SUMMER TRAINING REPORT SUBMITTED TOWARDS THE PARTIAL FULFILLMENT OF POST GRADUATE DEGREE IN INTERNATIONAL BUSINESS

bHAGWANTPURAM(Muzaffarnagar)

A Summer Training Project Report OnDiscount Analysis and Cash Flow Management Of HCCBPL

In Partial Fulfilment Of Requirement For The Degree Of Master Of Business Administration (MBA)(2008-2010)In FinanceToUtter Pradesh Technical University (UPTU) Lucknow Hindustan Coca-Cola Beverage Pvt.Ltd. GurgaonSubmitted TO: Submitted by: Guide puneet saluja DEPARTMENT OF MANAGEMENT STUDIESNeeraj Kr.M.B.A 3rd SAM.(1008470035)Cont.-9837563176

ACKNOWLEDGEMENT

I express my sincere gratitude to my industry guide Mr. Puneet Saluja, A.F.M., Hindustan Coca Cola Beverages Private Limited for his able guidance, continuous support and cooperation throughout my project, without which the present work would not have been possible.

I would also like to thank the entire team of Mr.Gaurav Dogra, notably Mr. Sanjeev, Mr. Puspender for their constant support and help in the successful completion of my project.

Also, I am thankful to my faculty guide Mr. Puneet Saluja of my institute, for his continued guidance and invaluable encouragement.

Signature(Student)

INDEXChapterSubject

1.0Executive Summary.2.0Introduction.3.0Research Methodology.4.0Industry Profile.4.1. Industry Analysis: Soft Drinks.4.2. Major Companies.4.3. Growth chart past and projections for future.4.4. Beverage Industry In India: A Brief Insight.5.0Company Profile.5.1 About the Company.5.2 Manifestos for Growth.5.3 SWOT Analysis.6.0Challenges Facing the Organisation.

7.0Reflection on the Learnings.

8.0Recommendations.9.0Bibliography.10.0Annexure11.0Case Study

CHAPTER- 1

EXECUTIVE SUMMARY

1: EXECUTIVE SUMMARY

_______________________________________________

The objective of doing this project lies in analysing the discount schemes and to know about the cash inflow and the cash outflow and to calculate the Cash flow template.Coca-Cola, the product that has given the world its best-known taste was born in Atlanta, Georgia, on May 8, 1886. Coca-Cola Company is the worlds leading manufacturer, marketer and distributor of non-alcoholic beverage concentrates and syrups, used to produce nearly 400 beverage brands. Coca-Cola was first introduced by John Syth Pemberton in the year 1886 in Atlanta, Georgia when he concocted caramel-coloured syrup in a three-legged brass kettle in his backyard. Carbonated water was teamed with the new syrup producing a drink that was proclaimed delicious and refreshing, a theme that continues to echo today wherever Coca-Cola is enjoyed. Early growth was impressive, but it was only when a strong bottling system developed that Coca-Cola became the world-famous brand it is today. Coca-Cola was the leading soft drink brand in India until 1977, when it left rather than reveals its formula to the Government and reduces its equity stake as required under the Foreign Regulation Act (FERA) which governed the operations of foreign companies in India. In the new liberalized and deregulated environment in 1993, Coca-Cola made its re-entry into India through its 100% owned subsidiary, HCCBPL, the Indian bottling arm of the Coca-Cola Company. Due to the shortage of time it was not possible to do the analysing of the cash flow.There are different routes through which the discounts are provided by the company and to analyse the quantity which is given by the coke to the distributor and the quantity given by the distributor to the HVO/FAT agents of year 2010 and to check the flow of the money. It deals with calculating the total cash that company has to pay after calculating the discount and to check whether the bill that has to be claimed on Retailers name is correct or not. Understanding Cash Flow template and to know what items comes under the cash outflow and the cash inflow. According to it do the prediction for the next month and how to calculate the amount of the actual month.

CHAPTER- 2

INTRODUCTION

2: INTRODUCTION_______________________________________________Coca-Cola, the product that has given the world its best-known taste was born in Atlanta, Georgia, on May 8, 1886. Coca-Cola Company is the worlds leading manufacturer, marketer and distributor of non-alcoholic beverage concentrates and syrups, used to produce nearly 400 beverage brands. It sells beverage concentrates and syrups to bottling and canning operators, distributors, fountain retailers and fountain wholesalers. The Companys beverage products comprises of bottled and canned soft drinks as well as concentrates, syrups and not-ready-to-drink powder products. In addition to this, it also produces and markets sports drinks, tea and coffee. The Coca-Cola Company began building its global network in the 1920s. Now operating in more than 200 countries and producing nearly 400 brands, the Coca-Cola system has successfully applied a simple formula on a global scale: Provide a moment of refreshment for a small amount of money- a billion times a day. Cash flowis the movement ofcashinto or out of a business, project, or financial product. It is usually measured during a specified, finite period of time. Measurement of cash flow can be usedObjectives of Cash Flow: To determine a project'srate of returnor value. The time of cash flows into and out of projects are used as inputs in financial models such asinternal rate of return, andnet present value. To determine problems with a business'sliquidity. Cash flow can be used to evaluate the 'quality' of Income generated byaccrual accounting. To evaluate the risks within a financial product. E.g. matching cash requirements, evaluating default risk, re-investment requirements, etc.Discount Analysis: Direct route: In direct route, the bottling unit or the bottler partner has direct control over the activities of sales, delivery, and merchandising and local account management at the store level.

Indirect route: In indirect route, an organization which is not part of the Coca-Cola system has control on one or more of the distribution elements (Sales, delivery, merchandising and local account management).

CHAPTER- 3

RESEARCH METHODOLOGY

3: RESEARCH METHODOLOGY:_______________________________________________

1: Primary Objective: To know the different routes through which the company transfer the discount to the HVO/agents/Retailers. To check the Discount Leakage. To Understand the Cash Flow Template. To gain information about the Cash Inflow and the Cash Outflow. To calculate the Cash Flow template.

2: Research Design:Discount Analysis: Calculating the percentage volume then targeting the person with the percentage volume greater than 25%. Visiting that distributor and the HVO/FAT agents which come under his control. Checking the bills and ensuring that the flow of discount is correct.Cash Flow Management: Gaining knowledge about items which comes under different categories. Calculating the Cash Flow template with the help of Actual cash flow template of the previous month.

3: Sample Design:Secondary Data: Volume taken from the company. Bills taken from Distributor/HVO/FAT agents. Template taken from the company.4: Scope of the Study:This study gives the view that the company can go for the: Direct order from the FAT agent and can directly supply to HVO/FAT agents.

CHAPTER- 4

INDUSTRY PROFILE Industry Analysis: Soft Drinks Major Companies 3 Growth chart past and projections for future Beverage Industry In India: A Brief Insight

4: INDUSTRY PROFILE:_______________________________________________

4.1: Industry Analysis: Soft Drinks

Barbara Murray (2006) explained the soft drink industry by stating, For years the storyin the nonalcoholic sector centered on the power struggle between Coke and Pepsi. But as the pop fight has topped out, the industry's giants have begun relying on new product flavors andlooking to noncarbonated beverages for growth. In order to fully understand the soft drinkindustry, the following should be considered: the dominant economic factors, five competitive sources, industry trends, and the industrys key factors. Based on the analyses of the industry, specific recommendations for competitors can then be created.

http://pdfcast.org/pdf/industry-analysis-soft-drinks)

4.2 :Major Companies:

1) Coca Cola.2) PepsiCo.3) Cadbury Schweppes.

Select Financial Data from 2009 Balance Sheets. 2009 Annual Reports.(in millions)

*only 50% of total sales included, the part attributed to beverage sales.

4.3: Growth chart past and projections for future

Dominant Economic Factors

Market size, growth rate and overall profitability are three economic indicators that canbe used to evaluate the soft drink industry. The market size of this industry has been changing. Soft drink consumption has a market share of 46.8% within the non-alcoholic drink industry.The growth rate has been recently criticized due to the U.S. market saturation of softdrinks. Datamonitor (2010) stated, Looking ahead, despite solid growth in consumption, theglobal soft drinks market is expected to slightly decelerate, reflecting stagnation of marketprices. The change is attributed to the other growing sectors of the non-alcoholic industryincluding tea and coffee (11.8%) and bottled water (9.3%). Sports drinks and energy drinks are also expected to increase in growth as competitors start adopting new product lines.

(http://pdfcast.org/pdf/industry-analysis-soft-drinks)

The geographic scope of the competitive rivalry explains some of the economic featuresfound in the soft drink industry. According to Barbara Murray (2006), The sector isdominated by three major players Coca-Cola is king of the soft drink-empire and boasts aglobal market share of around 50%, followed by PepsiCo at about 21%, and Cadbury Schweppes at 7%. Aside from these major players, smaller companies such as Cott Corporation and National Beverage Company make up the remaining market share.

4.4: Beverage Industry In India: A Brief Insight

In India, beverages form an important part of the lives of people. It is an industry, in which the players constantly innovate, in order to come up with better products to gain more consumers and satisfy the existing consumers.

BEVERAGESAlcoholicNon-AlcoholicCarbonatedNon-CarbonatedColaNon-ColaNon-ColaFIGURE 1: BEVERAGE INDUSTRY IN INDIA

The beverage industry is vast and there various ways of segmenting it, so as to cater the right product to the right person. The different ways of segmenting it are as follows:

Alcoholic, non-alcoholic and sports beverages Natural and Synthetic beverages In-home consumption and out of home on premises consumption. Age wise segmentation i.e. beverages for kids, for adults and for senior citizens Segmentation based on the amount of consumption i.e. high levels of consumption and low levels of consumption.

If the behavioural patterns of consumers in India are closely noticed, it could be observed that consumers perceive beverages in two different ways i.e. beverages are a luxury and that beverages have to be consumed occasionally. These two perceptions are the biggest challenges faced by the beverage industry. In order to leverage the beverage industry, it is important to address this issue so as to encourage regular consumption as well as and to make the industry more affordable.

Four strong strategic elements to increase consumption of the products of the beverage industry in India are: The quality and the consistency of beverages needs to be enhanced so that consumers are satisfied and they enjoy consuming beverages. The credibility and trust needs to be built so that there is a very strong and safe feeling that the consumers have while consuming the beverages. Consumer education is a must to bring out benefits of beverage consumption whether in terms of health, taste, relaxation, stimulation, refreshment, well-being or prestige relevant to the category. Communication should be relevant and trendy so that consumers are able to find an appeal to go out, purchase and consume.

The beverage market has still to achieve greater penetration and also a wider spread of distribution. It is important to look at the entire beverage market, as a big opportunity, for brand and sales growth in turn to add up to the overall growth of the food and beverage industry in the economy.

CHAPTER- 5

COMPANY PROFILE About The Company Manifesto For Growth SWOT Analysis of HCCBPL

5: Company Profile: HINDUSTAN COCA-COLA BEVERAGES PRIVATE LIMITED (HCCBPL)_______________________________________________

5.1: About the Company

Coca-Cola was the leading soft drink brand in India until 1977, when it left rather than reveal its formula to the Government and reduce its equity stake as required under the Foreign Regulation Act (FERA) which governed the operations of foreign companies in India. Coca-Cola re-entered the Indian market on 26th October 1993 after a gap of 16 years, with its launch in Agra. An agreement with the Parle Group gave the Company instant ownership of the top soft drink brands of the nation. With access to 53 of Parles plants and a well set bottling network, an excellent base for rapid introduction of the Companys International brands was formed. The Coca-Cola Company acquired soft drink brands like Thumps Up, Goldspot, Limca, Maaza, which were floated by Parle, as these products had achieved a strong consumer base and formed a strong brand image in Indian market during the re-entry of Coca-Cola in 1993.Thus these products became a part of range of products of the Coca-Cola Company.

In the new liberalized and deregulated environment in 1993, Coca-Cola made its re-entry into India through its 100% owned subsidiary, HCCBPL, the Indian bottling arm of the Coca-Cola Company. However, this was based on numerous commitments and stipulations which the Company agreed to implement in due course. One such major commitment was that, the Hindustan Coca-Cola Holdings would divest 49% of its shareholding in favor of resident shareholders by June 2002.

Coca-Cola is made up of 7000 local employees, 500 managers, over 60 manufacturing locations, 27 Company Owned Bottling Operations (COBO), 17 Franchisee Owned Bottling Operations (FOBO) and a network of 29 Contract Packers that facilitate the manufacture process of a range of products for the company. It also has a supporting distribution network consisting of 700,000 retail outlets and 8000 distributors. Almost all goods and services required to cater to the Indian market are made locally, with help of technology and skills within the Company. The complexity of the Indian market is reflected in the distribution fleet which includes different modes of distribution, from 10-tonne trucks to open-bay three wheelers that can navigate through narrow alleyways of Indian cities and trademarked tricycles and pushcarts.

Think local, act local, is the mantra that Coca-Cola follows, with punch lines like Life ho to aisi for Urban India and Thanda Matlab Coca-Cola for Rural India. This resulted in a 37% growth rate in rural India visa-vie 24% growth seen in urban India. Between 2001 and 2003, the per capita consumption of cold drinks doubled due to the launch of the new packaging of 200 ml returnable glass bottles which were made available at a price of Rs.5 per bottle. This new market accounted for over 80% of Indias new Coca-Cola drinkers. At Coca-Cola, they have a long standing belief that everyone who touches their business should benefit, thereby inducing them to uphold these values, enabling the Company to achieve success, recognition and loyalty worldwide.

FIGURE 2: LOCATIONS OF COBO, FOBO & CONTRACT PACKAGING IN INDIA

5.2: Manifestos for Growth_______________________________________________

5.2.1: VALUES:

Coca-Cola is guided by shared values that both the employees as individuals and the Company will live by; the values being:

LEADERSHIP: The courage to shape a better future

PASSION: Committed in heart and mind

INTEGRITY: Be real

ACCOUNTABILITY: If it is to be, its up to me

COLLABORATION: Leverage collective genius

INNOVATION: Seek, imagine, create, delight

QUALITY: What we do, we do well

5.2.2: VISION FOR SUSTAINABLE GROWTH

FIGURE 3: VISION FOR SUSTAINABLE GROWTH

5.2.3: MISSION

FIGURE 4: Mission of HCCBPL

5.3: SWOT Analysis of HCCBPL

5.3.1: STRENGTHS

DISTRIBUTION NETWORK: The Company has a strong and reliable distribution network. The network is formed on the basis of the time of consumption and the amount of sales yielded by a particular customer in one transaction. It has a distribution network consisting of a number of efficient salesmen, 700,000 retail outlets and 8000 distributors. The distribution fleet includes different modes of distribution, from 10-tonne trucks to open-bay three wheelers that can navigate through narrow alleyways of Indian cities and trademarked tricycles and pushcarts.

STRONG BRANDS: The products produced and marketed by the Company have a strong brand image. People all around the world recognize the brands marketed by the Company. Strong brand names like Sprite, Fanta, Limca, Thums Up and Maaza add up to the brand name of the Coca-Cola Company as a whole. The red and white Coca-Cola is one of the very few things that are recognized by people all over the world. Coca-Cola has been named the world's top brand for a fourth consecutive year in a survey by consultancy Inter brand. It was estimated that the Coca-Cola brand was worth $70.45billion.

LOW COST OF OPERATIONS: The production, marketing and distribution systems are very efficient due to forward planning and maintenance of consistency of operations which minimizes wastage of both time and resources leads to lowering of costs.

5.3.2: WEAKNESSES

LOW EXPORT LEVELS: The brands produced by the company are brands produced world wide thereby making the export levels very low. In India, there exists a major controversy concerning pesticides and other harmful chemicals in bottled products including Coca-Cola. In 2003, the Centre for Science and Environment (CSE), a non-governmental organization in New Delhi, said aerated waters produced by soft drinks manufacturers in India, including multinational giants PepsiCo and Coca-Cola, contained toxins including lindane, DDT, malathion and chlorpyrifos- pesticides that can contribute to cancer and a breakdown of the immune system. Therefore, people abroad, are apprehensive about Coca-Cola products from India.

SMALL SCALE SECTOR RESERVATIONS LIMIT ABILITY TO INVEST AND ACHIEVE ECONOMIES OF SCALE: The Companys operations are carried out on a small scale and due to Government restrictions , the Company finds it very difficult to invest in technological advancements and achieve economies of scale.

5.3.3: OPPORTUNITIES

LARGE DOMESTIC MARKETS: The domestic market for the products of the Company is very high as compared to any other soft drink manufacturer. Coca-Cola India claims a 58 per cent share of the soft drinks market; this includes a 42 per cent share of the cola market. Other products account for 16 per cent market share, chiefly led by Limca. The company appointed 50,000 new outlets in the first two months of this year, as part of its plans to cover one lakh outlets for the coming summer season and this also covered 3,500 new villages. In Bangalore, Coca-Cola amounts for 74% of the beverage market.

EXPORT POTENTIAL: The Company can come up with new products which are not manufactured abroad, like Maaza etc and export them to foreign nations. It can come up with strategies to eliminate apprehension from the minds of the people towards the Coke products produced in India so that there will be a considerable amount of exports and it is yet another opportunity to broaden future prospects and cater to the global markets rather than just domestic market.

HIGHER INCOME AMONG PEOPLE: Development of India as a whole has lead to an increase in the per capita income thereby causing an increase in disposable income. Unlike olden times, people now have the power of buying goods of their choice without having to worry much about the flow of their income. The beverage industry can take advantage of such a situation and enhance their sales.

5.3.4: THREATS

TAX AND REGULATORY SECTOR: The tax system in India is accompanied by a variety of regulations at each stage on the consequence from production to consumption. When a license is issued, the production capacity is mentioned on the license and every time the production capacity needs to be increased, the license poses a problem. Renewing or updating a license every now and then is difficult. Therefore, this can limit the growth of the Company and pose problems.

SLOWDOWN IN RURAL DEMAND: The rural market may be alluring but it is not without its problems: Low per capita disposable incomes that is half the urban disposable income; large number of daily wage earners, acute dependence on the vagaries of the monsoon; seasonal consumption linked to harvests and festivals and special occasions; poor roads; power problems; and inaccessibility to conventional advertising media. All these problems might lead to a slowdown in the demand for the companys products.

ADULTERATION: Now a days, people are becoming more health conscious because of adulteration being conducted in cold drinks these days these type of miss goings in industries are leading to health problems, due to which people are preventing themselves from drinking these beverages.

CHAPTER- 6

CHALLENGES FACING THE ORGANISATION

6: Challenges Facing the Organisation:_______________________________________________ COMPETITORS TO HCCBPL

The competitors to the products of the company mainly lie in the non-alcoholic beverage industry consisting of juices and soft drinks.

The key competitors in the industry are as follows:

PepsiCo: The PepsiCo challenge, to keep up with archrival, the Coca-Cola Company never ends for the World's # 2, carbonated soft-drink maker. The company's soft drinks include Pepsi, Mountain Dew, and Slice. Cola is not the company's only beverage; PepsiCo sells Tropicana orange juice brands, Gatorade sports drink, and Aquafina water. PepsiCo also sells Dole juices and Lipton ready-to-drink tea. PepsiCo and Coca-Cola hold together, a market share of 95% out of which 60.8% is held by Coca-Cola and the rest belongs to Pepsi.

Nestl: Nestle does not give that tough a competition to Coca-Cola as it mainly deals with milk products, Baby foods and Chocolates. But the iced tea that is Nestea which has been introduced into the market by Nestle provides a considerable amount of competition to the products of the Company. Iced tea is one of the closest substitutes to the Colas as it is a thirst quencher and it is healthier when compared to fizz drinks. The flavoured milk products also have become substitutes to the products of the company due to growing health awareness among people.

Dabur: Dabur in India, is one of the most trusted brands as it has been operating ever since times and people have laid all their trust in the Company and the products of the Company. Apart from food products, Dabur has introduced into the market Real Juice which is packaged fresh fruit juice. These products give a strong competition to Maaza and the latest product Minute Maid Pulpy Orange,

CHAPTER- 7

REFLECTION ON THE LEARNINGS

7: Reflection on the Learnings:

Discount Analysis and Cash Flow Management

Key Words:Distributor: It is like an agent who directly purchases the beverages from the company and sale it through his own agent.HVO: It stands for High Volume Outlet. They receive High volume of beverages. FAT agents: They are the one who purchases the beverages from the distributor. Some of the percentage (as per the agreement) of the discount is paid by the company and some by distributor.Retailer: They are simply the sub distributor who sells the beverages to the consumer.

Flow of discount by company:

There are two routes namely Indirect route and the direct route but we follow indirect route because indirect route is complex to control due to presence of Distributors/HVOs/FAT agents and there is more chances of leakage while direct route is easy to control because they are under the direct control of the company.Schemes under the indirect route:1. Discount (e.g.: get 1 or 2 on 1 case).2. Rs. Discount (e.g. discount on case).

Pictorial Representation Of The Discount Analysis Process

Start

% vol. calculated (coke to distributors to HVOs/FAT agents)

Is % vol.> 25% % vol. > 25%Distributors with low %vol. are not considered. No

Bills & discount functions are checked thoroughly.Yes

High %vol. distributors are chosen for the detailed inspection of there claims of their sell. Every single detail is been taken into account.

Distributors FAT-agents & HVOs are being visited.

Distributors Bills on the name of retailers are also checked.

Analysis done

Solutions Given

No

Discount Analysis:

IDDistributorDistributor VolumeDistributor Volume(HVO/FAT agents)Percentage Volume

C0010000Sri. Dhaynchand12646214917

C0010001Puran Mal336141728651

C0010002Sunehari Cold Drinks406171723342

C0010003Ajay Cold Drinks, Muradnagar550363930571

C0010004Lakshmi Trading Company,Bhangel426482662462

C0010005Ellora traders, JHANGIRABAD10292541753

C0010006Swai Enterprises, Dasna569403178956

C0010007Chandar Trading Company, Gaziabad13332

1432

11

C0010008Agarwal Cold Drinks, Dehradoon18963508127

C0010009Mohan Enterprises, Gaziabad.17797780044

C0010010Ashima Cold Drinks, Noida6443.00524281

Step 1:Percentage Volume Calculation: Distributor Volume *100Percentage Volume = ---------------------- Total Volume

Step 2:If Percentage volume of Distributor is greater than 25%, target them else neglect them.Eg:IDDistributorTotal VolumeDistributor VolumePercentage Volume

C0010000Sri. Dhaynchand12646214917

This distributor will not be considered since percentage volume is less than 17

IDDistributorTotal VolumeDistributor VolumePercentage Volume

C0010003Ajay Cold Drinks, Muradnagar5503639305 71

Step 3:Distributor Bill Format:PackQty.ValueDiscountCash Paid

200ml721684321164

2000ml40602402160

Distributor Bill is cross checked with the data present with the Coke.

Step 4 & 5:Visiting the Distributors HVO/FAT agents and cross checking the bill present with them with the data available with the coke and the distributor.Format available with company:Distributor: Ajay Cold Drinks, Muradnagar

HVO: Om Sai Ram Confectionary

Beverages Purchased

PackagingTotal Quantity

200 ml4056

If the above mentioned quantity is matched with the quantity present in the bill with the HVO/FAT Agent, than the flow of cash is correct.Simultaneously, checking the bills which are issued on the name of the retailer by the distributor and finding that the retailer is getting the proper benefit from the company or distributor is using those benefits.Step 6:If anyone is not doing there function properly than they will be under jurisdiction otherwise that Distributor and HVO/ FAT agents working under him is doing their work properly.

HVO:Eg:PackQuantityValueDiscountCash Paid

200 ml7216843211664

300 ml4226025210668

2000 ml4050024019760

50 ml10414604080

(Note: This is paid by the company directly to the HVO)

Working Note:As there is discount rate Rs 6/crate.So, in 72 Crate = (72*6) =Rs. 432 for 200ml.42 Crate= (42*6) = Rs. 252 for 300 ml. and so on.FAT Agent:Eg:PackQuantityValueDiscountCash Paid

200 ml50168187.508212.50

200 ml601682259855

300 ml4050015019850

(Note: Here half of the discount rate is paid by the company and half by the distributor)Working Note:As there is discount rate Rs 7.50 and Rs. 3.75 are paid by the distributorSo, in 50 Crate = (50*3.75) =Rs. 187.50 for 200ml.60 Crate= (60*3.75) = Rs. 225 for 200 ml. and so on.Working e.g.:Distributor: Ajay Cold Drinks, Muradnagar.Under him: Retailer= 30FAT Agent= 3Retailers order for 30 casesFat Agents order for 10 cases.There are 28 days in coke.Therefore, order for one month.Cases=30*28Cases=10*28 =840 cases =280 Total number of cases= 840+280=1120Percentage value of FAT agents= (280*1120)/280= 25%Issues arise:1: Give distributor is not servicing out lets properly.2: Over invoicing fat agents.Solutions:1: Direct order from FAT agents.2: Card- card will be given by the FAT agents as the prove , means that the bill that has been claimed is correct and there is no leakage of discount.3: Directly supply to big HVO/FAT agents.

Cash Flow:Calculation of Cash Flow Statement:Items Come under Cash Inflow and Cash outflow.

ParticularAmount (Rs.)

Cash inflow:

Opening Balance.

Customer Sales.

Inter Unit Funding.

Others (Scrap, etc.)

Cash Outflow:

SGA

Plant and machinery

Statutory Dues RM/PM.

Other Expenses (Salary, Freight, etc...)

1,11,32,203/-

12,83,47,875/-

6,92,15,672/-

9,00,000/-

4,00,000/-

95,00,000/

50,00,000/-

1,40,00,000/-

2,00,00,000/-

Customer Sale:Under Customer sale the collection comes through:1: Cheque/DD/EFT (Electronic Fund Transfer)2: Depot Collection (via cheque/Cash).Statutory Dues:Under this category there comes:1: Income tax paid.2: Service tax.3: Excise Duty.4: Sales Tax and Trade Tax.RM/PM:In this there comes:1: Raw material (Sugar, crowns, etc)2: Packaging Material (Lamination, Curtains)Working Note:Inter Unit Funding:Closing Balance=IUF= Total Sources Opening Balance-Total Application.E.g.:So from above cash flow template:IUF for Week 1 will be calculated as:Closing Balance= 129247875-11132203-48900000 = 69215672Closing Balance= IUFTherefore, IUF=69215672Week 2:As opening balance for the II week is the closing balance of the I weekTherefore, Closing Balance= 69215672+53900000-53900000 = 69215672Closing Balance= IUFTherefore, IUF= 69215672. And so on..Actual for month:It is calculated on the basis of the Business Plan which contains that how much quantity they have to sell at what price.In this, actual figure is taken from the balance deposited in the bank account in the name of the particulars.Variance:It is calculated as:Variance= Actual for month - Forecast for the monthe.g.Variance for customer sales:Variance= Actual for month - Forecast for the month =574757411-513391500 =61365911Statutory dues= Actual for month - Forecast for the month =88095725-20000000 =68095725.

CHAPTER- 8

RECOMMENDATIONS

8: RECOMMENDATIONS:_______________________________________________

1: Direct order from FAT agents: This helps the company to know how much demand is their in the market which is covered by that FAT Agents.2: Card- card will be given by the FAT agents as the prove, means that the bill that has been claimed is correct and there is no leakage of discount.3: Directly supply to big HVO/FAT agents: This ensures that the supply to the HVO/FAT agents is correct and they are enjoying the correct discount.4: Weekly report should be taken by the company in order to know the requirements of the Retailers, FAT agents.5: Timely completion of the demand of the beverages asked by the Retailers, FAT agents.

CHAPTER- 9

BIBLIOGRAPHY

9: BIBLIOGRAPHY

_______________________________________________

Websites: http://www.ko.com http://www.coca-cola.com http://news.bbc.co.uk/1/hi/business/4706275.stm http://finance.yahoo.com/q?s=coke

Jornals:

Monthly circular for the month of June, Hindustan Coca-Cola Beverage Private Limited. Coke Annual Report 2009

CHAPTER- 10

ANNEXURE

10: ANNEXURE

_______________________________________________

(Source: Coke Annual Report 2009)

Revenue Growth

YearRevenue

2006$24.088 billion

2007$28.857 billion

2008$31.944 billion

2009$30.990 billion

(Source: Coke Annual Report 2009)

Over the past 3 years, Coca Cola has had a respectable 8.7% in annual revenue growth. Between 2006 and 2007, Coke grew revenue by 20%, and between 2007 and 2008, they grew revenue by over 10%. 2009 saw a decrease in revenue (and a decrease in advertising, according to their 2009 annual report), but they continued to grow profits and cash flow.

EarningsGrowth

YearEarnings

2006$5.080 billion

2007$5.981 billion

2008$5.807 billion

2009$6.906 billion

(Source: Coke Annual Report 2009)Coke has enjoyed nearly 11% annual earnings growth over the past three years. The most recent year, from 2008 to 2009, saw a 19% increase. Analysts predict 11.4% EPS growth in 2010 and 9.6% EPS growth in 2011.

Cash Flow Growth

YearCash Flow

2006$5.957 billion

2007$7.150 billion

2008$7.571 billion

2009$8.186 billion

(Source: Coke Annual Report 2009)Annually, thats a cash flow growth rate of over 11%.

Dividend GrowthYearDividendYield

2006$1.242.80%

2007$1.362.50%

2008$1.523.04%

2009$1.643.28%

(Source: Coke Annual Report 2009)

CHAPTER- 11

CASE STUDYIncreasing Productivity of Coca Cola Enterprise by availing advanced IT.

11: CASE STUDY

_______________________________________________

Coca-Cola Enterprises (CCE) employs approximately 72,000 people in 431 facilities around the globe. Much of its workforce is mobile with 55,000 vehicles and 2.4 million coolers, vending machines, and beverage dispensers. With increasing competition in the marketplace, CCE needed a more effective way to collaborate with its employees, to increase its productivity, to enable better flow of information and to create more time for sales persons to engage with customers. Its worldwide presence required employees and executives to spend numerous hours on the road every week, travelling to internal meetings. With Microsoft Online Services technologies, CCE can save travel expenses through online meeting tools and collaboration platforms that span time zones and geographies.Case:Coca-Cola Enterprises CCE is the world's largest marketer, producer, and distributor of Coca-Cola products. Coca-Cola Enterprises growing product portfolio includes the worlds greatest brands and beverages which it delivers with the industrys most effective marketplace execution. Today, it serves 419 million consumers, throughout North America, the U.S. Virgin Islands, other Caribbean islands, Belgium, France, Great Britain, Luxembourg, Monaco, and the Netherlands. It employs approximately 72,000 people and operates 431 facilities, 55,000 vehicles, and 2.4 million coolers, vending machines, and beverage dispensers.Coca-Cola Enterprises faces strong competition from other beverage companies and needed a way to work more effectively with its customers and partners. This required innovation and a new way of communicating within the corporation. In 2008, CCE acknowledged that its current communications platforms were no longer enabling the innovation and collaboration required to take it to the next level to compete in an increasingly demanding economic environment.CCE required a centralized platform on which to promote the companys initiatives. Its messaging was based largely around e-mail, which was unable to reach its largely mobile workforce. Chairman and CEO John Brock and CIO Esat Sezer agreed that in order to evolve the company culture and improve customer relationships at CCE, the leadership team needed the ability to communicate with all CCE employees, especially those managing day-to-day operations in the field. Most of the diverse CCE personnel work in a distributed manner. Employees in manufacturing facilities had limited access to the corporate network. Its mobile, customer-facing employees, who are on the front line, making sales and positioning the CCE products in store environments, also lacked convenient access to company content. Additionally, CCE needed to drive action and information to all employees in its business by role. CCEs infrastructure did not allow for this, making it difficult for employees to locate appropriate content in a timely manner. Kevin Flowers, Director of Enabling Technologies, says, John Brock, our CEO, challenged us to find better ways to connect all of our employees. He asked us to create a unified way to reach all of the field resources for more than 400 locations in the U.S. alone. SharePoint Online addressed those challenges and helped us launch from a legacy infrastructure to a solution which provided better business value to all of our people.Taking on a new project like building a corporate intranet was exciting yet daunting as IT resources were engaged on many other initiatives as part of their transformation journey. IT considered using partners to address its messaging needs and wanted to expand this to include development of its corporate intranet. Both solutions needed to support mobile devices to reach employees in manufacturing facilities and the field.Problems Faced:1: Tough competition from other beverages company so need a strong communication system.2: Need the advance communication system to compete in an increasingly demanding economic environment.3: Its messaging was based largely around e-mail, which was unable to reach its largely mobile workforce.4: All company employees like sales man do not have full access to the company information.Solution:CCE had several partners providing dozens of communication and collaboration solutions. CCE saw an opportunity to optimize its infrastructure by broadening its relationship with Microsoft. With the implementation of Microsoft Online Services, which includes Microsoft SharePoint Online, Microsoft Exchange Online, Microsoft Office Communications Online, and Microsoft Office Live Meeting, CCE consolidated and streamlined its IT partnerships and enhanced its focus on providing value to the business. CCE deployed its corporate intranet on SharePoint Online as its primary collaboration platform, which included content management, enterprise search, workflow, line of business integration, and rights management capabilities. In its situation of whether to upgrade its current platform or transform the company to a hosted model, CCE considered options presented by several major software and service providers. CCE desired a partnership where it could utilize its enterprise software on premises with integrated software services in the cloud, and turned to Microsoft to execute upon its objectives. Planning for the project began in mid January 2008 and was completed by mid May. Microsoft Exchange Online and Microsoft SharePoint Online received service acceptance by July and user migration for both began in September.By the end of 2008, 23,000 users had been migrated to Exchange Online, 30,000 users were on SharePoint Online, and 10,000 users had migrated from IBM Sametime to Microsoft Office Communications Server for instant messaging. It added Microsoft Office Live Meeting for Web and video conferencing in April 2008.Measures required by the Company:1: Security.2: The Right Information at the Right Time.Security:Initially, Tim Smith, the Chief Information Security Officer at CCE needed to be convinced that Microsoft would provide security measures that matched or exceeded CCEs stringent requirements. Visiting the Tukwila data centre, Smith was impressed by the virtual and physical security provided by Microsoft, as well as the third-party SAS 70 audit reports that Microsoft uses to monitor security compliance. Tim Smith, CCE Chief Information Security Officer, says, Step one in getting comfortable with giving their data to Microsoft was visiting one of their data centres. To understand the physical nature of what theyre doing to safeguard not only their own information, but also CCEs, gave them a great sense of comfort that Microsoft has thought of all the right things.A fundamental shift occurred in how CCE viewed Microsoft services and capabilities running in Microsoft data centres, not as an outsourcing arrangement, but as a security-enhanced extension of CCEs own enterprise network.The Right Information at the Right TimeCCE decided to use Microsoft integrated communication and collaboration tools to streamline communication across its entire organization. A critical component of the corporate intranet portal at CCE was the integration of SAP user role information into its on-premises Active Directory service and its Microsoft SharePoint Online environment. This will allow CCE to target the right information to the right employee based on roles outlined in SAP. By integrating SAP data into SharePoint sites, CCE employees can access data through recognizable Microsoft Office programs, giving employees the ability to make information for business operations easy to find, share, and update. Previously, CCE did not have a common solution that enabled document management. Documents that needed to be shared with colleagues were housed in shared folders on network drives, sent via e-mail, or stored in team rooms, all of which were limited in access, version control, and search ability.Ease and Effectiveness of Collaboration Seeing the business need and the ability to increase its communication and collaboration capabilities, CCE was able to move very quickly to execute the migration. Lauren Sayeski, Public Affairs and Communications Manager, says, We had a massive change agenda that we were trying to communicate to the organization. We had a lot of objectives with this project, but the two primary ones were a better way to communicate with our employees while at the same time driving effectiveness and efficiency. Content management features on SharePoint Online include version management, workflow management, and rights management, all of which enable seamless collaboration across geographies and time zones. John Key, Assistant Director of Communication and Collaboration Technologies, says, To have one source of the truth is very important as teams start to form across the globe. You want to be sure you always have the latest version of the document youre working on. SharePoint Online makes that possible.Knowledge Sharing and Social NetworkingCCEs executive communication prior to its new corporate intranet was historically top-down. With its Microsoft SharePoint Online intranet solution, it now has open dialogue with employees communicating to leadership and with each other. Sayeski says, We focused on ways for employees to comment back to the organization as well as communicate with each other. Now we have the ability to post comments on the intranet and create team sites. Were finding that employees are talking to each other and using each others resources, sharing knowledge. We launched our first CEO blog last year and in the first five minutes had more than 40 responses back. Thats just the beginning; we know that the intranet can be so much more powerful as a place of action.Outcomes:1: Productivity and Customer Focus.2: Worldwide Collaboration.3: Powerful Search with Enterprise Content Management.Productivity and Customer Focus:The Microsoft solution enabled CCE to bring new technologies to everyone in the company, providing them with the information they need, where and when they need it most. Microsoft SharePoint Online has been embraced by employees across the company. Within four weeks of enabling users to create team sites, there were over 800 requests for sites focused on business priorities and customer-facing business teams. Tom Barlow, Vice President of Business Transformation, N.A., says, From a business transformation perspective, they have a lot of projects underway which focus on revenue generation and cost savings. Through the use of SharePoint Online, they are able to educate their team so that they can find information and establish interdependencies across the different projects. SharePoint allows them to code and manage information so that we can get it very quickly.Worldwide CollaborationCCE now has a robust intranet portal to support worldwide collaboration and communication of corporate strategy. Sapient Consulting and Slalom Consulting designed the custom intranet and collaboration solution on top of Microsoft SharePoint Online. Sapient created the compelling visual design with a user-based enterprise portal workflow. Slalom designed and developed custom SharePoint features in accordance with Microsoft development standards and best practices, as well as provided guidance to CCE regarding the deployment and configuration options available in SharePoint Online. Sayeski says, When you have a workforce like ours, 72,000 strong and geographically dispersed, that may or may not have access to technology, it can be a challenge to ensure that the message of the organization is getting through with the clarity and the speed that you want it to. We focused heavily on the use of video, particularly with our CEO, to ensure that some of our most critical messages were being captured in a way that the audience immediately understood. So combining the power of video with the intranet gave them the ability to touch many more people.Powerful Search with Enterprise Content ManagementThe corporate intranet also serves as a central location for things like CCEs HR process improvement and self-service HR portal and provides a communication platform for CCEs desk-based workers. CCE has also increased employee engagement and education around corporate responsibility and sustainability through the portal content, thereby addressing the cultural change initiative. Sayeski says, There have been some particular areas where they have seen that concept of two-way dialogue playing out very well. One is in their corporate responsibility and sustainability efforts where employees are sharingactively sharing their own ideas and their own solutions within their own facilities about ways theyre generating energy effectiveness.Through the intranet, CCE employees are eager to be part of the company direction and dialogue. Brett Kirkland, Collaboration Architect, says, The SharePoint Online search engine is ten times better. It allows us to make items more discoverable, to check them in and out, and surface particular items that we consider pieces of content that should rise to the top. The SharePoint solution also gives IT more control and governance over what content is published and how it is ranked and profiled in search.Key says, Microsoft gave us an incredible platform that allows us to do a number of things, beyond hosting our portal. It provides workflow management and team collaboration across geographies and time zones.Conclusion:With problem in having timely communication with their employees CCE needs the efficient software which can be able to provide their employees the correct and timely information with security. Due to this problem they join hands with the Microsoft which provide them their package of Microsoft Online Services, which includes Microsoft SharePoint Online, Microsoft Exchange Online, Microsoft Office Communications Online, and Microsoft Office Live Meeting.This package helps CCE to come over their problems effectively. After implementing this sales person or any other employee get the timely information. Now company do not have to bother about the security, each member can access any information which is required by them.

2

CAN310928811072

Peak Month Volume Vs Capacity - CANSPeak Month Volume310,928 casesSurplus Capacity 811,072 cases

MAAZA5492631826737

Peak Month Volume Vs Capacity - MaazaPeak Month Volume549,263 casesSurplus Capacity1,826,737 cases

RGB174475195031896.25

Peak Month Volume Vs Capacity - RGBPeak Month Volume17,447,519 casesSurplus Capacity5,031,896 cases

PET864909.496264209302922.642117154

Peak Month Volume Vs Capacity - PET(Without Water volumes)Peak Month Volume 864,909Surplus Capacity 302,923 cases

Total19172619.49626427972627.89211715

Peak Month Volume Vs Capacity - TotalPeak Month Volume 19.17 MM casesSurplus Capacity 7.97 MM cases

BPM11003300237404830720

Installed BPMMAAZA3300 BPMCANS1100 CPMPET720 BPMCBO-RGB23740 BPMFBO-RGB4830 BPM

Anncap11.687524.75192.887539.2437515.3

Annual Capacity @5000 hrsAnnual Capacity - Physical Cases @5000 hrsMAAZA 24.75 MMCAN 11.69PET 15.30 MMRGB - FBO 39.24 MMRGB - CBO 192.89 MM

PKmnth1122000237600022479415.251167832.13838136

Installed Capacity - PeakMAAZA 2.38 MMCAN 1.12 MMPET 1.17 MMRGB 22.48 MM

DS117.44751922.4794152519.536024019522.4794152522.666881278123.41541525

DEMANDCAPACITYYEARPHY. CASES - MMPEAK MONTH - MAY - RGB

DS20.86490949631.16783213841.74753029771.75338870232.02759075992.1205887023

DEMANDCAPACITYYEARPHY. CASES - MMPEAK MONTH - MAY

DS31.3610410.2296781.6700171.221978252.0073161.028067253.7552791.0861653.1779210.24766151.8679860.9981553.6079590.22019125

DemandSurplus CapacityREGIONSPHY. CASES - MMPEAK MONTH 2000 - RGB2.874.843.042.891.593.433.83

DS41.620770754Ahmedabad1.89338902230.99966472772.43528308840.60572141164.10228856550.74886293453.6217384175Hyderabad1.98051217180.88434082823.882042FBO

3.83VolumeSurplus CapacityREGIONSPHY. CASES - MMPEAK MONTH 2001 - RGB2.874.843.042.891.593.43

DS5129.421283.86875151.5647412976287.69375175.8546157352301.26875

DemandCapacityYEARPHY. CASES MM

Sheet1No. of PlantsNo. of LinesBPMCOBO31540.0FOBO6113,980CONTRACT PACKAGINGCONCENTRAT PLANT1600 BPMOthersTotalClean Slate ScenarioPlantsLinesBPMLinesBPMLinesBPMPlantsLinesBPMR13231,800374062,540252,380R26353,00071,540124,540363,400R38331,80062,14093,940473,580R47242,40082,800125,2005105,580R57453,00071,900124,9003105,880R65353,00062,440115,440342,400R713442,400154,730197,130584,800ALL INDIA49212917,4005216,2908133,690255028,020231800353000116002424003424003530001422132001984067%680942.8571428571390.5882352941

Coca-Cola User:secunderabad line considered here

Graphs200020012002PackageInstalled Capacity - PeakVolume - Peak MonthSurplus Capacity - Peak MonthInstalled Capacity - PeakVolume - Peak MonthSurplus Capacity - Peak MonthInstalled Capacity - PeakVolume - Peak MonthSurplus Capacity - Peak MonthCAN1,122,000310,928811,0721,122,000319,295802,7051,122,0001,122,000MAAZA2,376,000549,2631,826,7372,376,000558,9801,817,0202,376,0002,376,000RGB22,479,41517,447,5195,031,89622,479,41519,536,0242,943,39122,479,41522,479,415PET1,167,832864,909302,9231,753,3891,747,5305,8581,753,3891,753,389Total27,145,24719,172,6197,972,62827,730,80422,161,8295,568,97527,730,8040.027,730,804200020012002PackageInstalled BPMAnnual Capacity @5000 hrsAnnual VolumeInstalled BPMAnnual Capacity @5000 hrsAnnual VolumeInstalled BPMAnnual Capacity @5000 hrsAnnual VolumeCAN1,10011.692.101,10011.692.181,10011.69MAAZA3,30024.753.713,30024.753.823,30024.75RGB - CBO23,740192.89117.7823,740192.89133.6124,940202.64RGB - FBO4,83039.244,83039.244,83039.24PET72015.305.8490019.1311.951,08022.95Total33,690283.87129.4233,870287.69151.5635,250301.27175.85GRAPHS - DS - SANDY ALLENRGBPETDEMANDCAPACITYDEMANDCAPACITY200017.4522.480.861.17200119.5422.481.751.75200222.6723.422.032.12Note : 2000 PET volume does not include Water & 2LRegional volume vs Capaciy - rgb - 200020002001RegionDemandSurplus CapacityVolumeSurplus CapacityAhmedabad1.360.231.62Bangalore1.671.221.891.0013.48%0.67%Calcutta2.011.032.440.6112.89%1.15%Delhi3.761.094.100.75Hyderabad3.180.253.62Mumbai1.871.001.980.88FBO3.610.223.88Volume AnalysisCBOFBOTotalPhyUnitConv. FactorPhyUnitConv. FactorPhyUnitConv. Factor2000106,626137,7061.2922,79525,2941.11129,421163,0001.262001115,032148,5621.2936,53340,5381.11151,565189,1001.252002133,438172,3331.2942,41747,0671.11175,855219,4001.25Annual Volume Vs CapacityDemandCapacity2000129.42283.872001151.56287.692002175.85301.27

Coca-Cola User:2 600 BPM ADDITIONAL LINES CONSIDEREDCoca-Cola User:1 180 BPM ADDITIONAL LINE CONSIDERED

SummaryR1 - AhmedabadR1 - Ahmedabad2000200119941995Growth %1996Growth %1997Growth %1998Growth %1999Growth %2000Growth %2001Growth %Peak Month VolumeBPM Reqd.BPM AvailablePeak Month VolumeBPM Reqd.BPM AvailableNew BPM Reqd300 ml552,0114,040,202632%4,862,44420%4,395,268-10%5,578,34127%4,958,390-11%6,406,50229%7,169,90912%300 ml1,133,1621,4531,269,5201,6281 liter90,315185,129105%137,708-26%288,668110%419,79745%630,93650%522,417-17%620,75719%1 liter60,4765872,11269Maaza1,146102,4538840%78,144-24%125,28760%210,43768%274,74431%245,766-11%293,45419%200 ml167,403215279,139358PET 1.50%34,5580%101,506194%153,28851%270,28376%315,21317%386,04822%PET 1.535,9251844,19722Can0%140,4700%92,229-34%163,80678%110,831-32%130,03117%132,0012%PET 0.58,193815,61815PET 0.50%0%0%0%24,3470%78,686223%150,00091%Can24,842240.025,219250.0200 ml383,015199,606-48%2,021-99%1,075-47%0.0-100%321,2200%1,199,425273%2,000,00067%Maaza36,1455052043,25860520Others740,550639,243-14%663,6504%627,131-6%581,480-7%491,672-15%500,0002%550,00010%Total RGB1,361,0411,7262,0201,620,7712,0552,020Total1,767,0375,166,633192%5,918,99515%5,631,164-5%7,107,14926%7,082,423-0%9,398,04033%11,302,16920%Total PET44,118260.059,815370.0R2 - BangaloreR2 - Bangalore2000200119941995Growth %1996Growth %1997Growth %1998Growth %1999Growth %2000Growth %2001Growth %Peak Month VolumeBPM Reqd.BPM AvailablePeak Month VolumeBPM Reqd.BPM AvailableNew Capacity300 ml5,852,6148,179,81940%9,735,63919%10,437,7837%11,607,39911%11,011,897-5%12,289,18012%13,288,7528%300 ml1,380,6841,7701,493,8861,9151 liter357,643141,862-60%34,660-76%34,6660%198,070471%676,404241%348,634-48%408,86617%1 liter23,9812328,21527Maaza392,163411,0825%371,832-10%543,04746%606,94212%667,64810%637,580-5%695,0209%200 ml265,352340371,288476PET 1.50%171,8380%586,901242%848,10945%876,9663%1,308,81649%1,571,69820%PET 1.5164,69781198,28997Can0%434,2040%348,484-20%736,023111%232,008-68%392,98769%381,181-3%PET 0.562,04161119,362117PET 0.50%0%0%0%136,9480%519,770280%1,000,00092%Can67,822660.065,788640.0200 ml273,955149,968-45%64,143-57%8,115-87%0.0-100%420,1600%2,144,039410%3,000,00040%Maaza80,60411260087,919122600Others355,543358,3121%404,52913%257,047-36%471,59083%127,524-73%150,00018%160,0007%Total RGB1,670,0172,1333,7001,893,3892,4183,700Total7,231,9189,241,04328%11,216,84521%12,216,0439%14,468,13318%14,149,555-2%17,791,00426%20,505,51715%Total PET226,738142240317,651214240R3 - EastR3 - East200020011,9941,995Growth %1,996Growth %1,997Growth %1,998Growth %1,999Growth %2,000Growth %2,001Growth %Peak Month VolumeBPM Reqd.BPM AvailablePeak Month VolumeBPM Reqd.BPM AvailableNew Capacity300 ml5,780,7267,337,83527%8,530,65516%8,334,136-2%9,262,54011%9,085,873-2%10,516,23116%11,370,5458%300 ml1,727,7932,2151,869,3182,3971 liter239,04489,106-63%91,8483%348,484279%845,298143%1,060,13025%841,561-21%1,028,58022%1 liter98,33395120,818116Maaza5,4891,313-76%23,3791681%52,640125%111,452112%60,560-46%92,60353%112,19121%200 ml181,190232445,147571PET 1.50%59,0510%200,261239%188,580-6%431,855129%492,64214%600,69722%PET 1.571,9773588,11143Can0%160,4050%91,145-43%168,82285%77,153-54%62,305-19%35,188-44%PET 0.52,44127,6748PET 0.50%0%0%0%31,4620%15,905-49%50,000214%Can11,704110.06,82270.0200 ml643,651587,747-9%433,351-26%251,940-42%237,394-6%184,513-22%1,017,585451%2,500,000146%Maaza7,833110.09,535130.0Others740,318742,5880%777,7405%731,874-6%770,9195%799,0914%800,0000%800,0000%Total RGB2,007,3162,5423,8602,435,2833,0833,860Total7,409,2288,758,58918%10,076,42915%10,010,480-1%11,585,00516%11,730,6371%13,838,83218%16,497,20119%Total PET74,418388095,7855180R4 - NorthR4 - North200020011,9941,995Growth %1,996Growth %1,997Growth %1,998Growth %1,999Growth %2,000Growth %2,001Growth %Peak Month VolumeBPM Reqd.BPM AvailablePeak Month VolumeBPM Reqd.BPM AvailableNew Capacity300 ml9,495,75912,724,30734%12,985,6232%12,583,946-3%15,017,18619%15,215,6781%15,949,2165%17,061,5607%300 ml2,928,7463,7553,134,2884,0181 liter1,340,187860,646-36%918,5947%1,126,89323%1,870,90566%2,652,69842%2,062,688-22%2,353,06714%1 liter271,376261310,206298Maaza706,846386,198-45%258,275-33%207,172-20%267,99829%328,21722%296,834-10%260,999-12%200 ml555,157712657,795843PET 1.50%25,9190%113,000336%247,014119%583,358136%754,77129%953,87326%PET 1.5123,35960156,83577Can0%413,3660%276,141-33%696,428152%367,552-47%500,21736%527,7606%PET 0.535,7803589,45488PET 0.50%0%0%0%26,5940%199,992652%500,000150%Can94,010920.099,208970.0200 ml144,542122,855-15%145,66519%775,110432%885,30714%1,528,20573%2,953,88593%3,500,00018%Maaza66,7619324058,74882240Others36,626375,901926%573,50353%646,47413%1,007,63956%1,107,68510%1,200,0008%1,200,0000%Total RGB3,755,2794,7276,1204,102,2895,1606,120Total11,723,96014,469,90723%15,320,9456%15,728,7363%19,992,47727%21,809,9879%23,917,60210%26,357,26010%Total PET159,13996180246,289165180R5 - APR5 - AP200020011,9941,995Growth %1,996Growth %1,997Growth %1,998Growth %1,999Growth %2,000Growth %2,001Growth %Peak Month VolumeBPM Reqd.BPM AvailablePeak Month VolumeBPM Reqd.BPM AvailableNew Capacity300 ml7,704,48111,024,29143%15,012,08136%16,523,03610%17,818,4218%18,040,2181%20,829,26515%23,121,45011%300 ml3,013,6203,8643,348,4474,2931 liter239,379113,697-53%32,157-72%210,971556%282,99034%488,11972%394,130-19%465,04118%1 liter36,7303543,48442Maaza796,3391,036,36230%1,022,868-1%868,272-15%925,3277%773,484-16%899,81816%888,443-1%200 ml127,571164229,807295PET 1.50%48,7900%203,589317%315,01455%496,38658%677,11436%837,18224%PET 1.588,84544110,28954Can0%104,7690%41,780-60%220,341427%56,450-74%119,788112%128,3327%PET 0.517,3001767,97867PET 0.50%0%0%0%22,5320%114,523408%450,000293%Can11,863120.012,714120.0200 ml575,867450,630-22%249,788-45%16,704-93%5,080-70%184,9143540%832,682350%1,500,00080%Maaza152,275211520150,352209520Others(54,643)(293,036)436%(261,363)-11%(90,119)-66%227,861-353%106,116-53%110,0004%120,0009%Total RGB3,177,9214,0624,3803,621,7384,6294,380Total9,261,42312,331,94433%16,209,09031%17,774,23310%19,795,03411%20,168,2192%23,977,32019%27,510,44815%Total PET106,145610.0178,2671210.0180R6 - WestR6 - West200020011,9941,995Growth %1,996Growth %1,997Growth %1,998Growth %1,999Growth %2,000Growth %2,001Growth %Peak Month VolumeBPM Reqd.BPM AvailablePeak Month VolumeBPM Reqd.BPM AvailableNew Capacity300 ml8,880,82011,535,93630%13,052,87913%12,247,867-6%12,865,2805%11,776,224-8%13,348,30813%13,829,7454%300 ml1,722,9182,2091,785,3252,2891 liter941,740674,570-28%431,116-36%622,71444%626,7011%540,954-14%461,666-15%408,451-12%1 liter45,3644440,21239Maaza307,771363,13318%366,6721%354,025-3%409,02516%454,98911%450,532-1%479,2966%200 ml99,704128154,975199PET 1.50%192,4650%318,60566%412,31329%626,31852%750,26420%894,00819%PET 1.586,44942103,42051Can0%281,5100%172,981-39%255,03247%222,559-13%205,597-8%194,739-5%PET 0.56,670712,32612PET 0.50%0%0%0%35,0340%64,93885%120,00085%Can39,343391,10037,275371,100200 ml185,140279,74051%177,498-37%197,16611%140,866-29%377,268168%965,032156%1,500,00055%Maaza67,9729450072,334100500Others434,218382,233-12%408,5647%449,14410%534,54819%591,28411%600,0001%620,0003%Total RGB1,867,9862,3803,6601,980,5122,5263,660Total10,749,68913,235,61223%14,910,70413%14,362,502-4%15,243,7656%14,624,630-4%16,846,33715%18,046,2397%Total PET93,11949180115,74663180R7 - IndependentsR7 - Independents200020011,9941,995Growth %1,996Growth %1,997Growth %1,998Growth %1,999Growth %2,000Growth %2,001Growth %Peak Month VolumeBPM Reqd.BPM AvailablePeak Month VolumeBPM Reqd.BPM AvailableNew Capacity300 ml10,865,55513,768,47927%15,318,39411%14,527,617-5%16,663,08315%16,934,7842%17,676,5874%18,808,5716%300 ml3,307,3584,2403,520,2604,5131 liter337,470175,340-48%261,06149%476,23582%1,379,823190%1,772,99528%1,444,023-19%1,762,13722%1 liter243,001234297,782286Maaza529,739659,61325%660,0620%619,895-6%687,80611%667,446-3%629,333-6%625,501-1%200 ml57,6007464,00082PET 1.50%5,3950%64,3851093%169,232163%346,579105%665,82492%847,39927%PET 1.575,1473796,35647Can0%126,2680%105,042-17%312,444197%191,081-39%355,84086%418,56918%PET 0.510,3161015,00015PET 0.50%0%0%0%3,9250%68,7721652%100,00045%Can61,344600.072,269710.0200 ml539,729247,201-54%423,41971%481,29414%406,778-15%351,891-13%360,0002%400,00011%Maaza137,673191920136,834190920Others211,95782,083-61%94,39215%135,90444%175,97729%253,96644%275,0008%300,0009%Total RGB3,607,9594,5484,8303,882,0424,8824,830Total12,484,45014,932,71620%16,888,99113%16,410,372-3%19,795,14321%20,522,6674%21,475,3785%23,262,1778%Total PET85,4634740111,35662160All - IndiaAll - India200020011,9941,995Growth %1,996Growth %1,997Growth %1,998Growth %1,999Growth %2,000Growth %2,001Growth %UC-FacPeak Month VolumeBPM Reqd.BPM AvailablePeak Month VolumeBPM Reqd.BPM AvailableNew Capacity300 ml49,131,96668,610,86940%79,497,71516%79,049,653-1%88,812,25012%87,023,064-2%97,015,28711%104,650,5338%7.2300 ml15,214,28119,5050.016,421,04421,0530.00.01 liter3,545,7782,240,350-37%1,907,144-15%3,108,63163%5,623,58481%7,822,23639%6,075,119-22%7,046,89916%61 liter779,2617490.0912,8298780.00.0Maaza2,739,4932,960,1548%2,781,232-6%2,770,338-0%3,218,98716%3,227,0880%3,252,4661%3,354,9033%6200 ml1,453,9771,8640.02,202,1512,8230.00.0PET 1.50.00.00%538,0160%1,588,247195%2,333,55047%3,631,74556%4,964,64437%6,090,90523%18PET 1.5646,3993170.0797,4973910.00.0715141.634645573351Can0.00.00%1,660,9920%1,127,802-32%2,552,896126%1,257,634-51%1,766,76440%1,817,7713%7.92PET 0.5142,7411400.0327,4113210.00.0149767.861618637147PET 0.50.00.00%0.00%0.00%0.00%280,8420%1,062,586278%2,370,000123%12Can310,9283051,100319,2953131,1000.0200 ml2,745,8992,037,747-26%1,495,885-27%1,731,40416%1,675,425-3%3,368,171101%9,472,648181%14,400,00052%4.8Maaza549,2637633,300558,9807763,3000.0Others2,464,5692,287,324-7%2,661,01516%2,757,4554%3,770,01437%3,477,338-8%3,635,0005%3,750,0003%7.2Total RGB17,447,51922,11928,57019,536,02424,75428,5700.0Total60,627,70578,136,44429%90,541,99916%92,133,5302%107,986,70617%110,088,1182%127,244,51516%143,481,01013%Total PET789,1404577201,124,908712840180864,909497All - India (UC)74,397,96397,130,94031%114,434,90118%118,032,2633%139,132,80818%143,158,4943%165,960,41916%187,495,62913%Water444,730218622,622305Total PET6751,0171,0202630.58454,677

&C&"Arial,Bold"&12&ECapacity Analysis - 2000 & 2001

300forecast2000JanFebMarAprMayJunJulAugSepOctNovDecTotalTotal-India2,954,0984,852,13110,527,93011,373,89515,286,89316,661,2437,530,3526,459,7688,815,0926,489,5514,570,3544,698,076100,219,382R1 - Ahmedabad132,816328,134843,162805,7801,133,1621,048,534274,949237,066499,995425,150362,920314,8336,406,502R2 - Bangalore627,967857,2891,418,8791,306,7081,380,6841,521,000788,173823,8081,232,114816,952717,966797,64012,289,180R3 - East83,209296,9601,085,5841,363,5901,727,7931,987,322753,064681,0041,125,581811,909318,552281,66310,516,231R4 - North199,054457,6301,317,2431,948,7342,928,7463,432,9781,552,7311,125,8631,462,118823,036402,328298,75415,949,216R5 - AP669,9111,146,7212,604,7092,192,9793,013,6203,364,7631,479,7131,366,7521,727,7721,240,531947,5441,074,25020,829,265R6 - West592,571844,2971,559,3371,422,3251,722,9181,549,715652,811701,1841,028,3471,096,6841,018,4101,159,70813,348,308R7 - Independents268,534608,9201,613,7272,175,6833,307,3583,751,7701,629,8761,155,2891,469,222906,703413,087376,41717,676,5872,574,0624,539,95110,442,64311,215,79915,214,28216,656,0837,131,3176,090,9678,545,1496,120,9644,180,8064,303,26697,015,287(380,036)(312,180)(85,288)(158,096)(72,611)(5,160)(399,035)(368,801)(269,943)(368,587)(389,548)(394,811)(3,204,095)2001JanFebMarAprMayJunJulAugSepOctNovDecTotal-India3,173,6205,210,47811,300,70012,203,68416,395,41817,862,1728,069,8936,919,8559,439,2306,946,3384,890,1765,024,930107,436,495R1 - Ahmedabad149,466368,844946,700903,7241,269,5201,173,455307,384264,759557,841473,867404,113350,2347,169,909R2 - Bangalore680,900929,0481,536,8241,414,5811,493,8861,644,860851,924889,9951,330,447881,720774,513860,05413,288,752R3 - East90,216321,7931,175,7361,476,0501,869,3182,149,002813,917735,6661,215,328876,218343,618303,68211,370,545R4 - North213,359490,3211,410,7822,086,3023,134,2883,672,5061,660,4431,203,5151,562,385879,156429,606318,895.6817,061,560R5 - AP747,2041,277,7662,899,5642,438,9063,348,4473,735,1751,641,1271,514,5011,912,8801,372,2611,047,2801186339.0265219923,121,450R6 - West614,297875,1581,616,1621,474,0001,785,3251,605,679676,315726,3541,065,1511,135,8171,054,6421200845.5395485713,829,745R7 - Independents286,199648,7591,718,7332,316,4923,520,2603,991,9911,733,6811,228,4801,561,812963,545438,849399,77118,808,5712,781,6414,911,68911,304,50212,110,05616,421,04317,972,6687,684,7916,563,2709,205,8446,582,5854,492,6224,619,821104,650,533(391,979)(298,789)3,801(93,628)25,625110,497(385,102)(356,585)(233,386)(363,753)(397,555)(405,109)(2,785,962)

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1000mlFcast2000JanFebMarAprMayJunJulAugSepOctNovDecTotal-India191,377319,587578,886636,500731,142759,981420,163404,724593,447502,000398,921357,261R1 - Ahmedabad24,17537,31252,73945,46960,47661,40732,50733,04951,59444,77343,59035,326R2 - Bangalore15,07725,82035,25244,36523,98135,00415,48717,68751,45927,34933,88723,267R3 - East16,35938,40782,54181,94398,333115,24477,12665,41299,23270,02954,52742,409R4 - North56,147115,167189,856240,424271,376279,092157,500138,591198,858175,188128,785111,705R5 - AP11,41921,83149,59238,97436,73044,39929,70232,51748,62327,56729,27923,498R6 - West28,99932,11752,15845,68845,36447,82326,39929,45038,45939,00135,73540,474R7 - Independents25,30163,896136,250154,872243,001223,988110,00190,597152,941124,97969,52548,671177,476334,550598,387651,734779,261806,958448,722407,303641,164508,886395,328325,351(13,901)14,96319,50115,23548,11946,97728,5592,57947,7176,886(3,593)(31,910)2001JanFebMarAprMayJunJulAugSepOctNovDecTotal-India223,647372,730673,831739,486847,868879,718485,503466,858683,402577,145457,900409,438R1 - Ahmedabad29,14544,85363,22254,35972,11273,03638,56739,11660,92252,74851,24141,437R2 - Bangalore17,90530,58941,66452,31528,21541,09518,14320,67860,03931,84739,38426,991R3 - East20,40947,722102,163101,044120,818141,10494,11479,560120,31584,64965,71650,965R4 - North64,583132,257217,684275,239310,206318,554179,511157,736226,016198,844145,982126,456.74R5 - AP13,65626,03959,00046,25243,48452,44135,00238,23457,04832,27534,21027400.8862565176R6 - West25,82628,57146,34540,54940,21242,34023,34326,00833,92034,35231,43335552.1560216305R7 - Independents31,46879,161168,165190,454297,782273,551133,901109,932185,009150,73583,61058368.3961306938202,991389,192698,243760,213912,829942,121522,581471,263743,268585,450451,576367,171(20,656)16,46224,41220,72764,961

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mz. forecast2000JanFebMarAprMayJunJulAugSepOctNovDecTotal-India91,422163,486440,916456,831570,987567,011213,244160,622206,008156,746123,047123,939R1 - Ahmedabad14,83013,10627,22434,40236,14530,57413,62611,44120,91114,34413,55715,606R2 - Bangalore28,80145,98179,84874,90180,60480,80543,70040,95352,02139,84634,84635,272R3 - East3,3753,0604,8506,8027,83318,8138,37420,8409,1145,3042,4581,778R4 - North2,2487,89423,48455,89566,76177,22320,90112,77515,6478,1763,4692,361R5 - AP31,25755,238149,585117,361152,275129,85349,21944,87950,95042,38439,16837,648R6 - West19,74128,59363,30964,41567,97256,53313,86312,26625,63232,31530,42835,465R7 - Independents3,57514,41781,21896,125137,673151,39056,85129,25231,93417,0155,8164,068103,827168,290429,520449,900549,262545,192206,534172,406206,211159,385129,742132,19812,4064,803(11,397)(6,931)(21,724)(21,819)(6,710)11,7842032,6386,6958,2602001JanFebMarAprMayJunJulAugSepOctNovDecTotal-India94,979169,826457,961474,434592,918588,720221,383166,732213,820162,672127,684128,595R1 - Ahmedabad17,95315,81932,76441,28543,25836,49316,22313,58624,77316,95315,98618,361R2 - Bangalore31,49750,25187,20681,75187,91988,08447,60744,58856,60443,33137,87138,312R3 - East4,1653,7645,9448,3079,53522,82810,13025,13510,9616,3612,9402,121R4 - North1,9896,97420,72149,25358,74867,86118,34111,19413,6917,1433,0262,056.69R5 - AP30,86454,542147,699115,880150,352128,21148,59644,31150,30341,84638,67037169.1655275763R6 - West21,03530,45867,41668,57172,33460,14214,74313,04027,24334,33432,32037658.501588715R7 - Independents3,55314,32980,72495,540136,834150,46856,50429,07331,73916,9115,7804043.4397658718111,057176,137442,474460,586558,980554,088212,145180,928215,315166,880136,593139,72116,0786,311(15,486)(13,848)(33,937)

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PET1.5FCast2000JanFebMarAprMayJunJulAugSepOctNovDecTotalTotal-India155,139326,802594,095474,878660,457770,157274,904215,009327,672351,412333,388355,0714,838,985R1 - Ahmedabad12,31120,51138,68532,05935,92535,26420,47918,56627,51320,58529,86123,454315,213R2 - Bangalore53,234121,962170,835146,420164,697182,21361,98041,01877,29489,45995,698104,0041,308,816R3 - East9,21922,71947,53347,02471,97783,22970,26434,23033,85529,87418,88623,834492,642R4 - North16,36430,64765,35249,498123,359170,71348,57875,67748,20561,30736,39828,673754,771R5 - AP18,44357,215103,42554,68588,84596,59120,96430,53457,63955,31541,43452,025677,114R6 - West35,96848,37193,41871,16386,44969,96227,48438,16558,43761,63073,14886,070750,264R7 - Independents6,88219,14945,98551,30575,147208,88363,7684,27425,676143,1097,18314,464665,824Total - R1 to R7152,422320,574565,234452,154646,398846,853313,517242,463328,618461,279302,608332,5244,964,644Difference(2,717)(6,229)(28,862)(22,724)(14,060)76,69638,61327,453947109,868(30,780)(22,548)125,6592001JanFebMarAprMayJunJulAugSepOctNovDecTotalTotal-India193,110405,190733,804584,405809,915941,213334,852261,059396,620424,082401,163426,0525,911,465R1 - Ahmedabad15,38225,52347,94939,58644,19743,23125,02022,60933,39724,91036,02728,216386,048R2 - Bangalore64,884148,175206,906176,800198,289218,75674,20648,97892,056106,276113,410122,9611,571,698R3 - East11,45228,11558,60257,76588,111101,54485,44741,49540,91635,99922,69228,558600,697R4 - North21,24739,56883,92663,241156,835216,01561,19094,90960,20176,25445,09635,390953,873R5 - AP23,28571,911129,43568,155110,289119,44525,82837,48570,51567,44650,35863,032837,182R6 - West43,52458,357112,37885,365103,42083,47532,70845,30669,20472,81486,225101,231894,008R7 - Independents9,02624,96459,60566,13496,356266,48180,9575,40132,299179,2488,96017,969847,399Total - R1 to R7188,799396,612698,800557,047797,4971,048,947385,357296,182398,589562,949362,768397,3586,090,905Difference(4,311)(8,578)(35,005)(27,357)(12,417)107,73450,50535,1231,968138,867(38,395)(28,694)179,4400.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.0

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CanFCast2000JanFebMarAprMayJunJulAugSepOctNovDecTotalTotal-India62,902125,317228,616221,821372,857450,605115,08584,87993,896109,74883,779106,0782,055,583R1 - Ahmedabad4,8169,29215,59913,25224,84216,70010,0468,6457,2875,2957,3756,882130,031R2 - Bangalore21,88834,48741,65049,48867,82266,97319,58414,32517,08315,69619,15124,839392,987R3 - East1,5442,8926,9644,79511,70412,6506,5685,1014,1232,1771,8851,90262,305R4 - North11,08729,29954,72938,06794,010130,07326,78720,05425,24538,94817,62614,291500,217R5 - AP2,4866,40115,11512,01411,86344,4507,3102,7884,0202,2911,8559,195119,788R6 - West10,62015,66821,87122,81839,34323,5149,5009,21210,38711,14511,74219,777205,597R7 - Independents2,73613,76341,34540,18361,344119,14323,4324,1066,98027,3665,10110,341355,840Total - R1 to R755,177111,802197,273180,617310,930413,503103,22764,23175,124102,91864,73587,2281,766,764Difference(7,725)(13,514)(31,343)(41,204)(61,928)(37,102)(11,858)(20,648)(18,772)(6,830)(19,044)(18,851)(288,819)2001JanFebMarAprMayJunJulAugSepOctNovDecTotalTotal-India67,118133,670243,770236,444397,303479,988122,54990,35599,920116,75289,097112,7772,189,743R1 - Ahmedabad4,8909,43415,83613,45325,21916,95310,1988,7767,3975,3757,4866,985132,001R2 - Bangalore21,23833,46140,40748,00765,78864,95918,99413,89316,56515,21918,56824,081381,181R3 - East9781,7994,2472,8626,8227,1833,6232,7252,1251,07889185335,188R4 - North11,71230,94257,78340,18299,208137,23128,25521,14826,61541,05318,57415,057527,760R5 - AP2,6696,86816,21212,88012,71447,6167,8282,9844,3012,4501,9839,828128,332R6 - West10,07114,85520,73221,62437,27522,2738,9978,7219,83110,54611,10818,705194,739R7 - Independents3,25416,32848,93347,44772,269140,05027,4844,8068,15331,9025,93512,009418,569Total - R1 to R754,812113,687204,150186,455319,294436,266105,37863,05374,988107,62464,54687,5181,817,771Difference(12,306)(19,983)(39,621)(49,989)(78,009)(43,722)(17,171)(27,302)(24,932)(9,129)(24,551)(25,258)(371,972)0.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.00.0

&A

forecast2000JanFebMarAprMayJunJulAugSepOctNovDecTotal-India3,505,0515,787,46712,330,98113,202,70217,648,11719,381,6798,779,6757,637,58010,345,9217,729,3305,511,7325,659,987R1 - AhmedabadR2 - BangaloreR3 - EastR4 - NorthR5 - APR6 - WestR7 - Independents0.00.00.00.00.00.00.00.00.00.00.00.0(3,505,051)(5,787,467)(12,330,981)(13,202,702)(17,648,117)(19,381,679)(8,779,675)(7,637,580)(10,345,921)(7,729,330)(5,511,732)(5,659,987)2001JanFebMarAprMayJunJulAugSepOctNovDecTotal-India3,821,9676,306,83813,429,35714,370,06119,197,11921,070,4859,539,1698,293,54811,228,1868,383,8105,975,1666,132,576R1 - AhmedabadR2 - BangaloreR3 - EastR4 - NorthR5 - APR6 - WestR7 - Independents0.00.00.00.00.00.00.00.00.00.00.00.0(3,821,967)(6,306,838)(13,429,357)(14,370,061)(19,197,119)

modelAll year : All yearPeriods : 1997Total-India : Total-IndiaMeasures : PCProduct Info : Maaza19941995199619971998199920002001JanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecTotal-India1,732,3572,813,1055,836,5486,948,7169,432,18010,038,4754,347,9373,929,0815,637,3324,243,8523,007,1042,951,1412,037,7203,417,1616,951,0088,704,23011,627,42714,177,9546,497,2514,858,0716,434,3465,421,3604,058,9344,313,5342,845,3684,495,5669,867,16410,443,69314,056,56414,983,1436,778,1715,296,3327,495,7205,918,2634,029,3784,464,8572,620,6974,140,31910,259,8417,680,88413,870,02815,758,0297,343,7416,543,0468,720,7746,012,9144,394,9874,788,2703,519,7955,461,44010,626,60311,918,37817,106,35418,594,6467,458,9677,329,3049,616,3736,884,9835,068,4414,730,2413,470,4176,495,52913,259,55715,876,58215,448,15514,903,6577,648,3716,877,5749,448,5586,530,8595,787,5654,863,7724,482,853Total-India1,732,3572,813,1055,836,5486,948,7169,432,18010,038,4754,347,9373,929,0815,637,3324,243,8523,007,1042,951,1412,037,7203,417,1616,951,0088,704,23011,627,42714,177,9546,497,2514,858,0716,434,3465,421,3604,058,9344,313,5342,845,3684,495,5669,867,16410,443,69314,056,56414,983,1436,778,1715,296,3327,495,7205,918,2634,029,3784,464,8572,620,6974,140,31910,259,8417,680,88413,870,02815,758,0297,343,7416,543,0468,720,7746,012,9144,394,9874,788,2703,519,7955,461,44010,626,60311,918,37817,106,35418,594,6467,458,9677,329,3049,616,3736,884,9835,068,4414,730,2413,470,4176,495,52913,259,55715,876,58215,448,15514,903,6577,648,3716,877,5749,448,5586,530,8595,787,5654,863,7724,482,853R1 - Ahmedabad66,545112,528228,394235,351344,850220,84153,18966,87190,648122,437127,26498,119136,819235,031509,584550,056696,722837,078334,537274,775476,276431,128359,784324,843154,867316,443707,678668,627923,433867,385422,428240,777454,340452,333333,612377,072191,750277,258763,004448,809879,596738,551340,751331,524547,849363,495407,000341,577217,960371,951706,034782,9151,160,3561,001,714368,838446,340640,343518,689491,134400,875169,830459,848852,7091,023,5941,034,478912,338392,237382,057579,898419,695493,940361,799209,544R2 - Bangalore346,048450,390702,088730,337885,551750,399434,481470,874893,422635,978418,462513,888453,459578,195955,836955,875915,6921,101,381713,836662,321900,877590,603691,798721,170616,740803,6221,246,6701,161,2731,460,1631,427,668754,499708,743946,589659,327702,827728,724545,651785,3291,324,336970,3231,431,7401,644,325874,997839,7621,271,858863,146723,092941,484792,7691,119,7721,685,6501,582,0801,734,8601,953,012741,416988,8211,200,894941,719875,076852,064830,7691,150,2031,860,5781,894,0671,320,4561,372,302908,284943,1381,346,703703,569909,749909,737908,844R3 - East104,755211,884750,9431,023,3511,238,3731,189,969575,351496,806697,764568,905282,890268,23774,036258,214710,2721,102,6521,419,2871,632,672793,124572,474987,842591,530281,222335,264172,077311,5391,081,9231,320,0531,549,4621,790,794686,355656,0471,048,408838,424371,591249,756187,474280,8001,121,942875,0971,704,5471,945,066634,019747,6021,023,854827,324332,492330,263132,748401,635880,3031,308,9061,903,4622,269,364877,763836,9371,333,071845,636447,987347,193197,594543,4991,582,3441,998,7721,572,0091,765,730790,281718,7011,059,164820,094382,864299,585327,003R4 - North190,029385,072952,7421,254,1201,955,8652,590,7521,082,122829,9871,185,753605,330388,130304,058234,842495,0921,089,6101,697,6042,626,3523,249,1521,501,594822,4861,001,150891,828468,856391,341272,849520,3491,376,0531,855,0512,714,4182,995,5401,444,443986,7371,304,864963,288507,006380,347258,662442,8541,274,7001,433,5042,695,3063,316,7191,604,6121,353,4331,614,620808,553511,926413,847328,973633,6041,435,9392,348,3673,514,8854,287,9931,766,5441,444,7781,922,7841,160,734592,364555,512414,575941,7352,167,1193,029,3423,393,7713,659,1031,835,9981,617,3631,960,8701,183,883946,672659,556519,741R5 - AP257,291563,549992,1921,078,7131,527,3881,391,077546,842583,348855,857539,994429,792495,380349,471592,6821,341,8461,373,3601,486,8172,103,990853,214940,7661,014,275798,747708,225768,551595,621885,3302,088,5001,689,4932,469,1132,556,7621,212,982929,5021,224,909957,018732,193867,667466,015923,5922,244,3111,207,4572,446,7193,042,5521,497,7711,277,0261,595,5581,180,383829,1071,063,742799,6311,177,7422,486,7341,948,7462,894,6843,281,8881,356,7741,307,6951,465,6041,167,761948,871958,904791,8781,341,8172,538,6472,622,6402,818,5662,363,4361,347,9171,261,7291,691,4481,228,1471,149,5311,012,4631,174,094R6 - West570,785660,2111,155,6971,118,7701,300,1011,058,485532,982592,319791,6871,045,332986,224937,096543,924779,7071,201,5791,306,9601,587,8561,694,601733,100780,5041,127,1201,155,8071,033,0461,291,408678,9701,045,9681,801,6531,588,2941,762,7701,803,229822,559735,9981,146,4321,121,349989,0941,414,388649,111836,5351,847,9271,252,1791,779,6611,569,406686,798805,9071,133,6031,228,9851,189,3791,383,011876,3621,069,7911,643,8741,660,1622,160,9501,665,462804,929828,2721,161,6261,114,3551,134,9161,123,066706,3961,039,4241,924,9861,818,5571,841,0821,503,576686,616646,4301,008,1821,023,9461,241,5971,183,838948,252R7 - Independents194,820426,9301,034,0101,469,8152,125,7202,785,1891,090,077861,1711,093,694706,600367,685328,739241,669473,1591,110,1671,662,5262,828,5043,496,9541,537,288778,651888,212937,962503,653473,971350,044596,8871,491,1852,121,8123,177,2053,541,7651,434,9051,038,5281,370,178926,524393,055446,903322,034593,9511,683,6211,493,5152,932,4593,501,4101,704,7931,187,7921,533,432741,028401,991314,346371,352686,9451,723,3932,240,4933,657,0054,078,3731,530,8031,461,5091,877,2211,122,279564,193481,577344,682991,7272,251,7383,378,1613,352,3763,234,0111,664,5261,293,3711,780,0321,144,977656,667430,399392,954Total-IndiaMoving avg5076485.666666675101932.583333335152270.583333335245142.255391435.083333335574372.333333335919328.916666676098438.416666676175854.256242272.083333336340397.756428050.25654158366088876698754.083333336941767.083333337086722.333333337289150.416666677356249.57379659.57416181.257504629.083333337546037.666666677543574.666666677556184.916666677537462.333333337507858.416666677540581.57310347.416666677294802.757359376.583333337406507.416666677510400.257612488.083333337620375.666666677650843.083333337677794.1666666777527197862812.416666677893375.916666678246500.416666678516194.2587525798762181.166666678827702.666666678902335.916666678975008.333333339031129.59026293.759022178.9166666791083539327765.833333339657616.166666679519432.916666679211850.59227634.1666666791899909176005.416666679146495.083333339206422.083333339217549.666666679301919.33333333Ctd Moving Avg5089209.1255127101.583333335198706.416666675318288.666666675482903.708333335746850.6256008883.666666676137146.333333336209063.166666676291334.9166666763842246484816.62565752356653820.541666676820260.583333337014244.708333337187936.3757322699.958333337367954.57397920.3757460405.166666677525333.3757544806.166666677549879.791666677546823.6257522660.3757524219.958333337425464.458333337302575.083333337327089.6666666773829427458453.833333337561444.166666677616431.8757635609.3757664318.6257715256.583333337807765.708333337878094.166666678069938.166666678381347.333333338634386.6258757380.083333338794941.916666678865019.291666678938672.1259003068.916666679028711.6259024236.333333339065265.958333339218059.4166666794926919588524.541666679365641.708333339219742.333333339208812.083333339182997.708333339161250.259176458.583333339211985.8759259734.5Ratio (act/Mov avg)85%77%108%80%55%51%34%56%112%138%182%219%99%73%94%77%56%59%39%61%132%139%186%198%90%70%100%80%55%61%35%56%136%101%182%206%95%84%111%75%52%55%40%62%120%133%190%206%83%81%104%73%53%51%38%71%144%173%168%162%83%Modified mean89%77%103%77%54%55%37%61%129%137%182%198%Seasonal Index37%61%129%137%182%198%89%77%104%77%54%55%37%61%129%137%182%198%89%77%104%77%54%55%37%61%129%137%182%198%89%77%104%77%54%55%37%61%129%137%182%198%89%77%104%77%54%55%37%61%129%137%182%198%89%77%104%77%54%55%37%61%129%137%182%198%89%77%104%77%54%55%37%61%129%137%182%198%89%77%104%77%54%55%37%61%129%137%182%198%89%77%104%77%54%55%Deseasonalized sales4,659,1404,616,5784,529,1535,073,5525,190,0595,066,4054,879,4465,105,2905,446,1165,526,8315,530,5965,322,5345,480,4085,607,8935,393,9726,355,3276,397,9947,155,5957,291,5006,312,3826,216,0967,060,3177,465,0977,779,6807,652,5617,377,6607,656,9057,625,3827,734,6277,561,9737,606,7616,881,8417,241,4697,707,4417,410,7388,052,5987,048,3136,794,6657,961,6225,608,1397,631,9857,953,0578,241,4688,501,7718,424,9697,830,7078,083,1588,635,8909,466,4198,962,7538,246,2288,702,1129,412,7749,384,6948,370,7809,523,4039,290,1908,966,4159,321,7598,531,2329,333,61810,659,79310,289,39711,592,1658,500,3507,521,8568,583,3378,936,4439,128,0678,505,23410,644,3558,772,06212,056,545X-36-35-34-33-32-31-30-29-28-27-26-25-24-23-22-21-20-19-18-17-16-15-14-13-12-11-10-9-8-7-6-5-4-3-2-101234567891011121314151617181920212223242526272829303132333435363738394041424344454647484950515253545556575859x^212961225115610891024961900841784729676625576529484441400361324289256225196169144121100816449362516941014916253649648110012114416919622525628932436140044148452957662567672978484190096110241089115612251296xy(167,729,044)(161,580,232)(153,991,194)(167,427,207)(166,081,880)(157,058,562)(146,383,368)(148,053,406)(152,491,254)(149,224,438)(143,795,491)(133,063,350)(131,529,789)(128,981,528)(118,667,386)(133,461,863)(127,959,876)(135,956,302)(131,247,000)(107,310,496)(99,457,534)(105,904,756)(104,511,360)(101,135,835)(91,830,736)(81,154,257)(76,569,049)(68,628,442)(61,877,015)(52,933,809)(45,640,565)(34,409,204)(28,965,874)(23,122,324)(14,821,477)(8,052,598)0.06,794,66515,923,24316,824,41630,527,94239,765,28349,448,80959,512,39667,399,75470,476,35980,831,58094,994,793113,597,034116,515,783115,447,198130,531,685150,604,390159,539,790150,674,038180,944,655185,803,798188,294,713205,078,697196,218,336224,006,839266,494,822267,524,320312,988,446238,009,802218,133,830257,500,121277,029,737292,098,148280,672,722361,908,073307,022,170434,035,621Sum x^232412Sum xy2,302,165,511b71,028a6,869,752Forecast1,603,5582,671,2415,740,7256,198,5488,354,1109,248,8424,222,7073,701,7735,052,3363,802,4542,731,1242,824,4541,920,4743,190,6126,839,1017,365,9079,903,11110,937,6484,982,2014,357,7415,934,6004,456,9333,194,5583,297,0432,237,3893,709,9837,937,4778,533,26611,452,11212,626,4545,741,6965,013,7096,816,8655,111,4123,657,9933,769,6322,554,3054,229,3549,035,8539,700,62513,001,11414,315,2606,501,1915,669,6767,699,1295,765,8924,121,4284,242,2212,871,2204,748,72510,134,22910,867,98414,550,11516,004,0677,260,6856,325,6448,581,3936,420,3714,584,8624,714,8103,188,1365,268,09611,232,60512,035,34316,099,11617,692,8738,020,1806,981,6129,463,6577,074,8515,048,2975,187,3983,505,0515,787,46712,330,98113,202,70217,648,11719,381,6798,779,6757,637,58010,345,9217,729,3305,511,7325,659,9873,821,9676,306,83813,429,35714,370,06119,197,11921,070,4859,539,1698,293,54811,228,1868,383,8105,975,1666,132,576Accuracy108%105%102%112%113%109%103%106%112%112%110%104%106%107%102%118%117%130%130%111%108%122%127%131%127%121%124%122%123%119%118%106%110%116%110%118%103%98%114%79%107%110%113%115%113%104%107%113%123%115%105%110%118%116%103%116%112%107%111%100%109%123%118%132%96%84%95%99%100%92%115%94%128%

total physical casesAll year : Qtr4Periods : 1997Total-India : Total-IndiaMeasures : PCProduct Info : Package Type1994199519961997199819992000JanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecTotal-India173235728131055836548694871694321801003847543479373929081563733242438523007104295114120377203417161695100887042301162742714177954649725148580716434346542136040589344313534284536844955669867164104436931405656414983143677817152963327495720591826340293784464857262069741403191025984176808841387002815758029734374165430468720774601291443949874788270351979554614401062660311918378171063541859464674589677329304961637368849835068441473024134704176495529132595571587658215448155149036577648371687757494485586530859578756548637724482853N/AN/AN/AN/AN/AN/AN/AN/AN/AN/AN/AR1 - Ahmedabad66545112528228394235351344850220841531896687190648122437127264981191368192350315095845500566967228370783345372747754762764311283597843248431548673164437076786686279234338673854224282407774543404523333336123770721917502772587630044488098795967385513407513315245478493634954070003415772179603719517060347829151160356100171436883844634064034351868949113440087516983045984885270910235941034478912338392237382057579898419695493940361799209544N/AN/AN/AN/AN/AN/AN/AN/AN/AN/AN/AR2 - Bangalore346048450390702088730337885551750399434481470874893422635978418462513888453459578195955836955875915692110138171383666232190087759060369179872117061674080362212466701161273146016314276687544997087439465896593277028277287245456517853291324336970323143174016443258749978397621271858863146723092941484792769111977216856501582080173486019530127414169888211200894941719875076852064830769115020318605781894067132045613723029082849431381346703703569909749909737908844N/AN/AN/AN/AN/AN/AN/AN/AN/AN/AN/AR3 - East10475521188475094310233511238373118996957535149680669776456890528289026823774036258214710272110265214192871632672793124572474987842591530281222335264172077311539108192313200531549462179079468635565604710484088384243715912497561874742808001121942875097170454719450666340197476021023854827324332492330263132748401635880303130890619034622269364877763836937133307184563644798734719319759454349915823441998772157200917657307902817187011059164820094382864299585327003N/AN/AN/AN/AN/AN/AN/AN/AN/AN/AN/AR4 - North1900293850729527421254120195586525907521082122829987118575360533038813030405823484249509210896101697604262635232491521501594822486100115089182846885639134127284952034913760531855051271441829955401444443986737130486496328850700638034725866244285412747001433504269530633167191604612135343316146208085535119264138473289736336041435939234836735148854287993176654414447781922784116073459236455551241457594173521671193029342339377136591031835998161736319608701183883946672659556519741N/AN/AN/AN/AN/AN/AN/AN/AN/AN/AN/AR5 - AP25729156354999219210787131527388139107754684258334885585753999442979249538034947159268213418461373360148681721039908532149407661014275798747708225768551595621885330208850016894932469113255676212129829295021224909957018732193867667466015923592224431112074572446719304255214977711277026159555811803838291071063742799631117774224867341948746289468432818881356774130769514656041167761948871958904791878134181725386472622640281856623634361347917126172916914481228147114953110124631174094N/AN/AN/AN/AN/AN/AN/AN/AN/AN/AN/AR6 - West5707856602111155697111877013001011058485532982592319791687104533298622493709654392477970712015791306960158785616946017331007805041127120115580710330461291408678970104596818016531588294176277018032298225597359981146432112134998909414143886491118365351847927125217917796611569406686798805907113360312289851189379138301187636210697911643874166016221609501665462804929828272116162611143551134916112306670639610394241924986181855718410821503576686616646430100818210239461241597118383894825