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Table of content Acknowledgment Introduction Pestel Analysis.. Michael Porters Five Forces Analysis..... Market Analysis...... Background of Tm..... Value Chain Analysis.... Strength and Weakness Analysis..... Strategic Issue....... Conclusion . Appendixes........ References.......
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Acknowledgment First of all, our thanks for beloved God almighty for giving us the knowledge to achieve this work therefore, best appreciation and respect go to our beloved lecturer who has stood with me during the classes lectures and tutorials, breaking down this subject obstacles and complexities, by guiding me with rich information and professional mechanisms so I could understand the concept of this individual assignment and do it as it has been required. Finally we would love to thank all of the web content providers for their unlimited support like emerald and many other search website which real has filled the gap between the research and application. Finally great thanks go Limkokwing University Management for providing us with their useful facilities such library and its internet atmosphere.
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Introduction Strategic management consists of competitive move and business approaches designated to achieve long term objectivity of a company and produce successful performance. A strategic management responds efficiency to external environment will be considered as an effective strategic management. An effective strategic management enables a company to running the business with a direction, strengthening firms competitive position, satisfying customers requirements and also achieve performance target that set by company. Thus, it creates competitive advantages for a firm able to compete. A firm should sustain few competitive advantages rather than just one. Based on cost advantage and product advantages, it helps a firm enable to sustain its competitive advantages, by provide low price to its product because of low cost production and differentiate of products.PESTEL Analysis of Malaysian Telecommunication Industry Malaysias telecommunication industry is being administered and managed by the Ministry of Energy, Water and Communications (MEWC) of Malaysia which serves as a policy formulator and service regulator for the communication sector. The ministry regulates the industry through its regulatory body, Malaysia Communications and Multimedia Commission (MCMC). Below is an in-depth PESTEL analysis of the telecommunication industry in Malaysia. Political The government has chosen Telekom Malaysia Bhd (TM) to undertake the High Speed Broadband (HSBB) project without going through an open tender process, thus shutting off other industry players from having any chance to get a ride into the project. The government has awarded Telekom Malaysia Bhd subsidy of RM2.4billion for the project. The government limits the level of playing field for foreign players in the industry. The countrys major telecom players, Maxis, and Celcom won the bid together with TT Dot Com (subsidiary of Time Dot Com) and MiTV Corp for the 3G license. DiGi Telecommunications was not awarded a 3G license as it has a high foreign ownership. Malaysia Communications and Multimedia Commission (MCMC) has imposed a cap of number of phone number a person is allowed to have and a mandatory requirement for all mobile number users to register themselves. This measure is implemented to curb criminal activities associated with the use of mobile phone number. Malaysia has implemented Mobile Number Portability which enables mobile telephone customers to retain their existing mobile telephone numbers when they switch from one Strategic Management (TM Malaysia analysis) 5 | P a g e
service provider to another. This reduces the cost to port customer to other networks while at the same time creates competition for industry players to increase their market share.Economy GDP growth of Malaysia fell to 0.5% in the fourth quarter in the same year as a result of Malaysia being hit by the full impact of the global financial turmoil. Consumers and business confidence dropped sharply as the GDP dropped drastically to a contraction of 6.2% in the first quarter of year 2012. The government of Malaysia launched 2 economy stimulus package financed by subsidy reductions to cushion the impact on domestic businesses. GDP growth of Malaysia is improving after the announcements of the economy stimulus package for the year 2012.Technology Technological advancement is a key success factor in this industry. A well planned technological forecasting allows a firm to lead the race and garner large market share. Currently, the industry is saturated with wired and wireless telecommunication technology. Wired internet connectivity is provided via copper lines to the households, utilizing the data communication technology of Digital Subscriber Line (DSL). The current widely used DSL provider in Malaysia is Telekom Malaysia Bhd. As there is no local loop unbundling in Malaysia (the regulatory process of allowing multiple telecommunications operators to use connections from the telephone exchange's central office to the customer's premise), Telekom Malaysia Bhd enjoys a virtual monopoly of DSL broadband market. Wireless data communication technology that has deployed in Malaysia includes 3G (International Mobile Telecommunications-2000) services and WIMAX (Worldwide Interoperability for Microwave Access). Malaysia is set to get a High Speed Broadband (HSBB) internet backbone allowing speedy internet access by utilizing fiber optic technology to transfer data. It will allow network operators to participate in and compete with each other in this new network. Telekom Malaysia Bhd had already commissioned foreign principal vendors to spearhead the project. Ecological Installation of network to every household requires network providers to clear lands, vegetations at times. However, the activity of clearing land and vegetations damages the environments natural habit. Communications and Multimedia Act 1998 requires network facilities provider to take all reasonable steps to ensure minimal damage Strategic Management (TM Malaysia analysis) 6 | P a g e
to the environment is done, and that the environment is to be restored back to its similar condition after the installation of network facilities are done. Social Broadband penetration in Malaysia is gaining momentum year-by-year as the citizens are shifting towards knowledge-based nation. The surge of bloggers in Malaysia, fueled by the local bloggers community of Nuffnang and Advertlets helps to boost the broadband adoption among Malaysians. As the society advances towards the era of High Definition digital distribution of contents, consumers demand greater bandwidth capacity for their internet connectivity. It is apparent that there is a booming demand for higher bandwidth broadband packages. Malaysians in general are pessimistic towards the services provided by the telecommunication providers in Malaysia. There has been a plague of poor services provided by the major telecommunication providers on their internet connections, causing consumers to complaint about slow internet connections and not getting the amount of bandwidth as advertised. Most of these are because of poorly-maintained lastmile copper connections and network congestions. Legal here are no legal implications on the telecommunication industry which hinders it from operating freely.
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Porter Five Forces Analysis
The following analysis has involved industry environment by using Michael E. Porters five forces. Porter five forces is a well define analytic framework explains the five force that shape competition and also help strategic manager to link the remote in telecommunication industry to their effect on a organizations operating environment. In additional, this may help in position a company to cope best with its industry environment if the key force of a company of its industry has been identified. The following are the characteristics to form each type of competitive advantages: Determination of Entry The barrier to entry into telecommunication industry is mainly due to the regulation and policy by government. Every potential entrant will need to Strategic Management (TM Malaysia analysis) 8 | P a g e
obtain a license by Malaysian Communication and Multimedia Commission (MCMC). However, it is difficult and expensive to get an approve license from MCMC due to the strict requirements and procedures. In additional, solely right for certain projects are given by government to the existing entrants will be also a threat for potential entrants to compete in this high competitive industry such as the partnership of submarine cable for the broadband service at year 2001 and also High-Speed Broadband (HSBB) which will be launched at midyear of 2010. Capital requirement is usually an important issue to build up a firm which is has high capability to compete in the industry. Whereas, telecommunication is a high competitive industry in order to gain large market share. Thus, potential entrants have to ensure the sufficient financial resource since having huge capital will be a competitive advantage to compete. This probably need of few billion Ringgit Malaysia for the license and infrastructure which are normally limit the pool of likely entrants. Determinants of Supplier Power A powerful supplier may exert bargaining power by increase selling price or reduce the quality of the products. However, powerful of a supplier must also depend on the position of market situation.
A group of suppliers is powerful when the product they provide are differentiated or it has built up by switching cost. These may arise when there is occasional requirement by the buyers in this industry such as high invested in submarine fiber optic cable, and replace the copper cable and old satellite dishes that may provide reliable broadband connectivity. This may cause buyer tie it to particular suppliers. High competitive environment causes exist entrants need to invest in high modernization technologies to enable the company to support and compete in this industry. Therefore, it is crucial for the service providers to make sure the quality of the technology equipment, yet it makes the supplier group become more powerful.
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A group of buyers will be considered as powerful when they able to force down prices, demand higher quality and play competitors off against each other. Nowadays, there are more demanding of high speed broadband and after sale service, and it create relatively high competitive among competitors. Every entrant will aspirate to gain the largest market share, hence to gain more market shares entrants will want to get the consumers attention by bring out a series of attractive promotions packages. This is to help firm to absorb more and more market shares, and yet promote their branding also. As consequences, competition among each other will benefit the consumers who can enjoy the lower price broadband service, and therefore, consumers become more powerful due to the competition among the service providers.
Substitute Products Substitute product is an alternative choice for consumers to choose to purchase. Substitute product comes into play when there is high growth industry or high competitive industry. As mention earlier, consumers have become more demanding in quality broadband service and this create an opportunity for new entrants to provide a substitute product for consumers in lower price or better performance than the existing one. Degree of Rivalry Rivalry among existing competitors takes the familiar form of jockeying for position. Intensity of rivalry may arise when the competitors want to lead in a high growth industry such as telecommunication industry. Product that lack of differentiation is associated with high intensity of rivalry. Thus, competitors must be able to differentiate its product compare to other competitors. Indeed, brand identification of a product tends to constrain a rivalry. This means that popularity of a brand name of a product will probably make the product differentiation even the performance is just equal. For example, most of consumers will probably think of TM Net Streamyx when they would like to subscribe a broadband service. This is because popularity of the brand name which makes consumers feels more reliable. Thus, high level of product differentiation or maybe brand identification can confine the intense rivalry and to lead in the industry. Strategic Management (TM Malaysia analysis) 10 | P a g e
Competitor analysis
TM offers a wide range of product and service that covers from retail business, wholesale business and global business. We will be focusing on the Broadband service considering the diversities of the business. Broadband is basically high speed internet connection that allows browsing speed at above 256kbps. There are a few broadband access which are available in Malaysia; mobile broadband, Digital Subscriber Line, Fibre optic, wireless broadband, satellite broadband and WiMAX. The increasing demand and government intent on turning Malaysia into an international hub of IT has bring in more competitors into the market. In 2012, 4 3G player, four WiMAX operator and Fibre Optic to house in HSBB project to boost the market penetration TM introduces first broadband service, Streamyx in year 2001 which used Digital Subscriber Line (DSL) which allows digital data transmission over the wires of telephone network. Due to TM near monopoly of the nations last mile connection, Streamyx is now the largest broadband provider in country as it has 100% nationwide coverage. This retail business has a customer base of 1.6 million users which penetrate 75% of the market. It offer package that range from RM20 to RM268 for package up to 4mbps speed for residential user and package that range from RM 148 to RM 1688 for corporate user. It possessed strength in sense of stability and speed as it used telephone line for connection and it marketing for unlimited bandwidth. Celcom Mobile Broadband Celcom was the first to launched 3G service in the nation in 2005 and later upgraded it to 3.5G (HSDPA) service. Mobile broadband enable consumer to connect their computer to internet via mobile tower. Celcom has the widest mobile broadband coverage in the country, covering 71% of populated area as well as being largest mobile broadband provider with more than 270,000 subscribers as end of February 2012. It offer package with 128kbps up to 3.6mbs ranging from RM 38- RM 119. It has targeted on the mass market consumer/ home user instead of business and corporate. The strength of mobile Strategic Management (TM Malaysia analysis) 11 | P a g e
broadband is the convenience of surfing net anywhere and anytime. But however the connections are only stable if the computer is within area with strong mobile connection and it bandwidth is limited to 5Gb by Fair Usage Policy. P1 WiMAX Green Packet Bhd had launched P1 WiMAX in August 2008 after being rewarded a license from Malaysia Communications and Multimedia Commissions(MCMC) to provide wireless broadband service using WiMAX(Worldwide Interoperability for Microwave Access) technology. P1 WiMAX had position itself as the 4G technology which is superior to current 3G service. They uses aggressive advertising and promoting strategy to build their brand name and to boost their market share. P1 WiMAX had more than 80000 subscribers in its first twelve months of operation with only 30% coverage area in Malaysia. The pricing for its package for speed range from 400kbps up to 2.4mbps starts from RM49 RM199. It is also has usage limit cap of 5Gb to 40Gb. It had recently offer the fastest broadband,P1 WiMAX portable broadband WIGGY of speed up to 10mbps. Customer Analysis TMs major retail businesses are voice services and internet broadband service. The fixed line sector and the internet broadband Streamyx is primarily targeted on residential customer, small, medium and large business industry. Voice services customers is the strategic customers of TM as it remains the key revenue generator for all these years. In year 2008, voice services contribution is a significant 52% of the firms income. TM offers more price competitive voice packages in order to sustain a stable fixed line customer base and to remain leader in fixed line sector. TMs ultimate customers are residential and corporate users. Streamyx is mostly beneficial to residential customer with heavy internet usage that requires high speed internet. Besides this, large businesses do benefit as well. Large businesses require internet access with high business grade service to support mission critical applications like e-commerce, net- meetings, streaming audio/video, portal service, web hosting and access to the company LAN for telecommuting employees, extranet for valued customers and business partners.
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Market segmentation The aim of segmentation is to identify groups of customers who share similar needs. There are several traditional approach uses to segmenting customer based on customer profiles which consists of geographic, psychographic, demographic and buyer behavior information. The base of segmentation used for Streamyx and fixed line is buyer behavior variable. Streamyx packages are tailored to capture different needs of the customers based on their financial ability. Casual users can opt for the lower priced packages with speeds sufficient to their needs while a corporate user which requires zero tolerant failure packages can opt for the corporate packages which can satisfy their needs. One of the behavior of customer is the demand for reliable internet access. Wired internet access is much more reliable than wireless access because of less service disruption faced. Therefore TM targets this segment by introducing DSL internet access.
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Background of TM TM has been established as the Telecommunication Department of Malaya in 1946 and since consistently introducing latest technologies to Malaysia in telecommunication industry. In 1987 it went into privatization, forming Syarikat Telekom Malaysia Berhad and listed on the Bursa securities in 1990. In 2005, it had been rebranded and TM is adopted as the new brand. Over the years, TM has evolved to become the largest integrated communication solution provider in Malaysia and one of Asias leading telecommunication company. TMs core business are in retail, wholesale and global business. In 2007, to ensure focus and to maximize shareholder value, TM demerge it entities. Completed in April 2008, demerge exercise had resulted 2 leading communication companies, TM which focuses in national fixed line services and broadband and TM International Berhad (TMI) which focuses in regional mobile services.Telecommunication services. TMs 63 years history reflects its wealth of experiences in this industry. These abundant experiences and knowledge enables TM to be virtually a monopolist in the industry. Due to this, TM is able to develop trustworthy relationships with investors, cooperation and consumers. For example, in year 2001, TM became a major partner in the launch of the state-of-the-art submarine cable Asia Pacific Cable Network 2 . Other than this, TM is the market leader. TM has a very strong base of customers. Unlike other country, Malaysia has passed little legislation for the unbundling of last mile connections. The Malaysian Communications and Multimedia Commission (MCMC) have made limited concessions towards unbundling of last-mile connections. Therefore, despite the competition in the industry, TM managed to retain price for Streamyx till date.Besides that, unique resources are also crucial resources that critically underpin competitive advantages and cannot be imitated or obtained by others. TM Net has consistently introduces the latest technology to Malaysia such as earth satellite dish station that effectively provide telecommunication solution, submarine cables that enable connectivity with other countries, TM Net will replace the copper lines with fiber optic cable which can transmit data at much better quality and higher speeds. Due to this, consumers has benefited from greater access to communication tools. Strategic Management (TM Malaysia analysis) 14 | P a g e
Employees are considered as TMs greatest asset, and several initiatives have been put in place to inspire, motivate and further develop staff so as to enhance their level of satisfaction and, hence, productivity. Today, TM has 23,600 dedicated employees across the nation and offers a comprehensive range of services and solutions in broadband, data and fixed line. To provide a better service to the customers, TM sets a very high standard of performance measurement in choosing their employees. This helps to identify the high performers and TM will further expedite their potential in providing more incentives training to their employees. Senior executives are sent for advanced courses to equip them with more skills and understanding to this challenging industry.
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Value Chain Analysis Value Chain Analysis Value chain analysis attempts to understand how a business creates customer value by examining the contributions of different activities within the business to that value. TM in telecommunication industry value-added services are bringing reliable, speed and more coverage area voice services and broadband to the customer. Primary Activities Primary activities are those involved in physical creation of the product , marketing and transfer to buyer, and after sale support. Inbound logistics Provide unparalleled telecommunications infrastructure throughout the country by providing numerous Malaysian domestic submarine cable system(MDSCS), Fibre-optic network throughout Peninsular Malaysia, building cable landing station and launch satellite. These infrastructures enable TM to offer a comprehensive range of bandwidth services. Operation TM builds earth station to transmit and receive radio waves to establish telecommunication links for voice services. TM also provides last-mile bundling which is to connect the copper cable to each premise. Outbound logisticsSet up TM Point as a one-stop center at which customer can check and apply for new services, or customer cal also opt to apply at TM Online. Marketing and sales TM offers different packages for its products and services to suit all customers need. The firm organize nationwide events such as Karnival TM and Streamyx Carnival to create awareness, promote and sell TM product and services.
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Service TM provides technical team for products installation, maintenance and repair, and technical assistance to buyers. TM launched Single Number Access(SNA) service- 100 for inquiries about products and services, fault reporting, payments, billing and to speak to a customer representative. TM set objective, First Call Resolution (FCR) on it Customer Service Department, meaning being able to solve customers complaints without them having to make more than one call Through the primary activities, customer values are added as the firm differentiates itself by providing wired internet connectivity to the customers and so it had 100% nationwide coverage. It enables customer to enjoy reliable and stable telecommunication from anywhere in Malaysia. TM objective of FCR creates customer value by solving their problems efficiently. Supporting Activities General Administration Telekom Malaysia Bhd (TM) abides by the Malaysian Code on Corporate Governance and the Green Book on GLC High Performance. These collective measures helps to ensure that TMs internal controls on the management are in place so as to facilitate in efficiency and transparency of the corporation. The overall performance of the Board is evaluated annually. Human Resource Management Human Resource Management Telekom Malaysia Berhad (TM) gives priority to knowledge-based workers. As most of the firm is computerized, TM requires the expertise of skilled workers to handle the technical challenges of the operation. TM retains talent in its firm by constantly improving the skills of its workers through the education arm of TM. In line with the companys One Company Mindset, the firm prepares their workers with sufficient knowledge in line with the upcoming rollout of HSBB. Procurement The raw materials sourced must be of high quality and built up to the standard that is required by Telekom Malaysia (TM) in order for the materials to be reliable for large scale deployment over the whole country. 80% of TMs fiber optics requirements are sourced from Opcom Holdings Bhd (OHB), a company which specializes in fiber optics cable manufacturing. The supporting activities assist the firm as Strategic Management (TM Malaysia analysis) 17 | P a g e
a whole by providing infrastructure or inputs that allow primary activities to take place on ongoing basis. Customer value are added in these activities as the customers needs are met quickly, ability of TM to distinguish its products from others, the firms emphasis on quality materials procured and the good team of management to oversee the planning of cost for product.
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SWOT Analysis
Strength Telekom Malaysia(TM) Berhad is the largest telecommunications company in Malaysia. It was incorporated in 1984 and has a good background. In Malaysia, TM has built a strong brand because almost every Malaysian knows about TM. TM Net, a subsidiary of TM, is Malaysias largest internet service provider. TMs ownership of the nations last mile connections restricts competition to densely populated areas in major cities. Since there is no local loop unbundling, TM Net enjoys a virtual monopoly of the broadband market. TM is also a government linked company which may give it the benefit of priority in project tenders and also make it easier to get licenses for new technologies. The performance of TM over the years has been recognized by the many awards it has won. The demerging of TM into two separate entities with distinct business strategies and aspirations has led to an internal restructuring of the group. Despite the demerger activities, TMs existing internal controls are deemed to be sufficient and functioning effectively. Furthermore, TM has a formal organization structure with clearly defined lines of responsibility and accountability, aligned to business and operations requirements. TM has also adopted international best practices on Corporate Governance.
Weakness The main issue of TM which you can find easily by asking anyone in Malaysia is the slow speeds and the general lack of reliability of connections provided. The instability of internet services provided by TM Net has made a huge dent in its reputation. TM should fix this matter as soon as possible to recover its reputation. Furthermore, TMs customer services are poor due to its inefficiency. Even after several times of complaints, the workers dont seem to fix the problem. The customer services staffs and technical staffs should be trained to be efficient and effective. TM has a debt equity ratio of 0.7 which mean it is highly financed by debt. This is not good because debt financing consists of Strategic Management (TM Malaysia analysis) 19 | P a g e
high interest costs and it may hinder the company's growth and introduce cash flow or liquidity risks to the company. As such a large organization nationwide, spread across many regions, there is a risk that TM might lean towards bureaucracy to maintain control. However, a tall power structure might lead to slow implementation of firm wide projects or adaptation to change. Given the dynamic nature of the broadband market currently, this weakness might even be compounded.
Table above to elaborate the main key SWTO analsysis of TM Strategies Issue Strategies Issue TM had implemented Supplier Relationship Management System (SRM) which is to improve the relationship with the suppliers. However, there are still some risks between TM and its fiber optic supplier, OPCOM Holding Berhad (OHB). Strategic Management (TM Malaysia analysis) 20 | P a g e
OHB was TMs main supplier in fiber optic cable. Almost 80% of TMs fiber optic cable was supplied by OHB. Therefore, it is important for TM to remain a good relationship with OHB, or else the switching cost of changing supplier will be high. To reduce the risk, TM can reduce the cable volume supplied by OHB by negotiate with other supplier to get cheaper price. The implement of development of HSBB has proved that TM is at the advanced in the industry. However, TM should always aware of the competitors because they might have such technology in one day. Therefore, TM should always sustain its technologies in advance to remain its competitive advantages. Although TMs mission is to strive towards customer service excellence and operational efficiency but it doesnt seem that TMs customer service provides good services for the customers. Customers complaints always being delay and didnt solve efficiently. Therefore, it is very important for TM to train quality staff and improve the services provided. Furthermore, it is also important to let the customers understand that Streamyx subscribers should receive at least 70% of the subscribed speed most of the time. If these are not done, TM may suffer huge impact in its reputation. Conclusion In April 2008, TM Group was officially demerged; TMI was listed as a separate entity on Bursa Securities. Celcom remained under TMI, which later changed its name to AXIATA. Also in 2008, TM privatised its subsidiary VADS as part of its strategic growth plan, and collaborated with Verizon to develop and improve local IP capabilities TM's High-Speed Broadband (HSBB) project was initiated in 2008 with the signing of a Public-Private Partnership Agreement with the Malaysian government. Indicative Terms & Conditions for HSBB (wholesale) service were disclosed in 2009, with Wi-Net signing on as the first HSBB (wholesale) customer. In 2009, TM joined a new submarine cable consortium to develop the Asia-Pacific Gateway. The Asia-America Gateway (AAG) started commercial traffic. TM also upgraded its own core network infrastructure to Next-Generation Network (NGN) technology and commenced physical work on its HSBB access infrastructure. Strategic Management (TM Malaysia analysis) 21 | P a g e
TM's HSBB service, UniFi, was launched in 2012. and has recorded over 100,000 subscribers to date. In March 2012, Telekom Malaysia announced its intention to start providing mobile voice services by the end of 2012. Bloomberg reported that Telekom was exploring collaboration with Celcom Axiata Sdn Bhd, including possible mobile virtual network operations
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References
1. The RM 2.4 billion Telecom HSBB (High Speed Broadband) subsidy. (n.d.). Lim Kit Siang. Retrieved October 11, 2012, from http://blog.limkitsiang.com/2008/10/14/the-rm-24-billion-telecom-hsbb- highspeed-broadband-subsidy/ .
2. Welcome to TM Research & Development. (n.d.). Welcome to TM Research & Development. Retrieved October 25, 2012, from http://www.tmrnd.com.my/why_.asp Celcom. (n.d.). Celcom. Retrieved October 15, 2012, from www.celcom.com.my/broadband/html/index.html .
3. DAP. (n.d.). DAP. Retrieved October 15, 2012, from www.dapmalaysia.org/english/2012/aug09/lks/lks5362.htm 4. Debt vs. Equity -- Advantages and Disadvantages - Small Business. (n.d.). Small Business Center - Small Business. Retrieved October 30, 2012, from http://smallbusiness.findlaw.com/banking_financing/be1_5debtvsequity.html 5. DiGi and TIME dotCom end two-year flirtation and announce engagement: CommsUpdate : TeleGeography Research. (n.d.). TeleGeography Research. Retrieved October 3, 2012, from http://www.telegeography.com/cu/article.php?article_id=20500 6. DiGi and TIME dotCom end two-year flirtation and announce engagement: CommsUpdate : TeleGeography Research. (n.d.). TeleGeography Research. Retrieved October 3, 2012, from http://www.telegeography.com/cu/article.php?article_id=20500 7. FONG, L. F. (n.d.). WiMAX licence holders warned to use or lose it (Update). The Star Online. Retrieved October 30, 2012, from http://thestar.com.my/news/story.asp?file=/2012/7/30/nation/20120730144154&s ec=nation Strategic Management (TM Malaysia analysis) 23 | P a g e
8. P1 W1MAX | WiMAX Malaysia - The 4G Broadband Network. (n.d.). P1 W1MAX | WiMAX Malaysia - The 4G Broadband Network. Retrieved October 30, 2012, from http://www.p1.com.my/wimax/overview_ref.aspx 9. P1. (n.d.). P1. Retrieved October 15, 2012, from www.p1.com.my/common/pdf/PI_Case_study_WiMAX.PDF .
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Type Public Industry Telecommunication Founded 12 October 1984 Headquarters Menara Telekom, Kuala Lumpur,Malaysia Key people Dato' Sri Zamzamzairani Mohd Isa, Group CEO Products Telecommunication Services Revenue RM17.84 billion (USD5.46 billion) (2007) Employees 30,000 Groupwide Website www.tm.com.my