...Conclusion | | The Mydin Company was created by Mr. Mydin Mohamed family in Kota Bahru, Kelantan under the name of Syarikat Mydin Mohamed in year 1956. Initially, the company started its business by selling toys from Thailand. Throughout the years until year 2000, Mydin has gone through a lot of improvement. In 2001, the company changes its name to Mydin Mohamed Holdings Sdn. Bhd. In the same year, the company is converted into public limited company and has since assumed the name of Mydin Mohamed Holdings Berhad. Mydin Mohamed Holdings Bhd. owns and operates hypermarkets, emporiums, superstores, mini markets, convenient stores, and marts in Malaysia. It offers soft line products, including cosmetics, textile, leather, and ladies/gents/baby/children/sportswear; hard-line products, such as hardware, electrical, stationery, porcelain, and toys; and food line products, including confectionery, drinks and beverages, delicatessen, toiletries, and daily and dairy products, as well as stocks daily supplies of Muslim goods. The company was founded in 1940 and is based in Subang Jaya, Malaysia. It has store locations in Klang Valley, Terengganu, Kota Bharu, Seremban, Nilai, Johor Bahru, Alor Setar, Melaka, Penang, Pahang, Kelantan, USJ, Subang Jaya, Kuala Terengganu, Pelangi Astana, Bukit Jelutong, Semenyih, Sri Manja, Sungai Long, Lucky Garden, Sri Muda, Bangi, Balakong, Bangsar, Shelly, Nilai, Shah Alam, and Dungun. As a retail company in Malaysia, Mydin had implement several marketing...
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... 1.4.1 Board of Directors (BOD) 3 2.0 CHANGE MANAGEMENT IN MYDIN 4 2.1 Business Expansion 4 2.2 Warehouse Recordkeeping System 5 2.3 Development Change to Improve IT System 5 3.0 LEADERSHIP IN MYDIN 6 3.1 Four Factors of Transformational Leadership 6 4.0 CUSTOMER SATISFACTION IN MYDIN 8 5.0 KEY PERFORMANCE INDICATOR 13 5.1 Balanced Scorecard 13 6.0 SWOT ANALYSIS 18 7.0 TOW MATRIX 27 8.0 RECOMMENDATIONS 28 9.0 CONCLUSION 30 1.0 CORPORATE OVERVIEW 1.1 Company Profile Mydin is a Malaysian chain of hypermarket, supermarket and emporiums. MYDIN was incorporated on 23 July 1991 under Companies Act 1965, as a private limited company under the name of Melati Makmur Sdn Bhd. On 17 January 1992, the Company changed its name to MYDIN MOHAMED & SONS SDN BHD. On 25 June 2001, the company became MYDIN MOHAMED HOLDINGS SON BHD and is presently known as MYDIN MOHAMED HOLDINGS BHD which is a family business. MYDIN business activity is in retailing and wholesaling. Each branch has their own business category, based on the capacity of goods traded. The categories comprise hypermarket, emporiums, mini market, convenient shops, franchise stores and bazaar. Currently, MYDIN operates 90 outlets nationwide. With the motto “Why pay more, buy at wholesale price”, MYDIN willing to listen to their customers and provide the best services in respect to fulfill public interest. In the other sides, MYDIN strategically meets their suppliers or vendors by working with...
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...EXECUTIVE SUMMARY Malaysia has emerged as a leading Asian economy where modern retail culture has gowned phenomenally, as a resulted attracted lots of foreign and local hypermarket brand in the market. MYDIN has emerged as one of the local dominant player in wholesale supermarket industry of Malaysia having significant market share over other local and foreign competitors. MYDIN has decided to become multinational because of highly saturated Malaysian market where a lot of competitors are operating. MYDIN has decided to invest in the small south Asian economies where consumerism is increasing at a rapid pace. Market selected is Sri Lanka which is a south Asian peninsula with the population of more than 20 million. External environment analysis of Sri Lanka has been conducted to analyze the driving and restricting forces of doing business in Sri lanka. Sri Lankan economy shows positive and favorable political, economical, social and technological trend which serve as opportunity for foreign investors to invest in the host country. Sri Lankan supermarket and retail industry is still immature and have a lot of potential to growth with the increasing trend of consumerism in Sri Lanka. Despite having a lot of competitors there is no large scale hypermarket mall concept in Sri Lanka providing service quality attributes to Sri Lanaka consumers. The statistics by Nelson on FMCG trend in south Asian market shows positive trend and great potential for consumerism in Sri Lanka. Lewin’s...
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...1.0 COMPANY BACKGROUND MYDIN is one of the supermarket which is very popular in Malaysia. MYDIN was established by Mr. Mydin Mohamed. Before start this business, he is a general merchant hawker in Penang. In 1956, he removes to Kelantan and introduced his first shop in here. Nowadays, MYDIN has so many branches that are expanded all around country. MYDIN business activity is in retailing and wholesaling. The products range from food line, household, soft-lines and hard-lines items. Hard-line products include hardware, electrical, stationery, porcelain and toys. Whilst soft-line comprises of textiles and fabrics products. Food line includes confectionery, drinks and beverages, delicatessen and dairy products. In their early years of operations, MYDIN’s focus has always been in the non-food sector until they bought over the first supermarket in Selayang in 1997. Each of the branches has their own business category, based on the capacity of goods traded. The category comprises hypermarket, emporium, minimarket, convenience shop, franchise store and bazaar. Currently, MYDIN operates more than 90 outlets nationwide inclusive of 20 hypermarkets, 16 emporiums, 3 bazaars, 49 minimarkets (MyMydin), 10 convenience shops (MyMart) and 6 franchise outlets (Mydin Mart). Each of the hypermarkets is located in MYDIN Mall. Above all, MYDIN operates its business based on ‘Halal’ concepts and stresses on honesty, sincerity and good discipline in all aspects of its business. 2.0 CONCEPTS...
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...TERMS OF CONTENT Background of Mydin …………………………………………………………………………….. 2 Content : 1.1 Review changing perspective in marketing planning 1.2 Evaluate an organization’s capability for planning its future marketing activity 1.3 Examine tecniques for organizational auditing and for analyzing external factors that affect marketing planning 1.4 Carry out organizational auditing and analysis of external factors that affect marketing planning in a given situation 2.1 Assess the main barriers to marketing planning 2.2 Examine how organizations ma overcome barriers to marketing planning Conclusion …………………………………………………………………………………………… Recommendation …………………………………………………………………………………… Refferences …………………………………………………………………………………………10 Appendices ………………………………………………………………………………………….11 BACKGROUND OF MYDIN According to (Research, 2010) In Malaysia, the hypermarket business isan extremely competitive venture. Beside the highamount of capital that one needs to invest in, thebusiness also exposes new players to global and well– structured competitors such as Giant, Carrefour andTesco, to name a few. The current paper exploresand describes the experiences of one Malaysianplayer, the Mydin Hypermarket in its quest tochampion the local consumer market. A 2003publication of a US bestseller entitled KMart’s Ten Deadly Sins had a tremendous impact on the businessstrategy and future direction of the Mydin business inthis country. Originally built in the 1990s...
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...Background The Mydin Company was created by Mr. Mydin Mohamed family in Kota Bahru, Kelantan under the name of Syarikat Mydin Mohamed in year 1956. Initially, the company started its business by selling toys from Thailand. Throughout the years until year 2000, Mydin has gone through a lot of improvement. In 2001, the company changes its name to Mydin Mohamed Holdings Sdn. Bhd. In the same year, the company is converted into public limited company and has since assumed the name of Mydin Mohamed Holdings Berhad. Mydin objectives are to gain more profit by attaining more customers. Mydin Mohamed Holdings Berhad has set up a company mission which are “We aim to be the leading local wholesale and Retail Company by providing the best value for money for the best assortment of goods, by providing service to our customers and by striving for excellence. We also aim to inspire more Malaysians to open outlets with our own proven success formula”. Besides, the company visions are to be the leading Malaysian wholesale hypermarket in Malaysia. In total, there are more than 3,000 employees working under the Mydin Group Holdings. The number of employees working in the branches varies based on the size of the branch. In the headquarters branch located in Jalan Masjid India, that I will be carrying out the research on, there are about 400-450 employees. As for the smaller branches, the estimated number of employees is in the range of 350-400. In every Mydin branch, there are a few levels...
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...Mistakes: New Improvements on Mydin Hypermarket’s Business Strategies Normah Binti Omar, Zuraidah Mohd Sanusi, Norilmiah Abdul Aziz and Nor Ashikin Ismail Accounting Research Institute & Faculty of Accountancy, Universiti Teknologi MARA, Malaysia Abstract— In Malaysia, the hypermarket business is an extremely competitive venture. Beside the high amount of capital that one needs to invest in, the business also exposes new players to global and well– structured competitors such as Giant, Carrefour and Tesco, to name a few. The current paper explores and describes the experiences of one Malaysian player, the Mydin Hypermarket in its quest to champion the local consumer market. A 2003 publication of a US bestseller entitled KMart’s Ten Deadly Sins had a tremendous impact on the business strategy and future direction of the Mydin business in this country. Originally built in the 1990s to emulate the then highly successful K-Mart Superstore in the United States, the Mydin Business had to immediately change its business strategic direction. Premised on interviews, site visits, observation and document analysis, this article provides a qualitative narration and a discussion on the various counter strategies undertaken by the management of Mydin Hypermarket in order to avoid having to face the same fate as KMart Superstore. Today, the Mydin Hypermarket understands its niche. To remain relevant in this highly competitive business, Mydin Hypermarket needs to understand...
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...Mydin Analysis Table of Contents 1.0 CORPORATE OVERVIEW 2 1.1 Company Profile 2 1.2 Vision 3 1.3 Mission 3 1.4 Executives 3 1.4.1 Board of Directors (BOD) 3 2.0 CHANGE MANAGEMENT IN MYDIN 4 2.1 Business Expansion 4 2.2 Warehouse Recordkeeping System 5 2.3 Development Change to Improve IT System 5 3.0 LEADERSHIP IN MYDIN 6 3.1 Four Factors of Transformational Leadership 6 4.0 CUSTOMER SATISFACTION IN MYDIN 8 5.0 KEY PERFORMANCE INDICATOR 13 5.1 Balanced Scorecard 13 6.0 SWOT ANALYSIS 18 7.0 TOW MATRIX 27 8.0 RECOMMENDATIONS 28 9.0 CONCLUSION 30 1.0 CORPORATE OVERVIEW 1.1 Company Profile Mydin is a Malaysian chain of hypermarket, supermarket and emporiums. MYDIN was incorporated on 23 July 1991 under Companies Act 1965, as a private limited company under the name of Melati Makmur Sdn Bhd. On 17 January 1992, the Company changed its name to MYDIN MOHAMED & SONS SDN BHD. On 25 June 2001, the company became MYDIN MOHAMED HOLDINGS SON BHD and is presently known as MYDIN MOHAMED HOLDINGS BHD which is a family business. MYDIN business activity is in retailing and wholesaling. Each branch has their own business category, based on the capacity of goods traded. The categories comprise hypermarket, emporiums, mini market, convenient shops, franchise stores and bazaar. Currently, MYDIN operates 90 outlets nationwide. With the motto “Why pay more, buy at wholesale price”, MYDIN willing to listen to their customers and provide the best services in respect to...
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...5.2.2 PENDEKATAN STRATEGIK ORGANISASI Analisis Kekuatan, Kelemahan, Peluang dan Ancaman (SWOT). Menurut Harold Koontz (1995), Analisis SWOT merujuk kepada analisis persekitaran luaran yang melibatkan ancaman (threats) dan peluang (opportunities) dan persekitaran dalamanan iaitu kelemahan (weaknesses) dan kekuatan (strengths). Menurut Harold Koontz (1995), perincian dalam analisis SWOT meliputi Strengths [Kekuatan-dalaman] ialah kekuatan dalam pengurusan, operasi, kewangan, pemasaran, penyelidikan dan pembangunan, kejuruteraan. Manakala weaknesses [Kelemahan-dalaman] ialah kelemahan dalam bidang-bidang pengurusan, operasi, pemasaran, penyelidikan dan pembangunan, kejuruteraan. Opportunities [Peluang-luaran] merupakan keadaan ekonomi masa kini dan masa hadapan, perubahan politik dan sosial, keluaran, perkhidmatan, dan perkembangan teknologi baru. Threats [Ancaman-luaran] ialah kekurangan tenaga, persaingan, perubahan politik dan budaya, kemerosotan ekonomi, dan perubahan teknologi baru. Menurut Rangkuti dan Freddy (2000), analisis swot adalah proses mengenalpasti factor luaran dan factor dalaman yang mempengaruhi sesuatu tindakan atau pelaksanaan sesuatu strategi yang akan dilakukan oleh sesebuah organisasi dalam mencapai visi, misi dan objektif organisasi Syarikat Starbucks menggunakan analisis swot dalam pengurusan strategik untuk meningkatkan kecemerlangan organisasi melalui program pembangunan organisasi dan mengenal pasti...
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...2012 Waterfall vs. Agile Methodology Mike McCormick MPCS, Inc. Revised Edition 8/9/2012 Waterfall vs. Agile Methodology Contents Waterfall vs. Agile Model Comparison .........................................................................................3 Conceptual Difference.................................................................................................................3 Efficiency ....................................................................................................................................4 Suitability ....................................................................................................................................4 Waterfall Model Diagram .............................................................................................................5 Explanation of the Waterfall Model ..............................................................................................5 Phase I: Requirements................................................................................................................6 Phase II: Analysis .......................................................................................................................6 Phase III: Design.........................................................................................................................6 Phase IV: Coding ....................................................................................................
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...Kmart’s Mistakes: New Improvements on Mydin Hypermarket’s Business Strategies Normah Binti Omar, Zuraidah Mohd Sanusi, Norilmiah Abdul Aziz and Nor Ashikin Ismail Accounting Research Institute & Faculty of Accountancy, Universiti Teknologi MARA, Malaysia Abstract— In Malaysia, the hypermarket business is an extremely competitive venture. Beside the high amount of capital that one needs to invest in, the business also exposes new players to global and well– structured competitors such as Giant, Carrefour and Tesco, to name a few. The current paper explores and describes the experiences of one Malaysian player, the Mydin Hypermarket in its quest to champion the local consumer market. A 2003 publication of a US bestseller entitled KMart’s Ten Deadly Sins had a tremendous impact on the business strategy and future direction of the Mydin business in this country. Originally built in the 1990s to emulate the then highly successful K-Mart Superstore in the United States, the Mydin Business had to immediately change its business strategic direction. Premised on interviews, site visits, observation and document analysis, this article provides a qualitative narration and a discussion on the various counter strategies undertaken by the management of Mydin Hypermarket in order to avoid having to face the same fate as KMart Superstore. Today, the Mydin Hypermarket understands its niche. To remain relevant in this highly competitive business, Mydin Hypermarket needs to understand its customers...
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...[pic] INFORMATION SYSTEMS MANAGEMENT (OSM752) [pic] COMPANY : MYDIN HOLDINGS BHD Prepared by: Nordalila Binti Mohamed (2015543879) Group: OMM11B Prepared for: MADAM MELISSA SHAHROM Table of Contents A. Preliminary Materials Page i. Cover page 1 ii. Table of Contents 2 iii. Acknowledgements 3 iv. Summary 4 B. Body of Report i. Introduction of the Company 5 • Company’s Logo 5 • History of the company 5 • Company’s business profile 6 - 7 • Mission/Vision of the company 8 • Organization chart of the company 8 ii. Strength and Weaknesses • Organization Chart 9 • Mission/Vision 9 - 10 • Objectives 10 • The Marketing Department operations 10 - 11 • The importance of Marketing Department to the company 11 iii. Opportunities and Threats • Product 12 - 13 • Pricing 13 - 15 • Place of distribution 16 • Promotion 16 - 17 iv. Finding 17 - 18 v. Strategy 18 - 19 vi. Implementation vii. Recommendations viii. Conclusion ACKNOWLEDGEMENTS Praise to Allah...
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...Case 1: Mydin Mohamed Holding Bhd “MYDIN TRANSFORMATION FOCUS: LEADERSHIP AND ORGANIZATIONAL CHANGE” You won’t go wrong shopping at Mydin Wholesale store, Where you can spend much less and take home much more, Whether rich or poor, we have merchandise just for you, We have the off brands and the name brand too Poem dedicated to Mydin, From a small family business to emporium, it is now going into the hypermarket chain system. MYDIN is not just an ordinary competitor to all local retailing companies. Other big players in the local retail industry are owned by foreign entities such as Carrefour, Jusco, Tesco and Giant. These foreign-owned megastores cannot treat the existence of MYDIN lightly, and has to accept that MYDIN is an aggressive and progressive local retailer that is slowly eroding their market share in the retail industry. Today, MYDIN is known to Malaysians not only for its value for money merchandise, but has a premium brand amongst customers as well as local manufacturers. The local manufacturers have found a conducive and appropriate avenue to channel their products. What or who have made MYDIN into what it is today? What are the factors that over the years have transformed this hawker business into a retail chain that is to be reckoned with by the big boys? Who drives this transformation process? COMPANY HISTORY The company started with a humble beginning. Well before the independence of Malaya in 1940, a hawker by the name of Mydin Mohamed...
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...Introduction Organizational behaviour in focusing on organizational structure and culture is the method of marking the company general behaviour. When the behaviour is identify, the easier step for the leader to manage and control the company to achieve goal. Then the leadership style and approaches to management come to identify more to workers behaviour that the leader need to concern. In this task, there are two companies which are MYDIN and AirAsia as both run the business differently in term of product and services. MYDIN is one of the supermarkets which is very popular n Malaysia while AirAsia is well-known as the popular low-cost airline service in the world. To differentiate between these two companies, leader of the company has different leadership style, organizational structure and culture. Company`s organizational structure will create the working style of the workers and the leader will set it up and make a culture for the self-image of the company. After set up the entire basic one, the leadership style is important to make sure the style is suitable with the structure and culture. Suitability will make the company performance increase better and all the workers social and motivation are safe. To study about these two companies, there is the need to relate various theories and finding to identify the structure and leadership in this case. Task 1 1.1 Once the decision has been made to begin a retail venture or setup a business company, it is important...
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...Chart Objectives * To correct procedures and guidelines of MYDIN Retail Outlets * To update current requirements of MYDIN * To build a network with representatives of MYDIN | MARKETING PLANNING As a retail company in Malaysia, Mydin had implement several marketing planning to boost their sales and obtaining bigger market share. Therefore, this commentary will examine the marketing mix approached by Mydin to successfully market their product and formulate their marketing strategy. Therefore, Mydin can moves towards becoming a market leader PRODUCT Mydin has a wide range of product line such as food line, hard line and household items. Due to the wide range of product, Mydin will benefits from larger customer base. This will give positive advantage to Mydin as its customer can obtain all products needed here at lower and cheaper price. As a local player, Mydin provide items that are complement with its customers need. Majority of Malaysian are Muslims. Therefore, Mydin provide local prayer mats, prayer garments for women and traditional product which are rarely found elsewhere. However, Mydin should consider its non- muslim customers due to the image of the place where only Muslim shops PLACE Mydin is currently expending their business into different format namely hypermarket, emporium, and My Mart (24 hour convenience stores). As referred to growth of Mydin‟s chain by the year 2009 to 2020, the business forecasted to have 26 Hypermarket...
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