Chapter-1 Introduction To Project Report: Comparative Analysis

Comparitive Analysis of Sales
CHAPTER-1 INTRODUCTION TO PROJECT REPORT

Comparative analysis A comparative analysis is a strategic tool. Its purpose is to convey an understanding of some financial aspects of a business firm it may show a position at a movement in time, while comparing sales series of sales activities are needed comparative analysis are the major means through which firms can form effective strategies to beet there competitors.
Comparative analysis consist of the application of analytical tool and techniques to the data in comparative analysis in order to derive from them measurement and relation ships that are significant and useful for decision making. It can be used as a forecasting tool of future financial tool and results. I t may be used as a process of evaluation and diagnosis managerial, operating, other problem arias.
Financial statement analysis involves the application of analytical tools and techniques to the financial data to get information that is useful in decision making. As we have observed, the foundation of any good analysis is a through understanding of the objectives to be achieved and the uses to
ICFAI ational College, !himoga
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which it is going to be put. !uch understanding leads to economy of effort as well as to an useful and most relevant focus on the points that need to be clarified and the estimates and projections that are required.
#he final step in analysis is the interpretation of the data and measures assembled as a basis for decision and action. #his is the most important and difficult of the steps, and requires application of a great deal of judgment, skill, and effort.
#hough there are limitations for financial for statement analysis but it is the only means by which the financial realities of an enterprise can be reduced to a common denominator that is quantified and that can be mathematically manipulated and projected in a rational and disciplined way.
CHAPTER-2 INTRODUCTION
As a modern business world companies are growing like anything. At the same time they are facing interne competition from their competitor. %ue to this reasons companies are adopting and innovating new financial and marketing tool. #his is helping organi&ation to over come from the problem.
Comparative analysis is a managerial tool which would help to a company in forming strategic managerial plan' this comparative analysis of company can came to know about their competitions status along with their financial position.
!ales are one of the important sources of revenue to any organi&ation. Competitive analysis of data will speak about the actual financial position of the company when it compares to its competitors. #o do comparative analysis company need to have sales data of past and current years. #here are two types of tools available to do comparative analysis, they are (atio Analysis)
#he (atio Analysis is one of the important tools in comparative analysis which helps to analy&e the financial reports. !ome tools of this methods are current ratio, quick ratio etc.
+ercentage Analysis) +ercentage Analysis is another important technique, in this technique the figures are e,pressed in terms of percentage.
OBJECTI E! O" THE !TUD#
#he comparison of sales done by sub dealer and multi brand dealers. #o know who is doing the best in market that is sub dealers or multi
brand dealers. #o know the steerages adopted by sub dealers and multi brand dealers
to sell the two wheelers.
$I%ITATION! O" THE !TUD# !ample si&e is limited to - because of the time shortage. .etting accurate data from dealers is difficult.
#he study is restricted in 0angalore city only.
RE!EARCH AND %ETHODO$O&#
1ethodology) #he 2bjective of the present study can be accomplished by obtaining
the two heeler dealer opinion about sales. #he required data has been collected through concerned people. #he comparative analysis can be calculated using appropriative management tool such as percentage analysis. #he information about sales data can be collected by interviewing two
wheeler dealer e,ecutives.
Colle'tion an( so)r'es o* (ata

#here are two kinds of data namely, primary data and secondary data. !ince the comparative analysis for this study can be done only depending on purely secondary data. !econdary data has been collected through journals, periodicals and websites. +rimary data is being collected through Interaction with two wheelers dealer.
CHAPTER-+ INTRODUCTION)
#he Indian automotive industry consists of five segments) commercial vehicles' multi3utility vehicles 4 passenger cars' two3wheelers' three3 wheelers' and tractors. 5ith -,6$$,78* units sold in the domestic market and /-*,-7" units e,ported during the first nine months of F9$::;71F9$::-<, the industry ;e,cluding tractors< marked a growth of "=> over the corresponding previous. #he two3wheeler sales have witnessed a spectacular growth trend since the mid nineties. T,o-,-eelers. %ar/et !i0e 1 &ro,tIn terms of volume, /,8"*,/*8 units of two3wheelers were sold in the country in 1F9$::- with $-8,=8- units e,ported. #he total two3wheeler sales of the Indian industry accounted for around ==.-> of the total vehicles sold in the period mentioned. After facing its worst recession during the early "77:s, the industry bounced back with a $-> increase in volume sales in F9"77-. ?owever, the momentum could not be sustained and sales growth dipped to $:> in
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F9"778 and further down to "$> in F9"77=. #he economic slowdown in F9"776 took a heavy toll of two3wheeler sales, with the year3on3year sales ;volume< growth rate declining to *> that year. ?owever, sales picked up thereafter mainly on the strength of an increase in the disposable income of middle3income salaried people ;following the implementation of the Fifth +ay Commission@s recommendations<, higher access to relatively
ine,pensive financing, and increasing availability of fuel efficient two3 wheeler models. evertheless, this phenomenon proved short3lived and the
two3wheeler sales declined marginally in F9$::". #his was followed by a revival in sales growth for the industry in F9$::$. Although, the overall two3wheeler sales increased in F9$::$, the scooter and moped segments faced de3growth. F9$::* also witnessed a healthy growth in overall two3 wheeler sales led by higher growth in motorcycles even as the sales of scooters and mopeds continued to decline. ?ealthy growth in two3wheeler sales during F9$::/ was led by growth in motorcycles even as the scooters segment posted healthy growth while the mopeds continued to decline. Deman( Drivers
#he demand for two3wheelers has been influenced by a number of factors over the past five years. #he key demand drivers for the growth of the two3wheeler industry are as follows) Inadequate public transportation system, especially in the semi3urban
and rural areas. years Increasing availability of fuel3efficient and low3maintenance models Increasing urbani&ation, which creates a need for personal Increased availability of cheap consumer financing in the past *3/
transportation Changes in the demographic profile %ifference between two3wheeler and passenger car prices, which
makes two3wheelers the entry level vehicle !teady increase in per capita income over the past five years, and Increasing number of models with different features to satisfy diverse
consumer needs
CHAPTER-2 CO%PAN# PRO"I$E

BRIEF HISTORY Centurion bank was incorporated on Aune *:, "77/ under an overall economic reform program initiated by the government of India in "77", when the (0I granted nine new licenses for the establishment of commercial banks in the private sector. Centurion bank obtained certificate of incorporation on Auly $: "77/ and subsequently received the banking license ;021) -=< from (0I vide their letter number %02%B/-==B"8.:".":/B7dated Aanuary "* "77-. Centurion bank started operations with their registered office at #3$, !habana chambers, +anaji, .oa. Consequent upon acquiring our own property, its was decided to shift our registered office to %urga (oad, +anaji, .oa in Aanuary "77-. iwas, 1..
ABOUT CENTURION BANK BUSINESS +rivate 0anks are taking to the consolidation route in a big way. 0ank of +unjab ;0o+< and Centurion 0ank ;C0< have been merged to form Centurion 0ank of +unjab ;C0+<. (0I has approved merger of Centurion 0ank and 0ank of +unjab effective from 2ctober ", $::-. #he merger is at a swap ratio 7)/ and the combined bank is will be called Centurion 0ank of +unjab. #he merger of the banks will have a presence of $/: branches and e,tension counters, *68 A#1s, about $.$ million customers. As on 1arch $::-, the net worth of the combined entity is (s 878 crore and the capital adequacy ratio is "8." per cent
In the private sector, nearly *: banks are operating.
#he top five control nearly 8-> of the assets. 1ost of these private sector banks are profitable and have adequate capital and have the technology edge.
%ue to intensifying competition, access to low3cost deposits is critical for growth. #herefore, si&e and geographical reach become the key for smaller banks. #he choice before smaller private banks is to merge and form
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bigger and viable entities or merge into a big private sector bank.
CenturionCs banks key focus remains a successful retail banking strategy, which is evident from our strong retail customer base of around /7-,::: deposit accounts, over *::::: asset account holders and over *=7:::A#1Bdebit cardholders as on march *", $::-. #hrough constant product innovation and superior service, our deposit mi, has evolved in favor of retail deposits, which constitute about 6:> of our total deposits as at 1arch *", $::-. !imilarly =-> of our advances are to retail customer.
2n the assets side, we have strengths in two3wheeler financing, where we are amongst the top three players in the organi&ed market and in the financing of commercial vehicles and construction equipment. 5e also offer personal loans and loans against financial assets. (etail loans in India account for less than -> of .%+ and the percentage of retail loans to total loans in India also remains at a significantly low level when measured against its Asian peers. #his presents an opportunity for us to further e,pand our retail business and different ourselves from our competitors.
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#he bank have a suite of products and services on the liability side including a Darity of deposit products, a global debit card, internet banking, mobile messaging, e3payments, depository and cash management services targeted at individuals and small business.
2n the corporate banking side, we e,tend the entire range of fund based and non3fund based commercial banking products to select corporate customers. 5e use our strengths in channel financing to offer a gamut of services meet the entire working capital requirements of dealers and distributors of leading corporate. Further we intend to leverage our corporate customers.
Centurion bank is equipped with an integrated treasury backed by e,perienced dealers' well supported by information, communication and risk management systems. #reasury plays an active role in the management of our liabilities, mismatches in structural and interest rate3sensitive assetBliabilities flows and in generating low3cost funds. 5e offer various treasury services to our corporate customers including foreign e,change services and currency swaps to help them effectively mange their interest rate and foreign currency e,posures.
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#he banks have a young and motivated workforce and regular training calendar for their continuous. 5ith the induction of a new professional management team, we have attracted individuals with global banking e,perience who will lead the bank on to a stable growth trajectory.
THE MAIN OBJECTIVES OF CENTURION BANK ". #o establish and carry on business of banking at the registered office of the company and at such branches, agencies, or offices in the state of .oa and any other part of India or elsewhere, as many from time to time be determined by the directors of the company.
$. #o carry on the business of accepting for the purpose of lending or investment, deposits of money from the public, repayable on the demand or otherwise, and withdraw able by cheque, draft, or otherwise.
*.#o borrow, raise or take up money' to lead or advance money either upon or without security' to draw, make accept negotiate, discount, buy, sell, collect and deal in bills of e,change, hundies promissory notes. coupons, draft, bills of lading, railway receipts, warrants, bounds, debentures,
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certificate, scripts and other instruments, and securities whether transferable or negotiable or not' to grant and issue letters of credit, travelers cheque and circular notes to buy and sell and deal in bullion and specie' to buy and sell foreign e,change including foreign banks notes' to acquire, hold ,issue on commission, under right and deal in stock, bounds ,obligations securities and investments of all kinds' to purchase and sell bonds.
/. #o carry on the business of factoring by purchasing and selling debt receivables and claims including invoice discounting and rendering bill collection, and debt collection and other factoring services.
THE BANKS BUSINESS STRATEGY AND FUTURE PLANS
2ur goal is to be a leading private sector in India, primarily focused on the retail bank segment. 5e will aim to provide a compressive range of products and services to target retail customer and provide a superior customer service. 5e will also aim to provide target corporate and industrial customers a range of products and services. #o this end, wed have embarked on a comprehensive restructuring of our operations and finances we are including new professional management and are taking steps to, overtime,
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infuse capital sufficient to meet capital adequacy requirements and support the growth of the bank. 2ur business strategy emphasis the following elements)
In'rease t-e mar/et s-ares in In(ia3s e4pan(in5 retail 6an/in5 in()stry 6y (evelopin5 a ')stomer- 'entri' mo(el to servi'e e4istin5 an( tar5et in(ivi()al ')stomers7 IndiaCs retail banking is under going a period of rapid change and e,pansion. 5e believe this presence and opportunity to create a differentiated bank that is primarily focused on the retail customer and offers a comprehensive suit of services and depositB investmentB loan products that address their evolving needs at each stage of their life cycle. 5e will leverage our e,isting base of about =8-::: individual customer relationships, developed since the bank inception, to e,pand our business volumes and customer base further. 5e will use our e,isting strength in two wheeler, commercial vehicle, and construction equipment financing to establish leadership positions in these segments. 5e are in the process of evaluating new products such as mortgages and credit cards and propose to shortly launch wealth management including announcing a banc assurance
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partner. 5e indent to use our e,isting geographic presence to further increase our low cost deposits and retail assets portfolio
$evera5e t-e si0a6le p-ysi'al in*rastr)'t)re an( proven an( s'ala6le te'-nolo5y plat*orm to (eliver -i5- vol)me 5ro,t- ,it- a less t-an proportionate in'rease in o)r 'ost7 #he bank will leverage our si&able distribution infra structure comprising 8" fully networked branches spread across /- cities, $$ e,tortion counters $* marketing offices, "/6 A#1s online Internet banking and !1! banking to increase business throughput with out a proportionate increase in our cost basis. A step in this direction is the conversion of our e,isting "/ marketing offices into full3fledged banking branches, which would take our total branch network to =-. 5e intend to further add to this infrastructure by opening branches and offices in select cities across the country, partnering with third party distributors, establishing a $/hr telephone banking service, augmenting our online internet platform and widening our A#1 network. In doing this, our aim would be to increase our customer reach and service capabilities, improve cost efficiencies and generate new fee income avenues.
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Re()'e o)r 'ost o* *)n(s 6y restr)'t)rin5 t-e *inan'es o* t-e 6an/8 reprisin5 (eposits an( attra'tin5 a((itional lo, 'ost (eman( (eposits7 In spite of the financial difficulties in the last *yr resulting in a relatively higher cost of funds, we brought down our cost of funds from 7.$"> for fiscal $::$ to 8./*> for fiscal $::/. 5ith the infusion of fresh capital in the form of equity as well as #ier II bonds and induction of high quality professional management, we have re priced our deposit rates and aligned the same with the market, which has resulted in a decline in our average cost of deposit to 8.$=> for fiscal $::/ from =.7/> for fiscal $::*. 2ur focus on retail banking and renewed thrust on transaction banking is e,pected to help us attract low cost deposits and have a beneficial impact on our overall cost of funds. Develop an innovative an( e**i'ient '-annel *inan'in58 transa'tion 6an/in5 an( treas)ry 6)siness to serve o)r 'orporate an( instit)tional ')stomers7 5e will aim to build on our e,isting channel financing business were we finance the dealers and distributors o f established corporates, based on a simple security package and efficient technology and process. 5e will also strive to e,tend our e,isting relationship with government agencies and leading corporates to provide transaction3banking solutions that generate
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cash flows and fee income for us. !uch solution would typically include cash management, correspondent banking, clearing services, real time gross settlement services, payroll services etc. !imilarly our emphasis would be to offer to our customers a suit of treasury products including foreign e,changeB interest rate cash and derivative products that earn us fee income.
Develop tra(e relate( 9 an( Non- Resi(ent In(ian :NRI; B)siness syner5ies ,it- Ban/ %)s'at8 a /ey mem6er o* o)r investor 5ro)ps7 0ank 1uscat, on of our major shareholders, is the leading bank in 2man and plans to e,pand in other parts of the 1iddle East. Apart from e,isting trade flows between India and 1iddle East every year, a significant percentage of the 1iddle East comprises people of Indian origin, which provides further opportunities. It would be an endeavor to leverage our relation ship with bank 1uscat to capture a significant share of the trade3 related and (I business between India and the 1iddle East. A step in this
regard, we have entered into a 1emorandum of Fnderstanding ;12F< with bank 1uscat on may $6, $::/ to strength our business relationship and pool resources in order to tap the (I population present in 2man, 0ahrain, FAE and other .ulf Co operation Council ;.CC< countries. #he 12F seeks to
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develop a functional relation ship between bank 1uscat and us to facilitate access to our deposits and loan products, to (I customers of bank 1uscat
Develop a (is'ipline( 're(it an( mar/et ris/ mana5ement *)n'tion to maintain t-e <)ality an( pro*ita6ility o* t-e retail loans port*olio8 limite( 'orporate loans port*olio an( treas)ry port*olio7 2ur aim will be to align the business and risk management function in a manner that ensures the long3term profitability of each business segment by setting minimum returns that are commensurate with the risk inherent in the asset portfolio, given market e,periences. Individual steps to achieving this goal would include defining target markets, carrying out through risk analytics, running a tight credit process through appropriately trained personal, establishing an independent risk asset review and setting up a dedicated remedial management team to ma,imi&e recoveries.
#he dedicated remedial management team will take effective steps to accelerate recoveries from our e,isting +ACs. #he climate for reali&ing
ma,imum value form stressed assets has greatly improved over the past year, given the progress our country has made in putting in place, !A(FAE!I ;the !ecuriti&ation and (econstruction of Financial Assets and
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Enforcement of !ecurity Interest Act, $::$<, a set of loss that strengthen lender rights and supports effectively asset re construction and foreclosure. Any recoveries from +ACs will have a positive impact on our profitability. %I$E!TONE! 1994: Centurion 0ank was incorporated on *:th Aune "77/ and got certificate of commencement of the business on Auly $: th. It is promoted as a joint venture between $:th century finance corporation ltd and its associates and Geppel group of !ingapore. It started with a network of ": branches
1995: Anywhere banking, the Centurion 0ank was the first to introduced, the concept of anywhere banking in the country, which enables the customers to operate the account from any other branch of the bank.
1999: #he bank proposes to install software whereby the A#1s can be a part of a shared network through tie3ups with other A#1 card issuers as well as credit card issuers. Centurion 0ank entered into a tie up with Canada life assurance and A1 mutual funds to offer insurance products and marketing of mutual funds in the country
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2000: Centurion 0ank has launched its global credit card Hvantage I $/ Hin tie up with master card international. 2005: Cent)rion Ban/ an( Ban/ o* P)n=a6 to *orm Cent)rion Ban/ o* P)n=a6 :J)ne 2>8 2??@;7
CHAPTER-@ PRODUCT! O" CENTURION BANA

PERSONAL BANKING o o o o o o Fi,ed %eposits !avings 0ank Account Current Account .lobal %ebit Card +remium +ay Internet 0anking
WEALTH MANAGEMENT o o o Insurance Equity 1utual Funds
$"
o o o
+ortfolio tracker I+2 0u&& Fi,ed Income +roducts
RETAIL LOANS o o o o o o o o #wo 5heeler Joans +roperty Joans +ersonal J2A ! Car Joans Commercial Dehicle Construction Equipment Channel Finance (etail #rade Finance
SERVICES o o Cash 1anagement %epositories
$$
o o o o
.lobal 0anking #reasury 4 Fore, Corporate Joans (I !ervices
"INANCIA$ HI&H$I&HT! O" CENTURION BANA
"776 !hare capital et worth #otal asset %eposits Advances .ross income .ross profit;before depreciation< et profitBnet loss $::= ":"$"*"*: "-6-"* "$/=:6//6* $:/:/ /=//
"777 ""6=$ "=/": *":/*/ $"/:6 "*-:7 /*7"= 7/:$
$::: "-$/= $::$/ -$$/*/ *86=:6 "6*76" -*"-7 ":=87
$::" "-$/= $"=$8 -6=7=" /$-=/* $:$6/: 8/-*7 "$:8"
$::$ "-$/= --/$ /:$-6*-*/77 "8$-7= --$7/ =-$6
$::* "-$/= $:"8 *$$76" $6*/=" "*"*=$ /-"$$ =://
$::/ "-8=8"-8 */"=/6 *:$6=7 "--8/" *8== /6$=
$::":"*$ /86-8 //7:$7 *-*:*6 $"7*7/":--$67
$"//
*/**
=:$
;"8"6/
;$-*8<
;":-"/
$-""
$*
%ividend ;>< Capital adequacy ratio o. of branches o of employees
7 $:.:: *: $/6
": 6./** 8*-
"" 7.*" *=":
3 7.8" /7 6$"
3 /."8 -= 788: 7/7/-
3 8" """$ """$
3 ="*=/ "*=/
NET PRO"IT "OR CENTURION BANA - #EAR BI!E
9ears et +rofitB et Joss
"778 78/
"77= "8$/
"776 $::=
"777 $"//
$::: */**
$::" =:$
$::$ 3"8"6
$::* 3$-*8
$::/ 3":-"
$::$-""
$/
Net Profit/Loss
4000 3000 2000 1000 0 -1000 -2000 -3000 1 2 3 4 5 6 7 8 9 10 Years Net Profit/Net Loss
%ANA&E%ENT TEA%
1r. (ana #alwar 1r. !hailendra 0handari 1r. !. Denkiteswaran 1r. !hital Gumar Aain 1r. Gamlesh Dikamsey 1r. (ajiv 1aliwal 1r. A. !. .eorge
Chairman 1anaging %irector and CE2 %irector %irector %irector %irector %irector
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1r. G. G. Abdul (a&ak 1r. 9. G. 1odi 1r. Chee Ain Giong 1r. #ejbir !ingh 1r. !. G. !oni
%irector %irector %irector E,ecutive %irector %irector
A$TERNATE Dire'tors
1r. 1ohamed Ahmed Al Abri 1r. Abdul (a&ak Ali Issa
Alternate to 1r. A. !. .eorge Alternate to 1r. G. G. Abdul (a&ak
Bran'- Net,or/
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CHAPTER-C
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ANA$#!I! AND INTERPRETATION

Ta6le 1
%ODE$ !)per !plen(or !plen(or D Passion D &lamo)r CD Da,n CD Del)4 Aari0ma Pleas)re A'-iever TOTA$
JAN 7 = * / * " $ $ *8
"EB 6 8 / $ / $ / $ *=
%AR "" 7 7 * 8 8 * * * -*
HERO HONDA %AIN DEA$ER %ONTH :2??@-?C; APR %A# JUNE JU$# AU& 8 8 8 $ $ $ : / " $7 7 6 * : * * $ " " *: = ": $ $ : " $ : $7 6 = / : / * " $ / ** "" 6 = " * $ $ $ $ *6
!EP7 7 7 8 $ $ / " $ $ *=
OCT ": "$ 7 * / $ / * -$
NO 7 8 8 = " * * : $ $ *:
DEC7 / * " * : * * $=
TOTA$ 76 7* 86 $: // *= "*" $/*"
C-art 1
$6
T ! %ONTH :2??@-?C; %ODE$ T ! E$ !UPER T ! E$ !UPER Heavy D)ty !'ooty E! !'ooty Pep D i'tor &E i'tor &$E !tar City Apa'-e TOTA$ / / 8 / * " *$ * 7 = / " *6 / / 6 ": 8 * $ /* 8 / 8 / " */ $ / $ ** $ * / 8 * * $7 * 8 * $ *" * 8 6 * " */ 8 / * *8 = 7 * / * * *= / * / / * $ *: $ $ / * / / $6 /* -/ 8=: -/ /$/:6 JAN "EB / %AR 6 APR %A# JUNE * JU$# $ AU& / !EP7 / OCT * NO 7 DEC7 / TOTA$ -$
In*eren'e #he above table and chart shows total sales done by ?ero ?onda dealer in a year.
Ta6le 2 Hero Honda Sales
7%
6% 22%
SUPER SPLENDER SPLENDER P!SS"#N $L!%#UR
ICFAI ational College, !himoga 3%

9%
$7
10% Comparitive Analysis of Sales 5% 16%

&
&D DELU( 22% )!R"*%! PLE!SURE !&+"E,ER
ENERA$ DATA &ENERA$ DATA
C-art 2
TVS Sales
-,S ./ SUPER -,S ./ SUPER +ea01 D2t1 S3oot1 es
11% 13%
6%
13% 11% 13%
S3oot1 4e4 ,i3tor $(
17%
16%
,i3tor $L( Star3it1 !4a35e
In*eren'e
ICFAI ational College, !himoga *:
#he above table and chart shows total sales done by #D! dealer in a year.
Ta6le +
BAJAJ :%ain Dealer; %ONTH :2??@-?C; %ODE$ Ba=a= CT 1?? Ba=a= Platina Ba=a= Bin( Ba=a= Dis'over Ba=a= P)lsar Ba=a= aven5er Ba=a= Bave TOTA$ JAN / * * / ": $ *" "EB $ * / "$ : / *: %AR * * 8 "* * *6 APR " * * / 6 " * $* %A# * $ / * 8 " / $* JUNE $ / 7 * $ *: JU$# * $ / 6 " * $8 AU& $ / / ": $ $ $7 !EP " / $ 8 7 * $ $= OCT $ $ $ "/ * / *$ NO $ * * "$ $ * *: DEC " * * "" $ $ $= TOTA$ $7 *8 /" -8 "$$ $* *7 */8
*"
C-art +
Bajaj sales
11% 7%
8% 10% 12% 6a7a7 &- 100 6a7a7 P/ati8a 6a7a7 9i8: 6a7a7 Dis3o0er 6a7a7 P2/sor 6a7a7 !0e8;er 6a7a7 'a0e
36%
16%
In*eren'e #he above table and chart shows total sales done by 0ajaj dealer in a year.
*$
Ta6le 2
%ODE$ !)per !plen(er !plen(er D Passion D &lamo)r CD Da,n CD Del)4 Ba=a= P)lsar Ba=a= Dis'over Ba=a= C-eta/ i'tor &E i'tor &$E !'ooty E! !'ooty pep D A'tiva Eterno TOTA$
JAN * $ * : $ " * " " $ " " $ $ " $-
!UB DEA$ER O" Hero Hon(a8 T !8 Ba=a= an( Hon(a %ONTH :2??@-?C; "EB %AR APR %A# JUNE JU$# AU& !EP OCT $ * " " " $ $ : : * " $ " " $ $$ * / $ " * " $ " $ $ " " * $ $ *: $ * " : " : " : " " : " " " : "* * $ " : : " " : : $ " : $ $ " "8 " " $ " : " " " : : : " : : : 7 $ " " : $ : * " " " " : $ " " "= * * $ " " : " $ $ $ : : : $ $ $" * $ " : $ " $ $ $ $ " " $ $ : $* / * $ $ : $ " " * $ $ " " $ *"
NO * * $ " " $ : : $ $ " " $ $ " $*
DEC $ " " : " : " " " " $ " " " : "/
TOTA$ *$ $7 $: = "8 7 "7 ": "* $" "" "" "= "= "$ $//
Multi Brand Dealers
SUPER SPLENDER SPLENDER P!SS"#N $L!%#UR &D D!'N &D DELU(
17
12
32
C-art 2
17 11 11 20 21 7 19 9 16 29
<a7a7 42/ser 6a7a7 Dis3o0er 6a7a7 &5eta= ,i3tor $( ,i3tor $L( S3oot1 es S3oot1 4e4 !3ti0a
13 !himoga ICFAI ational College, 10
**
In*eren'e #he above table and chart shows total sales done by 1ulti 0rand %ealer in a year.
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Ta6le @
%ODE$ !)per !plen(er !plen(er D Passion D CD Da,n Ba=a= P)lsar Ba=a= ,in( Ba=a= Dis'over A'tiva Eterno Uni'orn TOTA$
JAN $ " " " * " " $ " : "*
"EB " $ $ " " $ : " $ " "*
!UB DEA$ER O" Hero Hon(a8 Ba=a= an( Hon(a %ONTH :2??@-?C; %AR APR %A# JUNE JU$# AU& !EP7 / * * $ $ " $ $ $ " $$ * $ " : : : : " : : = $ $ $ " " " " $ " : "* $ : " " " " " : : " 6 " " $ : $ : : " " : 6 * $ " : " $ " $ $ : "/ $ * " " " " " $ : " "*
OCT $ $ $ " " $ : " $ $ "-
NO $ $ " : : " " $ " : ":
DEC * " * " $ : : " : " "$
TOTA$ $= $" $: 7 ""$ 6 "= "$ = "/6
C-art @
*-
Multi Brand Dealer
% 11% !% % 10%
!%
19%
14% 14%
6%
In*eren'e #he above table and chart shows total sales done by 1ulti 0rand %ealer in a year.
Comparison o* sales 6et,een (ealers.

Ta6le C
T !
/:6
*8
HERO HONDA BAJAJ
/*" */8
C-art C
"o#$arison of Sales 500 450 400 350 300 250 200 150 100 50 0 408 431 346 -,S +ER# +#ND! 6!>!>
-,S
+ER# +#ND!
6!>!>
In*eren'e #he above table and chart shows the comparison of sales done by dealers of #D!, ?ero ?onda and 0ajaj.
Comparison o* m)lti 6ran( (ealers3 sales. Ta6le F
*=
BA$AJI %OTOR!
$//
$AA!%I %OTOR!
"/6
C-art F
"o#$arison of Su% Dealers Sales
250 200 150 sales 100 50 0 6a/a7i %otors La=s?i %otors 24 4 14 8 6a/a7i %otors La=s?i %otors
In*eren'e #he above table and chart shows the comparison of sales done by multi brand dealers of #D!, ?ero ?onda and 0ajaj.
*6
Comparison o* sales (one 6y s)6 (ealers an( m)lti 6ran( (ealers.

Ta6le G
Hero Hon(a T ! Ba=a= Bala=i %otors $a/smi %otors /*" /:6 */8 $// "/6
C-art G
"o#$arison of Sales done dealers and #ulti %rand dealers
9% 28% 15% +ero +o8:a -,S 6a7a7 6a/a7i %otors 22% 26% La=s?i %otors
In*eren'e #he above table and chart shows the comparison of sales done by sub dealer and multi brand dealers of #D!, ?ero ?onda and 0ajaj.
CHAPTER-F
ICFAI ational College, !himoga *7
"INDIN&! AND !U&&E!!TION! "INDIN&!

". In automobile market like two wheeler industry, different models of same company competing with each other. $. As two wheeler prices is high compare to other durables, it needs financing. *. #he sub dealers and multi brand dealers are straggling more to increase their sales. /. Competitive analysis of sales of sub dealers and multi brand dealers reveals that the multi brand dealers are crating heat on sub dealers. -. #he sale of two wheeler is mainly depends on financiers offer, Interest rate on lone, performance of vehicle etc.
.
!U&&E!TION!
ICFAI ational College, !himoga /:
"<
0ank should concentrate on designing new promotional offers and programs to promote their products.
$< *<
#he bank should improve its infrastructure. #he bank can use kiosks, +rint media and television to advertise their products.
/< -<
#he bank can use 2n3Jine method for collection. As /*.-=> of the population are relying on vehicle loans. !o the bank should come out with more new schemes as per the segment levels.
8<
0ank can reduce the formalities involved in sanctioning two wheeler loan.
CHAPTER-G
/"
ANNEEURE!
BOOA! AND &UIDE $INE!.
". $. *.
.uidance line from Centurion 0ank of +unjab Financial !tatement Analysis. 1anagement Accounting
) ) ICFAI Fniversity +ress ) I.1. +anday
BEB !ITE!. www.wikipedia.com www..oogle.com www.centurionbop.com
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Comparitive Analysis of Sales