AC Issue 5 by XhaleAsia

ASIA CONNECTS THE VOICE FOR SME & ENTREPRENEURS

FROM NAIVETY TO NAILING IT

POSH Nail Spa aims to take the nail industry to new heights

THE HAUS OF HALAL

Digital marketing and cosmetics make chemistry

FIT AND FAMOUS

Nana Al-Haleq lifts the weight of her brand

Untangling Challenges Derick Ooi, the founder of Hairstory International, has a hair story.

ISSUE NO. 5 JUL-SEP 2022

For Internal Circulation Only

EDITOR’S NOTE

Rachel Khiew

THE NEW CHAPTER OF SELF-CARE

Let’s face it, the beauty and wellness industry is one of the most lucrative. We know what makes it tick: the representation, the allure and the feelgood factor. But that’s the old story. It has to be more than skin deep now as human beings collectively searching to stay positive and take care of our health - physically, mentally and emotionally. Driven by social media, our idea of beauty has evolved significantly over the past decade. Yet, beauty standards continue to be busted at this point, and diversity is the key. Health and wellness take the spotlight as the pandemic has made us aware of the kindness we owe our bodies and minds. A haircut is now more than just a mere repetitive activity. Self-care is paramount, and we see new entrepreneurial ideas everywhere to cater for different groups. In this issue, we dwell on what makes the beauty, health and wellness ideas go beyond the initial hype. How do you transition from a good idea to a lucrative business? We are incredibly grateful to have chats with some of the smartest masterminds in Malaysia’s beauty, health and wellness industry. We are counting on their ideas, perseverance and wits to bring us to the self-care sanctuary. Till then, take care and pamper yourself!

SET-BACKS ARE ONLY

SkinDeep The beauty industry bounces back and intersects with wellness

Beauty may not last forever, but its industry certainly seems resilient in the face of economic shockwaves. According to McKinsey, during the global 2008 financial crisis, spending in the beauty market only dipped slightly and recovered by 2010. While the Covid-19 pandemic will have an economic magnitude far more significant than previous recessions, McKinsey notes, signs indicate that the beauty sector may not be sagging for long. China saw beauty sales fall 80% in February 2020 compared to 2019. However, by March, the year-on-year decline was 20%, which is considered a rapid rebound under the circumstances.

Malaysia also sees encouraging signs amidst the bleakness. According to Statista figures, while beauty and personal care revenue in Malaysia fell in 2020 to US$2.29 billion, it rose again in 2021 to US$2.47 billion – similar to the revenue

recorded in 2019. In 2022, the total is expected to increase to US$2.74 billion. The lucrative beauty market has sparked avid interest in the Malaysian government to grow the local industry, which further catalysed sales even during the pandemic. According to Malaysia External Trade Development Corporation (Matrade), the virtual trade promotion programme it co-organised in 2021 with beauty trade fair Cosmoprof Asia to promote Malaysian exporters to foreign markets has generated actual sales of RM1.03 million and potential sales of RM87.67 million. PANDEMIC PAMPERING The pandemic saw people staying home more often. This has undoubtedly dampened the demand for cosmetics, but beauty is far from passé. In

fact, the increased screen time for work, ‘cabin fever’, and general anxiety amid a worldwide health crisis have intensified stress and, by extension, the thirst to ‘feel good. Beauty regimens have long been marketed as a form of selfcare, and

the line between both is further blurred with the rise of what PwC calls “wellcare” – a convergence of health, food and beauty to achieve wellness inside out. In this issue of Asia Connects, we featured businesses that operate on the nexus between looking good and feeling good. Our cover article of Hairstory (Page 10) tells how the hair salon chain aims to offer “therapy for the mind, head, and soul”. In another piece on POSH Nail Spa (Page 16), we spoke to the founder about why POSH’s nail care services seek to go beyond painting dainty designs to help customers solve nail health issues.

Further buoying the growth of ‘wellcare’ is the ease of accessing various health, supplements and beauty products through eCommerce. Even wellness or alternative therapy trainers can now take their offering online and teach classes virtually – which was how Malaysia’s annual wellness and lifestyle festival MurFest operated in the past two years (read more about MurFest on Page 38). Other than shopping platforms, social media channels are inundated with beauty, hair and wellness outlets riding on the digital wave to advertise and promote deals heavily. But the online boom has a dark side.

A BEAUTIFUL MESS In October 2020, the death of Malaysian model Coco Siew rocked the beauty industry. The tragedy was caused by a botched liposuction procedure costing RM2,500 at an unlicensed beauty salon in Kuala Lumpur, which she reportedly found online. The beauty industry has long grappled with regulation. While the Ministry of Health requires all registered medical practitioners who wish to practise aesthetic medicine to be registered under a national registry, the fact remains that many beauty centres are operating without proper licensing. The gaps in regulation also extend to cosmetic and supplement products

in Malaysia. The country’s growing ‘backyard’ beauty industry, reportedly worth RM2 billion, has raised alarm bells among regulators. These gaps have impacted consumer confidence in the beauty, health and wellness industry, especially among smaller players like salons and spas. But it may also push industry players to step up and join forces to elevate the playing field. Our chat with Malaysia’s first beauty co-working space, Beauty & Co (Page 24), explores how the company seeks to instil ethics and integrity in the competitive aesthetic market. After all, to achieve the most resilient beauty is to work on what the naked eye cannot see.

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CONTENTS

3 Message by Asia Connects Editor

4 Set-backs are only Skin Deep The beauty industry bounces back and intersects with wellness

30 8

FIT AND FAMOUS Nana Al-Haleq lifts the weight of her brand

THE VOICE FOR SME & ENTREPRENEURS ISSUE NO. 5

JUL - SEP 2022

Founder | Chairman Nitesh Malani Editor Rachel Khiew Contributors LM Foong

Designer Kevin SJ Francis

PR ESS & EDITOR IAL I NQUIR IES editor@theasiaconnects.com

10 Untangling Challenges How Hairstory International is flipping the script for its industry

ADVERTISI NG & PART NERSHIP I NQUIR IES marketing@theasiaconnects.com

16 From Naivety to Nailing it POSH Nail Spa aims to take the nail industry to new heights

20 The HAUS of Halal Digital marketing and cosmetics make chemistry

theasiaconnects company/theasiaconnects @theasiaconnects

24 Tackling the Ugly Side of the Aesthetics Business How Beauty & Co builds integrity and impact

Published by

28 Cleaner Air, Better Health Health effects and tips for improving Indoor Air Quality (IAQ)

34 Healing with Passion A personal quest that turns into a huge opportunity

38 Not a Stretch How MURFEST found success uniting alternative therapies amidst scepticism

© 2022 All rights reserved. The views/ opinions expressed in Asia Connects are those of the writer and not necessary the views/opinions of the publisher. The publisher shall not be held liable for any errors, violations, omissions or inaccuracies. No part of this magazine may be reproduced without the written permission of MyPreneurship | Yayasan Usahawan Malaysia. MyPreneurship | Yayasan Usahawan Malaysia, No. 4A Lorong Ma’arof 1, Bangsar Park, 59000 Kuala Lumpur, Malaysia.

Untangling Challenges How Hairstory International is flipping the script for its industry

Derick Ooi, the founder of Hairstory International, has a hair story.

As a teenager, he often felt a pang whenever he looked in the mirror. Heng Ee High School in Penang – where he studied – had a rule that its male students were only allowed to sport a crew-cut no longer than 0.6cm from the scalp, also known as the ‘Number 2’ haircut. Ooi reluctantly soldiered through his school years without his crowning glory. The long year-end school holidays would be a reprieve, as he could let his hair grow. He experimented and styled his hair with his friends during this time. The experience taught him how

the right hairstyle could boost one’s confidence and self-esteem. It was also then that he found his calling. In 2000, when Ooi was 20 years old, he joined a local hair salon as an apprentice. In a mere four years, he established his own Hydro Hair Salon business in Bandar Baru Ayer Itam. What started as a humble establishment manned by three hairstylists grew to strength over two decades. Today, Hydro Hair Salon has been rebranded into Hairstory International – an award-winning chain.

“At Hairstory, we want to give everyone the ‘right fit’, or a hairstyle of your own. Having a nice hairdo will be just like having a story of your own, as our brand name implies,” says Ooi. Hairstory employs 120 employees across its 17 outlets in Penang and Klang Valley. During the pandemic, it defied the devastation sweeping through the hairdressing industry and earned record-high revenue. Yet a business is a lot like hair. The more it grows, the more challenges may crop up – along with more potential.

THE ROOT OF HAIRSTORY Since starting his entrepreneurial journey at the young age of 24, Ooi has two questions: one, how to turn the hair salon scene into a luxurious, pampering affair that remains affordable for customers. Two, how to create more career advancement opportunities for fellow hair stylists in the industry. “I asked myself, why are people willing to spend so much on coffee at Starbucks? And if a can of Coke is priced at RM1.80 in the supermarket, how could

it fetch up to RM18 at a hotel? It’s all about unrivalled service and creating an exceptional experience in a relaxed environment. People are willing to pay if you can add value or provide a good customer experience,” says Ooi. He realised that when a customer entered a Hairstory outlet, it should “never just be about getting a hair wash, a new perm or a different hair colour”. “We are selling service at a place where everybody knows you by name and provides therapy for the mind, head and soul. We are here to ensure you emerge rejuvenated and ‘ready to take on the world’ after each visit,” he explains. In 2010, Ooi roped in a new business partner, Leon Lee, to explore market opportunities and growth strategies. “I am more of a technical person, while Leon is a

Our employees are our assets, and they too, need to be ‘upgraded’ as a person

business-minded entrepreneur. The both of us only had one goal then – work towards boosting the brand name in an increasingly hair-conscious society,” Ooi recalls. Their complementary strengths sparked a turning point for Hairstory, which would expand from a single outlet to 16 in Penang and one in Klang Valley. Amidst the dizzying pace of growth, Ooi and Lee ensure that all its outlets provide a consistent experience.

“The Hairstory management team has to thread this very carefully. We must ensure that our employees are aligned with our company concepts and direction, and familiar with our products and services. “One must remember that our hair salon is not all about haircuts, colouring, perming and rebonding. It is what we call affordable luxury, where stylists must be well trained in styling and soft skills. They need to understand that every treatment has to be tailored to fit the client and enhance the already inborn beauty,” he explains. Ooi admits that dealing with people – whether customers or staff – would remain one of the biggest challenges a hair salon faces. But people are also the lifeblood of the business, and over the years, he has devoted much attention to solving this puzzle.

‘THEY ARE NOT ROBOTS’ Just as there is no one-sizefits-all formula for dealing with different customers, Ooi understands that every team member is equally unique in their interests, skills and career goals. “They are not robots,” he quips. Yet, one common issue that hairdressers face is a foggy future. Most, even the skilful ones, tend not to stay in the profession for long due to the limited career advancement opportunities. This makes it challenging to attract, engage or retain talents.

being promoted to senior stylist, artistic director and professional trainer. “This is much better than opening up new outlets with external shareholders, who may not be aligned with our work culture,” Ooi reasons. He adds that highperforming employees with little interest in entrepreneurship can opt for a different career track – to be part of the Hairstory management team, such as an outlet supervisor or manager. “This is what we can offer. The career pathway is clear.”

“Thus, we planned and created a business model developing hairdressing as a skilled and competitive profession. We want to transform the hair and beauty industry into a value-based enterprise contributing to economic growth. In short, to turn the profession into a highstatus job in the market, with a future-proof career pathway. If you work hard, you’ll move up the ladder, just like those in the corporate world,” says Ooi.

“Our employees are our assets, and they too need to be ‘upgraded’ as a person,” Ooi says. To date, some 50 employees have been trained to become artistic directors, while 25 have advanced to the management level and are now managers and partners of Hairstory. Other than upskilling its employees, Hairstory also wants to develop the next generation of hairdressers – especially among the low-income group. The company designed a zero-fee programme for school-leavers, youth and young adults who could not afford to further their studies but were keen to pick up a vocational skill in hairdressing. Since the programme began in 2014, at least 80 youths from low-income families have benefited.

Hairstory invests heavily in human capital, equipping its employees with artistic and entrepreneurial skills. For example, the company’s Employee Entrepreneurship Programme empowers each team member to become the boss of their salon. They are then motivated to ‘duplicate’ more Hairstory outlets. In the programme, one can start from the bottom – as a junior stylist – before

To develop new leaders and entrepreneurs, Hairstory provides various training, workshops, discussions, sharing sessions and occasional business and learning trips for its employees.

Derick Ooi founder of Hairstory International

“We provide equal opportunities for these youth to develop skills in hairdressing, which will turn into job opportunities, with no fee and employment bond upon completing the training. They have the freedom to pursue their career, stick with Hairstory

COMPANY AWARDS AND PERSONAL ACHIEVEMENTS

HWT Group 21st Century Prestigious Brand (Prestigious Company Award)

2012 2013

Tally Press Malaysia (Top 10 Hair Salon) JCI CYEA Top 10 Finalist PUMM Top 50 Team Enterprise Award (Gold Award)

or other entities once they complete their training,” Ooi explains.

Golden Bauhinia Award (Asia Outstanding Hair Salon)

2015 2016

With multi-faceted strategies in place, Hairstory seemed to be on the right track in growing its talent pool and the business. ASEAN Outstanding Business Award (Master Class Award) Malaysian Gen Ys (Top 5 Hair Salons)

KWYP Dr Sun Yat-Sen Achievement Award Guang Ming Excellent Enterprise Award (Gold Award)

The 4th INPenang Emerging Entrepreneur Award JCI Sustainable Development Award

PERSONAL RECOGNITIONS

2017 2018

Tally Press Malaysia (Top 10 Hair Salon) FMA Business Innovation Award (Top 10)

PAMM International Cosmetology Entrepreneur Award

2019 2021

To ensure the programme brings value to the most deserving, Hairstory collaborates with elected and district representatives to identify young people from families with a household income of less than RM5,000 a month.

The SME100 Sustainable Brand Awards (Fast Moving Company)

• Shang Hai Elite Entrepreneurs 2017 • The Malaysia Book of Records 2017

Then, the pandemic hit. DAMAGE CONTROL When the first lockdown was imposed due to the Covid-19 pandemic in 2020, the entire hairdressing sector was left in a lurch. Hairstory dived into brainstorming mode, and the team finally devised a game plan – with no cut to the basic pay of all employees. The staff who are adept in front of the camera were tasked to go live on their personal Facebook account to maintain brand awareness. “They taught the public some simple and basic steps on haircuts. Some also sold hair treatment products online. We all did whatever we could to stay relevant and keep ourselves afloat,” Ooi points out. Hairstory also launched several promotional packages, which customers could use once the industry was allowed to reopen and operate. These packages included haircuts, basic

and luxury hair and scalp treatments, chemical work, hair spas, colouring, perming, and rebonding. The validity for the package is one year. “We were able to make up for the lost time during the various phases of the Movement Control Order (MCO). We worked non-stop whenever we were allowed to operate, with the standard operating procedures in mind. “We have our regular customers to thank for their continuous support. Many of them bought our vouchers. We are forever grateful for their kind gesture and warm thoughts during difficult times,” he said. What did not break them certainly made them stronger. In 2020 and 2021, Hairstory International posted revenue totalling tens of millions of Ringgit each year – a record high for the company.

“I believe the stellar financial results are one of the best among those in the fraternity in the northern region. It shows that you will get the desired result if you are determined to achieve something great,” says Ooi. “If there is one thing to learn from the pandemic, then I would say it has made us better prepared to cope with any difficulties in life.” MOVING FORWARD Hairstory has an ambitious target – to open its 30th outlet in five years. Ooi believes the expansion plan will allow more employees to make career advancements – including becoming business partners – and provide more opportunities for young people to pursue their dreams of becoming entrepreneurs. The chain also runs Globalstory Academy, which Ooi says is meant to provide a comprehensive beauty course, with Training Qualifications UK (TQUK) or

Sijil Kemahiran M Malaysia SKM 2 & 3 training and diploma certification, in hairdressing, hair styling, hair care, nail care, beauty and make-up as well as wellness. Hairstory has also upgraded its salons and training facilities to provide a more optimal learning environment for all trainers and trainees, thus ensuring sustainable development through vocational education. For aspiring hairstylists, Ooi advises them to try and develop a crucial trait: problem-solving skills. “We must enjoy everything we do and learn through experience. Don’t just bring up grouses and complaints. Bosses like those who solve problems,” says Ooi. “Do not be afraid of problems. Treat it as a learning process. Just put your mind and soul to it, and believe me, all your problems will be resolved at the end of the day.”

Sereen Eng takes on a challenge like how she would prepare to wash a customer’s feet in her nail salon – she rolls up her sleeves and rises to the occasion. The founder of POSH Nail Spa, which has expanded from a two-seater to three outlets across Klang Valley, had weathered several storms since the brand was established in 2010 – the latest being the extended closure of the nail salon sector during the pandemic lockdowns in Malaysia. In June 2021, the Malaysian government classified manicure and pedicure as highrisk services, together with spas and pubs. That means the sector would remain closed until Phase 4 of the National Recovery Plan (NRP), while all other economic sectors, including beauty and hair salons, could reopen earlier. This was a major blow to over 2,000 nail salons in the country already wobbling from the economic impact of not being allowed to operate for most of 2020 and 2021.

Marshalling nail salons across the country, Eng led the Malaysia Association of Nail Industry (MANI) and embarked on a

campaign to clarify why nail salons are essential and safe. Through news outlets and dialogues with lawmakers, Eng communicated how nail salon services are not merely peddling aesthetics but also dealing with health issues, such as ingrown toenails, fungal nail infections, corn, and calluses that affect mobility. This also marked one of the first stiff competitors in the Malaysian nail industry uniting for a common cause. MANI’s efforts bore fruit. In September 2021, nail care services were relisted under sectors that can be reopened in Phase 2 of the NRP. But there is no rest for Eng. Later this year, she will open up a new body spa that offers floatation therapy, which involves floating in a tank filled with body-temperature salt water. Meanwhile, she is also running the POSH Academy to train new talents for the beauty industry. Asia Connects catches up with Eng to chat about her journey from being a reluctant nail care entrepreneur to championing the welfare of the industry and how nail care has evolved beyond aesthetics.

From naivety to

nailing it POSH Nail Spa aims to take the nail industry to new heights

How did your journey in the nail care sector begin? Eng: Purely by accident! I was 24 or 25 years old and running a property management company with my husband. As the company stabilised, it required less attention. So, I started looking for another investment opportunity. The nail salon I frequented in SS2, Petaling Jaya, wanted to sell its business. I decided to buy it, even though I had no experience in the industry. That was in 2008. Being so young, I was pretty naïve. I thought of it as more of a glamorous investment, and it would not require too much personal involvement because the staff would run it. Soon, I realised that loving to get my manicure done and running it as a business are entirely different things. I was overly reliant on the staff. Because I was once their customer, the team knew that I was completely inexperienced in this field. They started giving me suggestions on how to run the business more for their benefit – like telling me that we should close on weekends because there would not be many customers or asking me to buy products

that were not necessary. I followed their advice until I started researching and found out I was being played. So, I fired all the staff and closed the shop for a month. During that time, I took intensive nail courses and learnt about the industry from A to Z – from team management to customer service. In 2010, I rebranded the business as POSH Nail Spa. Why did you double down instead of selling the business when the investment required more effort than expected? Eng: It’s my personality. When I see a challenge or difficulty, I don’t back down. I’ll try to overcome it by doing better. For example, the initial location of the nail salon in SS2 was not attracting the upmarket clientele I was targeting. After some search, my husband and I came across an ideal spot in Taman Tun Dr Ismail – the space of 1,800 square feet is almost double the SS2 outlet. Sure, the rental is double. We used almost all our savings, plus loans, to afford the shop and the renovations. This paid off. Our clientele is now

interview, she improved her skills before trying again. I asked her why. Her answer surprised me; she said she wanted to work with POSH because it’s one of the top brands in the industry. I run POSH like a corporation – each team member is evaluated by a measurable system and knows how they can progress in this company. So, the brand attracts the talents first. Then, when they join the team, what keeps them happy and committed are good company culture and values, a well-paid salary, and a clear career growth path. Three of my staff have been with POSH for over ten years now. The rest, at least six years and above.

Sereen Eng founder of POSH Nail Spa

aligned with POSH’s direction, which is to emphasise classy and minimalistic designs, nail health and hygiene, as well as pampering services like hand and foot massages, and less on elaborate nail art. The ample space also gives us the luxury of holding nail parties, like bridal showers with manicure and pedicure services, which has helped us spread brand awareness. The POSH outlets now run pretty smoothly. I keep track of all happenings and traffic in the shops through a CCTV system that I can monitor with an app on my phone. This frees up my time to network with suppliers, associates and external collaborators to grow the business. Of course, I couldn’t do this without the trusty team leaders managing each outlet.

How do you cultivate trustworthy and reliable staff without being in the outlets physically? Eng: Attracting the right talent is crucial, which is why building a strong brand is essential. We once had a candidate who applied to our salon and interviewed with us three times – I only accepted her on the third attempt. Every time she failed our

That’s pretty long. Is that common in the nail industry? Eng: No. For most nail salons, the team member turnover rate is high. This is because the entry barrier to this industry is very low. Nail technicians eventually realise they don’t even have to work for someone; they can put all their nail polish and equipment in a basket and provide door-to-door services. Another issue is the unfavourable perception of this profession. Once, my staff was giving out flyers when a mother and her daughter passed by. The mother pointed to my staff and told her daughter, “You need to study hard, or you will end up like her.” My staff got very upset. Perception like this affects nail workers’ self-esteem. My purpose is to elevate the status of nail workers and make the nail profession a respectable career. Through leadership and relevant training, our vision at POSH is to help nail technicians carry themselves confidently and be proud of their work. One way to earn respect is to go beyond beautifying nails to provide professional services for nail issues. For example, older clients may face the problem of geriatric nails – hardened and growing oddly – making it difficult for them to cut them on their own. Or, some clients have ingrown nails that cause excruciating pain and need to be properly maintained regularly. This is where we come in. Many nail salons are focused on nail art, but that is not POSH’s focus. We offer nail art services, but they will be for more simplistic designs. Our specialisation is in improving

Clockwise fron top right: BTS-themed nail party; the SS2 outlet; bridal shower; the Taman Tun Dr Ismail outlet

nail health and helping customers solve nail problems. How did POSH weather through the pandemic lockdowns in the past two years? Eng: We sold credits, services and gift vouchers via our web store, which customers can purchase and use when we reopen. Thanks to our customers’ trust, we achieved a six-figure revenue via these buynow-use-later sales. This was good enough to help us sustain four to five months. To give my staff something to do and keep work morale up, I also organised corporate social responsibility (CSR) programmes like food drives for the needy. Nail brands were also running free online training. We attended a lot of those. That was also when we obtained the certification to provide geriatric nail care, which became our speciality when we reopened. This got us 10 to 20 new customers who come in specifically for geriatric nail services.

Now that nail salons can be reopened, are there any other challenges the industry faces? Eng: Having been in this industry for over ten years, I’ve seen nail salons mushrooming everywhere, but many would close down within a year. It is due to the intense price war instead of skills. Imagine this: POSH charges RM80 for a pedicure, while another salon charges RM29. While we only have to focus on serving one customer well, this other salon will have to serve two to three more customers. The quality of their service and products would also be questionable. So, I always believe that the price war should be eliminated. The mindset game cannot be played overnight. Somebody needs to start first, and I could be the one to keep doing what I believe. Hopefully, others will see the impact and slowly adjust on their own. We may not be able to change others, but we can change ourselves first.

The HAUS of Halal Digital marketing and cosmetics make chemistry

Cruelty-free. Vegan-based. Halal. These words will get many cosmetics consumers to open their wallets these days amidst the growingly affluent Muslim population and increasing consumer social awareness. HAUS Cosmetics checks all the boxes. With an in-house research and development (R&D) team and a factory, the Malaysian company is on a mission to produce natural, vegan and halal-certified cosmetics and skincare products. Established in 2019, the brand greeted the world from its headquarters in Cheras, Kuala Lumpur, with around 100 staff across departments like R&D, production, warehouse, marketing, packaging, and sales. Now, the brand claims to have produced over 1,000 entrepreneurs who are trained to sell its products. Besides HAUS Cosmetics for make-up, the brand has also launched HAUS Skin for skincare, HAUS Premium for high-end formulations using luxurious ingredients, and HAUS Superfood for supplements. Make-up brands are clamouring to ride the hype for halal. One industry forecast indicates that the global halal beauty market is expected to balloon to US$54.16 million (RM223.98 million) by 2022 from US$20.25 million in 2015. While homegrown halal makeup players may seem small-fry compared to the international beauty titans dominating the market, these smaller brands are leveraging social media

and live-streaming to amass a strong following. Asia Connects talks to Eiyma Jalil, CEO of HAUS, to learn why she decided to take on the cosmetics world despite her humble background and how the brand is going international by playing digital right. Could you tell us more about the story of HAUS? What was the inspiration behind the founding of this company? Eiyma: My passion for beauty, and a question from my mum. She once asked me whether all the make-up products I used were halal. That got me thinking – how can I be sure about that? These were products from overseas manufacturers, and I’d never seen the whole process of making these cosmetics. That drove me to take the responsibility as a Muslim to produce cosmetics with quality that rivals international brands but are also guaranteed halal and safe for consumers. Beauty is my soul, and I gave up my career in auditing and dived into the field of beauty amidst doubts from people around me. Thanks to the full support from my mother and my husband, I took two years to get my cosmetics factory, GIM Cosmetics Industries, off the ground, and it was officially established in 2014. Since then, I have produced the formulation for thousands of cosmetic brands, and not even once was my formulation taken down by the Malaysian Ministry of Health for endangering customers’ health.

Digital marketing has no boundaries. On a single social media platform, we can go worldwide

Each entrepreneur has their journey and battles. For me, it is to produce halal cosmetic products on par with international standards. It took me a decade to get what I am today. It was only in 2019 that I established my brand, HAUS Cosmetics, to fight for my mission and vision in the beauty industry. What were your biggest challenges when starting this company? Eiyma: Capital was the biggest challenge. As the eldest daughter of the family, with my own family and kids, I had financial responsibilities to juggle. I did not have any connection or institution that would fund or invest in my business. Supported by my husband as my business partner, I put in 100% of my savings and decided to go all-out. I hired a chemist and opened a small laboratory with all the equipment and raw materials we needed to conduct research and development. Getting high-quality, certified halal materials at an affordable price was a significant hurdle, as we were only a startup with a small order quantity. So the cost was hefty too. But I was determined to forge my path.

HAUS Founder, Eiyma Jalil

You have certainly come a long way! HAUS has expanded to the international market. Can you tell us more? Eiyma: Yes, other than Malaysia, we now have distributors in Singapore, Brunei and Indonesia. We have even trademarked our name “HAUS” in these four countries.

How is the Malaysian beauty industry faring, and how is HAUS Cosmetics riding on this? Eiyma: The demand for halal cosmetics is an enormous opportunity in Malaysia. We are on track to meet this growing demand within the country and worldwide. Compared to other brands, our advantage is that we have our own cosmetics factory certified by the world-class halal institution, JAKIM. Here, we do our formulation, as well as research and development. Therefore, we can selectively choose our active ingredients and materials. Most importantly, we can always manage and cater to the demand by ramping up production. These advantages helped us to stay competitive in the market. What are some of HAUS’ notable strategies to expand its consumer base amidst the dizzying number of competing brands from local and international markets? Eiyma: When TikTok first gained traction, people said it is not a platform for serious businesses. But I explored the platform further because I saw there is something different about it. I studied TikTok’s audience and content to come up with suitable strategies. Our brand was finally ready to dive into TikTok in January this year, and boom! The views kept rolling in. Our launch campaign in March 2022 for the Magic Pinky 5-in-1 powder foundation is still going viral today. We are also doing TikTok Live daily through two TikTok accounts, one under my name ‘Eiyma Jalil’, and the

The HAUS team

other for the brand, ‘HAUS Cosmetics Malaysia’. This is one of our key marketing strategies, and we have learned that with persistence and consistency, we can see results on this platform quickly. That’s the strength of digital marketing in the current business environment. Digital marketing has no boundaries. On a single social media platform, we can go worldwide. Any business has its constant challenges, and we are not excluded. One of our primary concerns is centralising our various social media communications and integrating with the inventory for transactions captured via these platforms. Businesses nowadays must get on board with relevant digital platforms because that’s what the future holds. Adapting the existing business model with social media is essential, and SHOPLINE has made it possible to shape us into a better industry player. Adopting the right digital media strategy can boost a startup’s growth momentum.

Cognisant of this, HAUS Cosmetics has partnered with SHOPLINE, an end-toend e-commerce specialist that provides comprehensive technology solutions. Founded in Hong Kong in 2013, SHOPLINE entered the Malaysian market three years ago, helping companies establish online and offline sales channels and expand their business. Besides assisting businesses in creating websites and connecting their businesses to e-commerce platforms, one of SHOPLINE’s strengths is converting the followers of a merchant’s social media platform into a consumer base via livestreaming sales sessions.

Each entrepreneur has their journey and battles. For me, it is to produce halal cosmetic products on par with international standards

Live-stream selling is prevalent in China, but it is still a relatively new concept in Southeast Asia. Even so, selling through ‘FB Live’ or ‘IG Live’ is gaining popularity in the region, and SHOPLINE supports these areas to help merchants expand their sales channels. For more information, contact hotline +60 19-382 4788 or visit https://shopline.my/

ugly side Tackling the

of the aesthetics business

How Beauty & Co builds integrity and impact Starting her own body aesthetic company, Bizzy Body, at the age of 25. Expanding the business to 30 outlets within five years. Establishing Malaysia’s first beauty coworking space, Beauty & Co, in The Gardens, Mid Valley Megamall, for aesthetic professionals to serve clients while sharing cutting-edge resources and a prime location. Yap Yann Fang accomplished all these with a palpable gusto for the beauty industry – the seed of which was planted when she was a child helping out at her mother’s hair salon. As she swept up the floor or helped to wash customers’ hair, Yap practically inhaled what working in beauty means – lifting customers’ spirits. “Customers came to my mum for a hair wash or a hair blow, and they would leave feeling good. I don’t remember seeing a customer leave her salon feeling bad.”

But these days, she observes, the beauty sector often leaves a bitter taste in customers’ mouths.

Yap dived into the industry since graduating college two decades ago, cutting her teeth in slimming and beauty salon chain Mayfair Bodyline. Over the years, the market grew increasingly lucrative. According to Statista, the revenue of the beauty and personal care market in Malaysia totals US$2.74 billion in 2022 and is expected to grow annually by 3.53% from 2022 to 2026. Competition grew in tandem. Yap says that this led to rampant unscrupulous practices in the market, such as selling products containing banned substances, using dubious technology on customers, or using fear tactics to pressure customers into spending more. Disillusioned, Yap was close to quitting the career she loved. What made her bounce back to take on the spiralling standards of the industry? The CEO and founder of Beauty & Co sits down with Asia Connects to chat about how the beauty co-working space can be a game changer.

You have spent your childhood and career in the beauty business. How has the aesthetic market changed over the past two decades, especially now in the age of social media? Yap: Around 30 years ago, only the affluent could afford beauty procedures and products. When I started my career 20 years ago, beauty became affordable. Beauty salons mushroomed up. And these days, people are sharing their visits to beauty centres on social media platforms like Instagram. This opened up demand for beauty treatments and services. Gone are the days when people hide about going under the knife. Moreover, innovation is rapid in the aesthetic field. Now, you don’t need to undergo invasive procedures like facelifting to reverse ageing. There are less invasive options, such as HIFU (high intensity focused ultrasound), so people are more open to try it. What put you on the path to start Beauty & Co? Yap: When I was 25 years old, I started my own slimming salon business, Bizzy Body. It was my first time being an entrepreneur, and at such a young age, I grappled with a lot of selfdoubt and trials and errors. It was very fortunate that we managed to expand quickly. By the age of 30, I was managing about 30 outlets. But eventually, the business outgrew me. I had no motivation to go to work anymore. I think it was because I didn’t have a

clear vision, culture and values. Without these, you end up hiring people who don’t share the same values, making you feel more and more out of place. In 2012, I sold the company to [international wellness player] VLCC Group. It came to a point when I wondered if I should quit the beauty industry altogether. I was demotivated because the industry was a mess – there was so much price competition and not much integrity. We saw many beauty businesses selling products with banned substances, using aesthetic machines of inferior quality, and performing illegal procedures. Fortunately, I had the opportunity to attend a culture camp by Zappos in the US. That gave me a lot of affirmation and confidence. I realised that I was still very much in love with the beauty industry, and I should take on the competition with more integrity, not less.

So, in 2018, I started Beauty & Co – the ‘& Co’ part of the

name reflects my aim to build a community and ecosystem that can become a role model of professionalism for the industry. How did you develop the concept of Beauty & Co as a co-working space and platform for beauty experts? Yap: I was clear about what I wanted when I started Beauty & Co – integrity and impact. We uphold integrity by carefully screening the beauticians, small salon owners, masseuses, spa therapists and skin doctors that use our co-working space and platform to serve clients – they have to be genuinely skilful and not the ‘hard-selling’ type. And I wanted to make an impact because I was already 38 years old by then. I thought: I’d likely work hard for another 20 years, so I should take this time to build a legacy that brings positive change to the industry. Many new business models were cropping up at the time, including the shared resources model like Airbnb and Grab. So, the question was, how can we modernise

the beauty business? I started mapping out how we can share resources in the beauty sector. For our industry, the location, ambience and environment are essential – that can be shared. The latest equipment and technology also require a hefty investment, but we can share that too. Besides hardware, we can also share training, marketing and branding services. So beauticians who are actually skilled at their services but not so savvy in building a brand and managing the business can join our platform. They can focus on serving their clients and improving their skills while Beauty & Co takes care of the rest. How does the co-working arrangement work, and what is the response from the industry so far? Yap: Although Beauty & Co started in 2018, we took two years to build a foundation and only launched the coworking model in 2020. We now have 70 full-timers and 30 freelancers sharing our co-working space.

The full-timers are under Beauty & Co’s employment. They receive basic salaries and commissions. When they become more skilful and build a more extensive database, they can convert to freelancer status, which usually also means a step up in their earnings. For freelancers, they usually run their own beauty business and provide their services at our space. Some have salons but come to Beauty & Co to use our technology. Freelancers do not need to pay rent for our space or equipment; we operate on a profit-sharing basis. The cut we take ranges from 5% to 40%, depending on how much they use Beauty & Co’s space, equipment and client database. Of course, the beauty industry took a hit during the pandemic in 2020. But it pushed up demand for our co-working space because many beauticians needed to cut down on rental and staffing. Moving forward, I believe the co-working concept for the beauty industry still has a long future ahead. People want more flexibility in their work hours nowadays. Beauticians, especially, start their careers at the young age of 17 or 18. But ten years down the road, they may get married and have children, and the focus is on the family. Then, when their children go to school, they may decide to work hard again. That’s the strength of a co-working space – it allows people to have that flexibility and work at their own pace. How is this model working out for Beauty & Co so far? Yap: This is our fourth year

of operations, but of course, we did suffer two years of the pandemic. All in all, we are expecting to close around RM20 million in revenue this year. Our target is to go public and undertake an IPO (initial public offering) in five years, and for now, it looks highly possible that we will achieve this. So we are not doing too badly, but no business is perfect, and we still need to improve. We want to improve at a faster speed. That is why our company hierarchy is very flat, so we can make decisions faster. You are also advocating ‘selling with love’. Can you tell us more? Yap: About 20 to 30 years ago, beauty professionals were not as aggressive in sales. But today, as the industry becomes more lucrative, it also attracts more ‘salesy’ people to join the industry. So hardselling to customers became the norm. This soured the industry’s reputation and created much fear among customers to even walk into beauty centres. At Beauty & Co, we try to weed out hard-selling behaviours among our professionals. But some of them were worried that if they do not sell aggressively, the customer may be won over by another hard-selling beauty salon. So I started thinking about how I could train my community to sell the right way – sell with solutions and professionalism, and sell from a place of love instead of from a place of instilling fear within customers.

I was fortunate to have gotten to know Jason Campbell (author of the book Selling with Love), who was able to coach me to do just that. I also invited him to run a workshop in Malaysia. Initially, it was meant for the Beauty & Co community, but I thought – why not extend the impact? We decided to open the workshop for free to those outside our community. After all, there’s no point if Beauty & Co is the only one selling with love. The industry needs to level up, so customers no longer dread entering beauty centres. Our line of business is to make people feel good. And sometimes, all customers want is for us to do our job.

Yap Yann Fang, founder of Beauty & Co

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FITAND FAMOUS Nana Al-Haleq lifts the weight of her brand

Nana Al Haleq had not done push-ups for almost three years due to a shoulder and elbow injury. When her trainer included it in her programme, she was cautious but gamed to try it. To her surprise, she completed what would seem like a gruelling regimen to many. “Looking at the form, it was not the best. But I will look at it as small progress because this journey is my own journey – I do it so I can be better. I do it because I love the sport, and most importantly, I do it not to please anyone but myself,” she wrote in a recent Instagram post Nana’s straddling of frank vulnerability, and poised confidence makes her a compelling fitness influencer (also known as a key opinion leader, or KOL) to watch. Her passion for building up physical strength and resilience is palpable. She admits that “the more intense the workout, the more zen” she is, because – ironically – it is a time that she feels most like herself.

Since she started posting her fitness journey on social media in 2016, Nana’s popularity has exploded. The down-to-earth 36-yearold has a following of over 220,000 on Instagram. A certified coach with credentials from Australian Strength Performance, Nana is the brand ambassador for Under Armour Southeast Asia and Apple. Her career has transcended social media to TV hosting and corporate wellness coaching. All in all, Nana sees about a 20% increase in revenue every year, according to her talent management company, Suppagood.

Nana speaks to Asia Connects about her journey. What goes on behind the scenes of a fitness KOL business? What got you into fitness and eventually to focus on strength and bodybuilding? Nana: It started when I was in primary school. My mum introduced my sister and me to sports like netball, cycling and running. It turned out I was good at track and field and long jumps, just like my mum when she was young. Under her training, I went on to represent the Selangor state and tried for Sukan Malaysia. However, at 16, I decided to quit track and field to focus on my studies. Fast forward to when I became an adult. I started earning my own money and could join a gym. The original intention was to train to look good, like getting glutes. After three to four months, I managed to achieve what I wanted! I love learning about and doing anything that helps my body perform better. That gave me the drive to keep pushing myself physically. I started training like the athlete I was, eventually hiring a mentor in Australia who could help me further with nutrition and workout protocols. That’s how I started my fitness journey. How did you begin sharing your fitness story on social media, and at what point did you realise it could be a viable career? Nana: I started my Instagram account in 2016 when I entered fitness. The account would be like a fitness diary for me. But somehow, the follower count blew up.

In less than a year, I got over 20,000 followers. I started to feel a sense of responsibility for what I share, so I attended seminars and did more reading to expand my knowledge. I wanted to ensure that what I post is information that truly helps others. That’s how my account transitioned from merely keeping myself accountable to becoming more educational. I had no idea I was considered an influencer, even though brand sponsorship and jobs have started to flow in. I eventually engaged a talent manager, Sarah, who looked at my rates and said, “Nana, you are ruining the market!” I was undercharging everyone. Sarah taught me how much to charge for different jobs and the strategies for every other aspect of being an influencer. She helped me tremendously to grow my brand into a career and showed me how to branch out from social media to be a fitness and health speaker, host, coach, and more. Having been in the KOL business for several years, what are some of the challenges that you still face? Nana: Well, with a wide following in the Malay community, I still need to brush up on my bahasa pasar (colloquial Bahasa Melayu) and learn all the latest lingo – to be more down-to-earth with the way I speak so that my community can resonate with me more. Right now, I’m taking an online course and

Nana as the Under Armour brand ambassador conducting the Booty Pump workshop

pursuing a certification in holistic nutrition. Hopefully, I will complete it by this year, and in ten years, my goal is to be a holistic doctor. I’m also trying to stay updated with new fitness, health, and nutrition findings to post accurate information. For years, I’ve also been talking about starting a YouTube channel. Besides having Suppagood to manage the business side of my brand, I’m a one-woman show in content creation – I direct and shoot my videos and edit them. I tried hiring freelancers, but it did not go well. Many of them did not know how to shoot fitness videos because it requires certain angles or some amount of physical fitness – when I’m doing squats, the videographer may also have to squat. So, I may put the YouTube channel dream on hold until I find the right talent to support me. While you emphasise authenticity in your social media post, as an influencer, you are also a brand and business. How does that play into what you portray online? Nana: When working on branded content, I would need to adhere to the parameters set by the brand, like the editing, wardrobe, or music. It is sometimes a negotiation between who I am and what direction the brand wants. There are non-negotiables – like I usually politely decline brand engagements that have to do with slimming products or slimming clinics because I don’t personally believe in that.

Nana (left) hosting the Feel Good Show for the TV channel NTV7

As for my content, I have more freedom. Like, I can do anything I like. I try to stay as true to myself as possible in my posts. I share my limitations, injuries, and things I cannot do. People are fluid and change according to circumstances and age. But is it difficult for you as an influencer to change your direction, given that you have followers and brand partners to answer to? Nana: I believe that fitness is vast. Change is part of growth. I’m 36 this year, and there are workouts that I can no longer do. I’m also shifting from bodybuilding to focusing more on rehabilitation, pilates, yoga and a holistic regimen to help my body heal from past injuries. So, my workout now is tailored towards strengthening particular muscles, improving flexibility and mobility and toning the body. These all still fall under the fitness and health umbrella. Sure, changing direction means I may lose some followers. But other followers are ageing with me and may find my shift relevant. And one day, those followers that I lost may come back because they are at a similar stage in their lives. And if brands want me to do something that I’m now incapable of doing, I will communicate with them, and we’ll try to meet each other halfway.

Nana (front) offering her expertise at KPJ Klang Specialist Hospital

The bottom line is to be honest about the changes with your audience and welcome them to go along the journey with you. How has the Malaysian fitness scene evolved since you started in this area? Nana: Throughout my fitness career, I’ve had to deal with criticisms that women should not do workouts like strength training because we would end up looking like men. The level of acceptance for this has improved with more women in urban areas taking up CrossFit, weight lifting, and bodybuilding competitions. But generally, the mentality in Malaysia regarding fitness is still lagging. There is still a perception of what a woman in fitness should or should not look like or do. You see women on social media being ridiculed or chastised when they post videos of themselves working out. People still cannot differentiate between showing off and fitness. In fitness, we do it for our mobility and body. So, I believe women fitness KOLs will still face this issue in the next ten years. To that, I say, gear up! We are doing this for ourselves. We cannot make everybody happy, so you don’t have to succumb to what others expect you to be.

A personal quest that turns into a huge opportunity

Once a niche trend championed by a few, the clean beauty and skincare movement has gone mainstream. Sustainable, natural and organic - all reflect a trend gaining momentum and revenue. According to YPulse, a leading research authority on Gen Z and Millenials, onethird of young consumers are interested in trying clean beauty products. The non-profit 2018 Global Wellness Economy Monitor reports that the global wellness industry grew in value from USD$3.7 trillion in 2015 to USD$4.2 trillion in 2017, an increase of 12.8 per cent. The wellness economy has grown at nearly twice the rate of global economic growth pre-pandemic, and the growth has accelerated since 2020 for obvious reasons. How do we define clean skincare? In a nutshell, clean beauty and skincare refer to products that are clean of harmful ingredients. This usually means that the brands favour natural ingredients on the whole and reject the

not genetically modified or synthetic chemicals and are non-carcinogenic, so they are safe to use in the long term. PURAS has grown into five stores with a steady eCommerce following within a few years. Co-founder Angie Chong shares with Asia Connects their passion for an all-natural approach to healing and offering its users the best.

Healing with

Passion use of possibly dangerous ingredients such as parabens, phthalates, refined petroleum, and more. PURAS is a Malaysian brand established by two ladies passionate about drug-free alternatives. Angie Chong and Michelle Kwok are no strangers to the Malaysian business community. Angie has had a fruitful and illustrious career in the premium lifestyle beauty, fashion and fragrance retail industry, while Michelle is the “Entrepreneur

Extraordinaire”, whom many refer to as ‘the First Lady of Soul Society Group’ which runs many successful F&B entities in Malaysia.

Beyond delivering the highest-quality essential oil creations and all-natural botanical skincare products, PURAS is committed to being a clean and responsible beauty brand, offering medical-grade essential oils, skincare and personal care products powered by essential oils and natural botanical ingredients that are

Please share with us the PURAS story. Our journey in natural healing began with an intensive search for drug-free alternatives for our families. We have realised that our bodies have been subjected to tremendous stress due to our fast-paced lifestyle. It doesn’t help either that we are consuming genetically-modified food and regular usage of commerciallyproduced cosmetic products, culminating in the toxic buildup in our bodies. In addition, climax change has further introduced additional stresses to our bodies. Puras was founded out of our need for natural and good quality medical grade essential oils for ourselves and our families and clean skincare products with no toxic ingredients. We have therefore taken meticulous care to ensure the authenticity, integrity and quality of our plant-derivative products. We believe we are one of the world’s pioneers in adopting a non-carcinogenic and nontoxic approach to formulating natural healing products. We import our essential oils and raw materials from all over the world. We do not use any

plants that are genetically modified. How are you hoping to ‘improve’ the community with PURAS. From the onset, we have conducted numerous workshops, educating the community on a healthy lifestyle, using natural healing products and the importance of avoiding toxins and carcinogens in food and consumer products. As a business entity, we have also embarked on sustainability in whichever way we can. For example, the usage and recycling of glass bottles are among the “Go Green” initiatives we have undertaken. Our partnered factory in Australia teams up with an established leading recycling plant where all wastewater from our factory is recycled and treated. Knowing that other more prominent international brands have been well established in Malaysia, this is truly a David vs Goliath story. What’s your take? Being small, PURAS can deliver total transparency in product development and day-to-day business management, which may be difficult among some more prominent brands. Having a small team also enables us to build a strong team culture very quickly and consistently; this has helped us to deliver trust and transparency, which are essential in today’s marketplace.

Angie Chong, PURAS’s co-founder

What are some of the key highlights and milestones for PURAS? The launch of Dragon’s Blood range of skincare care in 2020

has created a strong brand following and is an important milestone; and further strengthened the brand when we launched Dragon’s Blood Glow Serum, where 456 bottles of Dragon’s Blood Glow Serum were sold within the first 12 hours of launch. The launch of our flagship store in December 2020 in The Gardens Mid Valley, especially amid the pandemic, was another important milestone as we were able to present Puras on the world’s stage and navigate the stormy weather despite being relatively new in the market. PURAS has been growing steadily. Please share with us your goals and projection for the next decade. PURAS is setting up a Research & Development and Manufacturing arm in Australia in 2022. This strategic step marks the start of our journey in Australia. This significant

step forward will also propel our growth trajectory within SEA from 2023 onwards. We understand that PURAS is adopting digital marketing strategies in your business, including social media sharing and promos. How important is digital marketing in PURAS’s growth? What are some of the unique strategies? Product accessibility is imperative to the online selling platform, being able to shop our products anywhere, anytime, online or offline. We strive to align our communications in all these channels to ensure synergy in our campaigns. The unique online strategy we have adopted is establishing a group of genuine users who have openly shared the goodness and effectiveness of the products. Where do you see the wellness industry heading?

Malaysia vs international. The wellness industry that started to pick up at the turn of the century has been growing exponentially. The pandemic has also accelerated the growth of wellness products, especially immune system-enhancing products. Many businesses and brands will jump into the wellness bandwagon in the following decades. It will be exciting to witness how the industry continues to evolve in the next decade. Is there any recommendation and advice you would like to share with the younger generation looking to start their entrepreneurial journey in Malaysia? Dream, plan and execute with a big appetite for perseverance. Success takes time; one must persevere and continue to charge ahead to develop resilience and persistence in the entrepreneurial journey.

Some swear by it, others swear at it – alternative treatments and therapies tend to spark intense debate between supporters and detractors. Also known as traditional or complementary treatments, it covers practices not within mainstream or Western healthcare – think body movement therapies like yoga or tai-chi as well as herbal remedies. On the one hand, many of these treatments and remedies have not been scientifically proven, while plenty of traditional or herbal health products have been tested unsafe for consumption, on the other hand, alternative healthcare is establishing more legitimacy. In Malaysia, traditional and complementary medicine (T&CM) has been recognised as part of the national healthcare system, with regulatory measures enforced upon T&CM practitioners and services since 1 March 2021. This includes traditional Malay medicine,

STRETCH

NOT A 38

traditional Chinese medicine, traditional Indian medicine, homeopathy, chiropractic, osteopathy, and Islamic medical practices. According to market research firm Euromonitor International, the Covid-19 pandemic has catalysed sales of herbal or traditional consumer health products in Southeast Asia – it is expected to grow by a CAGR of 5% to 2025 in real terms, mainly driven by the Philippines, Vietnam, Malaysia, and Indonesia. One festival in Malaysia seeks to unite all its practitioners as divisive as alternative treatments can be. MurFest, an annual wellness and lifestyle festival, has been bringing together practitioners and trainers of complementary therapies from all over the world for a 3-day-2-night retreat in Klang Valley. Its trainer-led sessions include meditation, breathwork, movementbased therapy, nutrition, Pranic Healing, sound healing, yoga and pilates. Shobie Malani, the cofounder of MurFest, is no stranger to the doubt

I feel that Asians have such a rich cultural heritage of alternative therapy

surrounding alternative treatments. But the event management entrepreneur believes in creating a “safe space” for the practitioners of these complementary therapies. She chats with Asia Connects about how she navigated the challenging beginnings of MurFest and the stark evolution that the alternative wellness space has seen in recent years. What was your journey with alternative treatment? Shobie: It was around 2011. I took a solo trip – something which I’ve never done before – to Bali. Shortly before

that, I had gone through many tribulations trying to conceive. It created a lot of stress and pain, so my doctor told me to not think about it so much and take a holiday. So, off I went to Bali, and it was by chance that I stumbled upon something called the Bali Spirit Festival (an annual music, dance and yoga festival held in Ubud). There, I was introduced to aromatherapy with essential oils. I found much healing, so I kept practising it. And within three months of returning from Bali, I conceived! We went on to have our first child. So, if you ask me about alternative therapy, I’m a big fan. I don’t condemn modern medication. I feel that Asians have such a rich cultural heritage of alternative therapy, but we don’t take it seriously. We seem to be struggling to accept the culture and the gifts that our forefathers, our nenek moyang (ancestors), have given us. That’s why I felt the need to start a wellness festival in Malaysia that brings together trainers of different alternative therapy modalities. They have these

‘gifts’ to share with people. And it is not something forbidden or undoable. We are talking about simple practices like Reiki healing, EFT (emotional freedom technique), energy healing, and so on. How did the concept and name for MurFest come about? Shobie: The festival was conceptualised in 2014. Attending the Bali Spirit Festival made me realise what was lacking in Malaysia – a safe space for people to explore different treatment modalities, whether for emotional health or physical and mental wellness. So, I aimed to bring people from all walks of life together over a three-day weekend retreat, where you could bring your family and make it a whole family affair. The name of the festival was initially the Malaysian Urban Retreat Festival. As the years went by, we no longer wanted to limit it to just ‘Malaysian’. We attract many overseas participants and trainers and want our brand to expand to other countries. So we rebranded to MurFest by our third or fourth year.

How was it like getting MurFest off the ground? Shobie: There were plenty of challenges in the early days. We were lucky to receive great support from the Ministry of Tourism and the Ministry of Youth and Sports. The Ministry of Tourism was

Shobie Malani, the co-founder of MurFest

promoting Malaysia as the hub of medical tourism in Asia. Our festival was aligned with that goal as it attracted health- and wellnessconscious visitors from the Asian region. The Ministry of Youth and Sports also saw our festival as providing the mental and emotional support that complements their aim to grow physical sports and wellbeing. While getting government support was great, we still needed funding. In the first year, we had to raise about RM200,000 to get the festival up and running. That was a big challenge. It cost RM208.93 for an all-access pass to over 100 workshops in the 2019 festival, right? Why not raise the price if it does not cover the cost? Shobie: Yes, we wanted to keep the price affordable. My goal was that every Malaysian would have the chance to attend it at least once. The festival has changed many lives. Many people made lifelong friendships through it, and some said participating in a few MurFest workshops helped them come out of the darkness.

So, how did you raise the money? Shobie: Most of our funds come from sponsorship. In our first two years, we had to knock on many doors, explaining to brands and businesses repeatedly what wellness is and its potential. And many of them were sceptical or uncertain. But slowly, we manage to amass a strong network of brands and sponsors. In the last six to seven years, my conservative estimation is that we have had over 300 brands and sponsors for MurFest. How the tables have turned, indeed! How have your fundraising strategies evolved? Shobie: These days, we no longer seek out major brands to be our sponsors or partners. One reason is that many major brands now run their wellness and lifestyle events, so they tend to keep the money within themselves. The second reason is that we want to work with smaller brands that need targeted exposure among our festival’s wellness-centric, fitnesscentric and lifestyle-oriented crowd. These brands have much more opportunities to grow organically with us.

We still get noteworthy sponsors. One of them is Sony, which may not seem to have much to do with wellness. But the brand was trying to promote its line of studio speakers and wanted to establish connections with dance, yoga, or fitness studio owners.

So brands not usually associated with health and wellness are also tapping into the market? Shobie: Absolutely. The wellness consumer base is growing. What also helped was that the Malaysian Health Ministry has established the T&CM division to approve and certify different modalities of traditional treatment. So now, people who have been practising these modalities can get themselves properly certified and then go out to teach and help others. You can see the shift with MurFest. In our first year, we had only about 300 to 400 participants and about 30 trainers conducting workshops. But in 2019, which was our last physical MurFest event before the pandemic, we saw 3000 to 4000 attendees over that weekend and about 100 trainers. The pandemic drove many human resources managers to realise how vital is their staff’s mental and physical wellness, so we run training on stress management and behavioural programmes. We have also started branching

out into conducting corporate sessions. All in all, the awareness and interest in the complementary treatment space have grown tremendously. How has the Covid-19 pandemic affected MurFest and its trajectory? Shobie: We had to take a break from holding physical festivals in 2020 and 2021. We did conduct free sessions online during that time. At the end of this year, MurFest will be back physically. The pandemic showed us a pressing need to address mental health issues and awareness. So, unlike previous years whereby our programmes and workshops run the gamut, we are focusing this year’s festival on mental health. We want to create a safe space and a catalyst for both a parent and child to be able to talk while the right kind of people can sit with them and help them through it. That means many dialogue sessions with trainers, clinical doctors, and nonclinical practitioners about psychology – especially between parents and

The pandemic showed us a pressing need to address mental health issues and awareness

children. This will be our aim for this year and the next. How did the pandemic spark this new focus of MurFest? Shobie: As people were forced to stay home during the multiple lockdowns, family members started spending more time together. Yet that also means that people now learn more about each other. You learn more about your spouse, your children, and what goes on in their lives. Suddenly, people realised that there were many things they did not know. This means they need

better communication skills and a more open and honest mindset to navigate the increased interaction. On that note, can you tell us more about how you stay mentally resilient amidst juggling entrepreneurship – which we know can be demanding – and family obligations? Shobie: Delegation is key. Being a passion-oriented creative works wonders at building up the business at work. But to sustain what has been built, one also has to look at the financial side of it. I have two kids and like to be a hands-on mum, but I’m also lucky to have hired a good helper at home, and we work things out together. I rely on my accounting team to knock some sense into me once in a while [laughs]. Many entrepreneurs are stressed out with the feeling that they need to know everything and do everything. That’s not true. You don’t know everything, you cannot be everything, and you cannot be everywhere. We need to know our weaknesses and get the right people to help sort us out.

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