Mohd Fuaad Said

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.

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...

P1: Competing in the Broadband Service Industry

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

GranuLab: Strategies for Growth

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

Functions and Inter-Relationships of Operating Agencies in Policy Implementation from a Viable System Perspective

330 million) for the development of its WiMAX services, aimed to reach 65% area coverage throughout Malaysia by 2012. In December 2010, it announced its goal to increase its customer base to 450,000 by the end of 2011 to achieve its planned break-even. These efforts, however, attracted increased attention from the public, and even more so from its industry rivals, which reacted aggressively to P1s expansion. P1s top management knew that the company needed to act quickly, especially since the companys breakeven target date had reportedly been deferred several times. This case provides a scenario that can stimulate discussion on business strategies to be pursued by the top management of a growing firm operating in a very competitive industry.

A respecification and extension of DeLone and McLean model of IS success in the citizen-centric e-governance

GranuLab Sdn. Bhd. (GranuLab) was in the business of manufacturing patented synthetic bone graft substitute made from limestones and pure chemicals called GranuMaS. The bone graft substitute industry in Malaysia was a growing market with many large multinational players. In December 2010, the company began selling GranuMaS to several Malaysian hospitals. It had also completed the construction of its new production facility in Shah Alam, about 30 km from Malaysia’s capital city of Kuala Lumpur. With the facility’s pending operation in January 2011, the company had to find ways to leverage its high-volume production capacity. GranuLab’s approval for the CE Mark certification for GranuMaS’ exporting as well as the ISO certification to operate as an OEM contract manufacturing provider were still pending. Therefore, it was unable to export GranuMaS to Europe and other international markets, forcing the company to restrict its sales within Malaysia. Each day, the need to bring in revenue from sales of GranuMaS was mounting for Mr. Romli Ishak, the Managing Director of GranuLab particularly with the manufacturing facility due to begin its operation soon. Mr. Romli and his management team began to ponder on the appropriate strategies to adopt in order to achieve the company’s objective of high profitability. This teaching case is designed to stimulate discussion regarding strategic posturing of a young medical device company with aspirations for high growth.