WARISAN AKADEMI PENDIDIKAN

Assignment Cover Sheet

Attach this cover to your assignment. There will be 10% marks deduction for submission after 21

days and submission after 60 days will consider ‘F’.

PROGRAMME : EXECUTIVE MASTER IN CORPORATE

MANAGEMENT

STUDENT INTAKE : MAY 2019

MODULE : PROJECT PAPER

DUE DATE : 3rd May 2021

DATE CLASSED : 16TH JAN 2021

DATE SUBMITTED : 1st May 2021

FACILITATORS NAME : PN.RUS SUMARIYANTI BT. HJ SURIN

STUDENT NAME : TINAGARAN A/L MUNIUNDY

STUDENT NUMBER : WMPK19219

IC/NO : 730401075543

CENTRE : WAP PERAI

QUESTION MARK

TOTAL

FINAL MARKS
 UMP MASTER FINAL PROJECT PAPER 2021
EXECUTIVE MASTER’S IN BUSINESS MANAGEMENT SOP PROJECT PAPER

SUPERVISOR

RUS SUMARIYANTI HAJI SURIN

01113181719
mariyaump@gmail.com

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 UMP MASTER FINAL PROJECT PAPER 2021
EXECUTIVE MASTER IN BUSINESS MANAGEMENT SOP PROJECT PAPER

PROVIDE THE APPLICATION FORM FOR PROJECT

TO STUDENT TO BE FILLED
QUALIFY THE STUDENT FOR
PROJECT PAPER ATTENDANCE

ATTEND FOR THE PROJECT PAPER SESSION

YES

1. COMPLETED AT LEAST 10 MODULES PROJECT BRIEFING & BUSINESS PLANNING(5

QUALIFIED HOURS)
2. FEE 90% PAID

NO
PROJECT PROPOSAL & CONSULTANCY
(4 HOURS)

PROGRESS MEETING (DRAFT 1)

(3 HOURS)

PROGRESS MEETING (DRAFT 2)

(3 HOURS)

SUBMISSION OF PROJECT DOCUMENTATION

CENTRE COLLECTS THE PROJECT

DOCUMENTATION

CENTRE SUBMIT THE PROJECT DOCUMENTATION

TO LECTURER FOR MAKING BEFORE VIVA

STUDENT ATTEND FOR VIVA / ORAL DEFENCE

LECTURER WILL SUBMIT THE MARKED PROJECT

DOCUMENTATION TO THE CENTRE

IMPORTANCE NOTE:
1. THE PROJECT PAPER IS APPLICABLE FOR EMBM CENTRE TO KEY IN THE MARKS INTO THE
ONLY. SYSTEM
2. 5000 TO 6000 WORDS FOR EMBM PROJECT PAPER.
3. DOCUMENTATION – 80%
END
4. VIVA/ ORAL DEFENCE – 20%

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EXECUTIVE SUMMARY.

EXPANSION OF AN EXISTING BUSINESS

Your project paper should include the following:

CHAPTER 1: INTRODUCTION
1.1. Introduction
Description about the project including the proposed solution and overall budget together with the timelines in
general.
1.2. Problem Statement
CLEAR AND CONCISE STATEMENT describes the reason why the business should exist or expand.
Including the critical analysis
1.2.1 CRITICAL ANALYSIS. The purpose for writing a critique is to evaluate somebody's work (a book, an
essay, a movie, a painting...) in order to increase the reader's understanding of it. A critical analysis is
subjective writing because it expresses the writer's opinion or evaluation of a text.
1.2.2 LITERATURE REVIEW includes the current knowledge including substantive findings, as well as
theoretical and methodological contributions to a particular topic.
1.3. Propose Solution
Descriptions of the solutions to the problem mentioned above.
1.4. Objective & Scope
Specific objectives to be achieved and boundary of the business/project.
1.5. Limitation & Constraint
Analysis of risks, challenges and problems might be faced.

CHAPTER 2: ANALYSIS
2.1. Industry & Market Analysis
Study about industry as well as market and opportunities exist. Discussion on the research that you are going
to do together with the questionnaires development that related to the proposed solution. Including the finding
from the data collection that support your proposed solution.
2.2. Competitor Analysis
Study about competitors.
2.3. Financial Source
Study about existing financial sources in Malaysia.

CHAPTER 3: IMPLEMENTATION STRATEGY

3.1. Product/Services
Description about the product/service.
3.2. Business & Revenue Model
Description about business model and revenue model to be used.
3.3. Pricing Strategy
Description about pricing strategy to be implemented.
3.4. Marketing Strategy
Description about marketing strategy to be implemented.
3.5. Implementation Timeline
Realistic milestones for the completion of tasks through the lifespan of the business.

CHAPTER 4: FINANCIAL MANAGEMENT

4.1. Cost Benefit Analysis
Forecasting of expenses and income of the project and statement shows cost involved again profit over a time
period.

CHAPTER 5: CONCLUSION
5.1. Conclusion.

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 TABLE OF CONTENT

EXECUTIVE SUMMARY Page 3

TABLE OF CONTENT Page 4-5
ABSTRACT Page 6-7
1.0. INTRUDUCTION Page 7-12
2.0. PROBLEM STATEMENT Page 13-15
2.1. Best Opportunity to Growth in FMCG Market Page 13
2.2. Advantages from New Norm. Page 14
2.3. Enhance Thejas Sdn Bhd Revenue Page 14-15
3.0. CRITICAL ANALYSIS Page 16-19
3.1. Growth in FMCG Page 16
3.2. Global FMCG Market Trend Page 17-18
3.3. Customer Expectation Change Page 18-19
4.0. LITERATURE REVIEW Page 19-25
4.1. Growth Factor in Malaysia Page 19-21
4.2. Pandemic Factor Page 22
4.3. Online Door to Door Factor Page 22-24
4.4. Global Demand Factor Page 25
5.0. PROPOSE SOLUTION Page 25-29
6.0. OBJECTIVE Page 30-32
7.0. SCOPE Page 32-34
8.0. LIMITATION Page 35-37
9.0. CONSTRAIN Page 37-40
10.0. INDUSTRY AND MARKET ANALYSIS Page 40-71
10.1. INDUSTRY ANALYSIS Page 40-43
10.1.1. Company Portfolio Page 43-45
10.1.2. Company Business of Nature Page 46-50
10.1.3. Market Analysis Page 50-56
10.1.4. Data Analysis Page 57-61
10.2. COMPETITOR ANALAYSIS Page 61-65
10.3. FINANCIAL SOURCES Page 66-71

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11.0. IMPLEMENTATION STRATEGY Page 71-84
11.1. Product and Service Page 71-73
11.2. Business Model Page 73-75
11.3. Pricing Strategies Page 75-77
11.4. Marketing Strategy Page 78-82
11.5. Timeline Page 83-84

12.0. FINANCIAL MANAGEMENT Page 84-92

12.1. Cost Analysis for New Proposal Page 85-87

12.2. Overhead Expenses Budget Page 88-90
12.2.1. Labour Wages Budgeting Page 88
12.2.2. Overhead Expenses Budget Page 89
12.2.3. Promotion and Advertising Budget Page 90
12.3. Sales Forecast Page 91
12.4. Cash Flow Projection. Page 92

13.0. CONCLUSION Page 93

REFERANCES

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 ABSTRACT.

The term Fast Moving Consumer Goods’ (FMCG) refers to those retail goods that are
generally replaced or fully used up over a short period of time such in a days, weeks, or months,
and maximum to one year. The FMCG have a short shelf life, either as a result of high consumer
demand or because the product deteriorates rapidly. Some examples of Fast-Moving Consumer
Goods are list as Fruit and veg, Meat, Soft drinks, Dairy products, Bread and other baked goods,
Toiletries (e.g. toothpaste, deodorant), Alcohol and tobacco, Confectionery, Batteries, Some
forms of medication Some Fast-Moving Consumer Goods’ – such as meat, fruits and vegetables,
dairy products and baked goods are highly perishable. An excellent example is a newspaper,
every day's newspaper carries different content, making one useless just one day later,
necessitating a new purchase every day. Other goods such as alcohol, toiletries, pre-packaged
foods, soft drinks and cleaning products have high turnover rates. A major portion of the monthly
budget of each household is reserved for Fast Moving Consumer Goods products. The volume
of products circulated in the economy against Fast Moving Consumer Goods products is very
high, as the number of products the consumer uses, is comparatively very high.
Competition in Fast Moving Consumer Goods sector is very high resulting in high
pressure on margins. The introduction of sachets made rural people who are traditionally not
accustomed for bulk purchase to buy branded Fast Moving Consumer Goods products like
RM2.00 Shampoo, nut powders, oils, detergents, cleaning powders and liquids, toothpaste etc,
in rural shops such as Eco Shop RM2 which very famous in Malaysia market. This changed the
pattern of buying from traditional products to branded products.
Though the profit margin per unit made on Fast Moving Consumer Goods product is relatively
small (more so for retailers than the producers/suppliers), they are usually sold in huge
quantities. Thus, the collective profit on such goods can be substantial. Fast Moving Consumer
Goods is probably a typical case of low margin and high-volume business.
The global FMCG market is projected to reach $15,361.8 billion by 2025, registering a CAGR of
5.4% from 2018 to 2025. Fast moving consumer goods (FMCG) also known as consumer-
packaged goods are products that can be bought at a low cost. These products are consumed
on a small scale and are generally available in a variety of outlets including grocery store,
supermarket, and warehouses. The FMCG market has experienced healthy growth over the last
decade because of adoption of experience retailing along with reflecting consumers desire to
enhance their physical shopping experience with a social or leisure experience.
This paper reviews the findings of Thejas Trading Sdn Bhd which operating on retails and
distribution of Fast-Moving Consumer Goods (FMCG). Thejas work into the strategies developed
for expend his outlet for their products at selected nearest state of Kedah which will be focus at
Padang Serai town territory. It is the prime objective of this work to summarize the most

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important findings in a compact and structured way and also to provide theoretical insight as to
how Thejas strategies are planned, implemented and controlled to ensure the expansion plan
are meet the timeline in the high competitor market. Thejas Trading Sdn Bhd having completed
many projects for FMCG retailers and distribution, we have belief and noticed certain industry
challenges that could be turned in opportunities and could drive a strong competitive edge in
coming future.

1.0. INTRUDUCTION

Thejas Trading Sdn Bhd is one of the upcoming FMCG (Fast-Moving Consumer Goods)
Department Store’s and Distributor in Seberang Prai District and Penang Island market. With his
own strong product line, new dairy product, tea and textured vegetarian product (TVP) beside
other Indian spices, lentils and prayers item as alternative to the new market expansion with the
competitors.
Thejas Trading Sdn Bhd start operation on 1st Nov 2018 under Companies Commission of
Malaysia with capital of RM250,000.00 located at No 1473&1474 Ground Floor. Jalan Alma
Pusat Perniagaan Alam Bukit Mertajam . Thejas Trading Sdn Bhd concept of business are
Department Store’s Sales And Direct Distribution of his own FMCG & TVP product to other
store’s and shop’s . Currently Thejas Operation one direct sales department store as mention in
above address with own distributions store at No 1573, Ground Floor, Jalan Alma , Pusat
Perniagaan Alma ,14000 Bukit Mertajam.
The team of organization was set to plan and organize the company Vision and Mission
together with operation plan, administration plan, marketing strategic and plan, budget and cost
with financial plan toward exciting competitor and market trend on the expansion target beyond
of Penang area.

Thejas Mission.
Committed to Delivery for Quality and Customer Confident Product.

Thejas Vision.
To be the forefront on the department sales and marketing distribution of FMCG & TVP
Product at exact time to exact customer spot throughout Malaysia.

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Thejas Mission and Vision is the core of way to the expansion marketing strategic plan toward
action and behavior. The methodology inspires the way staff interact with each other and the way
how the staff will serve their customer now and in future will reach to the result for the expression
plan. Illustrated below Thejas current busines location and product nature.

Figure 1: - Building Location.

Figure 2: - Google Location.

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Figure 3: - Product Nature.

Figure 4: - Product Nature.

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Figure 5: - Product Nature

Figure 6: - Product Nature

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1.1. Thejas Organization Team.

The expansion plan refers to the group of individuals who are in charge of creating and
enforcing rules and regulations, or those in leadership positions who complete important tasks.
The expansion plan is most crucial in any business to create a correct direction of organization
chart and group of people who responsible to meet their goal and target as per organization
expansion plan.
There are 5 basics fundamental of the expansion plan which lead to better result for expansion.
 Planning
 Organization
 Direction
 Control
Below are Thejas Organization Chart to ensure all Thejas Mission are drive accordingly to
expand his business to state of Penang.

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Table 1: Thejas Organization Chart

Sources: - Thejas Management Portfolio

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2.0. PROBLEM STATEMENT.

Thejas Trading Sdn Bhd are to tackle and analysis current market situation and related factor
which to meet the Vision and Mission and to develop to the company expansion beyond the
Penang territory. The research and analysis for the expansion on an existing business lead from
the problem statement which was elaborated as below.

2.1. Best Opportunity to Growth in FMCG Market.

Fast moving consumer goods (FMCG) is the largest combination of consumer goods with
different product categories that include home, health, and personal care and food & drinks
including its marketing, production, and distribution. The FMCG segment is anticipated to witness
substantial growth owing to the rise in disposable income of consumers, thus enabling them to
spend considerable amount on their daily use products from the list of FMCG.
‘Global FMCG Market by Type and Distribution Channel’, Opportunity Analysis and Industry
Forecast, 2018 - 2025' the global FMCG market size was valued at $10,020.0 billion in 2017 and
is projected to reach $ 15,361.8 billion by 2025, registering a CAGR of 5.4% from 2018 to 2025.

The New Strait Times, Reported on July 3 2019 by, Ara Gopal, FAST-MOVING consumer
goods (FMCG) companies have tremendous growth opportunity in the Asia-Pacific region.
Experts estimate that one-third of the world’s consumer packaged goods growth between last
year and 2023 will come from Asia.

Nielsen’s latest figures pointed to strong FMCG and gross domestic product (GDP)
growth in the Asia-Pacific starting this year. However, global economic uncertainty may threaten
GDP growth in the short term.

Over the next decade, Deloitte anticipates that continued economic growth in the region
will increase consumer spending power particularly as the middle class widens and the
demographics of the region’s population continue to skew younger.

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2.2. Advantages from New Norm.

When Prime Minister Tan Sri Muhyiddin Yassin announced on March 16 that movement
restrictions would be imposed to stem the spread of Covid-19, people panicked as there was
little more than 24 hours to stock up on supplies. Supermarkets, mini markets, convenience
stores and even neighbourhood groceries were already stripped off the regular household
essentials by panic shoppers the week leading up the Movement Control Order (MCO). Those
that had not seen it coming ended up queuing for hours just to check out the little they could
acquire in those crucial hours. “In a day, the demand increased by more than 1,000 times,” says
Stephen Francis, founder and CEO of My Grocer Sdn Bhd. Unprecedented the MCO may be,
Malaysians, at least in the major cities, have adapted to a new way of shopping overnight which
make advantages to all fast-moving consumer goods supplier as well Thejas Sdn Bhd.

Similarly, Tesco Malaysia CEO Paul Ritchie asks consumers to only order what they
need to get through this difficult period. “Our stores have been much busier than normal as many
customers are stocking up on everyday items. Although customers may find a few items
unavailable due to high demand, I would like to reassure all our customers that new stock is
arriving all the time and our amazing colleagues are working around the clock to fill the shelves
in our stores as quickly as they can,” he says in a statement. “We are also working closely with
suppliers to maintain the supply of all key products, especially fresh and frozen foods, grocery
and essential non-food items. We ask customers to shop as they normally would and buy only
what they and their family need. We understand the concern but buying more than needed can
sometimes mean that others are left without. There is enough for everyone if we work together.”

2.3. Enhance Thejas Sdn Bhd Revenue.

Enhance Thejas Sdn Bhd Revenue in 5 years’ time on his business plan expansion to
enter new market and expand the Thejas own product are the fundamental of the project . The
FMCG market has experienced healthy growth over the last decade because of adoption of
experience retailing along with reflecting consumers desire to enhance their physical shopping
experience with a social or leisure experience. Taking this opportunity to expand and draft the 5
years sales forecast as below.

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Table 2 :- Thejas Trading Sdn Bhd 5 Years Forcast.

Sources :- Thejas Marketing Department.

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3.0. CRITICAL ANALYSIS.

3.1. Growth In FMCG

Table 3: - Value share of fast-moving consumer goods (FMCG) in Malaysia in the fourth quarter
of 2020.

Sources: - Malaysia FMCG fourth quarter of 2020 Report.

The statistic shows the value share of fast-moving consumer goods (FMCG) in Malaysia
in the fourth quarter of 2017. In the period examined, the beverages segment made up nearly 26
percent of the total FMCG market value in Malaysia.

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3.2. Global FMCG Market Trend.

Table 4: - FMCG Market Trend.

Sources: - Global FMCG Market Report.

Global FMCG Market by Type and Distribution Channel: Opportunity Analysis and
Industry Forecast, 2018 - 2025' the global FMCG market size was valued at $10,020.0 billion in
2017 and is projected to reach $ 15,361.8 billion by 2025, registering a CAGR of 5.4% from 2018
to 2025. Fast moving consumer goods (FMCG) is the largest combination of consumer goods
with different product categories that include home, health, and personal care and food & drinks
including its marketing, production, and distribution. The personal care segment is anticipated to
witness substantial growth owing to the rise in disposable income of consumers, thus enabling
them to spend considerable amount on luxury personal care products.

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 Consumers choose their daily need products according to their hygienic compatibility and
thus change their purchasing decisions according to their lifestyle. This trend is becoming
opportunities for the FMCG market. Companies are offering the products, which are compatible
to the lifestyle of their targeted consumer segment. In 2017, based on type, the food & beverages
segment accounted for around 89% of global FMCG market share, growing at a CAGR of 5.3%
from 2018 to 2025.

3.3. Customer Expectation Change

Retail and fast-moving consumer goods companies are in the midst of a transformation
unlike any before in their history. Although there have been times of disruption and competitive
fervour in the past, today’s FMCG environment is marked by huge changes in technology,
consumer preferences, sales channels, marketing approaches, barriers to entry, and supply
chain and logistics strategies. No company in this sector can afford to ignore these massive
shifts. Below figure show how much customer expectation on their behaviour to gets any product
including FMCG product.

Figure 7: - Customer Expectation

Sources:- Global FMCG Market Report.

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 For FMCG companies, Industry 4.0 promises to have an even more encompassing impact.
As customer expectations change, retail and consumer goods companies must begin to embrace
the growing digitization and interconnection of products, business models, and value chains in all
of which will allow them to be agile and responsive to consumer needs, maximize revenue, and
reduce costs and inventory.

4.0. LITERATURE REVIEW .

4.1 Growth Factor in Malaysia.

The volume index of Wholesale & Retail Trade grew by 1.4 per cent quarter-on-quarter in
the fourth quarter of 2020. The growth was supported by Wholesale Trade and Retail Trade
which rose 3.5 per cent and 1.4 per cent, respectively. On the other hand, Motor Vehicles sub-
sector experienced a fall in this quarter to record a growth of -6.1 per cent.

Table 5 :- Volume Index Of Wholesale Retail Trade Fourth Quarter 2020.

Sources :- Malaysian Retailer Associate Report 2020

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 KUALA LUMPUR (Sept 12), Malaysia’s retail industry reported a year-on-year (y-o-y)
growth rate of 4.5% in retail sales in the second quarter of 2019 (2Q2019), according to Retail
Group Malaysia (RGM). RGM said department store cum supermarket operators anticipate their
businesses to improve further with 9.6% in growth rate for the third quarter of this year. Retail
Group Malaysia also projected that department store operators are expecting their businesses to
turnaround with a positive growth rate of 4.6% for the third three-month period of this year where
this is the highest projection among the retail sub-sectors.

Dublin, Jan. 02, 2020 (GLOBE NEWSWIRE), The "Malaysia Convenience Store Market
Outlook 2022" report has been added to Research and Markets. The Convenience Store Market
in Malaysia, 2019-2022, The Industry is Witnessing Fast Developments and Presents Huge
Potential for Convenience Store Players. Malaysia Convenience Store Market Outlook 2022
shows how the companies are building up operating efficiencies and scale to compete better
marketplace. Also, the convenience store industry of the country is witnessing fast developments
and presents huge potential for convenience store players.

The number of convenience store in Malaysia is anticipated to grow at a CAGR of 6%

during 2016-2022. Thus, the report delivers on the developments in both retail and convenience
store sectors of the country. The report provides retail market forecasts till 2022 for Malaysia.
According to research, the retail industry of Malaysia is expected to grow as the players are
introducing the retail commerce service, which leads the modern grocery. Further, the share of
convenience store sales in total retail sales has also been incorporated for the country.

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Figure 8: - Volume Index Of Wholesale Retail Trade Fourth Quarter 2020 by Malaysian Retailer
Associate.

Sources: - Department of Statistics Malaysia Quarter 2020

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4.2 Pandemic Factor

For many Malaysian shoppers, the coronavirus pandemic was the push they needed to
stock their FMCG by browsing online or door-to-door delivery instead walk in to store. When
Prime Minister Tan Sri Muhyiddin Yassin announced on March 16 that movement restrictions
would be imposed to stem the spread of Covid-19, people panicked as there was little more than
24 hours to stock up on supplies. Supermarkets, mini markets, convenience stores and even
neighborhood groceries were already stripped off the regular household essentials by panic
shoppers the week leading up the Movement Control Order (MCO). Those that had not seen it
coming ended up queuing for hours just to check out the little they could acquire in those crucial
hours.

Stephen Francis, founder and CEO of My Grocer Sdn Bhd said the Covid-19 Pandemic
cause demanding for FMCG increased by more than 1,000 times. Also, technology-savvy folks
opted to skip making the arduous journey and having to adhere to social distancing protocols,
resorting to online groceries and delivery services bust up tremendously. Within days even the
fully online grocery store was running low on provisions. Even their suppliers and stockists were
not then able to stock provisions fast enough given the sudden rush.

BY SHARON KONG On APRIL 26, 2020, SUNDAY, Borneo Post Online, According to a
special survey pertaining to the effects of Covid-19 on Economy and individuals (Round 1) by the
Department of Statistics Malaysia from March 23 to 31, 2020, there was a significant change in
daily needs spending before and during Covid-19 outbreak

4.3 Online Door to Door Factor

CNBC Published Fri, May 1, 2020 10:54 AM edit Updated Fri, AUG 14 2020 11:58 AM
As coronavirus pandemic pushes more grocery shoppers online, stores struggle to keep up with
demand. Only about 3% or 4% of grocery spending in the U.S. was online before the pandemic,
but that’s surged to 10% to 15%, according to research by consulting firm Bain & Company.
Experts say that will likely remain at a higher level because many customers have downloaded
apps, tried new services and discovered their conveniences.

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In other countries, such as South Korea, China and the United Kingdom, customers have been
quicker to adopt online grocery shopping. In South Korea and China, 19% and 14% of grocery
spending is online, respectively, according to analysis by Bain, Kantar and Forrester. About 7%
of grocery spending in the U.K. is online.

Steve Begley, a McKinsey partner in retail and grocery, and Vishwa Chandra, a
McKinsey partner in e-commerce, said customers will continue to do more grocery shopping
online, since they’ve gotten more experience using the services and may still want to avoid
heavily trafficked places.

More than 26 million Malaysians use the internet today, and data from Global Web Index
shows that 80 percent of users between the ages of 16 and 64 are already shopping online.
Malaysians already spend considerably more on online purchases than many of their Southeast-
Asian neighbors, but average ecommerce revenue per user (ARPU) in the country is still barely a
quarter of the global average. However, Malaysians’ ecommerce spending grew by 24 percent
last year, and with the country’s government making the growth of the online economy a national
priority, it’s likely that Malaysia will continue to enjoy strong growth in online shopping over the
coming years.
Data from Statista’s Digital Market Outlook survey shows that Malaysians spent more
than US$6 billion online in 2018, with purchases of consumer goods already outweighing spend
on travel. That puts Malaysia in second place in Statista’s ranking of the world’s fastest-growing
grocery markets in 2018, with only Singapore seeing a greater year-on-year increase.

Figure 9: - Annual Ecommerce Growth in Malaysia by Category January 2019.

Sources: -Malaysia E-Commerce Data Report 2019

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 Malaysians spent US$483 million on online grocery purchases in 2018, up by US$135
million versus 2017 spending as showed in below figure. This figure means that online grocery
accounted for 2.3 percent of Malaysia’s US$21 billion total grocery market in 2018 (factoring both
online and offline sales). Based on data from eMarketer, that may mean that Malaysia is already
ahead of the US when it comes to moving grocery spends online.

Figure 10: - Annual Ecommerce Growth in Malaysia by Category.

Sources: - Malaysia E-Commerce Data Report 2019.

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4.4. Global Demand Factor

The global FMCG market is projected to reach $15,361.8 billion by 2025, registering a
CAGR of 5.4% from 2018 to 2025. IGD Asia predicts that online sales value will increase at a
compound annual growth rate (CAGR) of more than 60 percent between 2017 and 2022,
compared to a CAGR of 4.1 percent for the grocery market as a whole between 2018 and 2023 .

Figure 11: - Annual Ecommerce Growth in Malaysia by Grocery.

Sources: - Malaysia E-Commerce Data Report 2019.

5.0. PROPOSE SOLUTION.

Propose solution is one of the important functions in business organization upon expand the
business toward increasing the revenue. Expansion planning is the process of planning strategic
goals and objectives to tactical goals and objectives. It describes milestones, conditions for
success and explains how or what portion of a strategic plan will be put into operation during the
operational expansion period. Without proper operation expansion plan, a new business cannot
operate properly and can lead to financial disaster. Below is the propose solution from Thejas
team on his expansion planning to increase the revenue and introduce his own product
throughout Penang and nearest city.

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5.1. New Sub-Sector

New Thejas outlet will be located at Bandar Baru Ayer Itam which was surrounding by
resident’s area with less competitor in fast moving consumer goods especially Thejas own strong
product line, new dairy product, tea and textured vegetarian product (TVP) beside other Indian
spices, lentils and prayers item as alternative to the new market expansion with the competitors.
Below shows the location will be spotted to open new Thejas Outlet.

Figure 12: - Thejas New Sub-Sector Location.

Sources: - Google Map

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5.2. Delivery Concept by Providing door-to-door Delivery.

The 9th International Conference on City Logistics, Tenerife, Canary Islands (Spain), 17-
19 June 2015 mention Improving home delivery efficiency by using principles of address
intelligence for B2C (Business to Customer) deliveries, (Transportation Research Procedia 12
(2016) 14 – 25).

This is the principle hold by Thejas marketing manager to ensure the expansion will lead
to success. The door-to-door delivery was the similar method which was practice in the
beginning of the 20th century. At the beginning of the 20th century, Perishable farm items such
as milk, eggs and ice, were delivered weekly or even daily to customers by local farms. Milkmen
delivered milk and other farm produce. With the advent of home refrigeration and better
distribution methods, these products are today largely delivered through the same retail
distribution systems as other food products. Similarly, laundry was once picked up and washed
at a commercial laundry before being delivered to middle-class homes until the appearance of
the washing machine and dryer (the lower classes washed their own and the upper classes had
live-in servants). Likewise, deliveries of coal and wood for home heating were more common
until they were replaced in many areas by natural gas, oil, or electric heating. Some products,
most notably home heating oil, are still delivered periodically.

The retail industry is changing rapidly due to the changing shopping behaviour of
customers. Internet deliveries of packages and goods to consumers have grown over 25 % per
year over the past ten years. The competition among FMCG delivery services is severe giving
hard challenges to operate cost-efficient and meanwhile perform more sustainable, especially for
the last mile deliveries in our near home neighbour.

Today’s customers demand transparency and are more concerned with companies
delivering during promised time-windows than they are with speed. If these customer demands
cannot be met, businesses run the risk of damaging their reputation.

5.3. Enhance Payment System.

Enhance the payment system by providing all type off cashless payment system such like
Credit Cards & Debit Cards, MOL Payment Method, Maybank QPR Pay and Boost Payment
System at new outlet giving more conveniences to customer in cashless word.

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 Global market is moving towards cashless payment society. We Thejas Department Store
are align with all IT innovation changes in modern shopping market to ensure we are not sink in
the sales and business. This type of cashless payment giving more advantages to customer who
prefer to carry less cash beside enjoying all rewards and points system provided by this cashless
application. The great boots up for Thejas sales margin compare with who only have cash
payment system. Below shows the example of payment facilities in Thejas new Department
Store’s which going to implemented for his expansion.

i) Cash.

Normal practice since motherhood time.

Figure 13: - Cash Illustration

ii) Debit Card & Credit Cards

Cashless payment prefers by millennium generation
Figure 14: - Card System Illustration.

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 iii) MOL Pay Methods
Upcoming cashless payment methods with some benefit for the customer.
Figure 15: - MOL Pay System Illustration.

iv) Maybank QPR Pay

The online payment system uses QR Bar code scanner for Maybank account holder
Figure 16: - QPR Payment Illustration

v) Boost online payment thru hand phone

Leading cashless App in Malaysian shopping trend
Figure 17: - Boost Payment System Illustration.

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6.0. OBJECTIVE

To expand Thejas business out of BM market which align with Thejas mission to be the
forefront on the department sales and marketing distribution of FMCG & TVP product at exact
time to exact customer spot throughout Malaysia.

The purpose for Thejas Trading Sdn Bhd planning for expansion can be explain as below.

i) To growth Thejas business by revenue out of BM market to Penang territory which align
with Thejas mission to be the forefront on the department sales and marketing
distribution of FMCG & TVP product at exact time to exact customer spot throughout
Malaysia. For this Thejas has forecast the 5 years revenue and sales projection as
show in table 5.

Table 6: - Thejas 5 Years Sales Projection.

Sources: - Thejas Marketing Department

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 ii) To build new business and customer at Bandar Baru Ayer Itam Penang by introduce
Thejas own product as sole distributors through Penang state.

iii) Market analysis record data show market choice are very positive trend at Penang Island
mainly at Bandar Baru Ayer Itam and slowly will move to Bayan Lepas as per Thejas
goal and mission.

Table 7: - Household Income Survey 2016.

Sources: - Department of Statistics Malaysia

iv) Thejas also encounter distribution from BM to Penang may involve more cost and risk
beside open a new outlet to expand his business to Penang Island which the
economy growth is much better.

v) The growth in Penang FMCG market since 2019 as below statistics. According to the
administrative districts, households from Penang Island were earning more than those
in mainland Penang. Nearly half of Penang Island households earned RM6,000and
above per month while more than two-thirds of households in Seberang Perai Selatan
did not make more than RM6,000 a month, the highest proportion of households
whose earnings are at the lower tier.

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 However, household income is forecasted to rise in the light of a number of
development projects and opportunity to expand to new business. Penang’s median
monthly household expenditure on the other hand increased by 4.8% per year from
2014-2016, (Penang Economic & Development Report PEDR 2017-2018)

Below figure show percentage of households by monthly household gross income class and
administrative district in Penang, 2016.Below is the average monthly household expenditure in
Penang, 2016.

Table 8: - Household Expenditure Survey 2016

Source: - Survey 2016, Department of Statistics, Malaysia.

7.0. SCOPE.

To build new business and customer at Bandar Baru Ayer Item Penang by introduce Thejas
FMCG product his own product as sole distributors through Penang state. A systematic approach
is the best way to find a new market. Without it, Thejas can waste a lot of precious resources
whereby something can lead to flop in new outlet investment. The following steps will effectively
and efficiently guide Thejas through the new market development process. The questionary
survey will be done for all below question to ensure the business expansion meet Thejas Goals.

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 i) Who is Thejas customers are by district/region?
Resident /customer around 5 kilometres at nearest residences area at Bandar Baru Ayer
Item. This nearest customer are advantages where we provide door-to-door service.
Below population data show the Timur Laut area where new Thejas outlet located having
strong mix population.

Table 9: - Population Break down by ethnic follow district.

Sources: - Penang Economic & Development Report PEDR 2017-2018) Note: The population is
the revised projection based on the adjusted 2010 Population and Housing Census, Malaysia.
The State government finance in 2017 is the revised estimate.

ii) What are their needs at every area by ethnic population?

Mix ethnic population give strong market entry for all type’s goods.
Foreign works market from nearest industrial area are the advantages.

iii) What drives their buying decision?

The power of buying from respective area determined from the ethnic category.
Working opportunity at nearest factory are such as Kaw Preindustrial Bayan Lepas which
can support for sales. Range of age of customer who more consume household product.
Below table show the percentage of household by district and income category.

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Table 10: - Percentage of household by district and income category.

Sources: - Penang Economic & Development Report PEDR 2017-2018).

iv) How Thejas product can meets their needs.

Thejas provide all races product with Halal certification product and MeSTI Certified
Thejas provide conveniences way for purchase with variety payment term. ( CC / DC /
MOL / Boost )

The scope how to expand Thejas business through new Product Business Development
need to provides information on how to grow his business. Following are a few things to keep in
mind for Thejas before he can get started his new outlet.

 Target Market is the customer group that you feel will most likely want to buy your
products or services. This group is defined by your customer profile.

 Customer Profile is a detailed profile of your typical customer. For individual consumers, it
includes information such as age, income, gender, marital status, profession and buying
habits. For businesses, it includes the types of business, number of years in business,
number of employees, annual revenues and products or services sold.

 Demographics are the characteristics of a population such as size, growth, age, income,
gender, marital status and buying habits. This information helps you decide whether this
target market is large enough for your products or services in the target area.

 Market Analysis is an analysis of research data that results in determinations about the
marketability of a product or service in the given market.

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8.0. Limitation

i) Highest Cost Projection for Sub-Sector.

Choosing a new location for Thejas outlet is also a one-time thing that need spending a lot of
time and money. While certain aspects of this business can be improved from months to months
such as inventories, supplies, or even marketing strategies, in other words Thejas can’t simply
move to a new location without spending a lot of time and money. 5 things to consider when
choosing a new location for Thejas

In FMCG retail business, knowing your demographics and psychographics will help you
identify who your customers are, when do they buy, why do they buy, and how do they buy.

 Demographics are characteristics of your customers, including their age, gender,

education, income level, and so forth.

 Psychographics are the behaviours, attitudes, and buying habits of your customers.

For example, if you are opening a high-end beauty salon, your customers would most likely
be working adult above the age of 25. With this in mind, having a shop around offices like in
Bangsar South in KL or Bayan Lepas in Penang is most likely a better choice at BM or
Butterworth compared to a student-heavy area.

However, getting started without knowing the costs to expect may put Thejas in the red line
of business. The average costs for starting a store around RM150,000 – RM200,00 may or may
not apply to Thejas, but the more time and effort Thejas need to spend planning ahead, the
better is the result.With these guidelines, Thejas can estimate the funds need, helping Thejas
bets for success. Costs that Thejas need to consider when opening a new retail store can be
detailing as below.

 Rent and Utilities - Cost per square foot per year for commercial space varies by
location. Costs are generally much lower outside of major cities. In addition, water
and sewer charges, phone expenses, and internet bills should also factor into
your calculations.

 Getting Licensing, Permits, and Insurance - Before Thejas opening his retail store,
he needs to decide on which type of legal entity to form. The type Thejas choose
will impact on both taxes and insurance. These are the types of entities that can
be form such as Sole Proprietorship, Partnership, Limited Liability Partnership or
Limited Liability Company.

 Hiring and Managing Staff - Running a retail store of any size is definitely more
than a one-person job. Thejas need to find the right staff. The staff Thejas need to
hire depends on how his plan on operating.

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  Initial Inventory - Initial inventory will be one of your largest and most important
expenses. Estimates can be complicated and depend on what you’ll be stocking.

 Marketing - Marketing, promotion, and PR spending will be an important part of

your beginning budget. Thejas exact spending on new outlet will depend on the
strategies that have in mind, but here are a few areas Thejas should consider:

 Social Media Management

 Signage
 In-Store Experience
 Business Cards and Flyers.

 Interior Decor and Equipment - It’s unlikely that the space Thejas decide to rent
will be completely ready for sales without any improvements or upgrades. Instead,
Thejas might have to paint the walls, install shelving, add a counter, replace
flooring, and make other changes to get the look better.

 Financing – This is the most crucial portion for open new outlet. Financing for
start-up retailers can be a challenge, especially when the exciting doesn’t have a
long credit history to back up. How Thejas choose to finance can affect his
expenses, especially when it comes to repayment schedules and interest rate.
Different loans have different costs, thus Thejas need to research and speak with
local lenders about start-up capital.

ii) Short Timeline to turn over new outlet.

The plan covers the what, the who, the when, and how much:

• What - the strategies and tasks to be achieved / completed in the short time

• Who - the individuals who have responsibility for each task strategy / task

• When - the timeline for which the strategies/tasks must be completed,6 month

• How much – the financial resources available to complete a strategy/task

iii) Hiring and Managing Staff.

Running a new retail store of any size is definitely more than a one-person job. Thejas need
to find the right staff. The staff Thejas need to hire depends on how the plan is to operate. Will
you have more than one register open during a shift? Thejas new outlet need more than one
sales associate, to be as realistic as possible, Thejas cannot hire anyone they do not need, but
need to ensure Thejas have all of your bases covered for your busiest hours.

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 The key challenges for new outlet are to get effective retail manager in the short term. A retail
manager's goal is to maximize productivity. This is tough. Thejas Store staffs likely include
inexperienced, part-time, or seasonal employees.
Retail hours are long. Sales targets may seem unreachable. Thus, in this setting, good retail
managers responsibility to thrive. They are skilled in four primary areas.

 Managing time
 Recruiting and supervising staff
 Building skilled and motivated sales and service teams
 Managing change.

9.0. Constrain

i) Changing in consumers’ needs and behaviours.

As consumers are getting empowered by technology, FMCG market is witnessing a

persistent change in consumer behaviour. Having a persuasive selling skill is not enough.
Leaders in the FMCG management need to read the existing selling scenario effectively and
require the ability to predict the upcoming pattern so that crucial decisions could be taken well on
time.

To effectively increase their ability to read the selling scenario, Thejas FMCG
management is required to invest in software that could help them in several ways like:
 Identify lost opportunities
 Identify new avenues to target
 Determine the ROI of their field sales strategy
 Provide real-time visibility into the workflow system
 Enhance sales forecasting
 Help analyse the performance of each field sales professional relative to the target.

Below table sources from DOS,2020 show the Changing in consumers’ needs and
behaviours upon Pandemic impact.

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 Table 11: - Percentage of Spending by Need Category

Sources: - DOS 2020.

ii) Impact from Industry 4.0

For FMCG or retails and customer goods companies, Industry 4.0 promises to have an even
more encompassing impact. As customer expectations change, retail and consumer goods
companies must begin to embrace the growing digitization and interconnection of products,
business models, and value chains all of which will allow them to be agile and responsive to
consumer needs, maximize revenue, and reduce costs and inventory. To align with the
technology changes, need high cost and IT knowledge personal to set up the correct channel on
business development if Thejas keen to invent to online business. Below diagram show the
expectation from customer on industry 4.0 changes.

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 Figure 18: - Needs From Industry 4.0

Sources: - Strategy & Analysis by PWC

iii) Spending Constrains from Coronavirus Pandemic

COVID-19 has changed nearly every aspect of our daily lives, and consumer spending is no
exception. Generally, spending is down across all industries, as lockdown measures have
restricted what we can spend money on, due to restaurants and shops being shut and air travel
suspended. Equally, the economic consequences of the coronavirus pandemic have meant
consumers are less inclined to spend more, with many expecting their household income to
continue to fall in the coming months. Beyond impacting some of the factors that determine
consumer spend such as consumer confidence, unemployment levels or the cost of living, the
COVID-19 pandemic has also drastically altered how and where consumers choose to spend
their hard-earned cash base on their employment status as show on below table which survey by
Penang, Think City, 27 March 2020.

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Table 12: - Impact on employment by employment status (%)

Sources: - Penang, Think City, 27 March 2020

The impact and duration of the economic crisis on individual households, resulting from
the pandemic is difficult to predict as many uncertainties surround the crisis duration, for
example, length of MCO orders, as well as impacted industries and the post-crisis consumption
and recovery. According to the International Monetary Fund (IMF) the ASEAN-5, which consists
of Indonesia, Malaysia, Philippines, Thailand, and Vietnam is predicted to decline by 0.6% in
2020 (International Monetary Fund 2020).

10.0. INDUSTRY AND MARKET ANALYSIS.

This chapter will discuss Thejas analysis on his FMCG industry and market for his new
outlet. The core things that Thejas marketing team to know in the marketing and sales
process of the FMCG value chain towards improving commercial performance on the
new outlet. We will focus on the Industry and market analysis, competitor analysis and
financial resources on the proposal plan for new outlet.

10.1. Industry Analysis.

From 2018 to 2025, the global FMCG industry is expected to grow at a CAGR of 5.4
percent to $15,361.8 billion. Consumer packaged goods, also known as fast moving
consumer goods (FMCG), are items that can be purchased at a low price. These items
are typically consumed on a small scale and can be found in a number of locations such
as grocery stores, supermarkets, and warehouses. The FMCG market has experienced
healthy growth over the last decade because of adoption of experience retailing along
with reflecting consumers desire to enhance their physical shopping experience with a
social or leisure experience.

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Table 13: Global FMCG Market By Type.

Sources: Global Opportunity Analysis and Industry Forecast, 2018 – 2025 by allied
marketer search

The distribution channel segment of supermarkets and hypermarkets dominated the

FMCG market in 2018. The rise in disposable income and demand for a one-stop
solution for all shopping needs are driving this segment's development. Furthermore, the
enhanced experience offered by these retail formats makes them more appealing to
consumers. This is the good sign of industry growth which give positive move for Thejas
on his new outlet. Below graph show the distribution channel on the FMCG goods.

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Table 14: Global FMCG Market By Distribution Channel

Sources: Global Opportunity Analysis and Industry Forecast, 2018 – 2025 by allied
marketer search

According to Retail Group Malaysia, Malaysia's retail industry experienced a year-on-year (y-o-y)
growth rate of 4.5 percent in retail sales in the second quarter of 2019 (2Q2019) (RGM).
According to RGM, department store and supermarket operators expect their markets to expand
even further in the third quarter of this year, with a 9.6% growth rate. Department stores are also
expected to grow, according to Retail Group Malaysia.

During the period 2016-2022, the number of convenience stores in Malaysia is expected
to increase at a CAGR of 6%. As a result, the analysis of Thejas covers trends in the
country's retail and convenience store markets. The analysis forecasts Malaysia's retail
market until 2022. According to study, Malaysia's retail industry is expected to expand as
more players enter the retail market as below table.

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Table 15: Volume Index Of Wholesale Retail Trade Fourth Quarter 2020

Sources: - Malaysian Retailer Associate.

For further analysis on the Industry and Market, Thejas need to table his company and business
nature to align with the industry and market. Apart of the industry and market research, Thejas
organization portfolio status as below.

10.1.1. Thejas Sdn Bhd Portfolio.

Thejas Trading Sdn Bhd is one of the upcoming FMCG (Fast-Moving Consumer Goods)
Department Store’s and Distributor in Alma (BM) and Penang market. With his own
strong product line, new dairy product, tea and textured vegetarian product (TVP) beside
other Indian spices, lentils and prayers item as alternative to market entry with the
competitors.
Thejas Trading Sdn Bhd, the FMCG & TVP Department Store’s and Distributor are
establish in year 2018 and the department store are located at very strategic residences
location which surrounding with few Taman such as Taman Alma, Taman Alma Jaya,
Taman Alma Indah, Taman Sejahtera, Taman Selamat . The department store location
also near to small industry area as Pusat Perindustrian Alma Jaya which is
conveniences to all works doing purchasing after working hours. The location his existing
outlet are showed as below as a concrete evident that Thejas are generating revenue
and moving ahead for next new outlet by all his analysis and research.

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The business are at No 1473 & 1474 Ground Floor, Jalan Alma, Pusat Perniangaan
Alma, Alma, Bukit Mertajam and the GPS Coordination are 5.3164˚N , 100.4755˚E as
per google map.

Figure 19: - Building Location

Figure 20: - Google Map Location.

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Thejas Trading Sdn Bhd start operation on 1st Nov 2018 under Companies Commission
of Malaysia with capital of RM250,000.00 located at No 1473&1474 Ground Floor. Jalan
Alma Pusat Perniagaan Alam, Bukit Mertajam . Thejas Trading Sdn Bhd concept of
business are Department Store’s Sales and Direct Distribution of his own FMCG & TVP
product to other stores and shop’s. Currently Thejas Operation one direct sales
department store as mentioned in above address with own distributions store at No
1573, Ground Floor, Jalan Alma, Pusat Perniagaan Alma ,14000 Bukit Mertajam.
The team of organization was set to plan and organize the company Vision and Mission
together with operation plan, administration plan, marketing strategic and plan, budget
and cost with financial plan toward exciting competitor and market trend on the
expansion target beyond of Penang area. Below are Thejas Mission and Vision created
to meet the organization goal and performances index.

Thejas Mission
Committed to Delivery for Quality and Customer Confident Product.

Thejas Vision
To be the forefront on the department sales and marketing distribution of FMCG & TVP
Product at exact time to exact customer spot throughout Malaysia.

Thejas Logo

Thejas Trading Sdn Bhd

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10.1.2. Company of Business Nature.

Thejas Trading Sdn Bhd concept of business are Department Store’s Sales which is
Business to Customer (B2C) And Direct Distribution of his own FMCG & TVP product to
other stores and shop’s which is Business to Business (B2B). In Malaysia, modern retail
outlets are displacing conventional unorganized retail outlets as people's wealth and
lifestyles have increased demand for higher quality products, services, and a more
friendly retail climate. This become so important for Thejas to penetration in modern
grocery retail outlet has increased in demand which was highlighted in Industry Analysis.
Another business nature on the Fast-Moving Consumer Goods or FMCG business,
whereby the FMCG are non-durable goods that typically sell quickly. This type of goods
that consumer need to purchase on a regular basis as they are consumable fast or short-
lived. The FMCG product also low-value products with a regular high turnover which can
create revenue in regular basis. The following are type of FMCG product by category.

 Process Food – Process food such like breakfast cereal, cornflake, breads
 Beverage – Packed beverage such as fruit juice, bottled drinks, box type drinks, bottled
water and energy drinks,
 Dry Goods – Such like tea, sugar, coffee, beans
 Prepared Meals – Prepared ready foods in box or can such like bento boxes.
 Cosmetics Product – Common use cosmetic product for men’s and women’s like
shampoo, powder, cream, face wash, deodorant and so on.
 Toiletries – Dish wash, floor wash, toothpaste, toothbrush, soap and etc
 Over the Counter Medication – Aspirin, pain relievers, and other basic medication that are
available without prescription.
 Fresh Food – Fresh food such as fruit and vegetables that are perishable.
 Frozen Food – Frozen food such like ice cream, cheese, burger, hot dog which need
control temperature.
 Dairy Product – Milk and any of the foods made from milk, including butter, cheese, ice
cream, yogurt, and condensed and dried milk.

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Fast-moving consumer products (FMCG) are used by almost all on a daily basis. They
are the transactions we make at the produce stand, grocery shop, supermarket, and
warehouse outlet on a small scale or big scale which give opportunity to Thejas to
explore to new market. Now let we elaborate the Thejas product by more details as
below.
The FMCG & TVP product nature are illustrated in below picture and elaboration of the
product.

i) Indian Spices and lentils – Very common use spices in cooking

ii) Dairy Product and Tea Texture – Thejas B2B and B2C Product

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iii) Toiletries and Packed Beverage

iv) Some Indian Prayers Item and Others

v) Frozen Food and Frozen Beverage

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 vi) Over the Counter Medicines.

The purpose for Thejas Trading Sdn Bhd planning for expansion his business can be
explain as below.

i) To expand Thejas business out of Penang market which align with Thejas mission to be
the forefront on the department sales and marketing distribution of FMCG & TVP
product at exact time to exact customer spot throughout Malaysia.
ii) To generate additional revenue base on his 5 years Sales Forecast which will be share in
next chapter.
iii) To reduce the cost and risk by his distribution channel from Alma to Penang by get a new
outlet at Penang.
iv) Market analysis record data show market choice are very positive trend for FMCG
product at Malaysia as well at new outlet at Penang.
v) Good Malaysia government support for small scale business trade to develop by
providing a lot of loan facilities and development thru Malaysian Indian Chamber of
Commerce
vi) Business plan to enter new market and expand the Thejas own product.

vii) To growth in FMCG market since 2017 align with the growth in the FMCG global market
as below statistics.

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Table 16: Value share of fast-moving consumer goods (FMCG) in Malaysia in the fourth
quarter of 2020.

Sources: - Malaysia FMCG Industry Report.

10.1.3. Market Analysis.

Market analysis is a critical component of any business plan in all stages of growth.
When you analyze your market, you need to define what is the country growth, what kind
of government opportunity program for your specific business, what is your new outlet
area growth and opportunity in new area beside who your target market is and decide
how you’ll reach them. Recent article in Forbes stated that 81% of enterprises rely on
analytics to improve their understanding on government SOP and of course customer’s
market. For Thejas the market analysis begins by look in to FMCG performances trend
through Malaysia.
In Malaysia the fast-moving consumer goods (FMCG) industry is a critical part of any
country's economy. It covers a wide range of product categories, including food and
dairy, consumer electronics, home goods, and clothing manufacturing. The FMCG
business is a stable sector, according to experts.

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Tim Morris of Coriolis Research wrote for the New Zealand Food & Grocery Council
website, "There's a saying in the industry that goes "everyone has to eat." “And wash
their clothes and brush their teeth,” I would say. Unlike other sectors, such as cars,
computers, and airlines, FMCG does not experience mass layoffs on this pendemic
period but can see huge growth on the other hand.
According to Retail Group Malaysia (RGM), Malaysia's retail industry reported a year-on-
year (y-o-y) growth rate of 4.5% in retail sales in the second quarter of 2019 (2Q2019).
Malaysian Retail Association projected the second quarter growth rate in June 2019 at
5.5%.
Meanwhile the increase in household expenditure also giving a boost up for FMCG
business. Major category of household product which non-durable and semi durable fall
in FMCG type goods market.

 Non-Durable Household Item - Examples of nondurable goods include fast-moving

consumer goods such as cosmetics and cleaning products, food, condiments, fuel, beer,
cigarettes and tobacco, medication, office supplies, packaging and containers, paper and
paper products, personal products, rubber, plastics, textiles, clothing, and footwear.

 Semi Durable Household Item - semi-durable consumer goods which last a long time and
which are high taxable such like kitchen wear, cloth, foot wear and etc

The official site of the Department of Statistics Malaysia was releasing the Expenditure
Survey Report 2019 on July 10, 2020. For the period 2016 to 2019, monthly household
consumption expenditure increases 3.9 per cent per annum in tandem with the moderate
growth of mean monthly household income at 4.2 per cent for the period 2016 to 2019.
In terms of value, the mean monthly household expenditure increased from RM4,033 in
2016 to RM4,534 in 2019. Meanwhile, the median monthly household expenditure
registered RM3,654 in 2019 compared to RM3,314 in 2016. This is one of turning point
for Thejas on his new outlet expansion to Penang area which also supported by the
analysis of market statistics.

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Figure 21: Monthly Household Consumption Expenditure by Administrative District,
2019.

Source: Household Expenditure Survey Report 2019 Department of Statistics, Malaysia.

Above statistics show the two main district with high household consumption expenditure
which is Seberang Perai Tengah in Mainland and Barat Daya at Penang Island.Thejas
exciting outlet located at Alma which is Seberang Perai Tengah district thus the business
forecast is more likely in uptrend. The new outlet expansion was plan at Bandar Baru
Ayer Itam which is at Barat Daya District at Penang Island. In other hand the Thejas new
sub-sector team have plan well on the new outlet base on the current market analysis to
ensure the new outlet will gain the revenue.

Another factor which is very important on the market survey upon business expansion is
the population on the state and its specific area by numbers and ethnic who will be the
future customer for the Thejas new outlet. Unknowing this will lead the new outlet for
poor revenue and may fall to profit lost after the investment.
Penang's population is expected to grow in lockstep with development, with a projected
population of more than 1.8 million people by 2020. This follows an increase from 1.6
million to 1.77 million this year, according to Datuk Seri Dr Mohd Uzir Mahidin, chief of
the Department of Statistics Malaysia in The Star on 5th Nov 2018.

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According to the most recent statistics, the population of Penang is made up of
bumiputras (42.3 percent), Chinese (39.4 percent), Indians (9.4 percent), and people of
other nationalities (8.6 percent). This population based on the adjusted data 2010
Population and Housing Census of Malaysia which was release by Department of
Statistics, Malaysia. Below table shows the population growth in Penang from 2013 to
2017.

Table 17: Estimated Population by Ethnic Group (in ‘000), 2013 – 2017

Sources: - Department of Statistics, Malaysia,2010

Table 18: Penang Percentage of Estimated Population by Ethnic Group

Source: Department of Statistics, Malaysia.

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Beside market analysis on business performances in Malaysia, market opportunity at the
new spotted location, potential market group by their expenditure strength and ethics ,
the government support program on the FMCG retails business also need to counter
measure to ensure the new outlet lead to the Thejas goal and mission. Further in the
pandemics moment the government support is crucial to lead a new outlet of Thejas to
success.
The Start Newspaper reported on 17th Nov 2020 on the Government intervention to save
lives and livelihood on his Budget 2021.This memorandum represents the collective view
of the industry and has been jointly written and supported by the following business
associations; Malaysia Retail Chain Association, SME Association of Malaysia,
Bumiputra Retailers Organisation and Persatuan Pengurusan Kompleks Malaysia or
Malaysia Shopping Malls Association.
Budget 2021, which was unveiled on November 6, 2020, was billed as Malaysia's largest
budget. One of its primary objectives was to ensure business continuity for the economic
sector, which had been severely harmed by the pandemic. Although most businesses
are permitted to run as usual, the reintroduction and extension of conditional MCO
(CMCO) has placed all businesses particularly retail and restaurant in a difficult
predicament due to people movement restriction imposed.
The following are the industry proposals to address the Budget's shortcomings in
response to the immediate challenges posed by the pandemic crisis in terms of
protecting life and livelihood.

i) Tenant relief assistance through financial assistance to shopping mall owners and
landlords. The Business Associate have request Government to grant shopping mall
owners and landlords conditional financial reliefs in which such savings can then be
used to assist retail businesses in their respective premises, as follows:

 Waiver or reduction of land assessment tax and utilities payment including

water, electrical and telecommunication. To immediately activate such indirect
rent relief scheme, we propose for extension of the electricity discount to
December 2021 with retrospective effect from October 2020 (which was
introduced under the Prihatin economic stimulus package to selected
economic sectors that has expired in September 2020).

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  Direct financial assistance to SME tenants to cover the rental cost for at least
two months during CMCO and another two more months during the recovery
period.

 To encourage more tenant assistance, landlords are granted tax rebate for
any form of financial and non-financial assistance including rent rebate or rent
reduction provided to their tenants. Given that every tenant requires a different
intervention approach, we believe that the conditions stipulated under Prihatin
(i.e., SME tenants and minimum 30% rent reduction) are not responsive to this
dire situation and should be removed moving forward.

ii) Waiver of statutory payment for businesses - To survive this crisis, it is critical for
businesses to conserve cash flow. The associate wish to propose to the Government
to consider waiving all these statutory payment obligations until Dec 31,2021, or for
one year after the lifting of the MCO, whichever is later.

iii) Targeted tax incentive for retail and tourism spending - Government’s under Budget 2020
move to support online retail spending through the Shop Malaysia Online initiative
with a RM150mil allocation in the Budget. However there seems to be no incentive for
physical retail shopping. For this the associate are request from the government on
the tax relief as below.

 Individual tax exemption for a sum of RM1,000 monthly (or RM10,000 from
May-December 2020) for shopping of goods and services, to be substantiated
by relevant receipts.
 Individual tax exemption for a sum of RM5,000 to be substantiated by relevant
receipts.

iv) Protecting businesses through the Temporary Measures for Reducing the Impact of
Coronavirus Disease 2019 (Covid-19) Act 2020 - The Covid-19 Act, gazetted on Oct
23,2020, was intended to assist businesses that have been affected by the measures
taken by the Government to curb the spread of the disease.

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 v) Extension of the Wage Subsidy Programme - Introduced under the Prihatin economic
stimulus package, the Wage Subsidy Programme has been successful in allowing
many businesses to retain their workforce during the pandemic crisis.

vi) Tax relief for safety and hygiene expenditures - In compliance with Covid-19 SOP, the
operating costs has increased at least 10% to 20% due to the purchase of equipment
including consumables and non-consumables and high frequency of sanitisation of
premises. Therefore, we wish to seek tax relief for these expenditures incurred by
businesses during this pandemic crisis.

vii) Extension of bank loan moratorium – Proposal cashflow is the lifeline of any business, we
propose for a blanket extension of the bank loan moratorium until June 2021.

viii) Covid-19 SOP compliance certification for retail and restaurant premises - To increase
customer confidence, we wish to suggest to the Government to introduce Covid-19
SOP compliance certification for businesses to encourage full adoption of the SOP
during this critical period. Such certification will provide the safety assurance for
consumers to return to shop and dine.

Another source of support for retails business are from the Ministry of International Trade
and Industry Malaysia (MITI) who have initiate Matrade to Singapore. This was reported
in Bernama on Jun 19, 2015. The Malaysia External Trade Development Corporation
(Matrade) have led a marketing mission of 32 Fast-Moving Consumer Goods (FMCG)
companies to Singapore on May 28 2015, to explore opportunities for collaboration with
Singaporean companies in producing FMCG products for other markets. Naim Abdul
Rahman, Matrade’s Trade Commissioner in Singapore said: The FMCG is a wide sector
comprising products such as food and beverages, toiletries, grocery items as well as
consumer electronics.

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10.1.4. Data Analysis.

Data analysis are a adds value to an organisation by allowing it to make informed

decisions and gain a competitive advantage toward the business market. Data Analysis
give opportunity to increases Thejas chances of becoming an organization's key decision
maker with all the data for his new outlet. Many companies recognize the importance of
Data Analysis research and have adopted comprehensive digital operations to enhance
consumer satisfaction from the data collected with his respondent. Data Analytics
allowing companies to fuel their intelligence endeavours where there is a broad opening
for beginners and professionals with the relevant skill sets for their new sub-sector such
like Thejas Sdn Bnd.
Data Analysis or Customer Data Analysis is a critical component of any business plan in
all stages of growth. When you analyse your customers, you define who your target
market is, who is the age group and gender, the ethnic surround your new outlet and
their occupation whereby this will decide how you can reach and tackle them on the
marketing plan. Recent article in Forbes stated that 81% of enterprises rely on analytics
to improve their understanding of customers.

Thejas marketing team identify and well research his customer and their need by look at
below idea to analysis the customer.

 Who is Thejas customers are by gender?

 Range of age of customer who more consume household product.
 Mix ethnic population give strong market entry for all type’s goods thus Thejas customer
data analysis give priority on this.
 What drives their buying decision? This based on the interest to shop at selected place
 Working opportunity status?

For this, Thejas have done a research on the customer analysis base on 6 qualitative
respondents follow the Demographics and Construction factor. The question was
preparing as below to get a feedback for his new outlet as the respective spotted area.

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Table 19: Research Question for Respondent

QUESTION SECTION A
Please choose one answers for below question.

1.What is your Age Category?

a) 18-24 b) 25-35 c) 36-50 d) 50 and above

2.What is your Occupation?

a) Student b) Working c) Not Working d) Pension

3.Are you?
a) Malay b) Indian c) Chines d) Others

4.Where you have completed your education?

a) Primary b) Secondary c) Collage d) University

5. What is your monthly income range?

a) Below RM3000 b) About RM5000 c) About RM8000 d) Above RM8000

QUESTION SECTION B
Please tick (√) Yes or No for all below question.

1.Do you have difficulties to purchase consumer goods on the pandemic period?
☐Yes ☐No

2.Do you think fast moving consumer goods are high demand now?
☐Yes ☐No

3.Does your residents area have FMCG outlet more than 2?

☐Yes ☐No

4.Do your area have door to door delivery facilities?

☐Yes ☐No

5.Do you know there is a new FMCG outlet at your resident’s area?
☐Yes ☒No

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From the questionnaire research, Thejas manage to narrow down the market situation as
elaborated from all type of Demographics study which align to the Construction factor.
From perspective by the gender, Thejas have encounter below data which support the
research environment from the first question on construction factor which is.
 Do you have difficulties to purchase goods on the pandemic period?

The question result show on below table from the respondent.

Table 20: Survey By Gender.

By
YES NO
Gender
Gender
Male 0 4
Female 1 1

From the above data, out of 6 respondents, 5 of them don’t have any issue to purchase
FMCG goods on the pandemic period at the new target location.
Beside the gender, the age group are very important to analyse as it will determine the
purchasing power group.

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Table 21: Survey By Age Category.

By Age
YES NO
Catergory
AGE
18-24 0 1
25-35 1 0
36-50 0 3
50 Above 0 1

Millennials generation which the age category from 25 to 40 will soon be critical to
company's success. Millennials those currently in their mid-teens to mid-thirties are
expected to have more spending power than any other age group by 2017. Malaysia has
a population of 32.6 million people (2020 est.) where 40.8% is between 25 and 54 years
old.
Above age category show the majority age fall under 36-50 which higher age category
on purchasing power for household or FMCG product. Most of this age category are
family person and will contribute to expenditure index. This will be a guideline for Thejas
to focus on the market trend.

The data analysis question also can tackle how many competitors are available at the
new residences area which was raise in question 3 on the survey.
 Does your resident’s area have FMCG Outlet more than 2?

We survey this question for occupational category people who the category of people is
doing purchasing to their house hold. Below are result from the survey.

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Table 22: Survey by Occupation

By
Occupation YES NO
Student 1
Working 2 1
Not
Working 1
Penssion 1

10.2. Competitor Analysis.

Competitive research or competitor analysis is a field of strategic research that

specializes in the collection and analysis of information about competitor firms. It's an
essential tactic for finding out what Thejas competitors are doing and what kind of threat
they present to Thejas business well-being at the new outlet spot. Establishing an edge
over these competitors is just part of the daily grind, but Thejas Trading need to know
what extent are the company prepared to gain an edge over his competitors?
Thejas marketing team have done a simple research on beginning stage to narrow down
competitor with 5 major competitors at the new selected are around Bandar Baru Ayer
Itam by comparing with 5 main group of product market price where each group
represent 5 high consumer demand.

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Thejas has identified 5 main competitors at Penang Island on the FMCG product sales
and distribution business as below.
i) NEWLY TEN MART & DISTRIBUTION.
ii) MMD BEVERAGE SDN BHD.
iii) KOPI DAGANG SHOPEE.
iv) WINDMEAL FOOD & BEVERAGE.
v) VISESHA TRADING.

From the above competitor, Thejas have select 5 major group of products to analysis the
price comparation with the competitor. The price analysis will be scale as High, Medium,
and Low by prorated comparison in current market value index. The group of FMCG
product was selected base on below segregation which was elaborated in Introduction of
Thejas Business Nature.
PRODUCT GROUP A - Dairy Product and Tea Texture
PRODUCT GROUP B – Toiletries and Packed Beverage
PRODUCT GROUP C – All type of Indian Spices and Lentils.
PRODUCT GROUP D – Frozen Food and Frozen Beverage.
PRODUCT GROUP E – Indians Prayers Item and Other Relative Goods
Below is the table show the main product group price comparation between Thejas and
other 5 main competitor surround the 10km area of Bandar Baru Ayer Itam.

Table 23: Product by Group

COMPETITOR PRODUCT PRODUCT PRODUCT PRODUCT PRODUCT

NAME GROUP A GROUP B GROUP C GROUP D GROUP E
THEJAS SDN BHD MEDIUM MEDIUM LOW HIGH LOW
NEWLY TEN MART LOW MEDIUM MEDIUM MEDIUM HIGH
& DISTRIBUTION
MMD BEVERAGE HIGH LOW LOW LOW HIGH
SDN BHD
KOPI DAGANG HIGH HIGH MEDIUM MEDIUM MEDIUM
SHOPEE
WINDMEAL FOOD MEDIUM MEDIUM LOW HIGH LOW
& BEVERAGE
VISESHA TRADING LOW LOW LOW HIGH HIGH

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Table 24: Comparation Product Index By Competitor.

Elaborated from the price survey, the product group E which is Indians Prayers Item and
Other Relative Goods have less competitor where only WindMeal Food and Beverage as
the only competitor.
The higher price competition falls the product group C which is; all type of Indian Spices
and Lentils. This product is common use for all type of cook thus the market choice are
always above the target and challenging.

KOPI DAGANG SHOPEE, is the less favourite competitor among the all the others
where most of the product group price index didn’t compete with Thejas product.
Now let we review 2 selected major competitors by use SWOT matrix as below.

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Table 25: - SWOT Analysis Matrix for Competitor with VISESHA TRADING and Thejas.

STRENGTH WEAKNESS

1.Near to multi-racial resident area 1.High competition for product group C

which is Indian Spices and Lentis

2.Sole distributor for Ghee Product for 2.Parking issue on peak time at shop lot
VISESHA TRADING from Alam outlet area.

3.Surrounding by industrial area with

3.Not provide wheat goods
foreign workers support.

OPPORTUNITY THREAT

1.Located at Timur Laut District which

1.Sole distributor for Thejas own product
same territory where Thejas new outlet
(Tea Texture & TVP Item)

2. Back up from existing branch for goods

2.Major competitor for product C category
supply.

3.Strong Organization team 3.Product category A,B and C low price

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Table 26: - SWOT Analysis Matrix for Competitor with MMD BEVERAGE SDN BHD and
Thejas.

STRENGTH WEAKNESS

1.Near to multi-racial resident area 1.Not selling Non-Halal foods

2.Sole distributor for Ghee Product 2.Shop lot space smaller compare MMD.

3.Surrounding by industrial area with

3.Not provide wheat goods
foreign workers support

OPPORTUNITY THREAT

1.Sole distributor for Thejas own product 1.Located at Timur Laut District which
(Tea Texture & TVP Item) same territory where Thejas new outlet

2. Product under group A are cheaper 2.Major competitor for product C category

3. Halal Certification advantages to

3.Product category A,B and C low price

compite

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10.3. Financial Sources.

Sources of capital are the most explorable area, particularly for entrepreneurs who are
about to launch a new venture. It is possibly the most difficult aspect of the entire
organization. There are various capital sources that we can categorise based on various
parameters and eligibility. Sources of finance for business can be categorize as below.

i) Long-Term Sources of Finance

ii) Medium Term Sources of Finance
iii) Short Term Sources of Finance
iv) Owned Capital
v) Borrowed Capital
vi) Internal Sources
vii) External Sources.

Having known that there are many alternatives to finance or capital that Thejas company
can choose from the sources base on his new business requirement and eligibility.
Choosing the right source and the right mix of finance is a key challenge for every
business owner and the finance manager. For the financial sources of RM500,000.00,
Thejas have plan from his exciting financial position and execute for below 4 categories
of financial sources to develop his new sub-sector.

I) Personal investment

Personal investment or reinvest from the exciting business are the core of fundamental
of the expansion of the business. When starting a new business, Thejas is the first
investor should be either with his own cash from the ROI ( Return Of Investment) or with
collateral on Thejas assets. This will prove to bankers that Thejas have a long-term
commitment to his projection on the business and ready to take risks for additional
financial sources to develop the business. For the personal investment Thejas have plan
the amount of RM150,000.00 for his new outlet that going to open at Bandar Baru Ayer
Itam at Penang Island.To fulfill the balance projection amount, Thejas have resources on
below loan facilities provided.

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 II) My Seed SME Scheme (MYS3).

My Seed SME Scheme are especially for Indian Entrepreneur to expand their business.
Funding for machinery, equipment and for working capital. MYS3 provide access to
Indian entrepreneurs in obtaining financing for their existing business. Below explains the
regulation of the MYS3.
Financing type: - Loan.
Financing interest rate: - Minimum BFR + 1.50% p.a.
Financing amount: - Minimum RM1,000,000
Maximum RM5,000,000.
Funding Instrument: - Term & Revolving Financing.
Eligibility criteria,

 Registered under the Companies Commission of Malaysia Act 2001 or Co-operative

Societies Act 1993.
 Applicant with SCORE 3 rating and above.
 Applicant must be an Indian with minimum of 51% equity ownership with good credit
records.
 The company has positive shareholder’s fund.
 Involve in the Government promoted industries & sectors identified by the Bank from time
to time.
 The company has been in operations for a minimum of 2 years.

Application procedure: - Applicants can submit complete financing application directly to

SME Bank through their branch networks nationwide. For further enquiries & free
consultation or details on MYS3 programmed, Thejas can contact the Bank’s Customer
Service Centre at 03 2603 7700 or visit www.smebank.com.my.

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 III) Soft Loan for SMEs (SLSME).

The SLSME is assisting loans for start-up enterprises and existing companies including
to support fixed assets and working capital financial.

Eligibility Specification:

 SMEs incorporated under the Companies Act 1965

 SMEs incorporated under Registration of Business Ordinance 1956
 Malaysians held at least 60% of equity
 Owns a valid premises license
 Owns SMEs with shareholdings which not exceeding 20% held by public-listed
companies. Only if applicable.
 Focusing on sectors of areas such as Manufacturing, Manufacturing-Related Services
and ANY Services, but EXCLUDE insurance and financial services.
 The financing amount given under the scheme depends on the type of finance provided –
Project, Fixed Assets, Working Capital and IT Hardware / Software.
o Project: RM5 millions (maximum)
o Fixed Assets: RM5 millions (maximum)
o Up to 90% of the cost of new assets
o Up to 65% for used / reconditioned equipment, which are not more than 5 years
old.
o Working Capital: RM3 millions (maximum)
o Up to 100% for Purchase Revolving Credit
o Next, up to 90% for Term Financing
o Up to 80% for Sales Revolving Credit
o IT Hardware / Software: RM 50,000 (maximum)
o Up to 90% of the cost of new assets
o Up to 65% for used / reconditioned equipment, which are not more than 5 years
old.

 The financial minimum amount is RM 50,000, but the interest rate is 4% per annum
yearly.

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 IV) Indian Community Entrepreneur Development Scheme (SPUMI) (TEKUN Nasional)

This scheme funding for 100% Indian and Malaysian who owned business with valid
license/permit and does not exceed RM100K business financing. Below table show the
loan structure.

Table 27: Loan Eligibility

Loan Amount Payment Period

>RM 10,000 – Up to 5 years
Small Loan Scheme (SPK)
RM50,000
>RM 50,000 – Up to 10 years
Medium Loan Scheme (SPS)
RM100,000

 Repayment Methods

It is COMPULSORY for borrowers to make loan repayments at Regional

TEKUN Offices or through BSN, Maybank, Bank Rakyat, Agro Bank and
Pos Malaysia or via post-dated cheques. For further information, please
visit the following link: https://www.tekun.gov.my/en/tekun-
entrepreneur/tekun-nasional-financing-scheme/tekun-niaga-financing-
repayment_methods/
 Tekun management Fund Contribution

Entrepreneurs are required to pay the TEKUN Management Fund

Contribution a total of 4% of the loan value per annum throughout the loan
period. Payment of this contribution shall be made together with loan
repayments.

 Process Payment

Table 28: Process Payment

Loan Payment
> RM 10,000 – RM 20,000 RM 150
> RM 20,000 – RM 30,000 RM 200
> RM 30,000 – RM 40,000 RM 250
> RM 40,000 – RM 50,000 RM 300
> RM 50,000 – RM 100,000 RM 500

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 Saving

Entrepreneurs are required to make savings of 5% of the loan value per

annum. These savings should be made together with the loan repayments.

 Insurance Protection

TEKUN entrepreneurs will be protected under the Loan Insurance and Life
& Accident Insurance (borrower) set by TEKUN Nasional within the loan
period.

 Basic Eligibility Requirements of Tekun Nasional Loan

 Indian race and Malaysian citizen

 Aged between 18 – 60 years old (Financing period expires up to 65 years)
 Applicant is not a bankrupt
 Companies 100% owned by Indians and Malaysian citizens
 Has a valid licence/ permit/ Business Register (SSM)
 Has a specific business location or premise/ mobile business
 Engage directly and part-time in business
 One financing for one household (except for separate businesses and different business
registers (SSM) as well as a good payment record for household)
 Paid capital limit does not exceed RM 300,000
 Existing business financing (example: MARA, AIM, SME, PNS, etc.) does not exceed
RM100,000
 Applicant already has a business. Whereas for applicants who wants to start a business
are required to have a minimum personal cash contribution of 20% from the financing as
a commitment to carry out a project (project progress)
 For the purchase of commercial vehicles/ heavy machineries, total financing is 10% of the
price of the commercial vehicle/ heavy machinery (subject to the cash flow and financial
standing of applicant)
 For Enterprise companies (Partnership), it is necessary to obtain a partner authorization
letter that allows applicants to make financing and the partner must be Indian of race as
well as Malaysian citizens
 For Private Limited companies (Sdn. Bhd.) shall be obliged to provide the Company
Resolutions in accordance to the format provided which gives out the authorization
 Distribution of financing on behalf of the Company for financing of RM 20,000 and above

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  Approval of financing on behalf of Enterprise (Sole Proprietorship) for financing of RM
20,000 and above may be considered its eligibility by using the current personal account
of the applicant or Enterprise

11.0. IMPLEMENTATION STRATEGY.

The fundamental of business expansion or strategic planning will be discuss here for
Thejas Trading Sdn Bhd . We will analysis and design the business portfolio by elaborate
the company natural of business, Vision and Mission and marketing strategic planning by
narrow down the analysis from all below factor which will be a guideline upon setting up
new business.

11.1. Product and Service

Thejas Trading Sdn Bhd is one of the upcoming FMCG (Fast-Moving Consumer Goods)
Department Store’s and Distributor in Penang market. With his own strong product line,
new dairy product, tea and textured vegetarian product (TVP) beside other Indian spices,
lentils and prayers item as alternative to market competitor entry.
Below list of Thejas own product description and benefit. This product is collaboration as
sole distribution from New Zealand and India.

i) Thejas Full Cream Milk & Powder - Thejas Full Cream Milk Powder under collaboration
name of Enrico’s has a rich and creamy taste and it is imported from New Zealand
and packed in Malaysia. It mixes easily in hot or cold water and can be used for
making hot and cold drinks, yogurt, Milk sweets, milkshakes or just adding to
breakfast cereals. Also come in liquid form in bottle.

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ii) Thejas Hi Top Tea - Hi Top Tea leaves are harvested from the highlands of India. These
tea leaves are carefully picked and only the young leaves are selected. The tea
leaves are then processed using the Cut, Turn and Curl or otherwise known as the
CTC process. The special feature of this CTC tea is that you can actually see the tea
leaves (Cut, Turned and Curled) unfold when boiled water is added to the tea leaves.
This feature is unique to Hi Top Tea.

iii) Thejas Ayurvedic Lemon Pickle - In Ayurvedic cuisine, lemon pickle is a home remedy
for stomach disorders, and its value is said to increase as it matures.

iv) Thejas TVP Product - TVP, also known as soy meat, chunks or granules, is a fat
trimmed soy flour produced as a by-product from extracting soybean oil.  It is
often used as a meat substitute as it is cost-effective, has a similar texture to animal
meat and has the ability to absorb flavors easily.

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 v) Other type of Product - Indian spices, lentils and prayers item, Ghee, and beverage
item.

11.2. Business Model.

Thejas business concept base on 2 model which is B2C, Business to Customer and
B2B, Business to Business. The term business-to-consumer (B2C) refers to the process
of selling products and services directly between a business and consumers who are the
end-users of its products or services. Most companies that sell directly to consumers can
be referred to as B2C companies. This is the concept that of business will be
implemented at the new outlet. Traditional retailers, who profited from applying a markup
to the price, saw online B2C as a threat.
Business revenue for Thejas under B2B model came from direct selling to the customer
with gross profit margin before tax and expenses. This type of business model generates
daily cash turn over for support operation and utilities. Below table explain the selling
profit margin from B2B model.

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Table 29: Product List and Gross Margin.

The other model or concept that Thejas venture is Business to Business model by
distribution of his own product as sole distributor for other retailers’ shops, supermarket,
and mini mart. Business-to-business, also known as B2B, is a type of transaction that
occurs between companies, such as between a manufacturer and a wholesaler, or
between a wholesaler and a retailer. Business-to-business refers to transactions that
take place between businesses rather than between businesses and individual
customers.
Business-to-business is distinguished from business-to-consumer (B2C) and business-
to-government (B2G). With Thejas own product line such a tea and textured vegetarian
product with few types of pickles, as sole distributor for northern region giving Thejas an
opportunity to venture in business-to-business model of business.

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Thejas as sole distributor for some selected item in market give huge opportunity as a
whole seller and distributor for below item for retailers.

Table 30: Sole Distribution Product List and Price

Product
Product Measurement Price Supplier
Descreption

RM532.80
Pure Ghee 800g per can Ravi Raj Trading
per dozen

RM521.70
Pure Ghee 1.6 kg per can Ravi Raj Trading
per 1/2 dozen

RM535.35 2 dozen
Pure Ghee 400g per can Ravi Raj Trading
per cartton

RM288.80
Milk Powder 1kg per pack Enrico Pt Lt NZ
per dozen

RM188.70
Milk Powder 635gram per pack Enrico Pt Lt NZ
per dozen

RM277.50
Milk Powder 2kg per pack Enrico Pt Lt NZ
per 1/2 dozen

RM301.14 4 dozen Highland Tea

Hi Top Tea 200gram per pack
per cartton Sri Langka Pt Lt

RM249.70 Highland Tea

Hi Top Tea 400gram per pack
per 2 dozen in cartton Sri Langka Pt Lt

11.3. Pricing Strategy.

Any company that sells goods to consumers must consider retail pricing. Thejas must
have a pricing strategy to boost up the sales and revenue. After all, when it comes to
buying decisions, buyers are concerned with a variety of factors, but the price they can
pay for an item is almost always one of them. Marketing manager Thejas list up few
pricing strategies to boost up the sales and revenue in first 6 month to recover the
investment flow by below strategy.

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The pricing strategy Thejas plan summarize as below
 Mark up pricing
 Manufacturer Suggested Retail Price (MSRP).
 Bundle pricing.
 Discount pricing.

i) Mark up pricing

It's crucial to think about more than profit margins and markup percentages when
determining your retailer's retail pricing goals. However, in general, the retail price you
set on any given item must include the item's expense as well as any markups you make
in order to benefit from selling it.
This pricing approach can be summarized with the basic formula:
Retail Price = [(Cost of item) / (100-markup percentage)] x 100
Thus, if an item cost you $0.50 to manufacture, and you hope to sell it with a 50% profit,
your retail price would be: [(0.50) / (100-50)] x 100 = $1.00
Below is the price list of some of the Thejas product.

Table 31: List of Product and Price

Measurement
Thejas Listed Size / RM
Iternery
1 KG 1 Pack/Bottle
Texture Vegi Product RM5.50 RM5.50
High Top Tea RM11.90 RM5.90
Pickles RM2.50
Aura Sandal RM9.90
Ghee RM15.50
Bottle Milk RM10.50 RM2.90
Packed Milk Powder RM18.90 RM11.90
Incense RM3.90
Sudham RM4.40
Sambrani RM3.20
Cumin RM55.00
Coriander RM55.00
Mustard Seeds RM10.00
Garam Masala RM62.00
Black Peper RM40.00
Cinnamon RM46.00
Cardormon RM165.00

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 Cloves RM118.00
Curry Masala RM4.10
Turmeris Powder RM3.90
Chilli Powder RM3.50
Green Lentils RM8.40 RM8.40
Dry Brown lentils RM8.90 RM8.90
Rice RM7.90 RM27.50
Brown Sugar RM2.30 RM2.30
Milo RM7.90

ii) Manufacturer Suggested Retail Price (MSRP).

On the pricing strategy, Thejas also follow Manufacturer Suggested Retail Price (MSRP)
concept especial for sole distribution item which is to standardize the prices of products
sold across multiple locations. The benefit of this approach takes the guesswork out of
price-setting for retailers, saving them time and energy. The high profit margin has
incurred in this type of pricing by buying huge volume from the manufacturer.

iii) Bundle Pricing

Bundle pricing is when you sell a group of products for a single price—think three-pack
socks or five-pack underwear. Bundle pricing also leads to larger-volume sales of
specific goods or product categories, so if you have unsold inventory, this might be a
good strategy to use bundle pricing strategy to clear the inventory.

iv) Discount pricing.

The practise of selling items at a discount, whether by sales codes or coupons sent
directly to the consumer, in-store discounts, or even store-wide markdowns, is known as
discount pricing which can increase the daily sales in outlet. Example: buy 1 free 1 can
consider under discount price.

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11.4. Marketing Strategy.

Thejas marketing strategy gives new outlet a document that lets them, structure and plan
Thejas marketing toward success the new outlet. This is important as it establishes
priorities and internal alignment to build the strategy business. The good news is creating
a marketing strategy is a straightforward exercise. An investment in time and effort will
create well-defined marketing strategy to drive growth and rally the troops.

Thejas Trading Sdn Bhd apply 7 Ps of Marketing Strategy to continually evaluate and
re-evaluate his business activities. These seven are: product, price, promotion, place,
packaging, positioning, and people.

 Product – Thejas Trading distributing more than 50 branding FMCG (Fast Moving
Consumer Goods) product in the market as a alternative by the time to influence his own
dairy product, tea and texture vegetarian product.

 Price – Marketing survey shows Thejas competitor product price are within profitable
margin up to 30%. This was mentioned in Competitive Analysis earlier. Thejas own
product price, which cheaper give an advantage on market entry. Thejas also will
implement BBB Concept (Bulky Buying Bonus) for other competitor product to influences
exciting customer on the exciting branding product. The price surprise will be show on the
launching Thejas store and the distribution.

 Place – The distribution channel was set to all 4 zone as per initial plan. Each zone will
move with 1 marketing office with driver and staff to market the competitor product as
alternative by the same time to introduce Thejas own product in market.

 Promotion – First stage - Banner in front Thejas Store’s as per address mention. Most of
the left-let already distributed at surrounding area on the opening day. Marketing
manager also have set a booth concept at festival and carnival area to promote Thejas
new company and his first-class vegetarian texture on real time cooking basis at the
outlet. Thejas Trading Sdn Bhd will be on air 1 week before the opening.

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  People - The General Manager and Marketing manager are well prepared to hire
experienced marketing officer, marketing personal which well train on the product
specification before entering to the market. The distribution team also will work with
promotion team at the new outlet in the future.

 Process – Distribution process for the 4-zone mention will lead by 4 marketing officers
with staff and 4 bounded lorries to each area. The team will lead each zone by doing
research and develop Thejas new product by distribution the ex-citing product. The data
will be sent to Manager to forecast for next 6-month target.

 Physical Evidence – Thejas Tranding Sdn Bhd well prepare all the bills books, invoice,
receipt, plastic bags, gift and voucher printed with Thejas Logo.

11.4.1. Promotion
Meanwhile marketing manager Thejas list up few promotion strategies to boost up the
sales and revenue in first 6 month to recover the investment flow by below strategy. The
sales advertising and promotion elaborated as below.

i) Increase Sales - salesperson or marketers’ objective is to increase the number of sales

they bring each month by 5% to 10% additional from minimum set up target of
RM20,000. Extra commission set by matrix to encourage the additional sales.

ii) Build brand awareness – The clerk was assigned to keep customer informed on the
changes in the product line and other aspects of product specification. This was done
by distribute leaflets all around the target market and banner.

iii) Target New Market – Keeping good care the pioneer 6-month customer, Thejas
marketing manager will start to move and invented new region to promote Thejas
product, by hiring more energetic salesperson with good package for new challenge
market.

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 iv) Target New Customer – Thejas use web advertisement to target new customer by
geographic location for his product. The manager will implement gift vouch-er plan in
the product which attract new customer to purchase Thejas product.

v) Enhance customer relation – This will be plan with some charity activity in front of
business centre which promoting Thejas indirectly. Also, regular customer point cards
system creates frequent visit to buy Thejas product.

vi) Promotion and Free Gift – Thejas Trading allocate RM25,000.00 to the promotion and
free gift to attract the customer focus on Thejas new dairy product .

11.4.2. Advertisement.

Thejas Trading Sdn Bhd General manager and marketing manager understand that
launching new department store in competitor market with some new product is no easy
process. It involves a true investment of time and energy, especially because we want
the launch to be successful and well received by new audience. After all, an enormous
number of resources went into creating the product or service, so it deserves a launch to
match to the natural of business. First advertisement preparation on launching and
opening Thejes new store’s together with distribution team was set below small budget
and channel of advertisement. Small budget was analysis as below for the first stage of
advertisement.

Table 32: Advertisement Budget

Price
Type of Promotion Qty By Pcs Total Cost
Per/Pcs
Banner 10 RM65.00 RM650
Brochures 3000 RM0.25.00 RM750.00
Custom Plastic Bags 10000 RM0.2.00 RM2,000
Employee Uniform 11 RM28.00 RM308.00
Membership Cards 4000 RM0.15 RM600
Bill Board 1 RM2,500.00 RM2,500.00

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 i) Thejas Banner.

 A new and BIG banner will be publishing one month before the outlet set up at main 10
corner of the Penang town to announce Thejas store’s opening with great deal and offer.
The banners are stated as below design.

Figure 22: - Thejas Opening Banner

 The banners are the most visible and are noticed by customers instantly. The offer or the
product it shows gets noticed and this for sure increases sales. The interested customers
are going to act on that and even if they don’t purchase the product, they will keep the
offer period in their minds.

ii) Thejas Membership Card.

Membership cards provide by Thejas with an opportunity to add value for their
customers. Store customers, for example, may receive exclusive offers or rewards from
membership cards that incorporate magnetic strips enable Thejas to capture data at the
point of sale and build a picture of individual customers’ spending patterns and
preferences. These data enable them to develop a detailed understanding of their
customer base and create personalized marketing campaigns that build stronger
customer relationships.

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A retailer, for example, might offer individual customers a series of discount vouchers
based on their most frequent purchases. in the form of loyalty points that they can
exchange for other products or services. Below is the Thejas membership card for
advertise the new outlet.

Figure 23: Thejas Membership Card

Name : Jaya Shree A/P Raju Kannu

830401075543

iii) Thejas Custom Plastic Bag.

The plastic bag advertisement concept giving huge opportunity to external customer
upon watch it. This we call branding benefits of custom plastic bags for Thejas
businesses. The unique size, colour, and design of your custom plastic bags all offer the
opportunity for you to create and reinforce your brand identity. By replacing generic
shopping bags with a custom bag that reflects your brand, you can leave a lasting
impression in the minds of your customers like never before.

Every time someone spots one of your custom plastic bags, they will immediately be
reminded of your business and the importance of the services or products you offer.
Most importantly, the benefits of custom plastic bags for businesses includes cost
savings. In comparison to TV advertisements or other forms of marketing, custom printed
plastic bags are going to exponentially less expensive.

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Figure 24: Thejas Plastic Bag Design.

11.5. Timeline.

Thejas was set timeline as below which cover from April ww3 2021 to Jun ww5 2021
which was plan for 12 weeks to open the new outlet.

Table 33: Timeline Gann Chart

Time Line For New Outlet Expanssion

Task April May Jun
WW3 WW4 WW1 WW2 WW3 WW4 WW5 WW1 WW2 WW3 WW4 WW5
First Meeting 19th April
Second Meeting 30th April
Final Meeting & Approval TBA
Recruite Project Team
Develop Project Proposal to Field
Outlet Set Up
Hiring staff ( Cashier/In House Staff)
Advertisement(Banner,Flyers&Radio) Banner Flyers THR Raaga
Preparing For Opening
Opening Ceremony 30th Jun

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April 2021 will be the first meeting held by propose the new outlet suggestion by the
director to the exciting key staff in an organization team as listed below.

R. RAJESWARAN RAMA REDDY - MARKETING HOD.

M.ANIKALA - ACCOUNTING HOD
D.THIVYA - SECRETARY & ADMINISTRATIVE
EN. ABDUL GHANI - DEPARTMENT STORE SUPERVISOR
MR.M. KUMAR - STORE SUPERVISOR
PUAN HEMAYANTI – HUMAN RESOURCES
YISAKTINI – NEW BUSINESS PLANING EXECUTIVE

The 2nd meeting will be conducted by following week after the proposal was review by
the team and open for suggestion for improvement.
If everyone agreed on the new outlet which give more team work to ensure the operation
progress well executed and coordinated according to the plan.
Target to open the new outlet by 30th Jun 2021 without delay to ensure the Thejas vision
and mission are on the actual direction.

12.0. FINANCIAL MANAGEMENT

Financial management is a critical management practise in any organization. Financial

Management is the method of preparing, coordinating, managing, and tracking financial
resources in order to meet the goals and objectives of an organisation. It's a great way to
keep track of an organization's financial operations like fund acquisition, budget,
accounting, payments, risk management, and everything else.

In other words, financial management is the application of general management

principles to the business financial assets. It’s a quality fuel and routine service which
provided a proper financial management in order for an organization's operations to run
smoothly without and hiccup in money flow for respective plan. If finances unable to
handled properly the planning and execution, a company will face massive roadblocks in
operation that could stifle its growth and development toward their key performances
index (KPI).

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In this chapter we going to discuss the financial management for Thejas Trading Sdn
Bhd for his new outlet that was planning to execute by Jun 30th, 2021.For new proposal
of outlet, Thejas financial team need to analysis the cost benefit for the new project by
show the forecasting of expenses and income of the project and statement shows cost
involved again profit over a time period. This involve the main cost of set up the new
outlet, labour budget, advertisement budget, overhead expenses, and sales forecast,
which will be elaborate on below analysis.

12.1. Cost Analysis for New Proposal

The major element on the cost analysis for the new outlet proposal is a budgeting on the
set-up cost of the new outlet. Here Thejas has budgeting RM500,000 to start up the new
sub-sector. The list of start-up costs should include everything that Thejas need until to
open the new outlet and plan for the future of the sales and budgeting. Thejas team need
to brainstorm to identify every single expense that may needed until right down to the
toilet paper for the bathroom. This will ensure how much budget needed and the
resources of budget can support as we have discussed on the financial sources.
Below major element sources apply on the set-up budgeting.

 Rental – Cost of rental agreement as well the initial payment for TNB and PBA. Also need
to make sure Thejas have enough capital to cover his rent for at least 12 months on the
road.

 Initial inventory – Start up inventory. The mandatory budget to the new sub-sector. Thejas
need to be fully stocked with inventory on opening day and enough product to last at least
three months.

 Store fixtures - This cost depending on the type and size of the business building, type of
small renovation need to do for lighting and display counter. The layout of store may need
shelving, display racks, cases, and furniture.

 Equipment and Technology - Essentials such as point of sale (POS) systems, computers,
web access, CCTV televisions, mobile payment platforms, and other IT expenses.

 Transportation – The number of vehicles and the cost use for distribution and
transportation for the new outlet plan.

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 Advertising – Cost of advertisement for new department store. The advertisement
channel and the cost.

 Signage – What type of signage need for the new outlet and the cost. This will fall under
the advertisement cost as well.

 Interior decor and aesthetics – This cost limited to the display are which may need.

 Any other costs - Thejas can think of including time clocks, security cameras, and office
supplies such as paper, pens, and schedule books. This cost can include in the
miscellaneous cost.

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 Below are cost analysis for the new department stores and distribution centre.

Table 34: Set-up Cost Budgeting

No Descreption Of Property No fo Item Value by RM Per Item Total Cost by RM Proretry Details & Picture

RM2,500.00(Ground)
2
1 Building Rental RM4,300.00
(Ground Floor & 1st Floor) RM1,800.00(1st Floor)

3 Month + TNB(RM1200)+
Rental Aggrement Cost RM14,600.00
2 PBA(RM500)
Building Floor Renovation
2 (Ground Floor & 1st Floor) RM91,700.00 RM91,700.00
3 , Lighting & CCTV Cable Instalation

4 Mini Bonded Lorry (2 Tone) 2 RM43,000.00 RM86,000.00

5 JME Rack RM325.00 RM1,625.00

10 Hype Rack RM165.00 RM1,650.00
5 Bottless Rack RM180.00 RM900.00
5 Goods Racks

6 Trolley 15 RM645.00 RM9,675.00

7 Cashier Table 3 RM2,550.00 RM7,650.00

8 Cashier Machine With POS System 3 RM2,499.00 RM7,497.00

Freezer RM3,598.00
9 2 RM1,799.00
All Type of Product as per
Raw Material RM250,000.00
10 Alma Outlet
Stationry Office Use Stationary RM805.00
11
12 Miscellaneous Petrol Charges/foods/Bridge Tolls and Others RM20,000.00 Safety Cash Upon Set-up

BUDGET SUM FOR NEW OUTLET TOTAL SUM RM500,000.00

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12.2. Overhead Expenses Budget.

Another important factor in the financial management is to forecast the overhead budget.
This budget expenses are for the foreseeable future and plan for any changes may occur
to the new expansion business. The example of an overhead budget is employee cost,
rental cost, transportation cost, Utility Expenses, maintenance cost, depreciation and
also taxes at end of the years.

12.2.1. Labour Wages Budgeting.

Employee cost is the amount paid to an employee for the work they do. Overhead
budget takes into account the costs that the company expects to incur on its employees
in the coming year, such as salary. Below table show the employee cost for Thejas new
outlet.

Table 35: Labour Wages Budgeting.

No of Salary Per
Position Total EPF SOCSO
Head Count H/C
Outlet Manager 1 RM4,500.00 RM4,500.00 495.00 51.65
Outlet Supervisor 1 RM3,200.00 RM3,200.00 352.00 51.65
Cashier 4 RM1,800.00 RM7,200.00 792.00 129.40
General Worker 6 RM1,100 RM6,600.00 726.00 120.90
Store Hand 4 RM1,300 RM5,200.00 572.00 87.40
In House Security 2 RM1,500 RM3,000.00 330.00 54.30
Driver Cum
Salesperson 2 RM1,650 RM3,300.00 352.00 57.70
TOTAL 20 RM33,000.00 3619.00 533.00 RM37,152.00

The employee cost not only the wages paid but also on some other benefit such like
incentive, insurances, extra hourly paid, paid leave benefit and some other recruiting
cost.

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12.2.2. Overhead Expenses Budget.

Beside wages cost under overhead expenses budget, other expenses cost such rental
cost, transportation cost, utility expenses, maintenance cost, insurance , local municipal
fee and some promotion cost was table below.

Table 36: Overhead Expenses Budget

Itinerary Monthly 6 Month Once Other Expenses
Expenses (Yearly)
Salary (Socso & EPF) RM37,152.00
Rental RM4,300.00
TNB RM2,500.00
PBA RM220.00
IWK RM252.00 RM504.00
PETROL & DIESAL RM3,500.00
TELEKOM RM600.00
TM WIFI & INTERNET RM450.00
CUKAI PINTU (MBSP) RM370.00 RM740.00
OFFICE STATIONERY RM1,500.00
BUSINESS LISENCE RM3,500.00
MBSP LISENCE RM550.00
AIRCOND SERVICE RM2,200.00
ADVERTISEMENT RM500.00 RM1,000.00
COST
(BROUCHERS &
PROMOTION BANNER)
GROUP INSURAN RM2,350.00
LORRY FINANCING RM1,550.00
TOTAL RM50,272.00 RM1,122.00 RM12,344.00
YEARLY RM615,608.00

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12.2.3. Promotion and Advertising Budget.

A promotional and advertisement budget is money set aside for marketing, advertising,
or sales of a product or brand. The budget for promoting a new or existing product will be
determined by business analytics, market research, and the expected return on
investment. In order to maintain an expected growth rate, the budget is frequently set as
a percentage of sales or profits. Below table elaborate Tejas promotion and advertising
budget for the new outlet together with the laughing expenses.

Table 37: Promotion and Advertising Budget

Advertising Cost Qty By Pcs Price Per/Pcs Total Cost

Banner 20 RM45.00 RM900

Colour Pictorial Brochures 5000 RM0.22 RM1,100.00
Thejas Plastic Bags(small) 15000 RM0.03 RM450
Thejas Plastic Bags(medium) 30000 RM0.05 RM1,500
Thejas Plastic Bags(big) 20000 RM0.07 RM1,400
Employee Uniform(T-shirt) 20 RM28.00 RM560.00
Business Name Cards 4000 RM0.15 RM600
Billboard (Signage) 1 RM2,500.00 RM2,500.00
Radio Advertising (THR
Raaga) 2 times RM386.90 RM1,547.60
Mascot on Opening 2 RM1,500.00 RM300.00
Event Expenses
*PA System
*Canopy 1 RM3,500.00 RM3,500.00
*Refreshment Drink
*DJ
RM14,358.00

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12.3. Sales Forecast.

Table 38: 5 Years Sales Projection From 2021 to 2025

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12.4. Cash Flow Projection.

Table 39: Cash Flow Projection.

CASH FLOW PROJECTION

Thejas Trading Sdn Bhd

Operating activities Year 2021 Year 2022 Year 2023 Year 2024 Year 2025 Total

Net income 1,500,000.00 2,500,000.00 4,000,000.00 4,700,000.00 5,000,000.00 17,700,000.00

Depreciation 15,000.00 6,500.00 7,600.00 8,000.00 7,500.00 44,600.00
Accounts receivable - - - - - -
Inventories 250,000.00 450,000.00 450,000.00 500,000.00 300,000.00 1,950,000.00
Accounts payable 17,550.00 25,000.00 35,000.00 35,000.00 35,000.00 147,550.00
Amortization - - - - - -
Other liabilities 23,000.00 30,000.00 30,000.00 45,000.00 55,000.00 183,000.00
Operating activities 125,000.00 225,000.00 275,000.00 275,000.00 275,000.00 1,175,000.00

Total operating activities 1,930,550.00 3,236,500.00 4,797,600.00 5,563,000.00 5,672,500.00 21,200,150.00

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13.0. CONCLUSION.

FMCG business is the need of daily life because it contains the things which we use in
our daily lives. It has much profit but only by maintaining good planning, honesty and
integrity organization and financial strategy. By keeping the high quality of products and
good relations with customers, one could achieve much from the FMCG store business
plan.
In conclusion, Thejas Trading Sdn Bhd has a great business expansion plan and focus
to create a solid reputation in the local market and external market. Next Thejas Trading
Sdn Bhd will dive further into the performing his business and acquire large scale
business for its growth with the performance area by analysis the global market trends in
FMCG (Fast Moving Consumer Goods).
Through Rajeswaran, already established marketing team and connections getting
companies to introduce Thejas new product and the product will do the same on the
competitor product. Thejsa marketing manager will utilize all sources of modern
marketing techniques and concept to assist Thejas in reaching their goal, vision and
mission by the year 2025 in local and globalization sector by seeing the future of FMCG
global trend.
With the financial sources explain on above for Business Expansion Plan, Thejas
manager putting a hope to get financial support from various sources to sanction the
loan amount of RM500,000.00 to meet all the expansion plan and strategy.

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