COURSE NAME COURSE SEMESTER SECTION INSTRUCTOR

CODE
INTERNATIONAL BUSINESS BAGB2023 JANUARY 2024 MC-O13 NURMUNIRAH
BINTI AZMANI

NO. STUDENT NAME MATRIC SIGNATURE

NUMBER
1 HAREEN MUTHALIAR A/L SUNDRA MC230522649 Hareen
GANES
2 GUNALLAN JAGANTHIRAN MC230321472 Guna
3 SHARIFAH NUR SHAHKILA BT SYED MC221019764 Shah
BURUHANUDEEN
4 S. KISALEKKA A/P SARAVANAN MC220517017 Kisha
Prepared by Nurmunirah binti Azami

Submission Date: Week 5

Submitted Date: 2/18/24

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 CONTENTS
CONTENTS...................................................................................................................................ii
1. BUSINESS BACKGROUND – MEDIVIRON CLINICS..................................................1
1.1. PRODUCT/SERVICE....................................................................................................3
1.2. TARGET MARKET.......................................................................................................4
1.3. CULTURE & ECONOMIC CONDITIONS................................................................4
1.3.1. CULTURAL LIFE...................................................................................................4
1.3.2. GDP ($) OF PAKISTAN.............................................................................................5
1.3.4. ECONOMIC PERFORMANCE OF PAKISTAN:..................................................5
I. INFLATION:...................................................................................................................5
II. TRADE (EXPORTS)..................................................................................................6
III. IMPORTS, TRADE TARIFFS & TRADE OF BALANCE (TOB)........................6
2. APPLICATIONS OF BUSINESS STRATEGIES:.............................................................7
2.1. INTERNATIONAL BUSINESS STRATEGY.............................................................7
2.2. ENTRY STRATEGY:....................................................................................................8
2.3. GLOBAL HUMAN RESOURCES MANAGEMNT (POLICY)................................9
3. CONCLUSION.......................................................................................................................9
4. JUSTIFICATION OF FORMING A VENTURE:............................................................10
5. IMPLEMENTATION OF PLAN:.........................................................................................10
6. REFERENCES:....................................................................................................................11

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 1. BUSINESS BACKGROUND – MEDIVIRON CLINICS

MEDIVIRON GROUP OF CLINICS is a prominent comprehensive Medical Clinic in Malaysia,

with over 232 clinics ideally situated in residential properties business, & industrial sectors
covering eight different states from the west coast of the Peninsular. the country's top group
practices, offers fundamental medical treatments to all patients/consumers, including individuals,
corporations, & regulatory organizations. Mediviron is one of leaders in the field of
Occupational Safety and Health Practices (OSHP) in Malaysia, delivering consulting services to
numerous govt agencies, professional associations, & business organizations since 1984.

This clinic and its professional doctors and other staff have an experience of 38 years of giving
good quality healthcare treatment to everyone. Also, they enhance their Malaysian culture while
serving the patients. As their network is increasing, they are ready to take care of everyone for
generations and generations. The first “KLINIK MEDIVIRON” opened in SEAPark, PJ, during
1985. The clinic provided on-site customers with mobile audiometry and spirometry, as well as
essential healthcare services, health surveillance, & screening programming.

History Company Policy Organizational Social Responsibility A number of public meetings and
sessions were organized concurrently, owing to the MEDIVIRON group and government &
statutory institutions such as SOCSO. The aims were to improve industry collaboration &
develop public knowledge of noise mitigation, radiation protection, the cleanliness of air,
construction & building safety, & safety and health management.

Datuk Dr. Lim represents the Malaysian Employers Federation in the Geneva International
Labor Conventions on Asbestos and Artificial Inorganic Fibers, which were hosted by (ILO) and
(WHO). The Asbestos International Association Conference on Safety in the Implementation of
Asbestos, which took place in KL in 1991, that was additionally organized by MEDIVIRON
secretaries. Since then, the MEDIVI RON group. had swiftly expanded & currently provides
services to over 8000 corporate and industry customers via network of 232 clinic locations.

The Mediviron Group has an extensive track record of providing residents with excellent, easily
accessible, & competitively cost treatment. They're able to offer a broad spectrum of healthcare
services, including consultation, surgical, & pharmacological treatments & could be found all
around the country. Over 5000 clients in the business & industrial sectors are supplied by its
more than 100 facilities throughout the nation, that have grown beyond one location. Their key
principles are based on 38 years of excellent care provided by dedicated physicians and
healthcare professionals, understanding customer needs, and appreciating Malaysian the society's
cultural diversity.

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Their extensive and expanding system of Mediviron Clinics addresses medical needs from
generations to generations. Mediviron Clinics aims at becoming Malaysia's premier essential,
job-related, and corporate healthcare provider by employing ethical, efficiency, and economical
approaches. Mediviron Groups has received several awards, considering the fact which its
overall goal is to develop a nationwide system of healthcare facilities which will be accessible as
well cost-effective for each organization, enterprise, any individual in the wider community.
Mediviron Groups has earned the following achievements and appreciation:

 Human Resource Vendors of Year 2015

 The 13th Asia Pacific International Honesty Enterprise Keris Award 2014 for service
 The Star Business Award (SOBA) Finalist for Best Brand 2014
 The Brand Laureate SME Healthcare Man of The Year Award 2014
 Human Resources Vendors of the Year 2015 for best corporate Healthcare Provider
 The Asia Pacific Entrepreneurship Awards 2015 for most outstanding award in
healthcare
 The 13th Asia Pacific International Entrepreneur Excellence Award 2014 for service,
quality
 The Brand Laureate SMEs Signature Branding Awards 2014 Occupational Healthcare &
Safety
 The Brand Laureate SME Best Brand 2013 in Corporate Branding

It is Mediviron primary policy to achieve and maintain excellence and affordability in providing
comprehensive healthcare services to the general Malaysian public, as well as the corporate
clients in the commercial and industrial sectors. This policy is implemented through the
extensive and expanding network of 232 clinics, currently among the largest chains in the
country, and complemented by other healthcare facilities such as mobile audiometry and
spirometry, and occupational hygiene monitoring. Many of the clinics are open 24-hours and
fully equipped with X-Ray, Ultrasound and ECG facilities.

The human resources approach is additionally crucial to accomplishing the business goals
through a multicultural staff force, which includes a team of committed & inspired medical
professionals that are provided with opportunities to collaborate with clinics in the Mediviron
group, as well as regular training for employees to improve and enhance their standard of
proficiency. Mediviron additionally executed a number of CSR projects. The organization has
traveled to & sponsored charitable gifts to several orphanages & welfare facilities, such as
Rumah Hope and Little Sisters of the Poor. The Mediviron group additionally helped the

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Malaysian government & statutory bodies like SOCSO organize an array of open-to-the-public
sessions & meetings.
The goal was to raise public knowledge of OSHA management, noise mitigation, radiation
protection, building and construction safety, The air quality in indor. In addition, prominent
pharmaceutical firms such as Pfizer and MSD collaborated to hold free public seminars on men's
health, he the following. Art care, and rid premature aging. Datuk Dr. Lim additionally appeared
alongside his musical group in charity performances for old people's homes, religious
institutions, and cultural organizations like Pacesetters. Mediviron additionally arranged a variety
of community-based programs, including complimentary blood screenings. Blood drives to
enhance public & wellness.

Mediviron's services includes: Community workshop, Circumcision Basic acute and

emergency care, Audiometry, Antenatal and postnatal care, ECG, Health promotion & screening
programme, In-house clinic, Minor surgery, Nutrition and Dietary Counselling, Occupational
healthcare, Spirometry, Ultrasound & X-ray.

1.1. PRODUCT/SERVICE

Mediviron Group Clinics has established a reputation for itself in Malaysia's healthcare sector by
offering a diverse variety of healthcare goods & services. Mediviron is a one-stop location
enabling those who needs both primary & specializing medical treatment. (Dzulkipli et al., 2023)

Mediviron offers a wide range of offerings, including women's healthcare, orthopedic surgery,
general medical treatment includes medicine, dermatology, & esthetic. Patients like the ease of
having a variety of services under one roof, ranging from a routine physical examination to
complex medical treatments. This diverse set of offerings illustrates Mediviron's commitment to
satisfying the general public's desire for complete medical care.

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 1.2. TARGET MARKET

Geographically, the focus is on urban and metropolitan areas in Pakistan, particularly places such
as Karachi, Lahore, and Islamabad, where there is a greater need for medical and aesthetic
treatments.

i. Demographic:
 Age range: Mainly focusing on individuals between the ages of 25 and 60, who are more
inclined to pursue both medical and aesthetic procedures.
 Target audience: Individuals with a moderate to upper-middle-income, as these services
are typically optional and may necessitate a certain amount of expendable expenditure.

ii. Psychographic:

Lifestyle: Individuals who priorities their health and well-being and are prepared to allocate
resources towards medical and aesthetic procedures for self-enhancement. Targeting individuals
from the upper-middle class and upper class who has the financial means to afford such services.

iii. Behavioristic:

Targeting focuses on those who are frequent users of medical and aesthetic services or have
shown interest in such treatments.
Brand loyalty: Establishing a robust brand identity to cultivate a devoted clientele.

1.3. CULTURE & ECONOMIC CONDITIONS

1.3.1. CULTURAL LIFE

In Pakistan, muhajirs speaking Urdu and Punjabi. Sindhi, Pashto, Siraiki, Balochi, and Brahui
are among other languages identified as ancestral languages alongside Urdu and Punjabi. It is
comparable to Hindi, which means " an often-utilized language in India. For example, Urdu
emphasizes vocabulary of Persian & Arabic heritage, whilst Hindi stresses Sanskrit origin.
Pakistan shares influences that have shaped the cultures of South Asia. This entire region was
influenced by the Arabic-Persian culture, arrived with Muslim conquered about millennium ago.
In other parts of the country, (People) speaks Urdu brought with them many cultural ways &
values found among the Hindu, Sikh, & Muslim populations of north India.

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 1.3.2. GDP ($) OF PAKISTAN

Pakistan is a developing country, that (low middle income group) has a mixed economy, with
government-owned enterprises accounting for a major share of GDP. Throughout its history, the
nation has tried with an assortment of fiscal schemes. The nation's economy was once heavily
focused on privately owned enterprises, but important sectors, such as banking & insurance,
production/manufacturing, as well logistics, underwent nationalization, in beginning of 1970s.
Much, alterations took place in the early 1980s, during Zia ul-Haq's military rule. An "Islamic"
economics was implemented, behaviors banned under Sharīʿah (Muslim law), including
collecting interest loans (ribā) and mandating customary religious obligations like zakat & ʿushr
(land tax).

Pakistan ranks as the 24th-largest based on GDP using purchasing power parity (PPP) = $1.571
Trillion and the 46th largest in terms of nominal GDP ($340.64 Billion). With a population of
232 million people as of 2023, Pakistan’s position at per capita income ranks 161st by GDP
(nominal) = $1,474 in 2023, compared to $1,430 a decade earlier and 138th by GDP (PPP) =
$6,773 according to the International Monetary Fund (IMF).

1.3.4. ECONOMIC PERFORMANCE OF PAKISTAN:

I. INFLATION:

The recent spike in inflation isn't restricted to the nation; global issues which includes the
COVID-19 epidemic & the global oil crisis has resulted in widespread pressures on
inflation. However, the situation exacerbated by inefficient budgetary practices/policies &
mismanagement of resources, contributing to this year's exorbitant inflation (%), that have been
in place for the previous four years, namely 2020 (9.74%) WITH, 2021 (9.50%), 2022 (19.78%),
and 2023 (29.40%).

The nation had gone through the phases of significant inflationary as a result of budget deficits.
The govt borrowing approach, especially from the central bank, have raised the cash flow &
exacerbated the problems of inflation. So, recurring budget deficit have inhibited long-term
growth in the long run. The resources used, which could’ve gone towards human capital,
infrastructure & R&D are being redirected to pay debt obligations. Inflation, increase in price, is
a significant repercussion of budget deficit. The rises the money supply in the economy without
the corresponding increase in output, which can lead to demand pull inflation as much cash
chases the similar amount of goods & services, A budget deficit leads to a weaker currency,
especially if it's financed by borrowing from abroad. It raises the cost of imported goods,
contributing to inflationary pressures.

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Also, Inflation rise, because economy lost momentum in the first quarter of the ongoing fiscal
year due to the severe downturn in the global economy and flash floods of July to August 2022
and as a result the economy suffered from significant domestic supply disruptions. The flood
damage is estimated at $14.9 billion, the loss to GDP at $15.2 billion, and recorded need for
rehabilitation of damages at $16.3 billion. The floods submerged 1/3rd of the country in water,
more than 1,700 people were dead and 8,000,000 were displaced. An estimated 8,400,000 to
9,100,000 more people could be forced into poverty as a consequence of this catastrophic leads
to the fall of GDP (4.8%).

II. TRADE (EXPORTS)

Nation's exportation plummeted to $ 27.7 billion following a 12.7% tumble within the present
fiscal year 2022-23, contrasted with $ 31.78 billion in the previous year's fiscal year 2021-22,
below expectation of $32 billion established last 365 days. As opposed, the nation's imports
declined about 30.96% to $ 55 billion & $24.8 billion within that timespan for evaluation, to
$80.1 billion from previous fiscal year. As a result, the nation's trade gap fell to USD 27.6 billion
in fiscal year 2022-23, down from USD 48.4 billion previous 365 days. The national govt
established an export goal to reach $30 billion for the fiscal year 2023-2024, this is substantially
less compared to this year's objective of $32 billion & $40 billion for 2024-2025. In PKR against
the USD, taking benefit from an alteration in govt monetary policy. Whenever the currency (%)
cause fluctuations, domestic inflation soars sharply.

III. IMPORTS, TRADE TARIFFS & TRADE OF BALANCE (TOB)

Pakistan’s specialization are textiles, accounting for about 51% of its overall exports. A
diversified portfolio of exported items can significantly contribute to country's trade surpluses.
Unique imported intermediate supplies open up latest embedding innovations, & a suitable mix
of imported & local preliminary contributions can create positive exported good an entirely
novel marketplace. To exploit the growing demand with greater quality goods, companies offer
latest items that complement by exporting (portfolios) while concurrently lowering the quantity
of old exported goods.

The, average (%) of import tariffs is around 12% in Pakistan. The high import tariffs reallocate
different factors of production such as skilled and unskilled labor and capital stock from the
competitive export industries to the protected local industries. Overall value-addition in this
industry has plummeted over time, and major overhaul to boost its productivity is required. Low

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tariffs (%) can increase the cheaper supply of new technology-augmented intermediate and
capital goods. In fact, there aren’t tariffs on Pakistan's top ten importing items. Final consumers
benefit with lower-cost internationally traded goods & intermediary goods that are imported. It,
lowers the price of regional intermediary supplies and international goods & services upon the
regional marketplace.

As, an outcome imports grow on average range 4.3% to 1.6% within every sector wherein tariffs
have been lowered, except for 20.4% in textiles sector. Nevertheless, imports fall across all
diverse sectors as tariffs stay constant. As a whole, exporting rise in sectors, with electrical
appliances, extraction, & metallurgy being the fastest growth sectors. As the textiles sector's
trade balance remained (+) with a trade surplus of $143.7 million. The overall trade balance
increases by roughly 338.14 million, suggesting benefits of lowering trade restrictions
substantially outweigh the (−).

2. APPLICATIONS OF BUSINESS STRATEGIES:

2.1. INTERNATIONAL BUSINESS STRATEGY

Strategic Partnerships and Collaborations Mediviron Clinics can explore partnerships with local
healthcare providers, hospitals, or pharmaceutical companies in Pakistan to establish a strong
presence. Collaborate with local medical professionals and healthcare organizations to leverage
their understanding of the local market and build trust among the population. These partnerships
can enhance the credibility of Mediviron Clinics, facilitate knowledge exchange, and contribute
to building trust among the Pakistani population. Franchising Consider adopting a franchising
model to expand rapidly across Pakistan. This allows local entrepreneurs to own and operate
Mediviron Clinics under the established brand, ensuring quicker penetration into different
regions. This approach can accelerate the expansion process, leveraging the expertise and
knowledge of local entrepreneurs who understand the cultural and market dynamics. Adaptation
to Local Needs Customize services to meet the specific healthcare needs of the Pakistani
population. This may involve offering services that address prevalent health issues or providing
healthcare packages that are affordable for a wider range of people. Offering services and
healthcare packages that are affordable and address the unique health challenges of the
population will enhance the relevance and acceptance of Mediviron's clinics in Pakistan. 7
Government Collaboration Engage with local government authorities to understand healthcare
policies and regulations. Collaborate with government initiatives to improve healthcare
accessibility and contribute to national health goals. Collaboration with government initiatives
can involve participating in public health campaigns, contributing to healthcare infrastructure

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development, or supporting programs aimed at improving healthcare accessibility. Aligning with
national health goals demonstrates Mediviron's commitment to the well-being of the population
and fosters positive relationships with government entities. These strategic approaches
collectively contribute to a comprehensive market entry strategy for Mediviron Clinics in
Pakistan. By forming partnerships, adapting services to local needs, involving local
entrepreneurs through franchising, and collaborating with government initiatives, Mediviron can
establish a strong and sustainable presence in the Pakistani healthcare market. This multifaceted
strategy ensures a holistic and culturally sensitive approach to healthcare

2.2. ENTRY STRATEGY:

International Entry Strategy: Joint Venture

Mediviron Clinic may consider entering the Pakistani market through a joint venture with a local
healthcare provider or a strategic partner. This strategy involves collaborating with a local entity
to establish and operate clinics in Pakistan. Here are some reasons and considerations for
choosing a joint venture.

Local Expertise: Partnering with a local healthcare provider can provide valuable insights into
the Pakistani healthcare landscape, regulatory environment, and cultural nuances. This local
expertise can be crucial for navigating the complexities of the healthcare industry in Pakistan.

Risk Sharing: Joint ventures allow Mediviron Clinic to share risks and resources with its local
partner. This is especially important in a new market where uncertainties may exist. Shared
responsibilities can include financial investments, operational management, and regulatory
compliance.

Faster Market Entry: Partnering with an established local entity can expedite the entry process.
The local partner may already have existing infrastructure, relationships with healthcare
professionals, and a customer base, enabling Mediviron Clinic to enter the market more
efficiently.

Cultural Sensitivity: Healthcare services often involve sensitive interactions with patients. A
joint venture with a local partner ensures cultural sensitivity and adaptation to local customs,
helping build trust among the Pakistani population.

Regulatory Compliance: Healthcare regulations can vary significantly between countries.

Partnering with a local entity familiar with the regulatory framework ensures that Mediviron
Clinic adheres to all legal requirements, obtaining necessary licenses and approvals.

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Brand Recognition: Collaborating with a local partner can enhance Mediviron Clinic's brand
recognition in Pakistan. The local partner's reputation and relationships may facilitate acceptance
and trust among the local population.

For the detailed implementation of this entry strategy, should explore potential local partners,
assess their reputation, capabilities, and alignment with Mediviron Clinic's values and objectives.
Additionally, regulatory compliance, risk-sharing agreements, and the overall business plan for
the joint venture should be thoroughly researched and documented.

This joint venture strategy aligns with Mediviron Clinic's mission to be a leading corporate and
primary healthcare provider by leveraging local expertise and resources in the Pakistani market.

2.3. GLOBAL HUMAN RESOURCES MANAGEMNT (POLICY)

The most suitable Staffing policy that’s, applicable for Mediviron Groups is Ethnocentric
Approach. A multi-centre HR policy is recommended due to cultural sensitivity and the need to
understand local dynamics. This approach involves hiring local staff for key positions, ensuring
that the workforce is familiar with local culture, regulations and health practices.

Rationale:

Local knowledge: Employing Pakistani health workers will ensure a better understanding of
local health care needs and practices.

Cultural sensitivity: local staff can navigate cultural nuances and build relationships with
patients, thereby improving patient satisfaction.

Compliance: Local tenants can help navigate the complex regulatory environment and ensure
compliance with local health regulations.

Cost-effectiveness: Using local staff can be cost-effective compared to relocating and

hiring foreign staff.

3. CONCLUSION
In conclusion, Mediviron Clinics stands as a prominent healthcare provider in Malaysia with a
rich history, a robust network of clinics, and a commitment to excellence. The numerous awards
and recognitions attest to their dedication to delivering quality healthcare services. As the
organization looks towards expanding its reach, particularly into the Pakistani market, the
proposed joint venture strategy reflects a well-thought-out approach. Leveraging local expertise,
sharing risks, ensuring cultural adaptation, and establishing a strong network are key components
of this strategy. Additionally, the emphasis on competitive pricing and market share gain aligns

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with the organization's goal of providing accessible healthcare. However, success in this
endeavor will require careful consideration of local regulations, competitor dynamics, and
economic conditions. Mediviron's track record, commitment to cultural sensitivity, and the
proposed strategies position it well for sustained growth and success in the ever-evolving
healthcare landscape.

4. JUSTIFICATION OF FORMING A VENTURE:

a. Regional proficiency: A regional collaborator can offer valuable perspectives on the

healthcare environment, regulatory obligations, and consumer inclinations.

b. Risk Mitigation: By collaborating with a local partner, one may effectively manage

c. Cultural Sensitivity: A local collaborator can aid in modifying services to conform to

cultural norms and preferences.

5. IMPLEMENTATION OF PLAN:

1. Partner Identification: Conduct comprehensive study to find a credible and well-established

healthcare entity in Pakistan as a potential joint venture (JV) partner.

2. Ensure adherence to local legislation, licensing requirements, and healthcare standards to

maintain legal and regulatory compliance.

3. Operational Integration: Effortlessly include operational procedures, guaranteeing a cohesive

partnership between Mediviron Clinics and the local collaborator.

4. Marketing Localization: Customize marketing techniques to effectively connect with the target
audience in a specific region, highlighting the integration of medical proficiency and aesthetic
improvement. Through the utilization of a Joint Venture approach, Mediviron Clinics may
exploit the prospects offered by the Pakistani market while minimizing any difficulties linked to
cultural, regulatory, and operational intricacies.

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6. REFERENCES:

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https://mediviron.com.my/.

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