Hul financial ratio-analysis-of-hul

Institute forIntegratedLearning inManagement
Graduate SchoolofManagement.
FINANCIAL RATIO ANALYSIS
of
HUL WITH COMPETITOR
(DABUR INDIA)
Submitted To: Submitted By:
Prof. FMA Khan RakeshBalani
IILM GSM
FT-11-1067

INDEX
INTRODUCTION
EXECUTIVE SUMMARY
HISTORY OF HUL, DABUR.
BALANCE SHEET OF HUL
BALANCE SHEET OF DABUR
RATIO ANALYASIS
MEANING OF RATIO ANALYASIS
OBJECTIVE OF RATIO ANALYSIS
CLASSIFICATION OF RATIO
CURRENT RATIO
DEBT EQUTY RATIO
PRICE EARNING RATIO
IMPORTANCE OF RATIO ANALYSIS
PURPOSE OF RATIO ANALYSIS
INVESTOR PERSPECTIVE
OUR RECOMENDATION
CONCLUSION

INTRODUCTION
To understand the information contained in financial statements with a view to know the strength
or weaknesses of the firm and to make forecast about the future prospects of the firm and thereby
enabling the financial analyst to take different decisions regarding the operations of the firm.
EXECUTIVE SUMMARY:
India’s consumer market is riding the crest of the country’s economic boom. India’s fast moving
consumer goods (FMCG) sector is the fourth largest sector in the economy of India with a total
market size in excess of US$ 13.1 billion. If we go by statistics, roughly around 73% of the
Indian population lives in the rural areas- that’s a very large market. Many giant players, both
foreign as well as domestic, are competing in the market with a view to capture it. The growing
consumerism in India shows the rapid increase in Indian consumer purchasing power, it shows
strengths and opportunity that lies in rural Indian markets especially for FMCG products. As a
result of it we have opted to undergo analyzing the financial statements and on basis of it, we
shall do a peer to peer analysis and compare their market position (HUL & DABUR ) in Indian
FMCG Company having excellent distribution channel and deep rural reach in India
As the major part of the market is yet to be extracted completely, one needs to evolve a set of
strategies and plans to tap the potential Indian consumer market.
To capture such a great opportunity, only good product and brand awareness will not be
sufficient but proper distribution channel must be present in holistic approach. Thereby sufficing
the need to assimilate the objectives of these companies as the objective of financial statements
would be to provide information about the financial position, performance and changes in
financial position of an enterprise that is useful to a wide range of users in making economic
decisions. Financial statements should be understandable, relevant, reliable and comparable as it
gives a correlation about reported assets, liabilities, equity, income and expenses which are
directly related to an organization's financial position.
Therefore, financial statements are intended to be understandable by readers who have "a
reasonable knowledge of business and economic activities and accounting and who are willing to
study the information diligently."

HISTORY OF HUL DABUR INDIA
HUL
HUL works to create a better future every day and helps people feel good, look good and get
more out of life with brands and services that are good for them and good for others.
With over 35 brands spanning 20 distinct categories such as soaps, detergents, shampoos, skin
care, toothpastes, deodorants, cosmetics, tea, coffee, packaged foods, ice cream, and water
purifiers, the Company is a part of the everyday life of millions of consumers across India. Its
portfolio includes leading household brands such as Lux, Lifebuoy, Surf Excel, Rin, Wheel, Fair
& Lovely, Pond’s, Vaseline, Lakmé, Dove, Clinic Plus, Sunsilk, Pepsodent, Closeup, Axe,
Brooke Bond, Bru, Knorr, Kissan, Kwality Wall’s and Pureit.
The Company has over 16,000 employees and has an annual turnover of around Rs.19, 401
crores (financial year 2010 - 2011). HUL is a subsidiary of Unilever, one of the world’s leading
suppliers of fast moving consumer goods with strong local roots in more than 100 countries
across the globe with annual sales of about €44 billion in 2011. Unilever has about 52%
shareholding in HUL. Hindustan Unilever Limited (HUL) formerly Hindustan Lever Limited (it
was renamedin late June 2007 as HUL) is India's largest Fast Moving Consumer Goods
company,touching the lives of two out of three Indians with over 20 distinct categories in Home
&Personal Care Products and Foods & Beverages.
These products endow the companywith a scale of combined volumes of about 4 million tones
and sales of nearly Rs. 13718crores. touching the lives of two out of three Indians with over 20
distinct categories inHome & Personal Care Products and Foods & Beverages. The company¶s
Turnover isRs. 20, 239 crores (for the 15 month period ± January 1, 2008 to March 31, 2009).
HULis also one of the country's largest exporters; it has been recognized as a Golden Super Star
Trading House by the Government of India. The mission that inspires HUL's over 15,000
employees, including over 1,300 managers, is to "add vitality to life." HUL meetsevery day
needs for nutrition, hygiene, and personal care with brands that help peoplefeel good, look good
and get more out of life. It is a mission HUL shares with its parentcompany, Unilever, which
holds 52.10% of the equity. The rest of the shareholding isdistributed among 360,675 individual
shareholders and financial institutions.

HUL's brands
-
like Lifebuoy, Lux, Surf Excel, Rin, Wheel, Fair & Lovely, Pond's,Sunsilk, Clinic, Pepsodent,
Close
-
up, Lakme, Brooke Bond, Kissan, Knorr
-
Annapurna,Kwality Wall's ± are household names across the country and span many categories
-
soaps, detergents, personal products, tea, coffee, branded staples, ice cream and
culinary products. These products are manufactured over 40 factories across India. The
operationsinvolve over 2,000 suppliers and associates. HUL's distribution network comprises
about4,000 redistribution stocks, covering 6.3 million retail outlets reaching the entire
urban population, and about 250 million rural consumers
DABUR:
Dabur India Limited is the fourth largest FMCG Company in India and has a turnover of
approximately US$ 750 Million (Rs. 3417.1 Crore – FY 2010) & Market Capitalization of over
US$ 3.5 Billion (Rs 15500 Crore), with brands like Dabur Amla, Dabur Chyawanprash, Vatika,
Hajmola and Real. The company was started by a doctor Dr. S.K. Burman in 1884. The brand
name Dabur is derived from the words ‘Da’ for ‘Daktar’ or ‘Doctor’ and ‘bur’ from Burman.
From those humble beginnings, the company has grown into India’s leading manufacturer of
consumer healthcare, personal care and food products. Over its 125 years of existence, the Dabur
brand has stood for goodness through a natural lifestyle. An umbrella name for a variety of
products, ranging from hair care to honey, Dabur is consistently ranked among India’s top
brands. Its brands are built on the foundation of trust that a Dabur offering will never cause
sdanyone slightest of harm. The trust levels that this brand enjoys are phenomenally high.
In early 1900s, the next generation of Burmans took a conscious decision to enter the Ayurvedic
medicines market and that led to the commercial start of Dabur. They set up a R&D center which
paved way for the growth. In 1940 Dabur diversified into personal care products with the launch
of its Dabur Amla Hair Oil which was a hit with Indian consumers. In 1949 it launched Dabur
Chyawanprash and by 1970 launched Dabur Lal Dant Manjan. Dabur shifted its base to Delhi in
1972.

Hajmola was launched in 1978 and the candy version came in 1989 (another brand Swad had
created the new market of digestive candies at that time) and soon became a huge success. In
1996 it entered processed foods market with Real Fruit Juice. The brand went on to become the
biggest success of the company and in 1997 the Foods division was created, comprising of Real
Fruit Juice and Homemade cooking pastes to form the core of this division’s product portfolio.
OVERVIEW OF DABUR
 One of the largest FMCG company has a turnover of approximately US$ 750 Million
(Rs. 3417.1 Crore – FY 2010)
 Differentiated products-strong herbal and natural products and more than 120 year of
experience.
 Wide distribution network-covering 1.9 retail outlets and high penetration in urban and
rural areas.
 Brand strength-various strong brand in diverse categories. Mother brand Dabur has a
strong image in customers mind.
 Leading brand of Dabur India Ltd. Is vatika, anmol sarsono amla, dabur hajmola, dabur
amla, dabur chyanprash and lal dant manjan, each brand having 100 crore turnovers.
 Vatika hair oil and shampoo is the high growth brand of the company.
 Dabur honey is the market leader with over 40% market share in branded honey market.
 Dabur chayanprash is the largest selling ayuravedic medicine with over 65% market
share.
 In digestive tablets category hajmola is the leader with 75% market share.
 Dabur lal dant manjan has 35% of market share having top position in baby massage oil
market.

% of Dabur products in the market
Baby oil & skin care=7%
Home care=6%
Hair care=32%
Digestive & candies=9%
Health supplements=24%
Oral care=22%
SALES STRATEGY
Accenture proposed that Dabur improve its supply chain management, sales and distribution
capabilities and use IT as a strategic enabler for its business strategy. From an IT perspective,
Accenture recommended a two-pronged strategy: migration to a nimbler outsourcing model that
would generate value through agility and support business initiatives and maintenance of its SAP
enterprise resource planning (ERP) system. To bring these initiatives to life, Accenture
assembled a team of highly skilled industry experts, as well as professionals with extensive SAP
design and implementation experience. Working closely with Dabur, the Accenture team
initiated a number of high-impact projects, including:-
Why Dabur has chosen as peers for Financial comparison with HUL
Dabur has chosen as their sales revenue is very close to HUL
Vitality of Company's financial performance through Financial Ratios
Financial Statement Analysis will help business owners and other interested people to analyse
the data in financial statements to provide them with better information about such key factors
for decision making and ultimate business survival
• To use financial statements to evaluate an organisation’s
– Financial performance
– Financial position.

• To have a means of comparative analysis across time in terms of:
– Intracompany basis (within the company itself)
– Intercompany basis (between companies)
– Industry Averages (against that particular industry’s averages)
• To apply analytical tools and techniques to financial statements to obtain useful
information to aid decision making.
The commonly used tools for financial statement analysis is: Financial Ratio Analysis
BALANCE SHEET OF HUL:

Mar '12 Mar '11 Mar '10 Mar '09 Dec '07
12 mths 12 mths 12 mths 15 mths 12 mths
Sources Of Funds
Total Share Capital 216.15 215.95 218.17 217.99 217.75
Equity Share Capital 216.15 215.95 218.17 217.99 217.75
Share Application Money 0.00 0.00 0.00 0.00 0.00
Preference Share Capital 0.00 0.00 0.00 0.00 0.00
Reserves 3,296.11 2,417.30 2,364.68 1,842.85 1,220.82
Revaluation Reserves 0.67 0.67 0.67 0.67 0.67
Networth 3,512.93 2,633.92 2,583.52 2,061.51 1,439.24
Secured Loans 0.00 0.00 0.00 144.65 25.52
Unsecured Loans 0.00 0.00 0.00 277.30 63.01
Total Debt 0.00 0.00 0.00 421.95 88.53
Total Liabilities 3,512.93 2,633.92 2,583.52 2,483.46 1,527.77
Application Of Funds
Gross Block 3,574.67 3,759.62 3,581.96 2,881.73 2,669.08
Less:Accum.Depreciation 1,416.88 1,590.46 1,419.85 1,274.95 1,146.57
Net Block 2,157.79 2,169.16 2,162.11 1,606.78 1,522.51
Capital Work in Progress 210.89 299.08 273.96 472.07 185.64
Investments 2,438.21 1,260.68 1,264.08 332.62 1,440.81
Inventories 2,516.65 2,811.26 2,179.93 2,528.86 1,953.60
Sundry Debtors 678.99 943.20 678.44 536.89 443.37

Cash and Bank Balance 510.05 281.91 231.37 190.59 200.11
Total CurrentAssets 3,705.69 4,036.37 3,089.74 3,256.34 2,597.08
Loans and Advances 1,314.72 1,099.72 1,068.31 1,196.95 1,083.28
Fixed Deposits 1,319.99 1,358.10 1,660.84 1,586.76 0.75
Total CA, Loans & Advances 6,340.40 6,494.19 5,818.89 6,040.05 3,681.11
Deffered Credit 0.00 0.00 0.00 0.00 0.00
CurrentLiabilities 5,688.44 6,264.21 5,493.97 4,440.08 4,028.41
Provisions 1,945.92 1,324.98 1,441.55 1,527.98 1,273.90
Total CL & Provisions 7,634.36 7,589.19 6,935.52 5,968.06 5,302.31
Net Current Assets
-
1,293.96
-1,095.00 -1,116.63 71.99 -1,621.20
Miscellaneous Expenses 0.00 0.00 0.00 0.00 0.00
Total Assets 3,512.93 2,633.92 2,583.52 2,483.46 1,527.76
ContingentLiabilities 1,009.23 836.96 468.49 417.26 494.46
Book Value (Rs) 16.25 12.19 11.84 9.45 6.61
Source : Dion Global Solutions Limited
BALANCE SHEET OF DABUR INDIA:

Mar '12 Mar '11 Mar '10 Mar '09 Mar '08
Sources Of Funds
Total Share Capital 174.21 174.07 86.76 86.51 86.40
Equity Share Capital 174.21 174.07 86.76 86.51 86.40
Share Application Money 0.00 0.00 0.14 0.00 0.00
Preference Share Capital 0.00 0.00 0.00 0.00 0.00
Reserves 1,128.28 927.09 662.48 651.69 441.92
Revaluation Reserves 0.78 0.00 0.00 0.00 0.00
Networth 1,303.27 1,101.16 749.38 738.20 528.32
Secured Loans 19.12 17.57 24.27 8.26 16.45
Unsecured Loans 254.15 235.78 81.80 130.72 0.24
Total Debt 273.27 253.35 106.07 138.98 16.69
Total Liabilities 1,576.54 1,354.51 855.45 877.18 545.01
Mar '12 Mar '11 Mar '10 Mar '09 Mar '08
Gross Block 883.23 766.88 687.23 518.77 467.93
Less:Accum.Depreciation 297.90 269.32 236.28 210.45 189.77
Net Block 585.33 497.56 450.95 308.32 278.16
Capital Work in Progress 25.12 11.92 23.31 51.71 16.26
Investments 552.72 519.23 348.51 232.05 270.37
Inventories 528.57 460.58 298.44 261.72 201.15
Sundry Debtors 224.17 202.46 130.48 112.36 100.46

Cash and Bank Balance 261.20 26.08 48.80 32.16 67.36
Total CurrentAssets 1,013.94 689.12 477.72 406.24 368.97
Loans and Advances 603.61 461.81 348.94 455.65 206.94
Fixed Deposits 30.09 166.33 115.11 111.53 0.90
Total CA, Loans & Advances 1,647.64 1,317.26 941.77 973.42 576.81
Deffered Credit 0.00 0.00 0.00 0.00 0.00
CurrentLiabilities 695.70 539.05 471.73 381.87 345.16
Provisions 592.40 535.36 440.10 315.10 265.41
Total CL & Provisions 1,288.10 1,074.41 911.83 696.97 610.57
Net Current Assets 359.54 242.85 29.94 276.45 -33.76
Miscellaneous Expenses 53.83 82.95 2.74 8.64 13.95
Total Assets 1,576.54 1,354.51 855.45 877.17 544.98
ContingentLiabilities 1,337.82 1,075.89 173.48 174.15 171.24
Book Value (Rs) 7.48 6.33 8.64 8.53 6.11

RATIO ANALYSIS:
Fundamental Analysis has a very broad scope. One aspect looks at the general
(qualitative) factors of a company. The other side considers tangible and measurable factors
(quantitative). This means crunching and analyzing numbers from the financial statements. If
used in conjunction with other methods, quantitative analysis can produce excellent results.
Ratio analysis isn't just comparing different numbers from the balance sheet, income
statement, and cash flow statement. It's comparing the number against previous years, other
companies, the industry, or even the economy in general. Ratios look at the relationships
between individual values and relate them to how a company has performed in the past, and
might perform in the future.
MEANING OF RATIO:
A ratio is one figure express in terms of another figure. It is a mathematical yardstick that
measures the relationship two figures, which are related to each other and mutually
interdependent. Ratio is express by dividing one figure by the other related figure. Thus a ratio is
an expression relating one number to another. It is simply the quotient of two numbers. It can be
expressed as a fraction or as a decimal or as a pure ratio or in absolute figures as “so many
times”. As accounting ratio is an expression relating two figures or accounts or two sets of
account heads or group contain in the financial statements.
MEANING OF RATIO ANALYSIS:
Ratio analysis is the method or process by which the relationship of items or group of
items in the financial statement are computed, determined and presented.
Ratio analysis is an attempt to derive quantitative measure or guides concerning the
financial health and profitability of business enterprises. Ratio analysis can be used both in trend

and static analysis. There are several ratios at the disposal of an analyst but their group of ratio
he would prefer depends on the purpose and the objective of analysis.
While a detailed explanation of ratio analysis is beyond the scope of this section, we will
focus on a technique, which is easy to use. It can provide you with a valuable investment
analysis tool.
This technique is called cross-sectional analysis. Cross-sectional analysis compares
financial ratios of several companies from the same industry. Ratio analysis can provide valuable
information about a company's financial health. A financial ratio measures a company's
performance in a specific area. For example, you could use a ratio of a company's debt to its
equity to measure a company's leverage. By comparing the leverage ratios of two companies,
you can determine which company uses greater debt in the conduct of its business.
A company whose leverage ratio is higher than a competitor's has more debt per equity.
You can use this information to make a judgment as to which company is a better investment
risk.
However, you must be careful not to place too much importance on one ratio. You obtain
a better indication of the direction in which a company is moving when several ratios are taken
as a group.
OBJECTIVE OF RATIOS
Ratio is work out to analyze the following aspects of business organization-
A) Solvency-
1) Long term
2) Short term
3) Immediate
B) Stability

C) Profitability
D) Operational efficiency
E) Credit standing
F) Structural analysis
G) Effective utilization of resources

ANALYZING COMPANY STATUS WITH CHARTS:
Sales
0
5000
10000
15000
20000
25000
2008 2009 2010 2011 2012
Dabur
HUL
HUL.
And
its
competitors
from
2008-2012

Net
Profit
0
500
1000
1500
2000
2500
2008 2009 2010 2011 2012
Dabur
HUL
HUL.
And
its
competitors
from
2008-2012
0
50
100
150
200
250
2008 2009 2010 2011 2012
Dabur
HUL
HUL.
And
its
competitors
from
2005-2009
Share
Capital

HUL RATIOS
Investment Valuation Ratios
Face Value 1.00 1.00 1.00 1.00 1.00
Dividend Per Share 7.50 6.50 6.50 7.50 9.00
Operating Profit Per Share (Rs) 15.38 12.34 12.82 13.60 9.54
Net Operating Profit Per Share (Rs) 102.33 91.18 81.45 94.06 63.75
Free Reserves Per Share (Rs) 14.94 11.04 10.70 8.30 5.45
Bonus in Equity Capital 60.92 60.98 60.36 60.40 60.47
Profitability Ratios
Operating Profit Margin(%) 15.03 13.53 15.74 14.46 14.95
Profit Before InterestAnd Tax Margin(%) 13.94 12.25 14.59 13.39 13.78
Gross Profit Margin(%) 14.04 12.41 14.70 13.50 15.86
Cash Profit Margin(%) 12.12 11.75 12.76 12.29 13.56
Adjusted Cash Margin(%) 12.12 11.75 12.76 12.29 12.90
Net Profit Margin(%) 12.07 11.56 12.29 12.09 12.58
Adjusted Net Profit Margin(%) 12.07 11.56 12.29 12.09 11.91
Return On Capital Employed(%) 93.08 102.47 106.78 118.59 138.72
Return On Net Worth(%) 76.62 87.57 85.25 121.34 122.97
Adjusted Return on Net Worth(%) 70.68 80.67 81.40 113.85 116.49
Return on Assets Excluding Revaluations 16.25 12.19 11.84 9.45 6.61
Return on Assets Including Revaluations 16.25 12.20 11.84 9.46 6.61
Return on Long Term Funds(%) 93.08 102.47 106.78 142.88 147.26
Liquidity And Solvency Ratios

CurrentRatio 0.83 0.86 0.84 0.92 0.68
Quick Ratio 0.45 0.43 0.46 0.51 0.25
Debt Equity Ratio -- -- -- 0.20 0.06
Long Term Debt Equity Ratio -- -- -- -- --
Debt Coverage Ratios
InterestCover 2,636.53 11,243.63 395.13 116.28 83.09
Total Debt to Owners Fund -- -- -- 0.20 0.06
Financial Charges Coverage Ratio 2,812.54 12,163.75 421.50 123.99 88.52
Financial Charges Coverage Ratio PostTax 2,347.49 10,529.33 342.84 107.47 75.81
Management Efficiency Ratios
Inventory Turnover Ratio 9.93 7.91 8.99 9.26 7.20
Debtors Turnover Ratio 27.27 24.28 29.24 41.83 31.41
Investments Turnover Ratio 9.93 7.91 8.99 9.26 8.20
Fixed Assets Turnover Ratio 6.26 5.63 5.35 7.81 9.80
Total Assets Turnover Ratio 6.37 8.31 7.66 9.22 10.53
AssetTurnover Ratio 7.20 7.55 7.01 -- 5.64
Average Raw Material Holding 46.50 61.54 51.08 72.27 84.20
Average Finished Goods Held 29.08 35.15 32.05 34.18 29.81
Number of Days In Working Capital -21.06 -20.02 -22.62 1.58 -42.05
Profit & Loss Account Ratios
Material CostComposition 52.90 53.29 50.67 55.50 54.34
Imported Composition ofRaw Materials Consumed 12.53 19.20 18.61 21.65 16.67
Selling Distribution CostComposition 16.75 19.35 18.35 15.98 15.56
Expenses as Composition ofTotal Sales 2.24 7.25 7.31 9.47 10.68
Cash Flow Indicator Ratios

Dividend Payout Ratio Net Profit 69.99 71.20 75.20 76.47 131.80
Dividend Payout Ratio Cash Profit 64.74 64.98 69.40 70.93 122.23
Earning Retention Ratio 24.13 22.71 21.25 18.50 -39.13
Cash Earning Retention Ratio 30.26 29.99 27.59 24.77 -28.52
AdjustedCash Flow Times -- -- -- 0.17 0.05
Earnings Per Share 12.45 10.68 10.09 11.47 8.12
Book Value 16.25 12.19 11.84 9.45 6.61
DABUR INDIA:
Mar
'12
Mar '11 Mar '10 Mar '09 Mar '08
Investment Valuation Ratios
Face Value 1.00 1.00 1.00 1.00 1.00
Dividend Per Share 1.30 1.15 2.00 1.75 1.50
Operating Profit Per Share (Rs) 3.79 3.59 6.34 5.10 4.51
Net Operating Profit Per Share (Rs) 21.58 18.81 33.05 27.84 24.23
Free Reserves Per Share (Rs) 5.41 4.02 7.14 6.84 4.33
Bonus in Equity Capital 93.34 93.41 87.10 87.35 87.46
Profitability Ratios
Operating Profit Margin(%) 17.54 19.06 19.17 18.33 18.60
Profit Before Interest And Tax Margin(%) 16.36 17.76 17.97 17.11 17.29

Gross Profit Margin(%) 16.56 17.91 18.06 17.19 17.37
Cash Profit Margin(%) 14.90 15.58 15.88 15.97 16.16
Adjusted Cash Margin(%) 14.90 15.58 15.88 15.97 16.16
Net Profit Margin(%) 12.17 14.27 15.03 15.44 15.06
Adjusted Net Profit Margin(%) 12.17 14.27 15.03 15.44 15.06
Return On Capital Employed(%) 40.51 44.16 61.62 47.98 67.51
Return On Net Worth(%) 37.09 46.29 58.04 51.20 61.58
Adjusted Return on Net Worth(%) 40.13 45.21 56.29 48.65 59.99
Return on Assets Excluding Revaluations 7.17 5.85 8.60 8.43 5.95
Return on Assets Including Revaluations 7.17 5.85 8.60 8.43 5.95
Return on Long Term Funds(%) 43.91 53.79 68.96 55.29 68.93
Liquidity And Solvency Ratios
CurrentRatio 1.15 0.99 0.93 1.19 0.91
Quick Ratio 0.85 0.78 0.68 0.99 0.58
Debt Equity Ratio 0.21 0.23 0.14 0.19 0.03
Long Term Debt Equity Ratio 0.12 0.01 0.02 0.03 0.01
Debt Coverage Ratios
InterestCover 53.91 56.06 52.35 38.34 46.79
Total Debt to Owners Fund 0.21 0.23 0.14 0.19 0.03
Financial Charges Coverage Ratio 52.55 50.47 42.53 31.26 36.56
Financial Charges Coverage Ratio PostTax 40.49 41.66 36.46 28.99 32.87
Management Efficiency Ratios
Inventory Turnover Ratio 7.19 8.65 11.31 10.94 12.52
Debtors Turnover Ratio 17.62 19.67 23.62 22.63 25.94
Investments Turnover Ratio 7.19 8.65 11.31 10.94 12.52
Fixed Assets Turnover Ratio 4.38 4.39 4.31 4.84 4.67

Total Assets Turnover Ratio 2.43 2.46 3.44 2.81 3.98
AssetTurnover Ratio 2.57 2.96 3.31 3.39 4.67
Average Raw Material Holding 86.17 63.26 52.96 45.18 45.68
Average Finished Goods Held 28.16 29.32 22.08 21.28 20.13
Number ofDays In Working Capital 34.43 26.70 3.76 41.32 -5.80
Profit & Loss Account Ratios
Material CostComposition 55.67 53.15 48.61 52.80 49.05
Imported Composition ofRaw Materials Consumed 0.91 0.93 1.22 1.06 0.97
Selling Distribution CostComposition 13.44 14.89 16.55 14.89 16.12
Expenses as Composition ofTotal Sales 4.44 4.09 4.31 4.56 4.49
Cash Flow Indicator Ratios
Dividend Payout Ratio Net Profit 56.81 49.42 46.86 47.41 47.86
Dividend Payout Ratio Cash Profit 49.74 44.32 43.13 43.74 43.54
Earning Retention Ratio 47.48 49.40 51.67 50.11 50.87
Cash Earning Retention Ratio 53.59 54.74 55.64 54.16 55.41
AdjustedCash Flow Times 0.48 0.49 0.23 0.36 0.05
Mar
'12
Mar '11 Mar '10 Mar '09 Mar '08
Earnings Per Share 2.66 2.71 4.99 4.32 3.67
Book Value 7.48 6.33 8.64 8.53 6.11

COMPARISION WITH COMPETITORS:
HUL Dabur India Marico
Mar '11 Mar '11 Mar '11
Sources Of Funds
Total Share Capital 215.95 174.07 61.44
Equity Share Capital 215.95 174.07 61.44
Share Application Money 0.00 0.00 0.00
Preference Share Capital 0.00 0.00 0.00
Reserves 2,417.30 927.09 811.68
Revaluation Reserves 0.67 0.00 0.00
Networth 2,633.92 1,101.16 873.12
Secured Loans 0.00 17.57 332.42
Unsecured Loans 0.00 235.78 220.07
Total Debt 0.00 253.35 552.49
Total Liabilities 2,633.92 1,354.51 1,425.61
HUL Dabur India Marico
Mar '11 Mar '11 Mar '11
Gross Block 3,759.62 766.88 421.20

Less: Accum. Depreciation 1,590.46 269.32 198.74
Net Block 2,169.16 497.56 222.46
Capital Work in Progress 299.08 11.92 45.52
Investments 1,260.68 519.23 470.36
Inventories 2,811.26 460.58 454.22
Sundry Debtors 943.20 202.46 118.98
Cash and Bank Balance 281.91 26.08 13.95
Total Current Assets 4,036.37 689.12 587.15
Loans and Advances 1,099.72 461.81 369.93
Fixed Deposits 1,358.10 166.33 4.22
Total CA, Loans & Advances 6,494.19 1,317.26 961.30
Deffered Credit 0.00 0.00 0.00
Current Liabilities 6,264.21 539.05 242.07
Provisions 1,324.98 535.36 31.96
Total CL & Provisions 7,589.19 1,074.41 274.03
Net Current Assets
-
1,095.00
242.85 687.27
Miscellaneous Expenses 0.00 82.95 0.00
Total Assets 2,633.92 1,354.51 1,425.61

INTERPRETAION FROM ABOVE RATIOS:
PROFITABILITY RATIOS:
Profitability Measures assess the firm's ability to operate efficiently and are of
concern to owners, creditors, and management
Return on Asset (ROA)
ROA gives an idea as to how efficient management is at using its assets to
generate earnings.
Calculated by dividing a company's annual earnings by its total assets, ROA is
displayed as a percentage.
(Net Profit / Avg. Total Asset) * 100
Return on assets measures a company’s earnings in relation to all of the
resources it had at its disposal (the shareholders’ capital plus short and long-
term borrowed funds). Thus, it is the most stringent and excessive test of
return to shareholders. If a company has no debt, the return on assets and
return on equity figures will be the same.
Return on Equity (ROE)
The amount of net income returned as a percentage of shareholders
equity. Return on equity measures a corporation's profitability by revealing how
much profit a company generates with the money shareholders have invested.
(Net Earnings/Share’s holder Equity) * 100
Gross Profit Margin (GPM)
It gives a good indication of financial health. A financial metric used to assess a
firm's financial health by revealing the proportion of money left over from
revenues after accounting for the cost of goods sold. Gross profit margin serves
as the source for paying additional expenses and future savings.
(Gross Profit/ Net Sales) * 100

Net Profit Margin (NPM)
This number is an indication of how effective a company is at cost control. The
higher the net profit margin is, the more effective the company is at converting
revenue into actual profit. The net profit margin is a good way of comparing
companies in the same industry, since such companies are generally subject to
similar business conditions.
(Net Profit/ Net Sales) * 100
ROA and ROE
The ROA value gives investors an idea of how effectively the company is
converting the money it has to invest into net income. In case of HUL it is
always more if last 2 years then Marico and Dabur. In 2010, ROA was around
87% for HUL, It clearly signifies that for every Rs.1/- of investment as asset,
HUL earning 87paise where it is quite low in case of Dabur and Marico.
Now, assets comprise of share holder equity and long term borrowed funds. In
case of HUL, Debt to equity ratio is zero implies HUL as a No debt company.
Hence ROE is same as ROA for HUL,
In case of Dabur and Marico, ROE is lying around 45% to 60% which suggests
company’s pay back as per investment made by share holder. On the other
hand if we look at ROA of these two companies, it is fluctuating near to 20 % in
the last two years. As we know, ROA tells about company performance while
keeping all the assets into consideration and not only shareholder equity alone.
ROE is certainly a “hint” that management is giving shareholders more for their
money. On the other hand, if ROA is low or the company is carrying a lot of
debt, a high ROE can give investors a false impression about the company's
fortunes. Hence it is necessary to analyse the different ratio in one picture
frame rather than looking at them simultaneously.
One other important prospective, as HUL is a zero debt company (ROE=ROA)
while other two are not. Implies HUL is not using debt financing. From investor
point of view, I might appreciate the fact the company has zero debt but debt is
cheaper then equity. If the company have taken care of debt financing it could

have increased up its operations and revenues. However for companies which
have very large market capitalization like HUL, not using debt financing
signifies the low risk and self dependency in investor’s eye.
Discussing about NPM and GPM, the different between NPM and GPM is
Net Profit (NP) = Gross Profit (GP) – overhead
The profit margin tells you how much profit a company makes for every Rs.1/-
it generates in revenue or sales. Eg. NPM = 20% means for every Rs.1/-
Hence higher the NPM and GPM, indicates better financial health of a
company.
Mathematically GPM will always be greater than or equal to NPM as there will
some overhead expenses. Practically, overheads are not zero hence GPM >
NPM.
The lower the difference between NPM and GPM, the better. If the difference is
more that signifies the operational efficiency of the company. This difference is
less in case of HUL as compare to other peers considered relatively. Hence we
can comment on good operational efficiency of HUL with respect to Dabur and
Marico.
LIQUIDITY RATIOS:
Liquidity Ratio:
The higher the current ratio, the more capable the company is of paying its
obligations. In case of HUL the ratio is lying between 0.8 to 0 .9 whereas for
Dabur it’s .9 to 1.2. At the same time for Marico, it is above 1.2. By looking at
Current ratio only we can say Marico has the highest ability to meet short-term
debt obligations.
However, the current assets also include inventory of a company. Generally
inventories are not readily converted into cash hence we need another ratio
that does not includes inventory in current asset to give a more precise picture
of any firm’s liquidity. That ratio is quick ratio. For HUL the difference between
quick ratio and current ratio is very significant as compare Marico and Dabur
which implies heavy inventory in HUL. The difference is least in Marico and
then Dabur studied for last two years. Hence we have concluded on liquidity
parameter Marico is on top followed by Dabur and then HUL.

Inventory Turnover Ratio:
Keeping more inventory is not a false behaviour(as in case of HUL), one might
argue having enough inventory can guard you against various un-favourable
situation like in-ability to produce the goods due to any factor, excess demand
due to factors like season, natural calamity etc. The excess inventory gives
enough confidence to firm to act in future. However with no doubt this
inventory should be in rotation i.e. inventory turnover ratio should be good. So
that the same amount of goods will present in ware house but it will keep
rotating. The inventory turn ratio of Dabur is quite high comparatively to
Marico and HUL. In-fact Marico has the lowest inventory ratio. Thus analysing
quick ratio and inventory ratio in single frame, Marico has highest quick ratio
but lowest inventory turn ratio implies Marico maintaining high inventories but
its sitting period of good in inventory is more comparison to HUL and Dabur
which are maintaining low inventory but quickly converting it into revenues.
Apart from Inventory turnover ratio, we will be discussing on fixed asset and
Total Asset turnover ratio to comment on operational efficiency.
Fixed Asset Turnover Ratio
A higher fixed-asset turnover ratio shows that the company has been more
effective in using the investment in fixed assets to generate revenues.
Investments made on Plant, Property and Equipments (PPE). The fixed turnover
ratio is decreasing in case of all the three companies. However the decrease in
ratio is due to investments made in PPE by HUL and Marico where as in case of
Dabur it is disinvestment in fixed asset. To analyse fixed turnover ratio, one
must analyse at least four –five years of patterns as investment made on PPE
would yield higher production in significant amount of time. As per our scope
of analysis we have concluded Marico is utilizing its fixed assets in the way
resulting addition to sales revenue to maximum followed by HUL and then
Dabur.
P/E Ratio
In general, a high P/E suggests that investors are expecting higher earnings
growth in the future compared to companies with a lower P/E. If market price
of any firm’s stock is raising and proportionately dividend is not increasing
resulting increase in P/E ratio, yet as an investor I might be interested as in

the hope the currently market price of share is high and increasing over time
being receiver of low dividend (targeting for long term). P/E ratio noticed high
in last year for HUL, implies higher expectation of earning/willingness to pay to
earn per unit of income. The difference in ratio is not much in the three
companies considered to comment on financial health comparison but P/E
directly affected by market situation also.
D/E Ratio
A high debt/equity ratio generally means that a company has been aggressive
in financing its growth with debt. Higher D/E ratio can facilitate company to
use the benefits of debt financing as Debt is not always bad and Debt is always
cheaper then equity. But very high D/E creates serious troubles in decision
making process and affects the flexibility of top management in any firm. On
the contrary low D/E implies a company is not enough using the debt.
Discussing about D/E of HUL it is zero means it is a no debt company. D/E is
quite high in case of Marico and comparatively very less in Dabur. This implies
the risk factor in HUL is very less and financial leverage is least in comparison
of Dabur and Marico. Also in case of Dabur and Marico, the ratio has
decreased in the last two years indicating lowering of risk.
INVESTOR PERSPECTIVE & OUR RECOMMENDATION:
FOR HINDUSTAN UNILEVER:
A look at the 2 years closing chart pattern of Hindustan Unilever should
convince investors of different experiences and propensities why this is a must-
have stock among the several thousand being traded on the BSE and NSE.

There is an old saying: “You can’t keep a good man down.” That expression
could just as well describe the HUL stock. Note that when the stock dropped to
its new closing low of 220 in Mar ‘10, all four technical indicators reached
higher bottoms (marked by blue arrows). The positive divergences signaled the
end of the bear period.
The stock embarked on a fresh bull rally within an upward-sloping channel
that is still intact. From Sep ‘10 through Jan ‘11, the stock reached three
closing tops – each a little higher than the previous one. This time, the
technical indicators all touched lower tops. The negative divergences led to a
sharp drop below the 200 day EMA, followed by a triple-bottom reversal pattern
from Feb to May ‘11.
Once again, positive divergences from all four technical indicators that touched
higher bottoms, hinted at a resumption of the rally. The stock reached a new
closing high of 343 in Jun ‘11 at the upper-end of the upward-sloping channel.
Negative divergences in the technical indicators warned of a correction.
There are two points of interest here. The first is that the stock’s price
movements provide long-term trading opportunities, as it swings up and down

within the upward-sloping channel. The second, more important one, is that
between Nov ‘10 and Sep ‘11 the stock has gone up to touch new highs, and is
in a bull market - even as the Sensex and Nifty are in clear down trends.
All three EMAs are rising and the stock is trading above them – a sign of a bull
market. The strategy should be to use dips towards the lower end of the
upward-sloping channel to add. All four technical indicators – MACD, ROC, RSI
and slow stochastic are correcting an overbought situation. The correction from
the new closing high of 353 may continue a bit longer.
Bottomline? The stock chart pattern of Hindustan Unilever is in a bull market,
making steady rather than spectacular progress. Growth and margins are back
on the upswing. Valuations are not cheap, but the stock is worth its weight in
gold. Regular dividends are an added attraction.
FOR DABUR:
Dabur India

The stock investing tip to buy stocks of Dabur India for short term time frame
can be considered as an option. The target price could get achieved in one to
two months. Dabur is one of the good FMCG stock as everyone knows. This tip
is purely based on analytical indications.
Dabur India touched its 52 week high recently at Rs 218.95. 52 week low was
at Rs 121. Current EPS is Rs 4.87 and P/E stands at 41.37. Although P/E
ratio looks high, FMCG stocks have always been considered as safe stocks in
stocks markets and so command a higher P/E.
If you look at the 6 months chart, support line is around Rs. 195 which could
be considered as stop loss. The target once again could be near to its 52 week
high i.e. 218. This level provides moderate amount of returns in short term i.e.
1 - 2 months.

CONCLUSION
As we have given the project work to compare the three well known FMCG
companies i.e. HUL DABUR and MARICO .We came to know about the financial
condition of the three companies’ relatively good with HUL being in ideal
condition for investment. They are able to generate customer and these
companies are providing new services and products with latest innovation to
customers. At the end I can say that Hindustan Unilever Ltd. Is in good
financial position and marico & dabur can be titled as the market followers and
can promptly become the challengers in near future.

REFERENCES:
1) [1]. http://www.investopedia.com
2) [2]. http://www.investorwords.com
3) [3]. http://www.hul.co.in
4) [4]. http://www.marico.com
5) [5]. http://www.dabur.com
6) http://investmentsfordummieslikeme.blogspot.com

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