In malaysia's air conditioning industry, this traditional male-dominated, price-competitive track, ban leng air coThe new era of second-generation successors has been ushered in by non-ditioning engineering, hereinafter referred to as “the panthers”。
Chen soo-li, a female successor, known as the air conditioning industry “facult”, worked with her team to re-think the nature of the air conditioning business — from selling products to providing full life-cycle solutions — with unique commercial insight and systematic implementation。
The story of chen soo-li and the alternative to non-traditional businesses: she was originally a highly paid insurance actuary and had travelled to germany to work on international market outreach. When the child was born, she returned to penang to take over the family business。
Instead of competing at a low price, she worked with the team to create a distinct business path with the unique logic of female actuaries, rapid implementation and insight into client needs:
- redefining the eco-business model for air conditioners with systematization, dataization and depth services。
1987: starting point for commercial prognosis
It was founded in 1987 by chen shu li's father, chen singmin, and her mother, zhong xiaoxiang. Penang was in the process of rapid industrialization and urbanization, and foreign-owned enterprises such as intel, hewlett-packard, hindley and motorola were growing rapidly。
In particular, the completion of the great light building in 1985, the highest skyscraper in south-east asia, was a symbol of the modernization of penang and a sign that the rigid demand for air conditioning between office buildings and high-end civilian housing would continue to grow
Computer free fishing game, no download, no point
Chen singmin and his wife zhong xiaoxiang
Chen sing-min is an expert judge of market trends: as commercial and civilian construction increases, air conditioning will become a demand. As a result, the “two-wheel-drive” strategy — commercial + civilian, wholesale + retail — was introduced at the inception of the acv to cover multiple markets. This strategy lays the foundation for the rapid growth of enterprises in the future and also reflects chen's pre-emptive business capacity。
7 years overseas experience: abandoning high-paying choice of family and inheritance
If it wasn't for peng, chen sook-li's life would have been another brilliant one。
After graduating from the university's actuarial profession, she first worked at the shanghai insurance institute and was rehired with a high salary from malaysian insurance companies in less than a year. She then went to a german solar company to open up african markets. While working abroad, she has acquired systematic capabilities in project modelling, market development, customer management, etc., and has laid a solid foundation for future takeover of family businesses。
After the birth of the child, she realized that the child was only growing up once and that it was more important than any business opportunity to develop the child's love and affection and to give the child an extended family. So she pressed the german company's pause and returned to penang. This decision reflects her unique values: family and business inheritance are not opposing, but strategic resources that can be developed together。
2015: a successor is not to overthrow, but to reshape the industrial structure
In 2015, chen soo-li officially took over from the rear of the air conditioning. In the face of dramatic changes in the industry environment, she did not choose to overthrow her father's business model, but rather to reshape business models and industry ecology。
Prior to the shift, the air conditioning sector in malaysia had become distinct:
Policy level: in 2013, the government adopted minimum energy efficiency standards (meps) to regulate energy efficiency in domestic appliances, including air conditioning
(a) market level: the share of split air conditioners decreased and the market for wall-mounted air conditioners expanded (mainly with increasing variability)
In terms of trends: air conditioning sales in malaysia grew by an average of about 4 to 5 per cent per year from 2008 to 2013 and entered a robust growth + replacement upgrade phase in 2015
(b) channels: e-commerce rises with b2c revenues of 73. 8 billion kyats, b2b revenues of 3,15. 2 billion kyats, consumer electronics contribution line transactions of 17. 3 per cent and gradual diversion of physical shop users
Services: under-line services are inadequate, consumers increasingly picky, prices are high, after-sales services are missing and non-transparent。
Through a large-scale analysis of data, chen soo-li found that the problem of industry convergence was concentrated on four points: price wars that diluted profits, service disorder, low electricity prices that damaged the physical ecology, and a serious imbalance between user demand for services and the supply of business。
“we often receive complaints from customers about air conditioning leaks, and data analysis reveals that this is a common problem in the industry. It's more commercial to deal with the pain of these users than simply to expand.” chen soula said。
To this end, the team proposes three strategic innovations: service productization, process digitization and the construction of an air-conditioning ecosystem。
Three innovations: construction of the industrial moat
Innovation i: leakproof solutions for air conditioners — kalt k-dry technology
Air-conditioning leaks have been a pain to users and businesses. The traditional practice is to clean up sewage and water pipes, but it tends to breed bacteria and increases maintenance costs。
The kalt k-dry technology, developed by the all-ambassination air corps, has significantly reduced the risk of leakage and maintenance costs by blocking the source of the problem through the installation of leak-proof nets. This innovation not only enhances the client's experience, but also gives the service its own product value, thereby shifting the business away from selling air conditioning alone to providing solutions for reassuring engineering。
Innovation ii: chillhub erp system — digital remodeling division of labour
The second innovation is the team-developed erp platform for the cooling industry, chillhub. For sales + installation + protection enterprise, consolidation of quotations, orders, inventory, service movement, billing, customer data, finance module, full-process digital management。
Erp systems bring not only efficiency gains, but also the ability of enterprises to “replicable growth”. Through this system, hundreds of regional enterprises have standardized operations and service process management across shops and regions。
Innovation iii: klima's smart life cycle conservation plan - postcare to data drive early warning
The third innovation is klima's smart solution, which provides users with air-conditioning life-cycle management services through smart monitoring, cycle maintenance, and support from original plant components。
The core advantage of this service is that enterprises move from traditional one-time sales to long-term value services, reducing failure rates and extending product life, through data-driven early warning mechanisms and precision maintenance, while generating sustained income and customer adhesion。
Family division and modern governance: systemic driven innovation
In the eyes of many, family businesses are prone to friction by blood relations, but the magic curse is broken by the all-powerful cooling。
Chen soo-li and his sisters are divided by profession and competence:
Chen soo-li: head of strategy and finance, external spokesperson and control
Li zongzhi: director general of systems and product innovation, responsible for automated product innovation
(a) chen zihuo: system development manager, focusing on process development and automation to make services faster, more accurate and easier
Chen soo-ping: director of business development and markets, strategic layout and marketing benefits, good at resource integration and effectiveness analysis。
From left to right: li zongzhi, chen sook-li, chen zhi ho, chen sook-ping
The four individuals, who had been working in their respective jobs as middle- and senior-level leaders or technical cadres, abandoned their respective great futures with a common conviction and spent countless nights grinding every product. Today, the synergies they have created are becoming a powerful driving force for all-powerful, cooling innovation。
“we do not seek scale, but deep values, long-standing relationships and ecological stability. Sustainable development can be ensured by binding everyone in a modern corporate governance system.”
First step in cross-regional services
Although there is currently only one shop for the ac, its team has created a much greater influence than the local market. The chillhub erp system has covered more than 200 clients, while kalt products are spread throughout singapore, thailand, the philippines, hong kong and viet nam。
The one-size-fits-all air-conditioning team provides a complete set of smart solutions linking suppliers, distributors, logistics, consumers, skilled workers and spare parts suppliers to achieve efficient and rapid response and implementation。
Competitiveness through data, professions and services has led to the formation of a unique moat in the industry, demonstrating new possibilities for family enterprises driven by modern governance and innovation。
The one-size-fits-all story tells us that business continuity should not be simply a reproduction of the past, but the creation of long-term competitiveness through data, technology and professional services。
The future of the air-conditioning industry depends not on who sells it cheaply, but on who provides a complete life-cycle solution, insight into user needs and continuous certainty。
Chen soo-li worked with the team to reshape the value of the penang air-conditioning industry with her unique “asset” perspective, allowing malaysian air-conditioning industry to see the possibility of innovative ways for female successors to reshape traditional industries。
The true legacy is not to guard the past, but to create the future。
