redtone international berhad bp2

8/16/2019 REDtone International Berhad BP2

1/19

REDtone International

BerhadBusiness Project 2

UniKL Business School

Presented By: Mohd Ikbal bin Hashim

Advisor: Dr. Nazatul Shima bte. Abdul Rani


2/19

OBJECTIVE OF STUDY • TO PROVIDE EPO!"RE TO THE MBA !T"DE#T TO

RE$ATE! A$$ THE %#O&$ED'E 'AI# (ROM THE

EAR$IER MOD"$E! I# RE!PE)T O( MA%I#'

*"D'EME#T O# THE B"!I#E!! )HOO!E#

• THRO"'HO"T THE !T"D+, !T"DE#T! !HO"$D BE

AB$E A#A$+!E THE )OMPA#+ DATA, A#A$+!E THE

AREA O( PROB$EM B+ !HO&I#' THEIR (I#DI#'

A#D 'IVE RE)OMME#DATIO# O# THE I!!"E!


3/19

INTRODUCTION

• REDtone International Berhad -RTI., aninvestment holdin/ 0om1any, 1rovides

tele0omm2ni0ations servi0es

• Prod20ts and servi0es o33ered by RTI in0l2des:

Data, Voi0e servi0es, hi/h4s1eed broadband

0onne0tivity &i4(i hots1ots, base stations, and

3iber in3rastr20t2re5 o33ers 6' 7ireless

broadband servi0es5 and 1rovides E4P2rse,0ons2ltin/ servi0es on tele0omm2ni0ations


4/19

VISION

• To become the market leader inpersonal communications and unifedmessaging products and services

within fve years.

• To become the lowest cost providerand drive an aggressive pricing

model through the industry.


5/19

MISSION

• RedTone is already the mosttechnologically-superiortelecommunication system in the

world. RedTone management willbuild on their brand and technicalreputation to become the marketleader in personal and businesscommunications, and unifedmessaging systems within fve years


6/19

CORPORATE STRUCTURE

)or1orate str20t2re o3REDTone International

Berhad 0onsists o3

several !trate/i0

B2siness "nit doin/ the

32n0tional 8ob o3 the

or/ani9ation, s20h as:

REDTone Marketin/ !dn

Bhd is handlin/ the

marketin/ 32n0tion o3 the'ro21


7/19

Current Ratio

2! 2!! 2!2 2!" 2!#

-RM. -RM. -RM. -RM. -RM.

Current

Assets

;;,,


8/19

'denti(ication o( Problematic

Areas%)o major *roblems o( R+D%one,

C Havin/ too many !B" -!trate/i0 B2siness

"nit. as a s2bsidiary in the /ro21=C The li2idity level does not meet ind2stry

avera/e


9/19

Havin too !an" SBU #Stratei$B%&ine&& Unit' a& a &%(&idiar" in the

ro%)

DRA-BACKS,C Possible loss o3 0ontrol over a 0om1anys b2siness 1ro0esses

=C Problems related to 2ality and t2rnaro2nd time


10/19

Liuidit$ le/el does not meet

industr$ a/era0e

R+C1+NDA%'1NS,

C REDTone sho2ld assess its overhead 0osts and see i3 there are

o11ort2nities to de0rease them

=C I3 REDTone has 2n1rod20tive assets that the b2siness is 82st storin/,

then its time to /et rid o3 themC


11/19

*h" Centrali+ation o, Mar-etini& not advi&a(le

• 1. Delay in work

• 2. Remote control

• . !o loyalty• ". !o #ecrecy

• $. !o special attention


12/19

Balanced Scorecard 3BSC4

6oal 2easure %ar0et 'nitiati/e

'nternal Business Process


13/19

Balanced Scorecard 3BSC4

De*t Areas

7inance Ret2rn On Investment

)ash (lo7

Ret2rn on )a1ital Em1loyed

(inan0ial Res2lts -2arterly+early.

'nternal

Business

Processes

#2mber o3 a0tivities 1er 32n0tion

D21li0ate a0tivities a0ross 32n0tions

Pro0ess ali/nment -is the ri/ht 1ro0ess in the ri/ht

de1artmentJ.

Pro0ess bottlene0ks

Pro0ess a2tomation


14/19

Balanced Scorecard 3BSC4Learnin0 8

6ro)th

's there the correct le/el o( e9*ertise (or the job:

+m*lo$ee turno/er

;ob satis(action

%rainin0


15/19

Balan$e S$ore$ard i!)le!entation

• % &alanced #corecard should resultin'

• (mproved processes

• )otivated*educated employees

• +nhanced inormation systems

• )onitored progress• reater customer satisaction

• (ncreased fnancial usage


16/19

Balan$ed S$ore$ard onREDTone !ar-etin &trate"

• &alanced #corecards will measure overallrevenue growth

• )easures relating to customer acuisition andto customer retention, growth, and

satisaction.• /elate to how you gather and use data rom

and about your customers and prospects, andsome will relate to how you design and e0ecute

marketing campaigns and programs.• measures the intangible assets - human

capabilities, technological capabilities, andorganiational*cultural attributes


17/19

Balan$ed S$ore$ard a& a tool&to i!)roved REDTone li/%idit"

• the 0nan$ial )er&)e$tive in emphasiesthe stakeholder concern about how e4cientand e5ective the unit is at using its resources

• Reducing overhead

• #hed unnecessary assets to increase liuidity

• #top products or o5er services that don6t yielda proft

• review accounts receivable to make surecustomers receive and pay bills on time

P 1 t d S l , R d T


18/19

Pro1e$ted Sale& ,or Red ToneInternational Berhad ,or Year

2345 to 2346Red Tone Sale&

2343 7 2323

Year

(ncome

7R)82343 92,211,"$:

2344 9:,$;,2$

2342

1


19/19

redtone international berhad bp2

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