http://ajc.sagepub.com
Asian Journal of Management Cases
DOI: 10.1177/097282010700400205
Asian Journal of Management Cases
Irfan Amir and Kiran Qureshi
SBE (Pvt.) Ltd: The Focused Selling Approach
http://ajc.sagepub.com/cgi/content/abstract/4/2/117-a
The online version of this article can be found at:
Published by:
http://www.sagepublications.com
Additional services and information for
Asian Journal of Management Cases can be found at:
Email Alerts:
http://ajc.sagepub.com/cgi/alerts
Subscriptions:
http://ajc.sagepub.com/subscriptions
Reprints:
http://www.sagepub.com/journalsReprints.nav
Permissions:
http://www.sagepub.in/about/permissions.asp
Downloaded from
http://ajc.sagepub.com at K.R.E.T'S TRIDENT INSTITUTE on April 11, 2010
SBE (P
VT.) LTD: THE FOCUSED SELLING APPROACH
Irfan Amir
Kiran Qureshi
In order to achieve better sales growth, Unilever Pakistan Limited (UPL) launched
Project Ferrari in July 2002. The launch was the culmination of preparatory work done
over a year and a half. Significant investments in terms of time, money and other resources
were deployed to conduct an internal assessment of marketing and sales operations
of UPL. An assessment of the concerns and issues of stakeholders in the external
environment was also done. The external assessment focused on benchmarking UPL’s
sales and distribution practices and processes with leading multinational manufacturers
and distributors in the country. In this regard, a number of UPL distributors were interviewed.
The external environment assessment also involved a detailed census of
UPL’s point of purchase (POP) outlets. This effort, and the subsequent launch of Project
Ferrari, was undertaken to achieve a double-digit average annual sales growth through
a ‘focused selling’ approach. This approach entailed focusing UPL and distributor
sales efforts on product category, as opposed to product assortment. In the two-year
post-launch period, UPL faced stiff resistance from SBE (Pvt.) Limited. SBE was one of
their major distributors for a part of Lahore. SBE’s management believed that if significant
revisions were not made in the project, it would have a negative impact on the
viability of distributor operations.
Keywords:
Internal assessment, stakeholders, product launch, focused selling approach,
distributor operations
In September 2005, Shaukat Iqbal, the Chief Executive Officer (CEO) of SBE (Pvt.) Limited
was sitting in his office thinking about the Ferrari initiative. The project had been launched
in 2002 by one of the principals of SBE, Unilever Pakistan Limited (UPL), with the key
objective of achieving a double-digit average annual sales growth through a ‘focused selling’
approach. SBE had already deployed significant resources , but the proper implementation
of the project required additional resources. Iqbal was extremely concerned about
the net impact of the project on SBE’s operations.
A
SIAN JOURNAL OF MANAGEMENT CASES, 4(2), 2007: 143–159
S
AGE PUBLICATIONS LOS ANGELES/LONDON/NEW DELHI/SINGAPORE
DOI:
10.1177/097282010700400205
Downloaded from
http://ajc.sagepub.com at K.R.E.T'S TRIDENT INSTITUTE on April 11, 2010
144 I
RFAN AMIR AND KIRAN QURESHI
A
SIAN JOURNAL OF MANAGEMENT CASES, 4(2), 2007: 143–159
C
OMPANY BACKGROUND
SBE was established in May 1991 as a partnership concern under the name of Shahzad
Brothers Establishment. It became a private limited company in 1994 and was renamed
SBE (Pvt.) Limited. It started its operations as a distributor of Unilever Pakistan for a part
of Lahore. The products distributed by SBE included a line of detergents, soaps, shampoos,
skin care, oral care (toothpaste), edible oil and tea.
SBE devoted all its resources to developing Unilever’s business in the assigned area. In
June 2004, SBE covered a total of 1,136 outlets with the help of forty-three field sales force
members and twelve vans. Of the forty-three field sales force members, twelve were sales
persons. The remaining thirty-one personnel included delivery men, drivers and loaders.
Of the total retail outlet base of 1,136, 20 per cent of the outlets were of type ‘A’, 30 per cent
of type ‘B’ and 50 per cent of type ‘C’. Outlets were categorized primarily on the basis of
weekly sales values. These values were Rs 10,000, Rs 2,000–5,000 and below Rs 2,000 for
outlets A, B, and C respectively. In order to leverage expertise and increase the revenue
base, SBE started diversifying by acquiring distribution rights from other principals.
Distribution rights for Reem Rice Mills (Pvt.) Limited were acquired in 2002, for Shakargunj
Sugar Mills Limited in 2003 and for Nirala Dairy (Pvt.) Limited in 2005. The Chief Executive
of SBE, Shaukat Iqbal, had over forty years of experience in sales and distribution. He had
worked for Unilever Pakistan Limited for over ten years and for Unilever Exports Limited,
Jeddah, for fifteen years. The SBE management team also included two of his sons, Atif
Iqbal and Mustafa Iqbal. Atif worked as a director, while Mustafa worked as a marketing
executive. The distribution was managed through a total of ninety-five marketing, sales,
finance and administrative staff; twenty-four delivery vehicles and twelve motorcycles
(see Exhibit 1 for organizational chart, and Exhibit 2 for a breakdown of total number of
personnel at SBE).
SBE was situated in the Lahore Cantonment area, about three kilometers from the
new airport. The premises covered a total area of three kanals (13,500 sq. ft.) containing
three warehouses and offices for management and staff. Two of the warehouses were
dedicated to UPL stocks and the third for products of other principals represented by SBE.
SBE was one of the six Unilever distributors selling the same categories of products in
the Lahore area. The areas covered by SBE included Rahat Bakery, Sadar, Dharampura,
cantonment markets, Mughalpura, Baghbanpura, Daroghawala, Lakhodair, Band Road,
Jallo Bazar, Barki Hudyara (rural), Airport Road, Herbunsepura and Al-Faisal Town. According
to Shaukat Iqbal, SBE had the largest geographical coverage of all the six Unilever
distributors operating in Lahore.
Downloaded from
http://ajc.sagepub.com at K.R.E.T'S TRIDENT INSTITUTE on April 11, 2010
SBE (P
VT.) LTD. 145
A
SIAN JOURNAL OF MANAGEMENT CASES, 4(2), 2007: 143–159
U
NILEVER PAKISTAN LIMITED
Unilever Pakistan was founded in 1948 as a vegetable oil factory in Rahimyar Khan,
Pakistan. UPL started operations in a small office in Karachi. It grew rapidly to become
the country’s largest Fast Moving Consumer Goods (FMCG) company. Dalda, Lifebuoy,
Surf, Lux, Sunsilk, Lipton, Supreme and Wall’s were some of the household brand names
in Pakistan being manufactured by Unilever. In June 2004, UPL had three operational
divisions—Foods, Ice Cream and Home and Personal Care. By 31 December 2004, UPL
had over 2,000 employees and sales of Rs 18.2 billion. UPL’s marketing and distribution
systems were considered state-of-the-art, emulated by other companies aspiring to excel.
Its in-house research facility reflected the company’s drive for innovation and passion
for being constantly in touch with consumer needs. In 2004, the company’s large marketing
and distribution operations included marketing and selling outlays of over Rs 43 million,
128 field sales force members, 492 distributors, over 2,000 distributor’s sales representatives
(DSRs) across the country, and 170,000 points of purchase (POPs). The overall operations
of UPL were managed by an eight-member management committee, headed by chairwoman
Musharaf Hai.
The Ferrari Project
In July 2002, UPL launched the project ‘Ferrari—Winning the Race for Growth’. The objective
of the project was to develop a new model for sales and distribution to enhance
sales growth. The UPL management was extremely concerned about low sales growth
for a number of its products.
Key Reasons Identified For Low Sales Growth
An eight-member project team was setup in January 2001 to investigate the reasons for
low sales growth. The project team examined UPL’s internal sales processes, conducted
interviews with distributors and their sales representatives, benchmarked UPL’s practice
with regard to sales and distribution with the processes of a number of other leading
companies including Nestlé Pakistan, Pakistan Tobacco Company, Procter and Gamble,
Continental Biscuits, Muller Phipps and International Brands Limited (IBL). Muller Phipps
and IBL were the leading distribution companies in the country. The preparation process
also involved conducting a census of UPL’s POPs across the country.
Downloaded from
http://ajc.sagepub.com at K.R.E.T'S TRIDENT INSTITUTE on April 11, 2010
146 I
RFAN AMIR AND KIRAN QURESHI
A
SIAN JOURNAL OF MANAGEMENT CASES, 4(2), 2007: 143–159
Based on this research the project team identified the following key reasons for the
lack of sales growth:
1. Fragmentation of sales effort: Too little time spent per retail shop. In 2002, an average
selling time of seven minutes was estimated for each sales call;
2. Lack of close supervision of DSRs; and
3. A sales organizational structure that was not elaborate enough.
Recommendations by the Project Team
The project team made the following recommendations to address the problem of low
sales growth:
1. Focus on product categories in top twenty-one towns of the country. The team
recommended that UPL’s products and product lines should be grouped under six
categories: three categories for Home and Personal Care (HPC), Spreads and Cooking
Oils Category (SCC) and Tea and Blue Band Margarine (BBM). The three HPC categories
were: Fabric Wash and Skin Cleaning, Hair Care and Oral Care and Personal
Wash and Home Care.
2. Increase the number of DSRs. There should be a closer interaction and relationship
with the POPs through decrease in DSR call rate. The average recommended rate
was thirty-five calls per DSR per day.
3. Increase in Territory Supervision Officer (TSO) to DSR ratio;
4. Restructuring of sales organization; and
5. Introduction of merchandizing ‘blitz teams’.
The team was confident that the recommendations would result in the overall benefit
of giving more time to focus on selling. That, in turn, would regenerate sales growth.
Product Category Focus
The rationale for focus on product categories stems from the difficulty in efficiently
managing a large product line on the basis of individual items. Particularly in the case of
consumer packaged goods, product category focus allows manufactures and trade (distributors
and retailers) to manage the product mix for increased sales and profits. A relatively
new phenomenon in Pakistan, product category management leverages advances in
Downloaded from
http://ajc.sagepub.com at K.R.E.T'S TRIDENT INSTITUTE on April 11, 2010
SBE (P
VT.) LTD. 147
A
SIAN JOURNAL OF MANAGEMENT CASES, 4(2), 2007: 143–159
information technology and software applications to benefit all the players (manufacturer,
distributor, retailer and customer) in the distribution management chain. The manufacturer
(principal) could aim at higher sales and profits through better merchandizing,
more focused advertising and promotional support and more distributor time and other
resources to promote the principal’s products. Similarly, the distributor’s sales and margins
could improve through a more focused deployment of the sales force and other distributor
resources, improved rapport with retail outlets and enhanced collaboration with and support
of the principal. For example, the additional support from the principal could accrue
in the form of sharing some of the recurring expenses of the distributor, more advertising
support and more close supervision and counselling. The retailers would benefit through
additional selling time spent by distributor representatives, assistance in merchandizing
and training of retailers’ sales staff. Lastly, the customers could benefit through better
merchandizing (improved display of products) and improved customer service.
Implementation and Financial Concerns
Almost two years into the Ferrari Project, both Shaukat and Atif were facing a number of
difficulties with regard to project implementation and viability. These included:
1. Outlays of additional capital and recurring expenses: The deployment of additional
resources was both at the principal and distributor ends. According to the SBE
management, the one-time capital outlays amounted to Rs 765,000. The entire expense
was on the purchase of computer hardware and handheld terminals (HHTs).
The stated expenditure was essentially part of the Ferrari project requirements to
develop a Marketing Information System (MIS) for the UPL distribution network.
Other fixed costs necessitated by the project included purchase of additional vans
and hiring of more personnel. Five additional vans of different capacity and make
were inducted into the SBE fleet. An estimated outlay on purchase of these vans
was Rs 2.2 million. All costs pertaining to computer hardware and HHTs were borne
by SBE. However, the initial cost incurred in the purchase of additional vans was
shared equally by SBE and UPL.
2. Development of a revised Permanent Journey Plan (PJP): The two major changes
emphasized by UPL with regard to the focused selling approach, namely, sales by
product category and a decrease in order booker (OB) call rate directly impacted
the PJP. The new PJP required a dedicated SBE field sales force for each of the five
Downloaded from
http://ajc.sagepub.com at K.R.E.T'S TRIDENT INSTITUTE on April 11, 2010
148 I
RFAN AMIR AND KIRAN QURESHI
A
SIAN JOURNAL OF MANAGEMENT CASES, 4(2), 2007: 143–159
product categories (SBE did not carry the Spreads and Cooking Oil Category). Furthermore,
the revised PJP also required incorporating a call rate of thirty-five shops
per field sales force for each product category (Exhibit 3). Each product category
was covered by one or more four-member field sales force teams. Each team comprised
an order booker, a delivery man, a driver and a loader.
3. Increase in operating expenses: The total average monthly compensation package
(comprising salary, bonuses, travelling expenses and vehicle depreciation) for each
member of the field sales force team was as follows:
Order Booker Rs 9,500 per month
Delivery Man/Spot Seller Rs 6,000 per month
Driver Rs 5,500 per month
Loader Rs 3,000 per month
Although the additional field sales force expenses were to be equally shared by the
distributor and UPL, the SBE management was increasingly worried about the net
impact on the profitability of their operations.
4. Trade resistance towards purchases by product category: The trade was psychologically
geared at purchasing an assortment of products from a distributor on a weekly
coverage basis. The credit cycles, where applicable, were also worked out according
to the weekly supply schedule. Furthermore, the medium and small sized retail
outlets did not have the cash resources to buy stock on a product category basis.
Making purchases following this pattern tied up their cash in a particular set of items
(product category) from a single supplier, leaving less cash to buy items from other
suppliers. This was particularly true given multiple visits from SBE’s sales team
during the week. For example, in the revised PJP the SBE sales team would visit an
outlet three times a week to cover the three HPC sub-categories. The frequency of
visits would increase further if Tea and BBM categories were also included. Given
this frequency of coverage for an outlet, the smaller outlets found it very difficult
to earmark funds for purchases from one supplier.
5. Inventory build-up at SBE: The higher frequency of visits to the outlets possibly
prompted them to purchase stocks on a ‘just-in-time’ basis. Although the project
required the SBE sales team to carry one product category per visit, in practice the
sales team often had to oblige the trade by filling orders outside the formal PJP
arrangement.
Downloaded from
http://ajc.sagepub.com at K.R.E.T'S TRIDENT INSTITUTE on April 11, 2010
SBE (P
VT.) LTD. 149
A
SIAN JOURNAL OF MANAGEMENT CASES, 4(2), 2007: 143–159
6. Underselling and cross-territory sales: The piled up inventories with Unilever distributors
forced some of them to engage in selling goods at lower distributor margins
and cross-territory sales.
7. Higher carrying and operating costs: The decline in trade inventories and more
frequent retail coverage resulted in higher carrying and operating costs that impacted
negatively on distributor margins.
In light of these concerns and difficulties, the SBE management strongly felt that the
Ferrari project implementation would result in a net decrease in distributor margins (see
Exhibit 4 for financial performance of SBE from 2000 to 2004). In 2004, the average gross
margins on HPC, Tea and BBM were 4 per cent, 3 per cent and 7 per cent respectively.
In the face of mounting problems in implementing the Ferrari project, Shaukat Iqbal
was convinced that a major revision was required in the project to make it viable for distributor
operations.
Downloaded from
http://ajc.sagepub.com at K.R.E.T'S TRIDENT INSTITUTE on April 11, 2010
150 I
RFAN AMIR AND KIRAN QURESHI
A
SIAN JOURNAL OF MANAGEMENT CASES, 4(2), 2007: 143–159
Exhibit 1
SBE (Pvt.) Ltd: The Focused Selling Approach Organizational Chart (June 2004)
Source:
Company records.
Downloaded from
http://ajc.sagepub.com at K.R.E.T'S TRIDENT INSTITUTE on April 11, 2010
SBE (P
VT.) LTD. 151
A
SIAN JOURNAL OF MANAGEMENT CASES, 4(2), 2007: 143–159
Exhibit 2
SBE (Pvt.) Ltd: The Focused Selling Approach Breakdown
of the Total Number of Personnel At SBE (June 2005)
Personnel Count
Sales Staff for Unilever
Spot seller 5
Order booker 7
Delivery man 7
Drivers 12
Loaders 12
Total Unilever Sales Staff 43
Sales Staff For Reem/Shakarganj/Nirala Dairy 25
Warehouse staff 5
Office staff 7
Other staff 7
Grand total 87
Source:
Company records.
Downloaded from
http://ajc.sagepub.com at K.R.E.T'S TRIDENT INSTITUTE on April 11, 2010
Exhibit 3
SBE (Pvt.) Ltd: The Focused Selling Approach
The Existing Permanent Journey Plan by Product Category (June 2005)
Name DSR Vehicle Mon Tue Wed Thu Fri Sat
Hair care and
oral care
Dharampura
Fabric wash and
skin cleaning
Cantt Sadar
Personal wash
and home care
Lakhodair
Hair care and
oral care
Powerhouse
Fabric wash and
skin cleaning
Ghaziabad
Personal wash
and home care
Herbunsepura
Hair care and
oral care
Haqnawaz road
Fabric wash and
skin cleaning
Daroghawalla
Personal wash
and home care
Al-Faisal Town
Hair care and
oral care
Ramgarh
Personal wash
and home care
Cantt Sadar
Hair care and
oral care
Dharampura
Fabric wash
and skin
cleaning
Powerhouse
Personal wash
and home care
Lakhodair
Hair care and
oral care
Herbunsepura
Fabric wash
and skin
cleaning
Ghaziabad
Personal wash
and home care
Daroghawalla
Hair care and
oral care
Haqnawaz road
Fabric wash
and skin
cleaning
Ramgarh
Personal wash
and home care
Al-Faisal Town
Fabric wash and
skin cleaning
Dharampura
Personal wash
and home care
Cantt Sadar
Hair care and
oral care
Lakhodair
Fabric wash and
skin cleaning
Powerhouse
Personal wash
and home care
Ghaziabad
Hair care and
oral care
Herbunsepura
Fabric wash and
skin cleaning
Haqnawaz road
Personal wash
and home care
Daroghawalla
Hair care and
oral care
Al-Faisal Town
Fabric wash and
skin cleaning
Ramgarh
Rana
Arshad
Tayyab
Ashfaq
Khurram
Yasir
Kamran
Shahid
Ahsan
Badar
Hair care and
oral care
Cantt Sadar
Fabric wash and
skin cleaning
Dharampura
Personal wash and
home care
Powerhouse
Hair care and oral
care
Lakhodair
Fabric wash and
skin cleaning
Herbunsepura
Personal wash and
home care
Ghaziabad
Hair care and
oral care
Daroghawalla
Fabric wash and
skin cleaning
Haqnawaz road
Personal wash and
home care
Ramgarh
Hair care and oral
care
Al-Faisal Town
Personal wash
and home care
Dharampura
Hair care and
oral care
Cantt Sadar
Fabric wash and
skin cleaning
Lakhodair
Personal wash
and home care
Powerhouse
Hair care and
oral care
Ghaziabad
Fabric wash and
skin cleaning
Herbunsepura
Personal wash
and home care
Haqnawaz road
Hair care and
oral care
Daroghawalla
Fabric wash and
skin cleaning
Al-Faisal Town
Personal wash
and home care
Ramgarh
OB
∗
DM
∗∗
OB
DM
OB
DM
OB
DM
OB
DM
Motorcycle
Pickup
Motorcycle
Pickup
Motorcycle
Pickup
Motorcycle
Pickup
Motorcycle
Pickup
Fabric wash and
skin cleaning
Cantt Sadar
Personal wash
and home care
Dharampura
Hair care and
oral care
Powerhouse
Fabric wash and
skin cleaning
Lakhodair
Personal wash
and home care
Herbunsepura
Hair care and
oral care
Ghaziabad
Fabric wash and
skin cleaning
Daroghawalla
Personal wash
and home care
Haqnawaz road
Hair care and
oral care
Ramgarh
Fabric wash and
skin cleaning
Al-Faisal Town
(
Exhibit 3 contd )
Downloaded from
http://ajc.sagepub.com at K.R.E.T'S TRIDENT INSTITUTE on April 11, 2010
(
Exhibit 3 contd )
(
Exhibit 3 contd )
Fabric wash and
skin cleaning
Barki Hudyara
Hair care and
oral care
Jallo
HPC-all
categories
Gulistan Colony
HPC-all
categories
Mian Meer D/
Pura Gausia
Colony Al-faisal
Personal wash
and home care
GT Road
Tea
Bahar Shah Rd/
Altaf & Ghausia
Colony
TEA
Souhwari
Tea
Ramgarh
Fabric wash and
skin cleaning
Jallo
Fabric wash and
skin cleaning
Barki Hudyara
HPC-all
categories
Singh &
Baghbanpura
Lakhodair
HPC-all
categories
Gulistan Colony
Fabric wash and
skin cleaning
Gunj Bazar
Tea
Mian Meer
TEA
Dras Road
Tea
Fathe Garh/
Taj Pura
Personal wash and
home care
Barki Hudyara
Fabric wash and
skin cleaning
Jallo
HPC-all categories
Gulshan Park
Hameed &
Rasheed Pura
Souhwari
HPC-all categories
Singh &
Baghbanpura
Lakhodair
Hair care and oral
care
GT Road
Tea
Gulistan Colony
TEA
Powerhouse
Tea
Herbuncepura
Waseem
Yasin
Tallat
Asim
Sanaullah
Yaqub
Nawaz
Yasir
Yasin
OB
DM
OB
DM
SS
∗∗∗
SS
SS
SS
DM/SS
Motorcycle
Shehzore
Motorcycle
Pickup
Shehzore
Kia Ceres
Kia Ceres
Kia Ceres
Shehzore
Personal wash
and home care
Jallo
Personal wash
and home care
Barki Hudyara
HPC-all
categories
Wara Sattar
Peer Naseer
Jallo Pind
HPC-all
categories
Gulshan Park
Hameed &
Rasheed Pura
Souhwari
Personal wash
and home care
Gunj Bazar
Tea
Cantt Sadar
TEA
Haq Nawaz
Road
Tea
GT Road/
Sabzi Mandi
Tea
Barki Hudyara
Hair care and
oral care
Barki Hudyara
Personal wash
and home care
Jallo
HPC-all
categories
Nizam Abad
HPC-all
categories
Wara Sattar
Peer Naseer
Jallo Pind
Fabric wash
and skin
cleaning
GT Road
Tea
Al-Faisal Town
TEA
Daroghawalla
Tea
Ghazi Road
Tea
Jallo
Hair care and
oral care
Jallo
Hair care and
oral care
Barki Hudyara
HPC-all
categories
Mian Meer D/
Pura Gausia
Colony Al-faisal
HPC-all
categories
Nizam Abad
Hair care and
oral care
Gunj Bazar
Tea
Dharampura
TEA
Lakhodair
Tea
Gunj Bazar
Name DSR Vehicle Mon Tue Wed Thu Fri Sat
Downloaded from
http://ajc.sagepub.com at K.R.E.T'S TRIDENT INSTITUTE on April 11, 2010
BBM
Name DSR Vehicle Mon Tue Wed Thu Fri Sat
Habib SS Pickup BBM BBM BBM BBM BBM BBM
Al-Faisal Town Saddar Daroghawalla GT Road Powerhouse Gunj Bazar
Ghaziabad Dharampura Herbuncepura Link Road Souhwari Ramgarh
Nizam Abad
Source:
Company records.
Notes:
The above PJP does not cover the Spreads and Cooking Oils Category (SCC).
Sanaullah is a Spot Seller and sells to wholesalers.
Tallat and Asim sell the whole range of HPC products to C and D class retailers.
Yasin carries two categories HPC and Tea.
∗
Order booker
∗∗
Delivery man
(
Exhibit 3 contd )
Downloaded from
http://ajc.sagepub.com at K.R.E.T'S TRIDENT INSTITUTE on April 11, 2010
Exhibit 4
SBE (Pvt.) Ltd: The Focused Selling Approach
Financial Performance of SBE By Product and Customer Category 2000–2004
(All Figures in Rupees ‘000)
2000
HPC TEA BBM
A B C Total A B C Total A B C Total Total
January 4,626 6,168 4,626 15,421 4,319 3,239 3,239 10,798 132 79 53 265 26,484
February 1,262 1,682 1,262 4,206 3,119 2,340 2,340 7,799 81 49 32 162 12,166
March 1,262 1,682 1,262 4,206 2,880 2,160 2,160 7,199 96 57 38 191 11,596
April 1,682 2,243 1,682 5,608 1,920 1,440 1,440 4,799 88 53 35 177 10,583
May 3,785 5,047 3,785 12,617 2,640 1,980 1,980 6,599 37 22 15 74 19,290
June 4,206 5,608 4,206 14,019 1,440 1,080 1,080 3,599 44 26 18 88 17,707
July 4,626 6,168 4,626 15,421 720 540 540 1,800 59 35 24 118 17,338
August 3,785 5,047 3,785 12,617 1,200 900 900 2,999 66 40 26 132 15,749
September 2,523 3,365 2,523 8,411 1,440 1,080 1,080 3,599 22 13 9 44 12,055
October 2,523 3,365 2,523 8,411 1,920 1,440 1,440 4,799 15 9 6 29 13,240
November 5,467 7,290 5,467 18,225 960 720 720 2,400 37 22 15 74 20,698
December 6,309 8,411 6,309 21,029 1,440 1,080 1,080 3,599 59 35 24 118 24,746
Total 42,057 56,076 42,057 140,191 23,996 17,997 17,997 59,990 736 441 294 1,471 201,652
(
Exhibit 4 contd )
Downloaded from
http://ajc.sagepub.com at K.R.E.T'S TRIDENT INSTITUTE on April 11, 2010
2001
HPC TEA BBM
A B C Total A B C Total A B C Total Total
January 5,783 7,711 5,783 19,276 5,399 4,049 4,049 13,498 147 88 59 294 33,068
February 1,577 2,103 1,577 5,257 3,899 2,925 2,925 9,748 90 54 36 180 15,185
March 1,577 2,103 1,577 5,257 3,599 2,700 2,700 8,998 106 64 43 212 14,468
April 2,103 2,804 2,103 7,010 2,400 1,800 1,800 5,999 98 59 39 196 13,205
May 4,731 6,309 4,731 15,771 3,299 2,475 2,475 8,249 41 25 16 82 24,102
June 5,257 7,010 5,257 17,524 1,800 1,350 1,350 4,499 49 29 20 98 22,121
July 5,783 7,711 5,783 19,276 900 675 675 2,250 65 39 26 131 21,657
August 4,731 6,309 4,731 15,771 1,500 1,125 1,125 3,749 74 44 29 147 19,668
September 3,154 4,206 3,154 10,514 1,800 1,350 1,350 4,499 25 15 10 49 15,063
October 3,154 4,206 3,154 10,514 2,400 1,800 1,800 5,999 16 10 7 33 16,546
November 6,834 9,112 6,834 22,781 1,200 900 900 2,999 41 25 16 82 25,862
December 7,886 10,514 7,886 26,286 1,800 1,350 1,350 4,499 65 39 26 131 30,916
Total 52,572 70,096 52,572 175,239 29,995 22,496 22,496 74,987 817 490 327 1,635 251,861
(
Exhibit 4 contd )
(
Exhibit 4 contd )
Downloaded from
http://ajc.sagepub.com at K.R.E.T'S TRIDENT INSTITUTE on April 11, 2010
2002
HPC TEA BBM
A B C Total A B C Total A B C Total Total
January 6,004 8,006 6,004 20,014 5,406 4,054 4,054 13,515 173 104 69 346 33,875
February 1,638 2,183 1,638 5,458 3,904 2,928 2,928 9,761 106 63 42 212 15,430
March 1,638 2,183 1,638 5,458 3,604 2,703 2,703 9,010 125 75 50 250 14,718
April 2,183 2,911 2,183 7,278 2,403 1,802 1,802 6,006 115 69 46 231 13,515
May 4,913 6,550 4,913 16,375 3,304 2,478 2,478 8,259 48 29 19 96 24,730
June 5,458 7,278 5,458 18,195 1,802 1,351 1,351 4,505 58 35 23 115 22,815
July 6,004 8,006 6,004 20,014 901 676 676 2,252 77 46 31 154 22,420
August 4,913 6,550 4,913 16,375 1,502 1,126 1,126 3,754 87 52 35 173 20,302
September 3,275 4,367 3,275 10,917 1,802 1,351 1,351 4,505 29 17 12 58 15,479
October 3,275 4,367 3,275 10,917 2,403 1,802 1,802 6,006 19 12 8 38 16,962
November 7,096 9,461 7,096 23,653 1,201 901 901 3,003 48 29 19 96 26,752
December 8,188 10,917 8,188 27,292 1,802 1,351 1,351 4,505 77 46 31 154 31,950
Total 54,584 72,778 54,584 181,945 30,032 22,524 22,524 75,081 962 577 385 1,923 258,949
(
Exhibit 4 contd )
(
Exhibit 4 contd )
Downloaded from
http://ajc.sagepub.com at K.R.E.T'S TRIDENT INSTITUTE on April 11, 2010
2003
HPC TEA BBM
A B C Total A B C Total A B C Total Total
January 3,005 4,006 3,005 10,015 2,959 2,220 2,220 7,399 70 42 28 139 17,553
February 3,946 5,261 3,946 13,152 2,194 1,645 1,645 5,484 63 38 25 127 18,763
March 4,209 5,612 4,209 14,029 2,452 1,839 1,839 6,131 67 40 27 134 20,294
April 2,276 3,034 2,276 7,586 1,704 1,278 1,278 4,261 72 43 29 144 11,990
May 3,286 4,382 3,286 10,955 1,653 1,239 1,239 4,132 95 57 38 191 15,277
June 3,557 4,743 3,557 11,858 2,270 1,702 1,702 5,674 88 53 35 176 17,708
July 2,209 2,945 2,209 7,363 1,247 936 936 3,119 110 66 44 220 10,701
August 3,717 4,955 3,717 12,389 1,989 1,492 1,492 4,973 116 69 46 231 17,593
September 5,011 6,682 5,011 16,705 2,786 2,089 2,089 6,964 134 81 54 269 23,938
October 7,006 9,341 7,006 23,352 4,194 3,146 3,146 10,486 93 56 37 187 34,025
November 5,455 7,273 5,455 18,183 2,224 1,668 1,668 5,559 71 42 28 142 23,883
December 5,378 7,170 5,378 17,925 4,419 3,314 3,314 11,046 89 53 36 178 29,149
Total 49,053 65,404 49,053 163,510 30,091 22,568 22,568 75,228 1,068 641 427 2,137 240,875
(
Exhibit 4 contd )
(
Exhibit 4 contd )
Downloaded from
http://ajc.sagepub.com at K.R.E.T'S TRIDENT INSTITUTE on April 11, 2010
2004
HPC TEA BBM
A B C Total A B C Total A B C Total Total
January 1,770 2,360 1,770 5,901 2,454 1,840 1,840 6,134 89 53 35 177 12,213
February 2,492 3,322 2,492 8,305 1,478 1,109 1,109 3,696 84 51 34 169 12,170
March 4,373 5,830 4,373 14,575 2,624 1,968 1,968 6,560 103 62 41 207 21,343
April 3,680 4,907 3,680 12,268 2,620 1,965 1,965 6,551 108 65 43 216 19,035
May 3,464 4,618 3,464 11,546 1,781 1,336 1,336 4,453 109 65 44 218 16,217
June 4,229 5,638 4,229 14,095 1,258 943 943 3,145 103 62 41 205 17,445
July 4,302 5,736 4,302 14,341 1,622 1,217 1,217 4,056 129 78 52 259 18,656
August 4,645 6,193 4,645 15,484 2,107 1,580 1,580 5,267 135 81 54 269 21,020
September 4,422 5,896 4,422 14,740 1,768 1,326 1,326 4,420 139 83 56 278 19,438
October 3,645 4,860 3,645 12,150 2,024 1,518 1,518 5,059 103 62 41 206 17,415
November 4,502 6,003 4,502 15,008 2,298 1,723 1,723 5,744 96 57 38 191 20,943
December 2,696 3,595 2,696 8,988 2,086 1,564 1,564 5,214 125 75 50 250 14,452
Total 44,220 58,961 44,220 147,402 24,120 18,090 18,090 60,300 1,323 794 529 2,645 210,347
Source:
Company records.
Notes:
A,B,C: Customer categories
(
Exhibit 4 contd )Downloaded from http://ajc.sagepub.com at K.R.E.T'S TRIDENT INSTITUTE on April 11, 2010
No comments:
Post a Comment