Tuesday, 14 October 2014

Above All Things A Dreamer, AirAsia Boss Tony Fernandes

Tony Fernandes and his partner Dato Kamarudin acquired struggling AirAsia in December 2001.  Despite — or perhaps because — they had no prior airline experience they transformed AirAsia into one of the fastest-growing and most successful low fare airlines in the world.

One of the secrets of AirAsia’s success has been its unique culture and management style.  Tony works hard to create an environment where each “Allstar” (what AirAsia calls its team members) can learn, grow and achieve his or her own dreams.


5 Key Takeaways:
  • Dream big.  Tony’s childhood dreams included running an airline, owning an English football club and a owning Formula One racing team.  He attributes being able to achieve all three goals to dreaming big and having the courage follow his dream.
  • Encourage your people to pursue their passions.  AirAsia works hard to create an environment where people can learn, grow and do what turns them on.  Being encouraged to pursue their passions is is one of the reasons Allstars love their jobs at AirAsia.
  • Break down hierarchy.  Encourage people to speak up and get “every brain in the game” by relaxing formality and breaking down walls (literally — AirAsia executives sit with other Allstars in an open floor plan).
  • Hire the right people.  Look for “hunger in their eyes and passion in their hearts.”
  • Be clear about your mission.  AirAsia’s mission “Now Everyone Can Fly” animates the Allstars.  They know that AirAsia’s low fares make it possible to bring families together, improve businesses and enable people to explore and have new adventures.



Read More at :  http://www.chrisfharvey.com/2012/11/tony-fernandes-dream-the-impossible/



Tan Sri Tony Fernandes


A great Malaysian Indian entrepreneur was born to improve and lead Malaysia’s low-cost government service airport, Air Asia On April 30 1964. He is Dato’ Anthony Francis Fernandes, who is also known as Tony Fernandes.

At the age of 12, Tony Fernandes was sent to study in England. However, his family could only afford to send him there, as the flights back to Malaysia was costly. From there, the dream of creating and owning a cheap international carrier was formed.

However, he first worked as an accountant before joining the Warner Music International. The Warner Music International played an essential role on making and changing him into a good leader and strategist. When the music industry failed to adjust to the internet, Tony Fernandes decided to take a daring step and take over Air Asia, a Malaysian owned lost cost airline which was failing in business by mortgaging his house and pooled all his savings. He managed to turn AirAsia, a failing government-linked commercial airline, into a highly successful budget airline public-listed company.

He introduced the first budget no-frills airline, AirAsia, to Malaysians with the tagline "Now everyone can fly".

He was also instrumental in lobbying the then-Malaysian Prime Minister, Tun Dr. Mahathir Mohamad in mid-2003, to propose the idea of open skies agreements with neighbouring Thailand, Indonesia, and Singapore. As a result, these nations have granted landing rights to AirAsia and other discount carriers.
 
In 2002, from only 2 planes in the hangar, Air Asia has 86 aircrafts and is transporting about 30 million people around the world. For his contribution to the aviation, he received a Tan Seri from the Malaysian king which was the highest honour and he also received the Commander of the Legion d’Honneur award from the French president. And all this happened because of a childhood dream that Tony Fernandes had.




There are 3 tops leadership traits from Tony Fernandes.

1. Walk the Talk

Fernandes adopts a 'walk around' management style. He believes that if one sits up in his ivory tower and just looks at financial reports, he is going to make some big mistakes. For a few days every month he works on the ground or in the cabin crew. He says he has learned a lot from working on the airline himself. He makes business decisions based on his own experiences, observations and feedback from his crews.
In the hospitality industry, a great leader must walk the talk. It is critical that he is seen with his employees and learn from ground experience. Staffs will then be appreciative of their leader and be motivated to do their best. Tony Fernandes realises the importance of his employees and valued them through his style of leadership management

2. Employees Orientated

Fernandes says that to him, employees come first before his customers. He believes that in having a happy workforce, his staffs will look after his customers anyway. His company is said to have a culture department whose sole job is to organize parties. He has been known to search out new staff in queues. He looks for people who are driven, who have ambition and who are humble.

With all great businesses, employees are the vital human resources that drive the core of daily’s revenues and profits. Being invested in his or her employees will portray a leader as caring and understanding, more like a family in a business rather than just a worker and boss relationship. As it is widely practiced in the hospitality industry, take care of your employees and they will take care of your customers.

3. Anti-hierarchy
Fernandes encourage people to speak up and get “every brain in the game” by relaxing formality and breaking down walls (literally — AirAsia executives sit with other Allstars in an open floor plan). A good example is how his office is constructed. It is smack at the heart of the company, with no walls and no doors. Everyone sees him and he sees everyone. He is Tony to everyone and he is in his polo shirt and with his famous baseball cap. Management sits on one huge stage in an open space office, where the chief pilot has a corner desk looking at the operations team, which is right next to the flight attendant team, which is right next to the reception area, and where there is no call center but an online chat customer service team.

The hospitality industry is very much a people to people interactions basis. Therefore, having a hierarchy or chain of command sometimes make it difficult for effective communications. With everyone treating one another as friends or team members, the work produced would be more productive. Everyone gets the chance to share their thoughts and opinions on how to increase revenue and reduce costs.
 





For me, Tony Fernandes is really a brilliant leader. His way of leading people is definitely different from others leaders.  He adopts a "walk-around" management style. He believes in working with the employees. He is a humble boss where he always claims that he learns new things about the airlines everyday.

There is a famous quote from Tony Fernandes, "employees come number one, customers come number two. If you have a happy workforce they’ll look after your customers anyway." This is really true indeed. If I am an employee of Tony Fernandes, I would feel being appreciated by my boss where he believes that employees are always the main priority. I will being motivated  and even work harder for the company as well. 

As the Group CEO of AirAsia Bhd, Tan Sri Tony Fernandes is probably Malaysia's most recognizable corporate figure with his trademark baseball cap. "People recognize me because of this cap I am wearing, but if i take off this cap, you will see me just another Indian guy!" said Tony Fernandes. I like the the way he remains humble and stays down to earth. 

Others than that, he is really a hero of the Malaysian airline industry, changing the way the region travels and opening up our skies to limitless possibilities. So I would like to choose him as my target entrepreneur for writing this blog.




His personal credo is, "Believe the unbelievable. Dream the impossible. Never take no for an answer."

 

Super-billionaire Robert Kuok tops 'Malaysia's Richest 40' list 2014

KUALA LUMPUR: TAN Sri Robert Kuok is still Malaysia's richest man, well ahead of his nearest "rival" in Malaysian Business magazine's annual "Malaysia's Richest 40" list.

In its Feb 16 issue, the magazine listed Kuok's fortune at RM54.48 billion, up from last year's RM46.1 billion. The Hong Kong-based tycoon's assets make up just over 25 per cent of the entire fortune of the 40 in the list which is RM217.82 billion, an increase of 11.73 per cent from last year's RM194.86 billion.

When the magazine first published the country's 40 richest individuals in 2002, their combined assets stood at RM41.7 billion and Kuok was on top of the list.

Tan Sri T. Ananda Krishnan remains in the second spot with RM33.19 billion, an increase of 0.88 per cent from last year's RM32.9 billion.

Public Bank founder and chairman Tan Sri Teh Hong Piow is third, a position he has held for the past four years, with assets worth RM18.07 billion.

Fourth on the list is Tan Sri Quek Leng Chan whose wealth, through his flagship Hong Leong Group and Guoco Group, is valued at RM14.11 billion.

In the fifth spot is Tan Sri Lee Shin Cheng of IOI Group, who switched places with Tan Sri Syed Mokhtar Albukhary who fell to the sixth spot.

Lee's wealth is valued at RM13.12 billion, up from RM10.56 billion a year ago.

Syed Mokhtar's assets increased by 4.43 per cent to RM11.07 billion from RM10.6 billion last year.
Genting Group's Tan Sri Lim Kok Thay and his mother, Puan Sri Lee Kim Hua, maintained their seventh and eighth positions, respectively.

Lim's wealth rose 16.18 per cent to RM9.43 billion while Lee's increased by 3.2 per cent to RM7.47 billion.

Datuk Mokhzani Mahathir, who was in the 13th spot last year with RM2.63 billion, climbed to the ninth spot with assets worth RM4.22 billion.

Rounding up the top 10 list is prominent banker Tan Sri Azman Hashim, via Arab-Malaysian Corporation, with assets worth RM4.11 billion.

The magazine noted that since 2002, 81 tycoons had joined the "Malaysia's Richest 40" list and out of that, 15 had managed to remain on it.

It said the steady increase of their wealth was attributed to share market performance and price inflation.

It also said there were 33 billionaires this year, two more than last year and 29 of the 40 saw their assets increasing from last year. Of that, 20 registered growth of more than 10 per cent.

It said there were two returnees to the list.

Datuk Tony Tiah of TA Enterprise ranked 38th with assets worth RM589.14 million, while Tan Sri Rozali Ismail of Puncak Niaga Holdings rounded up the top 40 list with RM543.74 million.Others in the list were Tan Sri Tiong Hiew King of Rimbunan Hijau (RM3.79 billion), Ong Beng Seng of Hotel Properties Ltd (RM3.53 billion), Tan Sri Yeoh Tiong Lay of YTL Group (RM3.22 billion), Tan Sri Lau Cho Kun of Hap Seng Consolidated (RM3.12 billion), Tan Sri Shahril Shamsuddin (RM2.506 billion) and Datuk Shahriman Shamsuddin (RM2.46 billion) of Sapura Group.

Also in the list are Tan Sri Jeffrey Cheah Fook Ling of Sunway Group (RM2.15 billion), Datuk Lee Yeow Chor (RM2.03 billion) and Lee Yeow Seng (RM2 billion) of IOI Group, and Tan Sri Vincent Tan of Berjaya Group (RM1.9 billion).

Their wealth was assessed based on the value of their stakes in listed companies as of Jan 18. - NST
























Robert Kuok Hock Nien


One of the successful entrepreneurs in Malaysia is Robert Kuok Hock Nien. He is a Malaysian Chinese businessman that born 6 October 1923 in Johor Bharu. Nowadays, Robert Kuok residences in Hong Kong. He has been married two times and has eight children. Robert is Malaysia's richest person, invested his money in sugar, palm oil, shipping and property. He is living up to the name ‘Sugar King of Asia’.

Robert Kuok’s family originally from Fujian province in China and move to Asia at the beginning of 20th century and settle down in Malaysia. Robert Kuok began his working life as an office junior. After he graduated he worked in the grains department of Japanese industrial empire Mitsubishi for three years. After his father died in 1948, the three siblings had founded their first company, Kuok Brothers Sdn.Bhd in1949 which is trading agricultural commodities. 

In 1952, Robert traveled to England and observed the workings of the London Commodities Exchange. When Malaysia gained its independence, he returned home in 1957 with a wealth of knowledge and experience which he used to expand the family business.

Kuok Brothers Sdn.Bhd specialized in the sale of agricultural goods, and the first great success was in 1961 when he bought large quantities of cheap sugar from India, just before the prices rocketed. He continued to invest heavily in sugar refineries. This action had controlled 80% of the Malaysian sugar market with production of 1.5 million tons, equivalent to 10% of world production, and so earned his nickname ‘Sugar King of Asia’.

Throughout the 60s and 70s Kuok's company grew rapidly, with steadily rising prices for sugar. In 1968 when his sugar trading business was booming, he created the Perlis Plantation and expanded his business into sugar production.

Then in 1971, Kuok along with executives from two other big players in the industry sold a million tons of sugar to China. Later that decade Kuok expanded into Indonesia. There he established Indonesia's largest sugar plantation with business partner Liem Sioe Liong.

In the same year, he built the first Shangri-La Hotel in Singapore. After 10 years, he built the second, the Kowloon Shangri-La in Hong Kong. Years later, in 1987 he purchased a 30% share in Sucden Kerry International, a French company which controls a large percentage of the world's sugar trade. This is the time that he became involved in the oil trade.

In 1988, Sucden Kerry International bought 67% of the shares in a Hamburg oil trading firm. He also invested in many other ventures including an 18% stake in TVB broadcasting, as well as a 35% share in a large newspaper, South China Morning Star.

His hotel chains, the Shangri La Group are now a leading luxury hotel group in his part of the world. The chain owns and runs 66 hotels on an international scale and hotels can be found in Canada, Australia, Malaysia, Japan, Thailand, Singapore and many other countries. Now his Kuok Group boasts a huge network of companies under 3 main holding companies, in Hong Kong, Singapore and Malaysia which estimate his net worth U$12.5 billion. 


His political influence is attested by his having been selected as one of the advisors on Hong Kong's future in the run up to the transfer of sovereignty of Hong Kong and his minority stake in CITIC Pacific. He was also instrumental in conveying information and setting up the meetings between Malaysia and China governments leading to full diplomatic cross recognition of the two countries.

 

Robert Kuok also is a good opportunities oriented. In 1957, Malaya achieved independence from its English colonial master.  He immediately seized the opportunity to swiftly establish his business network throughout Malaysia, based on an end-to-end which is raw materials then processing and finally distribution business model.  He also mastered the intricacies of commodities trading in London in the 50s.  By the 70s, he was known as the "Sugar King" as he controlled up to 10percent of the global sugar market. After proclaiming success in the sugar refinery business, he quickly moved into other businesses, and established the largest flour mill in Malaysia.

 

Other than that, Robert Kuok is a Zen master of networking. His skill at managing within the network's structure has earned him the sobriquet of the 'World's shrewdest businessman' from Forbes magazine. Robert Kuok used his excellent connections with government and industry to rapidly scale up his empire.  In this way, he forged many strategic alliances with other parties.  With the government, he joint hands to form a shipping company, and later built hotels, office buildings and convention centers.  With partners, he founded banks.  Thus, through business savvy, open-mindedness and his links, he has diversified into almost everything under the sun.  Apart from a plethora of enterprises in Malaysia, he operates in many other countries and regions like Singapore, Thailand, China, Indonesia, Fiji and Australia.  His business interests span from sugarcane plantations, sugar refinery, four milling, animal feed, oil and mining to finance, hotels, properties, trading and freight. 

According to the interview of CCTV, in China, Robert Kuok mentioned the most affected person in his life is his mother. This is because his mother told them must obey business ethics and must use money wisely. Family education to Robert Kuok had made him with excellent personalities which are humble, filial piety and not ego. He does not seek to limelight; prefer to live a life of thrift and simplicity, winning him accolades and admiration near and far Robert Kuok thinks that the only passport to success is strive and hard work. This also made him become a persistent and self-directed person.

Besides that, he thinks that 90% success is hard work which is included concern information around us and news of world. For example, supply and demand in economy, quantity of produces and consuming, transportation and government issues. He is an information seeker in business.


I choose Robert Kuok as my target entrepreneur for writing this blog, because he leads Malaysian richest people list for the ninth time in a row. According to the latest list of Malaysia's richest person by Forbes, he has let the pack since 2006 when Forbes began ranking the richest Malaysians.  Robert Kuok is one of the most successful entrepreneurs in Malaysia. He has successfully  he started from a humble beginning in Johor Bahru and over the years with the right attitude and sweat, blood and tears.

 

According to Robert Kuok, there is no substitute for hard work, thinking up good and an honest business plan. To be a successful entrepreneur, he advises young man to be humble, to be straight, don't be crooked and don't take advantage of people. And yet, there will be always business on earth.

 

 The life story of Robert Kuok inspired me a lot. Although he decamped Malaysia for Hong Kong for the past 4 decades, but he hasn't lost his affection for Malaysia. Robert Kuok still rooted to Malaysia despite spending 40 years in Hong Kong.