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1. Evaluate the issues faced by PrimeTech and elaborate on how Musa can address the issues. In your answer, describe the theoretical or analytical models, frameworks, or tools that can be used to investigate the issues and develop alternative solutions to resolve the issues. (10 MARKS)

2. Shereen is thinking about selling PrimeTech. Assuming that you are an interested buyer, describe the due diligence process for the acquisition. In addition, how will you determine the purchase price? In the end, what would influence you to acquire PrimeTech? (10 MARKS)

Evaluate the issues faced by PrimeTech and elaborate how Musa can address the issues. In your answer, describe the theoretical or analytical models, frameworks or tools that can be used to investigate the issues and develop alternative solutions to resolve the issues.(10mark)

Shereen is thinking about selling PrimeTech. Assuming that you are an interested buyer, describe the due diligence process for the acquisition. In addition, how will you determine the purchase price? In the end, what would influence you to acquire PrimeTech?(10mark)

PrimeTech Authors: Mohar Yusof & Leilanie Mohd Nor Over the years, PrimeTech had developed and managed competent, resourceful and entrepreneurial human capital and talent. PrimeTech applied human capital and talent throughout their products and services, in partnership with, and for the benefit of their clients. PrimeTech was initially known as MSS Holdings and incorporated in 1983. In 2006, due to a re- organization of its core business, the company's name became PrimeTech to reflect its core business and new focus on software development and IT services. There were many players, both local and foreign, in the IT industry then spurred by the government's Malaysian Super Corridor (MSC) initiatives since 1995. Mohamad, the founder, had not quite planned for the incoming generation, though, he was aware that he had to start doing so as he was 67 years old. Shereen, Mohamad's daughter, who had taken her task in full force and equipped with an MBA was seen as the executor in the company; whilst Musa, Mohamad's eldest son, who did not intend to join the family business just yet, was seen as the catalyst. With Musa as the believer, advocator, teacher and trainer of entrepreneurship, the second generation was still able to maintain the entrepreneurial spirit, mindset and approach in the business. For the future and sustainability of the business, Mohamad needed to weight how to leverage on the strengths of Musa and Shereen, and what about the younger ones, Shanaz and Mirwan? Could they take the business to the next frontier? How and when would they come into the business? Background PrimeTech's target market was the government sector, and its approach was to pursue direct negotiation with the government. PrimeTech capitalized and leveraged on networks and know- whos in government agencies. With the realization that big players were not that interested in the cooperatives market, PrimeTech penetrated into this niche market. For PrimeTech, the Page 1