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Universiti Teknologi Mara National Unit Trust Berhad Malaysia Azizi Yahaya Faculty of Education Universiti Teknologi Malaysia Malayan Unit Trust Ltd EuroJournals Publishing Inc Mohamad Faculty of Business Management Universiti Teknologi Mara Melaka Teknologi Malaysia Mohammed Najib Abd Ghaffar Faculty Malaysia Teknologi Malaysia Zurihanmi American Journal of Scientific Research
ISSN 1450-223X Issue 5 (2009), pp.33-49
© EuroJournals Publishing, Inc. 2009
http://www.eurojournals.com/ajsr.htm
National Unit Trust Berhad (NUTB) Promotional Strategies for
Bumiputra in Malaysia
Azizi Yahaya
Faculty of Education
Universiti Teknologi Malaysia 81310 UTM Skudai Johor
Noordin Yahaya
Faculty of Business Management
Universiti Teknologi Mara (Melaka)
Rabiatul Adawiyah Binti Mohamad
Faculty of Business Management
Universiti Teknologi Mara (Melaka)
Jamaludin Ramli
Faculty of Education,Universiti Teknologi Malaysia
Yusof Boon
Faculty of Education,Universiti Teknologi Malaysia
Mohammed Najib Abd Ghaffar
Faculty of Education,Universiti Teknologi Malaysia
Zurihanmi Zakariya
Ministry of Youth and Sport, Putrajaya
Abstract
The unit trust industry in Malaysia was first established by British investors in 1959
with the introduction of the Malayan Unit Trust Ltd. It is called unit trust instead of mutual
fund because the ownership of the fund is divided into units of entitlement. Initially, the
growth of the unit trust in Malaysia was very slow due to lack of public interest. The
purpose of the study are to determine the types of NUTB’s promotional strategies, to
identify the level of effectiveness promotional tools used by National Unit Trust Berhad
(NUTB), to describe the correlations between NUTB’s promotional strategies with
customer motivation to invest and to examine the effect of the promotional tools with the
customer motivation to invest in NUTB’s products. The findings from the study found that
several strategies should be recommended to National Unit TrustBerhad (NUTB). Firstly,
NUTB should increase sales promotion such as high income distribution/dividend, offer
scheme death scheme aid to the investors, offer fixed and variable price as well as
withdrawal or savings at any time for the investors as this can really encourage Bumiputera
and non Bumiputera to invest in NUTB. Secondly, the information about PNB should be
more advertise in television and newspaper since people are always see and read this two
medium. The advertisement also should be more creative and attractive. Furthermore, PNB
National Unit Trust Berhad (NUTB) Promotional Strategies for Bumiputra in Malaysia 34
should hire more Sales Executives and Hire Individual Agents as the strategy to boost up
NUTB’s sales.
Keywords: Promotional strategies, National Unit Trust, customer motivation and
promotional tools)
Introduction
The unit trust industry in Malaysia was first established by British investors in 1959 with the
introduction of the Malayan Unit Trust Ltd. It is called unit trust instead of mutual fund because the
ownership of the fund is divided into units of entitlement. Initially, the growth of the unit trust in
Malaysia was very slow due to lack of public interest. The turning point for the industry was when the
Malaysian government decided to enter into the industry by launching a government sponsored unit
trust known as National Unit Trust (NUT). The initial intention of launching the unit trust was to help
improve the indigenous Malays’ (Bumiputera's) social-economic status. Since then, the growth of the
unit trusts (government and private funds) has been tremendous particularly during the period of 1991-
1996, although the rapid development of the industry was slightly hindered by the 1997 Asian
Financial Crisis. The rapid growth of the unit trust industry could be observed from the number of
management companies from 13 in 1992 to more than 50 in 2007. Similarly, the number of funds
approved has also increased for the same period. A number of factors have jointly contributed to the
rapid expansion of the industry and those include strong economic and good stock market
performance, expansion of the local stock market and success of the privatization companies.
Malaysia introduced the unit trust concept relatively early compared to its Asian neighbours, when,
in 1959, a unit trust was first established by a company called Malayan Unit Trust Ltd. The unit trust
industry in Malaysia has therefore a history of more than four (4) decades. The development of this
industry can be presented in chronological order as follows:
The Development of Unit Trusts
The Formative Years: 1959 -1979
The first two decades in the history of the unit trust industry were characterized by slow growth in the
sales of units and a lack of public interest in the new investment product. Only five unit trust
management companies were established, with a total of 18 funds introduced over that period. The
industry was regulated by several parties including the Registrar of Companies, The Public Trustee of
Malaysia, Bank Negara Malaysia and the Ministry of Domestic Trade and Consumer Affairs.
The 1970s also witnessed the emergence of state government sponsored unit trusts, in response
to the Federal Government's call to mobilise domestic household savings.
The Period from 1980 to 1990
This period marks the entry of government participation in the Unit Trust Industry and the formation of a
Committee to regulate the unit trust industry, called the Informal Committee for Unit Trust Funds,
comprising representatives from the Registrar of Companies (ROC), the Public Trustee of Malaysia, Bank
Negara Malaysia (BNM) and the Capital Issues Committee (CIC).
The 1980s marked a significant development in the history of the industry when the Skim National
Unit Trust (NUT) was launched by Permodalan Nasional Berhad (PNB) in 1981. Despite only 11 funds
being launched during this period, the total units subscribed by the public swelled to an unprecedented level
because of the overwhelming response to NUT.
The 1980s also witnessed the emergence of more unit trust management companies, which
were subsidiaries of financial institutions. Their participation facilitated the marketing and distribution
of unit trusts through bank's branch network which widened investor reach.
35 Azizi Yahaya, Noordin Yahaya, Rabiatul Adawiyah Binti Mohamad, Jamaludin Ramli,
Yusof Boon, Zurihanmi Zakariya and Mohammed Najib Abd Ghaffar
The Period from 1991 to 1999
This period witnessed the fastest growth of the unit trust industry in terms of the number of new
management companies established, and funds under management. The centralization of industry
regulation, with the establishment of the Securities Commission on 1 March 1993, coupled with the
implementation of the Securities Commission (Unit Trust Scheme) Regulations in 1996 and extensive
marketing strategies adopted by the NUT and BUT (Bumiputra Unit Trust), played key roles in making
unit trusts household products in Malaysia. Consequently, the total asset value of funds under
management grew more than threefold from RM15.72 billion at the end of 1992 to RM59.95 billion at
the end of 1996. The period also saw greater product innovation and deregulation of the industry.
Although the pace of growth of local unit trust funds has moderated since the financial crisis of 1997-
1998, it has nevertheless maintained its upward trend.
The Period from 2000 to Current
In 2005, the unit trust industry experienced another year of strong growth which saw the net asset value
of managed funds capitalizing 14.2% of Bursa Malaysia’s market at RM98.5 billion at the end of 2005.
Further, the liberalization of overseas investment rules (such as the increase in overseas investment
limit from 10% to 30%) by Bank Negara Malaysia has seen unit trust management companies
launching numerous offshore funds or realigning investment strategies of domestic funds to invest
offshore up to the permitted limit which resulted in the launch of 10 offshore funds with an intended
overseas investment exposure of more than 50%. As at the third quarter of 2006 the number of offshore
funds with an intended overseas investment exposure of more than 50% is 38 which is clear evidence
of the continued interest by the investing public for a better slice of the overseas market.
As at June 30, 2007, National unit trust Berhad (NUTB) is still the leading management
company in Malaysia unit trust industry in terms of approved fund sizes (more than 77 billion units),
total units in circulation (more than 66 billion units) and total net asset value (more than RM 84
billion). NUTB Unit Trust Funds contribute the major market share of 38.3% in terms of unit in
circulation and 57.4% in terms of total net asset value. However, other management companies are
slowly narrowing the gap especially Public Mutual Berhad which contribute 27.7% in terms of units in
circulation and 15.0% in terms of total net asset value.
Even though National unit trust stills the leading the market, the actual fact is the major
competitors are trying to narrowing the gap and finally grab the leading company. As Public Mutual
Berhad now had been awarded as the number one unit trust company in Malaysia based on the variable
price products. Generally, National unit trust Berhad (NUTB) can be a market leader is because of the
fixed price products where the other management companies do not offer at all. This make National
unit trust Berhad different from other management companies since it has the fixed price products as
well as variable price which this fixed price products or funds are more trustable compared to variable
price products. NUTB is responsible to manage ten types of investment schemes which is Bumiputra
Unit Trust (BUT), National unit trust (NUT), National unit trust (NUT 2), National unit trust 3 and
Vision 2020 Unit Trust.
An Overview of Permodalan Nasional Berhad (PNB)
In an effort to realize Yayasan Pelaburan Bumiputera (YPB), they have established Permodalan
Nasional Berhad (PNB) or the National Equity Corporation on 17 March 1978. The main function of
Permodalan Nasional Berhad is to evaluate, select and acquire a sound portfolio of shares in limited
companies with good potential to be held in trust for subsequent sale to the Bumiputeras. The
manifestation of this commitment was clearly spelt out in the Statement of Commitments of
Permodalan Nasional Berhad. PNB has an authorized and paid up capital of RM200 million and RM
100 million, of RM 1.00 a share each, respectively. The main headquarters is located at Jalan Tun
National Unit Trust Berhad (NUTB) Promotional Strategies for Bumiputra in Malaysia 36
Razak, Kuala Lumpur near Tabung Haji building. PNB is the parent company for National unit trust
Berhad (NUTB) which operates a number of unit trust schemes.
An Overview of National unit trust Berhad (NUTB)
On 22 May 1979, National unit trust Berhad (NUTB) was subsequently established as a wholly- owned
subsidiary of Permodalan Nasional Berhad. The primary objective of NUTB is to mobilize the savings
of the individual Bumiputras through the marketing and selling of the proposed national unit trust to
the Bumiputra individuals. In addition National Unit Trust Berhad is also responsible for educating the
Bumiputras on the benefits of investing in the proposed unit trust to be launched by the government.
An Overview of National unit trust Berhad (NUTB) Malacca Branch
NUTB Malacca branch was established in 1992. The branch previously was located at Wisma Negeri,
Jalan Hang Tuah before moving to the current location in Pejabat NUTB, Jalan Semabok, Malacca.
Currently, the branch comprises of seven employees, a manager, two executives and four clerks.
NUTB Malacca is not a full branch which means they did not accept cash transaction of deposit and
withdrawal of unit trusts investment. They only handle cheques deposit and such cases like investor
book is missing, renewal investor’s account book, certificates, claiming for khairat kematian, transfer
unit of schemes and withdrawal of deceased unit trusts fund by family members.
This project paper attempts to study on the “NUTB’s Promotional Strategies and Its
Relationship with Customer Motivation”. Based on Table 1, National unit trust Berhad (NUTB) is the
leading management company in Malaysia unit trust industry in terms of approved fund sizes (more
than 77 billion units), total units in circulation (more than 66 billion units) and total net asset value
(more than RM 84 billion). NUTB Unit Trust Funds contribute the major market share of 38.3% in
terms of unit in circulation and 57.4% in terms of total net asset value. However, other management
companies are slowly narrowing the gap especially Public Mutual Berhad which contribute 27.7% in
terms of units in circulation and 15.0% in terms of total net asset value.
Even though National unit trust stills the leading the market, the actual fact is the major
competitors are narrowing the gap and trying to grab the lead. Currently, Public Mutual Berhad had
been awarded as the number one unit trust company in Malaysia based on the variable price products,
where else National unit trust Berhad (NUTB) offers both variable and fixed price products but NUTB
is a market leader in fixed price products. This makes National unit trust Berhad different from other
management companies and its funds are more trustable by Malaysian at large as compared to
management companies by providing variable price products only. Nevertheless despite of a good
response by all, the response quota of Bumiputera for certain product such Vision 2020 Unit Trust is
still low. In fact, this product has larger quotas for Bumiputera 51% still remained unsold as compared
to quota allocated for non-Bumiputera which was sold in just thirty minutes.
37 Azizi Yahaya, Noordin Yahaya, Rabiatul Adawiyah Binti Mohamad, Jamaludin Ramli,
Yusof Boon, Zurihanmi Zakariya and Mohammed Najib Abd Ghaffar
Table 1.1: Top Management Companies in June 2007
Total AFS Total UIC Total NAV
Management No of
Million Market Million Market Million Market
Company Funds
Units Share (%) Units Share (%) Units Share (%)
National unit trust
1 10 77,927 20.4 66,786.52 38.3 84,359.28 57.4
Bhd
Public Mutual
2 45 99,000 25.9 48,299.25 27.7 22,064.54 15.0
Berhad
AM Investment
3 34 20,800 5.4 8,938.61 5.1 8,736.86 5.9
Services Bhd
Prudential Unit
4 28 19,200 5.0 6,575.26 3.8 3,989.30 2.7
Trust Bhd
Hwang-DBS Unit
5 23 12,420 3.3 6,472.03 3.7 4,987.10 3.4
Trust Bhd
OSK-UOB Unit
6 27 13,530 3.5 4,543,88 2.6 2,972.89 2.0
Trust Mgmt Bhd
HLG Unit Trust
7 22 21,400 5.6 4,146.76 2.4 1,927.64 1.3
Bhd
CIMB Wealth
8 30 18,750 4.9 4,171.30 2.4 3,251.77 2.2
Advisor Bhd
CIMB Principal
9 29 16,570 4.3 3,309.18 1.9 2,447.79 1.7
Asset Mgmt Bhd
Amanah Mutual
10 19 11,300 3.0 2,912.74 1.7 1,734.23 1.2
Bhd *
*Note: Amanah Mutual Bhd formerly known as Mayban Unit Trust Bhd
Source: Lipper Hindsight: FMUTM
Based on the above scenario, there is need to identify the most effective promotional strategies
to increase sales of its products in NUTB so that NUTB can become a leader for the unit trust company
in Malaysia. In order to find the suitable promotion strategies, National unit trust Berhad actually can
benchmark against the major competitors.
According to Tan Sri Hamad Kama Piah Che Othman, the Director of PNB “the purpose of
promotion is to increase the sales for the product, such as for PNB variable price ‘NUT2, NUT3,
ASG’” (Utusan Malaysia, 24 March 2005) Therefore, with proper promotional strategy, it will help to
attract and develop an investor’s intention to invest in NUTB Malacca. Currently there are several
promotional strategies being used to create customer motivation to invest in their products such as
personal selling, advertising through printed media and electronics, financial planning seminars, sales
promotion as well as every year highlighted event, Malaysia week of Unit Trust that done at the
various states and the great news, Malacca is selected as the host state for Malaysia week of Unit Trust
for this year in April 2008.
Moreover, given the strong interest by the Malaysian government in this area as evidenced by
active promotion and offering of National Unit Trust to the public, questions remain whether
promoting unit trust in Malaysian unit trust industry is widely promote or not. Mutual fund
advertisements are not providing the information necessary for optimal investment decisions. Mutual
funds use techniques known to increase the likelihood that their advertisements are noticed, but they
also use techniques known to decrease the readership of their advertisements. Also, they rarely
included convenience information (Bruce A. et.al., 2005). Therefore, in this study we can see the
effectiveness levels for each of the promotional strategies done by PNB in order to motivate the people
to invest in PNB products.
The findings of this research will identify the actual strategy that can be used to help National
unit trust Berhad Malacca to increase customer motivation as well as number of investors in Malacca.
Besides it will give some ideas to develop promotional strategy for the company and give some benefit
to the Permodalan Nasional Berhad.
National Unit Trust Berhad (NUTB) Promotional Strategies for Bumiputra in Malaysia 38
Materials And Methods
Marketing research is the systematic and objective identification, collection, analysis, dissemination
and use of information for the purpose of improving decisions making related to the identification and
solution of the problem. Marketing research is defined as the systematic and objective process of
generating information to aid in marketing decisions..
The following topics will look at the various areas of research methodology undertaken for this
study. The topics include the choice of area under study, the source of data, sampling techniques and
methods of data analysis. This study focuses on the NUTB’s promotional strategies and its relationship
with customer motivation.
Sampling is actually a technique to identify group of cases, participants, events or records
constituting a portion of the target population, carefully selected to represent that population.
According to Roscoe (1975) in Uma Sekaran (2003) they stated that propose the following rules of
thumbs for determining the sample size: Sample sizes larger than 30 and less than 500 are appropriate
for most research..Questionnaire refers to a survey instrument and is a structured technique for
collecting data which consist of a series of questions, written or verbal, to which a respondents replies.
Questionnaire had been constructed and distributed randomly to respondents within specified area.
Willing respondents were asked to complete as soon as the questionnaire were given. The advantage of
using time limitations is that researcher can be able to get fast and quick responds.
These questionnaires were designed in English and Malay. The purpose of designed the
questions by using two languages is to facilitate the customers to understand the questions better. In
this study, close ended questionnaire been used to collect data from population. Close ended question
is to obtain some information related to customer opinion or suggestion towards the study.
Findings And Discussion
Respondents Profile
This section will analyze and interpret all the data collected from the survey using the questionnaire. 90
questionnaires were distributed around the area of Malacca and only 70 respondents were valid. All the
data were analyzed by using the Statistical Package for Social Science program SPSS). All the finding
from the SPSS will be used in the interpretation of a conclusion for the overall research that had been
undertaken. The results of this study are divide into the summary statistics pertinent to reliability test
on target variables, demographic background, frequency distribution on demographic background,
awareness of promotional strategies and perceived effectiveness of ASNB promotional tools which
done by frequency, percentage and rank.
Profile
A total of 90 respondents are randomly picked at the Amanah Saham Nasional Berhad (ASNB)
Counter Service at Jalan Semabok, Malacca to answer questionnaires. Table 4.2.1 until Table 4.2.6
shows the respondents’ profile includes the ethnic group, gender, age interval, occupation, monthly
income and level of education.
Table 1.2: Frequency and Percentage by Ethnic Group
Ethnic Group Frequency Percent
Malay 50 71.4
Indian 7 10.0
Chinese 11 15.7
Others 2 2.9
Total 70 100.0
39 Azizi Yahaya, Noordin Yahaya, Rabiatul Adawiyah Binti Mohamad, Jamaludin Ramli,
Yusof Boon, Zurihanmi Zakariya and Mohammed Najib Abd Ghaffar
According to Table 1.2, majority of the respondents are Malay with 50 respondents (71.4%),
Chinese with 11 respondents (15.7%) and Indian (10%) with 2 respondents and followed by other race
(Portuguese) which cover only 2 respondents (2.9%).
Table 1.3: Frequency and Percentage by Gender
Gender Frequency Percent
Male 29 41.4
Female 41 58.6
Total 70 100.0
Table 1.3 shows the frequency and percentage by gender where the majority of respondents are
female with 58.6% which consist of 41 respondents where male is only 41.4% with 29 respondents.
Table 1.4: Frequency and Percentage by Age
Age Interval Frequency Percent
50 years old 11 15.7
Total 70 100.0
While Table 1.4shows that the percentage for age distributions for the 9 respondents are below
than 20 years old (12.9%), 16 respondents (22.9%) who are age between 20 and 29 years old, 20
respondents (28.6%) range age between 30 to 39 years old followed by 14 respondents (20%) with
range age between 40 to 49 years old. It shows that most of respondents are between these ages.
Furthermore, there are 11 respondents (15.7%) who are age more than 50 years old.
Table 1.5: Frequency and Percentage by Occupation
Occupation Frequency Percent
Government sector 13 18.6
Private sector 8 11.4
Business 14 20.0
Pensioner 5 7.1
Teacher / Lecturer 8 11.4
Student 16 22.9
Others 6 8.6
Total 70 100.0
Table 1.5 shows the frequency and percentage by occupation of the respondents which are
categorized into seven different occupations. It is where 22.9% is student which covers 16 of
respondents. While 14 of the respondents (20%) are involved in business, followed by 13 respondents
who work as government servant, 8 respondents who work in private sector worker as well as teacher
or lecturer, 5 respondents are pensioners and only 5 respondents where they had indicate for other
occupation in the questionnaires such as mechanic, clerk, and factory worker.
National Unit Trust Berhad (NUTB) Promotional Strategies for Bumiputra in Malaysia 40
Table 1.6: Frequency and Percentage by Monthly Income
Monthly Income Frequency Percent
RM 5000 8 11.4
Total 70 100.0
Table 1.6 shows the frequency and percentage by income level of respondents which are
categorized into six different income levels. It is where 6% of the respondents’ income is range below
than RM 1000 which covers 27 of respondents. There are 16 respondents (22.9%) have a monthly
income between RM 1001 and RM2000, 11 respondents (15.7%) have an income range between RM
2001 to RM 3000, 5 respondents (7.1%) have an income level between RM 3001 to RM 4000, 8
respondents (11.4%) have an income range more than RM 5000 while only 3 respondents (4.3%) have
an income range between RM 4001 and RM 5000.
Respondents’ knowledge about NUTB’s products and promotional strategies
Table 1.7 shows the respondents’ knowledge about NUTB’s products. All respondents which are 90
respondents knew about NUTB’s products and do invest in NUTB’s products. At present, NUTB
offered ten products. They are Bumiputra Unit Trust (BUT), Wawasan Unit Trust 2020 (WUT 2020),
Malaysia Unit Trust (MUT), Didik Unit Trust (DUT), National Unit Trust(NUT), National Unit Trust2
(NUT 2), National Unit Trust3 (NUT 3), Gemilang Unit Trust –Health (GUT – Health), Gemilang Unit
Trust-Retirement (GUT – Retirement) and Gemilang Unit Trust – Education (GUT – Education).
As we can see, majority of the respondents choose to invest in BUT compared to other products
where 52 respondents (74.3%) choose to invest in that product. Both MUT and NUT products (32.9%)
choose by 23 of the respondents respectively for their investment products and followed by 21 of the
respondents with the percentage of 30% choose to invest in WUT 2020.
While there are 7 and 6 of the respondents choose to invest in DUT and NUT 3 as well as only
5 respondents choose to invest in other 3 products which is NUT 2, GUT – Health and GUT –
Retirement. Finally, only 3 of respondents (4.3%) choose to invest in GUT- - Education. This can be
concluded that the top five choice of the NUTB products is BUT, MUT, NUT, WUT 2020 and DUT
while the other four products is not preferred by the investors.
Table 1.7: Respondents Choice of Investment in NUTB Products by Frequency and Percentage
NUTB Products Yes (f) No (f) n Yes % No % Total % Means
BUT 52 18 70 74.3 25.7 100% .74
WUT 2020 21 49 70 30.0 70.0 100% .30
MUT 23 47 70 32.9 67.1 100% .33
DUT 7 63 70 10.0 90.0 100% .10
NUT 23 47 70 32.9 67.1 100% .33
NUT 2 5 65 70 7.1 92.9 100% .07
NUT 3 6 64 70 8.6 91.4 100% .09
GUT – Education 3 67 70 4.3 95.7 100% .04
GUT – Health 5 65 70 7.1 92.9 100% .07
GUT – Retirement 5 65 70 7.1 92.9 100% .07
41 Azizi Yahaya, Noordin Yahaya, Rabiatul Adawiyah Binti Mohamad, Jamaludin Ramli,
Yusof Boon, Zurihanmi Zakariya and Mohammed Najib Abd Ghaffar
Table 1.8 shows the frequency and percentage of NUTB products that customers choose to
invest. Majority of the respondents choose to invest in one of NUTB products only with the percentage
of 51.4% (36 respondents). But there are also respondents choose to invest in more than one product in
NUTB. 15 respondents have invested in two out of ten NUTB products, followed by 6 respondents
choose to invest in 3 and 4 NUTB products respectively while the others choose to invest in more than
four NUTB products.
Table 1.8: Number of Investment in NUTB Products by Frequency and Percentage
NUTB Products choose by
Frequency Percentage
respondents
One Product 36 51.4
Two Products 15 21.4
Three Products 6 8.6
Four Products 6 8.6
Five Products 2 2.9
Six Products 3 4.3
Seven Products 2 2.9
Total 70 100.0
Table 1.9 shows the frequency, mean, standard deviation and rank of respondents’ heard about
NUTB products. There are ten products offered by NUTB in order to give option to their investors and
the products are categorized by two types which is fixed and variable price. The fixed price included
Bumiputra Unit Trust (BUT), Wawasan Unit Trust 2020 (WUT 2020), Malaysia Unit Trust (MUT) and
Didik Unit Trust (DUT).
While for variable price, there are six products that customers can choose which is National
Unit Trust(NUT), National Unit Trust2 (NUT 2), National Unit Trust3 Imbang (NUT 3), Gemilang
Unit Trust (GUT) – Education, Gemilang Unit Trust (GUT) – Health and Gemilang Unit Trust (GUT)
– Retirement.
BUT is rank at the first as NUTB’s products that respondents mostly heard with the mean of
3.23. Followed by WUT 2020 (2.73) at the second rank, MUT is rank at the third for NUTB products
that heard by respondents with the mean of 2.46. At the fourth rank, respondents also heard an NUTB
product which is NUT 2 with the average score of 2.04. At the fifth rank, respondents heard about
NUT 3 with the average score of 2.01. On the sixth rank, respondents are heard about DUT with the
mean of 2.00.
For the seventh rank, with the mean of 1.64 shows those respondents are heard about NUT.
Next at the eighth rank, with the mean of 1.57 shows those respondents heard about GUT – Education.
Followed by ninth rank, respondents are heard about GUT – Health with the mean of 1.51. Finally, at
the tenth rank with the mean of 1.50, respondents are less heard about GUT – Retirement.
As a conclusion, the data shows that they are agree that they are heard about NUTB’s product
especially BUT, WUT 2020, MUT and NUT 2 but they are less heard about Gemilang Unit Trust
(GUT) especially Health, Education and Retirement
National Unit Trust Berhad (NUTB) Promotional Strategies for Bumiputra in Malaysia 42
Table 1.9: Frequency, Mean, Standard Deviation and Rank for Respondents’ Heard About NUTB Products
Scale
NUTB Products Mean Std. Dev. n Rank
0 1 2 3 4
BUT 0 2 13 22 33 3.23 .854 70 1
WUT 2020 3 9 12 26 20 2.73 1.141 70 2
MUT 5 14 14 18 19 2.46 1.282 70 3
DUT 4 21 22 17 6 2.00 1.063 70 6
NUT 2 10 14 29 15 1.64 1.064 70 7
NUT 2 6 19 18 20 7 2.04 1.148 70 4
NUT 3 7 20 16 19 8 2.01 1.198 70 5
GUT – Education 10 31 13 11 5 1.57 1.137 70 8
GUT – Health 11 31 15 7 6 1.51 1.139 70 9
GUT – Retirement 13 31 10 10 6 1.50 1.201 70 10
Note: 0-Not Applicable; 1-Seldom; 2-Moderate; 3-Often; 5-Most Often
Respondents’ Exposed to Promotional Strategies
Table 1.10 shows the frequency, mean, standard deviation and rank of promotional strategies used by
NUTB to promote their products as perceived by respondents. There are fourteen promotional
strategies used by NUTB to promote their products such as from pamphlets, newspaper, magazines,
television, radio, internet, personal selling, exhibition, seminar, Malaysia week of Unit Trust (MSAM),
and four of the sales promotion (death scheme aid, dividend/bonus, fixed and variable price and
withdrawal/ savings at any time). Majority of respondents exposed to the sales promotion (as stated
above) done by NUTB to promote their products. Next at the fifth rank, customers are exposed towards
promotion done through newspapers/magazines with the average score of 3.56.
At the sixth rank, customers are also exposed on the advertisement done through
bunting/banner/pamphlets with the average score of 3.49. At the seventh rank, customers are exposed
toward MSAM with the mean of 3.47. On the eighth rank, customers are exposed toward promotion
done through exhibition with the mean of 3.16. For the ninth rank, with the mean of 3.24 shows those
customers are exposed towards promotion done through seminar.
Furthermore, at the tenth rank with the average score of 3.01 shows that the customers are
exposed towards promotion done by television. Followed by eleventh rank, customers are exposed of
the existing of sales person or the personal selling offer by NUTB. Next at the twelfths rank, with the
mean of 2.67 shows the customers are aware of promotion done through radio. Finally, at the thirteenth
rank with the mean of 2.64,
43 Azizi Yahaya, Noordin Yahaya, Rabiatul Adawiyah Binti Mohamad, Jamaludin Ramli,
Yusof Boon, Zurihanmi Zakariya and Mohammed Najib Abd Ghaffar
Table 1.10: Frequency, Mean, Standard Deviation and Rank for Respondents’ Exposed to Promotional
Strategies
Scale Std.
Promotional Strategies Mean n Rank
0 1 2 3 4 Dev.
Bunting/Banner/ Pamphlets 0 13 21 25 11 3.49 .974 70 6
Newspapers/ Magazines 1 9 20 30 10 3.56 .942 70 5
Television 4 17 28 16 5 3.01 1.000 70 10
Radio 11 21 21 14 3 2.67 1.100 70 12
Internet 11 20 26 9 4 2.64 1.077 70 13
Personal Selling 0 27 31 11 1 2.80 .754 70 11
Exhibition 0 8 44 17 1 3.16 .629 70 8
Seminar 0 13 30 24 3 3.24 .806 70 9
MSAM 0 14 20 25 11 3.47 .989 70 7
Direct Marketing 70 0 0 0 0 1.00 .000 70 14
Death Scheme death 1 3 13 28 25 4.04 .924 70 1
Dividend/Bonus 0 6 17 31 16 3.81 .889 70 3
Fixed and Variable Price
0 6 19 28 17 3.80 .910 70 4
Products
Withdrawal/Savings at any time 2 6 15 25 22 3.84 1.058 70 2
Note: 0-Not Applicable; 1-Seldom; 2-Moderate; 3-Often; 5-Most Often
customers are less exposed about the promotion done through internet because most of them do not get
the information from internet.
But for direct marketing, all of the respondents answered it is as never exposed to that
promotional strategy which means that NUTB did not apply this strategy to motivate the people to
invest in their products.
Perceived Level of Effectiveness towards Promotion Done
Table 1.11 shows the perceived level of effectiveness towards promotion done through different
promotional activities. Results shows that, majority of respondents perceived that sales promotion is
very effective promotional activity with ranking at the first place. This mean, sales promotion is the
most effective promotional tools done by NUTB. The sales promotion done by NUTB to motivate the
people to invest in NUTB products in


Use: 0.1465