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Malaysia: Plans for better public health service

The Health Ministry is preparing two master plans – Healthcare Facility Master Plan and Health Human Resource Master Plan – to overcome the problem of hospital congestion and to better locate new hospitals in the areas that they are most needed.

Health Minister Datuk Seri Dr S.Subramaniam said the master plans are needed to overcome patient congestions in wards by increasing the number of beds per population.

"It also has to be associated with the other infrastructure, such as equipment, other support facilities and the required workforce," he said when delivering his keynote address at the Asli Healthcare forum 2014 themed "Addressing the needs of changing citizenry" on 16th April 2014.

He said the Health Human Resource Master Plan, which is intended to to identify the projected workforce numbers required, will also include the training and education needs, and the career path in order to overcome current shortages and to meet the future needs of the country .

The Ministry is looking into the problem of overcrowding at government health facilities apart from reviewing treatment charges for foreign workers at public hospitals as per the decision made at the Economic Council Meeting.

Subramaniam also stressed that the Ministry is focusing on curative aspects and creating awareness on the need for Malaysians to take more responsibility for their health, especially with Malaysia now having the highest prevalence of non-communicable disease (NCD) risk factors in the Asean region.

He said the current and next Malaysia plans will continue to focus on prevention and promotion of healthcare in efforts to reduce the exposure to NCD risk factors.

Source: theSUNdaily/16-04-2014

Disclaimer: Views or opinions expressed are solely those of the Author and should be used with discretion. The Author shall not be held liable for any acts or omissions arising from the use of the information. The user will be personally liable for any damages or other liability arising hereof.

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Software: SFA

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I was at a business presentation recently where a Vendor was pitching for an order for his "SFA" software to the Management Team of a Company.

I was impressed with the capability and the traction that the software could provide to accelerate, follow through and capture the success of the sales process and results. This software will definitely provide the Team with a competitive edge in performance and servicing of its customers.

But what is SFA? SFA (Sales Force Automation) is typically part of a company’s customer relationship management system which automatically records all the stages in a sales process.

It includes a 1) contact management system which tracks all contacts that had been made with a given customer, the objective of the contact, and any follow up that may be needed 2) background info and profile of each customer for enhancement and strengthening of customer relationship 3) sales lead tracking system, which lists potential customers or customers of related products 4) product quotation, sales forecasting, order management 5) statistic capability for individual or team in conversion of sales calls and quotations to performance productivity 6) system capability in mass mailing of product promotion to targeted audience.

An integral part of any successful system is the integration of different functional departments within the organisation. If this is not properly integrated, there is a possibility of disconnect, which will negatively affecting the power and the usefulness of the system.

The SFA software, is just a tool and like all tools, unless it is intelligently and properly understood, supported and implemented by the Company, it will not be able to deliver the expected results in sales, service and revenue performances.

Thus, there must be a "desire" and "ownership" by the users in the Company before any productive software be purchased.

/15-04-2014

"DEED"

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When I was having my evening walk earlier on, the acronym "DEED" just popped into my mind. I was struggling to remember what this stands for? And which part of my career was this acronym being used? And in what perspective.

Finally after some anguish moments, which I thought, I would never be able to recall, it came out.

DEED was "used" during the time when I was receiving disease management training in diabetes care.

D = Drug therapy, E = Education, E = Exercise, D = Diet

Obviously drug (D) is prescribed to patients to control blood glucose level in diabetic patients when the glucose level remains persistently above a certain critical measurement.

The best approach in treating any disease is to prevent the onset of the disease in the first place. Have you heard of "Prevention is better than Cure?" What is the best way to prevent?

Education is the way forward. The public needs to know "What is the disease condition and what is the aetiology?" With adequate knowledge of the potential damage the disease could impact on the overall well-being and quality of life of the person, the person would be ready to take upon himself to prevent or manage the potential risk of acquiring the disease.

Exercise and Diet would be as important for prevention as well as managing those individual who has already being impacted by the disease. With both additional dimensions, the disease would be better controlled and the onset of other complications eg stroke, retinopathy, nephropathy prevented or delayed.

The concept of "DEED" is important as there is a drive by the WHO and national Health Authorities to manage the escalation of Non-Communicable Disease (NCD) the world over.

Thus in implementing "DEED", various Authorities within the country has to work with the Health Authority in the specified country eg the education ministry has to be part of the Committee for NCD work group.

/12-04-2014

Hovid sells India unit stake.

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Hovid Bhd is disposing its 51% stake in Indian pharmaceutical and consumer products company, Biodeal Pharmaceuticals Pte Ltd (BPPL) for 102 million Indian rupees (RM5.6mil).

In a filing with Bursa Malaysia, Hovid said it would make RM986,000 from the share sale.

It also expected its gearing to improve as BPPL’s liabilities, which included unsecured loans of RM5.79mil would no longer be included in the group.

BPPL made losses of RM112,000 and RM109,000 in financial years 2012 and 2013 respectively.

Hovid said it intended to use the proceeds for working capital.

Source: the STAR 09-04-2014

World Bank: East Asia GDP to grow 7.1% in 2014

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Developing countries in East Asia will record economic growth of 7.1% this year, as they benefit from a stabilising global economy and withstand the impact of US stimulus cuts.

The estimate for gross domestic product (GDP) expansion remains unchanged from last year, making East Asia the world’s fastest-growing region, the bank said in its East Asia and Pacific Economic Update report. However, the 7.1% forecast growth rate for this year represents a slowdown from an average growth rate of 8% from 2009 to 2013.

Growth in regional powerhouse China will ease to 7.6% from 7.7% as it undergoes structural reforms. Excluding China, the developing countries in the region will grow by 5%, down from 5.2% last year.

“East Asia Pacific has served as the world’s main growth engine since the global financial crisis,” said Axel van Trotsenburg, World Bank East Asia and Pacific regional vice- president.

“Stronger global growth this year will help the region expand at a relatively steady pace while adjusting to tighter global financial conditions,” he added in a statement.The bank said the region’s reaction to the US Federal Reserve’s decision to begin scaling back its quantitative easing programme demonstrated how “flexible currencies will help East Asia deal with external shocks including potential capital-flow reversals”.

“In addition, most countries have adequate reserves to cover temporary trade and external shocks,” it said. Despite a major sell-off in emerging markets earlier this year, Asia-Pacific economies have withstood the initial capital outflow risks resulting from the Fed’s move.

“The tailwinds from improving global trade will offset the headwinds from the tightening of global financial markets,” the report said.

Bert Hofman, the World Bank’s East Asia and Pacific chief economist, said risks remain for the region. “A slower-than-expected recovery in advanced economies, a rise in global interest rates, and increased volatility in commodity prices on account of recent geopolitical tensions in Eastern Europe serve as reminders that East Asia remains vulnerable to adverse global developments,” he said.

Larger South-East Asian economies, including Indonesia and Thailand, will face tougher global financial conditions and higher levels of household debt, the report said.

Thailand, projected to grow 3% this year compared with 2.9% in 2013, will face slowing domestic demand due to a protracted political crisis, it said. “Continued political instability have been distracting government, in Thailand, from focusing on long-term development issues such as improving skills and competitiveness,” it said.

It said an ongoing slowdown in foreign direct investment into Indonesia could be partly explained by investors sitting on the sidelines ahead of the country’s upcoming presidential and parliamentary elections. Indonesia’s economy is forecast to expand 5.3% this year, a slowdown from last year’s 5.8%.

Growth in the Philippines could slow to 6.6% from 7.2% last year, but accelerating reconstruction spending is likely to offset the drag on consumption following a series of major natural disasters in 2013, the bank said.

Malaysia’s GDP is likely to grow 4.9% this year, faster than last year’s 4.7% expansion and within the 4.5% to 5.5% growth range indicated by Bank Negara for this year.

Source: FMT 07/04/2014

Pharmaniaga with Saudi firm to build RM120mil factory in Riyadh

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Pharmaniaga Bhd is teaming up with Modern Group, one of the largest companies in Saudi Arabia, to build a RM120mil manufacturing plant in Riyadh.

Pharmaniaga chairman Tan Sri Lodin Wok Kamaruddin said the 50:50 joint venture was part of the company’s strategy to accelerate the growth of its pharmaceutical business and to capture the rapidly growing opportunities in Saudi Arabia.

The company expects to fork out RM60 million over the next five years as an initial investment outlay for its 50% stake in the joint venture. Modern Group will hold the other 50%. Construction work on the facility will take three years, and it is to be operational by 2017.

When asked whether there are more expansion plans in the pipeline, Lodin said that the company is always lookout for opportunities, but currently confines it to South East Asia and the Middle East market.

"We believe that for Asean, the potential for various types of generic drugs or halal drugs and herb-based drugs is tremendous. We are looking into countries like Myanmar, possibly Vietnam, the Philippines or even Thailand ," he added. "Now we have completed the acquisition of PT Errita Pharma in Indonesia , allowing us to go big way into Indonesia."

“At the same time, we are looking at enhancing our retail pharmacy outlets. At present, we have one in Shah Alam under the Royale Pharma brand.

"Having drug stores at petrol stations is something new, I don't think there are many drug stores at the petrol stations nationwide," Lodin said. Its current arrangement to dispense ethical drugs is through alliances with standalone pharmacies. "Currently we have 20 alliances and we're looking for more," said Lodin, adding that it helps individual pharmacy outlets to reduce operational costs by using the " Royal Pharma Pharmacy" brand.

“We are now working closely with several organisations and companies to see if we can establish more outlets in the country.”

He added that Pharmaniaga’s parent company, Boustead group, owned and operated more than 300 petrol kiosks nationwide and soon all these locations would be selling the Royale Pharma products.

"We hope the non-concession's revenue contribution will increase further from 21% as of 2013, but as we grow local business at the same time, the contribution from the overseas markets is likely to remain flat at around 20% in terms of revenue contribution percentage."

Concession business is still the biggest revenue contributor for the company and contributing nearly 60% of total revenue.

Pharmaniaga reported a lower pre-tax profit of RM93mil for the year ended Dec 31, 2013, down 10% from RM103mil previously.

However, its revenue rose to RM1.9bil from RM1.8bil a year ago.

This was attributable to strong contributions from the group’s non-concession business and organic growth in the concession business as well as new tenders that it secured.

Meanwhile, Pharmaniaga has budgeted a minimum of 5% of manufacturing revenue for reserach and development work on Kacip Fatimah phyto-medicine. "Clinical stage is important before we can distribute the product." Pharmaniaga started planting Kacip Fatimah in 2011 at its landbank in Kedah.

Source: Bernama 03-04-2014

Fix it, Sell it or Close it!

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Often times we hear of a business, which due to sentimental reason, continues to be run the way it was first started "generations ago".

Hard to believe? Well, if we open our eyes to our surrounding, you would not fail to see many "mom's and pop's' business", may they be the corner bicycle shop, grocery outlet, bakery, eateries etc, they still exist today. You may find them more in the suburbs then in city centres.

Thankfully many of these "mom's and pop's business", had moved on, when the businesses were taken over by the more educated children either through inheritance or acquisition by third parties.

Some of these "mom's and pop's business" had also died "a natural death" due to the passing away of the owners as the family members do not show interest in continuing the business or they become "non-relevant" to today's demand or due to higher cost that the business cannot be sustained!

Like in Hong Kong, for example, small well-known family managed eateries had "disappeared". Many of these were "squeezed out" of their respective business premises due to higher rental and other related cost. What a pity!

Thus, there is a need for many of these "mom's and pop's business" to do some quick thinking to either "fix it, sell it or close it!"

To an entrepreneur, this present opportunity to buy and own a running business as some of these are known brands/outlets which could be further developed for growth and with infusion of a small capital/finance and some basic management knowledge and skills.

In Malaysia, we had also witnessed, some years ago, a small family but high traffic grocery store acquired by a business conglomerate, developed into a big chain of successful grocery stores today.

Does similar opportunity exist today? Can it still happened today? I am sure it does as there are still opportunities waiting to be tapped if we scout around and willing to invest time, effort and capital.

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