...[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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...Executive Summary Parkson Holdings Berhad (Parkson), a board line retailer is based in Kuala Lumpur, Malaysia, a subsidiary of the Lions Group based in Malaysia. The company was formerly known as Amalgamated Containers Berhad and changed its name to Parkson Holdings Berhad in September 2007. Parkson Holdings Berhad's after-tax profit for the Financial years ended June 30, 2011 increase 12 per cent to RM 606,622,000 from RM 533,598,000 in year 2010. However, its revenue increased 7 per cent to RM 2,925,082,000 from RM 2,722,256,000. Financial years ended 2011 ranked 3rd as compare to Financial year ended 2009 which ranked 1st in its 5 years financial performance from 2007 – 2011. Parkson’s Retail operation in Malaysia posted a favorable set of results with gross sales proceeds rising 9 per cent to RM 766 million over the same period in 2010. The Chairman highly alerted on global economy was abruptly affected by the US credit rating downgrade and the debt burden in Europe. As such, Chairman see strong domestic demand in Malaysia is the key to continue to deliver strong revenue and earnings to improve financial performance year ended 30 June 2012. Through the assignment we can know more about parkson, it includes porters five force, value chain, VRIN, SWOT and recommend. 1.0 Company Background Parkson was one of the largest department store companies in China and Parkson currently has 35 outlets in Malaysia. Parkson branded department stores was divided into...
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...WHAT IS R&D ? Research and development (R&D, also called research and technical development or research and technological development, RTD inEurope) is a specific group of activities within a business. The activities that are classified as R&D differ from company to company, but there are two primary models. In one model, the primary function of an R&D group is to develop new products; in the other model, the primary function of an R&D group is to discover and create new knowledge about scientific and technological topics for the purpose of uncovering and enabling development of valuable new products, processes, and services. Under both models, R&D differs from the vast majority of a company's activities which are intended to yield nearly immediate profit or immediate improvements in operations and involve little uncertainty as to the return on investment (ROI). The first model of R&D is generally staffed by engineers while the second model may be staffed with industrial scientists. R&D activities are carried out by corporate (businesses) or governmental entities. R&D is a form of applied research. BACKGROUND New product design and development is more often than not a crucial factor in the survival of a company. In an industry that is changing fast, firms must continually revise their design and range of products. This is necessary due to continuous technology change and development as well as other competitors and the changing preference...
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...TABLE OF CONTENT 1.0 EXECUTIVE SUMMARY……………………………………………………………………. 3 2.0 COMPANY BACKGROUND………………………………………………………………… 4 3.0 SITUATIONAL ANALYSIS………………………………………………………………….. 5 3.1 SWOT Analysis………………………………………………………………………. 5 3.1.1 Strengths……………………………………………………………………. 5 3.1.2 Weaknesses…………………………………………………………………. 5 3.1.3 Opportunities………………………………………………………………... 6 3.1.4 Threats………………………………………………………………………. 6 3.2 Industry Analysis…………………………………………………………………….. 6 3.3 Competitor Analysis………………………………………………………………….. 6 3.4 Company Analysis……………………………………………………………………. 7 3.5 Customer Analysis……………………………………………………………………. 8 4.0 STRATEGIC FOCUS AND PLAN……………………………………………………………. 9 4.1 Mission……………………………………………………………………………….. 9 4.2 Goals………………………………………………………………………………….. 9 5.0 PRODUCT-MARKET FOCUS………………………………………………………………... 10 5.1 Marketing and Product Objectives……………………………………………………. 10 5.1.1 Target Market……………………………………………………………….. 10 5.1.2 Customer Value Propositions……………………………………………….. 10 5.1.3 Points of Difference…………………………………………………………. 11 6.0 Marketing Program……………………………………………………………………………… 12 6.1 Product Strategy………………………………………………………………………. 12 6.2 Price Strategy………………………………………………………………………….. 14 6.3 Promotion Strategy……………………………………………………………………. 14 6.4 Distribution Strategy………………………………………………………………….. 16 7.0 FINANCIAL DATA AND PROJECTION……………………………………………………… 18 7.1 Past Sales Revenue…………………………………………………………………….. 18 7.2 Five-years Sales Projection……………………………………………………………...
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...A STUDY OF 99 SPEEDMART’S SUPPLY CHAIN STRATEGY, ISSUES AND CHALLENGES RETAIL SUPPLY CHAIN & LOGISTIC MANAGEMENT (RSCLM) LECTURER: MR.RAZIF PREPARED BY: MAGENTHIRA MOGANAMALAR RENUKA PUTRI FARHANA BINTI MOHAMAD ASRI (6102010171) MBA 99 SPEEDMART INTRODUCTION 99 Speedmart mini markets have more than 3000 kinds of groceries offered and highly organized environment easier for customers to choose and find the desired item themselves. They will put these mini markets strategically positioned in close proximity to residential areas and neighborhood customers to facilitate their daily expenditure. Nowadays 99 Speedmart supported by three distribution centers with a size of 80,000 square feet, 65,000 square feet and the third distribution center with size of more than 100,000 quare feet. 99 Speedmart able to achieve economies of scale in bulk purchasing of goods, thus helping to improve efficiency and reduce costs. At 99 Speedmart, they always offer low prices every day and saving can be delivered to all customers. This store started in 1987 as a small grocery store and up to now have more than 300 branches throughout Malaysia. 99 SPEEDMART’ HISTORY Starting at year 1987, 99 Speedmart with form of a traditional “mom and pop” sundry mart called Pasar Raya Hiap Hoe by Mr. Lee Thiam Wah in Tepi Sungai Klang. Mr.Lee starts a business with very humble beginning and only through personal interaction with suppliers and customers. After doing business for 5 years...
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...UNIT 1 i Overview of strategic management Unit 1 BMG 303/05 Strategic Management Overview of Strategic Management ii WAWASAN OPEN UNIVERSITY BMG 303/05 Strategic Management COURSE TEAM Course Team Coordinator: Dr. Chuah Poh Lean Content Writer: Dr. Hasliza Abdul Halim Instructional Designer: Mr. Khoo Chiew Keen Academic Member: Ms Lum Li Sean COURSE COORDINATOR Ms. Loo Saw Khuan EXTERNAL COURSE ASSESSOR Associate Professor Dr. Haji Hamzah Dato Abdul Rahman, Universiti Utara Malaysia. PRODUCTION Editor: Pelangi Sdn. Bhd. In-house Editor: Mr. Khoo Chiew Keen Graphic Designer: Deam Enterprise Wawasan Open University is Malaysia’s first private not-for-profit tertiary institution dedicated to adult learners. It is funded by the Wawasan Education Foundation, a tax-exempt entity established by the Malaysian People’s Movement Party (Gerakan) and supported by the Yeap Chor Ee Charitable and Endowment Trusts, other charities, corporations, members of the public and occasional grants from the Government of Malaysia. The course material development of the university is funded by Yeap Chor Ee Charitable and Endowment Trusts. © 2013 Wawasan Open University All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without prior written permission from WOU. Wawasan Open University (KPT/JPT/DFT/US/P01) ...
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...1.0 INTRODUCTION Human resource management is the design of formal system in an organization to ensure effective and efficient use of human talent to accomplish organizational goal. There are several important of HRM practices; analyzing work and designing jobs, attracting potential employees (recruiting), choosing employees (selection), teaching employees how to perform their jobs and preparing them for the future (training and development), evaluating their performance (performance management), rewarding employees (compensation), creating a positive work environment (employee relations), and supporting the organization’s strategy (HR planning and change management). 1. BACKGROUND OF COMPANY 1. JUSCO Store JUSCO is the acronym for Japan United Stores Company, a chain of "general merchandise stores" (or hypermarket) and the largest of its type in Japan. The various JUSCO companies are subsidiaries of ÆON Co., Ltd. The JUSCO name was adopted in 1970 by a company originally founded as a kimono silk trader in 1758. Renamed ÆON in 1989, it operates stores throughout Japan under JUSCO and other names and also has a presence in Malaysia, Hong Kong, mainland China, and Thailand. In 1985 the first JUSCO overseas store was opened, in Plaza Dayabumi, Kuala Lumpur, Malaysia, as a jointly-owned company with Cold Storage (Malaysia) and three local companies. It was the first time that a Japanese company had entered into a significant joint venture in the Malaysian...
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...MBA 1015 Entrepreneurship Ku Chong Yoong 900509-05-5279 0173690600 201044 JANUARY 2014 SEMESTER Contents 1.0 Introduction 3 2.0 SME 7 2.1 Benefit of SME 7 3.0 Case Study 1 13 4.0 Case Study 2 25 5.0 Reference 44 1.0 Introduction While individuals may be publicly recognized as social entrepreneurs for their contributions to improve the welfare of communities, the field of social entrepreneurship continues to struggle to gain academic legitimacy. Social entrepreneurship is a term in search of a good definition. The current use of the term seems vague and limitless; it needs boundaries to demarcate its function. The lack of a common definition hinders research and raises questions about which social or profit-making activities fall within the spectrum of social entrepreneurship. To become an important stream in the entrepreneurship literature, social entrepreneurship needs to be properly defined and it requires a theoretical framework that links it to the theory of entrepreneurship. This article builds on the literature to define social entrepreneurship, discusses the boundaries of socially-oriented entrepreneurial activities, and positions the social entrepreneur in the spectrum of entrepreneurship. Introduction Most economists and academics support the notion that entrepreneurship is becoming a crucial factor in the development and well-being of societies. Whether the entrepreneurial activities are practiced in factor-driven, efficiency-driven...
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...Accounting, Auditing & Accountability Journal Corporate social reporting and reputation risk management Jan Bebbington Carlos Larrinaga Jose M. Moneva Article information: Downloaded by University of Strathclyde At 07:57 17 October 2014 (PT) To cite this document: Jan Bebbington Carlos Larrinaga Jose M. Moneva, (2008),"Corporate social reporting and reputation risk management", Accounting, Auditing & Accountability Journal, Vol. 21 Iss 3 pp. 337 - 361 Permanent link to this document: http://dx.doi.org/10.1108/09513570810863932 Downloaded on: 17 October 2014, At: 07:57 (PT) References: this document contains references to 70 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 10839 times since 2008* Users who downloaded this article also downloaded: Jeffrey Unerman, (2008),"Strategic reputation risk management and corporate social responsibility reporting", Accounting, Auditing & Accountability Journal, Vol. 21 Iss 3 pp. 362-364 Carol A. Adams, (2008),"A commentary on: corporate social responsibility reporting and reputation risk management", Accounting, Auditing & Accountability Journal, Vol. 21 Iss 3 pp. 365-370 Pekka Aula, (2010),"Social media, reputation risk and ambient publicity management", Strategy & Leadership, Vol. 38 Iss 6 pp. 43-49 Access to this document was granted through an Emerald subscription provided by 117974 [] For Authors If you would like to...
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...Report 2012 Inside 2 5 6 7 8 10 12 14 16 20 46 58 70 72 Message to Stakeholders Fast Facts The Nestlé Legacy Organisation Structure The Nestlé Creating Shared Value Strategy Engaging Our Stakeholders Governance Summary of Key Performance Data Our Respect and Care for the Community Our Commitment to the Environment Our People and the Workplace Our Consumers and the Marketplace Awards & Achievements GRI Standard Disclosures COVER: One of Nestlé Malaysia’s key successful rural development programmes has been its contract farming initiatives, where farmers are actively engaged to be part of the Nestlé supply chain. In February 2012, the Nestlé Paddy Club was introduced with the aim of increasing field productivity and lowering production costs, whilst reducing rice-farming’s environmental footprint, as well as enhancing overall farming safety aspects at the contract farms in Kedah. Nestlé (Malaysia) Berhad 110925-W 16 1 Our Respect and Care for the Community 46 Our People and the Workplace 20 Our Commitment to the Environment At Nestlé, we believe that in order to create long-term value for our shareholders, we have to create value for society, subscribing to the view that corporate success and social development go hand in hand. 58 Our Consumers and the Marketplace 2 Nestlé (Malaysia) Berhad 110925-W Message to Stakeholders Creating Shared Value (CSV) is at the core of our business. That is how our company started off, with our...
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