HAJIBOY MOTORPARTS & ACCESSORIES

COMPANY DETAILS SME CLASSIFICATION

REGISTRATION NO 201903167808
75
NEW REGISTRATION NO 002983877-W

Staff
INDUSTRY SERVICES 30

NATURE OF BUSINESS Motorcycle Parts &

5
Accessories
ECONOMIC ACTIVITY G - WHOLESALE 0
RM0 RM3m RM20m
AND RETAIL Annual Turnover
TRADE; REPAIR OF
MOTOR VEHICLES
AND
MOTORCYCLES
SME CLASSIFICATION MICRO
ENTERPRISE

SCORE BREAKDOWN OVERALL SCORE

Factor Baseline
Factor
Priority Profile
Current Profile

Business Resources TAKEOFF

Leadership and PRE-

TAKEOFF
Capacity
Development
PRE-
Personnel Resources TAKEOFF

PRE-
System Resources TAKEOFF RE-TAKEOFF
TAKEOFF
MATURITY
STAGNATION
RENEWAL
DECLINE

Financial Resources TAKEOFF

PRE-
OVERALL SCORE TAKEOFF
ELSA ANALYSIS

Business Resources
Factor
ELSA Stage ELSA Tier Priority

PRE-TAKEOFF TAKEOFF MATURITY STAGNATION

Tier 2: Extra support
RENEWAL DECLINE
required
Products and Service Line TAKEOFF Products and Service Quality TAKEOFF

Evaluation Evaluation
Expanding; more differentiated offerings. Meets some customer expectation; consistent on one or
two key dimensions.

Recommendation
New business: Recommendation
Offering too many products or services from the start may Integrate a quality assurance programme into the business,
be symptom of not knowing who the customers are and and measure and assess quality on a continuous basis. Seek
what they really want. A standout offering or hero product external validation or accreditation to provide quality
helps pull in core customers who will drive sales. Anchoring assurance to prospective customers.
the product / service line on the standout prevents the SME
from spreading out efforts too wide. Solicit frequent
feedback from your customers via your social media
presence, customer surveys and informal conversations.
Allow your product and service mix to evolve in response to
customer feedback in the early stages.

>2 years in operation, profitable business in growing

industry:
Develop additional offerings that are capable of increasing
profitable growth. Consider the attributes of products /
services available in the market, trends (including emerging
needs) and level of differentiation. Uncover insights as to
how the enterprise stacks up relative to major competitors
and areas of vulnerability requiring action. Keep refining
product / service offerings to rise above the competition
and stand out.

Information & Communication Technology PRE-TAKEOFF Business Development Capacity RENEWAL

Evaluation Evaluation
Little to no investment in technology. There are no plans to Proactive marketing with new directions in terms of
procure technology that can act as a lever to drive business customers, products, and even markets.
growth.

Recommendation
Recommendation Create a marketing roadmap that defines the value
Evaluate the benefits of adoption and use of IT, including proposition of product or service offerings, anything that
how it can enhance a wide range of business processes and needs to be done to strengthen the product or service line
transactions. The benefits of adopting e-business and e- to better deliver on the value proposition, priority markets,
commerce strategies and tools should outweigh investment industries or customer segments and plans to launch any
and maintenance costs for small enterprises adopting ICT. new distribution channels and drive revenue through
Consider the potential of ICT applications in reducing existing channels. Invest on building brand reputation,
transaction costs and increasing the speed and reliability of increasing brand awareness and providing visibility to the
transactions for both business-to-business (B2B) and SME’s products or services. Regularly monitor and review
business-to-consumer (B2C) transactions. Some SMEs will marketing activities to ensure that the activities are
face more difficulties than others in establishing an e- supporting the business strategy and achieving the desired
business case; there may be concerns over unbalanced outcome.
costs and benefits, lack of ICT expertise within the
enterprise, insufficient customer access to internet, and
technology concerns, such as on-line security. Sector
Information & Communication Technology Business Development Capacity

characteristics play a significant role in ICT uptake; sectors

such as tourism and retail are well suited for greater use of
ICT.
Leadership and Capacity Development
Factor
ELSA Stage ELSA Tier Priority

PRE-TAKEOFF TAKEOFF MATURITY STAGNATION

Tier 2: Extra support
RENEWAL DECLINE
required

Organization Structure PRE-TAKEOFF Succession Planning TAKEOFF

Evaluation Evaluation
Owner-managed, sole decision maker, little to no hierarchy, No succession plan for the owner who remains a major
entrepreneurial. One-unit management with no specialized provider of direction and continues to make all major
organizational parts. decisions. The enterprise has grown large enough to requre
functional managers to take over certain duties performed
by the owner with direction from the owner.
Recommendation
Plan organization structure. A simple structure works well
for small businesses that operate in one location and Recommendation
depend on the owner for their direction. The organization Plan for each key person or position. Profile key
structure tends to be flat; the business owner can be very competencies for each position. Draw up criteria for
hands-on with this approach. Provide growth opportunities admitting employees into succession pools and the
for early-stage employees by giving them access to evaluation method to objectively determine readiness and
information and decision-making responsibilities. Stretch development needs. The critical positions (the SME would
their capabilities and foster a culture that encourages be unable to effectively meet its business objectives
initiative taking. Widen management talent and bandwidth without these roles) in the SME should be identified and
as soon as finances permit or build capabilities in small made the focus of succession planning efforts.
increments.
Personnel Resources
Factor
ELSA Stage ELSA Tier Priority

PRE-TAKEOFF TAKEOFF MATURITY STAGNATION

Tier 2: Extra support
RENEWAL DECLINE
required

Staffing Levels PRE-TAKEOFF Staff Performance Management PRE-TAKEOFF

Evaluation Evaluation
Small and mostly acts a a constraint. Roles are fluid. There The enterprise has no documented job desciptions or staff
are no job descriptions and personnel policies yet. performance review process.
Communication among employees is frequent and informal.

Recommendation
Seek training in the areas of compliance and labour law to
ensure that all applicable laws and regulations are being
followed. Where business capacity and experience are
lacking, seek external services while developing in-house
capacity for marketing, financial and human resource
management etc.
Recommendation
Notwithstanding SMEs’ simple and highly centralized
structures, if the business is light on feedback, there is still a
need to establish a culture of providing regular, real time
feedback throughout the year and recognition. As the
business grows, the performance areas are divided because
the corresponding growth in staff generally provides for a
segregation of responsibilities and activities.
System Resources
Factor
ELSA Stage ELSA Tier Priority

PRE-TAKEOFF TAKEOFF MATURITY STAGNATION

Tier 2: Extra support
RENEWAL DECLINE
required

Operational Execution Capacity PRE-TAKEOFF Operational Planning and Budgeting TAKEOFF

Evaluation Evaluation
Operations are agile and flexible. Informal management The enterprise has an annual operational plan, but this has
structure. Few or non-existent documented operational not been linked to budgets.
policies and procedures.

Recommendation
Recommendation Link the enterprise's budget closely to the operational plan
Draw up a clear set of operational procedures describing to indicate how activities will be funded. Budgeting is also
the processes including systems for quality control, for the purpose of performance management.
procurement, inventory control, equipment maintenance
(where applicable), and improvement. Document SOPs to
easily onboard new employees. A business operation
manual will help instill the discipline to stay on track as the
business grows.
Financial Resources
ELSA Stage
PRE-TAKEOFF TAKEOFF MATURITY
RENEWAL DECLINE
Finances STAGNATION
Evaluation
Operating cash flows are positive. Revenue / earnings is
reasonably stable. Focus shifts from acquiring financing to
servicing debt and distributing excess funds to owners, such
that borrowing decrease. Focus shifts to preservation of
resources, cost control, improvements in operational
efficiency and cost reductions.
Recommendation
In addition to paying down debt, use existing cash flow for
maintenance and growth-related capital expenditures to
drive revenues higher, and increase profitability and cash
flow. If the business has hit a growth plateau, consider
trimming costs that will not negatively affect production,
delivery or customer service. Reducing costs can provide
short-term wins but will not be sustainable in the long-run.
It is important that sufficient attention is paid to directing
resources to areas that can help reignite growth.
Factor
ELSA Tier Priority
STAGNATION
Tier 2: Extra support
required
Financial Systems PRE-TAKEOFF
Evaluation
The enterprise has no formal financial system. Transactions
are either not recorded or recorded on ad hoc basis.
Recommendation
Develop a system to keep records of transaction dates and
amounts and business details to measure profit and
performance, and meet legal and tax requirements. Use
digital accounting and payment tools like online invoicing,
expense reporting, and even tax filing to save both time and
money. Ensure financial record-keeping is up-to-date, in
particular management accounts including income / cash
flow projections and business plans amongst others as
funders need to examine the SME’s financial records to
determine that the business is viable and has the capacity
to repay the funding. Financial forecasts need to be
realistic; SMEs experiencing losses and negative cash flows
during their startup phase must have financial projections
of these negative cash flows to have some idea how much
capital will be needed to fund the business until it becomes
profitable.