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The future Marketplace

by Prasanna Perera

Twenty to thirty years ago, who would have dreamt of cellular phones, compact disc players, digital cameras and even the internet. The list if simply endless. Therefore, as we look ahead into the next twenty years, we can speculate that the marketplace will be very different to today's marketplace. The only certainty is that change, even profound change, is inevitable.

As astute marketing strategists, we must endeavour to anticipate and comprehend, certain trends relating to the future marketplace. This is essential for business and marketing success.

Let us now briefly examine some future developments in the market.

1. Consumers attempt to accomplish more than one task at one time or occasion. Multitasking and multiprocessing will become more and more prominent in the years to come. For example, people may go to a restaurant and also expect to be able to view their favourite TV programme. The reason being that time will become an even more scarce commodity. Even at a special sports event, customers may want more entertainment i.e. music, good food and beverage, special performances. Book stores are also beginning to offer many varied services to augment their basic offering. For example coffee bars, special reference libraries, book autographing.

2. Consumers will demand greater service standards and this will be the norm and not an exception, as today. Augmenting the basic service expected, will be the way ahead. For example a supermarket chain will be expected to provide a range of value added services, in addition to the basic product/service offering.

Banking facilities, food and beverage cafes, bakery counters etc will have to be part and parcel of the offering. In a hotel for example, guests will expect to be provided transfer facilities to and from the airport. In addition, they will require a morning wake up service, massage service, express dry cleaning and laundry services etc. basically. The consumer will become more and more demanding, want to be pampered and feel special.

3. The consumer of tomorrow, is likely to demand greater product quality. Product quality will be taken for granted and organizations that fail in this regard, will be out of business. Not only will excellent quality be demanded but possibly even a very competitive price. It is likely that all competitors in tomorrow's marketplace, will produce products of very similar quality standards. Hence, the competitive edge would be price or service. (you need to be better than your competitors on these two dimensions).

Against this background, pricing policies and strategies will need to be re-examined. You need to figure out who will buy the product, for what they will use it and what they are willing to pay. Thereafter a suitable product offering will have to be made available, at the price point desired by the customer. In order to make a margin, costs will need to be engineered downwards. This is a far cry from today's cost-plus or mark-up pricing strategies.

4. Brands will always remain important and in focus. However traditional brands will be challenged by private label brands and even generic brands. Therefore, it is imperative that you strive to make your brand number one or two, in all categories represented. Weaker brands will be rejected by the market. Marketers would do well to channel all resources towards building a few leading brands in the different categories. Carrying a vast range of weak brands will not be a profitable thing to do.

A further aspect relating to brands, may be that brands will have to compete more and more on price. This is specially significant, against a backdrop of growing retailer and private label brands. As such, a considerable proportion of communication expenditure, may be channelled towards sale promotion, as opposed to thematic advertising.

5. There will be increased pressure by customers for customised product/service offerings. For example your own customised pair of jeans, shoes, earrings etc. It may even be possible to design your own car, motorcycle or bicycle. Consumers of tomorrow may be most willing to pay a premium for customised products. But the pressure will be to mass customise offerings, on a very regular basis.

6. Middle class consumers in most markets will continue to diminish. Basically, markets will polarise, between high income and low income consumers. High income consumers will demand high quality products and services, coupled with augmented services. (could be even personalised). Low income consumers will be most willing to purchase basic products or services, at the lowest possible prices. Therefore, marketing strategies will have to reflect the needs of these two diverse group of consumers.

7. The marketplace of the future will be quite complex and challenging. Change will be profound and inevitable. The nature of competition could be very different tomorrow, specially with numerous joint ventures, mergers and acquisitions taking place, across diverse industries. Against this backdrop marketers will need to be faster, smarter and decisive in a range of activities. For example new product development, distribution and logistics, decision making, communication activities etc. Technology could be harnessed to speed up all activities, coupled with a fluid organizational structure and strong leadership.

8. New media development will be another characteristic of future markets. Electronic media, cable T.V. networks, internet and intranets, sms to name a few. The challenge to marketers would be how to harness the power of these new mediums, for competitive advantage. This requires good analysis and media planning skills. (even total communications planning). Fragmented media is an effective breeding ground, for proliferating media related resources, unnecessarily.

In this short article, my endeavour was to highlight, that the marketplace of the future, will be very different to today's. The need for accurate, market based information will be acute. Precise segmentation of markets and targeting will be critical activities. Further, providing consumers with constant value and recreating competitive advantages will also be the key to success.

"The past is history, the future is a mystery".

"Shape your future and take control of it, for success".

We live in a time of Endless choice and opportunity

by Ranjeewa Kulatunga

The new economy is supposed to open up endless choices for consumers, but it's just not true. Few global brands like, Calvin Klein, and Marks and Spencer instead dominate the global economy. The new economy does open up countless opportunities to make a living any way you want, but it also means a greater chance of failure if you don't choose to be alert.

It's hard to keep the sense of balance these days. The turbulent economy in which we all make our living constantly throws things out of misery. At times we seem blessed. The generation, application and exploration of knowledge is driving modern economic growth. We make our living providing service, judgement, information and analysis, whether in a telephone call centre, a lawyer's office, a government department or a scientific laboratory. This is the knowledge economy.

Yet many of us feel uncertain, stressed, insecure and less in control of our lives. Our powerlessness is not a personal failing, but an institutional one. Institutions seem paralysed. They were designed for another era. we are in the Twenty-first century the knowledge economy, yet we rely on national institutions inherited from the nineteenth century. We are scientific and technological revolutionaries, but political and institutional conservatives.

We can't retreat from modernisation, but must instead embark on a wave of radical innovation in basic political, social and economic institutions. We must create the weightless society.

The weightless society rightly appears to be viewed optimistically by many. This is evident when we read magazines and newspapers. Globalisation is good. If we turn our back on the global economy, we turn our backs on the most vital force in modern societies: the accelerating spread of knowledge and ideas. A thriving knowledge society must be cosmopolitan and open, reward talent and creativity, and invest in people and education. (I will leave it to you to judge how favourable this is in your own environment. Lots of intellectuals migrate; an exit interview can be some food for thought). Knowledge societies are democratic and dissenting, open to new ideas from unusual sources (not hierarchical), and boasting cultures in which authorities and elites are constantly questioned and challenged.

Think of home

Compare your house with your grandparents". Your house is packed with equipment whose inner workings you are ignorant about - computers, faxes, telephones, digital televisions, CD players and microwaves. Our domestic life is built on a foundation of ignorance. Your grandparents, on the other hand, knew how things in their house worked because these items were mechanical. Although our society is far richer in knowledge, you are more ignorant than your grandparents were.

Ignorance isn't bliss, but it's lot better from us than we generally think. Ignorance is a good measure of just how rich and productive our societies have become. Ignorance allows us to be efficient. We can rely on other to create new products and businesses. For example, Nokia combines engineering knowledge with people's knowledge. We specialise and combine our knowledge with others consumer styling and sophisticated software.

We are learning to trust the knowledge of other people, allowing ourselves to be ignorant where they are knowledgeable. We don't need to know how a cell phone works; should we? It would be a waste of time to find out. As the knowledge economy becomes more developed and our lives more independent, the ability to trust the knowledge of other people regardless of status, caste, and hierarchy will become more vital. All of us are made richer by our ability to remain ignorant while other people do the learning and inventing for us. Ignorance is efficient because it helps us economise on knowledge. That's the power of the division of labour in the knowledge economy. This is the balance Human Resources Development professionals must take note, when they multi-skill the workforce.

Your father probably had a steady, predictable and dependable career, which carried him through a well earned, properly funded and enjoyable retirement. Today, you might be self-employed, independent and working from home. If so, you are a "portfolio worker," armed with a laptop, a modem and some contacts. Simply put, you live by your wits.

To go it alone is risky, demanding and stressful. Yet to rely upon larger organisations and institutions, companies, and trade unions isn't much of an improvement. Where can you turn to find greater security in an environment as hostile as the modern global economy? (Especially in a country like Sri Lanka where social security is not towards our advantage... Even in the UK in this day and age, the amount is reduced to encourage people to remain employed). The unlikely answer lies in the children's book series 'famous five'. In it, the kids set out to look for treasure, but run into daunting obstacles: deep mud, a cold river, a dark forest and a violent storm. At each obstacle, the team chants, "We can't go under it. We can't go over it. We'll have to go through it." That's the challenge we face. We have to steel ourselves to press on because there is no going back.

It is so simple

There is no better example of the power of knowledge economy than a simple recipe. Each year at Christmas, (Today even every week on local television) millions of people in the world give cookbooks. This exchange is an annual, global knowledge transfer on a vast scale. For example even in a smaller scale - at SriLankan Airlines the great company I work for, in our monthly staff magazine 'Monara' we don't miss a recipe from our chef at SriLankan catering. A few thousand-cookbook writers around the world distil their knowledge and deliver it to millions of cooks. It's a worldwide upgrade of the software, which runs our kitchens.

Tacit vs explicit

There are two kinds of knowledge, tacit and explicit. Tacit knowledge is that which you acquire by experience. It's best communicated by example. Explicit knowledge on the other hand, is confident in reports and books. Explicit knowledge is easier to transfer, but less rich. For example, there are two ways of delivering a recipe - tacitly or explicitly. You may have learned how to create a beautiful chocolate ice-cream by watching your mother make one. That was the transfer of tacit knowledge. The same recipe in a cookbook or posted on the Internet will transfer the knowledge faster and to a lot more people.

Knowledge as a commodity

Knowledge about how to cook has become a commodity. Instead of acquiring our own knowledge, we economise and buy the book. Imagine for a moment that you have invented the perfect chocolate ice-cream recipe. You can exploit this two ways. One is by making ice-cream. But there is a limit to how many ice-cream tubs you can make, and each one costs money to produce. If, however, you perfected the recipe, and sell it, there is no practical limit on how many you can produce, at very little cost.

When to compete

Our generation is the beneficiary of an unprecedented tide of formal knowledge, which is lifting us up. That knowledge is coming from a combination of scientific reach, a concerted investment in education, and the spread of information technology.

Together, these "push" factors are making available unprecedented amounts of valuable know-how. And another powerful set of competitive pressures is pulling companies towards a durable source of competitive advantage. Companies are driven to invest more in assets that weigh nothing but which are of great value: brands, research and development, and new approaches to building customer loyalty. All Human Resources Development Professional must leave allowances for Internal Research, and be guided by externals customer satisfaction input prior to initiating a formal organisational development strategy.

The message for companies and the employees is clear. Most of their value comes from "stealth assets" like brands, research, patents (exclusive rights) and other intellectual property. The tangible assets recorded on most corporate balance sheets are often no more than a fraction of the total worth of company. The gap between the value of a company's tangible assets and its true worth, known as the market-to-book-ratio, is especially large for service and high-technology companies.

Being ignorant is no harm, so long we are humble enough to trust and depend on the knowledge of our own colleague, boss or subordinate. It pays to encourage workers to use the internet, and to teach what you know to others and record your learning and make it available in the internet creating a "Deep Knowledge Reservoir". A strong company needs to be sustained by deep reservoirs of knowledge. It must acquire and generate specialised expertise and know-how. A company can't be a loose collection of generalists. The ability to integrate diverse skills and complementary resources will become more critical. Do you have a system on the business to capture this? Remember, companies are knowledge integrators. An external research input will be of value, when we consider the theory - that there are more innovative ideas outside our company than inside.

We are in the midst of a chronic crisis in the balance between tax and spending in most countries. For example, it is difficult to believe a traditional tax system in the industrial age be suitable in this day and age. Taxpayers will be increasingly unwilling to pay more tax unless they see lasting benefits. (More public spending will have to become social investment) but these may need radical changes to the structure. Pensions must be funded from investment income rather than by transferring resources from one group of population to another.

We must not retreat into narrow nationalism. That would be like our ancestors a century ago. The knowledge economy goes to the heart of issues of global equality and development. There is no one best route into the knowledge economy. The production of new ideas within schools, colleges, companies and teams can be organised in a vast array of ways, while firms, governments and societies have a wide array of choices about how to organise themselves. Remember friends, the story must begin with you - People want to see results. Move with the times, live in the new knowledge economy coz there is no turning back - you are already in it if you didn't know.... or if you for a moment forgot.

In the knowledge economy, the ability to unlearn is more important than the ability to learn. Unlearning is harder than learning, but absolutely necessary if companies and organisations are going to survive challenges. Good Luck to you, it is all about survival.

Goal setting for professional excellence!

by Dr. K. Kuhathasan, CEO. Centre for Leadership Excellence and Personality Development

Most experts agree on the importance of setting goals. Goals provide a sense of direction and purpose. They reveal true priorities. Through them, necessary resources can be identified. They are also one of the most useful tools available for career development.

Goals should be specific, Measurable, Achievable and Result oriented. They should clearly state what the expected outcomes, as well as when it is to be achieved. Less specified goals are often called "objectives" - statements of a general aim. Usually, objectives are long-range goals and are then turned into real accomplishments by daily, supporting activities. This is why so many management and personal development experts stress the importance of a daily or weekly "to-do" list. Regular, daily work is what makes "goals" become "reality".

Goals are useful not only in career development but in personal development as well. Aims such as career advancement, promotion, starting a new hobby, or saving money become reality much more often when they are turned into goal statements that are supported by daily activities.

Personal vision

Having a personal vision, mission and goals will help your mind to guide you towards achievement of such goals. You mind will work at it peak efficiency only when it has clear images-vision, mission and goals. Vague and general wishes will not arm your mind with the necessary stimulation to achieve results.

A manager attached to a leading institution said that his mission "is to live with honour and dignity and to serve my institution and my family. I have to be excellent and outstanding in my work. I like to inspire others. I like to encourage others. I like to motivate others. I will work for honour, dignity recognition and respect. I enjoy working smartly."

Can this be good mission? No, not all all. A good mission and supporting goals must be developed on concrete, specific, measurable, achievable and result-oriented basis.

Another Executive developed his goals that can be termed as result - oriented:

My vision

"To Develop Leadership Qualities and shine as an excellent executive in my organisation."

My Mission

"To be a successful leader of professional and social life."

My major goal

"Managing director of my company within 5 years."

My top ten objectives to attain my mission, vision and goal.

1. Practice Time Management

2. Continues Professional Development

3. Develop will - power

4. Make a complete plan for my career development

5. Do all I can to support my family

6. Have special event each year for the family

7. Exercise five times a week and remain healthy

8. Improving self confidence

9. Enhance Mental/Physical efficiency

10. Develop Pleasing Personality/Leadership

The following guidelines may help you to develop your vision, mission and goals.

1. Crystallize your thinking. Determine what specific goal you want to achieve. Then dedicate yourself to its attainment with answering singleness of purpose, the trenchant zeal of a crusader.

2 Develop a plan for achieving your goal and a deadline for its attainment, plan your projects carefully hour by hour, day by day, month by month organize activity and maintain enthusiasm.

3. Develop a sincere desire for the things you want in life. A burning desire is the greatest motivator of every human action. The desire for success implants success consciousness which in turn creates a vigorous and ever increasing habit of success.

4. Develop supreme confidence in yourself and your own abilities. Enter every activity without giving mental recognition to the possibility of defeat. Concentrate on your strengths instead of your weaknesses on your powers instead of your problems.

5. Develop a firm determination to follow through your plan regardless of obstacles, criticism or circumstances. Construct your determination with sustained effort-controlled attention and concentrated energy. Opportunities never come to those who wait-they are captured by those who dare to attack.

Remembering re-writing or reviewing your vision, mission and goals will have positive and productive impact on you. It will compel you to think about your priorities deeply, carefully and transform your actions and actives throughout the day, month and over a long period of time.

As you progress and move ahead, others will feel that you are not being driven by everything that happens to you, but you are systematically and methodically moving forward in the right direction, at the right time at the right pace towards excellence and achievements.

How to achieve your goals?

1. Set a deadline. Prepare yourself mentally and alert your mind.

2. Break down the plan into easily deliverable stages.

3. Be prepared to change the direction as and when necessary.

4. Review the plan and check your progress regularly to ensure you are on the right track.

5. Concentrate your thoughts and focus your full attention on what you want.

6.Think and visualize about achieving your goals. Think of what will you do when you achieve your goals.

7. Ask for opinion and seek assistance only from those who are qualified and those who have achieved remarkable success.

8.Always think of your next move, next step, next achievement and next-direction. Never give up your forward march towards your goals.

9. Ensure your goals are visible at all times. Keep your goals in your mind always. Think of ways and means of achieving your cherished goals. Act on them.

Achievement thinking

Now do some achievement thinking by answering these questions. Thinking in achievement terms.

1. How important is it to you, to achieve the goals?

2. How does this goal relate to your long-term vision?

3. Fantasize, imagine clearly and in detail how you will feel if you achieve it?

4. Fantasize, imagine clearly and in detail how you will feel if you fail to achieve it?

5. Specify the shortcomings within yourself that hinder your progress.

How to achieve your goal by active thinking

Once you've set realistic, measurable and time-bound goals, you've made a great start. You're miles ahead of those who hasn't but your work is still far from over. The secret of achieving is thinking and feeling.

1. Put the list of your goals where you can read them daily.

2. Always think of your goals. Why are they important to you? Why should you work to achieve them?

3. Use your imagination. This wonderful power to project our vision ahead can help us to create a better future. Before men designed the command capsule and lunar landing craft that went to the moon, someone had to imagine this odd-looking craft. You, too should imagine how you will feel if you reach your goal? Don't allow yourself merely to say 'good' but think in detail of just what it will feel like. Then imagine how you will feel if you don't attain your goal. Don't just say 'bad' but picture vividly your feelings of disappointment.

4. Be realistic and picture the obstacles you may have to face: obstacles within you and other obstacles. What are they and how you overcome them?

5. What specific action will you take and when? Write them down. Remember that the longest journey starts with one small step.

6.Discuss your goals over others, especially with those who are skilled in the field. Experts in a given area.

Mental rehearsal

Top sports people use mental rehearsal techniques constantly to improve their performances by building strong self-image of success. Sunil Gavaskar puts 50 percent of his success down to mental rehearsal.

Top business people use this approach too. An excellent sales manager runs through a coming project as if it were a video, stopping the 'tape' whenever he can't see his way forward. At that point he consults with colleagues on ways of clarifying doubts or handling blocks. When he has a satisfactory answer, he lets the 'video' play on.

Mental rehearsal is used by fine salespeople. They imagine a presentation: what will they see, hear and feel, how they will respond to an audience and what state of mind they need to be in to handle challenges-especially the unexpected ones.

Your goals will take you to the right destination! Good luck to you!

National strategy to achieve cleaner production

Cleaner production is a broad concept that is achieved by reducing both the consumption of natural resources per unit of production and the amount of waste and consequent impact on the environment and human health per unit of production. It is therefore measured in increased efficiency and productivity of the production process. Unlike pollution control, CP cannot be taught as a technique, but required a shift in perspective of the business decision-maker with regard to the factors considered in business decisions. Fortunately, it is also dissimilar to pollution control in that pursuing it is does not simply add to the cost of production, but serves to reduce production costs and make the firm more productive and competitive.

Cleaner production (CP) is a condition in which pollutants produced and natural resources consumed for each unit of product or service are reduced so that growth is economically, environmentally and socially sustainable. In practical use, the term cleaner production or CP often refers also to the collection of principles and practices by which one seeks to achieve that condition of CP.

A widely used definition of CP, given by the United Nations Environment Program is:

Cleaner production is the continuous application of an integrated preventive environmental strategy applied to processes, products, and services to increase overall efficiency and reduce risks to humans and the environment. This involves:

. Production process: conserving raw materials and energy, eliminating toxic raw materials and reducing the quantity and toxicity of all emissions and wastes;

. Products: reducing negative impacts along the life cycle of a product, from raw materials extraction to its ultimate disposal; and

. Services: incorporating environmental concerns into designing and delivering services.

This is a broad definition that addresses not only the reduction of the quantity and toxicity of pollution from production, but also the reduction of the consumption of natural resources by those process. In this perspective, the principles and practices by which CP will be achieved include many related concepts, such as pollution prevention waste minimization, environmental management, design-for-the-environment, life-cycle analysis, green accounting, and others.

CP also involves many sectors of activity, and the co-operation of all these sectors is needed to achieve CP on a national scale. The principles of CP originated in manufacturing but they are equally applicable to transportation, mining, health services, agriculture, tourism and many other sectors. All levels of government provide facilities and services to their citizens, consuming resources and impacting the environment. Education, financial and professional organizations all influence the behavior of business and can significantly contribute to achieving CP. Community and other volunteer organizations are made up of citizens who are impacted by the actions of business and who can contribute constructively to motivate change toward greater efficiency.

Trade and investment may be strongly affected by CP in industry. All of these are stakeholder in a process of achieving national CP, and each in it sown way can contribute to and benefit from a national program to achieve CP.

CP is not simply a response to environmental concerns. It very much concerns questions of economic competitiveness and national sustainable growth. At the core of the meaning of CP is efficiency, as less use of raw materials and less waste per unit of product inherently mean increased production efficiency. This in turn yields higher profitability and greater competitiveness. As world markets become more open and competitive, achieving CP can make a critical difference in the ability of a nation's products and services to compete both in the global market and at home.

All developing regions of the globe are striving for rapid future industrialisation. The adoption of principles and practices to achieve cleaner production can both make industrial growth more competitive and avoid the environmental impacts and the depletion of natural resources that have been incurred by the more industrialized nations from similar growth. Unfortunately, the intensity of natural resources consumed and of pollutants discharged is not yet falling as fast as producing is rising.

The result will be continuing rapid depletion of natural resources and degradation of the environment, and increasing risk to human health. Under those conditions the faster economic growth occurs, the worse the problem will become. Many areas face an environmental disaster from what may seem like economic success, but is an inherently unsustainable condition.

Changing this pattern requires a coherent national strategy that encompasses not only industry but all sectors, public and private, whose activities have an impact on the environment or consume natural resources, or which can help to influence the behavior of those who directly impact the environment. It requires commitment from government at the highest levels and the mainstreaming of concern for CP in public policy at all levels and in all highest levels and the mainstreaming of concern for CP in public policy at all levels and in all sectors.

Finally it requires careful planning for actions to change the behavior of enterprises and organizations, voluntarily toward greater production efficiency. These actions must be carefully selected on the basis of the national strategy, achieve synergy through collaboration among sectors, and he supported by public policy and strong leadership.

The Clean Industry Development Project, sponsored by the Ministry of Enterprise Development, Industrial Policy and Investment Promotion and funded by the Asian Development Bank, is undertaking with the collaboration of a wide range of stakeholder to develop the strategy, action plan and public policies needed by Sri Lanka to achieve cleaner production and the increased production efficiency, international competitiveness and sustainable development that cleaner production makes possible.

Developing the strategy and action plan is based on extensive research, especially on the advice of representatives from many private sector firms and organizations as to the combination of understanding, policies, incentives, rewards, pressures and other conditions that will change the perspective of the businessperson to believe that CP is in the best business interest of the firm.

Developing a workable strategy and action plan requires the collaboration of many sectors of government, business and community. Representatives of different perspectives and interests must come together to discover their common interests in achieving CP and how the nation as a whole and the agenda of each stakeholder can benefit from national progress toward CP. They must then examine how each can contribute to a combined and integrated plan to achieve CP nationally, and work to integrate principles of CP into policy and programs at all levels and in all sectors of activity.

It is a long process, but the future cost to the nation of continuing in existing patterns of increasing industrial pollution and depletion of natural resources, accelerated by economic growth, is unacceptable. This is a truly national issue, cutting across all dimensions of governmental responsibility for the future welfare of the nation and its people.

Cosmetics and hair care products for the local market

Kindai Kagaku Lanka Limited, the country's sole manufacturer of cosmetics and hair care products for the export market hopes to launch its product range in the local market from March.

The company which was set up as a Board of Investment venture in 1999 with an investment of Rs. 110 million is a subsidiary company of Kindai Kagaku of Japan.

Managing Director of Kindai Kagaku Lanka, Priyantha Perera said the company which had up to now exported their products to the USA, Middle East, UK, Dubai and Taiwan markets in addition to Japan hopes to expand its horizons by venturing into the local market with their range of products under the brand name Dreamron.

The company's branded bench mark products include Saferon, Dreamron, Torontoman, Soriciere, Grigio and Meg under different categories of products for Shampoo, hair care, hand wash, baby care, styling items, toiletry, herbal items and body care items.

These products have up to now been exported exclusively to the Japanese market.

The company which obtained ISO 9001 certification in the beginning of this year functions on the Japanese concepts of 5S and family concept of an egalitarian working atmosphere.

Located in a spacious environment in Poruwadanda, a village four kilometres from Horana, Kindai Kagaku has laid emphasis on maintaining a cleaner environment. The water treatment plant inside the factory compound ensures an eco-friendly water treatment procedure.

Kindai Kagaku which means modern chemistry in the local Japanese language ensure the products are maintained to the highest quality levels helping the company to maintain the same levels of quality as the counter plants in Japan and elsewhere. Kindai Kagaku has six similar manufacturing plants in Japan and four elsewhere in the region.

The launch of their products in the local market are to be held on a low key with the initial introduction among the professionals in the country. The Managing Director said the test introduction among the professional segments had shown positive results for the company with a considerable demand for their cosmetics.

The company imports all material directly from Japan in order to maintain quality levels and therefore the production cost has been high according to the company's MD.

Kindai Kagaku has a 42% percent stake for their products in the Japanese market and is considered to be among the top in the cosmetics segment.

"The Year of Personal Hygiene"

Reckitt Benckiser Lanka launched yet another community development project to promote personal hygiene at school level. This aggressive promotion covers 30 selected schools in Colombo and immediate suburbs. Starting 2nd week of February and extending a good 3 months the Health Clubs of each of these schools will dedicate one day participating in this educative health series, the first leg of this newly declared "Year of Personal Hygiene."

Headed by Ms. Roshani Fernando, Consultant to Reckitt Benckiser, this innovative project aptly titled "Suwa Shakthi" has 2 workshop style sessions, one in the morning with all the primary grade students of the relevant school participating in a demonstration of proper guidelines on hand wash to eliminate germs and the afternoon sessions are devoted to the Year 7 to Advanced Level grade students getting insight into the scientific aspects of de-germination and prevention of common infections and mitigation of disease causing gems. They are guided by a medical professional, Dr. Asela Anthony in attendence advising and answering their personal queries on health and hygiene. This is the first of its kind in Sri Lanka where a private sector company has come forward to build into the busy school curriculum in the first term, a day dedicated to enlightening and guiding students on Personal Health and Hygiene.

"We have the fullest co-operation of the School Principal and staff and the students are extremely enthusiastic. Reckitts have designed this series of educational programs in order to inculcate good habits that breed personal hygiene at school level with the vision that the future generation will have a better understand and attitude towards personal hygiene which is the core contributory factor to a health society," explains Roshani who is a professional in research studies besides marketing. "We believe a healthy body houses a health mind."

At Reckitts we take community service seriously and assign a sizeable budget towards program so this nature to uplift the community we live in," she emphasised.

Suwa Shakthi series of educational programs are sponsored by Dettol, "the brand that disinfects the world", she concluded.

The winning alliance

The Singer Widac strategic alliance emerged number one for the categories of 'concept design and fitout' for both commercial and domestic interiors at the recently concluded prestigious Architects' Exhibition 2002 at the BMICH.

Singer (Sri Lanka) Ltd. is a diversified public quoted company having one of the largest customer bases in the island with a reputation for marketing products of the highest quality and reputation for aftersales service.

Widac Commercial Interiors (Pvt) Ltd being a leading Interior Decorating company and a member of Widac Holdings (Pvt) Ltd., also a diversified group of companies founded in 1986. Widac with its trained and skilled staff are capable of handling all aspects of any commercial or domestic interior projects including concept and design, drawing up of plans, manufacturing of a complete range of high quality custom built furniture including expertise in project management skills. The projects are complemented with interior decor products such as Louvalite verticle blinds of UK, ergonomically designed Pablo chairs from Malaysia, Llumar solar control and safety film from USA, and Corian (R) solid surfaces of Dupont - USA, to provide the end user with a complete quality service on a turnkey basis. Widac has repeatedly won awards at the prestigious Architects' exhibition conducted by the Sri Lanka Institute of Architects from 1995 to 2001, and was judged No. 1 interior decorating company in 1998, 2000, 2001 and 2002. Widac were judged winners of the award for best concept at the Office 2000 and 2001 exhibitions held in 1999 and 2000 as well.

Through its strategic alliance, Singer (Sri Lanka) Ltd. and Widac Commercial Interiors (Pvt) Ltd. has joined forces, identifying the need in the market for a strategic alliance in order to provide professional services in design concept, manufacture and fitout, project management and after sales service to their discerning customers.

The alliance goes even further to offer its residential customers a financial service through 'Ferbiplan' a joint venture with NDB Housing Bank a leading financial institution.

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