Business Network & Clusters
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Business Network & Clusters
- 1. A Critical history of an entrepreneurial venture using business networks and clusters K. Ravinther
- 4. “ When you do your work, do it as a service to others. Do it full heartedly without expecting anything in return. The human network has enormous power to see you through life ” K. Kunju Raman “ A business enterprise must grow in harmony with society. A business has to expand and develop all the time, but the prosperity that results cannot be enjoyed solely by itself – it must be shared with society ” K. Matsushita
- 5. April 1992 August 1992 October 1993
- 6. 1st October 1993 - 4th June 2004
- 8. If we can sell our experiences we all will become millionaires K. Kunju Raman “ Human beings are capable of accomplishing much more than initially imagined if they are provided with trainings and special know-how. And if these conditions are met, the person assigned will exercised his or her abilities to the fullest if given the chance”
- 9. Sell our experiences - ASK
- 10. ASK - Principal Activity • The company is principally engaged in competency development, providing training services and related business Lecturing Organizations •Marketing Planning •Keynote Speeches •Management •Effective Professional Selling Skills •HR Consultation •Organizing Seminars Courses •Effective Telemarketing Skills •Organizing Events Tuition •Effective Telephone Style •Master of Ceremonies •Mathematics •Effective Customer Service •Game Show Host •Science •Effective Supervisory Skills •Youth Programs •Statistics •Effective Communication Skills •Children Camps •Effective Team Building & Motivation •School Camps •Spokesperson •Seminars to promote Individuals Client •Coaching •Moderator •Counseling •Facilitator •One-on-one Executive Trainer •Professional Speaker •Career Coach •Sports Carnival
- 11. Specific Characteristics Market Lifestyle Firm Influence Lean Industry Management Independence Personal Close Influence Relationships Life Long Strategic Education Network
- 14. The survival of our business draws upon certain types of relations developed through trade and business networks… “Business clusters refers to geographic concentrations of interconnected companies, specialized suppliers, service providers, and associated institutions in a particular field that are present in a nation or region” 14 Michael Porter
- 15. ASK Business Cluster MMU SENQ Harvey Fuji Xerox UPM SYUC Norman Sharp-roxy Courts Best Denki UM USM Universities Sylog Hyper Markets Suppliers Jusco LCS Tesco Carrefour CSDV MMCS EMD BBS Logistic Cambodia CPD RCG HR Avisol Former Colleagues BSD Panasonic Malaysia Laos Tamico Bell Finance Brother PSE Bintang Maju MD Bosch MGR DeVO ED Kenwood GM Innovative Former Class mates Formula Training Partners Delta Dealers Network TCSS RTM GIN Education Housing Ministry Ministry Soyotech KLG Panatech 15
- 16. Key Customers Consumer Telco/SME Education Airlines, Banking & Electronics Logistics & Retail Medical
- 17. To manage a business network we must improve our communication skill… But…HOW do we do that? CSDV EMD MMCS Logistic CPD HR BSD Panasonic Malaysia Finance PSE MD MGR ED GM certain types of relations
- 18. Colleague You Another Person Your Problem
- 19. Behaviour Values Standards Judgment Attitude Motives Ethics Beliefs 19
- 20. Solutions… Dimensions of How We Relate to Other People/Time/Space & Environment 1. Universalism vs. Particularism 2. Analyzing vs. Integrating 3. Individualism vs. Communitarianism 4. Inner-directed vs. Outer-directed 5. Time as sequence vs. Time as synchronisation 6. Achieved status vs. Ascribed status 7. Equality vs. Hierarchy Soft Skills
- 21. Mindful Interpreting What did I do well? What can be improved? What have I learnt? Page 7
- 22. Think good about everyone Co-existence & co-prosperity Cool head, warm heart Give more than you receive Put yourself in the other person shoe Give the other person the benefit of doubt Your reputation is your brand 22
- 23. Year Growth 2004 - 2005 190% 2006 109% 2007 161% 2008 133% 2009 122% 2010 120% 2011 130%
- 24. What my mother taught me… Avoid Call-off wrong place, Be the counsel of wrong time vigilant and wrong the company wicked
- 25. DARE TO ASK
Hinweis der Redaktion
- Good afternoon Professor Sam and ladies and gentleman. My name is K. Ravinther.I would like to thank Prof. Sam for providing me with this wonderful opportunity to share with you my thoughts. I sincerely hope my sharing will inspire you further to believe in the power of human spirit which will definitely help you prosper in your life and business.
- First and foremost, let me introduce two men who profoundly influenced my thoughts and my life.Both have some similarities:Their family name start with KBorn in AsiaEducation up to Standard 3Physically: white hair and wore spectaclesOne is The Father of Japanese Management; the other My Father.Relating to my topic A Critical history of an entrepreneurial venture using business networks and clusters,I would like to share with you their thoughts about network we live in.
- I started my career working in a local bank in April 1992, graduated in August the same year. I found my niche in sales and moved on as a sales executive with Panasonic Malaysia, a Japanese MNC.
- I spend the next 11 years building a successful career in corporate sector. Finally at the age of 35 I decided to challenge my self further by embarking in a new career as an entrepreneur.
- Lifestyle firm - setupprimarilytoundertake an activitythatmywifeand I enjoyLean management– live simple life, more time withfamily & friends, workwithlike-mindedpeople, constantlyinvest on ourselvesto upgrade competenciesthroughstudyandreproducewhatwelearn (prosumer) Market influence– focus on Electric & Electronic IndustryIndustryIndependence - freefrom outside control in takingourprincipaldecisions.Personal influence– in all decisionmaking. Wifemakegeneraldecisionsand I makemajordecisionsClose relationshipswithcustomers, investingour time ratherthanmoney. ManyofourcustomersareourclosefriendsLife Long EducationStrategic Network
- Focus StrategyThe focus strategy concentrates on a narrow segment and within that segment attempts to achieve either a cost advantage or differentiation. The premise is that the needs of the group can be better serviced by focusing entirely on it. A firm using a focus strategy often enjoys a high degree of customer loyalty, and this entrenched loyalty discourages other firms from competing directly. Because of their narrow market focus, firms pursuing a focus strategy have lower volumes and therefore less bargaining power with their suppliers. However, firms pursuing a differentiation-focused strategy may be able to pass higher costs on to customers since close substitute products do not exist. Firms that succeed in a focus strategy are able to tailor a broad range of product development strengths to a relatively narrow market segment that they know very well. Some risks of focus strategies include imitation and changes in the target segments. Furthermore, it may be fairly easy for a broad-market cost leader to adapt its product in order to compete directly. Finally, other focusers may be able to carve out sub-segments that they can serve even better.