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BUILDINGGROWTH ENTERPRISESBehind every cloud is a silver lining. Amidst the crisis, SPRING saw an opportunity for SMEs to build new capabilities and ready themselves for the recovery. With capability programmes to help boost service standards, develop technological innovations, groom business leaders and more, SPRING helped some 3,000 SMEs gain access to new markets, upgrade their capabilities and strengthen their market positions.

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CUSTOMER-CENTRICINITIATIVE

Under the GEMS Up movement, the multi-agency Customer-Centr ic In i t ia t ive (CCI ) led by SPRING, Nat iona l Trades Union Congress (NTUC), Singapore Workforce Development Agency (WDA), Singapore Tourism Board (STB) and Singapore National Employers Federation (SNEF), focuses on promoting service excellence and helping companies raise their service standards. It aims to boost Singapore’s service quality to world class standards.

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Facing a grim outlook in 2007 with a 1:10 compliment to complaint ratio and losses at over half of the outlets, Han’s decided to embark on the Customer-Centric Initiative (CCI), in an effort to revitalize the business by redesigning their business processes to improve customer service, staff capability and operational efficiency.

Regular customer service training sessions and monetary incentives were added for their workforce to improve customer service, as they implemented the 5S Workplace Management. A Japanese philosophy, 5S Workplace Management improves the accuracy and efficiency of workplace and workflow practices, to reduce waste and cost, and increase productivity.

The effects of Han’s new changes are impossible to miss – by 2009, the compliment to complaint ratio went from 1:10 to 1:1.5, net profit increased by 387% and the percentage of profitable outlets jumped from 50% to 96%. With such dramatic results, Han’s has proven that adopting a customer-centric approach can turn even the direst situations around.

“It is equally important that we raise customer service quality besides enhancing food quality.”– Mr Han Chin Fook, Managing Director, Han’s Group of Companies

Han’s Groupof Companies

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BRANDPACTBrandPact is a joint initiative by SPRING and IE Singapore to help companies gain business competitiveness via an effective branding strategy. Through partnerships with business associations and brand experts, BrandPact offers training, brand assessment and consultancy, incentives and online resources to companies. Companies will learn to differentiate their products and services from their competitors, allowing them to increase margins and break into new markets.

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With $700 million worth of value added every year and providing more than 13,000 jobs, the local furniture industry plays a significant role in Singapore’s economic well-being – that is why SPRING is working closely with the Singapore Furniture Industries Council (SFIC) to develop and grow the local furniture design scene. And one such company to benefit from their partnership is Air Division.

Air Division started out as a small outlet in Novena Square in 1999, set up by five friends who had a joint vision to bring well-designed furniture to Singapore. Having developed four in-house brands in collaboration with SPRING’s BrandPact initiative, Air Division quickly gained worldwide exposure, attracting clients from the United States, Mexico, Morocco, Scandinavia, Germany, Luxembourg and Denmark, even making their way into top of the line furniture companies such as France’s Ligne Roset.

With fresh, new products released every six months and an expanding international client base, Air Division is poised to become Singapore’s very own success story.

“We knew we needed a stronger brand for the company, as creating a compelling impression in the mind of the customer is crucial to the furniture buying process.”– Mr Christopher Soh, Marketing Manager, Air Division Pte Ltd

Air Division Pte Ltd

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SME MANAGEMENTACTION FOR RESULTS

SME Management Action for Results (SMART) is an initiative that provides SMEs with consultancy advice and funding support to develop management systems and processes. Under the SMART initiative, a business excellence consultant will work with the company for 2-3 months to develop a roadmap to build their business capabilities. SPRING will also fund 70% of the qualifying cost of consultancy for the participating SME.

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“I had many ideas but had difficulty communicating them. The consultant from SMART was able to serve as a bridge for communication.”– Mr Kaden Choa, Operations Manager, Excel Hardware Pte Ltd

Fresh out of university, Kaden Choa had big plans to modernise Excel Hardware, his father’s furniture parts wholesale distribution company. Built on traditional Chinese business models, Excel Hardware had various drawbacks that Kaden realised had to go. “For example, most Chinese businessmen do not believe in advertising. Not all, but most. They also do not believe in marketing. Western companies would normally invest in R&D and marketing, but not the traditional Chinese companies.”

Perceived as young and inexperienced, Kaden found it a challenge to communicate to and convince the company’s key decision makers to implement the changes and ideas he proposed, being stopped at every step of the way – that was when he turned to SPRING Singapore’s SME Management Action for Results (SMART) initiative.

SPRING sent a business excellence consultant to help Kaden effectively communicate and explain the many changes to his director, while working with Excel Hardware’s management team to plot a roadmap to prioritise management development. Excel Hardware has since then begun engaging in advertising and marketing activities, raising their competitiveness and improving their business. Having modernised their management capabilities and internal processes, Excel Hardware is now solidifying their foothold in the local market and already have their sights set on venturing overseas.

Excel Hardware Pte Ltd

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DESIGNENGAGE

Design Engage is part of a $12 million national initiative aimed at helping local enterprises build strategic design thinking capabilities. At Phase 1, enterprises are guided by external Design Facilitators to learn and acquire design thinking principles and tools applicable to their business over a period of 1-3 months. At Phase 2, enterprises can implement the recommendations and strategies identified at Phase 1 to produce tangible results for their businesses.

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A well-established distributor of designer eyewear, Ah Nam Optical has enjoyed success bringing both imported European brands as well as their own in-house designs to the market for years. However, increasing market saturation and low-cost imitation designs from China began to flood the market, slowly eroding their market share.

A point of difference was needed to give Ah Nam Optical the competitive edge it needed to survive. Ms Chia, the Sales & Marketing Manager of Ah Nam Optical, decided to embark on the Design Engage programme. Everyone, not just the designers acquired the mindset and skills to take on the role of “designer”, observing people as they went about their daily lives and bringing the observations back as inputs to the design process. The company was able to uncover new insights about people which presented new business opportunities for them. This new understanding about their customers was further brought to life by developing Personas – representations of their target consumers to help the company and designers stay on track and draw new inspirations from.

With a much clearer picture of design thinking as a human-centric approach to business and a stronger design strategy in place, Ah Nam Optical is now confident of embarking into new business areas, opening new markets and delivering what their consumers need.

“We have always been interested in design, but had always thought of it in terms of product design.”– Ms Chia Geok Lian, Sales & Marketing Manager, Ah Nam Optical Corporation Pte Ltd

Ah Nam Optical Corporation Pte Ltd

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TECHNOLOGYINNOVATIONPROGRAMME

The Technology Innovation Programme (TIP) encourages the development of technological innovation by providing support and resources. SPRING offers assistance for finding the right technological platforms; locating experts in the field for research and development; and sourcing for information, advice or potential new business partners. A range of co-funding and support schemes are also available to ensure SMEs have the financial resources to complete the project.

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A company specialising in hardened steel cutting, Delta Optics Technologies is the first in the industry to utilise a mono-crystal diamond tool to cut steel directly. This technology cuts costs, improves quality and reduces production time, resulting in optical inserts with four times the lifespan. A vast improvement over existing steel-cutting technology, Delta Optics had a definite competitive advantage in the industry, and quickly turned a profit within its first year of operations.

But these advancements were not enough to convince the larger players who had already invested in their own conventional steel cutting facilities to switch to Delta Optics’ technology, so Mr Lee and Dr Liu, co-founders of Delta Optics, decided to refine the technology again. Tapping on SPRING’s Technology Innovation Programme (TIP), they created a “pre-process compensation technology”, which slashed pre-production lead-time from four months to one.

Today, Delta Optics has over 70 customers, two-thirds of which are from the US, Europe and China. Having established themselves in the industry, Delta Optics now has its sights set on the future, with plans to develop its own products and designs for optical devices used in entertainment applications and LED lighting.

“We are the first and so far the only company in the world which can cut steel directly using diamond.”– Dr Liu Xiang Dong, Technical Director, Delta Optics Technologies Pte Ltd

Delta Optics Technologies Pte Ltd

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BUSINESSADVISORSPROGRAMMEThe Business Advisors Programme (BAP) launched last year attaches experienced Professionals, Managers, Executives and Technicians (PMETs) to serve as business advisors to assist SMEs in strategic planning, business development, financial management, human resource, market expansion and information technology.

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A knowledge-based company that designs customised, cost-effective and environmentally-friendly packaging solutions, Greenpac has been charting continuous growth since its inception in 2002. Through SPRING’s Business Advisors Programme (BAP), the company decided to engage professionals with financial and operational know-how to support its global expansion plans.

With access to a pool of highly experienced Professionals, Managers, Executives and Technicians (PMETs) from multiple industries, along with cost-sharing support from SPRING, Greenpac has gained from the experience, knowledge and discipline. The BAP has allowed Greenpac to access the expertise of these professionals without incurring the high cost of engaging expert consultants. The BAP has become a key driver in propelling the company towards global growth.

Greenpac also believes that the programme is a win-win situation for both PMETs and SMEs. The BAP has paved the way for Greenpac to gain access to much-needed expertise. At the same time, PMETs are contributing towards the building of Singapore enterprises.

“Greenpac recognises that SMEs stand to benefit greatly from the sharing of knowledge by PMETs, who are experienced professionals in their respective fields.”– Ms Susan Chong, CEO, Greenpac (S) Pte Ltd

Greenpac (S) Pte Ltd

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EXECUTIVETRAININGPROGRAMME

Launched last year, the Executive Training Programme (ETP) helps SMEs build a pipeline of potential business leaders by linking talented undergraduates from the National University of Singapore (NUS), Nanyang Technological University (NTU) and Singapore Management University (SMU) with growth-oriented SMEs.

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Set up by a group of general practitioners with a shared passion for family medicine, Alliance Healthcare Group has since grown into an extensive network of healthcare services. To expand on the potential of utilising IT as a means of improving healthcare delivery, Alliance Healthcare Group developed the electronic Health Management System – the centerpiece of their plan to expand into disease management and prevention.

Recognising the importance of tapping into the creative minds of the young generation for fresh ideas, Alliance Healthcare Group took the opportunity to welcome fresh graduates to their team. Besides gaining insights from the young generation, Alliance provided the guidance and opportunities for their young colleagues to begin their journey into the corporate world.

Through SPRING’s Executive Training Programme, Alliance now look forward to achieving more milestones with the young members on the team.

“One of the greatest challenges we face is recruiting staff, both medical and corporate.”– Dr Barry Thng, Chief Executive, Alliance Healthcare Group Pte Ltd

Alliance Healthcare Group Pte Ltd

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BUSINESSLEADERSINITIATIVE

Targeting leadership development, the Business Leaders Initiative (BLI) focuses on enhancing management capacity both at the top and middle levels as well as building a pipeline of future leaders. It comprises three main components – the Advanced Management Programme (AMP) which trains business owners, CEOs and senior executives, the Management Development Scholarship (MDS) which co-sponsors MBA programmes for promising young executives, and the Executive Development Scholarship (EDS) which sponsors the studies and work attachments for local undergraduates who are passionate about entrepreneurship or working for SMEs.

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As the CEO of an SME that frequently deals with MNCs, Jayaraman wanted to gain a deeper understanding of how multinational corporations think – their procedures, their requirements, and their expectations. Hence, Jayaraman joined the APEX EMBA at the National University of Singapore through SPRING’s Advanced Management Programme (AMP).

Over the course of 17 months, Jayaraman mingled with SME and MNC business leaders, sharing one another’s experiences. The EMBA course modules also taught him how to avoid negative management and leadership styles, improve cost efficiency through documentation and better loan practices, and how to negotiate with MNCs.

Applying what he learnt from the course, Jayaraman changed Micro United Network’s negotiation process. The results were instantaneous – Micro United Network achieved 40% growth last year, and, riding on the back of a freshly sealed US$1.3 million deal with an MNC, Jayaraman is set on achieving a 100% growth this year.

“As a boss, nobody will come up to you and tell you that your methods are wrong. The EMBA course helps you understand yourself because there, you are among equals.”– Dr Sathish K Jayaraman, Technical Director and Owner, Micro United Network Pte Ltd

Micro United Network Pte Ltd

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From left to right : 1.Mr Steven Fang

Group CEO, CordLife Pte Ltd 2.Ms Gladys Wee

Business Development Manager, Teamsystem Construction Pte Ltd

3.Mr Lim Poh Hiang General Manager,

Capstone Construction Pte Ltd 4.Ms Jamie Woon Geok Peng

Regional Marketing Manager, CordLife Pte Ltd

5.Mr Simon Lee Moh Ming Corporate Development Director,

CordLife Pte Ltd 6.Ms Doris Toh Siew Shuen

Group General Manager, Siow Chiang & Company Pte Ltd

7.Dr Tang Chien Her Paediatrician, SBCC Clinic Pte Ltd

8.Ms Angie Lee Executive Director,

Stone Forest AccountServe Pte Ltd 9.Mr Alvin Tan Keng Tiong

Senior VP, Biz Development, Baker Technology Ltd 10.Mr Yip Sin Chi

Finance Manager, Thong Yong International Pte Ltd

Photo was taken at FusionopolisConnexis South, Sky Garden, Level 11

ADVANCED MANAGEMENTPROGRAMME 2010TRAINING BUSINESS LEADERS

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From left to right : 1.Mr Arthur Ng Hui Teck Allalloy Dynaweld Pte Ltd, UniSIM-Executive Masters in Technology Entrepreneurship 2.Mr Levin Lim Tiong Yeong APP Systems Services Pte Ltd, Manchester MBA 3.Ms Thet Hnin Yi CordLife Pte Ltd, Manchester MBA 4.Mr Luke Loh Tiong Koon PCI Ltd, Nanyang MBA 5.Mr Ronnie Tan Wee Wah APP Systems Services Pte Ltd, Manchester MBA6.Mr Kevin Ng Shi Wei Maha Chemical Pte Ltd, NTC-MSc Technopreneurship Innovation Programme

Photo was taken at Fusionopolis, Connexis South, Level 20

MANAGEMENT DEVELOPMENTSCHOLARSHIP 2010GROOMING YOUNG BUSINESS LEADERS

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From left to right : 1.Ms Wong Yu Li

MENU Pte Ltd, Nanyang MBA2.Mr Simon Hoo Kia Wei

CordLife Pte Ltd, Manchester MBA3.Mr Kyo Tan Shuean

Teckwah Industrial Corporation Ltd, SMU MBA

4. Mr Gilbert Pang Choon Chiew Seng Hua Hng Foodstuff Pte Ltd,

Manchester MBA 5.Mr Andrew Ng Eng Ru

Allalloy Dynaweld Pte Ltd, UniSIM-Executive Masters

in Technology Entrepreneurship 6.Mr Gerald Lim Joo Meng

MHE-Demag (S) Pte Ltd, NUS MBA

Photo was taken at Fusionopolis, Connexis South, Level 20

MANAGEMENT DEVELOPMENTSCHOLARSHIP 2010GROOMING YOUNG BUSINESS LEADERS

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From left to right : 1.Ms Gwendolene Yeo CordLife Pte Ltd, Manchester MBA2.Mr Ng Shee Zher Teckwah Industrial Corporation Ltd, NUS-PKU MBA 3.Mr Christopher Soh Air Division Pte Ltd UniSIM-Executive Masters in Technology Entrepreneurship 4.Mr Chew Chin Hui Ban Chuan Building Construction Pte Ltd, Manchester MBA 5.Mr Alvin Tien Atlas Sound & Vision Pte Ltd, Manchester MBA 6.Mr Nagarajan Purushothaman Tionale Pte Ltd, NUS MBA 7.Mr Aaron Aw Phang Liang Allalloy Dynaweld Pte Ltd, NUS MBA

Photo was taken at Fusionopolis, Connexis South, Level 20

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From left to right : 1.Ms Meenakshi Muthuraman

NUS, Business Administration (Accountancy) and Computing

2.Mr Tan Jian Qi NUS, Social Sciences (Economics) 3.Mr Chris Tan Sirisereepaph

NUS, Chemical Engineering4.Ms Ong Xin Yuan

NTU, Business 5.Mr Chee Weiyang

SMU, Business 6.Mr Cedric Soh Wei Xiong

SMU, Business Management 7.Ms Loh Yen Jeong

NTU, Accountancy

Photo was taken at Fusionopolis, Genexis Theatre, Level 4

EXECUTIVE DEVELOPMENTSCHOLARSHIP 2010DEVELOPING FUTURE BUSINESS LEADERS

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From left to right : 1.Ms Sarah Loo Yi Wen NTU, Business 2.Mr Ng Wei Liang NUS, Chemical and Biomolecular Engineering 3.Mr Joseph Ling Zhi Bin NUS, Electrical Engineering and Arts (Economics) 4.Mr Teo Wee Kiat NUS, Science (Project and Facilities Management) 5.Mr Alvin Chan Ruiqi SMU, Business Management 6.Mr Hansel Cao Sheng Hao SMU, Science (Economics) and Accountancy 7.Ms Loreen Zhuo Xinyuan SMU, Accountancy and Business Management

Photo was taken at Fusionopolis, Genexis Theatre, Level 4

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From left to right : 1.Ms Vivian Gan Yun

NUS, Environmental Engineeringand Social Sciences (Economics) 2.Mr Bernard Poh Yong Wee

SMU, Business Management 3.Mr Heman Shen Weiping

NTU, Accountancy and Business 4.Ms Chan Yan Ting

NUS, Social Sciences (Psychology) 5.Mr John Kao Yue Han

SMU, Accountancy 6.Ms Eunice Chew Hui Ling

NUS, Social Sciences (Economics) 7.Mr George Goh Chong Teck

SMU, Business Management 8.Mr Wee Jia Xian

NUS, Business Administration and Computing (Information Systems)

9.Ms Soh Sin En NUS, Business Administration

Photo was taken at Fusionopolis, Genexis Theatre, Level 4

EXECUTIVE DEVELOPMENTSCHOLARSHIP 2010DEVELOPING FUTURE BUSINESS LEADERS

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From left to right : 1.Mr Ng Jian Wei SMU, Business Management 2.Mr Muhammad Khairul Rusydi NTU, Science in Chemistry and Biological Chemistry 3.Ms Geraldine Teo Xiao Wei NTU, Business 4.Mr Bryan Cheang Yi Da NUS, Arts & Social Sciences (Economics) 5.Ms Zoe Ang Shiyun NUS, Business Administration 6.Mr Tan Ying Quan NUS, Social Sciences (Economics) 7.Mr Tan Jun Guang NTU, Accountancy and Business

Not in picture:Ms Ng Jian Fen SMU, Business Management

Photo was taken at Fusionopolis, Genexis Theatre, Level 4