A Report on

“ORGANIZATION STUDY AT LIFE LINE FEEDS”

BY
SUHAS D C
[USN: 4VV21BA100]

Submitted To
VISVESVARAYA TECHNOLOGICAL UNIVERSITY
In partial fulfilment of Post Graduate Degree
MASTER OF BUSINESS ADMINISTRATION

Under the guidance of

INTERNAL GUIDE EXTERNAL GUIDE
Dr. Somashekhar I C Mr. Thejas Prasad Shenava
Associate Professor, H R Manager
Department of Business Administration, Life Line Feeds (India) pvt ltd
Vidyavardhaka College of Engineering, Mysuru. Chikmaglur.

Vidyavardhaka Sangha (R), Mysuru

VIDYAVARDHAKA COLLEGE OF ENGINEERING
(Autonomous Institute, Affiliated to VTU, Belagavi)
Department of Business Administration
Accredited by NAAC with ‘A’ Grade
PB No 206, Gokulam III Stage, Mysuru - 570 002,
Karnataka
2021-2023
LIFE LINE FEEDS

Department of MBA, Vidyavadhaka College of Engineering, Mysuru

LIFE LINE FEEDS

Department of MBA, Vidyavadhaka College of Engineering, Mysuru

LIFE LINE FEEDS

DECLARATION
I Suhas D C (4VV21BA100) hereby declare that this organization study conducted at “Life
Line Feeds (India) pvt ltd” is record of independent work carried out by me under the
guidance of Somashekhar I C, AssociateProfessor, Department of Business
Administration, VVCE Mysore.

I also declare that this organization study is towards the partial of the university regulation
for the award of degree of Master of Business Administration, by Visvesvaraya
technological university, Belagavi

I have undergone an organization study for a period of four weeks. I further declare that
this organization study is based on the original study undertaken by me and not been
submitted for the award of any degree from any other University/Institution.

DISCLAIMER

The enclosed document is the outcome of a student academic assignment and does not
represent the opinions / views of the university or the institution or the department or any
other individuals referenced or acknowledged within the document. The data and
information studied and presented in this report have been accessed in good faith from
secondary sources / web sources / public domain, including the organization’s website
solely and exclusively for academic purposes, without any consent / permission, express
or implied, from the organization concerned. The author makes no representation of any
kind regarding the accuracy, adequacy, validity, reliability, availability or completeness of
any data / information here in contained.

Place: Mysuru

Date:

SUHAS DC
(4VV21BA100)

Department of MBA, Vidyavadhaka College of Engineering, Mysuru

 ACKNOWLEDGEMENT
An endeavor is successful only when it is carried out under proper guidance and blessings.
I would like to thank few people who helped me in carrying this work by lending valuable
time and assistance.

I express my immense gratitude to Dr. B. Sadashive Gowda, Principal, Vidyavardhaka

College of Engineering, Mysore, for providing an opportunity to enrich my knowledge.

I express my sincere gratitude to Dr. PSV Balaji Rao, Head of Department, Business
Administration for his support and guidance.

I am extremely grateful to Dr. Somashekhar I C, Associate Professor, Department of

Master of Business Administration, Mysore, for his encouragement, effective guidance and
valuable suggestions. I am also thankful to all other lectures in our department and students
of my class for their support and suggestions.

SUHAS D C (4VV21BA100)
 TABLE OF CONTENTS

Sl. No Particulars Page no.

Executive summary

CHAPTER 1 Industry profile 01

Company profile 06

Background & History 07

Nature of Business 07

Vision, Mission, Quality policy 08

CHAPTER 2 Workflow Model 09

Products & Services profile 10

Ownership pattern 14

Achievements and Awards 15

Future Growth and Prospects 17

McKinsey’s 7s Framework and Porter’s Five

CHAPTER 3 18
Force Model

CHAPTER 4 SWOT Analysis 45

CHAPTER 5 Analysis of Financial Statements 49

CHAPTER 6 Learning Experience 68

 LIST OF TABLE/GRAPHS/FIGURES

Sl.NO Particulars Page no.

Graph 1.1 Journey of life line feeds 3

Graph 2.1 Ownership pattern chart 10

Graph 4.1 Growth 16

Figure 2.1 Mckinsey’s 7s frame work 18

Figure 2.2 Porters five force model 37

Figure 2.3 SWOC 44

Figure 6.1 Company 72

Figure 6.2 Warehouse 72

LIFE LINE FEEDS

CHAPTER - 1

INDUSTRY PROFILE

INTRODUCTION TO THE INDUSTRY

The Indian economy, is largely agriculture based the contribution of agriculture and
allied activities are about 40% in national income. Indian agriculture is based on the
economic symbiosis of crops and animal production. Small marginal farmer owns almost
80% of the total holding.

With the increase in human and livestock population and percapita reduction in average
food production, forge production, diversified use of available land mass to roads,
industries and human rehabilitation and also fast deterioration of ecosystem due to
deforestation and increase in soil erosion it became necessary to consider the alternative
use of land mass sustainable food security.

Nearly four decades, life line feeds have revolutionized the poultry industry down south
with path breaking initiatives. Under the able leadership of Mr K Kishore Kumar Hedge,
chairman and managing director, life line feeds has achieved the mission to deliver
quality chicken and chicken products to end consumers.

Courage, perseverance, dedication and hard work define Mr K Kishore Kumar Hegde.
A visionary entrepreneur who had his humble beginnings in 1985 as an animal feed
distributor, today has established life line feeds as nothing short of an empire.
In 1997 he set up the first feed mill under the brand Nandan, to market quality poultry
and cattle feed. Today life line feeds have state-of-the-art facilities including breeding
farms, hatchery, integration farms, chicken slaughtering unit, chilled chicken supply for
institutions and designer retail outlets besides frozen chicken exports.

Mr K Kishore Kumar Hedge’s ability to predict future needs of poultry industry and
preparedness the foresight and preparedness, the foresight and commitment to develop

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 1

LIFE LINE FEEDS

quality chicken and chicken products to meet ever changing need of consumer and aim
at the highest level of food safety, have made life line feeds carve a niche in the country’s
poultry’s sector. In a fast-changing world, life line feeds have ensured adoption of latest
technologies to meet consumer and market needs and to create good working atmosphere
to employees.

Mr K Kishore Kumar Hedge’s principle is to ensure a win-win situation, grow and let
grow. He firmly believes that technology is the only way to improve quality provided
mother nature is not affected. By giving more to nature, life line feeds have only achieved
more.

Poultry industry is the raising industry in the world, today we can see most of the farmers
have started to rear birds for commercial purpose.

It is believed that the Indian poultry industry is 5000 years old, since last 4 decades it
began to witness remarkable growth from backyard to poultry industry.

The organized sector of poultry is contributing nearly 70% of the total output and the
rest 30% in unorganized sector. The broiler industry is well dominated in southern states
in our country with nearly 60-70% total output coming from these states. The layer
industry once again is represented more in southern states especially, Andhra Pradesh,
Tamil nadu and Maharashtra producing nearly 70% of the countries egg production.
India’s 75% of egg production is consumed by the 25% population living in urban and
semi-urban areas. Presently about 800 hatcheries are operating in the country.

Poultry is one of the fastest growing sectors in India and also around the world of all the
agriculture related sectors, While the production of the agricultural crops has been rising
at a rate of 1.7 to 2% per annum that of eggs and broilers production has been rising at a
rate of 8 to 10% per annum. As a result, India is now the world’s 2nd largest egg producer
and 5th largest producer of broilers.

The eggs and the meat are the major end products of the poultry sector in India. Now the
average production of eggs in 37 billion in number and boiler is about 895 million, and

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 2

LIFE LINE FEEDS

the poultry meat is about 735000 tones. There has been an improvement in facilities
provided to the manufacturers of egg powder and frozen/processed boiler meat
essentially to cater to both domestic and international markets. Issues relating to animal
welfare and environmental pollution unites have been of increasing concern in developed
countries such has the U.S and the European union but in India these issues have not yet
emerged as critical although they are discussed at length in various seminars and forums
on poultry production. Considering globalization and the international trade in poultry
products, however, these issues may assume significance in a few years because of
pressures from importing countries such as those in the E.U. The Indian poultry market
size reached a value of INR 1749.9 billion in 2021. The industry is further expanded to
grow at a CAGR pf 8.1% in the forecast period of 2022-2027 to reach a value of
approximately INR 2897.6 billion by 2027. By end-uses, households are the leading
segment for eggs, while food services represent the leading end-use segment for broilers
due to increased consumption of eggs in breakfast at homes and growing trend of dining-
out, respectively. Based on distribution channels, the India poultry market has been
divided into traditional retail stores, business-to-business, and modern retail stores.
Among these, traditional retail stores remain the most preferred choice of consumers.

Journey of life line feeds

1985

OM traders set up for cattle and poultry feeds distribution in chikmaglur,

Karnataka with investment of Rs.50000

1986

Extended business to trading of table eggs to help local farmers, turnover Rs.350000

1987

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 3

LIFE LINE FEEDS

Set up broiler farm with 3000 birds for research in feeds and management.

1999
9995

Setting up of broiler farm of 20000 birds at chikmaglur, set the trend for bulk
Production of broilers.

1997

Introduced Nandan brand of cattle and poultry feeds.

1999

Established breeding farms.

2000

Established breeding farms.

2002

A mini slaughtering plant of 200 birds per hour capacity with first retail
outlet under the brand lifeline’s tender chicken in chikmaglur first of its Kind.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 4

LIFE LINE FEEDS

2005

Extension of lifeline’s tender chicken operations to other cities in Karnataka.

2006

State of the art slaughtering facility, capacity 1800 birds per hour, at chikmaglur.

2012

State of art feed mill 2 inaugurated – Annual turnover of Rs.165 crores.

2017

Upgrade the slaughtering facility, capacity 3500 birds per hour at chikmaglur.

2018

Annual turnover Rs.350 crores, chicken meat export, with 1000+ workers.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 5

LIFE LINE FEEDS

CHAPTER - 2

ORGANIZATION PROFILE

Back ground

Necessity and opportunity gave birth to M/s om traders and estate supplies in 1986 in
chikmaglur as dealer in poultry and cattle feeds. Service and competitiveness up held the
business growth to sell feeds up to 3000 tones/month. Intension to service made the
company to buy back the eggs from farmers which became a mean of faster recovery
this helped life line feeds to market the eggs which now capture 75% of egg market share
in chikmaglur.

Tremendous potentials in broiler market in the region brought the company into broiler
production with an initial capacity of 500 birds/week in 1990. The fluctuation in the feed
consistency, rates and the broiler production economics promoted the company to
venture into the feed business giving rise to m/s life line feeds in 1996.

At a time, when poultry growth was on the rise in 1985, Mr. Kishore Kumar Hegde a
visionary laid his first step in to foray of commerce to be one of the best players in poultry
industry. His vision, dynamism and strong urge to help the agro-based economy develop,
drove him to make a humble beginning as an animal feed distributor in chikmaglur.

Today, M/s life line group, is totally integrated conglomerate which harnesses its focus
on the development of the rural economy, laying special emphasis on the state of art
R&D facilities. The group also follows latest scientific innovations in poultry
management and is abreast in adapting the latest technology and managerial procedures.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 6

LIFE LINE FEEDS

Nature of business

The group enjoys the concept, knowledge from skilled man power, technical personnel,
Constant interaction with the university of veterinary sciences faculty and a well
dedicated team in all the segments on integration.

The company foresees the branding of chicken and selling of chilled/frozen chicken with
brands will be the call of the day, as the slaughtering of the chicken in the city limits is
going to be banned in the coming days sue to various pollution problems, public health
issues etc., the retailing of the product not only helps in completion of the integration
process but also gains the margin which has been engulfed by the middleman in the
commodity market.

Nature of Business
Institution
Egg and feed trading
Om traders
Broiler production
Om poultry farm
R&D activity
Feed production Hatching egg production Broiler
Life line feeds (India) Pvt
integration Chicken processing Retailing of
ltd.,
broiler
Life line farms broiler production
Life line farms broiler
production
Chick production
Life line hatchery
Chicken trading and retail shop
Life line chicken

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 7

LIFE LINE FEEDS

CORE VALUE, VISION, MISSION, QUALITY POLICY

Core value

Customer first: Delivering products for customers through stringent quality production
process. Employee friendly: Caring through welfare measures and healthy working
environment. Eco sustainable: Showing concern on mother earth by optimum utilization
of natural resources, and environmental initiatives.

Vision

We believe in implementing best industry practices, introducing highest quality and

safety measures coupled with innovative technology that would cater to customers’
needs not just for now, also in the future. Our vision is to set global standards in the
poultry sector thus setting a new benchmark by becoming one of the fastest growing
poultry in the world.

Mission

Hatch to healthy. To give our customer only the best quality poultry products. The
success of life line feeds is the result of several concepts held together and given strategy
by one important factor called quality. It is the keystone of our heritage to give our
customer only the best quality products.

Quality policy

We believe in integrity and discipline with effective management controls to

manufacture quality products consistently to achieve customer satisfaction. We are
committed to continuously improving product quality through effective implementation
of a quality management system that complies with statutory and regularity
requirements.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 8

 LIFE LINE FEEDS

ORGANIZATION STRUCTURE

MD

DGM GM

AGM

Manager Manager Manager Manager Manager

Clerk Clerk Clerk Clerk Clerk

Supervisor Supervisor Supervisor Supervisor Supervisor

Labour Labour Labour Labour Labour

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 9

LIFE LINE FEEDS

Product / service profile

1)Egg(food)

The is selling 26.4 million eggs a year. Bird eggs are a common food source. Most
commercially produced chicken eggs intended for human consumption are unfertilized,
since the laying hens are kept without any roosters. Fertile eggs can be purchased and
eaten as well, with little nutritional difference. Fertile eggs will not contain a developed
embryo, as refrigeration prohibits cellular growth. Chicken eggs are widely used in many
types of cooking. Dishes that use eggs range from both sweet to savoury dishes. Eggs
may be pickled; hard-boiled and refrigerated; or eaten raw, though the letter is not
recommended for people who may be susceptible to salmonella, such as the elderly, the
infirm or pregnant women, in addition, the protein in raw egg are only 51% bio-available,
whereas a cooked egg in nearer 91% bio-available, meaning the protein of cooked eggs
in nearly twice as absorbable as the protein from raw eggs.A boiled egg can be
distinguished from a raw egg without breaking the shell by spinning it. A hard-boiled
eggs contents are solid due to the denaturation of the protein, allowing it to spin freely,
while the inertia of the liquid content of a raw egg causes it to stop spinning within
approximately three rotations.

2)Chicken and its placement

The company is producing about 24 million hatching egg per year, 230 million chick’s
productions per year. Male chickens are known as rooster cocks, female chickens are
known as hens. Young females are known as pullets. Domestic chickens often scratch at
the soil to search for insects and seeds hick boxes onto houses with the appropriate
number of boxes placed near each hover, do not stack boxes over three high without
being sure to leave ample space for air movement between stacks. Before placing chicks
under the brooder, checks to make sure the brooder is available in sufficient quantities.
Unload the entire, place the chicks the hovers. As the chicks are being removed from the

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 10

LIFE LINE FEEDS

boxes, place the empty chick boxes against one side of the house to facilitate easy
removing after all chicks have been placed under the hovers. After the chicks have been
placed under hovers, go through the house to make sure that all chicks have been placed
under hovers, go through the house to make sure that all chicks are local the water and
heat source. Remove all chicks’ boxes from the building for burning.

3)Brooding

Brooding of broilers:

Reduced area for the first 10 to 21 days, this area may be a strip along the side of the
houses, section across the house in the centre or at one end. Usually from one-third to
one-half of the total area of the house is used for the brooding phase. Good ventilation
for partial house brooding works successfully. Consultation of serviceman or engineer
is required prior to going to partial brooding.

Feeders

Feeder lids (or filler flats) are used during the first 7-10 days. Begin placing regular
feeders at 3-4 days, so that all regular feeders will be in place and in use by the 7th to 10th
day. The most widely sued types of feeders are: had fill through, had fill hanging tubes,
mechanical chain (trough type) and center less auger with pans (tube type)

4)Feeding

Numerous types of broilers feeding programs are in use today throughout the poultry
industry with the following two programs being the most widely used:

1. The feeding of a starter and finisher ration.

2. The feeding of a starter / grower and finisher ration.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 11

LIFE LINE FEEDS

The length of time the birds will be on one ration or form of ration is usually
recommended by the feed manufacturer(compounder). Generally, company should
follow his program for he has worked hard to develop rations that perform specific
functions during given with the most economical price-performance relationship in the
area.

Feed formulation

It is difficult, if not impossible, for the company to recommend a formula that meets the
many varied requirements of all poultry areas of world. Therefore, company has internal
nutritional experts having wide knowledge and experience in the field.

5)The breeding farms

The breeding farm house 50000 breeder flocks with 40000 birds in lay producing 7.5
million hatching eggs a year, under good managerial practices. The farms are located
places to ensure that they cannot catch any infection. The bird is fed wit nutrients based
on conventional veterinary requirements at every stage of life. The breeder eggs are
carefully collected and cleaned, and sent to the grading station, when they are sorted
according to size and category to get good quality chicks or broilers. Further, these
graded hatching eggs undergo a fumigation process, to clean up the surface bacteria
before going into cold room, then to the hatchery. Company produces 24 million
hatching eggs a year, where breeders are kept on a high-profile management system of
lighting, feeding and bio security regulations to produce quality fertile hatching eggs.

6)The hatchery

At the hatchery, every week, 125000 chicks are hatched in hygienic surroundings and
graded for the best survivability at the integration farms. The hatchery has a capacity to
hatch 5 lakhs chicks per month. Before the eggs are placed in the incubator, they are
rechecked for surfaced contamination and cracks. For 21 days the temperature and
humidity are monitored every hour. So that the embryo hatches into a good quality chick.
On the 12th day the eggs are passed over a bright candling light, which makes the internal

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 12

LIFE LINE FEEDS

contents of the egg visible, and can determine if the egg is fertile or infertile. Defective
eggs, leaking eggs and rejected are removed by the Candler. The chicks are graded,
vaccinated against viral diseases and kept in trays, which are lined with paper cuttings
for the comfort of the chicks before they are shifted to the broiler farms in vehicles meant
for chick transportation. M/s life line hatcheries produced 7.5 million eggs chicks a year
under stringent disinfection and sanitation programmed to produce chicks of good
quality.

Special feed requirements

The season of the year also may have an effect on performance with better feed
conversion usually being attained in the summer. Since birds must convert feed into body
heat when temperature is low, extra feed is required to produce a broiler at a given
weight. On the other hand, the overall gain in weight at any given age is frequently faster
in the winter.

The feed mills

For good broiler growth, quality feed intake is very important. This is visible in the birds
that eat the most feed between 24 to 40 days, to attain highest weight at 40 days. At its
own feed mill, life line produces age – defined and quality 50000 tons of poultry and
cattle feeds a year (4000 tons per month). Continuous research is done to gage the needs
of the market and environment, and the nutrient requirements are changed in response to
it.

• State of the art pellet feed milling technology.

• 30 tons productions per hour output.
• 20 years of experience in animal feed production.
• Stringent quality control measures.
• World’s best vitamins and organic minerals used.
• PLC based pellet mill.
• Least human intervention, spic and span work area.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 13

LIFE LINE FEEDS

Breeding farm

• Highly bio secured and secluded breeding farm.

• 150000 Ven Cobb breeding stock.
• 24 million hatching egg production per year.
• UV treated drinking water.
• Pelletized feeds.
• All in all, out growing system.
• Auto feeding.
• The hatchery.
• Broilers farm.
• Ultra-modern slaughtering unit.
• Chicken retail stores.

OWNERSHIP PATTERN

Life line feeds solely owned by entrepreneur Kishore Kumar Hegde. From the past 26
years he had converted companies’ turnover from thousand rupees to several millions,
but entrepreneur depended mainly upon the finance source provided by syndicate bank
head branch of Chikmaglure. The bank also contributed to the growth of the company.
There is some charge on assets of the company.

Chart Title

40%

60%

Owners contribution Bank finance

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 14

LIFE LINE FEEDS

Achievements/awards if any

Life line feeds have been awarded company of the year 2020 in poultry sector by the
industry outlook magazine. Through a network of 36+ new age designer retail stores in
the name of “life lines tender chicken” across Bangalore, Chikmaglore, Coorg, Mysore
& Shimoga.

Certification

• Life line feeds is an ISO 9001:2015 certified company and the slaughtering
facility is ISO 22000 certified.
• Life line feeds slaughtering facility has received a halal certification, which
identifies our products as being permissible to consume according to Islamic
laws.

ISO is a network of the international standards institute of 162 countries with a central
secretariat at Geneva, Switzerland, that co-ordinates the system. ISO 9001:2015 is the
internationally recognized standard for quality management system. It is set of standards
and guidelines for quality in the manufacturing and service industries from the
international organization for standardization (ISO). IT is being used for establishing and
updating quality management system (QMS) in the organization, it helps us to achieve
the quality that is recognized and respected throughout the world.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 15

 LIFE LINE FEEDS

Company Growth in terms of profit

2015

2010

2005

2000

1997

1986

1985

3Lk 15Lk 4.84cr 10cr 25cr 102cr 252cr

This is the company growth in terms of profit, starting from the year
1985 to the year of 2015.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 16

LIFE LINE FEEDS

CHAPTER – 3

MCKINSY’S 7S FRAME WORK

The 7s Framework has 1st appeared in the book ‘The Art of Japanese Management” by
Richard Pascal and Anthony Athos in 1981. The two authors were looking at how Japanese
industry had been so successful at around the same time tom porters and Robert waterman
were exploring what made a company excellent. The 7s model was born at a meeting of
the four authors in 1987. It than appeared in the book “In search of excellence” by peters
and Waterman in 1982. Subsequently it was taken up us a basic tool by the global
management consultancy company McKinney’s to diagnose the cause of organizational
problems and to formulate programs for improvement, then on it became. The model is
most often used as an organizational analysis tool to assess and monitor changes in the
internal situation of an organization. The model is based on the theory that, for an
organization to perform well, these seven elements need to be aligned and mutually
reinforcing. So, the model can be used to help identify what needs to be realigned to
improve performance, or to maintain alignment (and performance) during other types of
change. Whatever the type of change – restructuring, new processes, organizational
merger, new systems, change of leadership, and so on – the model can be used to
understand how the organizational elements are interrelated, and so ensure that the wider
impact of changes made in one area is taken into consideration.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 17

LIFE LINE FEEDS

Figure 3.1: MCkinsys 7s frame work

HARD ELEMENTS SOFTELEMENTS

Strategy Shared values

Structure Skills
Systems Style
Staff

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 18

LIFE LINE FEEDS

1) Strategy

The strategy element is a detailed plan that organizations create for successful change
implementation and to gain a competitive edge. A well-crafted strategy is aligned with
the other six elements of the 7s model and is reinforced by a strong vision, mission, and
values. It refers to the set of decisions and actions at gaining a sustainable competitive
advantage.

Towards customers and suppliers

To provide prompt, courteous and efficient services and also quality products at a fair
and reasonable price.

Towards suppliers

To ensure prompt dealing with integrity, impartiality and courtesy and promote and
ancillary industries.

Towards employees

Develop their capability and advancement through appropriate training and career
planning.

Towards community

• To develop techno-economically viable and environment-friendly products for

the benefit of the people
• Encourage progressive indigenous manufacture of products and materials so as
to substitute imports.
• To ensure safety in operations and highest standards of environment protection
in its manufacturing plants and townships by taking suitable and effective
measures.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 19

LIFE LINE FEEDS

Financial objectives:

• To ensure maximum economy in expenditure

• To manage and operate the facilities in an efficient manner so as to generate
adequate internal resource to meet revenue cost and requirements for project
investment, without budgetary support.
• To develop long-term corporate plans to provide for adequate growth of the
activities of the corporation.
• To endeavor to reduce the cost of production of sponge iron by means of
systematic cost control measures.

2) Structure

Structure or organizational structure refers to a clear chain of command to avoid chaos

& confusion. Structure is a simple yet crucial element as it creates a sense of employee
accountability within the organization.

Managing director

General manager

Assistant general manager

Manager

Clerk

Supervisor

Labour

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 20

LIFE LINE FEEDS

This is how the structure go on. Structure represents the way business division and units
are organized and includes the information of who is accountable to whom. In other
words, structure is the organizational chart of the firm. It is also one of the most visible
and easy to change elements of the framework.

1)Human resource department

Structure of Human resource department:

HEAD HRD

OFFICER

ASSOCIATES

The management of HR is a system in which participate seek to attain both individual

and group goals. The HR department perform the function of recruiting employees or
workers selectin, providing them training and development, placement giving job
description, job evaluation, merit rating etc. It facilitates the method of payment of
wages, promotion, transfer, welfare measures, entering into contract with employees,
handle labor problems trade dispute, keep employment record and so on.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 21

LIFE LINE FEEDS

Objectives:

• To maximize commitment of people by organizing work and creating attitudes

and behavior which generates best outcomes.
• To crate and utilize an able and motivated workforce, to accomplish the basic
organizational goals.
• To develop human and social capital.
• Creativity and innovation
• Development of leadership.
• Management of organizational growth and renewal.

Functions of HR department:

1.Human resource development

2.Training and development

3.Personal and administration

4.Industrial relation

5.Statutory compliances

6.Recruitment

7.Wages and salary

8.Communication

These are some of the areas HRD will take care of.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 22

LIFE LINE FEEDS

2)Marketing department

structure of marketing department:

Marketing
manager

Sales Office clerk

coordinator Distribution
manager

Supervisor

Semi-skilled
workers

It serves as the face of your company, coordinating and producing all materials
representing the business. It is the marketing departments, customers, while creating an
overachieving image that represents your company in a positive light.

The main functions of marketing are

• Promotion
• Selling
• Product/service management
• Marketing information management
• Pricing

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 23

LIFE LINE FEEDS

• Financing
• Distribution

1) Promotion:

When people man out their marketing goals, promotion is usually at or near the top of
that list. Getting your name in front of prospective customers, building brand awareness
and raising your company’s profile are major priorities for every marketing department.
Promotional strategies often overlap with other business units and awareness-building
activities, such as advertising and public relations. From a marketing perspective,
Promotion can include everything from content marketing and e-mail marketing to social
media, text marketing and influencer marketing. We don’t need to tell you how important
these efforts are to inbound marketing and generating qualified leads. It’s no wonder
promotion has long been considered an essential component of the marketing mix.

2)Selling:

We’ve often calculated readers about the dangers of coming on too strong and salesy
with your marketing content. You risk alienating your target audience by consistently
delivering overt sales pitches in your content and making it seem like your only goal is
to get people to buy something from you.

The truth is part of every marketer’s job is to sell their products to customers – ideally,
though, it’s done with more nuance. Every marketing decision, from your brand
messaging to your campaign themes, should support the ultimate goal of increasing sales.
Once you’ve grabbed the attention of a potential customer, whether that’s a consumer of
B2B prospect, marketers need to go to work nurturing that led and guiding them through
the sales funnel so they’re primed to make a purchase when they finally make contact
with your sales team. That means continually making the case for your brand and
gradually incorporating more product-centric talking points in your marketing
communications. By the time they’re ready to speak with a sales associate, prospects
should know how your goods or services stack up against competing products.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 24

LIFE LINE FEEDS

3)Product/service management:

Designing a new product that better meets customer needs and fills a gap in the
marketplace doesn’t happen by coincidence or sheer luck. It takes a lot of thorough
market research to figure out what people want and how to deliver the best product
possible. Marketing team may identify new growth opportunities

When:

• Speaking with prospects.

• Running competitor analyses.
• Incorporating feedback gleaned from customers support services into marketing
strategies.

In those cases, marketing research is the fire that fuels product development. Who better
understands your target market than your marketing team

4)Marketing information management:

Strategic marketing is driven by data. Every good marketer knows that the more
information you can gather about your target customer, industry competitors and market
trends, the more successful your marketing efforts will be. All of that juicy info is as
good as gold, so there’s no reason to keep it locked away in some silo. One of the core
functions of marketing is to collect this valuable data, distil it down to action items and
useful takeaways and share it with other departments that might find it useful. Usually,
the marketing team stores all this information in a marketing CRM.

Sales teams, for instance, can always use more in-depth marketing insights to help them
refine their pitches to:

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 25

LIFE LINE FEEDS

• Address the latest industry trends.

• Respond to competitor messaging.
• Speak directly to the pressing customer concerns.

5) Pricing:

Marketing research can also inform how brands set the price of a product. Effective
pricing is as much art as it is science, and brands need to find that sweet spot that balances
how customers value your goods or services with the cost of production and delivery as
well as accounting for the current price of competing products. The perceived value of
your brand directly impacts your pricing strategy – Just look at the price difference
between a luxury fashion brand like Hermes and more budget-conscious retailers like
old navy. The several thousand-dollar price tag disparities for a single handbag can’t be
chalked up to production costs and quality control alone. Hermes customers are paying
as much for the brand as they are the product is itself. Marketing research sheds light on
your brand’s reputation and helps you better understand how much your target audience
values your brand. That’s on top of all the competitor analysis and industry research
critical to setting a fair asking price for your wares.

6)Financing:

Now we’re digging into some of the less-discussed functions of marketing, although
they’re still very important to overarching business objectives. Financing may not
initially seem like a top concern for your marketing team to worry about, but think about
it this way: if your department can’t secure space in the budget to fully support your next
marketing campaign, how are you going to meet your goals. When people think about
financing, they often focused on the up-front costs of getting a new business off the
ground. But, in reality, financing is an ongoing concern for business owners and
company leaders, who need to make difficult budgeting decisions year after year and
quarter after quarter.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 26

LIFE LINE FEEDS

7)Distribution:

Distribution, you may be asking yourself isn’t that supply chain management’s problem.
Yes, but where you sell your products or services and how you get them into your
customer’s hands is also a marketing problem, whether you’re talking about digital or
physical distribution. Choosing the right distribution channels comes down to
understanding who your target customer is, how they view your brand and where they
expect to find you- all marketing-centric issues. You would never expect to find a Rolex
watch for sale at the dollar store, after all. Those brands represent two very different
market demographics.

3)Production department

• Production of egg

The company is selling 26.4 million eggs a year. Bird eggs are a common food source.
Most commercially produced chicken eggs intended for human consumption are
unfertilized, since the laying hens are kept without any rosters. Fertile eggs can be
purchased and eaten as well, with little nutritional difference. Fertile eggs will not
contain a developed embryo, as refrigeration prohibition cellular growth. Chicken eggs
are widely used in many types of cooking. Dishes the use eggs range from both sweet to
savory dishes. Eggs may be pickled hard-boiled and refrigerated or eaten raw, though
the latter is not recommended for people who may be susceptible to salmonella, such as
the elderly, the infirm or pregnant woman. In addition, the protein in raw eggs is only.
51% bio-available, whereas a cooked egg is nearer 91% bio- available, meaning the
protein of cooked eggs is nearly twice as absorbable as the protein from raw eggs. A
boiled egg can be distinguished from a raw egg without breaking the shell by spinning
it. A hard-boiled eggs contents are solid due to the denaturation of the protein, allowing
it to spin freely, while the inertia of the liquid contents of raw egg causes it to stop
spinning within approximately three rotations.

• Chicken and its placement

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 27

LIFE LINE FEEDS

The company is producing about 0.6 million birds a year and 1.2 million chicks a year.
Chickens generally live five to eleven years depending on the breed. Male chickens are
knowing as rooster’s cocks, or cockerels. Castrated roosters are called capons. Female
chickens are known as hens. Young females are knowing as pullets.

Domestic chickens are typically fed commercially prepared feed that includes a protein
source as well as grains. Chickens often scratch at the soil to search for insects and seed
hick boxes into the house with the appropriate number of boxes placed near each hover,
do not stack boxes over three high-being sure to leave ample space for air moment
between stacks. Before placing chicks under the brooder, check to make sure the brooder
is working and has the correct temperature, that water founts are free of litter, and that
feed is available in sufficient quantities. Unload the entire place the chicks under the
hovers. As the chicks are being removed from the boxes, place the empty chick boxes
against one side of the house to facilitate easy removing after all chicks have been placed
under the hovers.

• Brooding of Broilers:

Reduced area for the first 10 to 21 days, this may be a strip along the side of the houses,
or a section across the house in the centre or at one end. Usually from one-third to one-
half of the total area of the house is used for the brooding phase. Good ventilation for
partial house brooding works successfully. Consultation of serviceman or engineer is
required prior to going to partial brooding.

• Feeders:

Feeder lids are used during the first 7-10 days. Begin placing regular feeders at 3-4 days,
so that all regular feeders will be in place and in use by the 7th to 10th day. The most
widely used types of feeders are, had fill trough, had fill hanging tubes, mechanical chain
and centre less auger with pans

Feeding Numerous types of broilers feeding programs are in use today throughout the
poultry industry with the following two programs being the most widely used:

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 28

LIFE LINE FEEDS

• The feeding of a starter and finisher ration.

• The feeding of a starter / grower and a finisher ration.

4)Finance department

Structure of finance department

Administrative
manager

Supervisor

Clerk accountant

First division clerk

Second division clerk

Finance department

Finance function in life line feeds (India) pvt.ltd is committed to create to create an
infrastructure that is aligned to customer’s expectations. Finance basically comprises of
four functions. Corporate planning and provide feedback on business strategies. This
includes driving the budgeting process, providing strategic inputs for decision-making
and management reporting and analysis. The account function includes preparation and
maintenance of financial records, funds management, and expenses processing and

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 29

LIFE LINE FEEDS

treasury operations. Compliance ensures that every action is within the regulatory
framework. This includes reviewing compliance requirements and supporting the ethical
framework of life line feeds (India) pvt.ltd. Internal includes risk management and
business continuity plans for the enterprise. In the finance department.

• Functions of finance department:

• Preparation of financial planning
• Preparation of budgets
• Bills passing for the suppliers
• Cash as well as bank transactions
• MIS related activities such as generation of MIS and review for corrective
actions
• Supporter of other departments
• Preparation of profit and loss account
• Preparation of balance sheets

As these activities play important part in the function with the organization. Planning
and budgeting activities are done once a year and budgets so formed are reviewed
quarterly. Quarterly revisions or estimates are essential to transform the yearly data
contained in the budget to operational data pertaining to the immediate quarter
incorporating any factors that might have escaped the budget preparation due to over
right or due to any other reason.

5)Quality department

Manufacturers who regularly examine their company’s mission tend to have a sense of
who they are and where they are going. How many feed manufacturers know and
regularly examine the organization’s mission. The immediate response of some
manufacturers might be “Our mission is to make a profit”. Although making a profit is
certainly necessary for company survival, profit as a sole objective is short sighted.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 30

LIFE LINE FEEDS

“To provide customer with efficiently manufactured feeds that are correctly delivered to
their facilities and consistently contain the available nutrients required by animals for
body maintenance, growth or reproduction”. The following tools are necessary for feed
manufacturers to satisfy their mission.

Materials (feed ingredients, fuels, power, etc)

• Machinery (formulation equipment, feed delivery systems, feed storage

equipment, feed milling equipment, etc)
• People
• Procedures

Following are the steps through quality are achieved at life line feeds:

• Ingredient quality
• Process control
• Finished feed quality,
• Control of toxic substances, including pathogenic micro-organisms

Ingredient quality:

Since many of the major feed ingredients are by-products from other industries, feed
manufacturers often find themselves in an underdog sort of position in respect to
ingredients and ingredient quality.

The following steps outline one approach to communicating commitment to quality at

life line:

1. Commitment to quality begins with you

2. Decide what you want in ingredients and put it in writing
3. Examine all incoming ingredients thoroughly
4. Have ingredient sample analyzed by a qualified laboratory
5. Communicate often with your suppliers about quality

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 31

LIFE LINE FEEDS

6. Adjust your formulas to reflect the assays you are receiving

7. File every deficiency claims possible

Process control

The process by which high-quality ingredient are made into high-quality feeds involves
three components within the feed mill: personnel, machinery and procedures. If quality
is lacking in any of these three components, the consistent production of high-quality
feeds is unlikely. However, it is equally important to ensure that personnel, machinery
and procedures are “blended” together toward the goal of efficient production of high-
quality feeds.

1. Machinery
2. Procedure

Quality and process control

Once quality personnel, machines and procedures have been established, control can best
be maintained by applying effort at the “quality pressure points” in the mill, these
“pressure points” are

1. Ingredient inventories
2. Verification of equipment cleanliness and condition
3. Batch system validation
4. Mixing
5. Pelleting and pellet cooling
6. Meters and scales
7. Truck inspection and clearing

Finished feed quality

In many situations, feeds are used rapidly following manufacture and animals consume
the feeds before any assays can be performed. However, finished-feed assays are

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 32

LIFE LINE FEEDS

necessary and important because they provide the mill with a “final report card” on how
well quality was controlled.

System

System refers to all the rules, regulation and formal procedure and unformal that
complement organizational structure. It includes buying and selling, planning and
controlling system, capital budgeting system, recruitment, training and development
schemes.

In REYEN there is a separate department to plan and control the buying activities in this
department the organization has to account for how much raw materials the trucks have
to bring. The buying is planned according to demand of the sponge iron in the market.
Recruitment is the process of searching prospective employee and the recruitment of
employees are carried out at the head office, Bellary in the human resources department.
In case of vacancies or in case of appointing from outside, the REYEN recruit people
through consultancies, employment exchange and sometimes it will be published in
newspapers. They conduct interview. The qualified suitable candidates selected to the
right job and they will provide training and development programs and opportunities and
the minimum period of training varies from a week to a month.

System flow process

1. Prepare internal work order

2. Planning team-indent after checking with stores
3. Purchase team-purchase order on raw material supplies
4. Goods receipt note at stores
5. Incoming material inspection-ok, re-work, reject
6. Reject-send back to supplies for replacement
7. In-process inspection
8. Assembly
9. Final testing / test certificate

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 33

LIFE LINE FEEDS

10. Packing / dispatch

11. Local transport from factory to their outlets

Systems are the processes and procedures of the company, which revel business daily
activities and how decisions are made. Systems are the area of the firm that determines
how business is done and it should be the main focus for managers during organizational
change.

Skills

Skills refer to the abilities of employees to complete tasks. A study suggests that 45%
of respondents reported that a skill gap caused a loss in productivity. Skills gaps
overburden experienced employees who have to pick up the slack for their co-worker’s
inexperience.

It’s essential to identify the skill gaps and create relevant employee training programs to
bridge these gaps.

Shared values

These are the core values governing an organization’s health. While implementing a
change, organizations expect a behavioral modification from their employees, which is
only possible in a strong change culture and organizational values.

• Customer first: Delivering products for customers through stringent quality

production process.
• Employee friendly: Caring through welfare measures and healthy working
environment.
• Eco sustainable: Showing concern on mother earth by optimum utilization of
natural resources, and environmental initiatives.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 34

LIFE LINE FEEDS

Staff

This element represents the talent pool required, the size of the existing workforce, and
their motivations. It also considers how they are trained and rewarded within the
organization. Life line feeds always thinks that their employees are the greatest asset of
the company, they are taken care at best

How to implement McKinney 7s model

Change agent can effectively implement the McKinsey 7-S model using a top-bottom
approach.

You must identify which elements of the 7-S framework you need to realign to improve
organizational performance or to maintain alignment and performance during other
changes such as restructuring, process improvement, a corporate merger, new software
implementation, or a leadership change.

Here are the following action items to consider before applying the 7-S model:

1)Identify the gaps and unaligned processes

Identify the gaps and inconsistencies in your organization’s existing business processes
and list out the unaligned areas, as well as what needs to change to restore the effective
balance.

2)Determine the ideal organizational design

This step is research-intensive and requires change leaders to find the sweet spot where
management’s vision of an optimal organizational design aligns well with the sentiments
across the rest of the team members.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 35

LIFE LINE FEEDS

3)Create an effective action plan

After identifying the outliers, change agents must create a detailed plan
implementation The action plan should include required changes to the organization’s
hierarchy, the communication flow, and reporting relationships, which will allow the
company to achieve the desired organizational design.

4)Implement the change

The change implementation stage is the most critical stage of any change initiative, and
only well-implemented changes will avoid resistance to change and prevent overall change
failures. You should identify internal change agents or hire change consultants best suited
to implement your changes.

5)Maintain the momentum with continuous review processes

These seven elements are highly dynamic and change constantly. Therefore, practitioners
must track these elements and their impact on one another to maintain the momentum of
change.

The practical applications of this model including both the failure & success of
organizational change projects can be seen by studying the following corporate examples:

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 36

LIFE LINE FEEDS

PORTER’S FIVE FORCE MODEL

Porters five forces framework is a method of analyzing the operating environment of a

competition of a business. If draws from industrial organization economics to derive five
force that determine the competitive intensity and, therefore, the attractiveness of an
industry in terms of its profitability.

Threat of
new
entrants

Barganing Bargaining
power of power of
customers suppliers
Porters
five force
model

Rivalry
Threat of
among
substitutes
existing
competitors

Figure 3.2: porters five force model

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 37

LIFE LINE FEEDS

1. Threat of new entrants

2. Bargaining power of suppliers
3. Rivalry among existing competitors
4. Threat of substitutes
5. Bargaining power of customers

The Porter’s five forces definition suggests a paradigm for analyzing the competitive forces
at play in an industry, which determines the distribution of economic value among industry
participants. The purpose of Porter’s Five Forces model is to evaluate the competitive
environment of a certain industry. Porter’s five forces importance is immense as all of these
forces represent a crucial aspect of designing a business strategy in light of the market.

With the help of Porter’s Five Forces evaluation, a business owner can gauge the market’s
competitiveness.

If these influences are extremely potent, they contribute to the overall unattractiveness of
the industry. This is because the intensity of each negatively impacts the chance of total
profitability. Therefore, a desirable industry is one where “pure competition” occurs, and
all participants can earn fair profitability.

American academic Michael Porter’s findings, first presented in his landmark 1979
Harvard Corporate Review essay, inspired a breakthrough in the strategy area and continue
to influence business practice and academic thought. Its study may assist businesses in
evaluating market attractiveness, how industry developments will affect competitiveness,
which industries they should compete in, and how to equip themselves for performance.

Using Porter’s Five Forces in combination with a SWOT analysis will assist in
understanding the company’s position in the marketplace. A SWOT analysis is a
microanalytical tool focusing on a single company’s data and analysis. In contrast, Porter’s
Five Forces is a macro analytical tool focusing on the industry’s economy. As a result,
Porter’s five forces disadvantages is that it may lead to over-planning and hamper timely
decision-making.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 38

LIFE LINE FEEDS

1)Threat of new entrants

New entrants put pressure on current organizations within an industry through their desire
to gain market share. This in turn puts pressure on prices, costs, and the rate of investment
needed to sustain a business within the industry. The threat of new entrants is particularly
intense if they are diversifying from another market as they can leverage existing expertise,
cash flow, and brand identity which puts a strain on existing companies’ profitability.

Barriers to entry restrict the threat of new entrants. If the barriers are high, the threat of
new entrants is reduced, and conversely, if the barriers are low, the risk of new companies
venturing into a given market is high. Barriers to entry are advantages that existing,
established companies have over new entrants.

Michael E. Porter differentiates two factors that can have an effect on how much of a threat
new entrants may pose:

The most attractive segment is one in which entry barriers are high and exit barriers are
low. It is worth noting, however, that high barriers to entry almost always make exit more
difficult.

Michael E. Porter lists 7 major sources of entry barriers:

• Supply-side economies of scale:

spreading the fixed costs over a larger volume of units thus reducing the cost per unit. This
can discourage a new entrant because they either have to start trading at a smaller volume
of units and accept a price disadvantage over larger companies, or risk coming into the
market on a large scale in an attempt to displace the existing market leader.

• Demand -side benefits of scale:

this occurs when a buyer's willingness to purchase a particular product or service increases
with other people's willingness to purchase it. Also known as the network effect, people

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 39

LIFE LINE FEEDS

tend to value being in a 'network' with a larger number of people who use the same
company.

• Customer switching costs:

These are well illustrated by structural market characteristics such as supply chain
integration but also can be created by firms. Airline frequent flyer programs are an
example.

• Capital requirements:

clearly the Internet has influenced this factor dramatically. Websites and apps can be
launched cheaply and easily as opposed to the brick-and-mortar industries of the past.

• Incumbency advantages independent of size.

• Unequal access to distribution channels – if there are a limited number of
distribution channels for a certain product/service, new entrants may struggle to
find a retail or wholesale channel to sell through as existing competitors will have
a claim on them.
• Government policy such as sanctioned monopolies, legal franchise
requirements, patents, and regulatory requirements.

This is all about the threat of new entrants in the porters five force model.

2)Bargaining power of suppliers

The bargaining power of suppliers is also described as the market of inputs. Suppliers of
raw materials, components, labor, and services (such as expertise) to the firm can be a
source of power over the firm when there are few substitutes. If you are making biscuits
and there is only one person who sells flour, you have no alternative but to buy it from
them. Suppliers may refuse to work with the firm or charge excessively high prices for
unique resources.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 40

LIFE LINE FEEDS

• Potential factors are:

• Supplier switching costs relative to firm switching costs
• Degree of differentiation of inputs
• Impact of inputs on cost and differentiation
• Presence of substitute inputs
• Strength of the distribution channel
• Supplier concentration to the firm concentration ratio
• Employee solidarity (labor union)
• Supplier competition: the ability to forward vertically integrate and cut out the
buyer.

3)Rivalry among existing competitors

Competitive rivalry is a measure of the extent of competition among existing firms. Price
cuts, increased advertising expenditures, or investing in service/product enhancements and
innovation are all examples of competitive moves that might limit profitability and lead to
competitive moves. For most industries, the intensity of competitive rivalry is the biggest
determinant of the competitiveness of the industry. Having an understanding of industry
rivals is vital to successfully marketing a product. Positioning depends on how the public
perceives a product and distinguishes it from that of competitors. An organization must be
aware of its competitors' marketing strategies and pricing and also be reactive to any
changes made. Rivalry among competitors tends to be cutthroat and industry profitability
is low while having the potential factors below:

Potential factors:

• Sustainable competitive advantage through innovation

• Competition between online and offline organizations
• Level of advertising expense
• Powerful competitive strategy which could potentially be realized by adhering to
• Porter's work on low cost versus differentiation.
Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 41
LIFE LINE FEEDS

• Firm concentration ratio

4)Threat of substitute

A substitute product uses a different technology to try to solve the same economic need.
Examples of substitutes are meat, poultry, and fish; landlines and cellular telephones;
airlines, automobiles, trains, and ships; beer and wine; and so on. For example, tap water
is a substitute for Coke, but Pepsi is a product that uses the same technology (albeit
different ingredients) to compete head-to-head with Coke, so it is not a substitute. Increased
marketing for drinking tap water might "shrink the pie" for both Coke and Pepsi, whereas
increased Pepsi advertising would likely "grow the pie" (increase consumption of all soft
drinks), while giving Pepsi a larger market share at Coke's expense.

Potential factors:

• Buyer propensity to substitute. This aspect incorporated both tangible and

intangible factors. Brand loyalty can be very important as in the Coke and Pepsi
example above; however, contractual and legal barriers are also effective.
• Relative price performance of substitute
• Buyer's switching costs. This factor is well illustrated by the mobility industry.
uber and its many competitors took advantage of the incumbent taxi industry's
dependence on legal barriers to entry and when those fell away, it was trivial for
customers to switch. There were no costs as every transaction was atomic, with no
incentive for customers not to try another product.
• Perceived level of product differentiation which is classic Michael porter in the
sense that there are only two basic mechanisms for competition –
• lowest price or differentiation. Developing multiple products for niche markets is
one way to mitigate this factor.
• Number of substitute products available in the market
• Ease of substitution
• Availability of close substitutes

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 42

LIFE LINE FEEDS

5)Bargaining power of buyers

The bargaining power of customers is also described as the market of outputs: the ability
of customers to put the firm under pressure, which also affects the customer's sensitivity to
price changes. Firms can take measures to reduce buyer power, such as implementing a
loyalty program. Buyers' power is high if buyers have many alternatives. It is low if they
have few choices.

Potential factors:

• Buyer concentration to firm concentration ratio

• Degree of dependency upon existing channels of distribution
• Bargaining leverage, particularly in industries with high fixed costs
• Buyer switching costs
• Buyer information availability
• Availability of existing substitute products
• Buyer price sensitivity
• Differential advantage (uniqueness) of industry products
• RFM (customer values) Analysis

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 43

LIFE LINE FEEDS

CHAPTER - 4

SWOC Analysis

Figure 4.1: SWOC analysis

SWOC analysis is a strategic planning method used to research external and internal factors
which affect company success and growth. Firms use SWOC analysis to determine the
Strengths, Weaknesses, Opportunities, and Challenges of their firm, products, and
competition.

SWOC analysis is relevant to SWOT analysis. SWOT examines strengths, weaknesses,

and opportunities. But it focuses on threats rather than challenges, The two are similar but
they do have their differences, which is why firms may choose to use SWOC or SWOT.

When beginning a SWOC analysis of a product or firm, you must go through each section
individually. Starting with…

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 44

LIFE LINE FEEDS

1. Strength

Strengths are features which benefit the company, such as product sales. For example, sales
for the life line products are growing 3% each month. But product X is seeing a 3% monthly
decline. In this case, life line products which brings in more revenue, is where the firm
should focus efforts to continue profit growth.

Strengths can also be more abstract. If you’ve decided to build a product because you know
you can offer it cheaper than your competitor, this is an overall strength of the company.
Or if you have records of better customer service via positive reviews online, this is a
strength you can use to your advantage. Strengths can be documented through statistics,
customer service reviews, and surveys.

• Technically good support staff and marketing network

• Modern and most advanced technology and method of production is adopted
• It adopts quality management system
• There are adequate internal control procedures commensurate with size of company
and nature of its business
• Farm produces chicken per day
• Good and dedicated employees for growth of the company
• Innovative R&D
• Corporate culture
• Good infrastructural facilities
• Sophisticated information system
• There is a strong bond between different levels of management
• The top-level management takes the suggestion of lower-level management while
making crucial decisions
• Good support system of transportation and medical facilities are provided.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 45

LIFE LINE FEEDS

2. Weakness

The next step is noticing weaknesses. Weaknesses cause a company to struggle. For
example, if you’ve decided to target a younger audience but your packaging is still
dedicated to senior citizens, the new consumer base will struggle to connect to the product.
This will show in reports, and cause an internal struggle within the company. Weaknesses
need to be documented and acknowledged to handle them promptly before it spreads and
leads to overall destruction.

• When the monsoon is not factorable the profit margin comes down by itself
• Hence the price of raw material comes up
• Margin of profit is very thin
• Cost cutting being difficult due to competition from local vendors
• Cost cutting being difficult due to competition from local vendors
• Stress on the domestic market
• Difficulty in entering foreign markets due to high safety standards
• Complete computerization has not been possible
• Customers are driven by old practices
• Not using the latest equipment
• The company finds difficult to export due to the various high standards set by
different countries
• Manpower handling is difficult as labor turnover is high

3. Opportunities

Opportunities are often external. They provide ways for firms to grow successfully. For
example, a digital marketing agency helps a client develop an effective email marketing
strategy. The agency has been thinking of doing graphic design so they offer a reduced fee
to re-do the existing clients logo. This is an opportunity for the agency to develop a new
section of their business without having to devise a marketing plan because they can reach

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 46

LIFE LINE FEEDS

out to existing clients. Being open to opportunities, knowing when to look for them, can
boost a firm’s success. Documenting past opportunities can help create a plan on how to
capitalize future opportunities.

• Bright growth prospectus for processing industry all over India

• Growing number in non-vegetarianism
• Increase in people awareness about hygienic and quality meat
• Successful building of customer base
• Upcoming retail outlets in Karnataka and other states
• Ample scope for exports development
• Development of brand is very much possible
• There is strong brand loyalty among people who buy companies product

4. Challenges

The final step in SWOC analysis is acknowledging challenges. This is how SWOC and
SWOT analysis differ because SWOT analysis focuses on threats. Challenges are similar
to threats but have the chance of being overcome. Threats have the potential to damage a
firm, but challenges often already exist and need to be handled appropriately.

The step is crucial. IF you’ve already examined the strengths, weaknesses, and
opportunities but skip assessing challenges, you may be on the path to failure. Challenges
can greatly undermine any progress you’ve made, so by ignoring this step, you’ve opened
yourself up to potential failure.

• There are equal number of vegetarians who are conservative and still opt for
vegetarianism
• The possible challenge to project is from disease bird’s flu
• Growing competition (Suguna chicken, Godrej agro vet etc)
• Local threat – Government and political interference in functionality of the business
• Volatile nature of business

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 47

LIFE LINE FEEDS

• Low-cost chicken in the market

• Managing proper infrastructure is difficult
• Due to the government opening for FDI in retail market there is challenge of
foreign brands overtaking
• The environmental control bodies keep changing the clauses this is a continuous
threat to the poultry industry

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 48

LIFE LINE FEEDS

CHAPTER - 5
FINANCIAL STATEMENT ANALYSIS

Introduction to financial statement

Financial statement analysis is method of reviewing and analyzing the financial reports of
the company in order to know the past, present and projected future performance. The goal
is to enhance the ability to make a sound judgement about a company’s financial strengths
and future prospects by showing the benefits of financial statements.

This process of reviewing helps for better economic decision making. Publicly listed
companies are required to file their statements with the relevant authorities as per the law
and companies are also obligated to provide their financial reports to their stake holders. It
is the process to analyze them effectively so that future profitability and cash flows can be
forecasted.

The main purpose of the financial statement analysis is to utilize information about the past
performance of the company in order to predict the future performance.

It is the ultimate output of an accounting information system has the following components;

• Income statement
• Balance sheet
• Statement of cash flows
• Statement of equity

Relevant financial information is presented in a structured format and accompanied by the

management discussion analysis and balance sheet reports on the company’s assets and
liabilities and the owner’s equity and detailing the balance of income and expenditure over
the preceding periods.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 49

LIFE LINE FEEDS

M/S LIFELINE FEEDS (INDIA) PRIVATE LIMITED CHIKMAGLUR – 577101

PROFIT AND LOSS ACCOUNT FOR THE YEAR ENDED 31st MARCH 2019

PARTICULARS RS (in Cr)

INCOME
Revenue from operations 2738.42
(gross)
Less: Excise/service tax/other levies 0.00
Revenue from operations (net) 2738.42
Total operating revenues 2738.42
Other income 44.59
Total revenue 2783.01
Expenses
Cost of materials consumed 2220.68
Purchase of stock-in trade 0.00
Operating and direct expenses 18.53
Changes in inventories and stock-in 12.80
trade 82.84
Employee benefit expenses 1.25
Finance cost 20.28
Depreciation and amortization 96.15
expenses 2452.53
Other expenses 330.49
Total expenses 5.18
P/L before tax 335.67
Exceptional items

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 50

LIFE LINE FEEDS

P/L before tax 109.84

Tax expenses-continued operations 0.00
Current tax 2.34
Less: MAT credit entitlement 0.00
Deferred tax 112.18
Tax for earlier years 223.49
Total tax expenses 223.49
P/L after tax & before 223.49
extraordinary
P/L from continuing operations
P/L for the period 16.40
Other additional information 16.40
Earnings per share
Basic EPS (Rs.)
Diluted EPS (Rs.) 0.00
Value of imported & indigenous 0.00
raw materials stores, spares and
loose tools 0.00
Imported raw materials 0.00
Indigenous raw materials
Stores, spares & loose tools 98.55
Imported stores & spares 0.00
Indigenous stores & spares 400.00
Dividend & dividend percentage
Equity share dividend
Tax on dividend
Equity dividend rate (%)

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 51

LIFE LINE FEEDS

BALANCE SHEET FOR THE YEAR ENDED 31st MARCH 2019

PARTICULARS RS (in Cr)

Equity & liabilities

Shareholders fund
Equity share capital 113.62
Total share capital 13.62
Reserve & surplus 1048.66
Total reserves and surplus 1048.66
Total shareholders fund
Non-current liabilities
Long term borrowings 0.00
Deferred tax liabilities (net) 21.07
Other long-term liabilities 3.75
Long term provisions 1.05
Total non-current liabilities 25.86
Current liabilities
Short term borrowings 0.00
Trade payables 159.22
Other current liabilities 28.42
Short term provision 1.18
Total current liabilities 188.83
Total capital & liabilities 1276.97
ASSETS
Non-currents assets
Tangible assets 155.85
Intangible assets 0.18

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 52

LIFE LINE FEEDS

Capital work-in-progress 7.92

Other assets 0.00
Fixed assets 163.96
Non-current investments 179.50
Deferred tax assets (net) 0.00
Long term loans & advances 0.92
Other non-current assets 25.63
Total non-current assets 370.00
Current assets
Current investments 518.98
Inventories 224.83
Trade receivables 16.09
Cash & cash equivalents 140.70
Short term loans & advances 0.88
Other current assets 5.49
Total current assets 906.98
Total assets 1276.97
Other additional information
Contingent liabilities commitments
Contingent liabilities 152.98

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 53

LIFE LINE FEEDS

PROFIT AND LOSS ACCOUNT FOR THE YEAR ENDED 31st MARCH 2020

PARTICULARS RS (in Cr)

INCOME
Revenue from operations 3,162.57
(gross)
Less: Excise/service tax/other levies 0.00
Revenue from operations (net) 3,162.57
Total operating revenues 3,162.57
Other income 60.62
Total revenue 3,223.19
Expenses
Cost of materials consumed 2,603.84
Purchase of stock-in trade 0.00
Operating and direct expenses 23.34
Changes in inventories and stock-in trade -15.86
Employee benefit expenses 93.40
Finance cost 1.21
Depreciation and amortization expenses 20.99
Other expenses 119.89
Total expenses 2,846.81
P/L before tax 376.37
Exceptional items 0.00
P/L before tax 376.37
Tax expenses-continued operations
Current tax 93.21
Less: MAT credit entitlement 0.00
Deferred tax -2.82

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 54

LIFE LINE FEEDS

0.00
Tax for earlier years 90.40
Total tax expenses 285.98
P/L after tax & before extraordinary 285.98
P/L from continuing operations 285.98
P/L for the period
Other additional information
Earnings per share 20.99
Basic EPS (Rs.) 20.99
Diluted EPS (Rs.)
Value of imported & indigenous raw
materials stores, spares and loose tools 0.00
Imported raw materials 0.00
Indigenous raw materials
Stores, spares & loose tools 0.00
Imported stores & spares 0.00
Indigenous stores & spares
Dividend & dividend percentage 147.83
Equity share dividend 0.00
Tax on dividend 510.00
Equity dividend rate (%)

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 55

LIFE LINE FEEDS

BALANCE SHEET FOR THE YEAR ENDED 31ST MARCH 2020

PARTICULARS RS (in Cr)

Equity & liabilities
Shareholders fund
Equity share capital 13.62
Total share capital 13.62
Reserve & surplus 1,185.94
Total reserves and surplus 1,185.94
Total shareholders fund 1,199.57
Non-current liabilities
Long term borrowings 0.00
Deferred tax liabilities (net) 18.25
Other long-term liabilities 3.91
Long term provisions 0.86
Total non-current liabilities 23.02
Current liabilities
Short term borrowings 0.00
Trade payables 197.49
Other current liabilities 30.67
Short term provision 2.24
Total current liabilities 230.40
Total capital & liabilities 1,452.99
ASSETS
Non-currents assets
Tangible assets 146.05
Intangible assets 0.14
Capital work-in-progress 23.35

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 56

LIFE LINE FEEDS

Other assets 0.00

Fixed assets 169.54
Non-current investments 116.22
Deferred tax assets (net) 0.00
Long term loans & advances 0.68
Other non-current assets 17.29
Total non-current assets 303.74
Current assets
Current investments 545.39
Inventories 370.36
Trade receivables 31.73
Cash & cash equivalents 188.66
Short term loans & advances 1.07
Other current assets 12.04
Total current assets 1,149.25
Total assets 1,452.99
Other additional information
Contingent liabilities commitments
Contingent liabilities 151.10

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 57

LIFE LINE FEEDS

PROFIT AND LOSS ACCOUNT FOR THE YEAR ENDED 31st MARCH 20221

PARTICULARS RS (in Cr)

INCOME
Revenue from operations 3242.51
(gross)
Less: Excise/service tax/other levies 0.00
Revenue from operations (net) 3242.51
Total operating revenues 3242.51
Other income 64.37
Total revenue 3306.88
Expenses
Cost of materials consumed 2615.21
Purchase of stock-in trade 0.00
Operating and direct expenses 25.90
Changes in inventories and stock-in trade 5.12
Employee benefit expenses 103.59
Finance cost 0.49
Depreciation and amortization expenses 21.33
Other expenses 131.04
Total expenses 2902.68
P/L before tax 404.19
Exceptional items 0.00
P/L before tax 404.19
Tax expenses-continued operations

Current tax 100.52

Less: MAT credit entitlement 0.00

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 58

LIFE LINE FEEDS

Deferred tax 1.70

Tax for earlier years 0.00
Total tax expenses 98.82
P/L after tax & before extraordinary 305.37
P/L from continuing operations 305.37
P/L for the period 305.37
Other additional information
Earnings per share
Basic EPS (Rs.) 22.41
Diluted EPS (Rs.) 22.41
Value of imported & indigenous raw
materials stores, spares and loose tools
Imported raw materials 0.00
Indigenous raw materials 0.00
Stores, spares & loose tools
Imported stores & spares 0.00
Indigenous stores & spares 0.00
Dividend & dividend percentage
Equity share dividend 1.36
Tax on dividend 0.00
Equity dividend rate (%) 625.00

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 59

LIFE LINE FEEDS

BALANCE SHEET FOR THE YEAR ENDED 31st MARCH 2021

PARTICULARS RS (in Cr)

Equity & liabilities

Shareholders fund
Equity share capital 13.62
Total share capital 13.62
Reserve & surplus 1489.64
Total reserves and surplus 148964
Total shareholders fund 1503.26
Non-current liabilities
Long term borrowings 0.00
Deferred tax liabilities (net) 16.56
Other long-term liabilities 4.62
Long term provisions 0.00
Total non-current liabilities
Current liabilities
Short term borrowings 0.00
Trade payables 213.54
Other current liabilities 29.52
Short term provision 1.69
Total current liabilities 244.75
Total capital & liabilities 1769.19
ASSETS
Non-currents assets
Tangible assets 157.19
Intangible assets 0.11
Capital work-in-progress 0.12

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 60

LIFE LINE FEEDS

Other assets 0.00

Fixed assets 157.42
Non-current investments 197.04
Deferred tax assets (net) 0.00
Long term loans & advances 0.73
Other non-current assets 21.63
Total non-current assets 376.82
Current assets
Current investments 995.31
Inventories 314.00
Trade receivables 20.40
Cash & cash equivalents 47.19
Short term loans & advances 0.95
Other current assets 14.52
Total current assets 1392.37
Total assets 1769.19
Other additional information
Contingent liabilities commitments
Contingent liabilities 0.90

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 61

LIFE LINE FEEDS

RATIO ANALYSIS
The above income statement and balance sheet is analyzed by using ratios. Ratio analysis
is a quantitative method of gaining insight into a company's liquidity, operational
efficiency, and profitability by studying its financial statements such as the balance
sheet and income statement. Ratio analysis is a cornerstone of fundamental equity
analysis.

Types of ratio analysis

1. Net profit ratio
2. Current ratio
3. Quick ratio
4. Profitability ratio

1)Net profit ratio

Net Profit Ratio, also referred to as the Net Profit Margin Ratio, is a profitability ratio that
measures the company’s profits to the total amount of money brought into the business. In
other words, the net profit margin ratio depicts the relationship between the net profit after
taxes and net sales taking place in a business.

It is a profitability ratio and hence, expressed in the form of percentages. Net profit ratio is
regarded as a good measure of the firm’s overall performance and it becomes more
effective when it is used in conjunction with the evaluation of the working capital of the
firm.

It helps in determining the overall efficiency of the business and net profit ratio is not
considered as a reliable indicator of cash flows as it comprises many expenses such as non-
cash expenses, accrued expenses, depreciation and amortization.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 62

LIFE LINE FEEDS

The formula for calculating net profit ratio is

Net Profit Ratio = (Net Profit / Net Sales) × 100

Where, Net Profit = Gross Profit + Indirect Income – Indirect Expenses

Net Sales = Sales – Returns

year 2019 2020 2021

PAT 2,23,49,00,000 2,85,94,00,000.00 3,05,37,00,000
sales 27830100000.00 32231900000.00 33,06,88,00,000
NET
PROFIT
RATIO 0.08 0.09 0.09

NET PROFIT RATIO

0.10 0.09

0.09 0.09

0.09
0.08
0.08

0.08

0.07
2019 2020 2021

The net profit ratio during the year 2019 is 0.08 and during the year 2020 is 0.09 and during
the year 2021 is 0.09.
A good margin will vary considerably by industry and size of business, but as a general
rule of thumb, a 10% net profit margin is considered average, a 20% margin is considered
good, and a 5% margin is low. The ratio is decreasing year on year. decrease in net profit
ratio shows that the

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 63

LIFE LINE FEEDS

2)Current ratio
The current ratio is a liquidity ratio that is used to calculate a company’s ability to meet its
short-term debt and obligations, or those due in a single year, using assets available on
its balance sheet. It is also known as working capital ratio. A current ratio of one or more
is preferred by investors. A current ratio less than one is an indicator that the company may
not be able to service its short-term debt. On the other hand, a current ratio greater than one
can also be a sign that the company has too much unsold inventory or cash on hand.

Formula
Current Ratio = Current Assets/Current Liabilities

YEARS 2019 2020 2021

CURRENT ASSETS 9,06,98,00,000.00 11,49,25,00,000.00 13,92,37,00,000
CURRENT
LIABILITY 1,88,83,00,000.00 2,30,40,00,000.00 2,44,75,00,000
CURRENT RATIO 4.80 4.99 5.69

CURRENT RATIO
5.80 5.69
5.60
5.40
5.20
4.99
5.00
4.80
4.80
4.60
4.40
4.20
2019 2020 2021

The current ratio during the year 2019 is 4.80 and during the year 2020 is 4.99 and during
the year 2021 is 5.69.
Here the current ratio during 2021 is more compared to the years 2019 and 2020

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 64

LIFE LINE FEEDS

3)Quick ratio

Quick Ratio is also known as the acid-test ratio or liquidity ratio. It measures the ability of
a company to meet its short-term financial obligations with quick assets. It is mostly used
by analysts in analyzing the creditworthiness of a company or assessing how fast it can pay
off its debts if due for payment right now. Quick assets refer to assets that can be converted
to cash within one year (or the operating cycle, whichever is longer).

Formula
Quick ratio = Quick assets / Current liabilities

YEARS 2019 2020 2021

CURRENT ASSETS 9,06,98,00,000.00 11,49,25,00,000.00 13,92,37,00,000
CURRENT
LIABILITY 1,88,83,00,000.00 2,30,40,00,000.00 2,44,75,00,000
INVENTORY 2,24,83,00,000 3,70,36,00,000 3,14,00,00,000
QUICK RATIO 3.61 3.38 4.41

QUICK RATIO
5.00
4.41
4.50
4.00 3.61
3.38
3.50
3.00
2.50
2.00
1.50
1.00
0.50
0.00
2019 2020 2021

The quick ratio during the year 2019 is 3.61 and during the year 2020 is 3.38 and during
the year 2021 is.
Here the quick ratio during the year 2021 is more compare to the years 2019 and 2020

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 65

LIFE LINE FEEDS

4) EPS (Earning per share)

Earnings per share (EPS) is a financial metric calculated by dividing the met income by
the total number of outstanding common shares. Investors use EPS to assess a company’s
performance and profitability before investing. Higher EPS means the company is more
profitable.

YEARS 2019 2020 2021

PAT 2,23,49,00,000 2,85,94,00,000.00 3,05,37,00,000
NO OF ESH 13,62,00,000.00 13,62,00,000.00 13,62,00,000.00
EPS 16.40895742 20.99412628 22.42070485

EPS
25

20

15

10

0
2019 2020 2021

The EPS during the year 2019 is 16.40 and during the year 2020 is 20.99 and during the
year 2021 is 22.42.
Here the EPS of 2021 is more compared to 2019 and 2020

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 66

LIFE LINE FEEDS

CONCLUSION

Life line feeds (India) pvt.ltd. is the company which started small with animal feed
distribution in the mid 80’s. Facing lot of crises due to the fear psychosis among the
consumer due to bird flu news. Despite of problems the company is procuring profit. It
can be viewed in break-even analysis. It is also clear from the study that it is efficient to
manage the cost of the company. Selling and distribution expenses are also in the control
of the company. In the year 2020-21.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 67

LIFE LINE FEEDS

CHAPTER – 6

LEARNING EXPERIENCE

After going through this internship program lot of exposure to the overall working
environment of the organization and got to know about Management skills, how to
counter the problem, and how to deal with different kind of people. Also got a chance to
meet lot of people whose ideas and knowledge motivated to carry on the program.

I got to know about the working culture of the company and working environment pf the
top, middle, low level management and also about the quality maintenance and the
information of chicken feeds.

During my internship the information of things by which I have learned a lot. Internship
gave me the opportunity to learn valuable information and acquire skills about my career.
The main purpose of my organization study was to acquire some knowledge and skill by
working in a practical environment and later on apply the same in a real scenario tackle
the problems.

The exposure received during organizational study Live line feeds company have
understood the overall working process of the company and known the culture of the
organization. It will help in my future career. During my organizational study it’s an
opportunity to understand top level management it is one of the good opportunities. The
organization study has given me practical exposure and learnt many things.

Learning’s from SWOC

SWOC is an “strengths,” “weaknesses,” “opportunities” and “challenges,” key

elements in strategic planning. A SWOC analysis looks at these areas of an
organization, team, department or other business structure to make decisions about
business development and continuous improvement activities. Most commonly used in

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 68

LIFE LINE FEEDS

business, SWOC analysis can also be applied to personal planning in almost any area,
such as finances, a career or education.

And also, from SWOC analysis I learnt about assessing capabilities. Reviewing strengths
and weaknesses creates a base from which to plan for improvement and to capitalize on
what is being done well. If a company has a strong, well-trained, dedicated sales staff, it
may not need to use a lot of resources to develop sales and can improve other weaker
areas of the business. A SWOC analysis would show the sales force as a strength.
Weaknesses are usually easy to identify but difficult to prioritize. A SWOC analysis of
weaknesses lists each weakness, such as challenges from competitors, legal compliance
issues, and cash flow problems, along with reasons for the weakness and possible
improvements to mitigate or eliminate them.

Learning’s from mc Kinsey 7s framework

I also learned about the work flow in the organization and the strategies they make for
more sales, the structure, skills, and the staff. Every person in the company were very
supportive and they gave the inputs that they have experienced.

Learnings from porter’s five force model

From this porter’s five force model I learnt about what the company need to target, and
I learnt about what are the demands for the products of life line feeds. And I learnt that
we should be aware of our risks and as well as our opportunities in the market, and the
industry trends. The are some of the things I learnt.

The internship opportunity provided by Life line feeds has helped me to fulfil not only
my course objective but also enabled me to learn about the organization. The skills I’ve
learned during this period will definitely help in my future days. I am thankful to the
management for giving me this opportunity to be a part of the Life line feeds company
and I will forever remember the experience.

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 69

LIFE LINE FEEDS

BIBLIOGRAPHY

webilography

• LIFE LINE FEEDS (INDIA) PVT. LTD. || An ISO 9001 : 2015 Certified Company
• LIFE LINE FEEDS (INDIA) PRIVATE LIMITED - Company Profile, Directors, Revenue &
More - Tofle

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 70

LIFE LINE FEEDS

ANNEXURE

Figure 6.1: Company

Figure 6.2: warehouse

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 71

LIFE LINE FEEDS

Department of MBA, Vidyavardhaka College of Engineering, Mysuru Page 72