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objective of study

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syuk jamil

on 26 February 2015

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Transcript of objective of study

MARA INC SDN BHD
BUSINESS PROJECT 1
MBA(E)UNIKL BUSINESS SCHOOL

objective of study
One of the requirements set by the Universiti Kuala Lumpur Business School in completing its Master in Business Administration (Entrepreneurship) program is to do a feasible study on an organization and identify problems faced by the organization and recommend solutions to solve or overcome these problems. In the other hand, other specific objective that need to cover in
MARA Incorporated Sdn Bhd
as below:
PRESENTED BY :
MUHAMMAD SYUKRAN BIN JAMIL

ADVISOR :
ASSC PROF. KAMISAN BIN ABDUL GADAR

INTRODUCTION
MARA INC BACKGROUND
MALAYSIA ECONOMIC OVERVIEW
MALAYSIA INVESTMENT ANALYSIS
MALAYSIA HOSPITALITY & tourism ANALYSIS
FINANCIAL ANALYSIS OF MARA INC SDN BHD
PESTEL ANALYSIS MARA INC SDN BHD
SWOT ANALYSIS OF MARA INC SDN BHD
BGC MATRIX ANALYSIS
PROBLEM STATEMENT OF MARA INC SDN BHD
RECOMMENDATION
HUMAN RESOURCE/CORPERATE SERVICE
1.1 Recruitment process
1.2 Competency of workers
1.3 Jobs satisfaction

2) Investment Hospitality
and Property
2.1 Competitiveness
2.2 Branding
2.3 Investment process and producers

ANALYSIS STUDY
In order to identify the problems faced by the company, we have to do some analysis on the company’s internal and external environment, such as the
SWOT analysis
,
PESTLE analysis
,
BCG MATRIX analysis
,
Financial Ratio analysis.
VISION
We aspire to be the preferred property-based conglomerate

MISSION
 Create sustainable value and generate superior returns for our shareholders

 Deliver quality and innovative products and services (solutions) to our customers

 Contribute towards socio-economic development of the nation”

Goals
 Sustainable growth
 Total shareholders returns
 Public listing
 Total property solution capability
 Employee development
 Contribution to socio-economic development
 External recognition

MARA INC CORPORATE STRATEGY
 Drive business growth in property and property-related businesses
 Address funding limitations
 Enhance visibility and branding
 Engage stakeholders continuously
 Develop internal competency
 Build strategic partnerships
 Align internal organization

MARA Incorporated Sdn Bhd (formerly known as Tooltronic Sdn Bhd) (“MARA Inc.”) was established under the Companies Act 1965 on 1March 2008 as a wholly owned subsidiary of Majlis Amanah Rakyat (“MARA”) or Council of Trust for the Bumiputera. MARA on the other hand, was incorporated as a statutory body on 1 March 1966 under the MARA Act. At present, the prerogative of MARA comes under the ambit of the Ministry of Rural & Regional Development.

MARA Inc. was formed as a catalyst to realize the creation and strengthening of Bumiputera entrepreneurs and enterprises in order to streamline the efficiency of MARA activities and strategic investment in niche sectors of the economy.

MARA Inc. in its role as the investment arm of MARA is empowered to undertake strategic investment in preferred sectors such as properties, plantation and agriculture, energy, general services, investment and finance, and technology and innovation. The main investment objective is to generate competitive returns through equity investment and acquisition of profitable business entities. MARA Inc. is also tasked to nurture the development of human capital with the aim of increasing number of highly trained Bumiputera professionals to sustain the need of the nation for human capital in various sectors. Part of the strategy in achieving this is to leverage on the companies that MARA Inc. invests in as training platforms.


STRATEGY FRAMEWORK
corporate STRUCTURE
COPERATE INFORMATION
BOARD OF DIRECTORS : Y.Bhg. Datuk Mohammad Lan bin Allani
Y.Bhg. Dato’ Ibrahim bin Muhamad
Y.Bhg. Datuk Mohd Fathil bin Daud



CHIEF EXECUTIVE OFFICER : Y.Bhg. Dato’ Abd Halim bin A Rahim


CHIEF INVESTMENT OFFICER : Encik Khairul Azizi bin Ismail


YEAR REACTIVATED : 28 February 2008


SHAREHOLDER : Majlis Amanah Rakyat


PAID-UP CAPITAL : RM201,200,002


NATURE OF BUSINESS : Investment holding company

POLITICAL
• Political situation in Malaysia in unstable and not in good condition

• The bureaucracy and corruption are high

• Impacts of Boeing MH737 & Boeing MH17

• The leadership style in Malaysia
ECONOMIC
• National macroeconomic situation in Malaysia

• Extent of economic growth in Malaysia

• Value of MYR against other major currencies

• Rate of inflation higher

• Rate of unemployment higher

• Rate of BLR

• NKRA Programed
SOCIAL
• Demographic changes in Malaysia and worldwide

• Changes in family patterns

• Shifting values in society

• Increasing role of social media

TECHNOLOGY
• Technological breakthroughs in investment and hospitality industry

• Increasing integration of internet into various aspects of life

• Advancing hotel booking functionalities

ENVIRONMENTAL
• Impact of changes in weather conditions

• Potential damage to the brand image due to environmental pollution

• Seasonality of business

• Effects of natural disasters

LEGAL
• Changes in rules and regulations related to investment and hospitality industry

• Malaysia consumer protection rules and regulations

• Immigration rules and regulations in Malaysia.

• Rules of investment in Malaysia

• However ,for MARA Inc that referring to the BCG MATRIX now at the position Stars - Stars generate large amounts of cash because of their strong relative market share, but also consume large amounts of cash because of their high growth rate; therefore the cash in each direction approximately nets out. If a star can maintain its large market share, it will become a cash cow when the market growth rate declines. The portfolio of a diversified company always should have stars that will become the next cash cows and ensure future cash generation.
1. Procurement system need to be upgraded
2. Competencies framework for employees in the company to be established.
3. Rebranding of Priemera Hotel and Busana MARA towards Syariah Complaint
4. The business processes need to be improved
5. The Website need to be updated with the latest relevant information
6. Latest company profile are not available
7. Diversification of investment rather than solely property based only
8. Improving in the management of investment portfolio
9. Staff must have a motivation courses or team building programme
10. Need to focus on strategic management practices and processes
11. Lack of reporting system standardization
12. Lack of marketing activities on Hospitality Division
13. Must develop a risk management department and legal department and audit department.

From all the problems mentioned above clearly MARA INC SDN BHD is facing problems either clear or not clear. Half of the problems discovered by the owner and is also part of my observation and as a researcher. Two problems mentioned earlier is a problem that is noticed by the business owner while the other two are through my own observations.

Of the four problems, I will focus on in-depth and proposed solutions to the owner of this business deal for the problems associated with production obstacles by MARA INC SDN BHD. The solution is expected to help is through recommendations to the company to focus on human resources department as well as hospitality Investment.


The Gross Domestic Product (GDP) in Malaysia was worth 312.44 billion US dollars in 2013. The GDP value of Malaysia represents 0.50 percent of the world economy. GDP in Malaysia averaged 70.18 USD Billion from 1960 until 2013, reaching an all time high of 312.44 USD Billion in 2013 and a record low of 2.42 USD Billion in 1961. GDP in Malaysia is reported by the World Bank Group.


The Gross Domestic Product (GDP) in Malaysia expanded 5.60 percent in the third quarter of 2014 over the same quarter of the previous year. GDP Annual Growth Rate in Malaysia averaged 4.68 Percent from 2000 until 2014, reaching an all time high of 10.30 Percent in the first quarter of 2010 and a record low of -6.20 Percent in the first quarter of 2009. GDP Annual Growth Rate in Malaysia is reported by the Department of Statistics Malaysia.


CURRENCY RATE( MYR )
The Gross Domestic Product per capita in Malaysia was last recorded at 6,990.25 US dollars in 2013. The GDP per Capita in Malaysia is equivalent to 55 percent of the world's average. GDP per capita in Malaysia averaged 3,250.85 USD from 1960 until 2013, reaching an all time high of 6,990.25 USD in 2013 and a record low of 815.29 USD in 1960. GDP per capita in Malaysia is reported by the World Bank.


The inflation rate in Malaysia was recorded at 3 percent in November of 2014. Inflation Rate in Malaysia averaged 3.70 percent from 1973 until 2014, reaching an all time high of 23.90 percent in March of 1974 and a record low of -2.40 percent in July of 2009. Inflation Rate in Malaysia is reported by the Department of Statistics Malaysia.


Consumer Price Index CPI in Malaysia increased to 111.90 Index Points in November of 2014 from 111.30 Index Points in October of 2014. Consumer Price Index CPI in Malaysia averaged 66.38 Index Points from 1972 until 2014, reaching an all time high of 111.90 Index Points in November of 2014 and a record low of 24.30 Index Points in January of 1972. Consumer Price Index CPI in Malaysia is reported by the Department of Statistics Malaysia


Malaysia recorded a Government Debt to GDP of 54.80 percent of the country's Gross Domestic Product in 2013. Government Debt to GDP in Malaysia averaged 47.80 Percent from 1990 until 2013, reaching an all time high of 80.74 Percent in 1990 and a record low of 31.80 Percent in 1997. Government Debt to GDP in Malaysia is reported by the Ministry of Finance, Malaysia.


Against the backdrop of a slowly mending global economy, investor confidence in Malaysia soared to record highs in 2013. The country attracted RM216.5 billion in approved direct investments, 29 per cent more than the RM167.9 billion recorded in 2012. These investments were in 5,669 projects that are expected to create 191,766 new jobs.

The bulk of these investments came from domestic sources, which contributed RM157 billion to the total investments recorded in 2013 (72.5 per cent). This is consistent with the Government’s goal to have a domestic direct investment-to foreign direct investment ratio of 73:27 by the year 2020 and reflects the confidence that investors have in the country’s future. It is also a clear sign that the country’s economic transformation is shifting into high gear.


The industry added RM36.9 billion to gross national income (GNI) in 2009,making it the fifth largest industry in the country after oil, gas and energy, financial services, wholesale and retail and palm oil. Tourism is also the third largest source of income from foreign exchange.

Though Malaysia’s tourism industry is growing at a rate of 12 per cent per annum (2004-2009), placing it beside select few other countries that have maintained double-digit growth, such as Egypt, China and South Africa, the majority of this activity is buoyed by arrivals, not expenditure yields. The country raked in RM30 billion in 2004 and RM53 billion in 2009, a period that saw a growth of 12 per cent per annum, ranking it 13th worldwide in global tourist receipts, which add up to an average of RM1 billion per week. However, these yields only accounted for 25 per cent of growth in the industry, while arrivals made up 75 per cent.


WORKING CAPITAL 2009-2013
CURRENT RATIO 2009 - 2013
DEBT RATIO 2009 -2013
GROSS PROFIT MARGIN 2009 -2013
RETURN ON ASSET 2009 -2013
FIVE PORTER'S FORCES COMPETITIVE MODEL
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