Strategic Analysis of Malaysian Telecommunication Industry

COPYRIGHT 2009 ALL RIGHTS RESERVED WWW.ALVINCHAN.NET

CHAN CHI YEE, LIAN YE CHEN, LIM SWEE LING, NG KIM TOH, TEE YANG WEI

KOLEJ TUNKU ABDUL RAHMAN

ABMD 5084 STRATEGIC PLANNING AND MANAGEMENT

STRATEGIC ANALYSIS

No. Student Name Registration Number

1 Chan Chi Yee 08WBA12624

2 Lian Ye Chen 08WBA12418

3 Lim Swee Ling 08WBA10687

4 Ng Kim Toh 08WBA11482

5 Tee Yang Wei 08WBA12303

Academic Year: 2009/10

Course/Year: Advanced Diploma in Business Studies (Accounting)/ 2AAC

Tutorial Class: Group 7

Lecturer: MR. CHEE KHYE LUEN

Tutor: MR. CHEE KHYE LUEN

Date of Submission: 01 DECEMBER 2009



Contents

Page

Introduction

1

PESTEL Analysis

2-5

Michael Porter’s Five Forces Analysis

6-9

Competitor Analysis

10-12

Market Analysis

13-14

Background of TM

15

Resource Based View Analysis

16-17

Value Chain Analysis

18-20

Strength and Weakness Analysis

21-22

Strategic Issue

23

Appendixes

24-61

Bibliographies

60-68



ABDM5084 STRATEGIC PLANNING & MANAGEMENT 2AAC(7)

1

Introduction

Strategic management consists of competitive move and business approaches designated

to achieve long term objectivity of a company and produce successful performance. A

strategic management responds efficiency to external environment will be considered as

an effective strategic management. An effective strategic management enables a

company to running the business with a direction, strengthening firm’s competitive

position, satisfying customers’ requirements and also achieve performance target that set

by company. Thus, it creates competitive advantages for a firm able to compete. A firm

should sustain few competitive advantages rather than just one. Based on cost advantage

and product advantages, it helps a firm enable to sustain its competitive advantages, by

provide low price to its product because of low cost production and differentiate of

products.




2

PESTEL Analysis of Malaysian Telecommunication Industry

Malaysia’s telecommunication industry is being administered and managed by the

Ministry of Energy, Water and Communications (MEWC) of Malaysia which serves as a

policy formulator and service regulator for the communication sector. The ministry

regulates the industry through its regulatory body, Malaysia Communications and

Multimedia Commission (MCMC).

Below is an in-depth PESTEL analysis of the telecommunication industry in Malaysia.

Political

The government has chosen Telekom Malaysia Bhd (TM) to undertake the High Speed

Broadband (HSBB) project without going through an open tender process, thus shutting

off other industry players from having any chance to get a ride into the project. The

government has awarded Telekom Malaysia Bhd subsidy of RM2.4billion for the project.

The government limits the level of playing field for foreign players in the industry. The

country’s major telecom players, Maxis, and Celcom won the bid together with TT Dot

Com (subsidiary of Time Dot Com) and MiTV Corp for the 3G license. DiGi

Telecommunications was not awarded a 3G license as it has a high foreign ownership.

Malaysia Communications and Multimedia Commission (MCMC) has imposed a cap of

number of phone number a person is allowed to have and a mandatory requirement for all

mobile number users to register themselves. This measure is implemented to curb

criminal activities associated with the use of mobile phone number.

Malaysia has implemented Mobile Number Portability which enables mobile telephone

customers to retain their existing mobile telephone numbers when they switch from one

service provider to another. This reduces the cost to port customer to other networks

while at the same time creates competition for industry players to increase their market

share.




3

Economy

GDP growth of Malaysia fell to 0.5% in the fourth quarter in the same year as a result of

Malaysia being hit by the full impact of the global financial turmoil. Consumers and

business confidence dropped sharply as the GDP dropped drastically to a contraction of

6.2% in the first quarter of year 2009.

The government of Malaysia launched 2 economy stimulus package financed by subsidy

reductions to cushion the impact on domestic businesses. GDP growth of Malaysia is

improving after the announcements of the economy stimulus package for the year 2009.

Technology

Technological advancement is a key success factor in this industry. A well planned

technological forecasting allows a firm to lead the race and garner large market share.

Currently, the industry is saturated with wired and wireless telecommunication

technology.

Wired internet connectivity is provided via copper lines to the households, utilizing the

data communication technology of Digital Subscriber Line (DSL). The current widely

used DSL provider in Malaysia is Telekom Malaysia Bhd. As there is no local loop

unbundling in Malaysia (the regulatory process of allowing multiple telecommunications

operators to use connections from the telephone exchange's central office to the

customer's premise), Telekom Malaysia Bhd enjoys a virtual monopoly of DSL

broadband market.

Wireless data communication technology that has deployed in Malaysia includes 3G

(International Mobile Telecommunications-2000) services and WIMAX (Worldwide

Interoperability for Microwave Access).




4

Malaysia is set to get a High Speed Broadband (HSBB) internet backbone allowing

speedy internet access by utilizing fiber optic technology to transfer data. It will allow

network operators to participate in and compete with each other in this new network.

Telekom Malaysia Bhd had already commissioned foreign principal vendors to spearhead

the project.

Ecological

Installation of network to every household requires network providers to clear lands,

vegetations at times. However, the activity of clearing land and vegetations damages the

environment’s natural habit.

Communications and Multimedia Act 1998 requires network facilities provider to take all

reasonable steps to ensure minimal damage to the environment is done, and that the

environment is to be restored back to its similar condition after the installation of network

facilities are done.

Social

Broadband penetration in Malaysia is gaining momentum year-by-year as the citizens are

shifting towards knowledge-based nation. The surge of bloggers in Malaysia, fueled by

the local bloggers community of Nuffnang and Advertlets helps to boost the broadband

adoption among Malaysians.

As the society advances towards the era of High Definition digital distribution of contents,

consumers demand greater bandwidth capacity for their internet connectivity. It is

apparent that there is a booming demand for higher bandwidth broadband packages.

Malaysians in general are pessimistic towards the services provided by the

telecommunication providers in Malaysia. There has been a plague of poor services

provided by the major telecommunication providers on their internet connections,

causing consumers to complaint about slow internet connections and not getting the




5

amount of bandwidth as advertised. Most of these are because of poorly-maintained last-

mile copper connections and network congestions.

Legal

There are no legal implications on the telecommunication industry which hinders it from

operating freely.




6

Michael E. Porter Five Forces Analysis

The following analysis has involved industry environment by using Michael E. Porter’s

five forces. Porter five forces is a well define analytic framework explains the five force

that shape competition and also help strategic manager to link the remote in

telecommunication industry to their effect on a organization’s operating environment. In

additional, this may help in position a company to cope best with its industry

environment if the key force of a company of its industry has been identified.

The following are the characteristics to form each type of competitive advantages:

Determination of Entry

The barrier to entry into telecommunication industry is mainly due to the regulation and

policy by government. Every potential entrant will need to obtain a license by Malaysian

Communication and Multimedia Commission (MCMC). However, it is difficult and

expensive to get an approve license from MCMC due to the strict requirements and

procedures. In additional, solely right for certain projects are given by government to the

existing entrants will be also a threat for potential entrants to compete in this high




7

competitive industry such as the partnership of submarine cable for the broadband service

at year 2001 and also High-Speed Broadband (HSBB) which will be launched at mid-

year of 2010.

Capital requirement is usually an important issue to build up a firm which is has high

capability to compete in the industry. Whereas, telecommunication is a high competitive

industry in order to gain large market share. Thus, potential entrants have to ensure the

sufficient financial resource since having huge capital will be a competitive advantage to

compete. This probably need of few billion Ringgit Malaysia for the license and

infrastructure which are normally limit the pool of likely entrants.

Determinants of Supplier Power

A powerful supplier may exert bargaining power by increase selling price or reduce the

quality of the products. However, powerful of a supplier must also depend on the position

of market situation.

A group of suppliers is powerful when the product they provide are differentiated or it

has built up by switching cost. These may arise when there is occasional requirement by

the buyers in this industry such as high invested in submarine fiber optic cable, and

replace the copper cable and old satellite dishes that may provide reliable broadband

connectivity. This may cause buyer tie it to particular suppliers. High competitive

environment causes exist entrants need to invest in high modernization technologies to

enable the company to support and compete in this industry. Therefore, it is crucial for

the service providers to make sure the quality of the technology equipment, yet it makes

the supplier group become more powerful.




8

Determinants of Buyer Power

A group of buyers will be considered as powerful when they able to force down prices,

demand higher quality and play competitors off against each other. Nowadays, there are

more demanding of high speed broadband and after sale service, and it create relatively

high competitive among competitors. Every entrant will aspirate to gain the largest

market share, hence to gain more market shares entrants will want to get the consumers

attention by bring out a series of attractive promotions packages. This is to help firm to

absorb more and more market shares, and yet promote their branding also. As

consequences, competition among each other will benefit the consumers who can enjoy

the lower price broadband service, and therefore, consumers become more powerful due

to the competition among the service providers.

Substitute Products

Substitute product is an alternative choice for consumers to choose to purchase.

Substitute product comes into play when there is high growth industry or high

competitive industry. As mention earlier, consumers have become more demanding in

quality broadband service and this create an opportunity for new entrants to provide a

substitute product for consumers in lower price or better performance than the existing

one.

Degree of Rivalry

Rivalry among existing competitors takes the familiar form of jockeying for position.

Intensity of rivalry may arise when the competitors want to lead in a high growth industry

such as telecommunication industry.

Product that lack of differentiation is associated with high intensity of rivalry. Thus,

competitors must be able to differentiate its product compare to other competitors. Indeed,

brand identification of a product tends to constrain a rivalry. This means that popularity

of a brand name of a product will probably make the product differentiation even the




9

performance is just equal. For example, most of consumers will probably think of TM

Net Streamyx when they would like to subscribe a broadband service. This is because

popularity of the brand name which makes consumers feels more reliable. Thus, high

level of product differentiation or maybe brand identification can confine the intense

rivalry and to lead in the industry.




10

Competitor analysis

TM offers a wide range of product and service that covers from retail business,

wholesale business and global business. We will be focusing on the Broadband service

considering the diversities of the business.

Broadband is basically high speed internet connection that allows browsing speed at

above 256kbps. There are a few broadband access which are available in Malaysia;

mobile broadband, Digital Subscriber Line, Fibre optic, wireless broadband, satellite

broadband and WiMAX. The increasing demand and government intent on turning

Malaysia into an international hub of IT has bring in more competitors into the market. In

2009, 4 3G player, four WiMAX operator and Fibre Optic to house in HSBB project to

boost the market penetration

TM introduces first broadband service, Streamyx in year 2001 which used Digital

Subscriber Line (DSL) which allows digital data transmission over the wires of telephone

network. Due to TM near monopoly of the nation’s last mile connection, Streamyx is

now the largest broadband provider in country as it has 100% nationwide coverage. This

retail business has a customer base of 1.6 million users which penetrate 75% of the

market.

It offer package that range from RM20 to RM268 for package up to 4mbps speed for

residential user and package that range from RM 148 to RM 1688 for corporate user. It

possessed strength in sense of stability and speed as it used telephone line for connection

and it marketing for unlimited bandwidth.




11

Celcom Mobile Broadband

Celcom was the first to launched 3G service in the nation in 2005 and later upgraded it

to 3.5G (HSDPA) service. Mobile broadband enable consumer to connect their computer

to internet via mobile tower.

Celcom has the widest mobile broadband coverage in the country, covering 71% of

populated area as well as being largest mobile broadband provider with more than

270,000 subscribers as end of February 2009.

It offer package with 128kbps up to 3.6mbs ranging from RM 38- RM 119. It has

targeted on the mass market consumer/ home user instead of business and corporate. The

strength of mobile broadband is the convenience of surfing net anywhere and anytime.

But however the connections are only stable if the computer is within area with strong

mobile connection and it bandwidth is limited to 5Gb by Fair Usage Policy.




12

P1 WiMAX

Green Packet Bhd had launched P1 WiMAX in August 2008 after being rewarded a

license from Malaysia Communications and Multimedia Commissions(MCMC) to

provide wireless broadband service using WiMAX(Worldwide Interoperability for

Microwave Access) technology.

P1 WiMAX had position itself as the 4G technology which is superior to current 3G

service. They uses aggressive advertising and promoting strategy to build their brand

name and to boost their market share. P1 WiMAX had more than 80000 subscribers in its

first twelve months of operation with only 30% coverage area in Malaysia.

The pricing for its package for speed range from 400kbps up to 2.4mbps starts from

RM49 –RM199. It is also has usage limit cap of 5Gb to 40Gb. It had recently offer the

fastest broadband,P1 WiMAX portable broadband WIGGY of speed up to 10mbps




13

Customer Analysis

TM’s major retail businesses are voice services and internet broadband service. The fixed

line sector and the internet broadband Streamyx is primarily targeted on residential

customer, small, medium and large business industry.

Voice services customers is the strategic customers of TM as it remains the key revenue

generator for all these years. In year 2008, voice services’ contribution is a significant

52% of the firm’s income. TM offers more price competitive voice packages in order to

sustain a stable fixed line customer base and to remain leader in fixed line sector.

TM’s ultimate customers are residential and corporate users. Streamyx is mostly

beneficial to residential customer with heavy internet usage that requires high speed

internet. Besides this, large businesses do benefit as well. Large businesses require

internet access with high business grade service to support mission critical applications

like e-commerce, net-meetings, streaming audio/video, portal service, web hosting and

access to the company LAN for telecommuting employees, extranet for valued customers

and business partners.




14

Market segmentation

The aim of segmentation is to identify groups of customers who share similar needs.

There are several traditional approach uses to segmenting customer based on customer

profiles which consists of geographic, psychographic, demographic and buyer behavior

information.

The base of segmentation used for Streamyx and fixed line is buyer behavior variable.

Streamyx packages are tailored to capture different needs of the customers based on their

financial ability. Casual users can opt for the lower priced packages with speeds

sufficient to their needs while a corporate user which requires zero tolerant failure

packages can opt for the corporate packages which can satisfy their needs.

One of the behavior of customer is the demand for reliable internet access. Wired internet

access is much more reliable than wireless access because of less service disruption faced.

Therefore TM targets this segment by introducing DSL internet access.




15

Background of TM

TM has been established as the Telecommunication Department of Malaya in 1946 and

since consistently introducing latest technologies to Malaysia in telecommunication

industry. In 1987 it went into privatization, forming Syarikat Telekom Malaysia Berhad

and listed on the Bursa securities in 1990. In 2005, it had been rebranded and TM is

adopted as the new brand.

Over the years, TM has evolved to become the largest integrated communication solution

provider in Malaysia and one of Asia’s leading telecommunication company. TM’s core

business are in retail, wholesale and global business. In 2007, to ensure focus and to

maximize shareholder value, TM demerge it entities. Completed in April 2008, demerge

exercise had resulted 2 leading communication companies, TM which focuses in national

fixed line services and broadband and TM International Berhad (TMI) which focuses in

regional mobile services.




16

Resource Based View (RBV)

Resource Based View (RBV) is a method of analyzing and identifying a firm’s strategic

advantages based on examining its distinct combination of assets, skills, capabilities and

intangibles. Each firm must be able to develop core competences and unique resources

that make the firm enable to be competed with others and to survive in the industry.

TM’s core competences are knowledge and experiences in developing

telecommunication services. TM’s 63 years history reflects its wealth of experiences in

this industry. These abundant experiences and knowledge enables TM to be virtually a

monopolist in the industry. Due to this, TM is able to develop trustworthy relationships

with investors, cooperation and consumers. For example, in year 2001, TM became a

major partner in the launch of the state-of-the-art submarine cable Asia Pacific Cable

Network 2 (APCN2).

Other than this, TM is the market leader. TM has a very strong base of customers. Unlike

other country, Malaysia has passed little legislation for the unbundling of last mile

connections. The Malaysian Communications and Multimedia Commission (MCMC)

have made limited concessions towards unbundling of last-mile connections. Therefore,

despite the competition in the industry, TM managed to retain price for Streamyx till date.

Besides that, unique resources are also crucial resources that critically underpin

competitive advantages and cannot be imitated or obtained by others. TM Net has

consistently introduces the latest technology to Malaysia such as earth satellite dish

station that effectively provide telecommunication solution, submarine cables that enable

connectivity with other countries, TM Net will replace the copper lines with fiber optic

cable which can transmit data at much better quality and higher speeds. Due to this,

consumers has benefited from greater access to communication tools.

http://en.wikipedia.org/wiki/Local_loop_unbundling�



http://en.wikipedia.org/wiki/Malaysian_Communications_and_Multimedia_Commission�




17

Employees are considered as TM’s greatest asset, and several initiatives have been put in

place to inspire, motivate and further develop staff so as to enhance their level of

satisfaction and, hence, productivity. Today, TM has 23,600 dedicated employees across

the nation and offers a comprehensive range of services and solutions in broadband, data

and fixed line. To provide a better service to the customers, TM sets a very high standard

of performance measurement in choosing their employees. This helps to identify the high

performers and TM will further expedite their potential in providing more incentives

training to their employees. Senior executives are sent for advanced courses to equip

them with more skills and understanding to this challenging industry.




18

Value Chain Analysis

Value chain analysis attempts to understand how a business creates customer value by

examining the contributions of different activities within the business to that value. TM in

telecommunication industry value-added services are bringing reliable, speed and more

coverage area voice services and broadband to the customer.

Primary Activities

Primary activities are those involved in physical creation of the product , marketing and

transfer to buyer, and after sale support.

Inbound logistics

Provide unparalleled telecommunications infrastructure throughout the country by

providing numerous Malaysian domestic submarine cable system(MDSCS), Fibre-optic

network throughout Peninsular Malaysia, building cable landing station and launch

satellite. These infrastructures enable TM to offer a comprehensive range of bandwidth

services.

Operation

TM builds earth station to transmit and receive radio waves to establish

telecommunication links for voice services. TM also provides last-mile bundling which is

to connect the copper cable to each premise.

Outbound logistics-

Set up TM Point as a one-stop center at which customer can check and apply for new

services, or customer cal also opt to apply at TM Online.

Marketing and sales

TM offers different packages for its products and services to suit all customers’ need. The

firm organize nationwide events such as Karnival TM and Streamyx Carnival to create

awareness, promote and sell TM product and services.




19

Service

TM provide technical team for products installation, maintenance and repair, and

technical assistance to buyers. TM launched Single Number Access(SNA) service-100

for inquiries about products and services, fault reporting, payments, billing and to speak

to a customer representative. TM set objective, First Call Resolution (FCR) on it

Customer Service Department, meaning being able to solve customers’ complaints

without them having to make more than one call

Through the primary activities, customer values are added as the firm differentiates itself

by providing wired internet connectivity to the customers and so it had 100% nationwide

coverage. It enables customer to enjoy reliable and stable telecommunication from

anywhere in Malaysia. TM objective of FCR creates customer value by solving their

problems efficiently.

Supporting Activities

General Administration

Telekom Malaysia Bhd (TM) abides by the Malaysian Code on Corporate Governance

and the Green Book on GLC High Performance. These collective measures helps to

ensure that TM’s internal controls on the management are in place so as to facilitate in

efficiency and transparency of the corporation. The overall performance of the Board is

evaluated annually.

Human Resource Management

Telekom Malaysia Berhad (TM) gives priority to knowledge-based workers. As most of

the firm is computerized, TM requires the expertise of skilled workers to handle the

technical challenges of the operation. TM retains talent in its firm by constantly

improving the skills of its workers through the education ‘arm’ of TM. In line with the




20

company’s “One Company Mindset”, the firm prepares their workers with sufficient

knowledge in line with the upcoming rollout of HSBB.

Research, Technology, and Systems Development

Telekom Malaysia Berhad (TM) stays ahead of others by having a lead in technology

advancements. The lead is achieved by having a research and development ‘arm’ of the

group, Telekom Malaysia Research & Development (TM R&D). TM R&D has

developed its solution of Fiber-to-the-home (FTTH) technology which will be

implemented in HSBB project.

Procurement

The raw materials sourced must be of high quality and built up to the standard that is

required by Telekom Malaysia (TM) in order for the materials to be reliable for large

scale deployment over the whole country. 80% of TM’s fiber optics requirements are

sourced from Opcom Holdings Bhd (OHB), a company which specializes in fiber optics

cable manufacturing.

The supporting activities assist the firm as a whole by providing infrastructure or inputs

that allow primary activities to take place on ongoing basis. Customer value are added in

these activities as the customer’s needs are met quickly, ability of TM to distinguish its

products from others, the firm’s emphasis on quality materials procured and the good

team of management to oversee the planning of cost for product.




21

SWOT Analysis

Strength

Telekom Malaysia(TM) Berhad is the largest telecommunications company in Malaysia.

It was incorporated in 1984 and has a good background. In Malaysia, TM has built a

strong brand because almost every Malaysian knows about TM.

TM Net, a subsidiary of TM, is Malaysia’s largest internet service provider. TM’s

ownership of the nation’s last mile connections restricts competition to densely populated

areas in major cities. Since there is no local loop unbundling, TM Net enjoys a virtual

monopoly of the broadband market.

TM is also a government linked company which may give it the benefit of priority in

project tenders and also make it easier to get licenses for new technologies. The

performance of TM over the years has been recognized by the many awards it has won.

The demerging of TM into two separate entities with distinct business strategies and

aspirations has led to an internal restructuring of the group. Despite the demerger

activities, TM’s existing internal controls are deemed to be sufficient and functioning

effectively. Furthermore, TM has a formal organization structure with clearly defined

lines of responsibility and accountability, aligned to business and operations requirements.

TM has also adopted international best practices on Corporate Governance.




22

Weakness

The main issue of TM which you can find easily by asking anyone in Malaysia is the

slow speeds and the general lack of reliability of connections provided. The instability of

internet services provided by TM Net has made a huge dent in its reputation. TM should

fix this matter as soon as possible to recover its reputation.

Furthermore, TM’s customer services are poor due to its inefficiency. Even after several

times of complaints, the workers don’t seem to fix the problem. The customer services

staffs and technical staffs should be trained to be efficient and effective.

TM has a debt equity ratio of 0.7 which mean it is highly financed by debt. This is not

good because debt financing consists of high interest costs and it may hinder the

company's growth and introduce cash flow or liquidity risks to the company.

As such a large organization nationwide, spread across many regions, there is a risk that

TM might lean towards bureaucracy to maintain control. However, a tall power structure

might lead to slow implementation of firm wide projects or adaptation to change. Given

the dynamic nature of the broadband market currently, this weakness might even be

compounded.




23

Strategies Issue

TM had implemented Supplier Relationship Management System (SRM) which is to

improve the relationship with the suppliers. However, there are still some risks between

TM and its fiber optic supplier, OPCOM Holding Berhad (OHB). OHB was TM’s main

supplier in fiber optic cable. Almost 80% of TM’s fiber optic cable was supplied by OHB.

Therefore, it is important for TM to remain a good relationship with OHB, or else the

switching cost of changing supplier will be high. To reduce the risk, TM can reduce the

cable volume supplied by OHB by negotiate with other supplier to get cheaper price.

The implement of development of HSBB has proved that TM is at the advanced in the

industry. However, TM should always aware of the competitors because they might have

such technology in one day. Therefore, TM should always sustain its technologies in

advance to remain its competitive advantages.

Although TM’s mission is to strive towards customer service excellence and operational

efficiency but it doesn’t seem that TM’s customer service provides good services for the

customers. Customer’s complaints always being delay and didn’t solve efficiently.

Therefore, it is very important for TM to train quality staff and improve the services

provided. Furthermore, it is also important to let the customers understand that Streamyx

subscribers should receive at least 70% of the subscribed speed most of the time. If these

are not done, TM may suffer huge impact in its reputation.




24

Appendices

Appendix-1

SWOT Analysis

Strength Weakness • TM is the largest

telecommunication in Malaysia • Good history background • Strong brand name • TM Net is the largest internet

service provider in Malaysia • No Local Loop Unbundling, enjoy

virtual monopoly of the broadband market

• TM is government linked company • Won many awards • More focus after demerger • Best practices on Corporate

Governance • Formal organization structure

• Instability of internet services provided

• Poor quality of customer services • Inefficient staff • High debt equity ratio • Hard to react to quick changes in

the market due to its structure size.

Opportunity Threat • Development of HSBB • High demands by the consumers • Mobile Number Portability allows

one to garner more market share • Constant growth of

telecommunication market • Foreign players are not treated

equally as local players

• Economy contraction causes purchasing power to drop

• Society’s pessimistic attitude towards firms in industry

• Unable to tap into WIMAX market • Wireless telecommunication

providers hold large portion of market share




25

Appendix-2 TM Records Lower Q1 Pre-Tax Profit Of RM91.322 Mln KUALA LUMPUR, May 21 (Bernama) -- Telekom Malaysia Bhd (TM) recorded a lower pre-tax profit of RM91.322 million for the first quarter ended March 31, 2009, compared with RM109.248 million in the corresponding quarter of last year. Its revenue, however, rose by five percent to RM2.105 billion from RN2.006 billion previously. In a statement here Thursday, the company attributed the growth to non-voice products and services. Internet, data, leased and other telecommunication related services combined to contribute 50.9 percent of the group's total revenue for the quarter. TM also maintained its leadership position in the broadband market and continued to sustain the momentum with a strong year-on-year customer growth of 24.9 percent over the last 12 months ending March 2009. Its Streamyx customer base grew to 1.333 million (excluding Hotspot customers) as compared to 1.067 million as at end-March last year. "We are pleased to note that we have been able to continue improving our efficiency. Our strong focus on cost optimisation and capital expenditure efficiency has helped us keep our cost management on track," said its group chief executive officer, Datuk Zamzamzairani Mohd Isa. He said moving forward, growth in broadband is expected to remain strong as the household penetration rate had only surpassed 21.1 percent in fourth quarter of last year. The introduction of new wireless broadband technologies such as HSDPA (High Speed Downlink Packet Access) and WiMAX (Worldwide interoperability for Microwave Access) is expected to increase the demand for broadband, he said. In anticipation of this, Zamzamzairani said TM has embarked on various initiatives to improve its broadband customer service and service offerings such as the introduction of Streamyx Combo Goes Mobile and Steamyx value added packages. On the High Speed Broadband (HSBB) project, TM is executing the project as planned. In April, the wholesale service of HSBB (Transmission) was made available to access seekers through published terms and conditions in the company's website. TM secured its first wholesale HSBB customer with the signing of a Wholesale Ethernet Service Agreement with Wi-Net Technology Sdn Bhd on Wednesday.




26

With this agreement, TM will be the key service provider to Wi-Net in the setting up of its network and coverage for the delivery of wireless broadband access services to end users. Wi-Net will leverage on TM's existing Wholesale Ethernet service and HSBB network. -- BERNAMA

(Sources: http://www.bernama.com/bernama/v5/newsbusiness.php?id=412749 )

http://www.bernama.com/bernama/v5/newsbusiness.php?id=412749�




27

Appendix-3 SPEEDING UP BROADBAND The biggest challenge for broadband is in the speed of building and satisfying users’ demand. IDA Ayu needs to download large files from the Internet and transfer them between her house and workplace frequently. To do that, she needs high-speed Internet access or in other words, broadband connection. But, she had to wait a good two years to get Streamyx into her house in Glenmarie, Shah Alam. The thing with fixed broadband (as opposed to wireless) in the country is that the choice is limited. There are five players that offer the service – TM Net, Time dotCom, Maxis Communications Bhd, Jaring (all four nationwide) and PenangFON (only in Penang).




28

On the other hand, Vicknesh Arumugan of Subang Jaya and Abu Bakar Zainal of Kuala Lumpur were less fussy. All they wanted was access at affordable rates but they too had to wait a while. A month ago, when Packet One launched its wireless coverage in these areas, they grabbed the offer, which was far too good to miss. For RM49 a month, Vicknesh gets a bandwidth speed of 400kilobits per second (kbps). He is now a satisfied customer. So is Abu: “The speed is excellent. I’m happy.” Clearly, there is a massive under-served market right smack in the Klang Valley craving for affordable and decent broadband coverage. For those who have tapped into the network, there is no end to their grouses – snail’s speed due to lack of coverage, frequent disconnection and breakdowns. As it stands now, the broadband speed in the country, regardless of operator, does not exceed 4Mbps (megabits per second) for retail users or in more imaginable terms, almost a whole night to download a movie. Pricing is another major beef. Many cannot afford the fixed broadband packages, which explains why over 2,000 people snapped up Packet One’s attractive offer on the very first month of its launch. “Many subscribers were first-time users and on dial-up. The demand for broadband is out there. The biggest challenge is how fast can we build and satisfy that demand,’’ says Packet One chief executive officer Michael Lai. A major dampener is also the basic affordability (or lack of it ) of computers. Time dotCom Bhd chief executive officer Afzal Abdul Rahim says it all boils down to three factors – cost, speed and quality – to drive broadband penetration.




29

But that’s easier said than done, given the fragmented nature of the Malaysian market and as correctly pointed out by a recent Malaysia Information Technology Report 1Q09: “Malaysia’s IT market is distinguished by a marked digital divide, which really makes for two separate markets. In the Klang Valley, around the capital Kuala Lumpur, a mature urban population surpasses even some developed nations in terms of IT adoption on some indicators. “Outside this metropolitan area, around 20 million people still lack access to basic information and communication infrastructure,’’ it said. Against that backdrop, the Government’s aspiration for a 50% broadband penetration in Malaysia by end-2010 may be far too ambitious as it has a long way more to go in a short time to boost it from the current 21%. High-speed Internet access is highest in the workplace while that of households stands at a just 7%. “It should not be about numbers, anyone can dress up the numbers. Consumers are not getting enough speed and volume and there is over-charging in the marketplace,’’ DiGi.Com Bhd chief executive officer Johan Dennelind said. Broadening access In comparison, Singapore has become the world’s most wired nation with an enviable household broadband penetration of 99.9%. It speaks volumes about the republic’s competitiveness. Some attribute the high penetration to the republic’s relative small size but it’s hard to dismiss the political will and effective execution that has brought Singapore to that level.




30

Other powerhouses with impressive household broadband penetration are South Korea (93%), Hong Kong (83.8%) and Taiwan (76.8%). Noteworthy is that back in 1996, when the Multimedia Super Corridor was first conceptualised, Malaysia was at par with South Korea and Taiwan in terms of broadband penetration rates. Today, we are miles behind in terms of broadband penetration while these countries have steadily forged ahead. Why was Malaysia so slow in opening up its market and moving to next-generation networks? Lest we forget, information and communication technology (ICT) can be a major contributor to a country’s economic prosperity. “I do not think we (Malaysia) are behind in terms of broadband. How many countries are better than Singapore (in that regard)?,’’ contends Telekom Malaysia Bhd (TM) HSBB (high-speed broadband) programme director Ahmad Azhar Yahya. Last year, Malaysia decided to move up the value chain by announcing the multi-billion ringgit HSBB project. TM is the key player in fixed broadband. (HSBB is about bigger bandwidth and speed.) TM will invest RM8.9bil and the government will fork out RM2.4bil to roll out 1.3 million lines in the Klang Valley, Iskandar Malaysia (specifically Nusajaya) and other key industrial spots in the country. The HSBB project spans 10 years and involves adding high-speed fibre to the core network, laying fibre from the curb to your house in selected areas and increasing the number of passages for the international connectivity. Undoubtedly, HSBB will have a profound positive effect on businesses, academic institutions and the general populace as it represents a core infrastructure in daily life, involving one’s ability to tele-work, operate the business from home, interact with family and friends, receive high-quality entertainment such as video-on-demand or IPTV (internet protocol TV), interface with government or manage the family’s health and household activities. Indeed, it is an exciting proposition for those craving for fast Web access and data transmission. HSBB involves a speed starting from 10Mbps up to and over 100Mbps. Again, in more imaginable terms, with 10Mbps, it could take only 15 minutes to download a movie. Industry woes Broadband will be the future battleground and not voice. There has been a robust shift from voice to data transmission over the years which is expected to intensify. For operators, the gold mine is data. Still, there are challenges to overcome for broadband access to be significantly widened from its current base of two million subscribers.




31

One has much to do with the lack of competition in the industry. Competition, as we all know it, is the hallmark of better pricing and quality (speed and coverage) as it provides consumers with choices. Unfortunately, there is very little of that currently. TM’s Ahmad begs to differ: “There is enough competition and healthy competition. (But) we do not want to slash prices.’’ TM holds a near-monopoly for Internet services in Malaysia largely because almost all the last-mile connections (the line that links from the curb to your house) is owned by TM. About 96% of the fibre in the country is owned by TM and the remaining by Time dotCom Bhd, Maxis Communications and some other players. Most operators have to rely on TM’s core network to offer services. Some industry players lament that the wholesale rates for access offered by TM are not “fair and equitable’’. TM’s retail unit, TM Retail, offers Streamyx. TM has 1.6 million users of whom 1.3 million are Streamyx users. In addition, the players need to move traffic in and out of the country but that’s hard to do as the bulk of landing sites are controlled by TM. On the other hand, in Singapore, the landing sites are opened up where players compete by offering competitive pricing. This has led to another problem: A pricing mismatch. “TM’s wholesale pricing is much more expensive than its retail price. That means it is at a price advantage and we, the other players, are at a disadvantage,’’ says Intelligent Edge chief executive officer Anil Chet Karamsingh. Another industry player echoes the sentiment. “We cannot match the pricing that TM Streamyx offers in the marketplace as it has the advantage over access pricing while we, the other players, have to pay high rates for using TM’s wholesale services to roll out our services.’’ Packet One’s Lai says: “If the wholesale cost is higher, how can last-mile players compete with TM’s retail business? Energy, Water and Communications Minister Datuk Shaziman Abu Mansor could not be reached for comment for this article. REDtone International Bhd group chief executive officer Zainal Amanshan says even though the wholesale pricing is better than TM’s previous rates, it remains on the high side. He points out that the cost in Sabah and Sarawak is three times higher than in Peninsular Malaysia for IP transit and Metro connect cost. Because of that, an observer says the unfair advantage that TM has in terms of pricing as well as the high base cost for players could be stifling competition in Malaysia’s broadband segment. That pretty much explains why 14 out of the 52 licence holders in the country are not offering services.




32

REDtone group managing director Wei Chuan Beng says the regulator should take its whip out and re-look this issue which is curbing competition in the marketplace. Jaring CEO Dr Mohamed Awang Lah points out that if not for competition in the cellular phone segment, consumers would not be paying such low rates for text messages (SMS) or even voice calls. Competition, he says, has driven mobile penetration rates to 94% from 10% some 12 years ago. In its defence, TM’s Ahmad replies: “We are governed by the Communications and Multimedia Act. You cannot say our retail unit has special privileges. It is hard to comment if someone says it is unfair (pricing). Our pricing is based on volume and distance.” HSBB: Awaiting pricing details In three months, a portion of HSBB will be opened up to the players. The terms of usage has just been released but pricing for access is due out next month. There is some anxiety among industry players that they may be left behind if the rules are far too stringent or pricing, far too high. TM, however, has stressed countless times that it will be an open access network but that the operators need to value-add as opposed to simply re-selling bandwidth. That’s tricky because a lot of the Applications Service Providers (ASPs) are merely re-sellers and they may be out of business unless they are willing to upgrade themselves. TM’s Ahmad reiterates: “HSBB will be made available to all service providers via transmission, access and connectivity. “At the end of the day, we have engaged the service providers, and they have not raised any questions.” Based on interviews with several key players, StarBizWeek has compiled their suggestions into a list, or a wish list, if you like. They are calling for: 1. Fair and equitable pricing structure to ride on the HSBB network. No favouritism to TM’s own unit, TM Net. 2. One flat price for wholesale product offering regardless of volume and distance. Prices should be published so all operators know how much they pay for services. All deals should be at arm’s length. 3. TM Wholesale and TM Retail to be split. TM Wholesale, which will own the core HSBB network, should operate as an independent company to ensure fair competition. (Britain took a bold step years ago to deregulate the wholesale price BT can charge for fibre, so long as it did not favour its own brand of Internet service. Japan faced a similar problem after several years where regulation forced NTT, the incumbent phone company, to sell access of its lines to rival Internet providers at low prices.)




33

4. Open up and introduce landing sites to foreign carriers as done by Singapore. This will create redundancies that is needed so that the frequent breakdown of traffic to the United States and Europe can be avoided as 90% of the data traffic goes to United States to sites such as YouTube, MySpace, etc. If all these fail, the players say the Government should support the build-up of a second network, an independent one which offers core infrastructure and not compete on services. In this regard, Time dotCom is the de facto second fixed network operator but it will need funding to beef up its network. Industry players say the Government can enter a private/public partnership to invest in the network. Time dotCom, or even Maxis, has to then operate as a network provider and cannot offer retail services like TM Net. 5. Another alternative to set up a consortium that buys network space and leases it to all players, which does away with directly dealing with TM. That way, they say, there can be bulk buying and, hopefully, the pricing will be more competitive. For this to happen, all players need to be united. 6. There is a critical need for strict and strong enforcement and a review of regulations so that there is a level playing field. The regulator should use its whip and impose fines on those operators that delay broadband penetration growth. Way forward Governments across the globe are investing in private/public partnership to ensure that they remain competitive in the marketplace. It is hard to deny that TM has the financial power to build the HSBB and it, too, needs to protect its investments. But with an adequate second network, players will have choices that will drive the much-needed competition in the marketplace. “If a country like Singapore can have three networks, there is plenty room for a second network in this country,” says Jaring boss Dr Mohamed. What matters in BROADBAND? 1. Malaysia defines broadband at speeds above 256 Kbps (kilobits per second) whereas that for South Korea and Japan is 512Kbps.




34

2. Malaysia is building a high speed broadband network with speeds from 10Mbps to 100Mbps (megabits per second) for RM11.3bil 3. Digital technology has a capability of combining and transporting multiple forms of communications media, including audio, text, data, music, video and other formats. The physical pathway can use one or more transmission media, such as copper/coaxial wire, optical fiber, digital broadcast, satellite or radio spectrum. NARROWBAND It is a low-capacity communications circuit/path with usual speed of 56Kbps or less. DIALUP A voice line up to 56K used for access to a computer or the Internet via a modem. MEASURE OF DATA TRANSFER SPEED: 1. Kbps (Kilobits per second) - used as a rating of relatively slow transmission speed . (One Kbps is 1,000 bits per second.) 2. Mbps - stands for millions of bits per second or megabits per second and is a measure of bandwidth (the total information flow over a given time) on a telecommunications medium. (A megabit is a million bits.) 3. Gbps - gigabits per second is used for transmission speeds in a network or in internal circuits. (1,000,000,000 bits per second). 3G 3G is a third-generation wireless broadband cellular network offering simultaneous delivery of voice and data. 3G network uses HSDPA/UMTS (High Speed Downlink Packet Access/Universal Mobile Telephone System) technology. 3G spectrum holders in Malaysia are Celcom (M) Bhd, DiGi.Com Bhd, Maxis Communications Bhd and U Mobile Sdn Bhd. WiMAX (Worldwide Interoperability for Microwave Access) WiMAX™ based on IEEE 802.16 standard, it enables delivery of wireless broadband services anytime, anywhere. WiMAX products can accommodate fixed and mobile usage models. WiMAX players: Asiaspace, REDtone, YTL E-Solutions, and Packet One.




35

BEST EFFORT In a best effort network all users obtain best effort service, meaning that they obtain unspecified variable bit rate and delivery time, depending on the current traffic load. BROADBAND PENETRATION It is the national total of connections (or subscribers) divided by the population and multiplied by 100. Malaysia’s household broadband penetration rate is 7% and internet penetration is 21%.

( Sources : http://biz.thestar.com.my/news/story.asp?file=/2009/3/21/business/3497587&sec=business )

http://biz.thestar.com.my/news/story.asp?file=/2009/3/21/business/3497587&sec=business�

http://biz.thestar.com.my/news/story.asp?file=/2009/3/21/business/3497587&sec=business�




36

Appendix-4




37




38




39




40

Appendix-5

Monthly Rates

Broadband Service

Type Subscribers Home Biz Comments

TMnet Streamyx

Wired 1,600,000 RM20 – RM268

RM148-RM1688

Currently has the most users. More information:

Jaring Broadband Wired/Wireless

Wired/Wireless 270,000 RM79-RM99

RM139- RM199

Limited coverage areas.

P1 WiMAX Wireless 80,000 RM49-RM199

RM149-RM7700

4G technology. 30% coverage.

Time Broadband

Various 1,300 RM69-RM299

RM238-RM1199

Service satisfactory in limited areas that are

http://www.tm.net.my/tmnet2006/contents/products-services/products.cfm?prodID=50&type=1�



http://forum.mypdacafe.com/viewforum.php?f=6�




http://www.jaring.my/�





http://timebroadband.time.net.my/�






41

covered. Many different packages available.

Airzed WiMax

Wireless 100 RM188-RM288

RM288- RM468

Currently rolling out in stages, website lists as coming soon.

DiGi Mobile Broadband

Wireless Unavailable RM99 - RM149

RM99 - RM149

Coverage is quite wide due to utilization of existing EDGE mobile network. More information:

Maxis Wireless Broadband

Wirelesss Unavailable RM79-RM199

RM199

Somewhat limited coverage. See discussion at

http://www.airzed.com/wimax/wm_abt_why.aspx�



http://www.digi.com.my/mobile/mobilebroadband/�



http://en.wikipedia.org/wiki/DiGi�

http://en.wikipedia.org/wiki/DiGi�

http://www.maxis.com.my/business/lmc/data/wireless/index.asp�








42

USJ.com.my Bandwidth capping, not P2P friendly.

Maxis 3G

3G Unavailable RM120-RM149

RM120-RM149

Maxis vs. Celcom 3G coverage commentary available at MyPDACafe. More information:

Celcom 3G

3G Unavailable RM99-RM120

RM99-RM120

Widest 3G coverage so far. Maxis vs. Celcom 3G coverage commentary available at MyPdaCafe More information:

http://www.usj.com.my/bulletin/upload/archive/index.php/t-10884.html�

http://www.usj.com.my/bulletin/upload/archive/index.php/t-10884.html�

http://www.maxis.com.my/business/LMC/data/3gintro.asp�

http://www.maxis.com.my/business/LMC/data/3gintro.asp�

http://forum.mypdacafe.com/viewtopic.php?t=4199&start=60�

http://202.190.116.40/Celcom3g/�

http://202.190.116.40/Celcom3g/�

http://forum.mypdacafe.com/viewtopic.php?t=4199&start=60�




43

Smart Ku-Band

Satellite Unavailable RM150-RM888

RM350-RM888

Uses satellite dish receiver similiar to Astro, but bigger. Expensive. Competes with Streamyx in Sabah/Sarawak and low population density areas in Malaysia.

Smart C-Band

Satellite Unavailable - RM998-RM???

Uses satellite dish receiver similiar to Astro, but bigger. Expensive. Competes with Streamyx in Sabah/Sarawak and low population density

http://www.smartmalaysia.com/�



http://www.smartmalaysia.com/smart_v2/service_k_band_price.php�




http://www.smartmalaysia.com/smart_v2/service_c_band_intro.php�



http://www.smartmalaysia.com/smart_v2/service_c_band_price.php�

http://www.smartmalaysia.com/smart_v2/service_c_band_price.php�




44

areas in Malaysia.

EB Technologies MyWave24

Radio/Wireless Unavailable RM30- RM100

RM30- RM100

Billed by hour using prepaid cards - this is a hotspot service, not a residential one.

EB Technologies Residential / Commercial

Wireless/Wired 1000+ [ref]

RM18- RM99 (No longer accepting new signups)

RM128-RM1288

Package structure is confusing. From what I can tell, they offer both Wireless and Wired versions of their service.

PenangFon

Wired Unavailable RM60 RM150- RM900

Seems like a good service, but its Penang only.

AtlasOne Wireless Unavailable RM90 RM390

Limited coverage area.

http://eb.net.my/index.php?option=com_wrapper&Itemid=265�








http://eb.net.my/index.php?option=com_content&task=view&id=65&Itemid=140�





http://www.redesignmalaysia.com/isp#eb�





http://www.penangfon.com/�

http://www.penangfon.com/pricing.html�



http://www.atlasone.com/�

http://www.atlasone.net/productsServices-2.5.html�

http://www.atlasone.net/productsServices-2.5.html�

http://www.atlasone.net/coverage.html�

http://www.atlasone.net/coverage.html�




45

MyKris

Wireless Unavailable RM48- RM88

Unavailable

Official website is quite useless, hard to use and doesn’t have information about the service. Price was gotten from an e-mail from a customer service rep.

More information at this forum discussion. Service quality debatable - comments are either saying its very good or very bad.

ZapZone Wireless Unavailable RM40 RM40

Extremely limited coverage - Only 20

http://www.mykris.net/�

http://www.mykris.net/�

http://www.dslreports.com/forum/remark,14499929�




http://www.zapzone.com.my/�

http://www.zapzone.com.my/�

http://www.zapzone.com.my/splan.php�

http://www.zapzone.com.my/splan.php�




46

locations throughout Malaysia.

GoLightSpeed

Wireless Unavailable RM40- RM85

RM150- RM250

Available in limited areas. Seems to be in pre-registration mode.

IM Wirefree Broadband

Wireless Unavailable RM75 RM75

Coverage available in Klang Valley. PC Card costs RM1000.

http://www.golightspeed.com.my/�

http://www.golightspeed.com.my/�

http://www.golightspeed.com.my/packages.htm�




http://www.im.net.my/�







47

Appendix-6

The following submarine cable links contribute to TM’s position as the gateway to Asia:

No. Cables Coverage

1. AAG Asia-American Gateway

Cable System

To Thailand, Singapore,

Brunei, the Philippines,

Vietnam, Hong Kong, Guam,

Hawaii & US mainland

2. APCN2 Asia Pacific Cable

Network 2

To Hong Kong, the Philippines,

Taiwan, China, Korea,

Singapore & Japan

3. CUSCN China United States

Cable Network

To China & US mainland

4. JUSCN Japan United States

Cable Network

To Japan & US mainland




48

5. SEA-ME-WE3

(SMW3)

South East Asia-Middle

East-Western Europe

Cable System 3

To India, the Middle East,

Europe, Singapore, Brunei, the

Philippines, Vietnam, Hong

Kong, China, Korea, Japan,

Indonesia & Australia

6. SEA-ME-WE4

(SMW4)

South East Asia-Middle

East-Western Europe

Cable System 4

To India, the Middle East,

Europe & Singapore

7. DMCS Dumai (Sumatera)

Melaka Cable System

To Dumai, Indonesia

8. SAFE South Africa Far East

Cable System

To India, Africa & Europe

9. WASC Western Africa

Submarine Cable

To India, Africa & Europe

10. SAT-3 South Atlantic-3 Cable To India, Africa &




49

System

Europe

11. BRCS Batam Rengit Cable

System

To Batam, Indonesia




50




51




52




53




54




55




56




57




58




59




60




61




62

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Strategic Analysis of Malaysian Telecommunication Industry

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