Group 5

 Lt Kol Rizam bin Ibrahim TUDM (3181046)

 Mej Gulam Yahaya bin Gulam Mustafa TUDM (3181047)
 Mej Mahazar bin Haidor TUDM (3181049)
 Lt Nurmunayati binti Md Desa (3181108)
SCOPE
▶ MANAGEMENT TEAM
▶ INTRODUCTION
▶ VISION AND MISSION
▶ EFE MATRIX, CPM MATRIX & IFE MATRIX
▶ TYPE OF STRATEGIES
▶ SWOT MATRIX
▶ ISSUES IN STRATEGIES IMPLEMENTATION
▶ EVALUATION
▶ ETHIC
▶ GLOBAL ISSUES
▶ CONCLUSION
MANAGEMENT TEAM
CEO
GY Gulam

CTO CFO HoC HoS MD

Reezam Mike Mona Tan Adzhar
INTRODUCTION

▶ Maxis Mobile Sendirian Berhad is the leading telecommunications

service provider in Malaysia and it is founded in year 1993.
▶ Being the leader within the telecommunication industry, Maxis
Mobile is the fifth largest Public Company in Malaysia with total
subscribers of 6.4 million, providing a wide range of innovative
mobile, fixed and international network services to their
customers.
▶ The head office is located within Menara Maxis, an elegant 49
storey building adjacent to the Petronas Twin Towers Kuala
Lumpur City Centre.
VISION
CURRENT VISION STATEMENT
1. Current vision is sustainable for the next 10 years.
▶ Excellent in everything they do.
▶ From how we deal with customers to the way we work.
▶ The way we greet people at the reception and the way we recruit people.
▶ The way we serve our coffee.
▶ The way we do our network strategy.
▶ The way we manage our talent.
▶ The way we do our branding.
…….WE WANT TO TAKE LEADERSHIP POSITIONS IN EVERYTHING THAT WE DO!!!
MISSION
MISSION
COMPONENTS OF MISSION STATEMENT
COMPONENT STATEMENT
Customers We want our customers.
Services Customers will feel enabled by our services, not inhibited.
Whether it's the product we offer, the people our customers come into contact
with.
Markets The place where they engage with us.
Technology We want them to have an unmatched customer experience every time they are
with us.
Concern for survival, NIL
growth and profitability

Philosophy We want our customers to feel free to connect and communicate.

Concern for Public Image The people our customers come into contact with.

Self-concept NIL
Concern for employees NIL
 EFE MATRIX FOR MAXIS
Key External Factors Weight Rating Weighted Score
Opportunities
1. Political-The government decision to award TM and Maxis 10 years agreement on HSSBB 0.06 3 0.18
2. Political-Gov limit the Foreign player 0.04 2 0.08
3. Legal-Website contents protected by Copyright, Trademarks and other laws. 0.04 2 0.08
4. Economic-Increasing Broadband Markets across geography 0.07 4 0.28
5. Economic-Fast growth in telecommunication services 0.07 4 0.28
6. Economic-Maxis one of Public Listed in the BSKL 0.04 3 0.12
7. Social-Strong growth of social networking among Malaysian. 0.07 4 0.28
8. Technology-Rapid growth on Data Transfer & Wireless Technology and E-commerce
Facilities. 0.07 4 0.28
9. Global-Fast Growth in Mobile Funds Transfer. 0.07 4 0.28
10. Media-New invention in social media such as Whatsapp, Telegram, Instagram, etc. 0.05 3 0.15
0
Threats 0
1. Political-Gov does not restrict new local services provider. 0.07 4 0.28
2. Economic-Global Economics slowdown impacting growth. 0.07 4 0.28
3. Social-Restriction by SKMM on Freedom of information flow. 0.03 3 0.09
4. Technology-Rapid Technology changes needs capital infusion. 0.07 4 0.28
5. Global-Intense competition from international player for maxis to expand internationally. 0.07 4 0.28
6. Legal-New rules on registration of individual number to their own respective telco centre 0.04 3 0.12
7. Media-Too many service providers-needs capital infusion. 0.07 4 0.28
TOTAL 1 3.62
EFE REPORTING

▶ From the EFE matrix above, the total weighted

score of Maxis is 3.62. This means that Maxis is
responding very well (above average response) to
the external environment and there is definitely
room for improvement for Maxis. The opportunities
in the external environment can be maximised and
the threats can be minimised and avoided.
COMPETITIVE PROFILE MATRIX
(CPM)
WEBE DIGI CELCOM
Critical Success Factor Weight Rating Score Rating Score Rating Score
Advertising 0.20 1 0.2 3 0.6 3 0.6
Service Quality 0.15 2 0.3 2 0.3 3 0.45
Customer Loyalty 0.20 2 0.4 3 0.6 3 0.6
Market Share 0.15 3 0.45 2 0.3 3 0.45
Financial Position 0.10 3 0.3 3 0.3 3 0.3
Innovation 0.20 2 0.4 2 0.4 3 0.6
TOTAL 1.00 2.05 2.5 3
CPM REPORTING

▶ Based on the CPM it was observed that the closest

competitors is Celcom with total weighted scored
is 3.0. The weakest CSF on Celcom is financial
position which carry 0.3 point. Financially Maxis is
more stable compare to Celcom which is less
diversified business. WEBE is still considered
lowest competitor since it still new in the
industry.
 IFE MATRIX FOR MAXIS
Key Internal Factor Weight Rating Weighted Score
Strength
1. Increasing Operational Efficiency helping to widen returns. 0.1 4 0.4
2. Market Position helping the company implement new strategies. 0.1 4 0.4
3. Strategies Alliances and Partnerships helping to capture new markets. 0.05 3 0.15
4. Strong In-house Strategies helping to have consistent growth. 0.1 4 0.4
5. Has approximate 15 million subscribers across the Asia Pacific. 0.1 4 0.4
6. Experiences and Specialise personal 0.1 4 0.4
7. The oldest and biggest in terms of size, infrastructure and technology. 0.1 4 0.4

Weakness
1. Small employee base compared for a TELCO giant. 0.05 2 0.1
0.05
2. Restricted Coverage Area and Market Share due to limited presence across the world. 2 0.1
0.05
3. Lack of customer services centre to enquire information, pay bills and other services. 1 0.05
4. For Broadband Data flow is slow due to insufficient bandwidth. 0.05 1 0.05
5. Users tend to switch to other telco with the existing number remains with no extra cost. 0.05 2 0.1
6. Interruption of the line at certain areas. 0.05 2 0.1
7. Inaccurate billing 0.05 2 0.1
TOTAL 1 3.15
IFE REPORTING

▶ From the IFE matrix above, the total weighted score of

Maxis is 3.15. This means that Maxis has a minor strength
in its internal environment. Therefore Maxis need to
further improve the Strategies Alliances and Partnerships
in order to capture new markets thus improving the
overall company’s strength. The company shall focus to
expand coverage by developing new infra in rural area.
Maxis need to balance up the human resources with the
organisation structure requirement.
 RECAP MATRIX SCORE

EFE – 3.60
IFE – 3.15
CPM – 3.00
TYPES OF STRATEGIES
INTENSIVE STRATEGIES
▶ Market Penetration :
-Maxis had reached 143% penetration.
▶ Market Development :
-In rural area which involve new infra.
▶ Product Development :
-High Speed Broadband (HSBB) for home Internet
(Maxis ONE Broadband)
-New Family and Individual Plan.
DEFENSIVE STRATEGIES
MAXIS RETRENCHMENT PROGRAMME IN 2013

▶ Maxis had laid off between 10% and 15% of its

workforce in 2013 for whom some form of
compensation had been worked out.
▶ Massive reorganisation structure from eight core
units and 24 sub-units to four main core units.
▶ The four business areas are enterprise solutions,
consumer business, sales and services, and digital
services.
DIVERSIFICATION STRATEGIES
DIVERSIFICATION STRATEGIES
▶ Related Diversification :
-The formation of hotlink-Prepaid Segment.
-The formation of Maxis Fibre-Home Landline for Internet.

SWOT MATRIX
OPPORTUNITIES
1. The government decision to award TM and Maxis 10 years
agreement on HSBB.
2. Gov limit the foreign player.
3. Website contents protected by Copyright, Trademarks
and other laws.
4. Increasing Broadband Markets across geography.
5. Fast growth in telecommunication services.
6. Maxis one of Public Listed in the BSKL.
7. Strong growth of social networking among Malaysian.
8. Rapid growth on Data Transfer & Wireless Technology and
E-commerce Facilities.
9. Fast Growth in Mobile Funds Transfer.
10. New invention in social media such as Whatsapp,
Telegram, Instagram, etc.
THREATS
1. Gov does not restrict new local services provider.
2. Global Economics slowdown impacting growth.
3. Restriction by SKMM on Freedom of information flow.
4. Rapid Technology changes needs capital infusion.
5. Intense competition from international player for maxis
to expand internationally
6. New rules on registration of individual number to their
own respective telco centre
7. Too many service providers-needs capital infusion.
STRENGTHS
1. Increasing Operational Efficiency helps to widen
returns.
2. Market Position helps the company implement new
strategies.
3. Strategies Alliances and Partnerships helps to capture
new markets.
4. Strong In-house Strategies helps to have consistent
growth.
5. Has approximate 15 million subscribers across the Asia
Pacific.
6. Experience and Specialise personal
7. The oldest and biggest in terms of size, infrastructure
and technology.
SO STRATEGIES
• Market Development: Expansion of network coverage
(S1,O4) (S2,O1)
• Product Development: New Product. Astro on go - (S3,O5)
• Use infrastructure and technological resources to expand
services in new geographical areas - (S7,O5)
• Builds new market in other Asian Countries, Indonesia,
Vietnam etc - (S3,O5)
ST STRATEGIES
• Maintain market domination by preventing new entrant
expansion-increase loyal customer. - ( S1,T1)
• Maximise huge resources available, technological and
infrastructure expansion is achievable. - (S7,T4)
• Strategies changes to adapt with global economics
slowdown. - (S4,T2)
WEAKNESSES
1. Small employee base compared to a big TELCO giant.
2. Restricted Coverage Area and Market Share due to
limited presence across the world.
3. Lack of customer services centre to enquire
information, pay bills and other services.
4. For Broadband Data flow is slow due to insufficient
bandwidth.
5. Users tend to switch to other telco with the existing
number remains with no extra cost.
6. Interruption of the line at certain areas.
7. Inaccurate billing.
WO STRATEGIES
• Recruitment of new local employee to suit National
Local Employment to meet the balance of human
resources. - (W1,O2)
• Form strategic alliances, more marketing and promotion
initiatives. - (W2,O4)
• Forward integration via franchising CS. The growth must
be in line with CS Facilities. (W3,O5) (W3,O6)
• Strengthening E-billing with collaboration with banks
will improve billing processes. - (W7,O9) (W7,O6)
WT STRATEGIES
• Absorb new local service providers as SBU. - (W1,T1)
• Incorporate services with international players through JV
or MOU. - (W2,T5)
• Improve services and facilities in affected areas by new
technology insertion. - (W6,T4)
ISSUES IN STRATEGIES IMPLEMENTATION

Strategy Implementation Issues

• Form the coalition or collaboration with other • Readiness on both parties.

organizations. • Distribution of market share or control.
• Different in SOP.
• Allocate resources.
• Alter existing organizational structure.
• Envision the future (Implementation of 4G LTE • Continuously improve network Resilience.
and beyond). • Continuous capital utilisation to improve
network Resilience.
• Recruitment of new employees. • Limited supply of local expertise.
• High cost on employee training and
development.
• Job poaching prevention.
ISSUES IN STRATEGIES IMPLEMENTATION
EVALUATION
1. Is there any form of evaluation done in your organisation?
▶ Yes, Maxis has done evaluation to the management using Enterprise Risk Management (ERM) –
Risk Rating Scale (5 by 5 matrix)- Refer sustainability report 2015/2016
▶ Stakeholders group evaluation:
a) Customer
b) Employees
c) Stakeholders and Investors analysis.
d) Government and Regulators

2. What type of evaluation can you suggest to your management?

▶ Revised IFE Matrix.
▶ Revised EFE Matrix.
MAXIS’ CODE OF BUSINESS
PRACTICE
The Code outlines Conduct in 4 areas :-
1. The Company
▶ Non-discriminatory and Safe Work Environment
▶ Assets and Properties
▶ Information
▶ Time and Dress Code
▶ Other Business Interest/Employment
2. Customers (covering areas like respect for another, internal controls, integrity and
professionalism)
▶ Internal Customers
▶ External Customers
CONT..
3. Vendors, Suppliers/Contractors
▶ Doing business with Others - legally and ethically, conflicts of interest
▶ Giving and receiving business courtesies
▶ Purchasing and procurement practices
▶ Fraud
4. External Parties
▶ Safeguarding Maxis’ reputation
▶ Government Agencies, covering dealings with government officials and
contracts, prohibition of offers and unlawful payments
▶ Competitors
▶ Media
▶ Political Parties, Non-Governmental Organisations and Non-Profitable
Organisations
ETHICAL PRACTICES
▶ Maxis Code of Business Practice includes elements
that address the following key areas:
▶ Non-discriminatory and safe work environment;
▶ Anti-bribery and anti-corruption;
▶ Fraud and criminal conduct;
▶ Gifts, prizes and hospitality; and
▶ Conflicts of interest and outside activities.
GIVING BACK TO THE COMMUNITY
▶ Project Nourish – Distributing food boxes and essential supplies to the urban
poor and homeless in and around the Klang Valley. Pre-loved clothes collected
from our internal donation drive were also handed to these families.
▶ My Second Chance - Partnering with MySkills Foundation, an NGO that provides
training and transformation programme for at-risk youths, to improve the
condition at their flats including painting, surfacing a futsal court and planting a
vegetable garden.
▶ Gongxi Home - We helped to pack and deliver 150 food boxes to urban poor
families in Klang Valley, Penang and Johor. We also teamed up with Malaysia’s
top online shopping destinations and EPIC Homes, a social enterprise, to
crowdfund homes for families without a safe place to live. We managed to build
homes for two Orang Asli families from Perkampungan Orang Asli Serendah, in
Rawang, Selangor.
 CONT..
▶ Senyum Raya - We provided assistance to the residents of Pusat Jagaan Al-
Fikrah, a welfare home for the elderly located in Kajang. Together with EPIC
Homes, about 100 Maxis volunteers worked together to improve the living
conditions at the home.
▶ Light A Life - We supported My Skills Foundation in its ‘Light a Life’ campaign.
For this campaign, Maxis launched a special microsite to encourage Malaysians to
give back to underprivileged youths and to make a difference through donation
and volunteerism. Maxis also produced an interactive dual-story film using
innovative touch technology to help raise awareness about these youths.
▶ Maxis Magical Christmas - We brought festive cheer to the children at The
Salvation Army, Kuching Children’s Home in Sarawak by refurbishing the
playground area.
 CONT…
▶ Support Malim Gunung - Distributing school uniforms to the children of the
guides from Mount Kinabalu Guides Association whose livelihood was impacted
by the earthquake that hit Ranau, Sabah in June 2015 and donated RM10,000.
We also donated 20 units of 400 gallon water tanks to 10 villages in Kundasang
which were affected by the earthquake.
▶ Tuaran Home - Additionally, we helped to refurbish a damaged home in Tuaran.
Strong winds had blown the roof away and damaged the home - during which a
toddler was swept away in her cradle but miraculously survived. Working with
local contractors, we reinforced the beams, pillars, roof framework and
underside footing as well as repainted the house. Our regional team in Sabah
also organised a 'Gotong-Royong' session to clean the surrounding areas
ENVIRONMENTAL SUSTAINABILITY
▶ ENERGY USE AND EFFICIENCY
▶ Network modernisation and IT transformation
▶ Building and facilities energy efficiency upgrades
▶ MANAGING WASTE
▶ Office waste
▶ Mobile e-waste at Maxis Retail Stores
▶ GREEN AWARENESS
▶ Reporting period
▶ Reporting scope
▶ Reporting framework
▶ Feedback
GLOBAL ISSUES
▶ Weak & inconsistent world economy
▶ Globalisation – uneven field (between big & small
organisation)
▶ Cultural differences
▶ Each country Internal protection
CONCLUSION

▶ Leading telecommunication company in Malaysia.

▶ Maxis has very clear vision and mission.
▶ Priorities to engage customers and product development.
▶ How we develop our people.
▶ Continues revising our strategies (every two years).
▶ Comprehensive strategic management inclusive of
evaluation, CSR and sustainability of environment.
THANK YOU