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Cosway’s global ambition

科士威国际发展战略

 

THE Berjaya group’s Cosway Corp Ltd is on track to realise its global ambition by establishing presence in two of the world’s largest economies – the United States and Japan – in the next few months as well as Europe later this year.

 

2010年阳春三月，作为大马前五大集团之一的成功集团旗下的科士威集团正在进军全球最大的两个经济体市场，美国和日本。未来几个月内在美国和日本就会有科士威的特惠超市设立，今年下半年会进军欧洲市场布局科士威特惠超市。

 

Already a major player in Asia Pacific, Cosway will begin operations in the US and Japan by end-May and August respectively. Its venture into Europe will kick off in Britain in the fourth quarter of the year and subsequently in Germany early next year.

 

在亚洲市场独树一帜的科士威集团，采用最具市场爆发力的商业模式“互惠营销”，预计5月底，在美国的科士威特惠超市正式开业，8月在日本的科士威特惠超市正式开业，金秋10月在英国的科士威特惠超市开业，明年初在德国的科士威特惠超市也将陆续开业。

 

Founder and CEO Al Chuah is confident that Cosway’s entry into major developed economies will catapult the multi-level marketing company into the global top three over the next one to two years. At present, it is among the 20 largest direct-selling companies in the world.

 

科士威集团创始人兼CEO蔡俊雄先生非常自信的说，随着科士威特惠超市布局世界上最大的两个经济体美国和日本市场，在未来的2到3年以内，科士威公司将会冲进全球直销公司前三强，目前已经位居全球直销前20.

 

 

 

To facilitate its aggressive overseas expansion, Chuah says the company has allocated RM47mil as capital expenditure (capex) for its financial year ending April 30, 2010 (FY10).

 

为了更好的进军全球市场，蔡总说，我们已经在2010财政年度（2009年4月30日到2010年4月30日为2010财政年度）投资4700万马币，（大约相当于1亿人民币）开拓市场。

 

It will increase capex to between RM70mil and RM100mil in FY11. Chuah says the capex will be financed by internally generated funds.。

 

从2010年开始，我们计划增加到7000万到1亿马币（大约相当于人民币1.5亿到2亿）继续投入开拓新市场。

 

From left: Steve Spaulding, Al Chuah, Stephanie Davis and Sean Macdonald sharing a light moment at Cosway’s headquarters in Kuala Lumpur.

 

 

 

左起：eCosway美国总裁史蒂夫斯波尔丁，科士威集团主席蔡俊雄，国际销售和营销总监斯蒂芬妮戴维斯和eCosway日本总裁肖恩麦克唐纳,公司高层相聚在科士威总部吉隆坡

 

High growth 快速发展的市场

 

Setting up presence in China is the next breakthrough that Cosway is eyeing.

 

中国大陆市场的正式序幕拉开，才是科士威市场的真正爆发时期。

 

“We are still in the registration process and we expect to get the licence to operate in China by the second half of next year,” says Chuah. Although Cosway does not have physical stores in China yet, it has already built a brand presence in the world’s most populous country – thanks to the Internet.

 

蔡总说，我们在中国的分公司正在加紧办理公司注册和直销牌照申请等手续，预计明年下半年可以正式开始在大陆设立科士威特惠超市，虽然公司目前暂时没有在大陆设立店铺，但是我们已经通过电子商务网上购物的方式在世界上人口最多的中国人民心目中建立了良好的公司品牌形象。我们应该十分感谢互联网给人类带来的便利。

 

Consumers in mainland China have been buying Cosway products through eCosway – its global online shopping portal – with their orders being fulfilled by the Hong Kong operations.

 

目前中国大陆的消费者已经可以快速、方便的自由的在我们已经设在香港的科士威网上商城购买科士威的产品。

 

 

 

Cosway is somewhat considered a latecomer in the Chinese market, compared with other international direct-selling companies such as Amway.

 

科士威是世界上最大市场——中国，姗姗来迟的客人。没有像安利直销同行那样已经捷足先登。

 

But Chuah believes Cosway will catch up and gain a large share of the China market once it obtains a licence to operate there.

 

但是蔡总坚信，一旦在中国大陆获得直销经营许可证书，一定会在中国市场获得巨大的市场份额。

 

“Our unique business model, which is very hard for our competitors or potential competitors to replicate, is the formula that will help us succeed,” explains Chuah, who founded Cosway in 1979.

 

成立于1979年，距今已经拥有31年历史的科士威集团，蔡总说，我们独一无二的商业模式，将有助于我们获得新的辉煌在中国市场，我们的竞争对手或潜在竞争对手很难模仿到我们的核心竞争力。

 

Cosway Corp Bhd was listed in the Malaysian stock exchange after Chuah sold the company to the Berjaya group in the mid-1990s.

 

90年代中期，科士威股份被成功集团全部收购，开始了强强合作之路，科士威拥有了更加强大的后盾和支持。

 

However, Cosway Corp was taken private in 2007 as the management felt that the stock was not accorded a fair valuation although the business was growing fast.

 

然而，科士威公司在2007年被管理层认为该股没有得到公平的估值，虽然业务发展很快。

 

The market value was around RM400mil prior to the delisting. This compares with Cosway’s current market value of more than RM1bil as a listed company in Hong Kong. Cosway was floated on the Hong Kong Stock Exchange last November via a reverse takeover of Berjaya Holdings (HK) Ltd.

 

市场价值约为4亿马币，（人民币8亿）。与此相比，科士威的超过10亿马币（20亿人民币）的当前市场作为香港上市公司的价值。去年11月通过的成功集团控股（香港）有限公司反向收购，科士威在香港联合交易所隆重上市。获得国际资本认可的空前成功。

 

Cosway’s turnover recorded a compounded annual growth rate (CAGR) of 27% from RM382.22mil in FY06 to RM773.94mil in FY09. Its net profit, on the other hand, recorded a CAGR of 45% from RM19.79mil in FY06 to RM60.72mil in FY09.

 

科士威的营业额年均增长率在06财年从3.82亿马币到09财年的7.739亿马币，增长率达到27％。纯利另一方面，获得得自0.19亿马币，45％的06财年复合增长率。在09财年的0.60亿马币。

 

For the six months ended Oct 31, 2009, Cosway posted a turnover of RM493.3mil and a net profit of RM53.53mil. Currently, about half of Cosway’s turnover comes from its Malaysian operations. Overseas contribution is expected to grow significantly as the company makes inroads into major economies.

 

 

 

截至2009年10月31日的6个月，科士威获得了4.93亿马币的营业额及纯利的0.53亿马币。目前，大约有科士威营业额的一半来自其马来西亚。海外营业额预计会大幅增加，随着该公司进军几个最大的国际市场。

 

“The success or failure of multi-level marketing is tied to the success of the products. So, the lifecycle of the products will implicate the lifecycle of the company,” Chuah says.

 

蔡总说，直销事业的成败与否，根系产品。所以产品的生命周期也就意味着的公司的生命周期。

 

That explains why Cosway keeps coming up with new products every other month. For FY09, Cosway had in its stable around 1,750 consumer products – ranging from household, skincare and cosmetics categories, to health supplements, food, apparel and lingerie – compared with around 1,150 in FY04.

 

这也是为什么科士威每个月不断推出新产品的核心原因。 2009财年，科士威已经推出1750种产品，从家庭消费产品，护肤品及化妆品类等，到保健品，食品，服装和内衣 等。而在2004财年大约只有1,150种产品。

 

“The wide range of products in our stable reduces our risk of over-dependence on any one product, and this is one of the key strengths that differentiates us from our competitors, most of which are highly dependent on just several key products to grow,” explains Chuah.

 

种类繁多，物美价廉，是我们成功的基因，但是很多直销公司仅仅依靠几个产品而已。蔡总说。

 

Besides the wide range of products, he says Cosway’s success is also due to its pricing strategy. “The basic principle is to ensure all our products are priced competitively,” he says, adding that this is possible thanks to cost savings resulting from its economies of scale.

 

除了各种各样的产品，他说科士威的成功也是由于它的定价策略。 “最基本的原则是要确保所有产品的价格竞争力，”他补充说，这是由于节省成本所带来的经济效益规模。

 

Cosway’s products are sourced mainly from established manufacturers within the region. This OEM (original equipment manufacturer) sourcing strategy, according to Chuah, has enabled Cosway to take advantage of external resources and expertise for product research and development (R&D).

 

科士威的产品来源主要是和制造商建立了强强合作的良好关系。吸取OEM的采购战略，根据科士威利用外部资源和产品研究与发展（R＆D）的专业知识。

 

In that sense, it’s a win-win solution: Cosway can save on R&D investment and focus its resources on expanding market share, while for the manufacturers, “it’s like striking gold” as Chuah puts it. “Winning a contract to be a Cosway product supplier will secure them a stable flow of income,” he says.

 

在这个意义上说，这是一个双赢的策略：科士威可以在研发方面节省投资，集中精力扩大市场份额，同时为制造商，“找到金矿”。 “赢得一份长期持久的销售合同，保证了他们的稳定基本盈利，”蔡总说。

 

Although Cosway prices its products comparatively lower in the market, the company is still able to maintain a healthy margin. Gross profit margin, for instance, has consistently stayed around 40% over the last five years.

 

虽然科士威产品价格在市场上相对较低，但是公司仍然能够保持健康的利润，毛利率，例如过去5年，一直稳定在40％左右。

 

“It is important to have a low-price strategy because we are not merely competing against other multi-level marketing companies, but we are also positioning ourselves to compete against all the hypermarkets, discount stores and pharmacies in town,” Chuah says, adding that Cosway has managed to raise the stakes of the game with aggressive sales promotion throughout the year.

 

“目的是有一个低价格的策略，因为我们不只是和其他直销公司竞争，我们也作好准备，和所有大卖场，折扣商店和城市药店竞争，”蔡总表示，科士威已经继续增强了市场竞争力，

 

Sending catalogues for promotional products bi-monthly to its members is Cosway’s direct marketing strategy. In addition, the group’s redemption and reward programme has been effective in helping the company retain customers and generate increased repeat sales.

 

每月发送跨月新产品和促销品目录，每月给科士威业主直接营销策略。此外，该集团的赎回及奖励方案已有效地帮助公司留住客户并增加重复消费。

 

 

Expanding base

 

Cosway currently has a global member base of more than 650,000 people. The group claims that the base is growing rapidly with its active recruitment drive to build a diverse and expansive marketing force.

 

扩展基础

 

科士威目前拥有超过65万人的全球业主网络。并且正在迅速增长当中，为积极招募建立一个多样化的发展营销队伍做了一个良好基础。

 

Another key to its success is its extensive distribution and retail network that provides consumers with convenient access to its products in all countries that it operates.

 

另一个成功的关键是其庞大的分销及零售网络，并且为已经运作的市场和即将开发市场的所有消费者提供一个方便，快捷的购物消费环境。

 

In Malaysia, for instance, Cosway’s outlets are now commonly found not only in residential and housing areas but also in hypermarkets, shopping malls and other commercial areas.

 

在马来西亚，科士威的店铺，现在不仅在大型社区，而且在超市，商场和其他商业领域都有。

 

This new business model of moving away from the traditional direct-selling concept, with stockists acting as the distributor chain, to a “free-store” concept was introduced in 2008.

 

这新的商业模式，已经远远超越了传统直销的概念，比现在的仓储、批发更具有强大的竞争力，这个模式，在2008年，被经济学家称作“人人享有的自由店模式”

 

Chuah says the concept has been a key contributor to Cosway’s total turnover as it has enabled the company to broaden its sales coverage. In addition, the concept has also enabled the group to manage its costs better. For instance, the group pays a commission of 10% to traditional stockists compared with 5% for store operators.

 

蔡总说，这个商业模式已成为提升科士威总营业额的关键因素，因为它使该公司能够扩大其销售范围。此外，这一概念也使该集团更好地管理其成本。例如，该集团不用像传统批发商那样支付10％的佣金，而只需要给科士威特惠超市的经营者5％就可以啦。

 

In total, Cosway currently has more than 1,500 stores, with about half of them based in Malaysia, and the remainder in other major cities such as Australia, Brunei, Hong Kong, Taiwan, South Korea, Indonesia, Singapore and Thailand. It plans to increase the number of stores to around 2,500 by end-2011.

 

科士威目前拥有超过1500家店铺，其中大约有一半设在马来西亚，以及其他地方，如澳大利亚，文莱，香港，台湾，韩国，印度尼西亚，新加坡和泰国等。该公司计划增加店铺数量约2500家，到2011年年底。

 

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