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Habit has successfully expanded its business throughout the years to emerge as a fully integrated Jeweler involved in wholesaling, retailing, manufacturing, marketing and franchising. Embracing a C business philosophy – Care for customers, Credibility in business, Charisma in ideas and Creativity in production – HABIT had clearly positioned the brand as Your Personal Jewel Consultant in the hearts and mind of its clientele. Habit’s clientele is diverse and far reaching, covering both West and East Malaysia and overseas including Indonesia, Brunet, Singapore, US as well as Europe.
When it comes to products, collections of gold Jewelry, colored gemstones and pearls of exquisite designs, superior quality and distinctive innovation are an integral part of Habit’s Jewelry. In Malaysia, the Jeweler has established exclusive partnerships with renowned international Jeweler’s like the world’s most perfectly cut diamonds Hearts on Fire (USA) and recently in 2011, with the world famous hand-finished Jewelry maker Pandora from Denmark.
The HABIT group has over the years spread its wings into several ventures to solidify its name in the world of business. Brand names affiliated under the HABIT umbrella to date include Jewelry brand Chanteuse, the Islamic pawnbrokers arm Time Zone Ar Ranch, and the HABIT Hotel, the group’s first venture out of the Jewelry industry. HABIT remains firmly committed to continuous research and development, identifying market trends and working in concert with international designers to provide world-class Jewelry to the domestic and international markets.
Its vision is to become the most successful manufacturing Jeweler of world-class standing. To achieve this, HABIT is relying on its most prized assets, its human capital. Adhering to the same core values it began with five decades ago, HABIT employees are instilled with the brand’s core values to offer only the best service to customers – Honesty and Sincerity, Must Be Flexible, World Class For Less, Everyone Is An Entrepreneur, Encourage Personal Development and Be A Consultant. To date, HABIT has 29 retail outlets throughout the country.
Habit’s headquarters is located at: Lot 106, Loran Amanda 2 Marketing Plan By rearrange 68000 Among Clangor Tell: +603 4252 7777 Fax: +603 4252 7484 Email: Habit Jewels Sad. Bad. (603) 21667677 Curia CLOCK Lot CO, Concourse Level, Clan Among, Koala Lump 50088 Habit Jewels Sad Bad. Among Point Among Malaysia Fax: 6060-34-2527484 www. Habit]ells. Com Company Overview Habit Jewels Sad Bad. (Habit) is a franchiser of Jewelries, based in Malaysia. It franchises Jeweler’s and deals with gold, bullion, and gemstones.
The company’s reduce portfolio includes pearl Jewelries, gold Jewelries, and various wedding jewelries. The company markets its products under various labels including Habit Creation, Prestige, Jewels, Aura, International, Gold, Value Buy, Wedding and Certification. Habit Jewels offers its products through its showrooms located in Clangor, Koala Lump, Penman, Asked, Juror, Termagant, Skeletal, Malice, Karakas and Saba. The company operates as a subsidiary of Habit Holdings Sad. Bad. Habit is headquartered in Among, Malaysia.
It guarantees the correct gold-alloy in every Weedier ring. The hallmark stands for the craftsmanship and quality of Weedier Brothers in Schwab, Germany. I I … Controller end, quality control is responsible for seeing that all essential standards Weedier stands for are adhered to. In this process, each individual ring is checked to see if it meets the customer’s wishes exactly. I * Impress The Systems Thinker Blob For years, Ford Motor Company has reminded us: QUALITY IS JOB 1 . It really should be the goal for all of us. Commitment to quality reflects our personal values and ultimately determines whether we can compete in the game of business.
Customers If you can’t sell a top-quality product at the lowest price, you’re going to be out of the game. ” What is Quality? To many, quality suggests the superiority of design, materials, or workmanship in a product or service. You may think of high-end brands like Mercedes, Gucci, or even Apple. However, “quality’ is vital to every business, even if the target customer is at the low-end or mass market. DRP. W. Edwards Deeming, pioneer of quality improvement methods, says that the customer’s definition of quality is the only one that matters. So, what should quality mean to you? I like to think of quality as a product or service that conforms to??and exceeds where possible?? customer specifications or expectations.
For example, are the roof shingles the grade specified in the house plans? Has the steel part been machined to engineering specifications? Was the furniture delivered within the promised range of 8:00 a. M. To 10:00 a. M.? Are the restrooms “clean”? And a customer is not only the end-user, but also the next step in a business process??the often overlooked internal customer. In an assembly line operation, station two is the internal customer of taxation one. The order-fulfillment department is the customer of the order- processing department. The sales process is a customer of the advertising or lead generation process. Each “customer” in a chain of business activities wants their specifications or expectations met.
Quality is achieved when you put measures into a business system or process that prevent mistakes, defects and delay??the waste of the business that drives away customers and robs you of profit. In short, everything that moves without errors through your business operation??from receipt of order to the delivery of the product or service??represents quality. And you might be shocked by the number of errors and mistakes made every day in a typical business, including yours! Total Quality Management Total Quality Management (TTS) is an approach used by organizations to achieve continuous improvement of business processes. A focus on quality will lead your organization to reduced waste and rework, greater efficiency, lower costs, and happier customers.
Here are seven principles of TTS that provide a foundation for improving quality in your organization. 1. You can and must manage quality – Quality doesn’t Just happen. It is the result of intelligent effort. Many companies struggle with low-grade business processes and repetitive customer complaints. Operational excellence and quality goods and services can only be accomplished by focusing on the improvement of daily business activities. 2. Processes, not people, are usually the problem – First look for a weak business process before blaming people. If your process is causing quality problems, no amount of new hiring or training will change the outcome. Put people into an effective business system and you will get their best performance. 3.
Find and fix the root cause of the problem – When you have a laity problem, use the 5-Whys Analysis to discover its true source; it may not be what you think. Go observe the process first-hand. Talk with workers. You may even find the source of the problem to be in a different part of the business. 4. Quality quantify results. Are you achieving at least 4 Sigma? Workers need frequent feedback to know how they are doing in relation to the goal. You can’t know how many mistakes or errors happen in your operation unless you measure. 5. Strive for continuous quality improvement – Total Quality Management happens every day. The work is never done.
It is a permanent mindset within your business culture. Real improvements must occur frequently and continually in order to drive customer loyalty, profitability and growth. 6. Every person is responsible for quality – As discussed, the customer of every business process is the next process in the line, ending with the person who buys your goods or services. Every worker and manager has a part to play in ensuring the highest level of quality??the fewest number of rejects, rework, and returns. Delighting the customer is the core responsibility of every employee and every business. 7. Quality is a long-term investment – Quality management is not a quick fix, not Just problem solving.
Creating a business culture around quality requires managers to promote improvement workshops, refine business processes, learn by measurement and feedback, and then to repeat the cycle as needed. Management style and business culture determine long-term success. Quality is a Choice Mistakes are normal. How many you will tolerate is a business decision. Remember, without a conscious effort to improve, you will hover in the 2-3 Sigma range and lose a significant portion of your potential profit. Quality business systems pay for themselves many times over! I recommend that you strive for a 99% yield, or 1% waste??about 4 Sigma in your core business processes. This is not only achievable but essential in a competitive marketplace. Get your team together and begin today! Wishing You Prosperous Times, Ron P. S. I highly recommend you try Box Theory”* software, a complete solution for creating quality business systems and processes. Tags: Quality, Culture, Business Systems Demand and supply Shifting dynamics have driven the gold market’s evolution from concentration to dispersion, across both borders and sources of demand and supply find out more The demand and supply dynamics of the gold market underpin the precious metal’s extensive appeal and functionality, including its characteristics as an investment vehicle. Click to enlarge Demand Demand for gold is widely dispersed around the world. East Asia, the Indian sub- demand in 2011. India, Greater China (China, Hong Kong and Taiwan), US and Turkey represented well over half of consumer demand.
A different set of socio-economic and cultural incentives drives each market, creating a diverse range of factors influencing demand. Rapid demographic and other socio-economic changes in many f the key consuming nations are also likely to produce new patterns of demand in the foreseeable future. Read more in our detailed briefing note about Gold Demand Trends, which also includes commentary on supply. Jewelry demand Jewelry consistently accounts for the majority of gold demand. In the 12 months to December 2011, appetite for Jewelry amounted to around IIS$99. 2 billion. India is the largest consumer in volume terms, accounting for 29% of demand in 2011.
Indian gold demand is supported by cultural and religious traditions which are not directly linked to global economic trends. Find out more in our special reports The role of gold in India and India Gold Report – India: Heart of Gold – Revival. The 2007-2009 financial crisis had a significant negative impact on consumer spending. This resulted in a decline in the volume of gold Jewelry sales, particularly in western markets, with the United States being hardest hit. However, Jewelry demand in India and Asia has since been recovering whilst in China growth in Jewelry consumption has been continuous. Jewelry demand is driven by a combination of affordability and desirability by consumers.
It generally rises during periods of price debility or gradually rising prices, and then declines in periods of price volatility. A steadily rising price reinforces the inherent value of gold Jewelry, an intrinsic part of its desirability. Several countries, including China and India, offer clear and considerable potential for future growth. Investment demand Since 2003, investment has represented the strongest source of growth in demand. The last five years to the end of 2011 saw an increase in value terms of around 534%. In 2011 alone, investment attracted net inflows of approximately US$82. Ban. Numerous factors motivate both institutional and private investors to seek gold investments.
Of the key drivers behind investor demand, one common thread emerges: all are rooted in gold’s abilities to insure against instability and protect against risk. The positive price outlook is underpinned by expectations that growth in demand will continue to outstrip that of supply. In turn, positive price expectations themselves have become a driver of further investment demand in gold. Gold investment can take many forms and investors often choose to invest through a number of different channels for greater flexibility. The growth in investment demand has sparked numerous innovations in gold investment, ranging from online lion sales to gold IETF. There are now a wide variety of investment products to suit both the private and institutional investor. Read more about how to invest.
Technological demand The use of gold in various electronic, industrial, medical and dental applications (together classed as ‘Technology) accounts for around 12% of gold demand, an annual average of over 450 tones from 2007-2011. Gold offers high thermal and electrical conductivity, along with outstanding resistance to corrosion. This explains why around two-thirds of all industrial demand arises from its use in electrical components. Gold’s use in medical applications has a long history, reaching back to attributes, including bio-compatibility as well as resistance to bacterial colonization and corrosion. Recent research has uncovered a number of new practical uses for gold, including its function as a catalyst in fuel cells, as well as chemical processing and pollution control.
The potential to use nonpareils of gold in advanced electronics, glazing coatings, and cancer treatments offers promising new areas of scientific research. Find out more about the technological applications of gold. Supply Mine production Gold is produced from mines on every continent except Antarctica, where mining is prohibited. There are several hundred gold mines operating worldwide ranging in scale from minor to enormous. This figure does not include mining at the very small- scale, artisan and often ‘unofficial’ level. Today, the overall level of global mine production is relatively stable. Supply from mine production has averaged approximately 2,602. 2 tones per year over the last five years.
The stability of production comes from the fact that when new mines are developed, they’re mostly serving to replace current production, rather than expanding global production bevels. Gold production does experience comparatively long lead times, with new mines taking up to 10 years to come on stream. That means mining output is relatively inelastic, unable to respond quickly to a change in price outlook. Even a sustained price rally, as experienced by gold over the last 1 1 years, doesn’t translate easily into increased production. Recycled gold While gold mine production is relatively inelastic, the recycling of gold ensures there is a potential source of readily available supply when needed. This helps to cater for an increase in demand and keep the gold price stable.
The high value of gold makes recovery economically viable, as long as the precious metal is in a form that is capable of being extracted, melted down, re-refined and reused. Between 2007-2011, recycled gold contributed an average 37% to annual supply flows. Central banks Central banks and multinational organizations (such as the International Monetary Fund) currently hold Just under one-fifth of global above-ground stocks of gold as reserve assets (amounting to around 29,000 tones, dispersed across circa 110 organizations). On average, governments hold around 15% of their official reserves as old, although the proportion varies country-by-country.
The advanced economies of Western Europe and North America typically hold over 40% of their total external reserves in gold, largely as a legacy of the gold standard. Developing countries, by contrast, have no such historical legacy and therefore have much smaller gold reserves, typically holding around 5% or less of their total external reserves in gold. There have been significant changes in official sector behavior in recent years. While the sector as a whole has typically been a net seller since 1989, there has been a seismic shift in central bank attitudes towards gold. For two decades, the official sector was a net seller of a substantial quantity of gold to the private sector markets around the world.
That period came to an end during 2009 and in 2010 was the first year of net buying by the official sector for 21 years. First, the economies off number of emerging markets have been growing very rapidly and increasingly these countries are being identified as buyers of significant quantities of gold for their prior balance between foreign currencies and gold that has been eroded by the rapid increase in their holdings of foreign currencies. For this group, gold has also come an increasingly attractive means of diversifying their external reserves. Additionally, central banks across Europe have reduced their appetite for sales in the wake of the global financial crisis and ongoing difficulties in the Euro zone.
Since 1999, the bulk of sales from central banks have been regulated by a series of Central Bank Gold Agreements (Gasbags) which have stabilized sales from 15-20 European central banks. However, from 2008 onwards these countries have shown a sharply diminished appetite for gold sales, to the extent that sales have virtually come to a halt over the past three years. The net result of these shifting dynamics in the official sector has been that, having been a source of significant supply to the gold market for two decades, central banks became net buyers of gold in 2010, with purchases totaling 77. 0 tones. This commitment deepened in 2011, with purchases of 440 tones.
The factors that motivated these purchases remain relevant for the foreseeable future and the official sector is unlikely to re-emerge as a source of significant supply as central banks remain committed to the importance of gold and its relevance in maintaining stability and confidence. For more on Central Bank gold ladings. Gold production The process of producing gold can be divided into six main phases: finding the ore body creating access to the ore body removing the ore by mining or breaking the ore body transporting the mined material from the mining face to the plants for treatment processing refining This basic process applies to both underground and surface operations. The world’s principal gold refineries are based near major mining centers or precious metals processing centers worldwide.
In terms of capacity, the largest is the Rand Refinery in Germinations, South Africa. On the basis of output, the largest is the Johnson Matthew refinery in Salt Lake City, US. Rather than buying gold and then selling it onto the market later, the refiner typically takes a fee from the miner. Once refined, the bullion bars (with a purity of 99. 5% or higher) are sold to bullion dealers. These dealers then trade with Jewelry or electronics manufacturers or investors. Avoiding large bilateral contracts between miner and fabricator, this dealer-based bullion market lies at the heart of the supply-demand cycle. It facilitates free flow of the precious metal, and underpins the free market for gold.