CIIINESE

FAMILY BUSINESS

In Sarawak, Malaysia

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liNG SU HIE
 Pulat Khitlmat f;f :ddumat Akademtk

I1NIVERS111 MALA¥SLA SAAAWAK

P _KHIDMAT MAKLUMAT AKADEMIK

UNlnAS

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1000282052

CI1INBSE

FAMILY-BUSINESS

In Sarawak, Malaysia

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CHINESE

FAMlLYBUSINESS

In Sarawak, Malaysia

¥~~

TlNG SU HIE

Universiti Malaysia Sarawak

Kota Samarahan

 COl

List of Tables

List of figures
© Ting Su Hie, 2018
List of Photographs
All rights reserved. No part of this publication may be

reproduced, stored in retrieval system, ortransmitted,

in any form or by any means, electronic, mechanical,

Preface
photocopying, recording or otherwise, without the

prior permission of the publisher.

Acknowledgement
Published in Malaysia by

UNIMAS Publisher,

Chapter 1 Introduction
Universiti Malaysia Sarawak,

94300 Kota Samarahan,

Sarawak, Malaysia.
Chapter 2 The Teochew COusinIi
Printed in Malaysia by
Joo - Sim Swee ICuII ill
PPKS Production Sdn. Bhd.,

Jalan Canna, Off Jalan Wan Alwi,

Chapter 3 From Selling CharaIII
93350 Tabuan Jaya,

Kuching, Sarawak
Hui
Malaysia.

Chapter 4 From the Banks ofS.

Tiong Su Kouk
Perpustakaan Negara Malaysia
Cataloguing-in-Publication Data
Chapter 5 Hock Peng Organisilli
ling, Su Hie Chicken Farm To Tc:M
CHINESE FAMILY BUSINESS In Sarawak, Malaysia: Life Stories /

TINGSU HIE.
Chapter 6 Everrise: Simon Sia.
IS8N 978-967-2008-63-7
1. Business-5arawak-Malaysia. Chapter 7 Three Men in the 'iii I
2. !w5iness Enterprises-5arawak-Malaysla. Uu Sing Ping and " ­
~5arawak-Malaysia, Ulli Wong Ik Ho and Yu (I
.c.. ........, ..." pubir::;ations-alaysia, I. Title,
Chapter 8
VI JI!i!I522

IfF Name in Sibu

~)Sl
rs:g~
')big
 CONTENTS

list of Tables ix

list of Figures ix

list of Photographs x

Preface xiii

Acknowledgement xv
Chapter 1 Introduction 1

Chapter 2 The Teochew Cousins who Established Chop Sim Swee

Joo - Sim Swee Kun and Sim Swee Teng 5

Chapter 3 From Selling Charcoal to Gimhwak Shipping - Yang Ing

Hui 19

Chapter 4 From the Banks of Sungai Assan to The World - Datuk

Tiong Su Kouk 37
~I!cgi~ni-in- Publication Data
Chapter 5 Hock Peng Organ isation and Toh Book Khim - From
Chicken Farm To Townships 53
I
Chapter 6 Everrise: Simon Sia Rising above the Ordinary 63

Chapter 7 Three Men in the Ta Kia ng Business - Hwang Pul Ngui,

Llu Sing Ping and Pau Ngee Seng 73

Chapter 8 Wong Ik Ho and Yu Chiang Enterprise - A Household

Name in Sibu 89

vii
 liII
Chapter 9 Dato Sri (Dr.) Lau Hui Kang and KTS 103
Chapter 10 Datuk Lau Hui Siong and See Hua Newspaper 121 2.1 Sim Phang How and Tan Jiu IChe
grandchildren
Chapter 11 Wong Tiong Hock, The Man behind Hock Star
Entertainment 2.2 Sim Cho Chen's children and.
137
2.3 Sim Phang Hee and Tay Chey D
Chapter 12 Of Pan Sarawak, Pansar and Tan Sri Dato Sri Tai Sing
Chii 147 3.1 Yong Ing Hui's siblings

Chapter 13 Conclusion 159 3.2 Yong Ing Hui'sfamily and roIesi

Index 167 4.1 Children of Tan Sri DatukT. . .

5.1 Hock Peng Organisation fromtl

7.1 Pau Ngee Seng's children's""

th e family business

7.2 Hwang Pui Ngiu's children's II1II

the family business

7.3 Liu Sing Ping's children'S and.

family business

8.1 The involvement of WOI'l8It III

10.1 Datuk Lau Hui Siong's famiy_

13.1 List of 26 values held by the"

family business

2.1 Children of Sim Swee Kun

4.1 Logo of CCS

7.1 Hwang Pui Ngiu's parents""~

7.2 Relationship between thedn

12.1 Family ofTan Sri Dato Sri TilliS

vl1i
,.,~
.:

List of Tables
103

Newspaper 121
2.1 Sim Phang How and Tan Jiu Kheng's children and

grandchildren 10

HodtStar
137
2.2 Sim Cho Chen's children and grandchildren 12

2.3 Sim Phang Hee and Tay Chey Kheng's children and grandchildren 13

147
3.1 Yong Ing Hui's siblings 24

159
3.2 Yong Ing Hui's family and roles in the business 31

167
4.1 Children of Tan Sri Datuk Tiong Su Kouk 44

5.1 Hock Peng Organisation from the 1960s to the 21st century 58

7.1 Pau Ngee Seng's children's and grandchildren's involvement in

the family business 80

~,

7.2 Hwang Pui Ngiu's children's and grandchildren's involvement in

l
I

7.3
the family business

liu Sing Ping's children's and grandchildren's involvement in the

family business
81

85

8.1 The involvement of Wong Ik Ho's children in the family business 97

10.1 Datuk Lau Hui Siong's family and roles in See Hua 124

!
r

13.1 List of 26 values held by the founders and successors of Chinese

family business 161

List of Figures

2.1 Children of Sim Swee Kun 8

4.1 Logo of CCS 40

7.1 Hwang Pui Ngiu's parents and siblings 74

7.2 Relationship between the three men who started Ta Kiong 79

12.1 Family of Tan Sri Dato Sri Tai Sing Chii 158

ix

 List of Photographs A photo of the three foundersal

7.2
in the meeting room. Pau NIJI!I!~
2.1 "Swee", the first boat owned by Sim Swee Joo (ttfiltftl-) 7
on the left and Liu Sing Ping on'

2.2 From left: Author Ting Su Hie, her husband Edmund Sim Ui
7.3 Ta Kiong at Jalan Khoo peng Loa
Hang, Sim Phang Hee, Sim Mong Hong (his eldest son) 9
office is

2.3 Sim Mong Ping and his sister, Sim Mong Mui - children of Sim
7.4 Hwang Lee Siw, one of Hwarc fl
Phang How 12

7.5 From left: Author's husband &:II

2.4 The family of Sim Mong Ping 14
Wei who is the author's uncle ..
Kiong, Huang Lee Kieng, and'"
3.1 Charcoal in Yong Ing Hui's office as a reminder of his business

beginnings 20
8.1 Founder of Yu Chiong, Wong *1
3.2 Yong Ing Hui as a young man 21
8.2 The famous 12-variety Jacobs bi
early days
3.3 Yong Ing Hui in his office 21

8.2 Sibu Yu Chiong Distributors Sda

3.4 From left: Renco Yong and his father, Yong Ing Hui 25

8.4 Louis Wong, the younger son 01

3.5 Yong Ing Hui flanked by his family. From left to right: Renco Yong

King Hwa, Yong Hie Hua, Lee Sui Eng, Fenton Yang Chiong Hwa
9.1 Dato Sri (Dr.) Lau Hui Kang and I
and Jackie Yong Leong Hua 27

9.2 Family photo taken in 1938 will

3.6 The subsidaries of Gimhwak 30
12

4.1 Tan Sri Datuk Tiong Su Kouk (right) and his wife Datin Sri Wong
9.3 Dato Sri (Dr.) Lau Hui Kang (mill
Bak Hee (left) 37
Manager of Hua Ling Sawmil ir

4.2 Tan Sri Datuk Tiong Su Kouk and his children. Standing from
9.4 Dato Sri (Dr.) Lau Hui Kang in hi
left: Amy Tiong Eng Ming, Mike Tiong Chiong Hing, John Tiong
Kampung Pulau, Sibu

Chiong Hiiung, Joseph Tiong Chiong Soon 43

9.5 Dato Sri (Dr.) Lau Hui Kang in 1!

4.3 The bigger family of Tan Sri Datuk Tiong Su Kouk 45

9.6 Dato Sri (Dr.) Lau Hui Kang wid

4.4 Cover page of The Entrepreneur featuring Tan Sri Datuk Tiong Su

Kouk 9.7 Cover page of Dato Sri (Dr.) ....

46

5.1 Dr Francis Toh Chiew Peng, the younger ofToh Book Khim's son
10.1 Datuk Lau Hui Siong

in Li Hua Hotel, Bintulu 53

Datuk Lau Hui Siong (left) and I
10.2
5.2 Marine dredging and land reclamation undertaken by Hock Peng in their younger days

57

5.3 Wisma Hock Peng, Kuching 10.3 Datuk Lau Hui Siong and his iii
61

10.4 Datuk Lau Hui Siong going thni

6.1 Simon Sia's family at his daughter Winnie's wedding 63

Hua group newspapers withal

6.2 From left: Kenny Sia, Jeffrey Sia, Simon Sia and his wife, Tan Siew

10.5 Front page of the first issue fA

Lan 66

10.6 The advances in newspaper ..

7.1 Hwang Pui Ngui comes back to his office in between his trips to

China 73

 7.2 A photo of the three founders of the Ta Kiang Enterprise hangs

Joo (tt.1il#i)
Edmund Sim Ui
7.3 Ta Kiang at Jalan Khoo Peng Loong, Sibu where Hwang Pui Ngiu's
(his eldest son)
9 office is
~ Mui - children of Sim
12
14
~nder of his business
in the meeting room. Pau Ngee Seng (seated). Hwang Pui Ngiu
7 on the left and Liu Sing Ping on the right. 75
77
7.4 Hwang Lee Siw, one of Hwang Pui Ngiu's sons 84
7.5 From left: Author's husband Edmund Sim Ui Hang, Chen Zhao
Wei who is the author's uncle and business associate of Ta
Kiang, Huang Lee Kieng, and the Author 87

20 8.1 Founder of Yu Chiang, Wong Ik Ho and his family 89

~
i 21 8.2 The famous 12-variety Jacobs biscuits sold by Yu Chiang in the
f~' . 21
early days 92

~.'''''HU;
8.2 Sibu Yu Chiang Distributors Sdn Bhd in Lanang Road, Sibu 93
25
~' left to right: Renco Yang 8.4 Louis Wong, the younger son of Wong Ik Ho 94
fenton Yang Chiang Hwa 9.1 Data Sri (Dr.) Lau Hui Kang and his wife Datin Sri Wong Suk Ting 103
27
, 9.2 Family photo taken in 1938 when Data Sri (Dr.) Lau Hui Kang was
I
. 30 12 106

9.3 Data Sri (Dr.) Lau Hui Kang (middle with folded hands) as Factory
37 Manager of Hua Ling Sawmill in 1950 108
• Standing from 9.4 Data Sri (Dr.) Lau Hui Kang in his younger days at his office at
Hing, john Tiong Kampung Pulau, Sibu 110
43
9.5 Data Sri (Dr.) Lau Hui Kang in 1970 111
45
9.6 Data Sri (Dr.) Lau Hui Kang with his family in 1954 113
~ Tan Sri Datuk Tiong Su
46 9.7 Cover page of Data Sri (Dr.) Lau Hui Kang's biographies 118

..,. of Toh Book Khim's son 10.1 Datuk Lau Hui Siang 121
53
10.2 Datuk Lau Hui Siang (left) and his wife Datin Luk Dai Hee (right)
r ..-.dertaken by Hock Peng 57 in their younger days 122

61 10.3 Datuk Lau Hui Siang and his family 125

llnie's wedding 63 10.4 Datuk Lau Hui Siang going through the pages of the three See
~.
Hua group newspapers without fail each day 127
inSia and his wife, Tan Siew
66 10.5 Front page of the first issue ofThe Borneo Post launched in 1978 128

Ice in between his trips to 10.6 The advances in newspaper printing that See Hua went through 130
73

xi
10.7 Cover page of Datuk Lau Hui Siong's biography 131

10.8 Datuk Lau Hui Siong awarded datukship 133

11.1 Wong Tiong Hock and his wife Chieng Sieu Huong 137

11.2 Wong Tiong Hock was born into a big family. In this family photo
taken in 1977, he is in the second row (fourth from left) with his
wife (sixth from left) and eldest son. 138

11.3 Wong Tiong Hock with his five children and their spouses 139

11.4 Wong Tiong Hock with his children and grandchildren, some of
whom caught on his interest in the entertainment industry 142

12.1 Founder of Pansar, Tan Sri Data Sri Tai Sing Chii 147

12.2 Tan Sri Data Sri Tai Sing Chii's parents, Lau Chiok Ing and Tai Sii
Kieng
12.3 Tan Sri Data Sri Tai Sing Chii was a teacher at Kwong Hua
Secondary School
12.4 Tan Sri Dato Sri Tai Sing Chii standing in front of Pansar shoplot
with one of his suppliers in September 1967
12.5 Pan Sarawak Trading Co. The photograph was taken during a
flood in Sibu
12.6 Pansar office now at Jalan Bengkel, Sibu
12.7 Tan Sri Dato Sri Tai Sing Chii, an avid golfer. The photograph was
taken on 27 August 1997
12.8 Award of PSM which carries the title of Tan Sri in conjunction
with the 12th Agong's 59th birthday on 1 June 2002
12.9 Tan Sri Dato Sri Tai Sing Chii at a SABERKAS event in 1997 with
Yang di-Pertua Negeri Sarawak, Tuan Yang Terutama Tun Pehin
Sri Haji Abdul Taib Mahmud and Datuk Amar Abang Johari
Abang Openg
This book records the life stories 01 5
148 family businesses in Sarawak, M.......
but the storyline is not as simplistic_
150 When I conducted the intel_
and successors of these Chinese faIIII
151 back to a time when they paddled ball
of crocodiles, when they tapped .......
they borrowed money from family_
152
humble beginnings, their businesses I
153 from their hands to those of their des
This book speaks of the dililJelll
155 well as their courage to take boId_
heights. Although the book is not a Ii
156
the perceptive reader will be able'
founders of Chinese family busine5Sll!!
This book presents unique nan
the Chinese family business. Many.
156 stories of lives of founders which . .
the lives of public figures who are ani
Effort has been made to indl
possible in the book to put on reaxd
of mine could not be realised becau!I
profile while access to others couldn
because there are more life stories.

xii

~Sieu Huong
lr. family. In this family photo
i- (fourth from left) with his
L 138
I
!En and their spouses
~ grandchildren, some of
~inment industry
i-SingChii
..
, ,tau Chiok Ing and Tai Sii
,r
at Kwong Hua
. The photograph was
l 155
~i
\GIlan Sri in conjunction
_lJune2002
~ event in 1997 with
;,... Terutama Tun Pehin
lIIkAmar Abang Johari
131
133
137
PREFACE
139
142
147
This book records the life stories of some founders and successors of Chinese
148 family businesses in Sarawak, Malaysia. In most cases, it is a rags-to-riches story
but the storyline is not as simplistic as that.
150 When I conducted the interviews to obtain the life stories of the founders
and successors of these Chinese family bUSinesses, their stories transported me
151 back to a time when they paddled boats up and down the river amidst the danger
of crocodiles, when they tapped rubber at wee hours in the morning, and when
152 they borrowed money from family and friends to start their business. From these
humble beginnings, their businesses have grown to its current stature, passing
153 from their hands to those oftheir descendants .
This book speaks of the diligence, wisdom and foresight of the founders as
well as their courage to take bold steps which propelled their business to greater
heights. Although the book is not a how-to book on business strategies per se,
156 the perceptive reader will be able to discern the strategies of the inimitable
founders of Chinese family businesses.
This book presents unique narratives of different trajectories of growth for
the Chinese family business. Many gems are contained within the book: unique
156 stories of lives of founders which can be an inspiration for many; glimpses into
the lives of public figures who are only human in their struggles and aspirations.
Effort has been made to include as many Chinese family businesses as
possible in the book to put on record a heritage of Sarawak. However, this dream
of mine could not be realised because some founders wished to maintain a low
profile while access to others could not be obtained. I hope there can be a sequel
because there are more life stories to be told.
xiii
 ACKNOWLEDGEMENT

First of all, I would like to express my gratitude to family and friends who helped
me to establish contact with the owners of the Chinese family businesses.
My sincere appreciation goes to the owners and family of the Chinese family
businesses for sharing their life stories with me. It is with a sense of awe that I
entered the lives of the inimitable founders of the Chinese family businesses, if
only for a few hours of interview and verification of the book drafts. I also thank
the family and employees of the Chinese family businesses who later assisted me
in checking drafts of the book chapters.
While every attempt has been made to ensure the accuracy of the
narratives in this book, some facts may have taken on romanticised meanings
with the passage of time, particularly when seen from an outsider perspective.
Furthermore, there may have been new developments since the book
t: chapters were finalised. I seek the grace of readers to overlook omissions and
misrepresentations, if any. I hope that this book will be a tribute to the Chinese
family business owners who have enriched the heritage of Sarawak by sharing
their life stories.
The research underlying the production of this book was funded by the
Fundamental Research Grant Scheme (FRGS) of the Ministry of Higher Education,
FRGS/05(37)/845/2012(85), for a research on "Relative weight of language,
family values and business factors leading to the success of family business
conglomerates: The case of Sarawak". I would like to thank co-researcher
Associate Professor Dr Evan Lau Poh Hock for his contribution in interviews with
some family business owners.
Looking back, as I reread the book to check its contents for the last
time, I am amazed at the interweaving of the Chinese family business owners'
narratives, the body of knowledge on family businesses worldwide and my

xv
thoughts. A long time has passed since I conducted the first interview on 1 April
2013. My struggles to write the book are finally over. For this, there is no one else
to thank but God who makes all things possible for those who call on the name of
His Son, Jesus Christ.

Associate Professor Dr Ting Su Hie

INlkOI

h /J ore than SO% of businea

tI Y L-elsewhere, are family owne
such as Michelin, Hermes, Lego and 1
mostly owned and managed by a :
Requena, 2011, p. 2S0}. In a fam'i1r-a
interlinked. A family business is oneill
are dominated by members of an 'ell
39). Usually many family membersfn
family business, but at least one _
position for it to be considered a fami
Family business is a unique I
business are intertwined. The busines
the family, and the family gives loyall
to the business. Employees work offio
clock. Their business is their life. At ...
with immediate family and famiiy-al
not directly involved in the business
communication among family has bel
family businesses (Malone, 1989).111
downstairs and the family lived upsIiii
separation as businesses grow inID '
over the world. However, with tedI
communication in family business c=­
However, family businesses
non-family owned firms do not ena
intertwined ownership and mana..

xvi
 .. 1 Apri l
o one else
f' name of

INTRODUCTION

nl1 are than 80% of businesses in the world, whether in Malaysia or

0' V (filsewhere, are family owned. Ma ny big names are fam ily businesses
such as Michelin, Hermes, lego and Wa lmart. A family business is "a company
mostly owned and managed by a ingle root fam ily " (Brenes, Madrigal, &
Requena, 2011, p. 280). In a family-owned business, ownership and control are
interlin ked . A fami ly business is one in wh ich both "ownership and policy making
are dominated by members of an 'emotional kins hip group'" (Carsrud, 1994, p.
39). Usually many family members from multiple generations are involved in the
family business, but at least one family member should be in a management
position for It to be considered a family business (Shanker & Astrachan , 1996).
Family business is a unique business arrangement because fam ily and
business are intertwined . The business provides income and a means of living for
the family. and the family gives loyal commitment and other valuable resources
to the business. Employees work office hours but family members work round the
clock. Their business is their life. At home, the dialogue on the business conti nues
with immediate family and fami ly-at-Ia rge, Including aunts and grandmothers
not directly involved in the business (Tokarc;~yk et aI., 2007). In fact, the good
commu nication among family has been identified as one of the success factors of
family businesses (Malone, 1989). In the olden days, the business was operated
downstairs and the family lived upstairs. Now we see a physica l and geographical
separation as businesses grow into co nglomerates and offices are planted all
over the world . However, with technological advances, the open channels of
communication in family business can conti nue.
However, fami ly businesses are beset by a particular problem t hat
non-family owned firms do not encounter, that is, succession . Because of the
intertwined ownership and management in fami ly businesses, if instability arises
 in any of the three entities that are at work (business, family and founder), intra­ from the nature of the original busin
family conflicts happen and the survival of the family business is threatened businesses in Sarawak more homacen
(Morris et aI., 1996). Successful family business succession requires adequate they are involved in. The diversific::illi
preparation of heirs for succession, positive relationship among family members, Chinese family business has an added;
and informal planning and control activities within the family without relying on considering that there may be lact a
non-family members (Morris et aI., 1996). the family business. The diversificali
In the past, founders of family businesses can assume that their children develop in different paths and redia!
will take overtheir business when they come of age. However, in the 21st century, continuity of their business.
this has become a presumption. Many family businesses experience a crisis of The lives of the founders of.
succession because the founder's descendants are not interested in taking over a full circle, figuratively speaking. The
the family business and they cannot be instructed to do so, unlike what happened to Sarawak as immigrants from 0IIiI
to descendants belonging to the Generation X (born between 1965 and 1984). or merely in search of greener pasIU
The Generation V, aged below mid-thirties, prefers to chart their own career believed in them that gave them a rnu
, paths outside of the family business and may not feel a personal commitment trusted them enough to lend them nil
to the family business. Much as the founders of family businesses try to groom shop lot; and teachers who paid theiri
their next generation for succession, sometimes they have to face reality and narratives also tell of parents who be
employ professional managers to run the family business. Some family business the responsibility of providing for ...
owners who are more responsive to change see the employment of professional them little option but to rise up til
managers as a viable option (Craig & lindsay, 2002; Khoo et al., 1993). They see spouses who toiled alongside them _
the professional managers bringing in operational knowledge and skills that that the founders of the Chinese famI
strengthen the family business but the founder's family still needs to be involved Some wives also worked in the busiI
in the ownership and control of the business for it to remain as a family business. other administrative work but some.
The Chinese family businesses described in this book are particularly be involved in the business. The inll!l
interesting because in most cases, there has been a move from agriculture these Chinese family businesses hale
to trading, almost as if this is a recipe for success in the earlier decades. as in emigrating back to China. In ...
Some of these founders of Chinese family business started off by tapping of them return to their Chinese ruaI
rubber and farming and their first dabble in trading took the form of selling education and Chinese associations., i
fish, charcoal, chicken feed, groceries and other products needed by the the Chinese family business have . . .
timber and shipping industry. In later years, when the family business grew with business partners in China or SIll
to huge proportions, these founders returned to agriculture - but on a large forefathers immigrated from.
scale. Many made it big by investing in oil palm plantations, poultry rearing, None of the founders of ...
fish rearing and prawn farming. It also seems that although the Chinese this book had a university educalial
family businesses in Sarawak started out in different industries, their growth university", a Foochow saying which.
trajectories take them to the construction industry. This could be due to What they lacked, they made sure 11
the nature of development of Sa rawak, and the building and construction children for their university ed--=­
industry makes engineering one of the professions that is in high demand in in Australia, the United Kingdom _
the state. their children would acquire ~
The expansion of the Chinese family business into the upstream and growth of their family business. ,The ,
downstream industries related to their original business is a diversification of the Chinese culture shared br (]

2
 '--55. family and founder), intra­
1IIe...., busmess is threatened
su· ession requires adequate
_.mhipamongfamily members,
the family without relying on
"1155eS can assume that their children
age. However, in the 21 st century,
businesses experience a crisis of
Idants are not interested in taking over
iIructed to do so, unlike what happened
.... X (born between 1965 and 1984).
prefers to chart their own career
1iaay not feel a personal commitment
of family businesses try to groom
_iImIi><;they have to face reality and
business. Some family business
see the employment of professional
2002; Khoo et aI., 1993). They see
"Mic'mal knowledge and skills that
s family still needs to be involved
for rt to remain as a family business.
'bed in this book are particularly
has been a move from agriculture
for success in the earlier decades.
business started off by tapping
in trading took the form of selling
other products needed by the
when the family business grew
to agriculture - but on a large
palm plantations, poultry rearing,
seems that although the Chinese
in different industries, their growth
industry. This could be due to
ions that is in high demand in
, their children would acquire knowledge and expertise that can further the
~ business into the upstream and
~nal business is a diversification
from the nature of the original business. This also makes the Chinese family
businesses in Sarawak more homogeneous over time in the industries in which
they are involved in. The diversification approach taken by founders of the
Chinese family business has an added advantage and it is particularly important
considering that there may be lack of successors to sustain the continuity of
the family business. The diversification approach allows their successors to
develop in different paths and reduce intra-family conflict which threaten the
continuity of their business.
The lives of the founders of the Chinese family business have also gone
a full circle, figuratively speaking. They, or their fathers or grandfathers, came
to Sarawak as immigrants from China to escape persecution and hardship,
or merely in search of greener pastures. Their narratives tell of people who
believed in them that gave them a much-needed break: family and friends who
trusted them enough to lend them money to buy a piece of land, or to rent a
shop lot; and teachers who paid their fees and sponsored their education. Their
narratives also tell of parents who believed in their capabilities and entrusted
the responsibility of providing for the family upon their shoulders, which left
them little option but to rise up to the challenge. Not to be forgotten are
spouses who toiled alongside them and took care of the family and children so
that the founders of the Chinese family businesses could focus on the business.
Some wives also worked in the business, taking charge of the accounts and
other administrative work but some founders believed that spouses should not
be involved in the business. The interesting twist is that after the founders of
these Chinese family businesses have made it big, they return to China - not
as in emigrating back to China. In their community work and charities, many
of them return to their Chinese roots by giving generously towards Chinese
education and Chinese associations, including clans. Some of the founders of
the Chinese family business have gone a full circle in their business by trading
with business partners in China or setting up branches in the land they or their
forefathers immigrated from.
None of the founders of the Chinese family businesses included in
this book had a university education. They were educated by the "market
university", a Foochow saying which means that they learn from life experience.
What they lacked, they made sure their children do not. They sent all their
children for their university education in English speaking countries, often
in Australia, the United Kingdom and the United States. They believe that
growth of their family business. The value placed on education is a reflection
of the Chinese culture shared by Chinese diaspora in various parts of the
3
world (Fan, 2000). The rise in education levels from founder to successors
of family business is not unique to the Sarawak setting. The increase in
educational attainment of the successor generation has also been a trend
in Finland and Europe (Italy, Spain and Britain) since the nineteenth century
(Kansikas, 2015). One generation rises above the other in the livelihood. The
founder generation was able to grab the opportunities and make it big. Can
the successor generations compete in a changed environment where they
have to create opportunities? THETEOCII
WHO ESTABUSHEDC
References SIM SWEE KUN AI
Brenes, E. R., Madrigal, K., & Requena, B. (2011). Corporate governance and family
business performance. Journal of Business Research, 64, 28G-285.

Carsrud, A. L. (1994). Meanderings of a resurrected psychologist, or lessons ( /hlfamily business started withSil
learned in creating a family business program. Entrepreneurship Theory t and their fourth generation is n.­
and Practice, 19(1), 39-48. shop called "Swee Kee" and theirshiJil
Craig, J., & Lindsay, N. J. (2002). Incorporating the family dynamic into the of "Sim Swee Joo Trading" and -simS!
entrepreneurship process. Journal of Small Business and Enterprise
Development, 9(4), 416-430.
Sim Swee Kun and his move to . . . .
Fan, Y. (2000). A classification of Chinese culture. Cross Cultural Management, 7(2),
Sim Swee Kun was born in 1898 in S­
3-10.
living in the area were all -Sim-o 11
Kansikas, J. (2015). The business elite in Finland: A prosopographical study of worship; the thin gold paper was ...
family firm executives 1762-2010. Business History, 57(7), 1112-1132. In 1923, Sim Swee Kun wasil
Khoo, A. T., Chung, S., & Guan, C. T. K. (1993). Succession planning in family to Kidurong, the name for Bintulu thI!
business. Journal of Small Business & Entrepreneurship, 10(3), 15-32. by sea took one month. He came willa
years after living in Sarawak. Hisgnllli
Malone, S. C. (1989). Selected correlates of business continuity planning in the
was either 1936 or 1937 and she_
family business. Family Business Review, 2(4), 341-353.
He later married Yeo Poh CIIiiI
MorriS, M. H., Williams, R. W., & Nel, D. (1996). Factors influencing family business
succession. International Journal of Entrepreneurial Behaviour & Research,
2(3), 68-81.
brought his four grandchildren on_
not met her until she stepped foal i

eldest was his granddaughter bythel

Shanker, M. C., & Astrachan, J. H. (1996). Myths and realities: Family businesses' She recalls the Sim family CI!
contribution to the US economy-A framework for assessing family China Red Army came to their viIiII
business statistics. Family Business Review, 9(2), 107-119. location. After three days, the sound!
asked to go back to their home. ThI!i
Tokarczyk, J., Hansen, E., Green, M., & Down, J. (2007). A resource-based view
"no" because if they did, they would
and Market Orientation Theory examination of the role of "familiness" in
in danger. Those were the condition!
family business Success. Family Business Review, 20(1), 17-31.
Nanyang, the name by which SaI"iilWiill

s.awak setting. The increase in
. . . . . .n has also been a trend
- sirK:e the nineteenth century
the adler in the livelihood. The
.PDl1u1litiles and make it big. Can
c:har1lJll!d environment where they
1Dll). Corporate governance and family
~ Research, 64, 28G-285.
~h!sunected psychologist, or lessons
, program. Entrepreneurship Theory
p shop called "Swee Kee" and their shipping business has been known by the name
. b l g the family dynamic into the
of Small Business and Enterprise
Dad: A prosopographical study of
~iline:ss Histary, 57(7), 1112-1132.
-~""neurial Behaviour & Research,
and realities: Family businesses'
framework for assessing family
- 9(2), 107-119.
.....1At,
J. (2007). A resource-based view
. .uti"ioln of the role of IIfamiliness" in
Review, 20(1), 17-31.
Paut Khldaat Maklumat Akademi,:
UNlVERSITI MALAYSIA SARAWAK
THE TEOCHEW COUSINS
WHO ESTABLISHED CHOP SIM SWEE JOO ­
SIM SWEE KUN AND SIM SWEE TENG
( ~lfamilY business started with Sim Swee Kun and his cousin, Sim Swee Teng,
t and their fourth generation is running the business now. They started with a
of "Sim Swee Joo Trading" and "Sim Swee Joo Berhad".
Sim Swee Kun and his move to Nanyang
Sim Swee Kun was born in 1898 in Swa Mui, Swatou, Teochew, China. The people
living in the area were all "Sim". There, they made gold paper for ancestor
worship; the thin gold paper was glued onto paper money.
In 1923, Sim Swee Kun was in his twenties when he sailed from Kuching
to Kidurong, the name for Bintulu then. It was literally a sailboat and the journey
by sea took one month. He came with his first wife, Tan Hun Teng, who died a few
years after living in Sarawak. His grandchildren cannot recall the exact year, but it
was either 1936 or 1937 and she was 33 years old then.
He later married Yeo Poh Chay - it was an arranged marriage and he had
not met her until she stepped foot in Bintulu. Yeo Poh Chay was the one who
brought his four grandchildren on the long journey from Swa Mui to Bintulu. The
eldest was his granddaughter by the name of Sim Mong MuL
She recalls the Sim family celebration on July 15, 1950. On July 26, the
China Red Army came to their village. They hid themselves in an undisclosed
location. After three days, the sound of planes overhead ceased and the children
asked to go back to their home. Their mother, Sim Swee Kun's wife, said a firm
"no" because if they did, they would not want to leave and their lives might be
in danger. Those were the conditions that prompted them to leave Swa Mui for
Nanyang, the name by which Sarawak was known in those days.
 Ten of them squeezed into a small boat and set off for Singapore: Sim
Swee Kun's wife (Yeo Poh Chay), daughter (Sim Cho Chen), his daughter-in-law
(Tan Jiu Kheng, wife of Sim Phang How), his four grandchildren, an uncle (Sim
Phang Hee), one relative and a friend's wife. Sim Phang Hee's wife (Tay Chey
Kheng) came to Sarawak one year later. Sim Swee Kun's grandchildren were very
young when they made the sea journey. His granddaughters, Sim Mong Mui and
Sim Mong Joo, were ten and eight respectively. His grandson Sim Mong Ping was
five and Sim Mong Teck was only six months old.
The journey also involved a transfer from a small boat to a bigger boat in
the middle of the sea. The adults used the rope ladder let down at the side of the
boat at a gradient but the kids were pulled up by their hand. If they slipped, they
would fall into the sea. life jackets were not known then.
After one week at sea, they arrived in Singapore, the transit point, only
, to be quarantined for another three days. Looking at Sentosa Island today, one
would not be able to fathom the description of the place as a pig sty. They slept
on the floor. They lined up like beggars with a plate in their hand to get food for
their meals. They were vaccinated before they were allowed to go onshore at Photograph 2.1. "Swee", the~
Nang Hua Kek Jan, an inn. Sim Swee Kun's daughter-in-Iaw's face was swollen
and they were quarantined for another two weeks before they were allowed to
Sago mill
continue their journey to Kuching. They continued their journey to Bintulu in a
wooden boat called "Swee Hong" The boat was small and the oil fumes were Sim Swee Kun owned a shop by the I
overpowering. sago. His wife and his sons (Phang HeM
Further upstream, the Malay villagers
the flour, and washed them clean. The'
Sailing up the river in Bintulu The sago flour was transported to It.
Bintulu was so small then. They went ashore on a plank walk - the gaps in again and dried it in the sun on grass.
between the wooden planks made it difficult to walk. Then Sim Swee Kun took was a mad rush to fold up the grass ..
the motley group in his boat to bring them upriver to where he lived. There was The sago flour was sold to Singapore,
not even a car in sight and the road was a dirt road. The Hung Lung was a house then.
on stilts with engravings on the wooden pillars. Beneath it, chickens and ducks There were three sago mils I
were pecking for food everywhere. the sago, Sim Swee Kun also boughtlll
There were holes in the walls made by bullets from the Japanese soldiers. One of these was the rubber sheets. 1
It was dismal compared to their comfortable house in China, which was made of sheets clean. The clean sheets were I
cement and new. The grandchildren learnt to adjust to life and went to school they were dry. Then they were cooled'
every day in a motorboat. stick together. The rubber sheets also
 x..::. a~
set oH for Singapore: Sim
- - C~.o hen his daughter-in-law
tar'CC.. ren, an uncle (5im
s.- : -..: - s -ee's wife (Tay Chey
~ L- S gra"'ccr: oren were very

~, - $ grancson Sim Mong Ping was

1<... '-0- a small boat to a bigger boat in

ladder let down at the side of the
. D by their hand. If they slipped, they

nS ngapore, the transit point, only

lOO(-ng at 5entosa Island today, one
u· the place as a pig sty. They slept
-.. a p .. e in their hand to get food for
-~ey were allowed to go onshore at
: .:::a ...g"l:er-in -Iaw's face was swollen
heeks before they were allowed to
_eo their journey to Bintulu in a
""oS s'Tlall and the oil fumes were
on a plank walk - the gaps In
: to walk. Then 5im Swee Kun took
_IH"o-er to where he lived. There was
;: --: road. The Hung lung was a house
ars. Beneath it, chickens and ducks
OV bu lets from the Japanese soldiers.
in China, which was made of
to ao/ust to life and went to school
Photograph 2.1. uSwe e~, the first boat owned by Sim Swee Joo (ttr.lil~H
Sago mill
Sim Swee Kun owned a shop by the name of Chop Swee Joo which deaft with
sago. His wife and his sons (Phang How and Phang Hee) worked in their sago milL
Further upstream, the Malay villagers cut the sago logs into half, scrapped out
the flour, and washed them clean. The residue was fed to the chickens and ducks.
The sago flour was transported to the sago mill by boat. There, they washed it
again and dried it in the sun on grass mats. Whenever it was about to rain, there
was a mad rush to fold up the grass mats to prevent the rain from soaking them.
The sago flour was sold to Singapore and there was a demand for sago biscu its
then.
There were three sago mills in Bintulu at that time. Besides processing
the sago, Sim Swee Kun also bought loca l produce from the local people nearby.
One of these was the rubber sheets. They employed workers to wash the rubber
sheets clean. The dean sheets were put into a room to smoke for a week until
they were dry_ Then they were cooled for one to two days. Otherwise they would
stick together. The rubber sheets also made their way to Singapore.

7
Junale produce The two sons, Sim Phang ....,.
family business. Sim Phang Hows . .
In addition, they also traded engkabang (ellipeanut) and bits of latex that dried
children were still young, and he .....
on the rubber trees after they were tapped. The timbers that were traded were
children of her own.
jelutong (pale lightweight timber), belian (hard wood) and remin (soft wood).
The family trees of these tbree
The jelutong sap was also processed for export as the raw material to make
Kun's grandchildren and great granddi
chewing gum.
Tables 2.1, 2.2 and 2.3. As the busineSS
Sim Phang Hee remembers that the Swee Joo shop also sold the
into the business to help out.
engkabang to a relative, Seng Tee. Chong Chek was another relative who is close
Most of his children and . .
to him, and also dealt in these jungle products and sold rubber (or tree sap/gum).
in Bintulu before furthering their seal
He told them about someone in Liverpool who was interested to buy the jungle
Bintulu. Sim Phang Hee studied in SUm
products, and his friend acted as an agent.
English. Because school cost money i
Even in those days, the rubber sheets sold to Singapore had the Sim
months he returned to Bintulu to wad
Swee Joo brand on it. The name was printed on small white strips of cloth. Sim
his education in China.
Mong Mui, the eldest granddaughter of Sim Swee Kun, was one of those who cut
a slit in the strips and put the other end of the cloth through the slit to tag the
rubber sheets.

Sim Family Tree

Sim Swee Kun

{1898-1963}

Sim Phang How Sim Cho Chen Sim Phang Hee

(son, 1922-1990) (daughter, born in 1929) (son, born in 1931)

Wife: Tan Hun Teng Husband: Goh Han Tian Wife: Tay Chey Kheng

& Yeo Poh Chay

Figure 2.1. Children of Sim Swee Kun

The Sim Swee Joo family business we know today was passed on from
Sim Swee Kun to his children (Figure 2.1). Their daughter, Sim Cho Chen, operated
Photograph 2.2. From left: Authorrll'lll
a grocery store by the name of Heng Kee in Kuching, with her husband, Goh
Han Tian who was a teacher and a salesperson before finally opening his grocery
Sim Phang Hee, Sim"
store.

8
 The two sons, Sim Phang How and Sim Phang Hee, were involved in the
te;:~o"",~ ::-- ::.- :s - : al ex t hat dried fam ily business. Sim Phang How's wife, Tan Hun Teng, passed away when their
"""'..e - - ::e'"S :'-3": ... ere traded were
children were stil l young, and he married Yeo Poh Chay who did not have any
children of her own.
.... _ c a"d 'e~ n (soft wood).
The fam ily trees of these three families and the involvement ofSim Swee
:c: -.: as ,,- e ... .... material to make
Kun's gra ndchildren and great grandchildren in the family business are shown in
Tables 2.1, 2.2 and 2.3. As the bus iness grew, the younger children were brought
--- ~ s. ...-ee Joo shop also sold the
into the business to help out.
C:" ~. as a'lother relative who is close
Most of his ch ildren and grandchildren had the ir primary education
a"d so ld rubber (or tree sap/gum).
in Bintulu before furthering their secondary education in Chung Hua school in
h-'O was Interest ed to buy the jungle
Bintu lu. Sim Phang Hee studied in 5t Joseph's school in Kuching where he learnt
i<c_" sold to Singapore had the $irn English. Because school cost money and he needed to earn a living. after six
months he returned to Bintu lu to work in his father's shop. 5im Phang How had
0 ") small white strips of cloth. $im
his education in China .
..n$ ,·.ae Kun, was one of those who cut
: ' !- e doth through the slit to tag the

Sim Phang Hee

- 1929) (son, born in 1931)

Wife : lay Chey Kheng

..... Swee Kun

"",e know today was passed on from

f daughter, Sim (ho Chen, operated
Photograph 2.2. From left: Author ling Su Hie, her husband Edmund Sim UJHang,

n Kuching, w ith her husband. Goh

Sim Phang Hee, Sim Mong Hong (his eldest son)

before finally opening his grocery

 Table 2.1. Sim Phang How and Tan Jiu Kheng's children and grandchildren

Order Name Gender Year of Details Number of children

in the birth
family
1 Sim MongMui Female 1940 After STTC teacher training, 2 sons: Tong Kee is taking care of accounts

r
'"\\
she taught in Tatau and later in in Swee Joo and Tong Siang is taking care of
Sekolah Rendah Chung Hua until another construction business
'!'l
retirement. She did accounts in
Swee Joo Trading at one point. I J
2 Sim MongJoo Female 1942 She helped mother to look after
the family before marriage.
5 children: 3 daughters and 2 sons doing their
own business r

~l

o 3 Sim Mong Ping Male 1945 Nowa director in Swee Joo 4 children: 1 daughter is living in the United ~
Trading. States and another is helping her father in the f
~
business. His 2 sons were previously in Swee '::!
Joo Trading but have since ventured into their
own logistics business I f
4 Sim Mong Teck Male 1950 He worked in the family business 2 children: the daughter is a medical doctor ~
after his Taiwan degree. He passed in Singapore and the son was in the Swee Joo ~
away in 1977 due to sickness. Trading but have since ventured into his own K
business
5 Sim Mong Hua Male 1952 He was Captain of Sim Swee Joo 4 sons who used to be in Swee Joo Trading but
boat and later worked in the Swee now run their own business
Joo shop.
6 Sim Mong Hui Female 1954 She helps out in her husband's 5 children: 2 daughters and 3 sons who have
, business. their own business

G\

-----­
f i.J
7 Sim Mong Kia Male 1955 He supervises the Swee Joo wharf. 5 children: 2 daughters and 3 sons who have ~
their own business
3 sons who have their own business
~
~
8 Goh Mong Lee Female 1957 She was adopted by her aunt ~

and not involved in the Swee Joo

family business. She is married
to David Lai who runs his own ~

I
business.
Female 1958 She manased the petrol station 5 children: 3 daushters and 2 sons who have
9 Sim Mons Vans
~ ~
. .. Now Iht 11_ Cn.lr own bulln...
_.... .n..mlrrltcl.
before

4 I Sim Mong Teck 1 Male
5 I Sim Mong Hua I Male
6 ISim Mong Hui IFemale i 1954 IShe helps out in her husband's
11950 He worked In the family business
after his Taiwan degree. He passed
away in 1977 due to sickness.
He was Captain of Sim Swee Joo
boat and later worked in the Swee
Joo
/5 children: 2 daughters and 3 sons who have
business.
business. His 2 sons w.r. pl'IVloully In IwIt
Joo Trading but hive sine. v.nturtd Into th.'r
own logistics business
2 children: the daughter Is I m.dlCII doctor It
in Singapore and the son WIS In the SWIt Joo ~,
Trading but have since ventured Into hll own ~
business
4 sons who used to be In Swee Joo Tradln. but
now run their own business
their own business

-f
~
---------- -----------
N
7 Sim MongKia Male 1955 He supervises the Swee Joo wharf. 5 children: 2 daughters and 3 sons who have ~
their own business
8 Goh Mong Lee Female 1957 She was adopted by her aunt
and not involved in the Swee Joo
3 sons who have their own business r
~
family business. She is married ~
to David Lai who runs his own ~
~

business.
9 Sim Mong Yang Female 1958 She managed the petrol station 5 children: 3 daughters and 2 sons who have

before she married. Now she lives their own business

in Miri and Australia.
10 Sim Mong Eng Female 1961 She manages accounts at Swee 2 children: 1 daughter who once worked in ~
Joo Trading. Her husband works in
BOA.
Swee Joo Trading and 1 son who is still in
secondary school

rf
I
11
Sim MongTai Male 1963 He takes charge of Swee Joo 3 children: 1 daughter who is still studying and 1
wharf. son who was in Swee Joo Trading but have since ~

12 Sim Mong Ngin Female 1964 She works in Swee Joo Trading
ventured into his own business
3 children: 2 daughters and 1 son are still
rr

-----------
after her New Zealand degree. studying
t
~
t
.t