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TM Telecommunication Malaysia

Company Strategic Management analysis




































11/5/2012
LIMKOKWING UNIVERSITY


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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
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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
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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
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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.
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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
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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.
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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
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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
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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).
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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.
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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

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highspeed-broadband-subsidy/ .

2. Welcome to TM Research & Development. (n.d.). Welcome to TM Research &
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http://www.tmrnd.com.my/why_.asp Celcom. (n.d.). Celcom. Retrieved October
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8. P1 W1MAX | WiMAX Malaysia - The 4G Broadband Network. (n.d.). P1
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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

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