ANALYSIS:

During the year 2005, the total outstanding receivables were Rs.

66,21,03,780.out of which 48.68% were not due, 17.34% receivables were

collected within 30 days, 11.63% were collected in between 31 days to 60

days, 3.88% were collected in between 61 days to 90 days, 3.93% were

collected in between 91 days to 180 days. The remaining 14.54% receivables

are taking more than 180 days.

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Outstanding period

Not due0-30

31-6061-9091-180>181Total


5,19,19,9233,94,65,0064,22,79,80910,77,48,08589,43,39,436


5.80%4.41%4.75%12.04%100%

60.00%

50.00%

40.00%

0.00%

20.00%

10.00%

0.00%

ANALYSIS:


89,43,39,436.out of which 52.53%were not due, 20.47% receivables were

collected within 30 days, 5.80% were collected in between 31 days to 60days,4.41% were collected in between 61 days to 90 days, 4.75% were collectedinbetween 91 days to 180 days. The remaining 12.04% receivables are taking

more than 180 days.

u tr s rrqS S x} {z xyxwv~|


Not due 0- 0 1-60 61-90 91-180 >181

A

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Outstanding period

Not due0-30

31-6061-9091-180>181Total


10,00,07,7962,80,30,6883,86,07,0546,32,06,1251,499,994,595


6.67%1.86%2.57%4.24%100%

70.00%

60.00%

50.00%

40.00%

0.00%% of total outstandingreceivables

20.00%

10.00%

0.00%

ANALYSIS:



collected within 30 days, 6.67% were collected in between 31 days to 60days,1.86% were collected in between 61 days to 90 days, and 2.57% were



S S

Not due 0- 0 1-60 61-90 91-180 >181

A

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Outstanding period

Not due0-3031-6061-9091-180>181Total

Outstanding Receivables(values in Rs)

1,575,899,20334,44,41,87622,02,53,4596,07,89,6685,07,57,6384,26,53,6952,294,795,539


68.67%15.00%9.59%2.65%2.23%1.86%100%

0.00%

0.00%60.00%

50.00%

40.00%

30.00%

20.00%

10.00%

0.00%


ANALYSIS:



collected within 30 days, 9.59% were collected in between 31 days to 60days,2.65% were collected in between 61 days to 90 days, and 2.23% were



S S

Not due 0-30 31-60 61-90 91-1 0 >1 1

A

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Outstanding period

Not due0-3031-6061-9091-180>181Total

Outstanding Receivables(values in Rs)1,330,159,21645,84,78,59910,73,51,7573,92,04,06111,57,01,7355,31,29,7502,104,025,117

% of total outstandingreceivables63.21%21.79%5.10%1.86%5.50%2.54%100%

0.00%

60.00%

50.00%

40.00%

30.00%

0.00%

10.00%

0.00%

Not due 0-30 31-60 61-90 91-180 >181

ANALYSIS:



collected within 30 days, 5.10% were collected in between 31 days to 60

days,1.86% were collected in between 61 days to 90 days, and 5.50% were

collected in between 91 days to 180 day The remaining 2.54% receivabless.


S S


A

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1) DEBTORS T RNOVER RATIO:

NET CREDIT SALES

DEBTORS TURNOVER RATIO = ---------------------------------

AVERAGE DEBTORS

Opening debtors + closing debtors

AVG DEBTORS = ----------------------------------------------------

2

YEARS2005-062006-072007-082008-09

Net credit sales391,85,58,196595,80,16,4041083,32,56,90413,177,230,047

Avg debtors75,31,13,338.5115,80,32,766.5186,21,13,498217,15,87,529.5

TIMES5.205.145.816.06

INTERPRETATION:

During the year 2005-06, the debtors turnover is 5.2 times.

In the year 2006-07, it was slightly decreased, but in the year 2007-08&2008-09 it

was increased to 5.81 times and 6.06 times respectively.

Overall it is in increasing trend.

S S

4.

.

.

TIMES

200 -0 200 -0 200 -08 2008-09

A

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) DEBTORS COLLECTION PERIOD(in days):

Avg debtors

= ----------------------------x365

Net sales

YEAR2005-062006-072007-082008-09

AVG DEBTORS75,31,13,338.5115,80,32,766.5186,21,13,498217,15,87,529.5

NET SALES391,85,58,196595,80,16,4041083,32,56,90413,177,230,047

IN DAYS70.1470.9462.7360.15

75

70

65

60

55

50

2005-06 2006-07 2007-08 2008-09

IN DAYS

INTERPRETATION:

During the year 2005-06, the debtors collection period was 70.14 days.

In the year 2006-07, it was slightly increased to 70.94 days, but in the years 2007-08

and 2008-09 it was decreased to 62.73 days and 60.15 daysrespectively.

The above table reflects, the firm is maintaining strict collection policy.

S S

A

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FINDINGS

1. The credit worthiness and credit limit of customer is determined by the character and

financial position of a customers and period of presence in thebusiness.

2. The transactions with the new customers will be on cash terms, with due course of time,credit will be given to them.

3. The company follows the classification of debts into three categories namely debts

outstanding for less than 30-90 days are considered to be GOOD, for 90-180 days are

considered to be DOUBTFUL and > 181 days are considered to be DISPUTES, >365

days are considered to be bad debts.

4. The sales of the company on both cash and credit terms. Out of the sales generated 60%are

of cash and 40%are of credit basis.

5. No bad debts are seen in the year of September 2009 & February2010.6. From the analysis it is found that Tirupathi branch performance is good when comparedwith

other branches.


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SUGGESTIONS

1. The company Structured frame work of bank Guarantee Limits must be done by thecompany

to which extent the company may give credit limit to itscustomers.

2. Implementation of special package of EPR, that which can improve the cash and credit

management procedure in a better manner regarding to ACCOUNTS RECEIVABLES.

3. Granting cash discount will be better to encourage regularpayments.4. The payments are delayed due to wrong billing; delayed billing etc., the billing systemshould

be improved. (Reasonable time).

5. If any customer is habitually defaulter in making payments, guarantee must betaken.6. If credit period is increased the company can increase its sales.

CONCLUSION


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The receivable management systems followed by Amara Raja batteries Ltd shows

satisfactory position. It gives to clear idea to the management to take decision. .Thecompanyis reduced its bad debts .it can get extra receivables. If credit period is increased, the

collections can increases in sales. Overall the financial performance of the company is

good.And it has to take necessary steps to further growth of thecompany.

BIBLIOGRAPHY


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y M.Y.KHAN & P. K. JAIN (2007) Financial Management: Text, problems& cases, 4/e, Tata

MCGRAW-HILL PUBLICATIONS: New Delhis.

y

y

I.M. PANDEY (2004), Financial Management, 9/e, VIKAS PUBLICATIONS, New Delhi

PRASANNA CHANDRA (2003), Financial Management, 5/e, TATA MCGRAW-HILL

PUBLICATIONS: New Delhi.

y

y

http://www.amararaja.co.in.

http://www.arbl.co.in

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