STRATEGI PENCAPAIAN TARGET PERFORMANCE INDRAMAYU 2019

Strategi Pencapaian Target Performance Outlet Indramayu Tahun 2019 ASTRA INTERNATIONAL YOHANES KURNIAWAN DAIHATSU SALES AI DSO INDRAMAYU OPERATION Outlet Indramayu

OUTLET PROFILE Outlet Profile DSO Indramayu Lokasi Jl. DI Panjaitan No.58 A Indramayu Jawa Barat Luas Bangunan 165 M2 (2 lantai) Mulai Berdiri Juli 2011 Kelas V Komposisi Salesforce per YTD Des 2018 Outlet Indramayu S0 S1 S2 S3 C3 Total 13 0 2 1 9 (69%) 1

STRATEGI 2018 1. MENINGKATKAN SUCCESS RATIO SPK TO DO 2. PENGGARAPAN POTENTIAL AREA 3. SUPPORTING PROGRAM

1. MENINGKATKAN SUCCESS RATIO SPK TO DO JAN - JULI 2018 AGT - DES 2018 UNIT TYPE SPK DO SUCCESS UNIT TYPE SPK DO SUCCESS RATIO RATIO Xenia 44 26 SUCCESS Xenia 17 14 Luxio 13 11 59% RATIO Luxio 20 17 82% GM MB 26 18 85% GM MB 10 8 85% GM PU 102 73 69% 76% GM PU 81 63 80% Terios 63 45 72% Terios 25 18 78% Sirion 11 71% Sirion 33 72% Ayla 49 42 100% Ayla 40 35 100% Sigra 93 64 86% Sigra 82 55 88% Himax 11 69% Himax 20 80% 392 281 100% 280 213 0% TOTAL 72% TOTAL 76% SUCCESS RATIO SPK TO DO JAN - JULI 2018 SUCCESS RATIO SPK TO DO AGT - DES 2018 SEBESAR 72% SEBESAR 76% ACTIVITY - MENGARAHKAN SALESFORCE UNTUK TIDAK MELAKUKAN PENGGARAPAN DI RED AREA. - MENGEDUKASI SALESFORCE UNTUK MENELUSURI PENDAPATAN CUSTOMER MINIMAL 3X LIPAT DARI ANGSURAN DAN MEMILIKI TEMPAT TINGGAL TETAP. - MENYIAPKAN 2 LAYER PAKET.

2. PENGGARAPAN POTENTIAL AREA KECAMATAN PERTANIAN PERIKANAN SEGMENT INDUSTRI PNS & GURU PENGGARAPAN DAIHATSU TYPE V V PERTOKOAN V V INDRAMAYU V V V PU, SIGRA, AYLA , XENIA JATIBARANG V V V V V PU, SIGRA, AYLA , XENIA KARANGAMPEL V V V V PU, SIGRA, AYLA , XENIA PATROL V V V V PU, SIGRA, AYLA , XENIA HAURGEULIS V V V LELEA V V V PU, SIGRA, AYLA ANJATAN V V V PU, SIGRA, AYLA BANGODUA V V V BONGAS V PU CIKEDUNG V V PU GABUSWETAN V V PU GANTAR V PU JUNTINYUAT V V PU KEDOKANBUNDER V PU KERTASEMAYA V PU KRANGKENG V PU KROYA V PU SUKAGUMIWANG V PU SUKRA V PU TERISI V PU TUKDANA V PU WIDASARI PU ARAHAN V PU BALONGAN VV PU CANTIGI SIGRA, AYLA KANDANGHAUR V SIGRA, AYLA LOHBENER V SIGRA, AYLA LOSARANG V SIGRA, AYLA PASEKAN SIGRA, AYLA SINDANG V SIGRA, AYLA SLIYEG SIGRA, AYLA SIGRA, AYLA SIGRA, AYLA TERDAPAT 4 POTENTIAL AREA, YAITU : INDRAMAYU, KARANGAMPEL, JATIBARANG DAN PATROL (BY DATA POLREG JAN-JUNI 2018) ACTIVITY Fokus penggarapan activity di 4 titik potensial.

3. SUPPORTING PROGRAM SUPPORTING ACTIVITY MELALUI CONVENTIONAL MEDIA DAN NON CONVENTIONAL MEDIA. Conventional media : - Spot Branding (Poster & Banner) area pemukiman dan Pasar. - Iklan radio yang lebih menarik, dengan mengajak masyarakat untuk test drive berhadiah di Outlet Indramayu. Non conventional media : - Target 100% Salesforce melakukan online marketing via social media (Facebook, Instagram, Web). - Broadcasting brosur digital (e Brochure) DSO Indramayu. Daily Sales Call & Retention D268 DAILY SALES CALL NAMA ALAMAT HP TYPE HASIL SUSP PRP HOT SPK DO

KPI YTD NOV 2018 FY FY MB YTD YTD NOVEMBER 2018 Growth 2016 2017 2018 Nov-17 YTD 2017 vs Key Performance Indicator Plan Actual Ach 413 2018 UNIT SALES 55 423 480 373 433 441 102% a. Sales Volume Total 20 36 48 28 42 36 86% 18% 27 21 12 16 11 26 236% 29% Xeni a 114 18 13 17 12 26 217% 63% Luxi o 24 131 168 122 152 118 78% 53% Gran Max MB 9 30 64 28 59 55 93% -3% Gran Max PU 112 10 13 9 11 3 27% 96% Teri os 52 70 60 59 53 71 134% -67% Si ri on 0 94 90 81 82 105 128% 20% Ayl a 20.55% 13 12 13 11 1 9% 30% Si gra 2 93% -92% New Mi ni PU 26.73% 20.84% 21.56% 20.58% 21.56% 20.09% -2.38% b. Market Share 2 2 2 2 2 2 82% ¤ Rank 17.11% -27.00% MPV Low 3 25.33% 25.44% 28.62% 25.44% 20.89% 84% ¤ Rank 44.03% 2 2 2 2 3 -50.03% MPV Low Bonnet 2 145% ¤ Rank 95.16% 13.16% 12.55% 21.05% 12.55% 10.52% 184.01% MPV Low Semi Bonnet 1 3 3 2 3 4 105% ¤ Rank 32.77% 4.31% MPV Low Cab Over 2 50.30% 44.33% 22.62% 44.33% 64.24% 87% ¤ Rank 18.93% 1 2 2 2 1 -5.94% PU Low 3 137% ¤ Rank 14.50% 94.86% 93.15% 93.75% 93.15% 97.79% 10.50% SUV Medi um 2 1 1 1 1 1 58% ¤ Rank 27.66% 20.90% Ci ty Car Low 2 36.55% 37.25% 34.50% 37.25% 32.45% 107% ¤ Rank 66.8% 2 1 2 1 2 9.50% Compact Entry 109% ¤ Rank 14.54% 17.07% 21.21% 17.07% 23.44% -15% c. MSCP ACC 3 3 3 3 3 10.00% 9.64% 4.62% 9.64% 5.58% 2 4 4 4 4 30.91% 31.42% 30.58% 31.42% 33.48% 2 2 2 2 2 67.0% 55.0% 70.6% 55.0% 59.80%

KPI YTD NOV 2018 Key Performance Indicator FY FY MB YTD YTD NOVEMBER 2018 Ach Growth 2016 2017 2018 Nov-17 Plan Actual YTD 2017 vs FINANCIAL a. Revenue (Total) 45,204,516 47,137,048 52,296,828 41,104,865 47,195,690 51,610,789 109% 2018 b. GPM-Total 5.07% 7.94% 8.35% 7.94% 8.35% 7.60% 91% c. GPM-Unit 5.07% 7.94% 8.35% 7.94% 8.35% 7.60% 91% 26% d. Opex Total 88% -4% 1,431,936 1,584,940 1,572,975 1,509,202 1,439,242 1,633,990 76% -4% d.1. Opex Direct (Variable) 378,033 401,847 348,094 365,284 312,950 409,293 92% -8% d.2. Opex Indirect (Fix) 1,053,903 1,183,093 1,224,882 1,143,918 1,126,292 1,224,698 96% -12% e. Opex to Revenue 3.17% 3.36% 3.01% 3.75% 3.05% 3.17% 91% -7% f. Operating Profit 862,126 2,114,949 2,794,318 1,753,755 2,503,707 2,288,841 103% 15% g. NPBT 3,343,007 4,731,131 5,729,119 4,118,464 5,135,792 5,275,239 39% 31% h. Unit Stock Level 83% 28% i. ACP Unit 0.70 0.35 0.40 0.95 0.40 1.0 -14% 15.8 19 10 18 10 12 33% CS & EHS a. SSI telesurvey 95.76 94.20 99.29 94.40 92.00 96.39 105% 2% c. Mystery Shopper ( SSI ) 100.00 97.10 100.00 97.10 100.00 100.00 100% 3% HUMAN RESOURCES 13 14 15 13 15 15 100% 15% Total Man Power 257,154 337,938 381,941 316,805 342,386 351,683 103% 11% PBT/Manpower 118% 18% Number of Sales person 11 12 15 11 11 13 99% 8% Productivity of Salesman 2.64 2.87 3.00 2.74 3.00 2.96 116% 9% Productivity of Sales Counter 5.60 5.83 5.50 5.82 5.50 6.36 87% -24% Achieved Target Salespeople 63.64% 100.00% 80.00% 90.91% 80.0% 69.2%

PROBLEM FY FY MB YTD YTD NOVEMBER 2018 Growth 2016 2018 Nov-17 Key Performance Indicator 2017 Plan Actual Ach YTD 2017 vs 413 2018 UNIT SALES 55 423 a. Sales Volume Total 20 36 480 373 433 441 102% 18% 27 21 48 28 42 36 86% 29% Xeni a 114 18 12 16 11 26 236% 63% Luxi o 24 131 13 17 12 26 217% 53% Gran Max MB 9 30 168 122 152 118 78% -3% Gran Max PU 112 10 64 28 59 55 93% 96% Teri os 52 70 13 9 11 3 27% -67% Si ri on 0 94 60 59 53 71 134% 20% Ayl a 13 90 81 82 105 128% 30% Si gra 12 13 11 1 9% -92% New Mi ni PU Main Problem: -Market PU turun 1%, Daihatsu turun 12% - ACH PU 78% -Paket Kompetitor lebih kompetitif -> GROWTH DIBANDING 2017 : -3% - Area penyumbang PU terbanyak dikuasai kompetitor, merupakan blacklist ACC POLREG PU LOW YTD NOV 2019 SUZUKI DAIHATSU MITSUBISHI Grand Total PU LAPIS 1 LAPIS 1 MITSUBISHI SUZUKI Kecamatan 45 TYPE GM PU 1.3 STD GM PU 1.5 STD T120 SS 1.5 FD FUTURA 1.5 FD 21 10 19 74 LEASING COMPANY KANDANGHAUR 9 OTR ACC ACC ADIRA SUZUKI FIN HAURGEULIS 17 8 13 42 DISCOUNT 130,250,000 134,850,000 130,000,000 134,500,000 INDRAMAYU 20 PAKET DP 21,500,000 21,500,000 30,000,000 30,000,000 KROYA 18 22 7 38 NILAI DP 20% ADDM 4TH 20% ADDM 4TH 20% ADDM 4TH DP 30% ADDB 4TH TUKDANA 18 TOTAL DP (DP-Disc) 32,505,000 33,545,000 36,500,000 40,207,000 ANJATAN 17 8 10 35 TENOR (mo) 11,005,000 12,045,000 6,500,000 10,207,000 BONGAS 17 INSTALMENT GABUSWETAN 5 10 35 OWNING COST 47 47 48 48 CIKEDUNG NOTE 3,405,000 3,525,000 3,500,000 3,250,000 6 11 35 SELISIH KREDIT 171,040,000 177,720,000 174,500,000 166,207,000 ASS TLO ASS TLO ASS TLO ASS TLO 7 10 35 3,220,000 11,513,000 6 9 32 4 9 30

PROBLEM FY FY MB YTD YTD NOVEMBER 2018 Growth 2016 Key Performance Indicator 2017 2018 Nov-17 Plan Actual Ach YTD 2017 vs 45,204,516 2018 a. Revenue (Total) 5.07% 47,137,048 52,296,828 41,104,865 47,195,690 51,610,789 109% 26% b. GPM-Total 5.07% 7.94% 8.35% 7.94% 8.35% 7.60% 91% -4% c. GPM-Unit 7.94% 8.35% 7.94% 8.35% 7.60% 91% -4% Main Problem: 35.10% 8.36% -GPM tidak mencapai Target, hanya 91% 32.71% 7.94% (P : 8,35% ; Act 7.60%) -Growth dibanding th 2017 : -4% 26.76% 7.60% -Kontribusi Sales PU yang turun, Gran Max PU GPM mempengaruhi pencapaian GPM YTD Nov 2017 PLAN 2018 ACT 2018 YTD Nov 2017 PLAN 2018 ACT 2018 - PU merupakan Kontributor Sales Volume dan GPM terbesar (GPM PU 10.38%)

PROBLEM FY FY MB YTD YTD NOVEMBER 2018 Growth 2016 Key Performance Indicator 2017 2018 Nov-17 Plan Actual Ach YTD 2017 vs 1,431,936 2018 d. Opex Total 378,033 1,584,940 1,572,975 1,509,202 1,439,242 1,633,990 88% -8% d.1. Opex Direct (Variable) 1,053,903 401,847 348,094 365,284 312,950 409,293 76% -12% d.2. Opex Indirect (Fix) 1,183,093 1,224,882 1,143,918 1,126,292 1,224,698 92% -7% MAIN PROBLEM: FIXED OPEX -Opex Fixed Over 6% (P : 1.027.792 ; A : 1.099.108) Over 3 terbesar : dan Growth dibanding th 2017 -5% (Over 5%) - Employee Compensation over 94,886 Jt (Penyesuaian UMP, -Opex Variable Over 26% dan Growth -9% (Over 9%) Accrue Bonus) - Rent over 9,876 Jt (Kenaikan sewa dari sebelumnya ) - Security Expenses over 3,745 Jt (penyesuaian UMP) VARIABLE OPEX Over : Incentive over 97,063 Jt

PROBLEM Key Performance Indicator FY FY MB YTD YTD NOVEMBER 2018 Ach Growth 2016 h. Unit Stock Level 2017 2018 Nov-17 Plan Actual 39% YTD 2017 vs i. ACP Unit 0.70 0.40 1.0 83% 2018 15.8 0.35 0.40 0.95 10 12 -14% 19 10 18 33% MAIN PROBLEM: Unit Stock Level - Unit Stock Level Over Target (P : 0.4 ; A : 1.0) - Stock Akhir Bulan : - ACP Unit Over Target (P: 10 ; A: 12) - Rata-rata DO 3 bulan terakhir : 39.67 ACP Unit: - DO 3 hari terakhir sebesar 40.5% (15 unit)

PROBLEM Key Performance Indicator FY FY MB YTD YTD NOVEMBER 2018 Ach Growth 2016 2017 2018 Nov-17 Plan Actual YTD 2017 vs HUMAN RESOURCES Number of Sales person 11 12 15 11 11 13 118% 2018 Achieved Target Salespeople 63.64% 100.00% 80.00% 90.91% 80.0% 69.2% 87% 18% -24% MAIN PROBLEM: 4 Orang S3 belum mencapai Target → → Terpaku pada - Achieved Target Salespeople 69.2% segment Customer lama yang sudah tidak terlalu produktif, Database yang sudah usang dan banyak yang sudah bangkrut

TARGET 2019 No Key Performance Indicator FY 2019 GROWTH VS No Key Performance Indicator GROWTH VS 2018 FY 2019 2018 1. UNIT SALES 2 FINANCIAL a. Sales Volume Total 633 32% a. Revenue (Total) 75,907,064 35% Xeni a 68 73% b. GPM-Total 7.73% Luxi o 30 6% c. GPM-Unit 7.73% 17% Gran Max MB 35 23% d. Opex Total 37% Gran Max PU 155 20% d.1. Opex Direct (Variable) 2,079,100 10% Teri os 104 73% d.2. Opex Indirect (Fixed) 610,865 Si ri on 7 114% e. Opex to Revenue 1,468,235 52% Ayl a 87 12% f. Operating Profit 2.74% 37.5% Si gra 146 27% g. NPBT 3,789,420 Hi Max 1 0% h. Unit Stock Level 7,914,020 b. Market Share 21.53% i. ACP Unit ¤ Rank 2 0.40 MPV Low 21.7% 3 CS 10 ¤ Rank 3 a. SSI telesurvey MPV Low Bonnet 11,98% b. Mistery Shopper (SSI) 92.00 ¤ Rank 3 100.00 MPV Low Semi Bonnet 74,35% 4 HUMAN RESOURCES ¤ Rank 1 Total Man Power 19 MPV Low Cab Over 91.51% PBT/Manpower 416,527 ¤ Rank 1 Number of Sales person PU Low 37.18% Productivity of Salesman 17 ¤ Rank 2 Productivity of Sales Counter 3.00 SUV Medium 25.36% Achieved Target Salespeople 5.50 ¤ Rank 2 80.00% City Car Low 5.2% ¤ Rank 4 Compact Entry 34.33% ¤ Rank 2 c. MSCP ACC 55.0%

STRATEGY IMPROVEMENT UNIT SALES 1. PU Enhancement Program 2. NEW XENIA Enhancement Program 3. Strengthen Sales Sigra dan Ayla 4. Strengthen Sales Terios 5. Digital Marketing Strategy FINANCIAL 1. Manage Administration Process HUMAN RESOURCES 1. Boost Up Sales Competency

1. PU Enhancement Program TARGET 2019 GROWTH VS YTD NOVEMBER 2018 Growth 2018 YTD 2017 vs No Key Performance Indicator FY 2019 No Key Performance Indicator Plan Actual Ach 33% 2018 1. UNIT SALES 633 20% 1. UNIT SALES 433 441 102% a. Sales Volume Total 155 a. Sales Volume Total 152 118 78% 18% Gran Max PU Gran Max PU -3% KECAMATAN POTENSI / SEGMENT PERIKANAN PERTOKOAN DEMAND YTD NOV PERTANIAN INDUSTRI 18 V VV V V KANDANGHAUR 74 UNIT V MAP VV HAURGEULIS 42 UNIT V INDRAMAYU 38 UNIT TOP 3 POTENTIAL AREA, YAITU : KANDANGHAUR, HAURGEULIS DAN INDRAMAYU STRATEGI : 1. Fokus penggarapan activity di 3 titik potensial dengan melakukan Grebek Pasar dan Posko di Indramayu, Kandanghaur dan Haurgeulis. 2. Fokus penggarapan segment Pertanian dan Pertokoan 3. Meredefinisi / Renewal RED AREA dengan ACC 4. Joint Activity dengan OTO dan MUF (Paket yang menarik, Joint Movex)

2. New Xenia Enhancement Program Background: AVG YTD AVG TARGET KENAIKAN 1. Adanya Xenia baru di Awal tahun 2019 NOV 2018 2019 2. Kenaikan Target Xenia di 2019 XENIA 3.3 5.7 73% Target Market: 1. Pengguna Xenia lama → Sumber data AWO dan leasing MOU 2. Kepala Sekolah SMP / SMA 3. PNS minimal Kepala Seksi / Eselon IVA → Lurah, KaSie, Kasubbag 4. Karyawan BUMN ACTIVITY: 1. Mengolah Database pengguna Xenia lama dari Database AWO, dan Leasing MOU 2. Prospecting New Customer dari Pameran, Iklan Online maupun konvensional 3. Event Tes Drive di lingkungan PNS dan Perumahan

3. STRENGTHEN SALES SIGRA AND AYLA Background: AYLA AVG YTD AVG TARGET KENAIKAN 1. Kenaikan Target Ayla dan Sigra di 2019 SIGRA NOV 2018 2019 12% 6 7 27% 10 12 ACTIVITY: 1. Retensi Customer yang sudah ada. Profile Customer Daihatsu selama ini : 1. Ayla : Guru SD / SMP (35%), First Jobber (10%), Pasangan muda (15%), PNS Gol 2-3 / Staf (30%) 2. Sigra : Guru SMA / Kepala Sekolah SD (25%), Kary.BUMN / Swasta (15%), PNS Gol 3 / Kepala TU (27%), Taksi Online (20%) 2. Create New Customer dengan mengambil Segmet Competitor dengan Menempel Activity Competitor: 1. Ayla : Menempel Activity Toyota Agya dan Honda Brio (Pameran di Surya Toserba Jatibarang) 2. Sigra : Menempel Activity Toyota Calya (Pameran di Surya Toserba Indramayu) 3. Ayla Goes to School, Sigra Office to Office

4. STRENGTHEN SALES TERIOS Background: AVG YTD AVG TARGET KENAIKAN 1. Kenaikan Target Terios di 2019 NOV 2018 2019 TERIOS 5.0 8.7 73% ACTIVITY: 1. Retensi Database Customer Terios , dan Xenia lama (diatas 5 tahun) → Data AWO, Leasing MOU 2. Kanvasing ke pengguna Avanza / Rush lama 3. Menempel Activity Competitor (Toyota Rush dan Honda HRV/BRV) 4. Penggarapan Segment PNS Minimal Kepala Bagian / Kepala Sekolah SMA, dan Karyawan Pertamina

5. DIGITAL MARKETING STRATEGY Background : → SPEED 1. Pergeseran Customer Behaviour: 1. Source Prospect Salesman 60% dari Media Konvensional dan 40% dari Media Online / Media Social 2. Segment Milenial mulai tumbuh ACTIVITY: 1. Mengoptimalkan Media Konvensional, dan mulai menggarap Media Online secara optimal. Seperti Iklan Radio Lokal Indramayu, Round Text 2. Memperkuat Activity Digital Promotion dengan membuat IG Official, Facebook Fanpage, VLOG / Youtube product Review, dan endorsement Selebgram Indramayu 3. Menambah database Customer dari Wedding Organizer / Rias Pengantin / Penyewaan alat pesta untuk Customer yang akan menyelanggarakan Hajat / Pesta dan dikirim karangan bunga

5. Manage Administration Process No Key Performance Indicator GROWTH VS Background: FY 2019 2018 2 FINANCIAL 1. Kenaikan NPBT sebesar 37.5% di 2019 a. Revenue (Total) 75,907,064 35% 2. Kenaikan Operating Profit sebesar 50% di 2019 b. GPM-Total 7.73% 3. Unit Stock Level Ytd Nov 2018 Over Target (P = 0.4 ; A = 1.0) c. GPM-Unit 7.73% 17% d. Opex Total 37% 1. Stock akhir bulan cukup besar ( unit), dengan rata-rata DO 3 d.1. Opex Direct (Variable) 2,079,100 10% bulan terakhir = 39.67 unit d.2. Opex Indirect (Fixed) 610,865 e. Opex to Revenue 1,468,235 52% 4. ACP Unit Ytd 2018 Over Target (P = 10 ; A = 12) f. Operating Profit 2.74% 37.5% 1. DO 3 hari terakhir = 40,5% / 15 unit g. NPBT 3,789,420 h. Unit Stock Level 7,914,020 i. ACP Unit 0.40 10 ACTIVITY: 1. Melakukan Program CRP secara Optimal 2. Speed DO dari awal Bulan, sehingga me-reduce DO akhir bulan menjadi 20% 1. Mengarahkan salesman menjual unit yang ada 2. Melengkapi data aplikasi Kredit di awal dan membuat Analisa PraSurvey, sehingga proses kredit menjadi lebih cepat

7. Boost Up Sales Competency Background: 1. Achieved Target Salesman Ytd Nov 2018 masih dibawah Target (P = 80.00 ; A = 66.7) 1. 4 orang S3 belum achieve target → Terpaku pada segment Customer lama yang sudah tidak terlalu produktif, Database yang sudah usang dan banyak yang sudah bangkrut ACTIVITY 1. Collect Database Potensial bekerja sama dengan AWO dan Leasing MOU 2. Update mingguan untuk Segment yang sedang bertumbuh 3. Upgrade Knowledge kondisi terkini khususnya Medsos



PERFORMANCE TEAM DO No Nama Sales Level PRA Level CURRENT Sales Mei 1 RENI DEWI HASTRIANI Jan Feb Mar Apr Jun Jul Total Average Sales Aug Sept Okt Nov Des Total Average 2 DIKA LESTARI C3 9 7 6 6 6 3 34 6.80 3 SUSI NURAENI S3 9 6 6 4 4 3 7 44 6.29 C3 7 5 7 7 8 26 5.20 4 DIAN KUSDIANA S3 5 2 9 3 3 2 16 3.20 5 UDIN WARSUDIN S3 2 1 3 3 4 4 4 36 5.14 S3 5 5 3 6 7 15 3.00 6 ROHENDI S3 4 3 2 4 3 1 12 2.40 7 HILYAS SANI S3 3 3 1 4 2 3 3 27 3.86 S3 3 5 2 2 4 16 3.20 8 LUCKY LUKITO S3 2 1 2 2 5 4 9 1.80 9 ROSANTI S2 4 2 3 1 2 3 1 18 2.57 S3 1 2 4 2 6 11 2.20 10 MELIA PURNAMA SARI S2 6 5 5 7 3 3 24 4.80 11 FANNY LESTARI S2 4 3 2 4 2 3 1 18 2.57 S3 1 2 4 4 1 16 3.20 12 ROENDI S1 3 6 1 4 2 2 13 2.60 13 JANA S1 1 2 1 2 1 1 1 17 2.43 S3 3 4 2 3 4 10 2.00 S0 1 0 11 2.20 Total Sales 3 19 2.71 S3 3 2 2 1 1 Jumlah Salesman 213 42.6 Productivity (Exclude S0) 2 17 2.43 S3 3 3 1 2 2 Productivity Salesman 3.28 Productivity Counter 3 32 4.57 S3 5 6 4 3 6 3.28 6.80 No Nama Sales 2 20 2.86 S3 3 3 3 2 5 1 RENI DEWI HASTRIANI 2 20 2.86 S2 2 3 2 2 4 2 DIKA LESTARI 3 SUSI NURAENI 1 9 1.29 S1 2 2 2 2 2 4 DIAN KUSDIANA 5 UDIN WARSUDIN 3 4 1.33 S1 3 2 2 1 3 6 ROHENDI 7 HILYAS SANI 52 41 41 44 38 32 33 281 40.14 41 44 38 37 53 8 LUCKY LUKITO 12 12 12 12 13 13 13 13 13 13 13 13 9 ROSANTI 4.64 3.55 3.42 3.67 3.08 2.67 2.50 3.36 3.36 3.15 3.38 2.92 2.85 4.08 10 MELIA PURNAMA SARI 3.91 3.09 3.18 3.45 2.67 2.42 2.17 2.98 2.98 3.15 3.38 2.92 2.85 4.08 11 FANNY LESTARI 9 7 6 6 6 3 7 6.29 7 5 7 7 8 12 ROENDI 13 JANA Level SPK Level CURRENT Sales PRA Total Sales Jan Feb Mar Apr Mei Jun Jul Total Average Sales Aug Sept Okt Nov Des Total Average Jumlah Salesman C3 9 9 10 9 4 5 10 Productivity (Exclude S0) S3 11 455636 56 8.00 C3 10 7 12 8 11 48 9.60 Productivity Total S3 15 11 6 7 6 5 9 Productivity Counter S3 4 343523 40 5.71 S3 5 5 5 6 13 34 6.80 S3 6 538433 S3 3 343451 59 8.43 S3 5 12 5 5 6 33 6.60 S3 3 237334 S2 4 342243 24 3.43 S3 2 5 2 2 8 19 3.80 S2 13 465642 S2 6 233132 32 4.57 S3 1 5 5 6 6 23 4.60 S1 5 526572 S1 2 322041 23 3.29 S3 6 7 2 3 5 23 4.60 S0 103 25 3.57 S3 1 3 2 3 2 11 2.20 22 3.14 S3 4 3 3 4 3 17 3.40 40 5.71 S3 6 6 5 6 9 32 6.40 20 2.86 S3 4 4 5 2 5 20 4.00 32 4.57 S2 5 4 2 4 6 21 4.20 14 2.00 S1 2 3 4 2 3 14 2.80 4 1.33 S1 4 4 3 2 3 16 3.20 81 54 52 60 47 48 49 391 55.86 55 68 55 53 80 311 62.2 12 12 12 12 13 13 13 13 13 13 13 13 7.18 4.64 4.33 5.00 3.83 4.00 3.83 4.23 5.23 4.23 4.08 6.15 6.75 4.50 4.33 5.00 3.62 3.69 3.77 4.23 5.23 4.23 4.08 6.15 9 9 10 9 4 5 10 10 7 12 8 11

MAPPING AREA ASTRIDO DAIHATSU TOYOTA HONDA SUZUKI NISSAN MITSUBISHI VSP - 2121 2 V 2 1-1- 1