... 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 Malaysia ...
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...tation Compensation Policy Bd Telecommunication Rukana.Ppt Course No: EHRM-521 Course Title: Compensation Management Prepared for Abu Sayef Md. Muntaquimul Bari Chowdhuri Lecturer, Department of Management Studies Faculty of Business Studies Jahagirnagor University Prepared By: Md. Abu Rukana (Std. ID: 2011 3 122 ) Md. Hemayetul Islam (Std. ID: 2011 3 022) Mohammad Khalilur Rahman(Std. ID: 20122394) Ziasmin Akter (Std. ID: 20113286) Content…….. 1. 2. 3. 4. 5. 6. 7. Synopsis of mobile operator in BD Robi Banglalink Citycell Findings Recommendation Q/A Mobile Phone Subscribers in Bangladesh Operators Grameen Phone Ltd. (GP) Active Subscribers(Million) 39.293 Orascom Telecom Bangladesh Limited (Banglalink) 25.490 Robi Axiata Limited (Robi) Airtel Bangladesh Limited (Airtel) Pacific Bangladesh Telecom Limited (Citycell) Teletalk Bangladesh Ltd. (Teletalk) Total 19.211 6.734 1.699 1.358 93.788 Source: BRTA Website Company Overview ROBI… Axiata (Bangladesh) Limited is a dynamic and leading countrywide GSM communication solution provider It is a joint venture company between Axiata Group Berhad, Malaysia and NTT DOCOMO INC, Japan. Company Overview ROBI Cont. On 28th March, 2010 the company started its new journey with the brand name Robi. It has the widest International Roaming coverage in Bangladesh connecting 553 operators across 207 countries. Compensation plan of ROBI Salary & Benefit Monthly salary is transferred...
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...1 (January, 2013) 12-19 Indexing and Abstracting: Ulrich's - Global Serials Directory Goods and Services Tax (GST): A New Tax Reform in Malaysia Nor Hafizah Abdul Mansor Faculty of Accountancy Universiti Teknologi MARA (UiTM), Malaysia Email: norha058@johor.uitm.edu.my Azleen Ilias College of Business and Accounting, Universiti Tenaga Nasional (UNITEN), Malaysia Email: Azleens@uniten.edu.my Abstract The Goods and Services Tax (GST) is becoming one of the most prominent topics in Malaysia. The announcement by the Malaysian Ministry of Finance (MOF) in the Budget 2010 on the implementation of GST had created various reactions from practitioners, academicians, general public and most important businesses. GST is one of the tools that are proposed by the Government to reduce continuous deficit budget in Malaysia. This paper discusses the GST as a new tax reform in Malaysia, and covers several issues in order to enhance the understanding and readiness among Malaysian in adopting GST. Keywords: Tax reform; GST; budget deficit. 1. Introduction The introduction of Goods and Services Tax (GST) was first announced in the Budget 2005 in order to replace the existing sales and services tax structure in Malaysia. This new tax reform is projected to be implemented in January 2007. However, the Government has announced on 22 February 2006 that the implementation would be postponed to a later date. Recently in Budget 2010 the Government is currently at the final stage of completing the study...
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...International Review of Business Research Papers Vol.2. No.1 August 2006 pp.1-14 An Evaluation of SME Development in Malaysia Ali Salman Saleh∗ and Nelson Oly Ndubisi∗∗ Small and medium enterprises (SMEs) in play a vital role in the Malaysian economy and are considered to be the backbone of industrial development in the country. However, few studies examined their development, challenges and future prospects. Therefore, the aim of this paper is to examine and analyse the role of SMEs in different sectors as well as their major contribution to the economy. The paper goes further to review the existing literature as well as the empirical studies in order to identify the major challenges (domestically and globally) that face this sector. The key messages from the studies examined in this paper are that Malaysian SMEs still face many domestic and global challenges in achieving economies of scale and competing internationally. Among the challenges are the low level of technological capabilities and limited skilled human capital resources, a low level of technology and ICT penetration, low levels of research and development (R&D), a substantial orientation towards domestic markets, a high level of international competition (for example, from China and India), a high level of bureaucracy in government agencies, and internal sourcing of funds. These characteristics suggest that government programs and incentives are either insufficient or not delivered effectively...
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...International Review of Business Research Papers Vol.2. No.1 August 2006 pp.1-14 An Evaluation of SME Development in Malaysia Ali Salman Saleh∗ and Nelson Oly Ndubisi∗∗ Small and medium enterprises (SMEs) in play a vital role in the Malaysian economy and are considered to be the backbone of industrial development in the country. However, few studies examined their development, challenges and future prospects. Therefore, the aim of this paper is to examine and analyse the role of SMEs in different sectors as well as their major contribution to the economy. The paper goes further to review the existing literature as well as the empirical studies in order to identify the major challenges (domestically and globally) that face this sector. The key messages from the studies examined in this paper are that Malaysian SMEs still face many domestic and global challenges in achieving economies of scale and competing internationally. Among the challenges are the low level of technological capabilities and limited skilled human capital resources, a low level of technology and ICT penetration, low levels of research and development (R&D), a substantial orientation towards domestic markets, a high level of international competition (for example, from China and India), a high level of bureaucracy in government agencies, and internal sourcing of funds. These characteristics suggest that government programs and incentives are either insufficient or not delivered effectively...
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...International Review of Business Research Papers Vol.2. No.1 August 2006 pp.1-14 An Evaluation of SME Development in Malaysia Ali Salman Saleh∗ and Nelson Oly Ndubisi∗∗ Small and medium enterprises (SMEs) in play a vital role in the Malaysian economy and are considered to be the backbone of industrial development in the country. However, few studies examined their development, challenges and future prospects. Therefore, the aim of this paper is to examine and analyse the role of SMEs in different sectors as well as their major contribution to the economy. The paper goes further to review the existing literature as well as the empirical studies in order to identify the major challenges (domestically and globally) that face this sector. The key messages from the studies examined in this paper are that Malaysian SMEs still face many domestic and global challenges in achieving economies of scale and competing internationally. Among the challenges are the low level of technological capabilities and limited skilled human capital resources, a low level of technology and ICT penetration, low levels of research and development (R&D), a substantial orientation towards domestic markets, a high level of international competition (for example, from China and India), a high level of bureaucracy in government agencies, and internal sourcing of funds. These characteristics suggest that government programs and incentives are either insufficient or not delivered effectively enough to overcome...
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...42 Compliance of X.509 Certification Standard in the Implementation of Third Party Certification in Malaysian E-Commerce Websites Compliance of X.509 Certification Standard in the Implementation of Third Party Certification in Malaysian E-Commerce Websites Syahida Hassan Mohd Khairudin Kasiran Graduate Department of Information Technology Universiti Utara Malaysia, Sintok Kedah, Malaysia syahida@uum.edu.my mkasiran@uum.edu.my Abstract The concept of trusted services forms a key issue for any kind of electronic services. Third Party Certification (TPC) endorsement has been used as one of the methods to instill consumers’ trust. Creating initial trust through implementation of TPC is very important because the consumer has a tendency to trust brand names.. This paper looked closely at the implementation of the TPC in Malaysia which reveals that there are many problems related to the implementation of these seals. Problems like the awareness of merchants on the important of third party seals to their business, unverifiable endorsement, misleading link, unauthorized use of logos and no endorsement at all are still there in Malaysian environment. Based on this fact, the paper will focus on how far the implementation of third TPC is complied with X.509 certification standard. The output of this study can give an important background on the current implementation of TPC and be used as a basis of initial evaluation for business opportunity as a service provider for this kind of...
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...pART 1 NEW ECONOMIC MODEL FOR MALAYSIA NEW ECONOMIC MODEL FOR MALAYSIA pART 1 High Income Rakyat Quality of Life Inclusiveness Sustainability NEAC National Economic Advisory Council Level 5 & 11, Menara Usahawan Persiaran Perdana, Precinct 2 Federal Government Administrative Centre 62652 PUTRAJAYA MALAYSIA NATIONAL ECONOMIC ADVISORY COUNCIL NEAC www.neac.gov.my NEAC NATIONAL ECONOMIC ADVISORY COUNCIL CHAPTRE NEW ECONOMIC MODEL F O R M A L AY S I A 1 Part I: Strategic Policy Directions Copyrights Reserved All rights reserved. No part of this publication may be reproduced, stored in retrieval system or transmitted in any form or by any means electronic, mechanical, photocopying, recording and/or otherwise without the prior permission of: Secretary National Economic Advisory Council Level 5 & 11, Menara Usahawan Persiaran Perdana, Precinct 2 Federal Government Administrative Centre 62652 PUTRAJAYA Tel.: 03-8888 6512/ 8888 6513 Fax: 03-8888 4638/ 8888 4177 Email: secretariat.neac@pmo.gov.my www.neac.gov.my Sales copies are obtainable from: Percetakan Nasional Malaysia Berhad Jalan Chan Sow Lin 50554 Kuala Lumpur Tel.: 03-9236 6888 Fax: 03-9222 4773 Email: cservice@printnasional.com.my __________________________________ Cover design and layout by Percetakan Nasional Malaysia Berhad Preface This report is the first of two documents by the National Economic Advisory Council (NEAC) on the New Economic Model (NEM). This report presents...
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...TOOLS FOR E–BUSINESS Telecoms liberalization An international business guide for policymakers TELECOMS LIBERALIZATION RESOLVING DISPUTES ONLINE 1 1 Published in May 2004 by INTERNATIONAL CHAMBER OF COMMERCE The world business organization 38, Cours Albert 1er 75008 Paris, France Copyright © 2004 International Chamber of Commerce All rights reserved. No part of this work may be reproduced or copied in any form or by any means – graphic electronic or mechanical including photocopying recording, taping or information retrieval systems without written permission of ICC. 2 TELECOMS LIBERALIZATION TABLE OF CONTENTS Foreword ............................................................................................... 5 Preface .................................................................................................. 7 I. Introduction .................................................................................. 9 What is telecoms liberalization? ..................................................... 9 Liberalization is not de-regulation . ............................................... 10 Liberalization is not privatization . ................................................. 10 The goals of liberalization ............................................................. 11 Benefits and challenges of telecoms liberalization ................. 13 Economic growth .......................................................................... 13 New...
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...NEED GAP: The need gap is that the home marketed is Saturated and the capacity to fulfill this market is complete. Hence now we need to look for a perfect location and an international market where the need is for a retailer with mid price quality garments. Hence the locations that we are looking at are: Malaysia Srilanka East Africa Central africa PEST ANALYSIS OF SRI LANKA Political 1. Form and type of govt.: Republic Takes place in a framework of a presidential representative democratic republic, whereby the President of Sri Lanka is both head of state and head of government, and of a multi-party system. Executive power is exercised by the government. Legislative power is vested in both the government and parliament. Since decennia the party system is dominated by the socialist Sri Lanka Freedom Party and the conservative United National Party. The Judiciary is independent of the executive and the legislature. The Politics of Sri Lanka reflect the historical and political differences between the two main ethnic groups, the majority Sinhala and the minority Tamils, who are concentrated in the north and east of the island. 2. Foreign and Trade policies Sri Lanka opened its borders to allow free trade, dismantled price control, eliminated import tariffs and, in a broad sense, introduced an open economy. Free Trade Zones and Export Processing Zones were set up offering many concessions to foreign (and local) investors. The Board of...
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...Managing a Business Strategy - Apple Inc 1.0 Executive Summary This study is to examine and analyse the strategic decisions of Apple Inc. that has enabled it to sustain its competitive advantages one of the world’s third leading electronic company. Before providing recommendations for future strategy choices it is necessary to integrate the diverse strategies in both external and internal environments, identify the opportunities, threats, strength and weaknesses, examine the core competencies, which can create sustainable competitive advantages. The research will reveal critical analysis relevant to analyse the company’s environment in the electronic industry which includes SWOT, the PESTEL framework, Porter’s 5 forces and 3 generic theories, value chain analysis and core competencies, as to how it has successfully penetrated into the electronic market. 2.0 Introduction 3.1 Background of Apple Apple is a Californian multinational corporation founded in 1stApril 1976 by Steve Jobs, Steve Wozniak and Ronald Wayne, to develop and sell personal computers. It was incorporated as Apple Computer, Inc. on January 3, 1977, and was renamed as Apple Inc. on January 9, 2007, to show its change in focus towards consumer electronics. Apple is the world's second-largest information technology company by revenue after Samsung Electronics, and the world's third-largest mobile phone maker. On November 25, 2014, in addition to being the largest publicly traded corporation in...
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... The Forces for Change is a framework to help you understand today’s radically changing world and synthesize the breadth of complex, fast changing, interdependent factors Are all changes bad? Change can be uncomfortable and awkward but it can also be positive. FORCES OF CHANGE AND THEIR ACCOMPANYING VALUES FORCES OF CHANGE & ACCOMPANYING VALUES Turbulence Intellectual capital, Intellectual propert, ,information sharing Networking, innovation, R&D INFORMATION AGE K-Economy GLOBALIZATION DEVELOPMENT Autonomy, Pride, Dignity Independence, Indigenization “CultureBound” Customer Focus; Speed, Responsiveness; Continuous Learning; Accurate & Up-To-Date Information Quality; Value Added; Cost Effectiveness; Humanization; Ecological Specialisation; Objectivity; Materialism; SystemsOrientation MODERNIZATION WESTERNIZATION Individualism; Secularism; Freedom Of Expression; Consumerism INDUSTRIALIZATION Mechanization; Rational Thinking; Bureaucracy; Efficiency; Productivity; Mobility; Discipline; Mechanical Time Orientation; Reliability Stable 1800 AGRICULTURAL Revolution Time line Simple division of labor, labor intensive, Collectivism, sharing 2000 FORCES OF CHANGE & ACCOMPANYING VALUES Turbulence Intellectual capital, Intellectual propert, ,information sharing Networking, innovation, R&D INFORMATION AGE K-Economy GLOBALIZATION DEVELOPMENT Autonomy, Pride, Dignity Independence, Indigenization “CultureBound” Customer Focus; Speed...
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...Table of contents Acknowledgements Statement of Authorship Abstract 1.0 Introduction 1 2.1 General Introduction 1-2 2.2 Background to the problems 2-3 2.3 The Objectives of the study 3-4 2.0 Literature Review 5 3.4 Definition of CSR 5 3.5 The Evolution of CSR 5-7 3.6 Carroll’s 4 Components Pyramid CSR 7 3.7.1 Philanthropic Responsibility 7-8 3.7.2 Economic Responsibility 8 3.7.3 Legal Responsibility 8-9 3.7.4 Ethical Responsibility 9 3.7 CSR in Malaysia 9-11 3.8 Business Benefits in CSR 11 3.9.5 It protects the company’s brand reputation and image. 11-12 3.9.6 It differentiates the firms from the competitors. 12 3.9.7 It reduces government scrutiny and regulations. 12-13 3.0 Research Methodology 13 4.9 Research Approach 13 4.10 In-Depth Interview 13-14 4.11 Research Design 14-15 4.0 Results 15 5.12 Demographic/ Sample Characteristics 15 5.13 How Do Consumers Define CSR? 16-17 5.14 Is CSR an Important Purchasing Decision Factor? 18 ...
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...Annual 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...
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...International Journal of Commerce and Management Emerald Article: Towards an integrated model of customer service skills and customer loyalty: The mediating role of customer satisfaction Amjad A. Abu-ELSamen, Mamoun N. Akroush, Fayez M. Al-Khawaldeh, Motteh S. Al-Shibly Article information: To cite this document: Amjad A. Abu-ELSamen, Mamoun N. Akroush, Fayez M. Al-Khawaldeh, Motteh S. Al-Shibly, (2011),"Towards an integrated model of customer service skills and customer loyalty: The mediating role of customer satisfaction", International Journal of Commerce and Management, Vol. 21 Iss: 4 pp. 349 - 380 Permanent link to this document: http://dx.doi.org/10.1108/10569211111189365 Downloaded on: 31-03-2012 References: This document contains references to 129 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 404 times. Access to this document was granted through an Emerald subscription provided by GERMAN JORDANIAN UNIVERSITY For Authors: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Additional help for authors is available for Emerald subscribers. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.com With over forty years' experience, Emerald Group Publishing is a leading independent publisher...
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