Index

Content
Information About the Organization
 Background……………………………………………………
 Organizational structure……………………………………
 Main Activities………………………………………………….
 Major Achievement……………………………………………
Progress Report
 Academic Eligibility, Training and other requirement……………..
 Work Allotted during training……………………………………..
 work done……………………………………
 Weekly Information…………………………………………..
 Difficulty Faced During internship…………………………..
 Step taken to faced those challenges…………………..
 Analysis………………………………………………….
 Suggestions……………………………………………………………
 Conclusion ……………………………………………………………….

1
INFORMATION ABOUT THE ORGANIZATION
BACKGROUND

Introduction-
Founded in 1967, Hyundai motor company is one of the Ingest auto- maker.
In its short history, it has grown to become one of the leading automobile manufacturers
in the world.
In its 4 decades old journey, Hyundai motors has emerged as the
world’s 4 largest car maker in terms of units sold. Head- quarted in Seoul Hyundai
operates the world’s largest automobile manufacturing facility in ulsan, which is capable
of producing 1.6 million cars annually. Hyundai not only created history with the launch
of santro, but also repeated it with the launch of the popular hatch I 10 and I 20.
Cortina is Hyundai’s first car model launched in 1968 in collaboration with ford
motors. Pony is also other important car from Hyundai’s stable.

Hyundai Motor India Limited

The Hyundai Motor India limited (HMIL) was established in 1996 at Irrugattakottam
near Chennai, constructed at a total cost of US $ 614 million. The plant has an insatalled
capacity of 2,50,000 cars per annum production and 1,30,000 engine transmission units
per annum.

2
GLOBAL EXISTENCE-

Company’s head office is located in Yangiae-dong, Seoul, Korea

3
 Picturesque view of the plant in Chennai.
Horizons to the world of HMIL

1999 → Accent is launched

→ santro wins business standard motoring
“car of the year”
2000 → santro zip drive was launched
→ santro crosses 1 lakh car sales
2001 → Hyundai launched its 2,00,000th lakh car
in 32nd month
→ santro ranked no 1 in JD power Asia
pacific “initial quality study”
→ both santro and accent ranked 1st in JD
power Asia Pacific “Best Appeal”
2002 → HMIL launched its 3,00,000th car.
→ HMIL launches Accent crdi
→ HMIL also launched its 3,50,000th car in
the same year
2003 → 4,00,000th car is rolled out
→ HMIL launches its premium SUV,
Terracan
→ HMIL launches Santro xing “The Global
4
 car”

2004 → launch of getz

→ santro crossed the 1,00,000th mark in
vehicle exports and emerged as the largest
exporter
2005 → launch of sonata emberaa
→ sania mirza was selected as the brand
ambassador of Getz.

2006 → HMIL rolled out the fastest 10,00,000th

car
→ Santro crosses the million mark
→ plant was enhanced to 6,00,000
production per annum
2007 → Verna was awarded the car of the year-
overdrive
→ export of 4,00,000th car
2008 → i10 awarded the car of the year by NDTV
Profit, CNBC and overdrive magazine
→ i20 launched
→ HMIL reaches the milestone of
producing the fastest 2 million cars

2009 → i20 adjudged “family hatback of the year

→ HMIL reaches 25 lacs car production
→ HMIL won the Gold award for the best
car dealer in india

5
 CRITERIA OF DEALERSHIP
To obtain the dealership of Hyundai is not an easy task. The interested parties have to
fulfill certain requirements and follow certain guidelines.
There are certain criteria’s by which one can obtain the dealership of Hyundai.
Some of the major guidelines are-
1.) Showroom:-

The showroom has to be located in a healthy and clean environment and

within the reach of the people, making it out of reach of the people. The showroom
should also not be located in the midst of the city, causing problems in transportation of
the vehicles. Hence, highway is the most suitable location as there isn’t any problem of
traffic, noise and transport. So the customers can easily go for a test drive.
2.) Capital of the firm –

The firm should have a minimum capital ranging between Rs 1.5 to Rs 2 crore.
3.) Workshop-
As the dealer would mainly deal with the service and sales operations of the
Hyundai vehicles. It is required that the firm must have a sufficient space to carry out the
service operations conveniently, which include washing, cleaning, and maintenance of
parts of the cars.
4.) Availability of man power –
The firm must have a workforce of at least of 30 employees which includes the
manager of sales department, the manager of service department, sales executive 6 in
number, receptionist, and minimum 15 service operators and remaining will be the
operating staff working under the sales and service department.
5.) Interior of the showroom –
The interior of the showroom makes a great impact over the minds of a customer.
Hence, following points must be taken into consideration –
1. The floor tiles should be Grey and White in color.
2. The showroom must have enough space to keep a stock of at least 6- 8 cars at a
time.
3. The place must be kept clean.
6
4. There should be sufficient space between cars so that the driver’s side gate can be
opened easily.
5. There should be a waiting lounge/lobby for the convenience of the customers.
6. In the middle of the showroom a broad passage should be there so that
7. the car purchased by the customer can easily move out.
8. The wall should painted in deep sea blue color embedded with HYUNDAI on it.
9. One who fulfills the above criteria obtains the dealership.

7
PROCEDURE FOR OBTAINING DEALERSHIP

 HMIL publishes a newspaper advertisement for its dealership mentioning the

requirements.
 Applicants can submits their forms along with the necessary details at the
HMIL head office , Chennai.
 HMIL selects few forms that fulfill the mentioned requirements and call the
selected applicants for an interview.
 One who fulfills the entire requirement and above mentioned criteria’s is
allotted the dealership.

8
 ORGANIZATIONAL STRUCTURE

Chair man

General Manager

Accou
Purc Prod
nts
hase uction

Depar
Depa Depa
tments
rtment rtment
Manages Manages Manages

Assistant Assistant Assistant

Manages Manages Manages

Offices Offices Supervisor

Assistant Assistant Skilled

Labors

Helpers

9
 MAIN ACTIVITIES

C.I. HYUNDAI

The fast growing Hyundai automobile industry took a large step and introduces
itself to the Bhopal, by the opening of C.I. HYUNDAI. It brought a boon in the small
cars market of the city and gives tough competition to Maruti Suzuki on which people
“count”.
C.I. HYUNDAI an Outlook:

 Operating staff – under sales and insurance department there are 8 employees
and service department 42 employees are working currently.
 C.I. HYUNDAI is the first and the biggest dealership. It has gained a good
ranking in services.
 C.I. HYUNDAI believes in the basic concept of “working together to win”
because of which it is progressing towards the path of success.
PURCHASE OF CARS/STOCK-
Purchase of cars by C.I. HYUNDAI is done on a loan basis, for this the firm has a
collaboraation with HDFC bank and Sundaram finance from where the firm
borrows loan to buy cars from HMIL, the payment is made by the bank itself or
the finance company to HMIL. C.I. HYUNDAI then deposits some fixed
amount(nearly 25 % or 33% of the amount) with the finance company and then
the remaining amount is to be paid in equal installments
PROCEDURE
For
INCOMING STOCK
 C.I. HYUNDAI decides the number of cars to be purchased on the basis of
color, choice, model, demand of customer.
 Then an order has to be placed with the main factory i.e. HMIL situated at
Irrungattupotai, Chennai.

10
  The firm then borrows a loan from the finance company to purchase its stock,
it deposits some nominal amount (25% or 33%) with the finance company and
then payment is made to HMIL by the finance company.
 The cars in transit are then insured by HMIL.
 After insurance the cars are then send by the means of road transport to the
firm.
 The firm workers then unload the cars and place them safely in C.I.
HYUNDAI’s premises.
Working Of C.I. HYUNDAI-
To facilitate Systematic and Convenient working the whole work of C.I. HYUNDAI is
divided into three departments. These three departments work simultaneously and
efficiently for the smooth running of the firm and to achieve its targets.

11
 MAJOR ACHIEVEMENT

Hyundai’s milestones –

 1947: The Hyundai Group is founded by Chung Ju-yung as a

construction company. The company, Hyundai Civil Works Co. is
formally established on May 25, 1947.

 1967 : Hyundai motor company founded in seoul (south korea)

 1968 : licensing agreement signed with ford

 1968 : cortina, first car launched

 1975 : PONY first Korean car was launched

 1986 : sales in U.S.A commences

 1988 : Sonata Launched

 1996 : cumulative exports surpass 4 million units, cumulative

production surpass 10 million units

 1998 : Hyundai motors India limited was launched at Chennai with its
plant in Irrungattukatoi.

 1999 : selected as the official sponsor of 2002 FIFA world cup

 2004 : Hyundai ranked as the 2 best compact car in the world

 2007 : I10 was launched, the much awaited car.

 2009 : I20 was launched.

As per consumer report survey- U.S.A Hyundai sonata is considered

“the most reliable vehicle in 2004”. With only 2 problems per 100 units.
12
Global sales ranking:

Ranking Automaker Global Sales

1. General motors 8,381,805
2. Toyota motors corp. 8,120,000
3. Ford Motors corp. 6,208,700
4. Hyundai motors co. 5,242,793
5. Daimiler Chrysler 4,854,700
6. Volkswagon AG 3,715,095
7. Nissan Motor co. 3,597,748
8. PSA/ Peigeot- citrogen SA 3,390,000
9. Honda motor co. 3,365,000
10. Renault 2,533,428

Hyundai motor company has a brand value of approximate US $ 4.45 billion

in 2007, with a sale of 5.2 millions world wide

It is sold in 193 countries through a network of over 5000 dealerships.

2006 Ideal Vehicle Brand – Hyundai – Auto Pacific- U.S.A

13
 Type - Public (KRX: 005380,LSE: HYUD).
 Founded - 1967
 Founder(s) - Chung Ju-Yung
 Headquarters - Seoul, South Korea
 Area served - International
 Key people - Chung Mong-Koo, Chairman and CEO Industry
Automobile manufacturer
 Products - Automobiles
 Revenue ▲ ₩32.1 trillion (2008)
 Net income ▲ ₩1.4 trillion (2008)
 Employees - 75,000 (as of March 31, 2009)
 Parent - Hyundai Kia Automotive Group
 Website - HyundaiMotor.com

14
 ACADEMIC ELIGIBILITY, TRAINING AND

OTHER REQUIREMENT

Sales management

"Sales management"originally referred exclusively to the direction of sales force

personnel. "sales management" meant management of all marketing activities,including
advertising,sales promotion,marketing research,physical distribution,pricing & product
merchandising. Sales management is attainment of an organization's sales goals in an
effective & efficient manner through planning, staffing, training, leading & controlling
organizational resources. Revenue, sales, and sources of funds fuel organizations and the
management of that process is the most important function.

Sales Planning

An essential sales leadership role is to establish a sense of purpose or vision and clear
direction to get there. A key element of a business’ strategic 12-month plan is to answer
the question: “Where will all the sales come from?” The sales plan is not a guesstimate. It
takes its direction from the marketing strategy and is based on thorough research and a
considered positioning of the C.I. HYUNDAI within the market place..

Sales planning involves predicting demand for the product and demand on the sales
assets (machines, people, or a combination of both). Failure to plan always means lost
sales. Planning insures that when a consumer wishes to purchase the product, the product
is available, but it also means opportunities for additional sales are presented and the
sales assets are available to exploit these opportunities. Planning should allow for
meeting increasing customer demand for more products, services and/or customization as
the business is growing, but also react quickly when demand decreases. Sales planning
improves efficiency and decreases unfocused and uncoordinated activity within the sales
process.
15
Sales Reporting

The sales reporting includes the key performance indicators of the sales force.

The Key Performance Indicators indicate whether or not the sales process is being
operated effectively and achieves the results as set forth in sales planning. It should
enable the Sale Trainees to take timely corrective action deviate from projected values. It
also allows senior management to evaluate the Sale Trainee.

More "results related" than "process related" are information regarding the sales funnel
and the hit rate.

Sales reporting can provide metrics for sales management compensation. Rewarding the
best managers without accurate and reliable sales reports is not objective.

Also, sales reports are made for internal use for top management. If other divisions’
compensation plan depends on final results, it is needed to present results of sales
department’s work to other departments.

Finally, sales reports are required for investors, partners and government, so the sales
management system should have advanced reporting capabilities to satisfy the needs of
different stakeholders.

Sales management

"Sales management"originally referred exclusively to the direction of sales force

personnel. "sales management" meant management of all marketing activities,including
advertising,sales promotion,marketing research,physical distribution,pricing & product
merchandising. Sales management is attainment of an organization's sales goals in an
effective & efficient manner through planning, staffing, training, leading & controlling
organizational resources. Revenue, sales, and sources of funds fuel organizations and the
management of that process is the most important function.

16
Sales Planning

An essential sales leadership role is to establish a sense of purpose or vision and clear
direction to get there. A key element of a business’ strategic 12-month plan is to answer
the question: “Where will all the sales come from?” The sales plan is not a guesstimate. It
takes its direction from the marketing strategy and is based on thorough research and a
considered positioning of the C.I. HYUNDAI within the market place..

Sales planning involves predicting demand for the product and demand on the sales
assets (machines, people, or a combination of both). Failure to plan always means lost
sales. Planning insures that when a consumer wishes to purchase the product, the product
is available, but it also means opportunities for additional sales are presented and the
sales assets are available to exploit these opportunities. Planning should allow for
meeting increasing customer demand for more products, services and/or customization as
the business is growing, but also react quickly when demand decreases. Sales planning
improves efficiency and decreases unfocused and uncoordinated activity within the sales
process.

Sales Reporting

The sales reporting includes the key performance indicators of the sales force.

The Key Performance Indicators indicate whether or not the sales process is being
operated effectively and achieves the results as set forth in sales planning. It should
enable the Sale Trainees to take timely corrective action deviate from projected values. It
also allows senior management to evaluate the Sale Trainee.

More "results related" than "process related" are information regarding the sales funnel
and the hit rate.

Sales reporting can provide metrics for sales management compensation. Rewarding the
best managers without accurate and reliable sales reports is not objective.

17
Also, sales reports are made for internal use for top management. If other divisions’
compensation plan depends on final results, it is needed to present results of sales
department’s work to other departments.

Finally, sales reports are required for investors, partners and government, so the sales
management system should have advanced reporting capabilities to satisfy the needs of
different stakeholders.

ACADEMIC ELIGIBILITY
Sale Trainees train and direct a sales team in a C.I. HYUNDAI setting. They assign
territories, set sales goals and assign quotas for sales representatives. A Sale Trainee must
have an educational background in business administration, statistics or mathematics.
Some employers look for Sale Trainees with a master's degree in business administration.
Qualifications
• Bachelor’s degree with a minimum of three of more years in sales or direct client
contact is required.
• Proven track record of successful technology product sales, such as ERP systems is
required.
• Experience selling to a higher education environment is preferred.
• Strong communication skills both written and oral and excellent presentation skills are
required.
This position is eligible for remote status. Relocation assistance is not available at this
time.

TRAINING AND OTHER REQUIREMENTS

A Sale Trainee is often promoted from within a C.I. HYUNDAI, and work performance
may be considered in addition to formal education. Generally, companies seek candidates
with a bachelor's degree in business administration with an emphasis on marketing, and
many prefer the candidate to have a master's degree. Aspiring Sale Trainees may also
earn degrees in a specific area, like technology. This type of degree can prepare them for
jobs with specialized companies. For example, a Sale Trainee seeking a position in a

18
high-tech industry, such as computers, might consider both a technical and business
degree. A Sale Trainee needs excellent computer skills and a thorough understanding of
the Internet. Many companies conduct sales promotions and advertising campaigns via
the Internet. Computer skills are also necessary for data management and bookkeeping. A
Sale Trainee benefits from skills in a second language.

Sales Trainee Skills:

Energy Level, Self-Motivated, Self-Development, Motivation for Sales, Verbal

Communication, Handles Rejection, Deals with Uncertainty, Handles Pressure, Self-
Confidence, Business Knowledge, Meeting Sales Goals

19
Is there study involved?
Personality, commercial awareness and communication skills are generally more
important than academic qualifications, yet for some technical sectors a relevant degree is
very useful.

I am a graduate of any subject I can enter a company training scheme. Although,

business/management, advertising or media studies and modern European languages are
generally most useful, while for for pharmaceutical and medical sales subjects like life
science, dentistry, nursing, medicine or pharmacy top the list.

Similarly, I am selling technical products, computing, engineering or technology are

best. I am selling financial products, I should show evidence of commercial awareness.

Generally, some experience in sales or customer service work could also be useful.
Individual employers set their own entry standards and although many require a higher
education qualification others welcome applications from people with all kinds of
background.

My training will usually be in-house. I're likely to take a short induction course that
covers the goods or services I'll be selling, as well as selling techniques and the methods
used for sales administration. The skills training element may be organised by My
employer or an outside specialist. After initial training, I'll 'shadow' an experienced
representative and gradually take over some of their calls under supervision. I'll then be
expected to get up to speed and to begin to meet My individual target.

I may undertake further training and development to support My career development.

I should aim to complete the programme offered by the Institute of Sales & Marketing
Management (ISMM), which will enhance My career and salary prospects. ISMM

20
qualifications are suitable whether I're about to embark on a new career or are an
experienced professional.

I could also work towards NVQ levels 3 and 4 in Sales, as well as qualifications from
the Chartered Institute of Marketing (CIM) and the Managing and Marketing Sales
Association (MAMSA). See the appropriate websites for more details.

Although not imperative, professional qualifications can definitely help with My

career development. Some senior sales professionals undertake postgraduate study in
areas such as sales management, or take an MBA.

21
 WORK ALLOTTED DURING TRAINING

At first under supervision of senior staff, my specific duties are likely to include:

 Maintaining and developing relationships with existing customers

 Visiting potential customers for new business

 Making accurate, rapid cost calculations

 Providing customers with quotations

 Negotiating the terms of an agreement and closing sales

 Gathering market and customer information

 Providing feedback on future buying trends

 Representing my organisation at trade exhibitions, events and demonstrations

 Negotiating variations in price, delivery and specifications with my company's

managers

 Advising on forthcoming product developments and discussing special

promotions

 Liaising with suppliers to check on the progress of existing orders

 Checking quantities of goods on display and in stock

 Recording sales and order information and sending copies to the sales office

 Reviewing my own sales performance, against targets as I gain experience

22
 WORK DONE

As a trainee, I will be office-based, but will also travel to meet clients and prospects.
As I progress, I could well be working from home, transmitting orders, reports and sales
analyses to my office. In view of all the travel I have likely to do, it's important to have a
driving licence.

Career development includes sales management and senior sales-specialists posts.

Most companies have a promotion structure I could progress through, moving from
trainee to sales executive, sales manager, regional sales manager and eventually sales
director. Promotion is based on results, and rapid progress is a real possibility in sales. If I
specialise in an area such as vehicle sales, I could become manager of a dealership.

Sales skills are transferable across sectors, and I could move industries, or into
specialist areas such as financial and medical sales if I have appropriate qualifications. I
could even move out of sales altogether, and go into training and education or
recruitment. I could also move into related career areas, such as advertising, marketing
and public relations (PR).

It's common to move companies for promotion or a higher salary.

23
 WEEKLY INFORMATION

 1st DAY

learning the concept

o listening to customer requirements and presenting

appropriately to make a sale;

o maintaining and developing relationships with existing

customers in person, and via telephone calls and emails;

 2nd DAY

learning the concept

o arranging meetings with potential customers to prospect for

new business;

o acting as a contact between a C.I. HYUNDAI and its

existing and potential markets;

o negotiating the terms of an agreement and closing sales;

 3rd DAY

learning the concept

o gathering market and customer information;

o representing the C.I. HYUNDAI at trade exhibitions, events

and demonstrations;

o negotiating on price and costs, delivery and specifications

with buyers and managers;

24
 4th DAY

learning the concept

o challenging any objections with a view to getting the

customer to buy;

o Learns sales administration by completing rotation in sales

office functions.

o Learns sales process by completing training program;

completing study assignments.

o Observes sales process by traveling with sales

representatives; attending sales and service calls.

o Practices sales process by calling on existing and then new

accounts; adhering to established sales steps.

o Updates job knowledge by participating in educational

improvement opportunities; reading sales and marketing
publications; maintaining personal networks; participating
in sales and marketing organizations.

o Accomplishes sales and organization mission by completing

related results as needed.

25
 5th DAY

learning the concept

o advising on forthcoming product developments and

discussing special promotions;

o Complete the training program by learning about sales

administration and essential sales functions

o Travel with sales representatives in order to learn about the

sales process

o Attend sales conferences

o Complete a rotation within the sales office

o Practice the company’s sales steps by calling on new

accounts and checking in with existing ones

o Continue to read marketing and sales publications in order

to increase your understanding of the field

26
 6th DAY

learning the concept

o liaising with suppliers to check the progress of existing

orders;

o checking quantities of goods on display and in stock;

o Assist in new business acquisition efforts by

performing core business development work
• Manage the needs of existing customers by providing
them with exceptional services
• Develop relationships with new customers and provide
them with information on the company’s products and
services
• Ascertain that customers are kept abreast of company
policies and procedures and provide them with information
on new products and services
• Make accurate and prompt cost calculations and create and
provide customers with quotations
• Create sales agreements according to specific instructions
and negotiate the terms and conditions of agreements
• Gather market and customer data by performing detailed
research activities

27
 7th DAY

o learning the concept

o recording sales and order information and sending copies to

the sales office;

o reviewing my own sales performance, aiming to meet or

exceed targets;

o gaining a clear understanding of customers' businesses and

requirements;

o Research future buying trends and provide feedback to the

supervisor in a bid to assist the sales management team in
creating sales plans
• Advise customers on upcoming product developments and
discuss special promotions while remaining within the
“limited information” barrier
• Assist the sales team by checking quantity of items on sale
and in stock and coordinate efforts with vendors and
suppliers to ensure prompt delivery of stock
• Record sales and order information in predefined
databases and ensure that this information is communicated

28
 to the sales office as well

 8th DAY

Applying the concept

o making accurate, rapid cost calculations, and providing

customers with quotations;

o feeding future buying trends back to employers;

o Attending team meeting and sharing best practice with

colleagues.

o • Observe sales processes by shadowing supervisors or sales

representatives and emulate their sales management
processes to meet set targets

 9th DAY

Applying the concept

o listening to customer requirements and presenting

appropriately to make a sale;
o maintaining and developing relationships with existing
customers in person, and via telephone calls and emails;

29
 10th DAY

Applying the concept

o arranging meetings with potential customers to prospect for

new business;
o acting as a contact between a C.I. HYUNDAI and its
existing and potential markets;
o negotiating the terms of an agreement and closing sales;

 11th DAY

Applying the concept

o gathering market and customer information;

o representing the C.I. HYUNDAI at trade exhibitions, events
and demonstrations;
o negotiating on price and costs, delivery and specifications
with buyers and managers;

 12th DAY

Applying the concept

o challenging any objections with a view to getting the

customer to buy;
30
 13th DAY

Applying the concept

o advising on forthcoming product developments and

discussing special promotions;

 14th DAY

Applying the concept

o liaising with suppliers to check the progress of existing

orders;
o checking quantities of goods on display and in stock.
o recording sales and order information and sending copies to
the sales office;
o reviewing my own sales performance, aiming to meet or
exceed targets;
o gaining a clear understanding of customers' businesses and
requirements;

31
 DIFFICULTY FACED DURING INTERNSHIP
Great rewards await Sale Trainees who take a new approach to an old problem
Every day, Sale Trainees face the challenge of getting the numbers, with fewer people
and smaller budgets. They’re constantly trying to do more with less. It can be
stressful, to say the least.But research by the Industrial Performance Group shows that
it’s easier than it seems to respond to this challenge and increase sales.
Sale Trainees can get more out of the salespeople they already have — without
increasing the budget and without working their people harder. All it takes is a new
perspective.
For Sale Trainees willing to take a fresh look at how they manage their salespeople,
the rewards will be great.
When the “tried and true” stops working
If I have a Sale Trainee and my numbers aren’t where they need to be, I've probably
considered one or more of these options:
• Lower sales expectations and reforecast. This will make the numbers easier to hit,
but lowering sales forecasts can be a career-limiting move if I do it too often.
• Lower my price to buy more sales volume. This might boost volume and gross
revenue, but it can seriously hurt profits. And lower profits mean even less money for
next year’s sales and marketing budget.
• Put a bit more pressure on the sales force. Again? This might work one more time,
but it will eventually push my people to the breaking point. If I burn out my top
performers, they’ll start moving to greener pastures. None of these options are very
attractive. It’s certainly not like the “good old days,” when Sale Trainees could
always turn to incentive programs, sales contests, motivational speakers and the old-
fashioned "stern talking to" to get a short-term spike in sales.

32
STEP TAKEN TO FACED THOSE CHALLENGES
The old tactics just don’t work that well anymore, because most salespeople are
already working hard. Downsizings, re-engineering and the “lean” movement have all
affected the salesperson.

For example, many companies cut costs by eliminating entire customer support
departments. But customers still need support, so salespeople picked up the slack. As
a result, they spend less time selling and more time doing what others used to do:
supporting the customer.

Companies also reduced costs through longer and leaner supply chains, but this
created more potential for problems and mistakes. When these problems hit the
customer, salespeople go into action. They drop what they’re doing so they can
investigate, resolve the problem and keep the customer happy. This takes more time
away from prospecting and selling.

If I am a Sale Trainee, we don’t need to go any further. I know the list goes on and on.
There are many more examples of how today’s competitive environment has
squeezed the salesperson.

In fact, our recent survey of more than 1,500 salespeople showed that the average
salesperson spends less than half (38 percent) of his or her time selling.

It’s not that salespeople lack motivation or financial incentives. Their time is simply
being eaten up. They’re working longer and harder just to keep their heads above
water and hold onto the customers they have.

If my salespeople are already giving 100 percent, don’t expect another incentive
program, motivational speaker or "stern talking to" to improve their performance.
They’re already “maxed out.”

33
Try a new perspective

The only way to really improve sales performance is to free up my salespeople so

they have more time to sell.

This will require some “outside the box” thinking. But the companies that take this
step will have a major competitive advantage. There’s no reason why that advantage
shouldn’t be Irs.

When I free up just one hour of a salesperson’s time, Iwill begin to see an impact on
my sales numbers. See for Irself by trying our Sales Performance Calculator.

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 ANALYSIS

The best opportunities for sales supervisor positions are expected to come to those who
have retail experience, such as those previously working as a cashier, customer service
representative, or salesperson. Competition for such positions is projected to remain
aggressive, particularly among those offering desirable earnings and appealing working
conditions.

Although employment growth for sales supervisors is expected to grow, it is projected to

be at a slower-than-average-rate for all occupations through the year 2012. New
opportunities will be retrained as retail companies hire more sales staff and increase the
responsibilities of sales supervisors. It is expected that as practiced supervisors move to
higher managerial positions, transfer to other professions, or leave the work force, more
job openings will transpire. However, as with other supervisory and managerial
employment positions, job turnover is fairly low.

Through the advancement of technology companies are finding new ways to contact and
communicate with potential customers. The internet and electronic commerce are some
of the technological tools helping businesses advance today. Some companies are hiring
Sale Trainees who work exclusively to manage internet sites. Easily accessible to
customers, internet Sale Trainees answer questions concerning product prices, terms of
delivery, any other questions regarding a product that the customer may have. It is
expected that a demand for internet supervisors will increase as time goes on and as
internet and electronic commerce become progressively more popular. In fact, it is
possible that the influence of electronic commerce and the internet on sales may decrease
the number of sales supervisors needed in the industry. However, this impact should be
minimal.

The patters of employment growth within the industries for which sales supervisors work
will greatly impact the employment opportunities for Sale Trainees within that particular
area. For instance, while the number of self-employed sales supervisors is expected to

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decline (as national chains create increasing competition for independent retailers), the
number of supervisory positions within the service industries is expected to grow quite
rapidly.

Restructuring and consolidation that takes place at the corporate level of many retail
chains is not expected to have an influence on store-level retail supervisors, although
middle-, and upper-level managers may be affected.

Historical Earnings Information

Salaries earned by sales supervisors vary significantly. Factors that may affect wages
include how long a person has been working in that particular position, the type, size, and
location of the business, and the level of responsibility the Sale Trainee has.

Salaried sales supervisors made median annual earnings of $29,700 in the year 2002; this
includes commissions. Between $22,790 and $40, 100 a year were earned by the middle
50 percent, and the lowest 10 percent made less than $18, 380. And the highest percent of
sales supervisors earned a yearly salary of more than $55,810.

In 2002, the industries employing the largest number of salaried supervisors of retail sales
workers made reached median annual earnings as follows:

 Building material and supplies dealers – $32,780

 Grocery stores – $29,940

 Clothing stores – $28,060

 Department stores – $27,390

 Gasoline stations – $25,000

Salaried sales supervisors working in non-retail establishments earned annual wages of

$53,020; including commissions. The middle 50 percent brought in between $ 37, 68 and

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$77,690 each year, and less than $26,780 was earned by the lowest 10 percent. And, the
highest 10 percent made annual earnings of more than $114,210.

In 2002, non-retail industries employing the largest number of salaried sales supervisors
reached median annual earnings as follows:

 Wholesale electronic markets and agents and brokers – $74,000

 Professional and commercial equipment and supplies merchant wholesalers –
$72,970

 Insurance carriers – $63,220

 Machinery, equipment, and supplies merchant wholesalers – $60,450

 Federal Government – $50,570

The type of merchandise sold, and the preferences of the individual establishment affect
the type of compensation systems that may be used. Many sales supervisors receive
compensation through commission or a combinations of salary and commission. If
compensated through a commission system, supervisors are given a percentage of their
department or store’s sales. In this way it is possible for supervisors to noticeably
improve their earnings, depending on their own ability to sell their product as well as the
condition of the economy. Oftentimes, supervisors who sell large quantities of
merchandise or surpass sales goals receive an additional bonuses or other awards.

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 SUGGESTIONS

 C.I. HYUNDAI should maintain proper supply of the product to the dealers &
retailers.
 Supply of the product should be made as soon as possible after receiving the order.
 C.I. HYUNDAI should choose suitable means of transportation to minimize
damage.
 Availability of the product should be increased in outside & rural areas.
 C.I. HYUNDAI should have a flexible payment norms & supply norms
 C.I. HYUNDAI should also concentrate on small dealers, to increase the sale.
 C.I. HYUNDAI should provide considerable margin to the dealers to
 Encourage them for selling of the product.

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 CONCLUSION
 Opportunities for jobs in this occupation will be most easily obtained by persons
who have a considerable amount of retail experience.
 An overall slower-than-average growth rate for jobs in this area of work is likely
to come about due to the expected decline in the number of self- employed sales
supervisors needed.

 Supervisors in this area of work often work long irregular hours which commonly
include evenings and weekends.

 Many retail establishments promote employees within the company to

supervisory positions. In some cases a postsecondary degree may increase
chances for sale employees to be advanced into a position management.

Sales supervisors are often responsible for the management of cashiers, customer
representatives, retail salesperson, order fillers, stock clerks, wholesale and
manufacturing sales representatives, and sales engineers. They may also undertake
the task of interviewing, hiring and training new employees. Most sales supervisors
are also in charge of preparing work schedules and assigning workers to specific jobs.
Supervisors may hold job titles such as department manager, or Sale Trainee.

Sales Trainee Skills and Qualifications

 Motivated to succeed
 Able to work under pressure and meet deadlines

 Understanding of basic business practices

 High energy level and excellent customer service skills

 Self-Confident

 Verbal communication prowess

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 The main responsibility of sales supervisors working in retail establishments is to
guarantee satisfactory service and quality goods to their customers. In addition, they
are required to deal with complaints, answer questions, and occasionally see to
budgeting, accounting, and purchasing issues. Individual responsibilities for sales
supervisors vary with the size and type of business they are working for. Larger
businesses tend to have multiple supervisors who specialize in a single department or
one main aspect of retail merchandising.

Within a large retail establishment, day-to-day administration of individual

departments such as, women’s apparel, cosmetics, or shoes, is often done by a sales
supervisor or department manager. These managerial sales workers establish and
implement policies, objectives, goals, and procedures for their particular departments.
Also, they organize activities with other department heads, and continually strive for
easy and efficient operations within their departments. Along with supervising
employees, supervisors also clean and organize various shelves and displays, attend to
inventory work in stockrooms, inspect various merchandise to ensure that nothing is
damaged or outdated. In addition, sales supervisors coordinate sales promotions,
review inventory and sales records, and develop merchandising techniques. They are
also responsible to promote sales procedures and public relations by greeting and
assisting customers.

Sales supervisors working in non-retail environments are often asked to oversee

and direct the activities of sales workers who sell industrial products, vehicles, or a
variety of services such as advertising or internet services. In addition, they may be
responsible for preparing budgets, assigning sales territories, devising sales-incentive
programs, approving sales contracts, or making other decisions that specifically affect
personnel.

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 Some sales supervisors working for small or independent businesses directly
supervise sales associates and are responsible for the operation of the entire company
or store. Many of theses are self-employed business or store owners.

HOW DID THE INTERNSHIP HELP

It is important that sales supervisors get along with all types of people. They need to
be self-disciplined, decisive, have good judgment, and ingenuity. Because both
employees and customers can be very demanding at time, it is very important for sales
supervisors to be patient and mild mannered. The ability to organize, motivate, and direct
the work of their subsidiaries, as well as an capacity to communicate clearly and
persuasively with customers and other supervisors are key assets needed by a good sales
supervisor.It is quite common for individuals who display team-building skills,
leadership, self-confidence, determination, and motivational skills to become contenders
for promotion to an assistant manager or manager position. Because college education is
viewed as a sign of motivation and maturity, acquisition of a postsecondary degree may
speed up this advancement. Promotion to manager status, in many retail establishments,
comes to employees within the company. Advancement to a higher management position
may come more slowly to individuals working in small retail establishments where the
number of management positions are limited. In large businesses, an extensive career
ladder often exists. Supervisors working in these types of companies may be given
opportunities to transfer to another store in the chain or to the central office should an
opening arise. Supervisors may go on to work in areas of advertising, promotions,
marketing, public relations; or they may work as purchasing managers, purchasing
agents, or buyers, (who purchase goods and supplies for their organization or for resale),
or Sale Trainees (who organize marketing plans, monitor sales, and propose
advertisements and promotions).Selected supervisors who have worked in the industry
for a long time, continue on in their careers by opening their own stores or sales firms.
However, Such entrepreneurs should bare in mind that retail trade and sales occupations
are highly competitive. Although many independent owners become successful, some fail
to cover their expenses and eventually go out of business. In order to find success, a good
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business sense as well as strong public relations and customer service skills are highly
recommended.

SUMMARY

Work experience is the most common way in which sales supervisors acquire the
necessary knowledge of management principles and practices they will need. Many
supervisors start off working on the sales floor as cashiers, salespersons, or customer
service representatives. While working in these positions they learn the basic policies and
procedures of the company as well as merchandising skills and customer service.

Sales workers come from a variety of educational backgrounds. Some may have no
sedentary education, while others may have associates, bachelor’s or even masters
degrees. Regardless of the amount of education they choose to receive, courses in
marketing, management, accounting, sales, communication, sociology, and psychology
are recommended. Because nearly all inventory control systems, cash registers, and sales
quotes and contracts are computerized, it is essential that sales supervisors be computer
literate.

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