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Example research essay topic: Telecommunication Infrastructure In Malaysia - 1,121 words

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... her in 2002. This stands in stark contrast to the growth that occurred in both 1999 and 2000 (ibid). One could say that rivalry among competing sellers is very high and is getting higher, and therefore makes the industry less attractive. To sum up Porters five-forces-model, I think that the telecommunication equipment industry in Malaysia is not that attractive at the moment. This depends foremost on the fact that there are few customers and there is a declining growth in the industry worldwide, which tightens the competition.

On the other hand, the industry has high entry barriers and there is not any real potential threat from substitutes. 4 Competitive intelligence system For our company to have a good control on what is happening in Malaysia, foremost concerning the political development and decisions from the government about 3 G contracts, but also to keep an eye on the economical development, we need a competitive intelligence system. When it comes to industry related issues I think it would be necessary to monitor both our competitors and customers, in order to have the best possible information when submitting the tender. In order to monitor country issues and customer / competitor issues I think we have to set up a competitive intelligence team, to act proactive rather than reactive. The team should consist of managers representing all functions of the organization. According to Cook and Cook (2000), there are two purposes for the team approach; (1) it increases the likelihood that the organization as a whole will embrace the concept of CI, and (2) the actual CI function will be more valuable and usable as a result of the input from the team members representing diverse strategic needs within the organization. The teams tasks is to identify sources, collect data and information, analyze data and synthesize information, and make strategic proposals to the CEO and Directors of the Board.

When monitoring country issues; newspapers, reports, magazines, and government documents will be the main fields and sources of data. Monitoring the customers is best done through a good relationship where information is shared rather then kept on ones own. Monitoring our competitors is the hardest one. Here I think we have to be open-minded and use every thinkable source; e. g.

face-to-face contact in any form gives us information, visit trade fairs, and get help from industry associations. Of course, the sources for country issues should be used for customers and competitors as well. The fields and sources of data should be treated as the references in this report, i. e. articles without authors from doubtful homepages should be rejected, anonymous quotes should not be used, and all sources reliability should always be evaluated. In the analyzing phase the analyst most important task is to consider the reliability of the information before synthesizing it.

This, since many sources are doubtful, especially on the web. The intelligence is the outcome of this process and it should be stored in a database. The CEO and the Directors of the Board should get fortnightly reports from the CI-team. If breaking news turns up, the immediate action should be to analyze the information and contact the CEO. If the CI system will be managed in this way I think it will be a big asset for our company despite the fact that it will cost us some money, see Appendix D for estimated costs of setting up the CI system. 4. 1 Evaluation of the CI system In our analysis phase we will use more tools than I have managed to do in this report, due to time and space constraints. Examples of these tools are; Porters five-forces-model, SWOT-analysis, value chain-analysis, merger analysis, SEPT-analysis, key success factors and more.

This will make our CI system at least as good as any system designed for market analysis. The big difference is the way, and the channels, for getting data and information. While regular analysis of markets, competitors, and customers are using common sources, our system is based on more unconventional methods. 5 Strategic advises Concerning the country issues, Malaysia seems to be a good market to enter. The potential is huge, if our company gets a contract on putting up the third generation telecommunication infrastructure; we have the possibility to enhance our position in South-east Asia.

From the SEPT-analysis in chapter 3. 1, I found out that Malaysia have good conditions for an entry; thanks to the governments vision of Malaysia becoming an industry country before 2020, there will be a lot of effort put into this issue. Furthermore, it seems as the Malaysian economy is on its way up, and that will enhance the conditions for entering the Malaysian market and increase the pressure for upgrading the technological standard. The downside to Malaysia's potential is the industry's structure and attractiveness. Due to few potential customers, and the governments will to build only one network, it will be hard to capture a contract on 3 G infrastructure.

Additionally, the worldwide telecommunication industry has been in recession for two years and the outcome is, naturally, higher competition and lower bids on tenders. I think that entering the Malaysian market would only be of interest if we get the 3 G contract. A positive thing is that we do not really need to do any investments to get the contract, except monitoring the development in Malaysia and our competitors. See Appendix D for estimation of setup costs and annual costs of the CI system. To monitor the development in Malaysia we should use the competitive intelligence system described in chapter 4.

Since the investments are small, $ 40 000 plus $ 335 000 annually, compared to the potential, I do not think there are any crucial risks or threats. A worst-case scenario though, would probably be extended time for the award process (big monitoring costs), followed by getting the contract when the world economic recession gets worse, and consumers and businesses looses interest for 3 G and delays the expansion. 6 References 6. 1 Authors Cook, M. and Cook, C. 2000, Competitive Intelligence: Create an intelligent organization and compete to win, Kogan Page Porter, M. E. 1985, Competitive Advantage, Free Press, NY. de Wit, B. and Meyer, R. 1998, Strategy - Process, Content, Context.

An International Perspective, 2 nd edition, International Thomson Business Press. 6. 2 Articles on World Wide Web Newlands, M. 2001, Malaysian study on 3 G standards complete [Online], Available: web web [ 2002, 1 May] Plunkett Research, Ltd. 2002, Telecommunication Equipment [Online], Available: web [ 2002, 1 May] Ratnathicam, I. 2002, . My [Online], Available: web [ 2002, 29 April] 6. 3 Articles on World Wide Web (no author) Introduction to CI for GB, 2002 [Online], Available: web...


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