3. Introduction Founded in 1981, Creative sold Sound Blaster sound cards in Singapore and moved on to wireless speakers, earphone products and portable media devices. Creative is now known as a global leader for product innovation in the audio and PDE segments and has since became a public listed company since June 1994. Creative’s global corporate headquarters is located in Singapore. It has regional business units in the Europe (Dublin, Ireland), US (Milpitas, California) and Asia.We will be looking at Creative’s largest wordwide manufacturing facility in Malaysia which was opened in September 2002, by Cubic Electronics Sdn Bhd.i Analysis PLES PoliticaliiMalaysia Government’s democratic and collectivism attitude is seen in the commitment to maintain a business environment that provides companies with growth and profits though feedbacks from consultation channels like the regular government-private sector dialogues.
Malaysia also offers a wide range of tax incentives for manufacturing projects under the Promotion of Investments Act 1986 from Reinvestment Allowance, Investment Tax Allowance, Pioneer Status, Incentives for High Technology Industries and Incentives for Strategic Projects and Incentives for the Setting-up of International/ Regional Service-based Operations and the Income Tax Act 1967. With the corporate tax rate is 25% and the maximum individual tax rate 26%.iiiMalaysia’s political stability was also marked at 0.46 which is at mid range when comparing with neighbouring countries of Indonesia(-1.62), Japan(1.1), China(-0.
36) and Singapore(1.18).ivLegalvMalaysia is govened by the common law legal system based on precedents and the common law system( the syariah court system), which assists with issues involving the Muslim faith. The government’s main agency for promotion in both the manufacturing and services sectors is Malaysian Investment Development Authority (MIDA) . Performance Management and Delivery Unit (PEMANDU)’s role and objective is overseeing the implementation, facilitation, support and progress of the delivery and drive of the government’s Economic Transformation Programme (ETP).
Creative can also apply to list on the Malaysian Stock Exchange (Bursa Malaysia), in either the Main Market or the ACE Market. While there are no specific minimum eligibility requirements for admittance to the ACE Market, companies seeking to list on the Main Market have to satisfy one of the following: · Profit test.· Market capitalisation test.· Infrastructure project corporation test. Economical viMalaysia is a mixed market economy which allows the government to decide on the resource allocation about the commodities which are scarce, which is espically good for a manufacturing facility. They have a GDP of 100.8 billion USD in 2002. Their GDP has been on a steady constant rise since 1998.
According to the 2002 Annual Report (Malaysia), Supply of goods and Services was at 15.2% for manufacturing, the 3rd highest Contributing factor and the Export of goods was at 46.7% the largest contributing factor, while 23.3% for private consumption for the Demand for goods and services. This made it a favourable factor to enter the mix market as there is constant rising economic growth. With the rising GDP there would also have an increased in consumer confidence in the economy.
As of 2002, the unemployed rate in Malaysia was reduced to 3.5%. The declining unemployment of3.6% in 2001, 3.
5% in 2002 to 3.4% in 2003(Forecast) makes it a positive motion to set up factory in Malaysia as there would be an increase in employing workers in labour force. viiSocial SystemsWith the rising rates of the labour force (million persons) from 9.6 in 2000 to 9.9 in 2001 and 10.2 in 2002 and the forecasted 10.
5 in 2003, it shows that with the introduction of the manuacturing facility in Malaysia, there would not be a shortage of manpower. The steady growth of the population and the income per capita for Malaysia is a positive indication that in the years to come there would be a steady flow of people entering the labour force. Mode Of EntryWholly Owned SubsidariesCreative established a wholly owned subsidiaries as they set up a manufacturing facility which ensures that they have no risk of losing control over technological competencance. It has a better control of over the operations and would be able to ensure that the product and quality is of a certain standard throughout production. Seeing that they are moving towards the global setting, it would be understandable for Creative to go for the Global Standardization strategy as it is a low cost strategy on a global scale and would market a standardized range of products e.g the Zune and Sound Blasters, globally. Functions of the organisation’s international business operations Creative’s business operations would operate in a traditional hierarchical organizational structure as they are a product based which manufacture digitized sound and video boards and related multimedia productsviii so as to organize to maximize quality, productivity and shareholders’ value.
Because of the importance of quality, the organizational structure gives quality assurance special consideration. To improve quality, the manufacturing organizations use a matrix organizational structure close to the production line. Creative needs a structure that would enable the employees to work in a coordinated and cooperated unit. The organisations chart below shows the line of authority and responsibility of each individual in the organization.
Organisation’s International Business Strategy Creative’s Cubic Electronics Sdn Bhd is operating as a facility to manufacture and export to the worldwide market and to meet the demands of consumers. When competing on a global scale, there have to be competitive in terms of pricing without reducing or sacrificing the quality of the products especially in developing countries like India and China. Thus, if they adhere the Global Standardisation and International strategy they would benefit from it. Global Standarisation Strategy When Creative’s Cubic Electronics Sdn Bhd uses the global standardisation strategy, they are able to market a standardize product e.
g Creative Zen, globally without changing their strategy, thus meeting the similar needs of the consumers across countries and cultures. This would lower the pressure for cost reduction as the products would be affordable and be able to meet the demands of the locals across the world. For example, they would be able to sell the same Creative Zen to both the Singapore market and the Indian market at simillar price point without increasing the price due to the lower cost.
International Strategy With the usage of the International strategy, Creative is able to take the products that was first produced for the intended market and sell them internationally with only minimal local customization. Such as the different languages, resolution, power amps and different colours exclusively for the respective continents. This would substantially increase the local responsiveness of the products like the Creative iRoar and the iRoar Go. Conclusions In conclusion, Creative’s Cubic Electronics Sdn Bhd is able to deliver great products through the strategies mentioned above. Continuing these strategies and by opening up more manufacturing facilities across developing countries like India and Vietnam, they would continue to create innovations that are low cost and beating their competitior like IRiver and Al Shellco LLC, and achiving their goal to be global worldwide leader in digital entertainment products.