category award winners

category
award winners
THE JARDINE MATHESON GROUP
PRIDE IN PERFORMANCE AWARDS
The Pride in Performance Awards programme aims to
identify and recognize excellent business performances
from across the Jardine Matheson Group.
With the rapidly changing consumer landscape as
the backdrop, this year’s Pride in Performance Awards
have the customer at heart in each of the five award
categories.
All the five category winners this year have demonstrated
outstanding achievements – particularly in showing how
well they understand their customers’ needs – and have
been able to apply their insights to their operations so as
to achieve measurable results.
This booklet documents the teams’ achievements so as to
share their success stories throughout the Group.
10th March 2014
category
award winners
Customer Engagement
Serasi Autoraya, Indonesia
Inspiring Talent
Astra Honda Motor, Indonesia
Marketing Excellence
Maxim’s Caterers, Hong Kong
Innovative Ideas
Hongkong Land and Gammon, Hong Kong
Superior Growth
JLT Private Client Services, Singapore
1
customer engagement
Generating value for your
customers – offer them right
products and services, and
build relationships that result
in loyalty.
Serasi Autoraya, Indonesia
From Leasing to Logistics, TRAC Delivers a Successful Transformation
When the expansion of Indonesian mini-market chain, ALFAMART, to 5,700 stores
created delivery problems, TRAC-Astra Rent a Car (TRAC) came up with a bold plan to
support the chain’s logistics network. Instead of just leasing trucks to ALFAMART, TRAC
proposed that it take over the chain’s entire delivery system and transformed itself into
an integrated logistics and transportation enterprise.
A subsidiary of Astra International, TRAC is one of Indonesia’s leading transportation solution
providers. In keeping with its mission statement, TRAC went the extra mile to resolve ALFAMART’s
delivery dilemma, taking customer engagement to a new level.
TRAC implemented a pilot scheme, dubbed ‘Transformation Delivery System’, in May 2012 for the
Jakarta-Bogor-Depok-Tangerang-Bekasi area, which services seven distribution centres and contributes
about 45% of ALFAMART’s total performance.
To undertake its expanded role, TRAC had to radically reorganize its internal operations to meet the
chain’s demanding delivery schedules. A special task force was set up to oversee the recruitment and
training of new drivers. It also worked with ALFAMART to analyze its daily operations to overcome
delivery issues.
The pilot run proved to be a great success for both partners. Freed of its logistics responsibilities,
ALFAMART experienced immediate improved productivity, which has been reflected in its financial
results. By end 2012, the chain had increased net sales by 28%.
Building on this pilot success, TRAC has strengthened its partnership with ALFAMART. It now services
22 distribution centres around Indonesia, utilizing 1,540 vehicles and achieving transactions of
Rp210 billion (US$17.9 million) (year to date November 2013). Best of all, this has been achieved with
a zero accident rate.
3
inspiring talent
Propelling your talented
people forward through skills
training, value sharing, or
internal marketing and
communications.
Astra Honda Motor, Indonesia
Astra Honda Motor Commits to Nurturing Young Talent
PT Astra Honda Motor’s (AHM) unique talent development project, ‘Get Smart with
Red Wings’, successfully dovetails its twin objectives of creating a sustainable
long-term business with its social responsibilities as a leading corporate citizen.
A joint venture between PT Astra International Tbk and Honda Motor Company, AHM is licensed to
manufacture and sell Honda motorcycles throughout Indonesia. In a pioneering initiative, AHM worked
with the Ministry of Education and teamed up Indonesia’s vocational high schools to create a talent
development programme, aptly named ‘Get Smart with the Red Wings’, that offers a ‘Honda curriculum’
featuring the latest technology for students interested in pursuing a career as skilled mechanics.
This unique programme has great advantages for all concerned – Indonesia’s young generation benefit
from acquiring productive skills, while for AHM, the Get Smart Project both meets its corporate social
responsibility agenda of contributing to the country’s growth, and also providing a long-term sustainable
solution to shortages of skilled labour. With over 1,800 dealers, 3,600 service stations and 7,500 parts
shops throughout Indonesia, AHM needs over 17,000 skilled mechanics for its Astra Honda Authorized
Service Stations. In addition to creating a pool of trained talent with excellent career opportunities, the
Get Smart Project is also effective in reinforcing a positive brand image among Honda’s potential and
future customers.
Currently 116 schools run AHM’s Get Smart programme; in conjunction with the Indonesian Government,
AHM targets to enrol 1,400 schools by the end of 2016, giving AHM access to the 2,700 skilled
mechanics it needs to recruit each year. The project is expected to further bolster AHM’s dominant
market leading position.
5
marketing excellence
Seeking out exciting and
effective marketing strategies
or initiatives that have led
to commercial success.
Maxim’s Caterers, Hong Kong
Arome Arises Anew
When Maxim’s Group acquired Arome Bakery in 2008, the bakery chain was suffering
from a tired brand, with 13 out of 48 stores trading at a loss. Maxim’s immediately got to
work to reinvigorate Arome with a complete brand makeover.
As most of its competitors focused on traditional and European-style bakery products, Arome decided
to position itself as a premium Japanese bakery. The rebranding campaign covered the entire business
spectrum – in keeping with its new image as a vibrant, young and trendy Japanese bakery, several of
Arome’s stores were refreshed and redesigned as funky concept stores; new cake menus featuring
Japanese raw ingredients such as award-winning cheeses from Hokkaido were created in consultation
with a famous Japanese patisserie chef, Ms Chieko Go; and Japanese celebrities were engaged as
spokespersons for Arome’s products. These moves were supported by an extensive advertising and
PR campaign spanning conventional and social media, as well as online and mobile marketing.
The results were dramatic – sales revenue at the end of 2013 hit HK$411 million (US$52.7 million),
an 80% increase over 2010’s figures of HK$228 million (US$29 million). Additionally, transaction count
increased by 26%. Profits increased 3.4 times to HK$64 million (US$8.2 million) between 2010 and 2013.
And to top it off, every one of Arome’s 62 Hong Kong stores is now trading profitably.
Customers were impressed – 80% of respondents in a recent survey voted Arome as a ‘good’ or
‘very good’ brand. Over 70% of those surveyed associated Arome’s new image and positioning with
its enhanced brand image while 63% expressed increased purchase intentions.
Arome’s rebranding exercise was no small feat – having long been regarded as a local and traditional
brand, it was a big ask to have the consumer perceive Arome as a trendy Japanese brand. However,
Maxim’s marketing excellence delivered the results.
7
innovative ideas
Putting ideas into
action to achieve a new
milestone in results,
performances or
productivity.
Hongkong Land and Gammon, Hong Kong
The Forum – From Has Been to Prime Real Estate
Built in 1988, The Forum at Hong Kong’s Exchange Square was starting to lose its
edge in the face of increased competition. Tasked with reasserting Exchange Square
as a destination of choice for financial companies, Hongkong Land joined forces with
Gammon to re-create The Forum into a highly desirable piece of real estate.
The redevelopment of The Forum was complex and daunting – not only did the diminutive site pose
numerous construction constraints, the project had to be carried with minimal impact to existing
tenants. Rising to the challenge, the Hongkong Land team came up with the bold vision for a new Forum,
which was to be leased to a top calibre financial services company as Hong Kong’s first
single-tenant ‘boutique’ office building. Hongkong Land appointed internationally renowned
architectural firm Aedas to encapsulate the spirit of the project, and they designed an iconic
five-storey building that resembled a precious gemstone.
Determined to achieve more, Hongkong Land negotiated long and hard with the co-owners of the
Exchange Square complex and secured an additional unutilized space. As a result, the new Forum has
enlarged its gross floor area, and increased its lettable area by a significant 29%.
Gammon used its experience to devise creative solutions to overcome the site’s constraints,
introducing innovative construction methods and materials to build a larger yet lighter structure with
state-of-the-art energy saving initiatives. Not only was the new Forum completed on budget, the building
was handed over three weeks ahead of the agreed target, reaffirming Gammon’s reputation
as the market leader in advanced construction technologies.
The new Forum is today home to Standard Chartered Bank, which has signed a 12-year lease.
The building will contribute US$7.7 million in pre-tax profit to Hongkong Land, 32% more than the
targeted figure and ten times more than the old Forum. The project increased the Forum’s capital value
by US$163 million and achieved a post-tax IRR of 13.3%.
9
superior growth
Achieving superior
growth with consistent
outperformance over
the past three years.
JLT Private Client Services
Taking Small Steps to Achieve Big Gains
JLT Private Client Services (PCS) has proved that being careful and steady wins.
Instead of making one or two big bets, PCS’s strategy of aggregating several small but
significant initiatives covering every aspect of its business has made a big impact on the
bottom-line.
Established as a joint venture in 2006 between JLT and two local entrepreneurs, PCS’s business model
focuses on working in partnership with leading private banks to broker large life insurance policies –
known as Universal Life (UL) – for Asia’s fast-growing high net worth individuals.
In its early years, the onset of the global financial crisis meant that PCS struggled to meet its targets,
and in late 2010 PCS set itself the extremely challenging target of becoming the dominant player in the
Asian private ‘bancassurance’ market. To realize its goal, PCS initiated a proactive approach in securing
exclusive insurance products for private clients leveraging and building upon relationships from the JLT
and Jardines network.
Its first major break came when it was appointed sole global provider of HSBC Insurance’s proprietary highend UL product, Jade. Further initiatives to broaden its range of exclusive products led to appointments
by Great Eastern Life and the Bank of China Group Life – the latter offering the world’s first Renminbi
denominated product. Other moves included: designing and placing a total of US$58 million single
premium policies to provide UL cover for 23 senior executives of a large Chinese conglomerate – the largest
ever corporate UL deal in Asia; placing the market’s first US$100 million death benefit policy in March 2013
and following up on this coup with a further three US$100 million policies; and signing up relationships
with over 90% of major private banks in Asia.
These small but steady wins have added up. Over the last three years PCS has grown its revenue
by 286% to US$54 million, its profits by 283% to US$20 million and its premiums by 396% to
US$1.2 billion. Today JLT PCS has achieved its ambition of being recognized by leading banks and
insurers as the pre-eminent player in the industry.
11
2014 PRIDE IN PERFORMANCE AWARDS ENTRIES
customer engagement
Serasi Autoraya, Indonesia
From Leasing to Logistics,
TRAC Delivers a Win-Win Transformation
Zung Fu, Hong Kong
Zung Fu Revs Up in Top Gear
inspiring talent
Astra Honda Motor, Indonesia
AHM Commits to Nurturing Young Talent
marketing excellence
Honda Sales Operation, Indonesia
Honda Zooms Across Indonesia
innovative ideas
7-Eleven, Hong Kong and Macau
7-Eleven Innovates to Stay Fresh & Relevant
Astra Daihatsu Motor, Indonesia
ADM Saves Cost and Goes Green
Hongkong Land and Gammon, Hong Kong
The Forum – From Has Been to Stunning Landmark
Jardine Restaurant Group – PHD, Hong Kong
PHD Profits from Young and Trendy Branding
United Tractors, Indonesia
UT Reinvents Itself to Woo Indonesia’s
Construction Industry
superior growth
Mandarin Oriental Hotel Group
MOHG Ignites an Online Revolution
Cycle & Carriage Industries, Singapore
From Passive Support to Active Profit Centre
Maxim’s Caterers, Hong Kong
Arome Arises Anew
Jakarta Land, Indonesia
Re-energizing Jakarta Land
JLT Private Client Services, Singapore
Taking Small Steps to Achieve Big Gains
Mannings, Hong Kong
GNC Proves it’s Wealthy to be Healthy
Pamapersada Nusantara, Indonesia
PAMA Transforms to Outperform
Zung Fu, Macau
Zung Fu Roars Ahead to Deliver 1,000 Mercedes-Benzs
www.jardines.com

Download Report