INTRODUCTION

Maruti Suzuki India Limited is a publicly listed automaker in INDIA. It is a

leading four-wheeler automaker manufacturer in south a Asia. Suzuki Motor
Corporation of Japan holds a majority stake in the company. It was the first
company in India to mass-produce and sell more than a million cars. It is largely
credited for having brought in an automobile revolution to India.

It is the market leader in India and on 17 September 2007, Maruti Udyog was
renamed Maruti Suzuki India Limited. The company headquarter is in Gurgoan,
Haryana. Maruti Suzuki is one of India's leading automobile manufacturers and the
market leader in the car segment, both in terms of volume of vehicles sold and
revenue earned.

Maruti Udyog Limited (MUL) was established in February 1981, though the
actual production commenced in 1983 with the Maruti 800, based on the SUZUKI
Alto kei car, which at the time was the only modern car available in India, it‘s only
competitors- the Hindustan Ambassador and premier Padmini were both around 25
years out of date at that point Through 2004, Maruti has produced over 5 Million
vehicles. Maruti are sold in India and various several other countries, depending
upon export orders.

Models similar to Maruti (but not manufactured by Maruti Udyog) are sold by
Suzuki and manufactured in Pakistan and other South Asian countries. The
company annually exports more than 50,000 cars and has an extremely large
domestic market in India selling over 730,000 cars annually. Maruti 800, till 2004,
was the India's largest selling compact car ever since it was launched in 1983.

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More than a million units of this car have been sold worldwide so far. Due to the
large number of Maruti 800s sold in the Indian market, the term "Maruti" is
commonly used to refer to this compact car model. Till recently the term "Maruti",
in popular Indian culture, was associated to the Maruti 800 model. Maruti Suzuki
was born as a government company, with Suzuki as a minor partner to make a
people's car for middle class India. Over the years, the product range has widened,
ownership has changed hands and the customer has evolved.

MISSION-To provides maximum value for money to their customers through

continuous improvement of products and services.

VISION - Creating customer delight and shareholders wealth.

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 HISTORY OF AUTOMOBILES

In 1953, the government of India and the Indian private sector initiated
manufacturing processes to help develop the automobile industry, which had
emerged by the 1940s in a nascent form. Between 1970 to the economic
liberalization of 1991, the automobile industry continued to grow at a slow pace
due to the many government restrictions.

A number of Indian manufactures appeared between 1970-1980. Japanese

manufacturers entered the Indian market ultimately leading to the establishment of
Maruti Udyog. A number of foreign firms initiated joint ventures with Indian
companies. Timeline of Indian automobile industry:

· 1897 First Person to own a car in India - Mr. Foster of M/s Crompton Greaves
Company, Mumbai

· 1901 First Indian to own a car in India - Jamshedji Tata

· 1905 First Woman to drive a car in India - Mrs. Suzanne RD Tata
· 1905 Fiat Motors
· 1911 First Taxi in India
· 1924 Formation of traffic police
· 1928 Chevrolet Motors
· 1942 Hindustan Motors
· 1944 Premier Auto Limited
· 1945 Tata Motors
· 1947 Mahindra Motors
· 1948 Ashok Motors

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· 1948 Standard Motors
· 1974 Sipani Motors
· 1981 Maruti Udyog
· 1994 Rover Motors
· 1994 Mercedes Benz
· 1994 Opel
· 1995 Ford Motors
· 1995 Honda SIEL
· 1995 Reva Electric Car Company
· 1995 Daewoo Motors
· 1996 Hyundai Motors
· 1997 Toyota Kirloskar Motors
· 1997 Fiat Motors (Re-Entry)
· 1998 San Motors
· 1998 Mitsubishi Motors
· 2001 Skoda Auto
· 2003 Chevrolet Motors (Re-Entry)
Following the economic reforms of 1991, the automobile section underwent deli
censing and opened up for 100 percent Foreign Direct Investment. A surge in
economic growth rate and purchasing power led to growth in the Indian
automobile industry, which grew at a rate of 17% on an average since the
economic reforms of 1991.

The industry provided employment to a total of 13.1 million people as of 2006- 07,
which includes direct and indirect employment. The export sector grew at a rate of
30% per year during early 21st century. However, the overall contribution of
automobile industry in India to the world remains low as of 2007.
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Increased presence of multiple automobile manufacturers has led to market
competitiveness and availability of options at competitive costs. India was one of
the largest manufacturers of tractors in the world in 2005-06, when it produced
2,93,000/- units. India is also largely self-sufficient in tyres production, which it
also exports to over 60 other countries. India produced 72 million tyres in 2010.

Fig. showing the 2010 the

market share of automotive company of India.

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 OVERVIEW
India‘s car market has emerged as one of the fastest growing in the world. The
number of cars sold domestically is projected to double by 2010, and domestic
production is skyrocketing as foreign makers are setting up their own production
plants in India. The government‘s 10-year plan aims to create a $145 billion auto
industry by 2016.
According to McKinsey, the auto sector‘s drive to lower costs will push
outsourcing. The auto sector could be worth $375 billion by 2015, up from $65
billion in 2002. McKinsey thinks India could capture $25 billion of this amount.
Out of 400 Indian suppliers, 80 percent have the ISO 9000 certificate—the
international standard for quality management.
The production of automobiles in India is largely aimed at local consumers.
Several Indian
Manufacturers also export a diverse variety of auto components. Tiku (2008)
predicts a sale of 4.2 million four wheeler automobiles in India by 2015.
Indian passenger vehicle exports are also expected to rise from 170,000 in
2006 to 500,000 in 2010. Indian automobile companies.

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 MARUTI SUZUKI SALES IN 2009-2010 (MILSTONE)

Car market leader Maruti Suzuki India Limited sold a total of 10, 18,365 vehicles in 2009-
10. This is the first time in Indian automobile history that a car company has sold over a
million units in a financial year. This included 8, 70,790 units sold in the domestic market,
the highest ever by the company in a fiscal. The export sales of 1, 47,575 units in the year
were the highest ever annual exports by the company.

The total sales numbers in 2009-10 mark a growth of 29 per cent over last financial year.
Maruti Suzuki's total sale in 2008-09 was 792,167units.

The domestic sales in the fiscal, in A2 segment grew by 23.8 per cent while in the A3
segment the sales growth was 30.8 per cent, as compared to 2008-09

The export numbers in the year were led by A-star. This fuel efficient compact car clocked
over 1.27 lakh export sales in the fiscal. A-star was exported across Europe including United
Kingdom, France, Germany, Italy, Netherlands etc. The major non-European export markets
are Algeria, Chile, Indonesia and neighboring countries. South Africa, Hong Kong, Australia
and Norway were new markets where Maruti Suzuki cars were exported during the year.

March 2010 Sales

During March 2010, Maruti Suzuki sold total of 95,123 units, growing 11 percent over
March 2009 (85,669 units). The March 2010 numbers include domestic sales of 79,530 units
and the highest ever monthly exports of 15,593 units. The previous highest monthly exports
were in August 2009 at 14,847 units.

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The sales numbers for March 2010 and the fiscal 2009-10 are as under:

In March Till March

Segment Models % %
2010 2009 2009-10 2008-09
Change Change

A1 M800 2762 2430 13.7% 33028 49383 -33.1%

Omni, Versa,
C 10875 6021 80.6% 101325 77948 30.0%
Eeco*

Alto, Wagon-R,
A2 Estilo, Swift, A- 54763 55415 -1.2% 633190 511396 23.8%
Star, Ritz*

A3 SX4, DZire 10453 8595 21.6% 99315 75928 30.8%

Total Passenger Cars 78853 72461 8.8% 866858 714655 21.3%

Gypsy, Grand
MUV 677 1394 -51.4% 3932 7489 -47.5%
Vitara

Domestic 79530 73855 7.7% 870790 722144 20.6%

Export 15593 11814 32.0% 147575 70023 110.8%

Total Sales 95123 85669 11.0% 1018365 792167 28.6%

*Ritz launched in May 2009, Grand Vitara launched July 2009 and Eeco launched in
January 2010

On March 23, 2010, Maruti Suzuki rolled out the one millionth car of the year 2009-10. This
feat takes the company into a very select group of global automakers with such volumes.

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Maruti Suzuki is now expanding its production capacity to reach 12, 50,000 units (1.25
million) by 2012. In March 2010, the company announced an investment of Rs 1,700 Crore
for expansion of the production facilities by 2.5 lakh units at its Manesar plant.
A spate of new launches and product refreshments during 2009-10 helped the company to
clock sterling performance in the fiscal. These included Maruti Suzuki Ritz (May 2009), all-
new Grand Vitara (July'09), new Estilo with K-series engine (Aug'09), new SX4 with VVT
engine and SX4 with automatic transmission (Oct'09) and Eeco (January 2010).

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 MARUTI SUZUKI SALES IN MAY 2010

The sales figures for May 2010 are given below:

In May Till May

April'09 -
Segment Models % 2010- 2009- %
2010 2009 March'10
Change 11 10 Change

A1 M800 2558 2336 9.5% 4816 4681 2.9% 33028

Omni, versa,
C 12953 7619 70.0% 23607 15343 53.9% 101325
Eeco*

Alto, Wagon-
R, Estilo,
A2 62679 53760 16.6% 119095 100577 18.4% 633190
Swift, Ritz*,
A-Star

A3 SX4, D'zire 10883 6782 60.5% 20877 13848 50.8% 99315

Total Passenger Cars 89073 70497 26.4% 168395 134449 25.2% 866858

Gypsy, Grand
MUV 968 288 236.1% 1680 1193 40.8% 3932
Vitara*

Domestic 90041 70785 27.2% 170075 135642 25.4% 870790

Export 12134 9087 33.5% 25158 15978 57.5% 147575

Total Sales 102175 79872 27.9% 195233 151620 28.8% 1018365

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 AWARDS

Indian award

No. 1 in Initial Quality Study - JD Power

Total Customer Satisfaction - TNS Study

Car of the Year - BS Motoring

Car of the Year - CNBC Autocar

Best Value for Money Car - CNBC Autocar

Best Design and Styling - CNBC Autocar

Viewer's Choice - CNBC Autocar

Small Car of the Year - NDTV Profit

Design Car of the Year - BBC Top Gear

Car of the Year – Overdrive

Number one premium compact car in - JD POWER INDIA APEAL STUDY

2007
International Awards

Japan:

 RJC Car of the Year - Automotive Researchers' & Journalists' Conference

 2005-2006 Car of the Year Japan "Most Fun" - COTY
 Goof Design Award - Japan Industrial Design Promotion Organization
 Car view of the Year 2005-2006 - Car view

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 

Iceland:

 Car of the Year 2006 - BIBD the Association of Automotive Journalists

Ireland:

 Samper it Irish Car of the Year 2006 - Irish Motoring Writers Association

New Zealand:

 Fairfax AMI Small Car of the Year - AUTOCAR

 National Business Review Small Car of the Year - The National Business
Review

Australia:

 2005 Cars guide Car of the Year - Cars guide

United Kingdom:

 2005 Car of the Year - CAR (Automobile Magazine)

Malaysia:

 NST MasterCard Car of the Year 2005 "Small Car" - New Strait Times

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China:

 2005 CTV COTY "Economical Car" - CCTV

 Motor Show COTY "Hatchback" - 2005 Shanghai International Motor

Show
 Most Popular Hatchback Car - 4th Changchun Motor Show
 2005 Shenzhen Market Car Ranking "Best Design" - Shenzhen Daily
 2005 Chengdu Market Car Ranking "Best Design" - Chengdu Economic
Daily

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 COMPANY PROFILE

Maruti Suzuki India limited, a subsidiary of SMC, Japan, is the leader in passenger
cars and multipurpose vehicle (MPVs) in India, accounting for almost 55% of the
total industry sales.

The company formerly known as Maruti Udyog limited was incorporated as a

joint venture (JV) between government of India and SMC, Japan on 24 th February,
1981.The first car was rolled out from its Gurgaon facility on 14 Dec 1983.Since
then; it has sustained its leadership position in the Indian car market.

We, at Maruti Suzuki, celebrated 26 years of car manufacturing in India 2009-10.

Having achieved manufacturing excellence in India, we are now in the process of
enhancing our R&D capabilities to design and develop cars.

In 2009-10, the company sold 722,144 cars in the domestic market and exported
70,023 cars .Cumulatively, it has produced and sold over seven million cars .The
total income of the company for 2009-10 stood at Rs. 214,538 million (USD4.46
billion@ 1USD=Rs.48). We now aim at selling 750,000 units in the domestic
market and exporting 130,000 units in 2009-10.

Maruti Suzuki has a strong balance sheet with Reserves and Surplus of Rs.92, 004
million & debt equity ratio of 0.07 as on 31st March, 2010.

DOMESTIC SALES AND SERVICE NETWORK

TOTAL SERVICE NETWORK--------------2767

TOTAL SALES NETWORK-------------681

REGIONAL OFFICES--------------------16

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AREA OFFICES----------------------09

ZONAL OFFICES------------------04

DELHI CORPORATE OFFICE The company has the largest sales and service
network amongst car manufacture in India .It had 681 sales outlets in 454 cities as
on 31st March, 2009. The car park of the company is in excess of seven million
vehicles and to service this car park ,the company has 2,767 service workshops in
1,314 cities .The service network of Maruti Suzuki includes Dealer workshop,
Maruti Authorized services stations (MASs),Maruti service masters (MSM)and
Maruti service Zones (MSZ).

Besides selling and servicing vehicles, the company provides its customers with
―one stop-shop‖ experience such as automobile Finance, Automobile insurance,
Maruti Genuine Parts and Accessories, Extended warranty and Maruti Certified
pre-owned car outlets in 181 cities as on 31st March, 2009.

EXPORTS

Maruti Suzuki exported the first lot of 500 car to Hungary in September,
1987.Presently, we are exporting to over 100 markets in Europe, Asia, Latin
America, Africa and Oceania.In2008-09, the company launched a new model A-
Star that meets stringent European safety and emission regulation. The company
has exported over 500,000 cars so far.

PORT FACILITIES FOR EXPORT

In 2009-10, in association with Mundra Port SEZ Limited, the company had set up
the company had set up the state-of -the art facilities at Mundra Port ,Gujarat for
Export terminal offers a ―Roll On, Roll Off‖(RORO) berth ,which speeds up the

15
loading process and minimizes the chance of damage to cars. The company also
has a Pre-Delivery Inspection (PDI) Centre at Mundra.

In a first of its kind initiative, the company, in partnership with Indian Railways,
has developed double Decker rail wagons for transporting export cars Mundra.

MARUTI AND CRM:- Maruti created a land-mark in CRM by launching a

website for the customers in the year 1998.

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 SWOT ANALYSIS OF MARUTI SUZUKI

STRENGHS

 Bigger name in the market

 Trust of People
 Maruti Udyog Ltd. is the market leader for more than two decade.
 Has a great dealership chain in the market.
 Better after sales service
 Low maintenance cost of vehicle
WEAKNESSES

 Exports are not that good.

 Lesser diesel models in the market compare to others
 Global image is not that big
OPPORTUNITIES

 Great opportunities to go global with success of Swift and SX4All over

 Introduction of more diesel models. The diesel car segment is growing.
 Opportunity to grow bigger by entering into bigger car markets
 Already a market leader so great opportunity to be the king of market in
every stage of industry
THREATS

 Foreign companies entering market; so a bigger threat from MNCs.

 To the market share, as many big names are coming in the industry
 There is hardly any diesel models
 Rs. 1 lakh – Rs. 1.5 lakh car

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COMPANY PRODUCT

The company offers a portfolio of 13 brands, ranging from the people‘s car Maruti
800 to the stylish hatch – back, Swift, SX4 sedan and luxury sport utility vehicle
(SUV), Grand Vitara. More than half the cars sold in India wear a Maruti Suzuki
badge. As per the classification by the society of Indian Automobile manufacturers
(SIAM), Maruti Suzuki models are categorized under the following heads:

A1 Segment (up to 3400 mm) : Maruti 800

A2 Segment (3400 mm to 4000 mm): Alto, Estilo, WagonR, A-star, Ritz, Swift

A3 Segment (4000mm to 4500 mm): Dzire & SX4

Multy utility Vehicle (MUA) Segment: Gypsy & Grand Vitara

Multi Purpose vehicle (MPV) Segment: Omni & Versa

(1)Maruti 800 -change your life: - Maruti 800 has gone beyond just being a car

; It has transformed the lives of countless people, by bringing

the joy of motoring to million across the length and breadth of the country.

(2)Alto-Let’s go:- Alto is a great combination of economy, practicality & styling,

It

exemplifies the benchmark in build ,quality & reliability in a

compact car. These a attributes make it the largest selling car in Indian automobile

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market .This is testified by the 24 hr endurance record set by covering 3,082 kms
in 24 hrs at an average speed of 128 kmph.

(3)Dzire-The heart car: - A car that has everything you ever desired; striking

looks, l luxurious interiors & enough power to capture

your heart just slide in the DZire & take it for a spin, it‘s sure to steal many a heart,
beginning with yours.

(4) SX4- Men are back:- Revolutionary European design ,world class ―drive by

wire‖ technology, most spacious in its class, steering

mounted audio controls, maximum ground clearance in its class ,high on safety
with dual airbags, Anti-lock Brake system (ABS) & Electronic rack force
Distribution (EBD) feature.

(5) GRAND VITARA*-2.4-Reloaded:- Distinctively styled, the third generation

Grand Vitara takes three decades of Suzuki SUV heritage

to the next level. The Vitara model first hit the road in Japan in 1988 as a 3-door
part –time four wheel drive (4WD). In its second avatar, the Vitara came armed
with a stylish design, superior engineering and a new name, the Grand Vitara.
Launched in India on 1st July, 2009

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(6) VERSA –The joy of travelling together:- Experience the joy of travelling

together. Equipped with twin –ACs, large sliding doors and

flexible seating, the Versa encourages family and friend to enjoy long drives and
getaways together. In spite of being so spacious, its design allows for easy
maneuverability in the city.

(7) SWIFT –You are the fuel: A new kind of computer car ,one that‘s based on a

fresh approach to design and development, Swift delivers

the kind of driver and passenger experience that places it in a class of its own and
has true worldwide appeal.

(8) OMNI –Ab Kamyabi se hai sirf Omni bhar ka faasla

Omni is truly India‘s original MPA .Today it as available in five variants-5 seater,

8 seater, Cargo, Ambulance & liquefied petroleum Gas

(LPG).It meets diverse needs across different user segments & can double up both
as a people carrier and a goods carrier .it is easy on the pocket, yet tough on the
job.

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(9) WAGONR-For the smarter race:- Drive with complete peace of mind .The

world class safety features of the WagonR keeps you safe

and secure, always. Wearing new vibrant colors, the new WagonR is full of
freshness and energy to keep you charged up and always ready to go.

(10) GYPSY KING –There is a Gypsy in everyone:- With superb

maneuverability, maneuverability, smooth handling and

raw energy packed in to a sleek yet rugged frame, the Gypsy King is the real
adventure MUV ,whether ploughing through the dirk tracks, climbing formidable
terrain or making way through the city traffic .Maruti Suzuki is proud to support
the operations of our country‘s defense services with the tailor made Gypsy King
.Gypsy has proved its mettle during defense operation in the Himalayas and Thar
desert.

(11)ESTILO*-Take a fresh view of life:- The all new ESTILO is a new landmark

in terms of design and technology, with its all new

aerodynamic design , Estilo sets the benchmark and makes each drive a fresh new
experience .Complementing its stylish looks are new ,classy and elegant interiors
that redefine comfort .What‘s more ,the all new Estilo with its advance K-series

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engine gives you incredible power each time you turn on the ignition.*Launched in
August,2009

(12) A-STAR- Stop @ Nothing:- Designed to perfection ,driven only to succeed

,A-Star has taken over the world. Made in India to meet European standards, the

car symbolizes the beginning of a revolution with its

unique aerodynamic stylish ,Powered by the latest state –of-art ,light weight K-
series petrol engine, it has the best in class pick-up and segment beating mileage of
19.59 kmpl. It is expected to many European and Non-European countries under
the brand name of Suzuki alto and Suzuki Celerio respectively. As tested by
Automotive Research Association of India (ARAI),Pune ,India’s premier
automotive research agency.

(13) RITZ*-live the moment:- The Ritz combines modern European design, the

sportiness of the swift, the latest in engine technology

and Suzuki‘s globally acclaimed expertise in compact cars, Ritz is an exceptional
blend of modern design & practicality .The interior of the car are smartly styled
providing a very comfortable space to all the people in the cabin .The K12M petrol
engine and 1.3 liter DDiS diesel engine powering the Ritz are supremely refined &
silent with best in class fuel efficiency.*launched on 15th May,2009.
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Product Line Products

A1------- 800

A2------- Alto, Zen, WagonR, Swift, A-star

A3------- D ZiRE, Sx4

SUV---- Vitara, Gypsy

C - ----Class Omani, Versa

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 PRODUCT PROFILE

The all-new Maruti Suzuki Swift is fully loaded with a range of exciting new
features. It's a perfect complement to your evolved tastes and lifestyle. And
the best way to take your driving pleasure to a brand-new high European
Styling. Japanese Engineering Dream-Like Handling.

The new Swift is a generation different from Suzuki design. Styled with a clear
sense of muscularity, its one-and-a-half box, aggressive form makes for a look of
stability, a sense that it is packed with energy and ready to deliver a dynamic drive.
Its solid look is complemented by an equally rooted road presence and class
defining ride quality. New chassis systems allow for the front suspension lower
arms, steering, and gearbox and rear engine mounting to be attached to a
suspension frame. You get lower road noise and a greater feeling of stability as you
sail over our roads with feather-touch ease.

Reviews of swift
Car India
The Swift has more than its fair share of silicon livery under its hood…This
intricate network of processors controls everything on the Swift.

Auto India
The Swift is really peppy in city traffic/conditions… The torque comes into action
in truly linear motion.

Car India
Average mileage of 15.6 kmpl.

Auto India

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Unlike other hatchbacks on the road, this one also boasts an Automatic Climate
Control System… You just set the specific temperature you want, and leave the rest
to the system.

Car India
The suspension is tuned to be taut and sporty. This means that handling and
feedback…are brilliant.

Car India
The Swift leads the charge in the occupant safety stakes by being the first hatchback
in the country to have front air bags in its specification sheet.

25
INTRODUCTION

TO

TOPIC

26
 MEANING OF CAPITAL BUDGETING

Meaning of Capital Budgeting Capital expenditure budget or capital budgeting is a

process of making decisions regarding investments in fixed assets which are not

meant for sale such as land, building, machinery or furniture. The word investment

refers to the expenditure which is required to be made in connection with the

acquisition and the development of long-term facilities including fixed assets. It

refers to process by which management selects those investment proposals which

are worthwhile for investing available funds. For this purpose, management is to

decide whether or not to acquire, or add to or replace fixed assets in the light of

overall objectives of the firm. What is capital expenditure, is a very difficult

question to answer. The terms capital expenditure are associated with accounting.

Normally capital expenditure is one which is intended to benefit future period i.e.,

in more than one year as opposed to revenue expenditure, the benefit of which is

supposed to be exhausted within the year concerned.

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 CHARACTERISTICS OF CAPITAL BUDGETING

Creative Search for Profitable Opportunities:

The concept of the profit – making idea must be embodied in the capital facility.

Profitable opportunities for the company‘s invested capital must be turned up. A

corporation‘s future profitability and growth are linked to the soundness of its

capital expenditure policy.

Long-Range Capital Planning

To provide consistent benchmarks for proposals originating in all parts of the

organisation, it is necessary to have some kind of a plan sketched and for the future

even though it is a tentative plan

Short-Range Capital Planning:

The purpose of preparing a short-range capital budget is to force the operating

management to submit the bulk of its capital proposals early enough to give the top

management an indication of the company‘s credit demands for funds

Measurement of Project Worth:

In order to permit an objective of the projects, the productivity of the proposed

outlay will have to be measured properly.

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Screening and Selection:

A screening standard should be set in the light of the supply of cash available for

capital expenditures, the cost of money to the company, and the attractiveness of

alternative investment opportunities

Control of authorized Outlays;

Control has to be exercised by the top management in order to ensure that the

facility conforms to the specifications and that the outlay expenditure is incurred, it

is most difficult to change the course of expenditure.

29
 CAPITAL BUDGETING PROCESS

Capital budgeting is process of selecting best long term investment project .

Capital budgeting is long term planning for making and financing proposed capital

out laying

Steps for capital budgeting process

1. Identification involved in capital budgeting proposals

2. Screening the proposal

3. Evaluation of various proposals

4. Fixing the priorities

5. Final approval and planning the capital expenditure

6. Implementing the proposal

7. Performance review

Identification of Potential Investment Opportunities: The capital budgeting process

begins with the identification of potential investment opportunities. Usually, the

planning body (it can be an individual or a committee, formal or informal)

develops estimates for future sales which serve as the basis of setting production

targets. This information, in turn, helps one to identify required investments in

plant and equipment.

30
For imaginative identification of investment ideas, it is helpful to: (a) monitor

external environment regularly to scout for investment opportunities; (b) formulate

a well defined corporate strategy based on a thorough analysis of strengths,

weakness, opportunities, and threats; (c) share corporate strategy and perspectives

with persons who are involved in the process of capital budgeting, and (d) motivate

employees to make suggestion.

Assembling of investment Proposals: Investment proposals identified by the

production department and other departments are usually submitted on a

standardized capital investment proposal form. Generally, most of the proposals

are routed through several persons before the reach the capital budgeting

committee or some other body which assembles them. The purpose of this is

primarily to ensure that the proposal is viewed from different angles. It also helps

in creating a climate for the coordination of interrelated activities.

Investment proposals are usually classified into various categories for facilitating

decision making budgeting and control. An illustrative classification is given

below:

Replacement investments

Expansion investments

31
 New product investments

Obligatory and welfare investments.

Decision Making: A system of rupee gateway usually characteristics the capital

investment decision making in practice. Under this system, executives are vested

with the power to okay investment proposals up to certain limits. For example, in

one company the plant superintendent can okay investment outlay up to Rs

100,000 the works manager up to Rs 500,000 and the managing director up to Rs

2,000,000. Investments requiring higher outlays need the approval of the board of

directors.

Preparation of capital Budget and Appropriations: Projects involving smaller

outlays and those can be decided by executives at lower levels are often covered by

a blanket appropriation for expeditious action. Projects which need larger outlays

are included in the capital budget after necessary approvals. Before undertaking

such projects, an appropriate order is usually required. The purpose of this check is

mainly to ensure that the funds position of the firm is satisfactory at the time of

implementation of the project. Further it provides an opportunity to review the

project before implementation.

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Implementation: Translating an investment proposal into a concrete project is a

complex, risky and time consuming task. Delays in implementation, which are

common, may lead to substantial cost overruns. For expeditious implementation at

reasonable cost, the following are helpful.

1. Adequate formulation of projects: the major reason for delay is inadequate

formulation of projects. In other words, if necessary homework in terms of

preliminary studies and comprehensive detailed formulation of the project

has not been done, many surprises and shocks are likely to spring on the

way. Hence, the need for adequate formulation of the project cannot be over

emphasized.

2. Use of the principle of responsibility accounting: Assigning specific

responsibilities to project managers for completing the project within the

defined time frame and cost limits is helpful for expeditious execution and

cost control.

3. Use of network techniques: For project planning and control several network

techniques such as PERT (Program Evaluation Review Techniques) and CPM

(Critical Path Method ) are available. With the help of these techniques

monitoring of a project becomes easier.

33
 CAPITAL BUDGETING DECISIONS

Screening Decisions and Preference Decisions:

Define, explain and give examples of screening and preference decisions.

Capital budgeting decisions fall into two broad categories:

1. Screening decisions.

2. Preference decisions.

Screening Decisions - Definition and Explanation:

Screening decisions relate to whether a proposed project meets some preset

standard of acceptance. For example, a firm may have a policy of accepting

projects only if they promise a retune of, say, 20% on the investment. The

required rate of return is the minimum rate of return a project must yield to

be acceptable.

Preference Decisions - Definition and Explanation:

Preference decisions relate to selecting from among several competing

courses of action. To illustrate, a firm may be considering several different

machines to replace an existing machine on the assembly line. The choice

of which machine to purchase is a preference decisions.

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 TYPES OF CAPITAL BUDGETING DECISIONS

Types of Capital Budgeting Decisions Capital budgeting refers to the total process

of generating, evaluating, selecting and following up on capital expenditure

alternatives. The firm allocates or budgets financial resources to new Investment

proposals. Basically, the firm may be confronted with three types of capital

budgeting decisions: .

1. Accept-Reject Decision.

2. Mutually Exclusive Project Decision

3. Capital Rationing Decision .

1. Accept-Reject Decision This is a fundamental decision in capital

budgeting. If the project is accepted, the firm would invest in it; if the

proposal is rejected, the firm does not invest in it. In general, all those

proposals which yield a rate of return greater than a certain required rate of

return or cost of capital are accepted and the rest are rejected. By applying

this criterion, all independent projects are accepted. Independent projects

are the projects that do not compete with one another in such a way that the

acceptance of one precludes the possibility of acceptance of another. Under

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 the accept-reject decision, all independent projects that satisfy the

minimum investment criterion should be implemented.

2. Mutually Exclusive Project Decision Mutually Exclusive Projects are those

which compete with other projects in such a way that the acceptance of one

will exclude the acceptance of the other projects. The alternatives are

mutually exclusive and only one may be chosen. Suppose a company is

intending to buy a new folding machine. There are three competing brands,

each with a different initial investment and operating costs. The three

machines represent mutually exclusive alternatives, as only one of these

can be selected. Moreover, the mutually exclusive project decisions are not

independent of the accept-reject decisions. The project should also be

acceptable under the latter decision. Thus, mutually exclusive projects

acquire significance when more than one proposal is acceptable under the

accept-reject decision.

3. Capital Rationing Decision In a situation where the firm has unlimited

funds, all independent investment proposals yielding returns greater than

some pre-determined level are accepted. However, this situation does not

prevail in most of the business forms in actual practice. They have a fixed

capital budget. A large number of investment proposals compete for these

limited funds. The firm must, therefore, ration them. The firm allocates

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funds to projects in a manner that it maximizes long-run returns. Thus,

capital rationing refers to a situation in which a firm has more acceptable

investments than it can finance. It is concerned with the selection of a

group of Investment proposals out of many investment proposals

acceptable under the accept-reject decision. Capital rationing employs

ranking of acceptable Investment projects. These projects can be ranked on

the basis of a pre-determined criterion such as the rate of return. The

projects are ranked in descending order of the rate of return.

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 FIXED ASSETS MANAGEMENT

Fixed Asset are those assets which are of a somewhat fixed or permanent nature (
a life expectancy

of more than one year ) and are used by a business in its normal operations; they do
not include items

Offered for sale. Fixed assets management is the most important task which a
management has to face

in its day-today situations, and is important for the following reasons :

i) There is risk involved in fixed assets because of their longer life.

ii) Fixed Asset usually have a relatively High cost.

iii) Fixed Assets create problems of acquisition and replacement.

Acquisitions are additions to fixed assets. The main purpose of
acquisitions is to increase existing capability. Replacements are the assets
which take the place of existing assets with comparable
capacity. Betterments and improvements refer to capital expenditure
which results in the Physical change or alteration of an asset. The
purchase of fixed assets is of particular significance of business firms
because the amount involved is relatively large and represent
commitments for a relatively long period of time. They are relatively
long-lived assets which are acquired for use in a business and not
intended for sale.

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iv) There is a greater tendency to make use of machines and invest more and
more in fixed assets. The use of efficient machinery is necessary for
economics of scale, particularly in conditions of increasing competition.
Because of technological changes, the investment in
fixed assets is likely to increase, for all assets become outdated and may
have to be replaced. Planning for long-term capital expenditure is the
most important function of every business because substantial amounts
are involved and the investment of funds is spread over a considerable
period of time, and returns flow back at varying intervals in unknown
amounts. Capital budgeting on a long-term basis is an essential part of
fixed assets management. While emphasising importance of fixed assets
management, Johnson points out that fixed financial obligations must be
met when due, at an average and not in most years but always. The policy
in planning capital expenditure is not only important for a company and
its financial positions, but is also of strategic importance to the total
economy.

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 SIGNIFICANCE OF CAPITAL BUDGETING

Capital budgeting is Significant for the following reasons:

i) The decision maker loses some of his flexibility, for the results continue
over an extended period of time. He has to make a commitment for the
future.

ii) Asset expansion is related to future sales.

iii) The availability of capital assets has to be phased properly.

iv) Asset expansion typically involves the allocation of substantial amounts

of funds.

v) Many firms fail because they have too much or too little capital
equipment.

vi) Decisions relating to capital investment are among the difficult and at the
same time, the most critical because the effect of such decisions will have
a far reaching influence on the firms profitability for many years to come.

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 PRINCIPLES OF CAPITAL BUDGETING

Capital expenditure decisions should be taken on the basis of the following factors:

Creative Search for Profitable Opportunities : The first stage is the conception
of the profits making idea. Profitable investment opportunities should be sought to
supplement existing proposals.

Long-Range Capital Planning: A fexible programme of a company‘s expected

future development over a long period of time should be prepared.

Short-range Capital Planning: This is for short period. It indicates its sectoral
demand for funds to stimulate alternative proposals before the aggregate demand
for funds is finalised.

Measurement of project Work: The economic worth of a project to a company

is evaluated at this stage. The project is ranked with other projects.

Screening and selection: The project is examined on the basis of selection criteria,
such as the supply and cost of capital, expected returns, alternative investment
opportunities etc.

Post Mortem: The ex-post routines of a completed investment project should be

re-evaluated in order to verify their exact conformity with exact projections.

Retirement and Disposal: The expiry of the cycle in the life of a project is marked
at this stage.

Forms and Procedures: These involve the preparation of reports necessary for
any capital expenditure programme.

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 CAPITAL RATIONING

Capital rationing means distribution of capital in favour of more acceptable

proposals. A firm determines a certain cut-of-point for selecting accepted
proposals. The basic reason for capital rationing is that funds to be invested over a
long period of time must be distributed most judiciously. The capital rationing
problem is one where not all projects with positive present values (items at the pre-
rationing discount rate) can be taken up because of limits on the funds available for
investment. It is also a situation in which some projects, with negative present or
terminal values, may be expected if they generate funds at crucial times. There are
two problems in capital rationing:

Given the cost of capital, which group of investment should be selected? The
principle of accepting all the proposals have a positive present value of the firm‘s
cost of capital is obvious, for a failure to do so would prove critical. Adherence to
this principle results in the present value of a firm‘s net worth being at a maximum
al all points of time.

Given a fixed sum for capital investment, which group of investment proposals
should be undertaken?

a) When there is one accounting period, investment proposals should ne ranked

according to their present values, until the fixed sum is exhausted.
b) The problem becomes more difficult when the choice is between a single big
proposal and a combination of small proposals, though the latter may yield
an increment in present values.
c) There may be increment proposals, some of which require net cash outlays
in more than one accounting period. In such cases, a constraint is imposed

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 not only by the fixed sum for capital investment but also by the fixed sums
available to carry out present commitments in subsequent time periods.
d) The selection of the best among mutually exclusive alternatives is done on
the basis of a rate of return available among different mutually exclusive
projects.

The problems of capital rationing are felt more by firms with fixed capital
budgets and a large variety of alternative opportunities which constrain them to
take various investment decisions. Proposals are selected from among
independent alternatives. Investments may be single-period and multi-period
investments. In single-period investments, proposals are ranked according to
their profitability index, which also maximises the present value of the owner‘s
equity. However, the situation involves outlay in several periods. Multi-period
investments have to be accepted because they ensure multiple ratios of returns.
There is need for capital rationing during a period of budget constraints. During
other periods, there may not be any need for capital rationing. However, it is
likely that budget constraints may arise during several period. In that case,
rationing brings forth complicated problems. Proposals may be selected from
among inter-dependent alternatives. There may be investment proposals where
one cannot be abandoned at the cost of the other. Similarly, there may be
contingent projects which are combined with each other. The existing and new
asset selection may also raise unique problems in terms of the variability of
their future flows. In this case, a firm should resort to portfolio selection. It may
be possible for a firm to select proposals from among inter-dependent
alternatives. At the same time, in relationship, there are three broad
classifications of inter-dependence:

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i) Structural Inter-dependence: It refers to the interaction of the inputs and
output among firms and industries. The future earning from potential
investment are likely to be affected by this inter-dependence, which is
also referred to as ―business risk‖. These difficulties might as well make
a frims flows vulnerable to a collective disaster, which is referred to as
‗portfolio risk‘ Added to this, if the firm is highly indebted or levered, the
financial risk become indispensable.
ii) Macro-Economic Inter-dependence: It refers to the interaction of cyclical
and seasonal effects on products and markets.
iii) Demographic Inter-dependence: It refers to the concentration and
mobility of population. This might affect both the product and labour
markets. This , in turn, is bound to influence investment decisions.

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 TYPE OF RESEARCH

Exploratory Research design

These designs are the first step to start any research & are absolutely essential to
obtain the proper definition of the problem. It helps in classifying the concepts of
the study. The major emphasis is the discovery of ideas and insights by studying
the available information.

Descriptive Research Design

These are concerned with describing the characteristics of a particulars

phenomenon in detail the descriptive study requires a clear specifications of who,
what, when, where, why & how aspects of research.
The methodology adopted to achieve the project objective involved
descriptive research method

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