board meeting april ytd 2011

AUM Performance and Strategy

Board Meeting April YTD 2011

SWOT analysis

SWOT Analysis

• Strengths– Competitive B2B business approach. – Long experience in commercial vehicles. – Strong image (Alissa, Isuzu).– Experience in turbulence management.– Strong relations with suppliers.– Transparent business processes and procedures.– AUM values and principles.– Sister companies’ support.

SWOT Analysis

• Weaknesses– Territory restrictions.– Employees’ skills do not match AUM ambitions.– Narrow product range– HR & Admin (lack of recruitment process, non

comprehensive training, admin bureaucracy, out-dated policy, rules and procedures, Visas, company’s computer code)

– IT (insufficient support, lack of transparency, users dissatisfaction, negative attitude, slow technology updating)

– Legal (insufficient support and negative attitude)

SWOT Analysis

• Weaknesses– Finance ( AUM Bank account, Credit policy,

performance review) – PDI performance.– Logistic ( low response)– Facility ( attendance and exaggerated costs)

SWOT Analysis

Opportunities – Kingdom high population growth rate.

– The current high oil prices has boosted growth in the non-

oil sector.

– Saudi Arabia is the largest importer of vehicles and

automotive parts in the Middle East.

– Market recovery

– Huge KSA development budget.

– Incremental government expenditure.

SWOT Analysis

• Opportunities – Establishing New HQ.

– Product Development.

– Alissa companies synergy.

– New assembly line for ISUZU trucks in KSA.

– Acquiring new franchises.

SWOT Analysis

• Threats– Supply cut-off (Japan earthquake and Tsunami

consequences)– Continuous increase of vehicles cost.– Chinese and Korean invasion “price war”– Competitors’ MS growth “Toyota”– Hesitation of banks in financing businesses.– Middle East Political situation.

Vehicles Market Overview

Japanese Brands MS 2010 Vs April 11 YTD

Isuzu Toyota Nissan MMC Mazda Honda Suzuki Daihatsu

8.3%

64.1%

15.5%

2.8% 2.0% 3.2% 1.3% 1.6%

8.1%

72.4%

8.8%

1.9% 1.7% 2.8% 0.7% 2.4%

2010 Contribution % April YTD Contribution %

JAMA Report April 2011

Categories' Segments MS April 11 YTD

22%

7%

5%22%

44%

Pickup Trucks Van/Bus SUV P-cars

JAMA Report April 2011

Automotive business outlook in KSA

2008 2009 2010e 2011f 2012f 2013f 2014f 2015f 0

100,000

200,000

300,000

400,000

500,000

600,000

700,000

800,000

900,000

1,000,000

Commercial Vehicle sales 181,456

Total sales 857,242

BMI- Report 2010

38%

48%

After-Sales Business

The sever competition between rival carmakers and dealers,

reinforced the attention paid to after sales services, which had

not always kept pace with the increasingly sophisticated

market. After-sales is seen as a key area in which dealers can

boost their value-added offerings.

Automotive business outlook in KSA

BMI- Report 2010

AUM Performance Analysis

YTD 2011

ISUZU Dealers MSYTD 2011

Dealer MS April 11 YTD

50%

15%

25%

9% 2%

BBC-Jeddah Al Yemni (Central)) AlissaBTTC Al Yemni

ISUZU Dealers MS Contribution

2007 2008 2009 2010 2011 YTD0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

ALISSAAL-YEMNIBAKASHAB

Central Area Dealers MS

2007 2008 2009 2010 2011 YTD0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

ALISSAAL-YEMNI

Dealer MS April 11 YTDCentral Region

38%

62%

Yemco Alissa

Pick up Market Share

D-Max (Pick-Up) class MS April 11 YTD

21%

65%

9% 4% 2%

Isuzu Toyota Nissan MMC Mazda

D-Max (Pick-Up) KSA MS over 07, 08, 09, 10 and 2011 YTD

2007 2008 2009 2010 2011YTD

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

IsuzuToyotaNissanMMCMazda

D-Max Dealers MS April 11 YTD

53%

8%

15%

24%

BBC BTTC Yemco Alissa

D-Max MS April 11 YTDCentral Region

39%

61%

Yemco Alissa

N-Series Market Share

N-series (LDT) class MS April 11 YTD

74%

%132%

12%

Isuzu Fuso Hino Toyota

N-Series (Japanese LDT) KSA MS over 07, 08, 09, 10 and 2011 YTD

2007 2008 2009 2010 2011YTD

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

IsuzuFusoHInoToyota

N-Series dealers MS April 11 YTD

44%

15%

27%

10% 4%

BBC Al Yemni(Central) AlissaBTTC Al Yemni(Eastern)

N-Series MS April11 YTDCentral Region

35%

65%

Yemco-Central Alissa

F-Series Market Share

48%

20%

23%

9%

Isuzu Fuso Hino UD

F-series (Japanese MDT) class MS April 11 YTD

F (UP) Series KSA MS over 07, 08, 09, 10 and 2011 YTD

2007 2008 2009 2010 2011YTD

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

IsuzuFusoHinoUD

F-Series KSA MS April 11 YTD

66%

7%

23%4%

BBC Al Yemni(Central)Alissa Al Yemni(Eastern)

F-Series KSA MS April 11 YTDCentral Area

24%

76%

Yemco-Central Alissa

AUM Sales Performance

AUM Sales Performance YTD 2011

JAN FEB MAR APR MAY0

500

1000

1500

2000

2500

3000

SalesTarget67%

93%

131%65% 111% 95%

TOTAL

D-Max Sales Performance YTD 2011

JAN FEB MAR APR MAY TOTAL0

500

1000

1500

2000

2500

3000

430 409

839

608456

2742

638 629 642550 480

2939

SalesTarget

93%


200

400

600

800

1000

1200

114 140

450

283

157

1144

237 234 240 228200

1139

SalesTarget

TOTAL

N-Series Sales Performance YTD 2011

100%


20

40

60

80

100

120

16 18 16

3137

118

24 22 24 2027

117

SalesTarget

F-series Sales Performance YTD 2011

101%

TOTAL

Monthly achievement 2011 vs. 2010

JAN FEB MAR APR MAY0%

20%

40%

60%

80%

100%

120%

140%

67% 65%

131%

111%

95%91% 92%

101%

74%

112%

20112010


500

1000

1500

2000

2500

3000

430 409

839

608456

2742

547562 618

451687

2865

2011 2010

AUM Sales Unites YTD April 2011 vs. 2010

-4 %

AUM Marketing Activities

2011 Marketing Strategy Modifications

• Focus on AUM branding.• Control expenses.• Customer retention.• Maintain customer loyalty.• More focus on after sales department.• Maximize ROI. • Integrate all marketing communication tools.

Marketing Activities

• 0% interest leasing campaign with AlYusr • Campaign objectives

– Offer maximum support to sales department and generating new hot leads.

– Focus more on after sales department through generating hot leads and announcing for long term relationship.

– Target virgin segment of small companies with more customized leasing program.

– Synergize different marketing approaches to maximize ROI.– Link AUM with Isuzu as an authorized dealer.– Keep AUM on top of prospects mind for future business.– Build AUM goodwill – Use innovation and modern approaches to maximize marketing

efficiency.

• 0% interest leasing campaign with AlYusr

• Integrating direct marketing with other used

marketing communication tools which are exhibition

in malls and advertising in newspaper and others in

addition to utilizing for the first time online - offline

integration in our activities. PR parallel campaign in

Newspaper.



• 0% interest leasing campaign with AlYusr (Advertising)

– Targeting fleet and retail customers

– 9 Insertions in Riyadh, Aljazeera and Al Iqtsadeia newspapers.

– In cooperation with AlYusr Company.

– 0% Interest. -50 % cash. - 50% installments over 2 years.

• 0% interest leasing campaign with AlYusr

(Direct Marketing)– High level of promoters visited 1500 medium and

small companies. Promoters distributed our branded

bags containing D-Max catalogue, simple gift and

flyer with different message according to customer

targeted segments;

– Targeting SMEs .


1000 flyer distributedTo

Indu

stria

l City

1 &

2


• PR parallel Campaign in Newspaper

Marketing activitiesBrand Reminders

• Hijri Calendar • Diary

Marketing activities

• Yearwall

calendar


• Wall clock for Fleet customers

Trucks Sales & Service Campaign for

fleet and retail customers:– Free oil and filter from Alissa for 50,000

Km from our workshop.

– Targeting Fleet and Retail.

– For all N-Series Models.

– 6 insertions in Riyadh, Al- Jazeera and Al-

Iqtsadeia newspapers.



• Trucks advertising campaign• N-Series• 6 insertions in Al-Riyadh

Newspaper, Aljazeera Newspaper and Al- Iqutisadyah newspaper.

• 50,000 Km free oil and filter


• Leasing & Service campaign for retail customers– Free Oil from Alissa for 100,000 KM

– In Cooperation with Arabic National Bank with the following terms:

– 2.99% interest rate. - No down-payment. -No Admin fees.

– Targeting retail sector.

– For all D-Max models during March.

– 4 Insertions in Riyadh and Aljazeera newspapers.

• Targeting Saudi youth.

• Leasing & Service campaign retail customers


• Targeting retail (Saudi families).

• Leasing & Service campaign for retail customers


Service Marketing Activities

• AUMSC:– Customer Fleet workshops’ technicians training in Exit

18 Trucks workshop.

Service Marketing Activities

• AUMSC:– Fleet workshops’ technicians training in Exit 18 Trucks

workshop.


D-max Cafe-MUPI campaign for retail customers:

• For all D-Max models February March

• 84 MUPIs in 19 cafe in Riyadh city

• In Cooperation with Arab National Bank with the

following terms:

– 2.99% interest rate. -No down-payment.

– No Admin fees.


• AUMSC:– Training for B2B decision makers by

leading training companies (Stake holder Management by TTM) in May.

– Service training for fleet workshops’ technicians. (continuous all over the year)

– Mini-Symposia for fleet customers to highlight competitive advantages of AUM and ISUZU in June.


• Training for AUM key customers by leading training company (TTM) “Stakeholder Management”


Stakeholder Management workshop


• Saudi Build 2011.

• Saudi Build 2011


Marketing Activities 2011


Distributed Brand Reminders:

Calculator Calendar


Distributed Brand Reminders:

4 Messages clock

Marketing Activities 2011


"It may not always be profitable at first for businesses to be online, but it is

certainly going to be unprofitable not to be online."

Esther Dyson

It is not about only creating a website, we are building our web

presence through the integration of the new version of the

website and the social media networking.

AUM has started its travel from a physical showroom and has

reached to its current destination of virtual showroom,

enabling a faster, professional and wider reach in much

economical way.

Marketing ActivitiesAUM website renovation

New version Vs. Old Version

The benefits of jQuery are:

• Increased SEO which means more traffic through search

engines.

• More browser compatibility

• Compatible with I-Phone, I-Pad and Smart phones (website

appears exactly as on computers).

• the pages are lightweight that means easier loading.

Confidential

New Version Old Version

Used Technology J-Query Flash

Browser Compatibility Compatible with all browsers Without installing adobe flash

Compatible with all browsers after installing flash

Compatibility with smart phones (Accessibility)

Compatible with I-Phone, I-Pad and Smart phones

Not Compatible with I-Phone, I-Pad and smart phones

Usability Maximum 3 clicks to navigate from anywhere to anywhere within the website

Up-to 6 clicks to navigate from a page to another page.

Page Loading Light Heavy

Layout User friendly – colorful Not attractive



Website Statistics YTD 2011

• No. of generated requests: 175.

• No. of visits: 2,093 visit.

• No. of page views: 15,112 pages

• No. of pages per visit: 7.55 page

• Bounce rate: 8.53%

• Avg. Time on site: 05:31 min.

Facebook Fan Page enables us to Interact with our Customers and Prospects

2011 YTD Post Views: 25,269 2011 YTD Photo Views: 5602011 YTD Video Views: 265

Google External referral: 1,529

Marketing Activities Establish AUM presence in social media networks

Facebook fan page

You Tube Channels

AUM Videos Watched 16,231 Times Till Now And Counting


Flickr is an online system that provides an

affordable way to store and manage photos, as

well as share them with the world.

Our photo stream on Flickr:

http://www.flickr.com/isuzusaudi


http://www.flickr.com/isuzusaudi


Email marketing campaign

Objectives:

• Expand customer database.

• Increase brand awareness, and communicate special offers and promotions.

• Overcome obstacles for easy reaching target consumers

• Target the specific segment of consumers with the right message.

• Direct qualified traffic to AUM website for further action.

Statistics:

• Average open rate: 36.8%

• Average Bounce rate: 5.2%

• Average click through rate: 35.1%

Marketing Activities Plan

• Renovation Branding of AUM facilities:• Malaz and new HQ.

Marketing activities Plan

• Launch Mobile car gallery– Used in Isuzu at your place projects.– Driving Ethics campaign

2011 Marketing and Service activities plan

• Launch Mobile workshop– Used to provide service for fleet customers at their

locations.

AUM Financial Performance

Gross profit performance

11% 8.7 %8.8 %

Gross Profit

22,898 18,843 14,329

Actual YTD 2011Budget YTD 2011Actual YTD 2010

Operating Expenses

5,490 6,503 4,461Actual YTD 2011Budget YTD 2011Actual YTD 2010

Operating Expenses performance

2.7 %2.6 % 3 %

Net Profit

10,4084,234 3,306

Actual YTD 2011Budget YTD 2011Actual YTD 2010

Net Profit Performance

2 %2 %5 %

AUM strategy “Lead by innovation”

2011 Marketing strategy outlines• Maximizing ROI of Marketing Activities:

o Integrating online with offline marketing activities.

o Expanding our e-marketing activities (banner advertising - Google Adwords camp.)

o Approaching different vendors (new suppliers for promotional items)

o Monitoring gift distribution (providing valuable gifts to fleet customers via name list

request)

• Achieving Market share of 55% in central region at 2011 through:o Isuzu at your place project.

o Corporate Social Responsibility program (Driving ethics awareness campaign)

o Increasing SOV and SON

o Diesel concept building activities.

o Focusing on CRM implementation

2011 Marketing strategy outlines

• Maintain and increase our customers loyalty through:o Driving Ethics campaign.

o AUMSC training waves for different levels.

o ISUZU branding activities.

o Promotional activities.

• Increase accessibility through:o New sales office.

o Expand Target Audience via online channels.

o Isuzu at your place project

2011 Sales strategy outlines

• Increase total sales by 7%:o Open new sales office in IC2 ( industrial city 2).

o Developing the governmental sales ( by using the Demo D-max )

o Increasing the heavy duty truck sales, and disposal of 2009 stock

• Keep minimum 8% GP through:o Give priority to margin over volume sales.

o Improving retail sales share from total sales.

• Developing Daily and weekly Sales Reports .o Daily monitoring using sales reports from S. force to S. supervisors, &

Weekly from S. Supervisors to S. Manager.

2011 Sales strategy outlines

• Strictly monitor operating cost at budgeted level through: o Manage inventory levels between 2.2 to 3 months sales.

o Review and approve cost allocations.

2011 After sales strategy outlines

• Reduce back jobs from 2% to 1.5%.o Train technicians to diagnose and fix the vehicle right first time

o Improve quality control process.

• Increase labor sales amount from SR- 3.39m to 4.14m by 2013.o Initiate routine and maintenance packages with customer at the point of vehicle sale.

• Increase service and parts sales.

o Mobile workshop.

• Maximize vehicles retention from 350 V /M to 450 V/M o Communicating warranty coverage and importance of periodic maintenance

with our customers at sales point and during first maintenance.

Handling Challenges

• Product development.• People development.• Marketing strategy modification.• After sales development.

Product DevelopmentModifying D-Max for small

shipment of water companies.

Basic Calculation for weightGVW : 2,750 kg ---(1) Kerb weight : 1,425 kg ---(2) (Figure on catalog)Passenger weight : 250 kg ---(3) (3 passengers with 80kg/man)Rear Body weight (tentative) : 200 kg ---(4) (Just tentative weight)Fuel weight : 70 kg ---(5) (Full refueled)

Net Payload for Bottles : 805 kg = (1)–(2)–(3)–(4)–(5)

Weight of one water bottle is less than 20kg (18.9 L + plastic case), soMaximum loading quantity will be 40 bottles.

Body 200kgBottles 805 kg

20 bottles in one floor. 2 floors 40 bottles.

2,400 mm

1,720 mm

Apx 900mm

300 mm

500 mm

Bird View

Side View

Frame Body for Water Bottles

Frame Body for Water Bottles (on D-MAX)

Bird View

[Option 1] [Option 2]

Option 1 can accommodate more bottles, but it will be over-loaded (2 floors 50 bottles)Option 2 seems to be suitable, in terms of the number of bottles (2 floors 40 bottles)

(REF) Study for Water Bottle Layout

Al Manhal Water Factory (Mar.30th)

Hiace in Al Manhal Water Factory. All models are with DSL engine / MT, without ABS/Airbags. They have 200 units in Riyadh (400 u’ in KSA total), but there are some stand-by vehicles. Body is well branded for Al Manhal (or Nestle) product. They have role of running ads also.

Bottles are located on the floor, but it can carry 50 bottles in one floor. If 2 layers, it will be 100Bottles maximum. However their payload is only around 1t, it will be much over-loaded. They increase rear leaf spring by themselves.

Stand-by vehiclesNestle brandingAl Manhal branding

Increased leaf spring

Half floor 25 bottles

[Loading Layout for Hiace (inside the van)]

2,930 mm

1,545 mm

Tire House

Tire House

Around 45 bottles on one-floor

Al Manhal Water Factory

[Loading Layout for Hiace (inside the van)]

2,930 mm

1,545 mm

Tire House

Tire House

1st layer : 45 bottles2nd layer : 40 bottles

Total : 85 bottles

1,700 kg loaded !

: 2ne layer (on top of 1st layer)

Al Manhal Water Factory

Al Manhal Water FactoryConsideration :1. The fact is that Al Manhal is satisfied with Hiace is true, and Hiace itself is actually good and well designed vehicle. However, we have a chance to penetrate.

2. Our advantages are : (1) Stability during driving With bottle fixed cage-body. (2) Price Depending on the cost of body. (3) Safety D-MAX is bonnet type, while Hiace is cab-over. And D-MAX has option of ABS/Airbag also. (4) Special designed body It can be specialized. For example, we can provide body type which can carry bottles and machines together with. (5) Work efficiency Easy to load-unload body (side opened shutters) (6) Fuel Economy Fuel tank of D-MAX is 76L, while Hiace has 70L only. etc… We can find more, if we compare the specs in details.

3. Our disadvantages are : (1) Loading capacity But Hiace’s case is just over-loading. It will cause non-safe situation. And I wonder if they really need 70-80 bottles in one-time.

Next step will be a discussion with Body Maker who can make this kind of special body.

People Development

People development

• English Language courses.• Personal development (Time management and

self management training)• Marketing meetings.• Problem solving training.• Leadership training.• Communication skills.

After sales development.

Q : What is our objectives for after sales operation improvement ?

A : To make profit by after sales (Service and Parts operation)

Q : How to make profit ? A1 : To sell more (increase revenue)

A2 : To minimize cost (decrease expense)

Generally …

A1 (1) Increase in-coming vehicles

To invite customers to workshop

(2) Increase unit-price/case To sell more profitable services

A2 (1) Realize efficient operation To finish service in short time

(2) Decrease unnecessary portion To be smart operation

In case of After sales …1st STEP for this Project

Objectives and Method

We started this operation from JAN.2011 with monitoring and reviewing in-coming vehicles to Malaz and E18 workshop.

The result was (average unit / day) :

JAN FEB MAR TargetMalaz 12.5 9.6 11.1 20.0

E18 5.9 5.5 8.0 10.0

(1) E18 seems to have some improvement, however, Malaz seems to be far away from the target. (2) That means, currently activity to invite the customers to workshop is not yet

enough. What kind of activities can we take ? (3) And also we will have to specify the customers who can come to workshop. Who will come ?

Current Status

Customers will be divided into the following segments.

End User ?Own

Workshop ?

Maintenance

@ AUM ?

Repair @ AUM

Contact Method

D-MAX Sales Ratio

Truck Sales Ratio

Retail YES NO YES YES Call/SMS 10-20% Limited

SME YES NO YES YES Call/SMS 20-40% 30-40%

Big Fleet YES YES NO YES Visit 20-40% 30-40%

Souq * NO NO - - - 10-20% 0-10%

Bank / Finance Co

*NO NO - - - 20-30% 10-30%

* Souq and Bank / Finance Co will be finally treated as Retail, SME or Big Fleet, with specifying enc-user.

We will have to take proper method by customer segments.

Customer Segment

(1) How many vehicles are sold to this segment ? (JAN – MAR)

(2) How to reach these customers ? * Phone number available ? Should be YES * Calling them already ? Not yet for new customers. (3) How to invite and how to get his information by calling ? Providing the followings, (a) Special offer for 1st service with 150 SR. *Normally, 1st service will cost 220 SR (Oil 70SR + Filter 75SR + Labor75SR)

(b) Special gift for coming to workshop *Utilizing give-away items.

(4) Receptionist (Caller) will call the customers and invite them, and also record the summary of phone-conversation. (a) If YES for coming, book the appointment (b) If NO for coming, what is the reason. (c) If NO with some comments, try to convince him.

For Retail Customers

They don’t have any workshop by themselves.


(2) How to reach these customers ? * Phone number available ? Should be YES, but might not be PIC. * Calling them already ? Not yet for new customers. (3) How to invite and how to get his information by calling ? Providing the followings, (a) Special free inspections *Without any special offer, like 150SR.

(4) Receptionist (Caller) will call the customers and invite them, and also record the summary of phone-conversation. (a) If YES for coming, book the appointment (b) If NO for coming, what is the reason. (c) If NO with some comments, try to convince him. (d) If NO, AUM will try to visit them with Mobile Workshop with appointment.

For SME Customers

They HAVE their own workshop, and doing maintenance by themselves. Usually, they will NOT bring vehicles unless warranty issue (Sometimes, even in warranty case, they will NOT bring)

(1) How many vehicles are sold to this segment ? (JAN – MAR) and Who are they ? (2) How to reach these customers ? * Phone number available ? Should be YES, but might not be PIC. * Contacting them already ? Unfortunately NO. (3) How to treat these customers ? Communicating with “Face to Face” operation. Regularly, service/parts/sales team should visit them to hear what is their requirement. In visiting, (a) To check the problem they are facing (b) To check their requirement for replacement vehicles (c) To try to sell parts from AUM (d) To provide benefit, like training, inspection etc… These customers are like Treasure Box for service/parts/sales.

For Big Fleet Customers

Souq are not End-User. We will have to specify the end-user.


(2) How to specify end-user who purchased from Souq ? Providing the followings (as same as Retail Sales Method), (a) Special offer for 1st service with 150 SR. *Normally, 1st service will cost 220 SR (Oil 70SR + Filter 75SR + Labor75SR)

(b) Special gift for coming to workshop *Utilizing give-away items.

(3) Then, to Update AUM CRM information with real end-user information.

For Souq Sales

They are not End-User. We will have to specify the end-user.


(2) How to specify end-user who purchased from Souq ? (a) Tracking from System with real end-user name. (b) When specified, going to each segment method.

For Bank and Finance Co Sales

Also We will have to educate our customers to lead GENUINE PARTS and GENUINE

SERVICE, in order to invite them to AUM Workshop.

(1) Education materials

(2) Convincing talk Caller will be experienced and trained to convince customers that AUM

service has benefit for them, like safety, quality etc… (a) Training session will be necessary (b) Calling / Answering manual will be necessary.

Others : Education for customers

Method on this presentation will be just 1st step to increase in-coming vehicle to AUM workshop as “1st customer” mainly.

Those customers who come to AUM workshop will be retained, and invited to come again for 2nd/3rd… services. Retaining customer will make more profit for all operation.

Customer Retention

Vehicle Sales to New CustomerVehicle Sales

to New Customer


to New Customer


to New Customer

Hunter Business

: Profit

Profit is small…Due to competition

Service / PartsService / Parts



Agriculture Business

Bigger and sustainable profit !!









Bigger and sustainable profit !!

Vehicle Sales to Existing Customer






Bigger than new customer !!!







Bigger than new customer !!!

Finally : For Next Step

Recommendations

• Resolve current problems.– HR, IT and Facility.– Rebuild credit facility rules and procedures.– More support from legal department.– Restructure facility department.– Developing logistic department.

• New facility establishment.– Rent reconsideration.– Ensuring new facility delivery by end of 2011 applying

all Isuzu motors and dealer requirements.

Recommendations

• Supply cut off management– Increase vehicle price.– Reduce sales target.– Control expenses.– Freeze hiring.– Searching for new franchises.– Designing contingency plan for lack of inventory

period.

Thank you