2014 Perodua Improving Customer Satisfa
2014 Perodua Improving Customer Satisfa
2014 Perodua Improving Customer Satisfa
STRATEGIC MANAGEMENT
1
GROUP MEMBERS:
HASLINA HASSAN
SHAMINI SELVARAJ
NOR SHAMRI ITHNIN
DR RAIMOND SELKE
GM05320
GM05289
GM05312
GM05322
CONCLUSION
RECOMMENDATION
ANALYSIS
ASSUMPTIONS
PERODUA BACKGROUND
INTRODUCTION
6
5
4
3
2
1
CONTENT
INTRODUCTION
ISSUE!!
IT TAKES THREE MONTHS FOR CUSTOMERS TO GET
THEIR CARS ONCE ORDERS HAVE BEEN PLACED.
WE WILL IDENTIFY AND ADDRESS RELEVANT
INTERNAL AND EXTERNAL ISSUES AND TO RESOLVE
THIS MATTER ACCORDINGLY.
OBJECTIVE: TO ENSURE THAT THE
CUSTOMERS WILL GET THEIR ORDERS WITHIN
ONE MONTH ie 50% REDUCTION IN WAITING
TIME.
PERODUA BACKGROUND
4
ESTABLISH
GROUPS
Perusahaan
Otomobil
Kedua Sdn
Bhd
(Perodua)
was set-up in
1992
2nd national
car
Perodua
Manufacturing Sdn Bhd
(Manufacturer)
Perodua
Sales sdn
Bhd (Sales &
distribution
arm)
Perusahaan
Otomobil
Kedua Sdn
Bhd
(Holding co)
CAPITAL
Authorized:
RM500Mil
and paid-up
capital:
RM140Mil
PRODUCT
5 different
products
thats
affordable,
compact and
practical car
for growing
motoring
population.
ASSUMPTIONS
Financial institution has certain limitation on
aggregate amount of loan given out to buyers.
About 80% or orders were obtained during month
end - rush to register vehicles with local authorities.
Computer Systems the databases between the
retailers and production warehouse are not link ie
lack of communication between warehouse and
retailers.
Inexperience in handling deliveries to places
especially in rural areas. No third party service
providers are hired.
BCG MATRIX
6
MOVING FORWARD
TOWS MATRIX
TOWS MATRIX
Internal Strength
1. Producing compact cars, value for money
and affordable price. 7
2. Excellent reliability and build quality.
3. Impressive standard equipment
specification.
4. Fuel saving cars.
5. Easy to drift for beginners.
6. Suitable for couples.
7. Low cost leader in Asia.
Internal Weakness
1. Weak distribution system.
2. Low productivity.
3. Delay in receiving spare parts.
4. Poor or standard design.
5. Notorious for low safety standards.
6. Excessively dependant on Toyota for
upgrade.
7. Low research and development.
8. Not innovative.
9. Over dependence on the domestic market
and weak brand image in the international
market.
External Opportunities
1. Financial market
2. New technology
3. New market as home market is saturated.
4. Increasing fuel price will drive people to
prefer smaller cars.
SO
SO 1. Acquire the core technical competency
to design and manufacture its own
automobiles, and eventually propel
Malaysia into the international arena as a
full-scale manufacturer of motor vehicles.
WO
WO 1. Computerized network, which would link
Perodua 's operation starting from getting
the order from customer to manufacturing,
to invoicing and to prompt delivery.
WO 2. Hire and train people with required
technical capabilities and expertise.
WO 3. Invest more on research & development
on design, technology and system.
External Threats
1. Economic crisis
2. Competitor like proton have higher
investment capabilities.
3. Competitors can overtake R & D
investment.
4. Low cost substitutes being marketed by
Chinese manufacturer.
5. Macro-economic situations leads to lower
sales for all automobile manufacturer.
ST
ST 1. innovative advertising and sales
promotion campaign so as to create a 'pull
sales environment
WT
WT 1. Improve customer service through
integrated facilities, which include the setting
up of a registration center, a pre-delivery
inspection center, customer service center,
and delivery center altogether under one
roof.
ISHIKAWA DIAGRAM
EXTERNAL
SYSTEM
GOVERNMENT
Redundance
requirement
MARKET
Loan provider
requirement
Bureaucracy
Ineffective
communication
Inconsistent
demand pattern
Agencies involve
Less customer
satisfaction
Ineffective
communication
Late in
delivery
Lack of training
Lack of incentive
Excessive hierarchy
Excess inventory
SYSTEM
PEOPLE
Poor condition
Transportation
Peripheral area
Conflict situation
LOCATION
INTERNAL
Lack of efficiency
MANAGEMENT
POOR DISTRIBUTION
/DELIVERY
PARETO ANALYSIS
9
No
Problem (step 1)
Cause (step 2)
Score (step 3)
1.
Ineffective distribution
Late in delivery of
cars, Over demand,
Insufficient raw
material, Ineffective
communication,
Location
18
2.
Ineffective
communication
3.
Surplus in inventory
Late in delivery of
cars, Ineffective
communication
4.
Increase in customers
complaints
Late in delivery of
cars, Ineffective
communication
12
PARETO ANALYSIS
45
100
10
90
40
80
35
70
30
60
25
50
No of people
Cumulative %
40
20
15
30
10
20
10
0
Ineffectiv e communication
Location
IFE MATRIX
INTERNAL STRENGTH
WEIGHT
(Market)
11
RATING
(Company)
WEIGHTED SCORE
1.20
30%
10%
0.30
6%
0.18
4%
0.12
10%
0.40
4%
0.12
WEIGHT
RATING
WEIGHTED SCORE
6%
0.06
2. Low productivity
6%
0.06
6%
0.06
6%
0.12
8%
0.16
4%
0.04
INTERNAL WEAKNESSES
Total
100%
EFE MATRIX
OPPORTUNITY
WEIGHT
(Market)
12
RATING
(Company)
WEIGHTED SCORE
1. New technology
15%
0.60
10%
0.40
8%
0.24
4. Internationalization
10%
0.30
6%
0.18
WEIGHT
RATING
WEIGHTED SCORE
15%
0.45
6%
0.18
8%
0.16
4. Macro-economic situation
10%
0.30
12%
0.24
THREATS
Total
100%
IE MATRIX
13
EFE
3.05
IFE
2.82
Suggestion Grow and Build strategy
The strategies should focus on market penetration, market development, and product
development. From the operational perspective, a backward integration, forward
integration, and horizontal integration should also be considered.
STRATEGY MAP
FINANCIAL
CUSTOMER
INTERNAL
PROCESS
LEARNING &
GROWTH
e- Excise
University
/Industry staff
Bridging gap
Internship
Industry
Advisory Panel
RECOMMENDATION
15
CONCLUSION
16
We have looked into EFE and IFE that shows weak internal
position while EFE shows strong position to overcome the issue.