CHAPTER I

ORGANIZATION PROFILE

1.1 History
The origin of Ashok Leyland, a Hinduja group company can be traced to the urge
for self–reliance, felt by independent India. Pandit Jawaharlal Nehru, India's first
Prime Minister persuaded Raghunandan Saran, an industrialist, to enter
automotive manufacture. In 1948, Ashok Motors was set up in what was then
Madras, for the assembly of Austin Cars. The Company's destiny and name
changed soon with equity participation by British Leyland and Ashok Leyland
commenced manufacture of commercial vehicles in 1955.

Since then Ashok Leyland has been a major presence in India's commercial
vehicle industry with a tradition of technological leadership, achieved through
tie–ups with international technology leaders and through vigorous in–house
R&D. Access to international technology enabled the Company to set a tradition
to be first with technology. Be it full air brakes, power steering or rear engine
busses, Ashok Leyland pioneered all these concepts. Responding to the operating
conditions and practices in the country, the Company made its vehicles strong,
over–engineering them with extra metallic muscles. 'Designing durable products
that make economic sense to the consumer, using appropriate technology', became
the design philosophy of the Company, which in turn has moulded consumer
attitudes and the brand personality.

The Hinduja Group is a transnational conglomerate that provides a wide range of

products in over fifty countries worldwide. Today, the Hinduja Group has become
one of the largest transnational business conglomerates in the world with
diversified operations, spanning all the continents. The Group employs over
25,000 people and has offices in many key cities of the world and all the major

1
cities in India. Ashok Leyland vehicles have built a reputation for reliability and
ruggedness.

In the populous Indian metros, four out of the five State Transport Undertaking
(STU) buses come from Ashok Leyland. Some of them like the double–decker
and vestibule buses are unique models from Ashok Leyland, tailor–made for
high–density routes.
In 1987, the overseas holding by Land Rover Leyland International Holdings
Limited (LRLIH) was taken over by a joint venture between the Hinduja Group,
the Non–Resident Indian transnational group and IVECO. (Since July 2006, the
Hinduja Group is 100% holder of LRLIH). The blueprint prepared for the future
reflected the global ambitions of the company, captured in four words: Global
Standards, Global Markets. This was at a time when liberalization and
globalization were not yet in the air. Ashok Leyland embarked on a major product
and process up gradation to match world–class standards of technology.

For over five decades, Ashok Leyland has been the technology leader in India's
commercial vehicle industry, molding the country's commercial vehicle profile by
introducing technologies and product ideas that have gone on to become industry
norms. From 18 seater to 82 seater double–decker buses, from 7.5 tonne to 49
tonne in haulage vehicles, from numerous special application vehicles to diesel
engines for industrial, marine and genset applications, Ashok Leyland offers a
wide range of products. Eight out of ten metro state transport buses in India are
from Ashok Leyland. With over 60 million passengers a day, Ashok Leyland
buses carry more people than the entire Indian rail network.

Ashok Leyland 2nd largest manufacturer of commercial vehicles in India, the 4th
largest manufacturer of buses in the world and the 16th largest manufacturer of
trucks globally.

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With a turnover in excess of US $ 2.3 billion (2012-13) and a footprint that
extends across 50 countries, we are one of the most fully-integrated
manufacturing companies this side of the globe.

Over 70 million passengers use our buses to get to their destinations every day
while over 700,000 trucks keep the wheels of economies moving. With the largest
fleet of logistics vehicles deployed in the Indian Army and significant
partnerships with armed forces across the globe.

1.2 IME GROUP

IME Group, established in the year 2001, is one of the leading business groups of
Nepal with an investment outlay of US 100 million ploughed in a gamut of
diverse sectors such as remittances, banking & insurance, automobiles, energy
(hydro-power, industrial gas), logistics, IT, infrastructure and tourism.

Spearheaded by the visionary leadership of Mr. Chandra Prasad Dhakal, Mr. Hem
Raj Dhakal and steered by more than 3,000 highly efficacious human capital, IME
Group has surged from its humble beginnings as a financial company into a multi-
industry business group with a global focus.

IME group has diversified into the automobile business with the formation of its
sister company named IME Automotives Pvt. Ltd. With the influx of a new breed
of young, highly qualified and energetic managing partners who keep a tab in
their respective fields of automobile agency business coupled with the unmatched
financial capacity already regarded one of the core competencies of IME Group,
IME Automotives is well on course to becoming one of the most prolific
automobile agencies in Nepal in foreseeable future.

The new stride to its wing is added by acquiring the Nationwide distributorship of
World-class brand dealing in Construction Equipment, ESCORTS carrying more
than ten decades of expertise and American based UM motorcycle manufactured
in more than 12 countries across the globe and counting.

3
Fuelled by the vision of making a mark in the ever-growing automobile industry
of Nepal, recently IME has diversified into this business with the formation of a
brand new company named IME Automotives (Pvt. Ltd.)

LT Enterprises, a trading subsidiary of IME Group has launched Ashok Leyland

brand of vehicles in Nepal. Ashok Leyland has appointed LT Enterprises the
exclusive sole distributorship of Ashok Leyland Vehicles for Nepal. Ashok
Leyland is the 2nd largest manufacturer of commercial vehicles in India. Ashok
Leyland India is a fully owned subsidiary of The Hinduja Group. The products
under Ashok Leyland Brand entering Nepal Market will include Buses, Trucks,
Tippers, Defense Vehicles, Light Commercial Vehicles. IME Group is already in
automobiles business for past six years having sole dealership for “UM” Bikes,
“SAME” Tractors & “ESCORTS” Heavy Equipments.

1.2.1 IME Automotives Pvt. Ltd.

IME group has diversified into the automobile business with the formation of its
sister company named IME Automotives Pvt. Ltd. With the influx of a new breed
of young, highly qualified and energetic managing partners who keep a tab in
their respective fields of automobile agency business coupled with the unmatched
financial capacity already regarded one of the core competencies of IME Group,
IME Automotives is well on course to becoming one of the most prolific
automobile agencies in Nepal in foreseeable future.

The new stride to its wing is added by acquiring the Nationwide distributorship of
World-class brand dealing in Construction Equipment, ESCORTS carrying more
than ten decades of expertise and American based UM motorcycle manufactured
in more than 12 countries across the globe and counting.

Fuelled by the vision of making a mark in the ever-growing automobile industry

of Nepal, recently IME has diversified into this business with the formation of a
brand new company named IME Automotives (Pvt. Ltd.)

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1.2.2 LT Enterprises

LT Enterprises, a trading subsidiary of IME Group has launched Ashok Leyland

brand of vehicles in Nepal. Ashok Leyland has appointed LT Enterprises the
exclusive sole distributorship of Ashok Leyland Vehicles for Nepal. Ashok
Leyland is the 2nd largest manufacturer of commercial vehicles in India. Ashok
Leyland India is a fully owned subsidiary of The Hinduja Group. The products
under Ashok Leyland Brand entering Nepal Market will include Buses, Trucks,
Tippers, Defense Vehicles, Light Commercial Vehicles. IME Group is already in
automobiles business for past six years having sole dealership for “UM” Bikes,
“SAME” Tractors & “ESCORTS” Heavy Equipments.

1.3 Group Philosophy

“Pioneering spirit” has been a shared value in the timeline of IME Group’s
success over the years – a vivid reflection of the audacity of its leaders to foray
into emerging yet unrelated sectors and the flair of its human resources to take the
group to eventual success on each venture.

With this enduring philosophy deeply embedded in the work ethos of our team
members, IME Group continues to strive ahead looking for every possible
common thread to keep diversifying into novel businesses and keep creating the
‘blue oceans’ with value innovation.

1.4 Vision

IME Group intends to become one of leading multi-industry corporations of

South Asia pioneering every sector we enter into thereby delivering enduring
value to our stakeholders.

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1.5 Mission

IME Group’s mission is to deliver superior value to our customers, stakeholders,

employees and society at large.

1.6 Core Values

1.6.1 Excellence

The main aim of our company is to excel in everything we do. This is evident
through our strong commitment to fulfil our promise towards the customers. We
don’t just believe in meeting customer expectations, we believe in exceeding
them.

1.6.2 Innovation

We nurture innovation by creating an atmosphere where ‘we-have-done-it-this

way’ mentality is challenged and cross-fertilization of ideas is encouraged. At
IME Group, we value healthy disrespect of the status quo.

1.6.3 Integrity

We are very much devoted towards professional integrity. Our belief lies in
making our service ethical, fair and responsible thereby maintaining and
enhancing workplace honesty and integrity.

1.6.4 Accountability

We at IME Group value responsibility and public trust. We are accountable

towards all our stakeholders: customers, employees, partners, regulators media
and the society. Good governance and transparency is the guiding principle
behind every activity we do.

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1.6.5 Teamwork

We value the spirit of camaraderie and believe the whole is always greater than
the sum of its parts. We foster diversity in workplace where each individual is
allowed to explore the horizon of his or her expertise, knowledge and skill set in
pursuit of business excellence.

1.7 MAJOR MARKET AND CUSTOMER

Ashok Leyland is one of the emerging auto companies in context to Nepal. To the
current it has occupied the market share of nearly of 15%. The percentage of
Leyland has increased from 2.5% to 15% in the single year this shows it is in the
progressive form. Generally Leyland trucks, tippers are being popular and
admiring in the current scenario. The customer is fully satisfied with the Leyland
product and the service given to them.

In context to the market of (trucks/tipper) the major customer are from the
business background. They generally are from transport companies, suppliers,
crusher, redimix, blocks, bricks, construction, couriers, and other too many.
Generally Leyland has focused this target group as the major customer of its
products. In the current scenario the TATA has most market share with more than
70% market share. Thus to make that market share of Leyland the LT enterprise
has done lots of sales motive programs to make the customer believe about the
product and services provided by the Leyland. Similarly in context to bus
department the focused group or the customer are the transport business school
and other Yatayat business company.

1.8 PRODUCT AND SEVICES

Its main product line includes Trucks, Buses, Defense & Special Vehicles and
Engines for Indian and overseas market.

Ashok Leyland – is the market leader in Indian bus market, offering CNG, Double
Decker and Vestibule bus variants. Ashok Leyland – is the market leader and

7
pioneer for multi axle trucks and tractor-trailers. Ashok Leyland – enjoys market
supremacy in Diesel engines for Industrial, Gen-set and Marine
applications. Ashok Leyland – is the largest supplier of logistic vehicles to the
Nepal Army/Polices.
Activities: Ashok Leyland offers a wide spectrum of products and services in the
following areas -Ashok Leyland – Manufactures and sells Trucks, Buses, Defense
& Special Vehicles and Engines.Ashok Leyland – Customer Care network
provides -economical and revenue-boosting products. Customer-friendly service
offerings with 3 types of workshops for vehicles - Dealers, Authorized Service
Centers and Highway Repair Centers. Product support by dedicated genuine spare
parts providers. Ashok Leyland – provides easy financing facilitates through
schemes offered by accredited finance companies. Ashok Leyland – offers 'Total
Maintenance Solutions' through maintenance contracts for its products, relieving
the customers of all maintenance worries. Ashok Leyland is aggressively working
on development of Euro IV compliant engines. Ashok Leyland is soon to launch
ALTRUX which will market quality second-hand trucks to help customers
improve the residual value of their vehicle.

1.8.1 Bus types

Bus types
 Cheetah  Vestibule bus

 Janbus  Lynx strong

 Lynx smart  Viking

 Janbus Midi  Titan double decker

Table 1:- Table showing the types of bus model

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1.8.2 Trucks/Tippers/Tractor Trailers/Bulkers/compressor

S. N Models
ICV Tipper
1 Ecomet 1012 5 Cum BB Tipper
2 Ecomet 1212 6 Cum BB Tipper
MCV Tipper
1 1616 il Cab Chassis SFTG
2 1618 il 7.5 Cum BB Tipper
HCV Tipper
1 2518 U Tipper Body Built 12CuM
ICV Trucks
1 Ecomet 1012 Strong3970 HSD ( 17.2 Ft.Load Body)
2 Ecomet 1212 3970 Cab Chassis ( 17.2 Ft. Load Body)
3 Ecomet 1212 4200 Cab Chassis ( 19 Ft.Load Body)
4 Ecomet 1212 Strong 3970 HSD ( 17.2 Ft. Load Body)
5 Ecomet 1212 Strong 4200 HSD (19 Ft. Load Body)
6 Ecomet 1214 Strong 4200 HSD (19 Ft. Load Body, Day Cabin)
7 Ecomet 1214 Strong 4750 HSD (19 Ft. Load Body/slpr cab)
MCV Truck
1 1616 il Cowl Chassis 4330 WB ( 18 Ft. Load Body )
2 1616 il/1 Cowl Chassis 4700 WB ( 20 Ft. Load Body)
3 1616il/1 Cargo slipper Cab Chassis (20 Ft. Load Body )
4 1616 il/2 Cowl Chassis 5334 WB (24 Ft. Load Body)
5 1616il/2 Cargo Cab Chassis (24 Ft. Load Body )
6 1616il/2 Fully Built Container (24 Ft. Load Body )
HCV Trucks
1 2518 il 6X2 Cowl Chassis(With ABS)
2 2518 il 6X4 Cargo Cab Chassis (W/O ABS)
3 2516 il 6X2 Cowl Chassis(With ABS)
4 2516 il 6X4 Cowl Chassis(W/O ABS)
5 3118 il 5350 WB Lift Axle Cowl Chassis Truck ( 24 Ft. Load Body)
6 3718 il 6600 WB Lift Axle Cowl Chassis ( 27.5 Ft. Load Body )
7 3123 Cab Chassis ( Double Crown )
Tractor Trailer
1 U 4019 4X2 Tractor
2 U 4923 4X2 Tractor
Bulker with Compressor
1 U3118IL LA with 25Cbm Bulker
2 U3718 Il 26.5'LS 10R20TY with 27Cbm Bulker
Table 2:- Table showing the different models of truks/tippers/tractors trailers.
1.9 ORGANIZATION STRUCTURE
9
The typically hierarchical arrangement of lines of authority, communications,
rights and duties of an organization. Organizational structure determines how the
roles, power and responsibilities are assigned, controlled, and coordinated, and
how information flows between the different levels of the management

A structure depends on the organization's objectives and strategy. In a centralized

structure, the top layer of management has most of the decision making power
and has tight control over departments and divisions. In a decentralized structure,
the decision making power is distributed and the departments and divisions may
have different degree of independence

A company such as Proctor & Gamble that sells multiple products may organize
their structure so that groups are divided according to each product and depending
on upon geographical area as well.

The chief executive is regarded as a main head of the organization under which
director and General Manager falls. Under GM various department head fall
through. The HR Department, Account/finance Department, Sales/marketing
Department, Service Department and Parts Department lies where all department
head are responsible for each departments. An organizational chart illustrates the
organizational structure of LT Enterprises

10
 Fig 1:- organization structure of LT Enterprises Pvt limited

1.10 ORAGANIZATION DESIGN

The manner in which a management achieves the right combination of
differentiation and integration of the organization's operations, in response to the
level of uncertainty in its external environment . The LT enterprise adopt the pure
hierarchical structure as it has being effective and worthy for the organization.
Differentiation refers to the subdivision of functional or departmental units, each
concentrating on a particular aspect of the organization's operations. Integration
refers to the linking the differentiated units to achieve unity of effort in working

11
 toward organization's goals. In times of high uncertainty, greater organizational
effectiveness is achieved through high differentiation couple with high integration.

1.11 Types of Organization Structure

Most organizations are designed, or evolve, to have elements of both hierarchy and
more flexible, organic structures within. (Organic structures are more informal, less
complex and more "ad-hoc" than hierarchical structures. They rely on people within
the organization using their initiative to change the way they work as circumstances
change.)

Before looking at some of the common types of organization structure, its worth
looking at what characterizes a hierarchical structure and how it contrasts with an
organic structure. It's worth saying that one type of structure is not intrinsically
better than another. Rather, it's important to make sure that the organization design is
fit for organization's purpose and for the people within it. And the section on Making
Organization Design Decisions below discusses this in more detail.

Functional structures and divisional structure are both examples of hierarchical

organization structures.

In a functional structure, functions (accounting, marketing, HR etc) are quite

separate; each led by a senior executive who reports to the CEO. The advantage
can be efficiency and economies of scale where functional skills are paramount.
The main disadvantage is that functional goals can end up overshadowing the
overall goals of the organization.

 In a divisional structure, the company is organized by office or customer location.

Each division is autonomous and has a divisional manager who reports to the
company CEO. Each business unit is typically structured along functional lines.
The advantage here relates to local results, as each division is free to concentrate
on its own performance. The disadvantage is that functions and effort may be

12
 duplicated. For example, each division may have a separate marketing function,
and so risk being inefficient in its marketing efforts.

More organic structures include: simple, flat structures, matrix organizations and
network structures:

 Simple Structure – Often found in small businesses, the simple organization is

structure is flat. It may have only two or three levels; employees tend to work as a
large team with everyone reporting to one person. The advantages are efficiency
and flexibility, and responsibilities are usually clear. The main disadvantage is that
this structure can hold back growth when the company gets to a size where the
founder or CEO cannot continue to make all the decisions.
 Matrix Structure – In a matrix structure, people typically have two or more lines
of report. For example, a matrix organization may combine both functional and
divisional lines of responsibility. For example, in this structure, a marketing
manager may report both to the functional marketing director and the country
director of the division he or she works in. The advantage is that the organization
focuses on divisional performance whilst also sharing functional specialist skills
and resources. The (often serious) downfall is its complexity – effectively with
two hierarchies, and with the added complexity of tensions between the two.
 Network Structure – Often known as a lean structure, this type of organization has
central, core functions that operate the strategic business. It outsources or
subcontracts non-core functions which, depending on the type of business, could
include manufacturing, distribution, information technology marketing and other
functions. This structure is very flexible and often can adapt to the market almost
immediately. The disadvantage is inevitable loss of control; dependence on third
parties and the complexity of managing outsource and sub-contract suppliers.

1.12 ORGANIZATION PERFORMANCE

The overall performance of LT enterprises is satisfactory. The sales has also
increased from last year. The Enterprises has increases ita sales in past 3 months

13
 this shows the company performance is in the increasing order. The sales report of
the past 3 month has been presented in the below tables.

 Sales of month November 2016

S.No Model quantity Total sales
1 1012 5CUM 0 0
2 3718IL 23 126500000
3 3118IL 24 106800000
4 1616 TP 13 43030000
5 2516 il/1 6*4 2 7450000
6 2518 U Tipper 15 90000000
7 1616 Fully Built 0 0
8 1616 il/2 3 8850000
9 1616 il/2 Cab Chassis 4 12600000
10 1212 Ecomet 5 13750000
11 1214 Ecomet 0 0
12 1616 il/1 Rig 5 15500000
13 3123 U Truck 5 34000000
Total 99 458480000
Table 3:- sales of month November
 sales of months December 2016
S.No Model Quantity Total sales
1 1012 5CUM 1 3150000
2 3718IL 19 104500000
3 3118IL 13 57850000
4 1616 TP 24 79440000
5 2516 il/1 6*4 1 3725000
6 2518 U Tipper 20 120000000
7 1616 Fully Built 3 116100000
8 1616 il/2 5 14750000
9 1616 il/2 Cab Chassis 2 6300000
10 1212 Ecomet 7 19250000
11 1214 Ecomet 2 5880000
12 1616 il/1 Rig 6 18600000
13 3123 U Truck 2 13600000
Total 105 563145000

Table 4:-sales revenue of month December

14
  Sales of month January 2017
S.No Model Quantity Total sales
1 1012 5CUM 0 0
2 3718IL 26 143000000
3 3118IL 35 155750000
4 1616 TP 22 72820000
5 2516 il/1 6*4 3 11175000
6 2518 U Tipper 34 204000000
7 1616 Fully Built 2 77400000
8 1616 il/2 7 20650000
9 1616 il/2 Cab Chassis 2 6300000
10 1212 Ecomet 10 27500000
11 1214 Ecomet 0 0
12 1616 il/1 Rig 0 0
13 3123 U Truck 3 20400000
Total 144 738995000
Table 5:- sales revenue of month January

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15
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L L P 4 r l t l /2 s i s et et ig ck
CUM 18I 18I 6 T 6* ppe Bui i s com com 1 R Tru
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16

Fig 4:- showing the sales revenue of month January

S.N Months Quantity Total Sales

1 November 99 458480000
2 December 105 563145000
3 January 144 738995000
Table 6:- showing total sales revenue of 3 months

CHAPTER II

16
 JOB PROFILE AND ACTIVITIES PERFORMED

2.1 ACTIVITES TO BE PERFORMED IN THE ORGANIZATION

Sales Professionals are the face of an organization. They have the responsibility of
making the brand popular and promoting the products amongst the end users.
Officers are focused mainly on the practical application and management of an
organization's marketing operations. For marketing managers to be efficient and
effective in performing their functions, they should have excellent communication
and analytical skills. In small organizations, the sales officers is in charge of the
organization's entire marketing activities and therefore handles formulating,
directing and coordinating marketing activities so as to influence customers to
choose the organization's products over those of competitors. They help in the
successful running of organization by generating revenues and earning profits.

As a sales officers of Ashok Leyland

During my internship period of 7 weeks, I was placed on following departments

where I got opportunity to work and learn about the functions of those
departments. The departments I was placed were

 Marketing Department
 Customer Service Department
 Account & finance Department

2.1.1 Marketing Department

At the end of my internship period I also get the chance to know some knowledge
regarding marketing of laboratory service. I as an intern was assigned to do a
marketing of laboratory services. I have to visit the different pathology lab,
doctors, medical clinic, hospitals & many more to make the aware about the
medical test available at NRL. The staffs of marketing department and intern
jointly performed the task through newspaper ad, radio ad, word of mouth and
leaflets.

17
From the marketing department, intern got ideas about:-

 Niche marketing.
 Brand building techniques.
 Focusing on our target customers.
 Ways to retain our valuable clients.
 Providing excellent service to spread a word of mouth.
 Developing a market strategy to be the best.
 Product demonstration
 Test drive
 Offers and plans

During this period I found that people are so much conscious about the
investment on their vehicle & I also found that so many people are visited LT/
Ashok Leyland office for their queries and comparing the product with other
competitive product and features and other plans and offers.

2.1.2 Customer Service Department

The department is solely dedicated in providing services to its customer. This

department handles the queries of the customer and clients and performs various
activities like receiving the problems issues on the vehicle and other logistic
department & does an entry in software with customer details information, giving
information to the customer regarding the services and product provided by the
enterprises, counseling them for their convenience, motivating them to use the
product/services offered by the enterprises, printing the ingoing & outgoing
reports etc. Activities done in Customer Service Department are:

 Do an entry of problems issues queries collected from different customer

clients and other queries
 Responding to phone calls
 Preparing the customer and vehicle database
 Handling inward and outward information regarding the vehicle and other
logistic and distributive issue.
 Fixing the clients meet with the department heads and other top level
management.
 Notifying customer about vehicle offers plans offered by the company via
phone calls or email and so on.

18
2.1.3 Account & Finance Department

This department is crucial part for making the rotation of day to day business
activities. Each and every organization is running with the profit motives thoughts
so, for making the day to day transaction more clear there is in need of this
department. Accounting department is responsible for recording & reporting the
cash flow both in and out of a company. This department is responsible for doing
the following activities.

 Prepares monthly financial statements including Balance Sheet, Statement

of Revenue and Expenses, and Statement of Cash Flow
 Performs all works related to budget and ideal use of the items of such
budget.
 Prepares monthly salary sheet, receivables and payables & control the
financial activities.
 Make the monthly sales report & PLD report.
 Makes available of money required for procurement of all materials and
equipment needed to run organization.
 Posting Voucher & petty cash handling.

2.2 Problem Solved

Various problems arise in the organization and problem should be solved. During
my intern period various kind of complex problem arose. Complex problem were
solved by the respective staffs. Problems inherently come at any stage of the
business. Solving such problem need close supervision of the causes, problem
inventory analysis, brainstorming and team effort. Sometimes it takes less time
and effort to solve a problem while some problems take longer time span. Nature
and character of the problem seeks the requirement of human resources need to
solve that problem. As an intern I have encountered with so many problem during

19
 training session. Each and every problem solving activities helps me to take
valuable knowledge about the way that organization performs. The key problem
solving activities are:

 To solve the quires of the customer related to vehicle about to which mechanic to
be shown for better repair and maintenance.

 To solve the problems related to counseling to clients and customer about

product showing them with demonstration and test drive.

 Searching the required past details of the vehicle / customer, bills and other
related information whenever needed.

 During the absence of any of the employees in Customer Service Department,

the assigned responsibilities were performed and helped in the smooth operation
of organization.

2.3 Intern’s key observation

During the internship period at LT enterprises, the intern found that the theoretical
knowledge of classroom was very helpful. The theoretical concepts of the function
of different departments of Ashok Leyland provided the platform to understand the
real working environment. But many gaps were found between the theoretical

20
aspects learnt and observed in the organization. The major gaps felts during the
internship are:

 There is hierarchical organizational structure.

 In absence of manager employee don’t seem to work and perform seriously
 The staff personals of the LT Enterprises are indeed cooperative, helpful to each
other, often humorous and jovial and are appreciably committed to the
organization.
 Absenteeism that too without notifying the organization was seen really
hindering the smooth operation and functioning of the LT Enterprises.
 In short, intern found total different in the organization which we mentally
prepared and got to know many thing practically different then theoretical one.

CHAPTER III
LESSON LEARNT AND FEEDBACK

21
3.1 Lesson Learnt

During internship and preparation of this report, there were lots of cases to be
learnt, lived and solved. Among different functional and administrative things,
some of the valuable lessons learnt during internship were:

3.1.1 Skills learned

 Patience

A sales manager needs to be extremely patient. You just can’t afford to be rude to
your customers. Clients do need time to believe in you and trust your products. So
as a trainee I got to know patience is the key skilled to be owned.

 Good Communicator

As Trainee- sales I have to interact with different customer and clients with
having various backgrounds. This has given me to chance to learn how to address
customers with different needs. pitch and tone of a sales professional is a key
term to influence the customer so this period help me to a good communicator.

 People Oriented

During the trainee phase I got It is essential for a sales manager to be customer
centric. Understand customer’s needs and expectations. Don’t simply impose
things on him. Individuals representing the sales vertical need to be caring and
kind towards customers.

 Go-Getter Attitude

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It pays to be optimistic in sales. Sales professionals need to have a go-getter
attitude for the best results which I got from mine intern period. It is really not
necessary that all customers would like or need your product. Don’t expect results
every time. Remember failures are the stepping stones to success. One must learn
from his previous mistakes and move on. Don’t take failures to heart.

 Value Time

People in sales must value time. Being late for meetings create a wrong
impression in the minds of customers. It is a sin to make customers waiting unless
and until there is an emergency. Start a little early and make sure you reach
meetings on time. So as a trainee a got a chance to know the value of time.

 Sense of Commitment

During trainee phase I got to know about the sense of commitment. In this sector
commitment plays a vital role A sales representative who is committed towards
his work manages to do well and make his mark as compared to others.
Commitment in fact is essential in all areas of work. If you have promised
someone to meet at 5pm, make sure you are there at the desired venue at 4.45 pm
sharp. Trust is lost when commitments are taken back. There should be no turning
back. So sense of commitment is other skill I have learnt in the process.

 Flexible

A sales professional must know how to change his sales pitch as per the client.
Don’t just stick to one plan or one idea. Learn to take quick decisions as per the
situation. Be adaptable to changes. People in sales should not be too rigid and
demanding.

 Be Transparent

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Don’t hide things from the customers. Transparency is essential to avoid problems
later on. Convey only what your product offers.

 Interpersonal skills

.During the internship, I was able to improve myself and able to interact with
people. Not only this I was able to learn self-management and accountability
skills.

 Diligent

Mere sitting at office does not help in sales. One needs to go out, meet people and
make prospective clients. A sales professional ideally should spend his maximum
time in field to achieve targets in the best possible way. so during my tenure I got
to know to be good sales officers we should be diligent.

 Team working skills

During internship period I worked with employees of the bank from where I learn
that team work is more effective than individual one. By working in team at a
office I was able to improve my team working skills greatly.

3.2 Knowledge Gained

 Learnt how to deal with customer and tackle their problems.

 Learnt how to work in a team.
 Learnt to apply theoretical knowledge in practical field.
 Maintaining patience and calmness in handling customers.
 Better communication skills have been developed after interaction with
various officials of the bank as well as with the customers.
 Courtesy and politeness is the most important asset an intern should have.

3.3 Feedback To The Organization

As the intern period I have to deal with several circumstances and problems and
issues I can say that the business of Ashok Leyland Company under the sole
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distributorship IME group is satisfactory. Though the service provided by the
branch is good but the customers are not satisfied because of the delay service and
delay available of the spares parts and some behavior of the staff in the workshop.
But to overcome this problems the organization should maintain the good
relationship with customer by providing special offers, plans, free service camp,
timely available of the spare parts, any time service facility and discounts offers.
As the population is increasing day by day the branch is supplying its brand in
large amount that is the great opportunity of this branch.
In fact overall situation of LT enterprises (Ashok Leyland) Pokhara is satisfactory
though there are different problems, challenges and opportunities faced by the
Ashok Leyland.
During the intern period I found some weakness, some strength and opportunity
of the organization. The strong points should not be loosed and weakness should
be overcome as soon as possible and opportunity should be grabbed.
Here are the few feedback /recommendation given to the organization as follows
 To expand the business of the Ashok Leyland, LT enterprise should open
its branch in all district
 The organization should open its service center in all places so that vehicle
can be repair in everywhere
 The company should give assurance of the availability of the spare parts to
all customer.
 Business owner should give more priority to the brand and services rather
than profit
 Skilled manpower technology should be used
 Company should address the customer problems in short time
 Different types of discounts and offers product demonstration programs to
be launched
 A mobile vehicle service should be introduced so that it will be easy to
make customer believe that the company is with us in every moment.
 For Pokhara a grand opening seminar to be done to make people aware
about the brand an group

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 3.4 Feedback to the college
For the success of the internship as well as report writing the college has to play
significant role. Our college Pokhara College of Management through the help of
college administration and teachers provide the valuable support and suggestion
during the period of internship and report writing. However there are certain
recommendations to the college:

 The students must provide training about accounting software during these three
years period so that they can have easiness to learn in practical during internship
period.
 University being a superior body can have contacts with the company in advance
so that company can plan the assignments of the interns accordingly.
 The major objective of the internship as formulated by the university needs to be
properly conveyed to the students. If students are clear about the goals and
objectives then they can be clear and precise about what they want to gain from
the internship experience.
 The college could conduct the idea sharing classes after the intern program. The
university could conduct incorporate internship program with longer time period.

 Internship program is done when students are in seventh trimester which gives
them extra pressure. It would be better if the college separates appropriate time
for internship program.

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