Tuesday, August 7, 2012

JUTAWAN STIFORP - DUDUK RUMAH.. DUIT MASYUKKK...

RE: Sistem Paling DIKEHENDAKI DUNIA bakal menjadi FENEMONA GELOMBANG BESAR 2012!

Mencari JUTAWAN STIFORP...

DAFTAR PERCUMA...



PASARAN BARU.. JADILAH PIONEER...!
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75 UPDATE TERKINI: Kurang 30 HARI kami sertai, Sudah Collect RM10,821.88
PEMBAYARAN BONUS YANG CEPAT DAN MUDAH! Kad Debit Stiforp Payoneer akan dihantar kerumah anda! Anda boleh keluarkan pendapatan di mana-mana ATM satu dunia!
75 # Isi borang diatas dengan lengkap, dan selepas itu, anda boleh cek email anda. Sila cek juga dalam "spam" box. # Jika anda mahukan info segera, selepas mendaftar anda boleh CALL/SMS Enroller anda.

Thursday, July 26, 2012

WORK FROM HOME

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Friday, March 23, 2012

Tony Fernandes has created an airline in his own image

Cheap, but not nasty

Mar 19th 2009 | from the print edition

IN 1976 Tony Fernandes, aged 12, found himself being put on a plane to London from Kuala Lumpur by his father, who wanted his son to become a doctor and had enrolled him at a fancy boarding school associated with the medical profession. Mr Fernandes did not become a doctor. Instead, his father’s decision to send him to school in London ended up shaping his career in a rather different and unexpected way. When his pleas to be allowed home at half-term were rejected because of the cost of the flight, the young Mr Fernandes opted for what seemed like the next best thing: hanging out at Heathrow airport at weekends, planespotting. Unlike most boys of his age, Tony was not very interested in becoming a pilot. Inspired by Freddie Laker’s heroic efforts to launch his SkyTrain service to America, Mr Fernandes decided that what he really wanted was his own low-cost airline.

This month AirAsia X, the long-haul sister of AirAsia, the airline acquired by Mr Fernandes in 2001, began a five-day-a-week service from Kuala Lumpur to London, with an average ticket price of £179 ($250). AirAsia X’s first plane, an Airbus A330, was christened “Semangat Sir Freddie” (Spirit of Sir Freddie)—both a tribute to a fellow aviation entrepreneur and a reminder that few budget long-haul airlines have survived for very long.

Mr Fernandes has finally achieved his boyhood dream, albeit by an unusual route. After graduating from the London School of Economics with a degree in accounting, he spent 14 years in the music business, working first for Richard Branson’s Virgin Records and then running Warner Music in his native Malaysia. Deeply apprehensive about the merger between Time Warner and AOL in 2001, Mr Fernandes left Warner Music soon after the disastrous deal was finalised, cashing in his shares just in time. Returning to London, he happened to see a television interview with Stelios Haji-Ioannou, the founder of easyJet. The next morning he took himself off to easyJet’s base at Luton airport to see, at first hand, how the no-frills airline operated. The next day he returned with a video camera. If easyJet could make money flying people from Luton to Barcelona for £8, he asked himself, could he transplant the same model to Malaysia?

Already Mr Fernandes was thinking about applying the low-cost approach to long-haul—he even went to see GE Capital, to ask if he could lease a Boeing 747. But on the advice of Conor McCarthy, a hard-nosed former head of operations at Ryanair, he agreed to start with a short-haul business. To that end, he approached Malaysia’s then prime minister, Mahathir Mohamad, in June 2001 to see whether he would get official backing for his plan to challenge Malaysia Airlines’s local monopoly. The canny Mr Mahathir said that he would grant his blessing, but on condition that Mr Fernandes took over an existing airline: AirAsia, a struggling subsidiary of a government-owned conglomerate.

AirAsia had a couple of elderly Boeing 737s, 40m ringgit ($11m) of debt and not much else. Mr Mahathir told Mr Fernandes he could have it for one ringgit. The deal was signed just three days before the world’s airline industry was convulsed by the events of September 11th. By putting in the money from his Time Warner shares, remortgaging his home and bringing in a handful of outside investors, including Mr McCarthy, Mr Fernandes scraped together just enough working capital to run the business, but only if it could be made profitable from the first day.

There was no shortage of sceptics. Not only did it seem to be a terrible time to be starting out, but it was also widely assumed that the low-cost model would not work in Asia, where customers expect high levels of service. Mr Fernandes, however, reckoned that Asia would be spared the worst of the downturn and that he could take advantage of good deals on aircraft that other airlines no longer wanted. He was also convinced that the offer of ticket prices 50% below those of his rivals would speak for itself.

So it proved. In its first full year of operation, AirAsia carried just over a million passengers. This year, with its associate airlines in Thailand and Indonesia, it expects to fly 22m passengers (or “guests”, as Mr Fernandes calls them). The number of destinations it serves has risen from six to 110. With a nearly all-Airbus fleet of 80 aircraft and 175 more A320s on order, AirAsia has become one of the European planemaker’s best customers. AirAsia X, in which Mr Fernandes’s old boss, Mr Branson, has a 20% stake, wants 25 of the new A350s to add to the handful of A330s and the (London-bound) A340 it already operates. As well as the new London route, it flies to Australia, China and India. Unlike other long-haul budget operators that have crashed and burned, AirAsia X has the advantage of economies of scale with its short-haul sister airline, which also acts as a regional feeder network.

Doing it differently

AirAsia has been profitable for all but the second half of 2008, when Mr Fernandes decided to unwind fuel hedges before most other airlines took the plunge. After taking an initial hit, AirAsia is now getting the full benefit of oil at $40 a barrel while some rivals are still paying $100. That decision is typical of Mr Fernandes’s willingness to break ranks. When other airlines slashed advertising during the SARS scare in 2003, AirAsia tripled its spending.

Mr Fernandes says that he came to the industry with no preconceptions, but found it rigidly compartmentalised and dysfunctional. He wanted AirAsia to reflect his own unstuffy, open and cheerful personality. He is rarely seen without his baseball cap, open-neck shirt and jeans, and he is proud that the firm’s lack of hierarchy (very unusual in Asia) means anyone can rise to do anyone else’s job. AirAsia employs pilots who started out as baggage handlers and stewards; for his part, Mr Fernandes also practises what he preaches. Every month he spends a day as a baggage-handler; every two months, a day as cabin crew; every three months, a day as a check-in clerk. He has even established a “culture department” to “pass the message and hold parties”.

Wednesday, March 21, 2012

CERITA JUTAWAN BESI

CERITA JUTAWAN BESI
« on: June 25, 2008, 03:50:18 PM »
Jatuh bangun jutawan besi

Oleh DALIZA ARIFFIN
(WARTAWAN UTUSAN)

''MALAYSIA adalah tanah air saya, saya akan tinggal dan mati di sini.''

Kata-kata itu diluahkan oleh bekas Pengarah Urusan Perwaja Steel Sdn. Bhd. Tan Sri Eric Chia selepas Mahkamah Sesyen membebaskannya daripada tuduhan melakukan pecah amanah bernilai RM76.4 juta, 26 Jun tahun lalu. Tiada siapa menyangka selepas hampir setahun luahan itu dilontarkan, anak kelahiran Singapura itu meninggal dunia di hotel miliknya, Hotel Park Avenue pada pukul 9 pagi akibat sakit tua. Sememangnya berita kematian taikun terkenal itu mengejutkan banyak pihak kerana selepas daripada tarikh pembebasannya, mendiang terus menyepikan diri. Eric Chia Eng Hock, 75, yang kali terakhir mendapat liputan akhbar di Mahkamah Sesyen Kuala Lumpur seolah-olah mengasingkan diri daripada masyarakat dan menjadikan Hotel Park Avenue tempat beliau menghabiskan sisa-sisa hidupnya.

Mendiang ketika ditanya mengenai tuduhan melakukan pecah amanah yang dikenakan ke atasnya mengakui kesannya amat besar dan berat untuk ditanggung. Paling menyedihkan ialah keruntuhan keluarganya apabila anak-anak mendiang mengambil keputusan berhijrah ke luar negara kerana tidak sanggup menanggung malu. Malah pemergian ahli perniagaan yang menubuhkan United Motor Works atau UMW (M) Sdn. Bhd. (UMW), ketika berusia 23 tahun itu juga akan membawa segala keperitan yang dialaminya tatkala menghadapi tuduhan pecah amanah juga derita disisih oleh ayah kandungnya sewaktu masih kecil. Meskipun dilahirkan di dalam dulang emas tetapi mendiang Chia tidak menikmati kasih sayang daripada bapanya yang ketika itu terkenal sebagai lelaki ketiga paling kaya di Singapura. Bapa mendiang ketika itu memiliki UMW Singapura dan Thailand, namun kekayaannya itu tidak dalam erti kata berkongsi kasih sayang dengan Chia.

Akibat tidak dapat menahan penderitaan disisih oleh bapa sendiri sehingga nyawanya nyaris-nyaris melayang akibat tindakan ibu tirinya memberikan pau berisi jarum, Chia nekad meninggalkan ibu dan lima adiknya. ''Aku sumpah engkau, Singapura. Aku tidak akan kembali selagi kocek aku tiada RM1 juta,'' sumpah mendiang sejurus tiba di Pantai Lido, Johor, selepas berjalan kaki melintasi Selat Tebrau dengan hanya berbekalkan RM5 daripada ibu kandungnya dan satu salinan pakaian dalam satu beg plastik kecil. Bermula dari situ, ahli perniagaan tersebut meneruskan kehidupan baru yang benar-benar menguji kesabarannya sehingga pernah seketika terpaksa mencari makanan daripada tong sampah. Itu ranjau hidupnya ketika melewati usia remaja tetapi dengan bakat besar yang dimilikinya itu, beliau membuka kedai menjual alat ganti basikal berdasarkan pengalamannya bekerja sebagai pembantu sebuah kedai basikal selama dua tahun di Seremban.

Kegigihan itu terus membawa beliau mengembangkan UMW sehingga berjaya disenaraikan di bursa saham pada tahun 1971. Menariknya, beliau pernah menerima pakaian perisai 'Samurai' sebagai mengiktiraf kebijaksanaannya dalam bidang perniagaan oleh syarikat pembinaan Jepun, Komatsu. Kemudian mendiang ditawarkan untuk memulihkan Perwaja Terengganu Sdn. Bhd., tetapi menolaknya pada awalnya dengan alasan tidak pernah terbabit dalam industri berat sebelum ini. Akhirnya, tawaran itu diterima setelah dipujuk oleh rakan baiknya yang juga bekas Perdana Menteri, Tun Dr. Mahathir Mohamad. Pada Jun 1988, Chia dilantik sebagai Pengarah Urusan Perwaja Terengganu dan mendiang diberi tempoh enam bulan untuk melihat masalah yang menyebabkan syarikat tersebut tidak berdaya maju.

Ketika itu mendiang menerima gaji bulanan sebanyak RM72,000 dari UMW. Ketika menjawat jawatan tersebut, mendiang pernah diugut oleh samseng yang menuduh beliau pembelot terhadap bangsanya sendiri kerana sanggup membantu sebuah syarikat bumiputera. Namun segala cabaran itu dihadapinya bersandarkan kepada pengalaman yang lebih perit pernah dilalui dalam sejarah hidupnya. Seperti mendapat 'sentuhan ajaib', syarikat baru, Perwaja Steel ditubuhkan dengan memiliki pelan pembangunan selama 10 tahun mencatatkan keuntungan pertama pada tahun 1991. Sejak itu, nama mendiang terkenal di seluruh negara. Sebut sahaja nama Eric Chia, orang pasti akan mengaitkannya dengan Perwaja malah sehingga sekarang keduaduanya amat sinonim. Itu bukan kejayaan pertama mendiang dalam usaha memulihkan syarikat dan agensi-agensi lain. Mendiang pernah terbabit dalam syarikat konglomerat, Hicom dan memainkan peranan pentingnya dalam rundingan dengan Mitsubishi ketika kereta Proton Saga mula diperkenalkan.

Lebih menarik lagi, Chia adalah antara orang terpenting berada di Jambatan Pulau Pinang ketika perasmian kereta kebanggaan negara itu bersama Dr. Mahathir.

Tuesday, March 20, 2012

Jutawan ‘Low Profile’ dan Pemilik Karangkraf

kisah Datuk Husammuddin Yaacob…jutawan ‘low profile’ dan pemilik Karangkraf

malam tadi aku melihat dalam siaran berita mengenai lawatan Perdana Menteri, Datuk Seri Najib Tun Razak ke Kumpulan Karangkraf sekaligus merasmikan akhbar Sinar Harian edisi Nasional terbitan kumpulan berkenaan

ia sekali gus mengimbau kenangan kira-kira dua tahun dulu sewaktu aku bertugas di akhbar berkenaan, ketika itu Sinar Harian baru ‘menapak’ ke Selangor

semasa di Sinar Harian, aku memegang jawatan Penyunting Kanan sekaligus mengetuai Meja Jenayah dan Laporan Khas

dalam entry ini, aku nak cerita mengenai ketabahan bos yang juga pemilik Karangkraf itu sendiri iaitu Datuk Husammuddin Yaacob

walaupun telah lama bergelar jutawan, namun beliau cukup ‘low profile’, bahkan aku tak terkejut pun kalau korang tak kenal atau tak pernah melihat wajah Husammuddin

dalam erti kata lain, kalau Barat berbangga dengan jutawan media bernama Rupert Murdoch, kita seharusnya berbangga kerana memiliki Husammuddin

bapanya Allahyarham Haji Yaacob Idris asalnya mengusahakan kedai kecil ‘Toko Buku Yaacob Idris’ di Kota Bharu, Kelantan

namun pada tahun 1978, bersama-sama saudara-saudaranya, Haji Fickri Haji Yaacob dan Muhd. Nasir Haji Hamzah, mereka telah menubuhkan syarikat Karangkraf dengan sebuah rumah sewa di SS 2, Petaling Jaya dijadikan pejabat operasi sekaligus kediaman mereka.

dari sebuah rumah sewa, Kumpulan Karangkraf memperkukuhkan operasi dengan memiliki bangunan 3 blok, 3 tingkat di No. 50 & 52, Lorong Rahim Kajai 14, Taman Tun Dr. Ismail, Kuala Lumpur, sebagai premis perniagaan

namun begitu, sebagai sebuah syarikat penerbitan yang berdaya maju, suatu ‘lompong’ yang perlu dilengkapi ialah urusan pencetakan. Syarikat berasa sudah tiba masanya memiliki syarikat pencetakan sendiri, sekaligus tidak bergantung harap dengan syarikat pencetakan lain untuk mengeluarkan majalah-majalah terbitannya.

maka dari situ Husammuddin yang lebih mesra dipanggil ‘ Haji’ menubuhkan pula Ultimate Print Sdn. Bhd. (UPSB), yang mampu mencetak sehingga 2 juta naskhah majalah setiap bulan

untuk pengetahuan korang, kilang cetaknya itu pernah musnah dalam kebakaran dan banyak bank masa tu ‘reject’ permohonan untuk beliau mendapatkan pinjaman kerana tak yakin dengan kemampuannya

dengan wang simpanan serta bantuan keluarga, beliau berjaya mendirikan semula kilangnya dan dia tidak lagi berpaling

kemudian Husammuddin menubuhkan pula Alaf21 pada April 1997 dan Buku Prima Sdn Bhd pada 2006 bagi memberi ruang kepada penulis dan masyarakat pembaca untuk berkongsi ilmu

sehingga kini, aku rasa Karangkraf dah menerbitkan tidak kurang dari 30 buah majalah dengan kakitangan hampir 1,500 orang di seluruh negara

terbaru, Husammuddin buat ‘gila’ apabila menerbitkan pula akhbar Sinar Harian

untuk pengetahuan korang, bagi memastikan wartawan beliau di setiap daerah menjalankan tugas dengan baik, setiap seorang daripada mereka diberi sebuah kereta Kancil, kamera dan PDA

ini tak pernah berlaku dalam mana-mana syarikat akhbar di negara ini!

aku tak tahu apa pula beliau nak buat selepas ini, tetapi sebagai anak Melayu, aku cukup berbangga dengan kejayaan beliau

pengalaman yang tak dapat aku lupa dengan Husammuddin adalah apabila kali pertama aku bertemu dengannya di Karangkraf

ketika itu dia memandu Mercedez Brabus Sport SLK

kata Husamuddin;

” Saya ni pendek dan kecil orangnya, dulu nak ngorat awek pun tak siapa nak kat saya. Tetapi benda inilah yang memberi motivasi kepada saya untuk sampai ke peringkat sekarang. Rasanya kalau saya cepat, Siti Nurhaliza tu dah lama dah dapat kat saya,” katanya sambil ketawa

walaupun cuma berseloroh, tetapi aku tahu dia cuba nak beritahu aku tiada yang mustahil dalam dunia kalau kita bersungguh-sungguh

biarpun jodoh aku dengan Sinar Harian dan Karangkraf ni sekejap aja, tetapi aku mungkin tak dapat lupa lelaki pendek separuh abad yang pernah berbual dengan aku dulu

dan dialah, the one and only, Husammuddin Yaacob.

Cerita ini ditulis oleh Syahril A. Kadir.. TQ..

SAYA KEMBALI... HERE I'M BACK..

Terima kasih diatas segala komen - komen dan sokongan sahabat - sahabat (pembaca blog) saya pada blog saya.. Disini saya kembali untuk berkongsi cerita dan update cerita - cerita baru berkaitan jutawan.

Sekarang ni mudah kita untuk melayari internet.. ada wifi.. ada streamyx.. dll..

Sekian Terima Kasih..

Saturday, July 14, 2007

Salam Maaf dari editor

Saya mohon maaf sekiranya blog ini lambat update.. Ini kerana saya telah bertukar ke seremban dan tidak mempunyai internet di rumah. Ini membuat saya terasa susah untuk membuat update dan berkongsi cerita dengan sahabat. Saya berharap sahabat saya terus memberi sokongan pada saya dan blog saya untuk terus menimba ilmu dan mencari pengalaman.

Sekian terima kasih...

Glenwood Caverns Adventure Park

How they got started: For a decade, Steve, an avid spelunker, had been trying to persuade a mountain man to sell him some land with some millennia-old caves on it. In 1999, the man finally relented, and Steve and Jeanne quit their jobs--he owned an unsuccessful oil-production company; she was working in a corporate job--and moved from Denver to Glenwood Springs. They immediately started a small cave-touring business, driving people up the mountain in a van and guiding them through the caverns. But it wasn't until April 2003 that Steve and Jeanne transformed their independent operation into something quite different: an evolving, growing theme park that revolves around their cave tours. Now, a tram carries passengers up the mountain. From there, visitors can tour the caves, hike scenic trails, dine in the restaurant or purchase knickknacks at the gift shop.

How the company evolved during AOL's reality series, The Startup: The Beckleys' year on The Startup was actually their second year as a full-fledged theme park, and in many ways, their growing pains were over. During that first year, they were hammered by crowds that had to wait hours in line, and they had a restaurant where the food ranged from mediocre to inedible. (Occasionally, hot dogs were delivered to customers--still frozen.) And one day the power went out, stranding their banker, who was en route to the park, on a stuck tram.

During their second year of business, the Beckleys were trying to live down their reputation, and generally, they succeeded, mastering the art of crowd flow and revamping their restaurant to offer classy, yet family-friendly, fare. Customers raved, and Steve was able to persuade the city to let him continue his expansion plans.

But for all the good news, everything wasn't perfect. They had a streaker dart through the crowds one summer day, and a lightning storm once took out the power, shutting off the electric lights strategically placed throughout the caves and leaving one tour in the dark.

What's next? Steve and Jeanne have been working on a detailed plan that involves installing everything from rides--like an Alpine coaster--to an amphitheater, where they'll be able to have concerts. The cave tours are fascinating and an excellent reason to visit, but the Beckleys recognize that to get the public to return, the park needs to grow.

Friday, July 6, 2007

Tatparanandam Ananda Krishnan

Tatparanandam Ananda Krishnan (is a Malaysian businessman and philanthropist. Nicknamed TAK, he is currently estimated to have a net worth of US$6.0 billion according to Forbes' latest annual list of billionaires, making him the third wealthiest man in Southeast Asia behind Robert Kuok and Ng Teng Fong..
Ananda Krishnan hates public exposure and is known to maintain a very low profile for a person of his stature. However, his hugely successful business activities always thrust him into the limelight and his name represents a huge business empire.

Early life
He was born in 1938 in Brickfields, Kuala Lumpur's "Little India" to a Tamil immigrant family from Sri Lanka and is of Sri Lankan Tamil descent (Ceylonese/Jaffnese).Ananda Krishnan studied at Vivekananda Tamil School in Kuala Lumpur and furthered his studies at Victoria Instituition, Kuala Lumpur. Later, he attended University of Melbourne, Australia for his B.A. (Honours) degree majoring in political science. Following that, Krishnan obtained a Masters in Business Administration at Harvard University, graduating in 1964.

Business
Ananda Krishnan’s first entrepreneurial venture was in oil trading, setting up Exoil Trading, which went on to purchase oil drilling concessions in various countries. Later he moved into gambling (in Malaysia), stud farming (in Australia) and running a Hollywood cartoon studio. Soon, he diversified into a host of other business opportunities. In the early part of the 1990s, he started diversifying, in a big way, into the multimedia arena.
Currently, he has business interests in entertainment (Astro), space(MEASAT) , oil, power, shipping, telecommunications (Maxis, Aircel), property and gaming (Pan Pools Malaysia). His companies operate in a most parts of the South East Asia. A quarter of his wealth comes from the gambling business (lottery, horse-racing wagering). He is also said to be behind the world's largest indoor Water Park in Tropical Islands,Germany with former Genting Group executive Colin Au [2].He is also pondering an online lottery venture in Russia[citation needed].
Said to have an extraordinary entrepreneurial flair and far sighted, it was Ananda who sold former Malaysian Prime Minister Tun Dr. Mahathir Mohamad on the idea of the 88-storey Petronas Twin Towers, the world's second tallest building, which stake he has now sold off.

Fortune magazine, in a 2001 article, called him "Kuala Lumpur's Mr Big".

Multimedia dealings
He first came to prominence by helping to organize the Live Aid concert with Bob Geldof in the mid-1980s. In the early 1990s, he began building a multimedia empire that now includes two telecommunication companies - Maxis Communications and MEASAT Broadcast Network Systems - and has three communication satellites circumnavigating the earth.
He also effected the purchase of 46% of Maxis Communications, the country's largest cellular phone company, from British Telecom and AT&T for $680 million - raising his stake to 70%. Maxis has more than eight million subscribers, with more than 40% market share in Malaysia. Recently, Maxis has acquired Aircel, Tamil Nadu's largest cellular phone company and has plans to expand to rest of India. Maxis is also under negotiation to buy over and expand an Indonesian cellular phone company.[citation needed]
He is also the head of Astro All Asia Networks Plc, the only company currently providing a DIRECT to HOME TV satellite service in Malaysia. http://www.astroplc.com/05/ (accessed 18th August 2006). It currently broadcasts to Malaysia, Brunei and Indonesia.
In an agreement between Astro and India's Sun Network, Ananda plans to produce TV channels which cater to the Indian market, especially Tamil diaspora in countries such as US and Europe. Ananda also plans to offer TV services featuring Web-based interactivity.Ananda Krishnan owns stakes in TVB.com (the interactive arm of Hong Kong's main broadcaster) and the Shaw Brothers' movie archives, which holds more than 800 movie titles. He also operates a chain of TGV multiplex theatres.

Personal life
Ananda Krishnan has been called everything from a recluse to a humble, silent worker. Not much is known about him and his tightly guarded private life because he maintains such a low profile.
He is known to be apolitical. But he is also a close friend of both former Malaysian Prime Minister Tun Dr. Mahathir Mohamad and Mahathir's former arch-foe Tengku Razaleigh Hamzah. He brokered the peace deal and healed the political rift between them a few years ago. He is also known to be generous and donates to charities and temples as well as has established scholarships for the deserving. In 2005, newspapers reported that he had given away RM160 million to charities through his privately owned Usaha Tegas group of companies.Despite his wealth he still maintains and stays in his family's Minangkabau styled mansion in Kuala Lumpur.He was one of the earliest tycoon to own a Dassault Falcon private jet.

Monday, July 2, 2007

Cereality

Cereal Entrepreneurs: Roth enjoyed helping clients through his brand development and marketing firm, but the thought of applying his branding skills to another business fired him up. Seeking a product with strong personal ties, he was intrigued by cereal's lasting hold on consumers. "They were eating it everywhere, at different times of day," says Roth. The idea of a cereal retail experience excited Roth's graphic-designer friend Bacher, who was inspired by the creative challenges and possibilities.

Survey Says: According to both Kellogg's and Quaker, 95 percent of the American public enjoys cereal, and even more enjoy milk. Armed with that information, Roth and Bacher set out to create a way for people to savor cereal away from home.

Initially targeting the college market--"They basically live on cereal," quips Roth--the entrepreneurs knew that acceptance by these cynical consumers meant they could get in with everybody. In fact, the popularity of Cereality's prototype kiosk in Tempe, Arizona, at Arizona State University's food court has been trumped by the December 2004 opening of their full-fledged cereal bar and cafe in Philadelphia.

Breakfast Bonanza: Thirty cereals are scooped by pajama-clad "Cereologists," who add any of 30-plus toppings, including the number-one seller: bananas. Cereal bars, snack mixes, "Slurrealities" (smoothies meet cereal), juice, soft drinks, coffee, steamers and seven different milks round out the menu. Next, the company plans to expand into office buildings, airports, hospitals and train stations.

Saturday, June 30, 2007

Gadis Jutawan Mengaku Miskin Agar Tak Dapat Suami Tamak

Sana'a (ANTARA News) -

Untuk mendapatkan calon suami tidak tamak, seorang gadis Arab Saudi, yang memiliki simpanan senilai tujuh juta riyal (sekitar Rp16,8 miliar), sengaja mengaku sebagai wanita biasa, yang miskin.Tidak hanya sebatas itu, sang gadis juga mengaku berparas tidak cantik dan berkulit hitam dengan tujuan mendapatkan calon suami, yang benar-benar mencintainya secara sungguh-sungguh.

"Tujuan menyembunyikan jatidiri sebenarnya adalah agar si gadis mendapatkan suami, yang benar-benar cinta tulus, bukan karena cinta hartanya," kata harian "Al-Madinah" hari Selasa.

Jatidiri palsu tersebut ditulis dalam formulir, yang diberikan "khatibah" (mak comblang), yang bertugas mencarikan calon pasangan.

Akhirnya, calon suami, yang tulus menerima apa adanya sesuai dengan pengakuan dalam formulir itu, tidak menyangka mendapatkan sosok "bidadari", yang hampir sempurna.

Kenyataannya, selain kaya, gadis itu juga berparas cantik, berkulit putih dengan budi pekerti mulia, di samping berasal dari keturunan terhormat, yang memang pantas sebagai calon istri ideal.

"Aku menyembunyikan jatidiri agar abang benar-benar mencintaiku secara manusiawi, bukan cinta karena harta dan paras cantikku," kata sang gadis kepada calon suaminya, yang terpana dengan kenyataan sebenarnya itu. (*)

Thursday, June 28, 2007

Alienware

Alex Aguila and Nelson Gonzalez must not be from around here. As CEO and president, respectively, of Alienware Corp. Inc., they apparently haven't heard that you can't make money building PCs.

Conventional wisdom says desktops are low-priced commodities with thin margins--and analysts foresee a shakeout this year that will sideline some of the largest manufacturers. IBM already said "the heck with it" and sold its desktop operation to China's Lenovo. If the company that the PC was named after can't make money building PCs, then what chance do two thirtysomethings from Miami have?

Apparently, a good one. Alienware has become one of the country's fastest-growing private companies with revenues that zoomed past $112 million in fiscal 2004. That's a few zeros shy of the numbers Dell and Hewlett-Packard put up--but hey, you or I could live on it.

PC margins weren't great in 1996 either, when Alienware started. Prices were falling and so were formerly bright brand names. Soon, desktops were being given away to anyone who signed up for internet service. But Alienware never sold those kinds of PCs. Instead, the company markets fully packed machines to the backwards-baseball-cap crowd. It turns out that young gamers will pay $3,000 to $5,000 or more for something that will let them frag before being fragged.

So PC-makers like Alienware pack liquid-cooled CPUs, dual graphics engines and surround sound into cases with motifs that look like they belong on the bottom of a skateboard. Alienware's Area 51 line looks like a cross between Steven Spielberg's cuddly extraterrestrial and that silicon-dripping monster that keeps chasing Sigourney Weaver around.

Such machines account for a small slice of all PCs, says Alan Promisel, analyst with IDC Research in Framingham, Massachusetts, but they represent "a subsegment with attractive enough margins that large OEMs like Dell and HP have introduced game models." Intel has even created an Extreme Edition of its Pentium 4; game programmers might be the first to use all 64 bits in an AMD 64-bit processor.

A growing number of jobs--such as graphics design, video editing, publishing and engineering--require more than the average business PC. Obsessed with photo-realistic human-humanoid interactions, gamers have become a test bed for graphical applications and a core market supporting the high-cost components they require.

Aguila and Gonzalez are taking the next logical step and packing some of that expertise into business workstations, servers and portables--even a Bot desktop that touches down in the middle of Dell's backyard.

Bootstrapping
Never having worked at Dell or Intel, Gonzalez and Aguila didn't have the benefits of conventional wisdom or VC connections. But, says Aguila, Gonzalez is a "hardware guru," so when his friend suggested they start Alienware, he quit his clinical technician job right away.

Others were less receptive."Everyone told us, 'This is insane,'" recalls Aguila. "We got laughed out of every bank in Miami. So we maxed out the credit cards and went to work.

"That first year, the pair barely covered expenses, thanks to $10,000 of their own money and sales of customized machines to local gamers. But in the second year, Area 51 PCs scored well in gaming magazine reviews, and orders surged. Alienware filled them using the same revenue model early PC-makers used: First they pay, then you build.

Money upfront means no receivables to underwrite, no inventory to depreciate and no bad debt. Tight cash controls, just-in-time inventory and careful attention to its only distribution channel--its website--have enabled the company to fund growth from revenues.

Now, of course, Alienware gets supplier terms and merchant bank services, but life is no less challenging. What used to be a sweet little seam of color is being mined by everyone from Falcon Northwest and VooDoo to the PC giants. And now that it has corporate and government sales, Alienware also has receivables to support.

The company's saving grace continues to be the positive control and market feedback it gets by selling direct

Tuesday, June 26, 2007

Tip Jadi Cepat Kaya ~ Irfan Khairi (Jutawan Internet)

1. Perlu mempunyai daya fokus yang tinggi. Tetapkan matlamat kita untuk menjadi kaya, dan tetapkan jangka masa sasaran. Kemudian, berusaha dan beri tumpuan untuk mencapainya tanpa menghiraukan perkara lain yang boleh menganggu dan melambatkan usaha kita.

2. Masa memainkan peranan penting sekiranya ingin cepat kaya. Uruskan masa dengan sebaik mungkin. Lakukan banyak kerja dalam masa yang singkat. Kebiasaan manusia kerja 5 hingga 7 jam sehari, anda perlu kerja 12 hingga 14 jam setiap hari. Dengan melakukan ini, anda dapat mencapai matlamat 2 kali ganda lebih cepat daripada majoriti manusia.

3. Berjimat bila berbelanja. Wang yang diterima jangan pula dibelanja sesuka hati oleh kerana kekayaan bukan bermakna berapa banyak kita peroleh, tetapi ia bermaksud berapa banyak kita simpan. Jauhkan dari skim cepat kaya, pelaburan internet yang hanya akan membazirkan wang anda saja.

4. Aliran pendapatan berganda. Fokus pada matlamat. Sekiranya matlamat menjadi kaya, cara menjadi kaya boleh dipelbagaikan. Mulakan perniagaan kerana sembilan per sepuluh rezeki datang dari perniagaan. Kalau kerja sepenuh masa di pejabat, mulakan perniagaan sambilan. Kemudian, melabur juga wang kita (bukan pelaburan internet) untuk mendapatkan aliran pendapatan berganda. Dalam masa yang sama, pelbagaikan peluang perniagaan dan pelaburan. Ini akan gandakan pendapatan.

5. Aturkan strategi. Kejayaan kewangan bukanlah nasib. Susun strategi simpanan, pelaburan. Aturkan strategi perniagaan. Apakah langkah yang perlu diambil untuk mencapai matlamat itu? Ilmu apa yang patut ditambah untuk menjadi kaya? Siapa perlu kita dampingi untuk memudahkan kita mencapai kejayaan? Sekiranya langkah tidak menjadi, apakah pelan B yang boleh dilaksanakan?

6. Menjadi cepat kaya, bukanlah nasib (selain menang loteri). Duduk dan drafkan perancangan seperti jurubina memerlukan pelan untuk membina bangunan yang megah, anda juga perlu pelan untuk mencapai kebebasan kewangan. Untuk kaya cepat, pelan lebih mantap dan sempurna perlu dilakukan.

Harap tips ini dapat memberikan motivasi kepada kita semua untuk mencapai kejayaan.

Sunday, June 24, 2007

POS World Inc.

You've got mail: This IT manager for a concessions management company loved working in the POS field, but was so burnt out by the intense work hours that his doctor recommended a career change. One day, while reading a catalog with reseller pricing for receipt printers, cash drawers, bar-code scanners and other POS items, Bushey realized that not only was the markup outrageous, but also that there was nowhere to purchase POS hardware online. His vision: to create an online marketplace offering fair pricing on these items to the end user. "I wanted to be the Dell of POS," says Bushey.

Home economics: "I didn't have a dime to spare," says Bushey, who continued at his full-time job while starting POS World in 1999 in his off time at home. "It was a virtually no-cost startup." Early on, he focused on establishing vendor relationships and developing a website. His brother Jim moved into his apartment to handle website maintenance.

Image-conscious: One investment--a high-end Nortel phone system with voice mail--presented a professional image to callers, even though Bushey was handling calls for every department. It seemed to work--in 2001, when the Los Alamos National Laboratory's hard drives containing sensitive material went missing, they contacted POS World for recommendations on item-tracking technology. "I realized then we really had a presence," says Bushey, who moved to an office and hired his first nonfamily employees in 2000.

Big business: Most customers do business through POSWorld.com, but they can also visit the office or call in. Customers include many Fortune 100 companies, the Federal Reserve Board, Lockheed Martin and the U.S. court system. POS World is expanding into auto ID, warehouse operations and the biomedical field, and will partner with Microsoft to sell retail-management software in combination with the company's hardware.

Friday, June 22, 2007

Usahawan Noor Arfa Bangga Batik Kembali Popular

Wan Mohamed Ariffin Wan Long berjinak dengan batik semasa menjadi pembantu makmal di Kraftangan Malaysia pada tahun 1970an.

Dengan sedikit pengalaman dan dikuatkan dengan minatnya yang mendalam di bidang perniagaan, Wan Mohamed Ariffin, 50, meletak jawatan untuk menceburi perniagaan batik bertapak di Kuala Terengganu, negeri yang mengasaskan industri batik negara, untuk membina Noor Arfa Batik Sdn Bhd."Di sana (Kraftangan Malaysia) saya telah mempelajari selok belok membuat batik dan dalam tahun 1980 saya memulakan perniagaan batik di Kuala Terengganu," katanya.

Beliau memulakannya secara kecil-kecilan di rumah dengan bermodalkan simpanan RM1,000 dan pinjaman Mara sebanyak RM5,000 bersama isterinya, Noor Hijerah Hanafiah.Selepas 26 tahun, tuanpunya syarikat Noor Arfa Batik itu kini mempunyai sebuah kilang batik di Kawasan Perindustrian Cenderiang, Terengganu dengan 200 orang pekerja, mengeluarkan 150 produk batik."Batik berasal dari Terengganu, jadi adalah lebih mudah sekiranya industri kami bermula dari sana.

Selain daripada mempunyai ramai tenaga kerja yang mahir, barang-barang untuk membuat batik seperti kain dan pencelup juga banyak dan lebih mudah diperolehi di sana," katanya.Noor Arfa Batik kini mempunyai enam cawangan di seluruh negara iaitu dua di Kuala Lumpur, dua di Terengganu, masing-masing satu di Selangor dan Kedah.Keunikan batik Noor Arfa ialah dari segi corak, rekaan dan pembuatannya terutama batik lukisan tangan yang menggunakan canting.

"Kami banyak menggunakan pelukis tempatan yang boleh melukis secara terus ke atas kain, dan ini memberikan identiti tersendiri kepada keluaran batik itu," katanya.Keluaran batik Noor Arfa bukan sahaja diminati orang ramai dan pelancong, dengan rekaan corak terbarunya sering mendapat perhatian media fesyen, tetapi turut menjadi tumpuan selebriti tempatan seperti Siti Nurhaliza dan Erra Fazira, katanya.

Produk Noor Arfa batik ialah dalam bentuk lukisan tangan dan cetakan yang menghasilkan kain fabrik, pakaian lelaki dan perempuan serta cenderamata.Wan Mohamed Ariffin bangga keyakinannya terhadap perusahaan batik ternyata tidak silap sehingga kekal berjaya hingga kini dan ditambah pula dengan keluaran batik kembali popular dan diiktiraf negara.

Malah dengan perkembagan teknologi, sejak 10 tahun lepas syarikat itu menggunakan laman webnya, www.noor-arfa.com untuk mengembangkan pasaran ke luar negara, katanya.Atas daya usahanya, Wan Mohamed Ariffin semalam dipilih sebagai pemenang pertama dua anugerah Mara -- Anugerah Usahawan Cemerlang dan Anugerah Usahawan Berjaya.

Beliau menerima sijil penghargaan serta wang tunai berjumlah RM15,000 daripada Menteri Pembangunan Usahawan dan Koperasi Datuk Mohamed Khaled Nordin.

Wednesday, June 20, 2007

Ticketsnow

Mike Domek, 36

Crystal Lake, Illinois

Projected 2005 Sales: Over $120 million

Description: World's largest online marketplace for secondary event tickets

The Ticket Master: If you're an avid event-goer in the Chicago area, you might run into Mike Domek at a Cubs game or in the front rows of a Def Leppard concert. These days, the founder of online ticket reseller TicketsNow has no problem getting good seats. But that wasn't always the case. When he first began selling secondhand tickets the old-fashioned way, he sometimes had to call over 20 different ticket brokers looking for the best locations and deals for an event. Domek decided to take the inefficiency out of the system by moving his ticket service onto the internet.

$100 and 7 Years: Domek started his business with $100 and a one-bedroom apartment in 1992. He had run out of money for college and decided to try ticket brokering full time to save up for school. He never went back. It was seven years before TicketsNow, the online company, was launched from the foundation of that original ticket brokerage. All those years of slow growth and building relationships with ticket brokers across the country finally paid off. This year, TicketsNow expects to more than double its 2004 sales--money it won't have to share with investors. Says Domek, "I'm very proud to say we haven't had a penny of outside funding."

Size Matters: Since the website was launched in 1999 from a 1,600-square-foot building with seven employees, Tickets-Now has exploded to 170 employees and has filled its 16,500 square feet of assorted office spaces to capacity. That sort of rapid growth would send some companies reeling, but Domek takes it in stride. "My plans are to keep doing what's best for the company, and right now what's best for the company is to keep growing."

Ticket, Please: The secondary ticket market is hotter and more legitimate than ever, and TicketsNow's technology and security are a big reason. Domek is just excited to be a part of something he's loved since childhood. Says Domek, "There's so much emotion in buying tickets." And for Domek, frustration is no longer one of those emotions. --Amanda C. Kooser

Originally published in the November 2005 issue of Entrepreneur Magazine

Monday, June 18, 2007

Pengusaha batik

TENGKU ARMAN HARIS

Negeri Terengganu terkenal dengan industri penghasilan kraftangan batik yang berkualiti tinggi. Industri ini turut mengetengahkan bakat salah seorang pengusaha Pekak yang paling berjaya dan disegani di kalangan komuniti orang Pekak dan masyarakat Kuala Terengganu.

Pengusaha batik Pekak yang dimaksudkan ialah Tengku Arman Haris bin Tengku Ismail. Beliau adalah bekas penuntut Sek Men Pendidikan Khas Vokasional Shah Alam, Sek Men Ibrahim Fikri Kuala Terengganu dan Sek Men Pendidikan Khas Persekutuan Pulau Pinang.

Pada tahun 1990 Tengku Arman menamatkan pendidikan vokasional dan bekerja sebagai pengimpal di bengkel kenderaan di Jalan Segambut, Kuala Lumpur.

Pada tahun yang berikutnya, beliau kembali ke negeri kelahirannya untuk mengambil alih tugas ketua keluarga berikutan kematian arwah ayahnya yang meninggal dunia dalam kemalangan jalan raya.

Namun demikian ia tidak melemahkan kekuatan semangat Tengku Arman untuk membantu menyara hidup keluarganya. Beliau terpaksa berkorban untuk meninggalkan bidang kimpalan yang merupakan kemahiran utama bagi dirinya disebabkan oleh peluang kerjaya dalam industri batik yang luas di Negeri Penyu.

Walaupun kekurangan pengalaman dalam industri batik, Tengku Arman diterima bekerja dengan bengkel "Romi Batik" di Jalan Cendering, Kuala Terengganu. Berkat daripada kesabaran dan kerajinan beliau yang mempelajari pelbagai teknik pembuatan batik selama tiga tahun, akhirnya beliau lebih yakin dan mengambil keputusan untuk berkecimpung dalam keusahawanan pembuatan batik.Atas dorongan yang kuat daripada ibu dan keluarganya, Tengku Arman mengeluarkan wang saku sendiri untuk mendirikan bangsal berhampiran dengan rumahnya di Jalan Bukit Tunggal. Di bawah bangsal yang uzur itu, pembuatan batik dimulakan secara kecil-kecilan dan menghasilkan pelbagai produk batik seperti kain batik, baju kelawar, baju kurung dan baju batik.

Kebolehan beliau sebagai pengusaha batik yang berbakat mendapat perhatian daripada Jabatan Kebajikan Masyarakat (JKM) Negeri Terengganu. Pada tahun 1996, beliau mendapat bantuan kewangan sebanyak RM 2,000 daripada JKM untuk memperkembangkan keusahawanannya dan membesarkan bengkel tersebut. Produk-produk batik yang direkanya juga telah dipasarkan ke negeri-negeri lain.

Selain daripada itu, Tengku Arman juga aktif dalam Persatuan Kebajikan Orang Cacat Pendengaran Terengganu (PKOCPT) sebagai Presiden PKOCPT yang pertama sejak PKOCPT ditubuhkan pada tahun 2001. Kecemerlangan kepimpinan beliau lebih terserlah apabila PKOCPT diiktiraf oleh JKM sebagai persatuan OKU terbaik peringkat negeri Terengganu sempena sambutan Hari Orang Kurang Upaya peringkat negeri pada tahun 2003.

(Sumber: http://www.mecd.gov.my/)

Thursday, June 14, 2007

Pengusaha Kilang Perabot & Aluminium

RAZANI BIN RAMLI

Tanggal 25 Ogos 1966, di hening subuh yang sunyi lahirlah seorang bayi lelaki yang comel dari pasangan Raunah Che Ismail dan Ramli Salleh. Di saat kelahiran, timbul sedikit masalah di mana bayi berada dalam keadaan songsang. Namun akhirnya bayi dapat dilahirkan juga dengan selamat dan sihat. Pasangan tersebut telah menamakan bayi mereka dengan nama Razani yang dilahirkan sempurna sifat fizikalnya.

Betapa gembiranya hati seorang ibu yang telah selamat melahirkan anak yang kelima. Seperti juga anak-anak lain Razani dibesarkan dengan penuh kasih sayang walaupun mereka bukan dalam golongan orang berada.

Namun semasa Razani berumur tiga tahun, beliau masih lagi tidak dapat menyebut sepatah perkataan yang lazimnya dapat disebut oleh kanak-kanak lain yang sebaya dengannya. Beliau juga tidak boleh mendengar. Hal ini menimbulkan tanda tanya Ibu dan ayah yang mulai bimbang dengan keadaan anak mereka, Razani dibawa ke hospital untuk diperiksa dan doktor mengesahkan beliau mengalami sedikit kecacatan iaitu tidak boleh mendengar dan bercakap.
Betapa hibanya hati seorang ibu yang mengandungkannya sembilan bulan sepuluh hari setelah mengetahui hal tersebut, namun hakikat ini harus diterima dengan hati yang tabah dan bersyukur. Sesungguhnya Allah Maha Berkuasa dan mengasihi hambanya yang sabar.

Insan mana yang tidak ingin melihat anaknya sempurna dan insan mana yang tidak mahu melihat anaknya gembira dan lihat seperti kanak-kanak normal yang lain? Walaupun dengan sedikit kecacatan tidak bermakna beliau tidak diberikan kasih sayang seperti adik-beradik yang lain, malah beliau diberi lebih perhatian oleh ayah dan ibu serta saudara mara tercinta kerana beliau dikategorikan dalam kanak-kanak yang istimewa.

Semasa berumur tujuh tahun, Razani dihantar ke sekolah Kebangsaan Wakaf Mek Zainab untuk mendapat pendidikan akademik seperti kawan-kawannya yang lain. Beliau terpaksa bergaul dengan kanak-kanak normal kepada ibu dan bapanya tidak dapat mengesan sekolah pendidkan khas, selang beberapa bulan kemudian barulah Razani ditempatkan dengan kanak-kanak khas di sekolah yang sama. Sememangnya sukar untuk beliau menguasai mata pelajaran yang diajar oleh guru dan agak sukar juga untuk beliau membaca dan menulis. Beliau terpaksa meluangkan masa yang lama untuk tujuan tersebut.

Di usia remaja beliau merupakan seorang yang agak agresif dan nakal. Suka mengganggu kawan-kawan dan suka bergaduh. Namun ketika beliau berumur dalam lingkungan dua belas\n tahun, beliau mula belajar solat dan ilmu agama daripada ibunya. Beliau juga banyak menerima didikan agama daripada kedua orangnya. Pada peringkat menengah pula beliau telah dihantar ke Sekolah Pendidikan Khas Tanjung Bunga Pulau Pinang untuk menimba ilmu pengetahuan ke peringkat yang lebih tinggi. Di sana beliau dikejutkan dengan budaya dan suasana komunikasi yang agak berbeza. Beliau dapati banyak bahasa isyarat yang mereka gunakan berbeza dengan bahasa isyarat yang biasa beliau gunakan. Walaubagaimanapun beliau cuba untuk memahami dan mengambil kesempatan untuk mempelajarinya daripada mereka. Dalam tempoh tersebut juga beliau banyak menimba pengalaman dan pengetahuan samada dalam bidang akademik dan pertukangan. Setelah tamat tempoh empat tahun di sana, beliau balik semula ke Kelantan.

Pada usia 18 tahun, Razani memulakan karier dengan menolong ayahnya menguruskan kilang tembakau, Sesunggunya sejak kanak-kanak lagi kehidupan keluarga beliau agak susah dan bapa\n beliau terpaksa membuat apa saja pekerjaan untuk menampung keluarga seramai enam orang. Pada tahun 1989 keluarga beliau telah menubuhkan sebuah kilang perabut dan ingin menyerahkan kepada beliau untuk meguruskannya namun ditolak kerana alasan yang diberikan beliau tidak cukup pengalaman dan tidak begitu yakin dengan kebolehannya. Jadi beliau memilih untuk bekerja sahaja sebagai tukang perabut mulai tahun 1990 di kilang perabut milik keluarganya yang terletak di Bachok. Dengan cara ini beliau dapat mempertingkatkan lagi pengetahuan dan pengalaman dalam bidang tersebut. Di sana jugalah beliau bertemu dengan Azura Mustapha, isterinya yang tercinta. Mereka mendirikan rumahtangga pada tahun 1993 dan mempunyai 5 orang cahaya mata.

Setelah yakin dengan kebolehannya beliau berhasrat untuk membuka kilang perabut sendiri berdasarkan pengalaman 15 tahun yang lalu. Pada awalnya ibu dan ayah tidak yakin dengan kebolehan beliau menguruskan kilang perabut sendiri dan tidak mendapat sokongan daripada keluarga. Namun berkat usaha dan keyakinan yang ada dalam diri beliau akhirnya Raza Furniture telah berjaya ditubuhkan pada tahun 2001, Dengan cara ini beliau dapat buktikan bahawa orang pekak juga mampu berdikari dan mampu bersaing dengan warga normal. Di samping itu, beliau juga berhasrat membantu kawan-kawan yang senasib dengannya dengan menyediakan peluang pekerjaan. Sehingga sekarang sebilangan besar dari pekerjanya terdiri daripada orang pekak.

Semasa menguruskan perniagaan banyak juga cabaran yang terpaksa beliau hadapi termasuklah masalah modal tidak mencukupi, masalah komunikasi dan sebagainya. Walaubagaimanapun berkat usaha gigih beliau di samping mendapat sokongan daripada keluarga dan rakan-rakan masalah tersebut dapat diatasi. Dengan kebolehen menguruskan perniagaan sendiri beliau bersaing dan berjaya membuka mata masyarakat bahawa orang pekak boleh maju.

Sesungguhnya beliau merupakan seorang yang berpandangan jauh ke\n depan dan sentiasa memikirkan kemajuan diri. Sehinggalah tercetus idea beliau untuk membuka kilang aluminium yang akan bergabung dengan perabut atas nama Sendirian Berhad. Dengan cara ini beliau dapat membesarkan lagi perniagaan yang dirasakan tidak cukup untuk bergelar usahawan yang berjaya. Dengan sokongan Keluarga dan kawan-kawan beliau berjaya menubuhkan Syarikat Razani Capital & Resources (M) Sdn Bhd yang beroperasi di Kampung Tapang pada awal Mei 2003. Dengan ini memberi peluang kepada beliau menimba lebih banyak pengalaman dan melangkah lebih jauh lagi dalam dunia perniagaan. Di samping itu dapat menyediakan lebih banyak peluang pekerjaan kepada orang pekak.

Selain dari menguruskan kilang, beliau juga aktif bersukan. Salah satu sukan yang sangat diminatinya ialah sukan tenpin boling dan bola sepak. Pada masa lapang beliau selalu menghabiskan masa di Perdana Superbowl atau di padang bola sepak bersama kawan-kawan yang lain. Razani juga memikul dan tanggungjawab sebagai Presiden Persatuan Orang Cacat Pendengaran Negeri Kelantan sejak ia ditubuhkan pada tahun 1996 sehingga sekarang dan selaku Bendahari Persekutuan Orang Pekak Malaysia bagi sesi 2002 hingga 2004. Begitu banyak jasa beliau dalam membangunkan persatuan dan menjaga kebajikan orang yang senasib dengannya. Sesungguhnya beliau tidak mengharapkan apa-apa balasan dan hanya menjalankan tanggungjawab dengan jujur dan ikhlas.

Kini segala usaha beliau telah banyak membuahkan hasil, alhamdulillah. Dengan usaha dan kegigihan yang tidak kenal putus asa tidak mustahil suatu hari nanti Razani akan tampil ke depan sebagai usahawan yang berjaya. Insyallah. (Sumber: Cik Noor Haseken P Rameli)

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