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MalaysianIndianBusinessMagazine
CHAIRMAN & MANAGING EDITOR
Rasa Rasik
rasarasik@charu.com.my
016 711 4236
MANAGING DIRECTOR
R Surangi
surangi@charu.com.my
BUSINESS DEVELOPMENT
Darrshan
darrshan@charu.com.my
016 201 4236
SALES & MARKETING
Jayasree Vijian
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016 213 4236
ADMINISTRATION & CIRCULATION
Petaling Jaya Office
Pungkodi
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Johor Bahru Office
Shila
shila@charu.com.my
EDITOR
Arikrishnan Subramanian
WRITERS
Thevi Sinnadurai
Prasath Kanagaras
Andy Naidu
Rajen Devadasan
Palani Murugappan
Ganesh Murugan
CONCEPT & GRAPHIC DESIGN
Kugan Rengasamy
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EDITOR’S NOTE
W
e wish all our Muslim readers ‘Selamat Hari
Raya Aidil Fitri’and to all Malaysian
HAPPY 57TH
INDEPENDENCE DAY.
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04 LEADERSHIP
Leadership Lessons from
the Bhagavad-Gita Part-1
07 MANAGEMENT SOFWARE
Utilizing Microsoft Excel for Loan
Calculations
10 ENTERPRENEUR
TC Electrical Entreprise
14 BUSINESS STRATEGY
Hyundai's Success Strategy
17 CSR
In case of emergency
18 FINANCE
Game Plans To Maintain Positive
Business Cash Flow
22 ENTREPRENEURSHIP
Entrepreneur Framework Part II
24 India Business News
26 Did You Know?
28 Facts And Figure
30 Calendar of Events
31 MIB Forum
32 ENTERPRENEUR
NAVNA Music Studio
36 BRAND MANAGEMENT
The Importance of Brand Consistency
38 Singapore Business News
40 Malaysia Business News
46 QUOTES
10 Inspiring Quotes
48 FINANCIAL PLANNING
8 Core Principles Moving From Debt To Rices
50 ENTERPRENEUR
SC Southern Tours & Travel
54 TECHNOLOGY
Nanobot : The Future Cure
For Deadly Diseases
58 LIFESTYLE
Stop & Think! Create Your Future
62 LIFESTYLE
The Key to Beating Your Competition
CONTENT
04 10 32 50
54

T
he Bhagavad-Gita is a renowned spiritual text
of Hinduism that has given spiritual comfort to
many of its readers although not everyone is
aware of the wealth of secular knowledge it contains. In
fact, the Gita is a kingmaker par excellence. In business
parlance, its lay teachings are concerned with the art of
inspiring leaders.
The Gita is set against impending filial war. Facing
the grim prospect of killing his kinsmen, Arjuna – an
otherwise brave and astute fighter – is struck by fear
and apathy. Meaning to lead his army, he falters in his
mission. Krishna, realizing that Arjuna’s indecision if left
to worsen will result in devastation, undertakes to give
Arjuna a pep talk.
This is a classical setting for a training session; a difficult
project looms and indecision abounds.
But knowledge must work for us in the present, or else
it is useless. It does not grow by mere accumulation. It
must be cultivated, changed, updated and renewed. And
so I intend to re-introduce the Gita to a new readership
and an amplified use in the hope that a copy of this
magnificent text will grace both your place of prayer and
meditation as well as your boardroom.
Anchoring • Cultivation • Majesty
The arrangement of moral knowledge in the Gita follows
an ancient training rule involving 3 distinct phases. I refer
to these (in ascending order) as anchoring, cultivation
and majesty. Each of these phases corresponds also
to the concept of past, present and future in terms of
the growth of the individual. Anchoring involves the
promotion of instinct, tradition, loyalisation; the ‘nature’
aspect of personal growth. Cultivation (as the word
suggests) involves learning, growth, application; the
‘nurture’ aspect. Finally, majesty involves the rounding
off of the individual; the end game, the completion.
All set? And so let’s enter the mind of teacher and
student.
Vedantic Management:
Leadership Lessons from the Bhagavad-Gita
Part 1 - The Art of Anchoring
‘Theory can never displace fact’- Book II, Aph. 25 of Kapila
| AUGUST 2014| AUGUST 2014

Anchoring: The ﬁrst ‘phase’ in
training a leader
The first phase concerns exposing the student to
fundamental sentiments; making the student identify
with certain experiences. This will result in what is
called ‘anchoring’, a process by which a student is
subtly (or not so subtly if you prefer) introduced to the
core tenets (or in management terms, the ‘business
model’). This way the student is weighed down or
anchored by meaningful concepts that arguably should
stay with the person forever. And yes, if you can knock
the sense into a person while they are much younger
(and consequently more pliable), you’ll do awfully well
though age and pliability are not necessarily co-related.
Anchoring works well when your subject is ‘partnered’ to
the cause (e.g. generating a profit). Think about it, as a
child you subconsciously decided to work as something
or another with a particular firm. Why? Most probably
because it gave you a warm fuzzy feeling at a very early
age.
This is all very well you might say but how do I ‘anchor’
grown men and women to my business model? The
most effective way to impart leadership skills to your
team members is to treat them as your customers. Sell
them your propaganda. They’ll fly the flag the rest of the
way. Krishna anchors Arjuna by referring to tradition,
appealing to his sense of self-worth and motivating his
self-image. He does not refer to what riches Arjuna will
plunder if he wins the war, but to what he will become.
This is a central management concept of Vedantic
teaching; material possessions are inferior to realization
and accomplishment.
When Arjuna first expresses his doubts, he does not
suffer from fear of doing the work. He fails to understand
the true nature of his duty:
‘How can we be content,
having murdered our own people?’
BG 1:37
Arjuna, like many people, doubts the value of his work.
This is akin to a loss of incentive. The entire first chapter
of the Gita involves Arjuna’s doubt and his excellent
reasons for not carrying out his tasks. He expresses
a range of emotions; self-doubt, a lack of motivation
and a shift in principles. He cleverly (and passionately)
advocates his position by endorsing it with good
reasons.
Krishna, seeing this loss of drive begins the process
of anchoring Arjuna, starting with the following
proclamation:
‘You worry for things that
you ought not worry for.’ BG 2:11
Psychologically, this is a magnificent opening gambit.
Note Krishna does not say ‘Don’t worry’. He does
not attempt to pacify Arjuna, preferring instead to
deflect his concerns by not giving it credence. Krishna
understood that, in the art of kingmaking, it is imperative
not to reinforce Arjuna’s doubt. You never tell a child
not to worry about the monster under their bed; you
demonstrate (with certainty) that there is no such
monster (or provide them with an alternative cure). This
is the oldest confidence trick in the world, achieved by
substituting the apprentice’s knowledge with your own.
Of course Krishna has noble intentions; the methodology
is irrelevant. Arjuna is despondent, weak and therefore
open to suggestion. Krishna (like a capable modern day
manager) has presence, and he makes it work for the
business model (being war).
AUGUST 2014 |
05LEADERSHIP

Then Krishna delivers another volley:
‘At no time did I not exist, nor you
or any of these kings assembled here today, nor
shall we ever cease to be.’ BG 2:12
Now Krishna develops the reason for his initial
contention. In effect, Krishna is saying ‘What the hell
do you think you’re doing? You don’t know what you’re
talking about. Listen to me, the show’s got to go on’.
Kingmaking, remember? The entire second chapter of
the Gita is occupied with anchoring Arjuna to proper
knowledge. The issue for Arjuna was death; death of his
friends and family. So Krishna displaces this knowledge
with a new concept: that death does not exist. In other
words, Arjuna’s fear is misguided.
When training leaders it is necessary to confront their
doubts (the issues). This is achieved by introducing
the apprentice to a creative concept. Imagine you are
Arjuna and you have just heard that you are in fact
immortal, unborn; everlasting! There is nothing that
strokes the self-image of a leader more than immortality.
Of course you’re not telling your staff that they’re
going to live forever. But the quality of their efforts will!
People will go their whole lives to see their name on
a little commemorative plaque at the end. Material
possessions, by comparison, are uninspired incentives.
Having ‘sold’ Arjuna the impression of immortality.
Krishna ‘anchors’ the experience even further. He says:
‘Those who see this (the eternal self),
hear of it and speak of it all call it a wonder and
yet none understand it.’ BG 2:29
Hare Krishna cleverly contends that while this knowledge
is wonderful, even amazing, it is in fact no great thing.
As a result, no one truly understands it. Truly, in lay
terms, no one understands the law of gravity, though
it is in fact a wonderful manifestation of the physical
world. A clever manager thus conveys an idea and then
affects that it is in fact a commonly known concept. This
is the old - ‘It’s a well known fact around here that…’ -
line.
So, in the space of a very short conversation Krishna in
fact does the following:
1. Displaces Arjuna’s perceived knowledge;
2. Embeds a new idea in Arjuna’s mind; and
3. Makes Arjuna believe that the new idea is, in fact,
an old one, and does not merit any intense scrutiny.
4. Krishna is by no means finished ‘training’ Arjuna
although I will end this part here to be continued
in a following issue. In contemporary terms what
Krishna has so far set out approximately equates to
this motivational principle:
‘YOU’RE GOOD. NO, ACTUALLY
YOU’RE GREAT! GET USED TO IT.
IT’S NO BIG DEAL.’
FAST FACTS
Maharishi Kapila is credited with the founding and development of Samkhya (or
Sankya) Yoga. The word ‘Samkhya’ more or less translates to ‘enumeration’ or
‘discrimination’. It implies that true knowledge is built up in detailed consideration.
Samkhya Yoga is a system of logic based on observation and inference. It can be
theistic or atheistic.
While it is now considered one of the principal schools of Hindu thinking, it did not
have religious origins and is in fact pre-Vedic in origin. It is less concerned with the
concept of God and more concerned with sentience and reason. While the Buddha,
Shankara and Madhva are renowned classical Hindu philosophers, their teachings
are underwritten by Samkhya thought. The second chapter of the Bhagavad-Gita
deals exclusively with this idea. With the exception of Patanjali, Kapila is the most
illustrious sage of the Hindu faith. Even Krishna endorses this fact in the Gita when
he declares:‘…of the perfected people I am Kapila himself.’ BG 10:26
Andy Naidu is a Malaysian-born
barrister and law lecturer based in
Melbourne. He is also the Deputy
President of LawHelp Australia, a
not-for-profit legal advice bureau
based in Melbourne. Andy has had
a long association with the teachings
of Hinduism and is currently
preparing a series of seminars based
on drawing leadership and management principles from
Hindu teachings. Andy frequently lectures on motivation
and ‘the art of the sell’. He can be reached at
andynaidu@vicbar.com.au +61 425 627 116
| AUGUST 2014
06 LEADERSHIP

THE HOUSING LOAN (LONG
TERM LOAN)
A
s we move up the corporate
ladder, many are tempted
to upgrade their current
possession such as house and
car. Studies have shown that bulk
of a person’s salary goes towards
the payment and maintenance of a
house and car. When one takes a
housing loan, this is considered as
a long term loan. Generally, a long
term loan is considered as a loan
that takes 10 or more years to settle.
The monthly repayment calculation
is based on a technique called
“reducing balance”. How does this
work? Performing this calculation is
not as straight forward. Let us look
at the data given below.
Assume one has taken a loan
of $450,000 after paying a 10%
deposit for a house valued at
$500,000. Total repayment period
is 30 years with a fixed interest of
6% per annum. How would one
calculate the monthly repayment?
In cell B7 above, we had used the
Excel built-in finance function called
PMT (an abbreviation for “payment”)
where it is used to calculate long
term loan calculations. Applying
the PMT function gives us a result
of $2,700 after rounding the value
to the nearest 10 (actual calculated
value to the nearest dollar is
$2,698). This is the amount the
borrower will be paying for the next
30 years (with assumption payment
is made on time). How does
the reducing balance technique
work? Now, if the borrower has just
settled the first month repayment
of $2,700 the amount owing to the
bank is not $450,000 less $2,700
Rather, the bank will deduct a high
interest of $2,250 from the first
month’s repayment and the balance
of $450 is offset from the principal
amount borrowed of $450,000. In
other words, the amount owing after
making the first month’s repayment
is now $449,550. This is reflected in
the illustration below.
In the above illustration, the current
outstanding amount to the bank
now is $449,550. Interest is now
charged on this outstanding figure,
not the principal amount borrowed
of $450,000.
Utilizing Microsoft ExcelUtilizing Microsoft Excel
for Loan CalculationTips To Settle Loan Faster Using Excel
AUGUST 2014 |
07MANAGEMENT SOFTWARE
• by Palani Murugappan

As the borrower keeps repaying the
monthly repayments, interest is first
deducted from the repayment and
the balance is offset against the
previous month’s principal amount
outstanding. This technique is
known as the reducing balance.
Let us analyze the amounts in
further detail. How did we arrive at
a figure of $2,250 as the interest
charged and $450 as the amount
deducted from the principal amount
outstanding?
This is where Excel can be used to
work out how much goes towards
the interest and principal portion of
a loan amount. The function used
to calculate the interest part for a
specific month from the monthly
repayment is IPMT (interest part of a
payment). To calculate the principal
part that is deducted for a specific
month from the monthly repayment,
the function PPMT (principal part of
a payment) is used. Let us analyze
how both these functions work.
The IPMT function evaluates and
gives you a value of $2,250 in
cell B9, while the PPMT function
evaluates and gives you a value
of $450 (both have been rounded
to the nearest 10). In other words,
for the first month’s repayment,
83% of what the borrower pays
goes towards interest alone! Only
17% gets offset from the principal
amount. That is why we hear many
complaining that they have been
paying for many years and the
principal amount does not seem
to be decreasing as quick as they
expect it to!
The whole scenario can be
represented as below in what
is known as a loan amortization
table. The illustration below shows
how much the borrower owes the
bank as he/she keeps up with the
monthly repayments (observe that
the figures below are NOT rounded
to the nearest 10 as in the previous
examples).
After a year of paying the monthly
repayments of $2,698 (total of
$32,376), the amount that gets
offset for the first year from the
outstanding principal amount is
only $5,526 (i.e. $450,000 minus
$444,474).
As can be seen, the interest charged
by the bank keeps reducing a little
every month while the principal
amount that gets deducted from the
outstanding principal amount gets a
little higher from month to month.
How do we know if the above
calculations are correct? When you
create a loan amortization table
for the entire 360 months, the final
outstanding principal amount due
should be 0 as in the illustration
below for the 360th month (the final
settlement payment). Observe that
even in the final repayment month
of 360, the borrower is still paying an
interest of $13!
The above holds true assuming
the borrower pays the monthly
repayment on a timely basis i.e.
in other words, repayment is
paid before or on the due date.
Otherwise, the banks will impose
interest charges for late payment on
top of the monthly interest due.
How can you settle the loan sooner
than the 360 months? This is where
one can utilize a built-in feature of
Excel called Goal Seek, a classic
what-if analysis feature. The Goal
Seek feature only works on a cell
that contains a formula or a function.
If the user had keyed-in a value and
selected that cell to perform Goal
Seek, it will cease to work. Here it goes.
Select the cell that contains the
formula of PMT that was used to
work out the monthly repayment.
In our case, it is cell B7. Invoke the
Goal Seek feature (found within
the Data tab and within the What-If
Analysis command).
| AUGUST 2014
08 MANAGEMENT SOFTWARE

In the To value text box, type in
the value $2,970 (assuming the
borrower has the funds to pay an
extra 10% on top of the monthly
repayment i.e. $2,700 + $270).
Click to select the cell B4 in the
By changing cell text box. Any
borrower who decides to pay more
will obviously be decreasing the
total repayment period. This is why
you click on cell B4, which is the
total repayment period of the loan.
Upon clicking the OK button, Excel
calculates and determines that the
borrower is able to settle the loan
in approximately 24 years (valued
displayed in cell B4). Thus, a small
increment of 10% in the monthly
repayment can actually reduce
the total repayment period in a
significant way.
Note that Goal Seek works best if
the borrower commences the extra
payment from the initial stage of the
repayment, not towards the end of
the repayment term. For example, if
the borrower is able to pay an extra
of 10% from the first instalment, the
above holds well. However, if the
borrower decides to make an extra
payment of 10% at the 20 year
and above, the savings in terms of
number of years will be small.
THE CAR LOAN
(SHORT TERM LOAN)
The short term loan on the other
hand works quite differently as
compared to the long term loan.
Generally, in the short term loan
calculations, interest is calculated
for the entire duration and
added to the principal
amount. This total
amount is then divided
by the number of
years or months or
repayments. Let us
look as a typical car
loan calculation as
illustrated below.
The calculation of a car loan does
not require the use of any built-
in function of Excel. In the above
scenario, the borrower has taken
a loan of $72,000 based on a fixed
interest of 3% for a total period of
9 years. The borrower’s monthly
repayment is $847 based on the
formula displayed in the formula
bar above.
As a comparison, should the bank
calculate the repayment based
on long term loan calculation,
the amount due is $762 per
month, as compared to $847 (a
difference of $85 per month). The
difference may not be significant
on a monthly basis. However, for
a term of 9 years, this adds up to
$9,180 (i.e. $85*12*9).
What does this tell the borrower?
It is clear that more interest is
paid for short term loan as the
calculations are significantly
different. To recap, for long
term loans, interest outstanding
is calculated after the monthly
payment is made. For short term
loans, interest is calculated for
the entire loan period and divided
equally by the total number of
repayments, thus working out to
be higher.
Palani specializes
in training
participants how
best to perform
data analysis
from company’s
raw data and
concluding from
the information
gathered by harnessing Excel’s built-in
functions and features. A HRDF certified
trainer and author of 51 books to-date
on various software applications, Palani
is passionate on what Excel can do,
and how best to present data in different
formats. He can be reached at:
palani@avimursolutions.com
www.avimursolutions.com
THE CAR LOAN
(SHORT TERM LOAN)
The short term loan on the other
hand works quite differently as
compared to the long term loan.
Generally, in the short term loan
calculations, interest is calculated
for the entire duration and
added to the principal
amount. This total
amount is then divided
by the number of
years or months or
repayments. Let us
look as a typical car
loan calculation as
illustrated below.
What does this tell the borrower?
AUGUST 2014 |
09MANAGEMENT SOFTWARE
AUGUST 2014 |
9

M
ore and more Malaysian
Indians were venturing into
entrepreneurial activities
as country began to transform
into industrial nation. Meet one
such person, Mr. Selvanathan
Ponnambalam who born in a
plantation and obtained early
Tamil education at SJKT Ladang
Rini, today a highly recognised
Electrical Engineering contractor
as far as Middle East. Malaysian
Indian Business had an opportunity
to casually chat with the hands on
engineer to learn his entrepreneurial
journey.
MIB : Can you share with us
about your company?
Like many plantation youngsters,
I started to work immediately after
completing my secondary school.
Because of my interest in electrical
field, I went to work for 18 years
with a Chinese firm specializing
in that field. I decided to venture
into this business in 1996 thus
founded TC Electrical Enterprise
as electrical contracting company
servicing mainly oil & gas industry
and power plant. As electrical
contractor we also involved with
consulting, designing, developing,
maintaining and servicing electrical
control systems, machineries and
equipments.
MIB : What induce you into
Electrical Works?
Since my young age, I am a very
conscientious person and one
who pays attention to detail given
by someone. I'm flexible, quick
to pick up new skills and eager to
learn new things from others. I also
have lots of ideas and enthusiasm
to be successful as one of my
father’s friend Mr. Sadhasivam. He
is my role model in this industry
whom worked hard and became
successful in his life without any
solid background support. Being
financial independent my role model
motivated me to follow the career
path which he took.
The 3SUCCESS MANTRAOf
SELVANATHAN POnNAmBALAMfounder of
TC ELECTRICAL ENTERPRISE, Skudai, Johor

MIB : Who supports you to run
the business?
After 8 years of gaining industrial
experience, I told my father about
my intention to be an independent
entrepreneur. Unlike others, my
father Mr. Ponnambalam respected
the and inspired myself to be on my
own feet. He rendered his fullest
support and encouraged me by
gifting a van to start my business. A
van with basic necessary tools and
my passion to succeed, were my
basic investment.
As the business was growing
steadily, my two brothers P.
Selvendran and P.Selvaganesh
came into the business to support
the increasing workloads. Upon my
marriage TC Electrical Enterprise
made much more progress as my
wife Mrs. Letchumy stood firmly
behind myself. I started to attend
professional courses including
ways to conduct business and self
motivation courses. She assisted
myself to organise the business
in an order and follows proper
documentation procedures, which
was a neglected function that
caused us heavy financial losses
during the early days of ours.
MIB : How do you overcome
the challenges?
Just months after I started to
venture into this electrical business
and getting up slowly from scratch,
the nation faced one of the worst
1997/1998 Asian financial crisis.
When some other companies
struggled and downsized during the
economic downturn, we remained
strong. Since, we were still a
growing company ; we managed
to overcome and work on the
development of TC Electrical
Enterprise.
However, we faced lots of problem
during early 2000 , the year I got
married. We had to work longer
hours and had to find solutions to all
the problems that we encountered.
Today, TC Electrical Enterprise has
18 staffs to continue its pursuit for
excellence and strives for a bright
future in the years which lays ahead.
In Malaysia, electrical engineering
industry controlled by Chinese firms
that have highly competent skilled
and dedicated workers, necessary
financing and most importantly the
network of contacts. Most Industries
here prefer to work with their own
Chinese indoor contractor. Owing
to such situation being just an
“ABC” contractor will further worsen
our business. We employed the
following strategies to win and
retain our customers:
1. Be better than our competitors.
2. Provide innovative solutions to
our customers.
3. A better quality output within a
short time.
4. Provide competitive pricing
which is reasonable.
5. We shouldn't be lack of work
ethics.
6. Having TC's own Standard
Operation Procedure (SOP)
,Commisioning Qualification
Verification Check (CQV) and
Work Instructor (WI).
MIB : Can You Tell Us Any
Interesting Experience In The
Industry?
During the year of 2012, we got a
chance to in to show our talent in
Sultanate Of Oman as electrical
engineers. Our arrival was well
AUGUST 2014 |AUGUST 2014 |
11ENTREPRENEUR

greeted by the Managing Director of
the project that surprises two of us
from Malaysia. The group thought
that we were a highly knowledgeable
electrical consultants but for us
it was a totally new equipment
which gave us a challenging and
interesting task. Furthermore, it’s
not easy or simple to do work at
overseas without even sighting
anything prior to it and it was a
very risky task as we involve in a
power plant construction work. At
the end of the day, we successfully
completed all tasks assigned to us
without any unforeseen difficulties.
The Managing Director appreciated
the impressive works delivered and
encouraged us to take up more
arduous assignments.
MIB : Tell Us About Lesson
Learned From Your Past
Mistakes?
We encounter quite lot during the
early stage of establishment. At
that point of time, we conveniently
sign contracts without any further
evaluation but simply hoping to get
the job. We proceed to carry out our
works without collecting any upfront
money or never requested any
purchase order (P.O) . We started to
face a lot of issues upon completion
of task assigned and issued invoice
for payment. Customers came out
with lots of complaints and negotiate
with us to reduce the price ; that was
a very distressing experience for us.
Eventually we find that lessons
learned from past to be our guiding
policy in current days. We only
commence a job upon receipt of P.O
and our management will decide on
need for deposit upon studying the
company background and project
thoroughly.
MIB : How Do Your Company
Generate Business?
We serve all level of customer
regardless of race. We have some
5 panel companies that regularly
require our services, 3 of them are
Chinese, one Indian and Malay
respectively. We also have other
small regular clients whom provide
opportunities for our team members
operate in full swing. Recently, we
team up with a company in India
that does all huge projects out of
Malaysia. Our association with
this company keep us busy with
servicing their needs and referral
from them.
MIB : Finally, What Is Your
Advice To Indian Community?
Giving advice is easy as those
whom success willing to share
their experiences so that it’s benefit
others. I would like to share my
guiding principal of success or my
mantra that I always tell my children.
In order to be successful take out
these three words i.e. No, Don’t and
Cannot from your life dictionary.
Based on my lesson from another
mentor of mine, Mr Jeyabaskar ; an
Indian nationality who successfully
registered his company as vendor
with Tenaga Nasional Berhad. He
generously offers lot of electrical
works to our company. Being a
foreigner, he never said cannot
but rather progress well upon
understanding the needs and
requirements of his customers.
Let's emulate his success path.
And, we hope that TC Electrical
will transform into a much more
effecient company in future. That's
all, thank you.
12 ENTREPRENEUR

"We are taking a fast lane to
success and we are not going to
stop." - Chung Mong-koo, Hyundai
Chairman
H
yundai Motor Company
[HMC], South Korea's
number one carmaker as
well as minivans, trucks, buses,
and other commercial vehicles. In
the extremely capital intensively car
makers such as Toyota, Nissan,
Honda, Hyundai, General Motors,
Ford, DaimlerChrysler, Renault, and
Volkswagen operate on relatively
thin margins with competitors
battling for their market shares.
The South Korean automotive
industry with demand for only
two million cars per annum, total
productive capacity had reached
five million forcing HMC using
less than 40 percent of its total
production capacity, with a debt of
around $30 billion. In 1998, HMC
took control of Kia, becoming the
South Korea’s biggest car maker
HYUNDAI’S
SUCCESS STRATEGY:
QUALITY, DESIGN & RAPID GROWTH
The Strategies That Made Hyundai Among The Highest Profit Margin
Car Maker In The World
BUSINESS STRATEGY14

and holding three-quarters of its
domestic car market as well as
passing Japan’s Mitsubishi and
Suzuki in world ranking.
HMC’s founder workaholic Chung
Ju Yung, 85 whom always found a
way to achieve it whenever he set
his mind on something passed on
his ‘never-give-up’ values to his son,
Chung Mong Koo, as Chairman in
1998. The younger Mr. Chung was
very detail oriented, and attached
great importance to producing
quality products. He is often quoted
as saying: “Quality is crucial to our
survival. We have to get it right, no
matter the cost.”
Despite disastrous outcome from
its Canadian operation, HMC
management learned a great deal
from the experience. Instead of
ceasing operations, HMC began
exporting to the U.S. market with
an economical value that soon
became big success with exports
rising to 250,000 units per year.
Unfortunately consumer perceived
the car as a low-quality. Hyundai
were losing faith and the firm’s
brand equity began to deteriorate.
SUCCESSFUL STRATEGIES
In order to erase the negative
perception HMC introduced a
“10 year warranty” program. The
strategy was a major turning point
for Hyundai, and the firm builds
cars based on much higher quality
standards. While still maintaining
low prices, HMC was able, over
time, to provide substantially extra
value to consumers.
Putting lessons from the failed
Canadian investment into practice,
HMC built inexpensive plants in
Turkey, India and China capitalizing
high quality labor available at these
locations. The Turkish plant gave
HMC a foothold in the Middle East
while its proximity to Western
Europe is also a major advantage.
In 2006, HMC had more than ten
production plants in locations such
as Taiwan, Vietnam, Iran, Sudan,
and Venezuela. HMC’s first U.S.
plant opened in Alabama in May
2005, with an investment of $1.1
billion and annual production of
300,000 cars.
In order to gain competitive edge,
HMC seek out cheap labor since
automotive industry's labor costs
make up only 10 percent of total
operational costs. HMC cooperated
with DaimlerChrysler to develop new
technologies and improved supply
chain management and gained
access to the Kia’s competitive
advantages in R&D and production.
HMC also invested in R&D centers
in North America, Japan, and
Europe.
HYUNDAI MOTOR TODAY
Hyundai today is one of the world’s
fastest growing major automaker
since 1999 with firm’s profit margins
among the highest in the industry,
worldwide. Hyundai Motor company
record indicates it sold 4,732,366
vehicles globally in 2013. In 2012
Hyundai-Kia was named as maker
of one of the 10 best engines in USA.
Chairman Chung was named one of
most successful businessmen in the
world by Business Week magazine.

CLARITY
• Blend your personal passion
with your professional
aspirations
• Identify the core elements of
your business
• Make a list of commitments
that hold you accountable to
your business
• Establish a personality and
style for your business
• Identify the success
principles you will use to
guide your decisions
• Be authentic, honest and
transparent at all times
• Have Integrity. Do what it
right, without compromise.
Always.
• Stand for something
meaningful to you.
• Create a Vision with
significant purpose
FOCUS
• Define long-term strategies
that align with your vision.
• Know your value and target
the markets that value it.
• Create a simple Business
Plan that is clear, focused
and action-orientated.
• Stay ahead by leading
the pack. Don’t compare
yourself to your competition.
• ‘Good Enough’ isn’t good
enough. Deliver ‘Excellent’.
• Don’t confuse ‘Excellent’
with perfection. ‘Excellent’
can be improved later.
• Be Catalyst. Solve you
market’s problems quickly
and simply
• Create innovative solutions
• Become a unique authority
and leader in your
marketplace.
• Attract and serve a loyal
following of fans.
ACTION
• Be in Action , not inaction
• Work Smart. Never confuse
busy with productive
• Stretch outside your comfort
zone. Step into your fear.
• Only hire employee who are
passionate about what you
do.
• Hire brains and personality.
Skills can be taught.
• Treat every complaint
as an opportunity to be
remarkable.
BUSINESS SUCCESS
STRATEGY FOR PHENOMENAL
RESULTS
BUSINESS SUCCESS
STRATEGY FOR PHENOMENAL
RESULTS
16 BUSINESS STRATEGY

Well, we Malaysian Indian Business
cares about you and your family. As busy
business person with schedules to travel
overseas, outstation or need to work in
hazardous environment often arise need
of leaving behind loved ones. In Case of
Emergency, someone out there needs to
contact your family members and more
importantly if doctors know your history
they could treat accordingly.
As human begin we can only plan for the
best as what might happen to us next are
not on our hands. Think about your family
and people dependent on you. Just do
yourself a BIG favour:
1. Cut out the Emergency Contact Card
and enter your information.
2. Enter your next of Kin contact
information
3. Enter your medical information and
your allergic details
4. Get it laminated
5. Keep it safely in your wallet or purse
that easily visible.
Next, get one for all your family member
and staffs.
• Cut out the card and Fold as indicated
• Fill in your emergency contact information and
laminate it
• Carry this card with you as reference in the event of
a disaster or other emergency
• Better Get One Original for every members of your
household and working colleagues
IN CASE OF EMERGENCY
CONTACT CARD [I.C.E]
17CSR
FoldHere
EMERGENCY
CONTACT CARD
Name: H/P:
Name: H/P:
Allergies:
I am being treated for:
Diabetic Heart Disease High Blood Pressure
and/or
MALAYSIA
My Name :
My Address:
My H/P No: My Blood Group:
People To Call
In Case Of Emergency:ICE SEE RESERVE SIDE

18
B
usiness experts acknowledge that healthy cash
flow is the life-blood of your business. Some of
them even argued that the movement of money
in and out of your business more important than ability
to deliver its goods and services. A business is said
having positive cash flow when its inflow money or
cash collected primarily come from the sale of goods or
services exceed their outflow.
Malaysian Indian Business [MIB] research team
found that most of Malaysian Indian businesses often
face cash shortages that prevent them from meeting
financial obligations that resulted difficulty in planning
for the future and expansion. MIB share some game
plans business can try in improving their cash flow:
SET YOUR PRICES COMPETITIVE
Setting price competitively with desire profit margin is
very crucial for business to sustain continuously in the
marketplace. The game plan for competitive pricing
needs better pricing strategy and effective cost of goods
sold purchasing mechanism.
In setting competitive price business owners may
consider the following factors:
• Their product position in the market and customer
segment
• The relationship between the price and quantity
sold
• Your distribution and promotion of your products
• The costs associated with your products including
the fixed and variable costs
• Your competitors pricing
• The method of calculating price and what you want
to achieve?
• Try to negotiate for a better price with suppliers,
possibly buy in bulk if stock turnaround is faster
• Get discount by paying earlier
• Get best pricing for your supplies by shopping
around for other competitive suppliers
• Implement new efficient processes in producing
your goods
GAME PLANS TO
MAINTAIN POSITIVE
BUSINESS CA$HFLOW?
Examples of Inflow and Outflow
Inﬂow Outﬂow
Cash sales Payment for purchases
Receivables from sales of goods or services Business operating expenses
Borrowings Purchase of assets
Cash from business sales assets Payment of Loans /Interest
Investment Incomes Taxes
FINANCE • by Arikrishnan Subramanian

19
DON’T PAY TOO EARLY BUT MANAGE YOUR
DEBTORS
Hold on! Don’t get confused. Read further following
three steps game plan.
First: Manage you debtors as until money not in
your bank a sale isn’t a sale.
Following step by step actions might assist to reduce
accounts receivables:
• Receiving deposits on signing of sales confirmation
• Offer discount for early payment
• Issue invoices immediately
• Review receivable reports regularly and follow up
with overdue
• Should customer face problem be flexible by
offering easy payment plan
• Where possible accept payment via credit card
Second: Manage you stocks
You’re out of business if no stock while too much stock
can impact cash flow heavily. The right stock level needs
very sharp business acumen with good accounting
knowledge. Some examples of how to improve stock
control:
Set minimum and maximum levels of stock and stay
within these levels
• Clear old and outdated
stock by offering discounts
• Use ratios such as
inventory turnover
and days inventory to
compare to
previous
p e r i o d s
and industry
standards
• For fast moving stock, buy in bulk to receive a
discount
• Focus on a ‘just in time’ ordering system
Third: Don’t pay too early
Proper procedures and monitoring may reduce
overpayments or payment for non-delivered goods. An
example of overpayments, is when for payments made
based on a statement and yet not have an invoice to
verify the purchase. To avoid such situation include:
• Two signatures for accountability on purchase
orders
• Request new quotes on half yearly basis for
products previously purchased
• A proper procedure for receiving goods
• A procedure for payment of goods that requires
purchase order, delivery docket, invoice and
statement. The level of paperwork required may
vary depending on the size of your business
FINANCE
Example of 3 months cash flow statement
Cash Flow Sept 14 Oct 14 Nov 14 Dec 14
Opening Balance (55,500.00) (37,100.00) (18,500.00) 900.00
Receipt from Customers 72,000.00 75,000.00 73,000.00 73,500.00
Total Cash inwards 72,000.00 75,000.00 73,000.00 73,500.00
Less Cash Outflows
Cost of Sales 36,000.00 36,000.00 36,000.00 36,000.00
Wages 10,000.00 10,000.00 10,000.00 10,000.00
Total Overheads 7,600.00 7,600.00 7,600.00 7,600.00
Taxation 2,800.00 2,800.00
Total Cash Outflows 53,600.00 56,400.00 53,600.00 56,400.00
Closing Balance (37,100.00) (18,500.00) 900.00 18,000.00

20 FINANCE
• Pay your creditors on the day the invoice is due. Do
not pay early or late
• Negotiate longer payment terms or a payment plan
if the business is struggling
• Negotiate discount for early or up-front payment
OWNER’S REDUCE YOUR DRAWINGS
WHAT, I’m bringing in business and you say don’t take
the money out for my use? That’s the usually crumble
by most of the entrepreneurs. Well, we understand
your pressing need but the survival of business is more
crucial them your current needs. One of the most
common problem among Malaysian Indian businesses
are owners withdrawing more cash than the business
able generate, followed by poor financial reporting.
Drawing out wages in excess of profit generated by
business for personal expenses without considering
future cash outflows need can destroy a business very
quickly. Business owners may need find the balance
between reinvesting the profits to grow your business
and enjoying the rewards of your hard work now or
postpone it to a much later stage. We suggest a regular
wage withdrawal much lower than monthly net profit of
your business to enable the doubling effect took place.
MIB MEET UP
MAINTAIN 3 MONTHS CASH FLOW STATEMENTS
A profitable business can still have cash flow problems. For example, QWE bought stock for RM8, 000 in
July. They paid for the stock at the end of August. The stock was sold to XYZ for RM12, 000 in September
and they received the money for the sale in November. In September QWE has recorded a profit of RM4,
000. However, the profit doesn’t hit the bank till two months later.
By maintaining a three month cash flow budget any excess cash should be transferred to a high interest bank
account that can be easily accessed when it is needed or prepare action plan to reduce impact of negative
cash flow.
1. Details as our Facebook Page:
www.facebook.com/MalaysianIndianBusinessMagazine
2. Bring along this original voucher to AUGUST 2014
MIB MEET UP Session along with one business guest.
3. It’s FREEfor you and your Guest gets 50% off.

AGENCIES FUNCTIONS
Government of Malaysia anticipate cooperatives will become the third crucial engine after the public and
privates sector in driving the nation’s economic growth. The government has high confidence and commitment
for cooperative movement and these were portrayed through the financial and non-financial aids included in
many development plans . In 2002, the National Co-operative Policy (NCP) was launched with the aim of orderly
re-developing cooperatives. Malaysia Co-operative Societies Commission was established so as to monitor and
regulate cooperative movements. With the setting up of the MCC, the latest Cooperative Act 2007 was brought
forth with the objective of promoting cooperative values of trustworthiness, transparency and honesty within the
cooperative society development.
The Companies Commission of Malaysia (SSM) is a statutory body responsible for the regulation of companies
and businesses in Malaysia. SSM was established on 16 April 2002 under the Companies Commission Act
2001 [Act 614] as a result of a merger between the offices of the Registrar of Companies (ROC) and the
Registrar of Businesses (ROB). SSM’s main function is to regulate all companies and businesses in Malaysia
through the administering of several legislations such as the Companies Act 1965 [Act 125] and the Registration
of Businesses Act 1956 [Act 197]. SSM is the custodian of corporate and business information and in addition,
supplies corporate and business information to the public. SSM supervises the compliance of the corporate
laws through continuous enforcement and surveillance activities. SSM in its role as a corporate regulator also
promotes Good Corporate Governance practices as well as drives Corporate Responsibility initiatives amongst
corporate community, specifically the SMEs by creating awareness and in encouraging good and sustainable
business practices.
Intellectual Property Corporation of Malaysia the registrar of patents, trademarks, industrial designs, copyrights
and geographical indications formed to fulfill following objectives :
• Establishing a strong and effective administration;
• Strengthening intellectual property laws;
• Providing comprehensive and user-friendly information on intellectual property;
• Promoting public awareness programmes on the importance of intellectual property; and
• Providing advisory services on intellectual property
Bank Rakyat was established on 28 September 1954 under the Cooperative Ordinance 1948 (known as the
Cooperative Societies Act 1993). As of December 2013 Bank Rakyat is the biggest Islamic cooperative bank
in Malaysia with assets totaling RM82.88 billion operating 145 branches with more than 600 automated teller
machines (ATMs) and cash deposit machines (CDM), and 78 Ar-Rahnu X'Change nationwide. The bank plays
vital role to consolidate the cooperative sector as the mainstay of economic growth of the nation.
Malaysia Competition Commission (MyCC) is an independent body to protect the competitive process for the
benefit of businesses, consumers and the economy. The Competition Commission Act 2010 empowers the
Malaysia Competition Commission (MyCC) to carry out functions such as implement and enforce the provisions of
the Competition Act 2010, issue guidelines in relation to the implementation and enforcement of the competition
laws, act as advocate for competition matters; carry out general studies in relation to issues connected with
competition in the Malaysian economy or particular sectors of the Malaysian economy; inform and educate the
public regarding the ways in which competition may benefit consumers in, and the economy of, Malaysia.
MyFEX (www.myfex.gov.my) is online system established by the ministry to register and apply franchise
business in Malaysia.
M
alaysia’s Vision 2020 established entrepreneurship as fundamental of economic
policy to achieve economic growth in order to realize the high income nation goal.
The 10th Malaysia Plan 2011-2015 provides specific entrepreneurship measures i.e.
i. Plan, Creating an Environment for Unleashing Economic Growth
ii. Moving Towards Socio-Economic Development.
In this edition, we complied prime role of agencies under another two more ministries
committed towards the vision.
A Joint Entrepreneurship Education by :
ENTREPRENEURSHIPFRAMEWORK(Part 2)
MINISTRY OF DOMESTIC TRADE,
CO-OPERATIVES AND CONSUMERISM
22 ENTREPRENEURSHIP

AGENCIES FUNCTIONS
Agriculture and Food Business Development Center (Agri-BDC) is a local and local information center. This
center is created for public and private sector to access information related to the services provided and to
assist public and private sector in understanding the Ministry of Agriculture and Agro-Based Industries including
Departments and Agencies under the Ministry. Among the information provided includes:
• Consultancy service
• Expertise
• Grant provided by the Government
• Loan
• Training
• Rules and Legal to be complied
• Accreditation and standard
• Business match making
• Consultant Service
TEKUN Nasional is to provide simple and quick financing facilities to bumiputeras in order to kick-start and further
expand their businesses. Since 2008 ,TEKUN Nasional provides business opportunities as well as income
generation opportunities, business capital financing and guidance and support services as well as providing a
networking platform for entrepreneurs. TEKUN Nasional also provides financing to Indian ENTREPRENEUR
under SPUMI programme.
Agrobank formerly known as Bank Pertanian Malaysia which has 40 years of experience in agricultural banking
and an excellent track record in shaping and developing successful entrepreneurs is a Government-linked-
Company (GLC) under the Minister of Finance Incorporated (MFI). The bank’s financing of the agricultural
sector is driven by a policy set forth by the Ministry of Agriculture and Agro-based Industries. The bank provide
full range of financial services to specific target groups; agropreneurs, micro, small and medium entrepreneurs
and private individuals.
Federal Agricultural Marketing Board or known as FAMA was formed in 30 September 1965 to monitor,
coordinate, control and develop product marketing of Malaysian agriculture, including import and export.
FAMA main function is :
• Coordinate agriculture marketing activity both in private sector or department / government agency
• Improve marketing system and expand new market of Malaysian agriculture development
• Collaborating with private sector and department / government agency to create efficient and
effective agriculture marketing system
• Develop an efficient management in agriculture industry, marketing activity or agricultural products
processing
• Involve directly in agriculture industry, especially in marketing activity and products processing
Farmers' Organisation Authority of Malaysia or Lembaga Pertubuhan Peladang (LPP) was formed on 14
February, 1973 with aim of improving economy and social well-being of the agro society under one body.
The Malaysian Pineapple Industry Board (MPIB) is a Statutory Body was established in 1957 with the following
objectives :
• To increase the agriculture sector’s contribution towards the country’s income, foreign currency
exchange and employment opportunities
• To encourage investment and to increase foreign investors involvement in the industry
• To manage the pineapple plantation sector and maximise production in a continuous manner
• To improve the Quality Control Programme thus ensuring continuous product quality
• To maintain and strengthen the existing market and to explore new markets.
• To increase the efficiency of pineapple based processing factories and increase high value-added and
upstream pineapple industry activities
• To become the information centre and reference to the pineapple industry.
• To maintain and encourage the involvement of locals in various pineapple industry projects via
continuous consultation and supervision
• To encourage development of an organised industry through research activities and expansion service
• To secure a mutual international collaboration in various fields and also a smart partnership beneficial
through technology and exchange of scientific information
MINISTRY OF AGRICULTURE & AGRO-BASED
INDUSTRY
23ENTREPRENEURSHIP

INDIA BUSINESS NEWS
24
BAJAJ GAINS IN OVERSEAS MARKET
E
ven as it lost market share in domestic motorcycle market,
Bajaj Auto is racing ahead in many overseas markets and
has claimed to have captured top positions and significant
market share. Bajaj’s top motorcycle brands Discover, Pulsar and
Boxer continue to see strong sales momentum and have emerged
strong brands in several markets where Chinese and others
brands are also marketed. While there were strong market share
improvements across South Asia, the Middle East, Latin America
and Africa, Boxer is reported to have become No.1 brand in Africa
among all competitors. “Both, Discover and Pulsar continued to
gain market share in key markets like Colombia, Central America,
Egypt, Sri Lanka and Bangladesh. Boxer continued to hold market
share in Africa and, in many cases, gained at the expense of
Chinese brands to further strengthen its leadership position in
markets such as East Africa and Nigeria,” revealed company’s
latest annual document. Bajaj Auto is way ahead of its other Indian
competitors in terms of exports. It shipped about 1.3 million two
wheelers in FY14 which is significantly higher (accounted for 69 per
cent India’s bike exports) than its peers. Presently, its major export
destinations are Africa (46 per cent), South Asia and Middle East
(28 per cent), Latin America (19 per cent) and Asean (7 per cent).
Total two wheeler (up to 250 cc) export market size is estimated at
$ 7 billion and is expected to rise further due to low penetration level
in many emerging economies of Asia, Africa and Latin America.
Indian companies have lot of ground to cover in terms of export.
Myanmar, Nigeria, Argentina, Mexico and Venezuela are some of
biggest importer of two wheelers in the world. Indian companies
are virtually absent in Latin American market. If these markets
are tapped effectively, it will provide further growth for Indian two
wheeler maker.
AXIS BANK
APPOINTED
SANJEEV KUMAR
GUPTA AS ED
T
he board of directors
of Axis Bank has
appointed Sanjeev
Kumar Gupta as Executive
Director with effect from
September 1. Gupta is the
President and CFO of the
third-largest private bank
since 2009.Gupta has served
as a Director at Axis Securities & Sales Ltd and has worked with the
State Bank of Bikaner and Jaipur. He will take over from Somnath
Sengupta, Executive Director (Corporate Centre), who has opted
for early retirement. Shikha Sharma, Managing Director and chief
executive at Axis Bank, said, “Sanjeev’s elevation to the Board
is in recognition of his contribution to the bank’s growth and all-
round leadership provided by him. As Executive Director, he will
be actively involved in the bank’s overall strategy and will have the
specific responsibility for key corporate functions of the bank.”
INDIA'S YOUNG ENTREPRENEURS TURN
ANGEL INVESTORS FOR NEW START-UPS
A
fter creating billion-dollar
startups, India's first
generation e-commerce
& mobile entrepreneurs
have donned a new hat
- that of angel investors.
Despite steering high-growth
companies themselves, these
30-somethings are using their
personal wealth and time to
push a whole new bunch of younger ventures. India saw the first wave
of entrepreneur angels when the likes of Makemytrip's Deep Kalra
and Naukri.com founder Sanjeev Bikhchandani took their companies
public. However, this time around most of the angel investing is being
done by existing entrepreneurs who are in the thick of running their
own businesses. Whether it's Sachin and Binny Bansal of Flipkart,
Snapdeal's founders Kunal Bahl and Rohit Bansal, Mu Sigma's Dhiraj
Rajaram or InMobi's Naveen Tewari, they are all keenly investing in
new ideas — a sign of the overall startup ecosystem maturing in the
country along the lines of Silicon Valley. Angel investing is typically
done at a very early stage of a company's life, and startups say
they gain significantly from these entrepreneur angels. "Who better
to know the high potential and market opportunities than existing
entrepreneurs? This is great for the ecosystem. It also highlights
the fact that this new breed of young entrepreneurs is truly putting
its money where its mouth is. I find this very exciting for the future
of value creation in the Indian market," says one-time entrepreneur
Avnish Bajaj, MD at VC fund Matrix Partners India. Bajaj, along with
his Harvard Business School classmate Suvir Sujan, founded India's
largest online auction site Baazee, which was later acquired by eBay
in 2004.
INDIA SEEKS JAPANESE INVESTMENT IN
SMART CITIES, BULLET TRAINS
I
ndia sought Japanese investment to develop 100 smart cities and
high-speed bullet trains to improve infrastructure and create jobs.
"Japan is a natural partner of India. Japan is best in developing smart
cities, development of high-speed trains...In the next five years, we
need 10,000 Japanese companies. We will hand-hold them," Amitabh
Kant, Secretary in the Department of Industrial Policy and Promotion,

said at a Federation of Indian Chambers of Commerce and Industry
[ FICCI] function. Kant said Japan has already formed a partnership
with India for the Delhi-Mumbai Industrial Corridor (DMIC) project,
a 1,483 kilometre dedicated freight corridor. He said about 1,000
Japanese companies currently have a presence in India. In its election
manifesto, the ruling Bharatiya Janata Party said it would initiate the
building of 100 new cities, enabled with the latest in technology and
infrastructure. India has proposed to build smart cities under the DMIC
project. They will have self-sustainable habitats with minimal pollution
levels, maximum recycling, optimised energy supplies and efficient
public transportation. "Rapid urbanisation is happening in India. About
750 million people would get into the urbanisation process in the next
one decade and in all these things, Japan will be a natural partner," he
added. He said Japan would become a key player in the development
of the Indian economy. "Today, there is an opportunity to work with
Japan. We look forward to work with Japan," he said. India received
USD 16.26 billion worth of foreign direct investment from Japan
between April 2000 and April 2014.
CELL PHONE RADIATIONS NOT
CARCINOGENS: COAI
C
ellular Operators Association of India (COAI), the umbrella body
of the GSM operators, launched a nationwide public awareness
campaign to dispel the myths that radiation from mobile tower
antennae and handsets cause cancer. As opposed to previous
'misleading' studies claiming that electromagnetic emissions produced
by cell phones and telecom towers are carcinogenic, the campaign
titled 'Mobile Network and Public Health' says no such correlation has
been established yet. "We have been using X-ray radiations for over
115 years, and we still haven't established the relationship between
cancer and radiation to any great extent. "We believe that mobile
tower radiation does not produce any significant harm to humans,"
it says, quoting, Indian Radiology and Imaging Association president
Bhavin Jankharia. According to the Delhi Medical Association,
radiation emitted by the sun is 100 times stronger than that emitted
by a telecom tower, making them too weak to be harmful for human
health, cited the campaign. "Cell phones emit radio frequency waves,
which occupy the lowest end of the electromagnetic spectrum, and
thus cannot cause any sort of mutation in the DNA," said convener of
the Neuro Oncology Group at the Tata Medical Centre Rakesh Jalali,
in the video screened as a part of the campaign. It can be noted that
following public oppositions to setting up of telecom masts in cities, the
government has set strict radiation limits, capping the EMF emission
to a 1/10th of the value recommended by the WHO (World Health
Organisation), the campaign showed. The current radiation exposure
limit in the country is 0.45 watts per square metre for mobile towers,
which is much lower than the limits in the US, Canada and Japan,
where this is at a higher 9 watts per square metre, the campaign says
quoting the Delhi Medical Association. As opposed to popular belief
that usage of handsets could contribute to brain-related diseases, the
WHO Fact-Sheet 193, released in June 2011, says that there is no
higher risk of brain tumours or acoustic neuroma with mobile phones
use of more than 10 years. "If there is a link between EMFs and
cancer, it must be occurring through a mechanism that lies outside
the standard mechanisms of carcinogenesis," the campaign quotes
Siddhartha Mukherjee, the author of Pulitzer Prize-winning book
'The Emperor of All Maladies: A Biography of Cancer'. Cell phone
users tend to be more cautious when companies advise them of
alternative methods to use the handsets. In this regard, COAI
director general Rajan S Mathews said, "Handset manufacturers
only give alternate measures like using earphones to address users'
concerns. If the handset complies with the specific absorption rate
value, it is completely safe." The campaign, which will run across
several cities, comprises reference books, videos and roadshows
involving experts from oncology, radiology, molecular and physical
science as well as the WHO.
INVESTOR WEALTH RISES BY RS 16 LAKH
CR IN Q1, FY'15
I
nvestor wealth soared by over Rs 16 lakh crore to more than
Rs 90.19 lakh crore in the first quarter of 2014-15 because of
rising stock prices amid robust foreign fund inflows and the
BJP government's storming to power at the Centre last month.
The BSE's 30-scrip index, Sensex, has gained 3,027.51 points
or 13.52 percent to 25,413.78 during the April-June quarter of the
current fiscal. Investor wealth soared by Rs 16,04,394 crore on
the back of stock market rally to reach Rs 90,19,394 crore today.
It was Rs 74,15,000 crore as on March 31, 2014.Market experts
said the BJP's landslide victory in the elections coupled with
expectations of strong economic reforms have propelled the stock
market ahead of the next week's Union Budget 2014-15.Strong
inflows by foreign investors are mainly due to the expectation of
several reform measures from the new government and hopes of
a stable economic policy regime, they said. "Now, the countdown
has begun for the Union Budget and market participants are eyeing
pre-budget rally," said Jayant Manglik, President-retail distribution,
Religare Securities Ltd.
News source : PTI
25INDIA BUSINESS NEWS

• DATUK RANJIT AJIT SINGH
is the Executive Chairman of the
Securities Commission Malaysia
since 1 April 2012. He is also
chairman of the International
Organisation of Securities
Commissions (IOSCO), an
emerging market group on the
regulation of secondary markets and co-chair of the task
force on bond markets. Ranjit completed Bachelor of
Economics (Honours) degree and Master of Economics
degree in Finance from Monash University, Melbourne
and is a fellow of CPA Australia.
• The Ministry of Transport
appointed DATO' CAPT. DAVID
PADMAN as General Manager
of Port Klang Authority the
corporate body overseeing two
of the port's terminals (Northport
and Wesport). Both terminals
that capable to handle some 10
million boxes comprising indigenous and transhipment
cargo, as of 6 July 2011. He also serves as the Chairman
of the International Association of Ports and Harbors
Port [IAPH] Environment Committee since 2009 and
the Chairman for Asia (Eastern Dredging Association)
Oceania Region since 2010.
• DATUK M. NAGARAJAN
was appointed as Deputy
Secretary General (Plantations
and Commodities)with prime
responsibility of the overall
development of the commodity
sector covering palm oil, rubber,
furniture industry, cocoa, pepper,
sago and tobacco and kenaf. Datuk M. Nagarajan
started his career as administrative officer in the National
Registration Department in 1981. He holds a Bachelor’s
Degree in Social Science majoring in Economics from
University of Science Malaysia (USM) in 1980. In 1996,
he obtained his Masters in Economics from Vanderbilt
University, United States of America.
• SHILA DORAI RAJ is currently
the CEO of the Malaysia
Competition Commission
(MyCC). She was assigned
with setting up the Competition
Commission as well as laying the
foundationfortheimplementation
of the Competition Act 2010
which came into effect on 1 January 2012. She was
the former Under Secretary of the policy and planning
division of the Ministry Domestic Trade, Consumerism
and Co-operative where she was a key team member
who formulated the Competition Policy and then the
drafting of the Competition Act 2010. She holds a
Bachelor of Economics degree (UKM) and an LLB
(Hons) (University of London) and a Certificate in Legal
Practice (UM).
• PROF. DATO' DR. VEERA
RAMANI is the Hospital
Director of The Tun Hussein
Onn National Eye Hospital and
an Ophthalmologist since its
inception. She is also the current
Chairman of the Prevention
of Blindness and Low Vision
Committee of Malaysian Association for the Blind. She
is also an Independent Member of International Agency
for the Prevention of Blindness and sits in the Council of
Prevention of Blindness in the National level. She has
presented over 47 papers locally and internationally.
• DATUK SERI DR K
GOVINDAN is the Group Chief
Executive Officer of RAM
Holdings Bhd (formerly known
as Rating Agency Malaysia
Berhad), a leading provider of
independent credit research and
advisory services. Datuk Seri
Dr. K. Govindan was the Deputy Director of Economic
Planning Unit (EPU). He has served the Economic
Planning Unit (EPU) since 1975 and has retired in
January 2011. He is also a Member, Board of Directors
and Executive Committee Members of Malaysia
Property Inc .
DID YOU KNOW?
26 DID YOU KNOW?

149%
GAMUDA BHD’s NET PROFIT
In a statement to Bursa Malaysia
said the group net profit soar
to RM177.9 million for third
quarter ended April 30, 2014
from RM71.4million despite net
revenue slipped 1.1% y-o-y from
RM641.1million to RM633.8
million
£200 MILLION
BRITIAN FIRST SOVEREIGN
SUKUK
Britain became the first country
outside the Islamic world to issue
sovereign Sukuk, the Islamic
equivalent of a bond for £200 million,
maturing on 22 July 2019 with profit
rate set at 2.036%. The Chancellor
of the Exchequer George Osborne
said “We have seen very strong demand for the
Sukuk, resulting in a price that delivers good value for
money for the taxpayer. I hope that the success of this
government issuance will encourage further private
sector issuances of Sukuk in the UK.”
US$70,000
PRICE OF TOYOTA’s FIRST FUEL
CELL SEDAN
Toyota's fuel cell sedan can travel about 700 kilometers
without refuelling, about three times further than an
electric car, and it only takes three minutes refuel, similar
to a petrol engine car, Toyota said. The green cars are
powered by a chemical reaction of hydrogen and oxygen,
which produces nothing more harmful than water.
US$42.8 BILLION
INTERNET ADVERTISING
REVENUES IN THE UNITED
STATES
Interactive Advertising Bureau (IAB)
reports revenues from Internet
advertising in the United States up
17% from the $36.57 billion in 2012
to $ 42.78 in 2013. The report also
discloses Mobile advertising in the
United States totaled $7.1 billion
during FY 2013, a 110% increase from
t h e prior year total of $3.4 billion. Online
advertising continues to remain concentrated with the
10 leading ad-selling companies, which accounted for
71% of total revenues in Q4 2013.
RM207.4 BILLION
MALAYSIAN LOGISTICS
INDUSTRY REVENUE
PROJECTED
The Malaysian Logistics
Industry projected to
generate RM207.4billion
revenue in 2017 Frost &
Sullivan forecasted. As
Malaysian economy up
the value chain and attain
fully developed economy
status by 2020 through
the creation of high income, the services sector is
expected to play a more active role in generating
economic growth. A target has been set for this sector
to contribute 61% to the national GDP by 2015 or an
average growth of 7.2% per annum during the 2012-
2015 period of the 10th Malaysia Plan.
https://www.facebook.com/
MalaysianIndianBusinessMagazine
28 FACTS & FIGURES

RM491.08MILLION
BERJAYA CORP BHD'S [BCORP]
PRE-TAX PROFIT
for the financial year
ended April 30, 2014,
declined to RM491.08
million, from RM575.26
million recorded in the
same period last year.
Revenue, however,
rose to RM8.63 billion,
from RM7.37 billion
previously. In a filing to
Bursa Malaysia, BCorp said the lower pre-tax profit
was mainly due to the incurrence of exceptional non-
cash charges from impairment of certain goodwill
and property, plant and equipment and lower profit
contributions from associated companies. The company
is proposing a dividend of one sen per share for the
financial year.
120%
DIVIDEND PER SHARE
IOI Corporation Bhd has declared its second interim
dividend of 120% or 12 sen per share of 10 sen each.
IOI Corp did not declare any dividend for the third
quarter March 31, 2014. On Dec 9, 2013, the board
declared a distribution-in-specie of 2.130 billion shares
of RM1 each in IOI Properties Group Bhd (IOIPG) held
by IOI Corp to all shareholders of IOI Corp on the basis
of one IOIPG share for every three shares of 10 sen
each in IOI Corp. The IOIPG Shares were distributed
as distribution-in-specie on Jan 13, 2014. On Feb 25,
2014, the board declared an interim single tier dividend
of 80% or 8.0 sen per share for FY ending June 30,
2014. The dividend was paid on March 21, 2014.
RM604.18BILLION
TOTAL ASSETS MANAGED BY
FUND MANAGEMENT INDUSTRY
Total assets managed include
shariah compliance funds by Fund
Management Industry in Malaysia
stands at RM604.18billion as of 31st
March 2014. Sources of assets under
management include but are not
limited to, unit trust funds, corporate bodies, Employee
Provident Fund (EPF), private pension funds and
charitable bodies.
20%
EU'S TRADE WITH THE REST OF
THE WORLD
With just 7% of the world’s population,
the EU's trade with the rest of the world
accounts for around 20% of global
exports and imports. Around two-thirds
of EU countries’ total trade is done with
other EU countries. Despite trade has
been hit by the global recession, but the EU remains
the world’s largest player accounting for 16.4% of
global imports in 2011. The EU is followed by the United
States with 15.5% of all imports, and China with 11.9%.
The EU was also the biggest exporter, accounting for
15.4% of all exports – compared with 13.4% for China
and the 10.5% for the United States.
RM47.2 BILLION
VALUE OF MALAYSIA’S
LIABILITIES
The value of Malaysia’s liabilities
exceeded assets abroad by RM47.2
billion (4.8 per cent of GDP at
current prices) as of December
2013 accordingly to Statistics
Department of Malaysia Malaysia’s
financial assets position to the rest of the world
continued to increase in 2013 by 10.5 per cent
to stand at RM1,354.00 billion. However, total
liabilities broadened by 12.7 per cent accumulated to
RM1,401.2 billion as against RM1,243.4 billion a year
ago, making Malaysia’s net international investment
position remained as net debtor position.
29FACTS & FIGURES

30 MIB CALENDAR
MALAYSIA event INTERNATIONAL EVENT
10
9
8
7
6
5
4
3
2
1
2
3
4
5
6
7
8
9
10
1
Perfect Livin Penang
Subterranean Penang International
Conference & Exhibition Centre
29 August - 1 September 2014
Water Loss Asia
The Royale Chulan Hotel,
Kuala Lumpur
3 - 4 September 2014
Asia’s Premier Herbal Trade Show 2014
Matrade Exhibition Convention Centre (MECC)
Kuala Lumpur
Matta Fair-Kuala Lumpur
Putra World Trade Centre (PWTC)
Kuala Lumpur
Rail Business Asia
Kuala Lumpur Convention Centre
9 -11 September 2014
Palm Oil Sarawak
Civic Centre, Bintulu Sarawak
Power - Gen Asia
Kuala Lumpur Convention Centre
Petroleum Asia Expo
Borneo Convention Centre Kuching
Electropower Asia Expo
Borneo Convention Centre Kuching
Warehousing Storage and
Material Handling
Malaysia International Exhibition &
Convention Centre
100 Percent Design Singapore
Marina Bay Sands Singapore
World Sugar Expo
Bangkok International Trade &
Exhibition Centre, Bangkok Thailand
India Bakery Expo
Chennai Trade Centre
International Machine Tools Expo
Pragati Maidan, New Delhi India
Power Industry India
Pragati Maidan, New Delhi India
CWE - Cutting & Welding
Equipment Expo Pragati Maidan,
New Delhi India
Bangkok Furniture Fair
Impact Exhibition &
Convention Center, Bangkok, Thailand
Electronex
Australian Technology Park,
Sydney Australia
Landscape Australia Expo - Sydney
Royal Hall of Industries & Hordern
Pavilion, Moore, Sydney Australia
Pumps & Systems Asia-Singapore
Marina Bay Sands Singapore

MIB : Quality of work delivered and on time work completion plays vital role in
selecting a vendor or contractor. We hope feedbacks from public assist Indian
business community to understand their needs and work towards improvement.
It has been my observation that the
Chinese will be appointed as he has
a proven track record of completion
as agreed, Indian will give problems
whereas the Indonesian will probably
abandon the work. Indians need to
build a reputation as being ethical and
honest.
- Gursharan Singh, Self Employed
Independent Consultant
I will give the Indian and the Indonesian
a chance base on their previous record.
I know an Indonesian for 10 years who
is in this line and he collects my rental.
I would go for the Chinese if i do not
know the the Indian or the Indonesian
personally.
- Al Rajan Kannappan, Executive
I might just go for the Indian. I gave my
business premise renovation to a Sikh
contractor.
- Vishnu Kumar, Lecturer
I prefer to give Chinese even though
expensive but quality comes first. Had
experience with Indian contractors’ jobs
not good but cheating.
- Kuna Rajah, Safety, Health & Environment
Supervisor
I prefer Chinese. Work quickly is superb
and worth paying for their job.
- Sivanandan, Senior Resident Executives
A lot of Chinese contractors are just
middle man who take the contract
and get some Indonesian to do it
at a cheaper price. I have had bad
experience with Chinese contractors
too, where the work defect shows after
a couple of months or a year. For any
contract of a reasonable big sum I will
look for established contractor who are
willing to sign contract with me. For
contract of small sum I will definitely
give Indian a chance but monitor
payment and work strictly with them.
Its time these small Indian contractors
tie up and set up an organization to
run their business professionally with
contract and guarantee of work to move
up the value chain. This will definitely
give consumer confidence to use their
service.
- Prasad Ramachandran, T-OD and
Research Collaboration Manager
I will definitely give opportunities for
Indian Contractors.
- P.Venudas Ponnusamy, Director
Race of the contractor doesn’t matter,
quality or work and reliability is most
important. I use my regular contractor
for the last 10 years not because of his
race but because he always delivers
what he promises and workmanship is
excellent.
- Arvind Nambiar, Associate Business
Excellence Manager
If it’s a major work I will hire the Chinese
but if involves minor works and not
critical I will hire the Indian Contractor.
- S Saraswathy, Vice President
I will appoint whoever gives me a quality
work and timely completion eventhough
the price can be slightly above my
budget.
- Sarguna Raj, Project/Program Manager
Chinese contractors will do a proper job,
but they are too racist. They will give 2
different quotations for the same job.
For Chinese will be cheaper and for
Indians will be expensive. I had a very
bad experience with them.
- Rao Chamasalam, Manager
FEEDBACKS
SCENARIO 2 SCENARIO 3SCENARIO 1 SCENARIO 2 SCENARIO 3SCENARIO 1
A well-established Chinese
contractor in your area with
proven track record. They
promise work completion
within 45 days. Price 30-50%
above your budget.
An Indian Contractor with 20
years’ experience working for
others. Just completed two
jobs through own company.
He is requesting work
completion up to 60 days with
price meeting your budget.
An Indonesian working
elsewhere, he promises to
complete work 30% below
your budget with completion
within 60 days and work
flexible hours.
Whom will you appoint as
contractor to renovate your house
based on scenarios described below?
31MIB FORUM

N
ormally people organise
party to celebrate success
but this one person from
Sungai Petani, Kedah organize
parties to success. Hosting a party
or event can turn to be a stressful
but not to NAVNA MUSIC STUDIO
founder Mr. JeyaBalan Selvarajoo or
fondly known as Deejay Bee whom
enjoying entertaining his client’s guest
while ensuring the event managed
effectively and a memorable one.
Recently MIB fortunate enough to
interview the dynamic and creative
man with a mission to be a one stop
centre for your entire event needs
without jeopardizing overall quality.
We hope his journey of partying for
successinspirestheyounggeneration
particularly. Enjoy reading.
MIB : Tell us about your
business and family background?
NaVna: NAVNA MUSIC STUDIO
was formed on a very auspicious
date 7th July 2007 [07-07-07] to
provide sound and lightings services
only. Prior to this we operate on
part time basis under a different
entity name taking up small projects
whenever opportunities crossed.
As demand surge, I decided to
involve full time by offering complete
event management services. We
are now capable of providing full
event needs such as decorations,
photography, videography, food
catering, sound & lighting system,
bridal make up, canopy, table,
chairs, stage, “koolam”, dance
PARTY FOR SUCCESS
with DEEJAY BEEFounder of
NAVNA MUSIC STUDIO
 Deejay Bee with his mother
Alagammah Thannirmalai
32 ENTREPRENEUR

group , entertainments, priest [Iyer],
“nadhaswaram”, screen projector,
pyro effects and few other services.
Presently we have six full time staffs
and another 24 part time crews
attached with us. I am the youngest
in my family of five children with two
elder brothers and two elder sisters.
All my family members are from
music industry, my father had his
own music band with my sisters as
singers and my brothers handles the
musical instruments. Myself very
passionate with piano or some refer
as keyboard and enjoy playing it.
That’s how I came into the industry
followed by offering sound and
lighting systems initially. Few years
later I upgrade myself by attending
few courses such as learning about
decorations before offering any of
the services mentioned earlier.
MIB : What are the challenges
you faces?
NaVna: During our business
at infancy stage we decided to
concentrate only in supplying sound
and lighting equipments , however
when customers approach us for
other related services such as
photography we outsourced the
business to others. Since, it wasn’t
our pie and has less manpower we
decided to cooperate with others
specialising on particular business.
However, such cooperation erode
our relationship with customers
and tarnished our reputations
for the poor quality and bad
workmanship delivered by our
outsourcing partners. As we are
putting our company name when
recommending others, customers
stays away from us. In order to
salvage further loss of business, we
started to offer all related services
by ourselves and recruit our own
staffs. This enable us to move up
value chain, control quality of work
delivered and keep our promise with
customers. It was very expensive
learning curve for us that brought to
the implementation of “Be it Good
or Bad let us do it by Ourselves.”
MIB : What Kind Of Marketing
Activities Your Company Do?
33ENTREPRENEUR

NaVna: Considering our strength
and foothold here at Johor Bahru
our promotions during an event
managed by us plays vital role
in capturing new customers. We
leave pamphlets, name cards and
place banners at strategic locations
during events to answer curiosity by
guest attending functions. We work
harder to create awareness about
ourselves, so whenever time permit
us or during off peak seasons,
our vehicle move around most
populated areas in Johor Bahru.
Our mascots and clowns shall walk
and entertain peoples while they
are shopping. That attracts people
and creates brand awareness.
We constantly give attention to
details, provide creative suggestion
and unique atmosphere at each
of event managed. That attracts
corporate marketing agencies
whom in turn recommend us for
corporate events; they become
our linking bridge to serve Malay
and Chinese clients. Rest we focus
on family events mostly targeting
Indians.
MIB : What Is Your Hobby
And How Do You Serve Less
Fortunate?
NaVna: As I told earlier, my hobby
since small is playing piano but
nowadays due to work commitments
most of my time taken up. Our
ways of serving less fortunate differ
from others. We don’t simply give
cash out, but rather enjoy serve
them. Whenever, we have free
weekends all of us shall drove to
an orphanage, so course with prior
appointment. There our artists,
clowns will entertain the occupants
while rest of us will distribute cakes
and sweets to make them happy.
MIB : What Would be You
Advice to Indian Youths?
NaVna: Once I read an article
claiming event management
Industry worth approximately
US$500billion globally. This
industry very huge
and opportunities are
abundant for Indian
youths to get involved.
Lot of them simply
come and disappear
as they not doing
it properly. Even, I
myself trying to do
better and for that I
need lot of people
to work with me. For
youths, please try
not to get yourself involve in any
unwanted activities. Get yourself
involved in event companies like us
or get yourself trained in music and
art. It will give hand when you need it.
MIB : Given Opportunities
Where Would You Invest?
NaVna: MIB asked Deejay Bee why
he named his business as NAVNA
and should an opportunity arise
where would he invest 1) Maybank
Share 2) Buy New House 3) Gold?
The Director of NAVNA MUSIC
STUDIO prefers to invest his
money in purchasing new house
rather than buying other equities.
He picked his business name from
the word “Navinam” which literally
means newness.
34 ENTREPRENEUR

W
hen a brand is architecturally right, is it
important for us to look into the Brand’s
performance. A brand’s performance is also
measured through its consistency.
Every business in the world, no matter its size, benefits
from tactically developing a brand and maintaining it
as a recognizable representation of the organization. A
strong brand identity propels it to the forefront of those
consumer attitudes, which facilitate their spending
decisions.
Simply put, an effective brand illustrates to the public a
company's product or niche, and highlights what sets
it apart from its competitors. It combines a number of
major factors, including marketing and public relation
efforts, logo and promotional material, communication
efforts, and core values.
WHY IS IT IMPORTANT?
Branding effort allow businesses to differentiate
themselves through their competition and gives them a
leg to stand on in the minds of consumers. It attaches a
personality and attitude to the product and the company
that produces it. This personality is what people relate
to, establishing relationships with consumers. This,
in turn, encourages brand loyalty, which cements
the company's future in the market. Furthermore, the
establishment of brand consistency creates a platform
for the company to stand on in order to get messages
out to its audience.
Realistically though, establishing and maintaining a
recognizable and trusted brand is truly an art form,
and not every company gets it right. Here are several
companies that are absolutely nailing it.
The Importance of
Brand Consistency
36 BRAND MANAGEMENT • by Prasath Kanagaras

There's a reason that Google, Inc. seems like it's taking
over the world. Internet users everywhere know what
Google is and what it does. The Internet powerhouse
company uses the same recognizable typeface and
design elements across every aspect of its marketing
platforms. In today's social media dominated world,
it's worth noting that Google has had a presence on
every single social networking site from the beginning.
Now that it has a social network of its very own, the
Google logo is even more cemented in the depths of
the Internet.
As we all know, Google has managed to keep its brand
image consistent to still be one of the most favorite and
useful brand in internet marketing. These paradigm
shifts and ingenious acquisitions played key roles in
morphing what started out as a simple search engine
into the product and software-developing, answer-
seeking, Internet-dominating titan that it is today. And
a lot of that success is thanks to its significant brand
consistency.
The value of a brand comes from consumers who
believe the value that brand makes to them. Brands
that don’t keep their promises through every customer
interaction are doomed to failure. The reason for this
is a little something called trust.
Let’s look into Coco-Cola as an example. Is there
a more recognizable brand on the planet, with its
distinctive bottle shape, typeface and red-and-white
image? Also consider Nike, whose swoosh image
is so familiar that you don’t even need to see the
company name to know what the product is.
Of course, most businesses haven’t been around
1892, like Coco-Cola, which has had well over
a century to get its brand right. And while Nike is
a relative newcomer on the scene, having been
launched in 1971, it too has lessons that can help us
improve our own brand recognition and consistency.
So in basic, many new businesses out there seem to
change their name and their brands like they change
the sheets on their beds. This is what happens
when you don’t have a clear purpose in mind.
Create your brand and stick with it! And make sure
all your messages – in your blog, on social media,
in advertisements and on your website – have that
same consistent brand message.
We got to be consistent. We got make the brands to
be a leading brand.
Prasath Kanagaras
Brand Strategist
Point Blank Mediaworks
prasath@pointblankmw.com
37BRAND MANAGEMENT

13 SINGAPORE FIRMS WIN BEST
COMPANIES TO WORK IN ASIA AWARDS
T
hirteen companies from Singapore were announced the
winners of the Best Companies to Work for in Asia Awards
2014. The awards, organised by trade journal HR Asia, saw
113 companies competing to be known as the best workplaces in
Singapore and Asia, and encompass employees' feedback and
input, as well as management comments and presentation. In total,
3,000 Singaporean employees were surveyed to determine their
intention and motivation, emotional engagement and advocacy
of their respective employers."This is one of the most scientific
and extensive surveys on employee engagement and workplace
practices in this region. "Since embarking on the project last
year, HR Asia has discovered that many of these companies --
both local and international -- have workplace practices that are
on par with the best in the world," Tan Sai Hup, Chief Operating
Officer of Business Media International, the publisher of HR Asia,
said when announcing the results here. The Awards will cover 12
markets across Asia, with Malaysia, Singapore and Hong Kong
being the first three to announce the results. The award winners
include AIA Singapore Pte Ltd, CEVA Logistics Singapore Pte Ltd,
Coca-Cola Singapore Beverages Pte Ltd, Dairy Farm Singapore
Group, Genesis Retail Pte Ltd, Jurong Health Services Pte Ltd,
Kronos Incorporated,Mandarin Oriental, Singapore, Park Hotel
Group, Pertamina Energy Services Pte Ltd, Singapore Exchange
Ltd, Singapore Marriott Hotel and the Fullerton Heritage Singapore.
SINGAPORE UNVEILS SUPER WIFI
REGULATIONS
The Infocomm Development Authority
of Singapore (IDA) will be introducing
a set of regulations for the use
of spectrum in the TV White Space
(TVWS) in an effort towards becoming
the world's first smart nation. Singapore
is one of the first few countries in the
world to implement such a framework for
TVWS. The regulations will make available for use approximately
180 MHz of spectrum when it takes effect from November 2014.
The regulations come after the conclusion of a public consultation
in 2013. In a statement, Leong Keng Thai, IDA's Deputy Chief
Executive and Director General (Telecoms and Post), said: "The
TVWS regulatory framework is a step towards Singapore's vision on
being the world's first Smart Nation. “Regulators all over the world
are exploring different ways to efficiently use spectrum, so that they
can plan for their countries' future needs. "The additional spectrum
to be made available through the TVWS regulatory framework will
ensure that Singapore efficiently allocates and uses this available
bandwidth to support the growing demand for data communication."
Taking into account input from the industry, these regulations will
set out the TVWS equipment requirements, spectrum channels to
be made available for TVWS use, and how TVWS equipment should
communicate with geo-location databases to identify the available
spectrum channel to use, among others. The regulations will also
provide business certainty to companies who intend to offer services
over TVWS. This signals Singapore's commitment to support
TVWS technology as businesses roll out innovative applications
and solutions over TVWS. Such applications may include Machine-
to-Machine communications, smart metering, outdoor environment
and security monitoring services. Consumers will stand to benefit
from this additional spectrum. As more Internet-capable devices are
launched, it is necessary for more spectrum to be made available to
cater for increased data consumption.
SALARIES IN SINGAPORE LIKELY TO GROW
4.3% THIS YEAR: SURVEY
S
INGAPORE: Salaries
in Singapore are set
to rise 4.3 per cent this
year, down from a 4.5 per cent
increase in 2013, according
to a survey released on July
1 by professional services
company Towers Watson.
For the rest of Asia Pacific,
wages in Pakistan and Vietnam are expected to rise the most at 13
per cent and 11.5 per cent, respectively. For India, salaries are likely
to rise 10 per cent; for Indonesia, 9.6 per cent; for China, 8 per cent; for
Hong Kong, 4.5 per cent; and for Malaysia, 5.9 per cent. New Zealand
and Japan are expected to see the lowest increases with 3 per cent
and 2.3 per cent, respectively, according to the survey. According to
the survey, senior personnel in Singapore’s financial services sector
are set to see the highest rate of increase in year-on-year salary
growth across Asia Pacific and all other industry sectors. Executive
directors, the most senior executive position in a financial services
organisation, are expected to see a salary increase of 4.3 per cent
this year, compared with 2.5 per cent in 2013. Senior management,
comprising executives who report directly to the general management,
are expected to see a 4 per cent growth in 2014, compared with 3 per
cent last year. “The growing number of financial institutions based in
Singapore has led to an intensifying competition for top executives
thus resulting in the market adjustment of salaries,” said Sean Darilay,
Leader of Towers Watson's Global Data Services practice in South-
East Asia. “Beyond pay strategies, organisations are trying to find
innovative means of attracting and retaining key talent within the total
rewards portfolio, such as new ways of designing and delivering their
benefits.” The Towers Watson 2013-14 Asia-Pacific Salary Budget
Planning Report surveyed about 400 different companies across 18
countries in the Asia-Pacific region.
SIA CARGO TO STOP CARRYING SHARK’S
FINS FROM AUGUST
S
ingapore Airlines
(SIA) Cargo will stop
carrying shark’s fins
from August, following similar
moves by other airlines in the
past two years. “SIA Cargo
carried out a thorough review
which took into account
increasing concerns around
the world related to shark-finning. Following this review, SIA Cargo will
no longer accept the carriage of shark’s fins, with effect from Aug 1,”
said a SIA spokesperson. A 2013 report by wildlife trade monitoring
network, Traffic, showed that Singapore was one of the world’s top four
exporters and the third-largest importer of shark’s fins between 2000
to 2009. Hong Kong was the world’s largest importer, responsible for
more than half of the imported shark’s fins in the same period, the
report said. Cathay Pacific, a Hong-Kong based airline, was the first
airline to stop carrying shark’s fins in late 2012, in response to pressure
from various environmental groups in Asia to ban such shipments.
Several other airlines, such as Korean, Asiana, Qantas and Air New
Zealand, later followed suit in enforcing restrictions or bans. Following
SIA Cargo’s policy change, Mr Alex Hofford, director of WildLifeRisk,
which is leading the Facebook campaign to get airlines to stop
carrying shark’s fins. Mr Hofford, whose conservation group is based
in Hong Kong, inform press that they are delighted to see SIA takes
38 SINGAPORE BUSINESS NEWS

its corporate social responsibility seriously. Ms Elaine Tan, CEO of
the World Wide Fund for Nature (WWF) Singapore, added: “This
is a responsible move that encourages all other airlines flying into
Singapore to follow suit. When airlines stop shipping shark’s fins, it
directly impacts overall availability and, in turn, lowers consumption,
which is a good thing. “The WWF will keep working hard with industry
to remove shark’s fin altogether,” she added.
HOTEL GRAND CHANCELLOR IN LITTLE
INDIA SOLD FOR S$248M
T
he Hotel Grand
Chancellor in
Little India,
Singapore has been
sold to an unnamed
party for S$248
million, owner Hotel
Grand Central Ltd
notify newsman.
Hotel Grand Central
said the buyer has
paid a deposit of
S$18.6 million for the 328-room 3-star hotel at Belilios Road, and
the transaction is expected to be completed in January next year.
Hotel Grand Chancellor, which opened in 2010, was valued at S$201
million back in September 2012.
SINGAPORE BUSINESS CONFIDENCE DIPS
IN Q3: REPORT
B
u s i n e s s
c o n f i d e n c e
in Singapore
dipped slightly in the
third quarter of this
year, sliding to +14.65
percentage points from
+22.66 percentage
points in the previous
quarter. This is
according to Singapore
Commercial Credit
B u r e a u ' s ( S C C B )
Business Optimism
Index (BOI) study , which showed that local businesses were more
cautious amid a slight drop in regional demand and uncertainty in
the global economy. The quarterly study by SCCB tracks business
expectations in key areas such as net profit, volume of sales and
employment. The services and construction industries ranked
among the most optimistic sectors, according to the study. The
services industry anticipated sales volume and net profits to remain
at healthy levels, owing to higher retail sales volume and gains in
the food and beverage and electronics, watches and jewellery
sectors. Meanwhile, public sector construction activities were
expected to drive the industry, despite a tightening foreign worker
policy keeping a lid on growth. Audrey Chia, CEO of SCCB, said:
"Recent reports of a contractionary shock in the US economy may
have dampened business sentiments here slightly. However, the
overall BOI (Business Optimism Index) reading remains healthy and
reflects positively on the resilience of SMEs against external risks
and uncertainties.
39
MANAGEMENT LESSONS
FROM INDIAN MYTHOLOGY
MYTHOLOGY:
In the Ramayana, as King Ravana seriously injured
on the battlefield Lord Rama walks towards him and with
extreme humility asks, “Lord of Lanka, you abducted my wife,
a terrible crime for which I have been forced to punish you.
Now, you are no more my enemy. I see you now as you are
known across the world, as the wise son of Rishi Vishrava. I
bow to you and request you to share your wisdom with me.
Please do that for if you die without doing so, all your wisdom
will be lost forever to the world.”
“If only I had more time as your teacher than as your enemy.
Standing at my feet as a student should, unlike your rude
younger brother, you are a worthy recipient of my knowledge.
I have very little time so I cannot share much but let me tell
you one important lesson I have learnt in my life. Things that
are bad for you seduce you easily; you run towards them
impatiently. But things are actually good for you fail to attract
you; you shun them creatively, finding powerful excuses to
justify your procrastination. That is why I was impatient to
abduct Sita but avoided meeting you. This is the wisdom of
my life,” Ravana tells Rama before his soul departed this
world.
LESSONS:
It is easy to claim the material possessions of the defeated, but
not one’s knowledge. Over the past decades, business has
been knowledge driven. People leaves out the organisation
with vast amount of knowledge about their trade secrets,
markets, clients including confidential information that gives
them competitive edge.
Every CEO must respect that everyone in the organisation,
even those who he does not particularly like, are repositories
of great wisdom – not only knowledge of things that work but
also knowledge of things that do not work. He must make
conscious efforts to capture as much of it as possible.
TODAY I LEARNED

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