YTML

INTERNSHIP
REPORT
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SUBMITTED TO:
YUNUS TEXTILE MILLS
SUBMITTED BY:
STUDENTS OF NU-FAST
NAMES:
HIRA FATIMA
ZILL E ARSH
ROOMANA MURAAD
DATE:
15 July, 2010
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15 July 2010
Marketing Director/HR Director

Yunus Textile Mills Limited
H-23/1, Landhi Industrial Area
Karachi-75120
Pakistan
Yunus Textile Mills is a renowned fabric trading business house. This is the report for one month
internship program held by Yunus Textile Mills from 15 June till 15 July 2010. This report includes a
deep analysis of the company, its current practices, and the new approaches which can be
implemented in the organization.
We visited different departments for the analysis of the company, but our main focus was marketing
department. We prepared different questions for our respective managers to study the environment
and the current practices of the Yunus textile business. From our study we found that Yunus Textile
Mill still doesn’t have a corporate culture. The company is a major supplier to the retailers such as
IKEA, WALMART, and KMART etc, therefore its structure can be defined as a business to business
structure. Due to this structure we can see a huge difference in the marketing programs of the
organization. The only way of promoting their business is through exhibitions such as Heimtex,
Market Week, and Raymond Waites etc.
Lastly, we would like to thank certain people who gave us their precious time and helped us
throughout the entire program.
Mr.Altaf Gul (G.M. Operations Marketing)
Mohsin Fareed (Senior Manager Accounts)
Mr.Faisal Mirza (Manager Marketing & Customer’s Relations)
Mr. Minhas (Manager Marketing & Customer’s Relations)
Ms. Shumaila (Manager Marketing & Customer’s Relations)
Mr. Irfan Sikander Bawa (G.M Accounts and Business Development)
Yours sincerely ,
Zill-e-Arsh
Hira Fatima
Roomana Murad
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Contents
Executive Summary ................................................................................................................................ v

Introduction ............................................................................................................................................ 1
Internship Program ................................................................................................................................. 7
Business Structure of YTML .................................................................................................................... 8
Customer Relationship Management ..................................................................................................... 8
Pricing ..................................................................................................................................................... 8
Budgets ................................................................................................................................................... 8
Standard Operating Procedure for Capital Assets .................................................................................. 8
Appendices ............................................................................................................................................. 8
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Executive Summary
This is our internship report on Yunus Textile Mills which covers following areas:
 Organizational structure
 CRM
 Pricing
 Budgets
 SWOT analysis
This report is basically a reconciliation of our theoretical knowledge as to how an organization

operates with our practical experience. We did not choose any one department for our analysis. We
observed the structure of YTML and we found it to be a purely bureaucratic organization. The target
market and product line of YTML is such that it needs a more empowered and decentralized culture.
As far as CRM is concerned we found it to be new concept in YTML. The marketing department of
YTML is very efficient and they maintain quite a lot of data about their valued customers but they
have not maintained any personal data about the people involved in the buying centre of their
customer’s organization. YTML should also perform the competitive analysis of its various
competitors who are in the matrix of the customer’s organization. This will help YTML in not only
understanding the customer’s needs and demands well but also in identifying their own competitive
advantage.
Pricing in YTML is cost based with trade discount only based on volume. The products and structure
(B2B) of YTML is such that all kinds of pricing are not applicable here. As much as we have studied
business to business structure we think that YTML has huge customers and their priorities vary.
Some may be price conscious others may be delivery driven or quality driven etc. YTML should
provide a package keeping in mind what actually is the most desirable part of value for its customer
and pricing should be done according to that.
Budgets yet again are something new for YTML although this is a very important concept especially
for an organization as big as YTML. Budgets facilitates planning, resource allocation, controlling,
setting goals, providing incentives and most importantly for determining break-even point.
SWOT analysis is also very important for any organization especially in today’s dynamic and fast
paced business environment. We found YTML to be a strong and stable organization. There are
some internal weaknesses but on the whole YTML is a well established organization and its recent
stand on child labour and environmental responsibility is going to give it an edge against many other
textile mills of Pakistan in future.
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Introduction
INTRODUCTION TO THE COMPANY:
Yunus Textile Mills Limited (YTM) is a vertically integrated textile mill located in Karachi, Pakistan.
The company, with annual production capacity of 100 Million meters, is the largest exporter of
Home Textile products from Pakistan. In addition to manufacturing, YTM also provides its customers
design and distribution services with offices based in USA, France, Spain, United Kingdom and
Canada.
GROUP HISTORY
Established in 1962 as a fabric trading business house, Yunus Brothers soon become one of the
largest conglomerates in Pakistan. Yunus Brothers Group, with investment in Textiles, Cement,
Construction, Real Estate, Energy, and Commodity trading business has an annual turnover which
exceeds US $ 750 million.
Following the footsteps of its parent company, Yunus Textile Mills Limited started its operations in
1998 and within a short span of time became Pakistan’s largest exporter of Home Textile products.
In this short time frame, the company has transformed itself from a supplier of basic bedding
products to a world renowned supplier of Home Textile Products to top tier retailers and brands
across United States and Europe.
GROUP PROFILE:
Yunus Brothers Group consists of a number of industrial establishments other then YTML which
include:
1. Lucky Textile Mills

2. Fazal Textile Mills Limited
3. Gadoon Textile Mills Limited
4. Lucky Energy (Private) Limited
5. Lucky Cement Limited
VISION & STRATEGY:

TO PROVIDE THE MOST COMPELLING VALUE
PROPOSITION TO OUR CUSTOMERS IN TERMS OF QUALITY,
SERVICE AND COST EFFECTIVENESS AS WELL AS
FULFILLING OUR RESPONSIBILITIES AS A RESPONSIBLE
CORPORATE CITIZEN.
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In order to realize the vision,
n, following are some of the initiatives taken by Yunus Textile Mills:
 Cost Effectiveness
o Increased Automation
o Improving operational efficiency
through better information
systems
o Reducing production lead times to
minimize inventory cost
 Customer Service
o Global network to provide design
and trend services locally
o Reduce production lead times for
timely response to customer needs
o Dedicated Replenishment Analysis
teams to provide inventory
management solutions and supply
chain information to customer
 Environment
o Efficient use and conservation of
energy
o Effluent Treatment Plant
o Reducing packaging and/or finding
alternative packaging solutions
o Solid waste management systems
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Strengths
 Modern Infrastructure
 4 decades of experience in Home Textiles
 Technical and Production capability to handle Volume Business
 Financial Strength to hold
o Raw Material Inventory
o Safety Stock
 Constant Expansion and investment in new
technology
 Design and Product Development Support
 Dedicated Planning Department
Advantages to Customers
o On Time Shipments
o Shorter Lead Time
o Warehousing and Inventory
Management
Green Initiatives
Considering its environmental responsibility, YTM has taken
significant steps to reduce environmental impacts that may
be caused due to manufacturing
uring procedures.
It employed:
 Waste Heat Recovery Boilers which helped in reducing consumption

of natural gas.
 Caustic Recovery Plant which reduced the overall environmental

impact by recycling the entire Caustic material used in fabric
processing. This set up also reduces water usage and the need to
manufacture these chemicals, which further reduces emissions.
 Effluent Treatment Plant which helps reduce effluent load in to

drainage system and as a whole on environment.
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Corporate Social Responsibilities - CSR
YTM has been actively discharging its Corporate Social Responsibility in areas of education, healthcare and
community welfare. Yunus Brothers Group operates the following charitable foundations and entities:
Aziz Tabba Foundation Aziz Tabba Kidney Centre Tabba Heart Institute
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BUSINESS STRUCTURE
The face of textile is changing at a fast pace. In order to meet that change, textile businesses are
starting up, exiting or resizing. Any organized emerging or growing business entity should
sho carefully
consider the components of business structure to ensure the organization meets the needs of the
individuals or groups involved. Establishing sound business structure provides the opportunity to
build a profitable framework for business planning
planni and operation.
STRUCTURE OF YTML:
MANUFACTURING
Manufacturing facilities; spread over three

units, YTM1, YTM2 and YTM3 comprise of:
 Wider width Airjet Picanol Omni plus

and Sulzer looms.
 PRINTING Three wider width 16 color
Regianni printing machines.
machine
 DYEING Monforts made wider width
Thermosols, Pad Steam and Infra-red
Infra
Stenter
 SEWING
o Seven manually operated
floors for Bedding
o Two manually operated floors
for Window and Kitchen items
o Two floors with Automated
cut and sew plants (Texpa) for
sheets.
 QUILTING
o Single Needle
o Multi Needle
 EMBROIDERY Barudan 20
20-head
machines
 EMBELLISHMENT SEWING MACHINES
Bourdon, Hem-Stitch/Faggoting,
Stitch/Faggoting, Zig-
Zig
Zag Functional hemming, Pin-tucking,
Pin
Boot/ Pick Stitch, Cording and Flat
Lock machines.
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DESIGN & DEVELOPMENT
 In House
use Design Studio with dedicated
professional designers working on
fashion, color and design trends.
 CAD-CAM
CAM department with
sophisticated and modern design
software and Laser engraving facilities.
 Dedicated Product Development team
looking after all the aspects
spects of latest
trends in styling, confectioning and
packaging requirements
Yunus Textile Mills Limited (the Company) is a public unlisted company limited by shares
incorporated in Pakistan on April 17, 2007. The registered office of the Company is located
lo at
H-23/1,
23/1, Landhi Industrial Area, and Karachi in the province of Sindh. The Company is engaged
in the manufacturing and export of knitted, weaved and stitched fabrics and other textile
products.
SALES SOLUTIONS AND ANALYSIS

 Dedicated Business Analysis
Analysis team monitoring replenishment programs of various retailers.
 Weekly sales and forecast data assessment and feed back to customers to drive the sales in
an effective manner.
 Weekly Inventory monitoring at retail and supply pipeline levels to ensure smooth
smoo flow of
goods to the warehouse and retail levels.
SERVICING DEPARTMENTS
 Accounts and Finance
 Marketing
 Human Resource
 Administration
 Utilities Department
 Planning Department
 Purchasing and Procurement
 Quality Assurance
 Lab
 Design Studio
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Internship Program
Training Coordinator
Responsible Supervisor: Mr.Faisal Mirza Manager Marketing & Customer’s Relations

Mr. Minhas Manager Marketing & Customer’s Relations
Ms. Shumaila Manager Marketing & Customer’s Relations
Mr. Mohsin Fareed Senior Manager Accounts & REporting
Training Period : 4 week
Areas covered.
 Business Structure
 Customer Relationship Management
 Pricing Structure.
 Standard operating procedure for capital assets.
 Budgets
 SWOT Analysis
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Business
Structure of
YTML
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Following Questions were asked by us from our respective supervisors regarding structure.
1. THE CURRENT STRUCTURE OF THE BUSINESS
 What is the structure of YTML?
 Do you have any need to consider a new business structure or to change/ modify?
 What are the major component of / area of YTML?
2. THE MANAGEMENT
 Who is overseeing the management of the business?
 Who are the decision-makers in the business? Is the decision making process slow?
 Are stakeholders prepared to transfer managerial decisions to a manager or board of

directors?
 How will decisions be communicated to the stakeholders?
 Which type of structure is preferred most?
 Does it have a dual or single line of authority?
 Is it a bureaucratic organization?
Below we have compiled the answers of our supervisors and shown analysis
as to where this organization needs improvement.
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ORGANIZATIONAL STRUCTURE OF YTML
Analysis and Recommendations:

Work Specialization:
In YTML we have seen work specialization in different departments. We will study this by
considering different departments:
Production department
In production department work specialization is high. A person who is dying the cloth or packaging
the cloth will be always doing this particular job. In the present era work specialization is not viewed
as unending source of productivity. It can also result in boredom, fatigue, stress, low production,
poor quality, increased absenteeism and high turnover. In production department YTML must make
sure that the employees don`t face these situations. They can do so by enlarging their jobs and or by
rotating workers through different jobs. For this purpose they can train their employees. Although,
training increases cost but it will significantly improve the morale of the workers.
Marketing department
Marketing department can be subdivided into 3 categories i.e. Execution, Product development and
Sourcing. People working there are specialized in these jobs. They work for different customers in
these categories. In marketing department people are rotated through different customers in
different countries and they seem satisfied with what they are doing.
Departmentalization:
Departmentalization can be done in 4 ways:
 Functions
 Product
 Geography
 Customer
 Process
In YTML there is functional departmentalization. The problem with functional departmentalization is

that the conflicts arise between different departments. This can affect the productivity of the
organization.
For YTML geographic and customer departmentalization is best. Geographic departmentalization can
be done by grouping different areas of specialty with respect to geographical locations e.g. can be
YTML US, YTML Canada, and YTML Spain etc. The advantage of this type of departmentalization is
that the conflicts will be minimized. When cross-functional teams work together, productivity will
increase as they are specialized in their particular areas. Their goal is to maximize their profits and to
provide value to their customers in their respective regions. Therefore there is an easy flow of
information between all the members of the teams.
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YTML has large customers like IKEA, WALMART, and KMART etc and therefore YTML can easily
departmentalize their customers. If departments are formed according to customers then the entire
department will live up to the customer’s value and customer brand loyalty will be implemented to
its best. In customer-based departmentalization OCMS database can be quite helpful for YTML, as all
the data is stored in this software and it can be easily redesigned. This stored data can help YTML to
increase their customer loyalty, dealing with different customers and understanding their needs is
very important in customer relationship management.
Span of Control:
YTML has narrow span of control, the reason behind this is simple. When the workforce is not
competent then they need constant guidance. The workforce of Pakistan is not learned, it will take
years to create awareness among the organizations about this new concept i.e. educated and
empowered employees. Wider spans are only applicable in those organizations where the workforce
is educated. Wider spans of control are not appropriate for YTML at this stage. Training and
educating workforce may increase the cost of production of YTML and at this point it won`t be
feasible as it has competitors like India, Bangladesh and Sri Lanka.
Centralization and Decentralization:
YTMLs decisions are neither centralized nor decentralized; it is in the transition state. In our view
YTML is dealing with fast pace market. The employees should be responsive to deal with this type of
market, where the customer is telling his all needs. YTML should adopt enterprise culture, in which
every person is accountable for his decision. Internationally the concept of decentralization has been
accepted as a source of productivity; the reason is that when the employees become empowered
they learn more effectively within the organization. They deal with dynamic situations and therefore
become more competent.
Formalization:
YTML is highly formulized; they have strong rules and regulations within the organization which
everyone has to follow. In YTML it is somewhat necessary; reason being it has repetitive tasks and
procedures for making a cloth. If the procedures are not performed step by step then the quality of
the product decreases.
YTML HAS A BUREAUCRATIC STRUCTURE

 In YTML there are highly routine operating tasks.
 Formalization is high.
 Tasks are grouped here in functional departments.
 There are narrow spans of control.
 Here the decision making flows through chain of command.
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TEAM STRUCTURE A BEST ALTERNATIVE FOR YUNUS TEXTILE MILLS
Team structure can be a good alternative for YTML. The team concept breaks down barriers across
departments because people who know one another are more likely to compromise than would
strangers.
The team structure also speeds up decision making and response time. Decisions no longer need to
go to the top of a hierarchy for approval. Time management is really important in YTML and
therefore team structure can help the company to minimize its time.
Employees are strongly motivated with the help of team structure. This way employee take
responsibility for a project rather than a narrowly defined task, and the result is enthusiasm and
commitment. Decentralization for authority is accompanied by the elimination of levels of
managers, which results in lower administrative costs.
Finally, team structure is an improvement over the matrix structure in that it does not involve the
problem of double reporting. Each worker believes he/she is part of the team rather than an
individual who performs a designated function.
KEY TERMS
Work Specialization: The degree to which tasks in an organization are subdivided into separate jobs.
Departmentalization: The basis by which jobs in an organization are grouped together.
Chain of Command: The unbroken line of authority that extends from the top of the organization to the lowest rank
and clarifies who reports to whom.
Span of Control: The number of subordinates a manager can efficiently and effectively direct.
Centralization: The degree to which decision making is concentrated at a single point in organization.
Formalization: The degrees to which jobs within an organization are standardized.
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Customer
Relationship
Management
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Customer Relationship Management - CRM
Covering the Topic:
Customer relationship management
Introduction
The better a business can manage the relationships it has with its customers the
more successful it will become. Therefore IT systems that specifically address the
problems of dealing with customers on a day-to-day basis are growing in
popularity.
Customer relationship management (CRM) is not just the application of technology, but is a strategy
to learn more about customers' needs and behaviours in order to develop stronger relationships
with them. As such, it is more of a business philosophy than a technical solution to assist in dealing
with customers effectively and efficiently. Nevertheless, successful CRM relies on the use of
technology.
Why CRM?
In the commercial world the importance of retaining existing customers and expanding business is
paramount. The costs associated with finding new customers mean that every existing customer
could be important.
The more opportunities that a customer has to conduct business with your company the better, and
one way of achieving this is by opening up channels such as direct sales, online sales, franchises, use
of agents, etc. However, the more channels you have, the greater the need to manage your
interaction with your customer base.
Customer relationship management (CRM) helps businesses to gain an insight into the behavior of
their customers and modify their business operations to ensure that customers are served in the
best possible way. In essence, CRM helps a business to recognize the value of its customers and to
capitalize on improved customer relations. The better you understand your customers, the more
responsive you can be to their needs.
CRM can be achieved by:
 finding out about your customers' purchasing habits, opinions and preferences
 profiling individuals and groups to market more effectively and increase sales
 changing the way you operate to improve customer service and marketing
Benefiting from CRM is not just a question of buying the right software. You must also adapt your
business to the needs of your customers.
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Business benefits of CRM
Implementing a customer relationship management (CRM) solution might involve considerable time
and expense. However, there are many potential benefits.
A major benefit can be the development of better relations with your existing customers, which can
lead to:
 increased sales through better timing by anticipating needs based on historic trends
 identifying needs more effectively by understanding specific customer requirements
 cross-selling of other products by highlighting and suggesting alternatives or enhancements
 identifying which of your customers are profitable and which are not
This can lead to better marketing of your products or services by focusing on:
 effective targeted marketing communications aimed specifically at customer needs

 a more personal approach and the development of new or improved products and services
in order to win more business in the future
Ultimately this could lead to:
 enhanced customer satisfaction and retention, ensuring that your good reputation in the
marketplace continues to grow
 increased value from your existing customers and reduced costs associated with supporting
and servicing them, increasing your overall efficiency and reducing total cost of sales
 improved profitability by focusing on the most profitable customers and dealing with the
unprofitable in more cost effective ways
Once your business starts to look after its existing customers effectively, efforts can be concentrated
on finding new customers and expanding your market. The more you know about your customers,
the easier it is to identify new prospects and increase your customer base.
Even with years of accumulated knowledge, there's always room for improvement. Customer needs
change over time, and technology can make it easier to find out more about customers and ensure
that everyone in an organisation can exploit this information.
Types of CRM solution
Customer relationship management (CRM) is important in running a successful business. The better
the relationship, the easier it is to conduct business and generate revenue. Therefore using
technology to improve CRM makes good business sense.
CRM solutions fall into the following four broad categories.
Outsourced solutions
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Application service providers can provide web-based CRM solutions for your business. This approach
is ideal if you need to implement a solution quickly and your company does not have the in-house
skills necessary to tackle the job from scratch. It is also a good solution if you are already geared
towards online e-commerce.
Off-the-shelf solutions
Several software companies offer CRM applications that integrate with existing packages. Cut-down
versions of such software may be suitable for smaller businesses. This approach is generally the
cheapest option as you are investing in standard software components. The downside is that the
software may not always do precisely what you want and you may have to trade off functionality for
convenience and price. The key to success is to be flexible without compromising too much.
Bespoke software
For the ultimate in tailored CRM solutions, consultants and software engineers will customise or
create a CRM system and integrate it with your existing software. However, this can be expensive
and time consuming. If you choose this option, make sure you carefully specify exactly what you
want. This will usually be the most expensive option and costs will vary depending on what your
software designer quotes.
Managed solutions
A half-way house between bespoke and outsourced solutions, this involves renting a customised
suite of CRM applications as a bespoke package. This can be cost effective but it may mean that you
have to compromise in terms of functionality.
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Sharing the Concept with management and their feedback…….
1. What Type of customer YTML has?
2. What Type of Data YTML Captured of their Valuable Customer?
3. What Types of Analysis on captured data are performed?
4. How Management use customer’s information for Decision Making?
5. Name of the software use for CRM?
6. Types of report extracted from the system of CRM? – obtain blank documents / templates
7. Who is the customer/ (s) of YTM – Name Major Customers?
8. What is meant by relationship for YTM?
9. How will you define the team Management?
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CUSTOMER RELATIONSHIP MANAGEMENT in YTML:
There are two types of customers:
Importers: CHF, Franco and Next Creation
Retailers: IKEA, Wall-mart and Macy
Mainly YTML deals with retailers.
CRM is a new process in YTML. The CRM process is the most influential customer oriented strategy
of the decade. Companies should view CRM education and training of their employees in other
departments as an investment not expenditure. Following steps show how CRM actually work in an
organization.
YTML has a B2B structure. The process is simple. After the sample order is approved following are
the steps taken from order till shipment:
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Steps from order till
shipment
1. Contract
2. Performa invoice
3. Internal cutting order
4. Process order form
5. Shipment instructions
In case of replenishment order only the analysts monitor the sales of its customers through contact
with the supply chain members and through online access. The analysts suggest its customers about
the in house and pipeline inventory to be maintained and give that information to the
merchandising department. The merchandising department gives this information to the
procurement department which books raw material and plans capacity to be allocated to various
customers. CRM is especially important in replenishment of orders.
Analysts Merchandising Planning and

Procurement
YTML captures data of its customers on micro and macro levels:
 Micro level data is maintained on day to day or season to season basis. For example it
includes what sort of fabric is being processed, what type of stitching is required for a
particular product.
 Macro level data includes customer’s sales, shelf space available to product, product
assortment, Turnover basis.
All the individuals and units that participate in the business buying decision process constitute the
buying centre. They play the following roles.
 Users
 Influencers
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 Buyers
 Deciders
 Gatekeepers
This is taken in terms of customers of YTML. YTML should know as much as it can about these people
in the customers procurement and supply chain department.
MAJOR INFLUENCES ON BUSINESS BUYING BEHAVIOR
Environmental
Organizational
Economic Interpersonal
development
Individual
Supply Condition Objectives
Authority Age
Technological Policies
Status Education
change
Procedures
Empathy Job position
Political and
Organizational
regulatory Persuasiveness Personality
Structure
developments
Risk attitudes
Systems
Competitive
Developments
Culture and
Customs
Keeping in view all the above information YTML should have following information about its
customers.
PERSONAL INFO OF THE BUYER INVOLVED IN THE BUYING CENTRE:
Name Age Designation Education Lifestyle Status Personality

(risk
attitude)
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The personal information of the official in the buying centre of the customer’s organization is
important to know because it influences the decision made by him in choosing the vendor. Personal
information helps not only in addressing the buying personnel but also in understanding the needs
and expectations of the buyer. It helps in strengthening the buyer-customer
buyer customer relationship and
persuading him for more sales. YTML should know the people involved in the buying centre and
maintain the above database.
SALES BUDGET: (FORECAST)

Product Item No. Description Units Selling Budgeted Percent
Name price Sales (of
per total)
unit
The above sales budget is maintained by YTML regarding each item supplied to the customers. This
helps not only thee procurement dept. of YTML in planning capacity and booking raw material but it
helps the supply chain dept. too in monitoring and analyzing sales trends.
24 Month Sales Forecast

80,000
60,000
` Units
40,000
Total Sales
20,000
0
2009 2010
NOTE: All figures are tentative
SALES CHANNEL ANALYSIS:
CHANNEL ANNUAL UNIT ANNUAL % OF TOTAL AVG. UNITS AVG. DOLLARS

VOLUME DOLLAR SALES PER MONTH PER MONTH
VOLUME
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YTML should analyze the sales channel it can help in managing the supply to the customer. By
analyzing the annual unit volume of sales company can see the trend of each particular store. In
business to business, the customer wants to be the partner with the supplier. Therefore the
customer and supplier work together to see the trend of the sale. For customer relationship timely
delivery is necessary, supplier can plan its procurement and supply with the help of this. Not only
this, supplier can also tell its customer how he can improve his sales in outlets located in different
areas. Sales trend can actually be very useful, as the customer taste can be analyzed efficiently. Both
the supplier and the customer can plan the business by keeping in mind the end customer.
COMPETITIVE ANALYSIS:
YTML can work best with its customers by analyzing the details of other vendors in the matrix of its
customers. In this way YTML can compete effectively as well as it can analyze its own competitive
advantage against other vendors.
Your Company Competitor 1 Competitor 2
COMPANY [Company] [Company 1] [Company 2]
Market Perception High Conservative/mid Low

price/expressive price prices/personal
Key Product [Product Name] [Product Name1] [Product Name 2]
Percent of Total Sales [x]% [x]% [x]%
KEY PERSONNEL
President/CEO/Owner [Name] [Name] [Name]
VP Finance [Name] [Name] [Name]
VP Marketing [Name] [Name] [Name]
VP Sales [Name] [Name] [Name]
VP Product Development [Name] [Name] [Name]
Number of Employees [x] [x] [x]
FINANCIAL
How Held [Private/Public] [Private/Public] [Private/Public]
Shares Outstanding [# of shares/na] [# of shares/na] [# of shares/na]
Recent Share Price [Price per [Price per share/na] [Price per
share/na] share/na]
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Cash [if known] [x] [x] [x]
Venture Backed [yes/no] [yes/no] [yes/no]
Lead Investors [Investor's name] [Investor's name] [Investor's name]
2009 Sales $5,500,000 $7,500,000 $23,000,000
2010 Sales (estimated) $8,000,000 $9,000,000 $5,000,000
PERCENT GROWTH 45% 20% -78%
SALES, DISTRIBUTORSHIP AND

PRICING
Primary Channel Method Reseller Reseller Reseller
Primary Price Point [x] [x] [x]
Discount Structure 50% 50% 45%
Annual Quantity Sold [x] [x] [x]
Market Share Estimate [x]% [x]% [x]%
PRODUCT/SERVICE GENERAL
ANALYSIS
Products are: Easy to use Difficult to install Easy install
Fulfills promises Cumbersome to use Includes

uninstaller
Unattractive
themes
SUBJECTIVE QUALITATIVE
ASSESSMENT
Market Acceptance
Merchandising
Packaging
Advertising Quality
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Public Relations
Price
Product
Promotion
Product Acceptability
Probability of Future Threat
Trade-in Value
Upgrades
Useful Life
AVERAGE COMPETITIVE SCORE
PRODUCT LINE ANALYSIS OF CUSTOMERS:
Product Line analysis is very important for the expansion of the companies. YTML is mainly dealing
with bedding; it can see the product line of its customer and then expand its business in other
products related to textile industry. This will be an opportunity for YTML and in this way the
company can enhance its profits and relationships with its customers.
Customer 1 Customer 2 Customer 3
Home textiles line
Apparels
Kitchen items
SEASONAL ANALYSIS:
S.No Month Actual % of Company Industry % Industry

Index Index
Sales Sales of Sales
To Average to Average
Jan $100,000 7.75% 93.1% 7.0% 84.0%
Feb 101,300 7.85% 94.3% 7.5% 90.0%
Mar 102,617 7.96% 95.5% 9.0% 108.0%
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Apr 103,951 8.06% 96.7% 9.0% 108.0%
May 105,302 8.17% 98.0% 9.0% 108.0%
Jun 106,671 8.27% 99.3% 8.0% 96.0%
Jul 108,058 8.38% 100.5% 7.0% 84.0%
Aug 109,463 8.49% 101.9% 9.5% 114.0%
Sep 110,886 8.60% 103.2% 9.0% 108.0%
Oct 112,327 8.71% 104.5% 9.0% 108.0%
Nov 113,787 8.82% 105.9% 7.0% 84.0%
Dec 115,267 8.94% 107.3% 9.0% 108.0%
Total $1,289,629 100.00% 100.0%
Seasonality: Company vs Industry

120.0%
100.0%
80.0%
Index to Average 60.0%
40.0%
20.0%
0.0%
Jan Feb
Mar Apr
May Jun
Company Seasonality Jul Aug Sep
Industry Seasonality Oct Nov
Dec
NOTE: ALL FIGURES ARE TENTATIVE AND RANDOMLY ASSUMED
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FEEDBACK QUESTIONAIRE
Following are the questions asked by us from our respective supervisors regarding price setting.
 What are the factors / element for pricing?
 External and internal factor affecting Pricing?
 Is it cost based pricing? How competitors affect prices?
 Environmental responsibilities and social corporate responsibilities are essential for

maintaining large customers like IKEA and Wal-Mart, how such initiatives influence pricing
decisions?
 Who are the people involved in it internally?
 How economic factors influence pricing decisions? (Inflation, rate of interest)
 Is there some any role of price elasticity of demand?
 How pricing across different regions are managed?
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PRICING for YTML
Pricing is the process of determining what a company will receive in exchange for its products.
Pricing factors are manufacturing cost, market place, competition, market condition, and quality of
product. Pricing is a fundamental aspect of financial modeling and is one of the four Ps of the
marketing mix. The other three aspects are product, promotion, and place. Price is the only revenue
generating element amongst the four Ps, the rest being cost centers.
Pricing is the manual or automatic process of applying prices to purchase and sales orders, based on
factors such as: a fixed amount, quantity break, promotion or sales campaign, specific vendor quote,
price prevailing on entry, shipment or invoice date, combination of multiple orders or lines, and
many others. Automated systems require more setup and maintenance but may prevent pricing
errors. The needs of the consumer can be converted into demand only if the consumer has the
willingness and capacity to buy the product. Thus pricing is very important in marketing.
YTML has Markup pricing or Cost-Based pricing. They add desired markup to the product`s cost in
order to determine the price of the product.
The manufacturers cost is given by:
Unit cost = variable cost + fixed cost
Unit sales
Markup price= Unit Cost
1-(Desired return on sales)
Wastages in YTML are part of manufacturing cost whereas green initiatives and fulfillment of social
corporate responsibilities are part of administrative cost. Inflation has a great impact on pricing of
YTML because of cotton yarn being its major raw material. Prices are re-negotiated in case of price
increase. YTML has volume-based business, when the volume of the order is large the price of the
product decreases. In simple terms this is called trade discount. Therefore, we can say that prices are
determined on the basis of volume of the order placed by the customer.
General forms of pricings are:
 Cost plus a percentage of the cost. (usually service oriented)
 Breakeven, that is, whatever it costs to produce the product or provide the service. (usually
non-profit organizations, but not necessarily)
 Target profit (e.g.: make a 20% profit before tax. This implies that you understand all of your
operating costs very well.)
 Perceived value (price to the consumer's expectation)
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 Competitive related (price using competitive price as a base)
 Sealed bid (usually construction projects)
 Two part pricing (fixed fee plus variable usage rate e.g.: telephone service)
 Bundled pricing that combines multiple products and/or services under one price.
 Discounts for cash payment (when cash flow is important)
 Quantity discounts (when volume is important)
 Trade-in price (when there is some residual value for a trade-in item)
 Update price for an improvement to an existing product (this allows you to benefit from
current customer base)
 Discounted price to a reseller (to expand volume through channels of distribution)
 Seasonal discount (to even out volume which allows a consistent production process)
 Sales price(to promote demand, with volume hopefully offsetting reduced price)
 Psychological pricing (e.g.: to create an impression of a lower price, $199.95 vs. $200)
 Geographical/sales site location (e.g.: varying prices for fuel in different geographical
locations)
 Price plus shipping (catalog/mail order type of sales)
All the above types of pricing are not applicable to YTML because of its B2B structure.
Business to business (B2B) pricing is different from business to consumer (B2C) pricing. The pricing
of B2C products doesn’t change very much from store to store. Pricing of B2B products, however,
are often different for every buyer and every sale. Products in the B2B world are less standardized,
and pricing can be very dependent on just who the buyer is. The price is determined on the basis of
numerous factors and specifications, all of which take significant time to calculate and add greatly to
selling costs.
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NOTE: For details of fixed and variable expenses see appendices.
YTML uses auction type pricing for USA customers. This type of pricing is growing more popular
because of the emerging trend of internet. YTML has well used this type of pricing. The bids are
submitted in various stages. Each supplier who qualifies for a particular biding stage will be allowed
to bid for the next stage. YTML officials submit bids through emails and even on phones. Bids are
qualified on the basis of:
 Allocation
 Performance
 Price
 Capacity
According to our understanding in B2B structures of pricing there are four key drivers.
 Price
 Ship Complete
 Shipment Date
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 Customer Service
The customers should be classified on the basis of performance, price and delivery in terms of these
key drivers. YTML should use Database and marketing intelligence
intelligence to identify customer preferences
and then they can charge prices according to their preferences and in the best interest of the
organization.
In B2B, pricing structure are determined by assuming that prospect gives foremost priority to
customer service
ce then to shipment date then ship complete and then price. This is a more
generalized framework. Some customers are price driven some are performance driven and others
are delivery driven. This will divide customers most precisely in terms of their demands
demand and
expectations and this will also help YTML in framing prices. (See figure below)
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In B2B structures forecasting the sales volume also play an important role in determining prices.
YTML also takes into account prices quoted by other parallel suppliers in case of customers like IKEA
and Wal-Mart.
Following two types of pricing strategies are also favorable for YTML owing to its product’s
requirement.
Price Shading: One way to increase company sales is to offer discounts on the product's price. This
tactic, known as price shading, is normally used with aggressive buyers in industrial markets who
purchase a product on a regular basis and in large volumes. Price shading offers more favorable
terms to preferred industrial buyers in order to encourage repeat sales.
Seasonal Pricing: The price for a product can also be adjusted based on seasonal demands. Seasonal
pricing will help move products when they are least saleable, such as Quilt covers in summers or
seasonal based designs or themes. An advantage of seasonal pricing is that the price for a product is
set high during periods of high demand and lowered as seasonal demand drops off to clear inventory
to make room for the current season's products.
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BUDGETS:
In dynamic businesses budgets also play an important role. Budgets help in setting monitoring
achieving and rectifying goals. Even for proper implementation of CRM budgeting plays a vital role.
What are the key benefits businesses can gain from a good budget? The benefits are:
Planning:
The most obvious purpose of a budget is to quantify a plan of action. The budgeting process forces
the individuals who make up an organization to plan ahead for example a quarterly budget of raw
material enables the merchandising department to plan the procurement of raw material.
Facilitating Communication and Coordination:

For any organization to be effective, each manager throughout the organization must be aware of
the plans made by other managers. The budgeting process pulls together the plans of each manager
in an organization.
Allocating Resources
An organization`s resources are always limited and budgets provide one means of allocating
resources among competing uses.
Controlling Profit and Operations

A budget serves as a useful benchmark with which actual results can be compared. A regularly
reviewed budget enables you to compare against actual performance and quickly identify losses and
take remedial action. Preparing a budget provides an opportunity to think about what you are going
to spend and set limits for the business owner and staff.
Evaluating Performance and Providing Incentives

Comparing actual results with budgeted results also helps managers to evaluate the performance of
individuals, departments, divisions, or entire companies. Since budgets are used to evaluate
performance, they also can be used to provide incentives for people to perform well.
Targeting Break-Even
A budget helps you to determine a break-even number therefore providing a target to aim for each
month.
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YTML has recently implemented budgets in its accounting practices. People usually think that the
concept of CRM is confined only to the marketing department. But in reality it is a culture which
incorporates itself in each and every member of the organization. From raw material till the final
delivery CRM is important to be implemented.
Sales Budget:
Sales budget displays the projected sales in units for each quarter and then multiplies the unit sales
by the sales price to determine sales revenue. These are heads generally present in a sales budget.
YUNUS TEXTILE MILLS
Sales budget
For the Year End
Quarter
1st 2nd 3rd 4th

Sales in units
Unit sales price
Total sales
revenue
Most customers want timely shipment and delivery therefore the forecasting of sales play an
important role in the procurement process and also in the formation of pricing policies. Inventory
management both in-house and in-pipeline also depends on the effective forecast of sales. Before
any order the people in the buying center need to assess the capacity of production and preparing a
sales budget is vital for it.
Production Budget:
Production budget shows the number of units of services or goods that are to be produced during a
budget period. This helps the company to plan the activities such as procurement, capacity etc
according to the budgeted production.
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YUNUS TEXTILE MILLS
Production budget
For the Year End
Quarter
1st 2nd 3rd 4th

Sales
Add: Desired
ending inventory
of finished goods
Total units
required
Less: Expected
beginning
inventory of
finished goods
Units to be
produced
Direct- Material Budget:
The direct material-budget shows the number of units and the cost of material to be purchased and
used during a budget period. With the help of direct material budget the company can easily tell its
suppliers about their need for the particular period. Suppliers can therefore easily manage the
shipment of raw material.
YUNUS TEXTILE MILLS
Direct-Material budget
For the Year End
Quarter
1st 2nd 3rd 4th

Planned
Production
Raw material
required per unit
Raw material
required for
production
Add: Desired
ending inventory
of raw material
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Total raw material
required
Less: Expected
beginning
inventory of raw
material
Raw material to
be purchased
Cost of material
Total cost of
purchases
Direct-Labor Budget:
The direct-labor budget shows the number of hours and the cost of the direct labor to be used
during the budget period. Based on each quarters` planned production, this schedule computes the
amount of direct labor needed and the cost of the required labor. This helps in cost allocation for the
pricing purpose. By analyzing direct labor budget the company can also manage its recruitment.
YUNUS TEXTILE MILLS
Direct-Labor budget
For the Year End
Quarter
1st 2nd 3rd 4th

Planned
Production
Direct-labor
required per unit
Total direct-labor
hours required
Direct-labor cost
per hour
Total direct-labor
cost
Manufacturing-Overhead Budget:
This budget shows the cost of overhead expected to be incurred in the production process during
the budget period. This budget explicitly uses activity-based costing information in that the
budgeted costs for various overhead items are based on the expected quantity of the appropriate
cost driver. Budgeting based on activities for manufacturing overheads is known as Activity-Based
Budgeting (ABB). Real and sustainable payoffs from activity-based costing (ABC) and activity-based
management (ABM) is not forthcoming until an organization`s budgeting process embraces ABM
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approach. Utilizing ABC information in budgeting process provides solid reasoning for budgeting
costs at particular levels, since the underlying ABC information is based explicitly on the relationships
among cost drivers, activities and resources consumed. The resulting budget is more helpful to
management because it reveals how costs change if the predicted quantities of the cost drivers
change.
YUNUS TEXTILE MILLS
Manufacturing-overhead budget
For the Year End
Quarter
1st 2nd 3rd 4th

Unit-level costs
Batch-level costs
Product-level
costs
Facility and
general operation
level costs
Total cash
disbursements
Selling, General and Administrative Expense Budget:
This budget shows the planned amounts of expenditures for selling, general and administrative
expense. If the company knows its expenses then it`s easy to allocate the cost to each product,
especially where we are using cost-based pricing. Similar to the manufacturing-overhead budget, the
selling, general and administrative expense budget reflects the activity-based budgeting approach.
YUNUS TEXTILE MILLS
SG&A expense budget
For the Year End
Quarter
1st 2nd 3rd 4th

Unit-level
expenses
Customer-level
expenses
Facility and
general operation
level expenses
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Total expenses
Cash Receipts Budget
This budget shows the expected cash collections during a budget period. This budget is only as
accurate as the sales forecast. It is important as good cash management requires planning and
controlling cash so that it will be available to meet obligations. This budget is based on the Sales
Budget.
YUNUS TEXTILE MILLS
Cash Receipts Budget
For the Year End

Quarter
1st 2nd 3rd 4th

Sales Revenue
Collection in
quarter of sale
Collection in
quarter following
sale
Total cash
receipts
Cash Disbursements Budget
This budget shows the expected cash payments during a budgeted period. This budget is important
as it enables us to estimate the cost of raw materials and paying out of other expense.
YUNUS TEXTILE MILLS
For the Year End

Quarter
1st 2nd 3rd 4th

Cost of raw
material
purchases
Cash payments for
purchases made
during the quarter
Cash payments for
prior quarter’s
purchases
Total cash
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payments for raw
material
purchases
Other cash
disbursements
Total cash
disbursement
Cash Budget: Combining Receipts and Disbursements
This budget shows the expected cash receipts and disbursement during a budgeted period. The cash
budget determines your future ability to pay debts as well as expenses. For example, preliminary
budget estimates may reveal that your disbursements are lumped together and that, with more
careful planning, you can spread your payments to creditors more evenly throughout the entire
year. Cash budget, you will be able to compare it to the actual cash inflows and outflows of your
business.
YUNUS TEXTILE MILLS
For the Year End
Quarter
1st 2nd 3rd 4th

Cash receipts
Less cash
disbursement
Change in cash
balance during
quarter due to
operations
Proceeds from
bank loan
Payments for
construction of
plant addition
Repayment of
principal on blank
loan
Interest on bank
loan
Change in cash
balance during the
year
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Cash balance
(start of the year)
Cash balance (end

of the year)
Cost of goods manufactured and sold
Preparation of the previous budgets help to establish cost of goods manufactured and sold.
YUNUS TEXTILE MILS
Cost of goods manufactured and sold
For the year ended
Direct Material
Raw Material Beginning
Add: Purchases of raw material
Raw material available for use
Deduct: Raw material Ending
Direct Material used
Direct Labor
Manufacturing overhead
Total Manufacturing Cost
Add: Work-in-process inventory, Beginning
Subtotal
Deduct: Work-in-process inventory, Ending
Cost of Goods Manufactured
Add: Finished-goods inventory, Beginning
Cost of goods available for sale
Deduct: Finished-goods inventory, Ending
Cost of goods sold
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Budgeted income statement
This budget will help to estimate the net income for the year and so the planning can further be
done to improve the profitability further.
YUNUS TEXTILE MILS
Budgeted income statement
For the year ended
Sales Revenues
Less cost of goods sold
Gross margin
Other expenses:
Selling, general and administrative expenses
Uncollectible accounts expense
Interest expense
Total other expenses
Net income
Budgeted Statement of Cash Flows
YUNUS TEXTILE MILSS
Budgeted Statement of Cash Flows
For the year ended
Cash from the operating activities
Cash receipts from customers
Cash payments
To supplier of raw materials
For direct labor
For manufacturing over-head expenses
For selling, general and administrative expenses
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For interest
Total cash payments
Net cash flow from operating activities
Cash flow from the investing activities
Construction of building addition
Net cash used by investing activities
Cash flow from financial activities
Principle of bank loan
Repayment of bank loan
Net cash provided by financial activities
Net increase in cash and cash equivalents
Balance in cash and cash equivalents, beginning of year
Balance in cash and cash equivalents, ending of year
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Budgeted Balance Sheet
YUNUS TEXTILE MILSS
Budgeted Balance Sheet
For the year ended
Assets
Current assets
Cash
Accounts receivable
Inventory
Raw material
Finished goods
Supplies
Total inventory
Total current assets
Long lived assets
Building
Equipment
Less accumulated depreciation on building and equipment
Building and equipment, net accumulated depreciation
Total assets
Liabilities and Owner’s Equity
Current liabilities
Accounts payable
Total current liabilities
Long-term liabilities
Note payable
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Total liabilities
Owner’s equity
Total liabilities and owner’s equity
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Swot Analysis
Strengths Weaknesses Opportunities Threats
 Exposure to  Lack of corporate structure.  Green Initiatives  Governmental policies

diversified markets.
 Lack of information sharing.  Effluent treatment  Exchange rate
 Subsidiaries overseas plant-ETP
(USA , France, Spain,  Existence of many
Canada and U.K) subcultures but no core  Untouched potential  Competitors
culture. markets
 Strong and efficient  Political instability in
supply chain.  Less centralized decision  Diversification of Pakistan.
making. product line
 Financial strength.  Economic instability.
 Lack of team based tasks and  Innovation in
 Production capacity rewards. production methods.  Volatile demand
 Quality / Inspection  Lack of fine skill labour and  Financial stability.

Department qualified Staff.  Raw material price.
Long term market
 Advance strategies
technologies and
methodologies i.e
Plant and
Machineries and
equipments
 Design department
 Socially responsible
organization.
 Self-power
generation.
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Standard Operating
Procedure for Capital
Assets
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For actual
forms see
appendices
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Appendices
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General Purchases
For Period Ending Month XX, 20XX
Budget Actual Variance

FIXED - Expenses
Exec salaries
Office salaries
Employee benefits
Payroll taxes
General Purchases
Travel and entertainment
Communication
Printing and stationery
Repair and maintenance
Fees and subscription
Utilities
Depreciation
Training cost
Miscellaneous
Exec salaries
VARIABLE
Office salaries
Employee benefits
Payroll taxes
Office salaries
Sub-total
CAPITALISATION
Furniture and Fixture
Vehicle
Computer Equipments
Others
Sub-total
Grand Total
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Internal Audit Department

FIXED - Expenses
Exec salaries
Office salaries
Employee benefits
Payroll taxes
Communication
Entertainment
Utilities
Depreciation
Legal and professional fees
Training cost
Miscellaneous
Exec salaries
VARIABLE
Office salaries
Employee benefits
Payroll taxes
Office salaries
Sub-total
CAPITALISATION
Vehicle
Computer Equipments
Others
Sub-total
Grand Total
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Accounts and Finance

FIXED - Expenses
Exec salaries
Office salaries
Employee benefits
Payroll taxes
Rent, rates and taxes
Communication
Entertainment
Auditors' remuneration
Utilities
Depreciation
Training cost
Insurance
Miscellaneous
Exec salaries
VARIABLE
Office salaries
Employee benefits
Payroll taxes
Office salaries
Sub-total
CAPITALISATION
Vehicle
Computer Equipments
Others
Sub-total
Grand Total
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Marketing Expenses

FIXED - Expenses
Exec salaries
Office salaries
Employee benefits
Payroll taxes
Travelling
Advertisement & Promotion
Media Expense
Communication
Entertainment
Provision for debts
Sampling Expense
Audit and Compliance
Utilities
Depreciation
Professional Fees
Training cost
Insurance
Miscellaneous
Exec salaries
VARIABLE
Office salaries
Employee benefits
Payroll taxes
Sub-total
CAPITALISATION
Vehicle
Computer Equipments
Others
Sub-total
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Grand Total

Human Resource

FIXED - Expenses
Exec salaries
Office salaries
Employee benefits
Payroll taxes
Communication
Entertainment
Training cost
Insurance
Miscellaneous
Exec salaries
VARIABLE
Office salaries
Employee benefits
Payroll taxes
Office salaries
Sub-total
CAPITALISATION
Vehicle
Computer Equipments
Others
Sub-total
Grand Total
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M.I.S
General and Administration
FIXED - Expenses
Exec salaries
Office salaries
Employee benefits
Payroll taxes
Travelling
Software Expense
Communication
Entertainment
Motor vehicle running expenses
Networking & Hardware
Utilities
Depreciation
Professional fees
Security services
Office cleaning expenses
Training cost
Insurance
Miscellaneous
Exec salaries
VARIABLE
Office salaries
Employee benefits
Payroll taxes
Office salaries
Sub-total
CAPITALISATION
Vehicle
Computer Equipments
Others
Sub-total
Grand Total
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General and Administration

FIXED - Expenses
Exec salaries
Office salaries
Employee benefits
Payroll taxes
Rent, rates and taxes
Communication
Entertainment
Motor vehicle running expenses
Auditors' remuneration
Utilities
Depreciation
Security services
Office cleaning expenses
Training cost
Transportation and freight
Insurance
Fumigation
Miscellaneous
Exec salaries
VARIABLE
Office salaries
Employee benefits
Payroll taxes
Office salaries
Sub-total
CAPITALISATION
Vehicle
Computer Equipments
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Others
Sub-total
Grand Total
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INTERNSHIP

Marketing Director/HR Director

Executive Summary ................................................................................................................................ v

This report is basically a reconciliation of our theoretical knowledge as to how an organization

1. Lucky Textile Mills

VISION & STRATEGY:

PROPOSITION TO OUR CUSTOMERS IN TERMS OF QUALITY,

SERVICE AND COST EFFECTIVENESS AS WELL AS

FULFILLING OUR RESPONSIBILITIES AS A RESPONSIBLE

 Waste Heat Recovery Boilers which helped in reducing consumption

 Caustic Recovery Plant which reduced the overall environmental

 Effluent Treatment Plant which helps reduce effluent load in to

Manufacturing facilities; spread over three

 Wider width Airjet Picanol Omni plus

SALES SOLUTIONS AND ANALYSIS

Responsible Supervisor: Mr.Faisal Mirza Manager Marketing & Customer’s Relations

Training Period : 4 week

1. THE CURRENT STRUCTURE OF THE BUSINESS

 What is the structure of YTML?

 What are the major component of / area of YTML?

 Who is overseeing the management of the business?

 Are stakeholders prepared to transfer managerial decisions to a manager or board of

 How will decisions be communicated to the stakeholders?

 Which type of structure is preferred most?

 Does it have a dual or single line of authority?

Analysis and Recommendations:

Departmentalization can be done in 4 ways:

In YTML there is functional departmentalization. The problem with functional departmentalization is

Centralization and Decentralization:

YTML HAS A BUREAUCRATIC STRUCTURE

Departmentalization: The basis by which jobs in an organization are grouped together.

Formalization: The degrees to which jobs within an organization are standardized.

Customer relationship management

CRM can be achieved by:

 effective targeted marketing communications aimed specifically at customer needs

Ultimately this could lead to:

Types of CRM solution

CRM solutions fall into the following four broad categories.

1. What Type of customer YTML has?

2. What Type of Data YTML Captured of their Valuable Customer?

3. What Types of Analysis on captured data are performed?

4. How Management use customer’s information for Decision Making?

5. Name of the software use for CRM?

7. Who is the customer/ (s) of YTM – Name Major Customers?

8. What is meant by relationship for YTM?

9. How will you define the team Management?

Importers: CHF, Franco and Next Creation

Retailers: IKEA, Wall-mart and Macy

Mainly YTML deals with retailers.

3. Internal cutting order

4. Process order form

Analysts Merchandising Planning and

YTML captures data of its customers on micro and macro levels:

MAJOR INFLUENCES ON BUSINESS BUYING BEHAVIOR

PERSONAL INFO OF THE BUYER INVOLVED IN THE BUYING CENTRE:

Name Age Designation Education Lifestyle Status Personality

SALES BUDGET: (FORECAST)

24 Month Sales Forecast

NOTE: All figures are tentative

SALES CHANNEL ANALYSIS:

CHANNEL ANNUAL UNIT ANNUAL % OF TOTAL AVG. UNITS AVG. DOLLARS

Your Company Competitor 1 Competitor 2

COMPANY [Company] [Company 1] [Company 2]