A SUMMER TRAINING REPORT

ON
“SALES AND PROMOTION OF ASHOKA
ENTERPRISES”

A report submitted to Panjab University, Chandigarh as a partial

fulfillment of Degree of Masters of Commerce
2018-2020

SUBMITTED BY:
RUPALI RASTOGI
M.COM 2nd SEM
46394

GOSWAMI GANESH DUTTA SD COLLEGE,

SECTOR 32, CHANDIGARH
 ACKNOWLEDGEMENT

I RUPALI RASTOGI express my profound thanks to our professor, project

guide and all those who have guided and helped me in preparation of this
project report. I sincerely bow my head and thank the almighty for bestowing
his blessings on me. This is utmost pleasure of mine, to show my heartfelt
gratitude to those individuals who have given their considerate support and
guidance. This project would not have been possible without them.
I take this opportunity to extend my sincere thanks to ASHOKA ENTERPRISE
for offering a unique platform to earn exposure and gather knowledge in the
field of Sales and Promotion. First of all, I extend my heartfelt gratitude to my
project guide Mr. Himanshu Raheja, Sales Manager Results and Market
Development at ASHOKA ENTERPRISE for having made my summer training a
great learning experience by giving me his guidance, insights and
encouragement which acted as a continuous source of support for me during
this entire period.
Without which the success of this project wouldn’t had been possible. I would
also like to express my profound gratitude to my faculty guide for their
constructive support during the summer internship period, which leads to
successful completion of my internship at Ashok enterprise, Mohali.
I thank my parents, family and friends who have always been my driving force
to work hard and keep the learning process continuous and never ending.

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 PREFACE

Summer training is essential for the fulfillment of M.COM curriculum. It

provides an opportunity to the student to understand the organization with
special emphasis on the development of skill in analyzing practical problem
through application of management.
I did my summer training in ASHOKA ENTERPRISE SHOW ROOM NO. 4 & 5
NAYA GAON, MOHALI. I completed my summer training for 6 weeks. I got
training on the study of SALES AND PROMOTION.
Hence I am presenting the training report on SALES AND ITS PROMOTION. All
the mistakes and problems had been carefully removed with the help of
guidance of our professor.
My project is my sincere attempt to study the role of sales and promotion in the
success of an enterprise.
So I am thankful to all the employees and manager of Ashoka Enterprise.

RUPALI RASTOGI
M.COM

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 STUDENT DECLARATION

I hereby declare that project Titled “Sales and promotions of The ASHOKA
ENTERPRISE” is an original piece of research work carried out by me under the
guidance and supervision of Mr. HIMANSHU RAHEJA, Sales Manager, and
Market Development at Ashoka Enterprise, Mohali. The information has been
collected from genuine & authentic sources.

RUPALI RASTOGI
M.COM-46394

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 CERTIFICATE OF ORIGINALITY

This is to certify that the project work done on “SALES AND PROMOTION”
submitted to G.G.D.S.D College on partial fulfillment of the requirement for the
award of degree of Masters in Commerce is a bonafide work carried out by Ms.
Rupali Rastogi Roll No. 46394 under my supervision and guidance. The original
work was carried for 6 weeks from 3 June, 2019 to 16 July, 2019 in Ashoka
Enterprise, Mohali.

NAME OF THE GUIDE:

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 EXECUTIVE SUMMARY

Theory and practice are the two eyes of the management education.
Management education without practical training at an organization remains
incomplete. The training prescribed by the G.G.D.S.D COLLEGE SECTOR 32,
CHANDIGARH student have various objectives like helping the student to
acquire knowledge, give an opportunity to know the difference between theory
and practice, enable the student to interact with experienced and
knowledgeable persons of business world .
As a student of G.G.D.S.D College, I got an opportunity to undergo on training.
The training title is “SALES AND PROMOTION OF ASHOKA ENTERPRISE”.
I successfully completed my training report within the specified time. It was
really a thrilling experience for me with senior officials of Industry and to
interact with different members, employees of the organization. It was an
experience of enjoyment through hard work and dedication.
Through this finding of this report, I hope that the Industry in India as well as
outside the country will benefit.

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 TABLE OF CONTENTS
CHAPTER TOPICS PAGE NO.

The preliminary section 1-7

A} -Title Page
B} -Acknowledgement
C} -Declaration Of Intern
-Table Of Contents
D}
1: The main section 8-25
1.1} -Introduction
1.2} -Organizational Profile
1.3} -Sales Promotion
1.4} -Trade sale Promotion Types
1.5} -Consumer Thought Process
1.6} -Kind of sale personnel
1.7} -Functions of sale executive

2: Summer Training Report 26-28

2.1} -Introduction
2.2} -Weekly Report
2.3} -Study
3: Research Methodology 29-32
3.1} -Research Design
3.2} -Rational Study
3.3} -Data Collection
-Limitation of the Study
4: Data Analysis and Interpretation 33-45
4.1} -Introduction
4.2} -Interpretation

5: Findings and Suggestions 46-48

5.1} -Findings
5.2} -Suggestions
6: Conclusion 49-50
7: Bibliography 51-52

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 CHAPTER: 1
THE MAIN SECTION
-INTRODUCTION

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1.1 INTRODUCTION
Sales are activities related to selling or the number of goods and services sold in a given time
period. The seller or the providers of the goods or services, complete a sale in response to an
acquisition, requisition, or a direct interaction with the buyer at the point of sale. There is a
passing of title (property or ownership) of the item, and the settlement of a price, in which
agreement is reached on a price for which transfer of ownership of the item will occur. The
seller, not the purchaser, typically executes the sale and it may be completed prior to the
obligation of payment. In the case of indirect interaction, a person who sells goods and
services on behalf of the owner is known as a salesman or saleswoman or salesperson, but
this often refers to someone selling goods in a store/ shop, which case other terms are also
common, including salesclerk, shop assistant and retail clerk. Selling is the profession-wide
term, much like marketing defines a profession. Recently, attempts have been made to
clearly understand who is in the sales profession, and who is not. There are many articles
looking at marketing, advertising, promotions, and even public relations as ways to create a
unique transaction. Many believe that the focus of selling is on the human agents involved in
the exchange between buyer and seller. Effective selling also requires a systems approach,
at minimum involving roles that sell, enable selling, and develop sales capabilities.
Sales Promotion the primary elements in the promotional mix are advertising, personal
selling, direct marketing and publicity/public relations. Sales promotion uses both media
and non-media marketing communications for a pre-determined, limited time to increase
consumer demand, stimulate market demand or improve product availability.
Sales promotions can be directed at the customer, sales staff, or distribution channel
members (such as retailers).Sales promotions targeted at the consumer are called consumer
sales-promotions. Sales-promotions targeted at retailers and wholesale are called trade
sales promotions. Sales promotion is implemented to attract new customers, to hold present
customers, to counteract competition, and to take advantage of opportunities that are
revealed by market research. It is made up of activities, both outside and inside activities, to
enhance company sales. Outside sales promotion activities include advertising, publicity,
public relations activities, and special sales events. Inside sales promotion activities include
window displays, product and promotional material display and promotional programs such
as premium awards and contests.
Examples:
coupons, freebies, loss-leaders, pointof displays, premiums, prizes, product-samples,
and rebates.
Sales promotion is implemented to attract new customers, to hold present customers, to
counteract competition, and to take advantage of opportunities that are revealed by market
research. It is made up of activities, both outside and inside activities, to enhance company
sales. Outside sales promotion activities include advertising, publicity, public relations
activities, and special sales events. Inside sales promotion activities include window
displays, product and promotional material display and promotional programs such as
premium awards and contests.

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 ➢ Sale promotions often come in the form of discounts. Discounts impact the way
consumers think and behave when shopping.
➢ The type of savings and its location can affect the way consumers view a product and
affect their purchase decision.[2] The two most common discounts are price discounts
(“on sale items”) and bonus packs (“bulk items”).
➢ Price discounts are the reduction of an original sale by a certain percentage while
bonus packs are deals in which the consumer receives more for the original price.
➢ Many companies present different forms of discounts in advertisements, hoping to
convince consumers to buy their products

1.1.1 THE NATURE AND ROLE OF SELLING

– The simplest way to think of the nature and role of selling (traditionally called
salesmanship) is that its function is to make a sale. This seemingly obvious
statement disguises what is often a very complex process, involving the use
of a whole set of principles, techniques and substantial personal skills, and
covering a wide range of different types of selling task. Later we will establish
a more precise meaning for the term ‘selling’ but first we will examine the
reasons for the intense interest in this area of business activity.
– The literature of selling abounds with texts, ranging from the more
conceptual approaches to the simplistic ‘how it is done’ approach.
Companies spend large sums of money training their sales personnel in
the art of selling. The reason for this attention to personal selling is simple:
in most companies the sales personnel are the single most important link
with the customer. The best-designed and best-planned marketing efforts
may fail because the sales force is ineffective. This front-line role of the
salesperson means that for many customers the salesperson is the
company. Allied with the often substantial costs associated with recruiting,
training and maintaining the salesforce, there are powerful reasons for
stressing the importance of the selling task and for justifying attempts to
improve effectiveness in this area. Part Two addresses the important area of
sales techniques.
– The term ‘selling’ encompasses a variety of sales situations and activities.
For example, there are those sales positions where the sales representative
is required primarily to deliver the product to the customer on a regular or
periodic basis.
– Irrespective of this diversity, one trend common to all selling tasks is the increasing
– emphasis on professionalism in selling. This trend, together with its implications for the
nature and role of selling, can best be explained if we examine some of the myths and
realities that surround the image of selling.

1.2 ORGANISATIONS PROFILE

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 ASHOKA ENTERPRISE:
Ashoka Enterprise in Naya Gaon, Chandigarh is top
company in the category of Electronic Goods Showroom,
also known for mobile phone dealers, mobile phone
dealer’s I-phone, Ac dealers, Laptop dealers and much
more. Ashoka Enterprise was established in 1984 by Mr.
TARANJIT SINGH. People typically spend 25 minutes to
1.5 hour here for the purpose of buying their preference
of goods among huge substitute varieties of that product
available in the enterprise. It offers various types of
goods at reasonable price with best services. According
to Google its reviews are 4.5 stars out of 5, which clearly
shows up that how much this enterprise are priority for
most of the people for buying different electronic
products.

1.2.1 AGENDA
 Product Policies - What To Sell?
 Distribution Policies – Who to Sell?
 Pricing Policies – What price to sell?
Product Policies – What to Sell?
 Policies on Marketing Channels
 These serve are guidelines for making product decisions.
A} Product Policies

• Product Line Policy

1. Short line (specialization) or full line (wide selection) policies.

2. Governed by willingness to take risk. Narrower the line greater the risk.

1. Changes in Product Offerings

-to determine the product tuning with market

-to determine products which needs to be dropped or added

2. Reappraising the product line and line simplification

-adding or removal of profitable and non profitable product lines and customer accounts.

3. Reappraising the product line and line diversification

-relative to growth objectives

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 4. Ideas for new products

-Internal and external sources for new ideas.

5. Appraisal of proposed new products.

-criteria are profitability, nature and size of likely markets, competition, price policy, sales
programs and legal implications.

B} Product Design Policy

1. Frequency of design change

2. Extent to which designs are to be protected from copying.

 Product Quality and Service Policy

1. High quality products require less service and low quality products requires high service.

2. Guarantee policy – serves either protective or promotional purposes.

Distribution Policies – Who to Sell?

 Policies on Distribution Intensity

Following distribution strategies are implemented by company :

1. Mass Distribution

2. Selective Distribution

3. Exclusive Agency Distribution

 Policies on Distribution Intensity

Following distribution strategies are implemented by company :

1. Mass Distribution

2. Selective Distribution

3. Exclusive Agency Distribution

C} Policy on Uniformity of Prices to Different Buyers.

 Company chooses between:

1. One-price policy (same price)

2. Variable price policy ( price determined by individual bargaining)

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 Here bargaining power of buyers varies with the size of transaction.

 Policy on List Pricing

✓ List pricing takes variety of forms most common being :

✓ Printing the price on package

✓ Sales personnel to suggest the resale price to buyers.

 Policy on Discounts

1. Trade Discounts
2. Quantity Discounts

 Product Line Pricing Policy

✓ Different items in product lines compete with each other.

✓ Price space between the individual members of the line

 Competitive Bidding Policy

✓ Industrial and government buyers solicit competitive bids from potential suppliers and
award the business to the bidder offering the best proposal

✓ Decision depending upon various factors such as price, delivery dates, reputation for quality.

D} Policies on Marketing Channels

Channels should be chosen in order to obtain the optimum combination of profit factors.
Time dimensions must be considered in addition to :

1. Sales Volume Potential

2. Comparative distribution costs

3. Net Profit Possibilities

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 1.3 INTRODUCTION TO SALES PROMOTION
Sales promotion represents a variety of techniques used to stimulate the purchase of a
product or brand. Sales promotion has a tactical, rather than strategic role in marketing
communications and brand strategy; it is also a form of advertisement used within a short
period of time. Short-term effects and duration;
• Operates and influences only the last phase of the purchase process.
• Exhibits a secondary role in relation to other forms of marketing communication.
• Performs an accessory role regarding the products core benefits.
• Is not a single technique, rather it is a set of techniques used for a specific purpose
• Both manufacturers and retailers make extensive use of sales promotions. Retailer-sponsored sales
promotions are directed at consumers. Manufacturers use two types of sales promotion, namely:

1. Consumer sales promotions: Sales promotions targeted at consumers or end-users and

designed to stimulate the actual purchase
2. Trade promotions: Sales promotions targeted at trade, especially retailers, designed to
increase sales to retailers, to carry the product or brand or to support the retailer in
consumer-oriented promotions

CHARACTERISTICS:
1} Sale promotions often come in the form of discounts. Discounts impact the way consumers
think and behave when shopping. The type of savings and its location can affect the way
consumers view a product and affect their purchase decision.
2} The two most common discounts are price discounts (“on sale items”) and bonus packs
(“bulk items”).
3} Price discounts are the reduction of an original sale by a certain percentage while bonus
packs are deals in which the consumer receives more for the original price.
4} Many companies present different forms of discounts in advertisements, hoping to
convince consumers to buy their products.

1.3.1 CONSUMER SALES PROMOTION TYPES

Consumer sales promotions are short term techniques designed to achieve short term
objectives, such as to stimulate a purchase, encourage store traffic or simply to build
excitement for a product or brand. Traditional sales promotions techniques include:

• Price deal: A temporary reduction in the price, such as 50% off.

• Loyal Reward Program: Consumers collect points, miles, or credits for purchases and redeem
them for rewards.

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• Cents-off deal: Offers a brand at a lower price. Price reduction may be a percentage marked
on the package.
• Price-pack/Bonus packs deal: The packaging offers a consumer a certain percentage more of
the product for the same price (for example, 25 percent extra). This is another type of deal
“in which customers are offered more of the product for the same price”.
For example, a sales company may offer their consumers a bonus pack in which they can
receive two products for the price of one. In these scenarios, this bonus pack is framed as a
gain because buyers believe that they are obtaining a free product. The purchase of a bonus
pack, however, is not always beneficial for the consumer. Sometimes consumers will end up
spending money on an item they would not normally buy had it not been in a bonus pack. As
a result, items bought in a bonus pack are often wasted and is viewed as a “loss” for the
consumer.
• Coupons: coupons have become a standard mechanism for sales promotions.
• Loss leader: the price of a popular product is temporarily reduced below cost in order to
stimulate other profitable sales
• Free-standing insert (FSI): A coupon booklet is inserted into the local newspaper for
delivery.
• Checkout dispensers: On checkout the customer is given a coupon based on products
purchased.
• Mobile couponing: Coupons are available on a mobile phone. Consumers show the offer on a
mobile phone to a salesperson for redemption.
• Online interactive promotion game: Consumers play an interactive game associated with the
promoted product.
• Rebates: Consumers are offered money back if the receipt and barcode are mailed to the
producer.
• Contests/sweepstakes/games: The consumer is automatically entered into the event by
purchasing the product.

• Kids eat free specials: Offers a discount on the total dining bill by offering 1 free kids meal
with each regular meal purchased.
• Sampling: Consumers get one sample for free, after their trial and then could decide whether
to buy or not.

New technologies have provided a range of new opportunities for sales promotions. Loyalty
cards, personal shopping assistants, electronic shelf labels, and electronic advertising
displays allow for more personalized communications and more targeted information at the
point of purchase.

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 1.3.2 Online deals vs. In-store deals
There are different types of discounts available online versus in the stores. On-shelf
couponing: Coupons are present at the shelf where the product is available. * On-line
couponing: Coupons are available online. Consumers print them out and take them to the
store. Although discounts can be found online and in stores, there is a different thought
process when shopping in each location.
For example, “online shoppers are more price-sensitive because of the readily available low
search cost and direct price comparisons”. Consumers can easily go to other websites and
find better deals as opposed to physically going to various stores. Deals like buy-one-get-
one-free deal on a website requires more work than the same bonus pack offered in a store.
Online, consumers have to deal with payment processing, shipping and handling fees, and
days waiting for the products’ arrival, while in a store, the products are available without
those additional steps and delays.

1.4 Trade sales promotion techniques

• Trade allowances: short term incentive offered to induce a retailer to stock up on a product.
• Dealer loader: An incentive given to induce a retailer to purchase and display a product.
• Trade contest: A contest to reward retailers that sell the most products.
• Point-of-purchase displays: Used to create the urge of "impulse" buying and selling your
product on the spot.
• Training programs: dealer employees are trained in selling the product.
• Push money: also known as "spiffs". An extra commission paid to retail employees to push
products.

Trade discounts (also called functional discounts): These are payments to distribution
channel members for performing some function.

Retail Mechanics
Retailers have a stock number of retail 'mechanics' that they regularly roll out or rotate for
new marketing initiatives.

• Buy x get y free. BOGOF for Buy One Get One Free
• Three for two
-Buy a quantity for a lower price
-Get x% of discount on weekdays.
• Free gift with purchase

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1.5.2 Consumer Thought Process
Meaningful Savings: Gain or Loss:
Many discounts are designed to give consumers the perception of saving money when buying
products, but not all discounted prices are viewed as favourable to buyers. Therefore, before
making a purchase, consumers may weigh their options as either a gain or a loss to avoid the
risk of losing money on a purchase. A “gain” view on a purchase results in chance taking.
For example, if there is a buy-one-get-one-half-off discount that seems profitable, a shopper
will buy the product. On the other hand, a “loss” viewpoint results in consumer aversion to
taking any chances. For instance, consumers will pass on a buy-three-get-one-half-off
discount if they believe they are not benefitting from the deal. Specifically, consumers will
consider their options because “…the sensation of loss is 2.5 times greater than the sensation
of gain for the same value”.
Impulse Buying
Impulse buying results from consumers’ failure to weigh their options before buying a
product. Impulse buying is “any purchase that a shopper makes that has not been planned
and is sudden and immediate”.
For example, if a consumer has no intention of buying a product before entering a store, but
purchases an item without any forethought, that is impulse buying. Product manufactures
want to promote and encourage this instant purchase impulse in consumers. Buyers can be
very quick to make purchases without thinking about the consequences when a product is
perceived to be a good deal. Therefore, sales companies “increasingly implement
promotional campaigns that will be effective in triggering consumer impulse buying
behaviour” to increase sales and profit.

As a result, consumers often mistakenly believe they are receiving a better deal with the first
set of prices based on the left digits solely. Because of that common misconception,
companies capitalize on this sales pricing strategy more often than not to increase sales.
Framing
Although there are aspects that can determine a consumer's shopping behaviour, there are
many outside factors that can influence the shoppers’ decision in making a purchase. For
example, even though a product's price is discounted, the quality of that product may
dissuade the consumer from buying the item. If the product has poor customer reviews or
has a short “life span,” shoppers will view that purchase as a loss and avoid taking a chance
on it. A product can also be viewed negatively because of consumers’ past experiences and
expectations. For example, if the size of a product is misleading, buyers will not want to buy
it. An item advertised as “huge,” but is only one inch tall, will ward off consumers. Also, “the
effects of personal characteristics, such as consumers’ gender, subjective norms, and
impulsivity” can also affect a consumer's purchase intentions. For example, a female will,
generally, purchase a cosmetic product more often than a male. In addition, “some shoppers
may be unable to buy [a product] because of financial constraints”. Neither a discounted
price nor a bonus pack has the ability to entice consumers if they cannot afford the product.

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Sales promotions have traditionally been heavily regulated in many advanced industrial
nations, with the notable exception of the United States. For example, the United
Kingdom formerly operated under a resale price maintenance regime in which
manufacturers could legally dictate the minimum resale price for virtually all goods; this
practice was abolished in 1964.

1.5.3 TYPES OF SELLING

The diverse nature of the buying situation means there are many types of selling job: selling
varies according to the nature of the selling task. Figure 1.1 shows that there is a
fundamental distinction between order-takers, order-creators and order-getters. Order-
takers respond to already committed customers; order-creators do not directly receive
orders since they talk to specifiers rather than buyers; order-getters attempt to persuade
customers to place an order directly.

THE SELLING FUNCTION

Order-takers Order-creators Order-getters

Front-line Sales support

salespeople salespeople

Inside Delivery Outside Technical

Consumer New Organisation Merchan-
order- Missionary support
salespeople order- business al sales disers
takers salespeople salespeople
takers people salespeople

1.5.4 Personal
Selling Objectives:
Personal Selling Strategy plays important role in building and maintaining dealer
cooperation, in servicing distribution network and in gathering information on competitor’s
activities.
Both require the effective implementation of personal selling strategy in terms of both kind
and number of sales personnel even in case of indirect competition.

A} Qualitative

B} Quantitative:

Choosing pricing strategy calls for effective implementation of personal selling strategy.

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A} Qualitative
➢ Vary with competitive setting.

➢ Long Term.

➢ Carried from one operating period to another.

➢ When qualitative objectives change, there are changes in nature of sales jobs and size of
the sales force.

B} Quantitative :
➢ Vary with competitive setting.

➢ Short Term.

➢ Adjusted from operating period to operating period.

➢ Since short term, they impact more upon the size of the sales force than upon the nature
of the sales job.

1.6 Determining The Kind Of Sales Personnel

Product Market Analysis, Salesperson’s role in securing orders, choice of basic selling style.
Each company deals with unique set of marketing factors:
Dominant Between Between Products
Interdependence → Customers

Dominant Expertise

Product Technologies Product Full-Line

Specialists Salespersons
(supported by
Product Managers)

Customers’ Applications Customer Full-Line

Specialists Salespersons

(specialized by kind
of customer)

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➢ Strengths & Weakness of products.
➢ Motivations and buying practices of its customers and prospects.

➢ Pricing Strategy.

➢ Competitive Setting.
Different selling jobs require different levels of selling and non selling activities, training,
technical and other knowledge.

We must understand what is expected of salesperson:

Job Objectives.

➢ Duties and Responsibilities.

➢ Performance measures.

➢ Product Market Analysis.

Product Specialists

➢ When product is highly technical.

➢ Requiring salespersons to advice on uses and applications.

Market Specialists

➢ Product is non technical.

➢ When different kinds of customers have unique buying problems and require special
sales approaches or need special service.

Combination of both
➢ On the basis of Product-Market grid, you can chose whether the sales personnel should
be product or market specialist.

1.7 Types and Amount of Specialization in Selling Organizations:

1.7.1 Analysis of Salesperson’s role in securing orders
 Salespersons may be active or passive in securing orders.

 The role influences the decision of kind of staff required.

 Salespersons may seek order aggressively.

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  They need only take orders coming their way.

 Salespersons may act as advisors to middlemen or the customer.

 Determining the size of the sales force.

1.7.1.1 Determining the size of the sales force

---Workload, Sales Potential, Incremental
a) Workload Method
1. Classify customers, both present and prospective into sales volume potential categories

2. Decide on the length of time per sales call and desired call frequencies on each class

3. Calculate the total work load involved in covering the entire market

4. Determining the total work time available per salesperson

5. Divide the total work time available per salesperson by task

6. Calculate the total number of salespeople needed

b) Sales Potential Method

➢ Concept of Sales Personnel Unit
➢ A salesperson may represent more or less than one sales personnel unit depending upon
his/her skills and expertise
➢ Sales job descriptions are constructed on management assumption that they describe
what the average salesperson with average performance will accomplish
➢ With above information, we can derive amount of sales volume each salesperson should
produce
➢ Dividing the above amount into forecasted sales volume and allowing for sales force
turnover results in an estimated number of salespeople needed

c) Incremental Model
➢ Company develops a sales response function (a quantitative function that’s describes
the relationship between the amount of personal selling effort and the resulting sales
volume
➢ Based on the proposition: Net profits will increase when additional sales personnel are
added if the incremental sales revenue exceed the incremental costs incurred

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 ➢ Information required: Incremental costs and Incremental revenue

➢ Calculate the net profit contribution resulting from the addition of each salesperson

 Incremental Model- Disadvantage

➢ Although conceptually correct, it is difficult to apply

➢ Not suited where personal selling is not the primary means of making sales (where
advertising and other promotions play an important role)

➢ Fails to account for possible competitive reactions

1.7.2 Individualizing selling strategies

▪ Position Guide – Sales Manager

▪ Reports to the vice president of marketing

▪ The primary objective is to secure maximum volume of dollar sales through the effective
development and execution of sales programs and sales policies for all products sold by
division

Duties and responsibilities:

– Sales Program

– Organization

– Sales Force Management

– Internal and External Relations

– Communications
– Control Performance is satisfactory

– Department’s dollar or unit sales are equal to or exceed the quantities budgeted

– Profit contribution of the sales department is in line with plan

– Details of sales plan are in writing and are acceptable to marketing management
– Turnover of sales personnel is maintained at a level regarded as satisfactory by marketing
management

1.8 The Effective Sales Executive

• Nature of Sales Management Positions

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 • Functions of Sales Executive

• Qualities of Effective Sales Executive

• Effective Sales Executive

• The job of the sales executive is more action oriented and less planning oriented
• Requirements of the sales executive’s job position vary from company to company
and from position to position in a company

• It is possible to generalize about activities and responsibilities of sales managers,

district sales managers, product managers and other sales or marketing executives
• Some companies have formulated concise statements of duties associated with
various positions, known as job or position descriptions

A} Functions of sales Executive

Basically has two sets of functions

- Operating

- Sales Force Management

-Handling relationships with personnel in other company departments and with trade

- Communicating and coordinating with other marketing executives

- Reporting to some superior executive

- Planning

- Setting personal-selling goals

- Developing sales program designed to achieve these goals

- Formulating sales strategies and personal-selling strategies

- Putting together plans for their implementation

These functions vary with: The type of products

- The size of the company

- The type of supervisory organization

B} Qualities of Effective Sales Executive

He should have:

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➢ Ability to define the position’s exact functions and duties in relation to the goals the
company should expect to attain

➢ Ability to select and train capable subordinates and willingness to delegate sufficient
authority to enable them to carry out assigned tasks with minimum supervision

➢ Ability to utilize time efficiently

➢ Ability to allocate sufficient time for thinking and planning

➢ Ability to exercise skilled leadership

➢ Relations with Top Management

➢ Effective sales executives need to keep the top management abreast of their progress as
their personal goals are intertwined with company’s goals

➢ They should not be dispensable to the company and should be able to delegate tasks
effectively
➢ They update the top management of all the latest activities through periodic reports and
presentations

➢ Relations with Product management

➢ Product planning and formulation of product policies requires numerous decisions

➢ Sales executives provide input for these decisions

➢ Their contact with the market through subordinates and sales personnel provide them
with feedback about product performance and acceptance generally not available from
other sources

➢ Relations with Promotion Management

➢ Sales executives play a very important role in promotional activities as they are the one
who actually implement them

➢ They must be involved in formulating policies as they are very close to the customers

➢ The sales force must be kept updated about all the latest promotional activities

➢ Relations with Pricing Management

➢ Sales executives have much clearer ideas of the prices the buyers are willing to pay,
because of the close and continuing contacts with the market

➢ Pricing policies need to be formulated by a committee comprising of members from

different departments

~ 24 ~
➢ Once the policy is established, its implementation is the responsibility of the sales
executive

➢ Relations with Distribution Management

➢ Distribution policies are major determinants of the breadth and complexity of sales
department’s organization and functions

➢ It has an impact on the sales organization and its activities

➢ Sales executives play key roles in providing information needed for their formulation

C} Compensation Pattern For Sales Executives

• Compensation pattern differs on the basis of position of the sales executive in the
hierarchy and the size of the company

• Sales executive receive some of their pay as bonuses, commissions and other “incentive”
payments
• These payments are based upon relative profit performances at higher executive levels
and upon sales volume achieved relative to sales potentials at lower executive level

• More than half of the sales executives have stock options.

~ 25 ~
 Chapter:2
SUMMER TRAINING REPORT

~ 26 ~
2.1 INTRODUCTION:
The summer training about training and development was taken in the guidance of Sales
Manager of ASHOKA ENTERPRISE. It was a six weeks training. The study was carried out
using a pre-planned research methodology. The weekly report is also prepared accordingly.

2.2 WEEKLY REPORT:

A) FIRST WEEK
My first week of internship was busy with orientation. In orientation I got to learn about job,
manager, new colleagues, my work area and how to get around the campus. The first task I
was given to read a booklet about the Enterprises rules and overall analysis which includes
overall mission and how the goals and initiatives of our department support that mission.
First week was about learning the enterprise’s laws and service rules and standards as well
as my own department standards for confidentiality, teamwork, professional behavior,
conflict of interest and communication.

B) SECOND WEEK
After one week, I had general understanding about the working of the sales department and
I started assisting my supervisor. It was a chance to see how sale’s department works. Sales
department was always full of work. I got a chance to deal with internal staff management,
organization of the office, promotions and external resource.

C) THIRD WEEK
In the third week along with supervising the superior I started figuring out my work plan for
my project. I was to work on sales and promotion project in my enterprise. I started by
conducting a research on my topic. After going through sales and promotion, training
framework I started assisting my project along with action plan. The project began with a
review of different questionnaire. This helped me in formulating my own questionnaire.
D) FOURTH WEEK
In fourth week I began the collection of data. I started this by getting my questionnaire filled
from customers. In order to ensure that customer satisfaction answered all the questions, I
administered the survey with every customer in the absence of supervisors. In order to
maintain integrity I covered customers at level of sales department.

E) FIFTH WEEK
With all required data at my deposition and immense help from Sales department in fifth
week. I began the analyses of data collected from 30 customers representing a proportion of
customers from department. Important tools were for analysis as tables, pie-charts. In this
week I also came to know about the training programmes and training centre established by
Ashoka Enterprise.

~ 27 ~
F) SIXTH WEEK
In last week of internship analysis with present loop holes and recommendations were
carried on. I presented my project to my head who guided me in making some improvements
in it.

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 CHAPTER:3
RESEARCH METHODOLOGY

~ 29 ~
3.1 INTRODUCTION:
Each project work is based on certain methodology, which is a way to systematically solve
the problem or attain its objectives. It’s a very important guideline and results in completion
of any project work through data collection and data analysis.

Therefore, the methodology used in the project is as follows:-

• A questionnaire was prepared to gauge the awareness of sales and promotion in

customers.
• Survey has been done in the enterprise covering a wide cross-section of the
enterprise.
• Responses of the concerned persons had been thoroughly analyzed.
• Analysis had been arrived at using the response of the concerned persons and not on
questionnaire alone.

3.2 RESEARCH DESIGN:-

Research design used is quantitative research design to collect and analyze data.
Quantitative Research provides the researcher a clear picture of what to expect in his
research. Quantitative Research makes use of tools such as Questionnaires, Surveys and
other equipments to collect numerical or measurable data. Quantitative Research is
objective in approach in the sense that is only seeks precise measurements and analysis of
target concerts to answer the inquiry. Quantitative Research focuses on numbers or
quantities. Quantitative studies have results that are based on numeric analysis and
statistics. Certain characteristics of quantitative research are:-

• Objective
• Measurable
• Report statistical analysis
• Sample size – n (30)

3.3 RATIONALE OF STUDY:-

1. The object here is to enhance the knowledge regarding the sales and promotion of the
ASHOKA ENTERPRISE.
2. The proposed project gives an overview about the SALES and PROMOTION facilities of
Ashoka Enterprise.
3. It also talks about the training courses provided by the enterprise. A separate institute
has been developed by the enterprise to enhance the training skills of the employees.
4. The main purpose was to examine the effectiveness of training in overall development of
skills of workforce. To study the impact of training on the workers.

~ 30 ~
3.4 SCOPE OF THE STUDY:-
• The scope of the study is limited to the customer of Ashoka Enterprise, Naya Gaon,
Mohali.
• To understand and analyze sales and promotion.
• To suggest any recommendations/measures for improvement of the training
procedures.

3.5 DATA COLLECTION:-

In this project work, two types of data had been used namely primary and secondary data
which are explained below:

• Primary Data-

Primary knowledge refers to data which is collected afresh and for the first time and thus
happens to be original in character. However, there are many methods of collecting
primary data like questionnaire, informal interviews, observation and etc.

• Secondary Data-

Secondary data refers to the existing primary data that was once collected by someone
else. It means the information or info already accumulated. Secondary data can be a
valuable source of new ideas that can be explored later through primary research. The
secondary data can be accumulated through textbooks, organization files, websites, and
magazines and so forth.

METHODS USED IN COLLECTING DATA:-

• Primary data was gathered through a well-designed questionnaire to meet the needs of
the study.
• Secondary data was collected through company journals, websites.

SAMPLING TECHNIQUE:-
The sampling technique used in this research was Random Sampling. This method of
sampling involves collecting data from the population randomly.

SAMPLE SIZE:-
Hence, 30 respondents have been selected from Ashoka Enterprise for the motive of survey
and feedback forms have been duly filled by customers.

~ 31 ~
TOOLS OF ANALYSIS FOR COLLECTING DATA:-
The important statistical instruments used for the collection and analyses of data in this
project are:

• Tables
• Pie-charts

3.6 LIMITATIONS OF THE STUDY:-

• Due to different views given by the all customers it leads to biasness among
respondents.
• The customers in enterprise find it difficult to reply questions thoroughly due to their
busy schedule.
• A comprehensive study was not possible as a result of constraints of time.
• Some had been reluctant to answer the questions considering that it would have a
waste of time.
• Most of the people filled the form roughly without reading it thoroughly.
• Due to different views of respondent it is difficult to achieve optimum solution.
• It took a lot of time for me to fill the questionnaire from different age groups of people
to achieve a optimum result.
• Most of the Customer’s ignore the questions to answer it.

~ 32 ~
 CHAPTER:4
DATA ANALYSIS AND
INTERPRETATION

~ 33 ~
4.1 INTRODUCTION:
Data analysis and interpretation is one of the important stages of a project. In this stage the
recorded responses are coded into symbols for making counting and are tabulated and
represented in appropriate pictorial form.
The responses in the questionnaire have its own value in making a true interpretation. There
were 30 respondents for the study. The questions were created in a way that the ambiguity
was avoided.

The responses of the questionnaires are tabulated and represented in percentages to get a
clear picture of the responses. It made the interpretation quite easier. Diagrammatic
interpretations are given for each question on the basis of percentages. Along with simple
histogram 3D representation methods are also used to make the presentation more
interactive.

~ 34 ~
4.2 QUESTIONNARE:
1. How satisfied are you with the delivery of our products?

OPTIONS NO.OF RESPONDENTS

VERY SATISFIED 10

SOMEWHAT DISSATISFIED 8

NEUTRAL 5

SOMEWHAT DISSTISFIED 4

VERY DISSATISFIED 3

RESPONSES
12

10

6
RESPONSES
4

0
VERY SATISFIED SOMEWHAT NEUTRAL SOMEWHAT VERY
SATISFIED DISSATISFIED DISSATISFIED

INTERPRETATION:-

▪ This chart shows that 10 respondent are very satisfied.

▪ Whereas 8 respondent somewhat satisfied from the delivery of our product.

~ 35 ~
▪ 5 respondents prefer neutral option.

▪ And somewhat satisfied respondent are 4 and 3 are very dissatisfied.

ANALYSIS:-
➢ Here the analysis is that most of the respondents are satisfied from the goods and
services provided by the Ashoka Enterprise.

2. How do you rate the response time of our Sales Representation?

OPTIONS NO.OF RESPONDENTS

VERY SATISFIED 9

SOMEWHAT SATISFIED 8

NEUTRAL 8

SOMEWHAT DISSATISFIED 4

VERY DISSATISFIED 1

RESPONDENTS

VERY SATISFIED
SOMEWHAT SATISFIED
NEUTRAL
SOMEWHAT DISSATISFIED
VERY SATISFIED

~ 36 ~
INTERPRETATION:-

▪ This chart shows that 9 respondent are very satisfied from the response time of our sale
representation.

▪ Whereas 8 respondents somewhat satisfied.

▪ 8 respondents prefer neutral option.

▪ And somewhat satisfied respondents are 4 and only 1 respondent are very dissatisfied.

ANALYSIS:-
➢ Here the analysis is that most of the respondents are satisfied or somewhat
satisfied/neautral from the response time or sales representation provided by the
Ashoka Enterprise

3. How satisfied are you with the quality of products?

OPTIONS NO.OF RESPONDENTS

VERY SATISFIED 10
SOMEWHAT SATISFIED 8
NEUTRAL 5

SOMEWHAT DISSTISFIED 4
VERY DISSATISFIED 3

RESPONDENTS
12
10
8
6
4
RESPONDENTS
2
0
VERY SOMEWHAT NEUTRAL SOMEWHAT VERY
SATISFIED SATISFIED DISSATISFIED DISSATISFIED

~ 37 ~
INTERPRETATION:-
▪ This chart shows that 10 respondents are very satisfied from the response time of our
sale representation.

▪ Whereas 8 respondents somewhat satisfied.

▪ 5 respondents prefer neutral option.

▪ And somewhat satisfied respondents are 4 and there are 3 respondents which are very
dissatisfied.

ANALYSIS:-
➢ Here the analysis is that most of the respondents are satisfied from the quality of the
goods and services provided by the Ashoka Enterprise.

4. How do you rate our customer communications?

OPTIONS NO.OF RESPONDENTS

VERY SATISFIED 5
SOMEWHAT SATISFIED 12
NEUTRAL 6

SOMEWHAT DISSTISFIED 5
VERY DISSATISFIED 2

14
RESPONDENTS
12
10
8
6
RESPONDENTS
4
2
0
VERY SATISFIED SOMEWHAT NEUTRAL SOMEWHAT VERY
SATISFIED DISSATISFIED DISSATISFIED

~ 38 ~
INTERPRETATION:-
➢ This chart shows that 5 respondent are very satisfied from the customer communication
skills.

➢ Whereas 12 respondents somewhat satisfied.

➢ 6 respondents prefer neutral option.

➢ And somewhat satisfied respondents are 5 and there are only 2 respondent which is very
dissatisfied.

ANALYSIS:-
➢ Here the analysis is that most of the respondents are somewhere satisfied from the
communication with different customer provided by the Ashoka Enterprise.

5. How would you rate the PRODUCT KNOWLEDGE of our :

a}Order desk/Inside sale representatives

OPTIONS NO.OF RESPONDENTS

VERY SATISFIED 7
SOMEWHAT DISSATISFIED 9

NEUTRAL 7

SOMEWHAT DISSTISFIED 4

VERY DISSATISFIED 3

RESPONDENTS

VERY SATISFIED
SOMEWHAT DISSATISFIED
NEUTRAL
SOMEWHAT DISSATISFIED
VERY DISSATISFIED

~ 39 ~
INTERPRETATION:-

➢ This chart shows that 7 respondent are very satisfied from the inside sale representives.

➢ Whereas 9 respondents somewhat satisfied.

➢ 7 respondents prefer neutral option.

➢ And somewhat satisfied respondents are 4 and 3 respondent are very dissatisfied.

ANALYSIS:-

➢ Here the analysis is that most of the respondents are very satisfied whereas some of the
respondents mostly prefer neutral option as from the order desk pr sale representation
in the Ashoka Enterprise.
b} Outside Sale Representatives

OPTIONS NO.OF RESPONDENTS

VERY SATISFIED 6
SOMEWHAT DISSATISFIED 10

NEUTRAL 5

SOMEWHAT DISSTISFIED 5

VERY DISSATISFIED 4

RESPONDENTS
12

10

6
RESPONDENTS
4

0
VERY SOMEWHAT NEUTRAL SOMEWHAT VERY
SATISFIED DISSATISFIED DISSATISFIED DISSATISFIED

~ 40 ~
 INTERPRETATION:-

➢ This chart shows that 6 respondent are very satisfied from the outside sale representives.

➢ Whereas 10 respondents somewhat satisfied.

➢ 5 respondents prefer neutral option.

➢ And somewhat satisfied respondents are 5 and 4 respondents are very dissatisfied.
ANALYSIS:-
➢ Here the analysis is that most of the respondents are somewhere satisfied from the
outside sale representation of the Ashoka Enterprise.

c} Counter/ Showroom Sales Representatives

OPTIONS NO.OF RESPONDENTS

VERY SATISFIED 5
SOMEWHAT DISSATISFIED 9

NEUTRAL 7

SOMEWHAT DISSTISFIED 5

VERY DISSATISFIED 4

10
RESPONDENTS
9
8
7
6
5
4
3 RESPONDENTS
2
1
0
VERY SOMEWHAT NEUTRAL SOMEWHAT VERY
SATISFIED DISSATISFIED DISSATISFIED DISSATISFIED

~ 41 ~
INTERPRETATION:-
➢ This chart shows that 5 respondent are very satisfied from the counter/ showroom sale
representives.

➢ Whereas 9 respondents somewhat satisfied.

➢ 7 respondents prefer neutral option.

➢ And somewhat satisfied respondents are 5 and 4 respondent are very dissatisfied.

ANALYSIS:-
➢ Here the analysis is that most of the respondents are somewhere satisfied from the
counter or showroom sale representative of the Ashoka Enterprise.

6. Rate your overall expectation with the customer service?

OPTIONS NO.OF RESPONDENTS

VERY SATISFIED 6
SOMEWHAT DISSATISFIED 6

NEUTRAL 12

SOMEWHAT DISSTISFIED 4

VERY DISSATISFIED 2

RESPONDENTS

VERY SATISFIED
SOMEWHAT DISSATISFIED
NEUTRAL
SOMEWHAT DISSATISFIED
VERY DISSATISFIED

~ 42 ~
INTERPRETATION:-
➢ This chart shows that 6 respondent are very satisfied from the overall expectation with
the customer service.

➢ Whereas 6 respondents somewhat satisfied.

➢ 12 respondents prefer neutral option.

➢ And somewhat satisfied respondents are 4 and 2 respondent are very dissatisfied.

ANALYSIS:-
➢ Here the analysis is that most of the respondents are neutral option from the overall
customer service expectation provided by the Ashoka Enterprise.

7. What product and services characteristics do you like?

OBSERVATIONS NO.OF RESPONDENTS

ON TIME DELIVERY 11
QUALITY OF PRODUCT 7
SALE REPRESENTATION 2
VARIETIES OF PRODUCT 5

STOCK AVAILABILITY 5

RESPONDENTS
12
10
8
6
4
2
0 RESPONDENTS

~ 43 ~
INTERPRETATION:-

➢ 11 respondents praise the on time delivery of the enterprise.

➢ 7 respondents like the good quality of product available in the enterprise.

➢ Whereas 2 respondents like the sale representation of the enterprise.

➢ 5 respondent’s likes that there are huge varieties of products are available in this
enterprise, which leads to choose best product between them by customers.

➢ And 5 respondents praise the stock availability of different products at any time.

ANALYSIS:-
➢ Here the ANALYSIS is that most of the respondents are praises the varieties of the
product and quality of the goods and services provided by the Ashoka Enterprise.

8. What product and services characteristics do you dislike?

OBSERVATION NO.OF RESPONDENTS

NO RESPONSE 8
LATE DELIVERY 7
COMMUNICATION SKILL 4
RESPONSE AND TIME REPRESENTATION 2
AVAILABILTY OF WORKERS 4

LOW SERVICES 3
QUALITY OF PRODUCT 2

~ 44 ~
 RESPONDENTS

NO RESPONSE

LATE DELIVERY

COMMUNICATION SKILLS

RESPONSE AND TIME

REPRESENTATION
NO. OF WORKERS

IMPROVE SERVICES

QUALITY OF PRODUCT

INTERPRETATION:-

▪ This chart shows that 8 respondents are ignore the question to answer it.

▪ Whereas 7 respondents suffer from the late delivery of products.

▪ 4 respondents write about poor communication skill of workers working in Ashoka
Enterprise.
▪ And 2 respondents highlight the response and timeliness of the enterprise.
▪ 4 respondent suffer from a lot of rush in the enterprise and lack of attention towards
them.

▪ 3 respondents write to improve the services of the enterprise, whereas only 2

respondents complain about the quality of product.
ANALYSIS:-
➢ Here the analysis is that most of the respondents are dissatisfied from the late delivery
of the products and response and sales time respresentation from the goods and services
provided by the Ashoka Enterprise.

~ 45 ~
 CHAPTER:5
FINDINGS AND SUGGESTIONS

~ 46 ~
5.1 FINDINGS:
As per the above analysis done from the study, the followings findings are as follows;

• The enterprise should provide training to the left out people in the organization who have
not got training in the past 3 years.

• From the above analysis, it is clear that training programmes conducted by enterprise to
help the employees to increase their motivation and achieve organizational goals.
• Majority of customer dislikes the late delivery of the goods and communication skills of
employee .

• The employees working in the organization are aware about the sales and promotion
policy of the enterprise.

• The enterprise has a well developed infrastructure for providing training to their
employees to improve the customer needs and satisfaction from the enterprise.

• The updated technologies used by the enterprise help the employees to improve their
skills.

• The enterprise also gives the discounts on special occasion to the customer for the
purpose of benefit of society.

• They also organize trips to other organization for the employees in order to improve their
personnel growth and confidence level.

• The main problem faced by the enterprise is that the enterprise have huge rush in their
shop which leads to ignorance of most of the customer visit there.

• Innovation is a important step which the enterprise offers to the employees with purpose
to skill development in the organization.

• It are also helpful in a way to increase productivity and efficiency.

~ 47 ~
5.2 SUGGESTIONS:
From the study, it is clear that majority of respondents are in favor of the sales and
promotion courses and benefits that the training provides to the employees which shows a
positive response but some of them are not in favor which needs to be improved. Based on
the data collected, the following are the suggestions;

• Time management is very essential and it should not be ignored at any level of the
training process.

• Communication, personal and technical skills needs to be tested for employees

towards customer.

• A proper work environment should be provided in the organization to attract more

customers toward their enterprise.

• The employees not given training in the past 3 years should be given special training
session to improve their skills towards customer.

• The training courses should match with the industry trends. Proper training of staff
to give impressive presentation.

• On the job training and off the training is equally important. Provide both the training
continuously to the employees.

• Provide adequate training programs to each and every person arranged accordingly.

• Enterprise has to introduce effective training in every department of the organization

so as it help to learn more knowledge in the subject.

• Give computer based training to all the employees in every three months.

• A proper workplace should be designed where the training sessions are been
conducted.

• The formal evaluation procedure must be implemented concerning trainer, trainee

and subject topic.

• The enterprise should conduct trips to other organizations for the personnel so that
they can enjoy and at the same time improve their skills.

• Stress management training is also a good option for the employees to reduce their
stress and tension.

~ 48 ~
CHAPTER: 6
CONCLUSION

~ 49 ~
6. CONCLUSION:
At the end, I would like to conclude that my main purpose to study this topic was to
understand the sales and promotion adopted by the enterprise and the requirements which
are necessary to be considered in the sales and development. From my training session, I
have learnt many new things regarding the actual working conditions and my topic which
lead to gaining knowledge in my respective field i.e. Sales Department (SD). Moreover, this
study was a learning experience for me and I came to know about the training and
development programs in enterprise. I hope this experience will surely help me in my future
and also in shaping my career.
From this training session, I also came to know about the basic topic of sale and promotion.
The survey I conducted by filling the questionnaires helped me to know what customers
think about the enterprise. Most of the customers have given a positive response regarding
enterprise. Training is vital for an employee who has just been promoted to a better level
process of personnel. Similarly training helps to increase productivity and achieve
organizational goals. It is essential to give proper instructions to the employees before
conducting training programmes.
On the basis of the evaluation made, it is concluded that mostly all the employees have
undergone training in the past years, training programmes are such which help to achieve
goals of the enterprise and improve their motivation level. The training programmes are
conducted at regular intervals when need arises and visits to other organization is also a
good step towards skill development of the personnel towards different customers.

In the last but not the least I conclude that all the sales and promotion programs of company
are highly effective & beneficial to the employees in giving their best contribution to their
personal growth and development as well as to meet the organizational objective and
improve their skills for the job.

~ 50 ~
 CHAPTER: 7
BIBLIOGRAPHY

~ 51 ~
7. BIBLIOGRAPHY

BOOKS AND JOURNALS:

o "Ending the War Between Sales And Marketing". Hbr.org. Harvard Business Review.
Archived from the original on 19 August 2014. Retrieved 16 August 2014.
o Petersen, Glen S. (2008). The Profit Maximization Paradox: Cracking the
Marketing/Sales Alignment Code. Booksurge in 1221. p. 176. ISBN 978-1-4196-9179-9.
o Compendium of Professional Selling. United Professional Sales Association. n.d. Archived
from the original on 2007-06-26. Retrieved 2007-07-07.
o Peter, Cheverton (2008). Key Account Management 4th Edition. Kogan Page. pp. 90–
104. ISBN 978 0 7494 5277 3.
o John, Bryson (10 Feb 2003). "What To Do When Stakeholders Matter: A Guide to
Stakeholder Identification and Analysis Techniques" (PDF). London School of Economics
and Political Science.
o "elaws - FLSA Overtime Security Advisor". United States Department of Labor. Archived
from the original on 2011-10-06. Retrieved 2011-05-25.

WEBSITES:
• www.ashokaenterprise.com
• www.slideshare.net
• www.scribd.com

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