Entrepreneur of the Month : Ms. Linda Lau
本月企業家:劉惠盈女士

Starting this month, InachamHK presents “Entrepreneur of the Month” where we will share insights from at least one of our members about his/her Indonesian business ventures. This month, we have Ms. Linda Lau, Director of PT. Ying Fat Hong Indonesia Plastic Manufactory and Managing Director of  Guangzhou Tianshi Plastic Material Ltd.

從本月開始,香港印度尼西亞商會將推出“本月企業家“介紹,我們將與至少一位商會會員分享他/她的印尼企業。這個月,我們請到了劉惠盈女士,她是PT·Ying Fat Hong Indonesia Plastic Manufactory的董事以及Guangzhou Tianshi Plastic Material Ltd的董事總經理。

What kind of business do you do in Indonesia?
你在印尼是從事什麼行業的?

We are a plastic material manufacturer dedicated in producing polymer material such as flexible polyvinyl chloride compounds, rigid polyvinyl chloride compounds and thermoelastic rubber compounds for nearly 40 years. We also process several types of remodified plastics. With our headquarter in Hong Kong and production plant in Guangzhou, China and new production capacity in Serang, Indonesia.

我們是一家致力於生產柔性聚氯乙烯化合物、硬質聚氯乙烯化合物和熱彈性橡膠化合物等高分子材料的塑料材料製造商,從業將近有40年的歷史。我們也加工其他幾種類型的改性塑料。公司總部設立在香港,在中國廣州設有生產工廠,並且在印尼的西冷有新的生產能力。

Why Indonesia?
為什麼選擇印度尼西亞?

Operating a traditional manufacturing business in China has been increasingly difficult and unsustainable in the recent decade, therefore Indonesia was an attractive alternative for us when we set up our operation in 2012.

Firstly, many of my downstream customers are located in Indonesia, due to the relatively efficient, young and lower-cost labour. As a semi-automatic factory, we are not too dependent on cheap labour, however being close to manufacturing customers in toys, shoes, aquarium facilities helps us gain an edge over our competitors.

Secondly, Indonesia is a blue ocean for my business, as I recently became the first local supplier for one of my customers that has set up their factory in the 1990s, and for the past 30 years they did not purchase locally because there were no local supplies. This is in stark contrast with China, where oversupply and price war is the norm for manufacturing businesses.

Thirdly ,even though I was born and raised in Hong Kong, I am part of a fifth-generation Indonesian Chinese family. Their involvement in various industries, from Toyota’s car component tier-one supplier, injection moulding factory, to education, agricultural, aviation, etc.  is a valuable resource and provides potential opportunities for our growth.

近十年來,在中國經營傳統製造業的難度是越來越大,也越來越不可持續。對我來說們印尼是一個非常有吸引力的選擇,所以我們在2012年在印尼開展了業務。

首先,我的許多下遊客戶都在印尼,因為那裡的勞動力相對高效、年輕且成本較低。作為一家半自動化工廠,我們不太依賴廉價勞動力,但在玩具、鞋子、水族館設施方面與製造客戶關係密切,有助於我們在競爭對手面前取得優勢。

其次,印度尼西亞對我的生意來說是一片藍海,因為我最近成為我的一個客戶的第一個當地供應商,這個客戶在上世紀90年代建立了自己的工廠,在過去的30年裡,他們沒有在當地採購,因為當地沒有供應。這與中國形成鮮明對比。在中國,供過於求與價格戰是製造業的常態。

第三,雖然我在香港出生和長大,但我是印尼第五代華人家庭的一員。他們涉足的行業從豐田汽車零部件一級供應商、注塑廠到教育、農業、航空等都是寶貴的資源,為我們的發展提供了潛在的機會。

What are the challenges?
面對哪些挑戰?

First and foremost the iconically traffic jam, which has been a problem for both its citizens and corporates.  Most of our staff are working in the factory area, while our marketing and engineering teams need to visit our clients and suppliers regularly. If the traffic is smooth, they can visit up to three or more companies a day, but when they hit the notorious “macet”, Indonesian language for traffic jam, they would be lucky to visit more than one customer a day. Fortunately, this deterioration of efficiency is partially compensated by the various electronic communication methods.

Secondly, the average cost of raw material is higher than that of China. Only a few of our raw materials are locally produced while others need to be imported from the US, Germany,  Korea, Thailand and Malaysia with a higher prices compared to China.

Thirdly, perhaps the most crucial one is the cultural gap between our Hong Kong and mainland Chinese managerial team with their Indonesian colleagues. Neither parties are communicating with their mother tongue but in English, that adds a layer of difficulty in exchanging ideas effectively. On top of that, the expectation of what pace work should be carried out is different.

That said, personally I see it as a blessing to be able to work between Hong Kong, Mainland China and Indonesia because I get to experience and understand both the advantages and disadvantages of these areas.  Challenges are often subjective, and it takes time and effort to overcome these differences and arrive at a solution. At least I find it interesting to confront these challenges in operating our business in Indonesia.

首先,也是最重要的就是交通擁堵,這對公民企業都是一個問題。

我們的大部分員工都在工廠工作,而我們的營銷和工程團隊需要定期拜訪我們的客戶和供應商。如果交通順暢,他們一天最多可以訪問三家或更多的公司,但當他們碰到臭名昭著的“macet“(印尼語:塞車)時,他們會”幸運“的每天訪問一個以上的客戶。幸運的是,各種電子通信方法部分彌補了低效的效率。

其次,原材料的平均成本高於中國。我們只有少數原材料是本地生產的,而其他原材料則需要從美國、德國、韓國、泰國和馬來西亞進口,價格比中國高。

第三,也許最關鍵的是香港和中國管理團隊與印尼同事之間的文化鴻溝。雙方都不是用母語來交流,而是用英語交流,這增加了有效交流思想的難度。除此之外,人們對應該以何種速度開展工作的預期也有所不同。

也就是說,我個人認為,能夠在香港、中國大陸和印尼之間工作是一種幸事,因為我能夠體驗和瞭解這些地區的優勢和劣勢。挑戰往往是主觀的,克服這些差異並達成解決方案需要時間和努力。至少我覺得在印尼經營我們的業務時面對這些挑戰很有意思。

What do you think about Indonesian in 5 years?
你覺得5年內印尼會怎麼樣?

In general, I am very optimistic with the development of this beautiful country. It is well known of its rich natural resources. What Indonesia needs is the right leadership from the government, which I think is getting better over the years. With the smooth succession of the President Mr Joko Widodo and his recent declaration of relocating the capital city to E. Kalimantan, we are expecting the country’s  to grow steadily with the upcoming investment in infrastructure and constructions. In the  future, the president has also given us hope in a more transparent business environment for foreign investors, with the launch of the governmental online system (OSS) which aims to remove bureaucracy and opacity in the process. To me the determination of the President to make things happen, and the results of his efforts are the most important factor for my business decision in the next five to ten years. As Indonesia currently stands, I think it is bound for growth in the next decade.

總的來說,我對這個美麗的國家的發展非常樂觀。它以其豐富的自然資源而聞名。印尼需要的是政府的正確領導,我認為這些年來政府的領導力越來越好。隨著佐科·維多多總統的順利繼任以及他最近宣佈將首度遷至加里曼丹,我們預計隨著基礎設施和建設投資的增加,該國經濟將穩步增長。未來,總統還未我們帶來了希望,為外國投資者創造一個更加透明的商業環境,,退出了政府在線系統(OSS),旨在消除這一過程中的官僚主義和不透明。對我來說,總統讓事情發生的決心、以及他努力的結果,是我未來五到十年商業決策的最重要因素。就印度尼西亞目前的情況而言,我認為它在未來時間內一定會增長。