Klsfea magazine vol 1 pdf reduce size by KSFA Secretariat

2010 vol.1

隆雪家具

595 5大目标 9大计划 5年战略 5 MAIN GOALS 9 MAJOR PLANS 5 STRATEGIC YEARS

KDN PP 16765/02/2011(026484)

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斐欧丽（东莞）家具有限公司

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••••• •••

吉隆坡暨雪兰莪家具企业商会

The Kuala Lumpur and Selangor Furniture Entrepreneur Association

《隆雪家具》2010年3月创刊 PUBLISH BY : THE KUALA LUMPUR & SELANGOR FURNITURE EENTREPRENEUR ASSOCIATION (KLSFEA) 吉隆坡暨雪兰莪家具企业商会 (隆雪家具企业商会) PRESIDENT 会长 : RICHARD KO LIANG JOO / 许烺裕 ADVISOR 顾问 : ONG KIAN SEK / 王建设 PROJECT DIRECTOR 专案总监 : TAN KENG HENG/ 陈景兴 SECRETARIAT 秘书处 : SECRETARY GENERAL 秘书长 : GAN TAI HWA / 颜泰华 COO 首席营运长 : SALLY LIEW / 梁惠丽全体工作人员 CONTRIBUTING EDITORIAL TEAM 特约编辑团队 : JOHNFOO, ANNA T, ANGELINE LEE, YZX, LOH BOON KEONG, WONG MUN HOO, JERNEH H TAN YEN FONG / 陈圆凤 PRINTER : ULTIMATE PRINT SDN BHD

序

王建设隆雪家具公会执行顾问《隆雪家具》的出版是本会迈向革新的重要步伐,这是我们实践和推动595大方向的工作之一。 595大方向是:5大目标、9大计划、5年战略;意即在5年内通过9大计划,实现5大目标;595大方向的使命是: ●提升会员企业的整体国际竞争力。 ●打造家具品牌,摆脱代工局限。 ●培养人才,确保永续成长 ●提升家具业的整体形象出版《隆雪家具》就是595大方向的其中一部分,对同业而言有丰富的市场资讯,对读者而言也有丰富的阅读价值,是本会着力提高行业形象的市场力作。《隆雪家具》杂志将寄发给政府部门、各主要社团、代表性的商会组织,各州友会、家具业的上下游业者、各国驻马大使馆等,以进一步提高会员企业的知名度,也彰显马来西亚家具业的优越素质。在全球化的趋势中,马来西亚家具业必须面向来自全球市场的竞争,同业必须从固有的优势中持续提升,以保持竞争优势,否则,在瞬息万变的国际市场中,我们随时可能被别的国家后来居上。另一方面,我也呼吁会员积极参与推动595大方向,这是我们为同业打造的新契机,也是本会朝向企业化的进程。我谨此对促成《隆雪家具》出版的所有理事及会员表示敬意,所谓“万里执行,始于足下”,迈开这一步,我们一定能“百尺竿头,更进一步!”。

ONG KIAN SEK

KLSFEA Executive Advisor The publication of 《KLSFEA》is an important step taken by our association in moving forward for innovation, and this is part of the work in realizing and promoting the 595 directions. The 595 directions are: 5 main goals, 9 major plans, 5 strategic years; meaning through executing 9 major plans in 5 strategic year to achieve 5 main goals; The 595 directions mission are: ● ● ● ●

Enhance international competitiveness of our entrepreneur members. Build up furniture brand, free from the limitation of OEM. Personnel training to ensure sustainable development. Upgrade the image of furniture industry.

The publication of 《KLSFEA》is part of the 595 direction. It is full of market information for our industry entrepreneur and full of reading value for general public, it is an important tool to enhance our industry image. 《 KLSFEA 》 Magazine will be distributed to government body, well established NGOs, state afﬁliate members, upstream and downstream furniture entrepreneur, foreign embassy in Malaysia, to further improve the visibility of our member companies and to highlights Malaysian quality furniture industry. Under the globalization trend, Malaysian furniture entrepreneur must be ready to face international challenges and have to continuously upgrade the advantages we currently possessed. Otherwise, we will easily surpassed by other country in this ever changing international market. On the other hand, I also urge our members to actively participate in promoting the 595 directions, because this is the new opportunity we created for our members and is a process of our association moving forward to entrepreneurship. I convey my utmost regards to all committees and members who have help making the publication of 《KLSFEA》 a success. I am conﬁdent that with a good start, we are able to move forward and achieve our ultimate goal.

献词

隆雪家具公会会长

Plantation Industries and Commodities Minister

Tan Sri Bernard Giluk Dompok I would like to congratulate the Kuala Lumpur and Selangor Furniture Entrepreneur Association (KLSFE) for launching their ﬁrst edition of Buletin KLSFEA.

许裕时代在改变,社会在进步,知识在更新,时代赋予每一个人对资讯的自醒自觉更重要的生命使命。当此,要如何在万变中求变求新,一直是我们这讲求产品设计风格,潮流与时间并进的家具同业所一再关注,探讨的市场课题。这是一个资讯弹指变化的年代,由无数资讯急速推动社会前进,与此同时,知识和潮流也在瞬间翻新! 家具业的性质是紧扣时代脉搏,并且在潮流中引领时尚,为现代人营造有时代感的生活氛围,因此,家具业总是永不停歇的求变和创新。所以,在这创新求变的催谷下,我们的《隆雪家具》如知春好雨,在这春节纷至的季节,应运而生面市了!《隆雪家具》的面市,是一项令人振奋

Furniture is one o f t h e m a j o r commodities which Ma l a ys ia e xp orts worldwide. In 2008, furniture industry recorded an export value of RM 8.72 billion. I am sure that our furniture industry will continue to enjoy vibrant growth in years to come. Since its establishment, KLSFEA has been actively helping furniture entrepreneurs in promoting their sales and business networks through the Malaysian Furniture and Furnishing Fair that is held annually. I appreciate your members contribution to the economic growth of the country. Success of this industry lies in innovation and quality products. Therefore, I hope that your members will continue to value-add and be more attentive to the demands of the market. I hope this Buletin will serve as platform for your members to share knowledge and expertise in developing a more innovative and creative furniture product.

又感无限喜悦的痕迹记事。可喜可贺,一路走来,一步一脚印,都是大家,顾问们,理事们群策群力累积的光辉史页。在创新和求变动力的驱使下,也为了让广大消费者进一步认识本会会员企业的优质品牌,我们决定出版《隆雪家具》,经过创会6年的努力,我们在顾问、理事会会员的支持下,一步一脚印的成长,《隆雪家具》的诞生结集了我们的心血,值得庆贺。马来西亚正朝向每人平均收入双倍成的先进国目标前进,由现在的7千美元要提至1万7千美元,以符合世界银行对高收入国的定义。相应的,在全球经济渐复苏的这一个季节,于此同时,消费者对居家布置尤其是家具的品味要求,风格设计和生活素质也随即提高。因此我们坚信在国人越接近先进国的收入,隆雪家具报的消费人的意义就更大,更有流行性的价值。家具业永远与潮流时尚有着分不开的关系,当然这也与我们的消费大众的时代感触觉和品味息息相关。由此,学习着朝向时代前端时兴与潮流的《隆雪家具》走着的路线。马来西亚正朝向成为人均收入双倍成长的先进国,政府的目标是要把人均收入从现有的7千美金提高到1万7千美金,以达到世界银行对高收入国的定义。与此同时 ,时至 2010年 ,全球已经跨过美国次贷风暴引起的经济衰退,市场明显复苏,消费人再度关注生活品质,对家具品位、风格和设计的要求,已回复到原先的标准,甚至要求更高,在这种时代背景下,《隆雪家具》出现肯定更具有市场价值,并且可以成为家具风尚的标杆。抱着承先启后,放眼国际的心态/精神/愿景,身为接任隆雪家具企业商会会长的小弟衷心期望这象征着隆雪家具企业商会未来的长征将迈入另

Thank you.

一个资讯与时尚并进的新兴时代,以商会的5年蓝图,9大计划与5大目标为基本,更趋向大时代的国际企业化,诚心的希望我们的雪兰莪国际家具城的落实梦想成真,祝福大家! 身为会长,我认为《隆雪家具》的出版有着承先启后的意义,本会自创立起就肩负团结同业,放眼国际市场的愿景,所谓“ 千里之行,始于足下” ,过去6年我们累积了一定的市场经验,而《隆雪家具》正是我们与市场进一步接触的试金石,我相信这也是一个可以带来丰硕成果的市场策略。迈入2010年,本会推出595大方向,以5大目标,9大计划及5年战略,推动会员企业及会务永续成长,其中一个最核心的计划就是建立“ 雪兰莪国际家具城” 。我借此呼吁所有会员协力同心,同时,我也感恩大家的付出。拼搏六载

锐于创新

与时俱进共创辉煌六载奋进锐于创新开辟新局

共创辉煌

献词

马来西亚家具同业联合总会总会长

马来西亚家具工业总会会长

罗源盛

李天赐

吉隆坡暨雪兰莪家具企业商会为标榜商会的成立目标与成就

恭喜! 最诚挚的祝贺给予隆雪家具协会,以成功出版第一期家具

展现未来的远景和方向,特出版《隆雪家具》创刊号,我在此

杂志刊

向全体理事会和全体编委致以热烈的祝贺和衷心的感谢。

物!

隆雪家具企业商会为了让商会事务更具透明度,预计了

身为马来西亚家具工业总会长,我非常乐意看见这类有助以联系

5年(2010-2014)的蓝图来落实九项计划,而其中一项计划就

及宣传我国家具咨询的刊物面世,而这也是隆雪家具协会努力多年的

是出版《隆雪家具》。《隆雪家具》主要目的是提供会员资

另一项新里程碑。

讯,内容包括国内外家具销售量、展览会、美国市场、中国动

马来西亚家具工业总会多年来皆不遗余力的向政府部门及在国

态、世界各国家具协会资料、政府最新政策及政府招标工程

际家具展销会上宣传大马的家具产品,而有感同业们也在这方面给予

等资料。

贡献与协助,实为一项正面突破,且深感欣慰。

无可否认,振兴家具业需要舆论的力量来支持,作为以

隆雪家具协会杂志的出版,除了能加强同业们的联系外,也可说

家具业为报导对象的《隆雪家具》,肩负着重要的使命与责

是咨询交流的一个重要平台,同业们也可藉此提供自身公司的资料与

任,将为家具业搭建一个相互交流信息的重要平台。

产品,借由刊物的媒介角色,来达致事半功倍的宣传效果。

我相信,在《隆雪家具》全体编委的积极努力下,加上各

须知,最新的资讯吸收是必然所需,以加强自身品牌在国内外的

界的支持和鼓励,《隆雪家具》将站在家具业的发展前沿,以

竞争能力;除了政府每年所提供不一样的协助与推广,我国家具业者

更新和更广的信息,更有价值的文章回馈会员和社会大众。

更须有醒觉意识,透过主动出击与自寻突破的动力,来加强大马家具

我衷心祝贺《隆雪家具》办得旗帜鲜明,为会员提供多种交流平台、分享丰富的资源和商机,成为促进隆雪家具业发展的坚强阵地。

业的知名度及声望,隆雪家具协会在这方面贡献有目共睹。要迈向全球化的竞争,在资讯上的不断提升与吸收实为一大关键,无论是国内外新出口政策实施、家具产品的整体趋势动态或经济,都须给予高度关注。此外,全国家具同业也须同心一致,以打造出一个实体环境,吸引更多外商前来参展订购家具,好让大马家具产品享誉全球,增加出口数量,为国家带来可观外汇。针对这方面的努力,马来西亚家具工业总会亦会给予全面配合与协助,以让大马家具行业发展能更为全面与稳定,继而再带动整体家具领域的声望。最后,趁此机会再次祝贺隆雪家具协会顺利出版第一期刊物,也希望该协会能秉持将我国家具领域发扬光大精神与情操,再接再厉!

PART 1

PART 2

COVER STORY

5大目标

5 MAIN GOALS

9大计划

9 MAJOR PLANS

PART 3

5年战略

5 STRATEGIC YEARS 吉隆坡暨雪兰莪家具企业商会永续发展之 595大方向 5大目标,9大计划,5年战略

The Kuala Lumpur and Selangor Furniture Entrepreneur Association Sustainable Development of 595 Directions 5 Main Goals,9 Major Plans,5 Strategic Years

吉隆坡暨雪兰莪家具企业商会成立于 2002年,初衷就是促进同业间的交流,团结力量,分享知识,共同促进家具业的发展,携手面对国际竞争。自成立以来,在推动会务和团结同业的过程中,我们发现必须制定一套可持续的,明确的发展蓝图,以确保各项发展计划能贯彻始终,有传承及依据,不至于因为人事流转而阻碍工作进展。配合政府5年一期的“大马计划”,本会也以5年为一个战略期,分阶段推动 595大方向,确保595大方向如期往前推进,每5年就取得明确的战略成果,而不是沦为空谈或是停滞不前。

The Kuala Lumpur and Selangor Furniture Entrepreneur Association was established in year 2002 with the initial objective to foster interaction and unity among furniture entrepreneur, sharing knowledge and promote the development of furniture business in responds to international competitions and challenges. Since its establishment and through promotion of the association activities, we found that we need to set up a clear system and plan with a sustainable development program, to ensure all development plan can be execute systematically and not allowing personnel turnover to impede the work progress. In line with government’s five years “Malaysia Plan”, our association will also have a five years strategic period to promote the 595 directions in phase, ensuring the 595 directions to be executed as planned, and to have vivid strategic result every five years, not just an empty talk or in a stagnant position.

595

大方向

DIRECTIONS

5大目标:意指5项长远及宏观发展的工作目标。 9大计划:意指通过9项计划达到阶段性的目标。 5年战略:意指在5年内的战略期内,要完成上述的9项计划。

5 Main Goals: A 5 long term and macro development plan. 9 Major Plans: A 9 plans that would help achieve intermediate target 5 Strategic Years: To achieve the 9 plans in 5 strategic years.

REASONS OF SETTING UP

5 GOALS, 9 MAJOR PLANS, 制定“5大目标,9大计划,5年战略”的原因确保在行政人员及理事会更换下,保持工作和目标的持续性,避免

因人废事,巩固永续发展的成长势态。

避免重复沟通和语言传达的误解,提高工作效率。

所有会员对本会的宗旨和目标,工作和计划有清晰的认识,利于推动会务及推行各项团结同业的计划和策略。通过白纸黑字确定和统一发展目标和工作方向,以免因人事偏离本会成立的宗旨。促进本会的运作朝向企业化和专业化,摆脱社团组织因循苟且的恶习,力求精进,团结同业。

COVER STORY

王建设 ONG KIAN SEK (会务顾问 ADVISER)

5 STRATEGIC YEARS To ensure sustainability of works and objective, even when there is a replacement of administration staff or committees, to avoid stagnation cause by personnel turnover, and to strengthen the sustainable development.

To avoid duplication in communication and misunderstanding cause by miscommunication, and to increasing productivity.

To ensure all members to understand the vision, objectives, works and plans of the association so that it is easier to carry out plans and strategy to unite furniture entrepreneur. Draw a clear and uniﬁed written development objective and work direction, so as to avoid personnel to deviate from the original purpose. Embrace entrepreneurial and professionalism into association operation; to enhance the conventional practise of association and to pursuits for improving.

拟定595大方向的3点依据 595与政府政策同步 595大方向紧扣政府的国家发展政策, 配合每一个“ 大马计划”的推行,争取政府的政策支持,以借势更有效推动家具业的发展。

595与市场同步 595大方向是与市场同步的发展策略,特别强调紧扣国际市场的发展势态,综合宏观和即时的因素,有丰富的弹性和实践性,绝非闭门造车。

595与家具业共荣 595大方向是为隆雪家具同业而制定的发展大蓝图,所有会员企业将从中得益,并促进彼此知识共享,结成一个大团队,形成坚固的国际竞争优势。

BASIS IN FORMING 595 DIRECTIONS

595 align with government’s policy 595

595 Directions working closely with government’s national development policy, we will make every effort to get government support through every “Malaysia Plan” to help to further promote development on furniture industry.

595 align with market

595 is a development strategy that synchronizes with market, especially international market and development trend, integrated macro and real time factors, very ﬂexible and practical, not something behind close door.

595 share prosperity with furniture entrepreneur 595 Directions is a development blueprint made for furniture entrepreneur in Kuala Lumpur and Selangor, where every member will beneﬁted from it, and with knowledge sharing to build up a strong team to get a strong international competitive edge.

COVER STORY

Enhance members international competitiveness Through personnel training, establish International Furniture City; establish “Malaysia Hall” International Team, and to enhance member’s international competitiveness.

Build up furniture brands, free from limitation of OEM Through education and international interaction program, raise member’s awareness on building brand, enhance determination to build up brand. Increase enterprise value through building up brand and get away from the dilemma of OEM.

Nurturing talent to ensure sustainable development Human resource is the core element in furniture industry sustainable development. Training through Furniture Industry College and others training program to train upstream and downstream personnel as endless driving force into the furniture industry.

Enhance Image of Furniture Industry Change society’s negative impression on furniture industry as “sunset industry”. Use the attractiveness of brand to attract more talents to join and utilize international performances to showcase furniture industry emerging future.

MISSION OF 595 DIRECTIONS 595大方向的使命

提升会员企业的整体国际竞争力通过培养人才,建立国际家具城、建立“ 马来西亚馆”国际团队等,全面提升会员企业的国际竞争力。

打造家具品牌,摆脱代工局限通过教育和国际交流活动,提升会员企业的品牌意识, 加强打造品牌的决心,通过建立品牌让企业升值,摆脱代工的被动困境。

培养人才,确保永续成长人才是家具业提升和永续成长的核心因素,通过建立家具产业教育学院和各种培训活动,培养全方位的知识和技能上下游人才,为家具业发展注入源源不绝的动力。

提升家具业的整体形象改变社会对家具业是“夕阳行业”的负面印象,以品牌魅力及国际表现展现家具业朝气蓬勃的前景,吸引更多人才加入。

5大目标

595大方向持续不懈的工作 5大目标就是595的驱动力,是代表吉隆坡及雪兰莪家具企业力争上游,与国际接轨的决心和宏愿。

5 MAIN GOALS RELENTLESS WORK 5 main goals are the drive of 595, represent determination and ambition of KL and Selangor Furniture Entrepreneur Association to strive for the best and integrate with international standard.

建立国际家具城向政府争取一个靠近码头,方便运输的大面积土地,将家具企业集中经营,通过专业规划统一管理,减少资源浪费及衍生的社会问题;打造集体品牌,形成团队力量,提升整体竞争优势,同时便于国内外买家集中采购,提高效益。

Establish International Furniture City Urge the government to allocate a large area of land near to the port with easy access and establish a centralized and professionally managed furniture business centre. This would reduce waste of resources and social problem; to create a collective brand, building team strength and enhance the overall competitive advantages, and make convenient for local and overseas buyer to purchase and thus increase proﬁtability.

在外国建立品牌家具购物城在主要的国际市场建立汇集本地优质品牌的家具主题购物城,提高国外消费者对马来西亚家具品牌的认识,提高在国际市场的知名度和占有率,以多元化策略争取国际业务,而不是只依赖国际展销会。

Establish Branded Furniture City at overseas Establish a furniture theme shopping city that showcase local quality brands in major international market, to promote awareness of oversea consumer on Malaysian furniture brand, enhance the visibility and shares in the international market, and to ﬁght for international business with diversiﬁcation strategy, not just depends on international exhibition.

COVER STORY

OF 595 DIRECTIONS 马来西亚馆的概念, 就是以公会作为主

力,和主办单位洽谈。例如这个3月的深

圳家具展,“马来西亚馆”占地2000平方米。用总品牌来带动,以集体共同营运的方式,把会员所经营的品牌纳入其中,直接向全球市场展示大马家具的实力与特色,吸引买家的注意力!

建立家具产业教育学院

建立国际展销会的“马来西亚馆”

要确保家具业有永续的成长力,人才是一个绝对重要的关键,因此,建立“家具产业教育学院” 势在必行, 这个学院将培养家具产业从上游到下游所需要的全部人才,细分至原料管理、品牌设计、国际商贸、工厂管理等等,为家具产业的整体发展供应源源不绝的高素质人才。

Establish College”

“Furniture

Industry

Human capital is most important element in ensuring sustainable development in furniture industry, thus establish a “Furniture Industry College” is inevitable. This college will train talent needed from upstream to downstream industry, it will have courses such as material management, brand design, international business, factory management, etc. This would continuously provide high quality talent to help the development of furniture industry.

将参加国际家具展销会的家具同业组合起来,在会场设立“马来西亚馆”,以统一的主题和品牌,取代分散式的各自为政,以团队力量取代单打独斗,从而提高整体竞争力,吸引更多国际买家。

Establish “Malaysia Hall” international exhibition

建立国际据点,成立办事处本会谋求在主要的国际市场建立据点,成立办事处,为会员企业提供及掌握即时信息,发现商机。

Establish International Base and Ofﬁce

Get Malaysian exhibitors together in one exhibition area to build up team image and to avoid going it alone, and to increase competitiveness as whole and to attract more international buyers.

We seek to establish international base at major international market and set up ofﬁce to provide our enterprises members the latest information and business opportunity.

9 MAJOR PLANS

THE EXECUTION OF 595 DIRECTIONS “9 Major Plans” is to achieve “5 Main Goals”. In other word, it is through implementing “9 Major Plans” in ﬁve years time and implemented in stages. Every part is inter-connected. “9 Major Plans” have two categories: to enhance the international competitiveness of member companies and innovation in our organization to become a professionally manage organization. Feature of 9 Major Plans: Looking at the international market, to promote the overall competitiveness of member companies. Focus on organizing and participating in exhibition and to develop and enhance international market access. Focus on international and domestic information exchange, Information sharing and explore new business opportunity. Emphasize on education and training to nurture talent. Stress the importance of innovation of the organization towards specialization to become an organization with sustainable growth, thereby enhancing the inﬂuence and execution to achieve mission of the 595 Directions.

9大计划推动595大方向的执行力 “9大计划”是为了实践“5大目标”,换言之,就是通过推行“9大计划”,以5年为期,分阶段落实及不断巩固“5大目标”;每一项计划是环环相扣,互相补助的。 “9大计划”又分为提升会员企业国际竞争力,及革新本会组织迈向专业化两大类,兹列表如下: 9大计划的特点是: 放眼国际市场,推动会员企业的整体竞争力。注重举办和参加展销会,开拓及加强国际市场通路。注重与国际及国内同业交流,资讯共享,开拓新商机。注重教育及培训,培养人才。强调通过革新本会组织,迈向专业化,成为可持续成长的组织,从而提高影响力和执行力,完成595大方向的使命。

马来西亚展销会国内展销会主要是指: 本会自 2008年起主办的 “ 马来西亚家具与装饰展销会 MALAYSIAN FURNITURE & FURNISHINGS FAIR(简称MF3)”,主要对象是国内消费者。

海外国际展及考察团国际展览会是家具同业走向国际市场的最佳途径, 同时, 也是获得最新资讯, 学习与启发的最佳平台 ,因此 ,本会配合马来西亚家具促进局 (MFPC) 及马来西亚对外贸易发展机构 (MATRADE)的国际市场计划,鼓励会员参与国际家具展,并组团参展及考察,为会员开拓参展

国际展销会主要是指: 由马来西亚家具同业联合总会(MFEA)主办的“大马出口家具展 EXPORT FURNITURE EXHIBTION (简称EFE)”,主要对象是国际买家。

商机。

参展及考察的主要依据及目的: ●有关展览会的市场战略价值。

Domestic Fair refer to: THE MALAYSIAN FURNITURE & FURNISHINGS FAIR (MF3) organized by our association since 2008, targeting on domestic consumer. International Fair refer to: EXPORT FURNITURE EXHIBITION (EFE) organized by Malaysia Furniture Entrepreneur Association (MFEA), targeting on international buyers.

●有关展览会是面向国际买家的,可清楚掌握国际市场动态。 ●与当地家具业组织交流,获得协同效应。 ●掌握当地首5家内销公司的资料,取得合作管道,开拓市场。国际参展战略:成立马来西亚馆参考其他国际同业的战略经验,本会将致力推动在国际展销会上成立“马来西亚馆”,集中国内的参展企业,以团队形象集中在一个展区内,避免分散式的单打独斗,使国际买家易于辨认马来西亚品牌。

595计划执行委员会主任:颜泰华 Gan Tai Hwa 委员:许烺裕 Richard Ko 周嘉昌 Edmond Chew

International Exhibition is the best route for furniture entrepreneur to enter into international market, at the same time, it is the best platform to gather latest information, learn and get inspired. Thus, we, together with MFPC and Matrade’s international market plan, encourage our members to participate in international exhibition, and to form study group to study and to explore business opportunities.

●有关展览会有助开拓新市场及固守传统市场的优势。

Malaysia Fair

Overseas International Fair and Study Group

595计划执行委员会主任:庄佑陆 Lawrence Ch' ng 委员: 黄民辉 Wong Min Fui

The main reason for participating in exhibition and study group: ●The exhibition needs to have market strategic value such as: ●The exhibition is useful in exploring new market and at the same time can safeguard traditional market. ●The exhibition is aiming at international buyers, and able to clearly manage international market trend. ●Has interaction with local furniture bodies and gained synergies. ●Has information about ﬁve major domestic companies that are able to co-operate to explore new market. International strategic exhibition: to establish Malaysia Hall Referring to other international industry strategic experience, we will promote the establishment of “Malaysia Hall”, to gather exhibitors from Malaysia into one exhibition area to build up team image and to avoid going it alone, enable international buyer to easily recognize Malaysian brand.

针对这项计划,本会已经向雪州政府提呈“1000英亩雪州世界家具工业城”备忘录,并得到雪州大臣丹斯里卡立的允准,需进一步跟进。

申请外劳特许

政府事务

向政府申请,由工会成立“家具业外劳申请特

加强与政府部门的沟通,主动让政府更了解家

终极目标

许公司” 一劳永逸解决家具业所面对的外劳

具同业面对对国家经济做出的贡献,以及所面

●为家具行业的永续发展计,本会的目标是成

短缺问题,并协助政府管理外劳引起的社会问

对的问题。同时,帮助同业了解政府的奖掖措

立“家具产业教育学院”,培养整个行业链所

题。

施,善用各种贷款、津贴、援助金、补助金购

需要的全方位人才,这是595大方向的5大目标

●政府发出引进外劳的经营公司执照给商会。

买机器、培训人员、开发市场,研发新产品,

之一。

●帮助会员统一引进外劳,审核外劳素质。

特别在参加国际展览会时,政府的各类型津

●成立专业顾问团,网罗专业人士,为会员提供

贴有助于降低成本和开销。最重要的使命

即时谘询服务。

人力资源发展

是争取雪州政府支持,在2012年之前落实建

Plan 3: Special Permit to Employ Foreign Workers Apply to the government for us to establish “Furniture Industry Foreign Worker Special Permit Application Company” to solve foreign worker shortage problem and help the government to resolve social problem caused by foreign workers. ●Government to give us permit to operate

立“1000英亩雪州世界家具工业城”。

在成立“家具产业教育学院”之前,通过主办与家具产业上下游相关的课程及培训活动,培

Plan 4: Government Affairs Enhance the communication with government departments’ and get the government to understand contribution made by furniture industry for the country’s economy and also problems faced by the industry.

养行业人才,加强竞争优势。课程及培训内容涵盖: ●经营管理、市场行销、国际贸易。 ●家具设计、品牌设计、创新概念。 ●政府法令条规、税务及奖掖。

a company to bring in foreign worker. ●Assist members to bring in foreign worker

through a centralized method to examine the quality of foreign worker.

Meantime, to help furniture entrepreneur to understand incentive policy by the government and use these loan, subsidy, assistance and grant to buy machinery, train workers, explore market and research for new products. All these subsidies are especially useful to reduce cost and spending in international exhibition. The most important thing is to get the support from Selangor State Government to establish a “1,000 acres Selangor World Furniture Industry City” before 2012.

595计划执行委员会主任: 595计划执行委员会主任:许烺裕 Richard Ko

陈明成 Tan Meng Seng 委员 :陈威铭 Steven Tan

595计划执行委员会主任:周嘉昌 Edmond Chew

COVER STORY 提升会员企业国际竞争力

革新本会运作,迈向专业化和现代化,成为可持续成长的组织。

Human Resources Development Ultimate Goal ● To enable furniture industry to have a sustainable development, our goal is to establish a “Furniture Industry College”, to train talent for the whole chain in this industry and this is one of the ﬁve major goals in 595 directions. ●Establish a professional advisory board to advice members on time and for any enquiry.

组织发展

Organization Development

为了提高本会的官方代表性,也为了更有效争

To further enhance our association as official representative, and to be able to effectively fighting for furniture entrepreneur interest and promote the development of furniture industry, we have to recruit more members and to diversify our association, divided job finely and execute professionally. At the same time, we aim to build an integrated operation office.

取同业的利益及推动家具业成长,本会必须广招会员,将组织多元化,精细分工,专业执行。同时建设完善的综合行政楼。 “组织成长”的工作及目标是 ●成立青年组,培养组织的接班人。 ●精细分工,让各功能组别专注发挥。 ●借助专业人士,使到各小组能准确及有效发挥效益。

Before the establishment of “Furniture Industry College”, we need to train talent throughcoursesandtrainingprogramrelated to upstream and downstream furniture industry to enhance competitiveness. Program and content of training are as below: ● Management, Marketing, International

Trade ●Furniture

Design, Brand Design, Innovative Concept ● Government regulations, taxation and incentives.

“广招会员”的工作及目标是 ●广招家具产业上下游工业,包括零售业及原料供应商等为会员, 使到会员涵盖整个产业链,这对解决行业及促进发展有直接的帮助。

Mission and works on “Organization Development ●Set up youth wing to nurture successor. ●Finely divided job to let different sub-body to function effectively ●Get assistance from professional to make every sub-committee to run effectively

●特别注重吸收在业界有代表性的企业,以提高本会在政府和商会组织中的地位。 “筹建功能完善的综合行政楼/会所”的工作及目标是为永续发展计,本会寻求新地点,建立一个功能完善的综合行政楼,内部功能设施先进,并且可以取得盈利。

595计划执行委员会主任: 林建明 Lim Kean Beng 委员:陈观时 Francis Tan

Mission and works on “Recruit New Members ●Recruit upstream and downstream furniture industries, including retailers and raw materials suppliers as members, to enable the membership to cover the whole production chain and it will have direct beneﬁt in resolving problem and to promoting development ●Focus on recruiting business representative in the industry to enhance our position in the government and business chambers. Mission and works on “Building a featured integrated administrative building / ofﬁce” To enable a sustainable development, we are seeking a new place to build a featured integrated administrative building with advance facility and able to generate income.

《KLSFEA》will be distributed to government body, well established NGOs, state afﬁliate members, upstream and downstream furniture entrepreneur, foreign embassy in Malaysia.

本会建立资讯化管理系统引进即时最新的资讯化系统,与时俱进,达到行政资讯化和市场沟通资讯化的目的。其中主要的工作及目标是: ●建立网站,并保持网站即时更新,达到以下目的: 将会员资料上网,方便国际买家查询,为会员企业创造商机。将本会资料上网,让公众更了解本会的活动及取得所需资讯。与国际友会及主要展览会连线, 获得最新资讯。 ●行政全面电脑化,提升效率,避免依赖人力。 ●通过资讯设施,加强与会员的联系。

595计划执行委员会主任: 叶文光 Yap Mon Kuang 委员:邱爱博 Albert Khoo

Establish Information Management System Introduce latest information system and to achieve the goal of applying information management and enhance information on market communication Part of the major goal and works are: ●Build a website, and keep it update to achieve goals as below: Upload member’s information to enable international buyers for making enquiry and thus creating business opportunity for members. Upload information about the association and enable public to understand our activities and getting information needed. with international afﬁliate Connect members and major exhibition to get latest information. ●Administration fully computerized to enhance effectiveness and avoid reliance on manpower. ●To enhance connection among members through information facility.

家具期刊《隆雪家具》专业期刊是专为本会会员而出版的刊物,内容和设计时尚,凸显国内家具品牌的优质和达臻国际水平。《隆雪家具》专业期刊在 2010年出版第一期,对同业而言有丰富的市场资讯,对读者而言也有丰富的阅读价值,是本会着力提高行业形象的市场力作。《隆雪家具》专业期刊内容涵盖:国际市场动态、本地优质品牌、家居设计风尚、人物专访等。《隆雪家具》专业期刊将分发给政府部门、有代表性的社团、各州友会、家具业的上下游业者、各国驻马大使馆等。

595计划执行委员会主任:陈景兴 Tan Keng Heng

COVER STORY 提升会员企业国际竞争力

革新本会运作,迈向专业化和现代化,成为可持续成长的组织。

Furniture Magazine 《 KLSFEA 》 is a magazine specially produce for our members, the content and design highlights domestic furniture brand’s quality has indeed reach international standard. 《 KLSFEA 》 ﬁrst publication is in year 2010. It is full of market information for our industry entrepreneur and full of reading value for general public, it is a important tool to enhance our industry image. 《KLSFEA》content covers: international market news, local quality brand, home furniture design, feature interview, etc. 《 KLSFEA 》 will be distributed to government body, well established NGOs, state afﬁliate members, upstream and downstream furniture entrepreneur, foreign embassy in Malaysia.

福利与文教

Welfare and Cultural

促进会员联谊,加强互动交流本会成立的初衷

Promote fraternity, enhance interaction The initial intention of our organization is to unite the industry entrepreneur and promote friendship. Thus, in addition to addressing the issue of industry should also do more social activities to enhance interaction and cooperation among members so to create more opportunity.

就是团结同业,促进彼此的交谊,因此,除了

探讨业界的问题之外,也应该多做联谊活动, 加强互动,为会员之间创造合作的契机。联谊活动包括 ●在特定节日举行会员家庭日。 ●主办会员亲子旅游团,以本地旅游为主。 ●以俱乐部形式制定每月或是每周会员联谊日。

●每月会员公司拜访和考察。 ●每月会员产品发表茶会。

595计划执行委员会主任: 杨明山 Nguo Beng Sun 委员:曾伟明 Chen Wei Min

Social activity includes ●Organize family day on a particular day. ●Organize family domestic tour group. ●Organize a fun day in every week or month in a form of club membership. ●Visit and study tour to member‘s company every month. ●Tea session to introduce new product by member every month.

5年战略

推动595大方向的阶段战略配合政府5年一期的“大马计划”,本会也以5年为一个战略期,分阶段推动595大方向,确保595大方向如期往前推进,每5年就取得明确的战略成果,而不是沦为空谈或是停滞不前。

5 STRATEGIC

INTERMEDIATE ST

Align with government’s five year “Malaysia Plan”; we will also have a five year strategic period to implement 595 directions in stages. Ensuring 595 directions to be implemented as scheduled and achieve a clear strategic outcome every five years, rather than degenerate into empty promise, or a stand still situation.

YEARS

Successfully establish a quality enterprises team to become pioneer in establish a “Malaysia Hall”, to drive Malaysian furniture enterprises to build up international brand.

RATEGY FOR 595 DIRECTIONS

首个5年战略2010-2014的目标是同业升值

● 同业对品牌、设计、及各种国际竞争力有明显的提升和改进,更勇

于参加国际展销会,企业升值20%或以上。 ● 通过提升同业,社会对家具行业的印象改观,成为有前途的行业。 ● 成功建立优质会员企业团队,成为国际展览会上“ 马来西亚馆” 的先驱,从而带动整个马来西亚家具企业在国际的品牌定位。 ● 同业充分理解政府的各项奖掖、补助、津贴等相关政策和优惠。革新本会 ● 本会完成资讯化、专业化管理,以期迈向可盈利的终极目标。

Targets of ﬁrst 5 strategic year of 2010-2014 are

Value added for enterprises ● Enterprise to upgrade and improve on brand, design and international competitiveness, and more willing to participate in international exhibition and enterprise value increase 20% or above. ● Through upgrading enterprises to change public perception on furniture industry to become an industry with bright future. ● Successfully establish a quality enterprises team to become pioneer in establish a “Malaysia Hall”, to drive Malaysian furniture enterprises to build up international brand. ● Enterprise to fully understand government’s policy and various incentives, assistance and grants.

● 本会实践组织成长,建立专业顾问团队,奠定在官方的代表性地位。

Innovation in Our Association ● Our association to have complete information technology and professional management towards generating proﬁt as ultimate goal. ● Our association will realize organization growth; establish professional advisory board and laying the status of ofﬁcial representation.

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INTERVIEW

An Interview With Plantation Industries and Commodities Minister

Tan Sri Bernard Giluk Dompok

What is the ratio of overall timber export?

What is the total production of logs in Malaysia for the last 4 years?

A In terms of cubic meters (m³) production of logs are as follows: (1) 4,405,091 (m³) in Y2005; (2) 4,693,447 (m³) in Y2006; (3) 4,220,302 (m³) in Y2007; and (4) 4,028,724 (m³) in Y2008. In terms of species, in 2005 and 2006, Kelat, Meranti Merah and Me r ant i Merah Tua are the most logged species. The total production of log for the three species in 2005 is amounted at 1,151,336 (m3) and 1,378,744 (m3) in 2006. In 2007 and 2008, Kelat, Meranti Merah and Keruing are the most logged species, with total production of 1,040,971 (m3) in 2007 and 1,079,248 (m3) in 2008.

The c o m posi tion of 2009 exports of low value added/primary timber products is expected to still edge up against the value added sector of timber products by a small margin of 12.2%; 56.1% (primary products) 43.9% (value added) as envisaged by the NATIP industry structure ratio of 60 : 40 . The primary timber products suffered a bigger drop in exports value (19.10%) compared to the value-added sector (6.5%). Plywood, the largest contributor to the primary processing sector, posted a decline of about 21.6% whilst that of furniture, the main player in the value added sector registered a reduction of 8 . 5 % export value. This shift of emphasis on the increase in production and exports of the higher value added timber products by the Malaysian timber industry seems to be in line with the current global demand of timber products.

The abu nda nce of natural resources in M a la ys i a is the biggest advantage to the local furniture entrepreneurs, do you agree with that? The abundance of timber resource d e f i n i t e l y i s a comparative advantage for Malaysia's furniture industry, which include rubber wood in the making of wooden furniture. Out of the RM8.72 billion furniture export in 2008, 80% is rubber-wooden furniture (RM6.9 billion). The availability of the timber resource

ensures sustainability in supply of timber as the raw materials for the furniture industry and reduces the cost of the material. In line with National Timber Policy (NATIP) vision to increase timber products export, the availability of natural resources, in particular timber resource will help the furniture industry to achieve the targeted RM26 billion exports in 2020. In addition, the timber supply w h i c h is expected fromtheForest Plantation Development programme will help in ensuring the growth of the Malaysian furniture industry in years to come. So far the

programme has (under the auspices of KPPK) has now about 54,900 hectares contracted for loans involving RM246 million since it started in 2006 with Rubberwood and Acacia Mangium are the two most popularspecies planted. Nevertheless, while abundance of natural resources would prove as an advantage for local furniture producers, other im portant elem ents such as the design, availability of workers, utilization of technology and mechanization to improve standard and quality and marketing strategies should be further improved and enhanced.

97 % of the plywood are traded locally with the remaining 3% are test marketed to Singapore and the UK. The market response in these two countries are fa vour able and OPT has the potential to be further exported in Europe and other ‘green’ market such as Germany and Japan. B e s i d e O P T, t h e Malaysian saw millers have now started producing sawn timber from other alternative raw material such as coconut trunks for furniture making.

Q4 Do yo u th i n k th e local furniture entrepreneurs have fully utilized our natural resources? If not, what would you suggest? Local entrepreneurs have been utilizing our natural resources of timber for the making of furniture and will continue to do so to their comm ercial advantage as long as there is supply of local materials. At present, s tatis tics show that about 80 % of loc al made furniture which are exported used rubber wood as the main source of raw material. While this is a good development, I would urge the industry to begin experimenting with new raw materials that could be used for furniture manufacturing such as coconut trunks.

Q6 Q5 Besides rubber-wood, what are the other natural resources which we can put into good use? Oil Palm trunk (OPT), coconut trunk, rattan, bamboo, acacia as well as bio-composites are some of the resources in the country that can be turned into high value added products for export. For example, under the Ninth Mala ysia Plan, funds worth RM3 million has been secured to undertake research into plantation timber. Under the Palm Plywood project corroborated by MTIB, MPOB, UPM, FRIM and MPMA, a total of 25000 cubic metres of plywood from OPT have been produced.

for the domestic p roduc tion of sawn timber, furniture and other downstream products. The import policy on the import of raw materials or wood required by the timber industry has been liberal to facilitate the imports of materials if need be, to ensure there is adequate supply for the industry. Moreover, a technical working committee has been set up under NATIP to specifically focus on the importance of raw materials. As such, plan of actions have been outlined and carried out in 2009 . Raw Material mission and MoU to

The Ministry of Plantation Industries and Commodities (MPIC) welcomes cooperation and dialogue with the furniture industry. The Ministry believes that it is crucial to address pertinent issues and challenges involving the industry if we were to help the industry to further develop. In this regard, the local furniture entrepreneurs must be active in the a s s oc ia tions to effectuate an active interac tion with the Ministry and other Government agencies. The constant interaction will then foster deeper understanding about

and with neighboring countries are among the programmes that will be carried out in order to secure more raw materials for the local timber industry.

the nature of the furniture industry amongst the Ministry’ s officials and thus appropriate assistance in terms of policy and procedures could be extended whenever possible. After all, the Ministry is supposed to help e le va te the furniture industry and in achieving this we will try to facilitate, not to frustrate the industry. Our door i s always open for discussions and assistance.

What are the helps you think your department can offer in the aspects of providing raw materials? The Ministry of Plantation Industries and Commodities (MPIC) will continue to ensure that there would be suf ficien t supply of raw material for furniture making and other timber products. Hence, the Ministry, through MTIB and MTC will continue to identify new species of wood suitable for furniture m aking, which will include carrying out R&D in the discovering of new composite materials. Furthermore, the Ministry has also embarked on the Forest Plantation Development Programme since 2006. The main objective of this program is to address the issue of insufﬁcient raw material

Q7 Minister, what d o you think the localfurniture entrepreneurs can do to help foster a closer rapport and work hand in hand w ith your department?

棕榈树干(OPT),椰子树干,藤,竹,相思木,以及生物复合材料,都是一些可以在我国取得的原料,变成高价值的出口成品。

请问您的部门在原材料的供应上 ,可以提供哪些协助? 原产部会继续确保家具制造业以及及其它木材产业可以获得足够的原料供应。同时通过MTIB 和MTC,继续物色新的木

您认为本地家具制造企业是否已经充分利用我国的天然资源?您有什么建议? 只要天然资源持续的供应,我相信本地企业过去四年马来西亚的树桐

请问我国整体木材出口的

马来西亚丰富的天然资

家将会一如以往般继续以

产量为何?

比率为何?

源 ,是本地家具企业的最

木材作为家具制造的主要

大优势,你同意吗?

材料,因为这是他们的商

以每立方米计算

以 2009 而言 , 原材

(m³), 我国过去四年的树

料与加工后的木材产品

桐产量如下:

的出口比例,分别是木材

(1) 2005年4,405,091

出口56.1%(初级原材)与 43.9%( 加工后的木材产

(m³) (2)2006年 4,693,447

品),符合我国NATIP(国家木业政策)的预期60:40结

(m³)

丰富的木材资源 ,绝对是大马家具业,包括以橡胶木为主的家具制造业者的优势。2008年,我们拥有 RM8.72亿元的家俱出口价但其中80%是橡胶

业优势。目前,统计显示约有80%的本地制造家具出口,以橡胶木作为原材料。当然,我也呼吁我们的制造商,尝试使用新的材料,如利用椰子树干作为制造家具。

种 ,作为适合家具制作用途 ,当然也包括推动新复合材料的研发工作。此外 , 原产品在 2006 年起所推动的森林发展计画,主要就是为了解决锯材、家具及其它下游产品面对国内生产原料不足的问题。目前,我们已经放宽进口原材料或木材工业的政策,确保为业界提供足够的原料。此外,在NATIP(国家木材政策)下也有一个以原材料为焦点的执行委员会,部

上,初级原材的19.10%的

木家具(RM6.9亿元)。充足的木材资源将确保家具

跌幅 ,比加工后的木材产

制造业得以获得持续及

(m³)

品的 6.5%跌幅来得高。

稳定的木材供应,同时降低

其中 , 在 2005年和 2006年 , 以 Kelat, Meranti Merah(红柳桉 )和 Meranti Merah Tua(老红柳桉 )是产量最高的树种,这三种树桐的总产量分别 1,151,336 (m³)(2005年)和

而作为初级原材主要指标

成本。同时,为了达到

除了橡胶木,还有什么其

贡献的合成板 ,在出口价

NATIP(国家木材政策)对

它天然资源可以被利用?

值上录得 21.6%跌幅, 而

增加木材产品出口的目

棕榈树干(OPT), 椰

家具成品 ,是加工后的木

标 ,充足的木材资源将有

子树干,藤,竹,相思木,以

材产品中最重要角色 ,也

助家具业在 2020年时达

及生物复合材料 ,都是一

仅是受到 8.5%的跌幅影

到RM26亿的出口总值。

些可以在我国取得的原

部长 ,你认为本地家具企

响。从中可见马来西亚木

此外 ,目前国家所推行的

料 ,变成高价值的出口成

业家可以如何与您的部门

业 ,在加工后木材产品的

森林种植计画将会在未来

品。举例而言 ,在第九大

携手合作 ,同时促进更紧

1,378,744(m³)(2006 年)。至于在 2007年及

出口量及出口价但有增加

提供更多的木材资源,预

马计画下 ,我们共有总值

密的沟通?

的趋势 ,与全球对木材产

计有助大马家具造业的

RM3百万的拨款提供给种

品的需求趋势相当吻合。

增长。根据 KPPK的估

植品作为研究经费。而在

家具制造业者的合作和对

计,这项从2006年开始推动,以最受欢迎的橡胶木 (Rubber Wood)及相思木 (Acacia)作为主要种植品种的造林计划,截至目前所涉及的种植面积已经达到54,900公顷,其中包括 RM246万元的种植贷款。不过,虽然丰富的天

MTIB、 MPOB、 UPM、 FRIM和 MPMA的合作

话。我们相信,要协助相关业者进一步发展 ,必须

下 ,以棕榈树合成板为主

面对许多相关业界的难题

的研究专案,已经生产了

及挑战。因此 ,我们希望

25000立方米的棕榈树合

业者可以通过活跃的商会

成板。其中 ,97%进入本

活动 ,与原产品以及各个

地市场,而其余的3%则销

政府单位取得交流 ,这将

往新加坡和英国作为市场

促进彼此之间有更紧密的

测试 ,也有不俗的反应。

沟通 ,特别是加深我们对

然资源是本地家具制造

未来棕榈树合成板将具有

家具业的了解 ,将有助于

商的主要优势 ,但我们也

潜能 ,进军欧洲及其他绿

日后在相关领域制定合宜

不能忽略其它重要的元

色国家 ,如德国及日本。

的政策。对家具业 ,我们

素,例如家具的设计,劳工

除了OPT,大马锯材业者

始终都在扮演推动助力的

问题 ,作业技术的强化与

已经开始从其他树木的

角色 ,而非阻挠。我们的

机械化 ,从而提高我们的

品种著手生产锯材,如椰

大门 ,随时欢迎家具业者

家具品质和水准 ,并改善

树 ,作为家具制造的新原

前来讨论或寻求协助。

和加强对外的市场策略。

料。

(3)2007年 4,028,724 (m³) (4)Y008年 4,220,302

2008年, Kelay, Meranti Merah以及 Keruing则是总产量最高的三大树种 , 其记绿为 1,040,971(m³)(2007 年 ),和 1,079,248(m³) (2008年)。

构比率。然而在出口价值

份计划也在 2009年间推动,计划包括与邻近国家签订的谅解备忘录,确保本地木材工业可以得到充足的原材料。

原产品部欢迎来自

11111111

111111

Q1 H o w i s M AT R A D E disseminating information to furniture industry players? Among others, M A T R A D E d i s s em in ates t rade information via: MyExport portal. Malaysia exporters can register and receive these beneﬁts: ●Global opportunities – access to timely trade leads, market alerts and international tender notices compiled by our Trade Commissioners i n m o re th an 40 c ommercial centres across the globe. ● Tr a d e R e p o r t s – updates on market t rends and p roduc t requirements through our Produc t/ Market Studies and Malaysia Trade P e r f o r m a n c e Statistics. ●Online Publications – read our online version o f Tr a d e M a r t a n d M AT R A D E O N L I N E News. ●Application Status – check online if your registration or application to MATRADE’s events and assistance programmes has been approved. ●My Profile – update your company’s profile to remain in touch with M AT R A D E o r p o s t your products images to get noticed on our e-Directory. ●Market Alerts – Stay ahead of your competitors with timely updates on wide ranging inform ation coveringmarket conditions and trends, trade policies and regulations, business opportunities and other trade information that matters.

INTERVIEW

Wan Norma Wan Daud

Director of Product Section, Product & Services Developement Division Malaysia External Trade Developement Corporation

●Trade Leads – An opportunity to grow your exports with trade leads compiled from enquiries rec ei ved from foreign importers interested to source Malaysian products. ●International Tender Notices ●Product & Market Studies ●Ma l ays ia Trade Performance – Obtain key t rade s ta tistics pertaining to specific products or markets.

Q2 What kind of activities held/actions has been taken by MATRADE that beneficial to the furniture industry players? Furniture-related promotion programmes planned for 2010: ●Specialised Marketing Mission (SMM) ●SMM on furniture to New York ●SMM on furniture to Toronto ●Multi sector SMM to Panama ●SMM on furniture to Sydney Trade fair ●I Saloni, Milan ●Interior Lifestyle Exhibition, Tokyo●Hong Kong Houseware Fair ●Vietnam Expo, Hanoi and HCMC

Promotion booth ●National Hardware Show 2010, Las Vegas ●E xp o c om e r 2010 , Panama ●MEBLE, Poznan I n c o m i n g B u yi n g Mission ●MIFF 2010 , Kuala Lumpur Trade Promotional Visit ●TVP to North Carolina ( in conjunction with High Point Trade Fair) ●TVP to Vancouver, Canada

F r o m y o u r perspective, what do you see as the biggest competitive challenge of Malaysia furniture industry? Malaysia’s strength lies in the ability of local furniture companies toproducehigh quality furniture at an a ffo rdabl e pric e as well as the abundant resources of raw materials be i t hard wood like Meranti or soft wood such as rubber wood. Unfortunatel y,

Malaysian furniture exporters often have to battle with the misconception and p o s i t io ni n g of their produc t quality and image. Often, Malaysian furniture products are perceived to be the same as those from China and Vietnam while that is not the case. Currently, the perception of the Malaysian Furniture industry is between the lower end and m id dle- range c l ass

of products. Our furniture products must differentiate themselves from Chinese and Vietnamese furniture. One of the concentrate steps by Malaysia is to take part in the prestigious I - Saloni furniture fair in Milan, Italy.

Q4 What are MATRADE’s focus/planning in the next couple of years? In the current economic sc enario, the world market is becoming more competitive. Therefore, it is vitally important that M AT R A D E ’ s t r a d e promotional activities are carried out aggressively in order to continue propel growth and exports. For 2010, MATRADE's promotional activities will focus on the following key areas: Fast-growing markets such as Brazil, Russia, India and China as well as GCC region countries. New and emerging markets in Africa (Egypt, Ghana, Libya, Nigeria and Uganda), Asia (Iran, Kazakhstan, Kyrgyz and Uzbekistan) and the Americas (Chile and Panama) Diversification opportunities in traditional markets such as Australia, the European Union, Japan and the United States where MATRADE will assist Malaysian exporters to tap into new market segments in order to expand their market share by leveraging on market visibility and the established presence of Malaysian products and services. M a r k e t s w i t h p refe ren tial acc ess where Malaysia has implemented bilateral and regional FTAs.

Other key areas given focus in MATRADE’s 2010 Work Programme include: S trengthening the c ompetitiveness of Malaysian exporters through capacitybuilding programmes via 60 nationwide s e mi n a rs a n d workshops. Enabling new exporters, particularly Bumiputera and women exporters, in penetrating the global market. Enhancing Malaysian exporters’ knowledge and awareness of trade ﬁnancing facilities. We go to the iconic t rade fair where we know the fair can provide that kind of platform, such as I-Saloni in Italy. We go as a platform for Malaysia to show the world our quality products by association. MATRADE can’t push for individual brand. We can provide the platform, i.e. they can go and showcase their products. If you can go as a country, that's branding Malaysian furniture. If you go for individual, it’ s not easy. That’s why we work very closely with furniture council. We are going to the new emerging markets. We want to go to the new market, such as Russia, Middle East, Latin America, although we are strong in US.

Everybody recognizes quality furniture coming from Italy. For instance in Dubai, we are not top range, neither are we the lower range. We are in the middle. We should push ourselves higher. In terms of getting our products oversea, Malaysian companies are still not going o u t a g g r e s s i v e l y. Promotion has to be continuous. You have to go to the marketplace, you have to be visible. Let people know you. It’s kind of an investment with slow return. If you go to the trade fair, your sustainability in the market should be there. We have to go out aggressively as we have other competitors from China, Vietnam. In companies’ budget, promotion is always the last. It’s not cheap, and a lot of companies will face financial problem, which they have not enough fund, thus the p r om ot i on budget will be cut. We provide some form of assistance. We provide market development grant. We reimburse them 50% of what they spend. The new buyers and existing buyers are equally important. We can’t rely solely on old market. The biggest challenge to open market is all depending on the countries’ policy. If enough info is gathered before they go, it won’t be a problem. Our role is to gather the info of every market for them. We

Malaysia External Trade Development Corporation (MATRADE) Menara MATRADE, Jalan Khidmat Usaha, Off Jalan Duta, 50480 Kuala Lumpur, MALAYSIA TEL: +603-6207 7077 FAX: +603-6203 7037 / 7033 EMAIL: info@matrade.gov.my www.matrade.gov.my

will do all the research, including logistic, language. When we get the market info, we disseminate it. Besides, convincing company to go out is also another challenge. Thus, we do a program in the market and coordinate everything. Later we bring them to do the business there. This year we are going to Panama, even Toronto to a certain extent. We are going to Poland. These markets are coming up, they are open up. Segment of their population will go for the imported furniture. This is the niche market we are looking at. For instance in Middle East, when the Malaysian company is building construction, we are linking with the construction company to our furniture company. This is how we can promote in that manner, such as to

furnish the whole hotel with sofa, bed, table, etc. It’s not going to be easy, but we have to really work out to sell our idea. We have our capacity and capability. Thus, we are working closely with furniture council. We have got the wide range of products, such as wood, leather, plastic, office, home, metal, garden, etc. The buyer can come here to buy the whole range. And we also have the quality furniture. The buyers know who their clientele is. This is what we proud of.

依你的个人观点,你怎么 MATRADE是如何向家具

看大马家具业的最大竞争

业者发放消息? 一般而言

挑战? 大马的强项是本地家

,MATRADE透过以下方式发放讯息: MyExport网

具业者有能力生产高品质

站系统大马出口商可在

家具,同时提供具竞争性

此系统内注册并从中受

的价格。加上我国拥有丰

益:

富的天然资源,其中就有

● 全球商机—得以获知及

硬木如Meranti、软木如橡

时的供应讯息、市场最新

胶木。遗憾的是,大马家具

资讯和国际招标通告。这些都是由我们在全球超过

MATRADE将举办什么活

出口商经常面对一个问

40个商业中心的商务专员

动惠及家具业者?

题,就是他们产品的素质

在2 0 1 0年举办和家

所收集而得的资料。

与形象,甚至是市场定位

● 贸易报告—透过我们产

具业息息相关的宣传计划

品/市场研究及大马贸易表现统计获取有关市场趋

如下: ● 专项市场开发(SMM)

家具产品被视为与中国

势和产品需求的最新资

● 开发家具出口至纽约

和越南的家具没什么分

讯。

市场

别。实际上并非如此。目

●网络刊物—阅读我们的

● 开发家具出口至多伦

前,人们对大马家具业的

网络刊物如《Trade Mart》

多市场

理解是介于低档至中档成

及《MATRADE ONLINE》新闻。

● 开发多项家具出口至

品之间。我们的家具成品

巴拿马市场

必须与中国和越南的家具

● 申请状况—上网查询有

● 开发家具出口至悉尼

有所不同。大马本身采

关注册或申请MATRADE活

市场

取的主要步骤是出席享

动及辅助计划的批准进度。

●公司简介 — 更新公司简介以和 MATRADE 保持联系,或上载公司产品图

商品展销会 ● 米兰I Saloni ● 东京室内生活风格展览

片,以便买家能在我们的

● 香港家庭用品展

e-Directory中浏览。

● 河内和西贡举行的越

● 市场最新资讯—比竞争

南国际贸易博览会

者更快获取有关市场状况与趋势、贸易政策和条

宣传摊位

规、商机及其他有关贸易

● 拉斯维加斯2010五金制

资讯等最新的讯息。

品展 ● 巴拿马2010国际博览会

● 供应讯息—透过对大马产品有兴趣的外国进口商的询问,有机会拓展出口贸易。

国内采购任计设

国际招标通告

● 吉隆坡MIFF

产品和市场研究

● 大马贸易表现—获取与特定产品或市场相关的主要贸易统计。

● 波兹南MEBLE

贸易宣传访问 ● 美国北卡罗莱纳州(配合High Point商品展销会)

经常被误解。一般的情况是,大马

负盛名的意大利米兰 ISaloni家具展。 MATRADE在未来几年的焦点或计划为何? 就目前的经济情况预测,全球市场将变得越来越竞争。因此,MATRADE贸易宣传活动就显得极其重要。这些活动必须积极进行,以便能继续推动成长与出口。 2010年,MATRADE贸易宣传活动将着重以下几个领域: 成长急速的市场如巴西、俄罗斯、印度和中国,以及海湾合作委员会 (GCC)区域国家。. 在非洲( 埃及、加纳、利比亚、尼日利亚和

乌干达)、亚洲(伊朗、哈萨克斯坦、吉尔吉斯和乌兹别克斯坦)以及美洲大陆(智利和巴拿马)的新兴市场。除了传统市场如澳洲、欧盟、日本和美国,MATRADE将协助大马出口商开发新的市场分割,以获得多元化商机,并透过大马产品与服务在市场的可见度和确立形象的优势,来扩大他们的市场占有率。与大马履行双边关系及区域自由贸易协定 (FTA)的优先市场。其他列在 MATRADE 2010工作计划的着重领域也包括: ● 透过在全国举行的生产能力建设研讨会和工作坊,强化大马出口商的竞争力。 ● 让新的出口商,特别是土著和女性出口商,有机会打入全球市场。 ● 提高大马出口商在贸易金融设施的知识与醒觉。我们会出席一些具指标意义的商展,例如意大利I-Saloni,因为这些商展能为我们的家具业者提供优秀的展示平台。 MATRADE本身不能只推单一品牌。我们可为单一公司提供平台,但是当我们到国外参展,是以国家身份向世界展示我们高素质的家具,标志我们是大马制造家具。如果公司以个

展,你在市场的持续性就必须存在。当我们面对来自中国、越南的竞争时,我们就更应该积极打入海外市场。在公司的预算里,宣传永远排在最后,因为它的费用昂贵。很多公司在这方面遇到经济问题,就索性不搞宣传了。我们有提供一些资助,例如市场研发拨款 , 补贴 50% 的业者费用。无论是现有或新兴市场都一样重要,不能只单靠旧有市场。我们在开发市场遇到的最大挑战是不同国家有不同政策。如果业者收集到有关国家资料,就不会是个问题。而我们的角色就是要为他们收集各个市场的资料。我们会进行研究,包括在后勤支援和语言方面。当我们收集了这些市场资料,就会发市出去。另一挑战是说服公司去开发新市场。因此我们会在该市场进行一些计划,并协调一切,然后带业者去该市场做生意。今年我们会去巴拿马、多伦多、波兰。这些都是新兴市场。当这些国家开放贸易时,有部分人

人身份去,并不容易。在

口会寻找进口家具。这就

这方面我们也会和家具促进局紧密合作。

场。例如在中东,许多大

虽然我们在美国的市场很强,我们也不忘向

● 加拿大温哥华新兴市场迈进,例如俄罗斯、中东、拉丁美洲。在中东,大家普遍认为高素

今年我们会去巴拿马、多伦多、波兰。这些都是新兴市场。当这些国家开放贸易时,就会有些人想寻找进口家具。这就是我们要专注的小众市场。

的投资。如果你参加商

质家具必定来自意大利。我们的家具在他们眼中属于中层次。因此我们必须更努力。至于将我们的产品推出国外,大马公司依然不那么积极。宣传是不能停歇的。如果你要打入市场,就必须增加你的可见度,让别人看见你,了解你。宣传是种慢性回酬

是我们要专注的小众市马建筑业者在那儿有发展计划,我们就会与他们联

系,以便能够为建成的计划推荐大马家具。这将会是我们推销的管道之一。大马家具的其中一个优势,就是我们具有各式各样的产品,包括木制家具、皮料家具、塑胶家具、办公家具、金属家具、庭院家具等。当买家来到我们这儿采购时,他们知道自己顾客群的需求,便可一次过在这里下订单。这是我们感到骄傲的优势。

11111111

111111

INTERVIEW

Dr. Jalaluddin Harun

Director General of Malaysian Timber Industry Board

How do you see the industry developing in the near future ? What MTIB contribute to the industry development ? ( Provide timber related technical support and information ? ) In the future, among them are the latest develop ment s regarding wood i n d u s t r y , t h e development direction for increasing value added wood products, the potential of stem palm (oil palm trunk) as an alternative source of raw materials, industrial development for p ro d uc ts based o n bam bo o and no t fortetting the latest developents furniture industry in Malaysia. Among the largest contributions MTIB is formulating the National Timber Industry Policy (NATIP) which contains seven main thrust to the t imber industry. The policyalso include the program to develop forest plantations periodic large commercially in Malaysia. Planting targets under the program is the sum of 375.000 hectares to be developed within 15 years. Expec ted number of 25.000 hectares of forest plantations will be established each year under the program . Eight major species

have been identified for this program, including rubber wood, A c a c i a s p p , Te a k , Sentang, Laran and others. In a meanwhile. MTIB has developed Fiberand Biocomposite Development Centre (FIDEC) which aims t o d e v e l o p a n d promote industry and fiber biocomposite in Malaysia. FIDEC function as a centre for collection information on local research and development revenue related industries and biocomposite fiber in this country. This centre also serves to promote commercialization activities result ofresearchand development (R & D) conducted by research intitutions and local universities, to drive the development of this industry to international.

Who is responsible in the Forest Plating Plan? What is the progress at present ? Are there any difficulties during execution ? Action to be taken ? 1.0 Financing and Funding Mechanism Recognizing that there is a need to have a new source of raw material supply to s us tai n the growth of the wood based industries the Ministry of Plantation Industries and Commodities (MPIC) has obtained the approval of the Governments to allocate an intial sum RM 200 million t o f i n a n c e t h e establishment of forest plantation. As a result the Forest Plantation Development ( FPD) Sdn Bhd was formed in 2006. The FPD will be accountable for loan management and will recoup all payments from borrowers undertaking the forest plantation projects. The MPIC has set a target to establish a total 375,000 hectares of new forest plantation over a 15 years period starting from 2006. This translates to an average of 25,000 hectares of

forest plantation per annum and a targeted annual production of 5 million m3 is projected from 2020 onwoard or 75 million m3 of logs will be produce during 15 years time. 2.0 Species Selected for forest plantation The technical c o m m i t t e e i s r e s p o n s i b l e f o r p r o v i d i n g comprehensive technical advice to the private sector pertaining to species for the forest plantation programme. More than 40 species have been indentified to have potential for forest plantation purposes. Of the total, 14 species have been short-listed for forest plantation project based

on t imber and f iber utilization aspects like for furniture, general utility, specific uses and reconstituted wood. Eight species were identified by the technical committee as suitable for the forest plantation programme. They are Malaysian Rubberwood ( evea b ras il iens is ), Acacia spp. ( Acacia hybrid), Teak (Tectonia grandis), Sentang (Azadirachta excelsa), Afican mahogany (Khaya ivorensis / Khaya senegalensis), K elem pa y an/ Laran (Neolamarckia cadamba), Batai (Paraserianthes falcataria) and Binuang (Octomeles sumatrana).

Selection Criteria for these species are based on planting material availability, price, and internal rate of return, R&D, c urrent market and marketability. Apart from these considerations, thereisalready R& D on their wood, susceptibility to pests and diseases and site adaptability. 3.0 Forest Plantation Progress The forest plantation programme has now about 54,900 hectares contracted for loans involving RM246 million since it started in 2006 (Refer table 1). Rubberwood and Acacia Mangium are the two most popular species planted. The most recent approval involved SAFODA in Sabah anounting to RM 13.5 million, which will entail the planting of 2,500 hectares of Rubberwood. For 2009, a total of RM28.4 million has been disbursed to seven companies. These companies will be establishing forest plantations in Kelantan, Selangor, Sarawak and Johor.

4.0 Incentive For Forest Plantation

5.0 Challenges in Forest Plantations

Through the "new strategies toward stimulating the nation's economic growth", centain incentives have been extended under pre-package scheme to forest plantations, including rubber wood forest plantations. Designated as 'Strategic Industry', the forest plantation activities enjoy fiscal incentives provided under the Promotion of Investment Act, 1986 and the Income Tax Act, 1967. Under these incentives, investors are given Pioneer Status for 10 years and I n vestm en t tax Allowance for 5 years for the above 8 selected tropical timber species. The above incentives a r e a i m e d t o promote investment in forest plant atio n establishment as well as to encourage greater participating of the private sector in the development of forest plantation. In addition to these incentives, other forms of inc enti ves are also offered by the State Governments.

As in other forestry activities, the establishment of forest plantation will be faced with problems, notable of which are the following: 5.1 Slow rate o f p l a n t a t i o n establishment 5.2 Long gestation period 5.3 Low survival rate 5.4 Incidence of pest and diseases 5.5 Land availability and acquisition issues 5.6 Inadequate supply of quality planting material 5.7 Labour and mechanization 5.8 Short planting season 5.9 Forest ďŹ re has long been playing a vast destructive role in forest plantation ecosystem. Forest fire, particularly in forest pla nta tion occur during the dry season.

Q3 What is MTIB focus/ planning in the next couple of years ? For this year, MTIB plan to increase the domestic export and also promote the use of IBS application. I am conďŹ dent timber will be a promising materials for the IBS applications in the domestic market i f the r ight gra des, species and properties of timber are used. For IBS timber a p p l i c a t i o n , standardization of t imber com pon ents are comprises of non tructural like internal partitions, boards, flat sheets, finishes, openings ( door and windows), furniture and accessories Timber IBS for strucural include frame system, roofing system, ďŹ&#x201A;ooring system and walling system, timber doors and windows.

Start from the design of the house and buildings, architects and designers must adopt the s tanda rd sizes which shall be made available by the manufacturer. Currently in Malaysia, this system is widely used in schools and low cost housing projects. A total fund of RM 1.5 million was secured under the timber industry levy fund to carry out activities to encourage the use of timber IBS. MTIB is currently working closely with UPM in designing a model IBS t imber house to be promoted to FELDA for their housing projects.

我们今年的目标是要增加出口,以及推动 IBS的应用。我深信,在本地IBS的应用上,树桐是十分可靠的材料。

您如何看待木材工业在未

谁负责森林种植计划?目

来的发展?马来西亚木材

前的进展如何?在执行上

工业局对此工业作出怎样

是否面对难题?又有哪些

的贡献?(提供技术技术和

解决对策?

资讯?) 木材工业未来的发

研发、现有市场及市场走 1.0融资和经费援助机制

向为考量。

展走势将会朝产品加值的

若要确保木基工业

方向前进。此外,国家将

持续成长,新的原料来源

全力开发以油棕树干来取

和供应是不可缺少的。

自2006年开始,迄今

代木料的潜能,以及在不

因此,种植及原产业部已

已有5万4千公顷的土地已

影响马来西亚家具业发展

经获得政府初步拨款2亿

获得贷款进行种植,涉及

的情况下大量使用竹料产

令吉,作为森林种植的经

的款项达2亿 4千600万令

品。

费。在此计划下,政府成

吉。 (见表 1)种植最多的

马来西木材工业局

立了森林种植发展私人

是橡木和银棘木。最新批

最大的贡献,在于制定国

有限公司来负责融资管

准的是沙巴的一项种植计

家木材工业政策,它概括

理,并负责回收在森林种

划,共获得1千350万令吉

了我国木材工业发展的

植计划下向政府借贷的款

的融资,在2千500公顷的

7大原则。这项政策也包

项。

土地上种植橡木。

3.0森林种植的进展

括开发森林种植计划。在

种植及原产业部设

在2009年,政府已经

此计划下,我们的目标是

定的目标,是从2006年开

发放了2千840万令吉贷款

在15年内开发37万 5千公

始至往后的 15 年期间,进

给7家种植公司,它们将在

顷的土地,以进行造林种

行37万5千公顷的森林

吉兰丹、雪州、砂拉越

植。我们计划每年开发和

种植, 即每年平均种植

和柔佛州进行森林种植计

种植2万5千公顷的树林。

2万5千公顷土地, 以便

划。

我们鉴定了8个品种的木

从2020年开始,每年取得

材,包括橡木、银棘树、

500万立方米树桐的收

柚木、圣丹树和腊染树

成,而在15年内可取得7千

等。与此同时,马来西亚

500万立方米树桐的收

成长的新策略” ,政府在森

木材工业局也设立了生物

成。

林种植计划下提供了一些奖

2.0森林种植的树木种类

业” 的森林种植活动,享有

合成纤维发展中心,以推动马来西亚的木材工业和

4.0 森林种植的奖掖通过“ 刺激国家经济

5.0森林种植的挑战如同其他森林活动,森林种植计划也面对一些问题,举例如下: 5.1 种植速度缓慢

此中心也协助把本地大学

为参与森林种植计划者

1967年所得税法令下所提

和研究院所研发出来的产

提供深入的技术谘询,当

供的财政奖掖。在有关奖

品商业化,以把此工业推

局定了超过40种具潜能

掖下,选择种植上述8种树

向国际。

的树木品种以进行森林

木种类的投资者,可享有10

种植,再根据木材工业和

年的新兴工业地位,以及5年

家俱业的需求和使用,从

的投资税务优惠。

中选出 14 种树木大量种植,它们包括橡木、银棘

有关奖掖旨在推动森

树、柚木、圣丹木、非洲

林种植活动,以及鼓励更

桃心木、腊染树、南洋

多私人界参与这项计划。

楹、红豆树等。

除了上述奖掖,各州政府

树种的选择,是以树苗的供应、价格、回酬、

也各别提供额外的奖掖给参与者。

么? 我们今年的目标是要增加出口,以及推动IBS的应用。我深信 , 在本地

5.3 存活率偏低

IBS的应用上,树桐是十分

5.4 虫害和传染病

可靠的材料。

5.5 获得土地和征用土地

在这方面,木质配件

课题 5.6 缺乏优质的树种

的统一性是完全符合使用

5.7 人力资源和机械化

门窗、地板、屋顶、墙壁

5.8 播种期太短

等。从一间屋子的设计开

需求的。包括内部装修、

5.9 森林火患往往对种植

始到兴建,绘测师和设计

业和生态系统造成极大的

师都必须采用标准的木材

破坏。林火通常是在干旱

尺寸。目前,我国的学校

季节发生。

和廉价屋,都广泛使用这种划一的制度。在木材工业税务基金下,动用了150万令吉来进行各种活动,以鼓励IBS木材的使用。目前马来西亚

1986年促进投资法令以及

一个技术委员会将

来几年的焦点和计划是什

5.2 长时间的等候收成期

掖配套。被列为“ 策略性工

开发生物合成纤维工业。

马来西亚木材工业局在未

木材工业局正与博特拉大学合作设计以 IBS 木材建设的房屋,以供作联邦土地发展局之下的恳殖区房屋建筑使用。

Malaysian Timber Industry Board Level 13-17, Menara PGRM, No. 8, Jalan Pudu Ulu, 56100 Cheras, Kuala Lumpur. Tel : +603-9282 2235 Fax : +603-9285 1477/1744 Email : info@mtib.gov.my www.mtib.gov.my

••

•

•••

INTERVIEW

Au Leck Chai

Chief Executive Ofﬁcer of Malaysian Furniture Promotion Council SincetheMFPC formation, we look at the export value, i t keeps going up. For instance, in 2008, it has been going up 8.7 billion ringgit. And we have 8.5 billion ringgit in 2007. And we have 7.8 billion ringgit in 2006. So you can see that it has been going up. Since the formation, it was something like 5 or 6 billion ringgit, and we go on until 8 billion ringgit last year. Everybody recognizes that because of the downturn, the furniture export has been affected in 2009. As you can see the ﬁgure, it has been contracting to 14 over percent. But more important to it is not so much on the economic recession; it’s a question of looking at the capacity. We have come to the crossroad where we have to look and see how we can further im prove the furniture industry. The industry can’t just do as we were doing over the last 10 years. It can't just do and produce. We must know the fact that China, Vietnam also do the furniture, but who can produce better furniture? We are talking about more value-added activities, e.g. design, branding, marketing, m a n a g e m e n t , everything comes into play now. When we rec o ver , Chin a, Vietnam, they are just as good. If we are not able to move along with time, we’ll be left out. Malaysia has

come that far, we have certain capacity. We are one of the top 10 exporter, we are the tenth exporter in the world. Among ASEAN, we are number one. In Asia we are number two, second to China. So we have acquired certain technology and capacity already. Plus the fact that we do have the resources and also other materials. How do we manage it? Not so much in making, but also management, delivery on time, serving the customer, etc. So these are the challenges.

Yo u l o o k a t i t i n a different content. China is much bigger in terms of the production. Vietnam also has its resources, the timber resources. They also have their competitive advantages. Vietnam and China have more labor force. But we are looking at the global furniture industry, it’s something about 100 billion USD in trade. It's a big kind of industry. Though there’s competition, it’s enough room for everybody. As long as you produce well, you will have the slice of the cake. It' s not like since we are here, we are dead. But we can! At the end of the day, we have the slice of the cake. The econom y pie of the industry is growing. We

have our own market and strength. Malaysia’ s strength is that we have a good image, and we have a unique wood, the rubber wood. It’s a kind of good wood, and it' s sustainable, because a lot of plantations are coming in. We also have a lot of tropical hard wood. Whereas China they don’t have hard wood, they have soft wood. Vietnam has hard wood, but their skill is not there. We just have to identify wh ic h direction we are going to.We work closely with the furniture association; the whole idea is to establish friendship, so that we can work together. Furniture industry is so big. Even though China is number

one, they still can’ t satisfy the world’s need. They export only 25 billion USD. The trade is about hundred billion USD. We export only 2.3 billion USD. We are actually one tenth of China export. Vietnam is also around the same. We are fighting in expanding market. Everybody does things differently. We have to recognize what is the need of the world for our furniture. Therefore MFPC is embarking on branding, to build up a good image. At the same time, to improve the technology. And more importantly the design, original, suit the time. And the pricing is competitive. I think with that, we still can survive, the industry still can grow.

Certain part of the world, e.g. Middle East, they have a very good image on Malaysia furniture. Maybe because of our bilateral relationship with them. They have the experience with us. They want Malaysia made furniture. They l ike our furniture so much. Similarly in US, they also look toward Malaysia, especially rubber wood. Because its price is competitive, it’s voluminous. They like it because of that. Europe also like our furniture, especially our sofa. So you can see Malaysia furniture makes presence everywhere, in a different way. That’s what we want to see. We try to recognize, we will push the furniture industry into the direction.

Example on how MFPC has helped to promote the industry. We divide into 4 areas, it will help the industry. The first is marketing and promotion. At the moment, we export to over 160 c ountries. But we want more, especially new market. Who is going to the new market? MFPC. Because we have some money, we are able to go into it. We are meant to have the money to spend. I t ’s ok that we take the task, so we go for the new market, e.g. Turkey, Poland, and Mo s c o w. H o peful l y we come out in the contact, and are able to meet the industries there. So this is called market development promotion. And also the promotion will be in existing market. E. g. the wellknown i n te r na t io n al show, we also participate in these, in order to go further. The second area is design and branding. Malays ia i s m oving forward to design our own furniture, rather than copying.We gonna establish our own design; therefore we conduct seminars on design, invite wellknown speakers to come and talk. We go further to have national c om p et i ti o n, jo int l y with the universities and design institutions. We also establish collaboration with other countries, to invite the designer to come in, to present themselves as a resource, the industry can employ them, to set up the prototype, etc. So that there’ll be more designers. And also the branding, we gonna develop some kind of framework; it could be like marketing tagline, to promote Malaysia

furniture. It’s our target for next 2 years. The third area is information. For example the bulletin (showing the bulletin) we do it every month. It is very useful. It gives statistic in our updated import and export f igure. The industry can see how far we are behind. W hich c ountry is dropping and growing. How to restrategize. More importantly, we give away this information free, that is the major furniture retailers worldwide. The industry wants to know who the buyers are. The industry will know, if they are interested, they can contact the retailers, to make contact. In order to save cost, we put the info into the website. We also produce annual performance report, about the whole year performance of the furniture, plus other countries. We a l s o s u b s c r i b e to international magazines, to advertise our industry, MFPC, and our website, to get them to contact us, as a window to the industry. But more importantly, we set up our website; upgrade our website, into a portal system where there is a manufacturing directory. People come in and look at our furniture. We are helping the industry to promote and to build up platform. It's hyperlink to website and it’s free of charge. We a r e g o i n g s t e p by step. It’s started last year. Next thing we want to do is we gonna bring in buyers for them. We gonna create maybe a buyer guideline. Because we need to do business, so when you look at the buyer directory, that's the most convenient way. They can make

contact. This website will be promoted. That’ s why we subscribe the magazine, to promote our website. It’s also a source for business tool to the buyer guide.

We must correct the impression first. We called it the OEM, that is we based design on buyers. But lately I ﬁnd that, when we interview a lot of c ompanies, especially those good one, in fact they are moving into ODM, own design. Maybe more than 20% now. There are quite a number of them still dong OEM, especially SME. To them, everything must be fast. They go to the fair, they copy, and do some modification and they sell. So far, they can survive. But if they keep on doing it, they will fall out. Because we can’t compete in that way. Because if we go to other countries, they can do the same thing with least cost. A lot of Malaysians start ODM now. The problem is the struggling part for them. Because when you do ODM, it’s the promotion part. How do they sell their products, their own design? This is the area we have to help. There is a need to do ODM, because they need to survive, but they face problem. A lot of buyers say I want my design; I don't want your design. So they do for the buyer. There’s no way to p rom ot e their own. Somebody got to help them, so we are trying to help them, to relieve the burden. That’s the situation now. In order to promote that, all these design sem inars, all these national competitions, all these working with the universities, is to

produce designers for them. There are two ways we are doing i t . We are actually encouraging local designers by having national competitions. The whole idea is to get a pool of them, to encourage them to get into industry. That’s the local content. We go a bit further, we go into international. We work with the international designers, when the industry needs it; we call upon them, to do the contract thing. We help them to absorb some of the cost.

In the long run, we help them to increase some of the designs and designers for the industry. There are some other plans, including branding and c reation, l i ke some kind of design hall, where we can display Malaysia furniture on permanent basis. Instead of putting in your show room, you can also put it in our showroom. We try to work with MATRADE and Ministry of Tourism. Let’ s say I put i t in Avenue K, the visitors come in and visit, our so called a furniture museum, a place to display Malaysia design furniture, somewhere in KL. Hopefully when they come, they see enough of Malaysia furniture.

最近我接触到一些厂商 , 发现他们已逐步走向 ODM原始设计制造, 拥有自己的设计。我可以说有超过 20%的厂商拥有自己的设计。不过当然还有很多还是 OEM,特别是中小型企业。

中国、越南也生产家具,他们同样拥有自己的

第1是市场宣传。目

家具业而言,这一个平均为1千亿美金的市场非常

前我国家具业被推销至国

之庞大。竞争固然有,不

想要开发更多市场,特别

我不认为这样的竞争对我业的出口值不断增加。 2008年为87亿令吉。 2007年为85亿令吉。 2006年为78亿令吉。成立初期是50亿令吉。由此可见数目一直不断增长。 2009年由于金融风暴,家具业出口或多或少都受到影响 , 缩小大约 14% 。更重要的是,家具业如今不是关乎经济萧条,而是我们的生产,我们如今来到一个十字路口,必须决定

成几个领域。

竞争优势。不过以全球性

过大家都各有各的发挥。自MFPC成立后,家具

MFPC的发展可划分

外160多个国家。但我们是新兴市场。我们在财政

我们订阅国外杂志,以便

力。如今不少优秀公司已

在这些杂志内刊登有关

走向ODM,然而他们面临

我国家具业、MFPC,以及

的问题,是宣传变得更为

M FP C网站, 和国外商家

重要:该如何销售你的设

联系。我们经常更新网

计?我们必须在宣传领域

站 ,且链接制造商名录的

帮助他们。当他们为买

资料,建立沟通平台。这

家生产时,他们无法宣传

些是在去年才开始实行

自己的设计,因此便需要

的,我们将一步步改进,甚

我们的帮助。举办设计座

至会引进类似采购指南等

谈会、设计比赛、和大学

资料。网站是最便捷的方

合作等,都是为他们提供

式,不仅能推广家具业,也

设计师的其中管道。我们

成了买卖商家的生意来

同样鼓励本地设计师的参

们有什么阻挠,反而大家

上有能力进入那些新市场,例如莫斯科、波兰、

都能分一杯羹。我不喜

土耳其等,希望能够获得

欢用竞争这个字眼,倒是

一些联系,和当地的厂商

觉得大家都有自己的市

接触。这就是新市场的发

场,有各自的优势。大马

展宣传。此外则是在现有

的优势是我们拥有良好的

市场的宣传,例如积极参

形象,并具有一种独特的

与一些国际知名的商展。

木材,那就是橡胶木。橡

第2领域是设计和品

胶木是一种不会破坏生态

牌创建。大马目前正朝

平衡的木材,因为我国开

着具有自己原创家具的

始推行很多的种植园地。

设计,而不只是一味的模仿,

我们也有热带硬木。中国

因此我们举办一些设计座谈先 , 我们必须抛开对家具会,邀请知名设计师来分享经业旧有的印象 , 那就是

没有硬木,只有软木。越南有硬木,但他们的技术

源。

与,同时也迈向国际化,和国外设计专才合作,邀请他们来我国工作,我们可以为厂商分担一些费用。谈到品牌创建, 首

未到家。正因为如此,我

验,并且和国内大学或设计学院携手

代工生产OEM,所有设计

们必须确定我们要走的方

举办设计比赛,吸引年轻

向。我们和其他有关组织

一辈的参与。同时也和

做。最近我接触到一些厂

产家具,然而谁能够生产更优秀的家具,这又另当

保持良好联系,建立友好

其他国家的设计师一同

关系,以便我们能携手合作。中国出口量仅占2百

联系,聘请他们来我国服

向ODM原始设计制造,拥有自己的设计。我可以

别论。我们这里说的是增

务,开发原型。这些都能

亿美金,我们只是中国的

帮助培养我们的设计风

说有超过20%的厂商拥有

十分之一,因此家具业是

气。至于品牌创建,就是

一块很大的蛋糕。我们必

研发公司的架构,例如打

须知道全球对家具业的

造耳熟能详的市场口号和

需求为何,MFPC目前要做

标志,以便能推广我国家

并进,就会逐渐落伍。大

的就是投入品牌创建,让

具业。这些都是我们接下

大马家具业在全球市场

马家具业经历了15、20年光景,我们具有一定的生

来2年内要执行的任务。

保持良好形象,同时改良我们的技术。此外更重要

我们每月发布的简报,涵

的,就是有关我们的原创

盖各种资料,包括进出口

设计,须符合时代需求,价

的最新数据,让厂商更了

格也具竞争力。有了这

解家具业的进展。一些

个方向,我们将能持续发

资料甚至免费提供予厂

该如何改进家具业。家具业不能只是再像10年前的作风,只专注于生产。别忘了中国、越南也有生

值活动,包括设计、品牌创建、管理及市场等。因为当经济复苏时,其他竞争对手也会和我们一样好,如果我们没能和时代

产量和能力。我们是全球 10 大家具出口商之一,在全球排名第10。在东南亚国家 , 我们排名第1。亚洲国家则排名第2,仅次于中国。我们已经获得一定的技术和能力,国家也具有天然资源。这就看我们如何去推广,并加强管理、服务等领域。这就是我们面临的挑战。

第3领域是资讯。像

展。例如中东国家就对大

商,包括全球主要家具零

马家具留下深刻印象,他

售商的联络资料,让他们

们喜欢大马生产的家具。

和这些商家建立联系,帮

美国也喜欢大马的橡胶家

助他们打入国外市场。此

具,因为价格具竞争力。

外为了节省成本,我们也

欧洲国家也喜欢大马生产

将这些资料放入网站。每

的沙发。

年我们也提供年度报告。

如今我们做的生产能力建设,包括培训人才、提供课程等,都是为了提供这方面的专才。

都是根据买家的需求而商,发现他们已逐步走

自己的设计。不过当然还有很多还是 OEM,特别是中小型企业,对他们而言,一切都要快捷,他们去商展看到产品,就回去模仿,有时稍微做出改变,然后卖去。这么做他们还是能够生存。只是若继续

此外有关品牌创建和创意,我们也希望拥有一个展示厅,让我们的家具设计能够拥有永久性的展示空间,家具不一定只是摆在厂家的陈列室,我们能够和大马外贸中心或旅游局合作,设立一个家具博物馆,让游客参观我国的家具设计。

下去,他们将赶不上时代的进化,因为缺乏竞争能

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PEOPLE

欢迎同业加入成为这个大家庭一分子罗源盛 LOR LEAN SEN

马来西亚家具同业联合总会总会长 MFEA President

Q5 2010年 ,您觉得马来西亚家具同业联合总会面对的最大挑战会是什么? 我觉得马来西亚家具同业联合总会面对的最大

能不能请您列举一个马来

挑战将是,该如何达到政

西亚家具同业联合总会为

府所拟定的100亿马币出

会员争取或维护权益的实

口额。

例,让读者了解? 马来西亚家具同业联合总会向来秉持为会员谋求福利,无论是向政府或者是对外团体。举个例子, 从去年 8月开始到 11月 ,联合总会在不断积极向政府反映劳工短缺课题,终于成功争取到要求政府开放批准外劳准证。联合总会还有很多需要努力的地方,为会员提供相关行业资讯,比如有关政府奖掖等。

Q4 担任会长,让您压力最大的一件事是什么?让您最

Q1 Q2 您如何看待目前的家具业前景?和您投入这行时相比,更好还是更坏、更乐观还是更悲观? 目前的家具业前景

欣慰的一件事又是什么? 作为会长,最大的压

Q6 您对公会目前的发展满意吗?您会打多少分? 我对联合总会目前的发展感满意,在100分里可取得60-70分,我相信公会往后会朝向更专业、目标化、系统化和透明化的路线发展。

力是如何联合各州属和谐共处来解决行业内所有的业公会联系起来,为整体家具同业,包括零售商,分销商, 批发商, 配件供应

问题。最欣慰的,就是在担任会长近8个月的这段时期,联合总会最重要的活动 --马来西亚国际出

为什么要加入公会(或是

商,原料供应商,制造和出

更直接一些,请您告诉读

口厂商以及其他家具同

口家具展Export Furniture

者,为什么要选择加入马

业,组成一个多元化且有

Exhibition Malaysia(EFE)

来西亚家具同业联合总

代表性的全国机构。基本

会)?

上,联合总会并没有直接

在 2010有明显的成长 ,相信能越做越好。

能不能请您谈谈两会合并的来龙去脉 ? 两会合并仍在进行中 , 这是 MFEA 和 MFIC 以及全马家具同业的愿望。目前,MFIC还在面对法律上的问题,因此也提高了合并的难度。然而,这并没有阻碍两会合并前进的步伐,而两会的理事会也

是乐观的 , 比起 15 年前

马来西亚家具同业联

招收个别公司或个人成为

我入行时,当然是更好。

合总会在 2003年 3月 2日

会员。然而,联合总会鼓

成立了专案小组来处理合

因为 , 我国每年的家具

由马来西亚13州属家具同

励全马同业们加入这13个

并技术上的问题。希望两

出口数据都在增长,而在

业公会所联合成立。联合

州属会,成为马来西亚家

会的会员能大力支持,让

2008年的出口额就高达

总会成立的目的,是要把

具同业联合总会这个大家

合并事宜能在今年顺利完

87亿。

全马来西亚各地的家具同

庭的一分子。

成。

THE FELLOW PROFESSIONALS YOU ARE WELCOME TO JOIN US Please state a real example of what MFEA has done to protect or to strive for the interest of its members?

Are you o ptimis tic about the furniture industry in the near future? What changes have occurred compare with those days since you joined? Was it better, more op timistic or pessimistic? A t p r e s e n t , o f course, the future of the furniture industry is optimistic compared to 15 years ago when I ﬁrst joined the industry. Because, our country’ s total furniture export has been increasing ever y year. In year 2008 alone, the amount of export reached 8.7 billion ringgit.

Why should one join an organization? Let us put it in a more direct matter, please tell the readers why does the furniture industry player choose to join MFEA? Malaysia Fur niture E n t r e p r e n e u r Association was founded on 2 March 2003 by furniture associations from 13 states in Malaysia. The objective of forming MFEA is to unite all t h e a s s oc i a t i o ns i n the furniture industry, including the retail merchants, distributors, w h o l e s a l e r s , f i t t ing suppliers, raw material suppliers, manufacturing and export manufacturers as well as other furniture bodies in the same industry to form a diversified and reputable national body. Basically, the MFEA does not r e c r uit an i n d i v i d u a l c o mp a n y or an individual as a m e m b e r d i r e c t l y. However, the MFEA encour ages all Malaysian in the same industry to join in this 13-states association, and become part of this big family in Malaysia furniture industry.

T he M F E A h as always strived for the interest of its members in both pr iv a t e and government sectors. For instance, from last August until November, the MFEA had actively reﬂected the manpower shortages issue in our industry to the government and finally we had succeeded in the effort to get government to grant foreign worker permits. The MFE A still has many rooms for improvement, and to p r o v i d e t h e me mb er s wi t h relevant information such as government related awards and so on.

As the President of MFEA, what do you think is the greatest pressure to you? And is there a particular incident that makes you feel grateful?

As a president, I think the greatest pressure is to unite and maintain the harmony of all the states members and to solve problems arose from various aspects within the industry. As for the most grateful incident, I would say in the past 8 months as the p r e s i d e n t of MFEA, the progress of MFEA’s most important event – Malaysia International Export Fur niture Ex hibitio n Malaysia(EFE) 2010 has a prominent growth, I believe it will become better and better.

In your opinion, what will be the greatest challenges of MFEA in year 2010? I think the g r e a t es t challenge that the MFEA will be facing this year is how to achieve the goal of 10 billion ringgit furniture exports as drafted by the government.

Are you satisﬁed with the development of the organization at present? If so, how would you grade it? I am very satisfied with the present development of MFEA, if there are 100 points in the score, I would grade 60 to 70 points. I believe the MFEA will heading towards a more professional, objective, systematic and transparent direction in the future.

Please give us a brief background on the merging issue of MFIC and MFEA? The merging of MFIC and MFEA is still in the process, this is the hope of the MFEA, MFIC as well as all Ma l a y s i a n f u r n i t u r e manufacturers and m e m b e r s f r o m t h e s a m e industry. At present, MFIC still has unsettled legal issue which makes it more difficulty for us to merge. Nevertheless, this has not stopped the pro gre ss of our merging, and both parties have set up a special team to handle the technical problems of our mer gin g. We hope members from both parties will give their full support and the mer gin g will be completed by this year.

PEOPLE

引进专业让家具业更能蓬勃发展李天赐 RICHARD LEE KEAN SEE 马来西亚家具工业总会会长 MFIC President 为什么应该加入公

何专才来辅助家具业需要

会?我想这是非常重要

加强的领域。我将会在金

的,因为通过公会,我们就

融课题方面通过,专才可

能和政府紧密合作,并向

让金融机构更了解大马

当局表露我们的心声与需

工业的成长潜能。中小企

求。没有公会,我们就如

业SME在出口领域贡献最

同一盘散沙,政府机构也

多,但大多数金融机构仅

不知道该听从谁的意见。

拥有上市公司的数据,中

因此所有家具生产商都

小企业确切的数据并未真

应该加入公会,让政府当

正获得统计,以至一些金

局知道我们的问题,找出

融机构会把我们的工业视

解决方案,并和政府紧密

为夕阳工业。有了专才的

合作。 MF IC受政府所承

辅助,我们可以分析家具

认,隶属大马木材工业局

业的前景。这将会是公会

(MTIB)。对于我们家具业

未来即将执行的任务,也

而言,一个具有权力,以及

让我们的同行了解最新的

能够同政府合作,甚至受

情报。

政府所承认的组织是非常重要的。

公会也需要专业人

我正尝试为家具业及

才的辅助,以帮助公会成

公会设立规范,以加强整

长。例如在人力资源课

体工业的实力。家具业主

题,我们需要人才辅助去

要涵盖4大领域:

整合资料:为什么从现在

1.人力资源。目前还

起的5年内,我们需要这么

有很多有关人力资源的问

多外劳等。这些只有专才

题尚未解决,例如引进外

才能提出合理的数据去支

劳、控制并监管外劳,还

持。专才必定能为公会的

有培训本地员工,鼓励他

成长献一份力。

们参与家具业。这行业还

然而在这关键的时

有很大的发展空间,我们

刻,我们还没有聘请任何

需要更多年轻的一辈来

专才,当然未来必需采取

参与这工业,帮助我们成

行动。过去公会只是雇用

长。

行政人员,还没有聘请任

2.原料。我们正和政

有关合并MFIC和

府紧密合作,确保如何使

MFEA,我们在 6 月份举行

我们的种植地得以管理妥

了年度大会,会员们投票

当、确保如何能让工业所

授权予委员会,赞成拥有

需的原料够持续成长,因

一个公会。政府也给予我

为这些都是我们的资产。

们支持。因此目前我们正

3.金融。我们正和金融

和MFEA紧密合作,合并之

机构紧密联系,确保他们

事正在进行中。首先,我

获得有关家具业的成长

们的委员会得紧密合作。

近况,因为很多金融机构

再来,我希望双方的秘书

并不熟悉我们的运作。这

部也能够一同合作。第三

是我们要积极推广的其中

就是所有有关合并事宜的

一个领域,让金融机构,甚

行政事务,这大多触及到

至是保险公司更进一步了解我们的专业。

法律问题。最重要的是希

4.市场和设计。我

会员方面,他们也给予非

们必须培训更多的市场

常大的支持。政府当局也

人员,以及在研发方面的

点头答应。

望一切都进展顺利。至于

设计人才。打好基础是

在家具业而言,我们

要诀,虽然我们已有了平

属于第一代。第二代正

台,却没有更强的脊梁来

逐步接轨。整个工业目

支撑。这就是4个能够让

前打算设立一个新的团

家具业向上发展的主柱。

队,那就是青年家具委员会,希望年轻的一辈能够参与,建立联系。目前并没有很多年轻人在会内活动,因此我们成立这个委

2010 年MFIC面临的

员会,吸引他们的参与。

最大挑战就是如何合并公

许多会员也对此表示赞

会,因为拥有一个强大的

同。我希望能在今年内实

公会才是最重要的。

现此目标。

Why should one join the organization? I think it’s important, because with the organization, we can work closely with the government, to actually voice our requirement Without an association, we will be like a loose group of people; the government agency will not know who to listen to. It’s very important to have every furniture manufacturing, or either trader, or other related industry should join an association, to bring up the issue to the government, to find a solution, to work closely with the government Then only the industry will grow. I f without the backing of the government direction or the policy, we will not grow. This is why it’s very important that each organization should join the association.

PROFESSIONALISM CAN IMPROVE BUSINESS DEVELOPMENT PROSPECTS FOR HOME FURNITURE INDUSTRY

MFIC is recognized by the government, in the act of parliament, under MTIB. This is a national body. It’s important that our industry already have one organization that have the right and a l so work with the government, and recognized by the government.

D e f i n i t e l y t he association needs to have professional to come in and help the association to grow. We can’t just talk among ourselves, and we expect someone to listen to you, so we need professional to do all the compilation of the statistic. We can’t just get a clerk to do it. We need professional. For example, the HR i s sue; there are so many areas to look into it, 5 years from now, why we need more wo rk ers . All these we need professional advice, we need statistic. Professional will actually contribute to the growth of association. At this special moment, we have not; we are going to embark on it. Over the years, the association had only employs admin staff. This should be strengthen by engaging professional. With the professional contribution, we will be able to, for example, financial issue; still a lot of banker does not know the potential of the Malaysian industry, in term of growth. They only have the small percentage info

from the public listed companies. But SME is the major contributor of the export figure, those figure has not actually been compiled. The ﬁnancial institution will look at the industry as the sunset industry. With professional coming in, we need analyst, just to analyze the furniture industry prospec t in term of financial. That will be the future task that the association will be going to do, to keep our industry informed, it’s very important.

I’m trying to set the ration for the industry, for the association. It’ s important that our industry consists of 4 critical areas, to strengthen the industry. Firstly is the HR. What we have done to the members is just the beginning, there are still lots of HR issue, such as getting the foreign workers in, controlling and managing the foreign workers, the social issue, the other thing is training the local workers to participate in the industry, we still have a lot of potentials for the industry to grow, that we need more young Malaysians to participate in this industry and to grow this industry. Secondly is the raw materials. we are working closely with government how to make sure that we managed

our plantation well, and have sustainable raw materials for the industry. Because this is our asset. Thirdly is financial. We work closely with f inancial ins titu tion or even insurance company and keep them update. L a s t l y i s t h e marketing and design. In term of marketing, we need to train more marketers, n also designers, in term of R&D. Thesearethe 4 columns to bring up the industry, which we have to build up the foundation. We already have the platform, but we don’t have the column to hold it up.

The most challenging part for MFIC in 2010 is to merge the association because it’ s important to have one association. Regarding the merging of MFIC and MFEA, we have conducted AGM, our members have given the full mandate to the committee, to go ahead to work closely with MFEA to merge into one national body. All m em bers are in favor of having one association. These are the things that we going forward. The government gives us support, we should have one association. We are working very closely with MFEA in all govern policy matter. Even the association is in the midst of making into one association, we already have a team of people. We are working hand in hand, even going to government agency for meeting; we are having the same voice. So this is the beginning we have been done. To get these into one national body, we are going on the fast track. Our committee members are working hand in hand already. The next thing is I’m looking forward to our secretary staff can also work hand in hand. This is the thing we go forward. The third thing is administration work in terms of getting association to be one.

Those are more to the legal matter. The most important is we are going forward already. So mainly is administration. We are now trying to clear all the legal documents as well as government side. In terms of support, the members have given support. The minister itself also knows about it, they are agreed with that. A lot of associations are merging into one. This merging is a good sign. Unity is important in our furniture industry, we are the ﬁrst generation, se cond g eneration is coming up. The industry are looking forward to setting up a new group, which is the youth group, for the industry members to participate, so called t h e Yo u t h f u r n i t u r e committee, where the younger generation can get together and networking. Right now they are not involved in the association, so we are going to get them to participate, to set up the committee under a youth furniture group. A lot of members are in favor of that. I’m looking forward to materialize by this year.

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n *One-Stop Retailing Our idea on creating mammoth sized mall and gathering relevant vendors is truly innovative and creative. Our current major vendors are from the Furniture, Interior Lighting, Home Decoration, Interior Designs, which share the same target market. This ONE-STOP retailing concept not

ONE-STOP Furniture Mall Retailing Concept

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their products.

business. All the Furniture Mall located in the city of Kuala Lumpur & Selangor, is designed to accommodate the needs of the business community.

*Pa rtnership with Our Tena nts Our success relies greatly on the sales income of our tenants. Therefore, we frequently organize marketing events such as competitions, lucky draw, performances to grab general public's attention. We also advertise on various media such as

1. LDP F u r nitu re Mall • PJ, Selangor 2. Puchong 2020 F u rnitu re Mall • Puchong, Selangor 3. Sha h Ala m F u rnitu re Mall • Shah Alam @ Seksyen 7,Selangor 4. Globa l Fu rnitu re Mall • Subang U 9, Shah Alam, Selangor 5. Kla ng F u rnitu re Ma ll • Klang, Selangor 6. Vision Home Expo - Serclang Raya, Selangor 7. Wa ngsa Mai u Fu rnitu re Mall - Wangsa M aju, Kuala Lumpur 8. Ba la kong F u r nitu re Mall • Balakong, Selangor

newspapers and magazine to raise public awareness. As we believe, long term partnership with our vendors is the key success factor.

PEOPLE

用“ 价值” 来提高我们的竞争力

际机场也在这里,不论是

请您告诉读者 ,为什么要

物流或原料采购,都比其

隆雪就在最具优势的巴生港口区域,人口密集,工业活动也很蓬勃,国

许裕 RICHARD KO 隆雪家具公会会长 KLSFEA President

加入公会? 这就是很多业者的矛盾之处。加入乡亲姓氏公会,大家二话不说,捐钱出力都没问题。加入家具公会,可能有些人就会问 :“ 为什么 ?“ 马来西亚家具业多属中小型, 团结起来才有力量,所以应该更应该聚在一起。如果你是全世界数一数二的大厂,也许不需加入公会,但现在的情形是─ ─ 规模比较大的加入 , 小的反而不加入,这是不太正常的现象。

Q3 您觉得隆雪家具公会最具优势的地方。在和政府单位协商时,一定要有一个很有代表性的团体,用最妥当、最理性的方式去谈。譬如外劳问题,我们可以找

具销售排名第 10,却还占

升到 160亿, 我看是不难

不到总销量的 3%。面对

吧。从3%到6%,你会看

您如何看待目前的家具业

这么大的市场机会,我们

见那个空间还很大。我

前景 ?和您投入这行时相

只有这么小的占有率,代

们要面对的是,中国占去

比 ,更好还是更坏、更乐

表可以成长的空间还很

世界的“ 量” ,我们不能

观还是更悲观?

大。假使我们现在占世

跟随,所以不要以量,应该

界总销量的 80%, 可能就

以“ 价值” 来提高我们

行相比,可以说是相差千

有点危机。但现在只占

的竞争力,以更好的品

倍。马来西亚在全球家

3%, 如果要提高到 6%提

牌来提升销售。

与 38年前我投入这

他地区方便。各州公会属于分会,服务大家,总会主要任务是跟各州对话,总会里的理事成员来自各州。

Q4 担任会长 ,让您压力最大的一件事是什么 ?让您最欣慰的一件事又是什么? 我们都是来自小企业,很多管理方面都还在摸索成长。所谓的大压力就有很多理想还没办法去实现,我希望这个就是我们的目标。理想很多,我们也希望大家一起来,一起行动,把家具业做得更好。

些管道谈谈;在这里也可

2010年,您觉得隆雪家具面对的最大挑战将会是什

以认识很多同行,分享资

么?

讯如哪里购买原料,也可

我们的挑战就是要

分享各方面经验。大家

实验我们这些计划,带领

互惠互利,共同把生意做

我们的会员以及家具业走

大。举个例子,今天我想

向全球市场。(记者问:那

跟A做生意,但我不认识

如果不是公会的角度,是

他,要去哪里打听他的背

家具业的角度?)家具业方

景?如果B认识他,我就可

面,打个比喻,“ 小学” 的

以向他打听A是否牢靠。

阶段已经走过了,现在已

再举个例子,隆雪家具公

经进入另一个阶段,我们

会和中国深圳家具行业

现在不能做那些随时可能

协会结为姐妹会,他们把

流失的生意,最好是能够

公会做得这么好,有训练

提高产品的设计力和做好

学院有员工200多人。

品质监控,自创品牌。我

这是成功的案例,我们可

们市场就要靠品牌,设计

以学习他们的模式。他们

就靠品质,所以要特别留

的优势就是天时地利。

意品牌和设计。

ADD MORE VALUE BE MORE COMPETITIVE

What do you think of the future prospect of the current furniture industry? As a comparison to the time you first joined t h e bu sin ess , i s i t getting better or worse?

There was a huge difference compared to when I first joined the business 38 years ago. Malaysia was ranked as top 10 furniture exporting countries in the world and yet our sales did not even reach 3 % of the total global sales. Dominating such a small portion in such a great market opportunity reﬂects that we still have a big room to grow. If now we are occupying 80% of the global sales, we may be in danger. Since we only contribute 3% of the total market sales, I don't think it will be difficult to increase it to 6% and achieve a sale of 16 billion ringgit. In the increment from 3% to 6% sales, there are great market opportunities. What we are fac ing r ight now is that, China has contributed the world's “quantity”, and we cannot simply follow its foot steps. We should not c om pete in the market on ' quantity'

basis but using 'value' t o e nh a nc e o u r competitive strengths, that i s, to increase our sales with better branded products.

C o u l d yo u please share with our readers, why should one join the union? This is the contradictory of many businessmen. When you invite someone to join a clan association, everyone will join in or give donation and manpower without any hesitation. But to join a furniture association, someone may ask you: ” W hy?” “ Malaysian furniture businesses are mainly small to middle-scaled; when you gather together it becomes more powerful, so everyone should get-together.” If you are the number one or two big factory of the world, maybe you don't have to join an associ ation , but the current situation is – only large-scaled furniture factories join the association and not those small-scaled furniture factories. This is a rather abnormal phenomenon. What do you think of KLSFEA’s greatest advantage? When we are having a n e g o t iation with the government a u t h o r i t y, w e m u s t have a representative body, using the most appropriateand reasonable method to discuss things. For example the foreign labour issue, we can

get some channels to have a discussion with the related authority. In the association, you get to know many people of the same profession, sharing information such as where to purchase raw materials, as well as sharing experiences in other aspects. Every one helps each other and benefits one another, and together we expand our business to a bigger scale. For instance, today I want to do a business with A, but I don't know him, where can I find out about his background? If B knows him, I will be able to ﬁnd out from him if A is reliable. Let me give you another example, KLSFEA and Shen Zhen Furniture Tr a d e A s s o c i a t i o n now be come sister associations, the association is now getting better and better, and they have more than 200 trainees in their training institution. This is a successful example, we can learn from their m od el. Their advantage is timing and locality. Kuala Lumpur and Selangor is located at the strategic location where Port Klang

situated. It has high population density and factories activities are also prosperous. In addition, the Kuala Lumpur International Airport (KLIA) is also nearby. Therefore, be it the logistic of products or the transportation of raw materials, it is more convenient compares to other places. Associations from other states are members of the association; its responsibility is to serve everyone, whilst the headquarters’ main missio n i s to make connection and dialogs with associations from all of the states. The committee members of the headquarter come from every state. As the president of KLSFEA, have you encountered any issue that makes you stand the greatest stress? And what is the co mpl acen t incident to you? All of us came from a small enterprise, and we are still exploring and growing in many management aspects. In terms of great stress, to me, it means there are still many dreams that are yet to come true, and I hope this

is our target. There are many dreams, and we hope everyone will come together and work together to make a better tomorrow for furniture business.

What do you think is the biggest challenge faced by KLSFEA in 2010? Our challenge is to experiment our projects, and lead our members and furniture business to global market. (Reporter asked: If it is not in the point of view of the association but the furniture business? ) In the furniture business aspect, let's take an example; we have already passed the 'preliminary' stage and now we are entering into another stage. Now we cannot afford to do businesses that could slip away anytime, it is best to enhance the design of our products and ensure good quality control, create our own brands. We need brands in our market, and design relies very much on the product's quality, therefore we have to pay great attention on branding and design.

PEOPLE

MF3

让你花小钱做大事颜泰华 GAN TAI HWA 隆雪家具公会秘书长 KLSFEA Secretary General

Q1 首先 ,能不能请您说明一下秘书长的工作与业务范围。秘书长的工作就

产业走中高档路线,家具的价值与设计也跟著提

是配合整个公会目标和

升。举个例子 , 10年前

方向,就是整个公会心

大又漂亮的商场没有现

脏。心脏要很健康和很

在这么多!家具卖场提升

有 power的去推动配合

了 ,更多人陆续加入 ,整

这个目标。我们目前有

体来看是个好方向。

595,就是“5大战略,9大计划,5大目标”,是配合公会推行。

Q2 Q3

Q4 在这三、四天里,数

您怎么看目前的家具产业前景?和您投入这行时相

举办和推广MF3的目的是什么?

万访客涌入展场 ,你可以

和其他家居或家具展览相比较,MF3有何不同之处? 吉隆坡这么多展览

比、更好还是更坏、更乐

主办 MF3有两个重

直接试探市场反应 ,也可

观还是更悲观? 我相信家具产业的

点 :第一是为我们所有的

拿捏产品价位等细节。这

会员提供一个家具展览的

比开店要面对的各种风险

会,纯粹以家具为展品的只有我们,其他展览会都

前景是一片大好。因为首

机会。第二是我们有一个

低很多。试想想 ,找个地

是让家具与其他类型展品

相要把GDP推到 7000美

很好、且在本地主办的家

方开店 ,要等多久才能累

同场展出。从设计到呈

金,对整体消费环境自然

具展览会。

积这样的访客数目 ?要花

现,我们打造MF3品牌的

多长时间才能收集到这些

思路都很谨慎。

有利,人均收入已经提

这是一个由公会主

升,有好的收入就要有好

办的、纯粹的家具展。

资料?

的享受,尤其在家具方面,

目前在大马只有我们公

都有推出新产品 ,这些新

比如有些厂家每年

Promotion和Marketing系统,却未必有自己的生产工厂。这也是家具业者的机会。

Happiness begin at

会在KLCC举办大型家具

所以参加 MF3,让你花一点小钱去做一件大事

home, 这就是美好的未来。

展览会,因为整体面积达

──短短四天从几万人身

著MF3这个平台,现在他

9000多平方米,是最大型

上试探市场,掌握资讯,调

也可以和本地商家直接接

当然我们5年后一

品本来是直接外销的 ,借

对于 MF3,有没有一个特定时间表,譬如5年后预计达到什么样的规模?

和我投入这行时相

的、也是唯一的家具展。

整定位……。非常划算。

触,让做外销的,也能有机

定要走上私营化 ,我们公

比, 现在当然是更好 , 屋

由公会去举办家具展,

同时,办展览会能开

会在本地找到管道配合。

会有很专业的团队在运

业竞争 ,自然带动房子的

能组合比较有代表性的

源,为公会增加一些收

所以说竞争可以开拓你

作。我们只是传播信息的

建设与设计往竞争高端

厂家和零售商,在展会

入,服务会员,发展公会的

的思路 ,同时还是有很多

桥梁 ,所以专业行政很重

走去 ,相对的家具也往同

期间有机会展示他们的产

活动。

空间可以去争取 ,这个是

要 ,一定要保持中立。我

样的路线发展 ,这样的转

品。最重要的地点方面

目前我们还没有看到。以

希望以后“买”“卖”不

──在KLCC这个金三角

后很可能屋业发展商也会

是我们最主要的目的 ,而

地带 ,参展商有很好的机

来参与。那绝对是个里程

应该是以一种设计、一种

会探知市场反应。

碑,因为发展商有完整的

品牌、一种气度的呈现。

型 ,房子变漂亮家具也跟著漂亮起来;产品提升,价值也跟著提升。最近两年

WITH MF3 YOU CAN DO MORE WITH LESS

First of all, could you please explain the job and business scope of the Secretary General of KLSFEA? The job scope of KLSFEA Secretary General is to ensure that the operation coordinates with the directions and targets of the association. As for its business scope, i t c a n be desc ribe d as the "heart" of the association. It is very important to have a healthy and powerful "heart" in order to promote and coordinate the association’s targets. In doing so, we have the 595 -- “5 strategies”, “9 plans” and “5 targets” which are to be promoted along with the targets of our association. W h a t i s y o u r perspective of the current furniture industry market? Is it worse or better compared with when you first joined the business? I believe that the furniture business has great future prospects. Because, our prime minister has pushed the GDP to USD 7000, it is of advantage to the whole consumer

environment, as the average income of everyone has increased and good income means good enjoyment, especially in furniture selection aspect. Therefore, 'Happiness begins at home' is the main point of a better future. If compared to when I first joined the business, of course the current business is better. As housing business became more competitive, home construction and design automatically became more competitive. Likewise,home furniture is also leading to the same developing r o u t e , t h i s i s a transformation in which house design becomes m ore b ea u ti f ul and so does the furniture; product quality is being enhanced and so will its value. In the past two years, the property industry is taking a midhigh class direction, so the values and designs of furniture have also increased. For instance, a decade ago there were not as many big and beautiful shopping malls as we have now! The scale of the furniture market has increased, and more people are gradually joining in the business. Overall, so it is moving in a good direction.

What is the objective of o r g an i si n g and promoting the MF3? There are two main points in organising MF 3 : the f i rst i s to organise a furniture exhibition for all of our

members, while the second is that we have a good local furniture exhibition. This is a pure furniture exhibition organised by an association. At present, our association is the one and only association which organises a large-scale furniture exhibition in KLCC, bec ause the total size of KLCC e xh ibiti on space i s 9000 square metres, so it is solely the largest furniture exhibition in Malaysia. As an association o rganis es fu rnitu re exhibition, it can team up more representative factories and retailers and exhibit their products during the exhibition. Another main point is the location – KLCC is the golden triangle of KL, an exhibition has great opportunity to receive feedback from the market. In the past three, four days, as over ten thousand visitors have thronged to the fair, you can directly test the market's reaction, as well as set the right product pricing and other small details. This has lower risks if compared with operating a shop. Try to think about this: how long will it take to accumulate a number of visitors like this, if you have just started looking for a place to operate a business? How long will it take for you to collect information like this? So you only need to spend a little money by joining MF3 in order to do big business – testing the market

on over ten thousand people within four days, whilst collecting information and adjusting your direction. It is very cost-effective. Meanwhile, the exhibition helps to open up sources and increases income for the association so as to service members in return by developing activities.

room for competition, this is what we have yet to see at the moment. In future, housing development business may join in, that will definitely become a milestone because the developers may have complete promotion and marketing plans, but they do not have t h e i r o w n f a c t o r y. This is also another opportunity for furniture businessmen.

What is the difference of MF3 if compared with other home or furniture exhibitions? There are so many exhibitions in Kuala Lumpur, we are the only one who exhibits solely furniture while other furniture exhibitions usually exhibit with other products. From designing to presentation, we created the MF3 brand and mentality meticulously. For e xam ple, some factories launch new products every year, those new products are meant for export to overseas markets; through the MF3 platform, now it can have direct connection with local businessmen so as to allow those who deal with overseas markets the chance to find the local channels to coordinate with. So, competition can open up your mentality and there is still plenty of

Does MF3 has a definite development schedule? Let's say, it will develop into what kind of scale in 5 years? Certainly, 5 years later we will have to privatise the organisation, our association has a very professional team to manage the MF3. We are the only medium of broadcasting the source of information, so professional management is very important, i t is very important to become neutral. I hope in future “ buying” and “selling” are not our main objectives, but a design, a product as well as the presentation of an attitude will be available.

•

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PEOPLE

为品牌创造更多附加价值周嘉昌 EDMOND CHEW Goodnite Sdn. Bhd. (床垫)

知道,一张床垫如用超过保用期,就像我们的床垫大部分都保用 10年或以上,超过保用期的床垫,里面的原料多少一定会退化,所以在一定的时候是有必要替换的。 Goodnite销售量百分之七十是内销,百分之三十是外销。海外的客户,包括了来自日本的客户,其中有一个是拥有两三百间家具卖场的客户。我们非常熟悉他们对品质的要求,在品管上也很有默契。我们不做偷工减料的产品,所以只要他们来参观巡视,随时都可以抽样检查,因为我们保证百分之百根据他们的规格标准来生产。其实,只要你了解我们公司的宗旨和原则,就会知道我们经营的方向。我们目前有 15位的市场销售代表,只要去到家私

KLSFEA Deputy President

Q1 可以谈谈公司成立的背景

家具业目前的情况和你

吗?

1999 年入行时有什么不公

司

成

立

于

1989 年 , 当时广告公司

名词,注册时不被通过,所以改成“

nite” 。

店,都可以和代理们拍胸口保证,我们的床垫品质若有差异,一张床垫赔十张。为了确保产品的整洁,我们在生产区划分出绿色地带,不管任何人进入,都必须要脱鞋。而目前我们正

Q3 床垫这一行的竞争非常激烈? 目前弹簧床垫在马来西亚的品牌有几种,一种是本地自创的品牌,就像Goodnite;另一种是取得国外品牌的授权,但同样还是本地制造。想要脱颖而出, 就要创新, 就像 Goodnite带头出产厚度高达11寸或以上的中高档床垫,又甚至是两层式的床

在推行 5S系统 — — 整理 (SEIRI), 整

垫,其感觉更舒适柔软。

当时是行情大萧

顿 (SEITON), 清

的就是越高档的床垫,就越厚。

同?

所以目前市场上可以发现

提供了许多名字供我们

最终以 “ goodnite ”

条, 人民收入也没那么

扫 (SEISO), 清洁

挑选 , 但都没有一个合

成功注册成为我们的品

高,而收入高的家庭对家

(SETKETSU), 素养

我们去年开始做品牌

意。后来,我们想到了这

牌。而我在 1999年接手

具的要求也相对比较高。

(SHITSUKE), 这套源自

的提升,请了Eric Leong当

个名字 “ goodnight ”

这盘生意,当时的生产

就有如北欧或美国,他们

日本的管理系统有助于塑

我们的代言人,加上配合

。因为希望可以贴切

线只有 8位员工,规模相

平均五到六年就汰旧换新

造良好及有效率的工作环

现代人处在静电无所不在

的表达出我们的产品效

当小。今天,我们不但生

一张床垫,过去马来西亚

境,最终目的是提升员工

的生活,为了提升人们的

应,一个和睡眠有关的

产弹簧床垫,也另设一间

人就没有这种要求,上一

的品质,养成良好的工作

睡眠品质,我们推出了防

海绵厂及一间工厂出产

代的人一张床可以睡上

习惯,确保工作效率及产

静电的床垫,同时也为品

二三十年都不换。但要

品素质。

牌创造更多的附加价值。

产品— — 弹簧床垫。不过, 由

半制品如袋装弹簧

于“

(pocketed spring)。

是个

night”

这个字

PUMP IT UP ! ADD MORE VALUE INTO YOUR BRAND

Ov e r all, 70 % of Goodnite product is sold in the country while the rest is exported to overseas. Overseas customers including Japan’s.Among them, one has over

Could you please talk about the company’s background? Our company e s t a b l i s h e d i n 1989 . At that t ime, many advertisement companies provided us with many names to select, but none was to our satisfaction. After that, we came up with a name “Goodnight”, as we hope the brand name of our product can fully express its characteristics – a pr o d u ct that has to do with sleep, the spring bed. At that t ime, we wa n t e d to register this brand name but because of the word ‘night’ was not approved, so we decided to change it to ‘nite’ and so “Goodnite” was successfully registered and become our product’s brand name. We took over this business in 1999, there were only 8 staff in the production l i n e , a n d i t w a s rather a small scale of production house.

with 10 mattresses. Our production zone has a green area in which everyone has to take off his or her shoes upon entering it. Now, our company is implementing 5S, this management system derived from Japan, it is not only for the sack of meeting the market demand of Japanese customers

Today, our company is categorized into three departments, one is the headquarter which currently produces spring beds while the old f a c t o r y b e c a me a processing factory that produces semicomplete products such as Pocket Spring to supply to sofa factories. The other factory is to produce sponge.

What is the difference of the current furni ture industry compared with when you first joined the business? When I first joined the business, the market was dull and most people did not have high income, whereas family with high income had equally high demand. For example, those in the Northern Europe and America, their demand for furniture is very high, averagely they will replace an old bed with a new one in every five to six years. In the past, Malaysians do not have such demand; people in the last g e n e r a t i o n can sleep on a bed for 20 or 30 years and never changed. But you have to know that a mattress can easily store up dust mites and bacterias which will lead to skin problems, and it is necessary to replace it.

two thre e h u n d r e d s furniture outlets. We are very familiar with their request for quality and so is our quality management. We never cheat on labours and materials when it comes to production, so we usually invite our buy ers to come for a visit, they can use a penknife to cut open any mattress for sample checking as we promise to produce the mattress 100% completely according to their production standard. In fact, if you understand our company’s objective and principle, you will know our business management direction. At present, we have 15 marketing sale representatives, if you go to any furniture shop, we can guarantee our agents if there is one bad quality mattress we will compensate them

but personally I think we should implement it. The 5S management systems are t idy up ( SEIRI), restruct ure (SEITON), clean (SEISO), hygiene (SETKETSU) and quality (SHITSUKE). Th ey are h e l p f u l in molding a good and effective working e n v i r o n m e n t , whi ch ultima tely increase people quality, form a good working habit.

Is it very competitive in mattress business? There are a few ways of making spring bed, one is the local brand like ‘Goodnite’, and the other is to import a foreign brand in the way of ‘ROYALTY” but is also manufactured locally. If you want to be unique, you must be innovative,

just like ‘Goodnite’ is the pioneer produce higher mattress. The traditional mattress is 8 inches but we created 11 inches high mattress. Now in the market, the higher quality mattress, its height is higher, we even produced double layers mattresses and now there are mattresses of 13 to 14 inches in height. Starting from last year, we s t a r t e d to enhance our brand name by inviting Eric Leong as our product ambassador. In conjunction with modern lifestyle in which static is everywhere, in order to enhance sleeping quality, we introduce mattress that prevents static, meanwhile increas e additio nal values to the brand name.

PEOPLE

只要够努力我们还可以更好孙一翔 SOON YIT SIANG G-orient Holdings Sdn. Bhd. (家具五金、办公家具及椅配件等) 公司成立超过 30年,从1977年开始。那时候我们叫大东方企业 (Oriental Enterprise), 后

将拆装式家具介绍给家

来改为有限公司,也改

具业 ,并教导他们有关技

名为G-Orient, G 则代表 Grand或Great。

能。

创业的时候从自己一个人开始,我是木匠出

大马市场。

如今外销家具全都是拆装式,我专卖五金配件技术,并且是第一个带进

身, 14岁就出来, 一做就 10年。曾在麻坡、马六

我的公司无论各种家

甲做过家具,后来到新加

具五金都有制造 ,包括办

坡 ,还去印尼帮印尼人设

公家具、实木家具、室内

立工厂。后来回到吉隆坡

家具等。

发展 ,当时多数做大椅、电视机木架等 ,供应给电视机工厂 , 例如Sharp、 Singer。

我们在全马有7个分公司 ,中国则在上海和广东各2间。我们有自己的品牌E&O。早期我们自己

我当时在公会非常活

如今市场上不管什么

问题 ,后来公司决定改变

由中国厂商代工。我不需要了解工厂好不

东西都是中国制造,因为

方式。自己开发产品,有

好 ,因为只要国外知名品

它是世界工厂。

自己的品管(QC),请中国

牌会下订单给这个厂去

方面代工,这样压力也转

做,一定有它的素质,我就

带同行去考察。我第一

移到他们身上 ,也更能节

会跟进 ,外国产品在中国

中国人很拼命 , 7点

次带队出国就到日本、

省成本。

制造 ,他们都会有自己的

半开工, 10点放工, 一般

韩国、台湾,那大约是

QC在工厂抽样检查 , 间

员工每月的薪水千多块

1970年代的事。

接也提升产品素质。以

人民币。老板很多时候

前 ,人们认为中国货很糟

都亲力亲为。特别是民

跃。公会常常组织团队到国外考察 ,都由我处理。我负责安排他们到日本、韩国、德国等参展,安排

在中国做生产 ,面对许多

1977、 78年我转行做家具五金,直到现在。

这些厂如果本身没有

糕 ,现在很多品牌都在中

营企业,没有星期天,假期

就本地而言 ,我们还

求进步,没有提升,他们就

国制造 ,而且现在有很多

又少 ,他们晚上还可以谈

是有条件的。因为我们的

我们是第一家在新

没有订单,也就很难经营

好的工厂,可见中国各方

生意。因此中国会崛起得

费用不高 ,东西又便宜。

加坡作出口拆装家具。当

下去。因此当工厂有了压

面都在提升。中国人的消

这么快 ,是因为他们的确

特别是实木方面我们还能

时大马家具很少做出口。

力,就要自己提升。

费能力也加强了。

有在付出。中国人靠拼

面对竞争。中国的实木

命 ,努力崛起。很多中国

不够 ,因此实木家具贵。

早期家具很少是拆装式的,多数都是做死,这在外

现在做家具,利润

人不上40岁,身家就上亿

以前我们的竞争对手是越

销行不通 ,内销却可以。

不比早期,自己做厂压力

了。中国崛起快 ,你看金

南。现在反而便宜的家具

当时我在公司负责采购五

很大。生意好但竞争多

融风暴 ,中国不受影响。

可在马来西亚找到。如今

金。其实欧洲已经盛行

时 ,会面对问题。就好像

而且中国人喜欢储蓄 ,不

越南不鼓励家具业 ,在越

拆装式家具,我便想应该

以前杂货店盛行 ,现在有

像美国人喜欢用未来钱。

南投资 ,也有很多选择。

可以将这个介绍给大马

了霸级市场 ,杂货店也会

以前人们都相信美国 ,现

所以我说大马还是有条件

市场。我做家具时有3个

受影响。所以我便自创品

在我们反而担心了,美国

的。只要努力做 ,慢慢转

股东 ,家具厂交由他们打

牌,自己开发,再交给中国

的保险公司、银行都可以

型 ,大马家具业还是可以

理,我则出来做五金,负责

代工。

倒闭,导致人心惶惶。

成功的。

我每个月有7到10天时间在中国 ,因此相当了解中国市场 ,中国进步得很快。以前他们比我们差 ,现在我们反而要向他们学习。

Our company has a history of over 30 years since its establishment in 1977. At that time, it was known as the Oriental Enterprise and later it was changed to a limited company and renamed as G-Orient. G stands for “Grand” or “Great”. I was alone when I ﬁrst set up the company. I started working as a carpenter at the age of 14, and I worked for 10 years. I used to make furniture in Muar and Malacca, and later I went to Singapore and Indonesia to help Indonesians to set up factories. After that, I returned to Kuala Lumpur to develop my business. At that time, I mostly produced big chairs, television woodframes and so on, and provided them to television factories such as Sharp and Singer.

I was already a very active union member at that time. The union usually organize investigative groups to overseas and I was usually assigned to handle the task. I was responsible for arranging the group to visit furniture exhibitions in Japan, Korea and Germany. It was back in the 1970’s when I led the group to Japan, Korea and Taiwan for the very ﬁrst time.

In 1977 and 1978 , I ventured into metal product business until now. We were the ﬁrst in Singapore to do CKD (complete knock down) furniture export business. At that time, Malaysia did not have many furniture export businesses. There weren’ t much disassembly furniture in the old days. Mostly were fixed which was only suitable for local market demand but not overseas market demand. At that time, I was responsible for purchasing raw metal products material. In fact, CKD was already very popular in Europe then, so I thought maybe I could introduce this to the Malaysian market. I left my furniture manufacturing business to my 3 shareholders and built my own metal product business. I introduced CKD furniture to the local industry and taught them the relevant skills.

Now all export furniture is CKD, and I specialize insellingmetal accessories to became the ﬁrst to introduce it to Malaysia market. Our company produces all kinds of metal products for furniture, including office furniture, solid wood fu r ni t u re and interior furniture, and so on.

HARD WORK PAYS !

We have 7 branches throughout Malaysia and another 2 branches in Shanghai and Guangdong province of China respectively. We have confidence in our E&O brand. At the beginning of our business, we encountered many difficulties while doing business in China, and later our company decided to change our method. We invented new products, and we have our own QC (Quality Control), but then we hired China factories to manufacture the products. That way, we shifted the stress to them, whilst saving cost.

If those factories do not have self-improvement or enhancement in their job performance, they will not get an order and thus they will not be able to survive. Thus, stress forces them to improve themselves. Now, in the furniture business, profitmaking is not as good as compared to the old days, and not to m ention that i t is a great stress to do it by yourself. In a state whereby business is good and i t i s very competitive, one needs to face many problems. It is like the grocery store business, it used to be very popular in the past but now that we have many hypermarkets, the grocery store business gets affected. So I create my own brand and innovate the business myself and let the factories in China do the manufacturing job.

To let the factories in China manufacture our products, I don’t have to know whether the factories is of good or bad standard because as long as a renown foreign brand gives an order to a factory, it must have standard quality and I just followed. When a foreign product is produced in China, they will have their own QC to check the products in the factory, indirectly increasing their product quality. In the past, people used to think that China produces bad quality products, now many bra nded products are all made in China. Now, there are many good standard factories in China, it is apparent that China has enhanced their quality in all aspects, in return increased the consumption power of China’s vast population. Every month, I spend a week to 10 days in China, so I am very familiar with the China market, which improves very fast. In the past, t h eir st and ard was lower than ours, but now we have to learn from them.

Now many things are made in China, because it is a world factory. In China, the people workveryhard, working from 7:30am until 10 pm, and the average monthly salary of a worker is about a thousand plus Renminbi. Most of the time, their bosses do the work on their own, especially in the private s e c t o r, w h e r e t h e y do not have Sundays off and they have fewer public holidays;

they even talk about business at night. That is why China is rising quickly, because they really put in lots of effort.

The rise of China is based on the diligence of its people. Many China peopl e aged b e l o w 4 0 h a v e properties worth billons. As one can see, even the world ec onom y crisis did not affect the fast r ising speed of China’s economy. In addition, China people like to save, unlike the Americans who love to spend their money in advance. In the past, most people believed in the Americans, now we become worried as even some of the established American insurance companies and banks have closed down. Speaking of the local market, we still have potential. Because our expenses are not high and raw materials are cheap, especially in the hard wood aspect we are still competitive. China does not have enough hard wood and so the pricing of hard wood furniture is expensive. In the p a s t , Vi e t n a m w a s our main competitor but now cheaper furniture can be found in Malaysia. Now, the Vietnam government does not encourage foreigners to invest in the furniture business in Vietnam. Therefore, I say Malaysia still have great potential as long as we work hard, and slowly transform the market, Malaysia still Boleh!

PEOPLE

办公家具代表公司形象吴承良 GOH SING LONG

Tomta Corporation Sdn. Bhd. (办公家具)

您觉得Tomta的优势是什么? 第一,公司一开始就走中上路线 ,人们一听到我们的产品 ,就知道不是便宜的产品。第二,我们

亚洲的消费能力还没

以服务为主 ,不止服务客

有欧美大 ,因此在办公家

户 ,也服务员工。我们注

具方面 ,亚洲还是以中低

重员工福利 ,包括在生活

型经济为主。不过新加坡

方面 ,经理和底线员工没

的消费就很高 ,他们买高

有隔阂,大家都是一体,培

级家具的budget较高,大

养大家庭文化 ,包括我自

马、菲律宾、印尼则偏

己,例如我们经常会一起去玩,庆祝生日等。

低。

办公家具从以前发展到现在,材质、设计有什么改变? 全世界而言,每个国家对办公产品的要求都 KLSFEA General Council Member

Q1 您先简单介绍你的公司。

办公家具跟办公大楼的租金有无关系?

不一样 ,欧美市场对办公

其实跟租金无关,而

家具的美感比较偏向简约

是跟公司形象有关,公

式,利落线条,色彩不是白

司找租金高的地方 ,因为

色就是黑色。

形象所需 ,他们对室内设

亚洲一带的要求不

计、办公家具也讲究。办

同。办公室一般面积都很

公家具其实是一个公司形

大 ,因此便会要求大型的

象的代表 ,包括公司的实

家具,很稳、很坚固,偏向

力 ,也可以品牌化。例如

传统特色 ,色彩也比较鲜

我用这个产品 ,公司形象

艳。

就不一样了。就好像我驾名车,因为我用得起。椅

T O M TA 在 1 9 9 2 年创立 ,由我个人创办这间

方面也以工程为主, 其中

至于产品的改进,会

80%是和外国人合作的工

走向更科技化,例如椅

公司 , 到目前 17 年了。

程,20%则是给分销商。

子,可以有很多功能,加入

子其实是拿来坐的 ,但是

公司主要以办公产品为

厂房设在埃及。我们的产

科技元素 ,不再像以前很

以形象为主 ,或以人体健

主 ,例如办公椅子、办公

品出口到20多个国家,最

简单 ,椅子就是椅子。如

康为主,椅子就不一样,要

桌子、办公屏风。其中

大的市场在印度 ,然后就

今科技发达,可制造许多

求变高。以形象为主 ,办

60%为出口 ,40%内销本

是阿拉伯联合酋长国 ,以

先进的办公家具。我认为

公家具是整体化 ,说的不

地。至于内销本地,多以

及亚洲一带如新加坡和菲

现在亚洲的办公家具偏向

止是椅子 ,还包括桌子、

工程为主 ,例如私人界或

律宾。我们目前也在注意

复杂,要求多功能,以后则

室内设计、配搭等 ,都需

政府部门的工程。出口

印尼的市场潜能。

会走向简约化。

要注入风格元素。

子有什么分别,椅

Please briefly introduceyour company.

What do you think is the advantage of TOMTA?

T O M T A w a s established in 1992 and I was the founder of the company. Our companymainly features ofﬁce furniture such as chairs, tables, and partitions. Of our total production, 60 % i s e xp ort ed to overseas market while the remaining 40% is for the local market. The local market sales mainly focus on project; for both private and government sectors. In the export aspect, the main focus is also on project, of which 80% are co-projects with foreigners and 20% are split among our distributors. Our factories are located in Egypt. We export our products to more than 20 countries, of which India is our biggest market, followed by UAE, and Asian countries such as Singapore and Philippines. Now we also notice the market potential of Indonesia.

First of all, the company ventures into mid-high rank route from the very beginning, so people know that our product is not cheap when they hear our product name. Secondly, we mainly feature service, not only servicing our c u s t om e rs , but inc luding our staff. We s t r e s s o n s t a f f remuneration, including at the living aspect, and there is no boundaries between management and bottom production employees; everyone i s a body including myself, we cultivate family culture. For example, we usually hang out together and we celebrate birthdays and so on.

LIM GEOK ERN (GM) & GOH SING LONG

OFFICE FURNITURE SPEAKS YOUR IMAGE What are the changes of office furniture in terms of its material and design compared to the past?

It varies from country to country worldwide. Every country has different demand for office fur nitu re; for example, the European and American market prefer clean-cut and simple-design office furniture, and the furniture colour is either black or white. Asian countries have different demands. The size of an ofﬁce is usually big, so they will request for large, stable and solid furn itu re. As for the furniture colour, they prefer to be traditional, which is more colourful. As for the development of products, it will b e c o m e m o r e technology-based. For example, a chair enhanced with a touch of technology elements has multiple functions, which is different from the past, when a chair is just a chair. Now, due to the

advanced technology, we can produce many advanced office furniture. I think now the design of office furniture in Asia tends to be complicated and multi-functional, but it is leading to simpliﬁcation in the future. The consumption power of Asia is less than the European and American market, therefore in terms of office furniture aspect,westill targeting the mid-low economic group. The consumption power in Singapore is very high; Singaporean’s budget for high-class furniture is higher, whereas the consumption power in Malaysia, Philippines and Indonesia are low.

Does the selection of office furniture have to do with an ofﬁce’s rental? In fact it has nothing to do with the rental but the image of a company. A company rents a place with higher rental because

of the need of its im age, so they are also particular with their interior design and office furniture. Office furniture is repres entative of a company’s image, including the company’s strength. For example, if I use this branded product, my company’ s image will change, just like if I am driving a luxury car because I can afford using the branded product. A c h a i r h a s n o difference; it is made for sitting on. But if it is for image building purpos es or hea lth purposes, the chair will be d i f ferent as its demand would have increased. For image purposes, office f u r ni t u re has to be unified; it is not only chairs but also includes tables, interior design and other decorations, all needed to add in characteristic elements.

PEOPLE

财务管理真的很重要陈春发 TAN SON HUAT Choon Huat Plywood Trading Sdn. Bhd. (木板原料、五金、锁头等) 点影响,但那时候我们规模较小,感受不到什么。 80年代 , 1986、 1987年时的经济不景气,也被一些厂商倒了部分的钱,不过我们也能控制,渡过这个难关。至于 96、 97年的经济风暴,也有在作准备,有些部分拉得太久的账期,我们开始改变,有个限制控制财务上的问题。因为我们现在跑的方向是多元化,有些太竞争又没有什么利润的项目我们也把它减少。

Q6 那你很重视在财务方面的

Q1 Q2 公司最主要的业务范围。

和您投入这行时相比 ,您

三夹板、中铅板、还有

觉得现在的市场更好还是

木碎板、plywood、 a m

更坏?

bient board、

各有各做法,因为

chip board, 还有这种

市场竞争很多,可是产品

laminate的东西, 还有家

也一直在更新,所以市场

具的五金、锁头、木门、

可能也增加大了,而且马

P VC那个粘边, 还有拉手

来西亚早期的出口量是

handle, 各种款式的都

1年 2千万 ,现在接近整百

有,还有那个铁路,总之我

亿了,所以还是有空间。

们家具的产品是应有尽

各有各的经营手法,不能

有的。厨具方面也是很齐

说以前就好做,现在就难

全。

做 ,而是一直要改变。好比如果我们现在只是卖一、两样东西,一竞争就麻烦了。所以我们也是多元、多角经营。

Q4 吗?还是一些建议? 要勤劳一点,亲力亲为,不能全靠别人。

40 年的时间了在这个行

在这40年里,我相信你应

做了。我们已经差不多开了 20年 ,70年代早期在甲

业。我的几个孩子,还有女儿、媳妇,几乎全家都在这里,有一个女婿也在这里。我自己是半退休的状态,给他们去处理。

的生意会有很大的影响。因为市场就是这样,假如

洞就在那边了,所以接近

们的第二代都已经在这里

实的。你资金不灵的时候,都会谣传得很快,对你

你财务管理不好,就很难

是啊,没有办法,我

这个是很重要的一环。因为市场是很现

你会给新人怎样的劝告

所以看起来您对于家具这行的前景还是保持乐观?

控制吗?

该也有碰到低潮的时候。经济风暴。早期的时候, 因为我们也经历过3个经济不景气的时期。在 1976、1977年就开始有

去经营。

Q7 有没有一些人给过你什么劝告、建议? 其实信誉是很重要的,很多东西如果你信誉好, 很多人还会回来跟你延续。假如你信誉不好,拖外面的账,供应商也是会不喜欢。

What is the business s c o p e o f yo u r company? Plywood, ambient board and chip board. We also have this l am in ate s tuff, and furniture hardware, lock , wooden door, PVC stick, and a variety of handles , as well as railroad track. In brief, we have all kinds of furniture products, including kitchenware.

What do you think of the current market compared to the time when you first joined the industry? I think everyone has his or her own way of doing business. Because the market is too competitive now and not to m entio n that the products keep on changing and so it somehow expands the market. In addition, the total furniture export of Malaysia was only 20 million ringgit per year in the early stage but now it is nearly 100 million ringgit, and the market still has ample space for business. Everyone has his/her business management technique, you cannot conclude that it was easier to do business in the old days and getting tougher now. One has to change. For example, now if we are selling one or two things, when competition comes we will be in trouble. So we have also ventured into multi-dimensional and multi-lateral management.

So you are still optimistic with the future of the furniture industry? Yes! I do not have a choice, as our second generations have been working here for nearly 2 0 y e a r s a l r e a d y, whereas in Kepong, we have established our business there since the 1970’s, so we have been working for nearly 40 years in this industry. My sons, daughter and son-in-law, and a daughter-in-law, and almost the whole family are all working here. I am now at the semiretirement stage, so I let them handle all the business.

IMPORTANCE OF FINANCIAL MANAGEMENT

儿子、女儿、媳妇、女婿等第二代都在这里工作。

How would you advise the rookies? Or give them some suggestions? Work harder and do everything on your own and not to rely on others. Having worked in this industry for 40 years, have you ever encountered a difﬁcult moment? Y e s , w h e n t h e eco nom y crisis hit. At the early stages of our business, we had gone through three bad econom y periods. In 1976 and 1977 the crisis was on a small scale but our business was rather sm all then, and we were not affected by it much. During the 1980’s, especially during the 1986 and 1987 economic crisis, many factories lost money, but we were well in control and we survived it. As for the economy crisis in 1996 and 1997 , we were already well-prepared. For some long- term debts, we started to make changes by setting limits and that is how we managed our finances through the crisis.

Do you take it very seriously in terms of ﬁnancial control? Ye s , t h i s i s a v e r y crucial part of financial management. Because the market now is very realistic, when you are under-funded, rumours will spread f iercely, and that will affect your business tremendously. Because that is how the market works, ... if you do not have sound f inanc ial c ont rol, i t will be very difficult to manage your finances and thus your business.

Has an yo ne eve r given you advice or suggestions? As a matter of fact, reputation is very important. In many ways, if you have good reputation then many people will come back to continue their business with you. Other wise, if you have bad re puta tion and keep on accumulating bad debts, even the suppliers will not like it.

全马唯一可以为您订制传统，仿古，经典，现代，创意或来样加工等，各式的宗教家具与装修制造厂。凭多年工作经验告诉我们「风水」在生活里有着不可思议的感召与神奇的诱惑力。缘聚坊制造神桌对「风水」尺寸，质量要求十分严格，所以短时间之内，成了宗教家具新宠儿，今天，制造结合传统古典现代的「风水」神桌，驰销全马各大家具店，获得不少好评。 We are the only prayers cabinet specialist in Malaysia. Our expertise inclusive design i.e. classical, ela-oldies, modern and creative will be tailor made for you. We believe that the amazing of“Feng Shui” can’t be separated from our daily life. While making the prayer’s table which you ordered, elements of “Feng Shui” will be carefully considered and adding in appropriately. 量身订做服务 Custom Made Services

CMY

本公司欢迎顾客致电洽谈您的要求。我们已把对客户服务满意与品质要求，作为我们的经营理念的方针。 “Give the most satisfaction of service; the best quality of carving work” are our motto. Therefore, we always welcome your queries and feedback. 特别订制壁橱，厨房柜，室内外等家具。（马来西亚） Custom made wardrobe, kitchen cabinet, indoor / outdoor furniture etc. (Malaysia) 手机/Hp: 019-330 2289 Email: chendiversified@gmail.com

BJ Cabinet Enterprise Sdn Bhd is a Small to Medium Enterprise that specialize in manufacturing TV Cabinet and Children Bedroom Set under brand name CROWN. We established in year 1991 with our own factory with size 20,000 sqf. and high technology machines. CROWN targets to middle level end users. All our products are made by Particle Boards laminated with Amino Coated Paperand MDF with High Gloss.

PEOPLE

品牌设计路还很遥远

巫英智 BO ENG CHEE Digital Furniture Sdn. Bhd.

那您觉得现在整个市场来讲,是会朝什么方向走呢? 朝向国际化。很多国家我们都有出口,但是就是欧洲国家比较多。

Q7 通常您主攻的设计是哪一些？会建立自己的品牌吗? 我们每年都会设计

一些新产品去参加展览。是否因为他们喜欢我们的实木家具那里遇到的买家 ,购买的？

不如请你谈谈你如何进入这个行业,然后如何设立这间公司。我是从学工开始。我做学徒应该是14岁,12岁 6年级读完我就去学做家具,18岁学了4年过后就去人家的工厂做sub-con,接工承包。 18岁做主要承包,26岁自己成立公司。

量比较大。现在大家也慢慢朝向国际化。别人的

国家我不知道 ,以中国、

国际路线做得那么好 ,付

越南、印尼、泰国和马来

出那么多人力、时间、物

西亚比较 ,我本身是觉得

力。我们这里常听有人

马来西亚的实木很好。早

在喊,要建立品牌,要做自

期我们担心来自中国的

己的设计 ,要做自己的产

竞争 ,但现在我觉得中国

品,真正有多少人成功?我

可以说是没有什么影响。

看 ,很多人亏了钱静静不

目前有些许影响是在越

敢讲。自己打广告 ,推销

南 ,泰国是做毛料比较厉

自己的产品 ,我们还不够

害,印尼局势不理想,依我

专。外国投资一间家具厂

看 ,目前最好的还是马来

几亿几千万 ,我们拿什么

西亚。

去做?

Q3 Q6 Q8

Muar Furniture Association President

对,以实木来讲,我在几个地方的调查 ,太远的

那您一路走来,您看到这

整个行业 ,比如说您的设计 ,您是怎么一步一步走

那您觉得,现在整个家具行业,虽所以如果要做自己的设然我们有很好的计,要有怎样的突破? 条件跟别的国家竞争,但我们还要你要投资很大,只有检讨哪一方面? 规模很大的公司才可以市场认知。你要知道

做, 你要准备好 , 如果一

我们和比较大的厂配

你在做什么样的产品 ,你

年赚5000万,你就要准备

合 ,从中学习。它有的问

要做什么价位 ,那你的竞

1000万一年,去做设计和

为什么会改名叫 Digital Furniture?

题我们就不要再重复,它

争对手是谁 ?你能够赢他

示范 ,能够示范几次才成

有的优点我们就吸收。我

吗 ?现在一个买家要货比

功 ,我不知道。你最少要

Digital是现成的

比较幸运,一开始做的时

三家,他为什么要选你?你

拿20%去投资,成不成还

公司名字,接手时我觉

候就和比较大型比较有规

自己也要想 ,如何在他身

是未知数。有能力你可以

得不错,做家具又改名

模的厂配合 ,吸收了很多

上排第一？好像我在做

顶10年,不可以就停掉,变

Digital, 有点像电脑公

知识。家具这个行业,要

生意,很多人买,也很多人

相而言就是浪费时间。外

司, 容易辨识 , 就照旧沿

赚多可以,要亏多也很容

卖 ,那我要怎么做他才会

国品牌也不是3、5年就成

用。

易。

选我?

功 ,而是需要几十年的时

过?可以分享一下吗?

间去建立一个品牌。

Mr. Bo, please tell us how you joined this business and set up this company?

Could yo u please share with us your perspective of the whole industry? For example the products designed by you, and how did you make them?

I started from the learning ground. I was 14 years old then... well actually I was only 12 years old when I bec ame a fu rnitu re making apprentice. I did not ﬁnish my grade 6 education, and decided to learn how to make furniture. Four years later, I went to work in a factory as a sub-con, doing contract business. At the age of 18, I became a contractor and later set up a company at 26 years old.

In terms of furniture business, it can earn big m oney but i t i s also easy to lose lots of money. We were lucky, as when we first started our business, we got to work together with larger scaled factories and learn their skill and knowledge. Also, we adopted their strengths and avoid their weaknesses and mistakes.

Why did you change the company name to Digital Furniture?

In your opinion, what is the direction of the whole market?

I came up with the name ‘Digital’ when I wanted to set up a new company. A furniture company sounds like a computing business which makes it easy for one to recognize it. Since we are into the business, I thought it was not bad and so we decided to register the name.

I t i s g e t t i n g internationalized. The products are sold in many countries, but we mainly export our products to European countries.

Is it because European consumers appreciate these woods? Yes, in terms of solid wood, I had surveyed a few places including China,Vietnam, I ndones ia, Thailand and Malaysia; I think Malaysia is great. But I don’t know about the scenarios in other places. Because at the early stage, we all worried about China, but personally I think it has not affected our

business. On the other hand, Vietnam has a little influence on our business. Apart from that, Thailand is really good in producing textiles, whereas the business situation in Indonesia is not up to satisfaction. In reminiscence, I think Malaysia is still the best.

DESIGNING BRAND IDENTITY A LONG WAY TO GO Despite the fact that you think our country has great criterion to compete with other countries in the furniture making business, we still need to self-examine which particular aspect? In the marketing aspect. You have to know what kind of products you want to produce, at what pricing, and who your competitors are? Can you compete with your competitors? Like wise, if now a buyer wants to buy 3 houses, why must he choose to buy a house from you first? But you have to think too, if you want to be ranked as his first choice and there are 3 selections, what do you need to do in order to make him pick you? It is just like when I am doing a business and many people are buying things, yet why would they want to buy from me? What must I do in order to gain the business?

What is your main design? Is there any change in style?

So does i t mean i f one wants to create his/her own design, i t requires a huge breakthrough?

Every year we will create some new products and showcase them in furniture exhibitions. The buyers at the exhibitions are mostly buying in bulk. N o w, e v e r y o n e h a s started to become internationalized g r a d u a l l y. Yo u g e t to see others build a sound i n t e r n a t i o n a l business as they put in lots of manpower, time and material. At home, we usually hear some people say they wanted to build their own brand and design their own product, but how many people had success in doing so? As a matter of fact, I think many people lost money and kept silent about i t . To advertise our own product, we are yet to reach the professional level. Foreigners invested hundreds and thousands of million dollars in a furniture factory, what do we have in order to produce? We don’t have to invest in business?

Yo u n e e d a b i g investment. It is only when you have a large scaled company and good preparations that you can create your own design. For example, i f you earn 50 m illion per year, you have to prepare 10 million for capitals. Then, every year you have to do a dem ons tration on your new product, m aybe you have to demonstrate a few times and I don’t have to know as long as you have prepared to invest how much in this brand. In my opinion, you at least have to i nves t 20 % of your capital without knowing whether it will be successful or not. If you sustain for ten years then you have made it, otherwise just stop doing it as it is a waste of time and money. It is the same for foreign brands; it not only takes 3 to 5 years but over a few decades to build a brand.

PEOPLE

唯贤是举制度分明蔡实亮 CHUA SER LIANG

那时候行情怎样？

Litako Enterprise Sdn. Bhd.

其实,经济风暴的时候 ,也有人会赚钱;经济特别好的时候,也有人会亏钱,包括我的第一间厂就是在经济很好的时候亏掉的。 1979年很好啊,但是我倒 , 80 几年的时候大家都讲不好,那个时候我做得还可以啊。因为那个时候我的工厂是租的, Litako就是从那边开始。几台机器都是二手的,所以以前的行情比较容易做。

Muar Furniture Association Advisor

Q3 是否因为您有三、四年和机器为伍的经验,把机械化的

概念带入家具厂 , 所以可以大量生产。这个是绝对的。当时大家在卖外国机器 , 本地机器厂也缺乏很多零件。我在自己的工厂里 , 自己买铁自己

买原料自己烧焊自己设计把它做起来。

我们在做的 ,都好

我们就是一直从职员里

像在组织公会那样

面去找出这样负责人

采责任制,因为我们

。

的

理事 ,我们的

我只知道如果叫我

director, 谁在管什

儿子来的话 , 首先, 他能

么事情,都是通过开

不能够胜任还是一个问

会决定。会议之后,

题 ,再来是跟别人在一起

我今年做这个部分

的时候 ,因为他的身分的

的,明年可能会转到

关系 ,所以很多东西人家

那边 ,他可能会跟我

都不要跟他起很大的冲

我的合作伙伴,以前他是我们公司的职员,现在

对调也说不定。譬

突 ,这样下去越久就越糟

是变成我们的 partner,我在我公司推行唯贤是举这个方式,

如今年我可能负责

糕。

所以我找他是接班,但是他要去找他的接班 ,讲是接班其实

看管 sales 的 , 但明

也不是接班,这份事业就是要一大堆人在一起做。很多东西

年可能就不是了。

请问蔡先生以后谁会接你的班?

交代的工作,同学能够

Q4 Q6

交货, 我却不能交货 , 要

那你现在的厂还可以看到

那如果你的家庭成员或孩

等放工了他帮我做,我才

哪些你设计的机器?

子有这个能力去上位的

能交货。完工后 ,我就和

话,你会不会阻止他?

同学说 ,你有条件帮人打

您算是麻坡第一个把生产线的厂房设计成机械化的

己的厂,当时的情况跟现

张图片 , 原来这个叫 bar counter。我做家具就是从碰碰

工 ,我没有。不如我们开

人吗?

我的公司上班,他肯定

在的情况有什么不一样？

撞撞开始的。

工厂,请人来做。1975年

没有了,那些只适合

不是 direct对我的 , 他会

1982-84年的东西,现在的

直接面对他那个部门的

都不适合了。

上司 ,这是他们跟他的事

Q1 可以请您告诉我您是怎么入行的,然后怎么创办自

counter,听了就把我吓坏了, 什么叫bar counter?后来去人家家里 ,他拿一些 magazine给我看,原来这个叫magazine,里面有一

此我就游说他一起去帮家具厂打工。但是,老板

假如我的孩子要来

我开始做家具

我不是做家具出身

就这边借一些 ,那边借一

时 , 连什么叫做 bar counter我也不懂 , 什么叫做 magazine我也不懂的。有人介绍一些工作给我 , 他们要做 bar

的,我以前是修理汽车

点 ,开始了我在家具这行

的。有一次我去探望我的

的旅程。后来因为一些其

我不敢这样讲,等一

了,跟我没有直接关系,什

同学 ,他是在家旁边用手

他因素 ,逼得我自己出来

下你这样写的话我会被人

么事都不要跟我扯在一起

工的方式做家具 ,我觉这

做 ,Litako就是 1982年开

骂,你不要害我。(现场众

的话 ,那就比较正常化一

样做,要做到什么时候?因

始的。

人大笑)

点。能就做,不能就走。

MAY THE BEST MAN LEAD : RUNNING THE BUSINESS CLEAR & TRANSPARENCE

Please tell us how you get into this business and set up your own factory. What is the difference between now and then? When I f i rst started making furniture, I didn’ t even know what is bar counter or a magazine. W hen some people introduced me bar counter order, I was almost terrified. Then I went to a friend’s house and he show me a photo in the magazine did I know how a bar counter look like. That was how I started my furniture business. I told you I did not started with producing furniture but repairing vehicle motors. Then I went to look for my classmate, and he was p roduc i ng fu rnitu re manually at a store built next to his house. I ask myself; if I were also to do l ike that, how long would it take to get the job done? Then I went to work in furniture factory. But I was unable to hand in the job instructed by my boss while my classmate made it. I had to wait until he f inished his job and gave me a hand that I ﬁnally met the deadline. After work, I told my classmate, he had the criterion of working for others but not me, so why not we set up a factory and hire people to work. In 1975, we borrowed money from all sources, and started the journey of this furniture business. Later, due to some reasons, I was forced to move out to do my own business, and Litako was started in 1982.

At that time, the economy was very bad. As a matter of fact, some people will earn money during economy crisis, while some will loss money during good economy period, including me. In 1979, the economy was good but I lose my business. During the 1980’s, everyone said the economy was bad, but I was doing fine at that time because I was renting a factory then and Litako was started from there. The few machines I bought were al l sec ond handed, so it was easier to do business then.

Because you have 3 or 4 years experience in dealing with the machines, so as you introduce the machine to furniture factory and mechanize them, and so you can mass pr oduc e the furniture? This is an absolute answer. When everyone is busy im porting machines from overseas, in fact local machine factory is also lack of many resources. I work in my own factory; I bought raw materials and do the welding business on my own.

Do you still keep any machinery designed by you in the factory? So you are the ﬁrst to design and transform a manufacturing f a c t o r y i n t o a mechanized factory in Muar?

No more, those machines only fit for 1982-84, they are all outdated now. I would not dare to put it this way, I would get scolded if you write in this way, please don’t. (everyone was laughing there)

Who will take over your business in future, Mr. Chua? He used to be our staff in the past, now he has become our partner. Our company is now implementing this methodology, so I chosen him to take over my business and he will have to look for his own right person to take over. In fact, this is not someone taking over a business but a group of people working together. For instance whatever we are doing, it is like setting up a union, the task

of the committee and our director, were all decided in a meeting. After the meeting, I will take charge on certain area, and maybe rotate to di ffe rent area in next year, or he will snap his task with me. For example, if I am in-charge of sales department this year and by next year it may not be myself doing the same job anymore. Among the staff, we select one who can fit in the role. I know if I asked my son to take over the business, first of

all whether he can master the job is still questionable. Next, due to his status when he works with others, others may not dare to have any confrontation with him, and the business will not improve in the long run.

If anyone of your family members or children has the ability to take over the business, will you stop them? If any of my children wants to work in this company, he or she will not deal with me directly but the particular department he/she applied, I have no direct relations with this. So long as anything does not related to me, it will be normal. If he/she can perform, just do it, if not just make a move.

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www.isella.com.my

PEOPLE

时尚就是我们的代名词石天保 SEAK THEAN POW 王明慧 CHRISTY WONG Bagus Curtain Sdn. Bhd. (时尚窗帘布艺)

Q1 Christy请谈谈您入行的情景/经过。我入行前是做时装的,入行的经过也是机缘巧合,因为有一位窗帘同行退出,我则在很偶然的机会下接手他的生意 ,进行窗帘设计。在当时做窗帘属于很传统的行业 ,但我却觉得窗帘其实也是可以很时尚,很 fasionable,因此我在设计窗帘时就加入了一些时尚的元素 ,打破了当时窗帘行业的传统形式 ,也是转型的开始。除了充满时尚感的设计转变 ,也改变

Q3 针对已经在时尚窗帘上占有一席地位,Baagus接下来的计划会是什么 ?有什么不同的作法? 在 2010年的活动方面,我们会延续品牌的主题继续推动窗帘时尚展, 以 Catwalk方式展示出窗帘的时尚感。同时也

了传统窗帘订制的销售模

会邀请目前大马最著名的

式 ,加入了预制的窗帘成

时尚名模来代言,特别是

品 ,令购买窗帘的方式更

在今年,我们将会推出一

便捷 ,也更符合现代人生

系列的活动,来加强及突

活方式。

出我们fashionable的形象,让Baagus在家居装饰的形象更鲜明。行销上,我们接下来会推动加盟事业的版图 ,目前已经确认有关丹

石先生,请谈谈您入行的

的加盟商,接下来预计也

情景/经过。

会有新加坡和沙巴砂劳越

我本来是从事电子

加盟商加入。同时我们也

您在这门生意上,学到最

工程,但由于考虑到想要创业,就必须要成为该行

尝试去开拓海外市场,包

宝贵的经验是什么? 管理。不管是哪一

的行尊 ,才有更多的发挥

括参加3月初的EFE海外展销会,探讨未来还有什

空间。相比当时已经泛

么其他的项目与空间让

须要靠管理取胜。在学

滥的服装和饮食 ,时尚窗

Baagus去发挥。

习管理的路上 ,不管是伤

个行业,想要成功,最后必

帘还算是创新 ,具有很大

Baagus 的加盟事业

痛还是经验 ,整个过程其

的挑战性。所以我选择

就是完全采用我们的品

实是很艰苦的 ,但幸好我

加入太太的行列 ,专心发

牌和营运模式 ,包括连店

们还有信心和勇气不断突

展窗帘行业。到今天为

内的设计都由我们去指

破自己。虽然曾经有过挫

在经过 2005年第一场的 F ashion Show 以后 , Baagus的 CIS比较

为真的需要面对很多挑战,尤其是起起落落都

明显,特别是我们的布

重来,我依然会选择这一

置方面 ,不管在展销还是

行。

要很坦然去接受。如果

在门市,都必须要做到很 fashionable, 才能让 Baagus的形象更鲜明,让各方的买家留下深刻的印象。

Q5 Q6 对后辈的忠言。

忍耐和坚持最重要。

导,同时我们还会派出一

折,唯有把挫折化为前进

是没有离开过窗帘,我还

组人 ,为加盟者提供全面

的力量,慢慢去适应,因为

做这行不是纯粹贸易,而是服务性的行业 ,因此他

是认为要成为行尊,就要

的营运 ,销售和安装课程

要把企业做起来其实并不

们对自己的所做的选择

民族,Baagus不管是在发

成为最好和最专业的,特

等 ,包括了各种操作的技

那么简单,需要走很多的

必需要百分之百投入,才

音和意义上 ,这都是一个

别需要专注和投入。

巧及服务训练。

心路历程。

能在这行有立足之处,因

简单明了的名称。

止,Baagus的业务范围还

Baagus的名称由来。由于马来西亚是三大

FASHION IS OUR FORTE C h r i s t y, p l e a s e s h a r e w i t h u s your experience in joining this industry?

Mr Seak, please t e l l s u s how you joined this industry.

When I first joined the industry I was a tailor, I would say that it was a co-incidence that I joined this Industry. It happened that a veteran from this industry wanted to retire and I knew it by chances and decided to take over his business and started with curtain designing. At that time, making curtains was deemed as a very traditional profession, but I thought curtain can be fashionable too. Therefore, I added in some fashion elements into my curtain design and broke the traditional sales module by adding pre-order ready made curtain, making the process of buying c u rtai ns faster and more convenient which fits in with the current modern lifestyle.

I used to work as an electronic engineer. Then, when I th i nk about creating my career, I must be the top in the industry in order to have more room for creativity. It was like com paring with the overﬂowed fashion and food industry business, curtain fashion was still a new business during that time and it was very challenging to me. So that’s why I decided to join my wife to develop curtain industry. Until today, Baagus’s business scope has never parted with curtain, as I still think if we want to be the top in the business we must be the best and the most professional, therefore professionalism and commitment at work are required.

KLSFEA General Council Member

Since Baagus has alread y dominated part of the fashion curtain industry, what is the next plan? In 2010 activities aspect, we will continue with the brand’s main theme to promote curtain fashion show b y showing off our chic fashion design via catwalk on the stage. Me an while, w e w i l l i n v i t e the most renowned Malaysian model as our ambassador, especially this year, we will launch a series of activities to enhance and to boost our Fashionable image, in return making Baagus’s explicit home design im age more prominent. In sale aspect, we will promote alliance in our next agenda. So far, we have successfully found a new alliance business in Kuantan, next there will be more alliance business partners from Singapore, Sabah and Sarawak joining us. Meanwhile, we will try to expand our overseas business market, including taking part in the early March EFE and explore other items that allow Baagus to continue to develop further in the future. The alliance business of Baagus is totally using our brand and management module, including the chain shop’s interior design is all directed by us. Also, we will send a team to provide our alliance partners with thorough management, sales, courses arrangement and so on, which includes all kinds of technical and service training.

What is the most precious experience you gained from this business? M a n a g e m e n t . Regardless of the scope of business, if you want to success, ultimately one has to rely on management to win the battle. During the journey of management studies, despite those painful and tough experiences, as long as we still have conﬁdence and courage to break self record, those challenges will become the strength of our drive to move forward. Slowly, you will adapt to it because it is not simple to set up an enterprise, i t requires a long journey. After the first fashion show in 2005, Baagus’ s CIS became more apparent, especially our decorations -both in the exhibition and in the shop h a ve t o b e ve r y Fashionable, so as to make Baagus’s image more prominent and l e a v e a g o o d impression to buyers.

Advice to junior Endurance and determination are the most im po rt ant criterion to success in this industry. Because, this business is not only about trading but servicing which requires one to conquer many challenges, especially to accept whatever that comes i ts way. Therefore they have to put in 100% effort to their decision making in order to ﬁnd a standing ground in the business. If I have a choice to start all over again, I will still choose to work in this business.

Please states the origin of the brand name -- Baagus. Baagus derives from the three main ethnic groups of Malaysia, both in terms of its pronunciation and meaning, is a straight forward name.

PEOPLE

旗下品牌各有独特风格庄国樟 CHING KOK CHEONG Group Ceo Of Fella Holding Sdn. Bhd. (家具)

Q1 首先 ,请你简单介绍你的公司,你是怎样开始Fella Design这家公司的? Fella Design是在 1980 年由 3 个年轻人合股成立的。他们是 John,Andrew 和 Jason 。他们刚刚大学毕业,决定合股做装修和装饰的工作。 “ Fella” 这个字 ,便是“三个人”的意思。基本上,我们在Fella Design做的主要是染印纺织品和批发;而你现在正坐著的沙发,正是由我们制造;此外,我们也零售家具。这就是我们所著重的三项主要业务。目前 , 在 Fella Design之下有几个品牌。每一个品牌都具有它独特的家具概念。譬如Fella Design,你可以看到它走的是古典和传统的风格 , Urban Culture 则散发禅意和侧重于休闲风格的家具。American Accents要传达的则是美国古典风格家具的概念。

Q2 Q4 Q5 所以,你们也在市场上建立自己的品牌? 正确!比如我们的 Morph走的是比较摩登和现代的设计路线,而Fella Interiors则是负责企划案以及合约。

贵公司的消费群是来自什么种族? 80%的顾客是马来人。不过当然,未来我们

会逐渐转型以其他种族的以目标,但马来人市场仍是我们的主打。

Fella Design目前有多少家分行? 目前我们在全国有 24家分行,全是在国内。

这是否表示马来人比较偏爱古典的设计?

比较古典、传统和带有田园风格。过去这些年

不完全是。从前

来 ,我们也有推出不同的

Fella Design 基本上是采

品牌 ,迎合不同种族的口

用较传统和古典的设计。

味 ,这只是一般人对我们

马来人比较喜欢以不同风

的印象而已。

格配搭的家居设计。对华

当顾客来到这里

人来说 ,他们多数选择素

时,他们会发现到,这些设计并不全是马来风味的。

色,比较缺乏混合配搭风格的胆量。素色是最安

华人顾客来到这里 ,他们

全的。比如全白 ,就很安

感到十分惊讶 ,原来这里

全。但如果你想使用一

的产品并不全是马来风

些花卉图或色彩来衬托

味的。这只是刻板印象。

你的家,你会怎样用呢?这

不过,目前我们的顾客,有

时 ,用一套花卉图案的沙

80%还是马来人。

发 ,比在墙上点缀容易得多了。所以,过去常有人说, Fella Design很马来化,其实并非如此,它只是

UNIQUE IN STYLE

fella的最大竞争对手是谁? 我不会点名谁是竞

争对手,事实上,外面所有小规模的同业都是竞争对手。当然fella design站在最前线的时候 ,就必须推出更具创意的产品。比如说 ,今天你推出一样产品,每个人都可以抄袭,然后压低价格来卖。他们的产品永远卖得比你的便宜。所以 ,你必须不断的进步 ,以超越他们。所以我们的竞争对手并不是大规模的同业,而是那些不知名的小公司。

fella design在未来几年有什么计划? 基本上,我们过去都

在忙于开设陈列室,但要维持并不容易。所以,我未来的目标 ,并不是要租用更多陈列室 ,而是要拥有更多属于本身的陈列室,以改变现状。

First of all, please introduce your company in brief, how you start this Fella Design?

Fella Design was formed in 1980s by 3 person, they are John, Andrew and J ason. UponGraduated from university, they decided to venture into renovation and furnishing industry. This was how Fella Design was formed. The word Fella is actually from the word "fellows", "3 persons". Basically, the products that we are doing in Fella Design is printing of fabrics and wholesaling. Manufacturing of sofas, is another core bussiness as well. For instance the sofa you are sitting on now, are actually manufacturing ourselves. Besides we are retailing furniture as well. So these are 3 cores activities that we have. And actually now we have few brands under Fella Design, American-Accents, Urban Culture, Morph, Fella Interiors, and the Citura home fabrics. These are all the various brands that we carry under Fella Design, and for each of this brand, they carry a different concept of the furniture. Like Fella Design, what you see now is more classically and traditional. Urban

Culture is more zen and the resort style f urni tur e. Am erican Accents is a classical American size style furnishing concept.

So you also establish your own brand in the market? Ya, That’s right. Well, Morph is more for modern contemporary designs, and Fella Interiors are for projects and contracts. How many branches you have now? Currently we have 24 branches nationwide.

Your company target buyers?Which ethnic? 80% are contributed by Malays. But of course, we are gradually expand into other ethnic group. And of course, we will still maintain our main shell of our Malay market.

Which means Malay like classical ... Not really, Fella Design used to apply lot of traditional, classical design. For Malays, they prefer to match, mix and match their hous e according to their own terms. Where as, Chinese prefer plain color, as they

are not taking up any challenges to match their house. Chinese are normally take the e a s y w a y, p l a i n i s very safe. Where as you want to use floral design or color product, then you have to match the whole house. You can have a set of sofa which is floral, but if for wall, different color will then be hard to match already. So, over the time, people say Fella Design is very Malay, but actually it is out time. It Is very classical, traditional and very country type of products. Over the time, we had launch a few brands to cater for other races as well. But, of course, that is the general perception. But if they come here, then they will know, it is not so Malay after all, or for Chinese. When the Chinese came here, then they all be surprise, I thought Fella Design is very Malay, all this thing. But its not, it is general perception. But our market now is still 80% contributed by Malay.

S o t h e m a i n competitors with Fella? Fella Design(add) I would not point out the name of competitors. In fact, all small and medium player in the market are considered our competitors. For

Fella Design, if you are in the forefront, you have to be innovative in your products.For i ns tance when you launch a product, everybody can copy without any problem, and subsequently priced i t lower than your produc t. Their products can always be cheaper than yours. Therefore you must always keep improving to stay ahead. Hence our competitors are not from those big scale player, but those small scale player.

What is Fella Design planning for these couple of years? We used to be very busyinopening showrooms in the past, but when you come to maintenance of it, or the welfare of the showroom is not that easy. So our focus now is to own/ buy more showrooms, instead of renting.

PEOPLE

聆听市场满足大众需求梁国铭 ERIC LEONG Celebrity Interior Designer

Q3 经济好坏对对家居设计有无影晌? 当然会有。以 2009 年为例子 , 由于当时经济前景不被看好, 因此不管在任何国际家具展上,即使面对很多新设计,买家都会偏向订购一些较保守款式,那是基于 Safe and Save的原则,以应付万一销售放慢,这批家具也能有更长的销售期。另外 , 经济不好 , 颜色会偏向多色彩,就像夏天一样,让人心情变得愉快。经济好的时候,颜色反而回复到稳重,如土色系列,让人容易放松。

Q1 马来西亚的空间设计,三个不可或缺的重要元素?

颜色, 灯光, 主题。很多时候马来西亚人很少意识到自己需要怎样的主题。但目前的媒体比较发达,大家对主题也开始有概念。但在灯光设计方面还是比较弱。颜色使用方面,也许是热带国家的关系,我们会太过缤纷,太过复杂。

你个人喜爱什么样的风格 ?和商业需求会有冲突吗? 私底下,我个人爱好英式风格,尤其偏好华丽经典或者繁复细节的考究设计,因为那涉及设计呈现的好坏。面对市场

的需求,我却是一个很多

在本地最受欢迎的风格?

的要求.

元化,也很商业化的设计师,我不会因为追求艺术效果而忽视市场需要。毕竟商家追求的是利润,我所做的也必须要满足大众

目前, 大马受欢迎的设计是 Modern Contemperary, 因为容易

然而, 在设计一般

搭配,最能迎合大众的口

人的家居空间,还是需要

味。

考虑到是天天居住的空

设计的材质方面,由

间,颜色不要太复杂像幼

于全球暖化让环保材质

稚园。

Q2 你对灯光的要求? 基本上我对灯光的要求还是坚持以 Warm White暖黄光为主。因为一般人用的日光灯,其实

备受注目。但环保材质的

A:主题第一,灯光第二,颜色第三

是很功能性的,只适合用作工作或阅读用途。

成本高,从经济效益的角

在这一行 ,你学到的最宝

度去看,相对比较低。最

贵经验是什么?

后,现代人还是会回到,追

我学到最宝贵的经

求更快和更方便的材质。

验,就是人脉。很多人误

另外,由于资讯的容易取得,过多的媒体资讯

以为Networking其实是出来聊天,只是空聊。

若要营造气氛或空

,反而让家居空间产生许

实际上,人脉经营就

间层次感,还是必须靠暖

多设计上的杂质/杂

是要找到一些能执行的朋

黄光。即使是再平常的家

音。太多时候,人们想要

友,大家坐下来把事情谈

具,在暖黄光的衬托下,都

的太多,就比如从我们的

成就去执行,而不是光说

会变得很高雅。

房间并不是旅馆,你并不

话而不去做。

反之, 再高贵的家

需要全盘照抄旅馆房间的

耐力和策略都很重

俱,在日光灯的照射下会

设计,否则何不干脆去住

要,而且不要随波逐流,还

变得很扁平和平庸。

旅馆呢?

有一定要做功课。

OBSERVE THE MARKET TRENDS & SATISFY CUSTOMER DEMANDS

W h a t a r e t h e 3 important elements of a Malaysian home design?

The first vital element is theme, while the second and third vital elements are lighting and colour respectively. Many Malaysians realize the kind of theme they need but nowadays , with the fast moving information t e c h n o l o g y, m a n y people start to have a better concept. But in the aspect of lighting, it is still weak. As for the usage of colouring, it may have to do with the reason of us living in a tropical country that we tend to prefer overvibrant and complicated colours. Nevertheless, on average one has to keep in mind that a home is a place where we are living everyday, i f the c o lour i s too complicated it may look like a kindergarten.

Does good or bad economy state affect home design?

W h a t i s y o u r requirement for home lighting? Basically, I still insist on using ‘Warm White’ yellow l ights as the main lighting source of a home. Because usually people would use natural florescent lights as a home’s main lighting source, it is in fact very functional but it is only suitable for working or reading purposes. If you want to create an atmosphere or a sense of layering in the space, you still need to use warm yellow lighting, and under the reﬂection of warm yellow lighting even the most common furniture would look elegant. In contrast, by using natural ﬂorescent l ightings regardless of how expensive and classy your furniture is, it would look dull and normal in presentation.

It does in a way. For example in 2009, due to the low future prospect of economy, even though there were many new design furniture in any one of the int erna tion al furniture exhibitions, buyers would tend to order those conservative designs. That was based on the ‘Safe and Save’ theory to deal with the sudden decline in sales, so that furniture has a little longer selling period. On the other hand, bad economy also affects people’s choice of colour – it tends to be more colourful just like summer makes one feel happier. W hen economy gets better, people’s choice of colour go back to stable colours like the earth colour series, which makes people more relaxing.

What is the most popular interior design style in the local market?

What kind of style do you prefer? Will it contradict commercial needs?

At present, the most popular interior design style in Malaysia is ‘Modern Contemporary’. Because it is easy to mix and match, and it can suit the general public’s preference. In terms of design materials, due to the global warm ing effects, many people now pay attention to environmental friendly materials. But those materials are of high cost, so looking from the point of view of the effect on the economy, the demand for environmental friendly materials is still relatively low. Lastly, modern people will always look for fasterandmore convenient ways to acquire materials. Apart from that, due to the easy acc ess to information, the excessive information spread by the media creates lots of doubts and complicated substance in terms of the living space design. Very often, when people want too many things it makes their home look complicated in design. But one has to bear in mind that our room is not a hotel room and you don’t have to imitate all the designs of a hotel room, other wise why not just live in a hotel?

A: Personally, I like the British style, especially luxury classic design or c om plic ated and elegant in detailed design, because that involves the presentation of a good or bad design. Howe ver, when it comes to meet the m a rke t needs , I am a multi- dim ensional and commercialized interior designer. I will not ignore the market needs whilst going after artistic effect. After all, profit is what businessmen go after, and what I do is to satisfy the public’s demand.

What is the most precious experience you have gained from this industry? I think my most precious experience is people network. Many people m is u nders tood that networking is created through talking, and just talk plain. In fact, networking is to find those who can sit down and really talk things out and implement the plan and not just talk. Endurance and tactics are also very important; do not go with the ﬂow, and you must do your homework too.

PEOPLE

大量生产独特设计 CALVIN C.K. CHANG Signature Kitchen

需的组件送到物流组,以准备接下来的运送和组装。老板相信,把钱投资简单来讲,我们的公司成立于1994年,由K .C. TAN和Michael Chooi先生两人联合创办。当时,我们还是以” Cabinet Industry ”

为公司名称,但老板

认为这个平字太平庸,同时也意识到品牌的重要。最后因为我们的产品及服务一直有口皆碑,同时也是行内佼交者。因

在尖端科技,用以提升服务效率和产品品质,同时节省成本,是值得的。我们的生产模式是内部营销,生产外包。意思是,将投资在重型机械的风险转给外包的生产供应商,我们主要负责货仓和产品最后组装的工作,而无需直接投资在生产的机械上。

此直到 2001年,老板们才正式选择以Signature Kitchen作为我们的注册商标。

我们在本地有30间零售陈列室,其中有7间是

我们的业务著重于设计厨柜,走的是中高档路线 , 但我们比较希望以“ 负担得起的华丽” 来诠释我们的产品。在大量生产的同时,也注重产品的独特性。人家通常会用“ masclusive” 来形容

100% 由 Signature 国际有限公司持有的直营店。其余的是我们的代理。因为我们有一套加盟代理的零售分销模式。我们也为内部职员提供企业家

计划,如果内部职员想要自己代理我们的产品,我

我们,即“ 大量生产,独特设们也会提供企业奖掖计

计” (Mass produce +

划,让他们成为公司的一 exclusive)的意思。而另一边份子,拥有自己的店。厢,我们也以另一个品牌生产衣橱。目前,厨柜和衣橱,是我们公司的两个大业务。

MASS + EXCLUSIVE = MASCLUSIVE

记者问:Signature Kitchen为什么会想代理其他牌子如Arisson? 这是我们的附属产

在马来西亚,Signature

品。因为,大多数顾客都

Kitchen可说是唯一一间开

希望得到一站式服务,这

发自己专属厨柜设计电脑

样他们就不需要跟不同的

程式的公司。这个软体程

承包商交涉。我们代理有

式除了可以策划、设计和

关的橱具品牌,对顾客来

绘图,还具有报价系统。

说也是信心保证。我们倾

只要我们在电脑上缯图

向选择代理具有信誉的

设计,便可立即让客户知

品牌,而不会考虑缺乏名

道价钱。它也与生产部联

气,或者售后服务或品质

系,只要确认订单后,系统

较差的品牌。而且,我们

就会把配件分类,生产部

最终的考量还是顾客的方

就会进入生产,然后把所

便性。

In brief,our company was formed in 1994. Mr. KC Tan and Mr. Michael Chooi are the founder and co-founder of the company. In 2001,the company trademark “Signature Kitchen” was officially r egist ered . A t f i rst we were going to use “Cabinet Industry” as the company’s brand name but bosses found that name was rather common. At that time, they started to believe in the importance of brand name and since our product and service is also a signature by itself, both of them had decided to come out with the brand name – “Signature Kitchen “.

As a matter of fact, our company features kitchencabinet products. Our product brand belongs to the midhigh range, but we would like to call ourselves affordable luxuries.In fact, many people like to call us ‘ m asc lusi ve’ , as we mass produce our products but in an exclusive way of design.

Apart f rom that, we also produce ‘Signature Wardrobe’. Actually, kitchen cabinet and wardrobe are two co-products of the company.

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