nora sakari a proposed joint venture in malaysia marketing essay

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  • 7/26/2019 Nora Sakari a Proposed Joint Venture in Malaysia Marketing Essay

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    Nora Sakari A Proposed Joint Venture In

    Malaysia Marketing EssayPublished: 23, March 2015Our team consisted of three members Miniru Cole, Syed Haseeb Sadiq, and Douglas

    Hansotte. Our team decided on the case study titled "Nora-Sakari: A Proposed JV in

    Malaysia" by the Richard Ivey School of Business (The University of Western Ontario)

    because of its interesting content and as a team we feel that this particular case is very

    informative because it coincides with the material learned in International Business MGMT

    650 and provides a great deal of insight into the internal activities of developing,

    negotiating, and the attempting to facilitate a joint venture between a local business and aforeign entity. Our team has analyzed the details surrounding this particular case and look

    forward to providing a full analysis of the case, which includes a summary of facts,

    statement of assumptions, analysis of the situation and summary of problems, plan of

    action, alternative options, and other solutions that may be viable in this the circumstance

    of the case study.

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    In particular this case study involved three parties: Nora Holdings SDN Bhd, Sakari Oy

    Company, and Telekom Malaysia Bhd, though the latter had little involvement except for

    providing the capital for the initial bid and deciding on the winning bids. In 2002 Telekom

    Malaysia Bhd (TMB), the national telecom company of Malaysia, was given the authority by

    the Malaysian government to develop the country's telecom infrastructure. Telekom

    Malaysia Bhd did not possess the technology and expertise to take on a project of this

    magnitude. For these reasons TMB called for tenders to bid on a ve-year project worth

    RM2 billion (6,305,000.00 $USD) for installing digital switching exchanges in various parts

    of Malaysia.

    The nal objectives of this project would be as follows and were in line with the Malaysian

    government's Vision 2020:

    1. Invest in the digitalization of its network in order to oer services based on the ISDN

    (integrated services digitalized network) standard;

    2. Invest in international ber optic cable networks to meet the needs of increased

    telecom trac between Malaysia and the rest of the world; and

    3. Facilitate the installation of more cellular telephone networks in light of the increased

    demand for the use of mobile phones among the business community in the capital of

    Malaysia (KL) and in all major cities and towns in Malaysia.

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    Background information on parties involved

    Nora Holdings Sdn Bdh

    Nora Holdings Sdn Bdh of Malaysia was established in 1975 with a paid-up capital of RM2

    million. Nora became a leading company in the telecom industry in Malaysia and

    consisted of 30 subsidiaries including two public listed companies: Multiphone Bhd. And

    Nora Telecommunications Bhd. Nora employed 5,669 employees and since its

    establishment gained experience in cable-laying projects; manufacturing telephonehandsets; installing, operating, and maintaining payphones in the cities and major towns

    of Malaysia; and distributing Apple computers; distributing radio-related equipment;

    supplying equipment to the broadcasting, meteorological, civil aviation, postal and power

    authorities in Malaysia and; manufacturing automotive parts.

    Sakari Oy

    Sakari Oy of Finland was established in 1865 and began as a pulp and paper mill

    production company. In the 1960s Sakari expanded into the rubber and cable industry. In

    1975 Sakari entered into the computers, consumer electronics, and cellular phones

    industries via a series of acquisitions, mergers and alliances. In 1979, a JV between Sakari

    and Vantala, was set up to develop and manufacture mobile telephones and gained a

    large percentage of the world, European including the United Kingdom, Malaysian, and

    Thailand market for the production of mobile phones and mobile phone handsets. In

    using the technology gained from their previous acquisitions and working experience,

    Sakari Oy gained an edge and distinct advantage in the telecom industry by selling

    switching systems licensed from France's Alacatel and by developing the software and

    systems to suit needs of small Finish phone companies. In order to avoid competition,

    Sakari concentrated on developing dedicated telecom networks for large private users

    such as utility and railway companies.

    In 2001, Sakari was Finland's largest publicly-traded industrial company and derived the

    majority of its total sales from exports and oversea operations. However, in recent years

    the company made eorts and succeeded in globalizing and diversifying its operations to

    make the most of its high-tech capabilities. As a result, Sakari emerged as a more

    inuential player in the international market and had gained international brand

    recognition. One of Sakari's strategies was to form JVs to enter foreign markets. Sakari

    attributed its emphasis on R & D as its key success factor in the telecom industry.

    (/order/)

    Summarization of Events

    In January 2003, Nora Holdings SDN Bhd submitted its bid for TMB's RM2 billion contract

    to supply switching exchanges supporting four million telephone lines with the

    assumption that the Nora-Sakari JV would materialize by the time they would begin

    operations. Nora was one of seven companies short listed by TMB. Each company was

    awarded one-fth share (1,261,000 $USD) of the RM2 billion (6,305,000.00 $USD).

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    Nora felt that was eager to secure this bid because of both the nancial gain, but most

    importantly it was due to the added benet of acquiring the knowledge in switching

    technology from its partnership with a telecom Multi-National Cooperation (MNC).

    Specically Nora was interested in Sakari Oy for the following reasons:

    Sakari's technical knowledge and expertise - Sakari's SK33, a digital switching system,

    which enabled the use of standard components, standard software development tools,

    and standard software languages. Components of the SK33 could easily be found in the open market.

    SK33 was a modular system, its software could be upgraded to provide new services

    and could interface easily with new equipment in the network, and eventually lead to the

    development of new switching devices.

    Flexibility in production - Sakari's smaller size enabled them to develop/produce

    customized products according to Nora's needs, while in contrast large telecom

    companies were less will to provide custom-made products; instead they oered standard

    products that were inconsistent with the needs of the customer.

    Sakari Oy was interested in this prospect because it would enable them to begin

    operations in a new market, specically the Asian-Pacic market. Following the award of

    the bid Nora and Sakari Oy sent their respective teams to apeak with each other because

    of the initial concerns that each party had about one another.

    1. Nora's capability in penetrating the south-east Asian market.

    2. Sakari's concerns over the eciency of Malaysian workers in the JV in manufacturing the

    product, maintaining product quality and ensuring prompt deliveries.Nora and Sakari Oy met 20 times for the period of a year. The key points of negotiation

    were equity ownership, technology transfer, royalty payments, expatriates' salaries and

    perks, and arbitration. In the section "Analysis of the situation" our team will discuss the

    specic negotiation points outlined in the case study and provide suggestions as to what

    each party could have done, followed up with alternative actions that Nora could possibly

    do to simply complete the task and nd a viable partner to enter a joint venture with.

    Below is a list of the reasons as to why the negotiations did not materialize into a joint

    venture:

    1. Dierence in cultures;

    2. Dierence in management styles; and

    3. Inability of both parties to compromise on key issues;

    PART II: STATEMENT OF ASSUMPTIONS

    PART III: ANALYSIS OF THE SITUATION AND SUMMARY OF PROBLEMS

    (start of miniru's section)

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    Analysis of Situation and Summary of Problems

    Analysis of Situation

    The situation in the case is that the Nora has obtained a contract to from TMB, and needs

    a collaborator to help fulll the agreement. To ensure fulllment of the terms within the

    TMB contract, a joint venture agreement with their rst choice, Sakari, must be

    successfully negotiated. The negotiation process has broken down due to the

    disagreement over numerous issues concerning the development of a joint venture. Theoverall issues for this breaking down of the negotiation process are that they both have

    dierent objectives, conicting underlying goals, and cross cultural mis-communication

    issues. The disagreements of objectives are based in the areas of equity, technology

    transfer, royalty payments, and expatriate issues. The underlying goals of both of the

    companies are focused the futures of both companies. Nora hopes to possess the Sakari's

    technology, help the development of its country's infrastructure, generate prot, and

    becoming player in South East Asian market. Sakari main goal is to move into the Asian

    due to market potential growth at the lowest cost possible. Also, both companies have

    failed to realize that cultural communication issues are playing a major role in how the

    negotiations are being conducted.

    26

    Individualism is the one side in opposition to its opposite, while collectivism is the extent

    to which individuals are incorporated into groups. Malaysia has a much great focus on the

    group with a rating of 63 on the Hefstede's matrix in terms of how individualized the

    population is. This result would mean that Malaysia is a high context society where

    leadership within the group is of extreme important. The case states at one point the top

    Malaysian managers did not attend some of the negotiations, namely the very last

    meeting before the process broke down. Without top management involved, lower level

    Malaysian managers within the negotiation process may have felt weaken by the loss of

    their leadership. We nd Finland on the individualist side with a score of 26. Societies such

    as Finland's we nd that people are more focused on the development of individualistic

    persona and skills. This led to Finnish management team relying less on leadership and

    more on the ideas of each other being applied within the negotiation process. The result

    of this methodology being applied to the negotiation process led to one of their

    employees being sent home and possibly intimidating the leader-less Malaysian

    management.

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    From Noras perspective, accepting the terms proposed by Sakari enables it to fulll the

    TMB's contract. Furthermore Nora does not have to search for other companies and in

    essence start from scratch all over again. However, an obvious disadvantage is that some

    terms are not favorable to Nora.

    Option 2: Terminating the negotiations

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    From Nora's perspective, terminating negotiations would mean starting all over from

    scratch. It will take time for it to nd another right partner, to enter into negotiations with

    it and to then plan and form a JV with the chosen partner. Time is already running short as

    under contract, Nora is obliged to install the digital exchanges in ve years. The lack of

    time may also aect the choice of partner Nora makes in the future and that choice may

    not be the best one and best suited to the requirements of the company. There is also the

    possibility of the worst case scenario coming to pass whereby Nora fails to come to any

    agreement with the new chosen partner during the negotiations phase. The choices

    available to Nora are not as attractive since the solutions oered by companies other than

    Sakario aren't as customized and hence serve not only urban environments but also rural

    ones. The solutions oered by companies other than Sakari are apparently not that

    adaptable and compatible either.

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