Pengarang: hazween

Pejabat Ketua Pegawai Eksekutif dengan kerjasama Pegawai Kelestarian meneruskan Program Tanggungjawab Sosial Korporat “Let’s Give Back @ Kuala Tahan 2025” pada 10 September 2025 di Sekolah Kebangsaan Kampung Pagi, Jerantut. Turut hadir En. Izwan Zainuddin, Ketua Pegawai Eksekutif PUNB; Wakil Pejabat Pendidikan Daerah (PPD) Jerantut; Yang Dipertua PIBG; Guru-guru besar sekolah penerima sumbangan serta barisan guru SK Kampung Pagi.
Pada hari kedua, sumbangan PIBG diserahkan kepada tujuh buah sekolah iaitu SK Kampung Pagi, SK Kuala Tahan, SK Kampung Bantal, SK Kuala Sat, SK Mat Daling, SK Gusai dan SMK Jubli Perak. Selain itu, agihan bakul makanan kepada golongan memerlukan dan asnaf dilaksanakan di Kampung Pagi, Kampung Kuala Sat, Kampung Orang Asli Kucing dan Kampung Orang Asli Bengoi.
Pejabat Ketua Pegawai Eksekutif dengan kerjasama Pegawai Kelestarian telah memulakan Program Tanggungjawab Sosial Korporat (CSR) “Let’s Give Back @ Kuala Tahan 2025” pada 9 September 2025, bertempat di Sekolah Kebangsaan Pasir Durian, Jerantut.
Majlis turut diserikan dengan kehadiran Dato’ Haji Ahmad Nazlan Idris, mantan Pengerusi PUNB; En. Izwan Zainuddin, Ketua Pegawai Eksekutif PUNB; En. Yahaya bin Hj Ahmad, Guru Besar SK Pasir Durian; Pn. Zakiah bt Mohammad, Guru Besar SK Merting; Pn. Norliza bt Ismail, Guru Besar SK Cebung; wakil PPD Jerantut; warga kerja PUNB; Yang Dipertua PIBG; serta barisan guru SK Pasir Durian.
Pada hari pertama, program dimulakan dengan penyerahan sumbangan PIBG kepada tiga buah sekolah iaitu SK Cebung, SK Merting dan SK Pasir Durian, selain agihan bakul makanan kepada golongan memerlukan dan asnaf di Kampung Pasir Durian, yang memberi manfaat langsung kepada para pelajar dan komuniti setempat. Program ini berlangsung selama empat hari, dari 9 hingga 12 September 2025, melibatkan penyerahan sumbangan kepada 10 buah sekolah, 3 kampung tradisional Melayu dan 8 kampung Masyarakat Orang Asli.
Secara keseluruhan, lebih 1,000 pelajar dan penduduk bakal menerima manfaat melalui bantuan pendidikan, agihan bakul makanan, bantuan selipar kepada masyarakat Orang Asli, serta pelbagai aktiviti libat urus komuniti. Inisiatif ini mencerminkan komitmen PUNB dalam memperkasa pendidikan, meningkatkan kesejahteraan masyarakat serta menyokong pembangunan inklusif, selaras dengan Matlamat Pembangunan Mampan Pertubuhan Bangsa-Bangsa Bersatu (SDG 3 – Kesihatan Baik dan Kesejahteraan serta SDG 10 – Mengurangkan Ketidaksamaan).
PETRONAS melalui Tender Clinic With Sabahan Vendor tampil sebagai wahana strategik bagi memacu keupayaan vendor tempatan, memperkukuh daya saing industri, serta menzahirkan komitmen terhadap pembangunan mapan ekonomi Sabah.
Atas usaha tersebut, PUNB telah dijemput ke PETRONAS Tender Clinic With Sabahan Vendor pada 10 September 2025 di SICC, Kota Kinabalu.
Sesi Tender Clinic ini merupakan satu inisiatif PETRONAS untuk meningkatkan jumlah usahawan tempatan dalam industri minyak dan gas di Sabah, selaras dengan aspirasi Kerajaan Sabah untuk meningkatkan penglibatan vendor tempatan, membangunkan kapasiti, serta mewujudkan lebih banyak peluang ekonomi kepada rakyat Sabah.
Penglibatan PUNB terhadap kepercayaan yang diberikan oleh PETRONAS mencerminkan komitmen PUNB di dalam usaha menyokong dan meningkatkan penglibatan usahawan Bumiputera di dalam setiap rantaian ekonomi termasuk dalam sektor-sektor strategik.

Keusahawanan merupakan antara pemangkin utama dalam pembangunan ekonomi negara. Melalui usaha gigih usahawan, pelbagai peluang pekerjaan dapat diwujudkan, sumber ekonomi dapat diperkaya, dan identiti budaya dapat dikekalkan. Di Malaysia, bidang keusahawanan tidak terhad kepada satu jenis produk sahaja, malah meliputi pelbagai sektor sama ada berasaskan bahan tempatan mahupun import. Artikel ini akan membincangkan perbandingan antara dua jenis usahawan, iaitu usahawan dodol di Melaka yang menggunakan keluaran tempatan dan usahawan karpet di Negeri Sembilan yang bergantung kepada barang import.

Usahawan Dodol di Melaka

Dodol merupakan makanan tradisional masyarakat Melayu yang terkenal, khususnya di negeri Melaka. Usahawan dodol biasanya menggunakan bahan-bahan tempatan seperti santan kelapa, gula melaka, dan tepung pulut.

Kelebihan utama usahawan dodol ialah penggunaan bahan tempatan yang secara langsung menggalakkan pertanian dalam negara. Produk ini juga mempunyai nilai budaya yang tinggi kerana ia melambangkan identiti warisan masyarakat Melayu dan berpotensi menjadi tarikan pelancongan. Dari sudut kos, usahawan dodol tidak terlalu terjejas oleh faktor luaran seperti kadar pertukaran mata wang kerana bahan mentah diperoleh dari dalam negara.

Namun begitu, terdapat juga beberapa cabaran yang perlu dihadapi. Antaranya ialah persaingan dengan makanan moden yang lebih cepat dan mudah disediakan, pasaran yang agak terhad jika produk tidak dipelbagaikan, serta cabaran dalam mengekalkan kualiti agar tahan lama untuk dipasarkan secara lebih meluas termasuk ke peringkat antarabangsa.

Usahawan Karpet di Negeri Sembilan

Berbeza dengan dodol, perniagaan karpet di Negeri Sembilan banyak bergantung pada produk import dari negara-negara seperti Turki, Pakistan, dan Iran. Karpet dari luar negara sering mendapat sambutan kerana corak yang unik, kualiti tinggi, dan nilai eksklusif.

Antara kelebihan utama usahawan karpet ialah kemampuan untuk menawarkan produk premium yang mampu menarik golongan pelanggan berpendapatan sederhana hingga tinggi. Selain itu, karpet import juga mempunyai pelbagai pilihan reka bentuk dan bahan, sekali gus menjadikan perniagaan ini lebih menarik dari segi kepelbagaian produk.

Namun, kebergantungan pada import menjadikan usahawan karpet terdedah kepada pelbagai risiko. Antaranya ialah kenaikan harga akibat kadar tukaran mata wang asing, kos penghantaran yang tinggi, serta persaingan sengit daripada peniaga lain yang mengimport dari negara sama.

Kedua-dua usahawan dodol di Melaka dan usahawan karpet di Negeri Sembilan mempunyai kelebihan dan kekangan masing-masing. Dari segi asal produk, dodol berasaskan sumber tempatan manakala karpet bergantung pada import. Dari segi sumbangan ekonomi, dodol lebih menyokong industri pertanian dan pembangunan desa, manakala karpet pula menyumbang kepada pasaran global serta membuka peluang perniagaan berorientasikan eksklusif.

Selain itu, dodol membawa identiti budaya Melayu yang kuat dan menjadi simbol warisan negara, manakala karpet pula menonjolkan budaya antarabangsa yang bersifat mewah. Dari sudut pasaran, dodol lebih sesuai untuk pasaran tempatan dan pelancong, manakala karpet pula menarik minat pelanggan berstatus tinggi serta mereka yang mementingkan gaya hidup moden.

Secara keseluruhannya, kedua-dua jenis usahawan ini memainkan peranan penting dalam memajukan ekonomi negara. Usahawan dodol di Melaka membantu mengekalkan warisan budaya dan mengukuhkan sektor pertanian tempatan, manakala usahawan karpet di Negeri Sembilan pula membawa nilai global melalui produk import yang berkualiti tinggi. Kejayaan Malaysia dalam bidang keusahawanan dapat dicapai dengan adanya keseimbangan antara pengukuhan identiti tempatan dan penerimaan produk antarabangsa.

 

Kepimpinan dalam konteks perniagaan merujuk kepada proses atau kemahiran seseorang untuk mengarahkan, mempengaruhi dan memotivasi pasukan atau organisasi untuk mencapai matlamat yang ditetapkan. Kepimpinan memainkan peranan penting dalam kejayaan dan pertumbuhan perniagaan. Berikut adalah lima sebab mengapa kepimpinan penting dalam perniagaan:

Secara keseluruhan, kepimpinan yang kuat adalah asas yang penting dalam memastikan pertumbuhan, kestabilan dan kejayaan jangka panjang sebuah perniagaan.

A tariff is a tax that a government charges on imported goods (products brought in from other countries). Usually, a tariff will be an added cost to imported goods and services, which is normally passed on to the consumer.

Why Do Governments Use Tariffs?

  • Rescue for the Government – Taxes collected from imported goods and services fund public services.
  • Protect Local Businesses – Makes imported goods cost more, so customers buy local.
  • Trade Measure – If a country is trading unfairly, tariffs can be used as leverage to negotiate better trade terms.

Example: The Toy Story 

Imagine:

Malaysia makes teddy bears for RM 20 each.

China also makes teddy bears but sells them for RM 15 (cheaper because of lower labor costs).

Without Tariff:

Malaysians buy Chinese teddy bears because they’re RM 5 cheaper.

Local toy makers lose business.

With 20% Tariff:

China’s teddy bears now cost RM 15 + 20% tax = RM 18.

Malaysians think: “Hmm, local bears (RM 20) are only RM 2 more… I’ll support Malaysian-made!”

So, Local toy makers survive. It ensure fairness for local product to compete with exported product.

Good or Bad? It Depends!

Good for: Local workers, factories and governments.

Bad for: Consumers (pay higher prices) and exporters (lose sales).

Think of it like this to in simpler terms:

Tariffs are like a “shield” for local businesses.

But if used too much, they can start a trade war, where other countries will retaliate in the same manner by increasing tariffs on your exported products and services.

Quick Summary

Tariff = Tax on Imports
Goal = Help Local Businesses
Side Effect = Higher Prices

A tariff is a tax that a government charges on imported goods (products brought in from other countries). Usually, a tariff is an added cost on imported goods and services, which is normally passed on to the consumer.

Why Do Governments Use Tariffs?

  • Rescue for the Government – Taxes collected from imported goods and services help fund public services.
  • Protect Local Businesses – Makes imported goods cost more, so customers buy local.
  • Trade Measure – If a country is trading unfairly, tariffs can be used as leverage to negotiate better trade terms.

Example: The Toy Story 

Imagine:

Malaysia makes teddy bears for RM 20 each.

China also makes teddy bears but sells them for RM 15 (cheaper because of lower labor costs).

Without Tariff:

Malaysians buy Chinese teddy bears because they’re RM 5 cheaper.

Local toy makers lose business.

With 20% Tariff:

China’s teddy bears now cost RM 15 + 20% tax = RM 18.

Malaysians think: “Hmm, local bears (RM 20) are only RM 2 more… I’ll support Malaysian-made!”

So, Local toy makers survive. It ensure fairness for local product to compete with exported product.

Good or Bad? It Depends!

Good for: Local workers, factories and governments.

Bad for: Consumers (pay higher prices) and exporters (lose sales).

Think of it like this to in simpler terms:

Tariffs are like a “shield” for local businesses.

But if used too much, they can start a trade war, where other countries retaliate in the same manner by increasing tariffs on your exported products and services.

Quick Summary

Tariff = Tax on Imports
Goal = Help Local Businesses
Side Effect = Higher Prices

Building A Legacy in Automotive Sector

“At Maxipura, we sell happiness to our customers,” said Encik Zuraiman, who has led Maxipura Sdn. Bhd. for nearly 15 years. The meaning behind its name is special, rooted in Sanskrit meaning “sacred city”. Encik Zuraiman initially took over Maxipura from his friend, knowing its potential to penetrate the market that was predominantly dominated by non-Bumiputera entrepreneurs at the time.

From one single outlet to eight outlets did not happen in the blink of an eye. From five staff to now over 155 staff outlets, this growth exemplifies Encik Zuraiman’s dedication and passion to thrive in the highly competitive automotive industry. His indument in the automotive industry started at Goodyear Tire and Rubber Company, where he joined the sales and marketing team despite initially being offered the role of Regional Auditor for Asia Pacific on his rarely aetheric background.

Collaborative Effort of All Team Members

When asked what sets Maxipura apart from competitors, Encik Zuraiman emphasises: “I have good team members and competent staff who have supported me from the beginning.” Managing 155 staff is not an easy task, however, with strong leadership from top management, especially from Encik Zuraiman himself, Maxipura able to sustain its market presence while planning strategic growth and diversification. He also mentioned that Maxipura did not differentiate its staff based on gender or race. The company welcomes individuals from diverse ethnic backgrounds, including Chinese, Indian, and Orang Asli communities. “As long as they are willing to learn and have the right attitude, we are more than happy to accept them to be part of Maxipura,” he said.

Customer’s Happiness

The reason behind Maxipura’s slogan of “selling happiness” is simple yet meaningful. “When people come to us, their faces show how stressful it is when the car breaks down. We are here to help them, reassure them, and fix the problem. You can see their face enlightened after that,” he said. That is why it became Maxipura’s slogan, as customer happiness and satisfaction are ultimately the company’s main goals.

Business Is About Networking

Networking plays a vital role in Maxipura’s business strategy, enabling the company to build strong relationships with stakeholders and better understand their needs and expectations. Through active networking, Maxipura gains valuable insights into market trends and customer preferences, supporting with more informed decision-making. Additionally, networking fosters collaboration and innovation, driving sustainable growth. It also opens doors to new opportunities and partnerships, strengthening the company’s competitive edge. Ultimately, effective networking is essential for meeting diverse stakeholder needs and ensuring long-term success.

PUNB’s Role in Maxipura

Encik Zuraiman knew about PUNB in 2004 while working with Goodyear Tire and Rubber Company. At that time, he mentioned that he did not see the need for financing for his business. However, in 2013, recognising the importance of securing funds to expand the company, he decided to apply for financing with PUNB. He was encouraged by the dedication shown by PUNB’s team, who were committed to supporting his success in the industry.

Future Vision of Maxipura

Encik Zuraiman believes there is always room for improvement and considers Maxipura to be the second-leading tyre service provider in the market. This mindset drives the company to continually learn from the best and aspire to become the best. Looking ahead, Encik Zuraiman plans to expand Maxipura to other states across Malaysia, with the goal of establishing 50 outlets, with the objective of making it convenient for their customers.

Additionally, Maxipura aims to contribute to society through a tailored corporate social responsibility (CSR) program. The company plans to initiate an outreach program with schools to promote environmental awareness. Encik Zuraiman believes that CSR is not only a key part of Maxipura’s branding strategy but also strengthens its image within the community.

Advice for Young Entrepreneurs

Encik Zuraiman believes that three key factors are essential for becoming a successful entrepreneur: learning the fundamentals of business, having the courage to start, and having a genuine passion for running the business. He also emphasises the importance of building a strong network before starting a business, as it provides valuable opportunities to learn from others’ experiences. Last but not least, he mentioned that the intention behind doing business must be good, while at the same time, one must continue praying, making dedicated efforts to run the business, and have tawakkal, as everything comes from Allah the Almighty.

Dalam dunia keusahawanan yang penuh cabaran dan persaingan, ramai usahawan tertanya-tanya: Adakah aku memerlukan seorang mentor untuk berjaya dalam perniagaan? Jawapannya—Ya, memiliki mentor boleh menjadi satu aset yang sangat berharga dalam perjalanan keusahawanan seseorang.

APA ITU MENTOR?

Mentor ialah seseorang yang mempunyai lebih banyak pengalaman dalam bidang tertentu dan sudi berkongsi ilmu, memberi panduan serta sokongan kepada individu lain yang sedang meniti jalan yang sama. Dalam konteks perniagaan, mentor mungkin seorang usahawan yang telah berjaya, seorang pakar industri atau seseorang yang berpengalaman luas dalam mengurus syarikat.

KELEBIHAN MEMPUNYAI MENTOR DALAM PERNIAGAAN

  • Panduan Berdasarkan Pengalaman
    Mentor boleh membantu anda mengelak kesilapan yang pernah mereka lakukan. Ini mempercepatkan proses pembelajaran dan mengurangkan risiko dalam membuat keputusan penting.
  • Rangkaian (Networking)
    Seorang mentor selalunya mempunyai rangkaian kenalan yang luas. Mereka boleh memperkenalkan anda kepada pelabur, rakan kongsi strategik atau pelanggan yang berpotensi.
  • Sokongan Moral dan Emosi
    Menjalankan perniagaan boleh menjadi satu perjalanan yang penuh tekanan. Mentor boleh menjadi tempat rujukan dan motivasi apabila anda berhadapan dengan cabaran.
  • Pandangan Luar yang Objektif
    Kadang-kadang, kita terlalu tenggelam dalam perniagaan sendiri sehingga sukar melihat kelemahan. Mentor mampu memberi pandangan luar yang jujur dan membina.
  • Membantu Dalam Strategi dan Perancangan
    Mentor boleh membantu menilai idea, membina pelan tindakan dan menetapkan strategi pertumbuhan jangka panjang.

ADAKAH SEMUA USAHAWAN MEMERLUKAN MENTOR?

Tidak semestinya, tetapi memiliki mentor memberikan kelebihan kompetitif yang besar. Ramai usahawan yang berjaya seperti Mark Zuckerberg dan Jack Ma mengakui bahawa mereka dibantu oleh mentor dalam membina empayar mereka.

BAGAIMANA MENDAPATKAN MENTOR?

  • Sertai komuniti keusahawanan atau program inkubator perniagaan
  • Hadiri seminar, bengkel atau acara networking
  • Gunakan platform profesional seperti LinkedIn
  • Bersikap terbuka dan aktif bertanya atau meminta nasihat

Mempunyai mentor bukan syarat mutlak untuk berjaya, tetapi ia boleh mempercepatkan proses pembelajaran, mengurangkan risiko dan memberikan sokongan yang sangat diperlukan dalam dunia perniagaan. Dalam erti kata lain, mentor bukan sekadar pembimbing—mereka adalah pencetus kepada kejayaan anda.

What Is Ecosystem Mapping?

Ecosystem mapping is a strategic tool that helps organisations visualise the relationships and interdependencies among various stakeholders in their business environment. It provides a holistic view of how value is created, exchanged and sustained within a network of actors.

Rather than focusing only on direct supply chains or internal structures, ecosystem mapping highlights external connections and cross-industry interactions that influence a business’s performance and opportunities.

Why Is Ecosystem Mapping Important?

  • Strategic Clarity
    It helps leaders understand the broader context in which their organisation operates, identifying key players, influencers and opportunities for collaboration or disruption.
  • Innovation and Growth
    By visualising gaps or underutilised relationships, businesses can uncover new partnerships, products or services that weren’t visible before.
  • Risk Management
    Ecosystem mapping reveals dependencies and vulnerabilities, enabling companies to build resilience by diversifying or strengthening key relationships.
  • Customer-Centric Thinking
    Mapping the ecosystem around the customer journey helps organisations align offerings and touchpoints across multiple stakeholders.

Key Elements of an Ecosystem Map

An effective ecosystem map typically includes:

  • Core Entity (your company or a product/service)
  • Stakeholders (partners, suppliers, customers, regulators, etc.)
  • Relationships (how value, data, resources or influence flows)
  • External Forces (trends, competitors, innovations, policies)

Steps to Create an Ecosystem Map

  • Define Your Objective
    Are you mapping for innovation, strategy, customer experience or risk assessment?
  • Identify All Relevant Stakeholders
    Include both internal (departments, leadership) and external actors (customers, vendors, tech partners).
  • Categorise and Group Entities
    Group stakeholders by their role (e.g., value creators, enablers, distributors, influencers).
  • Visualise Interactions
    Use arrows or lines to show the flow of value, data, influence or capital.
  • Analyse and Prioritise
    Look for key leverage points, bottlenecks or untapped opportunities.

Ecosystem mapping empowers businesses to see the bigger picture, uncover hidden opportunities and design more adaptive strategies. In a world where collaboration is often more powerful than competition, understanding your ecosystem is no longer optional — it’s essential.

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