PROFIT AND LOSS ACCOUNT FOR THE YEAR ENDED JUNE 30,2006

Gross profit 300,129,851 203,023,783

Other operating income 13,744,095 642,583

313,873,946 203,666,366

Distribution cost 109,577,996 101,943,921

Administrative expenses 25,295,365 24,414,544

Other operating expenses 3,594,949 1,720,656

Finance cost 114,277,712 46,032,774

252,746,022 174,111,895

Profit for the year before taxation 61,127,924 29,554,471

Provision for taxation 22,846,641 16,273,201

Profit for the year 38,281,283 13,281,270

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Crescent Bahuman Limited

2006 2005

Rs. Rs.

Sales 1,635,312,974 1,576,661,597

Cost of sales 1,335,183,123 1,373,637,814

Gross profit 300,129,851 203,023,783

Other operating income 13,744,095 642,583

313,873,946 203,666,366

Distribution cost 109,577,996 101,943,921

Administrative expenses 25,295,365 24,414,544

Other operating expenses 3,594,949 1,720,656

Finance cost 114,277,712 46,032,774

252,746,022 174,111,895

Profit for the year before taxation 61,127,924 29,554,471

CLIENT LIST

Crescent Bahuman has had the honor of working with the leading brands from four corners of the word. The varied regional mix of customers provides CBL with adequate global market information which in turn adds value to all of its customers. At the same time strict measures are in place to ensure that the product information for one customer is not shared with other customers.

CBL’s current client list includes:

1. Levi’s (world wide)

2. Mustang

3. Carr era

4. Ben Sherman

5. Gap

6. Colorado

7. Big star

8. Express Limited

9. Fundamentals

10. New star

RECOMMENDATIONS

Analyzing all the chapters conclusions and the interviews and surveys that I have conducted, it is finally concluded that CBL management is working in a more focused and formalized manner.

However, to achieve their objectives successfully on the International standards, the following suggestions are offered:

· The CBL must concentrate in the local marketing to increase the profit.

· The management should take keen interest in exporting the fabric to different countries.

· It is highly recommended to the CBL management that they should more emphasize on hiring highly qualified and fresh degree holders because it brings innovation. Moreover highly qualified staff can run the management in a more formalized and focused manner.

· It is recommended to CBL that they should go for news paper advertisement also, both for recruitment purpose and for the purpose of gaining employees of capable abilities having not access to internet.

· It is highly recommended to the management that the orientation must be conducted in a formalized manner. All the activities that have to be completed in the orientation process must be documented on a checklist. After the completion of the orientation process the checklist must be remarked and signed by the newly hired employees, as well as by the supervisor/ head of the departments who are actually conducting the orientation. Finally the checklist must be reviewed by the personnel manger, to make sure that the orientation process has been completed properly.

· It is recommended to the CBL management, that the department mangers must also be given opportunity to go abroad for updated training courses. The experience gained by foreign training courses will make the department managers better able to groom their department employees according to the new techniques being practiced internationally.

· The CBL management must also arrange local training sessions for special purposes to be refreshed after every 3-4 months, like stress management, time management, crises management etc.

· The audio/ visual tools must be used while training lectures. Case studies must be conducted and training literature must be provided to the employees. Employees’ attendance in the training classes must be strictly maintained.

· The annual increment in salaries of the employees in CBL is provided according to bargaining at the time of interview, it should also be awarded according to the performance as well. Moreover it is recommended that the CBL management should increase the annual increments in salaries in order to reduce the high turn over rate in employees.

· In case of outstanding profits earned any year, the CBL management should give credit to the employees by giving them bonuses. This practice will contribute a lot to employees’ motivation and involvement with the Organization Moreover Eid bonuses may be given to employees.

CONCLUSIONS AND RECOMMENDATIONS FOR OVER ALL IMPROVEMENT

CONCLUSIONS

The practical study which I carried in this organization was very informative for me because it provides me the chance to see the actual working environment in the light of management theory. This also gives me the occasion how we can implement the theoretical knowledge in the working environment.

I have seen the different departments most of them are working well. However I have also taken the critic notes of the working ways and conditions of different departments. There I found some weaknesses and flaws along with the good working styles of the workers and the supervisors.

SWOT ANYLYSIS OF THE ORGANIZATION W.R.T. MARKETING DEPARTMENT

Although CBL is going nicely and profitably but here are some SWOT analyses to understand the current position of the organization. In this discussion, we will discuss here some strengths, weaknesses, opportunities and threats of the organization. We discuss them one by one:

FUTURE PROSPECTS OF THE ORGANIZATION

Although the Crescent Bahuman Limited working profitably but it also thinking seriously to capture the maximum market share in the local market as well as in the international market. In this way, they are thinking to expand their production capacity in the organization. At this time they are only working on basis styles but in future they are also thing to produce some fashionable styles in order to capture fashion market. They also are thinking to launch a marketing program for the promotion of fabric. In this way they can also increase their profit by exporting the fabric to other countries and capture the maximum market share in textile industry in local market as well as in foreign market.