Innovative Process For Business Growth in Bharat Electronic Limited

“Innovative process for business growth In Bharat electronic limited ” 2014
A Project Report
On
“INNOVATIVE PROCESS FOR BUSINESS GROWTH IN

BHARAT ELECTRONIC LIMITED”
Submitted in partial fulfillment of the requirement for the award of
MASTERS
In
MANAGEMENT STUDIES
Submitted by
THAKUR KIRAN KRISHNA
M.M.S. (3rdsemester)
ROLL NO-16
Guide
Prof. D.C.KUTE
DEPARTMENT OF MASTER OF MANAGEMENT STUDIES

CHANGU KANA THAKUR INSTITUTE OF MANAGEMENT STUDIES &RESEARCH,
NEW PANVEL
2013-14
1
DECLARATION
I KIRAN KRISHNA THAKUR, Student of Changu Kana Thakur Institute of

Management Studies and Research, MMS – III, has completed this project on title
“innovative process for business growth in BEL” in the academic year 2014-
2015. The information submitted in this project is true and original to the best of
my knowledge.
Mr.Thakur Kiran Krishna
2
CERTIFICATE
This is to Certify that the Project titled

“INNOVATIVE PROCESS FOR BUSINESS GROWTH IN BHARAT
ELECTRONIC LIMITED”
has been completed satisfactorily by

THAKUR KIRAN KRISHNA (16)
under the guidance of

Prof. D.C.KUTE
in partial fulfillment of the requirement for the award of
Master Of Management Marketing

for the academic year 2014-15.
Prof. D.C.Kute
(GUIDE)
3
PREFACE
To achieve partial and concrete results, it is necessary that theoretical knowledge

must be supplemented with practical environment. Keeping this view in mind
Have completed my research work regarding “Analysis of customer satisfaction
&to do market research of Bharat electronic limited with respect to Navi
Mumbai Area” By doing this research work I have learnt a lot of things which
would be really helpful for me in future. This experience in decision making and
practical application of knowledge has contributed greatly to my growth
Marketing management practices result in creation of relations between the
executive’s management and sales department. Such relations are called industrial
relations. The concept of innovative process for business growth in the day-to-day
working of the industry. Industrial relation is a “set of functional interdependence
involving historical, economic, social, psychological, demographic, technological,
occupational, political and legal variables.
During practical training, person comes to know about the actual difficulties faced
during the work. An application of the management tools towards solving business
problems or exploiting business opportunities is probably the most important part
of M.B.A. –III rd semester and therefore it forms a prominent part of the course
curriculum of commerce studies. The project gives a considerable exposure to
students and provides them with an opportunity to see the practical aspects of
working of the corporate world. As a part of my summer training, I got an
opportunity to work with bharat electronic limited Companies can actually know
what is required of them and how successful they are in their market by
determining the market image of their companies. That is why I have done in this
research “Customer Satisfaction Regarding Birla Sun life Insurance ".
4
In my survey I made an attempt to determine the presence, strength, and strategies

adopted by innovative process for business companies. The main objective of the
research is to know the customer satisfaction level and their perception regarding
Birla Sun life Insurance and to know the customer awareness regarding the
Bharat electronic limited and its products. Bharat electronic limited Company
should lay more stress on advertisements, both in print as well as in other media.
Opening up the sector will certainly mean new products, better packaging and
improved customer service. Both new and existing players will have to explore
new distribution and marketing channels.
5
ACKNOWLEDGEMENT
I take this opportunity to express my acknowledgement and deep sense of

gratitude for rendering valuable assistance and guidance to me by following
personality for successful completion of my project. So in the same sequence at
very first I would like to confer the flower of acknowledgement to faculty
members who taught me that how to do project through appropriate tools and
techniques.
I am grateful to DR.S.T. GADADE (Director) and the Coordinator Prof.
Mr. NILESH MANORE. I would like to express my sincere gratitude to Prof.
D.C. Kute for being my mentor throughout the project. I would also like to thank
each and every professor and other literary staff and computer lab staff who
contributed in their own special way to guide and help me. It gives me immense
pleasure in presenting this project report on “innovation process for business
growth”. This I would like to express a deep sense of gratitude to MR. Kalpesh
Damania, D.G.M (Marketing) Dept, Who allowed me to complete this project in
BEL. I am grateful to the entire staff of BEL and specially Mr. J.S.Pathade for
giving me the in acknowledgement is an attempt to earnestly to thank those who
were directly or indirectly involved in the project and were of immense help to
me. Formation about innovation process for business growth in BEL, which in
turn added glory to my project. This project would not have been possible without
the love and support of my family and friends. I attribute the success of the project
to all the mention above.
I thank my family member for undying support Thank you Sanjay Printers,
Kharghar for giving the project such a beautiful look Finally, it is only
6
when one writes a book that one realizes the power of MSWord, form
grammar checks to replace-alls. It is simple – without this software, this
book would not be written. Thank you Microsoft Crop!
I am thankful to these people for giving their kind support, cooperation and for
being informative and tolerant. I would not have completed my project on the
given time without the sincere efforts and guidance of the above mentioned
people, whose presence was the blessing in disguise for me. I hope the same
amount of cooperation in future also for developing my career prospects
Kiran thakur
7
TABLE OF CONTENT
Chapter No. Topics Page No.

Executive summery
1. Introduction
2. a) Aim
b) Objective
c) Hypothesis
3. Scope & Limitations

4. Research Methodology
5. Literature Review
6 Case study - JNPT
a) History of company
b) Current situation of company
c) Details about various departments
d) Details of Admin. Department
e) Learning aspects
7. Finding & Analysis

8. Result
9. Conclusion
10. Recommendation
Annexure
Bibliography
Abbreviation & Acronym
8
9
Executive Summary
My internship at Bharat Electronic Limited, Taloja MIDC was a great exposure

to the industry. After going through my summer training, I had a firsthand
experience of how an industry as well as Marketing department functions.
This project is about the study of innovation process for business growth In
Bharat Electronic Limited. The innovation process for business growth. In the
field of marketing the scenario is no expectation. Field experience is very much
necessary for the student of marketing to in this stream of business the application
of theory is very frequent from the consumer behavior to consumer satisfaction all
the theory can be explained in a day spend in the field of marketing and in that
company two type of marketing one is direct order and second is tendering process.
Direct order is direct visit to customer and tendering process is the company
allocates the tender on the company website and company receives the order from
client or company.
Marketing is now so much diversified that now it can be internet, but experiencing
the real marketing tactics is the field. There force I am really thankful to my
college for providing me this opportunity. Bharat Electronic limited has had a
presence in India for many decades and currently has businesses headquartered
across Nine network in India Bangalore, Chennai, Delhi, Hyderabad, Navi
Mumbai, Pune, Ghaziabad, Machilipatnam, panchkula Kotdwara ete. Employing
over 10,000 people. ‘BEL’ business presence in India is during 2012-14 turnovers
of Rs 6,103.81crores and growing at an impressive rate”. The customer profile of
BEL is very large and includes Indian Army, Indian Navy, and Indian Air-force,
Paramilitary forces, Coast Guards, Police, Department of Telecommunication.
Bharat Electronics Limited (BEL) was established at Bangalore, India, by the
Government of India under the Ministry of Defense in 1954 to meet the
10
specialized electronic needs of the Indian defense services. Over the years, it has
grown into a multi-product, multi-technology, multi-unit company servicing the
needs of customers in diverse fields in India and abroad. After done the research
to find out which assumption should be right in selected market area and
presenting the Researched report for the company .This report were will used full
for company.
11
CHAPTER
NO.1
12
Introduction :-
The purpose of this training was to have practical experience of working within the
organization, in the field of marketing and to have exposure to the important
management practices in field of marketing. The marketing is process value of
product or service to understand to customer & creating long term relationship
with customer.& understand there need wants & demand. While writing this report
the language has been keep simple and the entire discussion has been logical and
has coherent outlines. The main motto of the project work was innovative process
for business growth in Bharat electronic limited company Navi Mumbai. It include
in market & analysis of customer need & convenience about product to customer.
The project report is divided into two parts, first part consists of receive the order
of customer by tendering process, and second consist survey report of various
consumers about their responses about feedback towards Bharat electronic limited
Company.
Innovation generally refers to changing or creating more effective processes,
products and ideas, and can increase the likelihood of a business succeeding.
Businesses that innovate create more efficient work processes and have better
productivity and performance. For businesses, this could mean implementing new
ideas, creating dynamic products or improving your existing services. Innovation
can be a catalyst for the growth and success of your business, and help you adapt
and grow in the marketplace. Successful innovation should be an in-built part of
your business strategy and the strategic vision, where you create an environment
and lead in innovative thinking and creative problem solving. Businesses that
13
innovate create more efficient work processes and have better productivity and
performance. Develop a strategic responsive plan which includes innovation as a
key business process across the entire business. Leadership in innovation train and
empower employees to think innovative from the top down. Inspirational
leadership and motivation is what drives innovation in business. Concept with
customer and employees to generate idea for improving process product and
services both internally and externally.
14
CHAPTER
NO. 2
15
Aim:-
“To study of Innovative process for business growth in Bharat Electronic Limited
in Taloja MIDC Navi Mumbai”.
Objective:-
 To Finding out the opportunity and capture the market.

 To Development and Manufacturing of the products as per customers need
and requirement.
 To Analysis of competitors
 To Introduce new product anticipating customers future requirement
 To Strengthening relationship with potential customer.
 To Providing high Quality and service to customer.
 To Identifying customer’s requirement through continual interaction.
HYPOTHESIS:-
Null hypothesis:-
Innovative process adopted by BEL for business growth is effective in taloja
MIDC, Navi Mumbai.
Alternate hypothesis:-
16
Innovative process adopted by BEL for business growth is not effective in taloja
MIDC, Navi Mumbai.
CHAPTER
NO.3
17
Scope and limitation:-
Scope:-
 This is research provide overall business activity related to BEL company.
 This project provides information of logistics activity of BEL Company.
 Project provides technical & operational analysis of BEL Company.
 This project is relevant of Defense Company.
 Bharat electronics limited company produce electronic equipment for
defiance
 Bharat electronic limited company has 9 units in India.
 This company takes order by tendering process.
Limitation:-
 The time period was only 60 days for research.
 The sources of data collection and time are limited in this research.
 Market Research is for Defense Market customer base is low compared to
sectors like FMCG.
 The study was affected by activities of respondents
18
CHAPTER
NO. 4
19
RESEARCH MATHOLOGY:-
PRIMARY DATA:-
First of all, all the sources of primary data from various sources should be explored
& examining the possibility of their use for study. In many cases the data may not
be inadequate or unusable & therefore, may realize the first hand information. It
involves two aspects. The techniques and tools that are used in collecting primary
data as follows:-
 Observation
 Survey
Observation
This method is used to get past and current information of company and product.
For example – What is brand image of the company? How do approach to
customer & apply policies accordingly?
Survey: -
This method is useful to gate actual information about market condition of that
particular product. Survey involves some questions or we can say feedback report.
SECONDARY DATA:-
Any data has been gathered for some other purpose, is the secondary data in the
hands of research. Secondary data is collected from various journals, books,
magazines, and websites. The secondary data gave me brief information about the
20
company than its product & effectiveness of services of Birla sun life insurance
Company to satisfy customer needs.
CHAPTER
NO.5
21
LITRETURE REVIEW:-
Marketing management Rajan saxena innovation in marketing chapter

No.1page no.1, 2.
In the fast changing world of ours, consumer continuously want improved product
at lower prices at their doorstep. It is here that innovation play significant role &
can provide to the firm the desired competitive advantage. Innovation often leads
to redesigning the market strategy the multiplex revolution is one such case of
innovation in film viewing in the last five year or so it created a new paradigm in
film watching. Form run down theaters offering state refreshment & stinking
toilets, multiplex offered the latest movie in a plush environment with facilities like
excellent cafeteria & state of art wash room. All this came of price higher than the
previous experience.
Marketing management in challenge new product by Philip kotler 14 edition
p.g no. 510
In an economy rapid change, continuous innovation is necessity. Highly innovation
firm are able to identify and quickly seize new market opportunities. They create a
positive attitude toward innovation and risk taking, routines’ the innovation
process, practice teamwork and allow their people to experiment and even fail one
such firm. New product introduce have accelerated and in retailing consumer
goods electronics and other industries
22
Marketing management south Asian perspective 13th edition Kevin lane,

Philip kotelr, Abraham koshy, mitheshwar jha page no. 553.
In economy of rapid change, continues innovation is a necessity. Highly innovation
firm are able to identify & quickly seize new market opportunities.
Innovative firm create a positive attitude toward innovation process, practice team
work & allow their people to experiment & even fail.
Amabile, T.M. (1998). How to Kill Creativity. Harvard Business Review,

76(5): 76-87.
Abstract: The author observes that creativity is a function of three components:
expertise, Creative-thinking skills, and motivation. She believes managers can
influence these components through workplace practices and conditions. She
observes that pay does not necessarily stop people from being creative, but in
many situations, it does not help. She sees managerial practices affecting creativity
as Falling into six general categories: challenge, freedom, resources, work-group
features, supervisor encouragement, and organization support.
Benner, M. J., & Tushman, M. L. (2003). Exploitation, Exploration, and

Process Management: The Productivity Dilemma Revisited. Academy of
Management Review, 28(2): 238-256.
Abstract: The authors develop a contingency view of process management's
influence on both technological innovation and organizational adaptation. While
process management activities are beneficial for organizations in stable contexts,
they are fundamentally inconsistent with all but incremental innovation and
change. But dynamic capabilities are rooted in both exploitative and
Exploratory activities. Process management activities must be buffered from
exploratory activities and ambidextrous organizational forms provide the complex
contexts for these inconsistent activities to coexist.
23
Christensen, C.M. & over dorf, M. (2000). Meeting the Challenge of

Disruptive Change. Harvard Business Review, 78(2): 66-76.
Abstract: Large companies are struggling to cope with major, disruptive change.
They have the resources but lack a habit of thinking about their organization's
capabilities as carefully as they think about individual people's capabilities. Good
managers need to be skilled not just in assessing people but also in assessing the
abilities and disabilities of their organization as a whole. Research suggests that
three factors affect what an organization can and cannot do: its resources, its
processes, and its values. These factors evolve over time. Managers can do three
things to create new processes and values: they can create new capabilities
internally or through a spinout organization, and they can create capabilities
Through acquisitions.
Drucker, P. F. (2002). The Discipline of Innovation. Harvard Business

Review, 80(8): 95 - 102.
Abstract: Drucker argues that most innovative business ideas come from
methodically analyzing seven areas of opportunity, some of which lie within
particular companies or industries and some of which lie in broader social or
demographic trends. Astute managers will ensure that their organizations maintain
a clear focus on all seven. But analysis will take you only so far. Once you've 43
Identified an attractive opportunity, you still need a leap of imagination to arrive at
the right response--call it 'functional inspiration.'
Florida, R., & Goodnight, J. (2005). Managing for Creativity. Harvard

Business Review, 83 (7&8): 124-131.
24
Abstract: The article discusses creative capital and managing creativity. SAS
Institute, a privately held software company, has learned how to increase
Efficiency, improve quality, and raise productivity while accommodating the
complex nature of the creative process. As a result SAS has 28years of revenue
growth, low employee turnover, and high customer satisfaction. The SAS
framework for managing creative thinkers has three principles: employees do their
best work when they are intellectually engaged and distractions are removed,
managers are responsible for promoting creativity, and customers are engaged as
creative partners.
Organizational DNA for Strategic Innovation Govindarajan, V., & Trimble,

C. (2005).. California Management Review, 47(3): 47-76.
Abstract: This article examines the organizational structure of businesses as they
develop new entities within their corporations to meet technological innovations.
In an effort to thrive or remain viable, corporations must respond with innovation
and entrepreneurship to the changing economic environment. While managing
strategic innovations, a chief executive officer must make choices about structure,
staff, systems and culture. Collectively, these choices constitute the underlying
logic -- the organizational DNA -- that determines how an organization behaves.
CEOs must determine the elements of the established company that will become
part of the new enterprise and the relationship between the two entities.
Gulati, R. (2004). How CEOs Manage Growth Agendas. Harvard Business

Review, 82(7&8): 124-132.
Abstract: The article presents essays describing the strategies of five executives for
pursuing top-line growth, in light of the identification of maturation and
commoditization as emerging challenges to corporate growth. They discuss three
25
interrelated approaches to differentiation: innovation, deepening of customer

relationships, and bundling of products and services. Kenneth W. Freeman,
Chairman of the board at Quest Diagnostics, talks about the role of joint ventures
and outside development of new products in the company's growth. George Nolen,
president and CEO of Siemens USA, explains what is needed to use acquisitions
for breaking into a new geographic location. John Tyson, CEO of Tyson Foods,
talks about the opportunity for mergers when management anticipates trends.
Kenneth D. Lewis, CEO at Bank of America, focuses on miscalculations made
with the bank's business model, including a merger that resulted in customer
dissatisfaction. Robert Orefield, president and CEO at the Nasdaq Stock Market,
focuses on learning the value of innovation from companies listed on the stock
exchange.
Kim, W. C., & Mauborgne, R. (2004). Value Innovation: The Strategic Logic
of High Growth. Harvard Business Review, 82 (7&8): 172-180.
Abstract: What separates high growth companies from the pack is the way
managers make sense of how they do business. This idea of value innovation
requires a different competitive mind-set and a systematic way of looking for
opportunities. Instead of searching within the conventional boundaries of industry
competition, managers can look methodically across those boundaries to find
unoccupied territory that represents real value innovation. A five-year study of
high-growth companies and their less successful competitors found that companies
with sustained high growth in revenues and profits approached strategy differently.
Krogh, G. & Cusumano, M.A. (2001). Three Strategies for Managing Fast
Growth. MIT Sloan Management Review, 42(2): 53-61.
26
Abstract: Many companies approach growth management with no strategy other

than to do what they did when they were new. The key to a long, healthy corporate
life is steady growth. To grow steadily and avoid stagnation, a company must learn
how to scale up and extend its business, lengthen its expansion phase, and
Accumulate and apply new knowledge to new products and markets faster than
Competitors The authors found that companies grow using three basic strategies:
scaling, duplication and granulation. However a company chooses to apply its
knowledge, and whatever strategy it chooses, it must be committed to continued
growth.
Lawson, B., & Samson, D. (2001). Developing Innovation Capability in
Organizations: A Dynamic Capabilities Approach. International Journal of
Innovation Management, 5(3): 377-400.
Abstract: This paper draws together knowledge from a variety of fields to propose
that innovation management can be viewed as a form of organizational capability.
Excellent companies invest and nurture this capability, from which they execute
effective innovation processes, leading to innovations in new product, services and
processes, and superior business performance results. An extensive review of the
literature on innovation management, along with a case study of Cisco Systems,
develops a conceptual model of the firm as an innovation engine. This new
operating model sees substantial investment in innovation capability as the primary
engine for wealth creation, rather than the possession of physical assets.
Moore, G. A. (2004). Darwin and the Demon. Harvard Business Review,

82(7/8): 86-92.
Abstract: The article states that failure to innovate equals failure to differentiate
equals failure to garner the profits and revenues needed to attract capital
investment and suggests people use their brains to get out in front of this
27
Darwinian process. There are many types of effective innovation. Core

competencies were once used as the basis for determining which innovation a
company should pursue; however, companies found that a unique competence does
not guarantee competitive advantage. The author suggests managers use different
resources at each stage of the market development life cycle to compete for
revenues and profit margins. Management has to pursue the twofold path of
concurrent construction and deconstruction by extracting resources from legacy
processes and organizations and refocusing them in service to the new innovation
type.
O'Reilly III, C. & Tushman, M. A. (2004). The Ambidextrous Organization.

Harvard Business Review, 82(4): 74-81.
Abstract: The article focuses on building an ambidextrous organization, which is
an alignment of exploitative business and exploratory business under senior-team
leadership. Examples of companies, including Ciba Vision and "USA Today"
which have used ambidextrous organization are discussed. Ambidextrous
organizations are more successful in introducing breakthrough products or
services, according to the authors' research. The types of innovations used to
compete are incremental, architectural, and discontinuous. The strategies and
cultures of business that exploit existing capabilities for profit and those that
explore new opportunities for growth are different. The shift to an ambidextrous
organization can be disruptive if the company's senior team does not support the
change with a clear and compelling vision.
Salwen, P. (2003). Fostering Innovation and Entrepreneurialism In a Value-

Driven Organization. Leadership and Management in Engineering, 3(3): 153-
158.
28
Abstract: In this interview with the founder and chief executive officer of BEM
Systems, Inc., an environmental science and engineering firm, attention is given to
the approach that has enabled a small company to go beyond the narrow scope of
an assignment and develop creative solutions that support the long-term business
goals of its clients. In being entrepreneurial, the employees of the firm look for
connections between disparate sectors of the industry and draw on latent talents
and relationships in an effort to turn any opportunity first into a strategy and then
into a concrete, revenue-generating project. The key role that innovation played
during the company’s formative stages is recounted. The company’s hiring and
compensation practices are then discussed, and the importance of creating a culture
That respects and rewards innovation is stressed.
CHAPTER
29
NO. 6
Introduction of company
Bharat Electronics Limited (BEL) is a Government of India Enterprise under the

Ministry of Defense. It is a premier electronic industry in the country. BEL is a Multi-
product, Multi-technology, Multi-unit Corporation with over 350 products. Overall 90% of
the production involves military-grade equipments and the rest 10% of the production
involves commercial appliances. BEL has nine manufacturing units located in different
parts of India with its registered office at Bangalore. BEL has ultra-modern infrastructure
and a highly trained workforce at its nine units. The customer profile of BEL is very large
and includes Indian Army, Indian Navy, and Indian Air-force, Paramilitary forces, Coast
Guards, Police, Department of Telecommunication, All India Radio, Indian Space
30
Research Organization and industries manufacturing Electronic Equipment Assembly.

Apart from manufacturing defence products, BEL also provides commercial security
management systems. Some of the commercial customers of BEL are Parliament, Supreme
Court, Presidential House, UP Police, etc.
VISION
To be a world-class enterprise in professional electronics.
MISSION
To be a customer focused globally competitive company in defence electronics

and in other chosen areas of professional electronics through quality, technology
and innovation.
VALUES
 Putting customers first.

 Working with transparency, honesty & integrity.
 Trusting and respecting individuals.
 Fostering team work.
 Striving to achieve high employee satisfaction.
 Encouraging flexibility & innovation.
 Endeavoring to fulfill social responsibilities.
 Proud of being a part of the organization.
OBJECTIVES
31
 To be a customer focused company providing state-of-the-art products &

solutions at competitive prices, meeting the demands of quality, delivery &
service.
 To generate internal resources for profitable growth.
 To attain technological leadership in defense electronics through in-house
R&D, partnership with defense/research laboratories & academic
institutions.
 To give thrust to exports.
 To create a facilitating environment for people to realize their full potential
through continuous learning & team work.
 To give value for money to customers & create wealth for shareholders.
 To constantly benchmark company's performance with best-in-class
internationally.
 To raise marketing abilities to global standards.
Logo of Bharat electronics limited
32
Manufacturing networks
 Bangalore (1954).
 Ghaziabad (1974).
 Pune (1979).
 Machilipatnam (1983).
 Chennai (1985).
 Panchkula (1985).
 Hyderabad (1986).
 Navi Mumbai (1986).
 Kotdwara (1986)
33
Products of BEL
1. Bangalore (1954) :-
 Military Communication.
 Radars.
 Weapon System.
 Naval System.
 Electronic Warfare System.
 Avionics.
 Telecom & Broadcast System.
 Components.
 Security System.
 Electronic Voting Machine
 Tablet PC’s.
2. Ghaziabad (1974) :-
 Radar.
 Antenna System.
 C4I System.
3. Pune (1979) :-
 Batteries.
 Laser Products
 X-Ray System.
4. Machilipatnam (1983) :-
 Electro Optic Product & System.
5. Chennai (1985) :-
34
 Tank Electronics.
 Guns Upgrades.
6. Panchkula (1985) :-
 Tactical Communication Equipment.
7. Hyderabad (1986) :-
 Electronic Warfare System.
8. Navi Mumbai (1986) :-
 Shelter.
 Mast.
9. Kotdwara (1986) :-
 Defense Communication Product & Telecom System.
Bharat electronics limited Navi Mumbai
Bharat Electronics Limited, Navi Mumbai Unit, referred as BEL-NAMU, is presently

involved in:
 Manufacturing of Military grade Shelters and Masts.

 Overhauling, repairs and manufacture of hydraulic systems pertaining to T-72
Tank stabilizer and other hydraulic systems.
The customers to whom the products are supplied are given below:
1. Shelter:
 Various BEL units
 Indian Army
 Export
2. Mast:
 Indian Army
35
 BEL- Panchkula
 BEL- Ghaziabad
 BEL- Bangalore Complex
Shelter
A shelter is a basic architectural structure or building that provides cover
a shelter is a place where people can go to protect themselves from bomb blasts. It
differs from a fallout shelter, in that its main purpose is to protect from shock
waves and overpressure, instead of from radioactive precipitation, as a fallout
shelter does. It is also possible for a shelter to protect from both blast and fallout.
Blast shelters are a vital form of protection from nuclear attack and are employed
in civil defense. There are above-ground, below-ground, dedicated, dual-purpose,
and potential blast shelters. Dedicated blast shelters are built specifically for the
purpose of blast protection (see bunker). Dual-purpose blast shelters are existing
structures with blast protective properties that have been modified to accommodate
people seeking protection from blast. Potential blast shelters are existing structures
or geological features exhibiting blast protective properties that have potential to
be used for protection from blast
36
HYDRAULIC MAST
Truck Mounted 17m Mobile Telescopic Mast
37
The 17 meter hydraulically operated Telescopic Mast is integrated on BEML

TATRA 8 X 8 Vehicle. This hydraulically operated Telescopic Mast is designed
to support BATTLE FIELD SURVEILLANCE RADAR – MEDIUM RANGE
(BFSR – MR) which can be elevated up to 17m to get the better range and good
Line of Sight. The 17M Hydraulic Mast for LORROS (Long Range
Reconnaissance Observation System) is designed to operate on three power
sources i.e. AC mains / 19 kVA DG Set PTO.
History of the company
38
Bharat Electronics Limited (BEL) was established at Bangalore, India, by the

Government of India under the Ministry of Defence in 1954 to meet the specialised
electronic needs of the Indian defence services. Over the years, it has grown into a
multi-product, multi-technology, multi-unit company servicing the needs of
customers in diverse fields in India and abroad.BEL is among an elite group of
public sector undertakings which have been conferred the Navratna status by the
Government of India. The growth and diversification of BEL over the years
mirrors the advances in the electronics technology, with which BEL has kept pace.
Starting with the manufacture of a few communication equipment in 1956, BEL
went on to produce Receiving Valves in 1961, Germanium Semiconductors in
1962 and Radio Transmitters for AIR in 1964.In 1966, BEL set up a Radar
manufacturing facility for the Army and in-house R&D, which has been nurtured
over the years. Manufacture of Transmitting Tubes, Silicon Devices and Integrated
Circuits started in 1967. The PCB manufacturing facility was established in
1968.In 1970, manufacture of Black & White TV Picture Tube, X-ray Tube and
Microwave Tubes started. The following year, facilities for manufacture of
Integrated Circuits and Hybrid Micro Circuits were set up. 1972 saw BEL
manufacturing TV Transmitters for Doordarshan. The following year, manufacture
of Frigate Radars for the Navy began. Under the government's policy of
decentralization and due to strategic reasons, BEL ventured to set up new Units at
various places. The second Unit of BEL was set up at Ghaziabad in 1974 to
manufacture Radars and Tropo communication equipment for the Indian Air Force.
The third Unit was established at Pune in 1979 to manufacture Image Converter
and Image Intensifier Tubes. In 1980, BEL's first overseas office was set up at
New York for procurement of components and materials. In 1981, a manufacturing
facility for Magnesium Manganese Dioxide batteries was set up at the Pune Unit.
The Space Electronic Division was set up at Bangalore to support the satellite
39
programme in 1982. The same year saw BEL achieve a turnover of Rs.100 cores.In
1983, an ailing Andhra Scientific Company (ASCO) was taken over by BEL as the
fourth manufacturing Unit at Machilipatnam. In 1985, the fifth Unit was set up in
Chennai for supply of Tank Electronics, with proximity to HVF, Avadi. The sixth
Unit was set up at Panchkula the same year to manufacture Military
Communication equipment. 1985 also saw BEL manufacturing on a large scale
Low Power TV Transmitters and TVROs for the expansion of Doordarshan's
coverage.1986 witnessed the setting up of the seventh Unit at Kotdwara to
manufacture Switching Equipment, the eighth Unit to manufacture TV Glass Shell
at Taloja (Navi Mumbai) and the ninth Unit at Hyderabad to manufacture
Electronic Warfare Equipment. In 1987, a separate Naval Equipment Division was
set up at Bangalore to give greater focus to naval projects. The first Central
Research Laboratory was established at Bangalore in 1988 to focus on futuristic
R&D.1989 saw the manufacture of Telecom Switching and Transmission Systems
as also the setting up of the Mass Manufacturing Facility in Bangalore and the
manufacture of the first batch of 75,000 Electronic Voting Machines. The
agreement for setting up BEL's first Joint Venture Company, BE DELFT, with M/s
Delft of Holland was signed in 1990. Recently this became a subsidiary of
communication equipment for the Indian Air Force. The third Unit was established
at Pune in 1979 to manufacture Image Converter and Image Intensifier Tubes. In
1980 BEL's first overseas office was set up at New York for procurement of
components and materials. In 1981, a manufacturing facility for Magnesium
Manganese Dioxide batteries was set up at the Pune Unit.
The Space Electronic Division was set up at Bangalore to support the satellite
programme in 1982. The same year saw BEL achieve a turnover of Rs.100 crores.
In 1983, an ailing Andhra Scientific Company (ASCO) was taken over by BEL as
the fourth manufacturing Unit at Machilipatnam. In 1985, the fifth Unit was set up
40
in Chennai for supply of Tank Electronics, with proximity to HVF, Avadi. The
sixth Unit was set up at Panchkula the same year to manufacture Military
Communication equipment. 1985 also saw BEL manufacturing on a large scale
Low Power TV Transmitters and TVROs for the expansion of Doordarshan's
coverage.1986 witnessed the setting up of the seventh Unit at Kotdwara to
manufacture Switching Equipment, the eighth Unit to manufacture TV Glass Shell
at Taloja (Navi Mumbai) and the ninth Unit at Hyderabad to manufacture
Electronic Warfare Equipment. In 1987, a separate Naval Equipment Division was
set up at Bangalore to give greater focus to naval projects. The first Central
Research Laboratory was established at Bangalore in 1988 to focus on futuristic
R&D.1989 saw the manufacture of Telecom Switching and Transmission Systems
as also the setting up of the Mass Manufacturing Facility in Bangalore and the
manufacture of the first batch of 75,000 Electronic Voting Machines. The
agreement for setting up BEL's first Joint Venture Company, BE DELFT, with M/s
Delft of Holland was signed in 1990. Recently this became a subsidiary of BEL
with the exit of the foreign partner and has been renamed BEL Optronic Devices
Limited. The second Central Research Laboratory was established at Ghaziabad in
1992. The first disinvestment (20%) and listing of the Company's shares in
Bangalore and Mumbai Stock Exchanges took place the same year. BEL Units
obtained ISO 9000 certification in 1993-94. The second disinvestment (4.14%)
took place in 1994. In 1996, BEL achieved Rs.1, 000 crores turnover. In 1997, GE
BEL, the Joint Venture Company with M/s GE, USA, was formed. In 1998, BEL
set up its second overseas office at Singapore to source components from South
East Asia. The year 2000 saw the Bangalore Unit, which had grown very large,
being reorganized into Strategic Business Units (SBUs). There are seven SBUs in
Bangalore Unit. The same year, BEL shares were listed in the National Stock
Exchange. In 2002, BEL became the first defence PSU to get operational Mini
41
Ratna Category I status. In June 2007, BEL was conferred the prestigious Navratna
status based on its consistent performance.
Current situation of The Company

 Bharat Electronics is forming some joint ventures to achieve technical
excellence.
 Bharat Electronics Limited has set up a Joint Venture with General Electric
(GE) USA, for manufacturing high voltage tanks and detector modules for
Computed Tomography (CT) scan systems and advanced level of X-ray
tubes.
 The company is in the process of joining with BHEL (Bharat Heavy
Electricals Limited) to set up a joint venture to make solar photovoltaic
components.
 BEL has signed a memorandum of understanding (MOU) with Indus
Teqsite, Chennai for the design and development of digital subsystems for
its equipment, test systems for its radars, avionics and electronic warfare.
 BEL signed another MOU with a French company Thales International to
set up a joint venture for civilian and defence Radars.
 BEL has signed an MOU with Textron Systems for providing Micro-
observer Unattended Ground Sensor (UGS) systems to the Indian security
agencies.
 During 2012-13, BEL recorded a turnover of Rs.6,103.81 crore.
Details about various departments
42
1. MARKETING & SALES DIVISION

Marketing and Sales department basically deals with contract-acceptance. Overall
administrative and functional control of Marketing division is maintained as follows:-
 Review of quality objectives of all the departments.

 Resource planning
 Marketing of various products of BEL-NAMU unit.
 Determining requirements specified by the customer, including the requirements
for delivery and post-delivery activities like actions under warranty provisions
and contractual obligations including maintenance services and supplementary
services such as recycling or final disposal.
 Determining statutory and regulatory requirements applicable to the product
being marketed.
 Fixation and finalization of selling price of the products manufactured in the unit.
 Measure and monitor information relating to customer perception as to whether
customer requirements are met through customer satisfaction surveys / user
opinion surveys / customer complaints / customer compliments / warranty claims,
etc.
 Analyze and plan for continual improvement.
 Issue of ESO (Equipment Stock Order) and other sales related documents.
 Handling of sales activities.
 Review of requirements related to products. Receiving of customer feedback
including customer complaints and co-ordinate for corrective action.
43
Functions of Sales division:-

 Packing of finished goods before dispatch.
 Control of product and process documents.
 Identification of problems related to product and process.
 Corrective and preventive action for nonconformities.
 Measure, monitor, analyze and plan for continual improvement of services and
processes to meet the requirements of customer and the organization.
2. MATERIAL MANAGEMENT DIVISION

Material Management Department consists of purchase, subcontract and stores divisions.
Administrative and functional control of purchase division is maintained as follows:-
 Review of quality objectives set in various areas of the division.
 Preparation of vendor rating and approved vendor list documents.
 Vendor selection and development.
 Procurement of the required materials as per the prescribed specifications as
required by various departments. Processing of procurement is done through SAP
(System Applications & Products in Data Processing).
 Handling, storing, packing and preservation of incoming production items.
 Ensuring that purchased products are verified before use.
 Development of documents, document control and maintenance of records
pertaining to material management division.
For this, ERP (Enterprise Resource Planning) package, SAP is used.
 Purchasing raw materials, semi-finished & finished materials.
44
Administrative and functional control of Sub-contract division is maintained as

follows:-
 Preparation of vendor rating and approved vendor list for subcontract.
 Procurement of required sub-contract materials as per prescribed specifications as
required by various departments. Processing of procurement is done through
SAP.
 Issuing of service order as per requirement.
Administrative and functional control of Stores division is maintained as follows:-
 Receiving of incoming materials as purchase order / sub-contract order.
 Handling, storage, packaging and preservation of all incoming materials received
in stores.
 Preparation of GR (Goods Receipt) and issuing materials for IG (Inward Goods)
inspection.
 Receiving of materials after IG inspection with inspection report/status.
Processing for GR preparation and inspection is done through SAP.
 Identification and traceability of materials stored in stores.
3. DESIGN & ENGINEERING DIVISION

Whenever there is a tender from customer, the Design and Engineering department
generates a BOM (Bill of Materials) for a similar product manufactured by BEL. This
BOM is sent to the customer. If the customer asks for any modifications in the product,
then the BOM is modified as per the requirement and is forwarded to the F&A department
for approval i.e. to check for the profit margin.
Functional and administrative control of D&E department is maintained as follows:-
 Preparation of drawings and issue to the concerned departments wherever required.
45
 Upkeep of records for the distribution of drawings.

 Preparation and issue of Bill of Materials (BOM).
 Receipt of updated standards from corporate standards department and arrange for
updating in department’s Personal Computers.
 Approval of prototype products from concerned authorities.
 Development of documents, document control and maintenance of records
pertaining to D&E department.
 Maintenance and calibration of product instruments.
 Measure, monitor, analyze and plan for continual improvement of services and
processes to meet the requirements of customer and the organization.
D&E department
Uses AutoCAD, Solid works 3D and Ladder type software’s to make the design
(schematic).
Role of D&E department:-
 A copy of STPO / Customer order / Specification document is received from
customer in D&E department along with GA drawing, ATP (Acceptance Test
Procedure) and TS (Technical Specification). Delivery schedule is mentioned in the
STPO / customer order document.
 D&E department goes through the GA drawing, ATP and TS. If there are any
changes in the GA, ATP and TS, approval is taken from the customer for
acceptance of the change. Then sub-assembly / part drawings are prepared and
issued to the production department. Once the first manufactured product (for
example, Shelter) of specific type and make is accepted by external inspection
agency / customer, all sub-assembly drawings are approved by the D&E- Head and
issued to the concerned production department.
46
 Design inputs are received from customers and changes required due to production
constraints are also incorporated after approval from the customer.
 After inspection of the first shelter of a particular type / model and approval by
customer agency, it is deemed that design and development output requirements
meet input requirements. Acceptance of the first shelter by customer inspection
agency with reference to GA drawing, ATP and TS indicates that the design of
shelter, sub-assembly and parts are validated.
4. FINANCE & ACCOUNTS DIVISION

The money transfer operations are monitored by the Finance & Accounting (F&A)
department. Among all the departments, F&A department plays a very important role.
All types of orders i.e. Purchase order, Sale order and Internal orders are dealt by the
F&A department. Without the approval from the F&A department, no order can be
executed.
Functional & Administrative control of F&A division is maintained as follows:-
 Resource planning.
 Budgeting
 Payments to Suppliers, Employees and other Stakeholders wherever applicable.
 Receipts
 Accounting and maintaining proper records of accounts.
 Financial agreements.
 Costing
 MIS (Management Information System), monthly performance, profitability
monitoring, etc.
 Internal requirements of the unit.
47
Accounting personnel also prepares the balance sheet of the unit. A certain standard is
used for accounting. Previously BEL used to follow the Indian Standard called AS
(Accounting Standard) for Accounting. It was difficult for foreign companies to understand
this standard as it was limited only to the Indian Territory. Hence BEL adopted a new
international standard known as IFRS (International Financial Reporting Standard), which
improved business links with foreign companies.
5. SYSTEM & PRODUCT SUPPORT DIVISION

BEL provides System Support for Security management systems. System Support is
provided to the customers in the form of Warranty, AMC (Annual Maintenance Contract)
and CMC (Comprehensive Maintenance Contract).
Functional & Administrative control of System division is maintained as follows:-
 Review of quality objectives of the division.
 Determining requirements specified by the customer, including the requirements for
delivery and post-delivery activities like actions under warranty provisions,
contractual obligations including maintenance services and supplementary services
such as recycling and disposal.
 Determining requirements not stated by the customer but necessary for specified or
intended use, where known.
 Receiving of customer feedback including customer complaints and coordinate for
corrective action.
 Coordination for warranty / AMC support & keeping track of Warranty / AMC
period.
 Coordination for addressing issues of vendors / customers.
 Development and growth of the division.
48
Product Support division of BEL provides support for all the products manufactured by the
unit.
Functional & Administrative control of Product Support division is maintained as
follows:-
 Review of quality objectives of Product Support Division.
 Fixation and finalization of price of Products and Services required for Product
Support Division.
 Receiving of customer feedback including customer complaints.
 Determining requirements to resolve the customer complaints.
 Issue of Sale Order and other related documents.
 Measure and monitor information relating to customer perception to ascertain
whether customer complaints are resolved properly.
 Analyze and plan for continual improvement.
 Co-ordinate for corrective actions
6. PRODUCTION PLANNING & CONTROL DEPARTMENT

Production Planning and Control Division is the intermediate link between Material
Management Division and production Quality Assurance Division.
Role of PPC (Production Planning & Control) Department:-
 Control of manufacturing resources
 Preparation of purchasing requirement of production items and issuing purchase
request.
 Participation in vendor selection and development in consultation with MM division.
49
 Development of product documents, document control and maintenance of records

pertaining to Masts, EEA (Electronic Equipment Assembly) and NBC (Nuclear,
Biological & Chemical) projects.
 Preparation, issue, monitoring and control of production schedule.
 Issue of Production Order (PO)
 Purchase requisition for production items through SAP.
 Control of Stores activities.
 Measure, monitor, analyze and plan for continual improvement of processes to meet
the requirements of customer and the organization.
 Review of quality objectives set by the department.
All purchase requisitions are issued by the concerned production control executives
through SAP (System Applications & Products in data processing). The purchase
requisitions are identified by unique numbers (12 digit) and required information /
specification of the item to be purchased is given in the purchase requisition.
Purchase requisitions are released through SAP for further processing by concerned
purchase executive.
QUALITY MANAGEMENT & TORQUE DIVISION
QA (Quality Assurance) Division includes Shelter QA Division, Mast QA Division and
IGQA (Inward Goods Quality Assurance). The overall administrative and functional
control of QA Division (Shelter & Mast) is maintained as follows:-
 Inspection of finished products and co-ordination for customer inspection.
 Feedback of non-conformities in finished products.
 Co-ordination for corrective and preventive action.
 Co-ordination for implementation of statistical techniques at relevant areas,
wherever applicable.
50
Role of TORQUE (Total Organizational Quality Enhancement) Division:-

 Preparation and checking of QMSM (Quality Management System Manual) and
QMSP (Quality Management System Procedures) of BEL unit
 Co-ordination of internal quality audits, external quality audits and co-ordination of
Unit’s TORQUE activities.
 Co-ordination of Management Review meetings and preparation of minutes of
Management Review meetings.
 Co-ordination of QCC (Quality Control Circle) activities of the unit.
 EMI/EMC Testing of Shelters.
Manufacturing of a quality product demands that production operations are planned and
carried out under controlled conditions and the performance is duly verified at each
significant stage and a non-conforming item is prevented from moving to the next stage
for further operation. Production processes which directly affect quality are identified and
planned. These processes are carried out in controlled conditions.
Controlled conditions include the following:-
 Availability of information regarding the characteristics of the product.
 Availability of required work instructions.
 Use of suitable equipment.
 Implementation of product release, delivery and post delivery activities.
Quality Assurance Process:
 Ministry of Defence, Govt. of India issues a contract to BEL.
 There is one external agency DGQA (Defence General Quality Assurance). It visits
BEL for the assurance of quality of the product.
 DGQA has four departments:-
1. Engineering Equipment
2. Electronics Department
51
3. Vehicle Department
4. Naval Department
 A single item is manufactured and delivered to the Consignee.
 The next step is ‘User trial’. It is tested several times to ensure its quality and
durability.
After that, a BPC (Bulk Production Clearance) is issued.
Role of IGQA:-
 Purchased parts are verified by IG (Inward Goods) inspection section of quality
services department after receiving at stores.
 In certain cases, when need arises, verification at supplier’s premises is carried out.
 The purchased parts are not used or processed until they are inspected and accepted
by IG Inspection as per quality plans / relevant documented procedures.
52
Learning aspect:-
Bharat electronic limited in taloja MIDC Navi Mumbai which is defense Company
authority by defense ministry of government of India. This Company producing
shelter and Mast for defense sector. So I am work in this company two month of
internship as per specialization of marketing. I am work in marketing department
under the J.S. pathade who is marketing manager of Bharat electronic limited Navi
Mumbai. I am learning about marketing of Bharat electronic limited Company.
Bharat electronic limited Company is defense in that business to business (B2B)
OR industrial marketing. Because it is producing defense product such as shelter
and Mast for defense sector. In this Company allocate the tender to the customer
on this Company website and newspaper. In that tender is form of order for
customer and customer fill this form and give order to the Company and Company
Receive the order from customer by marketing department.
Marketing department receive the order from customer and inform to the sales
department as well as sales department and sales department instruction and inform
to the purchase department. Purchase department purchase the raw material
according to customer order. Then after produce the product by production
department after that quality department check the quality of product quality
department checking product by various type such as rain test, door test, drop the
shelter and floor testing by quality department. That after inform to sales
Department. And they sale the product to the customer.
53
CHAPTER
NO. 7
54
Finding analysis
Questionnaire for company

1) Product development & manufacturing for which sector to sale?
Answer Observation Into

%
FMCG 0 00
defense 10 100
Sales
FMCG
0%
Defense
100%
Comment:-
According to the survey BEL product are 100% of sale for defense sector.
55
2) Which in countries to export your product?

1
Answer Observation into %
India 5 50
Africa 3 30
Latin America 2 20
China 0 00
Export
India
Africa
Latin america
china
Comment:-
This graph show the 50% of product export in India and 30% of export in
Africa and 20% in Latin America, most of export product in India.
56
3) Where is your company head office in located?
Answer Observation Into %

Bangalore 10 100
Delhi 00 00
Sales
Delhi
0%
Bangalor
100%
Comment:-
This graph showing the BEL Company head office in Bangalore of

100%.
57
4) What is your completive strategy?

Low cost 2 10
Operational excellence 6 60
Customer intimacy 1 20
Fast follower 1 10
Strategy
60
50
40
Axis Title
30
20
10
0
Low cost operational Customer Fast follower
excellence
Series 1 10 60 10 10
Comment:-
Company strategy is focus on operational strategy in 60% & customer

Intimacy is 20% & low cost & fast flower is 10%.
58
5) Which level of innovation are you pursuing?

Target customer 2 20
Create new market share 6 60
Create new industry 2 20
Extend current platform 0 00
Enhance market share 0 00
Innovative
Series 1
60
20 20
0 0
Target customer Creat new Creat new Extend current Enhance market
market share industry platform share
Comment:-
According to graph suggestion innovative process of BEL Company is
Create new market share 60% & target customer & create new industry are
20%.
59
6) How well does your innovation effort export these drives?

Answer observation Into %
Science 3 30
Competition 2 20
Govt.regulation 1 10
Customer & consumer 4 40
30
25
20
15
10
0
science competition govt.regulation customer &
consumer
% 30 20 10 4.5
Comment:-
Innovation export of drive for customer & consumer is 40% & 30% of
Drives for science as well as competition is 20% well 10% drives are
Govt. regulation.
60
7) What is influences customer to buy BEL product?

Regular visit of sale executive. 1 10
On time delivery 1 10
Credit period 1 10
All of the above 7 70
Influences on customer
10%
10%
Regular visit of sale

executive
10% on time delivery
credit period
70% all of the above
Comment:-
This survey shown the customer influence of BEL product is all of the
Above 70%. & other 10%. Of influence.
61
8) Which BEL product sale per year?
Answer observation Into%

Shelter 5 50
Mast 5 50
Sales
60
50
40
Axis Title
30
20
10
0
Shelter Mast
sale 50 50
Comment:-
According to survey BEL Company of product shelter & Mast are 50-
50% of sale.
62
9) Way of development product?

In house 6 60
Tot(transport of technology) 3 30
Out sources 1 10
Product developmet
Product developmet
60 30 3.5
In house Tot Out sources
Comment:-
Above the graph show the development of product 40% in house& 30%
Of TOT as well as 10% of out sources.
63
10) Are you satisfied with the service of the BEL product you’re selling?

Yes 7 70
No 3 30
Series 1
Series 1
70
40
Yes No
Comment:-
BEL company satisfied with service of seling product of company70%
of yes & 30% of No.
64
Questionnaire for customer:-
1) What is reason of buying BEL product services?

Service 3 30
Price 3 30
Quality 4 40
Other 0 00
Buying reason
servise
30 30 40
0
service price quality other
Comment:-
The customer Reason of buying product is 40% quality of product & 30%
of price & service.
65
2) What kind of information do you look for on the company when selecting
A product?

Detailed of information 6 60
Price comparison 4 40
Location of store 0 00
Availability of product 0 00
Information
Information
60
40
4.5
0
detailed of price comparison location of store availability of
informtion product
Comment:-
This survey show the customer information look on 60% of detailed of
Information of product & 40% of price comparison.
66
3) Are you satisfied with BEL company service?
Observation Into %
Yes 6 60
No 4 40
Service
Yes No
40%
60%
Comment:-
According to satisfaction of customer with BEL Company 60% of
Customer satisfied & 40% of Dissatisfied.
67
4) Which type of services is you wanted?
observation Into %
Warranty 4 40
Guarantee 4 40
Online purchasing 0 00
Cash on delivery 2 20
services
cash on delivery
Online purchasing
Guarantee
Warranty
0 10 20 30 40
services
Comment:-
This graph show the customer want service by the company warranty &
Guarantee are 40-40% & cash on delivery is 20%.
68
CHAPTER
NO. 8
69
Result:-
1) Innovative process is adopted by BEL Company for business growth is good.
And most of the product development and manufacturing for defense sector.
2) Bharat electronic limited Company has for business growth focus on the
operational excellence strategy.
3) Innovative process adopted by BEL Company for business growth is good. And
also BEL Company pursuing innovative level of create market share.
4) BEL Company adopted innovative process for business growth, and Company
export drive from science rather than consumer and customer satisfaction.
5) BEL Company for buying product of company influences on regular visit to the
customer, time delivery and credit period so that the customer buying product of
BEL Company.
6) BEL Company producing a shelter and mast for defense sector and they both are
product shelter and mast selling per year.
1) Innovative process adopted by BEL Company for business growth is good so

that customer reason for buying product is services and price rather than quality of
product its main reason.
2) Before customer selecting product customer look to the information about the
product that after buy the product.
3) Innovative process adopted by BEL Company for business growth so that most
of customer satisfied with BEL Company sales services.
70
CHAPTER
NO.9
71
Conclusion
1) Bharat electronic limited Company product development and manufacturing is
100% to sale defense sector.
2) BEL Company strategy is focus on operational strategy in 60% & customer
Intimacy is 20% & low cost & fast flower is 10%.
3) Innovative process of BEL Company is Create new market share 60% & target
Customer & create new industry are 20%.
4) Innovation export of drive for customer & consumer is 40% & 30% of drives
for science as well as competition is 20% well 10% drives are govt. regulation
5) Bharat electronic limited Company customer influence on regular customer visit
to sale executive is 10% time delivery 10% credit period 10%.
6) BEL Company satisfied with selling services of BEL product.
72
CHAPTER
NO.10
73
Recommendation
 Conduct the analysis of the market environment your customer want and
need and competitors be open to new idea and adaptive to change.
 Develop a strategy responsive plan which includes innovation as a key

business process across the entire business.
 Leadership in innovation train and empower employee to think innovatively

from the top down. Inspirational leadership and motivation is what drives
innovation in business.
 Connect with customer and employee to generate idea for improving

process, product and services both internally and externally.
74
Annexure
Finding analysis of marketing department
1) Product development & manufacturing for which sector to sale?

A) FMCG
B) Defense
2) Which in countries to export your product?

A) India B) Latin America
C) Africa D) china
3) Where is your company head office?

A) Bangalore
B) Delhi
4) What is your competitive strategy?

A) Low cost B) operational excellence
C) Customer intimacy D) fast follower
5) Which level of innovation are you pursuing?

A) Target customer B) target new market share
C) Create new market D) enhance market share
E) Lead the market
6) How well does your innovation effort export these drives?

A) Science & technology B) govt. regulation
75
C) Competition D) customer & consumer
7) Way of development product?

A) In house B) TOT (transport of technology)
C) Out source
8) What is influences customer to buy BEL product?

A) Regular visit of sale executive B) credit period
C) On time delivery D) all of the above
9) Which BEL product sale per year?

A) Shelter B) Mast
10) Are you satisfied with the service of the BEL product you’re selling?
A) Yes B) No
11) Do you think our price level is acceptable in comparison with our competitors?
A) Yes B) No
Questionnaire for Customer:-
1) What is reason of buying BEL product services?

A) Services B) price
C) Quality D) other
2) What kind of information do you look for on the company when selecting
A product?
76
A) Detailed information B) price comparison

C) Location of store D) Availability of product
3) Are you satisfied with BEL company service?

A) Yes B) No
4) Which type of services is you wanted?

A) Warranty B) Guarantee
C) Online purchasing D) cash on delivery
77
Bibliography
Corporate references
BEL Administration Report
BEL Rules & Regulations Book
BEL annual report
BEL annual maxim or prospect
Web
www.BEL-india.com
www.google.com
www.BEL.in
78
79

Innovative Process For Business Growth in Bharat Electronic Limited

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Innovative Process For Business Growth in Bharat Electronic Limited

Uploaded by

Copyright:

Available Formats

“Innovative process for business growth In Bharat electronic limited ” 2014

“INNOVATIVE PROCESS FOR BUSINESS GROWTH IN

Submitted in partial fulfillment of the requirement for the award of

DEPARTMENT OF MASTER OF MANAGEMENT STUDIES

I KIRAN KRISHNA THAKUR, Student of Changu Kana Thakur Institute of

Mr.Thakur Kiran Krishna

This is to Certify that the Project titled

has been completed satisfactorily by

under the guidance of

in partial fulfillment of the requirement for the award of

Master Of Management Marketing

To achieve partial and concrete results, it is necessary that theoretical knowledge

In my survey I made an attempt to determine the presence, strength, and strategies

I take this opportunity to express my acknowledgement and deep sense of

Chapter No. Topics Page No.

3. Scope & Limitations

7. Finding & Analysis

My internship at Bharat Electronic Limited, Taloja MIDC was a great exposure

 To Finding out the opportunity and capture the market.

Scope and limitation:-

Marketing management Rajan saxena innovation in marketing chapter

Marketing management south Asian perspective 13th edition Kevin lane,

Amabile, T.M. (1998). How to Kill Creativity. Harvard Business Review,

Benner, M. J., & Tushman, M. L. (2003). Exploitation, Exploration, and

Christensen, C.M. & over dorf, M. (2000). Meeting the Challenge of

Drucker, P. F. (2002). The Discipline of Innovation. Harvard Business

Florida, R., & Goodnight, J. (2005). Managing for Creativity. Harvard

Organizational DNA for Strategic Innovation Govindarajan, V., & Trimble,

Gulati, R. (2004). How CEOs Manage Growth Agendas. Harvard Business

interrelated approaches to differentiation: innovation, deepening of customer

Abstract: Many companies approach growth management with no strategy other

Moore, G. A. (2004). Darwin and the Demon. Harvard Business Review,

Darwinian process. There are many types of effective innovation. Core

O'Reilly III, C. & Tushman, M. A. (2004). The Ambidextrous Organization.

Salwen, P. (2003). Fostering Innovation and Entrepreneurialism In a Value-

Bharat Electronics Limited (BEL) is a Government of India Enterprise under the

Research Organization and industries manufacturing Electronic Equipment Assembly.

To be a world-class enterprise in professional electronics.

To be a customer focused globally competitive company in defence electronics

 Putting customers first.

 To be a customer focused company providing state-of-the-art products &

Logo of Bharat electronics limited

Bharat electronics limited Navi Mumbai

Bharat Electronics Limited, Navi Mumbai Unit, referred as BEL-NAMU, is presently

 Manufacturing of Military grade Shelters and Masts.

The 17 meter hydraulically operated Telescopic Mast is integrated on BEML

History of the company

Bharat Electronics Limited (BEL) was established at Bangalore, India, by the

Current situation of The Company

 During 2012-13, BEL recorded a turnover of Rs.6,103.81 crore.

Details about various departments

1. MARKETING & SALES DIVISION

 Review of quality objectives of all the departments.

Functions of Sales division:-

2. MATERIAL MANAGEMENT DIVISION

Administrative and functional control of Sub-contract division is maintained as

3. DESIGN & ENGINEERING DIVISION

 Upkeep of records for the distribution of drawings.

4. FINANCE & ACCOUNTS DIVISION

5. SYSTEM & PRODUCT SUPPORT DIVISION

6. PRODUCTION PLANNING & CONTROL DEPARTMENT

 Development of product documents, document control and maintenance of records