Proton Strategic Managemen

childbed direction Antiques-2000 main Global merchandise Strategies hitt pick up of Peninsula Hotel Group November 25, 2010 strategical Management of Proton, Malaysia 4 Strategic Management Proton, Malaysia put everywhere of Contents TOC o 1-3 h z u 1. mental institution. PAGEREF _Toc226437728 h 3 2. Background of Proton. PAGEREF _Toc226437729 h 3 3. Macro-Environment abstract. PAGEREF _Toc226437730 h 5 3. 1 Political PAGEREF _Toc226437731 h 7 3. 2 frugal. PAGEREF _Toc226437732 h 8 3. 3 Social PAGEREF _Toc226437733 h 8 3. Tech no(prenominal)gical PAGEREF _Toc226437734 h 9 4. Micro-Environment summary. PAGEREF _Toc226437735 h 10 4. 1 Strengths. PAGEREF _Toc226437736 h 11 4. 2 Weaknesses. PAGEREF _Toc226437737 h 11 4. 3 Opportunities. PAGEREF _Toc226437738 h 12 4. 4 Threats. PAGEREF _Toc226437739 h 13 5. AFTA Compliance Problems. PAGEREF _Toc226437740 h 13 6. application abstract. PAGEREF _Toc226437741 h 15 6. 1 Threats of mod Entry. PAGEREF _Toc226437742 h 16 6. 2 Threat of replacement. PAGEREF _Toc226437743 h 16 6. 3 Buyer Power PAGEREF _Toc226437744 h 17 . 4 providers Power PAGEREF _Toc226437745 h 17 6. 5 warring Rivalry. PAGEREF _Toc226437746 h 17 7. Recommendation. PAGEREF _Toc226437747 h 18 8. The Strategic Triangle. PAGEREF _Toc226437748 h 18 9. align Organization unspecific Strategies. PAGEREF _Toc226437749 h 19 10. adaptive Processes. PAGEREF _Toc226437750 h 20 11. Metrics/Per stampance Measures. PAGEREF _Toc226437751 h 20 12. Conclusion. PAGEREF _Toc226437752 h 21 13. References. PAGEREF _Toc226437753 h 23 14. Appendices. PAGEREF _Toc226437754 h 25 14. concomitant A Strategic Triangle. PAGEREF _Toc226437755 h 25 14. 2 cecal appendage B labyrinthine sense Score phone card Dimension of Proton. PAGEREF _Toc226437756 h 26 T open of T open TOC h z c hold over get across 1 infestation analytic thinking. PAGEREF _Toc225758233 h 6 Table 2 tog out Analysis. PAGEREF _Toc225758234 h 11 Table of rules TOC h z c Figure Figure 1 Porters fivesome Forces. PAGEREF _Toc225758249 h 16 1. Introduction The self-propelling pains in Malaysia is readed as unmatchable of the roughly vital and unbendable strategic industries in the manufacturing sector (ESCAP 2009).Malaysia is predominantly a passenger travel merchandise and the pains is seeed as a municipal mart-oriented (ESCAP 2009). The primary reason why passenger c ar trade in is prominent in the acres is because of the frugal stead of the nation. The objective of this paper is to focalize on the sheath of Proton in term of facing several(predicate) dilemmas in the topical anesthetic and global self-propelling application. Further more(prenominal), it forget use the Delta good example in revisal to analyze the work and re particle distinguishable actions to be make in distinguish to primary(prenominal)tain the position of the confederacy in the grocery. 2.Background of Proton Proton or synonyms for Perusahaan Otomobile N asional Berhad was structured on May 7, 1983 in give to manufacture, assemble and sell dissimilar tug vehicles and opposite related political machinerefours which include disparate accessories, sp ar sectionalisation and other substantial components (PMProject n. d. ). Based on the technology and parts from Mitsubishi, the mathematical product of the origin base model or the Proton Saga began in September 1985 at its first manufacturing plant in Shah Alam Selangor by the Malayan Prime Minister Dato Seri Dr. Mahathir Mohamad (Histomobile n. d. PMProject n. d. ).At first, to each one(prenominal)(prenominal) of the components of the motor machine were entirely manufactured by Mitsubishi, s railcarce the topical anesthetic anesthetic part has been able to be used, as technologies were transferred and skills were gained. In January 1989, the 100,000th of Proton quick of scent was produced (Histomobile n. d). At the end of 1990s, the logo of the car was changed f rom the Malaysias coat of arms and a fourteen-pointed star to a stylized tiger head. In 1993, a modernfangled model c anyed Proton Wira was introduced that was ground on the design and applied science of Mitsubishi Lancer/Colt where in more than 220,000 units were sell from 1996 to 1998. together with that, the Proton Perdana that was based on the Mitsubishi Eterna was produced in 1994 that was mean for superiorer trade (Histomobile n. d. ). In 1996, an cum donement of Lotus technologies homunculus Bugatti, Proton dish uped the bon ton to go for an additional source of engineering and self-propelled expertise which enables the society to produce the Proton Gen-2, to scram the first of cars to be manufactured and assembled at the immature manufacturing plant in Tanjung Malim, Perak which is part of Proton City reading project, which was opened in 2004 (Histomobile n. d. ).In 2004, the connection purchased a study stock in MV Agusta of Italy which is the shap er of MV Agusta, Husqvama and Cagiva motorcycles. Later on, the alliance sold off its 57. 7% component part to MV Agusta to a nonher Italian political party for a token of one Euro. Because of the heavy debt by MV Agusta, the merchandising gives Proton the opportunity to drop a furrow off the losses off its book. During the comparable year, the company announced intumesce-nigh their aforethought(ip) compact with the Volkswagen AG of Germany. Under the give tongue to partnership both of the company provide be able to en earn usefulness of both their strengths.For the company, Volkswagen leave alone be able to parting knowledge, expertise and technologies, while the company hobo offer sp atomic show up forth 18 dexterity at the latters Tanjung Malim in cast to assemble cars for exportation o the South East Asian market, where in the German auto giant has a weak charge. however, on January 13, 2006, Volkswagen had announced that the negotiation of the partnership has failed cod to the variant reasons, in the first place the fact that the plans of the company were distinguishable and clashes with the terms and conditions that argon being offered by Proton (Histomobile n. . ). In 2002, Proton held a noble market sh atomic number 18 of more than 60% in Malaysia. However referable to the assorted factors such as the economic and social aspects, the tell sh atomic number 18 was trendd to 30% by 2005. The utter number al let loose further snip in the next old age collect to the AFTA which mandates reduce dutys to maximum of 5% (Histomobile n. d. ). 3. Macro-Environment Analysis E precise intentness is being bear upon by the knowledges in the macro- surroundings.Fundament e precisey, all fundamental laws ar assumeed by the identical instructions however, the utmost to which organizations successfully cope or take expediency of these developments differs in substantial manner. Furthermore, developments may latently puzzle out one application more severely than other. Therefore, it is vital for organizations to spot or anticipate the macro-developments in auberge to assess their potential electrical shock on the industry and the organization (Nijssen Framback 2000, p. 53). Table SEQ Table * ARABIC 1 PEST AnalysisPEST Analysis Political * AFTA * assorted environmental Policies Economic * global and local economic crisis * s diminisheding ripening of Malayan parsimony * poor consumer sen sentencent and changing purchasing mien of the consumer * increasing rivalry * abundant total turn over force Social * big population * car self- impart (15) * placed on expensive items * ontogenesis knowledge and concern of the pot to contendds the environment * impact of the build of the scrape * s crusheding/decreasing buying normal of the consumer. Technological * competing development in technology * adulthood of technology * intellectual proportion * potential for establishment and d evelopment * maturity and capacity of manufacturing Table 2 shows the diametrical factors which affect the operation of Proton and other study frauds in the industry in the country. Thus, all of the factors can be grouped into 4 political, economic, social and proficient. 3. 1 Political unmatchable of the beta factors to consider is the presence of AFTA or ASEAN Free passel Area.Currently, most of ASEAN sh ar be free trade or 96% of the entire ASEAN trade. AFTA was established in January of 1992 in order to eliminate tax barriers among the Southeast Asian countries. It aforethought(ip) to reduce tariffs to cipher to 5% in 15 years among the six nations hited a vulgar effective invidious tariff (Ghani Zainuddin 2008). Because Malaysia has two national carmakers which ar Proton and Perodua, and the establishment wants to protect their interests. Unfortunately, the said development could ground to be a temporary solution.If we are going to check on the soaring se lling expenses of the national cars of Malaysia because of proud return lives and escape of vendor efficiency, in that jam is a big possibility that the local market go out be command by import cars. As a result, there volition be ontogenesis in the number of the vehicles on the road and there forget be a glut of used cars in the market, because plenty will tend to trade their cars for cheaper and imported fall guys (Frost Sullivan 2002). On the other hand, the countenance it off regarding the environment is vital because it is considered as one of the most talk closely topics in the world.The environmental regulation in Malaysia can be traced back during the colonialism of British which introduced the environmental standards about the mineral and agricultural resources to Europe. 3. 2 Economic The vehicle gross sales in the country is expected to fall by 12. 4% in 2009 due to unlike economic aspect, primarily the issue of global mo winningsary crisis, whic h affected the local monetary status of the country (AseanOneMonitoring 2009). As a result, the presidential term of the country is expecting a slow economic return for the country, which can affect the buying behavior of the clients.Furthermore, due to the AFTA, it had change magnitude the argument, which will impact the performance of Proton. However, the performance of the automobile industry will be hold and give way a go at itd due to the huge total mash force. Despite of the s dispirit economic harvest-time in 2003, the unemployment rate was only 3. 5%, which shows an intimately full employment (PriceWaterHouseCooper 2005). 3. 3 Social The ripening population in the country is one of the factors which can affect the automobile industry. In 2008, the country has a total of 27. million citizens (US Department of separate n. d. ). This will give a greater number of markets. Furthermore, the ratio of car ownership in the country is somewhat extravagantly or total of 15, which signifies that slew are considering cars as all of the essence(p)(p) things in their lives. Furthermore, hoi polloi will too set on big-ticket items or consumers are expected to put off buying different motor vehicles because of the employment market uncertainty because of the global and local fiscal crisis (AseanOneMonitoring 2009).Another factor to consider is the growing knowledge and concern of the stack regarding different environmental issues. Furthermore, the impact of the image to the the true of the guest is as hygienic another factor. 3. 4 Technological applied science is considered as one of the most of the essence(predicate) factor in the automotive industry. Due to the increasing opposition, the development in technology is growing and change the performance and position of each and every company in the automobile industry.It is likewise most-valuable to consider the maturity of technology, together with the maturity and capacity of manufacturi ng, which affect the psychiatric hospital accomplish of any company. The intellectual belongings is besides important factor, because it is considered as a sign of authenticity and uniqueness. Due to the different technologies, primarily the help of computer and the Internet, the potential for innovation and development is increasing. 4. Micro-Environment Analysis Table SEQ Table * ARABIC 2 work up Analysis donkeywork AnalysisStrengths * well-set support from the government * self-coloured brand * theme * flexible manufacturing faculty Weaknesses * overleap of RD * over dependent on the government * not so competitive * higher(prenominal) woos than competitors * lack of outside(a) operations * lack of true products/ work * moderate product line * exist quality issue * valet de chambre resource issue Opportunities * Green Cars * visible(prenominal) government support * available technological innovations * raiseing brisk markets * gain online/e-commerce presen ce * strategic alliances and joint ventures Threats * slow growth of automotive market * change in the consumer lifestyle * changes in regulation (AFTA) * changing technology * contender from the foreign markets * reinvigorated competitors acquainting the market * price war between competitors Table 2 shows the sexual and external factors that are important for the growth of the company such as its strengths, weaknesses, opportunities and threats. 4. 1 Strengths One of the important strengths of the company is its repute or strong brand image due to the long years it had stayed in the industry. Because of that, the Malaysia people have mother old(prenominal) and truehearted to the brand, aside from the fact that Proton had become the national car brand in the country. Due to that, the car manufacturer has a strong support or back-up from the government, which is considered as an important entity in any disdain environment.supra all, the company has a manufacturing cap stud y queen at Tg. Malim to consolidate all models, as well as the existing tariff structure (BuildBoard n. d. ). 4. 2 Weaknesses There are also different weaknesses which must be improved by the company in order to celebrate their position in the government. First is the lack of RD or innovation as well as lack of original products and limited products because of the inability of the company to introduce occurrent modern models, which lead them to cannibalize their screwed up line of products (BuildBoard n. d. ). This is because some of the products or models of Proton were based on the model of other outside(a) leading brand.It is also important to consider that the company is lacking in internationalistic operation, due to the different factors, primarily because of huge competition in the global market. The reputation or image of the company is also facing difficulties because of the current quality issue due to active service units and low plant utilization (BuildBoard n. d . ). Furthermore, company is having different human resource issue due to their inability to retain and cultivate talent. Because of all these reasons, the company is lacking in international operations. Above all, due to its over reliance to the government, without the strong support from the government, Proton could sustain out to major players in the industry that can cause serious impact on the different supply stove (AseanAffairs 2009). 4. 3 OpportunitiesThe support of the government to the company is an important opportunity, because the government considers the company as their partner, because majority of cars needed by local and national government will be Proton. Furthermore, the company can also take advantage of the different technological developments, particularly the different Information Technology (IT) or Information strategy or IS which can help the company to manage their information that can help them in the decision-making assist. Entering newly markets wi ll also help the company to expand their strain in terms of surface therefore can help to gain more employee turnovers. It is also important to consider the on-going popularity of e-commerce or online selling of goods. This will help the company to target more market in more reliable, fast and efficient manner.Furthermore, the changing stance and concern of the people towards the environment also created opportunities for different automotive industry, and that is to offer different Green cars or hybrid cars. 4. 4 Threats The most critical threats to be faced by the company are the global financial crisis which affects the economy of Malaysia, and affect the lifestyle and buying behavior of the consumer. As a result, as of October of 2008, new-vehicle deliveries slipped by 13% from 42,915 of last year to 37,512 units (Chrysler 2008). The changing and maturing of the technology is also another important factor to consider, together with the growing number of competitors who are entering the market, which result to the price wars.The main reason behind this government agency is the AFTA which taper on reducing tariffs from zero to 5% in 15 years among the six nations through a common effective preferential tariff It planned to reduce tariffs to zero to 5% in 15 years among the six nations through a common effective preferential tariff (Ghani Zainuddin 2008). 5. AFTA Compliance Problems The ASEAN Free Trade Area or AFTA is a incorporated effort by the member countries in order to eliminate tariffs on intra-ASEAN trade in the goods sector. The main target is to achieve tariff between 0 5% in 2003 for the six original member countries, Vietnam by 2006, Lao PDR and Myanmar by 2008 and Cambodia by 2010, at the same time take quantitative restrictions and other non-tariff barriers. The reduction or elimination of tariff is undertaken through the leafy vegetable Effective Preferential Tariff intention (Ministry of International Trade and Industry 2008).T he main impact of AFTA to the economy of Malaysia is the increase intra-ASEAN competition from lower cost producers declined competitiveness of traditionalistic export industries which include the high labor cost, lack of resources and expertise and technology obsolescence removal of protection such as quota arrangement and monopoly status complying with 40% local pith rule develop competitive local small and medium industries which will strain on the domestic market, dependent on single or few buyers and lack of expertise and backward technology. As a result there are different sectors that might face strong competition primarily the ceramic tiles, cement, plastic products and automotive industry (Ghani Zainuddin 2008). AFTA will result to higher economies of scale in the automotive industry in Malaysia. eminenter economies of scale will mean lower unit production costs. This will help to turn in into lower retail prices and a bigger market. Therefore, AFTA could translate into price cuts of about 20% to 50% on vehicles. Competitive producers can export their products throughout the region at very low import duties and pass on cost savings to consumers.As a result, consumers can exercise a wider and rectify product choice at very competitive prices (Dey 2002). 6. Industry Analysis Figure SEQ Figure * ARABIC 1 Porters Five Forces Competitive Rivalry Improving product specialism Large number of firms minor Switching cost higher(prenominal) run short barriers mutation of rivals Threat of Substitution eccentric of the substitutes products willingness of the buyers to substitute Low cost of faulting to substitutes. Buyer Power Homogeneous products grand number of buyers Buyers are fragmented (many, different) naughty role of quality of service of products Supplier Power Few dominant suppliers High role of quality and service High cost of switchingThreat of New Entry High capital/ investing requirements Availability of the distribution highroads admission to technology Brand loy heighty of the node Friendly government regulations Figure 1 shows the industry analysis of the automotive industry in general. According to Porter, there are 5 important factors which show the attractor or value of the structure of the industry launching of competitors, threat of substitutes, bargaining power of suppliers, bargaining power of buyers and rivalry among the existing players. 6. 1 Threats of New Entry The threats of new entry pertain on how well-fixed or difficult for new fledgling to start competing (12Manage n. d. ).The primary barriers of new entry are the high capital and coronations that are needed in order to enter the industry. This is because it mainly concentrateinges on the different technologies that are needed in order to come up with the quality and services that are being offered by the long time players in the industry. Aside from that, it is also important to consider the availability of the distribution chan nel which is very important in connecting with the customers. Furthermore, because there is long time player in the industry, brand loyalty of the customers is considered as inevitable. However, due to AFTA, the government offers friendly entrance policies for the manageable new entrants. 6. 2 Threat of SubstitutionThe threats of substitution pertain on the ability of the customers to go for substitute products that might be cheaper and accessible. In terms of the passenger car industry, the growing demands for bikes and motorcycles. More and more people are switching from using the passenger cars into using bikes and motorbikes due to two reasons, first is that it helps them to save money because of gasoline, at the same time, the consumer are becoming more sure of their environmental benefits. Thus, thequality of the substitutes products, the willingness of the customers and the low costs of switching enables the threats of substitution high. 6. 3 Buyer PowerThe bargaining power of the customers in this industry is somewhat high due to the homogenous or almost the same products, which divide the number of sales from huge number of competitors. But it can be maintained due to the huge number of buyers, primarily in unquestionable countries, aside from the fact that the buyers are fragmented. Above all, the importance of quality of the products and services are important factors which affect the power of the buyer. 6. 4 Suppliers Power The supplier has a apathetic power over the industry. This is because there are few dominant suppliers in the industry who are well known for quality and brand image. This is affected by the high role of quality and service in the industry, because the industry is directly connected to arctic and quality of life of the customers.The most important factor which add up to the influence of the suppliers is the high cost of switching. 6. 5 Competitive Rivalry The competitive rivalry pertains on the intensity of rivalry among th e competitors in the industry. it is important to consider the improving product differentiation due to the extensive effort of each and every automobile company in the world to become unique and have the stronger market position in the industry. This is the major impact of the large number of firms of organization competing in the global market including local players from Korea, China and Japan which result to diversity of cultures and organizational behaviors of the rivals.The low switching cost from one brand to another intensifies the competition in the market and pushes all of the major and minor players to way on R&D and innovation attendes in order to improve their overall performance in the market. Above all, the competition is increased due to high exit barriers due to the human resource and facilities. 7. Recommendation It will be important for the company to snap on the Delta model in the process of planning and implementing their system. The Delta model is a str ategy framework that was developed by dean Wilde together with the members of Dean & fellowship and Arnoldo Hax of MIT/Sloan School of Management ( encourage Based Management. net n. d. ). 8. The Strategic TriangleThere are three options that are represented in Triangle which are considered as the starting signal point o the dialogue for the development of a strong vision (see auxiliary A) (Hax & Wilde II 2003). Due to the current condition of the company regarding their competitive advantage which pertains on the quality of their products, it will be important to focus on the outstrip proceeds positioning. This is because of the fact that the best mood to attract, satisfy and retain customers is through the congenital characteristics of the product itself. The position is rather inmost and narrow, based upon the prevailing product economics. Thus, the major strategic driving forces are the development of an efficient supply chain that will guarantee low cost home a proven internal capableness for new product development.At the same time, it will help the proper transformation of the existing product line that will help to secure the distribution carry that will help to transfer the products to the targeted market sections (Hax & Wilde II 2003). This will focus on the R&D and innovation process for the company. In order to maintain the process of engineering and figure passenger cars which will suit the peck and p origins of the customers this is affected by different demographics, economics and social factors. Due to the growing paradox of global economic crisis, it will be important to focus on low cost or differentiation of the products. 9. Aligning Organization Wide Strategies In this stage, it will be important to focus on organizational change, because it will focus on restructuring the current care rules and policies towards the strategies of the company.In the aspect of the company, it will be important to focus on the s trong product base, solid supply chain infrastructure as well as internal innovation capabilities to match (Hax & Wilde II 2003). 10. Adaptive Processes Because of the fact that the strategies of the company focus on the R&D process of Proton, it will be important to focus on the Innovation as the strategic task. It ensures a continuous stream of new products and services in order to maintain the future viability of the bank line. It also helps to mobilizes all of the notional resources of the firm which include the technical, production and capabilities in the marketing field in order to develop an groundbreaking infrastructure for the blood.Furthermore, the company must not limit itself to the hunt of the different internal product development, but must focus the sources of innovation from the suppliers, customers and headstone complementors. It maintains the focus on the renewal of the business to maintain its competitive advantage as well as superior financial perfor mance (Hax & Wilde II 2003). In this stage, it will be important for the company to know the reactions and opinions of the Malaysia customers regarding the design of their models, particularly the issue of almost identical design of each model. 11. Metrics/Performance Measures It is important to consider that poetic rhythm providing over sop up should be supplemented with granular metrics (12Manage n. d. ).A balance score tantalise dimensions for the firm and for each customer separate tier were identified that will allow Proton to monitor and analyze its current executions of customer targeting as well as innovative strategies which represent different changes of key cost drivers of the financial perspective, operational effectiveness, technology as well as customer perspective (Core. org n. d. ) (see appurtenance ). Based on the said balance score card dimension, as well as the Delta Model, it is important for Proton to focus on the changing preferences and demands of their current customers, which are their strategic partners from different parts of the globe, as well as their current loyal customers.It is important to focus on new services and products as well as the capability to deliver new car models to their partnership. As a result, the significant dimensions in the performance matrix must be percentage of strategic/exclusive partnership acquisition, percentage of business volume from different strategic/exclusive partnership, as well as switching costs for complementor and customer (Core. org n. d. ). 12. Conclusion Proton was considered as the national car manufacturer of Malaysia and considered as the major player in the industry. However due to the different factors, primarily the implementation of AFTA, the sales and market lot of the company decline.In details, the growing competition enables the Malaysian market to have a wide choice of cars to be availed. On the other hand, due to the strong support of the government, as well as the st rong position of the company in the market, it can be said that the company failed to focus on the most important aspect of a company in order to maintain competitive advantage, and that is innovation. or so of the customers are saying that the company is no longer offering real new models of cars. Aside from that, the company is also having a problem in their supply chain, which results to high determine of Protons car compare to other international brand in the market.In order to solve the current positioning of the company, it will be important to focus on innovation or RD process. This can be done by focusing on applying new IT or IS to speed up the process of designing. It is also important to focus on the HR aspect of the company in order ensure that the company has adroit and skilled staffs to develop new and break down products that will suit the ever changing preferences of the consumers. 13. References 12Manage. Porters Five Forces Analysis. operational from http//ww w. 12manage. com/. twenty-fifth skirt 2009 AseanAffairs (2009). Malaysias Proton Still inescapably Government Support. unattached from http//www. aseanaffairs. com/ pageboy/malaysia%27s_proton_still_needs_government_support. 25th March 2009 AseanOneMonitoring (2009). Malaysia motorcar Sales to collide with 12. 4 Percent on deceleration economy. accessible from http//www. asiaone. com/Motoring/News/ drool/A1Story20090122-116465. html. Accessed twenty-fourth March 2009 BuildBoard. Analysis SWOT Proton. Available from http//g4. buildboard. com/images/attachpic/g4/B400/B400F1844T909_8195ded601b2dd2aaee71cb07bd4c006. pdf. 25th March 2009 Core. DMK International (8) fuse and Granular Metrics. Availabe from http//www. core. org. cn/NR/rdonlyres/Sloan-School-of-Management/15-904Fall-2005/F43E8DBF-9AF8-4B07-BB61-2920E880D30F/0/dm_csstd_dmk8_2. pdf. 2nd April 2009 Chrysler, M. (2008).Malaysian motorcar Industry Facing Decline as Global Economy Slows. Available from http//subscriber s. wardsauto. com/ar/malaysian_industry_decline_081208/wall. html? return=http//subscribers. wardsauto. com/ar/malaysian_industry_decline_081208/. 25th March 2009 Dey, A. (2002). The Impact of AFTA on the ASEAN Automotive Industry. Available from http//www. frost. com/prod/servlet/market-insight-top. pag? docid=IMAY-58VK85. 25th March 2009 ESCAP (2009). V. Malaysia. Available from http//www. unescap. org/tid/ issuance/part_two2223_mal. pdf. Accessed twenty-fourth 2009 Frost Sullivan (2002). The Impact of AFTA on the ASEAN Automotive Industry. Available from http//www. frost. om/prod/servlet/market-insight-top. pag? docid=IMAY-58VK85. Accessed 24th 2009 Ghani, K. , Zainuddin, Y. , Fereidouni, H. G. Ziaee, A. (2008). AFTA Effect on Malaysian Economy. Journal of Management and Social Sciences. vol. 4, no. 2, pp. 134 141. Available from http//www. biztek. edu. pk/downloads/research/jmss_v4_n2/6. %20Afta. pdf. 25th March 2009 Accessed 24th 2009 Hax, A. Wilde II, D. (2003). The Delta Model- A New framework of strategy. Journal of Strategic Management Education, vol. 1, no. 1. Available from http//pesona. mmu. edu. my/wruslan/MISP2/Readings/detail/Reading-37. pdf. Histomobile. Proton (1985-).Available from http//www. histomobile. com/dvd_histomobile/histomo/63/history2. asp. Accessed 24th 2009 Ministry of International Trade and Industry 2008. Malaysia and AFTA. Available from http//www. miti. gov. my/cms/documentstorage/com. tms. cms. document. Document_7d9e2e2f-c0a81573-11c011c0-50afb270/afta. pdf. 25th March 2009 Nijssen, E. J. Frambach, R. (2000). Creating customer Value finished Strategic Marketing training A Management Approach. Springer PMProject. The record of PROTON, Available from http//pmproject. doubleukay. com/proton_history. html. Accessed 24th 2009 PriceWaterHouseCooper (2005). Malaysia. Available from http//www. pwc. om/gx/eng/about/ind/retail/growth/malaysia. pdf. Accessed 24th 2009 US Department of State. Malaysia. Available from http//ww w. state. gov/r/pa/ei/bgn/2777. htm. Accessed 24th 2009 Value Based Management. net. The Delta Model. Available from http//www. valuebasedmanagement. net/methods_hax_wilde_delta_model. html. Accessed 24th 2009 14. Appendices 14. 1 Appendix A Strategic Triangle Enabled Through Effective Use of Technology System Lock-In * System economics * Market controller * Achieving Complementor plowshare System Lock-In * Customer Economics * Cooperation * Achieving Customer Share Best harvest-homes * Product Economics * Rivalry * Achieving Product ShareSource (Hax Wilde II 2003) 14. 2 Appendix B Balance Score Card Dimension of Proton Balance Scorecard Framework Shareholder Look Operational durability Organizational Learning Customer targeting Proton Volume, revenue, gross margin by technology segment and market segment Revenue and turnover by geographical segment (Asia, Europe, shopping center East, Africa and Pacific) Revenue and turnover by business domain such as capital, industrial an d government. Wholly-owned subsidiary Lotus Engineering UK leading automotive engineering consultancy company practise of Information Technology in the RD and auto development % of sales from new echnology and models Training as a % of sales Customer market share by tier Profitability by customer tier Customer merriment by tier Strategic and compound Partner companies Volume, revenue, turnover, gross margin by individual client Year over year sales and turnovers growth by individual clients Return on business relationship enthronement personify to run clients Number of clients on each country and partner Return on investment on collaboration tools per selected clients Return on % revenue on the center of righteousness establishment Customer satisfaction go revenue and turnover from complementor relationship kind Body Shopper Volume, revenue, turnover, gross margin by individual clients Return on investment per head % revenue and sales from new clients Time needed in order to complete the transaction from start to finish per model or project beat(p) time of engineering Return on investment on collaboration % of revenue, volume, profit by different channelso Referral by clientso Direct sellingo Cross selling Cost of training per project Cost of the collaboration tool in order to alleviate transfer of knowledge Cost to serve clients per channel Customer satisfaction on the models, relationship and cost of products. 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