1. Global Performance Excellence Award

    August 6, 2011 by

    Asia Pacific Quality Organization (APQO) recently announced The World Class Winners of the Global Performance Excellence Award (GPEA).

    In its eleventh year, The Global Performance Excellence Award honour organisations for outstanding performance and leadership in business excellence. The award winners will receive their award at the Business Excellence Global Conference, 17-20 October, Singapore, http://www.begcapqc.com. The Singapore Productivity Association (SPA) and SPRING Singapore in collaboration with Asia Pacific Quality Organization (APQO) and Asian Productivity Organization (APO) is organizing the 3rd Business Excellence Global Conference & 17th Asia Pacific Quality Conference, with the theme 'Productivity – Enabling Business Excellence.

    The Award demonstrates the APQO commitment to business excellence and continual improvement through promoting quality initiatives to organisations of Asia and the Pacific region and helping them to be a global benchmark of business excellence.

    Dr Robin Mann, Chairman of the Global Benchmarking Network and Founder of BPIR.com Limited, will be congratulating all the award winners. To help them maintain their exemplar status and inspire others each winner will be allocated free passwords to the BPIR.com – a leading benchmarking, best practice and business excellence resource.

    Below is the press release.

    Ahmed Abbas

    Chicago, Illinois, USA June 30, 2011- Asia Pacific Quality Organization (APQO) today announced The World Class Winners of the Global Performance Excellence Awards.

    “We are pleased to announce that six organizations from six Asian and Pacific Rim Countries are being recognized as exemplary companies of world class quality performance. They have achieved the Global Performance Excellence Award modeled after the U.S. Malcolm Baldrige Performance Excellence Award” said Charles Aubrey, Chairman of APQO and the Global Performance Excellence Award Executive Committee.

    The following organizations have won the World Class Award (Highest):

    Large Manufacturing:
    Goodbaby International Holdings Limited, Jiangsu Province, China; Mr. Zhenghuan
    Song, CEO.

    Singapore Technologies Engineering Ltd, StarHub Centre, Singapore; Mr. Tan Pheng
    Hock, President & CEO.

    Shanghai No.7 Construction Co., Ltd. Shanghai, PRC; Mr. LianYun Wang, Chairman of
    the Board.

    Global Indian International School Singapore, (representing India), Mr. Atul Temurnikar, Chairman.

    Not for Profit:
    PUB, Singapore National Water Agency, Singapore; Mr. Khoo Teng Chye, Chief
    Housing & Development Board, Singapore; Dr. Cheong Koon Hean, Chief Executive

    The following seven organizations won the Best in Class Award (Second Highest):

    Large Manufacturing:
    Lanxess India Private, Birlagram, Nagda, India; Mr. Neelanjan Banerjee, Senior
    Executive Director.

    Maliban Biscuit Manufactories (PVT) LTD. Sri Lanka; Mr. D. L. Weerashooriya, Chief
    Executive Officer.

    Large Service:
    Information Systems Resource Centre, Pvt. Ltd., Otis Elevator company, Samrat Ashok
    Path, Mr. Ramaswamy Narayanan, Director.

    Urban Power Supply Company, Shanghai Municipal Electric Power Corporation,
    Shanghai, PRC; Mr. Wei Zhang, General Manager.

    Small Service:
    Qian Hu Corporation Limited, Singapore; Dr. Kenny Yap, Executive Chairman &
    Managing Director.

    Global Indian International School, Singapore, East Coast Campus, Singapore;
    (representing India), Mr. Atul Temurnikar, Chairman.

    Not For Profit:
    Laboratorio De Pruebas De Equipos Y Materiales (Lapem) Comisión Federal De
    Electricidad México, Irapuato, Gto. México; Mr. Luis Javier Freyre Rizo, Gerente del Lapem.

    Finally, the following five organizations won the Quest for Excellence Award (Third Highest):

    Large Manufacturing:
    Minh Long I Company, Ltd. Vietnam; Mr. Minh Ly Ngoc, Chairman.

    Small Manufacturing:
    CIC Agri Business (Pvt) Ltd. Sri Lanka; Mr. Keerthi B. Kotagama, Managing

    Hemas Manufacturing (Pvt) Limited, Sri Lanka; Mr. Imal Fonseka, Managing Director.

    Robot Investment Corporation, Vietnam; Mr. Nguyen Phuong Nam, President – General

    Global Indian International School Singapore, Balestier Campus, Singapore;
    (representing India), Mr. Atul Temurnikar, Chairman.

    The awards will be presented at the 17th APQO/International Conference on Quality in
    Singapore on October 17-19, 2011. For more information please visit: www.apqo.org or

    This is the eleventh year of the International Asia Pacific Quality Awards Process.

    About the Global Performance Excellence Award (GPEA)

    The GPEA is the only formal international recognition of performance/business excellence. Since 2000, 91 organizations have received the various categories of this award. In 2010, the name of the award was changed from GPEA to reflect the evolution in the field of quality from a focus on product and services to a strategic focus encompassing overall organizational performance termed performance / organizational / business excellence.

    GPEA is a strategic enabling tool for global performance excellence. It helps to strengthen the strategies and performance of organizations to succeed in the fast evolving global market place. The GPEA process promotes awareness in performance excellence as an increasingly important tool in competitiveness towards global business success and sustainability. For more information about GEPA visit www.apqo.org. <www.apqo.org>

    About the Asia Pacific Quality Organization (APQO)
    The APQO was founded and organized by National Quality Organizations in Asian and Pacific Rim countries including the American Society for Quality and was incorporated in the Philippines in 1985. It is a non-profit organization formed to be a primary mover for quality and continuous improvement for goods and services and quality of life in the Asia Pacific Region. APQO has several hundred National Quality Organizations (Core members), Corporate members, and Individual members. For more information about APQO visit www.apqo.org.

  2. 8 Tips To Keep Your Audience Engaged

    July 30, 2011 by

    8 Tips To Keep Your Audience Engaged


    Holding the attention of an audience is a challenge for any speaker or presenter due to the short attention span of the audience and other factors such as time of the day, topic of the presentation and the visual aids used.

    Fortunately, there are several tips you can follow to draw the audiences’ attention and get them actively involved. In the article below Olivia Mitchell of Effective Speaking Skills, http://www.effectivespeaking.co.nz,  provides 8 tips.

    Ahmed Abbas

    What to do when you’re losing your audience
    by Olivia Mitchell

    Your audience’s attention will fade over time unless you take specific steps to keep them engaged.

    Here’s a graph showing the attention of university students during a 50 minute lecture – where the lecturer lost his audience (Reference: Hartley J and Davies I “Note taking: A critical review” Programmed Learning and Educational technology, 1978,15, 207-224).


    Notice how at 40 minutes the attention seems to go up again (just a little!). I’m guessing that this is the point where the lecturer started his sentence with “In summary…”

    And the students perked up their ears again and refocused to get the gist of the lecture. Here’s what happened – the lecturer stumbled upon the audience’s Attention Reset Button. Although our attention span is limited, we do have the ability to refocus on a task. When you push the Attention Reset Button you’re giving your audience that opportunity to refocus.

    So that’s what you need to do when you’re losing your audience. Push your audience’s Attention Reset Button. Instead of fading to near zero, your audience’s attention will spring back.
    How often should you push the Attention Reset Button
    Plan to push the Attention Reset Button about every 10 minutes. This is a practical rule of thumb which seems to work for most audiences. For example, John Medina says in his book Brain Rules:

     “I decided that every lecture I’d ever give would come in discrete modules. Since the 10 minute rule had been known for many years, I decided the modules would last only 10 minutes.”


    But be aware that your audience’s attention span will vary according to many factors – warmth of the room, time of day, how much sleep they had the night before, how intrinsically interested they are in the topic. Be prepared to adjust to the needs of your audience. For instance in the morning you might plan for intervals of 15 minutes between each Attention Reset. During the potentially sleepy after-lunch slot you might decrease that to 5 minutes.

    How to push the Attention Reset Button

    1. Tell a story: We’re hardwired to listen to stories. They instantly engage us and require very little effort to stay focused. Even the sleepiest audience-member will perk up when you say “I’ll tell you about a time when this happened to me.”
    2. Make them laugh: Nobody can not pay attention when the rest of the audience is laughing. We want to know what’s funny. The critical caveat is that your humor should be relevant to your presentation.
    3. Make a transition: In the first graph I showed, the students’ attention rose near the end, and I’ve suggested that that was because the lecturer said “In summary…” Now, I’m not suggesting that you should say “In summary…” when you’re not planning to summarize, but you can use transition statements as a signal to the audience that they should refocus. They may have got distracted for a couple of minutes and then found it hard to get back on track with what you’re saying. But if you make a transition statement such as: “So that’s the problem we’re facing, now I’ll go onto my recommendation to address it" it gives them an opportunity to get back on board.
    4. Break for Q&A: The traditional method of ending your presentation with Q&A is a waste of a great way of re-engaging your audience. A short Q&A session during your presentation is engaging because:
      • It’s a change from just you talking
      • Audience members can ask you questions about what they are interested in
      • There’s a live element to a Q&A session that keeps people hooked.
      • Build Q&A into your presentation, rather than leaving it till the end.
    5. Change something…anything: We pay attention to change. You’re probably not aware of the air conditioning hum running in the background, but as soon as it stops you’ll notice it. Here’s what you can change in a presentation:
      • Change the type of visual aid you’re using eg: from PowerPoint to a flipchart or whiteboard
      • Change the spot that you’re presenting from eg: stage to floor, part of stage
      • Change presenters
      • Change where people are sitting in the room
      • Change what audience members are doing eg: from sitting down to standing up.
    6. Get them to talk: Allowing people to process your ideas by asking them to talk to the person sitting next to them is an excellent way of re-engaging them. For example, you could ask them to share with their neighbour “What are three things you’ve learnt so far in my presentation”.
    7. Get them to write: Asking people to reflect by writing is also useful. For example “Write down three things you’ll do differently as a result of my presentation”.
    8. Take a microbreak: In a longer session (anything more than 50 minutes) take a 2-3 minute break for people to stretch their legs, use the restroom and refresh their drinks.

  3. Benchmark Memo – July 2011

    July 23, 2011 by

    Greetings to our members,

    The attached July edition of the Benchmark Memo has been designed to help you to gain maximum value from the BPIR resources. The Memo, which is packed with helpful live links to the BPIR site, can be viewed by clicking below:

    July 2011 Members Benchmark Memo

  4. Collaborate to Grow the Pie

    July 22, 2011 by

    A very interesting article by Vicki Gardner, Harvard Business Review, is shown below. It highlights recent micro research conducted by Nielsen suggesting that genuine innovation should come from collaboration between manufacturers and retailers instead of fighting each other over splitting the profit pie.

    The study suggests that collaboration between manufacturers and retailers is essential to introduce new products or categories that consumers want and need and at the same time does not damage the existing lines or listings. For example many of the gadgets today offer features which most “normal” consumer are not even aware of more than ten percent of the features let alone use them all. The study also suggests that there are “supposed” innovations introduced by the manufacturers which are not really genuine innovations and consumer focused but merely they are more of product tweaks and noise made to create supposed ‘we have news’ sales packs and media releases.

    The full article below.

    Ahmed Abbas

    The National Football League (NFL) is in the midst of a public and piggish spectacle of billionaires arguing with millionaires about how to split approximately $10 billion in revenue. This is time, effort and money merely focused on splitting the pie versus growing the pie by innovating the product for the benefit of all, especially the fans.

    Similar lockouts are played out on a much more frequent basis between the consumer packaged goods makers and their retail partners. Far too many retailers and manufacturers opt for pie-splitting instead of collaborating to come up with pie-growing strategies. Of the billions of dollars spent each year on trade promotion and innovation, our estimates are that only $1 in every $8 spent on trade promotion (13%) and $1 in every $20 (5%) generated from innovation actually grow their respective categories.

    The rest of the dollars just shift share from one retailer to another or one manufacturer to another. These pie-splitting strategies often just drive short-term, unsustainable results where companies are merely "renting share." And in the long-run, too much share stealing without category growth destroys long-term industry profitability for everyone involved.

    The Nielsen Company just completed a macro study analyzing trade promotion across 30 grocery categories. The findings are surprising. Only 13% of trade dollars spent actually result in category growth. Instead, 15% of sales driven by trade promotions result in brand switching (good for the "winning" manufacturer) and 17% of sales driven by trade promotions result in store switching (good for the "winning" retailer).

    Sadly, the single largest result of trade promotion is subsidized volume at nearly 55% of all trade spend. This is trade spend where the no new consumers or incremental units were purchased—instead, customers who would have purchased a product anyway are being given discounts, gutting profits. One might think that all consumers would be happy with lower prices, but The Cambridge Group analysis across dozens of categories shows that the truly price sensitive consumer tends to be only 10-30% of households. Most consumers actually want new benefits and innovation and are willing to pay for them.

    Regarding innovation, the numbers indicate that the vast majority of innovation also results in splitting the pie vs. growing the pie — and in some cases, innovation inadvertently shrinks the pie. Nielsen also looked at sales from new products in every category within grocery in recent years. In one year $2.7 billion in sales was generated via new products in the grocery channel. But $3.2 billion was lost due to de-listing — meaning failed products that were pulled from shelves, or products pulled by manufacturers even though some consumers may have preferred the product — for a net negative of $500 million. Put another way: for every incremental $1.00 gained from a new product, $1.20 was lost due to de-listing.

    So is growing the pie an impossible task? No, but manufacturers and retailers have to collaborate more upfront on shopper and innovation strategies.

    Consider one example. Over the last five years, Jimmy Dean's has expanded its frame of reference beyond just breakfast sausage into convenient breakfast meals that provide longer lasting energy — a niche that delivers a breakfast like what you'd get at a fast-food restaurant with sausage at its center. In that time, Jimmy Dean's tripled its frozen breakfast sales with $200 million in incremental sales. But the category overall grew from $1.2 billion to $1.5 billion, with Jimmy Dean's driving nearly two-thirds of all the growth. It's a great example of what can happen when manufacturers and retailers stop fighting over splitting the pie and instead find a way to increase the share — in this case by stealing sales that might otherwise have gone to fast food establishments.

    The path to pie-growing strategies centers on better innovation. When manufacturers create innovation that drives category growth, there is less need to drive unhelpful trade promotion.

    First, innovation leaders at manufacturers need to redefine success. Too often manufacturers aim for $50 million+ ideas without regard as to where the additional revenue originated. Ideally it comes from category growth. If it comes from a competitor's share or, even worse, cannibalizing a product in its own portfolio, it's a less effective innovation. Innovations that grow the pie allow the manufacturer to benefit disproportionately — and the retailer will be fully supportive, since it grows sales instead of reapportioning existing shares. Our collective experience is that innovations that are truly differentiated and are appealing enough to command pricing power have a much greater chance of growing the category sales and margin.

    Second, innovation leaders need to better collaborate across marketing and sales functions within their organizations and with retailers to not just hand off innovations, but get roll up their sleeves into the trenches of retail execution and category growth. How can this innovation drive incremental trips to the store? How can this build baskets for the retailers? What SKUs will be deleted to make room? What is the optimal shelf-spacing, assortment and merchandising?

    Finally, as is the case with any real collaboration, greater honesty and accountability is required from both manufacturers and retailers about innovation. At a recent summit of top retailers and CPG manufacturers, several executives were refreshingly candid about the innovation charade that goes on every year. The executive noted that manufacturers constantly launch new products that they know in their heart of hearts aren't worthy (not differentiated, not worthy of a price premium, not likely to grow the category), but they go ahead because they complain retailers want 'new news'. Retailers constantly accept innovations that they also secretly believe aren't really that good, but they do so because they don't want to be the first one to say the emperor has no clothes.

    Fundamentally, the issues are rooted in our culture of competition and the need for more courage to collaborate. Pie-splitting as a growth strategy is attractive because it is more familiar and easier. For many of us it is deeply ingrained that for one to win, the other has to lose. Pie-growing is not only more foreign, it also takes more courage as it is a more uncertain and messier. It also takes more creativity, as well as an ability to stand in your partner's shoes. We expect the best retailers will sync up with the best manufacturers and lead the way, as it is way more fun to work in a growth category. Hopefully a new, mutually beneficial way of working together will emerge — just in time for a full NFL season.

  5. Tips for Customer Service


    Poor customer service including, indifferent attitudes, lazy or sloppy service and lack-lustre follow-up are extremely damaging for an organisation’s reputation. Brand value and sales stand to be lost due to poor credibility and loss of trust. Tessa Hood, managing director of Changing Gear, offers the following important tips [1] for delivering strong customer service:
    1. Never compromise on the service offered to customers. They trusted your organisation when they purchased your products or service. They will feel let down whenever that trust is not respected. 
    2. Gather feedback from employees concerning ways to improve customer service. Staff will appreciate their expertise and contributions being valued. These contributions often closely match the expectations of customers.
    3. Monitor and document customer services challenges, actions taken, and results achieved. It is helpful for customers to understand the successes that have been achieved on their behalf  and also for managers to acknowledge excellent results achieved by their teams.
    4. Ensure that staff appearances are of a high standard. Good first impressions are very important.
    5. Actively listen to customers. Keep eye contact and engagement with customers while striving to be absolutely authentic.
    6. Encourage staff and teams to develop wider networks. Networks can enhance and organisation’s reputation and lead to new prospects more economically than via advertising.
    7. Utilise the power of online branding. Use high quality content and links.
    8. Develop a strong people brand. Put a face on the organisation that both clarifies its brand and makes it stand out from the crowd.

    [1] R11102 Hood, T., (2011), Powerful service, Director, Vol  63, Iss  11, p 20, Institute of Directors, London

    Members can read the full article by clicking here

    Neil Crawford