KOLEJ MULTIMEDIA

JALAN GURNEY KIRI 54100 KUALA LUMPUR

Diploma in Multimedia (Management)
SEVENTH SEMESTER EXAMINATION, 2011 SESSION DMGA-E-F-1/10

MGT 2053 MANAGEMENT POLICY & STRATEGY SITI ZARAH / KHAIRUN NISA
NOVEMBER 2011 (2 Hours) _____________________________________________________________________ INSTRUCTION TO STUDENT 1. This Examination paper has EIGHT-TEEN (18) printed pages. 2. This question paper consists of FOUR (4) sections. Section Section Section Section A B C D : Answer ALL questions. : Answer ALL questions. : Answer THREE (3) questions only : QUESTION ONE (1) IS COMPULSORY. Answer any ONE (1) of the

following questions. 2. Please write all your answers in the Answer Booklet provided.

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PERATURAN PEPERIKSAAN KOLEJ MULTIMEDIA PENYELEWENGAN AKADEMIK 1. Pelajar tidak boleh melakukan mana-mana penyelewengan di bidang akademik seperti berikut atau sebarang arahan peperiksaan yang dikeluarkan oleh Ketua Pengawas Peperiksaan. Petikan daripada Peraturan Akademik Universiti Malaysia Sarawak para 10.4 : ETIKA AKADEMIK iaitu 10.4.1 Pelajar yang meniru hasil kerja orang lain atau tidak mengiktiraf kerja orang lain (plagiat) untuk tujuan tugasan atau ujian akan dikenakan tindakan tatatertib. Pelajar juga tidak dibenarkan bersubahat dalam peniruan atau penipuan yang dinyatakan dalam para 10.4.1. Pelajar perlu juga mematuhi peraturan lain mengenai penilaian yang dinyatakan secara lisan atau bertulis.

10.4.2

10.4.3

HUKUMAN 1. Sekiranya pelajar didapati telah melakukan pelanggaran mana-mana daripada peraturan peperiksaan ini, setelah dibicara dan sabit kesalahannya, maka Jawatankuasa Disiplin Pelajar boleh mengambil tindakan dari mana-mana satu, atau apa-apa kombinasi yang sesuai dari dua atau lebih hukuman-hukuman berikut:sama ada memberi markah '0' kepada peperiksaan akhir bagi mata pelajaran berkenaan atau memberi markah sifar '0' bagi keseluruhan keputusan peperiksaan mata pelajaran yang berkenaan. (Termasuk kerja kursus); menggantung pengajian pelajar selama tempoh yang difikirkan patut oleh Jawatankuasa Disiplin; dikenakan hukuman atau denda; lain-lain hukuman yang akan ditetapkan oleh Jawatankuasa Disiplin Pelajar Kolej Pelajar yang melanggar peraturan juga boleh diambil tindakan tatatertib mengikut peruntukan yang terdapat dalam Peraturan & Tatatertib Pelajar, MMC,2000.

(a)

(b)

(c) (d) 2.

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SECTION A BAHAGIAN A INSTRUCTION ARAHAN

: : : :

MULTIPLE CHOICE - (20 marks) ANEKA PILIHAN - (20 markah) Answer ALL questions. Jawab SEMUA soalan.

1.

Political legal forces explained on allocate power, provide constraining, protecting laws and regulation. Which statement indicate important variable on political legal? Politik kuasa undang- undang jelas memperuntukan kuasa,memberikan sekatan, mengekang, melindungi undang- undang dan peraturan. Kenyataan manakah menunjukan pembolehubah penting undang- undang politik?

I. II.

Inflation rate/ Kadar inflasi Global warming legislation / Pemanasan undang- undang global

III. Special incentives / Insentif khas IV. Foreign trade regulations / Undang- undang perdagangan asing

A. B. C. D.

I and II / I dan II II, III and IV / II, III dan IV I, II and III/ I, II dan III All of above/ Kesemua di atas

Continued

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2.

According the Carroll, the responsibilities that management are to follow the generally held beliefs about behavior in a society is called Berdasarkan Carroll, tanggungjawab pengurusan mengikut kebiasaannya mempunyai kepercayaan tentang pelakuan dalam masyarakat digelar sebagai

A. B. C. D.

economics responsibilities / tanggungjawab ekonomi ethical responsibilities / tanggungjawab etika legal responsibilities / tanggungjawab perundangan financial responsibilities / tanggungjawab kewangan

3.

_________usually take place in an established competitor market location. _________ kebiasaanya tempat diambil untuk menentukan lokasi pasaran pesaing.

A. B. C. D.

Market location tactic / Taktik lokasi pasaran Offensive tactic / Taktik berlawan Defensive tactic/ Taktik pertahanan Competitor tactic / Taktik pesaing

Continued
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4.

Which of the statement not included in criticism of SWOT analysis? Kenyataan yang manakah tidak terkandung dalam kritikan analisis SWOT?

A.

Uses no weights to reflect priorities/ Menggunakan pemberat untuk memantulkan keutamaan.

B.

Uses ambiguous words and phrases/ Menggunakan perkataan dan frasa yang tidak jelas.

C.

No logical link to strategy implementation / Tiada hubungan logik terhadap pelaksanaan strategi.

D.

Requires multiple level of analysis / Memerlukan tahap analisis berganda.

5.

Below are the explanations for Strategic alliances; Berikut adalah penerangan bagi Strategic Alliances; I. II. Obtained or learn new capabilities/ Mempelajari dan memperolehi kebolehan baru Obtain access to specific markets/ Dapat masuk ke pasaran spesifik

III. Reduce financial risk/ Mengurangkan risiko kewangan IV. Reduce political risk/ Mengurangkan risiko politik.

A. B. C. D.

I and II / I dan II C. II, III and IV / II, III dan IV I, II and III/ I, II dan III All of above/ Kesemua di atas

Continued
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6.

A corporations directional strategy is composed of three general orientations which is Strategi haluan syarikat mengubah tiga orentasi umum iaitu I. II. growth strategies / strategi pertumbuhan stability strategies / strategi kestabilan

III. retrenchment strategies/ strategi penyingkiran IV. merger strategies/ strategi penggabungan

A. I and II / I dan II B. II, III and IV / II, III dan IV C. I, II and III/ I, II dan III D. All of above/ Kesemua di atas

7.

Which statement describe on bankruptcy? Kenyataan manakah yang menerangkan kebankrapan?

A.

Company gives up management of the firm to the courts in return for some settlement of the corporations obligations Syarikat memberikan pengurusan firma itu kepada mahkamah sebagai balasan bagi penyelesaian beberapa kewajipan perbadanan

B.

Prudent strategy for distressed firms with a small number of choices, all of which are problematic Strategi berhemat bagi firma bermasalah dengan sebilangan kecil pilihan, semua yang bermasalah

C.

Management terminates the firm Pengurusan menamatkan firma

D.

Management chooses to convert as many saleable assets as possible to cash. Pengurusan memilih untuk menukar seberapa banyak asset yang boleh dijual sebagai mungkin untuk tunai Continued

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8.

Using this strategy a company able to develop new products for existing markets or develop new products for new markets. Strategi ini digunakan untuk membolehkan syarikat membangunkan produk baru bagi pasaran sedia ada atau membangunkan produk untuk pasaran baru.

A. B. C. D.

Product development strategy/ Strategi pembangunan produk Marketing strategy/ Strategi pemasaran Market saturation strategy/ Strategi pasaran tepu Market penetration strategy/ Strategi tembusan pasaran

9.

Adapt the product or delivery system more closely to buyer needs by learning from the leaders experience is differentiation of research and development strategy. These strategies refer to ______. / Adaptasi produk atau sistem pengedaran dengan lebih

dekat kepada pembeli melalui pengalaman pemimpin merupakan perbezaan ke atas strategi penyelidikan dan pembangunan. Strategi ini dirujuk kepada _______.

A. B. C. D.

technological leadership/ pemimpin teknologi technological follower/ pengikut teknologi open innovation/ inovasi terbuka. All of above/ Kesemua di atas

10.

Growth and product diversification, exploitation of general business opportunities. What stages are able to this strategy? Pertumbuhan dan kepelbagaian produk, eksploitasi bagi peluang perniagaan umum Tahap yang manakah sesuai untuk strategi ini?

A. B. C. D.

Stages I: Simple structure / Tahap I: Struktur mudah Stages II: Functional structure / Tahap II: Struktur fungsian Stages III: Divisional structure/ Tahap III: Struktur kepelbagaian Stages IV: Beyond SBUs / Tahap IV: Unit strategik perniagaan Continued

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11.

Stakeholders is a Pemegang saham adalah A corporations task environment includes smaller number of groups with interest in a business organizations activities / tugas korporat persekitaran termasuk bilangan kumpulan yang kecil berminat dengan aktiviti dalam organisasi perniagaan. B. A corporations task environment includes little number of groups with interest in a business organizations activities / tugas korporat persekitaran termasuk bilangan kumpulan yang sedikit berminat dengan aktiviti organisasi perniagaan. C. A corporations task environment includes larger number of groups with interest in a business organizations activities / tugas persekitaran korporat termasuk bilangan kumpulan yang besar dengan minat dalam aktiviti organisasi perniagaan. D. A corporations task environment includes no number of groups with interest in a business organizations activities / tugas persekitaran korporat termasuk tiada bilangan kumpulan yang minat dengan aktiviti organisasi perniagaan.

A.

12.

One of the reason growth is very attractive strategy is Salah satu sebab pertumbuhan strategik sangat menarik adalah

A.

growth firm based on decreasing market demand / pertumbuhan syarikat berdasarkan penurunan permintaan pasaran.

B.

growth firm based on economics factors / pertumbuhan syarikat berdasarkan faktor-faktor ekonomi

C.

growth firm offer more promotion and interesting jobs / pertumbuhan syarikat menawarkan lebih banyak promosi dan kerja-kerja yang menarik.

D.

growth firm to gain competitive advantage / pertumbuhan syarkat untuk mendapat kebaikan persaingan. Continued

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13.

Below are the risks of the leadership EXPECT Di bawah adalah risiko dalam kepimpinan KECUALI

A. B. C. D.

technology change / perubahan teknologi competitor imitate/ pesaing meniru proximity in differentiation is lost / perbezaan yang dekat hilang demand disappears / permintaan hilang

14.

The purpose of horizontal growth is to Tujuan pertumbuhan horizontal adalah untuk

A.

increase the range of products and services it offers to current market / meningkatkan pelbagai barang dan perkhidmatan yang ditawarkan untuk pasaran semasa.

B.

increase the more of suppliers and distributors / meningkatkan lebih pembekal dan pengagihan.

C.

decrease the number of competitor imitate / menurunkan bilangan persaingan yang meniru.

D.

decrease budget to maintain profit of goods/ menurukan belanjawaan untuk mengekalkan keuntungan barang-barang.

15.

Using the

, a company develop new product for existing market

or develop new product for new market. Menggunakan , syarikat menghasilkan barang baru untuk pasaran yang

sedia ada atau menghasilkan barang baru untuk pasaran baru. A. B. C. D. push strategy product development pull strategy cost development Continued
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16.

It deals with selling, distribution a product and pricing is referred to as Ia berurusan dengan jualan, pengagihan barang-barang dan harga dirujuk sebagai A. B. C. D. financial operation functional marketing kewangan operasian fungsian pemasaran

17.

Job design is Reka bentuk kerja adalah

A.

study of individual task in an attempt to make them more relevant to the company and to the employees / mempelajari tugas-tugas individu untuk mereka mencuba sesuatu yang berkaitan dengan syarikat dan pekerja.

B.

combine task to give a employee more on the types of duties to perform / gabungan tugas untuk member pekerja lebih banyak jenis-jenis tugas yang perlu dilakukan

C.

move employee through several jobs to increase variety/ pekerja / bergerak melalui sesetengah kerja untuk meningkatkan kepelbagaian.

D.

to control more of activities in company / untuk mengawal banyak aktiviti dalam syarikat.

Continued

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18.

According Kohlbergs Level of Moral Development, has three important levels that individual moves from total self-centeredness to universal values. Below the three level of moral development EXPECT : Berdasarkan Kohlbergs Level of Moral Development, terdapat tiga tahap dimana individu bergerak dari total self-centeredness kepada nilai universal. Berikut adalah tahap pembangunan moral KECUALI;

A. B. C. D.

Preconventional level Conventional level Ethics level Principal level

19.

________ usually take place in an established competitor market location. __________ kebiasaanya tempat diambil untuk menentukan lokasi pasaran pesaing.

A. B. C. D.

Market location tactic / Taktik lokasi pasaran Offensive tactic / Taktik berlawan Defensive tactic/ Taktik pertahanan Competitor tactic / Taktik pesaing

20.

The sum total of activities and choices required for the execution of a strategic plan is called Jumlah keseluruhan aktiviti dan pilihan yang memerlukan pelaksanaan pelan strategi dipanggil

A. B. C. D.

planning implementation / pelaksanaan perancangan strategy implementation / pelaksanaan strategi strategy formulation / formulasi strategi strategy assessment / taksiran strategi

Continued
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SECTION B BAHAGIAN B INSTRUCTION ARAHAN

: TRUE (T) OR FALSE (F) - (10 MARKS) : BETUL (B) ATAU SALAH (S) (10 MARKAH) : Answer ALL questions. : Jawab SEMUA soalan.

1.

Evaluation and control is a process in which corporate activities and performance results are monitored so that actual performance can be compared with desired performance. Penilaian dan kawalan adalah satu proses di mana aktiviti-aktiviti korporat dan keputusan prestasi dipantau supaya prestasi sebenar boleh dibandingkan dengan prestasi yang dikehendaki. A vision statement should answer the basic question of what do we want to become? Penyataan visi sepatutnya menjawab kepada persoalan asas seperti apakah yang kita nak capai?

2.

3.

The term corporate governance refers to the relationship among the board of directors, top management and shareholders in determining the direction and performance of the corporation. Istilah tadbir urus korporat merujuk kepada hubungan antara lembaga pengarah, pengurusan atasan dan pemegang saham dalam menentukan hala tuju dan prestasi sesebuah perbadanan.

4.

Environmental scanning is the degree of complexity plus the degree of change existing in an organizations external environment. Imbasan persekitaran adalah merujuk kepada tahap kerumitan dan tahap perubahan yang wujud di dalam persekitaran luar organisasi. Continued

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5.

Corporate culture is the collection of beliefs, expectations, and values learned and shared by a corporations members and transmitted from one generation of employees to another. Budaya korporat adalah himpunan kepercayaan, jangkaan, dan nilai-nilai yang dipelajari dan dikongsi oleh ahli-ahli perbadanan dan disampaikan dari satu generasi pekerja kepada yang lain.

6.

SWOT is an acronym used to describe the particular Strategy, Weaknesses, Opportunities and Technology that are strategic factors for a specific company. SWOT adalah singkatan untuk menerangkan Strategi, Kelemahan, Peluang dan Teknologi yang merupakan faktor-faktor strategik bagi syarikat tertentu.

7.

Growth strategies, stability strategies and retrenchment strategies are general orientations in corporations directional strategy. Strategi perkembangan, strategi keseimbangan dan strategi pengurangan merupakan orientasi umum dalam strategi hala tuju sesebuah perbadanan.

8.

Marketing strategy deals with pricing, selling and distributing a product. Strategi pemasaran melibatkan harga, jualan dan pengagihan produk.

9.

Executive succession is the process of moving people from one job to another. Penggantian berturut-turut eksekutif adalah proses yang memindahkan seseorang dari satu pekerjaan ke pekerjaan yang lain.

10.

Behavior controls focus on resources, such as knowledge, skills, abilities and motives of employees. Kawalan kelakuan fokus kebolehan dan motif pekerja. kepada sumber-sumber seperti pengetahuan, kemahiran,

Continued
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SECTION C BAHAGIAN C INSTRUCTION ARAHAN

: : : :

SHORT QUESTION - (30 marks) SOALAN PENDEK - (30 markah) Answer THREE (3) questions only. Jawab TIGA (3) soalan sahaja.

Question a)

Soalan 1

What is concentric and conglomerate diversification strategy? Apakah yang dimaksudkan dengan strategi pemusatan dan strategi kepelbagaian konglomerat? (4 marks/markah)

b)

List down ANY SIXTH (6) international entry options for horizontal growth. Senaraikan MANA-MANA ENAM (6) pilihan kemasukan antarabangsa bagi pertumbuhan mendatar. (6 marks/markah)

Question a)

Soalan 2

Explain briefly risks of Porters THREE (3) generic strategies. Terangkan dengan ringkas TIGA (3) risiko bagi strategi generik Porter. (6 marks/markah)

b)

Differentiate between the first mover and the late mover in competitive strategy? Bezakan di antara penggerak awal dan penggerak lewat dalam strategi persaingan? (4 marks/markah)

Continued

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Question

Soalan 3

a) Briefly explain the concept of out sourcing and off shoring in the sourcing decision. Terangkan dengan ringkas konsep outsourcing dan offshoring dalam keputusan penyumberan (5 marks/markah)

b)

What are the FIVE (5) major outsourcing errors that should be avoided? Apakah LIMA (5) kesilapan penyumberan yang sepatutnya dielakkan? (5 marks/markah)

Question 4 a) Briefly explain any TWO (2) Principles for reengineering proposed by Michael Hammer. Terangkan dengan ringkas mana-mana DUA (2) prinsip kejuruteraan semula yang dicadangkan oleh Michael Hammer. (4 marks/markah)

b) Why need to develop programmes, budgets and procedures? Mengapakah perlu membangunkan program, bajet dan prosedur? (6 marks/markah)

Continued
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SECTION D BAHAGIAN D INSTRUCTION

: : :

ESSAY QUESTIONS (40 marks) SOALAN ESEI - (40 markah) QUESTION 1 (COMPULSORY) CHOOSE ANY ONE (1) FROM THE FOLLOWING QUESTIONS

ARAHAN

SOALAN SATU (WAJIB) PILIH MANA-MANA SATU (1) DARIPADA SOALAN

BERIKUTNYA.

Question

Soalan 1

CASE STUDY Bank Mergers in Malaysia

The 1997 Asian financial crisis caused a broad decline in the bank equity prices in the global market. It thus had created a new phase in the bank merger wave worldwide. During the crisis, bank mergers were aimed at consolidating mega-banks global reach as large banks began competing to expand globally. This had posed a threat to the financial industry in Malaysia. The Asian financial crisis that struck Malaysia during the period of 1997-1998 further exposed the vulnerabilities of small-sized banking institutions in Malaysia, and underlined the urgent need for these institutions to maintain a high level of capitalization in order to survive in the industry, and overcome any probable future financial crisis. In July 1999, Bank Negara Malaysia (BNM) announced a massive consolidation of fiftyeight financial institutions into six core banking groups. In the following month, a list of six anchor banks was made public. Two months later, due to strong protests BNM revised the merger scheme by allowing domestic banks to choose their own partners and leaders. In the middle of February 2000, BNM identified ten anchor banks as part of the merger scheme. The ten selected anchor banks were Malayan Banking, Bumiputra Commerce Bank, RHB Bank, Public Bank, Arab Malaysian Bank, Hong Leong Bank, Affin Bank, Eon Bank, Southern Bank and Alliance Bank.

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The policy-guided bank merger exercise was a drastic step taken by BNM in the history of Malaysian financial industry. Eighty-two percent of the nations domestic financial institutions were swept away by the 1999 bank merger wave. According to BNM Annual Report 2001, the main objective of the forced bank merger policy was to restructure and recapitalize domestic banks so as to increase their international competitiveness, reduce the number of bankruptcies in the financial system, and strengthen the banks overall financial position as well as to increase the equity value of banks. The main drive behind the consolidation of domestic banks in Malaysia was globalization. During the Asian financial crisis, there was an urgent need to speed up the merger process in the banking sector so as to prepare the domestic banks for increased competition in an intensely competitive global business environment. In this regard, the domestic banks which were involved in the bank merger programme had to undergo a time-consuming process of capital rationalization, staff redeployment and reorganization, relocation of bank branches, optimization of capacity utilization, and consolidation of delivery channels so as to enjoy the benefits of economies of scale, and gain competitive advantage in a challenging, borderless banking environment. Moreover, the increased pressure of liberalization of financial services imposed by the World Trade Organization (WTO) with effect from the year 2003 had also provided a driving force to the drastic domestic bank mergers in Malaysia. Since the incremental implementation of the Financial Sector Master Plan (2001-2010), the financial services sector in Malaysia has been undergoing significant transformation In line with its progressive liberalization schedule. The Plan states that domestic merchant banks, commercial banks, investment banks, and financial companies are encouraged to merge into one single anchor banking group so as to strengthen their capitalization and repositioning in the industry. The aim of the Master Plan is to create diversification in the financial structure and strengthen the Malaysian financial system before allowing the entry of foreign players to compete in a liberalized global banking environment. The Plan is currently in its third phase of implementation.

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In 2007 Malaysia opened up its banking industry to new foreign players in line with the WTO banking sector liberalization programme.

The 1999 bank merger plan was premised on the concept that larger and better capitalized banking sector was more competitive and efficient, and would therefore be financially more viable to meet the challenges of a liberalized global market. In February 2000, BNM outlined the merger processes with the following guidelines: a. The need to structure the mergers in such as way so as to reap the maximum synergy from the merger, and improve the profitability and efficiency of the proposed banking groups; b. The need to ensure minimal disruption in the provision of banking services following the rationalization of branches and employees; c. The need to minimize post-integration costs that may otherwise affect the viability of the merged entity; and d. The need to ensure that each bank group is of sufficient size. In this regard, upon completion of the merger exercise, each banking group was to have a minimum shareholders funds of RM2 billion as an asset base. According to some domestic bankers, mergers and acquisitions are effective only in a banking sector that has too many banks for a small economy like Malaysia. It is beneficial to banks that have a high rate of non-performance loans resulting partly from low efficiency and low effectiveness. The main purpose of a bank merger is to strengthen the capitalization and operations of the merging banks. More importantly, it is aimed at obtaining the benefits of economies of scale in terms of minimal duplication of facilities and operations, optimum capacity utilization, broadening of the scope of operations, reduction of intense competition, reduction of fixed and operational costs, increase of market segments, and better market control. The merging banks will enjoy the benefits of stronger capitalization, higher liquidity, more cash flow for investment funds, more tax savings, strengthening of the balance sheet, enhancement of market share, reduction of competition, gaining of competitive advantages. On the other hand, bank mergers may result in problems of incompatibility of top management in strategy formulating and operations, culture shock experienced by employees of merging banks, increased business complexity and conflicts, cost-saving layoffs resulting from staff

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restructuring, loss of some good organizational values of the merging banks, and reduction of consumer utility.

The impact of the bank merger is not clear as a result of limited research on this issue. However, one very clear observation is that domestic banks started to outsource banking activities. In 2000, banking institutions were given a blanket approval by BNM to outsource noncore functions to third-party resident service providers. For example, Standard Chartered Bank outsourced its call centre operations to Price Solution Sdn Bhd., and Maybank outsourced its Information Technology infrastructure to Computer Science Sdn Bhd. It was reported that the information technology (IT) outsourcing initiatives would contribute to cost savings through internal processes and economies of scale, reduced risks of managing complex IT environment, achieving of world-class IT services comparable with the financial institutions, and expansion of the career opportunities for the IT staff. The key functions outsourced by the banks included positing of statements, office automation maintenance, data centre operations and infrastructure, system maintenance, network operations, ATM cash management, and e-mail operations. The trend towards outsourcing activities allowed financial institutions to embark on specialization into specific product markets. Consequently, instead of a growth in the number of total domestic banks, product specialization had become the main focus of the merged banks, resulting in costsavings, productivity increase, and efficiency upgrading. In this context, a larger customer-base and a stronger capital-base of the merged domestic banks seemed to have strengthened the resilience of the Malaysian banking industry as a whole.

Since the industry-wide bank merger exercises were completed in 2001, not much in-depth research has been done regarding the effects of the merger policy on the productivity of domestic banks. However, some studies conducted on the post-merger Malaysian banks have indicated a gradual increase of productivity and efficiency growth, resulting in a stronger and more resilient financial industry. Recently, a prominent Malaysian domestic banker remarked that the financial sector mergers in Malaysia that took place in 1999, after the 1997 Asian financial crisis, have proven to be effective as demonstrated by the capability and resilience of local banks to deal with the current round of global financial crisis.

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a)

Critically examine FOUR (4) driving forces, either external or internal, that led to the launching of the bank mergers scheme initiated by BNM in 1999. Secara kritikal kenalpasti EMPAT (4) tekanan kuasa,, sama ada luaran atau dalaman yang membawa kepada pelancaran skim penggabungan bank yang dimulakan oleh BNM pada tahun 1999. (12 arks/markah)

b)

What was the main objective of the bank mergers scheme initiated by BNM? Apakah objektif utama skim penggabungan bank yang dimulakan oleh BNM? (4 Marks/ markah)

c)

In your opinion, has the bank mergers scheme been a success? Give TWO (2) reasons to support your answer. Pada pendapat anda, adakah penggabungan bank mempunyai skim yang telah berjaya? Beri DUA (2) sebab- sebab untuk menyokong jawapan anda (4 marks/ markah)

Continued
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Question

Soalan 2

Michael Porter provided a framework that models an industry as being influenced by five forces. Describe each of forces by giving examples. Michael Porter menyediakan rangka kerja iaitu model industri adalah dipengaruhi lime bentuk tekanan. Terangkan setiap tekanan dengan menyediakan contoh berkaitan.

(20 marks/markah)

Question Soalan 3 a) Explain each of the BCG Portfolio Analysis. Terangkan setiap daripada Analisis BCG Portfolio. (8 marks/markah)

b) Discuss THREE (3) advantages and disadvantages of Portfolio Analysis. Bincangkan TIGA (3) kebaikan dan keburukan Analysis Portfolio. (12 marks/markah)

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