TODAY

Throughout the world, there is the ongoing existence of family-owned companies which have endured and flourished for years and years. Also in those well-known companies which have gone public, family members still hold the reins or the same families influence the decision-making of the companies to a certain limit. In the world-famous Ford automobile company, William Clay Ford, the grandson of company founder Henry Ford, assumed the duties of CEO and Chairperson and is currently acting as Executive Chairman. In Asia, among the most successful second generation entrepreneurs who inherited their fathers’ businesses is Lee Kun-hee, Chairman of Samsung Group. According to Businessweek magazine, the income generated by Samsung Group amounts to 17% of South Korea’s GDP.

In Myanmar, the majority of businesses are family-owned. The second generation individuals of some of these family-owned businesses who have taken charge of their respective companies have been approached and interviewed by us and their views on how to maintain and develop their business, how they retain the good legacy handed down by the founder, and how they handle the changes and challenges, are featured in this story.

Daw Swezin Le
Director, Business Development,
Bella Interiors Co. Ltd.

In the days of my father U Myint Oo, the founder, the country had not opened up yet so business was difficult and there were many stages to go through. The main problem was weak internet accessibility. But our work is mass production of craft so the format established since the Founder’s time is still in use. I started working for the company two and a half or three years back. The advantage we have now is better internet accessibility. In marketing also, relationship with other countries has become a lot easier.

Our cane products are handicrafts requiring manual skill. We see improvements in cane art in other countries and since we don’t want to be outdone, we intend to create own new designs. Traditional as well as modern designs painted not only with antique colours but also with unusual blend. The main thing is, based on the experience gained during the last twenty years, we wish to promote this national product as a brand. For the branding of Bella Interiors, we gained certain Achievement Awards and those were Good Design Award 2013 given by the Japan Institute of Design Promotion, and the Innovative Craft Award given by the Support Arts and Crafts International Center of Thailand. And we were the first company to be awarded the 2015 ASEAN Selection. We are trying to upgrade and expand our brand. Previously we focused on foreign market but now we will be emphasizing on local market too.

What my father used to tell me since I was a young girl is that arts and crafts are not easy and that it shouldn’t be compared with other industries. That how to develop own industry is essential. That if only profit is sought after, the work will not be successful. That this craft is something one needs to know thoroughly, he told us repeatedly. No matter if one has had studies abroad, when one is going to join this business, one must start from the basics. Only after starting thus, the experience gained should be supplemented with knowledge gained from abroad. Hence, trading with foreign countries would be more effective. He never said I could join and manage the company once I finished my studies. I had to study the business thorou-ghly. All due to the motivation I got from my father. Also, my father treated the staff like family and gave priority to Corporate Social Responsibility and so I emulated it. Because our products have to be crafted at rural villages, he taught us to support rural development also. Instead of focusing only on profit, he said, the organization should stand by mutual benefit.

The nature of our cane business is con-necting with district agents. Since I was a young girl, during school holidays, my father took me along to the cane-weaving villages. We went there also for charity events so the villages were like family and we never lost contact with this supplier network. When I attended some occasions organized in father’s society, he would introduce me and he also made me participate in meetings. Therefore, through father’s network, my network has been supplemented.

Father loves his work and he cares about the employees who depend on him so he places great emphasis on making it work and that is why the company has endured this far. There were some previous years during which the company had hard times but since 2012, it has been harvesting profit as well as good working conditions.

Our work does not entail too many changes. Raw material turned into finished product and afterwards exported abroad. Previously, export had to go through many channels. Now the clients contact us directly and there are lesser channels so it is more effective. To promote the sale of our products, every year we go to Singapore Exhibition. To meet the demand there, we have to prepare ahead to have adequate supply. If supply is lacking, we have to increase production capacity. Therefore, we have arranged for expansion and training in villages which can serve as production chain. Presently, other countries cannot produce the same quality cane products like ours so we take pride in our company as well as for the country. For cane products, other countries use machinery whereas in Myanmar, all articles are 100% handmade. previously, local demand was not high but now due to foreign investment in the country, it has risen. Because of this change, we have prepared this year for expansion and targeting on local demand. Shops will also be opened locally and abroad with client partnership.

Translated by Mra Hninzi