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I deeply appreciate the effort and the time that he has spent guiding me
through the project and providing valuable insights which has helped me
grows in my training profession as well as does great justice to my
Internship report.
EXECUTIVE SUMMARY
6. Self-motivational power
- Peter Drucker
This programme was conducted for Maruti Suzuki and it was well-
appreciated by all the participants.
OBJECTIVE:
1. To train the participants to establish the engine that will provide the
driving force for customer service throughout the organization.
1. The participants will learn how to sell the relationship, not the
product.
2. They will learn how make sure the first impression customers
receive is the right one.
4. They will learn how to prevent burnout and stay positive and
motivated.
1. Exercises
2. Roleplays
4. Group discussions
5. Short videos
6. Lecture
COURSE CONTENTS:
1. Overhead projector
2. Plastic board
3. Flip charts
RAINING PROCESS
5. A Post training evaluation was done using certain tools and also
meeting up with the participants to know their progress and also
the customer care index was evaluated.
POST TRAINING REPORT OF MARUTI SUZUKI:
The programme was greatly liked by all the participants. There were
around 20 participants. The participants were service advisors. They were
participative, attentive and interactive. The feedback score that I received
for this programme was 6/7. This programme was conducted for 2 days at
the Maruti showroom.
OBJECTIVES:
To create a positive first impression wherever they went. This will help
them be unique and dynamic in all walks of life. As quoted by Dale
Carnegie “It is 15% of the technological knowledge and 85% of your
personality that helps you create a great impact”.
METHODOLOGY
1. Roleplays
2. Group Discussions
3. Demos
4. Team Games
5. Lecture
6. Exercises
COURSE CONTENTS:
6. Self-motivation.
10.Interpersonal skills.
11.Assertive communication.
1. Overhead projector
2. Plastic board
3. Flipcharts
DURATION
2 Days
TRAINING PROCESS
5. A Post training evaluation was done using certain tools and also a
meeting was conducted with the participants so to know their
progress . Personal feedback, guidance and counseling was
provided to the participants.
POST TRAINING REPORT OF NPCIL
STRESS MANAGEMENT
OBJECTIVE:
1. What is stress
2. Causes of stress
3. Effects of stress
4. Types of stressors
6. Types of stressors
DURATION
2 Days
TRAINING METHODOLOGIES
1. Lecture
2. Group discussions
3. Roleplays
4. Exercises
shivay.
6. Meditation
7. Pranayam
TRAINING PROCESS
5. A Post training evaluation was done using certain tools and also a
meeting was conducted with the participants so to know their
progress . Personal feedback, guidance and counseling was
provided to the participants.
The programme was well appreciated and all the participants had a great
learning experience. The duration of the programme was 2 days. The
participants comprised of sales executives to sales managers. There were
several internal official matters like poor promotional and reward
strategies, improper management system that was causing them acute
stress. And also lack of delegation and organizing skills. The feedback
score was arnd 5 and 4.;5 –excellent and 4-very good.
MANAGING WAIT (Catch 1 and 2)
This programme was conducted for Honda Siel cars India in Mumbai,
Ahmedabad and Pune, mainly for all the sales executives and managers
who directly dealt with the customers, training them on how to manage
the waiting period between the new launch and the test drive, as the
customers could go for a test drive 2-3 months after the launch.
OBJECTIVES
1. Understand the unique situation today due to the New Honda City
launch.
COURSE CONTENTS
1. Understand the wait situation between the launch and the test drive.
2. Meeting rational and emotional needs of the customers.
3. Making the wait pleasurable.
4. Importance of Active listening, empathy, rapport-building and trust
5. Dealing with irate and difficult customers
TRAINING METHODOLOGIES
1. Lecture
2. Exercise
3. Group discussions
4. Roleplays
5. Short videos
DURATION
1 Day
TRAINING PROCESS
5. A Post training evaluation was done using certain tools and also a
meeting was conducted with the participants so to know their
progress. Personal feedback, guidance and counseling was
provided to the participants.
POST TRAINING REPORT OF HONDA SIEL CARS INDIA
3. The participants will learn how to plan their message and how to
deliver their message confidently, using appropriate body language.
5. The participants will learn how to earn the trust and appreciation of
the client
1. Exercises
2. Roleplays
3. Group discussions
4. Lecture
5. Case study
6. Powerpoint presentation
DURATION
1 Day
CONTENTS
1. Effective communication
2. Communication dynamics
3. Interpersonal skills
4. The Art of Delegation
5. How to communicate negative feedback
6. How to communicate ideas
7. Constructive criticism
8. Communicating to give effective praise
9. Skills for successful meetings
10. Offering effective apology
11. Turn Agressive and Negative Communication into Positive,
Productive collaboration
12. Use the BEAT model to create collaboration
13. How to handle arguments in an appropriate manner
14. Communicating to coach
15. Communicating to boost morale
16. Self-communication
17. Managing difficult conversations
18. Overcoming cultural boundaries to communication
How to communicate during crisis?
How to handle conflicts
How to interact with the foreign clients
How to earn the client’s trust and appreciation?
Tips on how to communicate with the foreign clients using various
modes like:
- Face to face
- Emails
- Telephonic
- Conference call
- Video conferencing
- Chat
19. How to deal with difficult customers
20. Assertive communication
21. Various models of communication
TRAINING PROCESS
5. A Post training evaluation was done using certain tools and also a
meeting was conducted with the participants so to know their
progress . Personal feedback, guidance and counseling was
provided to the participants.
POST TRAINING REPORT OF HELLMAN
The programme was liked by all the participants and the participants were
participative, interative and open. The participants were finance
managers, Human resource managers and operational managers. The
duration of the programme was 1 day. The feedback score varied
between 5 and 4. 5-excellent and 4- very good.
TRAINING EVALUATION REPORT OF WIPRO
TECHNOLOGIES ON CUSTOMER SERVICE EXCELLENCE
Overall rating 5 4 3 2 1
of the course
Sequencing of 5 4 3 2 1
topics
Clarity and 5 4 3 2 1
depth of course
material
James writes:
By the middle of the week, she had opened up completely, and over
lunch confesses that she was having a really hard time with her
colleagues. “I’m very open with them, and I’ve told them about
myself, but I get nothing back. Why are the British so closed and
unfriendly? I don’t think they like me, and I’m having problems
working with them. As a trainer who has worked with Italians for
many years, I understood where the problem lay.
She agreed to do this, and two weeks later came back on a follow-up
day of training. She bounced into the training room, a completely
different person. “I have made the breakthrough,” she said. “I have
tried asking lots of questions, and it really works. They seem to be
much more comfortable with me, and have really opened up to me.
We are getting on really well now, and I’m making friends with my
colleagues”.
Questions
1. Why was the Italian woman having a hard time with her
colleagues?
Mohan became nervous. He got up and went over to the water cooler
where two other workers were gossiping: “The foreman doen’t want to
tell us what’s in those crates because it is new automatic machinery.
That will mean fewer jobs for us. “Mohan saw fear and anger creep
across the worker’s ffaces.
Words spread like wildfire. Soon no one was working, all were talking
and their voices grew angrier and angrier. Finally, a worker stood on
his bench and shouted, “If this is the way the management treats us,
then lets teach them a lesson. If they fire us, we’ll fire the boxes”. Just
then the superintendent came running and stood in the middle of the
men. “what’s the matter? What happened?
“Oh my God! That’s the equipment for our new plant. We ‘re only
keeping these here for a few days”. Everyone looked very foolish and
tempers quickly cooled. “You should have told us” one man
dejectedly. Mohan quietly slipped away.
Questions
3. Do you feel that the workers would have not agitated if there
were 2 way communication between the management and the
workers?
A. I feel the workers would not agitate if there was 2 way
communication between management and workers & also if they
were properly trained and instructed carefully, the question of
miscommunication wouldn’t have arised.