01A N N U A L R E P O R T 2021 A N N U A L R E P O R T 2 0 2 1 K I M LY L I M I T E D02 Content 02 CORPORATE PROFILE 03 OUR BUSINESSES 04 OUR NETWORK 05 MILESTONES 07 MESSAGE TO SHAREHOLDERS 17 BOARD OF DIRECTORS 19 KEY MANAGEMENT 22 FINANCIAL HIGHLIGHTS 24 FINANCIAL REVIEW 27 CORPORATE INFORMATION This annual report has been reviewed by the Company’s Sponsor, PrimePartners Corporate Finance Pte. Ltd. (the “Sponsor”). It has not been examined or approved by the Singapore Exchange Securities Trading Limited (the "Exchange") and the Exchange assumes no responsibility for the contents of this document, including the correctness of any of the statements or opinions made or reports contained in this document. The contact person for the Sponsor is Mr. Joseph Au, 16 Collyer Quay, #10-00 Income at Raffles, Singapore 049318, [email protected] sg. Corporate Profile Kimly Limited (the “Company” or “Kimly”, and together with its subsidiaries, the “Group”) is one of the largest traditional coffeeshop operators in Singapore with more than 30 years of experience. The Group operates and manages an extensive network of 85 food outlets under “Kimly”, “foodclique” and a third party brand, 139 food stalls comprising Mixed Vegetable Rice, Teochew Porridge, Dim Sum, Seafood “Zi Char”, Kanaaji Japanese Tonkatsu, two Tonkichi restaurants and seven Rive Gauche confectionery shops. While keeping to the heritage of a traditional coffeeshop that provides affordable food for all, Kimly is also constantly modernising to keep up with the times and changing consumer trends, through digitalisation, strengthening the operations and upscaling capabilities. All its food retail products are currently available for online ordering through Deliveroo, Foodpanda, GrabFood and Oddle. The Group continues to proactively extend its footprints and revenue streams through suitable merger and acquisition (“M & A”) projects. The Company was successfully listed on Catalist of the SGX-ST on 20 March 2017. K I M LY L I M I T E D02 03A N N U A L R E P O R T 2021 OUTLET MANAGEMENT DIVISION Under our Outlet Management Division, the Group operates and manages 67 coffeeshops, and seven industrial canteens, and two food courts under the “foodclique” brand. With our proven and established track record as a food outlet operator, we have been able to attract quality and anchor tenants with whom we have forged strong longstanding relationships. As at the date of this report, Kimly maintained a healthy occupancy rate of 98% for a total of 680 stalls within our managed food outlets. FOOD RETAIL DIVISION Catering to a broad and varied customer base and supported by our Central Kitchen, the Group’s 139 food stalls, two Tonkichi restaurants and seven Rive Gauche confectionery shops under our Food Retail portfolio comprises: Our Central Kitchens supply sauces, marinades, pastries and semifinished food prod ...

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Chapter 10
Managing Business Marketing Channels
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12e
The alternative paths to business market customers
The critical role of industrial distributors and manufacturer s’
representatives in marketing channels
The central component of channel design
Requirements for successful channel strategy
Chapter Outline
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Channel structure must be designed to accomplish marketing
objectives
Business marketer must manage the channel to achieve
prescribed goals once channel structure has been specified
Dimensions of Channel Component
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Numerous alternatives
Differences in marketing goals
Need for separate and concurrent channels due to diverse

3. business market segments
Challenges in Selecting the Channel
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Link between the manufacturer and the customer
Accomplishes all the tasks necessary to get the product/service
to market
Tasks can be performed by the manufacturer or be delegated
throughout the channel
Channel of Distribution
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Channel Tasks
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Making contact with potential buyers
Negotiating
Contracting

5. Transferring title
Communicating
Arranging financing
Servicing the product
Providing local inventory, transportation, and storage
Figure 10.1 - B2B Marketing Channels

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Large and well defined customers
Customers insisting on direct sales
Sales involving extensive negotiations
Selling has to be controlled to:
Ensure that total product package is properly implemented
Guarantee a quick response to market conditions
Complex product and sales opportunities and highly customized
solutions
Feasibility of Direct Sales Approach
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Need for Indirect Distribution

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Fragmented and widely dispersed markets
Prevalence of low transaction amounts
Purchase of a number of items in one transaction
Figure 10.2 - Typical Sales Cycle: Tasks Performed Throughout
the Sales Process

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Figure 10.3 - Multichannel Integration Map: Simple Example of
High-coverage Partnering Model
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Provide a valuable tool for:
Coordinating sales channel activities
Managing crucial connections and exchange between the

9. activities
Assist in IT-driven channel coordination with no loss of
information
Customer Relationship Management (CRM) Systems
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Participants in the Business Marketing Channel
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10. with a certain product or service or otherwise on a password-
protected website or school-approved learning management
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Industrial distributors
Manufacturers’ representatives
Small, independent businesses serving narrow geographic
markets
Full-service intermediaries who take title to the products they
sell
Most pervasive and heavily used for maintenance, repair, and
operations (MRO) supplies
Distributors
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Employ both inside and outside salespersons
Outside - Making regular calls on customers and handling
normal account servicing and technical assistance
Inside - Taking telephone orders, processing orders, and
scheduling delivery
Larger distributors achieve operating economies
Automating the operations to significantly reduce the sales and
general administrative expenses
Distributors (continued)
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Functions of Distributors

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Having products readily available
Serving as manufacturer’s selling arm
Providing credit
Offering wide product assortments
Delivering goods
Offering technical advice
Meeting emergency requirements

13. Services Provided by Distributors
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14. Supply chain and inventory management
Automatic replenishment
Product assembly
In-plant stores
Design services
Classification of Distributors

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General-line distributors
Stock an extensive variety of products
Specialists
Focus on one line or on a few related lines
Combination house
Operates in industrial and consumer markets

16. Depends on the manufacturer’s requirements and the needs of
target customer segments
General-line distributor offers the advantage of one-stop
purchasing
Specialist provides the manufacturer with a high level of
technical capability and a well-developed understanding of
complex customer requirements
E-collaboration - Critical strategic force in the managing
channel relationships
Choosing a Distributor
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17. Work independently
Represent several companies in the same geographic area
Sell noncompeting but complementary products
Have expert product knowledge combined with a keen
understanding of the markets and customer needs
Give the business marketer more control as the firm maintains
title and possession of the goods
Manufacturers’ Representatives
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Act as manufacturers’ selling arm
Making contact with customers
Writing and following up on orders
Linking the manufacturer with the industrial end users
Offer technical advice while enhancing the customer’s leverage
with suppliers
Are paid a commission on sales
Develop their field experience while working as salespersons
for manufacturers

18. Manufacturers’ Representatives (continued)
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In small, medium-sized, and large firms
In conditions of limited market potential
To service distributors when a manufacturer sells through
hundreds of distributors
To reduce overhead costs
Need for Manufacturers’ Reps
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Different market segments require different channel structures
Distinct approaches
Large accounts are called on by the firm’s own sales force
Distributors handle small repeat orders
Manufacturers’ reps develop the medium-sized firm market
Differences in purchase behavior
Factors Influencing the Choice of Intermediaries
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Dynamic process of developing new channels where none
existed and modifying existing channels
Best conceptualized as a series of stages that the business
marketing manager must complete

20. Specifies the structure that provides the highest probability of
achieving the firm’s objectives
Focuses on channel structure
Channel Design
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Refers to the underlying framework
Number of channel levels
Number and types of intermediaries
Linkages among channel members
Channel Structure
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21. or in part, except for use as permitted in a license distributed
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Figure 10.4 - Channel Design Process
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Figure 10.5 - Customers Drive the Channel Design Process
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22. or in part, except for use as permitted in a license distributed
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Selecting good channel participants and making sure that all
tasks and obligations are assigned and understood
Motivating members to perform tasks necessary to achieve
channel objectives
Controlling inter-channel conflict
Controlling and evaluating performance
Channel Administration Process
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Ongoing process
Through one of the following options
Discussions with company salespeople and existing or potential
customers
Trade sources

23. Selection of Channel Members
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Beginning with the understanding that the channel relationship
is a partnership
Developing a trusting relationship with the reps
Improving communication through recognition programs,
product training, and consultation
Informing the reps of plans, detailing objectives, and providing
positive feedback
Specifying the cooperative efforts each firm requires of its
partner
Motivating Channel Members
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Bringing in distributors or reps for the purposes of:
Reviewing distribution policy
Developing marketing strategy
Supplying industry intelligence
Providing compensation policies that meet industry and
competitive standards
Motivating Channel Members (continued)
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25. Ways to Control Conflict
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Channel-wide committees
Joint goal setting
Cooperative programs involving a number of marketing strategy
elements
Effectively cooperating within the channel

26. Offering benefits and resources that are superior to what other
partners could offer
Aligning oneself with other firms that have similar corporate
values
Sharing valuable information on expectations, markets, and
performance
Refraining from taking advantage of one’s partners
Building Trust and Commitment
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