RESEARCH REPOSITORY
KNOWLEDGE MANAGEMENT CENTER
ASIA SCHOOL OF BUSINESS


The Knowledge Management Centre Research Repository System at Asia School of Business functions as a strategic asset for our academic and research ecosystem, offering a centralized platform for the effective management and dissemination of high-impact research. This system is engineered to highlight the institution's scholarly outputs, spanning various disciplines and research methodologies. By streamlining access to valuable research papers, theses, and reports, the repository not only amplifies the visibility of our intellectual capital but also drives innovation and fosters strategic academic engagement on a global scale.



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    Publication
    Norms, Trust, and Increasing Vaccine Registration in Malaysia – Preliminary Results
    (2021-08-24)
    Dr. N. Izzatina Abdul Aziz
    ;
    Dr. Sam Flanders
    ;
    Dr. Melati Nungsari
    ;
    Chin Kar Yern
    ;
    Shenyi Chua
    ;
    Fatin Nadhirah Binti Jamalolail
    ;
    Tan Zhai Gen
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    Publication
    Sanam Sartorial: Unique Selling Points of Informal Refugee Entrepreneurship
    (2024-08)
    Muhammad Sukri bin Ramli
    ;
    Mustabeen Ul Bari
    This case study focuses on Nadia Sanam, a traditional Afghani women’s tailor and founder of a home-tailoring business, Sanam Sartorial. She faces significant difficulties as a refugee entrepreneur in Kuala Lumpur, which prohibits her from legally registering the business and accessing formal financial support, by extension limiting her ability to exploit the burgeoning Malaysian apparel market. Sanam Sartorial’s key challenges, tied to her refugee status, are as follows: (1) its need to create demand in its host market; (2) a lack of brand identity; (3) language barriers; (4) a lack of market knowledge and access; and (5) financial constraints. Broadly speaking, this case study argues that she has two potential avenues to growth: (1) creating a demand for Afghani fashion among Malaysian communities; and (2) overcoming other operational challenges, namely language barriers as well as a lack of production capacity or an online storefront, to meet potential supply.
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    Baked KL: Prospects for a pioneering actor in the local vegan market
    (2024-08)
    Olatimidé Asher
    ;
    Jeevesh Singh Josan
    ;
    Mohit Sharma
    Baked KL, a niche, home-based vegan snack and dessert business, caters specifically to consumers with strict dietary restrictions. This case study examines Baked KL’s strategic approaches to market challenges by focusing on its unique positioning (i.e., as a first mover in the Klang Valley’s vegan market) and recommending solutions in line with the ethos of its owner. Its key challenges are (1) consumer awareness, (2) economic conditions, and (3) Technical and material limitations. Solutions include (1) operational modifications, (2) business expansion, and (3) strategic marketing and delivery services. We argue that combining economic and managerial theories with hands-on tactics can enable niche food businesses to thrive by embodying theories and skilfully applying them to overcome complex issues and achieve long-term growth in a fast-changing market. Baked KL’s journey demonstrates the importance of agility in small businesses and the value of applying a targeted, niche approach which does not necessarily rely on the mass market.
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    Unlocking a Low-Carbon Future for Malaysia
    (2022-10)
    Renato Lima de Oliveira
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    Sukha Media: Navigating the Bohemian Lifestyle Niche
    (2024-08)
    Daniel Liau
    ;
    Zamri Mustafah
    This case study focuses on Sukha Media, a microbusiness which specialises exclusively in the “Bohemian Lifestyle” niche of the advertisement and content creation industry. The company has established itself as a niche player in an industry marked by low barriers to entry and intense competition by employing a premium positioning strategy and addressing the unique needs of its highly specific target audience. Key challenges include: (1) financial constraints and absence of robust financial management systems, (2) its niche specialisation, which constrains potential customer outreach; (3) a need to emphasise sustainable practices; and (4) inadequate engagement with creators from marginalised backgrounds. Some solutions include: (1) ensuring financial resilience alongside strategic management (e.g., continuous learning, human resource management, innovation); (2) diversifying product offerings and stakeholders to manage risks; and (3) understanding market dynamics and cultivating growth through robust research, product diversification and outreach, for example.