Mac Chung Lin was born in Petaling Jaya, and went to Methodist Primary School. At 10, she attended the Garden School, before being whisked to a boarding school in England at the age of 12. She spent five years there – a period she once described as “made her independent and at the same time also strengthens family ties” – and subsequently pursued Architecture at the University of Wales in Cardiff.
Mac Chung Lynn 2014
During her student days and as an architect in London, Mac Chung Lynn (below) was a frequent customer at the Nando’s outlets.
One day, when her dad Mac Ngan Boon came by for a visit, she took him to dine there and he was immediately impressed with the hot peri-peri sauce. He contacted the owners to discuss franchising opportunities.
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Starpic by RICKY LAI, 2006
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Since Nando’s is a family-oriented business, one of its requirements is that a family member work in the place.
“That was how I got roped in. I said ok and took on the challenge,” she adds.
“I was then just 24 years old and just qualified as an architect. Hence I knew nothing about chicken nor the restaurant business.
“I remember sitting with the owner of Nando’s who talked about Nando’s for the whole lunch and thinking how anyone can do that,” says Mac.
However, 18 years later, she has become a vision of that owner herself.
Mac packed her belongings and returned home to open Malaysia’s first Nando’s restaurant in Bangsar in 1998. The response was overwhelming as consumers loved the spiciness of the flame-grilled chicken. More stores began opening up. Architecture was now furthest from her mind although the knowledge has helped in the designing of outlets.
The Malaysian director attributes Nando’s success to knowing what customers want and the company’s on-going efforts in adapting to meet customer expectations.
“Based on customers’ feedback and their desire for greater convenience and comfort, we changed from a quick, self-service restaurant into a casual dining outlet that offers full table service,” said Chung Lynn.
Initially, the outlets had wide open spaces with few chairs, but now, along with the changes in corporate identity, the decor has progressed to cosy corners and table service. With so many food players in the market, doesn’t she find the competition stiff?
2007 The Star
Initially, the outlets had wide open spaces with few chairs, but now, along with the changes in corporate identity, the decor has progressed to cosy corners and table service. With so many food players in the market, doesn’t she find the competition stiff?
2007 The Star
“In reality, every single food player is your competitor. But I think we have established ourselves as a household brand. Our biggest challenge is consistency as everything is human-operated. We have to ensure our food tastes the same all the time,” says the 34-year-old ( 2006 ) chief executive officer of Chickenland (M) Sdn Bhd, the operator of Nando’s restaurants then.
The Bangsar place eventually closed as the area moved towards a pubbing neighbourhood and Mac was uncomfortable running a family restaurant there. In the past, Mac also tried housing the outlets in hypermarkets but the strategy didn’t take off.
She says: “The hypermarket caters to a different crowd. People have been shopping the whole day so they just want to eat and go home. They don’t want to spend time on a leisurely meal. We made a painful mistake and had to close down three stores. Every time, we open an outlet, we invest about RM600,000.”
“Over the years, especially in the last five years, Nando’s has gone through a series of repositioning and there have been a lot of alignments in terms of product variety and specification, look and feel. We are spending on average RM1.4mil per store now compared to when we started and were spending RM600,000 to RM700,000 then,” she says.
When Mac Chung Lynn brought in the international Nando’s chain to Malaysia 17 years ago, many sceptics foretold her business would last no more than a few years in the local dining scene. “I was brought up with the belief that hard work comes first. There was no room for failure and I had to work through to take the business all the way to success. I was determined to push Nando’s to the top of the pecking order,” says Chung Lyn, who was trained as an architect.
She is after all the director and Group CEO of Nando’s Malaysia and Singapore, one of the most successful F&B franchises in the region, and proud home of Peri-licous flame-grilled chicken and Afro-Portuguese inspired side dishes. Peri-peri (African bird’s eye chillies), the chilli used for Nando’s dishes and sauces, is now synonymous with the brand and Mac even signed off her e-mail with “Peri regards”.
Something to crow about
After more than 17 years in the business, and currently with 69 Nando’s outlets in Malaysia and 11 in Singapore under her belt, Mac is also one of the most established female entrepreneurs in Malaysia.
The Malaysian operations run on a joint-venture model, where 70% is owned by Mac’s family and 30% is owned by the South Africans.
“Over the years, especially in the last five years, Nando’s has gone through a series of repositioning and there have been a lot of alignments in terms of product variety and specification, look and feel. We are spending on average RM1.4mil per store now compared to when we started and were spending RM600,000 to RM700,000 then,” she says.
“Our delivery service was also introduced earlier this year (2011 ) to help consumers cope with costlier fuel prices and their increasingly hectic urban lifestyle.
“This convenient service means customers don’t need to drive, get stuck in traffic or hunt for a parking space at shopping complexes.
“Now they can enjoy Nando’s specialities in the comfort of their homes and offices with just one phone call.”
Mac Chung Lynn is one heck of a woman to get hold of. Her days are so packed with meetings and appointments, we had to settle on an e-mail interview despite working only a few kilometres away from each other.
Mac Chung Lynn is one heck of a woman to get hold of. Her days are so packed with meetings and appointments, we had to settle on an e-mail interview despite working only a few kilometres away from each other.
When Mac Chung Lynn brought in the international Nando’s chain to Malaysia 17 years ago, many sceptics foretold her business would last no more than a few years in the local dining scene. “I was brought up with the belief that hard work comes first. There was no room for failure and I had to work through to take the business all the way to success. I was determined to push Nando’s to the top of the pecking order,” says Chung Lyn, who was trained as an architect.
She is after all the director and Group CEO of Nando’s Malaysia and Singapore, one of the most successful F&B franchises in the region, and proud home of Peri-licous flame-grilled chicken and Afro-Portuguese inspired side dishes. Peri-peri (African bird’s eye chillies), the chilli used for Nando’s dishes and sauces, is now synonymous with the brand and Mac even signed off her e-mail with “Peri regards”.
Something to crow about
After more than 17 years in the business, and currently with 69 Nando’s outlets in Malaysia and 11 in Singapore under her belt, Mac is also one of the most established female entrepreneurs in Malaysia.
The Malaysian operations run on a joint-venture model, where 70% is owned by Mac’s family and 30% is owned by the South Africans.
http://wewantmww.blogspot.my/ 2011 38
Chung Lyn adds, “As people grow increasingly health-conscious, I believe Nando’s will be a preferred name for those seeking healthier dining options. This is because our fresh, quality chicken is flame-grilled, rendering it low in fat and salt, without any MSG or added preservatives.”
While current economic circumstances may have forced consumers to reduce their dining out expenditure, Chung Lynn remains upbeat that business for mid-range, mid-priced outlets like Nando’s is sustainable.
“Those who dine out regularly or have been splurging at more pricey restaurants may consider switching to mid-priced eateries as one of their cost-cutting measures.
“On the other hand, those who see Nando’s as a ‘feel good’ treat will justify dining at our outlets as a reward for themselves and their families.”
In anticipation of more intense competition, Chung Lynn reveals that Nando’s is prepared to raise the bar for its service standards and continue to be customer-focused.
“We intend to empower our team with more skill enhancement and long-term career development programmes as the staff will play a crucial role in ensuring the company stays ahead of its game.”
As well as nurturing her business, Chung Lyn also engages and supports emerging artists and students to come up with Nando’s inspired art pieces as part of the brand’s global art initiative.
Top 10 Malaysia.com
Mac Chung Lynn is one of the most successful entrepreneurs in the country and is the brains behind the success of Nando’s Malaysia and Singapore. Photo: Nando’s Malaysia and Singapore.
Where her personal life is concerned, the mother of three is definitely an enigma. Mac prefers her successful business to do the talking.
“I don’t regret giving up architecture. I love the restaurant business – it is dynamic and while it is hard work, I love working with people and driving excitement. If you sat me down, I could now talk to you about chicken and restaurants the whole day,” she says.
Speaking of chicken, Mac shares that her favourite dish at Nando’s is the quarter chicken in mild, with coleslaw and grilled vegetables on the side.
Nando’s draws the crowd with its succulent flame-grilled chicken and Afro-Portuguese-inspired side dishes. Photo: Nando’s Malaysia and Singapore
She remembers the first time she had Nando’s and thought that it was exotic and unusual. “It was spicy and addictive and was the best tasting chicken that I ever had.” And that is exactly what she wants the customers to feel as well.
“As we are part of a global brand, the taste has remained the same all over the world. There has been no modification nor adaptation for the Asian palate.”
Mac adds, “I would love for all my customers to feel an excitement … being on a journey of the senses. The adventure of navigating our stores, being welcomed by the Afro-Luso music that we have, to biting into peri-peri chicken while experimenting with the many different flavours of sauces.”
By the way, Nando’s describes Afro-Luso as African beats featuring the fiery rhythms of Latin America. It is their own take on music, and is played at every Nando’s outlet around the world.
Each one of Nando’s restaurants has its own special design but share the same earthy textures and colours that pay homage to its sunny Afro-Portuguese roots.
Each one of the Nando’s restaurants has its own special design but share the same earthy textures and colours that pay homage to its sunny Afro-Portuguese roots.
It seems that there is no stopping Nando’s. Mac says the global brand is growing at the speed of 10 restaurants a year, and it allows them to expand their presence in Malaysia as well.
But she says that even after all these years, it still requires a lot of hard work. “But I am quicker to react now than when I first started. In the early years, I was more emotionally invested in the decisions I made but nowadays, I am more brutal about making decisions in the interest of the business.”
And if you’re thinking about tipping your toes in this big, bad, busy world of F&B, Mac has a few choice words.
“It is a tough world; unless you are ready to give up your weekends and nights for the first few years, do not get involved.”
In a case where failure is no option, Mac Chung Lynn tells us about knowing when to make the call.
Try spotting the white on white Nando’s logo embroidered on Chung Lynn’s shirt.
http://www.lifestyleasia.com
Chung Lynn wears her PERi heart on the hem of her shirt, dyed with the actual red colour from the chilli.
http://www.lifestyleasia.com/kl/en/scene/people/feature/tastemakers-mac-chung-lynn-of-nandos-malaysia-and-singapore/
A go-getter, Chung Lynn is also part of the Malaysian chapter of Entrepreneurs’ Organization (EO).
2014
2014
Mac Ngan Boon, Muhibbah Engineering
Mac Ngan Boon, Managing director of Muhibbah Engineering believe to be related to Mac family of Nam Fatt
“Our jobs are exposed to foreign exchange (forex) fluctuation impacts and now it is leaning towards the advantages of forex gains,” Managing director Mac Ngan Boon(pic) said.
Muhibbah Engineering
Eldest son, Mr. Mac Chung Jin has been Deputy Chief Executive Officer of Muhibbah Engineering M Bhd since September 02, 2013. Mr. Jin served as the Head of Business Development in Head Office at Muhibbah Engineering M Bhd since 1999 and Involved in project business development for it and co-ordination of various projects in it. From 1995 to 1996, Mr. Jin served at Muhibbah Engineering (M) Bhd as an Engineer for the Proposed Temporary Bund, Earthwork, Perimeter Revertment and Berthing
Favelle Favco makes cranes that sit atop the world's tallest structures
Younger son, MAC Chung Hui 33 is CEO of Favelle Favco Bhd, subsidiary of Muhibbah Engineering.
Favelle Favco cranes built the Burj Khalifa in Dubai, Taipei 101, the Petronas Twin Towers, the Shanghai World Financial Centre and also the Jin Mao Tower in the city.
The company's cranes were also used in 1967 to build the World Trade Center twin towers in New York which were destroyed in 9/11. Favco cranes are now helping to build the replacement tower One World Trade Centre.
Favelle Favco cranes have been used to built the Jin Mao Tower (left), the Shanghai World Financial Centre (right) and the Shanghai Tower (foreground).
Home built
Favco cranes are made in the Senawang Industrial Estate, just south of Kuala Lumpur.
There, on a sprawling 17-acre site, all the pieces that make up a crane are fabricated, assembled, tested and then shipped overseas.
Some 35 engineers work on design, research and development. Another 15 do the same at a smaller plant in Batu Tiga, Selangor. An outfit of almost similar size works out of the company's Sydney office.
This Sydney office is the link to the company's history. Favelle Favco began as an Australian company and was bought over by Muhibbah Engineering (M) Bhd, a company controlled by Chung Hui's father, Mac Ngan Boon, in 1995.
“Muhibbah was looking to diversify its business at that time and it was thought this was an investment we could help build,” Chung Hui says.
Mac Senior had high expectations. The company he bought was not doing well. It had been around for some 30 years but had gone bankrupt several times in the course of a chequered history.
“So when we took over the company, the challenge was very clear: Make sure it doesn't go belly up! And make money!”
Much-needed break
“The first few years were very difficult,” Chung Hui says. “We had to learn the business from scratch, and it took us more than five years before we had a good grip over things.”
“There were ups and downs but two breaks helped us. In 1997, we were awarded pioneer status by the Ministry of International Trade and Industry, and that meant we didn't have to pay tax for a few years. That gave us some breathing space.
“We were also accepted as a vendor by Petronas and managed to win a few contracts to supply offshore cranes. We were still on the learning curve at that time, working hard to establish our reputation. So the Petronas support at a critical time was helpful.”
Chung Hui: ‘You cannot depend on today’s demand to determine tomorrow’s needs.’
Chung Hui himself joined the company in 1999 after graduating from Nottingham University with a civil engineering degree. In 2004, he became CEO.
How has the company fared since? In 2006, it was listed on the second board of Bursa Malaysia. The following year it transferred to the Main Board. Today it has a market capitalisation of RM250mil. Sales have averaged RM490mil annually and profits RM29mil over the last five years. Return on equity has been in the region of 16%.
“So, from a financial point of view, I think our performance has been respectable. We now contribute to about 30% of Muhibbah Engineering's turnover,” Chung Hui says.
Can he maintain this level of performance? “Our best year was 2007-2008, when the global construction industry and the oil and gas industry were at a height. Yes, we tend to do well when there is a building and investment boom.”
What about now, with parts of Europe sick and the US economy yet to fully recover?
“We are a global company and if one part of the world is in the doldrums, some other part may be very vibrant and that helps to even things out somewhat. In fact, our volumes are very close to pre-crisis levels again.”
“Asia generally is still going strong, and you can point to the Chinese market, for example, and see tremendous potential there,” Chung Hui adds.
“What we have to make sure is that we are at the right place at the right time.”
Heavy business
How does Favelle Favco differentiate itself from the competition?
“We are in a niche market. We specialise in the manufacture of specific types of tower and offshore cranes. We are not involved in the mass tower crane market or the mobile crane market, for example.
“Our specialty is the construction of “high speed high lift” tower cranes. We move heavy things up and down fast. Some people say we are No. 1 in this market segment.
What does “heavy lifting” mean in the crane business?
“In tower cranes, we are talking about moving 60 tonnes or more. In recent years, we have been delivering tower cranes that can lift more than 300 tonnes. That has become normal for us.
“But we are outdoing ourselves now. Just last month we shipped an offshore crane to a customer in Germany that will be used to build offshore wind turbines. The crane has the ability to lift 1,000 tonnes,” Chung Hui says proudly.
So technological improvements are important to maintaining the company's competitiveness.
“Yes, and that is why we have a good research and development team. We have a good mix of Malaysian and non-Malaysian engineers, with most of them based here. We believe it is good to have people with different skills and ideas and from different backgrounds working together.
“What is important is that our engineers should be able to deliver what our customers want,” Chung Hui says.Chung Hui gets most excited when he talks about his current pet project, to build a sub-sea crane. This involves developing the technology to handle loads located below the surface of the sea.
“We are in new territory here. The science involved is different. You must be able to compensate for vessel motion caused by wave movement.
“But if you want to be part of the oil and gas industry, which is where the demand is going to come from, you have to ask yourself whether you want to check this out.
He clearly knows what he wants. His engineers are hard at work.
Note: Research for this article has been supported by the International Trade and Industry Ministry to promote discussion of how companies can change and innovate to become more competitive.
A two-pronged strategy for growth
Mac Chung Hui on Favelle Favco's growth strategy:
● We have a two-pronged strategy. The first is to establish a presence in the Chinese market. The potential there is huge. Many of our suppliers and competitors are also there. So this is a priority.
● We have just established a small operation in Shanghai. We need to add capacity, and our target is to sell about 10 to 12 cranes a year for a start.
● We also want to expand our rental business for tower cranes in China. We currently have a fleet of seven cranes, and our target is to rent out at least 50 medium to large-sized cranes within five years.
● The second prong of our growth strategy is to ramp up our service business. The life of a crane is between 20 and 30 years, so servicing and maintaining them can be a sizeable business on its own.
● Our servicing revenue has grown over the years. It now makes up about 20% to 25% of total revenue. Our target is to develop our service business to be as large as our manufacturing business. That will give us a steady cash flow. It will also reduce our exposure to the ups and downs in the manufacturing side of the business.
企业公主系列13: 麥宗琳姐弟
2011
- 麥宗琳：“除了食物本身，為客戶營造優質用餐環境也同樣重要，一家好的餐廳必須為客戶提供增值利益。（圖：星洲日報）
創立於1987年的南非烤雞連鎖餐廳“Nando’s”就是憑著上述特點和優良管理系統，在短短23年時間內讓旗下烤雞菜餚傳遍5大洲，橫跨28個國家，讓南非菜色站上世界舞台。
Nando’s大馬首席執行員麥宗琳17年前在英國求學時首次接觸Nando’s烤雞，並發現身邊親友對該南非菜色的口碑極佳，從而醞釀了Nando’s入境市場大馬的因緣。麥宗琳是睦興旺工程董事經理麥彥文千金
不過，Nando’s來馬過程絕不輕鬆，我們今天之所以能在各大購物廣場看見南非烤雞蹤跡，都是麥宗琳這些年來不斷摸索和努力的結晶。
“雖然堅信Nando’s烤雞適合國內消費者口味，但畢竟本身畢業於工程師課程，對餐飲業操作不太在行，初期開業時自然面對不少挑戰，只能邊做邊學，慶幸業務也慢慢走上軌道，對於至今已在全馬開設69家分店，只能說自己是幸運的。”
放眼分店數量倍增
一開始，大馬Nando’s分店效仿南非經營模式，以內用與外帶並重的概念設立，但基於飲食文化上差異，國內消費者享受意念較濃，麥宗琳決定轉向內用方向發展，致力打造廣闊而舒適的用餐環境，讓Nando’s慢慢演變成今日你我熟悉的面貌。
她指出，大馬餐飲業雖然繁盛，但鑒於同類型餐廳的曝光率仍低，直接競爭情況不算熱烈，為Nando’s塑造起良好發展前景，公司目前正積極落實大計，放眼將現有分店數量倍增。
環境服務影響深遠
雖然，食物口味是決定餐廳能否長久經營的關鍵元素，但服務及環境也對餐廳發展有著舉足輕重的影響，尤其在消費者權益當道的今天，如何為客戶帶來食物以外的增值效應，是飲食業者必須深入思考的問題。
麥宗琳就說，即使食物再美味，缺少良好服務和環境的餐廳也難登大雅，就好像沒有佐料和鮮豔蔬菜配搭的牛扒，再美味也只能被稱作“烤熟了的牛肉”而已，同樣的，缺乏服務的餐廳，就純粹只是“吃東西的地方”，無法讓消費者舒適享受用餐時間的。
“為了讓Nando’s餐廳環境以突顯南非色彩，又不失摩登氣息，我們特尋求專業顧問意見，就連服務人員服裝也是精心設計的，同時也極度重視服務速度及品質，志在為客戶營造出舒適而輕鬆的用餐心情。”
對市場趨勢保持敏感
此外，對市場趨勢保持敏感，也是Nando’s成功秘訣之一。
在意識到人們對健康飲食的追求後，Nando’s開始大力為菜餚加入健康元素，打起“健康烤雞”稱號，要人們吃得安心。
“火烤烹調方式能去除雞肉的多餘脂肪，卡路里較低，原本就屬於較健康的食物，而且烤雞醬料都是天然原料製成，不含人造添加物，還配有各色青菜，迎合崇尚健康飲食文化的民眾對食物的要求，即使減量中人士也能安心享用。”
打造闔家用餐地點
在許多人印象裡，Nando’s顧客大多是老一輩人士，麥宗琳對這觀點也表示認同，但強調這已是數年前的現象，在公司改變和行銷策略下，今日的Nando’s已體現出強烈的時尚風格，晉身成許多年輕一輩喜愛的用餐地點之一。
“不過，我們的目標不僅是年輕一輩客戶，更希望努力讓Nando’s成為派對、闔家用餐時所能想起的地方。”
新加坡首家分店
2011年5月杪開幕
2011年5月杪開幕
在大馬業務開始鞏固後，大馬Nando’s開始征戰新加坡市場，首家分店已在2011年5月杪開幕，而且已在短短半年內回本，表現出乎意料，讓公司為第二家分店設下10個月回本目標。
“新加坡市場對Nando’s絕不陌生，我們在柔佛新山設有分店，間接將品牌曝光在新加坡市場，而且我們也事先透過網絡大事宣傳，加上一連串促銷活動，為我們打響進軍新加坡首砲。”
她也說，公司打算在2011今年內，在新加坡增設兩家分店，並放眼未來4年內將新加坡分店數量提昇至13家。（资料改编自星洲日報／投資致富‧企業故事）
相信麥家之前掌控南发工程
睦興旺工程董事經理麥彥文
长子: 睦興旺工程副总执行长麥宗晉
股海宝藏：睦兴旺优势被忽略
睦兴旺（Muhibbah，5703，主板建筑股）成立于1972年，1994年上市。
90年代中期是投资者的最爱，不过受到1997年金融风暴的影响而被投资者的忽略。
自此，它重新定位为纯建筑公司，进军海外市场及多元化至建筑吊机（通过子公司辉高Favco，7229，主板工业产品股]）和船只业务，主要专注在油气领域。
由于国油勘探继续发出多项总值超过10亿令吉的船只合约，所以今年初的油气领域相当蓬勃。
由于土木建筑的发展空间越来越狭小，睦兴旺将扩大至不同业务，成为业务平衡发展的承包商。
该公司与国油的合作关系良好，以及在澳洲与Monadelphous公司进行的联营计划，使得它可以参与总值600亿令吉的提炼和石油化学综合发展（RAPID）竞标活动，这是维京岛（Wiggin Island）煤碳出口终站以及当地再气化计划的部份计划。
睦兴旺已经与两个外国伙伴参与RAPID计划。
睦兴旺的船坞业务，将会从国油重新发放合约的趋势中受惠；目前拥有4亿6000万令吉合约，使合约总值达到27亿令吉。
合约订单强劲
2012财政年，建筑业务为营收贡献69%，接着是吊机业务，贡献21%，其余10%营收是来自海事、船务维修以及造船。
截至3月份，合约订单总值24亿5000万令吉，可以忙碌至2014年，这些合约分别是建筑合约13亿4000万令吉，或占总值55%，接着是吊机业务的6亿3400万令吉，占总值26%，其余19%是来自海事、船务维修以及造船，共4亿6000令吉，或占总值的19%。
有能力获大型合约
根据黄氏发展，睦兴旺有能力争取更多大型合约，因为：●睦兴旺拥有强劲的组合以及合约历史（包括在国内外），例如在新加坡的裕廊岛石油终站以及维京岛煤碳出口终站等。
●它的前客户国油，将投资10亿令吉在马六甲兴建再气化厂。
●在提炼和石油化学综合发展（RAPID）计划下，政府将发展、建筑与经营，过氧化氢、共聚单体C4与羰基化产物的生产设施。
该工厂将年产25万公吨过氧化氢、22万公吨异壬醇（isononanol）和10万公吨的1-丁烯。
这些工程合约预料会在2013至2014年陆续发出。
辉高柬机场业务贡献大
根据黄氏发展证券行表示，睦兴旺于2012财政年保守地为亚洲石油中心（APH）提供2亿4500万令吉的亏损准备金，虽然目前仍追讨未偿还应收款项的诉讼。
不包括准备金，该公司的基本税前盈利为2亿330万令吉，较2011财年的1亿1170万令吉高82%。
与此同时，睦兴旺营收增28%，由20亿3000万令吉增至25亿9000万令吉，这是新高水平。
成长主要来自各方业务，当中吊机业务单位———辉高和柬埔寨机场业务的贡献最大；2012财年，辉高净利飚30%至6170万令吉。柬埔寨机场业务也表现良好。
黄氏发展对睦兴旺提供准备金的做法保持正面，因为这可以专注于发展没有受不明朗因素笼罩的基本业务。
另外，任何来自亚洲石油中心的款项，将对睦兴旺的未来有利；该公司现在的财务情况，足以应付任何冲击。
专营权业务盈利增63%
睦兴旺专利权业务的税前盈利，在2012财政年增加63%，而这业务皇冠上的宝石为柬埔寨机场专营权，因为总搭客人次在2012财年增加17%。
在曼德勒国际机场专利权的竞标中，睦兴旺也成为入围集团之一。缅甸游客人次取得50%的按年增长，将为睦兴旺的专利权业务带来提振作用。
由于辉高拥有良好的业绩及客户群，所以赢得许多合约，当中主要是来自岸外吊机。
根据黄氏发展表示，随着在今年2月和3月获得总共7880万令吉合约后，辉高手上合约总值已达7亿1300万令吉。
目前辉高80%收入来自海外，而85%的合约是来自世界各地。
睦兴旺的优势是在海事基建以及建筑领域，这使得它可以在国内外油气领域获得合约。
由国油主导的提炼和石油化学综合发展（RAPID），是我国经济转型计划当中最大型的计划之一，于2012年5月推展，总值达60亿令吉。
亚洲石油中心背景
坐落在柔佛州依斯干达经济特区范围的丹绒滨填土岛屿（靠近TanjungPelepas），按照原定计划，这项总值14亿令吉的发展项目，拥有多个码头的综合型港口设施，有能力处理大小规模的油槽船，每年可应付3000艘船只，以及3000万吨的石油产品。
不过，在2007年7月，这个项目原本预计在2009年完工，由于工程超支而只完成了60%。于2012财年，睦兴旺已注销2亿4500万令吉款项，另外也为4亿零500万令吉的款项拨出3年的亏损准备金。
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本文分析仅供参考，并非推荐购买或脱售。
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辉高总执行长麦宗辉
作为一家年赚5亿令吉的上市公司掌舵人，麦宗辉并没有故意炫耀这一点。
事实上，他不仅谦谦有礼，面对任何人也是扬起大大的微笑，并没有特别摆架子。
这位年仅33岁的总执行长有一个特别的习惯，便是从高处俯视他人。 不是看低他人，而是这就是他的生意，制造建筑高楼时不可或缺的工具——起重机。
麦宗辉掌舵的辉高（Favco，7229，主板工业产品股），主要命脉是制造建筑用起重机，且曾运用在许多世界顶级摩天大楼的建筑工程上。
这些摩天大楼包括迪拜哈利法塔、台北101、国油双峰塔、上海世界金融中心和同样位于上海的世茂大厦。
不仅如此，曾在911被摧毁的纽约世界贸易中心“双子星”，也使用辉高的起重机。甚至是现在正建筑的新世界贸易中心“自由塔”，同样选择品质保证的辉高。
这也可以解释为什么站在高楼俯视底下的人们，是麦宗辉熟悉的风景之一。
回酬率16%
辉高原本是一家澳洲公司，1995年时麦宗辉的父亲麦彦文通过所掌舵的睦兴旺（Muhibbah，5703，主板建筑股）成功收购。
2006年，辉高上市大马交易所二板，而后转至主板。
如今，该公司市值高达2亿500完令吉，过去5年来的每年销售额平均有4亿9000万令吉、盈利达2900万令吉，回酬率16%。
辉高的起重机产自靠近吉隆坡南部的新那旺工业区，占地17英亩，负责制造、装配和测试，并将之运往国外。
该工厂共有35位工程师进行设计和研发，位于雪兰莪峇都知甲的小工厂则有另外15位工程师，同时亦布局了同样的人力在悉尼办事处。
收购之初荆棘坎坷
麦宗辉表示，睦兴旺收购辉高旨在多元化原有业务，并看好这项投资在公司的能力范围内。
麦彦文对辉高期望很大，虽然辉高这家已有30年历史的企业在当时面对破产，但他还是充满信心。
“我们收购这家公司的挑战非常清晰，就是要止亏，然后将之转亏为盈！”
重头学起
他坦言，刚开始的几年非常辛苦，因原本是门外汉的他们必须要重头学起，最后用了整整5年的时间才开始有起色。
最后总是有苦尽甘来的一天。
1997年，辉高获得国贸部颁发新兴工业地位（Pioneer Status），意味公司几年免税，这给了辉高一个喘息空间。
“同时，我们也成为国家石油（Petronas）供应商，并成功取得数项岸外起重机供应合约。当时我们正积极建立知名度，国油的合约无疑是重大帮助。”
冀维持优越表现
麦宗辉从诺丁汉大学土木工程系毕业后，1999年加入公司，后在2004年成为公司总执行长。
这位年轻的总执行长，对于公司的表现，可是信心满满。
时机对位置佳
“以目前的财务表现来看，我认为我们的表现非常好，目前对睦兴旺营业额贡献30%。”
他说，辉高过去表现最巅峰的时候是2007至2008年，当时全球建筑领域和油气领域都处于高峰。
“当建筑和投资热潮来临时，我们希望辉高能越做越好。”
询及欧债危机和美国经济未复苏是否对公司带来影响，他认为虽然部分地区经济陷入低迷，但还是会有其他国家仍保有活力。
他指出，亚洲依旧非常强稳，例如中国市场仍旧具有相当大潜力。
作为跨国公司，目前辉高的销量再度接近金融危机前的水平，“对我们来说，最重要的是在对的时机占据最有利的位置。”
提升技术保命脉
起重机可说是辉高的“命脉”，公司也不断研究用科技提高起重机技术，借此维持公司竞争力。
麦宗辉表示，辉高走的是利基市场，主要是生产专用塔式和岸外起重机，而非一般高楼用起重机或移动式起重机市场。
“我们的专长是制造‘高速快升’的塔式起重机，我们能够快速将重物送往高处或他处，有些人说我们是这市场的第一名。”
他补充，塔式起重机要承担的重量是60吨或以上，近年来，该公司起重机已可承担超过300吨的重物。
不仅如此，辉高也不断超越自己，在上月一项德国用于岸外风力涡轮机的订单中，该公司成功制造了可承担1000吨重量的起重机，亦是麦宗辉引以为傲之处。
“这是因为我们有优秀的研发团队，我们的工程师有本地人也有外国人，大部分都以这里为依据地。我们认为，来自不同背景、拥有不同技术和想法的人一起合作是非常好的。”
新市场：海上起重机
谈及目前进行中的海上起重机工程，麦宗辉不由得来感到兴奋。
这项工程涉及海下重物承载技术。
这项工程涉及海下重物承载技术。
“我们目前的新领域涉及的技术很不一样，必须克服波浪难题。但如果你要参与油气领域，这就是市场的需求，你要问自己是否要选择进军这一块。”
当然，他清楚知道什么是他要的，所以工程师们也正在努力研发中。
研发关节起重技术
他说，最重要的是，这些工程师们能满足客户的需求。
但他也笑言，不能够以今天的需求来决定市场“明日”的需求，因此他致力于确保公司和团队能跟得上未来走向，走在市场的前端。
“就好像上述提及的德国订单，这就是辉高的一项新创举。”
不过，市场要求越来越高，希望起重机在承担更重的重量时还可移动，因此辉高也开始投资这项新技术，利用现有技术带来更多设计上的创新。
他解释，标准的起重机有一个固定的直臂结构，利用围绕旋转的方式将重物送往高处，但在紧密空间是没办法让直臂也移动的。
因此，辉高研究出在直臂置放关节，这样就能在紧密的空间折叠直臂，一边承载重物一边调度。
“目前只有几家公司有生产关节起重机的技术，我们投资上百万美元发展这项技度术，放眼年秒前能研究出版样。”
双管齐下保增长
麦宗辉透露，辉高有双管齐下的经营策略，首要的就是进军中国市场。
“无可否认，那里的潜力相当大，我们的很多供应商和竞争对手都进军这市场。”
辉高刚在上海开始小规模经营，且将继续扩大产能，目标是能在初期时一年卖出10至20架起重机。
同时，公司也致力在当地拓展塔式起重机租赁业务，目前拥有7架可租用起重机，冀望5年内成功出租至少50架中至大型起重机。
第二项策略则是提升售后服务业务，一架起重机的寿命是20至30年，因此售后服务和维修无疑是一项可观的业务。
“过去几年，我们的服务业务营收持续增长，目前对总营收贡献20至25%，我们的目标是让服务业务发展成类似制造业务的规模，为我们创造稳定的现金流。”
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