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WORKING CAPITAL MANAGEMENT
PROJECT REPORT
Submitted in partial fulfilment of the requirement for the award ofTwo year full time, Masters in Business Administration.
By
Sudhir Kumar
DEPARTMENT OF MANAGEMENT
LOVELY PROFESSIONAL UNIVERSITY
PHAGWARA
(!!"#!$!%
A&')*+,d-,m,.
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Whatever we do and whatever we achieve during the course of our limited life
is ust not done only by our own efforts, but by efforts contributed by other
people associated with us indirectly or directly. ! than" all those people who
contributed to this from the very beginning till its successful end.
! sincerely than" Mr/ A0hu.)0h A--ar*a+ (A&&)u. E1,&u.i2,3 P,40iC)3
Phi++aur%3 person of amiable personality, for assigning such a challenging
proect wor" which has enriched my wor" e#perience and getting me
acclimati$ed in a fit and final wor"ing ambiencein the premises of PEPSICO.
! ac"nowledge my gratitude to M0/ Har5,,. Kaur (L)2,+6 Pr)7,00i)a+
Ui2,r0i.6%3 for her e#tended guidance, encouragement, support and reviews
without whom this proect would not have been a success.
%ast but not the least ! would li"e to e#tend my than"s to all the employees at
&'&S!() *Aradhna +rin"s Beverages &vt. %td- and my friends for their
cooperation, valuable information and feedbac" during my proect.
TA8LE OF CONTENTS
. '/'(0T!1' S0MMA23 456
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7. %!T'2AT02' 2'1!'W 857
9. AB)0T T:' ()M&A;3 957
c. (ompany %eadership - describes that the effect of
wor"ing capital management on firm profitability. !n accordance with this aim, to consider
statistically significant relationships between firm profitability and the components of cash
conversion cycle at length, a sample consisting of !stanbul Stoc" '#change *!S'- listed
manufacturing firms for the period of
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The research done by, Appuhami, 2anith B A, FThe !mpact of irmsH (apital '#penditure on
Wor"ing (apital ManagementI An 'mpirical Study across !ndustries in ThailandG ,
!nternational Management 2eview,*7??>-, The purpose of this research is to investigate the
impact of firmsH capital e#penditure on their wor"ing capital management. The author used
the data colleted from listed companies in the Thailand Stoc" '#change. The study used
Shulman and (o#Hs *4- ;et %iquidity Balance and Wor"ing (apital 2equirement as a
pro#y for wor"ing capital measurement and developed multiple regression models. The
empirical research found that firmsH capital e#penditure has a significant impact on wor"ing
capital management. The study also found that the firmsH operating cash flow, which was
recogni$ed as a control variable, has a significant relationship with wor"ing capital
management.
The research done by, :ardcastle C., FWor"ing (apital ManagementG,*7??8- describes that
Wor"ing capital, sometimes called gross wor"ing capital, simply refers to the firmHs total
current assets *the short5term ones-, cash, mar"etable securities, accounts receivable, and
inventory. While long5term financial analysis primarily concerns strategic planning, wor"ingcapital management deals with day5to5day operations. By ma"ing sure that production lines
do not stop due to lac" of raw materials, that inventories do not build up because production
continues unchanged when sales dip, that customers pay on time and that enough cash is on
hand to ma"e payments when they are due. )bviously without good wor"ing capital
management, no firm can be efficient and profitable.
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The research done by, Tha&ha44i++6., FWor"ing (apital Management Manages low of
undsG,*7??
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The research done by,M&C+ur, 8/3 :Wor"ing (apital Wor"sG describes that (ash is the
lifeline of a company. !f this lifeline deteriorates, so does the companyHs ability to fund
operations, reinvest and meet capital requirements and payments. 0nderstanding a
companyHs cash flow health is essential to ma"ing investment decisions. A good way to
udge a companyHs cash flow prospects is to loo" at its wor"ing capital management
*W(M-.(ash is "ing, especially at a time when fund raising is harder than ever. %etting
it slip away is an oversight that investors should not forgive. Analy$ing a companyHs
wor"ing capital can provide e#cellent insight into how well a company handles its cash,
and whether it is li"ely to have any on hand to fund growth and contribute to shareholder
value.
The research done by, ass +., F:ow To !mprove Wor"ing (apital ManagementG *7??6-
L(ash is the lifeblood of businessL is an often repeated ma#im amongst financial
managers. Wor"ing capital management refers to the management of current or short5
term assets and short5term liabilities. (omponents of short5term assets include
inventories, loans and advances, debtors, investments and cash and ban" balances. Short5
term liabilities include creditors, trade advances, borrowings and provisions. The maor
emphasis is, however, on short5term assets, since short5term liabilities arise in the
conte#t of short5term assets. !t is important that companies minimi$e ris" by prudent
wor"ing capital management.
The research done by, Maynard '. 2afuse, F Wor"ing capital managementI an urgent need to
refocusG Management +ecision, *
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The research done by, Thomas M. @rueger, FAn Analysis of Wor"ing (apital Management
2esults Across !ndustriesG American Cournal of Business, *7??4- found distinct levels of
W(M measures for different industries, which tend to be stable over time. Many factors help
to e#plain this discovery. The improving economy during the period of the study may have
resulted in improved turnover in some industries, while slowing turnover may have been a
signal of troubles ahead. )ur results should be interpreted cautiously. )ur study ta"es places
over a short time frame during a generally improving mar"et. !n addition, the survey suffers
from survivorship bias only the top firms within each industry are ran"ed each year and the
composition of those firms within the industry can change annually.
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P,40iC)is a world leader in convenient foods and beverages, with 7??> revenues of more
than N 98,??? employees.
The company consists of rito5%ay ;orth America, &epsi(o Beverages ;orth America,
&epsi(o !nternational and Dua"er oods ;orth America. &epsi(o brands are available in
nearly 7?? countries and territories and generate sales at the retail level of about N
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ORIGIN
!t was first introduced in ;orth (arolina in > by (aleb Bradham, who made it at his
pharmacy which sold the drin". @nown bac" then as LBradHs +rin"L, it was later named &epsi
(ola possibly due the digestive en$yme pepsin and "ola nutsused in the recipe. Bradham
sought to create a fountain drin" that was delicious and would aid in digestion and boost
energy.
!n
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Ri0,
+uring the reat +epression, &epsi gained popularity following the introduction in
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COMPANY PROFILE
P,40iC)3 I&)r4)ra.,d
T64, Pu;+i&(NYSE? PEP%
F)ud,d $@B
H,aduar.,r0 Pur&ha0,3 N,* Y)r'3 USA
K,6 4,)4+, Idra N))6i3 Chairma3 Pr,0id,. 9
CEO
Idu0.r6 F))dad ;,2,ra-,
Pr)du&.0 P,40i
Tr)4i&aa Pr)du&.0
Ga.)rad,
La60
D)ri.)0
Fra44u&&i)(7)r S.ar;u&'0%M)u.ai D,*
R,2,u, $@ Mi++i) USD(!!"%
O4,ra.i- i&)m, $$@ Mi++i) USD(!!"%
N,. i&)m, $ Mi++i) USD(!!"%
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http://en.wikipedia.org/wiki/Category:Types_of_companieshttp://en.wikipedia.org/wiki/Publichttp://en.wikipedia.org/wiki/New_York_Stock_Exchangehttp://www.nyse.com/about/listed/lcddata.html?ticker=PEPhttp://en.wikipedia.org/wiki/1965http://en.wikipedia.org/wiki/Purchase,_New_Yorkhttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Indra_Nooyihttp://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Foodhttp://en.wikipedia.org/wiki/Beveragehttp://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Pepsihttp://en.wikipedia.org/wiki/Tropicana_Productshttp://en.wikipedia.org/wiki/Gatoradehttp://en.wikipedia.org/wiki/Lay'shttp://en.wikipedia.org/wiki/Doritoshttp://en.wikipedia.org/wiki/Frappuccinohttp://en.wikipedia.org/wiki/Starbuckshttp://en.wikipedia.org/wiki/Mountain_Dewhttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/United_States_Dollarhttp://en.wikipedia.org/wiki/2006http://en.wikipedia.org/wiki/Earnings_before_interest_and_taxeshttp://en.wikipedia.org/wiki/United_States_Dollarhttp://en.wikipedia.org/wiki/Net_incomehttp://en.wikipedia.org/wiki/United_States_Dollarhttp://en.wikipedia.org/wiki/Image:Green_Arrow_Up_http://en.wikipedia.org/wiki/Image:Green_Arrow_Up_http://en.wikipedia.org/wiki/Image:Green_Arrow_Up_http://en.wikipedia.org/wiki/Image:Flag_ofhttp://en.wikipedia.org/wiki/Image:Flag_of_the_United_http://en.wikipedia.org/wiki/Image:Pepsico-tophttp://en.wikipedia.org/wiki/Category:Types_of_companieshttp://en.wikipedia.org/wiki/Publichttp://en.wikipedia.org/wiki/New_York_Stock_Exchangehttp://www.nyse.com/about/listed/lcddata.html?ticker=PEPhttp://en.wikipedia.org/wiki/1965http://en.wikipedia.org/wiki/Purchase,_New_Yorkhttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Indra_Nooyihttp://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Foodhttp://en.wikipedia.org/wiki/Beveragehttp://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Pepsihttp://en.wikipedia.org/wiki/Tropicana_Productshttp://en.wikipedia.org/wiki/Gatoradehttp://en.wikipedia.org/wiki/Lay'shttp://en.wikipedia.org/wiki/Doritoshttp://en.wikipedia.org/wiki/Frappuccinohttp://en.wikipedia.org/wiki/Starbuckshttp://en.wikipedia.org/wiki/Mountain_Dewhttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/United_States_Dollarhttp://en.wikipedia.org/wiki/2006http://en.wikipedia.org/wiki/Earnings_before_interest_and_taxeshttp://en.wikipedia.org/wiki/United_States_Dollarhttp://en.wikipedia.org/wiki/Net_incomehttp://en.wikipedia.org/wiki/United_States_Dollar8/12/2019 29500167 Working Capital Management of PEPSICO Sudhir Project
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MISSION 9 VISION
At &epsi(o, we believe being a responsible corporate citi$en is not only the right thing to do,
but the right thing to do for our business.
MISSION
)ur mission is to be the worldEs premier consumer products focused on convenient foods and
beverages. We see" to produce financial rewards to investors as we provide opportunities for
growth and enrichment to our employee, our business partners and the communities which
we operate. And in everything we do, we strive for honestly, fairness and integrity.
VISION
F&epsi(o responsibility is to continually improve all aspects of the world in which we
operate environment, social, economic creating a better tomorrow than todayG.
)ur vision is put in to action through programs and a focus on environmental stewardship,
activities to benefit society, and a commitment to build shareholder value by ma"ing &epsi(o
a truly sustainable company.
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COMPANY LEADERSHIP
We are a company full of strong, talented individuals starting at the top of our organi$ation.
et to "now the inspiring people helping lead &epsi(o on its H&erformance with &urposeH
ourney.
LTogether we are all building on the platform of human, environmental and talent
sustainability while continuing to deliver great results.L
INDRA K/ NOOYi
(hairman and (')
Lovely Professional University
Idra K/ N))6i
Chairma ad CEO
Ma00im) F/ dAm)r,
CEO P,40iC)
Am,ri&a0 8,2,ra-,0
J)h C/ C)m4.)
CEO P,40iC)
Am,ri&a0 F))d0
Mi&ha,+ D/ Whi.,
CEO P,40iC) I.+/
9 Vi&, Chairma3
P,40iC)
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&epsi(o owns five different billion5dollar brands. These are P,40i3Tr)4i&aa3 Fri.)#La63 >ua',r3 ad Ga.)rad,.
Th, &)m4a6 )*0 ma6 ).h,r ;rad0 a0 *,++/
0&epsi, including0
&epsi5(ola, (affeine5ree &epsi,+iet &epsiO&epsi %ight,(affeine5ree +iet &epsi,
(affeine5ree &epsi %ight, Wild (herry &epsi, &epsi %ime,&epsi Ma#,&epsi Twist
and &epsi );'.
)ther 0.S. carbonated soft drin"s including rawg, Mountain +ew, Mug 2oot Beer,
Sierra Mistand Tropicana Twister Soda
8 0p *international distribution-
)ther 0.S. beverages including Aquafina*lavour Splash, Alive, and TwistOBurst-,
+ole,atorade, Mountain +ew AM&,&ropel itness Water, SoBe, Dua"erMil" (hillers,
Ben CerryHsMil"Sha"es, and Tropicana
0Beverages mar"eted outside the 0.S 0.I Alvalle, (oncordia, (opella, 'vervess,
iesta, ruiH1ita,ru"o,@as, %oP$a, Man$anita Sol, Mirinda, &aso de los Toros, 2adical
ruit,San (arlos, Shani, Teem,Triple @ola, and 3edigun
U/S Fri.)#La6 ;rad0I Ba"en5ets, Barcel, Bocabits, (heese Tris, (heetos,
(hesterHs, (hi$itos, (hurrumais, (rac"er Cac", (ruitos, +oritos, andangos, ritos,
unyuns,amesa, o Snac"s, CamesH randmaHs (oo"ies, :am"aHs, %ayHs,Miss 1ic"ieHs,
Munchies, Munchos, ;i" ;a"s, )berto Meat Snac"s, Duavers, 2old old, 2uffles,
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http://en.wikipedia.org/wiki/Pepsi-Colahttp://en.wikipedia.org/wiki/Caffeine-Free_Pepsihttp://en.wikipedia.org/wiki/Caffeine-Free_Pepsihttp://en.wikipedia.org/wiki/Diet_Pepsihttp://en.wikipedia.org/wiki/Pepsi_Lighthttp://en.wikipedia.org/wiki/Pepsi_Lighthttp://en.wikipedia.org/wiki/Caffeine-Free_Diet_Pepsihttp://en.wikipedia.org/wiki/Caffeine-Free_Pepsihttp://en.wikipedia.org/wiki/Wild_Cherry_Pepsihttp://en.wikipedia.org/wiki/Pepsi_Limehttp://en.wikipedia.org/wiki/Pepsi_Limehttp://en.wikipedia.org/wiki/Pepsi_Maxhttp://en.wikipedia.org/wiki/Pepsi_Maxhttp://en.wikipedia.org/wiki/Pepsi_Twisthttp://en.wikipedia.org/wiki/Pepsi_ONEhttp://en.wikipedia.org/wiki/Frawghttp://en.wikipedia.org/wiki/Mountain_Dewhttp://en.wikipedia.org/wiki/Mountain_Dewhttp://en.wikipedia.org/wiki/Mug_Root_Beerhttp://en.wikipedia.org/wiki/Mug_Root_Beerhttp://en.wikipedia.org/wiki/Sierra_Misthttp://en.wikipedia.org/wiki/Tropicana_Productshttp://en.wikipedia.org/wiki/Aquafinahttp://en.wikipedia.org/wiki/Dole_Food_Companyhttp://en.wikipedia.org/wiki/Gatoradehttp://en.wikipedia.org/wiki/Gatoradehttp://en.wikipedia.org/wiki/Mountain_Dew_AMPhttp://en.wikipedia.org/wiki/Propel_Fitness_Waterhttp://en.wikipedia.org/wiki/Propel_Fitness_Waterhttp://en.wikipedia.org/wiki/SoBehttp://en.wikipedia.org/wiki/Quakerhttp://en.wikipedia.org/wiki/Ben_&_Jerry'shttp://en.wikipedia.org/wiki/Tropicana_Productshttp://en.wikipedia.org/w/index.php?title=Alvalle&action=edithttp://en.wikipedia.org/wiki/Concordiahttp://en.wikipedia.org/wiki/Copellahttp://en.wikipedia.org/wiki/Copellahttp://en.wikipedia.org/w/index.php?title=Evervess&action=edithttp://en.wikipedia.org/w/index.php?title=Fiesta_(drink)&action=edithttp://en.wikipedia.org/w/index.php?title=Frui%27Vita&action=edithttp://en.wikipedia.org/w/index.php?title=Fruko_(drink)&action=edithttp://en.wikipedia.org/w/index.php?title=Fruko_(drink)&action=edithttp://en.wikipedia.org/w/index.php?title=Fruko_(drink)&action=edithttp://en.wikipedia.org/wiki/Kashttp://en.wikipedia.org/w/index.php?title=Lo%C3%B3za&action=edithttp://en.wikipedia.org/wiki/Manzanita_Solhttp://en.wikipedia.org/wiki/Mirindahttp://en.wikipedia.org/wiki/Paso_de_los_Toroshttp://en.wikipedia.org/w/index.php?title=Radical_Fruit&action=edithttp://en.wikipedia.org/w/index.php?title=Radical_Fruit&action=edithttp://en.wikipedia.org/wiki/San_Carloshttp://en.wikipedia.org/wiki/San_Carloshttp://en.wikipedia.org/wiki/Shani_(drink)http://en.wikipedia.org/wiki/Teemhttp://en.wikipedia.org/w/index.php?title=Triple_Kola&action=edithttp://en.wikipedia.org/w/index.php?title=Triple_Kola&action=edithttp://en.wikipedia.org/w/index.php?title=Yedigun&action=edithttp://en.wikipedia.org/wiki/Frito-Layhttp://en.wikipedia.org/w/index.php?title=Baken-ets&action=edithttp://en.wikipedia.org/w/index.php?title=Baken-ets&action=edithttp://en.wikipedia.org/wiki/Barcelhttp://en.wikipedia.org/w/index.php?title=Bocabits&action=edithttp://en.wikipedia.org/w/index.php?title=Cheese_Tris&action=edithttp://en.wikipedia.org/wiki/Cheetoshttp://en.wikipedia.org/w/index.php?title=Chester%27s&action=edithttp://en.wikipedia.org/w/index.php?title=Chizitos&action=edithttp://en.wikipedia.org/w/index.php?title=Churrumais&action=edithttp://en.wikipedia.org/wiki/Cracker_Jackhttp://en.wikipedia.org/w/index.php?title=Crujitos&action=edithttp://en.wikipedia.org/wiki/Doritoshttp://en.wikipedia.org/wiki/Doritoshttp://en.wikipedia.org/w/index.php?title=Fandangos_(snacks)&action=edithttp://en.wikipedia.org/wiki/Fritoshttp://en.wikipedia.org/wiki/Funyunshttp://en.wikipedia.org/wiki/Gamesahttp://en.wikipedia.org/wiki/Gamesahttp://en.wikipedia.org/w/index.php?title=Go_Snacks&action=edithttp://en.wikipedia.org/w/index.php?title=James%27_Grandma%27s_Cookies&action=edithttp://en.wikipedia.org/w/index.php?title=Hamka%27s&action=edithttp://en.wikipedia.org/wiki/Lay'shttp://en.wikipedia.org/wiki/Lay'shttp://en.wikipedia.org/wiki/Miss_Vickie'shttp://en.wikipedia.org/w/index.php?title=Munchies_(Food)&action=edithttp://en.wikipedia.org/w/index.php?title=Munchies_(Food)&action=edithttp://en.wikipedia.org/wiki/Munchoshttp://en.wikipedia.org/wiki/Munchoshttp://en.wikipedia.org/wiki/Munchoshttp://en.wikipedia.org/wiki/Nik_Nakshttp://en.wikipedia.org/wiki/Nik_Nakshttp://en.wikipedia.org/w/index.php?title=Oberto_Meat_Snacks&action=edithttp://en.wikipedia.org/w/index.php?title=Oberto_Meat_Snacks&action=edithttp://en.wikipedia.org/wiki/Quavershttp://en.wikipedia.org/wiki/Rold_Goldhttp://en.wikipedia.org/wiki/Rold_Goldhttp://en.wikipedia.org/wiki/Rold_Goldhttp://en.wikipedia.org/wiki/Ruffleshttp://en.wikipedia.org/wiki/Ruffleshttp://en.wikipedia.org/wiki/Pepsi-Colahttp://en.wikipedia.org/wiki/Caffeine-Free_Pepsihttp://en.wikipedia.org/wiki/Diet_Pepsihttp://en.wikipedia.org/wiki/Pepsi_Lighthttp://en.wikipedia.org/wiki/Caffeine-Free_Diet_Pepsihttp://en.wikipedia.org/wiki/Caffeine-Free_Pepsihttp://en.wikipedia.org/wiki/Wild_Cherry_Pepsihttp://en.wikipedia.org/wiki/Pepsi_Limehttp://en.wikipedia.org/wiki/Pepsi_Maxhttp://en.wikipedia.org/wiki/Pepsi_Twisthttp://en.wikipedia.org/wiki/Pepsi_ONEhttp://en.wikipedia.org/wiki/Frawghttp://en.wikipedia.org/wiki/Mountain_Dewhttp://en.wikipedia.org/wiki/Mug_Root_Beerhttp://en.wikipedia.org/wiki/Sierra_Misthttp://en.wikipedia.org/wiki/Tropicana_Productshttp://en.wikipedia.org/wiki/Aquafinahttp://en.wikipedia.org/wiki/Dole_Food_Companyhttp://en.wikipedia.org/wiki/Gatoradehttp://en.wikipedia.org/wiki/Mountain_Dew_AMPhttp://en.wikipedia.org/wiki/Propel_Fitness_Waterhttp://en.wikipedia.org/wiki/SoBehttp://en.wikipedia.org/wiki/Quakerhttp://en.wikipedia.org/wiki/Ben_&_Jerry'shttp://en.wikipedia.org/wiki/Tropicana_Productshttp://en.wikipedia.org/w/index.php?title=Alvalle&action=edithttp://en.wikipedia.org/wiki/Concordiahttp://en.wikipedia.org/wiki/Copellahttp://en.wikipedia.org/w/index.php?title=Evervess&action=edithttp://en.wikipedia.org/w/index.php?title=Fiesta_(drink)&action=edithttp://en.wikipedia.org/w/index.php?title=Frui%27Vita&action=edithttp://en.wikipedia.org/w/index.php?title=Fruko_(drink)&action=edithttp://en.wikipedia.org/wiki/Kashttp://en.wikipedia.org/w/index.php?title=Lo%C3%B3za&action=edithttp://en.wikipedia.org/wiki/Manzanita_Solhttp://en.wikipedia.org/wiki/Mirindahttp://en.wikipedia.org/wiki/Paso_de_los_Toroshttp://en.wikipedia.org/w/index.php?title=Radical_Fruit&action=edithttp://en.wikipedia.org/w/index.php?title=Radical_Fruit&action=edithttp://en.wikipedia.org/wiki/San_Carloshttp://en.wikipedia.org/wiki/Shani_(drink)http://en.wikipedia.org/wiki/Teemhttp://en.wikipedia.org/w/index.php?title=Triple_Kola&action=edithttp://en.wikipedia.org/w/index.php?title=Yedigun&action=edithttp://en.wikipedia.org/wiki/Frito-Layhttp://en.wikipedia.org/w/index.php?title=Baken-ets&action=edithttp://en.wikipedia.org/wiki/Barcelhttp://en.wikipedia.org/w/index.php?title=Bocabits&action=edithttp://en.wikipedia.org/w/index.php?title=Cheese_Tris&action=edithttp://en.wikipedia.org/wiki/Cheetoshttp://en.wikipedia.org/w/index.php?title=Chester%27s&action=edithttp://en.wikipedia.org/w/index.php?title=Chizitos&action=edithttp://en.wikipedia.org/w/index.php?title=Churrumais&action=edithttp://en.wikipedia.org/wiki/Cracker_Jackhttp://en.wikipedia.org/w/index.php?title=Crujitos&action=edithttp://en.wikipedia.org/wiki/Doritoshttp://en.wikipedia.org/w/index.php?title=Fandangos_(snacks)&action=edithttp://en.wikipedia.org/wiki/Fritoshttp://en.wikipedia.org/wiki/Funyunshttp://en.wikipedia.org/wiki/Gamesahttp://en.wikipedia.org/w/index.php?title=Go_Snacks&action=edithttp://en.wikipedia.org/w/index.php?title=James%27_Grandma%27s_Cookies&action=edithttp://en.wikipedia.org/w/index.php?title=Hamka%27s&action=edithttp://en.wikipedia.org/wiki/Lay'shttp://en.wikipedia.org/wiki/Miss_Vickie'shttp://en.wikipedia.org/w/index.php?title=Munchies_(Food)&action=edithttp://en.wikipedia.org/wiki/Munchoshttp://en.wikipedia.org/wiki/Nik_Nakshttp://en.wikipedia.org/w/index.php?title=Oberto_Meat_Snacks&action=edithttp://en.wikipedia.org/wiki/Quavershttp://en.wikipedia.org/wiki/Rold_Goldhttp://en.wikipedia.org/wiki/Ruffles8/12/2019 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2ustlerHs Meat Stic"s, Sabritas, Sabritones, Santitas, Smartfood, The SmithHs Snac"food
(ompany, SonricHs, StacyHs &ita (hips, Sun (hips, Tor5tees, Tostitos, Wal"ers, and
Wotsits
U/S >ua',r Oa.0 ;rad0? Aunt Cemima, (apHn (runch, (oqueiro, (rispHums,
(ruesli, rescAvena,@ing 1itaman,%ife, )atso Simple,Dua"e, Duisp, 2ice5A52oni, and
Spud$
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!!" Mi+,0.),0
&epsi(o oundation announces two maor new grants to Water&artners and Safe
Water ;etwor" programs to provide access to safe water and sanitation in developing
countries
&epsi(o Again ;amed to the +ow Cones Sustainability !nde#
&epsi(o Agrees to Buy BulgariaHs %eading ;uts and Seeds (ompany
&epsi(o Announces !nitiatives With the 'arth !nstitute and :7) Africa to +rive
Sustainable Water &ractices
orbes ;ames &epsi(o Among !ts Best Big (ompanies
&epsi(o !ndia (ommissions irst 2emote Wind Turbine to enerate 2enewable,
(lean 'nergy
(2) ;ames &epsi(o to Top 74 ?? Best (orporate (iti$ens 7??>
&epsi(o to Buy 2ussian Cuice %eader, %ebedyans"y
'mployees %ead 'ffort to Ma"e (hicago &la$a irst %''+5(ertified &epsi(o
:eadquarters
atorade %aunches atorade Tiger with (omprehensive !ntegrated Mar"eting
(ampaign
&epsi(o :onored with 7??> 'nergy Star &artner of the 3ear Award
0@ 1itamin Water Brand5 1 Water Acquired by &epsi(o
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Dua"er &lant in (edar 2apids (loses and 2eopens acility +ue to looding to &rotect
'mployees
&epsi(o oodservice and ;a"ed Cuice '#pand Starbuc"s &resence
atorade Sports Science !nstitute athers WorldHs %eading 2esearchers on &rotein
;utrition
&epsi(o !nternationalHs (hina oods Wins L(hinaHs Top %eaders 7??>L Award
Wall Street Cournal Article 2ecogni$es &epsi(o for %eadership in 'mployment of
&eople with +ifferent Abilities
&epsi(o and rito5%ay Coin SmartWay in (ommitment to 2educe reenhouse as'missions
&epsi(o Beats (o"e in 2ace to %aunch ;ew ;atural Sweetener *Stevia-
&epsi(o rance 2ecogni$ed as Lreat &lace To Wor"L by !nstitute Survey
&epsi(o (ommits to 2educing Acryalmide %evels in &otato (hip &roducts and
2estructured &otato Snac"s in (alifornia
Subway ;ames &epsi(o L1endor of the 3earL for Sustainability %eadership
Ta$o Tea Coins &epsi %ipton &artnership
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PEPSICO IN INDIA
&epsi(o entered !ndia in > and has grown to become one of the countryEs leading food
and beverage companies. )ne of the largest multinational investors in the country, &epsi(o
has established a business which aims to serve the long term dynamic needs of !ndia.
&epsi(o !ndia and its partners have invested more than 0.S.N billion since the company was
established in the country. &epsi(o provides direct and indirect employment to 4?,???
people including suppliers and distributors.
&epsi(o nourishes consumers with a range of products from treats to healthy eats, that deliver
oy as well as nutrition and always, good taste. &epsi(o !ndiaEs e#pansive portfolio includes
iconic refreshment beverages &epsi, 8 0&, Mirinda and Mountain +ew, in addition to low
calorie options such as +iet &epsi, hydrating and nutritional beverages such as Aquafina
drin"ing water, isotonic sports drin"s 5 atorade, Tropicana??Q fruit uices, and uice based
drin"s Tropicana ;ectars, Tropicana Twister and Slice. %ocal brands %ehar 'vervess
Soda, +u"es %emonade and Mangola add to the diverse range of brands.
&epsi(oEs foods company, rito5%ay, is the leader in the branded salty snac" mar"et and all
rito %ay products are free of trans5fat and MS. !t manufactures %ayEs &otato (hipsJ
(heetos e#truded snac"s, 0ncle (hips and traditional snac"s under the @ur"ure and %ehar
brands. The companyEs high fibre brea"fast cereal, Dua"er )ats, and low fat and roasted
snac" options enhance the healthful choices available to consumers. rito %ayEs core
products, %ayEs, @ur"ure, 0ncle (hips and (heetos are coo"ed in 2ice Bran )il to
significantly reduce saturated fats and all of its products contain voluntary nutritional
labelling on their pac"ets.
The group has built an e#pansive beverage and foods business. To support its operations,
&epsi(o has =9 bottling plants in !ndia, of which 4 are company owned and 7> are
franchisee owned. !n addition to this, &epsi(oEs rito %ay foods division has 9 state5of5the5
art plants. &epsi(oEs business is based on its sustainability vision of ma"ing tomorrow better
than today. &epsi(oEs commitment to living by this vision every day is visible in its
contribution to the country, consumers and farmers.
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&epsi(o gained entry to !ndia in > by creating a oint venture with the &unab
government5owned &unab Agro !ndustrial (orporation *&A!(- and 1oltas !ndia %imited.
This oint venture mar"eted and sold %ehar &epsi until
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has also been accused by the puthussery panchayat in the &ala""ad district in @erala, !ndia,
of practicing Lwater piracyL due to its role in e#ploitation of ground water resources resulting
in scarcity of drin"ing water for the panchayatHs residents, who have been pressuring the
government to close down the &epsi(o unit in the village.
!n 7??6, the (S' again found that soda drin"s, including both &epsi and (oca5(ola, had high
levels of pesticides in their drin"s. Both &epsi(o and The (oca5(ola (ompany maintain that
their drin"s are safe for consumption and have published news paper advertisements that say
pesticide levels in their products are less than those in other foods such as tea, fruit and dairy
products. !n the !ndian state of @erala, sale and production of &epsi5(ola, along with other
soft drin"s, was banned by the state government in 7??6, but this was reversed by the @erala
high court merely a month later. ive other !ndian states have announced partial bans on the
drin"s in schools, colleges and hospitals.
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COMPANY PROFILE IN INDIA
Lovely Professional University
COMPANY NAME? P,40i C) Idia H)+di-0 Pri2a., Limi.,d
COUNTRYTERRITORY? Idia
ADDRESS?
KEY PEOPLE?
8DLF C)r4)ra., 4ar'0 8+)&' >u.u;
E&+a2, Gur-a)3 Har6aa3 Idia
Sa5,,2 Chadha3 CEO )7 P,40iC) Idia/
PRODUCTSSERVICES WE
OFFER?
Ma-)3 Gua2a3 Pa4a6a3 8aaa
8USINESS TYPE? Mau7a&.ur,r
INDUSTRY FOCUS? F))d Pr)&,00i-
GEOGRAPHIC MARKETS? Midd+, Ea0.
NO/ OF EMPLOYEES? A;)2, $!!! P,)4+,
ANNUAL SALES RANGE
(USD%?
A;)2, US$!! Mi++i)
YEAR ESTA8LISHED? Gai,d ,.r6 .) Idia i T$@""T
30
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INTRODUCTION
A managerial accounting strategy focusing on maintaining efficient levels of both
(omponents of wor"ing capital, current assets and current liabilities, in respect to each other
are referred to as wor"ing capital management. Wor"ing capital management ensures a
company has sufficient cash flow in order to meet its short5term debt obligations and
operating e#penses. !mplementing an effective wor"ing capital management system is an
e#cellent way for many companies to improve their earnings. The two main aspects of
wor"ing capital management are ratio analysis and management of individual components of
wor"ing capital. 2atio analysis will lead management to identify areas of focus such as
inventory management, cash management, accounts receivable and payable management.
The study obectives in wor"ing capital management particular to this study areI
To e#amine the impact of accounts receivables days, inventories days, accounts
payable +ays and cash conversion cycle on return on total assets
To analy$e the trend in wor"ing capital needs of firms and to e#amine the causes for
any significant differences between the industries.
W)r'i- Ca4i.a+ C)m4),.0
The term wor"ing capital refers to the amount of capital which is readily available to an
)rgani$ation. !t is a measure of both a companyHs efficiency and its short5term financial
health. That is, wor"ing capital is the difference between resources in cash or readily
convertible into cash *(urrent Assets- and organi$ational commitments for which cash will
soon be required *(urrent %iabilities-. (urrent Assets are resources which are in cash or will
soon be converted into cash in Fthe ordinary course of businessG. (urrent %iabilities are
commitments which will soon require cash settlement in Fthe ordinary course of businessG.
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The wor"ing capital is calculated asI
W)2@!; (A&!TA% (022';T ASS'TS5(022';T %!AB!%!T!'S
CURRENT ASSETS CURRENT LIA8ILITY
(ash in handOat ban" Bills &ayable
Bills 2eceivable Sundry (reditors
Sundry +ebtors )utstanding '#penses
Short term %oans Accrued '#penses
!nventoryO Stoc" Ban" overdraft
Temporary !nvestment
&repaid '#penses
Accrued !ncome
&ositive wor"ing capital means that the company is able to pay off its short5term liabilities.
;egative wor"ing capital means that a company currently is unable to meet its short5term
liabilities with its current assets *cash, accounts receivable, inventory-. !f a companyHs current
assets do not e#ceed its current liabilities, then it may run into trouble paying bac" creditors
in the short term. The worst5case scenario is ban"ruptcy. A declining wor"ing capital ratio
over a longer time period could also be a red flag that warrants further analysis. Wor"ing
capital also gives investors an idea of the companyHs underlying operational efficiency.
Money that is tied up in inventory or money that customers still owe to the company cannot
be used to pay off any of the companyHs obligations. So, even if accompany is not operating
in the most efficient manner *slow collection-, it will show up as an increase in the wor"ing
capital. This can be seen by comparing the wor"ing capital from one period to anotherJ slow
collection may signal an underlying problem in the companyHs operations.
W)r'i- Ca4i.a+ Aa+60i0
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The maor components of gross wor"ing capital include stoc"s *raw materials, wor"5in5
progress and finished goods-, debtors, cash and ban" balances. The composition of wor"ing
capital depends on a multiple of factors, such as operating level, level of operational
efficiency, inventory policies, boo" debt policies, technology used and nature of the industry.
While inter5 industry variation is e#pected to be high, the degree of variation is e#pected to
be low for firms within the industry.
Na.ur, ad Im4)r.a&, )7 W)r'i- Ca4i.a+
The wor"ing capital meets the short5term financial requirements of a business enterprise. !t is
a trading capital, not retained in the business in a particular form for longer than a year. The
money invested in it changes form and substance during the normal course of business
operations. !f it becomes wea", the business can hardly prosper and survive. The success of a
firm depends ultimately, on its ability to generate cash receipts in e#cess of disbursements.
)n the one hand, wor"ing capital is always significant. This is especially true from the
lenders or creditors
&erspective, where the main concern is defensivenessI can the company meet its short5term
obligations, such as paying vendor billsU
But from the perspective of equity valuation and the companyHs growth prospects, wor"ing
capital is more critical to some businesses than to others. At the ris" of oversimplifying, we
could say that the models of these businesses are asset or capital intensive rather than service
or people intensive.
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Th, Im4)r.a&, )7 G))d W)r'i- Ca4i.a+ Maa-,m,.
Wor"ing capital constitutes part of the (rownEs investment in a department. Associated with
this is an opportunity cost to the (rown. *Money invested in one area may FcostG
opportunities for investment in other areas.- !f a department is operating with more wor"ing
capital than is necessary, this over5investment represents an unnecessary cost to the (rown.
rom a departmentEs point of view, e#cess wor"ing capital means operating inefficiencies. !n
addition, unnecessary wor"ing capital increases the amount of the capital charges.
Th, Maa-,m,. )7 W)r'i- Ca4i.a+
The amounts invested in wor"ing capital are often high in proportion to the total assets
employed and so it is vital that these amounts are used in an efficient and effective way. A
firm can be very profitable, but if this is not translated into cash from operations within the
same operating cycle, the firm would need to borrow to support its continued wor"ing capital
needs. Thus, the twin obectives of profitability and liquidity must be synchroni$ed and one
should not impinge on the other for long. !nvestments in current assets are inevitable to
ensure delivery of goods or services to the ultimate customers and a proper management of
same should give the desired impact on either profitability or liquidity. !f resources are
bloc"ed at different stages of the supply chain, this will prolong the cash operating cycle.
Although this might increase profitability *due to increase sales-, it may also adversely affect
the profitability if the costs tied up in wor"ing capital e#ceed the benefits of holding more
inventory andOor granting more trade credit to customers. Another component of wor"ing
capital is accounts payable, but it is different in the sense that it does not consumer sourcesJ
instead it is often used as a short term source of finance. Thus it helps firms to reduce its cash
operating cycle, but it has an implicit cost where discount is offered for early settlement of
invoices.
A44r)a&h,0 .) W)r'i- Ca4i.a+ Maa-,m,.
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The obective of wor"ing capital management is to maintain the optimum balance of each of
the wor"ing capital components. This includes ma"ing sure that funds are held as cash in
ban" deposits for as long as and in the largest amounts possible, thereby ma#imi$ing the
interest earned.
:owever, such cash may more appropriately be FinvestedG in other assets or in reducing
other liabilities.
Wor"ing capital management ta"es place on two levelsI
2atio analysis can be used to monitor overall trends in wor"ing capital and to identify areasrequiring closer management.
The individual components of wor"ing capital can be effectively managed by using various
techniques and strategies.
When considering these techniques and strategies, departments need to recogni$e that each
department has a unique mi# of wor"ing capital components. The emphasis that needs to be
placed on each component varies according to department. or e#ample, some departments
have significant inventory levelsJ others have little if any inventory.
urthermore, wor"ing capital management is not an end in itself. !t is an integral part of the
departmentEs overall management. The needs of efficient wor"ing capital management must
be considered in relation to other aspects of the departmentEs financial and non5financial
performance.
W)r'i- Ca4i.a+ C6&+,
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Wor"ing capital cycle, also "nown as the asset conversion cycle, operating cycle, cash
conversion cycle or ust cash cycle, is used in the financial analysis of a business. The higher
the number, the longer a firmHs money is tied up in business operations and unavailable for
other activities such as investing. The cash conversion cycle is the number of days between
paying for raw materials and receiving cash from selling goods made from that raw material.
(ash (onversion (ycle Average Stoc"holding &eriod *in days- V Average
2eceivables.
&rocessing &eriod *in days- 5 Average &ayables &rocessing &eriod *in days- with.
Average Stoc"holding &eriod *in days- (losing Stoc" O Average +aily &urchases.
Average 2eceivables &rocessing &eriod *in days- Accounts 2eceivable O Average
+aily (redit Sales.
Average &ayable &rocessing &eriod *in days- Accounts &ayable O Average +aily
(redit &urchases.
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A short cash conversion cycle indicates good wor"ing capital management. (onversely, along cash conversion cycle suggests that capital is tied up while the business waits for
customers to pay. The longer the production process, the more cash the firm must "eep tied
up in inventories. Similarly, the longer it ta"es customers to pay their bills, the higher the
value of accounts receivable.
)n the other hand, if a firm can delay paying for its own materials, it may reduce the amount
of cash it needs. !n other words, accounts payable reduce net wor"ing capital.
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SCHEDULE OF CHANGES IN WORKING CAPITAL
WORKING CAPITAL FOR !! TO !!"
!! !! !!"
A
CURRENT ASSET MILLION
(ash 'quilvalnts 67< 6=8
)ther current Asset 744 9=7 786
T).a+ Curr,. a00,. @ !" $$
8
CURRENT LIA8ILITY
Accounts &ayable 688 684
Short term debt 98= 7=8 =?>Accrued %iability ? ? ?
T).a+ &urr,. +ia;i+i.6 !B$ $B !"
NET WORKING CAPITAL(A#
8% @" "$ B"
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CHART ANALYSIS
0
200
400
600
800
1000
2006 2007 2008
691871
58
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PERCENTAGE CHANGE IN CURRENT ASSET 9 CURRENT
LIA8ILITY FROM !! TO !!"
A !! !! !!"
CURRENT ASSET
(ash 'quilvalants 4.9 =.< 8.=
Accounts 2eceivable .7 .6 ?.6
!nventory =.4 =.= =.
)ther current Asset 7. 7.6 7.
T).a+ Curr,. a00,. /$ /B /
8CURRENT
LIA8ILITY
Accounts 2eceivable =. 4 7.
Accrued %iability ? ??
T).a+ &urr,. +ia;i+i.6 $/ $/@ /
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CHART ANALYSIS
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ASSESMENT OF WORKING CAPITAL RE>UIREMENT
*MA/!M0M &'2M!SS!B%' BA;@ !;A;('-
!! !! !!"
Total (urrent Assets 78=< 9?>6 9=7 current %iabilities 67< 6=8 9>
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ANALYSIS
Wor"ing capital management ensures a company has sufficient cash flow in order to meet its
short5term debt obligations and operating e#penses. !n 7??6 the company have 2s.68 mill N. !n this year
company have ta"e less short term debt from previous year. This year company uses his own
funds. !ts shows the efficient wor"ing capital management by &epsi. !n 7??> the company have
only 4> mill N wor"ing capital because in this year company have ta"es much more short term
loans for its e#pansion and pay for his day to day e#penses. !ts shows the company have not
utilise efficiently the fi#ed assets.
!n this year world economy faces downturns. 2ecession has also affected on &epsi. This year. or
this company has ta"e N=?> mill. Short term loans. !ts increases the current liability of the
company. (ompany pay its quic"ly in his payable time. !ts shows the good liquidity position of
the company in 7??>.
This year company have more cash ban" balance in hand from the previous year. !ts 4?Q more
than from the previous year. This year company have N684 mill. Accounts payable it is less from
the previous year. !t is good for the company.
O;5,&.i2, )7 .h, 0.ud6
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To observe the systems, process, interactions in the organi$ation.
To study and analy$e the wor"ing capital management of &epsi(o.
To study that how they use wor"ing capital to solve day to day problems.
To study about their )perating (ycle, cash conversion cycle, processing period.
R,0,ar&h M,.h)d)+)-6
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R,0,ar&h i &)mm) 4ar+a&, r,7,r0 .) 0,ar&h 7)r ')*+,d-,
The term research refers to the systematic method consisting of enunciating the problem ,
formulating a hypothesis collecting the data , analy$ing the facts and reaching the certain
conclusions either in the form of solution towards the concern problem or in certain
generali$ation for some theoretical formulation .
2esearch Methodology is a way to systematically solve the research problem .!t may be
understood as a science of studying how research is done scientifically.
or completing the proect wor", data inputs were collected from the following sourcesI
Primar6 Da.a?
(ollected data through discussion with the inance manager in &epsi.
(ollected data during wor"ing in &epsi.
S,&)dar6 Da.a?
(ollected data from personnel manual of &epsi.
(ollected data from different maga$ines, ournals, ;ews papers and !nternet.
or this proect !Eve used the secondary data in the form of Annual report 7??6, Annual
report 7??8, and Annual report 7??>.
TOOLS
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!Eve used analysis tools that are mention below5
2atio Analysis
(harts raphs
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ANALYSIS OF VARIOUS COMPONENTS OF WORKING CAPITAL
INVENTORY ANALYSIS
!nventory is total amount of goods and materials content in a store of factory at any giventime. !nventory means stoc" of three things I5
. 2aw materials7. Semi finished goods.9. inished goods.
P)0i.i) )7 i2,.)r6 i P,40iC)
2s. !; M!%%.N
I2,.)ri,0 !! !! !!"
2aw Material Supply 84 4
inished goods 94> 9>7 9=9
T).a+ B B B"
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CHART ANALYSIS
INTERPRETATION
By analy$ing the 9 years data we see that the inventories are increased in year 7??8 by 488.
We are loo"ing appro#imate same pattern in inventories. We can see that inventories are
grown by =.Q and =.Q in ?6 and ?8 respectively from previous year. By this growth we
can say that the company is growing very smoothly in soft drin" sector. A company uses
inventory when they have demand in mar"et and &epsi is having a great demand in beverages
sector. rom other point of view we can say that the liquidity of firm is bloc"ed in inventories
but to stoc" is very good due to uncertainty of availability of raw material in time.
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SUNDRY DE8TORS ANALYSIS
+ebtors or an account receivable is an important component of wor"ing capital and fall under
current assets. +ebtors will arise only when credit sales are made.
POSITION OF SUNDRY DE8TORS IN PEPSI CO
2S. !; M!%% N
!! !! !!"
D,;.)r0 N,.
Trade accounts receivable ?76 9< 7?>
Allowances for doubtful accounts 47 4= 8
Accounts receivable >> 4=
)ther receivable 46 68 >?
$ $" $B$
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CHART ANALYSIS
INTERPRETATION
!n the table and figure we see that there is rise in the debtors in &epsi(o %imited in the
successive years. A simple logic is that debtors increase only when sales increase and if sales
increases it is good sign for growth.
We can say that it is a good sign as well as negative also. (ompany policy of debtors is very
good but a ris" of bad debts is always present in high debtors. When sales is increasing with a
great speed the profit also increases. !f company decreases the +ebtors they can use the
money in many investment plans.
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CASH AND 8ANK 8ALANCE ANALYSIS
(ash is called the most liquid asset and vital current assets. !t is an important component of
wor"ing capital. !n a narrow sense, cash includes notes, ban" draft, cheque etc while in abroader sense it includes near cash assets such as mar"etable securities and time deposits
with ban".
POSITION OF CASH 9 8ANK 8ALANCE IN PEPSICO
2S.!; M!%%. N
!! !! !!"
(AS:in hand 67< 6=8
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INTERPRETATION
!f we analy$e the above table and chart we find that it follows a increasing trend. !n the year
7??6 it had maintained a 67< mill N amount of cash and ban" balance which has increase in
the year 7??8 up to 6=8 mill N but there is huge increase between the year 7??8 and 7??>.
Although companyEs cash is increasing this is very good sign for company. :olding more
cash is not good it means company not using the cash for better proects. The analysis shows
that the fi# deposits of company are rapidly increase in last year as =
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POSITION OF CURRENT LIA8ILITIES IN PEPSICO
!; M!%%. N
CURRENT LIA8ILITIES
Accounts payable and 688 684)ther (urrent %iabilities
Short term liabilities 98= 7=? ?9
(urrent Maturities ? 8 9?4
T).a+ !B$ $B !"
CHART ANALYSIS
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INTERPRETATION
we analy$e the above table then we can see that it follow an uneven trend. The important
component of current liabilities is sundry creditors and other liabilities. !n ?65?8 it increased
by 8Q and in ?85?> it increased by 6. it was increased because of growth in
short term debt by 9
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POSITION OF RECEIVA8LE RATIO IN PEPSI CO
+'BT)2S
2'('!1AB%' 2AT!) X 964
SA%'S
7??6 7??8 7??>3'A2S
2'('!1AB%' 2AT!) ?.
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;ow if we analy$e the three year data we can say that it holds a good position while
receiving its money from its debtors. The ratios are same in last two year, which implies that
recovery position is good and company should maintain these positions.
POSITION OF PAYA8LE RATIO IN PEPSI CO
(2'+!T)2S
&A3AB%' 2AT!) X964
()ST ) SA%'S
7??6 7??8 7??>3'A2S
&A3AB%'2AT!) >8.=
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CHART ANALYSIS
INTERPRETATION
Actually this ratio reveals the ability of the firm to avail the credit facility from the suppliers
throughout the year. enerally a low creditorEs turnover ratio implies favourable since the
firm enoys lengthy credit period.
;ow if we analy$e the three years data we find that in these year the ratio was appro#imatelysame high which means that its position of creditors is good, but in the 7??8 it increases to
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POSITION OF INVENTORY RATIO IN PEPSI CO
Average stoc"
!;1';T)23 T02;)1'2 2AT!). X 964
(ost of goods sold
7??6 7??8 7??>3'A2S
!.T.2. 2AT!) 9.8 9.9 9.8
CHART ANALYSIS
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INTERPRETATION
This ratio tells the story by which stoc" is converted into sales. A high stoc" turnover ratio
reveals the liquidity of the inventory i.e., how many times on an average, inventory is turned
over or sold during the year. !f a firm maintains a minimum stoc" level in order to ma#imi$e
sales by quic" rotation of inventory and the holding cost of inventory will be minimum. A
low stoc" turnover ratio reveals undesirable accumulation of obsolete stoc".
By analy$ing the three year data it seen that it follows an appro#imately same trend. We see
that from the year 7??6 to 7??> it is more or less double which has been rectified in the year
7??>. But it is needless to say that ratio the company maintains is very high and the company
is required to ta"e measures to lower down this ratio as it affects the wor"ing capital cycle of
company and the flow of cash in the company.
POSITION OF CURRENT RATIO IN PEPSI CO
T)TA% (022';T ASS'T
(022';T 2AT!)
T)TA% (022';T %!AB!%!T3
3'A2S 7??6 7??8 7??>
(022';T 2AT!) .9= .9< .?7
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CHART ANALYSIS
INTERPRETATION
This ratio reflects the financial stability of the enterprise. The standard of the normal ratio is
7I but in most of companiesE standard is ta"en according to Tandon (ommittee which is
ta"en as .99I.
;ow if we analy$e the three years data it can be predicted that it holds a stable position all
throughout period but it is seen that it holds a low position than the standard one and the
company is required to improve its position.
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POSITION OF >UICK RATIO IN PEPSI CO
T)TA% %!D0!+ ASS'T
D0!(@ 2AT!)
T)TA% (022';T %!AB!%!T3
CHART ANALYSIS
INTERPRETATION
!t is the ratio between quic" liquid assets and quic" liabilities. The normal value for such
ratio is ta"en to be I. !t is used as an assessment tool for testing the liquidity position of the
firm. !t indicates the relationship between strictly liquid assets whose reali$able value is
almost certain on one hand and strictly liquid liabilities on the other hand. %iquid assets
comprise all current assets minus stoc".
Lovely Professional University
3'A2S 7??6 7??8 7??>
D0!(@ 2AT!) .?> .9 ?.>=
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By analy$ing the three years data it can be said that its position was good in the year 7??6
and 7??8 but its decrease in the ne#t year. But it is to be said that it is higher than the
standard in the year 7??6 7??8. !ts shows the higher liquidity position of the company.
WORKING CAPITAL TURNOVER RATIO
()ST ) SA%'
W)2@!; (A&!TA% 2AT!)
;'T W)2@!; (A&!TA%
YEARS !! !! !!"
Wor"ing capital ratio > >.=6 9?.8.
(omparable diluted earnings per share growth of 9Q to N7.78
Worldwide revenue growth of 7Q
(omparable operating income growth of 7Q
2eturned N67= million in cash to shareholder
This year company ta"es N=??mill short term loans because of macro
economics downturns in economy.
!n 7??> company gives .64N dividend to his share holder.
This year company have 7Q growth in '&S this is very low from the previous
year because company has paid many interest on short term loans.
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&epsi bottling group has once again, demonstrated the power of our operating capabilities
and unique assets in 7??>. While facing unprecedented macroeconomics challenges
throughout the world, &B showed fle#ibility and discipline to advance our business
priorities and become a stronger, more focused organisation.
The overall performance of &epsi(o is getting on a good trac". The total
turnover of the company has registered a growth of 7?4 Million where as the operating
profits for the year were lower by =77 million mainly on the accounts of increase in the
volume or sales, higher reali$ation and effective cost control measures ta"en by the company.
The profit before ta# is 8?< million at against 6> millions in the previous year. The cash
earning of the company improved substantially to =98 million as against 77> million in the
last financial year. With the increase in capacity on account of e#pansion proects being
underta"en by the company, it is e#pected that the company would be in a position to
maintain the growth in future years.
(ompany has par"ed its surplus fund in the various debt schemes of
mutual fund. There is an !nvestment in non controlled affiliates of 6< million in current
year. (ompany is cash rich but as there are e#pansion and diversification plans under the
pipeline, company is not utili$ing these funds. or meeting the wor"ing capital needs and
capacity e#pansion needs it has borrowed from ban"s.
+uring the year company has embar"ed upon e#pansion proects which
would effectively enhance the capacity of the company. With the capacitive power plants
already in operation and e#pansion proects under implementation, it is e#pected that the
beverages division of the company will do well in the foreseeable future.
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They achieved these results by adapting quic"ly to the economic environment
and by focusing on several business drivers to grow our top line, improve cost and
productivity, and strengthen our people and culture.
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M,a0ur,0 .) Im4r)2, W)r'i- Ca4i.a+ Maa-,m,. a. PEPSICO?
The essence of effective wor"ing capital management is proper cash flow forecasting.This should ta"e into account the impact of unforeseen events, mar"et cycles, loss of
a prime customer and actions by competitors. So the effect of unforeseen demands of
wor"ing capital should be factored by company. This was one of its reasons for the
variation of its revised wor"ing capital proection from the earlier proection.
!t pays to have contingency plans to tide over une#pected events. While mar"et5
leaders can manage uncertainty better, even other companies must have ris"5management procedures. These must be based on obective and realistic view of the
role of wor"ing capital.
Addressing the issue of wor"ing capital on a corporate5wide basis has certain
advantages. (ash generated at one location can well be utili$ed at another. or this to
happen, information access, efficient ban"ing channels, good lin"ages between
production and billing, internal systems to move cash and good treasury practices
should be in place.
An innovative approach, combining operational and financial s"ills and an all5
encompassing view of the companyEs operations will help in identifying and
implementing strategies that generate short5term cash. This can be achieved by having
the right set of e#ecutives who are responsible for setting targets and performance
levels. They could be then held accountable for delivering, encouraged to be
enterprising and to act as change agents.
'ffective dispute management procedures in relation to customers will go along way
in freeing up cash otherwise loc"ed in due to disputes. !t will also improve customer
service and free up time for legitimate activities li"e sales, order entry and cash
collection. )verall, efficiency will increase due to reduced operating costs.
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Wor"ing capital management is an important yardstic" to measure a company
operational and financial efficiency. This aspect must form part of the strategic and
operational thin"ing. 'fforts should constantly be made to improve the wor"ing
capital position. This will yield greater efficiencies and improve customersatisfaction.
!nventories should be managed on a line5by5line basis using the >?O7? rule.
&lacing the responsibility for collecting the debt upon the centre that made the sale.
i.e., cold rolled, hot rolled, galvani$ed etc.
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www.pepsico.com
www.yahoofinance.comhttpIOOwww.rediff.comOmoneyO7??9OaugO7pepsi.htm
httpIOOwww.stohns.eduOmediaO9O>?dc6>7a=f==7?bec.pdf
httpIOOquic"ta"e.morningstar.comOstoc"netOcashflow?.asp#U
(ountry0SASymbol&B
httpIOOquic"ta"e.morningstar.comOstoc"netO'fficiency2atios?.asp#U
(ountry0SASymbol&B
httpIOOwww.sirpepsi.comOpepsi.htm
REFRENCE
Shashi ". upta *7??>- inancial Management, "alyani &ublications
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http://www.pepsico.com/http://www.rediff.com/money/2003/aug/21pepsi.htmhttp://www.stjohns.edu/media/3/80dc682a41f44209b5da9de5f8ac8bec.pdfhttp://quicktake.morningstar.com/stocknet/cashflow10.aspx?Country=USA&Symbol=PBGhttp://quicktake.morningstar.com/stocknet/cashflow10.aspx?Country=USA&Symbol=PBGhttp://quicktake.morningstar.com/stocknet/EfficiencyRatios10.aspx?Country=USA&Symbol=PBGhttp://quicktake.morningstar.com/stocknet/EfficiencyRatios10.aspx?Country=USA&Symbol=PBGhttp://www.pepsico.com/http://www.rediff.com/money/2003/aug/21pepsi.htmhttp://www.stjohns.edu/media/3/80dc682a41f44209b5da9de5f8ac8bec.pdfhttp://quicktake.morningstar.com/stocknet/cashflow10.aspx?Country=USA&Symbol=PBGhttp://quicktake.morningstar.com/stocknet/cashflow10.aspx?Country=USA&Symbol=PBGhttp://quicktake.morningstar.com/stocknet/EfficiencyRatios10.aspx?Country=USA&Symbol=PBGhttp://quicktake.morningstar.com/stocknet/EfficiencyRatios10.aspx?Country=USA&Symbol=PBG8/12/2019 29500167 Working Capital Management of PEPSICO Sudhir Project
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8ALANCE SHEET OF PEPSI CO
PERIOD ENDING #D,!" @#D,! !#D,!
A00,.0
(urrent Assets
(ash And (ash 'quivalents 7,?6=,??? 9,??? =,9>
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)ther (urrent %iabilities ,=,???
)ther Stoc"holder 'quity *=,6
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INCOME STATEMENT OF PEPSI CO
PERIOD ENDING #D,!" @#D,! !#D,!
T).a+ R,2,u, $3@3!!! $3B@$3!!! $3!3!!!
(ost of 2evenue 8,4>6,??? 8,98?,??? 6,>?,???
Gr)00 Pr)7i. 3$!3!!! 3$3!!! B3@!3!!!
)perating '#penses
2esearch +evelopment 5 5 5
Selling eneral and Administrative 4,=
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N,. I&)m, $3!!! B3!!! B3!!!
&referred Stoc" And )ther Adustments 5 5 5
N,. I&)m, A44+i&a;+, T) C)mm) Shar,0 $3!!! B3!!! B3!!!