Chapter-1: Introduction About The Internship, Organisation Profile
Chapter-1: Introduction About The Internship, Organisation Profile
Chapter-1: Introduction About The Internship, Organisation Profile
INTRODUCTION
Internships are individualized and tailored to the needs and interests of each student in
the program. As part of the internship experience, students are expected to take an
active role in finding an appropriate internship for themselves.
Employment generation
India's growing stature in the Information Age enabled it to form close ties with both
the United States and the European Union. However, the recent global financial
crises have deeply impacted Indian IT companies as well as global companies. As a
result, hiring has dropped sharply, and employees are looking at different sectors like
financial services, telecommunications, and manufacturing, which have been growing
phenomenally over the last few years.
With fundamental structural changes visible everywhere in the IT services due to Cloud
computing, proliferation of Social media, Big data, Analytics all leading to digital
services and digital economy, many of the leading companies in India's IT sector
reported lower headcounts in their financial results.
1
IMPORTANCE OF INTERNSHIP
Internship offer students a hand-on opportunity to work in their desired field. They learn
their how their course of study applies to the real world and build a valuable experience
that makes them stronger candidates for job after graduation. An internship can be an
excellent way to
‘try out’ a certain career. For instance, you may think you want a fast-paced job in
advertising after college, but after an internship, you may find that it’s not for you,
that’s valuable insight that will help you choose your career.
ORGANISATION PROFILE
Unilog was founded in 1998 by Achutha Bachalli and Vatsal Poddar in Bangalore. The
company was originally known as Srisoft and offered low-end B2B services like data
entry and cataloging. Companies often outsourced engineering work to Unilog in its
early days. In 2001, Unilog's employee base dipped from 100 to 15 as a result of the
dot-com bust. In 2004, Suchit Bachalli (the founder's son) joined the company. Also in
2004, Unilog earned its first major client in Fisher Scientific, a United States-based
biotechnology company.
4
In 2007, Unilog opened a research and development facility in Mysore where it now
employs close to 600+ engineers. Two years later, the company began looking into
potential product offerings rather than services. In 2011, the business opened its North
American headquarters in the Philadelphia suburb of Wayne, Pennsylvania. They also
launched their B2B ecommerce software, CIMM2, that year. One of the first clients to
purchase and operate the CIMM2 software was Supply Force. By 2015, the customer
base in the United States had grown to around 100.
In January 2015, it was announced that Unilog had been selected by the state of
Pennsylvania to take part in the Keystone Innovation Zone tax credit program. In
September 2015, the company received an undisclosed amount of investor backing
from Kalaari Capital. In October 2015, Affiliated Distributors (AD) announced that it
would be deploying Unilog's CIMM2 software to manage its e-commerce offerings for
its distributors.
5
2.2: NATURE OF BUSINESS
Not all eCommerce platforms are the same. Unilog was built to address the needs of
midmarket B2B companies at an attractive price point. Here are some ways Unilog
stands out above other vendors in our market.
6
Mobile in a Day
Having a mobile responsive eCommerce site is table stakes. But what if you could
deploy a fully-functional mobile app version of your eCommerce site in only a day?
With Unilog, you can. Have your customers download your app and enjoy the
experience of a site designed specifically for the mobile experience.
7
model provides and the benefit of never having to manually update your eCommerce
software – Unilog handles that for you!
– it‟s all in our company‟s DNA. We get B2B because our leaders have spent decades
in the industry.
8
2.3: VISION, MISSION AND QUALITY POLICY OF THE
2.3.2: MISSION
The focus of the Company‟s activities at all times is total customer satisfaction, and to
achieve that we will-
• Selling products on your e-Commerce site is one thing; creating and managing
all that product data is quite another. PDM involves all aspects of the product
lifecycle, from sourcing and standardizing the data, to optimizing and delivering
it to your different sales channels. Unilog offers both a la carte and end-to-end
9
data management solutions tailored to your needs. Value-added PDM services
we provide include.
• Ensure our employees are trained and competent for the works they perform.
We have the tools to provide an assessment of your data to determine where it stands
in quality, consistency and SEO. Our analysis provides you with a baseline, and
ongoing metrics highlight opportunities for improvement. Are you providing the
information customers want about your products? Is your data accurate and up to date?
We can help you answer those questions.
PRODUCTS
SERVICE
It takes more than just product data to fuel your e-commerce site. It requires unique,
robust content to make your products stand out from the crowd. Unilog‟s product
content services can help attract customers to your site and keep them there by creating
a dynamic product catalog that not only engages the customer, but also helps convert
their search to a sale.
The content we provide you is yours, and only yours. Because you own it, you can use
your content wherever and however you see fit. This gives you the ability to provide
10
consistent product information across all facets of your business – from invoicing and
inventory management to brochures and sell sheets. That‟s the Unilog advantage.
Whether it‟s optimizing your current product catalog, sourcing and onboarding new
products, or assisting with your product data management needs, our content services
will help give your company a competitive edge.
Look at how our content services can take weak product data and
turn it into amazing enriched product content:
We take basic manufacturer data and transform it into rich, marketing-driven content
that attracts customers and creates sales. Our enhanced product descriptions increase
search rankings and give customers a wealth of product information.
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2.5:OWNERSHIP PATTERN
Unilog works with established partners around the world to provide comprehensive data
management and business intelligence solutions.
1.BravaSolution
2.Oracle
3.Affiliated Distribution
4.Riversand
5.Heiler
6.Stibo System
7.Apruve
8.SupplyForce
9.Idea
10.EnterWorks
11.MRG
12.SDI
Electrical
2.6:Recognition and awards
In 2015, Unilog was named one of the "50 Fastest Growing Tech Companies"
in the United.
States by The Silicon Review. Also in 2015, the Philadelphia Business Journal
listed Unilog's.
North American President, Suchit Bachalli, among their 2015 "40 under 40" list.
Currently Unilog is working with a new project called Stibo project. Which will be
completed by the year 2020.
1. Dynamic Pricing:
In 2016, Gartner predicted that by 2019, Unilog B2B e-commerce platform websites
will be using Configure Price Quote (CPQ) tools.
These tools use special algorithms to adjust product prices based on several factors,
such as sales volumes and order history. As a result, this help business configure prices
to the unique needs of customers. This helps them provide a personalized experience.
Besides, the prices will be transparent, without any hidden extra fees.
Nowadays, more and more online stores integrate the so-called conversational
commerce. They integrate AI chatbots and text-to-speech recognition technologies to
help customers make purchasing decisions.
Unilog e-commerce strategists use AI as a part of B2B sales strategy because of its
ability to predict sales, optimize prices, and calculate discounts based on similar
customer profiles.
4. Social Selling:
Instead of just being “salesy,” Unilog B2B salespeople will be active on social media,
where they can provide insights on their business, connect directly with leads in the
process, focus on problem solving, ask questions, and form personal relationships.
5. Focus on Global:
In addition to their existing customer base, businesses are reaching out to international
prospects. This involves offering their products in local currencies at prices that are
suitable for the local market, using the preferred local payment methods, and ensuring
that the entire customer experience complies with local regulations.
It now takes only a two to three days to implement a unilog B2B e-commerce platform.
This timeframe includes integration of other systems such as whatever ERP you use,
followed by quick cycles of adding new functionality every 4 to 8 weeks.
7. Mobile Commerce:
According to recent Google statistics, half of modern B2B search queries originate
from smartphones. The same statistics report that 80% of B2B buyers are using mobile
technologies at work.
In other words, mobile search is growing. Soon the unilog company is developing
mobilefirst websites as well as apps to support their offerings.
As for e-commerce technology trends, many B2B businesses would prefer to have a
robust B2B e-commerce platform that will ensure the best customer experience, and
Unilog can help with that.
CHAPTER-3
MCKINSEY’S 7S FRAMEWORK
The McKinsey 7S framework was designed by former employees like tom peters,
Richard Pascale and Robert waterman jr, formers consultants of McKinsey, the
American consulting firm and is applied in organization all over the world.
The 7S in this diagnostic model refer to the seven elements or factors that start with
the letter „S‟. According to the former employees the condition is that the internal
relationships between these elements are well organized and that the elements steer the
organization in the same direction.
The 7S framework the so called hard and soft elements are incorporated, in which hard
elements aims at matters of an organization and can influence directly. The soft
elements are present in an organization in a more abstract way and can be found in the
organizational culture. The hard elements & soft elements in 7S framework are
Structure Skills
Systems Style
Staff
The 7S are:
Structure: The way the organization is structured and who reports to whom.
Style: The Style of Leadership adopted.
Strategy: The plan devised to maintain and build competitive advantage over
the competition.
Skills: The actual skills and competencies of the employees working for the
company.
1. ORGANIZATION STRUCTURE:
In simple terms structure is the pattern in which various partners and competitors are
interrelated or interconnected. So, organization structure is the pattern or relationships
among various activities and positions. Because persons hold these positions, the
structure in the relationship among the people in the organization.
The Organization structure of UNILOG is pyramid call and Bureaucratic. It has highly
routine task, much formalized rules and regulations, tasks are grouped into financial
departments, centralized authority and decision making that follow the chain of
command and an elaborate administration structure with the sharp distinction between
line and staff activities.
ORGANISATIONAL CHART
Director BNG
Ops
VP SBU-4 GM Finance
-
& INFRA
team BNG
( ) (mys)
Style is a leadership approach, also the way in which the organization employees
present themselves to the outside world, to suppliers and customers. In simple words,
Style is a pattern of behavior, which the leader adopts in influencing the behavior in
the organization.
• Leader gives attention each individual needs, acts as a mentor or coach to the
follower and listens to the followers concern and needs.
• Leader enhances the motivation, morale and performance of followers through
a variety of mechanisms.
• Leader understands the strengths and weakness of employees and aligns
followers with task that optimize the performance.
• Leader creates valuable and positive change in the followers with the end goal
of developing followers into leaders.
3. SKILL:
The term skill includes those characteristics which are developed over a period of time,
and the result of the interaction of number of factors, performing certain task
successfully over a period of time, the kind of people in the organization, the top
management style, the organization structure etc.
For Officers:
The training needs suggested by the concerned reviewing officers and higher
authorities shall be considered as the base for providing the training to the officers in
the organizations. The assessed training needs are provided during the next year.
For employees:
The department heads shall assess the training requirement of employees with a view
to update their skill in their recent areas of operation and also for the purpose of the
change of personal from a particular work centre to another from one trade to another
as well as for the awareness of quality system, productivity and safety. Approval for
the same is to be obtained from the concerned authorities. Similarly, methods of work
planning department. Departmental heads shall also assess the training needs of
employees when new projects/ facilities/ process are introduced.
Managerial skills:
Supervisory Development.
Self-Development.
Stress Management.
Attitude and Mind set.
Communication and Presentation Skill.
Competency Development.
Total Quality Management.
Statistical Quality Control.
Planning Skill.
Skill Up Gradation.
Problem Solving.
4. STRATEGY:
One of the most important strategies adopted by UNILOG is the “Elimination of
Waste” waste can be eliminated in many ways, which includes Effective designing,
Proper planning, Production planning.
A major part of the waste can be eliminated during production. Proper planning during
production processes cannot eliminate waste completely but can minimize it to a large
extent. For example: When a major component of the small product, which can
minimize the waste to a large extent it cannot be eliminated completely.
5. SYSTEMS:
The different systems incorporated in UNILOG Ltd is as follows
Computerized System,
Operations
system, HR
system.
Major role regarding technology aspects computer system will help the organization
as well as technology purpose. Unilog's flagship product is the CIMM2 software
system. It is an ecommerce platform
Unilog offers content creation services both from hardcopy catalogs as well as
electronic formats like PDF, XLS, CSV, text etc. Unilog can give any output format
required by the customer, like XLS, XML, text files or any exchange specific formats
like OEX XML, CUP, CIF, cXML etc. Unilog specializes in providing fully rich
content.
WORK FLOW MODEL
US team
President– North America
CTO & VP (US)
SVP Sales
Post E
CIMM
Production Implementatio Design commerce XRF QA
Engineerin
Engineering Manager Manger
Support n Manager Manager g Manager
Manager
Manager
6. STAFF:
Staffing is a process of acquiring human resources for the organization assuring that
they have potential to contribute to the organization goal. The total manpower of
UNILOG as a whole is 11500 of which 2000 belongs to the Bangalore complex.
Manpower planning is done once in 5 years, it is updated every month and the exact
personal status is known.
CATEGORY DESIGNATION
ACCOUNTANT
S1 DEPUTY SUPERVISOR
S2 JOINT SUPERVISOR
S3 SUPERVISOR
S4 SENIOR SUPERVISOR
OFFICER
GRADE 2 ENGINEER
GRADE 4 MANAGER
7. SHARED VALUES:
Originally called “Super ordinate goals” the guiding concept and principals of the
organization, values and aspirations often unwritten to go beyond the conventional
statement of corporate objective the fundamental ideas around which a business is
built.
The main motto of UNILOG is: “Strive to up- grade and operational efficiency
continuously” The values shared by the employees of UNILOG are:
It is a model and analyses five competitive forces that shape every industry, and helps
determine an industry’s weaknesses and strengths,
Threat of
New Entry
Supplier Competitive
Buyer Power
power Rivalry
Threat of
Subsititutes
There are many new competaters are entering into the market. Many foreign brands
are opening their market in local area. It can be threat of new entrants for Unilog
Content Solutions. The threat of new entrants is very weak. The following are the
factors threat of new entrants which affects Unilog Content Solutions,
Large amount of capital require
High retaliation possible from existing companies, if new entrants would bring
innovative products and ideas to the industry
Few legal barriers protect existing companies from new entrants
All IT companies have established brand image and reputation
Products are mainly differentiated by design and engineering quality
A firm has to produce at least 5 million (by some estimations) vehicles to be cost
competitive, therefore it is very hard to achieve economies of scale
Governments often protect their home markets by introducing high import taxes
Threat of Substitutes:
The substitutes of UNILOG are WIX, 3dcart, woocommers so on,. The threat
of substitutes of unilog solutation is low.
Competitive Rivalry:
Supplier Power:
The supplier for UNILOG content soluation, who are developer of software and
there are mediatator for some byussines. Here UNILOg soluation has no bargaining
power. The supplier power of UNILOG content soluation is weak.
Buyer Power:
The buyer power of UNILOG content salutation is Strong. The following are the
factors of buyer power which affects UNILOG soluation,
Chapter- 4
SWOT ANALYSIS
WEAKN
+ +
STRENGTHS WEAKNESS
SWOT
OPPORTUNITIES THREATS
SWOT analysis is a framework used to evaluate a company's competitive position by
identifying its strengths, weaknesses, opportunities and threats. Specifically, SWOT
analysis is a foundational assessment model that measures what an organization can
and cannot do, and its potential opportunities and threats.
STRENGTHS: -
WEAKNESS: -
OPPORTUNITY: -
THREATS: -
UNILOG growth in the terms of turnover and profitability besides investment in the
block assets and working capital has been tremendous over a period of time unless
proper accounting of the various transactions of the company taking place
systematically the real control on the various areas of the company will be managed.
RATIO ANALYSIS
The ratio analysis is one of the powerful tools of financial analysis. It is the process of
estimating and interpreting various ratios. It is with the help of ratios that the financial
statements can be analyzed more clearly and decisions made for such analysis. A ratio
is an indicated quotient of 2 mathematical expressions that gives relationship between
2 or more things.
Ratio techniques or ratio accounting is an important quantitative technique used for the
analysis and interpretation of financial statements. With the help of ratios, the financial
statement can be analyzed more clearly and decision made from such analysis are very
effective and also analyze the position and performance of the firm.
The focus of ratio analyze is on key figures contained in the financial statements and
the significant relationship that exists between the short term creditors, bankers and the
other suppliers of short term loans are primarily interested in judging the firm ability
to pay its currently maturing obligations this ability is reflected in the liquidity ratio of
the firm. By this we can analyze the company and this gives full picture of the company
and its functioning. This helps to look at the organization in different angels and study
the functions of different departments which help the organization to function
smoothly and achieve its targets.
OBJECTIVES:
Analyze the financial performance with the help of different types of ratios
which are derived using the financial statement of company.
To study the efficiency of the company in managing the asset employed by the
company.
To study the efficiency of the company in managing the asset employed by the
company.
By this we can compare the performance and growth of the company with the
industry.
A EQUITY AND
LIABILITIES
Shareholders’
funds
Share capital
Reserves and
surplus
Non-current
2
liabilities
Long-term
borrowings 19,152,810 21,516,749 2,211,579 2,558,789
3 Current
liabilities
9,387,055
Short-term 4,403,061 14,371,049 9,387,056
17,101,518
Borrowings 23,082,541 11,120,495 17,101,520
Short-term 20,744,371
25,712,855 15,775,887
provisions 20,744,373
77,617,396 61,830,334 46,043,272 61,830,341
1 Non-current
assets
Fixed assets
37,681,254 31,714,133 34,697,698 34,713,296
Tangible
Assets 12,674,726 10,922,433 11,898,584 11,844,367
Intangible
assets
2 Current assets
Other current
assets 2,849,069 15,545,582 9,197,333 9,197,333
Particulars For the For the year For the year For the year
year
ended 31st ended 31st ended 31st ended 31st
March,
March, 2017 March, 2018 March, 2019
2016
Revenue from
Operations 215,382,46
329,963,641
5 243,156,699 279,630,204
1,384,752 1,811,243 2,315,243
Other Income
2,854,343
Total
Revenue 216,767,21 244,967,942 281,945,447 332,817,984
7
Expenses
Employee
Total
Expenses 156,776,65 181,594,441 203,995,531 227,816,342
6
EBITD 59,990,561 63,373,501 77,949,916 105,001,642
Finance Costs 1,817,072 2,982,925 3,482,925 4,482,925
Depreciation 4,5s93,244 4,058,704 4,058,704 4,058,704
Profit/Loss before 53,580,245 56,331,872 70,408,287 96,460,013
tax
Tax expenses:
Tax relating to
current year 16,234,814 17,068,557 21,333,711 29,227,384
the year
Transfer to
7,469,086 7,852,663 9,814,915 13,446,526
General
Reserve
Absolut
Particulars Note Previous Current e Percentage
No. Year Year Increase/ Increase/
(2016) (2017) Decrease Decrease
A B C = A -B D= C /A x
100
I. Equity and Liabilities:-
1.Shareholder‟s Funds :
(a) Share Capital 41.77 41.77 0 0
(b) Reserve & Surplus 2034.98 2067.58 32.6 1.60
2.Non-Current Liabilities:
3.Current Liabilities:
(a) Short Term Borrowings 178.24 145.42 (32.82) (18.41)
(b) Trade Payables 543.29 408.21 (135.08) (24.86)
(c) Short Term Provisions 125.97 155.17 29.2 23.10
1.Non-Current Assets:
development
(b) Non-Current Investments 2.58 2.57 (0.01) (0.38)
i] Non-Current Investments
ii]deferred tax asset 101.38 103.51 2.13 2.10
iii] Long Term Loans & Advances 233.91 228.16 (5.75) (2.45)
Particulars Note
1. Shareholder`s Funds:
a) Share Capital
41.77 0.90% 41.77 0.96%
2. Non-Current Liabilities
3. Current Liabilities:
b) Trade Payables
543.29 11.83% 408.21 9.44%
c) Short Term Provisions
771.42 16.80% 617.5 14.28%
a) Current Investments
0.8 0.01% 0.62 0.01%
b) Inventories
1921.2 41.84% 1696.31 39.23%
c) Trade Receivables
991.7 21.60% 1208.05 27.94%
LIQUIDITY RATIO:
The liquidity ratios measure the ability of a firm to meet its short term obligations and
reflect short term financial strength of the firm. The aim of liquidity analysis is for a
company to have adequate funds on hand to pay bills when they are due to meet
unexpected need of cash.
Liquidity analysis mainly focuses on balance sheet relationships that indicate the
ability of a business to liquidate current and non-current liabilities. The following are
the important liquidate ratios:
Current Ratio.
Quick ration or acid test ratio
1.CURRENT RATIO:
This ratio expresses the relationship of current asset to current liabilities. It includes
company‟s liquidity or short term solvency. The current ratio is calculated by
dividing the total current assets by current liabilities.
2.09
2015-16 129,739,320 61,830,334
CURRENT RATIO
4
0
2014-15 2015-16 2016-17 2017-18
RATIO
Interpretation: -The standard current ratio is 2:1. During the year 2014-15 the ratio
is
1.27, in the year 2015-16 the ratio is increased to 2.09, in the year 2016-17 the ratio is
increased to 3.00, in the year 2017-18 to 3.57.Thus we can observe the increase in the
liquidity position from 3 to 3.57 from 2016-17 to 2017-18. As the company has good
and higher ratio the short term liquidity position of the firm is relatively good.
Quick ratio establishes the relationship between quick or liquid assets and liabilities.
Quick ratio makes a small change in the current ratios and takes away the inventory
portion from the current assets and divides it by current liabilities. An asset is liquid
if it can be converting into cash immediately or reasonably soon without a loss of
value.
QUICK RATIO
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
2014-15 2015-16 2016-17 2017-18
RATIO
Interpretation: The standard ratio is 1:1 for quick ratio. During the year 2014-15
the ratio is 0.29, in the year 2015-16 the ratio is increased to 0.60, in the year 2016-17
the ratio is increased to 0.65 and we can see decrease in 2017-18 to 0.49. Therefore the
liquidity position of the company is not good and safe because they cannot convert the
assets into cash.
Profitability Ratios:
The management of the firm is naturally eager to measure its operating efficiency.
Similarly the owner invests their funds with the expectations of a firm and its ability
to ensure adequate returns towards shareholders dependency ultimately on the profit
ratio.
• Return on equity
Interpretation:
During the year 2014-15 the ratio is 0.0564, in the year 2015-16 the ratio is increased
to 0.0209, it has further decreased to 0.016 in the year 2016-17 and we can see again
an increase of 0.001 in the year 2017-18. Therefore the net profit is not much higher.
RATIO
Interpretation:
During the year 2014-15 the ratio is 3.90, in the year 2015-16 the ratio is increased to
4.51, it has decreased to 3.89 in the year 2016-17 and increased to 4.30 in the year 2017-
18. The operating efficiency of the business is been increased during the year 2017-18
to 4.30.
0.21
0.2
0.19
0.18
0.17
0.16
0.15
2014-15 2015-16 2016-17 2017-18
ROA
Interpretation:
During the year 2014-15 the ratio is 0.19, in the year 2015-16 the ratio is decreased to
1.17 it and increased to 0.20 in the year 2016-17 and we can see an increase of 0.21 in
the year 2017-18.It shows the profitability of the total funds per investment of the firm.
4. Return on equity:
RATIO
Interpretation:
During the year 2014-15 the ratio is 0.96, in the year 2015-16 the ratio is increased to
1.01, it has increased to 1.27 in the year 2016-17 and increased to 1.74 in the year
2017-18. This shows whether the firm has earned satisfactory return for its equity
holders or not. Therefore the company has been satisfactory.
CHAPTER-6
LEARNING EXPERIENCE
The project work carried at UNILOG gave me an ample opportunity to learn new
things. It gave me knowledge about B2B business and how it is been processed and
also gave me an opportunity to understand organization culture & various
organizational processes. It helped me to know about the flow of information between
various levels and the nature of formal and informal relations involved.
This study helped me to gain proper information about the financial soundness of the
company. It was a nice opportunity to implement other class room concepts to real life
business situation.
BIBLOGRAPHY
1. Demery, Paul (12 January 2015). "Unilog plants new U.S. roots to grow its
B2B ecommerce technology". Internet Retailer. Retrieved 13 October 2015.
3. "Leveling The Digital Playing Field For Small Suppliers". PYMNTS. 28 April
2015. Retrieved 13 October 2015.
4. Khan, Sobia (11 March 2014). "Unilog Content Solutions forays into luxury
retail business". The Economic Times. Retrieved 13 October 2015.
5. Vider, Elise (25 June 2015). "In Wayne, Unilog grows with e-commerce".
Keystone Edge. Retrieved 13 October 2015.
6. "50 Fastest Growing Tech Companies". The Silicon Review. 17 June 2015.
Retrieved 13 October 2015.
8. Chamikutty, Preethi (29 March 2014). "Age is no bar to startup, ask 70-year-
old AchuthaBachalli of Unilog". YourStory.
10. Demery, Paul (2 March 2015). "Corporate buyers drive up online sales at
SupplyForce.com". Internet Retailer. Retrieved 13 October 2015.
11. Gough, Paul J. (14 January 2015). "See which local startups are getting
Keystone Innovation Zone tax credits". Pittsburgh Business Times. Retrieved
13 October 2015.
12. Sharma, Disha (16 September 2015). "Kalaari backs e-commerce analytics
firm Unilog". VCCircle. Retrieved 13 October 2015.
13. Chandra, Nandini (17 September 2015). "Kalaari Capital Invests In B2B
Ecommerce Startup Unilog". Inc. 42 Magazine. Retrieved 13 October 2015.
14. ^ Jump up to: abDemery, Paul (7 October 2015). "A distributors' collective
fires up a new digital strategy". Internet Retailer. Retrieved 13 October 2015.
Batch :2018-2020
Week No :1
External Guide
CMR INSTITUTE OF TECHNOLOGY
Batch :2018-2020
Week No :2
External Guide
CMR INSTITUTE OF TECHNOLOGY
Batch :2018-2020
Week No :3
4 24-7-2019 Holiday
External Guide
CMR INSTITUTE OF TECHNOLOGY
Batch :2018-2020
Week No :4
26-7-2019
2 29-7-2019 Analysis of financial statement along with other
details.
&
30-7-2019
3 31-7-2019 Interpretation of financial statement .
&
1-08-2019
4 1-8-2019 Discussion with the external guide about the
same.
5 5-8-2019 Last day of my study, I cleared all my doubts
from external guide.