A

Summer Internship Program Report

On

ANALYSIS ON “SALES AND QUALITY MANAGEMENT”

OF ‘BEAST EXPORTER AND IMPORTER PVT. LTD.’

Submitted for partial fulfilment of requirement for the award of degree

of
Bachelor of Business Administration

of

GRAPHIC ERA (Deemed to be University)

DEHRADUN (UTTRAKHAND)

Session 2020-23

Submitted to: Submitted by:

Professor Bhanu Sharma Nishchay Kesarwani
Associate Professor, GEU Roll No. - 20091297
Enrollment No.: GE-20243211

0
 DECLARATION

I hereby declare that the Internship entitled “SALES AND QUALITY MANAGEMENT” submitted for

the Degree of Bachelor of Business Administration, is my original work and the Internship has not formed

the basis for the award of any degree, diploma, associateship, fellowship or similar other titles. It has not been

submitted to any other University or Institution for the award of any degree or diploma.

(Signature of Student)

Name of the Student :

Nishchay Kesarwani

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2
3
4
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 CERTIFICATE BY INTERNAL GUIDE

I have the pleasure in certifying that Mr. Nishchay Kesarwani is a student of Graphic Era (Deemed to be
University) of the Bachelor Degree in Business Administration (BBA). His
University Roll No is. 20091297

He has completed his Internship titled as “Sales and Quality Management” under my guidance.

I certify that this is his original effort & has not been copied from any other source. This project has also not
been submitted in any other university for the purpose of award of any Degree.

This project fulfils the requirement of the curriculum prescribed by Graphic Era (Deemed to be University),
Dehradun, for the said course.

I recommend this Internship for evaluation & consideration for the award of Degree to the student.

Signature: Signature:

Name of the Guide: Name of the Area Chair/ HOD:

Prof. Bhanu Sharma Dr. Navneet Rawat

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 Department of Management Studies
Graphic Era (Deemed to be University), Dehradun
MENTOR - MENTEE INTERACTION EVALUATION

Name of the Student: Project Title:

Name of the Mentor: Company Name:

1 2 3 4
Sl. Marks
Description Unsatisfactory Needs Improvement Good Excellent
No.

Progress Reports
Submitted only 1 report
(Seven- Eight st nd st nd Submitted all reports on
on time Submitted 1 & 2 Submitted 1 , 2 3rd
1 reports) time
reports on time report on time
All questions
answered but few Main points given but
Quality of the Poor write up, all
2. points given, missed answered all Detailed report with
Report questions not answered
main points questions substantial evidences

Partial signs of self-

No sign of self- Development ( e.g., Inquisitive and seeks
Development, Presents a professional
Self- change in answers, takes
image and reaches out
Development behavior) initiative in different
3 to co- workers, assertive
passive aggressive activities

Updating the mentor

Interaction/ Partially contacted, Interacting with Updating regularly
weekly, answering over mail, regular
Contact during not answering calls or mentor once in 15
calls or replies to
IIP replies to mails days interaction and gives
mails
4 all project details

Positive attitude and

uses common
Generally, shows courtesies and reach out
defensive behavior, Positive attitude, to help others, accepts
Commitment Not keen to accept
faces difficulty to keen learner, ready to mistakes and takes
towards work -- mistakes which
accept his mistakes help others, feedback, keen learner,
Attitude, Time affects work
, low on taking sometimes appears shows high
Mgt, enthusiasm quality,
initiative, misses secretive & involvement to
to learn etc.) Makes excuses opportunities/ egocentric complete the task on
5 deadlines, egotistic time, ability to
prioritize the task.

TOTAL
MARKS 30

Signature of Mentor

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 Department of Management Studies
Graphic Era (Deemed to be University), Dehradun
PRESENTATION EVALUATION

Name of the Student: Name of the Mentor:

2 3
Sl. 1 4
Description Needs Good Marks
No. Unsatisfactory Excellent
Improvement

Knows sector and company

Focused analysis of the well, current status, could
Explained the current findings, substantiating do the comparative analysis
Partial knowledge & financial analysis,
Industry status of the company, with practical
about the Sector and explained Government
Knowledge not aware about other applications, regulations & Initiatives,
the company
relevant information stimulating further Porter five
1 work in the area forces, could discuss future
perspectives

Not confident while

Could understand Could identify the
answering,
Most Challenging and identify the Could identify the challenges during
struggling to
part of internship challenges but was challenges and internship, explained in
understand question,
with justification facing difficulty to explained well detail. Shared good
2 not taken internship
prove his answer learning’s and suggestions
seriously

Could express very

Unable to Could express
Communication Was able to speak well, clarity of thought,
express, Missed well, good
ability and express transforming ideas into
3 main points sequencing of ideas
proper presentation

Very well prepared to

Facing handle questions.
Able to understand Able to understand,
Handling Question difficulty to Answered almost all
questions, was answered questions,
Answers session understand questions, convincing and
unable to articulate could articulate well
questions precise response to
4 questions

Formally dressed, carrying

Formally dressed, positive attitude, could
Was informally
carrying positive maintain eye contact,
dressed, showed un Was informally
attitude, assertive, professional body
General Behaviour professional dressed, soft spoken
facing little difficulty language, confident, very
Behaviour, poor body , low on assertion
5 to maintain eye consistent during
language
contact interaction

TOTAL
MARKS- 50

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 ACKNOWLEDGEMENT

I express my sincere thanks to my project guide, Prof. Bhanu Sharma, Designation Associate
Professor, Department of Management for guiding me right form the inception till the
successful completion of the project.

I also record my indebtedness to my supervisor, Mr Sunil Jha, for his counsel and guidance
during the preparation of this internship. I am grateful to Management Department.

I wish to record my sincere thanks to my friends and family for their help and cooperation
throughout our project. My thanks are due to those who have helped in collecting data or
analysis or typesetting etc.

(Signature of Student)
Name of the Student: Nishchay Kesarwani

1
 Table of Contents

Title Page No.

Declaration
Company Certificate
Certificate by Company Guide
Attendance Report
Company Mentor Feedback
Certificate by Internal Guide
Mentor Mentee Interaction Evaluation
Presentation Evaluation

Acknowledgement

Chapter -1 Introduction 4-19

1.1 Introduction to Sales Management
1.1.1 Objectives of Sales Management
1.1.2 General Functions
1.1.3 Sales Management -Aspects
1.1.4 Sales Management-Scope
1.2 Quality Management
1.2.1 Quality and Skills
1.2.2 Responsibilities
1.2.3 Top Industries
1.2.4 Key Responsibilities

Chapter-2 Literature Review 20-23

Chapter -3 Industry and Organizational Profile 24-28

3.1 Industry Profile
3.2 Status
3.3 Company Details

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 3.4 Vision
3.5 Mission
3.6 Values and Beliefs
3.7 Ethics

Chapter -4 Job Design and Responsibilities 29-33

4.1 Job Design
4.2 Responsibilities
4.3 Working Hours
4.4 Qualifications
4.5 Skills
4.6 Work Experience
4.7 Professional Development
4.8 Career Prospects

Chapter – 5 Data Analysis and Interpretation 34-38

5.1 Data Analysis
5.1.1 Characteristics of Data Quality
5.2 Data Quality Analysis
5.2.1 Data Quality Management
5.2.2 Data Quality Metrics
5.3 Interpretation

Chapter -6 Findings 39-41

Conclusion 42-43
Bibliography 44
Industrial Internship Joining Report 45

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 CHAPTER – 1

INTRODUCTION

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1.1 Introduction to Sales Management – Meaning and Definitions

According to American Marketing Association, sales management is “the planning, direction

and control of professional selling including recruiting, selecting, equipping, assigning, routing,
supervising, paying and motivating to the personal sales force.” It is also often referred to as
management of the personal selling part of a company’s marketing function.
Sales is the only function in an organization that generates revenue or income for a company
and hence it needs to be managed properly. The financial results of a company depend upon the
performance of the sales department.

There are couple of aspects observed that should be motivating for the potential salespeople.
The first is that salespeople are ‘often the best paid people in the business and sales is often
considered the fastest and surest route to top management.

It is important for organizations to develop and maintain an effective sales force. This is because
a sales manager is not only entrusted with managing the sales force to derive target-based sales
outcomes but also perform managerial functions comprising planning the sales efforts and
organizing, directing, motivating, coordinating, and controlling the sales force to achieve sales
goals. Sales management operates within the periphery of marketing management. In a broad
sense, marketing management decides the role of various promotional activities including
personal selling.

Sales management is assigned the task of managing the personal selling activities, the results of
which ultimately affect the marketing department. Sales management specifically contributes
to achieve the marketing objectives of a firm. In fact, sales managers set their personal selling
objectives and formulate the personal selling policies and strategies. They prepare the sales
budget as components of marketing plans, taking in confidence the broad objectives of the
marketing department.

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1.1.1 Sales Management – Basic Objectives

There are three basic objectives of sales management viz. increasing sales volume, contributing
to company profits and long term growth of an organization. Sales management has over the
years assumed broader significance as in addition to the management of personal selling, sales
management includes marketing activities like advertising, sales promotion, marketing
research, physical distribution, pricing and product merchandising.

Some other objectives of sales management are as follows:

1. Revenue Generation – One of the main objectives of sales management is to generate revenue
for the organization. The sales department is solely responsible to bring in the money.

2. Increase Sales Volume – Through efficient sales management, the organization wishes to
increase the number of units sold. This will ensure that the production facilities do not remain
idle and are utilized to the fullest.

3. Sustained Profits – Sales management has an objective of improving the profits of the
organization through effective planning, coordination and control. Sales management strives to
increase sales and reducing costs, this ensures good profits for the organization.

4. Organization Growth – With the sustained and continuous sales management techniques, the
organization tends to gain market share and results in growth of the organization.

5. Market Leadership – With increased sales volumes and profits, ‘sales management’ enables
an organization to become the market leader.

6. Converting Prospects to Customers – Getting prospects to become customers is an art and a

science, it requires good planning and sustained efforts. This is accomplished through sales
management.

7. Motivate the Sales Force – One of the core objectives of sales management is to motivate
the sales force. Selling is a very stressful task, achieving sales targets can become very
challenging. Therefore, the sales management task is to ensure that the sales force is
continuously motivated through proper incentives and reward systems.

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8. Compliment Marketing Activities – Sales management’s task is to support the marketing
functions of the organization. Marketing and sales need to go hand in hand to achieve the desired
results.
Sales provides invaluable feedback to the higher management while achieving these objectives.

1.1.2 Sales Management – 20 General Functions

The general functions of sales management are as follows:

1. Preparing the Sales Plan

2. Recruiting the right people to execute the sales plan
3. Training the people selected to build competency in achieving the targets set and fulfilling
the organization’s objectives.
4. Defining the sales territories
5. Specifying the sales quota to be achieved for each territory
6. Defining the remuneration and reward system for the sales force
7. Providing welfare and healthcare facilities to the sales force
8. Devising a sales force development program
9. Analyzing past performance with the current performance and making predictions on demand
10. Coordinating with the marketing department and the consumers
11. Sales planning and sales policies
12. Pricing policy and price fixing
13. Advertising and sales promotion
14. Scientific salespersonship, management and control of sales force
15. Marketing research
16. Planning and control of sales operations and control of sales costs
17. Selection and management of channels of distribution
18. Branding, packing and labeling
19. After sales service, if necessary
20. Integration and coordination of all functions

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1.1.3 Sales Management – Aspects

In many respects, sales team management has been a neglected element of management training,
yet the sales manager’s responsibility—managing the entire interface with the customer—is
probably the most critical of all in terms of ultimate success for the organization. Because it is
a very complex role, we will look at those aspects that are the province of sales management
alone.

(1) Marketing Management:

In many organizations, the sales manager is responsible for all marketing activities. Even in
those where there is a parallel marketing structure, he or she is usually responsible for a range
of marketing activities beyond those of simply managing the sales force. In this context,
therefore, the sales management role often requires an appreciation of the range of techniques.
The struggle between sales and marketing departments for mutual respect and proper credit has
been waged constantly. Despite such a struggle, sales and marketing departments depend on
each other. And now, with globalization and e-commerce beginning to take hold at many
companies, this reliance is especially important. The market is moving so fast that if marketing
and sales organizations aren’t communicating, then a company could be in real trouble.
For example, Eastern Transport Corporation, a shipping and logistics company based in Quebec,
Canada, ensures this type of communication in a couple of ways. First, all sales meetings include
every member of the company’s marketing department. When the company’s salespeople see
marketing reps in sales meetings, it sends the message that they are involved in the sales process
and in how their ideas are implemented. Second, the company also sets this tone by having nine
salespeople each go to lunch with a marketing employee at least once a month. This gives them
a chance to exchange ideas.

(2) Cultural Generalization:

In general, the company’s human resource practices closely follow the local practices of the
country in which it operates. The age-old saying, “When in Rome, do as Romans do,” generally
applies to sales management. For international sales executives, some understanding of cultural
differences is crucial. These human resource practices include time off, benefits, gender
composition, training, executive bonuses, and employee participation in management.

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Human resource practices also depend on the strategy desired, the culture of the company, and
even the country from which the company originated. Although we can say that the sales
management process should adapt to the local environment, we acknowledge the difficult give-
and-take involved in adapting a U.S. Company’s culture and procedures to the sales and
management practices of a foreign country.

(3) People Management:

The most obvious, and crucial, role of any sales manager is managing the sales professionals.
The same applies almost as forcefully to the managers of service and support personnel
(including the very large numbers in the service industries).

A successful sales manager must have the following qualities:

(i) Desire to be a manager
(ii) Ability to lead and motivate others
(iii) Good organizing and planning skills
(iv) Capabilities of control and administration
(v) Full understanding of the implications of finance
(vi) Skills to recruit, train, motivate, and develop those who will form part of the team
(vii) Acceptance of the fact that the computer is here to stay!

Apart from the rather idiosyncratic emphasis on the last item, this list is fairly typical of what
many sales management writers also recommend. It is significant that, in common with those
others, this list lacks any direct reference to marketing skills. On the other hand, it is even more
significant for its emphasis on people management, which accounts for five out of the six main
categories. To be successful, sales managers must inspire teamwork and cooperation while
motivating salespeople to achieve their own peak performance.

1. Recruitment:
This is a particularly difficult process where sales personnel are concerned because quality sales
skills are all-important. Yet there are relatively few good sales professionals, and considerably
more mediocre ones, many who hamper their performance even more by an unnecessary (and
often enthusiastic) commitment to the stereotype.
The success of a sales team is therefore almost entirely dependent on the number of high-quality
sales personnel who can be recruited. Fortunately, for college students, “many sales managers
who recruit at colleges say they found their best salespeople on campus.”

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The recruitment process is probably the single most important task for sales management, yet it
is often the most neglected. The first requirement for successful recruitment is that it must be
taken seriously by being given the resources, including sales management time that it deserves.

2. Motivation and Compensation:

Even the above average salesperson rarely works at more than 60 percent of capacity. This
problem is very different from that of “managing” teams of other employees, for a number of
reasons, including (i) lack of contact, (ii) complexity of role, and (iii) entrepreneurship.
These challenges are dealt with (or perhaps, more accurately, evaded) by the traditional tools of
sales force motivation, which concentrate almost exclusively on the single task of motivating
sales personnel to achieve their narrow short-term targets. Examples are commission payments
(often seen as the basic motivator behind overall sales performance), sales competitions (used
to stimulate short- term interest), and leadership.
Financial compensation is one of the key motivators for employees in all cultures. However,
successful sales programs make use of a wide variety of motivators. The sales manager will
want to adapt the incentive structure to best meet local desires, regulations, and situations. For
example, the recent devaluation of the Mexican peso posed problems for many sales
compensation plans. Electrolux’s 250-person-strong Mexican sales force is being switched from
a pure commission system to a combined salary-commission plan as a result of the 45 percent
decrease in sales resulting from the devaluation.

3. Leadership:
Their personal characteristics—in particular, leadership qualities— of the sales manager are
probably the most important motivator. Some oft-cited qualities that make an effective leader
are enthusiasm, courage, self-confidence, integrity, interest, and a sense of humour. Charisma,
ability to delegate, and communication ability are also often mentioned.

4. Control:
There is one further complication – time. Most sales campaigns now take a number of calls over
several months. The sales manager has to manage this process by controlling the interim stages
without the measure of the final result by which to judge the effectiveness of these actions. But
sales management does have, in the final outcome (the sales itself), the ultimate measure of
performance. The performance of sales personnel, more than that of almost any other
employees, can be measured with some degree of accuracy—at least in the long term.
The salesperson’s performance is typically measured by numbers, and in particular by sales
volumes. These numbers may be compared with
(i) past sales,

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(ii) performance of other sales personnel, and
(iii) sales targets. In practice, many other judgments are qualitative. The sales manager judges
his or her subordinates on the basis of what they seem to be doing and how they are doing it.

5. Ethical Perceptions:
Culture, or nationality, also influences salespeople’s beliefs about the ethics of common selling
practices and the need for company policies to guide those practices. Why is this important?
Salespeople need to stay within the law, of course. More important, in order to maintain the
respect of customers, salespeople must know what is ethically acceptable in a culture.
For example, in the United States, giving a bribe is tantamount to admitting that your product
cannot compete without help. However, in many cultures, receiving a bribe is seen as a privilege
of having attained a position of influence. An understanding of the ethical norms in a culture
will help the company maintain a clean image and will also help the company create policies
that keep salespeople out of tense and frustrating situations where they feel they are
compromising their ethical standards.
As an example of differences in ethical perceptions, consider the results of a study by Dubinsky
and associates. The study presented salespeople in Korea, Japan, and the United States with
written examples of “questionable” sales situations.

1.1.4 Sales Management – Scope

Sales strategy is the key to drive the salesforce. It identifies the best prospects, details the basic
value proposition and defines the selling process. The salesforce’s task is to transform the
strategy into a workable reality. Proper implementation of the sales strategy allows the company
to achieve the sales volume and customer satisfaction.
Sales management directs the salesforce. It, therefore, must know the art and science of personal
selling. Personal selling is accomplished through salesmanship. The sales executive must know
the activities of salespersons including salesmanship and the problems of salespersons including
those in salesmanship and must be able to provide the right solutions.

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1.1.5 Sales Management – Different Sales Positions at Various Levels of
Organization

The exhibit below gives an overview of the different sales positions at various levels of an
organizational hierarchy.

As can be observed from the exhibit, there are sales positions at various levels within an
organization and each position is created keeping in mind certain definite set of objectives. At
the bottom of the hierarchical pyramid, are the positions like sales trainees or sales
representatives.

The objective behind such positions is to be in direct contact with the customers in the market
and to understand their pulse as far as their requirements are concerned. The positions basically
provide a last mile reach with the customers in the market.
These positions are meant to represent a company or in other words the sales representatives or
executives are the face of an organization and the reputation of any selling organization depends
a lot on their actions and behavior. At the next level we find positions like branch managers,
area managers or territory managers.
The objective behind these positions is to have a first level of control on the sales
representatives. There are certain plans to be formulated and executed at the branch level which
are to be done by these managers. Certain local recruitments and controlling of sales force is
done by the managers at the territory level.

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The next level of sales management position is occupied by regional or zonal managers who are
being reported to by territory managers. There are several sales organizations where enormous
selling activity is taking place and that too at diverse locations and hence some kind of a more
suitable control at the zonal level is required for which these positions are created.
It is the sales manager at the national level who is supposed to oversee the sales performance in
a particular country. The objective behind this position is to offer general guidelines to the
managers reporting to him or her apart from formulating strategies and targets for the national
market. The vision of the national sales manager is to be executed and customized by the
managers working under him or her.

The VP position and the position of the President are more focused on strategy formulation
rather than focusing on tactical measures. One important aspect to be understood while
discussing about sales positions is that with the advent in hierarchy, the number of staff
representing the position will go down since it is understood that position will require more
skilled manpower who has the capacity to control larger group of members under him or her by
dint of his experience and expertise. The sales management positions are thus to be observed at
the top and middle levels of any organization.

1.2 Quality Management:

Quality Management is a key tool for achieving your brand’s best before going to market.
Through a continuous process of controlling, monitoring, and improving quality, businesses
can ensure consistent excellence in their products and services.

1.2.1 Quality Manager Qualifications and Skills

The skills qualifications and skills required from a Quality Manager are:

• To convey their findings to the production managers and corporate leadership.

• Employees should receive quality assurance training for all aspects of the production
process.

• To examine goods or services to make sure they adhere to quality standards.

• Organize meetings with production or service management to learn more about the
policies and practices followed by the business.

• Should possess superior business management skills and manufacturing management

experience.

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Quality Managers should be diligent in their work, excellent in organizing and managing
meetings, and have leadership qualities.

1.2.2 Quality Manager Responsibilities

The responsibilities in this role will vary based on the industry, size of business, and internal
company requirements. Typical duties include:

• Reviewing customer feedback and understanding customer demands and

expectations of products and services

• Managing waste in production and improving efficiency within production processes

• Creating production plans for new products with a focus on quality

• Assessing the quality of a product or services through a variety of stress tests

• Working with management teams to provide recommendations and solutions to

quality issues

• Reporting on the quality of products and/or services throughout all phases of

production

• Assessing and reviewing all materials provided by suppliers to ensure overall quality

• Investigating root causes of defects and recommending solutions for quality issues

• Onboarding and training new quality control team members

• Staying up to date with new quality control techniques and methods

1.2.3 Top Industries With a Demand for Quality Managers: With a focus on maintaining
a high level of excellence, it’s no surprise that organizations from a wide variety of
industries depend on quality managers to develop top-notch products and services within
their operations.

Some of the top industries that hire quality managers include:

• Manufacturing

• Healthcare and Pharmaceutical

• Food and Beverage

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 • Financial Institutions

• Government Departments

• Legal Organizations

1.2.4 Key Responsibilities:

(1) Strategy and Development

• Contribute to the creation and implementation of best practice quality vision, strategy,
policies, processes and procedures to aid and improve operational performance

• Contribute to new business initiatives and projects and review and communicate the impact
on Quality activities General and Task Management

• Implement all relevant procedures described in the Quality Management System (QMS) and
ensure compliance

• Ensure that all in-house systems and procedures are updated, revised and modified to meet
the needs of external certification bodies

• Respond to customer complaints putting in containment actions, full analysis, poka-yokes

(error proofing), and implementing short-term and long-term countermeasures

• Champion a program for the implementation and sustainment of a continuous improvement

culture

• Act as a point of contact for warranty issues

• Update quality documentation and communicate to carry forward lessons learned from quality
concerns in new customer contracts

• Ensure that all necessary systems and procedures are in place to satisfy all customer
requirements and audits

• Introduce new systems and procedures where appropriate

• Train others in all aspects of the quality system and application of procedures

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• Undertake internal and process audits of the Quality Management System (QMS)

• Management of the Quality Engineers and Technicians in the sign-off of parts and the
resolution of internal/external quality concerns

• Establish and refine quality sign-off instructions, standards and documentation

• Report against agreed quality metrics on a monthly basis

• Lead regular inspection meetings with representatives from appropriate departments to

establish an action plan for improving build quality

• In conjunction with the Supplier Quality Assurance function, reduce the effect of non-
conforming supplier materials on the production area quality

• Attend various meetings and action/communicate instructions

• Produce written reports and make presentations

• Undertake continuous training and development

• Perform root cause analysis and resolve problems

• Stay current and up to date on any changes that may affect the supply and demand of needed
products and materials and advise others of any impact

• Identify business improvement opportunities within the organisation

• Identify and deploy the technical skill sets, resource levels and systems to deliver projects,
including the engagement of external resources as required

• Develop, implement and manage key performance indicators (KPIs) for each area of
responsibility

• Set department objectives/KPIs and review and assess ongoing performance of direct reports

• Ensure KPIs are met by working to the overall plan, including management of, and reporting

• Report on achievement of targets and identify any actions required

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• Ensure that the function operates in accordance with any health, safety and environmental
policies and procedures to ensure the safety and wellbeing of staff and visitors

• Conduct risk assessments of processes and tasks in the department

(2) People Management:

• Ensure the delivery of the People Strategy within area of accountability

• Manage, coach and develop a high performing Quality Operations team that meets agreed
objectives and which delivers best practice results, added value and continuous improvements

• Manage and lead the team, ensuring adequate staffing levels

• Motivate and coach the team to operational success

• Monitor the completion of tasks and ensure good performance and record on appropriate
systems

• Consistently promote high standards through personal example and roll out through the team
so that each member of the team understands the standards and behaviours expected of them

• Review, implement and update company records e.g. training matrices, performance reviews,
risk assessments

• Communicate KPIs from the strategic annual plan so that each employee is aware

• Provide technical expertise to the team

• Manage contractors on site to ensure they meet legal and company requirements

(3) Financial and Budget Control

• Input and hold responsibility for Quality budgets

• Responsible for achieving budget and forecast

• Prepare the annual Quality budget and forecasts and all Capital Expenditure proposals as well
as ensuring compliance with legal standards. Manage the budget from identification to
completion of projects

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(4) Relationship Management

• Develop and maintain strong relationships with internal and external stakeholders to ensure
optimal performance

• Work collaboratively, negotiate and engage with key stakeholders to facilitate delivery and
compliance with the Quality strategy

• Communicate with stakeholders the impact of market change and potential effects on
engineering design and development. Recommend solutions without compromising quality or
service while optimising cost

• Liaise with suppliers to resolve quality issues

• Liaise and communicate with other departments, customers, suppliers and other service
providers

• Work as part of the Management team to share ideas and improve operation, recommending,
supporting and implementing continuous improvement activities and process and procedure
improvements to optimise results and improve quality of delivery, in line with quality standards
requirements delivery in line with Company and Customer requirements

• Communicate with personnel at all levels, internally and externally to the Company, in relation
to Quality matters

(5) Self-Management

• Comply with the Health, Safety and Environmental Policies

• Support encourage and develop team

• Proactively contribute to creating a good team atmosphere

• Anticipates and overcomes obstacles

• Makes useful links to arrive at insightful plans and solutions

• Embraces personal challenge

• Confident, rounded thinking

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• Takes ownership for team cohesion

• Is resilient, optimistic and open to change

• Has an Adult:Adult, collaborative approach to others

• A self-starter, motivated and able to positively motivate others

• Focused, target driven with a positive, can-do attitude

(6) Skills and Attributes:

• Excellent leadership and man- management skills

• Excellent interpersonal skills

• Ability to manage a variety of cross-functional team members

• Excellent written, verbal and presentation skills

• Excellent organisational and follow-up skills

• Competent in problem solving, team building, planning and decision making

19
 CHAPTER – 2

LITERATURE REVIEW

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Research discussions have sought to describe what constitutes a salesperson s performance,
understand the factors that influence their performance, predict and control a salesperson s
performance. A salesperson is often the only person representing a selling organization that a
customer meets. A sales function is considered the most crucial aspect of a firm. Different
authors are therefore in agreement with each other in acknowledging that the field sales force
constitutes one of the main marketing expenditure in the
marketplace.
Sales talent has been among the scarcest according to repeated surveys over recent years. The
2012 Talent Shortage Survey includes the views of thousands of employers in eight countries
in the Asia Pacific region including India. It can be noted
that the sales representative positions continue to be the most difficult-to-fill job roles in
Asia Pacific. The category has topped the rankings in each of the seven years that the Survey
has been carried out since 2006. A medical device industry survey by Emergo group (2012)
enquired about the greatest challenge faced in running a business, and found that 14.1% of
professionals have referred to employee retention / recruiting as their chief concern.
Global sales perceptions report 2007-2008 found that buyers were holding strong negative
connotations to the sales profession. To a question to the buyers whether they will be proud to
call oneself as a salesperson, a vast segment in different countries like the U.K, France, Germany
and Canada responded in the negative. When asked their perceptions of the sales process, the
most common description by buyers was that sales implied "a necessary evil", with fewer buyers
valuing salespersons as their business partners. The top ten descriptions of sales persons were
"cut-throat", "charm school graduates full of marketing promises", "irritating, like a rash you
want to scratch but your doctor won't let you", "like shark trolling the waters" "pond Scum",
"leeches", "leg-humping dogs", "they come, they beg, they steal and go", "a trail of bribery" and
" will promise their first-born to get the sale". While expectations on sales expertise have
increased, according to at least a third of buyers, a sizeable segment of respondents have felt
that sales expertise was getting worse.
Many respondents perceived that salespeople are lacking in the temperament, desire, and core
sales skills they need. While respect, support and advice were expected from the sales persons,
truth, sincerity, knowledge of product and client were the most sought after quality in
salespersons. The top three qualities the buyers valued in the sales persons was product advice,
market knowledge and trust, while the other qualities that followed were pricing negotiation,
relationship building and delivery expediting.
Business advice and ROI analysis were the least sought after qualities from the sales persons.
Though sales people are valuable sources for communicating with the clients, buyers are found
to be using the internet more than they depended on sales persons as sources of information.
Although a majority of buyers were more loyal to the company than to the salesperson, those
who were more loyal to the salesperson than to the company were just a little less than half of
the respondents. According to the Selection Forecast (2012), a majority of sales managers
expected to lose at least one direct report over the ensuing six months. The top three reasons for

21
sales persons leaving were insufficient compensation, benefits and rewards, lack of growth/
development opportunities and the feeling that their efforts were not appreciated.

2.1 Review on Quality Management System

According to various authors, quality improvement and management has become a subject of
great importance in organisations. Quality Management focuses on the overall process of a
system rather than just concentrating on results, it is the determination and implementation of
the quality policy with regard to the organisation. Many organisations throughout the world
have started to realize the potential it holds for them and have therefore adopted new
philosophies focused on quality management rather than just being focused on the end results.
Some organisations already implementing the ISO 9001 Quality Management System are
wondering is it worth maintaining and what significance does it hold for the company?
Empirical studies have shown that Quality Management does indeed have a positive effect on
the various business functions (Piskar & Dolinsek, 2006) and therefore calls for a deeper look.
The empirical studies were undertaken through questionnaires during 2002 in Slovenia. 212
Companies that were already implementing the ISO 9001 system were asked to participate in
this study. The results obtained from this study were analysed and compared by the various
authors. In conclusion all the authors were in favor of the Quality Management System (Piskar
& Dolinsek, 2006).
A Quality Management System guarantees that all activities regarding to quality are planned.
What is a management system? It is the matter of organizing elements to achieve a specific
goal. A Quality Management System consists basically of an organizational structure,
responsibilities, procedures, processes and resources for implementing quality management.
More focus will be given on processes and procedures later on in this study. The objective of a
Quality Management System is for the continuous improvement of quality in an organization
and therefore it is implied that a Quality Management System reaches all parts of an
organisation, it is not just isolated to one area of the business. A good Quality Management
System can provide the following benefits: greater efficiency, reduced cost, better performance,
less unplanned work, fewer disputes, improved visibility, reduced risk, problems show up
earlier, better quality, improved customer confidence, portable and reusable products and better
control over contracted products. Currently there are two different ways to define a Quality
Management System. One can either choose the home grown approach or choose from an
existing model such as ISO 9000, SEI-CMM and MB-NQA, these models can then be adapted
to fit the organisation (Kelkar, 2008). Some of the advantages in having a documented Quality
Management System are: it is reviewable, it can be revisited for improvement, serves as training
material, serves as reference material, it enables repeatability and uniformity across
instances/locations. The level of detail to which a particular practice should be documented
depends on the practice itself. A quality policy forms part of a Quality Management System and
is usually the main focus around which the rest of the Quality Management System is formed.
Prior to certification, audits are performed on the Quality Management System to ensure that
implementation is satisfactory and that it complies with the contracted requirements. Audits can
be performed by first, second or third party auditors. First party audits are basically performed
in house by people working for the organisation, but not on that particular project. Second party

22
audits are performed by the customer, this way the customer can evaluate your organisation in
order to see if it meets their specific requirements. This shifts the power to the customer. Third
party audits are conducted by certification agencies for example if the organisation is doing the
ISO 9000 certification. A Quality Management System has several uses namely: a means to
communicate the vision, values, mission, policies and objectives of the organisation, a means
of showing how the system has been designed, a means of showing linkages between processes,
a means of showing who is responsible for what, an aid to training new people, a tool in the
analysis of potential improvements and a means of demonstrating compliance with external
standards and regulations.
Plenty of research and studies have been conducted on the growth of quality management and
standards throughout the world. Over the past 10 years the number of companies becoming ISO
9001 certified has increased dramatically (Siazarbitoria, 2006). It should be noted that for these
quality standards, although globally spread, the initial growth started in the European Union,
which was the focus of the ISO reports in 2003. To compare the results obtained from the ISO
(2003) reports a certification intensity has been compiled, which illustrates the “percentage of
ISO 9000 certificates from each country and its percentage of contribution to the European
GDP” as stated in (Siazarbitoria, 2006). Figure 1 illustrates the certification intensity
distribution over Europe.

23
 CHAPTER -3
INDUSTRY AND ORGANISATION PROFILE

24
3.1 Industry and Organisational profile

BEAST EXPORTER & IMPORTER PRIVATE LIMITED is a Private Company, who

was incorporated 1 Year(s) 8 Month(s) 28 Day(s) ago on dated 11-Mar-2021. BEAST
EXPORTER & IMPORTER PRIVATE LIMITED is classified as Non-government
company and is registered at Registrar of Companies located in ROC-PATNA. As
regarding the financial status on the time of registration of BEAST EXPORTER &
IMPORTER PRIVATE LIMITED Company its authorized share capital is Rs. 100000 and
its paid-up capital is Rs. 100000.

As Per Registration of Company, It involves under in Business Activity Class / Subclass

Code 51909, Main Activity of the said Company BEAST EXPORTER & IMPORTER
PRIVATE LIMITED is: , Other wholesale N.E.C., It Comes Under Division
WHOLESALE TRADE AND COMMISSION TRADE, EXCEPT OF MOTOR
VEHICLES AND MOTORCYCLES and this come under section WHOLESALE AND
RETAIL TRADE; REPAIR OF MOTOR VEHICLES, MOTORCYCLES AND
PERSONAL AND HOUSEHOLD GOODS.

BEAST EXPORTER & IMPORTER PRIVATE LIMITED's Corporate Identification

Number is U51909BR2021PTC051050, and its registration number is 051050. Its Email
address is jhakishorekaushal@gmail.com and its registered address is where Company is
actual registered: SRI ANAND CHANDRA MISHRAWARD NO 36 BHGWATI NAGAR.
For any Query You can reach this company by email address or Postal address.

BEAST EXPORTER & IMPORTER PRIVATE LIMITED's Annual General Meeting

(AGM) was last held on and as per records from Ministry of Corporate Affairs (MCA), its
balance sheet was last filed on.

25
Director of BEAST EXPORTER & IMPORTER PRIVATE LIMITED are KUMKUM
JHA.

Since, Beast Exporter and Importer Pvt. Ltd. started exporting and importing agricultural
products ( such as vegetables, fruits, cotton, soyabean, wheat, rice, peanuts, Kashmir kesar,
almonds, etc), cooking oil, pharmaceutical products( such as tablets, injections, surgical
items, etc.),bio-fuels, tiles, scrap, etc.

Our supply chain management, focusing on all aspects of moving material from the vendor
through the manufacturing process to the final customer. The foundation has been designed
with solid trust, genuinity and reputation for enduring their journey of continuous success
and growth. Their beliefs are strictly rooted in the principles of integrity, offering superiority
and values, forming close and mutually prolific relationships with our partners, farmers,
manufacturers, and suppliers.

3.2 STATUS

Current status of BEAST EXPORTER & IMPORTER PRIVATE LIMITED is - Active

3.3 Company Details of BEAST EXPORTER & IMPORTER PRIVATE

LIMITED

• CIN Number :

U51909BR2021PTC051050

• Company Name :
BEAST EXPORTER & IMPORTER PRIVATE LIMITED
• Current Company Status (for efiling) :

Active

• ROC Where Company is Registered :

ROC-PATNA

• State :

Bihar

• Company Registration Number :

26
 051050

• Company Category :

Company limited by Shares

• Company Sub Category :

Non-govt company

• Class of Company :

Private

• Date of Incorporation :

11-Mar-2021

• Age of The Company :

1 Year(s) 8 Month(s) 28 Day(s)

• Business Activity Code :

51909

• Main Business Activity Detail :

Other wholesale n.e.c., It Comes Under Division WHOLESALE TRADE AND

COMMISSION TRADE, EXCEPT OF MOTOR VEHICLES AND MOTORCYCLES
and this come under scetion WHOLESALE AND RETAIL TRADE; REPAIR OF
MOTOR VEHICLES, MOTORCYCLES AND PERSONAL AND HOUSEHOLD
GOODS

• Number of Members(Applicable in case of company without Share Capital) :

Un-Reported

• Active Compliance :

NA

• Companies Present Filing Status :

NA

27
 • Suspended at Stock Exchange :

NA

3.4 Vision
To be a globally recognized import-export company and we focus on good quality products
and give fast services with better quality products.

3.5 Mission
We want to deliver value to the customer, be profitable and establish leadership in core
markets. The group strives for diversification and expansion of the product portfolio. We want
to command top of mind recall with the consumer by ensuring the effective brand promotion
strategies and also focus on increasing the group's footprint by venturing into new markets and
at the same time, forgive fruitful alliances with entities operating within the same place.

3.6 Values and Beliefs

To make sure client sense valued, we find out resolutions very preciously, attractive clients
current and underlying need. Furthermore, we deliver excessive significance to a product and
offer them complete product information with the aim of helping the nice fee for his or her
cash and improving delight.
The center of our values and beliefs-recognize for our clientele, workforces, and the
surroundings permit us to face at the back of our product and make sure incredible client
service.
Our values are Win-Win for our clients as information is our base, integrity is our route, and
delight is our fee.
"GROWN IN INDIA TO FEED THE WORLD"

3.7 Ethics
Beast Exporter & Importer private limited ethics contains import-export laws & suggestions
and operates in a fair, and pleasant confident manner. At Beast Exporters & Importers, The
foundation of integrity is primarily based totally on the requirements of enterprise behaviour
that are expected to run into - dedication, principles, and endeavour to change pretty and
honestly.
Our dedication to enterprise reliability would compete with those factors- product pleasant,
safety, and on-time delivery. in addition, it consists of sturdy rules and a passionate cadre
accountable for answering sure import-export queries, updates on numerous deliverables and
pointers on the continuously evolving landscape .

28
 CHAPTER – 4
JOB DESIGN AND RESPONSIBILITIES

29
4.1 Job Design:
Quality managers aim to ensure that the products or services an organisation provides
are fit for purpose, legally compliant and meet customer expectation
As a quality manager, sometimes called a quality assurance manager, you'll coordinate the
activities required to meet the quality standards set for certain products or services. You'll
ensure that this quality is consistent and meets both external and internal requirements.
Your role is concerned with monitoring and advising on the performance of the quality
management system, producing data and reporting on performance, measuring against set
standards.

4.2 Responsibilities:
As a quality manager, you'll need to:

• devise and establish a company's quality procedures, standards and specifications

• review customer requirements and make sure they are met
• work with purchasing staff to establish quality requirements from external suppliers
• set standards for quality as well as health and safety
• make sure that manufacturing or production processes meet international and national
standards
• look at ways to reduce waste and increase efficiency
• define quality procedures in conjunction with operating staff
• set up and maintain controls and documentation procedures
• monitor performance by gathering relevant data and produce statistical reports
• review existing policies and make suggestions for changes and improvements and how
to implement them
• measure performance and identify any areas of weakness, recommending and
implementing improvements
• liaise with other managers and staff and provide training, tools and techniques to
enable others to achieve quality standards
• assess the effectiveness of changes made
• make sure the company is working as effectively as possible to keep up with
competitors
• train and manage a team of quality control technicians

4.3 Working Hours:

Working hours and conditions vary between sectors, but you may be required to start early
and finish late, as well as carry out shift work, particularly in manufacturing. Other sectors
may provide regular office hours.
Career breaks are possible, but quality assurance techniques change and develop rapidly so it's
important to keep your knowledge up to date.

30
4.3 .1What to expect

• Your work may be office-based, as in customer service operations, or laboratory based,

as in process industries.
• Once you have gained some experience, self-employment and freelance work are
possible by working as a consultant to small firms or trainers.
• Jobs are available in organisations throughout the UK. Quality management is practised
in all industries in the public and private sectors and by firms and organisations of all
sizes.
• Travel within a working day depends on the employer and may sometimes be frequent.
• You may have to stay away from home overnight. Overseas work or travel may be
required to visit customers, carry out supplier audits, meet to discuss quality plans or
investigate particular quality issues.

4.4 Qualifications
Although a career as a quality manager is open to all graduates, a degree in a relevant area, such
as business management, is particularly useful, especially if it includes quality management
modules.
Jobs in certain sectors may require industry-specific qualifications so degrees in the following
subjects can be useful:

• engineering and manufacturing

• food science and technology
• physical/mathematical/applied science
• polymer science technology
• textile technology.

Relevant HND subjects also include production, materials science, and printing and clothing
technology.
A degree or HND in any subject that is specific to the industry in which you wish to work will
be helpful.
Entry without a degree or HND is sometimes possible if you have substantial experience and
training.
Many quality managers move into the job once they've got experience elsewhere in the company
or industry. This could be in project management or quality control roles, engineering, health
and safety, or other areas that help to show they have knowledge of how a company or
organisation operates.
If you don't have this experience it may be worth taking a relevant postgraduate qualification to
show that you have an understanding of the area. Masters courses are available generally in
quality management, as well as in specific areas such as food quality management. Search
postgraduate courses in quality management.

4.5 Skills
You'll need to have:

31
 • communication and interpersonal skills
• analytical and problem-solving ability
• planning and project management skills
• persistence and the ability to influence others
• the ability to lead and motivate a team
• a strategic approach to work
• the ability to facilitate change
• skills in numerical and statistical analysis
• attention to detail
• an understanding and appreciation of other people's work disciplines, such as
engineering and science.

4.6 Work experience

Try to get relevant work experience via a work placement, internship or year out in industry.
Talk to staff in supporting roles and see if you can work shadow a quality manager to give you
some background knowledge and experience.
You may be able to start work at a lower level such as quality control technician and work your
way up to the role of quality manager.
You might find it useful to join a relevant professional body, such as the Chartered Quality
Institute (CQI), as a student or affiliate member. Membership provides access to networking
opportunities and free and discounted events.
Find out more about the different kinds of work experience and internships that are available.

4.7 Professional development

Some major employers run graduate training programmes, which enable you to learn about all
aspects of the organisation and provide experience through projects and other hands-on work.
Certified training is available through the CQI, which provides a range of quality management
courses to help with career development. Training is available at three levels - introductory,
practitioner and professional, in areas such as:

• change management
• communication with stakeholders
• management systems
• problem solving
• process improvement
• quality planning
• risk management.

In order to get practitioner membership of the CQI (PCQI), you'll need to have completed two
years' work experience in any aspect of quality, as well as a total of 30 hours' quality-related
training or qualifications. See the CQI website for full details.

32
Experienced quality managers, including consultants, can apply for chartered membership of
the CQI (CQI MCQI). Chartered status can help with career development and shows you've
reached a recognised standard of professionalism.
As a quality manager, you'll need to have a working knowledge of the national and international
quality standards that are relevant to your job. For more information, see The British Standards
Institution (BSI). NEBOSH health and safety qualifications are also required for some quality
management jobs.
Other relevant courses and events are run by the Chartered Management Institute (CMI).

4.8 Career prospects

Career prospects are generally good. Quality managers are able to progress while remaining
within the quality function, which is becoming increasingly central to organisations' activities.
Appointments are made at all stages of management up to board level.
Work in quality assurance can also lead to management jobs in other areas of the business, such
as:

• customer relations
• health and safety
• human resources
• production
• technical sales.

Your immediate prospects may depend on the size and type of organisation you work for. In
large organisations, for example, you may have more opportunities to specialise in a particular
process area and to advance through the corporate structure.
In a small organisation, you may have the opportunity to practise quality assurance in several
different functions across the business, to feel closer to the front line of business activity, and to
see the direct commercial impact of your contribution.
With significant experience, it may be possible to work as a self-employed consultant, working
on various quality projects for different organisations.

33
 CHAPTER – 5
DATA ANALYSIS AND INTERPRETATION

34
5.1 Data Analysis:
5.1.1 Characteristics of Data Quality

Since data comes in all shapes and sizes, it's not always easy to determine its quality. However,
there are some characteristics typically attributed to high-quality data. Here are six examples of
data quality characteristics to look for in your own data.

1. Accuracy
Is your data correct? And does it reflect the context of the situation in which you're using the
data?

No matter how much data you manage, if it isn't accurate, it won't be very helpful to your
business. Inaccurate data can also challenge your data integrity which exposes your
organization, employees, customers, and other stakeholders to unwanted consequences like
decreased trust in your business.
To ensure the accuracy of your data, you'll want to employ a good data management
strategy that is both sustainable and effective.

2. Completeness
Is your data comprehensive? Incomplete information might be unusable.

Though it's not advisable to collect more than the strictly necessary, make sure your must-have
values are mandatory when storing new entries in your database. Otherwise, you'll end up with
first names without last names, or incomplete phone numbers you can't use.

3. Relevance
Is this the data you need? Let's face it, not all the data you collect is going to be a game-changer.
But if there's a reason why you are collecting data and the values you obtained can serve that
purpose, then you have quality data.

For example, if you ask your customers what their birth year is when they're signing up for a
trial with your product, but their age is not actually useful information to you, it's data without
a purpose. Therefore, even if it's correct, that data isn't relevant to your business's needs. Having
unnecessary data in your database can take away valuable time and resources you've dedicated
to data security.

4. Consistency
Does your data contradict other sources? High-quality data shouldn't contradict the data stored
in other databases. Otherwise, you would have to assume one of them is wrong — but which
one?

35
When there are inconsistencies between databases, it's a hassle to determine accuracy. Instead,
ensure there's one source of truth when it comes to your data — whether that means getting
everyone on the same data software or integrating your data tool with your CRM.

This way, everyone within your organization can access your data via a single tool, no matter
where they are or when they need access.

5. Accessibility
Is the information accessible to the right people? Similar to the previous point we just covered,
many companies interact with customers, prospects, partners, and employees via different
applications.

As a result, data is scattered throughout different tools, and if there's no software integration in
place, you have a data silos problem.
Data silos are among the main causes of poor data quality. Even with accurate, consistent, and
relevant data, if the team who should be leveraging that information doesn't have access to it,
it's not serving its purpose. To guarantee accessibility, integrate your business systems.
6. Timeliness
Is your data up-to-date? Data is constantly changing, and the problem with outdated data is that
it may not be representative of the current situation. It's great to keep track of historical data,
but with a clear sense of time.

Ensure you're keeping your data records but you'll also want real-time data and reports so you're
aware of any changes as they're happening. This way you can either capitalize on those changes
or work to mitigate any issues as needed

5.2 Data Quality Analysis

Data quality analysis is how you ensure your data is... well, high quality.

In other words, it allows you to make sure your data is: accurate, relevant, up-to-date, and suited
for its intended use and application.

Data quality analysis is often part of the process of data quality management.

5.2.1 Data Quality Management

Data quality management is the process of ensuring your team has access to high-quality data
— it entails pulling insights about the health of your data in order to improve upon that health.
This leads to the application of accurate data and the creation of larger data sets.

5.2.2 Data Quality Metrics

Data quality metrics are how you actually determine the quality of your data — they're the
unique measurements that you put in place to analyze your data.

36
Data quality metrics are what actually determine the level of your data's accuracy, relevancy,
application, etc. — as a result, you'll know how high (or low) quality your data is.

Here are some of the most common data quality metrics to watch:

• Number of Empty Values

• Number of Duplicate Values

• Data Storage Costs

5.3 Interpretation:
5.3.1 Marketing Authorisation

As there is no Marketing Authorisation, as such, the product formulation must be in line with
the order supplied.

If the order is not clear enough, then it should be clarified with the customer.

The product formulation is normally derived by appropriately qualified and experienced

personnel, usually a qualified pharmacist.

The manufacturer should maintain a list of 'approved formulas' for each product type; these are
normally translated to the formal batch record. In some cases, these formulas are held
electronically.

For products supplied under Schedule 5A, Item 5 of the Therapeutic Goods Regulations 1990,
the manufacturer is required to ensure that the product is not substantially similar to a product
that is available commercially.

5.3.2 Order

Orders can be received in any format (phone/fax/email), but normally in written form (including
a prescription), with the order then used as part of the final release check. Any changes made to
the order should follow and established process to ensure appropriate documentation and
approval of any change to avoid any mix-up.

Manufacture in anticipation of an order:

Where products are manufactured under the provisions of Schedule 5A manufacture may
proceed in anticipation of an order. However, all other conditions of Schedule 5A item 5 must
be met.

Where products are manufactured under the provisions of Schedule 5, item 6, there needs to be
an identified patient at the time of the compounding. Manufacture may proceed in anticipation

37
of an order where the manufacturer holds evidence that the identified patient is undergoing a
defined course of treatment.

5.3.3 Batch release

The order (in written format) must be available at the time of performing the final check for
product release. It can be an authorised photocopy of the original order.

The final product release must include an independent check against the original order. This is
to include a physical check of the final product/s to be dispatched including any secondary
labelling that is applied. This check must be recorded on the batch record. Any discrepancies
should be investigated and appropriate corrective action taken before the product is released to
the patient.

Where the batch is made in advance, the release should include verification that the QC testing
results comply with the specification for those batches which are manufactured from API and
excipients.

Product release is a real time activity; any subsequent review is a quality review tool and not a
component of the release process for a given batch.

5.3.4 GMP

Trending and formal reviews should be performed for environmental monitoring results,
complaints, and deviations.

5.3.5 Product Quality Review

Product Quality Reviews should be performed with the aim of assessing the suitability of
existing operations, whether manufacturing processes are in control, and should address all
relevant aspects of clause.

It is recognised that compounding encompasses a broad range of different formulations,

strengths, and presentations in the products it produces and as such manufacturers may wish to
group products or similar presentations for the purposes of generating a Product Quality
Reviews. Any grouping applied to the products manufactured should be justified in accordance
with risk management principles.

5.3.6 Quality Risk Management

Risk management principles have been embodied in PIC/S PE009 as a means of assessing
suitability of operations and justifying how requirements are to be met.

Risk management should be utilised to identify how GMP requirements are being met. It should
not be used to justify how requirements set out in the PIC/S Guide to GMP can be reduced.

38
CHAPTER-6
FINDINGS

39
6.1 Sales Management and Financial Results:

The trading account records the sales and cost of goods sold to arrive at gross profit. Gross
profit minus expenses gives the net income.
Sales provides thus critical figures in overall financial performance of the organisation. Sales
management by being effective is in a position to affect sales, gross margin and expenses; and
thereby net income. Sales must exceed cost of goods sold to keep manufacturing and
distribution in a healthy state. The finalized accounts are used by the board and outsiders to
judge a business. Sales growth while profits decline is no good.
It is necessary to control costs. Even lower sales volume can achieve higher gross margins,
with proper expense control. It is also necessary not to over-emphasize the gross margins only
with inadequate sales and net profits. Net margins are healthy if there is optimum relationship
among the four factors. Sales contribute a great deal to achieve optimum relationship amongst
three factors – sales, gross profit and expenses. Sales have to work in collaboration with
production and promotion to cover cost of goods, which is the fourth factor.

6.2 Co-Ordination of Sales with other Departments:

Sales has to co-ordinate with the marketing department. Particularly promotional activities and
sales do need harmonization. Sales has to co-ordinate with market planning. Sales co-ordinate
with distribution channels on introduction of products and later on the buyers must be made
aware where the products are available. Sales has to balance the interests of the trade and
those of the manufacturer.
Sales has to motivate the trade for joint promotional efforts. It is necessary to have the co-
ordination of sales and overall marketing strategy. New product introduction rightly calls for a
high degree of co-ordination between sales and marketing. It is necessary to be careful about
inventory levels, sales plans, branch management, sales training and sales operations while a
new product is being introduced. It is also necessary to co-ordinate with publicity, sales
promotion and advertising of a new product.

6.3 Sales Management and Control:

Planning and control go hand-in-hand. Sales objectives are reviewed to examine where we
stand today, how we travelled up to this point, where we are headed to, and how to reach
there. Sales plans are examined along with the policies and procedures.
The control process starts by setting up performance standards. The actual performance is then
measured. The results are compared with the standards set. Variations are deeply examined.

40
Lastly, corrective action is taken to set the matter right. Sales objectives may have to be
revised in the light of the feedback received.
In smaller organizations, the informal control works. As organizations grow in size, formal
control is exercised. The sales policies are put in black and white. Policies provide permanent
solution to recurrent problems. Sales policies are subject to review in the light of the situation.
Sales volume is controlled by specifying how much we can sell in future. It serves as a
standard. Sales budgets extend control over sales volume to exercise control over margins and
expenses. It takes the individual territories as units for this exercise.
Sales control can be centralized or decentralized in an organisation. In a decentralized
organization, control is exercised by executive down the line. Higher executives are concerned
with the overall policy; or control just by exception.

41
CONCLUSION

AND

BIBLIOGRAPHY

42
 CONCLUSION:

Managers in the 21st century are encountering extremely significant challenges in their process
of management in an organisation such as hiring and keeping the right employee, building a
strategic mindset, crafting an innovative culture and organisation, developing system thinking
and also getting rid of short term mentality. An organisation will need to have a caliber HR
manager in order to own a team of committed employees. It is HR managers’ responsibility to
make sure that they hired the right employee because staffs are the most important assets of an
organisation. Employees not only need to own the profession, experienced but they also need to
be readily adapted to the organisation culture to allow high productivity, quality performance
and also healthy profits. Other than hiring the right employee, managers should also revise their
human management skills in dealing with employment issues from time to time to match the
changing labour market and working environment to retain those talented employees. They need
to realise that the employee is able to work innovatively while the advancement in technology
can never replace the ability of that person. In the challenge of building strategic mindset among
the employees is important because managers need to use their strength to overcome weakness
and also try to turn threats into opportunities. Managers have to communicate the organisation
vision with the employees to ensure that everyone is sharing the same vision and work towards
the same direction. It is also necessary for managers to eliminate the reactive mindset which are
decisions made force by the external environment because in the business field, managers
should think actively to prevent the occurrence of problems rather than thinking for solutions
after the arise of problems.

43
 BIBLIOGRAPHY:

1. Google Scholar
2. Website of Company
3. Google.com
4. Articles Available Online
5. Help of the Mentor

44
 Department of Management Studies
Industrial Internship Joining Report

Name of the Student: Nishchay Kesarwani

Major Specialization: Marketing

Working Phone No.: 8577989526

Date of Joining: 1 August 2022

Company’s Name: Beast Exporter and Importer

Company’s Mentor Name: Sunil Jha

Company’s Mentor E mail info@beasteximporter.com

Company’s Mentor Phone No 8294983560

Faculty Mentor Prof. Bhanu Sharma

 Department of Management Studies
Graphic Era (Deemed to be University), Dehradun

Student Name: Date:

Industrial Supervisor: Title:

Supervisor Email:
Internship is: Paid ____ Unpaid ____
Company/Organization:
Internship Address:
Faculty Coordinator: Department:
Dates of Internship: From ____________ To _____________
***Please fill out the above in full detail***

1. Give a brief description of your internship work (title and tasks for which you were
responsible):

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

2. Was your internship experience related to your major area of study?

Yes, to a large degree ____ Yes, to a slight degree ____ No, not related at all ____

3. Indicate the degree to which you agree or disagree with the following statements.

46
 Strongly No Strongly
Sl No. This experience has: Agree Agree Opinion Disagree Disagree
Given me the opportunity to explore a
1
career field
Allowed me to apply classroom theory to
2
practice
Helped me develop my decision-making
3
and problem-solving skills
Expanded my knowledge about the work
4
world prior to permanent employment
Helped me develop my written and oral
5
communication skills
Provided a chance to use leadership skills
(influence others, develop ideas with
others, stimulate decision-making and
6 action)
Expanded my sensitivity to the ethical
7
implications of the work involved
Made it possible for me to be more
8
confident in new situations
Given me a chance to improve my
9
interpersonal skills
Helped me learn to handle responsibility
10
and use my time wisely
Helped me discover new aspects of
11
myself that I didn’t know existed before
Helped me develop new interests and
12
abilities
13 Helped me clarify my career goals
Provided me with contacts which may lead
14
to future employment
Allowed me to acquire information and/or
15 use equipment not available at my
Institute

4. In the Industrial internship project, faculty members are expected to be mentors for
students. Do you feel that your faculty coordinator served such a function? Why or
why not?

________________________________________________________________________

________________________________________________________________________

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 ________________________________________________________________________

5. How well were you able to accomplish the initial goals, tasks and new skills that were
set down in your learning contract? In what ways were you able to take a new
direction or expand beyond your contract? Why were some goals not accomplished
adequately?
________________________________________________________________________

________________________________________________________________________

________________________________________________________________________

6. In what areas did you most develop and improve?

________________________________________________________________________

________________________________________________________________________

_________________________________________________________

7. What has been the most significant accomplishment or satisfying moment of your
internship? What did you dislike about the internship?
________________________________________________________________________

________________________________________________________________________

______________________________________________________________

8. Considering your overall experience, how would you rate this internship? (Tick one).

V Poor Poor Average Good Excellent

9. Give suggestions as to how your internship experience could have been improved.
(Could you have handled additional responsibility? Would you have liked more
discussions with your professor concerning your internship? Was closer supervision
needed? Was more of an orientation required?)
________________________________________________________________________

________________________________________________________________________

____________________________________

Student Signature

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 Department of Management Studies
Graphic Era University, Dehradun
Mile Stone Gantt Chart for Internship

• The students are required to follows mile stone chart for completion of their IIP.
• Student should work in close coordination with their respective mentors
• Mentors to encourage and ensure the report writing as per the guidelines given in IIP Manual.

Sl. No. Date

Task Week Week Week Week Week Week Week Week
Week 1 2 3 4 5 6 7 8 9
1 Decide Topic
2 Read literature
3 Finalise Research Topic
4 Research Questions
5 Finalise objectives
6 Hypothesis Development
7 Draft literature review
8 Read methodology literature
9 Devise research approach
Draft research strategy and
10 method
11 Develop questionnaire
Pilot test and revise
12 questionnaire
13 Administer questionnaire
14 Enter data into computer
15 Analyse data
16 Draft findings chapter
17 Update literature read
18 Complete remaining chapters
Submit to Mentor and await
19 feedback
Revise draft, format for
20 submission
21 Print, bind

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