Brand Equity Magazine

2 BRAND BRANDEQUITY 

BRAND 

Management 

Publisher : James Selva 

jameselva@brandequity.com.my 

Executive Publisher : RT Selvi 

Publishing Director : RS Kumar 

Editorial 

Group Editor : 

Raghunath 

email:brandman@tm.net.my 

Staff Writer : Chris Krishna, Seelan 

Contributors : ACNielsen, CSeng Lim, 

Jeff Zweig, Martin Lindstrom, 

Shauna Li Roolvink, 

The Leadership Factor 

Media Marketing 

Marketing Manager : 

A Veerasingam, K Sigamani 

Marketing Executive : Anenda Sharma 

Production 

Production Coodinator : R Sangeetha 

Design Team 

Senior Graphic Designer : N Hemalatha 

Graphic Designer : 

Fazlly Ismail, G Kayathri, B Christina 

Dtp Artist : S Savithri 

Administration : Kavitha 

IT Executive : G Bawani 

Printed By : BHS Book Printing Sdn Bhd 

Lot 17-22 & Lot 17-23, Jalan Satu, Bersatu 

Industrial Park,Cheras Jaya, 

43200 Cheras, Selangor 

Published by: 

perception 

media 

PERCEPTION MEDIA sDN BHD 

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Tel : 03 4043 0500 Fax : 03 4043 7648 

www.brandequity.com.my 

A Member Of 

Editor’s Note 

What appreciative elements does the physical 

persona of your corporate brand exude? And 

what impression does it trigger in your customer’s 

mind? Does your company’s physical space 

ever figure in your brand building plan? 

We believe that Axis Interior Contracts has some 

weighty advice for corporations that habor the 

intention to take their brand to greater 

heights...in the customer’s mind that is! Axis’ experience 

with potent brands must inspire companies 

to take that first step toward branding 

their physical space. 

French Fries on the cover just about leads a 

momentous close to this year’s concluding issue. 

The enduring global brand has touched the lives 

of many, at a culinary as well as humanistic level. 

Yet there’s lot’s to know about the little but 

meaningful things they do to deliver a great 

brand experience. 

MBF Cards has been making serious moves to 

advance their brand position and of late, has 

been hitting the streets more often to engage 

customers with memorable activities. 

Also, technology inspired I-Vision offers better 

ways to target customers where shopping decisions 

are made; in the store! 

And 2006 is at your doorstep - time to add more 

zing to your brand building adventure. 

For customers will want much more from your 

brand! 

Raghunath


BRAND 

Space Branding | 6 

Branding the First Frontier 

The physical space must 

be branded to shape perception 

Customer satisfaction | 28 

Customer satisfaction, loyalty and profit 

Understanding the links between 

service quality and the bottom line 

In-Store Communication | 53 

Leveraging Technology for Brand Building 

I-Vision offers a pliable media to reach 

the customer’s mind in-store 

Brand Ascension | 17 

Enriching Customer’s Lives 

A financial service specialist 

delights customers - whenever, whatever, wherever 

Internet Branding | 26 

I Blog, Therefore I Am. 

Why bloggers do what they do, and what we 

should be doing about it. 

Media Equity | 45 

Managing 12 Brands Can Be Challenging 

ServiceBranding | 32 

Service Branding Considerations 

Cover 

Story 

Delivering a Great Brand 

Experience | 11 

Past the entrance, every customer 

is in for a great brand experience 

Print Media Direction | 42 

Gearing for Sustainable Advantage 

The Chinese print media turf is sizzling with competition, 

and Nanyang Siang Pau moves to attract more readers 

Media Equity Spotlight | 49 

A Penchant for the Basics 

Uncovering the personal facet of a man who’s been 

operating in the research domain long enough 

Personality Spotlight | 21 

Challenged at the Helm 

ACNielsen Malaysia’s MD plots an agenda to take 

customer-centrism even further 

Market Insight | 40 

TNS: Emotive Needs Drive Malaysia New Car Purchase 

A survey reveals customer types and preferences in the 

auto sector 

Brand Equity Special | 38 

Brand + Brand =Success? 

Over 90 percent of co-branding ventures fail. Half go 

under because three simple rules were not observed. 

SMEBranding | 34 

Branding and Marketing Industrial Products

SpaceBranding 


BRAND

By Raghunath 

Time for that reality check - most 

brand building initiatives we sense 

and experience out there are 

considerably media centric; and 

increasingly, on-ground events are 

a force to be reckoned as well. 

But as usual, the consumer’s 

experience of a brand remains 

largely multifaceted. Among others, 

what transpires within the physical 

environment really matters; where 

the tangibalized experience begins 

to shape and lock-in strong 

impressions about the value of a 

brand. Talk to the specialists at the 

Axis Identity Group and their 

experience is likely to incite one’s 

curiosity because of an interesting 

proposition. 

One of four units within the Group, 

Axis Interior Contracts operates to 

deliver another facet of brand 

differentiation by injecting a desired 

brand persona into what they call as 

a concrete entity. 

The engaging façade adorning that 

shopping, corporate or commercial 

space, the enticing entrance, the 

warm physical space in the 

company’s innards, plus its lighting, 

sounds, colors and layout - all of 

which need to sync with or even 

heighten the customer’s 

expectations. Or at least, exude 

specific properties that impel the 

consumer to get comfy. 

Point is - that physical space and its 

quality have an impact upon 

customers. A coal-mine for instance 

has to be claustrophobic. So must 

companies ‘brand’ that space? 

‘The spaces that we inhabit 

undeniably impact our emotions and 

provoke specific emotive responses. 

It has a definite effect on us, in terms 

of the experience we get and that in 

turn shapes our perception of the 

brand. We believe in the strategy of 

branding space. We consistently 

preach that our physical space is an 

indispensable facet among the many 

that adds considerable value to a 

brand,’ says Axis Interior Contracts’ 

managing director Swami 

Jayaraman. 

With a career that took off in the UK 

followed by stints in Hong Kong and 

at present Malaysia, Swami’s 

experience within the construction 

sector and the interior design 

domain gives him strong impetus to 

operate as a space brand 

consultant. 

While it’s a fact that companies 

spend millions on delivering 

messages via traditional and new 

fangled mediums of 

communications, not many are 

committed to their environment 

which Swami emphasizes ‘...is a 

living breathing 3D environment that 

can add value to a brand. Space is 

a visible medium and it plays a main 

role in brand building. Brand builders 

and companies can talk about their 

brands but the customer’s 

experience within their physical 

space obviously has that much more 

impact upon brand image.’ 

It wouldn’t be inappropriate to 

assume that the days of merely 

transferring a corporate color to 

achieve some sort of 

communications consistency across 

all collaterals remain numbered. 

‘That is a very basic way of delivering 

the brand experience. The next 

frontier is extending that promise 

through strategic interior design. 

Clients are becoming more aware 

that the quality of interior design 

affects how customers perceive 

them,’ says Swami. 

Question is...how does a company 

go about recognizing the need to 

enhance its physical space into a 

brand with an attitude or statement. 

It all begins when the need to 

change looms. Fluid customers can 

drive this change, competitive forces 

must be neutralized or the company 

sees the need to take the lead and 

drive market behavior. A review of 

key elements that shape the brand 

persona would point to ones that 

need some level of refreshing; and 

one of which could be the brand’s 

physical space. Then again, any 

initiative remains contingent upon 

the company to recognize the need 

to refresh their ‘space’ to enhance 

the brand persona and amplify 

customer relevancy. 

‘It has been going on for a long time; 

restaurants and retailers use their 

interior to promote their products and 

promote their brand. But there is this 

urgent need to pigeonhole the 

physical space itself, identify what it 

is about and examine what drives it. 

Architecture and interior speaks 

volumes and makes indelible 

impressions about the products we 

market,’ explains Swami. 

But the task isn’t all that easy 

because interior design is somewhat 

of an unregulated profession. ‘This 

is a professional perceptual issue 

that needs to be changed. People 

like us must craft space branding 

strategies. We do not work alone but 

also partner with our sister company, 

Axis Communications Identity who 

are brand consultants specialists; we 

complement one another to deliver 

the total brand experience,’ 

emphasizes Swami. But with the 

kind of challenges that lie ahead in 

lending credence to the proposition 

that space needs to be branded, Axis 

Interior Contracts seems to be doing 

quite well. 

After all, the list of clients that head 

for their doors includes potent local 

names such as Royal Selangor, 

Wah Chan Jewelers, Bonia, Sapura 

Crest Petroleum, Bandar Raya 

Developments and Symphony 

House as well as multinational 

companies such as British American 

Tobacco, California Fitness, Boston 

Consulting Group, BDO Binder and 

among others, Landmark 

Consultants. 

And that physical space is the first 

frontier, because that is where the 

customer’s first impression of a 

brand takes shape. 

Swami can be reached at 

swami@axisidentity.com 

BRAND BRAND BRAND BRAND BRANDEQUITY BRAND 

7


BRAND 

Spanning five floors of Menara Standard Chartered, 

California Fitness occupies a gross floor area of 32,000 

square feet. As part of the company’s opening gambit into 

the highly competitive Malaysian gym market the objective 

was easy to define... ‘bring the unique California Fitness 

experience to Malaysia.’ 

Working within an existing business culture which 

Facet Fire is a pioneering concept outlet launched by Wah 

Chan in high-end jewellery retail. The objective was to 

create an elite ‘retail brand’ which exclusively deals in the 

finest diamonds available in the world to cater to an eclectic 

demographic of celebrities, public figures, royalty and the 

very wealthy. Any viewing and/or purchase would be 

emphasises Energy, Passion, and Empowerment as a life 

style, Axis Interior Contracts set to work on the interiors 

with the vision to evolve design whilst keeping true to the 

Brand and overall product. 

The club truly reflects the future of fitness with the creation 

of a spacious, well managed environment marrying the 

latest equipment and contemporary design. 

through an invitation only basis. 

Axis Interior Contracts brought this vision and grand 

concept of Wah Chan’s to realization in the relatively small 

space of 1,200 square feet through the concept of the store 

experience which expresses modernity, luxury, 

sophistication and exclusivity.

The award winning flagship store in KLCC was designed 

in line with the re-launching of the evolved Retail Brand as 

initiated by Royal Selangor who have always been 

revolutionary in their anticipation of market trends and 

needs. The objective of the Branding and subsequent 

interior design exercise was to expand Royal Selangor’s 

appeal by attracting a more lifestyle orientated and fashion 

conscious customer. 

The new environment was designed to transform over time, 

In the world of high finance, stakes are high and deals can 

be won and lost on the smallest of details; every nuance 

has to be carefully weighed and presented in an attractive, 

unambiguous manner. Creating an environment to facilitate 

this was the mission given to Axis Interior Contracts by 

this private financial group. 

Key elements of the aesthetics - A suspended wall floating 

on a bed of blue LED light which balances the yin and 


BRAND 

constantly promoting new attitudes and experiences within 

the store. The products were also displayed in a more 

accessible manner allowing customers to feel their uniqueness 

and quality. 

The flagship store showcases the look for all future Royal 

Selangor outlets and Axis Interior Contracts has designed it 

so that the concept translates well into shop lot, concession 

stores and overseas franchises as well as conventional mall 

scenarios. 

yang of openness and confidentiality. The ionised glass glazing 

which forms part of the conference room wall enhances volume 

and connectivity of the space as well as maximizing the 

opportunity to view the spectacular KLCC vistas. A flick of a 

switch is all that is required to provide privacy during meetings. 

The end product? A workplace which not only pushes the 

modern office to its functional limits but also provides a 

contemporary aesthetic freshness and strong corporate 

identity.

CoverStory 

Yousif Abdulghani 

BRAND BRAND BRAND BRAND BRANDEQUITY BRAND BRAND BRAND BRAND 

11


BRAND 

By Raghunath 

The clock’s ticking. Right at the 10th minute the displayed 

food product is consigned to the garbage bin! Spill that 

drink, and the crew springs to replace it! 

Now that’s peeking into the kind of service quality 

McDonald’s promises to all its customers worldwide. The 

global fast food behemoth, while negotiating both 

accolades and brickbats, holds steadfast to its core 

customer-centric values - delivering a quality menu, 

excellent service delivery, a clean eating environment 

and value for money. 

Since opening doors in 1954, the brand has extended 

its footprint to every nook and cranny of this expansive 

planet. A total of 171 restaurants are scattered across 

the length and breadth of the Peninsula as well as East 

Malaysia. 1982 and smack in the heart of bustling Bukit 

Bintang is where Malaysians got their first taste of its 

signature burgers and fries. 

‘Malaysia’s growth rate tends to average 10 to 12 

restaurants every year and we expect to maintain it right 

through to 2008,’ says its GM, Yousif Abdulghani. 

An engineer by profession, Yousif’s career bloomed with 

the brand, first as owner operator of the chain in Bahrain; 

followed by a tour of duty as part of its top management 

through Egypt, Dubai, Lebanon, Turkey, Pakistan and 

South Africa. 

So So what what drives drives drives the 

the 

McDonald’s McDonald’s brand? brand? 

brand? 

Yousif explains that it’s the company’s determination and 

focus to deliver an exceptional eating experience. ‘Our 

brand represents an entire experience. When customers 

enter our restaurants, they enter our brand. Every touch 

with our customers is an opportunity for us to meet or 

exceed their expectations,’ he explains. 

That’s the essence of the McDonald’s brand promise; 

and conveyed through a myriad of elements and 

activities. The properties seated at the core of its DNA 

are fun and youthful spirit; these endear customers and 

the people that work at the restaurants. 

‘Mothers in focus group studies have told us that they 

perceive McDonald’s as a young, dynamic and youthful 

person. That impression is formed when they walk in

and see young boys and girls 

working and having fun on the job. 

And that is the kind of image we 

managed to implant in the 

consumers mind as well,’ adds 

Yousif. 

Yet like every brand, McDonald’s 

has to contend with its share of 

challenges as well. And in most 

cases its about existing alongside 

matured and new competition, 

demanding consumers, new and 

growing consumer targets and 

pressure groups as well. 

But a proactive McDonald’s with a 

trained eye on the ball seems to 

have managed challenges headon; 

and evidences of their 

response along several fronts popup 

from time to time. 

With changing habits and lifestyles, 

no longer is the brand a hangout 

for kids and teens having a good 

time with friends and bonding. In 

addition to families, professionals 

make a beeline for their counters 

as well. And schoolkids have 

acquired the habit of doing their 

homework at McDonald’s. 

When asked about the effect Yousif 

says, ‘The average Malaysian has 

changed, and working or staying 

out late has become part of his/her 

routine. As a result, we extended 

the operating hours in our 

freestanding restaurants to serve 

our customers more efficiently.’ 

It used to be lunch, snacking and 

dinner at McDonald’s. Not 

anymore, because breakfast is in, 

gaining popularity and attracting 

the likes of families during 

weekends; as well as professionals 

heading for work. ‘However, we 

need to do more to promote our 

breakfast spread,’ concedes 

Yousif. 

‘Parents come in during weekends, 

spend time together to have a good 

time. While they eat, their children 

amuse themselves at our playland 

that fully complies with our 

international standards safety 

requirements. McDonald’s takes 

the safety and security of our 

customers seriously. We are a 

great destination for all types of 

customers,’ he adds. 

It’s common knowledge that the 

brand has received considerable 

flak from pressure groups charging 

them with promoting unhealthy 

lifestyles. McDonalds is fighting 

back and communication 

collaterals that list the nutritional 

value of their product range are 

within reach of consumers. 

‘The ingredients we use are 

sourced from reliable suppliers 

who are Halal and Hazard Analysis 

Critical Control Point (HACCP) 

certified,’ says Yousif. 

Their menu remains another 

matter of interest, ensuring that it 

evolves to support the brand 

proposition. ‘When consumers 

travel anywhere, they will see that 

we maintain our core menu which 

includes the Big Mac, McChicken, 

Quarter Pounder, Filet-O-Fish, 

French Fries, Chicken McNuggets 

and so on. However, as countries 

develop and mature, we see 

opportunities to localise the menu 

while staying unique at the same 

time. That gives us the opportunity 

to serve local customers better as 

well,’ says Yousif. 

Its been a decade and their 

proprietary ‘Prosperity Burger’ 

continues to enjoy a good run. The 

list includes more as well. 

‘The Bubur Ayam McD, which is 

newer and very successful has a 

unique taste that is well accepted 

by Malaysians. Its taste cannot be 

replicated elsewhere. Other 

localized entries are the Ayam 

Goreng McD,’ says Yousif. 

Product development and 

launches are inspired by a global 

template but implanted locally to be 

promptly responsive. At times the 

South East Asian units come 

together to launch a new products 

and one such initiative saw the 

launch of the successful Grilled 

Chicken Foldover. ‘Nine other 

countries in Asia have included the 

Prosperity Burger in their menu,’ 

adds Yousif. 

The service quality aspiration has 

impacted their distribution strategy 

as well. The restaurant format is 

now flanked by a nationwide 

delivery service that was launched 

lately. 

Aggressive openings of ‘Drive 

Thru’ restaurants, kiosks in 

shopping malls offering desserts all 

remain part of the grand intent to 

serve customers conveniently. And 

alliances with petroleum brands 

are becoming more visible as well. 

Let’s not forget the popular icon 

behind the brand; Ronald 

McDonald is also going places. 

‘Ronald has evolved over the 

years, from being an icon he is now 

our Chief Happiness Officer. Our 

customers now see him in a tuxedo 

as well. Lately, Ronald spent an 

afternoon with families and 

children promoting physical fitness. 

He also visits schools, 

kindergartens and promotes 

inspiring values on areas such as 

fitness and road safety,’ says 

Yousif. 

Perhaps the key challenge at the 

operational level is to ensure 

transactional and service quality 

consistency at all restaurants. 

Mystery shoppers that report their 

experiences are called in to assist 

from time to time. 

‘We cannot always be around to 

see what happens. Qualitative 


13


BRAND 

research is carried out on a monthly and quarterly basis to 

get insights and feedback about the quality of day to day 

interactions with customers,’ explains Yousif. 

And activities at McDonald’s do not always take on a 

commercial tone. Social responsibility initiatives play a 

prominent role in their corporate branding initiatives. 

Since 2003, McDonald’s has executed an initiative branded 

‘Give a Gift of Smile’ campaign. ‘Through collection boxes, 

activities and sponsorships with partners such as Pantai 

Hospitals, TV3 and ING Insurance we have given the 

opportunity for children that suffer from cleft lip and palate 

deformity to go for corrective surgery,’ explains Yousif. 

He also says that 55 children have benefited from the initiative. 

Next year’s activities will encourage more parents to restore 

the smile on their children. 

In addition, the first Ronald McDonald House in Malaysia & 

ASEAN was built on the grounds of Hospital Universiti 

Kebangsaan Malaysia (HUKM); a ‘Home Away from Home’ 

for families with seriously ill children. 

Perhaps the energy that pervades McDonald’s is best 

personified by their tagline ‘i’m lovin it’. 

‘i’m lovin it is not just a tagline. It is more of a mindset that we 

want to inject in our people - to be sincere and natural, to do 

their level best to connect with customers and make them 

feel at home. It is the unifying element for our new worldwide 

creative approach that speaks with one voice to millions of 

customers in over 100 countries,’ says Yousif. 

‘The message must build a stonger bond between the brand 

and the consumer; and reflect the consumer’s expectations 

in particular. Therefore, we want our customers to experience 

and associate with the comfortable environment as well as 

the highest level of service and quality we offer. There is 

something good for everyone at McDonald’s,’ he adds. 

Change figures often with McDonald’s. Refurbished and 

remodeled stores have been part of the brand ascension 

landscape. And they are intensifying the service quality 

expectations of Malaysian customers as well. 

So where will the brand be in five years? ‘I see us closer to 

the customer, opening more restaurants, adding more variety, 

making our menu more affordable, enhancing our service 

quality and serving an excellent menu,’ says Yousif. 

But care to take a tour behind the counter, through the kitchen 

and right to the chiller at the back? Ask the folks at your favorite 

McDonald’s restaurant and they will oblige!

McDonald’s managers and 

crew wash their hands every 

hour with Anti Microbial 

Handwash. 

The internal cooking 

temperatures of their beef 

patties are checked twice daily. 

All McDonald’s crewmembers 

must undergo a 

medical check up and get jabs 

for typhoid. 

Planned maintenance is 

performed according to the 

Planned Maintenance Calendar 

on all equipment used for 

cooking, holding or storing 

foods so that they are kept in 

proper working order. 

Raw food is stored in 

freezers in a systematic 

manner. Apple Pies for instance 

must be stored at the coldest 

part of the freezer because it is 

very sensitive to temperature 

fluctuation. 

The tables in the lobby are 

wiped clean every morning with 

a sanitizer solution and 

thereafter every time the table 

is cleared. 


BRAND 

Raw eggs have a shelf life 

of 14 days in the chiller at 1- 4 

degrees C but has a secondary 

shelf life of half hour when taken 

out of the chiller and stored at 

room temperature. 

They use a Yellow Hutzler 

spatula for breaking raw egg 

yolks when cooking and a White 

Hutzler spatula for removing 

cooked eggs, so as to prevent 

cross contamination. 

At the food preparation table, 

sanitized towels used for detail 

cleaning is used only once and 

thereafter placed into the soiled 

towel bucket. 

The water filtration system in 

all of their restaurants is 

capable of removing from the 

water 99.9% of the particles 

greater than 1 micron (which 

includes bacteria). 

Raw food is handled using 

disposable gloves of a different 

color from gloves for cooked 

food or condiments. 

McDonald’s adheres to a ten 

minute holding time for 

sandwiches to ensure top 

quality and freshness to each 

customer. 

Time control is used for 

products at the preparation 

table eg. half an hour for eggs 

and 2 hours for onions, lettuce 

and tomatoes. 

Any cooked foods that are 

held in the holding cabinets 

must be at or above 60 C (140 

F). 

Food that is delivered to the 

restaurant is inspected before 

acceptance. 

All food handling trays, 

utensils and utensil holders are 

disassembled, cleaned and 

sanitized at least every 4 hours. 

All restaurant managers and 

crew members are trained and 

certified in-house in basic 

hygiene practices, sanitation 

and food safety. 

Clean towels are kept in 

sanitizer solution at proper 

concentration at all times to 

ensure a ready supply of 

sanitized towels.

BrandAscension 

Brand Ascension 

Ronn 


17

By Raghunath 

It’s a brand that’s tenaciously raising the ante with its firstmover 

initiatives. And its Custodian Company is just about 

the only non-bank that issues credit and charge cards in 

Malaysia. MBF Cards has been operating since 1987 and 

of late, is seen executing determined moves in a sector 

that’s at best hectic, with many players contesting fiercely 

to secure pole position in the consumer’s wallet. 

In plainspeak, the credit card and charge card sector is 

bursting at the seams with an outpouring of products 

presented with various trademarks, classes, colors, 

technologies, alliances and even whimsical sizes. 

The raging battle has everything to do with brands 

competing for mindspace, subscription and consumer 

activity. So what if card issuers are known to waive the 

customary annual fee just to manage attrition? Annual fees 

are vanishing, right? And why wouldn’t the young and 

understandably aggressive card sales executive accost 

us at any shopping mall? That’s some competition really! 

It’s hot out there and Rajjish Verronn (Ronn), MBF Cards’ 

VP for marketing has a clear mandate - to enrich the lives 

of their customers and head for third position in the sector. 

‘The card market is becoming more fragmented and that 

presents many challenges. Foremost in our mind is the 

need to develop products that complement the lifestyles 

of different segments. We are aware that more and more 

people lead time-starved lives, their schedules have 

become extremely demanding, they crave for individuality 

and expect convenience as well. It is against this that our 

driving mantra has been crafted, which is - To enrich our 

CardMembers lives,’ Explains Ronn. 

And it’s an industry that has to contend with rising cost 

and shrinking margins. Cost of cards with an embedded 

chip has in tandem risen significantly. There is increasing 

parity in value propositions, cost of media is increasing, 

new media need to be explored, and profit margins are 

tightening. 

The customer holds 4.5 cards in the wallet. And what of 

transactional behavior? User status ranges from the very 

active to the terribly passive. Attrition rates can be tied to 

age as well. ‘The younger generation moves to where the 

best deal is,’ clarifies Ronn. 

So the industry, and MBF is left with no choice but to retain 

the customer at all cost; and encourage new acquisitions. 

But aren’t we creatures of habit? ‘To the customer it is all 

about ‘What’s in it For Me’. Therefore, we have to engage 

them constantly with activities and maintain transactional 

momentum. That is the hardest part because once that 

momentum is lost, the customer will leave your brand. We 

need to constantly engage, excite and entertain,’ explains 

Ronn. 


BRAND

This year has been exciting for MBF Cards, and rewarding 

programs galore for customers. ‘Right from January this 

year, we executed programs to maintain momentum. Our 

concepts changed to match market sentiments. Programs 

changed in line with the usual consumer’s penchant for 

cash, holiday periods, festive seasons and the bonuses 

that people would receive,’ says Ronn. 

So do you like the idea of winning something around the 

clock? And participate in a contest that promises 

convenience. No filling up a form to begin with! 

Early this year, in its Win Around The Clock (WATC) 

campaign (third series), customers had the opportunity 

to win, among other goodies, gold coins everyday, a 

plasma TV every week and a Volvo every six weeks. All 

you had to do was use your MBF card and if your number 

got picked up randomly, a surprise call would’ve got you 

jumping for joy. 

‘All that one lucky lady did was spend RM 58.00 at a 

Petronas gas station and she won a Volvo S40, and that 

was entirely hassle free,’ says Ronn. 

In the closure of its fourth series WATC4, an ‘Amazing 

Dash For Cash’ contest took place at the Curve. 3000 

winners were invited to win the grand prize, which was a 

surprise RM 100,000. ‘Qualified customers were invited 

to grab as much money as they can from a custom built 

vault. The entire program heightened customer 

involvement,’ says Ronn. 

And did the industry ever bear witness to a club on the 

radio? MBF tied up with Mix fm to execute a longevity 

program under the banner ‘Lady Club’. Listeners were 

encouraged to call and nominate any lady; their mother, 

or a working lady, or mother in law and talk about the 

sacrifices they make. 

‘A lady was nominated everyday; the winners were picked 

from the pool and awarded a ‘total indulgence package’. 

We took them around in a police escorted chauffer driven 

convoy and treated them with interesting prizes. That 

included a preloaded card to shop, relaxation at a Spa, 

high tea, make-up; or simply everything a girl would want,’ 

explains Ronn. And subscriptions were up for their MBF 

Lady Card. 

And the current campaign branded ‘Unplug With MBF 

Cards’ continues to offer attractive prizes valued at over 

RM 1.7 million. The theme encourages customers to 

‘Unplug’ and relax, take a load off themselves and enjoy. 

For MBF Cards, time to maintain the momentum! 

To participate, card members need only spend RM30 with 

MBF Cards for one opportunity to win. And to top that, 

those that transact at MBF retail merchants during the 

campaign will automatically see their chances of winning 

increase by five times! 


19

‘In March last year, we made concerted efforts to 

advance our market position. Since then, our growth 

has been phenomenal. Our spend has grown by 

100% and acquisition by 400%. We are determined 

to be in third place by 2007,’ says Ronn. 

And in the 2005 MasterCard Asia/Pacific Marketing 

Leadership Award, MBF won 2 Golds for the Best 

Overall Marketing Programme and Best LadyCard 

Programme. 

Facts & Firsts about MBF 

* It holds the distinction of being the first to offer 

MasterCard services in Malaysia and has become one 

of the largest issuers of MasterCard credit cards in 

Malaysia since 

* MBF Cards is also the first monoline and nonbank 

to be awarded with a VISA license in Malaysia and 

the Asean region 

* The country’s largest issuer of niche cards and ranks 

number six in terms of cards issued in Malaysia MBF 

Cards has more than cards in circulation 

with the most number of merchant outlets at over 

 

* To support the business MBF Cards has staff 

and a nationwide network of branches inclusive 

of Sabah and Sarawak 

* MBF Cards also owns the franchise for the 

Countdown International brand in the Asia Pacific 

region The Countdown is a privilege discount card 

that is accepted by over merchants in Malaysia 

and over merchants in more than countries 

worldwide 

* MBF Cards rolled out the first Visa ‘contactless’ card 

in the world on April which allows card users 

to pay for purchases without the need for traditional 

‘swipe and sign’ 

* Selected by Visa International to launch 

the world’s first ‘contactless’ Visa Wave Card in a pilot 

programme No signature required Just wave pay 

and go 

* It is one of the first to introduce EMV chip cards 

which is a fully functional chip securely embedded 

with CardMembers information 

* In December MBF Cards became the world’s 

first credit card brand to be an issuer and acquirer of 


BRAND 

the MasterCard Open Data Storage(tm) (MODS) 

programme; a powerful smart card application that 

allows for secure storage and easy access by 

merchants and retailers to more information about 

a cardholder This helps to enhance the shopping 

experiences through targeted personalized offerings 

including instant redemption of rewards or loyalty 

benefits and discounts. 

Sampling the 

MBF Repertoire 

MBF MBF Gaia Gaia Visa 

Visa 

Created for those who believe in actively promoting 

a lifestyles that operate in harmony with nature; 

health and personal education; community 

development initiatives and environmental 

protection MBF contributes of Gaia Visa 

cardholders’ spending to charitable and 

environmental causes 

MBF MBF Poh Poh Kong Kong Kong Gold Gold Gold Card 

Card 

Poh Kong is the largest retailer that specializes in 

exquisite jewellery nationwide Purchases made at 

Poh Kong are rewarded with SmartRinggit bonus 

points 

MBF MBF Xuan Xuan Card 

Card 

Those with an affinity for the arts and culture will be 

enriched with privileges through Xuàn Orchestras 

dances theatre production concerts and singing 

sensations from all over the world MBF Cards will 

contribute of Xuan CardMember’s spending to 

a selected Chinese school education fund 

MBF MBF Education Education Is Is For For All All Card 

Card 

Specially designed to support education MBF Cards 

will contribute of retail spending to the card 

and part of the first year annual fee to the UTAR Fund 

Raising Program 

 

MBF MBF MBF Budimas Budimas Gold Gold Card 

Card 

MBF Cards and the Budimas Charitable Foundation 

joined forces to introduce this exclusive credit card 

The Foundation funds and supports orphanages 

abused children’s societies sponsorship of tertiary 

education for gifted underprivileged children and 

many other related activities MBF Cards contributes 

of every Ringgit charged to the Budimas 

Charitable Foundation

PersonalitySpotlight 

BRAND BRAND BRANDEQUITY BRAND BRAND 

21

By Chris Krishna 

Just about 25 years ago, a man 

with great expectations trained 

his eyes beyond Canada’s 

borders, determined to brave the 

many challenges the world has 

to offer. So pack he did his bags, 

hopped on a jetplane and 

dropped anchor in the Asian 

subcontinent. And since then, he 

hasn’t looked back! 

‘I tremendously enjoyed the 

opportunity to travel to many 

parts of the world. After working 

with ACNielsen in Canada for 10 

years I went to the Hong Kong 

unit for a year. Since then I have 

worked in China for six years and 

for three in Bangkok,’ says 

Stephen Watt, ACNielsen 

Malaysia’s new-sprung 

managing director. 

It was in 1994 that Steve showedup 

in Hong Kong ‘...with a 

suitcase and twelve years later I 

am living in Kuala Lumpur with 

my wife and two kids.’ 

And his corporate travel itinerary 

carries with it an assortment of 

experiences. For sometime the 

man’s portfolio largely required 

him to be on the move across 

ACNielsen’s offices located 

within the Asia Pacific region. 

‘That’ he clarifies, ‘is how I got a 

peek into the business around 

the region.’ 

Travel extensively and 

encounters with nuances typical 

to any country visited are 

unavoidable. But striking 

similarities are common as well; 


BRAND 

which Steve identifies. ‘Despite 

huge differences in climate, 

people, environment or even 

celebrations, underlying them are 

strong similarities. There are 

common tendencies between 

people everywhere,’ he says. 

‘China is huge, but the country 

shares similarities with others as 

well, including Malaysia. That is 

because people respond to the 

same things, like reward or 

recognition, and often these 

values are at the core of every 

society’s fundamental values,’ he 

adds. 

However, marked differences 

within a nation are not unusual 

either. Says Steve, ‘China has 

strong cultural and geographic 

differences. People living in 

Beijing, Shanghai, Guangzhou 

offer stereotype opinions of one 

another in a good-natured way; 

but it’s like a big family with 

internal squabbles’. 

‘Yet they portray as one family to 

the rest of the world. Culinary 

differences can be obvious; spicy 

cooking is typical in the 

Szechwan province.’ 

Three months into the hot seat, 

Steve has charted ACNielsen’s 

direction and affirms that 

customers can expect higher 

service levels in the future. 

‘What we will do is not to change 

tremendously from the direction 

we set for ourselves a couple of 

years back. We will ensure that 

our organizational strength will 

continue to improve in terms of 

the numbers and skills, be it in 

the array of services we have and 

putting our customers first and 

foremost,’ he stresses. 

He says that his agenda is being 

driven by the need to provide 

insights into their customers’ 

business issues. 

Says Steve, ‘That highlights two 

of our main business areas. In the 

past most of our clients have 

known us through our distinct 

business units - ACNielsen 

Customised research and 

ACNielsen Retail Measurement 

Services - almost as if we are 

separate companies, which we 

are not’. 

‘We intend to pursue a ‘total client 

management’ strategy, and work 

with clients as a single entity.’ 

‘For instance, a single client 

service team headed by an 

individual who has overall 

responsibility for client 

relationship now works with BAT, 

our largest client. We are pulling 

all our resources together 

regardless of the internal 

business unit they come from,’ he 

adds. 

Steve also said that 2006 and 

beyond will see more clients 

being serviced under the key 

account management system. 

‘We need to target clients that are 

right for it,’ specifies Steve. 

When asked about other 

challenges he says, ‘I arrived 

here to find that the business is 

quite healthy, and there was no

need to rush for quick fixes. 

However, that growth presented 

challenges. Our resources often 

tend to lag on business growth, 

and the challenge was to deliver 

on time.’ 

‘We may have missed deadlines, 

but the fact is, at any one time 

we are working on 30 projects. 

However, missing any deadline 

isn’t acceptable from a client 

point of view. To be more clientcentric, 

you anticipate problems 

rather than the other way around,’ 

he adds. 

Commenting on other issues, he 

also says that there is a need to 

intensify online studies to gather 

consumer insights. Included in 

the list are more mall intercepts 

as well as computer aided 

telephone interviews. 

‘The challenge is particularly in 

remote areas located outside of 

Kuala Lumpur. Gathering data 

tends to be slow and more 

expensive, especially if 

respondents are not at home at 

the scheduled interview time’. 

‘We believe that leveraging more 

from online technology to gather 

data that will be better for 

ACNielsen. Our research tells us 

that there is growth in the use of 

online questionnaires. It is 

reaching a critical stage in 

Malaysia given the rate of internet 

penetration,’ says Steve. 

Asked about his aspirations 

during his tenure, he says, ‘We 

do an annual client satisfaction 

survey as a guide to let us know 

how our clients think we have 

done our job. This year just over 

7 out of 10 in Malaysia said they 

were satisfied with what we are 

doing. That’s good but hardly 

great. By the time I leave I want 

to see 85% and that would put 

us in the top league.’ 

‘I would also like to leave a strong 

successor from within our current 

ranks; and further a team 

beneath that person capable of 

evolving the next generation of 

leaders,’ he says. 

Given the extent of his 

travelogue, Steve has attuned his 

taste buds to a variety of Asian 

culinary delights. Asked about his 

favorite Malaysian food, he 

replies, ‘Fish head curry!’ 

“ 

‘I arrived here 

” 

to find that the 

business is 

quite healthy, 

and there was 

no need to 

rush for quick 

fixes. 


23

Brand Equity Magazine

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