MSC Flagship Applications

Under MSC Malaysia, four key flagship applications were launched to improve social conditions and provide economic benefits

E-Government

• Aimed to improve transparency and responsiveness to the public.
• Yet to reach full potential due to limited number of transactions available online as well as issues in infrastructure, change management and integration of legacy systems
• To date, RM455 Mn has been spent to develop e-Government applications
• Need cooperation of MEWC, MAMPU and other agencies to ensure that implementation of e-Government applications are successful

MyKad

• Objective is to provide a secure ID platform for private and Government transactions and processes
• Has attracted many private applications to-date but uptake of public applications, e.g. driver‘s license, has been minimal
• Access to infrastructure, e.g. card readers, lack of buy-in from other agencies and poor public perception of security limits public usage of other applications on MyKad
• To-date, RM900 Mn has been invested in MyKad project, including RM600 Mn for purchase of 22 Mn smartcards
• Some social impact through reduction of fraud and paperwork 
• Multiple agencies such as NRD, MAMPU, Pos Malaysia and NITC required to ensure that MyKad application achieves full potential

Smart School

• Flagship designed to promote ICT literacy and encourage creativity and self-learning
• Flagship has been enhanced based on learnings from pilot and full roll-out expected by 20101
• Some productivity and social gains from improved administration of schools and reduction of paperwork
• Exam-oriented curriculum, lack of technical support and change management of teachers are key challenges in implementation of smart school project
• Government has invested a total of RM7 Bn to-date on smart school initiatives including PPSMI, Computer lab at school and SchoolNet
• However, engagement and communication between different stakeholders within MOE could be improved to speed up full roll-out of smart school

Telehealth

• Launched to improve the overall standard of healthcare and provide more information to enable the public to better manage their health.
• Teleconsultation, MyHealth portal and Continuous Professional Development programs have been launched while Lifetime Health Record project yet to be launched
• However, poor access to infrastructure and under-developed critical enablers limiting use of Telehealth projects and hampering implementation of Lifetime Health Record
• Total investment to-date is RM37 Mn, including RM30 Mn for initial pilot
• Cooperation between different stakeholders with MOH and MICC essential for successful implementation of Telehealth.

Multimedia Super Corridor (MSC) Malaysia

www.mscmalaysia.my   www.mdec.com.my The Multimedia Super Corridor (MSC Malaysia) was established in 1996 with the aspiration of becoming a global hub for ICT and multimedia innovation, operation and services and to transform Malaysia into a knowledge-economy and achieve developed nation status in line with Vision 2020. BASELINE PERFORMANCE OF MSC MALAYSIA (1996-2007) Progress To-date The number of MSC status companies, including Institutes of Higher Learning (IHLs) and Incubators has increased from 94 in 1997 to approximately 2,000 in 2007. Of these, roughly 1,500 companies are still in operation.   From 2002 to 2007, the total sales revenue of MSC status companies increased 32% from RM4.4 Bn to RM17.5 Bn   In the same period, employment in MSC status companies also rose 32% from a total of 17,700 employees to 67,700 employees in 2007. Out of these employees, 93% were classified as knowledge-workers (k-workers) who possess at least a degree qualification. In addition, 93% of the k-workers in MSC Malaysia were Malaysian while the rest were foreigners   R&D spending by MSC status companies increased fivefold from RM258 Mn in 2002 to RM1,371 Mn in 2007. The number of cumulative IP registrations also increased from 230 in 2003 to 2,574 in 2007   Four key flagship applications were launched, namely E-goverment, MyKad, Smart School and Telehealth.   The three other flagship applications – i.e., R&D cluster, E-business and Technopreneur Development were also launched but have since evolved into a set of initiatives targeted at developing critical enablers to develop the ICT industry and promote adoption of ICT in other business sectors. MSC Malaysia Milestones Phase I (1996-2004)  Target Milestones Achievements to-date 1 corridor A 15 x 50 km2 corridor ranging from KLCC to KLIA, including Cyberjaya and Putrajaya was created 50 world class local companies 742 companies, including 10 strong performers and 50 foreign and local MNCs were awarded MSC status Launch 7 flagship applications All 7 flagship applications were launched before the end of Phase I World leading framework of cyberlaws Comprehensive set of cyberlaws were enacted. However, cyberlaws targeted at increasing e-commerce adoption such as the Personal Data Protection Act are still pending Cyberjaya as world-leading intelligent city with balanced and environmentally-sensitive development plan Investments in Cyberjaya were focused on physical infrastructure while the development of social infrastructure was not at the same pace Phase II (2004-2010) Target milestones  Achievements to-date Web of corridors 7 Cybercities and 8 Cybercentres (KL, Perak, Johor and Melaka) have been rolled out while the eastern and southern corridors are still undergoing development 3,750 MSC Malaysia status including 250 MSC Malaysia global companies By end 2007, 1,482 MSC status companies were operational while 428 were inactive. Of the operational companies, 17 are Strong Performers and 84 are MNCs Enhance current flagships and introduce new ones to improve national competitiveness Flagship applications that were launched have yet to realize their full potential. Besides new projects to improve the e-Government service delivery, there have been no new flagships Leadership towards harmonized global framework of cyberlaws ICT-related laws (especially IP-protection rights) have yet to be adequately enforced Enhance local ICT industry and catalyse competitive cluster of potential world class local companies By end 2007, MSC Malaysia had approximately 1,100 local companies (including 17 Strong Performers), with a total GDP contribution of approximately 0.6% in 2007 Link to world leading intelligent cities High speed link connectivity to Japan, Europe, Asia Pacific and US is now available with approximate outbound bandwidth at 27Gbps and further improvements planned *   Sourced from Study on the Economic Impact of MSC Malaysia by EPU - 2009

MOSTI To Hold NITC Meeting On Sept 25

• By Fadzilah Hj. Muhamad
 
• Published 23 September 2008
 
• General
 
• Unrated

Source : Bernama

The Ministry of Science, Technology and Innovation (MOSTI) will be holding the National Information Technology Council (NITC) Meeting this September 25 at the Prime Minister's Office in Putrajaya.

Prime Minister Datuk Seri Abdullah Ahmad Badawi will be chairing the meeting.

The event serves as a platform for the drafting of policies and the setting of directions for the country's information communication technology (ICT) sector with the view to increasing the country's competitiveness and quality of living for the people.

Membership invitation to the NITC meeting this year was based on a tri-sectoral approach where members comprise representatives from the public sector, private sector as well as individuals.

"Membership from the three areas is important as the major part of the results today are from the initiatives taken by the private sector in the ICT field and the consumer community," Minister of Science, Technology and Innovation Datuk Seri Dr. Maximus J. Ongkili said in a statement Tuesday.

MDeC expands training programmes

KUALA LUMPUR: Multimedia Development Corp (MDeC) wants more talented Malaysians to create world-class local contents through the second MSC Malaysia Integrated Content Development Program (ICON2).

MDec chief executive officer Datuk Badlisham Ghazali said 80 per cent of mobile applications accessed in Malaysia is currently from abroad.

“None of the top revenue earners are Malaysians, so we need to start producing applications that are globally viable,” he said at the pre-launch of ICON2 yesterday.

He added that Malaysians are willing to spend between RM3 and RM60 for a mobile application.

MDeC has allocated RM5 million of funding for ICON2. It will be spread across its three programmes, namely ICONapps, ICONdap and ICONex.

“The funding will be spread across the programmes. But a major portion will be utilised to fund developers on the ICONapps and ICONdap programme,” Badlisham said.

MDeC is also talking to local telco providers to give another new dimension to domestic mobile contents.

ICONapps acts as a platform to help individuals enrol in MDeC’s training programmes which educate and teach ways to create and develop applications.

Badlisham said there will only be a commitment fee of RM500 for interested participants, while training and software developmental kits will be provided.

“Participants stand to be reimbursed with funds of up to RM10,000, if their applications goonline and are available for download by the public,” he added.

Telekom Malaysia gets India entry with Spice deal

Boby Kurian and Girish Rao, TNN Feb 28, 2006, 12.15am IST

BANGALORE: Telekom Malaysia's wholly-owned unit, TM International, is set to buy out Ashmore Investments and Deutsche Bank's 49% stake in Spice Telecom.

Ashmore and Deutsche Bank had picked up the strategic stake held by Singapore-based Distacomm, following the latter's decision to exit the market.

According to industry sources, along with other foreign players, Maxis (Telekom Malaysia's rival) was also in the race for the Spice stake. But Telekom Malaysia emerged as the preferred suitor and Spice has been holding exclusive talks with it for a while now, said sources.

Maybank Investment tops mergers, acquisitions table

Thursday, July 28, 2011, 11.33 AM


KUALA LUMPUR: Maybank Investment Bank Bhd is on a roll, thumping its rivals on the merger and acquisition (M&A) front, as it leads the league tables of M&A financial advisers, Bloomberg data revealed.
Data showed that Maybank Investment Bank has inked 13 deals worth RM9.85 billion in total. It is ahead of RHB in the second place and CIMB in third placing.

The bulk of the RM9.85 billion deals come from two major M&As.

First was the RM3.5 billion MTD Capital Bhd takeover deal. The other was parent Malayan Banking Bhd's RM4.6 billion takeover of Kim Eng Holdings Ltd.

Other deals include Petroliam Nasional Bhd and Malaysia Marine and Heavy Engineering Bhd acquiring certain assets owned by Sime Darby Bhd for more than US$200 million (RM600 million) collectively, as well as three land and building acquisition deals by Dijaya Corp Bhd.
This, however, does not include the RM11.8 billion bid from Integral Key to buy SapuraCrest Petroleum Bhd and Kencana Petroleum Bhd merger, which Maybank Investment is one of the financial adviser.

Analysts when contacted said they were not surprised by Maybank Investment Bank's achievement in the merger and acquisition arena.

"With this new team in place, they have been very aggressive in this space. I guess partly because they want to establish a stronger footprint in the country, which will also help their mission in becoming a regional player," said an analyst who declined to be named.

Tied in fourth place on the league table are Goldman Sachs, Credit Suisse, Citi and Bank of America Merrill Lynch, for their advisory roles in the deal involving Abu Dhabi Commercial Bank selling a 25 per cent stake in RHB Capital Bhd to Aabar Investments for almost RM6 billion.

Maybank, which is predominantly strong in the consumer space, is on a mission to capture more market share in the investment banking space.

It appointed Tengku Zafrul Tengku Aziz to lead its investment banking unit in middle of last year.

Since the appointment, the company has gained strength in several areas, including its stockbroking business.

Today, it is one of the top four player in the stockbroking business, a huge climb from its eighth position a few years ago.

It hoped to arrange more initial public offer deals, locally and regionally, mainly with the help of its acquisition of Kim Eng. - By Goh Thean Eu

Proton : All The Hallmark of Malaysian Big Business Restless Native

Jan 26, 04 09:32am 
Article about Proton in malaysiakini

Proton was not around when I drove in Malaysia 25 years ago, but 17 years 
of living and driving cars in the United States has certainly opened my 
eyes as far as quality of vehicles is concerned. 

For car manufacturers selling their vehicles in the US market, building 
quality cars is a given, at least it is if they expect to be around for 
awhile. If not, they will simply not exist. 

That is the reason why Fiat, Lancia, Maserati (recently and carefully 
re-introduced), Rover, Lancia, Lotus, Peugeot and Alfa Romeo went bust in 
the 1980s. Even Daihatsu, despite good quality (but building small cars), 
could not make it in the US. 

The Koreans, and Hyundai principally, during the early 1980s introduced 
inexpensive cars in the US and fared poorly against the competition, which 
was largely Japanese and domestic marques. The main reason for their 
scrappy performance was poor quality. 

Driven to near-bankruptcy, Hyundai and Kia re-engineered their cars and 
re-introduced their latest models with 10-year warranties to back their 
improved quality. This has resulted in their runaway success, which would 
have been unheard of (or predictable) just a few years ago. 

The point and lesson in all of this is that if you build world-class 
quality cars, people will buy them. A malaysiakini reader once said 
"...Malaysians need to overcome their bias about locally assembled cars." 

The fact that Proton makes poor quality cars, or at least cars of 
inconsistent quality, simply serves to confirm the bias. 

My personal inference, being involved in the quality arena for over 14 
years, is that Proton has absolutely no idea what real competition is. This 
is so much like the Indian, Soviet Union (pre-disintegration), eastern 
European and some other national car industries that made cars of dubious 
quality and adopted a customer abuse policy with their take-it-or-leave it 
attitude. 

Then again, this is a Malaysian government-executed programme and as such, 
it bears all the hallmarks of such an enterprise: ill-conceived, 
poorly-executed, with virtually no accountability, usually resulting in 
failure. 

The way in which a venture of this kind, building a national car, was 
undertaken at all was never really debated. This was a gigantic programme 
that many sensible governments would debate to death before even opening a 
hearing on it. 

A simple analysis of success factors alone for a viable car manufacturing 
operation in Malaysia would have nipped the idea in the bud at that time 
and saved taxpayers millions of ringgit. However, as is typical with many 
other mega-ventures of this nature in Malaysia, the half-baked idea is 
translated into reality within a short while with very predictable results. 

By the way, what was the strategy behind acquiring Lotus? It is not that 
Lotus is a bad company. It is a very much a leading-edge engineering group 
and one that I admired as a student during their Colin Chapman days. 
However, acquiring a specialist group like Lotus implies a well thought out 
strategy on the part of Proton. 

In my line of work we do months of careful analysis of potential 
acquisitions, study contributions, outline deliverables (by time periods) 
and plans for sustaining the acquisition including details of 
merging/integrating the acquisitions. Was this ever debated and 
expectations (in terms of deliverables) ever outlined? 

If Lotus was acquired to feed engineering expertise in engines, handling, 
suspension, frame design, turbo charging etc, then where do we see this 
expertise realised in the Proton models? I am not talking about cosmetic 
tuning - you can do that without Lotus. 

If that was the end goal anyway, why acquire it when you can contract on a 
per model basis cheaply, as others have done? My personal view is that it 
was an ‘awe-inspired’ acquisition to trick Malaysians into thinking that a 
Proton-Lotus link implied Lotus-engineered cars. 

If you look at the automotive scene today, there are just a handful of 
major players, with mass-mergers (to remain competitive) being the order of 
the day. What has happened is that competition has become so intense - new 
model cycles are less than two and a half years now instead of five - that 
quality is at an all-time high, exemplary customer service a pre-requisite, 
warranties extended, safety is paramount (crash test statistics kill new 
models over here) and attention to detail is fanatical. 

To remain competitive, a viable mass-market car company (like Proton) needs 
to invest very heavily in R&D. We are not talking millions, but billions of 
ringgit. Proton does not have that kind of money to invest in R&D, and to 
keep a manufacturing and distribution operation going. 

Other than Toyota and Honda, the other Japanese manufacturers are 
struggling to stay in the R&D game. Unless you have a niche market (like 
Lamborghini or TVR, for example), you cannot go it alone, more so if you 
are an unknown entity like Proton. If anything, being unknown, Proton 
should have striven to deliver quality cars from day one! 

Apparently, all this has escaped the notice of Proton. I was astonished to 
find out that they had enjoyed price-protection privileges for quite a 
while and had never bothered to improve upon their product or service. 

Equally mind-boggling is that the Malaysian rakyat has been moulded, over 
the years, into accepting quality defects in a new vehicle (and its 
attendant customer service...er...I mean, customer abuse) as a matter of 
course. 

If any car-maker built cars of this quality in the United States, you could 
expect to see them filing Chapter 11 (bankruptcy) within the year. Alfa 
Romeo has postponed their entry back into the US several times. Peugeot, 
Renault, Rover (except Land/Range Rover), Daihatsu and several others are 
very wary of US market demands. Even the quality-imbued Japanese have 
conceded the lower-end of the automotive market to the Koreans and no 
longer compete in that do-or-die arena. 

Quite frankly, after witnessing this automotive ‘take-no-prisoners’ 
landscape transforming for almost two decades here, I do not see Proton 
taking on the Koreans...at least not in its current form. I think Proton 
truly believed (and continues to believe) that it would enjoy 
price-protection infinitely. 

The tragedy of this kind of gross mismanagement is the rakyat who actually 
fund the entire venture! I read with dismay that the government is planning 
to re-introduce some other form of taxation after tariffs are lifted. This 
kind of action only serves to promote more of the tidak apa attitude that 
must form the core philosophy of Proton. 

It is interesting to note that even in a failed enterprise, the Malaysian 
hallmarks still apply. Rather than admitting failure, launching a 
full-scale inquiry into the management of the venture, studying strategies, 
outlining disaster recovery strategies, defining deliverables, tying senior 
management compensation to measurable results, doing customer audits on 
quality perception, and other usual benchmarks we engage in with any 
business venture, what do we do? 

The hallmarks are invoked once again: denial of a failed venture, more 
capital infusion (throwing good money after bad), a ‘rescue’ tariff 
protection in this case, or yet another potential Petronas-led bailout, and 
a minor management shuffle, of course, capping it all: the absolute lack of 
accountability for any of the foregoing. 

Short of a joint venture with one of the majors, I do not foresee any 
future for Proton in a competitive world. It is unable to define itself 
clearly and its role in the automotive arena and has basked in the sunshine 
of tariff protection for too long to know what competition really means.