business circle magazine vol.1 issue 3 (preview)

3AP

RIL

2013

Entrepreneur by BeliefDoctor by Profession,

Dr. Mengly J. Quach,President of American Intercon Institute/School

(AII/AIS)

The Booming Playing Field: FutsalMini Soccer Pitch on the Rise

The Soft Skill Training:The Strong Demand

The Growing Commercial Demand Sweetening the Training Centers

True Coffee FranchiseThe Open Door for

Potential Franchisee

$ 3.00

4 April 2013 - bcmagz.com

Vol.1 Issue 3

CONTENTSEntrepreneur Profile

Tips To Test

New Business Model

Rising Industry

Challenge Yourself

ផ្នែកបកបែជាភាសាខ្មែរ(ទំព័រទី៤៥-៥៨)

Business Opportunities

6-9 Doctor by Profession, Entrepreneur by Belief 10-13 Robert Kiyosaki A Fourth Generation Asian American

14-17 Magic Thinking: The Key to Success18-19 Loan Provision Talk 25 Suggested Business Books32-33 Yes and No of Buying Franchise 41 Business Myths

20 Happy Dog 21 Morigan Plus22-23 Social Media Plus: The Facebook Trend 24 New Business Idea

26-29 The Booming Playing Field: FUTSAL30-31 The Soft Skill Training: The Strong Demand

42-43 Brain Teaser

34 Franchise Opportunity: Gloria Jean’s Coffees 35 Franchise Opportunity: Chatime 36 Franchise Opportunity: True Coffee 37 FASMEC as SMEs Supporting Assosiation 38-39 -Assets of Blitz Bar for Sale -Assets of Parkway Super Bowl For Sale -Assets of Dendey Sovannaphunm Hotel -Assets of Charcoal BBQ and Soup Buffet for Sale 40 Listing of Business Assets For Sale

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30

CONTENT

April 2013 - bcmagz.com

Vol.1 Issue 3

5April 2013 - bcmagz.com

Vol.1 Issue 3

Article Contribution or Feedbacks: Mr. Phy NidonaTel: +855 12 584 666Email: [email protected]

Advertisement Sale: Ms. Yan SopheaTel: +855 17 878 178Email: [email protected]

Business Circle Magazine’s Office:Address: Unit C, Bldg. 58A, St. 310, Boeng Keng Kang 3, Chamkamorn, Phnom PenhTel: +855 23 555 2835Email: [email protected] Website: www.bcmagz.com

Printing House: Digital Advertising

CORRECTIONIn the Page21-22, Volume1, Issue2, arti-cle titled “3 Tips to Win Master Franchise License”, our mistakes include:

- It is miswritten that Gloria Jean’s Coffees Australia contacted Anne Guerineau to discuss franchise opportunity => Gloria Jean’s Coffees Australia originally con-tacted DnD Group,

- It is misled that Anne was the decision maker to bring in the franchise to Cam-bodia => Anne is the current General Manager but was not involved in the de-cision to bring Gloria Jean’s Coffees to Cambodia.

We apologize for the mistakes and wel-come for any feedbacks.

COMPANY PROFILE

T E A MEditor-in-ChiefMr. Phy Nidona

Head of TechnicalMr. Seang Dara

Admin & AccountantMs. Lim Siv Eng

Head of Marketing Mr. Hem Sopanha

Distributor Mr. Seang Dara

Senior Marketing Executive

Ms.Yan Sophea

Designer Mr. Roniel Dionco

Photographer Mr. Roniel Dionco

Editors

Ms. Moeun SakanaMr. Heng Vicheth

Copy Editors Mr. Roswell Thomas

Mr. Khlem ChanreatreyMr. Chhuon Sophorn

រីករាយឆ្នាំថ្មីប្រព្រណីខ្ម្ររ

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Mr. Seang Dara


Vol.1 Issue 3

Doctor by Profession,

Entrepreneur by Belief


You may think your life would be amazing if you had a degree from a country like America, and that you would even enjoy living in America if you had a good

job there. However, it is different for Dr. Mengly J. Quach, a 45-year-old Cambodian who got a medical degree in the United States and found himself successful in doing busi-ness in Cambodia. Instead of living in the U.S., he returned to his home country, drawn back to Cambodia by emotion-al attachment. Soon thereafter, he jumped into the market gap of education and became a remarkable entrepreneur.

“Education is the foundation of all development,” says Dr. Mengly. “If a country, especially a developing country like Cambodia, wants to develop further, improving education is very important.”

He took up education as his business, establishing two schools, American Intercon Institute (AII) and American Intercon School (AIS). His two schools grew very fast from 12 students and 5 staff members at the opening to more than 7,000 students and 700 staffs today. In addition, his schools are currently providing five libraries, with more than 45,000 books available, and other supportive facili-ties within the campus. It is his life experience and edu-cation in the United States, which served as his model in designing the school.

He doesn’t stop here: he is now planning to open four stra-tegic branches and a university. His secret: providing high-quality education, security, and supporting systems.“If you take money from your customers (students’ par-ents), you simply need to provide service of equal value to the amount you get,” says Dr. Mengly.

His fast-growing business, plus his humanitarian mission in medical outreach, earned him an SME One Asia Awards in 2012, which recognizes successful Small and Medium-

By Chhuon Sophorn

ENTERPRENEUR PROFILE


Vol.1 Issue 3

Doctor by Profession,


Entrepreneur by Beliefsized Enterprises (SMEs) in Singapore and ASIA.

But Mengly’s business or life has not always been so full of accolades.

Born in Battambang in 1969, young Mengly J. Quach was one of the many victims of the coun-try’s civil war, especially during the Pol Pot Re-gime. After the regime collapsed, he moved into a refugee camp along the border with Thailand and in 1984, he was sent to live in the United States.

Growing up in U.S. with an interest in the medi-cal field, Dr. Mengly was accepted to study at the University of California at Berkeley for his Pre-Med studies. Then, he continued his Mas-ter’s degree and ended his education journey with a Doctorate degree in General Medicine at the Spartan Health Sciences University in 1999.

“I never thought I would get involved in any kind of business,” says Dr. Mengly, referring to when he was studying at university. “I only hoped I could open an organization to help or-phans, who used to starve and live in brutal con-ditions.”

That humanitarian mindset pushed Dr. Mengly to get involved with several medical volunteer-ing activities abroad, and one of them was in Cambodia in 1999. When he was back in the U.S., he felt homesick, remembering his childhood in Cambodia. Gradually, he found a way back home again through joining another volunteer program, Partners for Development for a year-long contract in 2002. After completion of his mission, he was asked to be a founding Dean of the health division of a university in Cambodia.

“I felt nostalgic and emotionally associated with the past back in Cambodia,” says Dr. Meng-ly. “And Cambodian songs kept me even awaken that I finally found way back to the home coun-try.”

It was during his second visit that he felt a long-ing to continue his life in Cambodia. During his time as a volunteer, Dr. Mengly observed that the education and medical sectors in Cambodia at the time still needed a lot of improvements both in term of quality and services provided. This inspired him to open a school with U.S. model education system.

But because most of his previous work had been unpaid—as a volunteer—he was left with little fund to support the project at that time. Despite his lack of money, he didn’t give up: he tried his hardest to save up and borrowed from his fam-ily to accumulate a total of USD 20,000. He used that money to start American Intercon Insti-tute, servicing English and computer education, in 2005. As Dr. Mengly is a medical scholar, his school was also equipped with a student and employee health center.

“If you wait till you have all the money, you may end up waiting forever,” says Dr. Mengly. “Some people say it is embarrassing to borrow from other sources, especially your family; however, if you really believe in your idea, go for the loan and be responsible for it,” he adds.

By Chhuon Sophorn



Vol.1 Issue 3

His business was very tough at first, with only 5 staff and 12 students registered for the first month at a time when there were around 20 schools in Phnom Penh. However, Dr. Mengly didn’t panic at all. He believed his ideal way of modeling his school after those of the U.S. would soon win his competitors.

“Some companies oversell their products. They just simply focus on product promotion, but they do not care much about their product qual-ity, which is the key to retaining their clients,” says Dr. Mengly.

So, under the initiative of Dr. Mengly, his schools focus on three main factors quality, discipline and service.

To ensure the quality of study among students, all students’ work is expected to be signed by parents, and their attendance is closely moni-tored. While developing curriculums that are up to international standards is important, his school also applied the zero tolerance policy on cheating and bribery. No staff members are al-lowed to receive any gifts in return for the care of any particular child. If they do, they are fired, he reiterates, adding that this can ensure fair treatment for all students.

Staff are also respected in his school. There are built-in staff support programs such as a health center and life insurance. Additionally, the teachers appreciate the loving, caring and transparent culture in practice there.

“In my place, we build a harmonious environ-ment in which everyone respects each other,” says Dr. Mengly. “If we love them [staff], they will love us. If we care about them, they will care about us. If we give them opportunities to improve, they will use that knowledge to help us,” he adds.

“I always tell my staff that they need to learn to improve and then they can go wherever they want,” says Dr. Mengly. “I do not care much if they want to leave, since it will be a spread of knowledge that can help develop society.” He also suggests that businessmen should not be scared of sharing their knowledge as it is never fully washed away from us.

As time goes on, his business continues to grow as he had expected it to. The number of students is growing very rapidly as people are starting to see his school’s quality. Half a year after the AII was established, he opened another school, AIS, a private K-12 School practicing Cambodian curriculum, close to the first building.



Vol.1 Issue 3

As the business grew further, his school added more facilities within the campus to support the schooling services. Besides the health cent-er, services were added such as Intercon Trans-portation Services, Smart Mart, Intercon Supply and Bookstore, Café Chateau, Alex Food Court and Intercon Estate Development, making his school remarkable in the city.

“Many people think I have many school branch-es,” says Dr. Mengly. “Actually, all the buildings are within one campus.”

Nowadays, most of these supportive services have become an independent, profit-earning division. According to Dr. Mengly, these busi-ness ideas do not come on their own. “You need to identify gaps around you and search for so-lutions,” says Dr. Mengly, “Once you open your mind, business opportunities will arise every-where.”

Besides managing his education business, Dr. Mengly, who always likes to help develop the country, also does some humanitarian projects. These are funded by the Mengly J. Quach Foun-dation, which gets a large part of its funds from his schools’ income.

“Having gone through hardship and difficult life, I always have them in my mind,” says Dr. Mengly. He understands the difficulties of oth-ers which let him establish the humanitarian foundation in order to help those who are in most needed.

“This is the art of sharing; you don’t have to be rich to take part in helping the country,” says Dr. Mengly. So far the Mengly J. Quach Foundation has spent over one million USD for the charity causes. He helps many people throughout the country by providing healthcare, educational workshops and many other community services.

Dr. Mengly’s successful businesses proved that starting up businesses with little funding is also possible—“collecting capital from your surrounding people, be responsible and man-age your business cautiously,” says Dr. Mengly. “USD 20,000, at the time I was starting up, was enough to run a small school. However, to run a school now, it takes far more than that.”

For Dr. Mengly, to be successful in business and lead others effectively, he recommends that entrepreneurs acquire “diplomatic or interper-sonal skill,” as people need to be communica-tive and able to adapt well to all situations and deal effectively with people.

He further suggests the followings: “The high-er, the lower!” – No matter how high the posi-tion you hold, you must be humble to all work and people. “The lower, the more important!” – Though you may hold the lowest position, your work is highly valued by all. “The higher, the more meaningful!” – Without educated people, who will lead?


business circle magazine vol.1 issue 3 (preview)

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