Cenyurian Bank Project

8/13/2019 Cenyurian Bank Project

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Comparitive Analysis of Sales

CHAPTER-1

INTRODUCTION TO PROJECT REPORT

Comparative analysis

A comparative analysis is a strategic tool. Its purpose is to convey an

understanding of some financial aspects of a business firm it may show a

position at a movement in time, while comparing sales series of sales

activities are needed comparative analysis are the major means through

which firms can form effective strategies to beet there competitors.

Comparative analysis consist of the application of analytical tool and

techniques to the data in comparative analysis in order to derive from them

measurement and relation ships that are significant and useful for decision

making. It can be used as a forecasting tool of future financial tool and

results. I t may be used as a process of evaluation and diagnosis managerial,

operating, other problem arias.

Financial statement analysis involves the application of analytical

tools and techniques to the financial data to get information that is useful in

decision making. As we have observed, the foundation of any good analysis

is a through understanding of the objectives to be achieved and the uses to

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which it is going to be put. !uch understanding leads to economy of effort as

well as to an useful and most relevant focus on the points that need to be

clarified and the estimates and projections that are required.

#he final step in analysis is the interpretation of the data and measures

assembled as a basis for decision and action. #his is the most important and

difficult of the steps, and requires application of a great deal of judgment,

skill, and effort.

#hough there are limitations for financial for statement analysis but it

is the only means by which the financial realities of an enterprise can be

reduced to a common denominator that is quantified and that can be

mathematically manipulated and projected in a rational and disciplined way.

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CHAPTER-2

INTRODUCTION

As a modern business world companies are growing like anything. At

the same time they are facing interne competition from their competitor. %ue

to this reasons companies are adopting and innovating new financial and

marketing tool. #his is helping organi&ation to over come from the problem.

Comparative analysis is a managerial tool which would help to a

company in forming strategic managerial plan' this comparative analysis of

company can came to know about their competitions status along with their

financial position.

!ales are one of the important sources of revenue to any organi&ation.

Competitive analysis of data will speak about the actual financial position of

the company when it compares to its competitors. #o do comparative

analysis company need to have sales data of past and current years.

#here are two types of tools available to do comparative analysis, they

are

(atio Analysis)

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#he (atio Analysis is one of the important tools in comparative

analysis which helps to analy&e the financial reports. !ome tools of this

methods are current ratio, quick ratio etc.

+ercentage Analysis)

+ercentage Analysis is another important technique, in this technique

the figures are epressed in terms of percentage.

OBJECTIE! O" THE !TUD#

#he comparison of sales done by sub dealer and multi brand dealers.

#o know who is doing the best in market that is sub dealers or multi

brand dealers.

#o know the steerages adopted by sub dealers and multi brand dealers

to sell the two wheelers.

$I%ITATION! O" THE !TUD#

!ample si&e is limited to - because of the time shortage.

etting accurate data from dealers is difficult.

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#he study is restricted in 0angalore city only.

RE!EARCH AND %ETHODO$O

1ethodology)

#he 2bjective of the present study can be accomplished by obtaining

the two heeler dealer opinion about sales. #he required data has been

collected through concerned people. #he comparative analysis can be

calculated using appropriative management tool such as percentage analysis.

#he information about sales data can be collected by interviewing two

wheeler dealer eecutives.

Colle'tion an( so)r'es o* (ata

#here are two kinds of data namely, primary data and secondary data.

!ince the comparative analysis for this study can be done only depending on

purely secondary data. !econdary data has been collected through journals,

periodicals and websites. +rimary data is being collected through Interaction

with two wheelers dealer.

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CHAPTER-+

INTRODUCTION)

#he Indian automotive industry consists of five segments) commercial

vehicles' multi3utility vehicles 4 passenger cars' two3wheelers' three3

wheelers' and tractors. 5ith -,6$$,78* units sold in the domestic market and

/-*,-7" units eported during the first nine months of F9$::-

;71F9$::- of the total vehicles

sold in the period mentioned.

After facing its worst recession during the early "77:s, the industry

bounced back with a $-> increase in volume sales in F9"77-. ?owever, the

momentum could not be sustained and sales growth dipped to $:> in

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F9"778 and further down to "$> in F9"77=. #he economic slowdown in

F9"776 took a heavy toll of two3wheeler sales, with the year3on3year sales

;volume< growth rate declining to *> that year. ?owever, sales picked up

thereafter mainly on the strength of an increase in the disposable income of

middle3income salaried people ;following the implementation of the Fifth

+ay Commission@s recommendations


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#he demand for two3wheelers has been influenced by a number of

factors over the past five years. #he key demand drivers for the growth of

the two3wheeler industry are as follows)

Inadequate public transportation system, especially in the semi3urban

and rural areas.

Increased availability of cheap consumer financing in the past *3/

years

Increasing availability of fuel3efficient and low3maintenance models

Increasing urbani&ation, which creates a need for personal

transportation

Changes in the demographic profile

%ifference between two3wheeler and passenger car prices, which

makes two3wheelers the entry level vehicle

!teady increase in per capita income over the past five years, and

Increasing number of models with different features to satisfy diverse

consumer needs



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CHAPTER-

CO%PAN# PRO"I$E

BRIEF HISTORY

Centurion bank was incorporated on une *:, "77/ under an overall

economic reform program initiated by the government of India in "77",

when the (0I granted nine new licenses for the establishment of commercial

banks in the private sector. Centurion bank obtained certificate of

incorporation on uly $: "77/ and subsequently received the banking license

;021) -=< from (0I vide their letter number %02%B/-==B"8.:".":/B7-

dated anuary "* "77-.

Centurion bank started operations with their registered office at #3$,

!habana chambers, +anaji, oa. Consequent upon acquiring our own

property, its was decided to shift our registered office to %urga iwas, 1.

(oad, +anaji, oa in anuary "77-.



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ABOUT CENTURION BANK BUSINESS

+rivate 0anks are taking to the consolidation route in a big way. 0ank

of +unjab ;0o+< and Centurion 0ank ;C0< have been merged to form

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bigger and viable entities or merge into a big private sector bank.

Centurions banks key focus remains a successful retail banking

strategy, which is evident from our strong retail customer base of around

/7-,::: deposit accounts, over *::::: asset account holders and over

*=7:::A#1Bdebit cardholders as on march *", $::-. #hrough constant

product innovation and superior service, our deposit mi has evolved in

favor of retail deposits, which constitute about 6:> of our total deposits as

at 1arch *", $::-. !imilarly =-> of our advances are to retail customer.

2n the assets side, we have strengths in two3wheeler financing,

where we are amongst the top three players in the organi&ed market and in

the financing of commercial vehicles and construction equipment. 5e also

offer personal loans and loans against financial assets. (etail loans in India

account for less than -> of %+ and the percentage of retail loans to total

loans in India also remains at a significantly low level when measured

against its Asian peers. #his presents an opportunity for us to further epand

our retail business and different ourselves from our competitors.

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#he bank have a suite of products and services on the liability side

including a Darity of deposit products, a global debit card, internet banking,

mobile messaging, e3payments, depository and cash management services

targeted at individuals and small business.

2n the corporate banking side, we etend the entire range of fund

based and non3fund based commercial banking products to select corporate

customers. 5e use our strengths in channel financing to offer a gamut of

services meet the entire working capital requirements of dealers and

distributors of leading corporate. Further we intend to leverage our corporate

customers.

Centurion bank is equipped with an integrated treasury backed by

eperienced dealers' well supported by information, communication and risk

management systems. #reasury plays an active role in the management of

our liabilities, mismatches in structural and interest rate3sensitive

assetBliabilities flows and in generating low3cost funds. 5e offer various

treasury services to our corporate customers including foreign echange

services and currency swaps to help them effectively mange their interest

rate and foreign currency eposures.

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#he banks have a young and motivated workforce and regular training

calendar for their continuous. 5ith the induction of a new professional

management team, we have attracted individuals with global banking

eperience who will lead the bank on to a stable growth trajectory.

THE MAIN OBJECTIVES OF CENTURION BANK

". #o establish and carry on business of banking at the registered office of

the company and at such branches, agencies, or offices in the state of oa

and any other part of India or elsewhere, as many from time to time be

determined by the directors of the company.

$. #o carry on the business of accepting for the purpose of lending or

investment, deposits of money from the public, repayable on the demand or

otherwise, and withdraw able by cheque, draft, or otherwise.

*.#o borrow, raise or take up money' to lead or advance money either upon

or without security' to draw, make accept negotiate, discount, buy, sell,

collect and deal in bills of echange, hundies promissory notes. coupons,

draft, bills of lading, railway receipts, warrants, bounds, debentures,

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certificate, scripts and other instruments, and securities whether transferable

or negotiable or not' to grant and issue letters of credit, travelers cheque and

circular notes to buy and sell and deal in bullion and specie' to buy and sell

foreign echange including foreign banks notes' to acquire, hold ,issue on

commission, under right and deal in stock, bounds ,obligations securities and

investments of all kinds' to purchase and sell bonds.

/. #o carry on the business of factoring by purchasing and selling debt

receivables and claims including invoice discounting and rendering bill

collection, and debt collection and other factoring services.

THE BANKS BUSINESS STRATEGY AND FUTURE PLANS

2ur goal is to be a leading private sector in India, primarily focused

on the retail bank segment. 5e will aim to provide a compressive range of

products and services to target retail customer and provide a superior

customer service. 5e will also aim to provide target corporate and industrial

customers a range of products and services. #o this end, wed have embarked

on a comprehensive restructuring of our operations and finances we are

including new professional management and are taking steps to, overtime,

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infuse capital sufficient to meet capital adequacy requirements and support

the growth of the bank. 2ur business strategy emphasis the following

elements)

In'rease te mar/et sares in In(ia3s e4pan(in5 retail 6an/in5

in()stry 6y (evelopin5 a ')stomer- 'entri' mo(el to servi'e e4istin5 an(

tar5et in(ivi()al ')stomers7

Indias retail banking is under going a period of rapid change and

epansion. 5e believe this presence and opportunity to create a

differentiated bank that is primarily focused on the retail customer and offers

a comprehensive suit of services and depositB investmentB loan products that

address their evolving needs at each stage of their life cycle. 5e will

leverage our eisting base of about =8-::: individual customer

relationships, developed since the bank inception, to epand our business

volumes and customer base further. 5e will use our eisting strength in two

wheeler, commercial vehicle, and construction equipment financing to

establish leadership positions in these segments. 5e are in the process of

evaluating new products such as mortgages and credit cards and propose to

shortly launch wealth management including announcing a banc assurance

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partner. 5e indent to use our eisting geographic presence to further

increase our low cost deposits and retail assets portfolio

$evera5e te si0a6le pysi'al in*rastr)'t)re an( proven an( s'ala6le

te'nolo5y plat*orm to (eliver i5 vol)me 5ro,t ,it a less tan

proportionate in'rease in o)r 'ost7

#he bank will leverage our si&able distribution infra structure

comprising 8" fully networked branches spread across /- cities, $$ etortion

counters $* marketing offices, "/6 A#1s online Internet banking and !1!

banking to increase business throughput with out a proportionate increase in

our cost basis. A step in this direction is the conversion of our eisting "/

marketing offices into full3fledged banking branches, which would take our

total branch network to =-. 5e intend to further add to this infrastructure by

opening branches and offices in select cities across the country, partnering

with third party distributors, establishing a $/hr telephone banking service,

augmenting our online internet platform and widening our A#1 network. In

doing this, our aim would be to increase our customer reach and service

capabilities, improve cost efficiencies and generate new fee income avenues.

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Re()'e o)r 'ost o* *)n(s 6y restr)'t)rin5 te *inan'es o* te 6an/8

reprisin5 (eposits an( attra'tin5 a((itional lo, 'ost (eman( (eposits7

In spite of the financial difficulties in the last *yr resulting in a

relatively higher cost of funds, we brought down our cost of funds from

7.$"> for fiscal $::$ to 8./*> for fiscal $::/. 5ith the infusion of fresh

capital in the form of equity as well as #ier II bonds and induction of high

quality professional management, we have re priced our deposit rates and

aligned the same with the market, which has resulted in a decline in our

average cost of deposit to 8.$=> for fiscal $::/ from =.7/> for fiscal $::*.

2ur focus on retail banking and renewed thrust on transaction banking is

epected to help us attract low cost deposits and have a beneficial impact on

our overall cost of funds.

Develop an innovative an( e**i'ient 'annel *inan'in58 transa'tion

6an/in5 an( treas)ry 6)siness to serve o)r 'orporate an( instit)tional

')stomers7

5e will aim to build on our eisting channel financing business were

we finance the dealers and distributors o f established corporates, based on a

simple security package and efficient technology and process. 5e will also

strive to etend our eisting relationship with government agencies and

leading corporates to provide transaction3banking solutions that generate

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cash flows and fee income for us. !uch solution would typically include

cash management, correspondent banking, clearing services, real time gross

settlement services, payroll services etc. !imilarly our emphasis would be to

offer to our customers a suit of treasury products including foreign

echangeB interest rate cash and derivative products that earn us fee income.

Develop tra(e relate( 9 an( Non- Resi(ent In(ian :NRI;

B)siness syner5ies ,it Ban/ %)s'at8 a /ey mem6er o* o)r investor

5ro)ps7

0ank 1uscat, on of our major shareholders, is the leading bank in

2man and plans to epand in other parts of the 1iddle East. Apart from

eisting trade flows between India and 1iddle East every year, a significant

percentage of the 1iddle East comprises people of Indian origin, which

provides further opportunities. It would be an endeavor to leverage our

relation ship with bank 1uscat to capture a significant share of the trade3

related and (I business between India and the 1iddle East. A step in this

regard, we have entered into a 1emorandum of nderstanding ;12< with

bank 1uscat on may $6, $::/ to strength our business relationship and pool

resources in order to tap the (I population present in 2man, 0ahrain, AE

and other ulf Co operation Council ;CC< countries. #he 12 seeks to

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develop a functional relation ship between bank 1uscat and us to facilitate

access to our deposits and loan products, to (I customers of bank 1uscat

Develop a (is'ipline( 're(it an( mar/et ris/ mana5ement *)n'tion

to maintain te


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Enforcement of !ecurity Interest Act, $::$


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2000: Centurion 0ank has launched its global credit card Hvantage $/ Hin

tie up with master card international.

2005: Cent)rion Ban/ an( Ban/ o* P)n=a6 to *orm Cent)rion Ban/ o*

P)n=a6:J)ne 2>8 2??@;7

CHAPTER-@

PRODUCT! O" CENTURION BAN

PERSONAL BANKING

o Fied %eposits

o !avings 0ank Account

o Current Account

o

lobal %ebit Card

o +remium +ay

o Internet 0anking

WEALTH MANAGEMENT

o Insurance

o Equity

o 1utual Funds

ICFAI ational College, !himoga $"
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o +ortfolio tracker

o I+2 0u&&

o Fied Income +roducts

RETAIL LOANS

o #wo 5heeler Joans

o +roperty Joans

o +ersonal J2A!

o Car Joans

o

Commercial Dehicle

o Construction Equipment

o Channel Finance

o (etail #rade Finance

SERVICES

o Cash 1anagement

o %epositories

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o lobal 0anking

o #reasury 4 Fore

o Corporate Joans

o (I !ervices

"776 "777 $::: $::" $::$ $::* $::/ $::-

!hare capital ":"$- ""6=$ "-$/= "-$/= "-$/= "-$/= "-8=- ":"*$

et worth "*"*: "=/": $::$/ $"=$8 --/$ $:"8 8"-8 /86-8

#otal asset "-6-"* *":/*/ -$$/*/ -6=7=" /:$-6- *$$76" */"=/6 //7:$7

%eposits "$/=:- $"/:6 *86=:6 /$-=/* *-*/77 $6*/=" *:$6=7 *-*:*6

Advances 6//6* "*-:7 "6*76" $:$6/: "8$-7= "*"*=$ "--8/" $"7*7-

ross income $:/:/ /*7"= -*"-7 8/-*7 --$7/ /-"$$ *8== /":--

ross

profit;before

depreciation< 7 ": "" 3 3 3 3

Capital adequacy

ratio

$:.:: 6./- 7.*" 7.8" /."8 8: 8" =-

o. of branches *: ** *- /7 -= 7/- """$ "*=/

o of employees $/6 8*- =": 6$" 78- 7/- """$ "*=/

NET PRO"IT "OR CENTURION BAN - #EAR I!E

9ears "778 "77= "776 "777 $::: $::" $::$ $::* $::/ $::-

et +rofitBet

Joss

78/ "8$/ $::= $"// */** =:$ 3"8"6 3$-*8 3":-" $-""

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Net Profit/Loss

-3000

-2000

-1000

0

1000

2000

3000

4000

1 2 3 4 5 6 7 8 9 10

Years

Net Profit/Net Loss

%ANA&E%ENT TEA%

1r. (ana #alwar Chairman

1r. !hailendra 0handari 1anaging %irector and CE2

1r. !. Denkiteswaran %irector

1r. !hital Gumar ain %irector

1r. Gamlesh Dikamsey %irector

1r. (ajiv 1aliwal %irector

1r. . !. eorge %irector

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1r. G. G. Abdul (a&ak %irector

1r. 9. G. 1odi %irector

1r. Chee in Giong %irector

1r. #ejbir !ingh Eecutive %irector

1r. !. G. !oni %irector

A$TERNATE Dire'tors

1r. 1ohamed Ahmed Al Abri Alternate to 1r. . !. eorge

1r. Abdul (a&ak Ali Issa Alternate to 1r. G. G. Abdul (a&ak

Bran' Net,or/

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CHAPTER-

ICFAI ational College, !himoga $=


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ANA$#!I! AND INTERPRETATION

Ta6le 1

Cart 1

ICFAI ational College, !himoga

HERO HONDA %AIN DEA$ER

%ONTH :2??@-?;

%ODE$ JAN "EB %AR APR %A# JUNE JU$# AU& !EP7 OCT NO7 DEC7 TO

!)per

!plen(or 7 6 "" 8 7 = 6 "" 7 ": 8 /

!plen(or = 8 7 8 6 ": = 6 7 "$ 8 -

Passion - / 7 8 * - / = 8 7 = *

&lamo)r * $ * $ : $ : " $ * " "

CD Da,n/ - 8 $ * $ / * $ - * -CD Del)4 * / 8 $ * : * $ / / * *

ari0ma " $ * : $ " " $ " $ : :

Pleas)re $ / * / " $ $ $ $ / $ *

A'iever $ $ * " " : / $ $ * $ *

TOTA$ *8 *= -* $7 *: $7 ** *6 *= -$ *: $=

$6


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In*eren'e

#he above table and chart shows total sales done by ?ero ?onda

dealer in a year.

Ta6le 2


Hero Honda Sales

22%

9%

3%

7%6% SUPER SPLENDER

SPLENDER

P!SS"#N $L!#UR

T!

%ONTH :2??@-?;%ODE$ JAN "EB %AR APR %A# JUNE JU$# AU& !EP7 OCT NO7 DEC7 T

T! $

!UPER - / 6 - - * $ / / * - /

T! $

!UPER

Heavy D)ty / * / * - $ * * - - / $

!'ooty E! / - / 8 $ * - - - = * -

!'ooty Pep - 7 6 / - / - 8 / 7 / $

i'tor & 8 = ": 8 - 8 - 6 8 * / /

i'tor &$ / / 8 - / - 8 * - / - *

!tar City * - * / - * * - / * * /

Apa'e " " $ " $ * $ " * * $ /

TOTA$ *$ *6 /- */ ** $7 *" *- *8 *= *: $6

$7


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&

ENERA$ DATA&ENERA$ DATA

Cart 2

In*eren'e


22%

16%

5%

10%&D DELU(

)!R"*!

PLE!SURE

!&+"E,ER

TVS Sales

13%

11%

13%

16%17%

13%

11%6%

-,S ./ SUPER

-,S ./ SUPER +eaDt

Soot es

Soot e

,itor $(

,itor $L(

Starit

!ae

*:


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#he above table and chart shows total sales done by #D! dealer in a

year.

Ta6le +


BAJAJ :%ain Dealer;

%ONTH :2??@-?;

%ODE$ JAN "EB %AR APR %A# JUNE JU$# AU& !EP OCT NO DEC TOTA

Ba=a= CT

1?? / $ * " * - * $ " $ $ " $7Ba=a=

Platina * * - * $ $ $ / / $ * * *8

Ba=a=

in( * / * * / - / - $ $ * * /"

Ba=a=

Dis'over / - 8 / * / - / 8 - - - -8

Ba=a=

P)lsar ": "$ "* 6 8 7 6 ": 7 "/ "$ "" "$$

Ba=a=

aven5er $ : * " " * " $ * * $ $ $*

Ba=a=

ave - / - * / $ * $ $ / * $ *7

TOTA$ *" *: *6 $* $* *: $8 $7 $= *$ *: $= */8

*"


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Cart +

In*eren'e

#he above table and chart shows total sales done by 0ajaj dealer in a

year.


Bajaj sales

8%

10%

12%

16%36%

7%

11%aa &- 100

aa P/atia

aa i:

aa Disoer

aa P/sor

aa !e;eraa 'ae

*$


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Ta6le

Cart


!UB DEA$ER O" Hero Hon(a8 T!8 Ba=a= an( Hon(a

%ONTH :2??@-?;

%ODE$ JAN "EB %AR APR %A# JUNE JU$# AU& !EP OCT NO DEC TO

!)per

!plen(er * $ * $ * " $ * * - * $

!plen(er $ * / * $ " " * $ / * "

Passion * " $ " " $ " $ " * $ "

&lamo)r : " " : : " : " : $ " :

CD Da,n $ " * " : : $ " $ $ " "

CD Del)4 " $ " : " " : : " : $ :

Ba=a= P)lsar * $ $ " " " * " $ $ : "

Ba=a= Dis'over " : " : : " " $ $ " : "

Ba=a= Ceta/ " : $ " : : " $ $ " $ "

i'tor & $ * $ " $ : " $ $ * $ "

i'tor &$ " " " : " : " : " $ " $

!'ooty E! " $ " " : " : : " $ " "

!'ooty pep $ " * " $ : $ : $ " $ "

A'tiva $ " $ " $ : " $ $ " $ "

Eterno " $ $ : " : " $ : $ " :

TOTA$ $- $$ *: "* "8 7 "= $" $* *" $* "/

**

Multi Brand Dealers

32

29

20

7

1691910

13

21

11

11

17

1712

SUPER SPLENDER

SPLENDER

P!SS"#N

$L!%#UR

&D D!'N

&D DELU(


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In*eren'e

#he above table and chart shows total sales done by 1ulti 0rand

%ealer in a year.

ICFAI ational College, !himoga */


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Ta6le @

Cart @


!UB DEA$ER O" Hero Hon(a8 Ba=a= an( Hon(a

%ONTH :2??@-?;%ODE$ JAN "EB %AR APR %A# JUNE JU$# AU& !EP7 OCT NO DEC TOT

!)per

!plen(er $ " / * $ $ " * $ $ $ * $=

!plen(er " $ * $ $ : " $ * $ $ " $

Passion " $ * " $ " $ " " $ " * $:

CD Da,n " " $ : " " : : " " : " 7

Ba=a= P)lsar * " $ : " " $ " " " : $ "-

Ba=a= ,in( " $ " : " " : $ " $ " : "$

Ba=a=

Dis'over " : $ : " " : " " : " : 6A'tiva $ " $ " $ : " $ $ " $ " "=

Eterno " $ $ : " : " $ : $ " : "$

Uni'orn : " " : : " : : " $ : " =

TOTA$ "* "* $$ = "* 6 6 "/ "* "- ": "$ "/

*-


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In*eren'e

#he above table and chart shows total sales done by 1ulti 0rand

%ealer in a year.

Comparison o* sales 6et,een (ealers.

Ta6le

T! /:6


Multi Brand Dealer

19%

14%

14%6%10%

%

!%

11%

%!%

*8


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HERO HONDA /*"

BAJAJ */8

Cart

In*eren'e

#he above table and chart shows the comparison of sales done by

dealers of #D!, ?ero ?onda and 0ajaj.

Comparison o* m)lti 6ran( (ealers3 sales.

Ta6le F


"o#$arison of Sales

408431

346

050

100150200250300350400450

500

-,S +ER# +#ND! !>!>

-,S

+ER# +#ND!

!>!>

*=


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Cart F

In*eren'e

#he above table and chart shows the comparison of sales done by

multi brand dealers of #D!, ?ero ?onda and 0ajaj.


BA$AJI %OTOR! $//

$A!%I %OTOR! "/6

24 4

14 8

0

50

100

150

200

250

sales

a/ai otors La=s?i otors

"o#$arison of Su Dealers Sales

a/ai otors

La=s?i otors

*6


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Comparison o* sales (one 6y s)6 (ealers an( m)lti 6ran(

(ealers.

Ta6le G

Hero Hon(a /*"

T! /:6

Ba=a= */8

Bala=i %otors $//

$a/smi %otors "/6

Cart G

"o#$arison of Sales done dealers and #ulti

%rand dealers

28%

26%22%

15%

9%

+ero +o:a

,S

aa

aai otors

La=s?i otors

In*eren'e

#he above table and chart shows the comparison of sales done by sub

dealer and multi brand dealers of #D!, ?ero ?onda and 0ajaj.

CHAPTER-F

ICFAI ational College, !himoga *7


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"INDIN&! AND !U&&E!!TION!

"INDIN&!

". In automobile market like two wheeler industry, different models of

same company competing with each other.

$. As two wheeler prices is high compare to other durables, it needs

financing.

*. #he sub dealers and multi brand dealers are straggling more to

increase their sales.

/. Competitive analysis of sales of sub dealers and multi brand dealers

reveals that the multi brand dealers are crating heat on sub dealers.

-. #he sale of two wheeler is mainly depends on financiers offer, Interest

rate on lone, performance of vehicle etc.

.

!U&&E!TION!

ICFAI ational College, !himoga /:


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"< 0ank should concentrate on designing new promotional offers and

programs to promote their products.

$< #he bank should improve its infrastructure.

*< #he bank can use kiosks, +rint media and television to advertise

their products.

/< #he bank can use 2n3Jine method for collection.

-< As /*.-=> of the population are relying on vehicle loans. !o the

bank should come out with more new schemes as per the segment levels.

8< 0ank can reduce the formalities involved in sanctioning two

wheeler loan.

CHAPTER-G

ICFAI ational College, !himoga /"


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ANNEURE!

BOO! AND &UIDE $INE!.

". uidance line from Centurion 0ank of +unjab )

$. Financial !tatement Analysis. ) ICFAI niversity +ress

*. 1anagement Accounting ) I.1. +anday

EB !ITE!.

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Cenyurian Bank Project

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