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Monday, June 30, 2008

Pengambilalihan Lotus oleh PROTON

Norwich (England) 30 okt. - Perusahaan Otomobil Nasional (PROTON) membuka lembaran baru dalam sejarah apabila secara rasmi mengambilalih 80 peratus kepentingan syarikat kereta sports British Lotus pada harga 51 juta paun sterling (RM204 juta) hari ini dan Tan Sri Yahya Ahmad dilantik menjadi pengurusi baru.

Lotus yang ditubuhkan di London pada tahun 1955 dan menjadi kebanggaan industri motor British selama 40 tahun kini berada di bawah kawalan Proton, syarikat nasional Malaysia yang baru terlibat dalam aktiviti automobil kira-kira satu dekad lalu.

Dalam pengambilalihan itu Proton akan turut menyerap hutang- hutang Lotus yang bernilai 13 juta paun sterling (RM52 juta) _ langkah yang bukan sahaja menyelamatkan Lotus daripada bankrap tetapi juga menyediakan Proton dengan sumber-sumber kejuruteraan yang signifikan.

Proton membeli Lotus daripada ahli perniagaan Itali Ramano Artioli. Yahaya, yang merupakan Pengerusi DRB-HICOM, syarikat induk Proton, hari ini memulakan tugas pertama beliau sebagai Pengerusi Lotus.

Pagi ini Yahaya mempengerusikan mesyuarat pertama lembaga pengarah Lotus Group International Limited yang berada di bawah pengurusan baru.

Proton mempunyai empat orang wakil dalam lembaga pengarah.

Beliau juga memberi taklimat kepada 1,100 pekerja Lotus, wakil jualan dan pembekal-pembekal. Persefahaman antara Yahaya dan Artioli (yang masih memegang 20 peratus kepentingan dalam Lotus) ialah kegiatan kejuruteraan dan pengeluaran kereta-kereta Lotus akan terus beroperasi dari pejabat dan kilang Lotus di sini.

Mengumumkan pengambilalihan Lotus dalam satu sidang akhbar yang dihadiri oleh lebih 150 orang wartawan, Yahaya berkata: ``Kami melihat perkongsian kukuh ini dari kacamata positif yang sama-sama menguntungkan Lotus dan Proton dan menjadikan kedua-dua syarikat lebih kompetitif.''

Katanya, Proton pada masa ini sedang menambah keupayaan kejuruteraan dalam usaha membina model baru dan mencapai sasaran pengeluaran 500,000 buah kereta berkualiti pada tahun 2000.

Menurut Yahaya, dengan menguasai Lotus, Proton kini dapat terlibat dalam operasi penyelidikan dan pembangunan kereta Lotus yang diiktiraf sebagai antara yang terbaik di dunia. Beliau memberi jaminan mengenai masa depan semua kakitangan Lotus dan pengeluaran kereta syarikat itu di Norwich.

Kejayaan Proton mengambilalih Lotus merupakan satu tamparan kepada lebih daripada 10 bakal pembeli termasuk Daewoo, syarikat kereta Korea Selatan, yang dikatakan membuat tawaran membeli Lotus pada harga 100 juta paun sterling (RM400 juta).

Artioli memberitahu para wartawan di sini bahawa beliau melihat masa depan Lotus adalah lebih cerah di bawah Proton yang beliau sifatkan sebagai ``syarikat muda yang gigih''. ``Saya menjual Lotus kepada Proton bukan kerana wang... saya melihat masa depan Lotus yang cemerlang.''

Pada masa sekarang Proton mengeluarkan dua model kereta sports iaitu Esprit dan Elise, tetapi menurut Artioli hampir 70 peratus daripada perniagaan Lotus ialah dalam bidang khidmat runding kejuruteraan.

Tahun lalu Lotus untung 8.5 juta paun sterling (RM34 juta) daripada perolehan sebanyak 65.4 juta paun sterling (RM261.6 juta).

Selain mengeluarkan kereta-kereta sports, Lotus juga terlibat dalam kegiatan merekabentuk kereta untuk syarikat- syarikat lain. Pelanggan utama ialah General Motors dari Amerika Syarikat.

Mengenai masa depan beliau dalam Lotus, Artioli berkata soal itu kini bergantung kepada pemilik baru. ``Saya bersedia memberi sumbangan jika diberi peranan.''

Menurut jutawan kereta Itali itu, beliau sebelum ini sedih kerana terpaksa menjual Lotus.

Bagaimanapun selepas berunding dengan Proton, beliau mendapati di bawah Proton, Lotus akan berupaya mencapai matlamat-matlamat syarikat itu.

Katanya: ``Bagi saya, ini ialah peluang paling baik bagi Lotus. Saya kini gembira. '' - Utusan.

Sunday, June 29, 2008

Sempurna

Kau begitu sempurna
Dimataku kau begitu indah
Kau membuat diriku
Akan slalu memujamu

Disetiap langkahku
Kukan selalu memikirkan dirimu
Tak bisa kubayangkan
Hidupku tanpa cintamu

Janganlah kau tinggalkan diriku
Takkan mampu menghadapi semua
Hanya bersamamu ku akan bisa

Kau adalah darahku
Kau adalah jantungku
Kau adalah hidupku lengkapi diriku
Oh sayangku kau begitu....
Sempurna.... sempurna....

Kau genggam tanganku....
Saat diriku lemah dan terjatuh
Kau bisikkan kata
Dan hapus smua sesalku

Saturday, June 21, 2008

IRONMAN






"Billionaire industrialist Tony Stark builds a high-tech suit of armor and leads a double-life as the superhero, Iron Man."

Friday, June 13, 2008

No One Wants To Be An Entrepreneur

Statistic: 90 percent of new businesses fail after 5 years.
This is not a new statistic. In fact, you've probably heard about this before. Naysayers (which often include everyone from your spouse to the convenience store cashier) have probably cited this to you millions of times.
Psychologically, it is difficult for people to become an entrepreneur because no one really likes risk--especially if they believe that they have high chances of failing. Sigmund Freud called the concept the "pleasure principle," which states that a person always drives to seek pleasure and avoid pain.
This is why most people perceive leaving your job to start your own business as not just inviting failure, but literally standing on its doorstep and banging down the door. The entrepreneur's worst nightmare is waking up and realizing that he's lost everything except the shirt on his back.
It's risky, scary, and you've heard so many horror stories about it. And it's not just that, everyone around you is saying, "No, don't do it."
And yet, some people do it anyway. Some win the first time. Others fail and fail repeatedly until about fifth time when they suddenly understand the magic formula.
A friend of mine thought her husband was crazy when he used up their entire life-savings to buy old antique bottles. He later made a killing on eBay, but for a while, she was worried that she was going to feed her kids some fried glass for dinner.
90% percent of businesses fail? The good news is that it's just probably just an urban legend like those safety signs in gas stations forbidding you to use your phone. No one really knows if it's true, but it's better to be safe than sorry.
The true picture in small businesses is that 50 percent of small business survive in the first five years. That's your half-full glass right there, if you ask me. And what's more startling is that most companies don't fold because they were failing, the close because the owners have lost interest in it already.
However, given the challenging year in store for America, what do you think? In the middle of the entire hullabaloo of the political fever, subprime meltdown, and the current recession, is now the best time to be an entrepreneur?
Or should you still keep your day job? Only you can answer that question.

M6 Concept




5 Great Ways to Brainstorm for New Business Ideas

Identify problems that you encounter in day-to-day living.
When you wake up tomorrow morning, resolve to be observant of your routine. I bet if you're like me, you operate in autopilot and half the time, you don't know what you're doing.
Back in college, there was this one time that I actually brought an alarm clock with me in the shower and almost took a bath with it. So much for being attentive, right? I'm asking you to be awake and be attentive of your entire day from the moment you wake up until the time you hit the sack. At any point in the day when you encounter a hiccup in your plans and you find yourself muttering, "Wouldn't it be great if someone made to do ?" Pay close attention! That could probably well be your business idea.
Find a way to innovate existing products.
How can an existing product or service be improved? Simple things such as offering a dine-in laundromat or offering the convenience of delivery in a place where there are a lot of dine-in restaurants can spell the difference.
You can put a spin on anything, really. People have done stuff from kid-themed salons to sexy barbershops where curvy beautiful women cut your hair. I'm sure a lot of guys wouldn't mind that business idea.
You are your own target market.
Who are you? What market segment do you belong to? What are the needs of your market? If you're a 50-year old couch potato, I'm sure you can find some kind of item to help you in channel-surfing or getting more drinks from the kitchen. Remember that you know your market best.
Find out the things you're good and bad at doing.
What are the things that you enjoy doing on the side? Do you work on arts & crafts during the weekends? If you love carpentry, maybe it's time to explore it as a sideline business venture. Go ahead and list your hobbies down.
On the other hand, what are the things that you don't like doing? Simple things like doing your laundry or giving your pets a bath can be turned into businesses. Remember that you don't have to love your business or your product--you just have to be a shrewd enough to identify a need and find employees who can implement your business idea.
Figure out the latest trends.
Read a lot of magazines and newspapers to stay on top of the latest trends. When you're travelling out of town, make sure to keep your eyeballs peeled for great business concepts. Of course, when you're out of the country, there may be some business ideas that won't fly with the regular American. But who knows? Just make sure that when you find implement your business idea, there is a market.
Remember that a great business idea doesn't always mean that you have to reinvent the wheel. It's often so simple that you will wonder how you could have missed it in the first place.

5 Questions You Should Ask When Evaluating a New Business Idea

1. Is there really a market for your new business idea?
Or to rephrase the question -- do you think that people are willing to pay for the product or the service? Just on this site, I can probably name a couple of inventions that won't make the cut. Conduct the proper market research, find out how much people are willing to pay for your product or service--or if they're even willing to pay for it at all.

2. How simple or difficult is it to implement your new business idea?
The reason why most people have their ideas mothballed in their brains is that they are simply overwhelmed by the number of steps required in implementing it. There are lot of things to consider such as the starting capital, manpower, research & development, licenses, barriers to entry, and exit strategies. If you're leaving your job to start this new business, you will have to take that into consideration as well. Is this idea worth it?

3. How passionate are you about this new business idea?
In a previous blog post, I kept harping on how it isn't important that you're passionate about your business. That's still true. But in choosing a business idea that you think you can be equally good at and has equally good return, choose the business idea that really gets you excited. You see, if you don't feel particularly passionate about your business, there will always be somebody who does. And because he is passionate, he will probably run it better. On the flipside, hiring a competent and passionate manager will work, too.

4. Will it be difficult to sell your idea? Do you need to educate your market?
Educating your market can work for you or against you. For some very radical products or services, educating the market and growing your audience can be a long and costly process. The World Wide Web itself can be seen as a prime example of this concept. Or the personal computer which initially was only in the possession of big corporations (used for their R&D or crunching numbers). Bill Gates' big dream was to have a personal computer in every home. This was not an easy feat and this took him tens of millions of dollars to achieve. When other competitors came in the market, they no longer had to work as hard to market their computers--but they did have to differentiate it. Often it is the second entrant who benefits from entering the market second. Because it is more mobile and more lean compared to the already bloated first entrant who can no longer move as quickly.


5. Who is your competition in the area? How can your company differentiate itself from them?
Are you just a me-too product or service? Or are you a me too with a twist? Make a list of your competitors. Discover their strengths and weaknesses. If you sell a generic product such as lemonade, differentiate yourself with the level of service or add-ons.

Sunday, June 8, 2008

HL Engineering

HL Engineering eyes bigger oil and gas fabrication deals

HL Engineering (M) Sdn Bhd gears up for more jobs from petroleum companies amid high oil prices and the industry's cyclical upturn. An integrated oil and gas services provider, HL Engineering has a proven track record with over RM300 million worth of contracts completed.

From a resident contractor for major fabrication yards in the country that supplied manpower to a number of fabrication yards here, HL Engineering has evolved into an engineering concern that specialises in both upstream and downstream activities of the oil and gas industry.

It is one of the six major fabrication yards, operating at Lumut Industrial Park in Kampung Aceh, Perak and has developed expertise in the manufacture of skid-mounted flow measurement packages for onshore and offshore applications.

Some of the skids it has fabricated and delivered include the Petronas NVD Metering station at Prai, Penang, Gas metering skid for Lundin Platform, Gebeng City Gate Station for Petronas Gas, Jurong NG Onshore Receiving facilities and Angsi/Larut CPP Custody Transfer Metering Skid for Esso/Carigali.

This experience enabled it to handle contracts for the "big boys" like Murphy Sarawak Oil Co Ltd. Executive Chairman Datuk Mokhzani Mahathir said HL Engineering had ably complemented Murphy Oil's exploration requirements

This year Murphy Oil made significant oil and gas discoveries at its deepwater Senangin exploration well offshore Sabah and at the Pertang gas fields offshore Terengganu.

Mokhzani added that HL Engineering wants to move up the value chain to propose engineering solutions that cover design, fabrication and delivery.

Being one of six companies that hold a Petroliam Nasional Bhd (Petronas) fabricator's licence, HL Engineering also hopes to be a party to the national oil company's expansion programmes overseas.

Through its involvement with Strarch of Australia, a company specialising in engineering of aircraft hangars, it also hopes to take up jobs totalling US$20 million (US$1 = RM3.80) in Kenya and Qatar.

Mokhzani said HL Engineering hopes to balance the contribution from oil and gas contracts (now 70%) and non-oil and gas work within the next two years. The company has put in bids for various jobs in Sudan, China and Myanmar, and is planning a joint venture in West Asia for both oil and gas as well as non-oil and gas contracts.

HL Engineering recently opened its first overseas office in Khartoum, Sudan, and hopes to capture a slice of the Sudanese market where Petronas has a substantial stake in the oil industry.

The company is also talking to technology partners to take advantage of opportunities in marginal offshore oil and gas fields, Mokhzani added.

Adapted from "Business Times", 30 December, 2004