Khamis, 30 Mac 2017

Wall Mounted Rack

Sejak akhir2 ni, hati serabut, minda kusut tgk rumah yg x teratur. Otak x jemu2 memikirkan solusi terbaik untuk menyimpan baju dan macam2 khazanah kat rumah. 

Harga utk beli almari bukannya murah, Kalau boleh installmentpun kene redha dgn installment plan dari AEON Credit. Bermakna, kena berhutang lagi! Jemu byr hutang!

Selalunya usha website Ikea. Ada yg murah, murah sgt. Ada yg mahal, mampu telan liur je. Akhirnya, aku tertarik dgn satu sistem yg diperkenalkan Ikea...Algot System. 

Algot ni kalau dikira-kira, boleh dikatakan mahal. Yelah, besi rangka2 tanpa pintu je bersama bakul, shelves and etc dalam RM1+++ utk lebar 278cm and ketinggian hampir mencapai siling. 

Prosnya adalah spare part brg tu boleh dibeli sedikit2 bkn sekali gus. Sesuai utk rumah dan poket kecilku. Di bawah ni adalah ideas dr pengguna Algot di seluruh dunia. Layankan..
Instagram Post by Janine

Instagram Post by Malgorzata Grzes

Instagram Post by Marissa McConnell

Instagram Post by Malin Hall

Instagram Posy by handmadestyle

Instagram Post by Mr & Mrs Knight

Instagram Post by Lara

Instagram Post by Therese Johansn

Intagram Post by Aleta

Intagram Post by Aleta

Instagram Post by Maria

Instagram Post by Jaana R

Instagram Post by Amy Mills

Instagram Post by J.

Instagram Post by Villa Frillekulla

Instagram Post by Husbyggarkonto

Instagram Post by Mia Prasetyawati

Instagram Post by @yooyoungeun 

Instagram Post by Dave Shaw

Instagram Post by Mummy MARRIED

Instagram Post by Ikea Taastrup

Instagram Post by @cono.em 

Instagram Posy by Dia

Instagram Post by Natalie Pavlina

Instagram Post by Agata Witkiewicz


Selasa, 14 Mac 2017


Article Writing

Question / Issues
Fresh food innovation in retail requires links to the chain to become part of the value-added process. The retailer is an active participant and key to the fresh food innovation process. It is retailers who mostly determine the role of the supplier and the rate of innovation in fresh food chains. Additionally, the retailer plays a role in the product idea, product development, and launch cycles in fresh food innovation. Write an article about the roles, issues or challenges of food retailer with regards to the above statement. Students are requires to write an article of about 750 words. 

1.0 Introduction
Over the past five years, there has been a significant increase in overall fresh food offerings as retailers strive to meet rising demand from consumers (Duff and Phelps, 2016). Despite able to contribute healthy sales in business, keeping fresh food is rather complicated. Thus, fresh food retailing is experiencing innovation in order to reach consumers in new ways. The roles of retailers in driving innovation success are critical by executing strategies such as offering value product, employing high-impact merchandising strategies and building a supply chain with the right economics. However, the retailers also confront with issues or challenges in the process such as implementation of alternatives in limited workforce becomes less effective, risk of losing relevance (and patronage), perishable products and strategy development.

2.0 The Roles, Issues or Challenges of Food Retailers in Fresh Food Innovation
As the own brand market was evolving, the market share of own brands was steadily increasing over the past years, though varying from country to country (Bourlakis, Hirner, Moiter and Werkhoven, 2013). Retailers may offer value products within the premium segment and premium products within the value segment. This strategy would attract customers who have become more cost-conscious due to decrease in incomes and purchasing power (Mike Stones, 2013). For example, Tesco Stores (M) Sdn Bhd have their own brand, “Tesco” with “Tesco Everyday Value” that aimed customers who want to spend their money wisely and discount competitors such as Giant Supermarket. Meanwhile, “Tesco Finest” directly aimed at competitors such as Sam’s Groceria.

Moreover, retailers must employ high-impact merchandising strategies that clearly define freshness and determine unique ways to demonstrate it. According to ATKearney (2013), the merchandising tactics include dish customization, attractive packaging and display, a “made-on-premises” look, aroma, evidence of frequent rotation or replenishment, appropriate signage, suggestive selling, see-through packaging, and labeling that indicates the production date rather than the expiry date. These tactics contribute to the desired impression of freshness and are essential to optimize the fresh prepared foods opportunity. Ikea Restaurant is the best example that apply these tactics; variety of food offerings that can be seen through the open kitchen concept, cozy ambient atmosphere, great dining experience and much more.

On top of that, numerous food manufacturers have perceived that the fresh foods supply chain is particularly delicate to the economics of sales turnover and product waste. Retailers require different supply chains focused on short shelf life, product turnover, optimized assortment, and target pricing. Also, retailers must partner with reputable suppliers that can handle all of the complexities of fresh distribution when it comes to food safety concerns. Perhaps, they may need to consider alternatives (Allen, McLaughilin and Pierson, 1990) to remain freshness such as:
1.             In-store preparation whereby food is prepared on-site. For instance, Giant Supermarket has its own food court that serve fresh prepared foods to patrons.
2.             In-store finish whereby frozen foods are delivered by product supply chain and reheated in the store kitchen. For instance, Ikea Restaurant.
3.             Commissary model whereby a network of centralized kitchens is established to prepare and deliver ready-to-serve meals or partner with local fresh food providers. For instance, there is food & beverage section (not food court) in Mydin that serve ready-to-serve food and drinks.
4.             Food processor model whereby retailers establish a partnership with a large food processor. Tesco and Giant have their own products that apply this model. The products include frozen minced beef, nuggets, French fries, mixed vegetables, and etc.

Nevertheless, these alternatives are less effective to implement when retailer has limited workforce. Retailers should focus on a core assortment. In order to achieve proper balance between merchandising fresh products and reducing shrinkage, managing assortment should be done effectively. There is also risk of losing relevance (and patronage) for retailers to cope in fresh prepared foods. It could be impossible for old-fashioned supermarkets to adapt changes in their business. Even though fresh prepared foods can be profitable, retailers should carefully evaluate a business model that is affordable and suitable for their positioning. The approach should be able to match the venue and investments should be chosen wisely.

Another challenge pertaining to fresh foods is that perishable products inventory cannot be used as the shield to manage sub-optimal information management. The use of inventory would be efficient for other types of manufacturing supply chain but not in fresh food supply chain where there are many forms of inefficiency including wastage, repackaging, out-of-stocks, discounted sales and having to purchase from non-preferred suppliers (Alberta Value Chain Initiative, n.d.). Many of these inefficiencies – such as out-of-stocks and discounted sales – are hidden costs that may not be managed and monitored. Inefficiencies can be larger than the visible costs of wastage suggest.

Lastly, there is issue in strategy development whereby it requires integrated components. The system is more than the sum of its parts. For instance, marketing skills need to be complemented with improved demand and supply forecasting capabilities. Similarly, developing a collaborative relationship between retailer and supplier is essential to generate higher rates of product innovation. Diversity of product or service is resulting from competition in new business designs. Food industry is often faced with competitive price and unable to maintain diversity in its product and quality due to the same business model practices. Both retailers and suppliers should be cooperative to support the new system so that both parties will benefit from it.

3.0 Conclusion
In conclusion, innovation in fresh food is essential to prolong the shelf life of the product, providing variety of products to consumers, simplify operational management, reduce cost of loss, increase more revenue and service upgrading. Innovation is always crucial in a world in which grocery and mass retailers generally offer the same product range as their competitors (Nielsen, n.d.). Thus, the cooperation between retailers and suppliers or retailers and management are indispensable to succeed.  The role of retailers in innovation is vital to ensure the process is successful eventhough they have to deal with any issues or challenges ahead.

Alberta Value Chain Initiative. Fresh Food Category Management: Leveraging Strategic Options. Alberta: Agriculture and Food Council of Alberta. Accessed on 1st October 2016,$department/deptdocs.nsf/all/agp11922/$FILE/RetailPaper2FreshFood.pdf
Allen, J.W., McLaughilin, E.W. and Pierson, T.R. (1990). Strategic Directions in Supermarket Deli/Prepared Foods. New York: Cornell University.
Bourlakis, M., Hirner, S., Moiter, C. and Werkhoven, T. (2013). Six Perspectives on Retail Innovation – Expert Group on Retail Sector Innovation. Brussels: Publications Office of the European Union.
Carter, H. (2013). What’s Your angle on Fresh Prepared Food? Burke. Accessed on 4th October 2016,
Donnan, D., Goldin, B., Ouimet, R., Anderson, A. and Hanson, W. (2013). Fresh Prepared Foods: Cracking the Code for U.S. Retailers.  San Francisco: A.T.Kearney.
Duff & Phelps (2016). Industry Insights: Food Retail Industry Insights – 2016. Accessed on 5th October 2016,
Harvard University Press. Harvard Reference Guidelines. Accessed on 14th October 2016,
Miller, D. (2008). Retail Marketing: A Branding and Innovation Approach. Melbourne: Tilde University Press.
Nielsen.  Continuous Innovation: The Key to Retail Success. Accessed on 12th October 2016,

Stones, M. (2013). Food Retailing to Polarise around Premium and Value. Accessed on 29th September 2016,

Khamis, 9 Mac 2017

Shah Alam Half Marathon 2017

Sepanjang suku pertama 2017, rasanya inilah pertama kali aku bersiaran. Sibuk. Blajar degree lagi byk assignment berbanding diploma dulu. Sementara aku cuti sem, aku berpeluang utk running lagi. Ini merupakan kali ke-2 aku menyertai night run yang sama dan kali ke-3 organizer yg sama (sblm2 tu bukan night run). 

Aku betul2 dah lama tak berlari. Last lari tahun lepas iaitu sebulan atau 2 bulan sebelum Ramadan. Walaupun aku ada ada register running event yg dibuat betul2 sehari sebelum Ramadan tapi aku decided tak nak pergi. Mmg malas gila kekdahnya dan badan akupun gemuk. Pastu menyesal tak sudah. Akupun x berlari until la this event.

Konsep running event kali ni masih sama dengan yang dulu. Berlari di tengah2 malam di atas track yang sama. Cuma, berbeza lokasi untuk collect race-kit. Race-Kit aku collected hari Sabtu kul 3 mcm tu di Da Men Mall. Kat mana mall ni? Tau tak Mydin Subang? Btol2 area situ sebelum korg jumpa Giant.

Picture from fb @sahm2017 

Malamnya aku berlari. Last ambil carbo pukul 5.00ptg kot. Konon nk bagi ringan. Aku tdo dlm pukul 9.00 mlm and bangun balik pukul 10.00 mlm. Seriously, tak berapa energized tapi dapatlah lepaskan lelah sikit. Pagi Sabtu tu aku bantai join Bootcamp kt Tasek Permaisuri. Sudahnya kaki dah rasa sengal. Jgn ikut aksi ini ye. Anda sepatutnya well rest.

Pukul 11.00 mlm kami bergerak. Adala dengan harapan nk tidur kt situ. Along the journey adala berhenti isi minyak and ktorg smpi dlm kul 12.15 mcm tu. Aku tgk ada je runners 21km yg baru sampai kelam-kelibut berlari ke starting point. Kami berlenggang je parking sblh parkir berbayar berdekatan dengan Segamat Cafe. Punyala nk elak kene bayarkan?

Time tu, dah nampak dah cuaca mcm tak mengizinkan je. Tapi x adalah tanda2 nak turun dalam masa terdekat. Tepat jam 12.30pg and organizer nak release 21km runners, hujanpun turun dengan lebatnya. Yg 10km runners kelam-kabut berlari mencari shelter. Ada yang main hujan. Yg 21km runners juga relax, berlari dengan lajunya.

Hampir kul 1.00pg plak tu hujan berhenti. Rezeki kami tak berhujan. Organizer mmg sgt punctual. So, tepat 1.00pg diorg released kami. Sepanjang berlari tu, adala rasa rebas hujan. Adakala rintik2 tu pun terasa. Tapi tak selebat mcm 21km runners tu rasa. Mmg basah kuyup. 

Akhirnya aku berjaya menamatkan larian ni di bawah 2 jam. Tak pernah2 pecah rekod ni. Dari dulu hingga skrg. Hahaha. Aku bangga jugala sbb walaupun aku dh gemuk, still bole berlari lagi di bwh 2 jam. Yg menghairankan, masa aku slim and fit dulu x adalah pula aku berlari bawah 1 jam 45 minit. hmmmm...hampeh btol..

Habis je berlari, aku ambil medal, roti, energy drink and terus cabut. KAKA penat. Kita ikut je la. Sampai rumah kul 3.00pg kot. Gagah mandi mlm. Pastu apalagi zzzz... Setakat ni bulan Mac tak ada register running. Next event bulan April. Tunggu...

Weight Loss Center - Your Online Weight Loss Support Group