Khind Holdings Berhad was established in year 1961.

It is a home-grown electrical home

appliance manufacturer. Their core business is offering products that include a variety of general
fans and small kitchen appliances under ‘Khind’ and ‘Mayer’ brand, besides our air-moving
category of home consumer appliances under the ‘Mistral’ brand. On the Industrial Electrical front,
KHIND acts as a one-stop provider for electrical and environmental solutions that include
integrated solutions to homes, schools, hotels, factories, shopping centers and many more. Its core
expertise and competencies in electrical products as well as environmental products and services
allow it to distribute highly specialized industrial electrical and environmental solutions to large
commercial customers in the manufacturing and services sector. Striving continuously to be the
leading one-stop provider of the best home appliances both in Malaysia and elsewhere in the world,
KHIND continues to improve both in product innovation and customer services. Their stock price
is currently at RM 1.70 which is consider as low. Their vision of the business is to be a World-
Class E&E Company and their missions are 5-pronged, encompassing quality, service, branding,
people development and customer relationship which is always delighting customers, make service
excellence customer’s way of life, create positive brand awareness for Khind and Mistral. Besides
that, maximize their people potential to deliver results and build a rewarding and lasting is also
one of their missions. Khind has their own core values. Their core values are Kindness where they
do good, Harmony which is to work together happily, Interesting, Novelty which means to do their
business differently and development which means to develop ad improve their self to a better
person. These are the core value for Khind.

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Core Values

EFE Matrix

KEY EXTERNAL FACTORS Weightage Rating Weighted Score

OPPORTUNITIES
Lower inflation rate 0.12 3 0.36
lowering of the cost of new product launches 0.09 2 0.18
Increasing government regulations 0.09 1 0.09
increasing customer base in lower segments 0.09 2 0.18
Accelerated technological innovations and advances 0.08 3 0.24

THREATS
Commoditization of the product segment 0.12 2 0.24
Changing political environment 0.09 2 0.18
Competitive pressures 0.12 3 0.36
Saturation in urban market and stagnation in the rural markets 0.09 3 0.27
Shortage of skilled human resources 0.11 2 0.22
TOTAL 1.00 2.32

Total weighted score of 2.32 indicates indicates that company’s strategies are neither effective
nor ineffective in exploiting opportunities or defending against threats. The company should
improve its strategy and focus more on how take advantage of the opportunities.

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IFE Matrix

KEY INTERNAL FACTORS Weightage Rating Weighted Score

STRENGTH
Track record of innovation 0.12 2 0.24
Talent management 0.09 3 0.27
Wide geographic presence 0.11 2 0.22
Success of new product mix 0.09 4 0.36
Diverse Revenue models 0.12 3 0.36

WEAKNESSES
Low investments into Khind's customer-oriented services 0.12 2 0.24
Loyalty among suppliers 0.11 3 0.33
Niche markets and local monopolies 0.12 3 0.36
High turnover of employees is low. 0.07 3 0.21
Declining per unit revenue for Khind 0.05 2 0.1
TOTAL 1.00 2.69

Scores significantly above 2.5 indicate a strong internal position.

Competitive Profile Matrix

CRITICAL SUCCESS
KHIND PENSONIC MILUX
FACTORS

Weightage Rating Weighted Rating Weighted Rating Weighted

Score Score Score
Advertising 0.11 3 0.33 4 0.44 2 0.22
Market Penetration 0.07 3 0.21 4 0.28 2 0.14
Customer Service 0.08 4 0.32 2 0.16 3 0.24
Employee Dedication 0.07 4 0.28 3 0.21 2 0.14
Financial Profit 0.08 1 0.08 4 0.32 2 0.16
Customer Loyalty 0.09 4 0.36 3 0.27 2 0.18
Market Share 0.08 1 0.08 4 0.32 2 0.16
Product Quality 0.12 4 0.48 2 0.24 3 0.36
Price Competitiveness 0.07 1 0.07 4 0.28 3 0.21
Global Expansion 0.06 2 0.12 3 0.18 1 0.06
Research and Development 0.13 2 0.26 4 0.52 3 0.39
Top Management 0.04 3 0.12 4 0.16 1 0.04
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 TOTAL 1.00 2.71 3.38 2.30
The score is the result of weight multiplied by rating. Each company receives a score on each
factor. Total score is simply the sum of all individual score for the company. The firm that receives
the highest total score is relatively stronger than its competitors. In our CPM, the strongest
performer in the market should be Pensonic (3.38 points) followed by Khind with (2.71 points)
lastly would be Milux with (2.30 points). This explain us that Khind is in a stable position.

SWOT Analysis

STRENGTH
 Track record of innovation
 Wide geographic presence
 High margins
 Strong brand recognition
 Success of new product mix
WEAKNESSES
o Low investments into Khind's customer-
oriented services
o Loyalty among suppliers
o High cost of replacing existing experts
o High turnover of employees is low.

OPPORTUNITIES THREADS
 Lowering of the cost of new product  Commoditization of the product segment
launches  Changing political environment

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  Customer preferences are fast changing  Competitive pressures
 Lower inflation rate  Saturation in urban market and stagnation in
 Rapid Expansion of Economy the rural

 Increasing customer base in lower  markets Shortage of skilled human resources

segments

Swot Matrix
STRENGTH WEAKNESSES
 Track record of o Low investments into
innovation Khind's customer-oriented
 Wide geographic services
presence o Loyalty among suppliers
 High margins o High cost of replacing
 Strong brand existing experts
recognition High turnover of employees is low.
 Success of new
product mix

OPPORTUNITIES Strength + opportunities (SO) Weaknesses + Opportunities

 Lowering of the cost
of new product
launches
 Customer preferences
are fast changing
 Lower inflation rate
(WO)
- Introduce innovative - Khind needs to increase
products at low cost investment into research
through third party retail and development
partners and dedicated especially in customer
social network. services-oriented

 Rapid Expansion of - Launching products applications.

Economy according to trend and - By implementing new

 Increasing customer customer preference innovative products Khind

base in lower globally. can have varies/multiple

segments - Maintaining products suppliers.

prices based on customer - By establishing products
buying power. globally can hire experts
- Leveraging brand from varies of countries.
recognition in new
segments

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THREADS
 Commoditization of the
product segment
 Changing political
environment
 Competitive pressures
 Saturation in urban market
and stagnation in the rural
 markets Shortage of
skilled human resources
- Providing exhaustive
product mix options to
customer base in lower
segments.
Strength + Threads (ST)
- Need to come up with
innovative products
according to market trend
based in rural and urban.
- Investing into R&D to
thwart Consumer Cyclical
industry disruptors.
- in order to sustain as
leading company, KHIND
nee to hire experts globally
to come up with unique
products using ideas from
variety of experts from
different countries.
Weaknesses + Threads (WT)
- Invest more on research
and development.
- Recognize the main cause
of high turnover
employees
- increasing
commoditization of the
products in Consumer
Cyclical industry by
investing more on
customer-oriented
services.
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 Space Matrix
Internal Strategic Position
Competitive (CA)
X (-6 worst, -1 best)
A -3 Market share
X -2 Brand Image
I -1 Technological know-how
S -4 Customer Loyalty
-4 Product life cycle
-4 Control Over Supplier
Average -3.00
Total Axis X score: -0.4
Financial (FS)
Y (+1 Worst, +6 best)
A +4 Working Capital
X +3 Return on Investment
I +3 Return on Assets
S +3 Leverage
+4 Liquidity
+3 Net Income
+4 Inventory Turnover
Average +3.42
Total Axis Y score: +0.76
External Strategic Position
Industry (IA)
(+1 worst, +6 best)
+3 Growth Potential
+2 Resource Utilization
+3 Financial Stability
+2 Consolidation
+3 Profit Potential
+3 Ease of Entry
Average +2.60
Environmental (ES)
(-6 worst, -1 best)
-1 Technological Changes
-3 Competitive Pressure
-3 Inflation Rates
-3 Barriers to entry
-3 Price elasticity of demand
-3 Demand Variability
Average -2.66
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 As we can see CA is weak and the IA is in normal state. Hence, this KHIND company has fall
under conservative strategy. The best thing about conservative strategy is that it has time to
consider its options as the business is not under majot threats from the environment and also
because of financial strength. KHIND has to improve its position through a detemined strategy to
improve its competitve advantages since it reults in negative. KHIND has made a mistake earlier
assuming they can make major gains through focused action and find overlooked asstes and
opportunities. However, they was not that careful and has caused their business to be slow in the
meantime. KHIND should actualy look into their business and identify niches where it does have
advantages or can quickly develop advantages that are not appreciated In the wider market.
KHIND has a choice to improve its current competitive position by developing competetive
advantages or focusing on the more attractive niches of the overall market. Another choice is that
, they may build on existing resources and capabilities or diversify into a new era for profitable
opportunities.

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BCG Matrix

BCG Matrix also is known as the growth-share matrix is used by organizations to classify their
business units or products into 4 different categories: Dogs, Stars, Cash Cows and Question Mark.
The growth rate of an industry and the market share of a respective business relative to the largest
competitor present in the industry are taken as the basis for the classifications, for that reason,
BCG Matrix is also called as Growth-Share Matrix. In this BCG matrix, we will talk about different
products of Khind which over the years have seen a fall in market share due to changing market
scenarios and products which saw exponential growth in their market share.

Cash Cows

These are the products which are in low growth markets with high market share. Products which
are market leaders in their specific industry and their industry is not expected to see any major
growth in the future are considered as Cash Cows. For Khind, kitchen appliance products are
undoubtedly the cash cow for the company. The company has able to reach many regions in the

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global market, selling its various kitchen appliances in different areas. The management has
recognized the potential for establishing a strong hold in the domain of global kitchen appliances,
which has led to the decision to promote these items across the international market. Their latest
products include the Khind automatic multi cooker MC 50D which comes with touch sensor and
digital display and offers 20 menus. Based on these factors, the kitchen appliances can be identified
as a cash cow for the organization.

Star

These are the products which are in high growth markets with a high market share. Products or
Business Units which hold a high market share and are also considered to grow in the future are
positioned as Stars. As for Khind, clearly can be seen that products with electrical home appliances
is undoubtedly the star for the company. Based on these factors, the home appliances can be
identified as star for the organization. To deal with the competitive pressure from other home
appliance manufacturers, Khind has invested its resources to expand its market presence. The
management has been able to achieve this objective, making the company one of the major home
appliance suppliers.

Question Mark

These are the products in high growth markets with a low market share. Products or business
units of the company that are still in the nascent stage of their product lifecycle and can either
become a revenue generator by taking the position of a Star or can become a loss-making machine
for the company in the future. The industry has high potential to grow hence giving the room to
the products to grow as well only if the pertinent issues are managed effectively. For Khind,
electrical fans product is undoubtedly the question mark for the company.

Dogs

Dogs are those products that were perceived to have the potential to grow but however failed
to create magic due to the slow market growth. Failure to deliver the expected results makes the
product a source of loss for the organization, propelling the management to withdraw future
investment in the venture. Since the product is not expected to bring in any significant capital,
future investment is seen as a wastage of company resources, which could be invested in a
Question mark or Star category instead. For Khind, lighting appliance and electrical wiring
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accessories are the dog for the company. The lighting appliance has some evident flaws in the
functionality, making it a low preference for the market. Moreover, the bulky appearance of the
lighting has resulted in low popularity of the product among the potential buyers (Rogowsky,
2013).

Internal-External (IE) Matrix

IFE Total Weighted Score

Strong 3.0 - 4.0 Average 2.0 - 2.99 Weak 1.0 - 1.99

4.0 3.0 2.0 1.0

High 3.0 - 4.0 4.0

EFE 3.0
Total
Medium 2.0 - 2.99
Weighted
Score
2.0

Low 1.0 - 1.99

1.0

This quadrant suggests the Khind should hold and maintain strategy. In this case, Khind tactical
strategies should focus on market penetration and product development. Khind should Expand,
but not aggressively; Penetrate market further; Develop new products or modify existing products
Grand Strategy Matrix
a
Rapid Market Growth

Quadrant II Quadrant I

Weak Strong
Competitive Competitive
Position Position

Quadrant III Quadrant IV

Slow Market Growth

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 The first quadrants of the diagram display a company that has a strong competitive position and
competes within an industry that has a strong market growth. Being in this position, the company
can do market and product development to keep ahead of its competitors. In addition to that, they
should also focus on improving their operations in order to gain a core competency which is the
ability to excel at an operation phase that others could not easily imitate or compete against. These
can be done through having backward integration which is taking control of the supplier to the
company, forward integration which is taking control of the distribution channel of the company
if this has not been done already, and also horizontal integration which is taking over other
company which carries out similar operations or in other industry in order to expand the company’s
markets and products.

Quantitative Strategic Planning Matrix (QSPM)

PRODUCT MARKET
KEY FACTORS
DEVELOPMENT PENETRATION

Weighted Weighted
Weightage Rating Rating
Score Score

OPPORTUNITIES
Increase demand in products 0.10 3 0.30 4 0.40
Additional products and services 0.10 3 0.30 2 0.20
Good reputation and image 0.12 4 0.48 3 0.36
Loyal employees and customers 0.10 4 0.40 3 0.30
Benefits of employees and Customers 0.10 3 0.30 2 0.20
THREATS
Price wars 0.10
Economic Changes 0.10
Declining gross profit margin 0.10
Customers withdraw 0.09
Increase of competitors 0.09 1 0.09 3 0.27
TOTAL 1 1.87 1.73

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 PRODUCT MARKET
KEY FACTORS
DEVELOPMENT PENETRATION

Weighted Weighted
Weightage Rating Rating
Score Score

STRENGTHS
Employee self-esteem is excellent 0.09 3 0.27 4 0.36
Regular customer loan increased 0.10 3 0.30 4 0.40
Debt decreases favorably 0.12 3 0.36 4 0.48
Increase in net revenue 0.15 4 0.60 3 0.45
Have good recognition 0.09 4 0.36 3 0.27
Offers low membership fee 0.07 4 0.28 2 0.14
WEAKNESSES
Have a low presence outside 0.07 2 0.14 3 0.21
Have no website 0.06 2 0.12 3 0.18
Location of firm unnoticeable for others 0.07 2 0.14 4 0.28
Increase in expenses 0.09 3 0.27 4 0.36
Firm too small for simultaneous customer 0.09 2 0.18 3 0.27
TOTAL 1 3.02 3.4

Both options have approximately the same weighted scores, and with KHIND’S capital
position, both should be implemented.

Blue Ocean Strategy

ELIMINATE REDUCE
- Less advanced or outdated technology - Price reduce according to market
product - Power consumption
- Electricity burning by each product,
other common features
RAISE CREATE
- Safety of the product - Quality of the product and services
- Quality - Safety
- Maintenance of product and warranty - More advanced technological product
period
- Other product related services

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Mckinsey 7’s Framework
Strategy

Despite KHIND’s high brand awppareness and high quality electrical appliances, Malaysia’s
electrical and electronic market is packed with international brand which is mainly from Europe
and Japan such as Philips, Panasonic, Sharp, and Korean brands like Samsung and LG.
Fortunately, KHIND reached outstanding outcome in foreign markets as it often the only
Malaysia-made brand in those markets and their products are relatively competitive in those
markets especially in Africa and Middle East. Therefore, exporting is path for KHIND to arise to
a next level of success.

Structure

Khind Holdings Berhad was established in year 1961. The founder of Khind Holdings Berhad
was Cheng King Fa who started a modest business in Sekinchan trading electrical goods and has
since grown to become the largest manufacturing plant in Sekinchan, Selangor. KHIND
organizational structure is Matrix Structure. In a Matrix organizational structure, the reporting
r3welationships are set up as a grid, or matrix, rather than in the traditional hierarchy.

System

Khind Systems is one-stop solution provider for electrical & hygiene needs. They tailor their
competitive, reliable and integrated solutions to suit the unique needs of each of the customers for
commercial, industrial, residential and many more. Their business is classified into three divisions,
which are lightning protection specialist whom are competent to provide customisation of a Total
Earthling and Lightning Protection Solutions from design to supply and install. Then, as an Air
Flow Specialist, work closely with Architects, Consultants, Main-Contractors and Sub-Contractors
to accomplish, fulfil client’s requirement and demand from designing the optimum air flow
movement to supply and installation. Lastly, as a Hygiene & Pest Control Specialist, at KSS
Hygiene, they are committed to ensure adequate protection to our stakeholders’ business
environment and welfare. They use environmentally safe hospital grade germicidal disinfectant
for full suite of hygiene services and provide full integrated pest control management services.

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Skills

KHIND have the abilities that firm’s employees perform very well. They also include
capabilities and competences. The export business is conducted based on a “Letter of credit” (LC)
or cash. The export markets are a big plus to cash flow of the company. The export business deals
with large quantities which aiming economic scale in production. Moreover, KHIND has the skills
to grab most kind of foreign brands in the market which attract many customers.

Staff

Staff orientation is concerned with the selection of employees who have skills required to
perform a job. At present, KHIND has entered the third stage whereby they penetrate the market
on their own set up sales office to promote KHIND products. Moreover, KHIND also employing
local employees and send their professionals to manage these sales offices.

Style

KHIND having a strong believe in their employees. Employers have to communicate and
interact with employees more often so they can understand each other work hard together for the
organization. Therefore, by using such styles its easier for the employers to settle the
consequences, and complaints rather than restricting to follow the orders of the superiors.

Shared values

KHIND has moved on from its product-centric phase, which satisfied the functional needs of
customers, to a consumer-oriented phase, which took care of the emotional needs of customers, to
where it is now: a value-driven phase that aims at delivering ‘spiritual’ happiness to customers.

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Balanced Scorecard
AREA OF MEASURE OR TIME PRIMARY
OBJECTIVE TARGET EXPECTATION RESPONSIBILITY
Customers 1. Increase the 1. Value of 1. Improve the product
1. Have a high value of invoice for mix and create
average purchase by 15% each combo deals
customer on average individual
rating sale
2. To have a 2. Increase the 2. Count of 2. Improve window
more attractive average number customers jewelry display and
store for of daily visits of invest in social media
customers customers by
20%
3. To be a 3. Increase in 3. Number of 3. Create an innovation
reference for a launching new new products and development
variety of products every launched per committee
products quarter by 15% quarter
Employees 1. Train 100% of 1. Number of 1. Develop a
1. Have a skilled the sales team certificates partnership with a
sales force acquired by business selling
the team online courses
2. To have a 2. Replace 30% of 2. Number of 2. Start the process of
sales force of the salespeople new contracts recruitment and
experienced vs staff selection
professionals terminations
3. Have at least 2 3. Number of 3. Select an employee to
3. To have professionals product training and hire
extremely with master’s development another with a master
knowledgeable degrees in professionals
staff in product with masters
product development
development

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 Operation 1. Transfer at least 1. % of sales per 1. Implement
1. Offer a choice 30% of sales to channel telemarketing and an
of sales new sales online store
channels channels
2. To be a 2. Increase the 2. Statistical 2. Redesign the
benchmark in number of analysis of customer service
customer compliments in customer process
service customer service service
by15% and reports
reduce
complaints by
80%
3. To be able to 3. Start at least five 3. Project 3. Acquire specific
develop new new product innovation software for
products development reports managing product
constantly projects every development
month
FINANCIAL 1. increase net 1. By end of the 1. Develop new credit
1. Increase revenue by 10% financial year policies for
Revenue distributors
2. To increase 2. increase the 2. By end of the 2. Negotiate installment
profitability profitability of financial year partnerships with
the company by banks
15%
3. to increase 3. 15% increase in 3. By end of the 3. Negotiate with
sales and net sales and financial year suppliers
reduce costs 10% decrease in
operating cost

The pros of the entry strategy of exporting and contract manufacturing for KHIND will be
taxation deduction. KHIND is a Malaysian brand and established to overseas so it is qualified for
double taxation deduction on the expenses. Fees incurred for employing local professional
suppliers for packaging design and services can be deducted as KHIND saves more money to
invest on their technology while promoting their brands and products in other country. KHIND
collaborates with Haier Group (China) as it reduces risk and is a popular way of entering the

P a g e 17 | 21
country’s market. This helps them to achieve their goals faster. KHIND acquire more knowledge
about local market and able to avoid restrictions on foreign investment.

The cons for KHIND of the entry strategy will be the taxation because the government of the
country (for example, China) will tax them by importing their product and also to protect their
locally produced brands. Therefore, they will be having the pricing issues. This will affect
consumers’ buying decision and the sales profit of KHIND. KHIND is forced to employ local
agents to help them to promote or handling the management issues due to cultural differences.
Thus, they must pay more to local agents to monitor and develop KHIND based on their local
knowledge. Collaboration often goes wrong as it is difficult to exit from the market when having
potential conflicts with distributors.

Another possible alternative for entry strategy will be joint venture. It is an entity formed
between two or more parties to undertake economic activity together. KHIND is a well-known
brand in the world, joint venture brings low development costs and risks because KHIND can share
with partners while having greater chances of business success. However, it helps to minimize
political risk as well. Partners provide knowledge of local market which helps KHIND to avoid
some culture issues. Banks are more willing to assist with the local partner and expansions can be
done more rapidly. KHIND must ensure that partners are doing it well, keep up-to-date and have
an agreement with them on the management.

Most of the employees want to have a good working environment as it will affect their
performance daily. Though attractive benefits and allowances have been provided, the issue of
employee turnover still occurred because they were unhappy at work. Therefore, it was a tough
time for employers to recruit and maintain employees. KHIND understood the situation and
offered them a comfortable working environment and therefore reduced the employee turnover.
For example, KHIND set up karaoke equipment in the factories so that employees could relax and
have appropriate leisure entertainments during their rest time. This is because they want employees
to enjoy with their jobs and look forward to coming to work every day. When management
understands the needs of employees, they will have a higher proclivity to perform better for the
company.

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 KHIND believes that employees are the most valuable assets for organization. They offer
employees training and benefits as to show them appreciating good and talented people. They also
give motivation by planning activities or trip for them when they accomplish the goals. To
restructure the working environment, KHIND may provide a massage chair for employees to rest.
Employers must communicate and interact with employees more often so they can understand
each other to work hard together for the organization. By listening to their concerns, it can improve
the condition of working environment and employers are able to settle the complaints instead of
restricting them to follow the order of the superiors. When employees receive feedback in real
time, this could help to increase the effectiveness of sale performance management and be sure to
acknowledge their accomplishments. By allowing employees to voice out their suggestion, it
results in more growth for the company.

Staffing orientation is concerned with the selection of employees who have the skills required
to perform a job. At present, KHIND has entered the third stage whereby they penetrate the market
on their own and set up sales offices to promote KHIND products directly. Apart from employing
local employees, they also send their own professionals to manage these sales offices.

Firstly, they have entered an era in which the profit margin for electrical products is very low.
Circumventing the middle man (agent) contributes a great deal in reducing costs, making the
products more competitive. Secondly, they can meet consumers directly, gaining their feedback
and understanding their tastes. Thirdly, they are flexible to meet demands in different countries or
markets based on the needs of local consumers. They established KHIND sales offices in
Singapore and Jebal Ali, United Arab Emirates in the Middle East in 2001.

Nowadays, almost everyone has a degree in hand. Working abroad such as Singapore, Hong
Kong, Shanghai, even as far as Middle East, Europe and USA is considered common. Also, the
new generation can possess the ‘marketability’ required by the human resource market. Having
knowledge or proficiency in multiple languages and major computer language as well as
specialized skills coupled with an ability to think and analyses independently, complemented by
one’s flexibility and adaptability to an environment, all contribute to a higher level of
marketability.

P a g e 19 | 21
 Therefore, the ethnocentric approach is the best staffing orientation that suits KHIND, which
has been able to expand their market in different countries by sending their professional employees
to adapt to abroad business environment. There are four main reasons for KHIND to boldly step
forward beyond national boundaries.

Firstly, the export business had given us insight on the challenges of trading overseas as well
as an understanding of changing trends in the macro environment. Secondly, with a population of
26 million in the country, coupled with the influx of foreign- made products into the local market,
sales within the local market were largely limited. Besides, with close to 200 countries and about
6 billion people in the world, globalization made the flow of products and information across
national boundaries very easy, presenting a huge potential in the international arena.

Thirdly, the export business is conducted based on a “Letter of Credit’ (LC) or cash. KHIND
only begins production after receiving confirmed orders from overseas clients. The exports
markets are a big plus to the cash flow of the company. Fourthly, the export business deals with
large quantities of orders which provide economic of scale in production. This in turn lowers
manufacturing costs, which helps enhance company competitiveness while benefiting the
consumer.

The proactive impetus means change that is advocated by the management of an enterprise on
its own accord, also driven from within the enterprise for its own good.

KHIND is often the only Malaysian-made brand in the export market, which presents room for
development. More so, KHIND products are especially competitive in Africa and the Middle East.
All these positively support the Company’s lead to actively open its overseas market in the future.
As for reactive impetus, change is forced upon and enterprise due to external forces. As such, the
change is normally carried out under great pressure. KHIND in the Malaysian market has reached
a saturation point, and the market is flushed with too many foreign brands. At the same time,
KHIND is just one of the many Malaysian brands in the country. As such, KHIND really has no
special advantage in the local market.

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Recommendation

Through all the strategic planning KHIND decided that its strong strategy is increasing its
export business. KHIND has been exporting its products to more than fifty countries. The company
has been successful and is planning to focus more on expanding its business in all parts of the
world. KHIND’s major markets have been West Asia, Europe and Asia Pacific. The company
could focus more on the Asian market as they see more opportunity in this region. Some of the
countries in the Asian region are Indonesia, Myanmar, and Vietnam etc. This will be advantageous
for KHIND Company as they can have full control over the foreign branch. The company can
employ Malaysian officials for higher post in order to lead the co-workers in the chosen country.
The change in rules and strategies of the company will be easy and the members of the company
will adopt faster. This will also help the company to earn its profit and develop the company in a
faster pace. The bonds between the members of the organization explain individualism. That is if
a country focuses on each individual and his rights then the country is more focused on
individualism. If the country thinks working as groups is important then they focus more on
collectivism.

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