SHRI MUNISHWAR MOTOR,

BELAGAVI

CHAPTER: 1

INTRODUCTION ABOUT THE

INTERNSHIP, INDUSTRY
PROFILE

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1. INTRODUCTION OF THE INTERNSHIP:

The internship experience is designed to provide student working towards certificate

associate in applied science degrees in law enforcement or corrections with an opportunity to
develop insight into the practical application of academic knowledge. An internship is on-the-
job training for many professional jobs, similar to an apprenticeship, more often taken up by
college and university students during his undergraduate or master degree in their free time to
supplement their formal education and expose them to the world of work.

Organizational functioning is the important factor of the organization to achieve its

desired goals and objectives , And it requires the co operation from all the levels of the
organization for continuous functioning . This internship report aims and understanding the
functioning of company at different departments.

As a part of our two year MBA program, at the end of 2 nd semester we have to carry
on the internship about the organization study in an organization to understand functioning of
the organization and its structure . The main purpose of this organizational study is to
understand the working culture of the organization and to apple theoretical concepts in real
life situation at workplace for various functions of the organization .

Many interns end up with permanent service with the same organization in which they
are interned. Their worth to the organization may be greater than before by the fact that they
require modest or less training.

The internship is scheduled for a period of 4 weeks and I did my internship at

Munishwar motors PVT LTD (Royal Enfield ). Through internship I have gained the
exposure to real world problems and issues that perhaps not found in textbooks. Internship
helped me in communicating in better way with people.

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1.1 INDUSTRY PROFILE:

Royal Enfield Ltd. is the largest exporter of two wheelers' with Eicher motors at Redditch
industries of ; Royal Enfield manufactures state-of the-art range of two wheelers. The brand,
classic 350cc is continually dominating the Indian motorcycle market in the premium
segment. its thunderbird also a successful bike on Indian roads.

The Royal Enfield Group is amongst the top 10 business houses in India. stretches over
a wide range of industries, spanning automobiles (two- wheelers), bike accessories, wallets,
and clothing, travel bags. The group's flagship company, Royal Enfield' is ranked as the
world's largest two-wheeler manufacturer and having the continuo’s production the Royal
Enfield brand is well-known across several countries in Latin America, Africa' Middle East,
South and South East Asia. Founded in 1901' at the height of India’s movement for
independence from the British, the group has an illustrious history. The integrity, dedication,
resourcefulness and determination to succeed which are characteristic of the group today, are
often traced back to its birth during those days of relentless devotion to a common cause' ,
founder Albert Eadie and Robert Walker Smith of the group, was a close confidant and
disciple towards the company.

ROYAL ENFIELD was a brand name under which the Enfield Cycle company limited of
Redditch, Worcestershire sold motorcycles, bicycles, lawnmowers and stationary engines
which they had manufactured. Enfield Cycles Company also used the brand name Enfield
without Royal.

INDUSTRY: Motorcycles, Bicycles, Lawnmowers, cars

FOUNDER: Albert Eadie and Robert Walker Smith

Products: Royal Enfield clipper, Crusader, Bullet, Interceptor, WD/RE, Super Meteor

HEADQUARTERS: Redditch, United Kingdom, England

In the 1953 SUDARAM IYER Brought Royal Enfield in the India. the Eicher Motors
purchased the Royal Enfield. And in the 1955, the Redditch Company partnered with madras
motors in India to form “Enfield India” to assemble under licence, the 350cc Royal Enfield
Bullet motorcycle in madras.

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1891 R.W. Smith and Albert Eadie take over the Townsend Cycle Company in Redditch,
UK. Soon after, they start supplying precision machine parts to the Royal Enfield Small Arms
Factory in Enfield, Middlesex. Their undertaking is renamed the Enfield Manufacturing
Company Limited. THE OLDEST MOTORCYCLE BRAND.....IN CONTINUOUS
PRODUCTION 1893 Enfield Manufacturing Ltd. becomes Royal Enfield – ‘Royal’ being
taken from the Royal Small Arms Company. The trademark ‘Made like a gun’ is introduced.
1898 R. W. Smith designs a prototype motorised vehicle, a four wheel bicycle known as a
quadricycle. It uses a proprietary 1 1/2 hp De Dion engine. 1900 Royal Enfield enters
motorsport when one of its quadricycles enters a 1000 Mile Trial. The event does much to
persuade the British public about the viability of motorised transport.

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CHAPTER: 2

ORGANISATION PROFILE

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2.0 PROFILE OF THE ORGANISATION

Name Shri Munishwar motors Pvt ltd

Company Royal Enfield Bikes
Address Shri munishwar motors Nehru nagar belgavi
Started in 2009
Ownership Private
Activity Trading ,service
List of Bikes 1) CLASSIC 350-cc&500-cc
2) ELECTRA 350-cc
3) BULLET 500-cc
4) STD- UCE
5) TBTS 350 cc & 500cc
6) CONTINENTAL – GT
7) HIMALAYAN
Workers 50 workers

2.1 BACK GROUND

Shri Munishwar Motors Pvt Ltd named after the spiritual Mentor SHRI MUNISHWAR
MAHARAJ OF BIJAPUR and formally Inaugurated by his Holiness SHRI SIDDESHWAR
SWAMIJI. Established in 2009 first appointed Authorised Dealer for ROYAL ENFIELD in
North Karnataka. Since 2010 sold 2500 bikes and today achieving a milestone of 25 core
turnover P.A Shri Munishwar Motors is also associate group of JAGAJAMPI Family which
has few other Dealerships VIZ BAJAJ, KTM.

. Royal Enfield motorcycles had been sold in India since 1949. In 1955, the Indian
government looked for a suitable motorcycle for its police and army, for use patrolling the
country's border. The Bullet was chosen as the most suitable bike for the job. The Indian
government ordered 800 350-cc model Bullets, an enormous order for the time. In 1955, the
Redditch company joined Madras Motors in India in forming "Enfield India" to assemble,
under licence, the 350 cc Royal Enfield Bullet motorcycle in Madras (now called

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Chennai).

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Under Indian law, Madras Motors owned the majority (over 50%) of shares in the company.
In 1957 tooling equipment was sold to Enfield India so that they could manufacture
components.

Enfield of India continued producing the 'Bullet' long after the UK factory's bankruptcy, and
changed its branding to 'Royal Enfield' in 1999. The 'Royal Enfield' name and rights had been
purchased by Matt Holder of Aerco Jigs and Tools, at the bankruptcy sale in 1967. The
business passed on to his son, David Holder, of the Velocette Motorcycle Company of
Birmingham, UK. The Holder family has produced spares for Royal Enfield motorcycles
continuously from 1967 through to the present, but did not trade under the Royal Enfield
name. While David Holder objected to the use of 'Royal Enfield' by Enfield of India, a UK
court ruled in favour of the Indian company, who have now assumed the trademark, and
produce motorcycles as Royal Enfield.

Royal Enfield India manufactures and sells in India, and also exports to Europe as well as the
America, South Africa and Australia. They recently entered the Indonesian market.Recently
Royal Enfield has undergone a major retooling particularly in the engine department going
from carburetted cast-iron engines to twin spark unit construction engines on all its models,
with Electronic Fuel Injection (EFI) available on their flagship 500 cc model. The major
redesign has sparked such a demand for the bikes that Royal Enfield have started double
shifts at their plants.

In August 2015, Royal Enfield Motors announced it is establishing its North American
headquarters and a dealership in Milwaukee, Wisconsin, with the intention to offer three
bikes, the Bullets 500cc and Continental GT 535 Cafe Racer as they feel this engine size
represents an underserved market. The dealership will be Royal Enfield's first company-
owned store in the U.S., according to Rod Copes, president of Royal Enfield North America.

2.2 NATURE OF THE BUSSINESS:

 Sales:

Sales of the Royal Enfield bikes

Sales of the spares

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 Trading:

Satisfying the customer with their needs

 Service:
Passing ,insurance

Free general check-

ups Paid check ups

2.3 VISION MISSION QUILITY

POLICY VISION:

“Becoming A remarkable entity in automobile industry with the support of spirituality,

honesty, ethical practice dedication and sustainable practices creating a value addition among
the every stake holder associated with and thereby contributing a bit to nation building”

MISSION:

“To become a enterprise with 100% customer satisfaction being customer friendly.
Transparent and achieving goals with innovation”

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Quality policy:

Quality part of the Royal Enfield

QUALITY POLICY AND ENVIRONMENT POLICY

We at Royal Enfield group of companies are committed to enhance the satisfaction of all
stakeholders by manufacturing cost effective products by implementing the best practices in
all areas of operation.

We at Royal Enfield Group will strive to protect environment and prevent pollution of air,
water, land and noise through effective control measures. Create awareness amongst
company personnel to minimize waste and conserve natural resources through reuse, recycle
and reduce.

We shall focus and work towards continual improvements in our environments performance
and comply with all applicable legal and other requirements.

The Royal Enfield user how he thinks about the bike (taken from suggestion)

Royal Enfield are as reliable as any other Yamaha or Honda that we see everyday. But
quality is a different thing. Based on my ownership experience, the built quality of Enfield’s
are not up to the par. You will find many quality issues especially if you've a good attention
to detail. But being said that, those are all minors and will not effect it's reliability. If
maintained properly, its highly unlikely an Enfield will make you stranded on a highway.
You can ride day and night through sand and snow with absolute confidence. The quality
issues I mentioned might vary in different countries, probably better in western countries.

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2.4 PRODUCT / SERVICE PROFILE:

Products are:

COLOURS IN THE BIKES:

Royal Enfield bikes:

1) CLASSIC 350-cc &500-cc

2) ELECTRA 350-cc
3) BULLET 500-cc
4) STD- UCE
5) TBTS 350 cc & 500cc
6) CONTINENTAL – GT
7) HIMALAYAN

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Royal Enfield Accessories:

1) Helmets
2) Jackets, T- shirts
3) Wallets
4) Safety guards
5) Bike accessories
6) Hand glouse
7) Stylish belts
8) Chains,
9) Bags , Etc

2.5 OWNERSHIP PATTERN:

1) It is non government based company the contribution for this company is by

the owner of the company.
2) The entire union is controlled by the chairman of the company

BOARD OF DIRECTORS

Mr S. Sandilya Chairman - Non-executive Independent

Director
Mr Siddhartha Lal Promoter – Executive - Managing Director
Mr Priya Brat Non-executive Independent Director
Mr M. J. Subbaiah Non-executive Independent Director
Mr Prateek Jalan Non-executive Independent Director
Ms Manvi Sinha Non-executive Independent Director

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2.6 ACHIEVEMENTS / AWARDS:
1ST runner up Award (for outstanding performance in Q , Financial year 2016- 2017)

FUTURE GROWTH AND PROSPECTS:

Present they don’t want to extend the business. Because now only they started the new branch
in the Gokak. The Royal Enfield is the strong brand. Now they don’t have any competitor in
the market. So they not have any plan now.

Here, are some of the aspects which the Royal Enfield wanted to focus on to the future
growth some of them are:

1. Expansion of many more branches all over the world.

2. Providing good facilities to the employees so that they can give there best to the
organization.
3. Focusing on to the various field in the manufacturing.
4. Adopting to the new technology for the manufacturing as well as the casting process.
5. And also focousing towards the good transportation system for the on time delivery of
goods.
6. To provide better training to the employees so, that there should not be any problem.
7. To maximise the production capacity of the company.
8. And to build more good relation with the foreign customers.
9. To provide some basic facilities to the society as a part of CSR activities.
10. To maintain a positive cultural working environment.

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CHAPTER: 3

MCKENSY’S 7’S FRAMEWORK

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3. MCKENSY’S 7’S

The McKinsey 7-S framework. Developed in the early 1980s by Tom Peters and
aligned if it is to be successful.
Waterman, two consultants working at the McKinsey & Company consulting firm, the
The McKinsey
premise 7-S model
of the model is thatcan be are
there applied
seventointernal
elements of a of
aspects team or a project that
an organization as well.
need The
to
alignment issues apply, regardless of how you decide to define the scope of the areas you
study.

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The seven Elements
The McKinsey 7-S model involves seven interdependent factors which are
categorized as either "hard" or "soft" elements

“Hard” elements are easier to define or identify and management can directly influence them
these are strategic statements; organization charts reporting lines: and formal processes and
IT systems.

Soft elements on the other hand can be more difficult to describe and are less tangible and
more influenced by culture. However, these soft elements are as important as the hard
elements if the organization is going to be successful.

Definitions of the elements specifically

 Strategy: The plan devised to maintain and build competitive advantage over the
competition.
 Structure: The way the organization is structured and who reports to whom.

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 Systems: the daily activities and procedures that staff members engaged in to get the
job done.
 Shared Values: Called super ordinate goals. When the model was first developed
these are the core values of the company that are evidenced in the corporate culture
and the general work ethic.
 Style: the style of leadership is adopted.
 Staff: the employees and general capabilities.
 Skills: the actual skills and competencies of the employees working for the company.

ORGANISATION STRUCTURE:
Owner

General manager

Accounts Department Spares Part Department

Sales Executives Work Manager

Head Mechanics

Sales Department Work supervisor

Mechanics

Servicing Department

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3.1 STRUCTURE:

DEPARTMENTS:

1. SALES DEPARTMENT
2. SERVICE DEPARTMENT
3. ACCOUNTING DEPARTMENT
4. SPARES DEPARTMENT

EXPLAINATION:

1. SALES DEPARTMENT

SALES EXECUTIVES’ RESPONSIBILITIES

 Check the assigned test ride bike status & ensure it is clean
 Check for the availability of brochures, sales stationary etc and keep it ready
 Attend daily meeting –note down the deliverable parameters
 Update current status against the targets on all parameters
 Collect follow up sheets for enquiry /bookings/payment /delivery- update the status
back to CRE or update in DMS every day
 Drop out cases to be informed to sales manager for closing
 Maintain test ride route map.

Customer engagement

Walk-in –

 Welcome the customer to our showroom

 Probe the customer with well directed questions to understand the customer need
 Do the range presentation
 Align the customer to the apt model and explain the FAB in detail
 Collect the basic details from the customers with the enquiry form
 Provide test ride to the customer –one of the core job of the sales executive is
“To provide the best test ride experience to the customer” collect feedback

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 Handle the objections raised by the customer
 Collect the next follow up date
 Promote merchandises
 Ensure test rides vehicle cleaning between each ride.
Tele & web:
 Collect the list from CRE every hour – do the follow up- invite the customer for
showroom visit and test ride
 Convert for home test ride and experience ride

Booking & Retail-

 Explain the booking procedure & complete delivery process to the customer.
Clearly mention the waiting period.
 Provide booking receipt, booking form & beat magazine
 Intimate the customer about the full payment 15 days prior to the planned delivery
 Provide the details about various payment options available & documents required
 Provide assistance to the customer during the entire waiting period for any queries
raised
 Keep every customer engaged every month after looking till delivery
Delivery:

List of customers waiting for delivery on date to be shared – registration status to be updated
– delivery documents to be kept ready one day before delivery – then inform the customers
about the time of delivery

Tag the bikes which are ready for delivery and ready for registration accordingly

Perform the standard delivery process – explain the warranty guidelines

Take delivery feedback from the

customer Get customer installation form

signed

Explain do it yourself service pages and workshop location / contact details

Plan group delivery rather one many delivery – let each delivery be celebrated

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Ask reference, promote merchandise, explain future rides planned.

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Provide any assistance required for delivering the vehicle successfully

Do next day call to understand customer satisfaction – if negative feedback report to CRE
and have it tracked until closure

Keep the delivery zone clean and plan delivery throughout the day

RTO:

Follow RTO team to track registration planned completed for your customers

Follow up for the RC book receipt for the customers delivered previous month.

2. SERVICE DEPARTMENT

This department is mainly concerned to give the service for the customer. Like wheel
alignment, oil changing, engine repair, mirror work, etc. any type of work which is concerned
to the vehicles. The head of this department is service manager.

VARIOUS DECISION IN SERVICE DEPARTMENT

 This department is responsible to improve quality repairs.

 This department is responsible to solve the problem of the customer accurately.

 This department is responsible to reduce customers’ complaints and

improve productive Hours.

 This department is head of workshop having authority to control the workshop.

 This department head is responsible for the maintenance of quality system in his
departments.

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3. ACCOUNTING DEPARTMENT:

WORKS IN THE ACCOUNTING DEPARTMENT

Billing ,RTO, passing ,Cash receiving, Payment ,Bank payment, Purchase entry ,Sales entry,
RTGS ,Maintaining the accounts daily, Accounting will be done in the SQL software

4. SPARES DEPARTMENT:

Spare parts management is a main component of a complete strategic service

management process that companies use to ensure that right spare parts and resources are at
the right place, Where the broken part is at the right time.

WORKS IN THE SPARES DEPARTMENT:

Sales, Order replace, Purchase, Oil order, Spare order, Stock details, Local accessories,
Maintaining the spares at right places & Explaining the products to mechanicals

3.2 STRATEGY:

The Strategy is to be made to win over an opponent. But in this organisation there is no one
opponent to the royal Enfield bikes that’s why they will not plan any strategy.

But they will make the bike camping’s. To make the awareness of the bike features
and the prices to the people

. expand its production capacity owing to the growing demand for its motorcycles worldwide,
Royal Enfield started production at its second manufacturing facility at Oragadam in Tamil
Nadu, in April 2013. Royal Enfield’s new state of the art manufacturing facility at Oragadam
equip ped the 115 year old motorcycle brand for its next level of global growth and achieve
the highest level of quality and productivity. Royal Enfield sold over 5,00,000 motorcycles
in 2015 -16 , and the Oragadam plant has been instrumental in achieving this scale and
quality standards. Spread over 50 acres, the Oragadam plant will contribute significantly in
Royal Enfield achieving its planned production of 6,75,000 motorcycles in 2016-17. Built in
a record time of 11 months, the Oragadam plant has helped the iconic brand up its production

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scale in many ways such as: cost optimization through low cost automation , new CED paint
shop, a robotic painting system and powder coating system, ergonomically sound new vehicle
assembly line and torque controlled tools with feedback

PRODUCTION PLANNED IN 2016-17

MANUFACTURING EXCELLENCE 6,75,000

motorcycles

3.3 Systems:

System means all the rules, regulations and procedures of Royal Enfield both formal
and informal. All work should be done in time and honestly.

Systems, which are followed in Shri Munishwar Motors are as follows,

 Timing punctuality should be followed

 Proper packing
 Hard work and sincerity
 Sending goods plan to the outlets (Schedule)
 Mutual cooperation and respect to for all workers and all time
 Discipline is to be maintained in the premise

3.4 SKILL:

The Royal Enfield Company has the skill training camps in the Bangalore, and in the
Chennai city. The employees will be given training there.

That training is known as (NICHE TREE)

There they will increase the skills of the employees, and give the full knowledge of the royal
Enfield Company, and they also give some tips how to work in the organisation.

3.5 STAFF:

The trained persons in the ‘NICHE TREE’ are to be selected in the royal Enfield
showrooms.

The benefit for higher management is very good in terms of financially as compare with
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lower and mid levels.

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Organisation are made up of humans and it’s the people who make the real difference to the
success of the organisation in the increasingly knowledge based society. The importance of
human resource has thus got the centeral position in the strtegy of the organisation, away
from the traditional model of capital and land.

The people/ human resource of management process used to develop managers socialization
process, shapping basic value of management ways of introducing young recruit to the
company way of helping to manage the cries of the employees. The company has different
selection process depending on the candidate’s qualification, experience, communication
skill, leadership quality and decision making skill for long term or short term.

The company follows different procedure in shaping fresher. Staffing is one of the important
procedure that is carried out in the organisation. An organisation development depends if the
staff are well trained and have enough knowledge of the job properly to execute it in the right
time.

Royai enfield consisting of well trained staff. Which are well trained in systamatic manner.As
being a manufacturing company the whole process is risky so for that purpose the staff is
must required with well trained with out a proper training the work can not be carried in the
well manner. For that purpose the staff is been well trained in terms of all the aspects

3.6 STYLE:

This part of Mckensy’s 7s frame work includes the leadership style of the top management
and the overall operating style of the organisation. It also includes motivational style used in
the company.

In the munishwar motors top management will make decisions. And manager spends
their time with employees.

3.7 SHARED VALUES:

Shared values are fundamental ideas around which business is built. They are main values
which the business is based upon. Shared values when properly articulated can provide a
strong basis of stability to a rapid changing world by providing a basic meaning to people
working for the company. Shared values of an organization can be characterized as the whole
of the norms view & shared by the people working in the organization

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INFORMATION FLOW IN THE ORGANISATION

MANAGING
DIRECTOR

ASSISTANT
GENERAL MANAGER

DEPARTMENT
MANAGERS

DEPARTMENT
EXECUTIVES

ASSISTANT
MANAGERS

LABOURS

ON VARIOUS DECISION MAKING PROCESS AT DIFFERENT LEVELS OF

HIREARCHY –

THE LEVELS OF MANAGEMENT:

 Top level.

 Middle level

 Bottom level

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TOP LEVEL:

The top level management people will always think bigger about the organization
and they have more knowledge and high qualification in terms of taking decision. they
will take the decision on their own. The top level people have the responsibility to whole
organization and the happenings in the organization.

MIDDLE LEVEL :

The middle level people will always act as the bridge between the top and bottom
level people because they are on the basis of their knowledge so there are the decision
which will helps to the lower level people and also the top level.

BOTTOM LEVEL:

In this level the people obey the orders of the middle level management and their
work is to follow the orders of the both management levels. Thus the information flow in
the organization within different levels are very flexible.

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CHAPTER: 4

SWOT ANALYSIS

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SWOT Analysis

SWOT analysis (strengths, weaknesses, opportunities, and threats analysis) is a framework

for identifying and analyzing the internal and external factors that can have an impact on the
viability of a project, product, place or person

STRENGTHS:

Analyzing strengths is an essential part of business analysis, mainly because it allows better
decision making, planning, and management. Knowing what you do well allows you to make
the most of it, and consequently, receive the maximum benefit.

 Old dealer:

The munishwar motors are the old dealer in the market. They have good name and good fame
in the market.

 Strong brand:

The royal Enfield has the strong brand in the market. It is the biggest strength of the
munishwar motors.

 Long history:

The Royal Enfield has the long history in the market. And it has attracted the public with
their models and with the good service.

 Education background:

The employees in the munishwar motors are enthusiastic towards the work. And with the
good education background the employees of Royal Enfield are trained in the niche tree.
(Niche tree is the training camp of the Royal Enfield)

 Style of working:
The style of working is standard. And committing towards work is very different from others.
And satisfying the customer is the main aim of the munishwar motors.
 Maintains standard:

The Royal Enfield is the brand the brand should be maintained by the organisation.

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WEAKNESS:

Every organization or venture has its weaknesses — things that they don’t do so well
(or even do poorly), or things that aren’t so good about them/it. Weaknesses are particularly
noteworthy if they prevent you from achieving your ‘mission’ (even if that’s just earning
money), or make doing so more difficult. This might mean unnecessarily leaking finances,
improperly targeting clients, or poorly executing a service, among other things.

 Niche market:

It is the niche market. It is the main weakness of the Royal Enfield.

 Limited growth:

The Royal Enfield has the limited growth. Compare to the other automobile industries

 Scattered customer:

Separation of customers in terms of location or area. They are not specifically limited to
particular area.

 Technology advance:

The technology advance is required. Like launching the new models with the new
technology.

OPPORTUNITIES:

Opportunities come in all different sizes, from hardly noticeable ones, to life-changing ones.
Recognizing the various opportunities that a company faces will help you to act on them and
leverage them (which can increase the success of your own organization or venture), or
further understand the situations that other businesses are facing.

 New bikes launching:

By launching new bikes in the market they can attract the many customers. And improve
some technology.

 New segment deals: The Royal Enfield is looking towards only one segment. They
should deal with the other segments also.

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THREATS:

In business analysis, Threats are anything that could cause damage to your organization,
venture, or product. This could include anything from other companies (who might intrude on
your market), to supply shortages (which might prevent you from manufacturing a product).

 Competition within a segment:

The competition in the one segment. Is the big threat for the Royal Enfield

 Increasing overheads:

The overheads are increasing this is the main threat for the owners. To maintain the
overheads is the big problem.

 Government rules & regulations& tax rates:

Changing in the rules & regulation of the government & changing in the tax rates are
affecting more to the owners of the organisation. With this the overheads are increasing.

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CHAPTER: 5

ANALYSIS OF FINANCIAL
STATEMENT

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Comparative Balance sheet of Royal Enfield Amount in crs

Particulars 2016-17 2015-16 2014-15

Net Fixed Assets (including CWIP and Pre- 969.03 570.47 313.17
operative Expenditure)
Investments 1872.69 1178.03 856.35
Non-current assets 111.25 168.83 89.81
CURRENT ASSETS
Inventories 300.36 205.13 143.84
Debtors 46.13 10.70 12.13
Cash and bank balance 44.52 20.89 18.71
Other current assets 74.02 74.84 49.17
CURRENT LIABILITIES AND 1196.37 956.82 634.95
PROVISIONS
Net current assets -731.34 -645.28 -411.10
Total 2221.63 1272.07 848.23
Share capital 27.16 27.10 27.04
Reserves and surplus 2123.62 1206.56 794.30
Net worth 2150.78 1233.66 821.34
Deferred tax liability 33.10 20.07 12.63
Other non- current liabilities& provisions
Borrowings _ _ _
Total 2221.63 1272.07 848.23
Interpretation:
From the above table we can analyze that year by year net worth of ROYAL
ENFIELD is increase. That is net worth in 2014-15 is 821.34, in 2015-16 is 1233.66 & 2016-
17 is 2150.78. it indicates positive impact towards the future about the brand.
The current assets in all year less than the current years, it means the company does not have
the short term solvency.
The company investment is increasing every year (2014-2015 is 856.35 & 2016-17 is 872.69)
it means the company is earning from different sources is it good for the company.
Reserves and surplus also increasing it means company is making good profit every year and
creating reserves for the future it is good sign for the company.

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Profit And Loss Account Amt in Crs

Particulars 2016-2017 2015-2016 2014-2015

Sales volume
Two wheelers numbers 600944 302592 178121
Total revenue from operations 6188.03 3031.22 1702.47
Manufacturing and other expenses 4457.55 2297.66 1388.74
Earning before interest, 1730.48 733.56 313.73
depreciation &
tax(EBIDTA)
EBIDTA to revenue(%) 28% 24.2% 18.4%
Depreciation 137.73 50.16 30.41
Earnings before interest 1592.75 683.40 283.32
&tax(EBIT)
EBIT to revenue (%) 25.7% 22.5% 16.6%
Finance cost 1.41 1.67 0.27
Other income 178.24 116.30 80.10
Profit before tax 1769.58 798.03 363.15
Provision for taxation 539.73 239.11 84.53
Profit after taxation 1229.85 558.92 278.62
PAT to revenue(%) 19.9% 18.4% 16.4%
Basic earnings per share (Rs) 453.30 206.38 103.15
Diluted earnings per share (Rs) 451.54 205.37 102.58

Interpretation:

The earnings per share is increasing and it shows that the share-holders are receiving good
return.

Profit after tax is 19.9% , 18.4% , & 16.4% in 2016-17 , 2015-16 , & 2014-15
respectively it means to total expenditure is 80.1% , 81.6% , &83.6% in 2016-17 , 2015-16
,&2014-15 respectively.

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FINDINGS:

Quality of the product they produce. The company products has got reputation in & good
demand in the market.

The co. has got a very good infrastructure factor.

They are following all the safety measures for the workers.

Advertisement and promotional activities are very much used to promoting their products
into market.

There are generally good response from the customers for the

product. It is a brand. There is no opponent for the competition.

SUGGESTION:

The co. needs to increase their branches

To remain as a competitive player in the global market

It should also needs to adopt new technology as per modernisation

To maximise the awareness of the product in rural as well as urban areas as much as possible

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CONCLUSION:

Based on analysis & discussion made in study. The overall performance of the company
satisfactory. Compared to past record it has good captured to global market and it has been
able to utilize the opportunities and its strengths to top most level.

The company is achieving sales of the bikes in the market at a higher growth. And they are
adopting new technologies every year for maximizing their sales. And they are also focusing
on the launching new bikes into the market.

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CHAPTER: 6

LEARNING EXPERIENCE

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6.0 LEARNING EXPERIENCE:

The study is an organization study of Royal Enfield showroom munishwar motors

belgavi. A fast growing company. Learning would be complete only when theoretical
concepts are put to practice. This in showroom training has provided an opportunity to get an
insight of the corporate world. It helped me to relate the theoretical concepts learnt in the
classroom to organizational functioning.

The learning experience gained by me during the in organisation training was very much
practical oriented. I got to know how decisions are communicated, the flow of decision
process, the way in which department are classified on the basis of their functions, the way in
which the department are inter linked and coordinated.

Through skills, I got to know how employees are recruited and selected. How the
training needs are satisfied through style, I got to know how decisions are flow from top to
bottom in MUNISHWAR MOTORS Pvt LTD. How self managed teams perform to achieve
the target set by the management. Through strategy, I found how strategies were formulated
to overcome the rigorous competition. Strategy is very much essential for the company to
survive in the market.

System plays an important role in supporting and facilitating various activities that are
carried out within the organisation. The company has developed its own software.

The leadership style in the munishwar motors. Is participative the employees and their
managers communicated freely and regularly exchange idea freely with each other. This
helps in the self development of the employees and they are motivated to perform better.

The strategies followed at munishwar Motors. Are well planned and well structured.
The employees are well informed about the company’s strategy which helps them to achieve
the company’s goals and objectives.

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BIBLIOGRAPHY

1) WWW.ROYALENFIELD.COM
2) WWW.AUTOMOBILEINDUSTRIES.COM
3) COMPANY BROUCHERS
4) INFORMATION FROM THE STAFF

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