...Competition and PESTEL (Marco-Environment) Analysis 6 5.1 Competitive Pressures Created By the Rivalry among Competing Sellers 6 5.2 Competitive Pressure Associated with the Threat of New Entrant 7 5.3 Competitive Pressures Coming from the Sellers of Substitute Product 8 5.4 Competitive Pressures Stemming from Supplier Bargaining Power 9 5.5 Competitive Pressures Stemming from Buyer Bargaining Power and Price Sensitivity 10 6.0 Value Chain Analysis 12 6.1 Primary Activities and Costs 13 6.2 Support Activities and Costs 15 7.0 Financial Analysis (Group account) 18 8.0 Celcom Axiata SWOT (TOWS) 20 8.1 Weakness and Threat 21 8.2 Weakness and Opportunity 22 8.3 Strength and Threat 23 8.4 Strength and Opportunity 24 9.0 Conclusion 26 10.0 References 27 11.0 Appendix 32 1.0 Executive summary We select Axiata Berhad as our research assignment and we focusing in Celcom Axiata Malaysia. In this assignment we will discuss on company introduction, internal and external factors and company strategy. The discussion is about company strategy that had been implemented, the benefit of the strategy and negative impact to the company. For internal and external, we use macro-environment or PESTAL analysis, porter five forces model of competition, value chain analysis and financial ratio to evaluate and form SWOT analysis. Through all the model or analysis, we gain more understanding about the company situation and provide our own recommendation based on all the...
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...Report 2010 Axiata Group Berhad Axiata Centre 9 Jalan Stesen Sentral 5 Kuala Lumpur Sentral 50470 Kuala Lumpur Malaysia (242188-H) Website: www.axiata.com This publication has been printed on recycled material. principled collaborative optimistic excellence local relevance innovation uncompromising affordable connectivity innovative technology developing world class talent Our goal is to advance Asia via telecommunications and technology. The road ahead is exciting and full of possibilities. In the years to come, we at Axiata, hope to explore new frontiers of communications and to get more people connected across Asia and beyond. To move ahead towards a better, brighter future. Axiata Group Berhad (242188-H) Corporate inForMation BOARD OF DIRECTORS Chairman Non-Independent Non-Executive Director tan sri dato’ aZMan HJ. MoKHtar Managing Director/President & Group Chief Executive Officer Independent Non-Executive Director JUan VillalonGa naVarro Independent Non-Executive Director dato’ sri JaMalUdin iBraHiM Independent Non-Executive Director daVid laU nai peK Independent Non-Executive Director tan sri GHaZZali sHeiKH aBdUl KHalid Senior Independent Non-Executive Director MUHaMad CHatiB Basri Non-Independent Non-Executive Director datUK aZZat KaMalUdin dr. Farid MoHaMed sani GROUP COMPANY SECRETARY AUDITORS sUrYani HUssein ls0009277 REGISTERED OFFICE Level 5, Axiata Centre 9 Jalan...
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...LEADERSHIP – INDIVIDUAL TERM PAPER Leadership – Individual Term Paper Mohammad Hatta Bin Adam Matric No 814970 Master of Business Administration Universiti Utara Malaysia INDIVIDUAL TERM PAPER TASKS 1. Select an individual that was considered as a leader from your own perspective 2. Discuss the individual’s ability in responding to the situation/scenario. Please state the situation/scenario faced by the respective leader in the paper 3. Consider theories and concepts in leadership in the discussion 4. Conclude your findings and make comment in related to the individual related to the situation/scenario OBJECTIVES 1. To assess analytical ability in examining individual’s leadership in their respective organization 2. To evaluate individual’s leadership in responding to the situation/scenario involved 3. To integrate theory and concept of leadership in respective to the subject 2 Table of Contents Page 1.0 Introduction 1.1 What is Leadership 4 4 2.0 Identified Leader – Dato’ Sri Mohammed Shazalli Ramly 2.1 2.2 2.3 Leader’s Background Overall Key Achievements Leadership Discussion A journey of a thousand miles begins with a single step Leadership determines the direction of the company Leadership styles applied Confidence 5-10 5 5-6 6-7 7-9 9-10 10 3.0 Conclusion 10-11 4.0 Reference 5.0 Appendix 1 11-12 13 3 Introduction 1.1 What is Leadership Leadership has been one of the most discussed and studied item for most management...
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...NEWS RELEASE FOR IMMEDIATE RELEASE SUSTAINING CELCOM’S HIGH PERFORMANCE MOMENTUM KUALA LUMPUR, 1 JUNE 2011 – Celcom Axiata Berhad, the first and foremost mobile telecommunications provider in the country, began the next phase in its transformation journey towards becoming the leading telecommunications provider in Malaysia, with the announcement of several new key officers and functional divisions. This phase will align Celcom with current and future market evolution, and help sustain the record-breaking quarterly growth that Celcom has experienced over the last 5 years. The company will now be more strongly aligned in delivering customer focus and differentiation, human capital and talent management, and organisational development. “In our vibrant industry, the only constant, is change. Technology and user behaviour is evolving at a tremendous pace, and to maintain our 20 consecutive quarters of growth, we must anticipate and evolve just as rapidly,” said Dato’ Sri Shazalli Ramly, Chief Executive Officer, Celcom Axiata Berhad. “We have come a long way but our transformation is an ongoing process, and this next phase will see Celcom improve our effectiveness in delivering what customers want, when and where they want it,” he added. This next phase will focus on three core areas: 1. Customer Focus and Differentiation – Given the maturing market environment, Celcom’s overall strategy will focus on more sophisticated consumer segment management, new products and services beyond...
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...1.0 INTRODUCTION Celcom (Malaysia) Sdn Bhd, a Technology Resources Industries (TRI) Bhd company has been the leading mobile cellular operator in Malaysia for the past 10 years. Celcom's main business activity is to develop and market Mobile Services such as Celcom GSM and ART 900 and Fixed Services such as Direct Connect, Leased Lines, Equal Access and Virtual Private network (VPN). Within Celcom's short history in the telecommunications business, it has ventured into value-added services, the latest being multimedia. Celcom Axiata Berhad provides mobile communication services for customers in Malaysia. It offers voice, mobile broadband and email, roaming, and IDD services, as well as telemetry and fixed wireless desk phone solutions. The company also provides a unified messaging service that allows users to view a fax message via Web; and AirCash services, which provide instant access to money via client’s mobile phone. Celcom Axiata Berhad was formerly known as Celcom (Malaysia) Berhad and changed its name in December 2009. The company was founded in 1988 and is headquartered in Kuala Lumpur, Malaysia. Celcom Axiata Berhad operates as a subsidiary of Axiata Group Berhad. Company Background Celcom started its operation as STM Cellular Communications in 1988 with Fleet Group and Telekom Malaysia as shareholders. Subsequently Telekom Malaysia sold its 51% shareholding to the TRI group which was controlled by Tajuddin Ramli. Fleet Group's share meanwhile was transferred...
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...PRICE (3 pages) Celcom use price penetration strategy and psychological pricing when it comes to gain large market share and customer base. Celcom often offers new product from year to year that it is crucial to play around with the figures to either trick or attract customer to win over their preferences when selecting Telco Company. “With high availability of internets across the Malaysian globes, a price penetration strategy is advisable to enhance customer’s usage, and introducing the service. On the other hand, they would use that opportunity to increase price on improved products. Celcom should also be sensitive to the price elasticity of its product and overall consumer demand.” (Celcom Official Website, 2009) Penetration pricing is commonly used by utilities, especially phone and cable or satellite services, although it is sometimes found in competitive gas and electricity markets as well. Many home phone, cellphone, cable and satellite providers offer a discounted rate for a period of time, such as your first six months of service, to get you to switch to their service. After your discount period has ended, the price increases significantly, but the company hopes you have become used to its service and won't go through the trouble to change to a different company. KUALA LUMPUR: Celcom Axiata Bhd aims to strengthen its market penetration in the middle to high-end customers segment in urban areas this year via a number of Internet-centric products it has been launching...
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...4. NURSARAH DIYANA BIN AZIZ 2015 5. SYAHIRA BIN SOBARI 2015 PREPARED FOR: MADAM ZUBAIDAH ZAIRUDIN CLASS: BM2403N INTRODUCTION Celcom (Malaysia) Sdn Bhd, a Technology Resources Industries (TRI) Bhd company has been the leading mobile cellular operator in Malaysia for the past 10 years. Celcom's main business activity is to develop and market Mobile Services such as Celcom GSM and ART 900 and Fixed Services such as Direct Connect, Leased Lines, Equal Access and Virtual Private network (VPN). Within Celcom's short history in the telecommunications business, it has ventured into value-added services, the latest being multimedia. Celcom Axiata Berhad provides mobile communication services for customers in Malaysia. It offers voice, mobile broadband and email, roaming, and IDD services, as well as telemetry and fixed wireless desk phone solutions. The company also provides a unified messaging service that allows users to view a fax message via Web; and AirCash services, which provide instant access to money via client’s mobile phone. Celcom Axiata Berhad was formerly known as Celcom (Malaysia) Berhad and changed its name in December 2009. The company was founded in 1988 and is headquartered in Kuala Lumpur, Malaysia. Celcom Axiata Berhad operates as a subsidiary of Axiata Group Berhad. Celcom is Malaysia’s premier and most experienced mobile telecommunications company with the widest coverage in the nation. It provides both prepaid and postpaid mobile...
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...Celcom (Malaysia) Sdn Bhd has been among the top mobile cellular operator in Malaysia for over 20 year. It is one of the largest telecommunication service providers in Malaysia and the region as well. And its main business activity is to develop and market mobile services such as ART 900 and Celcom GSM. Besides, Celcom has its own fixed services such as Direct Connect, Leased Lines, Equal Access and Virtual Private network (VPN). Celcom Axiata Berhad, formerly Celcom (Malaysia) Berhad, is a subsidiary of Axiata Group Berhad. It provides mobile communication services for customers in Malaysia and involves controlling interest in mobile operations in Indonesia, Sri Lanka, Bangladesh and Cambodia as well. In addition, Axiata offers voice, mobile broadband and email, roaming, and IDD services, as well as telemetry and fixed wireless desk phone solutions. The company also provides a unified messaging service that allows users to view a fax message via Web; and AirCash services, which provide instant access to money via client’s mobile phone. In the grasp of Telekom, Celcom then become the largest telecommunication companies in Asia and its focus is on high growth low penetration emerging markets. Its core business remains prepaid and postpaid mobile voice services. On other hand, Celcom has also achieved significant growth in mobile broadband, m-commerce, enterprise solutions and bulk wholesale services. It continues to have the widest network coverage in country. Through ongoing...
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...Celcom use price penetration strategy and psychological pricing when it comes to gain large market share and customer base. Celcom often offers new product from year to year that it is crucial to play around with the figures to either trick or attract customer to win over their preferences when selecting Telco Company. “With high availability of internets across the Malaysian globes, a price penetration strategy is advisable to enhance customer’s usage, and introducing the service. On the other hand, they would use that opportunity to increase price on improved products. Celcom should also be sensitive to the price elasticity of its product and overall consumer demand.” (Celcom Official Website, 2009) Penetration pricing is commonly used by utilities, especially phone and cable or satellite services, although it is sometimes found in competitive gas and electricity markets as well. Many home phone, cellphone, cable and satellite providers offer a discounted rate for a period of time, such as your first six months of service, to get you to switch to their service. After your discount period has ended, the price increases significantly, but the company hopes you have become used to its service and won't go through the trouble to change to a different company. KUALA LUMPUR: Celcom Axiata Bhd aims to strengthen its market penetration in the middle to high-end customers segment in urban areas this year via a number of Internet-centric products it has been launching since October...
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...largest trend in the Malaysian market shares. 2.5 OBJECTIVES AND STRATEGY OF MAXIS Maxis are one of the new entries into the telecommunication service providers market, and their main objective is to get as much customers as they could. This they have down through mass advertisement, sponsoring sports programmes, rewards to their customers and organizing shows for students and the public at large. 2.6 STRENGTH OF MAXIS Their sponsorships for sporting programming is drawing many customers attention since Malaysia is a country vast in sporting activities 2.7 WEAKNESS OF MAXIS Their services are inconsistent, due to poor and limited coverage as well as products features. 2.2 SWOT ANALYSIS 2.2.1 STRENGTH business for twenty years, celcom was founded as a telecommunications service provider and has evolved into high...
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...KUALA LUMPUR: Celcom Axiata Bhd aims to strengthen its market penetration in the middle to high-end customers segment in urban areas this year via a number of Internet-centric products it has been launching since October last year. This initiative came about following its effort in solving most of its technical glitches it faced in the area of customer phasing system last year. The wholly-owned company of Axiatia Group Bhd and the second largest mobile operator in the country by revenue, is said to be back on track in the industry’s competitive race skewed towards data-based products and services and long-term evolution (LTE) or 4G technology. Banking on its strong network that explained its strong market penetration in most rural areas, Celcom chief marketing and sales officer Zalman Aefendy Zainal Abidin said the company aimed to capture more middle to high spenders of Internet in the urban areas. “We are banking our existing strong network where we are the champion in the voice segment and now we are leveraging on that to offer new highly accessible and high-speed data-based packages to ensure the best customer experience in their daily Internet usage. “It is apparent that these types of customers are most based in the urban areas,” he told StarBiz.Since last October, Celcom’s prominent products that are expected to strengthen its urban presence are in the postpaid segment namely First Basic 85 with monthly commitment plan of RM85 for five gigabit (GB) plus another GB...
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...CHAIRMAN’S NOTE EXECUTIVE SUMMARY MODULE 1: ECONOMIC PERFORMANCE OF THE INDUSTRY Malaysian Economic Performance – Overview for the Year 2012 3 6 11 13 C&M Industry Performance – Overview 2012 Global and Malaysian GDP Growth Communications Services Contribution to Growth Bursa Malaysia ACE Market – An Overview of Licensees C&M Industry Financial Performance Overview Telecommunications Companies Broadcasters Trends of C&M Companies Financial Performance Digital Signature C&M Revenue by Services Market Segment ARPU Comparison Contribution of the C&M Industry to Bursa ...
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...PT XL AXIATA Tbk DAN ANAK PERUSAHAAN/ AND SUBSIDIARIES LAPORAN KEUANGAN KONSOLIDASIAN/ CONSOLIDATED FINANCIAL STATEMENTS UNTUK TAHUN-TAHUN YANG BERAKHIR/ FOR THE YEARS ENDED 31 DESEMBER/ DECEMBER 2011 DAN/ AND 2010 PT XL AXIATA Tbk DAN ANAK PERUSAHAAN/ AND SUBSIDIARIES Halaman 1 Page LAPORAN POSISI KEUANGAN KONSOLIDASIAN 31 DESEMBER 2011 DAN 2010 (Dinyatakan dalam jutaan Rupiah, kecuali nilai nominal per saham) Catatan/ Notes 3 CONSOLIDATED STATEMENTS OF FINANCIAL POSITION AS AT 31 DECEMBER 2011 AND 2010 (Expressed in millions of Rupiah, except par value per share) 2011 Aset lancar Kas dan setara kas Piutang usaha - setelah dikurangi penyisihan piutang ragu-ragu - Pihak ketiga - Pihak-pihak berelasi Piutang lain-lain - Pihak ketiga - Pihak-pihak berelasi Persediaan Pajak dibayar dimuka Uang muka dan beban dibayar dimuka Aset lain-lain Jumlah aset lancar Aset tidak lancar Aset tetap - setelah dikurangi akumulasi penyusutan Piutang derivatif Aset lain-lain Jumlah aset tidak lancar Jumlah aset Liabilitas jangka pendek Hutang usaha dan hutang lain-lain - Pihak ketiga - Pihak-pihak berelasi Hutang pajak Beban yang masih harus dibayar Pendapatan tangguhan Liabilitas diestimasi Bagian pinjaman jangka panjang yang jatuh tempo dalam satu tahun Bagian obligasi yang jatuh tempo dalam satu tahun Jumlah liabilitas jangka pendek Liabilitas jangka panjang Pinjaman jangka panjang Liabilitas pajak tangguhan Obligasi Hutang derivatif Liabilitas diestimasi Jumlah liabilitas jangka...
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...Table of Content: 1. Executive Summary 2. Market Assessment 1.1 Company Introduction 1.2 Market Situation Analysis 1.3 PESTEL Analysis 1.4.1 Political 1.4.2 Economy 1.4.3 Social 1.4.4 Technology 1.4 SWOT Analysis 1.5.5 Strengths 1.5.6 Weakness 1.5.7 Opportunities 1.5.8 Treats 3. Market Segmentation 1 2.5 Primary Segmentation 2.6.9 Demographic Segmentation 2.6.10 Behavior of customer segmentation 2.6.11 Physiographic segmentation 2.6.12 Geographical segmentation 2.6 Secondary Segmentation 2.7.13 Customer Migration Segmentation. 4. Marketing Strategies 2 3.7 Ansoff Matrix 3.8 Boston Matrix 3.9.14 Problem Child 3.9.15 Star 3.9.16 Cash Cow 3.9.17 Dog 5. Marketing Mix 3 4.9 7P’s Analysis 4.10.18 Product 4.10.19 Pricing 4.10.20 Distribution 4.10.21 Promotion 4.10.22 People 4.10.23 Process 4.10.24 Place 4.10 SOSTAC 4.11.25 Situation 4.11.26 Objectives 4.11.27 Strategy 4.11.28 Tactics 4.11.29 Action 4.11 Positioning: 6. Total experience 4 5.12 Customer Perspective 5.13 Internal Perspective ...
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...ACTIVITY-BASED COSTING & BUDGETARY PLANNING AND CONTROL AT AEROSPACE MANUFACTURING INDUSTRY By WAN MOHD SHOFIAN CHE WAN ABU BAKAR SITI IRSALINA AIZAD ABU BAKAR MOHD FARID HUSSEIN JUNAIDA MOHD DAUD HASLAN LAIRIN Subject: MANAGERIAL ACCOUNTING (ACC 720) Lecturer:- DR. HJ. SOFIAN SHAMSUDDIN TABLE OF CONTENT No | Title | Page | 1. | Group member personal profile | | 2. | Objective of study | | 3. | Definition 1) Activity Based costing 2) budgetary planning & Control | | 4. | introduction of the company | | 5. | product | | 6. | Activity based costing | | 7. | budgetary planning & Control | | 8. | | | | | | GROUP MEMBER PERSONAL PROFILE | Name:Mohd Farid bin Hussein | | Job Designation:Executive, Talent Management in Tenaga Nasional Berhad (TNB) | | Qualification: Bachelor of Business Administration (BBA) Hons. (Human Resource Management), Universiti Tenaga Nasional (UNITEN) | | Contact Number : 019-2898909 | | Relevant Working Experience:Farid has more than 3 years in human resource background in areas such as Organisational Design, Training and Performance Support and Talent Management. He joined TNB after serving another GLC, Chemical Company of Malaysia (CCM) as a Management Trainee for a year.He specializes in talent management namely identifying and develop internal talents, developing assessment tools and forming HR strategy such as designing the organisation structure, designing...
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