managementwww.mim.org.my PQPP/11505(938) W.MALAYSIARM10.00 E.MALAYSIARM12.00

VOL.49NO.3|2014

DATUK ISMAIL IBRAHIM

THE POWER PLANNER

MAHIMA PURIZOOMING INTO

THE CONSUMER’SENVIRONMENT

MICHAEL EDWARD

KEEPING IT CLEAN ON THE BUSINESS FRONT

LEAD WITH YOUR LIFE

BECAUSE LIFE’S MUCH MORE THAN A JOB

BUSINESS INTELLIGENCE

HOW TO LAYER REPORTS FOR PRESENTATIONS

GET SOCIAL MEDIA SAVVY BOOST YOUR B2B

20C

ON

TEN

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10Zooming In On Authentic Brand Images

24 Datuk Ismail Ibrahim: THE POWER PLANNER

10 Datuk Ismail Ibrahim: The Power PlannerA project of vast proportions coupled with great expectations is the result of the efforts of a man worthy of leading and managing to the fullest of his potential

20 Keeping It CleanTargeting a specific market, Micro Clean Services through its Managing Director, Michael Edward, has carved a niche market for cleaning clean room apparel

24 Zooming In On Authentic Brand ImagesBranding takes on a refreshed twist, giving more emphasis to the images of the consumer’s environment

28 Branding His Way To The TopDIA Brands’ CEO Nigel Smith gives us a crash course on branding strategies and how to ensure your brand’s success

32 Make Passion Your BusinessChasing her passion has paid off big-time for business coach and new author Maresa Ng

36 A Guide To Social Media For B2B CompaniesGet social media savvy and boost your B2B to heady heights of success

44 Business Intelligence: Layering Reports For PresentationBusiness Intelligence reports ranging from high level data to base data ensures an improvement in efficiency across the board

48 7 Fatal Mistakes Ecommerce Entrepreneurs MakeCarve a niche for your business online no matter how small it is and do it right

52 A Culture Ingrained Within InnovationDuring his MIM ambassadorial brief in July, Japanese Ambassador to Malaysia, His Excellency Dr. Makio Miyagawa, discussed how economic policy shifts from the new government regime have revitalised the Japanese economy

56 Organisation Citizenship Behaviour and LeadershipOrgan (1988) defined organisation citizenship as the individual’s behavior that is discretionary not directly or explicitly recognised by the formal reward system

Keeping It Clean

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CONTENTS

Executive Digest

EXECUTIVE DIGEST 76 GEN Y NowThe millenials and the evolution of leadership

79 A Culture of PurposeHow to choose the right people and make the right people choose you? Discover how Jochen led PUMA from last to lasting

82 The Road to ReinventionHow to drive disruption and accelerate transformation

85 Employer Brand Management Practical lessons from the world's leading employers

88 Lead With Your LifeFind ways to achieve this because life is much more than a job

92 Top 10 Strategy ChallengesA run-down of the most common challenges that prevent managers from managing strategies

BEST FOR SUCCESS62 InspirationFormer beauty queen, Selina Perera, has ventured far beyond the crown to gain a stronghold in management, and her passion for taking on challenges has driven her to success as Client Relations Manager at Pinewood Studios Malaysia

64 IdeasFind out how to be productive at the workplace with some efficient tips – and tricks!

68 TravelDiscover 10 stunning destinations for nature lovers, and trust us, it’s not for the faint-hearted!

74 MotoringThe Infiniti Q50 paves the way for the brand for future models, and it’s a pathway laden with premium performance and high technology

REGULARS6 CEO's Foreword8 Editor’s Note96 Chairman’s View

Travel68

74 Motoring

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MALAYSIAN INSTITUTE OF MANAGEMENT

HONORARY FELLOWSRoyal Professor Ungku A. AzizYABhg Tun Dr Mahathir MohamadYB Dato’ Seri Anwar IbrahimYABhg Tun Abdullah Ahmad BadawiYAB Dato’ Seri Mohd Najib Tun Abdul Razak

COURT OF EMERITUS FELLOWSPresidentYABhg Tun Mohd Hanif B Omar

Vice PresidentYBhg Datuk Dr Paddy Bowie

In accordance to date of admissionYBhg Tan Sri Osman S. CassimYM Tunku Tan Sri Dato’ Seri Ahmad Tunku YahyaYBhg Tan Sri Dato’ Azman HashimIr. George Lee Yau LungDr. Tarcisius Chin Nyet LeongMr. Robert Kuok Hock NienYAB Pehin Sri (Dr) Haji Abdul Taib bin MahmudProf. Liew Shou KongYBM Tan Sri Tengku Razaleigh bin Tengku M HamzahThe Honourable Chief Justice (Rtd) Yong Pung HowYBhg Prof. Tan Sri Dato’ Dr. Mohamed Rashdan bin Hj BabaYBhg Tan Sri Kamarul Ariffin Mohamed YassinYBhg Tan Sri Dato’ Paduka Sallehuddin MohamedYBhg Tan Sri Wan Azmi bin Wan HamzahYBhg Tan Sri Kishu TirathaiYBhg Tan Sri Dato’ Abdul Aziz Abdul RahmanYBhg Tan Sri Dato (Dr) R V NavaratnamMr. Niels John Madsen R, R1YBhg Datuk Haji Mohd Saufi bin Hj AbdullahYABhg Tun Dr Ahmad Sarji Abdul HamidYABhg Tun Musa HitamYBhg Tan Sri Dato’ Seri Dr Teh Hong PiowYBhg Tan Sri Dato’ Dr Lin See YanYBhg Jen (B) Tan Seri Datuk Seri Mohd Zahidi bin Hj ZainuddinYAM Tunku Tan Sri Imran Ibni Almarhum Tuanku Ja’afarYBhg Tan Sri Dato’ Dr Mohamed Munir Abdul MajidYBhg Tan Sri Dato’ Sri Hassan MaricanYBhg Dato’ Ng Tieh ChuanYBhg Tan Sri Dato’ Sri Tay Ah LekYBhg Datuk Seri Haji Mohamed Iqbal RawtherYBhg Tan Sri Datuk Yong Poh KonYBhg Prof Dato’ Wira Dr Hj Khairil Annas bin Jusoh YBhg Dato’ Sri Dr Ali bin HamsaYBhg Tan Sri Dato' Seri Siti Norma Yaakob

GENERAL COUNCIL 2013/2014ChairmanYBhg Datuk Seri Haji Mohamed Iqbal Rawther

Vice ChairmanYBhg Dato’ Ng Tieh Chuan

Court of Emeritus FellowsTan Sri Dato' (Dr) RV NavaratnamMr. Niels John Madsen, R, R1Prof. Dr. Khaliq Ahmad Mohd. Israil

Ordinary MembersMs. Rita KrishnanMr. Kamal Batcha DawoodMr. Christopher Chew

Associate MembersMr. Darul Abdullah

Group MembersDato’ Dr. Basant Singh SidhuMr. Joseph Rocky GomezPn. Rahima Beevi Mohd. Ibrahim

CEO’s

Sivanganam RajaretnanChief Executive OfficerMalaysian Institute of Management

Foreword

"Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving that up."

— James Belasco and Ralph StayerFlight of the Buffalo (1994)

Robert E. Lee didn’t storm into the battlefield at Petersburg without instilling the notion of change and inclusiveness in those who fought alongside him.

Change. Most often a demand in any relationship but often regarded with less importance than its actual value. Having been the CEO for some months now, I have come to understand the value of change more than I have ever before. It is not because it’s the norm when a new leader comes to place but more so the challenges that come along with it.

Change. Not many want to adopt and not many like what it brings upon them. It is only because their minds remain closed to progress and what they stand to gain. Comfort zones are difficult to break, and no one wants to give it up without a fight, like a child with her favourite pillow. Even the pillow loses its fluff over time, and the child seeks out new things. Likewise, in any organisation, it is inherent that its people view matters in the bigger picture and not through their little pigeon-hole. They have to start thinking “we” and not “I” to maintain success and continue to grow

with the organisation. Inward looking attitudes and placing importance and value only on what they stand to gain does not drive the organisation to greater heights. Underestimating all they stand to gain should they give up the “pillow” stagnates any notion of progress.

A new leader in any organisation is also brought to task with being inclusive. Everyone in the family to the family pet wants in, so why should any organisation be different? Inclusiveness lends purpose to any employee and feeds them the required encouragement and belonging required for the greater good of the organisation. Inclusiveness should not perceive as undue attention on a non-performer but more so the high regard the organisation has for your current contributions and its anticipation for your future ones.

The world in the first quarter of the 21st century is totally different from the one of the late 19th century. But there is one thing that is relevant as it was then: it is full of challenges and full of opportunities! The road ahead for MIM is paved with great things, and one can only achieve this if one embraces change. One can only achieve this by being inclusive and not walk the path of greatness alone. Like any leader, I trudge forward, knowing fully well, only those with the gumption and high regard for change will follow.

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Datuk Ismail Ibrahim strides into the office, fresh from a host of meetings with local industry leaders as well as guests from the global playing field. He seems

unperturbed by the fact that he has two official dinner invitations to attend later in the evening. “All in a day’s work no less”, he quips.

The Iskandar Regional Development Authority (IRDA) is one that has garnered a lot of interest both locally and internationally. Datuk Ismail was seconded to start up IRDA from the get go. Given his steadfast loyalty to the civil service, he opted to maintain his position there whilst managing the new prospect from the ground up and behind the scenes. He was instrumental in securing a total cumulative investment worth RM146.2 billion for the period 2006 to June 2014, and the successful execution of public infrastructure projects worth RM7 billion for Iskandar Malaysia. In the wake of two CEOs filling the hot seat, Ismail finally gave in to demands that he helm the organisation and steer it to greater heights. On January 1, 2010, Datuk Ismail was appointed Chief Executive of IRDA. “I agreed on the condition that I still was allowed to maintain my civil servant status”. Hence, his main responsibility is to advise the Prime Minister and Johor Menteri Besar on the project.

► F R O M T H E C O R N E R O F F I C E ◄

THE POWER PLANNER

A project of vast proportions coupled with great expectations is the result of the efforts of a man worthy of leading and managing to the

fullest of his potential. It’s not a job for the faint hearted nor the run-of-the-mill CEO but one for the visionary.

By: Sharmini M. Rethinasamy Photography: Sean/31 Square Make-up: Desmond Cheong

PLANNING FORTE Muar-born Datuk Ismail received his early education at the Malay College Kuala Kangsar and went on to study town planning at the Heriot-Watt University in Edinburgh, Scotland. He recalls how scenic surroundings made up for the cold winters in Scotland. He is registered with the Board of Town Planners Malaysia and started his career in the civil service in 1983 as a town planning officer attached to the Federal Department of Town and Country Planning, Ministry of Housing and Local Government. In 1990, he was awarded the British Council Fellowship to specialise in Planning Law in Newcastle University, England. In April 2003, he was appointed Penang State Town and Country Planning Department Director. In February 2006, he was seconded to Khazanah Nasional as Senior Vice President of Special Projects to oversee the planning of the southern economic region in Johor, known today as Iskandar Malaysia. In January 2009, Datuk Ismail was appointed Director of the Physical Planning Division, Town and Country Planning Department, at its headquarters in Kuala Lumpur. There, he was tasked to manage the preparation and revision of the National Physical Plan. That document served as a key input for the 10th Malaysia Plan. He also

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► F R O M T H E C O R N E R O F F I C E ◄

served as Secretariat to the National Physical Planning Council chaired by the Prime Minister. It was evident that Datuk Ismail had a knack for planning.

He recalls his roots and time spent growing up under the care of his grandparents.

"My grandmother imparted sound advice in my early years. She always talked about how important it is to plan and build homes that are single storey and have big living room spaces. She felt that the importance of having everyone on the same level made everyone feel equally important as large living room spaces allow for many get-togethers and strengthen family union and camaraderie. I have taken to applying this even in the management scale of things, as it is as relevant in the work environment as it is at home". ON THE FOREFRONT Given that there are five economic corridors in Malaysia, Iskandar Malaysia holds a distinct advantage to appeal and attract quality investors in the region.

“We do not really have competitors per say, because although there are five economic corridors in Malaysia, they all focus on different economic sectors”, Datuk Ismail explains. “And even if there are similarities, say for example the tourism sector, the kind of tourism products we are bringing to the region are very different from those which are being developed in Terengganu or Sabah and Sarawak, for example”.

“Today, Iskandar Malaysia offers a unique and different value proposition and incentives to attract high value-added and low-carbon investors to enable Iskandar Malaysia to become an international metropolis. The recent liberalisation in the Malaysian economy

will directly benefit Iskandar Malaysia’s development in the coming years. “Iskandar Malaysia will continue to promote our natural strategic advantage such as our location at the crossroads of the East-West trade routes; its position mid-way between rapidly growing Chinese and Indian markets; its accessibility by air, land and sea from the rest of Asia; support from world-class ports servicing the world plus two roads and a railway link into Singapore; a land area almost three times the size of Singapore, with vast land banks primed with ready transportation and telecommunications infrastructure; same standards of living at a much lower cost than Singapore, Hong Kong, Taiwan, Japan and Korea; and populated with a multi-lingual, educated workforce from within Johor and the rest of Malaysia”.

Stakeholders are important to IRDA as buy-in is essential to continuously develop Iskandar Malaysia. This is why they are always engaging all level of stakeholders to keep them updated and also to gain their support of Iskandar Malaysia.

“Iskandar Malaysia’s achievements are a result of tight collaboration and the cooperation of the many parties involved in bringing the Iskandar Malaysia vision closer to reality”, Datuk Ismail shares. “The Federal Government and Johor State Government have been pivotal in the progress of Iskandar Malaysia we see so far, and on behalf of IRDA, I would like to record our gratitude to them”.

“There is more to be done and IRDA is unwavering in its commitment to ensuring the success of Iskandar Malaysia”.

Success is driven through IRDA’s five core business values: International standing, envision, engage, enable and integrity. According to Ismail, these values shape the organisation; how they work as well as how they behave.

“Under the core value of International Standing, we benchmark against other sustainable world-class organisations”, says this keen jazz enthusiast. “In terms of Iskandar Malaysia's Vision, we look at our mindset, our display of the right behaviour and deployment of ‘international standard’ best practices. To envision, we must have the foresight to drive Iskandar Malaysia’s

WHILE WE EXPECT EACH AND EVERY EMPLOYEE TO WALK THE TALK, WE DO NOT BELIEVE IN FORCING PEOPLE TO ACCEPT

THESE VALUES.

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► L E A D E R S H I P ◄

here are a number of industries out there that require a clean, uncontaminated environment, especially in certain medical institutions, environments of scientific research, and electronic

and mechatronic (mechanical + electronic) industries. There needs to be an extremely low level of environmental pollutants such as dust, chemical vapours, aerosol particles and airborne microbes.

To be specific, these clean rooms are enclosed spaces in which contaminant airborne particulates and pollutants are kept within strict limits. These contaminants are

KEEPING IT CLEANKEEPING IT CLEANTargeting a specific market, Micro Clean Services has carved a niche for cleaning clean room apparel. By Suloshini Jahanath Photography by Leon

generated by multiple factors: People and equipment are just two examples. These contaminants must be continually removed from the air, and the level to which these particles need to be removed depends upon the standards required. Strict rules and procedures must be followed to prevent contamination of the product.

Clean rooms are used in the manufacture and servicing of hardware such as hard disc drives and integrated circuits (ICs). In other industries such as medicine and biotechnology, they are used when it is essential to ensure an environment free of bacteria, viruses or other

T

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pathogens. Additionally, the temperature and humidity may be controlled.

Those who work in clean rooms enter and leave the room through airlocks (and sometimes this also includes an air shower stage) and they wear protective clothing such as hoods, face masks, gloves, boots and coveralls.

But who washes this apparel? And to what standards? Obviously, this apparel cannot just be chucked into the washing machine along with your everyday clothes. In fact, these clothes need to be cleaned based on a set standard which ensures that the clothing has as few contaminants as possible.

This is where Microclean Services comes in. A subsidiary of the Wonway Group, Microclean launders clean room apparel, or as Executive Director Michael Edward says, “We’re a glorified laundry service”!

FALLING INTO ITBelieve it or not, it wasn’t Michael’s childhood dream to be the Executive Director of a clean room apparel laundering service.

In fact, in the early 1980s, when computers were the new “in” thing, he thought it would be a good idea to get into the computer industry. But life had a different plan for him, and he found himself working at a cancer therapy centre, which involved the use of gamma radiation therapy and cytotoxic chemotherapy drugs.

Although he learned a lot (even going for radiation handling courses) and was given the opportunity to further his career in the company, after close to seven years, Michael decided to pursue something new. “It was getting more difficult”, he shares, “especially when I saw children coming in for treatment, and when some of them don’t make it…you feel so helpless. So I decided to leave and do something different”.

By coincidence, an uncle introduced Michael to the Chong brothers of Wonway at a funeral. He joined the young company as a sales executive, and within six months,

was stationed in Singapore to set up a branch office which is still operational to date.

Over the years, Michael has been instrumental in developing Wonway’s business expansion to cover not just areas in Malaysia (such as Melaka, Johor, Penang, Kulim High Tech Park in Kedah, and Kelantan), but was also involved in international expansion to countries like Mexico, France, Morocco and the Phillipines. At the same time, the business expanded to include other areas related to contamination and electrostatic discharge (ESD) control such as specialised footwear, packaging, testing services, clean room and/or ESD development and decontamination services.

Microclean Services was officially launched in April 2002. At the time, Michael had worked his way up the company ladder and was Group General Manager for Sales and Marketing. In 2005, he joined Microclean as General Manager and took over as Executive Director in 2007.

When asked what prompted the company to open up Microclean as a subsidiary, Michael explains that it was brought about mainly by the needs of Wonway’s multi-national customers, who needed reliable and dedicated decontamination services for their high-end clean room garments.

“We occupied this niche category”, he clarifies. “There weren’t so many options out there for our customers. In fact, even now, although there are other players, and a bigger clientele to cater to, there aren’t that many organisations out there that do what we do”.

CLEAN CLOTHES, CLEAN ROOMMichael points out that the clean room contamination control industry is an integral part of the manufacturing process for semiconductors and electronic industries.

This has expanded to cover more and more industries including pharmaceuticals, medical devices, avionics, armaments as well as car manufacturing and assembly industries.

Showing me around the Microclean office space, and taking me through a step-by-step process of laundering clean room apparel, he explains that in a clean room, humidity and particles as small as 0.3 microns in size can

DON’T BE AFRAID TO TRY SOMETHING NEW.

KEEPING IT CLEAN

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Branding takes on a refreshed twist, giving more emphasis to images of the consumer’s environment.By Munis Krishna

ZOOMING IN ON AUTHENTIC BRAND IMAGES

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WE BELIEVE WHEN PASSION AND IMAGINATION

ARE ALLOWED FREE REIN, MAGIC HAPPENS!.

good image has the power to touch a consumer’s heart or evoke feel good emotions to endear a consumer to a brand. This is where carefully thought

out, authentic images play an important role in sealing the bond between the consumer and the brand.

Mahima Puri, the founder of Photomoolah.com, saw the need for original images reflecting local consumers’ environments and built an ingenious, crowd sourced platform where talented photographers can work with famous brands and be rewarded for their effort. In this interview, this lively and attractive digital media content designer and photographer shares her views about her unique platform, her inspiration, her passions and the future of digital media photography.

She spoke about her younger years and the people who inspired her creativity. “My parents run an NGO called Open Doors in

New Delhi. I have one brother, Aseem Puri, who works as a marketer in Singapore. Even at a very young age, my parents have always encouraged my brother and me to be independent by participating in a variety

of extra-curricular activities in school. These activities were not just interesting; they opened our minds to creative thinking and taught us to be bold in overcoming our limitations”.

Mahima adds, “I think I learnt about colours even before I knew the alphabet. Although both my mum and dad are creative, my mum is more spontaneous and brimming with ideas. I value her feedback immensely. Most of the time, her ideas work and her judgements are correct”.

“My mentors motivate me to keep going and to reach higher with every success. My brother is a great mentor. My professors from Hyper Island, the university where I studied for my Masters in Digital Media Management and Ayla Kremb, who is a coach at The Hub, are also very inspiring mentors to have. I am very fortunate to learn from these remarkable people”.

With a childlike curiosity and a creative mind that’s constantly on power drive, Mahima is always ready to capture impromptu moments and is bursting with ideas that were put to good use in the projects she has worked on. Mahima has designed and developed solutions for a number of Unilever brands such a Ponds, Surf Excel, Domex, Huggies, Revive and the rebranding of Liril 2000 in India.

How was this idea for a crowd-sourced platform conceived? She revealed, ”About a year ago, while I was on a photography assignment in Indonesia, I met many amateur photographers with a flair and passion for photography. Their images were brilliant and of excellent quality. The impressive local talent pool and the growing need for authentic media images for brands across the region prompted me to create this platform”.

Mahima explains, “This platform will connect promising photographers who have the required skills with brands and businesses looking for natural and localised community images. Businesses also benefit from this platform as this arrangement is easy on their budgets as well”.

MIM enquired about the requisites amateur photographers need to work with leading brands. “I think photographers need to be fearless, have an open mind and be able to take criticism in their stride. As photographers, we must always be on our toes so that we’re ready when that once in a lifetime photo opportunity materialises”.

She continued, “Photographers are encouraged to comply with the brief requirement, but at the same time, Photomoolah does not want to restrict their creativity. We believe when passion and imagination are allowed free rein, magic happens! With Photomoolah’s guidance, even amateur photographers have a strong chance of having their work chosen by leading brands and getting global recognition”.

How does Photomoolah determine which photographs make the cut? ”My team and I work together to filter out the best images that meet the client’s requirements. After many years of working with different brands, I have developed a clear understanding of what works or doesn’t for a particular brand.

A► B R A N D I N G & S T R AT E G I E S ◄

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► B R A N D I N G & S T R AT E G I E S ◄

DIA Brands’ CEO Nigel Smith gives us a crash course on branding strategies, and how to ensure your brand’s success. By Suloshini Jahanath

hat’s in a name? When you hear the name of a particular product, do you immediately associate it with a

place, a memory, or an experience? If your answer is yes, then you’ve

probably had a brand experience. So, what is brand and branding, exactly? According to BusinessDictionary.com, branding is the “process involved in creating a unique name and image for a product in the consumers’ mind, mainly through advertising campaigns with a consistent theme”. Furthermore, with branding, a company works towards establishing their presence in a unique and different way to attract and maintain customers in the market.

This is where DIA Brands, and DIA’s Chief Executive Officer (CEO) Nigel Smith, come in. DIA Brands is a strategic brand consultancy that believes in working together with the client, and that taking a collaborative approach when it comes to building brands is the way to go. And this is exactly what Nigel talks about during our two-hour conversation while in Kuala Lumpur for the recent Brandfest.

“DIA was one of the first companies in London to talk about branding”, he says. Founded in 1983, Nigel joined the company that same year as Associate Director, and helped to build up the company from about 25 staff to over 100 in the 1980s.

HIS-STORYBorn in Winchester in the South of England, Nigel was educated in a boarding school in

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BRANDING HIS WAY TO THE TOP

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Ever dreamed of starting a business? Of being your own boss? Of taking your passion for something and turning it into a lucrative career?

When we think of starting our own business, and leaving the security of a fixed income behind, many people balk. After all, you not only stop drawing a monthly salary, but you’re stepping into the great unknown. You worry about the financial cost of the business, you worry about the time needed to invest in it, and most of all, you worry about failing.

Former banker Maresa Ng shared these worries as well. But after a few years of sitting behind a desk and declining loans for Small and Medium Enterprises (SME) on the basis that their business model needed more work, or that their financials were unhealthy, she decided that she would much rather help these businesses than turn them away. And the only way she could do it was to become a business coach.

Almost six years later, she now runs a successful coaching business (Spark Activators Sdn. Bhd.), is a certified and award winning coach at ActionCOACH’s Asia Pacific Conference, and has recently launched her own book “Maresa Ng’s Guide to Starting Your Own Business”. So what led her to seizing the day and making the conscious decision to take that leap of faith?

MAKE PASSION

YOUR BUSINESSChasing her passion has paid off big-time for business coach and new author Maresa Ng. By Suloshini Jahanath

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► S O C I A L M E D I A ◄

A GUIDE TO SOCIAL MEDIA FOR B2B COMPANIES Get social media savvy and boost your B2B to heady heights of success!

lthough social media has been around for some time now, it took some years before businesses started appreciating its potential in the world of marketing.

Those in B2B industries were even slower to embrace social media marketing, instead assuming it to be something better suited to B2C companies. As has long been the case with online marketing, things are continuing to change rapidly, and today, the vast majority of B2B companies are jumping on the social media bandwagon too.

While there are many, sometime subtle, differences between B2B and B2C Social Media Marketing (SMM), the core concept is much the same. As is the case with any type of company, social media plays a major role in the decision making process, and it presents the opportunity to build meaningful relationships, generate leads, influence potential customers and conduct essential market research. This guide explains how to execute a robust SMM campaign, make the best use of the tools available to you and track your ROI thereafter.

A

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► A D V E R T O R I A L ◄

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► O P E R AT I O N S & S T R AT E G I E S ◄

BBUSINESS INTELLIGENCE

LAYERING REPORTS FOR PRESENTATIONBusiness Intelligence reports ranging from high level data to base data ensures an improvement in efficiency across the board.

usiness intelligence (BI), normally collated and presented by a business analyst, can provide a competitive advantage to a business. The analyst's job is to provide valuable

information that will assist in key business strategy and decision making. A BI report can be anything from a competitive analysis to trend forecasting and may be produced for a specific department, a key person or all employees within a business.

The purpose of a BI report is to provide knowledge. To be truly useful, a BI report has to present this knowledge in a format that can understood by all who study the report. It's common for a BI report to be passed to multiple departments and personnel and, therefore, the report has to be structured in such a way that readers are able to extract the information required for their specific requirements. The

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FATAL MISTAKES ECOMMERCE ENTREPRENEURS MAKECarve a niche for your business online no matter how small it is – and do it right! By Patrick Ebarle7

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During his MIM ambassadorial brief in July, Japanese Ambassador to Malaysia, His Excellency Dr. Makio Miyagawa, discussed how economic

policy shifts from the new government regime have revitalised the Japanese economy. He also revealed his personal theories on Japan’s highly

regarded culture of innovation in an intriguing session.

A CULTURE INGRAINED WITHIN INNOVATION

► L E A D E R S H I P ◄

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aizen” is Japanese for “good change”. It is a Japanese business philosophy of the continuous improvement of working practices and personal efficiency, a key reason perhaps of Japan’s past

global economic dominance. Now, in the aftermath of the global financial crisis and subsequent market collapse, Japan’s economy is done licking its wounds and is quietly picking up the pace in its recovery.

Japan’s growth rate in 2013 was an encouraging 2.3 per cent. Business investment has risen to 69 trillion yen in the first quarter of 2014. Business sentiment levels for SMEs are at their highest in the last seven years for manufacturers, and in the last 22 years for non-manufacturers. The number of new businesses has increased to a rate of 5.1 per cent and unemployment is below 4 per cent, the lowest since 2008.

Key policies in the government’s 5.5 million Yen stimulus package have certainly helped to lead the recovery. Regulatory measures included in the package include immigration relief for foreign talent, strategic investment in valuable human capital and the lowering of taxes. A number of concrete growth programmes were also announced last month, aimed at fulfilling specific economic

objectives such as attracting investment into Japanese companies and Japanese technology, human resource development and increasing investment into R&D projects.

For all these positive steps taken, His Excellency Dr. Makio Miyagawa, the Japanese ambassador to Malaysia, also believes Japan owes a great deal to the traditional business innovation culture of Japanese management; a culture that has been cultivated over centuries in Japan, and without which, he believes, the economic recovery would not have materialised so swiftly and so smoothly after such setbacks.

Such a traditional innovation culture is illustrated in the following amongst Japanese businesses and families:

• The entrepreneurial spirit of developing ideas for new products and services together with top engineers, then investing in R&D to bring them to the country.

• The spirit of loyalty towards company and society, and the spirit of teamwork so as to cooperate for the good of every member of society and the company.

• The spirit of humanity amongst management and workers in order to create harmony in society and within companies.

• The spirit of discipline and devotion towards society and company, and the thrifty spirit of saving resources, while increasing efficiency and cost effectiveness.

While perhaps Japan’s focus on its traditional principles had in the past resulted in an introverted culture that did not react to external factors, Dr. Makio believes the new strategies and reforms are an important admission to this deficiency and strategically improves Japan’s economic environment.

EXCERPTS FROM THE Q&A SESSION WITH HIS EXCELLENCY DR. MAKIO MIYAGAWA

In the excerpts below, taken from the Question & Answer session held after his talk, Dr. Makio offers a rare and candid glimpse into Japan’s rich history of innovative thinking.

Q: Much money has been spent on Intellectual Property and R&D in Malaysia, but the resulting innovations have difficulty reaching the market. In Japan, big brands like Sony are constantly innovating. How can we achieve a higher level of innovation?

"K

IN MALAYSIA, SMEs SHOULD BE ENCOURAGED TO SPECIALISE, AND OVER TIME, YOU WILL FORM A VERY STRONG BASE OF SMEs WITHIN THE ECONOMY.

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► A D V E R T O R I A L ◄

n line with the spirit of Hari Raya, Nilai Springs Resort Hotel recently hosted 40 children from Pertubuhan Rumah Anak Yatim Miskin Daerah Kuala Langat together with members of the media to its annual Majlis Buka Puasa Bersama

Rakan Media & Anak-Anak Yatim. The evening saw the children being

feted to an array of festive treats specially prepared by the culinary team headed by Acting Executive Chef Mat. The highlight of the day was the distribution of duit raya to the children to mark the Raya festive mood. A mock-up cheque of RM8000 was handed over by G K How, General Manager of Nilai Springs Resort Hotel, to the Honorary Treasurer Haji Mohd Yunus bin Mansor from Pertubuhan Rumah Anak Yatim Miskin Daerah Kuala Langat. “We hope that the little we have provided them will help ease their financial strain in running the home”, How said.

Over the years, Nilai Springs, in keeping with its philosophy of “We care, we share”, has been giving back to the community by hosting charity events during national festivities for underprivileged children from all walks of life. The event was organised as part of the hotel’s corporate social responsibility for the underprivileged.

The fund raising campaign is held throughout the year and during the Muslim fasting month, the hotel managed to raise more funds through its Sajian Putra Nilai’s Ramadhan buffet dinner. “It was truly 1Malaysia as our Ramadhan buffet dinner was not only patronised by Muslims but non-muslims as well. Malaysian generosity knows no bounds for it can be called upon time and again to help out when the need arises”, said How. He added that the hotel

was always mindful of its corporate social responsibility and the recent Ramadhan annual fundraising campaign was one of the ways it showed its support of the less fortunate. Pertubuhan Rumah Anak Yatim Miskin Daerah Kuala Langat is a brainchild of Datuk Haji Abu Bakar bin Haji Abdul Hamid who helped set up the home in 1994 to help orphans and children from hard-core poor families. The home houses 30 children aged between seven and 17 years. m

Nilai Springs Resort Hotel hosts an evening of food and fun for underprivileged children.

By Sangeetha Kalaichelvam

‘BUKA PUASA’ TREAT FOR KIDS

I

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► L E A D E R S H I P ◄

ORGANISATION CITIZENSHIP BEHAVIOUR

AND LEADERSHIPOrgan (1988) defined organisation citizenship

behaviour (OCB) as the individual’s behaviour that is discretionary; not directly or explicitly recognised by the

formal reward system. By Sofiah Kadar Khan

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is incorporating changes and making changes to the current situation in the organisation and driving followers to a new vision for success. Transformational leadership also has been associated with positive changes in organisation culture and learning as proven by Achua and Lussier (2010) and further elaborated on by Achua and Lussier (2010). It is a form of leadership which uses the power of charisma to create excitement among followers by providing them with a compelling vision. Probably, if leaders were to adapt to a transformational leadership style in managing their employees by driving them towards change, this may not only result in a higher quality relationship between the leaders and followers but also will be able to elicit

TRANSFORMATIONAL LEADERSHIP HAS BEEN PROVEN TO PROVIDE HUGE

BENEFITS FOR THE PRODUCTIVITY OF AN ORGANISATION ESPECIALLY TO INCREASE

ORGANISATIONAL PERFORMANCE.

OCB among their employees, which further improves the functioning of the organisation. Leaders should use this leadership style as a channel to incorporate quality relationships and not just ignore the situation if they are unable to create a high quality relationship with their followers. Neither should they be selective thus creating an in-group or out group among the members of their organisation. We can’t deny the fact that leaders are selective about who their favourable employees are but the unfavourable ones shouldn’t be segregated and not given support. To further improve their performance. Leaders should look into adapting the appropriate style of leadership to adapt to the situation and have an objective in mind to achieve quality relationships with their employees. Perhaps incorporating a transformational leadership style can be a channel to achieve this and it will automatically be able to encourage employees to elicit OCB. An organisation has a lot to gain if their employees willingly perform OCB because it will require less monitoring and more effective functioning of the organisation. m

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BEST FORSUCCESSPERSONALITY

STAR TROOPERFormer beauty queen, Selina Perera, has ventured far beyond the crown to gain a stronghold in management, and her passion for taking on challenges has driven her to success as Manager of Client Relations, Pinewood Studios Malaysia.Compiled by: Sharmini M.RethinasamyPhotography: Prem Anand

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HOW DID YOU COME TO BE MANAGER OF CLIENT RELATIONS, PINEWOOD STUDIOS?Having worked closely with the CEO and his pioneer team, it became apparent that managing clients/vendors was an area that I excelled in.

Attention to detail, a warm and cheerful disposition as well as reliability were key to being selected from a pool of other candidates to develop this new department. Of course, industry experience played a part too!

WHAT ABOUT YOUR WORK MOST EXCITES YOU?Project Management (Event) is a new revenue stream that I am instrumental in developing at the studios. Having a relatively free hand in decision making, administrative structures and client management allows for creative ideas and more efficient and effective deliverables.

WHAT ARE THE QUALITIES YOU LOOK FOR IN BUILDING A TEAM?Initiative, reliability and creativity.

DO YOU HAVE A FORMAL PROCESS FOR PROBLEM-SOLVING? Yes I do! A simple formula of breaking down the problem into parts (bridges). I approach specific parties that the part involves and…• Ask for possible solutions• Get a commitment to assist/solve that part: Completion date/trouble-shooting solution• Ensure that some contingencies are provided (time/back-up plan) to avoid further client discontentment

AND CAN YOUR OUTLOOK BE LEARNED, OR IS IT INHERENT TO YOU? Of course it can be learnt!

HOW DO YOU PREPARE YOURSELF FOR CHANGE? I imagine myself in the “new” situation.

HOW DO YOU APPROACH RISK?I weigh the pros and cons and identify risk(s) through a process of probability.

WHAT IS THE BEST ADVICE YOU HAVE EVER RECEIVED?Try and try until you succeed… My mom would have Post Its on the fridge and this was her favourite!

WOULD YOU CHOOSE SHORT-TERM COMFORT OVER LONG-TERM BENEFIT? I prefer long-term benefit, I am not afraid of discomfort knowing it is short term. This is because if it is something I really want, every effort would be worth the time and work! It just makes success a lot sweeter!

WHICH MOVIE, IN YOUR OPINION, BEST SERVES AS AN IMPORTANT LESSON FOR ANY MANAGER OR CEO?The Devil Wears Prada is inspiring because it proves that everyone has issues, bosses alike. Through the lead character’s hard work and perseverance, she managed to prove her worth.

DO YOU BELIEVE THAT YOUR INNER LIFE DETERMINES YOUR OUTER SUCCESS? IF SO, HOW DOES IT APPLY TO YOU?For sure!! Simply because your self-discipline often spills over and is applied to everything outside. I often treat people like how I want to be treated. No one is superior, it’s just circumstances that make us different. I have learnt that at any given moment, my life could change. This keeps me grounded and appreciative of what I am/have. m

CREATIVITY FOR ME IS LIKE PETROL TO A CAR!

I USE IT EVERY DAY IN MY WORK AND PERSONAL LIFE. THIS ALLOWS ME TO LOOK

FOR UNCONVENTIONAL SOLUTIONS.

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BEST FORSUCCESS

IDEAS

DETERMINE YOUR COMPETITIVE ADVANTAGEHow to use SWOT analysis to stay ahead of thecompetition!Every day companies seek to overcome their competition and stave off the emergence of new rivals. The business environment constantly evolves and any company hoping to maintain its competitive advantage must be prepared to change with it. Luckily, there exists a useful tool that can help companies prepare for such threats -- the SWOT Analysis. SWOT stands for Strengths, Weaknesses, Opportunities and Threats. Used properly, a SWOT Analysis can show a company's advantages and disadvantages when compared to current and emerging competition.

STRENGTHS When looking at your company's strengths, focus on what advantages your product/service has from your point of view and from that of your customer. Also, look at the processes you use to provide your product/service and their advantages. When you have compiled your list, compare it to the competition in that industry. Eliminate those items from your list that appear to be industry-wide standards and focus only on the true strengths that set you apart from competitors. WEAKNESSES When constructing your weakness list, think again from your perspective and from someone viewing your company from the outside. Where does your business need to improve? What does the competition perform better than your company? Don't sugar coat or dial down your finding. Be open with what you perceive to be your company's shortcomings.

OPPORTUNITIES Your company's opportunities ultimately sprout from its strengths and weaknesses. Maybe your product/service has strengths that remain hidden from your target market. Or perhaps improving or removing a weakness will greatly increase your company's competitive advantage. Opportunities provide chances for your company to grow and should not be taken lightly. THREATS Ask yourself this question: How is your company's competitive environment changing? Will those changes negatively affect your company if you can't keep up? Take a look at your company's weaknesses. Could any of these lead to your company's demise? Assessing the threats to your company's existence can show you what needs to be done to not only stay competitive, but to also stay relevant as a business.

Performing a SWOT Analysis on your company can really open your eyes to where your company stands in the marketplace. Also, conducting a SWOT Analysis for your competition will inspire you to action with regard to their competitive advantages and disadvantages. Be realistic when conducting your analyses. The benefits from doing so may mean the difference between going to the bank and going through a bankruptcy.

Mandarin on Dubai’s Golden SandsMandarin Oriental Hotel Group will manage a luxurious urban resort in Dubai, in the United Arab Emirates, which is currently under development and due to open in 2017.

Mandarin Oriental, Dubai will be located on Jumeirah Beach Road, with direct access to the golden sands of Jumeirah Beach – one of the most sought-after waterfront locations in the city. The resort’s 200 luxurious rooms and suites will include 12 spacious and exclusive over-the-water villas, accessible via a private bridge. Each villa will have its own infinity edge pool and a private swim platform, allowing for direct access into the calm waters of the Arabian Gulf.

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10 STUNNING DESTINATIONS FOR

NATURE LOVERSNot for the faint hearted, these destinations promise a lot of adventure and bonding with Mother Nature’s treasure trove… just don’t mind the leeches!

By Charles Owen-Jackson

BEST FORSUCCESSVACATION

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Our planet is full of surprises and otherworldly places, including some which many of us don't even know exist. From the majestic mountain ranges of the Caucuses and Central Asia to the vast icy plains of the Arctic and the lush rainforests of the Amazon, the Earth has no shortage of sights to offer the most adventurous and discerning of nature lovers. This list takes a look at 10 of the most beautiful natural wonders of the world. 1. MOUNTAINS OF THE CAUCUSES The Caucuses Mountains span the stretch of land between the Black Sea and the Caspian

Sea, partly in Europe and partly in Asia. An exotic land steeped in history and famed for its magnificent, panoramic mountain views, the Caucuses remain largely unexplored by tourists. While certain regions are politically volatile and best avoided, there are many others which are slowly but steadily gaining ground in the tourism scene. Georgia is one of them, a wonderful country renowned for its warm hospitality, unique culture, wonderful scenery, ancient towns and its bizarre language and alphabet. Though much of the country is alpine, the most beautiful region is undoubtedly Svaneti, a place dominated by

Panoramic view of Greater Caucasus at sunrise from Mt.Elbrus. Caucasus Mountains, Russia

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BEST FORSUCCESSVACATION vast mountains such as Ushba, huge swathes

of forests, deep gorges and extremely ancient towns and villages. 2. SAVANNAHS OF THE SERENGETI If magical views which look like something out of a fairy tale come to life, combined with some of the world's most revered megafauna appeals to you, then look no further than the Serengeti, a unique ecosystem spanning northern Tanzania and south-western Kenya. One of the Seven Natural Wonders of Africa, and home to the world-famous Serengeti National Park, this savannah region is one of the best places in the world to see wildebeests, hyenas, zebras, buffalos, giraffes, lions and gazelles. The region is home to the world's largest animal migration, where herds of wildebeest and zebra roam endlessly around the vast plains in search of the best grazing. The Serengeti is not just about the animals either – it is also home to some stunning unspoiled scenery from vast savannahs to great rivers.

3. THE TUNDRA OF SVALBARD Some of the world's most unique and unspoiled places are also some of the coldest and most inhospitable. While a trip to the freezing north might not appeal to everyone, the Norwegian-administered Arctic archipelago of Svalbard presents some interesting possibilities for the adventurous nature lover. Well beyond the Arctic Circle, Svalbard has a permanent population of well under 3000, and there are more polar bears there than people. The coastal regions of the islands have a cold tundra climate, while the mountainous interiors are permanently covered in ice, snow and permafrost. During the summer, the sun never sinks below the horizon, while during winter, it never rises, making way for the otherworldly Aurora Borealis, the most spectacular natural light show on Earth. 4. THE STEPPES OF MONGOLIA Although well over twice the size of Texas, Mongolia has a population of under three

Night Sky Stars, clouds and Northern Lights mirrored on calm lake in Yukon, Territory, Canada.

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hen you have a multiple-time Formula 1 Champion at your disposal, it’s safe to assume you’ll make full use of him. That’s what Infiniti has done

with Sebastian Vettel, the brand’s Director of Performance, who aided in the development of the new Infiniti Q50. Harnessing the four-time world champion’s supreme driving senses and passion for performance, the Q50 is the beneficiary of all of Vettel’s input, which has made this new sports sedan one of the most dynamic vehicles on the road today.

But drive dynamics aside, the Q50 also adds a new dimension to the Infiniti badge as it reflects the direct influence of the brand’s

LEADER OF THE PACK The Infiniti Q50 paves the way for the brand for future models, and it’s a pathway laden with premium performance and high technology. By Richard Augustin

exciting new design language. Sporting an aggressive stance, a silky smooth silhouette and stunning 17-inch twin five-spoke aluminium-alloy wheels with performance run-flat tires, the Q50 looks the part of a premium sedan that can truly go the distance. With a signature double arch grille, a muscular wave shoulder-line and crescent-cut C-pillar, the Q50 exudes assertiveness from every angle, and quite effortlessly sends home the message that this is a car that isn’t to be trifled with.

That very same message is carried through what Infiniti has transplanted under the hood of the Q50. The sports sedan is powered by a responsive and highly efficient 2.0-litre direct-injection four-cylinder turbo engine, which delivers 211hp of power and 350Nm

BEST FORSUCCESSMOTORING

W

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of torque. This allows the Q50 to sprint from 0 – 100km/h in just over seven seconds, while consuming just a litre of fuel per 13.6km. Keeping all those ponies in check is a seven-speed buttery smooth automatic gearbox with manual mode and Downshift Rev Matching.

The vehicle also benefits from high-tech additions like a steer-by-wire system, which was developed after more than 10 years of research and Direct Adaptive Steering, which provides unprecedented driving comfort, safety and steering precision. The Q50 also sports an Active Lane Control system, which uses a camera-based technology to further enhance lane-keeping capability and safety.

On the inside, Infinity continues to stick to the script with a thoughtfully laid-out interior that befits the Q50’s performance and luxury pedigree. The cabin is lush with material quality and luxury appointments as well as technological refinements taken to a new level. Occupants can relish in the leather-appointed seating whilst the clean structure of the dashboard benefits from dual full-colour touchscreens that can quite literally take care of the driver’s and passengers’ needs at the swipe of a finger.

The Q50 boasts a highly customisable cabin environment with a programmable i-Key system that recognises and adjusts seating, climate, audio, navigation and telematic settings for up to 4-drivers. In the entertainment department, the Q50 banks on a high-quality Bose® 14-speaker Studio on Wheels® premium audio system.

Other on-board extras include an Infiniti Drive Mode Selector which allows customisation of engine and transmission mapping as well as steering effort and response and Around View Monitor with four camera technology, Rear View Monitor with front and rear sonar system and LED headlights with integrated Daytime Running Lights.

Considering its long list of tech toys, a sporty look and performance to match, the Q50 should prove to be an enticing buy for drivers looking for a vehicle that provides the proverbial bang for your buck. Priced at under RM250,000, the Infiniti fits nicely into that department as it exudes European standard refinements, performance as well as dynamics but with Japanese reliability and efficiency. And you get all of that with a four-time Formula 1 champion’s seal of approval and a not too overtly extravagant asking price too. m

THE NEW INFINITI Q50 HARNESSES FOUR-TIME WORLD CHAMPION SEBASTIAN VETTEL’S SUPREME DRIVING SENSES AND PASSION FOR PERFORMANCE.

SPEC CHECKINFINITI Q50 2.0GT ENGINE 2.0-liter 16-valve In-line 4, Direct Injection with Piezo injectors, turbocharged with intercooler TRANSMISSION Electronically controlled 7-speed automatic with Adaptive Shift Control (ASC)HORSEPOWER 211 hp @ 5500 rpmTORQUE 350Nm @ 1250-3500rpmFRONT SUSPENSION Independent double-wishbone with coil springs over Dual Flow Path® shock absorbers, stabilizer barREAR SUSPENSION Rear Independent multi-link with coil springs over Dual Flow Path® shock absorbers, stabiliser barFUEL CAPACITY 80 Litres PRICE RM248, 800

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here is a logical reason why Gen Y is the way it is and it is helpful to understand it. More importantly, whatever Gen Y’s characteristics may be, if we are good leaders, we will be

able to work with them and bring out the best in them. There are no attributes possessed by Gen Y that cannot be successfully managed, nurtured and channelled in a beneficial way by a good leader.

We believe urban legends and misplaced media headlines drive much of the negative image of Gen Y. We also believe one or two “real life” examples that support these “urban legends” can quickly be seen as validation of one’s prejudice and become viewed as the norm and not the exception. There may be a tendency to look at one or two exceptions and ignore the tens of thousands of stories that are not in the media and do not “go viral” on the Internet. Only the unusual and extreme tend to “go viral”.

Our research into the common myths has been supported over and over by our audiences when we discuss Gen Y. Around the county and around the world we hear very similar things. Let’s look more closely at the seven major myths about Gen Y that have developed over time.

MYTH 1: GEN YERS ARE SLACKERS OR LAZYThis is one of the most repeated prejudices we hear about Gen Y. In 2008, we conducted a national survey and asked Baby Boomers, Gen X and Gen Y to rank what qualities make someone successful. (In 2008, we did not include the Traditionalists.)

We redid the survey including Traditionalists, and asked folks to rank virtues like leadership, communication skills, efficiency, time management and so on. The top virtue chosen by Traditionalists, Baby Boomers, and Gen X was “hard-working” (in 2008 we had nearly identical results).

It was not surprising that these generations, given their outstanding work ethic, chose hard work as the number one choice. What might surprise people is that Gen Y, just as in 2008, also chose “hard-working” as the number one virtue. They clearly understand the connection between hard work and success.

GEN Y NOW

The millenials and the evolution of leadership.By Buddy Hobart and Herb Sendek

T

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f you stroll north across Manhattan’s Union Square, you will come upon the Decker Building. This is where Andy Warhol’s legendary Factory was based in the 1960s and 1970s, where Lou

Reed and Mick Jagger hung out with Truman Capote and Grace Jones. The Factory manufactured art and lifestyles.

In 2006, the Decker Building became the latest Manhattan store of PUMA, itself a dominant lifestyle brand. Nobody was surprised to find PUMA in this trendy location. Seven-time Formula One world champion Michael Schumacher had all but lived on the winner’s podium for the past decade, and Italy had just won the World Cup; each clad in PUMA. At the same time, DJs and hipsters had taken to PUMA, and while major competitors continued to bet on sports products as their main sales engine, PUMA had redefined its business to generate three-quarters of its revenues from lifestyle products. And along the way, the company had become a leader in sustainability.

A CULTURE OF PURPOSEHow to choose the right people and make the right people choose

you. Discover how Jochen led PUMA from last to lasting. By Christoph Lueneburger

BUT IT HAD BEEN A LONG ROAD TO GET TO THIS POINT.When Jochen became CEO of PUMA at age thirty, he took the helm of a company on the brink of bankruptcy. It was 1993, and in the three years since Jochen had joined the company to lead marketing for PUMA’s shoes, he had seen as many CEOs come and go. He faced not only the internal challenges of a company that had lost its way but also the external ones symptomatic of a conservative business culture. In contrast to Mitch Seavey becoming the oldest person to win the Iditarod, Jochen was the youngest person in history to head a German public company. Nevertheless, he similarly relied on a distinct and courageous strategy.

Coming in at a moment of crisis, Jochen took a long-term, strategic view of the challenges ahead with a five-year planning horizon. His vision? Transform PUMA into the most desirable lifestyle brand in the world of sports. No small task: A lifestyle brand captures the vibe of a culture, and

I

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BOOKREVIEW

JOCHEN’S COMMITMENT TO BUILDING A LIFESTYLE BRAND REQUIRED CREDIBLE LIFESTYLE

AMBASSADORS.

that is difficult to do if your products are piled on discount tables. Nonetheless, Jochen had a strategy for revival that would get PUMA there. But first things first: PUMA needed a hands-on turnaround.

REVIVING THE BALANCE SHEETJochen had to stop the haemorrhaging of the business. PUMA had not turned a profit since the mid-1980s, and many viewed Jochen as its designated undertaker. Having initially studied medicine as the son of a doctor before switching to economics, Jochen now found himself the doctor of an ailing business that badly needed a cure – and fast.

He went at it with gusto, consolidating distribution to simplify the company’s footprint and merging departments to accelerate decision making. Although many of these changes revealed strategic insight, others were more tactical given the need for speed. Predictably, Jochen faced a backlash when he drastically restructured the company and had to reduce the ranks of employees in Germany. Most importantly, however, Jochen created profit centres throughout PUMA to drive accountability.

These measures cut deeply, and they resulted in PUMA’s turning a profit less than a year into Jochen’s tenure as CEO. And, as soon as he had the breathing room, he initiated the second element of his strategy, which was the revival of the PUMA brand.

REVIVING THE BRANDJochen stated in simple terms the opportunity he found: “PUMA had been a great brand in the past. It just had to be rejuvenated”. Proving his indifference to the scepticism he himself faced about youth on the executive floor, in 1994 he recruited American hipster Tony Bertone, who was then twenty-two years old,

Title: A Culture Of PurposeAuthor: Christoph LueneburgerISBN: 978-1-118-81456-7Publisher: WileyPages: 272Price: RM87.80

to lead PUMA into the clubs and boutiques where trendsetters were hanging out. This hire was emblematic of Jochen’s commitment to building a lifestyle brand, which required credible lifestyle ambassadors.

What Jochen wanted was results, not pedigree. Indeed, Tony, who did not go to college, rocketed from youth consultant to global director of brand management by the time he was twenty-five, ultimately becoming chief marketing officer. The kinds of things Tony did to win Jochen’s trust were all about lifestyle. For example, Tony dreamed up the concept of PUMA City, an award-winning modular space made of two dozen shipping containers, which, rather than being discarded, were repurposed to be set up at every stop of the around-the-world Volvo Ocean Race that PUMA sponsors.

Although Jochen was clearly willing to bring on additional talent in his area of expertise – marketing – he all the while was not only CEO but also CFO of PUMA, because he wanted to personally manage the conflict between reducing costs and growing PUMA. “When you drive a car, you need to control the gas pedal and the brakes at the same time”, he explained. “I saw a disconnect between finance chiefs trying to hit the brakes, and the CEO who wanted to accelerate. I felt I needed to drive this car initially myself”.

PUMA’s revival became supercharged five years into Jochen’s tenure as CEO. He now had created enough financial strength to be bold, and began to partner with hip designers, such as Alexander McQueen and Philippe Starck. PUMA had not only reached the leading edge of its industry, but continuously defined that edge. This positioning allowed Jochen to return to the founding spirit of PUMA, which was anchored in the brand’s affiliation with outlier athletic talent. Only now it was no longer Jesse Owens, Diego Maradona and Pelé, but the likes of Serena Williams, Oscar De La Hoya, and Usain Bolt – all of whom PUMA signed not only because they were athletes on their way to greatness but also because they refused to bow to conformity along that way.

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THE ROAD TO REINVENTIONHow to drive disruption and accelerate transformation.

N ike is innovative. Sure, you might say, Nike was innovative back in 1964 when it invented the modern athletic shoe. But, is the company still a strong

example of reinvention today?You bet it is.In fact, since the 1960s, Nike has strung

together a series of innovations in the same way Motown Records kicked out hit after hit. Reinvention is in Nike’s bones, and the company hasn’t slowed down since that original waffle shoe.

Fast Company ranked Nike the most innovative company of 2013, beating out tech giants like Apple and Amazon because of two breakout Nike products that year. The first was a wearable rubber wristband that measures physical activity throughout the day, helping consumers reach their health and fitness goals. The Fuel Band boasts a clean design, easy-to-read display with 120 LED indicators, and, of course, full sync capabilities to your smart phone. Nike’s second big product breakthrough of the year was the Flyknit Racer, a completely reimagined shoe created from knit

threading instead of multiple layers of fabric. The design challenged engineers to rethink their entire production system, but yielded a 27 high-demand breakthrough in sports shoes that weigh significantly less than anything else on the market.

Nike’s CEO, Mark Parker, reaffirmed his commitment to innovation: “One of my fears is being this big, slow, constipated, bureaucratic company that’s happy with its success. Companies fall apart when their model is so successful that it stifles any thinking that challenges it”.

The business results are as impressive as the innovations. In 2012, Nike’s revenue was up 60 per cent since 2006 to $24 billion and profits were up 57 per cent. Wall Street took notice and gleeful investors celebrated the doubling of Nike’s market capitalisation.

How has Nike been able to stay relevant, continue to innovate, and remain a force that tops the most-admired lists? The simple answer is “its culture”. Nike’s forty-four thousand team members feel empowered to take responsible risks and let their imagination soar. They focus on where they are headed, not just where

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Practical lessons from the world's leading employers.

By Richard Mosley

EMPLOYER BRAND MANAGEMENT

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Y ou can judge a company by the people that it keeps. Great companies attract and keep great talent. Talented people

choose to come and choose to stay because they feel their pay and opportunities are better than any other organisation they might consider. But for the best companies, there is also an X factor. In the same way that leading

companies strive to deliver uniquely valuable products and services, they also seek to shape a distinctive organisational culture and brand identity. The shared behaviours and beliefs that define this culture can deliver significant competitive advantages. A strongly shared sense of culture and purpose can drive extraordinary levels of motivation, loyalty and performance. A crystal-clear focus on a handful of key qualities, like creativity or simplicity or agility, can likewise provide your organisation with capabilities that others will find difficult to match. This powerful combination of differentiating capabilities and distinctive cultural identity helps to attract the "right" kind of talent. It

generates employee pride, advocacy and commitment. It also helps you deliver unique products and services. The question is: How do you define the qualities that make your organisation special? And, once defined, how do you communicate, shape and measure these qualities? For many of the world’s leading employers, the answer to this question is employer brand management.

When Simon Barrow and I published The Employer Brand in 2005, there was only a handful of companies applying brand thinking to people management in the integrated way we suggested. The hypothesis was simple. We believed that applying the best of brand management to people at work would bring many of the same benefits that this discipline had brought to the attraction, engagement and retention of customers. There was not a hard and

fast business case at the time, but the hypothesis clearly resonated with a great many people. If you’re clear and consistent in setting out the benefits of working for your organisation, and if you deliver an employment experience in line with these promises, then you’re more likely to develop a positive employer brand reputation, and attract, engage and retain the right people. Whether organisations found their own proof for this argument or not, a significant number of leading companies have since adopted some form of employer brand management thinking.

WHY SHOULD COMPANIES INVEST IN EMPLOYER BRAND MANAGEMENT?Over the last few years, the Boston Consulting Group and World Federation of People Management Associations (WFPMA) have conducted a number of research projects exploring the relationship between people practices and performance advantage. In their 2012 study, they surveyed 4288 HR and non-HR managers in 102 countries on their current HR capabilities and strategies, and then compared these findings with the financial performance of each company. Their overall findings confirmed that good people practices confer a performance advantage, but the correlation between specific practices and key measures of business growth were particularly relevant to the contents of this book. As Table 1.1 illustrates, the four most impactful people management practices were either directly (in the case of employer branding) or indirectly (in the case of many organisations’ approaches to recruitment, on-boarding, retention and talent management) linked to some form of employer brand management.

The other factors in this study that demonstrated a lower correlation with performance were: Managing diversity and inclusion; managing change and cultural transformation; actively using web 2.0 for HR and managing associated risks; strategic workforce; delivering critical learning programmes; managing corporate social responsibility; transforming HR into a strategic partner; health and security management; managing flexibility and labour costs; restructuring the organisation; managing work–life balance; and managing an ageing workforce.

IF YOU’RE CLEAR AND CONSISTENT IN SETTING

OUT THE BENEFITS OF WORKING FOR YOUR ORGANISATION, AND

IF YOU DELIVER AN EMPLOYMENT EXPERIENCE

IN LINE WITH THESE PROMISES, THEN YOU’RE

MORE LIKELY TO DEVELOP A POSITIVE EMPLOYER BRAND REPUTATION, AND ATTRACT, ENGAGE AND RETAIN THE

RIGHT PEOPLE.

management 88

BOOKREVIEW

he findings of the Platinum Study have the potential to change the way we think about leadership. The stereotypical image of the hard-nosed Ivy League boss who's

always looking out for number one may ring true somewhere, but it completely fails in the upper echelons of leadership. View From The Top will surprise readers by demonstrating the compassion, hard work and humanity that unites most influential Americans. For the first time, Michael Lindsay reveals the characteristics and behaviours of the people who shape the world we live in.

TAXING THE PERSONAL LIFEThe majority of leaders say their professional success has cost them something personally. One leader poignantly realised just what

LEAD WITH YOUR LIFEFind ways to achieve this because life’s much more than a job.

By D. Michael Lindsay and M G Hager

The had lost at his son’s wedding rehearsal dinner: “He’s talking about a memory of his mom teaching him to play catch in the front yard. And I’m sitting there thinking, ‘That should have been me’”. In addition to the long hours, these positions come with heavy travel commitments. A surprising number of these top leaders work in a different city, state, or even continent from where their families live. Even leaders whose offices are in the same cities where their families reside can travel for as many as half the days in a year. When leaders travel this much or commute between cities, they can feel like “a person without a city”, as one put it, restless and never truly at home anywhere. The combined forces of long hours, travel and constant scrutiny leave leaders with little time or energy to invest in their personal lives. For women leaders I interviewed, this

management 92

BOOKREVIEW

During the past decade, while leading strategic thinking workshops around the world, I’ve recorded a list of nearly 40 challenges that managers have

said prevent them from effectively developing,

STRATEGY CHALLENGESA run-down of the most common challenges that prevent managers from managing strategies. By Rich Horwath

TOP 10communicating, and executing strategy. Honing my study down to 25 companies and the responses of more than 500 managers, the top 10 strategy challenges and the frequency of each challenge by company are listed in the table below.

STRATEGY CHALLENGES CHALLENGE PERCENTAGE OF ORGANISATIONS1. Time 962. Commitment (buy-in) 723. Lack of priorities 604. Status quo 565. Not understanding what strategy is 486. Lack of training/tools for thinking strategically 487. Lack of alignment 488. Fire fighting (being reactive) 449. Lack of quality/timely data and information 3610. Unclear company direction 32

management 96

► C H A I R M A N ' S V I E W ◄

By Datuk Seri Mohamed Iqbal

harity, it is said, “begins at home”. Basically, philanthrophy, personal or corporate, should look at the concerns of near and dear before embarking on a wider social or global purpose.

There was a time when the notion “business of business is business”, was strictly adhered to, and the firm was established “to maximise profit”. Shareholder interest superceded all other objectives, which were either ignored or sidelined. The situation is drastically different under the concept of corporate social responsibility (CSR), which has become an important business consideration now.

A business is not a stand-alone, isolated unit, independent of the ecosystems that provide direct and indirect sustenance and nourishment for its sustainability. Businesses can thrive only when they address and meet their varied and diverse obligations to stakeholders, in addition to profit to shareholders. These other obligations are now equally important if not more, to the profit motive.

Under a regime of increased statutory and ethical governance, general consumer activism and stakeholder engagement, businesses are often forced to comply with standards and norms that have become part

CSR SHOULD BEGIN AT THE BUSINESS PREMISES!

and parcel of normal business conduct. Many business organisations have gone beyond statutory compliance and have self-instituted measures to align with the broader issues of society and the nation. Thus, elements of corporate consciousness have crept into business strategies and policies.

Corporations attempt to make CSR an integral part of their corporate personality and philosophy. They embrace responsibility for corporate actions and encourage positive impact on every area of direct involvement such as customers, employees and investors. In addition, the corporation’s sense of responsibility towards the community and environment are given equal importance.

By this caring and sharing approach, exploitative tendencies that once ruled businesses, were eradicated by the introduction of safeguards, both legal and ethical. This concept, which is now universally adopted provides a balance between the vested interests of the business and those of society.

From another perspective, the CSR in practice has helped to ensure safe and reliable products and services, secure employment and benefits to the work force and social needs.

CSR, at times portray donations to high profile and glamorous activities. However, serving customers with services, and fair wages and salaries for the work force should be considered a priority. Like the saying, “charity begins at home”, CSR should first look at its own internal welfare mechanisms. An exercise in CSR rich in public relations, to the neglect of its own employees and other stakeholders in business, will be a façade. m

A BUSINESS IS NOT A STAND-ALONE, ISOLATED UNIT, INDEPENDENT OF THE

ECOSYSTEMS THAT PROVIDE DIRECT AND INDIRECT SUSTENANCE AND NOURISHMENT

FOR ITS SUSTAINABILITY.

C

(CORPORATE SOCIAL RESPONSIBILITY)