Answer Happy

Have there been any unexpected upsides for your industry amid this pandemic? There has been a natural shift from out-of-home and on-the-go consumption towards in-home consumption in the current environment. This has shifted the dynamics across some of our product lines and channels. We also see a change of frequency and value of the purchases at each visit to the stores. For example, with stricter restrictions imposed during the MCO period, consumers were purchasing items such as basic food necessities in bulk to avoid multiple visits to grocery stores. Having the right offers and promotions to capture the shoppers' attention has been critical for success. Online sales have accelerated and the strong e-commerce presence of Nestlé, partnering with the main players in the space, has been helpful. Our products were widely available online before the MCO and we will continue to penetrate the digital space with more product options to meet consumer demands. Our extensive product portfolio, pack sizes and presence across all channels and store formats have been very important to capture the upside opportunities. Tan Sri Leong Hoy Kum Founder and group managing director Mah Sing Group Bhd Have you had to change the way of doing business? And if so, how? What was the toughest challenge? As part of our ongoing transformation journey and business continuity plans, we strengthened our digitalisation initiatives by accelerating capabilities to market products digitally. We have proactively introduced various digitalisation initiatives across all aspects of our business such as sales, projects and customer service, as well as upskilling our staff through company-wide, nationwide retraining and roll-out of Microsoft Teams. During the MCO period, we were able to have a smooth migration of our full workforce to remote working. All our client-consultation meetings are held online. We also use technology to discover new sources of top-line growth in the company. These include the introduction of virtual reality tours of our properties for customers
Cover Story: CEO Survey - Leading businesses in the new normal IT has been six months since the government imposed the Movement Control Order (MCO) on March 18, followed by its subsequent iterations, in an effort to contain the Covid-19 outbreak. The unprecedented health crisis, without doubt, has been a game-changer for businesses as they look to navigate their way through the most challenging time across the globe since World War II. And with no clear visibility yet as to when the pandemic will end, this makes leading a business that much more difficult. To commemorate Malaysia Day on Wednesday. The Edge posed questions to the captains of some of the country's major industries, the central one being how has business changed since the coronavirus outbreak and ensuing MCO period? Read on for their perspectives on how they are adapting to, and leading their organisations in, this new normal. Juan Aranols CEO Nestlé (M) Bhd Have you had to change the way of doing business? And if so, how? What was the toughest challenge? A key priority for us was safeguarding our people, which meant ensuring they all had access to personal protective equipment and additional safety protocol adaptations at work sites, as well as other arrangements to protect our employees. We also assessed the risk of supply chain disruptions and, early on, put measures in place to ensure continuity in raw materials and packaging supply, including for additional inventories, especially for imported items. On the commercial side, we moved to capture the shift in consumer behaviour towards online shopping and in-home consumption as a way to capture new growth opportunities. We amplified the digital presence of our brands and leveraged e- commerce. This included expanding the range of Nestlé products available for online purchase and initiating some home-delivery programmes, such as our Nestlé ice cream and ready-to-drink products.
keen to learn about our products during the MCO period, reinventing the customer relationship journey, boosting the number of digital campaigns, conducting online bookings and payments, as well as adding incentives for sales conversions and a full set up of remote customer care lines. Have there been any unexpected upsides for your industry amid this pandemic? The MCO and Conditional MCO periods were generally challenging for all developers, including Mah Sing, as site progress of all projects were halted and there were also delays in loan approvals for sales conversions. However, despite the challenging market conditions, properties remain one of the safest asset classes for long-term capital appreciation and protection. While the market has been relatively quiet, Mah Sing went ahead with new launches, such as M Luna in Kepong in June 2020 and M Adora in Wangsa Melawati in July 2020, after increased digitisation efforts to reach out to buyers. This proved to be a good decision as both launches achieved 90% take-up for the maiden phase during their respective weekend launches. At present, we are focused on converting our RM1.6 billion in sales bookings, clearing existing stocks and catching up on the construction progress of our projects. Recently, we successfully delivered vacant possession of Towers C and D of our Lakeville Residence at Taman Wahyu and Towers A and B of our Cerrado at Southville City @ KL South, Bangi. Source:https://www.theedgemarkets.com/article/ ... esses-new- normal Answer the following questions: 1. Examine the challenges Nestle and Mah Sing faced during the pandemic. (20 marks) 2. Compare Nestle and Mah Sing's digitalisation initiative in reaching out to their consumers. (30 marks) 3. Suggest to Nestle and Mah Sing strategies to build brand loyalty in the digital environment. (30 marks) 4. Recommend suitable promotional strategies for Nestle and Mah Sing existing product lines. (20 marks)