July - September 2024

Joyful and Holistic Pampering for Moms and Babies

Designed by Nature, Perfected by Man

Established in Singapore since 1976, RISIS’ story unfolds when a young Singaporean scientist, driven by love and a heartfelt promise to fulfil his wife’s wish for everlasting orchids, discovers a method to encapsulate natural orchids in gold. Since then, RISIS has crafted Jewellery, Home and Lifestyle collections encapsulated in 24K Swiss Gold and other precious metals, reflecting its unique identity.

All products are fully handcrafted, showcasing artistry through fine craftsmanship, executed to the highest standards of quality, with themes inspired by Nature and Asian Heritage.

The hallmark of RISIS’ brand identity is rooted in its distinctive process of embellishing natural orchids with a lavish coat of gold plating which is nickel and cyanide-free. Through this meticulous process, RISIS pieces are bestowed with a dazzling gold sheen, endowing them with an unparalleled aura of grandeur and prestige.

FULLY HANDCRAFTED IN-HOUSE

We have complete control over every aspect of our products, from initial design and prototyping to final manufacturing.

SAFE FOR SENTITIVE SKIN

Our proprietary gold bath solution is nickel and cyanide-free, creating hypoallergenic pieces for the most sensitive skin.

ETHICALLY & SUSTAINABLY MADE

All the wastewater is treated during production process, and gold is recycled to further minimise carbon footprint.

PROPRIETARY TECHNOLOGY

Our proprietary plating process and bath solution create a world-exclusive gold hue, unmatched in uniqueness.

Visit the RISIS flagship store located at #B1-13 ION Orchard. Alternatively, you may shop online at www.risis.com For corporate enquiries, email corporate@risis.com.sg

For RISIS distribution enquiries, email mitchell.jiang@risis.com.sg

OEM OR ODM

Tap into our manufacturing capabilities and develop a wide array of unique products that best suits and cater to your local market and consumer needs.

Re’Joy Suites. Joyful and Holistic Pampering for Moms and Babies 6-8 为妈妈和宝宝带来快乐和全面的呵护

F&B Scenario in Singapore 10-12 对话新加坡餐饮业

The Power of international networking 22-24 三种社交达人，你属于哪一种？

The Future of The Body Shop and its International Franchisee 25-29 Network (Part 2) The Body Shop的未来及其国际特许经营商网络（第二部分）

To find the right job fit...

要找到一份合适的工作。。。

Franchise & License Expo (Jakarta) Intl post-event 13 印尼特许加盟连锁展FLEI- 会后报告

2024 Chinese Catering & Food Entrepreneurs’ Study Trip to Japan 14-15 2024中国餐饮食品企业高层日本研学之旅

Meetings held in KL, Malaysia

亚太特许经营联合会以及世界特许经营联合会会议在吉隆坡圆满举办

Franchise International Malaysia 2024 18 马来西亚特许展会后报道 Inaugural

首届全国零售联合会亚太零售大展会后报告

Hong Kong Int’l Licensing Show post event

香港国际授权展汇聚全球业界翘楚创跨界商机

2024年亚洲(泰国)国际食品博览会会后报告 Shape the World Summit 2024 post-event

塑造世界峰会会后报告

No om the Editor

FNOTE FROM THE EDITOR 编辑的话

built a solid , will often s ecause many ent hising , this is na xpansion.

江进兴

Albert Kong

Editor 编辑

However, in my 33 years in franchise consulting , I have seen many franchisors rush overseas in the most unprepared conditions – e.g ., when their nancial position is still relatively weak; when their team members are still inexperienced and psychologically unprepared to travel frequently overseas; and when their intellectual propert y protection is not in place…

I opine that before venturing overseas, doing tons of pre-entr y homework, and evaluating the external environment of a business by breaking down the opportunities and risks into Political, Economic, Social, Technological, Environment al, and Legal factors (PESTEL) is tot ally essential.

I am reading with great interest the International Franchise Association’s (IFA) latest report entitled “Responsible Franchising: Policy Recommendations to Strengthen the Franchise Model.” It is a call to action for franchisors, franchisees, and suppliers to operate transparently during the sales process and for US policymakers to follow the report’s suggestion in regulating franchise pre-sales processes. The IFA report states that transparency and adherence to high standards during the sales process will protect the franchise business model and its owners, workers, and customers.

May 2022 be a year when great breakthroughs happen for the good of all humanit y

Albert Kong

Editor 编辑

Interestingly, I recently read an article about international expansion by Wharton management professor Exequiel (Zeke) Hernandez who studied a phenomenon in the banking industr y in his paper, “When Do Ethnic Communities A ect Foreign Location Choice? Dual Entr y Strategies of Korean Banks in China” Professor Hernandez mentioned the example of a Korean bank which, among other strategies it deploys, open branches in China populated by people of its own ethnic group.

This is so true; I am speaking from having run Asiawide Franchise Consultants (previously named FDS, and FDS Asia) for 35 years.

The topic might seem unusual, but the phenomenon of rms expanding into foreign markets [to follow immigrants] is actually quite common. I am inclined to see Philippines’ fast-food Jollibee as a real example. Their rst outlets were in California because there are many Filipinos who live there…

And quoting the author of the article “ IFA Issues Responsible Franchising Report”- Mary Vinnedge: “ The sale of franchises in the United States is robust. There were about 790,500 franchise units operating in the nation in 2022, according to Statista.com, but last year the number had swelled to 806,270. In its 2024 Franchising Economic Outlook document, the IFA predicted that franchising would end this year with about 821,000 total units in the United States.”

我正在饶有兴趣地阅读国际特许经营协会 (IFA) 题为“负 责任的特许经营：加强特许经营模式的政策建议”的最新 报告。它呼吁特许人/盟主、被特许人/加盟商和供应商在 销售过程中透明运营，并呼吁美国政策制定者遵循报告的 建议来规范特许经营预售流程。 IFA 报告指出，销售过程 中的透明度和遵守高标准将保护特许经营业务模式及其所 有者、工人和客户。

这是千真万确的； 我是在经营 Asiawide Franchise Consultants （以前称为 FDS 和 FDS Asia ）35 年之际发 表此言论的。

我引用《 IFA 发布负责任特许经营报告》一文的作者 Mary Vinnedge 的话：“美国的特许经营销售强劲。根据 Statista.com 的数据，2022 年全美运营的特许经营单位 约为 790,500 个，但去年 今年，这一数字已增至 806,270 家，IFA 在其 2024 年特许经营经济展望文件中预测，今 年美国特许经营总数将达到约 821,000 家。”

上述内容对于特许经营来说是个好兆头。

The above augurs well for franchising. My team and I have always talked about the importance of a healthy eco-system for franchising in which as ideally as possible, all parties win: the franchisor, the franchisee, the employee, the supplier, the end consumer, and the nation/economy.

But not all companies will nd it desirable to locate where immigrants from their home countr y live. There are cases in which companies deliberately avoided locating where immigrants live because they didn’t want to be associated with catering to a ‘niche-y’ ethnic group of customers or workers. Instead, they actually wanted to ser ve the broader market. Professor Hernandez’s ‘dual entr y strategy’ is quite interesting “If I am a rm and I’m considering expansion into a location that has an ethnic population, I’m going to do it if that location has a weak institutional environment weak courts, weak laws, weak propert y rights — but I will not or I will be at least much less swayed by the ethnic population in places where institutional environments are strong”

Publisher 出版

Asiawide Franchise Consultants Pte Ltd

爱思威特许经营顾问有限公司

7B Aliwa Street, Level 3 Room 2

Tel 电话: (65) 6743 2282

Chen Leonn Building

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Singapore 199900

Email电邮: info@asiawidefranchise.com.sg

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Designer 设计

Compassage Design Pte Ltd

Compassage Design Pte Ltd

Media Reps 广告代理 albert@asiawidefranchise.com.sg

MCI (P) 050/04/2024

Editor-In-Chief 总编辑 Albert Kong 江进兴

We welcome views and comments from our readers. Correspondence should be addressed to Editor-inChief at the above address.

Asia Franchise & Business Opportunities (AFBO) reserves the right to edit letters for publicaiton and also reserves the right to refuse advertising. With the publicaiton of AFBO, Asiawide Franchise Consultants Pte Ltd is not offering legal, financial or any professional advice or endorsements. Readers are encouraged to seek advice from professionals in specialized fields before acting on any information published herein. The views and opinions expressed in AFBO are those of the author(s) and do not necessarily reflect the views and opinions of Asiawide Franchise Consultants Pte Ltd

我和我的团队一 直在谈论健康的特许经营生态系统的重要性，在这个系统 中，尽可能理想的是，所有各方都能获胜：特许人、被特 许人、员工、供应商、最终消费者和国家/经济体 。

Joyre Group Unveils Re’Joy Suites, a luxurious Postpartum Confinement Space

RECOVER | RESET | REJUVENATE | REJOICE

An enchanting abode where comfort and rejuvenation coalesce.

Joyre Group, renowned for juxtaposing Traditional Chinese Medicine methodology with modern spa treatments, held a grand opening of their newest venue, Re’Joy Suites on 13 January 2024. Nestled within a residential estate along Braddell Road, it offers a luxurious and elegant venue capable of accommodating, nurturing and caring mothers and babies in a comfortable setting with a full hospitality suite of postpartum care providers.

dedicated postpartum care pathways and protocols and the process of healing, nurturing and bespoke care regime.

Re’Joy provides a luxurious and personalised postnatal care experience for new mothers and their babies. In the calming surrounds of a luxury hotel setting, guests are treated to a range of holistic treatments that combine the wisdom of the East with modern medical knowledge. As pregnancy and childbirth are periods of immense change for a woman, it is also a time where rest and recovery are crucial for mum and baby. Re’Joy provides the right support platform in the first few weeks of a mother’s journey that can make a world of difference to their overall health and wellbeing.

Ms Queenie Yang Rong, the founder of Joyre Group and Re’Joy Suites and the visionary behind this exquisite venue, shared her delight by sharing “We are delighted to open Re’Joy Suites and offer our mother clients a quiet and elegant space to rest and rejuvenate with their babies. We are committed to providing our customers with the

As we take you on our curated journey in the realm of postpartum care at Re’Joy, our primary aim to create a special environment where new families can recover and rest while adjusting to the rhythms, rigour and activities that come with having a newborn baby. This precious time is an opportunity for bonding between mom and baby as well as ensuring that their health constitution and regime have a solid and steadfast foundation.”

Being a Traditional Chinese Medicine (TCM) wellness expert herself with a degree in traditional healing, Queenie is also an advocate and influencer for proactive learning and continuous improvement. For example, she makes frequent trips to China, Europe, the United States and other parts of the world to learn about new hand techniques as well as the latest equipment and machine operating procedures. She even went on to research and produce her own range of health and beauty products focusing on the unique needs of Asian skin types and Singapore’s tropical environment. From one shop in the heartland of Bishan in 1998, to the 19 outlets today, she has led her group of companies to become one of the fastest-growing healthcare players in Singapore.

CEO Dickson Mah added “Our healthcare professionals and caring staff at Re’Joy Suites are equipped with the

主宾惹兰勿刹集选区国会议员 Wan Rizal 博士

Ms Queenie Yang Rong, the founder of Joyre Group and Re’Joy Suites

necessary skillsets and competencies to ensure that all guests are looked after with great attention and utmost care. At Re’Joy, we bring the philosophy of postpartum care to the forefront by integrating both traditional and modern principles of this care regime to support the physical, emotional and mental wellbeing of mother and baby in a secure and restful setting. This regime of “sitting in” or “lying in” that ranges between 21 to 100 days (based on different cultures and ethnic origins) is the definite time where the mother and newborn remain close together, whilst being isolated from others, so that they can recover, rejuvenate, regain and restore their health constitution and full body spectrum, following the birthing process.”

Joyre Group is excited to offer Re’Joy Suites as a breadth of fresh air in the space of luxury confinement homes and centres in Asia, and in Singapore, as it establishes itself as the ideal abode for mothers and babies to restore and rejuvenate their health in the most restful surroundings.

New Mothers and their babies at Re’Joy Suites will be transported into a world of perpetual charm and serenity, where every touchpoint, from the specially curated food menu to the thoughtfully designed spaces and postpartum rooms, is a testament to the creative and restorative wellness haven within Re’Joy Suites.

Dickson continued, “The staff in Re’Joy Suites Confinement Center is made up of caring individuals who are committed to guaranteeing the well-being of all guests who stay with us. Our nurses, dieticians, lactation consultants, and room staff attend to the requirements of mothers and newborns to ensure that their stay is as pleasant as possible. The Re’Joy team’s postpartum care regime has consistently set them apart, making them the go-to choice for clients seeking the finest in confinement care and leaving an exceptionally memorable experience.”

家乐集团揭幕蕊月子康复中心.

豪华的产后月子空间

恢复 | 重置 | 恢复活力 | 欣喜 这是一个舒适与恢复活力相结合的迷人居所

2024年1月13日。以传统中医方法 与现代水疗护理相结合而闻名的 Joyre Group 家乐集团，在坐落 在 Braddell Road 布莱德路沿线 的一个住宅小区内隆重地举报其 Re’Joy Suites 蕊月子康复中心开 幕典礼。

蕊月子康复中心Re’Joy Suites为 新妈妈及其宝宝提供奢华、个性化 的产后护理体验。 在豪华酒店宁静 的环境中，客人可以享受一系列融 合东方智慧与现代医学知识的整体 治疗。 由于怀孕和分娩对女性来说 是巨大变化的时期，这也是妈妈和 宝宝休息和恢复至关重要的时期， 蕊月子康复中心的住所为妈妈们在旅途的最初几周提供了正确 的支持平台， 可以对他们的整体健康和福祉产生巨大影响。 家乐集团和蕊月子康复中心的创始人、这家精致场所背后的远 见卓识者Queenie Yang杨蓉女士分享了她的喜悦之情：“我们 很高兴开设蕊月子康复中心，为我们的母亲客户提供一个安静 优雅的休息空间 并与他们的宝宝一起恢复活力。 我们致力于 通过我们专门的产后护理途径和协议以及治疗、培育和定制护 理制度的过程，为客户提供最高水平的服务和对细节的关注。

在蕊月子康复中心，我们将产后护理的理念带到最前沿，将传 统和现代的护理制度原则相结合，在安全、宁静的环境中支持 母亲和婴儿的身体、情感和心理健康。这种“坐”或“躺”的

时间范围为 21 至 100 天（根据不同的文化和种族起源），是 母亲和新生儿保持紧密在一起、同时与他人隔离的特定时间， 以便他们 可以在分娩过程后恢复、恢复活力、恢复和恢复其 健康体质和全身谱。”

Queenie本人是一名传统中医健康专家，拥有传统治疗学位。 她也是积极学习和持续改进的倡导者和影响者。例如，她经常 前往中国，欧洲，美国和世界其它地区，学习新的手部技术以 及最新的设备和机器操作程序。她甚至继续研究和生产自己的 一系列健康和美容产品，专注于亚洲皮肤和新加坡热带环境 的独特需求。从1988年碧山中心地带的一家店到如今的19家分 店，她带领公司集团成为新加坡乃至这区域发展最快的医疗保 健企业之一。

CEO首席执行官Dickson Mah 在发表欢迎词说 “蕊月子康复中 心的新妈妈和她们的宝宝将进入一个永恒的魅力和宁静的世 界，这里的每一个接触点，从特别策划的食物菜单到精心设计 的空间和产后房间，都是创造性和恢复性健康的证明蕊月子康 复中心内的避风港。当我们带您踏上蕊月子康复中心的产后护 理领域精心策划的旅程时，我们的主要目标是创造一个特殊的 环境，让新家庭可以恢复和休息，同时适应新生儿出生时的节 奏、严格程度和活动. 这个宝贵的时间是妈妈和宝宝之间建立 联系的机会,也是确保他们的健康体质和制度有一个坚实而坚 定的基础的机会. Re’Joy Suites 酒店的医疗保健专业人员 和护理人员配备了必要的技能和能力，以确保所有客人都得到 高度关注和精心照顾。蕊月子康复中心的员工都是充满爱心的 人，他们致力于保证所有入住我们酒店的客人的福祉。我们的 护士、营养师、哺乳顾问和客房工作人员会满足母亲和新生儿 的要求，以确保他们的住宿尽可能愉快。

蕊月子康复中心团 队的产后护理制度始终使他们与众不同，使他们成为寻求最好 的月子护理并留下异常难忘体验的客户的首选。提供豪华且舒 适的环境”

关于家乐集团 :家乐集团是一个国际信赖的、以科学和中医为 基础的整体健康领域的开拓性品牌，利用高度专业的服务、优 质的产品和技术创新来满足广大消费者的终生需求。我们是 将传统中医与现代水疗和美容美学服务相结合的先驱和领导 者，采用先进的生物医学技术为所有人提供全面的健康。 在 Joyre，我们相信美丽是由内而外培养的。我们的个性化治疗 旨在匹配每个人的体质和生活方式，以带来平衡感和全面健 康。多年来，我们作为一个机构的技巧为我们赢得了多个奖 项。

F&B Scenario in Singapore.

Written by Susan Su, Chairman of Asiawide Franchise Consultants Pte Ltd.

Singapore is an ultra-competitive f&b market, with about 30,000 restaurants and more than 20,000 bars. On average, there is one f&b outlet for every 100 people, even though it is not as “saturated” as in China. In recent years, Chinese f&b brands have expanded overseas, many making Singapore as their bridgehead. The entry of Chinese f&b brands into Singapore has injected new vitality, engendering the improvement of local f&b operations and service standards, in addition to intensifying competition.

To assist Chinese enterprises in expanding overseas, the China Chain Store & Franchise Association (CCFA) has partnered with Asiawide Franchise Consultants to publish the “Food and Beverage Enterprises Going Overseas Report. Just recently, CCFA’s President Peng and his delegation held an in-depth exchange and discussion concerning the Singapore f&b market with Mr. Dickson Low, President of the Franchising & Licensing Association, Singapore (FLA), together with Thomas Hoi from FLA’s Secretariat, as well as Albert Kong, Founder/CEO of Asiawide Franchise Consultants.

Opportunities and Risks: Singapore is a mature and saturated market. The success of new entrants often means the exit of some existing companies, which is also the law of replacement and iteration of the stock market. Whether new entrants can succeed in this saturated market depends mainly on the acceptance and tolerance of new things on the consumer side. Gaining the favor of young consumers in Singapore is key. Of course, challenging competitors with better cost-effectiveness through lowprice strategies is also a common way for companies to gain a foothold in new markets. Singapore’s infrastructure and amenities including logistics, etc. are well in place; the takeaway market accounts for a low proportion of sales, and market competition is relatively stable, which is conducive to operators to make long-term development plans and operate stably and orderly. However, Singapore’s

operating costs, especially labor costs, are relatively high, and there is a shortage of labor, which leads to a long recovery period for f&b investments. Companies must find a good balance between long-term development and responding to rapid changes.

Local Consumption Habits: Singapore’s population is very diverse. The local Chinese, Malays, and Indians are harmoniously living together. As a regional trade hub, Singapore has strong personnel mobility and strong diversified demand. There is room for development of various types of f&b businesses in Singapore, which also makes it the preferred destination for Chinese companies planning to go overseas. However, Singapore has a small population, and the number of stores opened for each category and brand, therefore, is restricted by the market size. It is appropriate to adopt a multi-brand strategy or rely on Singapore as a springboard to expand to the Southeast Asian market. Halal catering is a sector that cannot be ignored in Singapore and the rest of Southeast Asia.

Halal food is a sector that cannot be ignored in Singapore and Southeast Asia. When talking about entering the Southeast Asian halal food market, FLA Singapore’s President Dickson Low suggested that Muslim halal consumers are more cautious about new food brands, so if a f&b company wants to cater to them, they cannot ignore the needs of the local Chinese consumers, and through that, they might be able to figure out how to build up the market with the Halal requirements in place.

Singapore as a bridgehead or springboard: Meat import & export is a prominent problem that restricts Chinese f&b companies from going overseas. They sometimes need to find substitutes. For example, Mystic South-Yunnan Ethnic Cuisine Yunhai Xiao, which has performed well in Singapore, found ‘kampong’ chickens of similar quality in neighboring Malaysia to replace their free-range chickens raised in Yunnan. Nevertheless, for many f&b companies, the inability to import key ingredients that reflect their own

characteristics will weaken their competitive advantage & affect the quality of dishes. As a hub for Southeast Asian goods trade, Singapore has a natural advantage in solving the problem of exporting meat products to other Southeast Asian countries through trade partnerships established with other Southeast Asian countries. In addition, Singapore has agreements with neighboring countries on brand & intellectual property protection. By registering or applying trademarks & intellectual property (IP) rights in Singapore, it is beneficial for overseas companies to effectively protect their IP.

FLA: It has more than 130 members, of which f&b companies account for 40%. Most members are local companies. Xiaolongkan is currently the only Chinese company to join the association. FLA regularly conducts professional training for its members and has a database of about 5,000 franchise investors. It constantly recommends member companies to investors. It leads members to participate in exhibitions and can obtain government subsidies for participating enterprises. Chinese brands that are interested in developing in Southeast Asia can join the association to get more support. Asiawide Franchise Consultants: A professional franchising consulting company with a history of more than 36 years, it provides a range of consulting services ranging from the development of franchise packages, franchise brokerage, franchise study missions, to franchise marketing and publication. At present, it also regards serving brands from China that wish to enter Southeast Asia as an important business.

CCFA: China Chain Store & Franchise Association (CCFA) is the official representative association of retailing & franchise industry in China. Currently, there are over 1200 enterprise members with over 460,000 outlets, including domestic & foreign-invested retailers, franchisers, suppliers, and relevant organizations. The total sale of CCFA retail members (franchise and food service not included) was 4.5 trillion CNY in 2020, accounting for 11.6% of the entire social consumables retail sales. CCFA functions include participating in policy making and coordination, safeguarding the interests of the industry and its members, providing a series of professional trainings and industry information and data for members, and establishing platforms for exchange of knowledge and cooperation.

AFC: Asiawide Franchise Consultants is the most experienced franchise consulting company in Asia, with close to 36 years of experience with a solid track record of 1400+ clients in 10+ nations. AFC’s consultants are Certified and Qualified as CFE (USA), Senior PMC (Singapore) or RMC, CMC and CPC (both Singapore). It has won multiple

franchising awards and recognition worldwide. It has the biggest network of franchise consultants (70+ partners in 50+ countries) in the world. It publishes the only English Chinese franchise magazine in the world, launched by Singapore Trade Development Board (now ESG) since March 1994. It is the most active franchise consulting company in the world, attending about 30 franchise and related expos/conferences in the world every year. Recently, it also regards serving brands from China that wish to expand to Southeast Asia as an important business. It now has the resources and professional capabilities, including a strong network in the region, to help Chinese franchise brands expand internationally.

Franchising and Licensing Association (Singapore)

12

对话新加坡餐饮业

作者：苏霜 Susan Su 泛亚特许经营咨询董事长

新

加坡是一个超高密度的餐饮市场，大约3万家餐厅 和2万多家酒吧，平均100多人就拥有一家餐饮服务 设施，虽不及中国餐饮业的“卷”度，但也处于饱 和状态。近几年，中国餐饮品牌纷纷出海发展，新加坡成为 桥头堡。中国餐饮品牌进驻新加坡，为当地餐饮业注入新活 力，带动了当地餐饮经营与服务水准的提升，也加剧了市场 的竞争。

为助力企业布局海外市场，中国连锁经营协会与新加坡专 业机构泛亚咨询合作，发布了“餐饮企业出海（新加坡）报 告”。日前，中国连锁经营协会彭建真会长一行围绕新加坡 餐饮市场，与新加坡特许经营协会会长刘霆勇先生及秘书处 Thomas Hoi一行以及新加坡连锁专家江进兴Albert Kong在泛 亚特许经营咨询公司（Asiawide Franchise Consultants ） 进行了一次深入的交流与讨论。

在新加坡投资餐饮的机会与风险 ：新加坡是一个成熟和饱和 的餐饮市场，新进入者的成功往往意味着某些原有餐企的退 出，这也是存量市场汰换迭代的规律。新进入者能否在这个 已经饱和的市场能够取得成功，主要取决于消费端对新鲜事 物的接纳和包容。获得新加坡年轻消费者的青睐，是中国 餐饮品牌在新加坡市场成功落地的关键。当然，通过低价策 略，以更优性价比挑战对手，也是企业能够立足新市场的通 行手段。另一方面，新加坡的商业网点规划比较完善，外卖 市场占比较低，市场竞争格局相对稳定，有利于经营者做好 长远发展规划，稳定、有序经营。但新加坡的经营成本尤其 是用工成本偏高，劳动力短缺，导致餐饮投资回收周期长， 企业须在立足长远发展与应对快速变化之间找好平衡点。

关于当地消费习惯与东南亚的清真市场：新加坡的消费人群 非常多元，当地华人、马来人、印度人融洽和谐。作为地区 贸易枢纽，新加坡人员流动性强，多元化需求旺盛。各式餐 饮在新加坡都有一定的发展空间，也使新加坡成为中国餐饮 企业出海时首选目的地。但新加坡人口总量有限，每个品类 和品牌的开店数量受到市场规模的制约，多品牌策略或依托 新加坡拓展东南亚市场是应有之举。

清真餐饮是新加坡及东南亚地区是不可忽视的板块。新加坡 协会会长刘霆勇在谈及进入东南亚清真餐饮市场时建议：伊 斯兰教清真消费者对于新出现的餐饮品牌更为谨慎，因此要 进入该领域，不能忽视本地华人消费的需要，可通过华人消 费来带动市场。

得陇望蜀，充分认识新加坡的桥头堡作用：肉制品进出口是 制约中国餐饮出海的突出问题，企业有时需要寻找替代品， 比如在新加坡有出色表现的云海肴，就在马来西亚找到了品 质接近的甘榜鸡，以替代云南出产的走地鸡。虽然如此， 对很多餐饮企业来说，无法进口经过体现自身特色的关键食 材，会弱化品牌的竞争优势，对菜品质量造成影响。新加坡 作为东南亚货物贸易的枢纽，通过与其他东南亚国家建立的 贸易伙伴关系，新加坡在解决肉制品出口东南亚其它国家方 面具有天然优势。此外，新加坡与周边国家就品牌与知识产 权保护达成诸多协议，通过在新加坡对商标和知识产权进行 注册或应用，有利于出海企业对IP进行有效保护。

关于新加坡特许经营协会：新加坡协会FLA有130多家会员， 餐饮企业占到四成，大部分会员是当地土生土长的企业，小 龙坎是目前唯一一家加入该协会的中国企业。新加坡协会经 常性地为会员提供专业培训，还建有一个超过5000加盟投资 人的数据库，不断向投资人推荐会员企业。协会组织会员参 加品牌推广的展览，还可以为企业争取到政府补贴，有志于 布局东南亚地区的中国品牌，可以加入该协会，得到更多支 持。

关于中国连锁经营协会: 中国连锁经营协会CCFA 成立于1997 年，有会员企业1200余家。会员涵盖零售、餐饮、服务、供 应商及相关机构，连锁会员经营方式包括直营及特许经营。 协会本着“引导行业、服务会员、回报社会、提升自我” 的 理念，参与政策制定与协调，维护行业和会员权益，为会员 提供系列化专业培训和行业发展信息与数据，搭建业内交流 与合作平台，致力于推进连锁经营事业与发展。

泛亚特许经营咨询公司：Asiawide Franchise Consultants 是亚洲最有经验的特许经营咨询公司，拥有近 36 年的经验， 在 10 多个国家拥有 1400 多家客户的良好业绩记录。AFC 的 顾问获得了 CFE（美国）、高级 PMC（新加坡）或 RMC、CMC 和 CPC（新加坡）的认证和资格。该公司在全球赢得了多项 特许经营奖项和认可。它拥有世界上最大的特许经营顾问网 络（50 多个国家/地区的 70 多家合作伙伴）。它出版了世 界上唯一的中英文特许经营杂志，由新加坡贸易发展局（现 为 ESG）于 1994 年 3 月创办。它是世界上最活跃的特许经 营咨询公司，每年参加全球约 30 场特许经营和相关博览会/ 会议。目前也把服务中国品牌出海东南亚作为公司的重要业 务，依托公司在该地区的网络资源和专业能力，助力中国特 许品牌出海。

Franchise & License Expo

This exciting franchise show attracted a total number of 113 booths and 87 companies. Better still, a total number of 13,867 visitor turned up enthusiastically for the 3 days event.

VIPs that were involved with this event include the following: Royanto Handaya, President Director of Panorama Media; Levita Ginting Supit, Ketua Umum, Perhimpunan Waralaba dan Lisensi Indonesia (Perhimpunan WALI); Juan Permata Adoe, Wakil Ketua Umum Bidang Perdagangan, Kamar Dagang dan Industri Indonesia (KADIN Indonesia); Muhammad Neil El Himam, M.Sc, Deputi Bidang Ekonomi Digital dan Produk Kreatif, Kementerian Pariwisata dan Ekonomi Kreatif RI; Drs. Isy Karim, M.Si., Direktur Jenderal Perdagangan Dalam Negeri, Kementerian Perdagangan RI; Fixy, SE.,Ak.,M.Phil., Asisten Deputi Kemitraan dan Perluasan Pasar, Kementerian Koperasi dan Usaha Kecil Menengah RI;- Budihardjo Iduansjah, Ketua Umum, Hippindo; ⁠Evi Diah Puspitawati, Franchise Academy Indonesia, and others.

The next FLEI show in 2024 is over the period October 25 - 27 at the revamped JCC.

场激动人心的特许经营展共吸引了113个展位、87 家企业参展。 更棒的是，为期 3 天的活动共有 13,867 名参观者踊跃参加。 参与本次活动的贵宾 包括： - Royanto Handaya，Panorama Media 总裁； Levita Ginting Supit、印尼许可协会主席； Juan Permata Adoe、印度尼西亚工商会贸易副主席；； Muhammad Neil El Himam，印度尼西亚旅游和创意经济部数字经济和创意产品副 代表；Isy Karim，印度尼西亚共和国贸易部国内贸易司长； Fixy, 印度尼西亚共和国合作社和中小企业部合作与市场拓 展助理副部长;Budihardjo Iduansjah, Hippindo 总经理; Evi Diah Puspitawati，印度尼西亚特许经营学院，等。

2024 年的下一次 FLEI 展会将于 10 月 25 日至 27 日在改 建后的 JCC 举行。

Exploring Excellence: 2024 Chinese Catering and Food Entrepreneurs’

Study Trip to Japan

Co-organized by Asiawide Franchise Consultants, from April 21st to 27th, a total of 38 senior representatives comprising founders and core management team members of many well-known enterprises such as Xiaolongkan, Lujiangnan, Yaomazi, Jixiangju, Enxicun, etc. participated in this activity. The objective is not only to communicate with advanced Japanese food and catering enterprises, but also to explore the core spirit of Japan’s outstanding enterprises via in-depth discussions, exchanges, and cooperation.

intention is not to sell books, but to provide a reading experience center that integrates culture, art and life. We learned about their T-card points-centered database marketing business. Concerning the use of AI in the retail industry, we came into contact with the world-renowned technology company NVIDIA. Mr. Masao Nakane, head of retail business, demonstrated the practical applications of intelligent omni-channel management and intelligent supply chain, providing us with innovative ideas on how AI technology can be applied to retailers.

1. Retail Chains: 7&I Holdings, and Aeon Supermarket. 7-11 Logistics Department’s Director, Mr. Shinoda Yoji, shared his insights concerning efficient supply chain management, using digital management to achieve multiple distributions of fresh products per day to ensure food freshness and safety. 7&I Ito Training Center’s Deputy Director Rita gave an in-depth understanding of the company’s development history and vision. Aeon Supermarket takes its low-cost property and small business district strategies as its core; and it always puts customers first , and firmly and continuously innovates and develops.

2. Food Manufacturing: Nichirei Corporation, Nissei Corporation. We gained an in-depth understanding of the diversified businesses and global market coverage capabilities of the Nichirei Group which ranges from animal husbandry, aquatic products to processing, to logistics, etc. On the other hand, Nissei Foods, the only supplier of soft-serve ice cream in the world has achieved remarkable results in its in-depth coverage in the Chinese market.

3. Digitalization and Innovation: Tsutaya Books is known as the “most beautiful bookstore” for its unique cultural atmosphere and innovative retail concept. Its

4. Food, Catering and Business Philosophy:

Master Tetsuyuki Chiba, who is well-known in the video service industry and publishing industry shared the latest trends in the Japanese catering industry based on real cases. Another master, Naoyuki Morita, the architect and operator of Amoeba Management, shared their business philosophy and Kyocera’s business philosophy. Mr. Naoyuki Morita shared how the Amoeba business model injects new vitality into the enterprise, emphasizing the importance of full-staff management and maximizing human capital.

5. Closed-door seminar: We arranged two closeddoor seminars to conduct in-depth discussions around the two themes of “growth” and “efficiency”. Through case studies and group discussions, the entrepreneurs shared their experiences in market expansion, product innovation, brand building, etc., and came up with many innovative solutions. Conclusion By visiting Japanese benchmark companies, we deeply understood Japan’s customercentric service concept and the development spirit of continuous innovation. These valuable experiences will become an important support and driving force for the development of our catering and food industry.

探索卓越：

2024年中国餐饮食品企业家高层日本研学之旅

由

泛亚特许经营与网聚资本共同举办的2024年中国餐

饮食品企业家高层日本研学之旅于4月21日至27日圆

满落幕。来自小龙坎、卤江南、幺麻子、吉香居、 恩喜村等多家知名企业的创始人和核心管理团队，总计38名 杰出代表参与此次研学活动，不仅是是向先进食品餐饮企业 交流的过程，更也是对卓越企业核心精神的探寻，更是一次 深入讨论交流、共谋合作的契机。

1.

连锁零售模块

: 7&I控股、永旺超市 研学之旅从参访日本零售巨头7&I控股开始。公司旗下7-11 便利店、伊藤洋华堂等知名品牌，其供应链管理模式和数 据化运营一直是行业标杆。7-11物流部部长，信田洋二老 师分享了其高效的供应链管理秘诀，通过数据化管理实现 生鲜产品的一日多配保障食品新鲜和安全。随后，我们走 进7&I伊藤研修中心，副所长日塔带我们深入了解了公司 的发展历程及愿景，研学团队深刻感受到他们以客户为中 心的经营理念。随后研学团队来到永旺超市，永旺以其低 成本物业和小商圈策略为核心，始终以客户为原点，坚定 不断地创新发展。在史料馆中，我们了解到永旺是如何通 过持续合并和变革，在不确定的时代如何保持竞争优势。

2.，食品工业模块:日冷食品、日世食品

参观其位于山梨县的南阿尔卑斯山工厂，我们深入了解到日 冷集团的多元化业务布局和全球市场覆盖能力，集团业务从 畜牧、水产到加工，到物流等多个领域自上而下，形成产供 销一体化业务模式。采用多元化的业务布局，集团成功地在 全球多个市场中占据核心地位。另一方面，日世食品，世界

3. 数字化与创新模块:茑屋书店、英伟达 茑屋书店以其独特的文化氛围和创新的零售理念被誉为“最 美书店”。醉翁之意不在卖书，而是一个融合了文化、艺术 和生活的阅读体验馆。通过研学交流，我们了解到T卡积分为 中心的数据库市场营销业务，其积分囊括了全日本近两百家 公司、近百万家店铺，极大地提升了用户的消费体验。在AI 零售行业，我们接触到享誉全球的科技公司英伟达。零售业

业的最新趋势。新的市场环境下，优秀的日本餐饮企业在人 力资源投资、安全与安心、新的商业模式等方面不断精进； 未来着重于关注消费者需求的变化，在更多元化的渠道提供 独特的消费体验是餐饮企业竞争的关键。另一位大师，森田

5.

闭门研讨模块：增长与效率主题研讨 在活动安排中，我们安排了两次闭门研讨会，围绕“增长” 和“效率”两个主题展开深入讨论。通过案例研究和小组 讨论，企业家们分享了各自在市场拓展、产品创新、品牌 建设等方面的经验和困惑，碰撞出许多创新的解决方案。

结语:

此次研学活动不仅是一次学习和交流的旅程，更是一 场对餐饮行业创新的探索。通过参访日本标杆企业，我们深 刻领悟到以顾客为中心的服务理念和持续创新的发展精神。

这些宝贵的经验和启示，将成为我们餐饮食品行业发展道路 上的重要支撑和驱动力。网聚资本将继续致力于为生态圈伙 伴提供有价值的资源与支持，通过合作与共赢，实现产业的 持续发展。我们期待在未来的活动中，与各位杰出企业共同 推动行业进步，打造更美好的未来。

WFC Meeting was Co-Chaired by: Effective Chair: Datuk Dr. Radzali Hassan- Chairman, Malaysian Franchise Association (MFA); Chairman Elect (Chair of Next Meeting): Mary Carmen Cabera, International V.P., Mexican Franchise Association); (AMF); Assisting the above: Simon Bartholomew, WFC Secretariat.

Associations in Attendance at WFC meeting: 19. They were: APFC, Brazil, Britain, Canada, China, Croatia, EFF, FIAF, Guatemala, Indonesia, Malaysia, Mexico, New Zealand, Philippines, Portugal, Singapore, South Korea, Taiwan, UAE, USA, Venezuela.

The Malaysian host pulled out all the stops to ensure that the international delegates not only have a productive meeting, but also enjoy the cuisine, scenery and culture Malaysia has to offer.

The next host will be Mexico Franchise Association (AMF) in November 2024, followed by Indonesia Franchise Association (AFI) in 2025.

亚太特许经营联合会会议（5月28日）及世界 特许经营理事会会议（5月29日和30日）在马 来西亚吉隆坡隆重举行

世界特许经营理事会WFC会议由以下人员共同主持： 有效主席：马来西亚特许经营协会(MFA)主席 Datuk Dr. Radzali Hassan；当选主席（下次会 议主席）：墨西哥特许经营协会AMF国际副总裁 Mary Carmen Cabera；协助上述人员：WFC 秘书处 Simon Bartholomew。 出席WFC会议的协会:19个。它们是：APFC、巴西、英国、 加拿大、中国、克罗地亚、EFF、FIAF、危地马拉、印度尼 西亚、马来西亚、墨西哥、新西兰、菲律宾、葡萄牙、新加 坡、韩国、台湾、阿联酋、美国、委内瑞拉。

马来西亚东道主竭尽全力确保国际代表不仅能参加富有成效 的会议，还能享受马来西亚提供的美食、风景和文化。下次 会议将于 2024 年 11 月由墨西哥特许经营协会主办，随后于 2025年由印度尼西亚特许经营协会主办.

Inaugural National Retail Federation (NRF) Retail’s Big Show Asia Pacific (APAC) at the iconic Sands Expo and Convention Centre.

June 11th, 2024, Deputy Prime Minister and Minister for Trade & Industry, Mr. Gan Kim Yong launched the inaugural National Retail Federation (NRF) Retail’s Big Show Asia Pacific (APAC) at the iconic Sands Expo and Convention Centre. This event is an extension of the renowned Retail Big Show in New York City. The platform brings together APAC retail industry leaders and organizations to explore the future of retail, including innovation and sustainability. He commented in his LinkedIn: “It was interesting to learn about the latest retail innovations, solutions and technologies ranging from Augmented Reality, where shoppers can “try” clothes and shoes, to customized live video streaming for personalized shopping experiences, and machine learning to optimize supply chain and inventory management. I was pleased to hear that some of our local companies like Commune and Gain City are participating in Enterprise Singapore’s inaugural Retail Open Innovation Challenge, a platform for companies to partner startups in co-creating innovative solutions. In an increasingly competitive and digital age, it is imperative for businesses to transform and enhance their consumer journey to stay ahead of the curve and propel the retail sector forward. I encourage more of our local businesses to leverage technology to strengthen their operations.”.

首届全国零售联合会(NRF)亚太零售大展(APAC) 2024 年 6 月 11 日，副总理兼贸易和工业部长颜金勇先生 在新加坡滨海湾金沙酒店启动了首届全国零售联合会 (NRF) 亚太零售大展 (APAC)。此次活动是著名的地区零售业领导 者和组织，共同探索零售业的未来，包括创新和可持续性。 他在 LinkedIn 上评论道：“了解最新的零售创新、解决方 案和技术很有趣，从增强现实（购物者可以“试穿”衣服和 鞋子）到定制的实时视频流（提供个性化购物体验）以及机 器学习（优化供应链和库存管理）。我很高兴听到我们的一 些本地公司，如 Commune 和 Gain City，正在参加新加坡 企业局的首届零售开放创新挑战赛，这是一个企业与初创公 司合作共同创造创新解决方案的平台。在竞争日益激烈和数 字化的时代，企业必须转变和增强其消费者旅程，以保持领 先地位并推动零售业向前发展。我鼓励更多本地企业利用技 术来加强运营。”

For more information: https://nrfbigshowapac.nrf.com/event-recap

Hong Kong International Licensing Show Creates Cross-Sectoral Business Opportunities

Asian Licensing Conference Explores Growth Opportunities and Trends

The annual flagship event of Asia’s licensing industry, Hong Kong International Licensing Show (HKILS), was held successfully over the period 27th-29th April. It was organized by the Hong Kong Trade Development Council (HKTDC), drawing over 320 exhibitors and showcased an extensive array of more than 550 brands and licensing projects.

At the concurrent Asian Licensing Conference (ALC), some 30 esteemed global licensing leaders engaged in profound discussions on industry hot topics, including the ever-evolving global industry trends, sustainable development, the empowering potential of generative AI, the emergence of new forces in licensing, and innovative marketing strategies. The two events provided a platform for business development across regions and industries, creating business opportunities for participants and promoting the development of IP trading in the region.

HKTDC Deputy Executive Director Dr Patrick Lau said:

“As an international business hub and sourcing platform, Hong Kong has been a trading centre for all types of IPs for many years, helping to promote the development of IP trading in the region. Licensing is an important part of IP trading and Hong Kong is one of the most developed and mature licensing markets in Asia. We are pleased to see that licensing has a wide range of applications and product categories, including not only the traditional characters, but also different areas such as arts, cultural and creative industries, sports and lifestyle sectors.”

The Design Licensing and Business (DLAB) Support Scheme returned to HKILS this year, featuring 45 local brands with creative designs. HKILS also launched a new initiative “Reimagining The Classics”, which mesmerized attendees with the harmonious fusion of creative IP projects and renowned Hong Kong brands, through strategic licensing partnerships, vitality can be injected into these iconic entities.

Hong Kong serves as a bridge for the licensing industry in the world. Witnessing a surge in local brand development and licensing projects, the city has also attracted numerous international licensors and licensing agents to set up offices in Hong Kong. Moreover, renowned global licensors have been keen to partner with Hong Kong-based licensing agents, leveraging their expertise to unlock business opportunities across Asia.

This year’s HKILS once again welcomed Raistlin Lau, Hong Kong SAR Under Secretary for Culture, Sports and Tourism, as the guest of honour at the opening ceremony. During his address, he stated: “With our proximity to the Mainland, and strategic location at the heart of Asia, Hong Kong has been affirmed by many international licensors, and licensing as the strategic base for expanding their businesses in Asia and a launch pad to tap into the Mainland market. We welcome all licensing professionals to utilize the business expansion platform offered by the HKILS to not only establish contacts but also

亚洲授权业会议探讨潮流趋势,分享行业成功

亚香港国际授权展汇聚全球业界翘楚创跨界商机;

洲授权业年度旗舰活动香港国际授权展 （授权展）于4月29日圆满闭幕。一连三天的商贸 盛会由香港贸易发展局，共吸引逾320家展商，带 来超过550个品牌及授权项目。同期举行的亚洲授权业会议则 汇聚近30位国际授权业代表，深入讨论业界热门议题。两项 活动提供跨地区、跨行业的业务拓展平台，全方位涵盖多个 范畴及各生活层面，为与会者创造更多商机，促进区内知识 产权贸易发展。

香港贸发局副总裁刘会平表示：「香港是国际商业枢纽及采 购平台，多年来一直是各类知识产权的交易中心，协助促进 区内的知识产权贸易发展。授权业是知识产权贸易重要的一 环，而香港更是亚洲其中一个最发达及成熟的授权市场；我 们乐见授权应用范围广阔、产品类别众多，除了传统的人偶 角色，更涵盖例如艺术、文创、体育、生活时尚等不同领 域。」

「香港设计。授权支援计划(DLAB)」香港馆展商再次回归授 权展，推广45个本地品牌的最新创意设计。另外，今届授权 展特设「经典 | 重塑」环节，展示香港知名品牌与创意知识 产权项目的融合。

香港在授权业继续发挥国际桥梁的角色， 除了本地发展的品牌和授权项目日益增加，不少国际授权商 及授权代理商在香港设立办事处，亦有许多国际知名授权商 向香港授权代理商提供授权项目，拓展亚洲业务。

今届授权展再度邀得香港特别行政区政府文化体育及旅游局 副局长刘震任开幕典礼主礼嘉宾，他於典礼上表示：「香港 邻近中国内地，而且占据亚洲中心的战略位置，获国际授权 人及授权业认可为拓展亚洲业务的战略基地，也是进入中国 内地市场的跳板。我们欢迎所有的授权专业人士利用香港国 际授权展作为一个商机及平台，不仅在此建立联系，还能够 与不同人士交流创新背後的想法和思维。」

Email: licensingshow@hktdc.org

38/F, Office Tower, Convention Plaza

1 Harbour Road, Wanchai, Hong Kong

Tel: (852) 1830 668 Fax: (852) 2824 0249

The Power of Intentional Networking

Are you making the most of your network? In this Nano Tool for Leaders, Wharton’s Marissa King gives tips on how to leverage your contacts.

The Goal

Deliberately shape your current network to unlock its potential.

Nano Tool

Are you intentional about building and leveraging your network? If you’re not, you’re in good company: Research shows a solid majority is reluctant or resistant to even consider working on theirs, considering it an unsavory or too time-consuming element of work life. That means networks tend to be random and unintentional, consisting only of the people we interact with by chance. But our networks have a profound effect on our success, including a direct correlation with pay and promotions, and without some effort, they shrink over time.

The good news is that decades of studies show you don’t need to drop everything and head to the water cooler or register for numerous professional networking and industry events. A myopic focus on network size is wrong — knowing more people is not the answer. The quality and structure of your social connections is what matters. That means the better you understand that structure, the easier it will be to make the most of it and be able to make changes to suit your needs as they change over time.

Action Steps

1. Identify the type of network you have. Through the descriptions below, or your results from www. assessyournetwork.com, determine the structure of your current connections from the three categories identified as the most common, understanding that there is no one best or better network and that some people have a mixed style.

Nano Tools for Leaders®

— a collaboration between Wharton Executive Education and Wharton’s Center for Leadership and Change Management — are fast, effective tools that you can learn and start using in less than 15 minutes, with the potential to significantly impact your success and the engagement and productivity of the people you lead.

Expansionists have very large networks, are popular and influential, and have an uncanny ability to work a room. They create value by connecting contacts to each other, and they are masters at cultivating and utilizing their weak ties. Expansionists are at risk of generosity burnout as they manage large numbers of contacts.

Brokers have diverse networks, with contacts in many different networks that don’t overlap. They create value by ferrying information and identifying opportunities for collaboration between networks, but need to manage misunderstandings that can arise between people with different ideas and beliefs. Brokers are innovative, often follow atypical career paths, and report better work-life balance.

Conveners have dense, closed networks of interconnected contacts. They often live and/or work at the same location for many years; are adept at taking the perspective of others; show greater resilience; and get trust, emotional support, and buy-in from their networks. Convener networks are at risk of developing echo chambers that validate one widely held viewpoint while discounting those that oppose it. The upside of this network is that conveners are trusted and supported.

2. Consider your network in relation to your career stage and current needs.

To make the most of your network, think about the advantages of each type in terms of what your career could benefit from now. In general, it’s most valuable in the early stages of your career to build an expansionist network. Broker networks are most beneficial in the middle of your career, while convener networks make sense when you are in more senior roles.

3. Combine and oscillate for advantage. Different moments and challenges require different networks. If your network is a mismatch with your career stage, or you could use the benefits afforded by a different network type, consider combining them. For example, senior leaders who often report a lack of close ties and high rates of loneliness could work to cultivate ties among contacts who know one another, essentially building a more convener-like network. In other words, you can call upon different parts of your network depending on the situation.

How Leaders Use It

Cellist Yo-Yo Ma initiated the Silk Road Project in 1998 to promote cross-cultural collaboration among artists and institutions, which would foster cross-cultural understanding, deepen learning, and promote innovation. It has brought together world-class musicians from around the globe, including experts in the Chinese pipa, the Persian kamancheh, and folk vocals from Azerbaijan. The broker network experiment has been nominated for multiple Grammy awards, winning one for the album Sing Me Home.

Adam Rifkin, co-founder of three early-stage venture capital-funded startups whose legendary shyness inspired his “panda” nickname, was named the Best Networker in Silicon Valley by Fortune magazine. He says, “It’s who you know, not what, that’s responsible for the big things in your professional life.” He adds that a secret to maintaining his huge expansionist network is to prioritize “the people you’d most like to be influenced by, and look for special opportunities to reconnect with them regularly — whenever you learn a piece of information, find a job listing, or make a connection that could be relevant to them.” Rifkin’s approach, which focuses on reconnection, reveals a key message we can all learn from: There is extraordinary untapped value in your existing network.

Editor-in-chief of Vogue Anna Wintour is a high-profile dealmaker whose convener network includes people from across all industries (the Obamas, Michael Bloomberg, Diane von Furstenberg, and Roger Federer are friends). She has a remarkable ability to seat the right people next to one another at a dinner party, overseeing mutually beneficial connections that have launched, skyrocketed, and salvaged careers. Her fame and power (and her network) are on full display each year as she decides who will be invited to attend the Met Gala, arguably the most prestigious, exclusive social event in the world that brings together attendees from fashion, business, politics, and the arts. The value in Wintour’s network comes from connecting other people in her network, which creates value not only for Wintour, but those around her.

三种社交达人，你属于哪一种？

你是否充分利用了你的人际网络？在这款面向领导者的 纳米工具中，沃顿商学院的马丽莎•金（Marissa King） 给出了如何利用社交资源的建议。

领导力纳米工具（Nano Tools for Leaders®）是沃顿 商学院高管教育学院与沃顿领导力与变革管理中心的合 作项目。它是一种快速有效的工具，您可以在15分钟内 学习并开始使用，有可能对您的成功、员工的参与度和 生产力产生重大影响。

目标

精心打造你当前的人际社交网络，以释放其潜力。

纳米工具

你是否有意图地主动建立和利用人际网络？如果没有，那么 恭喜你，你属于主流人群。研究表明，绝大多数人不愿意甚 至抗拒考虑他们的社交网络，认为这是工作中令人讨厌或过 于耗时的环节。这意味着我们的社交网络往往是随机和无意 的，只由我们偶然互动的人组成。但实际上，人际网络对我 们的成功有着深远的影响，包括与薪酬和晋升直接相关。如 果你不主动付出一些努力，它们就会随着时间的推移而萎 缩。

好消息是，几十年的研究表明，你并不需要放下一切去参加 社交聚会，也不需要注册加入众多的职业社交和行业会议。 仅仅关注人际网络的规模也是错误的——认识更多的人不是 答案。你的社会关系的质量和结构才是最重要的。这意味着 你越了解这种社交网络的结构，就越容易充分利用它，并能 够随着时间推移做出改变来满足你的需求。

行动步骤

(一) 识别你拥有的社交网络类型

通过以下描述或你可登录网站www.assessyournetwork.com

衡量一下，确定你当前的社交结构属于以下最常见的三种社 交网络类别中的哪一个。同时你需要了解这三者各有优劣， 而且有些人的风格是混合的。

扩张主义者（Expansionists）

扩张主义者拥有庞大的人际网络，广受欢迎且有影响力，并 且有着在社交方面不可思议的能力。他们通过联系彼此创造 价值，他们是培养和利用薄弱人际联系的大师。扩张主义者 的风险是在管理大量社交关系时，可能会精力倦怠。

经纪人（Brokers）

经纪人有各种各样的人际网络，他们的众多网络中的联系人 并不重叠。他们通过传递信息和确定网络之间合作的机会来 创造价值。但他们需要管理不同想法和信仰的人之间可能出 现的误解。经纪人类型富有创新精神，经常走非典型的职业 道路，工作与生活的平衡性更好。

召集人（Conveners）

召集人有密集、封闭的相互联系的社交网络。他们经常在 同一地点生活或工作多年；善于从他人的角度出发；在人际 交往中表现出更大的弹性；并能从他们的人际关系中获得信 任、情感支持和响应。召集人的社交网络面临舆论回音室的 风险，这些回音室通常会支持一种广泛持有的观点，而不考 虑那些反对意见。这种网络的优势是召集人是被信任和支持 的。

(二) 根据职业阶段和当前需求来考虑

为了充分利用你的人际网络，想想每种类型的优势，看看你 的职业生涯是否现在就可以从中受益。一般来说，在你职业 生涯的早期阶段，建立一个扩张主义的人际网络是最有价值 的。经纪人网络在你的职业生涯中期是最有益的，而召集人 网络在你担任更高级的职位时是有意义的。

(三) 组合并振荡以获得优势

不同的时刻和挑战需要不同的人际网络。如果你的人际网络 与你的职业阶段不匹配，或者你可以利用不同类型的人际网 络提供的优势，可以考虑将它们结合起来。例如，那些认为 自己缺乏密切联系和感受到孤独的高层领导人可以努力在相 互认识的联系人之间建立联系，本质上是建立一个更像召集 人的社交网络。换句话说，您可以根据情况调用社交网络的 不同部 分。

领导者使用案例 (一) 丝绸之路乐团

大提琴家马友友于1998年发起了丝绸之路乐团，以促进艺 术家和机构之间的跨文化合作，以及促进跨文化理解、深化 学习和促进创新。这个项目汇集了来自世界各地的顶级音乐 家，包括中国琵琶、波斯的卡曼奇琴和阿塞拜疆民歌专家。 这项有经纪人社交网络特质的实验获得了多项格莱美奖提 名，而《Sing Me Home》专辑最终获奖。

(二) 硅谷社交达人如何社交

亚当·里夫金（Adam Rifkin）是三家早期风险投资初创公 司的联合创始人，他被《财富》杂志评为硅谷最佳社交达 人。他说：“对你职业生涯中的大事有影响力的是你认识的 人，而不是你知道什么。

他表示，维持他庞大社交网络的一个秘密是优先考虑那些“ 你最想被他影响的人，并寻找特殊机会定期与他们保持联 系——比如你了解到一条重要信息，或招聘机会，或建立一 个可能与他们有关的联系。”里夫金对于如何与人加深联系 的经验向我们揭示了一个可以学习的关键信息：你现有的人 际网络中有非凡的未开发价值。

(三) 时尚攒局王者

《Vogue》主编安娜·温图尔（Anna Wintour）是一位备受 瞩目的组局者。她的召集人网络包括来自各行业的人（美国 前总统奥巴马夫妇、彭博社CEO迈克尔·布隆伯格、网球巨 星费德勒等等）。她有着非凡的能力，能够在晚宴上让合适 的人挨着坐，监督互利的关系。而这些关系开创、飙升并挽 救了她的职业生涯。

每年，当她决定邀请谁参加大都会艺术节（Met Gala）时， 她的名气和权力（以及她的人 际网络）都会得到充分展示。

大都会艺术节可以说是世界上最负盛名和独特的社交聚会， 汇集了时尚、商业、政治和艺术界的与会者。温图尔的社交 网络价值来自于连接网络中的其他人，这不仅为她本人，也 为她周围的人创造了价值。

本项纳米管理工具的作者：沃顿商学院管理学教授马丽莎•金 （Marissa King）

• 行动中的知识：相关高管教育计划

• 女性高管领导力：成功的商业战略

• 管理战略伙伴关系和生态系统

The

Future

of The Body Shop and its International Franchisee Network (Part 2)

The Body Shop 及其国际特许经营网络的未来 (第二部分)

Disruption to product supply 产品供应中断

The supply chain of The Body Shop’s franchisees may also be impacted. In many franchise relationships, the franchisor or a member of its corporate group supplies the franchisee with the branded products that the franchisee sells in its stores – in order to ensure consistency in product quality, branding etc. If the entity supplying franchisees with The Body Shop products is one of those subject to insolvency proceedings, the franchisees may experience issues or delays in the supply of products if, for example, the relevant The Body Shop supplier entity is unable to pay its own upstream raw materials or product suppliers, manufacturers or logistics providers. If the entity supplying The Body Shop franchisees with products is not one that is subject to insolvency proceedings itself, media reports indicate that cash pooling practices across The Body Shop group may still cause cash flow issues in trading parts of the business.

The Body Shop的被特许人的供应链也可能受到影响。在许多 特许经营关系中，特许人或其集团成员向被特许人供应后者在 其店铺内销售的品牌产品，以确保产品质量、品牌等方面的一 致性。如果向被特许人供应The Body Shop产品的实体是进入 破产程序的实体之一，被特许人在产品供应方面可能会遇到问 题或延迟，例如，相关的 The Body Shop供应商实体无法向其 上游原材料或产品供应商、制造商或物流提供商付款。如果向

The Body Shop的被特许人供应产品的实体本身不是进入破产 程序的实体，而媒体报道显示整个 The Body Shop集团的现金 池做法仍可能导致其业务交易部分的现金流问题。

Some franchisors grant franchisees the right to purchase products directly from approved third party suppliers. In these circumstances, the franchisor entity is also likely to be a customer of the relevant supplier, and if that franchisor entity or one of its affiliates is subject to insolvency proceedings, such third party suppliers may have difficulty recovering payments due to them and therefore experience cashflow issues themselves. If third party suppliers are trying to recover payment from certain The Body Shop companies who are their customers, they may be hesitant to supply affiliates or franchisees of such customers in order to limit their exposure to bad debt, or require preferential commercial terms which could exacerbate existing cash flow issues.

一些特许人授予被特许人从经批准的第三方供应商处直接购买 产品的权利。在这些情况下，特许人实体也可能是相关供应商 的客户，如果该特许人实体或其关联公司进入破产程序，该等 第三方供应商可能难以收回应付给他们的款项，并因此可能会 遇到现金流问题。如果第三方供应商试图从作为其客户的The Body Shop集团内的某些公司收回款项，他们可能出于降低坏 账风险的原因不愿意向前述客户的关联公司或被特许人供货， 或要求优惠的商业条款，而这可能会进一步加剧现有的现金流 问题。

Impact of potential rescue packages 潜在救助方案的影响

It is too early to say what any rescue package for the insolvent parts of The Body Shop’s group will look like – and indeed there may be more parts of the business that enter into administration. A buyer for the group as a whole could be found, however ultimately administrators are required to focus on generating as much value for the business in order to return funds to the various creditors. As we have seen with many high street brands who have entered insolvency proceedings over the past few challenging years, rescue packages for The Body Shop may be limited to offers for the group’s intellectual property rights (“IP rights”) and its products and stock only – excluding the other parts of the business such as some or all of the bricks and mortar stores. This could mean that, in some markets at least, The Body Shop becomes a brand that is sold exclusively online, or by a multi-brand retailer.

现在谈论针对 The Body Shop集团破产部分的救助方案还为时 尚早，事实上，可能会有更多业务部分进入破产程序。可能会 为整个集团找到买家，但最终管理人需要专注于为企业创造尽 可能多的价值，从而将资金返还给各债权人。正如我们在过去 几个充满挑战的年份中看到的许多高街品牌进入破产程序，对 The Body Shop的救助方案可能仅限于针对集团的知识产权（“ 知识产权”）及其产品和库存，而不包括其他业务部分，例 如部分或全部实体店。这可能意味着至少在某些市场The Body Shop将成为一个仅在线销售的品牌或由多品牌零售商销售。

The future impact of this on the brand’s franchise network is unclear – at the moment we consider it unlikely that a purchaser of The Body Shop’s group or its IP rights would seek to terminate or otherwise disrupt a successful franchise network, however this will ultimately depend on the nature

of any rescue package and the new owner’s own corporate plans.

这一情况未来对该品牌特许经营网络的影响尚不清楚，目前我 们认为 The Body Shop集团或其知识产权的买家不太可能寻求 终止或以其他方式破坏一个成功的特许经营网络，然而这最终 将取决于救助方案的性质和新所有者自己的公司计划。

Impact on The Body Shop’s brand 对 The Body Shop 品牌的影响

Depending on the nature of any rescue package agreed for the affected areas of The Body Shop business, there may also be an impact on The Body Shop’s brand value and its reputation. For example, multiple staff redundancies across numerous different territories may negatively impact the public’s perception of the business and it’s true that closing down sales can have a chilling effect on how products are perceived. Realistically though, whilst the administration may surprise or shock consumers, they are likely to understand the context behind these events given how tough the retail market has been in recent years. The brand legacy and commitment to product quality and ethics works very much in The Body Shop’s favour to allow the brand to ride through this difficult period. Any negative brand impact resulting from the administration is likely to be limited and also restricted to the impacted markets rather than the international franchise network as a whole. Indeed we’ve often seen a renewed wave of consumer love and affections for iconic brands which find themselves in distress, as consumers aren’t ready to let go and see the brand disappear entirely.

根据就 The Body Shop受影响业务部分达成的救助方案的性 质，The Body Shop的品牌价值和声誉也可能会受到影响。例 如，在多个不同地区裁员可能会使公众对企业的看法产生负面 影响，而关闭门店也确实会使人们对产品的看法产生寒蝉效 应。不过，从现实情况来看，虽然进入破产程序可能会让消费

者感到惊讶或震惊，但考虑到近年来零售市场的严峻形势，他 们很可能会理解这些事件背后的原因。The Body Shop的品牌传 承以及对产品质量和道德规范的承诺对其渡过难关非常有利。

进入破产程序对品牌造成的任何负面影响都可能是有限的，而 且仅限于受影响的市场，而不是整个国际特许经营网络。事实 上，我们经常看到消费者对陷入困境的标志性品牌重新燃起爱 意，因为消费者还没有准备好放手和眼看着该品牌完全消失。

Intellectual Property 知识产权

When a business faces commercial difficulty, the main priority is to rescue it, keep trading in some form, pivot operations or get the best deal possible for what’s left behind. This is understandable – the essence of a business is that it provides products or services – but in situations like this, the intellectual property considerations are often left behind. As noted above IP rights can be some of the most valuable assets of a business, especially for companies with a strong brand legacy. The brand value derives from the years of success, the growth and the reputation which has been built. However, when a business goes into administration (especially when the rescue is a challenge and there’s no buyer on the scene) the IP can be forgotten and remain

registered to a dissolved company. IP rights which remain in a UK registered company at the point it is dissolved are deemed to be ownerless property, and ownership of any UK rights reverts to the Crown. It is possible to recover these IP assets, but it is difficult to have a great deal of control over the process, it can take a long time to recover marks from the Bona Vacantia Division and financial consideration of £1000 must be paid per mark which can make the exercise very expensive for a large scale portfolio. Post-Brexit, EUTM registrations owned by dissolved UK companies have also entered a strange twilight zone – no longer recognised by the UK Bona Vacantia Division as a UK based asset over which they have control but equally lacking any public body at EU level capable of assisting in their recover. This makes the recovery of a portfolio complicated, and the process is on the whole unsatisfactory: it certainly doesn’t allow the value of IP assets to be easily realised.

当一家企业面临商业困境时，首要任务是拯救它、维持某种形 式的业务运营、转移运营或尽可能为剩下的东西获得最好的交 易。这是可以理解的，因为企业的本质是提供产品或服务，但 在这样的情况下，知识产权方面的考量常常被忽视了。如上所 述，知识产权可能是企业最有价值的资产之一，尤其是对于 拥有强大品牌传承的公司而言。品牌价值通常来源于多年的成 功、增长和已经建立的声誉。然而，当一家企业被进入破产程 序时（尤其是当拯救工作面临挑战且现场没有买家时），知识 产权可能被遗忘并继续登记在已解散的公司名下。在英国注册 的公司解散时保留的知识产权会被视为无主财产，英国任何此 类权利的所有权均归王室所有。追回这些知识产权资产是可能 的，但这一过程很难掌控，从无主财产部门追回商标可能需要 很长时间，每个商标必须支付1000英镑的经济对价，这可能会 使大规模商标组合的追回工作变得非常昂贵。英国脱欧后，解 散的英国公司拥有的欧盟商标注册也进入了奇怪的暮色地带— 英国无主财产部门不再将其视为其控制的英国资产，但欧盟层 面也没有任何公共机构能够协助其追回。这使得资产组合的追 回变得复杂，整个过程并不尽如人意：知识产权资产的价值肯 定无法轻易实现。

As a result, IP assets should be given due care and attention before the company is fully wound up and a strategy should be put in place on where the IP is going to sit once the dust settles. For a large international brand like The Body Shop, IP rights might not all be consolidated within one IP holding company – it’s common, due to the way brands expand internationally and largely in response to opportunities which arise organically, for IP ownership to be fragmented across the group. If a buyer is found for the business in the ‘distressed’ territories, then they can take over the IP ownership – but that’s a difficult proposition where the brand continues to trade in other territories. That situation has the potential for the brand to start to look and feel very different across the world, which can be difficult conceptually for the remaining successful territories and can also create consumer confusion, diluting the overall strength of a brand. Where assets are bought outright, it’s also very difficult (if not impossible) for the remaining international businesses to impose restrictions or controls on how that brand should be used going forward – the best outcome is finding a

purchaser who is aligned on the values of the business. This loss of control can be tough to deal with, and third-party use which doesn’t align with the same strong commitment to ethics and sustainability could create wider brand damage in other territories.

因此，知识产权资产应该在公司完全结 束前得到应有的关注和重视，并且就结束 后知识产权的归属制定战略。对于像 The Body Shop这样的大型国际品牌，知识产权 可能不会全部整合在一家知识产权控股公 司中，这很常见，因为品牌在国际上扩张的方式很大程度上是 为了应对自然出现的机会，知识产权所有权在整个集团中是分 散的。如果在“陷入困境”的地区找到了买家，那么他们可以 接管知识产权所有权，但如果品牌在其他地区继续开展业务， 这就很困难了。因为这种情况有可能使品牌在世界各地的外观 和感觉大不相同，这对于其余成功的地区来说在概念上可能会 很困难，而且还会造成消费者混淆，削弱品牌的整体实力。在 资产被直接收购的情况下，剩余的国际业务也很难（甚至不可 能）对未来如何使用该品牌施加限制或控制，因此最好的结果 是找到与企业价值观一致的买家。这种控制权的丧失可能很难 处理，而第三方的使用如果不符合对道德和可持续发展的坚定 承诺，可能会在其他地区造成更广泛的品牌损害。

(and therefore the value of the IP rights must be low). Brands therefore have to rely on professional networks to seek opportunities, go to market with an offer, speak to IP finance professionals to assess the value of the IP, and entertain brand licensing companies to see who in their client lists might be interested in buying the IP assets.

那么，如果找不到买家而企业又不 想保留知识产权，会发生什么呢？ 有没有出售知识产权的市场呢？遗憾 的是没有，尽管 美国已经尝试了知识产权拍卖。拍卖的问题 在于，你不能控制买家，也无法控制最终价格，并且有一种认 知，即在拍卖中对品牌的兴趣一定不会那么高（因此知识产权 的价值一定较低）。因此，品牌必须依靠专业网络寻找机会， 向市场提出收购要约，与知识产权金融专业人士洽谈以评估知 识产权的价值，并与品牌许可公司接触以了解其客户中谁可能 对购买该等知识产权资产感兴趣。

Consideration should be given therefore whether any existing arm of an international business which will continue to trade can buy out the IP assets of the businesses at risk, even moving them into an IP holding company for safekeeping. This would allow the remaining international business to retain control and ownership over the IP assets, either then using the brand via an online only offering in key markets, or potentially licensing third parties to use the brand on a long-term basis or for well-timed marketing activations and collaborations. Licensing can be an attractive option if the business has the infrastructure to handle the relationship or can work with a third-party licensing company to run it: it creates an ongoing revenue stream and means the company retains controls over the brand.

因此，应当考虑现有任何国际业务中将继续开展业务的企业是 否可以购买面临风险的企业的知识产权资产，甚至将其转移到 知识产权控股公司进行保管。这将使剩余的国际业务保留对知 识产权资产的控制权和所有权，然后通过在主要市场仅提供在 线销售的方式使用该品牌，或可能许可第三方长期使用该品牌 或为适时的营销活动及合作而使用该品牌。如果企业有处理这 种关系的基础或可以与第三方许可公司合作运营，许可可能是 一个有吸引力的选择：它创造了持续的收入来源，同时意味着 公司保留了对品牌的控制权。

So what happens if a buyer can’t be found and the business doesn’t want to retain the IP? Is there a marketplace for brands where IP rights can be sold? Sadly not, though the US has dipped a toe into the water with IP rights auctions. The issue with an auction is you can’t control the buyer – or the final price – and there is a perception that if it’s at auction, the interest in the brand must not be that high

The announcement that the UK arm of The Body Shop was placed under administration not only came as a shock to investors and consumers in the UK, but also to people in the Asia-Pacific markets where The Body Shop brand is very well regarded. However, while the brand is uniform across the world there are important legal differences as to what the future may hold for The Body Shop brand arising due to different local laws and legal structures under which The Body Shop has been operating in different parts of the world. The outlook is therefore currently unclear.

The Body Shop英国业务被置于破产程序之下的消息不仅震惊 了英国的投资者和消费者，也震惊了亚太市场，因为在那里， The Body Shop品牌享有很高的声誉。然而，尽管该品牌在全 球范围内是相对统一的，但由于 The Body Shop在世界不同的 地区经营所依据的当地法律和法律架构不同，因此，对于 The Body Shop品牌的未来可能会产生重要的差异。然而目前前景 尚不明朗。

According to the latest news at the time of writing, The Body Shop’s Singapore franchise for instance is not affected by the UK, EU and North American businesses entering administration, and all 30 stores in Singapore remain open. The Body Shop in Malaysia is a head franchise market and is not affected either. The same applies for India where the outlook seems to be more optimistic with plans to continue its expansion of and focus on omni-channel operations, while leveraging newer opportunities in retail, quick commerce and high convenience formats. In mainland China, The Body Shop is still selling through cross-border e-commerce platforms but does not have any bricks and mortar stores. What will happen to the bricks and mortar stores in Hong Kong and Macau remains to be seen.

根据撰写本文时的最新消息，The Body Shop新加坡特许经营 不受该品牌英国、欧盟和北美业务进入破产程序的影响，新加 坡的所有30家门店仍在营业。马来西亚的 The Body Shop是一

个主要的特许经营市场，也不受影响。同样的情况也适用于印 度，印度的前景似乎更加乐观一些，计划继续扩张，专注于全 渠道经营，同时利用零售、快捷商业和高便利业态的新机会。

在中国内地The Body Shop仍在通过跨境电商平台销售，但没 有任何实体门店。香港和澳门的实体门店将会发生什么变化仍 有待观察。

While it is too early to tell exactly how things will pan out for The Body Shop in the Asia market, in our view there are several possibilities if the operations in the Asia-Pacific markets experience protracted decline and are or become as loss-making as the brand’s troubled UK, EU and North American operations:

尽管现在判断 The Body Shop在亚洲市场的前景还有些为时尚 早，但在我们看来，如果亚太市场的业务经历长期下滑，并像 该品牌陷入困境的英国、欧盟和北美业务一样亏损，那么我们 预计将有以下几种可能：

Firstly, going into administration (or filing for bankruptcy in some countries) under which the appointed administrator restructures a country’s business. This may include a sale of the business to a new operator, cutting costs via certain store closures, staff redundancies and/or the renegotiation of contracts with landlords and suppliers or even changing the brand and its position in the marketplace. This is a move aimed at saving the business from liquidation or collapse, something which is currently taking place for the UK and EU parts of the business who have initiated administration proceedings. 首先，进入破产(重整)程序（或在某些国家称为申请破产）， 在这种情况下，指定的破产管理人会重整一国的业务。这可能 包括将业务出售给新的经营者，通过关闭某些门店、裁减员工 和/或与房东和供应商重新谈判合同来削减成本，甚至改变品 牌及其在市场中的定位。这是一项旨在挽救企业免于清算或倒 闭的举措，目前，英国和欧盟的部分企业已启动了这一程序。

Secondly, if restructuring under administration or bankruptcy proceedings fails, then the brand is likely to go into liquidation under which the entire business will be wound up, assets liquidated and secured creditors paid out ahead of unsecured creditors from the proceeds of such liquidation. This is what has happened to The Body Shop’s operations in the US and Canada.

其次，如果破产重整失败，那么该品牌可能会进入清算程序， 在这种情况下，整个企业将被关闭，资产将被清算，有担保债 权人将先于无担保债权人从清算收益中获得偿付。这就是 The Body Shop在美国和加拿大业务所发生的情况。

Thirdly, separate from going down the path of administration or bankruptcy proceedings, the owner of The Body Shop may choose to sell any of its Asia businesses to an interested buyer, as they have previously done for Japan - Aurelius (owner of The Body Shop) sold off The Body Shop’s lossmaking operations in most of mainland Europe and parts of Asia to an international family office. The Body Shop’s Japan business was part of this deal. This can be a good move if eliminating the loss-making subsidiaries can help the group owner to best use its financial resources on other subsidiaries with more promising future in the Asia market.

第三，与破产程序不同，The Body Shop的所有者可以选择将 其任何亚洲业务出售给有兴趣的买家，就像他们之前在日本所 做的那样 - Aurelius (The Body Shop所有者）将 The Body Shop在大部分欧洲大陆和部分亚洲亏损的业务出售给了一家国 际家族办公室。The Body Shop的日本业务是该笔交易的一部 分，如果摆脱亏损的子公司可以帮助该集团所有者更好地将其 财务资源用于在亚洲市场上更有前途的其他子公司，那么这可 能是明智之举。

Finally, as the least disruptive option, subsidiaries in the Asia market will possibly undergo some degree of restructuring regardless of the outcome for other areas of the business, such as cutting costs via store closures, job cuts and other cost control measures while adjusting or refocusing its strategy to drive growth within the business particularly across its digital channels. This may help to improve the P&L of the subsidiaries in the Asia market with a “leaner” assets model as well as increasing revenues through online sales channels.

最后，作为破坏性最小的选择，无论该品牌其他市场的结果如 何，亚洲市场的子公司可能会进行一定程度的重组，例如通过 关闭门店、裁员和其他成本控制措施削减成本，同时调整或重 新聚焦其战略以推动业务增长，特别是其数字渠道。这可能有 助于亚洲市场子公司以更轻资产模式改善盈亏，并通过在线销 售渠道增加收入。

Conclusion 结论

The Body Shop currently operates around 2,500 retail locations in more than 80 countries and has over 30 head franchise partners around the world, including in Asian markets such as Singapore, India, and Malaysia.

The Body Shop目前在80多个国家经营着约2500家零售店，并在 全球拥有30多家主要特许经营合作伙伴，其中包括新加坡、印 度和马来西亚等亚洲市场。

As things currently stand, our projection is that the impact of the administration proceedings on The Body Shop’s global franchise partners or franchise businesses in the Asia-Pacific markets is likely to be limited to reputational damage to the brand and some supply chain disruption.

The essence of franchising is that the franchisor authorizes a series of business resources, for instance trade marks and other proprietary technologies, to the franchisee in the form of a contract, and the franchisee operates according to a unified business model and in return pays royalty fees to the franchisor. Therefore, whether the potential franchisees are confident about the brand and its business model are crucial in relation to their buying into the franchise business. The administrators from FRP in respect of The Body Shop’s UK operations are of the view that relationships with key franchise and wholesale partners in Asia-Pacific, the Middle East and Europe would be “a cornerstone of future success” of The Body Shop. We also believe the success of the franchise business of the brand plays a significant role in the future survival and success of the brand in the Asia-Pacific markets and beyond.

就目前的情况来看，我们的预测是破产程序对 The Body Shop 的全球特许经营合作伙伴或亚太市场的特许经营业务的影响可 能仅限于对品牌声誉的损害和一定程度的供应链中断。特许经 营的本质是特许人将一系列的经营资源，例如商标和其他专有 技术，以合同的形式授权给被特许人，被特许人按照统一的商 业模式进行经营，并向特许人支付特许权使用费。因此，潜在 的被特许人是否对品牌及其商业模式有信心是他们进入特许经 营业务的关键。负责 The Body Shop英国破产事务的来自FRP 的管理人认为，与亚太、中东和欧洲的主要特许经营和批发合 作伙伴的关系将是 The Body Shop未来成功的基石。我们也相 信，该品牌特许经营业务的成功对该品牌未来在亚太及其他市 场的生存和成功起着至关重要的作用。

About Bird & Bird:

Bird & Bird is your full-service firm with global IP expertise, offering expertise in patents, copyright, trademarks, designs, and IP-rich transactions. We extend beyond the conventional, expressing a genuine interest in emerging areas such as AI, machine learning, big data, and the convergence of life sciences and technology.

Lorraine Tay

Singapore Head of Intellectual Property Group

T: +65 6428 9873

E: lorraine.tay@twobirds.com

Emma Green, Partner (London) Emma is a partner in our London Intellectual Property team who specialises in brand management. She also leads Bird & Bird’s International Wellness group, part of the firm’s retail & consumer sector.

The Body Shop’s success in the past was based on its distinct brand identity, with its focus on natural ingredients and fairtrade products being at the core of its marketing, making the brand ahead of its time. However, in recent years it has fallen behind the many other competitors operating in the market that replicate some of the essential ingredients of The Body Shop’s brand image. Therefore, for the brand to survive, it really needs to go back to what made it different in the first place and re-position itself in terms of market, brand image, products (including price) and the different business strategies it can use to get its products to market. As founder Dame Anita Roddick once said – “If you do things well, do them better. Be daring, be first, be different, be just.” If The Body Shop can embrace that attitude, we have every reason to believe it can survive and thrive.

Grace Zhao, Senior Associate (Shanghai) Grace a senior associate in the firm’s Corporate Group in Shanghai, where she specialises in corporate and commercial matters with a focus on the retail and consumer, education and hospitality sectors.

Nick Green, Partner (London) Nick is a partner in our Commercial Group in London, specialising in the retail and consumer and technology sectors.

The Body Shop在过去的成功是基于其独特的品牌定位，其营销 的核心是对天然原料和公平贸易产品的关注，这使得该品牌走 在了时代的前列，然而，近几年来，市场上的许多竞争对手都 在复制 The Body Shop品牌形象的一些基本要素，但The Body Shop自己却落于人后了。因此，对于该品牌来说，要想生存下 去，它的确需要回到最初让它与众不同的地方，从市场、品牌 形象、产品（包括价格）以及为将产品推向市场所能采用的不 同商业策略等方面重新定位、审视自己。正如创始人安妮塔· 罗迪克女士所说的-“如果你要把事情做好，那就做 得更好。要大胆，要争做第一，要与众不同，要公 正。”如果 The Body Shop能秉持这样的态度，我们 有充分的理由相信它能生存下去并蓬勃发展。

Megan Harrison, Associate (London) Megan is an associate in our Commercial Group in London and am a member of the firm’s Retail & Consumer, Wellness, and Media, Entertainment & Sport sector teams.

Sven-Michael Werner, Partner (Shanghai) Sven is a partner in the international Corporate Group based in Shanghai and have been living and working in China since 1999. He has close to 20 years’ experience practising law in China.

THAIFEX - Anuga Asia 2024

THAIFEX - Anuga Asia 2024 concluded on 1 June 2024. The event, held at IMPACT, Muang Thong Thani, Bangkok, attracted:

# 3,133 exhibitors representing 52 countries/regions, with an expanded floor space for international exhibitors by 12% compared to last year

# 85,850 visitors from 131 countries/regions, of which 19,984 were foreign

# A significant increase in international exhibitors, including 9 debutant countries

# Diverse participation with 57 country/provincial groups, up from 39 in 2023

# 1,935 hosted buyers from 46 countries/regions

This year’s theme, “Beyond Food Experience,” showcased groundbreaking innovations, fostered international partnerships, & highlighted future industry trends. With 11 signature trade shows, 11 trends, 6 special shows, & 3 supporting programs, such as the Hosted Buyer Programme, the Future Food Experience+ (including the tasteInnovation Show, the inaugural Alternative Protein Flavor & Taste Contest, and Startup Pavilion), & the Thailand Ultimate Chef Challenge, making it a truly highlight-packed event.

Notable achievements included the endorsement of THAIFEX - Anuga Asia as an official trade partner by the United States Department of Agriculture (USDA) from 2025 onwards.

The event has set the stage for exciting future prospects, with tremendous interest from international exhibitors to expand their presence at the show in 2025, reflecting the immense value they place on the event and the successful outcomes experienced this year. THAIFEXAnuga Asia is returning from 27-31 May 2025. For more information and updates on upcoming events, visit https://thaifex-anuga.com.

THAIFEX - Anuga Asia 2024 于2024年6月1日闭幕。此次活动 在曼谷的 IMPACT展馆举行，吸引了：

# 3,133家参展商，代表52个国家/地区，国际参展商的展 位面积与去年相比扩大了12%

# 来自 131 个国家/地区的 85,850 名参观者，其中 19,984 名来自国外

# 国际参展商数量大幅增加，包括 9 个首次参展的国家

# 参与形式多样，有57个国家/省级团体参展，比2023 年 的 39 个有所增加

# 来自46个国家/地区的1,935名特邀买家.

今年的主题是“超越食品体验”，展示了突破性的创新， 促进了国际合作，并突出了未来的行业趋势。11场标志性 贸易展、11场趋势、6场特别展和3场支持计划，例如特邀 买家计划、未来食品体验+（包括TasteInnovation展、首 届替代蛋白质风味与口感大赛和创业展馆）和泰国终极厨 师挑战赛，使其成为一场真正亮点十足的活动。 值得注意 的成就包括美国农业部 (USDA) 认可 THAIFEX - Anuga Asia 为 2025 年起的官方贸易伙伴。此次展会为未来发展 奠定了良好的基础，国际参 展商对 2025 年展会的参展 规模表现出极大兴趣，这反 映出他们非常重视此次展会 以及今年取得的成功成果。 THAIFEX - Anuga Asia 将 于 2025 年 5 月 27 日至 31 日回归。如需了解即将 举办的展会的更多信息和最 新动态，请访问 https:// thaifex-anuga.com

“To find the right job fit, one needs to have passion, be competent in the work, and also believe in what one does.”

RAccording to the World Economic Forum, 40% of employees globally are unhappy at work and are considering quitting their job.

PEOPLE don’t seem to stay long in their jobs these days. According to the US Department of Labor1,

• One in four workers has been with his current employer for less than one year.

• One in two workers has been with his current employer for less than five years.

• It is estimated that today’s learners will have 10 to 14 jobs by their 38th birthday.

ecently, there have been some resignations in my organization. I have been reflecting on why this is happening, why people do not stay in their jobs for long. Retaining talent is indeed a great challenge for organizations today. It often boils down to the elusive concept of “Fit.”

After 30 years of consulting work in many industries. I have found the critical issue is ‘Fit’: Job Fit, Team Fit, Boss Fit, Culture Fit, Lifestyle Fit, Lifestage Fit.”

Job Fit: Finding the right job to fit the right person has become a much sought-after skill. Headhunters and recruitment managers tasked with the job of recruitment have not found it easy. They find that interviewees today are better trained in giving politically correct answers.

Many interviewees have gone for interview training and are better equipped to answer questions from interviewers. Some are armed with impressive track records and even testimonials designed to sweep interviewers off their feet. It is therefore not easy to find the right person for the right job.

Another challenge is that often in this tight market we do not dwell too much on a person’s soft skills. It is almost a truism that we hire people for their competency, but we fire them for personality.

To find the right job fit, one needs to have passion, be competent in the work, and believe in what one does. We call this the “CAN/WANT/SHOULD” alignment. An example of this alignment is Raj who is an executive coach par excellence. He is in his element every time he coaches. He is passionate about coaching. He is also very good at what he does (judging from his trainees’ consistently positive feedback), and he really believes that coaching can change people’s lives. Finding the right job fit has indeed become a real challenge. For the leader and individual, it is finding that “CAN/WANT/SHOULD” alignment. Then, the individual will “flow”!

Team Fit: However, just having the right job Fit is not enough. Even if a person has a good Job Fit, the next factor is Team Fit. Some people have resigned or have been asked to leave because they cannot Fit into a team. To get staff members to give the extra discretionary effort, Team Fit is equally important.

Susan, an Englishwoman, had joined an advertising company as a sales manager. She really enjoyed her work. However, she had much difficulty with her peers. She was unable to adjust to Mohan, the Indian administration manager; Tan, the PR manager who has a completely different personality from her; and Tony, the Canadian Finance manager who had quirky work habits and communication styles.

Staff need that extra emotional quotient to help them fit into a team. A Gallup Q12 study has found that having a best friend at work is an important factor that will raise the engagement level.2

Boss Fit: Another “quit factor” has to do with Boss Fit. The oft-quoted statement, “staff don’t leave bad organizations, they leave bad bosses,” is a truism. The ability to work with bosses is an important factor. But this is not easy because bosses have idiosyncrasies. They come in all shapes and sizes. Jack is a visionary leader in an event management company, but he is rather disorganized. He is not into and does not like details. A one-page executive summary will do for him. But he drives his PA crazy because she is hardnosed, task-oriented and detail-loving. After three years, she quit. Other bosses are meticulous and enjoy massively detailed information. They get frustrated with staff who are more fun-loving and creative, and not into the nitty-gritty. These bosses can make life difficult for others as well. There are other bosses who are very direct and aggressive. The soft-spoken, more sensitive staff may take negative comments personally. These clashes can drive staff away.

Hence, Boss Fit is another reason why sometimes people do not stay long in their jobs.

Organizational Fit: Every organization has its own culture. Values are best seen in behavior. We can claim to be generous but if we are calculative and money-pinching in our treatment of resources, people will heed what we do rather than what we say. Similarly, organizational culture is not reflected in nicely printed words framed on a wall. An organization’s culture is seen in the behavior of its leader and people. This is one factor that may cause staff to resign. They may like what they do, enjoy the team, like their bosses but somehow feel that the culture does not suit them. If we have been working in a global organization like Citibank, we may find it difficult to fit into a family-based, hierarchical organizational culture. Some organizations thrive on drivenness and creativity. Staff who are stodgy and rule-abiding will not survive very long in such dynamic organizations. Hence, it is important that we recruit people who can fit into the culture of our organization. One thing is for sure, an organization’s culture is hard to change. It is easier for the staff to adapt and change rather than the other way round.

Life Stage Fit: In my years of consulting with organizations and executive coaching, I have found yet another factor that makes someone quit: “Life Stage” Fit. There are individuals who have had enough of corporate life and prefer a more sedentary lifestyle. Some have joined nonprofit organizations to pursue “a higher calling”. Some call this a “half-time” call so that they can lead a more meaningful life. Recently, I had a good friend, Lee, who left his job of 25 years in a global drink-packaging company, to teach English to a group of Lahu children in northern Thailand. Or Jane, who really liked her job as the PR manager in a hotel, loved her colleagues and bosses, and enjoyed working in the hotel; but quit her job because she wanted to spend more time with her children. To me, this is the best type of quit. It is unfortunate that an organization has to lose good staff in this manner, but it is a lifestyle choice that the staff member is making. And usually, there is nothing the organization can do about it.

“要找到一份合适的工作， 一个人需要有激情、有能力胜任 并且相信自己所做的事情”

根据世界经济论坛的数据，全球 40% 的 员工对工作不满意并正在考虑辞职。

如今，人们似乎不会在工作岗位上呆太久。根据美国 劳工部的数据

• 四分之一的工人在当前雇主工作时间不足一年

• 二分之一的工人在现任雇主工作的时间不足五年

• 据估计，今天的学习者到38岁生日时将从事10到14份工作

最近，我所在的单位出现了一些辞职的情况。我一直 在反思为什么会发生这种情况，为什么人们不能长 期留在自己的工作岗位上。留住人才对于当今的单 位来说确实是一个巨大的挑战。通常，它的症结在于难以捉 摸的是否“适合”。我在多个行业从事咨询工作30年,发现关 键问题是‘适合’：即工作适合、团队适合、老板适合、文 化适合、生活方式适合、人生阶段适合。”

工作契合度:

找到适合的人从事合适的工作已成为一项备受 追捧的技能。负责招聘工作的猎头和招聘经理发现这并不容 易。他们发现，如今的受访者在应对测试方面接受了更好的 培训。许多受访者接受过面试培训，能够更好地回答面试官 的问题。有些人拥有令人印象深刻的业绩记录或履历，甚至 还有旨在让面试官惊叹不已的推荐信。因此，找到合适的人 来做合适的工作并不容易。另一个挑战是，在这个竞争激烈 的市场中，我们通常不会过多关注一个人的软技能。我们雇 用员工是因为他们的工作能力，但我们却会因为他们的个性 而解雇他们，这几乎是一条不言而喻的真理。为了找到一份 合适的工作，一个人需要有激情、有能力胜任并相信自己所 做的事情。我们称之为“可以/想要/应该”三者相匹配。Raj 就是这种一致性的一个例子，他是一位卓越的高管教练。每 次执教时，他都表现得如鱼得水。他对教练工作充满热情。 从他的学员一贯的积极反馈来看，他也非常擅长自己所做的 事情，他真的相信教练可以改变人们的生活。找到合适的工 作确实成为一个真正的挑战。对于领导者和员工来说，如果 能做到“可以/想要/应该”三者匹配，那么，他们便会顺其 自然地工作！

This is an adapted excerpt from John’s book “Dim Sum Leadership”. His latest book “Dim Sum Leadership: Your Second Serving” continues the powerful and insightful series on leadership for busy executives. John Ng, Ph.D. is the Chief Passionary Officer, of Meta Consulting (www.meta.com.sg). He is an Organizational Cultural Transformation Specialist, with over 30 years in leadership development. He is also the Chief Content Curator for NEXLeaders. com, a digital learning platform where leaders can learn anywhere, anytime with top Asian leadership gurus.

团队配合: 然而，仅仅拥有合适的工作是不够的。即使一个 人具有良好的工作契合度，还需要考虑团队契合度。有些人 因为无法融入团队而辞职或被辞退。为了发挥员的工主观 能动性，团队契合度同样重要。苏珊是一位英国女性，她加 入一家广告公司担任销售经理。她真的很喜欢她的工作。然 而，她与同龄人相处时遇到了很多困难。她无法适应印度行 政经理莫汉，以及与她性格完全不同的公关经理谭；托尼是 一位加拿大财务经理，他的工作习惯和沟通方式都很古怪， 员工需要额外的努力来帮助他们融入团队。盖洛普Q12的一 项研究发现，在工作中拥有一个最好的朋友是提高敬业度的 一个重要因素。

老板契合度: 员工因为老板的原因而辞职经常发生。人们经 常引用的一句话是：“员工不会离开糟糕的组织，他们会离 开糟糕的老板”，这是一条不言而喻的真理。与老板合作的 能力是一个重要因素。但这并不容易，因为老板都有个性。 他们的背景各异。杰克是一家活动管理公司的一位富有远见 的领导者，但他相当粗放，不注意细节。一页的执行摘要对 他来说就足够了。但他的助很抓狂，因为她很固执、注重执 行、热爱细节。三年后，她辞职了。有的老板很细心，喜欢 大量详细的信息。他们对那些颇有幽默感、更有创造力、不 关心细节的员工感到灰心。这些老板也会让其他人感到压力 很大。还有一些老板非常直接、咄咄逼人。说话轻声细语、 比较敏感的员工可能会将负面评论视为针对个人的批评。这 些冲突可能会导致员工离开。因此，与老板不契合是人们在 工作岗位上呆不长久的另一个原因。

组织契合度: 每个组织都有自己的文化。价值观最能体现在 行为中。我们可以声称自己很慷慨，但如果我们在对待资源 时精打细算，一毛不拔，人们就会注意我们所做的而不是我 们所说的。同样，组织文化也不会反映在墙上精美的印刷 文字上。一个组织的文化可以从其领导者和员工的行为中看 出。这是可能导致员工辞职的因素之一。他们可能喜欢自 己所做的事情，喜欢团队，喜欢老板，但不知为何总觉得这 种文化不适合自己。如果我们一直在花旗银行这样的跨国公 司工作，我们可能会发现很难融入以家庭为基础、等级森严 的组织文化。有些组织依靠驱动力和创造力而蓬勃发展。古 板、守规矩的员工在这样充满活力的组织中不会生存太久。 因此，招募能够融入我们组织文化的人员非常重要。有一件 事是肯定的，一个组织的文化很难改变。员工更容易适应和 改变，而不是相反。

生命阶段契合度: 在我多年为组织和高管提供咨询的过程中， 我发现了另一个导致人们辞职的因素：“人生阶段”契合 度。有些人已经受够了公司生活，更喜欢久坐的生活方式。 有些人加入非营利组织是为了追求“更高的使命”。有些人 称之为“半场休息”，这样他们就可以过上更有意义的生 活。最近，我有一个好朋友李，他辞去了在一家全球饮料包 装公司工作了25年的工作，去泰国北部为一群拉祜族儿童 教英语。还有甄妮，她非常喜欢她在酒店担任公关经理的工 作，爱她的同事和老板，并且喜欢在酒店工作，但她辞去了 工作，因为她想花更多时间陪伴孩子。不幸的是，一个组织 不得不以这种方式失去优秀的员工，但这是员工正在做出的 生活方式选择。通常情况下，组织对此无能为力。

以上文章是黄瑞庆的书《点心领导力》的改编摘录。他的最新著作《点心领导力：你的第二份服务》继续为忙碌的高管提供有力而富有 洞察力的领导力系列。黄瑞庆博士是 MetaConsulting(www.meta.com.sg) 的首席‘热情官’。他是一位组织文化转型专家，在领导力发展 方面拥有30多年的经验。他还是 NEXLeaders.com 的首席内容策展人；该网站是一个数字学习平台，它让领导者可以随时随地与亚洲多 位顶级领导力大师一起学习。

Global leaders gather in Singapore for Shape the World Summit 2024

Consulus successfully held the Shape the World Summit (STWS) and Gala Dinner last 21 June 2024, attended by more than 200 leaders and Changemakers from different parts of the world at the iconic Jewel Changi, Singapore.

STWS 2024 featured 22 speakers spread across four tracks: Cause, Creative Vision, Circle of Trust, and Competent Pivot. The event also featured fireside chats and panel discussions on various topics related to this year’s theme, Creative Change Movements.

In the evening, Consulus hosted the Gala Dinner to celebrate the company’s 20th anniversary and announce the new Global Chairperson for 2024-2025, Mr. Rawi Ahmed. Consulus Press, the newly established publishing arm of Consulus, also launched three new books: Creative Change, Garden of Givers, and Rethinking Parenting.

About Shape the World Summit

One of the highlights of the night was the awarding of the inaugural Shape the World Fellow Awards, recognizing “global trailblazers who have demonstrated creative ways to impact the world for good and have dedicated their lives to inspiring fellow Changemakers to advance their causes.” The 2024 honorees were Mr. Albert Kong (Singapore), Mr. Jim Funk (USA), and Dr. Andrew Kwasari (Nigeria) for their significant contributions to their respective fields.

In 2025, the Shape the World Summit (STWS) will be held for the first time in Rome, Italy.

The Shape the World Conference (STWC), now known as the Shape the World Summit (STWS), was started by Consulus in 2005 with a simple mission: to get Changemakers to rethink their purpose and make a difference in shaping a better world. Since then, more than 6,000 leaders have attended the STWS, which has been held in countries such as Bangladesh, the Philippines, Singapore, Sri Lanka, Myanmar, Thailand, Vietnam, and Malaysia. Over the years, the event has featured various themes, including “Designing Sustainable and Smart Cities,” “Designing a More Equitable Economic System,” and “Future Resilience by Sustainability: Building Sustainable Movements While Navigating a New World of AI and Data.”

About Consulus

Consulus is a global creative change firm serving persons, companies, and cities in their transfiguration for an Economy of Communion. Consulus believes that purpose and unity are essential for innovation and inclusive growth. Since 2004, Consulus has implemented systemic innovation solutions with multidisciplinary business and design capabilities throughout the Americas, Africa, Asia, and Europe. With a presence in 23 nations globally, Consulus believes in shaping an inclusive socio-economic system and is a member of the Economy of Communion (EoC) network. www.consulus.com

全球领导人齐聚新加坡，参加 2024 年塑造世界峰会

Consulus 于 2024 年 6 月 21 日成功举办了塑造世 界峰会 (STWS) 和晚宴; 来自世界各地的 200 多位 领导人和变革者出席了在新加坡标志性建筑星耀樟 宜举办的峰会。

STWS 2024 有 22 位演讲者，分布在四个主题上：事业、 创意愿景、信任圈和能力枢纽。活动还就与今年的主题“创 意变革运动”相关的各种主题进行了炉边谈话和小组讨论。

当晚，Consulus 举办了晚宴，庆祝公司成立 20 周年， 并宣布 2024-2025 年新任全球主席 Rawi Ahmed 先 生。Consulus 新成立的出版部门 Consulus Press 还推出 了三本新书：《创意变革》、《赠予者花园》和《重新思考 养育子女》。另外，当晚的亮点之一是颁发首届塑造世界研 究员奖，表彰“以创造性的方式对世界产生积极影响并致力 于激励变革者推动其事业发展的全球开拓者”。2024 年的 获奖者是 Albert Kong 江进兴先生（新加坡）、Jim Funk 先生（美国）和 Andrew Kwasari 博士（尼日利亚），以表 彰他们在各自领域做出的重大贡献。

关于塑造世界峰会： 塑造世界会议 (STWC)，现称为塑造 世界峰会 (STWS)，由 Consulus 于 2005 年发起，其使 命很简单：让变革者重新思考他们的目标，并为塑造更美好 的世界做出贡献。自那时以来，已有 6,000 多名领导人参 加了 STWS，该会议在孟加拉国、菲律宾、新加坡、斯里兰 卡、缅甸、泰国、越南和 马来西亚等国家举行。多

年来，该活动涵盖了各种 主题，包括“设计可持续 和智慧城市”、“设计更 公平的经济体系”和“可 持续发展的未来复原力： 在驾驭人工智能和数据的 新世界的同时建立可持续 运动”。预告：2025年，

关于 Consulus：Consulus 是一家全球创意变革公司，致 力于帮助个人、公司和城市实现共融经济转型。Consulus 认为，目标和团结对于创新和包容性增长至关重要。 自 2004 年以来，Consulus 已在美洲、非洲、亚洲和欧 洲实施了具有多学科业务和设计能力的系统创新解决方 案。Consulus 在全球 23 个国家/地区开展业务，致力于 塑造包容性的社会经济体系，是共融经济 (EoC) 网络的成 员。 www.consulus.com

MALAYSIA

SINGAPORE

THE FRANCHISE STRATEGIST

Asiawide Franchise Consultants (Asiawide) is Singapore’s pioneer franchise strategist.

Our current CEO, Albert Kong, saw a mismatch between the growth opportunities afforded by franchising and the lack of capabilities to leverage on this great business multiplier way back in 1989.

That was why he bought over his then employer’s company so as to help business owners access excellent franchise strategy consulting.

We know all about franchising because we have first-hand experience (first as a franchisee for Singapore , then as master franchisee – Asia- of a franchise consulting business based in Britain) in running a franchise business.

We continue to be a true-blue franchise strategist that is 100% focused on helping your business make quantum leaps by putting 35+ years of franchising know-how at your disposal.

BORN TO FIGHT UNETHICAL UNDERDELIVERY

All of us have experienced vendors who overpromised and underdelivered, and we are sure you hate that as much as all of us at Asiawide. That is why we made sure we delivered on what we promised, without fail.

THE BRAND BEHIND TOP FRANCHISE BRANDS

This is the vision that Asiawide has been chasing since day one. We want to be the brand that helps transform good businesses into great franchises.

We do this through our 3-pronged mission which is:

• We develop proprietary, workable, versatile franchisingrelated solutions.

• We deliver systematic franchise consulting services in a hands-on way.

• We deploy only knowledgeable and passionate people to serve our clients.

DIFFERENTIATED: Our consultants have real franchising experience. They are certified by various bodies. We do things differently in ethical, smarter, better, faster ways.

EXUBERANT: We bring incredible energy to every project we take on.

SYSTEMATIC: We plan our work carefully and work our plan diligently.

ACCOUNTABLE: We take extreme pride and ownership in all that we do. Our satisfied clients refer clients to us.

SOLID, CREDIBLE TRACK RECORD: We have developed and audited close to 1500 franchises and related packages/ projects in over 10 countries. These clients hail from all sorts of industries: food & beverages, education, wellness/beauty, retail, leisure, services, etc.

5 MARKETING PLATFORMS TO PROMOTE YOUR FRANCHISE:

The best franchising strategy means nothing if you don’t have the means to bring this strategy to the markets you want.

1. We have a carefully-cultivated 60+ countries (and growing) network with strong and dependable partners in each one to shorten your market entry curve so that your franchise can start generating revenue quickly.

2. We participate in close to 30 franchise & related exhibitions and events every year in the Asia region.

3. We publish the world’s only bilingual Asia Franchise & Business Opportunities magazine since March 1994

4. We organize franchising activities like match-making sessions and franchise study missions to different parts of the world

5. Our website and the social media platforms and email blasts – these create a lot of buzz and help our clients gain eyeballs

Talk to us today to explore how we can help you achieve your franchising goals

ASIAWIDE FRANCISE CONSULTANTS PTE LTD

152 Beach Road, Gateway East #25-01, Singapore 189721

Website: www.asiawidefranchise.com.sg

早在1989年，我们的现任首席执行官江进兴（Albert Kong）就 发现特许经营领域存在巨大的增长机会，但企业却缺乏利用这一 潜力的能力。为了填补这一空白，他决定收购当时雇用他的公 司，致力于为企业提供优质的特许经营战略咨询服务。

我们对特许经营了如指掌，因为我们拥有亲身经营特许经营的丰 富经验。起初我们是英国FDS特许经营咨询公司在新加坡的加盟 商，后来成为其区域主加盟商。如今，爱思威特许经营顾问公司 仍然是业界公认的特许经营战略专家，凭借超过35年的专业知 识，致力于帮助您的企业实现飞跃。

我们都经历过承诺过多但交付不足的情况。正因为如此，爱思威 特许经营顾问公司的每一位员工绝不会容忍这样的事情发生。我 们承诺，言出必行，绝不辜负您的期望。

爱思威特许经营顾问公司是许多顶级特许经营品牌背后的推手。 这一愿景自公司成立之初就已确立。我们的目标是帮助优秀企业 转变为卓越的特许经营品牌。我们通过以下三管齐下的使命来实 现这一目标：

1. 开发专有的、可行的、多功能的特许经营解决方案

2. 以亲身实践的方式提供系统的特许经营咨询服务

3. 只部署知识渊博、充满热情的员工来为客户提供服务

差异化： 我们的顾问拥有真正的特许经营经验，并获得了各 种机构的认证。我们以更合乎道德、更聪明、更 好、更快的方式开展工作。

旺盛精力：我们为每个项目带来令人难以置信的正能量。

系统化： 我们认真规划工作，勤奋执行计划。

负责任： 我们对所做的一切负有高度责任感，并引以为豪。

满意的客户会推荐新客户给我们。

良好的业绩： 我们已在 10 多个国家开发和/或审核了近 1500 个特许经营及相关特许经营体系与项目。

这些客户来自各个行 业：食品和饮料、教育、健康/美容、零售、休闲、服务等。

5个营销平台来推广您的品牌：

1）全球策略联盟

：我们拥有60多个国家的策略联盟伙伴网络， 每个国家都拥有强大且可靠的合作伙伴，帮助您迅速进入市 场并开始创收。

2）展览和活动：我们每年在亚洲地区参加近30个特许经营及相 关展览和活动。 这更定会提高我们客户品牌知名度。

3）《亚洲特许经营与投资良机》杂志：自1994年3月起，我们出 版了全球唯一的双语特许经营杂志。这将使我们能够接触到 世界各地的英文和中文客户。

4）特许经营活动：我们组织各种特许经营活动，如前往世界不 同地区的的当地的第三方机构（如银行，商会）一起主办的 配对会议和特许经营考察团。

5）线上平台和社交媒体：我们通过网站、社交媒体平台和电子 邮件群发引起大量关注，帮助客户赢得眼球。

各位老板们， 今天就与我们联系，让我们一起探讨如何帮助您 实现并超越您的拓展事业和国际化目标。

Asiawide Franchise Consultants’ Franchising Calendar of Events

Note: All event dates and formats (physical or virtual) are subject to change due to the ongoing COVID19 situation

Jul 2-4

Jul 17-19

Jul 11-13

Aug 2-4

Aug 16-18

Aug 28-29

Sep 12-14

Sep 20-23

2024 – 3RD QUARTER

Food & Drinks Malaysia by SIAL 2024 – MITEC, Malaysia

Malaysia Int’l Food & Beverage 2024— KLCC

Franchise Expo Malaysia – KLCC.

China Franchise Expo -- Shanghai

Intl Franchise, License & Business Concept Expo – Jakarta, Indonesia

The Business Show Asia 2024 –Sands Expo & Convention Centre

Franchising & Licensing Asia –Singapore MBS

Taipei International Chain & Franchise Autumn

2024 – 4TH QUARTER

Oct 25- Oct 27 Franchising & Licensing Exhibition Indonesia—JCC, Jakarta, Indonesia

Oct 31- Nov 2 International Franchise Show (Autumn edition) —Seoul, Korea

Oct 31- Nov 2 VIETRF – Ho Chi Minh City, Vietnam.

Nov 6-7

Nov 8-10

Nov 13-16

Arab Franchise Expo in Dubai. Queen Elizabeth 2.

IFBC 2024 at Indonesia Convention Exhibition (ICE) at BSD City, Pagedangan, Tangerang Regency, Banten, Indonesia.

SIAL-Interfood 2024, Jakarta Intl Expo Kemayoran

2025 – 1ST QUARTER

Jan 16-18 5th FRAX Tokyo – Tokyo Big Sight

Feb 14-17

Mar 5-7

Mar 14-16

Taipei Franchise Show- Taipei World Trade Centre

Japan International Franchise Show— Tokyo Big Sight

China International Franchise Show— Beijing CNCC

Mar 15-17 Paris Franchise Expo

NOTE: For the

updates, please visit https://www.asiawidefranchise.com.sg/events