“Study on evaluating internal marketing communication strategies

to enhance employee engagement and brand advocacy at codingo

pvt ltd.”
SUMMER INTERNSHIP REPORT
Submitted to
RAJAGIRI BUSINESS SCHOOL
In Partial Fulfilment of the Requirement for the Award of
POST GRADUATE DIPLOMA IN MANAGEMENT (PGDM)
(2023-2025)

Submitted By
RUBIN ABRAHAM ROY
Roll No: P23251

RAJAGIRI VALLEY
KAKKANAD, KOCHI -682 039

i
ii
 DECLARATION
I, Rubin Abraham Roy, hereby declare that this report entitled “a study on

evaluating internal marketing communication strategies to enhance employee

engagement and brand advocacy at codingo pvt ltd” is a project done by me as

a part of the Summer Internship during the period (2 months) at Codingo Pvt Ltd

The report is submitted to Rajagiri Business School in the partial fulfilment of the

requirement of Post Graduate Diploma in Management.

All the information in this document has been obtained to use only for my academic

purpose and is presented in accordance with the academic rules and conduct under

the guidance of PROF.ARUN GEORGE

I further declare that any part of this project has not previously been submitted to

any other university or academic body for award of any degree.

Rubin Abraham Roy

Date:
Place: Kakkanad

iii
 ACKNOWLEDGEMENT

I extend my heartfelt gratitude to Rajagiri Business School for providing me with

the incredible opportunity to undertake a summer internship in the industry. This
hands-on experience has been instrumental in bridging the gap between theory and
practice and has truly enriched my understanding of the business world.

I am deeply thankful to Dr. Arun A Elias, Dean and Director of Rajagiri

Business School, for his guidance and support. I would also like to express my
sincere appreciation to my esteemed faculty mentor, Prof. Arun George whose
expertise, mentorship, and constructive feedback have played a pivotal role in
shaping my learning experience during this internship period.

Furthermore, I am grateful to my industry guide, Mr Vishnu Raj at Codingo Pvt

Ltd. Their invaluable insights, guidance, and feedback have provided me with a
practical perspective on the industry and have greatly contributed to my personal
and professional growth.

I am truly thankful for the collaborative efforts of everyone who has contributed to
making this internship a transformative experience.

Rubin Abraham Roy

iv
 TABLE OF CONTENTS

SL NO: TITLE PAGE

NO:
EXECUTIVE SUMMARY
SECTION I – PROFILE STUDY OF THE 1
ORGANIZATION
1.1 Industry Profile 2
1.1.1 Software Industry 2
1.1.2 Potential of the Industry 3
1.1.3 Challenges in the industry 4
1.1.4 Number of players 4
1.1.5 Key Players 5
1.1.6 Pricing Strategy 6

1.1.7 Nature of demand and supply 6

1.1.8 Inter firm behavior and their implications. 7

1.1.9 Market growth rate 8

1.2 Company Profile 9

1.2.1 Founders 9

1.2.2 Vision and mission 9

1.2.3 Departments 10

1.2.4 Operational Segments 11

1.2.5 Products 13

1.2.6 Market analysis of the segments 14

1.2.7 Key players in the segments 15

1.2.8 Talent availability and challenges 16

1.2.9 Organization Structure 17

1.2.10 Advantages of the organizational structure 20

1.2.11 Disadvantages of the organizational structure 21

v
1.2.12 Clients 22

1.2.13 Swot Analysis 23

SECTION -II 28
PROBLEM CENTRED STUDY
CHAPTER I – PROBLEM FORMULATION 29

2.1.1 Title of the Study 30

2.1.2 Problem Statement 30

2.1.3 Relevance of the study in relation to the industry 31

2.1.4 Objectives of the study 33

CHAPTER-11 RESEARCH POBLEM 34

2.2.1 Scope of the study 35

2.2.2 Tool for data collection 36
2.2.3 Methods of data collection 36
2.2.4 Sampling and sample size 36
2.2.5 Sources of data 37
2.2.6 Primary data 37
2.2.7 Secondary data 37
CHAPTER – 111 DATA ANALYSIS AND 38
INTERPRETATION
2.3.1 Data analysis and interpretation 39
CHAPTER – IV FINDINGS AND SUGGESTIONS 40
2.4.1 Findings 54
2.4.2 Suggestions 58
CHAPTER V – CONCLUSION 59
2.5.1 Conclusion 60
Bibliography 61
Appendix 62

vi
 LIST OF FIGURES

SL NO: TITLE PAGE

NO:
Fig 1.1.9.1 Software Market 8
Figure 1.2.9.1 Organization structure 17
Figure 1.2.13.1 Swot Analysis 23
Figure 2.3.2.1 The internal communication channels used by the 39
company (e.g., emails, meetings, newsletters) are
effective.
Figure 2.3.2.2 I receive timely updates about company news, 40
changes, and important events.
Figure 2.3.2.3 The information shared by the company is clear and 41
easy to understand.
Figure 2.3.2.4 I feel well-informed about the company’s goals and 42
objectives.
Figure 2.3.2.5 The company encourages open and transparent 43
communication among employees.
Figure 2.3.2.6 I feel motivated and engaged in my work. 44

Figure 2.3.2.7 I have a clear understanding of my role and 45

responsibilities within the company.
Figure 2.3.2.8 I receive adequate recognition and feedback for my 46
contributions.
Figure 2.3.2.9 I am provided with opportunities for professional 47
growth and development.

Figure 2.3.2.10 I feel a strong sense of commitment to the 48

company’s success.
Figure 2.3.2.11 I am proud to be associated with Codingo Pvt Ltd. 49

Figure 2.3.2.12 I actively promote the company’s products and 50

services to others.

Figure 2.3.2.13 I feel confident in recommending the company as a 51

great place to work.

Figure 2.3.2.14 I believe that the company values align with my 52

personal values.
Figure 2.3.2.15 I am willing to go above and beyond to contribute 53
to the company’s success.

vii
 EXECUTIVE SUMMARY

The research study has been conducted considering the company, Codingo pvt ltd,
which is an emerging software startup company headquartered at Trivandrum. The
study conducted is divided into 2 sections, a profile study of the organization and
problem-centered study.
The profile study of the organization includes functional areas, industry analysis,
vision and mission, products and services, SWOT analysis, etc. the profile study
was based on secondary data which were published on websites and newsletters.
The problem centered study focused on evaluating internal marketing
communication strategies to enhance employee engagement and brand advocacy at
the company. The scope of the study is limited to Codingo Pvt Ltd and the findings
highlight the importance of employee engagement activities.

viii
 SECTION I
PROFILE STUDY OF THE ORGANIZATION

1
1.1 INDUSTRY ANALYSIS

1.1.1 SOFTWARE INDUSTRY

The software industry is like a big puzzle with lots of pieces. It does many things to
make software and services. It all started back in the 1940s when the first electronic
computers were made. People had to talk to those early computers in a language
they could understand, just ones and zeros! But then came assembly language and
other languages like Fortran and COBOL in the 1950s. These new languages made
it easier for programmers to write code that humans could read too. There are
different parts of the software industry, like operating systems and productivity
software. Big players like Microsoft and Apple have a lot of power in this industry,
making it kind of like a small group controlling things. On the other hand, there are
areas like mobile apps and niche software where competition is fierce with unique
products. The software industry is like a patchwork quilt - a mix of different parts
that don't all look the same. In India, this industry plays a big role in IT along with
other things. With smart young people who speak great English and good pay
compared to other countries, India became a hotspot for software development after
making some changes in the 1990s. In simple terms, the software industry is cool
because it helps us do lots of things we love on our devices. And India has been
using it to make things better for everyone by creating jobs and boosting the
economy.

2
1.1.2 POTENTIAL OF THE INDUSTRY

The software industry keeps on growing with new technologies like artificial
intelligence, blockchain, and the of Things making life better for. Businesses need
software solutions to improve processes and efficiency, whether they are start-ups
or big companies. Cloud Computing and Software-a-Service (aaS) structures help
spread software products worldwide. This creates jobs and boosts the economy by
employing many people in different software roles.

Various industry players like developers, start-ups, venture capitalists, and

technology enthusiasts work together to create and collaborate. In healthcare and
finance, Artificial Intelligence (AI) is changing how things work for the better. The
industry continues to innovate to meet society's needs in our fast-evolving digital
world. It plays a crucial role in shaping the global economy's future in a friendly
manner.

3
1.1.3 CHALLENGES IN THE INDUSTRY

The challenges in the software industry cuts across the technical and the business
development process-related issues. New technologies and frameworks are
constantly disrupted to which a software developer must learn and adapt constantly
to be up-to-date facing rapid change. Customers expect user-friendly, rich in
features, secure, and reliable software. This strains the developers to deliver high
quality products on time within the budget. Software is a prime target of
cyberattacks; developers must be vigilant about security vulnerabilities and build
software with considering the security aspect in mind from the very beginning.
There is a global shortage of skilled software developers, so it's hard for companies
to find the talent they need. The nature of the projects is complex to the point
whereby it becomes very hard for the companies to keep the projects on track and
not allow scope creep. Being innovative, if not ahead of the competition, mandates
the companies to be in a tight spot to be careful not to introduce so many changes
that might destabilize their existing products.

1.1.4 NUMBER OF PLAYERS

The software industry has been on a growth track, and industry trends indicate that
the global workforce of software developers will reach 28.7 million by 2024,
depicting 3.2 million incredible growth within just four years.

High-speed technological development in areas like artificial intelligence, machine

learning, and the Internet of Things clears up its growth on one side, while
Connected Opportunities of the Software Development Industry into New Realms
of Innovation and Potential increase the growth rate of the industry on the other
hand. There is huge scope for the digital nature of software development projects
in the region, with the absolute majority—84.7%—being made on corporate
applications and a significant share of the workforce, 53.6%, on business
automation campaigns. The wide range of operations costs—from the 30,000$ per
small undertakings to even those in 150,000$ complex projects—speaks much to
the flexibility that the industry has put up to fit the needs of different projects.

4
1.1.5 KEY PLAYERS

i. Microsoft
ii. SAP
iii. Oracle
iv. Adobe
v. Salesforce
vi. VMware
vii. Gen Digital
viii. CISCO systems
ix. Hub spot
x. Intuit
xi. Box
xii. Infosys
xiii. LogMeIn
xiv. ServiceNow
xv. Slack

5
1.1.6 PRICING STRATEGY

The pricing strategies in the software industry have significantly evolved over time.
Traditionally software was sold through licenses, often packaged in physical boxes.
However, the trend has shifted toward subscription – based models. In today’s era
companies offer software as a service (Saas) where users pay a recurring fee to
access the software online.
In present times, companies leverage data driven insights to adjust prices. They
offer software on a subscription basis, and when a customer’s subscription is due
for renewal, the price may increase. This adjustment can be based on factors such
as the increased value delivered by the software, inflation or the need to improve
profitability. Companies often tighten discounts to enhance their bottom line. List
prices may be raised to offset rising costs, enhance perceived value and boost
revenue. Additionally, some companies include clauses in their contracts that allow
for prices increases at a renewal time, ensuring a predictable and sustainable
revenue stream and protection against inflation or sudden cost increases.

1.1.7 NATURE OF DEMAND AND SUPPLY

The demand and supply graph of the software is generally high, usually sold into
an environment that, for it, sways significantly with high demand-elasticity and
marginal costs of supply often below cents. Generally, technology trends drive the
demand of the software product, as businesses and consumers also yearn to secure
'trendy' solutions such as AI - artificial intelligence, Cloud Computing, and
Blockchain. Apart from customization and flexibility, which are huge drivers of
demand since customers seek fully-customizable software, on the supply side,
software companies have low marginal costs that enable them to scale up their
offerings without additional overhead. However, it is a fast-moving industry where
one finds stiff competition between each and every party concerned in the software
chain. Companies often register and file for patents, as well as register trademarks;
all considered intellectual property rights also play a very crucial role since
companies use about patents and copyrights to safeguard their products and ideas,
hence staying in the marketplace.

6
1.1.8 INTER FIRM BEHAVIOUR AND THEIR IMPLICATIONS

The collaboration between the companies dealing within the software affects
different streams of business operations and henceforth can change the competitive
landscape of the industry. An alliance between individual organizations takes the
performance of the entire industry a step ahead. It is presented that such strategic
alliances enhance KPIs like profit margins, input factors, expansion in partnership
point, financing capabilities, and overall management effectiveness. These
improvements of an average of 8.1 % continue even after the termination of
strategic alliances. Therefore, this result shows that the effect of inter-organizational
alliances is permanent, so it does impact positively on the success of firms over
time. According to studies, technology transfer would not be possible strongly
without inter – organizational cooperation; a relation which was also further
strengthened by the development of digitalization. This underlines the role of
communication technologies and digital platforms regarding innovation diffusion
by knowledge transfer across organization boundaries. That is what makes
technological commercialization management very critical in extracting benefits
from inter-firm collaborations for innovation and market competitiveness.

7
1.1.9 MARKET GROWTH RATE

Fig 1.1.9.1 Software Market

Source: Precedence Research

8
1.2 COMPANY PROFILE

Codingo Private Limited is an unlisted private company incorporated on 14

January, 2020. It is classified as a private limited company and is located in
Thiruvananthapuram, Kerala. Its authorized share capital is INR 1.00 lac and the
total paid-up capital is INR 1.00 lac.

At Codingo Private Limited, their mission extends beyond mere functionality to

creating solutions that are truly expressive. Their focus is on developing innovative
solutions aimed at helping businesses thrive. Firmly believing in the principle of
mutual growth, Codingo strives to empower others while empowering themselves.
Their extensive range of products and services is meticulously designed to simplify
workflows and processes for businesses across diverse industries, including
Insurance, Telecom, Healthcare, and Education.

1.2.1 FOUNDERS

Swaroop Lal – Chief Executive Officer

Minhaj Raheem – Chief Technology Officer
Vishnu Raj – Co-Founder
Subhash C K – Chief Financial Officer
Pallavi – HR, Director

1.2.2 VISION AND MISSION

Vision: To be a leading partner in digital transformation, guiding organizations to

become future proof, digitally driven leaders in their respective industries.

Mission: Empower businesses to thrive in the digital age through innovative and
strategic digital transformation solutions.

9
1.2.3 DEPARTMENTS

1. Project Management: Responsible for planning, organizing, and overseeing

projects.

2. Front-end Development: Focuses on the user interface and experience.

3. Back-end Development: Manages server-side logic and databases.
4. Quality Assurance (QA): Ensures the quality and reliability of software through
testing.
5. DevOps/Infrastructure: Handles deployment, automation, and infrastructure
management.
6. User Experience/User Interface (UX/UI) Design: Designs the user interface and
experience of software products.
7. Technical Support: Aids users and resolves technical issues.
8. Sales and Marketing: Promotes the firm's services and attracts new clients.
9. Human Resources (HR): Manages recruitment, employee relations, and
organizational development.
10. Finance and Administration: Oversees financial matters, budgeting, and
administrative tasks.

10
1.2.4 OPERATIONAL SEGMENTS

Robotic process automation:

Robotic Process Automation, primarily known as software robotics, utilizes
intelligent automation technologies to automate tasks previously performed
manually by humans. These tasks consist of data extraction, form filling, file
movement, and other routine office activities. RPA tools implements scripts that
mimic human processes, allowing bots to execute activities across different
software systems based on predefined rules. By automating high-volume, repetitive
tasks, RPA frees up human resources for more complex work. RPA differs from
Artificial Intelligence, as it is process-driven and follows predefined instructions,
while AI is data-driven, capable of analysing unstructured data and adapting over
time. Intelligent Automation merges RPA with AI sub-disciplines like machine
learning and natural language processing, combining automation with cognitive
capabilities. Overall, RPA accelerates digital transformation, boosts efficiency,
reduces errors, and enhances return on investment from staff.
Digital transformation:
Digital transformation refers to the strategic adoption of digital technologies
organization-wide in a company for improved operational efficiency and an
increment in the speed of delivery of products. It undergoes the translation of
business processes into digital formats and leverages technologies such as AI,
automation, and cloud environments in smoothing workflows while making data-
driven decisions. The principal drivers include change in technology, shifting
customer expectations, and the new imperative for agility and innovation. Unlike
simple technology adoption, digital transformation incorporates cultural change and
modernization of businesses through the combined effort of the CEO and CIO in
attaining organizational goals. It is for this reason that the need to meet customer
expectations about seamless digital experience has placed digital transformation at
the core of competitive advantage and increased business value among
organizations. It is ultimately a mix of technologies, changing the business
strategies, and cultural evolution in reaction to shifting market dynamics and needs
of customers. This can be sped up by consulting experts and going through services
on cloud and AI.

11
Web development:
Web development refers to an end-to-end process of building and maintaining a
website accessible via the internet through web browsers. It is divided into two
levels: front-end and back-end development. End-user visibility and interface
occupy the main role of front-end development, designed and developed using
languages like HTML, CSS, and JavaScript. HTML acts as the skeleton for your
web pages; CSS styles them in color, fonts, and layouts; and JavaScript would be
primary to the integration of dynamic and interaction elements. On the other hand,
back-end development manages the activities on the server: handling files,
databases, and user access. Thus, the backbone would include programming
languages like PHP or Python, utilizing SQL to communicate with databases.
Besides, developers tend to use a lot of frameworks and libraries, such as Bootstrap
and SASS, to put structure into the markup language, jQuery to manipulate the
Document Object Model easily, and React to create the User Interface. One of the
most important tools is the version control system Git, which helps not to get lost
in all the changes in the code. After developing a website, it has to be published so
that everyone can use it. There are many hosts, for example, W3Schools Spaces,
that host for free.

12
1.2.5 PRODUCTS

My Emircom: It offers IT services that assure the running process of clients'

systems to be smooth and effective. It provides system integration and migration
offerings that help customers move easily toward new technologies.

Essential Pain Management: It is an application developed as a pain management

tool serving as a pocket guide for health care workers, who have attended an EPM
workshop, and use EPM's principles in their day-to-day practice.

My Pigeon: An app developed with the objective of managing the customer's kids
camp experience by enabling the customer to track their child's achievement, know
both the person allowed and not allowed to pick them up, and see what they've
learned.

ALADDIN 365: A textile networking platform where customers can connect,

collaborate, and prosper amidst a network of individuals who are inspired by the
realm of textiles.

QIIC ISLAMIA: Released an Android application and other smart phone apps to
enhance more technology-based services for customers.

13
1.2.6 MARKET ANALYSIS OF THE SEGMENTS

One area that is swiftly expanding in the global enterprise market is in Robotic
Process Automation. Estimates say from $250 million in 2016, the sector will grow
to a whopping $11 billion by 2027. Such growth could not help but draw attention
to the ability of RPA to smoothen operations. RPA resolves inefficiencies in
repetitive computer tasks, eating up many hours of employee time, and relieves IT
departments from the burden of basic, low-level tasks. Besides, the COVID-19
pandemic accelerated the adoption of RPA as organizations realize it's necessary
for operational continuity. Finance leaders, in particular, turn to RPA for efficiency
and agility when navigating shifting market landscapes.
Within the area of digital transformation, RPA ingrains operational agility into the
model and quickly shortens the time-to-market cycle. Many organizations have
already signed up to get better customer experiences, not allow errors to creep into
their operations, and adopt a fast response strategy as market conditions keep on
altering. Demand for the tools enabling RPA is rocketing as more and more
organizations begin to see the transformative potential of this area. The landscape
is ever-changing in web development because of technological evolution and
changing user expectations. Other trends, such as responsive design, progressive
web apps, serverless architecture, or headless CMS, further increase the scope for
innovation in this field. The generally booming web development market caters to
businesses of all dimensions; in this age of digitalization, where a strong online
presence has become indispensable. web development remains intrinsic to every
digital strategy if one wants their business to stay relevant and competitive enough
in today's world.

14
1.2.7 KEY PLAYERS IN THE SEGMENTS

Infosys: A global leader in IT and consulting services, prioritizing security,

scalability, and user experience in their web development solutions.
Wipro: Known for its client-focused approach and collaboration with businesses
across various sectors, emphasizing innovation and cutting-edge technologies.
Coforge: Specializing in cloud, data, integration, and automation, delivering
comprehensive web development services tailored to diverse industry demands.
Mphasis: Leveraging AWS services to offer web development solutions that
enhance digital experiences through cloud technologies.
Globant: A digitally native company focusing on digital transformation, providing
services such as web development and digital branding.
LTIMindtree: Renowned for digital transformation expertise, collaborating with
clients to drive innovation and improve business processes.
IBM: Offering web development services incorporating artificial intelligence (AI),
the Internet of Things (IoT), and data analytics as a cognitive solutions innovator.
Hyperlink InfoSystem: Recognized as a top web development company, delivering
full-stack solutions nationally and internationally.
HData Systems: An expert in big data analytics, providing web development
services aligned with cutting-edge technologies.
iMobDev Technologies: A full-stack web development company specializing in
creating customized solutions for clients.

15
1.2.8 TALENT AVAILABILITY AND CHALLENGES

The requirement for professional web developers has grown manifolds in this
digitization era. Companies are more than ever embracing online platforms and web
applications, so proficiency in both front-end and back-end technologies comes
highly in demand. It would be in terms of User Interface using HTML, CSS, and
JavaScript, while languages such as Python, Java, and PHP are applied for server-
side development. The question remains, exactly where is the talent?. An
overwhelming 62% of the responses said the battle is for the exact technical skills,
while industry knowledge is rated as important by 41% due to the need to
understand specific sectors. As a way of surmounting the challenges, organizations
are adopting strategic measures. The collaboration allows them to identify potential
hires early enough and tailor curricula to suit the needs of the industry. It will also
broaden the talent pool with diversified potential for facing web development
challenges, thus promoting collaboration and innovation. In acquisition and
development, a varied approach to web development talent is critical to success in
the digital age. That means involving institutions, investing in upskilling programs,
and aligning technical know-how according to industry insights. It will allow
companies to meet the evolving demands of their businesses and secure the talent
needed to thrive online.

16
1.2.9 ORGANISATION STRUCTURE

Figure 1.2.9.1
Source: Lucid Chart

17
1. Executive Leadership:
CEO/Founder
CTO (Chief Technology Officer)

2. Departments:
Each department is led by a manager or lead who reports to the executive
leadership.
a. Project Management:
Project Managers: Responsible for managing project timelines, budgets, and
resources.
b. Software Development:
▪ Front-end Development Team:
a) Lead Front-end Developer
b) Front-end Developers
▪ Back-end Development Team:
a) Lead Back-end Developer
b) Back-end Developers
▪ Mobile App Development Team:
a) Lead Mobile App Developer
b) Mobile App Developers
c. Quality Assurance (QA):
▪ QA Manager/Lead
▪ Quality Assurance Engineers
d. DevOps/Infrastructure:
▪ DevOps Engineer/Lead
e. UX/UI Design:
▪ UX/UI Designers
f. Technical Support:
▪ Technical Support Specialists
g. Sales and Marketing:
▪ Sales and Marketing Manager/Lead
▪ Sales and Marketing Team Members

h. Human Resources (HR):

18
 ▪ HR Manager
i. Finance and Administration:
▪ Finance Manager

3. Cross-functional Teams:
For larger projects or initiatives, cross-functional teams may be formed
consisting of members from different departments to collaborate on specific
goals or tasks.

19
1.2.10 ADVANTAGES OF THE ORGANISATIONAL STRUCTURE

The clear hierarchical structure facilitates well-defined roles, from top executive
leadership down to departmental teams, so there is clarity regarding exactly who
does what and to whom one reports. That can simplify decision-making and
accountability throughout the organization.

Specialization: Departments focused on specific functions like software

development, quality assurance, and sales enable employees to specialize in their
fields and enhance efficiency and expertise.

Scalability: It's actually easier to scale the organization into different departments
with leaders running them. Each department may further grow independently in size
without interfering with the others.

Cross-functional Collaboration: Cross-functional teams for bigger projects will

enable collaboration across departments, which will enable new ways of problem-
solving and a tighter culture.

Diverse Thinking: Multiple departments can bring fresh views and perspectives on
a problem, enriching problem-solving and fueling innovation.

20
1.2.11 DISADVANTAGES OF THE ORGANISATIONAL STRUCTURE

Overloaded Managers: As responsibility lies at the department manager's level, who

manages the teams and reports to the executive leadership, it further overloads the
managers, which can cause burnout and reduces the effectiveness in managing his
teams.

Inconsistent Cross-Functional Collaboration: Although cross-functional teams are

formed in case of large projects, the ad-hoc nature of these teams could be one of
the reasons for inconsistencies in collaboration. The members struggle to align with
regard to goals and processes, hence affecting the overall outcomes of such projects.

Resource Allocation Challenges: The structure can lead to ineffective and

inefficient resource allocation, where some sections are overstaffed while others are
understaffed, leading to delays within the organization and uneven workloads
between different areas.

21
1.2.12 CLIENTS

i. Emircom: Emircom is a Middle East-based leading Information and

Communications Technology, ICT provider. The Company offers a
diversified range of technology solutions and services in areas such as
Networking, Data Center, Cybersecurity, Cloud Computing, and Managed
Services. Emircom collaborates with major global technology vendors to
deliver state-of-the-art technologies to various clients in the government,
telecommunications, finance, healthcare, and education sectors.
ii. Pigeon Networks: Pigeon Networks is a wearable technology and mobile
apps driven firm that utilizes a safe cloud-based network to make a
difference in the lives of families. That is, basically developed by a father
who had been experiencing anxiety at being parted from his child at a large
play-place, Pigeon Networks was developed to solve the "where's my kid"
problem without using a GPS watch.
iii. American Benefit Corporation: American Benefit Corporation is a
company that deals with employee benefits and insurance solutions. This
firm provides health insurance, retirement plans, and other benefit programs
to businesses. The company aspires to help an organization design and
implement a comprehensive and beneficial package that attracts and retains
the best talent needed for business operation and ensures congruency in the
regulatory environment.
iv. Qatar Islamic Insurance Company: Be one of the leading insurance
providers to offer Sharia-compliant insurance solutions in Qatar, Qatar
Islamic Insurance Company (QIIC) is an Islamic insurance company
established to offer Islamic insurance services with operations directly
conducted in compliance with the religion's principles. This also includes a
bouquet of insurance products involving health, motor, property, and life
insurances. The mainstay of this company will be to offer ethical, viable
insurance solutions that meet varied requirements of individuals and
businesses in a manner consistent with the tenets and values enshrined in
Islam.

22
1.2.13 SWOT ANALYSIS

Figure 1.2.13.1

23
Strength:

1. Lean Workforce: Company operates with a lean workforce, allowing for

greater efficiency and agility in decision-making processes. With fewer
employees, we can streamline operations, minimize bureaucracy, and
respond quickly to market changes.
2. Efficient Employee Management: Despite having fewer employees, we
excel in employee management. Our focused approach enables us to
effectively allocate resources, provide personalized support to employees,
and foster a cohesive work culture. This ensures that each team member is
valued and engaged, leading to higher productivity and satisfaction levels.
3. Flexibility and Adaptability: Our lean workforce and efficient employee
management practices enable us to be highly flexible and adaptable. With
fewer layers of hierarchy and streamlined communication channels, we can
quickly adjust our strategies, processes, and resources to meet evolving
market demands and seize new opportunities. This agility allows us to stay
ahead of competitors and navigate challenges with ease.

24
Weakness:

1. Client Requirements Alignment: At times, company faces difficulties in

fully aligning with client requirements. While we strive to deliver
customized solutions, there may be instances where we encounter
limitations in understanding or addressing specific client needs promptly.
This presents an opportunity for us to enhance our client engagement
processes and strengthen our capacity to deliver tailored solutions more
effectively.
2. Opportunity for Product Enhancement: Our product position may be
perceived as weaker in certain market segments. This presents an
opportunity for us to re-evaluate our product offerings, identify areas for
improvement, and invest in enhancing our software solutions. By
proactively addressing these weaknesses, we can bolster our competitive
edge and better meet the evolving needs of our customers, thereby
solidifying our position in the market.
3. Limited Market Penetration: Despite the quality of our software products,
our market penetration remains limited in certain regions or industries. This
presents an opportunity for us to expand our reach and diversify our client
base. By identifying untapped markets, refining our marketing strategies,
and building strategic partnerships, we can overcome this weakness and
unlock new growth opportunities for our company.

25
Opportunity:

1. Expansion into Emerging Markets: Consider expanding its operations into

emerging markets where there is a growing demand for software solutions
but limited competition. By targeting countries or regions with a burgeoning
tech scene or a rapidly growing digital economy, establish a foothold in new
markets, capitalize on early-mover advantages, and tap into a potentially
lucrative customer base.
2. Specialized Software Solutions for Small Businesses: Developing
specialized software solutions tailored specifically for the needs
of businesses presents a strategic opportunity. By focusing on Specialized
sectors where businesses often face unique challenges, there's potential to
offer affordable and efficient software solutions. These solutions aim to
streamline operations, manage inventory, or improve customer engagement,
catering directly to the specific needs of small businesses in these industries.
3. Market Demand for Innovative Solutions: The increasing reliance on
technology across industries creates a significant demand for innovative
software solutions. Start-ups have the opportunity to identify niche market
needs or gaps in existing solutions and develop innovative products to
address them.

26
Threats:

1. Intense Price Competition: The software industry's crowded marketplace

fosters intense price competition among numerous competitors. As
companies strive to maintain competitiveness, the pressure to lower prices
intensifies. This can erode profit margins and impede sustainable revenue
generation. Moreover, aggressive pricing strategies from rivals may compel
companies to follow suit, further impacting profitability and long-term
viability.
2. High Barrier to Innovation: The sheer number of competitors in the software
industry, coupled with the substantial costs associated with market entry and
exit, presents a formidable barrier to innovation. Investing in research and
development (R&D) to pioneer innovative software solutions demands
significant financial resources. However, the financial constraints stemming
from entry and exit costs may curtail companies' ability to allocate adequate
funds to innovation endeavours. Consequently, this could stifle
competitiveness and impede prospects for growth.
3. Barrier to Entry and Exit: The exorbitant costs linked to entering and exiting
the software market constitute a formidable challenge for companies
operating within the industry. This high barrier to entry dissuades potential
new entrants, resulting in diminished competition and innovation.
Furthermore, for existing players, the inability to exit the market seamlessly
may lead to prolonged exposure to unprofitable ventures or outdated
products. Such circumstances can precipitate financial losses and impede
future growth prospects.

27
 SECTION 11

PROBLEM CENTRED STUDY OF THE

ORGANIZATION

28
 CHAPTER 1
PROBLEM FORMULATION

29
2.1.1 TITLE OF THE STUDY
”A study on evaluating internal marketing communication strategies to enhance
employee engagement and brand advocacy at Codingo Pvt Ltd.”

2.1.2 PROBLEM STATEMENT

While the value of internal marketing communication in employee engagement and

brand advocacy is increasingly being recognized, there is largely no structured
approach in Codingo Pvt. Ltd. The absence of effective internal communication
may be dramatically affecting the motivation of the employees and limiting their
focus to the goals and brand advocacy. The current study evaluates the existing
internal marketing communication strategies at Codingo Pvt Ltd. It identifies the
key factors influencing employee engagement and brand advocacy and proposes
improvements in order to enhance these outcomes.

30
2.1.3 RELEVANCE OF THE STUDY IN RELATION TO THE
INDUSTRY

Competitive Advantage: Having enhanced the engagement of their employees and

turning them into brand advocates is one of the significant competitive advantages
most software companies enjoy in a competitive environment. If employees are
highly engaged and advocates of the brand, they can attract the best talent for the
company, assure customers on product reliability, and enhance its reputation.

Improved Employee Retention and Satisfaction: High employee turnover is one of

the common problems’ tech companies face. By improving the internal marketing
communication strategy, a company will be in a position to increase its employee
satisfaction and retention. In this respect, it will be assured of a stable and
experienced workforce in a field where experience and business continuity is
everything.

Innovation and Creativity: Any industry, more so the software industry, thrives on
innovation. It is more likely that an engaged employee who feels valued and
connected with the company will come up with the urge to share innovative ideas
or come up with creative solutions. Proper internal communication could create just
the right environment for employees to feel empowered about sharing their insights.

Industry Trends Alignment: The trend within the software industry is toward digital
transformation of any kind of internal process, including the communication
strategies. Since the strategies are being continuously evaluated and revamped in
Codingo Pvt Ltd., it will always be ahead of adapting to industry trends and
adoption of best practices for driving success.

Building a strong organizational culture: A strong organizational culture is

generally one of the major differentiators in the software industry. Internal
marketing strategies like these communication strategies assist in building it and
maintaining it, thus keeping every employee's vision and value aligned with that of
the company.

31
Better Productivity and Efficiency: Clear and consistent communication reduces
miscommunication and, hence, mistakes, so more efficient workflows and greater
productivity are achieved. This can make a unbelievable difference to the bottom
line of the company within the tight deadline and complex software industry.

Improved Customer Experience: Engaged employees are likely to deliver better

service to customers. In the software industry, customer support and satisfaction are
very important, so engaged employees who will become brand ambassadors to
deliver good service will mean higher customer loyalty and positive reviews.

Managing Change: A great deal of change usually occurs in organizations within

the software industry, especially in respect to technological advancements. Proper
internal communication will support the smooth management of such changes.
Employees who are informed and involved can adapt better to new technologies
and processes.

Economic Impact: By implementing internal marketing communication strategies,

Codingo Pvt Ltd will improve the performance of the business. The contribution of
the business towards economic growth and stability is therefore enhanced.

32
2.1.4 OBJECTIVES OF THE STUDY

To evaluate the effectiveness of existing internal marketing communication

strategies at Codingo Pvt Ltd.

To assess the level of employee engagement within Codingo Pvt Ltd and determine
how current communication strategies influence employee motivation.

To recommend actionable improvements to internal marketing communication

strategies that can enhance employee engagement and brand advocacy.

33
 CHAPTER - II
RESEARCH PROBLEM

34
2.2.1 SCOPE OF THE STUDY

The scope of this study involves the evaluation of the internal marketing
communication strategies of Codingo Pvt Ltd, a small-scale software company with
35 employees. It looks at targeting the whole population of employees working in
the firm at large, cutting across various different roles and departments, to elicit a
wide range of perspectives. This research hopes to establish how effective the
current internal communication practices in place have been with respect to
channels, tools, what has gone into the content, and generally the approach. The
degree of employee engagement will also be measured to understand how
connected and motivated the employees feel towards their jobs and the company.
Besides, this study covers brand advocacy in respect to variables which can create
differences in the readiness of employees to recommend and defend the branding
of the company internally and externally. The methodology of quantitative data
collection will be intended with a structured questionnaire analyzed for trends and
insights. The recommendations suggested at the end of this study would be the
actions that can improve the internal communication strategy and provide a view
into perhaps the potential impact this might have on employees' morale,
productivity, and brand promotional efforts. While the findings pertain to only
Codingo Pvt Ltd, thus generalization is limited due to the peculiar context it has
vis-à-vis other firms or industries.

35
2.2.2 TOOL FOR DATA COLLECTION

The tool used for data collection in this study is questionnaire.

2.2.3 METHODS OF DATA COLLECTION

This data collection will be based on an online questionnaire shared among the
employees of Codingo Pvt. Ltd. For this research, a Likert scale survey will be used,
which is a very common measurement approach within attitude and opinion studies.
Participants indicate their degree of agreement with a series of statements about the
internal marketing communication strategies and employee engagement at Codingo
Pvt. Ltd. The Likert scale was from 1 to 5, where 1 meant "Strongly Disagree," 2
was "Disagree," 3 for "Neutral," 4 for "Agree," and 5 for "Strongly Agree." This
will elicit employees' perception in a nuanced way and help give an idea of where
the company does stand with regard to effectiveness in communication and which
areas have scope for improvement. Further data collected will be scrutinized with
regard to trends, strengths, and possible improvement areas on the internal
marketing communication strategies within the company itself.

2.2.4 SAMPLING AND SAMPLE SIZE

In this study, census sampling is utilized to gather data from all 35 employees of
Codingo Pvt Ltd. Given the small size of the organization, this approach is both
feasible and beneficial, as it allows for the inclusion of every individual's
perspective on providing a comprehensive understanding of internal marketing
communication strategies, employee engagement, and brand advocacy.

36
2.2.5 SOURCES OF DATA

The data has been collected from primary and secondary sources.

2.2.6 PRIMARY DATA

The first-hand information gathered for the study is known as primary data. These
are the original findings that were gathered from the targeted group using various
techniques. Structured questionnaires are used to gather the primary data.

2.2.7 SECONDARY DATA

The Secondary Data is collected through the materials given by the organization,
books, Power points, managers, and the Internet.

37
 CHAPTER – III
DATA ANALYSIS AND INTERPRETATION

38
 2.3.1 DATA ANALYSIS AND INTERPRETATION

1. The internal communication channels used by the company (e.g., emails,

meetings, newsletters) are effective.

Figure 2.3.2.1

INTERPRETATION

The graph illustrates the responses of 35 employees to the effectiveness of internal

communication channels at Codingo Pvt Ltd, revealing that the majority 71.4%
perceive these channels as moderately effective, with a neutral stance. A smaller
group 28.6% agrees more positively, indicating effectiveness, while no employees
expressed strong agreement or disagreement.

39
2. I receive timely updates about company news, changes, and important
events.

Figure 2.3.2.2

INTERPRETATION

The graph expresses the responses of 35 employees to the question about the timely
update regarding company news, changes, and important events at Codingo Pvt Ltd.
A majority, 65.7%, took a more neutral position by selecting 3, which means they
found the updates only somewhat timely, but not extremely so. A smaller proportion
of 31.4% agreed more positively by selecting 4, thus accepting such updates as
timely. Only one respondent, 2.9%, selects 2, with none choosing 1 or 5, and thus
either strongly disagreeing or strongly agreeing.

40
3. The information shared by the company is clear and easy to understand.

Figure 2.3.2.3

INTERPRETATION

The graph shows the responses of 35 employees regarding the clarity and ease of
understanding of the information shared by Codingo Pvt Ltd. The responses are
varied, with 40% of employees 14 respondents selecting 3, indicating a neutral
perception. A substantial portion 37.1% selected 4, suggesting they agree that the
information is clear and easy to understand. Additionally, 20% selected 2,
indicating some disagreement, while a small minority 2.9% selected 5, showing
strong agreement. No respondents selected 1, indicating no strong disagreement.

41
4. I feel well informed about the company’s goals and objectives.

Figure 2.3.2.4

INTERPRETATION

The majority of the employees, 45.7%, selected 3, showing a neutral answer as

regards knowing the goals and objectives of the company. A high percentage of
employees, 37.1%, selected 4, in agreement, knowing that they are well-informed.
On the other hand, 17.1% of respondents picked 2, meaning there was some kind
of disagreement. No employee has chosen 1 or 5, indicating very strong
disagreement or strongly agreeing respectively.

42
5. The company encourages open and transparent communication among
employees

Figure 2.3.2.5

INTERPRETATION

Results indicates that 48.6% agreed with the statement "Company encourages open
and transparent communication amongst staff members," while 42.9% also agreed,
but to a lesser degree. A small percentage, 5.7%, disagreed, and a very small number
of 2.9% strongly disagreed, whereas none were in a neutral position. Normally,
findings such as this suggest that although the majority of employees feel that the
company does promote open and transparent communication, nearly half of the
answering respondents did not have any sentiment toward this fact.

43
6. I feel motivated and engaged in my work.

Figure 2.3.2.6

INTERPRETATION

The most common response 48.6% to the statement indicates that nearly half of the
respondents agree they feel motivated and engaged at work. In total, 82.9% of the
respondents either somewhat agree or agree with this sentiment, suggesting that a
large majority of employees feel motivated and engaged. However, 17.1% of
respondents somewhat disagree

44
7. I have a clear understanding of my role and responsibilities and the company

Figure 2.3.2.7

INTERPRETATION

A majority 51.4% have a clear understanding, while 40% have a somewhat clear
understanding. Smaller percentages report not having a very clear understanding
5.7%, or no clear understanding at all 2.9% strongly agrees to the statement, over
90% of respondents feel they have at least a somewhat clear understanding, though
5.7% indicate a need for improved clarity in job roles and responsibilities.

45
8. I receive adequate recognition and feedback for my contributions

Figure 2.3.2.8

INTERPRETATION

This graph shows that 54.3 percent of respondents strongly agree that they receive
adequate recognition and feedback, represented by the blue bar from the far right.
Next was 25.7 percent who somewhat agree, 20 percent somewhat disagree. No one
reported strongly disagree and disagree, which comprises two bars on the far-left
side. All in all, 79.9 percent of responders feel they receive at least somewhat
adequate recognition and feedback.

46
9. I am provided with opportunities for professional growth and development

Figure 2.3.2.9

INTERPRETATION

The graph shows a scale from 1 (Strongly Disagree) to 5 (Strongly Agree). A

majority of respondents 60% strongly agree they have opportunities for growth.
Additionally, 22.9% (somewhat agree). However, 14.3% somewhat disagree and
2.9% strongly disagree. Overall, 82.9% of respondents feel they have at least
somewhat adequate opportunities for professional growth.

47
10. I feel a strong sense of commitment to the company’s success.

Figure 2.3.2.10

INTERPRETATION

The survey results indicate that 68.6% of respondents take a neutral stand on
feeling a strong sense of commitment to the company's success. Additionally,
28.6% somewhat agree with this sentiment. Only 2.9% of respondents disagree, and
none strongly disagree

48
11. I am proud to be associated with Codingo pvt Ltd

Figure 2.3.2.11

INTERPRETATION

The bar graph illustrates varied employee sentiments at Codingo Pvt Ltd regarding
pride in their work. A substantial 60% are neutral on this matter, while 22.9% agree
and 5.7% strongly agree that they are proud of their association with the company.
Conversely, 11.4% disagree with feeling proud.

49
12. I actively promote the company’s products and services to others.

Figure 2.3.2.12

INTERPRETATION

The graph shows that 5.7% disagree with the statement” I actively promote the
company’s products and services to others, while 57.1% 20 are neutral.
Additionally, 37.1% express agreement and feel positively about their association
with the company.

50
13. I feel confident in recommending the company as a great place to work.

Figure 2.3.2.13

INTERPRETATION

The survey results from Codingo Pvt Ltd show that 42.9% are neutral about feeling
confident in claiming their company as a great place to work. Additionally, 51.4%
agree and feel positively, while 2.9% each strongly disagree with this sentiment.

51
14. I believe that the company values align with my personal values.

Figure 2.3.2.14

INTERPRETATION

The graph represents 28.6% indicated disagreement on stating their personal belief
s align with the company’s overall objectives. An equal number of respondents,
totaling 34.3%, expressed a neutral stance, neither strongly agreeing nor disagreeing
with this sentiment. Concurrently, another 34.3% of respondents expressed
agreement and a positive outlook towards their association with the company.
Additionally, a small minority of 2.9% strongly disagreed with the statement.

52
15. I am willing to go above and beyond to contribute to the company’s success.

Figure 2.3.2.15

INTERPRETATION

The survey results from Codingo Pvt Ltd show that 31.4% are neutral about going
beyond and contribute towards the company’s success with the company. A
significant majority, comprising 62.9%, strongly agree and feel proud. Conversely,
5.7% strongly disagree with this sentiment.

53
 CHAPTER – IV
FINDINGS AND SUGGESTIONS

54
2.4.1 FINDINGS

Timeliness of Updates: While 65.7 percent of the bulk of employees are more or
less indifferent, 31.4 percent agree that they receive updates in good time. About
2.9 percent disagree, proving that indeed, most employees do not find the updates
especially timely, and yet there is no real feeling of dissatisfaction.

Effectiveness of the Internal Communication Channels: A resounding 71.4 percent

consider that internal communication channels are only moderately effective, while
28.6 percent view them in a more positive light. Neither extreme disagreement nor
extreme agreement is evident in either polar direction, suggesting some but not
overwhelming satisfaction with the effectiveness of communication.

Clarity on information and Ease of Understanding: 40% of the employees were

neutral about information clarity, while 37.1% agreed to its clarity. However, 20.0%
disagreed, with an even very small minority in strong agreement of 2.9%. This
shows that although most employees have found the information quite clear, there
is still scope for improvement.

Company Goals and Objectives Awareness: Most, 45.7 percent, are neutral, while
37.1 percent agree that they are knowledgeable about company goals. However,
17.1 percent disagree—showing there is a dire need for more effective
communication about company objectives.

Open Communication Encouragement: The strong majority, 91.5 percent, either

agrees or somewhat agrees that the company does encourage open communication.
Only 8.6 percent disagree, which infers that perception is mostly positive but with
room for potential change.

55
Employee Motivation and Engagement: The majority 82.9% feels motivated and
engaged; however, 17.1% somewhat disagree, indicating that while there are high
levels of motivation, this also points out a minority that feels quite disengaged.

Understanding of roles and responsibilities: Over 90% responded that they at least
vaguely understand; however, 8.6% do need more clarity. This suggests that most
employees do understand what their roles are, and some clarity is yet to be attained.

Recognition and Feedback: Of the total, 79.9% agreed they are adequately
recognized or rewarded for their efforts, while 20% somewhat disagreed. This
implies that even though recognition is okay, there is room for more consistent
feedback.

Opportunities for Professional Growth: A solid majority replied in the affirmative

to having at least somewhat adequate opportunities for professional growth, while
17.1% disagreed with this notion, indicating a need for more robust growth
opportunities.

Commitment to Company's Success: The bulk of the employees, 68.6 percent, was
non-committal on their commitment to the company, while 28.6 percent agreed
somewhat. Only 2.9 percent disagreed, signaling empathy but not dedication to the
company.

Pride in Work: The majority, 60%, was non-committal about their pride in work;
22.9% agreed and 5.7% strongly agreed. However, 11.4% disagreed, meaning more
has to be done to instill pride at the workplace.

Promotion of Company's Products and Services: A plurality in this dimension are

neutrally disposed to promoting the company's products—57.1 percent; 37.1
percent agree, and 5.7 percent disagree. This indicates that more encouragement
may be needed to foster brand advocacy.

56
Confidence in Company as a Great Place to Work: A clear majority, 51.4%, agree
with the statement that the company is a great place to work, while 42.9% are
neutral, with only 5.8% strongly disagreeing—therefore, the view is generally
positive but with scope for improvement.

Alignment with Company's Objectives: In this case, responses are mixed, with
34.3% in agreement, 34.3% being neutral, and 28.6% in disagreement, hence
various dimensions of limited or no alignment to the objectives set by the company.

Going Beyond for Company Success: The great majority of them, 62.9%, strongly
agree that they go beyond for the company's success, while 31.4% are-neutral, and
5.7% strongly disagree, showing the high commitment level of most employees but
a need to further engage.

57
2.4.2 SUGGESTIONS

Improve Clarity and Frequency of Communication: Since most employees are

neutral, there is scope for highly improving clarity and frequency of internal
communications. Through regular updates, clear instructions, and transparent
sharing of information, perceptions can be shifted from neutral to positive.

Employee Feedback on Communication Effectiveness: Set up a mechanism for

regular feedback on the effectiveness of communication. It will give specific areas
where employees feel improvement in communication would be more useful.

Introduce different modes of communication to cater to divergent needs and

preferences for better overall outcomes. Such may include email, newsletters, team
meetings, intranet portals, and instant messaging, among others.

Training and Development: Train top-class managers and team leaders in effective
techniques of communication. When the leaders in an organization are seen to
communicate effectively, it trickles down positively in the perception of employees
overall.

Personalize Communication: personalize the communication as much as possible

so that it becomes more relevant and meaningful for the clear audience of individual
employees or teams. This personalized approach can better resonate with your staff
messages, increase engagement, and help employees feel that they are better
understood and valued.

Open Communication: Openness in communication has to be fostered in a culture

where employees are free to express their views, concerns, and suggestions without
fear. One way to do this is by setting up some form of forum or regular town hall
meetings.

58
CHAPTER – V
CONCLUSION

59
2.5.1 CONCLUSION

This research onto internal communication and employee engagement within

departments at Codingo Pvt. Ltd. comes out to be, though moderately effective,
with scope for suitable improvement in timeliness, clarity, and transparency. Most
staff members feel engaged and recognize their roles but generally want more
appreciation, feedback, and career growth actions. Awareness of the company's
goals and objectives exists on an average, and much more is needed to get the
commitment level raised and generate pride in the work environment. Not to forget
also the promotion of brand advocacy among employees. Attention in these areas
can significantly improve internal marketing communication and, thus, employee
engagement at Codingo Pvt Ltd.

60
BIBLIOGRAPHY

WEBSITES

1. Codingo Private Limited. (n.d.). https://codingo.co/

2. GeeksforGeeks. (2024, June 5). Top 10 Web Development Companies in India.

GeeksforGeeks. https://www.geeksforgeeks.org/web-development-companies-in-
india/

3.Kesavan, M. (2023, October 26). The Trends that are Shaping the Future of RPA
W2S Solutions. W2S Solutions https://www.w2ssolutions.com/blog/rpa-2021-
trends-and-predictions/

4. Ltd, R. a. M. (n.d.). Research and Markets - Market Research Reports - Welcome.

Research and Markets Ltd 2024. https://www.researchandmarkets.com/

5. Topic: Software industry in India. (2023, December 19). Statista.

https://www.statista.com/topics/9497/software-industry-in-india/

6. Tran, T. (2022, April 12). RPA Explained: The Role of Robotic Process
Automation in Digital Transformation. Orient Software.
https://www.orientsoftware.com/blog/rpa-digital-transformation/

61
APPENDIX

QUESTIONNAIRE:

1. The internal communication channels used by the company (e.g., emails,

meetings, newsletters) are effective.

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

2. I receive timely updates about company news, changes, and important

events.

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

3. The information shared by the company is clear and easy to understand.

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

4. I feel well-informed about the company’s goals and objectives.

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

5. The company encourages open and transparent communication among

employees.

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

62
6. I feel motivated and engaged in my work.

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

7. I have a clear understanding of my role and responsibilities within the

company.

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

8. I receive adequate recognition and feedback for my contributions.

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

9. I am provided with opportunities for professional growth and development.

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

10. I feel a strong sense of commitment to the company’s success.

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

63
11. I am proud to be associated with Codingo Pvt Ltd.

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

12. I actively promote the company’s products and services to others.

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

13. I feel confident in recommending the company as a great place to work.

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

14. I believe that the company values align with my personal values.

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

15. I am willing to go above and beyond to contribute to the company’s success.

Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree

64
PLAGIARISM REPORT

65
66