INFOTECH CLUSTER: NEW ENGINES OF GROWTH

Moving Forward: Enabling the Growth of ICT in Malaysia20 June 2012

Agenda

• Overview of Infotech Cluster• Program Highlights of 2011• 2012 Plans

– Go-to-Market Strategy– Growth and Development

• Conclusion

INFOTECH Mission

Strengthen and enhance INFOTECH companies competitiveness

Create Globally Competitive INFOTECH Companies

Access to Domestic and Global Market

To enhance

and stre

ngthen high g

rowth

local IC

T companies t

o be g

lobally

competit

ive and deliv

er the b

est in

class

serv

ices

MSC Malaysia Status Awarded

MSC Malaysia Status by Cluster

INFOTECH Is The Largest Cluster

INFOTECH Companies Equity Ownership

2011 INFOTECH Companies PerformanceMYR 10.12b MYR 10.54b MYR 10.50b

Revenue between 0%-5% for each vertical grouped

SCORE+ : More Companies Moving Up The Rank

Business Performance

Financial Capability

Operation Management

Marketing CapabilityInnovation

Talent Development

Management Capability

0

2

4

Year 2009 Year 2010 Year 2011

Year INFOTECH Avg OVERALL Avg2009 2.11 2.242011 2.5 2.67

Program Highlights of 2011

2011 Key Highlights

18-23 July 2011Specialised Trade Mission to Vietnam, Laos and Cambodia

12 companies took part 23 ISVs 6 channel partners recruited RM 32 million potential trade reported

26-29 September 2011Specialised Trade Mission to Jakarta, Indonesia

In collaboration with MATRADE 23 MSC Malaysia companies took part in the mission. 4 channel partners recruited Potential trade of RM42.43 million.

2011 Key Highlights

5 October 2011Launch of MSC Malaysia Cloud

4 partners 23 ISVs 137 SMEs enabled

6 October 2011Silicon Valley Nexus : Connecting MSC Malaysia companies with Malaysia Diaspora in Silicon Valley

A collaboration with Talent Corp Win-win model for the Malaysian diaspora to contribute to the

country's technology sector. 16 companies participated 4 companies selected to pitch to SV professionals

2011 Key Highlights

November 2011Creating Market Access via INFOTECH InnovAsian Catalyst Camp Series …

Use innovation framework to create access to Local Large corporation and GLC

Pilot camp hosted by Air Asia Berhad with 15 MSC Malaysia Status Companies

Winner company was invited to submit RFP

2012 Plans

Go-to-Market Strategy

Profiling and Portfolio Exercise

Niche Area Creation, Enteprise Dev.,Capital Raising

Inbound

Outbound

Global Expansion

2012 - End to End Nurturing and Development

Ready Company

Priority Target Market

*2012 ICT Spending Source – Digital Planet

Gulf Countries

Primary MarketSoutheast Asia –

Malaysia, Indonesia, Vietnam

Saudi Arabia USD 39.5BileGov USD 3934MilEnergy USD 3294MilTelco USD 1340Mil

UAE USD 15.3BilEnergy USD 3383MilTelco USD 1720MilTransportation USD 849Mil

Malaysia USD 28.3BilTelco USD 3738MilManufacturing USD 2704MileGov USD 1982Mil

Indonesia USD 30.5BilTelco USD 1645MilManufacturing USD 1529MileGov USD 1478Mil

Vietnam USD 9.8BilManufacturing USD 1534MilN. Resources USD 500MilTelco USD 447Mil

*2012 ICT Spending Source – Digital Planet

Secondary MarketMiddle East &

Kazakhstan

Outbound Strategy Framework

Awareness

Mindshare

High Potential Leads

Qualified Leads

Sales Closed

Super Buyers

B2B Platforms

DD

& SS m

atching

Revenue Generation Process

Solution

Target Market

SCORE 2.5+

DDI

• Malaysia• Vietnam• Indonesia• Middle East &

Kazakstan (Secondary Market)

Focus segments

• BFSI• Government• Telco• E&E Embedded

Partners/Channel

Product Stacking

Enhance Roles for Account Management

Internal

•Inbound Portfolio•Outbound Portfolio•Developmental Portfolio•Talent Development•Funding (MGS, Risk Capital)•Enterprise Development

External

•MATRADE•SME Corp•Potential VC/Banks

Proactive Visits

Feedback Solicitation

Analysis and Programme “Fitting” and Recommendation

HIGH POTENTIAL ACCOUNTS

Window to MSC Malaysia

KEY ACCOUNT SUPPLY & DEMAND MATCHING

• Added focus on stack development matching to identified “Super-Buyers”

• Identification of potential synergistic partnership or “Stacks” for Key Account Matching to SuperBuyer

MSC Malaysia

Companies Stakeholders

Key Sector Development – Stacking Process

Demand driven Key Industry Verticals identification

• Indentify Industry verticals that will provide the greatest opportunities

• Superbuyers from specific Industry Verticals or Superagents that have existing, specific needs for end-to-end solutions Identified

• Identify solutions that fits within the solution value-chain of each Industry Vertical

Matching

Supply driven Solution Stack identification

• Select INFOTECH MSC companies offering the indentified solutions and package these solutions into end-to-end Solutions Stacks

• identify gaps in the Solution Stack, recruit new companies or retrain existing companies to fill the gap

Promote

Other Potential Superbuyers or Superagents within same Industry Verticlas

Key Sector Development – Stacking Approach

Integrated Core Banking

Loan and Risk Mgmt

Credit Cards Mgmt

Portfolio Management

Collection Management

Insurance

Treasury

Self-service, Online, Mobile Banking

Eg: Banking, Financial Service and Insurance Industry

Solution Stacks: Stacking complimentary product categories and subsystems to deliver a vertically and horizontally integrated end-to-end solution

CRM SFA SecurityNetworkSystems

Bringing best of breed together to form logical solution stacks

2012 Plans

Growth and Development

Growth and Development

Enterprise Management

Export Accelerator Program

Connectivity & Mentorship

Enhance professional and organizational

capability of INFOTECH companies

Accelerate INFOTECH companies

readiness to enter overseas market

Access to network of experts who offer insights to market,

funding & innovation

Augmenting Capability Development and Skills

Augmenting Capability Development

BDUnderstand market and

identify buyer requirement

GA

PS: I

NPU

TS &

REQ

UIR

EMEN

TSPr

ofilin

gM

arke

t Int

el

Growth & Development

INFOTECH :Access to Markets Globally competitive

Integrated Core Banking

Loan and Risk Mgmt

Credit Cards Mgmt

Portfolio Management

Collection Management

Insurance

Treasury

Self-service, Online, Mobile Banking

BFSI

Superbuyer

Priority Markets

Pro

du

ct

Sta

ck

s

Ente

rpris

e M

anag

emen

t

Mar

ket C

apab

ility

&

Dev

elop

men

t

AMIdentify match

and build stack.

G&D Develop Capabilities

required to compete

Align capabilities program to market requirements

Accelerate company readiness

Conclusion

INFOTECH Creating Next Engine of Growth

Growth and DevelopmentDevelop capabilities required to compete

Product Stacking and Development Increase capability through innovation and product development

Identify INFOTECH verticals with growth potential.Develop a staged growth model for business and capability development.

Market DevelopmentDevelop local and international market by aligning INFOTECH companies competitive advantage to market requirements.

THANK YOU