jardiens profile

1. Annexure-V- Cover Page for Academic Tasks
Course Code: MGN514 Course Title: International Environment and Management
Course Instructor: Ravinderjit Singh
Academic Task No.: 3 Academic Task Title: company problem solving
Date of Allotment: 23/ 9 / 2016 Date of submission: 26/ 10/ 2016
Student’s Name: shikhar maurya Student’s Reg. no: 11606663
Evaluation Parameters: (Parameters on which student is to be evaluated- To be mentioned by students as
specified at the time of assigning the task by the instructor)
Learning Outcomes: (I this case I analyses that how company faces the problem in Singapore to establish the
company and how company overcome its problem)
Declaration:
I declare that this Assignment is my individual work. I have not copied it from any other student‟s work or from
any other source except where due acknowledgement is made explicitly in the text, nor has any part been written
for me by any other person.
Student’s Signature:
Evaluator’scomments (For Instructor’s use only)
General Observations Suggestions for Improvement Best part of assignment
Evaluator‟s Signature and Date:
Marks Obtained: Max. Marks:

2. CONTENT
HISTORY OF COMPANY
INTRODUCTION OF COMPANY
 FUNCTION
 ACTIONS
 ATTITUDE
 REGIONAL OFFICES
INTRODUCTION OF COUNTRY
 HISTORY
 OPERATION
 THREATS & OPPORTUNITIES
 CURRENT SCENARIO
PESTL ANALYSIS
 INRTODUCTION
 INDUSTRY ANALYSIS:MARKET
 INDUSTRIAL CHALLENGES: IN SINGAPORE
 INDUSTRIES: GLOBAL COMPETITION
POLITICAL FACTORS
ECONOMIC FACTORS
SOCIAL FACTORS
TECHNOLOGICAL FACTORS
LEGAL FACTORS
 LEGAL ISSUE
WATER (MAJOR SCARCITY OF SINGAPORE)
CONCLUSION
 ADVANTAGES
 DISADVANTAGES
REFERENCES

3. History of Company
Jardine Matheson & Co., later Jardine
Matheson & Co. Ltd., indication of todays
Jardine Matheson Holdings, was a Far
Eastern trading company founded in 1832
By Scotsmen William Jardine and James
Matheson as senior partners
Trading in opium, cotton, tea, silk and a
Variety of other goods, from its early stages
In Canton (modern day Guangzhou), in 1844
The firm established its head office in the
New British colony of Hong Kong then
Progressed to expand all along the China
Coast By the end of the nineteenth century,
Jardine, Matheson & Co. had become the
Largest of the foreign trading companies in
The Far East and had delayed its activities
into sectors including shipping, cotton mills and railway Building. Further growth occurred in the early
decades of the 20th
century with new cold storage, packing and preparing businesses while the firm also
became the largest cotton spinner in Shanghai. After the establishment of the People's Republic of China on
1 October 1949, doing business in the country became progressively difficult. As a result, foreign businesses
slowly removed from the continental with Jardines leaving in 1954 to reconsolidate its business in Hong
Kong. The firm would not return to mainland China until 1979, following the improvement and inaugural up
of the country.
The British and other nations had dealt informally with China since the beginning of the 17th
Century.
Chinese silk and tea slowly became popular in Britain, but imperial China had little essential for British
factory-made imports such as sweaters. Concerned at what they saw as the violation of “barbarians" in their
Heavenly Kingdom, consecutive Chinese emperors issued overflowing edicts restricting trade with strangers
under what was known as the Region System. From the middle of the 18th
century Merchants were
controlled to an area of Canton on the south China coast, where they were allowable to trade with a group of
Chinese wholesalers known as the Cohong who functioned from 13th
Factories located on the banks of the
Pearl River. One of the merchandises that the Chinese wholesalers were interested in buying was opium –
measured to have been "the world's most valuable single product trade of the 19th
century". Trade in the drug
was measured by the East India Company, who had been decided a domination by the British peak in 1773
giving them single access to the opium of Bengal although independent traders could still obtain supplies in
Malwa, India. However, opium imports were excluded in China as repeated by a 1796 proclamation issued
by the Jiaqing Sovereign and the only way that the drug could enter the country was if it was trafficked in.
At the time, opium was legal and considered relatively safe in the West. As a result, the trade famished
British Empire measured China's rejection to allow imports of the drug an injury to their principles of
allowable trade advocated by Adam Smith and other principal scholars of the day.
Source: Wikipedia

4. Introduction of Company
Jardine Matheson is a branch out Asian‐based group with unmatched knowledge in the area,
Having been founded in China in 1832. They contain a broad group of market‐leading
Businesses, which epitomise a combination of cash producing activities and long‐term property
Assets and are closely amalgamated to the progressively loaded consumers of the area.
In 1899, the Chua brothers founded Cycle & Carriage in Kuala Lumpur and afterward moved
To Singapore in 1926.
How company function
Company work predominantly in Greater China and Southeast Asia, where company businesses and partners
advantage from the provision of Jardine Matheson's widespread information of the area and its long
permanent interactions. Company always arranged to take a long‐term view when supportive their growth
and to safeguard that they have the monetary resources to accomplish their goals.
What are the actions?
In this processes company hire 440,000 persons, company are active in the arenas of motor vehicles and
related processes, property venture and growth, food transaction, home cabinets, Engineering and
construction, conveyance services, insurance broking, cafeterias, luxury hotels, financial services, heavy
paraphernalia, mining and farming industry.
What are attitude?
Our businesses goal to produce supportable returns by as long as their customers with high excellence
Products and services. They deliver good working circumstances for their people, and suggestion reasonable
Compensation and equivalent occasions. They distinguish their place in the people in which they function
and pay completely.

5. Regional offices
Country Address
Bermuda Jardine Matheson International Services
Ltd
4th Floor, Jardine House
33‐35 Reid Street
Hamilton HM12
P.O. Box HM 1068
Hamilton HM EX
Cambodia Jardine Matheson Ltd (Representative
Office)
1st Floor, Central Mansion I
No. 1A, Street 102
Sangkat Wat Phnom
Khan Daunt Penh
Phnom Penh 12202
Hong Kong SAR Jardine Matheson Ltd
48th Floor, Jardine House
G.P.O. Box 70
Hong Kong
Indonesia Jardine Matheson Ltd (Representative
Office)
Level 17, World Trade Centre I
Jalen Jindal Sideman Kev. 29‐31
Jakarta 12920
Mainland China Jardine Matheson (China) Ltd
(Representative Office)
Rm 3702, China World Office 1
China World Trade Centre
No. 1 Jianguomenwai Avenue
Chaoyang District
Beijing 100004
Malaysia Jardine Matheson (Malaysia) Sdn Bhd
Suite 7.01, Level 7 Wisma E&C
No. 2 Lorong Dungun Kiri
Bukit Damansara
50490 Kuala Lumpur

6. Myanmar Jardine Matheson Management (SEA) Pte
Ltd
No. 1/4 Parami Road, Level 2
Hlaing Township
Yangon
Netherlands Jardine Matheson Europe B.V.
Atrium Building
Strawinskylaan 3007
1077 ZX Amsterdam
Philippines Jardine Matheson Ltd (Representative
Office)
2nd Floor, 111 Paseo de Roxas Building
Paseo de Roxas corner Legaspi Street
Legaspi Village, Makati City 1229
Singapore Jardine Matheson (Singapore) Ltd
239 Alexandra Road, 3rd Floor
Singapore 159930
Taiwan Jardine Matheson Ltd (Representative
Office)
6th Floor, 39 Jinan Road
Section 2, Taipei 10059
Thailand Jardine Matheson (Thailand) Ltd
21‐03, 21st Floor, Times Square Building
246 Sukhumvit Road, KIong Toey
Bangkok 10110
United Kingdom Matheson & Co., Ltd
3 Lombard Street
London EC3V 9AQ
Vietnam Jardine Matheson Ltd
5th Floor, CJ Building
6 Le Thanh Ton Street
District 1, Ho Chi Minh City
(Assumption: from this company I chosen the PESTL analyses in Singapore & analyses on the basis of
company’s point of view)

7. Introduction of Country
HISTORY
In 1954, Jardines expanded into Southeast Asia through an investment in Henry Waugh and Co, which had
operations in Malaya, Singapore, Thailand and Borneo. The first formal Reports and Accounts were issued
in 1955 in the late 1950s, with support from three banks in London, John and Tony Keswick purchased the
last Jardine family interests in the company. After its listing on the Hong Kong Stock Exchange in 1961the
firm acquired controlling interests in the Indochina Steam Navigation Company and Henry Waugh Ltd. as
well as established the Australian based Dominion Far East Line shipping company. In 1956, John Keswick
returned to England to direct the family estate, appointing Michael Young Herries in his place as manager of
operations in Hong Kong.
OPERATION ON COUNTRY
By 1980 the firm had operations in southern Africa, Australia, China, Great Britain, Hong Kong, Indonesia,
Japan, Malaysia, Philippines, Saudi Arabia, Singapore, South Korea, Taiwan, Thailand, as well as the
United States, and employed 37,000 people. During the following decade, Jardines continued to develop its
portfolio of businesses. It expanded its motor interests to the United Kingdom, opened Hong Kong's first
branded convenience store under the 7 Eleven franchise, acquired the Pizza Hut and IKEA franchises in
Hong Kong and Taiwan and set up a joint venture with Mercedes Benz. In Southern China. Jardine Pacific
was also established to bring together the Group's trading and services operations in the region and create
larger business units.
Threats & Opportunities
In 1996, Jardine Fleming was ordered to pay $20.3 million to three investors for alleged rude and
Unverified securities distribution practices by Colin Armstrong, head of asset management. The 1997 Asian
financial crisis severely affected both Robert Fleming, Jardine's partner in the venture and
Jardine Fleming itself. Robert Fleming was forced to approve huge layoffs in late 1998. The firm
Efficient in 1999, buying the outstanding 50% stake in Jardine Flemings in return for giving Jardine
Matheson an 18% stake in Robert Flemings Holdings, which was then sold to Chase Manhattan Bank for
£4.4billion ($7.7 billion) in April 2000. Other significant developments during this decade included the
merging of Jardine Insurance Brokers with Lloyd Thompson to form Jardine Lloyd Thompson, the
acquisition of a 16% interest in Singapore blue-chip Cycle & Carriage and Dairy Farm's purchase of a
important stake in Indonesia's important supermarket group Hero. Mandarin Oriental also embarked on its
strategy to double its available rooms and capitalise on its brand.
CURRENT SCENARIO
Over the last decade, Singapore has shown unexpected economic growth. Today it is considered a high-
income economy. The growth is driven by numerous factors. Some of them are private feeding
Spending, local and external request, and investments. Singapore’s important sectors like as pharmaceutical
and petroleum refining industry have the potential to interest other countries to invest. In this case analyses,
I will talk about the external as well as internal factors that have an impact on Singapore. I have added a
PESTL analysis of Singapore. PESTL is a business tool used to study the macro environmental factors. It is
an abbreviation for political, economic, social, technological and legal factors. Let’s see how each of these
factors impacts the country.

8. Considering Singapore as a FOREIGN MARKET for Jardine Matheson
PESTL Analysis
INTRODUCTION
It is the most common approach for considering the external business Environment. PESTL analysis stands
for Political, Economic, Social, Technological analysis and Logical Identification of Most Promising
Industry in the Country and Defines a background of macro-environmental factors used in the environmental
scanning component Of strategic management but the word PESTL is no more than a convenient reminder.
The original Philosophy of the PESTL analysis is that the enterprise has to react to changes in its external
environment. This reflects the idea that strategy requires a fit between capabilities and the external
environment and so it is necessary for an enterprise to react to changes. The PESTL analysis is very general
in nature and this makes it difficult to give clear rules on how best to apply it in varying Circumstances.
Global or geographically dispersed enterprises will have to conduct separate PESTL Analysis for different
regions as trends occur at different rates in different places. The value of the PESTL is likely to relate
directly to the quality of the effort put into it.
Industry Analysis: on the basis of Market Assessment
An industry is a group of firms producing a similar product or service, such as soft drinks or financial
Services. An examination of the important stakeholder groups, such as suppliers and customers, in a
Particular Corporation’s task environment is a part of industry analysis. An authority on competitive
Strategy contends that a corporation is most concerned with the intensity of competition within its
Industry. There are five forces, which work together to determine the type and direction of pressures on
Profitability that will be found in a given industry. When these forces of competition are favourable,
There will be less downward pressure on profitability, and the industry should have a higher average
Level of profitability. When the structural factors are unfavourable, there will be more downward
Pressure on profitability and a correspondingly lower average level of profitability. A company, which
Is competing in an industry with an unfavourable structure, must find a, ways to gain an advantage over
Its competitors, which will allow it to earn above average level of profitability. If no competitive
Advantage can be developed, it may be possible to change the structure of the industry. If changing the
Structure is not a viable alternative, the company should consider exiting the industry. A company,
Which is operating in an industry with a favourable structure, should work to maintain the structure.
Industrial Challenges: face in Singapore
The force of competition reflects the interactions among competitors who produce products or
Services that are close substitutes for each other. These competitors are collectively known as the
Industry. An industry, which is characterized by firms which were control out each other for market share is
Said to be experiencing competition. Competition is more intense than ordinary competition. Firms take
actions, which may damage their own profitability in the short run with the idea that it will hurt competitors
and in the long run, the initiating firm will gain some advantage over the others. Rivalry is usually exhibited
in price wars, advertising barrages and product. Rivalry is damaging to Industry profitability because it is
costly. Businesses generally try to minimize rivalry within the Bounds of law; however, many factors can
create or escalate rivalry in an industry and they should be carefully monitored as part of the environmental
analysis process. As rivalry increases, average Profitability is pushed down, all other things being equal.
Rivalry is greater when there are many small Firms in an industry or when there is no clearly dominant firm
to set and enforce standards for Competition. Economies of scale exist for current competitors in the
industry. New entrants must incur the capita’ costs of large production facilities to keep their unit costs down
and maintain competitive Prices, or they may forego the large employees to, management must consider
other staffing

9. Industries: Global Competition
Over time most industries evolve through a series of stages form growth through maturity to
Eventual decline. The strength of each of six forces mentioned earlier varies according to the stage of
The industry evolution. The industry life cycle is useful for explaining and predicting trends among the
Six forces driving industry competition. For example, when an industry is new, people often buy the
Product regardless of price because it fulfils a unique need. This is probably a fragmented industry no
Firm has large market share and each firm serves only a small piece of the total market in competition
With others. As new competitors enter the industry, prices drop as a result of competition. Companies
Use the experience curve and economies of scale to reduce costs faster than the competition.
Companies integrate to reduce costs even further by acquiring their suppliers and distributors.
Competitors try to differentiate their products from one another in order to avoid the fierce price
Competition common to a maturing industry. By the time an industry enters maturity, products tend to
Become more like commodities. This is now a consolidated industry dominated by a few large firms,
Each of which struggles to differentiate its products from the competition. As buyers become more
Sophisticated over time, purchasing decisions are based on better information. Price becomes a
Dominant concern, given a minimum level of quality and features. As an industry moves through
Maturity toward possible decline, its products growth rate of sales slows and may even begin to
Decrease. To the extent that exit barriers are low, firms will begin converting their facilities to alternate
Uses or will sell them to another firm. The industry tends to consolidate around fewer but larger
Competitors.

10. POLITICAL FACTORS
The political risk in Singapore is quite low. In fact, the Political and Economic Risk Consultancy (PERC)
states that the country enjoys the lowest political risk in the continent. It is a democratic country. The people
elect representatives to lead the nation. Since its independence, they cherished relative political stability.
Today, the stability has translated to peace and a better standard of living. Moreover, it has transformed into
improved business opportunities for Singapore. However, there have been reports about restriction of free
speech for opposition parties in Singapore. It is said that the value of free speech for the parties is limited.
The defamation laws require opposition parties to be careful that political comments do not lead to costly
defamation suits or imprisonment the fear of legal suits limits the potential of free speech for opposition
parties in Singapore. Another factor is limited dissemination of content. These discourage the opposition
parties. As a result, the contribution to Free speech activities and inter-party debates is low. Here government
regulations and legal factors are assessed in terms of their ability to affect the business environment and
trade markets. The main issues addressed in this section include political stability, tax guidelines, trade
regulations, and safety Regulations, and employment laws.
ECONOMIC FACTORS
The economy of Singapore is a vibrant free-market economy. It is developing at a very fast pace. The
country’s per-capita income is the highest in ASEAN. A corruption-free environment supports the business
sector. It is among the most competitive countries. The educated and motivated workers strengthen it. The
legal and financial business framework helps as well. Recently, the government has invested in diversifying
the economy. As a result, the tourism, pharmaceutical, and many other industries have flourished. One of the
main reasons behind the success is its strategic geographic location. The government is an imperative and
active player. It owns substantial productive assets. Cheaper labour cost from neighbouring countries helps
Singapore save a lot of costs. Or Through this factor, businesses examine the economic issues that are bound
to have an impact on the company. This would include factors like inflation, interest rates, economic growth,
the unemployment rate and policies, and the business cycle.
Followed in the country. Some constraints on Singapore’s economic performance are the following:
 Labour shortages
 Rising labour costs
 Declines in productivity
SOCIAL FACTORS
Socially, Singapore is like any other Eastern country. It still follows traditional family values. It is true that
the younger generation has the tendency to follow western culture and values. The residents work hard and
fulfil the materialism desire. This urge to do well has increased nation productivity. The business sectors
can, therefore, expect higher purchasing power from customers. Reports suggest that most Singaporeans
dislike blue collar jobs like construction. Literacy rate in the country is very high. Primary schooling is
compulsory in Singapore. Parents must ensure children’s regular attendance. Good
Command of English and Chinese languages gives Singaporeans an advantage. It helps to attract
international trade and foreign investment. With the social factor, a business can analyse the socioeconomic
environment of its market via elements like customer demographics, cultural limitations, lifestyle attitude,
and education. With these, a business can understand how consumer needs are
Shaped and what brings them to the market for a purchase.

11. TECHNOLOGICAL FACTORS
I can assure that one of the main reasons behind the change in lifestyle and quality of life is the technological
advancement. As you might have guessed, the internet plays a role in Singapore’s advancement. It eased
communication and increases connectivity. The cost and time of conducting business lowered. It also
boosted the social networking. The residents could easily connect to the rest of the world. The IT
infrastructure in Singapore is praise-worthy. The penetration rate for household broadband internet is over
70%. E-commerce and eB2Cmodels have flourished in turn. More than 10Mbps of broadband internet
service is available. The widespread IT infrastructure has encouraged multinational companies to set up
regional operations in Singapore. The government is also moving towards an electronic government era.
How technology can either positively or negatively
Impact the introduction of a product or service into a marketplace is assessed here. These factors include
technological advancements, lifecycle of technologies, the role of the Internet, and the spending
On technology research by the government.
LEGAL FACTORS
The government thinks that growth of electronic commerce depends on transparent and market favourable
legislations and regulations. Certain legal, regulatory and business settings are needed to support industry
development and economic growth e-commerce program was launched in 1996. The aim was to develop the
e-commerce services. Singapore has introduced some e-commerce policy initiatives. There are cross-border
e-commerce laws and policies. Some basic legal and technical infrastructures to support secure ecommerce
were available since 1998. Some of them are Electronic
Transactions Act, Intellectual Property Rights, Amendments to the Evidence Act, Content Regulation, Tax
Issues and Import and Export Procedures.
Some Legal issue:
 Discrimination laws
 Health and safety laws
 Consumer protection laws
 Copyright and patent laws
(ONE OF THE MAJOR SCARCITY OF SINGAPORE)
WATER
Due to its lack of water resources and the government would like to reduce its dependence on the Malaysian
supplied water, the Singaporean has ventured into water recycling and desalination. NE Water is the brand
name given to reclaimed water produced by Singapore's public utilities. More specifically, it is treated
wastewater (sewage) that has been purified using dual-membrane (via microfiltration and reverse osmosis)
and ultraviolet technologies, in addition to conventional water treatment processes. Many experts suggested
that Singapore could become the world's water hub for water recycling and desalination technology and
could export this technology to the world including China. With the new technology in water reclamation,
waste water would become the most important sustainable water resource in the future. Singaporean’s
expertise in the water recycling will definitely give its edge advantage if it exports this expertise and
technology in the future.

12. CONCLUSION
As a conclusion from the factors analyzed above, we can conclude that Singapore business success in the
domestic and international platforms are much benefited from its government’s policies and enterprise
friendly approach. Together with its common tertiary education and the hardworking and discipline of its
citizen, the success of domestic business will ensure its competitiveness in the international era.
To maximize the benefit of the PESTL Analysis it should be used on a regular basis
Within an organization to enable the identification of any trends. The impact of a certain
External factor may have more severe consequences for a particular division or department
And the PESTL technique can help clarify why change is needed and identify potential
Options. As with all techniques there are advantages and disadvantages to using
It to help plan organizational strategy.
Advantages
 Provides a simple and easy-to-use framework for your analysis.
 Involves cross-functional skills and expertise.
 Helps to reduce the impact and effects of potential threats to your organization.
 Aids and encourages the development of strategic thinking within your organization.
 Provides a mechanism that enables your organization to identify and exploit new opportunities.
 Enables you to assess implications of entering new markets both nationally and
Globally.
Disadvantages
 Users can oversimplify the information that is used for making decisions.
 The process has to be conducted regularly to be effective and often organizations
Do not make this investment.
 Users must not succumb to ‘paralysis by analysis’ where they gather too much
Information and forget that the objective of this tool is the identification of issues
So that action can be taken.
 Organizations often restrict who is involved due to time and cost considerations.
 This limits the technique’s effectiveness as a key perspective may be missing
From the discussions.
 Users’ access to quality external information is often restricted because of the
Cost and time needed to collate it.
 Assumptions often form the basis for most of the data used, making any decision
Made based on such data subjective.
REFERENCES
 www.wikkipedia.com
 http://pestlanalysis.com/pestlanalysisofsingapore.com
 http://www.jardines.com/thegroup/ introduction.html.com