华商 Chinese Enterprise - 2016 Issue 4

04 Innovation can bear no delay

16 价值理念薪火相传 家族企业世代常青

CHINESE ENTERPRISE MCI (P) 162/03/2016

第四期 . ISSUE 4/2016

$5.00 (incl. GST)

卷首语 PRESIDENT’S NOTE 千里之行，始于足下

筹备已久的第18届中小型企业大会暨第19届资信商业大会终于成功举办。大会盛况空前，吸引了约6000人出席， 再次创下记录！这也显示，大会主题“价值创新、协作共赢”是与商界紧密相关的。

大会邀请了超过60名来自各个国家和行业的企业家、高级管理人员与学者进行分享，覆盖主题十分广泛，包括企业 创新与国际化、颠覆性科技、家族企业传承、区域与国际局势等。其中，由于商业环境快速变化带来巨大挑战，鼓励创新 更成为本届大会的重要任务。

在大会现场，总商会就将最新出炉的《中小企业创新与发展专项研究》呈交给尚达曼副总理作为政策参考。调查 显示，我国中小企业在创新方面仍有很多挑战，其中尤其以缺乏资金、人才和适当伙伴为主要障碍，情况值得关注。

尽管如此，我相信中小企业还是可以一步一脚印地开始尝试创新。首先，企业可以尽量发掘所有层面的创新机 会——除了更新硬体设备，从业务模式、生产流程到企业文化方面也都可以有创新机会。业者可以多参考国际上的不同 做法，扩大视野，获取创意。当然，创新并不是为改而改，而是务实地在自身业务和市场的变化之间找到衔接点，解决市场 上的实际问题，企业才可真正成长。

千里之行，始于足下。我在此勉励所有业者勇敢踏出第一步，运用从大会中获得的创新知识，为企业谋取更长远的 发展！

A Thousand-mile Journey begins with a Single Step After countless months of intense preparation, the 18th SME Conference and 19th Infocomm Commerce Conference was successfully concluded, once again marking a record attendance of some 6,000 participants! This also indicates that the conference theme incorporating the verbs of “Innovate” and “Collaborate” are of great relevance to the business community.

More than 60 entrepreneurs, senior management personnel and academics representing not only different industries but countries and regions came forward to share their insights. Topics covered stretched across an entire spectrum, including innovation and internationalisation, disruptive technologies, family business succession, as well as regional and global developments. Throughout, the knowledge of enormous challenges brought about by rapid changes in the business landscape resulted in the drive for innovation becoming particularly important communiqué accent for the conference.

During the conference proceedings, SCCCI handed over a newly minted SME Innovation Survey report to DPM Tharman Shanmugaratnam as a reference for the government’s policymaking. It included one noteworthy finding: local SMEs are still facing numerous challenges in their innovation quests, these being, primarily, the lack of funding, talent and suitable partners.

Nonetheless, I believe SMEs can strive to innovate step by step. First of all, it could try its best to delve into innovation in different areas of the business. Besides upgrading of hardware, innovation could even be ventured in areas like business model, production line and enterprise culture. Business owners could take reference from different practices of international counterparts to gain exposure and inspiration. To be sure, innovation does not mean changing for the sake of changing, but to practically identify a converging point between the business and the transforming market. An enterprise can only achieve actual growth by addressing problems encountered in the marketplace.

As a thousand-mile journey begins with a single step, I would like to encourage all entrepreneurs to take that first step forward bravely, apply the knowledge on innovation gleaned from this conference, and pursue a longer-term growth for your businesses!

会长 Thomas Chua, SCCCI President 请到总商会网站 www.sccci.org.sg 阅读电子版《华商》。 Chinese Enterprise can be viewed online through the Chamber’s corporate website www.sccci.org.sg

编辑顾问 EDITORIAL ADVISORS Thomas Chua Kee Seng Teo Siong Seng Charles Ho Nai Chuen Lim Geok Khoon

蔡其生 张松声 何乃全 林玉勤

目录 CONTENTS

出版统筹 PUBLICATIONS SUPERVISION

谭宝锠 Tham Poh Cheong 主编 CHIEF EDITOR

IN THE LEAD

梁廷昭 Leong Teng Chau 英文编辑 ENGLISH EDITOR 胡爱兰 Fiona Hu

04

助理编辑 ASSISTANT EDITOR

李胜保 Lee Sin Poh 撰稿 STAFF WRITERS 胡爱兰 Fiona Hu 李胜保 Lee Sin Poh 许彬彬 Kelvin Khaw Ping Ping 林征鍏 Lim Cheng Wei

行销 MARKETING

黄兆荣 Leonardo Wong 设计 DESIGN Egg Creatives

出版 PUBLISHER

08

新加坡中华总商会 Singapore Chinese Chamber of Commerce & Industry 47 Hill Street #09-00 Singapore 179365 Tel: (65) 6337 8381 Fax: (65) 6339 0605 E-mail: corporate@sccci.org.sg Website: www.sccci.org.sg

Chinese Enterprise is produced and designed by Egg Creatives Pte Ltd (Registration No. 200504905G) for Singapore Chinese Chamber of Commerce & Industry (Registration No. S61550014E). Copyright of the materials contained in this publication belongs to SCCCI. Nothing in here shall be reproduced in whole or in part without prior written consent of SCCCI and/or Egg Creatives Pte Ltd. The views expressed in Chinese Enterprise by authors and contributors are not necessarily those of SCCCI and no liabilities shall be attached thereto. All rights reserved.

Editorial enquiries should be directed to the Editor, Chinese Enterprise, Singapore Chinese Chamber of Commerce & Industry, 47 Hill Street #09-00 Singapore 179365. Tel: (65) 6337 8381 Fax: (65) 6339 0605 E-mail: research@sccci.org.sg. Unsolicited material will not be returned unless accompanied by a selfaddressed envelope and sufficient return postage.

While every reasonable care will be taken by the Editor, no responsibility is assumed for the return of unsolicited material. MCI (P) 162/03/2016.

Printed by Innotech Communication Pte Ltd (Registration No. 199604880H).

10

Innovation can bear no delay In a business landscape that is rapidly transforming, SMEs more than ever need to take cognisance of innovation.

Addressing the crowd at the opening ceremony of SMEICC 2016, SCCCI President Thomas Chua encouraged SMEs to continue pursuing innovation despite being faced with numerous challenges, as evidenced by the Chamber’s recent SME Innovation Survey findings. Innovation was also an integral part of the in-depth dialogue which ensued between DPM Tharman Shanmugaratnam and four representatives for industry and media.

During the wide-ranging discussion, topics like economic restructuring, manpower challenges and education policy were raised in the bid to map a future economic scenario for SMEs. Smart SMEs: Alert and Agile Towards Disruptive Technology An instant glimpse into what four leaders from StarHub, Courts Asia, A*STAR and Grab said about developing future-ready business strategy as the market faces disruption from ever-changing technologies.

Innovation Inoculation Tour For the first time in its history, SMEICC organised immersion tours to 11 research institutes and enterprises, with the objective of providing participants a first-hand exposure of the world’s cutting-edge technologies and innovations, as well as how they could be adapted into SMEs’ operations.

华商焦点

13

在传统中创新，重燃企业生命 通过产品、服务、理念及管理上的不断创 新，传统行业也能给顾客和员工带来焕然 一新的消费和工作体验。且听三位来自餐 饮、保安及卫浴用品行业的企业家叙述他 们的创业与创新故事。

15

水能载舟——中小企业可让科技为己所用 水能载舟，亦能覆舟。科技的快速发展虽 为传统企业带来不少挑战，但始终事在人 为——中小企业大可从颠覆性科技带来 的变化中探索尚未被开发的商机。

16

价值理念薪火相传 家族企业世代常青 四位来自不同行业、国家和文化背景的家 族企业传人齐聚一堂，分享如何经营家族 企业和进行传承规划——一项在感性与 理性之间较力的艰巨工程。

20

平等文化——企业创新的要旨 来自台湾的和沛科技创办人翟本乔认为， 企业要抛弃“官大、学问大”的思维，在上 司下属间树立平等文化，员工才会有动力 积极创新。

CORPORATE STRATEGIES

22

Thriving a hundred years and beyond Two century-old businesses – Chop Wah On and Gardenasia – shared their experiences on how to reconcile objectives of family harmony and business growth, and the importance of understanding interests and aspirations of the younger generation so as to attract new talent into traditional businesses.

CHINESE ENTREPRENEURIAL SPIRIT

24

Remembering Cheong Wing Although Cheong Wing passed away 12 years ago in 2004, his jovial and big-hearted personality will always hold a special place in the hearts and minds of all who interacted with him at the Chamber.

中国事务

25

总商会将在重庆设立第二海外办事处 继2012年设立上海办事处后，总商会策 划在中国重庆成立第二个海外办事处，帮 助本地商家进军中国西部快速增长的庞 大市场。

华商焦点

04

IN THE LEAD

INNOVATION CAN BEAR NO DELAY By: Lee Sin Poh & Fiona Hu

“…INNOVATION IS NOT AS SIMPLE AS USING NEW TECHNOLOGY OR BUYING NEW MACHINERY. MORE IMPORTANTLY, INNOVATION IS ABOUT MINDSET CHANGE, AND FINDING A NEW FOCAL POINT WITHIN YOUR OWN BUSINESS AND THE CHANGING MARKETPLACE.” – SCCCI President Thomas Chua

As the market undergoes drastic changes, widespread technological applications wield their influence, disruptive business models upset traditional industries and affect their ultimate survival, innovation has become imperative to all businesses regardless of size, said SCCCI President Thomas Chua in his opening remarks at the 18th SME Conference, 19th Infocomm Commerce Conference and SME Expo 2016, which drew some 6,000 participants.

“For example, the introduction of digital cameras caused the downfall of a huge corporation like Kodak. SMEs like traditional photo studios and photo developing shops are seriously impacted. Previously, traditional provision shops have faced the competition of supermarkets. Now, large supermarkets and provision

shops alike are being challenged by online shopping trends.”

SURVEY SHOWS LACK OF INNOVATION EFFORTS AMONGST SMES

In view of the SMEs’ need to embark on innovation, SCCCI also collaborated with NUS Business School this year to conduct a survey aimed at understanding local SMEs’ innovation efforts, their challenges in innovation and identifying areas where they need help. Altogether 233 firms across all industries from the manufacturing, construction and services sectors, participated in this survey.

President Thomas Chua expressed concern that the findings are “not too optimistic”, as it shows that only less than half of the SMEs surveyed had taken the initiative to innovate their businesses. In particular, only less

华商焦点

than 35 per cent of SMEs have been engaged in innovation over the past two years, and the lack of funding, partners and talent are cited as major obstacles in their innovation quests.

Recognising the fact that inspiration frequently comes from interaction and engagement, he encouraged the business community to participate

SCCCI President Thomas Chua handing over the report of SCCCI-NUS Survey on SME Innovation Effort to DPM Tharman Shanmugaratnam who attended as Guest of Honour of SMEICC this year.

IN THE LEAD

actively in the conference, where 60 distinguished speakers of various backgrounds would share their professional insights and experiences.

A wide range of topics were covered in 28 tracks over the two days, including disruptive technologies, social media, innovative management and mindset reform, family business, international

05

and regional trends. Moreover, SMEICC also organised innovation inoculation tours to 11 research institutes to enable on-site immersion of the most innovative and cutting-edge technologies.

“Deputy Prime Minister & Coordinating Minister for Economic and Social Policies Tharman Shanmugaratnam was invited as Guest of Honour for the conference.

INNOVATION SURVEY: LACK OF FUNDING, PARTNERS AND TALENT CITED AS MAJOR OBSTACLES IN INNOVATION

KEY TAKEAWAYS OF THE STUDY •

Shortage of funds, difficulty in finding right partners for innovation, difficulty in getting a qualified workforce and uncertainty about investment returns are the top factors that hold SMEs back from innovation.

•

Innovation initiatives amongst local SMEs are mainly focused on their products and services rather than operating process or business model.

•

Digital economy, Internet of Things and data analytics are cited as most influential emerging technologies to their businesses, but alarmingly, the influence is viewed as only moderate.

•

SMEs largely rely on in-house resources and capabilities to pursue innovation, and it is not common for SMEs to tap on the expertise of public research institutes. This could be due to the gap between research areas of institutes and practical business needs, as well as SMEs’ limited capacity to operationalise new technologies.

SCCCI’S RECOMMENDATIONS TO BUSINESSES, TRADE ASSOCIATIONS AND GOVERNMENT •

Businesses should innovate and change business models to create jobs that are attractive to the Singaporean workforce

•

Trade associations, especially from traditional sectors, should proactively engage the government to seek guidance and jointly work out industry transformation plans

•

Government agencies should embrace a pro-innovation mindset, make its rules and regulations less rigid and relinquish a silo mindset that would constrain SMEs’ innovation efforts

•

Government can develop schemes that are flexible and easy for SMEs to qualify and apply with a focus on helping them to implement and execute their innovations

•

Government should strengthen efforts to help SMEs from traditional sectors identify suitable partners, including those from public research institutes

华商焦点

06

IN THE LEAD

Some salient messages were communicated during the keynote address by DPM Tharman Shanmugaratnam and the Dialogue that ensued on Future-ready SMEs. Key words and phrases formed the basis of DPM’s speech, which looked into the current state of the Singapore economy and what needs to be done to prepare SMEs for the future.

Attending as GOH of the event, DPM Tharman gave a speech on how to tackle some challenges facing SMEs, such as manpower issues and difficulties in innovation.

DEEPENING OF COORDINATION ROLE FOR EFFECTIVE MATCHING Reassuring everyone that there is still ample potential left in our economy, DPM stressed that we have to focus on quality, deep skills, and on creating fulfilling jobs for everyone. There is a lot of potential left in the economy and in society if we maximise the potential of our people, technology, and internationalisation. He also maintained that the basic challenge is how to match supply and demand, such as the demand from SMEs to the supply of new technologies from research institutes. Recognising that small companies need coordination, he outlined the approach. Firstly, by using private sector systems integrators to work with the SMEs, find out their needs and demands, aggregate demand, and then work with the research institutions to

translate the solutions in a way that is relevant to the SMEs. It would also broaden the supply of new solutions and new technologies in the private sector. These would be customised and simplified and matched to the needs of SMEs. PEOPLE AT THE HEART OF IT ALL Fundamentally, DPM stressed the importance of our people and that it is a whole ethos we have to build in our society that involves respect for every skill. Developing this ethos, said DPM, involves management, and we need to improve top management and middle management. The first priority in management is how we regard people in blue-collar jobs, older workers, and make it possible for them to find their jobs fulfilling ones and ones which they want to master.

Moving into the dialogue segment, panel speakers sought DPM’s views in areas the business community are invariably preoccupied with.

Discussions were kicked off by dialogue moderator Han Fook Kwang,

Editor-at-Large of The Straits Times, with the participation of Yeo Hiang Meng, President of the Federation of Merchants’ Associations Singapore; Andrew Tjioe, President of Restaurant Association of Singapore; Ernie Koh, President of Singapore Furniture Industries Council.

PROGRESS OF ECONOMIC RESTRUCTURING EFFORTS HAN: On the efforts to restructure the Singapore economy, making it more productive and innovative, can I ask whether you are satisfied with the progress achieved so far?

DPM: The short answer to your question on whether I am satisfied with our progress is that I am both satisfied and dissatisfied. When we look at our economy, you see some sectors which have become very innovative.

About half of our economy, in fact about 60 per cent of our economy, is outward-oriented. It is exporting, investing abroad, and even if they are located here, they are competing with international firms. Times are tough

华商焦点

now, but productivity growth has been very good in the outward-oriented sector – over 3 per cent productivity growth in the last five years, and over 2 per cent even in the last three to four years. Then you have the second half of the economy, about 40 per cent, which is the domestic sector. Many firms are still struggling and productivity growth is more or less flat over the last 4-5 years. So the fact that it can be achieved in the outward-oriented sector means it can also be achieved in the domestic sector. But we need some disruptive change and coordination – matching supply of new solutions with the demand.

HELPING SMES IN THE SHORT TERM KOH: We all hear the talk about innovation, technology, disruptive innovations. But at the SME level, we are thinking of survivability, cash flow and labour issues. I always like to say, eat ginseng, but if you have no rice to eat, ginseng also doesn’t help. Perhaps the government can consider helping SMEs in the short term by easing issues like land use, government procurement restrictions, even labour.

DPM: Our whole approach which we have taken since 2010 is trying to avoid the extremes. One extreme was going for the Big Bang solution. Let the economy go through a real crisis.

For instance, we could have tightened manpower much more quickly and let the market sort itself out. Another extreme is to maintain the status quo and hope that somehow or other, over time, more companies would become more innovative, and that productivity rises. Both extremes are not wise. We did not go for a truly tough solution because we were very mindful that if you were an SME, it actually takes time to innovate and to make sure it is a commercialisable product and to make sure you have an impact on the market.

IN THE LEAD

We did not want to wipe out too many of our SMEs. Second reason is that a significant segment of our workforce is an older workforce which did not have the advantage of higher education. If inefficient firms get wiped out, many of the workers would lose their jobs.

Because of our SMEs, and because of our older workforce, we decided on a middle solution, an in-between approach. Gradual tightening of our foreign labour policy and providing support to companies for innovation.

For companies that need more flexibility in the short-term because of manpower we have introduced the Lean Enterprise Development (LED) Scheme, where MOM will look at companies to offer some concession in exchange for investing in local workers, and developing innovations. We can afford to be more flexible as long as the enterprise is continuing the effort to innovate.

OPENING UP MORE PLACES FOR FOREIGN STUDENTS AND PRS IN POLYTECHNICS TJIOE: We face this problem of declining birth rate, ageing population and to the extent that we have closed a number of primary schools. If we don’t do something to rejuvenate our population, I’m afraid we will have to close our high schools one day. Would the government consider opening up more places for foreign students at the schools, including ITEs and polytechnics? My understanding is that polytechnics only allow up to 8 per cent of international students plus Singapore PRs. Is it possible to exclude Singapore PRs from this percentage?

DPM: The principle you mentioned is a good one. Bring people in early, help them get educated in Singapore, and the earlier they come, the more Singaporean they become. You do have a relevant point that PRs are different from foreigners, and a portion of foreigners and PRs in

07

our polytechnics will be a matter of balance. We can review that. But just to emphasise that this is not at the expense of Singaporeans. First and foremost, we will be developing adult learning, lifelong learning, using our universities, polytechnics and ITEs. Secondly there will be room in certain disciplines to have a significant number of PRs and foreigners – not too many, because it must still be a Singapore institution.

ENCOURAGING THE YOUNGER GENERATION TO BE MORE ENTREPRENEURIAL YEO: Nowadays, many of the younger Singaporeans are not too forthcoming to take over the traditional company business. How do we encourage the younger generation to be more entrepreneurial, to start up their own business, or to come in to their family business? We need somebody who knows the existing business and how the trade functions.

DPM: I think you have described a real problem which many would agree with you on. But there are some encouraging signs. If you look at our recent two years of university and polytechnic graduates, especially the university graduates, more of them are now going into business on their own. What you are describing is not just new start-ups but joining the existing firms, including traditional SMEs, hoping to change them and to evolve their business models. I think that is a very important challenge. I have no magic solution for this. Besides, bringing more real-world experience during the education journey is important.

Management has to change too. It’s a new generation of workers. Some of them may have a different view on what is an attractive working environment compared to an older generation. The reality is we have to cater to that. It’s also the way people are valued. When you join a firm, you must feel that the firm wants to develop you and your career.

华商焦点

08

IN THE LEAD

SMART SME:

ALERT AND AGILE TOWARDS DISRUPTIVE TECHNOLOGY Compiled by: Lee Sin Poh

Tan Tong Hai CEO, StarHub

Dr Raj Thampuran Managing Director, A*STAR

“Small is beautiful.”

“As an open economy, fastpaced industrial evolution is a consequence of rapid changes in technological trends.”

This phrase sums up what Tan Tong Hai thinks local SMEs could appreciate – they might not be in possession of many assets, but this is not totally a downside, as assets may become a burden or liability.

Around the world, innovations are also less about possessing assets, but using others’ assets for their purposes, such as the cases in Whatsapp, WeChat and Airbnb. The world has somehow become more “software-defined”, he said, where players of all sizes have been put on a level playing field. “生于忧患，死于安乐” – one thrives in hardship and prishes in comfort. He quoted this Chinese saying and encouraged local SMEs to go beyond conventional ways of doing business, and embrace disruptions instead of turning a deaf ear to them. Tapping on available technologies, SMEs can take these steps: engage customers with digital technology, attract customers through omni-channel marketing approach, analyse customer behaviour through data partnership ecosystem, and optimise by digitally transforming their backend with Mobility and Cloud.

Who could have imagined disruptive technologies like Internet of Things (IoT), big data analytics, smart robotics and adaptive automation, 3D additive manufacturing and zero-waste remanufacturing would eventually dominate today’s change?

Dr Raj Thampuran explained how these technologies would influence future industrial transformations.

For instance, the healthcare industry is now focusing more on disease prevention with predictive information, and treatment will become more personalised using the individual’s genetic information. Besides, the future of manufacturing will not only be about making physical products, but also to add value by focusing on personalisation and customisation of products, as well as developing customer service capacity. In view of these shifts, A*STAR also collaborates with government agencies like EDB and SPRING to help keep Singapore abreast with developments in manufacturing.

华商焦点

IN THE LEAD

Terry O’Connor CEO, Courts Asia

Kell Jay Lim Head of Grab Singapore

“Put your resources where it matters.”

“Solve a real problem; be hyperlocal.”

Sound advice indeed from Terry for retailers who always face the need to change. He thus shared his observation on contemporary customer behaviour and preferences – what they like and don’t. As shown by analysis, they are most afraid of long lines and traffic; and the top in-store features that increase the likelihood of purchase are “knowledgeable sales associates” and “selfservice/mobile checkouts”. They are also now more empowered with research ability, and want retailers to make products easier to choose.

Founded in Malaysia, Grab started with the vision to provide better safety assurance, as taxi users there were anxious about the misconduct of drivers.

Subsequently, while expanding to Singapore, Grab discovers that call centres are hardly accessible during peak hours, and so it rides on its edge of promising better certainty. Last but not least, in view of Jakarta’s heavy traffic conditions, where motorcycles are even more efficient than cars, Grabbike was introduced.

Noting these changes in customer behaviour, Courts Asia adapted accordingly. It adopts an integrated “bricks and clicks” model – gaining both online and offline presence and enabling the click-and-collect experience; adopts category management model in store, with the belief that not all products are equal, and touch and feel still counts; provides specialised services such as repair service and trade-in bar; and ensures sale associates on the frontline are knowledgeable and approachable.

Grab is really focused and localised in its approach to solving problems in different landscapes. Currently the largest homegrown tech company in Southeast Asia, Grab runs its business within only 6 countries in the region, and will continue to seek improvements here rather than expanding to other regions, according to Kell Jay. Currently, he is targeting higher efficiency by adopting data analytics, through which he expects to enable Grab to predict demand from passengers so as to allocate supply of drivers accordingly. He expects to shorten waiting time from 5 to 3 minutes when the technology is optimised.

09

华商焦点

10

IN THE LEAD

INNOVATION INOCULATION TOUR For the first time in the history of the SMEICC, SCCCI incorporated tours to 11 research institutes and enterprises, enabling conference participants to get a ground feel of the innovative solutions that could be applied to industry.

On August 19, groups of participants gathered at these centres: A*STAR Data Storage Institute (DSI), Fraunhofer IDM@NTU, Greendot Café, SIRS Retail Innovation Centre for Enterprise, TDC@Central ITE, 3M Customer Technical Centre, DHL Asia Pacific Innovation Center, Hessed & Emet, NUS Advanced Robotics Centre, Rolls-Royce and Singtel Innovation Centre.

Rolls-Royce Seletar Campus 劳斯莱斯实里达航空园 growing Asian market. In addition, he suggested that MNCs could help to grow local SMEs through collaboration, by taking the lead in training interns so as to open up sources of experienced talent for SMEs.

Set up with an investment of S$700 million, the aircraft engine manufacturing plant and research centre overwhelmed the participants with its state-of-the-art manufacturing technology. Rolls-Royce Singapore director Bicky Bhangu shared that, as Rolls-Royce transforms from its

initial manufacturing-centric business model to one that better integrates both manufacturing and services, setting up a regional supply chain hub in Singapore – given its strong governance and accessibility of technologies and talent – enables it to provide quality service to the

考察团造访设立这家耗资7亿元 建造的飞机引擎制造厂和研发中心， 并对其中的顶尖技术叹为观止。劳斯 莱斯新加坡主管Bicky Bhangu分享道， 由于该企业已经由制造业导向转向平 衡整合制造与服务业务的模式，而有 鉴于新加坡的专业技术、人才和高效 的管理，在此设立区域产业链中心有 助企业为增长中的亚洲市场提供优质 服务。他也表示，跨国企业可通过协 作帮助中小企业成长，例如带头培训 实习生，以为中小企业提供具备经验 的人才资源。

华商焦点

IN THE LEAD

11

TDC@Central

Comprising five major modules – design hub, IT & embedded centre, microelectronics packaging and assembly facility, material development facility, and system

integration and prototyping labs, TDC@Central is one of Singapore’s leading R&D institutes. During the tour, participants were briefed on how TDC adopts a multidisciplinary

approach to create a product that enterprises can practically utilise.

Amongst the innovative products exhibited were hydraulic-power bicycles and autonomous vehicles.

结合了产品设计中心、电子及嵌 入式系统中心、微电子组装设备、材 料开发设备、系统整合及模型制造室 五大模组的TDC@Central（技术开发中 心）是新加坡领先的研发机构。图为 讲解员向参与者解释该中心如何通过 优化整合跨学科领域的技术和知识， 研发出企业可以实际运用的科技产 品。其中展示的创新产品包括了液压 驱动自行车和无人驾驶车。

DHL Asia Pacific Innovation Center (APIC) DHL 亚太创新中心(APIC) Last December, DHL opened its $10 million Asia Pacific Innovation Center (APIC) in Singapore, to offer a visionary view of the logistics world, and develop innovative solutions to meet evolving supply chain needs. DHL’s first innovation centre outside of Germany, APIC showcases futuristic logistics and supply chain solutions that will transform logistics operations. Participants on the tour were introduced to robotics, Internet of Things, augmented reality, drones for delivery of time-critical goods, last-mile delivery solutions, and even the connected fridge which tracks the expiry dates of products being stored, detects when supplies are running low, and orders more online automatically.

去年十二月，DHL在新加坡投资 一千万元设立了亚太创新中心(APIC)， 为物流业开启前瞻视野以及发展创新 解决方案，以满足供应链与时并进的 需求。作为DHL在德国之外的首家创 新中心，APIC展示了可改变未来物流 运作程序的尖端解决方案，包括：机

器人、物联网、增扩实境技术、可运输 急需物品的无人机、 “最后一英里运 送”解决方案以及可追踪物品保质期 的冰箱——它可检测出供应是否出现 短缺，并自动进行网购。

华商焦点

12

IN THE LEAD

Fraunhofer IDM@NTU 弗劳恩霍夫南大互动 数码媒体研究所 Research conducted at Fraunhofer IDM@NTU has direct applications to industry sectors like mobility, consumer finance, health, science & engineering, energy, security, maritime, aviation, manufacturing and building technology. It uses systems like visualisations, virtual reality and augmented reality and core competencies like model based image processing, real-time rendering, and human computer interaction.

Dr Antonio Feraco of Fraunhofer took participants through a presentation and demonstrations which included visual 3D models for Big Data, the development of novel anatomy learning tools using augmented

reality, multi-touch environments for group learning, and cognitive humancomputer interaction.

弗劳恩霍夫南大互动数码媒体 研究所进行的研究对许多行业领域 来说都有直接的实用性，这包括移动 行业、消费融资、医疗、理工、能源、 保安、海事、航空、制造业及建筑技

术等领域。研究所中采用的技术包括 可视化技术、虚拟实境及增扩实境； 它的核心能力包括基于模型的图像处 理技术、实时渲染技术及人机互动技 术。Antonio Feraco博士也带领考察团 参观科技的演示，其中包括大数据的 三维模型、使用虚拟实境开发的全新 解剖学习工具、为小组学习而设计的 多点触控环境以及人机互动技术。

Hessed & Emet (H&E) “Two years ago, I went to a Guangzhou study mission jointly organised by SCCCI and ACAPS. It was an eyeopening experience to see how our peers prepare 600,000 portions of food daily. It motivated me to set up a truly automated central kitchen,” said Daniel Ang, CEO of H&E. The company then invested in an automated ricecooking machine at a cost of $500,000, which can produce 3,000 portions of cooked rice every hour with only one operator required. Apart from easing manpower crunch, the massive capacity enables H&E to undertake bulk catering projects, raising its revenue by 45 per cent in the same year. In addition, H&E engaged productivity consultants to enhance operational efficiency by improving

kitchen layout, streamlining processes, reducing wastage and implementing a fleet management system. “我在两年前参加中华总商会与行业 协会举办的广州考察团时，看到同业 的厨房一天竟能准备60万份配餐！这 让我下定决心，把中央厨房推向真正 的自动化。”H&E集团总裁Daniel Ang

如此表示。随后，公司投入50万元购 置“煮饭生产线”，仅需一人操作就能 每小时能烹煮三千份米饭。这不仅有 效缓解人力短缺困境，也让公司有能 力为大型活动提供大批量配餐，营业 额当年即上扬45%。此外，公司也聘用 生产力顾问，改善厨房设置、精简工作 流程、减少资源浪费、采用车队管理 系统等，进一步提升营运效率。

华商焦点

IN THE LEAD

13

在传统中创新， 重燃企业生命 传统企业在面对人力短缺、成本上涨等内部压力时，又面对颠覆性科技带来的外在 挑战与变数。企业该如何抵抗双重压力，逆水行舟，迈向属于自己的康庄大道？三位 分别来自餐饮、保安以及卫浴用品行业的领导分享引领企业创新求进的过程。

越努力的人越幸运，越幸运的人越成功

试问有多少人能够放弃在跨国企 业舒适的工作环境以及大好的前景， 毅然决定出来挑战新加坡餐饮业—— 这个五花八门、充斥着各种选择的高 度竞争性市场？2009年，郑振良毅然 决定开创自己的事业，从台湾引进“ 贡茶”这个现在遍布各商场的饮料品 牌。从一开始的第一个品牌和第一家 店面起步，至今公司的已拥有9个品牌 以及100多家店面。

在短短七年时间内怎么能达到今 天的规模？“大家都说我是运气好，也 许我是真的那么幸运吧。”郑振良自谦 地笑道。当年他在开设第一间贡茶店 面时甚至不敢让周围的人知道，因为 他的创业决定常被质疑。 “我一开始 遇到许多困难，生意也非常不乐观， 甚至一度觉得自己创业的决定真的是 错的。”

在本地开设一间餐饮店究竟需要 些什么？郑振良根据自身经验分享一 些数据，让与会者参考： 一、开设一间店需要25万元。 二、毛利、回报率和息税折摊前盈利 必须保持在65%、18%及15%。 Royal T Group Pte Ltd执行董事郑振良认为，餐饮业者可以以五年为一个周期，做好有 可能被其他品牌取代的心理准备。

三、业者要有决心，朝年营业额一千万 元的目标迈进。

华商焦点

14

IN THE LEAD

四、从开设第二家店开始，就要有基 本的标准作业程序（SOP）；开设 第五家店时需要聘请一位经理帮 忙管理；到第50家店时必须组织 一个管理层来管理十位经理。 五、以五年为一个周期——必须作好 心理准备：可能会被其它新品牌或 产品取代。 他认为，最重要的是勇敢踏出第 一步，之后也要时时关注顾客群的需 求，不断自我更新。他认为，中小企业 最大的挑战莫过于缺乏人才，不管大 小计划都必须由他亲自领导。对他而 言，目前最大挑战在于如何促进企业 增长，而他主要专注在四个方向：商业 模式的创新、开发产品、寻找战略性伙 伴以及拟定营销策略。

颠覆传统模式，提升保安人员的 生活素质

缺乏灵活性、冗长的工作时间、 微薄的薪水、沉闷的工作内容，以上 都是大众对保安人员这份工作的既定 印象，因此本地大部分的保安工作都 需要由外籍劳工代劳。当瑞庆接手协 和后，生意一如往常、风平浪静地过了 20多年。即便公司依然有盈利，瑞庆 却觉得必须作出改变，例如使用科技 提升保安人员的工作和生活素质。

在融入科技后，现今的生意经营 模式大量减少了对人力的依赖，同时 也打破了固有的保安人员需要值夜班 的传统。这不仅让保安的工作内容更 具增值意义及提高薪金，也让他们拥 有与白领族相同的稳定上班时间，改 善其家庭生活素质。

蔡瑞庆:

黄印成:

使用科技减少保安业对人力 的依赖。

企业愿景是成为一个在环保方面 领先全球的卫浴专家。

创新与协作，让本地品牌在国际舞台 崭露头角 “我们的愿景是，成为一个在环保方 面领先全球的卫浴专家。”黄印成字字 铿锵地说。他有三大经营哲学：一、注 重产品品质；二、讲求诚信；三、让每一 位员工拥有主人翁精神。这造就了锐 佳今时今日的规模。这不是一朝一夕、 一个人所能达成的。

黄印成觉得，一家企业要长期生存就 必须要不断创新和改变。除了在产品 上不断创新，推出智能卫浴用品以外， 锐佳同时也专注研发环保科技，大量 减少产品的用水量。

1991年，锐佳正式成立，黄印成深 知本地市场太小、发展空间有限，因此 在后来的12年分别在马来西亚、中国、 越南等地设厂，凭藉区域对新加坡品牌 的信任，成功把公司国际化。2014年， 为了让公司更有效地扩展到国际市场， 他决定接受淡马锡旗下的海丽凯资本 管理公司的投资，在协作共赢上踏出 了第一步。 “虽然这意味着在今后的决 策上我将少了绝对的自由，但这次协 作对公司长期发展来说绝对是利多于 弊的。”

“刚开始创业时非常辛苦，小企 业缺乏资金，全部必须由零做起，但是 我们必须靠着一点点的利润寻找产品 或服务本身的价值，并提高那些价值。 我们要专注于满足顾客、做好业务，钱 就自然会来。最重要还是不要放弃， 坚持自己觉得对的理念，走下去！” （文\林征鍏）

这场会议题为“中小企业创新发展——大胆突破 勇于超越”，参与者为锐佳科技（新加坡）有限公司首席执行员黄印 成、协和保安私人有限公司执行董事蔡瑞庆及Royal T Group Pte Ltd执行董事郑振良。会议主持为RSM风险咨询服务 执行董事戴恩德。

15

16

华商焦点

IN THE LEAD

价值理念薪火相传 家族企业世代常青 与一般企业相比，经营家族企业需要在感性与理性之间取得微妙的平衡——既要 顾及家人感受，也要权衡公司利益。应对家族企业薪火相传的挑战则更需要深厚的 功力，包括从慧眼鉴定与栽培接班人、规划交棒后的改革之路，到少壮派与创业老臣 的磨合。这其中涉及了哪些窍门？家族企业该如何摆脱“创业难守业更难，家业富不 过三代”的紧箍咒，把家族企业推向专业化进程？本届中小企业大会上，来自不同国 家的新一代接班人齐聚一堂，向与会者揭示其家族企业成功背后的秘辛。

四位新生代掌门人分享家族企业经营与传承的心得，赢得现场200名与会代表的满堂喝彩。左二起为RKBK Ltd董事经理Yash Poddar、铭板集团 有限公司总裁吴素慜、和丽园商业发展主任张凯翔、多美集团董事总经理拿督吴逸平。会议主持为普华永道新加坡亚太企业家客户部合伙人 吴绍均（左一）。

华商焦点

IN THE LEAD

17

开拓视野，建立企业家族

吴素慜 [新加坡] 铭板集团有限公司总裁

30年前，总商会吴中庸董事看准 科技时代带来的商机，创立铭板集团， 为多家跨国企业提供科技产品的塑料 注模服务。后来，随着经营成本不断 上涨，这些客户逐渐把生产基地迁离 新加坡，铭板也开始到海外设厂，继续 为客户提供优质服务。近年来，公司也 进军石油化工、医疗领域，将业务多 元化。

步步高升

对大多数上班族而言，升职加薪 是一条窄路，需要一步一脚印走出来。 虽然作为第二代接班人的她能平步青 云，但吴素慜表示，在快速晋升的路上 一个人可能会无法反省自身的不足以及 客观地进行自我评估。当目光都聚焦在 她身上时，如何使人们对她抱以公平及 合理的期望就成了一门必修课。

作为铭板的第二代接班人，吴素 慜把她在铭板集团的事业发展阶段分 为三部曲：启蒙探索、步步高升、接棒 革新。

接棒革新

时过境迁，面对当下的全新挑战， 她需要以新的思维和策略来应对。尽 管父辈的成功经验能启迪后辈，但接 班人更需要吸收新的知识，以新的视 角来发掘商机，用新的策略来招贤纳 士，才能在竞争激烈的市场中找到生存 和发展的空间。

启蒙探索

“作为家族企业的新生代，选择 和发展空间是无限的，唯一受限的是 自身的能力与动力！”她笑称，身为“吴 老板的女儿”，她有机会轮调到多个部 门、和最好的团队合作、参与最热门的 项目，并从中积累更多行业实战经验， 为未来事业发展铺垫。

在现有的基础上开创新业务；在 现有的知识上掌握新技能——既做到 维系和尊重传统，又要为业务寻找新的 增长点，这是吴素慜不懈努力的目标。 “希望有朝一日，能把‘家族企业’壮 大成‘企业家族’ （即经营多家企业的 家族）。”

创新转型，驾驭风浪的勇士

“思路决定出路，态度决定高度” 这句话用在多美集团创办人丹斯里拿督 吴德芳身上就十分贴切。集团在1968年 成立时，主要从事珠宝首饰的设计与制 造。随着业务的不断增长，他瞄准珠宝 零售市场的巨大潜能，70年代初果敢在 全马首家大型购物商场内开设第一家珠 宝零售店，并在80年代开全国珠宝业的 先河，采用销售点系统。

拿督吴逸平在10年前加入家族企 业后，引进了多家国际品牌的特许经营 权，按不同年龄层的口味和需求每年推 出创新产品，同时拓展多个品牌的营销 网络，进一步巩固多美集团在马来西亚 珠宝业的主导地位。

“父亲作风开明，也深知良好教育 对子女未来发展的重要性。交棒后，父 亲放手让我打理日常业务，而他则扮演 顾问角色。他的格言是： ‘要亲自操控驾 驶盘，才能学会开车。你大可放胆尝试， 但千万记住：不能失去家族生意。’”

从吴逸平分享的经历，不难发现 在他的家族血脉中隐藏着“创新转型” 的基因。正因如此，他才能让多美以 积极、镇定的姿态，安然渡过多次的金 融危机——特别是在亚洲金融危机期 间，马币受挫连同金价上扬所带来的双 重打击。

“危机的出现，让我们看到公司 必须不断适应变化、调整策略、推陈出 新，才能把握危机所带来的契机。”凭 借长期建立的伙伴关系，多美集团在全 体员工、金融公司、供应商、购物商场 的多方支持与协助下，顺利克服1997年 的亚洲金融危机带来的挑战，并且在风 暴后愈发刚强。

之后，多美迅速扩充业务，分店数 目在的短短六年内，从七家发展至30 家。集团在2006年挂牌上市后，再次调 整策略，通过并购、引进知名品牌代理 权等行动，步入下一个高速发展阶段。

拿督吴逸平 [马来西亚] 多美集团董事总经理

华商焦点

18

IN THE LEAD

用500元，给子女一生受用的智慧

张凯翔 [马来西亚] 和丽园商业发展主任

“我在念中学时，老爸给零用钱 的方式很特别：一次给500元，一整叠 一元钞票！”

运筹帷幄时，不光靠老经验和直觉， 而是仰赖数据作决策。这也为和丽园 步入数据化管理时代埋下伏笔。

此话一出，全场哗然。当大家忙 着把“富二代”标签往他身上贴时，凯 翔接着说， “这可是我一整年的零用 钱啊！500块，要吃饭、交朋友，哪里够 用？…… 在飞往澳洲上大学的前夕， 父亲也是一次过给我2万元。他说： ‘ 这是你在澳洲的全部费用。用完了，别 回来跟我要。’”

为了尊重“吃盐比你吃米多”的 长辈及前朝老臣，张凯翔在加入家族 企业后，在较小的项目中示范“数据 导向决策”的可行性，用实际成效证 明大数 据 的威力，逐 渐 说 服管 理 层 把公司推向数 据 化、科 技化的管 理 模式。

父亲在张凯翔年轻时期所灌输给 他的，不仅仅是理财观念，而是求存之 道— —单靠节俭，50 0元也不足以应 付全年开销，唯有靠创意生财，明天才 会更好。因此，张凯翔自小就会“做生 意”，为同学提供手机铃声下载服务、 设置屏幕、代购课本等，用灵活思维 赚取零用。

在海外的浸濡学习和七年的工作 经验让张凯翔开拓了视野：同样是经 营建筑与房地产业务，但跨国企业在

谈及企业变革的助力和阻力时， 张凯翔强调了家族企业接班人建设核 心团队的重要性：“亲自挑选和引进 的成员，除了与自己的理念较为一致， 也具备企业变革所需的技能。我不是 为了改革而改变，而是通过‘创造新 模式’ （例如以数据分析为决策依据） 来推动企业变革，通过有效沟通来争 取支持和提高员工参与度。如果职员 认同企业的新方针，他们就必须作出 相应的调整和提升，否则就无法适应 转型步伐。”

第九代掌门人，攀爬了两个世纪的高峰

一开场，Yash就向2 0 0名与会代 表声明： “经营两个世纪的RKBK家族 企业，并不是我的企业，我只不过是在 帮下一代管理它。”这份信念和执著让 这家源自印度的家族企业延续到第九 代，而且仍能以年轻焕发的姿态传承 下去。

镜头回转到二百多年前。在莱佛 士还未登陆新加坡之前，RKBK就已经 在印度北方邦Uttar Pradesh经营最早期 金融服务，为物物交换贸易提供期票 (bill of exchange)。1900年初，石油驱 动汽车面世，RKBK看准时机，开始经营 Burmah-蚬壳石油的批发及添油站零售 业务。随着印度在1947年独立后步入蓬 勃发展时期，公司又瞄准国家建设、人 口增长带来的巨大商业潜能，进军水泥 和肥料生产领域，以及大众商品市场。 今日的RKBK，已经发展成业务多元化 的集团，年营业额超过1亿新元。

规模如此庞大的家族企业，对接 班人的要求之严苛自然不在话下。Yash 表示： “接班人的选拔和委任只不过是

个开始，要争取整个家族、各地主管的 认同与支持，才是顺利传承的关键。” 为此，他在正式接班前，就随着伯伯到 全国200多个营业点实地考察，除了熟 悉集团业务，也借此机会与各地主管建 立互信与默契。

家族企业的敏感之处，在于如何 平衡家族与企业之间的权益。Yash坦 言，企业经历如此漫长的传承与转型过 程，家庭关系也曾经历考验。虽然在许 多分支机构中都有家族成员担任要职， 但必要时也得“壮士断臂”。集团就曾 经为了整顿业务，忍痛割舍其中40% 盈 利状况欠佳的公司，隔年的整体表现也 因此随即获得改善。

对于家族企业的内部治理，Yash有 他独到的见解。 “我们在世上的时间是 短暂的，但祖辈事业的未来仍然漫长。 作为企业领导人，我必须把家族权益放 在一切之上，该忍痛断臂时就必须果 断行事。正如我祖母所说：没有经历死 亡，就上不了天堂。”

Yash Poddar [印度] RKBK Ltd董事经理

华商焦点

问 与 答

IN THE LEAD

19

新领导、新思维、新里程: 谈家族企业迈向新篇章 沟通的重要性：作出改变，或被改变

一 些 企 业在 新 领 导人 上位 时， 往往会先放三把火：引进亲信、撤换高 层、推动改革。家族企业接班人需要考 量的层面较多，得顾及“从小看着你长 大”的前朝老臣与叔叔阿姨们的感受。 为此，接班人对原有团队会相对包容， 采取以人为本的策略；通过有效的沟 通争取支持于是成了关键。

吴绍均 普华永道新加坡亚太企业客户部合伙人

会议主持吴绍均对家族企业的交 棒过程，给予精准的诠释：传承是一个 持续过程，不是突发事件。除了事业和 资产的传承，家长也需从小向子女灌 输优良价值观，让他们浸濡于企业文 化，增进未来栋梁对家族生意的了解和 兴趣。

智者善学他人长

随着更多新生代掌门人负笈海外， 以及到家族企业以外的公司上班，他们 在回巢后，能以更开阔的视野和想法， 为祖辈事业注入新生命。

吴素慜在加入铭板集团之前，曾在 另三家公司任职。这些宝贵的阅历让她 更容易融入新环境，更快学习新流程， 也更懂得尊重家族企业的管理层。她表 示： “我在外面工作时，没有‘吴老板女 儿’的标签，这让我更好地学习同事相 处之道，回来后以更务实的心态经营家 族企业。”

张凯翔对此表示认同：“我利用 在澳洲的课余时间，特意找跟家族企业 （建筑与房地产）有关的工作，也当过 砌砖工人，积累工作经验。这让我在加 入和丽园时，对行业有一定认识，也更 能体恤员工的辛劳，进而赢取同事的尊 重和信任。但是，如果有人对我说‘我 一天只能砌一面墙’时，我也自然心里 有数……”

创业过程、商场博弈论、灌输修身齐家 的价值与信念等；有者甚至通过撰写传 记，让不朽的家族文化薪火相传。

授人以鱼不如授人以渔，祖辈留 下的不仅是财产，还包括待人处事的美 德。这些才是经得起时间考验，让世代 富足相传的精神资产。

来自四个家族企业的新生代都异 口同声地表示，他们非常尊重创业老臣 们立下的汗马功劳。但由于时代不断进 步，新领导必须引进新思维，才能满足 客户的需求。因此，为了家族企业的长 远发展着想，推动变革刻不容缓。

新 生代 的掌门人 具备 共同的 特 征：他们都展现出不畏转型、勇于创新 的精神。家族企业在继往开来、不断壮 大的过程中，必将作出更多的取舍。通 过专业化管理，这些年轻舵主能掌握更 敏锐的触觉，洞悉时局的演变，作出正 确的抉择。

引进理念相同、具备相关技能的 生力军，是变革的第一步。新领导层也 会兼容并蓄，向现有团队解释与时俱进 的必要性，并争取支持与认同，让大家 愿意作出改变，与公司一同迈进，以免 被时势淘汰。

万物变化无常，唯一不变的就只 有改变本身。新一代接班人深知这点： 唯有当家族企业与团队不断自我更新 与提升，才有望在复杂多变的环境中， 共筑繁盛的未来世代。 （文\许彬彬）

传承价值理念，实现富过三代

虽然主讲嘉宾们来自不同背景， 但各自长辈都会通过分享成长经历、

华商焦点

20

IN THE LEAD

平等文化—— 企业创新的要旨 近年以“翟神”外号享誉台湾的翟本乔是纽约大学电脑科学系博士，曾在谷歌任 职，2013年创办和沛科技，后因创新推出“台湾搜证云”录音工具帮助破案而成 名。2014年，他也获选为台北市柯文哲市政府顾问。翟本乔受邀主持中小企业大会 的智慧企业大师班，分享他多年来对“创新”二字的深刻领会。

什么是创新？台湾和沛科技股份 有限公司创办人暨总经理翟本乔在讲 座上说，创新就是“突破框架”。

他举例说，有一次他在机场遇到一 家公司的老板与员工一起出行，大家一 同到贵宾室用餐，公司的员工准备了一 碗泡面，并把脆皮花生浸入泡面汤内。 该公司的老板看到，就对他说，脆皮花 生本就应该在脆脆的时候吃，浸在汤里 软化了，哪里会好吃？

那个员工有些委屈，他说： “老板 你也试试，脆皮花生浸在汤里，吸饱了 汤汁，软软的也很好吃。”

翟本乔以这场亲身经历的的对话 为例，说明这就是“突破框架”。因为人 们有许多“先入为主”的观念，如看到“ 脆皮”二字，很有可能会觉得只能在脆 脆的时候才好吃，所以当别人提出要把 花生放在泡面汤里浸泡入味时，第一个 反应就是觉得肯定不好吃。

他想：说不定那个喜欢吃软花生的 员工的一句话，就可能让泡面多了一种 新口味，或在老板的赞许下，他今后会 更加乐意分享自己的各种创新想法，对 公司来说会更为有利。

反之，如果每当员工提出突破框架 的点子，老板都给予负面反应，久而久

之，员工便只会循规蹈矩，凡事都等老 板下指示，免得“被骂”。

质疑传统规则，方可破旧立新

翟本乔在大学时期便曾积极参与 台湾政府的多个科技项目，后来到美国 继续求学，并在华尔街从事科技业。华 尔街的经历虽让他在金钱上回报甚丰， 但翟本乔感觉学不到东西，于是便转到 知名的贝尔实验室担任研究员，之后再 到谷歌从事硬件开发。

翟本乔一直觉得应该回到台湾效 力，终于在2010年加入台达电子创立云 端科技技术中心。2013年，他率领台达 电子原团队创立和沛科技股份有限公 司，接收台达电子云端技术中心所开发 的技术、产品及业务。

在科技领域闯荡多年的翟本乔对 创新有着深入认识。他说，人们如果想 要创新，最重要的是需要了解现有的 规则是怎么来的，不可以有先入为主的

华商焦点

习惯。他在讲座中举出了很多创新的例 子，其中许多都与科技无关，但却更容 易引起共鸣，引起掌声不断。

例如，翟本乔提起他的一位朋友 开的餐厅所做的烤肉非常好吃，然而这 个朋友在烤肉时有个习惯，就是一定要 在把肉放进烤炉前先把两头切掉。有一 次别人问他其中原由时，他只是说这样 处理的烤肉才好吃——从他母亲开始 就这样料理了，是家传的秘方。 后来他向母亲询问起此事。他母亲却 说：这哪里是什么秘方，只是当年家用 的烤炉太小，装不下全部肉，才要切掉

IN THE LEAD

创业圈里所推崇的破坏性创新 (disruptive creating)。

他说，有时只是在现有的科技上 稍稍改变，便可以赚钱。例如本来雅虎 也有将搜索引擎优化的商业模式，只 是谷歌对盈利模式稍作调整。这绝对 不是什么破坏性创新，但就让谷歌脱 颖而出，称霸搜索引擎领域。

他认为，创新往往需要一点一滴 积累，不是“一枪毙命”的。

培养企业内部创 新 的能力、动力与 文化

随后，翟本乔也在讲座上分享了 如何通过管理来加强企业创新能力。 他举了一例：一些员工犯错之后，便以 引咎辞职的方式表示自己“负责任”。 但他认为，员工犯错之后要以自身的经 验及时善后，并进行制度检讨，这是因 为公司可能因为这个错误而损失成千 上万元，如果负责人员一走了之，才是 真正的不负责任。

“刚出错时，这个员工一定学到了 很多新的东西，对公司来说是重要的 资产，到最后，这个人就是最能创新的 人。”翟本乔说，创新的人才往往必须 不断尝试，并且从犯错中累积很多经 验，而失败的项目等于是公司在帮员 工“付学费”，就更不应该让犯错的员 工轻率地引咎辞职了。

一部分罢了。如今他店里的烤炉要大 得多，装下烤肉完全不成问题，却多此 一举。 除了分享如何在思维上取得突破，翟本 乔也认为人们应该更客观的看待如今

有了创新的能力与经验后，同样 重要的是加强企业内部实施创新点子 的动力。翟本乔说，这往往取决于公 司对员工的创新行为所作出反应。谷 歌公司内部的“电话亭”就是很好的 例子：

21

资源，于是有的工程师灵机一动，想到 电话亭所占用的空间很小，很适合这 个用途。他们想到了就立刻去做，上网 订了几间废弃电话亭。运到谷歌后，工 程师并没有向上司申请，便立刻着手 拉起电线安装相关设施，很快就可以 投入使用了。管理层发现后，不但没有 怪罪这些工程师先斩后奏，还派专人 加强了相关设施，例如在电话亭内装 上小桌子，方便进行网络会议，更将电 话亭都漆成谷歌的品牌颜色。如今，电 话亭显然已经成为了公司基础设施的 一部分。

也许有些人会对谷歌工程师的创 新与行动力感到佩服，不过翟本乔说， 这是因为谷歌的管理层对员工的行动 力给予了肯定，而不是谴责员工不事先 上报。员工有了多次的经验后，便形成 了一种企业文化。

另外，翟本乔说，如果企业想要 鼓励员工创新，便需要抛弃“官大、学 问大”的思维，树立平等文化。 “作为 老板，要有这个心胸，才可以把业务做 大；要信任自己的员工，以及所制订的 制度。”

他举例说，公司在每年制订工作 目标时，应该是让每个员工根据自己的 表现与能力制订，之后小组组长再根据 每个人的目标设定小组目标；这样一层 一层制订，中间如果有需要，再进行商 讨。这应该是从底部开始，而不应该像 现在很多公司那样从上至下的方式，往 往老板设定了一个目标，即使下面的人 觉得无法完成，依然得硬着头皮答应。 这样的目标便设得没有什么意义了。 （文\杨晓晨）

谷歌的工程师发现一些同事经常 需要一个安静的空间进行网络会议， 但又觉得如果预定整间会议室太浪费

翟本乔说，如果企业想要鼓励员工创新，便需要抛弃“官大、学问大”的思维，树立平等文化。

运筹帷幄

22

CORPORATE STRATEGIES

THRIVING A HUNDRED YEARS AND BEYOND By: Lee Sin Poh

Family values and harmony, intergenerational understanding and adaptability to changes are definitely important factors for family business succession. See what two century-old family businesses – Chop Wah On and Gardenasia – have shared on this.

Tong Kok Wing 3rd generation member of Chop Wah On Tong Kok Wing and his siblings run Chop Wah On in Chinatown. This traditional medicated oil company was established in 1916 by their grandfather. Until today, all of Chop Wah On’s products are manufactured in its own factory, based on secret formulations known only to immediate family members. Now in its third generation, Chop Wah On continues to retail its range of proprietary medicated oils and balms together with its signature preparation of 100 per cent crocodile oil.

Kenny Eng Tok Ching Director, Nyee Phoe Group Gardenasia Pte Ltd Kenny Eng belongs to the fourth generation of the Nyee Phoe family business, a landscape architectural firm with a legacy of over a hundred years. In 2000, he created Gardenasia with the original intent of having a sales arm for indoor landscape business under Nyee Phoe Group. Recognising the potential of the lifestyle industry, he embarked on the journey of HortiTainment vision, and eventually strategised and rebranded Gardenasia into a nature-based event company.

In conjunction with SCCCI’s 110th anniversary celebrations, leaders from two century-old family businesses – Chop Wah On and Gardenasia – were invited as guest speakers in the second family business sharing session co-organised by SCCCI and UBS on July 27. Talent attraction, family values and harmony and succession planning were amongst the key topics deliberated in the panel discussion.

Guest speakers Tong Kok Wing (second from left) and Kenny Eng (second from right) shared their insights on family business succession, together with Ng Aik-Ping (far right), director of UBS Family Advisory practice in Asia Pacific. Eddie Gan, Managing Director of UBS AG (far left) moderated the panel discussion.

RECONCILING OBJECTIVES: FAMILY HARMONY AND BUSINESS GROWTH

Both of the family business leaders engaged in an extensive discussion

In the SCCCI-PwC family business survey report published in early 2016, 64.7 per cent of the respondents cited talent attraction as the biggest challenge faced in their family businesses, followed by succession planning (54.1 per cent). A total of 112 family businesses participated in this survey.

运筹帷幄

on how their businesses have lasted through a century. In particular, they agreed on the importance of preserving family values and harmony in running a family business. Kok Wing, being a member of the third generation of the business, said that at times he would even prioritise family harmony over business opportunities.

“We would rather forgo business opportunities if they create disharmony.

Business opportunities come and go, but when family harmony is destroyed it will be hard to mend it.”

Having worked in and stepped out from the corporate world, Kok Wing is clear about the differences between the two. “In the corporate world, profit is probably the major concern, but in a family business, emotion could play a big role and you need to be more sensitive, such as ‘giving face’ to the elder and even the younger ones.”

As a firm believer in the saying “from tiny acorns great oaks grow”, he is very confident that Chop Wah On will one day become a “great oak” in the medicated oil and balm business in Asia and other parts of the world.

UNDERSTANDING THE INTERESTS OF THE NEXT GENERATION

According to a recent survey conducted

by SCCCI, talent attraction and succession planning are considered the biggest challenges faced among local family businesses. Therefore, many family businesses have seen the need to better communicate with and understand the younger generation, including family and nonfamily members, to facilitate business succession.

In his sharing, Kenny addressed a common phenomenon. Many business owners blindly strive for what they think will do good for their children, without being truly conscious of the aspirations of the next generation. At the same time, without having effective communication, children might not understand the hardship that the

CORPORATE STRATEGIES

founding generation has been through and the underlying considerations in their decisions.

Kenny also shared the importance of rebranding company image in order to attract young talents, particularly for a traditional industry like his. “The business model was once frustrating as I couldn’t see where I could bring my business to, until I chanced upon the concept of ‘agri-tainment’ in 2003, a concept brought into Singapore

by IT-savvy youngsters. I realised we should embrace this concept to make the business cool and young to attract the younger generation. We organised roadshows to introduce ourselves to the public, and in 2005 we also started doing event management. But despite these changes, we always keep nature as our core business and make sure people understand who we are.”

MINDSET SHIFT: FROM “DO WELL” TO “DO GOOD”

23

generation, or in his own words, a mindset change from ‘do well’ to ‘do good’. In his view, both profits and happiness can be achieved at the same time in a social enterprise model.

“In the past, we do well and then only we do good. But money is never enough, and many of the times you forget to give back to the society, and if you are not happy with how much you have, you will never be happy. Today, the younger generation’s mindset is more on ‘do good’ – to solve certain problems in the society. But to do good you need to do well too. I am going towards this social enterprise model, with the dream of narrowing the gap between the environment and people, and it means as I get rich, more people will also appreciate nature. This is the kind of dream that the younger generation is looking for, not just about building a big empire.”

The change in the younger generation is not just about interests and taste in fashion but also values and dreams. In the panel discussion, Aik-Ping from UBS expounded on the significant mindset change among the younger generation, and emphasised the importance of understanding their aspirations.

“While conducting a programme for the second generation in Beijing, I observed that most of those foreigneducated youths do have real dreams and aspirations to change the world or fulfil social responsibility instead of just entering big corporates – a much more common path in the past generation.

When they were asked what makes a great family business, the answers were sustainability, employees’ happiness, and balance of interests between various stakeholders from suppliers, customers to shareholders. They are ahead of the game, which made me pleasantly surprised.”

Similarly, Kenny also realises that the concept of social entrepreneurship is prevailing among the younger

IN HIS OPENING REMARKS, PRESIDENT THOMAS CHUA SUGGESTED THAT FAMILY BUSINESSES CAN DO MORE TO LOOK AFTER BOTH THEIR “FRONT DOOR AND BACKYARD” (前门和后院), WHICH MEANS WHILE DEVELOPING THEIR CORE BUSINESS, THEY CAN DEVOTE A SEPARATE EFFORT TO PRESERVE AND GROW THEIR WEALTH THROUGH FUNDS MANAGEMENT.

华商精神

24

CHINESE ENTREPRENEURIAL SPIRIT

REMEMBERING CHEONG WING Affable and hearty, kind and generous, Cheong Wing was like the Chamber’s Mr Congeniality in every respect.

By: Fiona Hu

I distinctly remember his broad smile, and how he would go about saying, “Very good, very good!” in unmistakably Cantonese-accented English. In fact, these reassuring albeit simple words of encouragement spoke volumes to all who worked with him, especially to the supporting staff at the Chamber secretariat. His cheerful disposition never ceased to liven up every single Chamber event.

Cheong Wing assumed the position of Vice-President for one term from 1991 to 1993; his other main Chamber role was as Chairman of the Social Committee for a number of years, a portfolio which suited his temperament completely.

Working closely with him as ViceChairman was Wan Shung Ming, who had these thoughts to share on

his senior: “Back in 1999, when I was Vice-Chairman of the Social Committee under Cheong Wing, I was still relatively new to the Chamber and he took me under his wing. I learnt much from Cheong Wing on his hands-on approach.

He made the effort of going through all meeting minutes assiduously, and would turn up punctually at every activity organised by our committee.

He believed in looking presentable whenever he represented the Chamber at all its functions.” “Moreover,” added Mr Wan, “he also taught me that it was important as a leader to show appreciation to subordinates. He was a very good and sincere person.”

He was in his element with overseas VIPs and delegations visiting the Chamber.

I was greatly impressed as he was always enthusiastic about receiving guests and doing his part in being a welcoming and gracious host.

Speaking to Khor Seng Ping, who supported the Economic Committee in the earlier years, he recalls a delightful little anecdote about Cheong Wing.

“Once, the Chamber celebrated the Mooncake Festival. It was a sit-down dinner. Someone signalled the arrival of the Guest of Honour (Minister). Council members lined up at the entrance of the auditorium to welcome the VIP.

There were no mobile phones then. A limousine drove up to the Chamber’s main entrance. To everyone’s surprise, Cheong Wing, dressed in full suit, alighted from the car. Cheong Wing, unperturbed, greeted everyone in his usual jovial fashion, with his characteristic ‘Good Morning’ in the Cantonese dialect!”

Cheong Wing was most well-respected among the wealthy circles in Hong Kong, and was a close friend of many of Hong Kong’s property tycoons. Nonetheless, he was a most humble and generous man who always found time to share his earnings with those less fortunate than himself. Su Kee Lay, a former Executive Director of the Chamber, worked in Cheong Wing’s company after his retirement, from 1990 till 2004. He remembered that “Whenever it came to fund-raising, Cheong Wing was always the first one to donate a sizeable amount so that others would follow his lead in contributing to society.”

Although Cheong Wing sadly passed away in 2003, his jovial and bighearted personality and benevolent contributions to the Chamber will always hold a special place in our hearts and minds.

中国事务

CHINA AFFAIRS

25

总商会將在重庆 设立第二海外办事处 继2012年设立上海代表处后，总商会如今正策划在中国重庆成立第二个海外办事 处，帮助本地商家开拓中国西部的庞大市场。

在“西部大开发”、 “一带一路”等 中国国家经济发展策略下，如今中国西 部蕴藏无限商机。因此，总商会正策划 在中国重庆成立第二个海外代表处，加 强与中国政府及工商界的联系，更全面 地协助新加坡商家开拓当地市场，同时 吸引当地企业来新开拓业务。

总商会在以“聚焦重庆，拓展西部 市场”为题的新中商务论坛上宣布这项 计划，同时与中新（重庆）战略性互联 互通示范项目管理局签署战略合作备 忘录，为商家们提供商务对接、信息交 流等服务，更好掌握“一带一路”和新 中第三政府合作项目带来的商机。

蔡其生会长：中小企业应积极寻找在 “一带一路”中的参与空间

蔡其生会长在致辞中鼓励本地中 小企业积极发掘中国西部的商机。 “不 要以为国家级的合作项目大企业才有 机会，大家开动脑筋，找准定位，积极 参与，都能找到空间。中小企业在实力 上虽然不能和大公司比，但灵活，适应 能力强，借助政府间的合作平台，仍然 可以到中国西部地区发展。”

他也表示，除了重庆成为新中两国 第三个政府间合作项目地点后所将聚 焦的四大重点领域— —金融服务、航

总商会副会长黄山忠（前右）与中新（重庆）战略性互联互通示范项目管理局局长韩宝 昌（前左）签署战略合作备忘录。签署仪式由蔡其生会长（后右）与中国大使馆经济商 务参赞处郑超公参（后左）见证。

空、交通物流与信息通信技术之外，其 他如房地产、旅游、教育、餐饮、零售、 专业服务等领域也都有许多商机。只要 政府间的合作越来越深入，两地的人 员交流越来越密切，一些相关的行业就 能被带动起来。

以孵化方式支持中小企业前往重庆

本次论坛也邀请了五位主讲嘉宾 分享在中国西部的投资经验，包括总商 会副会长、达丰控股有限公司董事经理 黄山忠、星和有限公司总裁陈东海、城 市发展（中国）有限公司高级副总裁黄 凡、辉联集团有限公司董事兼首席执行

长柯建强、育脑发展私人有限公司言缵 光博士。论坛主持是立杰律师事务所新 加坡有限责任合伙公司和非诉讼业务 部，区域主管谢锦发先生。

黄山忠指出，本地企业前往中国 开拓投资往往要经过三至五年的时间 才能真正在当地立足，十分耗费资源。 他认为总商会可以为这些企业提供“一 条龙”的支援服务，把企业的艰难期减 少到一至两年。这包括让商家以付费方 式向总商会秘书处租用办公室或办公 桌，节省资源，以及通过总商会与中方 沟通，解决企业难题。 （文\李胜保）

中新（重庆）战略性互联互通示范项目 继苏州工业园区与天津生态城后，中新两国开启的第三个政府间合作项目。2015年11月7日，中国国家主席习近平与新加坡 总理李显龙签署项目协议。项目围绕“现代互联互通和现代服务经济”主题，聚焦于金融服务、航空、交通物流和信息通讯 技术四个重点领域。