A DECADE OF JOURNEY WITH GERSON LEHRMAN GROUP

After 10 years with GLG, including my memorable visit to GLG Malaysia and meeting Ms. Karen Soh, the journey has truly been meaningful. I’ve gained invaluable insights, especially in compliance and governance, which have strengthened my work across various engagements.

Here where I am now, certain institutions (not all) still face limitations in formally certifying or validating my diverse experience and competencies due to regulatory frameworks (possibly bureaucracy). That’s why I value platforms like GLG, (even UKAS, C & G, BCA Sing, ABAC CB UK etc) other international professional institutions that recognize expertise based on merit. Their trust has placed me in a comfortable and confident position, and it’s a testament to how Malaysian professionals can be acknowledged globally.

Thank you to the entire GLG team, for the continued trust, opportunities, and commitment to building a strong community of expertise. I look forward to contributing more in 2026 and growing together with the network.

Wishing everyone at GLG a meaningful year-end and an inspiring year ahead.

The Volume Advantage: Why Competitive Pricing and High Turnover Beat High Margins in a Value-Driven Market - by Nik Zafri

A simple business scenario:

 The cost of one product is RM0.50.

• Seller A buys 1,000 units and resells them at RM1.00 (a 50% margin)
• Seller B buys 500 units and sells them at RM0.80 (a 30% margin).

Both offer the same product quality and service. However, within one week, A only manages to sell 100 units, while B sells all 500 units and continues receiving similar demand.

1. Lower Margin, Higher Volume Can Outperform Higher Margin, Lower Volume

• A sells at a higher profit per unit (RM0.50) but only manages to sell 100 units.
• B sells at a lower profit per unit (RM0.30) and manages to sell 500 units, fully clearing stock.

 In absolute profit terms:

• A’s profit: 100 units × RM0.50 = RM50
• B’s profit: 500 units × RM0.30 = RM150

So, B earns 3 times more profit despite a lower margin.

Lesson 1 - A business strategy cannot rely solely on high margins. Competitive pricing + high turnover often leads to better total profit.

2. The Market Dictates the Price - Not the Seller

Both products are identical in quality and service. Yet customers prefer the cheaper option.

Lesson 2 : Customers will gravitate to the price that feels fair and offers value, especially when comparing identical products. Pricing must align with what the market is willing to pay.

3. Accessibility and Affordability Expand Your Customer Base

A higher price reduces your reachable market. B’s lower price makes it accessible to more buyers, which increases volume.

Lesson 3 : Sometimes, the best approach is to reduce your margin but widen your reach.

4. Cash Flow Matters

• B sells all 500 units, turning stock into cash quickly.
• A sells slowly, locking capital in inventory.

Lesson 4 : High turnover improves cash flow, reduces risk of dead stock, and allows faster reinvestment.

5. Customer Behavior: Perception of Fairness and Trust

Even if quality and service are the same, customers may perceive A’s pricing as too high, creating resistance.

Lesson 5 : Customers are more likely to trust a price that aligns with their perception of value.

6. Long-Term Advantage - Repeat Customers

If B continues providing good value, customers remember the “fair price” and come back.

A risks losing customers permanently if perceived as overpriced.

7. Strategy Must Match Market Conditions

• A is using a premium pricing strategy in a market that behaves like a value-driven market.
• B is aligning with what the market wants.

Lesson 6 : Choose a strategy that fits the market, not the seller’s personal preference.

In short : A’s mistake is prioritizing profit margin instead of total profit and turnover. B wins because of competitive pricing, faster cash flow, and better alignment with customer expectations.

8. Understanding the Surroundings

What Seller B is doing reflects a deeper understanding of economic reality and customer psychology during a downturn.

i. B Recognizes Reduced Purchasing Power

In a slow or uncertain economy, customers:

• become more price-sensitive
• compare options more carefully
• cut back on non-essentials
• prefer lower-priced alternatives even if quality is the same

Seller B's pricing aligns with this behaviour, making it easier for customers to continue buying.

 

ii. B Reduces the Customer’s Financial Burden

By lowering margin and offering a fairer price:

• customers feel less “pain of paying”
• they can buy more or more frequently
• they perceive B as understanding and trustworthy

This builds loyalty - very valuable in tough times.

iii. B Helps Customers Regain Purchasing Power

When a seller provides value pricing:

• customers conserve money
• they can buy other necessities
• they feel more in control of their spending

This creates repeat demand because customers feel respected.

iv. Pricing Strategy Reflects Situational Awareness

• Seller A uses a premium-pricing mindset in a value-driven market.
• Seller B uses a market-aligned strategy, showing awareness of inflation, declining disposable income, cost-of-living pressures and competitive landscape

This awareness is a major advantage, especially when consumers are cautious.

v) B Gains Trust During Hard Times

Customers remember sellers who:

• remained affordable
• did not take advantage of the situation
• provided consistent value

This often results in long-term loyalty even after the economy improves.

In short : Yes - Seller B’s success strongly indicates that:

• B understands the economic downturn
• B empathizes with customers’ reduced purchasing power
• B adapts pricing to match real-world conditions

 

9. B Hires a Worker (10 sen/day) While A Sells Alone

a. B Invests in Leverage while A Relies Only on Himself

B understands that:

• One person alone can only sell so much,
• By hiring help, he increases capacity, reach, and speed.

Even though the worker is paid 10 sen per day, B trades a small cost for a large increase in sales volume.

A, however, is limited by time, physical ability, energy, customer reach

This is a classic difference between working IN the business vs working ON the business.

b. B Converts Cost into Growth

B’s commission cost is tiny compared to his profit:

• Total profit: RM150
• Worker cost (example: if 7 days × RM0.10): RM0.70
• Net profit: RM149.30

The worker cost is less than 1% of B’s earnings (to me, this is good trade-off)

This shows B understands scalability.

c. A Avoids Expenses but Also Avoids Growth

A tries to “save money” by doing it alone.

This is common among small businesses, but:

• Saving costs does not equal making profit.
• Doing everything alone slows the business.
• Opportunity cost becomes huge.

A’s choice actually costs him more because he misses out on potential sales.

d. B Creates Employment and Strengthens Community Trust

Hiring someone even for a small commission:

• builds goodwill

• creates local support

• strengthens reputation

• increases customer trust (“This seller is growing”)

Customers often prefer businesses that create jobs rather than solo traders who appear stagnant.

v) B Understands That Cash Flow Is King

The faster the stock clears:

the faster money returns, the faster B can reinvest, the faster B grows

Hiring help accelerates this cycle.

A, by relying on only himself, slows everything down.

vi. B Is Playing a Long-Term Game, A Is Stuck in Day-to-Day Survival

• B is building a system.

• A is building self-dependence only.

Systems win long-term.

In summary

Seller B shows understanding of:

• leverage
• business scaling
• cash flow management
• customer behaviour
• market environment
• productivity
• long-term business mindset

Seller A focuses on:

• saving costs
• doing it alone
• short-term thinking
• limited growth

CONCLUSION

The scenario of Seller A and Seller B decisively illustrates that a successful business strategy cannot rely solely on high margins. Seller Bs victory, earning triple the profit (RM150 vs. RM50) despite a lower margin, highlights the power of competitive pricing, high turnover, and strategic alignment with customer expectations. 

By recognizing reduced purchasing power in the market and prioritizing cash flow and accessibility , Seller B not only maximized absolute profit but also cultivated customer trust and loyalty by offering perceived fairness and value. Furthermore, Bs willingness to leverage a worker for a small cost demonstrates an understanding of scalability and long-term systems thinking over As focus on cost-saving and self-dependence. 

Ultimately, success comes from choosing a strategy that fits the market, not the sellers personal preference.

Political and Voting Self-Profiling: An Independent Perspective of Me

Disclaimer: The views expressed here are entirely my own and do not reflect the opinions of any organization, group, or individual. They are not intended to influence, persuade, or interfere with anyone’s personal political beliefs or decisions. Readers are encouraged to form their own opinions based on their perspectives and judgment.

I have often been labeled an independent-minded, pragmatic voter neither strictly partisan nor a fence-sitter. I consider myself a centrist reformist with a socially conscious approach. I dislike being coerced into supporting something I fundamentally disagree with, even if the majority favors it.

Someone “on the fence” typically avoids taking a stand due to uncertainty or indifference. I, however, actively evaluate each issue or policy and make a conscious decision to support or reject it. I have principles, a perspective, and a reasoning process. In short, I am a principled, issue-driven voter- engaged, thoughtful, and selective.

My Approach to Politics and Voting

1. Selective support based on principles: I evaluate policies and actions on merit, not party loyalty. This is principled pragmatism,
2. Support for modernization with social conscience: I value progress and development but care about fairness and justice for ordinary people.
3. Critical thinking and analysis: My decisions are evidence-based, not driven solely by emotion or rhetoric.
4. Balanced outlook: I see merit across political spectrums, avoiding extremes and dogma.

In everyday terms, I support what works and is just.

How My Professional Background Shapes My Political Mindset

• Consultant mindset: Trained to analyze situations objectively, evaluate risks, and weigh pros and cons. This translates naturally into assessing policies and candidates based on evidence and impact,
• Training and mentorship: Exposure to diverse perspectives and human behavior fosters fairness, ethics, and empathy.
• Thought leadership: Critical thinking and foresight lead me to reject simplistic or populist narratives.
• Prolific writing: Structuring arguments logically strengthens my ability to evaluate political issues deliberately.
• Project and risk management: Experience balancing stakeholders and ethical constraints makes me sensitive to policies that advance progress without harming vulnerable groups.
• Analytical mindset from reading and research: I value historical context, evidence, and data-driven reasoning.
• Creative and cultural exposure: Appreciation for arts, history, and heritage encourages a balance between modernization and preservation.
• Exposure to regulatory frameworks: Handling audits and certifications reinforces the importance of governance, transparency, and lawfulness.
• Global perspective and trend awareness : My awareness of international standards, climate change, ESG, and modernization trends helps me evaluate policies in terms of long-term sustainability and competitiveness.

My Place Among Malaysian Voters

There are certainly others like me in Malaysia, though exact numbers are hard to determine.

From the data I extracted from multiple past and present surveys despite I don't rely too much on them but overall, it would indicate:

• Over 30% of respondents were unsure whom to vote for or had no party preference,
• I found out many young voters rejected traditional party outreach and divisive tactics, favoring “fairer, more inclusive” policies,
• Roughly 28% of non-Malay voters did not disclose a party preference in one survey.

Putting this together, 20–35% of Malaysian voters could share a mindset similar to mine - independent, issue-driven, and willing to support what is right rather than simply following a party.

This segment, principled, selective, progressive, and socially conscious may be less vocal than staunch party loyalists, but they are influential. Parties must appeal to this 35% of voters like us to secure swing votes, making independent, thoughtful voters a powerful force in shaping the country’s future.

I’ve noticed that many political parties, in their fiery speeches, focus heavily on loyalists and fence-sitters, yet they often underestimate the influence of the remaining 35% surprisingly, this group comes from the silent grassroots rather than top political figures, academicians, corporate leaders, or intellectuals, who, despite their best efforts, have repeatedly failed to sway them

Conclusions for now

As we can see, voting and politics in Malaysia are influenced by a variety of factors, including personal values, social conscience, evidence-based reasoning, cultural and professional experiences, and broader societal and global trends.

Each voter weighs these differently, which is why the country’s politics is as complex and diverse as its people brings a unique perspective, making Malaysia’s political landscape diverse and dynamic

Malaysians are thinking differently now, politicians, take heed.

THOUGHT FOR THE DAY - 21/10/2025

I must have spoken about this too many times but let's just do a quick reminder.

Copying and pasting content literally from ChatGPT or other AI-assisted applications can often be detected. Unique punctuation styles, language patterns, scattered emojis and image metadata make it easy to trace such material through reverse searches.

While AI tools can enhance productivity, it is essential to review, rephrase, and verify the accuracy of the generated text. As someone accustomed to traditional writing methods, I can easily identify grammatical inconsistencies, contextual errors, irrelevant data, wrong sampling, factual errors or deviations from the original topic.

It doesn’t feel organic when the person simply lets AI do the work and allows it to spread without even caring what has been written. Writing should still reflect the writer’s own thought process and understanding.

Educators and supervisors frequently emphasize comprehension over completion (of course they do have "Anti-ChatGPT/AI"), they will ask whether the writer truly understands their work. Therefore, use AI responsibly and ensure that your writing reflects your personal understanding and critical thinking.

The Algorithm Is a Strategy not Your Enemy (Overview by Nik Zafri)

In the fast-paced world of digital marketing, algorithms don’t just decide who sees your content - they reflect how well you understand your audience. Every scroll, click, and linger tells a story.

In this new age, the word “algorithm” often sparks mixed emotions, fascination, frustration, and sometimes fear. Yet, behind every algorithm lies a simple truth - it’s not out to defeat us, but to understand us. Every post, click, and comment forms part of an intelligent feedback loop that rewards consistency, authenticity, and engagement.

For new-generation marketers, this means success isn’t about chasing trends or hacking visibility it’s about mastering the language of algorithms. When you treat them as your partners, not your adversaries, data turns into direction and analytics evolve into strategy.

New-gen marketers should also know that they should no longer fighting the algorithm, but feeding it the right signals - authenticity, engagement, and consistency. Whether it’s Google’s ranking logic, TikTok’s “For You” magic, or Meta’s engagement web, the real question isn’t “How do I beat it?” but “How do I work with it?”

Remember this 3 principles :

• Create for people, optimize for algorithms,

• Watch patterns, not platforms. Algorithms evolve, your strategy should too,

• Use data as intuition’s best friend. Let analytics shape creativity, not replace it.

The marketers of tomorrow won’t chase trends, they’ll understand systems.

Here's a simple example : 

The following shows how algorithms, data, and marketing tie together,  something new-gen marketers can see, analyze, and learn from.

Below is a sample dataset and Python snippet showing how marketers can use meta-data and algorithms to understand which content performs best on a website or social platform.

Another Example Algorithm (Python)

Let’s simulate a simple engagement score algorithm, how marketers could rank their posts by performance using weighted engagement.

What this does:

• Assigns weights (likes 30%, shares 40%, comments 30%),

• Multiplies total engagement by conversion rate, and

• Ranks which platform’s content gives the best return

Why New Age Marketers Should Love This

• It mixes creativity with data, storytelling backed by analytics,

• Shows how algorithms learn from engagement signals (just like social media platforms do), and

• Teaches marketers to interpret trends, not just follow them.

Another simple example : 

Run a small simulation in Python where I ranked content performance across social platforms using a weighted engagement algorithm:

engagement_score = (likes*0.3 + shares*0.4 + comments*0.3) * conversion_rate

Result?

TikTok and YouTube rise into a comfortable position - not just because of virality, but because they converted engagement into real outcomes.

Remember :

The future of marketing belongs to those who can bridge creativity and computation - storytellers who speak in both emotion and metrics. Algorithms will continue to evolve, but their purpose remains the same: to amplify what truly connects people.

So instead of asking, 

“How do I beat the algorithm?”, 

the real question should be, 

“How do I make the algorithm work with me?”

After all, the smartest marketers don’t fight the system - they understand it.