Amara Raja Updated Project

STATEMENT OF THE PROBLEM
Trade credit arises when a firm sells its products or services on credit and does not
receivable immediately. It is an essential marketing tool, acting as a bridge for the movement
of goods that the production and distribution stages to customers. Credit creates “Receivables
or Book Debts” which the firm is expected to collect in the near future. Book debts or
receivable arising out of credit receivable constitutes a substantial portion of current assets of
the firm.
Receivables constitute a substantial portion of current assets of several firms. After
the inventories, trade debtors, are the major components of the current assets. They form
one-third of the current assets. Granting credit and creating debtors amount to the blocking
of funds. The interval between the date of sale and the date of payment has to be financed
out of the working capital. Thus, trade debtors represent investment. As substantial amounts
are tied up in trade debtors, it needs careful analysis and proper management.
An attempt is made in the project work to analyze the efficiency of receivable
management of the sample unit.
SVCCS, CTR (M.B.A Dept.)

INTRODUCTION
Finance is aptly described as the lifeblood and nerve centre of any business. It is just
as the circulation of blood, an essential system in the human body to keep and alive.
Finance is vital input for the smooth functioning of the business. Every business enterprise
irrespective of its size and nature needs finance to carry on its operations and achieve its
target.
FINANCIAL MANAGEMENT:
Definition:
“Business finance can broadly define as activity concerned with planning, organizing,
controlling and administration of funds used in business.”
“Financial management as an application of general managerial principles to the area
of decision-making.”
Working capital refers to a firm’s investment in short-term assets viz, cash, short-term
securities.
Current assets are to be managed in an efficient manner. Receivables represent an
important component in current assets of a firm. Management of receivables is having more
significance in order to avoid blockage of funds in receivables.
RECEIVABLES MANAGEMENT
The term receivable is defined as ‘debt owed to the firm by customers arising from
sale of goods or services in the ordinary course of business’. Receivables management is
also called trade credit management. Thus, accounts receivable represent an extension of
credit to customers, allowing them a reasonable period of time in which to pay for the goods
received.
These receivables come under current assets as they sooner are converted into cash.
Accounts receivables are the second most liquid form of assets of the firm. Skill full
administration of the receivables management is therefore of prime importance to the
business. The very reason of credit sales is to expand sales volume. Trade credit is
considered as an essential marketing tool, acting as a bridge for the movement of the
products through production and distribution stages to the customers.

DEFINITION OF ACCOUNTS RECEIVABLE MANAGEMENT:
ACCOUNTS RECEIVABLES:
“Receivables represent amount owed to the firm as a result of sale of goods or
services in the ordinary course of business”
RECEIVABLES MANAGEMENT:
“Receivables management is the process of making decisions relating to investment
in trade debtors”
A firm investment in accounts receivable depends upon volume of credit sales and
collection period.
The three major areas involved in accounts receivables management includes credit
policy, credit terms and collection policies.
CREDIT POLICY
The credit policy of a company is considerably influenced by the practices followed
by the industry.
The credit policy of a firm provides the framework to determine,
1. Whether or not to extend a credit to customer and
2. How much credit to extend.
The credit policy decision of a firm has a two broad dimensions:
1. Credit standards
2. Credit analysis
CREDIT STANDARDS
The term’ credit standards’ represents the basic criteria for the extension of credit
of customers. Our aim is to show what happens to the trade-off when standards are relaxed
or, alternatively, tightened.
The tradeoff with reference to credit standards are:
 The collection costs
 The average collection period
 Level of bad debt losses
 Level of sales

CREDIT ANALYSIS
Besides establishing credit standards a firm should develop procedures for evaluating
credit applicants. The second aspect of credit policies is credit analysis and investigation. The
two basic steps that are involved in the credit investigation process are:
 Obtaining credit information

 Analysis of credit information
Credit information can be obtained by both internal and external sources. Internal
sources includes various forms and documents that are filled by the customers, records of
the firm. External sources to assess the credit worthiness of the customers are published
financial statements of the customers, bank references, trade references, credit bureau
reports.
Information gathered can be analyzed by both qualitatively and quantitatively.
CREDIT TERMS
The second decision in accounts receivables management is the credit terms. After
the credit standards have established and the credit worthiness of the customers has been
assessed, the management of a firm must determine the terms and conditions of which
trade credit will be made available. The stipulations under which goods are sold on credit
are referred to as credit terms.
CREDIT TERMS HAVE THREE COMPONENTS
1. CREDIT PERIOD
In terms of the duration of time for which trade credit is extended during this period
the overdue amount must be paid by the customer. A firm’s credit period may be governed
by the industry norms. But depending on its objective, the firm can lengthen the credit
period.
2. CREDIT DISCOUNT
If any, which the customer can take advantage of, that is, the overdue amount will be
reduced by this amount. The firm uses cash discount as a increase in sales and accelerate
collections from customers.
3. CREDIT DISCOUNT PERIOD

Which refers to the duration during which the discount can be available of these terms are
usually.

COLLECTION POLICIES
The third area involved in the accounts receivables management is collection
policies. They refers to the procedures followed to collect account receivables when, after
the expiry of the credit period, they become due. These policies cover two aspects.
1. DEGREE OF COLLECTION EFFORT
To illustrate the effect of the collection effort, the credit policies of a firm may be
categorized into
 Stringent/Light
 Lenient
The collection policy would be tight if very rigorous procedures are followed a tight
collection policy has implications which involve benefits as well as costs
2. TYPES OF COLLECTION EFFORTS
The second aspect of collection policies related to the steps that should be
taken to collect over dues from the customers. The steps usually taken are
 Letters, including reminders, to expedite payment.

 Telephone calls for personal contact.
 Personal visits.
 Help of collection agencies and fully.
 Legal action.
1. The aim should be to collect as early as possible; genuine difficulties of
the customers should be given due consideration.
2. The management of receivables involves crucial decision in 3 areas credit

policies, credit terms, collection policies.
3. The objective of receivables management therefore is to have a trade-off

between the benefits and costs associated with the extension of credit.
4. The extension of credit involves risk and cost. The benefits are increased
sales and anticipated increased profits/incremental contribution.

INDUSTRY PROFILE
Industry Overview:
The total Indian storage battery market is approximately estimated at US$ 500 Million
with the automotive battery segment contributing 60 to 65 percent of the overall market
value. In terms of volumes, the overall consumption of automotive batteries could be around
6.3 million units with the OE segment comprising around 1.2 to 1.3 million units per annum,
according to an interview with the Executive Vice President of ARBL that was published on
the website chennaibest.com. The late 1990s also saw a surge in the sales of the passenger
car segment for around 2 years due to certain factors like the software boom, lowering of
interest rates, etc. - which increased the overall sales of batteries. The automotive sector did
not see any significant growth during the early part of the new millennium and is slowly
showing signs of growth during this financial year. This factor also adds to the demand in the
aftermarket as more number of cars was sold around 2 to 3 years back which is generally the
life of a lead acid battery. The replacement automotive battery market is expected to grow at
a healthy rate in the coming years.
The SLI market in the Indian subcontinent is a highly fragmented industry with a few
manufacturers in the organized segment and a lot many belonging to the tier 2 / tier 3
categories which have a regional presence and thrive especially among the semi urban and
rural areas.
Role of Technology
With the advent of newer more advanced technologies, the consumer is getting the
best of both worlds; a superior product at an affordable price. ARBL sells its automotive
battery under the brand name Amaron which is the country's first Zero Maintenance Free
Automotive battery while the competitors had only maintenance free batteries that needed
topping up of distilled water. Today, all the leading manufacturers are also offering a similar
product with focus shifting towards offering a technologically superior product. Amaron was
also the first to talk about what goes into making a great product. It spoke of having silver
inside which is used as an alloy mix that actually increases the battery life and this was the
first attempt by any battery manufacturer to educate the consumers.
Fuddy Duddy Category to Creative Advertisement of the Year
The interest level shown by any car owner to a battery revolves around only when the
car fails to start. Amaron therefore realized the need to make the consumer think about

automotive batteries, because thinking before a purchase will definitely lead to a comparison
among the brands available in the market.
Amaron thus went ahead with its "Chicken Leg" media campaign that created a storm
in the advertising industry and made people look to this relatively new player in the battery
industry. Over the years, the creative bent of all its campaigns starting from the media blitz,
to below-the-line campaigns have been towards educating the consumer about a battery.
The lead shown by ARBL was quickly followed by the others, with Exide Industries
sponsoring a cricket series in India for the first time with the campaign "India moves on
Exide" becoming a major success.
All this action in the automotive battery industry did not go unnoticed. An automotive
battery manufacturer (Amaron) for the first time was in the same league as mega ad spenders
like Coca Cola, Times of India, and others and won the Creative Advertiser of the Year,
which was a shot in the arm for the entire automotive battery industry.
Distribution
For the success of any aftermarket product, availability of the same is as important as
the product quality and competitive pricing which go a long way in increasing the visibility
and creating a network across markets. Here again, the leading automotive battery
manufacturers became aggressive in extending their reach to the nooks and corners of the
country and also moved away from the traditional distribution network and instead appointed
dealers and distributors who were the first timers to the battery business like service outlets of
some of the automobile majors like Maruti, Hyundai, Telco, Ashok Leyland, Hindustan
Motors etc, roadside mechanics and lube shops etc., which went a long way in increasing the
reach and visibility. There has been certain uniqueness that has been brought into the
business by establishing exclusive outlets with some flashy names like "Pitstops" and
"Terminals" which was never seen earlier in this industry. All this, resulted in taking the
smaller / regional manufacturers head on and helped in building better brand recall and
awareness among the end users.
Global scenario:
Global Opportunities for Advanced Battery Technologies in Automotive
Applications, 1998 to 2008 is a multi client report designed specifically to provide subscribes
with an accurate and independent assessment of emerging opportunities in the automotive
battery industry. In addition to providing invaluable information and insights into

developments in starting, lighting, and ignition (SLI) technology, the report focuses
specifically on opportunities emerging from electric vehicles and hybrid electric vehicles.
The report provides material suppliers, advanced battery companies, automotive original
equipment manufacturers, investors, and others with an excellent resource to build soil,
strategic plans and respond to competitive forces, emerging technologies, and evolving
market needs. Specifically, the report assists subscribers in growing their business by
providing the following:
Features:
Identification of the issues and timing for large scale commercial implementation of
advanced battery technology in the global automotive industry.
 Unbiased global scenario forecasts of commercial systems to 2003 and 2008.
 Forecast of material requirements for advanced batteries.
 Profiles of companies those are active in this field.
Benefits:
Identification of emerging business opportunities for advanced batteries
 New SLI technologies
 HEVs
 EVs
 Competitive intelligence for use in bench marking
 A resource for screening potential merger and acquisition candidates
The business:
Revenues for the global battery market reached an estimated $30 billion in 1998.SLI and
related secondary battery applications represent approximately one-half of the overall
revenues and are mostly utilized in automotive applications. High-performance secondary
batteries used in such applications as portable electronics represent approximately 15% of the
overall battery market. These high-performance secondary batteries have the fastest growth
rates, at over 10% a year. Primary batteries represent the remaining one-third of battery
industry revenues.
A battery is an electro chemical device in which the free energy of chemical reaction
is converted in to the electrical energy. The chemical energy contained in the active materials
is converted electrical by means of electrochemical oxidation reduction reactions.

HOW BATTERY WORKS:
When you place the key in your car’s ignition and turn the ignition switch “ON” a
signal sent to the battery. Upon receiving the signal, the battery takes energy that it has been
strong in chemicals form and releases it as electricity power is used to crank the engine. The
battery also release energy to power the car’s light and others accessories. It is the only
device, which can store electrical energy in the form of chemical energy, and science it is
called as a storage battery.
SEALED MAINTENANCE FREE (SMF) BATTERY:
Sealed maintenance free (SMF) batteries technologies are leading the battery industry
in the recent years in automobile and industry battery sector around the globe.
SMF batteries come under the rechargeable battery category so it can be used a
number of times the life of a battery. SMF batteries are more economical than cadmium
batteries. These batteries are more compact then the wet type batteries. It can be at any
position, these batteries are very popular for portable power requirements and space
constraint applications. The replacement market, on the other hand, is much longer. The
replacement market is characterized by the presence of large unorganized sector, which
constitutes around 55-60% of the total replacement market.
INDUSTRIAL BATTERIES:
Industrial batteries can be basically classified into two main categories:
 AUTOMOTIVE BATTERIES
 STATIONARY BATTERIES
The automotive batteries are used in electric vehicles and forklifts. The stationary
batteries used in Telecom, Railway and power industries have Registered a growth in excess
of 20% and this trend in likely to be continuing in the next 5 years.
The industrial segment is highly technology is an important factor land is vital for
brand reference. The total demand for the industrial battery segment is met by indigenous
production with a small saves of about 10% of by imports. The demand for industrial has
grown slowly and steadily.

RECYCLING OF BATTERIES:
Battery acid is recycled neutralizing it into water of converting it to sodium soleplate for
laundry manufacturing. Cleaning the battery cases, melting the plastics and reforming it into
pellets recycle plastic. Lead, which makes up 50% of every battery, is melted, poured into
slabs and purified.
PROSPECTUS OF SMF\ VRLA BATTERIESD IN INDIA:
The following factors are influencing demand of VRLA technology batteries.
 Entry of multinationals in telecom industry.

 DOT’S policy decision to upgrade the overall technology base.
 Constraints in the use of conventional battery in radio
TELECOM:
The government policy to increase the capacity from 10 million lines by 2000
increased the demand for storage batteries considerably. The value added services like radio
paging and cellular will increase the demand for storage batteries in future considerably.
RAILWAY:
In railways, the demand estimate is based on the annual post production which
comes to 2500 numbers by railways itself and 1000 numbers more by various other segments,
plus replacements demand and annual requirements for railway electrification.
POWER SECTOR:
In power sector the estimated 90 private power projects which are expected to produce
40000 MV with approximate capital outlay of Rs. 1, 40,000 crores would keep the industry
figured brighter in the coming years. The demand for VRLA batteries is increased due to its
performance over the conventional batteries. So it is more acceptable to the consumers.
VALUE REGULATED LEAD ACID BATTERIES:
In the recent years in automobiles and industry battery sector around the globe VRLA
batteries have become the preferred choice in various applications such as uninterrupted
power supply, emergency lights, security systems and weighting scales. VRLA batteries are
leak- proof, explosion resistant and having life duration of 15-20 years. These batteries
withstand the environment conditions due to high technology, in built in the batteries. Each
cell is housed in a power coated steel tray making them convenient to transport and
installation. So transit damages are minimized in case of these batteries.
AMARA RAJA GROUP OF COMPANIES:
 AMARA RAJA BATTERIES LIMITED (ARBL), karakambadi, Tirupathi.

 AMARA RAJA POWER SYSTEMS PVT.LTD (ARPSPL), Karakambadi, Tirupathi.
 MANGAL PRECISION PRODUCTS PVT LTD (MPPL), karakambadi, Tirupathi.
 MANGAL PRECISION PRODUCTS PVT LTD (MPPL), petamitta, chittoor.
 AMARA RAJA ELECTRONICS PVT. LTD (AREPL), Dighavamagham, Chittoor.
ENVIRONMENTAL PROGRAMS:
 Advancement for ISO-14001 Certification.

 Health monitoring and industrial safety program.
 Both personnel and industrial programs.
 Start-up of environment management system (EMS) implementation
Programs.
 Nil discharges and lowest emission awareness and implementation program.
 Waste reduction program.
 Energy conservation program.
 Continuous and massive greenbelt development program ground water level
improvement program.
 Central wastage collection, treatment, storage on safe disposal personal health safe
guarding program.

AWARDS:
 “ The spirit of excellence”
- awarded by academy of fine arts, Tirupathi.
 “ Best entrepreneur of the year 1998 “
- awarded by Hyderabad management association
 “ Industrial economist business excellence awards – 1991”
- awarded by the industrial economist, Chennai.
 “ Excellence award”
- Institution of economic studies (New Delhi).
 “Udyog ratton award”
- Institution of economic studies (New Delhi).

COMPANY PROFILE:
Background and inception of the company:
Amara Raja Batteries Ltd:

Amara Raja Batteries Limited (ARBL) Company incorporated under the company’s
act, 1956 in 13th February 1985 and converted into public limited company on 6th September
1990.
ARBL is the first company in India to manufacture VRLA (value regulated lead acid)
Batteries. The main objective of the company is manufacturing of good quality of SEALED
MAINTENANCE FREE lead acid batteries (SMF). The company was set up with Rs.1920
lakhs in 18 acres area near Karakambadi village, Renigunta Mandal. The project site is
notified Under “B” category.
The company has the clear-cut policy of direct selling without any intermediate. So
they have set up six branches and are operated by corporate operations office located in
Chennai. The company has virtual monopoly in higher A.H (Amp Hour) rating market its
product VRLA. It is also having the facility for Industrial and Automotive Batteries.
Mr. Galla Rmachandra Naidu, chairman who is an NRI having engineering background
promoted AMARA RAJA BATTERIES LTD. in 1985 at Karakambadi Village near
Tirupathi. He also seeded HARSHA ELECTRONICS Pvt. Ltd. in 1990 at Karakambadi
Village near Chittoor and AMARA RAJA ELECTRONICS Ltd. in 2000 at Diguvamagham
village near Chittoor. Before embarking on this venture he worked as senior project engineer

with M/S Sergeant& Lundy, USA (power consultants) for about 20 years. Prior to this, he
worked as an Electrical Engineer for US Steel Corporation for about 3 years.
In 1989, ARBL has entered into Industrial Battery market with Technical alliance
with GNB Batteries, USA to promote advanced Maintenance Free Valve Regulated Lead
Acid (MF-VRLA) batteries prior to setting its own facilities ARBL Imported the product in
semi-Knocked down condition. In September 1990, it was converted into a public limited
company and it’s IPO (Initial Public Offer) in January 1991 aggregating Rs.59.5Million. It
was formed to manufacture Maintenance-free, sealed lead acid batteries in which commercial
production commenced from May 1992. Despite its initial technical support from GNB
Batteries, during the financial year 1998 ARBL ceded a 23.7% stake to Johnson Controls Inc.
USA, at a premium of Rs.75 per share to cement a financial and technical tie-up to foray into
Automotive Batteries. Besides having overall control of the company as the chairman
Mr.R.N.Galla. His son, Mr. Jayadev Galla, who is acting as a managing director of the
company, has worked earlier with GNB Battery Technologies, USA as an International Sales
Executive.
Nature and business carried:

ARBL comprises of two major divisions viz,
.4. Industrial Batteries Division (IBD)
.5. Automotive Batteries Division (ABD)
.6. Small Batteries Division (SBD)
Industrial battery division (IBD)
Amara raja has become the benchmark in the manufacture of industrial batteries.
India is one of the largest and fastest growing markets for industrial batteries in the world and
Amara raja is leading the front with an 80% Market share for stand by VRLA batteries. It is
having the facility for producing plastic components required for industrial batteries.

Incorporation:
ARBL is the first company in India to manufacture VRLA batteries. The company has
setup of Rs. 1920 lakhs. Plants in 18 acres in karakambadi village, near Tirupati.
ARBL was established in the year 1985 as private limited and then it has been
changed into public limited company with the advent of GNB industrial batteries USA, for
manufacturing sealed value regulated.
Capacity
The actual installed capacity of IBD is over 4, 00,000 cells per annum and utilization
capacity is reached over 3, 50,000 cells per annum.
Automotive Battery Division (ABD)
ARBL inaugurated its new automotive plant at karakambadi near Tirupati. On

September 2001 this plant part of the most completely integrated battery manufacturing
facility in India with all critical components including plastics sourced in house from existing
facilities on site. This gives Amara raja is having complete control own inventory and
product quality in this project, Amara raja strategic alliance partners Johnson Controls USA
have closely worked with their Indian counterparts to put together the latest advances in
manufacturing technology and plant engineering. It is also having the capacity for producing
plastic components required for automotive batteries.
Capacity:
Amara Raja has a replacement Battery Brand Amaron hi-life. ARBL has a capacity
for manufacture of around 1,000,000 units at its facility at Tirupati with an investment of US
$ 10.00 million. A Greenfield project is planned at the same site with an additional
investment of US $6 million to augment capacity to 2 million batteries. The Amaron hi-life
battery is a product of the collaborative efforts of engineers at Johnson Controls Inc. and
Amara Raja. This Zero maintenance product incorporates the latest technological advances in
the field and is on par with batteries manufactured and marketed in developed countries. A
fully charged, factory-activated battery provides extra high starting performance and power at
any temperature.

Mission, vision and history:
Mission:
Mission, mantra, way of thinking, philosophy, what we live for… call it what you want,
you’ll find it below.
“To transform our spheres of influence and to improve the quality of life by building
institutions that provide better access to better opportunities, goods and services to more
people…all the time.”
Introduce latest generation technologies:
 Adapt these technologies to suit the operating environment
 Develop and manufacture globally competitive, customer-focused products of world-
class quality.
 Responsibly introduce these products into relevant markets.
 Provide world-class customer support.
Vision:
In January 2007, ARBL announced expansion plans to invest Rs.84 crores to set up the
combined manufacturing capacity of 3.2 million units for 2-wheeler batteries and small
VRLA batteries for UPS applications. Currently 1 million units combined capacity is ready
and will scale up to 3.2 million units by FY 2010.
Product profile:
Automotive battery products:
Four-wheelers:
1. Amaron hi-way
Amaron hi-way truck batteries-lasts long,
really long
Amaron hi-way truck batteries, brought to
you by Amara Raja Batteries Limited
(ARBL), the largest manufacturer of Stand-
by VRLA Industrial Batteries in the Indian.

2. Amaron pro hi-life
Amaron PRO hi-life batteries design features and
benefits
Longest life – thanks to the reformulated Advanta
paste recipe.
Zero maintenance – high heat technology, premium silver
alloys for a low-corrosion and no top-ups experience.
Highest cranking power – largest intercell welds, 19mm
lugs.
Amaron harvest
Types of Harvest tractor batteries
75 Ah – TRA 500 D31R/L
90 Ah – TRA 600 H29R/L
3. Amaron shield
Amaron shield – power Infinite
The new Amaron shield, with an unheard of 24
months warranty. A product of Amara Raja
Batteries Limited, Amaron shield is a result of a partnership between the Amara Raja Group
and Johnson Control Inc, USA, the global leader in interior experience, building efficiency
and power solutions.
Amaron shield design features and benefits Long life –

the robust plate design and a ribbed container provide
extra strength and improved resistance to corrosion.
Ultra low maintenance – the special hybrid alloy
system minimizes water loss, making the battery ultra
low maintenance and ensuring longer life.Ready to install – factory charged, wet shipped and
equipped with T3 terminals.Charge acceptance – the unique paste formulation provides for
quick charging between power failures.

4. Amaron go:
Amaron go batteries design features and benefits
Long life – thanks to the reformulated advanta paste recipe.
Maintenance free – High heat technology, premium silver alloys for a
low-corrosion and no top-ups experience.
Factory fresh – wet shipped and ready to fit.
5. Amaron fresh
6.Amaron optima
Optima yellow top: deep cycle batteries for extreme

applications
Optima blue top: for twice the life of traditional marine

and RV batteries
Optima red top: the battery that withstands the most

vibrations

Applications:
O.E.Customer Model Number Rating

Hyundai(Santro) 38B20R 12V35Ah
Maruthi Udyog Ltd(Wagon R) 38B20l 12V35Ah
Maruthi Udyog Ltd(Swift) 38B20R 12V35Ah
GMIL(Tavera) 80D26R 12V60Ah
GMIL(Optra) 55D23R 12V55Ah
Ashok Leyland(Goods) 75D31R 12V75Ah
Ashok Leyland(Passenger) HCVX00D04R 12V150Ah
Ashok Leyland(Goods) HCV500D31R 12V80Ah
M&M(Scor/Comm/Marshall) 65D26R 12V65Ah
M&M(Bolero) 75D31L 12V75Ah
M&M(Champion) 48D26R 12V50Ah
M&M(Tractors-All Types) TRA500D31L 12V75Ah
HONDA(City) 34B19L 12V32Ah
HONDA(Accord) 55B24L 12V60Ah
TELCO(Ace-Cub) 38B20L 12V35Ah
TELCO(207DI/Sumo/Variants) 75D31R 12V75Ah
TELCO(Safari-CRDI) 95D31R 12V80Ah
TELCO(Telco709/907) HCV700H29R 12V100Ah
TELCO(1613) HCV800D04R 12V120Ah
TELCO(1313/1512) HCVX00D04R 12V150Ah
SWRAJ MAZDA(Truck) 75D31R 12V75Ah
HML-Kolkata(Ambassador-D) 75D31R 12V75Ah
HML-Kolkata(Ambassador-P) 55D26R 12V60Ah
HML-Chennai(Lancer-P) 38B20L 12V35Ah
HML-Chennai(Lancer-D) 95D31L 12V80Ah
EICHER Tractors(for available models) TRA500D31R 12V75Ah
INTERNATIONAL Tractors TRA500D31R 12V75Ah

Two wheelers:
Applications:
Vehicle Scooters Battery type

manufacturer
Bajaj Bajaj Bravo AP-ATX2.5L
Bajaj Saffire, sprit,wave AP-ATX5L
TVS Scooty ES,Scooty AP-ATX5L
pep,spectra
Herohonda Pleasure, Street AP-ATX5L
Suzuki Access 125 AP-ATX5L
Kinetic honda Kinetic AP-ATX5L
hondaDX,Zx
kinetic Nova 135,Nova AP-ATX9
EX,Blaze

Industrial battery division:
Amara Raja’s Power Stack is a high performance battery designed to meet the
demands of a wide range of industrial applications. The power stack range is modular in
structure and is capable of accommodating a wide spectrum of capacities depending on the
application. Major application areas include telecommunications, power utilities, railways,
defence, and other heavy industries.
The advantages of powerstack at a glance:
 The advantages of power stack at a glance

 Design floats life of 20 years
 Proven performance in harsh tropical conditions
 Deep discharge capabilities
 Unbeatable track record in applications across heavy industries
 QS 9000 – accredited across all functional areas and business ranging from
manufacturing to services.
 World class ISO 14100 accredited facility

Quanta is not just another UPS battery, it is a UPS battery with a back-up for a back-
up.UPS battery is further backed by the world renowed technology that others cannot provide
you with. Put simply, Quanta is the product of fail-safe, fool-proof battery technology,
produced and tested in our premier manufacturing facility and provides several firsts for a
battery of its kind.
The advantages of Quanta at a glance
 Unique heavy-duty, corrosion-resistant alloy for positive grids, to increase cyclic life
in a tropical environment.
 Lower internal resistance for superior high-discharge performance.
 Interchange, a patented paste recipe for excellent charge acceptance.
 Aesthetically designed with a rugged Flappon terminal protector that prevents shorts
 Compact, lightweight, factory-charged, explosion-resistant and environment friendly
clean and sleek looks.
 Apart from the technology itself, helping us meet our stringent quality norms is our
QS 9000 accredited manufacturing plant. All of which makes Quanta the unrivalled
choice for the smart UPS equipment buyer.
Power Control:
 They provide back-up critical installations in power generating units and provide
back-up power for transmission and distribution sub-stations like:
 North Chennai thermal power station
 ARBL is an approved vendor for NTPC/NHPC and power Grid Corporation.

Oil & gas:
1. ARBL provides integrated solutions for renewable energy back-up power for
ONGC’s offshore platforms.
2. The island of Lakshadweep is powered through Amara Raja Power Systems.
3. They also provide back-up power for low power transmitters for Doordarshan.
Motive Power:
1. ARBL is the country’s first manufacturer of maintenance-free traction batteries used

in Forklifts and Pallet trucks.
Defence:
ARBL introduced new technologies for back-up power in defence, police and
paramilitary communication systems.
UPS & EPABX:
ARBL is the preferred suppliers for all leading UPS back-up manufacturers like APC,
Numeric, DB power, AP Lab, Electronics & Controls etc. our UPS batteries are the fastest
growing battery brand since its launch in July 2002 with a nation-wide footprint of sales and
service points and over 3,00,000 batteries in use at over 10,000 customer sites.
Railways:
 ARBL pioneered the use of maintenance-free batteries in the Indian Railways.

 Over 50% of Indian Railways’ two and three tier self-generation Air-conditioned
coaches are powered by ARBL.
 Over 40% of Railway’s Signalling and Telecom power supply solutions are provided
by ARBL.
Area of operation:
Regional: Leading battery manufacturer Amara Raja Batteries Limited launched Amaron pit
shop in Kakinada and Rajamundry today. With these the total number of pit shops in Andhra
Pradesh will grow to 14. The complete range of Amaron automotive batteries, the most
popular product from ARBL, will be available at the pit shop. Amaron pit shop is an
innovative concept pioneered by Amara Raja in the automotive battery industry.

National: The Company currently has a pan-India sales and service network with 152
franchisees, 120 pit shops and over 15000 active retailers.
Ownership pattern:
Shareholding of promoter and promoter group
Indian - 20.5427%
Foreign - 31.5187%
Public shareholding
Institutions- 15.1278%
Non-institutions - 32.8106%
Competitor’s information:
EXIDE: The Company was incorporated as Associated Battery Makers (Eastern) Ltd., on
31st January, 1947 under the Companies Act, 1913 to purchase all or any of the assets of the
business of manufacturers, buyers and sellers of and dealers in and repairers of electrical and
chemical appliances and goods carried on by the Chloride Electric Storage Company (India)
Ltd, in India , since 1916 with a view thereto to enter into and carry into effect (either with or
without modification) an agreement which had already been prepared and was expressed to
be made between the Chloride Electric Storage Co (India) Ltd on the one part and the
Company of the other part. The Company manufactures the widest range of storage batteries
in the world from 2.5 Ah to 20,400 Ah capacities, covering the broadest spectrum of
applications. The Company has six factories strategically located across the country – two in
Maharashtra, one in West Bengal, two in TamilNadu and one in Haryana. The Company’s
predecessor carried on their operations as import house from 1916 under the name Chloride
Electrical Storage Company. Thereafter, the Company started manufacturing storage batteries
in the country and have grown to become one of the largest manufacturer and exporter of
batteries in the sub-continent today. Exide separated from its UK-based parent, Chloride
Group Plc., in 1989, after the latter divested its ownership in favour of a group of Indian
shareholders. The Company has grown steadily, modernized its manufacturing processes and
taken initiatives on the service front. Constant innovations have helped the Company to

produce the world’s largest range of industrial batteries extending from 2.5 Ah to 15000 Ah
and covering various technology configurations.
Atlas:
Manufacturer of Lead Acid Batteries from 32 – 180Ah
Total number of employees 51- 100
Location details:
Punjab Ludhiana transport nagar
Ludhiana
Punjab State
The other competitors in the market are Hyderabad Batteries Limited, Southern Batteries Ltd,
Atlas batteries industries, Mico Bosch Automotive Batteries Ltd etc.
HIGHLIGHTS:
 Amaron TM is the preferred supplier to Daimler Chrysler, Ford and General Motors
 Automotive product of the year 2000 by overdrive
 Excellence in Environmental management in 2002 by AP Pollution Control Board
 Creative Advertiser of the year ’02 by ABBY
 Ford “World Excellence Award”
 Ford Q1 Award
 ISO - 9001 in 1997….RWTUV
 QS 9000 in 1999….RWTUV
 ISO/TS 16949 in 2004….RWTUV
 Quality benchmarks
 Best business practices as per JCI
 ISO 14001 in 2002…..RWTUV
 Part of the world’s largest battery manufacturing alliance- Johnson Controls Inc.,
USA
 Largest manufacturer of standby VRLA batteries for industrial application in India
 Auto CAD for sheet metal design

 Largest & dominant market leader of standby batteries in Railways, Telecom, power
generating stations in India
 One of the largest (designed for producing 2.5 million batteries p.a) and most modern
automotive battery plants in Asia
 Highly automated (oxide preparation to finishing; all processes and operations are
automated)
 Part of Amara Raja’s highly integrated battery complex (most components are built
in-house)
 Industrial Economist Business Excellence Award – 1991 by the Industrial Economist,
Chennai.
 Best Entrepreneur of the year 1998 – by Hyderabad Management Association.
 Excellence award by Institution of Economic Studies (ES), New Delhi.
 Udyog Rattan – 1999 by Institution of Economic Studies (ES), New Delhi
 Q1 vendor status by Ford India Limited – 2003
 World Excellence Silver Award by Ford USA
 The spirit of Excellence by Academy of fine arts, Tirupathi

Workflow model:
FIGURE1.6.1: AMARA RAJA WORK FLOW MODEL:
Oxide plant Grid casting
Plate Preparation
Assembly
Formation
Finishing
Dispatching

Future growth and prospectus:
The company has plans of expanding its battery manufacturing capacity a robust 50%
from 3.6 million units per annum to 5.4 million units per annum. The company intends to
make an investment of Rs 882 million for the expansion.
The company plans to expand the capacity of the industrial battery division, which
would incur a capital expenditure of Rs 650 million. The company would be investing Rs
1,134 million in setting up a facility at Tirupati for the manufacture of two wheeler and small
VRLA batteries. The proposed Share valueinvestment would be spread over three years. The
capacity’s facility would increase to 5.74 million units Share value

NEED FOR THE STUDY
The main purpose behind this project is to know how debts were procured by Amara
Raja batteries Limited. The study is on internal financing pattern of the debtor’s receivables
relating to the wing of cash management to achieve more customers with better excellence of
policies relating to domestic economy of the company. Therefore, clear analysis is to be
made to know the reasons & find out the measures to be taken to make the organization more
successful in acquiring debt amounts from its customers.

SCOPE OF THE STUDY
The current study is undertaken for the purpose of analyzing receivables management
of Amar Raja batteries Ltd, which is situated at Tirupati, Andhra Pradesh.
An extensive study is done on the blocking up of receivables and its retaining
activities, and the factors determining these receivables. The study concentrates on the
liquidity position of the firm, and a brief study is made on the techniques used by the firm for
collection.

OBJECTIVES OF THE STUDY
The main objective of the current study is to know the company performance towards
receivables action executing in ARBL. The prime objective is to analyze and evaluate the
receivables management and its performance in ARBL.
The following were the objectives of study were:
 To know how the receivables were managed.
 To analyze to what extent they were offering credit.
 To know who were the major defaulters.
 To know how much extent of cash is blocked as bad debts.

RESEARCH METHODOLOGY
Methodology refers to the way adopted for collecting information for the purpose of
drawing inferences. Methodology plays a vital role in the analysis of the study.
Methodology is the science of system and a method of conducting a research work.
Data Collection:
The study is depends on primary and secondary data from various sources:
Primary Data:
First hand information was collected from experts of finance department, on their
course of actions towards collections.
Secondary Data:
The Secondary data that is required for the studies is collected from the Schedules,
past notes, Budgets, through company websites and other statements provided by Finance
Department of AMARA RAJA BATTERIES LIMITED.

LIMITATIONS
1. The data used is gathered mainly through secondary sources and no independent verification
has been done on the same.
2. Only five years financial reports have been considered i.e., from 2005 to 2009.
3. And the total statements are given as secondary sources and they don’t provide to go through
scrutiny of those statements.

ANALYSIS FRAME WORK
CLASSIFICATIONS OF COLLECTION OPERATIONS:
 Preparation of Aging Schedules.
 Credit Sales to Accounts ReceivablesStatement.
 Collections to Accounts Receivables Statement.
The whole calculation part data has provided by the employees of Finance Department as
secondary source of data and there was no scope has given me to look into original
statements.when we step into the organization,we will see a wal hanger consists of “A
LITTLE FROM EVERYONE CAN SAVE A LOT”.
ANALYSIS OF AGING SCHEDULE
The company prepares monthly aging schedule to monitor its book debts.The debts
outstanding are broken down into branch wise entries.The aging schedules for the past two
years have been thoroughly analyzed to come out with average outstanding days of the book
debts in the company is as follows overdue less than 30 days, 301to 60 days, 61 to 90 days,
91 to 180 days, 181 to 300days, 301 to 365 days and above 365 days respectively.
These reports are prepared especially for the extended over due accounts. The basic reason
is to develop a file of customers who require special attention either in the form of
statements,letters or other collection activity.
RECEIVABLES MANAGEMENT:
Accounts receivables are the second most liquid form of assets of the firm.the
receivables come into being as credit sales and constitute as one of the largest assets. Skill
full administration of the receivables management is therefore of prime importance to the
business. The very reason of credit sales is to expand sales volume. If the company is very
strict in granting credit to customers many sales may be lost that would other wise contribute
to the profits of the firm. Before going to quote the credit aspiration and credit practices at
Amara Raja Power systems Ltd.,

What actually credit will create?
1. Company position.
2. Protection from competition.
3. Buyer states and Requirements.
4. Dealer Relationship.
5. Transit Delays.
6. Industrial practie
CREDIT POLICY AND PRACTICES AT AMARA RAJA POWER SYSTEMS LTD.

The sales of the company Amara Raja power systems ltd go on cash as well as credit
terms. The trading division of the ARPSL sells its products, which it receives from the
factories on a credit period of 45 days,through the branches of the company located all over
the country.
CREDIT POLICY
Credit Standards Credit Terms Collection Cash Discount
It is careful analysis Specified Lower collection

Risk of the influences lower
Duration investment in
Receivables and Vice-versa.

CREDIT STANDARDS
CREDIT STANDARDS ARE CRITERIA TO DECIDE THE TYPES:
Customers to whom goods could be sold on credit. If a firm has slow paying
customer its investment in accounts receivables will increase, the firm will also be exposed to
higher risk of default.
CREDIT TERMS:
Specify duration of credit and terms of payment by customers, investment in
accounts receivables will be high if customer are allowed extended time period for making
payment.
COLLECTION EFFORTS:
Collection effort determine the actual collection period. The lower the collection
the lower the investment in accounts receivables and vice-versa.
GOALS OF THE CREDIT POLICY
Stringent credit policy Leninent credit

policy
Less credit to customer as a More credit to customer as

Results decrease in sales it leads to increase in sales.

CREDIT POLICY AND PRACTICES AT AMARA RAJA BATTERIES LTD.
The sales of the company Amara Raja batteries ltd go on cash as well as credit terms.
The trading division of the ARBL sells its products, which it receives from the factories on a
credit period of 45 days,through the branches of the company located all over the country.
If there is any changes in credit policy there will be change in the
1. Volume of credit sales.
2. Default risk (or) Bad debts.
3. Costs.
4. Average collection period.
 Looks for the period of presence of the customer in the business.
1. RAILWAYS
2. TELECOM
3. SERVICE OR SPARES
 Looks for the character of the customer i.e., his willingness to pay the moral factor is of
considerable importance in credit position.
 Looks for his ability to pay is evaluated by his financial position and the bank guarantee
given by him.
Based on the above factors the company analyses the customers and determine the credit
limit to them. Every six months the company goes for the review of the customers.
When a customer is found to be regular in paying the dues within 30 days the
company may go for increase in the credit limit for the customer. In a small way, the new
customers are taken into consideration and given the credit.
COLLECTION PROCEDURES:
The company follows a system of centralized control and decentralized collections. the
company does not employ any collection agency for its collection activities. The trading
division receives a statement of sales and outstanding daily from all the branches in the
country, to initiate appropriate actions. the sales offices are engaged in collection activity and
the collection is done through CMP account and through Bank cheques.

MONITORING BOOK DEBTS
The company classifies its book debts based on the number of outstanding days in the
given following way:
OUTSTANDING DAYS DEBTS CATEGORY
MORE THAN 300 DAYS DISPUTES
BETWEEN 180 DAYS BAD DEBTS
BETWEEN 90-180 DAYS DOWBTFUL DEBTS
BETWEEN 0-90 DAYS GOOD DEBTS.
CLASSIFICATION OF CUSTOMER ACCOUNTS:
An analysis of collection from aspects of accounts provides a useful measure of the

potential loss in the various customer classifications. Customer accounts may be classified in
various categories.
1. Prime or excellent large. Well-established firms.

2. Good firms that are not large and have not yet established excellent credit
reputations.
3. Restricted: firms that are limited to a definite credit line and
4. Marginal high risk accounts which must be watched.

DATA ANALYSIS & INTERPRETATION
Analysis of Aging Schedule:

The company prepares monthly ageing schedule to monitor its book debts. The
outstanding are broken down into branch wise entries. The ageing schedules for the past two
years have been thoroughly analyzed to come out with average outstanding days of the book
debts of the company. On an average the outstanding days of the book debts in the company
is as follows:
Aging schedule for the year 2005

Outstanding period Outstanding Receivables % of total outstanding
(values in Rs) receivables
Not due 32,23,38,603 48.68%
0-30 11,48,55,005 17.34%
31-60 7,70,01,950 11.63%
61-90 2,55,44,568 3.88%
91-180 2,60,41,030 3.93%
>181 9,63,22,626 14.54%
Total 66,21,03,780 100%
60.00%
50.00%
40.00%
30.00% % of total outstanding

receivables
20.00%
10.00%
0.00%
Not due 0-30 31-60 61-90 91-180 >181
ANALYSIS:
During the year 2005, the total outstanding receivables were Rs.
66,21,03,780.out of which 48.68% were not due, 17.34% receivables were
collected within 30 days, 11.63% were collected in between 31 days to 60
days, 3.88% were collected in between 61 days to 90 days, 3.93% were
collected in between 91 days to 180 days. The remaining 14.54% receivables
are taking more than 180 days.

Not due 46,98,01,208 52.53%
0-30 18,31,25,405 20.47%
31-60 5,19,19,923 5.80%
61-90 3,94,65,006 4.41%
91-180 4,22,79,809 4.75%
>181 10,77,48,085 12.04%
Total 89,43,39,436 100%
60.00%
50.00%
40.00%

receivables
20.00%
10.00%
0.00%
Not due 0-30 31-60 61-90 91-180 >181
ANALYSIS:
89,43,39,436.out of which 52.53%were not due, 20.47% receivables were
collected within 30 days, 5.80% were collected in between 31 days to 60 days,
4.41% were collected in between 61 days to 90 days, 4.75% were collected in
between 91 days to 180 days. The remaining 12.04% receivables are taking
more than 180 days.

Not due 96,44,89,566 64.29%
0-30 30,56,53,366 20.37%
31-60 10,00,07,796 6.67%
61-90 2,80,30,688 1.86%
91-180 3,86,07,054 2.57%
>181 6,32,06,125 4.24%
Total 1,499,994,595 100%
70.00%
60.00%
50.00%
40.00%
% of total outstanding
30.00% receivables
20.00%
10.00%
0.00%
Not due 0-30 31-60 61-90 91-180 >181
ANALYSIS:
1.86% were collected in between 61 days to 90 days, and 2.57% were

Not due 1,575,899,203 68.67%
0-30 34,44,41,876 15.00%
31-60 22,02,53,459 9.59%
61-90 6,07,89,668 2.65%
91-180 5,07,57,638 2.23%
>181 4,26,53,695 1.86%
Total 2,294,795,539 100%
80.00%
70.00%
60.00%
50.00%

receivables
30.00%
20.00%
10.00%
0.00%
Not due 0-30 31-60 61-90 91-180 >181
ANALYSIS:

Not due 1,330,159,216 63.21%
0-30 45,84,78,599 21.79%
31-60 10,73,51,757 5.10%
61-90 3,92,04,061 1.86%
91-180 11,57,01,735 5.50%
>181 5,31,29,750 2.54%
Total 2,104,025,117 100%
70.00%
60.00%
50.00%
40.00%
% of total outstanding
30.00% receivables
20.00%
10.00%
0.00%
Not due 0-30 31-60 61-90 91-180 >181
ANALYSIS:

1) DEBTORS TURNOVER RATIO:
NET CREDIT SALES
DEBTORS TURNOVER RATIO = ---------------------------------
AVERAGE DEBTORS
Opening debtors + closing debtors
AVG DEBTORS = ----------------------------------------------------
2
YEARS Net credit sales Avg debtors TIMES
2005-06 391,85,58,196 75,31,13,338.5 5.20
2006-07 595,80,16,404 115,80,32,766.5 5.14
2007-08 1083,32,56,904 186,21,13,498 5.81
2008-09 13,177,230,047 217,15,87,529.5 6.06
6.5
5.5
TIMES
5
4.5
2005-06 2006-07 2007-08 2008-09
INTERPRETATION:
 During the year 2005-06, the debtor’s turnover is 5.2 times.
 In the year 2006-07, it was slightly decreased, but in the year 2007-08&2008-09 it
was increased to 5.81 times and 6.06 times respectively.
 Overall it is in increasing trend.

2) DEBTORS COLLECTION PERIOD(in days):
Avg debtors
= ----------------------------x365
Net sales
YEAR AVG DEBTORS NET SALES IN DAYS
2005-06 75,31,13,338.5 391,85,58,196 70.14
2006-07 115,80,32,766.5 595,80,16,404 70.94
2007-08 186,21,13,498 1083,32,56,904 62.73
2008-09 217,15,87,529.5 13,177,230,047 60.15
75
70
65
60 IN DAYS
55
50
2005-06 2006-07 2007-08 2008-09
INTERPRETATION:
 During the year 2005-06, the debtor’s collection period was 70.14 days.
 In the year 2006-07, it was slightly increased to 70.94 days, but in the years 2007-08
and 2008-09 it was decreased to 62.73 days and 60.15 days respectively.
 The above table reflects, the firm is maintaining strict collection policy.

FINDINGS
1. The credit worthiness and credit limit of customer is determined by the character and
financial position of a customers and period of presence in the business.
2. The transactions with the new customers will be on cash terms, with due course of time,
credit will be given to them.
3. The company follows the classification of debts into three categories namely debts
outstanding for less than 30-90 days are considered to be “GOOD”, for 90-180 days are
considered to be “DOUBTFUL” and > 181 days are considered to be “DISPUTES”, >365
days are considered to be “bad debts”.
4. The sales of the company on both cash and credit terms. Out of the sales generated 60% are
of cash and 40%are of credit basis.
5. No bad debts are seen in the year of September 2009 & February 2010.
6. From the analysis it is found that Tirupathi branch performance is good when compared with
other branches.

SUGGESTIONS
1. The company Structured frame work of bank Guarantee Limits must be done by the company
to which extent the company may give credit limit to its customers.
2. Implementation of special package of “EPR”, that which can improve the cash and credit
management procedure in a better manner regarding to “ACCOUNTS RECEIVABLES”.
3. Granting cash discount will be better to encourage regular payments.
4. The payments are delayed due to wrong billing; delayed billing etc., the billing system should
be improved. (Reasonable time).
5. If any customer is habitually defaulter in making payments, guarantee must be taken.
6. If credit period is increased the company can increase its sales.
CONCLUSION
The receivable management systems followed by Amara Raja batteries Ltd shows
satisfactory position. It gives to clear idea to the management to take decision. .The company
is reduced its bad debts .it can get extra receivables. If credit period is increased, the
collections can increases in sales. Overall the financial performance of the company is good.
And it has to take necessary steps to further growth of the company.
BIBLIOGRAPHY
 M.Y.KHAN & P. K. JAIN (2007) Financial Management: Text, problems& cases, 4/e, Tata
MCGRAW-HILL PUBLICATIONS: New Delhi’s.
 I.M. PANDEY (2004), Financial Management, 9/e, VIKAS PUBLICATIONS, New Delhi
 PRASANNA CHANDRA (2003), Financial Management, 5/e, TATA MCGRAW-HILL
PUBLICATIONS: New Delhi.
 http://www.amararaja.co.in.
 http://www.arbl.co.in

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STATEMENT OF THE PROBLEM

SVCCS, CTR (M.B.A Dept.)

SVCCS, CTR (M.B.A Dept.)

SVCCS, CTR (M.B.A Dept.)

 Obtaining credit information

CREDIT TERMS HAVE THREE COMPONENTS

3. CREDIT DISCOUNT PERIOD

SVCCS, CTR (M.B.A Dept.)

2. TYPES OF COLLECTION EFFORTS

 Letters, including reminders, to expedite payment.

2. The management of receivables involves crucial decision in 3 areas credit

3. The objective of receivables management therefore is to have a trade-off

SVCCS, CTR (M.B.A Dept.)

SVCCS, CTR (M.B.A Dept.)

SVCCS, CTR (M.B.A Dept.)

SVCCS, CTR (M.B.A Dept.)

SEALED MAINTENANCE FREE (SMF) BATTERY:

Industrial batteries can be basically classified into two main categories:

SVCCS, CTR (M.B.A Dept.)

PROSPECTUS OF SMF\ VRLA BATTERIESD IN INDIA:

The following factors are influencing demand of VRLA technology batteries.

 Entry of multinationals in telecom industry.

VALUE REGULATED LEAD ACID BATTERIES:

AMARA RAJA GROUP OF COMPANIES:

 AMARA RAJA BATTERIES LIMITED (ARBL), karakambadi, Tirupathi.

 Advancement for ISO-14001 Certification.

SVCCS, CTR (M.B.A Dept.)

 “ The spirit of excellence”

- awarded by academy of fine arts, Tirupathi.

 “ Best entrepreneur of the year 1998 “

- awarded by Hyderabad management association

 “ Industrial economist business excellence awards – 1991”

- awarded by the industrial economist, Chennai.

- Institution of economic studies (New Delhi).

 “Udyog ratton award”

- Institution of economic studies (New Delhi).

SVCCS, CTR (M.B.A Dept.)

Background and inception of the company:

Amara Raja Batteries Ltd:

SVCCS, CTR (M.B.A Dept.)

Nature and business carried:

Industrial battery division (IBD)

SVCCS, CTR (M.B.A Dept.)

Automotive Battery Division (ABD)

ARBL inaugurated its new automotive plant at karakambadi near Tirupati. On

SVCCS, CTR (M.B.A Dept.)

SVCCS, CTR (M.B.A Dept.)

Amaron shield design features and benefits Long life –

SVCCS, CTR (M.B.A Dept.)

Optima yellow top: deep cycle batteries for extreme

Optima blue top: for twice the life of traditional marine

Optima red top: the battery that withstands the most

SVCCS, CTR (M.B.A Dept.)

O.E.Customer Model Number Rating

SVCCS, CTR (M.B.A Dept.)

Vehicle Scooters Battery type

SVCCS, CTR (M.B.A Dept.)

The advantages of powerstack at a glance:

 The advantages of power stack at a glance

SVCCS, CTR (M.B.A Dept.)

The advantages of Quanta at a glance

SVCCS, CTR (M.B.A Dept.)

1. ARBL is the country’s first manufacturer of maintenance-free traction batteries used