华商 Chinese Enterprise - 2017 Issue 5

04 Embracing Realities, Creating Opportunities

18 尊重传统，致力创新—— 谱写家族企业新篇章

CHINESE ENTERPRISE MCI (P) 098/02/2017

第五期 . ISSUE 5/2017

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卷首语 PRESIDENT’S NOTE

迎向新常态 开创新机遇

今年8月，总商会以“未来中小企业：迎向新常态 开创新机遇”为题，举办第19届中小型企业大会、第20届资信 商业大会暨2017中小企业博览会。大会吸引了超过6000人出席，取得圆满成功！

本届大会主题所说的“新常态”，指的是在数码科技发展的影响下，不断变化的商业环境。近几年来，大数据、 人工智能等各种数码科技的发展影响深远，催生了电子商务、共享经济等新商业模式，重整全球产业布局，改变企 业的运作规则。面向新常态，总商会鼓励中小企业务实、深入地理解市场变化，并善用数码技术转型升级，发展竞 争力。

企业数码化不是为改而改，真正的目标是驱动新成长。数码科技的应用包括：改进业务流程，提高生产力；分析 客户需求，并创新产品、服务和模式，以精准对接市场；以及开拓新客户群，如借助电子商务开拓国际市场。每个企 业的情况不同，中小企业可以根据自身优势和市场需求，抓准下一个增长点，活用科技优化运营，发展独特优势，开 拓出自己的成长道路。

配合这个主题，本届大会筹划了多场精彩的研讨活动，邀请海内外杰出业者进行分享。我希望本地企业能从中 吸纳知识和经验，并投入应用，积极迎向新常态，开创新机遇！

Embracing Realities, Creating Opportunities In August this year, the Chamber staged its 19th Annual SME Conference, 20th Infocomm Commerce Conference and SME Expo 2017 under the theme of “Future SMEs: Embracing Realities, Creating Opportunities”. With an overall attendance of more than 6,000 participants, the conference achieved tremendous success.

The “realities” that form part of the conference theme refer to the continually changing business environment shaped by the digital economy. In recent years, Big Data, artificial intelligence and all kinds of developments in the digital economy have given rise to e-commerce, the sharing economy and other new business models. These have not only reshaped the global industry terrain but transformed companies’ modus operandi. As we encounter new realities, the Chamber urges SMEs to be pragmatic, deepen understanding of market changes, and make the best use of digital skills to transform, scale up and develop competitiveness.

The real objective for businesses to embark on digitisation is to spur new growth, and not to change for the sake of change per se. Applications of digital technology include: improving the business flow, enhancing productivity; analysing customer needs, creating new products, services and models that more accurately meet market demands; and developing new customer bases, such as using e-commerce as an outreach to international markets. Each company’s situation varies. Based on individual strengths and needs of the market, SMEs can target the next growth opportunity, make the best use of technology to develop unique strengths and carve a new growth path.

A power-packed line-up of seminar tracks and workshops was planned to dovetail with this year’s conference theme, featuring sharing sessions by outstanding local and overseas speakers. I do hope our local enterprises could benefit from these insights and experiences, and apply them to embrace realities and create new opportunities!

会长 Roland Ng, 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

黄山忠 Roland Ng San Tiong 蔡其生 Thomas Chua Kee Seng 吴绍均 Ng Siew Quan 林玉勤 Lim Geok Khoon

CONTENTS

出版统筹 PUBLICATIONS SUPERVISION

谭宝锠 Tham Poh Cheong 主编 CHIEF EDITOR

梁廷昭 Leong Teng Chau

IIN THE LEAD

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英文编辑 ENGLISH EDITOR

胡爱兰 Fiona Hu 助理编辑 ASSISTANT EDITOR 李胜保 Lee Sin Poh

撰稿

Embracing Realities, Creating Opportunities “Embracing Realities, Creating Opportunities”, the theme of the 19th SME Conference, 20th Infocomm Commerce Conference and SME Expo 2017, is a clarion call for SMEs to bravely create new opportunities unleashed by the many forces of disruption, and make flexible adjustments to mindsets and strategies.

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“三网合一” ：电商未来战略 随着新技术进一步融合线上线下零售，完 善三网——“天网”、 “人网”和“地网”的 整合，即优化数码平台、社交网络营销和物 流运营，将是打造未来成功电商的关键。

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迎向数码经济的企业转型之道 迎向数码经济，来自餐饮、物流和印刷业 的杰出企业家，分享企业转型的理念与精 彩故事。

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尊重传统，致力创新——谱写家族企业 新篇章 家族企业，激荡着祖辈的梦想与荣耀。接 班人除了肩负守业责任，也需尊重传统， 力求创新，把家族生意与声望推向另一个 高峰。来自不同行业的五位年轻接班人， 都有“不安于现状”的共性——在接管家 族事业后，以战士般的朝气，为传统行业 开创新游戏规则，拓展新疆土，在家族史 上谱写自身的华彩篇章。

STAFF WRITERS

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Ready for the Future Industry experts shared their views on how to develop competitiveness to secure growth in the future economy.

行销

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Into Fields of Innovation During the innovation inoculation tours to five enterprises on September 7, SMEICC participants get a ground feel of the innovative solutions successfully applied in different industries.

李胜保 Lee Sin Poh 许彬彬 Kelvin Khaw Ping Ping 吴仕安 Woo See Ann MARKETING 黄兆荣 Leonardo Wong

设计 DESIGN Egg Creatives

出版 PUBLISHER

新加坡中华总商会 Singapore Chinese Chamber of Commerce & Industry 9 Jurong Town Hall Road #04-01 Trade Association Hub Jurong Town Hall Singapore 609431 Tel: (65) 6337 8381 Fax: (65) 6339 0605 E-mail: corporate@sccci.org.sg Website: www.sccci.org.sg FOLLOW US ON

SCCCI SME ICC

华商交流站 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, 9 Jurong Town Hall Road, #04-01, Trade Association Hub, Jurong Town Hall, Singapore 609431. 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) 098/02/2017.

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华商焦点

Carving Out a Business Niche Two successful trailblazers, from the security and fashion retail industries respectively, shared insights on key elements to develop unique strength and scale up businesses to whole new heights.

区域经济

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缅甸经济大开放 开创历史新纪元 第14届世界华商大会于仰光圆满落幕，新 加坡中华总商会接过世界华商大会秘书 处，负责督导未来六年的世界华商大会， 并设下首要任务——运用数码科技打造新 平台，促进全球华商之间交流合作，积极 开创商机。

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善于传承才能更 善于创新 总商会吴学光副会长为第14届世界华商大 会“青年华商的传承与创新”分组论坛致 开幕词， 《华商》刊载全文。

华商焦点

IN THE LEAD

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IN THE LEAD

EMBRACING REALITIES, CREATING OPPORTUNITIES “Embracing Realities, Creating Opportunities”, the theme of the 19th SME Conference, 20th Infocomm Commerce Conference and SME Expo 2017, is a clarion call for SMEs to bravely create new opportunities unleashed by the many forces of disruption, and make flexible adjustments to mindsets and strategies.

supermarket, which Alibaba called “new retail” model. It uses customer data and technology to combine online and offline shopping to offer its customers a more efficient and customised retail experience.

The 19th SME Conference, 20th Infocomm Commerce Conference and SME Expo 2017, attracting a huge crowd of 6,500 participants, successfully took place at Suntec Singapore on August 16-17. The Conference encourages SMEs to recognise and accept the new environment, comprehend how their business could adapt to market changes in supply and demand; and leverage on the new environment and technology to seek breakthroughs, deepen their competitive edge, and contribute unique value.

CRAFTING DIGITALLY FUTURE-READY SMES

SCCCI President Roland Ng, in his opening remarks, urged many of the businesses in the traditional sectors to take disruption and the digital economy seriously. He cited the example of China’s e-commerce giant Alibaba: Alibaba started out as an e-commerce player, but today it is starting to disrupt traditional sectors by introducing its digital technologies and solutions to these sectors. Retail is one example – “Hema” supermarket (盒马集 市) is Alibaba’s offline, brick and mortar

“While many of our businesses are still in the traditional sectors, they must take disruption and the digital economy seriously. At the same time, a number of new technologies have emerged, such as the Internet of Things (‘IoT’), virtual reality (‘VR’), artificial intelligence (‘AI’), and data analytics, including the related issue of cyber security. These are just some of the technological means and tools that, if applied appropriately, can help to transform and re-invent your business. You can therefore be more future-ready, digitally.”

In his speech, President Ng also announced some encouraging findings from SCCCI’s Annual Business Survey, based on a total of 710 respondents. The survey shows that, on productivity efforts, 92 per cent have adopted productivity improvement efforts, up 5 per cent from the previous year. Moreover, 89 per cent saw that their efforts have borne results. Among recommendations by the Committee on the Future Economy,

华商焦点

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SMEs are in the best position to adopt new technologies as they are agile and adaptable, combining a high risk appetite with a culture of experimentation. It is SMEs, rather than MNCs, which can make decisions and adopt digital solutions relatively quickly and painlessly.”

“SMES ARE IN THE BEST POSITION TO ADOPT NEW TECHNOLOGIES AS THEY ARE AGILE AND ADAPTABLE, COMBINING A HIGH RISK APPETITE WITH A CULTURE OF EXPERIMENTATION. IT IS SMEs, RATHER THAN MNCs, WHICH CAN MAKE DECISIONS AND ADOPT DIGITAL SOLUTIONS RELATIVELY QUICKLY AND PAINLESSLY.” Dr Yaacob Ibrahim, Minister for Communications and Information

respondents indicated that going digital, innovation and going international were their priorities, showing SMEs’ awareness on future growth points.

HARNESSING SMES’ STRENGTH: AGILITY

Dr Yaacob Ibrahim, Minister for Communications and Information, guest of honour for the Conference, addressed the opportunities in the rapidly growing digital economy, which will account for $24.6 trillion, or one quarter of global GDP according to a recent study. He also quoted Jack Ma, founder of Alibaba, to encourage SMEs to leverage on their unique strength in the new economy.

“Jack Ma said, ‘If you don’t give up, you still have a chance. And, when you are small, you have to be very focused and rely on your brain, not your strength.’

He further elaborated on how the ministry will collaborate with specific parties to push its initiative “SMEs Go Digital”, which aims to help SMEs build digital capabilities by offering off-the-shelf solutions, tech advisory services, and funding support.

The first group of partners are telcos and banks, and it will work with telcos to identify digital solutions that incorporate capabilities such as cyber security and data analytics, and bundle them with traditional broadband and Wi-Fi connectivity services. Secondly, IMDA will work with big companies to implement collaborative digital projects with their own SME vendors and suppliers, therefore helping to upgrade SMEs in their business eco-system. Thirdly, Trade Associations and Chambers, or TACs, play a critical role in helping to nurture and transform SMEs. Minister Yaacob also highlighted the example of local printing company Superskill, which sought assistance from SME Centre@SCCCI as it faced challenges in the printing industry. Following a business diagnosis, it introduced new software that combined Superskill’s workflow processes, tracked customer needs, and used data analytics to improve operational efficiency. Superskill also went through a re-branding exercise, and set up a new business unit that offers marketing consultancy services. It eventually saw a 10 per cent increase in sales revenue and significant productivity improvement in just less than a year.

DIGITALISATION ENABLING CONNECTION TO UNDERSERVED MARKET

The conference also invited Dr Parag Khanna, Managing Partner of Hybrid Reality Pte Ltd, a geo-strategic advisory firm, to deliver the keynote speech on noteworthy trends in the business world. He saw ASEAN entering a sweet spot of growth, where urbanisation, demographics, connectivity and investment are now four growth drivers

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for the region. In particular, he noted that there is a huge underserved market and digitalisation is an enabler for businesses to reach out to these demands.

“With digitalisation, businesses can reach out to regions with huge populations that are underserved...... Businesses must think, first and foremost, in terms of how connected you are to markets, not how many different countries you are operating in.”

The conference was successfully held with a series of seminars that included topics such as e-commerce, fintech, digital transformation and family business succession, amongst others. The conference also introduced “Experiential Learning Labs” for participants to have hands-on learning on e-commerce and creating digital content, and a “Tech Newsroom” where they could learn how to make use of VR, AI, and data analytics to transform business.

“WITH DIGITALISATION, BUSINESSES CAN REACH OUT TO REGIONS WITH HUGE POPULATIONS THAT ARE UNDERSERVED...... BUSINESSES MUST THINK, FIRST AND FOREMOST, IN TERMS OF HOW CONNECTED YOU ARE TO MARKETS, NOT HOW MANY DIFFERENT COUNTRIES YOU ARE OPERATING IN.” Dr Parag Khanna

READY FOR THE FUTURE

Industry experts shared thier views on how to develop competitiveness to secure growth in the future economy.

SPEARHEADING TRANSFORMATION IN THE FRONTLINE

In terms of pushing transformation, Bernard Leong reiterated the importance of on-the-ground experience. In his department, there is an arrangement for all staff to participate in the courier service, to get the real picture of how to truly enhance digital capabilities. “Understand the pain” and “don’t do things right, do right things” is his advice for business leaders who lead transformation. He also believes in one thing that very few businesses believe in – giving the head of digital department a P&L (Profit and Loss) role, not a support unit role. This is crucial to enable incremental innovation, and to make transformation work in small steps.

Bernard Leong Head of Post Office Network & Digital Services, Singapore Post Ltd

While many tech companies disrupt traditional industries, they also create new opportunities for businesses which are ready to seize them.

He shared how SingPost and its staff adapted to these changes. For example, while physical mail (disrupted) is declining, parcel mails are increasing (disruptor), due to the advent of e-commerce. SingPost then decided to focus on e-commerce logistics, a strategy that will best benefit the company’s long-term interest. Another example is in the remittance business – although the business becomes automated, old staff can still be retained and trained to deal with new problems arising from the change, such as on issues of fake remittance.

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SYNCHRONISING ONLINE AND OFFLINE PRESENCE

As e-commerce giants rise and competition intensifies, e-commerce businesses will surely save on rental costs, staff costs and insurance costs, but they also need to fork out huge marketing costs, logistics costs, and IT costs. Therefore, Simon believes that while businesses have been encouraged to embark on e-commerce to reach out to customers, focusing solely on e-commerce is not ideal. The optimal strategy would be to focus on the omni-channel – both online and offline – to create a seamless customer journey.

Simon Torring Head of Innovation and Omni-Channel (SEA), Sephora

He went on to expound on the concept of a seamless customer journey. He recalls how Sephora, despite having an online shop and a retail store, encountered many broken customer journeys. There are customers who see a product from the online store but cannot locate them in the retail store, and customers who received damaged goods from shopping online could not exchange for replacement in the retail store. Online or offline, customers see the business as one entity, and business owners should operate them as such. He suggested that business owners may leverage on online marketplaces such as Lazada and Amazon, if they feel that creating an e-commerce store from scratch is too big a step to take.

TRENDS IN THE DIGITAL ECONOMY

Ko Ko Gyi shared his insights on some important trends. Firstly, widely-used social media enables businesses to reach out to people. It is very cost effective compared to traditional forms of marketing, and it allows direct engagement with the target audience. Secondly, going into e-commerce will be very useful for businesses as it allows businesses to reach a whole spectrum of customers without being constrained by borders. As many businesses are now using e-commerce, those that are not will be losing out.

Another important trend to watch is mobile payment. It is now big in China, and the Singapore government is also pushing hard for a cashless society.

Businesses should note such trends to be able to capture the opportunities that present themselves. The sharing economy is also noteworthy; its potential actually goes far beyond current models like Uber and Airbnb. There are so many diverse products that can be handled in a sharing economy and entrepreneurs can focus on new areas where a sharing economy can be created.

Ko Ko Gyi Managing Director, Capital Diamond Star Group

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IN THE LEAD

AUTOMATING INTERNAL PROCESSES

Tan Tong Hai CEO, StarHub

The first tier of digitalisation for businesses is the simple automation of internal processes. Tong Hai raised the example of how automation allowed NTUC Fairprice to set up a completely unmanned convenience store at Nanyang Polytechnic. The self-help concept which uses selfcheck-out system, cashless payment, data and video analytics has greatly improved productivity through eliminating labour costs. Tong Hai also shared the importance of developing capacity to track the “digital journey of the customer”, by leveraging on data analytics to understand the dynamics between business and the market. For example, in the retail scene, it can help businesses to study how surfing experience converts to buying experience, or the application of geo-location analytics can provide insights into the customer flow in a mall.

DIGITALISE TO ENABLE GLOBAL MARKETING

The number of Chinese tourists coming to Singapore has been rising over the years, along with their spending. These tourists make their shopping decisions and itinerary prior to coming and are here to transact, not browse. To capture this market, businesses must reach out to the Chinese tourists while they are still in China, and this can be done by having an official account on WeChat to establish a presence and communication channel to deliver content, advertise, and influence their itinerary and shopping decisions.

Benny sees the next tier of digitalisation as a means to reach customers on different channels. Other than harnessing the marketing capacity of WeChat, he also sees that companies which adopt the WeChat payment system would have a huge advantage in capturing the market. Allowing Chinese tourists to scan QR code and pay in Chinese Yuan instead of Singapore Dollars provides convenience, enticing them to spend more.

Benny Ho Senior Director, Business Development, International Business Group, Tencent

SECURING DATA TALENT FOR NEW GROWTH

In the past, land and labour were considered key factors of production.

In today’s world, these factors have lessened in importance, as they can be easily accessed if businesses relocate. What has become more important is computing power and data, which are necessary for businesses to capture prevailing opportunities in the fastest growing economies in the world – the rising middle class in the Southeast Asian region.

David Lee Professor, School of Business, Singapore University of Social Sciences

With AI and robotics becoming more advanced, David Lee believes that it is very likely that data-related work will be supplanted in the near future. This means that the talent acquisition strategy for businesses should not focus on such areas of work including finance, accounting or auditing, but on software engineers, data scientists and developers. Having these talents would allow businesses to leverage on technology to elevate their businesses. This is imperative as digital disruption has completely changed the business landscape.

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INTO FIELDS OF INNOVATION During the innovation inoculation tours to five enterprises on September 7, SMEICC participants get a ground feel of the innovative solutions successfully applied in different industries.

Supply Chain City

Located at the heart of the Jurong Innovation District and costing $200 million in building investment, Supply Chain City features the world’s first patented Fusionaris® – a fusion of an Automated and Storage Retrieval System (ASRS) with a fully ramped-up warehouse, along with inventory-counting drones and advanced robotics. The ASRS is the largest in the region, and the tallest with a height of 50 m. The proprietary LEARN ecosystem kickstarted by YCH Group with Y3 Technologies, Supply Chain and Logistics Academy (SCALA), Supply Chain Asia (SCA) and Supply Chain Angels (SCAngels), aims to inspire and define new standards for industry excellence, by fostering the development of symbiotic partnerships within a human focused environment, accelerating professional and social interaction amongst industry leaders and partners. Supply Chain City is aligned with Singapore’s Future Economy Council’s aim of growing and transforming Singapore’s economy, driving connectivity with the rest of the world while developing deep skills and strengthening capabilities of local enterprises.

SingPost Regional eCommerce Logistics Hub

SingPost’s Regional eCommerce Logistics Hub located at the Tampines Logistics Park is a three-storey facility housing two warehousing floors, 150 simultaneous loading bays as well as an office block. The ground floor of the building houses a fully automated parcel sorting facility with a capacity of up to 100,000 parcels a day, and end-toend sorting, shipping and returns management capabilities that enable quicker order fulfilment. Automation plays a big part here – there is a fully automated parcel sorting system on the first floor, and an automated warehouse on the second floor, resulting in end-to-end integration from the eCommerce front-end platform to delivery. The hub processes parcels for delivery within Singapore and those to be shipped to destinations worldwide. Together with its POPStation network and other investments into technologies for new postal and logistics solutions, SingPost is playing a bigger role in shaping urban logistics.

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华商焦点

IN THE LEAD

Sheng Shiong Apart from visiting Sheng Shiong’s innovative warehouse, a more precious opportunity for the participants is of learning management wisdom from its CEO Lim Hock Chee.

The biggest secret for Sheng Siong is making management transparent. With transparency, any discrepancies will quickly get flagged, allowing management to swiftly deal with them, and coming up with small innovative solutions to solve everyday problems will lead to huge results in the long term. For instance, he uses reward vouchers to encourage employees to keep a lookout for dishonest acts, which in turn helps to save on huge security costs.

He firmly believes that the human factor is the key factor – not just in business but almost anything in the world. He emphasised the unchanging truth of human morals and values, and that only through being a good person with good habits, can good talents be attracted, and from there, success will follow.

KHL Printing Co Pte Ltd

Established in 1978, KHL Printing Co Pte Ltd is one of the largest printing companies in Southeast Asia. From its humble beginnings as a small offset printer, KHL has evolved over the last two decades into a solutions provider of comprehensive services including publication printing, commercial printing, pre-press and digital printing, design and communications, event marketing and exhibition organising, IT services, and much more. The visit enabled participants to catch a glimpse into the transformation of the traditional printing industry and how it has adapted to the impact of digitalisation trends on the entire media industry.

Curiosity – StarHub’s Digital and Social Analytics Hub

March 2017 saw the birth of Curiosity, StarHub’s in-house digital and social analytics hub. Breaking away from the traditional agency-client model, Curiosity is StarHub’s in-house outfit that builds upon digital technologies such as social listening and analytics tools, and a team of experienced social experts, to mine insights most relevant to marketing campaigns. Using itself as a case study, participants caught a glimpse of how real-time social media monitoring data can quickly translate into insights for decision-making. The SmartHub team also shared how other types of data such as geo-location insights and segment analysis can be leveraged on to answer pertinent business questions and aid the formulation of effective marketing strategies.

华商焦点

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CARVING OUT A BUSINESS NICHE Two successful trailblazers, from security and fashion retail industries respectively, shared insights on key elements to develop unique strengths and scale up businesses to new heights.

Paul Lim used to serve in senior positions in the Singapore Police Force for 19 years, before he took a leap of faith to start his own security business in 2010.

Under his leadership, Secura Group has grown rapidly into a premium security agency, offering a wide range of services and solutions, including security guard services, cyber security, homeland security, security systems integration, security consultancy, executive protection and events security, and private investigation. In merely seven years, Paul has successfully scaled up the company from a one-man show to more than 1,000 employees, becoming one of the biggest local players and with businesses over five countries. How could that have happened?

security guard business, it was a highly fragmented industry. Despite having a big market of $1 billion dollars in annual revenue and 300 competitors, generally security guards are low-wage workers who don’t take pride in their job and never feel valued by the company. On the other hand, customers are unhappy with the services, thinking that guards usually sleep on the job. Paul decided to rebuild the trust, by organising a rebranding campaign to build the professional image of security guards, and giving out bursaries to the officers’ children based on very simple criteria – one had to be a child of the officer and be enrolled in school. With a firm belief that trust must be built, he insisted on these initiatives even when the business just started and was suffering losses. The bursary was not well-received at first.

When Paul checked with the guards, he discovered that people were skeptical.

They generally felt it was too good to be true; some even wondered if it were a scam. “This is how bad the industry was – in a total state of distrust.” The management ended up by approaching the guards, helping them to apply for the bursary. To address the issue of sleeping guards, he set up a 24-hour7-day command centre to monitor the ground and allowed clients to remotely monitor through CCTV. With staff-centric initiatives and innovative solutions, he rapidly built a business with trust between management, employees and clients, and successfully doubled up revenue every coming year.

The secret of the success is trust. Paul reminisces that when he started the

Sharing on business transformation, he saw a problem of people having too

REBUILDING TRUST AND FUNDAMENTALS OF THE SECURITY INDUSTRY

much information today. “If you are not careful, you may start doing a lot of things in the name of disruption, but distraction in disguise.” Entrepreneurs need to be discerning on what is real and what is not, and on what is fundamental.

His advice is that, contrary to popular belief, most earth-shaking innovations did not take place in a Eureka moment.

The truth is that the initial idea has to go through bite-size innovation and pivotal improvements, to eventually turn into the final product. His way is: focus on executing good ideas, stay wise to know when to pivot, and be nimble to know when to change directions. “Incremental improvements may lead to colossal Eureka moments.”

For example, when Paul started the business, he did not implement the idea of adopting robotics and video analytics, as clients were not quite receptive, and there was also a financial risk with high tech costs. In 2016, he revisited the plan as conditions had become more favourable, clients had by and large become more comfortable, whilst the technology had matured and costs gone down. Thus, he implemented digital technology in services including virtual patrol services, vehicle tracking, remote robotics, amongst others.

Sharing on entrepreneurship, Paul emphasised the importance of passion, resilience and decisiveness. He believed that not everyone is cut out to be an entrepreneur, as an entrepreneur is always required to deal with all kinds of problems and be driven by passion.

He even compared the resilience of a

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successful entrepreneur to that of a cockroach – a survivor. Entrepreneurs need to focus on solving problems rather than being weighed down by emotions. When approaching clients, he must always be calm, collected and confident – like a swan paddling very hard in the water but looking steady and elegant on the surface to gain trust. Besides, he saw “paralysis through

IN THE LEAD

analysis”, a big problem of many, who think too much but act too slowly. He said that if he is 60 per cent certain that the idea would work, he would just go ahead to do it. “We must sail, sometimes with the wind, and sometimes against it. But we must not drift or lie at anchor.”

He ended up quoting Oliver Holmes to encourage the entrepreneurs.

been done until a customer requested to meet her team one day. This customer was suffering from a growth in her brain which pressed on her nerve and caused her body motions to slow down.

Although she had to undergo operation after operation which made her lose confidence, Love, Bonito had actually helped her to cope with her condition.

“Every day of my recovery journey, I put on a piece of Love, Bonito, because it makes me feel much more confident, a little bit more beautiful, and allowed me to step out of my house with a bit more courage.”

BY REAL WOMEN, FOR REAL WOMEN Transforming from a second-hand clothes trader, Love, Bonito was set up in 2010 and has now developed into the largest homegrown fashion brand.

To co-founder Viola Tan, one thing that has remained throughout the years is probably the passion and love devoted to the vision of the business, as its name suggests.

“Only sell what we believe in and want to wear ourselves.” Such insistence made running the business difficult, as things frequently go wrong in selling imported clothes – fit not good, or quality not good, et cetera, and dealing with quality control took much of her time. After three to four years, she felt jaded by routine operations, and was trying to seek a bigger vision for the business. However, this could not have

This is simply what Viola needed while feeling jaded, figuring out what more she could do for the brand. Such priceless testimonials and thank-you stories from customers helped to reposition the brand on a new vision, which was formally launched in 2015: “empower women’s confidence by inspiring them to dress well and dress right” and “created for real women by real women”. She truly believes that by dressing, Love, Bonito can empower women in their own battles every day.

“Many customers say, ‘I don’t dare to try your pants because I have big hips.’ They always have misconception about their bodies and feel insecure. Love, Bonito is here to disrupt this and to show women that, whatever we design we design to fit you.”

And she also hopes to see the positive energy multiply. “And when a woman succeeds, she reaches out to those around her and pulls them up with her.

“INCREMENTAL IMPROVEMENTS MAY LEAD TO COLOSSAL EUREKA MOMENTS.” Paul Lim CEO of Secura Group

“ONLY SELL WHAT WE BELIEVE IN AND WANT TO WEAR OURSELVES.” Viola Tan Co-founder and Executive Director, Love, Bonito

If you empower a woman, you empower a whole society.” In October this year, Love, Bonito set up its first flagship store in Somerset, after six years of running pop-up stores. It has also built retail presence across Singapore, Malaysia, Indonesia and Cambodia, while also shipping internationally from Singapore, accomplishing its mission to share the dream with women across the world.

On internationalisation, Viola experienced the importance of building a firm foundation first before scaling up, as well as to get onto the ground in person to understand the real climate and build up networks. As cultures and systems vary, she realises that having a successful model in Singapore might not be replicable in other countries.

Spending effort and time overseas is important, as this is essential to build up firm networks and identify trustworthy partners.

华商焦点

IN THE LEAD

“三网合一”： 电商未来战略 随着新技术进一步融合线上线下零售，完善三网—— “天网”、 “人网”和“地网”的整合，即优化数码平台、社交网络 营销和物流运营，将是打造未来成功电商的关键。

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华商焦点

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IN THE LEAD

左起为Shopback 新加坡总经理黄勇胜、EZbuy联合创始人兼总裁刘文宇、馥铭顾问有限公司董事长赖学明、新加坡新跃社科大学商 学院市场学主任关冲博士。会议主持人为上海焦扬网络科技有限公司联合创始人兼总裁莫夏芸（右一）。

2014年，亚太地区成为世界上最 大的电商市场；现在起到2025年，东南 亚地区交易额预计增长逾十倍，足见区 域电商的蓬勃发展蕴藏无限商机。不 过，电商环境变化迅速，企业要借势电 商谋求成长，必先洞悉行业局势。

本届中小企业大会即邀请新加坡 新跃社科大学商学院市场学主任关冲 博士、馥铭顾问有限公司董事长赖学 明、EZbuy联合创始人兼总裁刘文宇 和Shopback新加坡总经理黄勇胜，探 讨电商发展走势和打造成功电商的法 门。会议主持人为上海焦扬网络科技 有限公司联合创始人兼总裁莫夏芸。

未来区域电商：机遇和挑战并存

首先，关冲博士分享她对未来电 商发展趋势的看法，包括： 从“坪效”到“屏效”：屏幕由于 相对图片、声音等媒介具有更强 大的信息吞吐量，而将日益成为人们 信息交换的第一媒介，屏幕也因此成 为电子化的商业地产。

运用数据理解客户：策略性地收 集、整合和利用客户数据，分析 购买商品的关联性、重复性和周期性 利用人工智能和虚拟现实支持 个性化场景：实现针对不同消费 者“千人千面”的定向导购和精确促 销，并创建个人场景化营销 ，提升消 费者个性化体验 线上和线下世界的完美组合：例 如线下实体零售店向“展示厅” 的无缝转型，及深耕用户数据，进行 精准营销

熟，加上地理环境复杂；部分地区网 络诈骗严重，缺乏消费者信任。

馥铭顾问有限公司董事长赖学明 则以投资物流仓库的经验，分享对电 商的看法。他认为，从年龄层来说，千 禧代（21-34岁）和Z世代（15-20岁） 将是网购的关键驱动力，并在未来十 年进入就业市场；市场分布方面，中、 印两国和东南亚区域市场将是高增长 点；消费领域来看，快速消费品行业 充满商机，包括服装、消费类电子产 品、化妆品等。

“三网合一”的新型电商业务 科技不断改变商业模式：从人力 密集型（客服、物流）到技术密 集型、数据密集型（聊天机器人、无人 仓、无人机）的电商模式

关冲博士指出，东南亚电商的潜 力无限，但也面对不少困难。挑战包 括：大量人口仍然没有银行账户；语 言环境复杂，在地化工作繁重；基础 设施不佳——网速低、物流网络不成

海外代购公司 EZbuy 联合创始 人兼总裁刘文宇也根据自身经验， 以“三网”为框架谈论未来电商的发 展。EZbuy的“三网”建设包括： 天网： 发展多元化的数码平台 （网站+应用程序），并吸引大量 买家入驻；以大数据更高效匹配供需

华商焦点

IN THE LEAD

Shopback总经理黄勇胜将电子商 务的崛起比喻为19世纪美国加州的淘 金热。发现金矿后，无数人前往淘金， 但他们不一定成功，而借势淘金热和 开矿业，贩卖挖掘器的商贩必定有钱 赚，这也是Shopback的定位策略。 他认为，Shopback的未来发展，将聚 焦在四个理念： 互利的合作关系：例如酒店、机 票和旅行用品同属一个消费链， 聚集供应方共同在Shopback推广产品 和服务，可以带动长远的互利效应 高效的网购体验：更好地满足三 大网购需求——划算的消费、正 确的产品、可靠的供应商 在地化的服务：满足各国的不同 需求。例如，虽然银行户口在印 尼仍不普及，但人人都有电话预付卡， 是Shopback可以善用的市场入口和支 付渠道

地网：建设海外仓、国际物流线 和本地派送网，高效整合各个 环节，以定点自取货物模式，降低物 流成本 人网：推动网购活动的社交化， 包括借助用户原创生产内容 (User-Generated Content) 带动流量 和营销效果，和给予“拼团”优惠，以 辐射更多新用户

挑战方面，她认为东南亚电商 的问题主要是电子支付发展滞后。不 过，如今二维码支付逐渐在中国普及 化，推动线上支付走向线下支付，是 东南亚市场可以参考的解决方案。

在淘金热中扮演挖掘器商

电商市场机遇处处，Shopback也 成功抓住商机，走的是网上现金回扣 站的模式：一站式推广各大电子商务 品牌，从中赚取佣金，并回扣给买家， 吸引用户。如今它是东南亚与台湾地 区最大的网上现金回扣站。

融汇东西模式：东南亚市场位于 东西之间，可以参考和融汇双边 电商模式

科技催生更多元电商模式

本研讨环节探讨的一个课题是： 中国电商发展蓬勃，以至于衍生多种 细分模式，包括传统的电子购物、微 商、网红、垂直型电商等，不胜枚举。 东南亚是否也会出现类似趋势？

赖学明分享道，他观察到中国近 年兴起了C2M新模式，即“用户直连制 造商”(Customer to Manufactory)。 例如，中国的红领集团打造全球服 装定制供应商平台，用户只要通过数 码平台提供相关资料，就可以量身定 制服装，善用科技实现大规模定制 (mass customisation)。他相信，随着科 技发展，未来也肯定会出现更多新电 商模式。

刘文宇认为，中国电商的多种“玩 法”是经一段时间发展起来的，目的是 为了更好地吸引客户，最终也可以惠及 双方。例如， “红领模式”促成供需方

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的相互了解，客户反向定制商品，可以 避免过去过量生产的情况。

或者，电商可用预售的方式来了 解市场，搜集市场数据并向厂商反馈， 厂商能更有效地控制成本，最终客户 也受益于更低的卖价。 “未来，电商和 供货商、制造商可以更紧密牵手，利用 客户需求的信息和数据，把生产端到 客户端更有效地整合。”

不过从品类来说，她认为，中国的 单一大市场可以支撑起细分类的垂直 型电商，但东南亚的各国市场情况不 同，呈现碎片化，做细分品类很难长期 生存，全品类最终会吞并细分品类。

“未来，电商和供货商、 制造商可以更紧密牵手， 利用客户需求的信息和数 据，把生产端到客户端更 有效地整合。” ——EZbuy 联合创业人 刘文宇

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华商焦点

IN THE LEAD

迎向数码经济的 企业转型之道 迎向数码经济，来自餐饮、物流和印刷业的杰出企业家，分享企业转型的理念与精 彩故事。

“通过互助互生，让小餐厅 也能享有企业型的优势，能 用大资料为自己‘算命’。” ——程开佑， 资厨管理顾问有限公司联合创始人

在未来，每个小餐厅业者可能可 以通过一个数码平台上的数据，理解 自身和地区餐厅或同类餐厅的客户行 为和喜好，打造更好的发展策略。这 是程开佑对未来餐饮业的展望—— 打造“小餐厅，大资料”能力。

近年来，程开佑与伙伴携手开发 的餐馆零售电脑管理系统 (POS)“资 厨”(iChef) 已经广获餐饮业界使用。 在这个应用程序上，排队、点餐、支付 到报税等流程都可以精简营运，一站 式解决。iChef 在新、马、港台都多地 共有2500家业者使用，凭其创新模式 荣获多个国际奖项。但程开佑希望在 iChef 中进一步发掘的潜力，是打造地 区餐厅的大资料平台：通过整合、分析

每个地方的餐厅经营资料，帮助当地 业者更深入了解消费者，采取更好的 发展策略。

他深刻体会数据的巨大潜力，并 曾做过一项研究，把 iChef 使用者中 的结业餐厅和其他正常运营餐厅的资 料做比较，包括：不同消费力客群占 比、不同人数团体占比、月营收、来客 数、用餐时间、折扣占营业额比例、带 出外吃比例等，寻找消费者行为的内 在联系，判断餐饮业成败的因素。他 希望，使用 iChef 的餐厅老板也可以 自主生成资料，判断运营模式类型， 对比当地同类餐厅的表现，做到为餐 厅“算命”并改善运营。因此，他的愿 景是进一步推动使用者共享数据，促 进业者互相参考和学习。

辜翼樅认为在服务业，人是最 关键的要素，所以在谈及数码化转型 时，他的焦点回到了“用人”上，分享 他用错人和用对人的经历。

永记 (Yang Kee Logistics) 是由辜 翼樅的父亲在25年前创办。当他在 27岁那年加入时，市场竞争愈加激 烈，为了扩展市场，企业必须转型升 级，但他在引领一众老员工采纳专业 化管理系统，如穿上头盔、跟专业程 序时，却面对许多挑战。他领悟到， 转型不能靠一个员工去改变，要营造 一个鼓励转型的环境，但他也接受现 实：即使是长期贡献的员工也可能不

华商焦点

再适合转型后的企业，只能让他们光 荣地离开。他回忆起在人力管理上犯 过的错误：继续聘用不愿作出改变与 适应新业务的老员工，以及信口承诺， 但交不出成绩的员工。 “老员工要照 顾，但是如果不能跟着改变，难免要 被淘汰。如果我们照顾不肯跟着时代 改变和前进的人，那些真正在贡献的 员工也会离开。第二种是工作上给很 大承诺，但是本身行为都不检点的一 个员工。如果员工连自己的健康和家 庭都不去照顾，怎么会管理好我的公 司？选对人，你就轻松了，选错人，你 每天都要解决他的问题。” 庆幸的是，他在转型中也曾用对了人， 如引进专业管理人才，推动业务升 级。 “创业者未必是最好的经营者。扩 充公司时，要问自己有没有能力推动 业务升级，否则就向专业人士开放，

IN THE LEAD

带进好的经验和思想，并给他们权力 去发展。”永记的另一个重要决策是 提升技术和制度，以服务大型企业。 面对全球化趋势，本地企业面对更多 外来竞争，他明白企业必须走出去才 有成长机会。永记就收购了澳洲物流 公司Axima，扩展海外市场，如今30% 的营业额源自新加坡，70%来自国外， 总营业额接近4亿元。

永记的转型战略重视发展独特优 势。辜翼樅说，由于物流业利润小、门 槛低，形成竞争激烈，所以永记选择 了门槛高的石化、医疗产品的运输，提 高利润；第二点是深化服务能力：每 个顾客的要求有差异，不可能一律满 足，要抓住需要优质服务的客户，提高 利润。永记的第三个策略是在发展到 一定规模后，通过投资地产，省下每月 高达数十万元的租金支出。

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“如果我们去照顾不肯跟 着时代改变和前进的人， 那些真正在贡献的员工也 会离开。” —— 辜翼樅， 永记私人有限公司总裁

“转型比创业难的地方在于有旧包袱和利益，转型模式 的选择与业主的抱负、魄力和价值观等有密切关系。” ——林玉勤， 金合利印务私人有限公司执行董事

林玉勤详尽分析当今印刷业转型 的许多难题：改变思维需要时间；新 旧利益的冲突；人力的整合不容易；舍 不得斩掉旧业务；市场的变动比转型 快；有既得利益，输不起。

林玉勤创办的金合利印务私人 有限公司 (KHL) 是新加坡印刷业的领 先者，营业额约2亿元，产品包罗万 种。即便如此，近年印刷业整体呈现 萎缩趋势，他也深刻意识到转型的迫 切性。尤其随着数码科技发达，数码 印刷逐渐取代传统印刷，产业资讯透 明、市场需求多元化、产业边界模糊 化、互动和分享的新生活习惯，以及 消费者对价格、速度、个性化的要求， 都对印刷业带来深远影响。数码科技 带来的好处是，印刷业者可以更好地 满足交货快和个性化的要求，以及容

易跨界生产多种产品；挑战则在于竞 争者容易入场，需求量降低，和旧产 能过剩。

林玉勤认为，在这三种情况下企 业必须转型：当企业能提供的价值已 经没有市场需求或与市场的核心需求 开始疏远；有更好的商机能使企业发 展更具持续性；企业的价值观改变。 但在实践上，转型模式的选择与业主 的抱负、魄力和价值观等有密切关 系，从业务协同程度和资源依赖程度 两个维度来看，有“新旧并行”、 “旧 转为新”、 “投资观望”、 “借助外力” 等模式。转型的问题很多，他就曾经 经历过因为新旧业务的酬劳不均等， 面对旧员工心理不平衡的问题。金合 利所收购的印刷企业中，有的也运营 得不错，可以推动转型，但业主选择

卖出。他也举出可行的例子：本地一 家文具商 Bynd Artisan 就是采用 “旧 转为新”模式，同样是卖文具，但创造 增值服务，让客户自己选纸张、书皮， 个性化制造文具。可见，转型的选择 与领导人的价值观和抱负息息相关。

从印刷业的现状来看，他的转型 建议是：转变思维、降低成本和进行 能力转型。业者尤其必须接受“大未 必好、合作比竞争好”的新思维。面对 持续的市场变化，与其单独发展和转 型，同业可以探讨如何有效共享机器 设备，优化运营。业者也可采用组织 扁平化、人力重组、交叉训练等方式 降低成本，并根据实际需要提升数码 能力。

华商焦点

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IN THE LEAD

尊重传统， 致力创新 家族企业，激荡着祖辈的梦想与荣耀。接班人除了肩负守 业责任，也需尊重传统，力求创新，把家族生意与声望推向 另一个高峰。来自不同行业的五位年轻接班人，都有“不 安于现状”的共性——在接管家族事业后，以战士般的朝 气，为传统行业开创新游戏规则，拓展新疆土，在家族史上 谱写自身的华彩篇章。

“助死者往生，帮生者过活” ——为殡葬业注入新活力

生老病死，是人生必经之路；然而，不少人忌讳谈起“人生最后一程”的话题，一般人更不会考虑加入 殡葬服务业。秉持“助死者往生，帮生者过活”的信念，从业40多年的郑海船先生尊重每一个生命，不但热 心帮助社会贫困者，更在女儿郑珍妮、女婿郑廷匡接手家族事业后，两代同心把郑海船殡葬礼仪公司打造成 一家富有人情味的企业。

谈到加入家族企业后面对的最大挑战，郑珍妮表示，殡葬行业面对的人手短缺问题要比其他行业严 峻。业内人士一般是年长员工，很少有新人加入，年轻女性更是寥寥无几。此外，白事礼仪大多是约定俗成， 所谓的《新手入行指南》就是跟着老前辈“边看边学边做”，倚老卖老的现象非常普遍，为她入行初期的磨 合过程带来不少挑战。

入行半年，郑珍妮立志把澳洲所学的行销与管理知识，纳入家族企业的转型蓝图中。她表示，在其他服 务业广泛采用的人事管理制度、技能培训框架、标准作业流程 (SOP) 等，在殡葬业前所未闻。她的奋斗目标 是“在尊重传统的同时，为殡葬礼仪行业注入创新元素”。

在父亲的引导、丈夫的支持下，郑珍妮成功帮助企业打造鲜明的品牌形象，并积极改善员工待遇，包括 设立明确的组织架构和晋升阶梯，培养出一批训练有素、形象专业的年轻团队。她的丈夫——心理学专业 出身的郑廷匡也发挥所长，为企业设立专业辅导团队，协助失去至亲的家属成员走出悲痛，尽力在工作日程 中履行社会责任。

郑廷匡、 郑珍妮夫妇 郑海船殡葬礼仪公司董事

华商焦点

IN THE LEAD

向多元化与可持续发展迈进 ——越战越勇的家族斗士

“今天，我要和大家分享家族几代人的失败经验。”如此非一般的开场，马上吸引屏息以待的 目光。 “1932年，家族经营三轮车生意，结果50辆三轮车全在二战中被毁。1946年，家族看准战后庞 大的食品需求，经营养猪业，但后来行业也被淘汰了。建国初期，我们曾是规模最大的文具批发商之 一，但最终结束营业。1988年起，家族进军印刷行业，30年来同样面对激烈竞争和转型的挑战。” 方伟达娓娓道来。

经历85年的迂回曲折，方氏家族展现的是不屈不挠、越战越勇的精神，虽然选择在不同领域东 山再起——从交通、食品、文具、印刷，到近年发展的豆花饮料、婴儿纸尿片及湿纸巾等，其业务范 围都紧扣国人的日常生活需求，努力做好实业。

27岁那年，方伟达在英国毕业后，在家人的勉励下，他以孝道、亲情为先，毅然放弃当地收入优渥 的工作，回来接管家族企业。随着资信通讯科技的发展，纸质印刷品的需求缩减，方伟达也获得前辈 鼓励，深切体会“没有夕阳行业，只有夕阳思维”的道理，重新发掘企业优势，积极转型，迎向曙光。

大卫战胜巨人哥利雅的故事，不断在他的企业上演。与区域同业相比，亚洲印刷公司规模虽小， 但凭着“小而美” 的矫健步伐，企业立志做专做精，成为环保印刷的领军者。企业以大豆油墨、纯草 本印刷粉墨、环保纸张等绿色材料，打造可持续经营模式，同时开创食品包装设计及印刷业务，近年 来囊括多个环保印刷大奖，备受认可。 在印刷的主业外，方伟达积极开拓多元业务，包括制造业和餐 饮业。例如，他和友人一同创办的“老伴/小伴豆花”品牌发展迅速，近年成功扩展到越南市场。

方伟达 亚洲印刷控股有限公司首席执行官

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统揽供应链全局 ——从餐具贸易商转型为款待业服务商 在郭慧琳父亲创办Q-industries时，它只是一家餐具贸易商，在她的创新理念下，如今发展成为旅游与款待 业集成式解决方案供应商，以“热忱、创新、精确” 为理念，提供综合采购方案，包括为知名酒店、度假村提供 高质量餐具、厨房用具、餐桌主题摆设、客房床被浴巾等。Q-industries已经拓展到马来西亚、越南等地，也在世界各 地设有分销商。 在培养女儿作为接班人时，郭慧琳的父亲十分了解“十年树木，百年树人”的道理。当年，他送女儿到瑞士修读商学系， 希望她能开拓眼界，学成归来后把新思维和新元素融入业务管理模式当中，带领家族企业再攀高峰。 作为第二代，慧琳并没有扶摇直上的特权，她在加入公司后的十年间，一直从事营销的工作。后来，她对设计深感兴趣，转而担 任公司的首席设计师，负责产品设计、业务与行销策略。

在谈到事业中的贵人时，慧琳提起她的人生导师梅格尔 (Megal)。这位资深餐饮业者曾任五星级酒店主厨，目前经营和管理多家 中小型餐饮企业。在她的指引下，郭慧琳重新检讨业务模式，在同业展开削价战之际，她决定突破恶性竞争，以蓝海策略布局，开 拓出标榜“价值、创新”的阳光大道，成功从贸易业转型跨入服务业，也带领企业走向数码化、国际化。 郭慧琳表示，企业的愿景是成为款待业的高规格服务标杆，落实一站式、全方位采购概念——打造从了解客户需 求、设计整体解决方案，到推荐、采购、定制，并把产品及时送达的完整供应链。这份“帮客户解决烦恼，就是工作成就 感”的热忱，展现出家族新生代的领袖魄力。

郭慧琳 Q-Industries 国际私人有限公司 执行董事

论坛主席吴绍均表示，家族企业的传承是一段持续的过程，管理层的交 棒过程不应该是只为了应对突发事件——死亡、残疾、离婚、意见不合（即英 文的4个“D”：Death、Disability、Divorce、Disagreement）。 但是知易行难，根据总商会与普华永道会计师事务所 (PwC) 在2015年展开 的 《 家族企业专项研究》，在本地的家族企业当中，能顺利传承超过三代的还不 到30%，有具体传承计划的少于25%。问题的症结是现任掌权者和接班人之间，缺 乏有效沟通和长远的传承规划。

吴绍均 普华永道会计师事务所 亚太区企业家客户部 主管

从嘉宾的分享中，可以看出家族企业在规划交棒过程中必须付出的苦心。父母自 小的耳濡目染，以及长期的良好沟通，才能培养出孩子对家族生意的了解和兴趣，并且 也要为子女提供良好的深造机会，为日后的接班铺垫。年轻掌门人不约而同地提到，中 华传统价值观“孝道”是推动他们放弃其他发展机会，选择回到家族企业的动力。他们 认同，家族企业与一般公司不同之处，是在对待员工时比较有人情味，公司也肩负着传扬 祖辈好名声的使命。 如何与公司内“吃盐比你吃米多”的资深老员工和睦共处，是接手家族企业初期必学的一 门功课。新一代管理层大多会以数据说话，以柔克刚，赢取前辈的尊敬和信任，并鼓励资深的 职员与新管理层同步迈进，以免在公司的转型过程中被淘汰。 家族和谐依靠情感维系，而经营企业则需要理性决策。在家族企业传承的过程中，如何在家族 管理、企业治理之间，做好平衡和优化，是传承成败的关键。吴绍均因此建议，家族企业在管理与 治理方面，应该走专业化的路线，除了可从外部招聘专业经理人、设立良好的监管流程，也可以向 百年长青的西方企业取经，通过设立家族宪章^、家族理事会* 等机制，确保家族企业世代枝 繁叶茂。

华商焦点

IN THE LEAD

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“专业、共赢、团结” ——历久弥新的佳酿秘笈

月是故乡圆，酒是故乡醇。当提起“福同美”时，很少人能联想到，这是本地历史最悠久的 家族经营酒商。 “福同美 (Hock Tong Bee)”在福建话的含义，是“福气连同美丽”。洪金传的祖 父于1938年创立这个商号，早期主要批发白米与酒类。 1960年代，印尼发生动乱，华人商店成为攻击目标，当地的酒商有的人去楼空，有的无法偿还款项，福同 美遭到波及，几乎破产。祖父逝世后，他的父亲在1970年代接手生意，受到波尔多 (Bordeaux) 酒文化的熏陶， 转战葡萄酒及烈酒市场，创本地酒业的先河。凭着从产地直接进口的供应链优势，福同美获得多家国际品牌的独 家代理权，可是当跨国集团在90年代直接涉足本区域后，福同美不但失去独家代理权，还得面对更严峻的市场 竞争。 第三代掌门人洪金传指出，家族企业在每个历史转捩点，都面对不同考验，而“专业、共赢、团结”是让公司75年来屹立不倒 的坚固房角石 (Cornerstone)。譬如，跨国企业进军本区域时，采用一视同仁的分销制度；福同美则因地制宜，按照和经商文化调整 策略。在市场庞大的国家寻找合作伙伴，他不介意一时吃亏，愿意减少分利占比，志在做大蛋糕，扩大未来收益，建立共赢的长期 合作关系。此外，他也铭记外婆教诲：无论是家族或企业，十根筷子硬如铁，团结一心是决胜关键。 洪金传在加入福同美之前，曾在美国华尔街金融机构任职，因此对家族的财富管理深有心得。他于2004年成立 家族办公室，将股权分红均等投入在家族事业、房地产、投资产品当中，获取收益回报。他谦虚表示，家业的传承 与兴旺，起源于祖父当年在田里播种、父亲的辛勤施肥，而他只是在沃土上继续耕耘的劳动者。

洪金传 福同美私人有限公司 Cornerstone Wines 董事经理

^

家族宪章 (Family Constitution) - 列明家庭的价值观、家族企业的愿景和目标；定义家族 成员、股东、管理层、董事会之间来往时，应该遵守的事项，也涵盖上述群体的角色、组成 机构、关系、权限和处理重要家庭课题时的原则。

* 家族理事会 (Family Council) - 负责管理家族企业的主体，由家族成员所组成，是一个让成员们讨论与决定 家族事务的平台。

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缅甸经济大开放 开创历史新纪元 第14届世界华商大会于仰光圆满落幕，新加坡中华总商会接过世界华商大会秘书 处，负责督导未来六年的世界华商大会，并设下首要任务——运用数码科技打造 新平台，促进全球华商之间交流合作，积极开创商机。

黄山忠会长在香港中华总商会蔡冠深会长（中）的见证下，从泰国中华总商会陈振治主席（左）手中，接过世界华商大会秘书处印信。

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“传承和创新的演变和 转化，不是单单为了创新 而颠覆传统，两者更像是 一体两面，紧密结合，并 存互补……真正的创新， 是站在传承的巨人肩膀上 的创新，看得高、望得远、 坚定前行。只有善于传 承，才更善于创新。” ——吴学光副会长 青年华商的传承和创新”论坛：右起为总商会青年商务委员会主席郭益智、缅北中华总 商会主席李东涛、和丽私人有限公司业务发展董事张凯翔、缅甸中华总商会副会长潘伟 锋。总商会研究与出版委员会主席吴绍均（左）担任会议主持。

9月15至18日，第14届世界华商大 会在缅甸仰光隆重举办，以“缅甸经 济大开放、开创历史新纪元”为主题， 就环球新经济格局、 “一带一路”倡 议、缅甸投资环境，以及企业传承与 创新等议题展开交流，共有20多个国 家和地区的2,300名华商领袖和政要 踊跃参与。

黄山忠会长率领本会90人商业代 表团参与大会，考察缅甸商机，与全 球华商联谊。总商会在本届大会中负 责协办“青年华商的传承和创新”分 组论坛，探讨企业传承和创新课题； 在闭幕仪式上，黄山忠会长代表总商 会接过世界华商大会秘书处，负责督 导未来六年的世界华商大会，并设定 首要任务，即运用数码科技打造新平 台，促进全球华商交流合作。

缅甸经济潜力深厚 “一带一路”再 添活力

总商会组团参与大会，旨在带领 本地工商业者考察缅甸快速发展的成 果，发掘潜在商机。新加坡是缅甸的 第二大外资来源地、第三大贸易伙伴 国。近几年来，缅甸的国内生产总值 (GDP) 以每年6%至7%的速度显著增

长，缅甸政府更于去年颁布首项经济 政策，承诺支援农业、工业、基础建设 发展，同时改善国内的经商环境，为外 商创造更优越的投资氛围。

在开幕式上，各国的政商界领袖 均对缅甸经济发展表示乐观。缅甸副 总统吴敏瑞指出，缅甸去年颁布12项 经济发展政策和更新《缅甸投资法》， 让国内外企业可享有同等投资待遇， 希望世界华商前来投资。此外，香港 特首林郑月娥、泰国正大集团谢国民 主席也在开幕式上发表讲话，针对缅 甸在“一带一路”中扮演的角色表示 重视。林正月娥表示，中国提出的“一 带一路”建设和粤港澳大湾区发展， 会把大家带进经济新纪元。香港与东 盟一样是“一带一路”沿线地区，她希 望与缅甸以至其他东盟的国家加强合 作，共同把握“一带一路”建设带来的 机遇。谢国民则对缅甸发展提出五项 建议，包括：抓好产业布局、投资基础 建设、培训人才、建立改革开放示范 项目和示范区、研究战后国家成功经 验，和发挥自身优势。他也建议华商 组织通过“加强交流，分享机遇”和 “优势互补，深化合作”两大方式，在 缅甸发展中发挥更大作用。

传承和创新是一体两面，并存互补

16日，总商会与大会主办方联 办“青年华商的传承和创新”论坛， 由总商会研究与出版委员会主席吴 绍均担任主持，总商会青年商务委员 会主席郭益智、缅甸中华总商会副会 长潘伟锋、缅北中华总商会主席李东 涛、和丽私人有限公司业务发展董事 张凯翔担任论坛嘉宾，吸引近300人 出席。

吴学光副会长以“善于传承才能 善于创新”为题作论坛开场演讲。他 表示，世界华商大会和本次论坛的主 题蕴藏了传承和创新的重要精神： “传承和创新的演变和转化，不是单 单为了创新而颠覆传统，两者更像是 一体两面，紧密结合，并存互补。传承 和创新蕴藏的内涵，是‘融合’，既延 续前人创造和积累的价值，又能够在 传承的基础上加入新的创意，新的点 子、新的模式。真正的创新，是站在传 承的巨人肩膀上的创新，看得高、望 得远、坚定前行。只有善于传承，才更 善于创新。”他也强调，人才是创新的 核心要素，企业家本身则要为人才打 造勇于创新、鼓励成功、宽容失败的 企业文化，才能吸引到人才效力。

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对于家族企业传承的课题，吴 绍均建议，家族企业应趁早制定完善 的传承计划，通过坦诚沟通，减少交 接时的摩擦。上一代掌舵人在传承时 要“放手、放心、放资源”，以培养接 班人的创新理念，让新一代在接棒 时，根据自身及市场、时代的优势， 对家族企业作进一步创新和发展。他 认为，如何遴选优秀家族人才，是传 承过程中最棘手的挑战，因为要传承 的不只是财产，还包含财产管理的理 念。

取信于员工是接班要务

郭益智也认为，青年华商在继承 家族生意时，不仅要应对业务经营方 面的挑战，也要学习如何与上一代领 导沟通共事，在公司内部树立个人声 望。他用“坚韧不拔”、 “以身作则” 和“贯彻始终”，来概括家族企业接班 人应具备的品质。他说，年轻接班人 在初进家族企业时难免遭遇质疑和挑 战，需要以坚韧不拔的意志，度过这 段磨合期，也要亲力亲为地参与公司 运作，以身作则，赢取员工和管理层 的信任，最后也要保持贯彻始终的态 度，把家族企业带向新的高峰。

张凯翔指出，换位思考、与父辈 加强沟通、尊重员工，是顺利接棒的 关键。他用了两年时间调整和适应， 才建立起员工对新管理层的信心，并 推动企业数码化转型，树立起“数据 导向决策”的新企业文化。

潘伟锋的家族企业，早期主要从 事橡胶产品加工。他以第三代掌门人 的身份，把事业拓展到纺织、房地产、 纸浆和纸制品加工等领域。他表示， 祖辈除了传下产业，其传统价值观“勤 奋、坚持、尽责”也对他影响深远，使 他在作出重大决策前，会先以员工利 益为考量，以守住先人的好名声。

李东涛则认为，加入家族企业的 首要挑战，是推动管理专业化、业务 多元化。经过他24年的努力，公司业 务成功转型，从面粉加工，扩展到食 品、零售、房地产、建筑、医疗保健、 金融服务等领域。此外，公司也成立

吴学光副会长为“青年华商的传承与创新”论坛致开幕词。

基金会来扶助当地的弱势群体，积极 履行企业社会责任，实践了“谦卑、分 享”的家训。

运用数码技术打造新平台

在大会的闭幕式上，黄山忠会长 从泰国中华总商会陈振治主席手中 接过世界华商大会秘书处印信。他表 示，总商会在接任秘书处后，将守住 大会的优良传统，同时积极创新： “我 们将在稳固的基础上，继往开来，守 正出新。守住世界华商大会固有的文 化精髓，也顺应世界局势的发展，传 输新思维、采纳新科技，让世界华商 大会的品牌经得起时代的考验，也让 大会的生命力更加茁壮！”

他也透露，总商会的首要任务是 运用数码技术，打造一个互动性更强 的新平台，为全球华商提供获取资讯 和交流的管道，世界各国华商能通过 这个平台，进行讨论和交流，快速展 开合作。

“我们将在稳固的基础 上，继往开来，守正出新。 守住世界华商大会固有的 文化精髓，也顺应世界局 势的发展，传输新思维、 采纳新科技，让世界华商 大会的品牌经得起时代 的考验，也让大会的生命 力更加茁壮！” ——黄山忠会长

区域经济

REGIONAL FILES

善于传承才能更善于创新 总商会吴学光副会长为第14届世界华商大会“青年华商的传承与 创新”分组论坛致开幕词， 《华商》刊载全文。

首先，我要感谢大会主办机构—— 缅甸中华总 商会给我这个机会，谈一谈我对“青年华商的传承与 创新”的看法。

心态，发展国际视野，勇于追求创新。他们秉持的思 维和态度，值得青年华商借鉴。

当今世界的创新，可以说是在站前人的肩膀上 所进行的创新，是继承上的创新。不论是苹果手机、 亚马逊，还是淘宝、微信或盒马鲜生，虽然借助最新 的科技手段和技术平台，正在快速地改变社会的经 济模式和人们的消费形态，但本质上都是以人的需 求为导向，以利人为出发点来研发和创新，这就是古 人说的“经商有常，而利民为本”。唯有这样，企业才

“明者因时而变，知者随事而制。”经过20多年 能长青发展。 的革新和积累，世界华商大会得到许多华商，包括在 那么，青年华商应该如何为传承和创新注入活力？ 座各位的支持。大家不远千里而来，共商大计、共谋 发展，凸显世界华商大会深远的影响力。

传承和创新的根基在于人才，人才是创新的核 在大会设立青年华商论坛，也是一项创新，是形式上 心要素。因此，青年华商赋予传承和创新更深广价值 的创新，更是内涵上的创新。重要的意义在于， “与时 的最重要部分，便是“择天下英才而用之”，以及“择 天下英才而合作”。一方面，唯才是举、任人唯贤仍 俱进、与时俱新”，重视青年华商发挥的力量，鼓励 是现代企业奉行的做法，成为聚集人才，发展杰出企 青年华商不只“在商言商”，获得商业上的成功，也 业的动力另一方面，企业家本身则要为人才打造勇于 积极传承华商的普世价值观，以及弘扬世界华商大 创新、鼓励成功、宽容失败的企业文化，才能吸引到 会的文化精神。 人才效力。很多时候，企业能否成功，取决于自身的 接下来，我要谈一谈传承和创新对青年华商的意义， 企业文化，而企业家的底蕴则是决定企业文化的关 键所在。 以及青年华商应该如何为传承和创新注入活力。

世界华商大会和这个论坛的主题，本身就已经 蕴藏了传承和创新的重要精神。新加坡中华总商会 在1991年发起世界华商大会，为全球华商提供一个 密切交流的非政治平台，这在当时是一项创新的倡 议。

我认为，传承和创新的演变和转化，不是单单 为了创新而颠覆传统，两者更像是一体两面，紧密结 合，并存互补。传承和创新蕴藏的内涵，是“融合”， 既延续前人创造和积累的价值，又能够在传承的基 础上加入新的创意、新的点子、新的模式。真正的创 新，是站在传承的巨人肩膀上的创新，看得高、望得 远、坚定前行。只有善于传承，才更善于创新。

前人思想的内涵和深度，更是我们需要传承的 精髓。古人说的“以史为镜，可以知兴替；以人为镜， 可以知得失”，以及“先天下之忧而忧，后天下之乐而 乐”等精神思想，超越时空、跨越国度，即便是在互 联网经济时代，这些精辟的文化意涵仍具有传世价 值和现实意义。

参加世界华商大会的华商们，以及许多已经在 当地落地生根、开枝散叶的华商们，本质上也继承了 优秀的中华文化和精神。他们很好地适应当地的国 情和环境，将自身的文化底蕴和当地文化传统相互 融合，发展成独树一帜的文化精神，引领华商稳健 前行。

这一群华商是当地社会的中流砥柱。他们坚守 优秀文化基因，融合不同文化精髓，也拥有更广阔的

世界华商大会的举办，让青年华商在同一个平 台上认识来自世界各地的商界领袖和不同领域的 人才，交流新鲜资讯，并且激荡创意火花，激发创新 思维。换个电邮、加个微信，从此天涯咫尺，通行无 阻，这就是思维和科技创新带给我们的便利。与此 同时，世界华商大会跨国跨领域的宏大规模，汇聚各 界、各年龄层企业家，本身就具备传承与创新的特 质，有助于青年华商提升文化内涵，拓宽视野。

各位来宾，这是一个最好的时代，也是一个智 慧的时代，数码经济时代为青年华商提供各种新的 条件和资源，也带来更多更强的冲击与竞争。这是互 联网经济时代的特点，正以前所未有的速度，造就 产业革新、科技变革，商业经济首当其冲面对新的 挑战。这是最多创新模式、层出不穷的时代，也正是 需要从传承中获取营养、巩固前行的时代。因此，我 们希望，青年华商能够结合当下的条件，传承文化精 髓，持续创新精神，在不变与变化中创造新的价值。

我们也希望，青年华商不只为事业打拼，也要兼 具社会责任感，自明、自度、自立，一起发挥力量，一 起向前迈进！在传承基础上积极创新，创新之时不忘 传承使命，打造出新一代华商的中坚力量！

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