Table of Contents

1.0 Introduction of BCG Matrix 1

1.1 Understanding the Tools 1
1.1.1 Relative Market Share 1
1.1.2 Market Growth Rate 2
1.2 BCG Matrix Diagrams 2
1.2.1 Quadrants of BCG Matrix 3
1.3 Advantages and Disadvantages of BCG Matrix 4
1.4 Steps to Perform BCG Matrix 5 6
2.0 Case Study BCG Matrix Implementation in Telecommunication Industry 7
2.1 Telecommunication Industry 7
2.1.1 Maxis Company profile 7
2.1.2 Celcom Company profile 7
2.1.3 Digi Company Profile 8
2.2 Implementation of BCG Matrix in Telecommunication Companies Statistics 8
2.2.1 Calculating the Relative Market Share and Market Growth 9
2.2.2 Plotting the Relative Market Share and Market Growth 9
2.2.3 Review BCG Matrix after Plotting 10 11
3.0 Case Study BCG Matrix Implementation in Institut Profesional Baitulmal 12
3.1 Institut Profesional Baitulmal Company Profile 12
3.2 Implementation of BCG Matrix in Institut Profesional Baitulmal 12
3.2.1 Calculating the Relative Market Share and Market Growth 13
3.2.2 Plotting the Relative Market Share and Market Growth 13
3.2.3 Review BCG Matrix after Plotting 14 16
4.0 Case Study BCG Matrix in Alfa Gemilang Sdn Bhd 17
4.1 Alfa Gemilang Sdn. Bhd. Company Profile 17
4.2 Implementation of BCG Matrix in Alfa Gemilang Sdn. Bhd. 17
4.2.1 Calculating the Relative Market Share and Market Growth 18
4.2.2 Plotting the Relative Market Share and Market Growth 18
4.2.3 Review BCG Matrix after Plotting 19
5.0 Reference 20
Marketing Individual Assignment
BCG Matrix

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1.0 Introduction of BCG Matrix

The BCG model is the first portfolio model; develop by Bruce Henderson of Boston
Consulting Group, in late 1960s. While InvestorWords, defined as a business model which
compares each other business unit of a company against its main competitor in terms of
market growth and market share. Knowing also as a corporate planning tool, which is used
to portray firms brand portfolio or SBUs on a quadrant along relative market share axis
(horizontal axis) and speed of market growth (vertical axis).

According to this technique, business or products are classified as low or high performance
depending upon their market growth rate and relative market share.

1.1 Understanding the Tools

BCG matrix is a framework created by Boston Consulting Group to evaluate the strategic
position of the business brand portfolio and its potential. It classifies business portfolio into
four categories based on industry attractiveness (growth rate of that industry)
and competitive position (relative market share). These two dimensions reveal likely
profitability of the business portfolio in terms of cash needed to support that unit and cash
generated by it. The general purpose of the analysis is to help understand, which brands the
firm should invest in and which ones should be divested.

1.1.1 Relative Market Share

One of the dimensions used to evaluate business portfolio is relative market share. Higher
corporates market share results in higher cash returns. This is because a firm that produces
more, benefits from higher economies of scale and experience curve, which results in higher
profits. Nonetheless, it is worth to note that some firms may experience the same benefits
with lower production outputs and lower market share.

Below are formula for calculating Relative Market Share or known as RMS:


Business Units/Sales this Year
Relative Market Share = _____________________________________________
Leading Rival Unit/Sles

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1.1.2 Market Growth Rate

High market growth rate means higher earnings and sometimes profits but it also consumes
lots of cash, which is used as investment to stimulate further growth. Therefore, business
units that operate in rapid growth industries are cash users and are worth investing in only
when they are expected to grow or maintain market share in the future.

Below are the formulas for calculating Market Growth Rate:

Current Sales Last Year Sales
Market Growth Rate =________________________________________________
Last Year Sales

1.2 BCG Matrix Diagrams

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1.2.1 Quadrants of BCG Matrix
There are four quadrants into which firms brands or industry can classify:

Dogs
Dogs hold low market share compared to competitors and operate in a slowly growing
market. In general, they are not worth investing in because they generate low or negative
cash returns. But this is not always the truth. Some dogs may be profitable for long period of
time, they may provide synergies for other brands or SBUs or simple act as a defence to
counter competitors moves. Therefore, it is always important to perform deeper analysis of
each brand or SBU to make sure they are not worth investing in or have to be divested.
Strategic choices: Retrenchment, divestiture, liquidation.

Cash cows
Cash cows are the most profitable brands and should be milked to provide as much cash
as possible. The cash gained from cows should be invested into stars to support their
further growth. According to growth-share matrix, corporates should not invest into cash
cows to induce growth but only to support them so they can maintain their current market
share. Again, this is not always the truth. Cash cows are usually large corporations or SBUs
that are capable of innovating new products or processes, which may become new stars. If
there would be no support for cash cows, they would not be capable of such innovations.
Strategic choices: Product development, diversification, divestiture, retrenchment.

Stars
Stars operate in high growth industries and maintain high market share. Stars are both cash
generators and cash users. They are the primary units in which the company should invest
its money, because stars are expected to become cash cows and generate positive cash
flows. Yet, not all stars become cash flows. This is especially true in rapidly changing
industries, where new innovative products can soon be outcompeted by new technological
advancements, so a star instead of becoming a cash cow, becomes a dog. Strategic
choices: Vertical integration, horizontal integration, market penetration, market development,
product development.
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Question marks
Question marks are the brands that require much closer consideration. They hold low market
share in fast growing markets consuming large amount of cash and incurring losses. It has
potential to gain market share and become a star, which would later become cash cow.
Question marks do not always succeed and even after large amount of investments they
struggle to gain market share and eventually become dogs. Therefore, they require very
close consideration to decide if they are worth investing in or not. Strategic choices: Market
penetration, market development, product development, divestiture.

BCG matrix quadrants are simplified versions of the reality and cannot be applied blindly.
They can help as general investment guidelines but should not change strategic thinking.
Business should rely on management judgment, business unit strengths and weaknesses
and external environment factors to make more reasonable investment decisions.

1.3 Advantages and Disadvantages of BCG Matrix
Advantages of BCG Matrix
Easy to perform and analyse
Catchy name, easy to remember
Helps to understand the strategic positions of business portfolio
It is a good starting point for further more thorough analysis
Disadvantages of BCG Matrix
Business can only be classified to four quadrants. It can be confusing to classify an SBU
that falls right in the middle.
It does not define what market is. Businesses can be classified as cash cows, while
they are actually dogs, or vice versa.
Does not include other external factors that may change the situation completely.
Market share and industry growth are not the only factors of profitability. Besides, high
market share does not necessarily mean high profits.
It denies that synergies between different units exist. Dogs can be as important as cash
cows to businesses if it helps to achieve competitive advantage for the rest of the
company.
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1.4 Steps to Perform BCG Matrix
Although BCG analysis has lost its importance due to many limitations, it can still be a useful
tool if performed by following these steps:

Step 1: Choose the unit
BCG matrix can be used to analyse SBUs, separate brands, products or a firm as a unit
itself. Which unit will be chosen will have an impact on the whole analysis. Therefore, it is
essential to define the unit for which you will do the analysis.

Step 2: Define the market
Defining the market is one of the most important things to do in this analysis. This is because
incorrectly defined market may lead to poor classification. For example, if we would do the
analysis for the Daimlers Mercedes-Benz car brand in the passenger vehicle market it would
end up as a dog (it holds less than 20% relative market share), but it would be a cash cow in
the luxury car market. It is important to clearly define the market to better understand firms
portfolio position.

Step 3: Calculate relative market share
Relative market share can be calculated in terms of revenues or market share. It is
calculated by dividing your own brands market share (revenues) by the market share (or
revenues) of your largest competitor in that industry. For example, if your competitors
market share in refrigerators industry was 25% and your firms brand market share was 10%
in the same year, your relative market share would be only 0.4. Relative market share is
given on x-axis. It is top left corner is set at 1, midpoint at 0.5 and top right corner at 0 (see
the example below for this).

Step 4: Find out market growth rate
The industry growth rate can be found in industry reports, which are usually available online
for free. It can also be calculated by looking at average revenue growth of the leading
industry firms. Market growth rate is measured in percentage terms. The midpoint of the y-
axis is usually set at 10% growth rate, but this can vary. Some industries grow for years but
at average rate of 1 or 2% per year. Therefore, when doing the analysis you should find out
what growth rate is seen as significant (midpoint) to separate cash cows from stars and
question marks from dogs.
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Step 5: Draw the circles on a matrix or plotting in the quadrants
After calculating all the measures, you should be able to map your brands on the matrix. You
should do this by drawing a circle for each brand. The size of the circle should correspond to
the proportion of business revenue generated by that brand or by subscribers or any
indicator that company used to calculate their performance.

Examples

Corporate A BCG matrix
Brands Revenues
% of
corporate
revenues
Largest
competitors
market share
Your
brands
market
share
Relative
Market
Share
Market
Growth
Rate
1 $500,000 54% 25% 25% 1 3%
2 $350,000 38% 30% 5% 0.17 12%
3 $50,000 6% 45% 30% 0.67 13%
4 $20,000 2% 10% 1% 0.1 15%














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2.0 Case Study BCG Matrix Implementation in Telecommunication Industry

2.1 Telecommunication Industry
During this few years telecommunication industry has expanded and the growth are
expanding more than few years backs. It is because demand from consumers and nations
increase. In Malaysia Telecommunication Industry has been considering as prominent as
the growth of subscribers from years to years keep increasing.

In Forest Interactive website we can see that numbers of subscribers from years 2008 to
2013 are increasing from 27.1 million to 42.9 million which make the growth rate nearly
reach 60% in the past 5 years. Telecommunication Industry in Malaysia is under Ministry of
Energy and been monitor by MTD (Malaysia Telecommunication Department). Below are
some of the company profiles of top rank company under telecommunication Industry.

2.1.1 Maxis Company Profile
Maxis are the leading communications service provider in Malaysia, which rank as No. 1
among others telecommunication providers. Maxis founder is Mr. Ananda Krishan enabling
both individual and business customers to connect and Maxis operation started in 1995.
Been rank No. 1 in Forest Interactive website as numbers of was nearly 14.1 million in year
of 2013. Here are some marketing strategy that been used by Maxis, Maxis used high
profile celebrities such as Siti Nurhaliza, Akademi Fantasia artists and at the same time try to
come out with new plan.

2.1.2 Celcom Company Profile
Celcom Axiata Berhad, DBA Celcom, is the oldest mobile telecommunications company in
Malaysia. Celcom started as STM Cellular Communication in 1988. Celcom is one of a
member of the Axiata group of companies and being one of the very few companies in
Malaysia to originally obtain a cellular phone license. Celcom also rank 2
nd
in
telecommunication Industry with the total subscriber is 12.03 million in 2013. Celcom
marketing strategy is by using famous artist as their services ambassador, some of the
famous artist such as Maya Karin and Fahrin Ahmad.
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2.1.3 Digi Company Profile
DiGi Telecommunications Sdn. Bhd., DBA DiGi, is a mobile service provider in Malaysia. It is
owned in majority by Telenor ASA of Norway with 49%. On 24 May 1995 DiGi became the
first telecommunication in Malaysia to launch and operate a fully digital cellular network. Digi
was in 3
rd
rank between telecommunication service provider and this survey is done by
Forest Interactive.

In 2013, the total number of subscribers is 10.3 million. As other telecommunication provider
DiGi also has their own marketing strategy, rather than using famous and well known artist
DiGi are known for their Yellow Mascot, lower price service provider among others two top
rank providers and at the same time DiGi use to make catchy advertisement to attract the
customers such as I will follow you advertisement and songs.

2.2 Implementation of BCG Matrix in Telecommunication Companies Statistics
Telco 2013 2012
Subscribers (000s) Subscribers (000s)
Maxis 14,100 14,114
Celcom 12,030 11,330
DiGi 10,300 9,300
TuneTalk 2,100 2,000
U-Mobile 3,000 500
XOX COM 395 391
P1 527 305
RedTone 200 150
Merchantrade 300 100
Sources: Forest Interactive


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2.2.1 Calculating Relative Market Share and Growth Rate
Telco Market Share
(%)
Relative Market
Share
Market Growth
(%)
Maxis 32.83 1.17 - 0.10
Celcom 28.00 0.85 6.18
DiGi 24.00 0.73 10.75
TuneTalk 4.90 0.15 5
U-Mobile 6.98 0.21 500
XOX COM 0.92 0.03 1.02
P1 1.22 0.04 72.79
RedTone 0.47 0.01 33.34
Merchantrade 0.69 0.02 200

2.2.2 Plotting the Relative Market Share and Growth Rate into Quadrant














Relative Market Share
M
a
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k
e
t

G
r
o
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t
h

0
0.5
1
100
50
0
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2.2.3 Review BCG Matrix after Plotting
As from the BCG Marix, under Star there is no telecommunication providers fall under it. It
might be because even some of the telecommunication service providers high in market
share but still the growth is declined and slower as the already achieved their high level
getting the customer or subscribers. Let review other three quadrants that have
telecommunication providers been plotting under it.

Question Marks
Under Question Marks quadrants there are three telecommunication services providers been
plotting under it, such as U-Mobile, P1 and Merchantrade. Question marks are the products
or company that require much closer consideration. They hold low market share in fast
growing markets consuming large amount of cash and incurring losses.

It has potential to gain market share and become a star, which would later become cash
cow. Question marks do not always succeed and even after large amount of investments
they struggle to gain market share and eventually become dogs. Therefore, they require very
close consideration to decide if they are worth investing in or not. Even the three companies
have lower market share but still market growth are higher. What U-Mobile, P1 and
Merchantrade needed is to invest on advertisement to make the brands or company well
known at the same time increase the market share. Some strategic choices that U-Mobile,
P1 and Merchantrade can use are market penetration, market development, product
development and divestiture.

Cash Cows
Cash cows are the most profitable brands or company that should be milked or harvest to
provide as much cash as possible. Even under this quadrant the company might have low
growth market but they still high in the market share because they are located in an industry
that is mature which are not growing or declining. The cash gained from cows should be
invested into stars to support their further growth. According to growth-share matrix,
corporates should not invest into cash cows to induce growth but only to support them so
they can maintain their current market share. Again, this is not always the truth.

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Cash cows are usually large corporations or SBUs that are capable of innovating new
products or processes, which may become new stars. This show in the Cash Cows
quadrants where the three company (Maxis, Celcom and DiGi) that plotting under this
quadrants are the highest top rank of Telecommunication service providers. If there would
be no support for cash cows, they would not be capable of such innovations. Under this
quadrants company such Maxis, Celcom and DiGi can use strategic choices such as product
development, diversification, divestiture, retrenchment. For maintain the position, some of
companies might try to extract as much profits that they able by using as little cash as
possible.

Dogs
Dogs hold low market share compared to the other competitors and operate in a slowly
growing market. In this case study three company does fall under the dog quadrants,
RedTone, TuneTalk and XOX COM which this company does hold the low market share and
at the same time have low market growth. In general, they are not worth investing in
because they generate low or negative cash returns.

But this is not always the truth. Some dogs may be profitable for long period of time, they
may provide synergies for other brands or SBUs or simple act as a defence to counter
competitors moves. Therefore, it is always important to perform deeper analysis of each
brand or SBU to make sure they are not worth investing in or have to be divested. As if the
analyses are done well if strategies are not fit well, the company might turn bankrupt. Here
are some strategic choices available for RedTone, TuneTalk and XOX COM such as
retrenchment, divestiture and liquidation.






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3.0 Case Study BCG Matrix Implementation in Institut Profesional Baitulmal Sdn Bhd

3.1 Institut Profesional Baitulmal Company Profile
Institut Profesional Baitulmal started its operations in April 1992. It is located at Jalan
Perkasa, Off Jalan Kg. Pandan, Kuala Lumpur. Its been subsidiaries by Majlis Agama Islam
Wilayah Persekutuab (MAIWP) and also Yayasan Wilayah Persekutuan (YWP). Currently
Institut Profesional Baitulmal or known as IPB has three main Diploma and Professional
Certificate Courses, from UiTM, CAT and LCCI IQ. IPB target is to make muslims being a
professional in the industry. So, they help muslims and asnaf to further their study.

Some of marketing strategies that IPB currently use is by using website, education booth,
join and education event, brochure and others.

3.2 Implementation of BCG Matrix in Telecommunication Companies Statistics
Courses 2013 2012
No. of Students No. of Students
UiTM BM111 853 740
UiTM AC110 493 460
UiTM CS110 28 29
UiTM AC120 57 48
UiTM AC120 168 175
LCCI IQ 598 468
CAT 181 179
Sources: Unit Kemasukkan Rekod dan Pelajar, IPB




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3.2.1 Calculating Relative Market Share and Growth Rate
Telco Market Share
(%)
Relative Market
Share
Market Growth
(%)
UiTM BM111 35.87 1.43 15.30
UiTM AC110 20.73 0.58 7.17
UiTM CS110 1.22 0.03 - 3.45
UiTM AC120 2.40 0.07 18.75
UiTM AC120 7.06 0.20 - 4
LCCI IQ 25.15 0.70 27.80
CAT 7.61 0.21 1.12

3.2.2 Plotting the Relative Market Share and Growth Rate into Quadrant
















Relative Market Share
M
a
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k
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t

G
r
o
w
t
h

0
0.5
1
30
15
0
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3.2.3 Review BCG Matrix after Plotting
Institut Profesional Baitulmal is under Education Industry, now take a look which courses fall
under which quadrants and try to evaluate strategies that might be useful for IPB to use to
keep further in the Industry.

Star
Stars operate in high growth industries and maintain high market share and known as the
leader in the business or industry. Stars are both cash generators and cash users. BM111
and LCCI IQ falls under Star quadrants and they are the primary courses in which the
company should invest its money, because stars are expected to become cash cows and
generate positive cash flows. Yet, not all stars become cash flows. This is especially true in
rapidly changing industries, where new innovative products can soon be outcompeted by
new technological advancements, so a star instead of becoming a cash cow, becomes a
dog.

So, to maintain the Star position or else to Cash Cow, IPB need to choose any of these
strategic choices such as vertical integration, horizontal integration, market penetration,
market development, product development.

Question Marks
Under Question Marks quadrants AC120 were plotting under. Question marks are the
products or company that require much closer consideration. They hold low market share in
fast growing markets consuming large amount of cash and incurring losses.

It has potential to gain market share and become a star, which would later become cash
cow. Question marks do not always succeed and even after large amount of investments
they struggle to gain market share and eventually become dogs. Therefore, they require very
close consideration to decide if they are worth investing in or not. Even the three companies
have lower market share but still market growth are higher. IPB need to invest on
advertisement for AC120 as AC120 is computerized accounting course that might have high
numbers of students want to enrol in it, as computerized and software nowadays is a must in
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the industry. Some strategic choices that IPB can use for AC120 are market penetration,
market development, product development and divestiture.

Cash Cows
Cash cows are the most profitable brands or company and in IPB form is actually most
numbers of students even in low market growth position. AC110 should be milked or
harvest to provide as much cash as possible. Even under this quadrant the company might
have low growth market but they still high in the market share because they are located in an
industry that is mature which are not growing or declining.

The cash gained from cows should be invested into stars to support their further growth.
According to growth-share matrix, corporates should not invest into cash cows to induce
growth but only to support them so they can maintain their current market share. Again, this
is not always the truth. Here are some strategic choices that IPB should use to maintain or
turn AC110 into Star such as product development, diversification, divestiture, retrenchment.
For maintain the position, some of companies might try to extract as much profits that they
able by using as little cash as possible. This is by using minimum amount of
money/investment and get high return.

Dogs
Under dogs quadrants they are three courses that fall under this which is PD003, CS110 and
CAT. Normally under the dog quadrants, the courses are holding low market share
compared to the other courses that available in IPB and operate in a slowly growing market.
This means the three courses PD003, CS110 and CAT are the courses does hold the low
market share and at the same time have low market growth. In general, they are not worth
investing in because they generate low or negative cash returns.

Not investing is not always the truth decisions to make. As some dogs may be profitable for
long period of time, as some courses are can be profitable also and can simple act as a
defence to counter competitors moves. Therefore, it is always important to perform deeper
analysis of each brand or SBU to make sure they are not worth investing in or have to be
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divested. As if the analyses are done well if strategies are not fit well, the company might
turn bankrupt. Here are some strategic choices available for courses that fall under dog
quadrants such as retrenchment, divestiture and liquidation.

But in my opinion courses such as CS110 should be just been cut out from the courses that
available in IPB as the numbers of students always low and it is the numbers of students
might not cover the expenses for opening that courses to students. While for CAT and
PD003, I can still see the future of the courses as PD003 is a new course available and at
the same time this courses actually giving students a second chances to prove that they still
worth it and can still continue their study even their SPM results are not really good. CAT
course is actually a starter for any students that wants to do ACCA in future, the length to
finish CAT is 1 and half year and at the same time if the students completed CAT paper they
got 3 papers to be exempted in ACCA. So, if IPB invested well in this 2 courses might be
these 2 courses can turn from dog to Cash Cows or Question Marks in future.














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4.0 Case Study BCG Matrix Implementation in Alfa Gemilang Sdn Bhd

4.1 Alfa Gemilang Company Profile
The Percetakan Alfa Gemilang Sdn Bhd is a dynamic Malaysia printing company located in
Batu Caves, Malaysia. The Percetakan Alfa Gemilang started up in 26 October 2009,
focusing primarily on printing mostly for customers from government, private and walk-in
customers. The Percetakan Alfa Gemilang Sdn Bhd line of products also include papers,
stationaries, printing of books, magazine, newspaper reports, file, business card, greeting
card, labels, posters and stickers, electronic media and printing media. Not only has that
Percetakan Alfa Gemilang Sdn. Bhd. also offered design services to customers.

The owners of Percetakan Alga Gemilang, Mr. Adam Bin Asmuni establish the company with
paid-up capital of RM 99,998 and when they first operated the numbers of worker are only 5
including the owner himself. Now after several years of operated the company can be proud
of having more than 20 workers and several big machine that help the company growth and
sales. Marketing technique that the company use is flyers, brochures, internet or online
marketing such as facebook and website.

4.2 Implementation of BCG Matrix in Percetakan Alfa Gemilang Statistics
Products/Services 2013 2012
Sales ($) Sales ($)
Printing 140,000 78,000
Stationeries 4,500 5,000
Paper Supply 32,500 34,000
Design Services 8,000 10,000
Sources: Account Department, Alfa Gemilang Sdn. Bhd.





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4.2.1 Calculating Relative Market Share and Growth Rate
Telco Market Share
(%)
Relative Market
Share
Market Growth
(%)
Printing 76% 4.31 79.49
Stationeries 2% 0.03 - 10.00
Paper Supply 18% 0.23 - 4.41
Design Services 4% 0.06 - 20.00


4.2.2 Plotting the Relative Market Share and Growth Rate into Quadrant







Relative Market Share
M
a
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k
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t

G
r
o
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0
0.5
1
100
50
0
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4.2.3 Review BCG Matrix after Plotting
In Alfa Gemilang Sdn Bhd, there is only two quadrants the company products does fall under
it, first is under Star and second is under Dog quadrants. Now let see what kind of strategies
is suitable for Alfa Gemilang to use for each of the products that falls under these two
quadrants.

Star
Stars operate in high growth industries and maintain high market share and known as the
leader products in the business. Stars are both cash generators and cash users. Printing
services falls under Star quadrants and they are the primary activities that Alfa Gemilang
Company should invest its money, because stars are expected to become cash cows and
generate positive cash flows. So, to maintain the Star position or else to Cash Cow, Alfa
Gemilang need to choose any of these strategic choices such as vertical integration,
horizontal integration, market penetration, market development, product development.

Dogs
Under dogs quadrants they are three products and services that fall under it which is
stationeries, paper supply and design services. Normally under the dog quadrants, the
products and services are holding low market share compared to the primary product and its
operate in a slowly growing market. In general it can be conclude as these three products
and services are not worth investing in because they generate low or negative cash returns.

Not investing is not always the truth decisions to make, as some dogs may be profitable for
long period of time. Therefore, it is always important to perform deeper analysis of SBU to
make sure they are not worth investing in or have to be divested. Here are some strategic
choices available for courses that fall under dog quadrants such as retrenchment, divestiture
and liquidation. From my point of view, we know that Alfa Gemilang primary business is to
do printing, but they added the other three products and services to variety their services
and products at the same time try to do other sales rather than focus on printing only. So, I
guess for Alfa Gemilang they should maintain these three products and services but do
promotion as much as possible to make the services and products are known by the
customers.
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5.0 References
Forest Interactive. (2014). Mobile Statistics 2013. Retrieved from
http://www.forest-interactive.com/malaysia-statistics-2013/

Forest Interactive. (2014). Mobile Statistics 2012. Retrieved from
http://www.forest-interactive.com/malaysia-2/

KGMOORE. (2013). Using the BCG Matrix to Plan Your Product Investments. Retrieved
from
http://www.kgmoore.co.uk/using-the-bcg-matrix-to-plan-your-product-
investments/#.U2raiIGSxI4

Norida Mohammad, Personal communication, May, 2014

Wikipedia. (2014). Celcom. Retrieved from
http://en.wikipedia.org/wiki/Celcom

Wikipedia. (2014). Digi Telecommunications. Retrieved from
http://en.wikipedia.org/wiki/DiGi_Telecommunications

Wikipedia. (2014). Maxis Communications. Retrieved from
http://en.wikipedia.org/wiki/Maxis_Communications