Proton Strategic Managemen

chore focalization Antiques-2000 Main Global merchandise Strategies Case canvass of Peninsula Hotel Group November 25, 2010 strategic commission of Proton, Malaysia 4 Strategic solicitude Proton, Malaysia board of Contents TOC o 1-3 h z u 1. origination. PAGEREF _Toc226437728 h 3 2. Background of Proton. PAGEREF _Toc226437729 h 3 3. Macro-Environment out place. PAGEREF _Toc226437730 h 5 3. 1 Political PAGEREF _Toc226437731 h 7 3. 2 frugal. PAGEREF _Toc226437732 h 8 3. 3 Social PAGEREF _Toc226437733 h 8 3. Tech zero(pre no.inal)ogical PAGEREF _Toc226437734 h 9 4. Micro-Environment abstract. PAGEREF _Toc226437735 h 10 4. 1 Strengths. PAGEREF _Toc226437736 h 11 4. 2 Weaknesses. PAGEREF _Toc226437737 h 11 4. 3 Opportunities. PAGEREF _Toc226437738 h 12 4. 4 Threats. PAGEREF _Toc226437739 h 13 5. AFTA Compliance difficultys. PAGEREF _Toc226437740 h 13 6. attention compend. PAGEREF _Toc226437741 h 15 6. 1 Threats of bran- reinvigorated Entry. PAGEREF _Toc226437742 h 1 6 6. 2 Threat of substitution. PAGEREF _Toc226437743 h 16 6. 3 Buyer Power PAGEREF _Toc226437744 h 17 . 4 suppliers Power PAGEREF _Toc226437745 h 17 6. 5 rivalrous Rivalry. PAGEREF _Toc226437746 h 17 7. Recommendation. PAGEREF _Toc226437747 h 18 8. The Strategic trilateral. PAGEREF _Toc226437748 h 18 9. Aligning face round-eyed Strategies. PAGEREF _Toc226437749 h 19 10. Adaptive Processes. PAGEREF _Toc226437750 h 20 11. Metrics/Performance Measures. PAGEREF _Toc226437751 h 20 12. Conclusion. PAGEREF _Toc226437752 h 21 13. References. PAGEREF _Toc226437753 h 23 14. Appendices. PAGEREF _Toc226437754 h 25 14. accessory A Strategic Triangle. PAGEREF _Toc226437755 h 25 14. 2 concomitant B equaliser Score loosen Dimension of Proton. PAGEREF _Toc226437756 h 26 T adequate of T open TOC h z c dodge remit 1 PEST psychoanalysis. PAGEREF _Toc225758233 h 6 Table 2 ram Analysis. PAGEREF _Toc225758234 h 11 Table of unveilings TOC h z c Figure Figure 1 Porters tailfin Forces. PAGER EF _Toc225758249 h 16 1. Introduction The self-propelled manufacturing in Malaysia is contained as unity of the intimately vital and epochal strategic industries in the manufacturing sector (ESCAP 2009).Malaysia is predominantly a passenger railway cable railrailway cable car mart and the industriousness is reached as a house servant foodstuff-oriented (ESCAP 2009). The primary reason why passenger c ar market is prominent in the landed estate is because of the frugal circumstance of the earth. The prey of this paper is to centre on the event of Proton in impairment of facing contrasting dilemmas in the topical anaesthetic anaesthetic and orbicular self-propelled patience. Furtherto a greater extent, it entrust use the Delta regulate in dictate to analyze the performance and pr from each(prenominal) one opposite actions to be make in rank to brinytain the position of the ships phoner in the market. 2.Background of Proton Proton or synonyms for Perusahaan Otomobile Nasional Berhad was embodied on May 7, 1983 in dedicate to manufacture, assemble and sell distinguishable drive vehicles and different related w bes which include polar accessories, sp be split and other pregnant components (PMProject n. d. ). Based on the technology and serviceings from Mitsubishi, the end merchandise of the initiative model or the Proton Saga began in September 1985 at its outset manufacturing plant in Shah Alam Selangor by the Malaysian Prime Minister Dato Seri Dr. Mahathir Mohamad (Histomobile n. d. PMProject n. d. ).At first, each(prenominal) of the components of the car were entirely manufactured by Mitsubishi, but the topical anaesthetic anaesthetic part has been able to be used, as technologies were tape drivered and skills were gained. In January 1989, the 100,000th of Proton acute was produced (Histomobile n. d). At the end of 1990s, the logo of the car was changed from the Malaysias coat of arms and a four teen-pointed star to a stylized tiger head. In 1993, a late model c on the whole(a)ed Proton Wira was introduced that was ground on the design and engineering science of Mitsubishi Lancer/Colt where in more than 220,000 units were sell from 1996 to 1998.in concert with that, the Proton Perdana that was based on the Mitsubishi Eterna was produced in 1994 that was intend for nobleer market (Histomobile n. d. ). In 1996, an attainment of Lotus technologies form Bugatti, Proton answered the kindly club to get an additional source of engineering and automotive expertise which enables the lodge to produce the Proton Gen-2, to stimulate the first of cars to be manufactured and assembled at the novel manufacturing plant in Tanjung Malim, Perak which is part of Proton City study project, which was opened in 2004 (Histomobile n. d. ).In 2004, the caller-out purchased a study stock in MV Agusta of Italy which is the producer of MV Agusta, Husqvama and Cagiva motorcycles. Late r on, the beau monde sold off its 57. 7% donation to MV Agusta to a nonher Italian company for a token of one Euro. Because of the heavy debt by MV Agusta, the selling gives Proton the opportunity to spell off the losses off its book. During the akin year, the company announced near their mean league with the Volkswagen AG of Germany. Under the say partnership both of the company testament be able to transport prefer of both their strengths.For the company, Volkswagen leave behind be able to dispense knowledge, expertise and technologies, while the company apprise offer sp ar cogency at the latters Tanjung Malim in assure to assemble cars for export o the South East Asian market, where in the German auto giant has a weak straw man. more all over, on January 13, 2006, Volkswagen had announced that the dialogue of the partnership has failed collectible to the divergent reasons, in general the fact that the plans of the company were several(predicate) and clash es with the terms and conditions that be being offered by Proton (Histomobile n. . ). In 2002, Proton held a luxuriously market shargon of more than 60% in Malaysia. However receivable to the diverse factors such as the economic and social aspects, the verbalize sh atomic number 18 was take downd to 30% by 2005. The express crook go outing further quash in the next days referable to the AFTA which mandates reduce obligations to maximum of 5% (Histomobile n. d. ). 3. Macro-Environment Analysis E really(prenominal) pains is being touch on by the developments in the macro- purlieu.Fundamentally, all presidential terms be strickleed by the analogous developments however, the bed to which organizations successfully cope or take usefulness of these developments differs in substantial manner. Furthermore, developments whitethorn authorisationly crop one attention more severely than other. Therefore, it is vital for organizations to start upon or anticipate th e macro-developments in localise to assess their potential b scurvy on the industry and the organization (Nijssen Framback 2000, p. 53). Table SEQ Table * ARABIC 1 PEST AnalysisPEST Analysis Political * AFTA * diametrical environmental Policies Economic * global and local economic crisis * sdepressioning harvest- date of Malaysian thriftiness * poor consumer sentiment and ever- ever-changing purchase carriage of the consumer * increasing contender * grand total agitate long suit Social * immense population * car self-control (15) * sight on uplifted-ticket(prenominal) items * festering knowledge and concern of the car parkwealth to fightds the environment * impact of the material body of the crisscross * slowing/decreasing acquire physique of the consumer. Technological * competing development in technology * delinquent date of technology * intellectual berth * potential for foundation garment and development * maturity and capacity of manufacturing Table 2 shows the assorted factors which affect the operation of Proton and other study(ip) musicians in the industry in the country. Thus, all of the factors can be grouped into 4 political, economic, social and scientific. 3. 1 Political whiz of the primary(prenominal) factors to consider is the presence of AFTA or ASEAN forgo good deal Area.Currently, most of ASEAN neighborhood atomic number 18 free look at or 96% of the entire ASEAN trade. AFTA was established in January of 1992 in order to eliminate responsibility barriers among the Southeast Asian countries. It intend to reduce obligations to zero point to 5% in 15 years among the six nations by dint of a common stiff discriminative tariff (Ghani Zainuddin 2008). Because Malaysia has two national carmakers which ar Proton and Perodua, and the brass wants to protect their interests. Unfortunately, the said development could testify to be a temporary solution.If we ar going to check on the lavishly selling ex penditures of the national cars of Malaysia because of senior high school performance approachs and need of vendor efficiency, at that place is a big possibility that the local market give be control by trade cars. As a result, in that location will be add-on in the number of the vehicles on the highroad and there will be a glut of used cars in the market, because mountain will tend to trade their cars for cheaper and imported strike offs (Frost Sullivan 2002). On the other hand, the sleep together regarding the environment is vital because it is considered as one of the most talk near topics in the world.The environmental regulation in Malaysia can be traced back during the colonialism of British which introduced the environmental standards around the mineral and agricultural resources to Europe. 3. 2 Economic The vehicle thoroughgoing(a) revenue in the country is expected to fall by 12. 4% in 2009 due to different economic aspect, primarily the issue of global pec uniary crisis, which unnatural the local financial status of the country (AseanOneMonitoring 2009). As a result, the judicature of the country is expecting a slow economic egression for the country, which can affect the buying behavior of the guests.Furthermore, due to the AFTA, it had increased the argument, which will impact the performance of Proton. However, the performance of the motorcar industry will be sanitary-kept and carry ond due to the huge total attention force. Despite of the s abase economic ontogeny in 2003, the unemployment rate was only 3. 5%, which shows an virtually full employment (PriceWaterHouseCooper 2005). 3. 3 Social The developing population in the country is one of the factors which can affect the automobile industry. In 2008, the country has a total of 27. million citizens (US Department of bring up n. d. ). This will give a greater number of markets. Furthermore, the ratio of car ownership in the country is somewhat high or total of 15, w hich signifies that mountain be considering cars as distinguished things in their lives. Furthermore, large number will as fountainhead as set on big-ticket items or consumers be expected to put off buying different motor vehicles because of the employment market uncertainty because of the global and local financial crisis (AseanOneMonitoring 2009).Another factor to consider is the growing knowledge and concern of the plenty regarding different environmental issues. Furthermore, the impact of the image to the committal of the guest is as tumesce another factor. 3. 4 Technological engineering is considered as one of the most all badgerinal(p) factor in the automotive industry. delinquent to the increasing arguing, the development in technology is growing and poignant the performance and position of each and every company in the automobile industry.It is too fundamental to consider the maturity of technology, unneurotic with the maturity and capacity of manufacturi ng, which affect the mental institution unconscious process of any company. The intellectual plaza is likewise crucial factor, because it is considered as a sign of authenticity and uniqueness. Due to the different technologies, primarily the help of computer and the Internet, the potential for innovation and development is increasing. 4. Micro-Environment Analysis Table SEQ Table * ARABIC 2 tog up Analysis study AnalysisStrengths * warm support from the government * unafraid brand * repute * flexible manufacturing talent Weaknesses * privation of RD * over reliant on the government * not so free- acquaintprise(a) * higher(prenominal) exists than competitors * lose of world-wide operations * lack of splendid produces/ serve * extra product suck * live timber issue * forgiving resource issue Opportunities * Green Cars * acquirable government support * available technological innovations * usher ining youthful markets * gain online/e-commerce presence * stra tegic alliances and joint ventures Threats * slow growth of automotive market * change in the consumer lifestyle * changes in regulation (AFTA) * changing technology * opposition from the foreign markets * modernistic competitors entering the market * price war between competitors Table 2 shows the informal and external factors that are great for the growth of the company such as its strengths, weaknesses, opportunities and threats. 4. 1 Strengths One of the important strengths of the company is its composition or whole brand image due to the long years it had stayed in the industry. Because of that, the Malaysia people go stick well-known(prenominal) and true to the brand, aside from the fact that Proton had become the national car brand in the country. Due to that, the car manufacturer has a strong support or back-up from the government, which is considered as an important entity in any parentage environment. above all, the company has a manufacturing cap expertness at Tg. Malim to consolidate all models, as well as the existing tariff structure (BuildBoard n. d. ). 4. 2 Weaknesses There are also different weaknesses which must be modifyd by the company in order to allege their position in the government. First is the lack of RD or innovation as well as lack of original products and pay backed products because of the inability of the company to introduce veridical advanced models, which lead them to cannibalize their screwed up line of products (BuildBoard n. d. ). This is because some of the products or models of Proton were based on the model of other multinational jumper cable brand.It is also important to consider that the company is lacking in world-wide operation, due to the different factors, primarily because of huge competition in the global market. The reputation or image of the company is also facing difficulties because of the electric current quality issue due to active service units and low plant utilization (BuildBoard n. d . ). Furthermore, company is having different humankind resource issue due to their inability to retain and cultivate talent. Because of all these reasons, the company is lacking in global operations. Above all, due to its over reliance to the government, without the strong support from the government, Proton could endure out to major players in the industry that can cause serious impact on the different admit range of a function (AseanAffairs 2009). 4. 3 OpportunitiesThe support of the government to the company is an important opportunity, because the government considers the company as their partner, thence majority of cars needed by local and national government will be Proton. Furthermore, the company can also take advantage of the different technological developments, particularly the different Information Technology (IT) or Information form or IS which can help the company to manage their information that can help them in the decision-making process. Entering new marke ts will also help the company to expand their argumentation in terms of size therefore can help to gain more upsets. It is also important to consider the ongoing popularity of e-commerce or online selling of goods. This will help the company to target more market in more reliable, fast and efficient manner.Furthermore, the changing attitude and concern of the people towards the environment also created opportunities for different automotive industry, and that is to offer different Green cars or hybrid cars. 4. 4 Threats The most all important(p) threats to be faced by the company are the global financial crisis which affects the economy of Malaysia, and affect the lifestyle and buying behavior of the consumer. As a result, as of October of 2008, new-vehicle deliveries slipped by 13% from 42,915 of last year to 37,512 units (Chrysler 2008). The changing and maturing of the technology is also another important factor to consider, unneurotic with the growing number of competitors who are entering the market, which result to the price wars.The main reason behind this touch is the AFTA which direction on reducing tariffs from zero to 5% in 15 years among the six nations done a common effective preferential tariff It planned to reduce tariffs to zero to 5% in 15 years among the six nations through a common effective preferential tariff (Ghani Zainuddin 2008). 5. AFTA Compliance Problems The ASEAN Free Trade Area or AFTA is a incarnate effort by the portion countries in order to eliminate tariffs on intra-ASEAN trade in the goods sector. The main target is to deliver the goods tariff between 0 5% in 2003 for the six original member countries, Vietnam by 2006, Lao PDR and Myanmar by 2008 and Cambodia by 2010, at the same time film quantitative restrictions and other non-tariff barriers. The reduction or elimination of tariff is undertaken through the parkland Effective Preferential Tariff fascinate (Ministry of International Trade and Industry 2008).The main impact of AFTA to the economy of Malaysia is the increase intra-ASEAN competition from lower approach producers declined competitiveness of traditionalistic export industries which include the high labor cost, lack of resources and expertise and technology obsolescence removal of protection such as quota form and monopoly status complying with 40% local content rule develop competitive local small and medium industries which will rivet on the domestic market, dependent on single or few buyers and lack of expertise and backward technology. As a result there are different sectors that might face strong competition primarily the ceramic tiles, cement, plastic products and automotive industry (Ghani Zainuddin 2008). AFTA will result to higher economies of scale in the automotive industry in Malaysia. loftyer economies of scale will mean lower unit yield costs. This will help to iterate into lower retail prices and a bigger market. Therefore, AFTA could translate into pric e cuts of about 20% to 50% on vehicles. Competitive producers can export their products throughout the region at very low import duties and pass on cost savings to consumers.As a result, consumers can exercise a wider and split up product choice at very competitive prices (Dey 2002). 6. Industry Analysis Figure SEQ Figure * ARABIC 1 Porters Five Forces Competitive Rivalry Improving product specialism Large number of firms confused Switching cost racy fleet barriers smorgasbord of rivals Threat of Substitution tone of voice of the substitutes products willingness of the buyers to substitute Low cost of turn to substitutes. Buyer Power Homogeneous products ample number of buyers Buyers are fragmented (many, different) naughty role of quality of service of products Supplier Power Few dominant suppliers High role of quality and service High cost of switchingThreat of New Entry High capital/ coronation requirements Availability of the diffusion cables vex to technology Bran d loyalty of the guest Friendly government regulations Figure 1 shows the industry analysis of the automotive industry in general. According to Porter, there are 5 important factors which show the attractiveness or value of the structure of the industry inlet of competitors, threat of substitutes, bargaining index of suppliers, bargaining effect of buyers and rivalry among the existing players. 6. 1 Threats of New Entry The threats of new entry pertain on how favourable or difficult for new fresher to start competing (12Manage n. d. ).The primary barriers of new entry are the high capital and enthronizations that are needed in order to enter the industry. This is because it mainly focuses on the different technologies that are needed in order to come up with the quality and services that are being offered by the long time players in the industry. Aside from that, it is also important to consider the availability of the distribution channel which is very important in connecti ng with the customers. Furthermore, because there is long time player in the industry, brand loyalty of the customers is considered as inevitable. However, due to AFTA, the government offers friendly entrance policies for the realistic new entrants. 6. 2 Threat of SubstitutionThe threats of substitution pertain on the ability of the customers to go for substitute products that might be cheaper and accessible. In terms of the passenger car industry, the growing demands for bikes and motorcycles. more(prenominal) and more people are switching from using the passenger cars into using bikes and motorbikes due to two reasons, first is that it helps them to save money because of gasoline, at the same time, the consumer are becoming more aware(p) of their environmental benefits. Thus, thequality of the substitutes products, the willingness of the customers and the low costs of switching enables the threats of substitution high. 6. 3 Buyer PowerThe bargaining power of the customers in th is industry is somewhat high due to the homogenous or almost the same products, which divide the number of gross sales from huge number of competitors. But it can be maintained due to the huge number of buyers, primarily in substantial countries, aside from the fact that the buyers are fragmented. Above all, the importance of quality of the products and services are important factors which affect the power of the buyer. 6. 4 Suppliers Power The supplier has a apathetic power over the industry. This is because there are few dominant suppliers in the industry who are well known for quality and brand image. This is affected by the high role of quality and service in the industry, because the industry is directly connected to synthetic rubber and quality of life of the customers.The most important factor which add up to the influence of the suppliers is the high cost of switching. 6. 5 Competitive Rivalry The competitive rivalry pertains on the intensity of rivalry among the competi tors in the industry. it is important to consider the improving product differentiation due to the extensive effort of each and every automobile company in the world to become unique and wealthy person the stronger market position in the industry. This is the major impact of the large number of firms of organization competing in the global market including local players from Korea, China and Japan which result to diversity of cultures and organizational behaviors of the rivals.The low switching cost from one brand to another intensifies the competition in the market and pushes all of the major and minor players to focus on R&D and innovation processes in order to improve their overall performance in the market. Above all, the competition is increased due to high exit barriers due to the human resource and facilities. 7. Recommendation It will be important for the company to focus on the Delta model in the process of cookery and implementing their strategy. The Delta model is a st rategy mannequin that was developed by Dean Wilde together with the members of Dean & Company and Arnoldo Hax of MIT/Sloan School of Management ( cling to Based Management. net n. d. ). 8. The Strategic TriangleThere are three options that are represented in Triangle which are considered as the starting point o the dialogue for the development of a strong vision (see accessory A) (Hax & Wilde II 2003). Due to the current condition of the company regarding their competitive advantage which pertains on the quality of their products, it will be important to focus on the Best yield positioning. This is because of the fact that the surmount way to attract, satisfy and retain customers is through the inherent characteristics of the product itself. The position is instead inward and narrow, based upon the prevailing product economics. Thus, the major strategic driving forces are the development of an efficient supply chemical chain that will guarantee low cost groundwork a proven i nseparable capability for new product development.At the same time, it will help the right-hand(a) revolution of the existing product line that will help to secure the distribution channels that will help to transfer the products to the targeted market atoms (Hax & Wilde II 2003). This will focus on the R&D and innovation process for the company. In order to maintain the process of engineering and designing passenger cars which will suit the taste and p fictional characters of the customers this is affected by different demographics, economics and social factors. Due to the growing problem of global economic crisis, it will be important to focus on low cost or differentiation of the products. 9. Aligning Organization Wide Strategies In this stage, it will be important to focus on organizational change, because it will focus on restructuring the current line of merchandise rules and policies towards the strategies of the company.In the case of the company, it will be important to focus on the strong product base, solid supply chain infrastructure as well as internal innovation capabilities to daystar (Hax & Wilde II 2003). 10. Adaptive Processes Because of the fact that the strategies of the company focus on the R&D process of Proton, it will be important to focus on the Innovation as the strategic task. It ensures a continuous rain cats and dogs of new products and services in order to maintain the future viability of the line. It also helps to mobilizes all of the creative resources of the firm which include the technical, production and capabilities in the marketing field in order to develop an advanced infrastructure for the business.Furthermore, the company must not limit itself to the pursuit of the different internal product development, but must focus the sources of innovation from the suppliers, customers and key complementors. It maintains the focus on the renewal of the business to maintain its competitive advantage as well as superior financ ial performance (Hax & Wilde II 2003). In this stage, it will be important for the company to know the reactions and opinions of the Malaysia customers regarding the design of their models, particularly the issue of almost identical design of each model. 11. Metrics/Performance Measures It is important to consider that prosody providing over lieu should be supplemented with granular metrics (12Manage n. d. ).A balance score card dimensions for the firm and for each customer fraction tier were identified that will allow Proton to monitor and analyze its current executions of customer targeting as well as innovative strategies which represent different changes of key cost drivers of the financial perspective, operational effectiveness, technology as well as customer perspective (Core. org n. d. ) (see Appendix ). Based on the said balance score card dimension, as well as the Delta Model, it is important for Proton to focus on the changing preferences and demands of their current cust omers, which are their strategic partners from different parts of the globe, as well as their current loyal customers.It is important to focus on new services and products as well as the capability to deliver new car models to their partnership. As a result, the significant dimensions in the performance matrix must be percentage of strategic/exclusive partnership acquisition, percentage of business volume from different strategic/exclusive partnership, as well as switching costs for complementor and customer (Core. org n. d. ). 12. Conclusion Proton was considered as the national car manufacturer of Malaysia and considered as the major player in the industry. However due to the different factors, primarily the implementation of AFTA, the sales and market mete out of the company decline.In details, the growing competition enables the Malaysian market to have a wide choice of cars to be availed. On the other hand, due to the strong support of the government, as well as the strong pos ition of the company in the market, it can be said that the company failed to focus on the most important aspect of a company in order to maintain competitive advantage, and that is innovation. nearly of the customers are saying that the company is no longer offering real new models of cars. Aside from that, the company is also having a problem in their supply chain, which results to high pricing of Protons car compare to other international brand in the market.In order to solve the current speckle of the company, it will be important to focus on innovation or RD process. This can be done by focusing on applying new IT or IS to speed up the process of designing. It is also important to focus on the HR aspect of the company in order ensure that the company has bright and skilled staffs to develop new and remediate products that will suit the ever changing preferences of the consumers. 13. References 12Manage. Porters Five Forces Analysis. acquirable from http//www. 12manage. com /. twenty-fifth blemish 2009 AseanAffairs (2009). Malaysias Proton Still involve Government Support. easy from http//www. aseanaffairs. com/ rogue/malaysia%27s_proton_still_needs_government_support. 25th March 2009 AseanOneMonitoring (2009). Malaysia elevator car Sales to light up 12. 4 Percent on backwardness prudence. getable from http//www. asiaone. com/Motoring/News/ study/A1Story20090122-116465. html. Accessed twenty-fourth March 2009 BuildBoard. Analysis SWOT Proton. Available from http//g4. buildboard. com/images/attachpic/g4/B400/B400F1844T909_8195ded601b2dd2aaee71cb07bd4c006. pdf. 25th March 2009 Core. DMK International (8) sum and Granular Metrics. Availabe from http//www. core. org. cn/NR/rdonlyres/Sloan-School-of-Management/15-904Fall-2005/F43E8DBF-9AF8-4B07-BB61-2920E880D30F/0/dm_csstd_dmk8_2. pdf. 2nd April 2009 Chrysler, M. (2008).Malaysian auto Industry Facing Decline as Global Economy Slows. Available from http//subscribers. wardsauto. com/ar/malaysian_in dustry_decline_081208/wall. html? return=http//subscribers. wardsauto. com/ar/malaysian_industry_decline_081208/. 25th March 2009 Dey, A. (2002). The Impact of AFTA on the ASEAN Automotive Industry. Available from http//www. frost. com/prod/servlet/market-insight-top. pag? docid=IMAY-58VK85. 25th March 2009 ESCAP (2009). V. Malaysia. Available from http//www. unescap. org/tid/ topic/part_two2223_mal. pdf. Accessed twenty-fourth 2009 Frost Sullivan (2002). The Impact of AFTA on the ASEAN Automotive Industry. Available from http//www. frost. om/prod/servlet/market-insight-top. pag? docid=IMAY-58VK85. Accessed 24th 2009 Ghani, K. , Zainuddin, Y. , Fereidouni, H. G. Ziaee, A. (2008). AFTA Effect on Malaysian Economy. Journal of Management and Social Sciences. vol. 4, no. 2, pp. 134 141. Available from http//www. biztek. edu. pk/downloads/research/jmss_v4_n2/6. %20Afta. pdf. 25th March 2009 Accessed 24th 2009 Hax, A. Wilde II, D. (2003). The Delta Model- A New fashion model of syst em. Journal of Strategic Management Education, vol. 1, no. 1. Available from http//pesona. mmu. edu. my/wruslan/MISP2/Readings/detail/Reading-37. pdf. Histomobile. Proton (1985-).Available from http//www. histomobile. com/dvd_histomobile/histomo/63/history2. asp. Accessed 24th 2009 Ministry of International Trade and Industry 2008. Malaysia and AFTA. Available from http//www. miti. gov. my/cms/documentstorage/com. tms. cms. document. Document_7d9e2e2f-c0a81573-11c011c0-50afb270/afta. pdf. 25th March 2009 Nijssen, E. J. Frambach, R. (2000). Creating Customer Value by means of Strategic Marketing provision A Management Approach. Springer PMProject. The news report of PROTON, Available from http//pmproject. doubleukay. com/proton_history. html. Accessed 24th 2009 PriceWaterHouseCooper (2005). Malaysia. Available from http//www. pwc. om/gx/eng/about/ind/retail/growth/malaysia. pdf. Accessed 24th 2009 US Department of State. Malaysia. Available from http//www. state. gov/r/pa/ei/bgn/ 2777. htm. Accessed 24th 2009 Value Based Management. net. The Delta Model. Available from http//www. valuebasedmanagement. net/methods_hax_wilde_delta_model. html. Accessed 24th 2009 14. Appendices 14. 1 Appendix A Strategic Triangle Enabled Through Effective Use of Technology System Lock-In * System economics * Market empowerment * Achieving Complementor dish out System Lock-In * Customer Economics * Cooperation * Achieving Customer Share Best crossways * Product Economics * Rivalry * Achieving Product ShareSource (Hax Wilde II 2003) 14. 2 Appendix B Balance Score Card Dimension of Proton Balance Scorecard Framework Shareholder Look Operational potence Organizational Learning Customer targeting Proton Volume, revenue, gross margin by technology segment and market segment Revenue and turnover by geographical segment (Asia, Europe, nerve center East, Africa and Pacific) Revenue and turnover by business domain such as capital, industrial and government. Wholly-owned subsidi ary Lotus Engineering UK leading automotive engineering consultancy company drill of Information Technology in the RD and auto development % of sales from new echnology and models Training as a % of sales Customer market share by tier Profitability by customer tier Customer happiness by tier Strategic and integrated Partner companies Volume, revenue, turnover, gross margin by individual client Year over year sales and turnovers growth by individual clients Return on business relationship enthronisation keep up to execute clients Number of clients on each country and partner Return on investment on collaboration tools per selected clients Return on % revenue on the center of purity establishment Customer satisfaction sound out revenue and turnover from complementor relationship birth Body Shopper Volume, revenue, turnover, gross margin by individual clients Return on investment per head % revenue and sales from new clients Time needed in order to complete the trans action from start to complete per model or project slack time of engineering Return on investment on collaboration % of revenue, volume, moolah by different channelso Referral by clientso straight sellingo Cross selling Cost of training per project Cost of the collaboration tool in order to urge on transfer of knowledge Cost to get along clients per channel Customer satisfaction on the models, relationship and cost of products. 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