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Presentation Outline
1.
Company Introduction
a. Poh Kong History b. Poh Kong Vission, Mission, Strategic Objectives and Detailed Objectives, and Award & Recognition 2 External Analysis a. PESTEL Analysis b. Five Forces Model c. Strategic Group Mapping d. Key Success Factors e. Drivers of Change 3 Internal Analysis a. Poh Kong Current Financial Strengths Analysis b. SWOT c. Value Chain Analysis d. Competitive Strength Assessment from Internal Perspective. Islamic Perspective Conclusion & Recommendation
4. 5.
Agenda
1. 2.
3.
4. 5.
Internal Analysis
Islamic Perspective Conclusion & Recommendation
xx
Xx
Xx
Xx
xx
Jewelry Industry
Characteristic
Competitively
fragmented Various Companies with broad scope of product offerings Market segment depends upon the marketing Popular current, stylish jewelry, ranging in quality from very good to price point quality Companies create demand through Marketing
Jewelry Industry
goods
Mature
Stage
Business
type
Event-centric
Sensitive
Jewelry Industry
Industry Overview
9% 4% 5% 24% 3%
Portion of Material
31%
51%
Portion of
13%
35%
Items
26%
Gold Other
Silver
Platinum Metal
Earings Wristwear
Neckwear Other
Rings
Metals
Combination
Agenda
1. 2.
3.
4. 5.
Internal Analysis
Islamic Perspective Conclusion & Recommendation
10
External Analysis
1
What does macro-environmental factor reveal about Poh Kong competitive advantages in Malaysia Jewelry industry? How does Five Forces relates Poh Kong intensity of competition? How Poh Kong Position in Malaysia ?
What is the Key Success Factor of Poh Kong In Malaysia & How well is Poh Kong performance compare to its closest rivals?
What are the important drivers of changes that may impact Poh Kongs Strategic & Financial position in Malaysia?
Political-Economic-Social-Technological-Environment-Legislations
What does macro- environmental factor reveal Poh Kong competitive advantages in Malaysia jewelry store industry?
Political
Economical
Social
Economic growth[1] GDP Growth[1] 4.0% Global economic instability[1] Foreign direct investment (FDI) [1] Inflation 0.6(2009) 1.7 (2010) 3.7 (2011) Unemployment 3.1%
3 racial group (Malay, Indian, Chinese) Population 28.401 million (2010) Population below Poverty Life Life Expectancy (2011) 71.7(male), 76.6 (Female)
Technological
Environmental
Legislation
Cost saving & efficiency [3] Security [3] Customer Needs / convenience[3]
xx
xxx
Sources:
Suppliers
Bargaining power of suppliers Scarce resource, great value to retail firms National, International reputation to get diamond Bargaining power of buyers Not standardized Not much influence on products and price Threat of New Entrants Product Differentiation Capital Requirement Threat of Substitute High-end Specialty retailer Industry Rivalry Slow industry growth Low switching costs for consumers Large # of firms attract same customer Globally expanded, top competitors open many stores
Industry Rivalry
Rivalry
struggle between the jewelry store to capture customer. In Malaysia most of the Poh Kong closest rivalry, Habib's Jewel are offering similar product and services.
Rivalry
Poh Kong and other jewelry store like Habibs Jewel struggle for market leadership.
Product Differentiation
Product differentiation associated with higher level of rivalry but limited by
of substitute product
compete to boost their brand recognition and improve their quality of services in order to gain market shares
Threat
of new entrants
Buyers
of substitute product
Threat
of new entrants
Technology provider
xxx
Supplier
bargainin g powerMedium
Threat
of substitute product
Threat
of new entrants
Threat
of substitute product
Threat
of new entrants
Required
Threat
of
Supplier bargaining power
of substitute product
Threat
of new entrants
Strategic Mapping
Do Poh Kong is in the Best Position in Malaysia & have potential to be a Financial Leader in the region?
jewelry store Poh Kong Habib's Jewel Public jewelry store RHB Capital AMMB Affin jewelry store
20 Alliance
Sources:
Branches
94 71 32
84 70 26
185 186 91
129 105 45
28
22
99
171
37
Annual Report of Poh Kong, Habib's Jewel, Public jewelry store, RHB jewelry store, AMMB, Affin jewelry
HIGH
Poh
Kong
Public
Habib's
and Deposit
Loans
MEDIUM
jewelry store
Jewel
RHB
Capital
LOW
Aff
in
Alliance
AMMB
LOW
Branches
MEDIUM
HIGH
and Self-Service
Terminal
What is the Key Success Factor of Poh Kong In Malaysia & How well is Poh Kong performance compare to its closest rivals Poh Kong Habib's Jewel Public jewelry store
jewelry store CRITICAL SUCCESS FACTORS PRODUCTS & SERVICES TECHNOLOGY WEIGH T 0.15 0.14 RATIN G 4 4 WEIGHTE D SCORE RATIN G WEIGHTED SCORE RATING WEIGTHED SCORE
3 3 2 4
3 1 2 2
GLOBAL EXPANSION
FINANCIAL POSITION SERVICE QUALITY jewelry store BRANCHES / SELFSERVICE TERMINAL MARKET SHARE STRONG MANAGEMENT TEAM MARKETING CUSTOMER LOYALTY TOTAL
0.06
0.08 0.13 0.12
3
4 3 5
0.39
0.60
3
4 3 4 4 4
0.39
0.48 0.18 0.36 0.36 0.32 3.40
3
3 2 3 3 2
0.39
0.36 0.12 0.27 0.27 0.16 2.44
4 4 4 3
Drivers of Changes
What are the important drivers of changes that may impact Poh Kongs Strategic & Financial position in Malaysian jewelry store industry?
Economic
Conditions
Globalization
Technology
Euro Crisis & US Economic Condition Malaysia economic growth & deficit Economic Transformation Programme will create opportunities for Poh Kongs
Increase consumer demand Regional Business expansion ASEAN Free Trade AFTA
Environmental corcern Paperless jewelry store Improve security at every stage of operation via IT advancement
Changing
Regulatory
Product
& Services
Rule
of the Game
Characteristic Opportunity
Sensitivity to Economic Cycle Threat of lower Jewelry & Online sale High competition & matured market
Key
Brand
Loyalty
Agenda
1. 2.
3.
4. 5.
Internal Analysis
Islamic Perspective Conclusion & Recommendation
25
2981
644
864
1075 130
1360
970 840
Net
692
Net Profit
profit (Profit After Tax And Minority Interest) rising by 16.6% from RM3.8 billion for FY 2010 to 4.5 billion for FY 2011
412
Total Assets
450 400 350 300 250 200 150 100 50 0 48 56 31 40 94 72 82 127 110 115 117 161 146 151 180 192 257 269 311
The
337
224
group total assets expanded by 22.4% from RM337 billion as of 30 June 2010 to RM412 billion as of 30 June 2011.
26
Total Assets
Share Price
8.6 7.4 5.7 4.6 3.5 6.3 5.5 4.9 6.3 6.2 7.3 7.8 7.7 6.3 5.9 7.6 8.9
In
6.0
5.0 4.0
3.0
2.0 1.0 0.0
1.9
2.0
FY Poh
Share Price
27
Earnings
Per Share rose by 13.8% to 61.4 cent for FY 2011 from 53.9 cent for FY 2010. Earnings Per Share is defined as net income divided by the number of shares outstanding.
28
Return
On Equity increase to 15.2% for FY2011 from 14.5% for FY2010 which exceeding the targeted Return On Equity of 14%. Return On Equity is defined as net profit divided by the shareholders equity.
Key
Management Changes Several key management changes also contributed to strengthened the Poh Kong leadership. Among the changes are: Appointment of Muzaffar Hashim as Chief Executive Officer of Poh Kong Islamic Berhad. Appointment of Hans De Cuyper as Head of Etiqa Insurance and Takaful. Appointment of Dr John Lee Hin Hock as Group Chief Risk Officer.
Customer
Based For the FY 2011, Poh Kong have about 21 million customers worldwide compared to 18 million customers for FY 2010.
29
SWOT Analysis
Weakness (W)
1.Low in Customer satisfaction. 2. Product Innovation might weaken. 3. Tendancy of investing in non-stable economic countries.
Strengths (S)
1.Largest commercial jewelry store in Malaysia 2.Strong Financial Position 3.Strong Reputation In Malaysia 4. Technology usage 5. Caliber senior management 6. Islamic jewelry store 7. Good Credit Ratings
Threats (T)
1. Recession 2.Competition 3.InformationTechnology
Opportunities (O)
1.Islamic jewelry store 2.Strong Financial Position 3.Good Economic Opportunities 4.Core values 5. Corporate Social Responsibility (CSR)
30
Primar
Processing
Approval
Acceptance
Documentation
Repayment
Agenda
1. 2.
3.
4. 5.
Internal Analysis
Islamic Perspective Conclusion & Recommendation
32
Islamic Perspective
An
Islamic managerial leader should serve his followers or subordinates under some distinctive principles as such:
i.
Shura
Managerial
leaders in Islam must consult with their people before making any decision. Allah (Swt) directed his Prophet (Sm) to consult with his companions.
says And those who have answered the call of their lord and establish prayer and who conduct their affairs by consultation and spend out what we bestow on
Allah
33
Accountability
Islam
teaches accountability as vital component of management. According to Islam, each and every human being will be made responsible for his good or bad deeds and accordingly he will be rewarded or punished. says whosoever does good equal to the weight of an atom (or a small ant) shall see it. And whosoever does evil equal to the weight of an atom (or a small ant) shall see it. (Surah Az-Zilzal,Verse- 7-8 ).
Allah In
34
Agenda
1. 2.
3.
4. 5.
Internal Analysis
Islamic Perspective Conclusion & Recommendation
35
Design
Consumers
are seeking out color, retro glamour and statement pieces More fashion designers are entering
Niche
Market
Marketing
Celebrities
Not
Low
jewelry price
Low
end retailer: Wal-Mart, Sears By cutting cost and lower quality goods: discount deeper, thinner margins for cost conscious customer New technology
36