Posts Tagged ‘sme’

1Malaysia Entrepreneurs (1MeT) is a National Blue Ocean Strategy (NBOS) initiative. NBOS is an integral part of the Government’s drive to transform Malaysia into a developed country and focuses on the social transformation agenda. The objective of the transformation agenda, along with the Economic Transformation Program (ETP) and the Government Transformation Program (GTP) is creating a wealthy and happy Malaysia. The aim is to have Malaysians from all walks of life grumble less about unemployment, high rate of taxes, low purchasing power, insufficient income and security concerns. In other words the objective of the transformations is to create a happy country.
The 1MeT initiative was proposed on 18 June 2013 during a National Blue Ocean Strategy Summit, as a holistic approach that cuts across and increase collaboration within various government agencies, NGOs and private sector entrepreneurship entities and networks in the country.
The objective of 1MeT:
• To strengthen entrepreneurship in Malaysia through creative collaboration among relevant ministries and agencies.
• To enable entrepreneurs from all segments of society to successfully start and grow their own businesses by leveraging public & private sector resources.
The essence of 1MeT is to enable entrepreneurs from all segments of society to successfully start and grow their own businesses. There will be plenty of programs in store to achieve that objective and the Government has outlined several entrepreneurship-related efforts to be carried out year round. One of those efforts is the creation of 5000 youth entrepreneurs every year. For this year the Ministry of Finance has decided to conduct a series of boot camps, in collaboration with Startup Malaysia to excite and expose youths to entrepreneurship.
To facilitate the 1MeT, Ministry of Finance’s (MoF) National Strategic Unit is entrusted with engaging relevant government agencies, NGOs, private sector actors, as well as entrepreneurs to formulate and propose to the government holistic entrepreneurship development strategies. This was spelled out during the 2014 budget. 1MeT will break silos between government agencies, as well as silos between government, private sector and entrepreneur networks to transform Malaysia into a dynamic entrepreneurial nation. MoF will coordinate existing entrepreneurship initiatives from different government agencies to avoid redundancies and overlapping programmes, hereby creating more efficient service delivery while avoiding wastage of government funds.
There are 5 strategic sub-initiatives of 1MeT:
1. To formulate a national entrepreneurship strategy, allocate funds, and coordinate & evaluate government entrepreneurship programmes
2. To establish special districts “Malaysia Global Creativity & Innovation (MaGIC) Centres” as the premier locations for creative start-ups
3. TTo set up physical & online one-stop “Entrepreneurship Gateways” to inform entrepreneurs of all the support programmes available to them
4. To create an “Entrepreneurship Testbeds” programme that allows anyone to try out small-scale business activities online & offline with minimal cost & risk.
5. To initiate a “5K Youth Start-ups” project to create 5,000 young entrepreneurs every year through entrepreneurship boot camps nationwide

No doubt Malaysia need lots of Entrepreneurs from small startups to hopefully Big Corporations when they mature and grow their businesses.
SMIs or IKS are the best ways to start even to just being a MicroManaged Companies.
more on this later issue at pramleeelvis.com

SME CENSUS 2011

BACKGROUND OF THE CENSUS

PROFILE OF SMEs

 

 

 

 

 

 

 

Source: SME Census 2011, Department of Statistics, Malaysia (DOSM)

The Basics of Good Management is to keep on doing well the fundamentals and practise Continual Improvement so that things become Good to Great.

Many companies failed after gaining early success while others never achieved success or profits at all!Why?

From Ramli’s experience as an employee and company owner,Ramli realized the need by Top Management to understand the fundamentals of Good Management and what are they?:

  • Q-Quality is the cornerstone of Good Business. We must ensure our products and services meet to the requirements of our global and domestic customers.Customer Satisfaction must an important focus of companies and government agencies.
  • C-Cost.Top Mgmt must always produce products and services at economical prices so that customers can afford them and we also can beat our competition by offering value for money products and services.China is reputed to be the World’s Manufacturer where they can produce products at cheap prices,with quality and in abundance with a good delivery period.
  • D-Delivery.To produce quality and cheaper products is good but to produce them with good speed or fast delivery is better and love by the customers.If one were to wait longer than our competition than our customers will buy from them and not us!Delivery like those fast food delivery shops are loved by customers and they get repeat business.
  • S-safety or security.To make quality products is important but to work safely is also important both to the business and people.Companies like making hazardous or dangerous products like ammunitions,chemicals,health risks products,oil and gas industries all need to think safety first than quality!Only with good safety environment and management can people work safely,confidently and stress free.
  • M-morale.The morale of staff or good happy company culture will ensure talents remain and retained in the company.People like a harmonious and comfortable working environment and any “company politics” or poor management on people can make talents restless and they will soon find new jobs as at times it is more of an employee market where jobs are plenty and salaries are high.Companies must know what the Voice of Employee is and at current levels so that they can take immediate or remedial actions if something went wrong or about to happen.
  • E-environment.The environment nowadays also play an important role with companies,employees and stakeholders.They want to see that the company is practising good sustainable mgmt and all the green management.They want CSR actions are in line with Global Standards and sustainable mgmt are always being the norm and gaining stronger momentum in the organisation.
  • Others.Many other factors are also considered by companies so that with new mgmt knowhow and best practices,companies can actually survive the competition and marketplace.They can maintain their existence with continual good performamce and profits plus keeping their Talents loyal and improving the business with more innovations,creativity,team working and world class performances.
These are some fundamentals where companies big and small or micro must understand and practise with discipline and consistency.At least when your company grow bigger in size,with larger turnover and profits,you can at least assure your company can sustain the business well and good.
Any interested parties,please contact Ramli +6019-2537165 or email: ramlipromoter@yahoo.com for assistance to help build your business better,safer,faster,stronger,cheaper prices and respectable brand at the marketplace etc…

Ramli wish we can futher “tapped” Tun Dr.Mahathir’s mind and innovations so that we can think of new better ways of making Malaysia Greater than what he have made Malaysia so far today!Let Tun Dr.Mahathir answer his fate with Allah SWT for all that he have done as Malaysia’s 4th PM and also as a  Political Leader cum Entrepreneur,Doctor,Carpenter etc..voicing his concerns and thoughts to all that seek his advice and views!Like all Great Persons especially in Malaysia we seem to hate or show little gratitude when the person is alive still but when they are gone,buried and no more around we start to miss them,love them like crazy and show our recoqnition and rewards when it is too late or no more important to that person!That we must take note seriously…

some regular articles written about YABhg Tun Dr.Mahathir Mohamad…

Saturday, July 2, 2011 (Ref: http://steadyaku-steadyaku-husseinhamid.blogspot.com/2011/07/mahathir-his-contributions-to-decline.html

Mahathir: His contributions to the decline in political morality in Malaysia.

What distinguish the UMNO of today and that of the time before Mahathir can be said in a few words : compassion for and the respect of the rights of the people : or to be more exact the lack of it after Mahathir became Prime Minister. With Mahathir came the decline of political morality and a corresponding decline in the moral fibre in the civil service. Since 1981 the indiscretions of elected officials and those in the civil service have become the hall mark of all things Malaysian to the extent that Malaysians are now accepting that the realities of corruption, greed and vested interests colors all government transactions. An acceptance that we are now a country in decline without much hope for recovery in the foreseeable future.

As if to emphasize this decline we are continually bombarded with scandals after scandals of the worse kind – financial, sexual and the abuse of power by high ranking public officials. What the murder of Altantuya, PKFZ, death in PDRM and MACC custody and the massive financial abuses of the nation’s wealth confirms is that Malaysia is indeed a nation in moral decline bereft of any decent political leadership : in short a nation that has lost it’s way.

And as if this was not enough our increasing economic woes are now compounded by a social and racial divide that has been deliberately and irresponsibly concocted by the BN government to divide and rule the people of our country – and by so doing have manged to hold on to power for the last 53 years!

Not only have this been done by creating a social and racial divide amongst the Malays and non-Malays but the BN government of the day has found it expedient to accelerate this racial divide by the giving of citizenship’s to legal and illegal Malay immigrants further exacerbating an already precarious and delicate racial and social problems that is now plaguing the country. Imagine what social harm the massive influx of unskilled and uneducated immigrants would do to any country that is not even able to provide basic welfare care and education to its existing people. Surely this is the act of an irresponsible and self serving government without regard for anything else but their own political survival!

At all levels of our society we now see our people in distress. Financial distress. Social distress. Moral distress. And surely a society in which its political leaders are without the controlling influence of decent morality is a society in real distress? That is the situation we now find ourselves!

The BN government has succumb to the lowest level of politics : GUTTER POLITICS : gutter politics is where the worse of human nature and behaviour in politics have not only been unleashed but rewarded! There is simply no precedent in the once grand tradition of UMNO/BN politics or of our country for the shameful manner in which UMNO/BN has now descended. In the Malaysia of today we see our Prime Minister using his office as a sanctuary from prosecution in the Altantuya murder. We see lewd behaviour by BN politicians rewarded with an ambassadorial posting to Washington! The President of MCA is more well known for his sexual hi jinks in a pornographic video then for his political prowess. Our Chief Justice though guilty of thinking with his penis rather then with his distinguish grey matter was rewarded with his judicial post giving credence to this adage :

Chief Justice : Honorary tittle given to leader’s best friend!     

And none distinguishes the depths that UMNO/BN has sunk to then the relentless attacks against DSAI – the latest of which required the use of one Child Rapist Tan Sri and two slimy Datuks.

Following the examples set by this BN government our society has followed suit. We have a corrupt and brutal Police Force which is just short of becoming a willing appendage of UMNO. The corporate world is a willing, eager and generous participant where prudent business practices are cast aside for the more lucrative political patronage on offer from corrupt politicians where the spoils on offer is breath takingly profitable at the expense of the public.

And where does all this lead to? The simple answer is to look at where we are to day : 2nd July 2011. We have a government that has virtually declared war on its people for wanting a fair, free and open election. We have a government that is prepared to risk the lives of its people in Gebeng Kuantan for Lynas – big business against the little people.

We have the Prime Minister talking up a RM 4 billion redevelopment of the city riverfront – this at a time when minimum wages are still just “to be discussed” next year, when subsidies are being “restructured” and when our hard core poor can still be seen wandering the streets of our capital and major cities, and the old are still without adequate care.  What madness is this to prioritize these mega projects when matters of affordable housing and putting food on the table for the nations poor should really be the priority?

These are some of the reasons why today in Malaysia compassion for others who are less fortunate are no longer a consideration for this BN government. Why we no longer trust this BN government to do what is right for us and for our country. And of course where moral decency has gone the same way as this BN government has gone –  into the abyss where the dregs of society resides!

Are we at the point of no return?

To answer this we need to look at what has happened after Mahathir became Prime Minister. The manner in which Mahathir consciously used race to divide and rule the country would put Malaysia on the same level as South Africa that had used Apartheid to “manage” racial inequality. Initially as the restructuring of the Malaysian society got underway there were visible images of the Malays getting their share of the nations wealth. The non-Malays accepted the necessity of this social re engineering with grace and possibly an acceptance that this must be the way to go forward if we were to be 1Malaysia.

But soon, much too soon the cosmetics redistribution of wealth amongst the Malays became in reality a grab by UMNO politicians of the nations wealth for their own keeping. The executive power vested in UMNO politicians made this too easy a task for UMNO to do and do it they did with gusto and a greed that brought with it the culture of money politics into the consciousness of the Malays in general and into UMNO in particular.

I would think that the irreversible slide towards this moral decay started when UMNO within itself accepted the use of money politics and factionalism within itself as a means of buying and staying in power. Thus began the transformation of UMNO into an organization where the needs justifies the means – and the end is always to hold on to power at any costs. Because power open doors to great wealth. No longer was UMNO there to fight the battles for the Malays. No longer were the Malays the reason for UMNO’s being. Money was the be all and end all of all things UMNO. This new reality brought along with it the troubles and abuses that we now have today.

Malaysia is now a country governed by corrupt politicians.The races no longer lived in harmony because it serves the interest of these politicians for the various races to be at each other’s throats. Gone are the interest of the people, their dreams and aspirations  – in its place there was one and only one overriding need of the BN government – to stay in power!

All this started when Mahathir became our Prime Minister in 1987. We now have a new generation, maybe even two generations of our young and not too young, brought up to turn away from the ways of “pre Mahathir” to grow up to become parents in this new “1Malaysia” where ketuanan Melayu and the rights of government to pillage and plunder our nation’s resources was, for a time, tolerated.

But not anymore! With the advent of the electronic media and the world wide web and the Internet our people are now able to access information of the abuse and wrong doings of this BN government. No longer can the BN government keep from us the massive losses incurred in wasteful public spending, excessive infrastructure costs and all in all incompetence of the BN government in the Mahathir years which still continues till today.

The Malaysian people have now realized just how far this BN government should be held responsible for the ills we all now face.

All the dominance Malaysia once had within the Asean, if not global economy has now disappeared because of the lack of prudence by this BN government in our times of plenty – so much so that we now question our ability to regain economic stability.

What else does this BN government need to see before they realize that their past and current policies whether in education, business or racial balance have failed miserably? That changes must be made now if we are to ever regain our place again amongst our peers in the East? These economic reforms and national transformation programs must be done to address the necessary changes most needed not for political grand scoring or vested interests of the BN cronies but to guarantee that our economic future will be assured.
I cannot see any other way forward for Malaysia then to do away with this corrupt and self serving UMNO/BN government. What is to come after BN is still to be seen. Much too often human beings have the ability to change for better or for worse when called upon to do so circumstances of their own making or by factors outside their control. If BN is voted out of office at the 13th general election then let those that will take its place understand that the momentum to ensure change rests with the people. Ignore the people at your peril!

Posted by Hussein abdul Hamid at Saturday, July 02, 2011

Labels: Mahathir political morality decline

 

 

 

[March, 2010]

[ Printed Version ]

Means and Ends: Mahathir Mohamad’s
Mixed Legacy
By David Plott
 

Malaysian Maverick: Mahathir Mohamad in Turbulent Times
By Barry Wain 

Palgrave Macmillan, 368 pages
As Malaysia’s longest-ruling prime minister — from 1981 to 2003 — Mahathir Mohamad was never fond of an independent press, especially the Western press, given how prickly he could be toward real or perceived criticism. So it is with some irony that Australian journalist Barry Wain’s biography, Malaysian Maverick: Mahathir Mohamad in Turbulent Times, turns out to be a remarkably balanced portrait of a political leader who has, in turns, been vilified by his critics and idolized by his supporters, both at home and abroad. It is also a book that promises to play a pivotal role in defining Mahathir’s legacy, precisely because of the lengths to which Wain has gone to research and candidly assess Mahathir’s spectacular successes and failures.

What gives this biography special appeal is that Wain, a former editor of The Asian Wall Street Journal, had access, through numerous interviews and e-mail exchanges, to Mahathir himself; his wife, Siti Hasmah Mohamad Ali; two of their seven children, Marina and Mukhriz Mahathir; and a wide variety of political enemies and allies, including Mahathir’s long-time confidante, Daim Zainuddin. Wain also exhaustively researched the complex business empire that grew up over the years around the ruling United Malays National Organisation (UMNO) — cementing its decline into corruption and cronyism — as well as the intricate machinations that Mahathir engaged in during his 22 years in power to maintain control over the party and the levers of government.

The result is a portrait of Mahathir that provides ample evidence for both those who argue that he should almost single-handedly be credited with Malaysia’s dramatic transformation from an economic backwater to one of the world’s top 20 exporters and for those who argue that he should be blamed for saddling the country with a political system marked by deeply entrenched corruption, brittle institutions and a legacy of wasteful mega-projects. In short, both Mahathir’s detractors and admirers will find their man here.

Wain’s delicate balancing act — deftly managed in prose that is always lucid and at times eloquent — is successful primarily because he remains focused on what fundamentally motivated Mahathir during his long years in power. He was a determined nationalist and an avid champion of the country’s ethnic Malays, and his unwavering ambition was to drag Malaysia into the ranks of the world’s modern economies, restore national pride in the wake of the country’s colonial era and command respect for Malaysia on the world stage. He was also driven by a desire to ensure that the country’s multi-ethnic and multi-religious society pursued a secular path that maintained social stability.

By articulating in such detail the consistent goals that shaped Mahathir’s behavior at every stage of his political career — and the underlying personal experiences early in his life that gave rise to those goals — Wain subtly builds a framework for assessing Mahathir’s legacy that requires an open-minded reader to distinguish between the means Mahathir employed and the ends he sought.

This is a rather more sophisticated approach than one might imagine, and it has important consequences. It explains, in part, why this exceptional biography comes across as both deeply sympathetic to Mahathir’s vision and scathing in its account of some of the things he did to realize that vision. It also helps explain the extraordinary lengths to which Mahathir went to remain in power and to cripple anyone who might represent a challenge to his authority. He believed that unless he was at the helm, the goals for which he had devoted his entire life would be at risk. Put simply, the ends, for Dr. M, justified the means.

The first of the three parts of this biography are devoted to Mahathir’s early years and his rise to prime minister at 56. Born into humble beginnings in a poor neighborhood in Alor Setar, the capital of Kedah state, the young Mahathir learned early the stinging effects of colonial Malaya’s dominance by the British and the social hierarchy within local society itself. The discrimination he experienced growing up because of his socio-economic background had a lasting effect on him and made him keenly sensitive to personal snubs of any kind, genuine or perceived (Britain, as well as Malaysia’s royal families, would years later experience the withering effects of Mahathir’s wrath when he introduced the “Buy British Last” campaign and moved to reduce the influence of local royalty on politics). Characteristically, however, he didn’t wallow
in his predicament, but instead he worked himself into a position that commanded respect, becoming a practicing physician before eventually entering politics.

From the outset, he stood apart from others in government and politics. “Not only did Dr. Mahathir not smoke or gamble, he strongly disapproved of the lifestyles of senior civil servants and politician who spent their leisure hours in bars and dance halls — and on the golf course, a game played by the first three prime ministers.” But it was his bare-knuckle approach to political combat, and his uncanny sense of how to maneuver through the organizational complexities of party politics, that set him apart from rivals for leadership of UMNO. Not that this was easy. These were treacherous years in Malaysian politics, and there were several occasions during his rise to power when he barely escaped being outflanked and even arrested and jailed — leaving him with a “take no prisoners” approach to political opposition that was to characterize his years in office.

When he finally became prime minister on July 16, 1981, “he gave little indication initially that he would rewrite the political rulebook and become the longest-serving and most controversial premier in the nation’s history,” Wain writes. “Although he swept into office with the intensity of a typhoon, Dr. Mahathir moved cautiously to consolidate his position as leader of both UMNO and Malaysia.”

In the years that followed, which are covered in the second and longest part of this biography, Mahathir was continuously engaged in a Herculean struggle on two fronts simultaneously — to transform Malaysia into a modern, dynamic and secular developing nation and to maintain control of a ruling party that was periodically convulsed by internal divisions and challenges to his leadership. On both fronts, he proved to be brutal in pursuing whatever means it took to achieve his ends.

And on both fronts, he took steps that intertwined business and politics in ways that enabled him to push forward his many modernizing projects and solidify the financial strength of UMNO so that its political patronage would ensure its hold on power. But ultimately, Wain argues, this came at an enormous price in terms of wasted state resources, widespread corruption (although Mahathir himself never personally benefited) and a weakening of vital institutions such as the judiciary and the police.

Wain’s fascinating account of Mahathir’s years in power is filled with startling revelations and plenty of previously undisclosed material. Surely the one most likely to provoke controversy is his contention that under Mahathir the government squandered through corruption and ill-conceived business ventures and mega-projects some 100 billion ringgit in taxpayer’s money (or around $40 billion at prevailing exchange rates). Mahathir has publicly challenged that figure, calling on the government to convene an independent panel to investigate the claim and suggesting he might sue the author. Wain also suggests that an invitation by the Australian government to visit Canberra early in his political career, which was then withdrawn, so irritated Mahathir that he was left with a lifelong animosity toward Australia that might have negatively influenced his views on Australia’s place in any future East Asian community.

Like so much else in this biography, Wain’s effort to assess Mahathir’s legacy, which makes up the third part of the book, is finely balanced. “He put Malaysia on the map, and most Malaysians were pleased about it,” he writes. But he did so at a price. “For while he held Malaysia together for 22 years, the political-administrative system atrophied and decayed under his personalized brand of governance.”

It may well be that if the political reform movement in Malaysia — led by former Deputy Prime Minister Anwar Ibrahim, whom Mahathir ignominiously sacked in 1998 and jailed — eventually succeeds in breaking UMNO’s hold on power, Malaysia’s political system will develop in such a way as to erase memories of the negative legacies of Mahathir’s years in power. Should that happen, perhaps history will only remember the many positive contributions Mahathir made to Malaysia. That would be the ultimate irony.

David Plott is managing editor of Global Asia. 

 

My Entrepreneurial Lessons

 

Easily maneuvering through entrepreneurial risks

Indu Navar, CEO, serus corp,usa.

(Ref:Silicon India-Start Up City)

Starting off on the ground level I have helped grow family business 20 years ago in India. The concept of venture financing did not exist at that time and no seed funds were available through bank loans. My father, who is my hero and role model made it seem that anything was possible if you believed in it. He knew how to grow the business organically and take manageable risks. I co-founded Serus Corporation based in Mountain View, CA, along with Barbara Hoefle who also believed in much of the same principles. What have we learnt? Some fundamentals that haven’t changed over time—fundamentals that we are very passionate about.

Create Return on Investment—the Bottomline: You have a great idea and want to start a company. What is the first thing to do? Develop an investor presentation and start looking for money? Wrong! You need to put together a product presentation and start looking for paying customers. This may seem like an impossible task at first. It is not.

Focus on a sustaining model: Start thinking about creating long-term value. Before seeking investment, you need to understand that your primary responsibility is to generate value and return 10 to 50 times the investment, within a 3 to 5 year period. Investors are in the business to make money and entrepreneurs are in business to innovate.

Investment alone is NOT going to help: It saddens me to see today’s entrepreneurs’ first task while starting a company is to seek investment. It almost seems like obtaining venture capital is the main goal of starting the company. This is quite like thinking that you want to buy a house because your goal is to get a mortgage loan. The goal is NOT the mortgage, the goal is to improve your living conditions or to make an investment by buying the house. A mortgage loan just enables you to achieve that goal. The aim of starting a company should be to satisfy a market need that would in turn nurture the life of your company. Venture funds should only be to enable you to achieve that goal.

Measure Revenue-per-employee and profits: In failing to educate young entrepreneurs of their responsibility when seeking investment, we will continue to create companies doomed to fail rather than succeed. Avoid falling into the hole that many companies have fallen into during the last few years. Entrepreneurs need to stop getting carried away with investor pitches. Example: The very famous ideal “hockey stick” financial growth plan that everyone knows is just that—ideal.

Bottom of Form

Start thinking about how to win paying customers to validate the product idea. If the service or product is needed, the market will respond and customers will be willing to pay. Entrepreneurs need to start thinking about revenue per employee and profits from day one—the matrices we cared about 10 years ago. Focus on creating long-term value and the investment you seek will come.

Control your destiny: We see that most founders of young startups are asked to step down and new CEOs are brought in to revive the company. Often the investor himself becomes the CEO. This happens because the entrepreneurs (Founders) fail to own up to the responsibility and ownership they worked so hard to build. Honesty and integrity are the foundations of a working relationship between an entrepreneur and the investor.

Entrepreneurs need to understand the responsibility involved in taking someone else’s hard-earned money as investment. Think deeply before you spend. When you spend, ask yourself the question “Will this $1 dollar I spend generate an opportunity to bring in $10 to $100 dollars in return?” Luxury products, services and perks should be purchased from the profits the company generates, not with the investment funds!

Until entrepreneurs start owning up to the responsibility of returning back the investment they received, there is going to be enormous anxiety between the investors and entrepreneurs.

Serus Corporation was founded in 2001 after evaluating the market and the founders’ expertise and identifying a problem we could solve. Our first job was to find a customer who wanted this problem solved and recognized that no solution to it existed then. With a $250K purchase order from our first customer, we obtained $100K in seed money from an angel investor. With that seed money we ensured that we had 1. A satisfied customer, and 2. Built something of value that could be sold to other customers.

Serus took on some advisors and some more seed investment. We used that capital to get our next two customers and worked very hard to make sure those two customers were satisfied. Our customers are the best sales assets we have. They helped us sell to many more customers.

This is the same model SAP, HP, Microsoft all followed. SAP started three decades ago much of the same way. (sapfans.com/sapfans/saphist.htm).

How do Entrepreneurs make it work?
• Show that you are committed to returning the multiples
• Take only the needed amount of money
• Spend only on valued items (Only when there is true return)
• Acquire only paying customers

Own up to the primary responsibility: creating Return on Investment!

Indu Navar Bingham is the CEO and co-founder of Serus Corporation, Mountain View, CA. She has been on the ground floor of several startups and large companies, including Healtheon (WebMD), Silicon Graphics, Black and White Software (Segue) and NASA. Indu was Co-founder and President of RightOn.com, a wireless scheduling solutions company for the services industry. Bingham holds a B.S. in electrical engineering and an M.S. in computer science.

Ramli have been an entrepreneur since he turned 40 on 1stNov,1996 and have invested almost half a  million ringgit in his business of training&consulting,sports promotions and trading of both Malaysian and Overseas products and services.

Ramli is still not a Millionaire although through the years he have sales turnover over a Million Ringgit or more but almost this 14 years in business Ramli still believe in doing business the “right way” with minimal “under table” deals,”feeding” the clients,”dont care less” attitude of supplies and orders plus many more business practices that are “not standard” or bad practices.Ramli prefer the age old ways of doing business ethically,with respect,honest,trust and most of all the good practices that are valued by civilised societies and communities.

Many business people nowadays in Malaysia believe gone are the days of being honest,trustworthy and sincere in our business dealings!Everyone in the hierarchy in the corporate sector or government “are on the take” as some tend to believe strongly and if you are not the “me too” type,you will not get any projects and become miserable all your life since no projects mean no business and no income and that means no food or salary for your staff and family.

The working life or city life is a “rat race” as many believe and if you are not fast,friendly,flexible and focus you will lose the race and end up being a poor performer or never hit your kpis’ and that mean more miseries..

Ramli realized all the ‘pasar malam” or “pasar tani” business people tend to be very happy lot and although their business model need them to work almost round the clock but they are happy because there are less politics,less hindrances of “undertable” dealings,less favouritism and better business environment everyday.Why?

Its because they deal directly with customers in an open marketplace,lots of competition but fair one,the best food gets sold faster,the more customer friendly gets more sales and customer loyalty and host of other fair and good business practices..

In other business environments like dealing with the GLCs,MNCs,PLCs,SMEs and Govt agencies or ministries,the threat or obstacles to create a sale or getting a project or purchase is “one kind of a story or journey” Maybe thats why we hear lots of cases of “rasuah” or bribes in all forms,cheating,poor leadership,undercutting of prices,overpricing and so many other bad practices and maybe thats why the Anti Corruption Agency or now with the new name (cant remember) and other law enforcement agencies are so busy with reports and solving all these CBTs and crooks!

Our unhealthy lifestyle of “big spenders” and living in excess is part of the main reason why people go for bribes and bad practices in their work especially if they hold some power to make decisions or approve budgets and requisition of purchases!

Ramli loves to do business like in the Friday marketplace at around the mosques where anyone can open up his/her stall (some places you must reserve ur place and pay the day’s rental)and you do business with openness,no worry of bribes or corrupt officials!

However,with greed in place,some of these areas even in the marketplace like the mosques or shopping zones have succumbed to “politics” and only the well connected person get the stalls or business opportunities!Why this is happening?

For a Muslim who understand the religion very well then he/she realized all “rezeki” is pre determined by Allah SWT and we just pray and pray that Allah SWT will protect us and blessed us all the time.Wealth on earth is temporary but happiness at the Hereafter is more important,permanent and more blissful.A good muslim also do not depend on the high officials for his income or wealth building but it is more from Allah SWT and thats matters.So no need to “ampu bode” or “pay homage” to these Top Officials or Bosses or Super Bosses because they are just like YOU and they too depend on Allah SWT (God Almighty) for their great future and if Allah SWT wants to “pull” or “sealed” their fate with hardships or miseries,HE can do that “at once” -Qun Faya Qun…

So,Ramli’s Business Journey goes on as it has been many years before and all the mistakes and errors that Ramli have made in his business or decisions will need to be resolved and make sure it is not repeated and Inshallah,with Allah SWT Blessings and Mercy,Ramli’s business will grow and grow to help please many stakeholders that is Ramli,his Family,his Relatives,his Friends and all that matters.

All Bad Business Practices that may have made some people so rich and wealthy will not be Ramli’s way of life BUT Ramli will always practice the Good Ways and Halal Ways that Allah SWT allows and blessed us.Thats Better.Inshallah.

To contact Ramli please hp:+6-019-2537165 or email: ramlipromoter@yahoo.com

For Ramli’s achievements,please log in to http://www.linkedin.com/in/ramlipromoter

Ramli have written his book titled “Revolusi Aksi” or Action Revolution in 2006 and the book actual released to the Malaysian market was on 24thMarch,2006 during the KL International Book Fair held at PWTC in KL.

Ramli have written many articles and have tried many ways to promote,teach and build communities of Revolusi Aksi practitioners especially in Malaysia.

Now,Ramli once again want to emphasised the importance of the 3Es’ factor in this Revolusi Aksi Philosophy and Methodology of making sure we get the RIGHT Results with the RIGHT Actions!

The first of the 3Es  is EXCELLENCE.

To achieve Excellence in our work and play we must aim for the best always.Normally Leaders must possess this attribute of becoming an Excellent Person ie.a person with Great Mind,Great Action,Great Dynamism,Great Preseverance,Great Leadership and many other attributes of a Great Leader.

To achieve Excellence we must also know what is World Class Performance ie.the best among the best in the World.Like in Ramli’s teaching of World Class Performance,Ramli stressed the World Class Performance is like participation in the Olympics where you must be the best of the best atheletes to reach the FINAL of the particular event.Only when YOU are in the FINAL can you consider as the best in the world and if you win the Final race then you become the Champion or No.1 in the World!

Motorola is a World Class Company because it strieve so hard in 1982 when one of the Directors mentioned that “Motorola Quality really stinks” and so Motorola decided that they must improve towards Excellence!

So,Motorola initiated their many actions in this 6Sigma Journey of Excellence and through the 10 years or so,Motorola finally achieve “their quality that smells like perfume where they now tolerate only about 3 defects per million production” and that have helped them to improve their business,their reputation as far as quality of their products and services are concerned and also quality of the people or talents.

Excellence must be a passion especially among Leaders and if Leaders do not go for excellence then don’t be a Leader just be a Follower!

Excellence must be a Prerequisite for Top Management candidates and only with this excellence in whatever they do can move the organization to that World Class Levels of Performances.

Next of the 3Es is Excitement.

All people must show excitement in their work and play.Excitement is all about being happy and enthusiastic because something good is going to happen at your workplace or at home!

Once the Top Management have introduce the Business Plan of the Year,all Middle Management must show their support by actively and enthusiastically promoting and stressing the contents of the Business Plan to their many subordinates especially the workers level.

Excitement must now be a prerequisite for Middle Managers levels so that together with Top Management Excellence and Middle Management Excitement then we can achieve many things we want in our business or family since the Revolusi Aksi is now moving full steam ahead and will work as planned!

However without the application of the last of the 3Es ie.Enthusiasm especially from the Workers level then it is so difficult to achieve World Class because we need all 3 levels of commitment,cooperation and collaboration to work in any company or entity concerned!

Ramli once read from Tan Sri Konosuke Matsushita’s teachings that with enthusiasm a worker that is not smart or have higher education qualifications can still outperform others around them because their enthusiasm will become like a “magnet” that attracts all the “iron fillings” (people) around them and that moves the organization to World Class Performances also.

So,all workers must possess this Enthusiasm together with Excitement (among Middle Managers) and Excellence (among Top Management).

All these 3Es can also be possessed by all levels of Management in a company through training and practice preferably through projects based but like Ramli have emphasized earlier each strata of Management have their core competencies to achieve and with these 3Es of Revolusi Aksi at least attaining World Class Performances is no more a dream but a Road of Hope and Certainties assured.Inshallah.

For training and consulting work on these subjects like 3Es of Revolusi Aksi,World Class Performances,Corp U,TQM,all the QCDSME+I factors,Team Based projects like MQT,ICC@QCC,KIK@KMK and others,please contact:

Ramli Abu Hassan-Principal Consultant

Diversified Promotion & Service Sdn.Bhd.

Mobilephone:+6-019-2537165

Email: ramlipromoter@yahoo.com