Stability And Growth Of It-Based Companies: A Case Of Rania Resources Sdn Bhd
Rania Resources Sdn. Bhd. was established on May 27th, 2003. According to the founder, En Muhammad Najib Bin Abdullah, he wanted the company to be one of the top Bumiputera companies. He dreams that the company will continue to grow and be well respected by practising good work culture with integ...
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| Format: | Thesis |
| Language: | en_US |
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| Summary: | Rania Resources Sdn. Bhd. was established on May 27th, 2003. According to the
founder, En Muhammad Najib Bin Abdullah, he wanted the company to be one of the
top Bumiputera companies. He dreams that the company will continue to grow and be
well respected by practising good work culture with integrity. However, in 2016, the
company experienced a continuous downtrend in revenue, so much so that the Founder
or CEO instructed a thorough diagnostic analysis to be carried out to stop the trend and
achieve a turnaround as quickly as possible. The diagnostic analysis was then
undertaken, where issues were diagnosed, and solutions were derived through a case
study and applied research perspective. The main objective is to ensure that the
company improves and stops the downturn trend, and stabilizes the company and make
sure that the company continues to grow in the future. The overall issues were
categorised into five different cases, and solved one at a time in the five designated
trimesters adopting the applied research principles. The five cases covered five different
functional areas in management namely general management, finance, marketing,
operations, and strategic management. Data were gathered, appropriate analytical tools
were applied to the corresponding functional cases, and the resulting solution
recommended for implementation for each of them. Each of the case is supported by
appropriate theories and relevant analysis tools that were tested and applied,
culminating in the findings and recommendations that are expected to help the
company's turnaround. This study is different from the others because it takes into
account the overall Company’s operations. The five diagnostic areas are presented in
this thesis, and they make up the five cases that are analysed in detail. Briefly, the
outcome of the diagnostic analysis is that the company is expected (based on the five
diagnostic analyses) to achieve the turnaround in 1 to 2 years through improvements
and changes in the areas of management or human resources, finance, marketing,
operations, and strategic management. In essence, these analyses are carried out to
identify critical problems in all five (5) areas and provide possible solutions or
improvements to be implemented by the company. |
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