PART ONE: INTRODUCTION

1.1 BACKGROUND
As a part of our BBIS program, our college Little Angels College of Management,
affiliated under Kathmandu University authorized this internship program with the
motive of blending theoretical knowledge and practical experience. This task was
assigned to us for our development and exposure in real-life corporate condition. We,
Ashma Katwal, Aarati Shrestha and Surakshya K.C. as being a BBIS student
accomplished this internship program at the Federation of Nepalese Chamber of
Commerce and Industry (FNCCI), Teku, Kathmandu to fulfil the partial requirement
for successful completion of our BBIS program as per the internship requirement of
Kathmandu University School of Management. Being the umbrella organization of
private sectors, we were eager to study the management, financial and the way of
promoting business and industry in a country.
As stipulated by the University, the duration of our internship was eight weeks.
During our internship we found that the organization (FNCCI) had very friendly and
co-operative working environment, which made us easy to accomplish our project and
experience the practical knowledge that should be possessed in the organizations
culture.
FNCCI vision is to lead the nations economic progress by organizing different events
that will help to encourage trade of the country. Their mission is to facilitate nations
business sector to become globally competitive by establishing & maintaining
virtuous foreign affairs relationship with the other countries.
To complete the internship various academic requirements, we need:
I.
II.

Submission of application and resume for internship.

Solicitation of acceptance letter from employer.

III.

Signing of Employer Internship Agreement Form.

IV.

Submission of bi-weekly work reports.

1

V.
VI.

Preparation of internship report at the end of internship.

Evaluation of internship by work supervisor and college supervisor.

In Federation of Nepalese Chamber of Commerce and Industry, we worked in the

Branding and Income Generating Committee department which was going to organize
Nepal International Trade Fair for the first time in Nepal. We got the opportunity to be
the part of NITF 2012; we acquired knowledge about managing the event, handling
the office works and how to interact with the people. We also got a chance to be in
conferences which helped us to gain invaluable knowledges and informations about
our countrys fair. We also study the organizational structure from close. We got the
opportunity to view and analyze the departments, hierarchy, roles and responsibilities
and daily operations. Basically, we learned following practical job skills and
knowledge during internship:
We learned the importance of business industry in the Nepalese economy
We got to know how a (department/branch/unit) handles his/her duties and
responsibilities in daily operations
We got to know how the fairs are organized in Nepal frequently
We got to know how to do stall management, letter handling, handling media
and printing etc.
We came to know what should be done to make a fair successful
We came to know the importance of trade fairs to promote the products of a
country.
FNCCI main goal is to promote business and industry while protecting the rights and
interests of business and industrial communities by conducting trainings, seminars
and workshops. So, we were involved in these things which made our experience
invaluable.

1.2 GOALS/OBJECTIVE OF INTERNSHIP

The goals of our internship are as follows:
2

To develop our skills in the application of theory to practical work situations.

To develop skills and techniques directly applicable to our careers.
To develop attitudes conducive to effective interpersonal relationships.
To utilize the opportunity to understand informal organizational

interrelationships.
To learn the overall organizational structure, influencing forces and daily
operations of the organization.

We achieved these goals in the following ways:

We gained a real world experience while working in the organization.
We worked with qualified supervisors and employees so it help us to develop
interpersonal skills.
We interviewed managers and staffs regarding the organizational structure,
their roles, authority and responsibilities.
Working as an intern for eight weeks, we got to know the overall organizational
structure and how its daily operations were handled.

There were several objectives during the course of our internship. The fundamental
goals and objectives of the internship are:
To test our aptitude for a particular career development before permanent

commitments are made.

To develop skills and techniques directly applicable to our careers.
To aid us in adjusting from college to fulltime employment.
To increase the sense of responsibility.
To acquire good work habits.
To develop employment records/references that will enhance employment

opportunities.
To learn more about public relations by examining it from practitioners
perspective.
To learn more about ourselves and our skills, identifying areas for
improvement.
To be prepared to enter into full-time employment in our area of specialization
upon graduation.
To gain an in-depth knowledge of the formal functional activities of a
participating organization.
To prepare a project report on Evaluation of Nepal International Trade Fair
2012 by may 20, 2012
To prepare biweekly report by the second week of June
3

 To complete assigned tasks at time

To build up good relationship with the employer(s) during the course of
internship
To sharpen our job skills and knowledge

1.3 ROLES/JOBS PERFORMED IN THE INTERNSHIP

We worked as an intern in FNCCI for eight weeks, during this period we performed
different activities as a NITF 2012 secretariats. Some of those activities we performed
can be listed as below:
1.3.1. Stall management
Send the detail information of stalls to interested participants including price,
services, size of the stall and registration form
Provide the stall layout and the location of their stall to exhibitors through

mail or direct contact

Book the stalls
Stall follow-up
Manage the stalls product wise
Help the exhibitors to solve the problems that occur during the fair

1.3.2. Media and publication

Send the posters and brochures to the big houses, hotels and the member
companies of FNCCI
Send brochures to international chambers as well as national chambers by
requesting to participate in the fair forward the information to its all members
Book Hoarding Boards for advertisement
Send emails to international and national companies by requesting to
participate in the fair

1.3.3. Printing and event handling

Send the quotations for Banglamukhi printing to print posters, freesia, tickets,
invitation card, inauguration card etc
Giving the quotation of exhibitors card, visitors card, organizers card,
volunteers card etc.
4

 Book the hotel for welcome dinner party.

Book the exhibition hall i.e. Bhirkutimandap hall for NITF 2012

1.3.4. Helping in office daily work

Letter writing
Handling e-mails
Receiving calls

1.4. ROLES/JOBS OF DEPARTMENTAL HEAD

Our internship supervisor was Mr. Kalyan Krishna Tamrakar, chairman of Branding
and Income Generation Committee of FNCCI, Teku, Kathmandu. However, we
worked in Branding and Income Generation committees trade fair section under the
supervision of Mr. Bishnu Raj Dhakal, Assistant Director of that department.
1.4.1. Internship Supervisor: Mr. Kalyan Krishna Tamrakar
Role: Chairman, Branding and Income Generation Committee, FNCCI, Teku, Ktm
Job: To organize trade fairs in Nepal.
The main job of the office is to promote the products of the country either nationally
or internationally by organizing fairs in different parts of the country.
1.4.2. Supervisor: Mr. Bishnu Raj Dhakal
Role: Assistant Director, FNCCI, Teku, Ktm
Job: To monitor, coordinate and approve the daily operations of the department and
report preparation.
The core role of the department is to handle the branding and income generating
activities that will help to establish the brand of the products and help to generate the
income. We got overall knowledge about the organizational structure, operations and
functions of the office through him. He mentored and motivated us during work.

PART TWO: INTRODUCTION OF INDUSTRY & COMPANY

2.1. INTRODUCTION OF COMPANY/ORGANISATION
The Federation of Nepalese Chambers of Commerce and Industry (FNCCI) is an
umbrella organization of the Nepalese private sector. It was established in 1965 with
the aim of promoting business and industry while protecting the rights and interests of
business and industrial communities, FNCCI has been playing a key role in promoting
business and industrial in the country. It provides inter alia, information, advisory,
consultative, promotional and representative services to business and government and
organizes training / workshop / seminar on a regular basis. The FNCCI membership,
at present is comprised of 92 District / Municipality Level in 75 Districts of Nepal, 76
commodity/ Sectoral Association, 439 leading public and private sector undertakings
and 10 Bi-national chambers. The FNCCI is represented in almost all national
councils/boards/committees/policy advisory bodies concerned with business and
industry.
2.1.1. Objectives/Mission/ Vision / Goals:
Objectives:
6

FNCCI has adopted the following set of objectives:

Play a catalytic role in business, industrial development and establish sound
industrial relations in the country.
Reinforce business communitys commitment to the society.
Provide advisory services to government, lobby as and when required in
formulation and execution of business and industry related policies, acts and
programs.
Foster cooperation with related national and foreign organizations.
Provide up-to-date information services to business and government and the
community at large.
Create awareness and support for business and industry efforts on issues
affecting business like quality, social responsibility, corporate governance,
HIV/AIDS, child labor, environment etc.

Mission
Facilitating Nepalese Business Become Globally Competitive.
Vision
Leading the Nations Economic Progress.
Goals
FNCCI activities are underpinned by the following goals:

Professionalism in operation.
Partnership approach in working with government, international organizations.
Presentation of total business and industry view.
Commitment to fairness, transparency, de-regulation, de-centralization and de-

licensing.
Confidence in fair competition and private initiative.
Extensive consultation in deciding industry and business views.
Close cooperation with foreign federations / chambers.
Proactive role i.e., initiating ideas and proposals.

2.1.2. Organizational strategies

FNCCI is a non- profit organisation. The main strategies that FNCCI pursue are
enlisted below:
7

i.

Coherent set of general ideas: As Porter says, strategy is a broad formula. It

is not a detailed plan. It is a general explanation of ideas the organization is
going to follow. It is a cause and effect story of how the organization is
going to get here to there. And the story needs to be coherent. The cause
in the story is the set of actions the organization takes to leverage itself into
higher levels of performance. These strategy levers the impact other key
functional areas of the organizations operation.

ii.

Key functional areas: Organizations are systems with parts that are interrelated
(Ackoff, 1999).If the functions of parts feed and support one another, the
organizations performance is enhanced in a kind of virtuous cycle (Senge,
1990). The opposite relationship would create a vicious cycle of decline.
Smith (1999 & 2004) asserts that when the three areas of revenue generation,
staffing and mission impact are equally valued and balanced, an organization
can enter into cycle of sustainable performance.

iii.

Commitment to accomplish its mission: Commitment to accomplish the

mission is the driving force for attaining high performance (Senge, 1990).
Non-profits have missions which are to make a difference in the world. Their
aim is to accomplish their missions. Their mission gap is a key motivator in
strategy development. The term mission gap refers to the difference between
the current state of the condition of persons, places and/or things for whom/
which the organization wants to make a difference and their/its condition in an
ideal world.

2.1.3. Major products of the company

FNCCI is a service oriented organization and it target private sector. The following
are the main services provided by FNCCI.
Representing the entire business community of the country in national and

international forums.
Preparing recommendations for promoting exports and investment.
Promoting joint ventures.
Providing expertise service to exporters, importers and investors.
Facilitating participation in national and international trade fairs and

exhibitions.
Promoting better industrial relations.
8

Providing business information and research services.

Strengthening local chambers and associations.
Promoting entrepreneurship.
Conducting on a regular basis, trainings, workshops, seminars on chamber
management, publication, information exchange, documentation, industrial

relation, entrepreneurship, quality management, environment etc.

Providing One Stop service to its members.

FNCCI has various departments (services) and the services that it provides are as
follows:
a) Agro Enterprise Centre:
Agro Enterprise Centre (AEC), the agricultural wing of FNCCI was established in
September 1991 under the Cooperative Agreement between FNCCI and
USAID/Nepal. Within past fifteen years, FNCCI/AEC made valuable contributions in
Agro Business Development and Promotion. Since 01 October 2002, FNCCI/AEC
has been reshaped with more focused Mission and Vision and is taking a renewed role
in representing the private sector agribusiness community in the development of
agriculture and agribusiness in Nepal.
Objectives: It aims providing comprehensive one-stop market price information
services. It aims in providing agricultural commodity intelligence to wider audiences
at once.
b) Non-resident Nepali association department:
Non-resident Nepali association (NRNA) was established with the purpose of uniting
and binding the Nepali Diaspora under one umbrella on 11 October, 2003. In the
course of completing 8 years of its existence NRNA has developed into a nongovernmental global organization and a network of Nepali origin by establishing
National Coordination Council (NCC) in 60 countries to represent its interests,
concerns and commitments. It is the duty and responsibility of every nation to
promote, represent and safeguard the welfare of its nationals or people of its origin
having foreign nationality and this will ultimately be in the interest of the nation. The
national interest that can be fulfilled by the Diasporas has not been hidden from the
9

international arenas. Keeping all these in mind, the Government of Nepal has given
legal status to Nepali Diaspora by promulgating Non-Resident Nepali Act 2064. For
practical purposes Nepali citizens living outside South Asian Association for Regional
Cooperation (SAARC) member countries other than SAARC nations are considered
as NRNs.
Objectives: The objective of NRNA is to unite and bring Nepali residing all over the
world under one umbrella, protect and promote their interest in and outside Nepal and
utilize their potentials and resources for the welfare of Nepal. To achieve these
objectives the association shall conduct the following activities:
Promote and protect the rights and interest of Nepalese residing outside Nepal
and to promote Nepal.
Coordination among Nepali communities and their organization to establish a
global network and a common platform to represent the Nepali Diaspora.
Mobilize the knowledge, skills, capital and other resources in the disposal of
NRNs for the socio-economic development of Nepal in coordination and
partnership with government, national and international institutions.
Preserve and promote Nepali culture and tourism globally.
Act as a catalyst in attracting and facilitating NRNs and foreign direct
investment in Nepal.

c) Nepalese Young Entrepreneurs Forum Department:

The Nepalese Young Entrepreneurs Forum (NYEF) is a membership based non-profit
organization, established with an aim of creating outstanding entrepreneurs through
idea exchange, fellowships, education, training and advocacy among the Nepali
youth. The forum was officially instituted by the FNCCI in September 26, 2003 as a
National Youth Business Forum. NYEF brings together young entrepreneurs within
the country. It promotes entrepreneurial mindset and a shared vision through an
effective and much needed networking of young entrepreneurs. NYEF provides its
members access to a dynamic network of peers on a national level. NYEF as a forum
also seeks to continually advocate issues and concerns of the business community,
especially those faced by young entrepreneurs. The forum seeks to develop positive
attitude towards enterprises and businesses by educating the masses about the benefits
of an enterprise based free market economy.
10

Objectives:
Help young entrepreneurs in Nepal build fruitful and productive business
networks and links among one another.
Help young entrepreneurs from Nepal gain a better insight into the present
status of key business sectors of tomorrow.
Facilitate exchange of experience in different ways of building business and
investment relations among young entrepreneurs.
2.1.4. Organizational structure of the company

11

Executive committee member board

President
Vice presidentt

Senoir vice president

Director General

Finance and
Administrative
Division

Membership
Services
Coordination
Division

Industrial
Enterprise
Development
Division

One Director
a. Personal & General Adm.
One Officer
2 Assistants
House Keeping
One Officer
Reception and Registration
Unit
2 Assistants
Office Bearers & Director
General Unit
2 Secretaries
Legal Issues- one officer
b. Finance Unit
1. Dy. Director
1. Officer
2. Assistants

One Director
a. DCCI Council
1 Ass. Director
b. Commodity Council
1 Officer
c. Event Management
1 Ass. Director
1 Assistant
Forum/Committees
2 Officers

Research
Information &
International
Relation Division
Dy. Director
Four Officers
a. International
Relation
b. Data & Statistics
c. Communication &
Publication
d. MIS

One Director
Three Officers
a. Industry &
Entrepreneurship Dev.
b. Fiscal Policy &
Taxation Section
c. SME & Women
Entrepreneur Dev.
Section
d. Policy Advocacy
Unit
Forum/Committees
Industry Committee
Cottage & Small
Industry
WEDC
Tax & Revenue
Bank, Finance & Insurance

Sick Industry
Investment Promotion

FNCCI
Technical Units
& Projects

Industrial
Relation & HRD
Division

Trade &
Certificate of
Origin Division

a. Energy Efficiency
Cell
One Director cum
consultant
Supporting Staffs
b. AEC
One Executive Director
Supporting Staffs

One Director
a. Employers Council
1. Dy. Director, 2
Officers, 1 Assistant
b. Trade School 1
Officer
c. Training/HRD Unit
1 Officer, 1 Assistant

One Director cum

Consultant
3 Officers, 1 Assistant
Committees/Forum
Trade Committee
Export Promotion
Road Transport &
Transit

Figure 1: Organisational Structure of FNCCI

Source: FNCCI, Administrative Section

12

2.2 ORGANISATIONALS GENERAL AND COMPETITIVE

ENVIRONMENT
Every organization is influenced by its external and internal environment factors
which play an important role in the identification of its mission, vision, strategies and
the scope of its product and services. FNCCI has also its unique aspects.
2.2.1. External Environment:
The external environments are as follows:
A. Societal environment: It includes those forces that do not directly influence the
short run activities of organization but affect the long run activities. It includes
following categories:
i. Economic: As FNCCI is service oriented and non-profit organization, the
economic variables does not affect the organization. It provides advisory
services to government, formulation and execution of business and industry
related policy, acts and programs.
ii. Socio cultural: FNCCI has been actively cooperating also with various foreign
international organization such as UNDP, USAID, UNCTAD/GATT/ITC, THE
WORLD BANK, PPPUE, SEQUA-GTZ Private Sector Promotion Project,
UNFPA, Asia-Inves JICA,IOE, NIKKEIRAN, APO, JETRO, SAARC
Secretariat, ICIMOD, AOTS etc carrying out various activities for the
promotion of business and industry.
iii. Technological:

FNCCI has

been adopting

new

methodologies

and

technologies required for better performance of organizational activities.

iv. Political/ Legal: FNCCI being a non- voluntary organization, political
situations and instability of government has a major impact.

13

B. Task environment: Task Environment is concerned with the intensity of

competition of organization within its industry which affects the organization in
short run. The various forces of task environment can be illustrated as follows:

Potential
Entrants
Threat of New Entrants
Other
Stakeholders

Government

Suppliers

Industry
Competitors

Buyer
s

Rivalry Among
Existing Firms

Bargaining Power of Buyers

Bargaining power of Suppliers

Threat of substitute products or services

Substitutes

Figure 1: Porters analysis of task environment

Source: Concept of Strategic management and Business Policy by Thomas
L.Wheelen, J.David Hunger
Threat of new entrants: As FNCCI being non-profit organization, the company
has no threat.
Rivalry among existing firms: There is no competition among non-profit
organization for donors, corporate sponsorship, and government grants.
Threat of substitute product or services: FNCCI is an umbrella organization of
private sector and there is no any other organization like FNCCI so FNCCI
has no threat of substitute product or services.
Bargaining power of buyers: The buyers mean the various members, donors or
government grants. They must follow the laws and rules set by FNCCI. So
they dont have any bargaining power and have right to forward their
suggestions and views.
14

 Bargaining power of suppliers: The suppliers in this context means the various
corporation and councils, chambers and they dont have any bargaining power.
Instead FNCCI conducts on a regular basis trainings, workshops, and seminars
on chamber management, publication, information exchange, documentation,
industrial relation, productivity, entrepreneurship and quality management.
Relative power of other stakeholders: There are many stakeholders who affect
the FNCCI like government, local communities, interest groups, other
chambers

and

international

stakeholders

like

UNDP,

USAID,

UNCTAD/GATT/ITC, THE WORLD BANK, PPPUE, SEQUA-GTZ Private

Sector Promotion Project, UNFPA, Asia-Inves JICA,IOE, NIKKEIRAN, APO,
JETRO, SAARC Secretariat, ICIMOD, AOTS.

2.2.2. Internal Environment:

Internal environment has to identify the strengths and weakness that are likely to
determine if the firm will be able to take advantages of opportunities while avoiding
threats. The major variables are as follows:

Structure: FNCCI has systematic structure which has fixed laws and
regulation. There are different departments including EEC, NRN, AEC,
HRDC (employers council), COO (Certificate of Origin), TIPS (Technology
and Trade information promotion system), NYBF (Nepal Youth Business
Forum) and NYEF plays significant role in achieving FNCCI desired goals.

Resources: Every organization needs resources which can be assets,

competency, process or skill to gain competitive advantage. Likewise
FNCCIs resources are its members, staffs and other physical assets.

Culture: There is culture intensity and integration among members and staffs
who share norms, values or culture content associated with the unit. A strong
culture not only promotes survival but it creates basis for a superior
competitive position by increasing motivation and facilitating coordination
and control. FNCCI shares a bureaucratic culture.

Strength

Weakness
15

No competitors
Committed Staff
Adoption
of

advanced

technology
Opportunities
International linkage
Emergence of private business
Support from government

Delay in task
Bureaucracy
Conflict due to two structure

of organization
Threats
Political instability
Internal conflict

Table 1: SWOT Analysis

2.2.3. Competitive Environment

FNCCI is the umbrella organisation of private sector so it enjoys the monopoly

power with no competitors at all. As it plays a key role in promoting businesses
and industries in the country so there is no any existence of competitive
environment.

16

17

PART THREE: PRESENTATION OF PROJECTS

EVALUATION OF NEPAL INTERNATIONAL TRADE FAIR 2012
PERFORMANCE
3.1. INTRODUCTION
3.1.1. Introduction of the Project
As per the requirement of Kathmandu University (KU), we were supposed to undergo
internship in any organisation for eight week for the partial fulfilment of Bachelors of
Business Information System (BBIS) program. For the internship, we selected
FNCCI. We worked in the Branding and Income Generation Committee (trade fair
section) of FNCCI as an intern. During this period we supported in the pre event
activities and promotion of trade fair. We were not assigned any project during the
internship but this project is an initiative to analyze the trade fair performance. This
project is based on our experience while working as an intern in FNCCI and our
analysis and research on our topic of study. Being a BBIS student, we got an
opportunity to learn about the trade fairs that are organized in Nepal.
Trade shows are fast becoming an integral part of the promotion mix in the marketing
strategy of most of the companies. They are the very good communicating platform
and enable a direct connection with the customers as well as trade channels. Trade
shows pertaining to specific industries, products and services are being organised
regularly on regional, national and international levels and are being supported by
specialised agencies, association, authorities and government bodies. The popularity
of trade shows is evident from the fact that huge spends are allocated towards
participation by the exhibitors and footfalls recorded in most of the trade shows are
increasing by the day, clearly reflecting the enthusiasm and interest of visitors towards
such events. There are retail outlets, advertising, channel partners, distribution to
increase the sales and visibility of the products and services, but they are definitely
not a substitute for trade shows, which perform an entirely different function and
contribute immensely towards communicating and connecting the offering to the
respective target audiences-consumers as well as trade. In order to survive in this
competitive environment, organizers need to guarantee a trade shows potential to
18

attract a large number of exhibitors and visitors (Cox, Sequeira, & Bock, 1986). In
order to accomplish this objective, the organizers need to obtain more information
from the attendes through post-show evaluation in order to evaluate their own
performance and guide their future improvement endeavours. Thus, there is a great
demand for studies conducted from the organizers perspective to shed some light on
how to provide a better platform and attract more exhibitors and visitors to trade
show.
We have selected Evaluation of Nepal International Trade Fair 2012
Performance as topic for our study to know whether the Nepal International Trade
Fair 2012 Successful or not. We have analysed what are the differentiated activities
that leads to the success of the trade fairs and how it should be carried out. In general,
there is a tendency of giving attention only to the pre trade events and on events and
the organisers tend to relax after the trade fair comes to an end. We have also explored
the importance of activities to be carried out on post trade fair for the success of the
trade fair. The proper plan for arranged booth, the decorations, clean paths, security,
promotion, sponsors, supporting staffs, power, water, food and other side
entertainment shows also help to the success of the trade fairs. The exhibitors
(company/firms/industry/association/agencies who exhibit their product or services in
the trade fair) are always difficult to satisfy but the attention on their demands and the
extent to which the organisers can actually get close to their satisfaction plays a great
deal on the success of trade fairs.
Targets that are set should not be close to achievement. The tough is the targets;
the more great is the performance. So, the analysis of NITF targets and the
element of achievement on that target are covered in our topic of study and how
this achievement have or havent helped in the success of trade fairs. Trade fair
is not an on spot trading place. It is a platform for the suppliers and vendors to
know about the products on the host country and to supply those products to
their home country. Information exchange at trade shows helps exhibitors
choose better trading partners, reduce legal and contracting costs, and decide
which parts of the business can be outsourced or kept in-house (Hansen, 1999).
We have also determined the effects of NITF on the trade part of the Nepal. The
performance of exhibitors are also evaluated during the trade show and we have
19

tried to shed some light on what the exhibitor has spent on and gained from the
trade show and whether or not it is worthwhile to attend NITF next year.
3.1.2. OBJECTIVE OF THE PROJECT
Objective 1: To determine whether trade show has specific targets and whether the
targets have been met.
Objective 2: To recognise the differentiated activities that are likely to influence trade
fair performance in different ways.
Objective 3: To determine the enhancement of Nepalese business through the trade
fairs.

3.1.3. SCOPE AND LIMITATION OF THE PROJECT

Scope:
The scope of this project is to evaluate the performance of the Nepal International
Trade Fair 2012. It provides the company and its key associates with the vital
information that they need for making key strategic and tactical decisions prior to, at
and after the trade show in which they are involved. The evaluation determines how
successful the event was (or wasnt) and why. So this analysis of the Nepal
International Trade Fair 2012 on the basis of the performance can provide the
company with the benchmark which can lead to the continued improvement,
effectiveness and success in their upcoming trade shows. This study also makes a
brief about the exhibitors satisfaction and the factors that make them satisfied or
unsatisfied. This project also helps us to analyse the scope of Nepalese product in
international market and improve our product to compete with the international
standard.

20

Limitations:

We, as a student of Bachelor of Business Information System (BBIS)

lack the sufficient knowledge and information to make a complete report on
this project.

Due to the time factor, this report doesnt include all aspects of our
topic of study.

Due to the secrecy of some information in the organisation that is not

to be disclosed in the report, we couldnt make a comprehensive report.

We did not find any books or literature in the library about the
Nepalese trade fair, so our topic of study is limited.

21

3.2. CONCEPTUAL FRAMEWORK

3.2.1. REVIEW OF RELATED LITERATURE:
The literature review can be presented on the basis of different dimensions.
Dimension of service quality
Kweon (2003) has concluded that the following six discriminators were factors
that affect the service quality of exhibitions: host and public relations, internal
facilities of the exhibition hall, security and cleanliness, parking and convenient
facilities, guidance and attendance cost, and surroundings and transportation
convenience.
A well-organized trade fair can act as a boon for the entire industry, fulfilling all
the dreams and aspirations of exhibitors and visitors. To achieve this result, an
organizer should make sure the planning is done according to the genre of trade
fair. A trade fair should be a complete visual transformation of the industry that
it represents. Despite the visual detail, a trade fair can still weaken in achieving
its objective if the facilities provided are trashy. All essentials like power, water,
and food should be conveniently made available to the participants. The stalls
allotted to the exhibitors should be large enough to accommodate the products
and equipment and small enough to leave enough space for the visitors to walk
freely. The banners for advertisements and directional markers should be placed
at locations which are easy to spot. In case the trade show involves live
demonstrations and business presentation, the organizers should make provision
for conference and exhibition halls dedicated to these purposes. A hasty
organization with lack of quality can lower the reputation in front of the entire
industry and future clients; hence these responsibilities need to be followed
diligently. So the service quality provided by the organisers on the trade fair
determines the success of the trade fairs.

22

Dimension of trade fair target

Trade shows are advantageous for developing and strengthening relationships
through strategic networking in order to increase potential sales opportunities
(Tanner, Chonko, and Ponzurick, 2001)
The target of the trade shows is not only its monetary profits. The immediate
sales of the product in the trade shows are not only its aim. The main target is to
analyse whether the trade show has provide the country with the trade
expansion. The development in the trade can be in terms of national or
international. The products of Nepal can be highlighted and promoted in Nepal
itself causing the sales of that product to grow. In an International level, the
products of Nepal need to be recognised by the international buyer and then sell
in their country. The growing demands of the products then can increase the
sales of the Nepalese product and provide a room for the further development.
The event mainly focuses to promote 19 export potential products identified by
Nepal Trade Integration Strategy (NITS) launched by Government of Nepal.
The NTIS stresses the need to develop Nepals trade competitiveness and trade
diversification. The strategy points out on the need for better coordination
among different state and non-state agencies, it also points out the challenge that
Nepal has not been able to reap the possible benefits of the world trade system.
Therefore, with collaboration with Government of Nepal, FNCCI wishes to
enhance the exports of the Nepalese exportable products through Nepal
International Trade Fair 2012 by displaying the product or services in the stalls
and creating the platform for B2B meeting or match making among the
exhibitors and among exhibitors and potential buyers.
Dimension of exhibitors satisfaction:
Companies participate in trade fairs with the expectation of some benefit (Sashi
& Perretty 1992).
Different company have different expectations of the benefits of trade fair
participation- some are interested in generating leads, others are interested in
promoting their corporate image and still others have objectives that involve
causal contact with current customers, competitive considerations and so forth.
The exhibitors are the customers of the organisers so the customers must be
satisfied. The determinants of satisfaction of exhibitors in trade fair involves the
23

right booth for their product, the facilities provided in the booth, the provision
made to attract more visitors, the quality of the visitors, the persons available on
their booth for help and the extend to which the organisers were helpful to solve
their problems. There are motives and expectation of the exhibitors to choose
the certain trade shows and the extent to which the exhibitors satisfaction are
met determines the success of the trade fairs.
Dimension of post fair activities:
In practice, the post-fair evaluation conducted by organizers often covers two
main domains. The first one is marketing-related questions. For example, the
number of exhibitors and visitors which attended the trade show; the rank and
purchase power of attendees, and the demographic information of the attendees.
The second domain would be performance-related questions. This section
intends to examine how well the organizers have served the visitors and
exhibitors. Normally, this section would try to gather the perceptions of the
visitors and exhibitors on the service and environment the organizers provided
before, during an after the show. Traditionally, the post-show evaluation
conducted by organizers mainly focused on the first domain. The results of the
evaluation only served the marketing purpose. The second domain, which is
performance-related, is often ignored or not subject to further examination to
provide guidance for future management.

24

3.3. METHODOLOGY
Methodology is the set of methods and principles that are used when studying
particular subjects or doing particular kind of work. This section focuses on the
research methodology and how it was applied to variables covered in above section.

3.3.1. Method of data collection

Data collection is an essential method for the study of the project. We have used both
primary and secondary method of data collection.
Primary Data:

Primary data, which we have generated using the following methods may be
qualitative in nature or quantitative. These data are collected for the analysis of our
topic of study. Among many methods of collecting primary data, we used the
following:
a.

Observation:

As we were the part of NITF 2012, we could observe the visitors, exhibitors and
organisers actions and reactions. This methods doesnt provide us with the
quantitative data but helped us to analyse our topic of study.
b.

Questionnaire:

We generated three types of questionnaire which was addressed for visitors,

exhibitors and organisers. These questionnaires were distributed to the visitors and
exhibitors on the event for the analysis of differentiated activities on the fair. And
the questionnaires for the organisers were distributed after the event for the
evaluation of the event.
c.

Interviews:

We generated a few questionnaires for interviewing the organisers about how the
fair went and were they satisfied with the results. These data helped us to know
their targets and expectation for the fair and to find out if they have been fulfilled.

25

Secondary data:

Secondary data is the data that has already been collected by someone else for a
deferent purpose. Among the secondary data, we used the following
a. Paper based sources:
Among the paper based sources we used FNCCI directories, reports of other trade
fair, records of FNCCI, newspaper articles posted about NITF2012, brochures of
NITF 2012 which helped us to collect the data to analyse our findings.
b. Electronic sources:
Among the electronic sources, we used google.com, website of FNCCI, online
database of FNCCI to collect the data to evaluate our findings.
Source
Documentation

Interviews

Strength
Stable

Weakness
Irretrievability

Exact

Biased selectivity

Board coverage

Reporting bias

Unobtrusive

Access may be blocked

Targeted

Bias

due

to

poorly

constructed questionnaire

Response bias

casual inferences

Incurable due to poor

Reality

recall.

Time-consuming

Contextual

Selectivity

Reflexivity

Cost(Travelling)

Observation

Insightful-perceived

Table 2: Strength and weakness of each kind of evidence collected.

Source: (Yin, 2003)

26

3.3.2. Sampling method and size:

We use convenience sampling techniques in the survey. This method is quick and
easy. The benefits of this sampling method includes the ability to obtain a large
number of completed questionnaires quickly, conveniently and economically
(Zikmund, 2003). It is difficult to survey every exhibitors and visitors on the fair so
we find this sampling method appropriate.
The size of the population that are surveyed is estimated around 320 units of
exhibitors and 5000 units of visitors.

3.3.3. Data analysis procedure:

The questionnaire response were presented using general descriptive statistics in the
form of frequency distribution and also appropriate visual summaries such as
histogram, bar charts, and pie charts. We have used Ms Word for the typing of the
whole report.

27

3.4. PRESENTATION AND ANALYSIS OF THE PROJECT

3.4.1. ANALYTICAL PRESENTATION OF PROJECT

Figure 3: Profile Of Visitors

The visitors to the trade fair were from India, Nepal, Bangladesh, China, Japan,
Pakistan, Bhutan, Germany. Among them, the Nepalese visitors were maximum
and beside Nepal, there were visitors from neighbouring country India. So this
figure shows that there wasnot large international visitors as expected by the
organisers. In this competitive environment, the organizer needs to guarantee the
trade fairs potential to attract a large numbr of visitors and to accomplish this
objective, they need to discover the criteria underlying the decisions of potential
visitors. From the exhibitors perspective, moreover, it is crucial to understand the
motivations behind the visitors decisions to attend trade fair , since exhibitorvisitor interaction is the key factor in determining trade fair success.

28

Figure 4: Exhibit Profile

One of the questions was focused on the exhibitors products. The figure above shows
the different products displayed in this trade fair by the exhibitors. The result shows
that handicraft products acquire more spaces in the fair. The agro product holds the
second highest place in the trade fair. The target of this trade fair was to exhibit the
Nepalese product. Trade fairs are perceived as a means of acquiring knowledge and
preparing for the future. So the products that are exhibited know their position in the
market and can prepare according to the response they receive in the trade fair.

Figure 5: Activities to be done on trade fair

29

The survey also revealed the importance of pre-fair activities, on-fair activities and
post-fair activities. For trade show activities to be effective, an organiser must
formulate the approach to be taken and then implement it at the different stages of the
trade fair event. The trade fairs has been focusing on three main stages of trade fair
participation from the perspective of an organiser :
1. Pre- event activities: making the work plan that includes the advertising,
budgeting, stall management, printing of materials and
2. Event activities: co-ordination with event management company and
helping the exhibitors for the management.
3. Post-event activities: evaluating the budgets, evaluating the performance
from exhibitors and visitors perspective.
The organisers naturally tend to donate more time for the pre fair activities as they
have to fully prepare the whole settings. After the preparations are over and the trade
fairs get started there is a little work to be done on the organisers side. While its quite
natural to want to immediately close the book soon after a major trade fair ends, it is
also somewhat natural for trade fair organisers to want to learn and improve things by
evaluating and fixing the problems they might have experienced during the show.
Therefore, post fair activities also should be given much time.

Figure 6: Dimension of satisfaction

30

The above figure shows the dimension of satisfaction of the visitors and the
exhibitors. This survey finds out that the visitors and exhibitors werent highly
satisfied as expected. The exhibitors couldnt meet their expectation as the
management from the event management company was not satisfactory and the
visitors was not up to mark. Some visitors were not also satisfied due to high cost of
entry fees, the product of the exhibitors and the food as well. In our view, we think
that to make the fair success, we have to improve these various factor in the next
event.
3.4.2. FINDINGS:
Organising a trade shows is an achievement in itself. The main stakeholder in the
exhibition is EO, exhibitors, visitors or trade buyers, exhibition centres, and
decoration contractors. The other services providers are freight forwarders, transport
and travel agents, hotels, conference organisers, public relations, and promotion
agents. Lui (2006) showed the relationship between EO and other stakeholders below.
The main objective of an exhibition is to create business between the exhibitors and
trade visitors or trade buyers. Lius (2006) figure showed the strong relationships
between EO and exhibitors, visitors, exhibition centres, likewise, between exhibitors,
decoration contractors and other stakeholders. Outside the main core, there are the
government supporting and regulating authorities, public service, middlemen and
agents. Public service includes customs, inspection and regulatory authorities,
commerce and industry, police and security, fire department and urban administration.

31

Public Services

Government
Exhibitio
n
Organizer
s
Exhibitor
s

Customs
Buyers or
Visitors

Other
Stakeholders

Decoratio
n
Contractor

Exhibition
Center

Inspection
and
Regulatory
Authorities
Commerce
and
Industry
Police and
Security
Fire Dept.

Middlemen and
Agencies

Main Objective
Strong Relationship
Relationship
Some Relationship

Urban
Administrat
ion

Figure 7: Stakeholders in the exhibition

Translated from (Lui, 2006)
Kerin and Cron (1987) were some of the pioneers in EP study. They identified two
functions- sales and non-sales in the EP, as presented in the below figure. They
grouped three dimensions:
1)

Industry or competitive forces

2)

Choice of vertical/ horizontal exhibition, international /

national / regional exhibition and the topics of exhibitions.

3)

Internal factors of the exhibitor(company)

32

Industrial
Influences:
Number of total
competitor
Number of new
competitor
Stages of industrial
Life Cycle

Trade show Strategies:

Number of National
shows
Number of regional
shows4
Emphasis on Horizontal
shows
Emphasis on vertical
shows
Existence of trade show
Objectives
Number of products
exhibited.

Company Influences:
Annual sales volume
Number of customers
Customer
concentration
Technical complexity
of products

Show performance
Selling function
Non-selling function

Figure 8: Variables affecting trade show performance

(Source: Kerin & Cron, 1987)

33

Environmental Influences:
Competitors in the market.
Competitors in the trade show.
New competitors in the trade show.
Present channel members at the show.
New channel members in the show.
Number of existing supplier at the show.
Number of new supplier at the show.
Number of visitors.
Quality of visitors.
Life cycle stage

Company Influences:
Annual sales
Number of customer
Customer concentration
Product complexity
Trade show budget
Trade show cumulative experience
The value of continuation to the
Exhibiting company
The geographical emphasis of the
company
Width and length of available product line.

Trade show selection

Number of international
shows
Number of national shows
Number of regional shows
Empasis on show types
Feedback
loop

Show performance
Sales
Intelligence
Supplier contacts
Phychological Objective

Booth management
Width and length of exhibited
lines
Show budget
Availability of new products
Booth quality
Booth management
Show objective

Figure 9: A general model of trade show performance

Source : (Shoham, 1999)

34

The studies of exhibition performance from visitors perspective focused on their

buying motives and behaviour during the show. This knowledge has been used mainly
to improve exhibitor selling strategies. Visitors to a trade show are different then
visitors to a consumer show. Trade show visitors are not that much concerned about
spot purchases of promotional and discount goods. Their major motivations behind
exhibition participation are to gather information about market access, new products,
potential suppliers and alternative purchases.
The studies of exhibition performance from the exhibitors perspective focused on
selling goods, including those on exposure to exhibits, booth contact, overall sales,
awareness of new products, tactical and strategies recommendation to improve the use
of exhibitions during new product introductions and the motivation behind exhibition
participation. Trade show performance should include a second dimension of nonselling objective. Selling must satisfy the information-seeking and procurement needs
of attendees for both distributors and the customers. Many of the above EP studies
have little in common with the EOP, since the former focuses on individual exhibitor
performance, while and EO is concerned with collective exhibitor performance. For
example, the location and the size of the booth for an exhibitor is a major concern for
the success in exhibition participation, but an EO wouldnt be concerned about
individual exhibitor location in the exhibition. The EO cares for the location of the
whole exhibition and the overall visitor promotion and attraction.
Table 3: Activities to be done on trade fair.
Pre fair
Communication
Staff Training
Visitor Attraction
Exhibit services

On fair
Exhibits Events
Visitor contact procedure
Visitor Tracking
Visitor Interest
Buying Information

Post-Fair
Prompt follow-up
Delayed follow-up
Participation cost

While its quite natural to want to immediately close the book soon after a major trade
show ends, it is also somewhat natural for trade show exhibitors and organisers to
want to learn and improve things by evaluating and fixing the problems they might
have experience during the show. Experienced organisers who believe in and practice
the time tested, do it, fix it, do it again until you get it right attitude towards
35

organising will eventually iron out the various wrinkles that challenge the success of
their trade show program. When accomplished, and those nagging little problems are
solved for good, they can then afford themselves additional time to explore and
experiment with more clever organising innovation.
The details of the post trade show exhibition evaluation should include virtually all
aspect of the trade show exhibition presentation including but not limited to: product
presentation effectiveness, level of booth duty professionalism, efficient exhibit
communication, level of technical and management support provided, hotel and
transportation logistics, level of customer care, sales lead management and
distribution, literature support operation, press relations, pre-event meeting details,
and the exhibitors overall operation from opening to closing. One of the best ways to
gather information is on the last day of the show to hand out a post-event evaluation
form to all visitors and exhibitors for their opinion, concerns and suggestions. This
data should then be quickly summarised, evaluated and distributed within a week or
so to management with the added recommendation to make the necessary
improvement before the next show. All these variables and study helps to know the
performance of the trade show or measure the performance for the next show.

3.5. CONCLUSION AND RECOMMENDATION

3.5.1. CONCLUSION
This study offers the broad aspect of the criteria that affects the performance of the
TS. So, NITF 2012 performance moreover a satisfactory one on the basis of the
different variables we presented above. The target of the organisers hasnot been met
as the number of visitors could only reach 200000 from which only 20000 were
international visitors and the business visitor werent up to mark as well. They
werent able to bring exhibitors from all over the world. The exhibitors were only
from Pakistan, India, China, Bangladesh, Korea, and Bhutan. The exhibitors from
other country were not able to participate due to ATA carnet system. It is an
international customs document issued for permitting temporary import of equipment
or merchandise without the payment of duties and taxes upon arrival. According to
36

FNCCI, 20 Korean companies and 17 companies from Bangladesh failed to

participate in the trade fair due to complications at the custom. To term a trade fair as
international, it would not be justifiable to bring only the neighbouring countries. The
main objective and the motto for conducting NITF is to support the small companies
of Nepal to be come upfront in the international trade as well. The organisers intended
to increase the exports of Nepal to foreign country. They were able to contact only
two importers from Japan and Korea to import the agricultural product of Nepal.
Post trade activities is as important as the pre fair activities, organisers of NITF also
missed or ignored various part of the trade show activities such as appreciation for the
sponsors or the supporters in the completion of the trade fair, collecting marketing
related information, performance related information. These post trade activities and
devaluation will provide the exhibitor with additional time to explore and experiment
with more clever exhibit and product presentation innovations in the next trade shows.
This study has come up with the account that the NITF was an encouraging trade fair.
As it was a first of its kind, it could not concentrate on the various aspect of the fair.
The high expectation of the exhibitors, organisers and the visitors are seen to have
unmet. The flaws in this fair can be analysed and corrected to make sure that the
NITF will set a benchmark next time.

3.5.2. RECOMMENDATION

The Pre-event planning affects the performance of the trade shows.

Pre-event planning will identify the right customer for exhibiting the products or
services, target market, budgeting the event, other factors associated with the event
and also the attractiveness of the booth and the booth location for each of the
exhibitor to satisfy their expectation. Thus, Pre-event planning should be conducted
with the participation of all level of stakeholders to make the event successful.

Advertisement plays vital role to promotion of event so that the

number of visitors can know about the event and can come to visit. There are various
medium of advertising. As an organizer, all the medium of advertising should be used
to promote the event not only during the event but also before the event so that the
participating companies should know to exhibit.

37

Decoration of event venue also affects its overall performance. Proper

management of banners and buntings with proper decoration should be done.

Consistence in the size of the banners and buntings should be maintained to look
attractive.

The well equipped exhibition hall is lacking in Nepal. The private

sector should construct the international level exhibition hall which must be fully
equipped whether by the coordination with GoN or by themselves.

The lack of effective event Management Company also affects the

performance of the event. The existing management companies lack equipment for
constructing additional hangers, manpower, technicians, skills and coordination.
Nepal lacks the competent event management company with full services thus, need
to hire from neighbouring country.

PART FOUR: REFLECTION OF INTERNSHIP

38

The objectives of internship are as follows:

To acquire new knowledge and skills which we can be implemented in

practice.
To use theoretical knowledge we learnt to achieve the company goals and

objectives.
To observe the organization culture and management system and try to

adjust in it.
To see and analyze the operations of the organization.
To develop good personal relationships by interacting with the employees

and staffs.
To actively participate in the work and try to gain as much knowledge as

possible.
To learn the strategies of organization and how it uses to tackle the

problems.
To analyze the strengths and weakness of organization and discuss with the
supervisor about the matters.

We gained knowledge about the organization i.e. FNCCI regarding the management
system and operations that are carried out by the organization. We develop
communication skills by dealing with exhibitors regarding fair. We used marketing
knowledge to attract new and potential exhibitors and visitors which will make the
fair successful. We worked for 7 hours a day and also worked extra time and day
when needed by the organization. Since we worked in Branding and Income
Generation Department we learned and analyzed how to organize fairs and promote
national products for the welfare of the country. We worked with supervisor in a
team so attended several meetings with full interaction and participation which
helped us to develop good communication skills and personal relationships with the
employees. We learned that FNCCI is a non-profitable organization, focusing for the
welfare of citizens and country without focusing on the profitability of the
organization so it has implemented non-profit strategy. We analyzed the organization
outstanding promoting strategy about fairs as strengths whereas the uneducated and
unskilled employees as the weakness.

Ideas, Skills and Knowledge Acquired:

39

 We developed communication skills by interacting with the employees and

exhibitors.
We developed technical skills by helping to develop website for Nepal Trade
Fair. Also we interacted with the international exhibitors and visitors via mail
and e-promoting, e-booking, e-ticketing and updating the information.
We develop the idea of free marketing and advertising via Facebook which
was effective and essential.
We gain knowledge about how the organization works and carries out daily
operation.
We acquired knowledge about overall trading market and system in Nepal.
Also, we gained knowledge about the international markets and the scope of
international products in Nepalese market and vice versa.

From our analysis we think communication skills and marketing skills are the most
important skills needed in this field because its main goal is to promote products by
organizing different events and campaigns. We need to attract new and potential
exhibitors as much as possible. We need to promote products not only in Nepal rather
to the whole world by grabbing attention and creating hype in the world market.
We think everything that we learned during the internship has and will provide
innermost value to us. The knowledge we gained has helped us to develop ourselves
as a better human being. The skills that we develop during internship has made us
more skillful person than before which will undoubtedly help us to prosper and fly
high in the future crossing limits and reaching at the summit.
The skills like communicating and marketing acquired during internship will help us
in the work and as well as off the work in future. It has taught us how to communicate
with the employees and clients in a different approach. It has made us more
interactive and smart which we will need in each and every step in future. Also
marketing skill will help us in work to promote product/service by convincing
customers. It will also help to maximize the sales and gain the market share in the
overall market thus maximizing profit. So, we think the skills we acquired will
provide us unlimited value which will help us to succeed in future.

40

REFERENCES
1) Tanner, John F., Chonko , Lawrence B., & Ponzurick, Thomas V.(2001).A
learning model of trade show attendance. Journal of convention & Exhibition
Management, 3(3), 3-26.
41

2) Cox, J . M., Sequeira, I.K., & Bock,L.L.(1986). Trade show trends: Audience
quality remains high. Business Marketing ,72(5), 108-114.
3) Hansen, K. (1999). Trade show performance : A conceptual framework and its
implications for future research. Academy of Marketing Science Review, 8,1
4) Kweon, C.H. (2003). Impacts of international exhibition services organizers
perception and participants satisfaction. Unpublished doctoral dissertion,
Sejong University, Seoul
5) Sashi, C.M. & Jim Perretty (1992), Do Trade Shows Provide Value?
Industrial Marketing Management,21,pp. 249-255.
6) Yin, R. (2003). Case study research design and methods. Thousand
Oaks:Sage
7) Liu, S.P. (2006). Introduction to China exhibition industry. Macau: Macau
Exhibition and Trade Association.
8) Kerin, R.A., & Cron, W.L .(1987). Assessing trade show functions and
performance:an explanatory study Journal of Marketing, 51(3), 87
9) Shoham, A. (1999). Performance in trade shows and exhibitions : a synthesis
and directions for future research. Journal of Global Marketing, 12 (3), 41-57
10) Zikmund, W.G. (2003). Essentials of marketing research, 2nd edition: Thomas
Learning
11) Senge, P.M (1990). The Fifth Discipline. New York: Doubleday/ Currency
12) Ackoff, R. (1999). Re- Creating the Corporate Future.New York: Oxford
University Press
13) Smith, D.K. (1999). Make Success Measurable. New York: John Wiley &
Sons.
14) Smith, D.K. (2004). On Value and Values. New York: Prentice-Hall.

APPENDIX
42

Appendix 1: Visitors Questionnaire

1.
a.
b.
c.
d.

Why did you visit the fair?

Shopping
Recreation
Knowledge
Business

2.
a.
b.
c.
d.
e.

From which medium did you know about fair?

Media
Internet
Hoarding board
Friends
Advertisement

3. Did the trade fair meet your expectation?

a. Yes
b. No
4.
a.
b.
c.
d.

What is the area of improvement in the upcoming fair?

Services
Product
Quality
Time

Appendix 2: Nepalese Exhibitors Questionnaire:

43

1. What is your product?

2. Do you think customers are interested in your product?
a. Yes
b. No
3. Did you meet the expected sales?
a. Yes
b. No
4. Are you satisfied with the stall that is given?
a. Yes
b. No
5. Are you satisfied with the services provided by the organizer?
a. Yes
b. No
6. Are you satisfied with the quality of this fair?
a. Yes
b. No
7. Are you interested to participate in this fair yearly?
a. Yes
b. No

8. Do you think your product can compete with international product?

a. Yes
b. No

9. Do you think this fair would help to showcase our Nepalese product?
a. Yes
b. No

10. Which age group mostly visited the stalls?

a. 0-15
b. 15-30
c. 30-50
44

d. 50 above
11. Does anyone signed a contract for the supplies of your product?
a. Yes
b. No

Appendix 3: Foreign Exhibitors Questionnaire

45

1. Name of your country

a. China
b. India
c. Pakistan
d. Bhutan
e. Bangaladesh
2. What is your product?

3. Did you meet the expected sales?

a. Yes
b. No
4. Are you satisfied with the management of the stalls?
a. Yes
b. No
5. Are you interested to participate in this fair next year?
a. Yes
b. No
6. Do you think your product can take a market in Nepal?
a. Yes
b. No
7. Do you think this fair would help to make B2B relations?
a. Yes
b. No
8. Which age group mostly visited the stalls?
a. 0-15
b. 15-30
c. 30-50
d. 50 above
9. Does anyone interested to import your product?
a. Yes
b. No

46

Appendix 4: Interview Questionnaire:

1

Do you think that the trade fair was success? Why/why not?

Do you think trade fairs should be held frequently?

47

3
a.
b.
c.
d.
e.

Which form of media in your opinion is effective form of advertisement?

Radio
Television
Hoarding board
Magazine and Newspaper
Internet

4 Was the side-show of the fair able to attract the visitors?

a. Yes
b. No
5 Was the work plan implemented?
a. Yes
b. No
6

What kind of obstacles do you face during the fair?

7 Did the budget meet the expenses?

a. Yes
b. No
8
a.
b.
c.
d.

In what time period are you going to hold this event again?
1 year
2 year
5 year
Not going to held

9 Does this trade fair set a benchmark for the trade fair in Nepal?
a. Yes
b. No

10 Does the fair meet expected target?

a. Yes
b. No
11 Do you think this trade fair help to showcase Nepalese products?
a. Yes
b. No
12 What was your main motive to organize the trade fair?
48

a.
b.
c.
d.
e.

Enhance Nepalese business

Showcase Nepalese products
Improving Nepalese trade
To create relationship with international companies
To make monetary profit

Appendix 5: Newspaper article on NITF 2012

49

50

51

52

Appendix 6: Stall Registration form/ Food Registration form

FOOD STALL REGISTRATION FORM
FEDERATION OF NEPALESE CHAMBERS OF COMMERCE & INDUSTRY
P.O Box : 269, Panchali, shaid Shukra
FNCCI Milan Marg, Kathmandu, Nepal
Tel: 4262061, 4262218, 4262007
Fax: 977-1-4261022, 4262007
E-mail: bishnu.dhakal@fncci.org, branding@fncci.org
URL: www.fncci.org
Name

Address:

City:

..

Postal Code

Tel:

Fax

E-mail:

..

Website

Food Menu:

Stall space requirement:

Stall size:
Stall Rate:

6*6 Sqm.
50,000 per stall

Name of Bank:
Account Name:
Swift Code:

Name

No. of stall:

Standard Chartered, Teku, Kathmandu

NPR01229648901
SCBLNPKA

Designation

53

54