1.

0 EXECUTIVE SUMMARY

The media industry has evolved rapidly over the last few years and the pace of change can only
accelerate moving forward. Astro is steadfast not only in keeping pace, but maintaining a lead
position in the business and venturing into innovative new opportunities for the long-term
sustainability in the industry. The trust of the customers developed over the last 22 years remains
an invaluable asset as it continues to transform to stay ahead of the curve, refreshing its value
proposition for the customers. The key priority for the Board and Senior Leadership is to forge
ahead, remaining relevant to the customers by providing unrivalled entertainment anytime,
anywhere with more targeted and personalized experiences across the ecosystem. This key
priority includes strengthening its presence in Malaysian households and involves diversifying
the efforts as it aspires to be top of mind in the individual’s space in Malaysia as well as across
the ASEAN region. In expanding the regional footprint, it continues to cement strategic
partnerships across the region including in Singapore, Indonesia, Thailand, the Philippines,
Korea and China. Such collaborations not only grant the access to regional resources, expertise
and reach, but more importantly provides Astro with insights and learning to enable delivery of
an immersive customer experience on a regional level. With solid leadership and strong culture
Astro is supposed to cruise long in the horizon of success.
2.0 INTRODUCTION OF THE COMPANY

Astro Malaysia is an entertainment company comprising of four segments: Astro Television,

Astro Radio, Astro Digital publications, Go shop. It is a trusted brand to over 23 million
individuals in 5.5 million Malaysian homes, entertaining the customers through both Pay-TV and
NJOI, freemium proposition. Astro GO and NJOI Now, with OTT platforms, cater to each
individual’s demand to access their preferred content anytime, anywhere, and across multiple
screens. Tribe, regional OTT service, continues to expand in ASEAN, and is in four countries
with 3.1 million total installs. This company aspires to provide personalized content and
consumer offerings to each individual to fulfil their lifestyle and aspirational needs. 11 radio
brands include the highest rated stations across Malaysia’s four key languages, engaging with
16.5 million weekly audiences on-air and online, so consumers now listen and watch radio.
Company’s digital assets host 6.9 million average monthly unique visitors, and include Astro
Gempak, the country’s No. 1 digital entertainment portal. The multiplatform reach provides a
unique and compelling integrated advertising proposition to serve marketers’ needs. Go Shop,
commerce play of Astro Malaysia, is carried across TV, online and mobile platforms with 1.3
million registered users in Malaysia and Singapore, fulfilling customers’ lifestyle needs in the
comfort of their homes. Astro Malaysia is a public limited organization led by an independent
non-executive chairman. It has a board of directors comprising 4 members. The functional head
of Astro Malaysia is an Executive director & Group CEO.

Astro Malaysia does not have any clear mission or vision statement. Rather it has objectives
through which it wants to thrive nationally and globally. The objective is to build and
strengthen loyalty to Astro brands by providing excellent products and services. This will help
Astro to maximize their brands values and leverage on the power of Astro brands across their
various media platforms and across borders to benefit of all stakeholders.

3.0 INTERNAL AND EXTERNAL STAKEHOLDERS

We identified two very important internal stakeholders. First one is Tun Dato’ Seri Zaki bin Tun
Azmi. He is the Independent non-executive chairman. He holds a Barrister-at-Law qualification
from the Lincoln’s Inn, UK. He served as 12th Chief justice of Malaysia and retired in 2011. He is
the head of the board of directors. He is the main guy to take policy related decisions such as
allocation of company earnings to corporate social responsibility funds etc.

Second internal stakeholder is Dato’ Rohana Rozhan, a pioneer member of the Astro Group, is
also the Chief Executive Officer of MBNS, a wholly owned subsidiary of our Company. She is the
Executive director and Group CEO of Astro Malaysia. She is the functional head of the
organization and responsible for any kind of business decisions of the group such as change in
business model. She is a principal architect of the Company’s growth strategies that are
delivering sustainable returns for its shareholders, she continues to lead the Company through
a multitude of industry breakthroughs and firsts. She champions diversity and complementarity
in assembling Astro’s top team and is passionate about transforming Astro into a cloud, mobile-
first and analytics-driven digital content organisation building on its best-in-class customer
relationships, differentiated IPs, reach, relevance and experiences. As a result, Astro was
awarded Digital Transformer in Malaysia by IDC ASEAN in 2017.

The greatest external stakeholder is the customer. Customers come first and Astro Malaysia
proactively engage with them across their preferred communication channels to gauge
satisfaction levels, gain insights into potential areas for improvements and tailor new offerings
to fulfill their lifestyle and aspirational needs. There is no need to exaggerate the importance of
customers to any business. To obtain more customers and retain the current ones Astro
Malaysia took multiple initiatives like customer service and contact centres, on-ground
engagement and events, customer satisfaction index, Astro Circle loyalty programs etc.

The second external stakeholder group that we chose is ‘shareholders and investment
community’. They have the ownership of the company. They have their money invested in this.
So they always have keen attention the business of Astro Malaysia. Astro Malaysia group has
been giving dividends to its shareholders for more than a decade. To engage this group of
stakeholders the company took several actions like maintaining Corporate website, calling
Annual General Meeting on a regular basis, celebrating Investor and Analyst Day, giving
Quarterly earnings calls etc.
4.0 CULTURE OF THE ORGANISATION

There are 7 dimensions of organization culture. Those 7 are :

Detail-oriented .Not surprisingly, detail-oriented companies are all about meticulous attention to
details. These companies tend to be in customer-oriented industries in which such precision is
valued. For example, Four Seasons hotels are dedicated to providing customers with exactly the
service they prefer, and they keep records on each guest’s experiences, preferences, and
expectations. Employees working for Four Seasons must have an eye for detail and thrive on
keeping meticulous records.

Innovative: Individuals who want opportunities to invent new products or services should
consider working for companies such as W.L. Gore and Associates, maker of GORE-TEX, or
3M. These companies not only encourage innovation but give employees company time to work
on their own projects. This approach can result in a wide range of exciting new products
developed by engineers or scientists working on their own.

Aggressive: Although some companies value cooperation, others value aggressive competition.
Stratasys, a maker of 3D printers, has been willing to make enemies in order to survive and
thrive. Stratasys expanded rapidly through growth, takeovers, and mergers to gain a dominant
position in the 3D printer industry. Sometimes, Stratasys’ aggressive approach has gotten the
company into legal battles—but the company has continued to perform well.

Outcome-oriented: Outcome-oriented businesses are all about results. At RE/MAX, for example,
employees are trained to sell products, and they are evaluated on their sales performance.
RE/MAX, short for “Real Estate Maximums,” is an American international real estate company
that operates through a franchise system. The company has held the number-one market share in
the United States and Canada since 1999.
Stable: Employees at a stable corporation know exactly who is in charge, who to report to, and
what they are expected to accomplish. Kraft Foods, for example, is a very stable organization
with a strong bureaucracy. Although it is consistent, however, Kraft is not known for innovation
or creativity.

People-oriented: If you work for a people-oriented corporation, you can expect the company to
care about you. They value fairness and are supportive of individuals’ rights and dignity.
Software company SAS is a good example of a people-oriented company that offers employees a
wide range of individualized benefits, including on-site childcare. CEO Jim Goodnight’s
philosophy is, “Treat employees like they make a difference, and they will.” The result: a loyal
and dedicated workforce.

Team-oriented: Employees who like to collaborate and cooperate with team members do well in
team-oriented companies. Whole Foods, for example, expects its employees to function as
members of teams—and to support other members of the team when necessary. This creates
strong, solid relationships within working groups.

From the above mentioned criteria we can say the organizational culture of Astro Malaysia is
Innovative. Because this is a company which conducts entertainment business. So there is always
a challenge to bring something new & interesting to keep the subscribers entertained and loyal to
the company. That is why the company prioritizes the talent and creativity of the employees who
work with the contents. This practice created a strong organizational culture in Astro Malaysia.
A strong organizational culture instills the value to the each individuals of the company which
results into greater productivity.

5.0 LEADERHIP QUALITIES IN THE ORGANISATION

As a leader of Astro Malaysia group, we have chosen Dato’ Rohana Rozhan, Group CEO and
Executive Director of the company. She has been in this post since 2011. Under her leadership
and vision Malaysian customer reach and scale continue to grow across all platforms and brand
resonates with 5.5 million households, 1.7 million registered users on Astro GO and NJOI. Now,
3.1 million Tribe installs, 16.5 million weekly radio audience, 1.3 million registered customers
on Go Shop, and 6.9 million average monthly unique visitors on the digital assets. The
geographical footprint now extends to include Indonesia, the Philippines, Singapore, Thailand,
Brunei, Myanmar and Vietnam, with more ASEAN markets targeted in the future.

This success story is the proof of strong leadership of the company. From what we found from
different analysis is that Dato’ Rohana Rozhan is a visionary and charismatic leader who
possesses the following leadership traits:

-Honesty and Integrity

-Inspiring others

-Confidence

-Commitment & Passion

-Decision making capabilities

-Delegation & empowerment

-Creativity & Innovation

There are different behavioral leadership theories. The most popular ones are given by Iowa &
Michigan studies and Ohio state studies. We focus on Iowa and Michigan studies where 3 kinds
of leadership behaviors are existent: autocratic, democratic, and laissez-faire.

The autocratic leader tends to make decisions without involving subordinates, spells out work
methods, provides workers with very limited knowledge of goals, and sometimes gives negative
feedback.

The democratic or participative leader includes the group in decision-making; he consults the
subordinates on proposed actions and encourages participation from them. Democratic leaders let
the group determine work methods, make overall goals known, and use feedback to help
subordinates. Laissez-faire leaders use their power very rarely.

They give the group complete freedom. Such leaders depend largely on subordinates to set their
own goals and the means of achieving them. They see their role as one of aiding the operations
of followers by furnishing them with information and acting primarily as a contact with the
group’s external environment.

So we think Dato’ Rohana Rozhan is a laissez-faire leader since this is an entertainment

company and people inside it need the liberty to bring out their creativity for making contents.

6.0 CONCLUSION

Astro Malaysia is a great example for entertainment industry across the world. Since its
inception, it is growing rapidly with considerable amount subscriber inclusion every year. It has
a strong culture with a very prominent organizational history. This strong culture makes them
different from other companies of this industry. Its visionary leaders are well capable of making
it a global brand. Technological advancement has made this world smaller and the forms of
entertainment are being personalized more than ever. On that note, Astro Malaysia has a great
future ahead. In coming days it can be a worthy competitor to the likes of Netflix, Amazon
prime.