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Wawasan Open University (WOU) 4th RESIDENTIAL SCHOOL AND PROJECT WORKSHOP KL, May 2011 • Trends on Women & Entrepreneurship (Global and Malaysia) • Why Women Rule • Malaysian Government Support for Women and Entrepreneurship • Barriers and Challenges to Entrepreneurship • Understanding Your Business • Where Do I start? • Access To Funding and Capital in Malaysia • Networking, Assistance and Support in Malaysia
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WOMEN & ENTREPRENEURSHIP IN MALAYSIAMALAYSIASTRATEGIES AND ACTION PLANS
Kenny OngCNI Holdings Berhad
Intro: CNI
1. 22 years old
2. Core Business: MLM
3. Others: Contract Manufacturing, F&B Retail, Export/Trading, eCommerce, Shared Services
4. Malaysia, Singapore, Brunei, Indonesia, India, 4. Malaysia, Singapore, Brunei, Indonesia, India, China, Hong Kong, Philippines, Italy, Taiwan, Oman, United States, Vietnam
5. Staff force: ± 500 (Malaysia)
6. Distributors: 150,000 (Malaysia)
7. Products: Consumer Goods and Services
The Business World Today…
The World Today…
13th April 2009
•Two Domino’s employees
•YouTube
•Apology from Domino’s after
48 hours
•1 million hits
•Twitter: questions on silence
•LinkedIn: suggestions by users
in forum
BusinessWeek, May 4, 2009
Guess Who?
Intro
Trends & Statistics
Government Barriers
IntroGovernment
Initiatives
10th Malaysia Plan
Barriers and
Challenges
Trends: Women (Global)
• One billion people living on less than US$1 a
day, an estimated 70 per cent of whom are
girls and women.
• Globally, the participation rate of women in • Globally, the participation rate of women in
economic activities is 52.5 per cent,
• Income earned by women is less than that of
men’s, with the ratio ranging from 0.83:1 in
Kenya to as low as 0.19:1 in Oman
Source: “Malaysia - Nurturing Women Entrepreneurs”, United Nations
Development Programme (UNDP), Malaysia, May 2008.
Trends: Women (Global)Low Literacy: Why women have been prevented from
participating fully in the economy
Source: “Malaysia - Nurturing Women Entrepreneurs”, United Nations
Development Programme (UNDP), Malaysia, May 2008.
Trends: Women (Malaysia)The level of gender inequality in Malaysia declined sharply
over the period 1980-2004
Source: “Malaysia - Nurturing Women Entrepreneurs”, United Nations
Development Programme (UNDP), Malaysia, May 2008.
Trends: Women
(Malaysia)
• Since 1990: rapid increase in the share of female employment in the wholesale and retail trade, hotels, and restaurants sector and the financial services sector
• Ratio of estimated female to male earned income is a mere 0.36.
• Sizable portion of women to stop working after their • Sizable portion of women to stop working after their first child has been a continuing feature of Malaysia’s labour market.
• A big challenge for Malaysia is to increase the proportion of Malaysian women in higher professional positions
Source: “Malaysia - Nurturing Women Entrepreneurs”, United Nations
Development Programme (UNDP), Malaysia, May 2008.
Trends: Women (Malaysia)
Women in Malaysia have high education attainment, however
labour force participation is still low
Trends: Women (Malaysia)
Distribution of Malaysian Women Entrepreneurs by Ethnicity,
Stratum, and Age Group
Source: Malaysian Labour Force Report (Department of Statistics, 2004)
Trends: Women
(Conclusion & Summary)
1. Women entrepreneurship has been
recognised as an important untapped source
of economic growth
2. Women entrepreneurship is the best and 2. Women entrepreneurship is the best and
fastest way forward to bridge gap in gender
inequality
Why Women Rule
Men vs. Women: Getting
Dressed
Decision Chain
InfluencerWhy Women Rule3
Buyer
User
Men vs. Women
Government Initiatives
• Gender as a development focus was first mentioned in the Third Malaysia Plan (1976–1980)
• 2001: formation of the Ministry of Women, Family and Community Development (MWFCD)Family and Community Development (MWFCD)
• 2004, the Cabinet Committee on Gender Equality
• The Ninth Malaysia Plan (2006–2010): gender equality and women’s empowerment, new policies and strategies to deepen the mainstreaming of women in development
Source: “Malaysia - Nurturing Women Entrepreneurs”, United Nations
Development Programme (UNDP), Malaysia, May 2008.
Government Initiatives
[10th Malaysia Plan]
12 National Key Economic Areas
- Oil and gas
- Palm oil and related-products
- Financial services
- Wholesale and retail
- Tourism
- Information and communications Opportunities for
Source: “TENTH MALAYSIA PLAN 2011-2015”, THE ECONOMIC PLANNING UNIT
PRIME MINISTER’S DEPARTMENT PUTRAJAYA 2010
- Information and communications
technology
- Education
- Electrical and electronic
- Business services
- Private healthcare
- Agriculture
- Greater Kuala Lumpur
Opportunities for
Entrepreneurship
KNOWING YOUR BUSINESS
Barriers and Challenges
Understanding Business
Barriers
Access to Capital
Networking & Support
End
“Having money but no solid
business idea is like having business idea is like having
motivation with no direction”
Business Model
Why it’s the most important thing
you have to know
The McPlaybook*
Make it easy to eat
• 50% drive-thru
• Meals held in one hand
Make it easy to prepare
• High Turnover
• Tasks simple to learn &
repeat
Make it quick
• “Fast Food”
• Tests new products
for Cooking Times
Make what customers want
• Prowls market for new
products
• Monitored field tests
*Adapted from: Businessweek , Februrary 5th 2007
What is the Business
Model?
USP
•Tata Nano
Market
DisciplineProfit Model
What is the Business
Model?
USP
Market
DisciplineProfit Model
What is the Business
Model?
USP
Market
DisciplineProfit Model
Business Model: Profit
Model
Revenue
CostAssets
MarginCash
Flow
Market Discipline
"They are the most innovative"
"Constantly renewing and creative"
"Always on the leading edge"
"A great deal!""Exactly what I need"
Product Leadership
OperationalExcellence
CustomerIntimacy•Air Asia
•LV
•Ramly
"A great deal!"
Excellent/attractive price
Minimal acquisition cost and hassle
Lowest overall cost of ownership
"A no-hassles firm"
Convenience and speed
Reliable product and service
"Exactly what I need"
Customized products
Personalized communications
"They're very responsive"
Preferential service and
flexibility
Recommends what I need
"I'm very loyal to them"
Helps us to be a success
Excellence
Product Leadership
(best product)
Market Disciplines
Operational Excellence
(low cost producer)
Customer Intimacy
(best total solution)
Product Leadership
(best product)
Market Disciplines
Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Customer Intimacy
(best total solution)
Product Leadership
(best product)
Market Disciplines
Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Customer Intimacy
(best total solution)
Operational
Excellence
• Competitive price
• Error free, reliable
• Fast (on demand)
• Simple
Customer Intimacy
• Management by
Fact
• Easy to do
business with
• Have it your way
Product Leadership
• New, state of the art
products or services
• Risk takers
• Meet volatile
customer needs
Market Discipline: Disciplines,
Priorities, and KPIs
• Simple
• Responsive
• Consistent
information for all
• Transactional
• 'Once and Done'
• Have it your way
(customization)
• Market segments
of one
• Proactive, flexible
• Relationship and
consultative
selling
• Cross selling
customer needs
• Fast concept-to-
counter
• Never satisfied -
obsolete own and
competitors' products
• Learning organization
Product Leadership
(best product)
Alignment & Consistency
Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Customer Intimacy
(best total solution)
Product Leadership
(best product)
Alignment & Consistency
Apple powerful
products, premium
pricing, limited range
Still Doing
Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Customer Intimacy
(best total solution)
HP well-balanced
portfolio, mass
customization
Acer super lean
cost structure,
aggressive pricing
Still Doing
well in
2009-2011
The Business Model
USP
Market
DisciplineProfit Model
WHERE DO I GO FROM HERE?
Conclusion
“Hope is not a strategy.”
John MaxwellJohn Maxwell
How Do I Start?
1. Determine your objectives and reasons
‘why?’
2. What sort of business is suitable for me?
3. Where can I get financing?3. Where can I get financing?
4. Join business networking groups
5. Ask for advice from successful entrepreneurs
that you know
Why Entrepreneurship?
• Second income (side income)
• Dual income family
• Become rich
• Take care of parents/children/spouse• Take care of parents/children/spouse
• Freedom from job/boss (current job)
• Savings for Retirement
• Unemployment
Self Employed ≠ Business
Sources of Extra or More
Income
• Lottery
• Investment (Passive)
• Change Job/Career
• Part Time Job• Part Time Job
• Stock Market/Trading
• Insurance/Unit Trust
• Self Employed
• Business
Employment vs.
Entrepreneurship
Employment
• Stable income
• Low Risk
• Fixed/Limited income
Entrepreneurship
• Unstable income
• High risk
• Unlimited income• Fixed/Limited income
• Fixed hours
• No control
• Unlimited income
• Flexible hours
• Full control
Popular Business
Opportunities for Women
Business Types Remarks
Home-based Business Microenterprises
Direct Selling
Crafts
Financial Insurance
Unit Trust
Real EstateReal Estate
Franchise F&B
Education/Child care
Services F&B
Education
Beauty
Trading Clothes
Beauty
Other Products
Post Recession Trends
and Implications
Industry Convergence/
Extinction
Social Networking
Increased Regulations
What do these
mean to us?
Green & CSR
Non-Profit/NGO
increase
Increased Regulations mean to us?
Global Trends
Back-sourcing
Bottom-up
Innovation/Disruptions
Mobile Devices
Power re-balancing
Mergers, Acquisitions &
Divestment
Lower Middle Class rule
Nationalism and
Protectionism
Currency Wars
Mobile Devices
Extreme Emerging
Countries
Lower Middle Class rule
BRIC and PIIGS
Retail Trends?
Cutting back
Let consumers help
themselves
Smaller stores
In-store Ads
RFID technology
Niche private labels
Ready-made products
Ethnic stores
Smaller stores
Eco-friendly stores
Niche private labels
In-store restaurants
Where do Malaysians
get money for Business?
• Savings
• Sell stuff (e.g. Lelong.com)
• FAMA
• Relatives
• Joint Venture
• Direct Selling
• Government
• Banks
• Tai Yee Loong (not recommended)
Networking & Assistance
Special Assistance Schemes for Women Entrepreneurs
Executed by SMIDEC (August 1999–August 2007)
Micro Finance and SME
Financing
Definition of SMEs
• Micro business - sales <250K,less < 5
• Small enterprise - sales <10m, less < 50
• Medium enterprise - sales <25m, less < 150 • Medium enterprise - sales <25m, less < 150
Micro Finance = Loans of up to RM50, 000 ; No Collateral
Networking & Assistance
Microcredit Schemes in Malaysia
Networking & Assistance
Profile of
Microcredit
Institutions
in Malaysia
Networking & Assistance
Microfinance Graduation Programme – Mechanism for Adequate
and Relevant Access to Financing in Malaysia
Support & Networking
• National Association of Women Entrepreneurs of
Malaysia (NAWEM)
• Federation of Women Entrepreneur Associations
Malaysia
• PUMM - Malaysia Entrepreneurs' Development • PUMM - Malaysia Entrepreneurs' Development
Association (Persatuan Usahawan Maju Malaysia)
Support
• Malaysia Business Startup Community
http://malaysia-bsc.ning.com
Government Support
• MITI
• MIDA – Malaysia Industrial Development Authority
• MATRADE - Malaysia External Trade Development
Corporation – Matching grant for market development
MPC - Malaysia Productivity Corporation • MPC - Malaysia Productivity Corporation
• SME Corporation (formerly SMIDEC)
– Advisory, financial, infrastructure, support & services
– Central point of reference for info and advisory services
• MIDF – Malaysia Industrial Development Bhd
• SME Bank
Competencies required:
Women Entrepreneurship
Technical
• finance
• planning
• marketing
• distribution
Soft Skills
• Motivation
• Negotiation
• Selling
• Grooming
Market
• Market research
• Funding & financing options
• Business • distribution
• branding
• packaging and labeling
• Contract & legal
• Grooming
• People skills
• Time Management
• Life balance
• Business networks
Encouragement for
Entrepreneurs"The digital watch didn't come from
established watch companies, the calculator
didn't come from slide rule or adding
machine companies, video games didn't come
from board-game manufacturers Parker Bros from board-game manufacturers Parker Bros
or Mattel, the ballpoint pen didn't come from
fountain pen manufacturers, and Google
didn't come from the Yellow Pages" Bob Seidensticker, Futurehype
End
“Do something you love so much
that you are willing to do it for free.
Then, do it so well that others are
willing to pay you for it.”
Unknown
Thank You.
soft copy of slides:
http://totallyunrelatedrandomanddebatable.blog
spot.com/