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CHART 12C: IF REDUCED STAFF, WHICH AREAS?
● SALES ● DELIVERY ● REPAIR ● WAREHOUSE ● OFFICE ● OTHER
4.4%
22%
11%
11%
15%
41%
21.4%
14.3%
14.3%
7%
43%
21.7%
21.7%
11.1%
27.3% 27.3%
47.8%
55.6%
27.3% 18.2%
4.4%
2008/2009
2009/2010
11.1%
2010/2011
55.6%
11.1%
2012/2013*
2011/2012
* 2012/2013 includes multiple mentions
OVER half of operators raised
prices and absorbed losses to
deal with rising costs.
operators who added this feature
viewed it as having potential for
consumer sales as well, with products shipped via UPS.
is shown in chart 12b, where the largest hiring happened in the delivery
area in order to handle new business.
For staff additions and reductions, the percentages will show
quite a bit of difference from previous years, because operators were
allowed to choose all the areas they
added or reduced staff, instead of
being limited to one area. After
delivery personnel, the next area
most commonly added was sales
people. For the small number of
Dealing with increased costs
More than half of OCS operators
reported using a combination of
raising prices and absorbing losses
when dealing with rising costs,
shown in chart 11. Operators raised
prices when they felt locations
would tolerate increases, especially
as many customers were still shopping for OCS service based on price.
Also, single cup options being available from outside the channel forced
a certain price point for operators.
An increasing percent of operators looked for other means of dealing with increasing costs, such as
switching to lower cost alternatives
in products and making their businesses more effcient.
Staffng changes
As OCS revenues grew, roughly a
third of operators added staff, 35.1
percent in 2012, compared to 25.5 in
2011, see chart 12a. Only 6 percent
reduced their staffs. Among the additions, evidence of operation success
September 2013
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