Finance Funding and Legislative Framework for Success

Running head: FINANCE, FUNDING AND LEGISLATIVE FRAMEWORKS FOR SUCCESS
Finance, Funding and Legislative Frameworks for Success
Name of the Student
Name of the University
Author’s Note

1FINANCE, FUNDING AND LEGISLATIVE FRAMEWORKS FOR SUCCESS
Table of Contents
Introduction......................................................................................................................................2
Identification of Visions, Goal or objective and Strategies.............................................................3
Vision and Mission......................................................................................................................3
Goals and Objectives...................................................................................................................3
Strategies......................................................................................................................................4
Advantages and Limitations of Balanced Scorecard (BSC) and Strategy Map (SM).....................4
Introduction of BSC.....................................................................................................................4
BSC Advantages..........................................................................................................................4
BSC Limitations..........................................................................................................................5
SM Advantages............................................................................................................................6
SM Limitations............................................................................................................................6
Evaluation....................................................................................................................................7
Development of BSC and SM in Celcom........................................................................................7
Recommendations..........................................................................................................................13
Conclusion.....................................................................................................................................14
References......................................................................................................................................15

2FINANCE, FUNDING AND LEGISLATIVE FRAMEWORKS FOR SUCCESS
1.0 Introduction
Axiata is one of the major telecommunication companies of Malaysia (axiata.com 2017).The
company has around 320 million of subscribers in almost ten countries.Three major drivers of
Axiata towards success are innovation, connectivity and talent. One of the major unique selling
propositions of Axiata is their highly innovative products and services. In addition, the company
has a diverse portfolio in the mobile network. The business of Axiata has well spread their
business operations in many countries in Asia in different brand names. They are Celcom in
Malaysia, XL in Indonesia, Dialog in Sri Lanka, Robi in Bangladesh, Smart in Cambodia, Ncell
in Nepal, Idea in India and MI in Singapore. In the year 2012, Axiata established the business of
Axiata Digital so that they can expand in the sector of interest based business. In the year 2016,
the group revenue and market capitalization of Axiata was RM21.6 billion and RM42.3 billion
respectively. According to BMI(2017), the market share of Celcom is 29.1% compared to Digi
and Maxis in Malaysia. The current employee base of Axiata is more than 25000 all over Asia.
The main aim of this report is to develop and analyze various aspects of BSC with strategic map
of Celcom.
1.1 Vision and Mission
The brand vision of Celcom is to please their customers by exceeding their expectations with the
help of superior and innovative products and services.The mission of the company is to delight
the customer by exciting products and services. At the same time, Celcom’s another mission is to
develop a profitable business organization that enhances the return of their shareholders. Celcom
is always ready to empower and develop their employees with the help of effective reward

3FINANCE, FUNDING AND LEGISLATIVE FRAMEWORKS FOR SUCCESS
system. In addition, the company wants to establish a relationship of trust with their business
partners by bringing transparency, integrity and professionalism.
1.2 Goals and Objectives
According to the 2016 annual report of Celcom, the major objectives of this company are
discussed below:
 Cater to the needs of the customers
 Provide excellent products and services.
 Maintain highest level of professionalism and integrity.
 Maintain a friendly and cordial relationship with all the stakeholders of the company.
1.3 Strategies
As per the 2016 investment strategy, Celcomhas adopted the strategy of investing a large
amount of RM5.7 billion during the year of 2016 in order to expand their telecommunication
business. In addition, the company has taken this decision of this large investment in order to
support the investment of RM4.9 billion in 2015 financial year. As a result of this investment,
the company is expecting that the revenue will grow by almost 30 percent in the recent years
(telecomlead.com 2017).
2.0 Critical Evaluation of Balance Scorecard(BSC) and Strategy Map (SM)
2.1 Introduction of BSC and SM
BSC helps in the translation of organizational mission and strategies into different set of
parameters that helps in the implementation of organizational strategies. The application of BSC
in the organizations can be seen in four stages; they are Financial Perspective, Customer