Stratma Matrices SHELL

PILIPINAS SHELL PETROLEUM

PILIPINAS SHELL PETROLEUM CORPORA

CORPORATION

TION

STRATEGIC PLANNING MATRICES

PILIPINAS S

PILIPINAS SHELL PETROLEUM CORPORA

HELL PETROLEUM CORPORATION

TION

INTERNAL FACTOR EVALUATION (IFE) MATRIX

INTERNAL FACTOR EVALUATION (IFE) MATRIX

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STREN$THS

STREN$THS

1

1

Strong market posionStrong market posion

_0.16

_0.16

₄

₄

2

2

Good locaonGood locaon

_0.11

_0.11

₃

₃

3

3

Decreased gearing rao (27% in 2016 from 37% in 2015; gearing Decreased gearing rao (27% in 2016 from 37% in 2015; gearing rao measre of rao measre of 

_0.16

_0.16

₄

₄

4

4

Do!led net pro"t dri#en Do!led net pro"t dri#en !$ retail performance!$ retail performance

_0.19

_0.19

₄

₄

5

5

esponsi!le energ$ pro#ision (eco&friendl$ ad#ocacies'esponsi!le energ$ pro#ision (eco&friendl$ ad#ocacies'

₀

_0..1

₁₂

₂

₃

₃

EAKNESSES

EAKNESSES

1

1

eliance on oil !ased importaoneliance on oil !ased importaon

₀

_0..0

₀₇

₇

₂

₂

2

2

istor$ of ta) casesistor$ of ta) cases

₀

_0..0

₀₈

₈

₂

₂

3

3

ig* s*ipping cost de to imported oilig* s*ipping cost de to imported oil

₀

_0..0

₀₅

₅

₂

₂

4

4

++rademark considered to !e assets of rademark considered to !e assets of S*ell Grop instead of ,S,-S*ell Grop instead of ,S,-

₀

_0..0

₀₃

₃

₁

₁

5

5

.)posed to foreign crrenc$ e)c*ange risks arising from crrenc$ /ctaons.)posed to foreign crrenc$ e)c*ange risks arising from crrenc$ /ctaons

₀

_0..0

₀₃

₃

₁

₁

TOTAL

TOTAL

1.00

1.00

C

CH

HE

EC

CK

KIIN

NG

G

O

OK

K

O

OK

K

 

 

Legend:

Legend:

 

Weight:

 

Weight:

0.0

0.0 =

= nt

nt i!"#t$nt

i!"#t$nt

1.0

1.0 =

= %&e&'

%&e&' i!"#t$nt

i!"#t$nt

 

($ting%:

 

($ting%:

1=

1= !$)#

!$)# *e$+ne%%

*e$+ne%%

2=

2= !in#

!in# *e$+ne%%

*e$+ne%%

3=

3= !in#

!in# %t#ength

%t#ength

4=

PILIPINAS S

PILIPINAS SHELL PETROLEUM CORPORA

HELL PETROLEUM CORPORATION

TION

INTERNAL FACTOR EVALUATION (IFE) MATRIX

INTERNAL FACTOR EVALUATION (IFE) MATRIX

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STREN$THS

STREN$THS

1

1

Strong market posionStrong market posion

_0.16

_0.16

₄

₄

2

2

Good locaonGood locaon

_0.11

_0.11

₃

₃

3

3

Decreased gearing rao (27% in 2016 from 37% in 2015; gearing Decreased gearing rao (27% in 2016 from 37% in 2015; gearing rao measre of rao measre of 

_0.16

_0.16

₄

₄

4

4

Do!led net pro"t dri#en Do!led net pro"t dri#en !$ retail performance!$ retail performance

_0.19

_0.19

₄

₄

5

5

esponsi!le energ$ pro#ision (eco&friendl$ ad#ocacies'esponsi!le energ$ pro#ision (eco&friendl$ ad#ocacies'

₀

_0..1

₁₂

₂

₃

₃

EAKNESSES

EAKNESSES

1

1

eliance on oil !ased importaoneliance on oil !ased importaon

₀

_0..0

₀₇

₇

₂

₂

2

2

istor$ of ta) casesistor$ of ta) cases

₀

_0..0

₀₈

₈

₂

₂

3

3

ig* s*ipping cost de to imported oilig* s*ipping cost de to imported oil

₀

_0..0

₀₅

₅

₂

₂

4

4

++rademark considered to !e assets of rademark considered to !e assets of S*ell Grop instead of ,S,-S*ell Grop instead of ,S,-

₀

_0..0

₀₃

₃

₁

₁

5

5

.)posed to foreign crrenc$ e)c*ange risks arising from crrenc$ /ctaons.)posed to foreign crrenc$ e)c*ange risks arising from crrenc$ /ctaons

₀

_0..0

₀₃

₃

₁

₁

TOTAL

TOTAL

1.00

1.00

C

CH

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CK

KIIN

NG

G

O

OK

K

O

OK

K

 

 

Legend:

Legend:

 

Weight:

 

Weight:

0.0

0.0 =

= nt

nt i!"#t$nt

i!"#t$nt

1.0

1.0 =

= %&e&'

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($ting%:

 

($ting%:

1=

1= !$)#

!$)# *e$+ne%%

*e$+ne%%

2=

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3=

3= !in#

!in# %t#ength

%t#ength

4=

e!"#te% Score

e!"#te% Score

0.64

0.64

0.33

0.33

0.64

0.64

0.76

0.76

0.36

0.36

0.14

0.14

0.16

0.16

0.10

0.10

0.03

0.03

0.03

0.03

3.19

3.19

PILIPINAS SHELL PETROLEUM CORPORATION

EXTERNAL FACTOR EVALUATION (EFE) MATRIX

Key External Factr! OPPORTUNITIES

1 Demand for fel increases

2 mpro#ement in glo!al informaon and tec*nolog$ s$stem 3 Dialoge co&operaon and le#el grond compeon 4 ,romoons folloing trends

5 arket strctre4 G, THREATS

1 Depleon of natral energ$ resorces

2 8el prices are reglated !$ organi9aon in oil of !ig pla$ers 3 peraonal risk and s!stons

4 Go#ernment reglaons 5 .n#ironmental las TOTAL CHECKING Legend:   Weight: 0.0 = not important 1.0 = o!e!" important   #ating:

1= repone i poor  2= repone i a$erage

3= repone i a%o$e a$erage 4= repone i &perior 

"e#$%t Rat#n$ "e#$%te& Scre 0.12 4 0.4' 0.10 3 0.30 0.10 3 0.30 0.0( 2 0.1' 0.12 4 0.4' 0.11 3 0.33 0.0( 2 0.1' 0.0' 2 0.1) 0.0' 2 0.1) 0.11 3 0.33 1.00 2.(0 *K *K

PILIPINAS SHELL PETROLEUM CORPORATION

INTERNAL'EXTERNAL MATRIX

IFE T

STRONG

4.0 3.( 3.' 3.+ 3.) 3.5 3.4 3.3 3.2 3.1 3.0

2.( 2.' 2.+

   H

   I

   G

   H

4.0

3.(

3.'

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3.)

3.5

3.4

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   t

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   "

  e

   #

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   %

   t

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3.3

3.2

3.1

3.0

   M

   E

   (

   I

   U

   M

2.(

2.'

2.+

2.)

2.5

2.4

2.3

2.2

2.1

2.0

   L

   O

   "

1.(

1.'

1.+

1.)

1.5

1.4

1.3

1.2

1.1

1.0

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#a-

#o&nded *  

E/E

2.(0

2.(

I/E

3.1(

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LE Gro-  &i!d

G# Ho!d  aintain

tal "e#$%te& Scre!

AVERAGE

"EAK

IE atri7 i a trategi8 too! %aed on the interna! and e7terna! a8tor o the organi9ation. /rom the 8a!8&!ated I/E atri7 o i!ipina ;he!!< the tota! -eighted 8ore i 3.1( or 3.2 -hi8h ho- that the 8ompan" ha a high interna! trength. 

or the E/E atri7< it ho- a tota! -eighted 8ore o 2 .(0 -hi8h ho- that the 8ompan" ha a a!mot high a%i!it" to repond to it e7terna! a8tor. he IE atri7

&gget that i!ipina ;he!! ho&!d Gro- and &i!d. he entit" ho&!d o8& o n trategie !i>e ar>et enetration< ar>et 6e$e!opment< rod&8t 6e$e!opment< and

PILIPINAS SHELL PETROLEUM CORPORATION

COMPETITIVE PROFILE MATRIX (CPM)

CRITICAL SUCCESS FACTORS "e#$%t

PHOENIX PETRON

Rat#n$ Rat#n$ Rat#n$

1 ri8e 0.10 3 0.30 4 0.40 3 0.30

2 rand 0.13 4 0.52 2 0.2) 4 0.52

3 N&m%er o ran8he and /ran8hie 0.12 4 0.4' 2 0.24 4 0.4'

4 ar>et;hare 0.13 3 0.3( 2 0.2) 4 0.52 5 ;er$i8e*ered 0.10 4 0.40 3 0.30 4 0.40 ) e8hno!ogi8a! Capa%i!it" 0.11 4 0.44 3 0.33 4 0.44 + d$ertiing 0.05 4 0.20 2 0.10 4 0.20 ' G!o%a!reen8e 0.0' 4 0.32 1 0.0' 3 0.24 ( C&tomer Lo"a!t"?#e-ard 0.10 4 0.40 3 0.30 4 0.40 10 /inan8ia!roit 0.0' 4 0.32 3 0.24 4 0.32 TOTAL 1.00 3.++ 2.51 3.'2 CHECKING *K *K *K *K Legend:   Weight: 0.0 = not important 1.0 = o!e!" important   #ating: 1= ma@or -ea>ne 2= minor -ea>ne 3= minor trength 4= ma@or trength PILIPINAS SHELL PETROLEUM CORPORATION_"e#$%te& Scre "e#$%te& Scre "e#$%te& Scre

PILIPINAS SHELL PETROLEUM CORPORATIO

TO"S MATRIX

1 2 3 4 5 OPPORTUNITIES

1 6emand or &e! in8reae

2

3

4 romotion o!!o-ing trend

5 ar>et tr&8t&re: *LIG**L

THREATS

1 6ep!etion o nat&ra! energ" reo&r8e Impro$ement in g!o%a! inormation and te8hno!og" "tem

6ia!og&e< 8oAoperation and !e$e! gro&nd 8ompetition

2

3 *perationa! ri> and &%tit&tion

4 Go$ernment reg&!ation

5 En$ironmenta! !a-

/&e! pri8e are reg&!ated %" organi9ation in o i! o %ig p!a"er

N

STRENGTHS

;trong mar>etpoition 1

Good !o8ation 2

3

6o&%!ed net proit dri$en %" retai! perorman8e 4

#eponi%!e energ" pro$iion Be8oAriend!" ad$o8a8ie 5

SO STRATEGIES

ST STRATEGIES

6e8reaed gearing ratio B2+D in 201) rom 3+D in 2015 gearing ratio mea&re o the degree to -hi8h operation are inan8ed %" de%t

arket ,enetraon & :er more promoons (eg ego 8errari' to take ad#antage of t*e do!led net pro"t t*s en*ancing its pro"ta!ilit$ and gaining more cstomers (S1 S< <'

,rodct De#elopment & =li9e modern tec*nolog$ to manfactre and e)plore more sorces of !io&oils in t*e contr$ !t considering ,S,->s eco&friendl$ ad#ocacies (S5 2 5'

,rodct De#elopment & -o&operate to certain re"neries and increase t*e nm!er of are*oses fel terminals and import facilies in t*e ,*ilippines and a?erards ma)imi9ing t*e demand t*at t*e compan$ recei#es from its consmers (S2 S3 2 3'

arket ,enetraon & ncrease en#ironmental ad#ocacies !$

spporng more tree&planng ac#ies and eco&friendl$ dri#es as part of t*e compan$>s corporate social responsi!ilit$ as t*is old not onl$ impro#e p!lic image !t old also take part in re"ning t*e natre (S5 <'

arket De#elopment & ncrease gas staons t*at old !e accessi!le to all kinds of tra#elers as t*is old increase sales de to *ig*

demand of gasoline it* limited compeon in t*e market (S2 5'

=nrelated Di#ersi"caon & mpro#e cas*&genera#e matre !sinesses *ic* ill nderpin S*ell>s "nancial performance !$ p@ng p con#enience stores and ot*er non&fel retail o:erings to its esta!lis*ed !ranc*es (S1 S< +1'

arket De#elopment & .)pand t*e !ranc*es in good locaons sc* as in maAor *ig*a$s !$ making more BS*ell of Csia to aEract more cstomers t*s generate more income (S2 +2'

Fackard De#elopment & =li9e ,S,- >s facilies and infrastrctres (eg re"ner$ are*oses fel terminals' ell to a#oid se of s!sttes and e)pending to nrelated sorces of energ$ (S3 +3'

=nrelated Di#ersi"caon & .sta!lis* food park near gas staons to aEract more cstomers and generate more income (S1 +2 +<'

arket ,enetraon & ncrease de#elopment of en#ironmental ad#ocacies in taking part of folloing en#ironmental las and reglaons ,S,- ma$ spport more eco&friendl$ marat*ons and tree&planng ac#ies to preser#e and protect t*e en#ironment (S5 +5'

"EAKNESSES #e!ian8e on oi! %aed importation Hitor" o ta7 8ae

High hipping 8ot d&e to imported oi!

"O STRATEGIES

"T STRATEGIES

rademar> 8onidered to %e aet o ;he!! Gro&p intead o ;C

E7poed to oreign 8&rren8" e78hange ri> ariing rom 8&rren8" !&8t&ation

,rodct De#elopment & a#e a dialoge it* competors to co& operate it* t*eir respec#e re"neries and to ork *and&in& *and in e)ploring ne sorces of oil&!ased prodcts (1 2 3 5'

ori9ontal ntegraon & 8ocs on promong t*e disnct S*ell prodcts (eg 8elSa#e H&,oer' to increase compe#e ad#antage o#er competors to gain poer in t*e market

t*erefore ge@ng t*e least cost for t*e sppl$ of oil at ma)imm !ene"t (1 < < 5'

arket ,enetraon & Strengt*en t*e market strateg$ !$ making more promoons or gi#ing free!ies to aEract more

cstomers +*is a$ ,S,- ill ma)imi9e its sales to e)ceed cost incrred on imported oil (3 2 <'

,rodct De#elopment & Clign t*e local !randing of S*ell it* its internaonal standards and li9e t*e !rand !$ coping p it* ne tec*nologies from its internaonal partners (< 1 2'

arket ,enetraon & Since glo!al informaon and tec*nolog$ s$stem is no impro#ed ,S,- ma$ decrease its e)posre to foreign e)c*ange risks !$ li9ing t*e modern tec*nolog$ to plan its ming of importaon seElements (5 2'

,rodct De#elopment & n#est on ne tec*nologies related to prodcing oil from !iological prodcts a#aila!le in t*e

-ompl$ it* go#ernment rles on ta)es (2 +<'

arket ,enetraon & =li9e t*e sage of t*e trademark t*r making more ad#ersements and p@ng p more sorces of income like con#enience stores and fast&foods t*s ill *elp t*e compan$ generate more sales despite of controlled prices !$ an organi9aon (< +2'

arket ,enetraon & ,lan t*orog*l$ t*e ming of importaon seElements it* related pares and considering t*e forecast of foreign e)c*ange rates (5 +2 +<'

arket ,enetraon & Fild more re"neries and are*oses to accommodate t*e !ranc*es and franc*ises naonide (3 +3'

PILIPINAS SHELL

STRATEGIC POSITION  ACTION EVALUATION (SPACE) MATRIX

EXTERNAL STRATEGIC PO

FINANCIAL STRENGTH Rat#n$ Val*e ENVIRONMENTAL STA+ILIT,

1 te8hno!ogi8a! inno$ation 4 1 po!iti8a! &n8ertaintie

2 trong %rand eF&it" and re8ognition 4 2 e8o!ogi8a! a8tor  

3 8ot ee8ti$e o!&tion 4 3 te8hno!ogi8a! 8hange

4 10D de8reae on gearing ratio 3 4 8orr&ption in oi! %&ine

A-era$e 3.+5

COMPETITIVE AVANTAGE Rat#n$ Val*e INUSTR, STRENGTH

1 high F&a!it" -or>or8e A1 1 gro-th potentia!

2 %rand image A1 2 a$ai!a%i!it" o &%tit&te

3 8&tomer retention and a8F&iition A3 3 high entr" 8ot

4 pri8ing A3 4 e7teni$e reear8h de$e!opment

A-era$e A2

Legend:

  #ating:

1= Wort )= et

  SITION Rat#n$ Val*e A3 A5 A3 A4 A-era$e A3.+5 0

Rat#n$ Val*e poiti$e negati$e ) negati$e poiti$e 5

) 5

PILIPINAS SHELL

STRATEGIC POSITION  ACTION EVALUATION (SPACE) MATRIX

F#nanc#al Stren$t% Cn!er-at#-e A$$re!!#-e

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C/0et#t#-e A&-anta$e

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e1en!#-e C/0et#t#-e En-#rn/ental Sta2#l#ty

,a!&e

#a- #o&nded * 

 7i

3.5 4

In&*!try Stren$t%

;CE atri7 i &ed to identi" -hat trategie the 8ompan" need to &nderta>e &ing it interna! and e7terna! a8tor. aed

on the ;CE atri7< i!ipina ;he!! i on the &adrant 1 or on  ggrei$e ide -hi8h mean a!! the dimenion are 8onidered

poiti$e. he 8ompan" ho&!d 8onider trategie -hi8h 8an aggrei$e!" gro- the %&ine name!": ar>et enetration< ar>et 6e$e!opment< rod&8t 6e$e!opment< Hori9onta!< /or-ard

and a8>-ard Integration trategie< and #e!ated and nre!ated 6i$erii8ation trategie.

PILIPINAS SHELL PETROLEUM CORPORATION

+CG MATRIX

Relat#-e Mar3et S%are

0.5

H#$% 1 0 L4

STARS

5UESTION MARKS

20D

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Me&#*/ 0 A20D

CASH

CO"S

POOR

OGS

L4

;HELL E#*N H*ENI

#KE ;H#E B6*E 20.2 30.2 ).(

#ELI,E #KE ;H#E 0.)+ 1.00 0.23

#KE G#*WH #E A12.1(D A4.54D 1.+4D

CG atri7 i a %&ine too! &ed to e $a!&ate the trategi8 poition o the %&ine %rand porto!io and it potentia! %aed on it ind&tr" gro-th rate and re!ati$e mar>et hare. he CG atri7 ho- that i!ipina ;he!! a!! &nder the third F&adrant 8a!!ed Cah Co- -ith a mar>et hare o 20.2D and a A12.1(D gro-th rate. hi mean

that i!ipina ;he!! ha a high mar>et hare %&t -ith a !o-Agro-ing ind&tr". he trategie to %e imp!emented are rod&8t 6e$e!opment< 6i$erii8ation< 6i$etit&re<

PILIPINAS SHELL

GRAN STRATEG, MATRIX

Ra0#& Mar3et Gr4t%

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5UARANT 6

5UARANT 7

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Sl4 Mar3et Gr4t% STRATEGIES 5UARANT 6 5UARANT 7

Mar3et e-el0/ent Mar3et e-el0/ent

Mar3et Penetrat#n Mar3et Penetrat#n

Pr&*ct e-el0/ent Pr&*ct e-el0/ent

Hr#:ntal Inte$rat#n Fr4ar& Inte$rat#n

#-e!t#t*re +ac34ar& Inte$rat#n

L#;*#&at#n Hr#:ntal Inte$rat#n

Cncentr#c #-er!#1#cat#n

5UARANT 8 5UARANT 9

Retrenc%/ent Cncentr#c #-er!#1#cat#n

Cncentr#c #-er!#1#cat#n Hr#:ntal Inte$rat#n

Hr#:ntal Inte$rat#n Cn$l/erate #-er!#1#cat#n

Cn$l/erate #-er!#1#cat#n <#nt Vent*re!

#-e!t#t*re L#;*#&at#n

Grand ;trateg" atri7 i an intr&ment or 8reating dierent and a!ternati$e trategie or the organi9ation %aed on t-o dimenion: 8ompetiti$e poition and mar>et gro-th. With the Grand ;trateg" atri7< i!ipina ;he!! a!! on the &adrant

4 -hi8h mean that the 8ompan" ha a trong 8ompetiti$e poition %&t -ith a !o-mar>et gro-th. he trategie to %e &ed or thi F&adrant are #e!ated and

PILIPINAS SHELL PETROLEUM CORPORATION

GRAN STRATEG, MATRIX

Ra0#& Mar3et Gr4t%

5UARANT

6

5UARANT

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Sl4 Mar3et Gr4t%

STRATEGIES 5UARANT6 5UARANT7

Mar3et e-el0/ent Mar3et e-el0/ent

Mar3et Penetrat#n Mar3et Penetrat#n

Pr&*ct e-el0/ent Pr&*ct e-el0/ent

Hr#:ntal Inte$rat#n Fr4ar& Inte$rat#n

#-e!t#t*re +ac34ar& Inte$rat#n

L#;*#&at#n Hr#:ntal Inte$rat#n

5UARANT8 5UARANT9

Retrenc%/ent Cncentr#c #-er!#1#cat#

Cncentr#c #-er!#1#cat#n Hr#:ntal Inte$rat#n

Hr#:ntal Inte$rat#n Cn$l/erate #-er!#1#ca

Cn$l/erate #-er!#1#cat#n <#nt Vent*re!

#-e!t#t*re L#;*#&at#n

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*W; *L

ar>etenetration 1 1 2

ar>et6e$e!opment 1 1 2

rod&8t6e$e!opment 1 1 1 8 E8oAriend!

Hori9onta!Integration 1 1 1 8 /or-ardIntegration 1 1 2 a8>-ardIntegration 1 1 2 #etren8hment 1 1 6i$etit&re 1 1 LiF&idation 0 nre!ated 6i$erii8ation 1 1 1 8 #e!ated6i$erii8ation 1 1 1 8 Joint,ent&re 1 1 CG #I IE #I G#N6 ;#EG ;CE #I

PILIPINAS SHELL PETROLEUM CORPORATION

5UANTITATIVE STRATEGIC PLANNING MATRIX

KE, FACTORS "e#$%t

PROUCT

OPPORTUNITIES

1 6emand or &e! in8reae 0.12 4.00

2 Impro$ement in g!o%a! inormation and te8hno!og" "tem 0.10 3.00

3 6ia!og&e< 8oAoperation and !e$e! gro&nd 8ompetition 0.10 4.00

4 romotion o!!o-ing trend 0.0( 3.00

5 ar>et tr&8t&re: *LIG**L 0.12 4.00

THREATS

1 6ep!etion o nat&ra! energ" reo&r8e 0.11 3.00

2 /&e! pri8e are reg&!ated %" organi9ation in oi! o %ig p!a"er 0.0( 2.00

3 *perationa! ri> and &%tit&tion 0.0' 3.00

4 Go$ernmentreg&!ation 0.0' 2.00

5 En$ironmenta!!a- 0.11 2.00

TOTAL 1.00

STRENGTHS

1 ;trongmar>etpoition 0.1) 4.00

2 Good!o8ation 0.11 4.00

3 6e8reaed gearing ratio B2+D in 201) rom 3+D in 2015 gearing rati 0.1) 3.00

4 6o&%!ed net proit dri$en %" retai! perorman8e 0.1( 2.00

5 #eponi%!e energ" pro$iion Be8oAriend!" ad$o8a8ie 0.12 3.00

"EAKNESSES

1 #e!ian8e on oi! %aed importation 0.0+ 2.00

2 Hitor"ota78ae 0.0' 2.00

3 High hipping 8ot d&e to imported oi! 0.05 3.00

4 rademar> 8onidered to %e aet o ;he!! Gro&p intead o ;C 0.03 2.00 5 E7poed to oreign 8&rren8" e78hange ri> ariing rom 8&rren8" !&8 0.03 2.00

TOTAL 1.00

TOTAL ATTRACTIVENESS SCORES

CHECKING *K *K Legend:  ttra8ti$ene ;8ore 1= not a88epta%!e 2= poi%!" a88epta%!e 3= pro%a%!" a88epta%!e 4= mot a88epta%!e Attract#-ene!! Scre!

EVELOPMENT IVERSIFICATION HORI=ONTAL INTEGRATION 0.4' 0.00 4.00 0.4' 0.30 3.00 0.30 3.00 0.30 0.40 4.00 0.40 4.00 0.40 0.2+ 0.00 3.00 0.2+ 0.4' 2.00 0.24 2.00 0.24 0.33 0.00 3.00 0.33 0.1' 3.00 0.2+ 2.00 0.1' 0.24 0.00 3.00 0.24 0.1) 0.00 2.00 0.1) 0.22 0.00 2.00 0.22 3.0) 1.21 2.'2 0.)4 4.00 0.)4 4.00 0.)4 0.44 4.00 0.44 4.00 0.44 0.4' 4.00 0.)4 4.00 0.)4 0.3' 2.00 0.3' 2.00 0.3' 0.3) 0.00 3.00 0.3) 0.14 0.00 2.00 0.14 0.1) 0.00 2.00 0.1) 0.15 0.00 2.00 0.10 0.0) 2.00 0.0) 2.00 0.0) 0.0) 0.00 2.00 0.0) 2.'+ 2.1) 2.(' 5.(3 3.3+ 5.'0 *K *K "e#$%te& Attract#-ene!! Scre! Attract#-ene!! Scre! "e#$%te& Attract#-ene!! Scre! Attract#-ene!! Scre! "e#$%te& Attract#-ene!! Scre!