PART ONE: INTRODUCTION

1.1 BACKGROUND

As a part of our BBIS program, our college Little Angels College of Management,
affiliated under Kathmandu University authorized this internship program with the
motive of blending theoretical knowledge and practical experience. This task was
assigned to us for our development and exposure in real-life corporate condition. We,
Ashma Katwal, Aarati Shrestha and Surakshya K.C. as being a BBIS student
accomplished this internship program at the Federation of Nepalese Chamber of
Commerce and Industry (FNCCI), Teku, Kathmandu to fulfil the partial requirement
for successful completion of our BBIS program as per the internship requirement of
Kathmandu University School of Management. Being the umbrella organization of
private sectors, we were eager to study the management, financial and the way of
promoting business and industry in a country.

As stipulated by the University, the duration of our internship was eight weeks.
During our internship we found that the organization (FNCCI) had very friendly and
co-operative working environment, which made us easy to accomplish our project and
experience the practical knowledge that should be possessed in the organizations
culture.

FNCCI vision is to lead the nation’s economic progress by organizing different events
that will help to encourage trade of the country. Their mission is to facilitate nation’s
business sector to become globally competitive by establishing & maintaining
virtuous foreign affairs relationship with the other countries.

To complete the internship various academic requirements, we need:

I. Submission of application and resume for internship.
II. Solicitation of acceptance letter from employer.
III. Signing of Employer Internship Agreement Form.
IV. Submission of bi-weekly work reports.

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 V. Preparation of internship report at the end of internship.
VI. Evaluation of internship by work supervisor and college supervisor.

In Federation of Nepalese Chamber of Commerce and Industry, we worked in the

Branding and Income Generating Committee department which was going to organize
Nepal International Trade Fair for the first time in Nepal. We got the opportunity to
be the part of NITF 2012; we acquired knowledge about managing the event, handling
the office works and how to interact with the people. We also got a chance to be in
conferences which helped us to gain invaluable knowledge’s and information’s about
our country’s fair. We also study the organizational structure from close. We got the
opportunity to view and analyze the departments, hierarchy, roles and responsibilities
and daily operations. Basically, we learned following practical job skills and
knowledge during internship:
 We learned the importance of business industry in the Nepalese economy
 We got to know how a (department/branch/unit) handles his/her duties and
responsibilities in daily operations
 We got to know how the fairs are organized in Nepal frequently
 We got to know how to do stall management, letter handling, handling media
and printing etc.
 We came to know what should be done to make a fair successful
 We came to know the importance of trade fairs to promote the products of a
country.

FNCCI main goal is to promote business and industry while protecting the rights and
interests of business and industrial communities by conducting trainings, seminars
and workshops. So, we were involved in these things which made our experience
invaluable.

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1.2 GOALS/OBJECTIVE OF INTERNSHIP

The goals of our internship are as follows:

 To develop our skills in the application of theory to practical work situations.
 To develop skills and techniques directly applicable to our careers.
 To develop attitudes conducive to effective interpersonal relationships.
 To utilize the opportunity to understand informal organizational
interrelationships.
 To learn the overall organizational structure, influencing forces and daily
operations of the organization.

We achieved these goals in the following ways:

 We gained a real world experience while working in the organization.
 We worked with qualified supervisors and employee’s so it help us to develop
interpersonal skills.
 We interviewed managers and staffs regarding the organizational structure,
their roles, authority and responsibilities.
 Working as an intern for eight weeks, we got to know the overall
organizational structure and how its daily operations were handled.

There were several objectives during the course of our internship. The fundamental
goals and objectives of the internship are:
 To test our aptitude for a particular career development before permanent
commitments are made.
 To develop skills and techniques directly applicable to our careers.
 To aid us in adjusting from college to fulltime employment.
 To increase the sense of responsibility.
 To acquire good work habits.
 To develop employment records/references that will enhance employment
opportunities.

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  To learn more about public relations by examining it from practitioners
perspective.
 To learn more about ourselves and our skills, identifying areas for
improvement.
 To be prepared to enter into full-time employment in our area of specialization
upon graduation.
 To gain an in-depth knowledge of the formal functional activities of a
participating organization.
 To prepare a project report on ‘Evaluation of Nepal International Trade Fair
2012’ by may 20, 2012
 To prepare biweekly report by the second week of June
 To complete assigned tasks at time
 To build up good relationship with the employer(s) during the course of
internship
 To sharpen our job skills and knowledge

1.3 ROLES/JOBS PERFORMED IN THE INTERNSHIP

We worked as an intern in FNCCI for eight weeks, during this period we performed
different activities as a NITF 2012 secretariats. Some of those activities we performed
can be listed as below:
1.3.1. Stall management
 Send the detail information of stalls to interested participants including price,
services, size of the stall and registration form
 Provide the stall layout and the location of their stall to exhibitors through
mail or direct contact
 Book the stalls
 Stall follow-up
 Manage the stalls product wise
 Help the exhibitors to solve the problems that occur during the fair

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1.3.2. Media and publication
 Send the posters and brochures to the big houses, hotels and the member
companies of FNCCI
 Send brochures to international chambers as well as national chambers by
requesting to participate in the fair forward the information to its all members
 Book Hoarding Boards for advertisement
 Send emails to international and national companies by requesting to
participate in the fair

1.3.3. Printing and event handling

 Send the quotations for Banglamukhi printing to print posters, freesia, tickets,
invitation card, inauguration card etc
 Giving the quotation of exhibitor’s card, visitor’s card, organizers card,
volunteer’s card etc.
 Book the hotel for welcome dinner party.
 Book the exhibition hall i.e. Bhirkutimandap hall for NITF 2012

1.3.4. Helping in office daily work

 Letter writing
 Handling e-mails
 Receiving calls

1.4. ROLES/JOBS OF DEPARTMENTAL HEAD

Our internship supervisor was Mr. Kalyan Krishna Tamrakar, chairman of Branding
and Income Generation Committee of FNCCI, Teku, Kathmandu. However, we
worked in Branding and Income Generation committee’s trade fair section under the
supervision of Mr. Bishnu Raj Dhakal, Assistant Director of that department.

1.4.1. Internship Supervisor: Mr. Kalyan Krishna Tamrakar

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Role: Chairman, Branding and Income Generation Committee, FNCCI, Teku, Ktm
Job: To organize trade fairs in Nepal.
The main job of the office is to promote the products of the country either nationally
or internationally by organizing fairs in different parts of the country.

1.4.2. Supervisor: Mr. Bishnu Raj Dhakal

Role: Assistant Director, FNCCI, Teku, Ktm
Job: To monitor, coordinate and approve the daily operations of the department and
report preparation.

The core role of the department is to handle the branding and income generating
activities that will help to establish the brand of the products and help to generate the
income. We got overall knowledge about the organizational structure, operations and
functions of the office through him. He mentored and motivated us during work.

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PART TWO: INTRODUCTION OF INDUSTRY & COMPANY

2.1. INTRODUCTION OF COMPANY/ORGANISATION

The Federation of Nepalese Chambers of Commerce and Industry (FNCCI) is an
umbrella organization of the Nepalese private sector. It was established in 1965 with
the aim of promoting business and industry while protecting the rights and interests of
business and industrial communities, FNCCI has been playing a key role in promoting
business and industrial in the country. It provides inter alia, information, advisory,
consultative, promotional and representative services to business and government and
organizes training / workshop / seminar on a regular basis. The FNCCI membership,
at present is comprised of 92 District / Municipality Level in 75 Districts of Nepal, 76
commodity/ Sectoral Association, 439 leading public and private sector undertakings
and 10 Bi-national chambers. The FNCCI is represented in almost all national
councils/boards/committees/policy advisory bodies concerned with business and
industry.

2.1.1. Objectives/Mission/ Vision / Goals:

Objectives:

FNCCI has adopted the following set of objectives:

 Play a catalytic role in business, industrial development and establish sound

industrial relations in the country.
 Reinforce business community’s commitment to the society.
 Provide advisory services to government, lobby as and when required in
formulation and execution of business and industry related policies, acts and
programs.
 Foster cooperation with related national and foreign organizations.
 Provide up-to-date information services to business and government and the
community at large.
 Create awareness and support for business and industry efforts on issues
affecting business like quality, social responsibility, corporate governance,
HIV/AIDS, child labor, environment etc.

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Mission

“Facilitating Nepalese Business Become Globally Competitive.”

Vision

“Leading the Nation’s Economic Progress.”

Goals

FNCCI activities are underpinned by the following goals:

 Professionalism in operation.
 Partnership approach in working with government, international organizations.
 Presentation of total business and industry view.
 Commitment to fairness, transparency, de-regulation, de-centralization and de-
licensing.
 Confidence in fair competition and private initiative.
 Extensive consultation in deciding industry and business views.
 Close cooperation with foreign federations / chambers.
 Proactive role i.e., initiating ideas and proposals.

2.1.2. Organizational strategies

FNCCI is a non- profit organisation. The main strategies that FNCCI pursue are
enlisted below:

i. Coherent set of general ideas: As Porter says, strategy is a “broad formula.” It

is not a detailed plan. It is a general explanation of ideas the organization is
going to follow. It is a “cause and effect” story of how the organization is
going to get here to there. And the “story” needs to be coherent. The “cause”
in the “story” is the set of actions the organization takes to leverage itself into
higher levels of performance. These “strategy levers” the impact other key
functional areas of the organization’s operation.

ii. Key functional areas: Organizations are systems with parts that are interrelated
(Ackoff, 1999).If the functions of parts “feed” and support one another, the
organization’s performance is enhanced in a kind of “virtuous cycle” (Senge,
1990). The opposite relationship would create a vicious cycle of decline.

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 Smith (1999 & 2004) asserts that when the three areas of revenue generation,
staffing and mission impact are equally valued and balanced, an organization
can enter into “cycle of sustainable performance”.

iii. Commitment to accomplish its mission: Commitment to accomplish the

mission is the driving force for attaining high performance (Senge, 1990).
Non-profits have missions which are to make a difference in the world. Their
aim is to accomplish their missions. Their “mission gap” is a key motivator in
strategy development. The term “mission gap” refers to the difference between
the current state of the condition of “persons, places and/or things” for whom/
which the organization wants to make a difference and their/its condition in an
ideal world.

2.1.3. Major products of the company

FNCCI is a service oriented organization and it target private sector. The following
are the main services provided by FNCCI.

 Representing the entire business community of the country in national and

international forums.
 Preparing recommendations for promoting exports and investment.
 Promoting joint ventures.
 Providing expertise service to exporters, importers and investors.
 Facilitating participation in national and international trade fairs and
exhibitions.
 Promoting better industrial relations.
 Providing business information and research services.
 Strengthening local chambers and associations.
 Promoting entrepreneurship.
 Conducting on a regular basis, trainings, workshops, seminars on chamber
management, publication, information exchange, documentation, industrial
relation, entrepreneurship, quality management, environment etc.
 Providing “One Stop” service to its members.

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FNCCI has various departments (services) and the services that it provides are as
follows:

a) Agro Enterprise Centre:

Agro Enterprise Centre (AEC), the agricultural wing of FNCCI was established in
September 1991 under the Cooperative Agreement between FNCCI and
USAID/Nepal. Within past fifteen years, FNCCI/AEC made valuable contributions in
Agro Business Development and Promotion. Since 01 October 2002, FNCCI/AEC
has been reshaped with more focused Mission and Vision and is taking a renewed role
in representing the private sector agribusiness community in the development of
agriculture and agribusiness in Nepal.

Objectives: It aims providing comprehensive one-stop market price information

services. It aims in providing agricultural commodity intelligence to wider audiences
at once.

b) Non-resident Nepali association department:

Non-resident Nepali association (NRNA) was established with the purpose of uniting
and binding the Nepali Diaspora under one umbrella on 11 October, 2003. In the
course of completing 8 years of its existence NRNA has developed into a non-
governmental global organization and a network of Nepali origin by establishing
National Coordination Council (NCC) in 60 countries to represent its interests,
concerns and commitments. It is the duty and responsibility of every nation to
promote, represent and safeguard the welfare of its nationals or people of its origin
having foreign nationality and this will ultimately be in the interest of the nation. The
national interest that can be fulfilled by the Diasporas has not been hidden from the
international arenas. Keeping all these in mind, the Government of Nepal has given
legal status to Nepali Diaspora by promulgating Non-Resident Nepali Act 2064. For
practical purposes Nepali citizens living outside South Asian Association for Regional
Cooperation (SAARC) member countries other than SAARC nations are considered
as NRNs.

Objectives: The objective of NRNA is to unite and bring Nepali residing all over the
world under one umbrella, protect and promote their interest in and outside Nepal and
utilize their potentials and resources for the welfare of Nepal. To achieve these
objectives the association shall conduct the following activities:

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  Promote and protect the rights and interest of Nepalese residing outside Nepal
and to promote Nepal.
 Coordination among Nepali communities and their organization to establish a
global network and a common platform to represent the Nepali Diaspora.
 Mobilize the knowledge, skills, capital and other resources in the disposal of
NRNs for the socio-economic development of Nepal in coordination and
partnership with government, national and international institutions.
 Preserve and promote Nepali culture and tourism globally.
 Act as a catalyst in attracting and facilitating NRNs and foreign direct
investment in Nepal.

c) Nepalese Young Entrepreneurs’ Forum Department:

The Nepalese Young Entrepreneurs’ Forum (NYEF) is a membership based non-

profit organization, established with an aim of creating outstanding entrepreneurs
through idea exchange, fellowships, education, training and advocacy among the
Nepali youth. The forum was officially instituted by the FNCCI in September 26,
2003 as a National Youth Business Forum. NYEF brings together young
entrepreneurs within the country. It promotes entrepreneurial mindset and a shared
vision through an effective and much needed networking of young entrepreneurs.
NYEF provides its member’s access to a dynamic network of peers on a national
level. NYEF as a forum also seeks to continually advocate issues and concerns of the
business community, especially those faced by young entrepreneurs. The forum seeks
to develop positive attitude towards enterprises and businesses by educating the
masses about the benefits of an enterprise based free market economy.

Objectives:

 Help young entrepreneurs in Nepal build fruitful and productive business

networks and links among one another.
 Help young entrepreneurs from Nepal gain a better insight into the present
status of key business sectors of tomorrow.
 Facilitate exchange of experience in different ways of building business and
investment relations among young entrepreneurs.

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2.1.4. Organizational structure of the company

Executive committee member board

President
Senoir vice president Vice presidentt
Director General

Finance and Membership Industrial Research

Administrative Services Enterprise Information &
Division Coordination Development International
Division Division
One Director
Relation Division
One Director Dy. Director
a. Personal & General Adm. a. DCCI Council One Director Four Officers
One Officer 1 Ass. Director Three Officers a. International
2 Assistants b. Commodity Council a. Industry & Relation
House Keeping 1 Officer Entrepreneurship Dev. b. Data & Statistics
One Officer c. Event Management b. Fiscal Policy & c. Communication &
Reception and Registration 1 Ass. Director Taxation Section Publication
Unit 1 Assistant c. SME & Women d. MIS
2 Assistants Forum/Committees Entrepreneur Dev.
Office Bearers & Director 2 Officers Section
General Unit d. Policy Advocacy
2 Secretaries Unit
Legal Issues- one officer Forum/Committees
b. Finance Unit Industry Committee
1. Dy. Director Cottage & Small
1. Officer Industry
2. Assistants WEDC
Tax & Revenue
Bank, Finance & Insurance
Sick Industry
Investment Promotion

FNCCI Industrial Trade &

Technical Units Relation & HRD Certificate of
& Projects Division Origin Division
a. Energy Efficiency One Director One Director cum
Cell a. Employers Council Consultant
One Director cum 1. Dy. Director, 2 3 Officers, 1 Assistant
consultant Officers, 1 Assistant Committees/Forum
Supporting Staffs b. Trade School – 1 Trade Committee
b. AEC Officer Export Promotion
One Executive Director c. Training/HRD Unit Road Transport &
Supporting Staffs 1 Officer, 1 Assistant Transit

Figure 1: Organisational Structure of FNCCI

Source: FNCCI, Administrative Section

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2.2 ORGANISATIONAL’S GENERAL AND COMPETITIVE
ENVIRONMENT

Every organization is influenced by its external and internal environment factors

which play an important role in the identification of its mission, vision, strategies and
the scope of its product and services. FNCCI has also its unique aspects.

2.2.1. External Environment:

The external environments are as follows:

A. Societal environment: It includes those forces that do not directly influence the
short run activities of organization but affect the long run activities. It includes
following categories:

i. Economic: As FNCCI is service oriented and non-profit organization, the

economic variables does not affect the organization. It provides advisory
services to government, formulation and execution of business and industry
related policy, acts and programs.

ii. Socio cultural: FNCCI has been actively cooperating also with various foreign
international organization such as UNDP, USAID, UNCTAD/GATT/ITC,
THE WORLD BANK, PPPUE, SEQUA-GTZ Private Sector Promotion
Project, UNFPA, Asia-Inves JICA,IOE, NIKKEIRAN, APO, JETRO,
SAARC Secretariat, ICIMOD, AOTS etc carrying out various activities for the
promotion of business and industry.

iii. Technological: FNCCI has been adopting new methodologies and

technologies required for better performance of organizational activities.

iv. Political/ Legal: FNCCI being a non- voluntary organization, political

situations and instability of government has a major impact.

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 B. Task environment: Task Environment is concerned with the intensity of
competition of organization within its industry which affects the organization in
short run. The various forces of task environment can be illustrated as follows:

Potential
Entrants

Threat of New Entrants

Other
Stakeholders
Industry
Government
Competitors
Buyer
s
Rivalry Among Bargaining Power of Buyers
Suppliers Existing Firms

Bargaining power of Suppliers

Threat of substitute products or services

Substitutes

Figure 1: Porter’s analysis of task environment

Source: “Concept of Strategic management and Business Policy” by Thomas
L.Wheelen, J.David Hunger

 Threat of new entrants: As FNCCI being non-profit organization, the company

has no threat.
 Rivalry among existing firms: There is no competition among non-profit
organization for donors, corporate sponsorship, and government grants.
 Threat of substitute product or services: FNCCI is an umbrella organization of
private sector and there is no any other organization like FNCCI so FNCCI
has no threat of substitute product or services.
 Bargaining power of buyers: The buyers mean the various members, donors or
government grants. They must follow the laws and rules set by FNCCI. So

14
 they don’t have any bargaining power and have right to forward their
suggestions and views.
 Bargaining power of suppliers: The suppliers in this context means the various
corporation and councils, chambers and they don’t have any bargaining power.
Instead FNCCI conducts on a regular basis trainings, workshops, and seminars
on chamber management, publication, information exchange, documentation,
industrial relation, productivity, entrepreneurship and quality management.
 Relative power of other stakeholders: There are many stakeholders who affect
the FNCCI like government, local communities, interest groups, other
chambers and international stakeholders like UNDP, USAID,
UNCTAD/GATT/ITC, THE WORLD BANK, PPPUE, SEQUA-GTZ Private
Sector Promotion Project, UNFPA, Asia-Inves JICA,IOE, NIKKEIRAN,
APO, JETRO, SAARC Secretariat, ICIMOD, AOTS.

2.2.2. Internal Environment:

Internal environment has to identify the strengths and weakness that are likely to
determine if the firm will be able to take advantages of opportunities while avoiding
threats. The major variables are as follows:

 Structure: FNCCI has systematic structure which has fixed laws and
regulation. There are different departments including EEC, NRN, AEC,
HRDC (employer’s council), COO (Certificate of Origin), TIPS (Technology
and Trade information promotion system), NYBF (Nepal Youth Business
Forum) and NYEF plays significant role in achieving FNCCI desired goals.

 Resources: Every organization needs resources which can be assets,

competency, process or skill to gain competitive advantage. Likewise
FNCCI’s resources are its members, staffs and other physical assets.

 Culture: There is culture intensity and integration among members and staffs
who share norms, values or culture content associated with the unit. A strong
culture not only promotes survival but it creates basis for a superior

15
 competitive position by increasing motivation and facilitating coordination
and control. FNCCI shares a bureaucratic culture.

Strength Weakness
 No competitors  Delay in task
 Committed Staff  Bureaucracy
 Adoption of advanced  Conflict due to two structure
technology of organization
Opportunities Threats
 International linkage  Political instability
 Emergence of private business  Internal conflict
 Support from government

Table 1: SWOT Analysis

2.2.3. Competitive Environment

FNCCI is the umbrella organisation of private sector so it enjoys the monopoly
power with no competitors at all. As it plays a key role in promoting businesses
and industries in the country so there is no any existence of competitive
environment.

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17
 PART THREE: PRESENTATION OF PROJECTS

EVALUATION OF NEPAL INTERNATIONAL TRADE FAIR 2012

PERFORMANCE

3.1. INTRODUCTION

3.1.1. Introduction of the Project

As per the requirement of Kathmandu University (KU), we were supposed to undergo

internship in any organisation for eight week for the partial fulfilment of Bachelors of
Business Information System (BBIS) program. For the internship, we selected
FNCCI. We worked in the Branding and Income Generation Committee (trade fair
section) of FNCCI as an intern. During this period we supported in the pre event
activities and promotion of trade fair. We were not assigned any project during the
internship but this project is an initiative to analyze the trade fair performance. This
project is based on our experience while working as an intern in FNCCI and our
analysis and research on our topic of study. Being a BBIS student, we got an
opportunity to learn about the trade fairs that are organized in Nepal.

Trade shows are fast becoming an integral part of the promotion mix in the marketing
strategy of most of the companies. They are the very good communicating platform
and enable a direct connection with the customers as well as trade channels. Trade
shows pertaining to specific industries, products and services are being organised
regularly on regional, national and international levels and are being supported by
specialised agencies, association, authorities and government bodies. The popularity
of trade shows is evident from the fact that huge spends are allocated towards
participation by the exhibitors and footfalls recorded in most of the trade shows are
increasing by the day, clearly reflecting the enthusiasm and interest of visitors
towards such events. There are retail outlets, advertising, channel partners,
distribution to increase the sales and visibility of the products and services, but they
are definitely not a substitute for trade shows, which perform an entirely different
function and contribute immensely towards communicating and connecting the
offering to the respective target audiences-consumers as well as trade. In order to
survive in this competitive environment, organizers need to guarantee a trade show’s

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potential to attract a large number of exhibitors and visitors (Cox, Sequeira, & Bock,
1986). In order to accomplish this objective, the organizers need to obtain more
information from the attendes through post-show evaluation in order to evaluate their
own performance and guide their future improvement endeavours. Thus, there is a
great demand for studies conducted from the organizer’s perspective to shed some
light on how to provide a better platform and attract more exhibitors and visitors to
trade show.

We have selected “Evaluation of Nepal International Trade Fair 2012

Performance” as topic for our study to know whether the Nepal International Trade
Fair 2012 Successful or not. We have analysed what are the differentiated activities
that leads to the success of the trade fairs and how it should be carried out. In general,
there is a tendency of giving attention only to the pre trade events and on events and
the organisers tend to relax after the trade fair comes to an end. We have also
explored the importance of activities to be carried out on post trade fair for the
success of the trade fair. The proper plan for arranged booth, the decorations, clean
paths, security, promotion, sponsors, supporting staffs, power, water, food and other
side entertainment shows also help to the success of the trade fairs. The exhibitors
(company/firms/industry/association/agencies who exhibit their product or services in
the trade fair) are always difficult to satisfy but the attention on their demands and the
extent to which the organisers can actually get close to their satisfaction plays a great
deal on the success of trade fairs.

Targets that are set should not be close to achievement. The tough is the targets;
the more great is the performance. So, the analysis of NITF targets and the
element of achievement on that target are covered in our topic of study and how
this achievement have or haven’t helped in the success of trade fairs. Trade fair
is not an on spot trading place. It is a platform for the suppliers and vendors to
know about the products on the host country and to supply those products to
their home country. Information exchange at trade shows helps exhibitors
choose better trading partners, reduce legal and contracting costs, and decide
which parts of the business can be outsourced or kept in-house (Hansen, 1999).
We have also determined the effects of NITF on the trade part of the Nepal. The
performance of exhibitors are also evaluated during the trade show and we have
19
tried to shed some light on what the exhibitor has spent on and gained from the
trade show and whether or not it is worthwhile to attend NITF next year.

3.1.2. OBJECTIVE OF THE PROJECT

Objective 1: To determine whether trade show has specific targets and whether the
targets have been met.
Objective 2: To recognise the differentiated activities that are likely to influence
trade fair performance in different ways.
Objective 3: To determine the enhancement of Nepalese business through the trade
fairs.

3.1.3. SCOPE AND LIMITATION OF THE PROJECT

Scope:
The scope of this project is to evaluate the performance of the Nepal International
Trade Fair 2012. It provides the company and its key associates with the vital
information that they need for making key strategic and tactical decisions prior to, at
and after the trade show in which they are involved. The evaluation determines how
successful the event was (or wasn’t) and why. So this analysis of the Nepal
International Trade Fair 2012 on the basis of the performance can provide the
company with the benchmark which can lead to the continued improvement,
effectiveness and success in their upcoming trade shows. This study also makes a
brief about the exhibitor’s satisfaction and the factors that make them satisfied or
unsatisfied. This project also helps us to analyse the scope of Nepalese product in
international market and improve our product to compete with the international
standard.

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Limitations:
 We, as a student of Bachelor of Business Information System (BBIS)
lack the sufficient knowledge and information to make a complete report on
this project.
 Due to the time factor, this report doesn’t include all aspects of our
topic of study.
 Due to the secrecy of some information in the organisation that is not
to be disclosed in the report, we couldn’t make a comprehensive report.
 We did not find any books or literature in the library about the
Nepalese trade fair, so our topic of study is limited.

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3.2. CONCEPTUAL FRAMEWORK

3.2.1. REVIEW OF RELATED LITERATURE:

The literature review can be presented on the basis of different dimensions.

Dimension of service quality

Kweon (2003) has concluded that the following six discriminators were factors
that affect the service quality of exhibitions: host and public relations, internal
facilities of the exhibition hall, security and cleanliness, parking and convenient
facilities, guidance and attendance cost, and surroundings and transportation
convenience.
A well-organized trade fair can act as a boon for the entire industry, fulfilling all
the dreams and aspirations of exhibitors and visitors. To achieve this result, an
organizer should make sure the planning is done according to the genre of trade
fair. A trade fair should be a complete visual transformation of the industry that
it represents. Despite the visual detail, a trade fair can still weaken in achieving
its objective if the facilities provided are trashy. All essentials like power, water,
and food should be conveniently made available to the participants. The stalls
allotted to the exhibitors should be large enough to accommodate the products
and equipment and small enough to leave enough space for the visitors to walk
freely. The banners for advertisements and directional markers should be placed
at locations which are easy to spot. In case the trade show involves live
demonstrations and business presentation, the organizers should make provision
for conference and exhibition halls dedicated to these purposes. A hasty
organization with lack of quality can lower the reputation in front of the entire
industry and future clients; hence these responsibilities need to be followed
diligently. So the service quality provided by the organisers on the trade fair
determines the success of the trade fairs.

Dimension of trade fair target

22
Trade shows are advantageous for developing and strengthening relationships
through strategic networking in order to increase potential sales opportunities
(Tanner, Chonko, and Ponzurick, 2001)
The target of the trade shows is not only its monetary profits. The immediate
sales of the product in the trade shows are not only its aim. The main target is to
analyse whether the trade show has provide the country with the trade
expansion. The development in the trade can be in terms of national or
international. The products of Nepal can be highlighted and promoted in Nepal
itself causing the sales of that product to grow. In an International level, the
products of Nepal need to be recognised by the international buyer and then sell
in their country. The growing demands of the products then can increase the
sales of the Nepalese product and provide a room for the further development.
The event mainly focuses to promote 19 export potential products identified by
Nepal Trade Integration Strategy (NITS) launched by Government of Nepal.
The NTIS stresses the need to develop Nepal’s trade competitiveness and trade
diversification. The strategy points out on the need for better coordination
among different state and non-state agencies, it also points out the challenge that
Nepal has not been able to reap the possible benefits of the world trade system.
Therefore, with collaboration with Government of Nepal, FNCCI wishes to
enhance the exports of the Nepalese exportable products through Nepal
International Trade Fair 2012 by displaying the product or services in the stalls
and creating the platform for B2B meeting or match making among the
exhibitors and among exhibitors and potential buyers.

Dimension of exhibitors satisfaction:

Companies participate in trade fairs with the expectation of some benefit (Sashi
& Perretty 1992).
Different company have different expectations of the benefits of trade fair
participation- some are interested in generating leads, others are interested in
promoting their corporate image and still others have objectives that involve
causal contact with current customers, competitive considerations and so forth.
The exhibitors are the customers of the organisers so the customers must be
satisfied. The determinants of satisfaction of exhibitors in trade fair involves the
right booth for their product, the facilities provided in the booth, the provision
23
made to attract more visitors, the quality of the visitors, the persons available on
their booth for help and the extend to which the organisers were helpful to solve
their problems. There are motives and expectation of the exhibitors to choose
the certain trade shows and the extent to which the exhibitor’s satisfaction are
met determines the success of the trade fairs.

Dimension of post fair activities:

In practice, the post-fair evaluation conducted by organizers often covers two
main domains. The first one is marketing-related questions. For example, the
number of exhibitors and visitors which attended the trade show; the rank and
purchase power of attendees, and the demographic information of the attendees.
The second domain would be performance-related questions. This section
intends to examine how well the organizers have served the visitors and
exhibitors. Normally, this section would try to gather the perceptions of the
visitors and exhibitors on the service and environment the organizers provided
before, during an after the show. Traditionally, the post-show evaluation
conducted by organizers mainly focused on the first domain. The results of the
evaluation only served the marketing purpose. The second domain, which is
performance-related, is often ignored or not subject to further examination to
provide guidance for future management.

24
3.3. METHODOLOGY
Methodology is the set of methods and principles that are used when studying
particular subjects or doing particular kind of work. This section focuses on the
research methodology and how it was applied to variables covered in above section.

3.3.1. Method of data collection

Data collection is an essential method for the study of the project. We have used both
primary and secondary method of data collection.

 Primary Data:
Primary data, which we have generated using the following methods may be
qualitative in nature or quantitative. These data are collected for the analysis of our
topic of study. Among many methods of collecting primary data, we used the
following:

a. Observation:
As we were the part of NITF 2012, we could observe the visitors, exhibitors and
organiser’s actions and reactions. This methods doesn’t provide us with the
quantitative data but helped us to analyse our topic of study.

b. Questionnaire:
We generated three types of questionnaire which was addressed for visitors,
exhibitors and organisers. These questionnaires were distributed to the visitors and
exhibitors on the event for the analysis of differentiated activities on the fair. And
the questionnaires for the organisers were distributed after the event for the
evaluation of the event.

c. Interviews:
We generated a few questionnaires for interviewing the organisers about how the
fair went and were they satisfied with the results. These data helped us to know
their targets and expectation for the fair and to find out if they have been fulfilled.

25
 Secondary data:
Secondary data is the data that has already been collected by someone else for a
deferent purpose. Among the secondary data, we used the following
a. Paper based sources:
Among the paper based sources we used FNCCI directories, reports of other trade
fair, records of FNCCI, newspaper articles posted about NITF2012, brochures of
NITF 2012 which helped us to collect the data to analyse our findings.

b. Electronic sources:
Among the electronic sources, we used google.com, website of FNCCI, online
database of FNCCI to collect the data to evaluate our findings.

Source Strength Weakness

Documentation  Stable  Irretrievability
 Exact  Biased selectivity
 Board coverage  Reporting bias
 Unobtrusive  Access may be blocked

Interviews  Targeted  Bias due to poorly

constructed questionnaire
 Insightful-perceived  Response bias
casual inferences  Incurable due to poor
recall.
Observation  Reality  Time-consuming
 Contextual  Selectivity
 Reflexivity
 Cost(Travelling)

Table 2: Strength and weakness of each kind of evidence collected.

Source: (Yin, 2003)

26
3.3.2. Sampling method and size:

We use ‘convenience sampling’ techniques in the survey. This method is quick and
easy. The benefits of this sampling method includes the ability to obtain a large
number of completed questionnaires quickly, conveniently and economically
(Zikmund, 2003). It is difficult to survey every exhibitors and visitors on the fair so
we find this sampling method appropriate.
The size of the population that are surveyed is estimated around 320 units of
exhibitors and 5000 units of visitors.

3.3.3. Data analysis procedure:

The questionnaire response were presented using general descriptive statistics in the
form of frequency distribution and also appropriate visual summaries such as
histogram, bar charts, and pie charts. We have used Ms Word for the typing of the
whole report.

27
 3.4. PRESENTATION AND ANALYSIS OF THE PROJECT

3.4.1. ANALYTICAL PRESENTATION OF PROJECT

Figure 3: Profile Of Visitors

The visitors to the trade fair were from India, Nepal, Bangladesh, China, Japan,
Pakistan, Bhutan, Germany. Among them, the Nepalese visitors were maximum
and beside Nepal, there were visitors from neighbouring country India. So this
figure shows that there wasnot large international visitors as expected by the
organisers. In this competitive environment, the organizer needs to guarantee the
trade fair’s potential to attract a large numbr of visitors and to accomplish this
objective, they need to discover the criteria underlying the decisions of potential
visitors. From the exhibitors’ perspective, moreover, it is crucial to understand the
motivations behind the visitors’ decisions to attend trade fair , since exhibitor-
visitor interaction is the key factor in determining trade fair success.

28
 Figure 4: Exhibit Profile

One of the questions was focused on the exhibitor’s products. The figure above shows
the different products displayed in this trade fair by the exhibitors. The result shows
that handicraft products acquire more spaces in the fair. The agro product holds the
second highest place in the trade fair. The target of this trade fair was to exhibit the
Nepalese product. Trade fairs are perceived as a means of acquiring knowledge and
preparing for the future. So the products that are exhibited know their position in the
market and can prepare according to the response they receive in the trade fair.

Activities to be done in the trade fair

PRE SHOW ACTIVITIES

ON SHOW ACTIVITIES
POST SHOW ACTIVITIES

Figure 5: Activities to be done on trade fair

29
The survey also revealed the importance of pre-fair activities, on-fair activities and
post-fair activities. For trade show activities to be effective, an organiser must
formulate the approach to be taken and then implement it at the different stages of the
trade fair event. The trade fairs has been focusing on three main stages of trade fair
participation from the perspective of an organiser :
1. Pre- event activities: making the work plan that includes the advertising,
budgeting, stall management, printing of materials and
2. Event activities: co-ordination with event management company and
helping the exhibitors for the management.
3. Post-event activities: evaluating the budgets, evaluating the performance
from exhibitors and visitors perspective.
The organisers naturally tend to donate more time for the pre fair activities as they
have to fully prepare the whole settings. After the preparations are over and the trade
fairs get started there is a little work to be done on the organisers side. While it’s quite
natural to want to immediately close the book soon after a major trade fair ends, it is
also somewhat natural for trade fair organisers to want to learn and improve things by
evaluating and fixing the problems they might have experienced during the show.
Therefore, post fair activities also should be given much time.

60%

50%

40%

LOW
30%
MEDIUM
HIGH
20%

10%

0%
HIGH MEDIUM LOW

Figure 6: Dimension of satisfaction

30
The above figure shows the dimension of satisfaction of the visitors and the
exhibitors. This survey finds out that the visitors and exhibitors weren’t highly
satisfied as expected. The exhibitors couldn’t meet their expectation as the
management from the event management company was not satisfactory and the
visitors was not up to mark. Some visitors were not also satisfied due to high cost of
entry fees, the product of the exhibitors and the food as well. In our view, we think
that to make the fair success, we have to improve these various factor in the next
event.

3.4.2. FINDINGS:

Organising a trade shows is an achievement in itself. The main stakeholder in the

exhibition is EO, exhibitors, visitors or trade buyers, exhibition centres, and
decoration contractors. The other services providers are freight forwarders, transport
and travel agents, hotels, conference organisers, public relations, and promotion
agents. Lui (2006) showed the relationship between EO and other stakeholders below.
The main objective of an exhibition is to create business between the exhibitors and
trade visitors or trade buyers. Liu’s (2006) figure showed the strong relationships
between EO and exhibitors, visitors, exhibition centres, likewise, between exhibitors,
decoration contractors and other stakeholders. Outside the main core, there are the
government supporting and regulating authorities, public service, middlemen and
agents. Public service includes customs, inspection and regulatory authorities,
commerce and industry, police and security, fire department and urban administration.

31
 Government Public Services
Exhibitio
n
Organizer Customs
s
Exhibitor
Buyers or Inspection
s
Visitors and
Regulatory
Authorities
Other
Stakeholders Decoratio Commerce
n and
Contractor Industry

Police and
Exhibition Security
Center

Fire Dept.

Middlemen and Urban

Agencies Administrat
Main Objective
ion
Strong Relationship
Relationship
Some Relationship

Figure 7: Stakeholders in the exhibition

Translated from (Lui, 2006)

Kerin and Cron (1987) were some of the pioneers in EP study. They identified two
functions- sales and non-sales in the EP, as presented in the below figure. They
grouped three dimensions:
1) Industry or competitive forces
2) Choice of vertical/ horizontal exhibition, international /
national / regional exhibition and the topics of exhibitions.
3) Internal factors of the exhibitor(company)

32
 Industrial Trade show Strategies: Company Influences:
Influences: Number of National Annual sales volume
Number of total shows Number of customers
competitor Number of regional Customer
Number of new shows4 concentration
competitor Emphasis on Horizontal Technical complexity
Stages of industrial shows of products
Life Cycle Emphasis on vertical
shows
Existence of trade show
Objectives
Number of products
exhibited.

Show performance
Selling function
Non-selling function

Figure 8: Variables affecting trade show performance

(Source: Kerin & Cron, 1987)

33
 Environmental Influences:
Company Influences:
Competitors in the market.
Annual sales
Competitors in the trade show.
Number of customer
New competitors in the trade show.
Customer concentration
Present channel members at the show.
Product complexity
New channel members in the show.
Trade show budget
Number of existing supplier at the show.
Trade show cumulative experience
Number of new supplier at the show.
The value of continuation to the
Number of visitors.
Exhibiting company
Quality of visitors.
The geographical emphasis of the
Life cycle stage
company
Width and length of available product line.

Trade show selection

Number of international
shows
Number of national shows
Number of regional shows
Empasis on show types
Feedback
loop

Show performance Booth management

Sales Width and length of exhibited
Intelligence lines
Supplier’ contacts Show budget
Phychological Objective Availability of new products
Booth quality
Booth management
Show objective

Figure 9: A general model of trade show performance

Source : (Shoham, 1999)

34
 The studies of exhibition performance from visitors’ perspective focused on their
buying motives and behaviour during the show. This knowledge has been used mainly
to improve exhibitor selling strategies. Visitors to a trade show are different then
visitors to a consumer show. Trade show visitors are not that much concerned about
spot purchases of promotional and discount goods. Their major motivations behind
exhibition participation are to gather information about market access, new products,
potential suppliers and alternative purchases.

The studies of exhibition performance from the exhibitors’ perspective focused on

selling goods, including those on exposure to exhibits, booth contact, overall sales,
awareness of new products, tactical and strategies recommendation to improve the use
of exhibitions during new product introductions and the motivation behind exhibition
participation. Trade show performance should include a second dimension of non-
selling objective. Selling must satisfy the information-seeking and procurement needs
of attendees for both distributors and the customers. Many of the above EP studies
have little in common with the EOP, since the former focuses on individual exhibitor
performance, while and EO is concerned with collective exhibitor performance. For
example, the location and the size of the booth for an exhibitor is a major concern for
the success in exhibition participation, but an EO wouldn’t be concerned about
individual exhibitor location in the exhibition. The EO cares for the location of the
whole exhibition and the overall visitor promotion and attraction.

Table 3: Activities to be done on trade fair.

Pre fair On fair Post-Fair
Communication Exhibits Events Prompt follow-up
Staff Training Visitor contact procedure Delayed follow-up
Visitor Attraction Visitor Tracking Participation cost
Exhibit services Visitor Interest
Buying Information

While it’s quite natural to want to immediately close the book soon after a major trade
show ends, it is also somewhat natural for trade show exhibitors and organisers to
want to learn and improve things by evaluating and fixing the problems they might
have experience during the show. Experienced organisers who believe in and practice
the time tested, “do it, fix it, do it again until you get it right” attitude towards
organising will eventually iron out the various wrinkles that challenge the success of
35
their trade show program. When accomplished, and those nagging little problems are
solved for good, they can then afford themselves additional time to explore and
experiment with more clever organising innovation.

The details of the post trade show exhibition evaluation should include virtually all
aspect of the trade show exhibition presentation including but not limited to: product
presentation effectiveness, level of booth duty professionalism, efficient exhibit
communication, level of technical and management support provided, hotel and
transportation logistics, level of customer care, sales lead management and
distribution, literature support operation, press relations, pre-event meeting details,
and the exhibitors overall operation from opening to closing. One of the best ways to
gather information is on the last day of the show to hand out a post-event evaluation
form to all visitors and exhibitors for their opinion, concerns and suggestions. This
data should then be quickly summarised, evaluated and distributed within a week or
so to management with the added recommendation to make the necessary
improvement before the next show. All these variables and study helps to know the
performance of the trade show or measure the performance for the next show.

3.5. CONCLUSION AND RECOMMENDATION

3.5.1. CONCLUSION

This study offers the broad aspect of the criteria that affects the performance of the
TS. So, NITF 2012 performance moreover a satisfactory one on the basis of the
different variables we presented above. The target of the organisers hasnot been met
as the number of visitors could only reach 200000 from which only 20000 were
international visitors and the business visitor weren’t up to mark as well. They
weren’t able to bring exhibitors from all over the world. The exhibitors were only
from Pakistan, India, China, Bangladesh, Korea, and Bhutan. The exhibitors from
other country were not able to participate due to ATA carnet system. It is an
international customs document issued for permitting temporary import of equipment
or merchandise without the payment of duties and taxes upon arrival. According to
FNCCI, 20 Korean companies and 17 companies from Bangladesh failed to

36
participate in the trade fair due to complications at the custom. To term a trade fair as
international, it would not be justifiable to bring only the neighbouring countries. The
main objective and the motto for conducting NITF is to support the small companies
of Nepal to be come upfront in the international trade as well. The organisers intended
to increase the exports of Nepal to foreign country. They were able to contact only
two importers from Japan and Korea to import the agricultural product of Nepal.
Post trade activities is as important as the pre fair activities, organisers of NITF also
missed or ignored various part of the trade show activities such as appreciation for the
sponsors or the supporters in the completion of the trade fair, collecting marketing
related information, performance related information. These post trade activities and
devaluation will provide the exhibitor with additional time to explore and experiment
with more clever exhibit and product presentation innovations in the next trade shows.
This study has come up with the account that the NITF was an encouraging trade fair.
As it was a first of its kind, it could not concentrate on the various aspect of the fair.
The high expectation of the exhibitors, organisers and the visitors are seen to have
unmet. The flaws in this fair can be analysed and corrected to make sure that the
NITF will set a benchmark next time.

3.5.2. RECOMMENDATION

 The Pre-event planning affects the performance of the trade shows.

Pre-event planning will identify the right customer for exhibiting the products or
services, target market, budgeting the event, other factors associated with the event
and also the attractiveness of the booth and the booth location for each of the
exhibitor to satisfy their expectation. Thus, Pre-event planning should be conducted
with the participation of all level of stakeholders to make the event successful.
 Advertisement plays vital role to promotion of event so that the
number of visitors can know about the event and can come to visit. There are various
medium of advertising. As an organizer, all the medium of advertising should be used
to promote the event not only during the event but also before the event so that the
participating companies should know to exhibit.
 Decoration of event venue also affects its overall performance.
Proper management of banners and buntings with proper decoration should be done.

37
Consistence in the size of the banners and buntings should be maintained to look
attractive.
 The well equipped exhibition hall is lacking in Nepal. The private
sector should construct the international level exhibition hall which must be fully
equipped whether by the coordination with GoN or by themselves.
 The lack of effective event Management Company also affects the
performance of the event. The existing management companies lack equipment for
constructing additional hangers, manpower, technicians, skills and coordination.
Nepal lacks the competent event management company with full services thus, need
to hire from neighbouring country.

PART FOUR: REFLECTION OF INTERNSHIP

The objectives of internship are as follows:

38
  To acquire new knowledge and skills which we can be implemented in
practice.
 To use theoretical knowledge we learnt to achieve the company goals and
objectives.
 To observe the organization culture and management system and try to
adjust in it.
 To see and analyze the operations of the organization.
 To develop good personal relationships by interacting with the employees
and staffs.
 To actively participate in the work and try to gain as much knowledge as
possible.
 To learn the strategies of organization and how it uses to tackle the
problems.
 To analyze the strengths and weakness of organization and discuss with the
supervisor about the matters.

We gained knowledge about the organization i.e. FNCCI regarding the management
system and operations that are carried out by the organization. We develop
communication skills by dealing with exhibitors regarding fair. We used marketing
knowledge to attract new and potential exhibitors and visitors which will make the
fair successful. We worked for 7 hours a day and also worked extra time and day
when needed by the organization. Since we worked in Branding and Income
Generation Department we learned and analyzed how to organize fairs and promote
national products for the welfare of the country. We worked with supervisor in a
team so attended several meetings with full interaction and participation which
helped us to develop good communication skills and personal relationships with the
employees. We learned that FNCCI is a non-profitable organization, focusing for the
welfare of citizens and country without focusing on the profitability of the
organization so it has implemented non-profit strategy. We analyzed the organization
outstanding promoting strategy about fairs as strengths whereas the uneducated and
unskilled employees as the weakness.

Ideas, Skills and Knowledge Acquired:

39
  We developed communication skills by interacting with the employees and
exhibitors.
 We developed technical skills by helping to develop website for Nepal Trade
Fair. Also we interacted with the international exhibitors and visitors via mail
and e-promoting, e-booking, e-ticketing and updating the information.
 We develop the idea of free marketing and advertising via Facebook which
was effective and essential.
 We gain knowledge about how the organization works and carries out daily
operation.
 We acquired knowledge about overall trading market and system in Nepal.
Also, we gained knowledge about the international markets and the scope of
international products in Nepalese market and vice versa.

From our analysis we think communication skills and marketing skills are the most
important skills needed in this field because its main goal is to promote products by
organizing different events and campaigns. We need to attract new and potential
exhibitors as much as possible. We need to promote products not only in Nepal rather
to the whole world by grabbing attention and creating hype in the world market.

We think everything that we learned during the internship has and will provide
innermost value to us. The knowledge we gained has helped us to develop ourselves
as a better human being. The skills that we develop during internship has made us
more skillful person than before which will undoubtedly help us to prosper and fly
high in the future crossing limits and reaching at the summit.

The skills like communicating and marketing acquired during internship will help us
in the work and as well as off the work in future. It has taught us how to communicate
with the employees and clients in a different approach. It has made us more
interactive and smart which we will need in each and every step in future. Also
marketing skill will help us in work to promote product/service by convincing
customers. It will also help to maximize the sales and gain the market share in the
overall market thus maximizing profit. So, we think the skills we acquired will
provide us unlimited value which will help us to succeed in future.

40
REFERENCES

41
1) Tanner, John F., Chonko , Lawrence B., & Ponzurick, Thomas V.(2001).A
learning model of trade show attendance. Journal of convention & Exhibition
Management, 3(3), 3-26.
2) Cox, J . M., Sequeira, I.K., & Bock,L.L.(1986). Trade show trends: Audience
quality remains high. Business Marketing ,72(5), 108-114.
3) Hansen, K. (1999). Trade show performance : A conceptual framework and its
implications for future research. Academy of Marketing Science Review, 8,1
4) Kweon, C.H. (2003). Impacts of international exhibition services organizer’s
perception and participant’s satisfaction. Unpublished doctoral dissertion,
Sejong University, Seoul
5) Sashi, C.M. & Jim Perretty (1992), “Do Trade Shows Provide Value?”
Industrial Marketing Management,21,pp. 249-255.
6) Yin, R. (2003). Case study research” design and methods. Thousand
Oaks:Sage
7) Liu, S.P. (2006). Introduction to China exhibition industry. Macau: Macau
Exhibition and Trade Association.
8) Kerin, R.A., & Cron, W.L .(1987). Assessing trade show functions and
performance:an explanatory study Journal of Marketing, 51(3), 87
9) Shoham, A. (1999). Performance in trade shows and exhibitions : a synthesis
and directions for future research. Journal of Global Marketing, 12 (3), 41-57
10) Zikmund, W.G. (2003). Essentials of marketing research, 2nd edition: Thomas
Learning
11) Senge, P.M (1990). The Fifth Discipline. New York: Doubleday/ Currency
12) Ackoff, R. (1999). Re- Creating the Corporate Future.New York: Oxford
University Press
13) Smith, D.K. (1999). Make Success Measurable. New York: John Wiley &
Sons.
14) Smith, D.K. (2004). On Value and Values. New York: Prentice-Hall.

42
APPENDIX

Appendix 1: Visitors Questionnaire

1. Why did you visit the fair?

a. Shopping
b. Recreation
c. Knowledge
d. Business

2. From which medium did you know about fair?

a. Media
b. Internet
c. Hoarding board
d. Friends
e. Advertisement

3. Did the trade fair meet your expectation?

a. Yes
b. No

4. What is the area of improvement in the upcoming fair?

a. Services
b. Product
c. Quality
d. Time

43
Appendix 2: Nepalese Exhibitors Questionnaire:

1. What is your product?

2. Do you think customers are interested in your product?

a. Yes
b. No

3. Did you meet the expected sales?

a. Yes
b. No

4. Are you satisfied with the stall that is given?

a. Yes
b. No

5. Are you satisfied with the services provided by the organizer?

a. Yes
b. No

6. Are you satisfied with the quality of this fair?

a. Yes
b. No

7. Are you interested to participate in this fair yearly?

a. Yes
b. No

8. Do you think your product can compete with international product?

a. Yes
b. No

9. Do you think this fair would help to showcase our Nepalese product?
a. Yes

44
b. No

10. Which age group mostly visited the stalls?

a. 0-15
b. 15-30
c. 30-50
d. 50 above

11. Does anyone signed a contract for the supplies of your product?
a. Yes
b. No

45
Appendix 3: Foreign Exhibitors Questionnaire

1. Name of your country

a. China
b. India
c. Pakistan
d. Bhutan
e. Bangaladesh

2. What is your product?

3. Did you meet the expected sales?

a. Yes
b. No

4. Are you satisfied with the management of the stalls?

a. Yes
b. No

5. Are you interested to participate in this fair next year?

a. Yes
b. No

6. Do you think your product can take a market in Nepal?

a. Yes
b. No

7. Do you think this fair would help to make B2B relations?

a. Yes
b. No

8. Which age group mostly visited the stalls?

46
a. 0-15
b. 15-30
c. 30-50
d. 50 above

9. Does anyone interested to import your product?

a. Yes
b. No

47
Appendix 4: Interview Questionnaire:

1 Do you think that the trade fair was success? Why/why not?

2 Do you think trade fairs should be held frequently?

3 Which form of media in your opinion is effective form of advertisement?

a. Radio
b. Television
c. Hoarding board
d. Magazine and Newspaper
e. Internet

4 Was the side-show of the fair able to attract the visitors?

a. Yes
b. No

5 Was the work plan implemented?

a. Yes
b. No

6 What kind of obstacles do you face during the fair?

7 Did the budget meet the expenses?

a. Yes
b. No

8 In what time period are you going to hold this event again?
a. 1 year
b. 2 year
c. 5 year
d. Not going to held

9 Does this trade fair set a benchmark for the trade fair in Nepal?

48
a. Yes
b. No

10 Does the fair meet expected target?

a. Yes
b. No

11 Do you think this trade fair help to showcase Nepalese products?

a. Yes
b. No

12 What was your main motive to organize the trade fair?

a. Enhance Nepalese business
b. Showcase Nepalese products
c. Improving Nepalese trade
d. To create relationship with international companies
e. To make monetary profit

49
Appendix 5: Newspaper article on NITF 2012

50
51
52
Appendix 6: Stall Registration form/ Food Registration form

FOOD STALL REGISTRATION FORM

FEDERATION OF NEPALESE CHAMBERS OF COMMERCE & INDUSTRY

P.O Box : 269, Panchali, shaid Shukra
FNCCI Milan Marg, Kathmandu, Nepal
Tel: 4262061, 4262218, 4262007
Fax: 977-1-4261022, 4262007
E-mail: bishnu.dhakal@fncci.org, branding@fncci.org
URL: www.fncci.org

Name
…………………………………………………………………………………………
Address:
…………………………………………………………………………………………

City: …………………………………………..… Postal Code

Tel: ……………………………………………… Fax

E-mail: ……………………………………………….. Website

Food Menu:

Stall space requirement:

Stall size: 6*6 Sqm. No. of stall: 1

Stall Rate: 50,000 per stall

Name of Bank: Standard Chartered, Teku, Kathmandu

Account Name: NPR01229648901
Swift Code: SCBLNPKA

Name Designation

53
54