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Sales Management 1/2010
Double A
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10/09/53

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Submission to A. Porameth

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Sirikul U. 5113019

Nataya P. 5115140

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Sutakorn K. 5115142

Somrumpa S. 5125401

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Chutinathorn P. 5126910

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Table of Content Page

Executive Summary 2

Market Potential & Target Demographics 2

Competitor Sales Unit Analysis 3

Sales Strategy Overview 13

Sales Objective 15

Sales Forecast 16

Sales Execution Details 17

Sales Force Training 30

Sales Force Performance Evaluation 32

Sales Budget 34

Appendix 36

References 40

26
1) Executive Summary

The propose of this plan is to analyze status of Double A and sales

expansion plan
Currently, the most important competitor of Double A is
SCG Paper: started to focus more on business innovation, which led
to new products and services that added more value to satisfy customers.

The continually improvement of management throughout the organization

had strengthen competitiveness against other countries, resulting in
winning several prestigious awards
Sales objective is to increase sales by 12% of 15,462,000,000 THB
divided by 4 territories and call center , including Northern territory,
Central territory, Northeastern territory, and Southern territory. The total
sale unit for all territories, which consists of 76 provinces of Thailand, is
approximately 27,069,028 boxes per year,
In this plan, there are 100 employees in sales department divided
by North for 14 salespeople ,Central for43 salespeople ,Northeastern for
21 salespeople and Ease for 17 salespeople.

2) Market Potential & Target Demographics

Market Potential is an estimate of maximum demand in a time period

based on the number of potential users and their purchase rate. Ultimate
market value of printing paper industry was 30 billion baht. And within
year 2009, paper ream session has the market value estimated of6 – 7
thousands million baht. Expecting in 2010, the number will be expand to
8,000 million baht or 12 to 15%.

Target Demographics

“DoubleA printing paper ream” does not directly sell its products to
consumers. Besides, the company distributes them through sole
distributors whom later sold their merchandise to other channel members
or big organizations. DoubleA have 75 dealers but only 7 are within
Bangkok Metropolitan zone. DoubleA consumer categorizes into segments
according to the size and marketing functions. In addition, they select
their target depends on product needs and usage.

Large Corporations Final users

26
Medium-size Final users
businesses
Small-size Business, Photocopy or printing centre
SMEs
Retailers BeTrend, convenience stores (7-eleven & Family
Mart)
Modern Makro, BigC, Tesco Lotus, Carrefour
Trade/Wholesalers
Specialty B2S, OfficeMate, OfficeDepot
Superstores
Specialty Shops AA Paper and Stationery
Government Public service providers usually are Ministry that
agencies uses paper in record transaction.
Educational Schools, Universities, Colleges
Institution
Banks Final users

3) Competitor Sales Unit Analysis

MAIN COMPETITORS

Direct Competitors

1. SCG Paper

The Siam Cement Group Paper’s started its line of business in paper
in 1975. It is Thailand's largest pulp, paper including printing and
writing papers, as well as industrial and packaging papers. It gained
acceptance from both national and international consumers, famous
for its global standards in producing the high quality products. This
allowed SCG Paper to be able to be the leader of this line of market
and in ASEAN countries.

26
To compete with the intensity of business competition, SCG Paper
started to focus more on business innovation, which led to new
products and services that added more value to satisfy customers.
The continually improvement of management throughout the
organization had strengthen competitiveness against other
countries, resulting in winning several prestigious awards such as
Deming Prize Award from the Union of Scientists and Engineers in
Japan, National Quality Award (TQA), and the Award for TPM
Excellence Award from Japan Institute of Plant Maintenance.

Product Differentiation

SCG Paper has its own unique source of producing its papers to
reduce their reliance on imports of pulp and paper from other
countries. For over 20 years, the company has conducted thorough
researches related to eucalyptus trees which they encourage
farmers to plant trees properly, and provide them a guaranteed
price for their produce, which is a vital raw material for the pulp and
paper business of SCG Paper.

Its pulp, printing, and writing paper products were grouped

accordingly to their own ranges of product.

Two of SCG’s leading products are:

IDEA GREEN

26
 Idea green is one of the most innovative products by SCG to serve
the customer’s needs perfectly and efficiently. This particular type
of paper is developed under the concept “Think for the better”.

The main idea of Idea Green is to provide products that would be

able to add up the value to the customers with environmental
friendly during all the product chain process.

With Eco fiber, Idea Green reduces the usage of trees by 30%,
leading it to receiving the MATT award by Marketing Association of
Thailand in 2008.

IDEA WORK

Idea Work is another innovativeness that’s introduced by the famous

SCG in paper with the concept of “Think for better quality”. The paper’s
produced with the N2 technology, giving it the excellence of sharpness
and print contrasts, with extra smoothness and thickness. These qualities

26
made Idea Work paper a super premium quality paper.

Strength
- Long established company, provide high product reliability.
- Innovative production technology (reduces amount of natural
resources used.)
- Environment-friendly features in products.
- Provided great numbers of variety.

Sales Strategy

SCG Paper put much effort in maintaining its leadership position in the
domestic market and promotes competitiveness. Hence, SCG Paper
continually invested in projects to reduce energy and production costs, to
support production efficiency, and to bring forth innovation, adding value
to products and services. These efforts also extended to building good
relationships with customers to better understand their needs.
Moreover, the company is hoping to emphasize more on consumer
oriented in the future, rather than focusing on the present product
oriented. The idea might lead to a better resolution for customers when
both the company and customers cooperate.

Sales Force Size

Main distributor of SCG Paper is the Siam Cement Public Company
Limited, established in 1913, with Mr. Chirayu Isarangkun Na Ayuthaya
as the present chairman. It’s listed as a holding company for its type of
business. With its 21 sales teams in total, 11 in Bangkok, 9 in cities
throughout the country, and 1 in Philippines. The company’s targeted
customers is in Bangkok, since more than 50% of their sales quarters are
in the capital, the rest went for suburban cities and abroad.

Sales Territory
SCG Paper’s domestic sales territory focused 57% of its total sales
on public businesses, and the rest 43% on private businesses. The home
and office segment is the segment where it had the highest usage of
business papers from 30%-40%. Its sales territory was spread throughout
the whole country, but most of the sales were made in Bangkok. Some
amount of the shops were in other medium cities. There’re very low
number of shops in small cities. It could be estimated that more than 40%

26
of its distributors are in the capital city, and that’s where a large amount
of sales were made for the company.

2. HP Paper

The HP Company has recently brought forth its new product line,
printing papers, to compete with other leading paper companies in
Thailand. It extended its existing product line to operate with the
innovated distinguished types of paper which offers and provide
high quality results to the users.

Product Differentiation

What distinguishes the company itself from others is that each step
in the process of making papers have been carefully developed and
tested by its very own engineers to make sure the quality is worth it
for the best result in printing.

HP Paper primarily consisted of 3 main types of papers, each with its

own unique qualities:

o HP Professional Papers is capable of providing a wide range of

inkjet and laser papers to create effective, professional
outsource-quality documents in-house.

26
 - Print professional business documents with sharp images.

- Heavyweight paper ideal for short-run full-color brochures.

- Ideal for two-sided printing, with a thickness

o HP Everyday Papers are designed to make the best out of the

performance of HP printers, inks and toner for the print projects
you do every day.

- High value paper, suitable for a wide range of everyday

outputs.

- Flexible paper for everyday printing.

- Sharp contrast with a business copy paper.

Sales Strategy

Since HP has clearly clarified policies in the Consumer Digital

Experience presentation to consumers through a variety of products
and activities enabled it to gain the leading position in the
Consumer Digital market nowadays. Especially in the fields of

26
Digital Photography that offers a complete printing solution in the
fields of printers, as well as ink and paper. HP has continually
starting to grow throughout regions In Thailand,

gaining its number one spot on the market at present.

Its "HP OCS" (HP Original Cartridge Store) served as a marketing

strategy in terms of Geographic Expansion to promote the
distribution channels to be reachable and convenient for
consumers’ access to HP products. The shop is marked with OCS
sign to ensure customers that the particular shop sells only genuine
HP supplies. As well as to ensure the customers will also have full
facilities and services nearby their homes because HP already
appointed 60 OCS shops throughout the country, hoping to expands
the shops to be over 100 in the future.

In addition to offering our customers quality products, HP also have

the environmental campaign aims at recycling the products both
when in processing and its disposals. The HP recycling factories
were located in China, Italy and South Africa.

Sales Force Size

The main distributor of HP products in Thailand is the Hewlett

Packard (Thailand) Co., Ltd. It is a limited partnership as a
distributor company with its headquarter in Silom Road, Bangkok.
The company’s field in the business is in the hardware and software
market area.

It has approximately 35 sales team in Bangkok , and around 70

more in other provinces around the country, summed up altogether
from three different business types which are home offices, small &
medium businesses, and large enterprise businesses.

Sales Territory

26
 HP’s sales territory is in fact, all over the country, though, mainly in
Bangkok. With most of its sales team resided in Bangkok, majorly,
and well known IT Superstore. The superstore has over 40 branches
all over the city, including several branches in Central Shopping
Mall, Pantip Plaza, IT Mall.

Several of them were in other major cities in the country such as in

Chiang Mai, Phuket, and Huahin. However, not as much as in the
capital city Bangkok.

3. I.J. Paper

I.J. paper is a company that owned not only the Ink Jet materials, but
wide range of products that covers almost everything related to
printings such as inks and printings in advertisings.

Though, it is better known as possessing competent status in being

one of the best leaders and provider of ink jet papers, gaining the
company popularity of being the number one sales for the
consumers for 12 years.

Product Differentiation

26
 The company’s Inkjet material products offers quite as much the
same as those of other companies, such as color document for
presentation, card paper, photo/glossy paper, sticker, and special
media papers. Though, what is a little bit different is its multi-
function paper and I.J.,A-one paper. Moreover, its large format
printing material papers cover many optional types for customers
such as CAD/CAM, film, self adhesive, graphic, banner & sign from
29 cm. up to 152 cm.

Sales Strategy

Recently, I.J. Paper has launched several road show activities at

MOC office center in 8 branches, parading all kinds of ink jet papers
available. The company also offers online shopping in its website, as
well as in other websites featuring their products. This way,
customers would be able to choose and purchase the products
conveniently and timely.

Sales Territory/Sales Force Size

One of I.J. Paper’s main distributer is Office Depot Thailand.

Office Depot basically has so many branches all over Thailand, where
more than 70% of its branches were located in Bangkok metropolitan
area. Some branches that were outside Bangkok were in Rayong,
Chonburi, Ayutthaya, Chiang Mai, Phuket, and Songkla. In addition,
there’re quite a large number of other small shops with I.J.’s product other
than Office Depot.

26
Indirect Competitors

1. SHIH-TZU (recycle paper)

Product Differentiation

Shih Tzu paper is a recycled paper produced by Hi Tech Paper Company,

by Advance Agro, HP. They are papers with clean substances made from
recycled papers.

Size: A4 (210 mm. – 297 mm.) 70 grams, 89 baht, 500 papers

26
Sales Strategy

Its sales strategy is implemented by aiming at the green idea to save the
world for customers who does not feel the need to use new papers. The
qualities are just the same, as well as same qualities and abilities when
printing.

Sales Force Size/Sales Territory

Shih Tzu papers could be found at Be Ten shops at The Mall Department
Store in every branches all around the country. The brand is aiming at the
small business office, as well as students or workers who are looking for
normal paper to use for their works.

2. Jointex Recycled Paper (I.J. Siam)

26
Product Differentiation

It is a recycled paper imported from Japan by I.J. Siam Company. It

possessed the same quality as all the recycled paper, although,
what made it different was that the product was imported by I.J
Siam from Japan.

The paper is 64 grams, A4 sized with pearl white color which helps
soothing our eyes vision.

Sales Strategy

I.J. Siam differentiate itself from other company by bring forth better
quality from foreign countries. Some customers tend to perceive products
from abroad as more reliable and better quality.

Sales Force Size/Sales Territory

This brand could also be found at Be Ten shop at every The Mall
Department stores as well. Again the department stores could be founded
all over the country.

26
 Competitor’s Position Analysis (Positioning Map)

High Quality

Low
Price

Double A paper: 95 Baht/500 papers, 80 grams.

HP paper: 105 Baht/500 papers, 80 grams.

SCG paper: : 89 Baht/500 papers, 80 grams

IJ paper: 80 Baht/ 500 papers, 70 grams

Referring to the graph above, I compare three of the main competitors,

according to their prices and qualities. You can see that both HP and SCG
paper similarly possessed higher qualities. Though, HP is a little better, hence,
higher price.

On the contrary, the third competitor, IJ paper has lower quality, hence lower
26
prices than the other two.
4) Sales Strategy Overview

4) Sales Strategy Overview

Market strategy of Double A is Differentiation strategy because

Double A does not compete with other competitors in the market by
pricing of product but they compete in premium paper products such as
the Double A paper have moisture control in order to makes the sheets
stay flat in the copier and enhances runnability, low dust content for
minimizing copier running cost, good opacity, smoothness, bulky sheet,
and Double A paper is produced from fast-growing farmed trees which
help to preserve the natural forest. Double A used their high quality
products with excellent services delivered across both domestic and
international markets. Double A also offers vary beneficial services to
satisfy their valued customer such as Double A copy center service at
standard prize and Double A stationery shop. These strategies could
create long term customer relationships which help high demand of
Double A products at the long term.

Market segmentations of Double A can be use

Geographic segmentations to divide target market. Double A might
concentrate the target market which has high demand for paper used by
looking at the business, education, and economic growth of each territory.
Therefore, Double A will know which territory Double A should concentrate
increasing sales with. There are 3 territories in Thailand that have high
demand for paper used because the growing of business, education, and
economic sector which are Northern, Central, and Southern of Thailand.
However, there are Double A’s shop available that customer could make
order or use Double A service by Double A agency or the shop near
customer house because Double A shop have every part and provinces of
Thailand.

Go to market participants technique of Double A can be generated

into 3 parts. Firstly, Double A company access their markets by using
Advertising in broadcast media. Most of Double A advertising show on
television because this media could show and demonstrate the quality of
Double A product by easily and efficiency. Secondly, Double A not only

26
use their employees to sell Double A product but also use the contract
with independent sales agents in order to reach the selling to all territory
or provinces of Thailand and lastly, Double A have resellers who buy
Double A product to resell or offer the product to the end user in each
territory again.

Positioning strategy of Double A try to be a brand in customer mind

that creates premium product and care environmental problems.
Customer will think about the quality of Double A paper for helping them
make buying decision when compare with other paper brand in the same
market. Double A paper create good quality paper into the market
because Double A would like customer satisfy the quality paper and the
important things is paper is the important part of make the report or
customer works look good and easy to read. If customer who would like to
use quality paper and also concern about environmental problem, Double
A could be one alternative of their mind.

5) Sales Objective

Corporate Goals: Increase shareholder wealth by 15%

Business unit objective: Increase revenue growth by 18% and pretax profit
by 15%

Marketing objectives:

• Increase market share of paper products by 0.05%

• Grow contribution after sales & marketing by 12%

Sale department objectives:

• Achieve sales revenue of ฿17 billion

• Grow contributions after sales expenses by 10%

Sale district objectives:

• Achieve sales revenue of ฿8 billion in 80 grams cut size paper

• Obtain ฿5 billion contributions after direct selling

Salesperson objectives:

• Achieve sales revenue of ฿20 million in 80 grams cut size paper

26
 • Obtain ฿18 million in gross margin dollars

Major account objectives:

• Achieve sales revenues of ฿ 50,000 in 80 grams cut size paper

• Obtain an average gross margin of 80%

6) Sales Forecast

Quarter Quarter
Year Total
1 2 3 4 Average
2,996,053, 3,898,821, 4,460,603, 4,584,475, 15,939,953, 3,984,988,
2005 243 236 541 874 894 474
3,778,480, 3,989,921, 4,895,852, 4,352,712, 17,016,966, 4,254,241,
2006 540 515 106 106 267 567
4,651,682, 5,654,681, 3,376,698, 4,546,231, 18,229,293, 4,557,323,
2007 352 463 490 650 955 489
4,542,564, 4,658,295, 5,686,841, 3,151,587, 18,039,289, 4,509,822,
2008 548 513 637 891 589 397

26
 3,508,800, 5,032,507, 4,988,480, 2,834,610, 16,364,398, 4,091,099,
2009 000 890 762 285 937 734
Five-Year 3,895,516, 4,646,845, 4,681,695, 3,893,923, 17,117,980, 4,279,495,
Average 137 523 307 561 528 132
Seasonal
Index 91.03 108.58 109.40 90.99
Projected 3,545,989 5,045,729 5,121,695 3,543,091 17,256,505
Sales 2010 ,773 ,146 ,497 ,003 ,419

The sale of 80 grams A4 paper is 80% of all paper products

Year
Q1 Q2 Q3 Q4 Total
2006
Projecte
3,545,989,7 5,045,729,1 5,121,695,4 3,543,091,0 17,256,505,4
d Sales
73 46 97 03 19
2010
Project
ed
sales
2010 2,836,791 4,036,583 4,097,356 2,834,472 13,805,204
for 80 ,818 ,317 ,398 ,802 ,330
grams
A4
paper

7) Sales Execution Details

a. Sales Force Structure

26
Specialist structure: Customer Specialized Sales Force

This is also referred to as vertical marketing, where each salesperson or

sales team sells the entire product lines of paper to selected types of
buyers, which allows more market focused to take place. In this case,
salespersons are allocated to 2 categories of customers in order to
provide the best solutions to the customer needs which require a deep
understanding of the customer and its market situation. As such, this type
of structure is highly effective because it allows salespeople to gain better
understanding of the customer’s special needs and problems and become
experts in a particular customer or industry. It is very adaptive as well to
changes in customer needs and buying behavior, and so encouraging
Double A to have consultative relationships or enterprise level relationship
with its customers. In addition, sales force can be organized so that each
customer or market receives the appropriate level of selling resources.

Accordingly, salespersons for each types of customer will be

supervised by the regional sales manager that will be under Thailand sale
manager’ supervision. Each regional sales manager has to report and
work to meet company sales quota by guidelines of strategies from the
above sales manager. This will make more effective for manager in
assisting the salesperson and handle all complaints from each type.

26
 However, the business sales team does include only large
(wholesalers, retailers, corporations). Why not small business? Since the
company provides delivery program 1739 that uses outsourcing call
center (inbound-outbound call). Furthermore, in taking care of small
business session seems most time-consuming while attains little profits
from them. Unlike large or wholesaler/retailer who contributes high
earning to company which worth to amount of time spent. Therefore,
Double A has no reason in double pays for same work.

Note: see the appendix for scope of categories of customers

b. Sales Territory

i. Sales Unit

The 76 provinces of Thailand would be divided into 4 territories,

including Northern territory, Central territory, Northeastern
territory, and Southern territory. The total sale unit for all
territories, which consists of 76 provinces of Thailand, is
approximately 27,069,028 boxes per year, which is equal to
135,345,140 packs because one box contains 5 packs of paper
inside. Every pack contains 500 sheets of paper, so all together
it would be equal to 67,672,750,000 sheets of paper. This
means that the company will need to sell 2,300,752 boxes per
month in 76 provinces of Thailand. In order to reach the
revenue of 13,805,204,330 Baht as shown in the projected sale
2010, the company will need to sell according to this amount of
boxes because the company can sell one box at the average
price of 510 Baht. These sales units will be allocated to four
territories according to their potential.

Note: see the calculation in the appendix

ii. Sales Territory Opportunity Evaluation

There are four sales territories which are divided according to

country regions into Northern territory, Central territory,
Northeastern territory, and Southern territory.

26
 Overall Market Share 2009

Idea work 10%

Idea green
10%

Double A
60% I
de
aw
o
r
k I
d
eag
r
e
en

Others
20%

Market
Allocatio Allocation
Allocation share of
n of targeting
Territory market main
prospect market
share competito
s share
r
Northern 12.8% 7.7% 2.56% 2.56%
Central 47.4% 28.4% 9.48% 9.48%
Northeas
12% 7.2% 2.4% 2.4%
tern
Southern 27.8% 16.7% 5.56% 5.56%
Total 100% 60% 20%% 20%

Northern territory: It is comprised of 17 provinces, including

Chiang Mai, Chiang Rai, Kamphaeng Phet, Lampang, Lamphun,
Mae Hong Son, Nakhon Sawan, Nan , Phayao, Phetchabun,
Phichit, Phitsanulok, Phrae, Sukhothai, Tak, Uthai Thani, and
Uttaradit. Chiang Mai has the highest purchasing power and
considered to be the greatest potential market in this territory
because it where most of the business located and also a lot of
trading occur here. Moreover, most of the provinces in this
territory are judged to be prospered and increasing developed
to the higher level. As such, the potential prospects are also
increasing as businesses in this territory are expanding, the
quality of educational institutions is lifting, and standard of
living is improving. These lead to the higher demand for paper
to be used for business, educational, and communicational, and
bureaucratic purposes. The number of large businesses with
capital registered greater than 100 million Baht is 55
businesses, and the number of medium with capital registered
of 10-99 million baht and the number of small business with the
capital registered of less than 10 million baht are 1,706 and
1,439 businesses respectively. So, there are more medium

26
businesses which are classified as Class B customer in this
territory. Overall, the number of business prospects in this
territory is less than in Central territory and Southern territory,
but is greater than in Northeastern territory. The number of
educational institution is 1,100 places which is the lowest of all
territories.

Central territory: It is comprised of 26 provinces, including

Bangkok, Nakhon Pathom, Nonthaburi, Pathum Thani, Samut
Prakan, Samut Sakhon, Ang Thong, Ayutthaya, Chainat,
Lopburi, Nakhon Nayok, Saraburi, Singburi , Kanchanaburi,
Phetchaburi, Prachuap Khiri Khan, Ratchaburi, Samut
Songkhram, Suphanburi , Chachoengsao, Chanthaburi,
Chonburi, Rayong, Prachinburi, Sa Kaeo, and Trat. Bangkok,
which is considered to be the economic center of Thailand,
dominates the country's economy and dwarfing any other
urban centers, so the demand tends to be high here because it
is where most of the large business organization and central
government agencies located. These lead to the very great
demand for paper to be used for business center area of
Thailand. The number of large businesses, medium business,
and small business are 1,410 places, 4,550 places, and 45,438
places respectively. For the number of educational institutions,
it is 2,651 places, which is just only lower than in Northeastern
territory, so it is almost the highest. Therefore, both business
customer and educational institution can be great prospects for
Double A because as compare to other territory, it has the
highest number of businesses for all small, medium, and large.
Moreover, there are another 24 accounts of Bank, 20 accounts
of government, and 13 accounts of wholesales and retails
prospects as the great prospects in this territory as well.
Because Bangkok, which is included in this territory, is the
capital city of Thailand, it is the center of potential prospects as
mentioned. This means that we can deal with the
representative located in the center and then they can make
contribution to other branches in other territories later.

Northeastern territory: It is comprised of 19 provinces, including

Nakhon Ratchasima, Buriram, Surin, Si Sa Ket, Ubon
Ratchathani, Amnat Charoen, Yasothon, Roi Et, Mahasarakham,
Khon Kaen, Chaiyaphum, Loei, Nong Bualamphu, Udon Thani,
Kalasin, Mukdahan, Sakon Nakhon, Nakhon Phanom, Nong Khai.
This territory has the almost the highest number of population
in Thailand. Khon Kaen has the highest purchasing power and
considered to be the central of economic center of
Northeastern territory in Thailand. Khon Kaen now is the center
of education, business of Northeastern and this leads to the
higher demand for paper to be used for business and

26
 educational purposes. The number of large businesses, medium
business, and small businesses are 31 places, 982 places, and
14,079 places respectively. This territory has the lowest
number of businesses in all classes compared to other
territories. However, it has the highest number of educational
institutions of 3,307 places. Therefore, Double A should focus
the most effort on educational institutions has its potential
prospects for this territory.

Southern territory: It is comprised of 14 provinces, including

Chumphon, Nakhon Si Thammarat , Narathiwat, Krabi, Phuket,
Phang Nga , Phattalung, Pattani, Ranong, Satun, Songkhla,
Surat Thani , Trang. This territory has the lowest number of
population of Thailand. People in Phuket have the highest
purchasing power and Phuket is considered to be the central of
economic center of Southern part in Thailand. The number of
large business, medium business, and small business are 34
places, 2,298 places, and 32,745 places respectively. It is third
place for the number of large business behind Northern and
Central territory, but it is the second for the number of medium
and small businesses just behind Central territory. So, it also
can give the promising future for Double A for business
prospect as well. The number of educational institutions is
1,149 which, which is just above the Northern territory. So, the
effort should be put more on business prospects than
educational institutions.

iii. Sales Territory Estimation

Allocation of unit
Territory
sale (boxes)
sells 4,060,354
Northern
boxes
sells 12,181,063
Central
boxes
sells 5,955,186
Northeastern
boxes
sells 4,872,425
Southern
boxes
sells 27,069,028
Total
boxes

Note: see the calculation in appendix

iv. Sales Territory Workload Analysis

26
 Working Time: All weekdays and half day on Saturday or
Sunday.

During 08.30 – 17.30(Lunch included)

Leave Days: Business 5 Days, Sickness 8 Days, Public Holiday

23 Days, Weekend 48 Days

Selling Time: 50%; Non Selling: 30%; Travelling: 20%

Northern Territory

Customer Classification:

Business Class: 1,761(weekly basis, 5 mins / call)

Special Class: 1,100 (weekly basis, 5 mins/ call)

Frequency and Length

Business Class: 52 times/year x 5 mins/call = 260 mins/year = 4 hrs 20

mins

Special Class: 52 times/year x 5 mins/call = 260 mins/year = 4 hrs 20

mins

Workload

Business Class: 1,761 Accts x 4 hrs 20 mins = 7,631 hrs

Special Class: 1,100 x 4 hrs 20 mins = 4,766 hrs 40 mins

Total Working Hours: 12,397 hrs 40 mins

Time available per salesperson

• 44 hrs/week x 40 weeks/year = 1,760 hrs/year

Portion of task of salesperson’s time

• Selling 50%  1,760 hrs/year x 50% = 880 hrs/year

• Non Selling 30% 1,760 hrs/year x 30% = 528 hrs/year

26
• Travelling 20%  1,760 hrs/year x 20% =352 hrs/year

Number of salesperson

• 12,397 hrs 40 mins  14.08 ≈ 14 persons

880 hrs

Central Territory

Customer Classification:

Business Class: 5,973 (weekly basis, 5 mins / call)

Special Class: 2,695 (weekly basis, 5 mins/ call)

Frequency and Length

Business Class: 52 times/year x 5 mins/call = 260 mins/year = 4 hrs 20

mins

Special Class: 52 times/year x 5 mins/call = 260 mins/year = 4 hrs 20

mins

Workload

Business Class: 5,973 Accts x 4 hrs 20 mins = 25,883 hrs

Special Class: 2,695 x 4 hrs 20 mins = 11,678 hrs 20 mins

Total Working Hours: 37,561 hrs 20 mins

Time available per salesperson

• 44 hrs/week x 40 weeks/year = 1,760 hrs/year

Portion of task of salesperson’s time

• Selling 50%  1,760 hrs/year x 50% = 880 hrs/year

• Non Selling 30% 1,760 hrs/year x 30% = 528 hrs/year

• Travelling 20%  1,760 hrs/year x 20% =352 hrs/year

Number of salesperson

26
• 37,561 hrs 20 mins  42.68 ≈ 43 persons
880 hrs

Northeastern Territory

Customer Classification:

Business Class: 1,013(weekly basis, 5 mins / call)

Special Class: 3,307 (weekly basis, 5 mins/ call)

Frequency and Length

Business Class: 52 times/year x 5 mins/call = 260 mins/year = 4 hrs 20

mins

Special Class: 52 times/year x 5 mins/call = 260 mins/year = 4 hrs 20

mins

Workload

Business Class: 1,013 Accts x 4 hrs 20 mins = 4,389 hrs 40 mins

Special Class: 3,307 x 4 hrs 20 mins = 14,330 hrs 20 mins

Total Working Hours: 18,720 hrs

Time available per salesperson

• 44 hrs/week x 40 weeks/year = 1,760 hrs/year

Portion of task of salesperson’s time

• Selling 50%  1,760 hrs/year x 50% = 880 hrs/year

• Non Selling 30% 1,760 hrs/year x 30% = 528 hrs/year

• Travelling 20%  1,760 hrs/year x 20% =352 hrs/year

Number of salesperson

• 18,720 hrs  21.27 ≈ 21 persons

880 hrs

Southern Territory

26
Customer Classification:

Business Class: 2,332 (weekly basis, 5 mins / call)

Special Class: 1,149 (weekly basis, 5 mins/ call)

Frequency and Length

Business Class: 52 times/year x 5 mins/call = 260 mins/year = 4 hrs 20

mins

Special Class: 52 times/year x 5 mins/call = 260 mins/year = 4 hrs 20

mins

Workload

Business Class: 2,332 Accts x 4 hrs 20 mins = 10,105 hrs 20 mins

Special Class: 1,149 x 4 hrs 20 mins = 4,979 hrs

Total Working Hours: 15,084 hrs 20 mins

Time available per salesperson

• 44 hrs/week x 40 weeks/year = 1,760 hrs/year

Portion of task of salesperson’s time

• Selling 50%  1,760 hrs/year x 50% = 880 hrs/year

• Non Selling 30% 1,760 hrs/year x 30% = 528 hrs/year

• Travelling 20%  1,760 hrs/year x 20% =352 hrs/year

Number of salesperson

• 15,084 hrs 20 mins  17.14 ≈ 17 persons

880 hrs
v. Adjust and Assign Sales Territory

Northern Territory

There is no need to adjust the number of salespersons for this

territory since business and special class account are classified
according to large business, medium business,
wholesalers/retailers, and special class accounts respectively

26
 with no other separation involved. However, there is 1 regional
manager required for this territory.

So, the number of people needed will be equal to 15 persons to

be assigned to this territory

Central Territory

There is no need to adjust the number of salesperson, but there

is a need to add 1 regional manager, so, altogether will require
44 persons to be assigned to this territory.

Northeastern Territory

There is no need to adjust the number of salespersons, but

there is a need to add 1 regional sale manager, so altogether
will require 22 persons to be assigned to this territory.

Southern Territory

There is no need to adjust the number of salespersons because

it has been previously assigned according to its workload
according to classes of accounts. However, it needs to assign 1
more regional sale manager, so altogether would require
17persons.

Additional employee: 1 Thailand Sales Manager

Total employees in sales department: 100 people

c. Sales Quota

Northern territory: 13,805,204,330 x 12.8% = 1,767,066,154.24

Central territory: 13,805,204,330 x 47.4% = 6,543,666,852.42

26
Northeastern territory: 13,805,204,330 x 12% = 1,656,624,519.6

Southern territory: 13,805,204,330 x 27.8% = 3,837,846,803.74

Total = 1,767,066,154.24 + 6,543,666,852.42 +

1,656,624,519.6+3,837,846,803.74 = 13,805,204,330

• 13,805,204,330 x 12% = 1,656,624,519.6

Total sales volume quota:

 1,656,624,519.6 + 13,805,204,330 = 15,461,828,849.6

≈ 15,462,000,000 THB

d. Sales Force Size: Using Workload Method

Working Time: All weekdays and half day on Saturday or Sunday.

During 08.30 – 17.30(Lunch included)

Leave Days: Business 5 Days, Sickness 8 Days, Public Holiday 23 Days,

Weekend 48 Days

Selling Time: 50%; Non Selling: 30%; Travelling: 20%

Customer Classification:

• Business session: 11,079 Accts (weekly basis, 5 mins / call)

26
 • Special session: 8,251 Accts (weekly basis, 5 mins / call) *[Banks
24 Accts + Education Institutions 8,207 Accts + Government
Agencies 20 Accts]

Frequency and Length

• Business session: 52 times/year x 5 mins/call

= 260 mins/60 mins = 4 hrs 20 mins

= 11,079 Accts x 4 hrs 20 mins

= 48,009 hrs

• Special session: 52 times/year x 5 mins/call

= 260 mins/60 mins = 4 hrs 20 mins

= 8,251 Accts x 4 hrs 20 mins
= 35,754 hrs 20 mins

Total Working Hours: 83,763 hrs 20 mins

Time available per salesperson

• 44 hrs/week x 40 weeks/year = 1,760 hrs/year

Portion of task of salesperson’s time

• Selling 50%  1,760 hrs/year x 50% = 880 hrs/year

• Non Selling 30% 1,760 hrs/year x 30% = 528 hrs/year

• Travelling 20%  1,760 hrs/year x 20% =352 hrs/year

Number of salesperson

• 83,763 hrs 20 mins  95.185 ≈ 95 persons

880 hrs

26
e. Compensation and Incentive System

• Salary. Amount of salaries are various depend on number of

experience years. For newly graduates with no experience will
receive 8,500 baht per month to enhance their low sales volume. On
the other hand, sales with at minimum 2-3 years of working
experience will receive 10,000 baht with higher range of
commission. As the salary specified to regional sales manager and
country sales manager is 30,000 and 6 to 70,000 baht respectively.
In addition, this salary rate applies to all salesperson without
concerning about their working sites. However, salespersons who
work in outskirts will have different social welfare and other financial
supports compares to central salespersons.

• Commission Tier (apply to sales rep.). Paying a sales representative

a portion of sales volume at the following rates on achieving the
following tiers:

o Turnover of not more than 1 million baht is 0.3% commission.

o In excess of one million but less than 4 million baht is 0.17%

commission.

o In excess of 4 million but less than 8 billion baht is 0.15%

commission.

o In excess of 8 million baht and more is 0.1% commission.

For example:

If the salesperson, says, achieve sales volume at 10 million baht

then he or she will receive 16,100 baht as commission
(3000+5100+6000+2000). Whereas comparing to average income
of expert sales representative (50,000 to 60,000 baht per month).
This consider as high income incentive.

• Commission head (apply to only senior sales rep.). Given to sales

team leader in training their team members. The commission rate is

26
 0.02% computes from sales order their team members sold. Plus, if
a person in the team get promotion to become a team leader of the
emerging team. As consequence, privilege of 0.02% commission will
be gone. However, that old leader will receive extra 0.003% to order
sold by that new leader instead.

• 3-months bonus (senior sales rep.). Reserved to best five sellers

that provide company with highest profits. The bonus is given
quarterly to motivate good work over 3 months period.

• 6-months bonus (Thailand sales manager and regional sales

manager). Company will inform sales managers about their targeted
sales quota. If they accomplish the goal, then company will offer 6
months bonus.

• Trip Rewards (regional team). Announced the result at December,

rewarding free international trip of one selected place to the highest
selling region. Such as 1 week trip to Italy with hotel expenses
included. Criteria of rewards giving based on maximum sales profits
earned from 12 months routine.

• Prize Rewards and Gift card (freshmen sales rep.). The company set
monthly policy to give different reward in different sales level as
follows:

Sales Level Rewards

50,000 - 100,000 baht 1,000 baht Dinning coupon @
Fuzio, Ekamai

100,001 – 300,000 baht The Mall/ Central gift voucher or

Parker pen series: 2,000 baht

300,001 – 500,000 baht Spa package ‘Wanalee’ 3,800 baht

@ Centara Grand Hotel Bangkok

26
 500,001 – 1,000,000 baht ACER Aspire One netbook or
SAMSUNG N series or HP T100 mini or
ASUS EEE PC (≈10,000 baht)

• Promotion (freshmen sales rep.). Ordinary salesperson that has best

presentation will be upgraded to a new team leader. Moreover,
existing team leader who maintains high performance within last 2
years will change their position to region sales manager with new
salary contact and incentives.

• Social welfare (apply only to regional sales rep.). Company helps

their employee with their living expenses, transportation, and phone
bills at 3,000 baht/month.

• Hospital expenses (sales department). Double A offers free medical

treatment for its sickness workers. To do so, worker must present
their medical slip to account department. Immediately, the
accountants would repay the same amount to that employee.

• Life insurance (sales department). Each employee will receive

20,000 baht value claims covers retirement saving and accident or
health problem incur during working routine.

8) Sales Force Training

As you will see the Sale Force in our company stated that we has divided
the sales team into 4 areas as Northern, Central, Northeastern and
Southern which based geographic area. In order to reinforce the basics of
selling’s skill, to help for product knowledge’s improvement for
salespeople to gain more performance’s outcome. So the company has
conducted the sale force training appropriately not only for new comer
salespersons but also for Salespersons assistant who conduct the
salespeople’s performance and General Manager(GM) who is the most
important key of successful or failure of the Double A sales.

For those salespersons who just came into the company, this level is
considered as less experience(less than 1 year) and low level of product
knowledge in the company, so we will set the simple training program as

26
same as other companies do. Firstly, We will allow our salespeople from
all 4 territories attend the In-House Training by the specialist within the
company (as Senior Manager) to introduce new salespeople the
company’s background and overview of the company as well as the
mission statement and company’s goal that all salesperson have to follow.

For more details of the company’s product type and for more
understanding of company’s industry. We will take the new sales to the
Double A‘s Factory where located in Prajeenburi Province to demonstrate
them every steps of paper’s production method from the First stage of
seedling production of paper is the source of quality Production until the
final stage that is arrival of a roll or cut sheets to be released .

We will create the ‘Sales training camp’ for the purpose of :.

-To improve the selling skill, Mathematics skill and communication skill to
new Salesperson.

-To lead them to conduct the same basic tasks as well as to build up the
good relationships among new salespeople and their manage within the
organization

For the camping’s Activities will be followed with :

-Business math boot Workshop(to study how to use math to communicate

your business story effectively. Numbers add credibility to your message)

-Selling skills method

• Sell communication skill

• Presentation skill

- The sufficient exercises based on real-world experiences to create a

lively and fun learning environment among Salespersons. Thus, This
practice will encourage creative idea and free flow the sales performance

For the camping’s Activities will be followed with :

-Business math boot Workshop(to study how to use math to communicate

your business story effectively. Numbers add credibility to your message)

-Selling skills method

• Sale communication

• Presentation skill

26
- The sufficient exercises based on real-world experiences to create a
lively and fun learning environment among Salespersons. Thus, This
practice will encourage creative idea and free flow the sales performance

Next sales force training program is appropriately set for sales people
who has more than 2 years selling experience. Even this level of
salesperson already known about the company’s culture, and have more
selling skill to deal with the client and they accordingly generate the sales
volume expected by company. However, many sales people find
themselves still struggling to make sales meet the company expectations,
these may the resulted from lacking in some skills .so we have created
the training program due with this positions

• Business math boot camp As our consideration ,we think math

important in the big scheme of things— that would be a mistake.
Intelligent business conversations require numbers, to create more
sale by using mathematic as the negotiate device so ,we allow all
salespeople attend the course

• Customer royalty program be cause salespeople is the

company’s image and they communicate directly to the customer
so have more understanding toward your account and learn how to
retain customer royalty

• Communication Techniques

Learn how to identify competitive, avoidant, and accommodative

negotiating styles, and how to alter your communication techniques
accordingly for greater success.

• Advanced Sales Negotiating Skills training We believe that

‘Everything is negotiable—if you have the right skills’. so they
should understand how to:
o Conduct a self-assessment of their negotiating style and
understand how it impacts your negotiations
o Apply important communication techniques—probe, listen,
and summarize
o Adapt communication techniques to meet specific situations
o Plan strategies in preparation for potential negotiation
obstacles

In fact, General Manager is the one who has power over over all the
sales performance it’s require the highest skill and performance
Therefore he no need to have the basic training program like other
position do. But General manager have to be trained more advance

26
technique prepared for unpredictable situation and ready to provide the
best solution for every territory.

As consequence, we designed some Training courses for the best

practice and the highest benefit for company. General manager will be
sent to attend the public course provided by specialist agency outside the
company.

• THE BOSS (public course)

This training program is the use of Psychology and Management for their
subordinate and it is appropriate for those how are the owner or who are
in high position .For THE BOSS course, General manager will be taugh
about Counseling Psychology for Management, Finance for The Boss, Tax
Planning for The Boss, Contractual Tax Planning etc

The purpose of this training program is to gain more vision to apply with
the sales in each territory and to gain more connection among the
manager in other industries it will be result of increase more distribution
channel in long term.

• Team Building workshop

can be a possible route to improve the Team and to foster high

performance. A Team is a powerful entity, A high performing Team not
only achieves success, but also has dynamism and an energy that
nurtures individual high achievement and a high degree of job
satisfaction.

This is a useful theme for the workshop, as it keeps the Team thinking
forward to where we want to be, and planning how we can get from where
we are now to the forward vision.

9) Sales Force Performance Evaluation

For new salespeople

After training program for the new salespersons. We will create the
online quiz conducted in the computer lab of the company to determine
whether how much they do intensely understand the company’s. It’s
divided into 3 parts, 3 hours will be given.

Part I :The general question about the company.

PartII :Case study require the selling skill method for the solution.

26
PartIII: The calculations and analysis part.

by 80% of total score is expected to pass the exam. For those who got
below 80% must have retraining program.

The second group will be evaluated by quantitative measure in the

context of department’s total sales revenue as well as sales achievement
of individual sales forces in that department. For example, Double A
make yearly and quarterly target as THB10000 M and THB2500 M Baht
respectively for group evaluation. The residual is 30% of overall target
that must be responsible by each individual sales force. This group is the
front line operator, so the measurement will be additive to the percentage
of retention rate and the percentage of new buyer. In this case, Double A
designed 80% retention rate and residual 20% new buyers. Moreover,
customer’s complaint based evaluation is another measurement. The
company disseminates questionnaire to survey the percentage of
customer satisfaction.

The last group is likely counted on sales revenue and profit margin.
The company numbers annual sales revenue in Thai Baht in total amount.
Nevertheless, this group must strategically focus more of contribution
margin or profit margin in the form of percentage. In this case, Double A
specifies each manager has targeted profit margin for 30% against annual
sales revenue.

26
10) Sales Budget

Selling and Administrative Expenses (Year 2011)

Selling Expenses (THB)
Salary
Sales representative (average : 9,250 * 95) 878,750
Regional Sales Manager (30,000 * 4) 120,000
Thailand Sales Manager (60,000 * 1) __60,000__
Total Salary 1,058,750
Commission Tier (26,100 * 95) 2,479,500
Commission Head
At 0.02% commission ( 14 team leaders * 690,256
49,304) __103,544_
At 0.001% commission ( 14 team leaders _ 793,800
*7,396) 150,000
Total Commission Head
3 Months Bonus (30,000 * 5)
6 Months Bonus 720,000
Regional Sales Manager (180,000 * 4) __360,000_ 1,080,000
Thailand Sales Manager (360,000 * 1) _ 3,500,000
Total 6 Months Bonus
Trip rewards (quota number)
Prize rewards and Gift cards
Dinning Coupon 360,000
Shopping Voucher/Parker pen 720,000
Spa package 1,368,000 6,048,000
Netbook __3,600,00
Total Prize rewards and Gift cards 0__
Training program
Sales representative (average : 400,000 *

26
95) 38,000,000 38,900,000
Regional Sales Manager (200,000 * 4) 800,000
Thailand Sales Manager (100,000 * 1) __100,000_
Total Training program _
Total Selling Expenses (THB) 54,010,050
Administrative Expenses (THB)
Social Welfare
Salesperson (36,000 * 52) 1,872,000
Regional sales manager (36,000 * 3) __108,000_
Total Social Welfare _ 1,980,000
Hospital expense (5,000 * 100) 500,000
Life insurance (20,000 * 100) __200,000_
_
Selling and Administrative Expenses 56,690,050
(Year 2011) THB
Note: see the calculation in appendix.

26
Appendix

7) Sale Territory

a. Sale force structure

Categories of Scope of category

customer

Wholesale customers • Makro

• Big C
• Carrefour
• Tesco Lotus

Retail customers • B2S

• Other stationary shops
Educational • Public School
institutions • Private School
• Tutorial School

26
Government • Office of the Prime Minister
agencies • Ministry of Defense
• Ministry of Finance
• Ministry of Foreign Affairs
• Ministry of Tourism and Sports
• Ministry of Social Development and Human
Security
• Ministry of Agriculture and Cooperatives
• Ministry of Transport
• Ministry of Natural Resources and Environment
•Ministry of Information and Communication
Technology
• Ministry of Energy
• Ministry of Commerce
• Ministry of Interior
• Ministry of Justice
• Ministry of Labor
• Ministry of Culture
• Ministry of Science and Technology
• Ministry of Education
• Ministry of Public Health
• Ministry of Industry

26
Bank customers • Bank of Thailand
• Bank of Ayudhya
• Siam Commercial Bank
• Kasikorn Bank
• Bangkok Bank
• Krung Thai Bank
• CIMB Thai Bank
• Siam City Bank
• TMB Bank
• Export-Import Bank
• HSBC Bank
• UOB Bank
• Kiatnakin Bank
• Deutsche Bank
• Islamic Bank
• Bank of Tokyo-Mitsubishi
• Mega Commercial Bank
• TISCO Bank
• RHB Bank
• Thanachart Bank
• Standard Chartered Bank
• Calyon Bank
• Scotia Bank
• Citibank
Large business • Public limited company
organization
Medium size • Private limited company
business
Small size business • Partnership
• Sole proprietorship

b. Sales territory

i. Sales unit

Projected sales 2010 13,805,204,330Baht

Price per box (5 packs) 510 Baht

Sales unit (boxes) 27,069,028 per year

26
 ii. Sales territory opportunity evaluation

Table of Weight for classes of business in each territory for year

2002

Class Actual number of businesses Weight

in year 2002
Territor Northe Centr Northeast Southe Norther Centr Northeast Souther
y rn al ern rn n al ern n
Large 5,867 150,30 3,332 3,560 0.036 0.92 0.02 0.022
7 2
Mediu 1,875 4,98 1,074 2,519 0.179 0.47 0.103 0.241
m 3 7
Small 228 719 222 518 0.135 0.42 0.132 0.307
6

Calculation for the number of businesses in each class of each

Estimated number of business

Class All
Weight in Year 2009
territor
Territo Northe Centr Northeast Southe North Centr Northeast Southe
y 2009
ry rn al ern rn ern al ern rn
Larg 0.92
0.036 0.02 0.022 1,530 55 1,410 31 34
e 2
Mediu 0.47
0.179 0.103 0.241 9,536 1,706 4,550 982 2,298
m 7
Smal 0.42 106,66 14,39 45,43 32,74
0.135 0.132 0.307 14,079
l 6 1 9 8 5
Total 117,7 16,16 51,39 35,07
1 1 1 1 15,092
27 0 8 7
territory for year 2009

iii. Sales territory estimation

Calculation for weight of prospects in each territory

26
 Number
Number of of
prospects in prospect
Territory Total Weight
Business s in
Class Special
Class
Northern 1761 1,100 2,861 0.15
Central 5973 2,695 8,668 0.45
Northeas
1013 3,307 4,320 0.22
tern
Southern 2332 1,149 3,481 0.18
Total 11,079 8,251 19,330 1

** Note: 1) Number of prospects in class A for central territory = Number

of large business (1,411 accounts) + Number of wholesales (13
accounts)
2) Number of prospects in special class = Bank (24 accounts) +
Government (20 accounts) + educational institution (8,205
accounts)

Weight of Allocation of unit

Territory
prospects sale (boxes)
Northern 0.137 3,708,457
Central 0.429 11,612,613
Northeastern 0.146 3,952,078
Southern 0.288 7,795,880
Total 1 27,069,028

10) Sales Budget

Commission Tier (THB):

o Turnover of not more than 1 million baht is 0.3% commission.

1,000,000 – 0 = 1,000,000 * 0.3% = 3,000

o In excess of one million but less than 4 million baht is 0.17%

commission.
4,000,000 – 1,000,001 = 2,999,999 * 0.17% = 5,099.99 ≈
5,100

26
 o In excess of 4 million but less than 8 billion baht is 0.15%
commission.
8,000,000 – 4,000,001 = 3,999,999 * 0.15% = 5,999.99 ≈
6,000

o In excess of 8 million baht and more is 0.1% commission.

20,000,000 (average sales order volume per sales person) –
8,000,001 = 11,999,999 * 0.1% = 11,999.99 ≈ 12,000

Average commission tier per salesperson:

3,000+5,100+6,000+12,000 = 26,100

Commission Head (THB):

At 0.02% commission : 13,805,204,330 / 4 = 3,451,301,082.5

average per region

3,451,301,082.5 / 14 sales teams =

246,521,505.90

246,521,505.90 * 0.02% = 49,304.301 ≈ 49,304

At 0.001% commission : 13,805,204,330 / 4 = 3,451,301,082.5

average per region

3,451,301,082.5 / 14 sales teams =

246,521,505.90

246,521,505.90 * 0.003% = 7,395.645 ≈ 7,396

Prize rewards and Gift cards

Dinning Coupon: 1,000 * 12 times * 30 freshmen (30% of total sales

rep.) = 360,000

Shopping Voucher/Parker pen: 2,000 * 12 times * 30 freshmen =

720,000

26
 Spa package: 3,800 * 12 times * 30 freshmen = 1,368,000

Netbook: 10,000 * 12 times * 30 freshmen = 3,600,000

Reference Links:

http://www.marketeer.co.th/inside_detail.php?inside_id=4502
www.officemate.co.th
https://www.pantavanij.com/e_news/200902/procurement.asp
http://www.bangkokbiznews.com/home/detail/business/business/20091207/89737/%E0%B8%81%E
0%B8%AA
%E0%B8%B4%E0%B8%81%E0%B8%A3%E0%B9%84%E0%B8%97%E0%B8%A2%E0%B8%84%E0
%B8%B2%E0%B8%94%E0%B8%81%E0%B8%A3%E0%B8%B0%E0%B8%94%E0%B8%B2%E0%B8
%A9%E0%B8%96%E0%B9%88%E0%B8%B2%E0%B8%A2%E0%B9%80%E0%B8%AD
%E0%B8%81%E0%B8%AA%E0%B8%B2%E0%B8%A3%E0%B8%9B%E0%B8%B5%E2%80%9953-
%E0%B9%82%E0%B8%95-12-15.html

http://www.doubleapaper.com

http://bps.ops.moph.go.th/index.php?mod=bps&doc=5_1

http://th.wikipedia.org/wiki/รายชื่ อจั ง หวั ด ในประเทศไทยเรี ย งตามจำา นวน

ประชากร

http://th.wikipedia.org/wiki/จังหวัดในประเทศไทยเรียงตามจำานวนประชากร

http://th.wikipedia.org/wiki/รายชื่ อจั ง หวั ด ภาคใต้ ข องประเทศไทยเรี ย งตาม

ความหนาแน่ นของประชากร

http://th.wikipedia.org/wiki/รายชื่ อจั ง หวั ด ในประเทศไทยเรี ย งตามจำา นวน

ประชากร
http://www.google.co.th/search?hl=th&&sa=X&ei=hdZ1TLCHGs6ece-
5iJ8G&ved=0CBQQBSgA&q=Samutsakorn+income+per+capita+482,544.&spell
=1

service.nso.go.th/nso/g_data23/stat_23/toc_9/9.6-1.xls

http://service.nso.go.th/nso/nsopublish/BaseStat/basestat.html

http://www.dld.go.th/Link/gov3.html

http://www.idis.ru.ac.th/report/index.php?topic=469.0

http://service.nso.go.th/nso/nsopublish/service/survey/table_hotel45/whole-
kingdom/t28.pdf

http://www.nanosearch.co.th/nano2/SMF/index.php?topic=30.0

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