KOLEJ KEMAHIRAN TINGGI MARA BERANANG

ENTREPRENEURSHIP
DUK 4022
INDIVIDUAL ASSIGNMENT TITLE: -
Profile of successful entrepreneurs in Malaysia and Japan.
Tan Sri SM Nasimuddin SM Amin (Founder of NAZA Group)

And

Dr. Kazuma Tateisi (Founder of OMRON Corporation)

NAME : Amirul Azha Bin Sharuddin

IC. NO : 900718-14-5107
ID. NO : K30-208-0008
CLASS : Ichiban
COURSE : Data transmission and network
LECTURER : Mr Mohd Nor Hazwan Bin Yusuf
 TABLE OF CONTENT

N TOPIC PAGE
O
1 Introduction 3
2 Objective 4
3 Malaysian Entrepreneur
I. Personal Background 6
II. Company Background 7
III. Entrepreneurial Competencies 8
IV. Entrepreneur Criteria 10
V. Motivation to be a Entrepreneur 11
VI. Business Ethics 12

4 Japanese Entrepreneur
I. Personal Background 14
II. Company Background 16
III. Entrepreneurial Competencies 17
IV. Entrepreneur Criteria 18
V. Motivation to be a Entrepreneur 19
VI. Business Ethics 20
5 Finding 21
6 Conclusion 23
7 Appendixes 24
8 References 26

2
INTRODUCTION

Entrepreneurs according to Kamus Dewan, entrepreneur is a person undertaking an

enterprise of the entrepreneur. The entrepreneur is a massive job to make the goods - goods
industry, trade or employment on a large scale. In addition to business is a business that should
incorporate risk factors of production including capital, labor, and materials and rewarded
through profits from the market value of goods. With simple words, an entrepreneur will act as
the management of economic activities mainly operates, owns, manages, and bear the risk of a
business and an innovator that can lead to a renewal.

Entrepreneurs are also a leading manager of business and did everything right to
ownership over the business. Therefore, it is a business risk. Entrepreneurs have the vision and
expand prosperity for the community. Entrepreneur is someone who wants freedom in business,
make their own decisions and to succeed on their own efforts.

This assignment is all about successful entrepreneurs from Malaysia and Japan. I have
chosen to great leaders in entrepreneurship, Allahyarham Tan Sri S.M. Nasimuddin S.M. Amin
from Malaysia and also Kazuma Tateisi from Japan. S.M Nasimuddin is the founder of Malaysia
leading automotive company located in Gurun, Kedah, NAZA Group while Kazuma Tateisi is
the OMRON Corporation founder.

In this assignment, I will tell a little bit about the life of both of the entrepreneurs, from
their early life, their starting working life to their time where they achieved success in their life.

3
OBJECTIVE

1. To know the personal background of the entrepreneurs.

2. To know the company background of the entrepreneurs
3. To gain knowledge about their entrepreneurial skills.
4. To find out their entrepreneur criteria
5. To find out their motivation to be a entrepreneur
6. To discover about their working ethics.
7. To know about the differences between Malaysia and Japanese entrepreneurs

4
MALAYSIAN SUCCESSFUL ENTREPRENEUR:

Tan Sri SM Nasimuddin Bin SM Amin

(25 January 1955 – 1 May 2008)

Founder of NAZA Group

“In business you must start from small, study everything and go
step by step.”

-Allahyarham Tan Sri SM Nasimuddin Bin SM Amin-

5
PERSONAL BACKGROUND

Tan Sri SM Nasimuddin was born on 25 th January 1955 at Kuala Pilah, Negeri Sembilan,
Malaysia. As a child of a contractor, he received his early education in primary schools Tunku
Munawir from 1961 to 1966 and also received his education at the Tuanku Muhammad School
in Kuala Pilah, Negeri Sembilan. Since child, he was always interested in cars.

As a contractor son, he takes the advantage by working with his father. In years of 1974,
when he was 19 years old, he has saved RM 80,000 in the bank account of salary as an assistant
of his father. To realize his dream, he began his automobile business with an allocation of
Approved Permits (APs) to import foreign cars. He won a million dollars worth of profits within
a year.

Besides, he is the Managing Director of Naza Group, established in 1979. He was

involved in various types of business such as motor business, hospitality, agriculture,
engineering, transportation, tools - machine tools, manufacturing, insurance agencies and others.
In 1979, he showed his commitment in his business when he decided to import car from Japan
which at that time Japanese cars is popular among Malaysians.

As an entrepreneur, he had to face several challenges, including financing and how to

gain the confidence of customers to buy cars or used cars when many of the people of Malaysia
are less interested in foreign cars. But the passion and belief in the business continues to make
success.

Even he is one of the successful entrepreneurs in Malaysia, he never changes lot of his
lifestyle and not drown with the money. The word that will motivate us is "To get success, you
must have an interest in what you do and you must know what you do. You have to plan first and
have the direction. In business you should start of small, perform research and go step by step. "

Nasimuddin died of stage four lung cancers at California, USA on 1 May 2008. He was
53 years old. His body was brought back to Malaysia on 4 May 2008. More than 6,000 people
came to Masjid Wilayah to pay their last respects including Datuk Seri Abdullah Ahmad Badawi
and Tun Dr Mahathir bin Mohamad. The body was later buried next to the grave of his beloved
mother, Salbiah Abdul Majid.

6
COMPANY BACKGROUND

Naza Group of Companies is a Malaysian business conglomerate associated with motor

trading, automotive franchises and property development, which began operations in 1974. The
group has 14 business divisions including vehicle and bike manufacturing (Kia & Peugeot),
transport services, limousine services, machine tools/parts, engineering, plantation, cigarette
distribution, credit & leasing, water crafts, properties, hotel operations and insurance. The group
was founded and led by Malaysian business tycoon Nasimuddin Amin until his early death of
lung cancer on May 1, 2008.

Naza Group is the franchise holder for Italy's Ferrari and Maserati South Korea's Kia,
France's Peugeot, German's Brabus, Hamann, Ducati and Harley Davidson bikes in Malaysia.
Naza markets rebadged versions of Kia's Carnival, Carens, Picanto vehicles as Naza Ria, Naza
Citra and Naza Suria respectively for Malaysian market. In April 2006, Naza developed the Naza
Sutera based on Hafei Lobo. It was joined by a Naza-badged version of the Peugeot 206 called
the Naza 206 Bestari in May 2006, and a Naza-badged version of the Kia Picanto called Naza
Picanto in November 2006.

In August 2005, Naza opened its doors to a new automotive showroom which became the
company's landmark - Naza Auto Mall. It has won a mention in the Malaysia Book of Records
for being the largest motor showroom in the country

7
ENTREPRENEURIAL COMPETENCIES

1. Self confident

Tan Sri Nasimuddin was such a self-confident attitude is the key factor of the individual
entrepreneur. This can be highlighted by his interest to buy 40% stake and take over the
Malaysian national car company, Proton is reportedly facing financial crisis. He said that he
had already outlined plans to revive Proton if the government allowed the company to buy
controlling interest. This attitude can be seen as an entrepreneur is not afraid to try any of the
risks ahead. With a lot of reading and collecting experience, particularly in the area - a
designated area is one method of improving self-esteem. Have confidence in our abilities and
personal skills to achieve a feeling of love to create confidence in the ability to complete
something or meet a challenge.

2. Persistence

Attitude of persistence and perseverance in the self-made Tan Sri Nasimuddin company
has 14 business divisions covering industries - such as cigarette distribution, credit and
leasing, engineering, hospitality, insurance, parts, machinery, manufacturing, automotive,
real estate, transportation, planting and water vehicles that have been realized by him.
Feeling tired is not in finding ways to achieve goals without the attitude and always give way
to solve any problems that may prevent the achievement of successful results can be Tan Sri
Nasimuddin.

3. Searching for information or research

Beginning with the only sell used cars imported from Japan, he was working with foreign
companies and eventually sold the car locally under its own brand name is one example of
the characteristics of entrepreneurs who have been his use of the search for information or
research. By way of a survey conducted to enhance the experience, improve performance and
business performance driven. In addition to being a successful entrepreneur he has been
using market research and analysis for the market.

8
4. See and seize opportunities

Attitude of the view and take advantage of the Tan Sri Nasimuddin do can be seen when
he bought 20 APs (Approved Permits) and to Japan, where he spent three months and bring
back the first 20 units of used Japanese cars were sold, all within three months . He started
his automobile business in a shop in Taman Maluri and sells 10 to 15 cars a month. In 1979,
he opened a branch in Kampung Baru, Kuala Lumpur to encourage more retail business and
to sell 40 to 60 cars a month. Through this experience, he acquired the competence to find
and identify business opportunities that exist and are capable of expanding in the market.
This competency provides important factor in the success and sustainability of a business and
extend the life of a lasting business.

5. Convince others

An individual is called an entrepreneur should be able to convince others to be able to

show himself to give confidence to the customers to buy goods or services sold. Able to
show themselves and others in quality called he an entrepreneur and a person should be
knowledgeable and experienced. Former Prime Minister Tun Dr. Mahathir Mohamad
described Tan Sri Nasimuddin as an example of the success of the New Economic Policy
(NEP). Where he has an unusual approach to developing business started with selling used
cars imported from Japan, and cooperates with foreign companies to produce and sell locally-
made cars under its own brand. 'He proved that the NEP is able to ensure the success of the
indigenous if they use the opportunity to improve it. If all that comfortable as he did so
today, we might reach more of the goals of the NEP itself, "said Dr. Mahathir.

9
ENTREPRENEUR CRITERIA

1. Have skill and knowledge in acquire area

Tan Sri S.M Nasimuddin also has skills and knowledge related to his successful business.
Since he was a child, he already has interest in cars and other vehicles. From there, he
manages to gain knowledge about his interest and it makes him easier to open a business
related to cars and other vehicles.

2. High determination lead to success

Tan Sri S.M. Nasimuddin has high determination in leading his company to success. We
can see when he started his company with focusing on automobile but now, with his high
determination, he manage to have 14 business divisions covering industries - such as
cigarette distribution, credit and leasing, engineering, hospitality, insurance, parts,
machinery, manufacturing, automotive, real estate, transportation, planting and water
vehicles

3. Avoid credit – safe from debt

In 1974, when he was 19 years have saved RM 80,000 in the bank account of salary as an
assistant of his father obtained work as a contractor. He began his automobile business with
an allocation of Approved Permits (APs) to import foreign cars. He won a million dollars
worth of profits within a year. So, we can see here he don’t make any loan to start his
business. So, he was surely free from debts.

4. Able to look out of box (look forward)

Tan Sri SM Nasimuddin showed his out of box thinking in his business when he decided
to import cars - Japanese car which at that time Japanese cars is popular among Malaysians.

10
MOTIVATION BE A ENTREPRENUER
During his life as a successful entrepreneur, tons of motivation that lead him to the stage
where he stands. Some of his motivations are:

1. Interest

Since he was child, he loves to gain knowledge about cars and vehicles. From here, he
continues his interest in vehicles by establishing his own company.

2. Social Status

From his background, I can know that his family came from a moderate family where his
father work as a contractor and his mother is a housewife. So, I think from here, he learned
something valuable.

3. Government support

The government policies to let the traders like him to have Approved Permits
(AP’s). So he can bring imported car to Malaysia.

11
BUSINESS ETHICS

1. High self-esteem

Tan Sri Nasimuddin was such a self-confident attitude is the key factor of the individual
entrepreneur. This can be highlighted by his interest to buy 40% stake and take over the
Malaysian national car company, Proton is reportedly facing financial crisis.

2. Good to convince others

Former Prime Minister Tun Dr. Mahathir Mohamad described Tan Sri Nasimuddin as an
example of the success of the New Economic Policy (NEP). Where he has an unusual approach
to developing business started with selling used cars imported from Japan, and cooperates with
foreign companies to produce and sell locally-made cars under its own brand. 'He proved that the
NEP is able to ensure the success of the indigenous if they use the opportunity to improve it. If
all that comfortable as he did so today, we might reach more of the goals of the NEP itself, "said
Dr. Mahathir.

3. High determination

Attitude of persistence and perseverance in the self-made Tan Sri Nasimuddin company has
14 business divisions covering industries - such as cigarette distribution, credit and leasing,
engineering, hospitality, insurance, parts, machinery, manufacturing, automotive, real estate,
transportation, planting and water vehicles that have been realized by him.

12
JAPANESE SUCCESSFUL ENTREPRENEUR:

Kazuma Tateisi

Founder of OMRON Corporation

"Don't say 'I Can't', but rather, 'How can I?”

-Dr. Kazuma Tateisi-

13
PERSONAL BACKGROUND

Kazuma Tateisi was born in the city of Kumamoto in western Japan on September 20,
1900, the first son of Kumanosuke and Ei Tateisi. The Tateisi’s were makers of traditional ‘sake’
cups that were popular as gifts.Kazuma lived a normal life until his father's death on March 26,
1908. Without Kumanosuke the family business quickly declined, leading Kazuma's mother Ei
to open a boarding house. Although he was only in his first year of elementary school, Kazuma
delivered newspapers to supplement the family income. His grandmother, who looked after the
children while her daughter-in-law was at work, instilled in Kazuma a sense of responsibility and
discipline, and taught him the value of loyalty and independence.

After graduating from Kumamoto Technical College (presently Kumamoto University) in

1921 with a degree in electrical engineering, Kazuma acquired a job as an electrical engineer for
the Hyogo Prefectural Government. The following year, a friend recommended him for a
position at Inoue Electric Manufacturing Co., where he worked on the production of an induction
type protective relay based on an American prototype. Kazuma would later apply the knowledge
and specialized skills he acquired during this project in establishing OMRON Tateisi Electronics
Co. (presently OMRON Corporation).

The Wall Street Crash of 1929 precipitated a worldwide recession that hit Japan the
following year. It was around this time that, in response to a conflict of opinion with his
superiors, Kazuma submitted his resignation to Inoue Electric and decided to go it alone. He set
up a company in Kyoto, Saikosha, to produce his own invention-a trouser press for home use-
and threw himself into sales, cycling as far away as Osaka to meet potential customers.

The difficulties Kazuma endured in trying to promote his products taught him the
importance of effective advertising and product demonstrations as well as securing sales
channels and establishing favorable terms and conditions for business transactions.

Although his business was not making much money, Kazuma never gave up in electronic
industries. In 1932, he met up with an old friend who was working as an X-ray salesman. This
friend gave Kazuma the idea for his next invention: a timer for X-ray machines that combined an
induction type relay with an oil circuit breaker. Spotting a business opportunity, Kazuma

14
relocated his factory to Higashinoda, Osaka, and began operations under the name Tateisi
Electric Manufacturing Co. This modest enterprise would go on to become OMRON
Corporation. In 1935, Kazuma designed a brand mark for the new company and placed a full-
page ad in the trade magazine OHM. At the time, this type of publicity was considered unusual,
yet innovative. As orders for relays increased, the Higashinoda factory proved too small to
handle production, and in 1936, Kazuma constructed a new factory in Nozato, expanding
operations to Tokyo the following year.

In 1952, several events would have a pivotal influence on OMRON's direction. These
included a speech by Dr. Yoichi Ueno, a pioneer in the area of productivity improvement, in
which he remarked that in the future, products must be designed with automation in mind; and
Kazuma's introduction to the theory of cybernetics by Dr. Katsuzo Nishi, founder of the Nishi
healing method. Eager to discover new markets, Kazuma saw automation and cybernetics as
ways of tapping into the possibilities of the future. As the market for automation began to
develop, Kazuma turned his attention to creating management policies that would guide the
company's expanding operations. In 1956, he took part in a study group organized by Japan's
Keizai Doyukai (Association of Corporate Executives) that looked at management's
responsibility to society, through which he came to the conclusion that companies should not
only pursue profit, but also act as responsible corporate citizens by giving back to the society in
which they operate.

In September 1963, President Tateisi traveled to the United States to tour American
factories. There he was offered the opportunity to co-develop an automatic vending machine
capable of accept credit cards with the leading American vending machine manufacturer,
Automatic Canteen Co. For Mr. Tateisi, this represented an opportunity to get involved in a new
area of vending machine technology. OMRON and Automatic Canteen succeeded in developing
the system in just two years. When word spread to the media, the development was big news not
only in the US but in Japan as well.Through an unceasing commitment to R&D, OMRON went
from being a small factory to an industry leader with diversified information systems and
products. In 1979, the company's yearly sales amounted to 100 billion yen. Having spent 46
years as president, Kazuma Tateisi handed the reigns over to his first son, Takao, and took on the
position of chairman

15
COMPANY BACKGROUND

Headquartered in Kyoto, Japan, OMRON Corporation is a pioneer in the field of

automation; Omron Corporation is one of the world's premier manufacturers of automation
components, equipment, and systems with advanced computer, communications, and control
technologies. Incorporated in 1948, Omron’s versatile lineup of products includes relays,
sensors, and switches, computer systems for factory automation (FA), and large-scale control
and information systems. The Seventh Mid-Term, Management Plan is focused on achieving
mid-to-long-term growth through structural reforms targeting three major goals: creating a
growth-oriented structure, establishing an innovative cost structure, and revitalizing corporate
resources. OMRON has more than 33,000 employees in over 32 countries. The company is
divided into five regions and head offices are in Japan (Kyoto), Asia Pacific (Singapore), China
(Shanghai), Europe (Amsterdam) and US (Chicago).

As the market for automation began to develop, Kazuma turned his attention to creating
management policies that would guide the company's expanding operations. In 1956, he took
part in a study group organized by Japan's Keizai Doyukai (Association of Corporate Executives)
that looked at management's responsibility to society, through which he came to the conclusion
that companies should not only pursue profit, but also act as responsible corporate citizens by
giving back to the society in which they operate. A new company motto, which was announced
with the official establishment of OMRON Corporation on May 10, 1959, reflected Kazuma's-
now President Tateisi's-sense of corporate social responsibility:

"At work for a better life, a better world for all."

OMRON's corporate motto symbolizes the company's commitment to improving its

employees' quality of life and raising the standard of living of people around the world. As the
company's central guiding principle, the motto has remained unchanged to this day. Even as
OMRON pursues operations on a global scale, it can be said that the motto is represents the
company's spirit and approach to business.

16
ENTREPRENEURIAL COMPETENCIES

1. Determination
Mr. Tateisi always said, "Don't just say 'I can't.' Try and find a way to do it." He
believed that the words "I can't" were essentially the same as "I give up," and that it is
only through determination and persistence that people grow. Mr. Tateisi often said
"Taking on challenges and finding solutions to difficult questions is what being an
engineer is all about." It was precisely this approach to challenges that allowed OMRON
to grow into the company it is today.

2. Commitment towards work agreement.

Kazuma Tateisi was first introduced to the theory of cybernetics in 1952; he was
particularly fascinated by the idea of comparing the control and communication systems
of animals to those of machines.

3. Self confident
Regarding the first domestic efforts to develop the micro switch, Mr. Tateisi once
said;”I am very confident that this thing will be the world most needed thing in electronic
designing.” Yet today, the micro switch is one of the most important things in electronic
designing.

4. Find and grab opportunity.

In September 1963, President Tateisi traveled to the United States to tour
American factories. There he was offered the opportunity to co-develop an automatic
vending machine capable of accept credit cards with the leading American vending
machine manufacturer, Automatic Canteen Co.

17
ENTREPRENEUR CRITERIA

1. Good intention in running business.

The Japanese economy enjoyed rapid growth in the latter part of the 1950s. With
OMRON's corporate foundations cemented, President Kazuma Tateisi, who began his
career as an engineer, believed that OMRON must strengthen its R&D efforts in order to
better accommodate growing market demands.

2. Able to look out of the box.

One night in 1957, President Tateisi was listening to a transistor radio and began
thinking about the cyclotron vacuum tube, which had previously been employed in the
development of power line protection devices. He supposed that, by eliminating all the
contacts, it would be possible to create a switch that could last through 100 million life
cycles

3. Kaizen ( Improvement ).
In 1963, automatic vending machines made their first appearance on city streets.
Under President Tateisi's direction, OMRON engineers began work on the development
of an automatic vending machine capable of dispensing 121 different meal tickets, as
well as a bill changer. In less than one month, a team of young Central R&D Laboratory
researchers were able to perfect these machines.

18
MOTIVATION BE A ENTREPRENUER
During his life as an engineer, researcher and a successful entrepreneur, tons of
motivation that lead him to the stage where he stands. Some of his motivations are:

1. Economic Opportunities.
 When he gained trust from the government, he started to product his innovation
slowly. After years, he can be proud of his hard work.
 After the world war II in Japan, economic slowly to growth rapidly. He saw the
opportunities through this situation. He thinks that, when economic slowly to
stabilize, more new invention is needed to help people to make life easier. He
quickly jump into solution that move his factory to new land which is nearer to
big town and improve the promoting style.

2. Political and government support system.
 After the World War II in Japan, the Japanese government told him to create new
innovation to build back what they had lost. The cost was supported by the
government.
 Regarding to his effort to the study of creating first human arm which aiming in
help those disable people, the government provide him with all the facilities
needed.

19
BUSINESS ETHICS

1. Give alms.
Fourteen years after the establishment of OMRON Taiyo, a second factory was
opened in Kyoto (OMRON Kyoto Taiyo Co., Ltd.). By providing people with physical
disabilities with employment opportunities, OMRON strives to meet its social obligations
and fulfill its corporate motto.

2. Give worker chances to state their view before making any decision.
Looking back at the development of the solid state switch, one researcher who was
involved with the project said, "President Tateisi valued a challenge-oriented attitude in
his research and production staff. You would frequently hear him say 'That sounds
interesting, try it!' whenever someone brought up a new idea.

3. Build a good relationship with others.

Tateisi always never forget to bring his own Japanese business card. It is
important for him to make a network with others.

4. Willing to learn about others.

Always smile, be pleasant, willing to learn and ask a lot of questions about
customer’s company and never ask/involve in customer’s private life is always be
part of guide.

5. Punctuality in working.
If there any meeting, Tatesi will always be punctual and he never late for any
meetings.

6. Bring note to anywhere.

In every meetings , he always make sure that he will bring along lots of note for
note down any important part or speech in the meetings.

20
FINDING

Comparison between Malaysian and Japanese entrepreneur.

After doing the comparison between the two of the successful entrepreneur of Malaysia
and Japanese, finally I find out that that are a lots of differences between the both of them in
many ways. Firstly is the education level. Tan Sri SM Nasimuddin received his early education
in primary schools Tunku Munawir from 1961 to 1966 and also at Tuanku Muhammad School in
Kuala Pilah, Negeri Sembilan. Meanwhile, Kazuma Tateisi was graduating from Kumamoto
Technical College (presently Kumamoto University) in 1921 with a degree in electrical
engineering.

Secondly are how does they start their business. In 1974, Nasimuddin was 19 years old
and have saved RM 80,000 in the bank account of salary as an assistant of his father obtained
work as a contractor. He began his automobile business with an allocation of Approved Permits
(APs) to import foreign cars. From then on, he expands his business. In Kazuma Tateisi case, he
acquired a job as an electrical engineer for the Hyogo Prefectural Government. The following
year, a friend recommended him for a position at Inoue Electric Manufacturing Co. Kazuma
would later apply the knowledge and specialized skills in establishing OMRON Tateisi
Electronics Co. (presently OMRON Corporation). He is the boss of his company and started
business by inventing new equipments.

Besides, I found that how they do promote their product. Tan Sri SM Nasimuddin was
involved in various types of business such as motor business, hospitality, agriculture,
engineering, transportation, tools - machine tools, manufacturing, insurance agencies and others.
He showed his commitment in his business when he decided to import car from Japan which at
that time Japanese cars is popular among Malaysians. Naza Group also opened its doors to a new
automotive showroom which became the company's landmark - Naza Auto Mall. Compare to
Kazuma Tateisi’s promoting way, which is far apart from that. He designed a brand mark for the
new company and placed a full-page advertisement in the trade magazine OHM. He also set up a
company in Kyoto, Saikosha, to produce his own invention-a trouser press for home use-and
threw himself into sales, cycling as far away as Osaka to meet potential customers. The
difficulties Kazuma endured in trying to promote his products taught him the importance of

21
effective advertising and product demonstrations as well as securing sales channels and
establishing favorable terms and conditions for business transactions.

After that, there are differences between the business ethics shown by the both. Tan Sri
Nasimuddin was such a self-confident attitude and that is the key factor of the individual
entrepreneur. This can be highlighted by his interest to buy 40% stake and take over the
Malaysian national car company, Proton is reportedly facing financial crisis. While, Kazuma
Tateisi is more to R & D or the quality and goodness of his product. He always said, "Don't just
say 'I can't.' Try and find a way to do it." He believed that the words "I can't" were essentially the
same as "I give up," and that it is only through determination and persistence that people grow. It
was precisely this approach to challenges that allowed OMRON to grow into the company it is
today.

Lastly that the finding is about what method they use to make them to involve in
business. At Nasimuddin’s era, the effect of World War II is gone. So, it is easier to live and the
business will going good and smooth without too many obstacles. When the country is not really
affected by war, the economic is going smooth. Our goverment policies also let him to get AP’s
to bring imported car to Malaysia. Kazuma Tateisi is different from that. He is innovating a new
thing and helps others to improve life. He is also contributing his ideas to others.

22
CONCLUSION

From the assignment that I have done, I can conclude that we can learned many positive
lessons from both of the entrepreneurs (Tan Sri S.M. Hasimuddin and Dr Kazuma Tateisi). I can
see how they started from low background to become among the richest in the world. I can see
how many obstacles and resistances that they had to develop their business. I also can see how
much the outsider cause like economy; government and life quality effect their business
development.

After that, I also can describe that entrepreneurship is important in today's world. It is a
catalyst for change and economic development. The role of entrepreneurship in economic
development not only increases the rate of per capita output and income. It also involves changes
to the structure of business and society. This change is accompanied by the growth and increase
production.

Moreover, I can discover the positive attitude like never give up, take risk, punctual and
so on from both of the entrepreneurs. Besides that, I can see the ways how they solved their
problems effectively. I also can learn about the business ethics that both of them applied on their
working day. No matter what happened, they still standing strong without worry the incoming
obstacles.

Lastly, I also can discover the differences between Malaysia and Japanese entrepreneurs
relating to their attitude, background or maybe current situation like economy and life quality.

23
APPENDIXES

The Biggest automobile show room in Malaysia

Various automobile brand that NAZA Group sell

Award that NAZA Group Received

24
 First day of the OMRON Cooperation started to operation.

First Solid state proximity switch innovated by OMRON.

First timer for X-ray machines that combined an induction type relay with an oil circuit breaker
that been created by Kazuma San after analyzing the idea that his friend gave him.

25
REFERENCES

1. http://www.scribd.com/doc/25340275/TOKOH-USAHAWAN
2. http://www.usahawanbistari.blogspot.com/.../kisah-inspirasi-jutawan-
datuk-low-boon.html
3. http://www.bernama.com/bernama/v3/news_lite.php?id=330290
4. http://en.wikipedia.org/wiki/Naza
5. http://www.nazaworld.com.my/
6. http://en.wikipedia.org/wiki/SM_Nasimuddin_SM_Amin
7. http://ms.wikipedia.org/wiki/Nasimuddin_Amin
8. http://www.omron.com
9. http://books.google.com.my/books?
id=Ewu8CdvDSfcC&pg=PA143&lpg=PA143&dq=Kazuma+Tateisi+die&source=bl
&ots=N35d-
cIhQH&sig=nKe7TYVUKJhdudy4EEJbIMc4xQM&hl=en&ei=fEZhTJnMLoWovQO
YheTKCQ&sa=X&oi=book_result&ct=result&resnum=10&ved=0CD0Q6AEwCQ#
v=onepage&q&f=false
10. http://yusoprejab.com/kisah-kejayaan/kisah-kejayaan-tan-sri-sm-nasimuddin-sm-
amin/

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