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Bill Gates founded Microsoft in 1976 when he formed a contract with MITTS (Micro Instrumentation and Telemetry Systems) to develop a basic operating system for their new microcomputers. In the early days Bill Gates would review every line of code. He was also involved in several aspects of Microsoft’s business such as packing and sending off orders.

The big break for Microsoft came in 1980 when IBM approached them for a new BASIC operating system for its new computers. In the early 1980s IBM was by far the leading PC manufacture. However, increasingly, there developed many IBM PC clones; (PCs developed by other companies compatible with IBM’s). Microsoft worked hard to sell its operating system to these other companies. Thus Microsoft was able to gain the dominant position of software manufacture just as the personal computer market started to boom. Since its early dominance, no other company has come close to displacing Microsoft as the dominant provider of computer operating software.

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Dame Anita Roddick, DBE (23 October 1942 – 10 September 2007) was a British businesswoman, human rights activist and environmental campaigner, best known as the founder of The Body Shop, a cosmetics company producing and retailing beauty products that shaped ethical consumerism. The company was one of the first to prohibit the use of ingredients tested on animals and one of the first to promote fair trade with third world countries.

Roddick was involved in activism and campaigning for environmental and social issues including involvement with Greenpeace and The Big Issue. In 1990, Roddick founded Children On The Edge, a charitable organization which helps disadvantaged children in Eastern Europe and Asia.

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http://terlajakcomel.blogspot.my/2015/03/entrepreneurs-dato-aliff-syukri.html

http://myentrepreneurship2015.blogspot.my/2015/05/entreprenurial-traits-of-dato-aliff.html

http://nazreeahmad94.blogspot.my/2015/03/4-successfull-entrepreneurs-1dato-aliff.html

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He has managed to become entrepreneurs as early as age 25 years by establishing a cosmetics company D'Healthy Herbs Sdn. Bhd. Among the five characteristics of successful entrepreneurs who have inside Dato' Aliff Syukri is, initiative, versatility, decisive, perceptiveness and foresight.
D'Herbs Healthy Marketing was established in September 2010 in which they operate only in lots of shops on the 2nd floor with only one employee and has 4 main products; Foundation, slimming products, drinks Women's Health and Treatment Lipstick. Today they move a step forward with almost 90 new product lines with a total of 35 staff who helped launch the company trip.

Starting with only operates at level two Dato’ Aliff have moved in the store lot and had hired two lots of shops to launch a business and make it easier for all business partners deal. Now D'Herbs has become a brand that has gained a place in the hearts of consumers either in Malaysia, Singapore and Brunei, and he  also aim to become one of the famous cosmetic brand in Malaysia and neighboring countries, and expand its market to the whole world.
Dato’ Aliff  have been selling products with D'Herbs in magazines and newspapers such as the Weekly bestsellers in Malaysia Women, Midi, Family, Harmony, Metro, where their ads have been broadcast every week and it was a very big impact for a bussinessman. He has also been broadcast on national radio and got an overwhelming response. More encouraging D'Herbs also sponsored programs such as Akademi Fantasia great and Stars for Stars on Astro and TV3.

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SITI NOR AISYAH BT HARIS FADZILLAH

SHAHIRA NAZIRA BT SHAHROL RIZAL

ANIS SYAFIKAH BT MOHD YUSRI

SITI KHADIJAH BT ABDULLAH

NUR AIN BT RAMLEE

NUR SYAZWANI ATIFAH BT ABDUL FAROUQ

SRI JULIA NENGSE BT ACHMAD

AMIRA HANNANI BT ABDUL HALIM

SITI AMEERA BINTI AZAHAR

NURUL HAFIQAH BT

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Nine Characteristics of Successful Entrepreneurs

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Nine Characteristics of Successful Entrepreneurs

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By Ruchira Agrawal, Monster Contributing Writer

Have you ever thought about striking out on your own? After all, being your own boss can be an exciting prospect. However, owning a business isn’t for everyone. To be a successful entrepreneur, you must have -- or develop -- certain personality traits. Here are nine characteristics you should ideally possess to start and run your own business:

1. Motivation

Entrepreneurs are enthusiastic, optimistic and future-oriented. They believe they’ll be successful and are willing to risk their resources in pursuit of profit. They have high energy levels and are sometimes impatient. They are always thinking about their business and how to increase their market share. Are you self-motivated enough to do this, and can you stay motivated for extended periods of time? Can you bounce back in the face of challenges?

2. Creativity and Persuasiveness

Successful entrepreneurs have the creative capacity to recognize and pursue opportunities. They possess strong selling skills and are both persuasive and persistent. Are you willing to promote your business tirelessly and look for new ways to get the word out about your product or service?

3. Versatility

Company workers can usually rely on a staff or colleagues to provide service or support. As an entrepreneur, you’ll typically start out as a “solopreneur,” meaning you will be on your own for a while. You may not have the luxury of hiring a support staff initially. Therefore, you will end up wearing several different hats, including secretary, bookkeeper and so on. You need to be mentally prepared to take on all these tasks at the beginning. Can you do that?

4. Superb Business Skills

Entrepreneurs are naturally capable of setting up the internal systems, procedures and processes necessary to operate a business. They are focused on cash flow, sales and revenue at all times. Successful entrepreneurs rely on their business skills, know-how and contacts. Evaluate your current talents and professional network. Will your skills, contacts and experience readily transfer to the business idea you want to pursue?

5. Risk Tolerance

Launching any entrepreneurial venture is risky. Are you willing to assume that risk? You can reduce your risk by thoroughly researching your business concept, industry and market. You can also test your concept on a small scale. Can you get a letter of intent from prospective customers to purchase? If so, do you think customers would actually go through with their transaction?

6. Drive

As an entrepreneur, you are in the driver’s seat, so you must be proactive in your approaches to everything. Are you a doer -- someone willing to take the reins -- or would you rather someone else do things for you?

7. Vision

One of your responsibilities as founder and head of your company is deciding where your business should go. That requires vision. Without it, your boat will be lost at sea. Are you the type of person who looks ahead and can see the big picture?

8. Flexibility and Open-Mindedness

While entrepreneurs need a steadfast vision and direction, they will face a lot of unknowns. You will need to be ready to tweak any initial plans and strategies. New and better ways of doing things may come along as well. Can you be open-minded and flexible in the face of change?

9. Decisiveness

As an entrepreneur, you won’t have room for procrastination or indecision. Not only will these traits stall progress, but they can also cause you to miss crucial opportunities that could move you toward success. Can you make decisions quickly and seize the moment?

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1. An unwavering passion.
The advice to do what you love has become a bit of a cliché. Everyone says, "Find your passion." But that's easier said than done. Being an entrepreneur demands commitment and dedication -- more than most jobs do, I'd argue. If you're ambivalent or mildly enthused about your product or service, that's not going to sustain you through the highs and lows that will inevitably occur. If you find something you love enough to want to share it with others, that love will fuel and give you purpose.

2. Open-mindedness.
The most successful entrepreneurs I know never forget how much they can learn from others. They ask for advice. They're flexible. They soak up the best practices around them like a sponge. Fear of failure can make it easy to grip onto your vision with an iron fist, but rigidity won't serve you.

3. The desire to be an expert.
Entrepreneurs like a challenge. If they didn't, they'd probably have chosen another line of work. But as exciting as it is to consider a new field, high-achieving entrepreneurs know the benefits of staying in the same industry for a while are immense. When you spend years in the same industry, you learn its history. Knowing what's been done before can help you identify how it can and should move forward. In the meantime, you'll build a network of relationships to support you in future endeavors, especially when times are lean. Those relationships are invaluable.

4. A forward-looking approach.
Successful entrepreneurs are always thinking ahead. They may stray from their roadmap, and that's okay, but they have one in mind. Having a clearly established set of goals will keep you from getting stuck. Your goals may be constantly evolving, but if you don't know where you want to go, chances are, you won't get anywhere.

5. A constant flow of ideas.
Having one project that's doing well is great. But the successful entrepreneurs I know don't rest on their laurels. Instead, they're constantly asking themselves, "What's next?" They understand that being a successful entrepreneur is a lifestyle choice, not a destination

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Fashion designer Jimmy Choo rose to fame for the quality and style of his handmade women's shoes.

IN THESE GROUPS

FAMOUS PEOPLE NAMED JIMMY

FAMOUS PEOPLE BORN IN MALAYSIA

FAMOUS PEOPLE NAMED KEAT

FAMOUS PEOPLE WHO STARTED BUSINESSESShow All Groups

QUOTES“When I first started, my father wouldn’t let me make a shoe. Instead, he said: ‘Sit and watch, sit and watch.’ For months and months, I did that.”—Jimmy Choo

SynopsisFashion designer born in Penang, Malaysia in 1961, Jimmy Choo used the craftsmanship he learned from his father, also a cobbler, to create some of the most coveted shoes in the world.

Early YearsFashion designer. Born Jimmy Choo Yeang Keat in 1961 in Penang, Malaysia. The son of a shoe cobbler, Choo was immersed in the world of shoemaking from an early age. His father wanted him to follow in his footsteps and by age 11 Choo had made his first pair of shoes."When I first started, my father wouldn't let me make a shoe. Instead, he said: "Sit and watch, sit and watch." For months and months, I did that."After learning from his father about the craft of shoemaking, Choo made his way to England in the early 1980s to study at the Cordwainers Technical College in Hackney, where he graduated with honors in 1983.
Becoming Famous

Choosing to remain in England, Choo opened his first shop in Hackney in 1986 in an old hospital building. It didn't take long for Choo's reputation to build. Within two years of opening his shop, Choo's shoes were featured in an eight-page spread in Vogue magazine.

Soon, Choo became the darling of the celebrity world, in particular Princess Diana, who donned Choo's footwear seemingly everywhere she went.

But it was his relationship with Vogue that would prove to be instrumental in the rise of the Jimmy Choo brand. Despite the rise of his popularity, Choo was still a small operation, making just 20 hand-made pairs shoes a week. But Tamara Yeardye Mellon, an accessories editor at Vogue, who often hired Choo to make shoes for fashion shoots, sensed a larger market for Choo's creations. She approached the shoemaker about partnering to create a line of ready-to-wear footwear.

Together, Choo and Mellon quickly grew the business, keeping the focus on creating high-end footwear, but no longer relying on the idea that every single pair had to be made by Choo himself. They contracted with Italian factories and opened their first boutique shop in London.

By the late 1990s, Choo had stores in Los Angeles and New York and lineup of adoring Hollywood celebrities that included Julia Roberts and Renee Zellweger.

Going Out On His OwnBy the turn of the century, the Choo name was a global brand, with high-end retail clients that included Harrods and Saks Fifth Avenue carrying Choo footwear. The Choo brand had also expanded to handbags and other accessories.But in the background, all was not well. Choo and Mellon were at odds about the direction of the company. In what would become one of the more fascinating rifts in the fashion industry, Choo didn't think bigger was better. He questioned the quality of the shoes the company was making, and seemed to long for the days when he was back at his shop in Hackney making a small number of pieces of footwear for specific clients.In 2001, Choo sold his half of the company to Robert Bensoussan of Equinox Luxury Holdings for $30 million.Today, Jimmy Choo has returned to his roots at a small shop he opened in London, which serves as the headquarters for the exclusive Jimmy Choo Couture line. It's here that Choo crafts a small number of pairs of shoes each week and trains a select group of students on how to make high-end footwear.For Choo, a devout Buddhist, education has become a central part of his life. In recent years he has become an Ambassador for Footwear Education at the London College of Fashion and spokesperson for the British Council in its efforts to reach out to foreign students. Choo is also a recipient of the O.B.E. (Most Excellent Order of the British Empire).Choo, who has one daughter, resides with his wife, Rebecca in London.

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At 17, in 1943, Kamprad’s father rewarded him with a small sum of money for doing well in school, despite being dyslexic. With it, Ingvar founded a business named IKEA, an abbreviation for Ingvar Kamprad from Elmtaryd, Agunnaryd, his boyhood home.

The driving idea behind IKEA was, and is, that anyone should be able to afford stylish, modernist furniture. Kamprad felt he was not just cutting costs and making money, but serving the people as well.

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Rural childhood

Ingvar Feodor Kamprad was born on 30 March 1926, on a small farm called Elmtaryd near the village of Agunnaryd, in the Swedish province of Småland. To most present-day Swedes, the date and the names, in a famously rural region, resound of harsher times, when Sweden was agrarian and poor. They speak of hard work, frugality and egalitarianism rooted in shared poverty - values which would eventually enter the IKEA ethos.

Humble beginnings

Kamprad began his career at the age of six, selling matches. When just ten, he criss-crossed the neighbourhood on his bicycle, selling Christmas decorations, fish and pencils.

At 17, in 1943, Kamprad's father rewarded him with a small sum of money for doing well in school, despite being dyslexic. With it, Ingvar founded a business named IKEA, an abbreviation for Ingvar Kamprad from Elmtaryd, Agunnaryd, his boyhood home.

Shaping IKEA's flat-pack concept

Two years after starting IKEA, Kamprad began using milk trucks to deliver his goods. In 1947, he started selling furniture made by local manufacturers. By 1955, manufacturers began boycotting IKEA, protesting against Kamprad's low prices. This forced him to design items in-house.

Kamprad was also behind the simple, yet revolutionary innovation that is the flat pack. He began selling IKEA products in flat-pack form, from his own warehouses. Thus the basic IKEA concept - simple, affordable flat-pack furniture, designed, distributed and sold in-house - was complete.

The driving idea behind IKEA was, and is, that anyone should be able to afford stylish, modernist furniture. Kamprad felt he was not just cutting costs and making money, but serving the people as well.

Kamprad's business grew. And grew. IKEA expanded throughout Sweden, to Norway and Denmark, via Germany to continental Europe, and on to the ends of the world. When IKEA opened in Shanghai, 80,000 people visited the store. Today, there are over 300 IKEA stores in the world - in 38 countries. All this time, Kamprad has never borrowed money or issued a stock.

Did you know?

IKEA names

IKEA's furniture names may bewilder customers outside the Nordic countries, but they're based on an elaborate system.

Beds have Norwegian place names, sofas are named after Swedish towns, kitchen tables have Finnish geographic names, chairs mostly have male names, and rugs mostly have Danish names. Glasses and cups are given adjectives as names, and so on. Names are generally the same all over the world.

The IKEA Billy bookshelf index was introduced by financial company Bloomberg. Different countries' local prices of the bookshelf are converted into US dollars and compared to measure the purchasing power of different currencies.

According to the 2010 index, the bookshelf was cheapest in France at EUR 30 (USD 38.53) and most expensive in Israel at ILS 325 (USD 85.77). The average price in the 37 countries surveyed was USD 55.54.

Are the anecdotes true?

Anecdotes about Kamprad abound. When his father complained that Ingvar slept late in the morning, Ingvar got himself an alarm clock, set it for six o'clock, and yanked away the off button. According to Kamprad, we should all divide our lives 'into 10-minute units, and sacrifice as few of them as possible in meaningless activity.'

Until his death in 2018, Kamprad continued to travel the world to visit new IKEA stores. He flew economy class, called his employees 'co-workers', encouraged everyone to dress informally, stayed in cheap hotels and even replaced bottles from the hotel room mini-bar with cheap bottles bought in local supermarkets. He drove an old Volvo. He gave no interviews.

Critics of these stories say they seem intended to reinforce the company's no-nonsense brand and encourage cost-awareness among company staff. They point out that Kamprad may have been the world's richest man, that he owned several lavish houses around the world, and that it would be ludicrous to assume a man of such wealth would not have used any of it for private purposes.

At the top of the rich list

IKEA's elaborate ownership structure, with several off-shore trust funds that were controlled but not strictly owned by Kamprad himself, made it impossible to establish just how rich he was, but estimates frequently put Kamprad between number 1 and number 11 on the world rich list.

IKEA has dodged anti-corporate sentiments remarkably well. Few allegations of poor labour practices, bad environmental policies or arrogant customer service have tarnished the brand name.

IKEA quotes in international media

The Guardian (2004): 'On some Sundays in Britain, according to one estimate, almost twice as many people visit an IKEA branch as attend church; it has been calculated that 10 per cent of Europeans currently alive were conceived in one of Ikea's beds.'

The Economist (2006): 'Few tasks are more exasperating than trying to assemble flat-pack furniture from IKEA. But even that is simple compared with piecing together the accounts of the world's largest home-furnishing retailer.'

The New York Times (2009): 'IKEA plans to halt investment in Russia. [...] The announcement came after a rare statement by IKEA's 83-year-old founder in a radio interview that IKEA had decided not to solve problems by slipping money under the table.'

Room for further expansion?

Kamprad has been married twice. In his first marriage, to Kerstin Wadling, he adopted a daughter, Annika Kihlbom. In the other, to Margaretha Stennert, he had three sons: Peter, Jonas and Mathias. The three sons gradually succeeded their father, who had served as senior advisor at IKEA.

Is there room for expansion? Sure. After all, so far only a quarter of the world's nations have access to an IKEA store.

Jonas Fredén

Jonas Fredén is a freelance journalist. He has worked for Finanstidningen (Finance news), Sveriges Radio, Sweden's public service radio broadcaster, and the daily Dagens Nyheter.

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Founder of IKEA, Ingvar Kamprad - The Real Story

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Ingvar Feodor Kamprad was born on 30 March 1926, on a small farm called Elmtaryd near the village of Agunnaryd, in the Swedish province of Småland. To most present-day Swedes, the date and the names, in a famously rural region, resound of harsher times, when Sweden was agrarian and poor.

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Uniqlones ShareThis

On a typical Saturday, Uniqlo's Soho flagship serves about 24,000 customers.   (Photo: Jeff Chien-Hsing Liao for New York Magazine)Tadashi Yanai, the founder and owner of Uniqlo, is the richest man in Japan, worth over $9 billion. He has spoken openly about his ambition to surpass Spain’s Inditex, which owns Zara, as the world’s largest clothing retailer. To that end, Yanai is currently building a Uniqlo University in Tokyo, where he hopes to train 1,500 new store managers a year, who will fan out across the globe. He has discussed expanding by merger, and nearly succeeded in buying Barneys in 2007. Last year, he talked about buying the Gap.Yanai was in town recently to accept the International Retailer of the Year award from the National Retail Federation, which was holding its annual convention at the Javits Center. He was much in demand that day, mostly from the Japanese press. “He is like Warren Buffett in Japan,” says Shin Odake, Uniqlo USA’s COO. “He is on television all the time.”While teams of Japanese cameramen waited, Yanai met with me in a windowless press room. He wore thick glasses and had shaved his graying hair close, and he couldn’t have been more than five-foot-five. Speaking with a translator, he promised more U.S. stores “as soon as possible,” in San Francisco and L.A., and again in New York. When I asked Yanai about his aim to overtake Zara, which grossed about $11 billion in sales last year, he nodded and said, “Yes. By 2020, we’d like to be making $50 billion in sales, $10 billion in operating profit.”Though announcing domination plans is commonplace for “visionary” CEOs, industry watchers aren’t particularly skeptical.“Yeah,” says equity analyst Dairo Murata, who is based in Japan and follows the retail industry for the bank Credit Suisse. “It’s realistic. We’re in the Uniqlo era.”Uniqlo is a company that prescribes, records, and analyzes every activity undertaken by every employee, from Ahmed’s folding technique to the way advisers return charge cards to customers (Japanese style, with two hands and full eye contact). To some extent, management science is an element of all international companies, but Uniqlo’s obsession is more like a turbocharged version of kaizen, the Japanese concept that translates roughly as the continuous search for perfection. (Kaizen is often invoked in business schools when describing Toyota, though less so recently.) Uniqlo has a relatively flat power structure and encourages employees to suggest ideas for improving productivity. Experimentation, however, must go through the proper channels. There is a poster in every Uniqlo manager’s office outlining the “Ten Accountabilities.” No. 8 reads, “As a store manager, always follow company direction. Do not work in your own way.”Each morning at nine o’clock, employees at the Soho store practice working the Uniqlo Way, doing what they call “The Behaviors,” or the ways in which they are taught to interact with shoppers. General manager Kristi Brink oversees the meetings. Before arriving at Uniqlo, Brink had managed at Home Depot and the Sports Authority. “All companies have rules and guidebooks,” she says. “But Uniqlo is on another level entirely. There’s just a sense of urgency about everything in this place.”This morning, 30 “advisers” (as Uniqlo calls its employees who help customers) stand at the bottom of the stairs leading to the lower floor, with notebooks open and pens poised. Each is instructed to carry a notebook at all times, and to write down everything any manager tells them. A manager named Jose Campos begins the meeting by riling the crowd up with challenges, exhorting them to keep the New York Uniqlo store No. 1 in the company (“Paris, No. 2, is moving up, getting close!”); to move as many units per transaction as possible (“If it’s raining, offer them an umbrella”); and to keep “shrinkage,” or theft, to a minimum, by making sure customers know they are present.Within the company, Uniqlo is unusually transparent, informing every employee exactly how much business the store does on any given day, and in each department, down to the number of jeans sold. A four-foot-long chart of sales figures is posted in the employee break room. Campos announces that yesterday, sales were up 70 percent over what they were last year on that same day. (Uniqlo wouldn’t share sales figures, but a good day can easily top $200,000.)“Okay,” says Campos, “let’s turn to our partners and go through the six standard phrases.”Every day, at every Uniqlo worldwide, customer advisers repeat what are known as “the six standard phrases,” which they are expected to use while on the floor. The advisers pair off, and repeat after Campos:“Hello, my name is Uniqlo, how are you today?”“Did you find everything you were looking for?”“Let me know if you need anything. My name is Uniqlo.”

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http://www.telegraph.co.uk/fashion/brands/the-plain-truth-uniqlo-boss-tadashi-yanei-explains-his-plans-for/

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The plain truth: Uniqlo boss Tadashi Yanai explains his plans for world domination

Tadashi Yanai, Chairman and CEO of Fast Retailing of Uniqlo CREDIT: GETTY

Kate Finnigan, fashion features director

12 MARCH 2016 • 12:28PM

As he approaches old age, Tadashi Yanai, the most successful businessman in Japan at an estimated worth of about $15.4 billion, has a few more goals yet to meet. Nothing too taxing: merely to make his clothing-retail company the biggest in the world – it is currently the fourth – with the soundest ethical values, that’s all. Last year he set his manufacturing and retail company, Fast Retailing, which owns the clothing brand Uniqlo, the adrenalin-inducing target of five trillion yen ($44 billion) per year sales by the year 2020. And yet biggest is not enough. The older Yanai gets, the more heart he wants to put into his business. ‘I’m quite old now. My life is ending, and before I die I have to do something,’ he tells me with more levity than these words might suggest. ‘What we say and what we do need to be equal. This is the most important thing.’

Yanai, a married man with two adult sons, one of whom works for Uniqlo, doesn’t look like someone ready to quit this mortal coil any time soon. Short, sturdy and round-faced in a blue suit (he usually wears +J from a Uniqlo collaboration with the German designer Jil Sander), he is 67 and full of vigour. He starts off interviews briskly and gradually thaws into if not warmth, then at least cheerfulness, I’ve met him twice in the past year, both times in the boardroom adjoining his office on the 31st floor of Tokyo Midtown, the second highest tower in the Japanese capital. And despite the distancing nature of an interview translated through earphones by two interpreters sitting at the other end of a long table (he speaks and understands English well, but for the purposes of accuracy prefers to answer in Japanese), there is no mistaking his drive.

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Vivy Yusof | Co-founder of Fashionvalet
Fashion Valet is a online fashion e-commerce site founded by Fadzarudin Anuar and Vivy Yusof. Their mission is to elevate the local fashion scene, and this is apparent by bridging Fashion Valet's online customers with local products and brands listed on the website.They are inspired by the online shopping culture when they were in London (in particular, ASOS).In 2010, they decided to give it a shot with an initial capital of RM100,000, a three-man team (there was a third partner involved) and only 10 labels; FashionValet was born.

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Vivy Yusof is the perfect poster child of the modern, Malaysian woman. Young, smart, beautiful, and stylish. Married with two kids, she's also one of Malaysia's biggest internet celebrities, taking over Southeast Asia one Instagram post at a time, and with an army of dedicated online followers. And to cap it all off, she founded and runs a successful startup that has rocked the Southeast Asian shopping scene.

She and her husband, Fadzarudin Anuar, started Fashion Valet (FV) in 2010, a fashion, e-commerce site that brings homegrown, high-end designers closer to consumers. Back from studying in London, Yusof and Anuar got frustrated during a shopping trip - driving from shop to shop, in heavy traffic under the rain. It was that kind of inconvenience that sparked the idea of bringing online shopping to Malaysia.

Yusof approached designers, asking them to create ready-to-wear pieces for FV. "They were skeptical at first but I urged them to try. I basically introduced the idea because RTW for designers was not that big in 2010," she said. From a MYR100,000 ($24,195) capital, 10 designers and a staff of 20, FV grew to 500 brands and hundreds of staff in just six years with offices in Kuala Lumpur, Singapore, and Jakarta.
Not everything comes easy
The success of Yusof's personal blog translated into hundreds of thousands of followers on her social media accounts which meant clients. "They were my only customers when we first started. Maybe, they only bought for the first time just to support me," she added. Her readers had been with her since 2008. This she says, became an edge against their competitors.

Two years into the business and after doubling their revenue, Yusof felt comfortable. However, big competitors started coming to Malaysia and she recalls that it made her feel anxious. "When I read the news about them coming, I remember thinking that it would be the death of us because they are bigger," she admitted.

It resulted to one of the most memorable mistakes they did as a young company. Trying to beat their competitors at their own game, they opened FV to almost anyone who wanted to sell through it. "Our standards went down, we lost our brand identity, so it was a bit confusing for me."

After this misstep, Yusof and Anuar decided to go back to their roots. It cemented their niche in Southeast Asia as a premium fashion destination and a direct, slightly more affordable connection to local designers. Yusof says she relies on her direct, almost personal link to the customers who are mostly her followers on social media.
The Millennial Trend
Yusof, as the face of the brand, does most of the marketing and PR for their company. She doesn't believe in other people doing it for them or using too much of their budget, paying for advertisements. "The only person who knows the brand better is me. I think it [marketing] comes from blogging. I use my Instagram a lot to market [FV] and that's where the creative side of me comes out," she says.

She finds social media to be extremely potent, something the older generation might find hard to grasp. Their clientele is mostly women between the ages of 20-40 - right in the cross-section of internet-savvy generations. It again comes back to knowing and having a connection with her customers which gives her an insight on what they want next. "People get bored easily nowadays. It prompted us to have daily new arrivals. I would say the hype goes very fast. A big launch this week will be forgotten the next," she says. "It's a very fast moving industry so we constantly have to come up with something new. Customers are smart. They compare and read."

Yusof also stars in her own reality TV show called Love, Vivy which follows her daily life. She admits that it helps with their sales as it is a "soft-sell" way of marketing their brand not just in Malaysia but in neighbouring countries where it airs as well.
Online to Offline
People usually hear of brick and mortar stores opening their online shops, but Fashion Valet did the opposite as a response to customer clamour. FV now has a store in Kuala Lumpur and along Orchard Road in Singapore, with another store in KL set to open this October.

It's here that Yusof is choosing to innovate with her brand, capitalizing on the rise in number of women donning the hijab. Under FV, Yusof devied a muslimah urban lifestyle label called dUck, which offers hijabs and soon, some home items and stationery. The name comes from Yusof's own blog and has its own store in one of KL's swankiest malls. The idea came about after she started wearing the hijab and found it hard to find a store that sells all colours in different fabrics. "I wanted a store where they are always available and not sold out - that was the plan."

The dUck label often runs out of stock on certain colours, much to Yusof's disappointment. "To me, sold out doesn't always mean good. To me, that means, we could have sold more but we didn't have the supply. So we are constantly adjusting our quantities," she added, saying dUck's success was also unexpected. With limited edition collections coming out only months apart, lines outside dUck have become a common sight.
Where to next?
Following investments from Malaysian internet company MY EG and Silicon Valley's Elixir Capital, Japan's largest e-commerce company Zozotown has decided to invest on Fashion Valet as well, providing monetary and strategic contributions.

Yusof hints on more collaborations with designers and celebrities coming up, as well as an expansion to Thailand.

She admits to being impatient but there is going to be a bit of waiting on her part this year as the tech side of FV is being improved. In the next few months, they aim to localize their website according to each country they have a presence in and even launch a mobile application. Until then, her fans and loyal customers will have to wait along with her.

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The Malaysian Businesswoman Using Personal Branding To Build An Empire

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Vivy Yusof is the perfect poster child of the modern, Malaysian woman. Young, smart, beautiful, and stylish. Married with two kids, she's also one of Malaysia's biggest internet celebrities, taking over Southeast Asia one Instagram post at a time, and with an army of dedicated online followers.

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Hi everyone!! Wahhh!! A good starting point by your group.

Ikea, Tan Sri Tony Fernandes, Neelofa??

What makes them very successful in their field? What drives them to become entrepreneurs?

Keep up with the discussion!

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Tan Sri Tony fernandes
http://tunegroup.com/
https://www.youtube.com/watch?v=kDE26h0CYgs
http://www.asianentrepreneur.org/12-strategies-of-success-from-airasias-founder-tony-fernandes/
http://www.asianentrepreneur.org/12-strategies-of-success-from-airasias-founder-tony-fernandes/
http://www.bbc.com/news/business-11647205

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How John Hanke started Pokemon Go
http://www.cnbc.com/2016/07/27/how-john-hanke-the-mastermind-behind-pokemon-go-got-his-start.html

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How John Hanke started Pokemon Go
http://www.cnbc.com/2016/07/27/how-john-hanke-the-mastermind-behind-pokemon-go-got-his-start.html

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Neelofa Bussiness

http://naelofarhijab.com/pages/about-us

https://en.wikipedia.org/wiki/Neelofa

http://www.thestar.com.my/business/business-news/2016/08/15/overseas-sales-of-neelofar-hijab-to-triple-with-new-london-store/

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Why shoppers find it so hard to escape from Ikea: Flatpack furniture stores are 'designed just like a maze'

If you've ever found yourself hopelessly lost in an Ikea store, you were probably not alone.

The home furnishing chain's mazy layouts are a psychological weapon to part shoppers from their cash, an expert in store design claims.

The theory is that while following a zig-zag trail between displays of minimalist Swedish furniture, a disorientated Ikea customer feels compelled to pick up a few extra impulse purchases.

According to Alan Penn, director of the Virtual Reality Centre for the Built Environment at University College London, Ikea's strategy is similar to that of out-of-town retail parks - keep customers inside for as long as they can.

'In Ikea's case, you have to follow a set path past what is effectively their catalogue in physical form, with furniture placed in different settings which is meant to show you how adaptable it is,' he said.

'By the time you get to the warehouse where you can actually buy the stool or whatever's caught your eye, you're so impressed by how cheap it is that you end up getting it.'

While its stores have short-cuts to meet fire regulations, shoppers find the exits hard to spot as they are navigating their way through displays of flat-pack furniture, he added.

'Also you're directed through their marketplace area where a staggering amount of purchases are impulse buys, things like lightbulbs or a cheap casserole that you weren't planning on getting.

'Here the trick is that because the lay-out is so confusing you know you won't be able to go back and get it later, so you pop it in your trolley as you go past.

'It's not like somewhere like John Lewis where everything has a logical lay-out and you know you'll probably be able to navigate your way back to the same spot again.'

Alongside its reputation for good, cheap design, Ikea's distinctive labyrinth has been phenomenally successful with 283 stores in 26 countries and profits of £2.3 billion last year.

The sometimes gruelling strategy - dubbed 'more like S&M than M&S' by Prof Penn - is similar to that employed by out-of-town shopping centres to attract customers then keep them in side for hours on end, he added.

Studies at the Bluewater centre in Kent found that shoppers spent an average of just over three hours inside, with a significant number spending eight hours at a time there.

Malls are subtly designed to keep shoppers moving around the retail floor, rather than towards the exit, while the frequent need to drive to the middle of nowhere means visitors are encouraged to make a day of it.

Along with familiar cafes and play areas, a common design is the 'dog bone' mall, where a large store at either end - such as Marks & Spencer or Debenhams - is attracted at knock-down rent, while smaller stores like Next or Mothercare cluster in-between to take advantage of the custom they generate.

Supermarkets use similar tactics, according to Prof Penn.

'They couldn't get away with having shoppers going in one single route like Ikea, so what they do is put popular purchases like milk and bread at the far end of the store so you have to walk past shelves of other products on the way.'

He has a 'nightmarish' vision of a clothing store like Primark directing shoppers on a single route through the store, passing displays of different styles of outfits en route, but questions whether the Ikea template would work on the high street.

'It would be interesting to have customers go past lots of mannequins showing different lifestyles the clothes were meant to inspire before they actually got to try them on, but so far no-one's tried it.'

However Prof Penn said the trend was towards more subtle techniques, with new city centre malls having better links to surrounding shops while supermarkets devised more sophisticated tactics for targeting their preferred customers.

Ikea denied that its store layouts were designed intentionally to bewilder customers.

'Our furniture showrooms are designed to give our customers lots of ideas for every area of the home including your kitchen, bedroom and living room,' said Carole Reddish, Ikea's deputy managing director for the UK and Ireland.

'While some of our customers come to us for a day out to get inspiration for every room, we appreciate that others may have looked at the Ikea catalogue or online offer, have a specific shopping list in mind and would like to get in and out quickly.

'So to make it easier for those customers, we have created shortcuts.'

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Why shoppers find it so hard to escape from Ikea: Flatpack furniture stores are 'designed just like a maze'

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If you've ever found yourself hopelessly lost in an Ikea store, you were probably not alone. The home furnishing chain's mazy layouts are a psychological weapon to part shoppers from their cash, an expert in store design claims. The theory is that while following a zig-zag trail between displays of minimalist Swedish furniture, a disorientated Ikea customer feels ­compelled to pick up a few extra impulse purchases.

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SMARTER WAY OF USING SMALL SPACES BY IKEA-nazira

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SMARTER WAY OF USING SMALL SPACES BY IKEA-nazira

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UNIQUE IKEA WAY ON APPROACHING SHOPPER -nazira

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UNIQUE IKEA WAY ON APPROACHING SHOPPER -nazira

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It is known as the "IKEA effect," and actual scientific study has been dedicated to it. However, even a non-scientist can watch the IKEA effect in action by attending a garage sale somewhere on Earth this weekend where someone is selling a piece of IKEA furniture that they built themselves. Statistically speaking, the seller of that used piece of furniture will ask more for it than one might otherwise expect and be far less willing to negotiate on the price than the average garage sale seller.

Though many stand-up comedy routines have been built on the premise that building IKEA furniture is a good way for a consumer to destroy their happiness, sanity and relationship, as it turns out, consumers end up liking their IKEA furniture better at the end because they had to build it themselves.

An interesting factoid to keep in mind: If for no other reason, it flies in the face of the most common advice on building customer loyalty. When it comes to building good customer experience, specific pieces of advice can vary, but everyone agrees, more or less, that, first and foremost, the retailer's job is to make the consumer's life easier. If they have to work for it once, they won't come back again.

IKEA customers know that, if they go back again and buy a new piece of furniture, they are going to have to build it. And yet, those customers keep going back. The work is part of the attraction. It's a little counterintuitive, but IKEA makes it work.

In fact, one might be tempted to say that "out-of-the-box" thinking is kind of IKEA's thing - both literally and historically, given how it sells its furnishings, and currently, given the interesting twists and turns IKEA has taken this year. The Swedish seller of all things DIY home is working hard on a renovation project of its own.

"We are undertaking a total conversion of IKEA from a traditional brick-and-mortar retailer to a multichannel retailer with the stores at the heart," said Chief Executive Peter Agnefjäll in a recent interview.

And that big, multichannel conversion has meant a lot of new and, for IKEA, different developments as it pushes forward.

For example...
The Power Of The Pop-Up
While most of us think "furniture" when we think of IKEA, the brand also attracts a good deal of excitement for its food - particularly the meatballs. Which means it comes as little surprise that IKEA has pushed more focus onto its food sales efforts this year.

Currently, food makes up about 5 percent of IKEA's overall revenue, and the company has recently taken a creative approach to driving sales, setting up pop-up cafes in London. The restaurant serves up some of what one might expect - Scandinavian food and produce (though no meatballs) - with some upgraded twists, like offering breakfast in bed or classes to teach the British to cook meals free.

Also, in keeping with the DIY spirit that IKEA has come to be known for worldwide, the pop-up food shop also includes The Dining Club. According to reports, The Dining Club is a fully immersive DIY restaurant that allow members of the public to cook meals for up to 20 friends and family, supported by their very own IKEA sous chef and maître d'.

"Our research has found that more of us want to host dinner parties but feel that they are unable to do so. With the launch of The Dining Club, we hope to create the perfect place to bring people together to enjoy a meal from beginning to end without the stress," IKEA's Jordi Esquinas noted in a statement.

Whether the pop-up food shop will gain any traction remains to be seen. Agnefjäll told Financial Times it is "too early to say" if the concept would be repeated elsewhere, but so far, the single London location has gotten high marks.

And while the recent food-related pop-ups have gotten a lot of press, IKEA has spent much of 2017 using the pop-up format to innovate on its store design.

Earlier this year, at a pop-up location in France, IKEA shoppers were able to scan items into a digital shopping cart via their phone's camera. At checkout, the app combines the total purchase and creates a QR code that is scanned at checkout instead of the individual items.

It may not seem like a massive change, but as anyone who has ever put a large item into a cart barcode side down can attest, it is a small change that can utterly change how a shopper experiences commerce that day.

"When you think about the whole of the mCommerce piece, how you are combining the online experience and how people act in the store, and you start providing services that make sense, giving the customer the power to decide what to do and where to take the next step is what we are looking at," said Victor Bayata, global head mobile solutions at IKEA. "What we need to do, and this is again the formula that everyone tries and tests, is that we need to understand our customers' needs and wants."
Changing The Face Of The Organization
While pop-up shops and locations have become interesting labs for retail innovation, as 2016 is drawing to a close, it is becoming clearer how those experiments are now being baked into the design of IKEA stores.

For example, IKEA has recently begun rolling out centrally located click-and-collect points. These smaller locations - 20,000 square feet - allow customers to collect online orders and carry a limited range of products for immediate purchase. It is not exactly the same as the QR pop-up, but it is clear how exactly it draws from the same inspiration of looking to streamline the customer experience.

"What we can see is a pattern that we are curious and we are ambitious about growth. We are constantly trying to interact with customers in a way that suits them. Where that takes us, we don't know," Agnefjäll told FT.

The company opened its first click-and-collect location in Pamplona, Spain, in March 2015 and went on to open an additional three. In this year alone, it has opened 19 click-and-collect points. By comparison, in 2016, IKEA only built 12 "classic showrooms."

And those click-and-collect points are also conceived as data centers, according to IKEA's CEO, that can help the company better understand what sorts of products it ought to stock and how different factors, like location and distance from home, affect customer purchases.

IKEA believes it has a product for everyone currently living indoors and that the mobile era gives it a plethora of ways to connect customers to those objects. And when IKEA talks about a building project, everyone probably should listen. It is the world's leading expert on DIY.

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IKEA, Getting Experimental And The Power Of The Pop-Up | PYMNTS.com

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It is known as the "IKEA effect," and actual scientific study has been dedicated to it. However, even a non-scientist can watch the IKEA effect in action by attending a garage sale somewhere on Earth this weekend where someone is selling a piece of IKEA furniture that they built themselves.

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5 Ways Mark Zuckerberg Took Risks, for Better or Worse

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5 Ways Mark Zuckerberg Took Risks, for Better or Worse

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https://www.entrepreneur.com/article/254923

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When B.J. Novak, best known for exec producing, writing and starring as Ryan on "The Office," teamed up with Dev Flaherty to create a mobile application that allowed people to create lists and share them with others, they gave it a playfully anti-tech name: " The List App." But following its late-2015 debut, more than 150,000 users have signed up to create some 250,000 lists on the app, using only their iPhone keyboards. Today at TechCrunch Disrupt NY 2016, the founders announced they're rebranding the app with a friendlier name by simply calling it li.st. The app is also arriving now on Android, with a web launch soon to follow.

In case you missed it the first time around, the idea with li.st was to offer a simple platform for sharing lists, which could be of anything you wanted - a list of the best restaurants or bars, top travel tips, entertainment suggestions or recollections (like "albums that changed my life") or even just funny time-wasters.

Lists are not only a popular medium for written content on the web because they're easy to peruse without feeling like you're committing to reading a long essay, they're also ideal for mobile because they can be digested in a brief period of time.

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The app's debut was aided in part by getting a number of notable names on board, including Lena Dunham, Mindy Kaling and Snoop Dogg, along with publishers like The NYT, Washington Post, Slate, The New Yorker, TED, The Onion, PBS, Vox and others.

Having so many well-known accounts to follow initially made people believe the app was an attempt at aggregating high-quality content from around the web for the rest of us to follow - or worse, some thought it could be another example of a Hollywood actor's attempt to capitalize on fame to establish a presence in the App Store, à la the Kardashians' mobile empire.

However, li.st isn't about either of those things. What ended up happening is that the app attracted a community who took to the list-making format as a form of self-expression - something that fit in between the brevity of using Twitter and the sometimes longer blog posts found on sites like Medium.

Lists, after all, seem approachable. Ask someone to write an essay about a topic and they balk. But ask them to make a list of superlatives or tips or anything else, and all of a sudden, the ideas flow.

It's almost as if lists can trick people into becoming writers.

The app, explains Flaherty, lets you write and get your thoughts out without having to worry about the structure of those thoughts.

And by making writing more accessible, the type of content that people share becomes more personal, too. Today, users are sharing things like favorite jazz albums, tips for new grandparents, "being a fat girl in a skinny world" or "names men call me that make me uncomfortable," for example.

"Self-expression is the core use of this product," Flaherty says.
"We've really tried to embrace the strength of the community. We're always trying to come up with new ways to get people exposed to new people they might like," he adds, hinting at the personalization features the team plans to ship in a future release.

That being said, having celebrity accounts on the app is not a bad thing. It gives people interesting content to follow right away.

Celebrity has opened doors for the company, too, Novak admits.

"But at the end of the day, it will not take you the distance," he says.

Celebrity didn't score him his co-founder either, as it turned out. In fact, Flaherty had never watched "The Office" and had to ask his wife who Novak was.

But Novak says he appreciated that Flaherty didn't treat him like a celeb, but rather a guy with a good idea that wasn't great yet.

"I was ready to be the least smart person in the room," he says, of getting into the tech world, which he still - even after being immersed in it for six months - characterizes as "glamorous."

"Ideas are front and center," Novak says of the industry. "Being star struck by someone who is actually inventing the future...that, to me, is so much more interesting than someone who has a slightly different take on a horror movie."

The founders also disclosed they had raised $2 million in seed funding for the app last year.

Li.st's web version is due in around four to six weeks. This will allow users to type out their thoughts using a computer keyboard, instead of tapping on a mobile phone's small screen.

However, the new Android version is live today, to complement the previously launched iOS app.

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B.J. Novak's "The List App" rebrands to li.st, arrives on Android

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When B.J. Novak, best known for exec producing, writing and starring as Ryan on "The Office," teamed up with Dev Flaherty to create a mobile application that allowed people to create lists and share them with others, they gave it a playfully anti-tech name: " The List App."

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7 min read

Opinions expressed by Entrepreneur contributors are their own.

Do you know about the founders of Twitter and their story? The Twitter story is CRAZY. You can read about it in the book, Hatching Twitter, by Nick Bilton. It reads like a murder-mystery book, except without the murder and mystery. But it's really entertaining. What I loved most about it is that it showed the realness behind one of the most successful startups of all time. It showed the true personalities of those involved, and the struggles they went through, and how they dealt with it. One of the founders written about in the book who I've grown to respect and admire is Biz Stone. By all accounts, he is a real, ridiculously smart, and in-tune entrepreneur.

A few months ago a really cool app was brought to my attention by my good friend and app guru Mike Gold. Mike is an uber nerd who loves to geek out to the latest and greatest apps. He told me I had to check out this amazing photo sharing app called Super and that it was created by Biz Stone, one of Twitter's founders.

I downloaded the app and fell in love.
PRO TIP: If you are looking for a list of new, innovative apps, hit Mike Gold up on twitter @michaelgold Q: Photo sharing apps seems like such a competitive space. Why did you decide to get in on that sector? . Related: How Poker Is Like the Startup World, From a Real Pro Q: How would you differentiate Super from other photo-sharing apps?
I got the chance to meet up with Stone, and ask him some questions about the app and some other really cool stuff:
Q: Your design for Super is so badass. What, who, or what style inspired the design?
A: Super isn't about sharing photos, even though you can. It's more of a celebration of mashup culture and a nod back to my own roots-I started out as an artist and then became a technologist. You can very clearly see the inspiration for Super in Barbara Kruger 's work. Super turns everyone into an artist and it's fun. That's why I decided to create Super-for fun. If something is fun, then people are more likely to use it. If lots of people use it, then it has the potential to become important.
Q: Super has such an innovative design. What was the design process like?
A: Super is differentiated by some intangible things like its "out there" style that isn't like any other app, and its offbeat branding and attitude. More tangible differentiators for Super are the constraint of the starters-Super forces people to begin their statements with a word or phrase of our choosing. Also, instead of being precious about the photo, we lay the statements right on top in big, bold, capital letters.
Q: Amazing products sometimes come out of pivots. For instance, Twitter came out of some of the team working on Odeo. Is Super something like that for Jelly Related: Product Hunt Thrives As a Startup Showcasing Startups Q: What is a lesson you learned in the past that you applied to Super? ? Q: Twitter literally changed the world. Many startups say they want to change the world, but you actually did. Do you think that Super is going to change the world?
A: The design for Super was inspired by the artist Barbara Kruger. In our first prototype, the only starters were THE BEST, THE WORST, THE CRAZIEST, and THE SEXIEST. Those are the beginnings of superlative statements which is where we got the name Super. Also, people who know me know that this design fits my personality. My love of art, my background in graphic design, and my style of putting forth emphatic points of view make the design of Super a kind of manifestation of my personality.
Q: You co-founded one of the most successful startups to date. You now have a killer app that seems to be gaining a crazy amount of traction. What advice can you give young startups trying to get their first win?
A: The design process of Super was to go for quirky, offbeat, and fun. Also to make it easy for everyone to be an artist. We started by looking at some work by Barbara Kruger and had a mantra of "don't be precious." In other words, go ahead and break the mold-be different, stand out, do whatever it takes to create something fresh that people will enjoy using.

A: Jack [Dorsey] and I took a two-week break from Odeo to hack together a prototype for Twitter because Odeo wasn't firing people up and we wanted to do something fun. It was similar with Jelly and Super, except there is more of a connection. Jelly was doing OK but not firing people up. Many folks either didn't have or didn't want to ask questions on Jelly. What they did love, however, was answering questions-especially when they were of the opinion variety. So we thought, hell, let's ditch the questions and just let people share emphatic opinions. We went from there. However, when Jelly works, it really works. Also, there are a bunch of people who use Jelly and get great results so we're going to continue to support the application.

A: The lesson I learned in the past that I applied to Super is that if something is fun, then it's more likely to be used by people. Then, if lots of people use it, Super has the potential of becoming important. It's always about people, not technology. When a lot of people gather with help from technology, amazing things start to happen. All of this starts with fun. As Eames famously said, "Toys are not really as innocent as they look. Toys and games are preludes to serious ideas."

A: I have no expectation that Super will change the world. In fact, I've decided not to come up with some slick and pithy marketing description for Super. I'm certainly not going to proclaim that Super is the most innovative thing ever or that it's going to change the world. It's not, it's just fun. We're having fun building it, people are having fun using it. For now, we're gonna see where this plan takes us.

A: There is a lot of advice I'd give to young startups but if I only had one piece of advice to give, I'd say the most important thing to have is emotional investment. In other words, love the product you're working on because that's what will carry you through the times when everyone is telling you it's a stupid idea that will never work. With emotional investment, you don't even hear those comments. Without it, they can eat away at you and might convince you to give up too early.

Wow. I love this guy. And I love Super. I'm addicted to it. For whatever reason, the app is curating a really positive stream of cool pictures and experiences. Check it out yourself here. It's totally free. HUSTLE ON.

Related: Why I Back Eric Ries Over Peter Thiel

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Twitter Founder Has a New App and It's Super

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7 min read Opinions expressed by Entrepreneur contributors are their own. Do you know about the founders of Twitter and their story? The Twitter story is CRAZY. You can read about it in the book, Hatching Twitter , by Nick Bilton. It reads like a murder-mystery book, except without the murder and mystery.

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5 SECRETS MARKETERS CAN LEARN FROM FACEBOOK’S CEO MARK ZUCKERBERG

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5 SECRETS MARKETERS CAN LEARN FROM FACEBOOK’S CEO MARK ZUCKERBERG

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https://www.marismith.com/think-like-zuck-secrets-marketers-can-learn-from-facebooks-ceo-mark-zuckerberg/

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https://en.wikipedia.org/wiki/Jan_Koum

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https://ms.wikipedia.org/wiki/Aliff_Syukri_Kamarzaman

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http://www.forbes.com/profile/mark-zuckerberg/

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tak lah

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HI GUYSSS!!!