Organization study at saldana coffee

1. SALDANA AND
SONS COMPANY
Table of contents
SL. PAGE
NO. CONTENTS NO.
I. Part-A
1. Industry Profile
2. Company Profile
II. Part-B
McKinsey’s 7s Frame Work
1.STRUCTURE
2.SKILL
3.STYLE
4.STRATEGY
5.SYSTEM
6.STAFF
7.SHARED VALUE
III. Part-C
SWOT Analysis
IV Part-D
Summary of latest Annual Report
V Part-E
Learning Experience
VI Bibliography
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PART-A
Company Profiles
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3. SALDANA AND
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INTRODUCTION
When we think about refreshment, the first thing that comes to our mind is
coffee or tea. Most people prefer coffee and most prefer tea and these two drinks
have become a part of a human being’s life.
Here we (I) have concentrated on coffee which is considered as a traditional
drinks especially in south India. People here start their everyday life with a cup of
coffee. Not only in south India but in all parts of the world people are so dependent
and addicted to coffee that it acts as a daily schedule to every body every where.
But this coffee is not grown in all parts of the world but is grown in very few
places with right kind or weather, atmosphere and most important of all, the soil of
that region. It is usually grown in hill stations with adequate amount of rainfall and
such places which are high above sea level. Therefore in India, Karnataka is such a
place, especially South Karnataka which produces the highest amount of coffee in
whole India. Most parts of Karnataka such as Chikmagalur district and many parts
in Hassan District, and also Coorg.
So people here feel proud to be citizen of such place where coffee takes its
birth. So that being the main reason, I have concentrated on a organization which
has its roots spread very vast in coffee industry and is a major player in worlds
import/export of coffee and deals in coffee beans curing activities present in near
Belur
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4. SALDANA AND
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“SALDANA AND SONS COFFEE CURING COMPANY”
Before 1995, produce of coffee estate has to be compulsorily pooled to the
Indian coffee board which was controlling on it as per the coffee act consequent on
removing the control over coffee by Government of India and implementing free
sale quota the growers have the right in selling their produce anywhere.
Accordingly Shree B.A.Saldana,a leading coffee grower from Mudigere decided
to start a coffee curing of his own so as to encourage employment to the people of
area, procure raw coffee from coffee growers, process it and to sell both in internal
market as well as exporting to foreign countries with good quality.
During 1995 the Belur Coffee Curing and Trading company (BCCTC) and
Trading company come into existence as a partnership firm with founder
Mr.B.A.Saldana along with his son as other partner.
.
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5. SALDANA AND
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Nature of the Business Carried
Purchase of raw coffee of both Arabica and Robusta from coffee growers of
Chickmaglur district, Hassan district and Coorg district.
Vision, Mission and Quality policy
Cured (processed) coffee will be kept in good quality bags with proper care
to avoid quality deterioration as per the Indian Coffee Board Standards till it is a
disposed. For quality maintaining and exporting coffee to the foreign buyers, the
firm as bagged certificate of merit from VITC (Visveshwarya Industrial Trading
Corporation – Promoter of export excellence) a unit of Government of Karnataka
for the year 1996-2000 and the Sister Concern of the Firm has bagged “Silver and
Gold awards” from1996-2006.
BCCT is right now a 500 + crore company and has a very big share in
export market of Indian coffee.
However their vision is to be a 1000 crore worth company until 2010, and
also to conquer the whole export market of India.
Its mission is to avoid the new entrants in café coffee day market, so it is
very fastly conquering the whole Indian café outlet market by very fastly
developing the outlets and today it has nearly 600 café coffee day outlets all over
India and 200 are present in Bangalore.
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GOALS
Indian coffee is exported to all parts of the world. But except in India it is
no where called as Indian coffee and doesn’t have a name and popularity.
So the goal of BCCT is to make the world recognize Indian coffee as Indian
coffee and not anything else.
So café coffee day outlets are being planned to open in all parts of the world such
as one present in VIENNA, Austria and make the Indian coffee popular
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7. SALDANA AND
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PRODUCT PROFILE
Obviously the product is coffee beans and coffee can be mainly divided into
2 types
♦ Robusta
♦ Arabica
In both at coffee at estate level it will be prepared as parchment and cherry.
Arabica named for the Arabs, is the better and more expensive of the two.
These trees grow in semitropical climates near the equator, both in the western and
eastern hemispheres, at high altitudes. Because ripe Arabica cherries (unroasted
beans) fall to the ground and spoil, they must be carefully monitored and picked at
intervals, which increases production costs.
Robusta trees which are grown exclusively in the eastern hemisphere also
thrive in equatorial climates, but at low altitudes. Their cherries require less care
since they remain on the tree after they ripen. Robusta beans have twice the
caffeine of Arabica, but less flavor. Some supermarkets carry Arabica, but most of
their brands are Robusta. Coffee shops generally use Arabica beans, but because
their brews are so strong,
To describe the taste of Arabica is difficult without using trite words like
smooth and mellow. It has a round taste that is both rich and delicate, with good
acidity. This does not refer to an actual degree of acidity, but to the sharp and
pleasing taste that is neither sour nor sweet.
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In fairness, although most Robusta coffee is of a lower grade and inferior to
Arabica, there is a premium crop that is the top of the line for Robusta beans.
Premium Robusta is primarily used in specialty espresso blends, and is never
found in canned coffee. Though it only constitutes 5-15% of the blend, it is used
because these beans add body to the taste and make a nice creamer in the shot of
espresso. This additional body distinguishes the blend in a cappuccino or latte.
Premium Robusta should only be used for espresso and not other brewing
methods.
If the coffee is Colombian, it will probably be Arabica on the side or back
of the package, since this country produces nothing else. Guatemala, El Salvador,
Tanzania and Kenya also produce all Arabica beans.
Only these 2 varieties are grown in India because of the soil. But there are
various subdivisions in these two types of coffee beans depending on its size color
and shape
Again these two types that is Arabica and Robusta are brought in to BCCTC by
two ways
♦ Parchment
♦ Cherry
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PARCHMENT
It means bringing the cleaned beans or already separated and dried coffee
beans in to BCCTC
Usually this parchment is done by the estate owners through pulper
machines which separate the beans from the cherry which are ripen and the beans
are cleanly separated from cherry and all the remains are eliminated as waste and
then these beans are dried and then transported to BCCTC where the further
Processing of the beans are under taken.
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CHERRY
As the name indicates, it is the raw cherry which is grown in these 2 types
of plants.
They are directly purchased and brought to BCCTC in a ripe cherry form
and even removing the bean from the cherry is done by BCCTC, head office at
Sanysihalli near Belur after bringing to BCCTC. Here the work will be more to
this curing works as it is brought in raw form
Arabica is grown from December to March and these four months are
considered the best season for growing Arabic and plucking. Most of Arabica
beans are exported to European countries
Robusta season is from Feb/Mar to May every year and considered best for
these beans (coffee). Most of Robusta coffee is exported to U.K (London)
Arabica parchment is plucked in 3 rounds
I Round :- Plucking of coffee from plants when they are fully ripe and ready to
pack.
II Round :- Plucking of half ripe coffee beans
III Round :- Plucking of cherry
Arabica coffee is strong and doesn’t fall down form the plant even due to
heavy rains. It has to be plucked.
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Arabica coffee is more costly than Robusta because of its strong flavors and
taste.
Robusta coffee is lighter in nature and will easily fall off from the plant due
to rains. So more care has to be taken with this breed.
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Table showing different types & sub divisions of coffee beans.
Arabica Arabica Robusta Robusta
Types
parchment Cherry Parchment Cherry
S AAA AA AA AA
U AA A A A
B A AB AB AB
D B C C C
I C PB PB PB
V PB BB BB BB
I BB Bits Bits Bits
S Bits
I EB
O
N
S
AAA = Triple A
AA = Double A
PB = P Berry
BB = Black Berry
EB = Elephant Berry
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After all the above various types of coffee beans, there is also one more
type of coffee known as specialty coffee.
These coffees are produced by grinding two or more types of coffee beans
together. As in the chart consisting types of beans Arabica AAA may be grinded
with Arabica AB or PB, also with the varieties of Robusta parchment & cherry.
Like wise by combining all types of coffee beans with each other using
probabilistic methods results in birth of specialty coffee.
There is also a type known as MONSOONED COFFEE.
Known across the world, as unique coffees processed as per centuries old
traditions, "Monsooned coffee" was first produced quite by accident.
In the earlier days, coffee shipped from India to Europe took almost six
months to reach its destination. During that shipping process, the humidity at sea
changed the beans allowing it to acquire a distinct rich, mellow taste and a unique
golden look. With the coffee beans 'swelling' due to the moisture in the air, a new
kind of coffee was born - Monsooned Coffee.
Today, this entire flavor and experience is recaptured by the special process
of "monsooning".
The Monsooning process reforms the color and the physical characteristics
of cherry coffee. The color is changed to a golden yellow. The beans swell in size
and the bulk density is reduced.
The cherry/fruity taste disappears and the liquor is soft, rich, velvety
smooth and mellow with light acidity and a pleasant earthy flavor.
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In this case the coffee beans are dried in a humid atmosphere which results
in a unique golden look on the coffee beans and a mellow taste which is rich in
flavor. It also results in a slight swelling of the coffee beans. This is usually done
in costal areas where the temperature is very humid.
Even Monsooned coffee has different types such as
 Monsooned Arabica AA
 Monsooned Arabica Basically
 Monsooned Arabica Triage
 Monsooned Robusta AA
 Monsooned Robusta Triage
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Area of operation
Anywhere in India for domestic sales and export sales it depends on the
buyers interest presently thee Belur Coffee Curing and Trading Company is
exporting the European countries, African countries and Gulf countries etc.
Ownership Pattern
The company is partnership firm having family members as their partners
Mr.B.N.Saldana is the managing partner.
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COMPETITORS
There is no other curing works is functioning surrounding Belur. Only
traders nearby Belur are available .They are also selling raw coffee and buying
clean coffee needed by them based on the prevailing market place.
ACHIVEMENT.
. For quality maintaining and exporting coffee to the foreign buyers,
the firm has bagged certificate of merit from VITC (Visveshwarya
Industrial Trading Corporation-Promoter of export excellence) a unit of
Govt. of Karnataka for the year 1996-2000 and sister concern of the firm has
bagged Silver and Gold Awards from 1996 to 2006.
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19. SALDANA AND
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Work Flow Model
Hulling, Grading and Garbling
The machinery installed at the curing factory for the various curing
operation are as follows:-
1. Dust/Twig/Stone separator
2. Huller
3. Pillar cum polisher
4. Winnower
5. Unpeeled coffee separator
6. Grader
7. Catador
8. Specific gravity separator
9. Pneumatic separator
10. P B Band separator
11. Bucket elevators
12. Electronic colour sorting machine
Steps involved in the Hulling and Grading of coffee
The raw coffee is first passed through a Stone/Stick Eliminator where
foreign raw material like stone, sticks, twigs etc are removed. The coffee is then
passed in to Huller/Peeler cum Polisher and from there on to the horizontal or
vertical winnower. The coffee is next allowed in to pre-grader, where the bits are
separated. It then passes through the sizes (grades) , where the grades of coffees
such as P B, A,B&C are separated .Increase a pre grader is not installed , the
coffee may be directly passed on to the seizers where bits could be separated.
There after the coffee is subjected to Garbling/Sorting , outturning, building etc
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Hulling and Peeling:-
The cherry coffee are hulled using “Hullers” and the parchment coffee are
peeled by “Peelers”, and the subjected to polishing.
Grading:-
Primary grading is carried out based on the rise of beans. This is carried out
on a rotary grader. Secondary grading is done based on Dens metric classification
of individual graders. Catadars and Gravity separator are used for Dens metric
classification of coffee.
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Garbling/Sorting:-
The sorting of defective beans and discloser beans is carried out manually
by women garblers. In many of curing factories, Electronic color sorting machine
are also used for the sorting of discolored beans viz, Blacks, Browns. The
electronic color sorting machines are complimentary to manual garbling process.
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Outturning:-
After the garbling process, the coffee lot is outturned and quantity of each
of the grades weighted and recorded
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Packing:-
Double gunny bags used for the packing of cured coffee. The type of gunny
bag used is of the “B-TWIIF” of “DW” quality. The coffee is packed in quantity of
75kg/bag
Storage of coffee:-
Drying capacity, Machine capacity and Storage capacity are important
requisites, which determine the curing capacity of a curing factory.
The storage capacity of a curing factory is calculated based on certain
norms fixed by Board which are as follows:
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The flour area requires for storing raw coffee (uncured) equivalent to one
tonne of clean coffee is 13.5sqft . When height of a godown is 15ft in terms of
volume the space required for storing raw coffee equivalent to 1 ton of clean
coffee is 202.5cubicft.
The flour area require for storing 1 ton of clean coffee is 7.5sqft for wall
height of 14ft. In terms of volume the space required for storing 1 ton of clean
coffee is 105cubicft.
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Method of Calculation of Basic Storage Capacity
Godown space require for storing
uncured coffee equivalent tone ton of 202.2 cubicf
clean coffee
Space required for storing one ton of 105.0 cubic feet
cured coffee
For curing works in Karnataka
Ratio between the quantity of raw
coffee and the quantity of clean 75:25
coffee in storage
Ratio between the godown space
occupied by the raw coffee and clean 85:15
coffee
Example:-
Total volume of godown available of 100000 cubic feet
storing of coffee
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PART- B:
McKinsey’s 7S frame work
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McKinsey’s 7S frame work with special reference to Organization
Study.
The 7-S Framework of McKinsey’s is a Value Based Management (VBM)
model that describes how one can holistically and effectively organize a company.
Together these factors determine the way in which a corporate operates. The 7S
framework first appeared in the “ The Art of Japanese Management” by Richard Pascal
and Anthony Athos in 1981.They had been looking at how Japanese industry had been so
successful, at around the same time that Tom Peters and Robert Waterman were exploring
what made a company excellent. The 7 S models were born at a meeting of four authors
in 1978. It went on to appear in “In Search Of Excellence” by Peters and Waterman and
was taken up as a basic tool by the Global Management Consultancy firm McKinsey.
To be effective, the organization must have a high degree of fit, internal alignment
amongst all the 7S’s. All S’s are inter-related and a change in one has a ripple effect on
all the others. It’s impossible to make progress on one without making progress on all.
Thus, to improve any organization, one has to pay attention to all of the seven elements at
the same time. There is no starting point or implied hierarchy.
Those seven elements are distinguished in so called Hard S’s and Soft S’s. The
hard elements are feasible and easy to identify. They can be found in strategy statements,
corporate plans and organizational charts and other documentations.
The four soft S’s however, are difficult to describe since capabilities, values and
elements of corporate culture are continuously developing and changing. They are highly
determined by the people at work in the organization. Therefore it is much more difficult
to plan or to influence the characteristics of the soft elements. Although the soft factors
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are below the surface, they can have a great impact on the hard structure, strategies and
systems of the organization.
Description:
The Hard S’s
Strategy: Actions a company plans in response to or anticipation of changes in its
external environment.
Structure: Basis for specialization and co-ordination influenced primarily by strategy
and by organization size and diversity.
Systems: Formal and informal procedures that support the strategy and structure.
The Soft S’s
Style: The culture of the organization, consisting of two components;
Organizational culture: The dominant values and beliefs, norms which develop over
time and become relatively enduring features of organizational life.
Management style: More a matter of what managers do than what they say, how does
a company’s manager spend their time? What are they focusing attention on? Symbolism
- the creation and maintenance (or sometimes deconstruction) of meaning is a
fundamental responsibility of managers.
Staff: The people / Human Resource Management- processes used to develop managers,
socialization processes, ways of shaping basic values of management cadre, ways of
introducing young recruits to the company, ways of helping to manage the careers of
employees.
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Skills: The distinctive competences-what the company does best, ways of expanding or
shifting competences.
Shared values: Guiding concepts, fundamental ideas around which a business is built
must be simple, usually stated at abstract level, have great meaning inside the
organization even though outsiders may not see or understand them.
Effective organization achieves a fit between these seven elements. This criterion is the
origin of the other name of the model: diagnostic model for organizational effectiveness.
7’s model
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STRUCTURE
(Belur Coffee Curing And Trading Company)
Organization Chart
Chairman/ M.D. Managing Director
C.E.O / GM. General Manager
Manager H.R Manager Process
Manager Accounts Manager Store
Senior In charge
Manager Electrical Quality Control
Manager Mechanical Senior Manager
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Commercial
Officer Administrative
QUALITY CONTROL
Manager quality control
Shift chemist
Samplers
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FINANCE DEPARTMENT
Assistant manager
Assistant accountant
CLERKS /typiest
computer Accountant
Sweepers
HUMAN RESOURCE DEPARTMENT
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Manager H R
Time keeping(o) Wage & salary(o)
Assistant Assistant
Assistant HR Manager
Assistant
PURCHASE DEPARTMENT
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Senior manager
Assistant Manager
Assistant
Store-in-charge
Attender
PRODUCTION DEPARTMENT
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Manager process
Shift-in-charge
Assistant-in-charge
Operators
SKILL
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A skill is the ability, knowledge, understanding and judgment to accomplish a
task. Skills may be defined as what the company does best; the distinctive capabilities and
competencies that reside in their organization.
The organization selects and assigns personnel performing work affecting product
quality based on appropriate education skills and experience. The organization has also a
system to assess the competence of its personnel on periodic basis to identify gap in the
performance, if any as well as assessing their training needs to bridge the gap.
Identification of Training Needs:
Training needs may be new training or re-training these are identified once in a
year by department heads of their employees through appraisal system. New employees
or an employee who has assigned new jobs are identified and given needed training.
Training needs of their employee through appraisal system. New training needs of their
employees through appraisal system new employees or an employee who has assigned
new jobs are identified for training.
Training needs are considered at 3 levels:-
* Individual level
* Department level
* Organization level
On the job training.
These are types of training given to the employees at the working hours.
* Training regarding grading.
* Hygiene training.
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* Assistance by senior employees.
Off the job training.
These are types of training given to the employees in the leisure hours.
* Speeches
* Lectures
* Visuals training
STYLE
In BCCTC most of the decisions are taken by M.D of the firm, they follow Top
Down Style. In the absence M.D, Directors in charge of respective department takes
decision.
M.D
Director’s in charge of departments.
Plant Manager
Product in charge
Supervisors
Workers
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In BCCTCthey follow Authoritarian style in decision making. The major decision
regarding operation of the firm are taken by M.D. Other decisions involving higher cash
flows are participative taken involving partners and other officials.
STRATEGY
Strategy is a plan an organization formulates to gain a substantial advantage over the
competition. Strategy is the art of dividing and employing a system of activity that
mobilizes all resources towards a valuable goal. It is the determination of basic long term
goal and objective of an enterprise, and the adoption of course of action and the allocation
of resources available for carrying out these goals.
Pricing strategy
Price is an important element as it is revenue generating element of the
organization. All the decisions related to pricing plays an important role because demand
is inversely proportional to price. Price is a competitive weapon, price also determining to
profitability of the company. As a result pricing has become an important managerial
function of marketing.
Pricing strategy of BCCTC
• The pricing depends on market fluctuations.
• The market price is generally 10 % more than the cost of production, which
includes total expenditure.
• There is no credit facility formally.
• Payment is done on mutual understanding though 30 days are allowed for
payment or through advance payment.
• There are no direct customers.
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SYSTEM
Systems are the processes and information flow that link the organization together.
They include formal and informal procedures that govern day-to-day activity covering
everything from management information systems at the point of contact with the
customer.
The formal and informal procedures, including innovation systems, compensation
systems, management information systems, capital allocation systems that govern
everyday activity.
INVENTORY CONTROL SYSTEM
Inventories are valued providing for obsolescence, as under :
* Raw materials, production consumables, construction material and store and spares are
valued at low cost (computed on weighted average basis.) and net realizable value.
* Finished goods, semi finished goods and work in progress is valued lower than cost and
net realizable value. Cost for this purpose includes direct material, direct labour, excise
duty and appropriate overheads for bringing the inventory to its present location and
condition.
STAFF
BCCTC Staff are classified as follow:
* Technical staff.
* Clerical staff.
* Production staff.
* Labourers.
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Duties and Responsibilities
Technical staff Clerical staff.
* Machineries check * Accounting.
* Quality maintenance. * Maintaining records.
. Production staff. Labourers.
* Supervisory duties * Manufacturing.
* Raw material handling * Loading.
* Material handling.
* Processing
1. Every employee shall at all times diligently and faithfully serve the company and shall
devote his whole time and attention exclusively to the business and interest of the
company and to the best of his skill carry out his duties and shall attend work punctually
at the place where he is posted. Every employee shall hold himself in readiness to
perform any duties required of him by his superiors to the best of his ability.
2. An employee shall not directly or indirectly engage in any other profession or enter the
services for any part of his time .
3. Employees must not enter or pass through departments other has those in which they
are employed unless it is necessary in the course of their duties to do so.
4. Each employee shake keep his machine or work place clean and tidy.
5. Any breach by the employee shall be constrained as act of misconduct and the
employee shall be liable to punishment in accordance to company rules.
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SHARED VALUE
Shared values guide employees towards desired behavior originally called super
ordinate goals; the guiding concepts and principles of the organization – values and
aspirations, often unwritten – that go beyond the conventional statements of corporate
objectives. The fundamental ideas around which a business is built; the things that
influence a group to work together for a common aim.
Shared values are what engender trust and link an organization together. Shared
values are also the identity by which an organization is known throughout its business
areas. These values must be stated as both corporate objectives and individual values. The
others branches of the firm are involved in many social activities.
PART C
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SWOT ANALYSIS
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SWOT ANALYSIS
Here is the analysis about the Strengths, Weaknesses, Opportunities and
Threats of BCCW.
STRENGTHS:
 The biggest strength of BCCW is that it is the only company in coffee
industry with a complete chain of coffee operations.
BCCW carries its operations right from the growing of coffee to the
consumption of coffee by the final consumer.
It grows coffee in its own land, procures it, carries productions,
exports it, produces ready coffee products and has also conquered the
domestic market.
All its competitors are indulged only in few activities but BCCW
manages a complete chain of its operation.
 Among BCCW's biggest strengths are the two curing works, strategically
located in Chikmagalur and Hassan with a combined installed capacity of 1
million bags.
 Having our own curing works aids in enabling complete control over grading
standards and flexibility. Thus ensuring quality and efficiency.
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 A highly disciplined and dedicated network of over 42 agents who operate
throughout the major coffee growing areas of India form the back bone for our
coffee procurement chain.
 Our vertically integrated infrastructure ensures that the coffees never need
to leave the able hands of BCCW until final dispatch/shipment.
Strength may be its size. As it is one of the biggest coffee curing company, it
has even advantage in price stabilization (volatility).
WEAKNESS
There are no major weaknesses but one of its weakness is the higher quality
coffees in the world market such as Brazilian coffee, Kenyan coffee etc.. which are
of the best quality and rate in the world market of coffee.
OPPORTUNITIES
The overseas market demand for coffee is one of the biggest opportunities
for BCCW
The demand by European countries and many other countries of the world
for Indian coffee has created and also creates huge market in future.
Globalization and liberalization has played a very important role in these
overseas dealings of BCCW
THREATS
New entrants in Indian market for coffee are one of the biggest threat for
BCCWC for example: - STAR BUCKS, a company from USA is trying very hard
to enter the Indian market and trying to take over the café coffee day out BCCW. It
is a very big company and has high quality standards.
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However it has not yet been a possibility because of its high costs.
Other than that here is a threat of changing quality of coffee and its rates
due to natural reasons.
Change in money value in foreign exchange is also a threat to BCCW
.
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Part E
Learning Experience
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OBJECTIVES
The following are some of the objectives of BCCW
⇒ Foreign dealings improvements and maximization
⇒ Revenue maximization
⇒ Creating a monopolistic market in India
⇒ Adopt new methods for profit maximization
⇒ Promote Indian coffee market.
⇒ To provide the consumer a superior coffee-chicory blend that he or she has
been drinking till date
⇒ To provide a superior product than what others have been offering
⇒ To be available in every possible retail outlet which ensures convenience
and ease in availability
⇒ To provide the best quality of coffee- chicory blend at value for money
prices.
So here in this chapter we come to know about the vision, mission, goals
and objectives of BCCW and along with it the SWOT analysis has been done by
personal interaction with the SGM of the BCCW, head office, Hassan.
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FINDINGS
The following are some of the findings as per me by working in BCCW.
 It is highly successful in the world coffee market and has grabbed huge share
of export market of coffee in India.
 It has the biggest plantations of its owns which is more than 5,000 Acres in
Chikmagalur District, which no other coffee exporting company in India has.
 It is the aim of BCCW to make Indian coffee popular all over the world.
 A highly disciplined coffee procurement network which has been established,
natured over the liberated years following 1993.
 All the market restructuring & disturbances are handled by high flexibility of
production in its curing stations having over 1 million bags capacity
 It has its complete control over grading standards and market needs.
 It is managed by highly skilled and professional people in all its departments
which has resulted in success of BCCW.
Further about the company can be known in conclusion part of this report.
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CONCLUSION
As mentioned earlier and also by going through the whole company profile
and other data, it is clear that BCCW as a very big name and share in the whole
coffee market of the world and is one of the fully integrated coffee companies of
Asia. Its exports make BCCW as a second largest origin exporter in the world.
Their client list includes some of the world’s biggest and most discerning roasters,
MNCs, trading company and retail chains.
By working in such a successful organization, I have come to know lot
about this organization’s functioning and its markets. This is not surprisingly
because of the rich, unique blend of elements, vast, fine estates, exacting quality
control over processing, absolute commitment and integrity and most significantly,
a sense of dynamism of striving for the extraordinary and lots more to offer,
BCCW is one of the most professional in its nature. They continuously strive to
identify customer needs & constantly work on ways to present Indian coffee to the
world market and we can say that the competition for BCCW comes not from
within India but from other coffee nations such as Brazil, Columbia and Kenya.
Even though there is competition from so many courtiers, this company tries very
hard & is also successful to grab a huge share in the world market.
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The success of this organization in its exports is known by the various
awards received by BCCW such as:-
YEAR AWARD
1998-2006 SISTER CONCERN
2000 Top exporter of coffee to the region: U.S.A
Rather than its success in exports, it is also successful in all its divisions
management such as café coffee day division, beverages division, fresh & rounds
etc..
Its success in domestic market can be seen in our daily life with hundreds
of café outlets and coffee vending machines, resulting in millions of Indian
consumers consuming coffee products of BCCW everyday.
This company has so for captured a major parts of Indian market and yet is
trying very hard to conquer the whole market within few years from now.
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And by personally experiencing the functioning of BCCW and also by
seeing its business strategies, I can say no wonders it will definitely achieve its
goals in the mere future.
Even the procurement and production process of coffee takes place very
accurately in the Hassan organization of BCCW and standards for each and every
step is maintained and followed.
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DRAWBACKS:
But there is no business without drawbacks. Even BCCW has few
drawbacks as any other business and this is noticed by me personally.
The procurement process goes very accurately as mentioned above but only
to a certain extinct. It means, until the beans are processed in machines,
technology is used to highest extinct. But after the beans come out of machines
completing all the processes usage of technology becomes nil. The rest of the work
is totally done by manual labours (GARBLERS) which I feel is a waste of time
and money to a certain extinct.
Processes such as separations of different varieties of beans, grading, filling
them into bags and also loading into trucks is done by human labour for which
technology can be used.
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RECOMMENDATION:
Further new improved machines can be installed to carry on the process of
bagging, separations etc..
For loading the bags into trucks, tread mill kind of machines can be used
which reduces the effort and number of manual labour and speed can be picked up.
A good office automation process may be carried out by replacement of outdated
computers and a improved internet network within the organization.
So rather than the above few drawbacks of BCCW head office, everything
else is not blamable and rest is taken care in a efficient way by the people and the
authorities of this organization who have the ability to manage the problems
effectively and manage the day to day functioning of BCCW Trading Co. Ltd.
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BIBLIOGRAPHY
SOURCES OF INFORMATION
A guide to good quality of a coffee works
Websites :
www.google.com
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