Summer Internship Project Report

BUSINESS DEVELOPMENT

Submitted in Partial Fulfilment for the Award of the Degree of

Bachelor of Commerce 2019-22

UNDER THE GUIDANCE OF

Dr. Rachna Jain

Associate Professor, MAIMS

SUBMITTED BY:

MUSKAN SINGHAL

Roll no. 35214788819, Batch No. B.COM_5A

MAHARAJA AGRASEN INSTITUTE OF MANAGEMENT

STUDIES

Affiliated to Guru Gobind Singh Indraprastha University,

Delhi PSP Area, Plot No. 1,

Sector 22, Rohini Delhi 110086

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 Table of Contents

Contents Page No.

Student Declaration iii

Certificate from the Company iv-vi

Certificate from Internal Guide vii

Acknowledgement viii

Executive Summary ix

Chapter 1 - Introduction to the study 1-1

1.1 About the topic 1-7

1. Importance of the Business Development 8-8

1.3 Relevance of the topic 9-9

1.4 Sales vs. Business Development 9-10

1.5 Literature Review 11-14

1.6 Objectives of Study 14-14

1.7 Research Methodology 15-16

1.8 Limitation of Study 16-16

Chapter 2 – Company Profile 17-17

2.1 Company profile 18-19

2.2 Company Logo 20-21

2.2 Why Us? 21-22

2.3 About the Company 23-23

Chapter 3 - Learnings Experience 24-33

Chapter 4 – Conclusions and Suggestions 34-37

Bibliography 38-39

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 STUDENT DECLARATION

This is to certify that I have completed the Summer Training Project titled “BUSINESS
DEVELOPMENT ACTIVITES IN BLITZJOB” under the guidance of
DR.RACHNA JAIN, ASSOCIATE PROF in partial fulfilment of the requirement for
the award of degree of Bachelor of Commerce at Maharaja Agrasen Institute of
Management Studies, Delhi. This is an original piece of work and I have not submitted it
earlier elsewhere

Signature

Name of the Student : MUSKAN SINGHAL

Enrolment No: 35214788819

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CERTIFICATE FROM THE COMPANY

iv
CERTIFICATE OF APPERICIATION

v
LETTER OF RECOMMENDATION

vi
 CERTIFICATE FROM INTERNAL GUIDE

This is to certify that the summer internship project titled “BUSINESS DEVELOPMENT” is
an academic work done by “Muskan Singhal” submitted in the partial fulfilment of the
requirement for the award of the degree of Bachelor of Commerce from Maharaja Agrasen
Institute of Management Studies, Delhi, under my guidance & direction. To the best of my
knowledge and belief the data & information presented by him/her in the project has not been
submitted earlier.

Signature

Name of the Faculty Guide : Dr. Rachna Jain

Designation : Assistant Professor, MAIMS

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 ACKNOWLEDGEMET

It was a great opportunity for me to work on the project of my interest as it provided me

with some detail information about business development. I am extremely grateful to all
those who have shared their expertise and knowledge with me and without whom the
completion of this project would have been virtually impossible.

First of all, I would like to express my thanks to Prof. RAVI KUMAR GUPTA (Director,

MAIMS) for giving me such a wonderful opportunity to widen the horizons of my

knowledge. In no small measures, I would also like to gratefully thank to all those who
gave me constructive suggestions for the improvement of all the aspect related to this
project.

In particular, I would like to thank DR. Rachna Jain(ASSOCIATE PROF.,MAIMS) my

research guide for her valuable suggestions and guidance. I also owe a deep sense of
gratitude to other faculty members for their continuous encouragement.

Despite all efforts, I have no doubt that errors and obscurities remain that seen to afflict
all research project and for which I am culpable.
At last I would like to thank all the respondents met in the preparation, who gave their
valuable time to provide us required information and their honest support to complete our
project in time.

THANKYOU

MUSKAN SINGHAL

Enrolment no.: 35214788819

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 EXECUTIVE SUMMARY

CHAPTER-1: INTRODUCTION
Chapter one, Introduction, consists a brief about the internship role, Business
Development. It tells about the role of Business development activities in small or large
scale firms. It discusses about its importance, scope and effectiveness in different
industries. Moving further, chapter one also includes the objective, limitations and other
related aspects of this study for understanding the data to be interpretated.

CHAPTER -2 : ABOUT THE COMPANY

Chapter two includes the detailed information about the e-Learning industry. It consists
information that will help us understand what e-Learning business is, about its growth,
business opportunities, and the big players currently in the market. The second part of this
chapter includes company’s profile i.e., how and when it was formed, its philosophy,
management team, principles, characteristics, etc. It tells where the company currently
stands and where the top management aims for it.

CHAPTER -3 : DATA INTERPRETATION & ANALYSIS

This chapter includes the analysis and interpretation of the data collected from
approximately 50 companies which were onboarded by Blitzjob for the Internship
program. It helps in analysing whether Blitzjob is able to provide aby benefits to these
companies as compared to many other well established Internship websites or apps.

CHAPTER -4 : CONCLUSIONS & SUGGESTIONS

It consists of the conclusion of this project along with the suggestions that might help
Blitzjob in expanding their product market along with improving some internal
management aspects.

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 CHAPTER I – INTRODUCTION

1.1 Business development

Business development entails tasks and processes to develop and implement growth
opportunities within and between organizations. It is a subset of the fields of business,
commerce and organizational theory. Business development is the creation of long-term
value for an organization from customers, markets, and relationships. Business
development can be taken to mean any activity by either a small or large organization,
non-profit or for-profit enterprise which serves the purpose of ‘developing’ the business
in some way. In addition, business development activities can be done internally or
externally by a business development consultant. External business development can be
facilitated through Planning Systems, which are put in place by governments to help small
businesses. In addition, reputation building has also proven to help facilitate business
development.

In the limited scholarly work available on the subject, business development is

conceptualized as or related to discrete projects, specific modes of growth, and
organizational units, activities, and practices. Sorensen integrates these different
perspectives with insights from chairmen and managing directors, senior business
developers, and venture capitalists from successful high-tech firms worldwide, which is
adopted in the Palgrave Encyclopaedia of Strategic Management:

″Business development is defined as the tasks and processes concerning the analytical
preparation of potential growth opportunities, and the support and monitoring of the
implementation of growth opportunities, but does not include decisions on strategy and
implementation of growth opportunities.″

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Features: -

1. Growth is essential for raising profitability of the firm. Business growth is a natural process
of adaptation and development that occurs under favourable conditions.

2. Business growths cannot be achieved over night. It takes place gradually. The business has
to adapt to several circumstances to survive and grow.

3. Business growths is an organic objective. Once the business is survived, it aims to grow.
Growth gives the business continuous existence in the market.

4. Business growth means increase in the number of business activities such as increase in
production, increase in sales, profit, promotion etc. growth creates confidence in the minds of
employees, shareholders, customers investors etc.

5. Business growths does not happen by itself. To grow business requires a blueprint that
provides clarity of further actions to be taken. The plan must also be dynamic and respond to a
changing environment.

6. Business growths can be achieved through expansion and diversification, mergers,

amalgamation and takeovers.

7. Business growths is beneficial to the society as it provide employment to the labors, better
quality of products to the customers, dividend to the shareholders and prosperity and prestige
in the market.

Business Development Process

1. Conduct extensive market research.

2. Raise visibility and awareness.

3. Promote thought leadership.

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4. Conduct outreach.

5. Qualify leads.

6. Provide exemplary customer service.

7. Develop sales content from success stories.

1.1.1 Background

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In practice, the term business development and its actor, the business developer, have
evolved into many usages and applications. Today, the applications of business
development and the business developer or marketer tasks across industries and countries,
cover everything from IT-programmers, specialized engineers, advanced marketing or
key account management activities, and sales and relations development for current and
prospective customers. For this reason, it has been difficult to discern the unique features
of the business development function and whether these activities are a source of profits.

Recent systematic research on the subject has outlined the contours of an emerging
business development function with a unique role in the innovation management
process. The business development function seems to be more matured in high-tech, and
especially the pharma and biotech, industries.

1.1.2 Professionals

The business developer is concerned with the analytical preparation of potential growth
opportunities for the senior management or board of directors as well as the subsequent
support and monitoring of its implementation. Both in the development phase and the
implementation phase, the business developer collaborates and integrates the knowledge
and feedback from the organization's specialist functions, for example, research and
development, production, marketing, and sales to assure that the organization is capable
of implementing the growth opportunity successfully. The business developers' tools to
address the business development tasks are the business model answering "how do we
make money" and its analytical backup and roadmap for implementation, the business
plan.

Business development professionals frequently have had earlier experience in sales,

financial services, investment banking or management consulting, and delivery; although
some find their route to this area by climbing the corporate ladder in functions such as
operations management. Skill sets and experience for business-development specialists
usually consist of a mixture of the following (depending on the business requirements):

• Sales

• Finance

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 • Marketing

• Mergers and acquisitions

• Legal

• Strategic management

• Proposal management or capture management

The "pipeline" refers to the flow of potential clients which a company has started
developing. Business development staff assign to each potential client in the pipeline a
percent chance of success, with projected sales-volumes attached. Planners can use the
weighted average of all the potential clients in the pipeline to project staffing to manage
the new activity when finalized. Enterprises usually support pipelines with some kind of
customer relationship management tool or database, either web-based solution or an in-
house system. Sometimes business development specialists manage and analyse the data
to produce sales management information. Such management of information could
include:

• reasons for wins/losses

• progress of opportunities in relation to the sales process

• top performing salespeople/sales channels

• sales of services/products

For larger and well-established companies, especially in technology-related industries, the

term "business development" often refers to setting up and managing strategic
relationships and alliances with other, third-party companies. In these instances, the
companies may leverage each other's expertise, technologies or other intellectual property
to expand their capacities for identifying, researching, analysing and bringing to market
new businesses and new products. Business development focuses on the implementation
of the strategic business plan through equity financing, acquisition/divestiture of
technologies, products, and companies, plus the establishment of strategic partnerships
where appropriate.

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Business development is to be thought of as a marketing tactic. The objectives include
branding, expansion in markets, new user acquisition, and awareness. However, the main
function of business development is to utilize partners in selling to the right customers.
Creating opportunities for value to be ongoing in the long term is important. To be
successful in business development the partnership must be built on strong relationships.

1.1.4 Business Development and Ethics

Facilitated development

Business Development is affected by external factors. "Planning Systems" are systems set
in place in order to regulate businesses. In many cases, ruling agencies deem the necessary
for business survival. There is a section of Business that is dedicated to facilitating ethical
business development in developing countries. In the early 2000s, Business Ethics was
dedicated to helping the Businesses in need that are in these countries. However, owing
to the strong backlash from critics, they have changed their focus into helping businesses
that are going to help the most people develop. These policies have improved the quality
of life of the people. However, this facilitation changes the norms and, in turn, harms
some groups. In order to enforce the new policies in an ethical manner Business Ethicists
have created a cost- benefit analysis, placing an emphasis on basic necessities. These
concerns have become so great that Business Ethicists have created a new department
called Development Ethics. Now, instead of simply helping developing businesses,
international business developers have begun ensuring that the companies keep basic
human rights in mind. This especially applies to countries where the laws are not so strict
and allow for abuse to take place. These development policies now have to follow the
criteria that Penz created, consisting of: security, empowerment, rights, equity, integrity,
and cultural freedom. The idea of providing people with human rights in order to facilitate
business development can be seen through the rapid development of China in the last few
decades. The policies that were implemented in the last couple decades coincide with
these developments. In the 1980s, government policies facilitated the rise in literacy rate
and education. The following decade, healthcare coverage increased significantly. This
development was not originally seen as monetary capital, but instead, it was seen as
human capital. With more workers able to bring skill and maximum effort to their
workplace, companies were able to develop extremely rapidly.

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Reputation building

With companies becoming more and more conscious of ethical practices, closely watching
themselves to avoid scrutiny, a company's reputation has become a great concern. Ethical
business practices are closely tied with reputation which makes it essential to follow
ethical guidelines if a company is looking to build their reputation. In fact, Businesses
that develop quickly and successfully have tendencies to show honesty, impartiality, and
service to all of their stakeholders. In order for a company to be considered "ethical", it
must cater to the needs of the customer, keeping their best interest in mind. This will
influence customers to make repeated purchases and lead to more profit. In order for a
company to build a strong reputation with their suppliers, it is crucial for them to focus
on impartial business interactions and developing long relationships. These relationships
can lead to mutually-beneficial business deals for both the company and its supplier. With
the employees, they must take their interests into consideration and facilitate teamwork
as opposed to rigorous competition. This ensures that the company will keep their most
loyal and dedicated employees for as long as possible. Funding for further development
can rise when a company is able to develop strong relationship with each stakeholder
individually, and ethically. This is based on the concept of reciprocation, which states
how in order for social change to take place between groups of people, trust must be built
between them through mutually beneficial actions. This can be supported through the
results of a questionnaire study that was conducted on technology industries in GTSM
and TSE. In addition, in order for a company to practice business ethics, and ensure strong
business development, it is essential to maintain a positive relationship with the
environment. With concerns about the recent decline of the environment increasing,
stakeholders have become more involved in efforts to preserve resources and a negative
impact on the environment brings about risks of damaging stakeholder relationships.

The Bottom Line

Business development may be difficult to define concisely, but it can be easily understood
using a working concept. An open mindset, willingness for an honest and realistic self-
assessment, and the ability to accept failures are a few of the skills needed for successful
business development. Beyond the ideation, implementation, and execution of a business
development idea, the end results matter the most. The brightest minds in business

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development should be ready to accommodate change in order to achieve the best results.
Every approval or disapproval is a learning experience, better preparing these
professionals for the next challenge.

1.2 What does a business development representative do?

There is one core responsibility of business development: growing your business.

The strategies to operationalize and accomplish this goal will vary greatly across
industries, but the idea is generally the same for all companies.
Business development professionals need to stay knowledgeable about the current market
in order to effectively target opportunities for growth. This means having expert
knowledge of your target audience and engaging with (yes, this means cold calling)
prospects in order to generate new business.
Every business needs to acquire new customers to grow, but not every potential customer
is going to be the right fit for your business. Evaluating whether or not a prospect is
qualified to buy what your business is selling is essential to business development.

Day to day, these prospecting activities are carried out by teams of sales or business
development representatives (SDR or BDR for short).
BDRs are responsible for prospecting and qualifying leads before handing them off to the
sales team to nurture the relationship and close the deal. This process is crucial in keeping
the company’s revenue engine running and creating long-term value.

1.3 How business development representatives qualify leads

Every business has a target audience that they wish to reach – in other words, they have
an ideal prospect they want to sell to. Often, this is based on what your existing customer
base looks like and is defined using a customer profile. One of the most commonly used
qualification frameworks that exists today is called BANT, which stands for:
• Budget: Does the prospect have available resources to invest?

• Authority: Is this prospect the ultimate decision maker?

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 • Needs: What are the biggest problems that this prospect is looking to solve with my
product?
• Timeline: How soon are they looking to buy?

FIGURE 1.1

It’s necessary for business development reps to become subject matter experts on the set
criteria they are given for qualifying prospects. This ensures that every sales opportunity
they set up has a higher probability of closing and will move down the funnel more
quickly.

1.4 Sales vs. business development

Although both sales and business development aim to grow new business, the two roles
differ greatly and serve distinct purposes.
Earlier in this article we learned that business development is essential to the sale process.
The BDR team is responsible for pushing qualified leads further down the sales funnel,
but they do not close deals themselves.

That’s where sales comes in.

The primary function of the sales team is to generate revenue. Sales reps are responsible
for demonstrating the product, making negotiations, and eventually closing the deal.
Converting prospects into customers is much easier to accomplish when sales and business
development work together to streamline the sales process.

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 FIGURE 1.2

Separating these two roles within a company allows each team to specialize in their
specific function and help grow the business more efficiently.
Both of these roles require a similar set of skills — this allows for career development
opportunities for BDRs who want to move into a closing role down the line. The
relationship-building skills learned in the business development position are easily
transferable and build a foundation for the skills necessary to succeed in sales, marketing,
or even customer success.
Many business development teams operate as a subset of the sales department and are held
to similar metrics. Next, we’ll look at how to measure success for business development.

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1.5 Literature Review

Our prioritized literature supposedly states in concordance to Backman (1998, pp 26-27) that
literature evaluations can be seen in accordance with overarching problematic of the subject.
Identified literature sources can further be used to indicate and motivate apparent lacks that
concerns the common knowledge-base. Backman (1998, pp 26-27) further implies that
literature considerations facilitates the discussion as to how different outcomes of
methodological priorities have been interpreted. Some sources that can be judged as old are
added because of their theoretical contribution that still can be 15 considered valid. The
absolute majority of old sources are updated with newer references that complement and/or
extend the theory in question.
The contribution of SME activity to the society is evaluated by a number of theorists, here
mentioning Shepherd & Wiklund (2009). Adding the concept of value-creation, the strategic
tenet, primarily after the early 2000’s is emphasized by Moore & Manring (2009) via the
addressed hidden link between small business and its environment. We identified fairly many
literature sources with regards to SMEs, but not regarding the linkage to present mainstreams
concerning theoretical standpoints and main aspects. Since this focus according to us has
experienced a transformation for instance assuming how to handle and reach the market and
acquire capital, much can be learnt as how to categorize the barriers and distinct the same by
functional meaning. The literature cannot be considered flexible by such means. This can
though not at similar extent be said regarding the growth concept where the literature is more
considerate towards generally changed conceptions who secondary affect barriers. In our tries
to link growth and business development, this became a relevant feature.
Concerning theorists who evaluates the element of growth of small companies is here
mentioned Bjerke & Hultman (2002) and also Achtenhagen et al., (2010). Regional approaches
to barriers have been made by for instance Moy & Luk (2003), Coad & Tamvada (2012) and
Gill & Biger (2012) where we could identify interesting differences that regards barriers in
different sectors. Here can be mentioned a further distinction, separation and categorization as
different fields of focus were considered. Keogh & Evans (1998) contributed with findings that
regarded technology-based SMEs, MacMahon & Murphy (1998) provided facts that focused
on HR dimensions for the small firm and Pihkala et al. (2002) have carried through studies that
regard innovation barriers and further on the clustering effect that might appear in such
scenarios. The literature here appeared more cognitive than normative as the reasoning’s were

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presented in an informative and telling manner. The literature can further be considered as
fairly updated as most of the sources are from the later 2000’s and 2010’s.
Adding the business development aspect, Gaibraith (1982) and Steinmerz (1969) contributes
with useful basic insights that concerns critical stages in the SME development. Theories that
have been criticized (via more complex transition stage behavior) by modern standards, se for
instance McMahon (1998, pp 10-17).
In addition to the work of McLarthy (1998) the business capacity of the small firm is here
explored. Earlier addressed link between business development and change in a growth aspect
is here further in a useful way at the organizational viewpoint evaluated by Stewart (1985).
Pikhala et al. (1999, pp 336-342) here provides more modern insights into organizational SME
behaviour by emphasizing a wider scope of affective factors towards the organization.
Scarborough (2011) contributes with similar facts though at an entrepreneurial viewpoint. The
literature regarding management turned out to be rich by number. We divided this segment into
sections such as for instance planning and learning etc. Most of this literature concerned
general success factors within management but we found some angles of use.
The work of Reynolds & Lancaster (2007) can be mentioned alongside organizational features
propagated for by Uhlander et al., (2013) and Sanchez (1997). The sustainable view regarding
management was here added by Stewart & Gapp (2012). We identified most of the
management literature as more cognitive (informative and telling) than normative, though so
at less extent than other remaining literature. 16 Mentioned planning aspect could be identified
for instance in the work of Lyles et al. (1993) -and Matthews & Scott (1995). When it comes
to our value-chain focuses regarding obstacles faced by the SME, the supply-chain filled a
central role within the category procurement/purchasing. Here can the work of Thun et al.,
(2011) be mentioned alongside the findings of Sharifi et al. (2013). The latter set of researchers
also added market growth in their findings. Thakkar et al. (2011) are mentioned as further
supply-chain strategists. By theoretical means, SME buying behaviour is evaluated among
others by Ozmen et al. (2013). Issues related to the product- and the production process could
have been more represented in earlier literature due to the fact that the SME in many cases
ascribes its competitive ability to one single product- or production process. Critical success
factors were here investigated by for instance Cooper & Kleinschmidt (2007).
The mere obstacle concern at this aspect is considered by- for instance Freel (2000) and the
production process, contextually expressed by lead-times, by Poletti et al., (2011). Services
related to the product are investigated by for instance Hernandez-Pardo et al. (2013). What we
missed in this literature was a conceptual linkage to growth as much of the sources again tended

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to be cognitive by its informative nature. Few sources linked actual fundaments of for instance
business development to the element of growth and the managerial affects and impacts that
thereby can be traced. Most of the literature can further be considered as fairly up to date.
Market implications and marketing features were in earlier literature quite richly represented.
We here tried to distinct the earlier literature by a number of functional areas that regarded the
SME home market, -the potential markets, -and market internationalization. Byberg (2006)
contributed with useful findings in the context, as did Lloyd-Reason & Sear (2007).
The link to business development could here be identified by addressing Tzoka et al. (2001)
who also at some extent evaluated growth. A more market oriented focus was provided by
Reijonen & Komppula (2010) while the SME internationalization process among others was
considered by Pehrsson (2004) and also Olejnik & Swoboda (2012). Innovative marketing is
added by the pioneering work of O’Dwyer et al., (2009).
With regards to financial matters of SME activity, Vegholm (2009) contributes with
interesting insights regarding the SME and its financiers. Mentioned theorist addresses the
relevance of a solid small firm relation towards the bank. Financial preferences of the small-
and medium sized companies are further presented by Riding et al. (2012) alongside Czarnitski
& Hottenrott (2009) who adds the R&D aspect.
Some more regional viewpoints were also to be identified within SME finance as for instance
presented by Kasseeah et al. (2013). Local capital structures provided a comparison to the
literature, as further stated at this regional aspect addressing the work of PalacinSanchez et al.
(2013) alongside Cassar & Holmes (2003). The previous literature that regarded administrative
features were not at all represented at sufficient extent. Let us here return to barriers- About
barriers, the scientific knowledge within the field of SME barriers has according to us
experienced slight changes during the last 2-3 decades. Categorizing for the barrier literature
is that a mentionable number of articles lacks contextual barrier definition (see for instance
Hashi, 2001). Signifying is also that few articles and authors defines whether the writings
concerns B2B or B2C.
If and whether two or more markets distincts from one another with regards to certain and
specific criteria rather seems of priority. General problems in small business further 17 appears
richly evaluated (see for instance Huang and Brown (1999)). More chronologically occurring
appears also regional focuses where specific countries or regions are investigated according to
different angles of analyses (see for instance Gill & Biger (2012)).
Frequently occurring proved here to be different areas and parts of the world, for instance
represented by “Europe” or “undeveloped regions”. The barriers in question tends to concern

13
the companies active as well as regions as a whole. Worth mentioning is that cluster effects
and networking effects proves chronologically more and more richly represented, affecting the
barrier debate and the business agenda.
Innovation also further tended to be a more and more frequently occurring term and concept
which affected the debate (see for instance Pihkala et al. (2002) and Panesar et al. (2008)).
Regarding methodology, a rich share of the articles and books were conducted via primary
sources (such as questionnaires and cases) (see Moy & Luk (2003)) and secondary sources
were frequently present. Analytical development comparing barrier issues over a number of
years were though not at significant extent present.
As exception is here mentioned Krasniqi (2007). The results can chronologically be said to
concern cooperation and cooperative solutions for better outcome of the business where
recommendations towards business actives turned out few and lacking. Transition
environments was a frequently returning feature (see Doern (2009)). Size and age (experience)
of the small firms at relation to performance can be mentioned as a vital focus regarding
outcomes and results (see for instance Coad & Tamvada (2011)). The overall impression of the
barrier literature is that it appears more and more dependent upon its context.

1.6 Purpose of the study

In today’s world, especially in the post-pandemic, most people have understood the
importance of learning new skills and upskilling their previous one. Internet provides us
the means and eLearning institutes provides us with the platform. Everything is online in
today’s day so Blitzjob provides employees and interns to the companies for the better
functioning.

1.6.1 Research Objectives of the study

⮚ The objective of this study was to identify the difference in quality of interns
available on different platforms.

⮚ To find the factors that affect the choice of company in hiring.

⮚ To discover whether Blitzjob a better platform for hiring companies.

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 ⮚ To understand the company preferences.

1.7 Research Methodology of the study

Research comprise defining and redefining problems, formulating hypothesis or

suggested solutions; organizing and evaluating data; making deductions and reaching
conclusions; and at last carefully testing the conclusions to determine whether they fit the
formulating Hypothesis.

1.7.1 RESEARCH DESIGN

Type of Research: - Research design selected for this project is Descriptive.

Descriptive research refers to the methods that describe the characteristics of the variables under
study. This methodology focuses on answering questions relating to “what” than the “why” of the
research subject. The primary focus of descriptive research is to simply describe the nature of the
demographics under study instead of focusing on the “why”.
Descriptive research is called an observational research method as none of the variables in the study
are influenced during the process of the research.
Some distinctive characteristics of descriptive research are:

Quantitative research: Descriptive research is a quantitative research method that attempts to

collect quantifiable information for statistical analysis of the population sample. It is a popular
market research tool that allows us to collect and describe the demographic segment’s nature.

Uncontrolled variables: In descriptive research, none of the variables are influenced in any
way. This uses observational methods to conduct the research. Hence, the nature of the
variables or their behaviour is not in the hands of the researcher.

Cross-sectional studies: Descriptive research is generally a cross-sectional study where

different sections belonging to the same group are studied.

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The basis for further research: Researchers further research the data collected and analyzed
from descriptive research using different research techniques. The data can also help point
towards the types of research methods used for the subsequent research.

1.7.2 DATA SOURCES

The data required for understanding will be secondary data collected .

Secondary data is the data that has already been collected through primary sources and made
readily available for researchers to use for their own research. It is a type of data that has already
been collected in the past. Secondary data is the data that has already been collected through
primary sources and made readily available for researchers to use for their own research. It is
a type of data that has already been collected in the past.
Sources of secondary data include books, personal sources, journals, newspapers, websites,
government records etc. Secondary data are known to be readily available compared to that of
primary data. It requires very little research and needs for manpower to use these sources

1.7.3 LIMITATIONS OF THE STUDY

No research is complete without admitting the limitations that was faced while conducting
a study which will contribute to present learning. This study too like the others have
certain constrains which has been discussed below.

1.The study was restricted to a limited number of on-boarded companies.

2. The study is mainly concentrate on a certain number of questions.

3. Other factors which have affected the result might be ignored .

4. Respondent’s unavailability.

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 CHAPTER- 2

COMPANY PROFILE

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2.1 – About the Company-Blitzjob

Blitzjobs has been established with a vision to provide best-in class workforce solutions to
organizations, colleges and individuals alike. Blitzjobs is the ultimate solution for all the HR
problems organizations face. We are 100% committed to providing our clients with top notch
solutions that leave them satisfied and accelerate their growth.

We have built our credibility by consistently performing well and have emerged as a service
partner of choice with various organizations of repute like Peacock Solar and Eureka Forbes.
We have a brilliant team of HR professionals and analysts. Our aim is to provide a significant
competitive edge to our clients in a fast growing market like India. We offer the right talent at
the earliest possible and enable our clients to do better business every day.

We build enduring relationships with our clients and candidates and this approach empowers
organizations to meet and exceed their business goals. We always commit to our
motto, "Employment for Everyone".

18
Vision and mission

Blitzjobs was founded with the goal of providing best-in-class workforce solutions to
businesses, colleges, and individuals. Blitzjobs is the one-stop shop for all HR issues that
businesses confront. Blitz Job is 100% committed to providing top-notch solutions to their
clients that leave them satisfied and help them develop.

Blitz Job has established a reputation for continuously delivering high-quality work and has
become a preferred service provider for several reputable companies, including Peacock Solar
and Eureka Forbes. Blitz Job has a fantastic staff of HR experts and analytics.

Their goal is to give their clients a significant competitive advantage in a fast-growing market
like India. They provide the best talent as soon as possible, allowing their clients to improve
their business every day.

Blitz employment creates long-term relationships with its clients and applicants, allowing
businesses to accomplish and surpass their objectives. "Employment for Everyone" is their
motto, which they always adhere to.

Culture

Employees at Blitz Inc Bellevue are given equal opportunities for promotion and are not
restricted by seniority or tenure. This notion is reviewed by a Blitz Inc employee:
"Performance, rather than seniority, is a stronger criterion for promotion suggestions. After all,
if I couldn't advance in a company, I wouldn't be nearly as motivated!"

They adhere to a principle of complete transparency and open communication. Work-life balance
is critical, and we at Blitzjobs understand this. They make certain that the work-life balance is
maintained and that the task is manageable. They also believe in meritocracy and reward hard work
and exceptional performance. They also have training and development programmes so that you
not only obtain useful experience but also learn and grow while working with them.

19
COMPETITORS

Paid advertisements in general and business interest predominate in print media. magazines
and newspapers

Newspapers such as The Times of India and Hindustan Times provide an employment
supplement on weekdays for govt. positions, as do local language newspapers.

Competitors on the Job Site:

Monster.com

Jobsahead.com

Indeed

ABC Consultancy is a firm that specialises in providing advice to Jobstreet.com......etc

Monster.com, the world leader in job portals, began with strong advertising campaigns. The
TIMES OF INDIA company has developed a job portal, which has quickly become one of the
country's most popular. Giving employment portals a run for their money, our country's top IT
companies, such as Infosys, Genpact, Wipro, and others, as well as industries from other
sectors, such as Reliance, HUL, and others, have a link to jobs in their organisations, which
meets the needs of their respective businesses.

1. Where all your company is present in India?

Our main offices are in Bangalore and Gurgaon.

2. What is the quality of candidates you have?

We have a sufficiently large pool of candidates (students as well as professionals) with
academic background from Tier 1/2/3 colleges.

3. What is unique about your company?

As you know we are a HR firm, and so we are committed to close the hiring within 6 days
along with low cost along and instalment payment process. It’s our unique selling preposition.

20
4. How can I be assured that we will get good human resource services?
We have a large team working onto this and our team have developed an AI-based tech that
enable us to do the screening/filtering so that we can match skills of the right candidates to the
desired job profile and then personally take interviews. After doing these evaluation sessions,
we provide you the creamy layer candidates to give an exponential growth to you organization.
If a situation happens like you have to cater two companies at the same time. Then how will I
be sure that I’m getting the better or the same kind of human resource as the other company?
You'll get candidates from our candidate pool and since no two JDs or requirements are exactly
same, you will always get candidate list tailor made for you. Surly, there might be a chances
that candidates overlap, we will work with you together.
We take both IT and non-IT requests for job roles
We are capable of completing the hiring requirements starting from technicians to positions at
the CXO levels.
Our team has developed an AI-based tech by which we can match the skills of the right
candidates to the desired job role.
If a client asks about the WhatsApp Contact details, share with them the contact numbers of
Ashish/Sweta.
We as Blitz Jobs, completely take care of the hiring so that minimal layers or none are
remaining making it hassle-free and convenient to you.

21
2.1.1 COMPANY’S LOGO

2.1.2 Life at Blitzjobs

We have exemplary business practices and robust work ethics when it comes to our clients. In
order to have our team work as seamlessly as possible, we also apply the same ethics to
ourselves. Our team comprises of brilliant, talented people who work in a highly nurturing and
productive environment where they get ample opportunities to grow as a professional and as
an individual.

We are committed to providing superlative and satisfactory services to our clients and we need
a highly motivated team for the job. Well, our team is more than up to the task and delivers
consistently thanks to the wonderful guidance and support available to everyone.

We believe in complete transparency and have a policy of open communication. Work life
balance is essential and we at Blitzjobs are very aware. We ensure that the balance is
maintained and workload is manageable. We also reward hard work and superior performance,
that is, we believe in meritocracy. We also have training and development programs so that
while working with us, not only do you gain valuable experience, but you also learn and grow

22
2.2. Why Choose Blitzjobs?
2.2.1 Massive outreach
We have a massive network of connections around the world. We are connected with the top
talents and organizations, in fact, we have a comprehensive database of over 200+ candidates
(from premier institutions like IIT, IIM) and 1000+ organizations contacts.

2.2.2 Invest in your success

We help you prepare for the selection process in many ways. Our dedicated team not only
offers training programs, but we also guide you through every step of the process to ensure that
you get the best.

2.2.3 Speed is our NorthStar

Gone are the days of anxious waiting that were a part of the hiring process. We ensure that it
takes minimum time for the organizations to hire the perfect candidate without any fuss or loss
of time and money.

23
SWOT ANALYSIS

STRENGTHS:

• The first mover advantage belongs to.naukri.com. It was a trailblazer in changing the
way Indians thought about job hunting. The term has been accepted by the Indians.

• It has gained knowledge and experience from being in the market for nearly a decade.
It has a significant market share and more employment than Monster India. On all
metrics, including page view, reach, and traffic, it ranked as India's top job site.

• It has a passionate CEO as well as a marketing and sales team. This is evident
from their visits to establish contact.

Weakness:

• Attrition is at an all-time high.

• There is a lot of competition.

• Employer branding on Naukri.com is little noticeable, despite the fact that it is a

prominent offering on the web.

24
OPPORTUNITIES:

• The number of people using the internet is growing every day.

Approximately 7.5 million Indians in urban areas use the internet.

• Furthermore, when broadband infrastructure is deployed, additional opportunities on

the internet become available. As a result, the breadth of on line recruitment is
expanding.

• It, like any other online recruitment organisation, has the benefit of being low-cost
medium of recruitment that also substantially reduces the recruitment cycle time.

• The job market is flourishing, and it is often considered to be one of the finest in
recent years.

THREATS

• TOI has developed a jobsite and has emerged as a leading job portal
• India's top IT companies-Infosys, Wipro, and TCS have their official
of regional language employment portals
• Overcrowding

25
CHAPTER 3
LEARNING
EXPERIENCE

26
Leaning Experience
Learning experience from a start-up can be very special as it is a tight knit organization with a
high stakes working culture. The team is very young and energetic and the managers are very
enthusiastic towards interns. They are a teaching organization with leaders who lead the way
themselves. It gave me great insights for learning and how to perform realistic marketing
actions.

I learnt collecting data of different companies who are looking for employees and interns. This
is the current norm which fulfil an essential supply-demand gap in the employment market.
With presentations and a client facing profile, I had face-face interaction with the clients and
got to know their requirements and expectations.

The data collection is done from different websites like Naukri.com, Indeed, Simply hired,
freshers world etc. This allows us to filter the right candidates for the right job and using an Ai
powered algorithm, one would be able to find appropriate talent. Not only this, hundreds of
jobseekers got opportunities to work with reputed organizations.

Maintaining a daily track of the data acquired from Google Sheets such as Company Name,
Email id, Phone number and Address and some additional if required was my daily task and
this allowed me to create and deliver appropriate leads.

After collecting data next task for me is to make cold calls to those companies and find out
their manpower requirements and then based on their responses, I need to pass it to my Team
leader to make a deal with that particular company.

I also wrote follow up emails to the prospects who showed interest in the services we had to
offer and keep nurturing them until the deal is closed and the client is onboard with us.

The sales funnel is now very clear to me and I have become a more outgoing and confident
person than I was before. This has allowed me to observe major changes in myself as I am

27
usually a very silent person who speaks very little. With loads of social interaction, I am now
a more confident individual ready to step into the world of sales and marketing.

I learned how to deal with companies, how to handle them. I also improved my communication
skills as we used to make 30 calls in a day and ask the companies whether they are hiring any
employees or interns for their company. Some of the call samples are shown below.
I also learned how to face rejections which will help me in future growth. I also learned how
do company’s react to these calls and learned how to deal with these situations.
Helping the company to engage in business with clients.
Identifying prospects by reading telephone and zip code directories and other prepared listings.
Calling prospective customers by operating telephone equipment, automatic dialling systems,
and other telecommunications technologies as a part of telemarketing.
Completing orders by recording names, addresses, and purchases; referring orders for filling
Securing information by completing database backups.

Calls that were made to companies asking if they are interested or not in hiring
interns or employees for the company?

28
These blue marks shows that these company showed interest in hiring of employees and interns
for their company. We then mailed them our brochure for further queries and then our senior
executive used to do the further process.

Following are the questions that we asked from the companies while making a call. We were
supposed to ask limited questions only as directed by our senior executive. This gave me the
experience of talking over the call and being confident. After making a call we used to even
give them remarks about their reaction which will be easy work for the senior executive so that
they could easily start with the further process without any delays. This type of analysis is
particularly useful when the purpose of the question is to identify the preferences of the sample
respondents among different choices. The respondents indicated the importance they assign to
different types of policies. The ranking was in the order of “1” for most important and “5” for
the least important. While doing the analysis the first rank was given a weightage of 5 and the
least rank was given the weightage of 1.

The rank assigned by all the respondents was cumulated using the weightage. Accordingly, the
type of policy with the larger cumulative weightage was ranked number 1 and so on.

29
Remarks given were on the following basis:

1 Not good (Not showing interest)

2 A bit good
3 Average
4 Ready
5 Eagerly waiting

Project- Blitz jobs

Call to all mentioned founders and explain about our service along with
Task knowing their requirement

Pitch 1 Hello, Mr. XYZ

We are calling from Blitz jobs
Is it a good time to talk with you ?
First of all, Congratulations!! on taking a step ahead in your start-up in this very
competitive environment. Hope you're not only surviving but growing your
organization
We are very pleased to help you in the hiring process and to take away
all the burden of unnecessarily having an HR department.
We would not only reduce your hiring costs but also find the right match
for your requirements in the shortest time period.
Are you actively hiring for interns and employees?
And these are the additional products we are offering which can help your
organization.

can be customized as per you, while make any call, you would have to be
aware about their product and service so you can stretch the
Pitch 2 conversation

Per week 100-120 calls

30
 if the contact did not mention or not reachable, try to find out from
Other google/ LinkedIn/ other platform. once you find, then update the same in
Information the sheet

Objective any current opening

any future opening
any other thing they are looking for, to drive their business in HR
department/service

give a rating after conversation, how eagerly he is listening to you, rating

Interested(rating) will be done out of 5
1 Not good (Not showing interest)
2 A bit good
3 Average
4 Ready
5 Eagerly waiting
Steps to approach any start- up
Step 1 Shoot a mail, with a google form link( Having some FAQs)
Go through to start up's business model and to their respective website as
Step 2 well
Step 3 Call them and ask about their requirement
Step 4 Fill the google spreadsheet with all notes precisely
Step 5 Set up a reminder for follow up - Put date

The interested clients were give the Google form to fill their company’s information.
The Client will supply the applicant requirements as well as all of the criteria they are searching
for. This will be done using a Google form that will be sent to you. These specifications will
be entered into our system, which will then use our Al-based algorithm to find the top
candidates.
Agreement signed in person or digitally

The proposal document will be emailed to the client, who can sign it online or in person (with
a corporate stamp) and return it to Blitzjobs for further processing. This agreement between
the parties will be in accordance with all applicable laws and regulations.

-I was contacted by a Blitzjobs sales representative.

An executive from Blitzjobs will call the Client to discuss our proposal and our extra services.

31
-You Acquire the Ideal Candidate

The Client will be given a pool of applicants to pick from within 7 days of signing the
agreement.

32
33
 CHAPTER 4
CONCLUSION
AND
SUGGESTIONS

34
 Chapter 4 – Conclusion and Suggestions

4.1 Conclusions:-

It’s main motive was to provide a platform for the skilled students to directly get an internship
in top companies, NGOs etc. and for companies to have access to good interns on a regular
basis..
The three months spent at the internship were amazing and insightful. The use of technology
along with digital marketing ensured that the best talent is readily available for screening. It
created a win-win situation for the jobseeker as well as the recruiter. Since it is a growing
company, here are the few suggestions I would like to forward for a start-up of its’ calibre and
potential.

As a business grows, its strategies, structure, and internal processes grow with it. Some
employees have a hard time coping with these changes. A lot of companies experience
decreased productivity and morale during periods of change. Business owners should focus on
communicating the benefits of the change for everyone. Regular staff meetings are a good place
to start. When your team understands the why, how, and when of the change, they’ll be more
likely to get on board.

Technology is constantly changing. Businesses must be quick to adapt, or risk being left in the
dust by their competitors. The challenge for small business owners is getting employees to
embrace innovation and learn new technology. Communication is critical. With any change,
make sure your team understands the why, when, and how. One may set clear goals for the
adoption of initiatives and provide employees with the training they need to get comfortable
with it.

Multiple generations, ethnic and cultural differences are just a few of the many factors that
make workplace diversity a continual challenge for small businesses. The risk of lawsuits for
failing to protect employees from harassment is real. Creating a culture of teamwork and
respect will keep the work environment positive and productive. In addition, implementing a
diversity training program is a must. Employers are responsible for setting standards of
behaviour in the workplace. Standards and a system of accountability should be set up early
on.

35
Competition has only increased as the web connects people on a greater scale than ever before.
New businesses face many challenges in their industries, with well-established counterparts
already commanding many customers and sporting a reputation for excellence. Some business
owners get overwhelmed by this challenge, but instead of viewing it as a bad thing, see it as an
opportunity for growth. Studying the competition can offer incredible insight into the market
and your future customers.

Based on my efforts and performance they have changed my role and appointed me as a team
leader of 25 new Interns and I was responsible to provide them with the necessary training for
the Business Development role like data collection, client approach, right time to call, right
pitch to use etc in addition to this I was responsible for approaching interested clients and send
them proposals as well as close the deal.

Most of the internships in blitzjob are of performance based. Since blitzjob s able to provide
skilled interns to the companies, it significantly reduces the time in hiring process. The
companies are able to speed up the process which saves resources and is more efficient. Since
the companies only need to fill a google form to post their internship with blitzjob, it become
easier for the HR to post the internship. Blitzjob offers students who have completed a course
or almost completed the course in the field of internship. This improves the quality of the
intern’s work as compared to the interns available on other platforms. Blitzjob’s interns are
able to stick longer in a company since they already have a interest in that field, have prior
knowledge and more efficient. The companies also prefer to sustain previous interns rather
than keep searching for interns, otherwise it becomes a very taking process. Blitzjob lis able to
provide a platform to the companies for which they may be willing to pay. The most important
aspect for the company is quality of interns which Blitzjob is able to provide, thus spending a
few bucks to increase the efficiency of the overall company is not a big deal for them.

36
4.2 Suggestions:-

Blitzjob has got a lot of things right but it is still a start-up and a lot of things still require to be
made better. Blitzjob needs to gain recognition on a wider level like Insternshala and LinkedIn
among hiring companies and Udemy, Coursera, Unacademy among online course providers.

• Posting of internship:
Though the process of posting an internship is easy, problem occurs when there are
more than two internships. For each opening the HR had to fill the form separately. The
process becomes repetitive and tiring. A simple way to avoid this is creating an option
on website through which they can copy their previous internship posting, edit the
required aspects and then post again.

• Contact Process:
The majority of the on-boarded companies were directly contacted by blitzjob’s interns.
Tracking the work of such a large number of interns on a micro level is very tedious
and difficult. It also becomes impossible to know whether the intern was able to explain
all the details to the hiring company or not. Blitzjob can work upon it to gain direct
traction through paid promotions, website, LinkedIn, etc.

• Managing of workforce:
The full time employees of blitzjob are limited to less than fifty for now but blitzjob
hires a huge number of interns on a monthly basis. Training so many interns every
month wastes a lot of time and effort since many students leave mid-way due to loss of
interest. Blitzjob should try some new methods to retain the interns and save more time
and effort.

37
 BIBLIOGRAPHY

References
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Strategic HR Review.
3. Barends, E. G. R. (2015). In Search of Evidence: Empirical Findings and Professional
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HR Consultancy: A case study approach based in Goa. International Journal of
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Harvard Business Review, 22. Retrieved from
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multitrait-multimethod matrix. Psychological Bulletin
10. Donaldson, S. I., & Grant-Vallone, E. J. (2002). Understanding selfreport bias in
organizational behavior research. Journal of Business and Psychology
11. Giusino, D., 2020. Organisational networking in a small-sized HR consultancy spin-off: A
rapid assessment of literature evidences. Journal of European Psychology Students, 11(1).
12. Jussila, P., 2019. Cross-validation of a Hierarchical Model of Personality Trait Factors
in an HR Consultancy.
13. Lam, N., 2021. Developing a business model for an HR consultancy by applying
Service Logic Business Model Canvas. Case study: Aumaen Oy.
14. Lee Cooke, F. and Xiao, Y., 2014. Gender roles and organizational HR practices: The
case of women's careers in accountancy and consultancy firms in China. Human Resource
Management, 53(1), pp.23-44.
15. Neubauer, R., Tarling, A. and Wade, M., 2017. Redefining leadership for a digital age.
Global Center for Digital Business Transformation and metaBeratung GmbH.
Retrieved from https://www. imd. org/globalassets/dbt/docs/redefining-leadership.
16. O'Mahoney, J. and Markham, C., 2013. Management consultancy. Oxford
University Press. Rahman, R.U., 2018. The significance of strategic human resource

38
management practiced by HR consultancy firms in Bangladesh to ensure proper organizational
growth and employee.
17. Ardley, B. and Taylor, N., 2010. The student practitioner: Developing skills through
the marketing research consultancy project. Marketing Intelligence & Planning.
18. Ashton, C., Haffenden, M. and Lambert, A., 2004. The “fit for purpose” HR function.
Strategic HR Review.
19. Barends, E. G. R. (2015). In Search of Evidence: Empirical Findings and Professional
Perspectives on Evidence-Based Management.
20. Barends, E. G. R., Rousseau, D. M., & Briner, R. B. (2017
21. Beregszaszi, J. and Hack-Polay, D., 2015. Off the overload: the growing HR
outsourcing industry in emerging European economies-the case of Hungary. European
Journal of International Management, 9(4), pp.409-424.
22. Bhattacharya, S. and Vora, K., 2014. An understanding to recruitment and selection in
a
HR Consultancy: A case study approach based in Goa. International Journal of
Education and Management Studies, 4(4), p.349.
23. Briner, R. B., & Denyer, D. (2012). Systematic review and evidence synthesis as a
practice and scholarship tool
24. Byham, W. C. (2009). Start networking right away (even if you hate it).
Harvard Business Review, 22. Retrieved from
25. Campbell, D. T., & Fiske, D. (1959). Convergent and discriminant validity by the
multitrait-multimethod matrix. Psychological Bulletin
26. Donaldson, S. I., & Grant-Vallone, E. J. (2002). Understanding selfreport bias in
organizational behavior research. Journal of Business and Psychology
27. Giusino, D., 2020. Organisational networking in a small-sized HR consultancy spin-off: A
rapid assessment of literature evidences. Journal of European Psychology Students, 11(1).
28. Jussila, P., 2019. Cross-validation of a Hierarchical Model of Personality Trait
Factors in an HR Consultancy.
29. Lam, N., 2021. Developing a business model for an HR consultancy by applying
Service Logic Business Model Canvas. Case study: Aumaen Oy.
30. Lee Cooke, F. and Xiao, Y., 2014. Gender roles and organizational HR practices: The
case of women's careers in accountancy and consultancy firms in China. Human Resource
Management, 53(1), pp.23-44.
31. Neubauer, R., Tarling, A. and Wade, M., 2017. Redefining leadership for a digital
age.
Global Center for Digital Business Transformation and metaBeratung GmbH.
Retrieved from https://www. imd. org/globalassets/dbt/docs/redefining-leadership.
32. O'Mahoney, J. and Markham, C., 2013. Management consultancy. Oxford
University Press.
33. Rahman, R.U., 2018. The significance of strategic human resource management
practiced by HR consultancy firms in Bangladesh to ensure proper organizational growth and
employee satisfaction.

39
40