Archive 31/07/2017

Private Investor : Jon Lee

Preferred Investment Amount RM500,001 to RM1,000,000
Preferred Investment Opportunity Something with potential for growth and in a industry thats moving forward
Will NOT Invest In Fashion
Preferred Location Kuala Lumpur
Public Profile Am an entrepreneur that has a management consulting background and has since ventured out to start up two independent businesses (hotel and fitness center). At the moment looking to venture into new opportunities and looking forward to the next business I can be part of.
NAME JON LEE
Address Kuala Lumpur

Private Investor : CM Teh

Preferred Investment Amount RM1,000,0000 or more
Investment Preference
Preferred Investment Opportunity Restaurants, Food and Beverage, Technology, Retail, Services
Will NOT Invest In MLM, Pyramid business, Forex trading
Preferred Location Doesn’t Matter
Public Profile Our company has been actively involved in franchise restaurant business. Seeking to diversify into new emerging businesses, keen in F&B with scalable products and own brand.

Private Investor : Adrian Kok

Preferred Investment Amount RM500,001 to RM1,000,000
Preferred Investment Opportunity ALL
Will NOT Invest In NONE
Preferred Location Doesn’t Matter
Public Profile I begin my entrepreneurship journey at the age of 20. I am lucky enough to have met several mentors throughout my journey of entrepreneurship that assisted me in various problems that I’ve encountered. Being able to give back to the community is also one of my main passion. I have now established business interests in Malaysia, Hong Kong and Philippines. Being involved personally in startups, I’m very well aware of the possible problems that would arise in your journey and it would be in my best interest to share my experiences that would mutually benefit our endeavours.
NAME Adrian Kok
Address Puchong, Selangor, Malaysia

The KPIs of Raising Capital

The best tool that we have found for managing business partners, joint ventures, and team members are Key Performance Indicators (KPIs). A KPI is a measure of an action or activity which lets you know if work is getting done, if that work is leading to results, and what the yield is on the time invested in that activity.

In capital raising, you will want to have different types of KPIs in place, with some activity-based and some results-based. These will be the leading indicators as to whether you are raising capital effectively or at least on the right track to raise capital.

Some potential capital raising KPIs could be:

  1. Write One Article Per Week
  2. Meet with 5 Investors Per Week in Person
  3. Schedule and Complete 10 Conference Calls per Week
  4. Speak at One Conference Per Month
  5. Call 20 Investors Per Day
  6. Meet with One Potential Connector or Networker Who Could Help in Raising More Capital Each Week

Each KPI must be measurable so you can say objectively if it was completed or not in the time frame expected. Even if you are just managing yourself this can be helpful, with the goal being to set up realistic but challenging KPIs that will shape activities and make it more likely that capital will be raised.

Good luck with your KPIs!

by Theodore O’Brien, Managing Director at The Miami Family Office – Investing Private Capital in Excellent Businesses

New Ship Building Project

Current Status Growth
Amount Invested RM 300,000.00
Funding Required RM1,000,001 to RM2,000,000
Description We are involved in new Malaysian Navy warships building of 9 units where the total value of RM9 billions already allocated from Malaysian government for this project. We already started and need an additional cash flow of RM2,000,000.00
Business Opportunity This project is secure as it not related to oil & gas or marine industries.
Revenue / Business Model Out profit margins are between 30-40% from the contract value where it can make up to RM 7 – RM 10 million revenue per year.
Management Team We already have a experience PMT within this industry and capable to minimise the project cost.
Company Background We started this company in 2012 (former known as RNM construction & engineering services) and was change to RV Marine & Engineering Services at 2015 to carter the maritime industry.
Funding Milestone At the moment, we need a fund of RM2,000,000.00 to maintain our cash flow and we guarantee of ROI in 24 months subject to grace period of 6 month before the repayment.
% Equity Allocation We willing to allocate 10% of equity from to investor from the contract value.
Expected ROI Can be discuss upon the meeting with investor
Risks and Mitigation There is minimum risk of this investment as the payment is secure by the government of Malaysia and this project not effected with the oil and gas industry.
Exit Strategies We can offer the investor to enjoy the profit up to 5 years.
Company Name RV Marine & Engineering Services
Business Address No. 80-01, Jalan Kempas Utama 3/1, Taman Kempas Utama, 81200 Johor Bahru.
Contact Person Raymond Brian

MyPasaronline – Fresh food for your family

Current Status Concept / Business Plan
Amount Invested 0
Funding Required RM300,001 to RM600,000
Description MyPasaronline will gather local vendors and their products and make them available online for Malaysians. MyPasaronline (MP) will establish a centralized warehouse in which to store the fresh products for same day delivery. MP will establish and promote a healthy competition between local vendors and bigger supermarkets. MP has a three year plan in which it looks to conquer the malaysian market by providing quality service, fresh food, and borrow the business model of uber by involving the public in deliveries so they can earn income.
Business Opportunity Available online grocery shopping service do not have fresh produce on standby (no physical goods). Theses websites and app instead have their employees shop for their customers at stores in place of the customer. This takes longer and is a more expensive approach to shopping. By buying goods from local vendors such as kampong suppliers, we can get fresh goods at more affordable prices and can store goods at warehouse (physical goods).
Revenue / Business Model Difference in profit of margin. MP will cut out the middle man, by obtaining groceries and products fresh from suppliers and local vendors, MP can increase the margin of profit of products by 30-50%. A local vendor was found selling 1.5kg of whole chicken at Negeri Sembilan or Kuala Selangor for RM5.00. Tesco and others sell the same item at an average of RM15.00
MP will have its own warehouse and chiller for the storage and distribution of products and will charge for handling fees. MP will have its own logistics fleet and charge for delivery. MP will also introduce in the future a scheme where customers can also deliver goods and earn income.
Management Team Only CEO and two developers so far. However, for development, only one more operations assistant and marketing officer is needed for the period of 6 months. After 6 months, MP will look to generate a positive income.
Company Background CEO started his company in July 2016 and worked full time as a legal and business consultant. A single individual working full time, he has been able to record a positive RM100,000 money in to the company until to date.
Funding Milestone – Operational strategy : RM50,000 for human resources, research and development.
– Marketing : RM100,000 for marketing both offline and online including hiring of influencers, campaigns, targetted ads and promotional activities.
– ICT development : RM50,000 for the development of the website and app in 5 months.
– Logistics arrangements : RM250,000 for the rental of vans, motorcycles and warehouse rental and renovations.
– Miscellaneous – RM150,000 for ICT Hardware such as RFID for location tracking of deliveries, and other dorect expenses that might arise. If not used this money will be reserved as rolling capital for investors.
% Equity Allocation 40
Expected ROI 20%
Risks and Mitigation Market risk – New disruptive model however, PasarTap has successfully done this, owing their products to Mydin instead of having their own warehouse. Diversifying purchase of goods from a variety of vendors based on supply readiness and selling price.
Financial risk – Costs ripping into balance sheet can be mitigated by lowering other costs without sacrificing quality. Vans can replace motorcycles for delivery thus eliminating the need for custom made baskets and a fleet of motorcycles. Warehouse rental can also be reduced to shoplots for cheaper rent and easier accessability.
Exit Strategies Initial public offer, Private Offerings of shares to raise funds, Overseas Venture Capital involvement to maintain security and positive cash flow.
Company Name xxx Sdn Bhd
Website/Facebook xxx
Business Address xxx Empire Damansara, Damansara Perdana
Contact Person Nor Aiman

GreenMan Eco Workers Camps

Current Status Break-Even, Profitable
Amount Invested RM1,000,000
Funding Required RM1,000,001 to RM2,000,000
Description GreenMan MCM Eco Workers Camps – Bringing the 1st ever Branded GreenMan Eco Workers Camps to the Construction, Engineering, Infrastructure and other
heavy industry projects

What is a GreenMan Eco Workers Camp?

Every large Project requires a lot of workers; usually they are not from the local area so they need to be accommodated for the life of the project.
Typical accommodation quarters (or camps) are thrown together with no thought for the workers lifestyle during what can be a long, difficult and lonely time.

International contractors and engineering firms are looking for better standards and sustainability, to meet their corporate requirements – this need is not being addressed currently.

What’s the difference between a GreenMan Eco Workers Camp and a normal camp?

Normal Camp

* Traditional buildings
* Standard design
* No innovation
* No creativity
* Lots of waste (power, water, food, rubbish)
* Limited entertainment
* Limited services
* High cost structures
**No Humanity**

GreenMan Eco Camp

* Fastbuild sustainable insulated buildings
* Novel designs
* Innovation & creativity are built in
* Zero waste (solar power, rainwater harvesting, food composting, recycling)
* Many entertainment and personal hobby choices
* All services
* Low cost structures / high margins
** Workers are Human – We treat them like it**

Business Opportunity We have the opportunity to buy outright an existing 480 bed workers camp servicing the massive US$50B+ Pengerang project in Johor Malaysia.

By focusing on sustainability and superb living conditions for the workers (mostly foreign workers), we can service those foreign contractors who are looking for improved conditions for their employees – and charge a premium for it.

Once we have the first camp and convert it to the Greenman Eco Workers camp conditions, we can model the Camp and expand by setting up greenfield camps or buying over other camps.

The existing camp we want to acquire is already in profit (marginally) with huge upside available in the immediate term. (See project overview for financial details)

Revenue / Business Model Existing revenue model sees annual revenue of RM900K, with marginal profit. This is based on less than 30% occupancy; we can immediately double the occupancy on takeover and quadruple profit and revenues within the first year.
Management Team Dennis McMahon (Australian) – 25+ years in Asia Pacific operating business and managing projects
Adam Kiss (Hungarian) – 5+ years managing logistics operations throughout Europe
Redza Hafiz (Malaysian) – 10+ years construction and materials sectors
Company Background The takeover company will be GreenMan MCM Sdn Bhd, a new company set up to commercialise the GreenMan tiny Home modular building system. The Greenman modular building system enables fastbuild sustainable buildings, which will allow us to expand the capacity of the existing camp. Currently the proxy company is Green Business JV Marketing Sdn Bhd, while we set up the GreenMan MCM Sdn Bhd.

The target company has been in operation since 2015 and has setup and run the existing camp successfully for more than a year

Funding Milestone Funds needed
RM1.5M

Funds Use

RM1.2M for acquisition (100%)
RM300k for initial conversion to Greenman Eco Workers Camps configuration (inclusive of solar power and rainwater harvesting, which immediately reduces monthly costs by RM30K for annual savings of RM360K)

% Equity Allocation Currently offered as a debt package with 15% per annum interest and quarterly P & I payments over 3 years; however, equity is available up to 20% for the full invested amount of RM1.5M
Expected ROI Offering 15% per annum paid quarterly over a 3 year loan period
Risks and Mitigation Company shares and assets to be pooled and offered as collateral for the loan; target company already in revenue and in profit.
Exit Strategies Once we have established the GreenMan Eco Workers camp model, we will be looking to scale by licencing the systems to other camp operators and investors.

We plan on an IPO exit for our equity investors within 2 years of initial takeover, subject to market conditions. The debt funders would see

Company Name Green Business JV Marketing Sdn Bhd
Website/Facebook http://www.iwantmygreenmantinyhome.weebly.com
Business Address A2-27-09 Parklane OUG Phase 3 Jalan 1/152 Puchong 58200
Contact Person Dennis McMahon

Drinco drive thru beverages store

Project Title A modern drive thru beverages store with the potential to expand into a full fledged convenience store in which consumers can use an app to order and pay online beforehand.
Current Status Concept / Business Plan
Amount Invested 0
Funding Required RM1,000,001 to RM2,000,000
Description Drinco is a modern 24 hour drive thru convenience store that specializes in selling all kind of beverages to consumers. Our consumer’s ranges from road users stuck in traffic, late night travellers and people who prefer to get their drinks on the go without having the need to get down of their vehicle. Just think of us as a modern 7/11 concept convenience shop with an addition of drive thru services.
Drinco will adapt technology in its business model as it will allow consumers to order their drinks online before even reaching the store. With the existence of an online app, Drinco aims to cut down waiting time for consumers in drive thru lanes. This will allow Drinco to develop an edge in providing a quick and efficient service.
Our vision moving forward will be to introduce new products other than beverages and services such as mobile top-ups which are essential to consumer daily needs. In addition, Drinco aims to expand by establishing at least one store located strategically in every state in Malaysia and introducing delivery services. In 5 years, Drinco sustainability will be enhanced by moving into the global market.
The key to our success will be marketing strategy where we hope to develop Drinco as a cool brand among Malaysian consumers.
In conclusion, Drinco aims to be a disrupter in the convenience store industry by using technology in majority of its operations.
Business Opportunity Drinco solves the problem faced by modern convenience stores where it hopes to reach wider range of consumers by providing an online platform. This platform will allow consumers to order their beverages online before reaching the store thus making it an easier and quick shopping experience for consumers.
In addition, Drinco will also introduce drive thru services for consumers who look to buy their beverages on the go without the need to get down of their vehicles. Consumers which are targeted in this segment are road users, those who are stuck in heavy traffic, athletes who are on road after their training are in need of drinks to satisfy their thirst, and also for those who just want to get quick drinks for late night parties.
Drinco provides a simple idea to solve the issues faced by millions in the country and is line with the modern technological world. Its competitive edge lies on the fact that Drinco will be the first convenience shop to offer drive thru services to its consumers and Drinco aims to achieve market share by locating in busy roads with heavy traffic and in major highways in the country.
The number of convenience store in Malaysia is growing at a CAGR of 2.5% during 2014-2020.
The retail industry of Malaysia is expected to grow as the players are introducing the retail commerce service, which leads the modern grocery. Further, the share of convenience store sales in total retail sales has also been incorporated for the country.
The problem with these convenience stores is that they are not that convenient anymore in this modern society and tech driven world. Consumers would still need to get down of their vehicles and get into a brick and mortar store. This is where Drinco comes in and solve the problem by providing an online platform and drive thru services for consumers.
The targeted market for Drinco is as follow:
1) Workers stuck in traffic after work
2) Athletes who would want to buy some drinks after training or to training
3) Casual road users on normal roads and highways looking for quick fix to satisfy their thirst
4) Ala carte fast food buyers. Limited choices of beverages in fast food outlets
5) People who would want to buy some quick drinks and snacks late night for parties or outings
6) Coffee drinkers in the morning
As can be seen above, the targeted market consist of many potential consumers for Drinco. These consumers can be sustained as Drinco loyal customers with the introduction of point rewards system in the app or introduction of member cards which in return can be used as debit cards for many purposes.
The potential of the market is huge in this untapped industry and Drinco aims to be a disrupter in the convenience store section and have a first mover advantage in this industry.
Revenue / Business Model xxx
Management Team xxx
Company Background This is just a business idea/concept at the moment. I have approached an IT company to develop the web and app as well as the drive thru technology. But i can’t proceed with them as i do not have the required capital to start off the business. A suitable investment would be needed to kick start the business.
Funding Milestone xxx
% Equity Allocation 15%
Expected ROI With the 15% equity allocation, investors will earn back their initial investment by the end of year 3 and then gain profit for the following years.
Risks and Mitigation The convenience store industry is competitive in Malaysia. 7-11 leads the way in terms of market share and it’s followed by the likes of 99Mart and other small players in the industry. But Drinco is different in many reasons because it is a niche technology driven convenience store unlike many in the market. It will be a unique new in nature convenience store which will be face by many similar competitors in future following the same idea. Hence, Drinco is adamant to constantly develop its strategies and utmost importance will be given to business development to ensure it leads the industry.
In terms of competitive landscape, Kuala Lumpur is filled with convenience store but none of them are on the go. Drinco aims to establish a first drive thru beverage shop in Kuala Lumpur as the targeted market potential is huge in the area. In the end of year 2, Drinco will look to establish a store in Ipoh as the owner is from Ipoh and have knowledge of the local market potential. This will be followed by developments in other states in Malaysia.
Drinco aims to be a leading drive thru convenience store player in the industry in 5 year time and expand internationally. The potential is huge in this market and Drinco will be the first to tap into it.
Other risks may come in form of economic uncertainty.
Exit Strategies I believe in sharing economy as it is the way to move forward. Investors can exit the business after 5 years by the time in which they will already have made up a considerable amount of profit from their initial investment or they can continue to be partner with us as long as the relationship is profitable and good for the business.
But, if there is an unexpected situation in future in which the company decides to go fully private or public, investors will be given their fair share of equity amount they own in the company based on the company’s valuation upon their exit. Note that i expect the company’s valuation to be in the range of RM50-RM200 million by year 5 if growth strategy is followed thoroughly.
Company Name Drinco
Business Address 8 hala sepakat 10 taman pinggir rapat perdana ipoh,perak.
Contact Person Harjinder Singh (Harjin)

Palm Leaf Processing Machines (Technology)

Project Title INVESTING INTO THE INNOVATIVE TECHNOLOGY FOR THE PALM LEAF PROCESSING MACHINES AND FACILITIES
Current Status Concept / Business Plan
Amount Invested 450 000 USD
Funding Required RM5,000,000 or more
Description Dear Sir

I am Denis Kipson and I would like to introduce our company Kipac armature d.o.o. – that has been in production of special machines for the past 45 years.Our company has developed,patented and manufactured FORAGE MAKER – machine for separating the fibres from the soft part of the leaf oil and coconut palms.The leaves that been separate is good as new and cheap source of livestock feed and fibre can be used in other industry ( textile,brooms and etc.).

We wanted to use this opportunity to present our Business Plan (investing into new and innovative technology of machine for separating midribs from the soft part of the leafs oil,coconut and date palm and facility for producing animal palm compound silage).

On the 12th Malaysia Technology Expo 2013 our machine was awarded the gold medal for the invention.

We are working on this project last 6 years and we have made a detailed analysis potential of manufacturing machinery for separating midribs from palm leaf and producing facility for produce animal palm compound silage for all kind ruminant whose forage is the green mass, which is obtained from the leaves of oil, coconut and date palm for countries which have large amounts of palms.

Our new innovative way of producing animal palm silage allow intensive cultivation of all types of ruminants in countries that do not developed cattle breeding and have large amounts of palm leaf which don’t use. Leaves have used such wastes which are burned.

We are looking for a partner that can help us to start producing new machinery and facility for producing animal palm compound silage.

If you are interested in our project I can send you more details.

Please do not hesitate to contact us if you require any documents or information, that may help process.

Sincerely

Denis

KIPAC ARMATURE D.O.O.
Desinićka 14
10000 Zagreb
CROATIA

TEL: 00385 1 3691-971
FAX: 00385 1 3633-745
denis.kipson@kipac.hr

Business Opportunity Starting from the fact that in many countries huge quantity of palm leaves has been collected every year and since we have found that oil palm leaves and date palm leaves could be used for the production of voluminous forages needed for the ruminant feeding we have been developing technological and technical solutions in order to make the palm leaf compound silage production efficient, ecologically acceptable and profitable. In this respect we would like to emphasise that we have already produced a prototype of the oil palm leaf processing machine that may be used in the preparation phase of the compound silage production.

The objective of this Prefeasibility Study is to elaborate the alternative model of milk-and- meat production in countries that dispose with a large number of oil and date palm trees. Namely, in accordance with the expert research palm leaves could and should be the source for the green mass production. It is the base for the livestock feed production and the intensive cattle farming, accordingly. In order to utilise the palm leaf as an ingredient in the ruminant ratio a new technology proposed in this Prefeasibility Study should be applied. It is about the entirely new and innovative model of livestock breeding which could be implemented by the use of the innovative palm leaf processing machines, compound silage production facilities and the innovative compound silage recipe mixture.
The intention of this Prefeasibility Study is to show that the milk production can be organised in the corresponding countries by the usage of the green mass obtained from de- fibred palm leaves, particularly. The oil palm and date palm leaf could be a base for the livestock feed – the compound silage production enabling a considerable increase in the milk and meat production. The mission of this Study is to show that there are possibilities of the dairy development and an increase in the milk production using own national natural resources.

Revenue / Business Model There has been identified the three major market niches on the demand side of the market exchange. These market niches are:
1. Planters
2. Livestock Feed Producers
3. Farmers.

Planters are identified as the potential investors or those entrepreneurs who may be interested in solving their own problems, i.e. the huge annual quantity of palm fronds that has to be cut in accordance with the palm cultivation procedures. It is about palm leaves that have been treated as the waste with the real disposal problem they generate instead of treating them as the valuable national natural resource usable in the compound silage production.

What are the potential narrower market niches for the palm leaf processing machines and compound silage facilities to be supplied to? These are the following major ones:
• Oil and date palm planters who get the opportunity to enter the production of compound silage by proactively using of the present waste – palm fronds and leaves for this purpose;
• Livestock feed producers who could innovate their production by substituting the present standard silage mixtures with the innovative ones in which palm leaves make one of the important components;
• Farmers who may convert the extensive cattle farming into intensive ones that should change the development of animal husbandry in general generating the increase of production and decreasing the production costs at the same time.

Management Team Authors of the project:
Mr. Mladen Kipson , constructor Engineering
Mr. Mustafa Nušinović, Ph.D. Economics
Mr. Drago Vrbanac, M.Sc.- B.Sc. Crop Science; M.Sc.- B.Sc. Animal Science Mr.
Mirko Tomičević, B.Sc. Mechanical Engineering
Company Background Company Kipac armature d.o.o. – that has been in production of special machines for the past 45 years has invest 450 000 USD in that project.
Funding Milestone 8,100 000,00 USD
% Equity Allocation 44,88 %
Company Name KIPAC ARMATURE D.O.O.
Business Address DESINIĆKA 14, ZAGREB, CROATIA
Contact Person DENIS KIPSON