Report on

Internship (20MBA IN 307) at

APOLLO TYRES LTD

BY
ANJANA KANNAN

1AY21BA152

Submitted to

VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELAGAVI

In partial fulfilment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION
Under the guidance of

INTERNAL GUIDE EXTERNAL GUIDE

Prof.ANITABAI KP Renjith
Assistant professor Senior ABU
Acharya Institute of Technology Manager Apollo tyres ltd

Department of MBA
Acharya Institute of Technology, Soladevanahalli,
Hesaraghatta Main Road, Bengaluru – 107
March 2023
 DECLARATION

I, ANJANA KANNAN, hereby declare that the Internship report with reference to
“APOLLO TYRES LTD” is prepared by me under the guidance of ANITABAI, faculty of
M.B.A Department, AIT, and external assistance by KP RENJITH SENIOR ABU
MANAGER. I also declare that the Internship has been carried out towards the partial
fulfillment of the university regulations for the award of degree of Master of Business
Administration by Visvesvaraya Technological University, Belagavi. I have undertaken
the Internship for a period of four weeks. This report has not been submitted to any other
University / Institution for the award of any degree / diploma.

Place: Signature of the Student

Date:
 ACKNOWLEDGEMENT

I wish to express my sincere thanks to our respected Principal, Dr. Rajat Hegde, and deep
sense of gratitude to HOD, MBA, Acharya Institute of Technology, Bengaluru for their
kind support and encouragement in completion of the Internship.

I would like to thank external guide Mr. KP RENJITH, ABU SENIOR MANAGER,
APOLLO TYRES, COCHIN, who gave me golden opportunity to do Internship at your
esteemed organization, which helped me to learn various concepts and thank Internal guide
Prof. ANITABAI, Department of MBA, Acharya Institute of Technology, Bengaluru for
constant support throughout the Internship.

Finally, I express my sincere thanks to my parents, friends and all the staff of MBA
department of AIT for their valuable suggestions in completing this Internship report.

Place: cochin ANJANA KANNAN

Date: USN: 1AY21BA152

 TABLE OF CONTENTS

SL.NO PARTICULARS PAGE NO

EXECUTIVE SUMMARY 1

1 1.1 INTRODUCTION 2

1.2 INDUSTRY PROFILE 3

2 2.1 INTRODUCTION OF THE COMPANY 5

2.2 ORIGIN 5

2.3 FOUNDER 6

2.4 BROAD OF DIRECTOR 7

2.5 PRODUCT RANGE 8

2.6 VISSION AND MISSION 9

2.7 WORKFLOW OF THE COMPANY 11

3 Mc KINSEY’S FRAMEWORK AND PORTER’S 5

FORCE MODEL
12
3.1 MCKINSEY’S 7S
21
3.2 PORTERS 5 FORCE

4 SWOT ANALYSIS 25

5 ANALYSIS OF FINANCIAL STATEMENTS 28

6 LEARNING EXPERIENCE 31

BIBLIOGRAPHY 32

ANNEXURE 33
 LIST OF FIGURES
CHART PARTICULAR PAGE NO
NO

1 FOUNDER OF APOLLO TYRE 7

2 PRODUCT OF THE COMPANY 15

3 VISSION AND MISSION 9

4 GOAL OF APOLLO 10

5 ORGANISATIONAL STRUCTURE 11

6 MCKINSEY’s 7S MODEL 12

7 PORTERS 5 FORCE MODEL 21

8 SWOT 25

LIST OF TABLES

TABLES PARTICULARS PAGE NO

1 CURRENT RATIO 28
2 LIQUID RATIO 29
3 NET PROFIT RATIO 30
4 PROFIT DETAILS FOR LAST 4 YEARS 30
5 BALANCE SHEET 33
6 PROFIT AND LOSS ACCOUNT 34
 EXECUTIVE SUMMARY
The internship program is given to the students to engaged in a field experience and learn
about the tyres world, it is an opportunity to share their insights, to explore the links
between student’s academic preparation and their field work and to assist participants in
developing and carrying out major research project which will serve to culminate their
internship experience. The MBA course offered by the VTU has its own unique syllabus
which requires its MBA students to undertake an internship with any of the leading
business houses for a period ranging from 4 weeks during the second semester. An
Organizational Study on APOLLO TYRES LIMITED helps to understand how the
organization is working. This study is helpful for the top-level management to find the
problems in the organizations and its effective remedy.

Organization study is to understand structure, process, practice and how they shape social
relation & create institution that ultimately influence people. Organizational studies
compromise different aspect of the organizations. It is related with developing a framework
where the total work is divided to facilitate the achievement of objective goals.

In the organization employees are the important contributing factor to the organization and
one of the most expensive contributing factors. Not only the company pay salaries and
wages to its employee it also invests in employee by paying for their training and benefits
such as health, life insurance and retirement etc.

I started doing my internship in APOLLO TYRES LIMITED which is one of the plywood
production industries. My topic for study is Organizational Study at APOLLO TYRES
LIMITED. I am thankful to the departments of the company & internal guide of the

.
institution for helping in gathering the data

1
 CHAPTER-1

INTRODUCTION OF THE INTERNSHIP

1.1INTRODUCTION

While the tyre industry is mainly dominated by the organized sector, the unorganized sector
holds sway in bicycle tyres. The major players in the organised tyre segment consist of
MRF, Apollo Tyres, Ceat and JK Industries, which account for 63 per cent of the organised
tyre market. The other key players include Modi Rubber, Kesoram Industries and
Goodyear India, with 11 per cent, 7 per cent and 6 per cent share respectively. Dunlop,
Falcon, Tyre Corporation of India Limited (TCIL), TVS-Srichakra, Metro Tyres and
Balkrishna Tyres are some of the other players in the industry. MRF, the largest tyre
manufacturer in the country, has strong brand equity. While it rules supreme in the industry,
other players have created niche markets of their own

The tyre industry is a major consumer of the domestic rubber production. Natural rubber
constitutes 80 per cent of the material content in Indian tyres. Synthetic rubber constitutes
only 20 per cent of the rubber content of a tyre in India. Worldwide, the ratio of natural
rubber to synthetic rubber is 30:70. Apart from natural and synthetic rubber, rubber
chemicals are also widely used in tyres.

2
1.2 HISTORY OF TYRE INDUSTRY:

The word tyre has been derived from the French word tirer meaning ‘to pull.’ Prior to the
invention of pneumatic or air-filled tyres, tyres were made up of bands of leather or iron
placed on wooden wheels. This would protect the wheels of the carts and wagons from
rapid wear and tear.

In the 1800’s, Charles Macintosh experimented with sap from trees in Amazon area to
create rubber. But it could not withstand the weather extremities.

Charles Goodyear discovered vulcanized rubber in 1839, by adding sulfur, making it

elastic and strong enough to be used as cushion tyres for cycles.

a Scottish inventor. His design had multiple thin tubes inside a leather cover so that the
tyre could absorb shocks (see illustration). But it never really went into production due to
its severe limitations. It was in 1845 that pneumatic wheels or air-filled wheels were
invented and patented by Robert William Thomson,

However, in 1888, John Boyd Dunlop from Ireland, came up with the first practical
pneumatic tyre which later became Dunlop tyres. He also tested the first pneumatic or air-
filled tyres on a tricycle and took it for a spin. Pneumatic tyres gained their popularity due
to the growing use of bicycles in the late 18th century.

The Michelin brothers, André and Édouard are those two legends in the history who
invented the detachable pneumatic tyre in 1891, which could be used on automobiles. The
tyre consisted of a tube bolted on to the rim.

The process of making pneumatic rubber tyre underwent tremendous engineering advances
for the next fifty years after its invention. During this period, automobiles were using
different forms of bias-ply tyres. The bais-ply bias-ply tyre had an inner tube containing
compressed pressure and an outer casing to protect the inner tube and offer traction. The
outer casing was reinforced with plys of rubberized fabric cords.

3
GROWTH AND DEVELOPMENT OF TYRES INDUSTRY IN INDIA:

The Indian tyre industry has not been adequately acclaimed for scripting a success story in
areas such as exports, research and development and innovation. It is time that the
industry’s key contribution gets adequately noticed as the wheels that turn the nation’s
economy, writes Anshuman Singhania, Chairman, Automotive Tyre Manufacturers’
Association (ATMA) and Managing Director, JK Tyre and Industries.

The last year and a half will be reckoned as one of the most challenging phases not just for
the Indian industry but for all spheres of life. The economy was already in the throes of a
slowdown when the outbreak of the pandemic in March last year queered the pitch further.
Despite the headwinds across all segments of the economy, the tyre industry was certainly
among the topmost sector, which was a true example of much suppleness in the face of
disruption and strife. In fact, this was not the first time when the tyre industry displayed
resilience to bounce back after a challenging phase. Last year, the growth plummeted in
the first quarter in view of the nationwide lockdown that witnessed the shutdown of
automotive and tyre plants for a considerable period.

4
 CHAPTER-2

COMPANY PROFILE

2.1 INTRODUCTION ABOUT COMPANY

The tyre industry is a major consumer of the domestic rubber production.

Natural rubber constitutes 80 per cent of the material content in Indian tyres. Synthetic
rubber constitutes only 20 per cent of the rubber content of a tyre in India. Worldwide, the
ratio of natural rubber to synthetic rubber is 30:70.

The two types of synthetic rubber used in tyres are Poly Butadiene Rubber (PBR) and
Styrene Butadiene Rubber (SBR). The former is used in most of the tyres, while the latter
is mainly used in the radials for passenger cars. Synthetic rubber accounts for 14 per cent
of the raw material cost. Unlike in the case of natural rubber, India imports 60 per cent of
its synthetic rubber requirements.

2.2 ORIGIN

Apollo Tyres Ltd is an international tyre manufacturer and the leading tyre brand in India.
It is built around the core principles of creating stakeholder value through reliability in its
products and dependability in its relationships. The company has a total of six
manufacturing units -- 4 in India and 1 each in the Netherlands and Hungary. India’s fifth
and 7th globally, is coming up in Andhra Pradesh

Apollo Tyres Ltd. was incorporated on 28 September 1972 in India as a Public Limited
Company and obtained certificate of Commencement of Business on 24 October 1972. The
company was promoted by Bharat Steel Tubes, Ltd., Raunaq International Pvt. Ltd.,
Raunaq & Co. Pvt. Ltd., Raunaq Singh, Mathew T. Marattukalam and Jacob Thomas. In
1975, the company made its Initial public offer of equity shares and its first manufacturing
facility was commissioned in Perambra Plant, Thrissur, Kerala, India in 1977,followed by
its 2nd plant at Limda, in 1991. The company acquired Premier Tyres Limited- PTL in
1995, which became its 3rd plant at Kalamassery, Kerala, India. In 2008, it started a new

5
plant at Chennai, Tamil Nadu, India A year later in 2009, the company acquired the
Netherlands-based tyre maker Vredestein Banden B.V.

BACKGROUND OF THE COMPANY

Apollo Tyres Ltd. came into inception in 1972 and has since been a trusted name in the
business of manufacture and sale of tyres. With our corporate headquarters in Gurgaon,
India, we cater to over 100 countries across the globe. Our first plant was commissioned in
Perambra, Thrissur, Kerala, India in 1975. In 2009, we acquired the Netherlands-based
tyres maker Vredese Banden B.V. which was later renamed as Apollo Vredestein B.V. Our
manufacturing is spread over five facilities in India.

2.3 FOUNDER (ONKAR KANWAR)

Onkar Kanwar (born March 1942) s an Indian businessman, chairman of Apollo Tyres.
He is also the chairman of Artemis Global Life Sciences, PTL Enterprises and Premedium
Pharmaceuticals Pvt Ltd.

Onkar Kanwar is the eldest son of Raunaq Singh (1922-2002), the co-founder of Apollo
Tyres, and his first wife.

After his undergraduate degree in business administration and industrial engineering,

Onkar worked as a salesman in Riverside, California working on estimates for different
government contracts for about six months. He then worked for Abbey Etna Machine
Company in Perrysburg, Ohio on the shop floor. The president of Etna Company after
discussions with the Kanwar family and looking at the perseverance of Onkar invested
money to start a new pipe factory in India.

6
2.4 BOARD OF DIRECTORS

Mr. Onkar S Kanwar: Chairman & Managing Director

Mr. Neeraj Kanwar: Vice Chairman & Managing Director
Mr. Nimesh N Kampani: Chairman
Dr. S Narayan: Former principal Secretary to the Prime Minister of India
Mr. U.S Oberoi: Chief Corporate Affairs, Apollo Tyres Ltd
Mr. M.R.B Punja: Former Chairman, Industrial Development Bank of India
Mr. Arun Kumar Purwar: Former Chairman, State Bank of India
Mr. Sunam Sarkar: Chief Financial Officer, Apollo tyres ltd
Mr. Shardul S Shroff: Senior Partner, Amarchand & Mangaldas & Suresh A Shroff
& Company.
Mr. Robert Steinmetz: Former Chief of International Business, Continental AG
Mr. K Jacob Thomas: Managing Director, Vaniampara Rubber Co Ltd
Mr. P.N Wahal: Company Secretary
V.P. Joy: Secretary (Finance)

7
2.5 PRODUCT RANGE
It is of two types, Domestic Product Range and Export Product Range.

Domestic Product Range

1) TRUCK AND BUS: AMAR, AMAR EXPRESS, AMAR PREMIUM, HERCULES, XT-
7, XT-9

2) TRACTOR: KRISHAK, KRISHAK SUPER, POWER HAUL, SARPANCH

3) LCV: AMAR, AMAR GOLD, MILESTAR, LOADSTAR, DHRUV, ANCHOR,

CHAMPION, DURAMILE

4) JEEP: HUNTER, TROOPER, PANTHER

5) PASSENGER CAR: ARMOUR, STORM, GRIPPER

6) RADIALS: RAXER, AMAZER X,AMAZER XL, STORM

7) ADV: KISAN ADV PLUS, BHIM

8
Export Product Range

1) TRUCK: AMAR SUPREME, CARGOMILES, EXPRESS XR, VAN GUARD,

HERCULES

2) GIANT TRUCK: CARGO PLUS XR, HAVLUY

3) LCV: CARGO RIB, AMAR

4) LOW PLATFORM TYRES: CARGO MILL

2.6 VISION

“A leader in the Indian tyre industry and a significant global player, providing customer
delight and enhancing shareholder value”.

COMPANY VISION

“A significant player in global tyre industry and a brand of choice providing customer delight
and continuously enhancing stake holder value.”

CORE VALUES

C - Care for customer

R - Respect for associates
E- Excellence of team work
A- Always learning
T- Trust mutually
E- Ethical practices

MISSION

A journey called “passion in motion” to be a US $ 6 billion company by the year 2016

on the three pillars of people, quality and technology using the six-sigma process
9
GOAL OF APOLLO
The goal of Apollo’s brand communication is to change perceptions. Moving tyres from the
commodity and “grudge purchases” category to a life style product.
Tyre is an essential life style item which enable us to move, meet people, travel, see new things
–in essence they expand our horizons, bring in new ideas, places and people and enable us to
realize our potential.

APOLLO CIRCLES
Apollo circles are not a logo. However, they are an important visual element. The four circles
represent the brand ethos of motivating people to move, embodying the dynamism and growth
that the organisation brings to each customer.

BRAND CHARACTERISTICS

FUNCTIONAL ATTRIBUTES

Tyres: - Performance is not about speed but about the total driving experience: comfortable
ride, good handling and fuel efficiency, Apollo has tyres for nearly all kinds of needs.
Innovation: - Looking for constant improvement in every aspect of what we do-product,
service, office, retail, communication and any other to stand out and offer quality.
Technology: - Adoption of the new and the untried, along with rigorous analysis based on
performance parameters, allows us to provide personal care and attention, confidence, and
reassurance.
Excellence: - From technology, design and excellence in manufacturing, to sales and after
sales, we pay attention to detail to ensure our customers hit the road with sense of certainty.

Global: - A brand that fits your life, irrespective of where you come from.
10
2.7WORKFLOW OF ORGANISATIONAL

chair man and

management

Head kerala
Head of pune
factors

Apollo tyres
Apollo tyres
in
in perambra
kalamaserry

Apollo Tyres is headed by the Chairman and Managing Director assisted by the Joint
Managing Director, Chief of various departments. All these top officials are deputed at the
corporate office of the company. Under the manufacturing chief comes the Head of plants.
The Head, Kerala factories, controls the plants at Perambra and Kalamassery.

The plant at Kalamassery is headed by the Head-Kerala factories, which is common for the
plants at Perambra and Kalamassery. Under him comes the co-ordinator of the plant; under
him comes the different heads.

11
 CHAPTER-3

Mc KINSERY’S 7S AND 5 FORCE MODELS PROTER’S

3.1 Mc KINSERY’S 7S FRAMEWORK

Strategy

Clearly defined

The strategic direction and the overall business strategy for Apollo Tyres Investment
Decision Dilemma are clearly defined and communicated to all the employees and
stakeholders. This helps the organization manage performance, guide actions, and devise
different tactics that are aligned with the business strategy. Moreover, the business
strategy’s definition and communication also make operations for Apollo Tyres Investment
Decision Dilemma more transparent and aligns the responsibilities and actions of the
company.

Guiding behaviors for goal attainment

The strategic direction for Apollo Tyres Investment Decision Dilemma is also important
in helping the business guide employee, staff, and stakeholder behavior towards the
attainment and achievement of goals. SMART Goals are set with short- and long-term

12
deadlines in accordance with the business strategy. The business strategy helps employees
decide tactics and behaviors for attaining the set goals and targets to help the business grow.

Competitive pressures

Apollo Tyres Investment Decision Dilemma’s strategy also takes into consideration the
competitive pressures and activities of competitors. The strategy addresses these
competitive pressures through suggestive measures and actions to address competition via
strategic tactics and activities that ensure sustainability to Apollo Tyres Investment
Decision Dilemma via adapting to market changes, and evolving consumer trends and
demands.

Changing consumer demands

An important aspect of the strategy at Apollo Tyres Investment Decision Dilemma is that
it takes into constant consideration the changing consumer trends and demands, as well as
the evolving consumer market patterns and consumption behavior. This is an important
part of the strategic direction at Apollo Tyres Investment Decision Dilemma as it allows
the company to remain competitive and relevant to its target consumer groups, as well as
allows the company to identify demand gaps in the consumer market.

The company then strategically addresses these gaps through product offerings and
marketing activities which give the company successful and leading-edge over other
patterns in the market.

Flexibility and adaptability

The strategy at Apollo Tyres Investment Decision Dilemma is flexible and adaptable. This
is an important aspect of the strategic direction, and strategy setting at Apollo Tyres
Investment Decision Dilemma. Rigidity in strategy leads a company and a business to often
become stagnant and obstructs advancement, and progression with evolving changes in the
consumer markets.

13
With flexibility and adaptability, the Apollo Tyres Investment Decision Dilemma is not
only able to benefit from quickly reacting and responding to changing consumer patterns
globally, but is also able to adapt its products locally and culturally via localization for
different countries and regions. Moreover, the company is often able to proactively predict
consumer market changes, and devise strategic changes accordingly to meet the market
trends.

Structure

Organizational hierarchy

Apollo Tyres Investment Decision Dilemma has a flatter organizational hierarchy that is
supported by learning and progressive organizations. With lesser managerial levels in
between and more access to the senior management and leadership, the employees feel
more secure and confident and have higher access to information. Moreover, the flatter
hierarchy also allows quicker decision-making processes for Apollo Tyres Investment
Decision Dilemma and increases organizational commitment in the employees.

Inter-Departmental coordination

Apollo Tyres Investment Decision Dilemma has high coordination between different
departments. The company’s departments often form inter-department teams for projects
and tasks that require multiple expertise. All coordination between different departments
is effective and organized. Apollo Tyres Investment Decision Dilemma has a systematic
process for initiating and monitoring coordination between departments to ensure smooth
work operations and processes – and goal attainment.

Internal team dynamics [department specific]

Apollo Tyres Investment Decision Dilemma encourages teamwork and team-oriented

tasks. Where jobs require individual attention and scope, the company also assigns
individual responsibilities and job tasks. However, all employees at Apollo Tyres
Investment Decision Dilemma are expected to be team players who can work well with
and through other members, and who get along well with other people. The teams at Apollo
14
Tyres Investment Decision Dilemma are supportive of all embers and work in synch with
synergy towards achieving the broader team objectives and goals under the Apollo Tyres
Investment Decision Dilemma designed strategy and values.

Centralization vs. decentralization

Apollo Tyres Investment Decision Dilemma has a hybrid structure between centralization
and decentralization. Like many progressive organizations, Apollo Tyres Investment
Decision Dilemma largely supports decentralized decision making. Job roles at Apollo
Tyres Investment Decision Dilemma are designed to be carried out with responsibility, and
employees often set their goals with mutual coordination and understanding with the
supervisors.

However, Apollo Tyres Investment Decision Dilemma is also centralized in making sure
that supervisors oversee, and approve of the various efforts, and tactics that employees
choose to ensure that they are aligned with the organizational strategy ad values.

Communication

Apollo Tyres Investment Decision Dilemma has a developed and intricate system for
ensuring communication between employees, and different managerial levels. The
communication systems at Apollo Tyres Investment Decision Dilemma enhance the
overall organizational structure. The systematic, defined, and organized communication
allows an easy flow of information and ensures that no organizational tasks and goals are
compromised because of a lack of communication, or misunderstandings.

Organizational systems in place

Apollo Tyres Investment Decision Dilemma has defined and well-demarcated systems in
place to ensure that the business operations are managed effectively and that there are no

15
conflicts or disputes. The systems at Apollo Tyres Investment Decision Dilemma are
largely departmental in nature, and include, for example:

1. Human resource management

2. Finance

3. Marketing

4. Operations

5. Sales

6. Supply chain management

7. Public Relation Management

8. Strategic leadership

Soft elements

The soft elements of the McKinsey 7s model, in turn, include shared values, staff, skills,
and strategy. These elements are less tangible in nature and are more influenced by the
organizational culture. As such, the management does not have direct influence or control
over them. These elements are also harder to describe and directly identify – but are equally
important for an organization’s success and improved performance.

The Apollo Tyres Investment Decision Dilemma business also ensures that all its activities
and operations are conducted with high ethical and moral standards that redefined and
benchmarked against international criteria.

Corporate culture

Apollo Tyres Investment Decision Dilemma encourages an inclusive culture that celebrates
diversity. The company has an international presence, and production units that are spread
across different countries, as such, Apollo Tyres Investment Decision Dilemma ensure that

16
its organizational culture is supportive of diversity, and has internal policies to reduce
incidences of discrimination.

The corporate culture at Apollo Tyres Investment Decision Dilemma also encourages
innovation and creativity by allowing independence for growth to individuals and teams –
thus helping them refine their careers as well as personalities. Lastly, the corporate culture
at Apollo Tyres Investment Decision Dilemma also has a supportive leadership which
works towards increasing employee motivation and job satisfaction by giving way to
visibility and accessibility.

Task alignment with values

Apollo Tyres Investment Decision Dilemma ensures that all its job tasks and roles are
aligned with the core values that the company propagates. This means that all activities,
tactics, and strategic tactics employed by Apollo Tyres Investment Decision Dilemma will
reflect its core values, and will not deviate away from these. This is to ensure a consistent,
and reliable brand image, as well as an honest organizational culture. In the event of
organizational change, the company will continue to ensure that all change management
processes and methods incorporate the core values so that the organizational culture is
consistently maintained, and systematically changed if need be.

Style

Management/leadership style

Apollo Tyres Investment Decision Dilemma has a participative leadership style. Through
a participative leadership style, Apollo Tyres Investment Decision Dilemma is able to
engage and involve its employees in decision-making processes and managerial decisions.
This also allows the leadership to regularly interact with the employees and different
managerial groups to identify any potential conflicts for resolution, as well as for feedback
regarding strategic tactics and operations. Through its participative leadership, Apollo
Tyres Investment Decision Dilemma is able to enhance employee motivation, and increase

17
organizational commitment and ownership amongst employees as well as other
stakeholders.

Effectiveness of leadership style

The participative leadership style is highly effective in achieving the business goals and
vision of the organization. Employees feel to be active members of the organization who
are valued for their suggestions, feedback, and input. Moreover, through participative
leadership, leaders and managers are able to identify current and potential conflicts within
the Apollo Tyres Investment Decision Dilemma organization, and actively work to resolve
them as soon as possible.

Cooperation vs competition – internally

With its supportive and encouraging organizational culture, Apollo Tyres Investment
Decision Dilemma gives way to internal collaboration and cooperation between
employees, systems, teams, and departments. This cooperation and collaboration at Apollo
Tyres Investment Decision Dilemma is important since its operations are spread globally,
and because tasks and responsibilities within the company often require inter-departmental
feedback and input. Moreover, with increased expansion, and synergy, the business also
regularly forms project teams – which function effectively because of the cooperative and
collaborative culture within the Apollo Tyres Investment Decision Dilemma organization.

Team vs groups

Apollo Tyres Investment Decision Dilemma has effective and functional teams and works
with them internally to achieve its various business goals and objectives, and complete
tasks. The company’s management is encouraging and supportive, and the leadership
provides a motivating and pragmatic vision toad achieve. The human resource management
system, as well as the organizational training, supports all employees in their growth fairly
and transparently. This leads to effective team formation instead of nominal groups within
the organization for various projects, as well as department-specific tasks and roles.
18
 Staff

Employee skill level vs business goals

Apollo Tyres Investment Decision Dilemma has a sufficient number of employees

employed across its global operations. Employees for different job roles and positions are
hired internally as well as externally – depending on the urgency and the skill levels
required. Based on this, it is seen that Apollo Tyres Investment Decision Dilemma has
employees who are skilled as per the requirements of their job roles and positions. All
employees are given in house training to familiarize themselves with the company and its
values. External training along with in-house training is provided for skill level
enhancement.

All job roles and positions are designed to facilitate the achievement of business goals, and
as such, employee skill level at Apollo Tyres Investment Decision Dilemma is sufficient
to achieve the business goals of the company.

Number of employees

Apollo Tyres Investment Decision Dilemma has employed a large number of employees.
The number of employees varies from country to country as per the requirements and needs
of the business and operations. The global team of Apollo Tyres Investment Decision
Dilemma is an inclusive one that accepts, and encourages diversity, and works in
synchronization with members to ensure attainment of business goals.

Gaps in required capabilities and capacities

Apollo Tyres Investment Decision Dilemma has a well-defined system for identifying
potential needs of capabilities and capacities for the organization. The human resource
function of the business has a systematic process that aligns all other departments to
identify potential vacancies or skill gaps. Based on the nature of the need, the human

19
resource department arranges for recruitments which may be permanent or contractual in
nature, as well as arranges training sessions if need be for the current workforce.

Skills

Employee skills

Apollo Tyres Investment Decision Dilemma has a commendable workforce, with high
skills and capacities. All employees are recruited based on their merit and qualifications.
Apollo Tyres Investment Decision Dilemma prides itself on hiring the best professionals
and grooming them further to facilitate growth and development.

Employee skills vs task requirements

Apollo Tyres Investment Decision Dilemma has defined tasks and job roles and hires and
trains employees for skill levels accordingly with respect to those. The company ensures
that all its job requirements are met and that employees have the sufficient skills to perform
their respective jobs in accordance with the values and culture as well as the business goals
and strategy of Apollo Tyres Investment Decision Dilemma.

Skill management

Apollo Tyres Investment Decision Dilemma pays particular attention to enhancing the
skills and capacities of its employees. It arranges regular training and workshops –
internally as well as externally managed- to provide growth and development opportunities
for its employees. Apollo Tyres Investment Decision Dilemma focuses on personal as well
as professional growth for its employees and works accordingly with them.

20
3.2 PORTERS FIVE FORCE MODEL

Commitment over their products with time. There is low danger of new entrants to Apollo
Tyres Ltd as it has rather large network of circulation worldwide dominating with well-
reputed image. Apollo Tyres Ltd has gotten several companies that helped it in diversity
and development of its item's profile. This is the extensive description of the Porter's model
of 5 forces of Apollo Tyres Ltd Company, given in Exhibit B.

Competitiveness
Apollo Tyres Ltd is one of the leading companies in this competitive industry with several
strong competitors like Unilever, Kraft foods and Group DANONE. Apollo Tyres Ltd is
running well in this race for last 150 years. The competition of other companies with Apollo
Tyres Ltd is quite high.

Threat of New Entrants

Several barriers are there for the brand-new entrants to happen in the consumer food
market. Just a couple of entrants succeed in this industry as there is a requirement to
comprehend the consumer requirement which needs time while current rivals are aware
and has progressed with the consumer.

Bargaining Power of Suppliers

In the food and drink market, Apollo Tyres Ltd owes the largest share of market needing
greater number of supply chains. This causes it to be an idyllic purchaser for the providers.

21
Any of the provider has never ever expressed any grumble about cost and the bargaining
power is also low. In response, Apollo Tyres Ltd has also been worried for its suppliers as
it thinks in long-lasting relations.

Bargaining Power of Buyers

There is high bargaining power of the buyers due to fantastic competitors. Changing cost
is quite low for the consumers as many businesses’ sale a variety of comparable items. This
seems to be a fantastic danger for any company. Thus, Apollo Tyres Ltd ensures to keep
its customers satisfied. This has led Apollo Tyres Ltd to be among the faithful business in
eyes of its buyers.

Competitor Analysis
Apollo Tyres Ltds covers several the popular customer brand names like Set Kat and
Nescafe etc. About 29 brand names among all its brand names, each brand name made a
profit of about $1billion in 2010. Its huge part of sale remains in The United States and
Canada making up about 42% of its all sales. In Europe and U.S., the leading major brands
sold by Apollo Tyres Ltd in these states have a fantastic reputable share of market. Also,
Apollo Tyres Ltd, Unilever and DANONE are two big markets of food and beverages as
well as its primary competitors. In the year 2010, Apollo Tyres Ltd had earned its yearly
revenue by 26% increase since of its increased food and beverages sale particularly in
cooking stuff, ice-cream, drinks based on tea, and frozen food. On the other hand,
DANONE, due to the increasing costs of shares resulting a boost of 38% in its profits.
Apollo Tyres Ltd reduced its sales cost by the adaptation of a new accounting treatment.
Unilever has number of staff members about 230,000 and functions in more than 160
countries and its London headquarter. It has ended up being the second biggest food and
drink market in the West Europe with a market share of about 8.6% with just a difference
of 0.3 points with Apollo Tyres Ltd. Unilever shares a market share of about 7.7 with
Apollo Tyres Ltd ending up being first and ranking DANONE as third. Apollo Tyres Ltd
draws in regional clients by its low expense of the item with the regional taste of the
products keeping its top place in the worldwide market. Apollo Tyres Ltd business has
about 280,000 workers and functions in more than 197 nations edging its competitors in

22
many regions. Apollo Tyres Ltd has also minimized its cost of supply by introducing E-
marketing in contrast to its rival.

PRODUCTION PLANNING AND CONTROL

Production Planning and Control involves the organization of an overall

manufacturing system to produce a product. Production Planning and Control function
essentially consist of planning the production in a manufacturing organization before actual
production activities start and exercising control activities to ensure that the planned
production is realized in terms of quality, quantity, delivery schedule and the cost of
production.

The main function of this department is to ensure optimum utilization of resources

as well as capital locked up in work in progress inventory. The purpose of this department
is to provide a procedure for planning, scheduling, and controlling of production activities.
The planning process is done with the help of supply chain management (SCM). The
monthly feedback of the production is given against the monthly production plan given by
the head office.

SYSTEMS DEPARTMENT

Information is an asset to any organization. Therefore, Management Information Systems

(MIS) enjoys much practical significance in the management of highly complicated
business enterprise. MIS is a set of interrelated components that collect, process, store and
distribute information to support decision-making, coordination, and control in an
organization.

System department is responsible for implementing and maintaining all the IT

services at the plant. The main function of this department is operation and coordination of
all systems in the organization. Company has a proper and adequate system of internal

23
controls including computerized information system controls and security in data, to ensure
that all assets are safeguarded and protected against loss from unauthorized use or
disposition and that all transactions are authorized, recorded, and reported directly. The
company uses System Administrative Protocol (SAP) system, an IT enabler across the
company to develop an integrated database.

TECHNICAL DEPARTMENTS

Technical department is concerned with the implementation of technology for

manufacturing cost effective quality products. Its activities include development of compound,
development of new products and improving engineering standards. Provide technical support
to produce compounds, treads and other components.

The technical department plays a very crucial role in the organization. Technical
department deals with implementation of technology aspects in consultation with corporate
technology for manufacturing cost effective and quality products for meeting customer
requirements. Supporting manufacturing functions for achieving corporate goals and
efficiencies is another duty of this department. Technical department is mainly concerned with
improving quality of tyres by methods like reduction in curing cycles, reducing tyre shape
problems etc. The main functions are development of new design, modification of exiting
design and comparing competitor’s design. It involves with every aspects of tyre production.

24
 CHAPTER-4

SWOT ANALYSIS

STRENGTH
• Market leadership in the dominant industry segments like truck and bus tyres.

• Dynamic and progressive leadership.

• Responsive to changes in market condition and product profile.

• Leadership position being maintained through focused marketing strategies

• Product innovation and technical superiority.

• Joint venture for truck and bus radial tyres with Michelin.

• Superior product quality

• Strong brand equity.

• Largest distribution network.

• Quick responsive to market needs.

• High consumer and brand recall in a sensitive market.

• Significant utilization of IT practices and systems.

25
• Good relationship between employees and employers.

• Goodwill of the organization.

• Economy of transportation cost on account of closeness to natural rubber growing

places.

WEAKNESSES
• No presence in two and three-wheeler market.

• Share in passenger car segment is low.

• Advertisements are less.

• No significant presence in global tyre market.

• Low presence in radial market.

OPPORTUNITIES

• Continuous thrust in road infrastructure and construction of expressways, national and

state highways, and improvement of network of rural roads across country.

• High growth prospects in commercial vehicle radicalization.

• Leadership position in the commercial vehicle segment will enable the company to
leverage new and related business opportunities.

• In the new economic scenario, imports will be cheaper enabling access to global
sources for raw materials.

• High growth in vehicle production in the immediate future.

• Estimated 12% growth in annual demand.

• Steady GDP growth of economy envisaged in the next few years.

26
THREATS
• Higher transaction costs.

• Rising cost of raw materials.

• Price of natural rubber which accounts for nearly one third of total raw material cost
has witnessed unexpected and unprecedented increase and the trend is likely to
continue.

Integration with the global economy will necessitate lowering of import tariffs not only
for raw materials, but finished products like tyres, as well

27
 CHAPTER -5
FINACIAL STATEMENT ANALYSIS

RATIO ANALYSIS

Ratio analysis is referred to as the study or analysis of the line items present in the financial
statements of the company. It can be used to check various factors of a business such as
profitability, liquidity, solvency and efficiency of the company or the business.

Ratio analysis is mainly performed by external analysts as financial statements are the
primary source of information for external analysts.

The analysts very much rely on the current and past financial statements in order to obtain
important data for analysing financial performance of the company. The data or
information thus obtained during the analysis is helpful in determining whether the
financial position of a company is improving or deteriorating.

1.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.

CURRENT RATIO= CUURRENT ASSENT/ CURRENT LIABILITES

YEAR CURRENT ASSETS CURRENT CURRENT

LIABILTY RATIO

2021 7688 6730 1.14

2022 7849 7453 1.05

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Analysis and interpretation

The current ratio with the reference to above gragh show that there is an increrese
in the current ratio This shows that the financial position of the organization is good.

2. LIQUID RATIO

A liquidity ratio is a type of financial ratio used to determine a company's ability to

pay its short-term debt obligations. The metric helps determine if a company can
use its current, or liquid, assets to cover its current liabilities.

LIQUIDITY RATIO= CURRENT RATIO- INVENTARTY/CURRENT

LIABALITIES

YEAR INVENTORY CURRENT RATIO

LIABALITY

2021 1.14 0.50 2.28

2022 1.05 0.65 1.61

ANALYSIS AND INTERPRETATION

The liquid of inventory of 2021 is 1.14 and he current liability is 0.50 an the liquid
ratio is 2.28 similarly inventory of 2022 is 1.05 and current liability is 0.65 and its
liquid ratio is 1.61

29
 3. 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.

Net profit ratio =Net profit /net sales*100

YEAR NET PROFIT NET SALES RATIO

2021 350 17397 2.01

2022 638 20947 3.04

ANALYSIS AND INTERPRETATION

The net profit of the 2021 is 350 and its net sales is 17397, and the net profit is
2.01%. The net profit of the 2022 is 638 and the net sales is 20947 and the net profit
is 3.04

PROFIT DETAILS FOR THE LAST 4 YEARS

5
5
4.4 4.5
4.3

4
3.5
3
3 2.8
2.4 2.5
2 2
2 1.8

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 CHAPTER -6

LEARNING EXPERIENCE

Learning and experience of Apollo tyres

Apollo Tyres is a leading tyre manufacturing company with a global presence. The
company has a rich history and has been in the industry for over 40 years. Apollo Tyres
has established itself as a company that values learning and experience, and this is evident
in various ways.
One of the ways Apollo Tyres demonstrates its commitment to learning is through its
training and development programs. The company offers various training programs for its
employees, including leadership development, technical training, and functional training.
These programs are designed to help employees enhance their skills and knowledge, which
ultimately benefits the company as well.
Another way Apollo Tyres values learning is through its research and development efforts.
The company invests heavily in R&D to develop innovative products and processes that
improve the performance and quality of its tyres. This emphasis on innovation has helped
Apollo Tyres stay ahead of the competition and maintain its market position.
Experience is also highly valued at Apollo Tyres. The company has a diverse workforce
that brings a wealth of experience from different industries and backgrounds. This diversity
helps the company create a dynamic work environment that fosters innovation and
creativity.
Apollo Tyres also encourages its employees to gain experience through job rotations and
international assignments. This allows employees to gain exposure to different functions
and cultures, which helps them develop a global perspective and enhances their skills and
knowledge.
Overall, learning and experience are essential values at Apollo Tyres, and the company’s
commitment to these values has helped it become a leader in the tyre manufacturing
industry.

31
 BIBLOGRAPHY:

BOOKS:

o Paul Newton & Helen Bristol-Porters Five Force Book

o Dr. Meena Kumari, K, (2017) “India Post Payments Bank- Problems and Prospect”
o Bhansali S, Bhatt T, Chhatwani M, Despande A, and Iyer G (2018) “Role of
Payments Banks in India: Opportunities and Challenges”

ARTICLES:

o Annual report of IPPB of the year 2020-2021

o IPPB Brochure

WEBSITE;

1. Apollo Tyres Ltd. (n.d.). Home [Website]. Retrieved from

http://www.apollotyres.com

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 ANNEXURE

BALANCE SHEET AS ON 31.03.2022

PARTICULAR NOTE NO AS AT 31.03.2022 AS AT 31.03.21

EQULITIES AND
LIABILITIES

Share capital 63 63

Reserves and surplus 11688 11379

Current liabilities 7453 6730

Other liabilities 7498 7889

Total liabilities 26704 26063

ASSETS

Fixed assets 17993 17305

Current assets 7849 7688

Other assets 861 1069

Total assets 26704 26063

33
PROFIT AND LOSS ACCOUNT
TOTAL REVENUE 11854.92
Expenses 14776.3
Cost of materials
6238.32
consumed
Purchased of stock
9493.77 694.83
in trade
Operation and direct
846.59 0
expenses
Employee benefit
0 910.9
expenses
Financial cost 1024.02 379.41
Depreciation and
amortization 382.16 713.38
expenses
Other expenses 823.91 1848.11
Total expenses 202.68
14424.68 10791.87

profit and loss before

351.62 1063.06
exception
exception items -1.27 -11.02

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PICTURES

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