CONTENTS

ACKNOWLEDGEMENT ...................................................................................................................... 2
EXECUTIVE SUMMARY .................................................................................................................... 3
1. INTRODUCTION .............................................................................................................. 4
1.1 Background of the study ......................................................................................... 4
1.2 Problem statement .................................................................................................. 4
1.3 Purpose of the study ............................................................................................... 4
2. COMPANY INFORMATION............................................................................................... 5
2.1 Company background ............................................................................................. 5
2.2 Organizational Structure ......................................................................................... 8
2.3 Services .................................................................................................................. 9
2.4 Business, Marketing, and Operational Strategy .................................................... 15
2.4.1 Business Strategy ............................................................................................. 15
2.4.2 Marketing Strategy ............................................................................................ 16
2.4.3 Operational Strategy ......................................................................................... 17
3. COMPANY ANALYSIS .................................................................................................................. 19
3.1 SWOT Analysis ..................................................................................................... 19
3.1.1 Strengths ........................................................................................................... 19
3.1.2 Weakness ......................................................................................................... 21
3.1.3 Opportunities ..................................................................................................... 23
3.1.4 Threats .............................................................................................................. 25
4. FINDINGS AND DISCUSSION........................................................................................ 28
4.1 Advantages and disadvantage of solutions ........................................................... 29
5. CONCLUSION ................................................................................................................ 30
6. REFERENCES ............................................................................................................... 31
7. APPENDICES ................................................................................................................. 32
 ACKNOWLEDGEMENT

I would like to express my deepest gratitude to all those who have supported me
throughout the journey of completing this ENT600 individual case study report. Without their
invaluable contributions, this project would not have been possible.

First and foremost, I am immensely thankful to my lecturer, Madam Faiza Omar, for
their unwavering guidance, encouragement, and expertise. Their insightful feedback and
constructive suggestions have significantly shaped this project and enhanced its quality. I am
truly grateful for their mentorship and the time they dedicated to my academic growth.

My heartfelt thanks go to my friends and classmates who provided a stimulating

academic environment and offered their support and encouragement throughout this
endeavor. Their thought-provoking discussions and insightful perspectives greatly contributed
to the development of my ideas.

Last but not least, I want to express my deepest appreciation to my family for their
unwavering love, understanding, and encouragement. Their unconditional support and belief
in my abilities have been the driving force behind my academic pursuits. Their sacrifices and
constant encouragement have made it possible for me to embark on this educational journey.

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 EXECUTIVE SUMMARY

This executive summary provides an overview of the case study conducted on ASF
Property Management, a leading property management company. The study explores the
company's background, services offered by company, business, marketing, operational
strategy, SWOT Analysis of company, and the resulting outcomes and recommendations.

ASF Property Management is a well-established firm specializing in the management

of residential and commercial properties. With a diverse portfolio and a commitment to
providing exceptional services to property owners and tenants, ASF has been a trusted partner
in the real estate industry. ASF offers a range of services, including building management and
maintenance, financial management, advisory and research, and conducting AGM/EGM for
self-managed properties. These services encompass customer service management, routine
and periodic building inspection, preventive maintenance, liaison with external contractors and
authorities, billing and collection of charges, statutory payments, budgeting and planning,
advice on statutory requirements and upgrading works, exploration of additional revenue
generation, and conducting meetings for self-managed properties.

The company's strengths lie in its emphasis on cost-effective building maintenance,

professional service delivery, and its vision to provide a pleasant living experience through
good public relations and systematic management. ASF's strong industry expertise and
experience in property management further contribute to its competitive advantage. However,
possible gaps in technological infrastructure pose a risk to operational efficiency and hinder
the company's ability to keep pace with industry advancements.

To overcome these challenges, investing in upgrading technological infrastructure will

enable the company to streamline operations, enhance efficiency, and meet the evolving
demands of the digital landscape.

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1. INTRODUCTION

1.1 Background of the study

We are required to review a company that is in our field, which is the real estate
industry. In this context, I have chosen to do research on a company named ASF
Property Management because it will be my internship company soon. ASF Property
Management is a prominent company in the property management industry, known for
its comprehensive services and commitment to excellence. The company has
successfully managed a diverse portfolio of residential and commercial properties,
establishing itself as a trusted partner for property owners and tenants alike.

1.2 Problem statement

ASF Property Management is confronted with significant challenges that

impact on its operational effectiveness and ability to provide quality services in a highly
competitive market. ASF Property Management has experienced a decrease in the
effective use of technology across its operations. Outdated or underutilized technology
systems limit the company's ability to streamline processes, automate tasks, and
improve overall efficiency. This decrease in technology use leads to manual and time-
consuming workflows, potential errors, and a lack of real-time communication and data
analysis. It hinders ASF's ability to adapt to changing industry trends and meet evolving
client and tenant expectations for modern, technology-driven solutions.

1.3 Purpose of the study

The purposes of this case study are:

1. To analyze the background of the selected company.

2. To observe the marketing technique and operational strategies that the
company applied.
3. To determine the problem of the business.
4. To suggest the solution to overcome the problem.

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2. COMPANY INFORMATION

2.1 Company background

ASF Property Management is a Bumiputera (indigenous Malaysian) registered

company under The Board of Valuers, Appraisers, Estate Agents, and Property
Managers Malaysia (BOVAEP). It operates as a subsidiary company to ASF Facilities
Management. Initially established as a subcontractor, ASF Property Management has
expanded its operations and ventured into the property management sector in 2020.

ASF Property Management specializes in the management and maintenance

of strata properties, serving a diverse clientele that includes Developers, Joint
Management Bodies, Management Corporations, and Resident Associations. With a
focus on providing comprehensive property management solutions, the company is
dedicated to delivering exceptional service quality and maintaining high standards.

ASF Property Management is committed to upholding the guidelines and

regulations set forth by the BOVAEP, ensuring professionalism, integrity, and ethical
practices in its operations. As a registered company, ASF adheres to industry
standards and continuously updates its knowledge and skills to provide clients with the
best possible service.

The company's vision is to provide customers with a pleasant living experience

through good public relations, cost-effective building maintenance, and systematic
management. ASF aims to create an environment that enhances the quality of life for
residents and promotes harmonious community living.
ASF Property Management's mission is twofold. Firstly, the company actively
collaborates with its customers, working as a partner to provide effective technical
solutions that increase productivity and reduce costs while ensuring reliable services.
Secondly, ASF strives to achieve total quality management in building operations and
the delivery of other services, upholding professionalism, and excellence in all aspects
of its business.

By combining technical expertise, systematic management, and a customer-

centric approach, ASF Property Management aims to foster mutually beneficial
partnerships, enabling clients to achieve their property management objectives while
driving the company's growth and success.

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 LOCATION OF CASE STUDY

Figure 1: Location of ASF Property Management

Located at D-13-3A, Dataran Emerald, Jalan PS 11, Prima Selayang, 68100

Batu Caves, Selangor Darul Ehsan, ASF Property Management enjoys a strategic and
accessible location in Selangor, Malaysia. Selangor is a highly developed state, known
for its vibrant economy and thriving real estate market. The specific area of Prima
Selayang offers a dynamic mix of residential and commercial properties, making it an
ideal hub for property management services. With its proximity to major highways,
transportation networks, and various amenities, ASF Property Management is well-
positioned to serve clients and tenants in the region efficiently. The location provides
convenient access to essential facilities, retail centers, educational institutions, and
recreational areas, further enhancing the appeal of ASF's property management
services in the Selangor area.

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 Company Name ASF Property Management (003192221-V)
PM (3)2969
Main Office Address D-13-3A, Dataran Emerald, Jalan PS 11, Prima
Selayang, 68100 Batu Caves, Selangor Darul Ehsan
Branch Address 35B, Jalan Wan Kadir 2, Taman Tun Dr. Ismail, 60000
Kuala Lumpur
Business Type Sole proprietorship
Business Industry Property Management services
Phone Number +6011 6408 0730
+6011 6408 9416
+6011 6408 9274
Email Address [email protected]
Social Media Facebook: ASF Property Management
Operation Hour Monday – Saturday
9.00 a.m. – 6.00 p.m.

Table 1: Information of ASF Property Management

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 2.2 Organizational Structure

Figure 2: Organizational structure of ASF Property Management

8|Page
 2.3 Services

ASF Property Management offers a comprehensive range of services aimed at

ensuring efficient building management, maintenance, financial management, and
advisory support to its clients. The key services provided by ASF include:

1. BUILDING MANAGEMENT AND MAINTENANCE

• Customer Service Management: ASF prioritizes customer satisfaction by

delivering prompt and effective customer service, addressing queries, and
resolving issues promptly.
• Routine & Periodic Building Inspection and Testing: ASF conducts regular
inspections and testing to ensure the proper functioning of building systems
and equipment.
• Preventive Maintenance & Breakdown Maintenance/Repairs: ASF
implements preventive maintenance programs to minimize breakdowns and
responds swiftly to repair requests to maintain the property's functionality.
• Liaison with External Contractors and Authorities: ASF coordinates with
external contractors and authorities for specialized services and regulatory
compliance.

2. FINANCIAL MANAGEMENT

• Billing & Collection of Charges: ASF manages the billing and collection
process, ensuring accurate and timely invoicing of charges to residents or
tenants.
• Statutory Payments: ASF handles the timely payment of statutory obligations,
including utility bills, taxes, and other necessary fees.
• Budgeting and Planning: ASF assists clients in developing budgets and
financial plans to optimize property income and control expenses effectively.

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 3. ADVISORY AND RESEARCH

• Advice on Statutory Requirements: ASF provides guidance on compliance

with relevant regulations and legal obligations related to property management.
• Advice on Upgrading Works: ASF offers expert advice on upgrading or
refurbishment projects to enhance property value and tenant satisfaction.
• Advice on Related Insurance Coverage: ASF advises clients on appropriate
insurance coverage to mitigate risks associated with property management.
• Explore Potential Additional Revenue Generation: ASF identifies
opportunities for additional revenue generation through innovative strategies
and revenue streams.
• Advice & Conducting AGM/EGM for Self-Managed Properties: ASF
supports self-managed properties by providing guidance and conducting
Annual General Meetings (AGM) and Extraordinary General Meetings (EGM)
to ensure compliance and effective decision-making.

By offering these comprehensive services, ASF Property Management aims to

assist property owners in optimizing their property investments, ensuring smooth
operations, maximizing revenue, and fostering positive tenant experiences.

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 Figure 3: Current and previous project of ASF PM

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 Figure 4: Main gate awning installation

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 Figure 5: PVC pipe welding works

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 Figure 6: Access card system migration

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 2.4 Business, Marketing, and Operational Strategy

2.4.1 Business Strategy

In ASF Property Management, the business aspect is central to its

operations and growth strategy. The company focuses on providing
comprehensive property management solutions to a diverse range of clients,
including developers, joint management bodies, management corporations,
and resident associations.

ASF aims to expand its business by actively seeking new clients and
opportunities in the property management market. This involves establishing
strong relationships with key stakeholders and staying updated on market
trends and demands. By identifying potential clients and understanding their
specific needs, ASF can tailor its services to deliver customized solutions that
align with their objectives.

The company's business strategy also includes portfolio diversification.

ASF actively seeks to manage a wide range of properties, including residential,
commercial, and mixed-use developments. This diversification not only helps
mitigate risks associated with relying on a specific property type but also allows
company to tap into different market segments and capture a larger share of
the property management market (Burgelman et al., 1998).

ASF emphasizes the importance of strong client relationships in its

business approach. The company strives to build trust, foster open
communication, and provide personalized service to clients. By understanding
their goals and challenges, ASF can offer valuable insights and solutions to
optimize property performance, enhance tenant experiences, and achieve
mutual success.

Furthermore, ASF emphasizes continuous improvement and innovation

in its business operations. The company invests in technology-driven solutions
to streamline processes, automate tasks, and improve operational efficiency.
By embracing digital platforms, ASF can enhance communication with clients
and tenants, track and analyze data, and deliver real-time reporting. This
enables the company to make data-informed decisions, identify areas for

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 improvement, and provide clients with transparent and efficient property
management services (Ritson, 2019).

In summary, ASF Property Management's business approach involves

expanding its client base, diversifying its property portfolio, fostering strong
client relationships, and embracing innovation. By executing these strategies
effectively, ASF aims to establish itself as a trusted and leading player in the
property management industry, providing exemplary service quality and
delivering value to its clients.

2.4.2 Marketing Strategy

Marketing plays a crucial role in ASF Property Management's overall

strategy to differentiate itself in the competitive property management industry.
The company focuses on implementing effective marketing initiatives to build
brand awareness, attract new clients, and maintain strong relationships with
existing ones.

ASF employs a multi-faceted marketing approach that includes both

traditional and digital channels. The company invests in targeted advertising
campaigns through various mediums such as print, radio, and television to
reach potential clients within its target market. These traditional marketing
efforts help raise brand visibility and generate interest in ASF's property
management services.

In addition to traditional channels, ASF places a strong emphasis on

digital marketing strategies to effectively reach a wider audience. The company
leverages online platforms, including its website, social media channels, and
email marketing, to engage with clients, tenants, and industry stakeholders
(Preddy, 2017). By creating engaging and informative content, ASF establishes
itself as a thought leader in the property management field and builds credibility
and trust among its target audience.

ASF also actively participates in industry events, trade shows, and

networking opportunities to showcase its expertise and connect with potential
clients and industry professionals. These events allow ASF to demonstrate its

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 capabilities, share industry insights, and develop valuable relationships within
the property management community.

Client referrals and word-of-mouth recommendations are essential

components of ASF's marketing strategy. By consistently delivering high-quality
service and exceeding client expectations, ASF aims to cultivate strong client
relationships and earn positive referrals. The company prioritizes customer
satisfaction and actively seeks feedback to continuously improve its services.

Moreover, ASF focuses on branding and creating a distinct identity in

the market. The company communicates its unique value proposition,
emphasizing its commitment to professionalism, reliability, and customer-
centric service. Through consistent branding across various marketing
channels, ASF aims to create a recognizable and trusted brand that clients can
rely on for their property management needs (Morgan et al., 2019).

Overall, ASF Property Management's marketing efforts revolve around

raising brand awareness, showcasing expertise, building strong client
relationships, and leveraging digital platforms. By executing effective marketing
strategies, ASF aims to position itself as a preferred choice for property
management services and maintain a competitive edge in the market.

2.4.3 Operational Strategy

ASF Property Management adopts a comprehensive operational

strategy to ensure efficient and effective delivery of property management
services. The company focuses on operational excellence, leveraging
technology, and investing in staff training and development.

Operational excellence is a core principle for ASF. The company

implements streamlined processes and standardized procedures to optimize
operational efficiency. By establishing clear workflows and protocols, ASF
ensures consistent service delivery across its portfolio of properties. This
approach helps minimize errors, reduce response times, and enhance overall
operational performance.

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 ASF recognizes the importance of technology in driving operational
efficiency. The company leverages advanced property management software
systems and digital tools to streamline various aspects of its operations (Details
et al., 1956). These technologies enable ASF to automate routine tasks, such
as maintenance requests and financial transactions, improving accuracy and
speed. Additionally, digital platforms facilitate effective communication between
ASF, clients, and tenants, ensuring transparency and prompt responses to
inquiries and concerns.

Staff training and development are key components of ASF's

operational strategy. The company invests in continuous professional
development programs to equip its employees with the necessary skills and
knowledge to deliver high-quality services. This includes training in property
management best practices, customer service, and technological tools. By
nurturing a skilled and knowledgeable workforce, ASF ensures that its staff is
equipped to handle diverse client requirements and provide exemplary service.

ASF also emphasizes proactive maintenance management as part of

its operational strategy. The company conducts routine inspections and
preventive maintenance programs to identify and address potential issues
before they escalate. This approach helps minimize downtime, reduces costly
repairs, and prolongs the lifespan of property assets. Additionally, ASF
maintains strong relationships with external contractors and authorities to
facilitate efficient coordination for specialized services and regulatory
compliance (Strategy et al., n.d.).

Continuous improvement is integral to ASF's operational strategy. The

company regularly reviews its processes, procedures, and service offerings to
identify areas for enhancement. By leveraging feedback from clients, tenants,
and staff, ASF implements necessary adjustments and introduces innovative
solutions to improve service quality and exceed client expectations(James,
2011).

In summary, ASF Property Management's operational strategy centers

around operational excellence, technology integration, staff training, proactive
maintenance management, and continuous improvement. By aligning these

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 elements, ASF ensures smooth operations, efficient service delivery, and client
satisfaction throughout its property management operations.

3. COMPANY ANALYSIS

3.1 SWOT Analysis

Strengths Weakness
• Cost-effective building maintenance. • Limited geographic presence and
• Good public relations and systematic market reach.
management. • Possible gaps in technological
• Strong industry expertise and infrastructure and adoption.
experience. • Reliance on external contractors.
Opportunities Threats
• Expansion opportunities. • Intense competition.
• Growing demand for property • Potential labor shortage.
management services. • Rapid technological advancements.
• Potential for diversification into
related services.

Table 2: SWOT Analysis

3.1.1 Strengths

• Cost-effective building maintenance

ASF Property Management excels in its emphasis on cost-effective

building maintenance and professional delivery of services, which serves as a
significant strength of the company. With a strong focus on cost-effectiveness,
ASF strategically manages building maintenance practices to optimize
operational expenses while ensuring the properties under its management
receive high-quality care. Through efficient maintenance strategies and
industry expertise, ASF identifies cost-saving opportunities without
compromising the quality of services provided. This commitment to cost-
effectiveness enables clients to better manage their expenses and maximize
their return on investment. In summary, ASF Property Management's strength

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 lies in its ability to provide cost-effective building maintenance, enabling clients
to achieve optimal property management outcomes.

• Good public relations and systematic management

ASF Property Management's vision to provide a pleasant living

experience through good public relations and systematic management is a
significant strength of the company. This vision reflects ASF's commitment to
prioritizing the satisfaction and well-being of its clients and tenants. By placing
an emphasis on good public relations, ASF aims to foster positive and
transparent communication with all stakeholders, including clients, tenants, and
community members. This approach helps build trust, establish strong
relationships, and create a sense of community within the properties managed
by ASF.

Furthermore, ASF's systematic management approach ensures that all

aspects of property management are handled efficiently and effectively. The
company implements structured processes and procedures to ensure
consistency in service delivery, property maintenance, and operational
management. By adopting a systematic approach, ASF can streamline
operations, minimize errors, and provide reliable and consistent services to its
clients.

• Strong industry expertise and experience

ASF Property Management possesses a notable strength in its strong

industry expertise and extensive experience in property management. With
years of experience and a deep understanding of the property management
landscape, ASF has developed a wealth of knowledge and expertise in
effectively managing and maintaining various types of properties. This
expertise allows ASF to navigate the complexities of property management,
including legal and regulatory requirements, financial considerations, and
operational challenges.

ASF's strong industry expertise enables the company to provide

valuable insights and guidance to its clients. By staying up to date with industry
trends, best practices, and emerging technologies, ASF can offer innovative

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 solutions and strategies to optimize property performance and enhance value.
This expertise extends to a range of property types, including strata properties,
which require specialized knowledge and understanding of unique challenges
such as managing common areas, shared facilities, and community dynamics.

Moreover, ASF's experience in property management equips the

company with a proven track record of successfully managing properties and
delivering excellent results for clients. Through years of practice, ASF has
developed efficient systems and processes that contribute to effective property
management, from routine inspections and maintenance to financial
management and tenant relations. This experience allows ASF to anticipate
and proactively address issues, ensuring smooth operations and minimizing
disruptions.

3.1.2 Weakness

• Limited geographic presence and market reach

One of the weaknesses faced by ASF Property Management is its

limited geographic presence and market reach. Currently, ASF operates within
a specific geographic region, which may restrict its ability to tap into a broader
market and potential client base. This limited reach could pose challenges in
terms of business expansion and accessing new opportunities beyond the
current operating area.

A limited geographic presence may also result in a narrower pool of

potential clients and properties available for management. This could impact
the company's growth prospects and limit its ability to diversify its portfolio.
Moreover, competitors with a more extensive geographical reach may have a
competitive advantage in securing contracts and attracting clients from a wider
area.

• Possible gaps in technological infrastructure and adoption

ASF Property Management faces a weakness in terms of possible gaps

in technological infrastructure and adoption. In today's digital age, technology
plays a crucial role in streamlining operations, improving efficiency, and

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 delivering enhanced services to clients. However, if ASF lags behind in
adopting and integrating the latest technologies, it may experience challenges
in keeping up with industry advancements and meeting client expectations.

One aspect of this weakness could be outdated or inadequate

technological infrastructure. Insufficient hardware, software, and networking
capabilities can hinder the company's ability to leverage technology effectively.
This may result in inefficiencies, such as manual and time-consuming
processes, data management issues, and difficulty in accessing real-time
information. These gaps in technological infrastructure can impact overall
operational efficiency and responsiveness to client needs.

Furthermore, a possible gap in technology adoption relates to the

utilization of digital platforms, property management software, and automation
tools. Failure to embrace modern systems can lead to missed opportunities for
streamlining workflows, optimizing communication channels, and enhancing
service delivery. It may also limit the ability to provide clients with convenient
online portals for managing their properties, making payments, and accessing
relevant documents and information.

• Reliance on external contractors

ASF Property Management faces a weakness in terms of its reliance

on external contractors for specialized services. While outsourcing certain
tasks to contractors can provide expertise and efficiency, it also introduces
potential challenges and risks to the company's operations.

One aspect of this weakness is the dependence on external contractors

for specific services such as maintenance, repairs, and upgrades. Relying on
third-party contractors introduces a level of uncertainty and control over the
quality and timeliness of service delivery. If the availability of contractors is
limited or if there are issues with their performance, it can impact on the
company's ability to meet client expectations and maintain high service
standards.

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 3.1.3 Opportunities

• Expansion opportunities

ASF Property Management has significant opportunities for expansion

by targeting new property development projects. As the real estate market
continues to evolve and expand, there is a continuous demand for professional
property management services. By strategically positioning itself as a trusted
and reliable property management partner, ASF can capitalize on the growing
market and secure contracts with developers of new property projects.

Targeting new property development projects presents several

advantages for ASF. First and foremost, it allows the company to establish long-
term relationships with developers from the early stages of project planning. By
offering comprehensive property management services right from the start,
ASF can contribute valuable insights and expertise in areas such as
maintenance planning, budgeting, and compliance with relevant regulations.
This early involvement positions ASF as a preferred partner, potentially leading
to recurring contracts for ongoing management services.

Moreover, expansion into new property development projects enables

ASF to diversify its portfolio and expand its client base. By serving a variety of
developers, ASF can tap into different market segments and property types,
including residential, commercial, and mixed-use developments. This
diversification reduces the risk of overreliance on a specific property type or
client, enhancing the company's stability and growth potential.

• Growing demand for property management services

ASF Property Management is well positioned to take advantage of the

growing demand for property management services in the market. As the real
estate industry continues to thrive, property owners and investors are
increasingly recognizing the value of professional management to optimize
property performance and enhance the overall investment experience.

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 One significant opportunity for ASF lies in the increasing complexity of
property management. Property owners are faced with numerous challenges,
including regulatory compliance, tenant relations, maintenance and repairs,
financial management, and administrative tasks. Many property owners lack
the time, expertise, or resources to effectively handle these responsibilities on
their own, leading to a rising demand for professional property management
services.

Additionally, the growth of the rental market presents a significant

opportunity for ASF. With increasing urbanization, changing demographics, and
evolving lifestyle preferences, more individuals and families are opting to rent
rather than purchase properties. This trend translates into a larger pool of rental
properties that require professional management. By catering to this market
segment, ASF can tap into a steady stream of clients seeking reliable property
management services for their rental properties.

• Potential for diversification into related services

ASF Property Management has an exciting opportunity to diversify its business

by expanding into related services such as property consulting. As the
company has already established itself as a trusted provider of property
management services, leveraging its expertise and client relationships to offer
additional services can unlock new revenue streams and strengthen its market
position.

Entering the property consulting market presents an opportunity for ASF

to provide valuable insights and advisory services to clients. Property
consulting involves offering expert guidance on various aspects of real estate,
such as market analysis, investment strategies, property valuation, and
feasibility studies. Leveraging its industry expertise and market knowledge,
ASF can assist clients in making informed decisions and maximizing the value
of their real estate assets.

Diversifying into related services not only expands ASF's service

portfolio but also allows the company to deepen its client relationships. By
offering additional services, ASF can strengthen its position as a trusted advisor

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 and partner, fostering long-term partnerships with clients who rely on its
expertise and value-added solutions.

3.1.4 Threats

• Intense competition

ASF Property Management faces a significant threat in the form of

intense competition from other property management companies. The property
management industry is highly competitive, with numerous companies vying
for the same clientele and contracts. This competitive landscape poses
challenges for ASF in terms of acquiring new clients, retaining existing ones,
and maintaining a competitive edge in the market.

One of the key threats ASF faces is the presence of well-established

and reputable property management companies with a strong track record and
extensive client networks. These competitors may have established
relationships with developers, joint management bodies, and management
corporations, making it more challenging for ASF to penetrate these markets
and secure contracts. Additionally, larger competitors may have greater
resources, allowing them to invest in advanced technologies, marketing
campaigns, and additional service offerings, giving them a competitive
advantage.

Moreover, the property management industry is dynamic, with new

entrants constantly emerging. These new companies often strive to
differentiate themselves by offering competitive pricing, innovative solutions, or
specialized services. This heightens the competitive environment and requires
ASF to continuously assess its value proposition, service quality, and pricing
structure to stay ahead of the competition.

• Potential labor shortage

ASF Property Management faces a significant threat in the form of

potential labor shortage, which can have a profound impact on service delivery
and operations. The property management industry heavily relies on skilled and
qualified professionals to effectively manage and maintain properties.

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 However, the availability of such talent may become limited, leading to
challenges in hiring and retaining the necessary workforce.

One of the primary impacts of a labor shortage is the potential strain on

service delivery. With a limited pool of qualified professionals, ASF may face
difficulties in promptly addressing client requests, conducting routine
inspections, and performing necessary maintenance and repairs. This can
result in delays, reduced responsiveness, and potential dissatisfaction among
clients who expect timely and efficient property management services.

Moreover, the labor shortage can also impact the company's

operational efficiency. ASF may experience challenges in adequately staffing
its projects, resulting in increased workloads for existing employees, fatigue,
and potential burnout. This can lead to decreased productivity, lower employee
morale, and potential difficulties in meeting contractual obligations and service
level agreements.

• Rapid technological advancements

ASF Property Management faces a significant threat in the form of rapid

technological advancements that require continuous investment and
adaptation. The property management industry is undergoing significant digital
transformation, with new technologies emerging and evolving at a rapid pace.
Staying up to date with these advancements and effectively integrating them
into operations is crucial for ASF to remain competitive and deliver high-quality
services.

One of the primary challenges posed by rapid technological

advancements is the need for continuous investment. Upgrading and
implementing new technologies often requires significant financial resources.
ASF must allocate budget and resources to acquire the latest property
management software, hardware, and digital tools to streamline processes,
enhance operational efficiency, and meet client expectations. Failure to make
necessary investments can result in outdated systems, inefficiencies, and an
inability to keep pace with competitors.

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 Furthermore, adapting to new technologies requires a commitment to
ongoing learning and skill development. Staff members need to be trained and
equipped with the necessary knowledge and expertise to effectively use and
leverage the new technologies. This may involve investing in training programs,
workshops, and hiring specialized personnel who can navigate and harness
the power of emerging technologies. Failing to adapt and upskill the workforce
can hinder the adoption of new tools and hinder the company's ability to
leverage technological advancements to its advantage.

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4. FINDINGS AND DISCUSSION

Based on the SWOT analysis above, there are major problems that can be identified
in ASF Property Management which is possible gaps in technological infrastructure. These
issues can significantly impact the company's operations, service delivery, and overall growth
potential.

The findings indicate that ASF Property Management may have gaps in its
technological infrastructure. This can include outdated property management software,
inefficient communication systems, or inadequate hardware. Such gaps can hinder the
company's ability to streamline processes, automate tasks, and deliver services with optimal
efficiency. To address this problem, ASF needs to invest in upgrading its technological
infrastructure. By implementing modern property management software, the company can
enhance operational efficiency, automate routine tasks, and improve data management and
analysis. This will not only streamline internal processes but also enable better communication
and collaboration with clients and stakeholders. Moreover, investing in hardware upgrades
and reliable communication systems will support seamless operations and enhance the
overall effectiveness of ASF's service delivery.

Additionally, training and upskilling employees in the effective use of technology and
software systems is crucial. By providing the necessary training and resources, ASF can foster
a culture of technological proficiency within the organization, enabling staff to maximize the
benefits of available tools and systems. Collaborating with technology partners and industry
experts can also provide valuable guidance and support in selecting and implementing the
most suitable technological solutions for ASF's specific needs. This proactive approach to
technology adoption can position ASF Property Management as a forward-thinking and
innovative company, capable of meeting the evolving demands of the property management
industry.

In summary, addressing the possible gaps in technological infrastructure and adoption

is crucial for ASF Property Management to remain competitive and deliver efficient services to
clients. By investing in the right technology, upgrading infrastructure, and providing training
and support to employees, ASF can overcome this weakness and leverage technology to
streamline operations, enhance communication, and meet the evolving needs of clients in the
digital era.

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 4.1 Advantages and disadvantage of solutions

Advantages Disadvantages
1. Improve efficiency: Upgrading the 1. Financial investment: Upgrading
technological infrastructure of ASF Property technological infrastructure requires a
Management can lead to improved efficiency significant financial investment. Costs
in operations. Modern property management associated with software licenses, hardware
software and hardware can automate tasks, upgrades, training, and implementation can
streamline processes, and reduce manual strain the company's budget.
errors.
2. Enhanced data management: Upgrading 2. Learning curve and training: Adopting new
technological infrastructure enables better technologies may require a learning curve
data management capabilities. Advanced for employees who need to become familiar
software can collect, store, and analyze data with the upgraded systems. Training
more efficiently, providing valuable insights programs and resources should be provided
into property performance, maintenance to ensure smooth adoption and maximize
needs, and client preferences. the benefits of the technological upgrades.
3. Streamlined communication: Upgraded 3. Technical challenges and integration:
communication systems facilitate seamless Upgrading technological infrastructure may
communication between ASF Property introduce technical challenges, especially
Management, clients, and stakeholders. during the integration of new software and
This includes features such as real-time hardware with existing systems.
messaging, document sharing, and Compatibility issues, data migration, and
collaborative platforms. system downtime can pose temporary
disruptions to operations.

Table 3: Advantage and disadvantages of upgrading technological infrastructure.

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5. CONCLUSION

In conclusion, the analysis of ASF Property Management revealed a major problem of

possible gaps in technological infrastructure. These gaps can hinder operational efficiency,
data management, and communication, impacting the overall effectiveness of the company's
service delivery. However, the solution of investing in upgrading technological infrastructure
presents several advantages. Upgrading improves efficiency, enhances data management
capabilities, streamlines communication, and allows for scalability and adaptability.

By investing in modern property management software, hardware upgrades, and

communication systems, ASF can automate tasks, reduce errors, and optimize resource
allocation. Enhanced data management enables informed decision-making and personalized
services for clients. Streamlined communication systems foster stronger relationships and
responsiveness. Scalable infrastructure ensures ASF can accommodate growth and adapt to
industry advancements.

Though there are challenges such as financial investment, training requirements,

technical integration, and ongoing maintenance, effectively managing these aspects allows
ASF to harness the benefits of technological upgrades.

Overall, by recognizing the possible gaps in technological infrastructure and investing

in their solutions, ASF Property Management can enhance its operational capabilities, improve
client satisfaction, and remain competitive in the property management industry. The decision
to upgrade technological infrastructure is a strategic step towards achieving efficiency,
adaptability, and growth in a rapidly evolving digital landscape.

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6. REFERENCES

Physical interview with Encik Ariffin, the managing director of ASF Property Management
https://www.facebook.com/p/ASF-Property-Management-100080580401368/
Burgelman, R., Rosenbloom, R., Goodman, R., Hisrich, R., Collins, J., Porras, J., Oliver, N.,
Leonard, D., Wind, J., & Carayannis, E. (1998). Business Strategy.
https://doi.org/10.1201/9781420050561.sec5
Details, R. F., Convenor, T. C., & Nagar, V. (1956). School of Management Studies. 1–3.
James, T. (2011). BUS5116.James.Ops.Strat.
Morgan, N. A., Whitler, K. A., Feng, H., & Chari, S. (2019). Investigación en estrategia de
marketing. Journal of the Academy of Marketing Science, 47(1), 4–29.
Preddy, S. (2017). The Marketing Strategy. How to Run a Successful Design Business: The
New Professional Practice, 181–188. https://doi.org/10.1007/978-1-137-02011-6_9
Ritson, N. (2019). Business Strategy And Strategic Planning. In Bookboon.com.
Strategy, M., Strategy, C., & Effectiveness, O. (n.d.). Module – 1 Operations Management
Basics And Operations Strategy PART – I Operations Management – Definition Functions of
OM in an Organization Historical Evolution of OM Relationship of OM with other Functional
Areas OM as a Competitive weapon Operations .

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7. APPENDICES

Figure 7: ASF Property Management Facebook

Figure 8: ASF Property Management company profile

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