Day 14:His Last day in Micromart "I have gathered you all here today..."

Have you seen Semarang's light-up mobils? Little bicycle-cars that put a whole flat of "lampu klap-klip" to shame in the Hari Raya season. It gave me quite a shock when I looked out of the window of the car to see that they actually shared the road as they pedalled gleefully around Simpang Lima, seemingly unaware of the fact that you could barely see them if not for the lights. It may seem unremarkable, but those light mobils gave a whole new life to Semarang's night scene as they toured past stalls selling street food (sausages everywhere). Before pasar malams went out of fashion, I'm quite certain this might have been what it felt like as people line the streets eating food prepared on portable stoves. That's why I love Southeast Asia. There's a charm to the culture unique to them that's hard to find elsewhere.

At 3p.m. earlier in the afternoon today Cik Farid said "come, let's go". Turning around from my computer I got a shock to see that the room was pretty much empty except for myself and Cik Farid. Apparently they have gathered downstairs, awaiting what Cik Farid refers to as his "Town Hall Talk". This talk is held quarterly and is carried out with the aim of motivating staff, establishing company direction and upcoming events together and highlighting areas for improvement. There was a particularly unique mood to this town hall talk. Everyone was listening, and actually internalizing what he was saying. There is certainly a difference between people who listen to be polite, and people who listen because they want to, and the aura here was certainly of the latter. It intrigued me. From upper management to even the cleaner, everyone's eyes was on him, with anticipation in their eyes and a satisfied smile on their lips. They seemed ready to run a thousand miles if asked - why was that? I wanted to think it was because they just received their bonus and a holiday was around the corner but even so, that can't be all there was to it.

So I turned to the only guy who was speaking, Cik Farid. I tried to figure out what he was doing right, and this was what I observed: His motivation was sincere. He revealed that staff that performed well was given due recognition. He also got his key management to present themselves and he bluntly put forward that if he was at it alone without their help, Micromart wouldn't be where it is today. This recognition and worth was even provided to support staff like the cleaner who ensured that the office was free of even a speck of dust at any point in time. In establishing the company direction, he also made sure that they felt a sense of belonging and stake in the direction the company was going. It was as much their company as it was his. I believe that's pretty smart. Sense of loyalty and belonging to companies are getting less and less common in this time and age where company loyalty may potentially result in stagnancy.

The last part was interesting, how he actually highlighted areas of improvement in front of everyone. Some of his examples include his awareness of moonlighting activity, friction as a result of communication break downs and he even narrated stories of former employees he asked to resign from the company. These problems can clear become a liability to operations, but Cik Farid actually made sure that the point of his message was not finger pointing. Names weren't mentioned and it was clear that was not the focus, but instead directed the focus of his employees into what he wants them to take away from the feedback he was providing. There was no criticism, or even snide remarks out to shame. It was just him appealing to his staff to also share his concern and refrain from performing such issues.

Following the talk his staff actually arranged a dinner to break fast together. Apparently Cik Farid had no hand in the organizing of this activity, but he looked pleased that his staff were making an effort to spend time together outside working hours and enjoy themselves. He didn't even step into the limelight, observing them from the side as he enjoyed his own meal and snapped pictures discreetly. I think it was fascinating when you're actually looking at the manifestation of the company culture that he has strived to cultivate amongst his staff.

In my conversation with Cik Farid today as well he talked about the importance of having EQ to be a leader that can move people. Several times we tend to use the phrase "No EQ" as a means of labelling someone without empathy. However, he narrated that EQ does not have to be something you're born with. He told me that when he was younger he was not the same man he is today, and that along the way he learnt to develop empathy, to be sincere and think for others. Experience goes a long way in developing a person, and it's not so much about age rather than what you have been through. With an awareness of your own strengths, your experiences and tempering it with empathy - your leadership capacity will certainly be built up.

At night after working hours we continued some rounds around a few outlets for spot checks. Reaching the office at 7am he is the first to be in the office, and he's also one of the last. I wondered why he wouldn't leave checks for tomorrow rather than frighten cashiers with a spot check right before closing. However, he told me what he was really doing as well was to follow up with what his employees said they have done. This is one of the ways by which he ascertains that work is done thoroughly. As he says "when I check myself, there's no way they can bullshit me. Their credibility is at stake". I asked him about times when he had to make hard decisions and he said that he has to do it. You can't be liked by everybody. I suppose in the world of business you have to remember what is best for everyone. If people become a liability it would not only be unfair for yourself, but everyone else involved as well who will take two steps back from achieving their vision.

By the time I reached my room it was coming to midnight. 

"This is life as an entrepreneur. Most importantly, you must have passion in what you do". "So what made you passionate about opening mama shops?".

"Oh I get to see cash everyday" he said, beaming and clutching the rupiahs in his hand from the cash register whose numbers he was tallying.

Apparently the simplest of responses can also be the most honest.

Day 1: Stepping into Micromart Durian

So begins my first day of understanding how a Micromart works. Given that my only prior work experience involved national service and social sectors, this was quite the refreshing experience. It kind of ticked off that childlike desire I used to have of running my own "mama shop".

So with the understanding that I was completely an empty vessel - I decided to learn everything from the ground up. So naturally, it starts with how to be a cashier. Operating a cash register, checking and arranging stock, receiving stock and sending out receipts to HQ. It may seem mundane, but that is the bread and butter (which was surprisingly refreshing). It absolutely amazed me the meticulousness involved in actually running the store. They accounted for everything and ensured that everything looked right. I realized that when you walk into a store - its pristine state has people like the kasirs I met behind it.

I must say that I am very familiar with convenience stores. My experiences with stores are vast and well travelled - to satiate my desire for sugary drinks which I absolutely adore. This gave me quite a perspective when I stepped into Micromart Durian - because I was frankly underwhelmed: I realized how unfamiliar I am with the brand. I decided to bear that in mind when I was to provide my thoughts on MM. 7-eleven, Lawson, Tesco Express - I know what to expect each time I walk in, and without looking at the brand name I know which store I am in with the environment at atmosphere. So that was the question I left with on my first day - What identifies with Micromart? Why would I prefer walking into Micromart compared to say, Alfamart or Indomarket?

Day 2: Balik Kerja

I woke in the morning quite worried. I believe that my weak Singaporean stomach could not handle the ice that was in my iced milk tea yesterday. No way I'm going out for 2 weeks over ice man. Thankfully my stomach problems only lasted a day.

I walked in MM Durian once again, and I wanted a perspective different from a kasir. So I decided to take a walk. Walking down the street I realized that there were about 4-5 "Kedai Runcit" or Provision stores in the same street as MM Durian. In Singapore, 7 eleven basically cannibalized every provision store they could find, even if it was at the cost of their own outlets. However, trying to buy out every provision store here is clearly not feasible. So it got me thinking again about yesterday's question. What would draw someone into MM Durian instead of these provision stores that actually had similar stock, albeit a smaller variety.

I walked back in the store, and decided to start thinking about why I love walking into convenience stores compared to the older mama shops. I believe it was because everything MN about it was pleasant. The displays looked pleasant. The cleanliness was pleasant. Air con temperature was pleasant. Lighting was pleasant. I had choice. Occasionally I had deals I could choose from. Oh the little joys of purchasing from stores. So if I were to turn MM Durian into my dream store, what would I do. I wanted information first.

So I spent the rest of the day poring through report logs on the system and sending it back to my computer to view it later at night. I wanted to know where the money was coming from as part of this quintessential process Cik Farid calls "cash flow". So of the hundred over products I see on the shelves, which were moving? Which were there? (It was quite surprising when some of the items on the shelves was actually dusty. It must have been there for ages).

I looked at profit margins, I looked at flows and understood how this reports can help - because it is a review of what we're trying out in terms of variety. I understood changes in the peak periods for MM Durian and understood what people want. (MM makes a killing off bottled water).

So for today, I learnt the relationship between the store and consumers. I understood the concept of demand and supply - seeing it before me as people bought snacks and other miscellaneous goods. Time to find out more, so that night I took to try researching how convenience stores are in hopes of understanding more to bring me to my hope to find out how sales can improve in MM Durian.

Day 3: What now

I returned on the 3rd day - wanting to have some concrete ideas on how MM Durian can be a better MM. My research yesterday night did leave me rather exhausted - but I had more knowledge on the issue. However, looking at the reports I realized that it was shallow of me to assume that one could try to adapt overseas convenience stores into Semarang's MM. Resources granted to these large MNCs are not as readily available to the smaller MM organization. Given that we were also dealing with franchisees and investors - care must be taken to decide what investments to improve a store could be worth it, and what were not. We had to be prudent with how we spend or I would fall behind in the core principle of cash flow "Always have cash on hand".

So things like, the shop must be decorated to have a clearer image branding, all lights switched on and colder air cons would only make it more expensive to run the store. Ideally I should be cutting costs, not adding to them.

So I turned my attention to the products available at the store. I realized that for a convenience store it would make sense to add products like shampoo and soap to those who might need it, however unlikely. However in truth, I was admittedly perplexed by the ratio of food and beverages to household necessities. In my personal opinion, for a store like MM Durian to be found along a road, we should certainly have a more exciting selection of food and beverage. At its current state, I felt like walking into MM Durian was that it was a shampoo and soap store. I didn't understand why I would need 40 varieties of each type of bathroom essentials. It is highly likely that I would be in for drinks and food rather than soap. If I wanted soap, I might have got it from a place that would be cheaper than MM Durian... like the kedai runcit opposite. The good stuff was hidden around the back of the store - like the great selection of instant noodles and drinks. However this was opinion I would keep to myself as apparently some people do buy soap and shampoo from here based on reports - but certainly few varieties rather than every item available. I strongly believed that we should change out the product selection of MM Durian.

Thinking again back to sales I thought that time sales would work. Fortunately, they were having a Ramadhan Bazaar that included flyers and some publicity. A team even came down to move promotional goods outside and play music to attract shoppers. Time for increased sales I thought. I was wrong. Dishearteningly, nobody came for the bazaar. The weather might have affected their mood. Or maybe it was because it was fasting month. Still, waiting for Ramadhan to finish wasn't a very good choice of action either. This threw economics out of the window. When price reduces, price elastic demand should technically increase and sales would increase. However there were certainly more factors that swayed this the wrong way.

At this point I also noted that MM Durian was well staffed... to the point of probably being overstaffed. There was a small problem of too many kasirs "waiting on" customers. This effects unnecessary pressure - but I appreciated that everybody was on the ball with their job. It was certainly better than receiving poor service.

So what did MM Durian lack that would attract more people? Would a banner pointing the way to MM Durian work? Do we need a caller outside the store? This were all efforts that would need either added costs or increased effort - what were the gains? That I could not have information - and kept that in mind. I'd probably ask Marketing with regards to how the relationship between promotions and sales. My customer expectations also exist as a Singaporean, and I was not of the culture so that I had to keep in mind.

Still, if all else fails, chairs and tables in the space outside MM Durian would definitely attract night crowds right? Even if sales only came in the form of cigarettes and drinks - that was still sales. MM could be a "tempat lepak" at night. From what I observed - that usually works.

Day 4: Different Toko

Woke up early on a Sunday for work - something that has not happened in quite some time. It was certainly interesting that Simpang Lima's roads were closed off. It would have been interesting if it were not for fasting month, for Pak Min told me that it was "rame" (lively) on Sunday mornings in the area due to the wide selection of food, the off day and the open roads. So he asked if I would like to experience a different store this time around, and I gladly took up the opportunity.

So we took a longer drive down to Manggun Sari MM. Walking in, it was more of the convenience store of my expectations. It was brighter, it was more pleasant on the eyes. Then again space had much to do with it. But I felt like I would be more ready to pick up more stuff here.

Wanting to see if my initial impressions were correct - I pulled up their records. Much to my surprise I realized that their sales were more or less about the same. Was I wrong? What kind of convenience store works in Semarang?

I thought hard about it, and could only come up with the conclusion that there was probably another competitor in a more accessible area. The same way how having two convenience stores in the same place splits customers available in that area. Not knowing the place too well however I did not venture too far out - but I did notice that there was quite a selection of food outlets where one could probably get their fix for food and drink as well.

So Manggun Sari ended up not being a feasible model I could use - but I certainly did have a better impression of their product organization. While they had more or less the same products as MM Durian - it seemed like it was more tailored to the consumer and expansive with the way the shelving and display was done. Then again, what if my expectations would only serve to intimidate the populace into thinking that this was a "more expensive" location and would prefer to head to the food stalls instead.

The staff, while also displaying the same MM hospitality - seemingly did not have such heavy taxation when it came to stock taking. I assumed that it meant that they were more efficient with stock taking - but I did not see the book that MM Durian used. I wondered if it was possible to increase efficiency in the method of stock taking. While tediousness creates a sense of being meticulous... I did believe that it was taking up too much time at MM Durian.

Farid MN

Day 5: "Boss dah Datang"

Today I reported to the office and met with my boss, Cik Farid. He began conducting his meetings with his staff and getting up to date with the happenings over the month. Surprisingly, his sessions were relatively short - a refreshing change from the nature of staff meetings that I have been attending. Objectives were clear, and straight to the point. With new staff, he did not spend too much time discussing irrelevant courtesies nor did he just give them a new project to take up and put them in a "swim or drown" situation that I was aware some bosses liked to do to evaluate the capacities of newer staff. I believed this was efficient. Efficient is good. There was no "Alamak boss nak ape skrg" attitude which I have seen in other places. New staff also can comfortably begin adapting to a new work environment.

He then explained to me some essentials of running a business - like maintaining cashflow and the three stages of execution: 1) Objective 2) People 3) Operation. The first two I managed to see from both his meetings and the kind of people he employed. However the 3rd I got a chance to see with Cik Farid coming down on site. He was visibly annoyed with a discrepancy between an inventory order and what was actually already available. Understandably, the problem as told by him was a lack of effort in checking the warehouse - which could have cost quite a considerable amount in terms of redundant indents.

Actually, my initial impression was that a call to the warehouse or an email could have resolved the matter without needing to leave the office. However I actually learnt something from doing it the hard way. It sends a stronger message and gives you greater credibility in highlighting the problem that exists. There's no way anybody can try to pull a fast one when you're there on site - and it also sets an example on doing that little bit of extra to ensure that work gets done in the best way possible. Follow up and follow through can apply even when it is just a process of finding the necessary inventory required to set up a new MM.

Admittedly I was rather fearful of what would happen to the poor staff who would be on the receiving end of his... discovery. However it was kept very professional, and the worker did not look discouraged. Acknowledging her mistake, she took responsibility for it and would then follow up with it. In some office environments there can be some stale air following being told off - or an overtly defensive employee. However there was none of that in MM's work environment. This was also the same in the office where there was no clear hierarchical relationship between staff. While the departments were sectioned, it was a good office environment where the positive energy and dynamics could be felt. They looked happy with the work they were doing, and supporting each other in their own little way.

My biggest lesson after that came following the end of the day where Cik Farid asked me several questions about what I thought of himself or people. Initially I was uncomfortable airing honest views as I may not necessarily have the right impression and experiences in life shape me differently. I also tend to be more forgiving than I should be. However it brought him to tell me about "Character Analysis". It does not necessarily have to be judgment on the person - but it makes a difference in how you can adapt or react to people and situations. I should always be trying to analyse people he says. I'll bear that in mind, but what do I do if I possess a wrong impression I wonder? Would that not open up problems?

Day 6: “Gudang (Garam)”

Today’s morning started particularly early, at 6am. Taking a pretty long drive for about an hour into an area I understand to be the outskirts of Semarang – we were greeted by an admittedly surprising sight. At 7am in the morning, the Micromart was closed! It was… puzzling to say the least with the cashier nowhere to be found. Well, at least I was puzzled – Cik Farid was probably furious beyond belief. 

After waiting for about 15min, we decided to make our way back to the office.

This was the first time I'm actually witnessing a challenge that can actually be quite damaging to the brand name. Back in SG, if a place says it opens at a certain time - you are more or less certain that it will be open at that time. It is predictability. It is trust between the consumer and the brand. Usually the only times you face this problem would be at hawker centre when your favourite Soto stall might decide to sleep in or not open at all. Cik Farid explained that even in Indonesia you can be presented with such operational challenges.

So I decided to observe how he tried to overcome this problem. Sitting most uncomfortably in that meeting he gave his staff a piece of his mind on the issue. Whether they understood or not is still unknown - I suppose it links back to follow up and follow through.

Then I was posted to the warehouse to observe operations. Oh that was quite fun there are little thrills in being in a room that is full of sugary drinks. The warehouse and the tokos form the front end of Micromart's operations and it was apparent to see that even with 30 tokos in operation things have to run like clockwork. This amazed me with the team that was in the warehouse. During their inventory checks I saw everybody helping out where they can - and they finished the job rather quickly. This was followed by several packing and delivery jobs for the various orders of the toko. The warehouse group idled and laughed together when there was nothing to do, but when it was time to work they did it with clear teamwork and efficiency. Although with the same level of noise. They were a lively crew - it was a different lively from the office staff - but you could tell that they cooperated with each other. Certainly there are times when they could have done things more effectively (human chain is quite an outdated method with the invention of wheels) but you would not hear a single complaint despite the weather. It was quite an interesting experience seeing them work together - and some of them also used to be kasirs.

Back at the office Mr Farid asked on the impressions of front end which I have just described above - but then I asked whether he can retain the same level of efficiency when his company scales up. 30 tokos is one thing, how about 100? or 200? He then explained that work culture matters. It is the team that can get their respective duties done that determines the success of operations. Most importantly, give credit where credit is due. By Ismail Zainal

Day 7: "Deal or No Deal"

There's so many interesting things about Semarang, and it's a waste not to add their cuisine to the list. It was really true when they said some of the best food are to be found in the nooks and crannies. Humble looking stores that serve you Nasi Padang that can compete with the best in Singapore. Enak, they'd say.

Today's morning started with a tidbit (more like a giant breakfast) to ponder upon by Cik Farid. One of the challenges of being an entrepreneur is actually being very clear about what you have to do for your company to grow. He asked me a very simple question - "If I gave you or any young entrepreneur Micromart, do you think you can run it here in Semarang". The answer to that was simple - no. Why was the harder follow up question to that. So frankly I told him "I don't know enough about business, much less Semarang, to be running a business of such a scale. Everybody makes mistakes, but make too many and you may not be able to jump back from it". So I elaborated further - if the Financial Controller or Accountant were to just show me the numbers I'll probably just gloss it over and sign off without knowing what the numbers mean (easy way out eh). He then enlightened me on one lesson on how to be successful in what you do. Sadly enough it was no magic formula, but such is life. It was a very simple thing. Experience.

It took Cik Farid his failures and subsequent perseverance to be where he is today. That is essentially experience. There is no shortcut about this. You need experience (and he also likes to add, Hunger too) to be able to run a tight operation. Without it, you are much more likely to holes in your operation, and over time those holes will only get larger and larger. Experience lets you see problem when its there - be it in the numbers or even staff. Experience shows that you know what you are doing, and in turn allow your staff to have faith in you. Experience is a long road - but it is what defined Cik Farid. Experience gives you knowledge no textbook can.

This was followed by a very simple task to study Sun Tzu's Art of War. I have heard of the fabled sun Tzu's art of war - but never found compelling reason to go about reading it. Admittedly I was missing out quite a bit. In what I managed to read through the day - I found it very interesting that Sun Tzu believes that wars should be won before it even happen, and this is done with information. Treasure information, and never rest on your laurels - because someone else will get ahead. It seems business was not so much "doing what feels right" rather than "knowing what exactly to do". From what I have seen with Micromart, this has certainly been a very key part of his operation. Cik Farid does not make decisions "just to try". His decisions from my observations are based on keen awareness of everything that is happening in his surroundings, from competitors, operation and even staff mentality.

I ended off my day with a meeting late in the evening together with Cik Farid, Cik Topan(Micromart's Corporate Growth Group Division Head) and three other potential investors into Micromart. It was my first time witnessing "negotiations". Well, it certainly was not the cutthroat, high tension, cunning smiles environment I expected. I probably watched too many movies. What I did take away from it from the get go was really how Cik Farid carried himself and applied his value of being very transparent with his investors. "MM's aim put simply, is to open as many tokos as possible". There was give and take, and both sides can align themselves to each other's interest.

However, what was most interesting from this exchange was really in the fact that the investors value was really beyond the capital that they are capable of investing. In the course of their discussion, they raised the possibility of bringing their friends or contacts in the fold who might be interested in Micromart. Mr Farid was very interested in this possibility and was very encouraging. I realized this discussion just took it up to the next level. You might not be in it just to win over the investor, but also the people they know as well who may also contribute greatly to MM in a different way. I'm quite certain he was aware of this, and was very proactive in facilitating the possibility. So this was "networking" which I often hear people talk about. Nobody ever teaches you to "network", however I am starting to believe that if anything - this is one skill that you must have. Opportunities may not come to you on a silver platter. You need to be hungry for it. However, knowing who to know might increase the odds of that platter coming your way.

It was certainly a long day - yet there's still more to learn, more to know. I haven't even scraped the surface of this new world down here in Semarang, after a week here in Semarang. This... potential is exciting. It's hard to describe the feeling, but it really is one of a kind

Day 8: "Desa".

Today was a very, cultural experience I must say. Reporting to office in the morning and driving out 1hr+ away I found myself in a rural area with the team tasked with setting up a new Micromart toko in the area.

We fixed up the shelves, watched the glass panels get fixed, the whole Ikea experience. We then set up the stock and cleaned up the store. In a single day we turned an empty room into a convenience store literally ready for business. Like usual Micromart operation - I saw how they had pride in their work. The heat was insane and the room was small, however they were still meticulous with their work and ensured that the display was done up very professionally. Occassionally they would even suggest where some items could be better placed to our supervisor - which was the first time I noticed suggestions made. This must be Cik Farid's company motto of "open communication". There was no following orders for the sake of it, they also thought about the work they would do. By the end of the day there was a little group of children just sitting outside the store and curiously peering in. There was a look of wonder in their eyes, Micromart being set up right where they live must have excited them quite a bit. It was the same wonder I got when a McDonalds was going to open up. I couldn't wait for the time when the cardboard panels would be removed and I could feast on some deep fried goodness.

When I first stepped in I wondered why Micromart chose this place out of the many places in Indonesia they could choose from as competing with the already present kedai runcits would certainly be difficult. However, I realized that it doesn't really matter. It showed that Cik Farid meant it when he says he wants to open Micromarts all over Indonesia - for the people.

I imagine it must have been an interesting experience for my teammates as well, who told me more about Indonesia and how this job also allows them to see parts of Indonesia they may see otherwise. Learning really can come from anywhere. Did you know that despite the language being "Bahasa Indonesia", there are actually differences in the dialects that are used across the states. It may not seem very surprising, as Singapore has similar dialects in society - however it goes to show how Semarang was really a very small part of the diversity to be found in Indonesia.

Day 9: 一週間 (1 week)

Today's morning started with a meeting Cik Farid had with certain members of his staff. Like usual, he still kept his meeting agendas very clear and was concise in going about doing it. He had an objective he wanted to provide his new staff, and wanted her to liaise with certain staff from other departments. What was interesting was actually in how concise his meeting was - to the point where it was almost open-ended. I believe that in letting them understand that they will be working together as a team and telling them of his objectives, he offers them freedom in deciding how they will work together to accomplish that task. I believe this kind of leadership shows the kind of trust he has in his staff and does not micro-manage them. However, I imagine he's not the sort to not keep track or monitor it either - what with follow up and follow through being one of the five values of Micromart

.In the later part of the day I followed the team tasked with readying the new MM for its big day tomorrow. It's quite enjoyable being with them, and despite the language barrier they have been very open to sharing with me more new perspectives on their culture. They also did not complain when they had to spend a little bit of overtime to make sure the job gets done.

Over the past week, just by being able to observe and interact with the staff of MM I daresay it has expanded my world view quite a bit. It certainly is a different kind of experience compared to say, a holiday or a school research trip. Cik Farid has also been greatly attentive in focusing my observations into several aspects of MM and also himself that he would feel would aid in my development. This includes fundamental understandings of the basics of business such as managing cash flow and having a strong team with specific strengths. He has also enlightened me with regards to various of his work principles that have to do with leadership. What was interesting that aspects such as having the responsibility to make tough decisions and going on the ground to understand the realities of the situation are not only things that would make improve leadership in an organization, but also help you to grow as a person. He asks for my honest opinion, and addresses misconceptions if any. Frankly speaking I had several:

"I thought business is all about profit margin" 

"Why don't you throw out the stuff that doesn't sell" 

"Why not offer the lowest price possible for a business meeting"

And with each misconception he has addressed it and provided a perspective of a businessman. He made me see things from the eyes of both the workers at the took and from his own eyes at the top. Oftentimes we find that our perspectives are too laced with our own experiences that may not have the bigger picture or may not consider who we may affect. However, by seeing things from every angle - coupled with the several lessons Cik Farid has imparted from his own experiences and beliefs - it has certainly changed the way I would approach a situation ahead.

That being said, I believe for my upcoming weeks I should pay greater focus into starting to draw the links and apply what has been taught so far. Before that, tomorrow I shall attend the grand opening of the toko which we painstakingly braved the heat for to set up kiki emoticon

Day 10: "TOKO ROWONSARI - KINI HADIR"

Amusingly, my day started with Cik Farid realizing I am still unable to tell which road from which even after heading to Rowonsari and back twice over the past two days. "Ah! I remember that Padi Field!" was the best I could help.

It was a lively opening day - certainly made slogging over the past two days worth it. There was a small sense of satisfaction as you see customers walking in and out, wanting to explore the new store. Even excited children walking in clutching a few notes in their hand was a sight that was very heartening.

As I continued helping out at the store and observing them - I realized one thing that differentiated Micromart from other convenience stores. Elsewhere, the setup and opening may not even be realized by members of the community. There was no connection. However, with Micromart - the set up team would often interact with the residents of the area as they bought food or explored new areas, and residents in turn would also interact with MM staff as they passed by or when the store opened.

Somehow, it felt as if MM was integrating into the community - being part of it - whether they realized it or not. From the toko team to kasirs - their interactions with the residents formed a positive first contact with the residents, and this made the opening of the MM a more lively experience. This may be Indonesian culture, this may be clever marketing - but in my point of view, in places like kampungs especially, this creates a very human aspect around MM. Understandably there were some small setbacks, such as the fridge arriving during the opening rather than before, and Mie Sedap Goreng quickly being sold out, and Olema being the only variant of condensed milk available - but from the first day I believe MM could identify very quickly areas that needed improving. I was also glad with our supervisor who took time to guide me in greater detail with regards to the work that is done prior to the setting up of the actual toko which she handles.

Speaking of human aspects, Cik Farid treated the opening team to dinner for their hard work in opening the two tokos at a warung that was known for their sambal (It was good, though not as spicy as claimed). We were all full and satisfied, it was a good dinner and the company was great. They were not just colleagues or a team, they were friends. At the end of it they gave sincere appreciation personally to Cik Farid for the dinner and made their way home.

This was the second time I'm seeing such a lively spirit. Even yesterday, Cik Farid's birthday celebrations were done with an amazing sincerity. Like, he got cakes from all over Indonesia. During the celebration there was not just a "syarat" (for the sake of it) kind of air that you might get at some places - but they seemed like they genuinely wanted to celebrate Cik Farid's birthday. He came to work and for a brief moment there was a party. They each gave a big smile and wished him a happy birthday personally! I imagined that this is not a birthday celebration for a boss. It was a birthday celebration for someone who has made an impact on people's lives. This is really testament to a person's character and leadership in my opinion, and something I would like to aspire towards someday. To really make a difference.

It was amazing really. Before entering Micromart, I expected a corporation, workers more like gears to fuel capitalism, what I found instead was a family.

Day 11: HIPMI x MICROMART Collaboration

Today was the launch of a joint cooperation between HIPMI and Micromart. It was a lively event, and everyone was talking with everyone - with the brightest of smiles. I suppose that even networking does not necessarily have to be very focused or impersonal. They seemed genuine and looking towards a brighter future ahead. Come to think of it, I suppose this means that Cik Farid himself is being recognized for his ability and efforts in bringing up the name of Micromart into the public sector. To have HIPMI acknowledging Micromart kind of shows that MM certainly has made progress.

Earlier in the day though, Cik Farid asked me the same question yet again - what my perception of him. I suppose that really is a difficult question as it has only been a week. The only time a person really ever knows what I think of the person is when I myself have affirmed my own views to be true after getting to know a person. You add that to my tendency to see the good in people rather than find points to criticize, you can imagine how diplomatic I tend to be on such matters.

That said, I have been around him quite a fair bit over the past few days. Of his two aspects, I would say the one's that I can say very easily would be his leadership capacity and his sincerity. He is very clear with the direction he wants to go to, and inspires his staff to follow suit. He is honest, but not flattering. Capable of making decisions and taking action that is required of him - and not taking the easy way out by being soft. However, despite being firm and fair to his staff, he is also kind. He smiles and jokes with them not as a boss, but as a person and his staff are visibly comfortable around him. Even with those outside of his company, he approaches them with the same level of sincerity that he shows to others.

He is also a very "hungry" person. He knows success is no formula, but there are definitely key ingredients - one of it being hunger. He does not subscribe to defeatist mentalities, nor sees any task as too daunting. What he wants to achieve he will strive to achieve, but he won't do it alone. He is capable of humbling himself even at his position to learn from others, and depend on other capable people.

I wanted to know if I was at least right on this matter, but having the intern ask around about the boss so bluntly is clearly the way to not get honest answers. However the answer came to me without me even asking. I was talking to the kind man who helps keep our office neat and tidy - and telling him about how Singaporeans usually tend to be workaholics, like Pak Farid. He smiled and agreed, and then he actually turned around and told me:

"Tapi Pak Farid 'best boss'! Gembira saya dgn dier. Dier orangnya baik, hatinya mulia. Kpd semura orang dia pun hatinya baik. Penuh kasih sayang."

In my best attempt at translation, "Mr Farid is the best boss! and I am happy to be with him. He is a good person with a pure heart. Even to anyone, he has a good heart, full of compassion."

Everyone was tired, it was getting late, but after saying that he showed me a smile and a vigorous thumbs up that it was a real pity that only I got to see it. Cik Farid was only a few paces ahead, giving advice to a young person who probably wanted to learn from him too - giving his usual beam of happiness and encouragement. If he saw that thumbs up, I'm sure he could have been motivated to do anything.

Day 12: “Mover”.

When Pak Farid said, “you will join me for a meeting tomorrow morning”, I didn’t know what to expect. Little did I know that today’s Sunday morning would take up a wholly different form and meaning. Pak Farid gave me the opportunity to join him for a meeting with Pak Rahim Tahir – a Singaporean, former CEO of DHL Indonesia and now JNE Express Group CEO, the largest logistic company in Indonesia.

Throughout the meeting, the discussion between the two of them revolved around evaluating and thinking of current and viable strategies that Pak Farid can use in his operations. I was in awe, and secretly thankful that I brought my notebook to be able to type out minutes. There’s no way I could have captured it on pen and paper (Can’t help it, tech age, more comfortable with keyboards than a pen). One area I never noticed was how Micromart’s approach was vastly different from the way other convenience store tried to set up and it was a better model to be applied to Indonesia, while at the same time learning the strengths that others had going for it. Some others apparently drove itself into a corner due to incurring costs that were too high.

In essence, MM would be best put in a position where it was operating within a “blue ocean” instead of a “red ocean”, one of the points being to reduce cannibalism.

Understanding the strengths that MM has for itself, they then identified areas that MM could seek to improve itself. As per Pak Rahim’s area of expertise, much of it largely covered the way MM would handle its logistical operations.

Much of it was a cost-benefit evaluation when deciding whether to have fixed costs or expense. For my benefit they even put it in terms simple enough for me to understand. This included the idea of making sure that you are not incurring losses with static inventory or even making sure that if you’re handling logistical operations – that it is always operating efficiently and not being redundant. “If there is unutilized capacity, there is loss”. Instead, the money could be better served in using the money to expand your business: execute marketing strategy, drive sales, etc. Get someone else to invest in the logistics on your behalf. This actually challenged what I knew. I always thought to be cost-efficient, you would ideally manage all of your operations rather than outsource parts of it. I always thought it would have been cheaper when the mover works for you rather than outsourced to another company that is also looking for a profit margin. That said Pak Rahim then reiterated that one must be aware of the objective he has in freeing up logistics. Is it to free up capital? Is it a productivity or service issue? If you are no longer efficient doing it yourself that is when you need to outsource. One good model to emulate would be that of Walmart where double handling would be minimized.

They then took a deeper look at the supply chain, particularly when considering the new provinces that Pak Farid will be involved in. This included the necessity of knowing the geographic and cultural realities of the area to open in, the demand points, and ensuring that there is discipline within the logistical operation. There are several things that need to be known: such as working out transit times and the cultures of the locality that you will be setting up in. This will allow you to set up standard operating procedure that maximize efficiency and ensure reliability. On top of that, knowing the culture also gives you a greater sense of control over the human aspects. This would ultimately boost productivity.

Both of them linked it back to the theory by Steve Blank on “Business Canvas”. Use your business canvas to challenge your model; all hypothesis needs to be validated. Look hard at the supply chain. On top of that, they discussed the importance of having a market for your operations to thrive in. This involved an understanding of the need to be aware of one’s own capital gearing and knowing how to create a market for your products.

Business talk aside just sitting there was an overwhelming experience. Pak Farid and Pak Rahim were giants in their own right, and I was sitting next to a window overlooking the whole of Semarang. You can imagine how that feels like. They side-tracked a little bit to let me know of their background. I realized both of them had similar “formulas” to success. It was simply drive, and leveraging on their experience. In my educational environment – there is an assumption that you’re either a scholar or you’re everyone else. The two people I saw before me were definitely not scholars. They had their fair share of failures – but they pressed on, willing to toil at the bottom and prove themselves. This was hunger, this was drive. They were really people who wouldn’t take “no” for an answer, to challenge the odds.

What I liked best however was actually seeing that they were both willing to help people they cared about – be it their staff, or the underprivileged, or even each other. Even to a completely green person like me, they shared information and knowledge. “The importance of always learning, business itself is never static” as Pak Rahim said. “Successful people don’t watch TV, just the news”, affirmed Pak Farid. I guess even for giants, they were very much human at heart.

Day 13: "Humble Beginnings" - The First Micromart

Look at the photo, just take a good look at it. That's the first Micromart. Literally the beginning of something big. Today Cik Farid brought me to Paragon seeing that I didn't exactly have the opportunity to explore the landmarks in Semarang. It was a lively place, attached to Crown Plaza Hotel and clearly a popular place to hang out. International brand names like Starbucks, J.Co and Haagen Dazs could be found there. It was certainly what one would expect from a supermall.

"Ismail, you want to see the first Micromart?" asked Cik Farid with this smile that suggested I wouldn't expect to see what I saw.

Impressive, I thought. First Micromart outlet in a place like Paragon. This is a man who certainly starts off with a bang. So we went up a few levels... past the top floor of Paragon. I was starting to wonder what to expect. Is this Micromart crowning the top of Paragon? Well, then we even ended up on the carpark level. Something must be wrong I thought what kind of building planning is this.

We entered the carpark and he pointed ahead with a proud smile on his face. My first reaction was honestly a laugh. I couldn't believe it. That was more kedai runcit (mama shop) than the Micromart I knew. I mean look at it, that is a Micromart before it was even decided that Micromart's colors was the iconic red-white. I could even accuse him of not having any originality in deciding the color scheme.

He told me that was his first Micromart, and he had a team of 7 people crammed in a small space that only had a printer. "Humble beginnings" was what I could say of it. To look at that particular outlet and the 30 chains that exist today, I cannot even begin to comprehend the journey that a person and his team must have undertook to make Micromart into what it is today, with an office in Simpang Lima and 30 outlets to his name. The expression on my face was laughter, but so many things were going through my mind I couldn't express an amazement in any other way than to laugh.

We had dinner at a rather upmarket place to fill a fancy for steamboat. That exposed me to yet a different perspective. The demographic of the people dining there were certainly different than one would expect to find at a regular eatery or warung in Semarang. It was different, yet it felt very familiar. That was actually what I can expect to see in my home country. Cik Farid was apparently aware of this as well, and we discussed into the various factors that actually can determine why is there a similar trend throughout Southeast Asia. What sets one group of people apart from the other people? Somehow, in my experiences working in the social sector, I had some answers of my own.

In the discussion, we discussed the various problems that seem to hinder a community from progress. Frankly speaking, these are still big questions left unanswered and academic discourse on the issue is far and wide - dating back to colonial periods even. However, right now - it seems that there are certain factors that Cik Farid has come to be aware of in his many years experiencing the world.

Firstly, there are tendencies to experience subtle discrimination. It surprised me to even learn that Cik Farid himself has struggled with discrimination. However this is human nature, it is harder to trust what we are not familiar with - and to make things worse there are tendencies to typecast certain negative aspects onto a whole group of people. Certainly we are moving toward a different world today - but such mentalities are bound to persist over time and are hard to change.

In response to that, there is a lack of hunger; of ambition. I suspected that this could be due to the fact that as a community, we do not place an emphasis on the culture of status or "face". We tend to be easily thankful with what we have, but the problem is that we do not strive to change our circumstances, preferring to leave it as what we are given. However that shouldn't be the approach, we may be dealt a certain hand, but it does not mean that we do not make the most out of it. Cik Farid said it is certainly no impossible task, we have to work hard for it. Double, Triple what others might have to do to even be acknowledged for our efforts. I believe that's what he also meant by the need to have hunger rather than accept circumstance.

In my time in Semarang, I have also met people who have benefited from the aid provided by Cik Farid and Micromart. It can be as simple as being given a grant for education. Higher Education in Semarang by local standards is expensive, but Cik Farid told me of the drive they possess, of how hard they work to break free of their own circumstance, to pursue big dreams. I am here wondering what I will do following my education - and it embarrassed me to admit that at times even I have not paid much thought to the opportunities I have back home that they might not. It's a hard truth to take in - but it expanded my world view. When we give aid, we don't want to give a fish. We want to teach them how to fish. They take the aid they have and make the most out of it. Sometimes I wonder if we do the same. It was a humbling truth to be exposed to, but even from the perspective of a donor, even I do believe it makes better sense to know how you're impacting someone's life. Someday I would want to be in that position, to be able to directly change a person's life too, even in doing the small things.

"One of the ways to reach out to your employees is to take care of them, and their families" - Cik Farid.

‪#‎projectintern ‪#‎reflectionoftheday

Day 14 - Business Plans

Today I had a rather interesting activity to do while in the office - figure out how to draft a business plan. It's very common to hear that you need a plan before starting anything... "Fail to plan, plan to fail" they say, then again it's hard to know what should go *in* the plan. Yet surprisingly as I went through I realized it all fell into place. All that I observed from Cik Farid and MM, all that I thought, felt and perceived could come out in the plan. Hopefully I manage to express it all the way I intended it to.

On top of that, Cik Farid also gave me some hints on what should go in the plan, such as PEST and SWOT, and also as an added bonus a little rundown on what an entrepreneur needs to know to actually start out. For many people I believe the idea or dream gets lost in translation because they feel that they don't know how to take the first step. Even I didn't till today. So I shall share this!

"Know your cost structure, and your revenue plan. After that, be in the practice of adopting best practices from others, and improve upon it. You do not necessarily have to try to reinvent the wheel".

Business technicalities aside, I followed Cik Farid as he dropped by yet another Micromart and his behaviour reinforced a pattern I've actually observed for quite a while now. He has a sharp eye for detail. Each time I followed him into a store, he needs only to glance around and he can identify very quickly areas for improvement in the store and provide the necessary instructions to the kasir to rectify the issue. All this in a few seconds upon entering the store, I haven't even finished processing the layout of the store in my head. However don't get me wrong, he highlights problems in a straight-forward and blunt manner but it does not mean that he only spot-checks to "find fault" as Singaporeans like to say. He actually takes the time to in interact with them; find out about their day, whether they have any problems. The biggest man in the corporation taking the time to get boots on the ground and interact with every member of his corporation reflected a kind of sincerity and dedication to the work he did. It might be intimidating to them at first, but I don't doubt that they know it's because he cares.

This is actually reflected in the way he treats his driver as well, Pak Min. Actually, I use the term "driver" because he drives Cik Farid around but he seems to be more than that. Never once did I feel that Pak Min was treated like a driver. When Cik Farid mentioned driver my first impression was honestly that of a strongly subservient relationship (I did say I watch too many movies, and even in Singapore taxi drivers are full of complaints of customer behaviour). However there was none of that to be seen, Pak Min can also be trusted to handle tasks beyond driving that helps keep MM operations going. Most importantly, Cik Farid actually treats his driver with respect, almost like an equal. Pak Farid has no problem understanding valid reasons for his driver to be late, or walk a little out of the way if it makes it easier to be picked up. They do chat and have dinner, and his driver did lavish great praise to me about Cik Farid when I visited his home. Its a very... harmonious work relationship which I can certainly see that Pak Min was thankful to have. I suppose in his own way he expresses that gratitude with sheer dedication.

Oh today was also the day I got a rare chance to actually be given feedback on, and that was advice on how to smell opportunity, to leverage on my environment, the people around me, and the situations I may have the luxury of being in. Shall carefully ponder that, I am usually quite passive in the way I interpret and make out events before me - I believe that he was right in pinpointing that I need to translate what I see and know into action as well.

Speaking of Semarang by the way, it didn't rain for the whole of this month. Talk about a long hot weather!