A Monthly Bulletin for Entrepreneurs

Issue 8

September - October 2016

Complimentary Copy

INSIDE THIS ISSUE

PP18996/04/2016(034470)

COVER STORY

The Application of the

Blue Ocean Strategy
for the SMEs

he National Blue Ocean Strategy

(NBOS) International Week that
was held from 14 to 20 August
2016 showcased the Malaysian
Governments
many
achievements
since adopting this strategic approach
as the basis for the nation building
strategy as we strive towards reaching
our goal of becoming a developed and
high-income nation by 2020. In brief,
NBOS is fundamentally the application
of high impact, low cost and rapid
execution as a principle in implementing
government projects.
While the Blue Ocean Strategy is widely
practised in the private sectors globally,
it is worth to note that the Malaysian
Government is the first, if not the only,
administration in the world pursuing
the approach as a platform for its
national strategy.
Since 2009, the government has
implemented over 90 "blue ocean"
initiatives, involving collaboration between
over 80 ministries and agencies, to address
a wide range of economic and social
issues. NBOS challenges deeply ingrained
silo mentality resulting in the sharing of
resources, elimination of duplication and
added value to the general public. Notable
examples of this approach in action include
the Urban Transformation Centre (UTC)
which sees the conversion of underutilised

PERSPECTIVE:
An Overview on Uber and GrabCar Operations
in Malaysia Page 2-3
ANALYSIS:
Swimming in the Blue Ocean for Retail
Industry via Social Media Page 4
by Dr Ghaz

buildings into a 1-stop centres providing a

wide range of key government services to
the urban population; and the collaboration
between the police and the military in
sharing of training facilities.
Certainly, the foresight and the
subsequent success stories of the
Malaysian Government in delivering
economic growth and enhancing social
well-being through the various initiatives
under NBOS could act as inspiration for the
Malaysian SMEs to consider embracing
the Blue Ocean Strategy in their business,
especially amidst the current challenging
economic environment.
Before we go any further with the
application of the Blue Ocean Strategy for
the SMEs, perhaps it is best that we take
a step back and visit its most elemental
concept the dichotomy between two
oceans. By and large, SMEs tend to focus
on the Red Ocean Strategy of competing
in existing market space where rivalry is
cutthroat and the opportunity for profit
growth. In contrast, the Blue Ocean
Strategy emphasises on creating new
uncontested market space, thus making
competition irrelevant. This eliminates
the need for trade-off between value and
cost. Referred to as Value Innovation, this
simultaneous pursuit of value creation
and low cost is the cornerstone of the Blue
Ocean Strategy.

PRODUK:
Kemudahan Pembiayaan Modal Kerja dan
Jaminan untuk PKS Page 5
BUSINESS ALERT Page 6-7
URUS BESTARI:
Lima Kesilapan Terbesar Penentuan
Harga Untuk Dielakkan Page 8
POINT-OF-SALE:
Boosting Confidence Level Of Sales People In
Tough Times Page 9
HUMAN RESOURCE MANAGEMENT:
4 Petua ke Arah Kejayaan Pengurusan
Sumber Manusia Page 10
SEMBANG USAHAWAN:
Danial Marizd of La Famiglia Page 11
KNOWLEDGE SPA:
Blue Ocean Strategy: Creating a Leap
in Value Page 12
ENTREPRENEURS EVENT CALENDAR
Page 12
The story of our homegrown low-cost
carrier, AirAsia is a model example of the
Blue Ocean Strategy in practice. Instead
of head-on competition against the longestablished National carrier and targeting
traditional airline passengers, AirAsia
focused on the blue ocean market space
of price sensitive customers such as the
first time flyers, the middle-class, students
and labourers, thus allowing everyone
to fly. In their pursuit for low-cost and no
frills, the carrier eliminated services such
as free food and airport lounges, reduced
maintenance cost by operating a single
type of aircraft, raised the number of
point-to-point destinations and created
an efficient online booking and self
service system.
continue on page 2

Download our mobile apps at www.smebank.com.my

2
Adviser
Datuk Mohd. Radzif Mohd. Yunus
Group Managing Director

PERSPECTIVE

Editor-In-Chief
Sheikh Ghazali Abod, Ph.D
Chief Operating Officer, CEDAR
Editor
Norhisham Hamzah

by Raja Shahriman Raja Harun Al Rashid

Contributors
Raja Shahriman Raja Harun Al Rashid
Shahrir Amran
Hayati Abu Seman
Nik Mohd Adzlan Nik Adnan
Irman Hussain
Nur Amiza Aman
Ahmad Azuar Zainuddin
Muhammad Zafri Ismail Khan
Rusydan Hamedy Rusli
Hanzo Ng

n Malaysia during the recent years, Uber and

GrabCar have been gaining popularity among
the younger conventional taxicab riders,
largely due to their efficient and convenient
mobile phone applications to hail private drivers
for short trips around the cities. Both Uber and
GrabCar are competing ride-sharing services that
enable private vehicle owners to offer transport
services for hires to the public at large, sans the
requirements for permits and licenses for the
operation of commercial taxis.

Design & Layout

Haja Sharoni Shah
Rafiq Asyraf
Printed By
RV Print Enterprise (001284709-A)
No.127, Jalan Sultan Abdul Samad
50470 Kuala Lumpur
Tel: +603 2273 2421
Fax: +603 2276 1124

GrabCar was originally establised in 2012 as MyTeksi in Malaysia, before

rebranding into GrabCar in 2014.
Operates in 30 cities across 6 countries (Malaysia, Philippines, Thailand,
Singapore, Vietnam, Indonesia) in the Southeast Asia region.
Currently operating within Klang Valley and Johor Bahru city centre.
Available in economy (GrabCar) and premium (GrabCar+) services.
Fare basis - Fixed rate (based on distance between pick up and drop points
and estimated time)

continue from page 1

DISCLAIMER
The views and opinions expressed
throughout this newsletter are those of the
authors and do not necessarily reflect the
official position and views of the SME Bank.
Copyright Small Medium Enterprise
Development Bank Malaysia Berhad.
All rights reserved. This publication is not to
be reproduced in part or whole without the
express permission of the copyright holders.
Materials on this publication are protected by
copyrights law. Unauthorised reproduction
or distribution of copyright materials, or any
portion of it, may result in severe civil and
criminial penalties and will be prosecuted to
the maximum extent possible under the law.

SME Bank Group of Companies

Some of the primary features of ride-sharing

services include online bookings and transactions
which contribute to the systems reliability and
efficiency; generally cheaper than conventional
taxis by at least 30 percent an obvious plus
point for all thrifty riders out there; toll charges to
be borne by riders and no midnight surcharges for
wee-hour rides.
Depicted in the tables/diagrams below are
summarised information on Uber and GrabCar,
as well as salient infographics and charges
comparisons against conventional taxi services:

Uber Technologies Inc. is an American multinational online transportation

network company headquartered in San Francisco.
As of May 2016, the service is available in over 66 countries and 449 cities
worldwide.
Currently operating in most major cities in Malaysia e.g. Kuala Lumpur,
Penang, Johor Bahru etc.
Available in economy (UberX, Uber XL) and premium (UberBlack, UberLUX)
services. Services vary depanding on vehicle capacity and luxury level.
Fee basis - Extimated fare based on distance and time taken to travel.
Uber takes 20 to 25 percent of the fare as a fee.

Published By
Small Medium Enterprise
Development Bank
Malaysia Berhad (49572-H)
Menara SME Bank
Jalan Sultan Ismail
50250 Kuala Lumpur
Wilayah Persekutuan
Tel: +603 2615 2020
Fax: +603 2698 1748
Customer Service Centre:
1-800-88-3131
www.smebank.com.my
Project Management
Centre For Entrepreneur
Development And Research
Sdn Bhd (CEDAR) (1042601-M)
Level 6, Menara SME Bank
Jalan Sultan Ismail
50250 Kuala Lumpur
Tel: +603 2615 2063
Fax: +603 2692 5916
www.cedar.my

An Overview on Uber and

GrabCar Operations in
Malaysia

Old Town White Coffee is another example

of a local business which had embraced the
Blue Ocean Strategy to great success. Founded
in 1999, the coffeehouse chain reconstructed
existing market boundaries by combining the
concept of halal-certified dining, Chinese styled
kopitiam and comfortable air-conditioned
atmosphere. Today, the market is fast
becoming a red ocean with many businesses

BizPulse | Issue 8 : September - October 2016

jumping on the bandwagon

to offer me-too products.
Nevertheless, Old Town White
Coffee is in a league of its
own with over 230 outlets
regionally and is now listed on
the Bursa Malaysia.
SMEs looking to emulate
the runaway success of these
local companies should be
advised that formulating a
strategy is just the beginning
of the journey. Whether it is
Red or Blue Ocean Strategy, translating strategy
into execution is easier said than done. This
is especially difficult with the Blue Ocean
Strategy as it challenges status quo thinking.
While the hurdles may appear colossal, it is
worthwhile to reflect upon the Pareto Principle
of 80/20, which states that for many scenarios,
approximately 80% of the effect comes from
20% of causes. Rather than focusing efforts

BizPulse | Issue 8 : September - October 2016

Perspective
CHARGES COMPARISON
Base
Fare

Per KM

Per
Minute

Min Fare

50%
Midnight
Surcharge

Toll
Charges

Regular Taxi

RM3.00

RM0.87

RM0.30

RM3.00

Yes

Yes

Premier Taxi

RM6.00

RM2.00

RM0.60

RM6.00

Yes

Yes

UberX

RM1.50

RM0.55

RM0.20

RM2.50

No

No

UberBlack (Promo)

RM2.00

RM0.65

RM0.30

RM5.00

No

No

UberBlack

RM3.00

RM1.15

RM0.35

RM5.00

No

No

UberLUX

RM10.00

RM2.50

RM2.00

RM30.00

No

No

GrabCar (Off-peak)

RM4.20

RM1.60

RM8.00

No

No

GrabCar (Peak)

RM6.00

RM2.30

RM8.00

No

No

In assessing the viability of this business model and how it will adapt to the current issues
in relation to public transportation in Malaysias big cities, an analysis of its Strengths,
Weaknesses, Opportunities and Threats (SWOT) is presented herein:

STRENGTHS
Well recognised brand - global footprint.
High standard of service, verified drivers
and card.
Unlimited fleet of vehicles (unregulated)
Low operational cost.
Dual rating system (passenger vs driver)
boost trust and safety.
Prices lower compared to traditional taxi.
Sophisticated technology
via apps.

OPPORTUNITIES
Can exploit new and
big markets in the country where
taxi services are inconvernient
and expensive.
Can tap growing market in suburban
areas - taxi services unavailable.
Treding among younger generation.
Additional services e.g. transporting
older patients to hospital, children to
school.

towards
overcoming
everything,
perhaps a more pragmatic approach
is to identify and leverage upon key
factors (i.e. people, acts and activities),
which exerts disproportionate influence
in your business.
In essence, the Blue Ocean Strategy
provides comprehensive sets of tools
for SMEs to develop their own strategy
for winning the future. While challenging
the status quo may not be easy, the
success of AirAsia and Old Town White
Coffee demonstrate that the rewards for
capturing a new uncontested market
are bountiful.

Dr Sheikh Ghazali Abod is the COO of the Centre

for Entrepreneur Development and Research
(CEDAR), a wholly owned subsidiary of the SME
Bank Malaysia. He can be reached at sheikh.
ghazali@smebank.com.my.

WEAKNESS
Idea can be easily imitated.
Lacks of real connection - loyalty
between Uber and its drivers is low.
Privacy concerns e.g. data available in
the network.
Legal challenges - legal status
contended.

THREATS
Low profit margins - unattractive to gain
more drivers.
Legal regulations may ban from
operating.
Criminal cases involving the service damaging the brand.

and GrabCar drivers to compete. This is

planned to be achieved via the proposition for
the abolishment of the Public Service Vehicle
(PSV) license for cabbies commencing early
2017, to be replaced by a simpler yet more
effective SPAD drivers card system.
In addition, the Uber and GrabCar
drivers shall be imposed with the requirement
to send their vehicles for annual inspection
at Puspakom inspection centres, similar
to the conventional cabbies. All e-hailing
and conventional taxi drivers shall also be
subjected to a formal, standardised training
to be conducted by the transport network
operators or any other training consultants
as approved by the Ministry of Transport.
As part of the transformation program,
SPAD is also planning to revamp the current
business model of Teksi 1Malaysia services
by allowing all taxi drivers to own individual
taxi permits under the liberalisation of
permits initiative by end of 2016. The
liberalisation of the individual taxi permits
would help the conventional cabbies to
exit the leasing model and mode towards
entrepreneurship owning their own taxis.
In the next few years to come, it is
estimated that around 150,000 conventional
taxies, Uber and GrabCar drivers shall coexist in the market, competing against each
other in a more regulated environment,
while striving to deliver quality services to
customers who have been yearning for an
efficient and comfortable taxi system.

Uber / GrabCar

80% prefer Uber/GrabCar over

Taxi (as per survey by SPAD)

Popular among younger riders

In response to the alarming dissatisfaction

among the conventional taxi drivers towards
the uninvited rivalry, not to mention the
increasing number of reported cases of the
harassment incidents against the Uber and
GrabCar drivers where some might involve
innocent riders, the Government has taken
a drastic measure to officially include the
ride-sharing services to be part of the public
transportation landscape in Malaysia.
Based on recent positive developments,
the Government has mandated the
Suruhanjaya Pengangkutan Awam Darat
(SPAD) to regulate Uber and GrabCar
services. Corresponding amendments to the
laws to legalise the ride-sharing services are
expected to be passed by the Parliament in
November this year.
It is learned that as a result of this new
direction i.e. transformation program, of
which is still very fluid at the time this article
is written, SPAD endeavours to create a level
playing field among conventional taxi, Uber

Tap a button to get a ride

Electronic payment option

Cheaper than conventional

taxi
Passengers rated drivers
(anonymous feedback)
Transparent, fixed upfront/
estimated prices

Quality drivers

Raja Shahriman Raja Harun Al Rashid is the Director of Group Compliance and Risk Management, SME Bank
Malaysia. He can be reached at shahriman@smebank.com.my.

Issue 8 : September - October 2016 | BizPulse

BizPulse | Issue 8 : September - October 2016

ANALYSIS

Swimming in the
Blue Ocean for
Retail Industry via
Social Media

by Hayati Abu Seman

he aim of Blue Ocean Strategy

(BOS) is to create a new or a niche
market where competition is
irrelevant. As such, BOS portrays
an uncontested market space whereby
the pioneers can create and capture new
demand. BOS also can be defined as
breaking the value-cost trade-off with
the simultaneous pursuit strategy of
differentiation and low cost.
In applying Blue Ocean Strategy in the
retail industry, the focus should be in the
holistic approach to supply chain and value
chain, especially on how well products are
distributed to the consumers. Accordingly,
wholesale and retail operators can create
a Blue Ocean Strategy with the new supply
chain management, with opportunities
in the areas of new e-commerce, global
e-commerce,
multichannel,
omnicommerce
or
seamless
customer
experience in shopping channels, and
competitive differentiator.
But the basic concept for retailing
in the blue ocean should revolve around
finding solutions for customers through
engagement and positioning them at the
heart of the conversation. Retailers must
interact, engage and collect feedback in
order to find new opportunities to satisfy
and delight customers. This approach
has been practised by successful retailers
like Apple, Threadless and 37signals. As
such, this entails new retailing mentality
whereby it is no longer retailer versus
customers, but rather one which focuses
on building one-to-one communication
with them through the use of social media.
Based on a study by Blueocean Market
Intelligence in 2014, the top social media
trends for the retail industry include
its application for both marketing and
promotion campaigns and shopping
experience. Pinterest, an alternative to
Facebook and Twitter, has emerged as the
top social channel for top of the funnel
advertising with its fast-growing referral
traffic and high conversion rates.
Another social media trend is to
combine two online and mobile platforms.
This method, known as omni-channel,
has proven to be successful in attracting
strong sales. While social media
engagement has traditionally focused
on customers in the consideration phase
of the purchase cycle; social shopping
is becoming a reality. Blueocean Market

BizPulse | Issue 8 : September - October 2016

Intelligence also indicates that retailers

that identify opportunities in creating a
more seamless experience with consistent
communications across all platforms, as
well as improved inventory and transparent
pricing, will deliver a more fulfilling
experience for customers. Social media
can be used to drive media engagement
on content marketing whereby brands will
shift from one-way content marketing push
to timely conversation and personalised
customers interaction.
How can it work? Although it is difficult
for e-commerce retailers to find the blue
ocean, it is nonetheless essential. It is
critical for e-commerce retailers to dive
deep into data which are significant factors
to online purchasing decision and customer
experience like pricing, demography and
geography. This includes the integration
of personalised videos into the shopping
experience similar to the experience a
shopper gets when entering a speciality
retailer and receiving personal attention
and incentives tailored specifically to
them. Another idea is to adopt innovative
payment systems that cater for different
customer segmentations. Payment should
not be limited by the retailers capabilities
but rather based on customers capabilities.
For example, payment system such as
card-based instalments able to provide
customers with the ability to make interestfree monthly payments for the items they
buy. These monthly payments are charged
on existing credit cards, and the customer
knows in advance how much they will pay
each month, and for how many months.
Indochino from Canada is a prominent
example of an online business emerging
from BOS. The online retailer has no
physical store and carries only their own
brand. Their products are priced on the
low-end when compared to other retailers
offering formal menswear and their
marketing budget is small relying on word
of mouth. They have created a business
model that differentiates them from the
other apparel retailers in order to satisfy a
select customer base (fashion conscious
young men) while managing to lower their
costs but increase buyer value. Indochino
created two factors that were, for the most
part, nonexistent in the formal menswear
market. First, they created a self-service
online mens retailer. That is, they created
a self-service line where a customer

could order a tailor-made suit and have it

delivered to him, unwrinkled, in three weeks
time. Second, Indochino created a 100%
guaranteed return policy. As an online
retailer focusing on custom made apparel
this is a key success factor that established
Indochino as online retailer for tailor-made
clothing and helped reduce first time buyer
anxiety and established Indochino as a
retailer that can be trusted.
In Malaysia, Nur Nadia SM Nasimuddin,
a Director of Naza TTDI Sdn Bhd, has
started a new venture into the luxury
lifestyle industry by launching Portluxe,
an online retail platform for pre-owned
fashion luxury branded items, catering to a
new generation of online-savvy consumers
who are looking to clear out their wardrobe
space. This platform gathers pre-owned
items of high-end fashion labels, which
includes Herms, YSL, Victoria Beckham,
Chanel, Louis Vuitton and Fendi, and re-sells
them to new owners. The platform began
with the social media apps Instagram (@
portluxe) and later on, was enhanced further
based on feedbacks from on the Portluxe
site. For a perfect shopping experience,
Portluxe has also set up a showroom in
Kuala Lumpur where consumers can book
appointments in advance to view and test
the items before purchasing. This clearly
has a mark of BOS as it offers new niche
approach which differs from the regular preowned designer retail stores. As Ms Nadia
explains, One way or another, it is to create
a hassle-free way of selling your clothes,
bags, shoes and accessories online. At
the same time, making discounted luxury
fashion accessible to all because everyone
deserves a dream wardrobe.
According to Simon Swan of Smart
Insights, moving traditional companies to
embrace the digital age requires a cultural
shift within an organisation and what your
brand stands for to a digital audience.
Where brand loyalty was once a successful
ingredient towards brand survival, this
has been replaced by an impatient digital
audience expecting to be delighted by
brands that create remarkable products
and services. Frankly, don't care if the
brand is well established or not.

Hayati Abu Seman is the Head of Business Intelligence

section of the SME Banks Corporate Planning. She
can be reached at hayati.seman@smebank.com.my.

BizPulse | Issue 8 : September - October 2016

PRODUK

Kemudahan Pembiayaan
Modal Kerja dan Jaminan
untuk PKS
Oleh Nik Mohd Adzlan Nik Adnan

odal
kerja
adalah
satu
keperluan
harian
untuk
perniagaan
kerana
ia
memerlukan sejumlah tetap
wang tunai untuk membuat pembayaran
rutin, menjelaskan kos yang tidak
dijangka dan membeli bahan-bahan
asas yang digunakan dalam pengeluaran
barangan. Modal kerja adalah satu
konsep yang mudah difahami kerana
ia dikaitkan dengan kos hidup individu.
Individu perlu mengumpul wang yang
mereka berhutang dan mengekalkan
jumlah tertentu pada setiap hari untuk
menampung perbelanjaan hari-hari, bil
dan perbelanjaan biasa yang lain.
Modal kerja adalah metrik lazim
bagi kecekapan, kecairan dan kesihatan
secara keseluruhan syarikat. Ia adalah
satu gambaran hasil pelbagai aktiviti
syarikat, termasuk kutipan hasil,
pengurusan
hutang,
pengurusan
inventori dan pembayaran kepada
pembekal. Ini kerana ia termasuk
inventori, akaun belum bayar dan
belum diterima, wang tunai, bahagian
hutang yang kena dibayar dalam
tempoh satu tahun dan lain-lain akaun
jangka pendek.
Keperluan
untuk
modal
kerja
berbeza dari industri ke industri, dan
mereka juga berbeza di kalangan
syarikat yang mempunyai produk atau

perkhidmatan sama. Ini adalah kerana

beberapa faktor, termasuk perbezaan
dalam dasar kutipan dan pembayaran,
masa pembelian aset, kemungkinan
syarikat melupuskan beberapa akaun
belum terima yang sudah lama
matang, dan dalam keadaan tertentu,
usaha penjanaan modal syarikat yang
sedang berjalan.
Apabila syarikat tidak mempunyai
modal kerja yang mencukupi untuk
menampung
kewajipan,
insolvensi
kewangan boleh terjadi dan membawa
kepada
masalah
undang-undang,
pembubaran
aset
dan
potensi
kebankrapan. Oleh itu, ia adalah

penting bagi semua perniagaan untuk

mempunyai pengurusan modal kerja
yang efektif.
Sebagai sebuah institusi kerajaan
yang menumpukan kepada pembangunan
PKS, SME Bank mengambil inisiatif
dalam menyalurkan pembiayaan modal
kerja kepada PKS-PKS dari pelbagai
latarbelakang perniagaan. Sehingga
19 September 2016, SME Bank telah
meluluskan sejumlah RM101 juta
kemudahan bagi tujuan membiayai
modal kerja berputar dan modal kerja
tetap termasuk jaminan kepada PKS dari
pelbagai industri dan aktiviti perniagaan.

WCGS W
WORKING CAPITAL
GUARANTEE SCHEME

FASILITI
Berkonsep Komoditi Murabahah/
Tawarruq.
Komoditi
Bai
Murabahah
(Pembiayaan Berjangka) untuk
modal kerja tetap.
Komoditi
Bai
Murabahah
(Pembiayaan
Berputar)
untuk
modal kerja berputar.
MANFAAT
Tiada cagaran.
Kelulusan pembiayaan segera.
Amaun pembiayaan dari RM100,000
hingga RM1 juta bagi pembiayaan
modal berputar dan dari RM100,000
hingga RM5 juta bagi pembiayaan
modal kerja tetap.

CGS adalah skim pembiayaan modal kerja dan jaminan untuk Pengusaha
Kecil dan Sederhana (PKS) yang merancang untuk mengembangkan
perniagaan mereka tanpa memerlukan cagaran. WCGS menawarkan
PKS dengan pembiayaan yang mereka perlukan untuk memenuhi keperluan
modal kerja dan untuk membiayai operasi mereka.
Kadar keuntungan yang kompetitif
iaitu BFR + 2% setahun (kadar rata)
bagi pembiayaan modal kerja berputar
dan 4.5% setahun (kadar rata) bagi
pembiayaan modal kerja tetap.
Tempoh pembayaran balik adalah 5
tahun atau sehingga 31 Disember 2020,
yang mana lebih awal.
KELAYAKAN
Pemohon mestilah syarikat/ firma
berstatus perusahaan kecil & sederhana
(PKS) dengan rekod kredit yang baik
dengan nilai jualan tidak melebihi RM20

juta setahun ATAU pekerja sepenuh

masa tidak melebihi 75 orang.
Syarikat Sdn Bhd milik rakyat
Malaysia.
Berdaftar
di
bawah
Akta
Suruhanjaya Syarikat Malaysia
2001.
Beroperasi lebih dari 2 tahun.
Pemohon
dengan
sekurangkurangnya 51% pemilikan ekuiti
Malaysia.
Dana pemegang saham tidak
melebihi RM20 juta dan tidak boleh
kurang dari modal berbayar.

Nik Mohd Adzlan Nik Adnan merupakan Ketua Pembangunan Produk, SME Bank. Beliau boleh dihubungi di
mohd.adzlan@smebank.com.my

Issue 8 : September - October 2016 | BizPulse

BizPulse | Issue 8 : September - October 2016

BUSINESS ALERT

BUSINESS ALERT
by Corporate Planning , SME Bank Malaysia

OIL, GAS AND ENERGY

TREND

Oil prices (1st September 2016, Thursday)

Oil dropped the most in a month after a
government report showed that US stockpiles
increased last week by more than projected.
Brent for October settlement slipped by
USD1.33 (2.8%) to USD47.04 a barrel.
Energy Information Administration (EIA): US
crude oil stockpiles rose by 2.3 million barrels
during the week ending August 26, 2016
compared with expectations for an increase
of 921,000 barrels. The total US stockpile
climbed to 525.9 million barrels, the highest
since June 2016.
Petroliam Nasional Bhd profit dropped by
96% last quarter after it was hit by oil prices
that remained sharply lower than a year
earlier. Net income fell to RM348 million in

the 2Q2016 from RM9.1 billion a year earlier.

Revenue slid by 21% to RM48.4 billion. The
steep decline was the result of the low oil
price environment, further impacted by lower
sales volume of crude oil and condensate,
processed gas and petroleum products. The
combined factors of oversupply, growing
inventories and slower demand growth point
to an ongoing gloomy outlook well into 2017.

OUTLOOK: NEGATIVE

Bain & Co anticipates that the scenario

of prolonged low oil prices will remain for the
next five years and the industry will continue
to grapple with deleveraging and cash flow
issues.
This scenario is likely to exist for a while
due to the tremendous amount of supply

coming from low-cost sources such as

Russia and members of the Organization
of the Petroleum Exporting Countries
(OPEC).
For Malaysia, attracting new investments
into the upstream segment will be very
challenging due to current volatility in
crude prices. Industry analysts opine that
the industry will need to see a lot more
consolidation of assets going forward.
Even the best-case scenario, oil prices is
foreseen will not breach above USD85 per
barrel over the next five years.
For the liquefied natural gas (LNG) market,
industry analysts expect to see some
rebalancing between supply and demand
in the market by 2022.

HEALTHCARE
TREND

PNB Perdana Hotel and Suites-On-The-Park

has partnered with BP Healthcare Group
to provide its guests with easy access to
Doctor2u, a mobile healthcare application for
immediate medical attention and treatment
during their stay. The mobile app would
enable a qualified doctor to come to their
aid during an emergency, including in the
early hours of the morning. Doctor2u is also
accessible to anyone requesting a Malaysian
registered qualified doctor at his door step,
via iPhone and Android mobile devices, within
60 minutes.
Oxford BioDynamics is expanding its
biomarker discovery program for diagnostic
tests for amyotrophic lateral sclerosis
(ALS). This part of the research program will
recruit ALS patients and healthy subjects in
Malaysia. The research study will develop a
test designed to help doctors diagnose the
disease within weeks of initial symptoms
appearing in patients. The study in Malaysia

will build the evidence base for these

biomarkers, demonstrating the biomarkers'
applicability across the breadth of the
human genome.

OUTLOOK: NEUTRAL

TA Securities: The long term prospects

of private healthcare in Malaysia
remain bright due to the shortfalls of public

healthcare services. However, industry

analysts are mindful of subdued demand for
private healthcare in the near term amidst the
weak economic sentiment.
MITI: Malaysia's pharmaceutical products
export is expected to hit more than RM1.3
billion in 2016 following high demand
particularly from West Asian countries as
well as the high quality of local products.
The pharmaceutical products export had
continued to increase from RM1.13 billion
in 2014 to RM1.31 billion last year.
For the first half of 2016, pharmaceutical
products export had already reached
RM764 million and the amount is
projected to exceed last years amount.
The target will be attained as the
local pharmaceutical producers had
achieved international standards which
should give customers the confidence
to use Malaysian products especially
Halal products.

TOURISM
TREND

The number of passengers passing through

the 39 airports managed by Malaysia Airports
Holdings Bhd (MAHB) rose by 8.5% to 7.82
million in July 2016 from 7.21 million a year
ago. This indicates an existence of latent
demand for air travel. The high passenger
traffic registered in July 2016 was partly due
to the Raya festive season and long holidays.
For the January to July 2016 period, there
were 49.95 million passengers passing
through Malaysian airports, up by 2.9%
from 48.55 million in Jan July 2015.
Of this, international passenger numbers
handled grew by 5.5% to 24.38 million from
23.12 million in the first seven months of
2016, while domestic passengers saw a
marginal growth of 0.5% to 25.57 million
from 25.43 million.
Tourist arrivals from China, which took a hit
following the twin air tragedies in 2014, have

BizPulse | Issue 8 : September - October 2016

OUTLOOK: NEUTRAL

finally returned to levels prior to the tragic

incidents. In the first six months of 2016,
China tourist arrivals grew by a whopping
32.1% representing an additional 241,080
tourists, mainly due to Malaysia relaxing
its visa rules for Chinese tourists and the
imposition of stricter rules on mainland
China tourists travelling to Taiwan.

Business Monitor International (BMI):

Malaysia's tourism market is growing
steadily, with international visitor numbers
boosted by effective and wide-ranging
marketing campaigns and an expanding
range of regional and global transport
connections. Industry analysts forecast a
healthy growth in the international arrivals
market throughout the forecasted period of
2016 through to 2020, making Malaysia and
increasingly strong competitor in the Asia
Pacific market.
Malaysia's inbound tourism market is
forecasted to grow by 5.1% in 2016 to
reach a total of 30.3 million.
The growth in international arrivals will
provide a step up to tourism related
expenditure, which is forecasted to grow
by 5.7% in 2016 to reach USD25.8 billion
in 2016.

BizPulse | Issue 8 : September - October 2016

Business Alert

BUSINESS SERVICES
TREND

Tenaga Nasional Bhds (TNB) RM4.2 billion

Ulu Jelai Hydroelectric project will further
boost the national utilitys ability to meet
the surge in demand at peak hours. The new
green energy power plant once completed in
the 3Q2016, would add another 372 Megawatt
(MW) to TNBs hydroelectric generation
capacity. TNBs total installed capacity from
hydroelectric power plants currently stood
at 2,161 MW. With the commissioning of
Ulu Jelai, its total hydro installed capacity
will be 2,533 MW. The project is reported to
reduce around 250,000 tonnes of carbon
dioxide equivalent per year by substituting
conventional power generators that run
on coal and other fossil fuels during
peak periods.

Airports Council International (ACI): Global

air passenger traffic grew by 4.5% in June
2016 and 5.6% for the first half of the year.
International passenger traffic grew faster
than the domestic component during
the first six months of 2016 (6% versus
5.4%, respectively).
Air freight markets were substantially
weaker than passenger markets, posting
marginal 0.5% growth in total freight
on a year-to-date basis, largely due to a
subdued growth in emerging markets and
developing economies.

OUTLOOK: NEUTRAL

TA Securities: The outlook for the

construction
industry
remained
positive. This comes after several mega

projects worth more than RM30.0 billion in

total have been awarded year-to-date (YTD).
These include works packages for MRT line 2,
Pan Borneo Highway (Sarawak), DASH, SUKE
and West Coast Expressway.
In near future, major projects to be awarded
include LRT line 3, Southern Double Track,
remaining works packages of West Coast
Expressway and Pan Borneo Highway
Sabah. Meanwhile, mega projects in the
pipeline include KL-Singapore High Speed
Rail and Penang Transport Master Plan.
Tender for these 2 mega projects are
expected to be called in 2017 with the
construction works targeted to begin
end-2017 or early 2018, when the projects
proceed as planned.

COMMUNICATIONS CONTENT AND INFRASTRUCTURE

TREND

Malaysian Digital Economy Corporation

(MDEC), which attracted its highest
investment of RM4.6 billion, last year, expects
to set another record this year. Despite
the economic challenges, investments
are steadily coming in. As of 2015, MDEC
attracted RM283 billion of foreign and
domestic direct investments, generated
RM105 billion of export sales, contributed
RM317 billion of revenue to the economy and
oversaw the creation of 158,549 jobs.
In 2010, the e-commerce market size was
RM1.8 billion. By 2014, the market size
had more than doubled to RM5 billion. The
impressive growth of the e-commerce market
in Malaysia shows that it is a lucrative
sector for SMEs to tap into. More and more
Malaysians are connected to the Internet.

Based on the statistics produced
in January 2016, 68% of Malaysias
population are active Internet users, 59%
are active social media users, and 71% of

the adult population own a smartphone.

Malaysians spend an average of 12 hours
daily talking on the phone and browsing
the Internet - five hours and 36 minutes
spent on internet through a desktop or
laptop; three hours three minutes spent
on mobile internet and three hours 27
minutes spent on social media.

OUTLOOK: POSITIVE

Telekom Malaysia Bhd (TM): TM will

revise its capital expenditure (capex)
allocation higher to 30%-35% of revenue
for the financial year ending Dec 31, 2016,
from the earlier guided 25%-30%. Based on
an estimated turnover of RM12 billion, this
would translate to around RM3.6-RM4.2
billion of new capex. TM has noted that its
capex allocation would peak this year, with
spending driven mainly by the development
of its recently launched webe (formerly
known as Packet One Networks (M), or P1)
and the ongoing high-speed broadband

phase 2 and sub-urban broadband projects,

before tapering off from year 2017 onwards.
Communications and Multimedia Ministry:
Internet services will be cheaper and faster
once a multimillion ringgit submarine fiber
optic cable linking the Peninsula Malaysia,
Sarawak and Sabah is completed in 2017. The
completion of the 1Malaysia submarine cable
system would boost bandwidth capacity
up to four terabytes per second. Works on
the cable system is due to be completed by
June next year with RM412 million of the
costs being borne by the Communications
and Multimedia Ministry while the remaining
RM207 million by Telekom Malaysia. With
this new cable, data transfer rates would
substantially increase as well as ease data
traffic congestion and improve internet
speed. Directly, this cable system will have a
positive impact on Malaysias ICT industry.

WHOLESALE AND RETAIL

TREND

Euromoney Institutional Investor Co. (EMIS)

- Internet retail has been the fastest growing
retail channel in Malaysia, with the value of
internet retail sales growing at a compounded
average growth rate (CAGR) of approximately
17.5% between 2009 and 2015. Growth
in the demand for internet retail has been
largely driven by younger and more IT-savvy
Malaysians, who have higher disposable
incomes and tend to be more confident in
their spending due to fewer commitments.
This was backed by Pos Malaysia Bhds
statement that the growth of internet retail
explains the revival of its profitability in
conditions of declining revenues from
mail services.
Loob Holding Sdn Bhd, the licensed owner of
bubble tea chain Chatime Malaysia, aims to
open 200 additional outlets nationwide under
its three-year expansion plan. The company
is partnering with Shell Malaysia to open
Chatime outlets at 100 Shell petrol stations

across the country, aimed at integrating

bubble tea drinking as part of Malaysians
lifestyle. To grow further, the company is also
looking at opening Chatime outlets at the 92
light rail transit stations where there is mass
concentration of people.

OUTLOOK: NEUTRAL

TA Securities: The overall 2H2016

outlook is expected to remain
challenging,despite showing some glimmer
of hopes. The anemic outlook is influenced
by 1) subdued consumer sentiment, and
2) weak Ringgit causing consumers to be
more prudent in making their purchases.
On positive note, MIER Consumer Index
continues to show sign of recovery in
2 consecutive quarters. Coupled with
financial aids given by the government
through 1) BR1M, 2) reduction in employees
EPF contribution, and 3) low costs of
borrowings, this could lessen the impact of
demand slowdown.

Retail Group Malaysia (RGM): Malaysias

retail industry is expected to grow by 5.9%
in 3Q2016 compared with 7.5% in 2Q2016.
However, the target is much stronger
compared with the barely 1.6% in the
corresponding quarter a year ago.
With the exception of department stores,
which anticipate their sales to decline by
7.6% in 3Q2016, all other retail sub-sectors
are expecting sales to improve with the
highest growth projected by the supermarket
and hypermarket category at 19.3% and
pharmacy and personal care at 11.4%.
The association remained cautious that
consumer will continue to be mindful of their
spending due to the current weak economy
and expected increases in prices of retail
goods and services before year end.
Overall RGM maintains the annual sales
growth forecast at 3.5% or RM99.5 billion
in values in 2016.
Issue 8 : September - October 2016 | BizPulse

BizPulse | Issue 8 : September - October 2016

URUS BESTARI

Lima Kesilapan
Terbesar Penentuan
Harga Untuk Dielakkan

anyak perniagaan kecil mahupun

besar membuat kesilapan dalam
usaha untuk mencari keuntungan.
Mereka hanya menaikkan volume
atau mengurangkan kos. Komponen
penting yang sering terlepas pandang
adalah harga. Tetapi ini adalah penentuan
harga secara tetap, strategik dan bukanlah
diskaun bermusim yang berlaku sekarang
dalam keadaan kemelesetan.

Struktur penentuan harga yang tepat
membawa kepada jualan dan kesetiaan
pelanggan. Sebaliknya, struktur harga
yang tidak tepat boleh menyebabkan
perniagaan bergelut untuk memberi
perkhidmatan kepada pelanggan dan
mencapai keuntungan. Elakkan dari
kesilapan ini apabila anda menentukan
harga bayaran untuk produk dan
perkhidmatan anda.
MEMBERI DISKAUN TANPA MENGUBAH
PENYAMPAIAN
Sesetengah pelanggan mungkin cuba
untuk tawar-menawar harga. Ini boleh
meletakkan anda dalam kedudukan yang
sukar, terutamanya jika anda menjalankan
perniagaan berasaskan perkhidmatan.
Jika ada bersetuju memberikan harga
yang lebih rendah secara tidak sengaja
boleh
menghantar
mesej
bahawa
harga asal anda adalah terlalu tinggi,
dan semua perniagaan di masa akan
datang terbuka kepada rundingan harga.
Pendekatan yang lebih baik adalah
untuk bersetuju dengan harga yang lebih
rendah, tetapi perubahan syarat-syarat
penyampaian perlu diubahsuai
sedikit.
Sebagai
contoh,
jika anda berunding harga
untuk pemasangan teknikal
selama tiga bulan, anda
mungkin bersetuju untuk kos
projek yang lebih rendah jika
bilangan mesyuarat mingguan
dikurangkan atau laporan
bulanan diselaraskan.
BizPulse | Issue 8 : September - October 2016

Sumber: Business.com & studententerprise.com

MENGIKUTI ARUS PERSAINGAN

Mengasaskan struktur harga anda pada
harga pesaing boleh memudaratkan
kerana kos pesaing di dalam mengira
harga tidak mempunyai hubungan
yang berkait dengan kos anda. Mereka
mungkin membayar pembekal mereka
kurang atau lebih daripada anda, membeli
teknologi yang berbeza, dan mempunyai
bajet pemasaran yang lebih besar atau
lebih kecil. Yang demikian, adalah penting
untuk mengetahui berapa banyak pesaing
mengenakan caj supaya anda boleh
mengesahkan bahawa harga anda adalah
realistik untuk pasaran. Jika anda dapati
angka anda adalah jauh lebih rendah
daripada pesaing, periksa untuk pastikan
anda tidak meninggalkan apa-apa faktor
penting di dalam penentuan harga anda.
MENGENAKAN HARGA DI BAWAH KOS
Untuk menetapkan harga yang realistik,
anda perlu tahu semua kos yang terlibat
dalam
menghasilkan
produk
atau
perkhidmatan anda. Ini termasuk kos yang
mudah untuk dikesan seperti harga alat
ganti dan bekalan, serta kos yang kurang
ketara yang berkaitan dengan kemahiran
dan pengetahuan yang perlu di dalam
menghasilkan peroduk atau perkhidmatan.
Sesetengah usahawan menetapkan harga
dengan tidak mengambil kira semua
perbelanjaan ini. Mereka mungkin lupa
untuk menambah dalam overhead mereka
seperti utiliti atau sewaan, atau mereka
meletakkan harga berdasarkan nilai masa
mereka. Satu pendekatan bagi perniagaan

yang berasaskan perkhidmatan gunakan

untuk menentukan kadar yang saksama
adalah dengan menetapkan upah setiap
jam di dalam mengenakan bayaran bagi
perkhidmatan mereka. Mereka kemudian
darab angka ini dengan bilangan jam yang
diperlukan untuk menyiapkan kerja untuk
menentukan harga keseluruhan projek.
BERSAING HARGA
Menetapkan harga semata-mata untuk
menewaskan persaingan adalah satu
cadangan yang lemah. Jika anda menarik
pembeli dengan cara ini, kemungkinan
mereka menjadi pelanggan setia anda
adalah rendah. Jika kos rendah menarik
mereka kepada perniagaan anda, mereka
boleh meninggalkan syarikat anda apabila
terdapat pilihan lain yang lebih murah.
Pendekatan yang lebih baik adalah
untuk membezakan perniagaan anda
daripada pesaing dengan cara lain, seperti
perkhidmatan terbaik pelanggan, ciri-ciri
produk yang dipertingkatkan, atau kualiti
yang lebih halus.
MENUNGGU TERLALU LAMA UNTUK
MENAIKKAN HARGA
Peningkatan permintaan atau kenaikan
kos bekalan boleh memaksa anda untuk
membuat keputusan sama ada untuk
menaikkan harga. Sesetengah pemilik
perniagaan mengelakkan kenaikan kerana
mereka takut pelanggan akan bertindak
balas secara negatif. Dalam kebanyakan
kes, strategi yang lebih baik adalah untuk
mengenakan kenaikan harga yang kecil
secara berperingkat daripada
satu peningkatan besar
secara mendadak. Dalam
erti kata lain, 10 peratus
kenaikan harga mungkin
menarik perhatian lebih
negatif daripada kenaikan 5
peratus secara berkala.

BizPulse | Issue 8 : September - October 2016

POINT-OF-SALE

ith many industries still

languishing given limited
turnaround prospect amid the
current state of slow economy,
it is not difficult to imagine why many
sales people have given up hope.
No matter how hard they try,
customers dont seem to be interested. Or
they did all the necessary follow-up only
to lose sales to their competitors. In short,
they show enthusiasm but prospects
reacted with scepticism.

In my opinion, confident can be
developed either through behaviour or
sheer brute force of will power. However,
without the help of consultants like myself,
I really wonder how exactly companies
are able to rally their salespeople to
succeed internally.

Supposedly, you have given enough
inspiring speeches, you have gotten some
motivator to boost the team, you had your
1-on-1 with the team to identify/resolve
pending issues or you have even scolded
and threatened your staff with warning
letters, what else can you do to boost
their confidence?
DO EDGY THINGS
When sales people go thru their daily
rituals, they are trapped by their own
beliefs of the past and the current. To
break their limited beliefs and mindsets,
you must first make them do edgy things.
These are things that they dont
normally do, things that are outside of
their comfort zone, things that push them
a little more, things that scare them, things
that help overcome their unfounded fears
or things that they dont think its possible.

Sales people lose confidence in the
current uncertain times due to their fear
of failure. So we need to boost their state
of mind to re-assure them that success is
round the corner if they can put their heart
and soul into what they are doing.

With a proper mental set-up,

your sales team will transform into a
rocket that can easily reach out to the
sales space.

activity. Nevertheless, we need to fend

off their internal negative thoughts by
crushing their weakness, thus bringing
them to super thick face level.

Level 1 (Little edgy):

Take the sales team to the mamak stall
and get them to approach tables and
tables to introduce themselves or to give
a short speech either about themselves or
key products or their company. This will
help them overcome the fear of talking to
strangers in addition to pushing them out
of their comfort zone.

Level 3 (Extremely edgy):

One of the activities I conduct in my
trainings is fire eating. It is actually very
achievable but you may need a mentor to
guide you. I have tried bungee jumping,
sky diving, etc. Other extremely edgy
things? While such activities may incur
high expenses, you have no choice but
to resort to doing some edgy things or
take extreme measures to turn your
company around.

Level 2 (Edgy):
Gather your sales team in the morning
outside of your building or office. Have
them stand in a row. In a systematic
format, each sales person must shout
out their sales targets in this format (e.g.
RM100,000! I can do it! I will achieve it!

If their roar is poor, have them repeat
their pledge again this time louder with
more energy. They will feel shameful out
of fear of being judged by doing this edgy

As trainers, we use edgy activities to
build the confidence and commitment of
our sales team. A simple belief to have as
the leader: If someone can do it; I can do
it! If no one is doing it, I will do it!

On the contrary, the wrong belief is:
If someone can do it; let them do it then!
If no one is doing it, how will I ever do it?

Hanzo is currently the Group CEO of The Sales Ninja Group, a regional sales solutions company. For more
information on Sales Ninjas programme or training, visit www.SalesNinja.asia.

Boosting
Confidence
Level Of Sales
People In
Tough Times
by Hanzo Ng

Issue 8 : September - October 2016 | BizPulse

10

BizPulse | Issue 8 : September - October 2016

Outlook

4 Petua ke
Arah Kejayaan
Pengurusan
Sumber Manusia
Oleh Shahrir Amran

engurusan
Sumber
Manusia
adalah penting bagi mana-mana
syarikat. Jika anda sebuah syarikat
kecil, anda mungkin mengurus
sendiri sumber manusia anda, manakala
kebanyakan syarikat besar mempunyai
divisyen khusus untuk mencari dan
mengekalkan kakitangan yang betul.
Ia adalah kerja yang memerlukan
kebijaksanaan, dedikasi dan keteraturan.
Seperti mana-mana sektor perniagaan,
pengurusan sumber manusia mempunyai
naik dan turun, tetapi kebanyakan masalah
boleh diselesaikan dengan agak mudah
dengan petua berikut:

KEKAL TERATUR

Dari aspek pengurusan sumber

manusia,
adalah
penting
bahawa segala-galanya baik
dari segi barangan atau fail adalah dalam
keadaan teratur. Bagi syarikat-syarikat
besar, penggunaan perisian intranet
sumber manusia adalah sangat penting
kerana pada masa sekarang banyak
kerja dilakukan menggunakan Internet,
atau sekurang-kurangnya menggunakan

satu portal intranet. Pastikan fail dan

maklumat berada dalam keadaan teratur
dan kemas dan senang diakses apabila
diperlukan. keteraturan juga membantu
apabila terdapat banyak perkara yang
perlu diuruskan sekaligus. Multitasking
adalah penting di sini, dan ia adalah salah
satu kriteria utama seorang pengurus HR
yang berkesan. Terdapat banyak isu yang
dihadapi oleh kakitangan dan seringkali
perlu ditangani secara serentak.

PERBANYAKKAN
KETELUSAN

Dalam
kebanyakan
kes,
pengurus sumber manusia perlu
berurusan dalam situasi yang agak samar
seperti isu diskriminasi. Ada banyak
tekanan di dalam membuat keputusan
apabila ada unsur ketidakjelasan, dan
adalah penting untuk mengetahui bila
untuk membuat sendiri keputusan yang
tegas, dan bila untuk meminta bantuan
rakan-rakan atau ketua. Dalam kes ini, ia
dapat membantu pengurus muda untuk
mengasah kemahiran perundingan dan
pengantaraan dan belajar bagaimana
untuk mengurus konflik kerana tidak
semua kes mudah diselesaikan atau
diterima oleh semua pihak.
Jelas sekali, matlamatnya adalah
untuk membuat semua pihak gembira
dengan keputusan yang dibuat , dan
ia tidak sentiasa mudah dicapai. Sikap
yang baik dan kebolehan menyelesaikan
masalah dipupuk dengan keperluan untuk
berunding - adalah penting bagi setiap
orang yang berkonflik untuk cuba menjadi
wargakerja sivil. Itu tugas sumber manusia,
dan ia tidak selalunya sesuatu yang mudah.

BERBUDIBICARA,
BIJAKSANA DAN SENTIASA
BERETIKA

Pengurusan Sumber Manusia

boleh memberi keseimbangan. Ada
kalanya ia adalah penting untuk melindungi
individu manakala pada masa yang lain
ia adalah penting untuk mengutamakan
syarikat. Pengurus sumber manusia

BizPulse | Issue 8 : September - October 2016

sedia mendengar keluhan dan pendapat

pekerja tetapi juga dikehendaki untuk
menguatkuasakan dasar syarikat.

Ianya agak sukar untuk mengimbangi
antara membela pekerja dan pada masa
yang sama tetap teguh untuk berada dalam
parameter syarikat. Demikian itu, mereka
perlu tahu bahawa pendapat mereka
selamat dan apa yang dikatakan HR
diambil serius. Demikian, kakitangan perlu
tahu bahawa pendapat dan maklumbalas
mereka adalah dijamin rahsia dan apa yang
dikongsikan dengan sumber manusia akan
dipertimbangkan dengan sebaik mungkin
berlandaskan
dasar syarikat.

SENTIASA BERKOMUNIKASI

Salah
satu
kemahiran
yang paling penting dalam
pengurusan sumber manusia
adalah komunikasi. Pengurus
sumber manusia perlu mengemaskini dan
melaporkan segala yang berkaitan dengan
hal-hal dan dasar sumber manusia kepada
pihak pengurusan atasan, ketua-ketua
jabatan yang lain, kakitangan mereka
sendiri dan kakitangan jabatan lain kerana
adalah penting untuk memastikan semua
orang mendapat pemahaman yang sama.
Bidang sumber manusia adalah satu
pekerjaan yang mencabar tetapi mudahmudahan petua ini akan membantu
membawa kejayaan PKS dalam peranan
perniagaan yang sentiasa berubah dan
sangat penting ini.

Shahrir Amran merupakan Pengarah Pengurusan

Modal Insan , SME Bank. Beliau boleh dihubungi di
shahrir.amran@smebank.com.my.

BizPulse | Issue 8 : September - October 2016

SEMBANG USAHAWAN
PRODUCT

Temubual oleh Ahmad Azuar Zainuddin

SEMBANG USAHAWAN bersama

Danial Marizd

Pengarah Urusan

Nama Syarikat
La Famiglia Enterprise
Bidang Perniagaan
Food Truck
Alamat Perniagaan
Menara I&P 1, Jalan Dungun,
Damansara Heights,
50490, Kuala Lumpur
Telefon
+6011 128 11725
Email
danialfikry@yahoo.com
Media Sosial
www.facebook.com/thefamiglia
the_famiglia

a Famiglia adalah sebuah food truck berkonsepkan Italian mafia yang amat popular
dikalangan penggemar makanan di Lembah Klang. Diasaskan oleh dua rakan kongsi, Danial
Marizd dan Syazwan Khairuddin, yang merupakan kawan baik sejak dari bangku sekolah yang
amat meminati filem The Godfather, La Famiglia menawarkan hidangan pasta di Jalan Dungun,
Damansara Heights pada siang hari dan Taman Tun Dr Ismail pada waktu malam.

Danial Marizd, Pengurus Urusan, La Famiglia telah berkongsi pengalaman, pengetahuan dan
pendapat beliau dalam dunia keusahawanan dengan BizPulse.
S: Apakah yang mendorong anda untuk
menjadi usahawan?
Sejak kecil lagi, saya tertarik melihat pekerjaan
bapa saya. Beliau merupakan seorang usahawan
dalam industri komunikasi yang menerokai
peluang di negara luar seperti Bangladesh
dan Filipina.
Walaupun saya merupakan seorang
graduan dalam bidang ukur bahan (quantity
surveying), saya sudah membayangkan bahawa
saya akan berjaya sebagai seorang usahawan.
Sebelum tamat pengajian lagi saya sudah giat
berniaga seperti membaiki komputer, menjual beg
tangan, getah rambut dan tudung. Kemudiannya,
saya menceburi bidang pembinaan dan
seterusnya francais caf sebelum mengasaskan
food truck La Famiglia.
S: Bolehkah anda berkongsi faktor kejayaan
perniagaan anda?
Branding adalah antara faktor terpenting dalam
kejayaan La Famiglia. Apabila pelanggan pergi ke
satu-satu food truck mereka inginkan kelainan.
Kami menggunakan konsep filem trilogi klasik
The Godfather untuk membezakan kami dari food
truck lain dan ianya amat sesuai kerana kami
menjual pasta.

La Famiglia menggunakan konsep total
branding. Jika dilihat, ramai perniagaan hanya
menggunakan laman sosial seperti Facebook
dan Instagram. Akan tetapi, La Famiglia memiliki
Facebook, Instagram, laman web dan apps. Pada
dua tahun pertama, kami memberikan tumpuan
khusus kepada pemasaran. Pada tahun ketiga,
tumpuan kami beralih kepada pengurusan dan
membina pasukan yang kuat.

Selain dari branding, saya juga mempunyai
minat yang mendalam dalam perniagaan food
truck. Saya meletakkan sepenuh hati saya dalam
perniagaan ini. Sebagai contoh, pada dua tahun
pertama beroperasi, jadual kerja saya bermula
dari jam 7 pagi dan berakhir pada jam 2 pagi.
Saya hanya tidur 2 hingga 3 jam sahaja. Tapi
pada masa itu saya berasa seperti di atas awan
dengan banyak temuramah dan penampilan
dalam media tempatan dan luar negara seperti
Amerika Syarikat, Singapura dan Thailand.
S: Apakah cabaran yang dihadapi anda
dalam perniagaan?
Seperti banyak perniagaan di Malaysia, kami
menghadapi kesukaran untuk mendapatkan
pekerja yang berkualiti. Saya lihat ada antara
rakan-rakan saya sudah mula mengambil pekerja
dari negara luar seperti Bangladesh dan Nepal.

Bagi mengatasi cabaran ini, saya menilai
kembali dari segi waktu beroperasi dan gaji.
Pekerja tempatan sudah biasa dengan menerima
bayaran yang lumayan. Oleh yang demikian saya
membayar mereka setara atau lebih tinggi dari
harga pasaran. Saya tidak melihat mereka
sebagai pekerja tetapi sebagai rakan
sepasukan. Jika mereka menunjukan
etika kerja yang cemerlang, saya tidak
ada masalah untuk mengeluarkan food
truck baru untuk mereka.

Satu lagi cabaran yang kami
hadapi adalah lokasi untuk beroperasi.
Sebagai contoh, di Jalan Dungun ada
lebih kurang 50 food trucks beroperasi
pada satu-satu masa. Bagaimana
kami hendak berniaga? Sebagai

jalan penyelesaian, kami membuat persetujuan

dimana setiap food truck yang berniaga di tempat
yang sama harus menawarkan makanan yang
berbeza. Situasi ini sama seperti apa yang
dialami oleh food truck di Amerika Syarikat dan
ianya disebut sebagai turf war.
S: Bagaimana anda memperolehi dana untuk
perniagaan?
Kami memperolehi dana dari perniagaan lain
yang kami ceburi. Kami membelanjakan sekitar
RM130 ribu untuk memulakan perniagaan
food truck La Famiglia. Jumlah ini adalah amat
rendah untuk perniagaan F&B, kerana daripada
pengalaman kami, membuat renovasi restoren
boleh memakan belanja sekitar RM800 ribu.
S: Bolehkah anda berkongsi aspirasi anda dalam
dunia perniagaan?
Dalam tempoh yang terdekat, kami akan terus
memberi tumpuan kepada perniagaan food
truck. Kami sudah mempunyai sebuah food
truck di Melaka dan sedang merancang untuk
berkembang ke Johor Bahru. Aspirasi kami
adalah untuk mempunyai satu food truck di
semua negeri di Malaysia.

Tahun depan kami merancang untuk
mengeksport sos pasta kami ke luar negara
seperti di Emiriah Arab Bersatu, Jepun dan Hong
Kong. Kini, kami sudahpun membekalkan sos
pasta ke restoran di Kuala Lumpur, Pulau Pinang
dan Langkawi. Kami ingin bekerjasama dengan
MATRADE untuk menerokai peluang untuk
pasaran export.
Walaupun
kami
mendapat
banyak
permintaan
untuk
menawarkan
khidmat
rundingan bagi food truck, buat masa ini,
kami perlu fokus kepada perniagaan kami.
Bagi tempoh jangka masa panjang kami ingin
anak-anak kami mewarisi perniagaan ini satu
masa nanti.
S: Apakah tips yang boleh anda kongsi kepada
mereka yang berminat untuk menceburi bidang
perniagaan?

Untuk berjaya kita mesti bergaul dengan
orang-orang yang telah berjaya. Pengetahuan dan
pengalaman yang mereka ada amat bernilai dan
apabila saya bersama mereka, saya mendapat
banyak idea dan inspirasi. Satu hari nanti saya
ingin untuk berjaya seperti mereka.

Issue 8 : September - October 2016 | BizPulse

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11

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BizPulse | Issue 8 : September - October 2016

KNOWLEDGE SPA
Reviewed by Ahmad Azuar Zainuddin

Blue Ocean Strategy:

Creating a Leap in Value

Author : W. Chan Kim &

Renee Mauborgne
Hardcover : 240 pages
Publisher : Harvard Business Review
(2005)

alaysia has made great strides

towards achieving its goal of
becoming a developed nation
by 2020. However, at the critical
juncture where we make the final push
in realising this aspiration, the country
is at risk of being stuck in the so called
middle income trap; sandwiched between
differentiation challenges from developed
nations and low-cost challenges from
developing nations. Recognising this
challenge, the Malaysian government has
decided to adopt the Blue Ocean Strategy
as the basis for its strategic planning and
operations, through the National Blue
Ocean Strategy (NBOS) initiative in order
to deliver high impact, low cost and
rapid execution in the implementation of
government projects.
The Blue Ocean Strategy is a business
management book first published in 2005
and authored by W. Chan Kim and Renee
Mauborgne, professors at INSEAD. Based
on their study on 150 strategic moves,
spanning more than 100 years across 30

industries, Kim and Mauborgne observed

that long-term success comes not
from head-to-head competition in overcrowded existing market space - where
profit margins are shrinking and growth
opportunities are limited - but in untapped
new market space that is ripe for growth.
The authors coined the term Red and Blue
Oceans to describe these two contrasting
market universes.
The cornerstone of the Blue
Ocean Strategy is the concept of Value
Innovation, where differentiation and
low cost are simultaneously pursued to
creating a leap in value. Cost saving is
achieved by eliminating and reducing the
factors and industry competes on, while
leap in value is lifted by raising and creating
elements the industry never offered.

The Blue Ocean Strategy presents

a comprehensive set of analytic tools
and frameworks which provides much
welcomed structure in the creation of
new market spaces. These tools and
frameworks include the Strategy Canvas,
the Four Actions Framework, the ERRC
grid and the Four Hurdles to Strategy
Execution, among others. Moreover, the
book also examines how companies such
as Southwest Airlines, Swatch, Starbucks,
Dyson and even Cirque du Soleil have
succeeded in creating uncontested market
space, redrawing market boundaries and
making competition irrelevant.

In essence, the Blue Ocean Strategy
is a landmark work that upends the
conventional thinking about strategy. In
todays world where change and innovation
are happening at a rapid pace, it is clear
that businesses require a more dynamic
strategy than one which focuses on
existing market such as Porters Five
Forces framework. Rather than trying
to beat competition in overcrowded red
oceans, businesses should instead shift
into clear blue oceans where the fishes
are plentiful.

RED OCEAN STRATEGY

(Head-To-Head Competition)

BLUE OCEAN STRATEGY

(Creation of New Markets)

Compete in existing markets

Create uncontested market

Beat the competition

Make the competition irrelevant

Exploit existing demand

Create and capture new demand

Make the value-cost trade-off

Break the value-cost trade-off

Adapted from Blue Ocean Strategy, W. Chan Kim & Renee Mauborgne

Ahmad Azuar Zainuddin is a Senior Associate at the Centre for Entrepreneur Development and Research (CEDAR),
a wholly owned subsidiary of the SME Bank Malaysia. He can be reached at ahmad.azuar@smebank.com.my.

ENTREPRENEURS EVENT CALENDAR

24-25
Oct

JOHOR
INTERNATIONAL
BIOECONOMY
CONFERENCE

26

Oct

CEDAR MINDLAB
SERIES

3-5
Nov

LOGISWARE 2016

Venue:

Venue:

Venue:

Featuring 2 days of conference, special

session, forum and workshop, JIBC 2016
programs is designed to discuss the
issue-oriented for the development and
sustainability of the bioeconomy industry
such as ecosystem of bioeconomy,
talent
development,
bio-entrepreneur,
R&D
innovation
and
sustainability
of biodiversity.

Todays business world is becoming more

challenging and competitive. This situation
is further exacerbated by the uncertain
global and local market environments.
With its MindLab Series, CEDAR brings
together business professionals, subject
matter experts and the SMEs for an indepth and thought provoking session
to discover the business strategies and
instincts contributing to their successes
and failures.

A unique trade exhibition dedicated to

the logistics and warehousing industry in
Malaysia where exhibitors showcase their
best products, service and technology. The
exhibition aims to bring stakeholders under
one roof for business expansion, learning
and networking in order to achieve greater
improvement in efficiency and cost-saving.

Persada Johor, Malaysia

jibc.jbiotech.gov.my

BizPulse | Issue 8 : September - October 2016

Menara SME Bank, Kuala Lumpur

www.cedar.my

Kuala Lumpur Convention Centre

www.oneinternational.com.my