Tuesday, 25 March 2014

25 Common Characteristics of Successful Entrepreneurs

Regardless of your definition of success, there are, oddly enough, a great number of common characteristics that are shared by successful business people. You can place a check beside each characteristic that you feel that you possess. This way, you can see how you stack up. Even if you don't have all of these characteristics, don't fret. Most can be learned with practice and by developing a winning attitude, especially if you set goals and apply yourself, through strategic planning, to reach those goals in incremental and measurable stages.

The Home Business Musts

Like any activity you pursue, there are certain musts that are required to be successful in a chosen activity. To legally operate a vehicle on public roadways, one must have a driver's license; to excel in sports, one must train and practice; to retire comfortably, one must become an informed investor and actively invest for retirement. If your goal is success in business, then the formula is no different. There are certain musts that have to be fully developed, implemented and managed for your business to succeed. There are many business musts, but this article contains I believe to be some of the more important musts that are required to start, operate and grow a profitable home business.

1. Do what you enjoy.

What you get out of your business in the form of personal satisfaction, financial gain, stability and enjoyment will be the sum of what you put into your business. So if you don't enjoy what you're doing, in all likelihood it's safe to assume that will be reflected in the success of your business--or subsequent lack of success. In fact, if you don't enjoy what you're doing, chances are you won't succeed.

2. Take what you do seriously.

You cannot expect to be effective and successful in business unless you truly believe in your business and in the goods and services that you sell. Far too many home business owners fail to take their own businesses seriously enough, getting easily sidetracked and not staying motivated and keeping their noses to the grindstone. They also fall prey to naysayers who don't take them seriously because they don't work from an office building, office park, storefront, or factory. Little do these skeptics, who rain on the home business owner's parade, know is that the number of people working from home, and making very good annual incomes, has grown by leaps and bounds in recent years.

3. Plan everything.

Planning every aspect of your home business is not only a must, but also builds habits that every home business owner should develop, implement, and maintain. The act of business planning is so important because it requires you to analyze each business situation, research and compile data, and make conclusions based mainly on the facts as revealed through the research. Business planning also serves a second function, which is having your goals and how you will achieve them, on paper. You can use the plan that you create both as map to take you from point A to Z and as a yardstick to measure the success of each individual plan or segment within the plan.

4. Manage money wisely.

The lifeblood of any business enterprise is cash flow. You need it to buy inventory, pay for services, promote and market your business, repair and replace tools and equipment, and pay yourself so that you can continue to work. Therefore, all home business owners must become wise money managers to ensure that the cash keeps flowing and the bills get paid. There are two aspects to wise money management.
  1. The money you receive from clients in exchange for your goods and services you provide (income)
  2. The money you spend on inventory, supplies, wages and other items required to keep your business operating. (expenses)

5. Ask for the sale.

A home business entrepreneur must always remember that marketing, advertising, or promotional activities are completely worthless, regardless of how clever, expensive, or perfectly targeted they are, unless one simple thing is accomplished--ask for the sale. This is not to say that being a great salesperson, advertising copy writing whiz or a public relations specialist isn't a tremendous asset to your business. However, all of these skills will be for naught if you do not actively ask people to buy what you are selling.

6. Remember it's all about the customer.

Your home business is not about the products or services that you sell. Your home business is not about the prices that you charge for your goods and services. Your home business is not about your competition and how to beat them. Your business is all about your customers, or clients, period. After all, your customers are the people that will ultimately decide if your business goes boom or bust. Everything you do in business must be customer focused, including your policies, warranties, payment options, operating hours, presentations, advertising and promotional campaigns and website. In addition, you must know who your customers are inside out and upside down.

7. Become a shameless self-promoter (without becoming obnoxious).

One of the greatest myths about personal or business success is that eventually your business, personal abilities, products or services will get discovered and be embraced by the masses that will beat a path to your door to buy what you are selling. But how can this happen if no one knows who you are, what you sell and why they should be buying?
Self-promotion is one of the most beneficial, yet most underutilized, marketing tools that the majority of home business owners have at their immediate disposal.

8. Project a positive business image.

You have but a passing moment to make a positive and memorable impression on people with whom you intend to do business. Home business owners must go out of their way and make a conscious effort to always project the most professional business image possible. The majority of home business owners do not have the advantage of elaborate offices or elegant storefronts and showrooms to wow prospects and impress customers. Instead, they must rely on imagination, creativity and attention to the smallest detail when creating and maintaining a professional image for their home business.

9. Get to know your customers.

One of the biggest features and often the most significant competitive edge the home based entrepreneur has over the larger competitors is the he can offer personalized attention. Call it high-tech backlash if you will, but customers are sick and tired of hearing that their information is somewhere in the computer and must be retrieved, or told to push a dozen digits to finally get to the right department only to end up with voice mail--from which they never receive a return phone call.
The home business owner can actually answer phone calls, get to know customers, provide personal attention and win over repeat business by doing so. It's a researched fact that most business (80 percent) will come from repeat customers rather than new customers. Therefore, along with trying to draw newcomers, the more you can do to woo your regular customers, the better off you will be in the long run and personalized attention is very much appreciated and remembered in the modern high tech world.

10. Level the playing field with technology.

You should avoid getting overly caught up in the high-tech world, but you should also know how to take advantage of using it. One of the most amazing aspects of the internet is that a one or two person business operating from a basement can have a superior website to a $50 million company, and nobody knows the difference. Make sure you're keeping up with the high-tech world as it suits your needs.. The best technology is that which helps you, not that which impresses your neighbors.

11. Build a top-notch business team.

No one person can build a successful business alone. It's a task that requires a team that is as committed as you to the business and its success. Your business team may include family members, friends, suppliers, business alliances, employees, sub-contractors, industry and business associations, local government and the community. Of course the most important team members will be your customers or clients. Any or all may have a say in how your business will function and a stake in your business future.

12. Become known as an expert.

When you have a problem that needs to be solved, do you seek just anyone's advice or do you seek an expert in the field to help solve your particular problem? Obviously, you want the most accurate information and assistance that you can get. You naturally seek an expert to help solve your problem. You call a plumber when the hot water tank leaks, a real estate agent when it's time to sell your home or a dentist when you have a toothache. Therefore, it only stands to reason that the more you become known for your expertise in your business, the more people will seek you out to tap into your expertise, creating more selling and referral opportunities. In effect, becoming known as an expert is another style of prospecting for new business, just in reverse. Instead of finding new and qualified people to sell to, these people seek you out for your expertise.

13. Create a competitive advantage.

A home business must have a clearly defined unique selling proposition. This is nothing more than a fancy way of asking the vital question, "Why will people choose to do business with you or purchase your product or service instead of doing business with a competitor and buying his product or service?" In other words, what one aspect or combination of aspects is going to separate your business from your competition? Will it be better service, a longer warranty, better selection, longer business hours, more flexible payment options, lowest price, personalized service, better customer service, better return and exchange policies or a combination of several of these?

14. Invest in yourself.

Top entrepreneurs buy and read business and marketing books, magazines, reports, journals, newsletters, websites and industry publications, knowing that these resources will improve their understanding of business and marketing functions and skills. They join business associations and clubs, and they network with other skilled business people to learn their secrets of success and help define their own goals and objectives. Top entrepreneurs attend business and marketing seminars, workshops and training courses, even if they have already mastered the subject matter of the event. They do this because they know that education is an ongoing process. There are usually ways to do things better, in less time, with less effort. In short, top entrepreneurs never stop investing in the most powerful, effective and best business and marketing tool at their immediate disposal--themselves.

15. Be accessible.

We're living in a time when we all expect our fast food lunch at the drive-thru window to be ready in mere minutes, our dry cleaning to be ready for pick-up on the same day, our money to be available at the cash machine and our pizza delivered in 30 minutes or it's free. You see the pattern developing--you must make it as easy as you can for people to do business with you, regardless of the home business you operate.
You must remain cognizant of the fact that few people will work hard, go out of their way, or be inconvenienced just for the privilege of giving you their hard-earned money. The shoe is always on the other foot. Making it easy for people to do business with you means that you must be accessible and knowledgeable about your products and services. You must be able to provide customers with what they want, when they want it.

16. Build a rock-solid reputation.

A good reputation is unquestionably one of the home business owner's most tangible and marketable assets. You can't simply buy a good reputation; it's something that you earn by honoring your promises. If you promise to have the merchandise in the customer's hands by Wednesday, you have no excuse not to have it there. If you offer to repair something, you need to make good on your offer. Consistency in what you offer is the other key factor. If you cannot come through with the same level of service (and products) for clients on a regular basis, they have no reason to trust you . . . and without trust, you won't have a good reputation.

17. Sell benefits.

Pushing product features is for inexperienced or wannabe entrepreneurs. Selling the benefits associated with owning and using the products and services you carry is what sales professionals worldwide focus on to create buying excitement and to sell, sell more, and sell more frequently to their customers. Your advertising, sales presentations, printed marketing materials, product packaging, website, newsletters, trade show exhibit and signage are vital. Every time and every medium used to communicate with your target audience must always be selling the benefits associated with owning your product or using your service.

18. Get involved

Always go out of your way to get involved in the community that supports your business. You can do this in many ways, such as pitching in to help local charities or the food bank, becoming involved in organizing community events, and getting involved in local politics. You can join associations and clubs that concentrate on programs and policies designed to improve the local community. It's a fact that people like to do business with people they know, like and respect, and with people who do things to help them as members of the community.

19. Grab attention.

Small-business owners cannot waste time, money and energy on promotional activities aimed at building awareness solely through long-term, repeated exposure. If you do, chances are you will go broke long before this goal is accomplished. Instead, every promotional activity you engage in, must put money back in your pocket so that you can continue to grab more attention and grow your business.

20. Master the art of negotiations.

The ability to negotiate effectively is unquestionably a skill that every home business owner must make every effort to master. It's perhaps second in importance only to asking for the sale in terms of home business musts. In business, negotiation skills are used daily. Always remember that mastering the art of negotiation means that your skills are so finely tuned that you can always orchestrate a win-win situation. These win-win arrangements mean that everyone involved feels they have won, which is really the basis for building long-term and profitable business relationships.

21. Design Your workspace for success.

Carefully plan and design your home office workspace to ensure maximum personal performance and productivity and, if necessary, to project professionalism for visiting clients. If at all possible, resist the temptation to turn a corner of the living room or your bedroom into your office. Ideally, you'll want a separate room with a door that closes to keep business activities in and family members out, at least during prime business and revenue generating hours of the day. A den, spare bedroom, basement or converted garage are all ideal candidates for your new home office. If this is not possible, you'll have to find a means of converting a room with a partition or simply find hours to do the bulk of your work when nobody else is home.

22. Get and stay organized.

The key to staying organized is not about which type of file you have or whether you keep a stack or two of papers on your desk, but it's about managing your business. It's about having systems in place to do things. Therefore, you wan to establish a routine by which you can accomplish as much as possible in a given workday, whether that's three hours for a part-time business or seven or nine hours as a full-timer. In fact, you should develop systems and routines for just about every single business activity. Small things such as creating a to-do list at the end of each business day, or for the week, will help keep you on top of important tasks to tackle. Creating a single calendar to work from, not multiple sets for individual tasks or jobs, will also ensure that jobs are completed on schedule and appointments kept. Incorporating family and personal activities into your work calendar is also critical so that you work and plan from a single calendar.

23. Take time off.

The temptation to work around the clock is very real for some home business owners. After all, you don't have a manager telling you it's time to go home because they can't afford the overtime pay. Every person working from home must take time to establish a regular work schedule that includes time to stretch your legs and take lunch breaks, plus some days off and scheduled vacations. Create the schedule as soon as you have made the commitment to start a home business. Of course, your schedule will have to be flexible. You should, therefore, not fill every possible hour in the day. Give yourself a backup hour or two. All work and no play makes you burn out very fast and grumpy customer service is not what people want.

24. Limit the number of hats you wear.

It's difficult for most business owners not to take a hands-on approach. They try to do as much as possible and tackle as many tasks as possible in their business. The ability to multitask, in fact, is a common trait shared by successful entrepreneurs. However, once in a while you have to stand back and look beyond today to determine what's in the best interest of your business and yourself over the long run. Most highly successful entrepreneurs will tell you that from the time they started out, they knew what they were good at and what tasks to delegate to others.

25. Follow-up constantly.

Constant contact, follow-up, and follow-through with customers, prospects, and business alliances should be the mantra of every home business owner, new or established. Constant and consistent follow-up enables you to turn prospects into customers, increase the value of each sale and buying frequency from existing customers, and build stronger business relationships with suppliers and your core business team. Follow-up is especially important with your existing customer base, as the real work begins after the sale. It's easy to sell one product or service, but it takes work to retain customers and keep them coming back

Creating an Entrepreneurial Culture in Your Organization

Why should you invest in creating an entrepreneurial culture for your organization? Quite simply, you will create a team of people who push the boundaries, look for hidden opportunities and understand profitable growth.
Once you’ve developed a workplace that breeds innovative thinking, you won’t accept talent into your business that doesn’t have that spirit about them. New staff will immediately see a culture where challenging and pushing the boundaries is encouraged and rewarded.
Every workplace is unique however there are some core values you can introduce into your business to begin developing a culture of entrepreneurship.

Make creativity a cornerstone of your business


Make sure everyone knows that creativity is highly valued. When an employee presents a unique solution to a problem, acknowledge the achievement and celebrate with the entire team.

It is also important to incorporate creativity into everyday practices of the business. Creative incentives such as an annual allowance for staff to engage in creative or cultural pursuits, or fun team outings, can break the routine and provide inspiration to your employees.

Encourage and support risk taking


Taking measured risks is part of every day for an entrepreneur. So if you truly want to create a team of entrepreneurs, you have to support risk taking. Failure is also part of entrepreneurship, so when it inevitably does happen, have an open conversation about how it came about, what the lessons were, and how to avoid it again in the future. Scar tissue of failure makes you stronger in that place in the future, so never look at it as a negative.


Provide training opportunities


Training can take many forms, which is why it’s important to think about the outcomes you want to achieve when deciding what training will best develop creativity relevant to your organisation. Entrepreneurs thrive on learning, growing, opening their mind to new ideas and concepts. Generic training may not be enough to foster new ways of thinking, whereas industry-specific training may be more beneficial.

The method you choose to deliver training will also impact the results. For example, online training provides greater flexibility, whereas time away from the office may be seen as inconvenient. Alternatively, employees may feel more inspired by off-site training such as attending industry events and rubbing shoulders with their peers. Otherwise consider the possibility of designing your own training in-house – this will help you set organisation-specific goals to focus on achieving.

Mentoring


Finally, it’s important for senior team members in the business to act as mentors to more junior employees. It is up to you whether you provide mentoring to the entire team or whether you select a few high-achieving individuals. Mentoring will allow you to help people reach their potential and to align the process to your business goals.

An example of a mentoring approach could involve monthly communication sessions where staff catch up with their managers to talk specifically about their personal growth and goals. There needs to be structure, commitment and energy from both sides for this approach to be successful.

Training geared at inspiring innovation


The ability to think creatively often improves with practice, so give your staff opportunities to flex their creative muscle in new ways that are distinct from everyday tasks. Regular business plan competitions to find business solutions are a great way to encourage structured creativity.

For example, Pulse Marketing introduced an eight-week creative thinking course called Pulse Ideas School. The course involved a weekly session where the Creative Director discussed how to develop great ideas for real advertising challenges. At the end of each session, the group was given a creative brief to solve and present back the following week. The true test was that this was company-wide, so the Finance Manager was tackling a creative brief, which would not happen otherwise. Immediately they had a greater appreciation for our offering, and for the work that the team produces every day.

Treating the team as business owners


When employees are treated as an integral part of the business, they are more likely to take on more responsibility and proactively engage in creative thinking.

Make sure your team understands the broader business goals and involve them in the business discussions that matter. For example, all staff should be informed of new business wins and be given relevant information about the new clients as well as about the vision for the business.
Just as a business owner should know every development in their business, every employee should be aware of what’s going on. Part of that information flow should include keeping staff in the loop with any changes that may affect them and consulting them when possible.
For example, if you are planning an office relocation for the business, discuss possible office locations with staff to make them feel more involved in the decision. This will promote a culture of openness and trust, and will make sure that staff happy with their new weekday home.
Recruitment based on talent and passion, not skills
You’ll increase your chances of cultivating innovation and entrepreneurship in your organisation by hiring people who have an entrepreneurial spirit.

Be very mindful of the culture you aspire to create during your recruitment process. When it comes to choosing between the right skills and the right mentality, skills shouldn’t necessarily come first.
Skills can be learned; a way of thinking is more difficult to change. Understand what qualities matter to your organisation culture most, and hire based on passion and personal attributes first, followed by skill.
There is a multitude of ways you can begin to create an entrepreneurial culture in your business. While you may have to work hard to implement change, always remember that the outcomes will be worth your efforts. People and processes will churn as you work through the implementation, which can feel like a setback, however it’s the long-term gain that holds the greatest value.
A collaborative team of people who can think creatively and develop solutions, will automatically give your organisation a competitive edge and make it a company people want to be part of.

Creating an Entrepreneurial Culture

Culture is a hot buzzword among corporate and entrepreneurial companies alike. It's what everyone is striving for, what brings on the loyalty, what attracts and keeps the really awesome employees.
If done right, it seems so simple. Good corporate culture, in its purest sense, and at its most successful, has the look and feel of something organic and uncontrived, something that just exists. But alas, there's the rub, and at once the wonderful twist: Corporate culture cannot, does not and never will exist "just because." Culture is a balancing act between many elements of a company and requires careful execution at each level.
This is especially true for entrepreneurial companies, where what's going on is the building of a business as well as a culture. Corporate culture must be led, nurtured, constantly monitored and adjusted. Much like a "culture" in a petri dish, it requires that you combine the right ingredients, in the right way, to ensure that what you grow is not an aberration of your intentions.

Laying the Groundwork


When I founded Net Daemons, my computer consulting company, I had very definite ideas of what I wanted to provide for our future employees, a safe and comfortable environment, which enabled people to learn, grow and, at the same time, focus on their day-to-day work.
From early on, I felt it was important to treat every employee with trust and respect. That meant assuming automatically that each was an honest, hard-working, reliable and dependable individual. Rather than requiring all employees show up at nine and leave at five, for example, I expected each person to do the job assigned, and to apply the right amount of time and quality of skills toward the accomplishment of each task.
While I wasn't aware, back then, that I was creating what is now considered "corporate culture," I knew I was looking to create a place of employment where employees were at once valued for who they were and what they brought to the table. This was critical for our business, which sold knowledge and a system of collaboration between some 45 engineers providing network-administration and internet-development solutions. If a team isn't in sync, you can't sell a team approach, and you're no better than the single consultant.

What Makes a Culture Entrepreneurial?


As one of our engineers once put it, in an entrepreneurial culture, work is more than a job, it's a lifestyle. Employees are more like a team than in most companies, and in some cases, we're even like a family.
What also evolved was a set of rules for creating and maintaining NDA's petri dish. In creating your own, consider these rules:
  • Treat people with respect. This is a very simple premise, which threads through each and every complicated issue that can arise within a company. Respect and trust provide the necessary base for a vibrant and sustainable corporate culture.
  • Help employees stay healthy. When employees get sick, they miss work, so it makes sense to offer health insurance as a benefit. We covered 100% of employee health plans. I never want an employee to experience a catastrophic illness and not be covered by insurance. We also offered unlimited sick time. While I had seen this type of policy backfire elsewhere, it nonetheless allowed people to be sick when they really were sick, and not feel obligated to gobble up each "allotted" sick day. You may also want to add a wellness allowance for health-club membership.
  • Open doors to communication. Create an environment where people can interact with each other, support each other and recognize each other's efforts and achievements. Provide positive rewards for positive behavior. Share information, so that employees are aware of the direction of the company and are involved in it. Use all-hands meetings for financial and operational information, team-building and social events. Offer incentive programs to reward effort and improve quality of life.
  • Build camaraderie. Make time for people to get to know each other and the company. We held an annual off-site meeting to build team spirit and discuss where the company was going. At such events you can also distribute and share your business plan and discuss issues and ideas raised by your strategies.

Maintaining Entrepreneurial Culture


Once you have healthy, trusted and informed employees, don't let the culture that's evolving just be. It needs to be watched so that it grows as you intended. The trick is standing back, but not too far back. In maintaining your culture, consider these rules.
  • Let the team build itself. Within that safe, comfortable, open environment, let employees grow together without being made to.
  • Participate without controlling. Let the culture thrive, without your either meddling with it or ignoring it.
  • Don't forget the little things. Culture is made up of many small actions that, when put together, create something larger than the sum of the parts. There are many things a CEO can do to make employees feel a part of the company. Some are just common courtesies: hallway conversations, saying "hello" in the morning, opening doors, asking after people's families and partners. Others are little extras, such as flowers to say thank you and happy-birthday e-mail messages. Eating lunch with employees, helping spouses find jobs and participating in team events show that you, the CEO, are involved with your employees.
Treating employees with respect helps enable them to do their jobs to the best of their abilities. If you challenge people to raise their bars, provide fun activities, keep people informed and humanize your management, you get culture. From these basics, you will grow in your petri dish a strong, healthy culture that will allow you, your company and your employees to flourish.

Monday, 10 March 2014

Tan Sri Dato’ Seri Dr. Jeffrey Cheah

Latar belakang

Beliau merupakan Ketua Pengawai Eksekutif Kumpulan Sunway. Beliau dilahirkan di Pusing, Perak. Beliau mempunyai 6 orang adik beradik. Beliau menerima pendidikan tinggi di Footscary Institute of Technology yang kini dikenali sebagai Victoria University of Tchnology, Australia. Selepas tamat pengajian, beliau memulakan kerjayanya sebagai akauntan di kilang pemasangan motor.





Kejayaan

Kumpulan Sunway berjaya menempuh tiga kemelesetan ekonomi dengan jayanya. Pada tahun 1974, beliau memulakan syarikat perlombongan bijih timah, iaitu Syarikat Sungei Way dengan modal berbayar sebanyak RM100,000, yang kemudiannya dinamakan “Sunway”.

Pada tahun 1977, kemelesetan ekonomi melanda. Walaupun demikian, syarikatnya dapat bertahan. Bagi tahun-tahun berikutnya, bijih timah habis dilombong dan berikutan itu, beliau menukarkan lombong bijih timah kepada lombong kuari dan pasir. Prestasi syarikatnya memberangsangkan dan hasilnya, ia berjaya disenaraikan dalam papan utama Bursa Saham Kuala Lumpur pada tahun 1984 sebagai Sunway Holdings Berhad.

Pada bulan Februari 2014, beliau merupakan antara 20 orang terkaya di Malaysia yang dinamakan oleh Malaysian Business, dengan kekayaan dianggarkan sebanyak MYR 2.15 bilion.




Cabaran yang dihadapi

Pada tahun 1985, Malaysia dilanda kemelesetan ekonomi. Kali ini, kesan yang dirasai adalah lebih ketara. Menjelang tahun 1987, Sunway Holdings Berhad mencatatkan kerugian yang hampir melenyapkan dana pemegang sahamnya. Namun, mereka masih dapat bertahan.

Pelbagaikan perniagaan

Selepas kemelesetan ekonomi berakhir, Tan Sri Dr. Jeffrey Cheah mula mengambil langkah lbagi menebarkan risiko syarikatnya dengan mempelbagaikan perniagaan yang diceburinya, Sunway Holdings Berhad mula melibatkan diri dalam sektor pembangunan hartanah, pelaburan hartanah, pembuatan dan perniagaan berkaitan hiburan.

Selepas itu, beliau menyenaraikan tiga buah syarikat lagi, iaitu Sunway City Berhad, Sunway Construction Berhad dan Sunway Building Technology Berhad.

Kegawatan ekonomi


Krisis ekonomi Asia melanda pada tahun 1997. Bagi menghadapi kegawatan itu, beliau mengambil beberapa langkah. Antara lain, mengumpulkan semua pekerja Sunway Holidngs Berhad dan menunjukkan akaun syarikat kepada merreka.

Beliau memastikan syarikat membayar gaji tepat pada waktunya. Ini bagi mendapatkan sokongan penuh semua pekerjanya. Serentak dengan itu, beliau memulakan langkah mengurangkan kos dengan cara menjual jentera yang tidka diperlukan dan menutup perniagaan yang tidak mendatangkan hasil.

Beliau sendiri mengurangkan gajinya. Beliau juga mengubah gaya hidupnya bagi mengurangkan gaya yang bermewah-mewah dan membazir.

Sejarah Bandar Sunway

Ramai yang tidak yakin dengan kemampuan Tan Sri Dr. Jeffrey Cheah bagi menjayakan projek perumahan di atas bekas lombong. Kini, lombong bijih timah yang sudah ditebus guna adalah Bandar Sunway.

Namun, ini tidak melemahkan semangatnya. Beliau meneruskan niatnya itu dan kini, Bandar Sunway bernilai RM2 bilion dan adalah salah satu kawasan perumahan yang unggul di Lembah Klang.






Anugerah

Beliau pernah menerima beberapa anugerah, antaranya ialah:
1.      Paul Harris Fellow Award 
2.      Fellow Australian Society of Certificate Practising Accountants 
3.      Fellow of Institute of Directors 
4.      CEO of the Year Award 
5.      Property Man of The Year (FIABCI, Malaysian Chapter)

Pada tahun 1996 juga, Sunway Holdings Bhd. Dinamakn sebagai syarikat terbaik yang diuruskan oleh majalah Asia money. Tan Sri Dr. Jeffrey Cheah juga pernah dianugerahkan lapan doktor kehormat oleh beberapa universiti antarabangsa.







Perkembangan di peringkat antarabangsa

Tan Sri Dr. Jeffrey Cheah banyak mencari peluang perniagaan di luar negara seperti di Australia, Taiwan dan India. Pada masa yang sama, beliau mengadakan perkongsian bijak dan usaha sama dangan beberapa pihak seperti Syarikat Pelaburan Kerajaan Singapura.

Tan Sri Dr. Jeffrey Cheah juga adalah Pengasas Institut Strategi dan Kepimpinan Asia (ASLI), iaitu institut yang ditubuhkan bagi menggalakkan perdagangan dan pelaburan antarabangsa melalui dialog di peringkay tinggi.

Sumbangan

Tan Sri Dr. Jeffrey Cheah yang berasal dari Perak ini seorang yang dermawan. Beliau melibatkan diri dalam beberapa persatuan kebajikan, antaranya ialah:
  1. Yayasan Buah Pinggan Malaysia,
  2. Yayasan Hati Malaysia dan Persatuan Hakka Malaysia.

Dua buah projeknya, iaitu Kolej Sunway dan Monash University juga ditubuhkan sebagai institusi pendidikan bukan untung.






Rahsia Kejayaan

Tan Sri Dr. Jeffrey Cheah adalah orang yang suka belajar daripada kesilapan. Selain bergantung pada fakta, beliau juga tidak lupa memanfaaatkan gerak hati dan menggunakannya dalam membuat keputusan. Belaiu juag tidak membiarkan emosi menguasai dirinya.

Beliau membuat keputusan berdasarkan akal, dan bukan emosi. Beliau juag suka mengambil risiko. Tan Sri Dr. Jeffrey Cheah juga mementingkan kebolehpercayaan dan integriti. Contohnya, beliau sentiasa memastikan segalan hutang kepada pihak bank dijelaskan dengan sepenuhnya.






Tan Sri Anthony Francis Fernandes

Tan Sri Anthony Francis Fernandes CBE (lahir 30 April 1964; juga dikenali sebagai Tony Fernandes ialah seorang usahawan dari Malaysia dan pengasas "Tune Air Sdn Bhd", yang memperkenalkan penerbangan tambang murah kepada penduduk Malaysia dengan slogannya, "Semua mampu naik kapal terbang". Fernandes mencapai kemasyhuran sewaktu dia memulihkan AirAsia daripada sebuah syarikat penerbangan yang sakit kepada sebuah syarikat awam yang cemerlang. Fernandes juga dikenali untuk peranannya dalam pencapaian Persetujuan-persetujuan Langit Terbuka dengan negara Thailand, Indonesia dan Singapura, apabila dia meminta bekasPerdana Menteri MalaysiaTun Dr. Mahathir Mohamad berbuat demikian pada pertengahan tahun 2003. Atas permintaan tersebut, negara-negara tersebut telah bersetuju memberi hak pendaratan kepada AirAsia dan syarikat-syarikat penerbangan tambang rendah yang lain.






Pra-masa pengusahan


Fernandez ialah seorang bangsa Goa bercampuran Portugis Melaka yang dilahirkan di Kuala Lumpur, Malaysia. Ibubapanya ialah Dr. Stephen Edward Fernandes (meninggal), dan Ena Dorothy Fernandes. Pada masa muda lagi, dia sentiasa mengikut ibunya, seorang peniaga, ke himpunan penebar dan konvensi Tupperware. Selepas mendapat ijazah universiti daripada London School of Economics pada tahun 1987, dia bekerja sebentar dengan Virgin Airlines sebagai juruaudit, dan seterusnya dari tahun 1987 sehingga tahun 1989, dia menjadi pengawal kewangan kepada Virgin Records, sebuah syarikat Richard Branson di London.

Sewaktu kembali ke Malaysia pada umur 27, dia menjadi pengarah urusan yang termuda di Warner Music (Malaysia) Sdn Bhd.Selanjutnya dari tahun 1992 sehingga 2001, dia menjadi naib presiden Wilayah Asia Tenggara Selatan bagi Kumpulan Warner Music. Pada masa Time Warner Inc. bergabung dengan America Online, Fernandes meninggalkan syarikatnya bagi mengejarkan impiannya untuk menubuhkan sebuah syarikat penerbangan tambang rendah. Malangnya, permohonan lesennya ditolak oleh kerajaan Malaysia.




Pelancaran AirAsia


Adalah melalui Datuk Pahamin A. Rajah, bekas Ketua Setiausaha Kementerian Perdagangan Dalam Negeri Dan Hal Ehwal Pengguna, Fernandes mendapat peluang bertemu dengan Dr.Mahathir pada Oktober, 2001. Semasa itu, AirAsia, sebuah anak syarikat yang ditubuhkan oleh DRB-Hicom, sebuah konglemerat kerajaan Malaysia, telah mengalami kesulitan disebabkan tanggunganhutang yang terlalu tinggi. Kerajaan telah mencuba menjualnya kepada pelabur-pelabur tanpa apa-apa kejayaan. Oleh sebab itu, Dr. Mahathir telah menasihati Fernandes supaya membeli syarikat penerbangannya yang sedia ada, baik daripada menubuhkannya sendiri. Seterusnya, Fernandes memajak rumah dan menggunakan keseluruhan wang simpanannya untuk membeli syarikat tersebut dengan harga seringgit. Syarikat AirAsia pada masa itu mempunyai dua buah kapal terbang Boeing yang berumur, dan hutang sebanyak RM40 juta.

Peristiwa pembelian itu pada masa selepas 11hb September, 2001, suatu tempoh masa yang paling teruk dalam sejarah perindustrian penerbangan perdagangan, menyebabkan orang ramai berpendapat bahawa Fernandes telah menjadi "gila" kerana tiada ramai orang pada masa itu yang berani lagi menaiki kapal terbang. Mereka juga meramalkan bahawa syarikat AirAsia akan menjadi muflis. Walaubagaimanapun, selepas setahun, AirAsia mampu menjelaskan keseluruhan hutangnya, dan tidak lagi mengalami kerugian. Penyusunan semula organisasi AirAsia dengan imej dan konsep yang baru membawa perubahan yang besar dan memperoleh keuntungan dalam tempoh masa yang pendek. Tawaran sahamnya (IPO) pada November 2004 menerima kelebihan permintaan sebanyak 130 peratus.

Fernandes berasa bahawa masa yang dipilihnya untuk membeli syarikat AirAsia adalah tepat. Semenjak 11hb September, 2001, sewa kapal terbang telah menurun 40 peratus. Tambahan lagi, ramai pekerja yang berpengalaman boleh didapati pada masa itu, disebabkan pemberhentian pekerja di perindustrian penerbangan. Fernandes juga percaya bahawa penumpang Malaysia akan menyambut tambang penerbangan rendah supaya mengurangkan masa dan kos, terutamanya, dalam keadaan ekonomi yang ketat. Oleh sebab itu, dia meniru sistem Ryanair (Ryanair yang juga meniru sistemnya itu daripada Southwest Airlines di Amerika Syarikat), sebuah syarikat penerbangan Ireland yang paling berjaya di dunia. Ferdandes membilang bahawa 50 peratus daripada pelanggan kapal terbang tambang rendah adalah penumpang kapal terbang kali pertama. Sebelum AirAsia bermula tambang penerbangan rendah, Ferdandes mengira bahawa cuma 6 peratus daripada penduduk Malaysia yang pernah menaikki kapal terbang.






Pencapaian dan anugerah


Pencapaian Fernandes yang terbesar ialah pemulihan syarikat AirAsia sebagai sebuah syarikat penerbangan antarabangsa. Sebelum dia memasuki perindustrian ini, negara-negara di Wilayah Asia Tenggara Selatan tidak mempunyai sebarang persetujuan Langit Terbuka. Pada pertengahan tahun 2003, Fernandes telah meminta Dr Mahathir untuk mengemukakan cadangan persetujuan itu kepada negara Thailand, Indonesia dan Singapura. Atas permintaanya, dia mencapai kejayaaan dalam mendapat hak pendaratan, bukan sahaja untuk AirAsia, tetapi juga untuk syarikat-syarikat penerbangan tambang rendah yang lain.

Ferdandes juga berjaya merevolusikan perindustrian penerbangan serantau melalui penerbangan tambang rendah. Sekarang, terdapat beberapa syarikat penerbangan tambang rendah di wilayah ini, iaitu:
  • Tiger Airways, sebuah syarikat Singapura yang dimiliki oleh Singapore Airlines;
  • Penggabungan syarikat Valuair dari Singapura, dengan JetStar yang dimiliki oleh Qantas Airways dari Australia;
  • Nok Air, sebuah syarikat Thailand; dan
  • Lion Air, sebuah syarikat Indonesia.

Fernandes telah menerima banyak anugerah, termasuknya:
  • "Siri Pengkhayal-Pengkhayal dan Kepimpinan" (Visionaries & Leadership Series) oleh International Herald Tribune, sebuah syarikat suratkhabar di Amerika Syarikat, bagi kerjanya yang cemerlang di syarikat AirAsia;
  • "Ketua Syarikat Malaysia bagi Tahun 2003" (Malaysian CEO of the Year 2003) pada Disember, 2003 — sejenis anugerah tertinggi yang sehingga kini, hanya diberikan kepada sembilan pengusaha di Malaysia oleh American Express dan Business Times. Anugerah ini diberikan kepada Fernandes bagi mengakui prestasi pengusahaan dan kemahiran pengurusannya di kalangan pemimpin-pemimpin syarikat-syarikat Malaysia;
  • "Pengusaha Baru Malaysia Yang Terutama Bagi Tahun 2003" (Emerging Entrepreneur of the Year - Malaysia 2003) pada tahun 2004;
  • "25 Bintang Asia" (25 Stars of Asia) oleh Business Week pada tahun 2005.