april 2010 monthly report[1]

8/7/2019 April 2010 Monthly Report[1]

http://slidepdf.com/reader/full/april-2010-monthly-report1 1/23

Name: Michael ThomasDate due: 12/05/10

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Table of contents

Title page--------------------------------------------------2

Table of content---------------------------------- -------3

Overview--------------------------------------------------4

Introduction-------------------------------------------5 -13

Summary-------------------------------------------------13

Sales Data-------------------------------------------------14

Labour-------------------------------------------------15-19

Absenteeism and punctuality-------------------------- 20

Inventory and Inventory System-----------------------21

Promotion----- ------------------------------------------- 22

Miscellaneous---------------------------------------------22

OVERVIEW

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The sales and profit performances gives mixed results for the Outlets during April 2010.Old Harbour and May Pen’s sales were $ 6.89 M and $1.96 M respectively. The profit performance was also not very encouraging. The total sales performance was 88.58 % of

target. Old Harbour target was exceeded to be 114.90 %. However May Pen had under performed to a low of49.10 % of target.

The overall profit was not healthy at 58.80 % of target. The individual performance were76.50% and 32.25 % of target for Old Harbour and May Pen respectively,

Audley Martin now fully immersed as the Supervisor for the May Pen is encountering the‘heat of the moment’ and hence the low sales can be attributed to situation. Old Harbour is having no such problem and continues to stride fairly successfully on back to back good performances.

Special events were

Warehouse preparationAnnual Stock countYard SaleWorkers time off Re-assignment of workers during the cross training exercise

No attendance report was forwarded by the HR manager. Dane Johnson attendance and punctuality again was poor. While, June Marsden has improved ten fold.

The counter point system is now open once more. The problem arising from this is therewill be little checks and balances. This will led the system to be out of balance on acanter. The suggestion is that the system should be ‘locked’ so that we are force toreconcile the inventory whenever there existed difficulties that prevented us from selling.There are now new policy set out by the MD to guard against lost of inventory goods. The M.a.c.k and Delta Daihatsu truck worked with about 65 % and 60% reliabilityrespectively. The freight liner tipper body truck was introduce to Master Blend Feedshauling process but this did not materialized as the assigned driver stood us up.

Inefficiency of our pick-up and delivery systems continue to plague the Outlets. The mainconcern is the unreliability of the casuals.

Gladstone Williams and Ms. Samara Wilson continue to be our stand out workers. To thisend a proposal is put on the table to offer a token of appreciation to these workers who performed very well over time, say every three months.

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INTRODUCTION

It will be seen how the fortunes of sales changed during a month’s period for the MayPen Outlet. However, the Old Harbour branch held its own. Both Outlets combined to

record a total of $8,858,168.33 for the month of April 2010.The conversion tointernational currency at 89.56 gives a total of $98,907.64.

Old Harbour and May Pen contribution were $ 6,893,992.04/5,224,559.54 and$1,964,176.34/$4,743,772.59 respectively. The sales were recorded during a 23 daysspan; 4 weeks month. The total efficiency factor was 88.58 % of target of $10,000,000.00.

May Pen have failed this time around. The sales were below acceptable level at 49.10 %of target of $4,000,000.00. Suffice to say Old Harbour branch exceeded it target of $6,000,000.00 by recording 114.90% of target.

The profit fell by $ 289,983.78 to $1,469,981.05 from $1,759,964.83 recorded in March2010. This was 16.60 % of sales but decreased in value by 16.48% to March 2010.

The Old Harbour and May Pen was $1,147,503.99/$1,051,960.53and$322,477.06/$708,004.30 respectively. These were 16.65 % and 16.42 % of the salesof Old Harbour and May Pen respectively. The target percentages were 76.50/70.13 %and 32.25/70.80 % again for Old Harbour and May Pen respectively.

Comparison between March and April 2010 reveals that the overall sales and profit fell by $1,110,163.80 and $ 289,983.78 or 11.14 % and 16.48 % respectively. However, OldHarbour had increased in both sale and profit of $1,669,432.50 and $95,543.46 or 31.95% and 9.08% for sales and profit respectively. May Pen Outlet performed belowexpectation to record decreased sales and profit of $2,779,596.25 and $235,652.10 or 58.60% and 42.22 respectively.

The month of April 2010 left behind few significant issues.

The rapping up of the annual stock

The beginning of the new financial year

A yard sale at Old Harbour.

Cross training transfer.

New policy regarding stock responsibility.

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Annual stock count

The annual stock count was held between March 29, 2010 and April 04, 2010. Mr.Robert Campbell was put in charge of the count for Old Harbour and Mr. Samuel Harper for May Pen’s. According, the May Pen’s count went well and was posted within

reasonable period after the physical count. However, the Old Harbor count was adifferent story.

Mr. Campbell and Mr. Perez Prado was in charge of preparing the stock and warehousefor the annual count about 1 ½ weeks before the start of the count. The counters,supervisors of the counters, physical layout and shelves identification was about 90%ready on the day the paper works were not. Hence, we had a late start on the morning of March 29, 2010.

The count sheets were late and created some anxiety as they were not from the counter point system. This reaction from the workers were expected as they were not exposed to

these sheets before. However, we manage to calm them down by sorting out the manyvariances.

The variances were related to:-

the item numbers were not attached to the right itemsShelves numbers were incorrectMulti- items in the shelvesCounters with wrong count sheet.

These difficulties were sorted out and the count continued to be completed on Monday,April 3, 2010.

The real shocker was that the system was not lock by Accounts before the start and hencethe integrity of the count was in question. We managed to get over this hurdle however,the final result after posting revealed that our stock dollar value was much less than whatwas expected.

Few things were apparent

1. The count was inaccurate2. The categories we unlocked3. We will have to count these categories again and then relock the system4. The numbering of the shelves were incomplete and not posted in the syste5. The shelves numbers are not reflected on the printed invoices.6. The stock cards were not updated with the stock count figures.

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The new financial year started on April 01, 2010 and will run to March 31, 2011.The just concluded year April 2009 to March 2010 gives figures accordingly.

1. Sales2. Profit

We were urge to create a 10 % increased in profit and hence sales must beincreased accordingly.

Yard sale

A Yard Sale was held at the Old Harbour compound from April 29 to May 01,2010. Find details attached as appendix.

Cross Training

Cross training exercised continued with the retransferring of Samara Wilsonand Narda lee burke. However, this move was necessary as we are moving toimprove the accountability of the stock under the purview of the Stores. MissWilson was taught to possesses more quality and were preferred to Ms burkeand Mitchum Thomas to undertake the task.

Stock Responsibility

New policy regarding the accountability of the stock was issued by the MD.

1. The stock responsibility for a individual2. The stock cards will be audited by a member of the Accounts team at

certain intervals.3. Any lost in stock will be have to be reimbursed by the whole department.

I will write to solicit the powers that be to create useful documented policies to assist thedaily managing of the Outlet. Too often we I have being under the spotlight for carryingout my duties. My job has been multiply harder because when a worker is penalized for breaking the rules of the company there is a set of individuals who always feel

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sympathetic to them and start to react maliciously. I am suggesting that the policies aremade known to all and sundry. Hence, no ambiguity should exist as a result of onescarrying out their duties.

The growing request for Pro-forma invoices was constant throughout the month. There

were new customers that came on board that needed many pro-forma invoices. However,we were marooned by the Accounts department setting up the system so that we couldnot access most of the items needed by the customers. Ironically, these items could be picked up by Wholesale and May Pen accounts. This certainly seemed like somebody is playing a double standard game design to harm someone. It is unfortunate that it will bethe company that will be harmed..

Sweeping changes made recently to the inventory system have created only unduehardship to my workers and ton loads of frustration to my enduring customers. However,the balance and reliable inventory accounts that we so desperately needed have not

arrived. What we are experience is an inventory mire in conspiracy and confusion.

There is no doubt that our inventory anomalies start from the counting stages, theentering of data, the posting process and lastly the closing of the counting process. I willlend my ideas on stock count processes.

The stock counts are a series of action that are done to achieve a particular end.Hence it is a process.

There should be stock count teams led by the personnel that enter and post the

data during a specific period. The leader of the teams is the live blood of the countto which the reliability and accuracy of the count depends on. The team leader should be equipped with the basic knowledge of entering and posting of the data.

The teams should be manageable, say four (4) persons maximum. There should bea computer readily available for the entering and posting of the data.

The stock count should be closed after all the data are entered and posted

Areas of interest are :-1. The size of the categories vs the size of the teams

2. No rechecking after the stock count3. A computer terminal must be available to all team leaders4. The team leaders must meet every day for debriefing and

progression report

The discipline of the team – the process is one-off and as such we get in, do our job and get out. There are no time or space for the persons that are indisciplineand not business oriented.

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The cost of the teams- stock count is a necessary process that is not profitable andhence the cost of operation should be kept to a minimum.

Reports must be written by all team leaders and sent to the manager of the

department to be vetted and turned over to the Accounts department. Thesereports can be a structured formed reports or a memo indicating time started andcompleted, categories, teams, behaviour, difficulties and recommendations.

The forecast for sales again appears to be bright against the damming effects of the newand grueling tax package brought on by the I.M.F and the government of Jamaica. Themany pro- forma that was sent out has not returned to fruition as yet. The only thing I amworried about is the difficulties the customers experience in getting these pro-forma.

The May Pen Outlet has started to produce relative good sales and profit. It alwaysappears to be capable of producing just the same as Old Harbour. I am also stillmaintaining that selling $1,000,000.00 on the average is a possibility at Old Harbour bearing in mind that there are very little support from the key members presently.

While the customers are still finding us a good place to spend their money our customer service is lagging behind. The customer service is the biggest constraining arm of theOutlet. The deliveries may be cheap but the scheduling and utilization of the manpower has left a whole lot to be desired.

We continue to wrestle with the Sales staff to begin the process of recording a list of the

items of the customer’s needs and forwarded it in a timely manner to the Stores inventory personnel. There also existed the lack of internal customer service from them to themanagement. The resulting factor is that we are reactive instead of being pro-active toour customer’s needs.

The Stores staff, led by Ms Marsden, the Supervisor is operating at an unsatisfactory pace. Very low efficiency is the order of the days. There are difficulties with the PurchaseRequisition and Order production, timeliness and accuracy. The utilization of theavailable man-power is also questionable. The delivering and picking up of goods are not been handled with much imagination. The bottom line is that we seemed to be behind thehate ball too often.

Creeping back into our operation is the sending of customers to Wholesale byunscrupulous individuals. We need some strong policy upgrading to curtail and wiped outthe practice for good. Certainly, I am will to give up all goods that I am selling in wholesale quantities if Wholesale stop taking my customers and naming them “ CashWholesale” to disguise the fact.

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The department is also wrestling with the service from Accounts. There were twooccasions when we were unable to get goods to replenish our stock. On both occasion wehad exceeded our credit limits before the thirty day payment period. Accounts wereadamant that the bills will be paid according to the thirty (30) days credit period eventhough we have sold off all the goods that we had purchased. Suffice to say we

negotiated with our customers and prevailed to the extent that we did not lose any business.

The May Pen Counter Point system came on stream at the start of the month of February2010. However, this was not mandated officially. We jump on board nevertheless as itcertainly makes life much easier.

There were not any noticeable changes to the efficiency of the Old Harbour counter pointsystem. We are still grappling with the lack of balance to the inventories; zero, negativeand improper balances are the order most days. Recently, the problem escalated with theinclusion of the May Pen account on to the system. We were invaded with new problems

with our profit margins. There were random and involuntary changes to our cost pricessuch as May Pen staff were surprised by the increased of some type of cables. The annualstock count is the end of March 2010. I am endeavour to put the Stores in good conditionso that counting will be seamless. The Managing Director again has issue a directive tothe effect that the counters must be the same personnel that works in the variousdepartment or branches. This seemed quite a brilliant idea and we only need to tweak thesystem to make it works.

.

The persistent absence on Saturdays of June Marsden, supervisor of Old Harbour branchand the Delta Truck driver, Jeremiah Bedward have persisted. Although these absenceshave had little impression on our operation, they might send a signal of disquiet to theothers and may affect the operation if others join them.

Mr. Ricky Browne has indicated of his intention to resign from his post as the supervisor of the May Pen Branch. This was accepted and will be effective on February 15, 2010. Anew replacement has been found and will be installed on Tuesday, February 16, 2010.The new recruitment is Mr. Audley Martin who was firstly assigned as a SalesRepresentative to the Old Harbour branch took over the reign of supervising the May PenOutlet. Had a very impressive start. However, there are a whole lot of work to do so thatwe can create and sustain growth in the tough economic climate.

.The attendance and punctual report for February 2010 was forwarded to my desk in earlyMarch 2010 by Mrs. Patricia Palmer- Human Manager. The underling factor arising fromthe report was that June Marsden was handed a 5 days suspension for a third culpableoffence of being habitually late 11 times during February 2010. However, after muchhand wringing by Mrs. Palmer it was withdrawn and reissued with a first offence of beinghabitually and given a warning.

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Memorandum was issued to Norda-Lee Burke advising her to carrying her work more particular as do physical counts of the stocks when reporting stock balances.

Mitchum Thomas has performed below par with his assignment as inventory cards

updater and as the team member responsible for the upkeep of the stock in the Stores.However, he has been doubling up as one of the side hands whenever we have highintensity labour work. That is to say for example 1,000 concrete blocks to be delivered.Hence, even though poor work related memo was prepared it was withdrawn since hisexcuse was accepted. However, he has received a verbal warning to stop wasting time.

The other work related issue worth mention is the fact that Mr. Coote finally grasps theunderstanding of banding up the lumbers in bundles until they are ready to be sold. For many months the methods and concept have been explained to him repeatedly.Frustratingly, the lumber defects keep on appearing as they were not dealt with in atimely manner. Finally the understanding came. I am sincerely hoping that we will see

less damaged lumber from now.

.

.

The following is related to the trucks and forklifts.

The M.A.C.K .

• Worked admiral able through out the month only needed gas oil and coolant

• Needed to be passed by the examination depot inspectors soon.

• Needs power wash

The Delta Daihatsu

• After much ramification the truck problems appears to be finally settled-According to the electrician, Mr. Blackwood the excessive turning over of theengine at start-up was causing the electrical wires in the loam to burn off theinsulation and hence shunted and malfunctioned. The cost -$8,000.00

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Mr. Bedward, the driver frustration, inexperience and lack of mechanicalexperience was again evident during the month... The truck was shuttling to andfrom the repair shop as these many complaints we attended to.

The Freight Liner

Worked very well but sparingly. However, the forecast is suggesting that a largeamount of work will be sent its way soon- Cost – Gasoil and coolant was onlyneeded.

40 tons of wash sand

34 tons of construction gravel

4 tons of granite sand

Mr. Neville Bailey was used to drive the truck for three trips during the month @$3 500.00. owed $1000.00 for a fourth trip.

• The May pen Hyster Forklift

(2) 650-10 pneumatic NHS wide wall tyre @ $21,700.00 not installed. One 5 gallon pailof hydraulic oil was needed.

The factors that are affecting sales are mainly from previous monthly reports. These arerepeated to drive home the point:-

1. The absence of a foreign money exchanger unit - Bill Express; Money Gram;JN Money to name a few, has become a staple at Hardware locations. The newthrust is for the customer to do all their business at one location. Therefore, we

should move to creating an atmosphere that encourages multi activities of thecustomers to be done at our business site. To this end I have gained access to a

representative of Western Union/Bill Express; Alitash Brown who I am

expecting to guide us through the process of installation.

2. Food for though- we could be manufacturing doors, marble counter tops,concrete blocks. To name a few. There is enough land space to conduct new

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business activities such as building a Caribbean Cable Plaza; An all inclusive plaza with banks, supermarket, government offices ect; ect.

3. Very poor customer service-This is our main deterrent to continuously goodsales. Your truly have been asking Mrs., Palmer to conduct internal training but

got only empty promises.

4. The lack of Advertisement- There should continuous advertisement juggling between the community and national airing of our products and services. Theexcused for not going national advertisement because we might have backlashfrom our business partners, do not hold waters this end. The only way we canachieved our goals and financial targets is to gain new market share. We have aneed to expand our business or suffer the consequences. Some of the immediatedrawbacks arei. Having in our possession two aging trucksii. Disgruntled workers who complaint of been underpaid

iii. Aging infrastructures and machineries need retoolingiv. Too low capital investment- causes infrastructure to be outdate andinefficient.

4 Renovations of our signage- major upgrading works are needed to be done on our signs. Both inside the premises and out on the roads where they are installed for

. eg on our Main Gate, Claremount and Mineral Heights housing scheme haveil dilapidated signs of the company in a state of despair.

5. To improve- the visibility, flexibility and effectiveness of our invoice signers I

am recommending that that the office of the signers be removed to the outside of the factory, immediately beside the Lumber Yard

6. Stop buying and selling in the same market.- This method of doing businessmight reduce our operational cost but diminishes our earning potential. The samesystems that are used to imports raw materials for the factory can be used tosource goods for the Outlets. I am aware that our accounting of the stocks and balances are not up to a acceptable standard but, we have come along wayrecently. I suspected with the new measures employed we should get better over time. When we reached the point where we are comfortable with our checks and balances then the next step is to maximize profit. This simple mean that we willhave to think outside of the box and start seeking the most economical method of re-stocking our inventories.

7. The printer paper-

• At 9 ½:”x 11”x 4 copies clearly the printer paper is too much. We could beusing say 3 1/2”x 6”x 4 printing paper per invoice. I am aware that this is notan easy fixed but worth looking into. If we are looking to strangleinefficiency then all aspect of our operation must come under the microscope.

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We have drawn thirty tons of ½ “rebar steel from Tank Weld Metals during the month, balancing five tons.

The stock is good, the customer base is strong and the operating systems are in place. Theonly danger to our performance is the service we offer to our customers. This is against

the background that we were unable to create Pro-forma invoices as readily as werenecessary.

Mr. Audley Martin replaced Ricky Browne on Tuesday, February 16, 2010.He has shownthat he is the right man for the job. His effort level has push up the sales performance toalmost $ 4 million JA dollars for the month. Ms Morant will report to him as we seek totweak the Outlet performance to an accepted level.

God Bless you.

Sales Data

Monthly Sales

Monthly Sales

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DATES WEEK #

OLDHARBOUR

MAY PEN TOTAL

06-10 Apr 2010 1 1,078,768.21 728,495.36 1,807,263.57

12-17Apr 2010 2 1,188,497.21 309,599.37 1,490,096.58

19-24Apr 2010 3 2,001,307.73 309,464.07 2,310,771.8026-01May 2010 4 2,625,418.89 558,129.16 3,183,548.05

TOTAL4 WEEKS 6,893,992.04 1,964,176.34 8,858,168.38

Monthly Profit

DATESWEEK #

OLDHARBOUR

MAY PEN TOTAL

06-10 Apr 2010 1 272,750.32 127,467.78 400,218.10

12-17Apr 2010 2 255,838.47 42,684.40 298,522.87

19-24Apr 2010 3 345,262.40 78,820.87 424,083.27

26-01May 2010 4 273,652.80 73,504.01 347,156.81

TOTAL4 WEEKS 1,147,503.80 322,477.06 1,469,980.86

16.65 % 16.42 % 16.60%

Labour

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The staff complement below representing the Outlets complement for April 2010. Therewere a total of sixteen workers for both Outlets. Old Harbour has ten (10) while May Penhas six (6). There was no resignation during April 2010.

.

. The record shows the following:-

a) Samara Wilson – transferred to Stores b) Norda Lee Burke – transferred to Salesc) Mitchum Thomas – reported injured at a critical junction during the annual stock

count. Still unsettled in the job of inventory cards updating, housekeeping dutiesat Old Harbour and doubling up as a side hands on the trucks. Complained of being tired hence was given time off.

d) June Marsden- Has improved.e) Dane Johnson- huge liability

The following staff complement is located at the following Outlet

Old Harbour May Pen

Supervisor –Ms June Marsden Audley MartinStore clerk- Denise Morant; D.FrancisInventory cards- Mitchum ThomasInventory Clerk- Norda Lee Burke Denise MorantDrivers- Mr. G. Williams J. Bedward same as O/HCashier- Ms Yvonne Barrett Teleta ReidSales- S. Wilsonr Bobbin Yard- O. Perkins- Factory/StoresIn-bond stores- U. Thomas-Factory/StoresCasuals- Mitchum Thomas; D.Johnson K. Turnbull

E. Coote; R. James.Carpentry shop- L. Mills-Factory/StoresAncillary staff – Ms. Alwood Mrs. G. Bell / A. Powell.

There were a total of 2,758 /2912 man-hours available for use during the month of April2010 that has 46 working days. I.e. 23 days each for Old Harbour and May Pen. OldHarbour utilized 1726/ and May Pen used 1,032 man-hours.

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Again, Mitchum was injured on the job. We lost a total of about 50 man-hours due to theaccident on March 29, 2010. It was alleged that one of his leg fell through a hole on ashelf causing injure.

The total sales per man-hour were $3,211.80/2,838.52/. Contributing to this figure was

$2,925.32 and $2,686.61 for O/H and M/P respectively. Compared to February 2010there was an increased of $373.28 or13.15%.

Performance was marred by internal constraint as the counterpoint system was uploadedto be operated as the default system as of February 8, 2010. Before we had a situationwhere the computer at the point of sale went dead and curtailed the efficiency andreliability of the operation.

Old Harbour’s profit per man-hour was $593.85. May Pen’s profit could not be computedand hence no overall profit figures were available. There was a decrease in the OldHarbour profit per man-hour of $42.29 or 6.65 % decline to December 2009.

The output of sales and profit has increased relative to December 2009. However thereare some nagging difficulties existing with our workforce that led one to ask the questionof are we maximizing our potential? I certainly think that we are losing out havingworkers on our roster that is far from efficient..When compared to December 2008 the increased seemed rather significant as our staff has slim down to a reasonable proportion. The second reason is that we are experiencingsevere resistance from workers in key position. For example Lori-ann Jones has createdmany problems from her desk in Purchasing. There are problems such as missingPurchase Requisition and Orders to untimely printing and or faxing off these instruments.

We are presently in the process of building a team to make the business profitable. Weare at the upper level or reorganization and should be moving to the operational levelvery soon. A budget to direct the spending potential will be assigned soon. It will beimportant to cut the fat or any excess man-hours we are carrying. One of my firstobligations is to ensure that all man-hours that the company paid for are used to create or sustain sales. June Marsden tenor as the Stores Supervisor needed to be halted if we areto get any where near the efficieny level needed. She seemed to be orchestrating the timewasting tactics of the workers. We need someone in her position who takes theresponsibility of the job personally.

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Comparative Data

December 2009 comparative data

The sales per man-hour were

Overall sales per man-hour were = $2,838.52

O/H sales per man-hour were = $2,925.32

M/P sales per man-hour were = $2,686.61

The profit per man- hour ratio

Overall profit per man- hour ratio = $ 535.18

O/H profit per man- hour ratio = $636.14

M/P profit per man- hour ratio = $375.18

November 2009 comparative data









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Comparative Data

October 2009 comparative data









I would like to see the business managed as appropriately as possible.

Discipline must be maintained at all level. All that had been said to say

that I expect to discipline the workers according to the disciplinary code

and from the management point of view whatever benefits that is due to

them they should get them.

Also it is not healthy to keep workers that are bad or those that continue

to break the rules or policies of the company. The cost/benefit ratio

never works in the favor of the company with workers undermining the

management of the company.

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Absenteeism and Punctuality

The excerpt from the attendance repot for February 2010 was handed in by Mrs. PatriciaPalmer - HR manager. Accordingly, the punctuality was good except for June Marsdenwhom was late eleven (11) times during the month. She will be written a disciplinary

letter accordingly in March 2010.

Dane Johnson was absent four (4) times and late two (2). The other performance wasgood except for Mitchum Thomas who was absent and late two (2) times repectively.

Inventory and Inventory System

The February 2010 sale of ½ inches rebar steel was 3793 lengths for Old Harbour andMay Pen together.. It would mean that we sold over 30 tons during February 2010. Thereremain five (5) tons at Tank Weld Metals.

The selling price of a ton of 1/2 inches rebar steel per 123 length was $59,800.00 at thestart of the month. This price increases to $62,500 per ton and dropped to $60,350 per tonat the closed of the month.The cost price -$46,337.79 per 123 lengths.

The computer balance showed that the Outlets sold 5792 bags of cement during February2010. The physical at the end of the month was 504 bags at O/H. However, the record for May Pen was not available

There were no price changes during the month and hence the cost price was $550/bag.And selling price was $590/bag.

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Norda Lee Burke continued as the Inventory Clerk. Things were not smooth as she againgrapple the discipline needed to be successful in such an important role in theorganization. Accurate and timely ordering were her main defects. However, enough timeas elapsed for jelling on the job and work related disciplinary actions will definitely be in

order if she does not improve.

Mitchum Thomas was also given a new responsibility of keeping the inventory cardsupdated. His responsibilities include getting the stocks ready for sale and advising theInventory Clerk of low balances. Again, he seemed as if he is struggling with thediscipline needed to do a proper job.

Promotion

February 2010 continues with many sales activities design to improve sales.

• Sales promotion- flyers for damaged and shop worn windows and lumbers

• Renovation of window display area.

• Renovation of lumber display areas.

• Lay the ground work for the installation of three A/C units at May Pen

• Sales Representative – Audley Martin to source sales on the road.

• Renovating existing signs

•

Creating new signs• Promotion offers from radio and television stations and media houses

The May Pen Outlet was painted interior, the safety grill and the front walls. Asignage was posted on the large side wall at the immediate right at approaching theOutlet entrance. Total cost $50,000.00.

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Flyers were done for both Old Harbour and May Pen. These highlighting the products we have on special. Old Harbour flyers were done in-house and showcasethe windows on special for as low as $1000.00 + tax for a damaged window. MayPen main showcase on the flyers were paints giving a 10% discount on all paints purchased.

These turned out well as the sales port folio suggested; cost $6,000.00.

Other promotion issue has been the remodeling of a window display room toshowcase the shop worn, odd size, outdated and all the windows that are slowselling. These windows will be affixed low prices to go.

We are also renovating the damaged lumber rack so that we will be better able tostore and display the lumbers reasons such as selling and stock counts.

Miscellaneous

I have embarked on a project to get signs printed to highlight the trucking department. Asign artist was engaged to do the drawing. This is work in progress. However, other similar projects are in the wings and depending on the success of this are hinged theothers. All the surrounding communities are sadly lacking our advertising signs.

Summary

Our customer base continues to be strong and growing. The stock level is relatively high.We have enough systems in place to run the business efficiently. The infrastructures arein place. We have in place some persons who seemed serious about work. I amadvocating that in a short while we should be singing sweet songs of success.

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God’s willing.

april 2010 monthly report[1]

Documents