INTERNSHIP REPORT ON PEL (Pak Elektron Limited), Lahore

By

MOHSIN ALI
S/2005-601 M.B.E

December 2007

Department of Business Education Institute of Education & Research University of the Punjab Lahore Pakistan

PREFACE
Competition in practical field is growing due to no. of Govt. and private institutions making students who have their worth. So, situation is getting challenging for students of Business Education. To avoid this discrepancy the MBE students it seems compulsory to visit various business organizations for two month practical training. This training makes them familiar with the practical system of management, which prevails in various business organizations. So in this connection I had the opportunity to perform internship at PEL (Pak Elektron Limited), Lahore Pakistan. The internship program is to broaden the vision of practical experiences with theoretical knowledge as it increases ones capabilities to handle problems at various stages and ability of decision. I tried my best to collect the valuable information and its relevant fact.

Mohsin Ali

DEDICATION

Our loving, caring and great teachers and parents, whose prayers have been a force behind all our inspiration, whose guidance, motivation and support has made us able to be successful in all the fields of life.

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ACKNOWLEDGMENT
In the name of Allah, the most Gracious, the most merciful First, I would like to thanks Almighty Allah who gave me strength to complete challenging tasks & His blessings that He provided me confidence, guidance & strength to complete this report. The journey has not finished yet and I pray to Him to show me the straight path & help me more in future as I am nothing without His blessings. Writing an internship report appeared to be a great experience to me. It added a lot to my knowledge. Completion of internship report is not an easy task. It requires continuous hard work. Completion of this report would have not been possible with out the support of all employees of PEL to whom I interacted. My respected teachers, my friends and my well wishers played their important role as well. I would especially like to thank the whole working staff of the Marketing (AD) department that gave me valuable insights into this project. Very special thank to all my dear teachers that build my personality and enable me to do some creative work be a successful person in practical life. My gratitude will always remain due to the University of the Punjab, especially Department of Business Education, Institute of Education & Research for expanding my knowledge and experience. Both these prestigious institutions will have a lasting impact on my life. May Allah Bestow His Blessings on All of Us

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APPROVED

Accepted by the Department of Business Education, Institute of Education & Research, University of the Punjab in partial fulfillment of the MBE degree.

Chairman:______________________

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TABLE OF CONTENTS
PREFACE.....................................................................................................................I DEDICATION.............................................................................................................II ACKNOWLEDGMENT...........................................................................................III APPROVED...............................................................................................................IV CHAIRMAN:______________________.................................................................IV CHAPTER I..................................................................................................................1 INTRODUCTION OF PEL...................................................................................................1 CHAPTER II................................................................................................................4 PEL GROUP HISTORY ...................................................................................................4 VISION..........................................................................................................................5 MISSION STATEMENT......................................................................................................5 OBJECTIVES ..................................................................................................................5 CORPORATE PROFILE...........................................................................................6 PEL PROFILE............................................................................................................8 ORGANIZATIONAL STRUCTURE:.........................................................................................9 SPAN OF CONTROL..............................................................................................11 EXECUTIVE LEVEL.........................................................................................................11 WORKERS LEVEL..........................................................................................................11 DIVISION OF LABOUR.........................................................................................12 DEPARTMENTALIZATION.................................................................................................12 POWER DIVISION..........................................................................................................13 TRANSFORMERS............................................................................................................13 SWITCH GEARS............................................................................................................14 ENERGY METERS..........................................................................................................14 APPLIANCE DIVISION.....................................................................................................15 PRODUCT PORTFOLIO........................................................................................15 GROSS SALE................................................................................................................17 MARKET SHARE...........................................................................................................17 FUNCTIONS OF SPECIALIZED DEPARTMENTS............................................17 MARKETING.................................................................................................................17 HIERARCHY OF MARKETING (AD)..................................................................................19 TRANSSHIPMENT...........................................................................................................19 DEALERS.....................................................................................................................21 PLACEMENT OF ORDER BY DEALER.................................................................................21 CUSTOMER SERVICE DEPARTMENT (CSD).......................................................................22 CREDIT CONTROL DEPARTMENT (D&C).........................................................................22 DISPATCH....................................................................................................................22 CONSUMER MARKETING DEPARTMENT (CMD)................................................................23 HUMAN RESOURCE DEPARTMENT....................................................................................24 FINANCE DEPARTMENT..................................................................................................25 Income Tax /Sales Tex Recording........................................................................26 Employees Salary Recording ..............................................................................26 v

ADMINISTRATION (IR & A)..........................................................................................27 PROCUREMENT .............................................................................................................27 Local Procurement ..............................................................................................28 Foreign Procurement.........................................................................................28 INTERNAL AUDIT..........................................................................................................28 INFORMATION TECHNOLOGY DEPARTMENT........................................................................29 PRODUCTION .............................................................................................................29 ACCOUNTS DEPARTMENT...............................................................................................30 SWOT ANALYSIS.....................................................................................................32 STRENGTHS..................................................................................................................32 Strong Brand Image.............................................................................................32 Strong Dealer Network........................................................................................33 Strong Quality, Sale and Service.........................................................................33 Market leader in WRAC (Window Room Air Conditioner).................................33 Number 2 in Refrigerators in Pakistan................................................................34 Strong Grip in Home Appliance..........................................................................34 Strong Management.............................................................................................34 Distribution of Authority......................................................................................34 Strong Research and Development Department..................................................35 Free Customer Service.........................................................................................35 Public Limited Company......................................................................................35 WEAKNESSES...............................................................................................................36 Lack of Advertisement..........................................................................................36 System Variations.................................................................................................36 Lack of Product Range.........................................................................................37 Less Utilization of Capacity.................................................................................37 Financial Problems..............................................................................................37 OPPORTUNITIES.............................................................................................................38 Exploration of Market in Pakistan.......................................................................38 Increase in Product Range...................................................................................39 Export Opportunity.............................................................................................39 Increase in Production Line.................................................................................39 THREATS.....................................................................................................................40 Strong Competition..............................................................................................40 Chinas Product...................................................................................................40 Price war:............................................................................................................41 Slow Growth Rate in Pakistan.............................................................................41 Instability of Government....................................................................................41 Tax Department...................................................................................................42 World trade Organization....................................................................................42 Investors:............................................................................................................42 PROBLEMS...............................................................................................................43 SUB PROBLEMS............................................................................................................43 CHAPTER III.............................................................................................................44 INTERNSHIP ACTIVITIES..................................................................................................44 WORKING WITH MY MANAGER IN PEL.............................................................................45

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APPLICATION OF KNOWLEDGE LEARNED IN MBE...............................................................46 NEW THINGS LEARNED:................................................................................................47 CHAPTER IV.............................................................................................................48 SUMMARY.............................................................................................................48 RECOMMENDATIONS FOR THE ORGANIZATION:....................................................................50 FOR MBE..................................................................................................................52 FOR THE INSTITUTE (FOR THE NEXT INTERNEES).................................................................54 CONCLUSION ...............................................................................................................55 ANNEXURE..................................................................................................................56

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CHAPTER I
Introduction of PEL
Pak Electron Limited (PEL) is the well renowned company in home appliances sector. It is the journey of years to reach this position. PEL was established in 1956 with the technical collaboration of M/s AEG Germany with object of initially producing transformers, switchgears and electric motors. AEG experts and PEL personnel carried out the designing and production of these equipments jointly. It is the oldest composite electrical equipment-manufacturing unit of Pakistan producing power and consumer products.

The present range of power products includes Transformers upto 33KV 5MVA capacity, Switchgears upto 33KV, Cage Induction Motors upto 40HP, Single Phase Energy Motors, Small Generators, Shunt Capacitor, Banks and Recloser etc.

In the year 1980 the company expanded into consumer products with the introduction of Window Type Air Conditioners and today also manufactures Split Air Conditioners, Refrigerators, Microwave ovens, Deep Freezers and Compressors etc.

PEL products right from the beginning have been of a high standard and the name PEL is synonymous with QUALITY all over Pakistan. Since its inception, the company has been acting as an institution working for the advancement and development of engineering know how in Pakistan. The company has produced

hundreds of engineers, skilled workers and technicians through its apprenticeship schemes and training programs.

In October 1978, the company was taken over by the SAIGOL GROUP, which is one of the leading industrial groups in PAKISTAN, having diversified business activities in the fields of: Textile Engineering Banking & Finance Fuel & Energy Trading Automobiles

SAIGOL GROUP OF COMPANIES

Textile Kohinoor Industries Ltd. Azam Textile Mills Ltd. Saritow Spinning Mills Ltd. Kohinoor Power Co. Ltd. Kohinoor Energy Ltd. Pak Elektron Ltd. PEL Appliances Ltd. PEL Daewoo Electronics Union Bank Ltd. Union Leasing Ltd. Kohinoor Nagar, Faisalabad 06-Egerton Road, Lahore 06-Egerton Road, Lahore Kohinoor Nagar, Faisalabad 06-Egerton Road, Lahore 14km, Ferozepur Road, Lahore Gadoon Amazai, Sawabi Hattar, District, Haripur 06-Egerton Road, Lahore 07-Egerton Road, Lahore

Fuel & Energy

Engineering

Banking & Finance

Trading Saritow Pakistan Ltd. Saigol Computer Ltd. 06-Egerton Road, Lahore 162-Shadman Colony, Lahore

Automobiles Kohinoor Motor Works Ltd. 07-Egerton Road, Lahore

CHAPTER II
PEL Group History
Pak Elektron was setup in 1956 as a Public Limited Company with the object of initially producing transformers, switchgears, and electric motors. AEG experts and PEL personnel carried out the designing and production of this equipment jointly. After the conclusion of joint venture agreement with AEG Saigol Group acquired the PEL COMPANY in October 1978. The company floated its shares to the general public and was listed on Karachi Stock Exchange (KSE) and Lahore Stock Exchange (LSE). In 1980, Appliances Division was established and in 1981 its starts the production of Window Type Air Conditioners with the technical collaboration of General Corporation of Japan. This air conditioner was well received in the market for its quality. Subsequently in 1987 the production of Refrigerators and Deep Freezers was started. In 1993 the company has started the assembly of Compressors for Refrigerators and Deep Freezers under technical collaboration with Messrs. NECCHI COMPRESSORI of Italy. It was in early 70s that PEL became known in overseas markets due to its quality. The company started its export to countries like Saudi Arabia, Abu Dhabi, Qatar etc. Later on PEL supplied electrical equipments to various other countries in the Middle East, Far East and Africa with great success.

Vision
To excel in providing engineering goods and services through continuous improvement.

Mission Statement
To provide quality products & services to the complete satisfaction of our customers and maximize returns for all stakeholders through optimal use of resources To focus on personal development of our employees to meet future challenges To promote good governance, corporate values and a safe working environment with a strong sense of social responsibility

Objectives
The Objectives and Missions for which the company is established are as following: The purchase and acquire from Messrs. Malik Brother Limited on Ferozepur Road (Near Walton) in the district of Lahore under the name of Pak Elektron and all plant, machinery, goodwill and all the subsisting contracts in respect there of with right, privileges and obligations relating to the sold properties and with a view there of to enter into the agreement and to carry the same into effect with or without modifications.

To carry on the business or business of manufacturing, selling, installing, maintaining designing and dealing in all kinds of electrical equipment.

To carryon any business whether manufacturing or otherwise which maybe found convenient to undertake in connection with or in addition to any of these objectives mentioned above.

To do all such things that are incidental or conductive for the attainment of the above objectives or any of them.

To produce high quality and standard products. To produce equipment to be used in numerous projects of national importance.

To secure a high share / quota of WAPDAs demand for power products.

To produce skilled workers and technicians through its apprenticeship schemes and training programmed for engineers and technicians.

CORPORATE PROFILE Board of Directors

Mr. M. Naseem Saigol (Chairman / Chief Executive) Mr. M. Azam Saigol Mr. Shahid Sethi Mr. Haroon Ahmad Khan (Managing Director) Mr. Mohibullah Usmani Mr. Muhammad Khaleeq Janjua Mr. Javed Mahmood Dar Mr. Nausherwan Adil 6

Mr. K.M.M. Shah

Company Secretary
Sheikh Muhammad Shakeel, ACA

Auditors
Manzoor Hussain Mir & Co. Chartered Accountants

PEL PROFILE
Pak Elektron Limited (PEL) is the flag bearer of the Saigol Group of Companies. The products manufactured by PEL have always been of high standard and the name 'PEL' is synonymous with QUALITY all over Pakistan. Since its inception, the company has been working for the advancement and development of engineering know-how in Pakistan. The company has produced hundreds of engineers, skilled workers, and technicians through its apprenticeship schemes & training programs. PEL has been continuously adding new products to its range. As a result, PEL has registered a significant increase in its sales volume, during the last ten years. Pak Elektron Limited (PEL) is the pioneer manufacturer of electrical goods in Pakistan. It was established in 1956 in technical collaboration with M/s AEG of Germany. In October 1978, the Saigol Group of Companies bought the company. Since its inception, the company has always been contributing towards the advancement and development of the engineering sector in Pakistan by introducing a range of quality home appliances and by producing hundreds of engineers, skilled workers and technicians through its apprenticeship schemes and training programs.

Organizational Structure:

Mr. M. Naseem Saigol

Mr. M. Naseem Saigol is CEO / Chairman of The Saigol Group of Industries and CEO of PEL. He actively participates in strategic management of the Companys affairs and overlooks policy making. He holds the office of Honorary Consulate of Belgium and is also the Chairman of the Board of Directors of PEL. He holds a degree in chemical engineering from USA.
Director Operation s

Mr. Haroon A. Khan

Mr. Haroon A. Khan is Managing Director of PEL. He is responsible for managing all the affairs of the Company. Previously (1998-2000) he worked as General Manager Finance of the Company and Financial Controller with Saigols (Pvt.) Ltd. (19941998). Prior to joining the Group he worked with another conglomerate for a period of over four years. Mr. Khan is a Chartered Accountant (FCA) from Institute of Chartered Accountants of Pakistan. He has over 15 years of experience in the fields of finance, human resource development and general business management.

Mr. Murad Saigol

Mr. Murad Saigol is a graduate from School of Oriental and African Studies, London, UK. He is responsible for all the affairs of Appliances Division.

Mr. Homaeer Waheed

Mr. Homaeer Waheed is General Manager Manufacturing of the Appliances Division. He is responsible for procurement planning, development and manufacturing of domestic appliances in Lahore. He joined PEL in 1984 as an engineer. Mr. Waheed holds Bachelors in Mechanical Engineering as well as Masters in Administrative Sciences. He is a member of the Board of Directors of PEL.

Syed Manzar Hassan

Syed Manzar Hassan is General Manager Finance. He joined PEL in 1998 and is responsible for financial matters including budgeting and financial planning. Mr. Hassan is a Chartered Accountant (FCA) from the Institute of Chartered Accountant of Pakistan. 12

Mr. Yousuf H. Ishaque

Mr. Ishaque is working as General Manager Marketing of the Appliances Division. He is responsible for the development, implementation and monitoring of marketing and sales plans, for the appliances business. He is also responsible for corporate planning and strategic management at PEL. Prior to joining PEL in 1993 he was associated with ICI Pakistan Limited for over five years. Mr. Yousuf graduated from Government College, Lahore in 1980.

Mr. Mohammad Raza Khan

Mr. Mohammad Raza Khan is General Manager Manufacturing of Power Division of PEL and is responsible for Planning, Development and manufacturing of power

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distribution equipment, which include transformers, energy meters (1 phase & 3 phase) and Switchgears. He joined PEL in 1982 and holds Bachelors in Science (Mechanical Engineering) from University of Engineering & Technology, Lahore.

SPAN OF CONTROL
The organizational hierarchy of Pak Elektron Ltd. has both flat and tall span of administration. In case of lower level of hierarchy (the worker and their supervisors) the span is wide but as the level goes up, it becomes tall. The managing director who is answerable to the Chairman holds the top position. General Managers are answerable to the Managing Director (MD) and are responsible for respective division, Managers are heading some departments, and Assistant Managers (AM) is leading some by Deputy Managers (DM) and other. There are senior engineers who are section in charge Supervisors and foremen report to them.

Executive level
At executive level, three to five engineers report to a manager and almost some numbers of managers report to a General Manager.

Workers level
At workers level, usually 10 to 30 workers report to a foreman. Three to seven foremen report to a section in charge.

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DIVISION OF LABOUR
In Pak Elektron Limited (PEL), two types of employees hired 1. 2. Permanent Workers Temporary Workers Temporary workers are employed for about 6 months, and when the season concludes the temporary workers are laid off. Temporary workers are employed as helpers and assigned those jobs where skills are not required. Workers are divided into different teams based upon their skills and nature of job. The team is lead by head worker who is responsible for the work assigned to his team and directs the fellow workers to perform the assigned task. These teams are masters of their jobs. With in a team, tasks have been assigned in a sequential order and every individual is assigned a specific task. This activity not only helps productivity but also helps the quality standards of the workers as each of them tries to keep an eye on the other to see that he is performing correctly because if any thing goes wrong, the blame goes to the whole group. Number of workers varies in different teams depending upon the nature of jobs.

Departmentalization
As PEL has a complex organization departmentalization made on all basis. Divisions are made on product basis and departments and sub-departments are formed on activity grounds. In sales department regional sales offices exist to look after the

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business on geographical basis. Finance and personnel administration departments are divided to look after the two divisions separately. PEL is basically divided into two divisions. This division is based on product.

Power Division
PELs Power Division manufactures Transformers, Switch Gears, Electric Motors, Energy Meters, Compact Stations, Shunt, and Capacitors etc. of highest quality and of latest international standards. PEL is one of the major electrical equipment suppliers to Water And Power Development Authority (WAPDA) and Karachi Electrical Supply Corporation (KESC), which are the largest power companies in Pakistan.

Transformers
PELs first major power product being produced since 1956 is Distribution Transformers upto 33KV and 5000KVA capacity. These oil-immersed transformers are suitable for both indoor and outdoor installations, being manufactured as per IEC 76, BSS 171 or VDE 0532 standards. Sealed tank designs are available upto 200KVA while all larger size are conservator type. PEL Transformers have been tested in KEMA labs Holland, against short circuit withstand in addition to Routine Type and Impulse Tests in Pakistan. Besides the standard 11/0.415 KV transformers, PEL also manufactures. 33/11 KV transformers upto 45000 KVA, pad mounted transformers and Silicon Oil Transformer etc.

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Switch Gears
PELs second major power product is High Tension and Low Tension switchgears being produced for indoor and outdoor installations complying with the latest international specification i.e. IEC, BSS or VDE, PELs switchboards are sheet fabricated totally enclosed, floor mounting vermin and dust proof. These are supplied with factory fitted relevant components and copper bus bars internal wiring, terminal blocks etc. in preprinted form. Out switch gear manufacturing line consists of High Tension Indoor or Outdoor type switch gear, metal clad, draw out type with vertical or horizontal isolation can be supplied upto 33 KV voltage during rating and short circuit level of 750 MVA as per customers requirements. These panels can be supplied complete with triple-pole, minimum oil/bulk oil /SF6 Air Magnetic / Vacuum Circuit Breakers, Current and Potential Transformers, meters protection relays and other standard accessories PELs 11KV switchgears have been tested for short circuit withstand if the KEMA International Laboratory.

Energy Meters
PELs third power product is the high tech, high quality single-phase wattcmeters being produced under license from ABB (Asea Brown Boveri Power T&D Company) of USA. In the range 10-40 amps and rated 240 volts. It is also being planned to expand in other metering areas in near future. The plant with an annual production capacity of 5,60,000 meters became the first unit of its kind in 1997, to be awarded ISO-9002 certification, in Pakistan.

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Special products like 11KV and 33KV Auto Re-closers and 11KV shunt capacitor banks were also supplied to WAPDA under IDA and USAID International contracts through open international competition.

Appliance Division
The Appliances Division was established in 198081 when company introduced its first consumer product i.e. Window room Air conditioner in Pakistan. Refrigerators and Deep Freezers followed this in the year 1986-87, Fractional Horse Power Compressors in 1993 and carrier window and split air conditioners in 1997 and Samsung window and split air conditioners in 2001.

PRODUCT PORTFOLIO
Window type air conditioners PEL. PEL Split Air Conditioners Refrigerators (Direct Cool) Floor Standing Air Conditioner Microwave Ovens

Washing Machines

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Diesel Generator Water Dispenser

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Gross Sale
During the past three years, PEL has grown from strength to strength and has established its name as one of the leading brand in the Home Appliances industry as is evident from its Financial and Market results given below:

Market Share

FUNCTIONS OF SPECIALIZED DEPARTMENTS

Marketing
Marketing department is main nerve of any organization as far as PEL is concerned; PEL has two different marketing departments i.e. separate for the two divisions: 1. Appliance Division. 2. Power Division.

1. Appliance Division 17

The products marketed and managed in Appliance Division are as follows: Refrigerators Microwave ovens Split and window Air Conditioners Washing Machine Water Dispenser The primary duty of marketing department is to make an overall marketing plan for each product and also analyze the current market situations by monitoring the competitors separately and constructing strategies accordingly. It includes the development of daily sales report region wise, location wise and to compare it with the annual sales plan and in case of fluctuation take corrective actions and make necessary arrangements. Allocation of advertising budget for the whole year and to develop promotional plans for retailers, wholesalers, and end consumers within limited financial budget. Beside these activities this department is also responsible for check and balance of dealers. This department not only motivates the dealers but also check their activities. It also checks their credit limit because dealers have awarded different credit limits according to their potential of sales. Whenever any dealers credit crosses its limits they stop the supply and first they try to motivate dealer to clear his credit then they restart his supply. These all things happed because much of PELs sale is on credit.

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Hierarchy of Marketing (AD)

Transshipment
Transportation is an important logistic decision, which PEL has to make while transporting goods from factories to warehouse and then to dealers. For refrigerators, the best mode of transportation is truck within cities and between cities. The main reasons for using trucks are speed of transportation and economy. The goods are transported from the factories at Hatter and Gadoon Amazai to warehouses in Lahore and Karachi. To facilitate the transportation system the country is divided into two zones. The appliances for Punjab and N.W.F.P. are stored in the warehouse of Lahore while appliances for Sindh and Baluchistan are stored in Karachi. The country distribution is as follows. 19

Zones Area Included

Northern Zone Southern Zone

The distribution of zones is as follows:

Punjab and N.W.F.P. Sindh and Baluchistan.

Region
Karachi Region

Area Included
All Southern zones including Sindh and Baluchistan.

Multan Region Gujranwala Region Rawalpindi Region Faisalabad Region Lahore Region

RaheemYaar khan to Okara. Jehlum and Kharian. Jehlum towards all NWFP. Sargodha, Mianwali, Layya. Sheikhupura,Lahore to Okara onwards.

PEL makes annual contracts with different transportation companies. The products are insured so that any damage during the traveling is borne by the insurance company. The annual contracts are more economical then renting trucks when required. As dealers usually take PEL appliances on credit so they have to bear the transportation cost but if the sales are on cash, as in case of some institutions that contact PEL directly, the transportation cost is borne by PEL. To deal with the dealers network through out Pakistan, PEL has employed a large sales force. This sales force is a link between dealers and PEL.

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Dealers
There are about 1500 dealers dealing in PEL appliance. The Company has to look many different aspects of a dealer before deciding to give him the dealer ship. The different criteria, which a dealer has to fulfill, are: The dealer must have a good reputation in the market in which he is operating. Those dealers are preferred who do business on cash basis with the company. Even if they take credit they must be financially strong enough to make the payment within one month. The dealer who gives a prominent shelf space to PEL appliance without much persuasion or do not demand a high price for shelf place are preferred. Location of dealer's shops is another important factor. The place should be reachable by customers and easily accessible by them such as Abid Market Lahore. The dealers must promote PEL appliances through point of purchase promotional material provided by PEL at their shops. These materials should be displayed at prominent places.

At one hand if PEL demand such services from their dealers, they are offered many incentives for their services too. PEL has offered many sales promotion schemes to the dealers, which will be discussed in promotion section.

Placement of Order by Dealer

Every month each dealer is visited by the sales officer appointed in that area. That sales officer has all the past record of that dealer regarding the quantity ordered

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by that dealer, payment made, payment to be made etc. The sales officer then checks the number of appliances that are still unsold and are at dealer's shop or store. If there is a need for an order to be placed the dealer fills a form which describes in detail which appliance is required by the dealer in what quantity, which color and model etc. The form is stamped by the sales officer and is sent to accounts department where the invoice of the order is made. The quantity ordered along with the invoice is sent to the respective dealer within twenty days. Marketing department is a blend of following departments: Customer Service Department Credit Control Department Dispatch

Customer Service Department (CSD)

CSD is a customer service department under the Marketing Head. Where the after sale service is provided to satisfy customers having problem in their appliances. PEL is well known for their customer care service.

Credit Control Department (D&C)

D&C is a credit control department under the Marketing Head. A responsibility of this department is to maintain record for all the credit transactions.

Dispatch
Dispatch is another department under the Marketing Head. In this department all the things are maintained which are send out of the factory or to dealers.

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Consumer Marketing Department (CMD)

Consumer Marketing Department is the department in which I have been appointed as intern for the duration of 7 weeks (March 07,2005 to April 23,2005). This department is basically under the marketing department. At the start this department did not exist in the hierarchy but with the passage of time and with the success of easy installment scheme, this department came into being. The reason is that in the start this departments target market was Lahore and its workforce had only 8 persons and now after 2 years of its establishment it has covers major cities of Pakistan and it has workforce of 45 and they are recruiting more to cover these areas fully. There are many regional offices in major cities for example in Multan, Sahiwal, Karachi, Hyderabad, Faisalabad, Gujranwala, Hattar, Rawalpindi, Sialkot, Bahawalpur, Sukker, Sargodha and AJK (Azad Jammu Kashmir) and the head-office is in the factory that is Consumer Marketing Department. This scheme is well received so its now on expansion. This scheme is only in big cities. The target market of this scheme is Government employees or the employees of those companies, which have signed Memorandum of Understanding (MOU) with the bank who is financing. Why so? It is because those Govt. offices make sure to the bank that their employees salary will go to their hands after the deduction of installment of the bank and MOU also make sure that employees who got financing will get salary after deduction of banks installment. Askari Bank Limited is financing the PEL employees and Soneri Bank and Bank of Punjab to the others employees of Govt. or company which has been signed MOU with the bank.

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Human Resource Department

Human Resource Department is the most important and key department of every organization. It not only deals with the employees of the organization but also help in management of the affairs of the company. PEL has a full fledge HR Department known as HR&A or administration department with the staff strength of 38 employees. The GM is the top executive in the HR department and there is one manager of HR to facilitate the work of G.M. and 2 personnel and an admin officer. HR Departments activities are spread over the whole organization. The following areas come under direct supervision of HR department at PEL. Hiring and right sizing of employees Training and development Compensation system Security and fire fighting Gate supervision Telephone exchange Fair price shops Canteen supervision Dispensary and health care As the security in the company like PEL is very much important so there is 24-hour arrangement of security by three shifts in charges headed by a security officer. He is also responsible for the fire fighting activities and for the placement and

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checking of all the fire fighting equipments. For the purpose of security and for the visitors there are two gates under the supervision of a supervisors with two gate assistants who are responsible for all the in and out transport and movement activities in the organization. There is a telephone exchange in the organization having a facility of 13 lines. The organization is providing the basic necessities to the workers e.g. flour, ghee, sugar etc. from the fair price shop at very controlled price and quality. Because this is part of fringe benefits that are provided to the employees. There is a fair price supervisor who is responsible for the purchase and distribution. PEL is also providing the facility of mess to the workers and as well as officer. Mess is provided at very nominal charges. Mess supervisor is responsible for the purchases and cooking. There is not a particular hospital in PEL but there is a dispensary with two dispensers and one senior dispenser. For the medical check ups and for any detailed curves the employees are sent to social security hospital

Finance Department
Finance Management is the lifeblood of any industry. If this area of corporate activities is improperly handled, a company may lead insolvency despite having all the resources and opportunities. Therefore proper financial management is vital for every business concern and PEL is not lacking behind over here.

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At PEL finance department for both division (Appliance and Power) is separate but their procedure are same. To control both another departments called Finance Center is established. Functions of finance are: Perform as a workstation and as an integrated circuit amongst all department of the company. Arrange monetary resources / funds at favorable prices and at proper time. Allocate resources / funds throughout the organization. Deal with banks, investment firms, modarabas, government departments of Appliance and power division calculate and keep employees salaries record. Carry out final auditing of financial records prepared by Accounts department of Appliances and power division. Income Tax /Sales Tex Recording The Finance Center prepares and keeps up to date record of income tax & Sales Tax deductible at source on the payments made to its buyers i.e. WAPDA and others, income tax/sales tax deductible on the salaries / wages or on sales of its employees/dealers and tax payable to the government on the companys profit. Employees Salary Recording Controlled by Account Officer, this section is responsible for keeping three types of employees salaries record. These records pertain to workers, staff and officers / managers. When a person joints the organization he needs to submit a joining report to HR&A for verification. Only those employees are eligible for salaries that have salary authorization and appointment letter issued by HR&A department. Every month HR

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and A department send an absentees report to salary controller of Finance Center. This list contains names of those employees who were on unauthorized leave. The salary controller deducts required amount of money for unauthorized leave. No salary is deducted if casual / sick / earned leave is properly applied for. The monthly salary record of each employee is entered in the permanent master file of computer. Necessary changes are made if any increment is observed in the employees salary.

Administration (IR & A)

Key responsibilities are: Maintenance of Attendance Maintenance of Stores Check the material in & out from the factory Maintenance of factory Provide assistance to all departments regarding material

Procurement
PEL has state of the art methods of production and they also outsource the products and raw material not only from Pakistan but also from Asia, America, Europe, and Africa. So for this purpose PEL has two different departments for procurement, which are:

Local Procurement Foreign Procurement 27

Local Procurement Local Procurement department is responsible for all the raw materials that are required for making various products in the factory. It includes from nails to large metal sheets. At the start of each financial year they receive a major plan from the management, which highlights all the raw material required for each product. Dates and maximum time limit for raw material requirement is also mention in this major plan. Now procurement team makes small benchmarks and milestones from the major raw material required plan in order to ease them for remembering the required time limit and also reminds finance department to arrange finance for such purchases. Foreign Procurement Responsibilities and duties are same as Local procurement but they vary in the dimension that, they have to arrange the raw material from abroad. They also receive same plan as local procurement for the whole financial year and develop milestones to carry out the plan execution properly. The skill of this department is to purchase the raw material in the optimum cost that best satisfy the need of production department and also to finance department in quality as well as in monetary terms respectively.

Internal Audit
The internal audit department is made to keep record and track of each department.

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The main responsibilities of this Dept are as follows: How things are working in each department? Avoiding of illegal use of company resources. Creating a check and balance procedures for each department. Keeping track for misuse of responsibilities. Indicating unnecessary usage of Budget allocation.

Information Technology Department

IT departments key responsibilities are as follows: Troubleshooting and problems facing in computers. Installing and deletion of softwares. Right protection and issuance. Developed and maintain internal network. Developed and maintain domain of each person. Create and enhance internal softwares running currently. Hardware and all software issues.

Production
Production departments key responsibility is to develop and create products that are required for the specific department. They also receive a major plan for the whole financial year that indicates the number and models of each brand and the deadline time for each lot. PELs production department is comprised of different units according to the products. Following are the names of production department: 29

Refrigerators Production Department. Transformers And Switchgears Production Department Electricity Meters Production Department.

Accounts Department
The Accounts Department looks after the financial matters. Accounts department for both power and appliances division have similar functions as below. Functions This particular department has the responsibility to prepare and keep an upto date record of following: Financial keep of daily, including the income statement and balance sheet. Book keeping of daily monetary transactions. Production maintenance reports Cost data on labor, materials and overheads. Remittances and loans Expense reimbursement Tax statement Financial deals with the banks, leasing companies, modaraba companies, DFIs and other government agencies through Finance Center. The finance department maintains record of all its expenses through vouchers. Generally the following types of vouchers are used for this purpose.

Cash payment vouchers for cash transactions recording. Purchase vouchers 30

Bank payment vouchers Journal vouchers for general expenses.

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SWOT Analysis
The strengths, weaknesses, opportunities and threats of PEL are discussed below:

Strengths
PEL has the following strengths and is in more competitive position in these areas than its competitors. Following are the main strong points of PEL: Strong brand image Strong dealer network Strong quality, sale and service Market leader in WRAC Number 2 in refrigerators in Pakistan Strong grip in home appliances Strong Management Distribution of Authority Strong research and development department Free customer service

Strong Brand Image PEL has created the strong brand image in the mind of the customers through higher quality and low price. The customers of the PEL always prefer to buy the PEL home appliances like WRAC split AC and refrigerators whenever they wanted to buy. PEL is a popular company in Pakistan and every one knows about the PEL products and its brand. Thats why PEL selling of WRAC are very high in the market than the competitors selling. 32

Strong Dealer Network It is also the plus point for the PEL that it has also developed the strong dealer network in the market. The dealers are always trying to sell the PEL appliance to the customers because they know there are high margin in the PEL products. They can get more money after selling the PEL products. The management of PEL also provides more incentives to their dealers than their competitors. Dealers are very conscious about the PEL products and always guide the customer in buying the PEL appliances and tell them the more qualities of PEL products than others products. Strong Quality, Sale and Service PEL is also in a strong position that it provides the superior quality to your customers. It makes sense in the mind of the customers that PEL products are better in quality than the other companies products. PEL also provides the after sale service to their customers which delight the customers satisfaction. It is another way to advertise the products because when customer is highly satisfied then he tells the other ten persons that they should buy the PEL products. It is the free publicity of PEL products that PEL Company gains. Market leader in WRAC (Window Room Air Conditioner) It is another strong point that PEL is a market leader in WRAC. The window room air conditioner is more demanded by the customers than its competitors air conditioners because it has more durability in operating systems and cools the room in few minutes. PEL always strives to provide the innovative features in WRAC. PEL air conditioner is cheaper and has a higher quality than others WRAC. Thats why customers always purchase the PEL window air conditioner.

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Number 2 in Refrigerators in Pakistan After the Dawlance refrigerators PEL has a second position in refrigerators market. PEL always continuously strives to pursue the strategies adopted by the competitors. As a consequence the price war starts among the companies so each company reduce the prices and try to increase the sales of its refrigerators. PEL is also making efforts for the quality improvements than its competitor Dawlance. Strong Grip in Home Appliance So PEL is one of the companies, which is having a strong grip in the home appliance i.e. WRAC, Refrigerators, micro way Owen etc that is a strong point for the company. PEL is penetrating the market by introducing the new home appliance like Split Air conditioner and always trying to get the maximum shares in the home appliance market. Strong Management It is another plus point that PEL has a strong management. Its employees are more competent and fully skill and knowledge. They always cooperate the top management in achieving the goals that are assigned to them. Employees are well aware about the company objectives and so they are committed to the development of company. Distribution of Authority Top management of PEL delegates the power to the subordinates for achieving the marketing objectives in a specified time period. So every manager has an authority that use in achieving the Goals. He can easily handle the complaints of

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customers and try to satisfy them. So it is a strong point for the PEL because there is decentralization of powers. Strong Research and Development Department PEL has a strong research and development department that is continuously trying to develop new features for the products. R&D department spends huge amount of money for the development of product. R&D makes research for introducing the new product and asks the customers what they want extra in our products. For this purpose they hire the highly qualified employees in R&D department. That is another strong position of PEL. Free Customer Service PEL provides free customer service for one year to its customers. So the customers always buy the PEL products due to its free service and it becomes loyal customer for the PEL. PEL always provides help to their customers for repairing the WRAC, Refrigerators and other items. PEL always make efforts to satisfy the customers. Public Limited Company Although PEL is owned by the SAIGOL GROUP but its shares can be purchased and sold in stock exchange market. So every one who is interested in purchasing the shares of PEL he can purchase. It is also called public limited company. So people are more interested in buying the PEL products.

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Weaknesses
Like other companies PEL has some weaknesses in operating the business. If PEL overcome on these weaknesses then it can become a market leader in the home appliance. PEL loose some competitive edge in the following points: Lack of advertisement System variations Lack of Product range Less Utilization of capacity Financial Problems

Lack of Advertisement It is a second major weakness of PEL that it never makes advertising on TV. That creates hurdle in selling the products and customers cannot know the changes, which are made in products by the company time to time. Company is not in a position that it made advertising of all their products on a wide range because of its high cash requirement towards the production side. Due to this problem company always make efforts to develop strong relationships with dealers. System Variations It is also the main weakness of PEL that there are rapidly a change in polices of selling the products. Thats creates problems for the selling team how to sell the products to the dealers because the top management requires the urgent amount of money. So selling team sells the products sometimes on hard cash that will reduce the

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prices of products that gives the benefits to the dealers and creates problems for the management. Lack of Product Range PEL has introduced more products of consumer items but there are more needs to develop new consumer items like PEL washing Machines, Vacuum cleaner and other items. Due to lack of product Range, Company cannot earn more profit because consumers have high demand of these products and they say that if company is investing in these products then we can keep all PEL items and we never need to keep others company products. Less Utilization of Capacity Due to lack of finance a company cannot utilize all its resources on its full capacity. It increases the cost of products per unit that decreases the profit margin of each consumer item. Sometimes company cannot allocate the resources according to the requirements of production department thats becomes the problem for the complete utilization of resources. For the company it is also the main point of weakness. Financial Problems Sometimes PEL faces the financial problems because its stocks are so much piled up in the stores that create the problem of cash flow because when the stocks are not sold and the production is in process for 24 hours a day than the company faces such problems. So company aggressively research the sources of cash and stress the dealers to sell the PELs products to the end consumers. Company sometimes sells their products on advance bases to the dealers and gives them high margin of profit.

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Thats why a company is facing the financial problems and company never pays attention on the alternative resources that will help in reducing the stocks. That is a customer demand and due to this it is the main weakness of company.

Opportunities
For the PEL there are more opportunities for expansion the business. If PEL realize that opportunities then it will be more fruitful and profitable for the company. Even if company does not take advantage of these opportunities then it will loose its competitive position and high profit. Its competitors will give PEL tough time to pursuing the opportunities that are adopted by them. Following are the opportunities for the PEL. Exploration of market in Pakistan Increase in product range Export opportunity Increase in production capacity

Exploration of Market in Pakistan PEL has the opportunity to explore the market in all over the Pakistan. Even though PEL introduce its products in all cities of Pakistan but there are so many places that have the capacity to absorb the PELs products. These places are tribal areas in NWFP and northern areas of Punjab and NWFP, central area of SIND. If company introduces their products in these areas then it can get a large amount of profit and increase its market shares.

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Increase in Product Range It is the main opportunity for the PEL that it can increase its product range that will be a more profitable for the company. There are more needs to develop new consumer items like PEL washing Machines, Vacuum cleaner and other items. Due to lack of product Range, Company cannot earn more profit because consumers have high demand of these products. If PEL does not take this opportunity then it will loose high margin of profit and market share. It will reduce the fixed cost and increase the efficiency of the employees. Export Opportunity PEL Company has also the opportunity to export their products in other international countries like UAE, SAUDI ARABIA, and other Arabic and African countries. It will not only reduce the dependence on one market but also increase the market shares and profits. It will also help the company to spread the fixed cost on all of its production that will reduce the total cost and company will enjoy the high profit. Increase in Production Line Company can also increase its production line at the maximum level that will increase the efficiency of the employees and also will reduce the total cost. Sometimes company cannot allocate the resources according to the requirements of production department thats becomes the problem for the complete utilization of resources. Company should look the market conditions then it will produce their products.

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Threats
PEL Company in such a competitive era has many threats as well. These threats are for the present situations and future. Company should make its policies and strategies according to these threats. So following are the main threats for the PEL: Strong competition Chinas product introduction in the market Price war Slow growth rate in Pakistan Instability of government Tax department World Trade Organization Investors

Strong Competition There is very strong competition for the home appliance in the market. So every company tries to come in the number 1 position for achieving the maximum shares in the market. Every company adopts different strategies for selling of the products. It reduces the profit margin of each company and increase the bargaining power of the buyers who will demand higher quality of products and lower cost. That is the main threat for the PEL Company. Chinas Product Chinas products are another threat for the Pakistani companies because these products are cheaper than the Pakistani products. An even china product not well in 40

quality but it is comparatively in low prices than the consumers home appliance that are manufactured by the indigenous company. China products stress the indigenous companies to lower the quality and prices that will not be profitable in the long run. Price war: As there is stiff competition in the home appliance market that will cause the price war. So every company reduces the prices of its products to increase the sales. It will not only reduce the profit margin of the company but also reduce the quality of products. So price war is the main threats for all the companies, which are operating in these products. Slow Growth Rate in Pakistan There is also slow growth rate of home appliance in Pakistan that will increase the stocks of the company. It becomes the burden for the company that how to sell these stocks. Its main reason is that purchasing power of the buyer is very low and it has no income to buy the expensive the home appliance. It is also becoming a main threat for all the companies. Instability of Government The rapid changes in governments will become threats for the companies because every government adopts its own policies for the industries. So it increases the uncertainty for the investors who want to invest heavy amount in their new projects. Thats become the major threat for the companies and decreases the profitability. Due to fear of politically instability companies will also not invest the heavy amounts.

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Tax Department Tax department is another major threats for the companies that will restrain the business expansion. There is more complicated tax procedure for the companies, which are interested to increase the investment in their businesses. A tax department also asks the company from where it receives the money and where this money will spend. Due to fear of heavy taxes companies would not like to invest the heavy amount. World trade Organization World trade organization will give the permission in 2005 to each company of home appliance to export their products after paying less duties or duty free products. That will increase the pressures for the indigenous companies to reduce the prices and increase the quality. It will increase the competition among the foreign companies and indigenous companies. But our companies also run under uncertainty conditions. This will decrease the morale of indigenous companies. Investors: There are few people who have big investments and they are importing the Chinese product by their own Brand name. This is a very big threat for the company and company is trying to create some attraction for the investors to demotivate the investors.

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Problems
Main problem we have found in this company is they have the communication barriers among the departments. If PEL is a team departments are its players, they need to work as one unit rather than seem working in their own capacity.

Sub Problems
Lack of advertisement: PEL does not focus on advertising while its competitors are
focusing on this part.

Lack of co-ordination: There is lack of co-ordination between the departments.

Every department has concern with its own matters not with the whole company.

Lack of Product Range: Competitors are offering the products at a wide range in
term of different sizes and colours while PEL has limited offerings in terms of different sizes and colours.

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CHAPTER III

Internship Activities
I have performed these duties during my internship program (October 03 to November 30, 2007). All doings and activities are check by my supervisor, Mr. Ibad Jamal (Marketing Manager) and his team members Mr. Muhammad Ali (Brand Manager), Mr. Sohaib Irfan (Marketing Executive) and Mr. Tanveer Ahmed (Marketing Officer) whom I report to.

Making a report of sales and collection on daily basis and then presenting it to our marketing manager.

My knowledge of Marketing and Advertising helped me while I arranged the documents in date order, I learnt a lot during this activity that how much important it is to arrange the things in proper manner. During activity whatever I asked from Mr. Muhammad Ali (Brand Manager) he was so kind to guide me in detail, like ATL and BTL concepts.

Sending advertising material (posters, stickers, wobblers, buntings, banners etc) and letters or notification to all area sale offices of PEL in Pakistan as per instruction of Mr. Ibad Jamal

Follow up in order to make sure that sales offices have received the dealer certificate stands and querying any discrepancy they faced.

Randomly calling existing customers in different areas of Pakistan and asking them if they were satisfied with the product they purchased, and then make a customer satisfaction report. 44

Preparation of monthly report Sales Plan vs. Actual Production Making list of price comparisons of different brands to PEL. Visit to Lahore sales office in order to get the information regarding PEL competitors.

Preparing the presentations of competitors and world renown brands in order to make easy to compare and know the strength and weaknesses of PEL home appliances.

Working with my manager in PEL

During my 8-week internship, I was associated with Mr. Ibad Jamal, who is the marketing manager of PEL and his team Mr. Muhammad Ali (Marketing Manager), Mr. Sohaib Irfan (Marketing Executive), Mr. Tanveer Ahmed (Marketing Officer), Mr. Faisal Tanveer (Data Analyst) and Mr. Afraz Ahmed (Media Coordinator). Mr. Ibad Jamal has a very pleasant personality and I found no fear in his team which make their efficiency up to mark. I never faced any major conflict or was under stress while working under his management. Mr. Muhammad Ali (Brand Manager) has never created stress while taking work for me, but did say a few words when he was not happy or when the work done was not up to his standards, and when he appreciated my work he always gave a pat on my back saying good by showing his thumb impression. Overall its not easy for me to name the whole team over and over again but all of Mr. Ibad Jamals team made my vision broader. Thanks to them, for making me learn from the activities and from the environment.

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Application of knowledge learned in MBE

While working in PEL, I applied my knowledge learned in MBE in the following ways: In my MBE studies, we learned how important the SWOT analysis is, in PEL I learnt its application. My knowledge of MS OFFICE came in handy while working here in PEL, as daily reports were made in excel and power point for presentations.

My knowledge of Marketing and Advertising helped me while working with Mr. Muhammad Ali (Brand Manager) whatever I asked from he was so kind to guide me in detail. So, my urge for learning in field of Marketing and Advertising helped me a lot.

We learnt in Business Communication how to interact with our clients/peer groups/customers with good communication skills, which came in handy, here in PEL.

Operating a computer and using its application did most of the work, which were well taught in MBE.

I realize the importance of research work for any organization by seeing its application.

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New Things Learned:

Some new things, which I learned here, were:

How to work individually as well as in groups under relaxed and

stressful environment. Patience is very important in dealings, as anger can lose your

customer. To increase your sales and stay in competition with top brands it is

necessary to keep your dealers happy by giving them incentives. How to coordinate with the other sales areas of PEL via telephone/fax.. How to deal with your customers complaints in such a way to satisfy

them.

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CHAPTER IV

SUMMARY
I have worked as an internee in PEL (Pak Elektron Limited) for the duration of 8 weeks (October 03, 2007 to November 30, 2007). PEL (Pak Elektron Limited) is the flag bearer of the Saigol Group of Companies. Pak Elektron Limited (PEL) is the pioneer manufacturer of electrical goods in Pakistan. It was established in 1956 in technical collaboration with M/s AEG of Germany. In October 1978, the Saigol Group of Companies bought the company. Since its inception, the company has always been contributing towards the advancement and development of the engineering sector in Pakistan by introducing a range of quality home use products. PEL has two divisions of its business. 1. Home Appliances Division 2. Power Division Home Appliance Division includes the products like WRAC (Window Room Air Conditioner), Split Air Conditioner, Refrigerator, Fridge, Television, Generator and Microwave Oven. Power Division includes the products like Transformers, Switchgear and Energy Meters.

I have been working in Marketing Department of Appliances Division. Marketing department consist of D&C (dealer network &collection), DESPATCH, CSD (customer service department), SALES MANAGER OF REFRIGERATOR AND

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TRADING MANAGER. Main function, which I had to perform daily was to prepare sales and collection report on the basis of area secondary sales report of Lahore, Karachi, Rawalpindi, Coordination with advertising agency, Coordination with production department, Conducting the customer satisfaction survey for the complaints and the new buyers, Preparation of monthly report Sales Plan vs. Actual Production, Price comparisons, Monthly report of import data, Market visits for market trends and information, Coordination with regions for regional advertising etc.

I have learnt many things through this internship program that is how an organization works, how much important is paper documents are, how to deal with the customers and how much important is being updated all the area sales offices with the head office for any new notifications.

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Recommendations for the organization:

Co-ordination should be developed between departments to departments. This can be done through setting goals and objectives of the whole company not only for their different departments.

As I found brand name is very important factor in consumer buying behavior, thus it is advised that PEL should work on the brand image. Although PEL has a strong brand name, but it has to create much more stronger one, mainly through advertising, to compete with Dawlance, Waves, and other international brands.

The company should add more features to their products. People are attracted towards a product with unique features and something that would make the customers feel that they have got their moneys worth.

The company should take measures to improve the quality of their products by improving the process. Thus the company is advised to take steps towards improving the quality of its products, other wise it will lose a lot of potential customers to their competitors.

To gain more competitive advantage over their competitors, PEL has to work on their distribution network.

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PEL more focus should be on electronic media to get competitive advantage over the competitors. They have to increase their advertising expenditures.

The company must give more incentives to the dealers so that they remain loyal to the company and promote the products.

Introduction of seasonal schemes can help to boost sales.

The product line of PEL is not good as compared to others like Haier, Waves, Super Asia, so its good for the company for more success if they work on it.

The company should change the advertising theme and slogan to attract and for the attention of customers. They should show some creativity in all promotional activities. So PEL should come with some catchy Slogan.

PEL should define the companys mission and vision statement that can be more helpful for them in future. Every organization however it is small or large has clear direction where they want to go. Without direction or knowing the purpose of their existence how an organization can make progress.

They should advertise throughout the year so people should remember them and will be more brand loyal and new customers will be attracted. They should

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use all the medium of advertising to be more successful in attracting customers.

For MBE

Our department is in desperate need of a computer lab, where students can explore the web world.

The teachers of Department of Business Education should not just deliver lectures by relying on the textbooks there is always room for improvement in life, they should personally first do some research on the topic, which is to be taught, and then according to those new methods they should deliver their lectures.

The teachers of MBE should not hurry to finish the course work, rather they should concentrate on the quality of knowledge than the quantity of knowledge transferred to the students.

Case studies should be encouraged in all major subjects in MBE

I came to know that students tend to work hard and are more encouraged to study if the attitude of the teacher is soft and if the teacher is easy-going. This way the teacher finishes his coursework in time with proper understanding of the students, and the students are look forward to attend classes of that specific teacher and are willing to participate in his lectures.

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The teachers of MBE should practice the use of MS OFFICE to students.

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For the Institute (for the next internees)

I found PEL a great place for new internees of MBE, I strongly recommend my juniors because in PEL you got the environment where they want to make you learn. They dont treat internee as burden

PEL should open its internship programs on frequent basis so more and more students can get the chance to work as an internee in such a huge institute and get their relevant work experience. They can personally go to colleges/universities or give an ad in newspaper.

In future, the managers of PEL should assign duties on daily basis.

The work given to the internees should not be general, rather it should be according to their specialized field (i.e marketing, finance, HR) so after the completion of their internship program they have practical knowledge of that specific field.

I recommend that PEL should minimize its timings for its internees i.e 9:00am-3:00am. A 6 hour shift is enough for a trainee rather than a 8 hour work day.

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Conclusion
Concluding, I found that the people while purchasing for a certain item take great interest in the brand name, quality, and features. A very fine example is that of Dawlance. Most of the people that I had contacted gave a lot of preference to Dawlance. People have a strong faith in this brand name, partly due to its high quality and features and partly due to the brand image that it has created during all these years. All the other factors like price, advertisement, word of mouth, dealers etc. dont have that much importance during the buying process. PEL is not targeting through advertising, by coordinating their marketing efforts, take advantage of synergy among various communication tools, and develop more efficient and effective marketing communication programs. Even a new technologies and formats create new ways for marketers to reach consumers, they are affecting the more traditional media Television, Radio, Magazines and Newspapers are becoming more fragmented and reading smaller and more selective audience. PEL is doing some advertising efforts but problem is that there is no creativity in ads. No doubt PEL is making excellent products, but unfortunately PEL is not realize creative advertising is also important part of their Marketing success.

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Annexure

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