Table of Contents

INTRODUCTION TO MANG INASAL............................................................3

A. COMPANY PROFILE................................................................................................... 3
B. MARKET PROFILE..................................................................................................... 4
C. VALUE CHAIN ANALYSIS............................................................................................ 6
Franchising and Store Operations.......................................................................6
Marketing............................................................................................................ 7
Logistics.............................................................................................................. 7
Sourcing.............................................................................................................. 8
Franchising and Expansion.................................................................................. 8
PROFILE OF TARGET COUNTRY, MALAYSIA................................................9
A. STEP ANALYSIS...................................................................................................... 9
Socio Cultural...................................................................................................... 9
Socio Cultural.................................................................................................... 1
!echnological..................................................................................................... 16
Econo"ic........................................................................................................... 19
#olitics............................................................................................................... $1
B. ANALYSIS OF THE CONSUMER FOOD SERVICE INDUSTRY IN MALAYSIA...............................22
Mala%sia&s Food Ser'ice (ndustr%......................................................................$$
)argaining #o*er o+ )u%ers.............................................................................. $
)argaining #o*er o+ Suppliers........................................................................... $,
!hreat o+ -e* Entrants..................................................................................... $6
!hreat o+ Su.stitutes......................................................................................... $7
/i'alr% a"ong Co"petitors............................................................................... $7
C. CONSUMER PREFERENCES, MALAYSIA........................................................................31
Li+est%le0Shopping ha.its.................................................................................. $
)rand0#rice Sensiti'it%......................................................................................
1ealth +ood2 con'enience +ood and halal +ood..................................................
!he 1alal +actor.................................................................................................
SYNTHESIS, WHY MANG INASAL IN MALAYSIA?.......................................35
STRATEGY FORMULATION......................................................................37
MANG INASALS VISION MISSION AND OBECTIVES AND ITS CONGRUENCE TO THE MARKET
PENETRATION STRATEGY.............................................................................................. 3!
MARKET ENTRY STRATEGY........................................................................................... 3"
Store Operations............................................................................................... 8
Sourcing............................................................................................................ 9
#roduction......................................................................................................... ,3
Marketing.......................................................................................................... ,3
Foreign Exchange.............................................................................................. ,1
Introduction to Mang Inasal
A. Company Profile
Edgar Sia II, then 20 years old, took the entrepreneurial path when he founded
Mang Inasal and began its operations in Iloilo City, Philippines on Deceber !2,
200"# $he restaurant initially offered chicken inasal to its clientele which was well%
recei&ed by the Ilonggo people# 's tie went on, it offered ore (ilipino%inspired cuisine
to the ass arket# 's such, the dri&ing force behind Mang Inasal)s e*ponential growth
lies in its uni+uely (ilipino food offerings, its &alue for oney and its ser&ing of unliited
rice for custoers# 'll these factors add up to create Mang Inasal)s distinct brand
identity, which has led to its becoing one of the country)s fastest growing fastfood
chains# (ast forward to se&en years later, the copany currently has 22" branches
around the country, with its anageent aiing to e*pand to ,00 branches by the year
20!2, with a hundred new stores opening annually#
$he copany offers Paborito Meals and Sulit Meals to its custoers, as well as
Palaig Selections, Merienda Meals and other well%lo&ed (ilipino &iands# $he Paborito
Meals are categorically ore e*pensi&e copared to the Sulit Meals, whose lowest
offering is at an affordable -. pesos# /owe&er, their ser&ing portions are bigger
copared to the Sulit Meals# Mang Inasal also offers traditional (ilipino dishes such as
the 0eef and 0angus Sinigang, 0angus and Pork Sisig, and Dinuguan, /alo%/alo,
aong any others#
Mang Inasal prootes sustainable counity li&ing by pro&iding eployent
opportunities and by sourcing out local aterials in its business operations 1e*aple,
banana lea&es, chicken oil, baboo sticks2# In that atter, the copany takes an acti&e
stance in de&eloping li&elihood prograsfor the betterent of the counity it ser&es#
$he copany helps preser&e the (ilipino tradition kinamot, which in Ilonggo eans to
eat with one)s hands# 's such, Mang Inasal restaurant chains around the country ha&e
a designated washing area where custoers can wash their hands prior to dining to
aintain sanitary eating standards#
During the recent econoic crisis, Mang Inasal anaged to sail through the
distress unhared# Sia entioned that the affordability of the copany)s offerings
pro&ed to be a copetiti&e ad&antage to the budget%conscious (ilipino % thus,
strengthening its foothold in the fastfood consuer arket, enabling the copany to
grow in ties of econoic turoil#

B. Market Profile
$he target arket ser&ed by Mang Inasal is the iddle class (ilipino faily, with
onthly incoe ranging fro !2,000php to "0,000php# Moreo&er, these failies li&e in
hoes where ebers of the e*tended faily li&e in the house as well, thereby aking
it a large household# /ence, the copany offers eals that range fro -.php for the
Sulit Meals, ..php for the Paborito Meals, with the highest priced &iand priced at
!,,php 10eef and 0angus Sinigang2# It is reasonably priced considering how its &alue
for oney is high, taking into consideration the ser&ing portions, the friendly custoer
ser&ice and the war, locali3ed eating abience pro&ided by the copany# /ow the
copany achie&es this cost ad&antage is accoplished by sourcing out one hundred
percent of its raw aterials locally, unlike other fastfood chains who iport soe of its
production aterials fro abroad#
In addition, the fastfood chain banks on its traditional (ilipino cuisine, fast
ser&ice, and the li&ely dining e*perience it presents to its custoers to attract new and
retain recurring custoers# 's such, it is to Mang Inasal4s copetiti&e ad&antage that it
has found its niche through (ilipino failies who want to find a truly (ilipino fastfood
dining e*perience without going beyond the faily budget# /ence the copany4s
slogan, "Hahanap hanapin mo".
's well, the copany4s priary strategy lies in Mang Inasal4s strategically
locating its stores in high foot traffic areas to attract ore passers%by to enter the store,
eat, and en5oy the Mang Inasal dining e*perience(kinamot)# In particular, ost Mang
Inasal branches are situated beside call center copanies, public ser&ice
establishents, in alls, and other hea&ily%condensed locations#
's entioned pre&iously, the copany is one of the fastest growing fastfood
chains in the country 6 and their speedy rise can further be aplified by choosing an
endorser who is an ideal personification of their brand# Mark 0autista, a twenty eight
year old (ilipino artist, is Mang Inasal)s priary endorser# $he ost recent $7
ad&ertiseent starred by 0autista shows the an narrating his huble beginnings as to
how he has ade it to becoe one of the country4s ost re&ered artists, adding that his
o&e to Manilaade hi long for hoe, and how dining at Mang Inasal alle&iates the
hoesickness he feels# (urtherore, to +uote Sia as to why 0autista was chosen as
the brand)s endorser, 8I think we 1the copany and Mark 0autista2 ha&e soe
siilarities# Mark also started in 200-, the sae with Mang Inasal### 'nd we feel that
Mark, like Mang Inasal, has a &ery big potential, coing into the ne*t few years as they
slowly unfold#9
C. Value Chain Analysis
$he rapid e*pansion of Mang Inasal stores throughout the country pro&es to
be a copetiti&e ad&antage to the brand# $his ay be attributed to Mang Inasal4s
efficiencies in its &alue chain, which will be discussed below:
Franchising and Store Operations
Mang Inasal is a fastfood brand open for franchising opportunities# Currently,
the brand is open for franchising at a cost of ; illion pesos, with franchise ters
renewable e&ery se&en years# $he copany pro&ides operational guidance for new
franchisees, including training for their tie%tested operations syste, staff support, and
other arketing initiati&es# 0efore appro&ing any franchise deal, the copany looks at
the site where the store will be built and they would assess whether or not the location
is ideal and profitable# Mang Inasal hires pro5ect inspectors, who are ostly
architectures and ci&il engineers, to o&ersee the construction of a branch# $hey ensure
that the copany is able to locate its stores in high traffic areas, such as alls or near
schools#
Most Mang Inasal stores are open fro !0:00 a to !0:00 p, and each branch
has at least -0 eployees# $hese indi&iduals either take or prepare the custoer4s
orders, aintain the cleanliness of the facilities, or perfor other routinary work,
super&ised by the store anager# Each of the copany4s eployees recei&e rigorous
training before they are considered part of the peranent staff of a branch# 's well,
Mang Inasal has anageent trainees who they hone to becoe branch super&isors#
'll this adds up to ensure that each custoer e*periences fast and +uality ser&ice fro
the store#
Marketing
Part of the copany4s arketing strategy in&ol&es ad&ertising through print,
billboards, radio and tele&ision ads# $hey bank on prooting further the three defining
characteristics of the brand % affordable (ilipino food, a li&ely atosphere to dine in, and
the kinamot eating concept#
Most print ad&ertiseents of Mang Inasal ephasi3e the copany4s ser&ing of
unliited rice to dine%in custoers# $his is a particularly effecti&e arketing
strategy considering how (ilipinos are hea&y consuers of rice# Cost%wise, the food at
Mang Inasal is affordable which furthers their arketing efforts of affordable +uality
food#
Logistics
Mang Inasal sees to it that that there will not be delays in the deli&ery of the raw
aterials that will be prepared then ser&ed to custoers# In urban areas they ha&e a
daily deli&ery of raw products by eans of deli&ery &ans# In rural areas, on the other
hand, they utili3e two transportation ethods % the daily deli&ery of raw aterials
through deli&ery &ans and through public transportation such as the pedicab# $hey
utili3e the pedicab to deli&er non%perishable products such as charcoal and baboo
sticks, which they source locally in the area#
Sourcing
<hether in urban or rural regions, Mang Inasal is stiulating econoic acti&ity
where their branches are located# $hey purchase their raw aterials % calaansi,
charcoal, banana lea&es, sorbetes, &egetables, fish, baboo sticks and other
ingredients through local producers of these aterials# /owe&er, these suppliers ha&e
to undergo strict +uality check to be conducted by the Purchasing Departent at the
copany# In this way, Mang Inasal can ensure that the +uality of food in each of its 22"
branches are consistent and of high +uality# $his also pro&ides lesser costs for
transportation seeing how each branch sources its aterials in its own counity,
thereby lessening production costs incurred#
Franchising and Expansion
's for future plans for growth, Mang Inasal, through the holdings in&estent fir
In5ap In&estents, Inc#, is planning to 5oin the Philippine Stock E*change 1PSE2 this
20!0# /owe&er, this is still deterinable depending on whether current econoic
conditions will ipro&e or not# Sia plans to raise around two billion pesos to fund its
e*pansion of copany%owned stores nationwide#
Profile of Target Country, Malaysia
A. T!P Analysis
Socio Cutura
Maa!sia "emographics
Population" 2,,;!,,=!. 1>uly 200. est#2
Table 1: Malaysia's
Population as of
July 2009
'ge structure
0%!-
years:
"!#-?
1ale
#ear Population $ank Percent Change %ate of Information
200" 2",0.2,.-0 -@ >uly 200" est#
200- 2",.,",!"@ -@ "#;2 ? >uly 200, est#
200, 2",.,",!"@ -@ 0#00 ? >uly 200, est#
200@ 2-,"=,,=,= -@ !#=! ? >uly 200@ est#
200; 2-,=2!,2=@ -@ !#;. ? >uly 200; est#
200= 2,,2;-,!"2 -@ !#=2 ? >uly 200= est#
200. 2,,;!,,=!. -@ !#;, ? >uly 200. est#
20!0 2,,;!,,=!. -@ 0#00 ? >uly 200. est#
Figure 1: Malaysia's population as of July 2009
Figure 2: Malaysia's population
-,!,",@2!Afeale ",.!-,.@22
!,%@- years: @"#@? 1ale =,2!0,";"Afeale =,!-",0-"2
@, years and o&er: ,? 1ale ,@.,2-,Afeale ;2-,,;,2 1200. est#2
Median age
$otal: 2-#. years
Male: 2-#" years
(eale: 2,#@ years 1200. est#2
Population growth rate" !#;2"? 1200. est#2
0irth rate" 22#2- birthsA!,000 population 1200. est#2
Death rate:,#02 deathsA!,000 population 1>uly 200. est#2
Brbani3ation
Brban population: ;0? of total population 1200=2
Cate of urbani3ation: "? annual rate of change 1200,%!0 est#2
Se* ratio
't birth: !#0; ale1s2Afeale
Bnder !, years: !#0@ ale1s2Afeale
!,%@- years: !#0! ale1s2Afeale
@, years and o&er: 0#;. ale1s2Afeale
$otal population: !#0! ale1s2Afeale 1200. est#2
Infant ortality rate
$otal: !,#=; deathsA!,000 li&e births
Male: !=#"2 deathsA!,000 li&e births
(eale: !"#2- deathsA!,000 li&e births 1200. est#2
Dife e*pectancy at birth
$otal population: ;"#2. years
Male: ;0#,@ years
(eale: ;@#2! years 1200. est#2
$otal fertility rate
2#., children bornAwoan 1200. est#2
Ma5or infectious diseases
Degree of risk: /igh
(ood or waterborne diseases: 0acterial Diarrhea
7ector borne diseases: Dengue fe&er and Malaria
Eote: /ighly pathogenic /,E! a&ian influen3a has been identified in this countryF
it poses a negligible risk with e*treely rare cases possible aong BS citi3ens
who ha&e close contact with birds 1200.2
Eationality
Eoun: Malaysian1s2
ad5ecti&e: Malaysian
Ethnic groups
Malay ,0#-?,
Chinese 2"#;?,
Indigenous !!?,
Indian ;#!?,
Gthers ;#=? 1200- est#2
Celigions
Musli @0#-?,
0uddhist !.#2?,
Christian .#!?,
/indu @#"?,
Confucianis,
$aois,
Gther traditional Chinese religions 2#@?,
Gther or unknown !#,?,
Eone 0#=? 12000 census2
Figure 3: Malaysia's Ethnic roups
Figure !: Malaysia's religion
Danguages
0ahasa Malaysia 1official2, English, Chinese 1Cantonese, Mandarin, /okkien,
/akka, /ainan, (oochow2, $ail, $elugu, Malayala, Pan5abi, $hai
&ote" In East Malaysia, there are se&eral indigenous languagesF ost widely
spoken are Iban and Hada3a
Diteracy ' age !, and o&er can read and write2
$otal population: ==#;?
Male: .2?
(eale: =,#-? 12000 census2
School life e*pectancy 1priary to tertiary education2
$otal: !" years
Male: !2 years
(eale: !" years 1200,2
Education e*penditures
@#2? of IDP 1200-2
Source# http#$$%%%.indexmundi.com$maa!sia$demographics&pro'ie.htm
Socio Cutura
0ecause of the di&ersity of culture in Malaysia, its national identity is still in
+uestion# $he country being a ulti%ethnic society coprises ainly of Malays,
Chinese, Indians, Eurasian, and other indigenous groups# 'lthough its characteristics
are still not as uni+ue as >apan, Horea, and other 'sian or European countries, the fact
that it has a colorful array of culture creates a distincti&e ark on Malaysia#
's stated in 'rticle !@0 of the Malaysian Constitution, the Malay population is
defined as soeone born to a Malaysian citi3en, who professes to be a Musli,
habitually speaks the Malay language, adheres to Malay custos, and is doiciled in
Malaysia or Singapore# $his definition is soehow abiguous that it connotes an
inclusion of the population fro a wide array of ethnic backgroundF howe&er, it differs
fro the anthropological understanding of what encopasses ethnic Malay# 's the
definition of a true and legitiate Malay only state that heAshe ust profess to be
Musli, it has led to the creation of ethno%religious identity, where it has been
suggested that Malay cannot con&ert out of Isla# $his con&ersion to Isla fro
/induis and $hera&ada 0uddhis began in the !-00s, largely influenced by the
decision of the royal court of Melaka# 's of 200;, Malays ade up an estiated @-#,?
of the population of Malaysia# It is predicted that this proportion will rise due to birth
rates higher than other ethnic groups#
Malays, based on the definition pro&ided in 'rticle !@0 of the Malaysian
Constitution, are largely Muslis, which was perhaps the basis for the declaration of
Isla as the official religion of the country# 's !00? of ethnic Malays profess this
religion, their lifestyle is largely affected by its traditions and custos# Gne of the ain
aspects that is affected by their Musli tradition is their diet# Muslis are prohibited to
drink alcohol# $hey are also not peritted to consue any product or dish with blood
and pork as ain ingredients# If an anial ust be slaughtered, it ust be done so by
only a Musli# If there is doubt to anything being regarded as halal 1lawful2 or hara
1unlawful2, Muslis are generally ad&ised to refrain fro consuption until another
Musli gi&es clarification or perissi&eness#
(oring about 2,? of the population, Malaysian Chinese are the second ost
influential culture in Malaysia# Chinese are generally known to be highly entrepreneurial
and are &ery recogni3ed for their diligence and keen business sense# $he three sub%
groups who speak a different dialect of the Chinese language are the /okkien who li&e
predoinantly on the northern island of PenangF the Cantonese who li&e predoinantly
in the capital city Huala DupurF and the Mandarin%speaking group who li&e
predoinantly in the southern state of >ohor# Most of the Chinese in Malaysia are
0uddhists, which coprises around !.? of the country)s population#
Malaysian Indians ake up !0? of the population which akes it the sallest of
the three ain ethnic groups#Coing to Malaysia during the 0ritish colonial rule, ost of
its descendants are $ails%speaking South Indian iigrants# $hese people ostly
cae to the country to break away fro the caste syste in India# Predoinantly
/indus, they painted Malaysia with their culture, such as ornate teples, spicy cuisine
and e*+uisite sarees# 0eing part of the /indu culture, Malaysian Indians ay choose to
follow their dietary law, which prohibits the fro eating beef, water buffalo, and yak#
Soe also a&oid pork, crabs, reptiles, aphibians, snails, insects and wors# Soe
/indus ay also belie&e that anials that ha&e died of natural causes are considered
highly polluting and eating the akes a person untouchable# 'nials that ha&e died of
natural causes are considered highly polluting# Eating the akes a person
untouchable#
's a result of their eergence of a unified Malaysia, the social distinction
becae ore apparent between Malay and non%Malay, which are represented by two
classifications: the upper class of Malay and a large portion of the Chinese iddle class
population# $he forer doinates the country)s politics and the latter, being a business%
oriented cluster, creates a positi&e shift in the consuer society# $his two a5or
population ostly li&e in the urban areas of the Malay Peninsula4s west coast and their
influences shape the shared life of Malaysia4s citi3ens# Sarawak and Sabah, the two
Malaysian states located in north 0orneo, tend to be less influential part of the national
culture, and their &ibrant local cultures are shrouded by the bigger, wealthier peninsular
society#
(echnoogica
$he go&ernent of Malaysia encourages technological ad&anceents through
establishing a separate agency to handle research and de&elopent in the country#
Malaysia $echnology De&elopent Corporation 1M$DC2 was established by the
go&ernent in !..2 to lead the de&elopent of technology business in Malaysia#
'ccording to the organi3ation)s website 1http:AAwww#tdc#co#y2, the initial role of this
branch was 8to concentrate on the prootion and coercialisation of local research
and in&ests in new &entures that can bring in new technologies fro abroad#9
Eerging fro the in&estent acti&ities, M$DC becae the leading &enture
capitalist in the country long before the concept becae failiar and accepted in
Malaysia# Conse+uently, it encourages ore businesses to in&est in technological
inno&ations and breakthroughs# It is the only copany in Malaysia to attain the status of
an integrated &enture capital solutions pro&ided# 't present, M$DC is the 8only one%stop
agency where financing can be source froF all the way fro laboratory ideas to full
coerciali3ation of such ideas#9 $his is e&ident in the nuber of grant that they ha&e
appro&ed 1under .th Malaysia Plan2, which totaled to CM!-"#- illion to ., deser&ing
local copanies# $hey ha&e also participated in taking up e+uity stakes totaling ore
than CM",0 illion in ore than ,0 copanies both locally and internationally# $heir
consistent search for highly technological institutions led the agency to in&est Bnited
States, Europe and other countries in the region#
Moreo&er, counication and transportation in the country is well structured#
Since railroads, airports, and highways are strategically constructed in Malaysia,
logistics will not be a proble for business and trade# $he following table suari3es
the infrastructures for counication and transportation a&ailable in Malaysia#
Figure ": Malaysia's transportation syste#
Figure $: Malaysia's co##unication syste#
Source: CI' <orld (actbook, Malaysia
http:AAwww#cia#go&AlibraryApublicationsAthe%world%factbookAgeosAy#htl
Economic
Malaysia is generally a iddle%incoe country# Its perforance in the early and
id%!..0s was strong, howe&er, due to the regional econoic turoil in !..; and
!..=, there was a downturn in their de&elopent# 's a result of this crisis, the econoy
went down by ;#- percent# 't the start of the new illenniu, the country reco&ered
strongly through the aggressi&e efforts of the go&ernent in encouraging a robust
e*port sector, as well as an increase in the go&ernent spending# It stabili3ed growth of
their econoy, with an a&erage annual growth of ,#., fro 200! to 200; 1@#" percent2#
$he ser&ice sector, with its increase in pri&ate consuption and in&estent, ha&e also
eerged as key dri&ers of econoic growth# 1'SE'E ($', 200=2
E&en if a5or econoies were negati&ely affected by the global financial crisis,
Malaysia reained generally stable# Datest figures re&eal that growth, trade and
in&estent ha&e also reained steady, although the country)s stock e*change has
endured a bad year# Measures to cushion the ipact of the current global econoic
downturn were ipleented by the go&ernent# $his includes a deposit guarantee
schee, capital arket support and a stiulus package# Moreo&er, the go&ernent
proulgated an ongoing coitent to an open econoy, as well as, the de&elopent
of the country)s attracti&eness and copetiti&eness for foreign in&estors as part of its
policy response# 1'SE'E ($', 200=2
's aforeentioned, the econoic growth of Malaysia slowed down in 200= but
regained its power in 200.# $he Departent of Statistics of the country reported a IDP
rate at the fourth +uarter of 200. to be -#, ?, copared to the negati&e &alue at the
beginning of the year# Ma5or sectors include agriculture 1!0#!?2, industry 1-2#"?2, and
ser&ices 1-;#@?2, according to the estiate set by the Central Intelligent 'gency#
Bneployent rate of the country also decreased fro "#;? at the end of 200. to "#@?
at the start of 20!0, as well as, inflation rates, which diinished fro ,#-? in 200= to
%2#-? in 'ugust 200.# Since the go&ernent is encouraging ore in&estents, interest
rates in lending was also reduced#
$he ain e*ports of the country include electronic e+uipent, petroleu and
li+uefied natural gas, wood and wood products, pal oil, rubber, te*tiles, cheicals,
partnering with Singapore 1!-#;?2, Bnited States 1!2#,?2, >apan 1!0#=?2, China
1.#,?2, $hailand 1-#=?2, /ong Hong 1-#"?2, based on 200= study# Electronics,
achinery, petroleu products, plastics, &ehicles, iron and steel products, and
cheicals are soe of goods that they iport fro China, >apan, Singapore, and
Bnited States, to nae a few#
)oitics
Malaysia, pre&iously known as the 0ritish Malaya, gained its independence fro
the 0ritish in !.,;# It was a !;!%year long colonial rule, where the coloni3ing country,
0ritain, founded the 0ritish East India Copany on the Malay Peninsula to engage in
trade with the countries in the East Indies 1South and Southeast 'sia2# $his colonial rule
influenced Malaysia4s ruling political syste, the federal constitutional onarchy,
wherein a head of state and a head of go&ernent preside o&er Malaysia# Its rules and
go&erning policies are based on the Constitution of Malaysia, which has been adapted
fro the <estinster parliaentary style of go&ernent based in the Bnited Hingdo#
$his syste re+uires a head of state, a head of go&ernent, an e*ecuti&e and
legislati&e branch, and a lower parliaent house#
$he ost recent general elections was held last March =, 200=, where the
0arisan Easional 10E2 party, an ubrella coalition constituting fourteen political parties,
won in the elections# 'lthough the turnouts of the elections ruled out in fa&or of 0arisan
Easional, it was by far the lowest%rated electoral results for the party, where the
pre&ious reigning control of the party fell steeply fro .0? to @"?# E*perts ha&e
pointed out that the current eans of sharing inforation has ade the Malaysian
public ore astute to ake the right political choices# (or the ne*t general elections,
which will be held in 20!", speculations abound for a probable two%party political
syste, which eans that the head of state and the head of go&ernent are likely to
coe fro differing political parties#
B. Analysis of the Consumer (ood er)ice Industry in Malaysia
Maa!sia*s Food Ser+ice ,ndustr!
Malaysia4s food industry is as di&erse as the ulti%cultures of Malaysia, with a
wide range of processed food with 'sian tastes 1Malaysian Industrial De&elopent
'uthority 1MID'2, 20!02# 0ased on the report generated by the Bnited States
Departent of 'griculture 1BSD'2 (oreign 'gricultural Ser&ice 1200;2, Malaysia)s food
ser&ice sector targets a local population of about 2= illion persons and a large
transient population of tourist and business &isitors of alost 2! illion persons
annually# $his sector is di&erse and ranges fro low%end food stalls to high%end
restaurants#
$he Malaysian cuisine is largely influenced by 'sian and Middle Eastern cuisines
but has recently been influenced by western cuisines as well#
E*porters intending to enter the Malaysian food ser&ice sector will benefit fro its
rapid econoic growth as ost iported food and be&erage products attract low to 3ero
Custo Duties 1BSD' (oreign 'gricultural Ser&ice, 200;2# /owe&er, since a5ority of
Malaysia)s population is Musli, e*porters will ha&e to be haa certified to cater to this
segent#
-argaining )o%er o' -u!ers
0ased on the report generated by the Bnited States Departent of 'griculture
1BSD'2 (oreign 'gricultural Ser&ice 1200;2, Malaysia)s food ser&ice sector targets a
local population of about 2= illion persons and a large transient population of tourist
and business &isitors of alost 2! illion persons annually# In ters of buyer group
concentration, buyer power is weak as there are any and di&erse consuers who
ha&e no particular influence on products and prices# /owe&er, since a5ority of
Malaysia)s population is Musli, e*porters entering the Malaysian food ser&ice sector
will ha&e to be haa certified to cater to this segent#
In ters of buyer)s costs, buyers ha&e a le&erage o&er the food ser&ice sector#
'ccording to 0arringer and Ireland 1200=2, the greater the iportance of an ite is to a
buyer, the ore sensiti&e the buyer will be to the price they pay# Since food is a priary
necessity, buyers will be ore sensiti&e to the price they ha&e to pay for it# $hus, buyers
will bargain hard to get the best price for that coodity#
0ased on the degree of standardi3ation of supplier)s products, buyers ha&e a low
bargaining power# Since products offered in the food ser&ice sector are di&erse, ranging
fro low%end food stalls to high%end restaurants, the buyer)s bargaining power is
inii3ed#
Since there are a lot of a&ailable substitutes to the products offered in the food
ser&ice sector 1e#g# consuers can opt to eat at hoe2 and the buyers ha&e the ability
to backward integrate, the bargaining power of buyers is enhanced#
-argaining )o%er o' Suppiers
$he $able below suari3es the a5or supply sources for each a5or product and the
strengths of the key supply sources and the ad&antages and disad&antages of local
copanies that supply to the food ser&ice sector#
Table 2: %u##ary of Foo& %er'ice %ector %uppliers as of 200(
Source: Departent of Statistics, arket obser&ations and trade coents
0ased on the supplier concentration, the bargaining power of suppliers is weak#
Since the suppliers of the food ser&ice sector are not concentrated, the food ser&ice
sector has &arious supplier options and can opt to purchase fro a supplier that can
offer the best +uality%price cobination#
$he input re+uired by the food ser&ice sector is also standardi3ed 1e#g# eat,
rice, other consuer goods2, thus the supplier power is weakened since the food
ser&ice sector ha&e &arious options a&ailable to the#
$he cost of switching fro one supplier to another is also inial, weakening the
bargaining power of suppliers in the food ser&ice sector#
/owe&er, the supplier power is enhanced since these suppliers ha&e the ability to
forward integrate and enter the food ser&ice sector#
(hreat o' .e% Entrants
Since the food ser&ice arket in Malaysia is rapidly growing, the industry is
susceptible to new entrants# 0ased on the report generated by the BSD' (oreign
'gricultural Ser&ice 1200;2, $rade sources estiate that the total food ser&ice arket is
&alued between BSJ ,#0 billion and BSJ ,#, billion as of 200;# /owe&er, new entrants
also face barriers to entry# Since products in the food ser&ice sector are di&ersified,
firs breaking into the industry will ha&e to spend hea&ily on ad&ertising# $he capital
re+uireents for the food ser&ice sector are also high since firs would ha&e to in&est
in infrastructure#
$he new entrant)s access to distribution channels would also hinder it fro
entering the industry since the inability to find an area which is not yet concentrated
would ake it difficult for the fir to copete# $here are also go&ernent and legal
barriers that new entrants ha&e to face# (or e*aple, Malaysia has an iport restriction
on whole chicken# 'nother possible barrier faced by new entrants to the Malaysian food
ser&ice sector is the haa re+uireent# $he Malaysian go&ernent and any
copanies are arketing the haa standards as a new benchark for +uality, hygiene
and safety 1BSD' (oreign 'gricultural Ser&ice, 200;2#
(hreat o' Substitutes
'nother iportant aspect to consider in analy3ing the Malaysian food ser&ice
sector is the threat of substitutes# 'ccording to 0arringer and Ireland 1200=2, the e*tent
to which substitutes suppress the profitability of an industry depends on the propensity
for buyers to substitute between alternati&es# $he a5or substitute faced by the food
ser&ice sector is the consuers alternati&e of dining at hoe# In Malaysia it is not
unusual for consuers to ha&e breakfast, lunch and dinner out daily, as well as snacks
in between eals 1BSD' (oreign 'gricultural Ser&ice, 200;2# Since it is coon for
Malaysians to dine outside, the threat faced by the food ser&ice sector is low#
/i+ar! among Competitors
$he Malaysian food ser&ice sector is di&erse and ranges fro low end food stalls
to high end restaurants# (igure @ shows the structure of the Malaysian (ood Ser&ice
Sector as of 200;#
Figure (: %tructure of Malaysian Foo& %er'ice %ector in 200(
/estaurants in hotes and resorts
In Malaysia, the " star to , star hotels usually operate one or ore restaurants
within their preises, targeted at the hotel guests although walk%in and regular
custoers for a si3eable and iportant proportion of their custoer base 1BSD'
(oreign 'gricultural Ser&ice, 200;2# Malaysia)s iddle to high incoe groups as well as
corporate custoers are the fre+uent custoers of these restaurants#
/estaurants
(ull ser&ice restaurants are ade up of id to high end restaurants that target
the iddle to high incoe consuers 1BSD' (oreign 'gricultural Ser&ice, 200;2# Most
of these full ser&ice restaurants are 'sian restaurants with Chinese Cestaurants
doinating the 'sian segent#
'part fro full ser&ice restaurants, fast food restaurant chains are also present in
the Malaysian food ser&ice sector# (ast food restaurant chains that operate in Malaysia
are fast food or +uick ser&ice chains that operate with an international enu, e#g#
McDonald)s, Pi33a /ut, 'K<, 0urger Hing, H(C and Eando)s, or an 'sian enu, e#g#
Loshinoya >apanese +uick ser&ice restaurant, Hi Iary /ong Hong%style +uick ser&ice
restaurant 1BSD' (oreign 'gricultural Ser&ice, 200;2#
Food catering operators
$he food%catering sub%sector is ade up of (ood catering businesses and 'irline
catering businesses#
$he (ood catering business has two types of businesses, the large high end
aggressi&e, sophisticated and well organi3ed caterers and the saller less organi3ed
id%to%low le&el caterers#
$here are currently two a5or airline catering businesses in&ol&ed although
saller locali3ed caterers also e*ist to ser&ice Malaysian 'irlines that fly to the saller
airports throughout Malaysia: DSI Sky Chefs 0rahi Sdn 0hd and HD 'irport Ser&ices
Sdn 0hd 1BSD' (oreign 'gricultural Ser&ice, 200;2#
Other 'ood ser+ice estabishments
$his sub%sector is ade up of traditional eating places such as cafes, coffee
houses and snack bars, food courts, coffee shops, canteens, other food stalls, bars,
pubs and alike# $his is a highly fragented segent, nubering se&eral hundred
thousand of establishents, with ainly sall businesses and faily owned
establishents, eploying a sall nuber of staff as well as unpaid faily ebers
1BSD' (oreign 'gricultural Ser&ice, 200;2#
Since there are nuerous copetitors in the Malaysian food ser&ice sector, this
intensifies the ri&alry in the industry# 'ccording to 0arringer and Ireland 1200=2, the ore
copetitors there are, the ore likely it is that one or ore will try to gain custoers by
cutting its price#
/owe&er, based on the degree of difference between products, the ri&alry aong
copetitors is not high since the products offered in the food ser&ice sector are &aried#
$hus, copetitors do not ha&e the need to copete on prices since they are able to
deand for high prices gi&en their speciali3ed products#
$he growth rate of the industry also affects the ri&alry aong copetitors in a
gi&en industry# 'ccording to 0arringer and Ireland 1200=2, the copetition aong firs
in a slow%growth industry is stronger than aong those in fast%growth industries# Since
the Malaysian food ser&ice sector is a rapidly growing industry, ri&alry aong
copetitors is not that high#
Dastly, the fir)s le&el of fi*ed costs affects the ri&alry aong copetitors in the
industry# (irs that ha&e high fi*ed costs ust sell a higher &olue of their product to
reach the break%e&en point than firs with low fi*ed costs 10arringer and Ireland, 200=2#
Since the food ser&ice sector is labor%intensi&e and relati&ely does not ha&e high le&els
of fi*ed costs, this decreases the ri&alry aong copetitors#
C. Consumer Preferences, Malaysia
Malaysian consuers are described as price conscious but still deand a high
+uality# $here is also the presence for the deand for foreign products brought about by
the change in lifestyle and has o&ed fro the basic needs to the leisure thees that
ha&e been ade a&ailable in the arket# <ith the growing affluence and changing
lifestyle, consuers ha&e becoe ore deandingF not only of the +uality of goods but
also the ser&ices they recei&e as well#
Malaysians spend a high percentage of their household incoe on food, groceries and
personal care ites, ranking third out of the ten a5or econoies in the 'sia%Pacific
region# 'ccording to 'CEielsen, Malaysians on a&erage spent MLC,0, per onth on
food and groceries, with 5ust under half of that on fresh food like eat fruits and
&egetables#
Figure ): *o#position of househol& e+pen&iture 199),1999
Li'est!e$Shopping habits
Malaysia)s consuer lifestyle has been e&ol&ing and changing due, in part, to
rising affluence and education le&els# /igh%profile international retailers and the global
edia ha&e also played a hand in shaping consuer%buying beha&iour# Malaysians are
becoing ore affluent, sophisticated and cosopolitan# $he Malaysians ha&e o&ed
on fro the siple need for sustenance to key leisure thees like health, beauty,
lifestyle, and fitness#
$hey also ha&e an open deand for foreign brands# It is easy to find products
arketed by Procter K Iable, Bnile&er and Eestle on the retail scene# Preference is
not only liited to consuer goods, but also to durable goods, such as electrical and
electronics aside fro otor &ehicles#
Since the eergence of foreign%owned hyperarkets, Malaysians who li&e in
urban areas ha&e becoe accustoed to shopping for groceries at hyperarkets and
superarkets# Meanwhile rural people continue to purchase fro traditional grocers,
con&enience stores and ini%arts#
Malaysians also ha&e a strong shopping fetish, especially during the weekends
and on public holidays# /owe&er, the consuers coes in three categories: those
whose purchasing power is high enough to go on periodic shopping sprees, people who
shop for necessities, and bargain hunters#
/igh and iddle incoe households spend ost of their oney at hyperarkets,
followed by superarkets and traditional grocery stores# $he high%incoe groups has
household incoe of ore than MLC",,00 per onth#
-rand$)rice Sensiti+it!
Malaysian consuers are becoing ore knowledgeable and discerning, and
are not easily influenced by ad&ertiseents and prootions# $hey are price conscious,
but at the sae tie desire brand +uality# <ith the growing affluence and changing
lifestyle, consuers are becoing ore deandingF not only of the +uality of goods but
also the ser&ices they recei&e# 'ccording to 'CEielsen, strong brands influenced alost
.0? of consuers) purchase decisions# Strong brands were also found to retain at least
;,? of their custoers) loyalty#
Heath 'ood0 con+enience 'ood and haa 'ood
Difestyle changes ha&e led to an increase in the deand for con&enience food
and health food# $he deand for health food inially processed fresh food and
organic food is e*pected to increase# Malaysia is o&ing towards organic faring#
0esides organic products, health food includes low calorie, fibre and nutrient%enriched
products, fruit 5uices and herbal products# 7alue%added pal oil based specialty products
to cater to deand fro health conscious and &egetarian consuers are also targeted
for further de&elopent in Malaysia# $here is also an increasing trend towards
con&enience food with 'sian recipes in the chilled and fro3en for including pre%cooked
products# (ood with halal certification is also better accepted as the a5ority of the
population is Musli#
(he Haa 'actor
<ith a Musli population of @0 percent, the deand for haa foods by Malaysian
consuers has increased o&er the years# (oreign eat 1e*cept pork2 and poultry plants
intending to e*port to Malaysia ust be accredited by the Malaysian Departent of
7eterinary Ser&ices and the Departent of Islaic De&elopent for halal purposes# $he
Malaysian halal standards are percei&ed as stricter than those of other Islaic
countries# /ence, opportunities to increase e*ports of eat 1e*cept pork2 and poultry
hinges on the halal appro&al#
Malaysia)s consuers are characteri3ed by a pool of people who continue to
oderni3e their eating habits, leading to increasing consuption of iported food and
be&erages# Malaysia iported BSJ ,#! billion of food and be&erage products in 200;#
(ood iports ha&e been growing on an a&erage rate of o&er 20 percent per annu o&er
the past few years# $rade sources coent that iports of food products will likely
continue to grow at siilar rates o&er the ne*t fi&e years#
In Malaysia it is not unusual for consuers to ha&e breakfast, lunch and dinner
out daily, as well as snacks in between eals# $his is ore coonly practiced by
young arried couples or young single adults who are gainfully eployed# It is,
howe&er, coon for failies to ha&e dinner out at least once a week, at the street
stalls, food court, coffee shops, low%end restaurants and alike# Dining at a id to high
end restaurant is reser&ed for special occasions such as birthdays, weddings,
anni&ersaries, festi&e celebrations, corporate functions and alike#
's far as eating out is concerned, Malaysia is one of the few countries in the
world where a faily can afford to eat out alost e&ery day of the week# Depending on
budget, the choice can range fro posh hotels and chic sidewalk cafes to fast%food
5oints and hawker stalls# $he &ariety of international and local cuisines a&ailable in
alost all a5or coercial centres has influenced consuers) desires, tastes and
preferences#
ynthesis, *hy Mang Inasal in Malaysia+
$he researchers of this study propose that the Mang Inasal restaurant concept be
e*ported to Malaysia chiefly for these reasons:
!# Malaysians and (ilipinos ha&e siilarities when it coes to the predoinant
characteristics of cuisines in their respecti&e arkets# (or e*aple, both
(ilipinos and Malaysians ha&e the sae staple food included in their eals
6 rice# /owe&er, Malaysian cuisine is uch ore di&erse such that it also
priarily ser&es Indian and Musli dishes alongside other cuisines# $he
(ilipinos, on the other hand, generally look upon traditional (ilipino or
'erican foods ore fa&orably# Since Malaysia has &ery di&erse tastes,
they are ost likely to treat the Mang Inasal eating concept ore fa&orably,
seeing how open%indedness to new things they are#
2# In 'sia, Malaysia has the greatest nuber of G&erseas (ilipino <orkers#
$his nuber e*ceeds the 2,0,000%population ark# $hat said, bringing the
Mang Inasal restaurant concept will entice the (ilipino consuer to dine in
the restaurant, a li&ing testaent to the copany)s slogan, 8/ahanap
hanapin o9#
"# Malaysians and (ilipinos ha&e siilarities when it coes to the predoinant
characteristics of cuisines in their respecti&e arkets# 0oth (ilipinos and
Malaysians ha&e the sae staple food included in their eals 6 rice#
/owe&er, Malaysian cuisine is uch ore di&erse such that it also ser&es
Indian and Musli dishes alongside the traditional Malaysian palette and
other cuisines# Since Malaysia has &ery di&erse tastes, they are ost likely
to treat the kinaot eating concept ore fa&orably#
-# It is about tie that Mang Inasal also e*pand internationally 6 that is, to
establish branches abroad to e*pand its arket profile# Categorically, Mang
Inasal will ser&e the sae target arkets both in the country and in
Malaysia# 0y di&ersifying the arket of the copany, it will generate ore
re&enues that it can utili3e to facilitate the establishent of new stores here
and abroad#
,# Econoically, Malaysia is sound fiscal condition# It is currently reco&ering
fro the global financial crisis 1like the Philippines2 but since Malaysians
spend a lot of their incoe on dining out, they are not likely to scrip on
spending on food, taking into consideration their openness to new ideas 6
thus, if Mang Inasal carries out its arket entry strategy effecti&ely 1to be
discussed further below2, it will also be able to capture a piece of the
Malaysian arket#
trategy (ormulation
Mang Inasal,s Vision Mission and -b.ecti)es and its Congruence to the Market
Penetration trategy
Mang Inasal endea&ors to adhere to eleents that bear a distincti&ely Pinoy stap
of grilling with charcoal, rice wrapped in banana lea&es, a arinade concocted out of
local spices and herbs, baboo sticks for skewers, and the abiance that encourages
kinamot 1the Ilonggo ter of eating with bare hands2 whene&er chicken inasal is ser&ed#
'll these e&oke a rush of nostalgia fro tradition, culture, and ost of all, hoe#
Mang Inasal has steadily grown since it offered franchising# Mang Inasal has
branches in 0acolod, Iloilo, Co*as, Metro Manila, Cebu, Da&ao, Halibo, $arlac, 0oracay,
'nti+ue, Mindoro, 0atangas, Papanga, Ieneral Santos, $uguegarao, Iligan, 0ulacan,
Ca&ite, 0aguio, Daguna, Panabo, Cagayan De Gro, Ducena Surigao, Palawan, 'gusan
Del Sur, Malabon, Maboanga Pagadian, Horonadal, Ci3al, Pangasinan, Dipolog, Da
Bnion, G3ai3, Habankalan 's of today, Mang Inasal has 22" branches nationwide and
counting# Man Inasal)s ob5ecti&e is to ha&e ,00 stores before 20!2#
E+uipped with great%tasting (ilipino fa&orites and pocket%friendly prices, Mang Inasal
knows that in the end it will win the heart of the asses#
In Mang Inasal, 8Pinagsikapan naing laging asarap, laging abilis, at laging
abot%kaya9 so that the Pinoy can truly say, 8HBM0IESIEIN9
Ii&en that Mang Inasal)s ain ob5ecti&e is to e*pand its arket in order to win the
heart of the asses, the arket penetration strategy is in line with this ob5ecti&e since it
will open a new area for Mang Inasal, not only in the Philippines but in a different
country as well# Mang Inasal also has a short ter ob5ecti&e of reaching ,00 stores by
20!2# E*panding to the Malaysian arket will allow the copany to reach this ob5ecti&e
ore successfully# 0y offering its great tasting products at pocket%friendly prices to the
Malaysian arket, Mang Inasal will be able to reach ore consuers who will be
con&inced of their products and ser&ices#
Market !ntry trategy
Store Operations
$he Mang Inasal branch would start out in Huala Dupur# Since Huala Dupur is
the capital of the country, ost of the doestic and foreign businesses are located
there# 'lso a lot of (ilipinos are designated in this location, thus at the beginning of
Mang Inasal)s operations it can target (ilipino iigrants, e*patriates, and G(<s# $his
will enable Mang Inasal to copensate its daily operation costs since there will be a
steady re&enue coing fro (ilipino iigrants# It ay be possible that by attracting
(ilipino iigrants, Malaysians and tourists ay ha&e the curiosity to try the place out ,
thus instant arketing happens# 'lso by targeting (ilipino iigrants, it will help the
store lessen their difficulty of ad5usting to a foreign arket, since Mang Inasal wouldn)t
need to initially add products that will target foreign consuers, instead they would
focus on getting (ilipinos to eat at their store# Bnder this ad5ustent period Mang Inasal
can de&eloped through its Cesearch and Dec&elopent 1CnD2 products or enus that
caters to the wants and needs of Malaysians# 'fter the CnD tea de&elops products
that cater to locals, it is then that Mang Inasal can add additional products to their enu
that will cater to Malaysians#
$he store will be open fro !0:00 a to !0:00 p, sae as their Philippine
stores# $he store will be located in highly populated area in Huala Dupur, 1e#g#
shopping all, park2 this will ensure that the store is easily located and accessible to
anyone# Since Mang Inasal Malaysia is still a fast food chain, the store will eploy -0
eployees, who will ensure the each custoer e*periences fast and +uality ser&ice
fro the store# Most of the eployed ser&ice crew are Malaysians, since it is easier and
cheaper for the copany to hire local eployees, than to send (ilipinos to Malaysia# 0y
eploying Malaysians, the copany can understand the needs and wants of their
Malaysians consuers, since they can easily asks their eployees about the
preferences of Malaysians, also by eploying Malaysians Mang Inasal helps lessen the
uneployent of the country# /owe&er, the store anager and top anagerial
positions of Mang Inasal Malysia ust be (ilipinos, this is to ensure that all production
and operations of Mang Inasal are aintained#
Sourcing
Mang Inasal Malaysia will purchase their raw aterials for their products in
both Malaysia and the Philippines# Since Malaysia and the Philippines ha&e alost the
sae resources, it is easy for Mang Inasal to ac+uire the ingredients needed for their
product# Soe of the products that they can purchase in Malaysia are rice, chicken,
charcoal, &egetables, and other spices# Gne of the ingredients that they can ship is
calaansi, which is a hoe grown fruit in the Philippines# 0y using calaansi, Mang
Inasal can show off its uni+ue (ilipino taste# $he purchasing fro suppliers ust still
undergostrict +uality control, to guarantee that the +uality of the food is not o&erlooked#
)roduction
Mang Inasal Malaysia would ha&e a daily of production of their products to
ensure the freshness and +uality of the food that they would ser&e# $he barbe+ue
products will be arinated and pre%cooked prior to the store)s daily operations, and are
fully cooked or heated up at the tie of the order to ensure that the orders of the
custoers are ser&ed as fast as it could# $he production anager should be a (ilipino,
to ensure that the proper ingredients and proper procedures of cooking are aintained#
Marketing
's what was entioned abo&e, Malaysians are &ery price conscious, Mang
Inasal can offer the high +uality food at a low price# 0y ha&ing a &ery reasonable price,
Mang Inasal can penetrate not only (ilipino iigrants but locals as well#
$hey could proote the store in two siultaneous ways# (irst they should
proote the store to (ilipino iigrants, the slogan hahanap hanapin mo will
encourage (ilipinos to dine at their store especially if these (ilipinos are longing for a
(ilipino taste# Second they could proote the store as a foreign brand to Malaysians
and other nationalities as soething that should be tried# It is said that at present,
foreign products are in deand by Malaysians# Mang Inasal and its products ha&e a
purely (ilipino taste that is soething different to Malaysians#
Mang Inasal ay in&est on se&eral ad&ertiseents such as print and radio# 't
first Mang Inasal ay the option of not doing tele&ision ad&ertiseents# Mang Inasal is
still in their transition and ad5ustent stage of their store in Malaysia# It would be &ery
costly for the to in&est in such prootion# 0ut after they penetrate the arket and
becoe financially stable in Malaysia, it would be ad&isable for the to ad&ertise
through tele&ision, and aybe get celebrity endorseent to endorse their product# It will
increase the awareness of their store to the Malaysian arket#
Foreign Exchange
Since both countries 1Philippines and Malaysia2 ha&e weak currencies, an
interediary currency can be used# $he BS dollar can be used as a way of paying initial
in&estent and operations costs of the copany# Mang Inasal can open an bank
account in Malaysia# $his will be where all transactions will be ade, whether oney
transfers, or depositing re&enues fro its branch in Malaysia# $he group thinks that it is
better for Mang Inasal to retain ost of its store)s earnings in their Malaysian bank
account# $his will enable the to establish ore branches in the country, since they
don)t need to buy BS dollars again to establish another branch# 'lso retaining their
re&enues in Malaysia would help the in paying their suppliers in Malaysia, they can
easily withdraw oney fro their bank accounts in order for the to pay their suppliers#
$he store will only accept ringgits, Malaysian currency, fro consuers in paying
for their eals#
Ceferences:
0arringer, 0#C# K Ireland, C#D# 1200=2# Entrepreneurship# Success'u! aunching ne%
+entures 12
nd
ed#2# Eew >ersey: Prentice /all#
Bnited States Departent of 'griculture (oreign 'gricultural Ser&ice# 1200;2# Malaysia
/CI food ser&ice sector# I'IE Ceport, ML.00!, !%""#
Malaysian Industrial De&elopent 'uthority# 120!02# Food industr!.Cetrie&ed on 'pril ",
20!0, fro http:AAwww#ida#go&#yAenO&2A#
http:AAwww#asean#fta#go&t#n3Aalaysia%econoic%situationA
http:AAen#wikipedia#orgAwikiAPoliticsOofOMalaysia
http:AAen#wikipedia#orgAwikiA<estinsterOsyste
http:AAen#wikipedia#orgAwikiAMalaysia
http:AAwww#asean#fta#go&t#n3Aalaysia%political%situationA