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The SMU-SPRING SME Leaders Advanced Management Programme aims to equip
the founders/leaders of SMEs with the relevant knowledge and skills to grow their
businesses into multi-national enterprises.
This unique programme is designed with the active participation of local SMEs. Most modules will feature a local SME case
study with likely participation from the founders/leaders. Each session will be facilitated by faculty who possess rich industry
experience. Participants will get to network, learn and share the experience and expertise of SME leaders as they embark on
the journey towards a global enterprise.
SMU-SPRING SME Leaders
Advanced Management Strategies & Organisation &
Finance
Programme Market People
GLOW Module 1 : Module 2 : Module 3 :
Managing for profitability Competitive Strategies Leadership & Financing and
for SMEs Negotiation Cashflow Management
2-3 Jul 9 -10 Jul 16-17 Jul
GROW Module 4 : Module 5 : Module 6 :
Managing for market share Growth & Globalisation Brand Management Ethics, Risk & Crisis
Strategies for SMEs for SMEs Management
13-14 Aug 20-21 Aug 27-28 Aug
GLOBALISE Module 7 : Module 8 : Module 9 :
Managing for international Leadership Sales Management Public Enterprise,
expansion Communications & & International IPO & Corporate
Media strategies Operations Governance
3-4 Sep 17-18 Sep 24-25 Sep
GLOW To increase profitability
how to compete and win in the marketplace
how to enhance leadership capabilities and be equipped with effective negotiation skills
how to determine finance and cashflow requirements
GROW To increase market share of the business
how to develop and implement high growth strategies
how to build brand awareness & retain customer loyalty
how to manage crisis and ethics
GLOBALISE To increase international presence/accelerate revenue
how to build international markets and demand
how to manage international operations & sales
how to manage IPO, public enterprise and corporate governance
02 GLOW, GROW, GLOBALISE
moduleone
Competitive Strategies Programme Director and
Facilitator Bio-Data:
for SMEs
KENNETH NEO is currently an Adjunct
Faculty of Lee Kong Chian School of
Business. Kenneth specialises in ventures
SMEs compete in the market by offering unique products and services development, innovation management and
technology enterprises. He is founder of
that meet the needs of the customers. It is crucial for SMEs to continue to
NeoCapital Group, a ventures catalyst &
evolve as their customers evolve and as the market changes. In the midst of accelerator established in 2004, and has
servicing the customers, SMEs must also develop their strategic positioning set up three companies in the biomedical
in the market – guided by their visions, executing their missions and field, the latest being the wearable artificial
achieving their goals. This module aims to equip SMEs with the framework, kidney. He is a member of the resource
methodologies and toolkits to compete effectively in the marketplace. panel for the Government Parliamentary
Committee on Finance, Trade & Industry,
and on the academic committee of the
Singapore-Stanford Biodesign programme.
Competitive Positioning: He is a Fellow, Council Member & Honorary
• Vision, missions & goals Treasurer of the Insitution of Engineers,
• Industry analysis & competitive forces Singapore.
• Company evaluation & SWOT analysis
Prior to founding his own company, Kenneth
had worked for Singapore Technologies
Competitive Strategies:
Group, and has served as its Vice-President
• Product & service differentiation and General Manager in the Electronics,
• Market segmentation Information Technology & Aerospace sectors.
• Innovation strategies He had initiated successful new businesses
in computer networking, information security,
mobile computing and vehicular telematics.
He also chaired the Incubators@Work!, the
corporate entrepreneurship programme of
Singapore Technologies.
Kenneth is currently researching on
innovation management and the strategies
that companies; (established SMEs &
startups) can adopt to compete effectively
in the global market. He has an MBA(NTU),
B.Eng(Hons)(NUS) and Certificate in
Innovation & Strategy (Sloan, MIT). He attended
the Science, Technology & Innovation Program
at Harvard Kennedy School and Program
on Technology Negotiation at Harvard Law
School.
GLOW – Managing for Profitability 03
Facilitator Bio-Data
MICHAEL NETZLEY serves on the faculty of
moduletwo
Singapore Management University and has
been named a 2010 Fellow to the Society for
New Communications Research. A dedicated
internationalist, he has lived and worked in
USA, Japan, Germany, Argentina, Finland, and
Slovenia. Michael moved to Singapore in 2002
after six years of teaching in the MBA program
at, and earning his PhD from the University of
Minnesota.
An enthusiastic teacher, Michael leads
executive, MBA, and undergraduate courses
in leadership and corporate communication.
He has completed the participant-centered
learning program at Harvard Business School,
Leadership & Negotiation founded and led SMU’s teaching excellence
initiative, and written or served as the
academic director of more than fifty business
SMEs face a unique leadership challenge. Having already moved beyond case studies. His books discuss workplace
the start-up phase, and having fewer resources than a large organisation, communication skills, and his forthcoming
leadership can often get pushed to the sideline as everyone focuses on book examines corporate reputation practices
the work at hand and does their best to meet targets. Occupying such a across Asia.
middle position requires SME leaders to not only set strategic direction and
In the executive education arena, he
champion that cause, but also to remain active managing the company was faculty director of the Wharton-
each day. This middle position is a bit like being a player-coach on an SMU Strategic Leadership and Change
athletic team. Management Program and taught in the
President’s MBA Program at Slovenia’s
How might you effectively juggle these demands and succeed in Bled School of Management. He has also
led executive programs for Intercontinental
both roles?
Hotel Group, IBM, Singapore Airlines,
This two-day session is custom designed to help you strengthen practical Singapore’s Ministry of Foreign Affairs, GIC,
management skills while also offering an opportunity to reflect on strategic Singtel, Singhealth, Keppel, NOL, IMC, and
leadership challenges. In particular, the module will cover: CARE.org.
• Negotiation skills: capturing and creating value during a negotiation, Outside the academy Michael has consulted
and how to prepare for both types of negotiating. for 3M, Shell, US Bancorp, Singapore’s CPF,
• Influence skills: how can you most effectively frame your messages National Healthcare Group, Bayer, UEM Group
so that people are measurably more likely to say yes to your request? (Malaysia), and Bosnalijek pharmaceutical
• Talent management principles: why do talented employees choose (Bosnia). As a qualified neutral, Michael has
worked as a private mediator and successfully
to stay with an organisation, and why might others leave? Here we resolved numerous courtroom, business, and
discuss job satisfaction, getting the best from each employee and community disputes.
their link to leadership styles?
• Leadership challenges within SMEs: What makes for an effective After twenty years in higher education, the
play-coach and how can we effectively think about strategy, next chapter of Michael’s career will include
research and case writing about social media
championing direction, and leading by example with so many
and how digital technologies are changing
demands on our desks? the way we learn, work, and communicate.
Michael is a blogger, podcaster, scuba diver,
This module intends to be highly interactive, relying on case discussion, role and a proud father who harbors illusions of one
plays, and cooperative learning. Completing pre-readings will ensure that day becoming a chef.
your time in this module will be most productive.
04 GLOW – Managing for Profitability
modulethree
Financing and Facilitator Bio-Data
ADAM WONG is the Executive Director of
Cashflow Management
Mayvest Asia Pte Ltd, a financial consulting
firm. He is also an adjudicator of the Financial
Industry Disputes Resolution Centre in
In challenging financial times, businesses have to pay extra attention to Singapore. Prior to his current appointment,
key factors that affect the firm’s financial health and cash flow situation. It he was a General Manager with Standard
Chartered Bank and other major banks with
is therefore important that firms implement financial dashboards to monitor
22 years of successful track record in Cash
their financial health. Having a tool to screen buyers before granting credit Management, eCommerce, Corporate Banking
terms can also help to reduce losses due to bad debts. and Trade Finance and Small & Medium
Enterprises. Having strong strategic orientation
In this module, Mr. Adam Wong, a seasoned banker, entrepreneur and and regional exposure in South East
consultant will share with participants key elements of a financial dashboard, Asia and Hong Kong, he is credited with
significantly growing global banks’ SME
key issues in determining the level of financing a business requires and assets by 450% and net profit by 140%
conduct in depth discussion on how terms of trade and stocking policies over a 3-year period in Singapore. He also
can severely affect a firm’s cash flow. started a new cash management business for
a leading bank in Asia and grew it to a USD35
Participants will also be introduced to various financial tools to quickly assess billion business annually.
potential corporate default. These tools will be very useful for screening the
Adam is a Fellow Certified Public Accountant, a
financial quality of buyers who are given credit terms. Certified Credit Risk Management Professional
and a Certified Professional Trainer. Mr. Wong
Participants will:
has contributed actively to the development
• Know how to determine the firm’s financial health. and training of professionals in the financial
• Understand the key information available from the various financial services sector for the past 20 years by sharing
his expertise regularly through The Institute
statements to build a financial dashboard. of Banking and Finance, and various other
• Determine the amount of financing required for a firm’s operation. organizations in Malaysia and Indonesia. He
• Be able to fully understand the impact of terms of trade and stocking has also conducted programmes in the area
policy on the firm’s cash flow. of banking and finance for Australian and
• Understand the concept of sustainable growth rate. local universities in Singapore.
• Spot the signs when a business overtrades.
• Know the limits of the firm’s debt capacity.
• Use of models to predict corporate distress.
• Know the key fundamentals in successfully raising bank debts.
• Have an overview of the financing packages provided by various banks
in Singapore.
• Explore alternate sources of financing beyond traditional bank debts.
GLOW – Managing for Profitability 05
modulefour
Growth & Globalisation Facilitator Bio-Data
EUGENE WONG is the Founder and
Strategies for SMEs Managing Director of Sirius Group, which is a
boutique private equity and business advisory
company that works with and invests in Small
Every SME must be concerned about the growth of its company. Growth is and Medium Sized (SME) growing companies
in Singapore and overseas. It works with
not a choice for SMEs anymore, unless you already have a strong dominant
growing SMEs to develop their growth
position in your industry. If you want to survive and sustain your position strategy as well as funds them. Some of the
for the long term in the current global business environment, you need to local SMEs that Sirius has either invested or
seriously plan for growth. Barriers to entry for any business are now not consulted are Jackspeed, Comms Design
sustainable to prevent new entrants of your business is a profitable one. International, Jason Parquet, Opentech,
Soundbuzz, Jason Electronics, among some
30 over companies.
This module will help participants evaluate their vision and direction, growth
strategies, business model, and review macro and micro factors and Eugene currently sits on the boards of
competition to develop strategic growth plans for growing their business. several public listed companies such as
Given that Singapore is a small market, SMEs that aim to be MNCs one Ajisen China Holdings Limited listed on HK
day, need to grow overseas and tap the global market, so how does one mainboard, Haike Chemical Group listed in
UK AIM and Yaan Security Technology Ltd
do it, should we set up overseas operations directly, set up joint venture,
and Communications Design International
franchise, license or just export? This is a strategic direction that one needs Ltd, both listed in Singapore. He sits on the
to decide as part of growth plans for any Singapore SME. Audit Committee of all the boards and is the
Chairman of the Audit Committee of Haike
Any company that aspires to stay above its industry in the 21st century Chemical and Chairman of the Nomination
Committee of Ajisen China.
must think in terms of global at an accelerating pace as countries previously
closed to foreign companies open up their markets, as the internet shrinks Eugene is currently the Vice-Chairman of the
the importance of geographic distance, and as ambitious growth-minded Singapore Venture Capital and Private Equity
companies race to build stronger venture capital competitive positions in Association (SVCA) Eugene also started a
more and more countries, it is imperative to expand overseas, in order to S$20 million Sirius Angel Fund with the Spring
survive in the long term. Singapore as co-investor. The fund invests
in innovative early stage growing companies.
• Need for a strategy and a business plan Eugene was previously the Executive Director
• What are some of the growth models for SME of Crimson Asia Capital Singapore, which is
• Crafting the total business plan part of the Crimson funds, which has around
US$500 million under its management.
• What makes a good plan and what are the mistakes to avoid
• Elements and framework of a business plan Eugene received an honorary PhD from
• Reasons for expanding into foreign markets Honolulu University. He has an MBA from
• Cross country differences in cultural, demographic, and market conditions Imperial College, University of London and
• The concept of multi-country competition graduated from the National University of
Singapore Business School with a BBA degree
• Strategy options for entering and competing in foreign markets
with First Class honours.
• The quest for competitive advantage in foreign markets
• Strategic alliances and joint ventures with foreign partners
• What are the pitfalls
06 GROW – Managing for Market Share
modulefive
Brand Management Facilitator Bio-Data
JORG DIETZEL has worked in Branding,
for SMEs Marketing and Communication for 18 years,
the past nine in Asia.
Branding is vital for every modern company, regardless of whether it is
offering a product or a service, whether it’s an SME or MNC. In a world of He has run agencies and multinational
accounts in London, Berlin, Beijing,
me-too parity, branding becomes the tool for differentiation which prevents
Hong Kong and Singapore and worked
the brand owner from having to compete on price.
with brands like FedEx, Visa, American
Airlines, Pepsi, BMW, Audi, Volkswagen,
The ‘Brand Management for SMEs’ module will explore the origin of brands Sony, Drypers.
and why brands today are so powerful. It will look at a number of case
studies – from global MNCs to local Singapore-based SMEs and explore Since opening his own brand consultancy
how they built their brands, and what are the successes (and failures) any in Singapore, he has worked with several
business owner can learn from. SMEs on branding and communication,
namely OPRC, Coffee Grounds, Raoul,
Day 1 will see an overview of how to build a brand and generate some Pageone, Binter.
‘brand equity’ over time. We will look into why branding often fails – one
He is an Adjunct Faculty at SMU where
of the reasons could be missing consistency (which we will explore in
he teaches classes in Strategic Brand
Touchpoint Management), another missing credibility.
Management and Advertising.
We will examine new trends in branding, such as “Blue Ocean Strategy” (is
it applicable to SMEs?), Faith Popcorn’s “Save our Society” (S.O.S) trend
which leads to questions of responsibility and transparency, hot topics on
today’s consumers’ minds. In particular, we will look at recent Asian trends
(like “New Asian Pride”) and explore what they mean for branding.
In two activities we will look at the brand DNA of some Singapore brands
and define the touchpoints where the brand meets the consumer.
Day 2 will concentrate on brand communication – what are the tools that we
have to make our brand positioning (and therefore our point of difference)
known to the consumers. Is branding a matter of money? Or can we find
other tools that are just as effective as big advertising campaigns but come
at a fraction of the cost?
Next to Media and New Media, we will also look inside rather than outside
– once you have developed a brand positioning, what are the tools to get
the necessary buy-in from all your staff? How can you make each and every
one of them into a “Brand Ambassador”?
In summary, the 2-day module will cover these important areas with a
specific emphasis on application for SMEs:
• Brand positioning/creating Brand Equity
• Touchpoint management
• Trends and new developments
• Brand communication
• Internal branding
GROW – Managing for Market Share 07
modulesix (I)
Ethics, Risk & Facilitator Bio-Data
EUGENE K B TAN is Assistant Professor of
Crisis Management law with the School of Law at the Singapore
Management University. He is also an
Advocate and Solicitor of the Supreme
Ethics
Court of Singapore.
This sub-module on ethics proceeds on the thematic question of ‘Does Eugene graduated with an LLB (Second Class
ethics matter for SMEs and how to make ethics work for SMEs?’ Indeed, Honours, Upper Division) from the National
‘Why ethics matter?’ is now largely a non-question at a time when capitalism University of Singapore in 1995. He obtained
and business are under siege for their excesses, irresponsibility, and a lack his MSc in Comparative Politics (with Mark of
Distinction) at the London School of Economics
of trust. In recent years, especially in the current economic downturn, the
and Political Science where he was awarded
focus has been on ethical conduct as an issue that multinational companies one of only two Robert McKenzie Prizes for
need to address more urgently and more coherently. the 1997 - 98 academic year. In 2004, Eugene
obtained his Master of the Science of Law
In particular, ethics–whether manifested most prominently in corporate (JSM) degree from Stanford Law School on a
social responsibility initiatives or the platforms–can provide SMEs with Fulbright Fellowship.
valuable social capital, enhance their forward-looking capacity, and inspire Eugene’s inter-disciplinary research interests
a shared vision among their stakeholders. Business and ethics, after all, are include law and public policy; business ethics
about social and business relationships that benefit society. and corporate social responsibility; law, society
and development; the government and politics
But SMEs are/have to be motivated, challenged, and engaged in ethics of Singapore; and nationalism and ethnic
conflict regulation. He has published in these
in qualitatively different ways from MNCs. The concerns, challenges, and
areas in edited volumes and internationally
opportunities differ between MNCs and SMEs, notwithstanding some refereed journals such as the Hong Kong Law
commonalities. SMEs, for instance, rely and depend more heavily on Journal, The Australian Journal of Asian Law,
inter-personal relationships with different stakeholders. The China Quarterly, Ethnopolitics, Ethnic and
Racial Studies, and Journal of Asian Business.
At the SMU, Eugene teaches the university
core curriculum course in Ethics and Social
Responsibility. Eugene has delivered invited
presentations on his teaching and research
interests locally and overseas. A frequent
media resource person on Singapore
politics and society, Eugene commented
actively in the local print, internet, and
broadcast media during Singapore’s May
2006 general elections.
08 GROW – Managing for Market Share
modulesix (I)
The sub-module aims to explain the growing relevance and importance of ethics to SMEs and their stakeholders. Selected topics
in this ethics package will help participants examine and evaluate how a greater ethical consciousness can help SMEs:
• Manage their risk profile
• Attract and retain human capital
• Develop competitive advantage through integrating ethics into strategy and the embedding of organisational norms
• Embed and acquire reputational fluency while communicating their corporate ethos
Ethical conduct is neither a burden nor a threat, but represents a new platform for opportunity, growth and competitiveness. It is
also very much in sync with the entrepreneurial character of SMEs. Participants will:
• Develop an understanding of the current developments and trends in business ethics and corporate social responsibility
• Critically examine how ethics is relevant to SMEs, and the opportunities and threats that are present by paying more attention
to and/or ignoring ethics respectively
• Learn how ethical conduct and consciousness can help SMEs innovate in their products and services, service unserved or
niche markets, and build new business models
Risk Management
This session provides participants with an overview of the various risk drivers. Through exercises, the session aims to enhance the
effectiveness of participants’ risk awareness.
GROW – Managing for Market Share 09
modulesix (II)
Crisis Management Facilitator Bio-Data
ANNIE KOH is Associate Professor of
One could argue that most crises are man-made in that their causes can be
Finance and Dean of Office of Executive
traced to ‘accidents waiting to happen’. How companies especially SMEs and Professional Education at the
proactively identify and recognize issues; nip potential problems in the bud Singapore Management University. She is
and plan contingency actions will to some extent, enable them to better also concurrently the Associate Dean of
weather the crises when they hit. the Lee Kong Chian School of Business
and Academic Director, International
Trading Institute@SMU. She received her
The extent to which leadership is able to build and sustain social capital will PhD in International Finance from New York
also determine the diversity of lifelines the owners can tap on during crisis, University (Stern School of Business) in 1988
and enable them to successfully convert crisis into opportunities. These where she was a Fulbright scholar. Prior to
skills will determine their firms’ survival, renewal and enable them to emerge joining the academia, she was a treasury
stronger. manager at DBS Bank. Annie is frequently
sought after as a conference speaker, panel
moderator and expert commentator. She
Purpose and objectives also has extensive experience in consulting
The workshop will build participants’ skills in crisis management. and executive teaching for regional and
Through highly interactive simulated exercises and case examples, international banks, MNCs, government
participants will be able to: agencies, telecommunication companies,
airlines, healthcare and hospitality sector,
• Develop strategies to anticipate and prevent crises from occurring and not-for-profit organisations. Her articles
• Deal effectively with crises as and when they do occur have been published in The Review of Future
• Implement contingency plans to cope Markets, SIMEX Papers, Pulses, and she
• Institute recovery measures to re-build image, reputation and regain authored IE Singapore’s book on Financing
Internationalisation – Growth Strategies for
the confidence of key stakeholders Successful Companies. Her current research
interests are in Family Office and Family
Business Research, REITS, Investor Behaviour,
Alternative Investments, and Enterprise Risk
Management. She sits on several advisory
boards and steering committees in the financial
services and government sectors.
Facilitator Bio-Data
ELIZA QUEK is currently an Adjunct Faculty
at SMU, where she teaches business
management courses. Eliza earned her
M.A in Manpower Studies from Birkbeck
College, University of London. She has
extensive training experience in enhancing
leadership competencies in the areas
of strategic management, performance
management, coaching and mentoring staff
for both the public and private sectors.
10 GROW – Managing for Market Share
moduleseven
Leadership Communications Facilitator Bio-Data
DIANA SER has over a decade’s experience in
& Media Strategies
print and broadcast journalism. As a reporter
and columnist with Singapore Press Holdings,
she covered major news events such as
Taking your business to a whole new level invariably involves new challenges. General Election 2000 and the SQ006 crash.
At Channel NewsAsia, she presented and
One of the hardest to tackle challenges for Asian entrepreneurs and
produced one of the most highly rated current
executives is communication – many have made their mark on the shop affairs programmes, “Get Real”, besides
floor where actions often speak louder than words. And yet communication covering news events such as the Nicoll
– specifically its professionalization – is de rigueur for organisations on Highway collaspe.
the road to becoming world class. That means planned and controlled
communication that is effectively delivered. Her years as an industry insider give her a
unique perspective on the most effective
ways to work with the media and engage an
This two-day module focuses on two key aspects of leadership audience.
communication: Public Speaking and Working With the Media. Both
often make use of public platforms to address stakeholders who become Now, Diana brings her journalistic insights
increasingly diverse as your business grows. Here are some module and experience to Integrated Marketing
Solutions Group (IMSG), as a shareholder and
highlights:
director. As media trainer, she has worked with
• Using narratives (stories) to persuade companies such as Eu Yan Sang, HSBC, F&N,
• Refining the body language of Leadership to connect Ascott International and Goodrich Global.
IMSG’s PR clients also include Nike, Brands,
• Using language to achieve a leadership purpose
AXN, Singapore Flyer, F&N and Red Bull.
• Handling the media professionally to tell your success story
Diana has a Masters of Communication from
Course methods include lecture, practice interviews and presentations, the Nanyang Technological University.
individual and group exercises, plenty of relevant examples and
demonstrations.
GLOBALISE – Managing for International Expansion 11
moduleeight (I)
Sales Management & Facilitator Bio-Data:
SRINIVAS K. REDDY is Professor of Marketing
International Operations
and Director, Center for Marketing Excellence,
Lee Kong Chian School of Business,
Singapore Management University. Previously,
he was the Executive Director and Group
Sales Management Head, Corporate Strategy and Leadership
Development at Maytas Holdings. Prior to
Sales management process is the critical front-end of any manufacturing his stint at Maytas, Dr. Srinivas K. Reddy was
or service organisation. This front-end is where your company meets its the Robert O. Arnold Professor of Business
customers, relationships are formed, deals get done, or where relationships and the Director of the Coca-Cola Center for
fail and business is lost. The sales organisation is becoming a strategic Marketing Studies, Terry College of Business
at the University of Georgia. He holds M.Phil
imperative rather than a tactical tool. For many companies, the strategic
and Ph.D. degrees in Business Administration
management of customers has become a high priority, where you from Columbia University. Dr. Reddy was on
understand and deliver value to your customers. In this program, we provide the faculties of New York University’s Stern
practical frameworks and tools to manage your customers effectively. School of Business, Columbia University, and
The program will involve highly interactive lectures coupled with in the University of California, Los Angeles and
depth case studies. was a visiting professor at Stanford Business
School. Dr. Reddy’s expertise is in new product
development, marketing and competitive
Program Outline: strategy involving new brands and services.
• Understanding and Delivering Customer Value In 2006, he has been awarded the IBM’s
prestigious SUR grant to study corporate
• Strategic Customer Selection in Selling
innovativeness and innovation conversion.
• Managing Customer Relationships He has consulted and taught executive
• Monitoring Customer Health programs for IBM, Coca-Cola Company, Miller
• Customer Satisfaction and Loyalty Brewing, Pfizer, Eli Lilly, Bristol-Myers-Squibb,
• Managing Your Customers for Revenues and Profits Satyam Computer Services, Chase, Turner
Broadcasting, Cox Interactive Media, United
Parcel Service, Equitable, Ford Foundation
and Price Waterhouse Coopers. He has
been recognized for his outstanding teaching
and was the recipient of Award for Teaching
Excellence in 1994. He was nominated as the
MBA Teacher of the Year in 1999, 2000, 2002
and 2005.
12 GLOBALISE – Managing for International Expansion
moduleeight (II)
International Operations Facilitator Bio-Data:
ADEL F DIMIAN is Practice Associate Professor
of Management in the Lee Kong Chian School
History shows that distant shores are a great enticement for leaders. Given of Business. He recently joined SMU after
the flatter, more highly networked, more competitive world of today, leaders serving nearly 19 years with 3M in varied and
are even more pressed to look abroad for growth. And it can make good increasing responsibilities in technical and
business management for worldwide.
sense when local markets cannot fulfill the growth needs of an enterprise.
Multiple challenges can arise for owners, executives and managers of SME’s As a scientist he was awarded 9 patents for
once they make the strategic decision to invest internationally. Operational novel chemistry solutions. He is a certified
issues such as leadership choices (local or corporate), organisational six sigma black belt and master black belt.
structure, portfolio choices, marketing approaches, factory site location and Adel spent 3 years based in Singapore as
management, supply chain issues, goals and measurements, and cultural a regional business development manager
responsible for 3M’s Asia electronics portfolio.
differences can create barriers to opportunity fulfillment. This course will Prior to moving back to Singapore and joining
clarify the principles and practice of international operations for SME’s. SMU, he was appointed vice president and
Participants will: general manager for 3M’s healthcare IT
compliance business unit in New York City.
• Develop an understanding of the concepts and frameworks of Adel has worked in the healthcare, memory
international operations tec hnology, commercial brand identity and
• Learn appropriate application of tools and methodologies to graphic design, IT, and electronic market
execute international operations segments.
• Learn to apply international operations to create competitive
He received his formal education in
advantage for their enterprise
the sciences, liberal arts, and business
administration earning a BS and PhD
Selected Course Topics degrees in chemistry, and an MBA with
• Portfolio management: picking winners and eliminating losers honors from the Carlson School of
Management, University of Minnesota. His
• Implementing international marketing strategies
expertise is strategy, innovation, process
• Leveraging cultural, management, information & organisational improvement and general management.
differences
• Integrated supply chain management
• Locating and managing operations
• Performance measures
GLOBALISE – Managing for International Expansion 13
modulenine
Public Enterprise, IPO & Facilitator Bio-Data
ANG SER-KENG is a Senior Lecturer of
Corporate Governance
Finance at SMU. He is also the director of the
UOB-SMU Entrepreneurship Alliance Centre. In
essence, the Alliance is created to pursue the
enhancement of the growth & development of
This last module in the program deals with the advanced stage of a the SME sector, as well as providing additional
corporation’s development. Many regard listing of a corporation as the exposure to students when they work with
“coming of age” of a company. Not only does listing catapult a company to SMEs on the consulting projects.
a higher growth path by expanding the sources of financing, it also increases
the company’s prestige with respect to dealings with suppliers, prospective Prior to his appointment at SMU, Ser-Keng
spent over seven years in investment banking.
and present employees, and society as a whole.
He spent nine years in London and Hong
Kong, where he was involved in the origination
The module will first review the motivations and demands for listing. We and execution of a number of cross-border
shall look at the listing rules and the IPO process, with a view of assisting transactions in the Asia Pacific region at
in the packaging and aligning the internal structures and processes to international banks, such as Deutsche Bank,
ABN AMRO and Flemings, especially in mergers
position itself for an IPO. It is also necessary to discuss issues of corporate
& acquisitions and capital raising via the capital
governance, which is getting increasingly important for investors. markets (via IPOs, secondary offerings of
equity & issuance of debt). At Deutsche Bank,
In order to understand the IPO market well, it is useful to revisit the workings he was responsible for an acquisition in the US,
of the financial markets and how it operates to channel resources from amounting to US$5.5 billion, for a Japanese
those with surplus funds to those who are in need of those funds. We will MNC. As a Senior Vice President at ABN
AMRO, he was also responsible for cross-
focus on the role of an investment bank in the capital markets and what
selling a broader range of products, ranging
makes a successful IPO. from equity to debt to derivative products, as
well as cash management to trade services.
Additionally, the role of an investment bank in the structuring, management, Prior to his career in investment banking, Ser-
arrangement, underwriting, researching and pricing of a primary offering Keng worked at Arthur Andersen and Credit
Suisse First Boston.
cannot be underestimated. This is because the structure of an IPO has
significant effect on how the company’s stocks trade in the secondary Ser-Keng received an MBA from London
market, hence its profound impact on shareholders’ value, and the growth Business School and a Bachelor of
trajectory of the listed company. Accountancy from the National University of
Singapore. He is also a CPA and is qualified
Equally important is the understanding of what drives and creates value for ACIS.
and how analysts and investors in the capital markets evaluate and critique
listed companies. The focus will not be the derivation of equity value per
se, but the main methodologies involved and the key parameters that drive
equity value.
14 GLOBALISE – Managing for International Expansion
Programme Structure and Fee Application Deadline
The course fee for the entire 18-day programme is $18,682.20 1 month before commencement of each module.
(including GST) per person before funding. All applications must be made online at http://www.smu.
edu.sg/executive_education/programmes/2010/spring10/
To be eligible for SPRING Singapore’s funding support (up registration.asp. (Applications received after filling deadline will
to 70%)*, participants have to enroll and complete all nine be considered on space availability)
modules within a period of three months. The cost of the entire
Schedule
18-day programme is S$6,460.20 (including GST) per person
after funding support from SPRING Singapore, applicable to Each module is held over Fridays and Saturdays. Training hours
the first 25 participants who are eligible for funding. Participants are from 9am to 5pm.
will be awarded a certificate upon successful completion of the
Meals
entire programme.
Breakfast, tea breaks and lunch will be provided during the
Participants that prefer a more targeted and focused approach training. Meals provided are “no pork no lard”. If you have
special dietary requirements, please inform us accordingly.
have the option of signing up for any module across the three
thematic programmes based on their needs. The flexibility will Venue
allow participants to pick and choose modules most beneficial
to their growth and development. However, participants will Singapore Management University
Executive Seminar Room
not be eligible for funding from SPRING Singapore in this case.
81 Victoria Street, Administration Building
Course fee for each two-day module is S$2,075.80 (including Singapore 188065
GST) per person. Participants will be awarded a certificate upon
completion of each module. Transfer/Substitution Policy
Transfer requests must be received in writing. Requests
Course fees include course materials, meals and the use of received within 4 weeks of program commencement date will
SMU’s state of the art training facilities in the city. incur a 5% (of program fee) administrative charge.
You are eligible for funding under the AMP if your company Cancellation Policy
meets the following criteria: All cancellations must be received in writing. The following
charges apply for cancellations received:
You are part of the senior management team of an SME*
challenged with managing increasing business complexity, as • 4 weeks and prior to the course commencement:
demonstrated by your company’s size, growth, markets and no charge
operations.
• 2 to 4 weeks prior to the course commencement:
SMEs must fulfill criteria (A) and (B), OR (A) and (C) : 30% of program fee
• 1 to 2 weeks prior to the course commencement:
(A) Size and growth
60% of program fee
(i) At least S$10 million in annual sales turnover # , or
(ii) At least S$5 million in annual sales turnover # and • Less than 1 week prior to the course commencement:
company growth exceeding industry average, or 100% of program fee
(iii) At least 50 staff and company growth exceeding
industry average Certificate of Completion
Participants who have attained at least 75% attendance will be
(B) Markets awarded a Certificate of Completion.
(i) Revenue from overseas markets, including sales from
non-domestic sources, foreign exports, or sales bound Direct Enquiries & Applications to
overseas via local intermediary Jeannie Yeo
Tel : +(65) 6828 0375
(C) Operations email : jeannieyeo@smu.edu.sg
(i) Investments in foreign operations, or
(ii) Multiple establishments^ Angie Ng
Tel : +(65) 6828 0528
* SMEs are defined as companies with at least 30% local shareholding, email : angieng@smu.edu.sg
group fixed assets below S$15 million and less than 200 employees.
# Turnover to include only value added products and services Roxanna Shen
Tel : +(65) 6828 0286
^ Examples of establishments include outlets, factories, facilities
email : roxannashen@smu.edu.sg
Please submit the duly completed funding application form Please apply online at
(which can be found on page I-III of this brochure) to Spring http://www.smu.edu.sg/executive_education/
Singapore directly at the following address: programmes/2010/spring10/registration.asp
SPRING Singapore
2 Bukit Merah Central
Singapore 159835
Attention:
Ms Tan Siew Kim, Business Leadership Division
GLOW, GROW, GLOBALISE 15
About
Singapore Management University
Singapore Management University’s mission
is to groom outstanding business leaders and
creative entrepreneurs capable of excelling in
a rapidly changing and dynamic world. The
inspired collaborations with The Wharton
School and the University of Chicago Booth
School of Business, allow SMU to draw on the
various institutions’ academic and research
strengths across all major disciplines. The
collaborations have also resulted in a diversity
of executive programmes designed to address
the corporate and management challenges of
the global business environment.
Programmes offered combine academic rigour
with hands-on business savvy and are delivered
by the best academics in their field together
with successful industry practitioners. SMU
has trained thousands of business executives
from over 25 countries, reflecting the diverse,
global perspective of our programmes.
SMU delivers a rewarding executive education
experience in which business leaders will gain
insight and learn best practices, enabling
them to manage more effectively in changing
business world.
APPLICATION FOR
ADVANCED MANAGEMENT PROGRAMME
Instructions
1. Please write clearly in BLOCK LETTERS. Complete all sections and indicate ‘NA’ for items not applicable.
2. False particulars or intentional withholding of information will disqualify the application, or if already awarded,
terminate the grant and recovered immediately from applicant any amount of the grant that may have been disbursed
3. SPRING will not enter into correspondence with regard to reasons for unsuccessful applications.
PART 1 – COMPANY / APPLICANT DATA
1. General
a. Name of Executive Programme applied for:
SMU-SPRING SME Leaders Advanced Management Programme
b. Registered Name of Company with Accounting & Corporate Regulatory Authority (ACRA)
- (Please also provide a copy of the latest ACRA report – dated not more than 12 months)
c. Full Name of Applicant (as in NRIC) (Mr / Ms / Mrs / Mdm – please delete accordingly)
d. Designation e. Nationality (Singapore Citizen / Singapore
PR / Others) - if Others, please specify
f. Date of Birth (dd/mm/yyyy) g. Highest Qualification Obtained
h. Address
Postal Code:
i. Tel no (office) j. Mobile no (optional) k. Fax no
l. Email m. Company’s website
n. Business Activity
I
o. No of Staff p. Year Incorporated q. Paid up Capital (S$)
r. Company Sales (Past 3 Years)
Year Year Latest FY
(S$)
s. Overseas financial performance
(sales from non-domestic sources, foreign exports, or sales bound overseas via local intermediary)
Country % revenue
t. Investment in foreign operations
Country Type of activity
u. Number of establishments (includes offices, outlets, factories, warehouses or other facilities)
Local Overseas
2. Shareholding details
a. Shareholding details of applicant company (attach separate sheets if space provided is insufficient)
Name of Nationality1 % Share For Corporate Shareholders Only
shareholders / / Country (Percentage of
sole proprietors / Registered2 shareholdings must Activity No of Staff Fixed Asset
partners (individual or total up to 100%) Business Investment at
company) NBV (S$)
1
Applies to individual shareholder, please state if he/she is a Singapore Citizen, Singapore PR or Others
2
Applies to shareholders that are companies. For corporate shareholders holding 20% or more of the total shareholding of applicant company,
please provide ACRA report and the shareholding details of the corporate shareholders in a separate sheet (information required is similar to the
Table 2a.)
II
b. Details of companies where applicant company holds 50% or more of the total shareholding in subsidiaries or other
companies (attach separate sheets if space provided is insufficient)
Name of Company Country Business No of Staff Fixed Asset % Share
Registered Activity Investment at NBV
(S$)
3. Fixed Assets Details
Year Year Latest FY
Fixed Asset Investment at
Net Book Value (S$)
PART 2 – DECLARATION BY APPLICANT
4. I declare that:
a. My company, has at least 30% local shareholding, is not part of a group of companies whose Fixed Asset Investments
(FAI) exceeds S$15 million at net book value and does not employ more than 200 workers (for service sector);
b. The facts stated in this form are true and correct to the best of my knowledge and that I have not withheld/distorted
any material facts. I understand that if I obtain the grant by false or misleading statements, the grant may be
withdrawn and recovered immediately from me any amount of the grant that may have been disbursed.
Signature: _______________________________________ Signature: _________________________________________
(To be signed by the Applicant) (To be signed by the Accountant / Auditor / Finance
Representative of the Applicant Company)
Name : ____________________________________ Name : ____________________________________
Designation : ___________________________________ Designation : ___________________________________
Date : ____________________________________ Date : ____________________________________
III
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