Here's a bit of me. Now it's time to know each one of you!

Please:

1. Upload your picture

2. Share us a bit about your background (Hometown, education,hobby)

3. Have you had any working experience?

4. What do you expect from this class?

See you then!

In my free time, I enjoy watching dramas and listening to music, especially K-pop, sentimental ballads, and R&B.

For my working experience, I have worked as a part-time waitress at a hotel, where I mainly served customers during dinner events.

From this class, I hope to gain more knowledge about industrial marketing and improve my communication skills with business customers. I also wish to apply what I learn here in my future career, and of course, I hope to achieve an A in this subject.

I have worked as receptionist at a tradtional chinese medicine clinic, admin at an insurance company and retail assistant at a parcel store. All of them are part time though.

I hope that I can learn ways to engage with business customers better when necessary in the future within any industry from this class.

I had working an admin in a company and windscreen workshop.

I hope can learn industrial marketing working process and this industrial marketing can help consumers from B2B to B2C.

i have a background of working as a promoter at Klcc,Mitec,Trx as a vitamin,Kurma, and Sneakers.

my expectation for this subject is to Get A+, I also expect i will get more knowledge on how the company run their business, and the industry works.

I have worked as a temporary teacher in a primary school under MyStep programme after my Stpm.I have worked there for three months.I have teached Bahasa Melayu and Pendidikan Moral for the students there.

From this class I would like to gain more knowledge about industrial marketing and the real business world.

hanging out with friend during my free time and play my guitar.

I had worked as a tutor, promoter,event crew, waiters and also kindergarden teacher.

I hope can learn more knowledge about B2B and also improve my communicates skill.

I had worked as a cashier before in a supermarket.

I expect to learn how businesses market to other businesses by understanding strategies, decision-making, and skills needed for B2B marketing.

I had worked as a cashier and waitress in restaurant. Next, also work at a spare parts shop under the Shopee team before.

I expect to learn more knowledge about B2B and the real business world.

My name is Muhammad Iqzham Bin Adnan. Just call me Iqzham ~Im currently semester 3, Degree in Marketing (Hons). Im from Kulim, Kedah. My hobby is playing game. My previous education level is Diploma in Marketing.

My working Experience (Video Editing)

I am currently working at EXP Studio as human resources and financial decisions manager.

My expectations for this class

I want to get A+ for this class as I want to improve my skills for better future in a way to make EXP Studio getting better ~

I have some working experience as a personal shopper under Foodpanda.

During my free time, I enjoy listening to music and watching YouTube. From this class, I hope to dive more into industrial marketing, especially in the area of B2B. I also aim to achieve an A for this subject.

I have some working experience as a promoter mooncake.

During my free time, I enjoy watching Youtube and listening music. From this class i hope to get A in this subject and learn about B2B and improve skill communicates.

I have working experience as a coffee product promoter, Shopee live host, restaurant waitress, and drink maker.

I hope to gain more knowledge about industrial marketing and become more confident when dealing with companies in the future.

I had been working for a few jobs which as a promoter at mall, and also as waitress in a food stall.

For this course, i been hoping to get a good grade and also improving my soft skills with people out there.

In my free time, I enjoy watching movies.

Previously, I have worked as shop assistant for my own family business , which helped me gain more experience in dealing with people.

For this course, I hope to achieve good results and at the same time improve my knowledge and soft skills to prepare myself for the future

During my free time, i enjoy reading a lot but sometimes i love to watch a movie and drama series.

I have some working experience at a small food stall at UUM located at Inasis TM.

My expectation from this class is i hope to gain more knowledge and practical understanding about Industrial Marketing , improve my skills, and also learn from my lecturer and classmates.

i dont have any working experience but i used to help my mom selling food such as cakes and ready-to-eat food and once joining food vendors.

i hope that i can learn more how the industrial works to do business together in market and apply in my job in future.

As for my working experience, I used to work as a sales assistant at a business owned by my family.

From this class, i hope that i can gain more knowledge about industrial marketing, improve my soft skills and of course i want to get an A for this subject.

My name is Nordila Safiyya binti Mohd Ropi and you can call me Dila.

I'm from Kuantan Pahang.

I'm a semester 3 student in the Marketing course.

In my free time, I usually watch dramas and sometimes I do sports activities.

I have experience working part-time as a waitress at hotel events.

From this class, I hope to learn more about industrial or B2B marketing and explore about effective strategies. I also hope to use this knowledge for my future career.

My name is Nur Aqma Nabila. I’m from Johor. Currently, I am studying for a Degree in Marketing at UUM. My hobbies are reading, watching movies, and sometimes doing creative design. I have some working experience as a part-timer in sales and promotion, which helped me improve my communication and teamwork skills. I hope to gain more knowledge about industrial marketing and understand how it applies in real business situations. I also look forward to learning and working together with all of you.

For my working experience, i've been helping my dad as in production department at his workplace.

What i expect from this class is i hope i can learn something new about industrial marketing, improve my soft skill and and get a good grades for this subject.

Im Nurul Adwa Liyana, can call me Adwa or Ad, any is fine. Im from Sungai Buloh, Selangor. Im 21 years old. Im currently a semester 3 marketing student. I dont really have a hobby but I love to read books, write a journal and listening to musics.

I expect that I can learn more about how industry works especially in marketing field from this class. And ofcourse I expect to score this course with flying colours!

My hobbies is watching horror and gore movies, as I enjoy the thrill, suspense, and unique storytelling styles that these films often deliver. I find them exciting because they challenge my imagination and keep me engaged with their intense plots. In addition to movies.

I have previous working experience at MMI & Associates, where I was able to gain valuable knowledge and practical skills in a professional setting. My time there allowed me to build a stronger sense of responsibility, improve my communication abilities, and develop better organizational skills.

I expect to learn the key concepts of industrial marketing and how they apply in real business situations. I also hope to gain practical knowledge and skills that I can use in the future.

What do i expect from this class is i hope i can gain new knowledge and how the business runs.

im currently in sem3 of my bachelor in marketing. my hobbies r listening to podcasts n going for briskwalks hehe

for work experience, i usually help out my dads business during semester breaks.

im really hoping to get an A+ for this subject and hopefully share what ive learning with my juniors n friends in the future <3

glad to meet you guys !!

I'm from Nibong Tebal, Pulau Pinang. I'm currently semester 3 Marketing student. Outside of studies, I enjoy reading manga and manhwa.

Previously, I worked for a year as a school co-op assistant manager, and I've taken on a few part-time gigs in FnB industry.

From this class, I hope to deepen my understanding of marketing strategies, especially those that can meet the needs of today's industry. I'm looking forward to learning and growing together with all of you.

Here's a little to know about me is that during my free time, I usually spend my time listening to music and watching movies. I also enjoyed swimming as it is good for my mental well-being.

As for my working experience, I have only work as an intern for my Diploma in Business Studies in 2023 in Malayan Banking Berhad. I learn on how to deal with customers about the services that is offered by the bank such as, credit card applications, assisting my senior on opening new account to new customers and serving customers at the branch.

Last but not least, from what I can expect from this class is to gain more knowledge and basic understanding that emphasizes in industrial marketing. I also do hope that I can use the knowledge of this subject for my future purposes.

Thank you.

I had working experience when i working as a sales associate at CKT Motors Sdn Bhd for 1 years before i pursue to Degree

From this class i hope I can get all knowledge about the industry marketing and use it for my purpose in the future

I’ve gained practical experience through two roles:

I worked full-time for six months as a front desk customer service representative at IOI Corporation Berhad,

and spent four months as a logistics administrator at Ink Marketing, a company that provides marketing materials such as standees for clients including Nestlé and Abbott Laboratories.

I'm particularly curious about the structure and operations of B2B businesses. By attending this class, I hope to strengthen my soft skills and gain deeper insights into how real-world businesses function.

I had been working as a croupier for five months at Genting Highlands before my university life started and sembreak.

I hope I can learn more about Industrial Marketing.

i have a few working experience in F&B as both front of house and kitchen. Aside from that, ive had a cookie business during Aidilfitri.

I expect a good learning experience, for me to stay focused in class and listen to anything Dr. Nadia is saying. i also hope that i will get the best team members to smoothen the working process and get an A+ in this class

I used to work as an Admin Assistant cum HR at a pharmacy in Perak before I continued my studies. During semester breaks, I help my family run a food business.

My expectation for this class is to get an A+. I also hope to get knowledge about how the industrial business works.

I also have some working experience as a part-time waitress, which helped me develop communication and customer service skills.

I expect to learn how businesses market their products and services to other businesses, including areas such as distribution, and building long-term relationships with clients.

I have a several working experiences, I work as kopitiam waitress before this, I also work in a steamboat restaurant as waitress also. Furthermore, I have work as tuition teacher in a tuition centre in Ipoh, Cafe Barista and service crew. I also work as Games Event Crew and Chinese New Year Event Emcee. I also worked as Survey Data Entry worker for an NGO. Other than this, I also open my own business during my STPM break which are pressed on nail business, and during my Uni time, I also sell small snacks in my Inasis as I believe nothing is impossible and the harder you work the luckier you are. Although sometimes things doesn’t work like what you want it to be. :)

My expectations for this course are I hope I can gain a new knowledge and strengthen my understanding towards Business Marketing. For instance, I also hope to learn new skills and understand how the industry work on its marketing and gain some useful experience for future usage. I also hope to get a good grades and excel on this subject!! Thank you! 😊

I don’t have in-store working experience, but I have been a dropship and agent for several hijab brands such as Tudungruffle, Minaz Hijab, and Leeyana Rahman. I also worked as a freelance social media manager for a restaurant in Malacca from last May to August.

For this class, I expect to learn more about how industrial businesses work in-depth. I also hope to understand real-life case studies, improve my knowledge of B2B marketing strategies, and gain insights that can help me in my future career.

For my work experience, I worked as a part-time restaurant worker where I was responsible for taking orders, serving food and drinks and also assisting in the kitchen.

I hope I can gain more knowledge and improve my communication skills. I also hope I can get A for this subject. Through this class, I looking forward to getting know all of you. Thank you

Although I don’t have much formal working experience, I’ve volunteered at community events, helping with simple tasks like assisting in charity sales and general support work. These experiences taught me responsibility and teamwork.

Through this Industrial Marketing course, I hope to gain more knowledge about how marketing works in industrial contexts and more importantly, how I can apply these concepts in real-life situations and my future career.

My name is Loy Xin Chee, can just call me Loy. I’m from Kuantan, Pahang, and I’m currently studying for my Bachelor’s Degree in Marketing (Hons) at Universiti Utara Malaysia (UUM). I’m now in Semester 3.

Previously, I worked as an accountant in an accounting firm, where I learned how to audit accounts and prepare tax reports. That experience really helped me improve my attention to detail and time management skills.

As an Industrial Marketing student, I hope to understand how business-to-business (B2B) marketing works — especially how companies build long-term partnerships and create value for each other. I’m also excited to learn how marketing strategies can help industries grow and stay competitive in today’s market.

I used to works as a promoter. Assist in promoting and producing products.

I want to understand how companies make purchasing decisions and how digital transformation affects industrial marketing. Isn’t it cliche if I say I want to get an A?? Anyway I will try my best.

Looking forward to get to know all of you.

Keep reading, even on the heavy days.

By the end of this class, I hope I’ll be able to explain industrial marketing so well that even my cat would understand it. Also, maybe develop a marketing plan good enough to impress both clients and my future boss!💗🙂‍↔️

I enjoy reading and listening to music because they help me relax. I also have some working experience as a shopkeeper, where I learned how to serve customers, handle money, and manage daily shop tasks. From this job, I improved my communication skills and sense of responsibility.

In this class, I hope to gain more knowledge about industrial marketing, understand real business practices, and improve my skills for the future.

I’m really happy to be here and I look forward to learning and growing together with everyone.

I have a few working experienced which are boutique assistant in Naelofar Hijab, admin and content creator in this one Spa, and became a part timer in this one interior design company in Kl.

My expectations for this subject is i hope ill get an A for this paper abd it helps me to understand better in industrial marketing. And also helps me to improves my critical thinking and my problem solving.

Before this, I completed my Diploma in Business Studies. During my studies and internship, I gained some work experience at a clothing boutique, in the Finance Department at Pejabat Agama Daerah Kuala Muda Kedah, and also in the F&B industry at Suka Hati Dessert.

Through this class, I hope to achieve excellent results and deepen my knowledge in marketing.

In your group, go to http://www.oracle.com and search the answers to the above questions a & b.

Your attendance will be based on your answer.

Industry: Government

Location: United States

B)

Benefits:

1) It helped SPFD to reduce workloads by simplifying IT operations, enhancing efficiency, and make better use of its data.

2) It also eases the strain on the small IT team, which struggled to keep aging servers and unsupported applications running so they wouldnt be burden.

3) It helped reduced the high costs associated with systems like police officer scheduling, time management, human resources, and finance. Money saved could be reallocated to other county initiatives for public welfare.

4) It provides data/details to the public much more quickly instead of waiting days of weeks because delayed reporting of incidents. SFPD streamlined data to residents in near real time, providing greater transparency and building trust between law enforcement and the public.

5) It decreases the need for other third-party tools, accelerate reporting to the public, and provide AI capabilities that could promote better policing.

GROUP 3:

CHAN CHONG HAN (304558)

LOY XIN CHEE (304690)

NG YEE WEN (304694)

YEONG PEI TING (304295)

YIN KAH CHUN (303642)

LEE MING YANG (304416)

TAN JIA SHENG (305223)

Company: Virginia ABC

Industry: Local Goverment

Location : United States

Customer:Virginia Alcoholic Beverage Control

B) Describe the benefits that this government customer received from the software solution

Benefits received:

1. Efficient Data Migration:

With the help of Oracle’s Zero Downtime Migration (ZDM) team, Virginia ABC successfully migrated over 7 TB of data, including all development, test, and production workloads, to Oracle Cloud Infrastructure (OCI) without any downtime.

2. Reduced Migration Time:

Instead of taking two years using traditional methods, the migration was completed in one weekend, minimizing manual work and risks of data errors.

3. Automated System Maintenance:

Automatic patching and updates eliminated downtime and reduced the need for IT staff to perform manual overnight maintenance.

4. Lower Costs and Better Scalability:

After migration, the agency reduced overall costs by around 50%, and now enjoys elasticity and scalability to meet changing computing needs. ‎

Members:

1. Muhammad Adam Haziq Bin Mohammad Shafiq (308100)

2. Nur Aqma Nabila (305882)

3. Nur Nasuha Saiyidah Binti Abdul Razak (305193)

4. ⁠Muhammad Zufayri Bin Zamrut (303742)

5. Nordila Safiyya binti Mohd Ropi (305188)

6. Hanis Nadiah binti mohd roshdi (304730)

7. Nik Nor Syaza Ainaa Binti Nik Nor Azaha (307923)

Company/customer : London Borough of Havering ( Havering Council )

Industry : Public Sector

Location : Romford, Essex, United Kingdom

They implemented a program to consolidate their core enterprise applications for finance, human resources (HR), payroll, and procurement using Oracle E-Business Suite Release 12.1 delivered via Oracle Cloud Services.

b. Describe the benefits that this government customer received from the software solution

The Oracle software solution provided Havering Council with significant operational and financial benefits, allowing them to protect essential front-line services for their residents:

1) Substantial Cost Savings: The council projected and achieved $23.5 million in savings over five years by replacing disparate legacy systems with a single, integrated Oracle solution.

2) Reduced Administrative Workload: They reduced administrative burdens by replacing cumbersome, paper-based processes with electronic processes (e.g., using Oracle Internet Expenses for online expense reports). This freed up time for employees to focus on delivering better service to citizens.

3) Improved Decision-Making: Implementing Oracle Business Intelligence Suite enabled managers to make better financial decisions regarding public service planning, budgeting, and cash flow management, by producing financial status reports much faster than the previous system.

4) Enhanced Service Support: The system provided 24/7 IT support to front-line employees, such as social workers who do not work traditional office hours, ensuring they could effectively deliver services to the public.

1. SHAFIZAH BINTI SABRI 299194

2. ⁠AINA SYAKINA BINTI MOHAMAD SAMUDIN 299656

3. ⁠NURUL JANNAH BINTI ZOLKPLI 299014

4. ⁠NUR IRDINA BINTI KHAMARUNZAMAN 298966

5. ⁠ ⁠IKHSAN MUSTAQEEM BIN IZMAN 296804

6. ⁠NUR ELLESYA BINTI ABDULLAH SANI 296853

7. ⁠MUHAMMAD AIRIL AZFAR BIN MOHAMAD SAHRAN 307459

https://www.oracle.com/news/announcement/ai-world-united-states-department-of-the-air-force-advances-mission-critical-operations-with-oracle-fusion-cloud-applications-2025-10-15/

explaination :

The United States Department of the Air Force (DAF) partnered with Oracle to enhance its mission-critical operations using Oracle Fusion Cloud Applications. This collaboration helps the DAF modernize its finance, human resources, and supply chain systems within a secure cloud environment. The initiative supports the Air Force’s goal to improve mission readiness, data security, and overall operational efficiency.

b.

1) DAF can dedicate more resources to maximizing Air Force readiness and supporting its airmen by optimizing finance, HR, and supply chain processes.

2) Strengthens the DAF’s ability to securely streamline its operations and drive greater mission effectiveness.

3) To ensure compliance and security by utilizing the Oracle US Defense Cloud for mission-critical workloads.

4) Enhances decision-making and accountability by providing accurate, real-time insights into mission activities and resource use.

5) Support for innovation with AI

Oracle Fusion Cloud helps the U.S. government, especially DAF to use Artificial Intelligence (AI) in their daily operations. With AI, the system can analyze government data faster and give accurate insights for planning and resource management. It also helps automate reports and detect issues earlier, which improves efficiency in government work. This innovation allows DAF to focus more on national missions rather than routine paperwork.

6) Software constantly updated with new features and security improvements, keeping it modern and reliable. This allows operations to run more efficiently and securely

7) Better Workforce and Employee Experience Oracle Fusion Cloud HCM gives more detailed workforce insights. Oracle It also aims to improve the experience for airmen and their families (i.e. through better employee lifecycle proceses)

8) Environmental & Cost Savings

Moving to a digital cloud system reduces paper use, energy costs, and on-premise maintenance, supporting sustainability goals.

GROUP 4:

Nur Asfa Asna Binti Azhar (303891)

Fatin Nazihah Binti Norhasmy (303755)

Tan Jia Hui (303624)

Cheng Win-Hwei (303720)

Lau Yian Hoong (308048)

Muhammad Muaz Bin Mohammed (303658)

Mohamad Muhaimin Bin Mohd Redza (303607)

Company: Kenya Revenue Authority (KRA)

Industry: Government / Tax Administration

Location: Kenya

Customer: Kenya Revenue Authority

B) Describe the benefits that this government customer received from the software solution

Benefits received:

1.Improved customer service:

By implementing Oracle CRM Cloud, KRA created a centralized platform to manage all taxpayer interactions, including service requests, complaints, and inquiries. This improved transparency and made it easier for citizens to get assistance.

2.Faster response time:The Oracle CRM solution reduced call abandonment rates and shortened customer response times from about one hour to fifteen minutes, resulting in quicker issue resolution.

3.Enhanced efficiency and satisfaction:

Through automation and real-time data access, KRA improved workflow efficiency and achieved a customer satisfaction index（CSI） of 71.9%, showing higher public satisfaction with its services.

GROUP 8

1. MUHAMMAD ZAMRI BIN MOHAMAD (285167)

2. CHONG MEI KEE (305865)

3. ⁠ZOE YAP KAR YAN（306298）

4. TAN CHING WEI (306330)

5. LEE POH FANG (299561)

6. AARON TAN WEI HONG (303903)

7. CHIEW ZHAN HONG (306273)

Sector: Government

Country: Australia

Customer: Services Australia (Australian Government)

B) Benefits Received by Services Australia from Oracle

1)Proactive Communication Citizens now receive timely updates via SMS or email about their claims or required actions. This reduces call volumes and helps prevent delays in service.

2)Unified Citizen View

Oracle CX integrates data from multiple systems, giving agents a complete profile of each citizen. This allows faster, more accurate support without needing citizens to repeat information.

3)Improved Efficiency

Agents use intelligent tools like guided scripts and next-best-action recommendations. Oracle Analytics helps managers monitor performance and optimize staffing, reducing wait times and operational costs.

4)Scalable and Reliable Platform

The cloud-based system ensures Services Australia can handle surges in demand—such as during natural disasters—while maintaining consistent service delivery.

**Group 5

1. Muhammad Iqzham Bin Adnan (304561)

2. Nurin Nazifa binti Mohamed Zain (304126)

3. ⁠Nur Balqis binti Tazali (306384)b

4. ⁠Nurul Adwa Liyana binti Abd Jalil (308214)

5. ⁠Raynu a/p Soom Chat (296722)

6. Deishiga A/P Devendran (305973)

7. Siti Raudhah Busyra Binti Aman (303888)

a. The State of Texas. They used Oracle Cloud Infrastructure (OCI) to modernize and manage their Enterprise Resource Planning (ERP) systems.

b. Benefits Received from Oracle Software SOLUTION by moving their ERP system to Oracle Cloud Infrastructure, the State of Texas gained several important benefits.

Firstly, they experienced improved ERP performance. Since the system now runs on Oracle’s optimized cloud platform, it became faster, more reliable, and more responsive. This helped the state process financial data more quickly, generate reports faster, and run daily operations more efficiently.

Secondly, they managed to reduce their IT costs. Using Oracle’s cloud means they only pay for what they use instead of spending a large amount on physical hardware or maintenance. This change allowed the state to save money and focus more on improving public services rather than maintaining old systems.

GROUP 2

1. Auni Batrisya binti Saiful Bahri (305458)

2. NURKHAIRINA SOFEA BINTI MUHAMAD KHIDIR (305457)

3. ⁠Nur Alisya Adriana binti Fadzil Azri (304989)

4. ⁠NUR FADZLIN BINTI BAHRUDDIN (305260)

5. ⁠SYAZWINA SYAFIQAH BINTI MOHD SYAMSURI (304984)

6. ANGGRIANA LIAN ARIMBI BINTI WAGI SUSANTO (305488)

7. FARAHDINI BINTI SUPARDI)(305123)

b. The Government of New Brusnwick (GNB) improved efficiency, reduced risks, and enhanced services by adopting Oracle Cloud ERP (Entertise Resources Planning) and Oracle Cloud HCM (Human Capital Management) as a unified system. This modernization helped consolidate IT strategies and standardize processes across various government departments, including transportation, education, social development, and women’s equality.

Managers now have easier access to reliable data, enabling better decision making. For example, a single database for all government suppliers eliminates duplicates, and HR processes, like payroll and employee data management are now faster and simpler. Employees can also update their personal details and manage payroll information on their own.

With one secure, cloud-based system, GNB strengthened data privacy and risk management while reducing the time and cost of maintaining outdated on-premises applications.

Group Members:

1. APRILLIA ANGGRAENI 303208

2. NURUL HUSNA SUHADA BINTI ROSHIKIN 307751

3. FARAH ELIESYA BINTI LOCKMAN 307835

4. ⁠MUHAMMAD YAFIQ AIMAN BIN MOHD YUSOF 307806

5. ⁠NUR HAIFAA BINTI MOHAMAD HASHIM 307879

6. ⁠NURUL SYAZLIYANA BINTI MUHAMAD TARZIZI 307590

Answer the question at the end of WD40 case here:https://ng.cengage.com/static/nb/ui/evo/index.html?eISBN=9780357907740&id=2598499063&snapshotId=4862032&

You may submit your answer latest by 5pm today for attendance. You answer can be in PPT in this padlet.

1. Diversify Product Applications for Industrial Clients

WD-40 can create special versions of its main product for different industries such as automotive, aviation, manufacturing, construction, and marine. For example, the company can produce stronger lubricants for extreme conditions or safe, eco-friendly formulas for factories. This helps WD-40 meet the needs of more business customers and expand its market.

2. Strengthen Global Partnerships and Distribution Channels

WD-40 should work with industrial suppliers, equipment makers, and maintenance service providers around the world. By forming long-term partnerships or supply contracts, the company can increase sales, improve brand recognition, and make sure its products reach more global customers.

3. Focus on Sustainability and Compliance

As more businesses care about the environment, WD-40 can develop greener products and use eco-friendly packaging. By reducing harmful chemicals and following international environmental rules, the company can attract business clients that value sustainability, especially in regions like the European Union.

⸻

GROUP 3:

CHAN CHONG HAN (304558)

LOY XIN CHEE (304690)

NG YEE WEN (304694)

YEONG PEI TING (304295)

YIN KAH CHUN (303642)

LEE MING YANG (304416)

TAN JIA SHENG (305223)

FATIN NAZIHAH BINTI NORHASMY(303755)

TAN JIA HUI(303624)

CHENG WIN-HWEI(303720)

LAU YIAN HOONG(308048)

MUHAMMAD MUAZ BIN MOHAMMED(303658)

MOHAMAD MUHAIMIN BIN MOHD REDZA(303607)

1. AUNI BATRISYA BINTI SAIFUL BAHRI (305458)

2. NURKHAIRINA SOFEA BINTI MUHAMAD KHIDIR (305457)

3. ⁠NUR ALISYA ADRIANA BINTI FADZIL AZRI (304989)

4. ⁠NUR FADZLIN BINTI BAHRUDDIN (305260)

5. ⁠SYAZWINA SYAFIQAH BINTI MOHD SYAMSURI (304984)

6. ANGGRIANA LIAN ARIMBI BINTI WAGI SUSANTO (305488)

7. ⁠FARAHDINI BINTI SUPARDI (305123)

Group Members:

1. APRILLIA ANGGRAENI (303208)

2. NURUL HUSNA SUHADA BINTI ROSHIKIN 307751

3. FARAH ELIESYA BINTI LOCKMAN 307835

4. ⁠MUHAMMAD YAFIQ AIMAN BIN MOHD YUSOF 307806

5. ⁠NUR HAIFAA BINTI MOHAMAD HASHIM 307879

6. ⁠NURUL SYAZLIYANA BINTI MUHAMAD TARZIZI 307590

7. ⁠NURIN ADIBAH BT KHATTA 296759

CHAN CHONG HAN (304558)

LOY XIN CHEE (304690)

NG YEE WEN (304694)

YEONG PEI TING (304295)

YIN KAH CHUN (303642)

LEE MING YANG (304416)

TAN JIA SHENG (305223)

1. Muhammad Adam Haziq Bin Mohammad Shafiq (308100)

2. Nur Aqma Nabila (305882)

3. Nur Nasuha Saiyidah Binti Abdul Razak (305193)

4. ⁠Muhammad Zufayri Bin Zamrut (303742)

5. Nordila Safiyya binti Mohd Ropi (305188)

6. Hanis Nadiah binti mohd roshdi (304730)

7. Nik Nor Syaza Ainaa Binti Nik Nor Azaha (307923)

1. Muhammad Iqzham Bin Adnan (304561)

2. Nurin Nazifa binti Mohamed Zain (304126)

3. ⁠Nur Balqis binti Tazali (306384)b

4. ⁠Nurul Adwa Liyana binti Abd Jalil (308214)

5. ⁠Raynu a/p Soom Chat (296722)

6. Deishiga A/P Devendran (305973)

7. Siti Raudhah Busyra Binti Aman (303888)

1) AARON TAN WEI HONG (303903)

2) TAN CHING WEI (306330)

3) CHIEW ZHAN HONG (306273)

4) ZOE YAP KAR YAN (306298)

5) CHONG MEI KEE（305865）

6) LEE POH FANG (299561)

7) MUHAMMAD ZAMRI (285167)

1.IKHSAN MUSTAQEEM BIN IZMAN (296804)

2.NUR ELLESYA BINTI ABDULLAH SANI (296853)

3.NURUL JANNAH BINTI ZOLKPLI (299014)

4.NUR IRDINA BINTI KHAMARUNZAMAN (298966)

5.SHAFIZAH BINTI SABRI (299194)

6.MUHAMMAD AIRIL AZFAR BIN MOHAMAD SAHRAN (307459)

7.AINA SYAKINA BINTI MOHAMAD SAMUDIN(299656)

In your group, answer the following questions:

1. Assess the value proposition that Green Packet offers to its B2B customers. Link: https://www.greenpacket.com

   
   

2. Identify the macrosegment and microsegment that Green Packet can utilise to manage its customers.

Please submit your answer here by 5 pm today.

All the best!

Green Packet offers to its B2B customers:

• Helps companies improve connectivity, speed, and efficiency.

• Gives customizable solutions based on each business’s needs.

• Supports digital transformation for businesses through smart-city, fintech, and enterprise services.

2. Identify the macrosegment and microsegment that Green Packet can utilise to manage its customers:

Macrosegments

• Multinational businesses

• Small and medium businesses (SMEs)

• Government and smart-city agencies

Microsegments

• Enterprises needing cloud services, strong connectivity, or digital solutions.

• Government agencies wanting smart-city or urban-tech solutions

• ⁠SMEs needing payment systems, e-wallets, or digital business tools.

TEAM MEMBER:

1. Muhammad Adam Haziq Bin Mohammad Shafiq (308100)

2. Nur Aqma Nabila (305882)

3. Nur Nasuha Saiyidah Binti Abdul Razak (305193)

4. ⁠Muhammad Zufayri Bin Zamrut (303742)

5. Nordila Safiyya binti Mohd Ropi (305188)

6. Hanis Nadiah binti Mohd Rosdi (304730)

7. Nik Nor Syaza Ainaa Binti Nik Nor Azaha (307923)

‍2. Macrosegment: Geographical location. There have offices strategically located in many countries such as Singapore, Taiwan, China, and Hong Kong.

Product/Service Application. Green Packet has telecommunication clients, and it also provides solutions for smart cities. Microsegment: Key criteria. Green Packet consistently creates high-quality digital solutions that improve the quality of life for millions of people.

GROUP 3:

CHAN CHONG HAN (304558)

LOY XIN CHEE (304690)

NG YEE WEN (304694)

YEONG PEI TING (304295)

YIN KAH CHUN (303642)

LEE MING YANG (304416)

TAN JIA SHENG (305223)

• Broadband & Wireless Devices – Provides routers, modems, and wireless solutions for telcos and enterprises needing reliable connectivity.

• Customizable Solutions – Products and services can be tailored to meet specific business needs, saving costs and improving efficiency.

• Wholesale Telecom Services – Offers data, voice, and messaging services for telcos or large businesses with multi-location operations.

2. Customer Segmentation

Macro-segments (big groups)

• Enterprise & Large Corporations – Need infrastructure, cloud, or IoT solutions.

• Telecommunication Operators / ISPs – Require devices, connectivity, and wholesale telecom services.

• Government / Public Sector – Smart city, e-government, or public infrastructure projects.

Micro-segments (specific targets within each macro)

• Enterprise: Multinational corporations, banks, retail chains needing cloud, fintech, or IoT.

• Telco / ISP: Providers needing wireless broadband, 4G/5G devices, or wholesale voice/data.

• Government: Smart city projects, e-government platforms, rural connectivity programs.

TEAM MEMBER (6)

1.IKHSAN MUSTAQEEM BIN IZMAN (296804)

2.NUR ELLESYA BINTI ABDULLAH SANI

(296853)

3.NURUL JANNAH BINTI ZOLKPLI (299014)

4.NUR IRDINA BINTI KHAMARUNZAMAN

(298966)

5.SHAFIZAH BINTI SABRI (299194)

6.MUHAMMAD AIRIL AZFAR BIN MOHAMAD

SAHRAN (307459)

7.AINA SYAKINA BINTI MOHAMAD

SAMUDIN(299656)

• Broadband devices

• Connectivity services

• Cloud and digital solutions

• Fintech services

• Custom solutions for telcos, enterprises, SMEs.

2. Macrosegments

• Telecom Operators / ISPs

• Enterprises & Government

• SMEs & Merchants

Microsegments

• Rural broadband providers

• Companies doing digital transformation

• Organisations needing cloud or data services

• Retailers using payment gateway

• Online sellers

• Small businesses adopting cashless solutions

GROUP 8

1. MUHAMMAD ZAMRI BIN MOHAMAD (285167)

2. LEE POH FANG (299561)

3. ⁠AARON TAN WEI HONG (303903)

4. CHONG MEI KEE (305865)

5. ZOE YAP KAR YAN (306298)

6. CHIEW ZHAN HONG (306273)

7. TAN CHING WEI (306330)

1. What Value Does Green Packet Offer to Businesses?

* Internet devices (4G/5G routers, home broadband devices)

* Connectivity services (wholesale internet, voice, messaging)

* Digital technology (cloud services, IoT, fintech, smart city systems)

* Customised solutions based on each business’s needs

* Global experience serving clients in 70+ countries

2. Macrosegment (Big Group of Customers)

* Telcos / Internet Service Providers

* Large companies

* Government agencies

* Small & medium businesses (SMEs)

* International carriers / wholesale clients

3. Microsegment (Smaller Sub-groups)

* Urban telcos needing high-speed devices

* Rural ISPs needing cheaper wireless solutions

* Companies needing cloud, IoT or cybersecurity

* Government needing smart-city and digital systems

* SMEs needing simple digital payments and connectivity

* Messaging or content companies needing A2P messaging services

GROUP 2
1.AUNI BATRISYA BINTI SAIFUL BAHRI (305458)
2.NURHAIRINA SOFEA BINTI MUHAMAD KHIDIR(305457)
3.NUR ALISYA ADRIANA BINTI FADZIL AZRI(304989)
4.NUR FADZLIN BINTI BAHRUDDIN(305260)
5.SYAZWINA SYAFIQAH BINTI MOHD SYAMSURI (304984)
6.ANGGRIANA LIAN ARIMBI BINTI WAGI SUSANTO(305488)

6.FARAHDINI BINTI SUPARDI (305123)

Green Packet offers a comprehensive suite of technology, infrastructure, and services — which makes its value proposition to B2B customers (e.g. telecom operators, enterprises, governments, other organisations) quite broad and compelling.

Key elements of that value proposition include:

-End-to-end digital infrastructure & managed services: Green Packet isn’t just a device vendor. Over time it has evolved to provide integrated digital solutions — covering cloud, enterprise services, wireless broadband devices (CPE), IoT/Smart-City solutions, fintech platforms, wholesale communications, etc.

-Wide technology footprint spanning legacy to cutting-edge (“A–G” stack): Green Packet explicitly refers to its focus across “A to G” technologies: Artificial Intelligence, Blockchain, Cloud, Big Data, Internet of Everything, and 5G. This breadth means B2B customers can leverage next-generation digital innovations (e.g. IoT, 5G, cloud) — helping them future-proof, scale, and stay competitive.

2) Macrosegments:

1. Telecom & Network Providers

2. Enterprises & Government

3. SMEs & Digital/Fintech Businesses

Microsegments:

1.Telecom: urban operators, rural operators, MVNOs, hybrid-backup operators

2.Enterprise/Gov: cloud-service users, smart-city planners, multi-site organisations, digital-inclusion projects

3.SMEs/Fintech: basic connectivity SMEs, fintech companies, startups needing cloud, retail SMEs needing cashless solutions.

Group 5

1. Muhammad Iqzham Bin Adnan (304561)

2. Nurin Nazifa binti Mohamed Zain (304126)

3. ⁠Nur Balqis binti Tazali (306384)b

4. ⁠Nurul Adwa Liyana binti Abd Jalil (308214)

5. ⁠Raynu a/p Soom Chat (296722)

6. Deishiga A/P Devendran (305973)

7. Siti Raudhah Busyra Binti Aman (303888)

Green Packet’s B2B value proposition is defined by its role as a comprehensive digital transformation partner, moving beyond product sales to offer integrated, end-to-end solutions built on its three strategic pillars which are Digital Infrastructure, Digital Services (kiple), and Strategic Integration.

The core value delivered to B2B customers is Future-Proof Technology and Scalability. For telecommunication companies (Telcos) and Mobile Network Operators (MNOs), Green Packet offers carrier-neutral wholesale voice and data solutions, ensuring high-quality, reliable international interconnectivity and cost effectiveness. Furthermore, by investing in hyperscale data center capacity and leveraging advanced technologies like 5G, AI, and Cloud, the company assures its clients from enterprises to cloud providers that their operations are built on a secure, massive, and future-proof digital foundation.

Secondly, Green Packet offers significant Operational Efficiency and Accelerated Digital Adoption. Through its kiple suite of solutions, the company enables clients to rapidly deploy complex digital platforms. For instance, enterprises and educational institutions can quickly launch white-label e-wallets such as, kiplePay or implement smart community management systems (kipleLive) to automate security, access, and payment collection. This dramatically reduces the time-to-market and operational overhead associated with digital transformation, providing a crucial competitive edge.

Finally, the value proposition is solidified through Strategic Integration and Partnership. Green Packet positions itself as a trusted system integrator and gateway, particularly for global technology firms seeking entry into the complex ASEAN market. By offering local market expertise, strong regulatory compliance especially in Fintech, and established public-private sector relationships, Green Packet minimizes market entry risk and complexity, allowing its partners to achieve rapid, localized growth.

2. Identify macrosegment and micro segment that B2B can utilise to manage its customers.

To manage its B2B customers effectively, Green Packet can apply both macrosegmentation and microsegmentation strategies. At the macro level, the company can divide its market into broad customer categories based on industry type and organisational roles. These macrosegments include telecommunications operators and internet service providers that require network infrastructure and communication solutions, enterprise and corporate clients that need cloud systems, IoT technologies and secure business connectivity, government agencies that rely on digital solutions for public services and smart city projects, and small and medium enterprises seeking affordable broadband, fintech systems and digital tools to support business operations. Segmenting broadly at this level helps Green Packet understand the overall needs, budgets and priorities of each major customer group.

At the micro level, Green Packet can refine these segments by examining specific characteristics within each macrosegment. This includes differentiating customers based on organisation size such as large corporations, medium-sized firms or small businesses, geographical location such as urban, suburban or rural areas, and technological requirements such as basic broadband, enterprise grade networks, IoT integration or fintech services. Green Packet may also segment clients based on their level of technology adoption, for example organisations that are early adopters of 5G and IoT compared to those that still rely on older systems. By using microsegmentation, the company can tailor its products, pricing, service quality and customer support to match the unique needs of each customer group.

1. APRILLIA ANGGRAENI (303208)

2. NURUL HUSNA SUHADA BINTI ROSHIKIN 307751

3. FARAH ELIESYA BINTI LOCKMAN 307835

4. ⁠MUHAMMAD YAFIQ AIMAN BIN MOHD YUSOF 307806

5. ⁠NUR HAIFAA BINTI MOHAMAD HASHIM 307879

6. ⁠NURUL SYAZLIYANA BINTI MUHAMAD TARZIZI 307590

7. NURIN ADIBAH BT KHATTA 296759

• Financial and Digital Services

For businesses (SMEs, enterprises), governments or institutions needing digital payment, e-wallet and online banking, Green Packet offers a one-stop capability to integrate financial services (through its fintech (financial technology)).

• Connectivity & Devices

Provides 4G/5G CPE devices for fast wireless broadband - Green Packet supplies indoor, outdoor, and portable devices that help businesses deliver strong and reliable internet without needing fixed lines.

Customisable hardware to meet different business needs - Telecom operators and enterprises can tailor the device features (coverage, speed, design), enabling faster deployment and better performance for their customers.

• Cost-effectiveness and operational efficiency

Green Packet helps customers save money by offering wholesale network connections, customized CPE devices, and cloud services all in one place. They do not need to spend a lot on buying their own equipment (CAPEX), and they can also reduce daily operating costs (OPEX) by outsourcing to Green Packet. Because Green Packet uses a carrier-neutral wholesale model, its prices are usually more competitive compared to building and managing a private network on its own.

This macro-segment encompasses a wide range of entities involved in the financial services and technology sectors. Specifically, it includes:

E-wallets and Payment Gateways Providers:

Companies that offer digital wallets (e-wallets) and payment gateway services, enabling businesses and consumers to make secure online transactions, manage funds, and transfer money electronically. These solutions often support both local and international transactions, helping businesses integrate digital payments.

Digital Lending Platforms:

These are platforms that provide loans or credit through digital channels. They can serve a variety of customers, such as individuals, small and medium-sized enterprises (SMEs), or even larger businesses, using technology to assess creditworthiness and disburse loans quickly.

Financial-Services Infrastructure:

This includes the underlying technology infrastructure that powers financial transactions, such as banking platforms, financial software, fraud detection systems, and other critical elements that ensure smooth, secure, and scalable financial services. These infrastructures support a wide variety of financial services, from traditional banking to more specialized services like insurtech or regtech.

Non-financial Firms Wanting to Embed Payments or Financing:

Non-financial companies, such as e-commerce platforms, retailers, or even large corporations, that aim to incorporate financial services like payment processing or financing options into their own offerings. These firms seek to enhance customer experience by integrating digital payments or enabling easy financing options for their customers without needing to build the infrastructure themselves.

In essence, this macro-segment includes any organization, whether financial or non-financial, that seeks to integrate digital financial services into their offerings, either through partnerships, technology integration, or developing new digital products and services.

Micro Segment

1. Within Government & Public Sector

a. Smart city projects
City councils or municipal authorities that want IoT solutions. For example, smart street lights, traffic management, or environmental sensors.

b. Rural and underserved communities
Government agencies working on rural development projects. They need affordable and easy-to-deploy wireless broadband solutions.

c. Educational institutions
Schools, colleges, and universities that require digital learning tools, campus internet, and cloud storage.

2. Within Enterprise / Large Business Customers

a. Multinational companies
Firms with offices in many countries. They need stable, standardised connectivity, cloud services, and secure digital solutions.

b. Industry-specific organisations
Factories, logistics hubs, schools, hospitals, or industrial parks that need IoT sensors, smart devices, and reliable internet to run operations smoothly.

c. Tech startups and digital businesses
New companies in areas like e-commerce, fintech, or software. They prefer flexible, fast-deploy digital services such as cloud computing or digital payment systems.

3. Within Telecommunication Operators

a. Network infrastructure buyers

Telcos that purchase Green Packet’s devices (CPE, modems, routers) to support broadband rollout.

b. IoT connectivity partners

Operators that collaborate with Green Packet to provide IoT SIMs, sensors, and network management platforms.

c. Service resellers

Telecom providers that package Green Packet’s broadband or device solutions into their own service offerings.

4. Within Digital & Technology Ecosystem Partners

a. E-wallet / cashless solution providers

Companies integrating Green Packet’s fintech to launch their own payment systems.

b. E-commerce and app-based services

Digital platforms needing secure online payment, user verification, and cloud services.

c. Startups using cloud & API services

Tech startups that rely on scalable digital tools without building infrastructure from scratch.

Nur Asfa Asna Binti Azhar (303891)

Fatin Nazihah Binti Norhasmy (303755)

Tan Jia Hui (303624)

Cheng Win-Hwei (303720)

Lau Yian Hoong (308048)

Muhammad Muaz Bin Mohammed (303658)

Mohamad Muhaimin Bin Mohd Redza (303607)

Muhamad Muaz bin Mohamed (303658)

1. 24/7 customer support via chat/voice across multiple channels

• This means customers can get help anytime (even outside business hours), without needing a human agent available 24/7.

2. Instant, consistent, and accurate answers to common queries

• Rather than routing every question to a human agent, many routine inquiries like example product information can be handled automatically

3. Seamless escalation to human agents when needed

• This ensures that users don’t get stuck with incorrect bot responses, improving customer satisfaction and trust.

4. Integration with backend systems like CRM

• Watson Assistant can connect to a firm’s existing systems and pull up customer data or content on demand.

5. Scalability and cost-efficiency

• Watson Assistant handles routine and high-volume interactions automatically, firms can scale support up

TEAM MEMBER:

1. Muhammad Adam Haziq Bin Mohammad Shafiq (308100)

2. Nur Aqma Nabila (305882)

3. Nur Nasuha Saiyidah Binti Abdul Razak (305193)

4. ⁠Muhammad Zufayri Bin Zamrut (303742)

5. Nordila Safiyya binti Mohd Ropi (305188)

6. Hanis Nadiah binti Mohd Rosdi (304730)

7. Nik Nor Syaza Ainaa Binti Nik Nor Azaha (307923)

1. Enhances Cross-Functional Collaboration

Watson Assistant integrates data across sales, operations, technical support, and customer service, ensuring all departments stay aligned and provide consistent responses to customers.

2. Supports Cross-Unit Coordination

By collecting customer satisfaction data, Watson Assistant helps firms align incentives across teams so that everyone works together to improve customer experience.

3. Improves Documentation and Knowledge Sharing

Watson Assistant uses a centralized knowledge base, enabling firms to document solutions, maintain accuracy, and deliver consistent, high-quality answers.

4. Provides Clear and Standardized Processes

Structured conversation flows and routing rules guide employees when handling inquiries, promoting efficient, accurate, and coordinated service delivery.

5. Multi-Channel Support

Watson Assistant can be deployed on websites, mobile apps, messaging platforms, and call centers, allowing customers to access support anytime and anywhere.

Group 3

Yin Kah Chun (303642)

Yeong Pei Ting (304295)

Lee Ming Yang (304416)

Chan Chong Han (304558)

Loy Xin Chee (304690)

Ng Yee Wen (304694)

Tan Jia Sheng (305223)

- Instantly It acts as a 24/7 digital worker that automatically handles simple, repetitive tasks like resetting passwords or checking business hours, so customers get immediate help.

2. Helps Staff Work Faster

- When a human employee is helping a customer, Watson "listens" and suggests the best answers or documents on the employee's screen, saving them search time.

3. Connects to Humans Without Repetition

- If a problem is too hard for the AI, it transfers the customer to a human agent. It also sends the full chat history so the customer doesn't have to explain the issue twice.

4. Works on Every Device

- It provides the same accurate answers whether a customer asks via a phone call, text message, website chat, or social media app.

5. Gives Personalized Help

- It connects to company records to recognize customers. This lets it give specific answers based on the customer's actual account details or order history.

GROUP MEMBERS:

1. AUNI BATRISYA BINTI SAIFUL BAHRI (305458)

2. NURKHAIRINA SOFEA BINTI MUHAMAD KHIDIR (305457)

3. ⁠NUR ALISYA ADRIANA BINTI FADZIL AZRI (304989)

4. ⁠NUR FADZLIN BINTI BAHRUDDIN (305260)

5. ⁠SYAZWINA SYAFIQAH BINTI MOHD SYAMSURI (304984)

6. ANGGRIANA LIAN ARIMBI BINTI WAGI SUSANTO (305488)

7. ⁠FARAHDINI BINTI SUPARDI (305123)

Watson Assistant can be deployed as a chatbot or voice agent to handle high volumes of routine customer inquiries, such as password resets, order status checks, or FAQs instantaneously at any time of day. This eliminates wait times for customers and resolves common issues without needing human intervention.

2. Intelligent Routing and Triage.

The AI analyzes the intent and sentiment behind a customer's inquiry to determine the nature and urgency of the request. It can then automatically route the customer to the most appropriate human agent or department , ensuring the inquiry is handled by the right expert on the first try.

3. Seamless Human Agent Handoff with Context.

When a query is too complex for the AI to resolve, Watson Assistant can transfer the conversation to a live human agent. Crucially, it passes along the full conversation history and context, so the customer does not have to repeat their problem, allowing the agent to pick up exactly where the AI left off for a faster resolution.

4. Agent Assist (Real-Time Agent Support).

For inquiries handled by human agents, Watson Assistant can work in the background (whisper mode) and listen to the conversation and instantly surface relevant information, documents, or suggested answers to the agent. This reduces the time agents spend searching for information and helps them provide accurate, consistent responses more quickly.

5. Omnichannel Consistency.

Watson Assistant allows a firm to provide the same consistent and accurate answers across all communication channels by whether the customer is asking via the company website, a mobile app, SMS, messaging platforms (like WhatsApp) or over the phone. This ensures efficiently managed inquiries regardless of the device or platform the customer chooses.

GROUP 8

1. MUHAMMAD ZAMRI BIN MOHAMAD (285167)

2. LEE POH FANG (299561)

3. ⁠AARON TAN WEI HONG (303903)

4. CHONG MEI KEE (305865)

5. ZOE YAP KAR YAN (306298)

6. CHIEW ZHAN HONG (306273)

7. TAN CHING WEI (306330)

By learning from previous interactions, preferences, and behavioral data, Watson Assistant can tailor responses to individual customers. It can recommend products, remind customers of renewals, offer personalized troubleshooting, or escalate urgent issues. Personalization increases service value and strengthens long-term B2B relationships.

2. Consistent, Accurate Answers Across Channels and Languages

Watson Assistant uses advanced Natural Language Processing (NLP) to understand customer questions across different communication channels such as chat, voice, SMS, and social media. This allows it to provide consistent and accurate responses no matter how the question is phrased. It also supports multiple languages and regional contexts, enabling businesses operating in multilingual or international markets to deliver equal, reliable support to all customers.

3. Data Collection and Service Improvement Insights

Watson Assistant records and analyzes customer interactions to identify common issues, emerging trends, and service gaps. Businesses can leverage these insights to improve products, optimize customer service processes, and update frequently asked questions, thereby continuously improving customer support performance. It also helps management make data-driven decisions and proactively prevent future customer issues from recurring.

4. Automated Handling of High-Volume Inquiries

Watson Assistant can handle thousands of customer questions at the same time, even during busy periods like new product launches or festive seasons. It can automatically answer common questions such as billing, delivery tracking, password resets, and simple troubleshooting. This reduces waiting time and stops the support team from being overwhelmed. If a question is too difficult, the assistant can pass the customer to a human agent and share the conversation details. This helps the company work more efficiently, save costs, and keep service quality high even when many customers need help.

5.Cost Efficiency

Watson Assistant helps firms significantly reduce operational costs by automating a large volume of customer inquiries that would otherwise require human agents. By handling routine questions such as product details, order updates, billing inquiries, and troubleshooting,Watson minimizes the need for a large customer support workforce. This allows the company to allocate human agents only to complex or high-value issues. Over time, the firm saves on staffing, training, and overtime costs while still maintaining fast, consistent service. Additionally, the ability to operate 24/7 without additional expenses further increases overall cost efficiency.

Nur Asfa Asna Binti Azhar (303891)

Fatin Nazihah Binti Norhasmy (303755)

Tan Jia Hui (303624)

Cheng Win-Hwei (303720)

Lau Yian Hoong (308048)

Muhammad Muaz Bin Mohammed (303658)

Mohamad Muhaimin Bin Mohd Redza (303607)

FIVE (5) ways Watson Assistant Solutions can be used by a firm to respond efficiently to customer inquiries

1. Automated 24/7 Customer Support

IBM Watson Assistant can be used to deliver automated customer service at any time of the day without the need for human staff. The chatbot can answer frequently asked questions (FAQs) such as order status, product prices, return policies, and operating hours quickly and accurately. This reduces waiting time and improves customer satisfaction.

2. Natural Language Understanding (NLU) to Interpret Customer Questions

Watson Assistant uses artificial intelligence that understands natural human language. This allows the system to interpret the real meaning behind a customer’s question even when it is written in different styles. As a result, firms can provide more accurate and relevant answers without miscommunication.

3. Seamless Omnichannel Support (Website, App, WhatsApp & Social Media)

Watson Assistant can be integrated into multiple platforms such as websites, mobile apps, WhatsApp, Facebook Messenger, or call center systems. Customers can ask questions through any channel, and the system will still provide consistent responses. This makes it easier for companies to manage customer interactions from a single system.

4. Escalation to Human Agents When Necessary

When a customer inquiry is too complex, Watson Assistant can identify the need for human support and smoothly transfer the case to a live agent. The system can also provide a summary of the issue before transferring, allowing the staff to resolve the problem more quickly. This speeds up the overall problem-solving process.

5. Personalized Responses Based on Customer Data

Watson Assistant can be connected to internal systems such as CRM, customer databases, or purchase history. This enables the chatbot to provide personalized responses such as account status, recent orders, relevant promotions, or product recommendations. This makes communication more effective and enhances the customer experience.

TEAM MEMBER (6)

1.IKHSAN MUSTAQEEM BIN IZMAN (296804)

2.NUR ELLESYA BINTI ABDULLAH SANI

(296853)

3.NURUL JANNAH BINTI ZOLKPLI (299014)

4.NUR IRDINA BINTI KHAMARUNZAMAN

(298966)

5.SHAFIZAH BINTI SABRI (299194)

6.MUHAMMAD AIRIL AZFAR BIN MOHAMAD

SAHRAN (307459)

7.AINA SYAKINA BINTI MOHAMAD

SAMUDIN(299656)

- Watson Assistant can be deployed across multiple channels (website chat, mobile apps, SMS, social media like WhatsApp/Facebook Messenger, and voice interfaces) to provide instant, round-the-clock support.

2. Using the IBM watsonx Orchestrate solution to automate repetitive tasks

- undertaken by employees such as customer service representatives, project managers and accountants. The workstreams they have started optimizing include customer onboarding, project management and expense reporting.Watsonx Orchestrate has helped the team automate the many steps in these lengthy and error-prone processes that are critical to the business.

3. AI-Powered FAQ and Knowledge Base Integration

- Watson Assistant can be trained on a company’s existing FAQs and manuals, so customers get accurate and consistent answers to common questions right away. This reduces frustration and ensures that even routine inquiries are handled smoothly.

4. Intelligent Issue Classification and Ticket Routing

• Watson Assistant can automatically analyse the customer’s message, identify the type of issue (billing, technical support, product inquiry, complaints), and route it to the correct department or human agent if necessary. This reduces manual sorting, shortens response time, and ensures customers are connected to the right support team without repeating their issues.

5. Proactive Customer Engagement and Lead Qualification

• Instead of only reacting to inquiries, the Watson Assistant on a firm's website or app can be configured to proactively initiate conversations based on user behavior. For example, if a user is lingering on a pricing or technical specification page.

Group members:

1. APRILLIA ANGGRAENI (303208)

2. NURUL HUSNA SUHADA BINTI ROSHIKIN 307751

3. FARAH ELIESYA BINTI LOCKMAN 307835

4. ⁠MUHAMMAD YAFIQ AIMAN BIN MOHD YUSOF 307806

5. ⁠NUR HAIFAA BINTI MOHAMAD HASHIM 307879

6. ⁠NURUL SYAZLIYANA BINTI MUHAMAD TARZIZI 307590

7. ⁠NURIN ADIBAH BT KHATTA 296759

1. 24/7 Automated Customer Support (Self-Service)

Watson Assistant can serve as a virtual assistant on a company’s website, mobile app, or other channels giving customers immediate responses any time of day, even outside business hours.

This reduces the need to staff support around the clock, lowering labor costs while ensuring customers always have access to help.

2. Instant Answers to Common Inquiries (FAQ or Simple Requests)

Many customer questions are repetitive account status, order status, product information, basic troubleshooting, etc. Watson Assistant can handle those automatically, responding quickly without human intervention.

This reduces customer wait times significantly and frees human agents to focus on more complex or high value issues.

3. Seamless Multi-Channel & Multilingual Support

Watson Assistant can be embedded across multiple channels: web chat, mobile, SMS, voice which is phone, social-media messaging. This lets customers reach out via their preferred channel.

Also, the system supports multiple languages and understands natural language making it useful for companies operating in multilingual or global markets.

4. “Agent Assist” Helping Human Agents Respond Faster When Needed

In cases where a customer’s question is complex or requires human intervention, Watson Assistant can support human agents by providing relevant information fast.For example it can surface relevant knowledge base articles or previous interactions.

This improves human agent efficiency, reduces resolution time, and ensures consistency and accuracy of responses.

5. Integration with Backend Systems Enabling Personalized, Contextual Responses

Watson Assistant can integrate with a company’s CRM, billing, order, or other business systems. That allows the assistant to give personalized answers: e.g. actual account balance, order status, delivery tracking, policy information, etc.

For example, in financial services or banking customers can ask about their account balances, transactions or loan status. In e-commerce, customers can check order statuses, returns, or shipping.

In your group, watch this video on Amazon Supply Chain and answer these questions.

1. Based on the video, explain how an effective supply chain can create a strong competitive advantage for the firms involved in it.

   
   

2. Describe strategies that company can adopt to ensure a resilient supply chain.

   
   

Your group can read through Chapter 11 Supply Chain Management to understand and answer.

Reading Link: https://ng.cengage.com/static/nb/ui/evo/index.html?eISBN=9780357907740&id=2598499088&snapshotId=4862032&

Please submit before 5pm today. All the best!

1. How an Effective Supply Chain Creates Competitive Advantage

1. Better control over logistics

An effective supply chain allows firms to control how goods are transported and delivered. In the video, Amazon controls its own ships, containers, and cargo planes instead of relying fully on third-party logistics providers.For instance, When ports were congested, Amazon could still move goods using its own ships, while other retailers faced delays.

2. Reduced risk from supply chain disruptions

Effective supply chains reduce dependency on external parties. Amazon secured its own containers during global shortages.While many companies ran out of stock due to container shortages, Amazon continued selling products without major disruption.

3. Lower long-term operating costs

Although initial investment is high, an efficient supply chain reduces long-term costs. Owning logistics assets helps Amazon avoid high spot shipping rates. Where Amazon can keep delivery costs lower than competitors that must pay expensive third-party shipping fees.

4.Ability to respond quickly to demand changes

A flexible supply chain allows firms to adjust capacity based on demand. Amazon can shift goods quickly during peak seasons.During major sales events, Amazon increases air freight usage to meet sudden spikes in customer orders.

2. Strategies to Ensure a Resilient Supply Chain

1. Diversify suppliers and sourcing locations

Companies should source from multiple suppliers to reduce risk.For example, A retailer sourcing products from China and Malaysia can continue operations if one country faces lockdowns.

2. Maintain safety stock and backup resources

Holding buffer inventory helps firms handle unexpected disruptions.For example, Supermarkets keep extra stock of essential goods to prevent shortages during supply delays.

3. Use technology for real-time visibility

Technology helps firms track inventory and shipments in real time. For instance, Using tracking systems allows companies to reroute shipments when delays are detected.

4.5. Adopt flexible transportation options

Using multiple transport modes increases resilience. Where, Amazon uses both ships and planes, allowing it to switch modes when one route is congested.

Group Members :

1. AUNI BATRISYA BINTI SAIFUL BAHRI (305458)

2. NURKHAIRINA SOFEA BINTI MUHAMAD KHIDIR (305457)

3. ⁠NUR ALISYA ADRIANA BINTI FADZIL AZRI (304989)

4. ⁠NUR FADZLIN BINTI BAHRUDDIN (305260)

5. ⁠SYAZWINA SYAFIQAH BINTI MOHD SYAMSURI (304984)

6. ANGGRIANA LIAN ARIMBI BINTI WAGI SUSANTO (305488)

7. ⁠FARAHDINI BINTI SUPARDI (305123)

*a) Faster and More Reliable Delivery*

An effective supply chain allows a company to deliver products quickly and consistently. In the video, Amazon faced serious global supply chain disruptions, such as port congestion and container shortages. Instead of waiting for third-party logistics providers, Amazon used its own ships, planes, and containers. This helped Amazon move goods without major delays. Faster delivery improves customer satisfaction and strengthens customer trust. When customers know they can rely on a company to deliver on time, they are more likely to choose that company over competitors.

*b) Better Cost Control and Efficiency*

A well-managed supply chain helps companies control costs. Amazon operates on a very large scale and uses automation and advanced technology in its warehouses. By owning and controlling more parts of the supply chain, Amazon reduces dependency on external parties and avoids high logistics costs during disruptions. These cost savings allow Amazon to offer competitive prices and fast shipping, which gives the company a strong advantage in the market.

*c) Control Over the End-to-End Supply Chain Reduces Vulnerability*

A key source of competitive advantage is vertical integration and control across supply chain nodes. Amazon has invested tens of billions of dollars to control first-mile (manufacturing coordination and containers), middle-mile (ocean freight, ports, trucking, rail), and last-mile (warehouses and delivery). Because Amazon controls its own containers, chartered cargo vessels, air cargo fleet and warehouses and delivery network. It is less dependent on external logistics providers such as shipping lines, ports, UPS or USPS. This reduces exposure to congestion, labor shortages, and price shocks that severely affect competitors relying on shared infrastructure.

*2. ⁠Describe strategies that company can adopt to ensure a resilient supply chain.*

a) *Investing in Flexible Logistics Infrastructure*

Investing in flexible logistics infrastructure means designing a supply chain that can quickly adapt to disruptions, demand changes, and transportation constraints. Businesses no longer rely on a single mode of transport or a fixed warehouse layout, but instead build systems that can switch, reroute, or scale operations as needed.

b) Diversifying Suppliers and Sourcing Locations

Diversifying suppliers and sourcing locations reduces a company’s dependence on a single supplier, region, or country. By working with multiple suppliers across different geographic areas, firms can continue operations even if one supplier is affected by disruptions such as natural disasters, political instability, or trade restrictions. This strategy enhances supply continuity and minimizes the risk of production stoppages.

c) Leveraging Digital Technologies and Real-Time Data

The use of digital technologies such as supply chain management systems, Internet of Things (IoT), and data analytics enables companies to gain real-time visibility across their supply chain. Real-time data allows firms to monitor inventory levels, track shipments, and predict potential disruptions early. With better information, companies can make faster and more informed decisions, improving responsiveness and resilience.

d) Building Strategic Inventory Buffers and Safety Stock

Maintaining strategic inventory buffers or safety stock helps companies absorb shocks caused by sudden demand spikes or supply delays. Although holding extra inventory may increase carrying costs, it ensures that operations can continue during short-term disruptions. When combined with accurate demand forecasting, this approach balances cost efficiency with supply chain stability.

Nur Asfa Asna Binti Azhar (303891)

Fatin Nazihah Binti Norhasmy (303755)

Tan Jia Hui (303624)

Cheng Win-Hwei (303720)

Lau Yian Hoong (308048)

Muhammad Muaz Bin Mohammed (303658)

Mohamad Muhaimin Bin Mohd Redza (303607)

• Enables faster and more reliable delivery to customers

- Reduces dependency on third-party logistics providers

- Minimizes delays and supply chain disruptions

2. Describe strategies that company can adopt to ensure a resilient supply chain.

- Diversify transportation modes and suppliers

- ⁠Improve supply chain visibility and control

- Maintain flexibility to adjust routes and inventory

Name:

1. Muhammad Adam Haziq Bin Mohammad Shafiq (308100)

2. Nur Aqma Nabila (305882)

3. Nur Nasuha Saiyidah Binti Abdul Razak (305193)

4. ⁠Muhammad Zufayri Bin Zamrut (303742)

5. Nordila Safiyya binti Mohd Ropi (305188)

6. Hanis Nadiah binti mohd roshdi (304730)

7. Nik Nor Syaza Ainaa Binti Nik Nor Azaha (307923)

​

a. Vertical Integration: Owning logistics assets like ships, planes, and containers allows complete control over delivery speed and reliability, bypassing bottlenecks that delay competitors relying on third-party shippers.

b. Data-Driven Agility: Using real-time global data enables instant cost-saving decisions, such as switching specific shipments from ocean to air freight when market prices fluctuate.

c. Logistics as Revenue: transforming the supply chain from a cost center into a profit generator by selling excess shipping capacity on private fleets to other businesses.

​

2. Strategies to Ensure a Resilient Supply Chain

​

a. Multisourcing: Diversifying suppliers prevents reliance on a single source, ensuring production continues even if one partner faces disruption.

b. Inventory and Capacity Buffers: Maintaining safety stock and extra production capacity absorbs sudden spikes in demand or supply shortages.

c. Nearshoring: Moving manufacturing closer to the end market reduces transit times and minimizes exposure to global transportation risks.

GROUP 8

1. MUHAMMAD ZAMRI BIN MOHAMAD (285167)

2. LEE POH FANG (299561)

3. ⁠AARON TAN WEI HONG (303903)

4. CHONG MEI KEE (305865)

5. ZOE YAP KAR YAN (306298)

6. CHIEW ZHAN HONG (306273)

7. TAN CHING WEI (306330)

Having a really good supply chain is like a secret weapon for a business. Instead of just moving boxes around, it helps everyone involved work together perfectly. When a company manages its supply chain well, it hits four big goals: it stops wasting money on extra stuff, it speeds up how fast customers get their orders, it stays flexible enough to change plans quickly, and it keeps the cost of making each item low. Because they are faster and cheaper than the competition, they end up winning more customers. Basically, if you can get a better product to a person faster and for less money, you have a huge advantage.

How to Make a Supply Chain "Tough" (Resilience)

To make sure a supply chain doesn't break when something goes wrong (like a storm or a factory closing), companies use a few smart strategies. First, they don't just rely on one person; they use "multisourcing," which means buying parts from different suppliers so they have a backup. They also keep a "buffer," which is just a fancy word for keeping extra stock or space ready just in case. Another smart move is "nearshoring," which means moving factories closer to home so the shipping distance is shorter and safer. Finally, companies try to make their parts the same across different products. This way, if one part runs out, they can easily swap it for another. By doing all this, the company stays strong even when there are big problems in the world.

TEAM MEMBER 6

1. IKHSAN MUSTAQEEM BIN IZMAN (296804)

2. NUR ELLESYA BINTI ABDULLAH SANI (296853)

3. NURUL JANNAH BINTI ZOLKPLI (299014)

4. NUR IRDINA BINTI KHAMARUNZAMAN (298966)

5. SHAFIZAH BINTI SABRI (299194)

6. MUHAMMAD AIRIL AZFAR BIN MOHAMAD SHARAN (307459)

7. AINA SYAKINA BINTI MOHAMAD SAMUDIN (299656)

a) Gives stronger control over operations- Amazon uses its own ships, containers, and aircraft (less dependent on third parties).

b) Faster and more reliable delivery - Amazon meets demand while competitors face delays where it helps to build customer trust and repeat purchases.

c) Reduces costs -Investment in logistics helps avoid sudden shipping cost spikes and improves efficiency.

d) Improves resilience - Multiple transport options and quick decision-making keep operations running during disruptions.

e) Hard to imitate -Built over years with large investment and gain sustainable competitive advantage.

2. Strategies to Ensure a Resilient Supply Chain

a) Diversify suppliers and transport options which helps to reduce reliance on a single source.

b) Use technology and data analytics to forecast demand, monitor inventory, and spot potential risks early.

c) Build strong supplier or partner relationships for a better communication, trust, and collaboration during disruptions.

d) Maintain buffer inventory or safety stock to ensure continue operations if supply is delayed or demand spikes.

e) Invest in internal logistics and flexible infrastructure helps to adjust quickly to changing conditions and stay competitive. GROUP 3:
CHAN CHONG HAN (304558)
LOY XIN CHEE (304690)
NG YEE WEN (304694)
YEONG PEI TING (304295)
YIN KAH CHUN (303642)
LEE MING YANG (304416)
TAN JIA SHENG (305223)

1. Muhammad Iqzham Bin Adnan (304561)

2. Nurin Nazifa binti Mohamed Zain (304126)

3. ⁠Nur Balqis binti Tazali (306384)b

4. ⁠Nurul Adwa Liyana binti Abd Jalil (308214)

5. ⁠Raynu a/p Soom Chat (296722)

6. Deishiga A/P Devendran (305973)

7. Siti Raudhah Busyra Binti Aman (303888)

1.Based on the video, explain how an effective supply chain can create a strong competitive advantage for the firms involved in it .

Faster Delivery Speed: By managing its own logistics, a firm can deliver products to customers much quicker than competitors who rely on external shipping companies.

Lower Operating Costs : Owning transportation assets like ships and trucks reduces the need to pay expensive middleman fees and service charges.

Better Product Availability: A strong supply chain ensures that popular items remain in stock, even when there are global shortages or disruptions.

Greater Flexibility: Having real-time data allows a company to quickly switch between different transport methods (like air or sea) to find the most efficient route.

Superior Reliability: Controlling the entire process from the factory to the customer's door makes the brand more trustworthy in the eyes of the consumer.

2. Describe strategies that company can adopt to ensure a resilient supply chain.

Direct Asset Ownership: Investing in private fleets of planes, ships, and trucks ensures the company isn't stranded when third-party carriers are full.

Manufacturing Own Equipment: Producing your own shipping containers or tools prevents delays caused by global equipment shortages.

Diversifying Transport Modes: Using a combination of air, sea, and land transport helps bypass specific bottlenecks, such as congested shipping ports.

Localized Warehousing: Placing fulfillment centers and warehouses closer to major cities ensures that "last-mile" delivery is not affected by long-distance travel issues.

Workforce Investment: Providing better pay and bonuses ensures a steady supply of workers, such as truck drivers and warehouse staff, to keep operations running.

End-to-End Control: Overseeing every step of the journey allows a firm to identify and fix problems immediately before they cause a major breakdown.

• An effective supply chain allows a company to deliver products faster and more reliably to customers.

• Amazon demonstrates this by using advanced warehouses, technology, and its own delivery system.

• These systems ensure orders reach customers on time, even during supply chain disruptions.

2. Strategies to ensure a resilient supply chain

a) Asset Ownership (Insourcing)

• Companies can reduce dependency on the open market by owning critical assets.

• Amazon owned its own shipping containers (between 5,000 to 10,000 units) instead of renting them.

• This ensured constant availability of containers even during global shortages.

b) Diversification of Entry Points

• Resilient companies avoid relying on only one major port or hub.

• Amazon increased its number of ports of entry to avoid congested ports like Los Angeles and Long Beach.

• This allowed access to less busy routes, reducing delays.

Group Members:

1. APRILLIA ANGGRAENI (303208)

2. NURUL HUSNA SUHADA BINTI ROSHIKIN 307751

3. FARAH ELIESYA BINTI LOCKMAN 307835

4. ⁠MUHAMMAD YAFIQ AIMAN BIN MOHD YUSOF 307806

5. ⁠NUR HAIFAA BINTI MOHAMAD HASHIM 307879

6. ⁠NURUL SYAZLIYANA BINTI MUHAMAD TARZIZI 307590

7. ⁠NURIN ADIBAH BT KHATTA 296759

1. Provide an evaluation of what sets the website apart from others?

2. Considering the digital-first B2B customer, what changes you might propose to attract more digital-first customer?

3. M3 Glass plans on developing reinforcing their own advertising efforts, suggest the decision stages for developing B2B advertising program the company need to consider.

Please submit your answers latest today before 5PM.

All the best!

The website clearly explains many customization options for its glass products, such as different sizes, colors, finishes, and glass types. Customers can see that the products are not standard but made to fit specific needs. This helps users understand what choices are available before contacting the company. The explanations are simple and easy to follow. This makes the website more helpful and customer-friendly.

2. Considering the digital-first B2B customer, what changes you might propose to attract more digital-first customer?

1. Improve the Company Website

Digital-first customers usually start online. M3 Glass should:

Have a clean, mobile-friendly website

Clearly explain products, specifications, certifications, and uses

Include clear “Contact Us” or “Request a Quote” buttons

A professional website builds trust.

2. Use Strong Digital Content

M3 Glass should share useful online content such as:

Product videos and installation guides

Case studies of past projects

Simple brochures or spec sheets for download

This helps customers understand the product without needing face-to-face meetings.

3. Be Active on Professional Platforms

To reach decision-makers, M3 Glass should focus on:

LinkedIn for company updates and project showcases

Industry forums or B2B platforms

This increases visibility among business buyers.

4. Use Online Lead Generation Tools

Digital-first customers prefer fast responses. M3 Glass can:

Add online inquiry forms

Use email responses or chat tools

Provide quick quotation or consultation options

Speed improves customer experience.

5. Use Digital Advertising

Instead of only traditional ads, M3 Glass can:

Run targeted ads on LinkedIn or Google

Focus ads on specific industries or job roles

This ensures ads reach the right audience.

6. Use Data to Improve Marketing

M3 Glass should track:

Website visits

Clicks and inquiries

Customer interests

This data helps improve future digital marketing efforts.

Conclusion

By focusing on strong online presence, useful digital content, fast communication, and targeted digital ads, M3 Glass can better attract and serve digital-first B2B customers while staying competitive in the modern market

3. M3 Glass plans on developing reinforcing their own advertising efforts, suggest the decision stages for developing B2B advertising program the company need to consider.

1. Set Clear Advertising Goals

First, M3 Glass must decide what they want to achieve through advertising, such as:

Letting more businesses know about M3 Glass

Getting inquiries or leads from potential clients

Supporting the sales team

Clear goals help guide the whole advertising plan.

2. Know the Target Customers

M3 Glass needs to identify who they want to reach, for example:

Construction companies

Developers

Architects

They should understand what these customers care about, such as price, quality, and safety.

3. Decide the Message

Next, M3 Glass decides what to say in their ads. The message should:

Explain product benefits clearly

Highlight quality, strength, and reliability

Be simple, professional, and factual

4. Choose Advertising Channels

M3 Glass must choose where to advertise, such as:

Industry magazines

LinkedIn or business websites

Trade shows and exhibitions

The channels should match where business customers usually look for information.

5. Decide the Budget

The company then decides how much money to spend on advertising.

B2B advertising usually focuses on fewer but more targeted platforms.

6. Run the Advertising Campaign

M3 Glass creates and runs the advertisements by:

Designing ads

Posting or publishing them

Coordinating with the sales team

7. Check Results

Finally, M3 Glass reviews how well the advertising worked, such as:

Number of inquiries

New business leads

Feedback from customers and sales staff

Nur Asfa Asna Binti Azhar (303891)

Fatin Nazihah Binti Norhasmy (303755)

Tan Jia Hui (303624)

Cheng Win-Hwei (303720)

Lau

Yian Hoong (308048)

Muhammad Muaz Bin Mohammed (303658)

Mohamad Muhaimin Bin Mohd Redza (303607)

1. Evaluation of What Sets the Website Apart

The M3 Glass Technologies website stands out from many industrial and B2B manufacturing websites due to its strong focus on visual storytelling, customization, and user experience. Unlike traditional B2B sites that rely heavily on text and technical jargon, the M3 Glass website uses high-quality images, clean layouts, and intuitive navigation to immediately communicate professionalism and product quality. This visual emphasis is particularly important for architectural and design-focused customers who need to visualize how glass products will appear in real spaces.

Another distinguishing feature is the website’s emphasis on customization and capabilities rather than just products. M3 Glass clearly explains its advanced fabrication techniques, digital ceramic printing, and design flexibility. This positions the company as a solutions provider rather than a simple glass manufacturer. The inclusion of interactive design elements and detailed product pages helps customers understand what is possible, which supports informed decision-making early in the buying journey.

In addition, the website provides educational content and design support resources, reinforcing M3 Glass’s role as a partner to architects, designers, and specifiers. The site communicates end-to-end support, from concept development to fabrication, which builds trust and credibility among professional B2B buyers who manage complex projects and timelines.

⸻

2. Proposed Changes to Attract More Digital-First B2B Customers

To better attract and convert digital-first B2B customers, M3 Glass could further enhance self-service and data-driven features on its website. While the current site is visually engaging, digital-first buyers increasingly expect faster access to technical details, pricing guidance, and downloadable resources without needing direct sales contact.

One proposed improvement is the addition of an advanced product configurator that allows users to customize glass specifications and receive indicative pricing or instant downloadable specification sheets. This would support architects and procurement teams who need quick inputs for budgeting and proposal preparation. Including more detailed case studies with measurable outcomes, such as project scale, application type, and performance benefits, would also strengthen credibility during the evaluation stage.

Improving search engine optimization and expanding content marketing, such as blogs or technical insights related to architectural glass trends, could help attract new digital traffic organically. Furthermore, optimizing the website for mobile and tablet users is essential, as many professionals browse project inspiration and technical references on-the-go. Adding live chat or AI-assisted support for technical questions would further align the site with digital-first expectations by reducing response time and friction in the inquiry process.

⸻

3. Decision Stages for Developing a B2B Advertising Program

When developing a B2B advertising program, M3 Glass Technologies should consider the structured decision stages of the B2B customer journey. The first stage is awareness, where the goal is to introduce the brand and its capabilities to potential customers. Advertising at this stage should focus on brand visibility through industry publications, LinkedIn campaigns, trade media, and educational content that highlights innovation, customization, and design expertise.

The second stage is consideration, where potential customers actively compare suppliers and solutions. Advertising efforts here should focus on reinforcing M3 Glass’s value proposition through retargeted ads, promoted case studies, technical content, webinars, and project showcases. Messaging should emphasize differentiation, such as advanced printing technology, design flexibility, and comprehensive project support.

The third stage is the decision stage, where customers are ready to engage with suppliers and request quotes. Advertising should be more direct and conversion-focused, using search engine marketing, lead generation ads, and clear calls to action such as “Request a Quote” or “Schedule a Consultation.” At this stage, messaging should highlight reliability, timelines, expertise, and proven results.

Finally, the retention and advocacy stage focuses on maintaining relationships with existing customers and encouraging repeat business. Advertising and communication efforts can include newsletters, new product announcements, client success stories, and targeted promotions. This stage helps strengthen long-term partnerships and turns satisfied customers into brand advocates

Group 6:

1.IKHSAN MUSTAQEEM BIN IZMAN (296804)

2.NUR ELLESYA BINTI ABDULLAH SANI

(296853)

3.NURUL JANNAH BINTI ZOLKPLI (299014)

4.NUR IRDINA BINTI KHAMARUNZAMAN

(298966)

5.SHAFIZAH BINTI SABRI (299194)

6.MUHAMMAD AIRIL AZFAR BIN MOHAMAD

SAHRAN (307459)

7.AINA SYAKINA BINTI MOHAMAD

SAMUDIN(299656)

Evaluation of M3 Glass Technologies Website M3 Glass Technologies stands out by effectively serving as a buyer enablement tool rather than just a digital brochure. The site features an interactive "Design Wizard" that acts as a product configurator, allowing designers to visualize and customize solutions, which directly meets the modern buyer's demand for self-service tools. Furthermore, it provides a "clean look" with easy navigation to deep technical specifications, fulfilling the objective of clearly describing the firm's expertise and value proposition to procurement professionals.

2. Considering the digital-first B2B customer, what changes you might propose to attract more digital-first customer?

Proposed Changes for the Digital-First Customer To better attract digital-first customers, M3 should implement real-time interaction tools like chatbots, as buyers now expect immediate responses across multiple channels. Since millennials make up nearly half of B2B decision-makers, adding dynamic video content such as virtual plant tours would effectively demonstrate expertise and build trust. Additionally, incorporating instant price estimators would allow buyers to shortcut the evaluation process, addressing the critical need for efficiency during the research stage.

3. M3 Glass plans on developing reinforcing their own advertising efforts, suggest the decision stages for developing B2B advertising program the company need to consider.

Decision stages for developing B2B advertising program M3, must follow five sequential stages:

1. Set Advertising Objectives that are SMART and clearly define the target audience.

2. Determine the Budget using the "Objective-Task Method" to align costs with specific goals rather than arbitrary rules of thumb.  

3. Develop the Message by focusing on customer benefits rather than just product features.

4. Select the Media by utilizing a mix of digital search, social media, and vertical publications to reach decision-makers.

5. Evaluate Advertising Effectiveness by measuring how well the campaign met its objectives through web metrics and impact on purchase decisions.

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1. AUNI BATRISYA BINTI SAIFUL BAHRI (305458)

2. NURKHAIRINA SOFEA BINTI MUHAMAD KHIDIR (305457)

3. ⁠NUR ALISYA ADRIANA BINTI FADZIL AZRI (304989)

4. ⁠NUR FADZLIN BINTI BAHRUDDIN (305260)

5. ⁠SYAZWINA SYAFIQAH BINTI MOHD SYAMSURI (304984)

6. ANGGRIANA LIAN ARIMBI BINTI WAGI SUSANTO (305488)

7. ⁠FARAHDINI BINTI SUPARDI (305123)

The M3 Glass Technologies website stands out because it focuses heavily on solving the customer's problem rather than just listing products. It effectively meets the major objectives of a B2B website by clearly describing the company's unique expertise—specifically their ability to hold tighter tolerances than the industry standard—which sets them apart from competitors. The site uses a clean, uncluttered look that makes it easy for visitors to navigate and find exactly what they need, whether it's for flooring or branding. Additionally, they use high-quality images of finished projects that act like visual testimonials; this builds trust and peace of mind for potential buyers by proving their capabilities in the real world. Finally, the site encourages visitors to take the next step with clear invitations to request samples or get design assistance, which is essential for converting a casual visitor into a real business lead.

2. Proposals for the "Digital-First" Customer

To attract more digital-first customers—who often complete most of their decision-making before ever talking to a salesperson—M3 Glass should focus on "buyer enablement," which means giving buyers the tools to do their jobs independently. Since empowered buyers increasingly demand real-time digital interactions, M3 could upgrade their website to include a self-service price calculator or a more advanced 3D product configurator. This would allow architects and designers to compare options and configure products for their specific applications instantly, without waiting for a callback. By providing this kind of rich, accessible content during the research phase, M3 ensures they are visible and helpful exactly when the buyer is looking for a solution.

3. Decision Stages for Developing a B2B Advertising Program

If M3 Glass wants to reinforce its advertising, it needs to follow a structured five-stage process to ensure the money is well spent. First, they must set clear objectives and define their target audience, such as aiming to increase awareness among specific architects or interior designers. Next, rather than just guessing a budget, they should use the "objective-task method," where they calculate exactly how much it costs to perform the specific tasks needed to reach those goals. The third step is developing the message; this is critical because business buyers purchase benefits, not just features, so the ads should explain how M3's glass solves problems or saves money. Fourth, they need to select the right media mix, likely combining digital platforms like LinkedIn with specific industry publications (vertical publications) that reach everyone in the trade. Finally, they must evaluate effectiveness by tracking whether the ads actually drove people to the website to take a desired action, like downloading a brochure or requesting a quote.

GROUP 8

1. MUHAMMAD ZAMRI BIN MOHAMAD (285167)

2. LEE POH FANG (299561)

3. ⁠AARON TAN WEI HONG (303903)

4. CHONG MEI KEE (305865)

5. ZOE YAP KAR YAN (306298)

6. CHIEW ZHAN HONG (306273)

7. TAN CHING WEI (306330)

-From a B2B customer decision journey perspective, the M3 Glass website effectively supports key decision stages. At the information search stage, the site clearly presents its custom glass products, making it easy for buyers to identify relevant solutions. During the evaluation stage, rich visuals, customization details, and interactive design tools help reduce buyer uncertainty and support comparison. The website also builds trust and long-term relationships by emphasizing design assistance and technical expertise, which is important in B2B markets.

2. Changes to Attract Digital-First B2B Customers

-For digital-first B2B buyers, M3 Glass could strengthen its support at each decision stage. At the information search stage, self-service tools such as instant quotes and downloadable technical files would improve convenience. During evaluation, role-based content for architects and contractors would better address multiple decision makers. At the purchase stage, live chat or AI assistance could reduce delays and speed up decision making.

3. Decision Stages for a B2B Advertising Program

-M3 Glass’s B2B advertising should align with the organizational buying decision process. Advertising should first create awareness and problem recognition, then support information search with educational content. During evaluation, ads should highlight differentiation and case studies. At the purchase stage, strong calls-to-action should encourage quotation or consultation requests. Finally, post-purchase advertising should focus on relationship building and repeat business.

1. Muhammad Adam Haziq Bin Mohammad Shafiq (308100)

2. Nur Aqma Nabila (305882)

3. Nur Nasuha Saiyidah Binti Abdul Razak (305193)

4. ⁠Muhammad Zufayri Bin Zamrut (303742)

5. Nordila Safiyya binti Mohd Ropi (305188)

6. Hanis Nadiah binti mohd roshdi (304730)

7. Nik Nor Syaza Ainaa Binti Nik Nor Azaha (307923)

a. Clear Product and Capability Segmentation

The site is highly organized, with distinct sections for Glass Products (e.g., walls, railings, doors, flooring) and Glass Types (e.g., MPrint, Switchable, Painted) as well as Capabilities (e.g., design assistance, quality, cutting & finishing). This structure helps B2B visitors find detailed information without navigating through overly generalized pages. M3 Glass

b. Strong Emphasis on Customization

M3 emphasizes that products can be customized in size, color, finish, and digital printing (720 dpi), which appeals to architects, designers, and project managers who need tailored solutions rather than off-the-shelf products. M3 Glass

c. Visibility of Design Support and Assistance

The site prominently features design specification assistance, positioning the company not just as a manufacturer but as a partner in the design process. This consultative approach is a differentiator in industrial B2B contexts.

2. Considering the digital-first B2B customer, what changes you might propose to attract more digital-first customer?

While the site is strong, digital-first B2B buyers (e.g., architects, specifiers, engineers) increasingly expect enhanced digital engagement. Proposed changes include:

a. Interactive Product Configurator

Although a design tool link currently exists (e.g., Try Our Design Interactive Tool), expanding this into a more fully featured configurator with real-time visualization and pricing could boost engagement and lead capture. This aligns with trends in digital B2B self-service purchasing. M3 Glass

b. Technical Specification Downloads

Include downloadable CAD/BIM files, technical datasheets, safety certifications, and installation guides linked directly from the product pages. These are high-value assets for digital-first buyers who specify products via digital tools.

c. Case Studies and Project Galleries

Add rich media case studies that showcase real installations with specifications, challenges, and solutions. Featuring architect testimonials increases credibility and relevance for prospective clients.

3. M3 Glass plans on developing reinforcing their own advertising efforts, suggest the decision stages for developing B2B advertising program the company need to consider.

To strengthen advertising efforts, M3 Glass should follow a structured decision journey aligned with B2B marketing best practices:

a. Market and Customer Segmentation

• Define target segments (e.g., architects, general contractors, interior designers, facility managers).

• Map purchase drivers for each segment (aesthetics, performance specs, compliance, lead time).

b. Value Proposition and Messaging Development

• Craft segment-specific messaging that emphasizes unique benefits such as precision tolerances, customization, quality control, and design support. M3 Glass

c. Channel Strategy

• Choose channels based on where customers consume research content:

  • LinkedIn and trade publications for professional engagement.

  • Industry events and digital trade shows with targeted ads.

  • Search and display campaigns targeting specification queries.

d. Creative and Content Development

• Develop advertising creatives that demonstrate product use cases, technical strengths, and customer success stories.

• Use rich formats (video, animations showing glass customization, virtual walkthroughs).

e. Attribution and Measurement Framework

• Set KPIs (e.g., lead quality, RFQ submissions, time to quote).

• Implement tracking tools to measure user behavior sourced from ads.

f. Budget Allocation and Testing

• Begin with pilot campaigns to identify high-ROI channels.

• Use A/B testing for creatives, offers (e.g., eBook downloads vs RFQ).

g. Integration with Sales and CRM

• Ensure advertising leads feed directly into CRM with appropriate nurturing workflows.

• Align marketing and sales teams on follow-up protocols and scoring criteria.

h. Continuous Optimization

• Review campaign performance monthly/quarterly.

• Adjust targeting, messaging, and spend based on analytics.

1. Muhammad Iqzham Bin Adnan (304561)

2. Nurin Nazifa binti Mohamed Zain (304126)

3. ⁠Nur Balqis binti Tazali (306384)b

4. ⁠Nurul Adwa Liyana binti Abd Jalil (308214)

5. ⁠Raynu a/p Soom Chat (296722)

6. Deishiga A/P Devendran (305973)

7. Siti Raudhah Busyra Binti Aman (303888)

1. Muhammad Iqzham Bin Adnan (304561)

2. Nurin Nazifa binti Mohamed Zain (304126)

3. ⁠Nur Balqis binti Tazali (306384)

4. ⁠Nurul Adwa Liyana binti Abd Jalil (308214)

5. ⁠Raynu a/p Soom Chat (296722)

6. Deishiga A/P Devendran (305973)

7. Siti Raudhah Busyra Binti Aman (303888)

1. Provide an evaluation of what sets the website apart from others?

a. Clear Product and Capability Segmentation

The site is highly organized, with distinct sections for Glass Products (e.g., walls, railings, doors, flooring) and Glass Types (e.g., MPrint, Switchable, Painted) as well as Capabilities (e.g., design assistance, quality, cutting & finishing). This structure helps B2B visitors find detailed information without navigating through overly generalized pages.

b. Strong Emphasis on Customization

M3 emphasizes that products can be customized in size, color, finish, and digital printing (720 dpi), which appeals to architects, designers, and project managers who need tailored solutions rather than off-the-shelf products.

c. Visibility of Design Support and Assistance

The site prominently features design specification assistance, positioning the company not just as a manufacturer but as a partner in the design process. This consultative approach is a differentiator in industrial B2B contexts.

d. Resource Library and Technical Content

Providing eBooks, equipment lists, and other resources adds depth to the experience and supports buyers in research and specification. This content can shorten the sales cycle by educating customers before direct engagement.

2. Considering the digital-first B2B customer, what changes you might propose to attract more digital-first customer?

While the site is strong, digital-first B2B buyers (e.g., architects, specifiers, engineers) increasingly expect enhanced digital engagement. Proposed changes include:

a. Interactive Product Configurator

Although a design tool link currently exists (e.g., Try Our Design Interactive Tool), expanding this into a more fully featured configurator with real-time visualization and pricing could boost engagement and lead capture. This aligns with trends in digital B2B self-service purchasing. M3 Glass

b. Technical Specification Downloads

Include downloadable CAD/BIM files, technical datasheets, safety certifications, and installation guides linked directly from the product pages. These are high-value assets for digital-first buyers who specify products via digital tools.

c. Case Studies and Project Galleries

Add rich media case studies that showcase real installations with specifications, challenges, and solutions. Featuring architect testimonials increases credibility and relevance for prospective clients.

d. Enhanced Personalization and Segmentation

Use forms that segment visitors by industry (e.g., commercial, hospitality, healthcare) and direct them to relevant product sets or resources. Personalized content delivery improves conversion rates.

3. M3 Glass plans on developing reinforcing their own advertising efforts, suggest the decision stages for developing B2B advertising program the company need to consider.

To strengthen advertising efforts, M3 Glass should follow a structured decision journey aligned with B2B marketing best practices:

a. Market and Customer Segmentation

• Define target segments (e.g., architects, general contractors, interior designers, facility managers).

• Map purchase drivers for each segment (aesthetics, performance specs, compliance, lead time).

b. Value Proposition and Messaging Development

• Craft segment-specific messaging that emphasizes unique benefits such as precision tolerances, customization, quality control, and design support. M3 Glass

c. Channel Strategy

• Choose channels based on where customers consume research content:

  • LinkedIn and trade publications for professional engagement.

  • Industry events and digital trade shows with targeted ads.

  • Search and display campaigns targeting specification queries.

d. Creative and Content Development

• Develop advertising creatives that demonstrate product use cases, technical strengths, and customer success stories.

• Use rich formats (video, animations showing glass customization, virtual walkthroughs).

e. Attribution and Measurement Framework

• Set KPIs (e.g., lead quality, RFQ submissions, time to quote).

• Implement tracking tools to measure user behavior sourced from ads.

f. Budget Allocation and Testing

• Begin with pilot campaigns to identify high-ROI channels.

• Use A/B testing for creatives, offers (e.g., eBook downloads vs RFQ).

g. Integration with Sales and CRM

• Ensure advertising leads feed directly into CRM with appropriate nurturing workflows.

• Align marketing and sales teams on follow-up protocols and scoring criteria.

h. Continuous Optimization

• Review campaign performance monthly/quarterly.

• Adjust targeting, messaging, and spend based on analytics.

Strong Emphasize on Customization And capability. M3 provide customization which are different from other brand. For example, M3 can customize gabricated glass. M3 has a clear positioning around partnership. M3 not only positions itself as supplier but it emphasize on collaboration, design assistance and end to end involvement. The enforcement of partnership has make M3 being highly valued in B2B environment.

2. Considering the digital-first B2B customer, what changes you might propose to attract more digital-first customer?

To attract more first digital customer, M3 can stregthen the self service and tools. For example, M3 can provide an instant budget estimator for first digital buyer to calculate the budget before contacting sales. This will help in making decisions. Next, M3 can also personalize digital buyer journey. This include improvement in addresing each buyer persona unique pain point which will improve relevence and conversion. Lastly, M3 glass can also improve engagement by providing live chat with technical specialist and appointment for virtual consultatations. In a nutshell, all of this way can improve customer experience which can trigger first digital customer purchase

3. Stages in the decision making of building a B2B advertisement program.

Step 1: Specify specific advertisement goals (awareness, leads, product promotion)

Step 2: Determine and divide B2B target audiences.

Step 3: Establish effective value-based communication.

Step 4: Choose the appropriate advertising platforms (LinkedIn, Google Ads, industry media).

Step 5: Budget and resources are to be allocated strategically. (For instance, expected ROI and seasonal trends)

Step 6: Develop quality creative content and landing pages.

Step 7: Track performance and streamline campaigns on a regular basis.                        Stage 8: Feedback & Continuous Improvement

Group Members:

1. APRILLIA ANGGRAENI (303208)

2. NURUL HUSNA SUHADA BINTI ROSHIKIN 307751

3. FARAH ELIESYA BINTI LOCKMAN 307835

4. ⁠MUHAMMAD YAFIQ AIMAN BIN MOHD YUSOF 307806

5. ⁠NUR HAIFAA BINTI MOHAMAD HASHIM 307879

6. ⁠NURUL SYAZLIYANA BINTI MUHAMAD TARZIZI 307590

7. ⁠NURIN ADIBAH BT KHATTA 296759