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Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.
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Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.

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I was working in an Indian SOE and this created a curiosity in me regarding studying a …

I was working in an Indian SOE and this created a curiosity in me regarding studying a
Chinese SOE, and understand the transition of a Chinese SOE into a Private Enterprise, the issues & problems, which are faced. I got this opportunity in SDMIEC, but for understandingthis transition I have to first understand the Chinese Business Culture. This lays the
foundation of primary and secondary objectives of my internship.
In this report I have tried to condense my 8 weeks of Internship experience at Shandong
Machinery I&E Co. Ltd (SDMIEC) in 10 chapters. I had two objectives from this internship.
One was to understand and experience Chinese Business Culture and second was to find, analyze and solve major problems faced by SDMIEC.

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  • 1. Understanding Business Culture of Shandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smooth transition from SOE to Private Enterprise.   Submitted In the Partial fulfillment of the requirements of the Post Graduate Program for Executives in International Business (2012-13) By Ashish Jude Michael 2012PGX105 to the Rajiv Gandhi Indian Institute Of Management Shillong India                                                                                                                                                                          
  • 2.   2  ACKNOWLEDGEMENTIt gives me immense pleasure to thank Mr. Cai, who has given us an opportunity to undergoan Internship in SDMIEC. Along with him I would like to thank Ms. Wang Lei (Ms.Maggie), Manager Fabricated Parts who was assigned as my mentor and she has helped me alot. I learned many things from her and without her help it would have been difficult to knowlearn so much about SDMIEC. The special thanks to Ms. Miaoli and Ms. Luqingsun theyhave been very kind and helpful to us. And I want to thank the entire staff of SDMIEC formaking us “feel like home and part of family”.In addition to above I would like to thank Prof. He Yiming , OUC and Prof. S.K.Prusty, IIMShillong for helping us in the project, without their guidance it would had been impossible todo this. And last but not the least I would like to thank Prof. Dai Hua, Director, OUC who hasalways been as a local guardian for us. His immense knowledge and his teaching about theChinese Culture helped us a lot during this internship. I also give special thanks to Prof.Rohit Joshi, Chairman PGPEx, IIM Shillong and Prof. D. Chanda, Chairman, PlacementsPGPEx, IIM Shillong who have given me the opportunity to work on the internship in China.I appreciate the hard work and effort put by PC committee to secure the internship for thebatch in China. Last but not the least I would like to thanks my fellow team members forhelping and supporting me. Thanks to every one, who in whatever possible way helped in making this Internshipsuccessful. Ashish Jude Michael PGPEx, IIM Shillong
  • 3.   3    INTERNSHIP COMPLETION CERTIFICATE
  • 4.   4   Institute CertificateThis is to certify that the internship report entitled “Understanding Business Culture ofShandong Machinery I&E Corporation (SDMIEC) and suggesting solutions for smoothtransition from SOE to Private Enterprise” being submitted by Ashish Jude Michael(2012PGX105) to the Indian Institute of Management, Shillong for the award of the PostGraduate Program for Executives in International Business (2012-13) is a record of thebonafide work carried out under my supervision and guidance. The internship report hasfulfilled all the requirements as per the regulation of this institute and in opinion reached thestandard for submission.Professor Santosh K.PrustyIndian Institute of Management, ShillongDate:
  • 5.   5    Table of Contents 1. Executive Summary 2. Introduction 3. Internship Objective and Methodology 3.1 Internship Objective 3.2 Internship Methodology 4. Background of Chinese Import & Export (I&E) Industry-PEST Analysis 4.1 Economic Development Background 4.2 Short History of Chinese I&E Industry 4.2.1 First Stage: Before Reforms of 1985 4.2.2 Second Stage: After Reforms of 1985 4.2.3 Current Situations (2011-12) 5. Introduction to Shandong Machinery I/E Corporation Limited. (SDMIEC) 5.1 Brief Introduction 5.2 Historical Events 5.3 Core Values 5.4 Services 5.5 Main Products Line 5.6 Organizational Structure 6. Findings 6.1 Chinese Business Culture 6.2 Flowcharts of operations 6.3 Customers 6.3.1 Customer Relationships Management (CRM) 6.3.1.1 Customer Segmentation 6.3.2 Designing of Customer Grievance and feedback forms 6.3.3 Analysis of Customer Feedback 6.4 Suppliers 6.4.1 Supplier Segmentation 6.4.2 Supplier Rating Method 6.5.1 Designing of Inter-departmental feedback form 6.5.2 Analysis of Inter Department Feedback
  • 6.   6   6.5.2.1 Standardization 6.5.2.2 OOPS (Object Oriented Procedure System) 6.5.2.3 CRM (Customer Relationship Management) 6.5.3 Brief discussion and suggestions on issues of IMS and EUS. 7. Conclusion 8. Managerial Implication 9. Recommendations & Suggestions 9.1 Recommendations 9.2 Suggestions 10. Self Assessment of Internship 11. Annexures 12. Bibliography
  • 7.   7    1. EXECUTIVE SUMMARYShandong Machinery Import & Export Co. better known as SDMIEC is basically a ChineseImport & Export Firm. It started as an SOE in year 1958 and in 2011 it was privatised. Thischange in ownership brings many changes in organizations working as now it is open tocompetitive market.This may make things very difficult as the transformation of an organization is one of themost critical stage. In this report I have tried to understand the major problems, whichSDMIEC is facing. I have analysed and suggested solutions for making this transitionsmooth.I have observed five major problems, which SDMIEC is facing at present. I have usedCustomer survey forms and Interdepartmental survey forms for drawing out conclusions. Thefive major attributes, which SDMIEC requires in near future, are: 1. Need for Standardization. 2. Need for OOPS (Object Oriented Procedure System). 3. Need for Improved IMS (Information Management System). 4. Need for Centralized CRM (Customer Relationship Management System). 5. Need for Effective Utilization of Staff (EUS).I have used Ranking Matrix and Pareto Chart to rank the problems as per criticality. Out offive problems I have taken three main problems and analysed deeply for other two I havediscussed in detail in Conclusion.The top three problems, which were prioritized as per ranking matrix, I have analysed themby Why-Why analysis and Cause & Effect Diagram, following are the problems: 1. Need for Standardization. 2. Need for OOPS (Object Oriented Procedure System). 3. Need for Centralized CRM (Customer Relationship Management System).From Why-Why Analysis I identified that for problem I which is regarding need forStandardization I came to root cause that Standardization is missing in SDMIEC becauseinitially started as a single organization than later ventured out and had so many diversedivisions hence initially there was not much requirement of Standardization, but when it wasgrowing it should had taken care but was not done and hence the concept of Standardisationwas missing. I have suggested many ways in Cause & Effect Diagram such as introduction of
  • 8.   8  SOPs (Standard Operating Procedures), Forms, Process Audits, Training of staff, Centralizedmarketing department etc.For Problem 2, which is “Need for OOPS (Object Oriented Procedure System)” by usingWhy-Why analysis I found the root cause for the reason that OOPS concept was missing inSDMIEC because when the market was not liberated there were lots of clearances &sanctions to be taken from government and this made procedures very cumbersome andcomplicated but now situation is changed and government have simplified many processes.With help of Cause & Effect Diagram I have suggested various ways by which we canimplement OOPS concept, such as setting and measuring targets, ensuring faster informationby implementing ERP, training staff to be effective, making SOPs concise and completeavoiding repetitive activities.For Problem 3, which is requirement of CRM department. By Why-Why Analysis I found theroot cause because It was an SOE earlier and market competition was low, so CRM was notrequired at that time but now as getting a new customer is much more expensive thanretaining and increasing business from present customer having a dedicated CRM departmentmakes sense. Also the CRM department can be given responsibility of making and updatingAVD (Approved Vendor Directory). I have discussed in detail about Customer & Suppliersegmentation in this report. I will not be able to summaries it here as it already written in aconcise manner and will only cause repetition.For last two requirements I have suggested the faster we implement ERP system which is thefoundation of IMS (Information Management System) the more advantage SDMIEC willhave. Regarding Effective Utilization of Staff (EUS) I have suggested a more effectiveorganizational structure in which a centralized Marketing department, CRM (CustomerRelationship Management) department is introduced and Co-ordinating department, AuditDepartment, Personnel department are upgraded to IMS (Information Management System),QM (Quality Management), Human Resource department respectively.Finally I have given some suggestions & recommendations.2. INTRODUCTIONI was working in an Indian SOE and this created a curiosity in me regarding studying aChinese SOE, and understand the transition of a Chinese SOE into a Private Enterprise, theissues & problems, which are faced. I got this opportunity in SDMIEC, but for understanding
  • 9.   9    this transition I have to first understand the Chinese Business Culture. This lays thefoundation of primary and secondary objectives of my internship.In this report I have tried to condense my 8 weeks of Internship experience at ShandongMachinery I&E Co. Ltd (SDMIEC) in 10 chapters. I had two objectives from this internship.One was to understand and experience Chinese Business Culture and second was to find,analyze and solve major problems faced by SDMIEC.I have discussed about the objective and methodology in detail in chapter 3 of this report.Chapter 4 gives the introduction and overview of Chinese Import and Export Industry. It alsogives a PEST analysis of the sector. Chapter 5 gives the introduction about SDMIEC and itsSWOT analysis.Chapter 6 gives in detail the observations and analysis of the topics, which are the BusinessCulture of SDMIEC and the problems, faced by the firm. I have done a sample survey whichincludes filling of Interdepartmental form by in-charge of four central divisions ie. Personnel,Finance, Audit and Co-ordination and two divisions of Hi-Might and Hynar Machinery.Further customer feedback was taken from customers of Hynar & Hi-Might machinery. Ihave used tools like 80-20, Why-Why analysis and Cause & Effect Diagrams as tools.Next chapter 7 lays the basic outlines of this project report such as Project title, scope ofwork, managerial implication etc.Chapter 8 is a sort of self-assessment of Internship Chapter 9 is conclusion and chapter 10comprises of Recommendation and Suggestion, which I have given to SDMIECManagement.The survey details and filled forms were not allowed to be taken out of company’spremises, a mail related to same is enclosed in “Annexure 3”.3. INTERNSHIP OBJECTIVES AND METHODOLOGY3.1 Internship Objective:The primary Objective of the Internship was to understand the Chinese Business Culture.The Secondary Objective of Internship is to analyze the problems faced by the firm during thetransition from SOE to a Private enterprise. Also suggesting various solutions, which wethink, can ease this transformation and make this company run smoothly.3.2 Methodology:The methodology I have used during my internship follows the following steps:
  • 10.   10  1. Company Study:To study any company we either have to depend on primary or secondary sources ofinformation. In this report I have utilized both of these. I have used the various sources ofinformation available on Internet and I have interviewed the staff and had discussions withmanagement of the company. This helped move on the next step.2. Formulation Operational Flowchart:For understanding clearly the functioning/operations of the company I decided to formulatean operational flow chart of the two basic activities, which are the backbone of SDMIEC,Export & Import.3. SurveyTo get the real picture I thought of conducting some open-end surveys. I designed aCustomer feedback form and Internal Departmental form in discussion with my mentor. Wetargeted important customers and department heads of six different departments.4. Redefining Problems After getting the data from internship i.e. Survey forms and interviews we got manyproblems. But these problems were very generalized so I redefined these problems under 5headings.5. Prioritizing & Ranking MatrixIn order to focus our attention on the three most critical problems as suggested by mentor(Ms. Maggie), we decided and to have a discussion on how to prioritize the problems. I haddiscussion with Ms. Maggie & Ms. Miaoli after lot of brainstorming we came out on aparticular system. Based upon that I made a Ranking Matrix and drew a bar chart based uponwhich I selected the three most critical problems.6. Why-Why AnalysisTo find out the root cause of each problem I did a Why-Why analysis for the three problems.7. Solutions SuggestionAfter finding the Root cause analysis we found the problems. I again had discussion with mymentor (Ms. Maggie) and jot down some improvements and actions which can help inaddressing the problems. To have a better understanding I have used “Cause & EffectDiagram” to relate how each of our suggestions/improvement are related to the problems weidentified.4. BACKGROUND OF CHINESE IMPORT & EXPORT (I&E)INDUSTRY
  • 11.   11    4.1 Economic Development BackgroundChina is now world’s second largest Economy as per PPP. China’s economy has changeddramatically in last 30 Years. A brief look at economical & technological environment willprovide us a better understanding of the current industry situation.China has changed rapidly from a primarily centrally controlled economy to a competitivefree market economy. As a result the overall productivity has improved rapidly. Themovement of labor, services, products and human resources has also increased. If we checkthe historical data we can see that China’s Cross Domestic Product (GDP) in 2011 was 11.3trillion USD as per PPP. This rapid growth has increased the demand for Export & Import.Customs statistics show the total import & exports amount to approximately 3.6 trillion USDin 2011. And when we compare it to 1985 it was US$42.3 Billion when it adopted openmarket policies. Now China has become a “World Factory” which requires wide variety ofraw materials, resources, finish products and technologies. The import and export of energyand raw materials for production purpose makes up large proportion of foreign trade. Thishas resulted in increase in the number of Export & Import (E&I) companies and thecompetition has improved their quality of service.The fast development of technology has also had a great impact on E&I companies.Multinationals for see a large market for new technology. The major trading partner is Japanin this segment. Large population is the basis of low cost production, which is a competitiveadvantage for China.4.2 Short History of Chinese I&E Industry4.2.1 First Stage: Before Reforms upto 1985Initially only large scale State Owned Enterprises (SOEs) were having license to import &export. These were financially strong and were having monopoly in core export and importactivities. These were due to tight government regulations, a company without exports &import rights if wanted to import computer from US. It has to seek help from ChinaElectronics Import & Export Corporation (CEIEC). CEIEC was authorized by government allbusiness related export & imports. As computer was an electronic product, the companywould ask CEIEC to be sole agent to source and purchase computers. They would sign apurchasing contract with CEIEC and CEIEC then handled all the negotiations with foreignvendors, documentations, payments and shipping for company. The company paidapproximately 70%-100% worth of goods in advance to CEIEC, CEIEC then issued a letter
  • 12.   12  of credit (LC) to vendors in foreign countries to buy goods. After the goods were shipped andarrived at port, CEIEC was responsible for Customs Clearance duties. Normally CEMIECwill charge 3-4% of the trade amount together with all cost associated with shipping process.However in order that CEIEC should not take advantage of its monopoly governmentcontrolled service charges. The export business followed same procedure. In fact CEIECowned all vendors and buyers information as middle trader.4.2.2 Second Stage: After Reforms after 1985Local companies in China started to have more choices in choosing their import and exportagents starting in late 1980s. This increase in choices is attributable to the reform policies ofChina Government. Besides CEIEC, local companies could reach an agreement with ChinaNational Machinery Import & Export Corporation (CMC). They could even sign a contractwith China Cereals, Oils & Foodstuff Import & Export Corporation (COFCO) to importcomputers. By this time Chinese government tried to reform the whole business system andencouraged competition to simulate productivity, as a result market efficiency increasedsubstantially. The loosening of government control was welcomed by all local companies,but still in late 1980s the competition was confined to the monopoly giant State OwnedEnterprises (SOEs). The government still did not grant import and export privileges to public.Till this time a number of small private companies managed to establish some relationshipwithin industry regulatory bodies. SDMIEC was an SOE during this time too so it was clearlygoing to face some tough time ahead, if private players were allowed in the industry.4.2.3 Current SituationsFor joining World Trade Organization (WTO) Chinese started to loosed its controls overexports and imports. Any enterprise with one million Chinese Yuans (RMB) registeredcapital could now apply to enter import-export business. After the government totallyeliminated control on the import and export servicing industry, the number of companies thatregistered directly with customs increased rapidly which was just 100 in 1985.Information sharing methods have fundamentally changed with the wide availability ofInternet. The internet also decreased the added value of traditional Export & Import serviceproviders. This resulted in fall of service charges upto 1%-0.6% on average as localcompanies, as a result it became very difficult for SOEs to survive when monopoly wasabolished and SOEs were privatized.PEST Analysis of I&E Industry In China
  • 13.   13    5. INTRODUCTION TO SHANDONG MACHINERY I/ECORPORATION LIMITED. (SDMIEC)5.1 Brief Introduction:Shandong Machinery imp. & Exp. Group Corporation (SDMIEC), established for over 40years since 1958, exports hit new records every year with sales spreading over the world.Western Europe, North America, Southeast Asia and the Middle and the Near East are themajor overseas markets. Owing to its competency induced due to talented staff, rich capitaland market exploration, it has broadened its business scopes to over 1000 types having aconsiderable business scale. For instance, it deals in vehicles, building and repairing of ships,machinery for producing petrochemicals, plastics and rubber, textiles, processed oils andcereals, construction machinery, power machinery, agricultural machinery, light industrialmachinery, tools, farm tools, electronic products, storage batteries, wheelbarrow, valves andother parts and components for various machineries and complete sets of equipment such aspower station, textile plants, light industrial machinery, etc. In 2002,we ranked No.120among the 500 top international traders of China and NO.79among the 200 top exporters ofChina. In 2011 it was transformed from SOE to a private enterprise.SWOT Analysis of SDMIEC
  • 14.   14  From SWOT analysis we can see that this has all the qualities of an SOE which also brings inthe inertia to complicate SDMIEC transition into a private enterprise.5.2 Historical Events: — November 8th, 1958, the company was authorized to establish, called China Machinery Import and Export Corporation Qingdao branch, to be subordinate to CENTRAL FINANCE. — In 1965, the company renamed to China Machinery Import and Export Corporation Shandong Branch. — In 1989, separated from CENTRAL FINANCE, the company changed its name to SHANDONG MACHINERY I&E CORPORATION. — In 2000, we reorganized to a Group corporation. — In 2011, we changed from a state-owned company to a private enterprise, from an enterprise legal person to a corporate juridical person. — Now use the new name SHANDONG MACHINRY I & E GROUP CO., LTD. — Started from the very beginning with export of 200 thousand US dollars now have a turnover of 700 million US dollars annually, the achievement thoroughly shows endless developing process of firm. — The company has been in an extensive cooperation with many domestic manufacture, research and design companies, building an integrate combination of science, technology and Industry, developing thousands of products for import/export, providing a lot of necessary raw material and advanced key technique and equipment
  • 15.   15     for the domestic infrastructure construction, industry, agriculture & science, culture as well as the public utility development. — Firm has been ranked in national import and exports Top 500 and service Top 500. Enjoying a high popularity and good reputation at home and abroad, our company is making every effort to approach the goal of becoming a leading 100-year trustworthy company with a first-class professional rate in China.5.3 Core Values:As it is said that a firm without vision and values id s just like a blind man walking on a roadwithout an address. We are bringing out the core values of SDMIEC. — Enterprise Spirit Professional, disciplined, harmonious development. — Core Value Try to be a harmonious company. — Management Idea Unity and harmony, Stringent and Pragmatic, Share and Develop. — Vision TargetInnovation development, and the pursuit of excellence, motivated with social responsibility,harmonious and to become the most respectable leader in the industry.The core values of SDMIEC are very strong and are well built into each individual workingwith the company.5.4 ServicesSDMEIC acts like a bridge in the customers, which are generally Global and themanufacturers, which are domestic (China). They have established cooperation with morethan thousands of domestic manufacturing enterprises and customers from more than 120countries and districts. They are maintaining and developing the trade contacts to our mutualbenefits and we have formed a worldwide and effective international trade network.The business covers various merchandises and technology import/export, countertrade,entrepot trade, economic and technical cooperation, labor export and logistics under theoverseas engineering contract and so on.
  • 16.   16  Relying on the cooperation of the business partners and the efforts of several generations ofstaff as well as more than fifty years international trade experience, the company provideshigh-quality products and service solutions.5.5 Main Products Line is as follows: — Complete Equipment — Marine Engineering — New Energy — Small Machine — Hardware Tool — Farm Tools — Rigging Hardware — Bath Tools — Auto Parts — Machine Parts — Valve — Fire Equipment — Decorative building materials — Repast Appliance — Textile Clothes — Imported trade — Bicycles electric vehicle
  • 17.   17    5.6 Organizational Structure6. FINDINGS6.1 Chinese Business CultureI have sub-divided this topic into several interactions, which take place in an organization.And will be giving the insights, which I feel are unique to Chinese Business Culture.
  • 18.   18  a. The way the dealings are done with suppliers and local customers. Here stress is laid on long term relationships, with both suppliers & customers. Theyphysically go and meet suppliers and customers to finalize important deals. The concept of“Guanxi” and “Saving face” can be seen even in day to day dealings. As relationships andkeeping one’s commitment is utmost priority. This also laid the basis of “Wine & Dine”phenomenon widely accepted by Chinese Business men. Any major deal or business activityis closed at dinner table as per Chinese Business Culture.b. Nature of business meetings. In business meetings generally the head takes the charge and review the proceedings. Thesubordinates may propose their proposal either when invited by the head or after the head hasfinished his review, but it has to be discussed prior with reporting authority.c. The importance of Single point contact when it comes to dealings with customers and suppliers. Here each particular customer or supplier has a single point contacts known as BusinessRepresentatives who act as the interaction points of the organization with outside world.d. Overall working environment. Overall environment is very friendly. People don’t take the office stress to their home.Co-workers are like friends. But the reporting officer has higher positions and juniors respecthim/her and maintain that dignity.e. Interactions between the staff. Overall interaction among staff is casual not very formal. Good thing is that employeesare loyal, dedicated and trust worthy. But may not be open to revolutionary changes.f. Importance of Exhibition. In China attending exhibitions is a very import part of Marketing. Many companies findtheir partners from these exhibitions. And it is easier for prospective customer to meet andfind more suppliers and can check samples and sometimes the product itself. I represented
  • 19.   19    SDMIEC at TexQingdao which was such an exhibition which was organized by ChinaCouncil For Promotion of trade (CICPIT) and Qingdao International Procurement ExchangeCenter (IPEC). It was basically held to promote Import and Export between Chinese andJapanese Companies.Over all I would say In Chinese business, people are interested in long term relationshipswhich are based on values rather than short term interactions which are just based onmonitory profit.One should first try to build up trust and then only the may share the problems they face withyou. One should never be direct in saying “No”. And one must not surpass Hierarchicalstructure, as it will reflect very bad impression. Chinese companies/organizations can beregarded as a big joint family.6.2 Flowchart of Operations SDMIEC is basically in Import & Export firm, which was a SOE until 2011. It wasprivatized only in the year 2012. The firm is a service-oriented company, which acts as afacilitation bridge between the Chinese suppliers and the buyers both international & local. Itdose both export & import but the exports are much more than the exports. The flow chartdescribing the functioning of departments i.e. Hynar & Himight Machinery.I have covered the functioning of the firm in detail, I found there were many problems andissues which the firm was facing during its transition from an SOE to a private organization.To have a more clear understanding & analysis of the functioning I had to draw “ProcessFlow Chart”.We found that the organization needed some major restructuring and needs to adhere newconcepts. These have been covered in detail under the heading of Customer & Suppliers.
  • 20.   20  6.3 CustomersSDMIEC is a big group having as much as 32 different businesses. The major customersabout majority are from outside China.
  • 21.   21    6.3.1 Customer Relationships Management (CRM) At present the company has not got any CRM system hence it is suggested that the companystarts to implement a CRM system based upon the following points:6.3.1.1 Customer SegmentationWe tried segmentation of customers in the following ways:Amount of business they give. For example at present nearly 72.85% of business comes onlyfrom one customer UFN while the second highest comes is about 5.41% from SURCOURTfor Hynar machinery. This is high risk and the company should increase the business withother customers too. The table below shows the break-up of business provided by majorcustomers for Hynar Machinery. SL Customer % of Business Provided (As per sales No. in past 6 months) 1 UFN 72.85 2 SURCOURT 5.41 3 Global International 3.95 4 DOCO International 3.59 Sales  to  Major  Customers   UFN   SURCOURT   GLOBAL  INTERNATIONAL   DOCO  INTERNATIONAL  Further if we see the major products sold in past 6 months
  • 22.   22   Product  Sales   Tires   Truck   Screws  &  other  hinges  etc   Pipe  Aitting   Paint  Brushes   Wheel  Barrow  We can se that Tires and trucks are the major about 72 % of sales, which comes from samecustomer UFN. This can be constituted as complementary products.Now let us observe the above graph we can clearly see that there are basically two types ofcustomers First type are interested in Tires and Trucks and the second type in Hardware itemsie. Screws, Paint brushes, Wire ropes, Locks, Pipefittings etc.I will now segregate the customers by the product type they purchase SL No. Type Of Product Customers Sales Share 1 Wheel Barrows, Tire UFN 79.26% & Truck MFH DOCO International MINI-POST CORPORATION AL-JUBRAN CORPORATION 2 Hardware DOCO International 20.74% Accessories LINK CORPORATION HUAWEI CORPORATION EVERGREEN INTERNATIONAL OSTER INTERNATIONAL SURCOURT INTERNAITONAL BUROSE CORPORATIONFrom the above table we can see that the market of Truck, Wheel Barrow & Tires isrelatively stable and customer loyalty is high only problem is that we are totally dependent onUFN. We can target other customers too.
  • 23.   23    Where else in Hardware accessories the number of customers is more but share of sales islow.I suggest the firm should concentrate its position on stable customers. The market mix is finejust the share of other customers should be increased. Hence focus should be laid on productcategory of truck, wheelbarrow and tires. If I put 80:20 rule I would suggest CRM team togive 80% attention to customers of segment truck, wheelbarrow and tires and 20% onhardware accessories.6.3.2 Designing of Customer Grievance and feedback formsIt is always better to ask our customers and extrapolate on the feedback provide by them inorder to improve our service and also product line.After discussion with my mentor and other Business Representatives of Hynar & HimightMacinery we narrowed down the following points on which we needed feedback fromcustomer: 1. Customer priority for Low Cost, Quality & On Time delivery. 2. Any problem they have faced in products supplier and related query. 3. The purpose for which they are using our product. May be we can offer them a package deal if they have need for some similar products which we can produce. 4. The closure of a customer complaint in a proper way.Hence I designed the form along with my group members. You can see that the from isdivided into basically three parts: 1. Information about the Customer It gives us the basic details of the customers. 2. Grievances faced by customer This elaborates about the problem faced?, related product?, when?, if it was intimated to SDMIEC?, were any commitments/warranty?, what SDMIEC can do to make things better? But this was not the end I have ensured that the loop is closed by including Actions taken, Responsible person and Deadline. 3. Survey to improve our services This section help us to find what are the attributes customer is looking from us, if there is any specific demand which he tells us and can create us to develop that demand into a service and increase our business with him. This is targeting both the CRM & business
  • 24.   24   penetration concepts. Finally this section is properly closed with Actions taken, person responsible and deadline. Below is the Feedback form designed by us:
  • 25.   25    Findings from Customer Grievance and feedback formWe circulated about 50 such forms to 50 customers and got feedbacks from 30 of them.Based upon them we got the following We found that the customers were relatively satisfiedwill the service of company. For them the most important thing which mattered was low cost(70%), then comes On time delivery (20%) and then Quality (10%).6.3.3 Analysis of Customer FeedbackAs per the feedback from customer of Hynar Machinery.Customers have given importance to Low Cost followed by On-time delivery and Quality atthe last. This may be because they are dealing with very basic products. There was only onecomplaint that too was regarding a product supplied 5 years back and the life of product wasonly 3 years as per specifications given.Majority of suppliers were directly selling the products only a few are using it as a line itemfor their manufacturing.We have not received any grievance till now but I have ensured that the grievance is properlyclosed in the form. And this form can be kept as a future record.6.4 SuppliersCurrently there are many suppliers to the company and there is no official document likeApproved Vendor Directory (AVD) that can give us the capability and ranking of eachsupplier. The vendor management is currently done directly by Business Representatives, andthere is no centralized method to rate them.6.4.1 Supplier SegmentationAfter a detailed discussion with the business representatives of Hynar & Himight machinerywe came out with the following suggestions, one to segment the suppliers on the basis ofproducts exported and other is to have at least 2 or more suppliers for each product.6.4.2 Supplier Rating MethodSupplier rating can be done in regards with the following parameters: 1. Low Cost 2. On Time Delivery 3. Quality 4. Capacity 5. Flexibility
  • 26.   26   6. Dependability I will remind that the first three requirements are same as what our customers expect us to do. We can start a marking system with each attribute given marks as per importance on an scale of 1 to 10. 1 being minimum and 10 being maximum. Priority points depend upon the customer requirements and should be rated as per trend of Customer Feedback. After lot of brain storming with our mentors and business representatives we came to the following marking scheme: SL Attribute Priority Points No. 1 Low Cost 9 2 On time 7 3 Quality 5 4 Capacity 4 5 Flexibility 5 6 Dependability 5Suppose there is a supplier XYZ and the related Business Representative has given somemarks maximum out of 10. (1 being lowest and 10 being highest) Then this is how we canrate supplier XYZ.Ranking Matrix SL Attribute Priority Points Points Given by Total Points No. (A) Business Representative (B) 1 Low Cost 9 9 81 2 On time 7 6 72 3 Quality 5 7 35 4 Capacity 4 5 20 5 Flexibility 5 8 40 6 Dependability 5 9 45 Total Points of XYZ supplier 293This activity of rating suppliers can be undertaken by Customer Relation managementteam (CRM) and it can set a minimum qualifying points for suppliers to enter into ApprovedVendor Directory (AVD), the suppliers in AVD can be given preference of chosen suppliers,this directory can be used through out SDMIEC and used by any Business Representative tofind a supplier.
  • 27.   27    The AVD should include Suppliers name, Location, Name of Business Representative whohas identified it, Contact person, Contact number, Products that it has supplied to SDMIEC,production capability and the Ranking Matrix. This activity can be done once a year.6.5.1 Designing of Inter-departmental feedback formWhile designing Interdepartmental feed back form I got two major questions, which I neededto be answered. These questions came from an intensive discussion between our team andmentors.The questions were: 1. What are the major problems faced by the departments and how they can me solved? 2. If we want to implement ERP, is the present staff is aware about ERP?Hence I have divided the form into two parts first focused on the first question related toproblems and second related to the ERP.The first part contains space for two open-end answers related to two major problems facedby the departments and the solutions suggested by them.The second part will give me details about the requirement, awareness of ERP and computerliteracy.
  • 28.   28  Interdepartmental Feedback Form:
  • 29.   29    
  • 30.   30  6.5.2 Analysis of Inter Department FeedbackThe following are the major problems faced by each department: 1. Hynar Machinery: Lack of forecasting and document retrieval, Lack of Standardization, Staff 50% time is spent in documentation work instead of concentrating on marketing & other necessary operations activity. Process are very important rather than the outcome. (POS approach) 2. Hi-might: Lack of forecasting and document retrieval, Lack of Standardization, Staff 50% time is spent in documentation work instead of concentrating on marketing & other necessary operations activity. Process are very important rather than the outcome. 3. Personnel (HR): Extra staff. 4. Finance: Lack of proper documentation and too complicated procedures. 5. Coordination: Lack of job description and non-availability of SOP (Standard Operating Procedures). 6. Audit: Basically financial audits.And from the second part I got that all the people working in these departments werecomputer literate, all recorded the data in hard copies, all found very difficult to retrieve thedata and nearly all wasted more than 30 mins in searching of documents but only half of thedepartments were aware about ERP system.Based upon the feedbacks I have redefined the problems as: 1. Need for Standardization. 2. Need for OOPS (Object Oriented Procedure System). 3. Need for Improved IMS (Information Management System). 4. Need for Centralized CRM (Customer Relationship Management System). 5. Need for Effective Utilization of Staff (EUS).There were six departments I had given one vote to each department in Yes (Y) or No (N)with respect to the redefined problems affecting them. After that I add them up to find whichproblem has the highest priority for the firm.
  • 31.   31    Importance MatrixDept Standardi OOPS IMS CRM EUS zationHynar Y Y Y Y NHi-might Y Y Y Y NPersonnel Y Y Y Y YAudit Y Y Y N NFinance Y Y Y N NCo-ordination Y Y Y Y NTOTAL 6 6 6 4 1Based upon the Importance and Ease to address matrix a Ranking matrix will be preparedkeeping in mind the time, cost and complexity of the problems faced. On the scale of 1 to 5. 1being most and 5 being least I discussed with chief of operations of the firm and formed thematrix below.Ease to Address problem MatrixIssues related Time Cost Complexity Total ScoretoStandardization 3 4 3 10OOPS 3 3 3 9IMS 2 1 2 5CRM 3 3 3 9EUS 1 4 1 6Ranking MatrixFrom the above data a ranking matrix was prepared to find the problem, which is mostcritical, and to start from there.Issues Related to Importance Score Ease to address Total Score (C= (A) Score (B) A*B)Standardization 6 10 60OOPS 6 9 54IMS 6 5 30CRM 4 9 36EUS 1 6 6
  • 32.   32  Pareto ChartBased upon ranking matrix Pareto Chart was drawn.From the above chart we can see that three issues are at relatively higher priority than theother two.I am discussing three most critical issues for further analysis and for the last two problemsRecommendations as Suggestions will be given.Root Cause Analysis (RCA) :RCA (Root Cause Analysis) by Why-Why Analysis was performed for each of the threeissues of Standardization, OOPS & CRM. This was done to find the reasons why these threeconcepts are missing or are evaporated with time from organization.
  • 33.   33    6.5.2.1 StandardizationWhy-Why AnalysisMe and my mentor and a volunteer from each department who participated in survey didwhy-Why analysis from each of covered department. We came out with the followinganalysis. Because  initially  it  was  a  one   Because  it  wasn’t  there   It  wasn’t  thought  as   organization  but  later  it   initially.  Why?   important  initially.  Why?     diversified,  and  e ach  division   was  more  autonomous.     Why  Standardization   concept  was  missing?   It  was  initially  but   No. It was not there dissipated  with  time.   initially itself. Why?  Possible Solutions:The same group, which was involved in Why-Why analysis, was asked for solutions. And inorder to find the effectiveness of the suggested solutions we decided to place them on causeand effect diagram and check if they made senseCause & Effect Diagram Measures Document Maintain s Centralized Quality Process Audits Management Forms (ISO90001) Centralized Marketing Template ERP Implementation s Standardization of Processes in Important   Organization Information   Motivation  to  use   Displaying  in  work   Std  formats   area   Guidelines   Training   SOPs   Environment People Methods
  • 34.   34  6.5.2.2 OOPS (Object Oriented Procedure System)Why-Why AnalysisMe and my mentor and a volunteer from each department who participated in survey didwhy-Why analysis from each of covered department. We came out with the followinganalysis. Because  when  the  market  was   Because  it  wasn’t  there   not  liberated  there  were  lots   initially  and  POS   As  It  was  an  SOE  earlier  and   of  clearances  &  sanctions  to   (Procedure  Oriented   SOEs  follow  POS.  W hy?     be  taken  from  government   System)  were  followed.   but  now  it  is  not  so.     Why?   Why  OOPS  concept  was   missing?     It  was  initially  but   No. It was not there dissipated  with  time.   initially itself. Why?  Possible Solutions:The same group, which was involved in Why-Why analysis, was asked for solutions. And inorder to find the effectiveness of the suggested solutions we decided to place them on causeand effect diagram and check if they made sense.Cause & Effect Diagram Measures Documents Maintain Measuring the Quicker performance of process Information Flow against targets. Defining or Setting Forms should be ERP Targets. easy and complete Implementation OOPS approach in Organization Make  things   Motivation  to  staff  who  make   procedures  easier  a nd  faster   move  easier   but  k eeping  in  mind  quality.   and  faster.   Shedding  down    un-­‐ Training  about   necessary  Guidelines   being  effective   Streamlining  of   which  makes  process  slow.   SOPs   No un-necessary repetition of activities Environment People Methods  
  • 35.   35    6.5.2.3 CRM (Customer Relationship Management)Why-Why AnalysisMe and my mentor and a volunteer from each department who participated in survey didwhy-Why analysis from each of covered department. We came out with the followinganalysis. Because  for  getting  a  new   Because  it  wasn’t  there   As  It  was  an  SOE  earlier  and     customer  we  nearly  spend  10   initially  a  complete   market  competition  was  low  ,   times  more  resources  then   CRM  system  followed.   so  CRM  was  not  required  at   retaining  the  present   Why?   that  time.  But  now  Why?     customer.     Why      CRM  concept  was   missing?   It  was  initially  but   No. It was just a part of dissipated  with  time.   keeping CR but not in Why?   scientific way.Possible Solutions:The same group, which was involved in Why-Why analysis, was asked for solutions. And inorder to find the effectiveness of the suggested solutions we decided to place them on causeand effect diagram and check if they made sense Cause & Effect Diagram Measures Documents Maintain Measuring customer Separate Team to look after satisfaction. aster sales and customer feedback. Setting up a Centralized Customer Feedback Implementation of ERP Customer Department. Feedback forms & Implementation Phoneline. CRM System in Organization Should  sell  solutions  to   Motivation  to  staff  to  improve   customers  rather  than  just   Customer  Satisfaction.   selling  our  products.   Sending  a  quarterly  bulletin  to   Training  about  how   present  and  probable  customers   to  deal  with   regarding  new  products..   customers  in   Segmentation  of   various  situations.   Customers   Attention level given in order of importance of Customer. Environment People Methods  
  • 36.   36  6.5.3 Brief discussion on issues of IMS (Information Management System) and EUS(Effective utilization of Staff)I have discussed Standardization, OOPS & CRM in detail. I will describe about theimportance of IMS and EUS. I have also tried to give the solution to these problems with myown experience and knowledge. I have seconded my solutions with proper reasons.IMS implies to Information Management System, which is a management area to related toinformation sharing, information storing and information retrieving. Information is like ablood for an organization. If the information flow is not proper or adequate the organizationmay be suffocated. In todays environment of global competition many large organizations ineach sector have taken IMS system as their competency. Wal-Mart Information sharingsystem, Boeing’s supply chain management system etc. These all are based on ERP(Enterprise Resource Planning) concept. All organizations are switching to this ERP concept.IMS is just an upgrade of ERP system. I suggest SDMIEC to implement ERP syatem as soonas possible. This will definitely help the organization to utilize its resources more efficientlyand effectively.Last but not the least I have spoken about EUS (Effective utilization of Staff). At present maybe all staff member are working at his or her full efficiency but it is upto the management todirect this efficiency to effectiveness. The hard work shown by the staff should show resultstoo if results are not there definitely there are some issues. Either new strategy has to formedor some organizational level reshuffling has to be done. Still as per our experience we havesuggested a new organizational structure, which may help SDMIEC.Based on my experience and knowledge I have proposed a new organizational structure that Isuppose will improve the overall functioning group. I have seconded my restructuring with areason.
  • 37.   37    In this structure I have suggested to upgrade the present organizational structure of SDMIEC.Firstly the Audit Department can be upgraded to Quality Management department so that itmay take responsibility of all process related and standardization responsibilities. It will alsohelp organization to get international certifications such as ISO9001, which definitely is goodfor business.Secondly we have suggested upgrading Co-ordination department to InformationManagement Department. It can take the responsibility of ERP implementation, CorporateCommunication and Internal communication of Organization.Third change we suggest in present structure was to upgrade Personnel department to anactive Human Resource Department. The Human Resource department in additional toPersonnel department current activities add human resource development needs byorganizing trainings etc. Finally I suggested to add two new centralized departments of Centralized Marketing to helpthe concept of “Umbrella Branding/Marketing” and Customer Relationship Management(CRM) Department to maintain good relation with available customers and develop business
  • 38.   38  from present customers, also CRM can take responsibility of maintain supplier rating bymaintain an AVD (Approved Vendor Directory).7. CONCLUSIONIn a competitive global scenario like of todays each organization has to be constantly evolve.With this continuous evolving as per the environment the organization can grow and sustainits growth. I was only for a brief period of 8 weeks in SDMIEC and was able to find out someproblems and discussed them in detail.If these problems are taken care I feel SDMIEC has a very bright future ahead of it. This timeof transition from an SOE to a private organization is very important. And hence it is veryimportant and critical decision-making periods for the senior management give deep thoughtand then only take a decision. What I have written in my report is my perspective of theproblems faced by SDMIEC and I sincerely hope this report will give you some insightsabout SDMIEC and help management to get a different view of the organization. With this Iwill conclude my internship report.8. MANAGERIAL IMPLICATIONA change in an ownership of an organization creates lots of changes both external & internal.Organizational changes and reshuffling of departments will be required to implementrecommendations and suggestions, which I have suggested. The improvement will be a long-term change and may not be observed within a very short time. The changes can be initiatedby taking small steps i.e. Formulation of SOPs etc. Then as the inertia of organization goesdown the major changes can be implemented.9. RECOMMENDATIONS & SUGGESTIONS9.1 Recommendations — Establishment of a Centralized Marketing Division which will look into the Business Development opportunities and the strategies for growth also will be analyzing the performance of present divisions and help them in marketing in an effective & efficient way.
  • 39.   39     — Establishment of a Centralized CRM (Customer Relation Management Team) will be responsible for maintaining AVDs, Customer Feedbacks and business development strategy from present customers. — Auditing department can become more active and take responsibility of Quality Management implementation in organization, which means they can start the change for standardization. — If in future management decides to implement ERP Co-ordination department can take the responsibility of functioning of ERP system in additional to present tasks. 9.2 Suggestions • Concept of Umbrella Branding and Marketing should be introduced where all the Divisions of SDMIEC are marketed under the Umbrella of SDMIEC. This will help in reducing the cost of marketing as there will not be any need to separately market each division and the brand visibility will improve. • HR department should initiate training programs, as these may improve efficiency. • Suggestion scheme can be introduced where any employee can suggest any thing and if that suggestion is good they may be awarded. • Company has to do aggressive marketing, instead of just selling products we should try to sell a solution to a customer’s problem. • Company has to grow either by new product development or New Market Development. • At present there are more than 32 different divisions company should reduce them to a smaller number, similar divisions can be combined together and can be constituted as a Strategic Business Unit (SBU) with more autonomy.
  • 40.   40  10. SELF-ASSESSMENT OF INTERNSHIP • What skills and qualifications you think that you have gained from the internship? From this internship I have learnt the working of an SDMIEC, I have seen the major problem, which a company faces when there is a paradigm shift in its ownership. Which in SDMIEC case was change in its ownership from SOE to a private organization. • What kind of responsibilities you have undertaken during the internship period? The responsibilities given to me formulating some catalogues and representing the company in an exhibition as a part of exhibitor team member. I was also given opportunity to look into the major problems and challenges, which would be stood in company in near future. • How do you think the internship will influence your future career plans? This internship helped me in understanding about working environment of a Chinese company hence I will be more prepared to work in or with a Chinese firm or even working in China. • How do you think the internship activities that you carried out are correlated with your classroom knowledge? The tools of analysis and the basic knowledge about Chinese Business Culture helped me a lot. • Suggestions for the next interns. Better learn Chinese before you start internship. ~~~~
  • 41.   41    11. ILLUSTRATION & ANNEXURE Annexure 1 Standardized PPT for catalogue Slide 1 Slide 2 Slide 3 Slide 4 Slide 5 Slide 6
  • 42.   42  Annexure 2 Attending TexQingdao with my SDMIEC Colleagues.
  • 43.   43    Annexure 3 ( Non-disclosure of Survey Details)12. BIBLIOGRAPHY1.Statistics from World Trade Organization http://stat.wto.org/CountryProfiles/CN_e.htm2.Website of Shandong Machinery http://www.sdmiec.com/English/Default.aspx Contact Details: Name: Ashish Jude Michael Mobile No: 9845431745 E-mail: jude.pgpex12@iimshillong.in -------------  

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