INDUSTRIAL TRAINING REPORT

SUNRISE MENTOR (M) SDN BHD SHELL

SRI HARTAMAS

XXXXXXXXXXXX\
6221XXXX

REPORT SUBMITTED IN PARTIAL FULFILMENT FOR

THE BACHELOR OF BUSINESS ADMINISTRATION
(HONS) IN MANAGEMENT AND ENTREPRENEURSHIP

UNIVERSITI KUALA LUMPUR BUSINESS SCHOOL KUALA LUMPUR

2023
 INDUSTRIAL TRAINING REPORT
SUNRISE MENTOR (M) SDN BHD SHELL
SRI HARTAMAS

XXXXXXXXXXXXX
6221XXXXX

REPORT SUBMITTED IN PARTIAL FULFILMENT FOR

THE BACHELOR OF BUSINESS ADMINISTRATION
(HONS) IN MANAGEMENT AND ENTREPRENEURSHIP

UNIVERSITI KUALA LUMPUR BUSINESS SCHOOL KUALA LUMPUR

2023
 DECLARATION

I, Siti Fayaddah binti Halim, declare that all parts of this report are the results of my
work except for the quotations and references, the sources of which have been
acknowledged in the bibliography.

2023 ZXXXXX

x
 APPROVAL PAGE

This report was read and verified by:

2/7/2023
(Ms. Maizalina binti Kamaruzzaman) Date
Company Supervisor,
Sunrise Mentor (M) Sdn. Bhd

2/7/2023
(Mr. Muhammad Najib bin Noh @ Seth) Date
University Supervisor,
UniKL Business School.

iii
 ACKNOWLEDGMENT

‫محرلا رالن ميح‬ ‫س‬

‫مِ ــــــــــــــــــ‬

I want to express my gratitude to Almighty Allah for providing interns with the health
and stamina necessary to complete my internship opportunity. The information they
gave me about working in this department, both theoretical and practical, was helpful
and cooperative, though. In the time frame given to me, I completed my training and
turned in my report. I'd like to thank Encik Abu Bakar bin Ibrahim as director and Cik
Maizalina binti Kamaruzzaman my supervisor who oversaw my internship for giving
me the opportunity to complete my professional development and gain valuable
experience.

Finally, I want to express my gratitude to Sir Muhammad Najib bin Noh @

Seth, the university supervisor for my course, and the Universiti Kuala Lumpur
Business School (UBIS) for allowing me to complete my training. I've gained a lot of
knowledge, experience, and exposure from this that I wouldn't have obtained from a
book or in a classroom, and it will help me in the future. Last but not least, I would
like to extend my sincere gratitude to my family for their support throughout my
industrial training as well as to all of my UNIKL family members who assisted me in
finishing my industrial training and writing this report.

iv
 ABSTRACT

The internship was held for 16 weeks, from the first of March 2023 to the last day of
July 2023. The actual internship time was 4 months, or 16 weeks, but this organization
wanted me to continue work for 1 month more which is training as Supervisor. My
internship company wants to coordinate all the intern students finishing in the same
month. As a result, I will need to add one more month till the end of month 7 to
complete the internship program. SUNRISE MENTOR (M) SDN BHD has given me
unforgettable experiences and moments in my life over sixteen (20) weeks of training,
and it has encouraged me to get to know and discover myself from a variety of
perspectives. It also supports me in maintaining and improving my behavior and
attitude when dealing with different people and situations.

Students will also be evaluated based on employer evaluations, daily logbooks,

industry reports, and presentations from industry training. The report is divided into
nine (9) main chapters, including the introduction, chapter two about the background
of the organisation, chapter three about industry analysis which is macro and micro
analysis, and chapter four company internal analysis. Management and
entrepreneurship problem analysis will be covered in chapter six. Chapter seven about
findings and discussion. Lastly, the conclusion and recommendation will be covered
in chapter eight and nine.

I learned a lot of useful knowledge and gained a lot of experience working throughout
the training sessions. Once the industry report was finished on time and the practical
training was finished, I was even permitted to join the organizational team. In terms of
theory and knowledge, I can apply what I have learnt in class.

v
 TABLE OF CONTENTS

DECLARATION ii
APPROVAL PAGE iii
ACKNOWLEDGMENT iv
ABSTRACT v
TABLE OF CONTENTS vi
LIST OF TABLES ix
LIST OF FIGURES x

CHAPTER I INTRODUCTION 1
1.1 Introduction 1
1.2 Objective of INTRA 2
1.3 Location of INTRA 3
1.4 Offer Letter from Company 4
1.5 Position Assigned 5
1.5.1 Assigned in Business Admin 5
1.5.2 Assigned in Operation Control 5
1.6 Reporting Personnel 6
1.6.1 Email 7
1.7 Major Task/Job/Project Assigned/Completed 8
1.8 Role/Responsibility/Job/Project 9
1.8.1 Deli2go baker 9
1.8.2 Fairbank and Pre-End of Day (EOD) 10
1.8.3 Person in Charge of Ready for Customer (RFC) checklist 12
1.8.4 Daily Closing report sales reconciliation 13
1.8.5 Operation Journal (OJ) 13
1.8.6 End of Day (EOD) 13
1.8.7 Lead merchandiser 14
1.8.8 Person in charge of ordering and overall procurement 14
1.8.9 Receive stock from supplier. 15

vi
 1.8.10 Key inventory receiving and paid out. 15
1.8.11 Update Monthly Report. 16
1.8.12 Upselling promotion item. 17
1.8.13 Check delivery ATG reading Veeder Root. 17
1.9 Gantt Chart of Internship 18
1.10 Your Photo/Evidence Related to The Job/Task/Project 19

CHAPTER II COMPANY BACKGROUND 31

2.1 Company’s Name 31
2.2 Company Logo & Meaning 31
2.3 Company History, Vision, Mission, Legal Status 32
2.4 Company’s Map and Location 35
2.5 Company's Overall Organization Chart 36
2.6 Description of Shell Sri Hartamas Products/Services 36

CHAPTER III INDUSTRY ANALYSIS 39

3.1 Introduction about Macroenvironment 39
3.2 PESTLE Analysis 40
3.2.1 POLITICAL 40
3.2.2 ECONOMIC 41
3.2.3 SOCIAL 43
3.2.4 TECHNOLOGY 44
3.2.5 ENVIRONMENT 45
3.2.6 LEGAL 45

CHAPTER IV COMPANY INTERNAL ANALYSIS 46

4.1 Introduction to Microenvironment 46
4.2 Porter’s Five Forces Analysis 46
4.2.1 Threats of New Entrants 46
4.2.2 Supplier Bargaining Power 47
4.2.3 Customer Bargaining Power 48
4.2.4 Threats of Substitute 48
4.2.5 Rivalry among the existing competitors 49
4.3 SWOT ANALYSIS 50
4.3.1 Strengths 50
4.3.2 Weakness 51
4.3.3 Opportunities 52

vii
 4.3.4 Threats 53

CHAPTER V COMPANY COMPETITOR & CUSTOMER ANALYSIS 54

5.1 Overview of Competitor & Customers 54
5.1.1 Potential Competitors 55
5.1.2 Potential Customers 57

CHAPTER VI MANAGEMENT AND ENTREPRENEURSHIP

ANALYSIS 59
6.1 Define the Nature of the Problem 59
6.2 Causes of Problems to the Company 59
6.3 Effects of Problem to the Company 61

CHAPTER VII FINDINGS AND DISCUSSIONS 62

7.1 Overall Findings (Chapter III) 62
7.1.1 Findings on PESTLE Analysis 63
7.2 Overall Findings (Chapter IV) 71
7.2.1 Finding on Porter’s Five Forces Analysis 73
7.3 Overall Findings (Chapter V) 79
7.3.1 Finding on SWOT Analysis 81
7.4 Problem Identification 88
7.4.1 Select Item Out of Stock 88
7.4.2 High risk safety and security 89
7.4.3 System Issue 89

CHAPTER VIII RECOMMENDATION 91

CHAPTER IX CONCLUSION 94

REFRENCES 96
APPENDIX A 99
APPENDIX B 100
APPENDIX C 101
APPENDIX D 102
APPENDIX E 103
APPENDIX F 104
APPENDIX G 105
APPENDIX H 106

vi
ii
 LIST OF TABLES

Page No.

1.1 Student Details 6

1.2 University Supervisor Details 7

1.3 Supervisor Details 7

1.4 Gantt Chart Internship 18

2.1 Company Location Details 35

ix
 LIST OF FIGURES

Page No.

1.1 Company Offer Letter 4

1.2 Location of the company 3

1.3 Company Senior Supervisor 7

1.4 Person in charge Ready for Customer (RFC) 19

1.5 Outdoor selling and upselling promotion item 20

1.6 Person in charge baking Deli2go 21

1.7 Merchandising 22

1.8 Daily task submitted to Fairbank. 23

1.9 Daily task Pre EOD 24

1.10 Daily task submit Operation Journal to Director 25

1.11 Daily task End of Day shift cashier 25

1.12 Update Monthly Report 26

1.13 Key in inventory into RP BOS 26

1.14 Check delivery ATG reading. 27

1.15 Drill Emergency Responsible Plan (Fire at pump) 28

1.16 Task given to join Hari Raya & Hari Bomba event organized by
Shell Hartamas and Hartamas fire department 29

1.17 Task given sell promotion lubricant Fuel Save at Sunway

Pyramid 30

2.1 Logo of Shell Sri Hartamas Sdn. Bhd. 31

2.2 Director of Shell Sri Hartamas 32

2.3 SSM Registration Certificate by Sunrise Mentor 34

x
2.4 Company Locations via Google Map 35

2.5 Organization Chart of Sunrise Mentor 36

2.6 Sunrise Mentor product and services 38

5.1 Logo of Petronas 55

5.2 Logo of Caltex 56

5.3 Logo of BHP 56

5.4 Logo of Petron 57

xi
 CHAPTER I

INTRODUCTION

1.1 Introduction

All University Kuala Lumpur students are obliged to take the Industrial

Training Programme, often known as EIB 30108. Students enrolled in this programme

are required to arrange an internship with a company of their choice. The purpose of

the internship is to provide students with real-world experience in a professional work

setting while also enhancing their employability by enhancing their skills and

knowledge. Students will gain knowledge of the working environment and firsthand

experience the particular demands of their chosen organisation throughout the sixteen-

week internship. The ultimate objective is to help students gain knowledge of the

working world and the abilities needed for their future employment.

In order to boost labour efficiency, industrial training exposes UniKL students

to the industrial economy and workplace culture. Young graduates without prior work

experience might benefit from industrial training to build their resumes by gaining

real-world experience and skills.

1
1.2 Objective of INTRA

The main objective of INTRA is to expose students to the real world industrial

and professional environment while also providing them with a variety of experiences.

In addition,this hands-on training allows students to apply their classroom knowledge

and abilities to act in a real-world environment, in line with UniKL's motto, "Where

Knowledge is applied."

Furthermore, students can develop their critical thinking and acquire new skills

through "practical learning" activities at the businesses with which they are affiliated.

Because they force students to deal with problems that appear out of the blue and

necessitate making quick decisions that could have an impact on desired outcomes,

real-life situations call for high-level thinking skills.

Additionally, internships place a high value on ethics and professionalism,

emphasizing traits like dependability, teamwork, appearance, and punctuality that can

all help students develop good character. Industrial training also fosters positive

relationships because UniKL and the practical companies involved share a

commitment to social responsibility. Internships are one of UniKL's strategies for

determining the needs of the market today and, consequently, for addressing any

weaknesses found. As a result, the University’s curriculum will be strengthened, and it

willbe able to create the proactive graduates needed by the industry.

2
1.3 Location of INTRA

Finding a business related to their course is a requirement for all UNIKL

Business School interns. This aims to show them how to use the skills they learn at

university in a real-world environment. As a result, SUNRISE MENTOR (M) SDN

BHD was selected as the site for me to undergo an industrial training session. The

location of SUNRISE MENTOR (M) SDN BHD is shown in Figure 1.2. The company

which is known as Shell Sri Hartamas strategically located at Desa Sri Hartamas that

township that is primarily made up of high-rise residential buildings and is bordered to

the southeast by Bukit Damansara and a sizable expat community. The owner of the

company also has a restaurant inside shell petrol station which known as The Filling

Station and Las Vacas.

Figure 1.1: Location of the company

3
1.4 Offer Letter from Company

Figure 1.2: Company Offer Letter

4
1.5 Position Assigned

During the internship session, main positions were assigned, which are as

follows:

1.5.1 Assigned in Business Admin

Managing cash flow as an administrator, including taking responsibility

for daily sales transactions and cash reconciliation. Maintaining financial

records, including invoices, expense reports, and sales reports. Monitoring the

station's financial performance through routine financial analysis and reporting.

Next is creating and carrying out operational plans, which include staff shift

scheduling, ensuring effective station operations, and satisfying customer

demand monitoring and improving operational procedures like maintenance

work, convenience store management, and fuel dispensing. Collectively, these

tasks help our petrol station run smoothly and be successful. It's critical to

modify and align business administration procedures with our policies,

regional laws, and the unique requirements of the station and its audience.

1.5.2 Assigned in Operation Control

Ordering and replenishing supplies, keeping an eye on stock levels, and

ensuring freshness are all part of managing the convenience store's inventory.

Managing and educating the personnel in charge of running the convenience

store. putting into practice appropriate merchandising tactics, such as pricing,

5
 promotion, and product placement. Monitoring and improving operational

procedures like maintenance work, convenience store management, and fuel

dispensing. Supporting advertising and promotion efforts to boost sales and

raise consumer awareness. Putting up marketing materials, making sure the

signage is appropriate, and successfully carrying out our station's marketing

initiatives. At our petrol station, efficient coordination across various

operational aspects, proactive monitoring, and attention to detail are all

necessary for effective operational control. It guarantees that the station runs

effectively, safely, and offers a satisfying user experience.

1.6 Reporting Personnel

The reporting personnel or the person reported and will oversee the trainee:

Table 1.1: Student Details

Name
Student ID
Training Date

6
 sitifayaddah00@gmail.com

1.6.1 Email

Table 1.2: University Supervisor Details

Name Encik Muhammad Najib bin Noh @ Seth

Position University supervisor / Senior Lecturer
Contact Number 012-221 2707
Email mnajibs@unikl.edu.my

Figure 1.3: Company Senior Supervisor

Table 1.3: Supervisor Details

NAME Maizalina Binti Kamaruzzaman

POSITION Senior Supervisor Sunrise Mentor Sdn Bhd
CONTACT NUMBER 012-239 6858

7
 EMAIL smmsb@abfam.com

1.7 Major Task/Job/Project Assigned/Completed

During the internship period, trainees were given a responsibility to perform a

variety of job tasks or assignments that have been assigned to them. As an intern that

is assigned to admin and operation junior support position, there are many tasks that

need to be done whether it is administration work or operation work.

Administration work is about tasks that are mostly done inside the office and

not many staff will know how to do it since it involves the company’s P&C (Private &

Confidential) information. There are a lot of administration task such as key in

Fairbank, key in pre-EOD, daily closing report reconciliation, key in operational

journal, key in End of Day (EOD), key in inventory receiving and paid out, also check

delivery with ATG reading where all of this task need to be done daily. Monthly reports

will be updated whenever there is free time or other tasks have finish in order to ensure

that the monthly report will be done and finish checking before every 15th of the next

month. Every ordering procurement will be done weekly by checking whether there

are fast moving items that need to be ordered or slow-moving item that is low stock

based on stock check and Top 150’s SKUs list.

Meanwhile, the operational task mostly involved Deli2Go Baking, Ready for

Customer (RFC) checklist where it need to be done daily before 10 am, merchandising

and upselling promotion item which is do outdoor selling during peak hour every time

they have promotion.

8
 Besides that, there are Human Resources task that have been assigned to me

during my internship where I have been taught to update the attendance of every staff

every day in WhatsApp and key in timetable@man for every staff overtime claim.

1.8 Role/Responsibility/Job/Project

The roles and responsibilities I had during my internship are outlined in the list

below:-

1.8.1 Deli2go baker

This task is done based on the schedule that was made and changed by

supervisor or manager every week. If the schedule shows that there is one

person coming to work at 6.00 am, it means that the person is the one that will

do baking. SOP for baking is not that complicated or hard. The pastries have

already been arranged and chosen the night before after already seen the

leftover pastries that unsold today.

The staff who are closing deli2go will arrange the pastries that will be

baked tomorrow morning on the tray, and they will cover it with plastic and

put it back inside the freezer. Then, the morning cashier will take out pastries

from the freezer and thaw the savory pastries for 30 min. For sweet pastries,

there is no need to thaw as it usually thaws faster so the night staff will usually

just separate the sweet pastries that will be baked into a container. The

9
temperature needs to be at 160 degrees Celsius and program 6 which means 22

minutes only needed for the pastry to be baked.

For this task, the person that bakes also needs to attend food handling

class and get a typhoid injection to know the SOP very well and serve the

pastries with good hygiene. Then, after the staff have finished baking, they will

need to display the pastries according to planogram for deli2go which have

been updated and cleaning the deli2go area and utensils that have been used

when baking.

1.8.2 Fairbank and Pre-End of Day (EOD)

a) Fairbank is a wet stock management website that help you minimize

financial loss by identifying the source of fuel loss quickly, such as leaks, theft,

over-dispensing, and short deliveries. It will also pick up even the smallest of

losses before they escalate into a bigger problem, pinpoint the exact source of

loss without having to go through lengthy equipment isolation processes, which

can be costly to your fuel business and quickly identifying slow-flowing nozzles

and under-dispensing pumps allows maintenance work to be carried out early,

avoiding unpleasant experiences for your customer.

Through the installation of specialized equipment on-site, data is sent

directly to highly trained specialists for evaluation. Because the data is

transmitted to Fairbank in real-time, it becomes possible for Fairbanks Wet

stock Management. The data entry that is required, including fuel deliveries,

fuel sales, and fuel closing stock. Only the fuel delivery that was received

10
yesterday by station before 12 o'clock midnight needs to be filled in the

Fairbank. Sales of fuel were the total sales of fuel for yesterday’s sales. The

fuel stock balance from yesterday, as obtained from ATG Reading

approximately at 12am at midnight, makes up the closing stock. Based on the

tanks that have been divided into those for each type of fuel, all this information

will be entered. Only fuel delivery that will be key in based on which tank the

fuel is delivered to, while fuel sales and closing stock will need to be key in to

all 7 tank data. Tank 1 is for VP97, Tank 2 & 3 is link with FS95, Tank 4 is for

Diesel B10, Tank 5 is for V-Power Racing, Tank 6 is for Diesel EU5, and Tank

7 is FS95.

b) Pre-EOD stand for Pre- End Of Day is a bit same with Fairbanks but

this data will be entered into RP BOS (Red Prairie website) with more detail.

For Pre-EOD, the data that will be entered is fuel delivery, fuel sales and

closing stock with the timing and date.

Fuel delivery key in for Pre-EOD will need us to key in the opening and

closing stock fuel where the opening stock stands for the stock we have before

we receive delivery while closing stock is for stock we have after receive

delivery. For this fuel delivery, we also will key in the volume delivered and

cost price for fuel that we know based on fuel invoice that we received by email

from Shell. For fuel sales, the details is on the sales that we will be key in by

pump and not tank. For information, our Shell have only 7 Tanks but 22 pumps,

which means there will be more than 22 sales that we need to be key in. We

will be comparing the sales that we calculated manually with the fuel sales that

were calculated by RP Boss for yesterday’s sales. For closing stock, it is the

11
same as Fairbank where we just key in the balance but with timing and date for

RP Boss.

It is important to be key in this data for Shell to be able to estimate when

the station will need delivery, how much volume they will need, and what fuel

they need for the station not be stocked out (SO).

1.8.3 Person in Charge of Ready for Customer (RFC) checklist

Get ready, customers (RFC) to make sure everything is in functioning

order and to inspect the cleanliness of the front area. Any defective equipment

or issues will be reported by Shell directly to CBRE/WINCOR, an external

maintenance team. Additionally, RFC, or "Ready for Customer," also

encompasses the products and services provided to customers. Any empty

shelves (item out of stock), missing articles, trash, or dried leaves in the station

should be reported to the co-workers, take pictures send into WhatsApp group

and shared with other co-workers for follow-up action.

Ready For Customer have this list where after the work has been done,

staff responsible need to tick the form and update inside the group. By doing

things like that, the staff can get help from other staff to help make sure the

customer is satisfied with the environment and has enough goods that they can

buy.

12
1.8.4 Daily Closing report sales reconciliation

All employees in the office are required to be able to complete the Daily

Closing report in detail. Usually, you can complete it before noon. In this

report, which is typically more detailed, we can demonstrate in greater detail

which products typically sell out quickly by categories. To perform OJ and

EOD, this must be done.

1.8.5 Operation Journal (OJ)

OJ is a report from our retailer where we need to key in some

information that we got from a report that we print out every day. The due time

for OJ to be emailed is before 11am or 2pm at the most. The information that

we need to key in revolves around sales, fuel, and many more information. This

will show the retailer how much the shop usually does on a daily basis.

1.8.6 End of Day (EOD)

EOD is a task that is done every day after finishing daily closing and

OJ.EOD needs to key in into RP BOS. This usually shows us the end of the day

station and the sales for yesterdays. The data that needs to be keyed in is the

shortage or over cashier and the amount that deposited into 360 machines as

this amount usually comes from cash transaction that happening yesterday.

13
1.8.7 Lead merchandiser

The lead merchandiser as the name says is a person that will lead the

merchandiser to do their task that day. People that do merchandising usually

will check for expired date to ensure that there is no expired item on shelf. They

also need to check which item needs to be top up and check whether the

arrangement of every item is according to planogram or not. They also need to

ensure that there have been labeled 'you just missed me' at the shelves where

the item is Out Of Stock (OOS) in order to save time for other staff from

searching the item. The merchandiser also needs to make them follow FEFO

SOP, which means First Enter First Out.

For this task, what has been highlighted by the owner is to check stock

every week in the store and on the shelf. By checking stock, staff will get to

know whether that stock still has enough for the rest of the week or needs to be

ordered. If the stock is sold out and there is nothing left, then the staff will need

to list OOS items and put in SCRA Diary, which is a website where all Shell

Station need to send OOS list to ensure that Shell know that there might be

some item unavailable.

1.8.8 Person in charge of ordering and overall procurement

Ordering is a must-have task that needs to be done in every store

including Shell Select. This task needs to be done according to the supplier’s

frequency, which usually means how many times the supplier can come to our

station or deliver the stock in 1 month and based on low stock and OOS list

14
that we have updated. PIC procurement need to do Purchase Order (PO) soft

copy and WhatsApp to supplier. The top list 150skus which is the top item that

cannot be OOS and not to mention fast & slow-moving list that can be printed

from RP BOS also cannot be forgotten. This is the important data that the

station needs to have to place an order.

1.8.9 Receive stock from supplier.

The staff member who will receive the items from the supplier must

inspect them along with the invoice we will receive from them and the Purchase

Order (PO) we issued. This must be done each time we acquire goods from the

supplier. To make it simpler for us to place a new order for the missing

products, we should highlight any things that are in the PO that we have ordered

but are not present in the invoice.

1.8.10 Key inventory receiving and paid out.

The staff inside the office usually will key in inventory receive or paid

out if there are invoices that are not key in yet in the RP BOS. This needs to be

done at the latest 3 days from the receive date to make sure that the data of

receiving is already done and not being held on as there are some invoices that

will need to get payment made before the due date. This needs to be done for

the system to get the correct amount of data received in the correct month.

15
1.8.11 Update Monthly Report.

A monthly report is a report that needs to be done by office staff every

month. This report mostly involves data like deli2go store hub which only our

station has since there are some customers are paying for deli2go pastries at the

Filling Station which place relates to deli2go area. Then, there are also paid out

and paid in which is a payment by cash either for suppliers that supply their

items by cash or customer using our services like photocopying.

There are also admin & expenses and utilities table that need to be

updated where all admin & expenses and utilities transactions will be recorded

in the table whether it already paid or not. There are CR Purchases where this

table will be filled up with invoices or transactions by suppliers for convenience

retail items that have been made in that month. Meanwhile, the payment for

convenience retail item for this month will be key in into CR Purchases

Payment.

There are also Bonuslink promo, bonuslink4biz and Bonuslink which

focus on Bonuslink redemption and items that have been redeem on that month.

There is also a bank charge which we can get from the bank statement at the

end of the month. There is also working capital which is done by the supervisor.

Then, there is fuel delivery where the table will be filled up with the details of

the fuel delivery, fuel invoice, OLF invoice and settlement advice.

Non-fuel payment is a table with data for credit note, debit note,

lubricant, convenience retail, maintenance fee, promotion and opc rental that

16
need to be filled up by looking at the supposed invoice and settlement advice

for the month. The last data is about credit card transaction consisting of Visa,

Mastercard, AMEX, Shellcard, E-wallet, Fave, RFID, and FoodPanda.

1.8.12 Upselling promotion item.

Every time the station has a promotion, every member of staff will need

to do this promotion to upsell the promo item. For example, currently we done

some promo for 2 wonda@RM5.00. The reason why the station does this

promotion is because our station needs to achieve the target that has been given

by Shell HQ. Usually, staff that work as cashier have higher chance of

promoting this promotion which is why we sometimes will be cashier either to

cover the cashier or just to learn from cashier on how to serve customer and at

the same times promote the promo items to customer.

1.8.13 Check delivery ATG reading Veeder Root.

ATG Reading is a machine that is located inside the manager’s office.

ATG reading is important for us to know the fuel balance inside all 7-fuel tank.

By knowing how to read ATG reading, staff also can check whether there will

be enough ullage or not when there are fuel deliveries received by email.

17
1.9 Gantt Chart of Internship

Table 1.4: Gantt Chart Internship

MARCH APRIL MAY JUNE

NO TASK W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12 W13 W14 W15 W16
1 Merchandising
2 RFC
3 Pre-EOD, Operation Journal, EOD
4 Receive stock from supplier
5 Baking Deli2go
6 Key in inventory receiving and paid out
7 Cashier
8 Ordering and overall procurement
9 Daily closing report
10 Update Monthly Report

19
1.10 Your Photo/Evidence Related to The Job/Task/Project

Figure 1.4: Person in charge Ready for Customer (RFC)

18
Figure 1.5: Outdoor selling and upselling promotion item

20
Figure 1.6: Person in charge baking Deli2go

21
Figure 1.7: Merchandising

22
Figure 1.8: Daily task submitted to Fairbank.

23
Figure 1.9: Daily task Pre EOD

24
Figure 1.10: Daily task submit Operation Journal to Director

Figure 1.11: Daily task End of Day shift cashier

25
 Figure 1.12: Update Monthly Report

Figure 1.13: Key in inventory into RP BOS

26
Figure 1.14: Check delivery ATG reading.

27
Figure 1.15: Drill Emergency Responsible Plan (Fire at pump)

28
Figure 1.16: Task given to join Hari Raya & Hari Bomba event organized by Shell
Hartamas and Hartamas fire department

29
Figure 1.17: Task given sell promotion lubricant Fuel Save at Sunway Pyramid

30
 CHAPTER II

COMPANY BACKGROUND

2.1 Company’s Name

Sunrise Mentor (M) Sdn. Bhd.

2.2 Company Logo & Meaning

Figure 2.1: Logo of Shell Sri Hartamas Sdn. Bhd.

The energy firm Shell is represented by the Shell logo. The logo is a stylized

seashell in the colors red and yellow. The seashell represents the company's early days

as a shell trader in the late 19th century. Red and yellow have long been related to Shell

and have been included in its branding. The company's presence in the oil and gas

sector is symbolized by the emblem, which is known the world over.

31
2.3 Company History, Vision, Mission, Legal Status

HISTORY

Figure 2.2: Director of Shell Sri Hartamas

The owner of the company is Mr. Abu Bakar bin Ibrahim. His business operates

in two major industries. The first one is retailing, Consumer Petrol Product &

Convenience store. Which is they have three branches are Shell Desa Sri Hartamas,

Shell Damansara Damai, Shell Seksyen 7 Shah Alam. The second one is the Food &

Beverage Business. It has The Filling Station and Las Vacas Steakhouse. Despite being

two completely two completely different industries, this company gets its driving force

from the ability to provide great customer service to our customer.

It started in 2002. Our own and operate the stores in Desa Sri Hartamas,

Damansara Damai, and Seksyen 7 Shah Alam. Among the unleaded and diesel

products offered at our petrol station, which is close to Kuala Lumpur and Selangor,

are Shell VPower 97, Shell Fuel Save 95, V-Power Racing and Diesel. There is

shopping on-site. This fueling station provides a wide range of amenities, including

Costa Coffee and Shop-Select. Some of the available food and drink options are

32
Deli2go and Costa Coffee. The Filling Station and Las Vacas Steakhouse are two

establishments that are happy to call Desa Sri Hartamas home.

The nation's first retail butcher, Las Vacas, expanded into restaurants in 2009

using premium halal meat for its speciality cuts that was imported straight from

Australia. Since then, Las Vacas, a restaurant known for its premium halal steaks and

chops, has prospered. Currently, GLO, Yap Kwan Seng, Sunway Putra, and Stacks by

Las Vacas are operated by third parties; Las Vacas operates its own stores in Mont

Kiara and Kelana Jaya. In Malaysia, The Filling Station, the nation's first full-fledged

restaurant housed inside a filling station, opened its doors in 2016. Luxury

neighbourhoods like Mont Kiara, Segambut, and Sri Hartamas are all close to our

position in Desa Sri Hartamas.

VISION

 To continue to grow and develop and will provide a challenging environment

to stay ahead of the competition.

MISION

 To provide constant supply to all fuel and convenience store customers.

 To be known for consistent high standards of customer service and establishing

good relationships with customers.

 To continue to expand the range of services and products required for all our

customers.

 To establish a quality workforce, continuous improvement and maximizing

everyone’s: potential and providing a long-term career path and positive work

environment.

33
LEGAL STATUS

Figure 2.3: SSM Registration Certificate by Sunrise Mentor

The type of business that has been registered by Sunrise Mentor is known as a

PrivateLimited Company (SDN BHD). Company Sendirian Berhad (SDN BHD) is a

private limited company that can be founded by both locals and foreigners. The

company's responsibility is restricted. It is solely restricted to the capital issued by the

owner. Even though the firm is threatened with bankruptcy owing to inability to pay

its debts, if the owner has withdrawn therequired capital, the owner is no longer

required to contribute money to the company.

34
2.4 Company’s Map and Location

Figure 2.4: Company Locations via Google Map

Table 2.1: Company Location Details

Company’s Name SUNRISE MENTOR (M) SDN BHD

Company’s Address 22, Jalan Sri Hartamas 22, Off, Jalan Bukit
Kiara, 50480 Kuala Lumpur

Company’s Location Shell Desa Sri Hartamas

35
2.5 Company's Overall Organization Chart

Figure 2.5: Organization Chart of Sunrise Mentor

There are more than 22 people working for Sunrise Mentor Sdn Bhd, which

has 4 departments. To keep operations and activities running smoothly, each

department has a certain role to play.

2.6 Description of Shell Sri Hartamas Products/Services

One of the most well-known brands in the petroleum sector worldwide, Sunrise

Mentor has a substantial market share in Desa Sri Hartamas area. This section explores

the variety of goods and services that our local fuel stations provide as well as how we

impact the economy and daily lives of Malaysians.

36
 It is crucial to recognize that fuel is the main service that our station provides.

Our petrol station provides a range of fuels to meet the demands of customers and

various vehicle types. Shell V-Power is a premium high-octane fuel that is engineered

for performance, whereas Shell Fuel Save is a standard unleaded petrol that is intended

for daily driving. In addition, our station sells diesel fuel, which is necessary for several

types of personal automobiles as well as commercial vehicles.

The Shell Select Store is a noteworthy element at many of our petrol stations.

These convenience stores sell a variety of goods, including food, drinks which is non-

alcoholic beverages, basic vehicle supplies, and personal care products. These shops

are frequently crucial for stocking up on necessities for travelers travelling a long

distance. The selection of premium motor oils and lubricants that we offer is another

noteworthy feature of its product line. Both specialists and regular drivers alike depend

on these goods for their quality and performance in the maintenance of automobiles.

Additionally, we are aware of the various requirements of its customers,

particularly in a multicultural nation like Malaysia. Due to the country's predominance

of Muslims, some of the larger petrol stations offer services like prayer rooms and

clean restrooms, which are essential for travelers. Finally, it's critical to recognize our

contributions to the regional economy. In addition to offering employment

possibilities, we also participate in CSR through several activities focused on

environmental sustainability and community development.

In conclusion, our petrol stations are much more than just fueling stations; they

are an important component of the neighbourhood, offering necessities to both

motorists and tourists. We maintain our standing as a dependable and forward-thinking

37
leader in the petroleum sector by providing high-quality fuel, convenience stores, and

customer-focused facilities.

Figure 2.6: Sunrise Mentor product and services

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 CHAPTER III

INDUSTRY ANALYSIS

3.1 Introduction about Macro environment

PESTLE analysis is a methodology for examining the important external

influences on an organization (Politics, Economics, Sociology, Technology, Law, and

Environment). It provides managers of staff with information about problems from

outside their company. Because of this method's adaptability, businesses can use it in

different situations. These findings can be used by senior executives and HR

professionals to make strategic decisions.

The macroeconomic and microeconomic business environments are typically

distinguished in marketing theory, with the former affecting uncontrolled external

influences and the latter primarily affecting internal variables of certain sectors, such

as stakeholders and rivals.

PESTLE analysis helps companies identify outside factors that might affect

their market and determine how those factors might affect their bottom line. It is crucial

when conducting such an analysis to not only identify but also evaluate the factors that

affect the organisation, such as the potential impact they may have. The results of the

PESTLE analysis can then be used to identify analytical opportunities and threats.

39
3.2 PESTLE Analysis

Pestle analysis is a framework used in business and strategic planning to assess

and analyze the external factors that can impact an organization's success. The

acronym "PESTLE" stands for Political, Economic, Social, Technological, Legal, and

Environmental factors. By examining these various aspects, organizations can gain

insights into potential opportunities and threats within their operating environment,

helping them make informed decisions and formulate effective strategies.

Organizations like Shell Sri Hartamas are impacted by all the political,

economic, social, technological, legal, and environmental analysis terms for PESTEL

listed below: -

3.2.1 POLITICAL

Shell Sri Hartamas operates within the governmentally established

political boundaries. The political factors affecting Sunrise Mentor operations

in Malaysia are consistency and stability of the Malaysian government has an

impact on government stability, which is a factor in Shell Sri Hartamas

operations. Changes in governmental leadership or policies may alter the

dynamics of the energy sector and the regulatory environment, which may have

an impact on Shell Sri Hartamas operations.

As with other fuel operation companies, Shell Sri Hartamas is required

to obtain licenses, permits, and approvals from the appropriate government

agencies. These cover the rights to exploration and production, permits for the

40
environment, and adherence to safety laws. Corporate tax rates and incentives,

as well as tax policies generally, can have an impact on Shell Sri Hartamas

financial results and investment choices in Malaysia. Profitability and general

business operations may be impacted by modifications to tax laws or

incentives. Local content requirements, which call for the use of local suppliers

and labor in Shell Sri Hartamas operations, may be encouraged or enforced by

the Malaysian government. To keep a good relationship with the government,

such requirements must be followed.

Risks to Shell Sri Hartamas operations can come from political

stability, social unrest, or geopolitical tensions. Security, supply chain, and

investor confidence are just a few of the factors that can have an impact on the

general business environment. Maintaining good relations with the Malaysian

government is crucial for Sunrise Mentor, as is keeping up with political news

and adjusting its business tactics to fit the shifting political climate. Sunrise

Mentor can successfully navigate obstacles and take advantage of opportunities

in the Malaysian market by actively engaging with stakeholders and

comprehending political factors.

3.2.2 ECONOMIC

The market's fluctuation in fuel prices has an immediate impact on Shell

Sri Hartamas. The retail prices of petrol and diesel are subject to changes in

crude oil prices and other factors, which has an impact on the profitability of

Shell Sri Hartamas. The state of the economy and consumer spending habits

41
have a big impact on how much fuel is needed. Increased vehicle use and fuel

consumption may occur during times of economic expansion and higher

disposable income, which is advantageous for Shell Sri Hartamas.

Next, the competitive environment in the petrol station sector is

influenced by the economic environment. Our market share and revenue are

impacted by the existence of other fuel retailers, their pricing policies, and the

general market dynamics. The profitability of our petrol station is impacted by

economic factors like inflation and shifts in the cost of labour, utilities, and

other operational costs. Increased operational costs could result from higher

inflation and have an impact on pricing decisions. Government-imposed

economic rules and regulations may have an impact on our petrol station. This

covers tax laws, environmental rules, and costs associated with compliance that

have an impact on the stations' overall financial health and operational needs.

The demand for fuel and the viability of Shell Sri Hartamas can be

influenced by economic development, urbanization, and population density.

High economic activity and urbanization tend to increase the demand for fuel,

which may present Shell Sri Hartamas with business opportunities. Shell Sri

Hartamas can make informed decisions about pricing, market positioning,

expansion plans, and operational efficiency for its petrol stations by being

aware of these economic factors. We can effectively manage its operations and

offer customers value in a cutthroat market by adjusting to the economic

environment.

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3.2.3 SOCIAL

The demand for Shell Sri Hartamas products can be influenced by

societal attitudes and preferences towards different fuel options, sustainability,

and environmental concerns. Population size, age distribution, and income

levels are just a few examples of demographic variables that can affect the

customer base and purchasing power at Shell petrol stations. We can better

tailor its services and offerings to the unique requirements and preferences of

various customer segments by having a thorough understanding of the

demographics of the surrounding areas.

Convenience as a social construct significantly influences customer

decisions. A positive customer experience at our petrol stations, including

spotless facilities, effective services and amenities like convenience stores,

dining options and rest areas, can help us draw in and keep customers. Our

petrol stations place a high value on cultivating strong ties with the

neighborhood. The reputation of the brand can be improved, and customer

loyalty increased by participating in community projects, funding regional

events, and putting social responsibility programs into place.

For Shell Sri Hartamas, safety is a crucial social factor. Prioritising

safety measures is important, and should include things like installing security

systems, managing well-lit and safe environments, and handling fuel properly.

Building consumer confidence and trust by demonstrating a commitment to

customer safety. The social trend towards health and wellness may influence

how people behave at petrol stations. By promoting the use of cleaner fuels,

43
providing locations for charging electric vehicles, and providing healthier food

and beverage options, we can counter this trend.

3.2.4 TECHNOLOGY

Our petrol stations use modern payment methods, such as contactless

options like mobile payments and card transactions. Customers can now

conduct quick and convenient transactions, which enhances their overall

customer experience. Then, Shell Sri Hartamas makes investments in

innovative fuel dispensing technology to guarantee precise and effective

fueling procedures. Accurate fuel measurements, quicker fueling times, and

improved safety features are made possible by automated systems and cutting-

edge pumps.

Our convenience stores use technology for customer relationship

management, point-of-sale systems, and inventory control. These systems aid

in streamlining business processes, monitoring sales, controlling inventory

levels, and offering tailored customer experiences.

We use digital platforms and mobile apps to interact with customers,

offer tailored promotions, and run loyalty programmes. Customers can track

rewards, find nearby petrol stations, and access pertinent information using

these digital tools. Our petrol station can improve operational effectiveness,

customer satisfaction, and environmental sustainability by embracing

technology.

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3.2.5 ENVIRONMENT

We concentrated on lowering the greenhouse gas emissions brought on

by its operations. Petrol stations use technologies like vapor recovery systems,

vapor balancing during fueling, and steps to reduce fugitive emissions to

control and monitor emissions. When building or enlarging petrol stations, we

conduct environmental impact analyses. These evaluations aid in the

identification of potential environmental risks and the development of suitable

mitigation strategies to reduce any negative effects on ecosystems, water

resources, or protected areas.

3.2.6 LEGAL

Shell Sri Hartamas is subject to several legal regulations. These could

include observing environmental laws, licensing and permit requirements, and

health and safety rules. For instance, we need to make sure that petroleum

products are handled and stored safely, keep track of the license we need to run

a petrol station, and abide by environmental regulations to reduce the danger

of pollution.

45
 CHAPTER IV

COMPANY INTERNAL ANALYSIS

4.1 Introduction to Microenvironment

A company's immediate environment, or microenvironment, is made up of all

the individuals that interact with it daily and have a direct impact on how well the

organisation performs.

4.2 Porter’s Five Forces Analysis

4.2.1 Threats of New Entrants

The petroleum business often has high entry barriers, requiring large

financial investments for infrastructure development, licence and permit

acquisition, and regulatory compliance. This may discourage potential new

competitors from opening petrol stations with ease.

Shell Sri Hartamas has a wide-ranging supply chain and distribution

network in Malaysia, which consists of connections with suppliers,

infrastructure for the transportation of fuel, and availability of petroleum

46
products. It can take time and money for new competitors to build their own

effective supply chains and channels for distribution.

Shell Sri Hartamas extensive network of fuel stations allows it to take

advantage of economies of scale. This enables us to bargain for reasonable

gasoline rates, run more effectively, and provide clients with competitive

pricing. We would be at a disadvantage since new competitors would initially

struggle to reach comparable economies of scale.

4.2.2 Supplier Bargaining Power

Shell Sri Hartamas works with a range of providers to fulfil its

operational needs. These suppliers help our operations by offering a wide

variety of goods and services. The necessary fuel items for our business's petrol

station are supplied by suppliers. These suppliers might be regional or global

oil firms that provide Shell with gasoline, diesel, and other fuels. Next, for a

wide selection of retail products, including food, beverages, automobile

accessories and other convenience items, our convenience stores at petrol

stations need suppliers. Suppliers that we have Banee, YLTC, Sun Trader, Desa

Southern, Aryzta for Deli2go,

However, the supplier's potential negotiation leverage is significantly

increased when the input components from the supplier make up a sizeable

portion of the product's total cost to the buyer. Suppliers who meet the

following requirements will generally have more negotiation power.

Businesses in the supply-side sector should have a stable market position and

47
be free from fierce competition. The characteristics of supply-side goods are

distinctive, customers are challenging to convert, or conversion costs are

prohibitive. A cost is either added to the manufacturing process by the supplier

or they assist with forward integration.

4.2.3 Customer Bargaining Power

The ability of customers to affect product pricing and quality is referred

to as bargaining power. Additionally, Shell's well-known brand, quality

assurance, and extra services offered at its petrol stations increase customer

loyalty and lessen their capacity to request major price concessions.

Our petrol station serves individual car owners who need fuel for their

automobiles, motorcycles, or other types of vehicles. These customers stop by

Shell stations to refuel and take advantage of other amenities including

convenience stores and rest spaces. Additionally, we offer support to owners

of commercial fleets, such as taxi services, delivery services, logistics firms,

and other enterprises that operate a fleet of vehicles.

4.2.4 Threats of Substitute

Alternative travel options and shifting consumer tastes pose the biggest

threat to Shell Sri Hartamas. Government programmes supporting electric

vehicles and growing environmental concerns may have an influence on

traditional fuel use. But the widespread accessibility of electric charging

48
infrastructure and the move towards greener energy sources provide our

organisation a chance to adapt and include alternative fuel options in its product

lineup. This lessens the danger posed by substitutes.

4.2.5 Rivalry among the existing competitors

There are several significant players in Malaysia's fiercely competitive

petroleum market, including both local and multinational companies. Due to

the comparable goods and services that rivals like Petronas and Caltex provide,

there is fierce competition.

For example, the national oil and gas firm of Malaysia is called

Petronas, and it runs a significant network of gas stations across the place. It is

one of Shell Malaysia's main rivals in terms of market share and brand

recognition. The Chevron-owned brand Caltex is another significant rival of

Shell Malaysia. In Malaysia, Caltex runs a network of petrol stations and

provides a variety of fuel-related goods and services. Petron is a major player

in Malaysia and is an oil marketing and refining corporation with headquarters

in the Philippines. In the retail petroleum sector, it competes with Shell

Malaysia through operating petrol stations. A network of petrol stations is run

by the local Malaysian oil business BHPetrol. In terms of pricing, convenience

store selections, and service calibre, it competes with Shell Malaysia.

This competition is influenced by factors like price tactics, convenience

store selections, customer service standards, and marketing initiatives. Shell

49
 has a competitive advantage in this fierce competition thanks to its well-known

brand, wide network, and emphasis on the customer experience.

4.3 SWOT ANALYSIS

SWOT analysis (or SWOT matrix) is a strategic planning approach for

evaluating strengths, weaknesses, opportunities, and threats in the context of company

or project planning.This technique, which appears to work by 'peeling back layers of

the company,' is designed foruse in the early stages of decision-making processes and

can be used to assess the strategic position of a variety of organizations, including for-

profit businesses, local and national governments, and non-governmental

organizations (NGOs). Its purpose is to define theobjectives of the business venture or

project, as well as the internal and external factors that are positive or negative in nature

in achieving those objectives.

4.3.1 Strengths

i. Customer Loyalty and Rewards Programs

Our petrol stations give customers advantages, prizes and point

accumulation based on their fuel and convenience store purchases through

loyalty programmes like the Shell Bonus Link program. These initiatives

promote customer loyalty and repeat business.

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ii. Convenience Store Offerings

We have well-stocked convenience stores at our petrol station that

provide a variety of goods, including snacks, drinks, car accessories and basic

foods. The convenience store selections improve customer satisfaction and

make purchases while travelling even more convenient.

iii. Strategic place

Sunrise Mentor is a prime location near Mont Kiara, a very affluent area

with a large expat population and mainly high-rise apartment structures, where

Sri Hartamas is located. So when we have important areas, Sunrise Mentor's

business will be stable.

iv. Established Brand

Known for its high-quality goods and services, we have a well-

established and well-recognized brand presence worldwide. The Shell brand is

known for its dependability, credibility, and dedication to customer happiness.

4.3.2 Weakness

i. Select Item Out of Stock

The products that we offer at Select Convenience Store frequently

experience stockouts or are discontinued, and occasionally the supplier forgets

to inform us until we specifically inquire about the product. There are

numerous products for which suppliers will state that they do not yet have any

51
in stock since they have received numerous orders as a result of being in higher

demand and a fast-moving product at the moment.

ii. High risk safety and security

Safety and security issues such as robbery, smoking at the pump, or

unsafe conditions can affect both customers and staff. Inadequate security

measures, insufficient lighting, or improper surveillance can contribute to such

problems. High exposure to hazardous which is accidental spills or leaks of fuel

or other hazardous substances can occur due to equipment failure, mishandling,

or lack of proper maintenance. These incidents can significantly increase the

risk of exposure.

iii. System issue

Usually, there will be a system problem when the wrong key in Pre

EOD data is entered. When the system is down, which can occur, all the pumps

will be offline, and the customer will not be able to fill fuels.

4.3.3 Opportunities

i. Enhanced Convenience Store Offerings

To adapt to the changing tastes of customers, we can innovate and

increase the convenience store offers. This includes expanding the product

range, improving the overall shopping experience, and adding healthier food

and beverage options.

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ii. Partnerships and Collaborations

We can investigate potential alliances and partnerships with regional

companies, including food delivery services, ride-hailing services, and online

retailers. Through these collaborations, Shell may be able to reach out to new

client groups and develop synergies that will improve its service and product

offerings.

4.3.4 Threats

i. Government Regulations and Policies

The operations and financial success of Shell petrol stations may be

impacted by changes in governmental rules, taxation laws, and energy

regulations. Costly alterations or modifications may be necessary to comply

with new pollution, safety, or fuel quality laws.

ii. Price Volatility

The profitability of our petrol stations may be impacted by changes in

the price of oil on a worldwide scale. Maintaining constant profitability can be

difficult due to fuel margins and consumer demand being impacted by abrupt

and severe price fluctuations.

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 CHAPTER V

COMPANY COMPETITOR & CUSTOMER ANALYSIS

5.1 Overview of Competitor & Customers

Overview of the Competitor

A rival is someone who engages in direct or indirect business with you or your

company. A competitor is attempting to outrun you in a race. 'Competitor' is not the

only phrase we use in business. Sports, politics, theatre, music, literature, and other

fields all have competitors. In other words, competitors are of a similar scale and

produce comparable goods. We refer to two businesses as archrivals if they are

industry titans. Shell and Petronas, two petrol retailers, produce nearly identical goods

and have a sizable portion of the market. Petronas and Shell are fierce competitors.

Overview of the Customer

A customer is someone who has utilised or purchased something from the

business. A person who has altered the value of a good or service could also be to

blame. If a company doesn't have customers, it will never be classified as a corporation.

Customers could be those who have already made purchases of a company's goods and

services and are familiar with them. Additionally, the customer may also be referred

to as the end user in the business chain after the process of buying and selling between

the company and purchasers.

54
 Organisations must carry out customer analysis in this area to gain a better

understanding of their customers. Customer analysis is a crucial quality and factor in

a business' success. Conducting the analysis is crucial since it will enable you to

identify the target market for your business. The company will be able to comprehend

its clientele on a deeper level as a result. This will make it clearer how and who should

be contacted in order to provide goods and services to customers.

5.1.1 Potential Competitors

Below is the list of potential competitors: -

Figure 5.1: Logo of Petronas

Petronas is one of Malaysia's biggest and most well-known oil firms. It

runs a huge nationwide network of petrol stations that provide a variety of fuel

alternatives and convenience shop services. To keep a competitive edge,

Petronas prioritises customer service, loyalty programmes, and business

alliances.

55
 Figure 5.2: Logo of Caltex

Chevron Corporation-owned Caltex runs petrol stations in Malaysia.

They provide lubricants, different fuel kinds, and services for convenience

stores. To draw and keep customers, Caltex places a strong emphasis on high-

quality fuel products, customer incentives programmes, and collaborations

with other companies.

Figure 5.3: Logo of BHP

In Malaysia, a network of fuel outlets are run by this regional petroleum

corporation. Additionally, convenience storegoods and services like car washes

and ATMs, they offer petroleum supplies. BHPetrol frequently distinguishes

itself through aggressive pricing, promotions, and alliances with diverse

businesses to provide clients with extra benefits.

56
 Figure 5.4: Logo of Petron

A petroleum business with its headquarters in the Philippines, Petron

has branched out into Malaysia. They have an expanding network of petrol

stations across the nation that sell fuel and provide convenience shop services.

To establish its foothold in the industry, Petron focuses on supplying high-

quality fuel and customer loyalty programmes.

5.1.2 Potential Customers

Below is the list of potential customers: -

1. Private Vehicle Owners: Individuals who own cars, motorcycles, or

other private vehicles are primary customers for fuel.

2. Commercial Vehicle Operators: This includes buses, trucks, and vans

used for business purposes.

3. Ride-Hailing Drivers: Drivers working for ride-hailing services like

Grab may frequent Shell petrol stations for fuel.

4. Residents: Individuals who live nearby and visit Shell’s convenience

stores for groceries or household items without necessarily purchasing

fuel.

57
5. Travelers and Commuters: People on long journeys or daily commuters

who stop for refueling and might also use the restrooms, or purchase

snacks and drinks.

6. Motorists in Need of Vehicle Services: Individuals seeking air for tires,

water, or basic vehicle maintenance services.

7. Fleet Operators: Companies that operate a fleet of vehicles for delivery

or transportation services.

8. Corporate Clients: Businesses that have contracts with Shell for the

supply of fuel to their vehicles.

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 CHAPTER VI

MANAGEMENT AND ENTREPRENEURSHIP ANALYSIS

6.1 Define the Nature of the Problem

Weaknesses are the things Shell Sri Hartamas can work to fix. A company can

use SWOT analysis to strengthen its areas of weakness and capitalize on its

competitive advantage and strategic positioning. Strategy is about making choices.

The swot analysis indicates that the sort of issue that is a contributor to the issue

is high risk safety and security. In our petrol station there is a high risk to happen

robbery at any time if not aware. Unfortunately, robberies at Shell petrol stations in

Malaysia have been an ongoing problem that endangers the safety and security of both

employees and customers. To create effective preventive strategies, it is essential to

understand the fundamental causes of these accidents.

6.2 Causes of Problems to the Company

i. High value target

Due to the belief that they contain valuable goods, criminals frequently target

our petrol stations. Our petrol stations house convenience stores that stock expensive

goods like cigarettes and electronics in addition to handling huge sums of money from

59
fuel sales. The availability of these priceless goods makes Shell petrol stations a

desirable target for would-be criminals looking for easy money.

ii. Inadequate Security Measures

Robberies at our petrol stations may be considerably facilitated by lax or

insufficient security measures. Inadequate lighting, broken security cameras, and

undertrained or understaffed security personnel can foster an atmosphere where

criminals feel more at ease carrying out their schemes. Our petrol stations may appear

vulnerable and hence more likely to be attacked if there are no obvious deterrents

present, such as security personnel or obvious surveillance technology.

iii. Socioeconomic Factors

Socioeconomic factors, such as poverty, unemployment, and drug addiction,

can contribute to the occurrence of robberies. Individuals facing financial difficulties

or struggling with addiction may resort to criminal activities to sustain themselves or

fuel their habits. Our petrol stations, with their perceived potential for quick monetary

gains, become targets for such individuals.

iv. Internal Collaborators

In our situations, people who have inside information or work with criminals

facilitate robberies. These internal collaborators, who can be present or previous staff

members, offer crucial knowledge regarding the workings of our station's operations,

security measures, or cash handling protocols. Their involvement might seriously

compromise the security of the station and make it simpler for criminals to organize

and carry out their crimes.

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6.3 Effects of Problem to the Company

i. Economic Impacts:

A robbery at Sunrise Mentor may have several negative effects on the

economy. First, there could potentially be financial losses brought on by stolen money,

goods, or properties. The station's capacity to operate efficiently may be affected

immediately by the depletion of cash reserves. Additionally, replacing damaged

property or making repairs to it might put additional financial strain on the station.

Additionally, an incident might result in a drop in customer trust and a consequent

decline in business, which has an impact on revenue and profitability.

ii. Psychologic Impacts:

A robbery can have long-lasting psychological effects on the implicated

employees and customers in addition to the immediate economic repercussions. Such

horrific incidents can leave workers with post-traumatic stress disorder (PTSD) or

other mental health problems. Their general well-being, job satisfaction, and

productivity may all be impacted by this. Customers who were present during the crime

can also experience worry, dread, or a loss of faith in the security procedures in place

at the petrol station. Such psychological impacts can take long to recover from, and

those who are impacted may need help and counselling.

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 CHAPTER VII

FINDINGS AND DISCUSSIONS

7.1 Overall Findings (Chapter III)

Shell Sri Hartamas strategic decisions are influenced by various factors,

including political, economic, social, technological, legal, environmental, and

environmental. Political factors help understand government regulations, policies, and

stability, while economic factors evaluate the country's economic indicators, such as

GDP growth and inflation rates. Social factors identify changing consumer preferences

and cultural norms, allowing Shell to tailor offerings and services to meet Malaysian

needs. Technological factors keep Shell updated with industry advancements, allowing

them to adapt operations and invest in relevant technologies. Legal factors ensure

compliance with environmental regulations, labor laws, safety standards, and licensing

requirements, minimizing risks, and maintaining a positive reputation. Environmental

factors help Shell evaluate their operations' environmental impact and identify

opportunities for sustainability initiatives, such as reducing carbon emissions,

promoting eco-friendly practices, or investing in renewable energy sources.

The PESTEL analysis indicates that Shell Sri Hartamas must embrace society.

It enhances decision-making, engagement in society, and productivity. By paying

attention to social aspects, we may adjust our offers and services at fuel stations to

62
meet shifting consumer tastes and demands. This could lead to enhanced brand loyalty,

better consumer happiness, and positive social effects in the areas it serves. Shell Sri

Hartamas may learn a lot about the external factors influencing their operations in

Malaysia by using the PESTLE analysis approach. Their strategic planning, decision-

making, and ability to successfully adjust to changes in the business environment can

all benefit from these insights.

7.1.1 Findings on PESTLE Analysis

i) Political Factors

The Shell Sri Hartamas business is important to the world economy

because it provides necessary transportation fuel and acts as a centre for a

variety of commodities and services. However, political influences play a

crucial role in shaping the operations, rules, and prospects of our petrol station.

Moreover, Shell Sri Hartamas is significantly impacted by

governmental policies. The profitability and viability of these enterprises can

be severely impacted by safety regulations, fuel quality standards, pricing

structures, and licencing requirements. Governments frequently enact laws to

guarantee ethical business practises, consumer protection, and long-term

environmental sustainability. The demand for conventional fuels and the

development of the business can also be influenced by taxation regulations and

subsidies for renewable energy sources.

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 Then, geopolitics and international relations are closely related to the

petroleum sector. The political climate of oil-producing nations directly

impacts the world oil market, which in turn affects the operations of Shell Sri

Hartamas. Oil pricing and availability can be impacted by conflicts, trade

agreements, and diplomatic relations between states, which can affect the

profitability of gas stations. Price volatility caused by political unrest and

interruptions in oil supply chains can have an impact on both consumers and

businesses operating in the sector.

Besides, Shell Sri Hartamas is being impacted politically in a big way

by rising environmental concerns and climate policy. Governments across the

world are implementing policies to cut carbon emissions and support renewable

energy sources. For gas stations, which deal mostly with items derived from

fossil fuels, this shift towards sustainability has ramifications. Policies

promoting hydrogen infrastructure, alternative fuels, or electric vehicles may

change the demand for traditional petrol and diesel, necessitating the adaptation

of petrol station business models.

Finally, Shell Sri Hartamas can be strongly impacted by a country or

region's general political stability and investment environment. Political

stability promotes predictable business conditions and hospitable surroundings

for growth and investment. Petrol station networks tend to draw greater

investment from nations with strong infrastructure development and stable

political regimes. Furthermore, a solid supply chain and consumer trust are

both influenced by political stability, which makes it possible for petrol stations

to run effectively.

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ii) Economics Factors

Shell Sri Hartamas is a significant economic entity in Malaysia's

transport industry and overall economy. These businesses act as vital entry

points for fuel distribution, supplying vital energy sources to run machines,

industries, and transportation.

Shell Sri Hartamas is a prominent employer, offering opportunities at

all levels of work. Petrol stations generate both direct and indirect jobs, from

station attendants to managers and administrative personnel. The industry also

supports allied fields including gasoline transportation, maintenance services,

and retail operations, which helps people all throughout the nation by

generating cash and jobs.

Then, Shell Sri Hartamas makes a major financial contribution to the

nation through the sale of gasoline and related services. Both the government

and owners of petrol stations profit greatly from the industry. petrol sales-

related taxes, levies, and licencing fees provide income for the government,

while operators profit from selling petrol, operating convenience stores,

providing car wash services, and other ancillary goods and services. These

sources of income support economic expansion, the construction of public

infrastructure, and the delivery of basic services.

Besides, Shell Sri Hartamas promotes entrepreneurship and provides

business opportunities. Petrol stations can be established and run by people and

businesses using licencing and franchising arrangements, which promotes

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business expansion and economic diversification. The Shell Sri Hartamas

activities also give chances for regional manufacturers, retailers, and

maintenance service providers as well as fuel and equipment suppliers. This

network of companies fosters Malaysia's economic growth, innovation, and job

creation.

Finally, Shell Sri Hartamas helps to maintain gasoline price stability

and consumer affordability. Fuel costs are kept competitive and equitable

thanks to government policies and regulations, such as price restrictions and

subsidies. As a result of this stability, businesses are better able to plan their

operations and consumers are better able to control their spending. This

stability supports several industries, including transportation, manufacturing,

and agriculture. Fuel costs that are reasonable and stable support the economy's

stability, productivity, and total cost competitiveness.

iii) Social Factors

The ease and accessibility that Shell Sri Hartamas offers to drivers and

the public is essential. They are placed in a way that makes fuel easily

accessible for automobiles along main routes, in metropolitan areas, and in

rural areas. This accessibility improves people's mobility and promotes the

efficient operation of transportation networks. To serve the needs of both

tourists and the local population, Shell Sri Hartamas also provides convenience

through amenities including convenience stores, bathrooms, and food outlets.

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 Besides, in Malaysia, petrol stations actively participate in local

communities by supporting a range of social programmes. Numerous petrol

stations exhibit corporate social responsibility by supporting or taking part in

neighbourhood festivals, activities and fundraising efforts. These programmes

may include giving to nearby schools, assisting with environmental

conservation efforts, or setting up community outreach activities. Petrol

stations act as observable elements that support the growth and improvement

of the communities in which they are located.

Then, People with a variety of skill sets and experiences might find

work at petrol stations. These businesses hire station attendants, managers,

support personnel, and technicians, giving the neighbourhood access to

employment prospects. Training programmes and skill-development efforts are

frequently included in jobs at petrol stations, which improve employability and

help people move up the social ladder. The social and economic well-being of

communities are strengthened by this facet of work.

Finally, both locals and visitors use Shell Sri Hartamas as informal

social meeting places. People commonly get together at petrol stations to catch

up, mingle or organise their travels. Before leaving on vacations, these stations

serve as a central gathering place for groups of friends or families, establishing

a sense of community and shared experiences. Additionally, the presence of

amenities like dining establishments and seating areas stimulates gatherings

and the development of social spaces.

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iv) Technological Factors

Shell Sri Hartamas' operations have changed as a result of technological

advancements. Automated technologies, like electronic gasoline dispensers,

reduce human error and promote effective fuel management by enabling

precise fuel measurement and delivery. Automated inventory management and

gasoline monitoring systems also make it possible to track fuel levels in real-

time, improving stock management and lowering the likelihood of fuel

shortages.

Next, to boost customer satisfaction and transaction efficiency, Shell

Sri Hartamas has used contactless payment methods. Customers may pay for

petrol and other goods conveniently using electronic payment methods

including contactless cards and mobile payment apps. These quick and safe

payment options speed up transactions and eliminate the need for handling

currency, improving operational effectiveness and consumer happiness.

Furthermore, digital signage and interactive displays have been adopted

by Shell Sri Hartamas to improve consumer interaction and communication.

Real-time data on fuel prices, promotions, and safety warnings are provided on

digital panels and multimedia displays, increasing customer knowledge and

convenience. Customers can access extra services, like product information

and registration for loyalty programmes, using interactive kiosks and

touchscreens, improving their overall shopping experience.

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 Finally, technological improvements at petrol stations have also

prioritised sustainability and environmental protection. By using vapour

recovery systems and vapour capture technology, hazardous emissions from

fuel dispensing are reduced, minimising the impact on the environment.

Additionally, the use of solar panels, energy-efficient lighting, and energy

management systems helps fuel station operators adopt sustainable practises

and consume less energy.

v) Legal Factors

For Shell Sri Hartamas to conduct business legally, the appropriate

licences and permits must be obtained from the relevant authorities. These

licences guarantee adherence to regulatory obligations for safety, the

environment, and other matters. During the licencing procedure, a number of

aspects are examined, such as zoning compliance, storage capacity, location

suitability, and safety precautions. The legislative framework ensures that

petrol stations meet necessary specifications and run in a safe and responsible

way through enforcing licencing regulations.

Furthermore, operating petrol stations safely is essential, and Malaysian

law requires that safety requirements be followed. Shell Sri Hartamas is

required to abide by laws governing the maintenance of equipment, the storage

and handling of hazardous materials, and fire safety. Regular audits and

inspections by the appropriate authorities guarantee that petrol stations adhere

to these safety requirements, shielding both staff members and customers from

any risks.

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 Besides, in Malaysia, laws are designed to safeguard customers' rights

and promote ethical business practises in the petrol station sector. Regulations

control price strategies, product quality requirements, precise gasoline

distribution measurement, and open billing procedures. Shell Sri Hartamas are

expected to give explicit product descriptions, clearly display fuel prices, and

provide correct receipts. These regulations safeguard consumers from unethical

business practises and encourage fair competition.

Finally, workers' rights are protected by labour regulations, which are

applicable to Shell Sri Hartamas. The minimum salary, working hours,

occupational health and safety, and employee benefits are all covered by these

regulations. Operators of Shell Sri Haartamas must abide by these laws to

ensure that their staff members receive fair treatment, safe working conditions,

and adequate pay.

vi) Environmental Factors

Shell Sri Hartamas is implementing waste management techniques to

lessen their environmental impact. Plastics, paper, and metal debris should all

be separated to encourage recycling and proper disposal. In station operations,

efforts are made to cut back on single-use plastics and promote the use of

recyclable materials. Petrol stations help reduce landfill trash and preserve

natural resources by putting into place efficient waste management techniques.

Furthermore, Shell Sri Hartamas is putting more and more emphasis on

energy-saving methods to lower their energy usage and carbon footprint. To

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 maximise energy use, motion sensors, timers, and energy-efficient lighting

systems are used. Additionally, some petrol stations are including clean

electricity generators like solar panels to produce power for station operations.

These energy-efficiency programmes help to lower greenhouse gas emissions

and promote the use of renewable energy sources.

Besides, the promotion of alternative fuels is something Shell Sri

Hartamas is looking into as part of their environmental activities. They are

progressively providing choices for refuelling electric vehicles (EVs), vehicles

propelled by hydrogen, and vehicles using biofuels. Petrol stations help the

move to greener, more sustainable transportation options by diversifying their

fuel selections, which lessens dependency on fossil fuels and lowers carbon

emissions.

Finally, the promotion of alternative fuels is something Shell Sri

Hartamas is looking into as part of their environmental activities. They are

progressively providing choices for refuelling electric vehicles (EVs), vehicles

propelled by hydrogen, and vehicles using biofuels. Shell Sri Hartamas help

the move to greener, more sustainable transportation options by diversifying

their fuel selections, which lessens dependency on fossil fuels and lowers

carbon emissions.

7.2 Overall Findings (Chapter IV)

For Shell Sri Hartamas to comprehend its competitive environment, Porter's

Five Forces analysis is appropriate. It assesses substitutes, new entrants, buyer, and

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supplier power, as well as rivalry in the marketplace. Shell Sri Hartamas can make

long-term plans, negotiate favourable terms with suppliers, set itself apart from rivals,

and emphasise areas of competitive advantage to sustain its market position. The

analysis aids Shell Sri Hartamas in achieving long-term growth and competitiveness

maintenance.

The analysis helps Shell Sri Hartamas assess competition in the petrol station

industry, identifying intensity and barriers that may deter new entrants. Understanding

these barriers, such as high capital requirements and brand presence, helps maintain

market position and reduces the likelihood of new competitors. Analyzing supplier

bargaining power helps Shell Sri Hartamas negotiate favorable terms, ensuring a

reliable supply chain, favorable pricing, and a competitive cost advantage. Identifying

buyer bargaining power helps Shell Sri Hartamas tailor offerings and services to meet

customer needs effectively. Finally, Porter's Five Forces analysis helps Shell Sri

Hartamas identify potential substitutes for traditional fuel-based petrol stations, such

as electric vehicles or alternative energy sources. This awareness enables Shell Sri

Hartamas to adapt its business strategies, invest in new technologies, and explore

partnerships or diversification to mitigate threats.

Shell Sri Hartamas may learn a lot about the competitive dynamics, supplier

connections, consumer behaviour, and prospective threats in the petrol station market

by using Porter's Five Forces analysis. Shell Sri Hartamas can use this information to

make wise strategic decisions, strengthen its competitive position, and spot chances

for expansion and innovation.

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7.2.1 Finding on Porter’s Five Forces Analysis

i) Threat of New Entrant

Over the years, established Shell brands in Malaysia have developed

great customer loyalty. Shell Sri Hartamas are frequently chosen by customers

based on familiarity, trust, and loyalty programmes. It might be challenging for

new entrants to enter this industry and lure clients away from their favoured

brands. Investments must be made in marketing, customer support, and

promotional activities to develop a strong brand and win the loyalty of

customers.

Significant entry obstacles are present at Shell Sri Hartamas,

discouraging possible new entrants. Significant financial constraints are caused

by high capital requirements, which include the cost of purchasing land,

building materials, equipment, and fuel supplies. It can also be difficult and

time-consuming to secure the required licences, permits, and to follow safety

and environmental standards. These obstacles make it difficult for new

companies to enter the market and restrict the number of petrol stations that

may be built.

Besides, economies of scale in Malaysia assist existing petrol station

businesses by lowering costs and boosting their ability to compete. Established

players can take advantage of operational efficiency by negotiating better fuel

rates, using volume-based purchasing, and taking advantage of their larger

networks. This makes it difficult for new competitors to match the cost

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advantages and level of competition of established businesses, potentially

limiting their ability to expand and become profitable.

Furthermore, in Malaysia, there are stringent rules and licencing

requirements for the Shell Sri Hartamas business. New arrivals are required to

abide by licencing requirements, environmental restrictions, and safety

standards, all of which are subject to rigorous review and approval procedures.

Meeting these regulatory requirements may require a lot of time and resources,

which increases the difficulties for potential competitors and discourages them

from entering the market.

Overall, opportunities for new entrants to carve out niches or compete

segments can still be created by innovation, differentiated offerings, and

successful market strategies. Both current and potential participants in Shell Sri

Hartamas must comprehend the difficulties and opportunities brought on by the

threat of new entrants.

ii) The Bargaining Power of Suppliers

Suppliers with specialised or one-of-a-kind products may have more

negotiating power. For instance, a provider may be able to charge more and

bargain better terms with petrol stations if they offer premium quality fuel or

novel fuel additives.

Besides, if switching suppliers were costly or difficult for Shell Sri

Hartamas, the current suppliers would have more sway. High switching costs

can be caused by things like the need for specialised equipment or logistics-

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intensive supply chains, making it difficult for gas stations to convert to

alternative providers.

Furthermore, changes in the price of inputs like crude oil might affect

suppliers' negotiating position. The station's negotiating position may be

weakened if the price of petroleum products is unstable, and suppliers can

charge Shell Sri Hartamas for these charges. The suppliers can thus exercise

more control if Shell Sri Hartamas heavily relies on one or a small number of

suppliers for its petroleum products. As finding alternate suppliers might be

challenging or cause supply disruptions, the petrol station's reliance on

suppliers allows them to set the terms and prices.

Finally, regulations that affect the number and accessibility of suppliers

include those that impose licencing requirements or environmental criteria. The

possibilities for suppliers may be restricted by strict constraints, giving the

current suppliers more negotiating power.

Overall, the relative power balance between Shell Malaysia and its

suppliers in negotiations and supply agreements can be assessed by looking at

these variables.

iii) The Bargaining Power of Buyers

Buyers have additional options if there is fierce rivalry among Shell Sri

Hartamas. This heightened competition puts pressure on petrol stations' pricing

policies, customer support systems and loyalty programmes, providing

customers more negotiating leverage.

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 Besides, the bargaining power of customers might be influenced by

loyalty programmes that Shell Sri Hartamas offer. Customers may have more

negotiation power when negotiating better terms or benefits if they participate

in loyalty programmes that provide incentives, rewards, or special discounts.

Furthermore, the number of purchases consumers make can affect their

negotiating position. Due to the potential revenue they bring to Shell Sri

Hartamas, commercial clients or large fleet operators may have more

negotiation power.

Other than that, the growth of online marketplaces and price

comparison services may provide buyers more negotiating leverage. These

platforms enable users to quickly compare costs at various Shell Sri Hartamas,

enabling them to select the ones with the greatest offers.

Finally, the bargaining power of customers can be impacted by the

quality of customer care and experience given by petrol stations. Customers

may be more ready to spend more time or stay loyal to a station if it provides

excellent service, spotless facilities, and practical features.

Overall, the bargaining power of buyers in petrol stations in Malaysia

is influenced by competition among petrol stations. Shell Sri Hartamas need to

consider these factors to ensure they meet customer expectations and retain

their bargaining power in the market.

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iv) Threat of Substitutes

The increasing popularity and adoption of electric vehicles pose a

significant threat to petrol stations. As more EV charging infrastructure is

established in Malaysia, consumers have the option to rely on electricity as a

substitute for conventional fuel. The growth of EVs reduces the demand for

petrol and challenges the traditional petrol station business model.

Additionally, the threat of alternatives might be exacerbated by

changing customer tastes and behaviours. For instance, if more people adopt

cycling, walking, or remote working practises, it may result in decreased use

of automobiles and decreased demand for petrol, which may have an impact on

the profitability of petrol stations.

Then, many people no longer need to commute because of the rising

popularity of telecommuting and remote work options, especially considering

the COVID-19 epidemic. The demand for fuel and, thus, the requirement for

Shell Sri Hartamas may be impacted if remote work grows more common in

Malaysia.

Furthermore, consumers may look for greener alternatives to

conventional fuels due to rising environmental awareness and the desire to cut

carbon emissions. This may entail switching to bicycles, public transportation,

or electric vehicles, which would reduce the need for Shell Sri Hartamas

services.

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 Finally, advancements in vehicle technology and alternative modes of

transportation, such as autonomous vehicles or transportation sharing

platforms, could disrupt the traditional petrol station model. These innovations

may reshape transportation habits and decrease the reliance on Shell Sri

Hartamas.

Overall, Shell Sri Hartamas need to anticipate and adapt to these

potential substitutes to remain competitive in the evolving transportation

landscape.

v) Industry Rivalry

Customers are devoted to and trust well-known, well-respected

companies like Petron, Petronas, and Caltex. Given that consumers tend to

favour well-known and reputable companies, brand recognition might make it

more difficult for new players to enter the market and can heighten competition

among current stations.

Besides, the strategic placement of a petrol station, particularly close to

busy intersections or important thoroughfares, might affect competition within

the business. While stations in less accessible locations could see higher

competition for a smaller client base, stations in ideal locations typically draw

more customers.

Furthermore, competitiveness may be impacted by the capacity to

effectively control operating costs. Petrol stations may have an edge in

delivering competitive fuel prices or engaging in customer-focused initiatives

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 if they can streamline their operations, reduce overhead expenses, and create

economies of scale.

Then, industry rivalry can be affected by government regulations and

policies governing the petrol station sector. Compliance with safety standards,

environmental regulations, licensing requirements, and pricing regulations can

create additional challenges and affect the competitive landscape.

Finally, the integration of technology into the petrol station sector can

influence industry rivalry. Stations that adopt innovative solutions, such as

mobile payment systems, electric vehicle charging infrastructure, or digital

marketing strategies, may gain a competitive edge over others.

Overall, Shell Sri Hartamas must monitor these factors and develop

strategies to differentiate themselves, attract customers, and effectively

compete in the dynamic and highly competitive market.

7.3 Overall Findings (Chapter V)

Shell Sri Hartamas would benefit from performing a SWOT analysis since it

enables a thorough assessment of its internal strengths and weaknesses as well as

external opportunities and threats. Shell Sri Hartamas could amass crucial data through

the study that will aid in strategic planning and decision-making. By conducting a

SWOT analysis for Shell Sri Hartamas, an intern could come to the primary

conclusions and benefits listed below. By highlighting the organization's advantages,

such as customer loyalty and rewards programs, a convenience store offering, strategic

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place and iv. established brand, the intern can identify the areas where Shell Sri

Hartamas improves.

Students are better able to comprehend the areas that need improvement when

they are aware of Shell Sri Hartamas' limitations, such as select Item out of stock, high

risk safety and security, and system issue. As an intern, a student can contribute by

offering suggestions or action plans to strengthen these areas of weakness as well as

the effectiveness and efficiency of the business. By identifying opportunities like

enhanced convenience store offerings and partnerships and collaborations, students

may help Shell Sri Hartamas use these potential areas of growth and development. As

a trainee, the student might assist the business in developing and expanding by

undertaking research and putting up concepts or initiatives that make use of these

chances.

The capacity to identify risks such as price volatility and governmental rules

enable students to anticipate and prepare for upcoming challenges. A SWOT analysis

provides a thorough understanding of Shell Sri Hartamas' internal and external

elements, empowering the trainer to provide perceptive remarks and

recommendations. It supports the trainee's ability to identify areas that require

improvement, take advantage of opportunities, mitigate risks, and promote the

organization's overall growth and success.

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7.3.1 Finding on SWOT Analysis

i) Strengths

In Malaysia, well-known companies like Shell, Petronas, and Caltex are

well-represented thanks to long-standing consumer loyalty and brand

familiarity. Due to these brands' reputation for providing high-quality products

and services, consumers frequently grow loyal to them. Shell Sri Hartamas,

frequently provide loyalty programmes that give patrons rewards for their

ongoing business. These programmes may offer special benefits, reward

systems, or discounts to entice customers to stick with a certain station.

Furthermore, Shell Sri Hartamas provide membership benefits to loyal

customers. These benefits can include priority services, personalized offers, or

access to exclusive promotions and events, further incentivizing customers to

remain loyal. Exceptional customer service is vital for building loyalty. Our

petrol station that prioritize friendly and efficient service, promptly addresses

customer concerns, and create a positive overall experience can foster a loyal

customer base.

Besides, convenience stores in petrol stations offer a diverse range of

products, including snacks, beverages, groceries, automotive accessories, and

personal care items. This allows customers to conveniently purchase essential

items while refueling. The layout and placement of convenience store products

within petrol stations can encourage impulse purchases. Eye-catching displays

and promotions can entice customers to make additional purchases while they

refuel or wait in line. By combining fuel and a variety of retail options, petrol

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stations with convenience stores become a one-stop shopping destination. This

saves customers time and effort, as they can fulfill multiple needs in a single

visit.

Other than that strategic place, Shell Sri Hartamas was strategically

positioned in or close to residential areas to provide convenience for locals.

Due to their close proximity, homeowners may quickly access the fuel and

convenience store options without having to go far. Residential areas with few

local competitors might increase the location's allure even further. By

positioning Shell Sri Hartamas close to well-known tourism attractions like

beaches, tourist hotspots, or recreational areas, you may draw both domestic

and foreign guests' attention. In addition to buying snacks, trinkets, or travel

necessities from the convenience shop, tourists frequently need fuel.

Finally, placing Shell Sri Hartamas in high-traffic areas such as major

urban centers, commercial districts, and tourist destinations ensures a steady

flow of potential customers. These locations offer visibility and attract

motorists who require fuel, snacks, or other convenience store items during

their journeys.

Overall, customer loyalty, convenience store offerings and strategic

place significantly impact the success Shell Sri Hartamas. By prioritizing

customer loyalty through rewards programs, exceptional service, and

membership benefits, petrol stations can foster a dedicated customer base.

Simultaneously, incorporating convenience stores within their premises adds

value, convenience, and one-stop shopping opportunities for customers. These

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factors collectively contribute to the competitive advantage and sustained

success of Shell Sri Hartamas market.

ii) Weaknesses

In the operation of a petrol station like Shell Sri Hartamas, certain

challenges may arise, including item stockouts in the convenience store, safety

risks, and system issues. Effective inventory management is essential to ensure

sufficient stock levels. However, unforeseen fluctuations in customer demand,

supply chain disruptions, or inaccurate forecasting may lead to occasional

stockouts. Some items in the convenience store may be particularly popular or

experience high demand, leading to temporary stock shortages. It can be

challenging to predict and adjust inventory levels accordingly. Delays in

receiving product deliveries from suppliers or issues within the supply chain

can result in temporary stockouts. To address these concerns, petrol stations

like Shell Malaysia can focus on improving their inventory management

systems, enhancing supplier relationships, and leveraging data and analytics to

forecast demand accurately. Continuous monitoring and timely replenishment

of stock can help reduce stockout occurrences and ensure customer satisfaction.

Besides, to reduce the danger of fuel spills and accidents during fuel

distribution operations, proper training and attention to safety regulations are

essential. To reduce the danger of fire occurrences, the Shell Sri Hartamas

station needs to have well maintained fire prevention and suppression systems.

It is crucial to conduct regular inspections and train staff members on fire safety

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procedures. Slip and fall risks may exist at the station due to spills or wet

surfaces. These dangers can be decreased with the help of consistent cleaning,

good signage, and quick spill cleanup.

Finally, network connectivity problems or technical difficulties could

interfere with POS systems, slowing down payment processing and frustrating

customers. Fuel distribution system malfunctions can lead to erroneous fuel

readings, unsatisfied customers, or serious safety risks. Data management

systems are used by petrol stations to track inventory, sales, and customer data.

Data accuracy and operational effectiveness may be impacted by system

problems or integration difficulties.

Overall, challenges such as convenience store stockouts, safety risks,

and system issues can occur in Shell Sri Hartamas. By implementing effective

inventory management practices, prioritizing safety protocols, and investing in

reliable technology systems, petrol stations can mitigate these concerns and

provide a seamless and safe experience for their customers.

iii) Opportunities

Enhanced convenience store offerings and partnerships and

collaborations play a significant role in the success and competitiveness of

Shell Sri Hartamas.

Shell Sri Hartamas is better able to meet the needs of a wide range of

customers by improving the selection of goods offered at the convenience shop.

Fresh food, snacks, drinks, necessities for the home, automobile accessories,

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and other things fall under this category. A healthier menu featuring

alternatives like fresh fruit, salads, organic snacks, and drinks can appeal to

consumers who are health-conscious while also staying in line with current

market trends. Customers can feel more at home and be inspired to explore and

try new things by seeing local goods on display, such as specialty foods or

regional snacks.

Other than that, the convenience store's layout can be made more

welcoming and organised to enhance the customer experience. Customer

satisfaction can be raised by having sections with clear labels, appealing

displays, and inviting seating places. Reduce waiting times for customers by

implementing a quick and simple checkout procedure with a variety of payment

alternatives, including contactless payments.

In addition to providing customers with access to well-known products,

working with well-known local or international food and beverage businesses

can help create a distinctive and alluring dining experience on the petrol station

grounds. Shell Sri Hartamas may be able to provide customers with exclusive

offers, promotions, or benefits from loyalty programmes by partnering with

retail brands. A variety of shopping experiences can be produced via

partnerships with clothes, electronics, or lifestyle firms. It may be possible to

extend the reach of convenience store offers beyond the actual station by

investigating partnerships with e-commerce platforms or delivery services,

giving customers the choice to order things online for pickup or delivery to

their homes.

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 Finally, the station's reputation can be improved, community support

can be fostered, and goodwill can be generated through interacting with the

area's residents through collaborations with local organisations, businesses, or

events. By collaborating with tech firms, Shell Sri Hartamas may put into

practise cutting-edge solutions like mobile apps for ordering, paying, or

personalised promotions, improving the overall consumer experience.

Overall, the main strategies for Shell Sri Hartamas are to expand their

selection of convenience stores and to forge alliances and partnerships. Shell

Malaysia can give customers a convenient and pleasurable shopping

experience by increasing the variety of products, emphasising healthy and local

options, optimising the store layout, and collaborating with recognised

companies and organisations. These measures may help fuel greater foot

traffic, customer satisfaction, and long-term success in the cutthroat petrol

station industry.

iv) Threats

Government regulations and price volatility are significant threats that

Shell petrol stations in Malaysia, like other players in the industry must

navigate.

Fuel pricing may be subject to price controls or regulations from the

government, which may restrict Shell Sri Hartamas' ability to change its rates

in reaction to market circumstances. Profit margins and revenue creation may

be affected by these regulations. The government enforces several licencing

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criteria, safety standards, environmental laws, and health and safety regulations

that Shell Sri Hartamas must abide by. A major risk to the company exists if

these requirements are not met because failure to do so may result in fines,

penalties, or even closure.

Furthermore, the government may put in place subsidy programmes for

fuel kinds or customer groups. While subsidies may assist consumers, they may

also have an adverse effect on Shell Sri Hartamas's profitability if the

reimbursement systems are not well-designed or implemented on time. Fuel-

related taxes and charges have a direct effect on Shell Sri Hartamas's pricing

and financial performance. It can be difficult to efficiently plan and manage

business operations when tax rates or levies frequently fluctuate.

Besides, for price volatility fuel prices are directly impacted by the

fluctuating global price of crude oil. It is challenging for petrol stations to

foresee and alter their prices in response to rapid price variations. While price

reductions may have an influence on revenue creation, sudden spikes in fuel

costs might squeeze profit margins. Additionally, price volatility increases

pressure on petrol stations to lower their prices to compete. Stations must strike

a balance between offering attractive prices to draw customers and preserving

profitability when fuel costs are fluctuating.

Finally, price volatility can make customers more price-sensitive,

leading them to seek out the most affordable fuel options. This heightened price

sensitivity can impact customer loyalty and make it more challenging for petrol

stations to maintain consistent revenue.

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 Overall, in summary, government regulations and price volatility pose

significant threats to Shell Sri Hartamas. Adhering to regulatory requirements,

actively engaging with government agencies, and staying abreast of regulatory

changes can help mitigate the impact of regulations. To address price volatility,

close monitoring of market trends, efficient pricing strategies, and strong

supplier relationships are crucial. By navigating these challenges effectively,

Shell Sri Hartamas can maintain a competitive position in the market and

sustain long-term success.

7.4 Problem Identification

7.4.1 Select Item Out of Stock

The products that we sell at Select convenience store always have

problems with stockout or discontinued which sometimes the supplier forgot

to tell us unless we ask them about the product. There are many products that

suppliers will say don’t have stock yet since the product get ordered many times

due to it been in higher demand and a fast-moving product at that time. It also

happens due to our own staff’s carelessness in which we didn’t make the order

on time which make it easier for the other company to get hold on the products.

Sometimes, it also gets harder for the person in charge of ordering to do order

due to some of the staff doesn’t manage to do stock count and the merchandiser

for the day forgot to put OOS (Out of Stock) or Low Stock label. The OOS and

Low Stock label function as a label that show the staff which item need to be

ordered and which item the staff need to be aware of to ensure there will be not

out of stock for all products.

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7.4.2 High risk safety and security

The second weakness is about safety and security issues that can happen

at our station such as robbery, smoking at the pump, or unsafe conditions that

can affect both customers and staff. The reason for this problem is inadequate

security measures, insufficient lighting, or improper surveillance which can

contribute to such problems.

The high exposure to hazardous substances can also happen in which it

most likely caused by accidental fuel spills or when fuels or other hazardous

substance leaks. This fuel spills or leaks sometimes will occur due to equipment

failure, mishandling the step or lack of proper maintenance. These incidents

can increase the risk of exposure to customers. Some of the examples is when

customer will use plastic bottle to fill up the fuel even though our staff have

been reminded the customer about the procedure of refueling into container

where there is only certain container can be used to refueling.

The last one of these weaknesses is that our ingress and egress lane are

quite confusing for the customer. This usually confuses customers due to there

are 2 ways of ingress but for egress, there is only 1 lane.

7.4.3 System Issue

Sometimes, there will be system issues due to wrong keying in the RP

BOS or when the system is down, all pumps will go offline, and we need to

close all pump since customer cannot refueling when system is down. When

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the system has issue, it usually either takes a few hours or even days for the

system to be alright and can be use again. This makes all transactions take

longer time to be done and the job that needs to be done will be pending.

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 CHAPTER VIII

RECOMMENDATION

I learned a lot about the working world and had the chance to witness Shell Sri

Hartamas management throughout my internship. Although Shell Sri Hartamas is a

good business with a lot of potential, its present management approach does not

encourage growth and could have a detrimental effect on the company's success in the

future. It is essential for the business to put successful plans into place if Shell Sri

Hartamas is to continue to be competitive and relevant. Here are a few

recommendations I have for Shell Sri Hartamas. Based on the problem statement, there

are three recommendations for Sunrise Mentor Sdn Bhd, including the creation of a

marketing department, operational streamlining, collaboration and partnerships,

product range enhancement, employee training and development, the creation of a

positive work environment, and social responsibility initiatives.

1. Out of Stock Product

To ensure that Select’s product will never be out of stock, the person in charge

will need to be alert to the timing to key in the order. This can be done with the

reminder to staff in charge of merchandising to do stock count weekly and to put up

the OOS label or Low Stock label to make the office staff on what product will need

to be ordered that week. The person in charge also needs to follow up with the supplier

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regarding the product that has been ordered but not received yet. This follow-up needs

to be done for the low stock and OOS product since if the supplier doesn’t have that

stock yet, the office team need to do SCRA Diary and email it to SCRC to inform them

about the unavailability of that product at that time. This needs to be done, because

there will be an SCRC audit which focuses on Select C-Store, and they will also take

in the mark for OOS product and SCRA Diary.

2. High Risk Safety and Security Solutions

This situation can be fixed if the customer and staff follow the 5 small wins

rules and the SOP’s that have been applied to every single station.

5 small wins rules consist of no smoking vape or cigarettes, no telephone, no

sitting on the motorcycle while refueling, use container for fuel that have passed

government test and switch off the engine. All of these 5 small wins need to be

followed during the refueling in order for the customer to be safe the entire process.

One of the 5 small wins is about refueling fuel into containers that is allowed by the

government. The reason of this rules is because some customers have tried to refuel

into a plastic bottle, but this action have some risk which might make the customer

safety in danger. There are also ways to refuel the fuel into container which some of

our staff have learned and some of us need to learn because if we do the wrong way to

refuel, it might cause danger since the nozzle have some kind of heat and electricity

going on.

For the ingress and egress lane problem, it can be solved if the forecourt staff

are aware of the ingress and egress lane color. The staff need to ensure that the ingress

92
and egress lane don’t fade away and can still be seen by other customer. If the lane

fades, the station need to buy or color the paint at the ingress and egress lane since it

is the only way to make sure the customer know of the ingress and egress lane.

3. System issue

Whenever there is a system issue, we will call Wincor because Wincor is the

helpline for Shell station to call and they will help us deal with the problem regarding

system. They will help us deal with not only problems about RP Boss, but also problem

regarding POS cashier, opt where customer usually make card transaction for fuel, and

helping us solve the problem of wrong key in data in RP Boss by helping us step by

step. Before calling Wincor, we usually will ask the details of the problem towards

staff that notice it first to know what problem we are dealing with. This detail will then

be conveyed towards Wincor for them to have better input about the problem so that

they can give the best resolution for the problem.

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 CHAPTER IX

CONCLUSION

In conclusion, the trainee's internship at Shell Sri Hartamas Business

Administration and Operation Control included a variety of administrative

responsibilities such as human resource management, business control, retail business,

quality management and enforcement. Recording and reporting, filing, secretarial

work chores, customer service, and data analysis were among the activities and

initiatives performed. Shell Sri Hartamas take immense pride towards great customer

service, quality products, served in a clean and safe environment. This company aim

to build a strong sustainable business and uplift ambitious local graduates by providing

comprehensive learning experiences. This company also upskill and reskill intern

students as part of their fulltime leadership team.

Even though the task in hand was unrelated to my subject of study, I still

learned a tonne of new information, notably from the internship in soft skills and

exposure to real-world employment. The comprehension of the knowledge and

experience indicates that the practicum training was successful. The group should take

an active part and support students in gaining as much experience as possible. Students

who enroll in an industrial training programme must adhere to all company policies

and have positive attitudes. This has aided the student's development of self-control

and given them the opportunity to be trusted with challenging jobs.

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 Last but not least, in this program internship of my company Shell Sri Hartamas

can strengthen my communication and presentation skills, particularly spoken &

written English. Furthermore, can acquiring good customer service skills and practices

to cater to a wide range of personalities, be it customers, suppliers and colleagues.

Also, I can gain knowledge in baking Deli2go, dealing with a variety of customer

attitudes and behaviours, know more about fuels and petrol station and many more.

As well as my company expose me and give me practical introduction to

Marketing, Sales, Promotions and Branding. Moreover, I and my friends can building

strong leadership skills by starting to lead teams and meetings. I also can understanding

how to provide good support to the customer-facing staff.

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 APPENDIX A
INTRODUCE INTERN COMPANY

99
 APPENDIX B
SAFETY DAY & IFTAR WITH RETAILERS C10 EVENTS

100
 APPENDIX C
INTERNSHIP TRAINING

10
1
 APPENDIX D
HARI RAYA AIDILFITRI EVENT

102
APPENDIX E
TRAINING

10
3
 APPENDIX F
TOOLBOX MEETING

104
 APPENDIX G
REQUEST EARLY INTERN

10
5
 APPENDIX H
COHORT STUDENT INTERN FORM

106
 UNIVERSITI KUALA LUMPUR
BUSINESS SCHOOL
JANUARY 2023

INTERNSHIP REPORT SCORE RUBRIC

Candidate’s Name: Student ID:

SITI FAYADDAH BINTI HALIM 62212120144

Grader’s Name: Program:

MUHAMMAD NAJIB BIN NOH @ BBA (ME)
SETH

Criteria Score

Intra Report Format/ Organization

 Student abides by the format and structure given (as per the
1 Student Handbook and Logbook and guideline from coordinator). / 10
 Report is effectively organized for easy understanding.

Introduction & Optional Section

Contents of introduction in chapter I and optional section are relevant and
accurate, e.g.:
 Title page
 Abstract
 Acknowledgement
2  Table of Contents /5
 List of Figures / Tables / Illustrations / Appendices
 Explanation on trainee’s involvement and participation.
 Objectives and description of tasks and responsibilities (not
objectives of the internship as per the Student Handbook and
Logbook) are clear, relevant and thorough.
 References / Bibliography

Company Information
3 / 10
Items of information given in chapter III are relevant and accurate, e.g.:

10
7
  History, vision, mission, corporate logo, legal status, etc.
 Location of the company
 Description on business activities
 Description on product and services
 Organization chart / structure

Core Internship Content

 Able to analyze the industry involves by the company, scanning the

internal and external environment in macro environment and micro
environment. e.g. PASTEL & Porter 5 Forces (Chapter III)
[ 1-10 marks]
 Able to apply internal analysis with theories and concepts, e.g.
Functional analysis & SWOT. (Chapter IV)
[ 1-10 marks]

 Able to analyze the company competitor / Stakeholder and

customer. (Chapter V)
4 [ 1-10 marks] / 50

 Describe problems faced and provide constructive inputs for the

problems or solutions to the assignment or project given. (Chapter
VI)

[ 1-10 marks]

 Describe findings in theories and concept, industry analysis,

customer and competitor analysis and problem analysis. (Chapter
VII)

[ 1-10 marks]

Recommendation(s) and Conclusion

 Business and management knowledge acquired from assignment /
project / training is explained clearly.
5 / 15
 Working experience obtained during internship is explained clearly.

 Suggestions in improving project or tasks assigned are clear and

relevant.

Language / Writing Convention / Grammar / Vocabulary

 Student abides by the style of writing given.
 Sentences are well constructed.
6 / 10
 Content is well organized and coherent.
 Minimal misspelling, punctuation mistakes and grammatical errors.
 Technical terms and abbreviations are well explained.

108
Grader’s Name and Signature: CRITERION 1 / 10
CRITERION 2 / 5
CRITERION 3 / 10
CRITERION 4 / 50
CRITERION 5 / 15
CRITERION 6 / 10
Date:
TOTAL SCORE / 100

10
9