Makin dirasa makin terasa: the case of Mamart Food

• Main Authors: Mohd Alwi, Norhayati, Zainal Abidin, Nor Hafizah, Mokhtar, Norsyahida
• Format: Article
• Language: English; English
• Published: Emerald Publishing 2021
• Subjects: H62 Study and teaching. Research
• Online Access: http://irep.iium.edu.my/93305/7/93305_Makin%20dirasa%20makin%20terasa%20the%20case%20of%20Mamart%20Food_SCOPUS.pdf; http://irep.iium.edu.my/93305/8/93305_Makin%20dirasa%20makin%20terasa%20the%20case%20of%20Mamart%20Food.pdf; http://irep.iium.edu.my/93305/; https://www.emerald.com/insight/content/doi/10.1108/EEMCS-10-2020-0359/full/pdf?title=makin-dirasa-makin-terasa-the-case-of-mamart-italicfooditalic

This case presents Khir, the CEO of Mamart Food, who was facing several challenges in the post-COVID-19 period. Mamart Food is a manufacturing small and medium enterprise (SME) located in Peninsular Malaysia operating in the frozen food industry. The case highlights the turbulence which Khir as a CEO had to face due to Mamart Food’s problem of production capacity. He faced the dilemma of balancing the opportunity to boost sales with the capacity to meet demand. This dilemma emerged during the period of Movement Control Order (MCO) and Khir expected it to continue to daunt him in the post-MCO period. A number of stockists had expressed their frustration and immense dissatisfaction over the unmet demand. With the growing number of complaints, Khir needed to act fast. Being the CEO, Khir must resolve the tension between Suliana, the production manager, and Hisham, the sales and marketing manager. Failing to do so, the survival of Mamart Food will be hanging in balance. This means more effective strategies for Mamart Food to remain in business have to be formulated immediately.