1.

0 INTRODUCTION
Name of the Company
Nature of Business
Industry Profile
Location of the Business

:
:
:
:

Fast Vending Sdn. Bhd.

Products and services.
Food and Beverage Industry.
Desa Palma Apartment, Putra Nilai, 71800 Nilai,

Date of Business Commencement

:
Factors in selecting the proposed business:
Future prospects of the business
:

Negeri Sembilan.
31st January 2016.
Large amount of potential customers.
After three (3) years, enlarge the business around
Malaysia.

2.0 PURPOSE AND OBJECTIVES

Purpose

Obtaining working capital loan from RHB Bank for the amount of RM50 000 and
RM10000 from each core member of the Fast Vending Company.

Objectives

Directly place 20 vending machines which will be operated in hospitals, higher

learning institutions and universities chosen in Negeri Sembilan.

Achieve at least RM150 000 in sales revenue per annum.
Growing our sales revenue by 5% in our directly operated vending machines for the
following years.

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2.1 Mission Statement

Fast Vending Companys mission is to be the market leader in introducing innovative,
creative and high quality of vending machines by creating excellent relationship with the
customers, we will meet the customers want and needs whenever we can, and we will add
value to our company by maintaining a friendly, familiar work environment and practicing
the social responsibility.

2.2 Vision Statement

To sustain the stability and finance future growth, the Fast Vending Company will secure the
sufficient profits from free cash flow from business operations.

2.3 Keys to Success

As a start-up company which is new in the industry and introducing the innovative (unique)
products, we must be focused and work hard to create acceptance for ourselves and our
products within the marketplace. The keys to our success are:

The quality of our customer services and support, recognizing that Fast Vendings
success highly depends on the relationships with consumers, which has created a good

customer relations.
High quality of products and innovative technology which is able to expand in t5he

existing market and create new value for our customers.

Steady and disciplined pattern to growth.
High population of potential customers and keeping them happy in consuming our
products.

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3.0 INDUSTRY ANALYSIS

Industry: Food and Beverage Industry.

Threat of New Entry (Low):

-Small amount of capital needed
to start up the business.

Rivalry among Competitors

(Medium):

Threat of New Entry

-Small number of market

player in the industry.

-First-mover advantage by
introducing new concept of
business within the existing
market.

-Incur lower cost to engage

with the customers.
-The differences of providing
the product towards the
customers.

Bargaining Power of Supplier

Rivalry among
Competitors

Bargaining Power of Buyer

Supplier Power (Low):

Buyer Power (Medium):

-Large number of suppliers in

the industry.

-Small number of markets which are

offering vending noodles.

-Low cost of switching.

-Large amount of population or

target market (both local and
international students).

-Suppliers have small power in

the industry.

Threat of Substitute (High):

-Moderate of switching cost.

Threat of Substitute

-Customers have limited place of

getting the product directly.

-It is high of substitute products but its few number of

firms are involved in the market.
-Selling are likely similar with the product line.

Figure 1: Porters Five Forces for the Fast Vending in the Industry

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3.1 Competitor Analysis

Table 3.1: Competitive Analysis Grid for Fast Vending Company
Name
Product Features
Brand-name

7- Eleven

Recognition
Compatibility

KK Mart

99 Speedmart

Fast Vending

products with
popular platforms
Access to

distribution
channels
Ease to use
Reasonable Price
Marketing support
Quality of

customer service

Major competitor: 99 SpeedMart Sdn. Bhd.

Competitive Comparison:
Both the food & beverage and vending industries are highly competitive. Price, Return on
Investment (RoI), reliability, and customer service are the factors most effecting a buyer
decision.
99 SpeedMard is a market player in the industry which is well known by the customers in
term of its product features, brand name, quality of its customer service, and the price of its
product. But there are a number of similar multi-line machines on the market today.
Besides, there are many name brand companies with vending machines in the market. We
will focus on creating a niche market for our innovative machines, to compete with the large
more recognizable names. By being first to market, we have unique opportunities to brand
ourselves and our machines.

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We will offer the customers a quality product at prices below the prevailing market rates. Our
machines also enjoy distinctive packaging that will compete favourably with the products
currently in the market.
We will also be the first to market a fully automated line of serving noodles. Currently, the
noodles on the market require the food service being served manually, where ours are
automatically served.
Our express noodle machine maker (cooker) will compete aggressively with the existing
market players in the industry. Our machines also will offer the pre-packaged noodles pod
which will be a cost savings to the end user. We will also compete with an aggressive pricing
strategy.

5 | Page

4.0 COMPANY BACKGROUND

Name of the Company
:
Business Address
:
Correspondence Address :
Telephone Number
:
Form of Business
:
Main Activity of Activities:
Date of Commencement :
Date of Registration
:
Registration Number
:
Name of Bank
:
Bank Account Number :

Fast Vending Sdn Bhd.

Desa Palma Apartment, Putra Nilai, 71800 Nilai, Negeri Sembilan.
www.fastvending.com.my / fastvending@outlook.com.
06-850 8888
Corporation (Private Limited Company).
Selling noodles by using vending machine.
31st January 2016.
21st December 2015.
661719-V
RHB Bank
2-03051-30000-363

6 | Page

4.1 Owners/Partners Background

Name

IC No.

1)Daniel
920630Paramasiva 01-6683
m

Address

Correspondence
address

Tel.
No.

No 57 Jalan
Perubatan
4,
Taman
Universiti,
Johor
Kampung
Baharu, Kota
Kinabalu,
Sabah

danny.sivam@gmail.co
m

016750
3015

2)Algier
Baselmann
Bosimin

89101049-6673

3)Arman
Jul

94011912-5821

4)Lawal
Taiwo
Adedamola

A030755 Desa
Palma, lawal@hotmail.com
55
Block F-07-11,
Nilai,
Negeri
Sembilan

Status Academic
Qualificatio
ns
30 June 24
Single Degree
in
1992
year
Accounting
s
and Finance

Course
Attended

10
Octobe
r 1989

26
Single
year
s

Attended
seminar for
marketing
management

019534
4762

19
Januar
y 1994

22
Engag
year e
s

0112543
7886

27
25
Single
Februa year
ry 1990 s

algier.bosimin@gmail.co 016m
839
7824

KampungWaku armanjul94@yahoo.com
ba, P/S 61732,
91027 Tawau,
Sabah

Date of Age
birth

Degree
in
Hospitality
and
Business
Managemen
t
Degree in
Business
Administrati
on

Participate in
leadership
skills
workshop

Build up a
business

Degree
in Attended latest
Information technology
and
conference
Technology

7 | Page

5)Nkonjera
Fleming
Fika

ZN12345
6

Desa Palma,
Block D-05-01,
Nilai, Negeri
Sembilan

nkonjerafleming@gmail. 017com
992
5015

10
August
1989

26
Marrie Bachelor of Workshop for
year d
Arts Honors financial
s
in
management
Accounting
and Finance/
ACCA

8 | Page

5.0 LOCATION

Figure 2: Location of Desa Palma Apartments

Our office is located at Desa Palma Apartment, Nilai. The location is convenient for the team
due to the usage of fibre-optic cables which helps for high internet speeds. High internet
speeds helps the team with the business operations as well as a means to easily reach out to
customers. The locations also can be classified as centralized, as it is located nearby many
potential customers such as Nilai University, Inti University, Legenda College, Manipal
International University, USIM as well as hospitals such as Nilai Medical Centre.
Stakeholders can easily reach the main office due to easily identified landmarks.
Our products are also placed at universities and hospitals which close to the companys main
office. Therefore, in case of emergency or maintenance, the team can reach the place
immediately without any delay. Thus, the area is a strategic location to conduct the business.

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6.0 ORGANIZATIONAL CHART

CEO

FinanceMana
ger

Sales
Manager

Marketing
Manager

Operational
Manager

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Position
CEO
Finance Manager
Sales Manager
Marketing Manager
Operational Manager

Name
Daniel Paramasivam
Nkonjera Fleming Fika
Arman Jul
Algier Baselmann Bosimin
Lawal Taiwo Adedamola

Table 6.1 (a) Position and the number of staff

Position
Finance Manager
Sales Manager
Marketing Manager
Operational Manager
Administrative Clerk

Number of staff
1
1
1
1
1

Table 6.1 (b) Schedule of tasks and responsibilities

Position
Finance Manager

Main tasks
Finance Manager required raising funds
and managing the company financial
stability.
They have to reserve sufficient reserve
saving to overcome financial issue and
illiquidity occurs.
Finance Manager needs to decide the
ratio between debts, equity and
maintain a good balance between it.
Finance Manager also needs to plan for
survival and sustenance of
organizations.

Sales Manager

Marketing Manager

A sales manager is responsible

for meeting the sales targets of the
organization through effective planning
and budgeting.

Sales managers duty to map potential

customers and generate leads for the
organization.
Marketing managers focused mainly on
the practical application and
management of an organization's
marketing operations.

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Operational Manager

Administrative Clerk

Marketing managers have to be

efficient and effective in performing
especially excellent communication and
analytical skills
They have to engage with the public for
promoting their products
Operations managers have to managing
both raw materials and personnel.
Oversight of inventory, purchasing and
supplies is central to the job.
Overseeing assignment of employees
and planning staff development.
Engage in execute the business
productions with end good result.
Responsible for maintaining day to day
financial, accounting, administrative
and personnel services in order to meet
legislative requirements and support
municipal operations.

Table 6.1 (c) Remuneration for Administrative Staff

Position

No.

Monthly

EPF

SOCSO

Amount

Salary (RM)

Contribution

(2%)

(RM)

(RM)
90
79
54
35

4950
4291
2970
1925

20

1100

Finance Manager
Sales Manager
Marketing Manager
Operational

1
1
1
1

4500
3900
2700
1750

(8%) (RM)
360
312
216
140

Manager
Administrative Clerk

1000

80

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Table 6.1 (d) List of Furniture, Fittings and Equipment

Item

Quantity

Price/per Unit

Total (RM)

(RM)
Office Sofa
Personal

2 sets
2 sets

1800
3000

3600
6000

Computers
Mobile phone
Internet and

4 units
2 units

800
350

3200
700

line
Printer
Water dispenser
Executive table

1 units
1 units
1 sets ( 1 table &

450
700
500

450
700
500

and chair
Meeting table

6 chairs )
1 sets ( 1 table &

1400

1400

and chairs
First aid kit
Multipurpose

12 chairs )
1 unit
2 unit

40
130

40
260

cabinet
Air conditioner
Fire extinguisher
Dustbin
Total

2 unit
2 unit
1 unit

60
130
25

120
260
25
17,255

telephone land

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7.0 MARKETING PLAN

Fast Vending Sdn. Bhd. operations will center on marketing and image plans.
The concept works by selling instant Ramen noodles in vending machines with inbuilt

water heater and separate dispensers for different flavors.

Placed in hospitals, universities, colleges, and any higher learning institutions.
Same concept with convenience store which is fulfilling customers' on-the-spot needs.

7.1 Target Market Segmentation, Targeting and Positioning

Segmentation is the process of grouping people or organizations within a market

according to similar needs, characteristics, or behaviors

Targeting is the actual selection of the segment you want to serve the target market is
the group of people or organizations whose needs a product is specifically designed to

satisfy
Positioning is the use of marketing to enable people to form a mental image of your
product in their minds (relative to other products)

Table 7.1 Target Market Segmentation, Targeting, Positioning and Differentiation

Segmentation

Targeting

Positioning

Differentiation

Age

Students

Fast to Prepare

Taste

Good to Eat

Flavours

2-Minute Noodles

Packaging

Eating Habits

Lifestyles

Fast Paced Working

People

Night Staff

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7.1.1 Bases for Segmenting Consumer Markets

a) Geographic Segmentation
Division of the market into different geographical units such as nations, cities, states, regions,
neighbourhood, etc.

Region : Negri Sembilan

City : Major cities such as Seremban, Nilai, Mantin and Port Dickson
Rural : Urban and semi urban areas

b) Demographic Segmentation
The market is divided on the basis of variables such as age, family size, family life cycle,
gender, income, occupation, education, religion etc. Demographic variables are easy to
measure and are directly associated with customer.
c) Behavioural Segmentation
Buyers are divided on the basis of their knowledge of attitude toward, use of, or response to a
product. The behavioural variables are as follows:

Usage rate
Loyalty status
Readiness stage
Attitude toward product

: Light, Medium, Heavy

: None, Medium, Strong, Absolute
: Unaware, Aware, Informed, Desirous, Intend to buy
: Enthusiastic, Positive, Indifferent, Negative

7.1.2 Target Segment

Instant noodles are already associated with convenience and taste and are currently accepted
as a valid filling snack between meals. Fast Vending Sdn. Bhd. will continue to leverage its
brand equity and target the following segments for this product.
a) Students: The studying age segment though not traditionally targeted specifically has
been devouring Maggi 2 minute noodles. The proposition of convenience of cooking
as well as that of a tasty filling snack attracts this segment which due to erratic
schedules keeps missing their regular meals.
b) Fast Paced working people: Fast Vending Sdn. Bhd. also targeted this segment
people because they were the one who needs refreshment time to time because of
hectic schedules and constant job demands.
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c) Night Staff: Security staff or late night shift staffs are also considered by the team
because these people require a quick source of consumable energy which provides
strength and vitality to stay alert during the wee hours of midnight to dawn.
7.1.3 Positioning
Fast Vending Sdn. Bhd. will pursue its positioning of convenience, fast to prepare and good
to eat. To combat the traditional perception that the product is a junk food and that
overconsumption could lead to health concerns such as pimples and indigestion, producers
will continue to increase product variety and flavours, and introduce healthier noodles.
Fast Vending Sdn. Bhd. will have to deal with the negative perception of instant noodles has
of being unhealthy in an increasingly health conscious market, a major threat in the current
scenario. This problem can be solved by positioning instant noodles as a meal with nutritional
value.
Ansoffs Matrix: Market Development

Entering a new market targeting hospitals, universities and higher learning institutions

with existing products

Specialize in providing instant noodles in a relatively new market in Negri Sembilan
Competency: Relatively low price noodles, easily accessible kiosks within hospitals
and campuses, user-friendly webpage (assessed from tablets or phones at any time or
anyplace)

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7.2 Marketing Mix

A mixture of several ideas and plans followed by a marketing representative to promote a
particular product or brand is called marketing mix.
The marketers task is to device marketing activities and assembles fully integrated marketing
programs to create, communicate, and deliver value for consumers. Marketing activities come
in all forms. McCarthy (1964) classified these activities as marketing mix tools of four broad
kinds, which he called the four Ps of marketing; product, price, place and promotion.
7.2.1 Product
Fast Vending Sdn. Bhd.s vending machine incorporates vending machine technology with
instant noodles. The vending machine is fully equipped with hot water and disposable bowls,
and will be dispense instant noodles day or night.
As a start-up company, the team decided to only provide five types of instant noodles to
eliminate wastage while providing substantial choices for customers.

Table 7.2.1 Products of Fast Vending Sdn. Bhd.

Instant Noodle

Illustration

MyKuali Penang Hokkien Prawn Noodle

Mamee Chef Gold Recipe Mi Kari Seribu

Rasa

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Prima Taste Singapore Laksa La Mian

Indomie Mi Instan Mi Goreng Rendang

Paldo Kokomen Spicy Chicken Flavor

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7.2.2 Price
Our pricing is developed based on cost-based pricing which will take into account variable
and fixed cost incurred from business operations. The cost-based pricing strategy take into
consideration of the direct material cost, direct labour cost, and overhead costs for the
product, and add to it a mark-up percentage which is the profit margin that is planned to gain.

Our products which are instant ramen noodles will cost RM 50 for 100 packages.
All of the noodles provided will be priced at RM 1.00 per bowl.

Table 7.2.2 Price of Instant Noodles per bowl

Instant Noodles

Bowl Size (Grams)

Price (RM)

MyKuali Penang Hokkien Prawn Noodle

105 gm

1.00

94 gm

1.00

Prima Taste Singapore Laksa La Mian

85 gm

1.00

Indomie Mi Instan Mi Goreng Rendang

80 gm

1.00

Paldo Kokomen Spicy Chicken Flavor

120 gm

1.00

Mamee Chef Gold Recipe Mi Kari Seribu

Rasa

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7.2.3 Place
Place refers to the location where the products are available and can be sold or purchased.
Buyers can purchase products either from physical markets or from virtual markets.
Fast Vending Sdn Bhd. has a well-established distribution network as shown in the figure
below:

Figure 3 Fast Vending Sdn. Bhd. Distribution Network

From Figure 3 it is shown that the distribution network is well spread almost everywhere in
Negri Sembilan, as it is easily available in all local hospitals, universities and higher learning
institutions.
In order to strengthen the distribution, Fast Vending Sdn. Bhd. will expand its market
throughout Malaysia after it has established itself as a successful business venture. Thus this
can be one of the way by which they can increase its volume of sales.
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7.2.4 Promotion
Fast Vending Sdn. Bhd. will achieve its sales targets through a combination of relationship
building and aggressive pricing. Our initial targets will be universities and distributors who
have the capital to invest in our machines. We will continue to participate in industry trade
shows and expand our advertising budget when the funds become available. Concurrent with
this strategy, we will establish relationships with larger brand name companies to become a
supplier of choice.
a) Weekly Special Promotion
Setting a poster in front of the vending machine and post the news in the
companys official website
Notify Facebook fan page which product is on promotion.
b) Online Advertising
According to Kitchen and Pelsmacker (2004), the internet has become a powerful

advertising tool since the introduction of online marketing in the 20th century.
Requires the need for our company to procure an official website.
Beneficial for Fast Vending Sdn. Bhd. as we can easily get feedback and interact

with customers.
c) Flyers
Print and distribute flyers within certain location, such as hospital car parks,

campuses and student apartments.

Able to create awareness of the services and products offered by Fast Vending

Sdn. Bhd.
Flyers will contain product categories and also locations in order to reach our
target market effectively.

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7.3 Profit / Sales Goals

The team aims to make a profit of RM 318,623.00 by December from the first year of
operation. Although theres a deficit of RM 62,333.00 in cash during the month of December,
it is due to the yearly tax payable therefore only causing a deficit for that one occasion.

7.3.1 Average Sales Projection

Monthly purchases from customers are expected to be around 2400 purchases on the

first year.
With products priced at RM 1.00 per package, first month of sales is expected at RM

48,000 (RM 1 x 2400 purchases x 20 locations).

First year monthly sales are expected to increase as shown in the table below.
The second year sales are expected to be at RM 730,861 as well as an increase of

purchases at RM 121,810.
Third year sales are expected to be at RM 752,787 with an increase in inventory

purchases at RM 125,465
Refer to Appendix for calculations

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7.3.2 Projected Numbers

Table 7.3.2 (a): Fast Vending Sdn. Bhd. Sales Projection for year 2016 (Monthly) and
Year 2017 and 2018
SALES PROJECTION
Month 1
48,000
Month 2
48,960
Month 3
50,428.80
Month 4
51,437
Month 5
55,037.99
Month 6
56,139
Month 7
57,822.91
Month 8
60,714
Month 9
62,535.48
Month 10
65,037
Month 11
68,939.12
Month 12
71,007
Total Year 1
696,059
ToTal Year 2
730,861.62
Total Year 3
752,787

Table 7.3.2 (b): Fast Vending Sdn. Bhd. Purchase Projection for year 2016 (Monthly)
and Year 2017 and 2018
PURCHASE PROJECTION
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
Total Year 1
ToTal Year 2
Total Year 3

8,000
8,160
8,404.80
8,573
9,173.00
9,356
9,637.15
10,119
10,422.58
10,839
11,489.85
11,835
116,010
121,810.27
125,465

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Table 7.3.2 (c): Marketing Budget

MARKETING BUDGET
Fixed
Assets

Particulars

Monthly
Exp.

Others

Total

Fixed Assets
Vending Machines

120,000

120,000

Vehicle

10,000

10,000

Working Capital
Bank Loan

1,450

1,450

Pre-Operations & Other Expenditure

Other Expenditure

1,000

Deposit (rent, utilities, etc.)

10,000

10,000

Business Registration & Licences

Insurance & Road Tax for Motor
Vehicle

100

100

2,500

2,500

Other Pre-Operations Expenditure

1,000

1,000

14,600

145,050

Total

130,000

1,450

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7.4 Distribution Channel

For the vending machine rental service, customer can reach us directly by telephone, e-mail
or visit Fast Vending Sdn. Bhd.s official website.

Fast Vending Sdn. Bhd. would purchase a variety of product directly from a single

supplier and place them in vending machine for customer to purchase.

Besides being able to easily monitor and operate the business, the direct distributing

channel is simple and efficient.

It also assists in eliminating extra cost and expenditure since intermediaries are not

required.
By replenishing stock at the lowest affordable cost, the implementation of low pricing
strategy can be withheld.

The team decided on using direct distribution channel after considering the characteristic of
our companys product and target market. The team also considered elements in the selection
of direct distribution channel. The characteristic of our product is considered to be a daily
consumable product therefore, making the accessibility and availability of the product
significant. Customers require the presence of the product during rush hour of meal time in
easily accessible kiosks.

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8.0 FINANCIAL PLAN

Table 8.0 (a) Pro Forma Statement
Fast Vending Sdn. Bhd.
PRODUCTION COST PRO-FORMA STATEMENT
Year 1
Raw Materials
Opening Stock
Current Year Purchases
Ending Stock
Raw Materials Used
Carriage Inwards
Salaries, EPF & SOCSO
Factory Overhead
Depreciation of Fixed
assets (Operations)

Total Factory Overhead

Production Cost

Year 2

Year 3

0
116,010

121,810

125,465

116,010

121,810

125,465

116,010
150,000

121,810
150,000

125,465
150,000

266,010

271,810

275,465

The company shows profits for all three years since commencing the business.

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Table 8.0 (b) Pro Forma Income Statement

Fast Vending Sdn. Bhd.
PRO-FORMA INCOME STATEMENT

Sales
Less: Cost of Sales
Opening Stock of
Finished Goods
Production Cost
less: Ending Stock of
Finished Goods

Gross Profit
Less: Enpenditure
Administrative
Expenditure
Marketing Expenditure
Other Expenditure
Business Registration &
Licences
Insurance & Road Tax for
Motor Vehicle
Other Pre-Operations
Expenditure
Interest on Hire-Purchase
Interest on Loan
Depreciation of Fixed
Assets
Total Expenditure
Net Profit Before Tax
Tax
Net Profit After Tax
Accumulated Net Profit

Year 1
696,059

Year 2
730,862

Year 3
752,787

266,010

271,810

275,465

0
266,010
430,049

0
271,810
459,051

0
275,465
477,323

17,400
1,000

17,400
1,000

17,400
1,000

2,500

2,500

9,160

7,328

5,496

26,000

26,000

26,000

57,160
372,889
104,409
268,480
268,480

54,228
404,823
113,350
291,473
559,952

52,396
424,927
118,979
305,947
865,900

100
2,500
1,000

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Table 8.0 (c) Pro Forma Balance Sheet

Fast Vending Sdn. Bhd.
PRO-FORMA BALANCE SHEET
Year 1

Year 2

Year 3

ASSETS
Fixed Assets (Book
Value)
Land & Building

Vending Machines
Vehicle

Current Assets
Stock of Raw Materials
Stock of Finished Goods
Accounts Receivable
Cash Balance
Other Assets
Deposit
TOTAL ASSETS
Owners' Equity
Capital
Accumulated Profit
Long Term Liabilities
Loan Balance
Hire-Purchase Balance
Current Liabilities
Accounts Payable
TOTAL EQUITY &
LIABILITIES

96,000
8,000

72,000
6,000

48,000
4,000

104,000

78,000

52,000

318,623
318,623

605,255
605,255

904,216
904,216

10,000

10,000

10,000

432,623

693,255

966,216

268,480
268,480

559,952
559,952

865,900
865,900

146,564

109,923

73,282

146,564

109,923

73,282

17,579

23,380

27,034

432,623

693,255

966,216

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Table 8.0 (d) Pro Forma Cash Flow Statement

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9.0 CONCLUSION
Fast Vending Snd. Bhd is a company that has broken into the food and beverage industry
with its innovative instant noodle vending machine. It has proven to be profitable and is a
great business investment for guaranteed return on investment. Customers have shown to
love the service and product, the company has great potential to grow to other states in
Malaysia. Fast Vending Sdn. Bhd has potential to be situated throughout the whole of the
country.

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10.0 APPENDIX
Table 8.4.1: Average Sales and Purchase Projection by Month for Year 2016
Month(s):

Average Sales

Average Purchase

January

Projection(s):
Projection(s):
RM 1 x 2400 purchases x 20 RM 50 x 8 purchases x 20

February

locations = RM 48,000
locations = RM 8,000
RM 1 x 2448 purchases x 20 RM 50 x 8.16 purchases x 20

(Sales increase at 2%)

March

locations = RM 48,960
locations = RM 8,160
RM 1 x 2521 purchases x 20 RM 50 x 8.4 purchases x 20

(Sales increase at 3%)

April

locations = RM 50,428
locations = RM 8,404
RM 1 x 2571 purchases x 20 RM 50 x 8.57 purchases x 20

(Sales increase at 2%)

May

locations = RM 51,437
locations = RM 8,573
RM 1 x 2751 purchases x 20 RM 50 x 9.17 purchases x 20

(Sales increase at 7%)

June

locations = RM 55,037
locations = RM 9,173
RM 1 x 2806 purchases x 20 RM 50 x 9.35 purchases x 20

(Sales increase at 2%)

July

locations = RM 56,139
locations = RM 9,356
RM 1 x 2890 purchases x 20 RM 50 x 9.63 purchases x 20

(Sales increase at 3%)

August

locations = RM 57,822
locations = RM 9,637
RM 1 x 3036 purchases x 20 RM 50 x 10.11 purchases x

(Sales increase at 5%)

September

locations = RM 60,714
20 locations = RM 10,119
RM 1 x 3127 purchases x 20 RM 50 x 10.42 purchases x

(Sales increase at 3%)

October

locations = RM 62,535
20 locations = RM 10,422
RM 1 x 3252 purchases x 20 RM 50 x 10.83 purchases x

(Sales increase at 4%)

November

locations = RM 65,037
20 locations = RM 10,839
RM 1 x 3447 purchases x 20 RM 50 x 11.48 purchases x

(Sales increase at 6%)

December

locations = RM 68,939
20 locations = RM 11,489
RM 1 x 3550 purchases x 20 RM 50 x 11.83 purchases x

(Sales increase at 3%)

Total Average Sales of First

locations = RM 71,007

Year

RM 696,059

20 locations = RM 11,835
RM 116,010

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11. REFERENCES
Kitchen, P.J. and Pelsmacker, P. (2004) Integrated Marketing Communications: A Primer.
London and New York: Routledge and Taylor & Francis Group
McCarthy, J.E. (1964). Basic Marketing. A Managerial Approach. Homewood, Illinois:
Irwin.

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