Client Name

Indus Motors Company

Faculty Advisor

Dr. Abdul Basit Shaikh, Assistant Professor, Department of Management

SBS Thought Leadership Areas

Entrepreneurship and Innovation

SBS Thought Leadership Area Justification

The SBS Thought Leadership Area of Entrepreneurship and Innovation is directly reflected in this ELP from a scholarly perspective. Since the project involved identifying a glaring process inefficiency, rethinking a scalable system-level solution, and working through iterations and feedback loops with a real corporate client, it required entrepreneurial vision. Technical innovation was also needed for the project including creating a normalized database architecture, incorporating role-based access control, and putting in place a React/Vite-based user interface with summary logic and live data inputs. We also discovered a second significant deliverable (Lead Generation Toolkit) by going beyond the brief and examining the underlying reasons for sales inefficiencies and providing practical suggestions backed by our own fieldwork and user interviews.

Aligned SDGs

GOAL 9: Industry, Innovation and Infrastructure

Aligned SDGs Justification

Building digital infrastructure that improves operational agility, connectivity, and scalability across a dispersed automotive distribution system is one way that this project directly advances the UN Sustainable Development Goal 9 (Industry, Innovation, and Infrastructure) (United Nations, n.d.). 19 dealerships used to manually submit reports using Excel as part of IMC's previous procedure and each report had irregular formatting, a delayed timeline, and no real-time visibility for the main business. This fragmented strategy is transformed into a single digital ecosystem by our centralized dashboard system, which allows for real-time tracking comparison, and monitoring of dealership performance. IMC is now in a position to decrease inefficiencies, improve reporting accuracy, and speed up decision-making by implementing features like daily data entry, auto-calculated conversion metrics, downloadable reports, and sophisticated filtration tools. Additionally, this solution provides long-term flexibility. The system can be expanded across regions and brands thanks to its scalable PostgreSQL backend, multi-user authentication, and front-end. IMC can eventually integrate this tool with its CRM strategies, ERP systems, and even marketing campaign evaluations by combining all sales and inquiry data into a single interface. According to SDG 9, our project uses smart infrastructure to support organizational transformation in addition to technical digitization. By shifting Toyota Indus from outdated manual methods to a centralized digital platform, we contribute to a smarter, more efficient industrial process.

NDA

Yes

Abstract

This Experiential Learning Project (ELP) was developed in collaboration with Toyota Indus Motors (IMC), one of Pakistan’s leading automobile manufacturers and distributors. The purpose of the project was to create a centralized, dynamic sales and lead tracking dashboard that integrates input from 19 Toyota dealerships across Karachi into a live reporting system for Indus Motor Company. The dashboard was envisioned as a scalable, digital alternative to the outdated, Excel-based monthly reports that Toyota dealerships previously submitted via email. The first part of the project involved the creation of two web-based dashboard interfaces: a dealership-facing website for daily data entry and an admin dashboard for Toyota Indus to monitor activity. Each dealership could log their sales funnel data (categorized by vehicle variant, lead source, and lead temperature: cold, warm, hot) on a daily basis. The admin site then aggregated this information in real time and provided IMC with multiple reporting features—filtered views by time period (day, week, month, quarter, year), dealership, and vehicle variant—as well as comparison features to evaluate performance across any two time slices. These reports are downloadable in PDF and Excel formats, which enhances usability. The second phase of the project focused on analyzing gaps in Toyota’s current lead generation and sales conversion pipeline. Based on client discussions and industry insights, we identified opportunities for Toyota to introduce a corporate CRM layer, standardize lead definitions across dealerships, integrate service-to-sales conversion programs, and leverage rejected financing applicants through bank collaborations. These recommendations formed the basis of a roadmap for IMC to scale its digital transformation beyond dashboards into a complete lead management ecosystem. This project aligns directly with SDG 9, (Industry, Innovation and Infrastructure), by making digital infrastructure for major industrial player. The thought leadership area it fits in is Entrepreneurship and Innovation as the project involved the end-to-end design of a scalable user-centric digital system to improve business processes. Our work with Toyota Indus not only improved operational visibility but also set the stage for broader CRM and data-driven decision-making capabilities within the organization.

Document Type

Restricted Access

Document Name for Citation

Experiential Learning Project

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Available for download on Saturday, June 15, 2030

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