Professional Documents
Culture Documents
Agenda
1. Case for Change
2. Project Objective & Deliverables
3. Project Scope
4. Project Approach
5. Indonesia New Retail Segmentation
6. Case Study
2
CONFIDENTIAL, for HMS PMID internal purposes only
Agenda
1. Case for Change
2. Project Objective & Deliverables
3. Project Scope
4. Project Approach
5. Indonesia New Retail Segmentation
6. Case Study
3
CONFIDENTIAL, for HMS PMID internal purposes only
Industry Volume
Industry Volume
Space for CE
Outlet Potential
RRO
STAR
KA
Industry Volume
Space for CE
A
1
Where to deploy?
PPOSM
Call cycle decision
Retail Platform (SRC)
2
3
4
5
CONFIDENTIAL, for HMS PMID internal purposes only
particular outlet
6
CONFIDENTIAL, for HMS PMID internal purposes only
particular outlet
4. Information from National Customer Survey 2010 was not incorporated to
7
CONFIDENTIAL, for HMS PMID internal purposes only
Agenda
1. Case for Change
2. Project Objective & Deliverables
3. Project Scope
4. Project Approach
5. Indonesia New Retail Segmentation
6. Case Study
8
CONFIDENTIAL, for HMS PMID internal purposes only
Project Deliverables:
Segmentation for all retail channels (RRO, IMO, KA, STAR, HOP) for more focus,
Targeted commercial initiative with the right brand or multibrands at the right time
through structured information filtering by not only Field Sales & Sales Promo Dept
but also by Field Marketing, Trade Marketing, KA and Brand Management
9
CONFIDENTIAL, for HMS PMID internal purposes only
Agenda
1. Case for Change
2. Project Objective & Deliverables
3. Project Scope
4. Project Approach
5. Indonesia New Retail Segmentation
6. Case Study
10
CONFIDENTIAL, for HMS PMID internal purposes only
Project Scope
Project Scope:
11
CONFIDENTIAL, for HMS PMID internal purposes only
Project Scope
Project Scope:
Project member
Agenda
1. Case for Change
2. Project Objective & Deliverables
3. Project Scope
4. Project Approach
5. Indonesia New Retail Segmentation
6. Case Study
13
CONFIDENTIAL, for HMS PMID internal purposes only
Project Approach
Project Approach:
1. Inspired by OCs Leveraging the Trade concept but tailored to Indonesia market
Define
Channel Role
and Prioritize
Allocate
Resources
and Deploy
Develop
Retailer Value
Proposition
Education
and
Activation
Prioritize
Channel
Tailored
Allocate
Resources
and Deploy
Develop
Retailer Value
Proposition
Education
and
Activation
Out of Scope
14
CONFIDENTIAL, for HMS PMID internal purposes only
Project Approach
Project Approach:
2. In other words, this is not a rocket science. This is simply combining and
deployment
3
4
5
Enhanced
Segmentation
Enhanced
NCS
15
CONFIDENTIAL, for HMS PMID internal purposes only
Project Approach
Project Approach:
3. Use current Sales System & Tool (iSMS with Handheld) to collect data
16
CONFIDENTIAL, for HMS PMID internal purposes only
Project Approach
Project Approach:
4. Use OCs Trade Segmentation Tool & Brand Plan Deployment Tool to plot the
17
CONFIDENTIAL, for HMS PMID internal purposes only
Agenda
1. Case for Change
2. Project Objective & Deliverables
3. Project Scope
4. Project Approach
5. Indonesia New Retail Segmentation
6. Case Study
18
CONFIDENTIAL, for HMS PMID internal purposes only
19
CONFIDENTIAL, for HMS PMID internal purposes only
B2B Framework
Define what
drives my
business
Prioritize
Channel
Allocate
Resources and
deploy
Education and
Activation
20
CONFIDENTIAL, for HMS PMID internal purposes only
Agenda
1. Case for Change
2. Project Objective & Deliverables
3. Project Scope
4. Project Approach
5. Indonesia New Retail Segmentation
a. Workshop 1
(i) Define What Drive My Business
Agenda
1. Case for Change
2. Project Objective & Deliverables
3. Project Scope
4. Project Approach
5. Indonesia New Retail Segmentation
a. Workshop 1
(i) Define What Drive My Business
Commercial Drivers
1. Commercial Drivers determined based on external environment such as market
dynamics, commercial issues/opprtunities and brand BPWATTS
Market Dynamics
Commercial
Issues & Opportunities
COMMERCIAL DRIVERS
23
CONFIDENTIAL, for HMS PMID internal purposes only
Commercial Drivers
1. Commercial Drivers determined based on external environment such as market
dynamics, commercial issues/opprtunities and brand BPWATTS
2. Based on the external environment, commercial drivers have many variation start
from fundamental drivers to market spesific drivers
MARKET SPECIFIC
FUNDAMENTAL
Handling
Availability
Product
Visibility
POS
Comm.
Consumer
Engagement
Pricing
Retailer
Advocacy
Speed To
Market
CA
Support
Consumer
Data
24
CONFIDENTIAL, for HMS PMID internal purposes only
Commercial Drivers
1. Commercial Drivers determined based on external environment such as market
dynamics, commercial issues/opprtunities and brand BPWATTS
2. Based on the external environment, commercial drivers have many variation start
from fundamental drivers to market spesific drivers
3. Based on all relevant factors in Indonesia, 5 commercial drivers and their
weighting already defined as follow :
Commercial Drivers
Definition
Weighting
Current
Future
30%
30%
Product Visibility
25%
25%
Retailer Advocacy
20%
25%
POS Communication
15%
5%
Consumer Engagement
10%
15%
25
Commercial Drivers
4. In order to elaborate and measure Commercial Drivers at touch point level,
Relevance
Low
Capability : 1
Mid
Capability : 2
High
Capability : 3
20%
0-10 SKU
11-25 SKU
> 25 SKU
5%
60 - 80% of
SKU available
5%
60 - 80% of
SKU available
10%
Hidden
Far from
Selling Point
At Selling
Point
Product Display
10%
No Display
Sleeping Pack
5%
Active Communication
20%
passive
active
influencer
Visual impact
7.5%
Less
Moderate
Vocal Point
5%
TPOSM / POC
only
Full Package
2.5%
No
Willingness
5%
No
Yes
Initiative
Open Space
3%
0 - 5 m2
6 - 25 m2
>25 m2
Consumer Habit
2%
Come & Go
Weighting
Attributes
Number of SKU Handling
Availability &
Handling
Product
Visibility
Retailer
Advocacy
POS
Communication
30%
25%
20%
15%
Consumer
Engagement
10%
Yes
Hang Out
26
Commercial Drivers
4. In order to elaborate and measure Commercial Drivers at touch point level,
Consumer
Profile
Age
Occupation
Open / Close Neigborhood
Consumer Decision Making
Retailer
Profile
Touch Point
Profile
Industry Volume
Location vs Surrounding
Opening Hours
Building Type (Permanent / Non)
Building Status (Owned / Rent)
Agenda
1. Case for Change
2. Project Objective & Deliverables
3. Project Scope
4. Project Approach
5. Indonesia New Retail Segmentation
a. Workshop 1
(i) Define What Drive My Business
Prioritize Channel
After Commercial Drivers have defined, it needs to assessing the capabilities of each
channel to support brands by following 3 analyses :
1. Channel GETS Analysis
2. Competition Gap Analysis
3. Channel Profitability Analysis
29
CONFIDENTIAL, for HMS PMID internal purposes only
Prioritize Channel
After Commercial Drivers have defined, it needs to assessing the capabilities of each
channel to support brands by following 3 analyses :
1. Channel GETS Analysis Current Condition
Commercial Drivers
Channel
Capabilities
Market
Relevance
Scale of 1 to 3
RRO
STAR
IMO
CVS
SPM/
HPM
HOP
30%
2.5
2.5
Product Visibility
25%
2.5
Retailer Advocacy
20%
2.5
1.5
POS Communication
15%
1.5
1.5
2.5
Consumer Engagement
10%
2.5
2.08
1.68
2.38
2.88
1.55
1.60
30
CONFIDENTIAL, for HMS PMID internal purposes only
Prioritize Channel
After Commercial Drivers have defined, it needs to assessing the capabilities of each
channel to support brands by following 3 analyses :
1. Channel GETS Analysis Future Condition
Commercial Drivers
Channel
Capabilities
Market
Relevance
Scale of 1 to 3
RRO
STAR
IMO
CVS
SPM/
HPM
HOP
30%
2.5
2.5
Product Visibility
25%
2.5
1.5
Retailer Advocacy
25%
2.5
2.5
POS Communication
5%
1.5
2.5
Consumer Engagement
15%
2.5
2.5
2.5
2.43
2.03
2.70
2.93
1.00
1.60
31
CONFIDENTIAL, for HMS PMID internal purposes only
Prioritize Channel
After Commercial Drivers have defined, it needs to assessing the capabilities of each
channel to support brands by following 3 analyses :
1. Channel GETS Analysis
2. Competition Gap Analysis Channel RRO
32
CONFIDENTIAL, for HMS PMID internal purposes only
Prioritize Channel
After Commercial Drivers have defined, it needs to assessing the capabilities of each
channel to support brands by following 3 analyses :
1. Channel GETS Analysis
2. Competition Gap Analysis
3. Channel Profitability Analysis Channel STAR
18,000
16,000
14,000
249
49,569
16.4
24%
12,000
8,000
In 000 USD
12,351
10,000
16,932
6,000
493
4,000
15
2,000
3,938
4,073
Trade-Related
Spending
Net Profit
33
Prioritize Channel
After Commercial Drivers have defined, it needs to assessing the capabilities of each
channel to support brands by following 3 analyses :
1. Channel GETS Analysis
2. Competition Gap Analysis
3. Channel Profitability Analysis Summary
Net Profit (USD / 000 Sticks)
16.4
18.4
19.2
18.7
IMO
CVC
SPM/HYP
10.2
RRO
SRC
STAR
HOP
(9.1)
(19.4)
34
CONFIDENTIAL, for HMS PMID internal purposes only
Agenda
1. Case for Change
2. Project Objective & Deliverables
3. Project Scope
4. Project Approach
5. Indonesia New Retail Segmentation
a. Workshop 1
(i) Define What Drive My Business
Field Survey
36
CONFIDENTIAL, for HMS PMID internal purposes only
37
CONFIDENTIAL, for HMS PMID internal purposes only
38
CONFIDENTIAL, for HMS PMID internal purposes only
Agenda
1. Case for Change
2. Project Objective & Deliverables
3. Project Scope
4. Project Approach
5. Indonesia New Retail Segmentation
a. Workshop 1
(i) Define What Drive My Business
Workshop 2 Objective
Supporting Tools
Call Cycle
Sales Force Allocation
Outlet Replacement
Time Spent Allocation
POSM Re allocation
Brand Focus Availability Each Cluster
etc
Strategic Resources Allocation
Top Level Perspective
Non Related to Brand
Stick Selling
Stock Management
Visibility
DST Deployment
Mobile Entertainment
Small Event
etc
Commercial Initiatives
Budget Spending
Touch Point Granularity
Brand Related
41
CONFIDENTIAL, for HMS PMID internal purposes only
Call Cycle
Sales Force Allocation
Outlet Replacement
Time Spent Allocation
POSM Re allocation
Brand Focus Availability Each Cluster
etc
Strategic Resources Allocation
Top Level Perspective
Non Related to Brand
42
CONFIDENTIAL, for HMS PMID internal purposes only
Industry
Volume
DEFEND
INVEST
C2
C1
EXPLORE
OPTIMIZE
C4
*MINIMIZE INVESTMENT
C3
C5
POS
Gets Index
Potential
1.0
1.4
1.8
2.2
2.6
3.0
Channel RRO
Industry Volume
Bottom threshold : use threshold of class 4 (150 ppw) which is considered as less activity
cluster
Top threshold : use class 1 threshold = 750 ppw
2.1
2.5
invest
explore
defend
750
explore
150
GETS Index
minimize
X Axis
Commercial Drivers
Availability and Handling
Product Visibility
Retail Advocacy
POS Communication
Consumer Engagement
Value of Threshold
1st threshold
2nd threshold
Wtd
Capability
GETS
Capability
GETS
30%
25%
20%
15%
10%
3
3
1
1
1
0.9
0.75
0.2
0.15
0.1
3
3
3
1
1
0.9
0.75
0.6
0.15
0.1
100%
2.1
2.5
45
Score Cards
Segment Facts
INVEST
EXPLORE
DEFEND
MINIMIZE
# POS
1,085
4,703
27,661
310
Avg. Volume/Store
(Pack/Week)
1,844
1,460
723
124
2.6
2.4
1.9
1.8
Industry Volume
(mio stick/month)
152
521
1,517
Directions / Initiative
INVEST
EXPLORE
DEFEND
MINIMIZE
PM Strategic
Decision
Current
78%
69%
55%
36%
PPOSM Investment
63%
36%
11%
10%
Planogram
Compliance
98%
98%
98%
94%
Availability
(Core Brand)
100%
100%
100%
100%
Availability
(Pot Brand)
100%
99%
96%
88%
OOS
(Core Brand)
0.0%
0.0%
0.0%
1.0%
OOS
(Pot Brand)
2%
3%
7%
17%
Future
Current
Future
Current
Future
Current
Future
Directions / Initiative
INVEST
EXPLORE
DEFEND
MINIMIZE
PM Strategic
Decision
Current
Visibility
Core Brand
95%
84%
72%
67%
Visibility
Pot Brand
87%
68%
45%
38%
SOM
61%
60%
59%
60%
Trade Program
Shop Sign
Stand Alone
30%
12%
2%
2%
TTD
Stand Alone
37%
26%
9%
9%
SRC
24%
8%
1%
1%
Future
Current
Future
Current
Future
Current
Future
Directions / Initiative
INVEST
EXPLORE
DEFEND
MINIMIZE
PM Strategic
Decision
Current
HMS
Carry Product
61%
33%
9%
10%
DJR
Carry Product
7%
6%
2%
1%
BAT
Carry Product
7%
6%
5%
6%
GG
Carry Product
4%
4%
3%
3%
Future
Current
Future
Current
Future
Current
Future
Score Cards
Segment Facts
INVEST
EXPLORE
DEFEND
MINIMIZE
# POS
1,812
6,316
26,046
580
Avg. Volume/Store
(Pack/Week)
2,018
1,591
762
120
2.6
2.4
2.0
1.9
Industry Volume
(mio stick/month)
277
762
1,506
Directions / Initiative
INVEST
EXPLORE
DEFEND
MINIMIZE
PM Strategic
Decision
Current
81%
66%
38%
33%
PPOSM Investment
68%
38%
11%
8%
Planogram
Compliance
99%
99%
99%
100%
Availability
(Core Brand)
100%
100%
100%
100%
Availability
(Pot Brand)
99%
98%
94%
89%
OOS
(Core Brand)
0.0%
0.0%
0.0%
1.0%
OOS
(Pot Brand)
3%
5%
11%
17%
Future
Current
Future
Current
Future
Current
Future
Directions / Initiative
INVEST
EXPLORE
DEFEND
MINIMIZE
PM Strategic
Decision
Current
Visibility
Core Brand
91%
82%
68%
83%
Visibility
Pot Brand
86%
70%
50%
60%
SOM
57%
56%
56%
58%
Trade Program
86%
72%
49%
24%
Shop Sign
Stand Alone
26%
9%
3%
1%
TTD
Stand Alone
40%
26%
7%
4%
SRC
17%
5%
1%
0%
Future
Current
Future
Current
Future
Current
Future
Directions / Initiative
INVEST
EXPLORE
DEFEND
MINIMIZE
PM Strategic
Decision
Current
HMS
Carry Product
57%
30%
8%
4%
DJR
Carry Product
13%
9%
4%
2%
BAT
Carry Product
7%
7%
5%
2%
GG
Carry Product
9%
7%
4%
5%
Future
Current
Future
Current
Future
Current
Future
Score Cards
Segment Facts
INVEST
EXPLORE
DEFEND
MINIMIZE
# POS
191
891
5,403
145
Avg. Volume/Store
(Pack/Week)
1,897
1,405
718
123
2.6
2.4
1.9
1.9
Industry Volume
(mio stick/month)
27
95
294
Directions / Initiative
INVEST
EXPLORE
DEFEND
MINIMIZE
PM Strategic
Decision
Current
85%
66%
41%
30%
PPOSM Investment
60%
37%
10%
9%
Planogram
Compliance
98%
96%
97%
91%
Availability
(Core Brand)
100%
100%
100%
100%
Availability
(Pot Brand)
100%
99%
97%
93%
OOS
(Core Brand)
0.0%
0.0%
0.0%
1.0%
OOS
(Pot Brand)
2%
4%
8%
13%
Future
Current
Future
Current
Future
Current
Future
Directions / Initiative
INVEST
EXPLORE
DEFEND
MINIMIZE
PM Strategic
Decision
Current
Visibility
Core Brand
94%
81%
64%
68%
Visibility
Pot Brand
87%
68%
41%
42%
SOM
57%
56%
57%
59%
Trade Program
Shop Sign
Stand Alone
29%
14%
3%
2%
TTD
Stand Alone
38%
28%
8%
8%
SRC
23%
8%
1%
1%
Future
Current
Future
Current
Future
Current
Future
Directions / Initiative
INVEST
EXPLORE
DEFEND
MINIMIZE
PM Strategic
Decision
Current
HMS
Carry Product
60%
36%
9%
9%
DJR
Carry Product
6%
5%
2%
1%
BAT
Carry Product
6%
5%
3%
2%
GG
Carry Product
6%
7%
5%
1%
Future
Current
Future
Current
Future
Current
Future
Score Cards
Segment Facts
INVEST
EXPLORE
DEFEND
MINIMIZE
# POS
533
1,697
4,918
64
Avg. Volume/Store
(Pack/Week)
2,021
1,581
797
121
2.6
2.4
1.9
1.9
Industry Volume
(mio stick/month)
82
204
297
Directions / Initiative
INVEST
EXPLORE
DEFEND
MINIMIZE
PM Strategic
Decision
Current
86%
64%
33%
8%
PPOSM Investment
60%
29%
8%
5%
Planogram
Compliance
100%
99%
99%
-%
Availability
(Core Brand)
100%
100%
100%
100%
Availability
(Pot Brand)
100%
99%
97%
95%
OOS
(Core Brand)
0.0%
0.0%
0.0%
1.0%
OOS
(Pot Brand)
2%
5%
10%
13%
Future
Current
Future
Current
Future
Current
Future
Directions / Initiative
INVEST
EXPLORE
DEFEND
MINIMIZE
PM Strategic
Decision
Current
Visibility
Core Brand
92%
82%
68%
80%
Visibility
Pot Brand
88%
69%
45%
44%
SOM
60%
60%
59%
65%
Trade Program
89
76
61
31
Shop Sign
Stand Alone
29%
10%
2%
2%
TTD
Stand Alone
100%
100%
100%
100%
SRC
16%
4%
1%
0%
Future
Current
Future
Current
Future
Current
Future
Directions / Initiative
INVEST
EXPLORE
DEFEND
MINIMIZE
PM Strategic
Decision
Current
HMS
Carry Product
61%
29%
7%
0%
DJR
Carry Product
6%
7%
3%
0%
BAT
Carry Product
10%
6%
4%
5%
GG
Carry Product
13%
10%
5%
5%
Future
Current
Future
Current
Future
Current
Future
Channel STAR
Industry Volume
2.1
2.5
invest
explore
750
defend
explore
150
minimize
GETS Index
X Axis
Commercial Drivers
Availability and Handling
Product Visibility
Retail Advocacy
POS Communication
Consumer Engagement
Value of Threshold
1st threshold
2nd threshold
Wtd
Capability
GETS
Capability
GETS
30%
25%
20%
15%
10%
3
3
1
1
1
0.9
0.75
0.2
0.15
0.1
3
3
3
1
1
0.9
0.75
0.6
0.15
0.1
100%
2.1
2.5
65
CONFIDENTIAL, for HMS PMID internal purposes only
Channel STAR
Score Cards
Segment Facts
INVEST
EXPLORE
DEFEND
MINIMIZE
# POS
130
1,419
28,064
7,116
Avg. Volume/Store
1,426
800
346
109
2.6
2.4
1.9
1.7
PM Strategic
Decision
Current
Future
Current
Future
Current
Future
Current
Future
0.5
*****
0.6
*****
0.6
***
0.7
PPOSM Investment
***
**
66
CONFIDENTIAL, for HMS PMID internal purposes only
Channel Convenience
defend
invest
666
optimize
150
minimize investment
X Axis
Commercial Drivers
Availability and Handling
Product Visibility
Retail Advocacy
POS Communication
Consumer Engagement
Value of Threshold
explore
Wtd
30%
25%
20%
15%
10%
100%
Threshold
3
3
1
3
3
0.90
0.75
0.20
0.45
0.30
2.60
Channel Spm/Hpm
2.4
defend
invest
618
optimize
150
minimize investment
explore
GETS Index
X Axis
Commercial Drivers
Availability and Handling
Product Visibility
Retail Advocacy
POS Communication
Consumer Engagement
Value of Threshold
Wtd
30%
25%
20%
15%
10%
100%
Threshold
3
3
1
3
1
0.90
0.75
0.20
0.45
0.10
2.40
1x1
1x1
1x2
RRO
RRO
1x2
RRO
STAR
PPOSM Investment
Outlet Replacement
2nd Priority
Cover
1st Priority
Cover
3rd Priority
Cover
2nd Priority
Cover
Replace
No PPOSM Investment
69
CONFIDENTIAL, for HMS PMID internal purposes only
Miin 13 brands
Very Intensive
All Brands
More Intensive
Maintain
More Intensive
Less Priority
Min 13 brands
Core Brands
YOU
DO
Have
Any
Idea
?
70
CONFIDENTIAL, for HMS PMID internal purposes only
Stick Selling
Stock Management
Visibility
DST Deployment
Mobile Entertainment
Small Event
etc
Commercial Initiatives
Budget Spending
Touch Point Granularity
Brand Related
71
CONFIDENTIAL, for HMS PMID internal purposes only
Consumer
Profile
Retailer
Profile
Touch Point
Profile
# targeted touch point
STRATEGY BPWATTS
Strengthen emotional link with existing smokers through increased LAMP/HOP platform
Reinvigorate product perception for LA-29 smokers with product enhancement
Leverage MLD12 as alternative choice for smoker LTLN in segment middle price
Target Consumer
Source Brands
Male LA-29
Brotherhood
SES A,B
BAM Focus
Awareness
Trial
Purchase
Penetrate
Smoker
Objective
Increase SoM MLD16 0.3
DRIVERS
Availability
&
Handling
Product
Visibility
Retail
Advocacy
POS
Communication
Consumer
Engagement
A Mild
U Mild
Consumer Profi
Retailer Profile
75
CONFIDENTIAL, for HMS PMID internal purposes only
76
CONFIDENTIAL, for HMS PMID internal purposes only
77
CONFIDENTIAL, for HMS PMID internal purposes only
Stick Selling
Consumer decision making (Smoker)
DST
Peak Days (Friday Sunday)
Peak Hour ( > 18.00)
78
CONFIDENTIAL, for HMS PMID internal purposes only
79
CONFIDENTIAL, for HMS PMID internal purposes only
80
CONFIDENTIAL, for HMS PMID internal purposes only
Flow of Thinking
Top Down Budget
Zone
Region
Area
Bottom Up
Prioritization
Tools Governance
Trade Segmentation
Tools
HQ Channel Retail
HQ Zone
HSO Analyst
Regional Analyst
HQ Trade Marketing
HQ Consumer Engagement
HQ Channel Retail
HQ Zone
HSO Analyst
HQ Trade Marketing
HQ Consumer Engagement
Regional Analyst (Sales & Marketing)
Area Analyst (Sales & Marketing)
Area Supervisor (Sales & Marketing)
82
CONFIDENTIAL, for HMS PMID internal purposes only
Agenda
1. Case for Change
2. Project Objective & Deliverables
3. Project Scope
4. Project Approach
5. Indonesia New Retail Segmentation
6. Case Study
83
CONFIDENTIAL, for HMS PMID internal purposes only
Consumer Profile
SRC A MILD
3D Deployment
Consumer Profile
Retailer Profile
SRC
# Outlet
Current
SRC
86
Result
Filtering
60
13
CC
858
Retailer Profile
Klub Juara
# Outlet
# Klub Juara match
Filtering
CC
Current
Klub Juara
100
Result
Filtering
184
9
545
List Outlet Klub Juara (Filtering NRS match with Panel Outlet) Area Jakarta Selatan)
Jakarta Barat
No
Code
# downline
1
2
3
4
5
6
7
8
9
10
BOG0003729
BOG0000235
BOG0002491
BOG0008031
BOG0002057
BOG0005738
BOG0001497
BOG0000494
BOG0006662
BOG0005645
205
142
135
110
108
104
93
92
84
79
No
Code
# downline
1
2
3
4
5
6
7
8
9
10
JK30011577
jk30003417
JK30000579
JK30001313
JK30002767
JK30000904
jk30006153
JK30003379
JK30006608
JK30011482
167
164
146
144
141
121
121
97
97
89
WS Name
Cluster
ROYALCROWN
GRANDE
GRANDE
PREMIERE
GRANDE
GRANDE
GRANDE
GRANDE
GRANDE
GRANDE
WS Name
Cluster
TOKO ERY
TOKO CUNG
TOKO AMOY
TOKO BUYUNG
TOKO BARU
UD. TRI WIJAYA
PD. JAYA MAKMUR
TOKO SURYA ABADI
TOKO KENCANA
TOKO ILHAM
EXECUTIVE
GRANDE
EXECUTIVE
GRANDE
GRANDE
GRANDE
EXECUTIVE
GRANDE
GRANDE
EXECUTIVE
Bogor
Thank You
89
CONFIDENTIAL, for HMS PMID internal purposes only