Yugal Malik Channel Finance Yu

SUMMER TRAINING PROJECT REPORT ON
CHANNEL FINANCE OF ESCORTS

Undertaken at
ESCORTS AGRI MACHINERY CO.
FOR THE PARTIAL FULFILLMENT OF THE REQUIREMENT
FOR THE AWARD OF
B.COM(HONS.)
SUBMITTED BY: -
YUGAL MALIK
AMITY UNIVERSITY RAJASTAHAN

UNDER THE GUIDANCE OF:
INDUSTRY GUIDE: - FACULTY GUIDE: - Mr.Vijay

Nehra Mr. Padam Bhushan
1
Index
Summer Internship Certificate
Declaration
Acknowledgement
Executive Summary
Chapter-1: Introduction 6
Chapter-2: Objective and limitations 26
Chapter-3: Methodology 29
Chapter-4: Literature review 39
Chapter-5: Observations, analysis and findings 41
Chapter-6: Recommendations And Conclusion 51
Chapter-7: Appendices 53
Chapter-8: References 71
2
DECLARATION
I, Yugal Malik, a student Amity University hereby declare that I have worked on a project titled
Management of Channel Financing of Escorts Agri Machinery Group during my summer
internship at Escorts Limited, in partial fulfillment of the requirement for the Bachelor
of Commerce (BCOM)
I guarantee/underwrite my research work to be authentic and original to the best of my
knowledge in all respects of the process carried out during the project tenure.
My learning experience at Company Name, under the guidance of Industry Mentor Name,
Designation, and Faculty Guide Name, Designation, has been truly enriching.
Date: October 17, 2016

Yugal Malik
3
ACKNOWLEDGEMENT
I would like to gratefully acknowledge the contribution of all the people who took active part and
provided valuable support to me during the course of this project. To begin with, I would like to
offer my sincere thanks to Mr.Vijay Nehra, Team Manager-Finance , for giving me the
opportunity to do my summer training at Escorts Agri Machinery. Without his guidance,
support and valuable suggestions during the research, the project would not have been
accomplished.
My heartfelt gratitude also goes to the entire Finance team ( Mr. Taranjeet singh, Mr Ashok
Bhel , Mr Aurobindo Biswas,Head Commercial Finance , Ms Sunpreet Kaur)in Escorts Agri
Machinery Channel Finance Department ,for their co-operation and willingness to answer all my
queries, and provide valuable assistance.
Last, but not least, I would like to thank all Dealers for sharing their experience and giving their
valuable time to me during the course of my project.
Name: Yugal Mlaik

Enrolment No: A20004614030
B.com (hons.)
Semester:5
4
EXECUTIVE SUMMARY
Escorts Ltd. is the holding company of the Escorts Group. Post restructuring agri-machinery or
tractors have become the focus area of operations. Other business that is two- wheelers, IT,
Telecom, construction equipment, are controlled through subsidiaries and joint venture. Positive
off of its pistons business to a joint venture with a foreign collaborator, Escorts is focusing on its
core competence of tractors. Escorts have strong hands in house engineering skills, a wide
distribution/service network and brand franchise.
Channel Finance is an innovative option for extending working capital finance to dealers who
have business relationships with large companies. Channel Financing is the mechanism through
which a financial institution meets the various funds related requirements along the Supply
Chain at the suppliers end. This thereby helps the supplier in sustaining a seamless business
flow and avoiding Working Capital related difficulties. Channel Finance usually covers
discounting of Trade Bills drawn by a company and accepted by its dealers, distributors or
Channel Partners. It also provides overdraft facility to the dealers or distributors who have
business dealings with large Corporate.
5
Chapter 1
Introduction
INDUSTRY OVERVIEW
Indias agricultural sector is one of the most important components of the countrys economy,
although its share in the GDP has decreased substantially over the years. About 60 % of Indias
population is dependent on agriculture for its survival. Performance of the agricultural sector
continues to have a crucial impact on the price of essential goods and market demand for various
consumer products. Agricultural Equipment industry plays a major role in supporting the
performance of the agricultural sector in India. Farming activities are increasingly getting
mechanized, and the availability, quality and performance of agricultural equipments have an
increasing impact on improving the output and productivity of the agricultural sector.
Agriculture provides support for economic growth and social transformation of the country. As
one of the worlds largest agrarian economies, the agriculture sector (including allied activities)
in India accounted for 14.5 per cent of gross domestic product (GDP) at 2004-05 prices, in 2010-
11 as compared to 14.7 per cent in 2009-10. In terms of composition, out of the total share of
14.5 per cent that agriculture and allied sectors had in GDP in 2010-11, agriculture alone
accounted for 12.3 per cent. Timely and corrective measures taken by the government helped
boost agricultural production and growth in agriculture and allied sectors reached 7.0 per cent in
2010-11, the highest growth rate achieved during the last six years. In 2011-12, agriculture and
allied sectors are estimated to achieve a growth rate of 2.5 per cent.
As a proportion of the value added by agriculture to GDP, Gross Capital Formation (GCF) in
agriculture and allied sectors rose to 20.1 per cent in 2010-11 from 13.5 per cent in 2004-05 at
2004-05 prices which is a positive trend. The rates of growth and share of agriculture and allied
activities in the GDP of the country are given below:
FIGURES IN PERCENTAGE (%)

ITEM 2010-11 2011-12
Growth in GDP in agriculture & allied sectors 7.0 2.5
Share in GDP-agriculture and allied sectors 14.5 13.9
6
Agriculture 12.3 -
Forestry and logging 1.4 -
Fishing 0.7 -
Source: Central Statistical Organization (CSO) and Department Agriculture and Cooperation
2009-10
2010-11
2011-12*
The above Pie Chart explains that the share of Agriculture and Allied sectors in India has reduced
significantly from 14.7% in 2009-10 to 13.9% in 2011-12(as estimated). This means that the
focus of India has shifted from Agriculture to Manufacturing and Service sectors but still major
revenue is generated from Agriculture Sector only.
7
INDIAN TRACTOR INDUSTRY
Higher productivity and greater output are the two major contributions in farm mechanization.
Tractors are an integral part of farm mechanization and play a crucial role in increasing
agricultural productivity. Tractor is a highly versatile piece of machinery used in agriculture both
for land reclamation and for carrying out various crop cultivation activities. It is also employed
for carrying out various operations connected with raising the crops by attaching suitable
implements, to provide the necessary energy for performing various crop production operations
involved in the production of agricultural crops. Tractors are capital intensive, labor displaying
used as a mode of transport, in electricity generation, in construction industry and for haulage
operation. It has become an inevitable part of farm structure. The application of tractor for
agricultural activities which swept India during the past few years has helped the farmers to
improve.
Tractor industry is an important part as agriculture sector is one of the main contributors to
Indias GDP. Earlier, they were imported to India and later on were indigenously manufactured
with the help of foreign collaborations. The tractor industry in India has made a significant
progress in terms of production and capacity as well as indigenization of technology.
Tractor market in India is about Rs 6000 crore. On an average around 400000 tractors are
produced and their sale is 260000.Uttar Pradesh is the largest tractor market in our country. One
out of every four tractors is being purchased here. One third of worlds Tractor production is in
India. The Total Turn Over is 10000 crores and the Total investment is 8000 crores. With
Employment of 28000 people directly and 150000 people indirectly the Tractor population is
3000000 compared to 900000 in China.
8
The Indian tractor industry has experienced
strong volume growth during FY10- FY12
(for 9 months) due to favorable cyclical and
structural demand drivers. While tractor
volumes remained robust throughout FY12 despite macro-economic headwinds, the domestic
tractor market has shown some signs of weakness over the last couple of months.
VOLUMES
FY08 FY09 FY10 FY11 FY12e
Domestic + 346,508 345,827 441,174 545,128 605,092
Export
Source: CMIE Database; ICRA Estimates
Growth momentum in tractor market continues:

After a period of downturn during FY08 and FY09, the up-cycle in the tractor market has
extended over the last three years (FY10-9mFY12). Some of the cyclical factors that have
contributed to healthy demand side economics are good south-west monsoons supporting farm
9
output, strong rural liquidity sustained by higher minimum support price (MSP) for crops and
double digit food inflation, besides adequate credit availability driven by NBFCs and private
banks. Structural drivers like scarcity of farm labor in light of alternate employment
opportunities, steady replacement demand and growing non-agricultural use of tractors have also
supported tractor volumes.
Exports
contribute about approximately 11% to the total tractor sales of India. Volumes saw a decline in
FY09-FY10 on account of global economic recession but a recovery was seen in FY11 and the
growth momentum continued to be healthy in FY12. While Nepal, Bangladesh, Sri Lanka and
the United States remain major export destinations, the expanding footprint of Indian tractor
manufacturers in African and new South-East Asian markets is expected to drive export growth
further. Export to neighboring countries such as Thailand, Malaysia and Indonesia is supported
by the Asian Free Trade Agreement. Further, export volumes are expected to benefit from the
introduction of higher HP tractors by Indian manufacturers. TAFE, M&M, and John Deere are
the major tractor exporters from India.
10
The Indian tractor industry has 13 main national participants and some regional players as well.
The market share is, however, concentrated amongst the top-five manufacturers which account
for over 90% of the total sales volumes. With relaxation of the Foreign Direct Investment in
agriculture to boost productivity, large international participants such as AGCO Corporation,
CNH Global and John Deere entered the Indian Tractor market few years ago. Most of these
international manufacturers have continued to maintain their presence in India either through
their wholly-owned subsidiaries, joint ventures or through technical collaborations. As there as
relatively low entry barriers in the tractor industry in terms of technology, costs involved in
branding, distribution network and spare parts availability act as barriers.
The tractor industry has witnessed consolidation in 2005 and 2007 with merger of manufacturers
such as Eicher Tractors with TAFE and Punjab Tractors with M&M, respectively.
11
Agricultural Machinery Marketing and After
Sale Services
The large and medium scale manufacturers have well organized distributors
and dealers throughout the country to undertake advertising and product
promotion in their respective territories, conduct product awareness training
programms for the prospective customers, provide after-sales-service to the
customers including free services, repair and maintenance, supply of parts,
etc. Therefore, this organized sector has the whole of the country as their
market due to which their production volumes are large, and their
information feedback about their product performance, improvements
required in design, production processing or quality, and the new
requirements of the farmers to undertake product developments. Very few
small-scale industries have established their marketing network and
therefore provide service support in their premises. In the absence of
standardization of parts and components farmers are compelled to carry
their machines to the manufactures for repair and replacement of parts and
components. Due to this, their market size is limited to their proximity, and
they are not able to develop their businesses. The village artisans on the
other hand are located in the villages and therefore provide immediate
12
attention to the needs of the farmers in their immediate neighborhoods.
Therefore, the tools and implements, etc. made by them are against specific
requirements of individual customers.
Popularization of agricultural machinery

The assimilation of R & D requires an effective technological infrastructure of
institutions and services to develop and test prototypes, to set up pilot plants
for intensive evaluation and extensive demonstrations besides, training and
credit support. New technology also requires network for transfer of
technology to the manufactures. Popularization of agricultural machinery in
the country is undertaken by the Provincial Governments through
Department of Agriculture or Department of Agricultural Engineering. The
activities are coordinated by the Department of Agriculture in Cooperation
with the Ministry of Agriculture, Government of India. The Ministry of Food
Processing promotes technology related to agro-processing. The extension
system deals with the first-line extension projects with a view to:
(i) Demonstrating the latest technologies to the farmers as well as the
extension agencies;
(ii) Testing and verifying the technologies on the farmers field
(iii) Providing opportunities to get firsthand scientific feed-back;
(iv) Developing extension or technological models for the state extension
systems;
13
(v) Providing training and communication support; and
(vi) Promoting research in transfer of technologies.
FUTURE THRUSTS IN AGRICULTURAL

MECHANIZATION
India is a large country with wide-agro ecological diversity having

predominance of rain fed agriculture, with irrigated agriculture limited to
34% only. Farm holdings are small due to higher population density and land
fragmentation will continue due to Laws of Inheritance and Hindu
Succession Act. Majority of the farmers have limited surplus money to
modernize farms or to invest in improved inputs. Draught animals and
increasing agricultural workers population may remain to be the major
source of farm power for soil manipulation and for crop handling, particularly
in Hill and Mountain regions. Mechanical power for tillage, irrigation,
harvesting and threshing will be preferred, including on custom hiring basis.
As a result of GATT agreement, prospects of agro-export are likely to increase
and product quality standards stipulated under WTO would encourage more
and more farmers to adopt modern agricultural production technologies. The
future agricultural mechanization technology package therefore
may have to;
be eco-friendly utilizing land water and bio resource catering to the varied
group of farm holders,
facilitate farming operations which are arduous and hazardous,
increase productivity and conserve resources through effective utilization
of chemical, biological and mechanical inputs, and
modernize commercial agriculture to facilitate agro-export. Keeping above
objectives, the mechanization policy may have to be distinctly different to
14
serve hill agriculture, low lying water logged soils; rain fed and irrigated
lands and regions having agro export potential.
FUTURE PERSPECTIVE IN AGRICULTURAL

MACHINERY MANUFACTURE
Equipment for tillage, sowing, irrigation, plant protection and threshing has been widely
accepted by the farmers in India. Draught animal and human power in India will continue to be
used, but these
are inadequate to ensure timeliness of agricultural operations. Even farmers with small holdings
utilize selected improved farm equipment, including through custom hiring. The future
mechanization strategy may have to be based on agro-ecological diversity and economic
disparity of the farmers. The present trend in agricultural mechanization is for high capacity
machines to be used on
custom hiring and for contractual field operations. Rice mechanization, sugarcane
mechanization, cotton mechanization, potato mechanization, horticulture mechanization, green
house and
covered cultivation, drip and micro irrigation are new emerging areas which need attention of
Agricultural Engineering Institutions and industries for their development, production and
marketing.
Water is a scarce commodity and in future with increasing demand for more irrigation water,
concerted efforts will be needed for controlled application of water through drip, sprinkler and
micro-
sprinkler systems to economize use of water and improving water use efficiency. With the shift
in agriculture towards diversification and agri-business, substantial areas will go under
horticultural crops. This will also help to export good quality high value agri-products for better
returns to farmers and to earn more foreign exchange. The green house technology offers ample
scope for increasing productivity particularly of high value cash crops like exotic fruits, flowers
15
and bio-tech plants. Design of green house with environmental control mechanized cultivation
and product-handling technology package will assume greater importance.
Presently little effort has been made to mechanize hill agriculture, where there is tremendous
potential of growing horticultural crops, flowers etc. In future this calls for developing
appropriate
technologies for mechanization. In order to enforce quality, reliability and safety in the
manufacture of agricultural implements, manufacturing of critical components need to be
standardized and encouraged for mass production by medium and large scale manufacturers.
Keeping long standing demand of farmers and the Ministry of Agriculture and on the
recommendation of the Advisory Committee of the Ministry of Industries, the Union Budget of
India 1998-99, announced the exclusion of farm implements and tools from the list of items
reserved for manufacture by small scale industries sector to enable the farmers to get benefit of
wider range of implements and tools at competitive prices, and with requisite after sale- service.
The decision of the Government of India to de-reserve the manufacture of farm machinery will
help the organized sector to bring latest farm machinery technology for accelerated adoption by
the farmers. The small-scale industries in turn will adopt the technology for local manufacturing
at a much lower cost. This will help the small-scale sector to become more competitive and to
enlarge their market size.
However, the constraints experienced in the growth of farm mechanization so far need to be dealt
with so that the farmers are enabled to adopt new methods to produce more, to earn more
through gains in productivity, quality of produce, higher prices, etc. for raising their standards of
living and better life styles.
The critical constraint factors are:
Reliability and quality of agricultural machinery.
Availability of products, spare parts and after sales-services in close proximity.
Availability of Bank credit on terms where currently the farmers have to mortgage both the
equipment purchased and his land.
Lack of effective consumer protection in rural areas for redressel of cases of product problems,
and poor after-sales- services, etc.
16
COMPANY OVERVIEW
ESCORTS LIMITED
The Escorts Group is among the India's leading engineering conglomerates which operate
in the high growth sectors of agri-machinery, construction & material handling equipment,
railway equipment and auto components. Having pioneered farm mechanization in the
country, Escorts has played a pivotal role in the agricultural growth of India for more than five
decades. Being one of the leading tractor manufacturers of the country, it offers a comprehensive
range of tractors, more than 45 variants starting from 25 to 80 HP. Escort, Farmtrac and
Powertrac are the most widely accepted and preferred tractor brands.
It has been a leading material handling and construction equipment manufacturer for a diverse
range of equipments like cranes, loaders, vibratory rollers and forklifts. Today, Escorts is the
world's largest Pick 'n' Carry Hydraulic Mobile Crane manufacturer. Escorts have been a major
player in the railway equipment business in India. Their product offering includes brakes,
couplers, shock absorbers, rail fastening systems, composite brake blocks and vulcanized rubber
parts. In the Auto components segment, Escorts is a leading manufacturer of auto suspension
products including shock absorbers and telescopic front forks.
Throughout the evolution of Escorts, It has been a harbinger of new technology and a prime
mover on the industrial front by introducing wide range of new products and technologies that
helped to take the country forward for its betterment.
17
The major revenue for Escorts (around 74%) comes from its Agri Machinery Division. There are
other companies as well which contribute to the overall revenue share like Construction
equipment accounts for 17%, Railway equipment 6% and Auto components around 3%
approximately.
AGRI MACHINERY GROUP

HISTORY OF ESCORTS AGRI MACHINERY
In 1948, Escorts group launched Escorts Agricultural Machines Limited. Later on in 1958, it
started importing MF tractor from Yugoslavia for marketing in India. Then in 1960, a
manufacturing plant was set up at Faridabad by the name of Escorts Agri Machinery Group.
In 1965, the company acquired Industrial license to manufacture URSUS/ ESCORT tractors. In
1969 a separate company, Escorts Tractors Ltd., was established with equity participation of Ford
Motor Co., Basildon, UK for the manufacture of Ford agricultural tractors in India. Later on
Escorts signed a contract with Ford Motor Company to manufacture Ford 3000 model tractors
and established an Escorts Institute of Farm Mechanization (EIFM) in Bangalore. Then in 1977,
Beginning of Escorts Scientific Research Centre at Faridabad by developing its own Engines for
E-27 and E-37.
In 1979, the sales turnover crossed the Rs. 50 crore marks which was highly applaud able. In
1983, Established state-of-the-art R&D center to spearhead newer breakthroughs in Farm
Mechanization and to maintain industry leadership. Later in 1988, Escorts annualized turnover
crossed above Rs.100 crores.
In 1996, a Disengagement of Joint venture with New Holland took place and the Farmtrac
Tractor series were launched. In the same year, Escorts Tractors Ltd. formally merged with its
parent company, Escorts Ltd.
In 1997, A Joint Venture with an Italian company CARRARO was finalized to establish a
company in India for manufacturing and marketing of transmission and axles. A Memorandum of
understanding for Joint Venture with a Polish Company POL-MOT was signed for assembly,
manufacturing and marketing of Farm Machinery.
18
In 1999, Escorts launched Powertrac series of tractors. Since inception, Escorts Group has
manufactured over 1 million tractors. Escorts Agri Machinery Group has three recognized and
well-accepted tractor brands, which are on distinct and separate technology platforms.
Today, Escort Agri Machinery Group has a nationwide network with over 600 dealers, 100 parts
stockiest and 30 area offices. Their national share stands at 20%. The company has developed its
own in-house state-of-the-art technology R&D facility. The main focus of the R&D facility is to
develop new and better products that can offer improved performance with lower fuel
consumption and least maintenance and parts requirements.
Quality Policy Of Escorts
We shall strive to continuously improve to meet the ever rising expectations

of our customer sat the lowest cost. Each one of us must fulfill the need of
our customers, both internal and external, with the highest degree of
commitment, thereby creating a quality organization geared to ensure total
customer satisfaction and the sustained health and prosperity of our
business
ISSUES AND CHALLENGES FACING THEORGANIZATION
1. The performance of the tractor industry is directly and closely

related t o t h e p e r f o rm a n c e o f t h e a g r i c u l t u r a l s e c t o r. E v e n n o w
t h e re i s a heavy dependency on monsoon and a majority of farms
are still rained.
2. A part from the dependency on monsoons irrigation infrastructure

is also suboptimal.
19
3.Furthermore, there is a huge pressure on the existing agricultural
land. T h e N e t S o w n A re a a c r o s s S t a t e s h a s e i t h e r re m a i n e d
c o n s t a n t o r changed slightly and efficient land utilization is approaching
the peak level in all states.
4.Many farmers still lack access to fi n a n c e and
depend on m o n e y lenders. Escorts continues to focus on creating
additional mechanisms for access to cash.
5.All the employees are not allowed to access the internet facility
which hinders the cooperation among various departments.
6.To maintain the goodwill of the company in the market.
7 . To s t r i v e e ff e c t i v e s t r a t e g i e s a n d p o l i c i e s i n o r d e r
t o s u r v i v e i n business environment
COMPANY MISSION AND VISION

Escorts Endeavours to transform lives in rural and urban India by leading the revolution in
agricultural mechanization, modernization of automotive and railway technology, as well as
transformation of Indian construction industry.
The Strategic Values define how the company will achieve its envisioned future. These values
must be embedded into their manner of thinking and ways of work.
Customer Centricity
Acute sensitivity to the needs and experiences of the customer shall guide all that we do.
Excellence
We will strive to achieve and surpass world class standards in all that we do.
Innovation
We will use the power of technology and imagination to deliver solutions to the customer
needs.
Agility
We will operate in our markets with the ability to change direction and position with
nimbleness and speed.
20
Escorts Limited pioneered farm mechanization in India with foray in tractor manufacturing
in1960. Escorts Limited manufactures wide range of tractors (from 27-75 HP). Its brands
Farmtrac, Powertrac and Escort are well recognized and widely accepted in the Indian market as
well as overseas. The major importers of Escorts tractors are North America, Africa and Europe.
Besides tractors, the Agri Machinery division also manufactures implements, trailers and
lubricants. It commands an overall market share of 13% (approx) of the total domestic tractor
industry.
21
Thetotal revenue of the Agri Machinery Division has increased over the past few years and it has
been ranging between 20000 to 35000 Million Rs (approximately). The growth rate however,
increased initially at a steady rate, then declined during the year 2010-11 but has been stable for
the last two financial years.
PRODUCTS OF ESCORTS AGRI MACHINERY
TRACTORS
Farmtrac:
Farmtrac brand are the most powerful premium range of tractors that give maximum
productivity to the farmers. These are agricultural tractors with power 60 to 110 HP.They are
embedded with cutting edge technology combined with the quality of components used in
various elements, their reliability results from using solutions of companies like Carraro and
Perkins. These tractors were designed for farms and companies with wide variety of needs.
Outstanding comfort in the cabin resulting from good ventilation, available space provide
proper working conditions.
There are various Farmtrac models as well like FT 670 2 WD, FT 670 4 WD, FT 685 DT ,
FT 690 DT etc.
Powertrac:
22
Powertrac tractors are built in India by the Escorts Group (Escorts Agri) for sale in India.
They are considered the economy-models, and is one of most popular brands built by
Escorts Agri Machinery division.
Escort:
Escort brand of tractors are symbolic of reliability and trust and enjoy the confidence of the
farming community for the last 40 years. It comes under the economy range and the tractor
has 2 cylinders with 27 - 35 Hp.
New inverter tractor:
Escorts limited became the pioneer in Indian Tractor Industry by launching India's first-ever
Inverter Tractor. This technology offers the farmers an integrated multi-purpose vehicle that
can be used as a tractor for Agri-operations and with the help of an in-built battery system, it
can generate electricity which is help the farmers in lighting up their homes. This tractor
launch reaffirms Escorts commitment towards enhanced value proposition to its customers.
Inverter Tractor comes in popular Escorts variants including FT 45, PT 439 & PT 434 and is
currently available across the states of Madhya Pradesh, Uttar Pradesh, Haryana, Rajasthan,
Maharashtra, Bihar, & West Bengal etc.
New jai kissan series:
As the advent of newer applications of tractors across the country, it has become the need of
the hour for tractors to be more 'Customized' & 'Specialized' to maximize productivity and
efficiency.The product line was launched in the states of Punjab, Haryana, Rajasthan and
western UP. The Jai Kissan Series consist of the following range of tractors:-
Valuemaxx:
The most popular is the VALUEMAXX tractors which has been designed to cater to all the
basic farm applications of their customers and it has a powerful and economical engine.
Along with the above features, it also possess Single Clutch, Easy Steer, Diesel Power and
dual PTO facility as well. This type of tractor is best suited to be used as a Cultivator, Seed
drill, M B Plough, Harrow and Disc Plough.
Agmaxx:
Under the Jai Kissanseries , the second most popular tractor range is the AGMAXX tractors
which are manufactured to cater to the emerging agriculture and PTO operated applications.
23
This range of Tractors has dual clutch and adjustable front axle, that increase productivity
and saves customers time and money. Such kind of tractor can be used as Rotavator, Straw
Reaper, Potato Digger, Thresher, bailer, Harvester and Potato Planter.
Loadmaxx:
Under the Jai Kissan series ,another tractor range is the LOADMAXX tractors which are well
equipped to cater to the heavy haulage applications and are built with Oil immersed brakes and cera
metallic clutch., extra Torque Machine , 3rd Hydraulic Lever with Coupler.It is best suited for Single
Axle Trolley, Double Axle Trolley, and Tipping Trolley.
Supermaxx:
Under the Jai Kissanseries ,another tractor range is the SUPERMAXX tractors which caters to both,
emerging Agri and Heavy Haulage requirement of their customers. It is best suited for Rotavator,
Laser Leveller, Reaper, Loaded trolley, and Tipping trolley.It also has extra features like Oil
Immersed Brakes, Power Steering, extra Torque Machine, Heavy Hydraulic Lift ,Multi Speed
Reverse PTO, Flexi Axle, Bigger Tyre and Dual PTO.
Inframaxx:
Under the Jai Kissan series, another tractor range is the INFRAMAXX tractors which has been built
to cater to the increasing use of tractor in commercial and construction applications. It is best suited
for Loader, Dozer, Backhoe Loader, grader, etc. It also has extra features like Epicyclic Reduction, 24
Speed Synchromesh, Synchro Shuttle.
COMPARISION OF ESCORTS WITH OTHER MAJOR TRACTOR

MANUFACTURERS
24
45000
38292
40000
35000
30000
25000 20116
20000
15000 8946
10000
5000 1844
0
Escorts sales are less in the 21-30HP Tractors Category when compared to other manufacturers
like Mahindra & Mahindra which has the highest sales in this category.
25
120000
99062
100000
80000
60000
40434
40000
20049 20146
20000
Escorts sales are very less in the 31-40HP Tractors Category and Mahindra & Mahindra has the
highest sales of 99062 Tractors in this category. Even the sales of TAFE and Sonalika were more
than Escorts.
45000 40739
40000 37153
35000
30000
25000
20000 17377
15000 13336
10000
5000
0
Escorts is a major seller of 41-50HP Tractors and contributes to a total market share of 37153
tractor sales which is slightly less than sales of Mahindra & Mahindra Ltd.
26
40000 37882
35000
30000
25000
20000
15000
11248
10000
6588
5000
0
Escorts
0 Ltd. Mahindra & Mahindra Ltd. TAFE Sonalika Ltd.
Mahindra & Mahindra is the major player in the indian tractor industry and has sold 37882
tractors in the Above 51Hp tractor category in 2010-11 financial year. Escorts although being a
major contributor to the overall tractor industry doesnt have any sales in this category in 2010-11
financial year.
Chapter 2
OBJECTIVE AND LIMITATIONS
Objectives Of The Study:

To analyze the process of meeting the short term credit requirement of the company and the
dealers
To understand the he financing terms with the banks and the financial institutions of the
company and the dealers.
To analyze the retail and channel financing system of Escorts Argi-Machinery Group.
To analyze the short-term financial position (i.e. liquidity and profitability position) of
dealers.
To understand the basis on which the channel finance is made available to the dealer.
To evaluate the impact of channel financing on the company.
27
Limitations
The scope of the study is limited to the dealers whose information was available and
could be gathered from the company.
Although every effort was made to collect the information through available sources, still
some relevant information could not be gathered.
There were restrictions to visit some specific places in Escorts Limited and due to the
busy schedules some of the concerned executives were not able to give time.
Due to the limited time duration each and every aspect of channel financing could not be
studied.
As the company on account of confidential report has not disclosed some figures.
Moreover, in some cases separate account of division are not separately maintained,
leading to restrictions in study.
SCOPE OF CHANNEL FINANCING:

Often companies with high levels of technical expertise are unable to realize the full potential of
their capabilities due to lack of proper working capital. Smart financing can help them to grab
new opportunities and manage the huge business growth happening today. Several channel
partners sacrifice business opportunities due to working capital constraints. Channel financing
can helps tackle this loss of opportunities. Finance options allow more transactions within a
single credit cycle, helping the company grow faster.
Channel Finance has helped many companies to get aggressive in taking bigger credit exposures.
It has also enhanced their ability to service more deals. Distributors too are aware of the need for
channel financing and have introduced various programs to enable their key partners with tools
to avail more financing options. At present banks prefer larger companies with proper balance
sheets for bill discounting. Smaller companies are usually not given priority and have to pay
higher interest rates.
Vendors too are doing their bit to help channels manage their internal finances better as well as
empower them with customer financing schemes.
28
CHALLENGES FOR CHANNEL FINANCE:
The following are the major challenges that these products face in India:
1. While there are more options for corporates to raise finances than ever before, only a small
segment of the companies is presently availing channel financing options. To be eligible for
this facility, borrowers need to have strong financials and transparent reporting which is
currently lacking among a large number of companies.
2. Lack of financial planning is another issue compounded by the lack of qualified and
experienced personnel to manage the finances.
3. There is also a misconception that availing loans will create an interest burden on the already
dipping bottom-line. Contrary to this notion, availing finance will allow a company to carry
out more transactions within a single credit cycle, thus reducing the total effective operating
expense incurred per credit cycle.
4. Availment of financing necessitates strong fiscal discipline. Once financing options are
availed one has to get smart with the overall finance management. Forecasting of the
working capital needs becomes paramount and clients have to ensure that bankers are paid on
time lest credibility is lost and the ability to raise future finances is affected. Smart financing
enables companies to improve their capabilities to benefit from new opportunities and speed
up growth.
5. Even after RBI has given approval for products like channel finance, factoring etc there is a
lot of non-cooperation from the banks regarding issuance of letter of disclaimer and Opinion
reports. Further, banks offer multiple products as against limited facilities of financing
offered by most of the NBFCs which acts as a hurdle for the corporate to switch to NBFCs
for their financing requirement.
6. The corporates dont prefer channel financing as NBFCs have a higher rate of interest than
the banks due to their higher cost of funds. Other working capital products like overdraft
facility, cash credit account, letter of credit etc. carry lower rate of interest.
7. Also one of the major challenges which corporate face is non-cooperation from there debtors
and creditors.
8. Lack of awareness about the product.
29
Chapter 3
METHODOLOGY:
METHODOLOGY:
Research Type: The research design is Descriptive as well as Exploratory in nature.

Population and Sample Size: The total number of dealers the company deals with is
160(i.e. population size). We have taken a sample of 5 dealers, located in different areas. The
sample has been taken on random basis.
Type of Data: Secondary data is used for analysis. The financial statements already prepared
by the dealers have been used.
Sources of Data: The financial reports of the dealers are used as a source of data. The C.A.
Certified provisional financial statements(i.e. income statement and balance sheet) have been
analyzed and evaluated. The financial reports of the dealers have been taken from the company,
which have been provided by the dealers.
Methods and Techniques: As under:
Various liquidity, activity and profitability ratios have been used for analyzing the short-term
financial position of the dealers.
30
The Calculation norms as per the Tandon and Nayak Committee have been used for
calculation of Maximum Bank Permissible Finance Limit.
CHANNEL FINANCING:
MEANING:
Channel Financing is an innovative option for extending working capital finance to dealers who
have business relationships with large companies. Dealers are now able to leverage their
relationship with reputed companies in sourcing low cost funds with support from their
counterparts.
Channel Financing is the mechanism through which a Bank / Financial Institution meets the
various funds related requirements along the Supply Chain at the suppliers end. Therefore it
helps the supplier in sustaining a seamless business flow and avoiding Working Capital related
difficulties. Channel financing relates to ensuring that integrated financial and commercial
solution is available to the entire chain of supply and distribution, that could ensure the health of
the firm, financed by the bank.
Forward and backward linkages in a business organization play a significant role in the success
or failure of the business entity. For example a manufacturing or trading firm, while the suppliers
of raw material are important as they provide input for production, equally important is the role
of its distributors which sell products manufactured by the firm through retailers to the ultimate
consumer. Channel financing relates to ensuring that integrated financial and commercial
31
solution is available to the entire chain of supply and distribution that could ensure the good
health of the firm, financed by the bank.
Through channel financing, the business firms can out-source a major part of their working
capital needs thereby reducing their dependence on bank finance. For instance, it need not avail
of credit from its bank to pay off the supplier if the supplier gets the finance in his own name
from the bank for the raw materials supplied on credit in the form of say, drawee bills financing.
The bank can also allow loan to the dealer for the credit term that has been fixed between the
firm and the dealer in the form of receivable finance or finance against book debts or factoring of
the receivables. This enables the manufacturing firm to get cash immediately for the finished
goods supplied. This firm functions as the principal customer which suggests the names of its
suppliers and dealers to the bank. Thereafter, the bank makes a due diligence assessment of the
suppliers/dealers standing and credit worthiness and decides to provide finance on merit.
The pre and post sale working capital requirement of the manufacturing concern would be scaled
down. Such firms can concentrate more on their core competence area of production and
marketing their products besides saving time and costs involved in arranging creditors and
monitoring recovery. As regards the suppliers and dealers, the major benefit is that they get
payments promptly, which improve their liquidity position and cost. This also helps them as well
as the bank to cut level of counter party risks.
The banks also gain substantially from the process of channel financing which include increased
customer base, effective due diligence and smoothness of lending activity and loan origination
process. Besides, the banks will be able to ensure better credit discipline. Since the risk is
diversified through finance to supplier, manufacturer and the dealers, the credit exposure norms
are better observed. Hence channel financing is a very convenient tool in managing their assets
portfolio.
Channel financing, due to its distinct advantages to the business firms as well as banks, has been
suggested for implementation in various forms, by various committees in India such as
receivable financing by Tandon Committee, drawee bills financing by Chore Committee and
through factoring by Kalyansundram Committee. Channel financing opens up manifold
opportunities due to which the banks can make conscious efforts at popularizing this credit
delivery mechanism.
32
Channel Financing has two aspects:
Channel
Financing
Providing
Discounting of Overdraft
Trade Bills Facility
Discounting of Trade Bills: It includes discounting of trade bills drawn by a company and
accepted by its Dealers / Distributors / Channel Partners.
Providing Overdraft facility: It includes providing overdraft facility to the dealers /
distributors who have business dealings with large Corporate.
Through channel financing, the business firms can out-source a major part of their working
capital needs thereby reducing their dependence on bank finance. Channel financing opens up
manifold opportunities due to which the banks can make conscious efforts at popularizing this
credit delivery mechanism.
BENEFITS OF CHANNEL FINANCING:

To Corporate:
Working Capital Finance can be made available by the corporate to their channel partners at
cost lower than current cost of credit.
Release of funds from the balance sheet results in better and improvement in financial ratios.
33
Channel Finance can be used by corporate as a marketing tool and strengthening their
relationship and loyalty towards their channel partners.
It increases the efficiency of the receivable management and cash management process of the
corporate.
It helps in increasing sales through higher purchasing power for channel partners and ability
to introduce payment discipline with their channel partners.
Results in improved profitability.
To Dealers/ Distributors (i.e. Channel Partners):

Channel finance is a steady and cheaper source of Working Capital financing for Channel
Partners.
Upto certain limits it is a clean facility of financing.
Channel partners can increase their sales through higher purchasing power.
Simplicity of documentation and approval procedures.
By availing cash discounts from corporate channel partners can increase their profitability.
To Banks:
Through channel financing process can increase their customer base
It ensures smoothness of lending activity, loan originations process of banks as well as
ensures better credit discipline.
As the risk can be diversified through finance to supplier, manufacturer and the dealers, the
exposure norms can be better observed.
It is a very convenient tool for banks in managing their asset portfolio.
PROCESS OF CHANNEL FINANCING:
Cha
4
1
2
B 34
Cor
3
Step1: Supply of goods from Corporate to Channel Partner.
Step2: Advise to Bank to make payment for the purchase.
Step3: Payment by Bank for goods purchased by Channel Partner.
Step4: Repayment by Channel Partner to Bank as per facility term.
CHANNEL FINANCE ROLE IN FINANCING:

Channel finance is the major source for financing working capital requirements of a company.
Capital required for any business can be classified under two main categories via,
Fixed Capital
Working Capital
Every business needs funds for two purposes for its establishment and to carry out its day- to-day
operations. Long terms funds are required to create production facilities through purchase of
fixed assets such as plant & machinery, land, building, furniture, etc. Investments in these assets
represent that part of firms capital which is blocked on permanent or fixed basis and is called
fixed capital. Funds are also needed for short-term purposes for the purchase of raw material,
payment of wages and other day today expenses etc.
These funds are known as working capital. In simple words, working capital refers to that part of
the firms capital which is required for financing short- term or current assets such as cash,
marketable securities, debtors & inventories. Funds, thus, invested in current assets keep
revolving fast and are being constantly converted in to cash and this cash flows out again in
exchange for other current assets. Hence, it is also known as revolving or circulating capital or
short term capital.
Thus,
It is the minimum amount of resources that a company requires, thus it helps to
effectively cover the usual costs and expenses necessary to operate the business.
It facilitates smooth functioning of the business.
It ensures a sound liquidity position of the business.
35
Determining Working Capital Requirement:
The basic formula includes two factors:
Current Assets: Current assets are known as short term assets and include cash in
hand and cash at bank, bills receivables, sundry debtors, short term loans and advances,
inventories of stock, prepaid expenses, accrued incomes and marketable securities.
Current Liabilities: Current liabilities are known as short term obligations of a
business and include bank overdraft, outstanding expenses, short term loans, advances
and deposits, sundry creditors, bills payable and dividends payable.
Working Capital = Current Assets Current Liabilities
Positive working capital means that the company is able to pay off its short-term liabilities
whereas, negative working capital means that a company currently is unable to meet its short-
term liabilities with its current assets (cash, accounts receivable and inventory). An increase in
working capital indicates that the business has either increased current assets (that is has
increased its receivables, or other current assets) or has decreased current liabilities, for
example has paid off some short-term creditors. It is also known as Net working Capital.
Channel Finance and Working Capital :Channel financing is a major source of working
capital finance and provides a unique solution for financing the working capital requirements of
the corporate as well as of the channel partners (i.e. dealers/ distributors). Channel financing is
adopted to improve the working capital of the company by avoiding inventory pile up and
earning speedy collections.
CHANNEL FINANCING OF ESCORTS AGRI-MACHINERY GROUP:

Efforts by Escorts Limited:
Escorts Limited facilitated dealer finance tie-ups with banks and financial institutions by
leveraging the strengths of its relationships with banks. A dedicated team is appointed to visit
dealers in India at regular intervals to conduct this initiative. In the year 2010-11, company has
formalized arrangements with two of the major Public Sector Bank(s) who had agreed to extend
the drawee bill discounting facility to accredit dealers of Escorts limited with a total programme
size of Rs. 250 crores (State Bank of Patiala Rs. 50 crore and Punjab National Bank Rs. 200
36
crores). In a span of 5-6 months, the dealer portfolio under channel finance was able to touch 193
dealers.
Process of providing Channel Finance adopted by the Escorts Agri-Machinery Group:
On the basis of financial soundness and credit worthiness of the dealers the company ensures the
channel finance facility to the dealers. It includes following:
Selling Process:
Escor Dis D
The basic process of selling by escorts was selling to the distributors and than to the dealers.
Whereas, now the company focuses on eliminating the distributors (i.e. middle men) and selling
directly to the dealers.
New selling process:
Escor D
Under this selling process the company and the dealer come in direct contact with each other and
direct selling is involved, where dealers can directly purchase from the company. There is a limit
of finance provided to each dealer and here is the main role of channel financing. In which the
Banks provides finance to the dealer against the bill of exchange drawn by the company against
the dealer on the invoice amount. The company has appointed area officers at each area, who are
in direct contact and interact with the dealers.
Steps involved in Channel Financing:
The area officer draws the bill of exchange in the name of the company against the dealer for
the units of tractor purchased by the dealer
The dealer accepts the bill of exchange (hundi) and sends it back to the company along with
the post dated cheque.
The required or maximum trade of cycle can be 60 days.
37
After the bill of exchange is received by the company, it analyses the financial statements of
the dealer and sends the analyzed report along with the bill of exchange for discounting.
The bank on the basis of companys analyzed report, its terms and conditions and after
analyzing the dealers financial statements, discounts the bill of exchange and grants loan to
the dealer.
During the peak season (i.e. February or June and July) the banks and company increase the limit
of channel finance provided by them.
Financial Statements required:
The dealer need to provide the company with various financial data, that company can analyse
and on the basis of dealers financial soundness (i.e. strong liquidity and profitability position),
grants finance to the dealer from the bank. Following statements of the dealer are required:
Current quarter balance sheet (i.e. of 3 months)
C.A. certified documents
Last 2 years audited balance sheets
Provisional balance sheet
Analysis of dealers Financial Statements:
The analysis is done basically to analyze the short term financial position of the dealer. The
liquidity and profitability position of the channel partner is analyzed. Following calculations and
analyses is carried on by the company:
Calculation of Ratios:
Ratios are used to compare risk and return of different firms in order to help equity investors and
creditors make intelligent investment and credit decisions. Short-term bank and trade creditors
are primarily interested in the immediate liquidity of the firm. Ratios provide a profile of a firm,
its economic characteristics and competitive strategies, and its unique operating, financial, and
investment characteristics. Activity, liquidity and profitability analysis is done of dealers firm to
provide it with finance facility.
Activity Analysis: Following ratios are calculated:
o Inventory Turnover Ratio
o Inventory Conversion Period
o Debtors Turnover Period
38
o Debtors Collection Period
o Creditors Turnover Period
o Creditors Payable Period
Liquidity Analysis: Following ratios are calculated:
o Current Ratio
o Quick Ratio
o Working Capital Ratio
Profitability Analysis: Following ratios are calculated
o Net Profit Margin
Further following analysis is done

Operating Cycle
Cost of Goods Sold Ratio
Interest Coverage Ratio
Consortium Value
Maximum Bank Permissible Finance Limit (MBPF): As per following:
o Tandon Committee
o Nayak Committee
39
CHAPTER 4
LITERATURE REVIEW
Tiwari Rahul 2010, Analysis about the Retail and Channel Finance of Commercial Vehicle
Industry with reference to Tata Motors:
The objective of the research was to know the awareness about Tata commercial vehicles among
customers and its sales people, to analyze the retail and channel finance system of Tata Motors
and to analyze the popularity of financing schemes of Tata Motors in comparison to other
companies. The primary data for the research was collected through questionnaire method,
secondary data was collected through internet, annual reports, magazines etc. A total sample size
of 250 respondents on a random basis was taken to study the consumer perception. The research
concluded that the Tata Motors has well known schemes which helped its customers in getting
financed easily. Tata Motors had offered different schemes of financing for every customer and
therefore the customer satisfaction has always been high with their financing schemes as
compared to other companies. According to Tata Motors survey, it can be concluded that they are
providing better channel financing than other commercial vehicle manufactures. This helped to
know how the channel financing facility provides benefits to the company and as the main
activities of Escorts is also linked with providing channel finance facility to its dealers, this
research paper helped to understand the whole channel finance procedure followed by the
companies.
Sadana Kumar Sanjay, Impact of Working Capital Management on Profitability with

Special reference to Steel Industry:
This working capital paper is a conceptual analysis of working capital and its impact on
profitability of an organization. The objective of this research paper was to take selective firms
representing private sector and public sector and compare them on the efficient management of
the working capital and its components. They had taken two public sector steel majors and eight
private sector steel players. The aim was to find out the working capital practices prevalent in
public sector majors and private sector to make a comparison and to highlight the importance of
40
working capital and its impact on profitability. The research was undertaken to gain familiarity
with the various components of working capital in Steel Industry and to judge the success of the
management in carrying on the daily transactions of the Industry. The main focus was to judge
the efficiency in the management of short-term liquidity in selected public and private sector Iron
and Steel enterprises in India. The research paper concluded that studying the working capital
requirements is very important to check the liquidity and profitability position of the company.
This research paper has helped to understand what all ratios need to be analyzed with respect to
Escorts Ltd in order to check its liquidity position and maintain its long term survival in the
overall Tractor Industry.
Chaudhari Shekhar (2007) ; This research article is based on an in-depth study of five
major manufacturing firms both in the private as well as public sectors.
This paper discussed the process of technology acquisition and assimilation in the tractor
industry and has drawn some implications for public policy as well. The study had revealed that
there has been an increase in the bargaining power during the period 1960-74 of Indian firms
over their foreign collaborators. It had also led to change in the Research and Development focus
from production related trouble shooting and indigenization to quality assurance, value
engineering and new product development with the onset of competitive forces in the industry.
Major data sources for the research were in-depth interviews of some 60 senior company
executives and various documents like detailed project, reports, organizational announcements
etc.
41
CHAPTER 5
OBSERVATIONS, ANALYSIS AND FINDINGS
Analysis of Various Dealers:

Activity, liquidity and profitability analysis is done of dealers firm to provide it with finance
facility.
1. Activity analysis: It evaluates revenue and output generated by firms assets. Activity ratios
describe the relationship between the firms level of operations (usually defined as sales) and
the assets needed to sustain operating activities. The higher the ratio, the more efficient the
firms operations. Under it following analysis is done:
Inventory turnover ratio: It measures the efficiency of the firms inventory management.
Inventory Turnover Ratio=
M/S
JATTI MODERN M/S SAI M/S BHARGAVA
SHIV
TRACTORS TRACTORS TRACTORS TRADING
MOTORS
CORPORATION
8.661 6.811 6.183 4.482 13.57
A higher ratio indicates that inventory does not remain in warehouses or on the shelves but
rather turns over rapidly from the time of acquisition to sale.
It is further used for calculating:
Inventory conversion period: it is defined as average number of days the inventory is in stock.
It measures average time period taken to convert the raw material to sales.
Inventory Conversion
JATTI MODERN M/S SAI M/S M/S BHARGAVA
42
SHIV
MOTORS
CORPORATION
41.57 52.854 58.223 80.31 26.524
Channel Finance is provided to those dealers of the company whose inventory conversion period
is upto 60 days. All the above dealers are meeting the required criteria except M/S Shiv Motors
which is having an ICP of 80 days.
Debtors turnover / Receivables Turnover ratio: It measures the effectiveness of the firms
credit policies and indicates the level of investment in receivables needed to maintain the
firms sales level. It is used to evaluate the firms operating performance.
Debtors Turnover Ratio =
M/S
SHIV
MOTORS
CORPORATION
18.74 15.064 26.829 27.188 6.061

Debtors Collection Period: It is defined as an average number of days the receivables are
outstanding.
Debtors Collection

TRACTORS TRACTORS TRACTORS SHIV TRADING
43
MOTORS
CORPORATION
19.21 23.897 13.418 13.24 59.394
Channel Finance is provided to those dealers of the company whose Debtor Collection Period is
upto 60 days. All the above dealers are meeting the required criteria and M/S Shiv Motors has a
lowest DCP of 13 days which means that the debtors are collected quickly.
Creditors turnover / Payables turnover Ratio: A short-term liquidity measure used to

quantify the rate at which a company pays off its suppliers. It shows how a firm manages
paying its own bills.
M/S
SHIV
MOTORS
CORPORATION
8.454 17.693 34.67 5.834 5.336
Creditors Payable Period: It is defined as an average number of days the payables are
outstanding. Defined as:
Creditors Payable Period

TRACTORS TRACTORS TRACTORS SHIV TRADING
MOTORS CORPORATION
44
42.58 20.34 10.38 61.704 67.459
Channel Finance is provided to those dealers of the company whose Creditors Payable Period is
upto 60 days. The above dealers are meeting the required criteria except M/S Shiv Motors and
M/S Bhargava Trading Corp. which are exceeding the required limit.
2. Liquidity analysis: It measures the adequacy of a firms cash resources to meet its near-term
cash obligations. The short-term lenders assess the ability of a firm to meet its current
obligations. That ability depends on the cash resources available as of the balance sheet date
and the cash to be generated through the operating cycle of the firm. Generally, the higher the
value of the ratio, the larger the margin of safety that the company possesses to cover short-
term debts. Under it following analysis is done:
Current Ratio: It defines cash resources as all current assets. It measures the firms
ability to meet its current obligations. The current ratio can give a sense of the efficiency
of a company's operating cycle or its ability to turn its product into cash. The higher the
current ratio, the more capable the company is of paying its obligations.
Current Ratio =
M/S
SHIV
MOTORS
CORPORATION
1.654 1.312 7.35 1.21 1.295
The ideal current ratio is 1.5:1. The higher the current ratio, the better will be the liquidity
position of the company. M/s Sai Tractors has a current ratio of 7.35 which is the highest. A very
45
high ratio is also not appropriate because the funds of the company are lying idle as cash. The
current ratio of Jatti Tractors is apt.
Quick Ratio: It measures a firm's ability to meet its short-term obligations with its most
liquid assets. The quick ratio is more conservative than the current ratio because it excludes
inventory and other current assets (i.e. prepaid expenses), which are more difficult to turn
into cash. Also known as acid test ratio. Defined as:
M/S
SHIV
MOTORS
CORPORATION
0.546 0.503 2.766 0.185 0.983
A higher ratio means a more liquid current position and better position of the company. The ideal
quick ratio is 0.33:1. M/s Sai Tractors has a current ratio of 2.766 which is the highest. Avery
high ratio is also not appropriate because the funds of the company are lying idle as cash
Working Capital Ratio: Working Capital is calculated by subtracting current liabilities from
current assets.
Working Capital =
M/S
SHIV
MOTORS
CORPORATION
1724121 15182932 20317000 4357799 2825406
Quick Ratio =
46
Working Capital Ratio is defined as:
Working Capital Ratio =
M/S
SHIV
MOTORS
CORPORATION
0.654 0.3122 6.349 0.21 0.2959
Higher the ratio, better it is for the company as it shows stronger liquidity position.M/S Sai
Tractors has the highest Working Capital Ratio of 6.349.
3. Profitability analysis: Profitability ratios show firms overall efficiency and performance. It
is used to assess a business's ability to generate earnings as compared to its expenses and
other relevant costs incurred during a specific period of time. The objective of this analysis is
to detect consistency in the earnings of the firm. Under this following analysis is done:
Net Profit Margin: It is an indication of how effective a firm is at cost control. It measures
the overall profit margin net of all expenses.
Net Profit Margin

JATTI MODERN M/S SAI M/S SHIV M/S BHARGAVA
TRACTORS TRACTORS TRACTORS MOTORS TRADING
CORPORATION
1% 0.2% 0.9% 0.69% 0.13%
A higher profit margin indicates a more profitable company that has better control over its costs
compared to its competitors.Jatti Tractors has the highest Profit margin.
47
4. Operating Cycle: The average length of time between when a firm purchases items for
inventory and when it receives payment for sale of the items. A long operating cycle tends to
harm profitability by increasing borrowing requirements and interest expense.
Net Operating Cycle = Inventory
M/S
SHIV
MOTORS
CORPORATION
18.195 56.406 61.257 31.846 18.46
As per the company norms, the operating cycle of dealers firm should be maximum of 60
days.All the above dealers comply with the requirements except M/S Sai Tractors which has a
slightly higher Net Operating Cycle.
5. Cost of Goods Sold Ratio: Itmeasures cost as a percentage of sales. Cost of goods sold refers
to the inventory costs of those goods a business has sold during a particular period. It includes
the cost of the materials used in creating the good along with the direct labor costs used to
produce the good.
Cost of Goods Sold = Opening Stock
Cost of Goods Sold Ratio
M/S
SHIV
MOTORS
CORPORATION
90.88% 98.1% 93.7% 91.1% 97.6%
48
The ratio is expressed in terms of percentage. As per company norms the COGS of the dealers
firm should not be less than 90-91 percentage of sales value.
6.Interest Coverage Ratio / Times interest earned:
M/S
SHIV
MOTORS
CORPORATION
1.671 1.167 1.538 1.742 40.524
Apart from calculation of ratios, following are considered:

Consortium Value: It involves the value of all the short term borrowings from banks by the
dealer. It is the combined value of all the short term finances obtained by the dealer from
various banks. It is the sum total of channel finance, cash credit and overdraft facility to the
dealer from various banks.
Maximum Permissible Bank Finance Limit (MBPF): The MBPF can be calculated on the
basis of two formulas.
1. As per Tondon Committee
2. As per Nayak Committee
Tandon Committee:
This is an attempt by the central bank to organise the Bank credit. The report of this group is
widely known as Tandon Committee report.RBI appointed a working group to study and suggest
Modifications in the Cash Credit system to make it amenable to better management of funds
by the Bankers
Alternate type of credit facilities to ensure better credit discipline and co relation between credit
and production.
According to Tondon Committee, Escorts Agri Machinery group follows the following
norms.The Maximum permissible banking finance limit for dealers is MIN(x,y) where
X= Working Capital of the dealer, i.e Current Asset Current liabilities
49
Y= 25 % of the Total Current Assets
Nayak Committee:
The Nayak Committee report is applicable to units with credit requirements of less than Rs.50
lacs. According to Nayak Committee, Escorts Agri Machinery group follows the following
norms: -
According to RBI, The Working Capital of the dealers should be as follows: -
Working Capital = 20% of [Projected Turnover of Dealer Consortium Value(short term
borrowings)]
RBI has also given full freedom to all the Banks to devise their own method of assessing the
short term credit requirements of their clients and grant lines of credit accordingly. Most banks,
however, continue to be guided by the principles enunciated in Tandon Committee report.
Limit Of The Dealers
The Channel financing limit for the dealers of Escorts is decided on the basis of the above
formula and every dealer is given finance based on its working capital requirements , its
profitability and growth position in near future.
The Maximum Banking finance limit for the selected Escorts dealers is as follows :-
M/S
SHIV
MOTORS
CORPORATION
30 Lacs 150 Lacs 100 Lacs 30 Lacs 100 lacs
Therefore, Jatti tractors and M/S Shiv motors have the lowest Financing limit because of its less
strong liquidity position or may be the working capitl requirements of the company may be low.
The highest limit is for Modern Tractors around 150 Lacs which means it has a good reputation
in the market and has healthy relations with Escorts. The financing limit is decided in such a way
that it leads to satisfaction of both, the company as well as the dealers. This limit is provided to
the dealers if they comply with the requirements of the company as well as the Bank or Channel
partner involved.
50
FINDINGS
Through the analysis we found out:
1. Shareholders wealth is increased by maintaining appropriate
value of debt and equity in the capital structure.
2. The increase in interest on 4.25% debentures of Rs1cr
( a p p r o x . ) increased the EPS by Rs 2(approx.).
3. H e re we found that when number of equity s h a re s is
re d u c e d and the number of d e b e n t u re s is i n c re a s e d , EPS
i n c re a s e s from Rs 9.89 to Rs 11.054. It also maintained the
Financial Operating Leverage of the company.
51
CHAPTER 6
Recommendations and Conclusion
Taking in view the industry analysis it has been observed that Mahindra and Mahindra has the
largest share in the Indian tractor industry. Though Escorts is not far behind, having a major
share. The main procedure by escorts is channel finance in which there is no direct dealing with
customers rather it is with distributors and dealers. The balance sheet of dealers are analyzed and
based on various calculated ratios maximum permissible credit limit is decided for the dealers.
The company has been able to increase its revenue by approximately 90 crores by providing
channel finance facility. It helps in increasing the cash flow due to the timely payment by the
dealers thus meeting the short term requirements and improving the liquidity position of escorts
ltd.
General Recommendations:
The strategies followed by Escorts should be more aggressive in order to compete with its
competitors like Mahindra and Mahindra, TAFE and Sonalika ltd.
The company should hold regular meetings with its dealers and try improve its
relationship with them.
Stress more on channel financing to improve sales and revenues.
It should tie-up with more banks and financial institutions to facilitate the channel
financing process.
Recommendations to Improve Cash Flow:
Escorts current ratio is unusual changing trend over period of time. Earlier the company was
having a good of more than 1.5 but it has gradually decreased implying lack of liquidity and
shortage of working capital. An attempt to reach, even if not the ideal ratio, 1.5 should be made
by making funds. And the funds can be generated by taking various steps, out of which
reduction of costs and check on expenses becomes the main area. Quick ratio too has decreased
over past years, means the inventory is more which is to utilized efficiently. The company has to
balance both debtors collection period as well as creditors payback period by providing some
incentives of discounts by paying early.
52
Escorts do credit analysis of its customers on the basis of financial statements. It should enhance
that by introducing credit evaluation form to ensure that credit facility is provided to sound
parties. This will help the company in reducing bad debts and hence channelizing the money
locked up as bad debts into other productive uses.
A study may be conducted if required by experts to pinpoint reasons behind Escorts high
collection period of 90 days. Is it due to quality of products, quality of customers, the
segment of customers, marketing effort, distribution pattern or other reasons. A lower
turnover or a higher collection period implies excessive blockage of funds as debt, which might
result in stagnation of the business. Attempts to reduce down the debtors turnover ratio to 30
days should be made which would ensure better availability of funds for business operations.
Payment policies followed by Escorts should be reviewed time to time and steps should be taken
for prompt payments so that the good vendor base can be maintained.
One of the major reasons why the company is facing cash crises is because the actual cash
flow differs from the planned cash flow, which results in improper budgeting and incorrect
conclusions. Hence the company should take steps to improve the accuracy of cash plans made.
Steps should be taken to control the unnecessary cost incurred and by keeping an eye on the
expenses like by switching off the lights, fans and monitors when not in use, travelling
and communication expenses can be reduced. Such steps should be taken for a smooth flow of
Cash.
There are many financial institutions which provide various services to speed up the collection
for the company and thus helping in gearing up the cash cycle. For eg: LOCK BOX,
CONCENTRATION BANKING etc. Company should avail such services from financial
institutions in order to improve liquidity.
Special efforts should be made to analyse loans & advances which is very high of its
current assets. This can be classified between production/operation related and non-
production/operation related. Nonproduction related cases might be financed from other sources
like debentures etc. and treated separately.
53
CHAPTER 7
APPENDICES
Annexure1
54
JATTI TRACTORS
1-C Rajajinagar Industrial suburb
NH-4 Tumkur Road
Gorugntepalya Yeshwanthapura
55
BANGALORE-560022
PROVISIONAL PROFIT AND LOSS ACCOUNT FOR THE PERIOD ENDED 31-03-
2012
Particulars Particulars
To opening stock 2995626.00 By Sales Accounts

24588668.93
To Bank charges 21259867.70 By service charges received
109709.00
To Transportation charges 238668.00 By RTO & Insurance
18000.00
To Water Charges 3700.00 By Closing Stock
2164586.00
Work Shop Maintenance 2373.00
Gross Profit C/d 2370729.23
TOTAL RS 26880963.93
TOTAL RS 26880963.93
To Advertisement Expenses 47072.00 By Gross Profit

2370729.00
To Bank Charges 20826.00 By Dealer Incentives
677315.00
To Audit Fees 24266.00 By Insurance
Commission 14429.00
To computer maintainance 25429.00 By Trade Discount
231139.00
To courier 7873.00 By Interest on FD
5515.00
To Exibitione Expenses 38131.00 By Warranty Claims
64310.00
To Depriciation 78749.31 By Incentive Recd.
Spares 4580.00
56
To Discount Allowed 31630.00 By Commission Recd.
176168.00
To Eddal Contribution 10800.00
To Electricity Charges 24715.00
To Frieght Charges 3870.00
To interest Paid 370053.00
To Tractor insurance a/c 8543.00
To loss on sale of assets 93467.00
To Rent 405000.00
To Salary & Wages 1130000.00
To Office Maintainance 32180.00
To Other Expenses 11180.00
To Printing & Stationary 30838.00
To Rates & Taxes 9850.00
To Registration Charges 49683.00
To Repair & Maintainance 49934.00
To Sales Commision 263500.00
To Sales promotion Expenses 37218.00
To Security Service Charges 126616.00
To Staff Welfare Expenses 3140.00
To Telephone Charges 69708.00
To Tractor Servicing Expenses 9576.00
To Field Inspection Charges 4000.00
To professional Charges 6618.00
To Sales Incentives 5500.00
To Travel & Conveyance 19000.00
To Travel & Conveyance Institutions 65071.00
To Vehical Maintainance 16478.00
To Net Profit 145327.00
Total RS. 3544185.23
Total RS. 3544185.23
57
Annexure2
58
JATTI TRACTORS
59
1-C Rajajinagar Industrial Suburb
NH -4 Tumkur Road
Gorugutepia yeshwanthapura
BANGALORE-560022
PROVISIONAL BALANCE SHEET AS AT 31.03.2012
Liablities Amount(RS.) Assets Amount(RS.)
CAPITAL ACCOUNT FIXED ASSETS:
Opening Capital 3430733.97 (As Per Schedule-1) 849357.55
Add: Additional During 0.00 Advance to Creditors 757482.13
the year Cash in Hand 108495.00
Add: Net Profit 248142.92 Cash at Bank 19651.92
3708876.89 Sundry Debtors 1312092.12
Less: Drawings 369537.00 3339339.89 Closing Stock 2164586.00
Deposit & Advance 1084210.00
Loans(Liablities) (As Per Schedule)
Mahindra Finance 318350.00
Vehical Loan
Sundry Creditors 2515845.00
Advance From Debtors 0.00
Vat Payable 41341.00
Provision 81000.00
TOTAL (RS) 6295876.73 TOTAL(RS.) 6295876.73
Annexure3
60
M/S SHIV MOTORS
NEW COLONY, PHULERA
61
PROVISIONAL TRADING AND PROFIT & LOSS ACCOUNT
FOR THE YEAR ENDING 31.03.2012
PARTICULARS AMOUNT PARTICULARS AMOUNT
To Opening stock 10425274.74 By Sales 78858133.00
To Purchases 82994943.77 By closing stock 21626088.69
To transportation 42852.00
charges
To gross profit 7021151.18
TOTAL 100484221.69 TOTAL 100484221.69
To accounting 540000.00 By gross profit 7021151.18
charges
To audit free 16000.00 By interest on 48380.00
security
To bank charges 118022.00 By incentive 3482640.00
To insurance 891210.00 By discount 112542.00
received
To depreciation 5855.00 By round off 1.90
To diesel expenses 398264.00
To electricity 72650.00
expenses
To legal fee 3530.00
To salesman 432600.00
incentive
To postage & 72542.00
courier expenses
To salary 1296000
To staff welfare 92672.00
expenses
To telephone 54648.00
expenses
To interest paid 735037.00
To net profit 545655.08
TOTAL 10664715.08 TOTAL 10664715.08
Annexure4
62
M/S SHIV MOTORS
NEW COLONY , PHULERA
63
PROVISIONAL CAPITAL ACCOUNT
AS ON 31.03.2012
PARTICULARS AMOUNT PARTICULARS AMOUNT
To drawings 225000 By balance sheet 3978580.38
To balance c/f 4299235.46 By balance 543655.08
income
TOTAL 4524235.46 TOTAL 4524235.46
PROVISIONAL BALANCE SHEET

AS ON 31.03.2012
LIABILITIES AMOUNT ASSETS AMOUNT
Capital 4299235.46 Furniture 7065.00
SBI(C.C limit) 6509807.00 Machinery 24281.00
Unsecured loans 199950.00 Water purifier 10041.00
Sundry creditors 14225450.00 Security with LMI 50000.00
Security with 50000.00
Escorts
Int.on security 4750.00
VAT input 276305.38
NSC 3000.00
Sundry debtors 2900400.00
Closing stock 21626088.69
Cash & Bank 282511.39
balances
TOTAL 25234442.46 TOTAL 25234442.46
Annexure5
64
Morden tractor
65
G.T Road Mandi
provisional balance sheet
1-apr-2011 to 31-mar-2012
LIABLITIES AS AT 31- ASSETS AS AT 31-
MAR-2011 2011
Capital Account 745,118,934 Fixed asset
1646736.83
Deepak kumar chhabra 3582241333 Accent cor
90515.52
Sanjeev kumar chhabra 386894801 Active conditionar
32531.25
Loan (liablities) 1,063,291,648 Car indica 173828.44
Secured loans 570617796 Active Honda 26551.87
Unsecured loans 492673852 Car maruti 47310.02
Current liailities 48,622,949.04 Car swift 527571.39
Provision 6342307.00 Computer 5983.92
Sundry creditors 14072588.04 Computer admin 3360.00
Escorts ltd.hundi A/c 28208054.00 Computer(b.o abohar) 13.12
Profit & loss A/c 672,851.31 Computer(b.o bathinda) 13.92
Opening Balance 672851.31 Cycle 712.36
Current period Epabx system 200000.00
Epbax 1261.48
Fax machine 1856.10
Filter a/c 7225.00
Furniture a/c 1765.58
Furniture a/c 2176.66
Furniture &fixture 341307.73
Generator 2224.00
Heat convertar 3237.50
Invertor 9609.25
Invertor genush 5760.00
Invetor 2953.58
Jeep 6313.93
Laptop a/c 61355.00
LCD a/c 41025.00
Mobile instrument 652.42
Motor cycle 97706.10
Motor cycle a/c 113991.00
New a/c 36000.00
Refrigerators a/c 49971.00
Stablizer a/c 5100.00
Tata sky 851.83
Television 9361.43
Tools 7214.88
66
Typewriter 255.76
Water cooler 54.19
Washing machinea/c 9065.00
Investment 154505.00
Current asset 6380586.00
Other assets 25525.00
Security 127000.00
Total 67379906.17 Total 673799061.17
67
Annexure6
68
69
MODERN TRACTORS
Provisional Balance Sheet 1 April 2011 to 31 March 2012
LIABILITIES as at 31 mar. 2012 ASSETS as at 31 mar. 2012

Brought Forward 67379906.17 Brought Forward 67252906.17
Security 127000.00
Escort ltd. Security a/c 100000.00

Force Motors ltd. Security a/c 10000.00
Telephone Security a/c 17000.00
Total 67379906.17 Total 67379906.17
70
Annexure7
Modern Tractors
71
Provisional Profit and loss account : 1-April-2011 to 31-
Mar-2012
Particulars 1-April- Particulars 1-April-
2011 to 31- Mar-2012 2011 to 31- Mar-2012
Show Room Rent Fazika
48,400.00
Show Room Rent Mallout
3,58,000.00
Show Room Rent Bathinda
3,60,000.00
Staff welfare Expenses
39,788.00
Subvantion Jeep Expenses
6,000.00
Telephone Expenses
95,595.00
Tractor Service Expenses
21,275.00
Travelling Expenses
8,886.00
Water Expenses
6,320.00
Workshop Expenses
27,575.00
Net Profit
6,72,851.31
TOTAL Total
1,15,53,334.69 1,15,53,334.69
Place: Mnadi Dabwali Compiled from books of account
72
Date : 17/04/2011 Produced before us
FOR: K.SINGHAL & ASSOCIATES
CHARTERED ACCOUNTANTS
Annexure9
73
M/S SAI TRACTORS, BALGHAT (M.P)
BALANCE SHEET AS AT
LIABILITIES 2009-10 2010-11 2011-12 2012-13 2013-14
74
Capital and Reserves ACTUAL ACTUAL ESTIMATED PROJECTED PROJECTED
Proprietors capital 23.89 28.44 34.07 34.07 34.07

Reserves and surplus(P&L A/C) 4.55 5.63 6.62 12.84 22.44
Opening capital 28.44 34.07 40.59 46.91 56.51
Loans and advances
Secured loans OD 0.00 0.00 0.00 0.00 0.00
Secured loans (cash credit) 44.78 72.34 125.00 125.00 125.00
Unsecured loans 58.30 67.83 70.83 78.83 86.83
Current liabilities and provision
Sundry creditors 44.67 40.63 30.00 35.00 40.00
Other current liabilities 2.24 0.78 2.00 2.00 2.00
Total.. 178.43 215.65 268.52 287.74 310.34
ASSETS( Fixed assets) 29.18 30.84 34.98 33.35
32.02
Add: addition (deduction)(net) 3.61 6.02

Less: depreciation 1.95 1.88 1.63 1.33 1.10
30.84 34.98 33.35 32.02 30.92
Security deposit 0.62 0.00 0.00 0.00 0.00
Current assets and loans and advances
Stock 69.17 153.46 180.00 205.00 225.00
Debtors 71.62 8.19 41.00 45.00 50.00
Other current assets 0.00 1.60 0.00 0.00 0.00
Non current assets 0.00 0.00 0.00 0.00 0.00
Cash and bank balances 6.18 17.42 14.17 5.72 4.42
Misc. expenditure 0.00 0.00 0.00 0.00 0.00
Profit & loss a/c 0.00 0.00 0.00 0.00 0.00
TOTAL.. 178.43 215.65 268.52 287.74 310.34
75
Chapter 8
References
Journals:
ChaudhariShekhar (2007). A research article based on an in-depth study of five major
manufacturing firms both in the private as well as public sectors.
TV Jayan and Sopan Joshi, August31 2007. Disconnect Article.

Sadana Kumar Sanjay. Impact of Working Capital Management on Profitability with Special
reference to Steel Industry:
Tiwari Rahul 2010. Analysis about the Retail and Channel Finance of Commercial Vehicle
Industry with reference to Tata Motors
Other sources:
Financial Management By: I MPandey.
Financial Accounting By: Narayanswamy.
Basics of Accounting By: T S Grewal.
Companys Management Information System(MIS).
Companys Annual Reports.
Dealers Financial Statements.
Website links:
http://www.escortsagri.com/
http://www.economictimes.com/
http://www.planware.com/
http://www.icraindia.com/
http://www.indianmba.com/
76
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SUMMER TRAINING PROJECT REPORT ON

CHANNEL FINANCE OF ESCORTS

AMITY UNIVERSITY RAJASTAHAN

INDUSTRY GUIDE: - FACULTY GUIDE: - Mr.Vijay

Chapter-2: Objective and limitations 26

Chapter-4: Literature review 39

Chapter-5: Observations, analysis and findings 41

Chapter-6: Recommendations And Conclusion 51

Date: October 17, 2016

Name: Yugal Mlaik

FIGURES IN PERCENTAGE (%)

Growth momentum in tractor market continues:

Popularization of agricultural machinery

FUTURE THRUSTS IN AGRICULTURAL

India is a large country with wide-agro ecological diversity having

FUTURE PERSPECTIVE IN AGRICULTURAL

AGRI MACHINERY GROUP

Quality Policy Of Escorts

We shall strive to continuously improve to meet the ever rising expectations

ISSUES AND CHALLENGES FACING THEORGANIZATION

1. The performance of the tractor industry is directly and closely

2. A part from the dependency on monsoons irrigation infrastructure

COMPANY MISSION AND VISION

COMPARISION OF ESCORTS WITH OTHER MAJOR TRACTOR

Objectives Of The Study:

SCOPE OF CHANNEL FINANCING:

Research Type: The research design is Descriptive as well as Exploratory in nature.

BENEFITS OF CHANNEL FINANCING:

To Dealers/ Distributors (i.e. Channel Partners):

PROCESS OF CHANNEL FINANCING:

CHANNEL FINANCE ROLE IN FINANCING:

CHANNEL FINANCING OF ESCORTS AGRI-MACHINERY GROUP:

New selling process:

Further following analysis is done

Sadana Kumar Sanjay, Impact of Working Capital Management on Profitability with

Analysis of Various Dealers:

Inventory Turnover Ratio=

8.661 6.811 6.183 4.482 13.57

JATTI MODERN M/S SAI M/S M/S BHARGAVA

41.57 52.854 58.223 80.31 26.524

Debtors Turnover Ratio =

18.74 15.064 26.829 27.188 6.061

It is further used for calculating:

JATTI MODERN M/S SAI M/S M/S BHARGAVA

19.21 23.897 13.418 13.24 59.394

Creditors turnover / Payables turnover Ratio: A short-term liquidity measure used to

8.454 17.693 34.67 5.834 5.336

Creditors Payable Period

JATTI MODERN M/S SAI M/S M/S BHARGAVA

1.654 1.312 7.35 1.21 1.295

0.546 0.503 2.766 0.185 0.983

1724121 15182932 20317000 4357799 2825406

Working Capital Ratio =

0.654 0.3122 6.349 0.21 0.2959

Net Profit Margin

1% 0.2% 0.9% 0.69% 0.13%

Net Operating Cycle = Inventory

18.195 56.406 61.257 31.846 18.46

Cost of Goods Sold = Opening Stock

Cost of Goods Sold Ratio

90.88% 98.1% 93.7% 91.1% 97.6%

1.671 1.167 1.538 1.742 40.524

Apart from calculation of ratios, following are considered:

30 Lacs 150 Lacs 100 Lacs 30 Lacs 100 lacs