Royal Enfield Project 36 Organisation Study

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royal enfield project 36 organisation study
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https://www.slideshare.net/shrishailwali/royal-enfield-project-36-organisation-study 1/
shrishailwali
Feb. 20, 2018

• 24 likes • 13,928 views
CHAPTER: 1
INTRODUCTION ABOUT THE

INTERNSHIP, INDUSTRY
PROFILE
SHIUNIlFflSIARMOTO@BELAGAV
1. INTRODUCTION OF THE INTERNSHIP:
The internshp experieme i des+gned to provide sitidera working towards cerfificaie

associaie in applied scénce degrees irr Jaw enforcement or corrections with an opportialfly
to develop insight into the practical application of academ lmowédge. An iaerrishi• is on-
the-
desâed goal ad obecdves , A€ arequies te ‹o op‹xabn dom a# te kveW olds
fumtioni ng of company at different departrrer4s.
As apMofoilwoyaMBApog a11Mendof2*senrsM weh»eto<any
as iimel Thek wonhlo teo aniz#bnmaybe peaMr danbeBebyte 8c1 Tal deg
MmNhi mobn PVT LTD yM EnFeW ) JTsougñ #mmsMp I hue gmed te
her memeommmialmg ébsnerwayipeopñ
Pag 2
9/21/22, 11:09 royal enfield project 36 organisation
ii INDUsTRvPROFAI:
Royal Enfieh Kd. is the hrgesi exponer of two wheelers’ with Eicher notors at Reddich
#8‹smes of: Rosa EMkU manub:wzs sue-oftrau m of wo wh=bu. T bond,
Ile Ra yaI Enfi•1d Group i arrorgs t die top 10 business houses in Iridia. secte hes over
a wide range of industries, spanning auto imbibes (two- wheelers), bike accessorñ s, wallets,
and cbtHlng travel bags. The group's flagshp company, Royal Enfield' is ranked as die
Brgesi two-wheeJer mruifaciurer ard having the continuo’s pmduction the Royal
Sourit and South East Asia. Fourded in 1901’ at the heighi of India's rro erreur for
independerice from die Briüsh, die group lus an illusœious history. The inegrity, dedic ation,
sourcefulmss ard deterrrñution to succeed whish are characierisiic of the soda are
often traced back to fis birtH during tHose days of releniless devotion to a common cause' ,
founder Alben Eadie arid Roben Wader Sinch of the group, was a cbse corfiJani arid
disc@ie towards the company.
RO YAL ENF IELD was a brand nace urider which dee Erifi•id Cyele eorrpany liiniied of
Reddich, Worcestershire sokl rrotorcycles, biycies, lawnirowers and stationary eis
which tHey 1-tad rranufaeiured. Fmfield Cycles Company also used tHe brand riarre Erifield
without Royal
FOUNDHR: AbrnEadrandRober Wa ersi
Prod ucts! Royal Erifi• kl copper, Crusader, Bullet, I nierceptor, WDfRE, Super Meteor
HEADQ UARTERS : Reddich, Uruied KJom, Engiarid
In tHe 1953 SUDARAM IYm Brougllt Royal Enfiekl n ttc India. tHe Eéher Motors
purchased the Royal Enfield. Hurd ñ the 195S, the Reddish Company garnered with rradras
nDtors in India to form “Enfied lrdia” to asGmbie under liceme, the 350cc Royal Enfield
https://www.slideshare.net/shrishailwali/royal-enfield-project-36-organisation-study 5
t89t R.W. S rniih and Akien Eadie take over the Townsend Cycle C orrpany in Reddish,
UK. Soon after, they start supplyng pmision mchire parts to the Royal Old Srrall Arrrb
Factory in Eribekl, Midd1ese›z Their undertaking i renamed tHe Enfield Manufacturing
CO 6ay L ed. THE OLDEST MOTORCYCLE BRAND.....IN CONTDIUOUS
PRO DICTION 1893 Enfiel4 Manufaeuiring Ltd. becorres ROyaI Erifield — ‘ROyaI’ Being
taLen fiDm the Royal S rrall Arim Corrparty. The trademark ‘ Made like a gun’ is ntrodiiced.
t898 R W. Smih designs a prototype nmto*ied elaicle, a four wheel bid yell known as a
quadric ycie. It uses a proprétary I lf2 fp m Dion e . l9m Royal Enfiekl eniers
rrotorspon when one of is quadricycles eniers a 1000 Mile Trial THe event does rruch to
rsuade th Briish ubk about W viabilit of motorised nans rt.
https://www.slideshare.net/shrishailwali/royal-enfield-project-36-organisation-study 6
CHAPTER: 2
ORGANISATION PROFITE
SHIUNIlFflS-MVARMOTO@BELAGAV
2.0 PROFILE OF THE ORGANISATION
Address Shri mutahwar no ore INehcu nagac beJgavi
st i«i 2009
Trading , serv+ce
i) cLAS Slc 350-cc 500-«c
2) ELECTRO 350-cc
3) BULLET 500-cc
4) STD- UCE
5) TITS 350 cc 500cc
2.1 BACK GROUND
MAHARAf OF BlfAPUR ard fonreJly inaugurated by his Holiness SHRI SIDDESflWAR

SWAMIfI. Established in 2009 firsi appointed Authorñed maler fDr ROYAL ENFIELD in
North KarnaiaLa. Sine 2010 sold 2500 biles ard today achieving a rriLstore of 25 com
Royal Erifiekl rriotoreyc1es had been soklñ Iridii she 1949. In 1955, iHe
Irdian government looked for a suitable rrDiorcycle for its poke arid army, for use
patrollmg the country's border. The Bullet was closen as the rrost suitable bike for the
job. The Irdi n
Pag• 6
Under Indian law, Madras Motors owned the rrajority (over SOAP) of shares in the company.
In t957 toolaig c9uprr nt was sold to Enfield IiHia so it tHey coukl mnufaciure
Enfietl of India continued pmducing the 'Bullet' long after tHe UK factory's bankruptcy, and
changed its boarding to 'Royal Enfiekl' in 1999. W 'Royal Enfield' narre ard rigjais had been
purchased by Matt Holder of Aerco Jgs arid Tools, at the bankruptcy sale in 1967. The
busmss passed on to his son, David Holder, of the Yelocette Motorcyc Ie C orrpany of
Birmmghain, UK. The Hokler family has produced spares f0r Royal Enfield nDiorc yeies
confinuously from 1967 through to die presern, but dil not trade under the Royal Enfield
riarrc. WHile David Holder objected to die use of 'Royal Enfield' by Enféld of India, a UK
Royal Enfield India manufactures and sells in India, arid also exports to Europe as well as the
America, Souih Africa arid Australia. TJaey recently entered the Indones ian maH‹et.Recently
Royal Enfield has undergone a nmjor retooling particularly in the engine depamnern going
f'rom earbureited easI-iron engines to twin sparL unit c oristruc tiori eds on all i s rrwdek,
witH Elecnonic Finl Injection (EF-I) available on Air mgsHJp 500 cc rrodet The major
redesign has sparked scich a demard for the biles that Royal Enfield have started double
In August 2015, Royal Enfield Motors awloiirced ii is establishiig és Nortlr Arreric an

ad uarters and a deafers m Mdwaukee W iscons wih the inienü on to oíàr d-8-ee
bikes, tHe Bullets 5O0cc and Conimnt al GT 535 Cafe Racer as the y feel diis e size
represents an underserved rrerket. The dealersHp will be Royal Enfield's first company
old store in U.S., according to Rod Popes, president of Royal Enfiekl North America.
2J NATURE OF THE BUS SINESS:
20 YISION MISSION QUALITY POLICY
*&econñtg A reimrkable ertâ y ir1 auiorrobile industry with the support of spiriualiy,
honesty, ethical practise dedication ard sustainable pracñ es creatmg a M addiian among
its every stake 1+older associated with arid thereby contributing a bit to nation buikling”
Page 8
SHIdMUNIS-MVARMOTO@BELAGAVI
aEcomp\ w#hMappRabb k andoVrn›guâznxn1s
TheRoyMErde|d userh0wEe s aboadebke(mken6oms sdon)
are not up io its par. You win find rtmny qualây rems especially if you've a good attention
naéaair+ed poperly, IIS hghJy unlikely an Enfiekt wtk nake you srrauded on a Highway.
You can rde day brd rtiglc through sard ard snow with absolute confidence. The qttaây
Page 9
2.4 PRODUCT / SERVICE PROFILE:
Products are:
Royal Erif<id bkes:
i) CLASSIC 3S0-cc s00-ee

2) ELECTRO 350-cc
3) BULIET 500-cc
3) TsTS33O« 3OO«
6) CONTINENTAL-GT
Page 10
Royal Enfield Accessories:
I) Hekr¥•ts
2) jackets, T- shirts
3) Wallets
4) Sakty guards
6) Haed glouse
8) Chains,
9) Bags , Etc
2.5 OWNERSHIP PATTERN:
1) It is non government based corrpany th• contribufion for IN company is by
Mr 5. $ andilya Lhuman Non-executive Independent

Director
Mr Siddlurtlia Lal Promoter — Executive - Managmg Director
Mr Priya Brat Non-executive Independent Dnector
Mr M. J. Subbaiah Non-executive Independent Dnector
Mr Prateek Jalan hon•erocunve IndependentIJeectoi
Ms Manvi Sinha Novsiuuve bdependentDeectoi
2.6 ACHIEVEMENTS / AWARDS:

1*ru e upA+aJ(o OWs«mdmg §rM 4 mQ,Fkmxé1 ya2016-2017)
FUTURE GROWTH AND PRO SPECT S:
PNsent ttlcy don't want to extend the business. Because nOw only they started rhc new branch
in +t-+e Gokak. The Royal Enfiekl JS che strong brard. Now tTtey don’ I J lave any co etitor in
Here, are sorre of th aspects which the Royal Enfield wanred to focus on to the future
growth sorre of them are!
t. Enpans i›n of rrmny rmre branches a I over the worid.

2. Pmviding good facili0es to tHe employees so dut they can give there best to
3. Asd aWo faoaig owads lhrgood oansp0tbnspmmfor he onrhr derry of
6. To provide better training to iHe employees so, dut there sllouH not be any problem
7. To rrenirrrise the prodin tion eapaciy of the company.
8. Arid to build iriore good relation wiifi tHe foreign customers.
9. To provide sowe basic facilit és to the soci•ty as a part of CSR acti'/ii é s.
DEPARTMVTO PGSTUDI5SVTU/NANASANGAM,BELAGAV
CHAPTER: 3
MCKENSY'S 7’S FRAMEWORK
3. MCKENSY'S 7’S
The McKinsey 7-S framework. Devebped in die early 1980s by Tom Peters arid Roben
Waterman, two consultants working at the McKinsey & Company consuJnng iirrty the basic
and FEW obsus«=Gl
The McKinsey 7 S nndel can be appléd to eierrents of a team or a project as wek The
aLgrirrcni isscies apply, regardles s of how you decide to define the scope of the areas you
MCKINSEY'S 7S FRAMEWORK
The seven Elements
categorized as either ''hard'' or "soft™ elements
“Hard” elerrrnts are easier to defmc or dentfy and rrartagerrcnt can directly mfkience them
tHese are strategic statements; organization charts rep oning lines: arid forum processes and
IT systerrb.
Son ebwms on nr o#rr harm can be more d|8eu# o desuñbe and arz brs angbb ard
mxe ‹m% by euhri Howler, its sob ebnrc, a‹ a impon^u as tx
h&d
Debüdonsofhweemenxs@eNflcahy
• S0aM : Lx pRn doürd Io motah and bu3d <ompröi« adva oor tx
• Stna4ure: Jle wayJ«or nLa én 6›ous1ucd and whompou› o whom
• Shared Vis: Called super ordinate goals. When R rrodel was fJrst devek›pcd
these are the code vales oF the cop any char are evJdeo ed in ff+e corgorale culture
• Styie: the style of leadership is adopted.

• Stall: the errpbyees arid gemral capabilitñ s.
• SidIts: the actual skills arm compeierisles of the errp byees work kg for th• corripany.
Page 16
3.1 STRUCTURE:
DEPARTMENTS:
2. SERWCEDEPARIMENT
5 ACCOUNLNGDEPARTMENT
EXPLAINATION:
SALESEXECUMVES' RESPONMBRIM£S
° UpdaMouneM sm0raga#n1 delay ona# pamreMm
back to CRE or tpdate in DMS every day
• Maintain test ride route map.
Customer engagement
Collect the basé details from the customers with the enquay fDrm
• P'rovi£1e test ri£1e to its c unorrer —orfe o F the core job of ihe sales executive is ‘No
• Hardie II+c objccnorts ra¥icd by the custortzr

o Collect rhe r+ext fbllow ug dace
• Ensme test rides vehicle cleaning between each ride.

Tele & lb:
slio wroom visi and test ride
Convert for how test ride arid experieve ride
• ExgBiri th+e booking procedure Hz corrp)ete delivery process to If+e cuscorrer.

Ckarly rrz ntion the wacng period.
o Provide bookmg receipt, book ing form & beat rmigazirz'
• Provide N details about various paint options avaiBb ie & docWnts required
o Provide assiSu+r+ce co rhe customer dmrtg +f+e ent?”e wa\tTr+g geriod for any queries
• Keep every custoirer engaged every nDrsh after looking till deliver y
Delivery:
Lit of custorrers waiing for delivery on date to be shared — regiseaiñ n status to be rated
— delivery documents to be kept ready one day before delivery — then âlform the customers
about tHe tirre of delivery
Tag the bikes which are ready for deflver y arid ready for regiseatio n acc ordrigly
P MnnMsaMadde =y pnm=s-zqhm Mwmaaygudeines
Gen cus owrr knal6Gon fawn s
Ephin dot oxm¥s‹xvkspa sandworkñopbcabn i<om ldzaB
Pangoup deem ravrr of man dekrr -b racharfl eg %cebbrmrd
Ask reference, pronDte rrcrcllarHie, exp lan iliture riles pBuried.
Keeptedeliery zoneebanandpbndelveg trough Oeday
RTO:
FolBw RTOMmnb o«km oaUonplased <ompkedBiyoismbmsm
FolBwupbrtrRCbooknxx lfmfl enwrrs defied pzWoi ronA
fa h¥• ve Yes. Tile I+ead of IItiS department Is service manager.
YARIOts DFCIsION IN SmYICE DER\RTMENT
Thâ depmoea â iesporsbb b reduce nnbmem’ sompBkm and ñpmvc
S The dep nt i h•ad of workshop havHg authority to control the workshop.
Page 19
3. ACCOUNTING DEPARTMENT:
Bdlng ,RO, passing ,Cash recei , Payrrcni ,BanL payarcni, Purchase curry ,Sales eniry,
RTflS ,MairJiaining ihe accounts daily, Accounñng will be do • in the SQL sofiwaie
4. SPARES DEPARTMENT:
Span pass mmagenrN i a min <ompmeN of a compbe s4alr senit
Sabs, Order replace, Purchase, Od order, Spare order, Srock detaib, Local accessories,
Maintaining the spares at rigfu phces & Explaining th products to rrechanicals
3.2 STRATEGY:
opponent to tile myal Enfie ld bkes tllat's wlJy they will not plan arty strategy.
But they will rimke the bike canpkig's. To rruke the awareness or' the bke feature s
rices to the eo Ie
. enpand fis predation capaeiy owing to the growalg denand for fis rrDtorcycles worldwide,
Royal Enfiell started prnduction at is secord rranufaciuriig faciliiy at Oragadam n Tamil
Nadu. in April 20f3. Royal Enfield' s new s take of tHe ari nunufaeturHg lac ility at
Oragadam cqtip ped the 1.15 year oLl rrotorc yc1• bmrd for is next level of global growth
arid achie ve iHe highest level of quality and prod mtiviiy. Royal Enfield sold over 5,00,000
rroiorc yetes in 2015 - 16 , and th Oragadam phnt has t›cen insourrenial in achi•viJg
this scale ard
Royal £mficld achieving is phnrud producñon of 6,75,000 nvitorcycles in 2016- l7. Built in
a record tirre of 1.1 rroiuhs, iHe Oragadam plant has heated the iconic brand up fis prodmtiin
DEPARTMENTO PGSTUDI5SVTU/NANASANGAM,BELAGAV. Page 20
shop, a robotic painnng system and powder coa0ng system, ergonomally sound raw vehicle
assembly line arid torque conlro led tools witH feedback
PRODUCTION PLANNED IN 2016-t7
MANUFACTURING mCmLENCE 6,75,000 rrotorc ycles
System rreans all the ruLs, ieguhtions and procedures of Royal Enfiell both forrrml
and infñ rrimL All work should be doc in cirre and honesdy.
Pmper packing
Hard work and siicerity
Mutual eooperaiion and respect io for all workers and all time
3.4 SKILL:
T|x Rosa EndHd Company h tx skü dahmg camps m #e Bangabm, and m ?e
There they will increase the skilb of tHe employees, arid give iHe full knowledge of ifie royal
Enfield Company, ard they also give sorre Us how to work in the organisat io re
35 STAFF:
The tiairicd persons in the ‘NICHE TREE’ are to be seiccted in the royal £rifi-d
The bemfit for h;gher nmnagennr is very good in teme of finax ially as compare wih
lower and iriid leveb.
DEPARTMENTO PGSTUDIESVTUJNANASANGAM,BELAGAV Pa 21
Organisation are nmde up of hums arid it's the people who rrel-e the real difference to the
success of the organisadon in tHe fireasingly know iedgc based socñ ty. Edie irporme of
from the baditiona1 rrc'deI of capital and land
process, shappa›g basic same of managcirient ways of introducing young recruit to the
company way of l3eQkg to rrenage the cries of th employees. The company has diffemnt
selcc fion process depending on the candidate's qualification, experience, cod atñn
skilt teadershp quail y arid decâ ion rraLing skill for lorg term or short term.
The company follows differeni procedure in shap rig fresher. S tafling is or of tHe irrponant
roccdure that is carréd out in the organisation An organisation developrreni depend s if the
staff are well rained an have enough knowEdge of ihe job pmperly to execute it in the
Royai enfi•1d consisting of well bailed snail. Which are well trained in systarraiic manor.As
being a manufâetcrirg company the whoIe process is risky so for daat purpose tHe staff ñ
web zrnn‹x Ford pxposetxsM8isVnnd| oaied hlenrs off t| pcs
3.6 STYLE:
and A overafl operating style of tlJc organisation It also includes rroti atio nal styl• used in
tHe company.
In the rr arms hear motors top management will rralce decisions. And manager speeds
tHeir I irre witH errp loyees.
3.7 SHARED VALUES:
Shared yaks are fundamental ideas around which busmss is built. They are min dads
which iHe bus less is based upon Shared values when properly articulated can provide
a snong basi of stabiliy to a rapid clungmg world by providing a basi rrx arung to
people workmg for tHe company. Shated values of an organizatñ n can be characterized as
tHe whole
DEPARTMENTO PGSTUDI5SVTU/NANASANGAM,BELAGAV Pa 22
MANAGING
DIRECTOR
ASSISTANT
GENERAL MANAGER
DEPARTMENT
MANAGERS
DEPARTMENT
EXECUTIVES
ASSISTANT
MANAGERS
LABOURS
ON VAIuOUS DECISION YtAIHN£i PROCESS AT DImRENT LEVELS OF

iiiRcARcuv -
Mr bp bsl mma msd pcopb w@ Swap dâk b i ab0M fl often
will taLe the decision on ther own. The top level peopk have ttie responsib&y to whole
level peop1• because they are on th• basis of their kriow&ge so there are its deciñn
BOTIDMLEYEL:
In this Hvel the people obey tte orders of the middle level m nagerrera arm their
work a 1o Blb de oMem ofdebo€ mmagewea bveñ Thus Meimménoow m
Pag• 24
CHAPTER: 4
SWOT ANALYSIS
DEPARTMENTOFPGSTUDIESVTUJNANASANGI,BELAGAVl Pay25
SWOT ariaiys fi (seergdls, weaknesses, opponuniiies, and threats analyst) ñ a framework

for ideniifyng and analyzing ihe internal ard exierrial factors that can have an irrpact on the
business analyst , madly because fi allows bener
tHe nDst of i, arid consequent ly, receive die maximum benefit.
Okl dealer!
]le wa mmosa‹MoIddzakr htxmmL=. Myhne nr d 6m
The Royal Enfield has the long history in the rimrket. And i has attracted ihe pubk with
their models ard with the good service.
Education back ground!
good edmafion bac£grourd the employees of Royal Enfield are fraid n the riicfc tree
(Nihe tree i the warning camp of tHe Royal Erifie Id)
Maintains standard!
The Royal Enbeld is the brard the brand should be mantairicd by the orgarisatio m
DEPARTMENTO PGSTUDIESVTUJNANASANGAM,BELAGAVL Pa 26
noteworthy if they prevent yen from achicvhg yeur ‘rrâssion' (even if that's just e
rrorey), or rreke doing so more dfficut THs mgtt rrean unmcessanly PaL ig
properly targeting cknts, or poorly execu0ng a service, arinng other fmgs.
e Scattc@d custon r
+ Techrok›gy advance:
techr obgy.
OWORTUNIIDB:
shoub debw#h deodersegnem to.
OEPARTMENTOFPGSTUmDVTUmANASANGAM,BELAGAvi Page27
venture, or prodmC This coukl mlxle anythhg fiom other companies (who mig tribute on
your rnaH:ct), to suppiy shortages (which rright prevent you from t»nufaeturing a piodmt).
o=drads W 4wb piobkm
Page28
CHAPTER: 5
ANALYSIS OF FINANCIAL
STATEMENT
Comparative Balance sheet of Royal Enfield
Particulars 2016-17 2015-16 2014-15

Net F«ctl Assets tinclutlmg CWIP aral Pre- 969.03 570.47 313.17
1d72.69 1178.03 d56.35

111.23 l6ïxJ 59.x1
300.36 205.13 143.b4
Cash and banL balarice 44.52 20.d9 ld.7l

74.02 74.84 49.17
1196.37 956.82 634.95
731.34 -ó45.2d -4tt.I
z /.io Z /. 1 U
desenes arul surplus 2123.ò2 1 206.5ò 794.30
33.10 20.07 12. 63
From the aboye tablc we can analyzc that yeac by year r<t wo«h oF ROYAL
ENfiIELD is Trease. That is iz•‹ wonh in 2014-15 is 82a.34, in 20t5- t6 à 1233.66 @ 201ó-
f7 iS 2150.78. Ït ir dlcates gositive irrgact cowards rhc fúture about ‹he bzard.
TIz• current assecs in alt year less fhan +t+e current years, it ireans dx col any dc›es not have
s rr erm so venen.
The company nvesim ni i increasing every year (2014-2015 is 856.35 & 2016 1 7 à 872.69)
Reserves arid surplus also increasing i rreans company i rrel rig good profit every year and
creatng reserves for the fume * is good sign for the company.
SHIdMUNIS-MVARMOTO@BELAGAVI
Profit And Loss Accoimt
3031.22 1702.47
Earring before merest, 1730.4x 733.56 313.73

depreciibion & taz£D3IDTA)
137.73 30.16 30.41

1392.73 685.40 283.32
2S.7s 22.5s t6.6'7°
116sv du. I u
1769.38 79x03
1229.S S 558.92 27s.62
46130 2X.35 103.15

451.54 203.37 102.5h
Pag• 3I
SHIUNIlFflD-MVARMOTO@BELAGAV
FNDMGS:
Q ofte pioducl tey podae. The eonpany poérw has go1 repMaéonin good
They are folbwing al th salty treasures for th workers.
Adverfiserreri arid prorrotiinal activities are very th used to pmrromg their pindmts
SUGGESTION:
The eo. needs to Grease iHeir branches
To emñn a a<ompedive pipe m twgbbM mrkel
It shoukl also needs to adopt mw techrobgy as per modernisation
Tomabmise fla amn sofMprodaléruml aswzl asabanaeaammha posbk
Pag 32
SHRI MUNISHWAR MOTOR, BELAGAVI
CONCLUSION:
Based on analysis & d iscussion rrade in study. The overaâ perforce of the company
safisfactory. Compared to past record é has good captured to global n»r£et and * has been
able to uñlize the oppo4nalit is and is strengths to top imst leveL
The<ompany k aehñvmgsabs oftxbAes m tx morsel a aMghergowtKAnd May as
CHAPTER: 6
LEARNING EXPERIENCE
6.0 LEARNING EXPERIENCE:
THe study is an organization study of Royal Enfield showroom rr anishwar motors

belgavi A fast growing company. Learning wouid be corrpl•te only when thooWtisal
The learning experien-e gained by rre during d›e in organisation trairarig was very rr -h
pracdcal orénted. I got to knDw how decisions are corrarunicaicd, d›e fiow of decision
Through slcills, I got to kriow bow errployees aie ecruited and seLcted. How the
tram reeds are saòsfed ihrough siyle, I got to know bow deciÒns are flow from top to
bonom in MUN ISI-tWAR MOTORS Pvt LTD. How self managed tearrb perform to aclàve
iHe targei set by iHe rrmnageoni. THrough straten, I found bow sirategies were forriulated
to oveicoo the rigorous corrpetitioa Straiegy i very mich essenfiai for W company to
survive in the maitet.
Spmmphp an ânpöam lok h ppoûmg aM @oAa1ing rañou a<dviis that ar
The leadership style in the n nishwar motors. Is partic@ative the employees arid dieir
nmnagers corranuilkated freely and regularly e hange idea freely wih each other. This
fiefs in tHe seF de ebprrent of ifie employees arid they are motivated to perf0rm better.
The strategies folln red at muriishwar Motors. Are web planned ark weI strintured.
Ttte employees are web informed about the conparIy's sbategy which het*s them to achieve
the conparJy's goah and objectives.
DEPARTMEMTO PGSTUDI5SVTU/NANASANGAM,BELAGAK. Pa 35
BIBLIO€iRAPHY
2) IWAUTOMOBILEDOUSTMESCOM
4) iN FO RMAiIO N FROM THE s TAFF
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9/21/22, 11:09 AM royal enfield project 36 organisation study

royal enfield project 36 organisation study

Feb. 20, 2018

INTRODUCTION ABOUT THE

1. INTRODUCTION OF THE INTERNSHIP:

The internshp experieme i des+gned to provide sitidera working towards cerfificaie

desâed goal ad obecdves , A€ arequies te ‹o op‹xabn dom a# te kveW olds

fumtioni ng of company at different departrrer4s.

As apMofoilwoyaMBApog a11Mendof2*senrsM weh»eto<any

MmNhi mobn PVT LTD yM EnFeW ) JTsougñ #mmsMp I hue gmed te

her memeommmialmg ébsnerwayipeopñ

FOUNDHR: AbrnEadrandRober Wa ersi

HEADQ UARTERS : Reddich, Uruied KJom, Engiarid

2.0 PROFILE OF THE ORGANISATION

Address Shri mutahwar no ore INehcu nagac beJgavi

2.1 BACK GROUND

MAHARAf OF BlfAPUR ard fonreJly inaugurated by his Holiness SHRI SIDDESflWAR

In August 2015, Royal Enfield Motors awloiirced ii is establishiig és Nortlr Arreric an

2J NATURE OF THE BUS SINESS:

20 YISION MISSION QUALITY POLICY

aEcomp\ w#hMappRabb k andoVrn›guâznxn1s

TheRoyMErde|d userh0wEe s aboadebke(mken6oms sdon)

2.4 PRODUCT / SERVICE PROFILE:

Royal Erif<id bkes:

i) CLASSIC 3S0-cc s00-ee

Royal Enfield Accessories:

2.5 OWNERSHIP PATTERN:

1) It is non government based corrpany th• contribufion for IN company is by

Mr 5. $ andilya Lhuman Non-executive Independent

2.6 ACHIEVEMENTS / AWARDS:

FUTURE GROWTH AND PRO SPECT S:

t. Enpans i›n of rrmny rmre branches a I over the worid.

3. Asd aWo faoaig owads lhrgood oansp0tbnspmmfor he onrhr derry of

MCKENSY'S 7’S FRAMEWORK

and FEW obsus«=Gl

The seven Elements

categorized as either ''hard'' or "soft™ elements

• S0aM : Lx pRn doürd Io motah and bu3d <ompröi« adva oor tx

• Stna4ure: Jle wayJ«or nLa én 6›ous1ucd and whompou› o whom

• Styie: the style of leadership is adopted.

° UpdaMouneM sm0raga#n1 delay ona# pamreMm

back to CRE or tpdate in DMS every day

• Maintain test ride route map.

• Hardie II+c objccnorts ra¥icd by the custortzr

• Ensme test rides vehicle cleaning between each ride.

slio wroom visi and test ride

Convert for how test ride arid experieve ride

• ExgBiri th+e booking procedure Hz corrp)ete delivery process to If+e cuscorrer.

P MnnMsaMadde =y pnm=s-zqhm Mwmaaygudeines

Gen cus owrr knal6Gon fawn s

Ephin dot oxm¥s‹xvkspa sandworkñopbcabn i<om ldzaB

Pangoup deem ravrr of man dekrr -b racharfl eg %cebbrmrd

Ask reference, pronDte rrcrcllarHie, exp lan iliture riles pBuried.

Keeptedeliery zoneebanandpbndelveg trough Oeday

FolBw RTOMmnb o«km oaUonplased <ompkedBiyoismbmsm

FolBwupbrtrRCbooknxx lfmfl enwrrs defied pzWoi ronA

fa h¥• ve Yes. Tile I+ead of IItiS department Is service manager.

YARIOts DFCIsION IN SmYICE DER\RTMENT