In medical school, Dr Nurul A’in Sa’ari loved studying physiology and the anatomy of skin. She was keen to pursue a Master’s in Dermatology but unable to do so while working in the public sector. So, she quit and decided to launch a skincare range in 2019. After six months, the Alluskin CEO enrolled on a part-time MBA to manage her business better. “I was not schooled in running a skincare business, but I did a lot of reading on how to start a skincare business.”

Without being certified in dermatology, initially the medical doctor found it hard to gain trust. Nevertheless, she proved her mettle through in-depth knowledge of how skin works and her ability to choose the right ingredients. “Now our customers trust the product for its efficacy and can’t wait for our next product launch.”

“When I found out that CGC helps entrepreneurs begin the journey of their businesses, I applied for a BizMula-i in 2020 to invest in raw material for R&D on new products.” This is the value Alluskin provides for customers, meeting their high expectations with unstinting research and development in products that deliver, even if prices are slightly higher than the competition. “They really listened to us and informed us of all the benefits we could gain from the financing.”

Each product release is based on surveys of customer wants. In early April 2021, when Alluskin Barrier Cream was launched, sales exceeded its 3-day target and the moisturiser sold out in 12 hours. Refined after feedback from 500 sample testers, the fluffy ceramide cream melts into gel upon application, repairing and healing at the same time. The brand concept is clean and simple: all Malaysian, very #sapotlokal, and mindful of modern-day concerns.

Pre-pandemic, business was blooming according to Dr A’in. But, with their factory shut down and packaging stuck in customs for months, the company could not meet escalating demand. Sales quadrupled during the MCO, emptying their warehouse. New customers looked elsewhere. Dr A’in is reassured that they are returning now.

The B’Tangan grocery store is located in Kampung Mundai, in one of the Bidayuh community’s settlements in the Padawan area. It is two kilometres away from a small town, Tapah, and only about 25 kilometres away from the Kuching market.

Louis Rangas says that he was not adversely impacted by the Covid-19 pandemic, as he trades in essential goods. When people could not travel far to the shops and markets during lockdowns, his business thrived. “Even when I had to close my shop by 8.00 pm every night.” Strategically located on the main road, his grocery store also caters to at least 20 other surrounding villages. As his business grew, he became aware of this advantage and saw the opportunity to expand. Nevertheless, he needed capital.

In 2019, he used his BizMula-i financing to upgrade his shop that he had officially registered just the year before after operating for two years. Initially it was only a small kampung shop, with goods stacked in a small corner of his house. His wife managed it, while he worked as a general worker in Kuching. On his days off he would help her, staying open till very late at night as it was the only shop in his village.

With the financing, he refurbished his grocery shop, purchased more racks to display his products and increased the variety of his stock according to demand. “CGC helped me to expand my business, and I not only earned more sales but gained more profit.” B’Tangan Store, a one-stop centre, offers dry sundry products as well as fresh vegetables, chicken, fish and meat. Louis has learned to ensure that his stock is constantly replenished, and now has three workers on shifts running the shop.

Louis is also diversifying his business interests, recently starting a construction arm and currently working on an onsite project.

In 2013 Alim Majid opted for the Voluntary Separation Scheme (VSS) offered by the manufacturing factory he worked for and decided to start his own business. Without any previous understanding of contracting services, he thought his background and experience would make his idea work.

In the early days, Alim found his work cabin parked next to his house cramped and uncomfortable. So, a year later he turned to CGC for the first time. “I was able to set up my management office and service workshop with my BizMula-i financing.”

Eight years later AM Tech Resources now specialises mostly in the maintenance and service of electrical and mechanical parts in water plants’ irrigation and drainage areas. The company’s services include troubleshooting and repairing, as well as project management and consulting. Among its clients are Odit Enterprise, Agensi Nuklear Bangi Malaysia and Jabatan Parit dan Saliran Negeri Melaka.

In 2020 when the global health crisis hit, his business slowed down a little. “Our work is mostly in servicing and maintenance, and these services need to continue even in a pandemic. So, we were not so badly affected.” Alim increased his manpower and strictly followed all health SOPs for safety.

Since collecting payments and cash flow was clearly an issue last year, Alim applied for the TPUB-i scheme. The recently updated scheme is specifically created for 100 percent-owned Bumiputera contractors to finance government-awarded projects. As part of the BNM fund, the scheme helped AM Tech Resources invest in equipment to be delivered and installed at Syarikat Air Melaka Berhad. “The TPUB-i facility helped with the capital I needed to ensure that I am able to meet all my clients equipment and specs requirements.”

In the future, Alim hopes that CGC, like banks, could extend an overdraft facility to help small businesses with capital.

Using the best selected coconuts in a secret recipe, fine-tuned by R&D, the Waltree Kerisik Kelapa (coconut paste) is not only the company’s longest-established product, but also an all-time bestseller. For Kee Cheng Haw, his halal, MeSTI and Good Manufacturing Practice (GMP)-certified products do not compromise on hygiene. “Our emphasis on food cleanliness and safety raises our products higher than our competitors’.”

Having commenced operations in 2016, Kee received BizMula-i financing in 2019, using it as working capital, mainly to purchase raw materials. Waltree is also a CGC Market Access Advisory success story. Currently at the fourth level, where business performance is tracked for two years it will be awarded a CGC Developmental Programme™ Certificate of Completion.

Although Waltree products were already available in Singapore, entry into the city state’s Eccellente by Hao Mart was precisely coordinated: product reviews, business matching session, International Market Access Preparatory Course and Digital Marketing training. To date, after racking up sales in the first month, the Bawang Goreng (fried shallots) has received great response from Singaporeans. Kee, who plans to extend his reach to Brunei, Indonesia and other neighbouring countries, states: “The CGC Developmental Programme™ has taken us the extra mile to efficiently expand into Singapore. The guidance received from this programme has helped us to scale up to the next level.”

Nevertheless, the pandemic challenges have been tough. Increase in costs and lack of consistent supplies have stirred Kee to view obstacles from another perspective. “As much as possible, we have tried to absorb the extra costs ourselves to ensure quality products at a reasonable price.”

He is also trying to achieve a balance, meeting on a middle ground – between his suppliers and his customers – in this cash flow crunch time.

Add to the mix a reduced workforce, contingency plans and the realisation that cash is king. Yet he is optimistic about the future and their renewed team effort, working better with more interaction and connection to reach one productivity goal. And with corporations like CGC continuing to help small businesses like Waltree to expand and grow. “For small business, now is the time for growth, or we’ll be left far behind.”

After high school, Hadizan Asrin became a tour guide for several tour agencies in Kota Kinabalu. Soon after, he bought his own van and began taking tourists out on his own.

In 2016, Hadizan took over his father’s river cruise business. Kawa Kawa River Cruise specialises in mangrove cruises, with proboscis monkey sightings, sunset dinner and spotting fireflies.

Two years later, with CGC’s BizMula-i financing, Hadizan built a beach-side restaurant to add ambience to his sunset dinner. “For people like me, without much capital, CGC helped me to try out new things, expand my business and grow.” Before the pandemic his business thrived and, in practising sustainable tourism, they hired only local staff and promoted local products.

Initially, when the first MCO was announced, he tried to hold on for three months. Then he had to relent, reducing staff from 28 to three. With the borders closed, their clientele, almost exclusively from South Korea and China, could not arrive. Floods also damaged their jetty a few times. “The complete loss of income was the biggest challenge I had to face, and it’s very tough to turn the business around.”

So, he started selling salted fish and bulk-bundle used clothes from South Korea and Japan online. While sales on his Facebook Live sessions were promising early in the lockdown, they have dwindled. Now he’s got a government contract to erect a building six hours away from Kota Belud. His biggest lesson from the pandemic? The importance of savings – capital to see businesses through hard times.

He remains unfazed, though. Catering to the Malaysian market, by end-April he began building ten chalets on Nana Moon Beach, across from Mantanani Island. “It’ll be ready in about three months. I hope to get another loan by then, as the beach lacks facilities like water and electricity.”

Government initiatives such as relief funds and fast loan approvals from financial institutions offer small businesses much needed respite, especially to rethink their businesses and manage cash flow. This breathing space, says Brand Insights founder Tee Guat Hong, is welcomed: “Assuming that the pandemic will end soon, we don’t want to be overly stressed. Instead, we can plan what we need to do.”

As a startup, Brand Insights has been in business for less than three years. Before the pandemic, notes Tee, her business had exceeded her expectations. With a background in home kitchen appliances, she took the opportunity to move into the commercial kitchen industry, providing customised kitchen build-and-design for restaurants, cafes and hotels.

As soon as the country went into lockdown, however, projects were called off and enquiries ceased. Yet the crisis presented Tee with time to step back and think about how to expand and diversify.

To future-proof against upcoming financial emergencies, in April 2020 she applied for the SRF from Public Bank. She chanced upon promotional material on imSME. “CGC’s decisions and responses were fast enough to help me decide on my next steps with BizWanita-i.”

Upon receiving the funding, Tee moved out of co-working space and into a shophouse. The company needed its own space, as they were office-bound and the rent was lower. She was also able to convert some extra space into a takeaway cafe. Over the Chinese New Year festivities, the cafe’s cakes proved very popular as gifts, supplementing their income as well as keeping staff gainfully employed.

A year after the pandemic, kitchen build enquiries have increased. Once she catches up with this side of the business, Tee hopes to employ a full-time staff member to take charge of the cafe and expand it further.

“We are our own competitors,” she asserts. “We judge how a customer feels, whether they are satisfied, by the number of complaints we receive.” After many kitchen deliveries, Tee’s team are yet to be inundated with complaints.

At the beginning of the pandemic, Tamilchelvan Mallilah faced many problems. As clients’ businesses were badly impacted, the knock-on effects on his own company were evident. Time and resources had been invested, but they were unable to monetise their projects, even at 70% completion, because they were either cancelled or put on hold until now. In software development in Malaysia, payment milestones are only achieved after an initial version of the end result is revealed. Even at that stage, clients can accept or decline the proposal.

“If we are on 10 jobs simultaneously, our development costs are high, and these include resources, certification and licensing.” It was only after about three months into the global crisis that awareness and urgency of e-commerce were raised. So, by July 2020, Techauric Technologies’ order book had filled up and they couldn’t take on any more projects.

In 2019, after attending a CGC sharing session on starting funds for companies, Tamilchelvan applied for BizMula-i. Cash flow was extremely tight, they were on a project-to-project basis and constantly chasing for payments. When he received the BizMula-i financing in February 2020, it reduced a lot of pressure. The ensuing peace of mind allowed them to focus on the actual work. For someone immersed in technology, Tamilchelvan found the CGC online systems and processes very receptive and fast. “Small companies like ours don’t have enough sustainable funds to survive a pandemic or any downturn in business. CGC helped in keeping our dreams alive.”

Tamilchelvan, a mechanical engineer, got into this business by accident when mobile apps were gaining traction. With research on how applications were being developed, he discovered many new assistive technologies in mobile app development.

Today, with more than 100 companies on his client list, the founder has extended company services to include web applications, data analysis and digital marketing. Now viewing his business as a one-stop centre for digitalisation, in the near future he plans to boost the e-commerce market with customised platforms for other small businesses to tap resources globally.

Puan Rafia’ah Yusof has been in the retail industry for more than 20 years, although she only formalised her business in 2006. Her shop is located on the second floor of Pasar Siti Khadijah, Kota Bharu’s most iconic wet market. She sells batik, textiles, materials and clothes sourced from Kelantan, Kuala Lumpur and around the country.

Before Covid-19 struck its devastating blow, business was bustling. She did not only have to depend on local sales as sales would be brisk when citizens of the state returned during school holidays.Other visitors to the city, both foreign and local, would drop in to purchase her wares, too.

During the first MCO, Puan Rafia’ah had to close her shop for three months. The closure has continued intermittently, and opening hours reduced. She declares: “My income is almost 50% less than before.” Seeing herself as not adept at Live or online sales, she now relies on her regulars calling her for orders. She puts together the customers’ packages and posts them.

Last December she applied for BizMikro-i financing. “It’s good that CGC is helping small businesses like me. The funds help accommodate my needs for a while.” She used the funds as capital to buy more stock. Business has improved slightly, admits Rafia’ah, while her regular customers help sustain her business. “I call them when I receive new stock, my service is the best and I offer better prices. That’s why we are called Ummie Mesra.”

With two workers helping her to manage, she keeps her costs low. She doesn’t have plans to venture into anything else. “This is the only thing I know how to do.” In any case, she points out, businesses larger than hers are suffering, too.

She doesn’t know what else to say about the pandemic any more. “The cases go up, then down, and up again. So many rules and lockdowns in the end, people like us are still suffering.”

During the pandemic, weddings, events and corporate functions were either postponed or cancelled. As a result, Ahnusha Yogaraja faced a barrage of refund requests. She tried her level best to negotiate the terms but, instead, had to resort to monthly instalment repayments.

Together with her husband, an Indian national who studied film editing and worked in the television industry in India, Ahnusha formally set up her company Capture Video Production more than four years ago. With a client list from all over the country, they run their micro-business from home and work with freelancers on project basis. “Our passion is in the quality and creativity of our videos, rather than just earning money.”

When the Government announced its Special Relief Package, Ahnusha decided to apply to Bank Simpanan Nasional. It was her first attempt at applying for a loan. First, she was informed that she had been blacklisted by the credit agency, CTOS. Apparently, after she had lost her identification card a few years before, it was misused. Then the bank rejected her application but recommended that she try out imSME.

Her loan request was swiftly matched to a few banks. “The Bank Rakyat officers came to our house, took some photos and filled up all the forms, approving the loan within a week.” Ahnusha is still unable to comprehend why commercial banks won’t loan to those who do not have previous loans or credit cards.

Two years ago, they enjoyed a luxurious life. Now it’s a matter of survival, not profit. They have since repackaged their services, offering lower prices, extra teaser videos and reduced delivery duration. Unlike before, she has to actively seek clients and spend time convincing them. “Maybe after six months or a year, business will pick up again.”

For aspiring entrepreneurs, CGC’s belief in their dreams is a confidence boost. Even if the application process gets a little tedious, Lim Chee Hong admits that the CGC team vets all the details and documentation very thoroughly. He is grateful for the dedicated staff’s diligent service. Unlike traditional financial institutions, Lim holds the calls, visits and follow-up service in high regard.

With a keen interest in design and custom-made furniture, Lim started JDW Concept Enterprise two years ago, after gaining previous experience in a similar business. He custom-makes for both commercial and residential properties. As a one-stop design solution centre, Lim is proud of his product quality and premium that he offers his customers at very competitive rates.

One of the most important lessons Lim Chee Hong learned during the Covid-19 pandemic was to value health, especially among his workers at his factory. As soon as the first MCO was announced in the middle of March 2020, he shut down his premises for the duration. This led to an overall loss of income, by at least 30%. “Since we could not travel outstation, I could only rely on the already reduced local business.”

With 14 staff in his employ, Lim had to think fast. By September, he began to actively promote discounted renovation packages for interiors. The response was so good, business improved. “Most of my residential renovations are word-of-mouth recommendations from satisfied customers.” The reviews on his Facebook page echo this sentiment. His customers appreciate his before and after sales service, reasonable pricing and prompt response.

With the added volume of work coming in, he plans to expand his business to keep his dream alive. “With the BizMula-i financing, I want to open another factory, so that we can increase our production and build our products faster.”

Tan Yu Zuan’s family is in the wholesale food business. Two years ago, in an effort to diversify, Tan and his partner, Khor Chen Yan (featured on the left of the photo above) decided to open JMart in Kangar. The Perlis capital is the country’s smallest, yet he saw the demand for fresh quality produce. He reveals that his regulars return for the quality, service and price.

“Even when our prices are slightly higher than the other marts, customers who value service and quality appreciate JMart.” Through its Facebook page, JMart announces promotions, special offers and rebates for customers. He is heartened by the active responses and engagement on their page. “Social media is important for us to reach out to many people at the same time, instead of just interacting with customers one by one.”

Tan has implemented very strict quality control checks, with selected staff assigned to the task. For the supplier of imported frozen beef and mutton, chicken, seafood, vegetables and fruit, among other dry goods, quality matters. His vegetables are from Cameron Highlands and Thailand, as well as local sources. When produce does not meet the required standards, he does not hesitate to reject the supply.

In 2019 he was approached by a CGC salesperson, who dropped by JMart and persuaded him to apply for BizMula-i. “When I received the financing in 2020, I upgraded my mart and expanded our premises from two shop lots to three.” It turned out to be an excellent decision as, during the ensuing MCO, his sales doubled – as in other convenience stores categorised under ‘essential goods’.

“There was no impact at all. We stayed open throughout and people kept coming in to stock up.” However, his biggest lesson in this crisis is to save cash. “There also must be some planning, in case something like this happens again. Capital is important.”

JMart started out with only two staff members, but has now grown to 30. Once all restrictions are lifted, Tan hopes to open other branches in Perlis, and perhaps in Kedah, too.

“I think all human beings were asleep before Covid-19. We were moving too slowly and were too comfortable in our zones,” muses Peter Teo Yun Choi on the world’s wake-up call. Its impact on businesses and personal lives, he asserts, has been without parallel.

With a Diploma in Civil Engineering from Politeknik Mukah, Sarawak, and armed with experience from his family’s businesses since young, Teo set up his construction company three years ago. Before the global crisis hit, it was business as usual at Jurubina TYC. Until, in early 2020, he was unable to execute a contract secured in late 2019. With overheads at about RM100,000 to RM200,000 a month, Teo had to look for alternative solutions.

“I learned about CGC during their campaigns in Labuan, and their service is excellent. I only hope they can help us more.” Once Teo had received CGC’s BizMula-i financing, he tried to keep his company afloat, covering costs for a short while, as he only received about one tenth of his 2019 turnover figure.

Although borders opened by 16 May 2020 and projects are ongoing, worker numbers are not at full strength. The intermittent movement restriction orders do not help, either. He is responsible for a total of 110 staff and general workers, so “... there is hardly anything left for savings.”

Considerations in running a business have altered. He has to think about his workers, who are supporting their families. “We have to work very hard to bertahan, to hold on and ask for help from wherever we can.” SOPs are strictly adhered to at sites, yet the monthly costs of swab tests are a strain.

When the pandemic ends, Teo declares he will be ready for Covid-19 2.0. “We’ll work even harder to collect as much money as we possibly can, to be ready for the next crisis – whenever that may be.”

The Aduhai Patin Tempoyak page, with over 7,000 Facebook followers, is filled with cheerful pictures of contented people enjoying their meals. The simple yet delectable spread on the makeshift tables bears testimony to Nurul Faarihah Abdul’s food truck’s popularity.

She serves a selected range of traditional food such as Ikan Patin Pais Tempoyak, Ayam Kampung Goreng or Ikan Patin Gulai Tempoyak, steeped in the exclusively sourced tempoyak. The homemade tempoyak is delivered weekly from Temerloh, known locally as the home of the fermented durian paste. Since she started her business in 2018 the menu has not changed much, her regular customers returning often for the fried chicken and fresh catfish.

With the reasonable prices approved by her followers, Nurul actively uses social media to market her brand. She finds the response encouraging and a lot of her customers happily post their experiences on her page.

Business was good before the pandemic. She catered mostly to late evening crowds in Jalan Gombak. Once the MCO was implemented, however, it slowed down. With shorter operating hours and fewer people out and about, it was hard. “The impact was huge. Our sales were down by at least 50%.” Previously they were open till past 1.00 am, but now have to shut by 10.00 pm. Her biggest challenge was to get her customers back. In the meantime, they did takeaways from the truck, which was better than some of the food delivery registries, except for Lalamove.

She found out about BizMikro-i on CGC’s Facebook page and did a Psychometric Test at the Wangsa Maju branch to qualify. “It took a long time for me to revive my business. The BizMikro-i financing I received in January 2021 helped me to keep ‘rolling’, to buy the ingredients I needed.”

With three workers to assist her, Nurul hopes to maintain and improve her business until the pandemic situation recedes. She also hopes in the next two years to set up more food trucks in the Klang Valley.

Thooyaven Arunasalam’s father worked in Alagappas, the spice giant, for 10 years before deciding to set up on his own in 1982. Ever since he left school, Thooyaven worked with his father, progressing through several set-ups. When his father retired, Thooyaven and his brother took over. Four years ago, they established Tusidhi’s Spice Marketing with two brands, Arun and Tusidhi’s. Of the products, Arun Premium is for export while Arun and Tusidhi’s target local, industry and restaurant markets. They have four factories in Penang, 70 employees and branch offices in Ipoh, Johor Bharu and Kuala Lumpur.

In 2019 they needed funds to expand, but could not meet any banks’ criteria. They turned to CGC and applied for the maximum limit on BizMula-i. They were rejected initially because of previous payment issues due to a financial crisis when their father was a CGC customer in 2012. “The Prai Branch Manager assured me that if I was prompt with my BizMula-i payment for six months, they’d be able to recommend me for additional funds. I really appreciate the intention to help me.” He received his BizBina-i funding in 2020, under moratorium until March 2021.

With the first financing, they focused spending on 25-gram packaging in response to household preferences expressed in a market survey. To be competitive in pricing, they used the second funding instalment to buy raw ingredients with cash, saving 10-12% on costs. Thooyaven asserts they never compromise on quality and, as relative newcomers in the industry, he keeps his pricing RM1 lower to compete with the two giant brands that dominate the market.

Today Tusidhi’s already exports to Australia, Sri Lanka, Canada, the US and Europe, and are in talks to confirm their presence in the Giant Group and Mydin Hypermarket.

The initial months of the pandemic were a little fraught, Thooyaven admits, as people spent less and restaurants – who make up 60% of their business – shut. That’s when they pivoted to targeting the household market, offering generous credit terms to their retail customers. “It sounds selfish,” concedes Thooyaven, “but during the pandemic my business has been growing.”

The global pandemic impacted Lahiri Tahir in two ways. Firstly, her supply of dry and wet pet food was disrupted. The price rise in food supplies, compounded with transport issues, meant that Lahiri had to quickly look for alternative pet food sources to cover shortages.

Secondly, she thinks that now people generally have more time on their hands at home and are probably lonely, turning to pets for comfort and company. “Maybe they are freer to spend time with their pets, as they can’t travel to work or go on holidays.” Sales of cats, hamsters, and rabbits – along with pet accessories – have risen. Even if her customers have been unable to go to her shops.

So, Lahiri had to learn to think fast and find a way of reaching her customers. Instead of waiting for them to arrive, she explored new selling techniques. Using platforms like social media and Shopee, Lahiri sells online and has introduced cash-on-delivery terms, earning very positive responses.

“I have to take care of my regular customers, jaga hati, so as not to lose them to my competitors.” Taking her customers’ feedback to heart, Lahiri ensures that the Elly Catz service is excellent and that her two shops always stock a variety of choice supplies.

Lahiri began her business seven years ago with a shop lot in Balok after initially selling online and at car boot sales in and around Kuantan. In 2018, with CGC’s BizWanita-i financing, she opened a branch in Paka, Terengganu. “CGC helped me a lot, as much as they could, to make the application and approval processes simpler and easier for me.” This allowed her to grow her small business.

In July 2020 she received further aid in the form of BizBina-i. With the moratorium easing her burden even more, she was able to rapidly top up her cash flow and stocks. Lahiri is eager to expand even further and is surveying space in Kotasas, Kuantan, to open her next branch.

Jimmy Goh Tiong Lun says his company did not suffer from the impact of Covid-19, “We had to double our production because the Muslim prayer clocks were in high demand.” During the movement restriction orders, because people were not allowed to go to the surau or mosque to pray, they were buying the clocks for their homes. For Promas Technology, which produces the Electronic Prayer Time Display Watch, sales increased. They used to retail mainly through distributors, so Goh saw this as an opportunity to go online, which they had planned earlier. His biggest lesson from the pandemic is to always be ready for any eventuality. “We must always prepare for alternative points of sales.”

Goh, who had previous experience in running other businesses, set up Promas Technology in 2015. Four years later he approached CGC about expanding his manufacturing capacity. “Before CGC gave us the BizMula-i financing, we could only produce less than 500 pieces and didn’t have the capacity to increase our production.” CGC’s direct financing enabled him to assemble the clocks using Promas’ own machinery, instead of outsourcing the task to other manufacturers. This reduced manufacturing cost, as well as boosting turnover.

Although he is ready to export his clocks, prices internationally are too competitive to make this viable right now. Since they first began, Promas had always wanted to make Malaysian products, manufactured locally. “We have the best manpower and technology here, except for material source which we have to import at a high cost.”

Post-pandemic, he’d like to focus on making new clock models with lower costs so that everyone will be able to afford them, as they are currently priced above RM300. Goh is also about to launch Promas ATV, an All-Terrain Vehicle for estates and farms. With the BizBina-i financing he acquired in 2020, he has diversified into manufacturing auxiliary farming equipment, apart from becoming sole distributor for the renowned CFmoto ATV in Malaysia.

For Nur’ain Osman (Ann Osman), Malaysia’s first female Muslim Mixed Martial Arts athlete, 2020 was supposed to be breakout year for X-Treme Paddlers Borneo, established in 2016. She and her husband, who share the business, had just signed their biggest deal with an oil and gas company to run team-building events. They had received financing to upgrade and develop their whitewater-rafting site with camping ground and team-building centre.

“We were delighted. New businesses and new segments were opening up,” enthuses Ann. “Then Covid-19 happened and all hopes crushed in front of our eyes.” When the first MCO was announced, everything was cancelled. Without time to think, the couple decided to pivot. “We dove headfirst into farming organic chickens in Kudat without any experience in farming.” All they had was land, a good mentor and willingness to learn.

Ann is grateful for the disruption, however. They started farming with 1,000 to 2,000 chickens and are now going to begin manufacturing chicken and animal feed. “That’s our whole concept: farm, process and retail – from farm to fork.” The farm, almost a year old, is currently more of a B2C (business-to-consumer) market on e-platforms. The emphasis is on creating and marketing their brand BAUI and organic, fresh, halal meat. The response has been great, with high demand expected in Sabah. Soon they’ll be looking at retail and export.

Which is why Ann found CGC’s Market Access Advisory webinars, led by industry experts, very enlightening. She was invited to attend as a previous CGC customer, X-Treme Paddlers having received BizMula-i financing in 2018 for additional equipment. “The Market Access Advisory webinars were very timely, as I was able to gather all the resources I needed to optimise the potential of my new venture.” Useful for their outdoor adventure and water sport specialist business, too – they restarted it, with the first rafting trip in early April 2021 for local tourists.

What has the pandemic taught Ann? “Stay calm and look at what I have right now in terms of resources that I can control. And plan from there.”

When Mohamad Fuad Mat Sidik was a student in Yemen for seven years, he was already dabbling in business. He used to send honey and jubah back home to sell. “Even then, the response was very good because of Yemen’s high-quality products.” The handmade jubah are of very high standard, and food items like honey, nuts, dates and raisins are organic.

In 2016, after returning home, he formally set up shop. In Yemen, he had established relationships with local honey and other food item traders. Most significantly, he spoke Arabic, a definite advantage when dealing with Middle Eastern merchants.

When he first started, he could only afford to import about five to 10 kgs of Yemeni Sidr, monofloral honey made solely from the nectar of Yemeni Sidr trees and known for its nutritious and curative qualities. Over the course of five years, he opened three shops. In 2018 he found out about CGC and applied for BizMula-i. He used the financing to pay a large deposit to the honey and date suppliers, allowing him to import large amounts as the items are expensive. “With CGC’s help in 2020, I used my second financing, BizBina-i, to pay a large deposit to import five tonnes of honey, instead of the usual 500 kg to 1 tonne, to sell in 2021.”

Regrettably, after the pandemic he had to shut two of his shops to save more than RM20,000 on monthly operating costs. “It took me about six months to decide to do that and to let some of my staff go. But in the end our regular customers are still here with us.” During the difficult times he learned there is always a way, as when his shops remained shut and he pivoted to cash-on-delivery (COD) and online sales. “People could not go out to shop, but the response was very good for us and my sales went up.”

Prior to setting up Royal AUP Company, Jackson Buli worked in oil and gas, but he was always keen to start out on his own. A sole proprietor for the last four years, he is based in Miri with branches in Bintulu and Sibu. Currently, Jackson focusses on supplies and maintenance work for hydro plants, including fabrication and supplying machinery for civil construction.

“Frankly, the Covid-19 impact has been like a hammer.” With the restrictions and no work, payments were delayed and he lost his manpower to other companies. In early January 2021, Jackson began to re-jig his company in its entirety, “It’s quite tough, but if I wait any longer to make the changes, I will reach zero profit.”

Initially Jackson found out about CGC’s facilities through imSME. His 2018 TPUB-i financing helped him with supplies and machinery to complete his project at Batang Ai Power Generation. Last year, after the pandemic’s devastating impact, he applied for the BizMaju scheme to help him save his company. “Without any sales last year, it is only with CGC’s help that I managed to cover up to 30% of our losses.”

Companies bigger than his are suffering, he notes, but for smaller MSMEs like his he finds the impact is greater, “If we don’t keep everything on ice we cannot survive.” In his restructuring plan, he needs to constantly keep thinking, from Plan A to Plan B, and even Plan C. “As a business-owner tired is not a thing. I need to re-establish again for the new challenges in the coming year.”

As a panel supplier for Sarawak Energy, in January this year he had requests for quotations and tender invitations. Still no news. Today’s business environment is challenging in every possible way, feels Jackson, but he finds it quite exciting, too. “The interaction with new people and clients, the constant price negotiations and mental calculations keep me busy.”

As a telecommunications engineer, Chan Chee Chong worked in Thailand, Australia and China before returning home almost a decade ago. In 2013, when the bird’s nest business was generating a lot of interest, Chan spent four months learning about the industry from one of his classmates who was in the business.

Eight years later, Chan has his own bird houses, harvests the nests, and manually sorts and removes impurities before processing the nests. He exports 95% of his products to Hong Kong, Macau and Taiwan. His sales in China, the largest market for bird’s nest, are currently redirected through Hong Kong.

With the first lockdown, Chan had to cease operations. For almost three months he paid salaries, even when his employees could not work. Through imSME he obtained Public Bank’s BizJamin SRF to overcome the challenge. He found the imSME portal very convenient and user-friendly, together with its quick responses and approvals from bank representatives. “CGC staff also contacted me regarding my payment plan, helpfully asking if I needed to extend my term to lower my monthly instalments.”

With the bird’s nest market so huge in China, demand is very high. Says Chan, who consumes bird’s nest himself two to three times a week, “Indonesia and Malaysia are the main global suppliers for only maybe two to three percent of Chinese consumers.”

The key to his success lies in the bird’s nest quality. “If your customer believes in your product, they will keep returning.”

From four staff in the beginning, the number has grown to 25. With the availability of vaccines, Chan expects Covid-19 to dissipate soon. He plans to upgrade his factory in order to qualify for the stringent Certification and Accreditation Administration of the People’s Republic of China (CNCA) to export directly to China.

He is convinced that the worst time for his business is over.

When electrical engineer Mohd Zaki Hj Zakaria was in the contracting business, a coffee maker next to his office asked him to help install a packing machine. Captivated by the aroma, processes and the possibility of expanding his horizons, he ventured into the pre-mixed beverage business 14 years ago.

In the beginning he strived to get a foothold in the relatively untapped goat’s milk coffee market. “Although there are lots of coffee products in the market, we wanted to position our brand with something unique.” His loyal customers still keep coming back for the goat’s milk coffee, now with its new goji berry variant. It is very well received in Brunei.

Another interesting product is the White Coffee Durian made from the highest-quality roasted beans and the highest grade of durians. When Zaki noticed Chinese tourists rushing to get their durian fixes in Penang, he had a lightbulb moment. “Why don’t we put it in coffee? We use the best Musang King durians that are squeezed dry and ground before being added to the coffee.”

Although China is not an easy market to penetrate, he hopes this product will gain him entry. Currently, Bertambest is available in Malaysia, Brunei and Singapore. Zaki has travelled to China, Qatar, Turkey and New Zealand to market his brand and initial responses have been very encouraging. In the Philippines, meanwhile, Zaki is in the final stages of negotiations with a customer.

In 2019, after finding out about CGC at a pre-Market Access Briefing, Zaki applied for BizMaju. He finds the CGC officers very proactive in providing him information about their various programmes. “CGC’s Developmental Programme™ was very well organised, from the Singapore market briefing, business matching and selection stages until the listing of our products.”

Since October 2020, Bertambest has been available at Eccellente Hao Mart in Singapore, a top product range among the 10 MSMEs placed there. It is garnering high sales. Zaki already has repeat orders, he is proud to report. “If it wasn’t for Covid, we could be there ourselves promoting our products aggressively.”

Joe Pramesh Ganesaguru spent 20 years honing his skills in the pharma industry as a sales representative. In the course of his work, he realised that independent pharmacies could not survive price wars with pharmacy chains. So, he decided to set up Truelifesciences in 2012, selling natural health supplements supported by clinical studies. “Our business model focusses on independent pharmacies, ensuring that they have competitive products, as well as the right knowledge.”

With 2,800 independent pharmacies in Malaysia, based on statistics from the Malaysian Pharmaceutical Society, he works with researchers from around the world. Analysing and studying the efficacies of new discoveries or molecules, with imported active products Joe Pramesh manufactures the supplements locally.

When enquiries for his products increased, he knew he needed funds to expand. For small business, he states, when they approach banks, the focus is on their ability to pay back. “CGC looks at how viable the business is and how they can guide you, not only with funds but with relevant programmes, and links us to other entrepreneurs with similar challenges.”

In 2018 Truelifesciences obtained Flexi Guarantee Scheme (FGS) financing granted under BNM’s Funds for SME-All Economic Sectors Facility. “We upgraded all our multimedia equipment and ensured we are able to go live and produce in-house videos to communicate with our consumers quickly.” This turned out to be fortuitous as, in the last year, the main way to communicate during the lockdown was through mobile phones. They uploaded a lot of presentations and videos online, sharing them with their appreciative pharmacies who, in turn, shared them with their customers. Truelifesciences is already available in Thailand and Vietnam, and it has undergone three out of four levels of CGC’s Market Access Advisory programme. During the pandemic they penetrated the Indonesian market, too, with their products on online mall Blibli.

“After six months of the pandemic last year, in our minds it was over. We have to live with it, like another flu that will come but not go away.” In learning to understand the demands of the time, Joe Pramesh and his team grew confident and are now 110% ready to move forward.

Three years ago, when accountant Regina Selvaraj became a florist, she stood fast by her notion of having neither creditors nor owings. Instead, she prefers loans, government agency financing or business development initiatives.

She wanted to create something herself. Having been raised on a family-owned jasmine flower farm, she started Cool Florist & Gifts with her certified craft-making sisters in 2017. “But I needed funding,” She laments: “Even my cold room… cost me RM115,000.” In 2018 and 2019 she received CGC’s BizWanita-i financing to help her cashflow and expansion.

Other than wholesale and retail flowers, Regina extended her range to include accessories like balloons, wrappers and ribbons. She worked with third-party agents to decorate events and conduct workshops. She also set up an academy to introduce small-scale floristry to homemakers by providing the necessary supplies for them to grow home-based businesses.

Regina’s many ideas about growing her own business and helping local people were pre-Covid-19. After it struck, her business suffered. Temples shut, and her supplies of garlands and flowers halted. Events were postponed or cancelled. Even when the MCO was lifted, she had to pay more for her regular supply from Cameron Highlands due to worker shortage and increasingly frequent landslides.

It was difficult to meet rental and salary costs with her savings, not to mention agent commissions. The moratorium, especially for lorry instalments and rescheduled CGC payments, helped tide her over. But when a local bank rejected her loan application, she was referred to imSME. “With MyKNP funding, other than meeting my costs, I was able to pay larger deposits to my suppliers in Cameron Highlands to purchase flowers at a cheaper rate.”

Finding a post-MCO way forward, she used social media more for deliveries. She supplied customers with event packs, for families to decorate their events themselves. “I believe that if a business is not competitive, then it is not a business.” Regina never turns away a customer, as she trusts that people will always need celebrations, happy or sad. “They’ll be looking for me.”

For Anson Wang, business improved during the Covid-19 pandemic. As an HR analytics solution provider, Talentcloud.ai intends to reshape the world of human capital management. The modern, customised, easy-to-use software automates HR processes, reduces errors, and offers real-time records.

Competing with international providers, this start-up company, with 80 staff and offices in Singapore and Sydney, focuses on the needs of mainly medium-sized and large enterprises. Wang says the market has been very receptive, it doesn’t take much convincing to get clients to replace their decades-old current systems.

“We received more enquiries, closed more deals and had overseas companies offering to partner us in promoting our software in their markets.” However, the key challenge of the various extended movement restriction orders was cash flow.

After the first Movement Control Order (MCO) in March 2020, Wang did not expect the second one in January 2021. It became increasingly difficult to collect payments, placing the two-year-old company in a difficult spot.

“Although our applications to several banks were initially rejected, I am very grateful to CGC’s Financial Advisory Team that offered us alternatives.” They committed to exploring options with Wang, and sorting through documentation efficiently.

Wang appreciates the BizMula-i support, as it allowed Talentcloud.ai and their clients a reprieve to plan long-term. Uncertain of the future, Wang feels the financing offers back-up. “My greatest pandemic lesson is to have more cash in the bank, because you’ll never know what happens next month or next year!” The other revelation for him is accelerating digitalisation, a definite boost for his industry.

Despite diminishing teamwork dynamics, Talentcloud.ai staff now work from home and conduct online sales pitches and demonstrations. The company’s priority, however, is to improve payment methods. Instead of large upfront payments, Wang is studying the viability of collecting customer payments yearly, depending on the length of contract. “This will help reduce our clients’ cash flow burden, too.”