As the Halal industry grew, HDC grew with it. And quickly. Taking on new responsibilities, expanding its footprint and collaborating with various stakeholders. But the business lacked structure, had no clear strategy to build its brand and compete with more aggressive regional countries eager for the a piece of the Halal pie.
Much of the information available to HDC was anecdotal or conjecture. Communications were often campaign focussed and lacked strategy while effectiveness of channels was not measured.
Domestically, while data was limited there appeared to be confusion over the roles and responsibilities of different organisations such as Jakim, JSM and HDC.
