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Neelkanth Group is over 30 year old and renowned group of Kutch region initially engaged in the business of salt manufacturing and trading. Over the time group have diversified itself into various other fields like, Construction, chemical, Coal trading, Met-coke and various port based services like Warehouse, Open Bonded & Non-Bonded Plot, Logistic provider and Oil tank terminal with a present turnover of over Rs.150 Crore.
Group is known for the Quality, Service and commitment there customer and it is the only reason which have help them to cover over 80% of Industrial salt market of India. Innovation is Key to sustainable growth, by learning this we have able to open new horizon in the field of logistic, construction and service.
Patel construction co. is groups ISO 9001:2008 certified company and it's the leading contractor of Kandla Port Trust (KPT).
In 2009, Group has signed a MoU with Govt. Of Gujarat for proposed investment of Rs.500 Crore in the field of Chemical and Fertilizer which can be produced from Salt. This project is in Implementation phase right now and with the success of this project group would be enable to cross Rs.300 Crore turnovers within 3 years.
Group is in complete control by Family Member.
Trade and Logistic
The proposed Jetty aims at formulating an efficient transportation system providing quick access, safe, energy efficient and economical transportation of goods and passengers, pollution and congestion free travel.
Keeping this in view, the following key objectives are sought to be achieved:
â€¢ Serving the needs of settlements, nodal developments and industrial concentrations, providing high level of access to Port and processing zone in KASEZ and areas with potential for growth in the influence area of Port.
â€¢ Giving high priority and complete emphasis on transport orientation without restraint or restriction and facilitating optimal functioning of the system.
â€¢ Developing high / medium capacity bus transport and structuring development keeping in view public as well as personalized modes of transport, minimizing restrictions or restraints and ensuring free flow of vehicles.
â€¢ Rational placement of workers' high-density residential neighborhoods to minimize travel. In the short range (say 10 years), areas will be zoned for this purpose in the vicinity of work places and industrial areas on modular basis to contain work trip journeys.
â€¢ To promote incremental network development to conserve resources and ensuring reservation of land for corridors and terminal facilities.
â€¢ Improving connectivity to settlements in the influence area of the SEZ extending up to NH-8A through spines, north-south mixed -use streets and high streets.
â€¢ Developing multi-modal freight and passenger transport infrastructure.
â€¢ Configuring network on hierarchy basis for signal free movement linked with port and processing zones. This will involve developing arterial roads at a high level of service with grade-separators and multi-modal passenger terminal in the central area and property development around terminals, station and nodes.
Gujarat Maritime Overview
The State of Gujarat, located on the West Coast of India, has about 1600 Km. long coastline, representing a third of the nation's water front. Gujarat is strategically positioned to service the vast north and central Indian hinterland.
The State has 40 minor and intermediate ports geographically dispersed across South Gujarat (13ports), Saurashtra (23 ports) and Kachchh region (4 ports). Besides there are 3 private ports in the State.
There is also a major port of Kandla, under the administrative control of the Central Government in Gujarat State. In order to accelerate the development of ports and putting their working on commercial footing a nodal maritime authority viz. Gujarat Maritime Board (GMB) has been constituted on 5th April- 1982.
11 intermediate and 29 minor ports of Gujarat State are being administered by GMB.
The total cargo handled by the Kandla Port in quantitative terms has increased from 459.07 lakh tones in the year 2005-06 to 529.82 lakh tones in the year 2006-07, showing an increase of 15.41 percent over the previous year (including transshipment). With this performance, the imports from Kandla port have increased by 14.95 percent during the year 2006-07 as compared to the year 2005-06 and the exports have increased by 15.33 percent during the year 2006-07 over the previous year.
Gujarat handles about 79% of Total Indian Port traffic through its 41 Minor and 1 Major port.
Growth of Private port and traffic in Gujarat is around 46% (2007-2008)
At present Kpt handles 75Million tones of cargo every year.
During Peak season there is waiting of around 15 - 17 days at Kpt for ship to Berth
Ahir Salt & Allied Product Pvt.Ltd [Ahir Port ]
Brief Report on Proposed Land
Location : Survey no.574 paiki Village Mithirorar,Kandla
Organization : Ahir Salt & Allied Products Pvt Ltd (ASA)
Land: Latitude : 23'02'51.07
Longitude : 70'13'10.02
40 Acre for Liquid and Dry cargo terminal allotted by State Government on ownership base.
1317.56 Acre On lease allotted by state government for manufacturing of salt.
Available Water Front:
165.07 Meters from the shore in Length at North Corner
147.91 Meters from the shore in Length at South Corner
220.00 Meter in width from North to South.
Depth: Approx. 7.5 - 8.5 Meter Draft at Present which can be dredge if required.
History regarding Proposed Land of the Project
His Highness Maharaoh of Kutch allotted Land to M/s. United Salt Works and Industries Ltd. (Company) in the year 1934 for the purpose of Salt Manufacturing till 1974.
This Lease was later on renewed by the Govt.of Gujarat for a period of 20 year i.e. upto 1994.
In the year 1994 the above referred 2.00 sq. Miles i.e. 1357.56 Acres land of the company was allotted to M/s. Ahir Salt & Allied Prod. Pvt. Ltd. on lease by Govt.of Gujarat upto 2016
Later on Kandla Port Project was formed in the year 1953 and the State of Kutch allotted 346 sq. miles of Land for the development of Kandla Port. Out of the total of 346 sq. miles of Land allotted to Kandla Port Project 2.00 sq. Miles (1357.56 Acres) of Land of the Company was withheld vide Notification No. 463/54 Dated 22.11.54 passed by Land Acquisition Officer, Adipur - Kutch thus the said land of the company was outside the limits of the Kandla Port.
Thus the said land was in the possession of the Company from 1934 to 1994 and the Salt Manufacturing Process was being carried out on the land. The company also developed a Jetty on the Water Front that was available on the said land for the purpose of Salt Export since 1934.
Initially the Salt was exported/transported through Country craft than company used barges for the same since 1986. Than the Jetty was
Un-used and damaged in various Natural Calamities like Cyclone and Earth Quake
Inception and History of Ahir Salt & Allied Prod. Pvt. Ltd.
At present Ahir Salt and Allied products Pvt. Ltd., has
1317.56 Acres of Lease Hold Land for the purpose of Salt Manufacturing
40 Acres of Self Occupied Land for the purpose of Liquid and Dry Cargo Terminals With the development of Kandla Port and increase in the demand of Liquid Cargo many Private Liquid Cargo Terminals developed in the surrounding of the Port Area to accommodate the demand for the storage of Liquid Cargo being Imported and Exported through Kandla Port.
M/s. Ahir Salt & Allied Prod. Pvt. Ltd., the company has decided to develop Dry & Liquid Cargo Storage Terminal as well as revamp/revive the existing structure of decades old Jetty on its existing Salt work land and therefore had taken up necessary steps in this regard. In this connection, Govt. Of Gujarat allotted 40 Acres out of the total of 1357.56 Acres of Lease Hold land on out-right
To Fully Utilized the Capacity of Land Allotted by govt. Company needs to revive its old Damaged and unused Jetty.
Vision and Mission
Vision: To be the Excellence Maritime service provider with complete End-End Solution to the customer
Mission: To establish the Hub for Trade and Logistic with development of Jetty and Ancillary service this would enable us to entertain our customer with 100pc result.
Industry SWOT Analysis
Strength: Proximity to Kandla Port, Just 1 Sea Mile.
Congestion at Kpt
Low wharf age rate
Large port backup area
40k Tones /24 hr Loading rate
Weakness: Only 1 Jetty would be develop.
Surrounded by KPT Land.
Opportunity: Low Loading-Unloading rate at KPT
Bulk & Liquid cargo handling together
High volume of Cargo
Threat: Private port in Kutch region.
Revival of Jetty.
The Proposed Jetty would be 220 Meter long and 50 Meter in width this would be one of kind jetty in this area and it would be Just 1 sea mile from KPT Jetty.
This jetty was initially used for loading of Salt into barges and country craft during 1980-1990. At that time ASA was the only salt manufacturer in India to export salt to Japan. This jetty was fully mechanized with conveyor system which would load a barge without any assistant it had a capacity of 400 tones/hr capacity.
The New Jetty would be Multipurpose and Multi cargo jetty which would handle both liquid and dry cargo along with passenger craft. This jetty is design to handle about 2million tones of Cargo per annum. It would be having a high-tech 2way conveyor system which would enable to load and Unload the with single point and cargo can be dump at backup area.
This conveyor system would be of 40K tones/24hr along with Hightech crane which would be Fail-safe option at Jetty.
For Liquid cargo there would be a Pipe Network at the Jetty and a Booster pump at the terminal end which would easily transfer the liquid to the Tanks.
This jetty would be of RCC-Reinforced and with a draft depth of 12 meter when the area would be dredged which would enable firm to handle the large vessel up to 70K DWT.
For this permission from Gujarat Maritime Board would be required and the firm is in the process of acquiring permission from necessary authority and Environment clearance would be also required as it fall in CRZ-1 area of Indian Govt.
Option 2: Build Barge Jetty.
With the available water front and draft it would be economical to build a barge Jetty which would be small and Less expensive this would give an option to directly call up the Large VLCC, Panmax and Capsize Ships with capacity of 60,000-100,000 Mt per transit this would save cost for the company importing the material.
Though this practice would increase the handling cost but it would be adjusted with the freight saved by the party and it amount to be doubled.
Eg. Coal imported in 100,000 Mt. ship would save USD 12/pmt to the party and the cost increase in the handling of the cargo would be just USD 6 so party save USD 6/PMT
â€¢Dry Cargo berths are available with Quay Length of 2532 mtrs â€¢1 Oil Jetties.
â€¢Total Custom Bonded Port Area inside the custom fencing is 253 hectares.
â€¢One deep draft mooring and Four Cargo moorings in the inner Harbors area for stream handling Container Handling Facilities
â€¢ 545 mtrs. Of quay length
â€¢2 Harbors mobile crane
â€¢4 RTGC 4 reach stackers, 18 prime movers
â€¢40 hectare plot for Container yard
â€¢6 Container Freight Stations serving the Port Reefer plug points.
â€¢Most economical handling charges & concessional TAMP tariff for coastal vessels.
â€¢ Nearest Port from Delhi and surrounding areas.
â€¢ Separate Stacking area for dangerous goods.
â€¢ Railway line adjacent to Container Yard. Steel Floating Dry Dock T
â€¢Breadth maximum up to 17 mtrs. â€¢Draft maximum up to 4, 5 mtrs.
â€¢Lift displacement maximum up to 2500 tones.
â€¢A draft of up to 33 meters at SBMs and Lighter age Point Operations (LPO).
â€¢Three Nos. of Single Buoy Moorings available. Handling VLCCs having 3, 00,000 Wand more.
â€¢Excellent infrastructure and tranquil waters facilitate trans-shipment operations even during monsoon season at Vadinar.
Port Equipments Wharf Cranes
2 Wharf Cranes of the following capacities:
â€¢ 2 of 12 Tons
â€¢ 4 of 16 Tons
â€¢ 6 of 25Tons
he rated capacity of 16 tons cap. Crane is 400 MT/hour
The rated capacity of 25 Tons cap. Crane is 600 MT/hour.
Weighbridges Nine weighbridges inside the port, which includes: â€¢ Two Weighbridges of 40 MT capacities
â€¢ One Weighbridge of 50MTcapacity.
â€¢ One Weighbridge of 60MTcapacities.
â€¢ Two Weighbridges of SOMT capacity.
â€¢ Three Weighbridges 100 MT capacity. More weighbridges in collaboration with Private firms are being commissioned Other Support Equipment
â€¢ Easy availability of other support loading equipments such as Forklifts, Tractor, Trailors, Pay-loaders of various capacities.
â€¢ Private handling, equipments like Mobile Cranes, Top litters, pay-loaders, Forklifts, Heavy-duty Trailors etc. available on hire at competitive rates.
Liquid Storage Terminal
Liquid storage terminal would be Tanks made of SS Steel and Iron which would be able to handle the various Non-Hazardous cargo as notified by the GoI, and which are permeable under CRZ-1 norms and further amended from time to time. Major liquid product would be petroleum product and Edible oil which can be stored in these tanks. Total capacity of this Terminal would be 5 lakh KL / Annum.
Total operation of this terminal would be Automatic and control by the central control room at the site with a Sensor to maintain a temperature of this tanks. Among the various important cargo the Fuel oil is a product which would be stored in this SS Temperature controlled tank as there is only 1 tank in entire Kandla complex of this type and this would be Differentiation feature of this terminal. We intend to develop at least 20 tank of about 40,000 KL for such storage and maintenance.
This terminal would be adjacent to present warehouse and would be spreader over 40 acre of land.
This would be additional feature of this project at would cost around Rs.4 Crore. There would be 2 parallel siding at this site and would cater the need of Bulk as well as Liquid cargo which would be handle by the Jetty. At present there is no one in Kandla complex with integrated railway siding except CWC which is a Got corporation.
As per the Data collected by us the present capacity of Kandla railway is only 30% used that means there is enough scope for us to utilize the remaining capacity and it would also generate additional income for railway.
The only hurdle at present is permission from KPT to use their 2 acre of land for establishing railway tracks which can be done with the help of railway.
Other option is to use "serve siding" at KPT which is only 3 KM away from present site.
Rail connectivity is required for 100% inward movement of Iron ore, 65% out ward movement of non-TNEB coal and 25% of inward-outward movement of containers.
Road connectivity is required to move about 75% of container traffic and liquid
Cargo. After analysis of the connectivity needs for uninterrupted evacuation of
cargo, the following recommendations have been made.
â€¢ Construction of an independent railway siding to connect Attipattu /
Attipattu Pudunagar railway stations to coal, iron ore and container
stack yards. (Ref. Figure 2.4)
â€¢ Construction of a new 8km chord line from Puttur to Attipattu with
equity participation of EPL.
â€¢ Construction of the network of roads suggested inside and outside of
the port boundary wall
Kandla Port Trust - Berth Occupancy Chart
Berth Occupancy Chart: http://kandlaport.gov.in/gImages/graph_birth_occupancy.gif
TRAFFIC HANDLED at Kandla: http://kandlaport.gov.in/gImages/trafficthkpt.gif
NO. of SHIPS HANDLED AT KPT: http://kandlaport.gov.in/gImages/No.of%20Ships.gif
Average Pre-Berthing time in Days : http://kandlaport.gov.in/gImages/Avg_Pre-Berthing%20time.gif
Average Turnaround time in Days: http://kandlaport.gov.in/gImages/Avg_Turnaround%20time.gif
Overall scenario of Port situation in Gujarat
The overview of Traffic handled at Major Ports, Non Major Ports of India is as under. GMB has handled traffic of 205.51 MMT during the year 2009-10 compared to the traffic153 MMT handled for the year of 2008-09. GMB has attained a considerable Growth Rate of 34% in the year of 2009-10 compared to previous year. This is an achievement for the Gujarat State economy and GMB as well. Looking to the table appended hereunder, Total National Traffic Growth Rate is 13.14% approximately. Major Ports Traffic Growth Rate is 5.90% and the growth rate of Non Major Ports is 35.07%. Import Growth Rate is 33.73% and Export Growth Rate is 37.39%.
Total Traffic Analysis
Import Export Traffic
Traffic of last 5 years
Gujarat handled majority share of 79.84% of traffic in India's minor and intermediate ports in 2006-2007 and 71.5% of the total cargo traffic in India's Non-major ports
Gujarat handles 11.5% of the total cargo traffic in India's major ports
The non-major ports of Gujarat handled a cargo traffic of 147. million tonnes in 2007-2008 an increase of 11.44% over previous year
The total port capacity of Gujarat grew at 46.6% , from 135
MMT from 2001 to 198 MMT in 2007-08
Port infrastructure like captive terminals, direct berthing ports, rail linkages, private sector ports and private jetties exhibited considerable growth The total imports traffic handled during the year 2007-2008 by the ports amounts to 86.75 million tones, while that of exports traffic during the year is 50.10 million tones.
Over and above container cargo of 1241617 TEU was been handled in the
Connectivity to Gujarat
We can see that there is a tremendous volume of business which can be developed and there is a need of such type of port as there is increasing business in Gujarat state and all over India.
This port would be act like a boon to a small exporter and importer who wants to do business in small volume this would create Niche for itself and it won't attract attention of bigger player which can harm it in future.
Thus we predict to do business of about 2 Million tones / Annum for first three year and then after 5 million tones/ annum with the expansion of current project,
Dry Cargo Handling:
2 Gottwaldov and 1 Libber mobile harbor cranes with a handling capacity of 750 tons per hour (TPH) per crane
22 bagging lines capable of 1008 TPH in total.
One 1,000 TPH ship loader
3.6 km long import and export conveyor system capable of handling 1,500 TPH of import and 1,000 TPH of export cargo
2 mobile hoppers for direct discharge into the import conveyors
6 mobile hoppers for direct discharge into dumpers
Wheat cleaning and rice sorting systems
State of the art fully mechanized fertilizer cargo complex
03 Nose 20 MTS goliath cranes with vacuum handling pipe attachments capable of handling 8" to 56" diameter of pipes
60 Nose 40 ft trailers for internal transportation.
4 Nos 32 MTS kalmar forklifts.
Wheat cleaning facility with a capacity of 1,200 MT / day
Rice sorting and grading facilities with a capacity of 500 MT / day
6 weighbridges for dry cargo
2 in-motion rail weighbridges
Project Cargo Handling:
Capability to handle oversized and overweight cargo
Availability of exclusive sea front/berthing as well as common user berths
Opportunity for on-site manufacturing and assembly in the port backup area
Backed with SEZ facilities to set up units in SEZ
Provision for barge operations
Multiple berth options with possibility of priority berthing of chartered vessels possible
· Fresh water services
· Bunker services (fuel - HSD / gas oil and lubes) at a competitive price
· Reception facilities for sludge and slop
· Garbage collection facilities
· Fire fighting services on demand
· Gangway security
· Fresh provisions and stores
· Bonded store items
· Sign-on and sign-off facility with direct flights to Mumbai
· Medical facilities
· The port's own fleet of tugs
Liquid Cargo Handling:
4 Nos. Dock Pipelines with diameters ranging from 8 inch to 24 inch (including 8" dia Stainless Steel line), connecting Liquid berths to the shore tanks.
Dedicated pump with individual tank for road tanker loading (88 pumps)
50 loading bays for uninterrupted delivery from every tank i.e. 3 road tanker simultaneous loading from individual tank and 12 unloading bays.
Bulk Bitumen storage tank facility inside port. 2 tanks each of 2000 Kiloliter and one service tank of 330 KL
Fire fighting, nitrogen, hot water circulation, effluents treatment plant (ETP) and oil-water separator systems
3 pump houses and 1 Weighbridges in the liquid terminal
Tank terminal with200 tanks with total storage volume 200,000 kiloliter for storage of various liquids like edible oils, petroleum products, bitumen in bulk and chemicals.
All Pipeline with cup pigging system for pushing pipe line product and effective cleaning of pipe line.
Export pumps installed 100x3 Nos. and 300x 2 Nos. cu.m/HR for export from tank to vessel.
Encl-9 tanks (16 nos.) with Radar Gauges and Mass flow meters at delivery end.
Railway connectivity for Edible/vegetable oil loading/unloading
Future Plan :-
Nearly expand for 3,20,000 Kiloliter bunkering tank farm with dedicated Jetty with loading arm.
Railway Load/unload facility for Black POL Products
Bulk cargo Handling capacity Expansion to 8 Million tones / Annum
Corporate Planning and Structure
Corporate structure, planning, strategy and control mechanisms are the key vehicles for any organization to drive and achieve its vision. The following are the key objectives of the corporate planning:
â€¢ To achieve the organization's vision and goals while satisfying the stake
â€¢ According to the corporate vision, mission and goals, drive the long term, midterm and short terms plans and draw the road map for the implementation by each business unit in the organization.
â€¢ Measure the targets and meet the gaps through operational, organizational and service efficiency.
â€¢ Develop flexible and proactive strategies to win over the competition Although the organization should not be people driven, but rather process driven, it is the people and their knowledge as assets which is the key element taking the organization along the right path. Moreover, the right people at the right place and at the right time make the organization more proactive and highly reactive to the market needs. Hence, updated knowledge, motivation and decision making skills are vital skills required from the people in the organization.
Here the current corporate planning and decision making processes are mapped
Top Level Management:
Chairman : Shamji Kangad
Operation Head : Mihir Kangad
Marketing Head : Hetab Kangad
Oil, Logistic Head,&
Custom Affair : Raj Kangad
â€¢ Though planning is done for 20 years and 5 years with a break up of each
year, the detailed corporate planning is not in place.
â€¢ The Corporate Plan should include the organizations long and mid term
goals and strategy along with detailed traffic and revenue projections.
Objective and strategy of each department should be drawn up in detail.
This is however not followed by the Port.
â€¢ The Master planning (done by IPA) is not updated regularly. The traffic
projection 5 years is 15Mta. Many market changes took place during the last ten
years, but it is not updated in the plan.
â€¢ The sudden rise of iron ore demand and the drastic fall of predicted coal
demand have caused supply-demand issues for which the Kandla Port was not
â€¢ The Port does not have full autonomy to decide and take its own decision
for the key projects which are critical for the Port competitiveness.
Major Decision would be taken by Top Level for strategic move.
Flexibility to middle level manager to improve the Efficiency of the port
Yearly management evaluation process would be implemented
â€¢ The long tendering process further accentuates the delay of projects,
which are already delayed due to the planning and approval stages.
â€¢ Many times, the Port has to go through a re-tendering process as the
suppliers or consultants' proposed cost estimation would not match with
the planned estimation by the Port. It is understandable that, the market
value changes very often depending upon the supply and demand.
â€¢ The value of a project will change by the time the Port gets the final
approval from the Ministry appraise the Committee or Chairman or Ministry on the changes and then go through a new tendering process.
â€¢ There is no IT based project management system in place and also there
is no measure on planning and administration costs on the projects.
â€¢ All the projects are being managed and monitored manually through paper
Control or Feedback Mechanism
â€¢ There is no clearly defined Corporate Performance Measurement system
â€¢ Corporate Performance Measurement system helps the organization to
measure its goals / objectives against its actual achievements. And
consequently to find the gap and its business impact.
â€¢ However, the actual results are measured against the planned results and
the reasons are being discussed. However, based on the financial
projection gaps only would not lead to the actual cause of the problem.
â€¢ Hence, the goals should be clearly defined and measured to rectify the
strategy, and accordingly to develop new alternative strategies.
Internal Organization Structure
There would be a Matrix structure which would be crossed linked to a product manager and operation team at the operational level.
Marketing department would be an independent team whose focused would be on getting more and more product berth at our jetty rather than at KPT.
Marketing would be Held by a Key Family Member
High processing time on the project planning and estimations (internal process planning only) is a key concern for the Port as it impacts its ability to be highly reactive to the market needs.
â€¢ The organizational structure is functionally driven rather than process driven. Hence, each department acts based on its functional requirement rather than the requirement of the process.
â€¢ There is no horizontal integration within the processes, which leads to communication gaps between different process owners.
â€¢ There is no cross functional planning, rather each department plans based on its own needs and constraints and then it is being communicated to the other departments.
â€¢ The objectives for each department are not well defined. A Performance Measurement and Control mechanism is not in place.
â€¢ There is no real market research report upon which to base a five year planning and annual planning. Master Port Planning is only a macro level strategy tool and it needs to be validated according to the market changes regularly.
â€¢ The key observation is that, there is no real project management tool in place; rather, all the projects are managed in papers / files. Hence, the project management, updating and monitoring is all driven manually by individuals, rather than by an IT system.
â€¢ The financial department also manages all its accounting and financial transactions in Excel sheets and papers.
Human resource Management
People are the greatest asset for any organizational improvements. Hence, the
quality of people and their motivation, commitment and knowledge put the
organization in the right path.
Ahir Port would have about 300 employees and labour of about 10,000 Nos.
This project would generate employment for about
300 Skilled Workers
10,000 Unskilled Workers
Change in GoI Policy
Development of Tuna Bander
Heavy Rain and Silt settlement in creek
Low waiting period at KPT
Company can start a various ancillary service which are suitable for the operation of port and related activity this Identity service are given below:
Ship repairing activity
Open Non-Bonded space for mineral storage
Crane service for KPT
Barge Loading / Unloading
Clearing & forwarding service
Set-up degasifies Plant for Distribution in Grid
Container handling / repairing & storage
Development of Logistic park
Refrigeration facility for precious cargo etcâ€¦
Develop a Barge Jetty
Multi Cargo Berth Development
High Loading/Unloading rate require
Automation of process
Work as a Transit port
Focus on Bulk Cargo.
Further study various European Ports
It may seem odd to develop a strategy this soon to leave your business, but potential investors will want to know your long-term plans. Your exit plans need to be clear in your own mind because they will dictate how you operate the company.
Exit Strategies for Long-Term Involvement
Sell our shares: We can Exit by selling the share in this Port project which account to be almost 75% of the total share capital.
This can be done when there is need of further development of the port and the present entrepreneur doesn't have the resource to handle such project. This is only option where the name of the Business remains but the owner is changed.
Liquidate: To liquidate is very difficult option before the entrepreneur as the project itself is there Child, but due to force majure and act of god this condition may arise that we have to liquidate and than look for other business.
This can come into force when there is any major accident realted to environment or human or even due to mismanagement of funds and port asset.
Exit Strategies for Short-Term Involvement
Go public: Company have plan to go public in 5 years of its commencement of business and grow this business into a public company which would be than able to sustain the growth stage and become a corporate.
Though not plan but the same model can be replicated at various location in India
Be acquired: Promoter can ask for Big player in this field to acquire itself so that the Investor and Venture capitalist can be freed from there investment and get a handsome return on it.
This Strategy is mainly for VC so that they earn a good amount from there investment .