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Chapter 9
Networking with the Community

In this chapter, for overall I see Tengku Farith began to dawn which have a networking with the community played a role important to improve his self and also the company, after realize people bumiputra were so few of them.
So, he start joined in the New Entrepreneur Forum (NEF), in 1999, a grouping of bumiputra IT entrepreneurs founded by Mirzan Mahathir. It was a small group of only 16 people, all involved in the New Economy in some form or another.
They met for breakfast on the first Saturday of every month at Carcosa. He felt something had to be done. So, he sent out an e-mail to everyone saying that while it’s been great meeting up with them and wallowing in group self pity, complaining about their problems won’t get them anywhere.
Most of the his members wanted to keep the NEF bumiputra-based, so he deferred to the wishes of the majority. But he argued that the bumiputras cannot live in an unconnected world because the New Economy is by definition a connected economy. Networking with others is critical to success.
His arguments prevailed. Beside that, they held NetBash once every quarter and invited people from the private sector as well as the government to attend. It was a smashing success, with each event attended by around 600 people.Another group he actively involved with is TeAM. At the time of writing, he is the president of TeAM, which was started in 2001 by Sivapalan Vivekarajah, an entrepreneur who can best be described as a venture capital broker. After serving as president of TeAM for about a year, Siva decided to go to Edinburgh to pursue a PhD in venture capitalism. Chris Chan of The Media Shoppe (TMS) was subsequently elected the president of TeAM while he was elected deputy president.

Chapter 10
Fostering Technopreneurship

In this chapter, for overall is about SNAP (SKALI Netpreneurs Accelearation Program).
They were hosting many dotcoms at their data centre. Their experience in hosting all these start ups had him thinking of creating an incubator of sorts to help other fledgling companies, not just in terms of hosting but in other areas like financing and marketing. The problem was they didn’t have any money to invest in start ups. Whatever funds they managed to raise was to fund our own activities.
Unfortunately, SNAP became a source of a serious rift between Azmi and Tengku Farith. They had a heated discussion which quickly evolved into an argument where a lot of loose words were unleashed by both sides. Before this argument, Azmi had been involved in the development of SNAP and provided some vital input. After that incident, which saw the both of us storming out of the discussion, Azmi stopped contributing his ideas to SNAP.
So, Tengku Farith and Maznida had to build up SNAP without Azmi’s help.The business model that he came up with is one where they earn commissions for matching start-ups with investors. They also charge fees for nurturing the start ups as well as for the services the company used. More importantly, if looked like the company have good potential, they could one day invest in that company.
But with no source of funding he couldn’t make a strong case to his partners for pushing ahead with SNAP. His opportunity came when he bumped into Jasmani Abbas, the CEO of Mayban Ventures, at Maybank’s Hari Raya open house in 1999.
The original idea was for SKALI to help Mayban Ventures source for start ups. The fund was RM60 million to be invested over two years. They do the first round of due diligence and Mayban Ventures would do the second. The ones that chose to invest in would be nurtured by SKALI.
Unfortunately, certain unforeseen events began unfolding in the company, which was run by three energetic young entrepreneurs.
Fortunately for them, they had success in finding at least one company for Mayban Ventures to invest in. It was a start up involved in e-procurement. But one successful find during the course of a year is actually quite a pathetic track record. The problem was that Mayban Ventures wanted to invest only in companies at the “start up” stage.
The SNAP team, have looked at over 150 different companies. Of that lot, they short-listed 22. Mayban Ventures ended up investing in 10 of them – all within a year. By the end of 2003, SNAP had generated revenues of RM 700,000 and was a profitable division.

My last day at CIMB Collection

hmmmm..25 Jan 2008is it this day is a last day at Collection?...huhuhuuhhu..i want cry.i dont want leave my friend.They teach me n give me a lot of knowledge n experience.thanks to u guys..i miss u so much guys.Friendship Never Dies..

My History

Assalamualaikum to everyone..
Thanks coz visiting my blog.I am Siti Adawiyah Binti Abdullah.But my buddy call me ADA.I have seven sibling, four sisters and three brother.My father is a businessman and my mother is a housewife.My hobby are reading the book and magazine, collecting the stamps and old money, surfing internet, shopping(this hobby I'm like doing when I'm in stress, maybe after working hours) and jungle tracking.
I'm joint in Spike Programme on 28th January 2008.1st day till 3rd day, I attend briefing from Spike member.From this briefing, Im meet new friend and learn more about to be a good programmer.On 10th February 2008, this is 1st day Im in PHP class.I learn more about PHP and its very enjoyable which teaching by Mr Naim.

biler nk abisssssss

huhuuhuhu