OGSMt Objectives, Goals, Strategies, Measures and tactics

1. Objectives are the over-riding things that you want to achieve (in words). Goals are these same objectives re-expressed in quantifiable terms. (nb. Different authors use different terminology) PEST, SWOT, 5Cs, 5 Forces should generate your list of key Issues For each major issue you should conceptualise what the preferred outcome would be. How you are going to achieve your desired outcomes are your Strategies. Strategies must involve choice. Tactics are at a lower level. One strategy might have several tactics. An example of a strategy might be to raise Brand Awareness in KL – the tactics would be what media you select to help achieve this. A Measure might be the Quarterly research index that shows your Brand’s unprompted awareness in KL. OGSMt Objectives, Goals, Strategies, Measures and tactics

2. 5 Cs Analysis Capabilities Competitors Customers Context Culture

3. 5 Cs Analysis -- Customers • Type of customers • Mainly manufacturers with International imports and exports need • Other type of customers include: retails, service sectors and government services • Locations • Mainly located in Penang (29%), Kuala Lumpur / Selangor (59%) and Johor Bahru (9%) • Products • WPX contributed about 50% total revenue, while IMP shipments recorded the high growth of 31%, the highest growth among all products • Industries • Manufacturing sector is the main contributor to country revenue (67%) • Sectors • Major tradelanes (include IB and OB) are US (13.5%), Japan (4.5%), Singapore (3.7%), UK (3.7%), China (3.1%), Australia (2.4%) and Hong Kong (2.4%)

4. 5 Cs Analysis -- Capabilities • Strong AP network, weak in US • Wide ground network coverage with 23 service centres against FedEx’s 10 • Operations service level much higher than FedEx’s based on 2006 Wave 2 Operations Mystery Shopper Study (OMSS Index: DHL 81% vs FedEx 71%) • Ground network coverage in China is stronger than FedEx (DHL: 69 service centres vs FedEx: 24 service centres) • Transit time to China lanes is not as competitive compared to our competitors Source: Competitors’ website

5. 5 Cs Analysis -- Competitors • Strengths • FedEx: Competitive advantages on US lanes • UPS: Strong network on US lanes and, hence, very competitive pricing and transit times • TNT: Strong domestic network through self-owned and agents’ express shops, primarily for domestic express • Weaknesses • FedEx: Weak on EU lanes and intra-Asia lanes other than Japan • UPS: Poor geographical coverage as they depend mostly on own express shops, currently present only in KL and Klang valley, and on Nationwide Express for delivery operations across the country • TNT: Longest transit times to most major destinations other than on EU and Australia lanes, as compared to other key players • Likely strategic direction • FedEx: Increase focus on intra-Asia lanes by concentrating on key manufacturing destinations such as China in the near-term and India in the medium-term • UPS: Push towards heavy-weight freight and express freight to generate more volume to drive down unit cost • TNT: Further expand road network enabling product differentiation, especially through time definite products, on selected lanes both in price and transit time Source: 2005 AT Kearney CI project

6. 5 Cs Analysis -- Context • Industry • Projected strong growth of International Express market (12.7%) • Projected strong growth in E&E sector (11% in 2007) • Market leader with 44% market share against FedEx’s 22% in Q1-Q3 2006 Market Share by State ( Q4 05 – Q3 06 ) Sources: 9th Malaysia Plan, 2006 Transportation Market Sizing Study, MRM, 2007 Budget

7. 5 Cs Analysis -- Culture • Multinational and multi-racial workforce • Couriers primarily Malay and Indian, and all males