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THE LUXURY BUSINESS MAGAZINE FOR ASIAN ENTREPRENEURS

Vol. 3

Issue 2

Spring 2014

Tasmin luciaKhan UPWARDLY MOBILE

Gamucci STEPPING OUT FROM THE SMOKESCREEN

Illy Jaffar A GLASS HALF FULL

Also in this issue

My business: Sipra Deb

10 of the best ad campaigns Perfect your business swagger O Build a successful brand O Leap over 21st century barriers O O

THE ASIAN AWARDS ISSUE £4.99


A s i a n We a l t h M a g . c o . u k

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A s i a n We a l t h M a g . c o . u k


A s i a n We a l t h M a g . c o . u k

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Contacts THE LUXURY BUSINESS MAGAZINE FOR ASIAN ENTREPRENEURS

Vol. 3

Issue 2

PUBLISHER Kalpesh Patel kp@media-36.com

Spring 2014

EDITOR Jo Shorthouse jo@media-36.com

Tasmin luciaKhan UPWARDLY MOBILE

Gamucci STEPPING OUT FROM THE SMOKESCREEN

Design & Art Direction Christine Sullivan

Illy Jaffar A GLASS HALF FULL

Photography Sanjay Jogia Phil Bourne

Also in this issue

My business: Sipra Deb

O O O O

10 of the best ad campaigns Perfect your business swagger Build a successful brand Leap over 21st century barriers

THE ASIAN AWARDS ISSUE ÂŁ4.99

AW_Cover_Spring14.indd 1

26/03/2014 10:19

Cover Tasmin Lucia-Khan Photography Eyejogia.com Makeup and Hair Lubna Rafiq Academy

Asian Wealth MagazineLVWKH8.¡VÀUVWDQGRQO\ OX[XU\EXVLQHVVPDJD]LQHIRU$VLDQHQWUHSUHQHXUV EXVLQHVVOHDGHUVDQGSURIHVVLRQDOV 3XEOLVKHGTXDUWHUO\DQGGLVWULEXWHGQDWLRQDOO\AWMFDWHUVIRU DJHQHUDWLRQÀOOHGZLWKKLJKà \LQJPRWLYDWHGDQGLQVSLUDWLRQDO SURIHVVLRQDOVZKRSULGHWKHPVHOYHVLQEHLQJFUHDWLYHDQGDEOHWR HQMR\OLIHDQGLW¡VSOHDVXUHVLQDQGRXWRIWKHR֖FH (DFKLVVXHFRPSULVHVRISURÀOHLQWHUYLHZV4 $VZLWK%ULWLVK $VLDQHQWUHSUHQHXUVIURPXSDQGFRPHUVWRKLJKQHWZRUWK VXFFHVVIXOEXVLQHVVLQGLYLGXDOV (DFKLVVXHLVDOVRSDFNHGZLWKWKRXJKWSURYRNLQJEXVLQHVV UHODWHGDUWLFOHVFXUUHQWD֕DLUVDQGGHGLFDWHGVHFWLRQVIRU OX[XU\WUDYHODXWRPRWLYHHYHQWSUHYLHZVDQGUHYLHZV Enjoy AWM is published by

Š Asian Wealth Media Ltd Suite 4B, 43 Berkeley Square Mayfair, London W1J 5FJ United Kingdom ISSN 2051-9230

Digital Marketing Manager Nemash Patel Editorial Contributors Pinky Lilani Melissa Stewart Shaz Memon Nima Suchak Beth Holmes Andrew Stone Zeeshaan Shah Rajeev Sharma Pinnacle Advisory Services The Sethi Partnership Varun Sharma Ellie Parsons Advertising Abby Ghafoor ag@media-36.com T: +44 (0)7748 983 331 Ash Krishnan ak@media-36.com T: +44 (0)7852 415 625 Office Support Team Beenta Patel Hema Patel www.AsianWealthMag.co.uk for all enquiries, please contact +44 (0)20 8406 8992 or email info@media-36.com AWM – Official Publication for:

All Rights Reserved No copy without the written consent of the publishers first given, can be lent, resold, hired out or otherwise disposed of in a mutilated condtion or in any unauthorised cover, by way of trade, or affixed to or as any part of a publication or advertising, literary or pictorial matter whatsoever. Asian Wealth Media publications are fully protected by copyright and nothing may be printed wholly or in part without permission. Every possible effort has been made to ensure the information contained in this publication is accurate at the time of going to press and neither the publishers nor any of the authors, editors, contributors or advertisers can accept responsibility for any errors or omissions, however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editors, authors, the publisher or any of the contributors or sponsors.

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Editor’sLetter

How would you want to be remembered? IN  THE  PAST  MONTH  WEâ&#x20AC;&#x2122;VE  SEEN  THE  PASSING  of  two  high   SUR¿OHSXEOLF¿JXUHV±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±DQGWKHDFFRPSDQ\LQJZHDOWKWKDWFRPHVZLWKLW±LVZKDWDORWRIXVVWULYHIRUQRWMXVWWROLYH DOLIHRIFRPIRUWRUOX[XU\ZKHQZH¶UHDOLYHEXWDOVRWROHDYHDVHFXUHOHJDF\IRURXUFKLOGUHQ%XWZKDW DERXWWKHOHJDF\RIPHPRU\" 0DQ\RIXVZRUNORQJKRXUVWUDYHOORQJGLVWDQFHVDQGVSHQGSHUVRQDOWLPHVRFLDOLVLQJZLWKFOLHQWV 7LPHZLWKORYHGRQHVFDQVRPHWLPHVFRPHVHFRQGWRVHFXULQJWKHQH[WGHDORUFRQWUDFW1RWZLOOLQJO\ ,¶PVXUHQRERG\ZRXOGSXWWKHLUKDQGVXSDQGDJUHHWKDWWKH\¶GSUHIHUWRVHQGWLPHZLWKFXVWRPHUVWKDQ FRXVLQV%XWWKHIDFWLVWKDWWRGD\¶VEXVLQHVVODQGVFDSHLVJOREDODQGZRUNVWRDKRXUFORFNDQGVRPXVW ZH7KHHQWUHSUHQHXU¶VORWLVWRMXJJOHDZKROHUHDOPRISUHVVXUHVDQGGHDGOLQHVZKLOHDOVRDWWHPSWLQJWR PDLQWDLQVRPHNLQGRIZRUNOLIHEDODQFH 7DNHDUDWKHUPRUELGPRPHQWWRWKLQNDERXWKRZ\RXUIDPLO\ZLOOUHPHPEHU\RXZKHQ\RXDUHJRQH :KDWOLIHOHVVRQVKDYH\RXWDXJKW\RXUFKLOGUHQ":KHQLVWKHODVWWLPH\RXGLGDIDYRXUIRUDIULHQG" :KHQLVWKHODVWWLPH\RXFDQFHOOHGDZRUNHYHQWWRVSHQGWLPHZLWK\RXUSDUWQHU" +RZZHWUHDWSHRSOHLVPRUHLPSRUWDQWWKDQZKDWZHWUHDWSHRSOHWR*LIWVDQGJUDQGJHVWXUHVDUHDVLP SRUWDQWDV\RXUWLPH6KDUHGH[SHULHQFHVZLOOEHUHPHPEHUHGZKHQ\RX¶UHJRQH0RUHVRWKDQH[SHQVLYH SUHVHQWVDQGWKHODWHVWIDVKLRQV :HDUHMXVWSDUWRIDSDVVLQJJHQHUDWLRQSRHWLFDOO\SXWE\RQHRIRXUVXSSRUWHUVWKHZDWFKEUDQG3DWHN 3KLOLSSHLQLWVDGYHUWLVLQJFDPSDLJQ³<RXQHYHUDFWXDOO\RZQD3DWHN3KLOLSSH<RXPHUHO\ORRNDIWHULW IRUWKHQH[WJHQHUDWLRQ´$IWHUDOO\RXFDQ¶WWDNHLWZLWK\RX

Editor of Asian Wealth Magazine

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Ahead of the curve 80 Sport Yacht

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Sunseeker London 36 Davies Street, Mayfair, London W1K 4NF Telephone +44 (0) 20 7493 3441

www.sunseekerlondon.com Luxury motor yachts from 40ft to 155ft

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Contents 10 10 Glass half full ,OO\-DIIDUKHDGRIEUDQGDGYRFDF\DW 3HUQRG5LFDUGWHOOVAWMDERXWKLV H[KLODUDWLQJFDUHHULQPXVLFGULQNV   DQG35DQGKRZKHLVVSUHDGLQJWKH &KLYDVORYH 16 Brains, beauty and building global empires 7DVPLQ/XFLD.KDQLVDUHFRJQLVDEOH IDFHRQ%ULWLVK79EXWWKLV2[IRUG HGXFDWHGEHDXW\LVDOVRDWHFKVDYY\ EXVLQHVVZRPDQDWWKHFHQWUHRIGLJLWDO DGYHUWLVLQJWHFKQRORJ\ 24 The web game 7KHZRUOGRIPRELOHDSSVLV¿OOHG   ZLWKLQWULJXLQJDYHQXHVIRUDFFHVVLQJ XQLTXHLQIRUPDWLRQDQGVHUYLFHVWR LQWHJUDWHLQWR\RXUSHUVRQDODQG   SURIHVVLRQDOOLIH6KD]0HPRQ   WDNHVDORRNDWKRZWREXLOG\RXU   RZQLGHD

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27 Publisherâ&#x20AC;&#x2122;s diary

39 Business NEWS

30 Perfect your business swagger &OLQFKLQJWKDWDOOLPSRUWDQWEXVLQHVV GHDOFDQEHDOOWKHHDVLHULI\RXSURMHFW FRQ¿GHQFHDQGVW\OH+HUHZHJLYH\RX RXUKRWWLSVRQKRZWRGUHVVWRVXFFHHG

43 The Bookkeeper :KDWLV\RXUEXVLQHVVZRUWK"7KH DQVZHULVTXLWHVLPSOH\RXUEXVLQHVV LVZRUWKZKDWVRPHERG\LVZLOOLQJWR SD\IRULW:HORRNDWFRQVLGHUDWLRQVIRU YDOXDWLRQWHFKQLTXHV

32 A very modern misfortune ,I\RXVWDUWHGDEXVLQHVVLQWKHV VRUVWKHEDUULHUVWRJURZWK ZRXOGKDYHEHHQYHU\GLIIHUHQWWRZKDW ZHIDFHWRGD\:HORRNDWWKHVWFHQ WXU\LVVXHVWKDWNHHSEXVLQHVVHVMXPSLQJ WKURXJKKRRSV 37 Fortune Footsteps =HHVKDDQ6KDKLV&(2RI2QH   ,QYHVWPHQWVDSURSHUW\GHYHORSPHQW   ,QWKHQH[WIHZPRQWKVKHZLOOEH NHHSLQJAWMUHDGHUVXSGDWHGRQWKH VXFFHVVHVSULRULWLHVDQGFKDOOHQJHVIRU KLVEXVLQHVV

44 A lawyer for all seasons *6&6ROLFLWRUVDGYLVHVPDQ\KLJKQHW ZRUWK$VLDQLQGLYLGXDOVDQGEXVLQHVVHV 6HQLRUSDUWQHU6DOHHP6KHLNKWHOOV AWMKRZOHJDOLVVXHVKDYHFKDQJHG LQWKH\HDUVVLQFHKH¶VEHHQLQWKH EXVLQHVV 49 Wonder Women! 1HZFROXPQLVW3LQN\/LODQLKDV\HDUV RIH[SHULHQFHUXQQLQJKHU6SLFH0DJLF EXVLQHVVDVZHOODVFKDPSLRQLQJ$VLDQ ZRPHQLQEXVLQHVV6KHGLVFXVVHVWKH UROHPRGHOVZHVKRXOGDOOEHDZDUHRI

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VOL 3 ISSUE 2

49 51 Health or wealth? 5DMHHY6KDUPDWKHQHZSUHVLGHQWRIWKH ERDUGRIGLUHFWRUVDW7L(8.GLVFXVVHV WKHSDUDGLJPEHWZHHQKHDOWKDQGZHDOWK IRUWKHHQWUHSUHQHXU 54 How to avoid the moneypit :KHQEX\LQJDKRXVHLWLVLPSHUDWLYHWR EHDZDUHRIWKHGLIIHUHQWW\SHVRIVXUYH\ DYDLODEOHDQGZKDWNLQGRIDVVXUDQFHV WKH\FDQRIIHUWKHEX\HU 59 Oxfam raising awareness in Asia $VLDQ$ZDUGVFKDULW\SDUWQHU2[IDP ZRUNVWLUHOHVVO\LQ$VLDWRJHWRQHVWHS FORVHUWRLWVGUHDPRIHUDGLFDWLQJSRY HUW\IRUJRRG 60 Play time has just begun )DPLO\WUDJHG\FDWDO\VHGWKH   HQWUHSUHQHXULDOGUHDPVRI6LSUD'HE   DQGDVDUHVXOWKHUEXVLQHVV7KH3OD\

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60 $UHQDFRQWLQXHVWREULQJIDPLOLHV WRJHWKHU 63 Whatâ&#x20AC;&#x2122;s in a name? :HOOLWWXUQVRXWTXLWHDORW%XWWKHUH   LVPRUHWKDQMXVWDFDWFK\SOD\RQ   ZRUGVWREXLOGLQJDQHIIHFWLYHDQG   UHFRJQLVDEOHEUDQG 68 Rising smoke 3LRQHHUVRIHOHFWURQLFFLJDUHWWHV7D] DQG8PHU6KHLNKKDYHSDYHGWKHZD\ IRUWKHQRZERRPLQJVHFWRUAWM   PHHWVWKHEURWKHUVZKRDUHQRWUHDG\WR H[KDOH\HW 74 Advertising is dead? Long live advertising! 2QHPLJKWEHIRUJLYHQIRUEHOLHYLQJ   WKDWWKHRQO\ZD\WRJHW\RXU   EUDQGWKHFRYHUDJHLWGHVHUYHVLV WKURXJKRQOLQHPHGLXPV+RZHYHU   WUDGLWLRQDODGYHUWLVLQJVWLOOKDVVRPH

68 ZD\WRJREHIRUHWKHSDUW\LVRYHU 82 10 of the best advertising campaigns 9LUDOSULQWRU79IHDWXULQJFXWHFKDUDF WHUVRUUHFRUGEUHDNLQJVWXQWVQRERG\ IRUJHWVDJRRGDGYHUWLVLQJFDPSDLJQ 86 On the road 0HHW0DVHUDWL¶VQHZHVWIDPLO\PHPEHU 90 The UKâ&#x20AC;&#x2122;s No 1 gem :LWKWKHZLQWHUUDLQEDWWHULQJDWKLV GRRUAWMâ&#x20AC;&#x2122;sWUDYHOFROXPQLVW9DUXQ 6KDUPDGLGQRWKDYHWRWUHDGWRRIDU D¿HOGWR¿QGWKLVPRQWK¶VOX[XU\KLGHD ZD\ 98 Event review and pictures 104 Business directory 112 Upcoming events

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Nima Suchak meets Illy Jaffar, head of brand advocacy at Pernod Ricard, and finds out how his exhilarating career in music, drinks and PR has equipped him to spread the Chivas love. Photographs  by  Eyejogia.com On  location  at  Meridian  West  London

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We were supposed to be there for two weeks and came back a year and a half later. You can only hang out on Sunset Strip, living a rock ‘n’ roll lifestyle for so long. A s i a n We a l t h M a g . c o . u k

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People are a big part of what I do. Finding and creating collaborations is really important to me, and I work with some great partners.

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15


b BRAINS, BEAUTY AND BUILDING GLOBAL EMPIRES

Tasmin Lucia-Khan is a recognisable face on British TV but this Oxford-educated beauty is also a tech-savvy businesswoman at the centre of digital advertising

technology. She tells Ellie Parsons how a student trip to Silicon Valley led to her current business AdMaxim, and why mobile is the next revolution for consumer content. Photographs  by  Eyejogia.com On  location  at  Sanctum  Soho  Hotel

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â&#x20AC;&#x2DC;â&#x20AC;&#x2DC;

I was totally gripped by the experience. Dealing with live callers... interviewing correspondents who were at the scene.

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HIGH JEWELLERY COLLECTION

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Behind the scenes I was this invisible entrepreneur

still looking at business ideas, innovation, investment opportunities and build-

ing a network of contacts.

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S O YO U WA N T TO C R E AT E A MOBILE APP . . . The world of mobile apps is filled with intriguing avenues for accessing unique information, services, and one-of-a-kind compilations of just about everything you might ever want to know, use or integrate into your personal and professional life. Shaz Memon takes a looks at the main considerations when building your own idea.

G

ood apps offer solutions to problems, broker brands, and engage users. Great apps provide unique solutions to industry- or user-specific problems, push brands into iconic realms, and produce a symbiotic, interactive experience for users. Developing an app tied to your business or area of expertise which addresses oft-discussed, but never acted upon problems or dilemmas you or your clients and customers face can elevate your branding to literal cuttingedge status. To ensure your app idea fulfils a sharply defined need, follow a few simple steps. Determine if your app is exclusive or unique. Great minds think alike and in the enormously creative ocean of apps it is highly unlikely that your idea has never popped into anyone else’s head before. Researching your app is

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important and will reveal if your app idea (as you envision it) already exists or if other apps exist but are not as comprehensive or as well integrated as yours. From this point, and using the information you have gathered, you may either re-think your app idea or proceed with developing it. Since your app should solve a user problem, you will also need to consider the key words and phrases that potential users would enter to search for your app. Additionally, you will want to utilise some of the available online resources that reveal user feedback on existing apps that resemble or are within your app idea’s range. User feedback and existing apps that cover one or more of your app idea’s functions or target-user can be invaluable in exposing weaknesses in those existing apps, allowing you to strengthen your own app. Even if

you discover this type of information following your app’s launch, you can implement it, along with user feedback, for future versions. Create a prototype of your app. Whether you pursue developing your app on your own or with the support and guidance of a professional designer, using the services of an experienced animator to create an app prototype is vital. This prototype will be an interactive video that produces a demonstration of your app’s functionalities. It can be used as part of an investor pitch package, an operational trouble-shooting tool, and as a concept testing module. Testing your concept is essential. Before investing further time and capital in your app, you need to gain some real-time, live feedback from your target audience. Armed with your prototype app, contact representative individuals – personally whenever

A s i a n We a l t h M a g . c o . u k


Marketing

possible – and note their questions, concerns, and compliments. If personal access is unavailable, consider opening your prototype to feedback via social media avenues using a survey approach. Small gratuities, such as gift cards from well-known retailers (Amazon, Starbucks, etc), can also

and establish a new plateau of user interaction. To kickstart that potential, keep a few things in mind: O Identify the problem you are solving with your app. O Research your app to determine if it is unique. O Create an app prototype for trouble-

free, purchased, or an extension of your brand marketing. If it is going to be a free app, would you want to make money from it through advertisers? If a purchased app, what makes it worth buying? If being used to strengthen and add value to your brand, will it accomplish that goal?

“TESTING YOUR CONCEPT IS ESSENTIAL. YOU NEED TO GAIN SOME REAL-TIME, LIVE FEEDBACK FROM YOUR TARGET AUDIENCE.” provide incentive for more in-depth feedback. Concept testing is the fine-tuning that can turn your app from good to great. Remember: Your target users will always think of something you missed or could add, so be prepared and open to re-designs. Your app idea may break the mould

A s i a n We a l t h M a g . c o . u k

shooting and concept testing. O Test your app’s concept by obtaining

Striking out into the app realm can be exciting and taking this journey

target user feedback. O Be prepared to re-design throughout

with the support of a professional designer can ensure that the excite-

development. O Utilise the skills and expertise of professional animators and designers. Finally, consider if your app will be

ment holds true throughout your experience – and can be the key to a successful launch.

digimax.co.uk

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KEEP IT IN THE FAMILY. There’s a very good reason that we know so much about family businesses; we are one.

MIDDLE EAST

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HONG KONG

LONDON

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Publisher of Asian Wealth Magazine

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Perfect swagger YOUR BUSINESS

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A very modern

misfortune If you started a business in the 1960s, 1970s or 1980s the barriers to entry and growth would have been very different to what businesses, especially SMEs face today. Beth Holmes takes a look at the very specific 21st century issues that keep businesses jumping through hoops.

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In Business

â&#x20AC;&#x2DC;â&#x20AC;&#x2DC;

Regulation increases the burden for small businesses plus the expense

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ALL AIRCRAFT OFFERED BY NETJETS ® EUROPE ARE MANAGED AND OPERATED BY NETJETS TRANSPORTES AÉREOS S.A., AN EU AIR CARRIER. NETJETS IS A REGISTERED SERVICE MARK. NETJETS INC. IS A BERKSHIRE HATHAWAY COMPANY. © 2014 NETJETS INC. ALL RIGHTS RESERVED. EMAILS SENT TO THIS ADDRESS WILL BE VIEWED BY NETJETS AND ASIAN WEALTH MAGAZINE FOR THE PURPOSES OF MONITORING REFERRALS.

Tr u s t c a n n o t b e b o u g h t ,

BUT IT CAN BE EARNED.

Relying on the integrity of another is something that evolves over time – when there’s a good reason to in the first place. That’s what only the highest investment in safety and the reputable backing of Berkshire Hathaway can do for you.

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F I N D36 O U T W H AT C O R N E R S W E D O N O T C U T, E V E R / + 4 4 ( 0 ) 2 0 3 5 5 3 5 4 7 2 / A S I A N W E A LT A sHi a@nN WEe TJ a lEt hT SMEaUgR. cOoP. E u k. C O M


Fortune Footsteps

PHOTOGRAPH: FAHAD SHAH

O

NE INVESTMENTS is a developer and master agent of investment property both in the UK and internationally. The development side of our business is predominantly UK based; however, our investors have a keen appetite to invest internationally when there are healthy returns to be made. On an international front our role is to find the latest emerging market, carry out due-diligence processes and forge partnerships with the relevant industry leaders. Within our international portfolio we have an array of opportunities from oil workers housing projects in the US oil boom state of North Dakota to luxury hotel apartments in downtown Dubai. In 2014 my focus is to grow our UK-based operations both in London and the prime regional markets. For a relatively young company like ours, it has been difficult to make a dominant mark in the London property market, and thus we had to turn elsewhere. We have carved out a niche for ourselves selling over 350 buy-to-let properties in the UK’s prime regional cities (Birmingham, Manchester, and Liverpool) through private investor events in Singapore and Hong Kong. Although investors in Asia have traditionally been interested in London, through the education of organisations like One Investments, they are beginning to recognise the opportunities the rest of the UK presents in terms of superior yields and growth opportunity. Not only do buy-to-let property investments in a city like Birmingham or Manchester yield almost double a like-for-like property in London but over the next five years almost all experts are in consensus that they will also outpace London in terms of capital growth. I’m not denying the strength of London, the security it offers as a global capital is unrivalled. Indeed, our flagship development of 2014 is a 131-room hotel in North Greenwich on which we will be breaking ground in July. However, shrewd investors will make strong gains outside of London as well in the coming years. In 2013 I was a candidate on BBC’s The Apprentice. It was always something I wanted to do and with close

A s i a n We a l t h M a g . c o . u k

FORTUNE footsteps

Zeeshaan Shah is CEO of One Investments, a property development and investment company. In the next few months, he will be keeping AWM readers updated on the successes, priorities and challenges for his business in the regular Fortune Footsteps column.

friends and family pushing me I finally applied in 2012. I was 26 years old, business was going well and it seemed like the perfect time. I am a great believer in making the most of life in all areas, and as someone with a relatively well-established business my interest in The Apprentice was to experience being part of the world’s most popular business show, something money can’t buy. I thoroughly enjoyed every minute of the experience from the filming and time spent with fellow candidates to the airing of the show and the media frenzy that surrounds it. On a development front it was a great learning curve for me and I learned a lot about myself, my strengths and my weaknesses. I believe the biggest lesson I learned was that you have two ears and one mouth for a reason, listen more!

oneinvestments.co.uk

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A s i a n We a l t h M a g . c o . u k


BUSINESS news T O D AY ' S N E W S F O R T O M O R R O W ' S B U S I N E S S

“BREATH-TAKING” LEVEL OF MIGRANT ENTREPRENEURS REVEALED Migrant entrepreneurs are behind one in seven British businesses, they are twice as entrepreneurial as British-born citizens of the same working age, they are on average much younger than British entrepreneurs and Indian migrants are among the most successful of this group. This is according to a new report, released by DueDil and the Centre for Entrepreneurs, which found that almost half a million people from 155 countries have settled in the UK and launched businesses. Among the SME segment, migrant-founded companies are responsible for creating 14% of all jobs. Migrants from India and Pakistan were among the top migrant entrepreneurs, with 32,593 and 16,617 company founders respectively. In fact, India was only beaten to the top spot by Irish migrants. Matt Smith, director of the Centre for Entrepreneurs, said: “The contribution of migrant entrepreneurs is, to be frank, breath-taking. Presented with such irrefutable evidence, it is now the responsibility of politicians of all parties to celebrate migrant entrepreneurs’ contributions and restate their commitment to maintaining pro-entrepreneurship immigration policies.” The survey found that 50% of those asked

“The contribution of migrant entrepreneurs is, to be frank, breathtaking. Presented with such irrefutable evidence, it is now the responsibility of politicians of all parties to celebrate migrant entrepreneurs’ contributions”

believe that the UK government is doing the right amount or should do more to attract new migrant entrepreneurs to the UK, versus 28% who believe that the government should do less. Entrepreneurial activity amongst the migrant community was found to be nearly double that of UK-born individuals, with 17.2% having launched their own businesses, compared to 10.4% of those born here. They are also, on average, eight years younger than indigenous entrepreneurs at 44.3 years old, compared to 52.1. Unsurprisingly, London was found to be the city with most migrant entrepreneurs. It benefits disproportionately from this group, with 20 times the number of migrant-led businesses (188,000) than Birmingham.

HAATHEE FOUNDERS AWARDED BY PUBLIC LIFE AWARDS

IMAGE: ASIAN VOICE

AWM cover stars Sunny Patel and Meraj Alam were honoured with the Entrepreneur of the Year award at the recent Asian Voice Political and Public Life Awards. The ceremony, held at the House of Commons, celebrates those people that have made a significant contribution in both public and politic domains, irrespective of race or ethnicity. Other winners on the night included X Factor winner Sam Bailey who won the Breakthrough Woman of the Year award, owner of Bobby Restaurant Dharmesh Lakhani was awarded for Innovation of the Year, and Vivek Chadha, director of the S&J Group, was the recipient of the Young Entrepreneur of the Year prize.

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BUSINESS news INDIAN BANKS IN UK FACE REGULATORY SHAKEUP Indian banks in Britain may face new hurdles to doing business under proposals for a shake-up of the way foreign lenders are regulated. The Bank of England’s Prudential Regulation Authority has proposed new rules which could mean nonUK banks may be forced to overhaul their legal structure. The new scheme would make it much harder for foreign lenders to offer customer banking through branches rather than subsidiaries. The PRA has a clear framework for all types of firms it supervises, which takes into account the different legal requirements for branches and subsidiaries. For branches from outside the European Economic Area (EEA), this framework focuses on two main tests: whether the supervision of the firm in its home state is equivalent to that of the PRA; and whether the PRA has assurance from the home supervisor over the

INDIAN ANGELS SWOOP TO UK SHORES

T

he Indian Angel Network (IAN), Asia’s largest angel network of over 250 investors comprising a who’s who of successful entrepreneurs and CEOs, is about to make its first investment in a UK company. The successful London-based company, SwiftShift, has invented a software solution that allows companies to quickly fill short notice shifts using their own staff through SMS, email, and mobile technology. The announcement, which is

firm’s resolution plan in a way that reduces the impact on financial stability in the UK. In line with these tests, the PRA will determine whether the firm undertakes any critical economic functions in the UK. Depending on what these are, and their potential impact on UK financial stability, the PRA will make a judgement about whether it is content for the firm to operate as a branch in the UK. Andrew Bailey, CEO of the PRA, said: “The UK is one of the most open places for banks to operate in the world and we want that to continue. This document sets out our approach to supervising international banks, particularly branches from outside the EEA. It is important that we get the right balance between maintaining our place as an open financial market while delivering our statutory objective of promoting safety and soundness in the firms we supervise. This is crucial for the stability of the UK financial system.”

subject to due diligence, follows a reception for the IAN investor group at Number 10 attended by the Prime Minister David Cameron, and Business Secretary Vince Cable. In November 2013, the Prime Minister met the IAN Network in India where they agreed to set up a UK base to invest in British start-ups. Minister for Government Policy Oliver Letwin said: “There is a wealth of British talent and potential that needs the right investment and bringing the Indian Angel Network to this country forms part of our efforts to ease access to finance for

“There is a wealth of British talent and potential that needs the right investment and bringing the Indian Angel Network to WKLVFRXQWU\IRUPVSDUWRIRXUH֕RUWVWRHDVHDFFHVVWRÀQDQFH for startups and attract foreign capital.”

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start ups and attract foreign capital.” Indian firms are now the fifth largest investors in the UK and more than 50% of Indian investment into Europe goes to the UK. The IAN has already invested in start ups in countries including the USA, Canada, France, Hong Kong, Singapore, Sri Lanka and India. The IAN invests in start ups and early stage ventures, has an investor base of over 250 angels from India and 10 other countries around the world. The audit and tax advisory firm KPMG also announced that it is supporting this initiative by becoming a corporate partner for the IAN network, which will see them provide support services for the IAN in the UK.

A s i a n We a l t h M a g . c o . u k


BOOHOO GOES PUBLIC Shares in the online fashion retailer Boohoo.com jumped by more than 50% on the first day of trading on London’s alternative investment market (AIM) on 14th March. The shares first started at 70% above the offer price of 50p each before easing slightly. The company is now valued at approximately £870m. The company, which has found a niche selling ownbrand fashion and accessories to the teen and young adult market, is majority owned (82%) by the Kamani family. It was started by Mahmud Kamani, pictured, and Carol Kane in 2006. Last month, rival online retailer ASOS lost its director Peter Williams to Boohoo.com. He will now become chairman of the ‘e-tailer’ as it navigates its place as a public company.

WEALTH GAP WIDENS IN BRITAIN A report from the charity Oxfam has shown that the five richest families in Britain, of which the Hinduja family – worth an estimated £6bn is one, have more wealth put together than the poorest 20% of the population. Oxfam is using the data to lobby the Chancellor George Osborne to make it more difficult for tax avoidance. Oxfam’s figures show that over the past two decades the wealthiest 0.1% have seen their income grow nearly four times faster than the poorest 90% of the population. In real terms, that means the wealthy have seen their income grow by £24,000 a year, while the bottom 90% of Britons’ incomes have gone up by only a few pounds a week.

The British Chambers of Commerce has upgraded its UK GDP growth forecasts for the next two years – from 2.7% to 2.8% in 2014 (a pre-recession peak) and from 2.4% to 2.5% in 2015. John Longworth, BCC director general, says that the economy is “gaining momentum” and pays tribute to businesses across the UK that have fought hard to grow and create jobs. However, he also warns that major issues remain as the economy still faces longterm challenges despite recent progress. 7KHÀUVWLQFUHDVHLQ8.LQWHUHVW rates expected in Q3 2015 to 0.75%, the organisation says, while predicting that wage growth will exceed LQÁDWLRQIURP mid-2014.

A s i a n We a l t h M a g . c o . u k

&

QUOTES anecdotes QLife is pretty simple: <RXGRVRPHVWX֕ Most fails. Some works. You do more of what works. If it works big, others quickly copy it. Then you do something else. The trick is the doing something else. Leonardo da Vinci

QI’M NOT A BUSINESSMAN. I’M A BUSINESS, MAN. Jay-Z

QDon’t pray for an easy life, Pray for the strength to HQGXUHDGL֖FXOWRQH Bruce Lee

QI FAILED IN SOME SUBJECTS AND EXAMS, BUT MY FRIEND PASSED IN ALL. NOW HE IS AN ENGINEER IN MICROSOFT AND I AM THE OWNER OF MICROSOFT. Bill Gates

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OVER 30 MILLION CHILDREN IN SOUTH ASIA DO NOT GO TO SCHOOL. MOST OF THEM ARE GIRLS.

Education is a priority for The British Asian Trust. We help poor children, especially girls, go to school. We do that by investing in local charities — like Educate Girls in Rajasthan, India — that are making the greatest impact on poverty in South Asia.

Our unique approach aims to encourage philanthropy amongst the British Asian community by:

Since 2008, Educate Girls has touched the lives of more than 37,000 girls. Through our portfolio of high-impact charities like Educate Girls, the Trust has reached out to more than 350,000 people in Bangladesh, India, Pakistan and Sri Lanka.

s 3HOWCASING GRASSROOTS CHARITIES THAT do not have adequate visibility in the UK

Founded by British Asian business leaders at the suggestion of HRH The Prince of Wales, the Trust promotes effective giving that creates lasting change in South Asia.

s #OMBATING SCEPTICISM IN THE IMPORTANT sector of charitable giving in South Asia

s 3HARING THE PROGRESS OF DONATIONS through regular reports

Help us bring lasting change to South Asia.

“The British Asian Trust supports innovative and inspirational organizations and projects in South Asia and in the United Kingdom to address issues of long term sustainability.”

Visit www.britishasiantrust.org to learn more and donate online or call: +44 (0)20 7024 5646

02%3)$%.4 (2( 4(% 02).#% /& 7!,%3

THE BRITISH ASIAN TRUST IS A UK REGISTERED CHARITY (1127366)

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â&#x20AC;Ś..BECAME  POPULAR  IN  THE   MOVIE  JERRY  MAGUIRE  BACK   IN  1996.  A  football  player  was  pushing   his  agent  to  negotiate  a  better  contract   by  saying  repeatedly,  â&#x20AC;&#x153;Show  me  the   money!â&#x20AC;?  Today,  people  use  the  phrase   when  they  want  evidence  that  something   is  worth  the  asking  price.   So  what  is  your  business  worth?  The   answer  is  quite  simple;  your  business  is   worth  what  somebody  is  willing  to  pay   for  it. Recently  Facebook  bought  Whatsapp   in  a  deal  worth  a  total  of  $19bn  (ÂŁ11.4bn)   in  cash  and  shares.  Why  such  a  hefty   price?  Well,  Facebook  saw  that  What-­ sapp  had  managed  to  do  what  Facebook   hadnâ&#x20AC;&#x2122;t.  It  employs  a  subscription-­based   revenue  model.  There  is  also  a  zero-­ advertising  commitment  and,  presum-­ ably,  no  commercial  exploitation  of   user  data.  This  acquisition  could  help   Facebook  understand  how  to  success-­ fully  execute  a  business  model  that  could   replace  its  own.  Only  time  will  tell  if  they   got  the  valuation  right.  If  you  donâ&#x20AC;&#x2122;t  create   the  alternative  or  bring  innovation  to  your   business  model,  others  will  disrupt  it. Here  are  some  key  points  to  cover   when  valuing  your  business: The valuation techniques. In  terms   of  techniques  investors  use  to  value  your   business,  investors  will  study  things  like: OUHYHQXHFDVKĂ&#x20AC;RZRUQHWLQFRPH PXOWLSOHVIURPUHFHQWÂżQDQFLQJVLQ\RXU industry   OUHYHQXHFDVKĂ&#x20AC;RZRUQHWLQFRPH multiples  from  recent  M&A  transactions   in  your  industry ODGLVFRXQWHGFDVKĂ&#x20AC;RZDQDO\VLVRIIRUH FDVWHGFDVKĂ&#x20AC;RZVIURP\RXUEXVLQHVV These  multiple  ranges  can  be  very   wide,  and  vary  substantially,  within  and   between  industries.   Forecasted  earnings  growth  is  typically   the  number  one  driver  of  your  valuation.   If  there  are  no  earnings  yet,  with  your   EXVLQHVVSORXJKLQJSURÂżWVLQWRORQJWHUP growth,  then  revenue  multiples  or  some  

A s i a n We a l t h M a g . c o . u k

â&#x20AC;&#x153;Show ME THE

money!â&#x20AC;? other  metric  would  be  used.  Revenue   multiples  can  be  from  the  0.5x-­1x  range   to  1x-­3x  range,  and  in  extreme  scenarios,   FDQJHWDVKLJKDV[IRUKLJKĂ&#x20AC;\LQJ businesses  with  explosive  growth. If  there  are  no  revenues  for  your   business,  raising  funds  for  your  business,   DWDQ\YDOXDWLRQZLOOEHYHU\GLIÂżFXOW Investors  need  some  initial  proof  of   concept  to  get  their  attention. Supply and demand. The  scarcer  the   supply,  the  higher  the  demand.  Multiple   interested  investors  competing  for  the   deal  can  drive  up  the  valuation  of  your   business.  Perceived  demand  can  also   work  in  the  same  way  by  ensuring  your   business  will  be  perceived  as  new  and   unique  to  maximize  your  valuation. Research your industry. Each   industry  typically  has  its  unique  valuation   methodologies.  Before  you  put  a  valu-­ ation  on  your  business,  make  sure  you   have  studied  the  valuations  achieved  in   UHFHQWÂżQDQFLQJVRU0 $WUDQVDFWLRQVLQ your  industry.  Knowing  the  benchmark   for  your  industry  will  help  you  compare   your  value  to  other  businesses  in  your   sector.  If  you  feel  you  do  not  have  access  

to  relevant  valuation  statistics  for  your   LQGXVWU\HQJDJHD¿QDQFLDODGYLVRUWKDW can  assist  you. Think about your growth rate.

Long-­term  growth  rate  can  factor  into   your  businessâ&#x20AC;&#x2122;  value,  and  could  account   for  why  your  business  is  actually  worth   more  than  the  market  says. Donâ&#x20AC;&#x2122;t only use the buyerâ&#x20AC;&#x2122;s valuation. When  youâ&#x20AC;&#x2122;re  ready  to  sell,  a  buyer  

may  make  an  offer  based  on  their  valua-­ tion  of  your  business.  Before  completing   the  sale,  be  sure  to  get  another  third-­party   value  assessment  to  ensure  youâ&#x20AC;&#x2122;re  not   underselling  your  company. ,QYDOXLQJDEXVLQHVVÂżQDQFLDOSURIHV sionals  donâ&#x20AC;&#x2122;t  all  use  the  same  formula  for   determining  a  businessâ&#x20AC;&#x2122;  value.  When   trying  to  value  a  business  you  need  to   think  more  broadly  about  what  issues   PLJKWLQKLELWFDVKĂ&#x20AC;RZJURZWK\HDUV into  the  future.  You  should  address  both   ÂżQDQFLDODQGVXVWDLQDELOLW\LQIRUPDWLRQWR obtain  a  meaningful  valuation. At  the  end  of  the  day,  the  investor   will  have  a  very  good  sense  of  what  a   business  is  worth,  and  what  they  are   willing  to  pay  for  it.

Chartered Certified accountants

43


PEOPLE BEHIND THE PROCESS

A LAWYER FOR ALL

seasons GSC Solicitors LLP advises many high-net-worth Asian individuals and businesses. Here, senior partner Saleem Sheikh tells AWM how legal issues have changed in the 30 years since he’s been in the business and why his own journey gives him a unique perspective on the changing landscape. Photographs  by  PhilBourne.com

W

HEN SALEEM SHEIKH’S DREAMS of becoming a commercial airline pilot were gently quashed by his father, he decided to take his interest in the law further. Today, many of Saleem’s clients must be very grateful to Mr Sheikh Senior for his advice. His father, Manzoor-ul-Haq Sheikh, had been worried for his teenage son’s safety. Saleem’s uncle had tragically died while flying over his sisal farmlands in East Africa in 1963, leaving a 28-year-old widow and young children. With this accident fresh in Manzoor’s mind, he advised his son that he may want to pursue a safer career path. Stability was important for the Sheikh family. Originally from Amritsar in northern India, when partition came in 1948 they were forced to move to the new Muslim state of Pakistan. Whilst in Lahore, the family gave up their businesses and assets left in India as it was too dangerous to stay behind. Since the early 1900s, Saleem’s mother’s family had been in Kenya and had established successful businesses in the country. They encouraged the couple, Hamida and Manzoor, to move to Africa and in 1949 they settled there. Having an academic background, Manzoor became a senior civil servant for the British government in Nairobi. When Kenya’s independence came in 1963 he worked for the President, Jomo Kenyatta, but his position was ‘Africanised’, whereby he taught a Kenyan to do his job in his place. The British government anticipated problems in Africa and in 1965 when Manzoor retired, he was invited to come to England. The family did not take up Kenyan passports but retained their British citizenship. The Sheikh family left its idyllic lifestyle in Africa and arrived in Britain on 7th August 1967, to a rainy August morning, Saleem recalls. Although Kenya didn’t have the

44

problems of Uganda, the British government were proved correct in their anxieties about the future of the country for non-ethnic Africans. “It was a choice to leave Kenya, but it was ‘Hobson’s choice’. If he had left it two years later it would no longer have been a choice. So at least our move was orderly,” Saleem explains. Life in Britain was difficult in the beginning, he says. “It was the time of Enoch Powell and discrimination and a lot of immigrants were coming to the UK, but I personally never experienced discrimination. The key was that we blended in well; we weren’t going to be just a little segment of a community. My father always felt that we had to be part of the host community, just like we had been in Africa; we always intermingled with different cultures so it was a fairly smooth transition.” Living in the west London town of Isleworth, a young Saleem still harboured his dreams of becoming a pilot. When the ambition was denied, his extended family, made up of successful entrepreneurs and lawyers, suggested Saleem look into his second passion: the law. Brought up on courtroom TV shows such as Crown Court and Perry Mason, Saleem has always been intrigued by the dynamics of a courtroom and was encouraged further by the wise words of his businessman uncle. “He was always saying how important it was to have the right lawyer, that he was worth his weight in gold, and how he could be an absolute strength in any businessman’s arsenal,” Saleem remembers. Saleem attended the London School of Economics in 1977 to read law. He joined GSC (Green David Conway & Co, as it was) in 1981 on a training contract, qualified in 1983 and by 1985 was a partner in the firm. Since that time, the law firm has changed significantly. Saleem describes a “sea change” in the type of wealth ad-

A s i a n We a l t h M a g . c o . u k


PBTP

â&#x20AC;&#x2DC;â&#x20AC;&#x2DC;

He was always saying how important it was to have the right lawyer, that he was worth his weight in gold A s i a n We a l t h M a g . c o . u k

45


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A s i a n We a l t h M a g . c o . u k


vice he has been asked for over the past 30 years. In the early days, particularly in the Asian community, it was all about wealth creation, he says. “A lot of Asian businesses had come to the UK in the 1970s and 80s and really uprooted themselves, so it was a case of putting the building blocks of a business into place. It was about asset protection and having a good structure in the business to make sure it could grow and a lot of those companies have now done amazingly well.” Over the past 30 years, the advice has become more sophisticated, the wealth has grown and the asset base has become more diverse. Asian-owned businesses have gradually moved into manufacturing,

‘‘

distribution, service industries, care industries and the food business. Over the last 10 years, these businesses have also become more international. “It’s become a multi-jurisdictional approach,” Saleem explains.

I understand how Asian minds work, I under-

stand how Asian businesses work, I understand their

s Asian businesses have evolved, the situations that Saleem consults on have become more complex. For example, there may be a family business made up of three or four brothers that worked well in the beginning, but as the families have grown and children have different aspirations, the situation changes. “These circumstances raise a lot of questions about how wealth is structured, and often things like offshore trusts or onshore businesses are considered,” explains Saleem. “I think in the early days, the community worked very much on handshakes and not so much with written documentation. Regretfully, if there was a fall-out or a death, it would cause a problem. Now, people are savvier about getting the right advice and getting things documented and having a shareholders’ agreement in place.” Not only is the type of legal issue for high-net-worth individuals changing,

agreements, writing Wills and a lasting power of attorney, tax-efficient gifting to children and inheritance tax. Nowadays it’s about wealth preservation in many cases, Saleem explains. “Sometimes we deal with a situation whereby the second or third generation have rights over the money for education or property, but they don’t actually have access to the capital.” Over time, Saleem’s role has morphed from that of lawyer to a consultant. Clients talk to Saleem openly and freely; he jokes that it is a bit like

the range is growing hugely. Saleem commonly deals with issues including: succession planning for children coming into the business, protecting assets for married clients through prenuptial agreements or trusts, partnership

seeing the family doctor. “You have to be many things in this business,” he explains. “You become part of the family; they share things confidentially with me: their fears, their concerns, their secrets and their aspirations.”

A

A s i a n We a l t h M a g . c o . u k

ethos and their ethics

The changing approach to clients has catalysed the launch of GSC’s consulting business this year. “They trust me through the whole process. We discuss what to do with the money, what to invest or put into a trust or give to charity,” says Saleem, highlighting the amount of philanthropy that is involved in the Asian business community. Currently high-net-worth individuals make up approximately 65% of GSC’s business. Saleem is seeing a rise in British Asian entrepreneurs and businesspeople referred to his firm. He is recommended through existing clients and through big private banks such as Coutts. There is a big rise in Asian families whose wealth has grown with their business, be it a hotel that has now turned into a chain or a cash and carry which has now turned into a string of retail outlets. “With that, they need to get specific advice,” says Saleem. “Maybe they have used their high street firm historically. But the bank will advise them to get sophisticated advice; they need someone who understands their culture, their background and also the fact that you sit in a western environment today. I’m quite unique – I act as a bridge between both cultures.” Saleem is multi-lingual, speaking six languages in all, which is an asset he uses every day. Many foreign clients have assets in the UK, and increasingly clients who traditionally work and invest in the UK are turning to places such as East Africa or India as a result of the financial crisis. In these situations, Saleem’s cultural knowledge and understanding make him a vital asset. “I understand how Asian minds work, I understand how Asian businesses work, I understand their ethos and their ethics. I understand the sweet spots and the crunch points that arise in their thinking and in their business lives.” In the office there are 16 languages spoken. This international flavour is something the firm is keen to capitalise on. Not only is GSC providing advice for all seasons in business, but now for all geographies too.

gscsolicitors.com

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A s i a n We a l t h M a g . c o . u k


Wonder Women

wonder women

Pinky Lilani is AWMâ&#x20AC;&#x2122;s newest columnist. Her years of experience running her Spice Magic business, as well as establishing the Asian Women of Achievement and Women of the Future awards, makes her the perfect voice for successful

m

and ambitious women in industry, business and beyond.

ARCH  IS  ONE  OF  MY  FAVOURITE   MONTHS;  it  marks  the  beginning  of   spring  and  the  blooming  of  daffodils   and  apple  blossoms.  But  it  is  also  the   month  when  organisations  go  into  over   drive  to  celebrate  International     Womenâ&#x20AC;&#x2122;s  Day.  Endless  panel  discussions  and  receptions  later,   we  still  donâ&#x20AC;&#x2122;t  have  much  to  celebrate.   Women  make  up  46  %  of  the  work  force  but  take  just  a  third   of  management  roles  and  the  pay  gap  still  exists.  Often  it  is  im-­ plied  that  the  lack  of  female  progress  is  entirely  down  to  a  pau-­ FLW\RIUROHPRGHOVDQGZRPHQEHLQJLQVXIÂżFLHQWO\DVSLUDWLRQDO I  simply  donâ&#x20AC;&#x2122;t  agree.   Saritha  Arunkumar  is  IBMâ&#x20AC;&#x2122;s  leading  security  and  subject     PDWWHUH[SHUW+HUZRUNLVLQWKHFULWLFDOÂżHOGVRILGHQWLW\  

A s i a n We a l t h M a g . c o . u k

access,  federation  management  and  enterprise  security     solutions  â&#x20AC;&#x201C;  ensuring  the  privacy  of  services  and  devices  in  a   mobile  world.  Not  only  a  mother  and  wife,  she  is  also  a     part  time  PHD  student  in  mobile  security  and  has  great     communication  skills. Eleni  Antoniadou  is  one  of  the  worldâ&#x20AC;&#x2122;s  most  innovative   UHVHDUFKHUVZRUNLQJLQWKHÂżHOGRIDUWLÂżFLDORUJDQGHYHORSPHQW as  a  therapeutic  pathway  for  transplantation.  Her  interest  in   space  exploration  has  led  her  to  conducting  research  for  NASA.   She  volunteers  in  medical  missions  helping  children  who  have   been  victims  of  illegal  organ  trading.   Melissa  Morris  has  launched  Network  Locum,  an  online  plat-­ form  that  connects  locum  doctors  and  GP  practices.  Already  900   GP  practices  have  signed  up  and  monthly  revenues  are  soaring. All  these  women  are  under  35.  I  rest  my  case.

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A s i a n We a l t h M a g . c o . u k


TiEUK

HEALTH OR

wealth. MUST WE PICK?

‘‘

WHAT  MAKES  THE  BODY  AND  MIND  TICK  IN     UNISON?&DQRXUKHDOWKUHDOO\EHWKHNH\WR¿QDQFLDO   success?  Surely,  the  brain  power  triumphs  above  all  with  its   smartness  and  quick  thinking,  clinching  those  many  business   deals  as  rewards.  Rippling  abs  and  toned  glutes  may  appeal  in   several  (obvious)  ways  but  yet  are  not  immediately  associated   with  wealth  and  riches.   Resisting  the  urge  to  name  names,  we  see  our  wealthiest     displaying  their  fortunes  with  lavish  lifestyles  and  luxurious   suits,  albeit  perhaps  a  little     too  tight  at  the  seams.This     begs  the  question:  Is  our     wealth  really  synonymous  with   our  health?   The  effort  to  postpone  our  “use   by”  dates  for  as  long  as  possible   and  to  enjoy  those  luxuries  of   wealth  to  its  entirety  is  no  hidden   secret.  Expanding  our  lifespans   has  been  successfully  achieved   since  the  early  20th  century  when   our  average  life  expectancy  was   a  bleak  31.  Our  current  world   average  life  expectancy  nears  a   level  of  70,  with  UK  measuring   at  an  impressive  80  and  increasing  every  year.  The  average   reader  of  AWM  today  ranges  from  30  to  60  and  each  of  us   reading  this  now  should  have  a  logical  aspiration  to  live  to  100   and  beyond!   Previous  studies  on  longevity  by  Boeing  and  Shell  and     observational  studies  focused  on  professionals  seem  to  indi-­ cate  that  an  early  retirement  age  of  55  increases  the  chances  of     that  individual  reaching  their  normal  life  expectancy;  a  stark     comparison  to  those  passing  within  a  few  years  of  their    

A s i a n We a l t h M a g . c o . u k

PHOTOGRAPH BY PHILBOURNE.COM

Rajeev Sharma is a consultant orthopaedic surgeon at the East and North Hertfordshire NHS Trust and president of the board of directors at TiE UK. He discusses the paradigm between health and wealth for entrepreneurs.

retirement  at  65.  Is  this  an  established  correlation?  Perhaps   not,  though  the  trend  has  not  gone  unnoticed.  What  does  this   imply  and  what  can  we  do  to  reverse  this  trend?  The  outlook  is     reassuringly  positive  and  encouraging  for  every  one  of  us,     however  the  question  remains  ‘what  are  my  chances  and  how   do  I  ensure  the  best  possible  outcome?’   Recent  studies  have  shown  how  keeping  a  positive  attitude   and  persisting  in  some  form  of  gainful  activity,  tricks  our   mind  and  body  to  continue  performing  and  not  give  up.  This   is  depicted  in  the  population   groups  that  have  taken  up  new   challenges  in  their  50s  and  have   also  enjoyed  longer  lifespans.   Perhaps  this  is  the  key  to  having   it  all.  I  am  reminded  of  the  very   clichéd  phrase  ‘Never  say  die   attitude’  and  this  certainly  forms   the  benchmark  for  the  entrepre-­ neur’s  immortality! The  heart  keeps  us  ALIVE   and  the  brain  keeps  us  LIVE.   We  owe  it  to  ourselves  to  keep   SK\VLFDOO\¿WDQGHQMR\WKH wealth  of  life  and  prosperity.     We  are  a  very  resilient  species,   as  entrepreneurs  have  proven,  by  beating  the  recent  recession   and  surviving.  So  I  urge  all  of  you  reading  this  to  start  loving   your  body,  get  exercising  and  get  that  health  kick  –  today.   Now  go  and  make  that  billion  and  enjoy  it  for  eternity. Look  out  for  further  articles  on  topics  such  as  health  in  the   work  place,  enterprise  in  the  health  industry  and  how  to  main-­ WDLQ¿WQHVVLQDVWUHVVIXOZRUNHQYLURQPHQW uk.tie.org;  www.limbs.co

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53


HOW TO

avoid the When buying a house it is imperative to be aware of the different types of survey available, and what kind of assurances they can offer the buyer. Solicitor Ranjeev Saluja of The Sethi Partnership discusses the best way to be safe when investing in property.

54

CONSIDER  THE  SCENE,  AFTER   MUCH  SAVING  AND  SEARCHING   you  have  just  bought  your  dream  home,   the  furniture  is  being  manoeuvred  into   place  by  removal  men,  the  children  are   FODPRXULQJWR¿QGWKHEHVWEHGURRPIRU themselves,  and  you  and  your  partner   are  gazing  in  awe  at  the  sight  of  your   hard  work  and  accomplishments.   Now  imagine  it  all  crumbling  away   from  you  before  your  eyes  because  of   the  fact  you  cut  corners  with  your  legal   transaction,  also  called  a  “conveyance”.   A  solicitor  has  the  duty  to  make  sure   that  you  are  aware  of  all  the  possibili-­ ties  that  may  occur  when  you  purchase   your  property,  but  certain  decisions  can   be  left  to  the  buyer,  such  as  the  extent  of   the  searches  to  be  carried  out,  the  type  of   survey  they  wish  to  have,  and  the  extent   of  insurances  the  solicitors  may  have   recommended  the  client  to  take  out.   Short-­term  thinking  never  provides  

long-­term  gains,  and  saving  a  few   pounds  on  your  conveyance  is  an  ex-­ ample  of  this.  There  are  three  different   types  of  survey.  They  give  you  differ-­ ent  amounts  of  information  and  detail.   Some  may  seem  like  a  saving  but  you   are  risking  possibly  the  biggest  asset   you  will  own.   If  someone  is  buying  with  the  help     of  a  mortgage,  the  lender  would     recommend  a  valuation  survey,  and   most  would  assume  that  what  is  good   for  the  bank  would  be  good  for  the   client.  This  is  not  necessarily  the  case.   A  survey  carried  out  for  the  purpose  of   a  loan  may  bring  some  certainty  to  a   purchaser  but  the  main  intention  of  the   valuation  is  to  secure  the  bank’s  interest   in  the  property. A  valuation  by  a  mortgage  lender   gives  the  least  amount  of  information.  It   is  only  done  to  see  if  the  price  you  have   offered  is  close  to  the  property’s  value,  

A s i a n We a l t h M a g . c o . u k


Legal

money pit so  that  the  lender  can  recover  the  loan  if   the  property  has  to  be  sold.   A  house  buyer’s  report  is  more  de-­ tailed.  A  full  structural  survey  or  build-­ ing  survey  is  the  most  thorough  type   of  survey.  This  may  take  more  time,   but  will  give  assurances  to  you  ,  and   if  requested  can  be  a  negotiating  point   between  the  seller  and  buyer  before  the   exchange  of  contracts. As  a  purchaser  you  should  check   carefully  what  a  survey  covers  and  what  

‘‘

it  does  not.  For  example,  there  may  be   parts  of  the  property  that  have  not  been   checked  because  the  surveyor  could  not   get  access  to  them.   $OOTXDOL¿HGVXUYH\RUVVKRXOGEHD member  of  a  professional  association  of   Royal  Institution  of  Chartered  Survey-­ ors  (RICS)  and  if  you  lose  out  because   of  a  surveyor’s  negligence,  then  there  is   a  complaints  procedure  and  arbitration   scheme  that  you  can  use.   If  you  discover  further  faults  with  

A house buyer’s report is more detailed. A full structural survey or building survey is the most thorough type of survey. A s i a n We a l t h M a g . c o . u k

the  property  before  the  exchange  of   contracts,  then  you  should  get  these   brought  up  in  discussion  and  included  as   a  term  of  the  contract  and  can  negotiate  a   delayed  completion  until  the  faults  have   been  repaired  by  the  vendor,  or  alterna-­ tively,  a  reduction  in  the  purchase  price. On  exchange  of  contracts  the  buyer   usually  has  to  pay  10%  of  the  purchase   price,  and  the  balance  on  comple-­ tion,  usually  4-­6  weeks  thereafter.  The   property  must  be  insured  by  the  buyer  as   soon  as  contracts  are  exchanged.   We  have  a  very  dynamic  team  of   property  lawyers,  advising  on  both     residential  and  commercial  property,     please  call    us  at  The  Sethi  Partnership   Solicitors  on  0208  866  6464  or     info@sethi.co.uk  to  discuss  any     property  matter.  

55


Indefinable quality For expert advice and installation of all Schueco systems: 9 9 9 9

Bi-Fold Doors Sliding Doors Conservatories Winter Gardens

56

9 9 9 9

Curtain-walling Structural Glazing Windows Glass Sky Lights

0844 358 2227 info@bifolddoorfactory.co.uk www.bifolddoorfactory.co.uk

A s i a n We a l t h M a g . c o . u k


IN ASSOCIATION WITH THE SETHI PARTNERSHIP SOLICITORS

TWENTY YEARS OF MAKING IT WORK The Sethi Partnership Solicitors is a professional law firm with traditional values. Based in the heart of West London, the firm is celebrating its 20 year anniversary in 2014.

R

ITU  SETHI  ESTABLISHED   THE  SETHI  PARTNERSHIP   IN  1994.  Despite  a  number   of  business  obstacles  at  the   outset,  the  eponymous  head  of  this  legal   ÂżUPKDVUHPDLQHGH[WUHPHO\IRFXVHGDQG KDVWDNHQWKHÂżUPIURPIRXUPHPEHUVRI staff  to  more  than  30.   â&#x20AC;&#x153;When  we  started  this  company,  we   were  up  against  turbulent  times  and     immense  adversity  but  through  sheer   drive  and  determination  and  great  sup-­ port  and  commitment  by   the  staff  and  loyal  clients,   we  have  achieved  sustain-­ able  growth,â&#x20AC;?  Ritu  recalls.     â&#x20AC;&#x153;I  therefore  felt  that  our   20  year  anniversary  was   an  appropriate  time  to  say   thank  you  to  all  who  have   been  part  of  the  journey     to  success.â&#x20AC;? The  Sethi  Partnership   Solicitors  is  an  award-­ winning  practice  with   extensive  expertise  and   has  advised  over  1000   VDWLVÂżHGFOLHQWVD\HDU,W LVWKHUHIRUHOLWWOHZRQGHUWKDWWKHÂżUPKDV notched  up  a  string  of  awards.  It  is  the   ÂżUVW:HVW/RQGRQÂżUPWREHDZDUGHGWKH Lexcel  accreditation  for  legal  excellence   by  the  Law  Society,  an  Investors  in  Peo-­ ple  award  and  a  Legal  Aid  Franchise  all   in  the  same  year.  It  has  also  recently  been   included  in  the  prestigious  Legal  500. The  Sethi  Partnership  Solicitors  can   boast  an  experienced  team  of  lawyers   who  can  assist  in  all  areas  of  law.  Having   committed  to  an  Investors  in  People   DFFUHGLWDWLRQ\HDUVDJRWKHÂżUPKDV invested  in  staff  training,  resulting  in  less  

A s i a n We a l t h M a g . c o . u k

LEFT: RITU SETHI AND THE TEAM IN 1999, AND TODAY, ABOVE.

staff  turnover  and  a  boost  in  morale.   The  vast  majority  of  its  work  comes   from  personal  recommendations  by     VDWLV¿HGFOLHQWV7KH¿UPLVZHOONQRZQ in  the  area  and  by  communities  both   locally  and  nationally.  It  has  business   contacts  with  banks,  building  socie-­ ties,  surveyors,  estate  agents,  brokers,   accountants,  courts,  police  stations,  and   agencies  whose  specialised  expertise     can  help  its  clients. 7KH¿UPZRUNVFORVHO\ZLWKLWVFOLHQWV whether  they  are  embarking  on  buy-­ ing  freehold  or  a  leasehold  property  or  

business,  navigating  the  intricacies   of  immigration  law,  entering  into   divorce  proceedings,  probate  law,   civil  or  commercial  litigation  or   criminal  law.   Its  clients  are  always  kept   informed  of  matters  and  have   regular  communication  with  the   solicitor  dealing  with  their  case.  It   is  determined  to  deliver  an  impeccable   level  of  service  ensuring  clients  receive   the  best  possible  outcome,  whatever  their   situation,  with  care  and  integrity. The  Sethi  Partnership  teamâ&#x20AC;&#x2122;s  aim  is   to  give  to  its  clients  the  care,  courtesy   and  competent  attention  which  their   affairs  merit  and  ensure  that  they  receive   impartial  and  independent  legal  advice  at   competitive  prices. Contact  us  now  on  info@sethi.co.uk     or  020  8866  6464  to  discuss  all  your   legal  matters.

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Magic Bus Gala Dinner The Dorchester, Thursday 9th October 2014 1VPU4HNPJ)\ZMVYHUL_JS\ZP]LL]LUPUNVMLU[LY[HPUTLU[HUK UL[^VYRPUNH[V\YHUU\HSNHSHKPUULYHUKOLSW\ZYLHJOL]LU TVYLJOPSKYLUHUK`V\UNWLVWSLSP]PUNPUWV]LY[`PU0UKPH ;PJRL[Z 0UKP]PK\HS[PJRL[ 0UKP]PK\HS[HISL *VYWVYH[L[HISL

Â&#x2030; Â&#x2030; Â&#x2030;

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A s i a n We a l t h M a g . c o . u k


Charity

Oxfam works tirelessly in Asia to get one step closer to its dream of eradicating poverty for good. Here, its south Asian engagement manager, Kalyani-Ghandi Rhodes, tells AWM about its history in the region.

RAISING AWARENESS IN ASIA THINK  OF  ANY  MAJOR  EMERGENCY  in  Asia  since  1951   and  Oxfam  has  been  there.  From  famine  in  India  in  the  1950s   to  post-­war  Kampuchea  in  the  1970s;  from  the  Vietnam  war  in   the  1960s  to  the  Bhopal  gas  tragedy  in  1984.  We  have  helped   SHRSOHDIIHFWHGE\WKH(DVWDQG:HVW7LPRUFRQĂ&#x20AC;LFWLQDQG provided  vital  aid  following  the  Indian  Ocean  tsunami  in  2004.   Over  the  years,  Oxfam  has  helped  millions  of  people  caught  up   in  Asiaâ&#x20AC;&#x2122;s  worst  disasters. Our  approach  has  grown  from  emergency  responses  to     long-­term  development,  working  through  partners  and  directly   with  communities  to  help  poor  people  solve  their  own  problems.   For  example,  a  small  dairy  project  that  Oxfam  supported  in     India  in  1962  (pictured,  above)  has  thrived  and  grown  to     become  AMUL  (Anand  Milk  Union),  the  biggest  milk  producer   in  the  country.  In  Sri  Lanka,  weâ&#x20AC;&#x2122;ve  helped  over  1700  women   whose  livelihoods  were  destroyed  by  the  tsunami  to  get  back     RQWUDFNUXQQLQJSURÂżWDEOHFRLUEXVLQHVVHV$FURVVVRXWK$VLD   a  campaign  to  raise  awareness  about  violence  against  women   and  changing  both  attitudes  and  behaviour  has  reached  six     million  people. Bringing  about  the  changes  poor  people  want  and  need  means   speaking  out  for  their  interests  and  with  them  at  the  highest  lev-­ els.  Thanks  to  the  way  Oxfam  works  directly  with  communities,   we  are  well  placed  to  lobby  in  support  of  the  poorest  people  â&#x20AC;&#x201C;  be   it  with  local  authorities,  government  ministers  or  at  the  UN.  Our   global  reach  and  years  of  experience  give  us  the  authority  and   credibility  to  talk  to  the  people  at  the  top  about  what  is  happen-­ ing  right  at  the  bottom.  

A s i a n We a l t h M a g . c o . u k

As  Oxfam  has  been  working  in  the  subcontinent  since  1951,   this  creates  a  natural  impetus  to  work  closely  with  Asian  leaders   and  communities  in  the  UK  in  supporting  our  programmes  in   Asia.  Asian  diasporas  are  powerful  drivers  of  development,   investment,  innovations  and  skills  and  we  are  increasing  our   engagement  through  philanthropy,  corporate  partnerships  and   support  from  trusts  and  foundations.  Our  partnership  with  the   Asian  Awards  supports  us  in  achieving  these  ambitions.     Oxfam  CEO,  Mark  Goldring  recently  said  of  the  Awards:   â&#x20AC;&#x153;Oxfam  is  honoured  to  be  working  with  the  Asian  Awards  to   KLJKOLJKWVLJQLÂżFDQWDFKLHYHPHQWVLQWKHJOREDO$VLDQFRP-­ munity.  We  also  recognise  and  support  the  achievements  of   people  who  have  lifted  themselves  out  of  poverty  all  around  the   world.  Oxfam  have  been  working  in  Asia  for  over  60  years  and   will  continue  to  work  closely  with  the  Asian  community  to  help   alleviate  poverty.â&#x20AC;?   Oxfam  is  a  global  movement  of  passionate  people  with  a     single  objective:  To  end  poverty.  It  is  a  massive  challenge.   Weâ&#x20AC;&#x2122;re  ambitious,  but  with  good  reason:  more  than  one  billion   people  worldwide  face  poverty  and  hunger  every  day.  In  a   ZHDOWK\ZRUOGSRYHUW\LVSUHYHQWDEOHDQGXQMXVWLÂżDEOHÂąDQG everyone  has  the  responsibility  to  end  it.  We  are  winning  the   battle  in  all  sorts  of  ways,  big  and  small.  Supporting  Oxfam  can,   and  does,  make  a  difference.  Together,  we  can  lift  lives  for  good. 2[IDPLVWKHRIÂżFLDOFKDULW\RIWKH$VLDQ$ZDUGV7R ÂżQGRXWPRUHDERXWLWDQGWRKHOSWRVXSSRUWLWVZRUNJRWR oxfam.org.uk.

59


Sipra Deb, founder of The Play Arena, went from molecular biologist to teacher, mother and entrepreneur. Family tragedy made her realise the importance of living life to the full and as a result her business continues to succeed by bringing families together. Ellie Parsons reports.

Play time has SIPRA  DEB  WAS  AN  ACCIDENTAL   ENTREPRENEUR.  Losing  a  parent  and   having  children  of  her  own  reinforced  the   importance  of  family  and  prompted  her   to  set  up  The  Play  Arena,  which  is  among   the  largest  childrenâ&#x20AC;&#x2122;s  entertainment   centres  in  the  country.  Sipra  was  born   in  Ethiopia  and  spent  her  childhood  in   Africa.  Her  Indian  parents  were  teachers   and  came  to  the  UK  when  she  was  14.   She  became  a  molecular  biologist   specialising  in  genetic  engineering  and   genetic  disease  mechanisms.  â&#x20AC;&#x153;My  parents   wanted  me  to  become  a  doctor,  and  I   came  close  but  the  path  from  scientist  to   entrepreneur  really  happened  as  a  force   of  circumstance,â&#x20AC;?  she  says.   In  2004,  Sipraâ&#x20AC;&#x2122;s  father,  Protul  Deb,   was  kidnapped  in  Assam,  India  while   on  a  business  trip.  Sipra  battled  with  the   %ULWLVKDQG,QGLDQDXWKRULWLHVWRÂżQGKLP â&#x20AC;&#x153;In  a  country  like  India,  this  task  was  like   looking  for  a  needle  in  a  haystack.  How-­

60

ever,  I  never  believed  I  would  fail,â&#x20AC;?  she   says.  Shortly  after  the  abduction,  Sipra   went  to  India  to  negotiate  with  the  kid-­ nappers  and  paid  a  ransom,  however  her   father  was  not  returned.  â&#x20AC;&#x153;Twenty  months   of  struggle  and  heart-­wrenching  pain   resulted  in  an  enquiry  by  Indiaâ&#x20AC;&#x2122;s  Central   Bureau  of  Investigation,  which  eventu-­ ally  led  to  the  discovery  of  the  remains   of  my  beloved  father.  To  the  world,  I  had   won  a  battle,  to  me  I  had  lost  my  most   precious  possession.â&#x20AC;? Sipraâ&#x20AC;&#x2122;s  father  is  believed  to  have  been   murdered  for  political  reasons  and  the   trial  continues.  â&#x20AC;&#x153;This  tragedy  changed   my  outlook,â&#x20AC;?  she  says.  â&#x20AC;&#x153;I  began  to   question  what  path  my  life  was  going  in.   Through  my  loss,  I  gained  my  most  valu-­ able  insight:  To  succeed,  you  need  to  be   driven  but  as  long  as  you  are  true  to  your   cause  and  work  ethically  then  victory   will  be  yours.â&#x20AC;? 6LSUDPRYHGWR6KHIÂżHOGWRPDUU\DQG

KDGWKUHHER\VQRZDJHGVHYHQÂżYHDQG two.  Jobs  in  research  were  scarce  so  she   retrained  as  a  science  teacher  and  taught   for  six  years.  As  a  mother,  she  found  it   GLIÂżFXOWWRÂżQGJRRGFKLOGUHQÂśVHQWHU-­ tainment  in  the  city  and  The  Play  Arena   plugged  a  gap.  â&#x20AC;&#x153;We  visited  so  many   events  and  every  time  I  came  away  think-­ ing  there  was  a  lack  in  the  market.  We   seemed  to  be  stuck  between  unimagina-­ tive  play  barns  or  massive  theme  parks.   Eventually  my  thoughts  crystallised  into   what  became  The  Play  Arena,  which   opened  in  August  2011,  when  I  was  39.â&#x20AC;? It  took  a  year  and  a  half  to  plan  and  re-­ search  the  business  â&#x20AC;&#x201C;  the  cost  of  childcare   has  risen  19%  in  the  last  year  and  soared   by  77%  over  the  past  decade  â&#x20AC;&#x201C;  which  has   since  exceeded  forecasts  and  continued   to  increase  in  visitor  numbers.  Some-­ times  the  simplest  business  concepts  are   the  best  but  it  wasnâ&#x20AC;&#x2122;t  easy  launching  The   Play  Arena.  â&#x20AC;&#x153;With  no  previous  experi-­

A s i a n We a l t h M a g . c o . u k


Interview

just begun ence  in  business  and  very  little  funding  to   get  such  a  massive  project  off  the  ground,   things  at  times  did  feel  impossible,  but  I   donâ&#x20AC;&#x2122;t  believe  in  giving  up.  I  wrote  a  com-­ prehensive  business  plan  and  approached   six  banks.  Incredibly,  all  six  came  up   with  offers  of  funding  and  so  that  set  the   pace  and  I  forged  ahead.â&#x20AC;? At  the  time,  Sipra  was  pregnant  with   her  third  son  and  when  her  company   opened  she  would  take  her  two-­month-­ old  to  work  every  day.  â&#x20AC;&#x153;It  was  harder  

â&#x20AC;&#x2DC;â&#x20AC;&#x2DC;

than  I  ever  imagined  it  to  be,â&#x20AC;?  she  says.   Last  year,  Sipra  gained  recognition  for   her  efforts,  winning  local,  regional  and  na-­ tional  awards,  including  the  Asian  Women   of  Achievement  accolade  for  entrepre-­ neurship.  â&#x20AC;&#x153;It  was  a  boost  for  my  team  and   gave  me  the  will  to  carry  on.  Iâ&#x20AC;&#x2122;ll  continue   to  make  a  difference,â&#x20AC;?  she  says.   The  Play  Arena  makes  innovation   DSULRULW\ÂąLWZDVWKHÂżUVWWRODXQFK 6N\5LGHUZKLFKDOORZVSHRSOHWRÂľĂ&#x20AC;\Âś with  the  use  of  a  harness.  Sipraâ&#x20AC;&#x2122;s  also  

To succeed, you need to be driven but as long as you are true to your cause and work ethically

then victory will be yours.

A s i a n We a l t h M a g . c o . u k

forward-­thinking  when  it  comes  to  digital   technology,  with  an  interactive  play  area.   â&#x20AC;&#x153;We  need  to  accept  that  this  is  the  age  of   digital  technology  and  rather  than  seeing   it  as  a  negative,  we  need  to  embrace  it   and  where  children  are  concerned,  we   need  to  channel  it  correctly,â&#x20AC;?  she  says.   The  centre  could  well  be  moulding  the   entrepreneurs  and  scientists  of  tomorrow   DQGWKHUHDUHERXQGWREHPRUHÂżUVWVLQ childcare  from  Sipra.  â&#x20AC;&#x153;The  initial  few   years  of  any  start-­up  business  are  always   WKHPRVWGLIÂżFXOW:HDUHMXVWFRPLQJ through  this  period.  The  Play  Arena   ZDVDOZD\VVHWXSDVWKHÂżUVWVWHSSLQJ stone  along  the  journey,â&#x20AC;?  she  says.  â&#x20AC;&#x153;Iâ&#x20AC;&#x2122;m   now  looking  at  various  possibilities  of   expansion  both  on  a  national  as  well  as   international  platform.  Itâ&#x20AC;&#x2122;s  early  days     yet,  so  youâ&#x20AC;&#x2122;ll  have  to  keep  watching     this  space.â&#x20AC;? theplayarena.com

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name?

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HEN  YOUR   COMPANY  name   is  synonymous   with  the  main   generic  drink  it   sells,  something   about  the  branding   has  worked,  and  if  I  said  I  was  popping   out  for  a  Starbucks,  you  would  not  expect   me  to  come  back  with  a  paper  cup  full   of  wine.   So  when  CEO  of  Starbucks,  Howard   Schultz,  talks  about  branding,  the  busi-­ ness  world  would  do  well  to  listen.  â&#x20AC;&#x153;In   this  ever-­changing  society,  the  most  pow-­ erful  and  enduring  brands  are  built  from   the  heart.  They  are  real  and  sustainable.   Their  foundations  are  stronger  because   they  are  built  with  the  strength  of  the   human  spirit,  not  an  ad  campaign.  The   companies  that  are  lasting  are  those  that   are  authentic,â&#x20AC;?  claims  Howard. There  are  some  business  concepts  that   DUHGLIÂżFXOWWRSXWDUHDOYDOXHRQEXWD companyâ&#x20AC;&#x2122;s  brand  is  not  one  of  them.   According  Millward  Brown  Optimoâ&#x20AC;&#x2122;s   2013  BrandZ  list,  last  yearâ&#x20AC;&#x2122;s  most  valu-­ able  brands  hit  an  incredible  $2.6tn. While  Apple  kept  its  top  slot  in  the   rankings  this  year  because  of  the  strength   of  its  brand,  with  a  value  of  $185.1bn,   others  in  the  top  10  brands  included   Google  ($113.7bn),  IBM  ($112.5bn),   McDonaldâ&#x20AC;&#x2122;s  ($90.3bn)  and  Coca-­Cola   ($78.4bn).  

A s i a n We a l t h M a g . c o . u k

Well, it turns out, quite a lot. But there is more than just a catchy play on words to an effective and recognisable brand, as Beth Holmes finds out.

Global  BrandZ  director  Peter  Walshe   believes  that  the  most  successful   brands  are  a  balance  of  local  and  global   strength,  diversifying  into  new  areas  of   business,  having  a  strong  corporate   brand  and  either  being  a  premium  or   everyday  brand. The  highest  riser  was  sandwich  brand   Subway  with  a  value  of  $16.7bn  and   showing  growth  of  5,798%  since  the   rankings  began  in  2006.  The  most   valuable  British  brand  is  Vodafone   coming  in  at  $39.7bn In  banking,  global  banks  were  worth   $107bn  (up  23%  in  the  past  year),   while  regional  banks  were  worth  $236bn   (up  15%). Meanwhile,  although  the  technology   DQGWHOHFRPVFDWHJRULHVUHPDLQHGĂ&#x20AC;DWLQ value,  they  still  dominated  the  top  100.   Half  of  the  top  10  brands  and  28  out  of   the  top  100  are  in  this  sector.  Together   they  account  for  40%  by  value  of  the   top  100. One  of  the  reasons  for  the  success  in   WHOHFRPVLVGLYHUVLÂżFDWLRQDQGWKLVLQ particular  paid  off  for  Chinese  internet   service  portal  Tencent,  which  expanded   its  offering  to  compete  with  the  likes   of  Facebook,  Twitter  and  Google.  It  is   worth  $27.3bn  this  year,  up  $9.3bn  from   last  year.  The  UKâ&#x20AC;&#x2122;s  big  newcomer  BT  is   a  good  example,  being  worth  $9.5bn.   For  all  the  brands,  customers  in  Russia,   China,  India  and  the  Middle  East  have  

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â&#x20AC;&#x2DC;â&#x20AC;&#x2DC;

become  global  customers  according  to   the  report. So  how  and  why  is  branding  so  impor-­ tant  and  how  can  companies  of  all  sizes   make  sure  they  develop  their  brand  to  the   best  of  their  abilities? Andrew  Lawrence,  creative  direc-­ tor  at  branding  consultancy  Elmwood,   says:  â&#x20AC;&#x153;In  its  base  form,  branding  enables   consumers  to  identify  goods  and  services   that  a  company  is  selling.  A  logo  is  the   initial  step  as  it  enables  the  consumer  to   identify  the  company  and  product.   â&#x20AC;&#x153;A  brand,  however,  allows  consum-­ ers  to  not  only  identify  the  company  but   elevates  and  differentiates  the  products   or  services.  Branding  is  imperative  for  

Coca Cola has its own original signature

and unique graphic marque, these can be used on their own or together

and the customer will still know who it is

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the  storm.â&#x20AC;? If  you  look  at  todayâ&#x20AC;&#x2122;s  retail  space,  it   is  easy  to  point  out  thousands  of  fruit-­ ful  brand  stories.  A  successful  existing   brand  that  understands  what  they  stand   for  and  knows  their  core  brand  assets   are.  The  classic  example,  says  Andrew,   is  Coca  Cola.  â&#x20AC;&#x153;Coca  Cola  is  able  to  use   these  brand  assets  as  its  core  strengths,   i.e.  colour  â&#x20AC;&#x201C;  red;  shape  â&#x20AC;&#x201C;  bottle/can.  The   brand  has  its  own  original  signature  and   unique  graphic  marque,  these  can  be   used  on  their  own  or  together  and  the   customer  will  still  know  who  it  is.  To  be   able  to  achieve  this  is  a  clear  example  of   successful  branding.â&#x20AC;?   â&#x20AC;&#x153;Then  there  are  the  challenger  brands,â&#x20AC;?   he  adds.  â&#x20AC;&#x153;Smaller  brands  that  take  on   the  might  of  the  bigger  brands  but  with   a  unique  or  distinctive  point  of  view.  A   great  example  of  this  is  The  Saucy  Fish   Company.  The  companyâ&#x20AC;&#x2122;s  aim  was  to   PDNHSHRSOHWKLQNDJDLQDERXWIUHVKÂżVK and  take  some  of  the  fear  out  of  cooking   it.  Elmwood  worked  with  The  Saucy  Fish   Company  to  identify  a  unique  proposi-­ tion.  The  brand  and  pack  design  created   something  new  in  the  marketplace  and   presented  the  product  on  shelf  in  a  way   that  not  been  seen  before.  The  Saucy   Fish  Company  is  now  viewed  as  a  â&#x20AC;&#x2DC;cool   brandâ&#x20AC;&#x2122;  with  both  consumers  and  industry   alike.â&#x20AC;?

e

businesses  because,  when  implemented   successfully,  the  consumer  will  choose   your  brand  over  your  competitors.  A   strong  brand  generates  a  connection   with  the  consumer,  the  emotional  desire   state  shifts  from  needing  the  brand  into   wanting  the  brand.â&#x20AC;? Regardless  of  size,  a  company  can   measure  brand  strength  through  a   variety  of  factors;  market  share,  price   VHQVLWLYLW\SURÂżWDELOLW\UHYHQXHVPDU keting  investments,  growth  rate,  cost  to   acquire  new  customers  and  cost  to  retain   customers.   â&#x20AC;&#x153;One  of  the  most  interesting  measures   I  have  seen  in  recent  years  is  the  meas-­ urement  of  brand  love,â&#x20AC;?  says  Andrew.   â&#x20AC;&#x153;Elmwood  calculated  and  increased   â&#x20AC;&#x2DC;brand  loveâ&#x20AC;&#x2122;  for  Andrex  back  in  2012   with  the  rebrand  and  redesign  of  the  toilet   roll  product.  Following  the  rebrand,  the   consumer  bonding  rate  with  the  Andrex   brand  increased  by  32%.  Brand  strength   is  particularly  important  in  the  current   market  as  consumers  can  easily  trade   down  to  save  money.  Brands  that  con-­ sumers  truly  love  and  wonâ&#x20AC;&#x2DC;t  do  without   despite  their  price  tag,  are  set  to  weather  

ntrepreneur  Rashid   Ahmad  faced  an   interesting  branding   challenge  a  few  years   ago  after  founding  a   new  sport  â&#x20AC;&#x201C;  touchtennis.   â&#x20AC;&#x153;The  sport  itself  began   as  a  means  of  amusing  my  daughter   when  she  was  two  or  three  years  old,â&#x20AC;?  he   explains.  â&#x20AC;&#x153;When  my  friends  came  by  we   would  play  this  odd  adaptation  of  tennis   for  so  long  weâ&#x20AC;&#x2122;d  forget  our  tennis  court   booking  and  stay  in  the  garden  battling   it  out.â&#x20AC;? 6R5DVKLGGHFLGHGWRPDNHLWRIÂżFLDO and  launch  touchtennis  as  a  brand  new   sport.  â&#x20AC;&#x153;The  game  developed  more  and   PRUHXQWLOÂżQDOO\ZHVWDQGDUGLVHGWKH court  size  and  the  racquet  length.  We  also   GHFLGHGRQHEDOOVKRXOGEHWKHRIÂżFLDO EDOO:KHQZHÂżUVWKDGDORJRLWZDVMXVW something  knocked  together  by  the  web   designer.  The  second  logo  â&#x20AC;&#x201C;  the  one  you   see  today  â&#x20AC;&#x201C;  was  much  more  aggressive.â&#x20AC;?  Like  many  entrepreneurs  and  start   ups,  Rashid  has  used  technology  to  

A s i a n We a l t h M a g . c o . u k


PHOTOGRAPH BY ROB SMITH

CONSISTENT LOGOS ON SOCIAL MEDIA, SUCH AS FACEBOOK, WAS VITAL WHEN RASHID, RIGHT, STARTING THE SPORTING BRAND

help  create  and  promote  the  touchten-­ nis  brand.  â&#x20AC;&#x153;Predominantly  through  the   use  of  Facebook,  Youtube  and  Twitter,   weâ&#x20AC;&#x2122;ve  captured  attention  from  tennis   professionals  and  amateur  park  players.   Iâ&#x20AC;&#x2122;ve  stuck  to  brand  guidelines  and  asked   people  to  use  the  wording  â&#x20AC;&#x153;touchtennisâ&#x20AC;?   rather  than  separate  the  words  so  that  we   top  the  google  searches.  This  has  helped   immensely.  The  sport  would  never  have   grown  this  fast  were  it  not  for  social  me-­ dia  and  the  banter  associated  with  it.â&#x20AC;?   There  are  40  tour  events  a  year  around   the  world  and  the  sport  is  played  in  21   countries.  Rashidâ&#x20AC;&#x2122;s  dream  â&#x20AC;&#x201C;  that  the   touchtennis  brand  will  be  seen  as  the   equivalent  of  cricketâ&#x20AC;&#x2122;s  20:20  or  5-­a-­side   football  and  be  the  cheap  and  accessible   side  of  tennis  â&#x20AC;&#x201C;  is  on  its  way  to  becoming   a  reality. Meanwhile,  his  use  of  technology   is  mirrored  by  businesswoman  Alison   Ramsay,  who  started  up  The  Art  Agency   almost  18  months  ago,  and  is  a  huge   proponent  of  brand  building.   â&#x20AC;&#x153;We  are  building  our  brand  as  more   than  just  an  art  gallery,â&#x20AC;?  she  says.  â&#x20AC;&#x153;We  fo-­ cus  on  great  customer  service,  a  friendly   approach  and  lots  of  interaction  with  our   local  community  via  Meet  the  Artists   events,  art  classes  and  workshops  run  by   our  featured  artists.    We  are  a  refreshing   experience  rather  than  an  intimidating  or   stuffy  one.â&#x20AC;? Alison  explains  she  uses  Facebook,  

A s i a n We a l t h M a g . c o . u k

Twitter,  the  company  website  and  blog  to   keep  the  information  about  the  company   and  its  artwork  current.  â&#x20AC;&#x153;We  try  to  be   imaginative  with  our  posts  rather  than   just  trying  to  sell,  sell,  sell  â&#x20AC;&#x201C;  although   we  have  made  sales  as  a  direct  result  of   Facebook  posts.    We  also  advertise  regu-­ larly  in  local  magazines  and  of  course  we   are  shameless  in  our  personal  promotion   of  our  brand  â&#x20AC;&#x201C;  we  make  sure  we  tell   everyone  we  meet  about  the  gallery  even   when  in  the  dentistâ&#x20AC;&#x2122;s  chair!â&#x20AC;? â&#x20AC;&#x153;We  are  attracting  new  artists  to  show   with  us,  despite  being  a  small  gallery,  be-­ cause  we  have  a  very  proactive  approach   to  representing  their  work  and  we  are   building  a  loyal  customer  base  because   of  the  breadth  of  our  portfolio  and  the   service  we  offer,â&#x20AC;?  she  explains. This  idea  of  giving  a  brand  a  personal-­ LW\EH\RQGWKHFRQÂżQHVRIDWXUJLGEXVL ness  model  is  something  that  the  team  at   Elmwood  are  passionate  about,  and  they   work  with  clients  of  all  sizes  to  help  them   realise  their  potential. â&#x20AC;&#x153;We  help  companies  build  their  brand   by  not  only  working  with  the  graphic   equities  but  by  looking  at  the  values  and   personality  that  a  brand  expresses,â&#x20AC;?  says   Andrew.  â&#x20AC;&#x153;A  big  part  of  this  is  tone  of   voice,  how  a  brand  speaks  and  expresses   itself  in  the  written  word  i.e.  on  packag-­ ing,  advertising.  This  is  a  key  factor  that   many  companies  underestimate  in  build-­ ing  their  brand,  on  many  occasions  we  

have  conducted  workshops  with  internal   stakeholders  if  we  feel  a  change  in  tone   of  voice  is  necessary,â&#x20AC;?  he  explains.   And  whether  you  have  one  employee   or  many  hundreds,  it  is  important  to  get   everyone  associated  with  the  company   on  board. â&#x20AC;&#x153;Building  a  strong  brand  culture  starts   with  people,â&#x20AC;?  says  Andrew.  â&#x20AC;&#x153;When  it   comes  to  creating  a  company  culture,   people  are  your  greatest  asset.  The  look   of  a  companyâ&#x20AC;&#x2122;s  website  design,  mobile   app  and  advertising  campaigns  are  all   important  but  the  voice  of  the  companyâ&#x20AC;&#x2122;s   employees  is  even  more  important.   â&#x20AC;&#x153;Everyone  in  a  company  may  not   be  likeminded  so  persuading  those  to   embrace  company  culture  can  be  tricky   but  the  companies  that  nurture  a  distinct   brand  culture  in  the  work  place  will  have   a  distinct  brand  culture  in  the  market-­ place.  Every  rebrand  is  followed  by  a   colleague  engagement  plan,  companies   that  focus  on  developing  its  people  and   relationships  to  work  together  under   one  roof  will  strengthen  the  companyâ&#x20AC;&#x2122;s   identity.â&#x20AC;? As  Sudio  Sudarsan,  a  brand  reality   strategist  at  Manhattan-­based  brand   FRQVXOWLQJÂżUPSRZHU1FRQFOXGHV â&#x20AC;&#x153;Brand  is  a  noun.  It  is  a  verb.  It  may  be   about  what  we  do.  But,  overall,  it  is  all   about  what  is  in  the  mind  â&#x20AC;&#x201C;  the  mind   of  the  consumer  and  the  mind  of   the  employee.â&#x20AC;?

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Rising smoke Pioneers of electronic cigarettes, Taz and Umer Sheikh have paved the way for the now booming sector. Nima Suchak meets the brothers who are not ready to exhale yet.

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Interview

t

HE  SMOKING  BAN  SPELLED   MISERY  FOR  THOSE  THAT  TREASURED   THEIR  NICOTINE  HIT.  But  entrepreneurs   Taz  and  Umer  Sheikh  capitalised  on  England   going  smoke-­free  and  founded  Gamucci,  the   8.¶V¿UVWHOHFWURQLFFLJDUHWWHEUDQG “Prior  to  starting  Gamucci  I  was  smoking   10-­20  a  day  depending  on  how  stressful  my  day   was,”  says  Umer  as  he  exhales  on  his  electronic   cigarette.  “But  I  haven’t  smoked  a  combustible   FLJDUHWWHIRURYHU¿YH\HDUVQRZ´ Announced  in  2006,  England  became  the  last   part  of  the  UK  to  introduce  legislation  banning   smoking  in  workplaces  and  enclosed  public   spaces.  The  aim  was  to  reduce  passive  smok-­ ing,  or  exposure  to  second-­hand  smoke,  which  is   known  to  be  harmful. Umer  read  about  a  company  in  China  that  had   invented  an  electronic  cigarette,  which  was  not   available  in  Europe  or  the  USA.  “I  managed  to   get  the  product,  followed  the  instructions,  and  put   it  in  my  mouth,”  he  recalls.  “It  was  an  interesting   experience  but  it  broke  within  two  hours.  Disap-­ pointed  to  say  the  least,  I  ordered  a  replacement   and  it  only  lasted  about  a  week.”  That  initial  ex-­ perience  was  a  ‘light  bulb’  moment.  “We  thought   we  could  do  better  than  this  –  and  that  it  could   potentially  be  the  future  of  smoking.” Taz  and  Umer  went  to  China  and  hired  an   engineering  team  to  help  them  understand  how   electronic  cigarettes  worked.  Over  the  next  nine   to  12  months,  they  worked  on  various  prototypes   and  design  technologies  to  try  and  make  a  better   product  than  they  had  initially  seen.   “I  immersed  myself  into  the  technology,”  says  

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Inspired by a rich family heritage originating from the deserts of 7th century Rajasthan, Ajmere is an exciting new luxury fusion dessert brand which combines the very best of British and exotic Indian f lavours. Our exclusive dessert concierge service allows our specialist patisserie chefs to handcraft elegant, mouth-watering and self-indulgent dessert experiences for the hospitality industry as well as your prestigious corporate events and special occasions. Ajmere’s luxurious gourmet desserts will ensure a perfect sweet end to your truly memorable event.

Call us today or f ind us online:

020  7760  7619

/Ajmereltd

@Ajmereltd

www.Ajmere.co.uk 70

info@ajmere.co.uk

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POTENTIAL CUSTOMERS LEARN ABOUT THE BENEFITS OF THE PRODUCTS AND HOW TO USE THEM

Umer.  â&#x20AC;&#x153;I  was  excited  about  the  product,   and  even  without  an  engineering  back-­ ground  â&#x20AC;&#x201C;  needed  to  understand  how  the   technology  worked.  We  are  creative  and   NQHZZHZRXOGÂżQGDZD\WRDFKLHYH something  if  we  put  our  minds  to  it.â&#x20AC;? The  team  took  the  bare  bones  of   the  weaker  technology  and  worked  to   integrate  the  atomizer  into  the  nicotine   cartridge,  pioneering  the  cartomizer   e-­cigarette  technology.  Gamucci  has  re-­ cently  been  awarded  the  UK  patent  for  its   technology,  which  includes  the  integrated   HOHFWURQLFFLJDUHWWHDQGFDUWRPL]HUUHÂżOO The  brothers  attribute  their  business   ethics  to  their  upbringing.  â&#x20AC;&#x153;Our  parents   were  business  owners  who  ran  a  retail   clothing  business  which  then  developed   into  wholesale  and  manufacturing,â&#x20AC;?   says  Taz.  â&#x20AC;&#x153;From  a  very  early  age,  it  was   normal  for  us  to  go  with  them  on  stock-­ buying  trips  to  the  wholesalers.â&#x20AC;? Taz  started  his  career  in  IT  recruitment   and  Umer  followed  in  his  footsteps.  They   ODXQFKHGWKHLUÂżUVWEXVLQHVVYHQWXUH together  â&#x20AC;&#x201C;  an  IT  recruitment  consultancy   DQGVRIWZDUHGHYHORSPHQWÂżUP5,QWHU-­

â&#x20AC;&#x2DC;â&#x20AC;&#x2DC;

a  long-­term  view  so  we  started  with  the   end  in  mind.â&#x20AC;?   Gamucci  was  launched  in  2007.  It  was   one  of  only  three  global  brands  selling   HOHFWURQLFFLJDUHWWHVDQGWKHÂżUVWWRHQWHU the  European  market.  All  products  are   QRQĂ&#x20AC;DPPDEOHDQGXVHPLFURHOHFWURQLF technology  to  provide  an  alternative   VPRNLQJH[SHULHQFHZLWKRXWWKHĂ&#x20AC;DPH ash,  tar,  and  4000  chemicals  found  in   tobacco  smoke.   The  brothers  took  the  opportunity  to   launch  the  product  at  a  trade  show  at  the   NEC  Birmingham  in  February  2008.   â&#x20AC;&#x153;The  exhibitors  were  unsure  whether   to  let  us  exhibit  electronic  cigarettes  on   WKHSUHPLVHVDQGLWZDVDOVRGLIÂżFXOWIRU

Within  18  months,  Gamucci  products   were  sold  in  55  countries  worldwide.   As  with  any  new  business,  and  particu-­ larly  in  any  new  technology,  the  journey   has  not  been  without  challenge.  â&#x20AC;&#x153;Thereâ&#x20AC;&#x2122;s   always  going  to  be  challenges,â&#x20AC;?  says  Taz.   As  pioneers  in  the  industry,  we  were  the   ÂżUVWWRIDFHWKHPDLQREVWDFOHVLQJURZLQJ an  electronic  cigarette  brand. â&#x20AC;&#x153;As  it  gained  momentum,  we  realised   we  were  the  victims  of  our  own  success.   As  a  brand,  Gamucci  helped  to  spawn   a  new  industry  and  many  of  our  early  dis-­ tributors  ended  up  being  brands  in  their   own  right.  As  the  business  grew,  so  did   the  competitive  landscape,â&#x20AC;?  he  adds. â&#x20AC;&#x153;It  was  a  real  learning  experience,â&#x20AC;?  

We had no idea what the market reaction would be towards electronic cigarettes, but ...our instincts told us that this definitely was an opportunity

QDWLRQDOZLWKRIÂżFHVLQ%DQJDORUH7KH experience  of  creating  an  international   business  and  building  international  teams   proved  to  be  invaluable  in  their  venture   into  electronic  cigarettes.   â&#x20AC;&#x153;We  had  no  idea  what  the  market   reaction  would  be  towards  electronic   cigarettes,  but  having  come  from  a  busi-­ ness  family,  and  having  launched  our   own  business,  our  instincts  told  us  that   WKLVGHÂżQLWHO\ZDVDQRSSRUWXQLW\&RP-­ ing  from  the  IT  software  service  sector,   we  were  unfamiliar  selling  a  product  like   an  electronic  cigarette  within  the  FMCG   sector.  We  decided  to  invest  in  this     business,  and  see  where  it  went.  We  took  

A s i a n We a l t h M a g . c o . u k

them  to  categorise  us,â&#x20AC;?  says  Taz.  Though   they  had  a  small,  unassuming  stand,   by  the  end  of  the  event,  Gamucci  was   the  talk  of  the  show  â&#x20AC;&#x201C;  not  just  among   the  exhibitors,  but  also  among  the  trade   FXVWRPHUV,WZDVFRQÂżUPDWLRQWKDWWKHLU concept  had  serious  potential.   Because  of  the  infrastructure  of  their   existing  business,  Taz  and  Umer  were   able  to  set  up  a  small  team  of  salespeople   based  in  Bangalore  who  also  acted  as   FXVWRPHUVHUYLFHDQGEDFNRIÂżFHRSHUD-­ tions.  The  business  grew,  not  only  in  the   hospitality  sector,  but  online,  and  within   the  pharmacy  sector.  They  were  getting   international  enquiries  almost  daily.  

says  Umer.  â&#x20AC;&#x153;There  were  pending  regula-­ tions  within  the  UK  and  the  US,  and   because  of  the  nature  of  the  industry,  we   had  to  stay  ahead  by  evolving  the  prod-­ uct.  We  realised  very  quickly  that  in  order   to  tap  into  the  mass  market,  we  would   have  to  bring  the  price  point  down,  but   DOVRZRUNHGWRODXQFKWKHZRUOGÂśVÂżUVW disposable  electronic  cigarette,  an  idea   spurred  by  the  nature  of  the  US  market.â&#x20AC;? Working  with  third-­party  contract   manufacturers  and  ensuring  they  would   PDNHWKHSURGXFWWRWKHLUVSHFLÂżFDWLRQV was  a  huge  challenge  so  they  decided   to  set  up  their  own  manufacturing  plant.   They  recruited  a  good  team  and  im-­

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â&#x20AC;&#x2DC;â&#x20AC;&#x2DC;

Our ambitions are large, and we believe that electronic cigarettes are the future for the smoking landscape,

mersed  themselves  into  the  process  of   becoming  manufacturers.     â&#x20AC;&#x153;From  2006,  I  spent  every  other  month   out  in  China.  We  had  the  overall  exper-­ tise  for  our  contract  manufacturers  to   grasp  and  understand  the  core  processes   of  taking  our  technology  to  manufactur-­ ing  on  a  bigger  scale.  But  we  didnâ&#x20AC;&#x2122;t  have   the  expertise  of  setting  up  our  own  facil-­ ity  in  China,â&#x20AC;?  says  Umer.   By  2011  the  company  had  established   its  wholly-­owned  manufacturing  facility   in  Shenzhen,  China,  at  which  it  now   employs  more  than  400  people.  As  the   business  grew,  demand  was  increasing.   The  brothers  were  spread  thinly  and   decided  to  graduate  Gamucci  from  be-­ ing  a  family-­run  business,  to  adopting  a   corporate  model.   They  strengthened  their  management   WHDPZLWKDQXPEHURIKLJKSURÂżOH appointments.  CEO  Tony  Scanlan  has   worked  in  director  level  positions  in  big   tobacco  for  over  20  years.  They  also  took   RQD&)2WRWDNHFRQWURORIWKHÂżQDQFH function,  and  added  further  senior  level   executives,  a  head  of  sales,  and  a  CEO   for  US  operations.  Due  to  pending  regu-­ lation  within  the  sector,  they  also  took   on  an  associate  director  of  corporate  and   regulatory  affairs.   â&#x20AC;&#x153;Our  ambitions  are  large,  and  we   believe  that  electronic  cigarettes  are  the   future  for  the  smoking  landscape,â&#x20AC;?  says   Taz.  â&#x20AC;&#x153;We  realise  that  to  become  a  major   player,  we  have  to  grow  our  business   and  to  do  that,  we  need  investment.â&#x20AC;?   *DPXFFLLVFXUUHQWO\LQWKHÂżQDOVWDJHV of  a  fundraising  exercise,  looking  to  raise   ÂŁ20m  to  increase  manufacturing  capabili-­ ties  and  develop  its  main  markets.  It  is   looking  for  a  second  round  of  investment   9-­12  months  after  that.   The  team  is  now  looking  to  manufac-­ ture  the  â&#x20AC;&#x2DC;next  generationâ&#x20AC;&#x2122;  of  electronic   cigarette  and  vapour  devices,  and  also   looking  to  market  to  the  medical  world   for  licensed  medical  devices.   Though  electronic  cigarettes  are   likely  to  come  under  new  regulation,   WKHEURWKHUVDUHFRQÂżGHQWWKDW*DPXFFL

A s i a n We a l t h M a g . c o . u k

is  uniquely  prepared  for  this.  â&#x20AC;&#x153;The   manufacturing  side  of  the  business  comes   under  the  most  scrutiny,â&#x20AC;?  says  Taz.  â&#x20AC;&#x153;Our   facility  only  makes  Gamucci  products   and  as  we  own  and  manage  that  facility,   we  are  well-­positioned  to  adapt  to  any   changes  required.â&#x20AC;? A  few  months  ago,  Gamucci  intro-­ duced  the  â&#x20AC;&#x2DC;Gamucci  Electronic  Cigarette   Zoneâ&#x20AC;&#x2122;  at  London  Heathrow.  Located   DLUVLGHLWLVWKHÂżUVWGHVLJQDWHGLQGRRU area  where  passengers  can  enjoy  elec-­ tronic  cigarettes.  â&#x20AC;&#x153;We  are  both  frequent   travellers  and  understand  the  frustrations   smokers  have  once  they  go  through   security.  If  you  are  a  smoker,  youâ&#x20AC;&#x2122;re   stuck,â&#x20AC;?  says  Umer.  â&#x20AC;&#x153;We  are  in  some  way   allowing  smokers  who  havenâ&#x20AC;&#x2122;t  experi-­ enced  vaping  to  try  our  productsâ&#x20AC;Śwhat   better  place  than  an  airport  where  you   canâ&#x20AC;&#x2122;t  smoke.â&#x20AC;?   Gamucci  products  are  now  available     in  over  55  countries  worldwide  and     in  10,000  outlets  in  the  UK  alone,     including  stores  such  as  Waitrose,     Tesco  and  WHSmith.  Taz  tells  me  that   they  are  looking  at  rolling  out  the  vaping   lounge  model  to  other  transport  hubs.   â&#x20AC;&#x153;We  are  the  brainchild  behind  the   electronic  cigarette  industry  within  the   UK  and  honestly  believe  that  within  the   next  decade  or  so,  traditional  tobacco   cigarettes  will  become  obsolete,â&#x20AC;?  he  

RELAXING IN THE VAPING ZONE IN LONDON HEATHROWâ&#x20AC;&#x2122;S TERMINAL 4.

says.  â&#x20AC;&#x153;People  will  be  consuming  nicotine   through  a  number  of  different  types  of   devices  minus  the  tobacco.  Currently   electronic  cigarettes  are  the  product  driv-­ ing  that  forward.â&#x20AC;? â&#x20AC;&#x153;We  believe  that  the  reason  we  are   different  is  because  not  only  do  we  have   a  good  management  team  that  mixes   entrepreneurial  talent  and  big  brand   tobacco,â&#x20AC;?  adds  Umer.  â&#x20AC;&#x153;We  are  the  only   vertically  integrated  electronic  cigarette   brand  where  we  own  our  manufacturing   facility,  have  full  control  over  our  supply   chain  and  distribution,  and  are  the  only   company  with  a  patent  for  the  cartomizer   technology.  Fundraising  will  allow  us   to  capitalise  on  these  fundamentals  to   become  a  major  player  worldwide.â&#x20AC;?   Gamucci  has  recently  launched  in   Spain  and  the  Netherlands,  and  is  in   the  process  of  launching  in  Russia.  The   brothers  are  now  looking  forward  to   launching  in  India.  â&#x20AC;&#x153;India  is  a  huge  op-­ portunity,â&#x20AC;?  says  Taz.  â&#x20AC;&#x153;The  USA  and  the   UK  are  a  core  focus,  but  India  could  be   largest  electronic  cigarette  market  in  the   future.â&#x20AC;?     gamucci.com

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With the surge in popularity of marketing through social media and online formats, one might be forgiven for believing that the only way to get your brand the coverage it deserves is through websites. However, as Andrew Stone finds out, traditional advertising still has some way to go before the party is over.

ADVERTISING IS DEAD?

long live

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Advertising

advertising! A s i a n We a l t h M a g . c o . u k

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QUINTESSENTIAL BRITISH LEATHER GOODS SINCE 1934 www.ettinger.co.uk Tel: +44 (0)20 8877 1616

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t

Advertising

HE  INTERNET   HAS  KILLED   TRADITIONAL   ADVERTISING.   Traditional  ads  canâ&#x20AC;&#x2122;t   be  measured.  Young  people  hate  being   sold  to.  Everything  is  now  all  about  word   of  mouth  and  itâ&#x20AC;&#x2122;s  all  free  anyway.   That,  at  least,  is  the  received  wisdom   youâ&#x20AC;&#x2122;ll  hear  these  days  when  it  comes   to  marketing  your  products  or  services   or  building  a  brand.  And  there  is  no   doubt  that  the  advent  of  the  internet   and  social  media  have  changed  the   game.  They  have  challenged  traditional   advertising  and  massively  added  to  the   armoury  or  marketing  weapons  that   businesses  can  use. But  reports  of  the  death  of  advertis-­ ing  have  been  greatly  exaggerated  and   traditional  advertising  mediums  still   have  a  powerful  reach.  A  report  from  US   advertising  company  MRI,  for  instance,   found  that  magazines  hold  the  biggest   LQĂ&#x20AC;XHQFHRYHUFRQVXPHUV   Itâ&#x20AC;&#x2122;s  counterintuitive  to  think  that  online   advertising  is  not  always  the  most  effec-­ tive  medium  but  print  has  a  tangibility   that  appeals  to  many  consumers,  giving   it  longer  life  as  they  are  passed  on  to   QHZUHDGHUVVD\V86PDUNHWLQJÂżUP Mcdaniels. â&#x20AC;&#x153;Magazines  offer  possibilities  for   incisive  targeting,  by  geography,  hobby,   profession,  interest  and  more,  as  well  as   high-­quality  advertising  thanks  to  high-­ quality  production.  Tendencies  toward   keeping  magazines  as  a  reference,  keep-­ sake  or  simply  for  future  reading  pleasure   give  them  an  extended  shelf  life  hard  to   match,â&#x20AC;?  it  states. This  is  all  backed  up  by  research   from  software  company  Adobeâ&#x20AC;&#x2122;s  recent   Click  Here:  State  of  Online  Advertis-­ ing  study,  which  found  consumers  still   prefer  traditional  print,  TV  and  outdoor   advertising  to  newer  online  channels.   Print  magazines  were  voted  the  most   SRSXODUDGYHUWLVLQJPHGLXP RIWKH SROO LQWKH8.DKHDGRI79DGV   DQGZHEVLWHV  

A s i a n We a l t h M a g . c o . u k

â&#x20AC;&#x2DC;â&#x20AC;&#x2DC;

Magazines offer possibilities for incisive targeting, by geography, hobby,

profession, interest and more, as well as high-quality advertising thanks to

high-quality production.

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Award Winning. Creative. Beautiful. Made in London, desired Worldwide.

When we launched Devnaa, we set out with a simple mission – to create the world’s finest Indian inspired confectionery. We’ve won multiple awards for our extraordinary chocolate and even won awards for our beautiful packaging. Devnaa chocolates have been presented to A-list Bollywood stars and sent around the globe by multinational businesses as unique corporate gifts. We’ve catered for the most memorable weddings and developed recipe books that are loved by people worldwide. For 2014 we’ve added a passion fruit caramel and mango fudge to our signature chocolate collection.

indian inspired confectionery

devnaa.com

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Advertising The  good  news  for  entrepreneurs  and   owner  or  managers  of  growing  busi-­ nesses  is  that  they  are  likely  to  get  more   from  their  advertising  spend  whether   online,  in  print  or  broadcast  than  larger   ULYDOV$UHSRUWFRQGXFWHGIRUWKH UK  Advertising  Association  found  that   VSHQGLQJDQDGGLWLRQDOÂ&#x2026;RQDGYHUWLVLQJ ZRXOGEHQHÂżWDQ60(QHDUO\HLJKWWLPHV as  much  relative  to  its  size  as  an  equiva-­ OHQWÂ&#x2026;VSHQWE\DODUJHUEXVLQHVV In  fact,  a  lack  of  investment  in  ad-­ vertising  could  even  be  holding  SMEs   EDFN7KH\DFFRXQWIRURQO\RIWRWDO UK  advertising  spend,  even  though  they   FRQWULEXWHQHDUO\RI8.WXUQRYHU The  report  suggested  that  using  advertis-­ ing  could  help  to  raise  UK  SME  exports   WRWKH(8DQGDGGÂ&#x2026;EQWRWKHHFRQRP\ â&#x20AC;&#x153;The  research  strongly  suggests  that   small,  high-­growth-­potential  businesses   are  under  investing,â&#x20AC;?  says  Ian  Barber     a  spokesman  for  the  Advertising     Association.  

t

he  survey  found  that   SMEs  which  adver-­ tise  are  more  likely  to   achieve  growth,  yet   many  are  understandably   held  back  by  concerns   over  cost  and  the  pros-­ pect  of  getting  a  return   on  investment.  Two-­ WKLUGV  RI60(V which  do  not  advertise   believe  that  advertis-­ ing  is  â&#x20AC;&#x153;too  expensiveâ&#x20AC;?  and  additionally,   EHOLHYHLWLV³¿QDQFLDOO\ULVN\´ Fewer  than  one-­third  of  SMEs  invest   in  any  form  of  advertising  and  even   DPRQJEXVLQHVVHVZLWKPRUHWKDQÂ&#x2026;P WXUQRYHUIHZHUWKDQRQHLQWZR   currently  advertise. <HWWKHÂżJXUHVVXJJHVWWKDWWKRVHWKDW GRLQYHVWDUHEHQHÂżWWLQJ+LJKJURZWK SMEs  are  more  likely  to  advertise  and   RI60(VWKDWKDYHDGYHUWLVHGVD\LW was  a  success,  the  survey  found. It  suggests  that  companies  which   simply  try  to  market  their  services  to   customers  via  social  media  are  missing   out.  While  it  is  true  that  social  media   offer  ways  to  reach  customers  easily  and   inexpensively,  this  is  nothing  new,  adds   Ian  Barber.  â&#x20AC;&#x153;There  have  always  been   free  media  opportunities  using  boards,   company  vehicles,  shop  windows.â&#x20AC;?   If  free  media  is  nothing  new  and  yet   advertising  still  worked  in  the  days  

A s i a n We a l t h M a g . c o . u k

before  digital  media  that  suggests  it  still   has  its  place  now.  In  fact,  it  can  offer   even  better  value  today,  says  Ian.  â&#x20AC;&#x153;What   is  different  today  is  the  cost  of  advertis-­ ing.  The  entry  cost  into  a  more  strategic   paid-­for  ad  or  media  campaign  is  lower   than  it  used  to  be,  even  for  mainstream   media  like  radio  and  TV,  while  the  cost   of  online  advertising  is  extremely  low   and  extremely  targeted.â&#x20AC;? Many  high-­growth  SMEs  have  had   success  with  low-­cost  and  local  adver-­ tising  including  radio  and  newspapers   which  offer  an  opportunity  to  attract  a   UHJLRQDOO\VSHFLÂżFDXGLHQFHRURQOLQH pay-­per-­click  services  that  allow  them  to   monitor  their  advertising  closely. Advertising  creates  and  sustains   relationships  between  consumers  and   companies.  It  informs  consumers  about   existing  products  and  innovations,  help-­ ing  the  best  ideas,  products  and  brands  to  

â&#x20AC;&#x2DC;â&#x20AC;&#x2DC;

succeed.  It  helps  companies  to  commu-­ nicate  their  prices  and  products,  allowing   people  to  make  informed  choices  about   who  they  buy  from  and  at  what  price.   It  also  still  plays  an  important  role  in   helping  businesses  build  their  brands  and   differentiate  their  products.  It  can  also   play  a  key  role  for  SMEs  looking  to  enter   new  overseas  markets,  in  particular,  sup-­ porting  market  entry  and  helping  to  build   larger  market  shares. So  how  do  businesses  decide  whether   to  advertise  and  how  do  they  make  the   most  of  their  advertising  when  they   do  spend  on  it?  The  key  is  to  create  a   coherent  and  considered  plan,  says  the   Advertising  Associationâ&#x20AC;&#x2122;s  Ian  Barber.   SMEs  fail  to  extract  the  maximum  value   from  their  campaigns  when  they  are   designing  each  advert  in  isolation  and   where  they  donâ&#x20AC;&#x2122;t  measure  the  results  of   their  advertising.  

While it is true that social media offer ways to reach

customers easily and inexpensively,

this is nothing new.

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Failing  to  do  this  makes  it  more     GLIÂżFXOWIRUWKHPWRFDOFXODWHDQDFFXUDWH return  on  investment  and  harder  for  them   WRLPSURYHDQGUHÂżQHWKHLUFDPSDLJQV over  time. Among  SMEs  that  advertise,  the  ones   that  achieve  the  best  results  are  the  ones   that  use  multiple  advertising  channels   and  which  develop  a  structured  cam-­ paign,  rather  than  relying  on  an     occasional  advert  or  just  using  one     FKDQQHO7KHRIDOO60(VWKDW   believe  their  advertising  has  been  a     VXFFHVVULVHVWRIRUWKRVHZKRKDYH a  structured  multi-­channel  campaign. â&#x20AC;&#x153;The  report  shows  that  when  they  get   advice  and  put  in  place  multi-­channel   campaigns,  their  advertising  is  more     effective,â&#x20AC;?  says  Ian. Deciding  whether  to  spend  on     advertising  and  how  to  do  it  must  also   be  informed  by  a  wider  and  carefully   thought  out  marketing  strategy,  says   marketing  and  brand  expert  Paul  Bay,  of   consultancy  Citizen  Bay. â&#x20AC;&#x153;There  will  always  be  a  place  for  the   advertising  message.  The  power  of     effective  advertising  is  in  the  way  it  can   help  to  trigger  a  rethinking  about  a  par-­ ticular  brand  and  build  awareness  rapidly   but  it  has  to  justify  itself  more  than  ever,â&#x20AC;?   says  Paul. â&#x20AC;&#x153;People  have  the  power  to  seek  infor-­ mation  about  products  and  services,  pric-­ ing  promotions  and  quality.  The  old  style   business  funnel  from  awareness  to  clos-­ ing  a  sale  is  not  really  around  anymore.   More  than  ever  before  it  is  about  what   people  say  about  your  product  online,  so   advertising  has  to  be  challenged  at  more   levels  now.â&#x20AC;?

e

ach  advertising   medium  has  to  be   challenged  about  the   EHQH¿WVLWZLOORIIHU Magazines  must     demonstrate  knowl-­ edge  of  how  their   readers  react  to  the  ads   in  them  and  websites   must  be  able  to  justify   what  their  ads  will  return. But  before  any  marketing  activ-­ ity  takes  place,  and  especially  before   embarking  on  an  ad  campaign,  it  must  be   underpinned  by  some  research  on  your   customers  that  offers  you  insights  about   them,  explains  Paul.     Finding  out  what  people  are  saying  to  

A s i a n We a l t h M a g . c o . u k

â&#x20AC;&#x2DC;â&#x20AC;&#x2DC;

Advertising

People have the power to seek information about products and services, pricing promotions and quality.

each  other  about  your  sector,  products   or  competitors  can  be  free,  relatively   simple  and  will  offer  a  wealth  of  insights.   â&#x20AC;&#x153;Analysing  what  people  are  saying  to   each  other  gives  you  an  amazing  insight   into  what  makes  people  tick.  Start  with   customer  insights  whether  thatâ&#x20AC;&#x2122;s  from   people  coming  into  the  shop,  from  your   sales  team  or  in  online  surveys,â&#x20AC;?    advises  Paul. â&#x20AC;&#x153;They  will  give  you  amazing  nuggets   from  that  can  work  out  the  best  forms   of  reaching  them.  Itâ&#x20AC;&#x2122;s  all  about  building   long-­term  customer  relationships  and   revenues.  Focus  on  that  bit  and  every-­ thing  else  will  fall  into  place.â&#x20AC;? Once  youâ&#x20AC;&#x2122;ve  done  this,  getting  the  mix   of  â&#x20AC;&#x153;earned,  owned  and  paid-­forâ&#x20AC;?  market-­ ing  is  important.  Owned  marketing  is   the  effort  you  put  into  your  own  assets  in-­ cluding  your  website  and  physical  space   -­  shop  windows  and  displays,  earned   marketing  is  the  conversations  others   are  having  about  your  product  between   themselves,  and  paid-­for  is  advertising. Keep  trying,  testing  and  measuring  to   ÂżQGWKHULJKWPL[RIWKHVHWKUHHIRU\RXU

business,  says  Paul.  â&#x20AC;&#x153;For  one  company   Facebook  might  work,  for  another  it  will   EHDQROGVFKRROSULQWDG<RXRQO\ÂżQG out  by  testing.â&#x20AC;? Measure  the  response  to  the  campaign   LQWHUPVRIKDUGQXPEHUV FODVVLFPHGLD metrics  like  the  number  of  website  clicks   LWJHQHUDWHG EXWDOVRSHRSOHÂśVHPRWLRQDO response,  says  Paul.  Did  they  like  it?     Did  it  make  them  rethink  your  busi-­ ness?  You  can  pick  that  up  in  the  social   space  or  when  your  sales  teams  speak  to   customers. Having  a  common  sense  attention  to   detail  will  also  help  you  get  the  most   from  an  ad  campaign,  says  Paul.  Think   about  the  journey  you  want  a  customer   to  take  when  they  respond  to  an  ad  and   make  it  an  easy  one.  Make  sure  web  links   on  the  ad  take  customers  to  the  relevant   SDJH ZKLFKLVRIWHQQRW\RXUKRPH SDJH  Make  ads  simple  and  uncluttered.     Effective  use  of  things  like  font  and     colour  will  aid  clarity,  says  Paul.     â&#x20AC;&#x153;Simplicity  works  and  all  too  often     we  over-­complicate  things.â&#x20AC;?

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{ {

TEN OF THE BEST

advertising campaigns

Viral, print or TV, featuring cute characters or record-breaking stunts, nobody forgets a good advertising campaign. Andrew Stone looks back through history at ten of the best marketing campaigns which have benefitted the companyâ&#x20AC;&#x2122;s revenue, value or market share. 82

A s i a n We a l t h M a g . c o . u k


Ten of the best

DE BEERS

â&#x20AC;&#x153;A  diamond  is  foreverâ&#x20AC;? Used  by  diamond  giant  De  Beers  in   HYHU\FDPSDLJQVLQFHWKLV   elegant  phrase  established  diamonds     as  a  token  of  enduring  love  and  of     betrothal.  Its  success  is  hard  to     overstate;  the  ad  basically  created     the  market  and  became  part  of  the  cul-­ ture  and  language,  celebrated  in     VRQJDQGÂżOP

RED BULL

Felix  Baumgartner  stunt As  daredevil  Felix  Baumgartner     SOXPPHWHGPLOHVWRHDUWKODVW   year  in  his  record-­breaking  freefall     from  the  edge  of  space,  his  sponsor     Red  Bull  notched  up  its  single  most    

A s i a n We a l t h M a g . c o . u k

effective  high-­adrenaline  marketing   coup.  The  event  was  said  to  have     instantly  added  tens  of  millions  of     dollars  to  the  brand.

NIKE

â&#x20AC;&#x153;JUST  DO  ITâ&#x20AC;? The  simple  slogan  transformed     Nikeâ&#x20AC;&#x2122;s  ability  to  sell  to  men  and  women   of  all  ages.  In  the  decade  after  Nike   ODXQFKHGWKHÂżUVWDGZLWKWKHVORJDQLW increased  its  North  American  market   VKDUHIURPWRDQGZRUOG ZLGHVDOHVIURPXQGHUEQWRPRUH   WKDQEQ

VOLKSWAGEN

â&#x20AC;&#x153;Think  Smallâ&#x20AC;? ,QWKHV9:86$ZDVVWUXJJOLQJWR

sell  its  Beetle  â&#x20AC;&#x201C;  an  odd  looking  small     car  designed  in  Nazi-­era  Germany     compared  to  the  luxury  all-­American   chrome  gas  guzzlers  on  sale  at  the  time.   The  minimalistic  Think  Small     print  campaign  boosted  sales,  helped   build  lifetime  brand  loyalty  among     buyers  and  laid  the  way  for  a  new  style   of  advertising.

APPLE

â&#x20AC;&#x153;Get  a  Macâ&#x20AC;? The  entertaining  and  extensive  series   RIDGVDLUHGEHWZHHQDQG elegantly  and  amusingly  highlighted   the  simplicity  of  the  user  experience   of  Macs  compared  to  PCs  featuring  a   comic  duo  personifying  each  machine.   $SSOHÂśVPDUNHWVKDUHJUHZE\   during  and  after  the  campaign.  

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The fragrant scent from an

English Rose in regent’s park

Strawberries and Cream

at Wimbledon

A cold, crisp Ginger Beer

at your favourite Pub Afternoon Tea

in one of London’s

finest hotels

Salt & Vinegar

on your chips

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Jour ney into some of Britain’s iconic flavour combinations at lond on ch o c.com Also available at Har rods A s i a n We a l t h M a g . c o . u k

A d D e s igned by: am ove o.tv

Gin & Tonic at a swanky night club


Best before: anyone else gets home.

â&#x20AC;&#x2DC;â&#x20AC;&#x2DC;

Chocolate and Vanilla Cheesecake.

It paid for itself nearly six times over and tripled the value of Radley in less than two years.

TOURISM QUEENSLAND

â&#x20AC;&#x153;Best  Job  in  the  Worldâ&#x20AC;?

A  massive  hit  because  it  encouraged   everyone  to  imagine  what  it  would   be  like  to  be Â��paid    to  spend  time  on  a   tropical  island  in  the  Great  Barrier  Reef,   Tourism  Queenslandâ&#x20AC;&#x2122;s  Best  Job  in  the   World  campaign  secured  massive  press   FRYHUDJHZRUOGZLGHJHQHUDWLQJP in  global  publicity  value.  

RADLEY

â&#x20AC;&#x153;Truly  Radley  Deeplyâ&#x20AC;? A  guerilla  ad  and  PR  campaign     enabled  the  British  handbag  maker  to     JHWWDONHGDERXWE\FXVWRPHUVDQGLQĂ&#x20AC;X-­ ential  fashion  buyers.  It  paid  for  itself  

A s i a n We a l t h M a g . c o . u k

nearly  six  times  over  and  tripled  the     value  of  Radley  in  less  than  two  years.   Not  a  global  classic  but  a  great  example   of  the  effective  use  of  small  budgets.  

REESEâ&#x20AC;&#x2122;S PIECES

ET  the  Movie 5HHVHœV3LHFHVVDOHVURVHDIWHU   the  brand  was  famously  and  memorably   PHQWLRQHGLQWKH¿OP(7,WZDVD   product  placement  opportunity  rival   confectioner  M&Ms  turned  down  to  its   enduring  regret.

HAXAN FILMS

â&#x20AC;&#x153;Blair  Witch  Projectâ&#x20AC;? &RVWLQJMXVWWRVKRRWWKHVPDVK KLW%ODLU:LWFK3URMHFWKRUURU

PRYLHWRRNPLQVDOHVWKDQNVLQ great  part  to  a  series  of  low-­cost     missing  person  style  ads  and  online     message  board  postings  that  helped     FRQYLQFHSHRSOHWKDWWKHÂżOPZDV   true.  One  of  the  earliest  and  still     most  successful  â&#x20AC;&#x2DC;viralâ&#x20AC;&#x2122;  online     campaigns.

GĂ&#x153;

â&#x20AC;&#x153;Give  in  to  a  GĂ&#x153;â&#x20AC;? $QRWKHUVPDOOVFDOHKLWWKH   premium  dessert  campaign  brilliantly   targeted  affordable  everyday  luxury     treats  at  recession  hit  consumers.     The  campaign  achieved  a  return  of     Â&#x2026;IRUHYHU\Â&#x2026;VSHQWERRVWLQJ   UHYHQXHVE\Â&#x2026;PDQGKHOSHG* GRXEOH sales  within  three  years.

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Maseratiâ&#x20AC;&#x2122;s 86

A s i a n We a l t h M a g . c o . u k


On The Road

Inspired and encouraged by the considerable success of the GranTurismo MC Stradale, the new Maserati GranCabrio MC completes the open-top range with a sporty and aggressive look.

NEWEST FAMILY MEMBER A s i a n We a l t h M a g . c o . u k

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A s i a n We a l t h M a g . c o . u k


T

HE  NEW,  SPORTY   LOOK  OF  THE   GRANCABRIO  MC   can  be  seen  in  each   stylistic  element  of   its  bodywork.  Inspired  directly  by  the   cars  of  the  Maserati  Trofeo  MC  World   Series  and  the  GT4  version,  the  new   design  perfectly  blends  sportiness,  dy-­ namism,  the  search  for  aerodynamic   perfection,  elegance  and  style.  These   stylistic  elements  are  already  partly   characterised  in  the  GranTurismo  MC   Stradale  and  the  GranTurismo  Sport,  and  seamlessly  unite  form   and  function. The  car  has  a  front  end  inspired  directly  by  the  MC  Stradale,   DGRSWLQJDSURÂżOHGHVLJQHGWRRSWLPLVHWKHDHURG\QDPLFOLIWDQG Ă&#x20AC;RZ7KHVHGLIIHUIURPWKRVHRQRWKHUYHUVLRQVRIWKH*UDQ-­ Cabrio  due  to  the  increased  car  length  and  other  aerodynamic   elements  at  the  rear  end.   The  bonnet  incorporates  two  generous  air  outlets  at  the  centre   WRRSWLPLVHFRROLQJRIWKHSRZHUIXO9DQGWZRPRUHDLURXWOHWV to  cool  down  the  brake  discs  have  also  been  added  to  the  two   front  wings.   Initially  introduced  on  the  GranTurismo  Sport  the  new     headlights,  which  adopt  LEDs  for  the  daytime  running  light   function,  complete  the  new  look  of  the  GranCabrio  MC.   Though  they  maintain  the  external  shape  seen  on  the  other  three   versions  in  the  GranCabrio  range,  the  new  headlights  adopt  the   most  modern  technology,  perfectly  enhanced  with  an  extremely   sporty  look  thanks  to  the  matt  black  colour  of  the  structure.   The  rear  is  characterised  by  the  large  spoiler,  for  greater     negative  lift  at  high  speeds.  Inside  the  spoiler,  built  into  the     luggage  compartment,  is  the  third  brake  light.  The  standard  ver-­ sion  comes  in  the  same  colour  as  the  body  and  it  is  also  avail-­ able,  within  the  various  car  customisation  packages,  with    

A s i a n We a l t h M a g . c o . u k

DFDUERQÂżQLVK The  bumper  has  been  completely  redesigned  at  the  bottom  to   make  the  new  model  even  sportier  and  at  the  same  time  ensure   RSWLPDODHURG\QDPLFHIÂżFLHQF\7KHFLUFXODUH[KDXVWVKDYH EHHQPRYHGWRWKHFHQWUHRIWKHEXPSHUDQGWKHVSHFLÂżFOD\RXW of  the  air  ducts,  built  into  the  lower  part  of  the  bumper,  ensure   JUHDWHUVWUHDPOLQLQJVWDELOLVLQJWKHDLUĂ&#x20AC;RZIURPWKHXQGHUERG\ $VZLWKWKHPRVWVSRUW\*UDQ7XULVPRLQWKHUDQJH WKH *UDQ7XULVPR6SRUW WKH*UDQ&DEULR0&DOVRDGRSWVWKHQHZ OLWUH9HQJLQHZKLFKGHOLYHUVN: +3 WRJHWKHU ZLWKVXEVWDQWLDOWRUTXHRI1PDWUSP 7KHSLVWRQVSRVLWLRQHGDWDQDQJOHRIÂ&#x192;DUHPDGHRIUHLQ-­ forced,  hardened  aluminium,  as  is  the  engine  block.  The  crank-­ VKDIWZLWKÂżYHSRLQWEDODQFLQJLVPDGHRIKLJKVWUHQJWKVWHHO The  timing  system,  with  two  chains  per  bank,  features  dual   variable  valve  timing.   The  new  power  unit,  in  combination  with  the  MC  Auto  Shift   transmission,  is  now  able  to  propel  the  GranCabrio  MC,  in   FORVHGVRIWWRSFRQÂżJXUDWLRQWRDWRSVSHHGRINPKZLWK DFFHOHUDWLRQRIWRNPKLQVHFRQGV The  Maserati  GranCabrio  MC  is  available  for  £111,745.     For  dealer  information  go  to  Maserati.co.uk.

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gem THE UKâ&#x20AC;&#x2122;S NO 1

With the winter rain battering at his door, Varun Sharma did not have to tread too far afield to find this monthâ&#x20AC;&#x2122;s luxury hideaway.

THE  GREAT  BRITISH  WEATHER  has  put  me  on  tenterhooks  and  I  am  â&#x20AC;&#x201C;   almost  on  a  daily  basis  â&#x20AC;&#x201C;  subjected  to  that  very  unnerving  choice  between   ÂżJKWRUĂ&#x20AC;LJKW)LJKWÂąDQGVWD\LQWKH8.DQGVHHZKDWWKHFRXQWU\ORRNV OLNHXQGHUZDWHURUFKRRVHWRĂ&#x20AC;\VRPHZKHUHÂąDQ\ZKHUHÂąZKHUHWKHUHLV little  precipitation  and  a  big  pot  of  glorious,  hot  sunshine. While  the  latter  is  the  obvious  and  saner  option,  I  decided  a  few  week-­ ends  ago  to  escape  to  the  Cotswolds  â&#x20AC;&#x201C;  one  of  the  more  famous  luxury   country  destinations. Model  Kate  Moss,  actress  Kate  Winslet  and  fashion  designer  Stella   McCartney  have  all  made  homes  in  this  area  of  England  because  of  its   FORVHSUR[LPLW\WR/RQGRQWKHVWXQQLQJFRXQWU\VLGH VHFRQGRQO\WR'RUVHW

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Travel

THE ROLLING COTSWOLDS HILLS ATTRACT THE GREAT AND GOOD FROM LONDON ON A REGULAR BASIS FOR A WEEKEND BREAK

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THE DECOR AT NO 1 OAK HOUSE IS ECLECTIC AND BOLD

LQP\ERRN DQGOLNH%HYHUO\+LOOVFHOHEVOLNHWREHLQFORVH proximity  to  their  own  â&#x20AC;&#x153;kindâ&#x20AC;?.  It  is  also  worth  pointing  out  that   the  likes  of  Jane  Austen,  William  Shakespeare  and  Gustav  Holst   had  connections  to  the  area. 7KH&RWVZROGVDUHDUDQJHRIKLOOVLQVRXWKVRXWKZHVW   England  and  take  in  the  counties  of  Gloucestershire,  Oxford-­ shire,  Worcestershire,  Warwickshire,  Wiltshire  and  parts  of   Somerset.  But  the  name  now  represents  an  area  synonymous   with  a  luxury  lifestyle. There  are  many  â&#x20AC;&#x153;famousâ&#x20AC;?  towns  and  villages  in  the   Cotswolds  including  Chipping  Campden,  Chipping  Norton,   Cirencester  and  Broadway  but  on  my  wee  sojourn  I  headed  to   Tetbury,  home  to  Prince  Charlesâ&#x20AC;&#x2122;  Highgrove  Estate.

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I  left  my  home  under  dark  skies  and  imminent  doom  and  by   WKHWLPH,DUULYHGRXWVLGH2DN+RXVH1RWKHVXQZDVVKLQLQJ the  sky  was  blue,  the  air  was  fresh  and  I  could  feel  that  I  was   about  to  enjoy  a  special  couple  of  days. 7HWEXU\PDGHLWVIRUWXQHLQWKHWKFHQWXU\IURPWKHZRRO WUDGH$VWXQQLQJWRZQZDVHUHFWHGÂżOOHGZLWKLPSUHVVLYHEXLOG-­ ings  that  were  visibly  constructed  to  stand  the  test  of  time. Sitting  on  the  townâ&#x20AC;&#x2122;s  most  opulent  square  sits  a  grandiose   WKFHQWXU\WRZQKRXVHWKDWIURPWKHRXWVLGHORRNVOLNHLWLVÂżW for  a  King,  and  on  the  inside  The  King  of  Rock  and  Roll. Oak  House  has  just  four  bedrooms  and  is  the  smallest  bou-­ WLTXHSURSHUW\% %KRWHO,KDYHHYHUUHYLHZHG,WZDVRSHQHG LQDIWHUIRXU\HDUVRIGHVLJQ%XWDVZLWKPDQ\VPDOO

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17  London  locations   2000  luxury  guest  rooms  and  suites 2000  plus  capacity  in  state-­of-­the-­art  conference  and  events  spaces )RUHQTXLULHVSOHDVHFRQWDFWXV 7  _(UHVHUYDWLRQV#JUDQJHKRWHOVFRP ZZZJUDQJHKRWHOVFRP

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IN ASSOCIATION WITH PREMIER

HAWAII AND THE GREAT US OF A THE FOUR BEDROOMS MATCH TRADITIONAL FURNISHINGS WITH INROOM TECHNOLOGY

things,  there  is  so  much  to  say. It  is  owned  by  Gary  and  Nicola  King.  They  have  lived   and  travelled  everywhere  in  the  world.  They  have  stayed  in   as  many  luxury  hotels  as  anyone  I  know.  They  love  their  art   ERWKPRGHUQ :DUKRO DQGFODVVLFDO7KH\KDYHWDVWH7KH\ have  class.  They  can  cook  an  amazing  breakfast.  They  have   a  superb  dog  called  Woody.  They  understand  service.  If  I   were  an  hotelier  and  wanted  to  go  it  alone,  the  Kings  would   be  my  inspiration. Each  of  the  four  bedrooms  is  tastefully  decorated  with   ODUJHFRPIRUWDEOHEHGVLQURRPWHFKQRORJ\ WKDWZRUNV  beautiful  but  practical  furniture,  homely  bathrooms  and  yes   â&#x20AC;&#x201C;  that  wonderful  feeling  that  you  are  staying  in  your  richest   and  classiest  friendâ&#x20AC;&#x2122;s  home. ,VWD\HGLQWKH&DYDOLHU5RRP ZKLFKFDQVOHHSXSWRIRXU JXHVWV ÂąVXUHO\WKHÂłVH[LHVW´KRWHOURRPLQWKHZRUOG I  could  have  explored  the  nearby  attractions  and  I  could   have  taken  long  country  strolls  but  instead  I  stayed  in  my   room,  drank  fantastic  red  wine,  took  long  baths,  enjoyed  the   peace  and  tranquillity  of  my  surroundings  and  contemplated. ,IP\OLIHZHUHÂżOOHGZLWKWKHFRPSDQ\WKHFXLVLQHDQG the  atmosphere  of  Oak  House,  then  my  life  would  be  truly   perfect. THE HIGHS O  The  afternoon  tea OThe  breakfast OThe  bedrooms OThe  dining  room OThe  art OThe  books OWoody  the  pooch OThe  peace THE LOWS OTetbury  does  not  â&#x20AC;&#x153;buzzâ&#x20AC;? OOak  House  can  get  too  quiet OYou  â&#x20AC;&#x153;knowâ&#x20AC;?  you  are  in  a  home,  not  a  hotel     O1RGLQQHU ZKLFK,DPVXUHLIWKH\GLGRIIHU   ZRXOGEHDPD]LQJ

OThe  farewell

Experience the wonders of Las Vegas before heading to the famed beaches of the Hawaiian Islands!

W

hat makes Las Vegas fabulous? Could it be shopping in designer boutiques set in chic malls? Could it be the larger-than-life resident shows like Cirque du Soleil? Or the world famous casinos and nightlife that will mesmerise your senses for long after you have left this amazing playground of decadence. Famed as the entertainment capital of the world, Las Vegas also enjoys 300 days of sunshine, which makes it an ideal year round destination. A walk along the Strip will have you pointing and shouting â&#x20AC;&#x153;Wow â&#x20AC;&#x201C; look at that!â&#x20AC;? Where else can you go to the top of the Eiffel Tower, visit St Marks Square, watch dancing fountains at the Bellagio, and see the Beatles perform? Aloha Hawaii! Exotic beaches, the surf, the hula and natural beauty are all wrapped in the flower garland of friendship. Hawaii is also home to lush landscapes, rich rainforests and towering cliffs that conjure up images of care free days. Honolulu, for instance, treats you with an exciting cultural and dining diversity in a mountainous backdrop. Waikiki is another Hawaiian paradise for those looking to be pampered. While away the hours topping up your tan, exploring chic spas and enjoy a meal right on the beach with your loved one; take life at your own pace in enchanting Hawaii. Call Premier by Brightsun on 0208 819 9852 to book your luxury holiday or email us on premier@brightsun.co.uk.

Varun  Sharma  is  the  host  of  Inside  Luxury  Travel  â&#x20AC;&#x201C;     a  television  show  on  Travel  Channel  that  focuses  on  high-­ end  travel.  His  new  series  starts  airing  in  July  2014.

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corporate gala dinners O  award ceremonies O  conference production O  set & stage design O  event design & production O

To arrange a meeting please contact our sales team on 0208 664 1133. Alternatively visit our interactive website at mevents.co.uk


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MERIDIAN WEST BOUTIQUE OPENING Meridian Audio celebrated the formal opening of its latest boutique store, and the first in London in February. Located in the heart of the Chelsea Design Quarter, the Meridian West London Boutique opened its doors with a week of celebratory occasions. World-renowned violinist Diana Yukawa performed her revolutionary interpretation of classical music played in harmony with her own compositions courtesy of the new Meridian Special Edition DSP Digital Active Loudspeakers. The Boutique, which will feature the complete range of Meridian Audioâ&#x20AC;&#x2122;s

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systems, is set across dedicated zones housing the multi award-winning line up including DSP Digital Active Loudspeakers, Meridian Reference Series, Meridian Streaming Systems and the newly introduced Personal Audio range. One of the keystones of the launch event programme was the UK unveiling of the new Special Edition DSP Digital Active Loudspeakers. Marking the 25th anniversary of the introduction of the worldâ&#x20AC;&#x2122;s first digital loudspeaker, 2014 sees Meridian launch this special edition series.

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Events

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Events

20 YEARS OF SETHI

The Sethi Partnership Solicitor celebrated its 20 years anniversay in style at a London hotel last month. Founding partner Ritu Sethi also toasted a special birthday and along with her husband, Sudhir, welcomed over 350 family, friends and associates to a champagne reception and poolside jazz, followed by dinner and entertainment.

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2

1 1 The new Porsche Design Store; 2 Full house at the launch event; 3 Spring-Summer Collection 2014; 4 Sophie Charbonneau , UK Country Manager Porsche Design, Boris Becker, Dr Juergen Gessler CEO of Porsche Design; 5 Massato, Japanese Haidresser for Celebrities - Jeanne Marine (wife of Bob Geldof); 6 Gail Porter, TV Presenter

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PORSCHE DESIGN OPENS

Porsche Design has celebrated the grand opening of its new flagship store on Brompton Road, located in the heart of Knightsbridge. It is the luxury brand’s first flagship store worldwide, featuring Porsche Design’s newly reimagined retail concept, which reflects the brand’s expansion into additional product offerings such as readyto-wear collections and women’s accessories. The full house was attended by an eclectic mix of people, including Dr Juergen Gessler, CEO of the Porsche Design Group, Gail Porter and Boris Becker.

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Events

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BRITISH ASIAN TRUST DINNER

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In early February, Naughty Boy led the entertainment alongside his guest performer and Brit Award winning artist, Emeli Sandé, at The British Asian Trust Dinner held at The Victoria and Albert Museum. The dinner raised over £500,000 for the Trust’s work in South Asia and was attended by fellow British Asian Trust Ambassadors, Preeya Kalidas, Sanjeev Bhaskar OBE, Mishal Husain, Laila Rouass and Ronnie O’Sullivan.

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MAGES COURTESY OF GREG FUNNELL AND ANDREW YOUNGSON.

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6 A s i a n We a l t h M a g . c o . u k

1 The Victoria and Albert Museum; 2 Patrons and ambassadors of BAT; 3 Tasmin Lucia-Khan; 4 Sanjeev Bhaskar OBE; 5 Naughty Boy, Emeli Sandé with HRH The Prince of Wales; 6 HRH The Prince of Wales; 7 Preeya Kalidas, DJ Nihal, Naughty Boy and Emeli Sandé; 8 Preeya Kalidasw with HRH The Prince of Wales

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INDEPENDENT MORTGAGE ADVISORS www.avenue-pf.com

Ketan Yadav BA(Hons) Cert.PFS Cert CII(MP) Specialised Lending Director Qualified Member of The Society of Mortgage Professionals, The Personal Finance Society and The Chartered Insurance Institute Avenue & Co Private Finance | AAC House | 212 Regents Park Road | London | N3 3HP Reception: 0845 230 9091 D: 0845 230 9092 Fax: 08715942039 Blackberry: 07817 886 052 (N\DGDY#DYHQXHSIFRP

 

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BUSINESS DIRECTORY

Spice up your trip with a visit to Gaylordâ&#x20AC;&#x2122;s. *D\ORUG±6HUYLQJ¿QHVW,QGLDQFXLVLQHVLQFH

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for every occasion For information on our Catering Packages please contact us today.

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Spice up your trip with a visit to Gaylordâ&#x20AC;&#x2122;s. *D\ORUG±6HUYLQJ¿QHVW,QGLDQFXLVLQHVLQFH

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BUSINESS DIRECTORY

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BUSINESS DIRECTORY

ENTREPRENEUR BRAND ACCELERATOR

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Join us for an 8 hour Brand Accelerator along with 400 other business owners, where each speaker will deliver a potent 40 minute talk on their step of the KPI 5-step method. They will arm you with an elegant and proven strategy for becoming highly valued, connected and visible in your industry. Itâ&#x20AC;&#x2122;s a content packed, no-nonsense event, delivered by business leaders.

-XVWEHLQJÂľJRRGDWZKDW\RXGRÂśLVQRORQJHUHQRXJK WRFRPSHWHLQWKHQHZHFRQRP\ This event will show you how to stand out, scale up and take full advantage of the extraordinary times we are in. Build and leverage your personal brand. See entrevo.com/aw1304 for more details. Seating is limited. Book now >>

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A s i a n W e a l t h M a 26/03/2014 g . c o . u k13:56


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ACCIDENTS CAN CHANGE LIVES â&#x20AC;&#x201C; CHOOSE THE BEST SOLICITOR

Accidents can happen to anyone, at work, on the road or even when in hospital. When you suffer because of someone elseâ&#x20AC;&#x2122;s negligence you need the right legal representation to help with your recovery and your claim for compensation. At Levenes Solicitors, our dedicated legal team headed by the award winning Mr Mitesh Patel Partner/ Solicitor can help you recover loss of earnings, medical expenses, care and assistance following an accident. If you or someone you know has suffered a serious accident or injury contact us now, our nationwide presence means that we can visit you at your home and our database of specialist experts are at hand to provide key reports to assist your claim and ultimate recovery. We recover millions of pounds in compensation each year for our clients. An accident is an something you cannot do anything about, but choosing the right solicitor to help you win your case, is in your hands. Call Now.

MITESH PATEL PARTNER Winner of: Best in Legal Services (British Indian Awards 2013) Lawyer of the Year (Asian Achievers Awards 2013) Email: mpatel@levenes.co.uk

A s i a n We a l t h M a g . c o . u k

www.levenes.co.uk Direct dial: 0208 826 1375

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A s i a n We a l t h M a g . c o . u k $:LQGG

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Upcoming events OBRITISH INDIAN AWARDS

Advertisers Index Ajmere Asian Women of Achievement Awards Asian Wealth Magazine Avenue & Co Bi-fold Door Factory British Asian Trust Chivas Regal Chopard Coutts Currencies Direct De Beers Devnaa Digimax Dutton Gregory Ettinger Eye Jogia Photography Gaylord Restaurant Grange Hotels Haathee Group Hublot India Dining KPMG Levenes Solicitors Links Legal London Chambers ABA London Chocolate Company Madhu’s Magic Bus May Fair Hotel Meridian Audio Mistique Events Mont Blanc Net Jets Patek Philippe Phil Bourne Photography Pinnacle Advisory Services Porsche UK Premier (Bright Sun) Travel Santoshi Designs SecretSales.com Sextons Sunseeker The Dorchester The Sethi Partnership Trident Insurance Vertis Aviation Yum Yum

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70 IBC 107 104 56 42 28, 29 20 26 38 48 78 106 108 76 110 105 94 66, 67 46 105 72 109 108 105 84 100 58 34, 35 14 96, 97 OBC 36 2, 3 111 104 IFC, 1 92 80 50 107 6, 7 62 108 88 52, 53 105

Date: 16 May 2014 Venue: St Johns Hotel, Birmingham The second annual awards will be an evening of recognition, rewarding the continuing strength of the British Indian community, recognising those who thrive, evolve and capture the multicultural spirit of Great Britain. For more information: thediversityawards.info/britishindian

OTHE ASIAN WOMEN OF ACHIEVEMENT AWARDS Date: 4 June 2014 Venue: Hilton Park Lane, London The Asian Women of Achievement Awards, co-founded by Pinky Lilani OBE in 1999, were conceived to celebrate the often unsung Asian heroines in many walks of British life, including entrepreneurship, social and humanitarian work. Held in association with the Royal Bank of Scotland, the nationwide search to find 2014’s breakthrough Asian females has begun. For more information: awa.realbusiness.co.uk E: events@caspianmedia.com T: 0207 045 7600

OASIAN WEALTH MAGAZINE 2ND ANNIVERSARY BY INVITATION ONLY Date: 19 June 2014 Venue: Secret location, Mayfair, London On June 19th we along with our partners at Porsche will be holding an EXCLUSIVE event at a secret location in London’s Mayfair to celebrate AWM’s 2nd anniversary. Guests will enjoy a spectacular evening filled with fine wine, food, friends and of course fantastic networking.

OMAGIC BUS GALA DINNER Date: 9 October 2014 Venue: The Dorchester, London

Join Magic Bus for an exclusive evening of entertainment and networking at the annual gala dinner and help reach even more children and young people living in poverty in India. For more information: Ellen Brooks on 020 7922 7717 E: ellen@magicbusuk.org. magicbusuk.org

OTHE SIKH AWARDS Date: 18 October 2014 Venue: The Park Plaza Hotel, London The brainchild of Navdeep Singh Bansal, founder of The Sikh Directory media organisation, the awards recognise the special contribution that Sikhs have made worldwide in the fields of business, sport, entertainment, charity, media, service and education. For more information: E: info@sikhawards.com sikhawards.com

OLONDON CHAMBERS OF COMMERCE ASIAN BUSINESS ASSOCIATION DINNER Date and venue: TBC The Asian Business Association (ABA) Dinner brings together guests from a range of industries and is the premier gathering in the Asian business calendar. Open to Asian and non-Asian businesses, this year’s annual dinner will take place in the autumn with a date and venue to be confirmed. Up to 450 guests will attend this event from a variety of industries including professional services, marketing, media, property, recruitment and training, transport and logistics. Rub shoulders with key figures from business, central and local government, arts and media, high commissioners, life peers and many top Asian entrepreneurs. For more information: Jenny Crouch, event manager E: jcrouch@londonchamber. co.uk T: +44 (0)20 7203 1874

A s i a n We a l t h M a g . c o . u k


Celebrating the achievements of Asian woman in business, entrepreneurship and social and humanitarian work.

ver o n Joi 0 65ndees atte

See the 2014 shortlists at awa.realbusiness.co.uk Winners to announced at the 15th annual Awards night on June 4th at the London Hilton on Park Lane. To book your table contact katie.allner@caspianmedia.com / 020 7045 7600 or visit awa.realbusiness.co.uk

BROUGHT TO YOU BY

“The AWA Awards really is an incredible platform in finding and promoting women who have for so long worked so hard in silence and contributed so much in today’s society.” Farida Gibbs, CEO, Gibbs S3 - AWA Entrepreneur

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Asian Wealth Magazine Spring 2014 issue