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Cosway’s global ambition(科士威的全球野心)

(2011-09-20 19:24:08)
标签:

ecosway

科士威

e科士威

成功集团

直销

杂谈

分类: ecosway

THE Berjaya group’s Cosway Corp Ltd is on track to realise its global ambition by establishing presence in two of the world’s largest economies – the United States and Japan – in the next few months as well as Europe later this year.    

    成功集团的科士威集团有限公司正在逐步实现建立世界上最大的两个经济体存在 - 美国和日本的全球野心 - 在未来数个月,以及欧洲今年晚些时候。

Already a major player in Asia Pacific, Cosway will begin operations in the US and Japan by end-May and August respectively.

   已是亚洲太平洋地区的主要参与者,科斯韦将开始在美国和日本的5月底和8月分别行动。

 Its venture into Europe will kick off in Britain in the fourth quarter of the year and subsequently in Germany early next year.

    它向欧洲企业将在英国揭开序幕在今年第四季度和随后在德国明年年初。

Founder and CEO Al Chuah is confident that Cosway's entry into major developed economies will catapult the multi-level marketing company into the global top three over the next one to two years.

    创始人兼首席执行官铝蔡博士相信,科斯韦进入主要发达经济体将进入弹射到全球前三位,在未来一到两年的多层次营销公司。 At present, it is among the 20 largest direct-selling companies in the world.目前,它是其中最大的20个直销公司在世界上。

To facilitate its aggressive overseas expansion, Chuah says the company has allocated RM47mil as capital expenditure (capex) for its financial year ending April 30, 2010 (FY10).

   为了方便海外侵略扩张,蔡博士说,该公司已拨出RM47mil作为资本支出(资本支出)为财政年度截至2010年4月30日(FY10)。

It will increase capex to between RM70mil and RM100mil in FY11.

这将增加资本支出和RM100mil之间RM70mil在FY11。 

Chuah says the capex will be financed by internally generated funds.

蔡博士说,资本开支将由内部产生的资金资助。

From left: Steve Spaulding, Al Chuah, Stephanie Davis and Sean Macdonald sharing a light moment at Cosway's headquarters in Kuala Lumpur. 左起:史蒂夫斯波尔丁,铝蔡博士,斯蒂芬妮戴维斯和肖恩麦克唐纳分享吉隆坡光时刻总部科士威的。

High growth 高增长

Setting up presence in China is the next breakthrough that Cosway is eyeing.

建立在中国的存在是下一个突破,科士威是虎视眈眈。

“We are still in the registration process and we expect to get the licence to operate in China by the second half of next year,” says Chuah. 

“我们仍然在登记过程中,我们期望获得许可在中国经营,在明年下半年,”表示蔡博士。 

Although Cosway does not have physical stores in China yet, it has already built a brand presence in the world's most populous country – thanks to the Internet.

虽然科斯韦没有在中国物理存储的是,它已经建立了一个世界上人口最多的国家品牌的存在 - 互联网感谢。

Consumers in mainland China have been buying Cosway products through eCosway – its global online shopping portal – with their orders being fulfilled by the Hong Kong operations.

大陆的中国消费者已经通过购买科士威eCosway的产品,他们的订单 - 其全球在线购物门户网站 - 正由香港业务实现。

Cosway is somewhat considered a latecomer in the Chinese market, compared with other international direct-selling companies such as Amway.

科斯韦有些认为在中国市场的迟到者,相比其他国际直销公司如安利。

But Chuah believes Cosway will catch up and gain a large share of the China market once it obtains a licence to operate there.

但蔡博士认为科斯韦将赶上和加深对中国市场的很大份额,一旦获得牌照经营。

“Our unique business model, which is very hard for our competitors or potential competitors to replicate, is the formula that will help us succeed,” explains Chuah, who founded Cosway in 1979. 

“我们独特的商业模式,这对我们的竞争对手或潜在竞争对手难以复制,是公式,将帮助我们成功,”解释蔡博士,谁创立于1979年科斯韦。

Cosway Corp Bhd was listed in the Malaysian stock exchange after Chuah sold the company to the Berjaya group in the mid-1990s.

科士威集团有限公司被列入马来西亚证券交易所出售后蔡博士在90年代中期该公司的成功集团。

However, Cosway Corp was taken private in 2007 as the management felt that the stock was not accorded a fair valuation although the business was growing fast.

不过,科士威公司在2007年被私人的管理层认为,股票是不给予公平的估值,虽然业务发展很快。

The market value was around RM400mil prior to the delisting.

市场价值约为RM400mil前摘牌。 

This compares with Cosway's current market value of more than RM1bil as a listed company in Hong Kong.与此相比,科士威的10亿令吉以上当前市场作为香港上市公司的价值。 Cosway was floated on the Hong Kong Stock Exchange last November via a reverse takeover of Berjaya Holdings (HK) Ltd.

科士威是漂浮在香港联合交易所通过一个成功集团控股(香港)有限公司于去年11月反向收购

Cosway's turnover recorded a compounded annual growth rate (CAGR) of 27% from RM382.22mil in FY06 to RM773.94mil in FY09.

科士威的营业额的复合年增长率在2006财年从RM382.22mil率(CAGR)为27%,在2009财年RM773.94mil。 

Its net profit, on the other hand, recorded a CAGR of 45% from RM19.79mil in FY06 to RM60.72mil in FY09.

它的纯利润,另一方面,录得45%来自RM19.79mil在2006财年复合增长率为RM60.72mil在2009财年。

For the six months ended Oct 31, 2009, Cosway posted a turnover of RM493.3mil and a net profit of RM53.53mil.

截至2009年10月31日的6个月,科士威公布了RM493.3mil营业额及纯利的RM53.53mil。 

Currently, about half of Cosway's turnover comes from its Malaysian operations.

目前,大约科士威的营业额有一半是来自马来西亚的业务。

 Overseas contribution is expected to grow significantly as the company makes inroads into major economies.

海外捐款预计大幅增长,使该公司成为主要经济体中取得进展。

“The success or failure of multi-level marketing is tied to the success of the products.

“成功与否多层次传销(在国外不存在直销一词,只有传销)的失败是依赖于产品的成功。 

So, the lifecycle of the products will implicate the lifecycle of the company,” Chuah says.

因此,产品的生命周期会牵涉到公司的生命周期,“蔡博士说。

That explains why Cosway keeps coming up with new products every other month.

这解释了为什么科斯韦不断推出新产品最多每隔一个月。 

For FY09, Cosway had in its stable around 1,750 consumer products – ranging from household, skincare and cosmetics categories, to health supplements, food, apparel and lingerie – compared with around 1,150 in FY04.

对于09财年,科士威在其稳定在约1750名从家庭消费产品包括 - ,护肤品及化妆品类,以保健品,食品,服装和内衣 - 大约1150相比,在2004财年。

“The wide range of products in our stable reduces our risk of over-dependence on any one product, and this is one of the key strengths that differentiates us from our competitors, most of which are highly dependent on just several key products to grow,” explains Chuah.

他说:“我们的产品在各种稳定降低我们的过度依赖于任何一种产品的风险,这是关键的优势是我们区别于我们的竞争对手,其中大部分是高度只是几个重点产品增长依赖一, “解释蔡博士。

Besides the wide range of products, he says Cosway's success is also due to its pricing strategy.

除了广泛的产品范围,他说科士威的成功也是因为它的定价策略。 

“The basic principle is to ensure all our products are priced competitively,” he says, adding that this is possible thanks to cost savings resulting from its economies of scale. 

“基本原则,是确保我们所有产品的价格竞争力,”他补充说,这是为了节省的费用可能导致其经济规模感谢。

Cosway's products are sourced mainly from established manufacturers within the region.

科士威的产品主要来源于老牌汽车制造商在该地区。 

This OEM (original equipment manufacturer) sourcing strategy, according to Chuah, has enabled Cosway to take advantage of external resources and expertise for product research and development (R&D).

这OEM(原始设备制造商)采购策略,根据蔡博士,使科斯韦利用外部资源和产品研究与发展(R&D)的专业优势。

In that sense, it's a win-win solution: Cosway can save on R&D investment and focus its resources on expanding market share, while for the manufacturers, “it's like striking gold” as Chuah puts it.

在这个意义上说,这是一个双赢的解决方案:科斯韦可以节省研发投入,重点拓展双方市场份额的资源,同时为制造商,“这就像打金”作为蔡博士形容。 

“Winning a contract to be a Cosway product supplier will secure them a stable flow of income,” he says. 

“赢得一份合同,是科士威产品供应商将确保他们有稳定的收入流,”他说。

Although Cosway prices its products comparatively lower in the market, the company is still able to maintain a healthy margin.

虽然科士威产品的市场定价相对较低,但公司仍然能够保持一个健康的保证金。 

Gross profit margin, for instance, has consistently stayed around 40% over the last five years.

毛利率,例如,一直徘徊在40%,在过去的5年。

“It is important to have a low-price strategy because we are not merely competing against other multi-level marketing companies, but we are also positioning ourselves to compete against all the hypermarkets, discount stores and pharmacies in town,” Chuah says, adding that Cosway has managed to raise the stakes of the game with aggressive sales promotion throughout the year. 

“重要的是有一个低价格的策略,因为我们不只是对其他多层次传销公司的竞争,但我们也作好准备,对所有大型超市竞争,折扣商店和药店在城里,”蔡博士说,加入这科斯韦已设法提高对与侵略,全年销售推广游戏的赌注。

Sending catalogues for promotional products bi-monthly to its members is Cosway's direct marketing strategy.

为宣传产品发送每两个月向它的成员目录是科斯韦的直销战略。 

In addition, the group's redemption and reward programme has been effective in helping the company retain customers and generate increased repeat sales.

此外,该集团的赎回及奖励计划已帮助公司留住客户并创造更多有效的重复销售。

Expanding base 拓展基地

Cosway currently has a global member base of more than 650,000 people.

科斯韦目前有超过650,000人的全球会员基地。 

The group claims that the base is growing rapidly with its active recruitment drive to build a diverse and expansive marketing force.

该组织声称,其基础是越来越积极招兵买马,建立一个多元化和市场力量迅速膨胀。

Another key to its success is its extensive distribution and retail network that provides consumers with convenient access to its products in all countries that it operates.

另一个成功的关键是其庞大的分销及零售网络,提供方便,以在所有国家,它的运作其产品的消费者。

In Malaysia, for instance, Cosway's outlets are now commonly found not only in residential and housing areas but also in hypermarkets, shopping malls and other commercial areas.

在马来西亚,例如,科士威的店铺已成为常见的,不仅在住宅和住房领域,而且在大型超市,购物商场和其他商业领域。

This new business model of moving away from the traditional direct-selling concept, with stockists acting as the distributor chain, to a “free-store” concept was introduced in 2008.

这正从传统的直销概念远新的经营模式,作为经销商代理批发连锁,在“免费商店”的概念是在2008年推出。

Chuah says the concept has been a key contributor to Cosway's total turnover as it has enabled the company to broaden its sales coverage.

蔡博士说,这一概念已成为关键因素科斯韦总营业额的,因为它使该公司能够扩大其销售范围。 

In addition, the concept has also enabled the group to manage its costs better.

此外,这一概念也使本集团能够更好地管理其成本。 

For instance, the group pays a commission of 10% to traditional stockists compared with 5% for store operators.

例如,该集团支付10%的佣金比传统的批发商店经营者5%。

In total, Cosway currently has more than 1,500 stores, with about half of them based in Malaysia, and the remainder in other major cities such as Australia, Brunei, Hong Kong, Taiwan, South Korea, Indonesia, Singapore and Thailand.

总共科斯韦目前有超过1500商店,大约有一半设在马来西亚,并在其他主要城市的其余部分,如澳大利亚,文莱,香港,台湾,韩国,印尼,新加坡和泰国。 It plans to increase the number of stores to around 2,500 by end-2011.它计划增加店铺数量约2500年底到2011年。

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