Empowering Product Management

Despite a significant body of research that explores why new products succeed or fail, few studies have examined how product managers — the people who are responsible for product development and who coordinate engineering, sales, and other groups involved in product launches — affect a firm’s ability to churn out compelling items. Drawing on a four-part survey of nearly 200 product managers across a range of industries, the authors of this paper found that superior communication skills, an understanding of customers’ needs, and technical know-how are imperative for product managers. But these skills alone aren’t sufficient. If product managers aren’t given the proper authority to manage cross-functional projects that involve engineering, sales, and marketing teams, they can become marginalized and ineffective.

Survey respondents were asked a series of questions about how their role as product managers was defined, how they were evaluated, what level of authority they had, and what other groups within their companies they worked with. The questionnaires revealed that the job’s two most important requirements were product and customer knowledge. The biggest obstacle, the authors found, was difficulty working with other divisions, such as sales, R&D, and executive management. In addition, according to the survey, product managers felt that they wasted too much of their days on internal meetings and short-term projects. Indeed, although their role is usually defined as overseeing products from conception through fruition, the product managers surveyed spent only a small fraction of their time on strategic initiatives, such as interacting with customers (14 percent of their time) or working on long-term strategic planning (25 percent).

The authors argue that successful product managers can best gain more power by showing they deserve it; for example, by demonstrating to the sales or engineering department that it works to the department’s benefit when product managers are the key contact on projects. This is important for the organization, because when a product manager is given more authority and a clearly defined role, he or she can more easily act as a true general manager for the products and, hence, maximize the products’ chances to succeed.

Bottom Line:
Product managers play a vital role when given the strategic responsibility for a product’s success and the flexibility to easily work with engineering and sales teams as well as upper management.

Brand Building, Beyond Marketing

Consumers are becoming more suspicious of traditional branding. Here are five steps to regain their trust.

Not so long ago, brands were in the limelight. They were seemingly powerful, and virtuous. Any inconvenient truths were hidden by glossy packaging and one-way, big-bang marketing campaigns. Now, as organizations become ever more transparent, people can see behind the marketing facade and are questioning what they are told. Trust in brands has diminished and consumers are more likely to view brands cynically, and to feel uncomfortable with brands’ desire to control. This has created a challenge for many brand owners, because they are ill equipped to cope with greater openness. But the most innovative companies are recognizing the way perceptions are changing, and are adapting their branding strategies accordingly — in some cases, reinventing them entirely.

In the past, it was marketing departments that burnished the products the company produced and made them appealing to customers. But marketers are increasingly turning away from traditional advertising and focusing on direct communications with consumers. (See “The Promise of Private-label Media,” by Matthew Egol, Leslie H. Moeller, and Christopher Vollmer, s+b, Summer 2009.) More broadly, many enlightened organizations are moving branding entirely away from communications and toward connecting strategy, culture, and a wider stakeholder involvement. They recognize that branding is a process that is too important to be left just to the marketing or communications department. These organizations have understood that brand building (even if the terminology of branding is not used) is a participative process involving the whole organization and is the responsibility of all employees. The Netherlands-based finance group Rabobank, for example, which operates in 48 countries and has nearly 60,000 people servicing 9.5 million customers, communicates through traditional media, but it also recognizes that its strength is rooted in its closeness to customers, that its brand is built primarily in the everyday contacts that people inside the bank have with members. It is in this continuous dialogue between customers and employees — both online and offline — that the company’s brand is always evolving. Even the company’s visitor policy for its new headquarters reflects this ideal: Anyone who is accredited by the bank is allowed to wander freely throughout the building.

Similarly, the Danish toy company Lego Group, which we have spent many years researching, has recognized that its brand is not created by the marketing department, but instead by the larger organization in its interactions with customers and other stakeholders who have become part of its community. Like many other organizations, Lego built its business through a controlled approach to intellectual property. It conducted market research to understand how its customers thought about it, developed innovative products based on the information it derived, and created marketing communications campaigns to build the brand. However, as computer games grew in popularity, the company feverishly tried to adapt to new trends and opportunities in the marketplace. The result was that the brand became increasingly irrelevant, as people lost track of what it stood for and confused employees struggled to deliver a trusted Lego experience.

The revitalization of the Lego brand was not a master stroke by the marketing department, but the result of a close dialogue with key stakeholders spearheaded by a new CEO, Jørgen Vig Knudstorp, who took office in 2004. He realized that customers, who were using and adapting — and in some cases infringing upon — the Lego Group’s intellectual property, were not threatening the brand, but were actually redefining it. (See “The Promise (and Perils) of Open Collaboration,” by Andrea Gabor, s+b, Autumn 2009.) One of the secrets of Lego’s ability to engage its stakeholders with the brand is that it took advantage of the small opportunities that emerged along the way: from giving consumers the “right to hack,” to inviting small groups of passionate consumers to headquarters to work with the designers on new ideas, to the new CEO accepting the invitation to talk to the brand community on their turf. Many of these small openings have later had significant implications. By opening itself up to an active involvement with these enthusiasts, the company has been able to tap into a rich vein of innovative thinking and has been able to once again make the brand relevant.

A New Role for Branding

The Lego Group is an interesting example of open innovation, but it is more than that. It indicates a significant shift in the way we think about brands and points to a future that will be radically different — one in which brand building will involve all stakeholders, and where managers will have to give up the idea of control over a brand and accept instead a fluid, uncertain world where a brand evolves in dialogue with others. This in turn will require both openness and trust.

Although we might argue that the very essence of brands is about trust — in the sense that consumers should be able to trust the promise that a brand name makes — in reality trust has often been missing. Organizations have trusted neither their customers nor their employees. As Francis Fukuyama notes in his book Trust: The Social Virtues and the Creation of Prosperity (Free Press, 1995), the “assumption that trust does not exist in the system” contributes significantly to the high cost of doing business in certain business sectors and societies. When there is a want of trust, organizations spend much time and effort watching and monitoring what people do. Brand delivery is jeopardized by the constraints placed on employees, who respond to the lack of trust either by finding ways around rules and procedures or by telling managers what they want to hear.

A similar situation exists with regard to consumers. Rather than being open and participative with consumers, many organizations assume that the people buying their products and services can’t be trusted. Not surprisingly, this is reciprocated. The market research firm Young & Rubicam found that the percentage of brands that consumers consider trustworthy plunged from 52 percent in 1997 to 22 percent in 2008. (See “The Trouble with Brands,” by John Gerzema and Ed Lebar, s+b, Summer 2009.)

How, then, can trust be engendered? Trust has to be earned over time through the experience of promises delivered, which means less of a focus on telling people about how great your brand is and more on building relevant content. This requires openness. Some businesses already do this. Patagonia Inc., the outdoor sportswear brand, trusts its employees and its customers, because it understands that all stakeholders are wedded to the vision of the brand, and it encourages them to take part in an open dialogue about the organization. Rob BonDurant, Patagonia’s VP of marketing and communications, says that honesty is what built the Patagonia brand both with employees and customers. He argues that the culture of honesty helps to tear down silos internally and to connect the brand with its customers. Another example is the Dutch insurance company Interpolis, which decided that instead of asking customers to provide receipts and questioning their claims, it would trust them. Former Interpolis executive board chairman Piet van Schijndel (now a member of the board of directors of Rabobank) said in a speech that the company “had to let go of the old-fashioned concept of an organization built on mistrust and rules. Instead, we started focusing on trust between people; between ourselves and our customers and between the management and the staff.” The result was not only greater operational efficiency, but also a decline in the number of claims.

We would suggest that brand executives, instead of relying so much on the rhetoric of persuasion, should instead work to trust those around them and become active participants in nurturing brand dialogue by fostering brand communities and sharing the knowledge gleaned from these encounters inside the organization. The 2009 Spanish, European, and World soccer club champion, FC Barcelona, practices this approach. The club, which is owned by its 170,000 members, encourages interaction. Chief Executive Joan Oliver i Fontanet says that who runs the club and how the team plays is determined in a dialogue with members. The club’s slogan, més que un club (“more than a club”), recognizes this strong sense of community and involvement. This approach moves brand building beyond marketing, and integrates it into the very fabric of the organization and how it connects with the outside world. If branding can be re-branded, so that it comes to be seen as both substantive and trustworthy, it will help to better connect organizations with customers and other stakeholders.

Five Imperatives to Regain Trust

As the shift from a marketing communications–driven approach to brand building toward an organization-wide, participative approach gathers pace, managers will have to become aware of some new imperatives — but also some new dilemmas and challenges.

1. Content not communication. It is what you produce and how you deliver it that matters if you want to build a relationship with customers. Advertising is sexy, PR is influential, and design is uplifting; but it is the substance of what you do that matters most. As media fragments and services become more dominant, the way companies interact with people and the products and services they deliver will increasingly influence consumers’ perceptions of brands.

2. Mind your language. Be aware that the language of branding is a turnoff inside many organizations, and that the hyperbole of marketing communications is increasingly ineffectual. Now that we are all creators through Facebook and YouTube and blogs, we better understand the language of persuasion. Increasingly, we can also see through organizational facades to the reality, so more transparency is required.

3. Let go. The brand is not something that can be controlled by managers. It is employees and increasingly customers who self-manage brands. Managers and writers have long been seduced by the idea that marketing plans can be developed and implemented in a vacuum, but the reality of our socially mediated world is that brands are created by a diverse group of people.

4. Open up. There is a greater requirement to make the brand open to the influence of others. In the future, the required expertise of a brand manager will be to listen, to absorb, and to share. Traditionally this receptivity to the outside world has been derived from market research, but the movement toward co-creation has led to the direct involvement of consumers in defining products and services and the way brands are delivered. The most important mental shift here is to stop seeing users as an object and to start seeing them as a source of creativity and value creation.

5. Just do it. As Nike’s famous slogan implies, accept that there will be successes and failures. Learn from open source practices, and experiment. The emergence of new approaches to branding doesn’t require organizations to change their whole modus operandi. The point is to try things; to experiment with openness and to find out how the culture and strategy of your organization can best engage with customers.
Opportunities and Dilemmas

The world of brands is changing fast. Whereas in the past brand managers lived in a structured and seemingly predictable world, they now have to cope with a loss of power, a requirement to be continually adaptive, and the need to trust others. This brand new world is one of freedom, yet managers have to confront a number of challenges: greater transparency increases the volume of stakeholder interactions, co-creativity provides input but also resistance from the conservatism of many brand enthusiasts, and more dialogue can undermine the coherence of the brand.

There are no easy solutions to these challenges, but we should pay attention to Joan Oliver i Fontanet’s argument that brand building (perhaps like soccer) is an art that requires intuition and a willingness to adapt to ever-changing circumstances. That is much easier when you have a clear idea of what your brand stands for, and when you have a certain style of play. Then you can encourage experimentation and discovery within a framework as the brand moves from one state of uncertainty to another. This new freedom has the potential to inject dynamism into brands, so that they become continuously innovative and create real value.

How often should I replace my car's shock absorbers?

They should be checked once a year, usually in conjunction with a wheel alignment. Under normal conditions, shocks wear out gradually and you may not notice incremental losses in ride quality, handling and control. Some signs that your vehicle may have worn shocks include excessive bouncing, rocking back and forth, drifting or nose-diving while braking, swaying, or cupping wear on the tires.

If your driving habits warrant it or you drive a truck or SUV you might consider upgrading to premium shocks. Premium shocks are superior to regular hydraulic shocks because air in the shock is replaced by pressurized nitrogen gas. This prevents bubbles from forming in the hydraulic fluid. These bubbles, called foaming, reduce the ability of shocks to provide resistance and prevent bounce. Gas shocks also quicken the response of a shock's movement, thereby increasing comfort and control.

How often they need to be replaced is determined by how you drive your vehicle, where you drive, and the type of vehicle. Check your owner's manual/or with your mechanic for a recommendation specific to your vehicle.

Myvi LE

Perodua Myvi LE

A new Perodua Myvi called the Perodua Myvi Limited Edition (Myvi LE) will be launched tomorrow. The new Myvi will be available in three colours – Ivory White, Ebony Black and a new colour Dazzling Red, which is pictured above.

The new Dazzling Red colour has a decidedly pink hue to it, obviously targeted at ladies who are considering buying the current Myvi.

The Perodua Myvi LE will only be available with an automatic transmission. It is based on the 1.3 liter Standard Automatic model but equipped with additional trim. The female target audience is made even more apparent with the new MD Aminar Rashid Salleh commenting that lady drivers place great importance on vanity mirrors in their cars, thus the inclusion of a vanity mirror on both the driver and passenger side.

The LE has new trim colour and fabric, door inner handles, an “LE” carpet mat, and decorative cubic printing on both the centre cluster and the door trim armrests. There’s also dual airbags for the people at the front. The radio has USB and Bluetooth connectivity. On the outside, Perodua has fitted the Myvi LE with smoked clear rear combination lamps (straight from the Myvi SE), “LE” badging and side door moldings.

Treat it as an additional accessory package to fit onto the 1.3 Standard Automatic model, since the LE is a RM1,700 premium over the 1.3 Standard AT. It’s priced at RM48,600 for metallic paint colours and priced RM500 cheaper for the solid colours.

UPDATE #2: Perodua are also selling four accessories which are being pushed with this new Myvi LE but can also be equipped to all models of the Myvi including retrofit to existing Myvis. They are 1) Chrome door handles – RM175, 2) Tinted film for all glass – RM1300++, 3) A car seat organiser to hang behind your front seats – this allows storage of magazines, 2 bottles of water, etc – RM78.80, and 4) a blue lighting set for the floor and luggage area – RM231.

Experts Speculate Exora Hybrid..?..

This is a covered up Proton Exora snapped by reader Zai today on the North South Highway near the Proton City exit. Looks quite normal actually even down to the wheels, until you look at the side where you begin to notice some livery.

According to Zai, the livery had a big ‘hybrid’ word. I can’t really see it in these photos but considering the light green and light blue stripes that we can see as part of the livery, it kinda fits the hybrid theme. I guess this means that a hybrid Exora is now here in Malaysia. Proton revealed in the past that a hybrid Exora had existed in the UK and that it would eventually bring it back here to Malaysia.

A promotional poster at Proton’s recent 25th anniversary dinner (available below) reveals more details on Proton’s alternative fuel vehicle endeavors.


According to Proton, their EV project started in November 2008 with a team of technologists dispatched to Lotus Engineering UK to develop two EV cars. One was a Proton Persona with a longer range, faster acceleration and higher maximum speed while the other was a Proton Saga EV with basic performance for urban city driving needs.

It’s hybrid vehicle efforts started in September 2009, with an Exora-based “serial digital hybrid electric vehicle” demonstrator to be used for performance evaluation, testing and safety assessment. This could be the car we are seeing above?

Tiger-hoo???

...and sooo...as Tiger Woods got out of his new Beemer convertible at a gas station on his way to the Irish Open,his tee fell off his pockets,to a grouchy gas attendant's voice..Yikes mate!!wot fell off yer pocket then???...Tiger replied...Err itsa Tee man...Wotsit then..asked the attendant again...Err..its to hold yo balls when you drive ..man...Tiger replied...Damn!!said the attendant...these BMWs think of everything dont they!!!!huhu...

..and in a different league...

For The Satria Neo offers reasonable handling and it's well kitted out

Against It's short on cabin space and safety features, and the price is too high. The ride is firm and running costs are high
Proton Satria Neo Hatchback
Experts says
1 out of 5 stars

It handles well and looks the part, but it's too flawed in too many areas – and too expensive – to compete with the best


The Proton Satria Neo Hatchback full review Read in full

* Performance
3 out of 5 stars
Reasonable, but not as quick as some rivals
* Ride & Handling
3 out of 5 stars
Decent handling, but firm ride
* Refinement
1 out of 5 stars
Lots of noise from all sources
* Buying & Owning
1 out of 5 stars
Not cheap enough to buy or run
* Quality & Reliability
1 out of 5 stars
Interior looks and feels cheap
* Safety & Security
2 out of 5 stars
Short on safety kit
* Behind The Wheel
1 out of 5 stars
Switchgear awkwardly placed
* Space & Practicality
1 out of 5 stars
Too short on headroom
* Equipment
3 out of 5 stars
All cars come well stocked

or The Gen-2 is smartly styled inside and out and, thanks to Lotus’s input, it rides and handles well. Prices undercut those of mainstream rivals by a hefty margin

Against The Gen-2’s cabin is marred by abysmal quality, an awkward driving position and a shortage of rear headroom. Engine refinement is poor and residual values are weak
What Car? says
1 out of 5 stars

Cheap to buy, fairly well equipped and with fine handling, but the Gen-2 is too lacking in quality and refinement to recommend



The Proton GEN-2 Saloon full review Read in full

* Performance
2 out of 5 stars
The 1.6 engine gives adequate pace
* Ride & Handling
3 out of 5 stars
Tidy handling and a decent ride
* Refinement
1 out of 5 stars
Not a quiet place to be
* Buying & Owning
2 out of 5 stars
Cheap, but residuals are poor
* Quality & Reliability
1 out of 5 stars
Feels cheap and badly put together
* Safety & Security
1 out of 5 stars
Only top models have side airbags
* Behind The Wheel
1 out of 5 stars
Awkward driving position
* Space & Practicality
2 out of 5 stars
Decent boot; short on headroom
* Equipment
3 out of 5 stars
Respectable kit for the money


Proton GEN-2 Saloon 1.6 Persona 4dr

* Summary
* Data & Specs
* Photos
* Videos
* Reader reviews
* Range
* Compare

What does it cost?

Price
£10,995
Target Price
£10,429
Fuel per 100 miles
£12
CO2
157g/km



For The 1.6 engine is quick enough for most people's needs, and the saloon comes with a similar amount of equipment to the GSX trim on the hatchback.

Against You don't get side airbags, which are standard on the GSX hatchback. And, of course, being a saloon, this is less versatile than the hatchback.
Experts say
1 out of 5 stars

The saloon is less versatile than the hatchback and there's less kit on this model than on the equivalent hatch, so we'd recommend going for the five-door instead.

Key facts

0–60mph
12 secs
Top speed
118 mph
Average mpg
42.8
Tank range
471 miles





Hyundai

For The i30 doesn't cost much, but it has lots of luxury and safety kit, generous passenger space and a five-year, unlimited-mileage warranty.

Against It's bland inside and out, and not as classy as the best cars in this class.
Hyundai i30 Hatchback
Experts say
4 out of 5 stars

A competent small family car with an outstanding warranty package. Solid, if a little uninspiring. Don't bother with anything more than the most basic model.



The Hyundai i30 Hatchback full review Read in full

* Performance
4 out of 5 stars
Small but adequate engine range
* Ride & Handling
4 out of 5 stars
Firm but civilised
* Refinement
3 out of 5 stars
Some engine and road noise intrudes
* Buying & Owning
4 out of 5 stars
Affordable, but no big discounts
* Quality & Reliability
3 out of 5 stars
Solid, but not the classiest
* Safety & Security
4 out of 5 stars
Excellent safety kit throughout
* Behind The Wheel
3 out of 5 stars
Limited steering wheel adjustment
* Space & Practicality
4 out of 5 stars
Roomy for passengers and bags
* Equipment
4 out of 5 stars
All models are well equipped




Volks Polo

It combines a comfortable ride with secure handling and is one of the classiest superminis around. The cabin is spacious and most versions are well priced.

Against The base models get underpowered and noisy 1.2-litre petrol engines. A Ford Fiesta is much more fun to drive.
Volkswagen Polo Hatchback
Experts say
5 out of 5 stars

The Polo isn't as much fun as some supermini rivals, but few are as desirable. It's also roomy, affordable to buy and run and should hold its value well, making it our 2010 Supermini of the Year.



The Volkswagen Polo Hatchback full review Read in full

* Performance
3 out of 5 stars
Varies wildly, so choose carefully
* Ride & Handling
3 out of 5 stars
More safe and secure than fun
* Refinement
4 out of 5 stars
Some engines let it down
* Buying & Owning
5 out of 5 stars
Affordable and strong residuals
* Quality & Reliability
4 out of 5 stars
All versions look classy
* Safety & Security
4 out of 5 stars
ESP is standard across the range
* Behind The Wheel
4 out of 5 stars
Looks and feels great
* Space & Practicality
4 out of 5 stars
Spacious and airy
* Equipment
4 out of 5 stars
Cheaper trims are pretty basic

Prices start at pound sterling 9790..

our random car reviews..

For The 3 Series Convertible drives as well as it looks, and is superbly built. There's a choice of excellent petrol and diesel engines, and resale values are strong.

Against Rear-seat and boot space are compromised by the folding roof. Prices are high.
BMW 3 Series Convertible
Experts says
4 out of 5 stars

As good to drive as any 3 Series, and refined with the roof up or down. The superb engines deliver strong performance, but good economy and low emissions keep running costs down.



The BMW 3 Series Convertible full review :

* Performance
5 out of 5 stars
Swift or blisteringly quick; you choose
* Ride & Handling
5 out of 5 stars
Drives as a 3 Series should
* Refinement
4 out of 5 stars
Little to complain about
* Buying & Owning
4 out of 5 stars
Expensive, but a sound buy
* Quality & Reliability
4 out of 5 stars
A good reputation on both counts
* Safety & Security
4 out of 5 stars
A better bet than a soft-top
* Behind The Wheel
4 out of 5 stars
Better view than in most cabrios
* Space & Practicality
3 out of 5 stars
Mediocre rear-seat and boot space
* Equipment
4 out of 5 stars
Plenty supplied; plenty more optional



For The 3 Series Convertible drives as well as it looks, and is superbly built. There's a choice of excellent petrol and diesel engines, and resale values are strong.

Against Rear-seat and boot space are compromised by the folding roof. Prices are high.
BMW 3 Series Convertible

As good to drive as any 3 Series, and refined with the roof up or down. The superb engines deliver strong performance, but good economy and low emissions keep running costs down.




The BMW 3 Series Convertible full review Read in full

* Performance
5 out of 5 stars
Swift or blisteringly quick; you choose
* Ride & Handling
5 out of 5 stars
Drives as a 3 Series should
* Refinement
4 out of 5 stars
Little to complain about
* Buying & Owning
4 out of 5 stars
Expensive, but a sound buy
* Quality & Reliability
4 out of 5 stars
A good reputation on both counts
* Safety & Security
4 out of 5 stars
A better bet than a soft-top
* Behind The Wheel
4 out of 5 stars
Better view than in most cabrios
* Space & Practicality
3 out of 5 stars
Mediocre rear-seat and boot space
* Equipment
4 out of 5 stars
Plenty supplied; plenty more optional


Volks Eos


For The Eos is good to drive, has plenty of rear-seat space, a classy image and superb build quality. It goes from coupe to cabrio in a jiffy and has a sliding sunroof incorporated into the roof.

Against Prices are steep compared with some rivals', but that's about it.
Volkswagen Eos CC
Ezperts says
4 out of 5 stars

Smart-looking, great-driving cabrio with top-drawer refinement and build. Expensive, but well worth it.



The Volkswagen Eos CC full review Read in full

* Performance
4 out of 5 stars
Entry-level engines are pokey
* Ride & Handling
5 out of 5 stars
Blend of sportiness and comfort
* Refinement
4 out of 5 stars
Quieter than many rivals
* Buying & Owning
4 out of 5 stars
Not cheap, but image helps residuals
* Quality & Reliability
3 out of 5 stars
Feels posh and sturdy
* Safety & Security
5 out of 5 stars
Clever side airbags make Eos a safe bet
* Behind The Wheel
5 out of 5 stars
Easy access; comfy driving position
* Space & Practicality
3 out of 5 stars
Fine space for rear-seat passengers
* Equipment

All models have what you'd expect

shift .. august

exora turbo-stands corrected..

I just did all of that?

After a particularly poor game of golf, a popular club member skipped the clubhouse and started to go home. As he was walking to the parking lot to get his car, a policeman stopped him and asked, "Did you tee off on the sixteenth hole about twenty minutes ago?"


"Yes," the golfer responded.


"Did you happen to hook your ball so that it went over the trees and off the course?"


"Yes, I did. How did you know?" he asked.


"Well," said the policeman very seriously, "Your ball flew out onto the highway and crashed through a driver's windshield. The car went out of control, crashing into five other cars and a fire truck. The fire truck couldn't make it to the fire, and the building burned down. So, what are you going to do about it?"


The golfer thought it over carefully and responded...


"I think I'll close my stance a little bit, tighten my grip and lower my right thumb." ..huhu

Making a bet at a bar

Two guys were in a bar, and they were both watching the television when the news came on. It showed a guy on a bridge who was about to jump, obviously suicidal. "I'll bet you $10 he'll jump," said the first guy. "Bet you $10 he won't," said the second guy.


Then, the guy on the television closed his eyes and threw himself off the bridge. The second guy hands the first guy the money.


"I can't take your money," said the first guy. "I cheated you. The same story was on the five o'clock news." "No, no. Take it," said the second guy. "I saw the five o'clock news too. I just didn't think the guy was dumb enough to jump again!"

Safety winner

Safety
The winner: Mercedes Benz
A clever monitoring system, fitted to all E-Class cars and every emerging new Mercedes-Benz model, combats drowsy driving

We’ve all felt it – that lapse towards drowsiness when driving down a motorway on a dark night in a warm car after a long and tiring day.

Most of us manage to snap out of it and stay awake long enough to get to the next service station for a coffee and a stroll around before cautiously continuing on our way. Some don’t, though, and the consequences hardly bear thinking about.

That’s where Mercedes’ Attention Assist feature, introduced on the latest E-Class at the start of the year, is so clever. In effect, it monitors your driving style continuously and compares it with your responses in the first 20 minutes of driving. If your driving then starts to waver, you get visual and audible warnings to stop and take a break. A cup-and-saucer symbol is the telltale sign that you need to stop.

How effective is it? In a demonstration for us, Mercedes sat one of its engineers down at a driving simulator after a long day at the office and watched his behaviour over a period of four hours. Cameras in the rear-view mirror checked his eye movements, while sensors on the steering wheel monitored the consistency of his steering inputs. This is how Attention Assist works.

Later, we were given a chance to sit at the same simulator, programmed to replicate various moments during that four-hour driving stint. It’s frightening how a smooth and consistent driver started to weave off line as tiredness took its grip.

Mercedes is so convinced of its life-saving potential that the system will become standard on every new or updated model.

Security Winner

Security
The winner: Audi
For the third year running, Audi is the clear leader in the fight against car crime – from its entry-level A3 right through to its flagship R8

Congratulations to Audi for this hat-trick of What Car?/Thatcham Security Award wins.

This year’s victory means that Audi remains the only car manufacturer to have won our collaborative award with Thatcham’s Motor Insurance Repair Research Centre since it was introduced in 2008.

Thatcham experts have examined thousands of models, testing every element of a car’s security, including break-in tests to see how long it will keep a determined thief at bay. If Thatcham says a car is secure, then you know it is – and it says that Audis are the best of all.

Audi has done more than any other manufacturer to make life as difficult as possible for criminals, whether they’re looking to steal the car itself or just break in to make off with valuables.

State-of-the-art alarms and immobiliser systems, top-notch lock shielding and plenty of parts marked with the vehicle’s details are just some of the features that win praise from Thatcham.

The best bit of all, though, is that you get a strong, secure Audi whichever model you buy
– it doesn’t matter whether you’re saving up the pennies to buy an entry-level A3 hatch or blowing £100,000 on the R8 supercar.

If Audi continues with its sterling work, it looks like being an extremely difficult task to dislodge it from the top spot in 2011. It’s not impossible, but second-placed Volkswagen will have to work hard with the new models it has waiting in the wings to overtake its counterpart from the VW Group stable. Volvo is also close behind, so the battle still rages in the fight against car crime.

Family car winner

The winner
Mazda 6 2.2D 161 TS 5dr
List price £18,708
Target price £17,024

Mazda has had a major image overhaul in recent years, and the Mazda 6 has been an important part of that success. Mazdas have always been seen as solid and dependable, but now the firm has added fun, style and desirability to the mix.

Just look at it. Most family cars’ design puts functionality ahead of funkiness, but with sleek lines and bold features, the 6 looks like George Clooney in a room full of George Formbys.The quirky dashboard design means that the interior also has its fair share of style, although the controls are so well laid out that you’ll never have problems finding your way around. Space isn’t in short supply, either – there’s almost enough to rival even the Ford Mondeo.

There’s another plus point to the 6’s good looks – they make the car desirable, which helps keep resale values among the best in the class. CO2 emissions and fuel consumption are also impressively low, as are the list prices. All this means that whether you’re a private buyer or a company car driver, the 6 will protect your pennies better than most other family cars.

All this would be of little consequence if the 6 drove like a shed on wheels, but it doesn’t.
It’s amazingly nimble in corners for a big car – the strong grip and sharp steering mean you can have lots of fun. On a less entertaining road, such as a motorway or battered urban street, it stays comfortable and quiet. The punchy 2.2-litre diesel engine is a cracker, too, giving you effortless pace and flexibility.

One question remains – why does the 6 beat the Mondeo this year when it didn’t last year? Well, while Ford’s ever-increasing prices have spiralled out of control, Mazda’s have stayed sensible. All this talent, as well as loads of kit and impeccable reliability, for a little over £18,708? Sounds like a winner to us.

4x4 winner

The winner
Land Rover Discovery 3.0 TDV6 XS
List price £41,375
Target price £38,866

Buyers might be deserting full-size 4x4s in favour of smaller, more affordable alternatives, but for those who still want the full-flavour version, we reckon there’s only one option – the Land Rover Discovery.

We named the Discovery as our overall Car of the Year back in 2005, but its brilliance remains undimmed. In fact, thanks to a recent comprehensive update, the Discovery is shining brighter than ever. Every area of the car has been improved. Inside and out, there’s a slick new look, although the Disco’s rugged charm hasn’t been diluted.

The brilliant new 3.0-litre diesel engine has given the Discovery a major boost: it’s much stronger than the 2.7 it replaces, yet is 2.7mpg more fuel efficient. Some subtle improvements have made the Discovery even better to drive, too – the ride is as cosseting as ever, but the car is a bit more nimble on twisty roads.

What hasn’t changed is the Discovery’s incredible practicality: thanks to its roomy cabin and versatile seven-seat layout, it’s perfect for big family trips.

It’s the Discovery’s ability to excel at so many different roles that makes it so appealing. As well as offering executive car comfort and MPV practicality, it’s still a real go-anywhere off-roader. Thanks to lots of ground clearance, hill descent control and Land Rover’s clever Terrain Response system, you can be sure that the Discovery will get you where you want to go without a fuss.

At more than £41,000, our chosen XS model isn’t cheap, but many rivals cost more and it comes with everything you’ll need as standard, including leather seats, sat-nav and parking sensors. When you consider that the Discovery is so many great cars in one, it’s a bargain.

Compact executive winner

The winner
BMW 320d ES
List price £25,936
Target price £24,080

The BMW 3 Series is one of those cars that comes along extremely rarely indeed. It doesn’t so much move the goalposts as dig them up, run away with them and set up an all-new stadium around them. It is, frankly, awesome.

In almost every area, the BMW leads the class – and in many areas it leads by no small margin.The best all-rounder of the bunch has to be the 320d ES, though. It, along with every other Three, sets the standard for sheer driving pleasure with the way it makes mincemeat out of the most battle-scarred British B-road while managing to ensure that mile after mile of monotonous grey motorway passes in a silken cocoon of refinement.

There’s a little bit of wind noise audible on the motorway, but in reality the only reason you can hear it is because there’s relatively little in the way of road- and engine noise.

The 2.0-litre turbodiesel engine is not only smooth and refined, but also offers sparkling performance. Yet the real trump card lies in the way BMW’s Efficient Dynamics measures, which include active radiator grilles and an engine stop-start system, keep CO2 output to a minimum and fuel economy to a maximum.

The 3 Series is desirable, too, which keeps resale values high, and this also has a positive effect on leasing rates; the 320d ES is cheap to have as a company car.

Still, there’s no point in having a car such as this if it’s only big enough for you and a passenger. The good news is the Three can cater for four generously proportioned adults easily, and the boot’s big enough for their clutter.

So there you go, the 320d ES remains miles ahead of anything Audi and Mercedes can offer – and we reckon it’ll probably remain that way for some time yet.

Coupe Winner

The winner
Audi TT 2.0 TFSI
List price £25,972
Target price £24,429

The Audi TT simply has every angle covered. For a start, you never tire of looking at it, such is its style and elegance. It’s the sort of car you want to stick behind glass, or on a pedestal, and just stare at.

The car’s beauty is much more than skin deep, however. Slip yourself down into the interior and you’ll find a cool, classy blend of curves, lines and sumptuous materials. There are four seats, but in reality the TT is a two-seater with two seat-shaped storage
areas just ahead of the boot – nobody in their right mind would consent to a journey of even moderate length in the rear.

Still, the two front-seat occupants get plenty of space to luxuriate in and all the toys that they could possibly wish for, including climate control, Alcantara and leather upholstery, an MP3-compatible stereo, and electric windows and mirrors. The seats and steering wheel move every which way, so there’s scope for anyone to get comfortable.

All well and good, but the TT reserves its biggest wow for the way that it drives. How
our chosen 197bhp 2.0-litre turbocharged front-wheel-drive model demolishes straights, turns into corners and grips through them is simply stunning, and it’s loads of fun at the same time. It’s the sort of car that makes you want to turn around and do the journey again – for the sheer enjoyment of it.

It’s the perfect companion for when you just need to get from here to there as quickly and comfortably as possible because it’s so refined and comfortable.

Finally the numbers stack up, too. The TT will do an average of 36.7mpg and it’ll still be worth 60% of its list price three years later. It’s the fourth resounding victory in a row for the TT.

Luxury Car Winner

The winner
Mercedes-Benz S350 CDI Blue Efficiency
List price £57,110
Target price £52,947

This is the fourth year running that the Mercedes-Benz S-Class has won this award. Surely
its advantage has been eroded over time?

No – the opposite is true because Mercedes has just revised the car, making it even better. Let’s start with the changes. Our favourite from last year, the S320 CDI, has been replaced by the S350 CDI, which has a new engine with Mercedes’ Blue Efficiency technology.

The engine is still a 232bhp 3.0-litre V6 diesel, but average fuel economy is up from 34.0mpg to 37.2mpg, while CO2 emissions are down 21g/km – enough to drop it five company car tax bands.

Mercedes has also subtly restyled the bumpers, lights and front grille to make it that bit more imposing, plus there are new safety features, including monitors to detect a drowsy driver, unintended lane-changes or other cars sitting in your blind spots.

Even without these tweaks, we’d still find the S-Class hard to resist. It’s built to the most exacting standards using gorgeous materials, and will whisk you and four colleagues to high-pressure meetings in comfort.

The standard air suspension soaks up bumps in a quiet, cushy fashion, yet when the road becomes more demanding the S-Class is far more agile than a five-metre car should be.

At the same time, the engine is smooth and punchy, and there’s very little sound from the outside world once you’re settled in the cabin – so owners who prefer to sit in the back can work or relax unhindered.

A long-wheelbase S350 CDI is available for an extra £4000, but there’s no need to go to such lengths: the standard car is more than roomy enough.

All-new versions of the Audi A8 and Jaguar XJ will go on sale later this year, but they’ll have to be good – very good – to dethrone the S-Class.

Executive Car Winner

The winner
Jaguar XF 3.0D V6 Luxury
List price £34,636
Target price £32,214

Once upon a time, German saloons ruled the executive car class. Then along came the Jaguar XF and blew them into the weeds. For the past two years, the XF has beaten the previous champion, the BMW 5 Series, and even the new Mercedes E-Class has fallen short of Jaguar’s benchmark.

The XF has always been streets ahead when it comes to handling and refinement, but it now has a more powerful, yet more efficient, 3.0-litre diesel engine, prompting us, without hesitation, to make it the best executive model for the third straight year.

The new engine really is a piece of work: it is 4.4mpg more economical than its predecessor and emits 20g/km less CO2, dropping the XF four company car tax bands in the process.

There’s more. Spend some serious time in the XF and you’ll marvel at its overall ability. It’s well appointed, without feeling ostentatious, and is supremely capable on any type of road. From urban alleys to high-speed motorways, the Jaguar’s polished ride means that you’re never ruffled. Long journeys are also dispatched with ease, thanks to the XF’s outstanding refinement.

Find an interesting stretch of road, however, and the XF is instantly up for some fun. It’s surprisingly nimble for something that weighs close on two tonnes, while efficient brakes and bags of grip mean you can drive it hard with total confidence.

There’s only one cloud on the XF’s horizon – the brand-new BMW 5 Series is just around the corner. Later this year, we’ll know if it is good enough to replace the Jag at the top of the executive table. Right now, though, the XF is as good as they come – and that’s brilliant.

Performance Car Winner

The winner
Audi R8 V10
List price £101,744
Target price £101,744

Audi might not have the performance car heritage of Lotus or Porsche, but it’s clearly a quick learner: you won’t find a more thrilling yet usable machine than the Audi R8 V10.

At its heart lies a 5.2-litre V10 engine that can fire you towards the horizon with barely believable savagery. However, unlike some rivals, the R8 isn’t intimidating to drive fast because it always feels like it’s on your side.

Turn into a corner at virtually any speed and it sticks to your chosen line like it’s been superglued there, before calling upon its four-wheel-drive traction to hurl you down the next straight. There’s virtually no body roll and the steering is sharp and precise.

The R8 is great fun on challenging roads, making average drivers feel special and special drivers feel that they’re getting the most out of it. Yet it also offers a comfortable ride and is easy to drive smoothly in heavy traffic.Refinement is another strength.

Like a symphony
There’s little wind- or road noise and the only engine noises are the sort you’ll want to hear, starting with a barrel-chested roar and finishing with a sound more tuneful than some symphony orchestras when you give the engine plenty.

Some of the fixtures and fittings inside the cabin are borrowed from other Audis, but it all comes together beautifully. The soft-touch dash wraps around the driver, while supportive seats, a flat-bottomed steering wheel and an open-gated gearbox all add to the exotic feel.

There’s a surprising degree of practicality, too. The R8 is easy to see out of and has space for two, plus room for golf bags behind the seats and a suitcase under the bonnet. All of this means that Audi has created the best performance car in the world.

Car of the year 2010

The Car of the Year 2010
Peugeot 3008 1.6 THP 150 Sport
List price £18,399
Target price £17,504

If one thing marks out every one of our 42 cars of the year, it’s clever thinking. Whether it’s a case of recognizing a new niche and exploiting the opportunity, or finding a smart new way to fold down the rear seats, clever thinking makes for a hugely desirable car.

That’s what the Peugeot 3008, our 2010 Car of the Year, is all about. Nissan might argue that its Qashqai ignited the new breed of crossover, but Peugeot has taken the idea and run with it – and it’s running very well.

The 3008 may not be pretty, but it has the rugged looks that will tempt people out of their 4x4s (although punitive running costs are doing a pretty good job of that, too).

If the outside isn’t that attractive, the interior is far more appealing: made with high-quality materials and styled in a striking and user-friendly fashion. It’s spacious, too, with all the room inside that a modern family should need.

Some of the features you can get on the 3008 are a delight – for example, the full-length glass roof, the head-up display and the massive cooled storage bin between the front seats.

Sure, some of these are found only on the top-specification models, or on the options list, but the rest of the car that comes as standard is pretty clever, too. The rear seats fold flat at the pull of a lever in the boot and the false cargo bay floor means you can get a long or a tall load in.

The 3008 is comfortable to drive and be driven in, it’s keenly priced and affordable to run. It ticks the green box and will be even more environmentally friendly when the hybrid versions turn up in a couple of years.

So 2010 is the year of the 3008 – clever thinking and ultra-desirable, it’s another brilliant Car of the Year.

From the Experts Viewpoint: Exora relaunched

We are at Proton’s Centre of Excellence (COE) now, where Proton have just launched the new Proton Exora MC. MC stands for minor change, which is one step less comprehensive than a facelift for the MPV, which Proton MD Dato’ Syed Zainal Abidin said the company is already working on and will come later.

Back to the Exora MC, which looks much better and somehow “more premium” than the car it replaces. Most of the effect is from the new Plum Red exterior colour, which joins four other hues.

Other changes on the outside include the newly designed 15-inch alloys (now featuring five twin spokes) and a new bodykit.

The latter is most obvious up front, where the front lip follows the look of the Exora Prestige seen at the model’s debut last year.

Inside, the most obvious change is the colour of the trim, which is now in dark grey (from very light grey).

The centre stack used to have a “brushed metal” texture, but is now smoothened out with some subtle graphics in place.

The leather seats in the High-Line display model pictured here are also in black.

The door trim also sports a strip of suede/alcantara style of material, which lifts the ambience a bit.

There’s also a handy boot organiser (divided into three sections), which all trims except for the Base-Line model will get. The updates are small but make a big impact – the new colour really suits the car quite well, the chrome on the bumper complements the chrome on the grille nicely, and the darker interior looks better. Just in time for balik kampung.

OTR prices are up spec-for-spec by RM1,000. Here’s the list:

* Proton Exora B-Line MT RM58,998
* Proton Exora M-Line MT RM65,998
* Proton Exora M-Line AT RM70,998
* Proton Exora H-Line AT RM76,998

From the Experts Viewpoint: The New Proton Personna

Feels like we’re in an Episode of X-Files or something here. From these new photos sent in by reader KK Chen it is pretty much confirmed – the Exora that wasn’t really an Exora that we checked out earlier yesterday wasn’t an effect of a ‘squashed’ image. It’s something completely different. Here you can see both a real Exora and the mysterious new prototype vehicle with a mix of Exora sheetmetal covering it side by side.

And here’s a closer look at the mysterious new prototype. Is this the upcoming Persona replacement model built on a variant of the Exora platform (and disguised with Exora sheetmetal) with a multi-link suspension instead of the Exora’s torsion beam?

The Exora’s platform is definitely capable of that, in fact it was one of the features touted during the Exora’s technical briefing when it was first launched. Or is this a completely different vehicle? Whatever it is, this is NOT some kind of ‘Exora coupe’, the Exora sheetmetal and headlamps etc are likely just a disguise.

..how we doing..

ft.com/marketsdata
All times are London time
Welcome Your AccountSign Out
Sign inSite tourRegister free

Quotes
Search within:

* News
* Quotes

Articles
Quotes

* Front page
* Companies
* Markets
* Markets data home
* Managed Funds
* Lex
* FT Alphaville
* Comment
* Technology
* Interactive
* More...

* Companies research
* Equity Indices
* Sectors & Industries
* Currencies
* Commodities
* Bonds and Rates
* Data Archive
* Alerts
* Portfolio
* Charting
* Stock Screener
* IR

User name
Password
Remember me on this computer
Help,I forgot my username or password
Sapura Industrial Bhd SAPIND:KLS
Add to PortfolioSet AlertHistoric PricesInteractive Chart
Data Definitions
0.79MYR
Last Price
+0.035 +4.64%
Today's Change
180.30k
Shares Traded
0.35-0.80
52 Week Range
+0.29 +58.00%
52 Week Change
--
Beta
As of Jul 21 2010. Quotes are delayed by at least 15 minutes.

* Performance
* News
* Analysis & Research
* Business Profile
* Financials

See more company information on this pageLog in or Register for free now
Key Information
Industry
Auto & Truck Parts
Revenues
253.92m
Net Income
12.72m
Founded
1984


Location
Sapura Industrial Bhd
Lot 2 & 4 , Jalan P/11
Seksyen 10, Kawasan
Perindustrian Bangi
Bandar Baru Bangi, 43650
Malaysia
P: +60 38 92 56 01 1
F: +60 38 92 58 29 2
www.sapuraindustrial.c om.my
Company Description

Sapura Industrial Berhad is an investment holding company engaged in the provision of management services to its subsidiaries. The Company operates in four business segments: manufacturing, which includes the manufacture and supply of products for the automotive, electronics and electrical industries and manufacture of butt-weld fittings for oil and gas industries; investment holding, which includes the holding of investments and provision of management services to subsidiaries; services, which includes the sales and after sales services of automobiles, and others, which includes providing computer aided design and manufacture of subsystems / systems for applications in production and testing and real property. Its subsidiaries include Sapura Machining Corporation, Sapura Automotive Industries Sdn. Bhd., Sapura Technical Centre Sdn. Bhd., Asian Automotive Steels Sdn. Bhd., Sapura Brake Technologies Sdn. Bhd. and Sapura-Schulz Hydroforming Sdn. Bhd.
Mergers & AcquisitionsWhat is Deal Status?

There are no recent mergers or acquisitions for Sapura Industrial Bhd.
Directors & Officers
Name Age Officer Since Title
Shamsuddin bin Abdul Kadir 78 1994 Chairman, Non-Independent Non-Executive Director

Y. Bhg. Tan Sri Dato’ Seri Ir. Shamsuddin bin Abdul Kadir serves as Non-Independent Non-Executive Chairman of Sapura Industrial Bhd on 1997. He is the Chairman and Founder of the Sapura Group, which he established in 1975. He is the Chairman of Sapura Industrial Berhad, Sapura Resources Berhad and Sapura Technology Berhad. Tan Sri Shamsuddin was first appointed to the Board of Sapura Industrial Berhad on March 12, 1974. He is also the Chairman of the Board Nomination and Remuneration Committee of the Company. Tan Sri Shamsuddin received his tertiary education from Brighton Technical College in the United Kingdom, after which he held various key positions in Telekom Malaysia. Tan Sri Shamsuddin co-founded the Universiti Tun Hussein Onn Malaysia Foundation where he had served as Chairman of Universiti Tun Hussein Onn Malaysia (UTHM) from April 16, 2001 to April 15, 2009. In recognition of his guidance and leadership at UTHM, Tan Sri Shamsuddin was inaugurated as the first Pro Chancellor of UTHM in June 2009. He has been awarded with Honorary Doctorates by Universiti Teknologi Malaysia, Universiti Sains Malaysia and Universiti Kebangsaan Malaysia. In 2007, University of Brighton, United Kingdom conferred the Honorary Degree of Doctor of Science to Tan Sri Shamsuddin in recognition of his contribution to engineering development in Malaysia and the development of the Alumni Association of Malaysia. Tan Sri Shamsuddin is also a member of the Majlis of International Islamic University Malaysia (IIUM), in which he is the Representative of The Malaysian Public of Vast Experience with Higher Education or Professional Management. He is a member of the Institution of Engineers Malaysia, a member of the Malaysian Industry-Government Group for High Technology (MIGHT) as well as a fellow of Academy of Science Malaysia. In conjunction with UMNO’s 60th Anniversary Celebrations in 2006, Tan Sri Shamsuddin was conferred with the “Malay Personality of Distinction” award.
Mohamad Razali bin Osman 48 -- Chief Executive Officer

Encik Mohamad Razali bin Osman serves as the Chief Executive Officer of Sapura Industrial Bhd on April 1, 2009. Encik Mohamad Razali holds a Bachelor of Science in Mechanical Engineering from University of Newcastle-upon-Tyne, United Kingdom. Encik Mohamad Razali began his career as an Engineer in an engine manufacturing company in 1985. With over 20 years of experience in the manufacturing sector he has held various positions in SIB Group since 1991, which includes General Manager (1994), Senior General Manager (1999) and Chief Operating Officer of SIB Group (2005) before assuming his present position with SIB. Currently Encik Mohamad Razali does not hold any directorship in other public companies.
Shahril bin Shamsuddin 49 1993 Non-Independent Non-Executive Deputy Chairman

Datuk Shahril bin Shamsuddin serves as Non-Independent Non-Executive Deputy Chairman of Sapura Industrial Bhd on November 29, 2002. He is the President and Chief Executive Officer of the Sapura Group. Datuk Shahril has held several positions in the Sapura Group since 1985 and assumed the helm as Group President and CEO in 1997. Datuk Shahril was appointed to the Board of Sapura Industrial Berhad on December 2, 1993 as a Non-Executive Director and was subsequently appointed as the Deputy Chairman on November 29, 2002. He is the winner of Malaysia’s Ernst & Young Entrepreneur Of The Year 2009. Appointments held by Datuk Shahril presently include Executive Vice Chairman of SapuraCrest Petroleum Berhad, Deputy Chairman of Sapura Industrial Berhad, Non-Executive Director of Sapura Resources Berhad and President and CEO of Sapura Secured Technologies, a privately held division of the Sapura Group. Beyond the Sapura Group, Datuk Shahril’s other present appointments include serving as a Board Member of the Malaysian External Trade Development Corporation (MARTRADE) and the Board of Trustees of the Perdana Leadership Foundation. Among the awards and honors that Datuk Shahril has received include the Panglima Jasa Negara (PJN) from the Federal Government of Malaysia which carries the title “Datuk” (June 1998), Darjah Seri Paduka Tuanku Ja’afar (SPTJ) from Negeri Sembilan, Malaysia, which carries the title “Dato’ Seri” (July 2007) and the Legion d Honneur from the Republic of France (November 2007). Datuk Shahril holds a Master of Science in Management of Technology from the prestigious MIT Sloan School of Management and a Bachelor of Science in Industrial Technology from California Polytechnic State University.
Lee binti Abdullah -- 2008 Company Secretary

Shahriman bin Shamsuddin 41 2002 Executive Director

Encik Shahriman bin Shamsuddin serves as Executive Director of Sapura Industrial Bhd on January 29, 2002. He started his career in 1991 holding a number of senior positions within the Sapura Group. Currently, he is also the Managing Director of Sapura Resources Berhad and Director of SapuraCrest Petroleum Berhad, Sapura Technology Berhad and Sapura Holdings Sdn. Bhd. Encik Shahriman holds a Master of Science in Engineering Business Management from Warwick University and a Bachelor of Science in Industrial Technology from Purdue University, USA.
Azlan bin Hashim 68 1996 Non-Independent Non-Executive Director

Dato’ Azlan bin Hashim serves as a Non-Independent Non-Executive Director of Sapura Industrial Bhd on December 20, 1996. Dato’ Azlan is a member of the Audit Committee of Sapura Industrial Berhad. Dato’ Azlan is the Chairman of AmInternational (L) Limited and PT AmCapital Indonesia, Deputy Chairman of AMMB Holdings Berhad and Executive Chairman of Global Carriers Berhad. He is currently the Non-Executive Director of AmFraser Securities Pte Ltd and AmFraser International Pte Ltd. He also sits on the Boards of Kumpulan Perangsang Selangor Berhad, Paramount Corporation Berhad, Metrod (M) Berhad and Kumpulan Hartanah Selangor Berhad. Dato’ Azlan served with the Malayan Railways from 1966 to 1971 and was its Chief Accountant for 2 years. In 1972, he became a Partner of a public accountant firm, Azman Wong Salleh & Co. and was a Senior Partner of the firm prior to joining the Board of AMDB Berhad in 1982 to July 2007. Dato’ Azlan is a Fellow of the Institute of Chartered Accountants (Ireland), Economic Development Institute (World Bank, Washington) and Institute of Bankers Malaysia. Dato’ Azlan is also a qualified Chartered Accountant registered with Malaysian Association of Certified Public Accountants (MACPA).
Md. Shah bin Hussin 59 -- Non-Independent Non-Executive Director

Encik Ir. Md. Shah bin Hussin serves as a Non-Independent Non-Executive Director of Sapura Industrial Bhd on August 1, 2009. He was first appointed to the Board of Sapura Industrial Berhad on 1 September 1997. He is also a member of the Employee Share Option Scheme (ESOS) Committee of Sapura Industrial Berhad. Encik Ir. Md. Shah is the Managing Director of Sapura Industrial Berhad for the past 13 years. Prior to his appointment as Managing Director of Sapura Industrial Berhad, he was the Group General Manager of Sapura Industrial Berhad. He was formerly an Assistant General Manager of HICOM-Yamaha Manufacturing (M) Sdn. Bhd., General Manager of Body Fashion (M) Sdn. Bhd. and H & R Johnson (M) Berhad. Encik Ir. Md. Shah is a registered Professional Engineer and a member of the Institute of Engineers, Malaysia since 1990. He holds a Master in Business Administration from Ohio University, USA and a Bachelor of Science in Mechanical Engineering from West Virginia University, USA.
Mazlin bin Md Junid 48 2002 Independent Non-Executive Director

Dato’ Mazlin bin Md Junid serves as an Independent Non-Executive Director of Sapura Industrial Bhd on January 2, 2002. Dato’ Mazlin is a member of the Audit Committee and Board Nomination and Remuneration Committee of Sapura Industrial Berhad. Dato’ Mazlin is currently the Executive Vice-Chairman of Daya Materials Berhad and the Managing Director of Daya Secadyme Sdn. Bhd. and several of its subsidiary companies. He is also a Director of several private limited companies which he owns. Dato’ Mazlin has experience in corporate management, business and finance after serving Sime Darby Berhad and Aspac Executive Search Sdn. Bhd. as Group Manager and Managing Director respectively. Dato’ Mazlin holds a Master in Business Administration from Cranfield University, England and a Bachelor of Science in Mechanical Engineering from Brighton Polytechnic, Sussex, England.
Kisai bin Rahmat 59 2006 Independent Non-Executive Director

Datuk Kisai bin Rahmat serves as an Independent Non-Executive Director of Sapura Industrial Bhd on October 18, 2006. Datuk Kisai is the Chairman of the Audit Committee, member of the Board Nomination and Remuneration Committee and Employee Share Option Scheme (ESOS) Committee of Sapura Industrial Berhad. Prior to joining Sapura Industrial Berhad, Datuk Kisai was the Executive Director, Engineering and Manufacturing, for Proton Holdings Berhad and a Director of several Proton’s subsidiary companies including Lotus Group International Limited UK and Vina Star Motors Corporation Vietnam. At present, Datuk Kisai is the Vice Executive Chairman of Yasmin Jurumuda Sdn. Bhd. Datuk Kisai holds a Master of Science in Industrial Engineering and Production Management from Cranfield Institute of Technology, England and a Bachelor of Science in Mechanical Engineering from University of Strathclyde, Scotland.
Shah Hakim bin Zain 45 2009 Independent Non-Executive Director

Encik Shah Hakim bin Zain serves as an Independent Non-Executive Director of Sapura Industrial Bhd on February 22, 2009. Encik Shah Hakim started his career as an Auditor with Ernst & Young and was subsequently promoted as Consulting Manager. He went on to be appointed as Executive Director of a packaging manufacturer in 1992, with operational responsibility. Currently, Encik Shah Hakim is the Chief Executive Officer and Executive Director of Scomi Group Berhad. He also sits on the Board of Scomi Marine Berhad, Scomi Engineering Berhad and KMCOB Capital Berhad.
Officers & Directors data as of Jul 20 2010.
Peer Analysis
ViewLoading...
Name Revenues
(TTM)
Net Income
(TTM)
Market Cap Employees
Autov Corporation Bhd MY
99.42m 10.63m 47.86m 217
Delloyd Ventures Bhd MY
300.67m 37.87m 247.96m 1,173
EP Manufacturing Bhd MY
514.73m 10.39m 83.25m 835
Ingress Corp Bhd MY
679.36m 20.69m 56.83m 2,274
Mintye Industries Bhd MY
51.31m 5.90m 77.82m 518
New Hoong Fatt Holdings Bhd MY
210.62m 22.78m 161.59m 794
Sapura Industrial Bhd MY
253.92m 12.72m 54.95m 760
Sunchirin Industries (Malaysia) Bhd MY
138.59m 7.65m 77.90m 874
TSM Global Bhd MY
274.71m 29.39m 176.12m 1,966
Peer Analysis data as of Jul 21 2010. Currency figures shown in Malaysian Ringgit MYR.
Institutional Shareholders
No institutional shareholders have been reported for SAPIND:KLS. Sapura Industrial Bhd is not listed and / or traded on any other exchanges.

nominations for worlds best entrepreneur award

Entrepreneur Of The Year 2009 Malaysia
Datuk Shahril Shamsuddin
President and CEO
Sapura Group
www.sapura.com.my
Shahril Shamsuddin is a true entrepreneur whose foresight has
taken the Sapura Group to an unprecedented level of success.
Shahril transformed Sapura Group from a telephone
manufacturer into a group of companies with diversified
business interests, ranging from oil and gas to secured
technologies and automotive services.
Under Shahril’s stewardship, the Group is now a frontrunner in
the development of unique applications for existing and new
technologies. Today, Malaysia has the largest footprint of Tetra
wireless private networks in the world with more than 40,000
users covering 95% of populated areas. Shahril has also molded
SapuraCrest Petroleum into one of the largest integrated oil and
gas service providers in the region, with clients in Japan,
Australia, India and West Asia. Today, SapuraCrest Petroleum
has a book order of US$4.2 billion and is also the proud owner
of Sapura 3000, the most advanced dynamic-positioning vessel
in Asia.
Shahril was awarded the Knight of The Legion of Honour by the
French Government in 1997 for promoting business partnership
between Malaysia and France. Shahril is also the chief
administrator of the Yayasan Shamsuddin Abdul Kadir, a
foundation established by his father, that serves as a vehicle for
the Group’s outreach programs to improve the livelihood and
ensure the sustainability of the under-privileged or
economically challenged.