SUMMER TRAINING REPORT

ON

A STUDY OF
MARKETING AND SALES STRATEGIES
OF
BHARAT ELECTRONICS LIMITED

Submitted in partial fulfilment of the requirements for the award of

degree of

MASTER OF BUSINESS ADMINISTRATION

SESSION 2018-20

Under the guidance of: Submitted by:

Mrs. Reema aggarwal Aakash Tanwar
Associate Professor Enroll No. - 35135103918

MANAGEMENT EDUCATION AND RESEARCH INSTITUTE

AFFILIATED TO GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY
(GGSIPU)
 CERTIFICATE

This is to certify that the summer training project report work on a study on
Marketing Strategies of Bharat Electronics Limited by Aakash Tanwar,
MBA, Enroll No. 35135103918 is an authentic work carried out under the
guidance and supervision.

The project report submitted has been found satisfactory for the partial
fulfillment of the degree of Master of Business Administration.

Project Guide:

Signature:

Name:
 ACKNOWLEDGEMENT

It is in particular that I am acknowledging my sincere feeling towards my guide

who graciously gave me their time and expertise.
They have provided me with the valuable guidance, sustained efforts and
friendly approach. It would have been difficult to achieve the results in such a
short span of time without their help.
I deem it my duty to record my gratitude towards the internal project supervisor
Dr. Maitri who devoted her precious time to interact, guide and gave me the
right approach to accomplish the task and also helped me to enhance my
knowledge and understanding of the project.
Also, I would like to express my sincere gratitude towards BHARAT
ELECTRONICS LIMITED, A GOVT. OF INDIA (Ministry of Defense)
ENTERPRISE manager, Mr. Akhil Bhardwaj and my project guide
for giving me the opportunity to make this project and for giving me
suggestions throughout.

Signature:
Name of Student: Aakash Tanwar
Enrollment No.: 35135103918
 DECLARATION

I hereby declare that the following documented project report titled A STUDY
ON MARKETING STRATEGIES OF BHARAT ELECTRONICS
LIMITED is an original and authentic work done by me towards the partial
fulfillment of MASTER ADMINISTRATION DEGREE PROGRAMME.

I hereby certify that all the endeavour put in the fulfillment of the task are
genuine and original to the best of my knowledge and I have not submitted it
earlier anywhere else.

Signature:

Name of Student:Aakash Tanwar

Enrollment No.: 35135103918

certificate
 PREFACE

With the on- going revolution in management where innovations,

globalization and technology advancement are taking at the blink of eye,
it is impossible to keep the pace with the emerging trends. Excellence is
an attitude that whole human race is born with. It is the environment that
makes sure that whether the result of this attitude is visible or otherwise.
A well planned, properly executed and evaluated industrial training helps
a lot including a professional attitude. It provides a linkage between the
student and industry to develop an awareness of industrial approach to
problem solving, based on broad understanding of process and mode of
operation of organization.

During this period, the student gets the real experience for working in the
actual industry environment. Most of the theoretical knowledge that has
been gained during the course of their studies is put to test here. Apart
from this the student gets an opportunity to learn the latest technology,
which is immensely helps in them in building their carrier.

I had an opportunity to have a real experience, which increased my

sphere of knowledge of great extent.

And all this credits goes to organization Bharat Electronics Ltd.

 Table of Contents

S.NO. PARTICULARS P.NO.

1 Chapter 1: Introduction 1-23
• Company profile
• Introduction to the topic

2 Chapter 2: Research Objectives & 24-27

Methodology
• Research Objective of The Study.
• Research Methodology
• Research Design

3 Chapter 3: Data Analysis and Interpretation 28-42

• Data Processing
• Analysis of The Data
• Interpretation of The Data

4 Findings 43-44

5 Recommendations 45

6 Conclusion 46

7 Bibliography 47

8 Annexure 48-49
Chapter 1: Introduction

1
 Company Profile

Bharat Electronics Limited (BEL) was set up at Bangalore by the Government of

India under the Ministry of Defence in 1954 to meet the specialized electronic needs
of the Indian defence services. Over the years, it has grown into a multi–product,
multi–technology, multi–unit company serving the needs of customers in diverse
fields in India and abroad.

BEL is among an elite group of public sector undertakings, which has been conferred
the Navratna status by the Government of India. The growth and diversification of the
company over the years mirrors the advances in the electronics technology with which
BEL has kept pace.

The company registered Rs 5,561.03 crore turnover for the year 2010–11. Navratna
Defence PSU (BEL) has received the Dun & Bradstreet–Rolta Corporate Award under
the Electrical and Electronic Equipment category for the year 2010. The company has
also received the SCOPE (Standing Conference of Public Enterprises) Meritorious
Award for Corporate Governance for the year 2009–10.

ORGANIZATION CHART OF

BEL

SALES FINANCE HR & ADMIN PURCHASE PRODUCTION

2
History of the company:

Starting with the manufacturing of few communication equipment in 1956, BEL went
on to produce receiving valves in 1961, germanium semiconductors in 1962 and radio
transmitters for All India Radio (AIR) in 1964. In 1966, BEL set up a radar
manufacturing facility for the Army and in–house R&D, which has been nurtured
over the years. Manufacture of transmitting tubes, silicon devices and integrated
circuits started in 1967.
The PCB manufacturing facility was established in 1968.
In 1970, manufacture of black & white TV picture tubes, X–ray tubes and microwave
tubes was started. The following year, facilities for manufacture of integrated circuits
and hybrid micro circuits were set up.
In 1972 BEL started manufacturing TV transmitters for Doordarshan. The following
year, manufacture of frigate radars for the Navy began. Under the government's policy
of decentralization and due to strategic reasons, BEL ventured to set up new units at
various places. The second unit of the company was set up at Ghaziabad in 1974 to
manufacture radars and tropo communication equipment for the Indian Air Force. The
third unit was established at Pune in 1979 to manufacture Image Converters and
Image Intensifier Tubes.

In 1980, BEL's first overseas office was set up in New York for procurement of
components and materials. In 1981, a manufacturing facility for Magnesium
Manganese Dioxide batteries was set up at the Pune unit. The Space Electronic
Division was set up at Bangalore to support the satellite programme in 1982. The
same year BEL successfully achieved a turnover of Rs100 crore.

In 1983, an ailing Andhra Scientific Company (ASCO) was taken over by BEL as the
fourth manufacturing unit at Machilipatnam. In 1985, the fifth unit was set up in
Chennai for supply of Tank Electronics, with proximity to HVF, Avadi. The sixth unit
was set up at Panchkula the same year to manufacture military communication
equipment. 1985 also saw BEL manufacturing Low Power TV Transmitters and
TVROs on a large scale for the expansion of Doordarshan's coverage.

In the year 1986, the company witnessed the setting up of the seventh unit at
Kotdwara to manufacture switching equipment, the eighth unit to manufacture TV
glass shells at Taloja, Navi Mumbai and the ninth unit at Hyderabad to manufacture
electronic warfare equipment.

In 1987, a separate naval equipment division was set up at Bangalore to give greater
focus to naval projects. The first central research laboratory was established at
Bangalore in 1988 to focus on futuristic R&D. The year 1989 saw the manufacture of
Telecom Switching and Transmission Systems as also the setting up of the Mass

3
Manufacturing Facility in Bangalore and the manufacture of the first batch of 75,000
Electronic Voting Machines (EVMs).
The agreement for setting up BEL's first joint venture (JV) company, BE DELFT,
with Delft of Holland was signed in 1990. Recently the JV became a subsidiary of
BEL with the exit of the foreign partner and has been

renamed BEL Optronic Devices Limited. The second central research laboratory was
established at Ghaziabad in 1992. The first disinvestment of 20% and listing of the
company's shares on the Bangalore and Mumbai Stock Exchanges took place the
same year.
BEL units obtained ISO 9000 certification in 1993–94. The second disinvestment
4.14% took place in 1994.

In 1996, BEL achieved Rs 1,000 crore turnover. In 1997, GE BEL, the joint venture
company with GE, USA, was formed. In 1998, BEL set up its second overseas office
at Singapore to source components from South East Asia. The year 2000 saw the
Bangalore unit, which had grown very large, being reorganized into Strategic
Business Units (SBUs). There are seven SBUs in the Bangalore unit. The same year,
BEL's shares were listed on the National Stock Exchange.

In 2002, BEL became the first defence PSU to get operational Mini Ratna Category I
status. In June 2007, BEL was conferred the prestigious Navratna status based on its
consistent performance. During 2008–09, BEL recorded a turnover of Rs 4624 crore.
The company entered in joint venture agreement with Multitone, UK to offer most
comprehensive on–site product ranges –– from small, easy to use pagers to practical,
durable private mobile radios and the latest technology, digital cordless
communication systems.

4
CUSTOMER PROFILE- DOMESTIC MARKET AND
INTERNATIONAL MARKET

DOMESTIC MARKET
SR. PRODUCT CUSTOMER
NO.
1. Defence Indian Defence Sercives, Para- Military Forces
Communication
2. Radars & Sonars Indian Defence Services, Civil Aviation,
Meteorological Department, Isro
3. Telecommunication Department Of Telecommunication, Para-
Military Forces,Power Sector,Oil Industry,
Railways
4. Brodcasting All India Radio, Doordarshan, (National Radio
Equipment & Tv Broadcasters)
and Studio Systems
5. Electronic Voting Election Commission Of India
Machine
6. Solar Products & Individuals, Private And Government
Systems Organizations
7. Turnkey Systems, E- Police, State Governments, Public Sector
Governance Network Undertakings
8. Components All India Radio And Doordharshan The

5
 National Radio & Tv Broadcasters,
Intrumentation Industry, Switching Industry,
Entertainment, Telephone Industry

Exports play a key role in BEL’s strategic perspective. A number of international

companies are using the facilities at BEL for contract Manufacturing. The broad list of
products and services being exported is given below:

EXPORTS/INTERNATIONAL MARKET
Sr. Product Customer
No.
1. Defence Communication Equipment Botswana, Indonesia, Suriname,
And Spare Parts Malaysia
2. Radars & Sub-Systems Indonesia, Egypt, Switzerland
3. Electronic Warfare Products And Russia, Brazil
Services
4. Opto-Electronics Products Sri Lanka, Nepal, Israel, South
Africa
5. Semiconductor Devices, Microwave Malaysia, Singapore, Turkey, UK,
Tubes And Transmitting Tubes USA, France, Hong Kong
6. Solar Products & Systems Suriname, Germany, Zimbabwe,
Botswana, Kenya, Nigeria
7. Telecom And SATCOM Kenya, Nigeria
8. Radio & TV Broadcasting Products And Nepal, Mauritius
Systems
9. Electronic Voting Systems Sri Lanka, Uganda, Malawi, South
Africa
10. Vacuum Interrupters Malaysia, UAE, Uganda, Turkey,
UK, Azerbaijan

Introduction to the Sales Department

6
Sales is activity related to selling or the amount of goods or services sold in a given
time period.
The seller or the provider of the goods or services completes a sale in response to
an acquisition, appropriation, 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 generally 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 or service 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, in which case other terms are also common,
including salesclerk, shop assistant, and retail clerk.

Sales management is a business discipline which is focused on the practical

application of sales techniques and the management of a firm's sales operations. It is
an important business function as net sales through the sale
of products and services and resulting profit drive most commercial business. These
are also typically the goals and performance indicators of sales management.

Sales manager is the typical title of someone whose role is sales management. The
role typically involves talent development and leadership.

Role of sales department:

 Goal-Setting
The sales and marketing division sets individual sales rep quotas, as well as the
overall volume goal for the company. To achieve sales goals, it creates bonus and
commissions structures. The division uses past sales figures and expert projections to
estimate which products will sell where and in what amounts.

 Product, Pricing and Distribution Planning

Because sales and marketing managers spend much of their time talking directly to
customers, they guide the development of products and services. They recommend
modifying or dropping products or services or adding new ones to the company’s mix,

7
based on what customers want. A sales and marketing department has the
responsibility for deciding where the company should sell and what its prices should
be. This includes choosing which, if any, intermediaries the company will use, such as
wholesalers, distributors or retailers. This requires the division to research where the
company’s competitors are selling and where its customers say they want to shop.

 Customer Service
To maintain its customer base, sales and marketing takes responsibility for making
sure buyers are happy, as well as trying to up sell them. The division is proactive in
contacting customers with surveys and special offers and is reactive in attempting to
solve any problems that might cause the company to lose customers.

 Promotions

The word “promotions” covers a broad array of sales and marketing efforts, including
advertising, social media, public relations, sales, event sponsorship, cause
marketing, discounts, loyalty programs, rebates, trade show appearances and
buyer’s clubs. The sales and marketing team decides which publications to
advertise in, which TV, radio or websites are best for promoting the company’s
products or services, and what contests, giveaways, discounts or other
marketing methods will help it boost sales.
In BEL the sales department use SRM (an application programme to keep track of
records and connect with potential suppliers and meet buyers needs.

A sales strategy is a plan by a business or individual on how to go about selling

products and services and increasing profits. Sales strategies are typically developed
by a company’s administration, along with its sales, marketing and advertising
managers. All involve “pitches,” or key points to address when speaking with
potential consumers. Some of these pitches, such as those used by telemarketers, may
have to be memorized and communicated verbatim.

Sales strategies differ by industry, but no matter what you sell, you need to determine
the target market. For instance, it would be unwise for a company that sells baby dolls
to advertise its products in men’s fashion magazines. But identifying a market goes
beyond the obvious. Things such as the location, age, gender and spending habits of a
company’s potential customers must also be established.

8
 Setting Methods
All companies must determine how to go about selling and promoting their products
when developing a sales strategy. In other words, will you contact customers through
the mail? By phone? Or by sending out mass marketing emails? Many companies use
all of those methods--and more--in their quest to meet a potential client face-to-face.
In fact, much of how a salesperson goes about pushing products and services is by,
again, knowing her market.

 Knowing Competition
Any good sales strategy is built with the competition in mind. That means
understanding what has worked for opposing companies and perhaps even integrating
it into your own sales strategy. Or even better, knowing what works for the
competition and improving it, either by offering a similar product at lower prices or
marketing a product as if it’s the best of its kind.

 Analyzing Trends
Occasionally, a product will go out of style and need to be updated, or replaced
altogether. In other instances, the economy will determine how much a consumer is
willing to spend on a certain product. Understanding these types of trends is a big
factor in developing a sales strategy. The best strategies prepare themselves well in
advance for when products become less popular or when financial markets fluctuate.

 Staying Organized
Organization is a major factor for success in any industry and sales is no different.
Therefore, sales strategies need to include details on the role of those making sales,
how accounts and territories should be managed, and of course, commission and
compensation. Sometimes, strategies even outline incentives and bonuses for a
successful sales record.

9
Strategic Planning

10
11
There are generally two types of sales strategies which are employed by a business:
Direct or Indirect.
• Direct Sales Strategy - In a direct sales strategy, sales people while talking to the
consumer attack their competitors head on. They try to compare each feature of the
competitor’s product and compare it to theirs. The term direct sales approach also
refers to ‘negative selling’.
• Indirect Sales Strategy - In other words indirect sales approaches are more subtle
in nature and are implemented by demonstrating features and benefits that are not
available with the competitor’s products or services without ever mentioning about
any competitor’s products. This technique is more sophisticated

Sales Strategy focuses on the following –

• Identifying Markets – Market identification based on age, gender, demographics,
income etc is important part of sales strategy.
• Competition analysis - Understanding the market scenario, studying competitor
activities etc are essential.
• Understanding trends – Consumer preferences, seasonality, historical trends etc are
essential for a good sales strategy.
• Better management of sales - Sales strategy involves better management of
workforce, resources etc.

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13
14
15
It only takes a few steps to create your winning sales strategy. Here’s how:
Step 1: Conduct a SWOT Analysis

A SWOT analysis is when you identify your Strengths, Weaknesses, Opportunities,

and Threats. By looking back and studying a few of your previous sales, you’ll have a
better understanding of what you did right and where there might be some room for
improvement. A good way of doing this is to take a piece of paper and divide it into
four squares, one square for strengths, one for weaknesses, etc. Once you’re done
filling it out, you can quickly scan your chart and immediately see where you stand.
(So don’t crumble it up and throw it out when you’re done—you’ll want to refer back
to it in the future!).

Step 2: Do Your Homework

This may sound obvious, but figure out which clients you want to target. Take a
moment to study their websites and get a feel for each company. Why would such-
and-such a company need your product or services? Figure out what some of the
benefits would be for them. There’s a reason why recruiters recommend that job
candidates research potential employers: so that they’ll go into interviews with some
knowledge of a company. The same thing goes for sales calls. Figure out which
person within an organization is the designated buyer. Otherwise you’ll not only be
wasting your own time but that of someone else too.

16
Step 3: Figure out Your Objective

Before you pick up the phone or send an email, make sure you have a clear idea of
what your objective is. It may sound obvious, but ask yourself these questions: What
do you want to sell? If it’s a product, what’s the quantity? What’s the price point?
What’s the timeline for deliverables? The person you’re selling to will no doubt come
back with similar questions, but by already knowing the answers you’re one step
away to closing the deal and less likely to be caught off guard by an unexpected
question.

Step 4: Decide on Your Sales Channel

Thanks to technology, the ways to connect with potential customers is more varied
than ever before. Gone are the days when door-to-door salesmen and newspaper ads
were pretty much the only way to get your product and services in front of buyers.
Today, salespeople can choose from multiple avenues to reach customers. Some
examples would be email blasts and social media. But because options are so
plentiful, there’s no longer one, cookie cutter sales channel you should be using. If
you’ve followed my advice in this article thus far, you will have researched your
target company and figured out who your contact is. If the person is active on social
media, this might be a good way to reach them rather than sending a formal letter via
snail mail. If the person is a bit more old school, you might consider going in a more
traditional route.

Step 5: Stay on Track

So you’ve made contact with your potential customer and things are looking good and
you made your sale. The future is looking bright, but your story shouldn’t end there.
Instead, you need to nurture this new business relationship. Check in every now and
then to see if they’re satisfied with the product or services you sold them. By staying
in the picture and showing interest, they’re more likely to want to do future business
with you. So stay connected.
By having an effective sales strategy in place, you’ll help to increase your success as a
salesperson and streamline your day-to-day tasks. In sum, I think Benjamin Franklin
said it best: “If you fail to plan, you’re planning to fail.”

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These are the following characteristics sales strategy should have:

 Sales Knowledge
 Market Knowledge
 Company Knowledge
 Customer Knowledge
 Science (metrics)
 Skills (art)

You have to remember these when trying to make a sale, the customer needs to come
first. Below are some of the most effective strategies to help close your sales faster:

1. Identify the decision maker.

No matter what industry you are in, knowing the decision maker is crucial to a quick
close. Many times the decision makers will send someone else into the fire to learn all
of the information they can about your company. If this is the case, be sure to put
yourself into the head of the decision maker so that you can customize your sales
pitch to that person's interests, even if they aren't there.

Of course, your best-case scenario is that you sit down with the decision maker. Do
whatever you can to setup a meeting with that person.

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2. Be real.

A client can sense if you are being genuine during the sales process. In other words,
it's important to convey to the client that you care about their business and not just the
deal. Coming off too calculated can turn people off; however, remember that there is
nothing wrong with being prepared. It's okay to appear like you're ready for every
question that comes your way, just simply don't act like you don't care about the
customer's best interests.

3. Create a sense of urgency.

Attach a deadline to the deal to help give the client an incentive to commit. Whether
it's a discount or something free, make them feel like they have the upper hand. This
does not mean rush the customer; it simply means try to give them a little extra reason
why your product or service is the right choice, and the right choice right now.

4. Overcome objections.

Preparing the sales presentation to address and overcome potential objections can
speed up any deal. If something catches you off-guard, you might need to take some
time to think up a solution. In a past Inc. article published here, sales expert Tom
Searcy calls this having a "landmine map." By having an outline of anticipated
problems and a thoughtful analysis of the risks, you can reduce the resistance.

I highly recommend sitting down with your entire sales team and having each person
come up with objections they might anticipate. Give them your sales pitch and see if
there are any objections you and your team may have missed.

5. Know your competition.

Competing for business is tough. Knowing the areas that you are more competitive
than your competition can lead to that quick close. Again, this is all about preparation.
Do your research and make sure that you make note of something that you are doing
that your competition is not. This is oftentimes the biggest selling point, so you don't
want to ignore it.

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6. Watch what you say!

Don't put your foot in your mouth. Keep it to the point and focus on your areas of
expertise. You want to be real and personable, but you have to remain professional.

A sales manager plays a key role in the success and failure of an organization. He
is the one who plays a pivotal role in achieving the sales targets and eventually
generates revenue for the organization.

A sales manager must be very clear about his role in the organization. He should
know what he is supposed to do at the workplace.

Let us understand the roles and responsibilities of a sales manager:

 A sales manager is responsible for meeting the sales targets of the organization
through effective planning and budgeting.
 A sales manager can’t work alone. He needs the support of his sales team where
each one contributes in his best possible way and works towards the goals and
objectives of the organization. He is the one who sets the targets for the sales
executives and other sales representatives. A sales manager must ensure the targets
are realistic and achievable.
 The duties must not be imposed on anyone, instead should be delegated as per
interests and specializations of the individuals. A sales manager must understand
who can perform a particular task in the most effective way. It is his role to extract
the best out of each employee.
 A sales manager devises strategies and techniques necessary for achieving the
sales targets. He is the one who decides the future course of action for his team
members.
 It is the sales manager’s duty to map potential customers and generate leads for
the organization. He should look forward to generating new opportunities for the
organization.
 A sales manager is also responsible for brand promotion. He must make the
product popular amongst the consumers. A banner at a wrong place is of no use.
Canopies must be placed at strategic locations; hoardings should be installed at
important places for the best results.
 Motivating team members is one of the most important duties of a sales
manager. He needs to make his team work as a single unit working towards a
common objective. He must ensure team members don’t fight amongst themselves
and share cordial relationship with each other. Develop lucrative incentive

20
 schemes and introduce monetary benefits to encourage them to deliver their level
best. Appreciate whenever they do good work.
 It is the sales manager’s duty to ensure his team is delivering desired results.
Supervision is essential. Track their performances. Make sure each one is living
up to the expectations of the organization. Ask them to submit a report of what all
they have done throughout the week or month. The performers must be
encouraged while the non-performers must be dealt with utmost patience and care.
 He is the one who takes major decisions for his team. He should act as a pillar of
support for them and stand by their side at the hours of crisis.
 A sales manager should set an example for his team members. He should be a
source of inspiration for his team members.
 A sales manager is responsible for not only selling but also maintaining and
improving relationships with the client. Client relationship management is also
his KRA.
 a sales manager, one should maintain necessary data and records for future
reference.

The Three Key Aspects of Sales Management

There are three “umbrellas” to manage within the sales process:

 Sales Operations

 Sales Strategy
 Sales Analysis

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The process will vary from business to business, especially as you work your way
down the line, but operations, strategy and analysis are the three key starting or
focal points.

Sales Operations: Building the Team

This may not be a total shocker, but the sales team is the backbone of the company;
they are the direct connection between the product and the customer.

In other words, they matter – a lot.

All in all, the sales team should feel like they are a part of the company and be
equipped with the resources to progress rather than be viewed as money-making
machines.

When selecting and onboarding new talent, you should take your time to be thorough
in training them and developing their skills, regardless of their experience.

Why?

Salespeople shouldn’t just become great sellers, but need to be great at selling your
product, and become a representative of your organization that customers want to
work with.

Once you have a few more hands, the sales team should all be on the same page,
working as individuals within a single, collaborative unit. A more systematic approach
will result in fewer errors and greater achievements for the company as a whole.

Then this is where the fun really begins:

You can set your team up for success by giving them high yet realistic targets, which
you’ll be able to track to measure future success (you’ll learn more about this in the
“Reporting” section). To do this you would need to:

• Set Targets

• Assign Territories

• Establish Goals and Quotas

But the manager’s job isn’t done there. It’s also their duty to counsel the team
throughout the process, make sure they are still on track, and motivate them when
needed.

22
Think about what experiences motivated you throughout your career, and use them to
inspire ways to motivate your own team. On the flip side don’t forget to share your
disappointments and failures, how you overcame them, and offer support during
difficult periods.

Sales Strategy: Defining the Sales Process

Once you have a team and know your targets, you might be wondering: How do you
actually carry out the sales?

Every business has a sales cycle, which is a series of tasks that helps a company’s
product reach its users. Therefore, having a sales pipeline, or sales funnel, will make
that easier to maneuver these deals to completion.

WHAT IS A SALES PIPELINE?

A sales pipeline is a visual sequence of activities to achieve with each prospect, from
the initial lead to the closing of the deal. Simply put, a pipeline is a salesperson’s
right-hand man, as it helps them stay organized and take control of their work. After
all, there are some things you cannot control – results. That’s where managing
activities comes into play. If a salesperson can see their progress, or their activities,
they will be motivated to do more work and conquer more challenges.

“There are some things you cannot control – results. That’s where managing activities
comes into play.”

Sales Analysis: Reporting

Reporting is what allows you to understand how your current efforts affect your
company’s success and gives you insight into what you can do to increase your efforts
whether it’s hiring more salespeople or redistributing tasks.

Successful reporting involves using sales metrics, or quantifiable indicators, that tell
you how each aspect of your sales operations is performing and whether you are
achieving your targets.

With the standard sales funnel, you should be able to measure the following four
metrics:

1. Number of deals in your funnel

2. Average size of a deal in your funnel

3. Close ratio, or average percentage of deals that get won

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4. Sales velocity, or average deal lifetime before it is won

Collecting data will allow you to find your ideal customer quicker and, as a result,
serve them faster. A CRM tool, which you’ll learn more about in the section on
technology below, will help you streamline your sales management process.

Financial Performance

BEL has a unique history of profit making Public Sector Enterprise right from its
inception. There have been events of decrease in turnover and profit after Tax due to
reasons beyond reasonable control of the company. But the company's strength lies in
its capability to combat the threats, for example US Embargo on exports to BEL.

BEL hopes to generate 25 per cent increase in turnover with a 15 per cent rise in net
profit in the current fiscal year over the previous. Corrective measures against western
sanctions have been undertaken, which are likely to translate into higher turnover and
profitability. The company is putting all efforts to minimize the effect of the
restrictions by early establishments of alternative arrangements. The Defence
Research Laboratories and Academic Institutions are also being persuaded with for
indigenization of certain special category of devices and components. The company is
also opening an office in Singapore to procure components from Asian markets. Thus
in the long run the restrictions will prove as blessings resulting in self-dependence and
better profit margins.

Also several R&D projects with long gestation periods will go into commercial
production during the current fiscal.

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 Chapter 2 : Research
Objectives & Methodology

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 OBJECTIVE OF THE STUDY

The objectives of all purchase activities in BEL are to ensure that, at all times:

 The required materials, to prescribed specifications, are purchased from

approved/reliable sources in right quantities, at right times and at right prices
to support production plans, development plans and other requirements.
 Fair and consistent practices are followed in making the purchases with a view
to establish long term business relationship with the vendors and to safeguard
the commercial and technological interest of Bharat Electronics.
 The total ‘lead time’ for procurement is reduced to the minimum.

 The procurement is based on the Material Requirement Planning for

Production and Development items and on management sanction for Non-
Production and Capital items.

 The Roles and Responsibilities of respective functional areas in the

procurement cycle are clearly defined.
 The procurement activities are progressively made ‘paper less’ by adapting the
emerging trends in IT like e-procurement, FLM etc., keeping in view the Audit
and Vigilance requirements.
 The Governmental rules and regulations are complied with.

 The clarification / amendment to purchase procedure shall be issued by

HR/CO after the Management approval proposed by the empowered
committee constituted for the purpose. Units/SBUs having any
suggestion/proposal to amend Purchase Procedure shall send such proposals to
the Member Secretary of the empowered committee.

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 RESEARCH METHODOLOGY

The purpose of methodology is to describe the process involved in

research work. This includes the overall research design, data collection
method, the field survey and the analysis of data.

RESEARCH DESIGN

Research design is a basic plan, which guides the data collection and
analysis phases of the project. It is a framework which specifies the type
of information to be collected, the resources of data collection procedure.
It specifies the methods and procedures for collection, measurement and
analysis of data.
D. Slessinger and M. Stephenson defines research as, “the manipulation
of things, concepts or symbols for the purpose of generalizing to extend,
correct or verify knowledge, whether that knowledge aids in construction
of theory or in the practice of an art.”

TYPES OF RESEARCH

1. Exploratory research: exploratory research studies are also termed as

formulate research studies. The main purpose of such studies in that of
formulating a problem for more precise investigation or of developing
the working hypothesis forms an operational point of view.
2. Descriptive research: descriptive research studies are also termed as
diagnostic research studies. These determine the frequency with
something occurs or its association with something else.

In the project, information pertaining to Material Management and their

demographic profile was collected; hence it is a descriptive research.

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 DATA COLLECTION

One of the important tools for conducting research is the availability of necessary and
useful data. For the purpose of analyzing data, it is necessary to collect the vital
information.
Both primary and secondary data has been used for drafting the report of this project.
1. Secondary data: Secondary data is the data which is already has been collected
and assembled. Secondary data is collected from the sources of internet and
newspaper.

SAMPLING DESIGN

Sampling may be defined as the selection of some part of an aggregate or totality, on

the basis of which judgment about the aggregate or totality is made. In the other
words, it is the process of obtaining information about an entire population by only
examining a part of it. Convenience sampling technique is used in the study.
According to convenience sampling method, it is assumed that entire population is
homogeneous and the samples are selected in such a way that each and every unit in
the population has equal chance of occurrence or equal probability of occurrence. In
other words, the sampling units are selected conveniently. A convenience sampling is
obtained by selecting convenient population units.

SAMPLING INSTRUMENT

Interaction with respondents was in the form of interview held with the help of
questionnaire. The questionnaire consisted of a set of questions, asked to the
respondent or his/her response; the questionnaire was structured and non-disguised. It
was done in a prearranged order and the object of the research was revealed to the
respondent.

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Chapter 3 : Data Analysis
and Interpretation

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SWOT Analysis:

Business Trends
Profitability
Outlook
Market
The industry shows a growth rate of about 5%.

Industry specific SWOT analysis (Relevance/Importance)

What happens in the underlying industry? Factors and trends affecting the overall
industry and their implications for this business:

Strengths
-The industry has unique products. (10%, 23%)
-The market size is adequate. (17%, 52%)
-The industry shows a strong relationship with suppliers and partners. (53%, 35%)
-This is a global industry. (30%, 26%)
-The industry provides future trends. (57%, 37%)
-We see low barriers of market entry. (21%, 46%)

Weaknesses
-Cost and income structure could be critical. (18%, 20%)
-Profitability could be higher in this industry. (46%, 35%)

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Opportunities
-New trade agreements between countries are possible. (14%, 27%)
-The industry shows a positive trend. (14%, 10%)
-New technologies are available at reasonable costs. (42%, 30%)

Threats
-The bargaining power of suppliers is high. (33%, 15%)
-The industry shows a growing competition. (58%, 28%)

Bharat Electronics Limited is a major supplier of products and turnkey systems to the
Indian Defence Forces.

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PRODUCT CUSTOMERS
S AND
SERVICES

Telecommuni Dept of Telecommunication, Paramilitary Forces, Railways,

cation, Defence Research & Development Organization (DRDO)
Terminals &
Networks

Broadcast All India Radio (AIR), Doordarshan (DD), Indian Space Research
Systems & Organization
Sat-com (ISRO)
Products

Electronic Election Commission of India

Voting
Machine
Solar Police, Government & Private Organizations, Individuals
Products &
Systems
Turnkey ISRO, Police, State Governments, Public Sector Undertakings
Systems, e-
Governance
Networks

Components AIR & DD, the National Radio & TV Broadcasters, Instrumentation
Industry,
Switching Industry, Entertainment Industry, Telephone Industry,
Individuals
Over the years, BEL has diversified into manufacturing many civilian products as
well. Large turnkey telecommunication solutions are also being offered to the civilian
market. A brief list of the Customers in the defence and civilian market segments and
the products and services offered to them is given below:

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BEL in 2016, keeping its sales figure constant but increase in profit and operating
income states that the company have used good sales strategies.

Logo of make in India state that the company uses this motto to produce products to
increase sales

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CHAPTER - 4

FINDINGS

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From the analyzation, it can be rightly deduced that the aim of the study
is not only to determine the impact of sales on consumers buying
behavior but to effectively harmonize sales strategic tools for company’s
growth and profitability.

It was strongly agreed that sales not only create awareness on

company’s product but to reward and appreciate customers patronage as
the motive of sales is to pull customers interest towards the company’s
product using not only non-financial incentives.

The company’s strategy is centered more on sales than other

promotional tools because it is strongly agreed that sales is an effective

marketing tool for company’s growth and managers that implement

sales incentives.

To management undertakes sales in other to increase sales volume and

profitability as it was agreed that sales promotion boost advertising.
effectiveness, in terms of high patronages sales required high investment
to impact on customers buying behaviour because it was agreed that
incentive must match the interest of target buyers to yield increasing
sales volume, sales ignite customers buying behaviour because it was
agreed that other companies should adopt sales strategy if they must
increase volume and profitability.

RECOMMENDATIONS

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The following recommendations if implemented will help improve the
understanding of sales.
There should be regular conferences in the system to improve the sales
of a company.
All the workers in the company should be sent on a training to keep
abreast with certain development education of sales in the organization.

SUGGESTIONS FOR FURTHER STUDY:

In order to enhance the relationship between sales and their strategic

tools in line with consumers buying behaviours, the following research
topic is suggested.
1. The conceptualization of sales strategy towards enhancing brand
loyalty.
2. The effectiveness of strategical tools towards brand loyalty and
boost Company’s growth.

3. Critical analysis of the beneficial role of strategies to both

the consumers and the company.

CONCLUSIONS

36
The success of sales is highly dependent on the strategy used by a
company, availability of the strategies requires the company to
understand.

Sales strategy objectives focused enhances product quality and brand

keeping the sales objective.

Focused, increase sales volume and impact on the company thereby

expanding the corporate image and the goodwill of the company
continues research and development must be sustained and practice in
the company.

 BEL is one of the largest manufacturing enterprise in India. BEL

was established more than 45 years ago, ushering in the indigenous
Heavy Electrical Equipment Industry in India-a dream that has
been more than realized with a well-recognized track record of
performance. The company has been earning profits continuously
since 1971-72 and paying dividends since 1976-77.

 The BEL-EDN electronic division unit at Bangalore Mysore road

branch is very active unit.

 The sale strategy program of BEL-END has done a remark job in

sale of products through various planned methods which saw an
active response in getting the best among the presented crowd who
appeared in the market.

BIBLIOGRAPHY

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Intranet under Marketing and Sales Department at BEL (Microwave Components
and RADAR Department)

BOOKS REFERRED:

 Kotler , P., Keller, K.L.(2015),Marketing Management, 15/e, Pearson Education

 Etzel, M., Waker, B., Stanton, W. and Pandit, A. (2009), Marketing Management,
14/e, Mc Graw Hill Education
 Cooper D.R ., Schindler P., Sharma J K (2012), Business Research Methods,
11/e, Mc Graw Hill Education
 Tushman, Michael L and Anderson P.(2004), Managing Strategic Innovation and
Change,2/e, Oxford University Press.

WEBSITES:

 https://en.wikipedia.org
 Customer details and feedback Master Excel file
 http://www.bel-india.in
 https://gil.gujarat.gov.in/tender

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