February 24, 2010 [MARKETING TRATEGY


The rubber industry in Malaysia has since evolved through the years and has transformed itself into a more integrated industry where the rapid developments of the mid- and downstream industries have made the industry a multi-billion ringgit one. This was vastly aided by the tremendous progress made in the R&D of rubber cultivation & harvesting as well as rubber processing. The invention of technically specified rubber (the SMR) in 1965 and the introduction of the three Industrial Master Plans, (IMP) (1986- 2020) gave greater impetus to the growth of the rubber processing and manufacturing sectors. Currently NR rubber industry is a 25-billion ringgit industry. Being a largest exported of raw natural rubber (Standard Malaysian Rubber) in the 80¶s, Malaysia now becomes one of the biggest importer & consumer of raw rubber and a major exporter of rubber products. Malaysia has been recognized as one of the biggest producer of natural rubber of the world with the production of 3.13 million tons in 2006. The rubber cultivation scattered in every regions of the country. Natural rubber (NR) was introduced in Malaysia in 1877 when 22 seedlings from a batch of 70, 000 seedlings that Sir Henry Wickham collected from the Amazon jungles in 1876 were dispatched to Singapore Botanical Garden. The arrival of 22 Seedlings in Singapore did not create the Malaysian plantations overnight. Hevea seedlings were initially planted in the Residency gardens at Kuala Kangsar where they were nurtured by the Resident, Hugh Low. The large scale planting of Hevea by the government was only started in 1888 when Henry Ridley was appointed Director of the Singapore Botanic Gardens. (Nutchanart et.al. 2007)

1 Analysis on Malaysian Rubber Company

February 24, 2010 [MARKETING TRATEGY] 1.1 Rubber Types and Grades

Pale Crepe. After coagulation, the wet slabs are passed through a creping machine, and the crepe varies from off-white to pale yellow color. The crepe sheets are largely used in making the crepe soles of shoes.


Ribbed Smoked Sheets. Slab rubber can also be passed through a series of rollers; one of the last set prints a simple pattern, such as crisscross. The sheet is, then, hung on rocks, in smoking shed, for 48 hours or more to dry. The smoke is obtained by burning wood or oil. The ribbed smoked sheets are of a dark amber colour. In trade, they are popularly known as "Ribbed Smoked Rubber". A huge quantity of ribbed smoked sheets is exported to all parts of the world.


Hevea Crumb. It is made of adding some chemicals in the latex. It is produced in the form of a mass of crumb-like pieces instead of sheets. This new brand is popularly known as the Standard Malaysian Rubber (SMR) or Hevea-crumb rubber. In this form, the rubber can be conveniently compressed and packed for export.


Skim Rubber. In the process of coagulation, some ten percent rubber is left behind in the liquid of coagulation tank. That residual rubber is recovered by skimming; it is known as Skim Rubber. Skim rubber contains a much higher proportion of impurities, and so it is less desirable.


Vulcanized Rubber. It is to be noted that the rubber is graded according to International Standard published by the Rubber Manufacturers

Association of New York. The starting of rubber plantations in Malaysia has resulted in the rapid economic development of the area. Roads, railway lines and ports have been developed, and new areas, with all modern amenities, have been settled by the people. The population has increased, and the people now maintain a high standard of living. Source: (kisaso.com)

2 Analysis on Malaysian Rubber Company

2010 [MARKETING TRATEGY] 1. perhaps even increase in importance. with an expanded role of the Government in the management of the rubber plantation. and. coal. and the money.S. are more strict. The synthetic rubber is excellent for certain purposes. The abundant production of synthetic rubber in the U. Another problem is the need to replace a large proportion of the trees. the production of rubber in Malaysia will undoubtedly continue. with new ones of very high yield. thus. and other countries has also given a great set back to marketing. but it is not yet as satisfactory as natural rubber for general purposes. which results in lowered prices and profits. which is made from petroleum. Because of all these hazards. such as tyres.2 Disadvantages/Problems of the Rubber Industry At present.com) 3 Analysis on Malaysian Rubber Company . As such. and the taxes are higher. The synthetic rubber.February 24. But it does not mean that the rubber plantation system will discontinue.A. The rubber planters also face the problem of surplus production (it is because the huge areas are available for the rubber plantation). is obtained at a very low cost of production. based on the author¶s research and analysis the policies of the Malaysian Government are not as favorable to foreign investors as previously. which are very old. The Government has laid a special tax on exported rubber. alcohol or other materials. The Government regulations. regarding benefits and wages to native workers. raised is utilized for the cost of replanting trees. Source: (kisaso. the rubber planters are now converting the rubber estates to that of palm.

Malaysia.largest producers.8%. 2010 [MARKETING TRATEGY] 1. Indonesia should stay the most dynamic market with a rise of 6. Indonesia.6% and 3. NR production (thousand tonnes) .5% for SR. Despite the substitution effect with SR.February 24. the world's production rise for NR should not overcome 3. According to IRSG's predictions for 2009. Indonesia and Malaysia alone represented around 70% of the global output.1 million tonnes in 2005. 1961-2005 4 Analysis on Malaysian Rubber Company . world natural rubber production increased from roughly 2. China and Vietnam . As more.4 Comparison of Natural Rubber production and yield between Malaysia and other countries In 2005.1 million tonnes in 1961 to over 9. the six leading producers -Thailand. Combined output in Thailand. India.accounted for roughly 89% of world NR production.

5% in 1999.February 24. Higher wages in the city attracted workers. Malaysia accounted for almost half of the world's NR output. NR area. Following the steady decline in production since the second half of the 1980s. 1961-2005 Malaysia had been the largest NR producing country for most of the 20th century. It has been argued that as the Malaysian economy advanced.4.1 Malaysia. the cost of opportunity of producing NR increased. its share dropped to 11. Source: UNCTAD secretariat (Data: FAOSTAT database) 5 Analysis on Malaysian Rubber Company . which made labour scarce as well as land and capital relatively expensive for NR production. 2010 [MARKETING TRATEGY] 1. production and yields. until it was relegated to third position in the early 1990s. Back in the mid1970s.

and related officers and synchronized with the Indo-China Intersection policy as well as the present economic and social characteristic.4 million tonnes in 2000 to 2. Vietnam. traders. 2010 [MARKETING TRATEGY] 1. the economy became gradually more diversified. with greater focus on export diversification. 2. Japan. Meanwhile. from 1.4. During the period 2000-2006. and Europe by the convenient road network to other provinces and other regions. the government implemented several measures to develop selected heavy industries in order to broaden the industrial base and to develop indigenous capabilities in the manufacturing sector. South Korea. net exports from Malaysia increased by 52.5 million tonnes.2 million tones to 2. arising from the implementation of various industrial and development policies in the 1960s and 1970s.0 per cent from 254.0Nature of the Industry Kuala kangsar province is suitable area for rubber central market development because the province can be connected to other major rubber import countries such as China.66 million tonnes.2 World natural rubber exports The three major NR producing countries (Thailand. the emerging NR producing country. having initially relied on the agriculture and mining sectors. Indonesia recorded a greater increase of 59.6 per cent from 0. Indonesia and Malaysia) accounted for more than 82 per cent of the world¶s net exports. In the early 1980s. Study on rubber production and marketing competency of Kuala kangsar province.3 Contribution to GDP The Malaysian economy is highly trade-oriented.3 per cent from 2.February 24.000 tonnes in2006 1.4.2 million tonnes in 2006. 6 Analysis on Malaysian Rubber Company .000 tonnes in 2000 to 513.43 to 0. USA. during the same period.7 per cent. Thailand¶s net exports expanded by 16. has increased its net exports of NR by 102. Although the agriculture sector constituted about 40per cent of our GDP in the late 1950s. the government should provided the better supporting rubber policy to farmers.

Figure 1 Model of Five Forces Analysis 7 Analysis on Malaysian Rubber Company . The large numbers of problems were prioritized and its importance were discussed and concluded on production and marketing aspects of each focus group within the cluster. 2010 [MARKETING TRATEGY] Data Collection applied with information and data survey.) Bargaining Power of Customers (5.) Threat of Substitute Product (4. The study also used SWOT.) Competitive Rivalry with an Industry (3. (1.February 24.1 The study applied to analyze the industrial competition using Porter¶s Five Forces Model consisted of 5 factors as follow. 2. market strategy and policy. mail survey and telephone survey. TOWS matrix.) Bargaining Power of Suppliers These 5 factors will indicated the opportunity of profit gain in the industry so the company should understand the component of each factor to analyze the opportunity and risk among the industry. interview. Five Forces and Porter¶s Diamond Models analysis and synthesis the data to reach the conclusion on production.) Threat of New Entrants (2.

2010 [MARKETING TRATEGY] Figure 2 Model of Porter¶s Diamond 8 Analysis on Malaysian Rubber Company .February 24.

63. and 52. traders.00%) 0(0. and government officials y The hypothesis was the level of serious problem and level of urgent need in production and marketing management among the farmers.45%) 65(59. 2000) 2.45%) 110(100%) Population Total 24(52.16.09%) 39(35. and government officers Level of serious problems in rubber production Farmers Traders Government officers Low Moderate High Total 6(13. 9 Analysis on Malaysian Rubber Company . Analysis comparison on the problem level and urgent need in production and marketing management among the farmers.78%) 7(36.44%) 16(34. and government officers was significantly different.16%) 29(64. respectively.84%) 46(100%) 19(100%) 16(35.17 %.00%) 6(5. traders. and farmers were in moderate level according to 64.17%) 12(63. traders.04%) 0(0. trader and government officers.2 Table 1 Difference level of serious problems in production of rubber farmers.February 24. Then only 46 rubber farmers were reselected due to their related to production and marketing. (Michael E Porter¶s theory (Porter. y The comparison focused on these three groups of farmer. while another 311 rubber farmers were still new planting area without production and marketing activities.44. 2010 [MARKETING TRATEGY] Results of research study 1.56%) 45(100%) The results from Table 1 indicated that the level of major problems in production aspect from government officers. traders.

The farmer lack of knowledge on cultivation and harvest 3. marketing strategy and policy. Japan. No central rubber market within the area 4.3 Analysis of Strategic Factors and Environment The SWOT and TOWS matrix were analyzed with the cluster participation to reach the production. Best infrastructure and convenient communication 3. Demand of natural rubber in the world market: China. Production and market SO -Research and development and rubber quality preservation to maintain the existing market and expand market to new partners -World supply and price WO . Limited of suitable cultivation area 2. India 2.Malaysia rubber industry is highly competitiveness on geographical transport location 2. 2010 [MARKETING TRATEGY] 2. Lack of group establishment with strong bargaining to traders and suppliers Opportunities (O) 1.February 24. High quality of products Weakness (W) 1. The analysis process included (1) General External Factor Analysis Summary: GEFAS (2) Industrial and Competitive Factor Analysis Summary: ICFAS (3) Internal Factors Analysis Summary: IFAS (4) Strategic Factors Analysis Summary: SFAS (5) TOWS Matrix Internal Factor Analysis General external factor analysis summary Strength (S) 1. Market situation within partner countries 3.The government sector set up the rubber central market 10 Analysis on Malaysian Rubber Company .Continuously training and rubber information from government sector .

Research on rubber clone development for good quality and reduce the lost after the harvest. positioning in the north region province. use the strength to create the advantage from opportunity. differentiation and value adding . Competitive market of other farmers Threat (T) 1. Property of agricultural products 5. WT .The expansion of rubber cultivation area and rubber export of the foreign competitors 2. . ST -Focus on good quality rubber production and research on rubber product new diversity.Establish the rubber farmer group to create the advantage on cost reduction and effective production The results from Table establish the strategic competency as follow (1. 2010 [MARKETING TRATEGY] situations 4. Bargaining power on the raw materials buying in rubber cultivation. Investment in rubber business 4.) SO: more-more. Production capacity of rubber industry 5.Establish the farmer group and central market in province for stronger bargaining to rubber traders and supplier. Entrance of new farmers 7. The advantage on factor of production of the competitors 3. 11 Analysis on Malaysian Rubber Company .February 24. Bargaining power on rubber supply to rubber traders 6.Appropiate environment for production 6.

general environment analysis. The results from strategic analysis. and reduce lost after harvest (4. educational institution. and internal environment analysis could be create the strategic results to increase the potential of rubber production and market in Malaysian rubber industry as follow y The government sector should set up the rubber central market in the north region and within Kuala kangsar province on logistic and advantage. develop and produce good quality for maintaining the old partner and expand the market to the new partner. Setting up of the rubber corporative group in malysian rubber (kuala sangsar) will create the advantage on cost reduction and effective factors of production. y The government sector should launch the training on advance technology and provide information about rubber to the farmers. Government sector set up the central market in the north region especially in kuala sangsar province. focus on quality of rubber production. and research on rubber clone development for area suitability.) WO: less more. 12 Analysis on Malaysian Rubber Company . Government sector launch the training program and provide necessary information related to rubber to the farmers continuously. (2. high quality and standard. private sector. (3. improvement from the weakness and threat. create the strength and opportunity. creates the advantage to overcome the weakness.February 24. y The government sector.) WT: less less. and related organization should conducted research. Private sector. industrial competitiveness analysis.) ST: more-less. research on new rubber product for product differentiation and value adding. develop and maintain the rubber production quality in order to maintain the old partners and expand market to new partners under IRCO policy and activities. use the strength to overcome or avoid the threat. and encourage the rubber group to set up in the province to empower the bargaining. education institutes and related organizations should conduct further research. 2010 [MARKETING TRATEGY] Government sector.

The problems on marketing were lack of auction market and low with poor price bargaining power. airport. The results from the higher of population and area analysis found that Kuala kangsar province could be developed in competitive competency regarding to the province located in the center of the country with good infrastructure and communication network (land. The real cost change because uncertain price and it is likely that the rubber price at growers and local traders will lower than the market price. distance of rubber delivery. y Research the new rubber clone development suit for the new area. water. high cost of production. Particularly.1 SWOT Summary Regarding to rubber production and market problem. the province located in the center of Indo-china intersection which close to major world market such as China. product differentiation and value added. Focus on produce good quality product and research on new rubber product for varying. Stakeholder should receive the information on rubber market from the central 13 Analysis on Malaysian Rubber Company . The market activity fluctuated simultaneously with problems such as of enhancement of the competitiveness of rubber production and marketing 14problem on supply bargaining change in marketing system. Japan and India. and lack of standard storage house. no property rights on land. it was found that the major problems on production were lack of rubber information. and railway).2. if the government and private sectors can establish the strategic planning for rubber central market in the north region. To setting up the strategic or policy should be the activity supporting the rubber price in the market matching to the real cost.February 24. high quality and standard. lack of cultivation knowledge. 2010 [MARKETING TRATEGY] y Establishing the grower groups create higher competitiveness in cost reduction and possible factors of production. 2. These will reduce the logistic cost which influenced to rubber price. and reduce lost during harvest y Promote the rubber group and market forming in the province for bargaining empowerment to the rubber traders and suppliers under IRCO network.

1 Market Factors ± PESTLE Analysis There are several major changes in the external business environment which have major impact on the industry which create both opportunities and threats for Sonic. Growth was affected by the sharply weaker external demand.0 Market Summary 3.February 24. In fact.1% (3Q 08: 4. Policies from the Malaysia government that support information technology product will become a positive impact for the sales of Sonic PDA and will become a great opportunity for Sonic. These external changes can be analyzed through PESTLE analysis. a number of aspects such as the political system. growth of the Malaysian economy slowed to 0. driven mainly by 14 Analysis on Malaysian Rubber Company . 2003). 3.1. social. 2006). environment and legal factors will also be an important tool to analyze the external nature of the business environment (Baron. PESTLE framework that involved the political.8%). government activities and others which consist in the political environment clearly impinge on business activity (Worthington & Britton. technological. This can become a potential threat for MRI(Malaysia rubber industry) as well. the buying power of consumer will decrease which will result in the decreeing of market demand. economical. 3.1 Political Factor Firstly. Nevertheless. 2010 [MARKETING TRATEGY] market that will lead to development and improvement in rubber competency in international market.2 Economic Factor Rubber sales revenue will be affected by the efficiency of financial markets and poor financial condition of the market will lead to decrease in sales volume.1% (3Q 08: -14. that has resulted in a further decline in net real exports of goods and services by 40. domestic demand continued to provide support to growth. 3.7%) in the fourth quarter of 2008 as global economic conditions worsened significantly. When the economy is not performing well.1.

Rubber industry malaysia must realize that social-culture has a significant impact on their product design/features and the ability to identify and understand the local preferences and adapt to it will 15 Analysis on Malaysian Rubber Company . Thus. available at http://www. 2010 [MARKETING TRATEGY] private consumption and public spending.1. For the year as a whole. the Malaysian economy expanded by 4.3 Social-cultural Factor Both demand and supply are influenced by social and cultural factors.3%): Sources: Bank Negara Malaysia (27th February 2009).my/view. they need to take culture into account and consider the cultural differences when doing business aboard.gov.php?dbIndex=0&website_id=1&id=690 3.bnm.February 24. Culture is undeniable an important force that have major impact on how Rubber industry position and market their product and inadequate of business model or product design/features that fail to cope with the local preferences will only caused damage in profit for rubber. In order for Rubber industry to survive in Malaysia market.6% (2007: 6.

In fact. 2002).1. Moreover. 2010 [MARKETING TRATEGY] become one of the major success factor to gain sustainable growth in Malaysia market. 2006).February 24. 16 Analysis on Malaysian Rubber Company . More on legal perspective. So. governments can also influence the industry and the profitability of the rubber industry can be greatly influence by the level of taxation in the host country and by any restrictions on profit repatriation (Thomas.5 Environment Factor Changes in the external environment as described in this marketing plan will directly affect the sales of Rubber. the rubber industry can take advantages of these advanced technologies and create opportunity out of the technological environment. 3. If the demand of consumer changes or there are change in the economic condition of the market. Consumers are more likely to be connected to the Internet 24/7 with their Pc¶s and deal with business or personal tasks anytime and anywhere they want. technological development such as the emergent of e-business or hand held computer devices are growing significantly around the world and is becoming an important trend within the global arena. 3. Thomas (2002) and Hodgetts & Luthans (2003) argue that unpredictable changes in governmental regulations can be a death knell to businesses operating abroad. it will have direct impact on the rubber industry. For example.6 Legal Factor Regulation and legal system can be a potential disadvantages for Malaysian rubber industry as well since the industry will be unfamiliar with the legal environment in Malaysia.1.1. 3. the spending powers of consumer in Malaysia are high.4Technological Factor Technology is both an input and an output of organizations as well as being an environmental influence on the nature of business (Vranesevic et al.

4. also known as marketing strategy is an important factor to Malaysian rubber industry since it gives direction for the industry on which route they should take in order to success. 4. In today¶s competitive business environment. The goal is to locate the brand in the minds of the consumers to maximize the potential benefits to the firm (Kotler & Keller. company cannot make effective marketing strategy. 1985). positioning is extremely important to create positive prejudice in the mind of customer that is distinctive and pre-emptive.0 Marketing Strategies Specific action plan. Until the target market is defined and profiles. 2010 [MARKETING TRATEGY] 4. Porter (1985) suggest that competitive advantage is at the heart of a firm¶s performance in competitive markets and how organization position their company in its competitive environment is critical and emphasize on the importance of positioning view.2 Generic Strategy Moreover. 2006). differentiation or focus (Porter. 17 Analysis on Malaysian Rubber Company . Malaysian Rubber major market segment is the rubber industry and they target the middle to high income consumer.0 Target Market Kotler & Keller (2006) suggest that company¶s most important decision concerns the target market.February 24. 4. He argues that organization can sustain competitive advantages by implementing the generic strategies by position themselves either being cost-leadership. Malaysian rubber positioned themselves as ³multi-functional and high-quality rubber producers at moderate pricing.1 Positioning Strategy Positioning is the art of designing the company¶s offering and image to occupy a distinctive place in the mind of the target market (lecture notes).

2006). Sonic can implement both cost-leadership and differentiation strategy in order to become more competitive in the industry. Although other competitors also compete on low pricing strategy. Malaysian rubber can excel the others by taking high quality and unique handwriting recognition system to differentiate them from the competitors. 2004. price. Kotler & Keller. 18 Analysis on Malaysian Rubber Company . Malaysian rubber is going to sell cheaper than other competitors to satisfy the demand of the price sensitive market. 4.3 Marketing Mix Furthermore. 2010 [MARKETING TRATEGY] The generic strategies can help the industry to achieve sustainable competitive advantages and compete more effectively with their competitors. 2002). which must be integrated to make marketing strategy of sustaining business growth to be effective (Harrell.com/marketing/product/lifecycle/ PLC is a new product progresses through stages which consist of introduction to growth.February 24. PLC is associated with changes in the external environment and will affect the marketing activities of rubber (Sutherland & Canwell. the marketing activities of rubber can include the marketing mix that consist of product. place and promotion.quickmba. available at http://www. maturity and decline. Sources: QuickMBA.

Kotler & Keller (2006) suggest that there are more innovative and creative place advertising. 2006). also called out-of-home advertising that Sonic can implement which include billboards. 2004). All the promotional tools above will stimulate the response from customer and enhance sales. Improving the overseas distribution will directly enhance sales and profit as well. The industry need to be promotionally orientated and use various advertising method and organize promotional sales extensively to attract customer attention. Malaysian must improve the distribution network at overseas and appoint reliable personal representation. In order for rubber malaysia to maximize its market share. Lastly. Kotler & Keller (2006) suggest that market-penetration pricing with higher sales volume will lead to lower unit costs and higher long-run profit by setting a lowest price. public space. 4. 1985) in the Rubber market by implementing market-penetration pricing to offer the lowest price ever compared to the competitors in order to increase market share (Kotler & Keller. In order to expand to other countries. This can create word of mouth for the 19 Analysis on Malaysian Rubber Company . 2010 [MARKETING TRATEGY] As for price. The most effective ways is to acquire or form partnership/alliances with overseas representative company to improve the distribution network. assuming the market is price sensitive. Malaysian rubber prices are cheaper than other they should remain their pricing level at a low pricing to win a large market share and to stimulate market growth. as well as discourage actual and potential competition. the industry can also emphasize on relationship marketing as they need to have good contacts and relationships with their customer and need to be successfully in meeting perceived needs. Rubber focus on the mid-range pricing strategy and they had positioned themselves to became the cost-leadership (Porter. and point-of-purchase (P-O-P).February 24. product placement.4 Relationship and Internal Marketing Besides. Nowadays. promotion is communication process of organization to facilitate exchange by informing and persuading an audience to accept the business¶s product (Sutherland & Canwell.

20 Analysis on Malaysian Rubber Company .2 Effective human resources The industry need to maintain a very strong task culture with dedicated staff working all hours to meet customer satisfaction by performing after sales services and answer all questions from the customer. 2010 [MARKETING TRATEGY] industry and they must emphasis on building longer term relationships with existing and new customers. 4. Internal marketing (IM) is an ongoing process that occurs strictly within a company or organization whereby the functional process aligns. internal marketing can be implementing by the industry. Furthermore. This will create potential opportunity for the industry to get high-quality materials from its suppliers for new product developments and an existing customer base to promote its new products in the future. This strength can create opportunities for the industry to produce high quality outputs. 4.5. 2005).5. George. in order for the marketing strategies to be more effective.1 Effective relationship with suppliers and buyers Malaysian rubber need to have strong personal contacts with their main suppliers and biggest customers. W (1990) also argues that an effective internal marketing program is a prerequisite for effective external marketing efforts 4.5 Internal Resources and Key Competences Internal resources and key competences are essential for the industry to create competitive advantages and for them to stay beyond their competitors.February 24. motivates and empowers employees at all management levels to consistently deliver a satisfying customer experience (Pervaiz. All key staffs must have efficient product knowledge and dedicated to help customer as a determinant of the industry future success.

5. 2010 [MARKETING TRATEGY] 4. 4.6 Effective marketing activities Producing high quality rubber is strength for them since it can stimulate responses and direct order which create great opportunities for the industry to increase its sales. Rubber Malaysia profitability not only depends on their product.4 Effective production and operation control The industry need to gain maximum control of the operation to ensure that they have the abilities to satisfy the increasing demand of the Malaysia markets. 21 Analysis on Malaysian Rubber Company . TV advertisement and others. 4.5. 4. they can launch a new product to stimulate the profit.February 24. but also on the after sales services to create brand equity and after their first product reach maturity level. phone store and direct selling to working professional.5.5.5 Effective distribution/communication network The industry can gain strength in its flexible distribution/communication network that includes distribution to various agents.3 Effective business growth The industry needs a steady increasing in turnover and profits. This creates opportunities for the industry to have sufficient distribution channel to sell its new products in the future and sustain market growth as well as stimulate greater responses and demand through effective advertising through various multimedia such as billboard.

10. 7. 2010 [MARKETING TRATEGY] Textbooks 1. (2005). 4th Edition. Kotler. R. S. 2nd Edition. 6. L. Harrell G. 7th Edition. Palgrave Mcmillan. 9. Internal Marketing. Sutherland.C. Marketing Management. and Keller. Corporate Strategy. 2. J. Essentials of International Management: A CrossCultural Perspective. (2003). 22 Analysis on Malaysian Rubber Company . J. P. & Simkin. Marketing Management. (2004). M. New York Free Press. K. & Canwell. Porter. Prentice Hall. Competitive Advantage. Sage Publications. Prentice Hall. Key Concept in Marketing. Dibb. 11th Edition. (2002). Prentice Hall. Thomas. (2002). G. (2004). Butterworth Heinemann.D. Exploring Corporate Strategy: Text and Cases. (2006).L. Prentice Hall. Johnson. Pervaiz. et al (2005). D. 2nd Edition. D. Prentice Hall. Kotler . (1985). 8. Lynch.P. 5. E. 12th Edition. Marketing: Connecting With Customers. (2006).February 24. 4. 3. Marketing Briefs: A revision and study guide. Butterworth-Heineman.

Prentice Hall. No. Vivian Yeo (5 June 2008).W.htm 19. available at http://www.htm 18. http://unctad. (2006). Journals 14. W. (1999). T. ³M'sians enjoy greater salaries. "Internal marketing and organizational behaviour". Kogan Page.62042066. available at http://www.php?dbIndex=0&website_id=1&id=690 16.kisaso. QuickMBA.gov.38000134 53. Journal of Business Research.com/marketing/product/lifecycle/ 17. Vyakarnam. 12. available at http://www. Bank Negara Malaysia (27th February 2009).org/infocomm/anglais/rubber/market.my/view. George. The Business Environment. 13. Worthington. Vranesevic. 5th Edition.February 24. 20. Accent. Vol. et al (2006). I. (1990).bnm.00.com/techjobs/it_employment_trends_08/0. A Marketing Action Plan for the Growing Business. & Britton. 2nd Edition. Marketing and Retailing Strategy.com/freepedia/rubber_cultivation_in_malaysia/ 23 Analysis on Malaysian Rubber Company . S.zdnetasia. opportunities´.quickmba. 1 Internet Resources 15. & Leppard. 2010 [MARKETING TRATEGY] 11. C. http://www. J.

February 24. 2010 [MARKETING TRATEGY] 24 Analysis on Malaysian Rubber Company .

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