Tudungkita Sdn Bhd (TSB) produces and sells a wide range of enduring, premium quality and fashionable athletic hijab that is well known to the customers of any age. It controls 40% of the market share in the trendy athletic hijab industry. Their sales had increased tremendously for the last five years since the hijab become a fashionable trend. In 2019, one of the TSB competitors, Bumiputra Mas Sdn Bhd (BMS), sells stylish and premium athletic hijab to underserved customers, who are children. BMS's strategy has generated explosive revenue growth, and it becomes prominent in the market. TSB had ignored BMS's success and viewed it as a noise. Later, many small companies entered the market, applying cost leadership as their competitive edge strategy. Nevertheless, TSB did not realise that these small companies can be a threat to the company. At the end of 2020, TSB lost its market leadership as its market share has dropped to 20% as opposed to BMS's, 30%.

Required:

a. Discuss how the strategy adopted by BMS had challenged TSB's market leadership. (10 marks)

b. Prepare relevant information for a presentation to the TSB company board, including relevant bullet points and supporting notes in the slides, differentiating the strategy of TSB and its rivals. (10 marks) (Total: 20 marks)