Strive to bridge the digital divide build the country and improve foreign

Strive to bridge the digital divide build the country

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Strive to bridge the digital divide, build the country, and improve foreign status. Maintain the highest level of transparency, integrity and professionalism. Together with all stakeholders, we will make Celcom Malaysia a quality brand, a brand that symbolizes freedom, ambition, confidence, energy, eternality, universality and globalization. (Celcom official website, 2018) 2.0.1 Situational Analysis With a business history of 20 years, Celcom has been established as a telecommunications service provider and has developed into a high quality telecommunications provider in Malaysia market. Tan Sri Jamaludin Ibrahim was appointed as director / chairman of Celcom (Malaysia) Berhad on April 25, 2008 (Malaysia). He is currently President and Group CEO of Axiata Group Berhad. (Celcom official website, 2018) 2.1 Market Summary Table 2.1 Five Forces Model (Michael Porters 1979) Page 3 of 21 Rivalry among existing competitors Threat of new entrants Bargaining power of buyers Bargaining power of suppliers Threat of substitute products or services
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2.1.1 Competitive Force Celcom is highly competitive in the advertising industry at the local, regional and national levels, making Celcom the market leader in Malaysia. Based on the sales strategy developed by local competitors, Celcom Malaysia has improved its level of competition by developing many telecom functions and providing quality services at a relatively high price. With the newly launched new telecom service provider (U- mobile), the competition in the telecommunications industry is fierce. Celcom has reduced the cost of text messages from 25 cents to 15 cents and reduced call charges from 35 cents per minute to 30 cents per minute. Many other competitive measures are also expected to enter the market soon. (Williams & Ferrell 1997, p.600) There are new plan are introduced in market such as post plan, prepaid, anniversary/situational plan & celebration plan. 2.1.2 Barriers to Entry Basically in Malaysia, telecommunications services are not oligopolistic businesses. Once the company meets the requirements and is prepared to meet its government obligations, there is sufficient freedom to enter. There are many telecommunications service providers in Malaysia, from local service providers to international service providers. This makes the industry a purely competitive market. Still, Celcom understands the need to satisfy customers and not only what they need today, but what they need in the future. By advancing technology, they make it difficult for small companies to enter the market, creating barriers to entry for other small companies. (Williams & Ferrel 1997, p.600) 2.1.3 Buying Power (Customer) In today's society, consumers spend less time working and leisure. The hallmark of today's products is convenience and ease of use. In fact, if the product does not save time and is not easy to use, the customer will completely ignore it. The same is true of the Malaysian market. The customer's "quality service - lower price" philosophy is still the key to purchase. Learn that this is the basics of every industry. Many options have been offered and consumers in Malaysia usually offer the best service at the lowest price.
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