A Project Report On

DOCUMENTATION CHALLENGES OF GST FILING:

A STUDY ON RETAILERS OF FARIDABAD

SUBMITTED FOR THE PARTIAL FULFILLMENT OF THE

REQUIREMENT FOR THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

(Session 2018-2020)

Submitted to: Submitted by:

Dr. ASHUTOSH NIGAM ABHISHEK TEWATIA (18001703001)

PARDEEP (18001703026)

PRASHANT PARASHAR
(18001703031)

RAM KUMAR (18001703036)

SANJAY (18001703044)

J.C. BOSE UNIVERSITY OF SCIENCE AND TECHNOLOGY, YMCA,

FARIDABAD
 CERTIFICATION

This is to certify that the project report entitled “DOCUMENTATION CHALLENGES OF

GST FILING” submitted in partial fulfillment for the award of MBA programme of
Department of Management Studies , JCBUST, YMCA, Faridabad, has been carried out by
ABHISHEK TEWATIA & et al under my guidance.

Dr. ASHUTOSH NIGAM

 ACKNOWLEDGEMENT

We are deeply indebted to many people for the sucessful completion of this project . We would
like to take this opportunity and go on record to thank them for their help and support . We are
thankful to the JC BOSE UNIVERSITY OF SCIENCE AND TECHNOLOGY, YMCA,
FARIDABAD for all the support provided for this project .

We express our deep sense of gratuity and sincere feelings of obligation to our Project Guide
Dr.ASHUTOSH NIGAM who has helped us in overcoming many difficulties and who has
imparted us the necessary conceptual knowledge .

We wish to thank all my teachers - for their helpful inputs - insightful comments - steadfast love
and support .
 DECLARATION

We here by declare that we have done the project report on the topic DOCUMENTATION
CHALLENGES OF GST FILING in Faridabad Distt. which is submitted as partial
fulfillment for the requirement of the degree of MBA . The data presented in the project is pure.
The assistance and help that received during the course of this investigation has been duly
acknowledged . It is further declared that it has an original piece of work and it is worthy of the
consideration for the degree of M.B.A.
 ABSTRACT

This Project Repor Purpose to examine the key factor that has contributed toidenfy the key
challenges of filling gst in retails sector in Faridabad. In this study, several identificable
variables were selected concerning tax knowledge, tax morale, tax compliance. Using
questionaire as a research instrument, 50 sets of questionaires had been distributed. Multiple
regression analysis was used to test cause of relationship among tax knowledge, tax morale, and
tax compliance with tax payer's awareness on GST. The results revealed that all of three
independent variables were found to have significant impact towards the public awareness on
Goods and Service Tax (GST)

With the introduction of Goods and Services Tax (GST) from July 1st 2017, virtually, it has
made a

huge impact on various sectors in India. Many businesses in organized and unorganized
segments

have implemented GST which seems to improve Indian economy by implementing the practices
of

new tax which has overridden the present taxation system. Keeping this backdrop in mind, the
paper

addresses the broad perspective of GST in present scenario of retail business and the
implementation

of GST across product category in retail stores.

Table Of Contents

Chapter 1
The name, ‘Nokia’ actually originated from a Finnish
town called Nokia, and also the Nokianvirta river. It is a
multinational corporation first started in 1865 by Fredrik
Idestam, at first as a ground wood pulp mill. Later, with
his close friend Leo Mechelin, there was a joint venture
and he changed his small firm into a share company,
Nokia Ab. At the beginning of 20th century, Nokia had established a
rubber business after Eduard Olon’s Finnish
Rubber Works (Suomen Gummitehdas Oy). It included
also electricity generation to its business after Idestam
retired. Nokia was then expanded to cable and electronics
business when it joined Finnish Cable Works (Suomen
Kaapelitehdas Oy).
In 1967, all of the three companies (Nokia Ab, Suomen
Gummitehdas and Suomen Kaapelitehdas) which were
jointly owned since 1922, merged as a new industrial
conglomerate known as Nokia Corporation. Its first
President, Bjorn Westerlund, had been responsible to set
the organisation’s first electronics department in 1960, for
the birth of telecommunications business. To summarize,
Nokia was involved in various industries, from paper
products, to vehicle tires, rubber boots, communication
cables, plastics, aluminium, chemicals, electronics,
computers, electric generation devices, robotics,
capacitors and also military equipment [1]. Figure 1
shows Nokia’s toilet paper produced in the 1960s whereas
Figure 2 shows an example of Nokia’s capacitor. Figure 3

shows the first Nokia logo in 1865. Nokia Corporation is the world's
largest manufacturer of mobile phones, serving customers in 130 countries.
Nokia is divided into four business groups: Mobile Phones, Multimedia,
Enterprise Solutions, and Networks. The Mobile Phones group markets
wireless voice and data products in consumer and corporate markets. The
Multimedia segment sells mobile gaming devices, home satellite systems, and
cable television set-top boxes. The Enterprise Solutions group develops
wireless systems for use in the corporate sector. Wireless switching and
transmission equipment is sold through the company's Networks division.
Nokia operates 15 manufacturing facilities in nine countries and maintains
research and development facilities in 12 countries.

19th-Century Origins

Originally a manufacturer of pulp and paper, Nokia was founded as Nokia

Company in 1865 in a small town of the same name in central Finland. Nokia
was a pioneer in the industry and introduced many new production methods
to a country with only one major natural resource, its vast forests. As the
industry became increasingly energy-intensive, the company even constructed
its own power plants. But for many years, Nokia remained an important yet
static firm in a relatively forgotten corner of northern Europe. Nokia shares
were first listed on the Helsinki exchange in 1915.
The first major changes in Nokia occurred several years after World War II.
Despite its proximity to the Soviet Union, Finland has always remained
economically connected with Scandinavian and other Western countries, and
as Finnish trade expanded Nokia became a leading exporter.

During the early 1960s Nokia began to diversify in an attempt to transform the
company into a regional conglomerate with interests beyond Finnish borders.
Unable to initiate strong internal growth, Nokia turned its attention to
acquisitions. The government, however, hoping to rationalize two
underperforming basic industries, favored Nokia's expansion within the
country and encouraged its eventual merger with Finnish Rubber Works,
which was founded in 1898, and Finnish Cable Works, which was formed in
1912, to form Nokia Corporation. When the amalgamation was completed in
1966, Nokia was involved in several new industries, including integrated cable
operations, electronics, tires, and rubber footwear, and had made its first
public share offering.

In 1967 Nokia set up a division to develop design and manufacturing

capabilities in data processing, industrial automation, and communications
systems. The division was later expanded and made into several divisions,
which then concentrated on developing information systems, including
personal computers and workstations, digital communications systems, and
mobile phones. Nokia also gained a strong position in modems and automatic
banking systems in Scandinavia.

Oil Crisis, Corporate Changes: 1970s

Nokia continued to operate in a stable but parochial manner until 1973, when
it was affected in a unique way by the oil crisis. Years of political
accommodation between Finland and the Soviet Union ensured Finnish
neutrality in exchange for lucrative trade agreements with the Soviets, mainly
Finnish lumber products and machinery in exchange for Soviet oil. By
agreement, this trade was kept strictly in balance. But when world oil prices
began to rise, the market price for Soviet oil rose with it. Balanced trade began
to mean greatly reduced purchasing power for Finnish companies such as
Nokia.

Although the effects were not catastrophic, the oil crisis did force Nokia to
reassess its reliance on Soviet trade (about 12 percent of sales) as well as its
international growth strategies. Several contingency plans were drawn up, but
the greatest changes came after the company appointed a new CEO, Kari
Kairamo, in 1975.
Kairamo noted the obvious: Nokia was too big for Finland. The company had
to expand abroad. He studied the expansion of other Scandinavian companies
(particularly Sweden's Electrolux) and, following their example, formulated a
strategy of first consolidating the company's business in Finland, Sweden,
Norway, and Denmark, and then moving gradually into the rest of Europe.
After the company had improved its product line, established a reputation for
quality, and adjusted its production capacity, it would enter the world market.

Meanwhile, Nokia's traditional, heavy industries were looking increasingly

burdensome. It was feared that trying to become a leader in electronics while
maintaining these basic industries would create an unmanageably unfocused
company. Kairamo thought briefly about selling off the company's weaker
divisions, but decided to retain and modernize them.

He reasoned that, although the modernization of these low-growth industries

would be very expensive, it would guarantee Nokia's position in several stable
markets, including paper, chemical, and machinery productions, and electrical
generation. For the scheme to be practical, each division's modernization
would have to be gradual and individually financed. This would prevent the
bleeding of funds away from the all-important effort in electronics while
preventing the heavy industries from becoming any less profitable.

With each division financing its own modernization, there was little or no
drain on capital from other divisions, and Nokia could still sell any group that
did not succeed under the new plan. In the end, the plan prompted the
machinery division to begin development in robotics and automation, the
cables division to begin work on fiber optics, and the forestry division to move
into high-grade tissues.

Rise of Electronics: 1980s

Nokia's most important focus was development of the electronics sector. Over
the course of the 1980s, the firm acquired nearly 20 companies, focusing
especially on three segments of the electronics industry: consumer,
workstations, and mobile communications. Electronics grew from 10 percent
of annual sales to 60 percent of revenues from 1980 to 1988.

In late 1984 Nokia acquired Salora, the largest color television manufacturer
in Scandinavia, and Luxor, the Swedish state-owned electronics and computer
firm. Nokia combined Salora and Luxor into a single division and
concentrated on stylish consumer electronic products, since style was a crucial
factor in Scandinavian markets. The Salora-Luxor division was also very
successful in satellite and digital television technology. Nokia purchased the
consumer electronics operations of Standard Elektrik Lorenz A.G. from
Alcatel in 1987, further bolstering the company's position in the television
market to the third largest manufacturer in Europe.

In early 1988 Nokia acquired the data systems division of the Swedish
Ericsson Group, making Nokia the largest Scandinavian information
technology business.

Although a market leader in Scandinavia, Nokia still lacked a degree of

competitiveness in the European market, which was dominated by much
larger Japanese and German companies. Kairamo decided, therefore, to follow
the example of many Japanese companies during the 1960s (and Korean
manufacturers a decade later) and negotiate to become an original equipment
manufacturer, or OEM, to manufacture products for competitors as a
subcontractor.

Nokia corporation
In 1967, Nokia Corporation was formed through the merger of the three companies. [8] The
new company manufactured products including paper items, car and bicycle tires, rubber
boots, communications cables, televisions and other consumer electronics, personal
computers, generators, robotics,[9] capacitors, Military technology and equipment (such as
the SANLA M/90 device and the M61 gas mask for the Finnish Army), plastics, aluminum
and chemicals.[10][11]
In 1960, a cable division of the Nokia group had been formed. In 1962, it produced a pulse
height analyzer used in nuclear power plants.[11] In 1967, an electronics division within the
Nokia corporation was formed. It operated for the next fifteen years, sometimes at a loss.
Nokia researchers were encouraged to develop their own projects. This may have
contributed to Nokia's focus on mobile phone technologies. [12]
Network equipment[edit]
In the 1970s, Nokia produced the Nokia DX 200, a digital switch for telephone exchanges.
The DX 200 became the workhorse of the network equipment division. Its architecture
allowed it to be further developed into other switching products. [13] For example, in 1984, the
development of an exchange for the Nordic Mobile Telephony network was begun.[14] The
network equipment division was merged with a Finnish State entity to form "Telefenno". In
1987, the state sold its shares in Telefenno to Nokia and in 1992, the name was changed to
Nokia Telecommunications.[15]
In 1998, the Israeli multinational company, Check Point which was founded in 1993,
established a partnership with Nokia. Check Point's software was bundled with
Nokia's network security tools.[16]
Mobile radio telephony[edit]
Prior to cellular mobile telephony, there was mobile radio telephony. In the 1960s, Nokia
had started producing commercial and military mobile radio telephones. From 1964, Nokia
had developed VHF radios in collaboration with Salora Oy. From 1966, Nokia and Salora
had developed ARPs (Autoradiopuhelin or radio car phones). In 1971, this technology
became the first commercially available mobile phone network in Finland and in 1978, it
offered 100 percent coverage in Finland.[17] In the 1970s and 1980s, Nokia developed
the Sanomalaitejärjestelmä (messaging system), a digital, portable and encrypted text-
based communications device for the Finnish Defence Forces.[18]
Nokia mobile telephone (1G) [edit]

The Mobira Cityman 150, Nokia's NMT-900 mobile phone from 1989 (left), compared to the Nokia
1100 , a GSM phone from 2003.[19][20]

In 1979, Nokia and Salora established a joint venture, "Mobira Oy". [21] Mobira developed
mobile phones for the Nordic Mobile Telephone (NMT) network, called the "1G" and was
the first fully automatic cellular phone system. It became commercially available in 1981.
[22]
 In 1982, Mobira introduced its first car phone, the "Mobira Senator" for NMT – 450
networks.[22]
In 1984, Nokia purchased Salora.[citation needed] Nokia's telecommunications division was
renamed "Nokia-Mobira Oy". In the same year, the "Mobira Talkman", an early portable
phone was launched. In 1987, Nokia introduced its first mobile phone, the "Mobira Cityman
900" for NMT– 900 networks. In comparison to the NMT – 450 network, there was a better
signal strength but less coverage. While the Mobira Senator of 1982 had weighed 9.8 kg
(22 lb) and the Talkman just under 5 kg (11 lb), the Mobira Cityman weighed only 800 g
(28 oz) including its battery. The phone, which was considered expensive, became an item
indicating a high status.[10]
In 1987, the Soviet leader Mikhail Gorbachev was seen using a Mobira Cityman in Helsinki.
The phone developed the nickname, the "Gorba". [20] In 1989, Nokia-Mobira Oy was renamed
"Nokia Mobile Phones".
Global system for mobile communications (2G)[edit]
Nokia contributed to the development of the GSM 2G.[23] It was able to carry data
(computing) as well as voice traffic. Nordic Mobile Telephony (NMT) was an early provider
of international roaming. In 1987, GSM 2G became the new European standard for digital
mobile technology.[24][25]
In 1989, Nokia delivered its first GSM network to the Finnish operator Radiolinja.[26] On 1
July 1991, in Helsinki, the first telephone call on the GSM G2 network was made by Harri
Holkeri, the Prime Minister of Finland. He used a prototype Nokia GSM phone to make the
call.[26] In 1992, the first GSM phone, the Nokia 1011, was made commercially available.[26]
[27]
 The model number, "1011" refers to its launch date on 10 November 1992. [27] In 1994, a
branding ringtone, the Nokia tune, was included with the Nokia 2100 series.[28]
The GSM 2G network and mobile phones provided improved voice calls, international
roaming and support for new services such as text messaging (Short Message
Service (SMS)).[26] In 2008, the GSM 2G network had approximately 3 billion users. There
were at least 700 mobile phone commercial providers in 218 nations or territories. There
were 15 mobile phone connections per second and 1.3 million mobile phone connections
per day.[29]
Personal computers[edit]

The Nokia Booklet 3G mini laptop.

In the 1980s, Nokia's computer division "Nokia Data" produced a series of personal
computers called the "MikroMikko".[30] It was aimed at the business market. MikroMikko 1,
was released on 29 September 1981.[31] Its competitor was the IBM personal computer. In
1991, Nokia Data was sold to a British company, International Computers Limited (ICL).[32]
Nokia produced Cathode ray tubes (CRT) and thin film transistor liquid crystal displays (|
TFT LCDs) for personal computers and other applications. In 2000, Nokia sold its display
products division to ViewSonic.[33] However, in August 2009, Nokia released the Nokia
Booklet 3G mini laptop which it continued for a short time.[34] Other abandoned Nokia
products include DSL modems and digital set-top boxes.
Telecommunications[edit]
In the 1980s under the chief executive officer (CEO) Kari Kairamo, Nokia expanded, mostly
through acquisitions. In the late 1980s and early 1990s, however, Nokia corporation
experienced financial difficulties. Losses were made in the television manufacturing division.
[35]
 In 1988, Nokian Tyres became a separate entity.[36] Nokia's paper division was sold in
1989. In 1990, Nokian Footwear was a separate entity.[4] During the rest of the 1990s, Nokia
divested itself of all other businesses.[37]
In 1988, Kairamo committed suicide. Following his death, Simo Vuorilehto became Nokia's
chairman and CEO. From 1990 to 1993, Finland was in recession.[38] Vuorilehto made major
changes to the Nokia corporation. The telecommunications division was stream-lined. The
television and personal computing divisions were sold. [39]
In 1992, Jorma Ollila became CEO. He made telecommunications Nokia's sole concern.
[37]
 International sales increased relative to those in Finland. [40][37] By the mid 1990s, Nokia's
supply of mobile telephones could not meet demand. [41] Changes to Nokia's supply chain
were made.[42] Between 1996 and 2001, Nokia's revenue increased from 6.5 billion euros to
31 billion euros and between 1998 and 2012, Nokia was the world's largest mobile phone
manufacturer.[40] Nokia's logistics and economies of scale advantaged the company.[43]
Literature Review
Nokia was the unchallenged leader in the mobile phone market until 2012 when South Korean consumer electronics giant
Samsung Electronics, a late entrant, dislodged it from the top. Things had begun to change for the Finnish handset maker from
early 2007. The first threat to its dominance came from Apple's iPhone. Soon Google's mobile operating system, Android, and
HTC's first Android device - HTC Dream- added to its challenges. In 2009, a year after Android was unveiled, the company
posted its first quarterly loss in more than a decade. Since then it has been struggling to regain its lost position. According to
reports, market share of Nokia's Symbian operating system fell from 62.5 per cent in Q4 2007 to 52.4 per cent in Q4 2008. By Q4
2010, Symbian's market share had dropped to about 32 per cent, while Android's share had increased to about 30 per cent. Faced
with dwindling market share, in 2011, Nokia decided to move out of Symbian altogether. India was one of the key markets for
Nokia which it dominated with more than 26 per cent market share until 2012.
As a veteran mobile phone companies, Nokia has experienced a total of three transformations: from rubber, paper to cable, from
cable to mobile phones, from mobile phone to mobile Internet over a hundred years of business process since 1865. The two
former transformations can be said to be very perfect, and did make a great contribution to the development of Nokia. However,
in the era of mobile Internet, Nokia in the third transformation has been out of orbit, and has not launched star products meeting
the requirements of mobile Internet. Facing the rapid development of Apple and Android phones, it seemed that Nokia was a bit
powerless, and has already lost the leadership style of the mobile phone industry.

But before 1992, Nokia adopted the business tactic that was highly cross-industry and diversified, and had 34 subsidiaries in 10
different industries and 108 areas. When Nokia was in the situation of full loss in 1992, the company‘s board of directors hired
Ollila as president of the company. Ollila immediately gave up the diversification tactic, adjusted the business structure
drastically, narrowed the scope of operation, abandoned non-core business, and sold 71 enterprises. At last, there were only two
groups, mobile phone and network, and Nokia began its professional road from now on.

Before 1998, Motorola is the world‘s largest mobile phone manufacturer, and Nokia has been in hot pursuit of it. In the 6 years of
the implementation of the professional tactic, Nokia‘s rate of increase increment has remained at around 50%, becoming the
world‘s largest mobile communications manufacturers. Nokia produced the 100,000,000th mobile phone in 1998, and then
become the world‘s largest mobile phone manufacturers instead of Motorola.
Since Nokia exceeded Motorola in 1998, its market share soared in a few years. The year of 2006 was a milestone for the
development of Nokia in China. Nokia‘s annual sales and exports in China were more than 10 billion euro with net sales being
more than 5.3 billion euro and exports amounting to 4.8 billion euro. China has become the largest market for Nokia in the world.
The year of 2007 was Nokia‘s harvest year, because its global market share reached 40%; in China, the largest market, the market
share of this year was also more than 30% (Economics New, Jan. 2012). So far, in China and the global market, there is no such
crazy data. However, the glory of Nokia seemed to be drawing to a close during this year.

The smart phone operating system Android, Google released in 2008, became a new market reform. The smart phone storm led
by iPhone and Android has proved to be market mainstream. For the first time, Nokia didn‘t occupy the first position of the
mobile phone market share, the ranking dropped to the third. What‘s worse, Nokia‘s share of the smart phone market in 2011 has
dropped from 33% in 2010 to 14%, far lower than Apple and Samsung.
According the ―mobile Internet users behavior research survey in 2012‖ released by CNNIC, 53% of Nokia‘s mobile phone
users planned to buy smart phone in the future s, of which 43.3% chose the Android system, 28.6% picked IOS system. Massive
customer switching meant that the future of Nokia‘s mobile phone market share would further decline, Nokia was facing not only
how to compete for new users, but also how to retain the old users. A Research Consulting‘s report released in December 2012
showed that for the domestic market of mobile phone sales, Samsung became the market leader accounting for 32.3%, Apple
(14.3%), HUAWEI (12.5%), Lenovo (7.3%) and HTC (5.9%) followed. Nokia, whose ranking has slipped out of the top three
since September, occupied 5.9% in the market. Sales share of each mobile phone brand in December 2012 in Chinese market.
Nokia has suffered a series of attacks since 2012. It has been pressed by many events, including several landmark events Nokia
announced 10,000 layoffs globally on June 15, 2012, besides Nokia sold headquarters building at 17 million euro on December 5,
2012; finally Nokia sold the company's mobile phone business to Microsoft on September 3, 2013.
Research Methodology
Research Methodology