Khairul Akmaliah Adham

Adoption of web site and e‐commerce technology among Malaysian public companies

Purpose – This study examines the adoption rates of web site and e‐commerce technology by all 562 Malaysian public listed companies, as of March 2004, testing the proposition that the number having web sites would approach 100 percent, and that most companies serving end customers would also have e‐commerce systems.Design/methodology/approach – After identifying and testing company URLs for operability, contents of all operable sites were evaluated to determine whether they had incorporated e‐commerce systems for online transactions.Findings – Of the 562 companies, only 62 percent (351) were found to have operable web sites; and of 351, 96 percent (336) were solely informational, leaving only 4 percent (15) that were equipped for e‐commerce transactions.Research limitations/implications – Further research is needed on reasons and consequences for not adopting web site and e‐commerce technology, and on specific business contexts surrounding adoption decisions and related managerial challenges.Practical imp...

Holista CollTech: Directions for Focused Growth

In December 2009, Holista CollTech Ltd. was established as a biotechnology company and its core business was the production of ovine collagen and Kacip Fatimah extracts. The ovine collagen was used mainly in a broad range of food, health supplements, cosmetics, and medical products, while Kacip Fatimah extracts were ingredients for food and supplements products. Holista CollTechs corporate vision was to be a global player in the multi-billion dollar collagen and herb extract markets. However, it faced fierce competition in the collagen market which was already dominated by a number of large multinational firms, and in the herb extract market in which competition was becoming increasingly intense due to the rising number of imitators. This was a challenging situation for Holista CollTech Ltd. since these competitions could prevent the company from achieving its objective to increase its control in these two markets. This case provides the opportunity to discuss Holistas competitive environment and internal elements. The case analyst will recommend appropriate strategies to the newly appointed Chief Executive Officer.

Start-up, growth and internationalisation of entrepreneurial ventures by the use of service families

This article uses a single case study methodology that draws from the process-based life cycle models of (a) product development (b) product family development and (c) new venture development. It analyses e-Pay Asias efforts to pioneer an electronic prepaid airtime reload delivery system and subsequently develop it into a comprehensive payment service family. This research resulted in the identification of close linkages between new services development and service family extension, especially as they regard internationalisation and new venture development. Both new service development/extension and internationalisation contributed to the development and rapid growth of the case company, thereby confirming the Uppsala model of internationalisation.

KPJ Healthcare: service internationalization

Subject area International business, international marketing, and strategic management. Study level/applicability Advanced undergraduate and MBA students taking courses in international business, international marketing, and strategic management. Case overview KPJ Healthcare Group started its operations in 1979. By the end of 2012, the Group operated 22 hospitals in Malaysia, two in Indonesia, one in Thailand, and one retirement resort in Australia. Its internationalization efforts began in mid-1990s with the provision of hospital management service in Indonesia, Bangladesh, and Saudi Arabia. Since 2010, the Group had pursued international acquisition projects in Australia, Indonesia and Thailand. In early 2013, the Groups newly appointed CEO and his management team had to decide on the strategies to ensure the success of these international acquisition projects. This case stimulates discussion on international strategies of a large healthcare group, operating in a highly competitive, high-growth industry in an emerging economy. Expected learning outcomes Understanding of approaches to service internationalization (incremental versus rapid), strategies in service internationalization, forms of service internationalization ventures will enable case analysts to apply and consider these concepts in many business situations involving internationalization process and business growth in general. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

GranuLab (C): internationalizing GranuMaS

Title – GranuLab (C): internationalizing GranuMaS.Subject area – The area of focus is on internationalization strategies, specifically on developing suitable strategies to support an internationalization initiative of a new medical device company.Study level/applicability – This case is designed for final year undergraduate and MBA students. It is suitable for courses of organizational management, organization theory and design, strategic management, and international business as well as international marketing.Case overview – GranuLab, a medical device company that produced the synthetic bone graft substitute GranuMaS, aspired to be a high‐growth company. To achieve this aspiration the company had made plans for internationalization, which include penetrating the ASEAN, Middle East, Latin American, and African markets within the next five years. By December 2010, GranuLab had completed the construction of its new manufacturing facility in Shah Alam, about 30 km from Malaysias capital city of Kuala Lumpu...

Yeayyy.com: venturing into mobile app business

Subject area “Starting up a new company” and “development of technology-based venture”. Study level/applicability The target audiences for this study are advanced business or non-business undergraduate students and MBA students taking courses of entrepreneurship, management of innovation and organization theory and design. Case overview Yeayyy.com was a private limited company based in Bandar Baru Bangi, Selangor, a township located about 30 km south of Kuala Lumpur. It was founded by Mr Hazmin in early 2010 with a seed funding of RM150,000 (about US

SunCity: Beyond the Green Marking

50,000). By the end of 2014, its core businesses include developing mobile application (app), software and website, as well as conducting information technology (IT) training. The company had developed its own animation cartoon, Oolat Oolit, and had commercialized several mobile app inventions. These mobile apps include a Jawi (traditional Malay writing system) app, mobile games and Facebook apps which were compatible with most mobile operating systems. Since its inception, Yeayyy.com had aspired to follow the footsteps of the internationally acclaimed Malaysian home-grown animation production house, Les’ Copaque, which had produced the popular Upin Ipin series. Similar to Les’ Copaque, Yeayyy.com also planned to commercialize its in-house characters into TV series and to market related merchandises, along with its collaborative partner, CikuTree Studio. However, by the end of 2014, the company’s seed funding had depleted, thus forcing Mr Hazmin to strategize for the company’s future. Expected learning outcomes Understanding the process of entrepreneurship and technology-based venture development enables case analysts to apply the concepts in many situations involving business opportunities and company development. Subject code CSS:3 Entrepreneurship.

P1: Competing in the Broadband Service Industry

Sunway City Berhad (also known as SunCity) is a well-known Malaysian company focusing on premium property development and investment. It began operation in 1986, and had since continued to integrate various innovations in its property offerings. In mid-2008, the global economic crisis had affected the overall performance of the Malaysian property development sector. In the midst of the crisis, SunCity realized that it needed to take a preemptive action to face the crisis. At the end of the year, SunCity applied for the Green Mark certification by the Singapore’s Building and Construction Authority (BCA) for two of its most recently launched projects. Although SunCity had consistently integrated green features in its projects to meet customer’s demands for the last several years, it had yet to obtain a proper evaluation of such efforts. Obtaining the certification was a way of demonstrating SunCity’s commitments toward creating values for its customers. By April 2009, while SunCity had the BCA Green Mark certifications in hand, the company’s top management team was aware that the construction industry was not doing well, and that getting the certification was expensive. As such, proper strategies were urgently needed to help avoid further decline in the company’s profitability. This case study aimed to analyze SunCity’s green initiatives and to stimulate discussion on the appropriate ‘green’ strategies that the company can implement in the future.

e-Pay Malaysia: the next 10 years

In 2008, Packet One Networks (Malaysia) Sdn. Bhd., or P1, launched its Worldwide Interoperability for Microwave Access (WiMAX) service, P1W1MAX, in Kuala Lumpur. This event kicked off the companys pioneering effort to provide Malaysians with WiMAX wireless broadband access, which it promised to be a better alternative to the current wired and 3G broadband offerings. Within a year, it had built a customer base of about 80,000 subscribers, and achieved an average revenue per user of about RM89 (approximately US

UMW Holdings: sustaining a centennial corporation

30). One year later, the company rolled out its Sudah Potong (Cut Already) marketing campaign and by the end of 2010, it had gathered about 280,000 customers and its ARPU of RM72 was among the highest in the industry.P1s five-year, three-phase plan (2007–2012) involving an investment of RM1 billion (about US