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RBIs Definition
Sick industrial company- It is an industrial company (being a company registered for not less than 5 years) which has at the end of any financial year accumulated losses equal to or exceeding its entire net worth.
Potentially sick industrial company- If the accumulated losses of an industrial company as at the end of any financial year resulted in the erosion of 50% or more of its peak net worth during the immediately preceding four financial years. Weak unit- an industrial unit is define as weak if its accumulated losses at the end of any financial year resulted in the erosion of 50 % or more of its peak net worth in the immediately preceding 4 accounting years. Weak units has define above will, not only include those which fall under SICA (Industrial companies) but also other categories such as partnership firms, proprietary concerns etc.
Internal causes: the following internal causes may lead to sickness of an industrial
unit. PLANNING AND IMPLEMENTATION STAGE Technical feasibility: (a) Inadequate technical know-how (b) Locational disadvantage (c) Out dated production process Economic viability: (a) High cost of inputs (b) Breakeven point too high (c) Uneconomic size of projects (d) Underestimation of financial requirement (e) Unduly large investment in fixed assets (f) Overestimation of demand (g) Cost over runs resulting from delays in getting licenses/sanctions etc. (h) Inadequate mobilization of finance
COMMERCIAL PRODUCTION STAGE Production management: (a) Inappropriate product mix (b) Poor quality control (c) Poor capacity utilization (d) High cost of production (e) Poor inventory management (f) Inadequate maintenance and replacement (g) Lack of timely and adequate modernization (h) High wastage Financial management: (a) Poor resources management and financial planning (b) Faulty costing (c) Liberal dividend policy (d) General financial indiscipline and application of funds for unauthorized purposes (e) Deficiency of funds (f) Over trading (g) Unfavorable gearing or keeping adverse debt equity ratio. (h) Inadequate working capital (i) Absence of cost consciousness (j) Lack of effective collection machinery Labour management: (a) Excessively high wage structure (b) Inefficient handling of labour problems (c) Excessive manpower (d) Poor labour productivity (e) Poor labour relations (f) Lack of trained /skilled labour
Marketing management (a) Dependence on a single customer or a limited no. of customer (b) Dependence on a single customer or a limited no. of products (c) Poor sales realization (d) Defective pricing policy (e) Booking of large order at fix prices in inflationary market (f) Weak market organization (g) Lack of market feedback And market research (h) Lack of knowledge of marking techniques (i) Unscrupulous sales /purchase practices Administrative management (a) Over centralization (b) Lack of professionalism (c) Lack of feedback to management (d) Lack of proper management information systems (e) Lack of controls (f) Lack of timely diversification (g) Excessive expenditure of R&D (h) Dividend loyalties (i) Incompetent management (j) Dishonest management
External causes
The external factors that cause industrial sickness are as given below Infrastructure Bottlenecks (a) Non availability of irregular supply of critical raw materials or other inputs (b) Chronic power shortage (c) Transport bottlenecks
Financial bottlenecks (a) Non availability of adequate finance at right times Government controls (a) Govt. price controls (b) Fiscal duties (c) Abrupt changes in govt. policies effecting costs/prices/imports/exports/licensing (d) Procedural delays on the part of the financial/licensing /other controlling or regulating authorities Market constraints (a) Market saturation (b) Technological obsolescence (c) Recession-fall in domestic/export demand Extraneous factors (a) Natural calamities (b) Political situation (c) Sympathetic strikes (d) Multiplicity of labour unions (e) War
The Incipient Sickness Can Be Identified And Detected With Help Of Analyzing The Following Situation: 1. The Company Is Continuously Making Cash Losses Year After And The Trend Is Likely To Continue In Future. 2. The Working Capital Is Totally Insufficient To Carry The Day To Day Operations. 3. The Company Is Working Under The Situation Of Negative Working Capital. 4. The Operation Cycle And Cash Conversion Cycle Is Too Big Long, Affecting The Profitability Of The Organization. 5. The Company Is Working At Very Low Levels Of Capacity Utilization. 6. The Operation Costs Are Very High Compared To The Sales Revenue Realization. 7. Too Much Reliance On Outside Fund Increases The Interest Burden, As Well As Financial Risk. 8. There Is Gradual Deterioration Of Debt-Equity Ratio Over A Period Of Time. 9. There Is Gradual Deterioration Of Net Worth And The Situation Is Likely To Continue In Future. 10. The Working Capital Is Diverted To Purchase Capital Assets. 11. The Company Caught In A Situation Of Over Drafting I.E. The Working Capital Is Insufficient To Meet The Requirement Of Increased Level Of Sales Activity.
12. The Current Ratio, Quick Ratio, And Absolute Liquid Gives An Indication Of Technical Solvency Over A Period Of Time 13. The Managerial Incompetency Is Unable To Counter The Competitive Forces And Their Strategies. 14. Excess Capacity Created Leads Leads To Increase In Costs And Reduction In Profits In View Of the Grave Consequences Of Industrial Sickness, An Early Planned Programme Is Required To Remove The Incipient Sickness
Z = 1.2X1+1.4X2+3.3X3+.6X4+1.0X5
Where,
X1= working capital/ total assets X2= retained earnings/ total assets X3= earnings before interest and taxes/ total assets X4= market value of equity/ book value of total debt X5= sales/ total assets
Z score model can be analyzed as follows: 1. Sickness is predicted basing on value of Z 2. If Z score is more than 2.99 there is no danger of bankruptcy. 3. If Z score is below 1.81- there is definite failure 4. If Z score is between 1.81 and 2.99- it shows the grey area
ALTMAN developd a guideline for z score 1. If score is above 2.675 firms can be classified as financially sound. 2. If score is below 2.675 the firm is heading towards bankruptcy. Therefore, the lower the Z score , there is greater possibility of bankruptcy and vice versa. ALTMANSs model has established itself as the leading multivariate predictor model of corporate failure and it has been the subject of numbers tests around the world. It would be useful to employ the ALTMAN model in evaluating Indian firms and endeavour to establish the reliability of the model. It could be that the cut off point for the Z score should be altered from that established in the original study.
enterprises, statistical analysis resulted in the following formula: Z = C0 + C1.R1 + C2.R2 + C3.R3 + C4.R4 Where, C0 to C4 are coefficients
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R2 = current assets/ total liabilities R3 = current liabilities/ total assets R4 = immediate assets current liabilities / operating cost excluding depreciation
The above four ratios combine together various aspects of profitability and solvency to produce a Z score. When they turn to the unquoted manufacturing enterprises, the formula comprises not four but five ratios. Taffler and Tisshaw claim good results for their formula but, because of their proprietary interest, have not willing to publish the coefficients for their equations. It has not been possible for others working in the same area to test and comment on the particular models put forward.
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Risk- the risk inherent in the revival should be evaluated. It may be emphasized that reviving a sick unit is more risky then launching a new project. Revival operation of a sick unit, even if found to be potentially viable, is an onerous task. Requirements- the requirements in terms of resources, technology, government help, management efficiency, productivity etc. should be listed down. In spite of potential viability, a revival scheme may fail if there is any mismatch between requirements and their availability. After the diagnostic study, one should prioritize the thrust areas, as well as, management skills and approaches needed for successful revival operations.
Turnaround management
The term turnaround management refers to the management measures which reverse the negative trends in the performance indicators of an industrial unit. In other words, turnaround management refers to the management measures which turn a sick unit back to a healthy one or those measures which reverse the deteriorating trends of the performance indicators such as falling market share, sales(in constant rupee), and profitability and worsening debt-equity ratio. The exact nature of the turnaround management and the relative importance of different factors may vary from company to company. It has been identified ten elements as the basic components of successful turnaround strategy as: (a) Change in the top management (b)Initial credibility building pressures (a) Neutralizing external pressures (a) Initial control (b) Identifying quick payoff (c) Quick cost reduction (d) Revenue generation (e) Asset liquidation for generating cash (f) Mobilization of the organization (g) Better internal coordination
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Turnaround strategies are accurate diagnoses of distressed companys situation and are decisive action resolve the problem in the corporate. The various factors that influence the turnaround strategy are the management, human resource, production, finance, product mix, modification, marketing and others.
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Nonperforming Assets
An asset, including a leased asset, becomes non performing when it ceasesto generate income for the bank.NPA was defined as a credit facility in respect of which the interest and/or instalment of principal has remained past due for a specified period of time.A non performing asset (NPA) is a loan or an advance where; i. interest and/ or instalment of principal remain overdue for a period of morethan 90 days in respect of a term loan, ii. the account remains out of order as indicated at paragraph 2.2 below, inrespect of an Overdraft/Cash Credit (OD/CC), iii. the bill remains overdue for a period of more than 90 days in the case ofbills purchased and discounted, iv. the instalment of principal or interest thereon remains overdue for twocrop seasons for short duration crops, v. the instalment of principal or interest thereon remains overdue for onecrop season for long duration crops, vi. the amount of liquidity facility remains outstanding for more than 90 days,in respect of a securitisation transaction undertaken in terms of guidelineson securitisation dated February 1, 2006. vii. in respect of derivative transactions, the overdue receivables representingpositive mark-to-market value of a derivative contract, if these remainunpaid for a period of 90 days from the specified due date for payment.Banks should, classify an account as NPA only if the interest due andcharged during any quarter is not serviced fully within 90 days from the end of the quarter. Out of Order status An account should be treated as 'out of order' if the outstanding balance remainscontinuously in excess of the sanctioned limit/drawing power. In cases where the outstanding balance in the principal operating account is less than the
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sanctionedlimit/drawing power, but there are no credits continuously for 90 days as on the date of Balance Sheet or credits are not enough to cover the interest debited during the sameperiod, these accounts should be treated as 'out of order'. Overdue Any amount due to the bank under any credit facility is overdue if it is not paid on the due date fixed by the bank
1. Substandard Assets
With effect from 31 March 2005, a substandard asset would be one, which hasRemained NPA for a period less than or equal to 12 months. In such cases, theCurrent net worth of the borrower/ guarantor or the current market value of theSecurity charged is not enough to ensure recovery of the dues to the banks in full. Inother words, such an asset will have well defined credit weaknesses that jeopardisethe liquidation of the debt and characterised are the distinct possibility that theBanks will sustain some loss, if deficiencies are not corrected. 2. Doubtful Assets.
With effect from March 31, 2005, an asset would be classified as doubtful if it hasRemained in the substandard category for a period of 12 months. A loan classifiedas
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doubtful has all the weaknesses inherent in assets that were classified as substandard,with the added characteristic that the weaknesses make collection orLiquidation in full, on the basis of currently known facts, conditions and values highly questionable and improbable.
3. Loss Assets
A loss asset is one where loss has been identified by the bank or internal or external auditors or the RBI inspection but the amount has not been written off wholly. In other words, such an asset is considered uncollectible and of such little value that its continuance as a bankable asset is not warranted although there may be some salvage or recovery value.
The planning and control of working capital in sick industries need special attention. A thorough analysis of cause for sickness is required for wc management in sick industry. The finance manager required to take steps to restructure the wc requirement and the
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banks may be approached for need based finance instead of operating on the basis of predetermined credit limits given by the bank. The efforts to be made for improvement of current ratio and quick ratio,by reducing the levels of investment in stocks and receivable. The financial restructuring to be made to improve the leverage ratio.
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