Coconut leaf mid-rib or spine has been used extensively as brooms. However, these brooms have been replaced by plastic brooms, which are cheaper. However, these plastic brooms contribute to the problem of plastic wastes.
Coconut leaf mid-rib brooms are slightly more expensive as they need to be manually separated from the coconut leaves by using a sharp knife, usually done by women in many countries in Southeast Malaysia. The number of the mid-ribs separated is low as these women get tired after a while. They often get hurt by the sharp knife as they tire during the separation process.
My friend, the “warrior inventor”, Mr Amir Tukiman, had invented a device, which he calls “Lidii”. This device can improve the productivity of separating the spine from the coconut leaf to about 400 per hour. A skilled-person can achieve a rate of above 600 per hour. This device can help a coconut farmer to supplement his income by making coconut mid-rib brooms, which are environmental-friendly.
The “Lidii” is portable. We are offering early adopters to purchase the device at a price of RM200 or US$20 (FOB) Malaysia. Free delivery is offered to adopters in Klang Valley, Negeri Sembilan and Selangor. Discounts are also offered for order of 5 and more units.
The “Lidii” can also be used for other palm leaves with firm spines.
Please contact us at 6016 3220 952 or email the inquiry to Dato’ Dr Anuar Md Nor, Founder, Bison Consulting, which is the exclusive agent of the device. His email is datodranuar@gmail.com.
Last week we had lunch at a restaurant in Subang Jaya, near Asia e University. It served rice cooked in coconut milk with a choice of side dishes such as fried chicken and fried egg, which is commonly known as “nasi lemak”. We noted that the restaurant with a seating of about 20 were patronized mainly by non-Muslims. Half of the total seats were empty.
Although potential Muslims patrons were checking the menu placed outside the restaurant but they did not enter. The main reason was that the restaurant did not display a ”Halal” logo at its entrance. The potential Muslim patrons knew that the menu offered by the restaurant did not have pork ingredients, but they would not enter the restaurant because it did not display “Halal” logo on its menu; thus loss revenue for the restaurant.
The restaurant should consider applying “Halal” certification/logo as its “nasi lemak” menu is popular with both non-Muslim and Muslim patrons.
Normally, the application for the “halal” certification/logo could be made directly by a restaurant’s owner. He/she could also appoint a consulting company to assist in the application process. This would usually cost about RM8,000-10,000.
Value of “Halal” Certification/Logo
The restaurant was not attracting Muslim customers as it did not have “Halal” certification/logo. The restaurant would be able to achieve higher patronage from Muslim diners if it had the “Halal” certification/logo.
Let us consider a hypothetical full-service restaurant with 20 seats. In this example, a typical dish with a soft drink is about RM15.00. There are two peak periods; lunch hour and dinner. Presently, during each peak period, we assume that 20 non-Muslim patrons would fill the restaurant (half of seating capacity). Thus, on a daily basis, the revenue of the restaurant is: 20 X 2 XRM15.00=RM600. During each peak period, there would be 20 non-Muslim patrons.
In a year, the annual revenue of the restaurant is RM219,000 (RM600 x 365).
If the restaurant is certified ”Halal” and displays the “Halal” logo, it would attract additional Muslim customers. We assume that the restaurant would now be full during the peak period. The daily taking is now: 40 X 2 xRM15.00=RM1,200.
In a year, the annual revenue of the restaurant is RM438,000.
The value of the “Halal” certification/logo could be estimated as follows:
Industry estimates
Not having “Halal” certification/logo
Having “Halal” certification/logo
Sales
100%
219,000
438,000
Costs of goods sold
30%
65,700
131,400
Payroll and benefits
35%
76,650
153,300
Operating expenses
7%
15,330
30,660
Occupancy expenses
10%
21,900
43,800
General and admin expenses
3%
6,570
13,140
EBITDA
32,850
65,700
Value of “Halal” certification/logo @ 8 per cent capitalization rate
410,625
821,250
Please note, in Malaysia, the “Halal” certification/logo is renewable every two years. Thus, the intangible “Halal” certification/logo has an indefinite life.
Based on this hypothetical restaurant example, the value of the “Halal” certification/logo is the difference between the value of not having and the value of having “Halal” certification/logo, that is RM410,625.
The value is substantial if more restaurant outlets are involved in a country like Malaysia with a predominantly Muslim population.
Conclusion
Having a “Halal” certification/logo would attract both non-Muslim and Muslim customers, thereby improving the revenue of a restaurant. The JAKIM “Halal” certification/logo has been accepted as a benchmark that the ingredients used in the menu of a restaurant are permitted by Islamic principles.
International food franchisers please take note!
Note:
Dato’ Dr Anuar Md Nor is a founder of Bison Consulting, which offers a range of management and technology services, including “Halal” certification/logo. Our website is www.bisonconsulting.net
Muslim consumers have been a major factor in the increased demands for food products and services that conform to the Islamic religious principles. These food products are considered “Halal” and that they contain ingredients that are permitted in Islam.
“Halal” Certification System
“Halal” originates from an Arabic phrase that means allowed or permitted by Islamic law. According to JAKIM (Department of Islamic Development Malaysia), the Malaysian authority that manages application for “Halal” certification, a “Halal” food means that:
Does not stem from or consists of any part of or item that is forbidden to Muslims by Islamic law, or animals that have not been slaughtered according to Islamic law.
Does not contain any substance that is considered impure in Islamic law.
Is not prepared, processed or manufactured using equipment or utensils that are not free from impurities as defined by Islamic law.
That, in the preparation, processing or storage stage, does not come in contact with or stored near any kind of food that does not meet the requirements of paragraph (a), (b) or (c) or any substances that are considered impure by Islamic law.
A food product manufacturer would apply to JAKIM for “Halal” certification process. Presently, the “Halal” certification is voluntary in Malaysia. Once approved, a “Halal” certificate would be issued to the successful food manufacturer. The “Halal” certificate is an assurance that a particular product or food premise (restaurant) has been thoroughly investigated and found to conform to Islamic law and therefore is suitable for use or consumed by Muslim consumers. Food products or premises certified as “Halal’ by JAKIM utilize the registered trademark “Halal’ logo.
The Halal’ logo is usually displayed prominently on the packages of the food product or showed in the signage of a food premise.
“Halal” Certification/Logo Has Become a Valuable Customer-Related Intangible Asset
In Malaysia, the value of the “Halal” certification/logo can be looked at from the patronage of food outlets. During the recent fasting month, most popular food outlets had fewer patrons, who were mainly non-Muslim customers. This indicates that the value of the “Halal” certification/logo intangible assets could be estimated by the additional volume of Muslim customers that could be generated if the food premises are certified “Halal”.
The value of “Halal” certification/logo would be substantial in countries such as Malaysia and Indonesia which have significant Muslim populations. Multinational food countries such as Nestle and Unilever have used their manufacturing facilities in Malaysia to produce “Halal” certified products with “Halal” logo displayed clearly on their food packages.
The Test of Intangible Asset of “Halal” Certification/Logo for Valuation
For an intangible asset to exist from a valuation, accounting, and legal perspective, it must possess certain attributes, as defined in Reilly and Schweihs’s (1999) book, Valuing Intangible Assets. The authors define intangible assets as having the following attributes:
It is not physical in nature;
have specific identification and recognizable description;
Have legal existence and legal protection;
Is subject to private ownership and transferability;
Have tangible evidence or manifestation of the existence of the intangible assets;
Was created or came into existence at an identifiable time or as the result of an identifiable event; and
Is subject to term ination of existence at an identifiable time or as a result of an identifiable event.
Reilly and Nesi (1992) extend this list and state that for an intangible asset to have a quantifiable value from an economic perspective, it must possess certain additional attributes, such as:
Generate some measurable amount of economic benefits in the form of income or a cost decrease which may be measured in several ways , including net income, net operating income or net cash flows, etc.; and
Enhance the value of other assets which is it is associated.
Test of Attributes of “Halal” Certification/Logo as Intangible Asset for Valuation
The table bellows shows the test of attributes of “Halal” certification/logo:
No.
Attributes
Yes or No
1
It is not physical in nature
Yes.
It is in the form of “Halal” logo
2
have specific identification and recognizable description
Yes
The products are listed as “Halal” in JAKIM’s data base. The “Halal’ logo can be displayed in product packages and premise signage and in brochures.
3
Have legal existence and legal protection
Yes.
The “Halal” logo is protected by Malaysian law.
4
Is subject to private ownership and transferability
Yes.
The logo is owned by the food product manufacturer.
5
Have tangible evidence or manifestation of the existence of the intangible assets
Yes
“Halal” logo displayed on product packages, premises and brochures.
6
Was created or came into existence at an identifiable time or as the result of an identifiable event.
Yes.
The “Halal” certification/logo is issued after a inspection is made by JAKIM.
7
Is subject to termination of existence at an identifiable time or as a result of an identifiable event.
Yes.
The “Halal” certification/logo is valid for two years and can be renewed by an application to JAKIM.
8
Generate some measurable amount of economic benefits in the form of income or a cost decrease.
Yes.
Increased patronage of Muslim consumers, therefore revenue.
9
Enhance the value of other assets which is it is associated.
Yes.
The value of business would be increased due to additional market of Muslim consumers.
The next article would provide an example the estimated value of the “Halal” certification/logo intangible asset of typical food outlet in Malaysia.
Reference:
Reilly, F. and Nesi, N.A. (1992). Interstate intangible asset transfer, the CPA Journal Online, Vol. 62, No.8, pp. 34-40.
Please note we offer services to help local and foreign food companies to apply the JAKIM’s “Halal” certification in Malaysia. The JAKIM’s “Halal” logo is widely recognized as a trusted assurance for “Halal” food products. Please be free to contact Dato’ Dr Anuar at datodranuar@gmail.com or visit our website, www.bisonconsulting.net.
When we visit the KLCC Suria in Kuala Lumpur, Malaysia, a popular shopping mall, our eyes would be dazzled by illuminations of brands, from local brands to international brands. Lighted logos of brands are prominently placed at various points of their well-designed stores.
Brand owners should like my wife, Datin Azimah: toothpaste (Colgate), washing powder (Breeze), petrol (Shell), and fizzy drink (of course, Coke).
Brands help their owners to generate enduring revenue. These brands are valuable, and they are important intangible assets for corporations.
Methodologies to Value Brands
According to Gabriela Salinas in The International Brand Valuation Manual, there are many methods used to value brands. Many methodologies are developed by brand consulting companies, and one of the most famous methodologies is the Interbrand method.
Valuation Using Interbrand Method
Interbrand is a brand consultancy firm, specializing in areas such as brand strategy, brand analytics, and brand valuation. Its Interbrand method determines the earnings from a brand and capitalizes them by making suitable adjustments. The firm bases its brand valuation on financial analysis, role of the brand and brand strength. In order to calculate brand value, Interbrand uses a five-stage process as follows:
Segmentation: This stage consists of determining the main homogeneous client groups on which the financial and demand analysis are based.
Financial analysis: Through this analysis, the model attempts to establish “economic earnings”, also referred to as “intangible earnings”.
Demand analysis: In this step Interbrand establishes the “Role of Brand Index (RBI)” or the percentage of intangible earnings attributable to earnings, referred to as brand earnings.
Brand strength analysis: Through competitive analysis, Interbrand analyses brand strength which is in turn related to discount rate.
Brand value calculation: In this stage, the discount rate is applied to “brand earnings.” The sum of the present value of brand earnings represents brand value. Stage 1: Segmentation
According to Interbrand, as consumer attitudes and behaviours towards brands vary from sector to sector depending on product type, distribution and other market factors, brand value can only be accurately be determined through separate evaluation of the individual segments that represent a group of homogeneous consumers.
Stage 2: Financial analysis-Estimation of “Economic Earnings”
To isolate earnings specifically attributable to the brand, Interbrand determines Economic Value Added, which indicates if a company is capable of generating returns that exceeds the cost of capital employed.
Stage 3: Demand analysis or role of brand index (RBI)
RBI is a measure of how a brand influences customer demand at the point of purchase.
RBI is determined via a three-step process:
Firstly, Interbrand identifies the demand drivers or the factors that motivate customers to purchase a particular brand.
Step 2 determines the relative importance of the specific attributes in step 1.
Lastly, InterBbrand determines the role that the brand plays in each of these drivers. The RBI is expressed as a percentage, such that if RBI is 30%, 30% is extracted from intangible earnings.
Stage 4: Brand strength analysis-Determination of brand risk and discount rate
Brand strength represents the brand’s relative capacity to “guarantee demand” and in this way sustains future earnings. This analysis yields the brand risk which is later expressed as a discount rate. The determined discount rate is then applied to earnings attributable to brand in order to arrive at the brand value.
Stage 4.1: Brand strength analysis
In this stage, the brand strength is compared with that of its competitors for each of the seven brand strength factors. Table 1 shows how Interbrand analyses these attributes as a function of other sub-attributes or sub-criteria. For example, the “market” factor is analysed based on “industry concentration” and “market growth” criteria.
Table 1: Brand Strength Specific Attributes
Factor
Evaluation Criteria
Maximum Score
Leadership
Market share, market position, market segment and brand awareness
25
Stability
History, current position, satisfaction, customer loyalty
Quality, consistency is translated in term of advertising, identity
10
Protection
Date of registration, legal coverage and monitoring
5
Source: Interbrand
Stage 4.2: Determination of discount rate
A discount rate that adequately reflects the brand risk profile is used to calculate the present value of future brand earnings. The model assumes a relationship between brand strength and discount rate: the higher the brand strength score, the lower the discount rate. The brand strength index calculated in Stage 4.1 is translated into a discount rate using an S-curve. Thus, a brand with an average strength score will be discounted at the industry WACC, and a leading brand with a maximum brand score of 100 will be discounted at a risk-free rate. The relationship between brand strength index and discount rate in the Interbrand method is shown in Table 2.
Table 2: Relationship between Brand Strength and Discount Rates
Brand Strength Index
Discount Rate
100
5.0%
75
7.1%
50
10%
0
34.1%
Stage 5: Calculation of Brand Value
The present value of brand earning is inversely related to brand risk. To calculate brand value for a particular segment, future brand earnings are discounted at present value and an annuity or perpetuity is calculated as a terminal value. The sum of the value of the individual segments yields the total value of the brand.
The Interbrand method’s various components and their inter-relations can be summarised as follows:
The financial analysis stage is used to determine intangible earnings;
The RBI module is used to determine the ratio of brand earnings to total intangible earnings; and
The brand strength analysis module is used to determine the discount rate required for re-expressing future brand’s earnings at present value.
Example of Brand Valuation Using Interbrand Method
When using Interbrand method, brand value is the net present value of the forecast brand earnings, discounted by the brand discount rate. The net present value calculation comprises both the forecast period and the period beyond, reflecting the ability of brands to continue generating future earnings. An illustration of brand valuation using Interbrand model is shown in Table 3.
Table 3: Valuation Using Interbrand Method
Year ended December 31st,
Year 1
Year 2
Year 3
Year 4
Year 5
FINANCIAL ANALYSIS
Market (units)
150,000
153,000
156,366
161,057
167,499
Market growth rate
2%
2%
2%
2%
Market share (volume)
15%
17%
19%
21%
23%
Volume
22,500
26,010
29,710
33,822
38,525
Price
10.00
10.00
10.25
10.50
10.75
Price change
3.00%
2.50%
2.00%
2.00%
Branded revenue
225,000
267,903
312,136
362,233
422,425
Cost of sales
40%
90,000
107,161
124,854
144,893
168,970
Gross margin
135,000
160,742
187,282
217,340
253,455
Marketing costs
18%
40,500
48,223
56,184
65,202
76,036
Depreciation
0.75%
1,688
2,009
2.341
2,717
3,168
Other overheads
5.1%
11, 475
13,663
15,919
18,474
21,544
Central cost allocation
1.2%
2,700
3,215
3,746
4,347
5,069
EBITA (Earnings before interest, tax and amortization)
78,638
93,632
109,091
126,601
147,637
Applicable tax
35%
27,523
32,771
38,182
44,310
51,673
NOPAT (Net operating profit after tax)
51,114
60,861
70,909
82,290
95,964
Capital employed
78,525
93,498
108,935
126,419
147,426
Working capital
67,532
80,408
93,684
108,721
126,687
Net PPE
10,994
13,090
15,251
17,699
20,640
Capital charge as % of capital employed
8%
6,282
7,480
8,715
10,114
11,794
Intangible earnings
44,832
53,381
62.195
72,177
84,170
DEMAND ANALYSIS
\
Role of branding Index
70%
Brand earnings
31,383
37,367
43,536
50,524
58,919
COMPETITIVE BENCHMARKING
Brand strength score
66
Brand discount rate
7.40%
0.931
0.867
0.807
0.751
0.699
Discounted brand earnings
29,217
32,397
35,141
37,944
41,184
BRAND VALUE
NPV (Net present value of discounted brand earnings from Year 1 to Year 5)
175,883
NPV of discounted brand earnings beyond Year 5 at 2.5% growth rate
938,089
Brand Value
1,113,972
The Interbrand method assumes that in order to arrive at earning attributable to intangible assets, a capital charge must be deducted from NOPAT.
Conclusion
Brands are valuable intangibles as they can generate continuing income for their owners. Brands can be licensed or sold to other corporations. Interbrand method is a useful tool used to calculate the value of a brand.
About the author:
We wish to inform that we have just accepted a position of Adjunct Professor at the Asia e University based in Subang Jaya, Malaysia. Asia e University is a private university approved by the Malaysian Higher Education Ministry, which offers both on-campus learning and on-line learning.
Our new consulting assignment involves an interesting legume. Our client has been involved in the research and development of functional ingredients. The key functional ingredients that it is focusing on are those that could be derived from soybean (Glycine max).
Soybean is an important crop that began many thousand years ago. In recent years soybean has been gaining attention since it is considered a functional food. Its consumption has been linked to the prevention of cancer, type 2 diabetes, cardiovascular and gastrointestinal diseases, cholesterol reduction, and obesity
The main components responsible for the protection of health are the bioactive compounds such as peptides, lunasin, lectins, Bowman-Birk inhibitors, isoflavones, saponins and others.
As a rich source of protein for food and animal feed, soybean is the most protein-rich plant when compared to other cereals or legumes. Soy protein has high nutritive value. The main components are the storage proteins known as β-conglycinin and glycinin, which represents around 50-85% of the total protein of the grain. Other minor proteins and glycoproteins include lipoxygenases, lections, trypsin inhibitors and α-amylases. As minor components, soybean contain vitamins such as thiamine, riboflavin and vitamin E as well as several bioactive compounds such as isflavones, saponins, phytates, phytosterols, trypsin inhibitors, lectin, and lunasin Bowman Birk inhibitor.
In 1999, the Food and Drug Administration of the USA has issued a document to formalize the therapeutic potential of soybean in preventing heart disease.
The Problem of Diabetes
Diabetes occurs when there are raised levels of glucose in the blood because the body cannot produce any or enough of the hormone, insulin, or use insulin effectively.
Diabetes is a major human disease. According to International Diabetic Federation (IDF), in 2017 there were 425 million people in the world had diabetic condition, an increase from 151 million in 2000. Most of the diabetic sufferers are in developing countries who could not afford expensive treatment using conventional drugs. It is estimated that the total healthcare expenditure by people with diabetes was US$727 billion in 2017.
Many governments in large developing countries, such as China, India and Indonesia, are encouraging research on bioactive compounds that could be found in plants, herbs and grains that could treat diabetes. Many of these plants have been used in traditional medicines to treat diabetes. Diabetic patients usually experience lower-quality life due to complications from using current conventional drugs.
Our client has been researching on the bioactive compounds in plants, herbs and grain that could treat and manage health of diabetic patients. Based on literature review and attending conferences in India, the client identified and contacted scientists who are conducting research on these bioactive compounds to treat diabetes. It also funded several research activities using diabetic-induced wistar mice. The client had identified a new compound that it has isolated and investigated that has the potential to treat diabetes from germinated bean sprouts.
Germinated Soybean Sprouts
Extensive literature reviews show that germination process provides increased nutritional value, by improving the digestibility and increasing the amount of protein efficiency ratio, reducing anti-nutritional factors in legumes, such as protolytic inhibitors and lections, causing hydrolysis of oligosaccacharides (raffinose and stachynoese) present in soybeans, which cause flatulence.
Although germination is a complex phenomenon, it can be characterized when under appropriate conditions the embryo axis of the seed continues its development, which is interrupted by physiological maturity. A seed will germinate when certain conditions are favourable, such as adequate water supply, suitable temperature, composition of gases in the atmosphere, light (some seeds) and absence of germination inhibitors. The first two conditions are the most critical factors.
The direct use of soybeans in human foods has been limited by the presence of several anti-nutritional factors. The majority of processed soybean products have been derived from dry mature soybeans. However, the development of products from germinated soybean presents another option to increase the versatility and utilization of soybeans. In addition, germination has been identified as an inexpensive and effective technology for improving the antithrombotic, anti-inflammatory, anti-oxidative and anti-obesity activities.
The Process of Germination
Germination is a feasible and low-cost process that allows the decrease of non-nutritional compounds as well as the increase of bioactive compounds of some legumes. During this process, a series of cellular events take place to facilitate the growth of the embryo.
Germination has three phases:
Phase 1: hydration. The tissues of the seed absorb the highest possible amount of water, and the respiration rate and volume of the seed increase.
Phase 2: germination. Under this phase, there is a transformation of metabolites necessary for the development of the seedling takes place, the absorption of water is reduced, respiration and synthesis of new compounds increase, allowing cellular expansion and division, until the embryonic axis begins to express. During this stage, the storage nutrients (protein, lipids and carbohydrates) are mobilized in order to provide the necessary energy for protein synthesis and growth of the seedlings.
Phase 3: growth. It is related to the emergence of the radicle. In this stage, digestive enzymes are activated and the proteins are hydrolysed to amino acids, which act as precursors for the synthesis of new proteins or other nitrogen-containing compounds.
As germination mobilizes the nutrients required for the development of the seedling, it removes some non-nutritional factors such as phytates, oligosaccharides, tannins and protease inhibitors. .
Conclusion
Our client plans to undertake more research on the new bioactive compound identified in soybean sprouts for treating diabetes.
We are a keen follower of the host of The Bizarre Food, Mr. Andrew Zimmern. He eats all kinds of bizarre food. In the many episodes, we had not watched him eat a most bizarre food, namely porcupine bezoar.
Porcupine bezoar is a very expensive herbal food in traditional Chinese medicine. The Chinese believe that porcupine bezoar can treat various kinds of cancer if you can afford it. In Malaysia, a gramme of porcupine bezoar costs about RM 700 (US$/RM exchange rate is 1=3.9). This is despite little scientific research evidence to confirm its effectiveness.
Porcupine Bezoar
Porcupine belongs to the herbivores group of animals. In Indonesia and Malaysia, they feed on bitter-tasting roots and branches of plants and herbs. The diet of porcupine is associated to its strong immune system and ability to self-heal quickly. Porcupine is considered to possess strong immune system that effectively fights toxins and inhibits the effects of poison from its diets.
Bezoar means antidote in Persian language. It is explained that the herbs that porcupine eats when it is sick contain chemical compounds that help fight the damages caused by toxins as well as facilitate healing. The used-chemical compounds from herbs ingested by porcupine form a stone-like-substance inside its body, which is called bezoar. The Chinese takes porcupine bezoar to treat diabetes, hepatitis and dengue fever. It is also taken by cancer patients. The porcupine bezoar stone is formed in the bodies of porcupine is composed of several layers that it looks like an onion. The various grades of porcupine bezoar are shown in Picture 1.
Picture 2 shows the cross section of a porcupine bezoar.
Inside of Porcupine Bezoar
Presently, the porcupine bezoar is harvested from porcupine caught in the wild, mainly in Indonesia. Typically, a porcupine bezoar weighs less than 100 grammes. A rare porcupine bezoar weighing 100 grammes can be sold for RM115,000.
High Demands Threaten Porcupine’s Population
The high demand for porcupine bezoar in the traditional Chinese medicine market has reduced the population of porcupines in the wild in Malaysia and Indonesia. Porcupine population in Indonesia is now restricted to remote areas only. It is noted that a porcupine bezoar is found in about 1 in ten porcupines. In order to harvest the porcupine bezoar, the porcupine is killed and the body is disposed. The Chinese also believes the meat of porcupine has medicinal value.
There is a need to develop a sustainable practice of harvesting porcupine bezoar through modern breeding technique and recovery of porcupine bezoar. In the wild, the porcupine bezoar is valuable because the porcupine eats selected herbs that contain bioactive ingredients which accumulate in the porcupine bezoar.
It is necessary to use modern surgery to recover porcupine bezoar from the stomach of the porcopine without killing it. There is also a need to understand under what conditions and circumstances that a porcupine develops a bezoar in its stomach. This may increase the rate of porcupine bezoar that could be harvested in a population.
The high demand for porcupine bezoar is also leading to the trading of fake porcupine bezoar. According to reports in Malaysian Chinese newspapers, many victims bought porcupine bezoar which comprised balls of herbal leaves that look like a porcupine bezoar. Thus, there is a need to develop a system of quality control to ensure a genuine porcupine bezoar is only sold in the market.
We are consulting a Malaysian company which intends to develop a sustainable method to breed porcupines to harvest porcupine bezoar. The key to the success of the project is to identify herbs that are taken by porcupine in the wild that give the unique potency of the porcupine bezoar.
Webelieve when one has cancer, a ball of uneaten herbs in the stomach of a porcupine is not very bizarre after all.
There are more than twenty four species of swift distributed around the world, but only a few species that produce nests that are deemed edible. The majority of edible bird’s nests consumed worldwide come from two species, namely Aerodramus fuciphogus and Aerodramus maximus . They can be found in areas covering Nicobar Islands, Thailand, Malaysia, Vietnam, Indonesia, Borneo and Palawan Island in Philippines.
Malaysia is estimated to produce about 350 MT of edible bird’s nest annually, and is mainly harvested in specially-designed bird houses which scatter throughout the country. The price of edible bird’s nest has been influenced by many documentaries in media channels such as National Geography showing harvesters, hanging high in caves in Thailand and Borneo, to harvest edible bird’s nest in caves. The harvesting of edible bird’s nest is dangerous, thus the justification of its price. A kilogram of edible bird’s nest in soap or consumed as sweet dessert with rock sugar will set diners back by about RM10,000 in high-end Chinese restaurants in Kuala Lumpur, Hong Kong and Singapore. The burgeoning economy in China had also spurred a high demand for edible bird’s nest which is given as a gift to cement business deals.
Bioactive Peptides from Edible Bird’s Nest
Edible bird’s nest is the nest of the swift that is formed from its coagulated saliva. In the nest, a pair of swift would raise a chick. The harvester would wait until the chick could fly before harvesting the edible bird’s nest. In effect, the harvester is providing a safe place for the swift to raise its young. Thus, the harvesting of edible bird nest is less harmful than the production of the more expensive food, i.e., caviar. In order to harvest caviar, the fish, sturgeon, had to be killed to extract the roes, which is caviar.
Studies by researchers at Malaysian universities have discovered key bioactive peptides from enzymatic hydrolysis of proteins of edible bird’s nest. The primary purpose of protein consumption is to provide essential amino acids, which are used by the body to synthesize various structural proteins required for homeostasis maintenance. However, the increasing popularity of functional foods and nutraceuticals has led scientists to seek protein-derived peptides that could prevent or even treat metabolic disorders.
The ability of these peptides to influence biological reactions and physiological conditions is what makes them “bioactive”. A bioactive peptide consists of a certain number of amino acids (2-20) that are usually encrypted within the linear protein chain and remain inactive until released by digestion. Thus, it follows that appropriate gastrointestinal tract (GIT) digestion conditions, food proteins could yield bioactive peptides. Peptide absorption from the GIT is then facilitated by specific or non-specific transporters, cellular endocytosis and simple translocation (passive diffusion) into the blood circulatory system. However, the level of such bioactive peptide release during food digestion is considered very low and of little consequence to human health.
Therefore the most useful approach involves customized in-vitro protein digestion with human or proteases in order to enhance bioactive peptide production. Upon completion of the enzymatic hydrolysis, the digest is centrifuged and the soluble portion is isolated as the protein hydrolysate while the undigested portion is discarded. High peptide solubility increases absorption potential during oral consumption.
A research group at Universiti Kebangsaan Malaysia, led by Professor Dr Abdul Salam Babji, had tested the desirable activity of bioactive peptides from edible bird’s nest. They include antihypertensive and antioxidant.
Apart from the demonstrated health benefits, one of the main attractions of food protein- derived peptides is the low risk of negative side effects that are normally associated with drug therapy. Therefore, even though peptides are less active on a weight basis, they can be used as preventive or therapeutic agents as relatively higher doses than possible with drugs. The relative safety of food protein-derived peptides may be attributed to faster clearance from the blood circulatory system since they susceptible to peptidase-dependent degradation. Moreover, unlike drugs, peptides are not stored “as is” in tissues but are rather used for the biosynthesis of new protein within the body. Unlike drugs, peptides do not require liver detoxification and are not excreted in the urine; therefore, potential damages to these organs are minimized during peptide therapy, even at high doses.
Bioactive peptides from edible bird nest have better bioavailability to be absorbed in the GIT as compared to the protein contained in the traditional edible bird’s nest soup. Traditional edible bird’s nest soup consumed together with its bioactive peptides should give better “value” to diners who pay for this expensive coagulated sliver of a swift.
We recently enjoyed a bowl of edible bird’s nest with the edible bird’s nest peptides. It was delicious!!
Last Thursday, we had the opportunity to review new technologies developed and shown at the Malaysian Technology Expo (MTE) 2018.
Those who are interested to know more on the technologies, please get in touch with me.
This power bank, which uses fuel cell technology, is very useful in areas where there is no source of electricity supply.
The technology she had developed is using laser to convert waste rice husk into amorphous silica. As the waste rice husk is completely converted, there is no residue in the process.
The formulation is a dye that allows long-lasting blue colour of a denim.
The technology involved a standard gold block to verify density and purity that can be used to detect fake gold.
Lastly, my papaya is growing nicely, having reached a size of 6-cm long since January 24th, 2018.
In the early phase of the rubber industry in early 1900s, investors and speculators floated companies, which owned rubber estates or rubber lands in Malaya, on the London Stock Exchange. Their estates in major states like Selangor and Negri Sembilan had English-sounding names. Some of the English-sounding names included:
Aranlife
Balgownie
Beaumont
Blackwater
Braemer
Broome
Brown Comet
Caledonian
Carey Island
Castlefield
Coalfields
Cullerlie
Colwall
Devon
Didsbury
Easrnor
Ebor
Edinburgh
Effingham
Emerald
Galloway
Glenmarie
Golconda
Golden Hope
Haron
Harfenden
Hawthornden
Haytor
Highland & Lowlands
Holmwood
Inch Kenneth
Kent
Killinghall
Lambourne
Ledbury
Lunderston
Madingley
Merton
Midlands
Monmouth
New Amherst
Newbury
North hammock
Paradise
Pilmoor
Reading
St Andrew’s
Seafield
Seaport
Sedgeley
Shelford
Sione
Strathmore
Strathnairlie
Tremelbye
Vallambrosa
Wardieburn
Waterfall
West Country
We remember many of names existed until in the 1970s, while other estates were absorbed by larger companies. With a shipping travel time of about 40 days between London and Singapore in early 1900s, the owners of the rubber estates in London would need local companies or local managers to oversee their rubber estates in Malaya.
Enter the Agency Houses
The early rubber planters used the fund, raised through the flotation of public companies on the London Stock Exchange, to develop their rubber estates. However, the costs involved in opening up new rubber plantation on a scale dictated by demand lay well beyond the means of almost all rubber planters. In addition, the rubber planters had to wait for at least five years before the rubber trees could be tapped for latex.
Those early rubber planters had to seek capital from other sources, namely the established merchant houses based in Singapore and Penang, which have been operating since 1800s. The established merchant houses had the right contacts on the local and overseas financial market. It also involved experiences of business organizations and management techniques, of which most planters were woefully lacking, and the know-how for shipping and marketing rubber on the London market.
The big merchant houses which started in early 1800s, eventually dominated the rubber industry which came to be known as agency houses. By the end of the second decade of twentieth century, the agency houses had established itself in a dominating position in the rubber plantation industry and later in the oil palm industry. However, it took a generation to consolidate their position. During this period, the early rubber planters made it to the boardroom of rubber companies which were listed on the London Stock Exchange and the rubber speculators from the City of London itself died off and were replaced by the nominees of the agency houses.
The major agency houses that existed in 1960s included the following:
Agency Houses
No. of Companies
Number of Estates
Planted Areas (acres)
Harrison Crosfield
42
111
231,180
Guthrie
22
39
182,800
Boustead-Buttery
37
58
121,870
REA-Cumberbatch
37
55
97,560
T. Barlow
19
42
102,440
Sime Darby
23
30
73,900
Oriental Estates
14
19
55,140
Plantation Agencies
10
29
48,040
Whittal
22
28
45,210
Harper Gilfillan
16
18
35,560
Ethelburga Agencies
1
9
27,860
J Warren
16
21
26,070
SOCFIN
6
10
62,150
East Asiatic
4
4
21,100
Unitac
7
12
20,260
Other Agencies
5
7
21,040
Source: Zorn Leigh Hunt, Manual of Rubber Planting Companies, 1960, and Strait Times Directory, 1962. Quoted in Fryer (1964)
There were several differences between the pattern of interests of the two largest agency houses, Harrison Crosfield and Guthrie. The first was by far the larger. Guthrie, however, appeared a much more specialized organization: it controlled relatively few companies and fewer estates than smaller rivals. The properties under its management, however, were of very large size, including both the largest rubber and oil palm estate in Malaysia. Guthrie had also a leading position in the cultivation of oil palm.
By the 1980s, the agency houses were bought over by Malaysian interests Several names such as Sime Darby, East Asiatic and Boustead are still operating under the new Malaysian owners until today.
As a business historian, we appreciate and value the contribution of individuals who managed these agency houses and created a plantation industry from the jungles of Malaya in the early 1900s.
Our thanks to Mr. Lampard, Mr. T. Barlow, Mr. Boustead Brothers, Sir John Hay, Mr. Money, Sir J. Anderson and others.
Reference:
J. M. Tate. The RGA History of the Plantation Industry in the Peninsular Malaysia. Oxford University Press, Kuala Lumpur, 1996.
Legend had it that four seed s of African Elaeis guineensis brought over by the Dutch into Indonesia in 1848 and planted in Bogor, Indonesia, laid the foundation for the palm industry in Malaysia and Indonesia. The two countries now produce more than eighty per cent of palm oil in the world.
The earliest record of four seedlings showed two originated from Burdoun (Reunion) or Mauritius and two from Amsterdam. The Government of Holland, who ruled Indonesia, actively promoted the usefulness of the oil palm tree and established experimental plots at Banjar Mas in Java and Palembang in Sumatra, Indonesia. It took another fifty years before an oil palm plantation was established.
The lack of enthusiasm of local authorities of Java and the doubts of planters both about the profitability and the milling methods to be employed held back the development of the oil palm industry. The technology for processing palm oil was finally invented in the early 1900s. At that time, oil palm had to compete with rubber, which was experiencing near-fever demand to make tires for cars.
The foundation of the oil plantation industry is generally attributed to one M. Adrien Hallet, a Belgian with some knowledge of oil palm in Africa. He planted oil palms of Deli origin in 1911 on a large commercial oil palm plantation in Sumatra, Indonesia. Hallet recognized the avenue palm trees growing in Deli, near Medan, Indonesia, were more productive than the palm trees in Africa and also had superior fruit composition. Within three years, 2,600 hectares of oil palm trees were planted. However, the growing of oil palm trees stagnated during the First World War.
In the meantime, another planter, M.H. Fauconnier, a Frenchman, who had been associated with Hallet, planted oil palm trees in neighbouring Malaya during 1911 and 1912 at Rantau Panjang, Kuala Selangor, Selangor. The oil palms were in full bearing by 1917 and in that year the first seedling were planted on an area later to be known as Tennamaram Estate. When we visited the estate, the first oil palm trees in Malaya were no longer there as palm oil trees grow for about thirty years. Nevertheless, the progeny of these early oil palm trees built the foundation of the globally important palm oil industry.
Other Planters Took Notice
The second commercial oil palm plantation was established by Messr. Guthrie at Sungai Buloh, near Kuala Lumpur, which was known as Elmina Estate. The first palm oil processing mill was established by Sime Darby in 1925 at the Tennamaram Estate, which extracted crude palm oil from oil palm fruits. Over the years, due to the growing population of Kuala Lumpur, Elmina Estate became a housing area, and nearby the largest prison complex in Malaysia.
In the period when rubber dominated the agriculture sector in Malaya, a few planters with an eye to overseas markets began growing the oil palm. Although palm oil was used in the manufacture of soaps, margarine, vegetable oils and grease, there was little progress in the industry. After the slump in rubber prices after the First World War, rubber planters were forced to search for alternative crops. No large-scale development occurred until 1924, when three rubber companies in the Guthrie group formed Oil Palm Malaya Ltd. The example was followed by other planters. Because of the need for capital and special expertise, especially in processing of oil palm, the industry was confined to large plantations, using the then advantage of existing rubber industry infrastructure. In addition, the oil palm, which in Africa grew naturally in riverine forests or freshwater swamps, flourished in Malaya’s tropical climate. Without pronounced dry season, Malaya was a place where an oil palm tree could be planted throughout the year..
Following table highlights the key events in the palm oil industry
Date
Events
Impact
1875
Oil palm was introduced to Malaya as ornamental plants
The beginning of the oil palm industry
1903
First trial on planting oil palm in Batu Tiga, Selangor, by Malayan Department of Agriculture
The first agriculture research on oil palm in Malaya
1910
First commercial plantation of oil palm started in Nigeria
The start of oil palm plantation for export of crude palm oil
1911
First large-scale planting of oil palm by a Belgian company in Sumatra, Indonesia
The start of oil palm plantation in Southeast Asia
1917
First large plantings Malaya at Tennamaram Estate and Elmina Estate
The start of the commercial palm oil plantation Malaya
1953
Market pool system established by Malayan palm oil producers. Previously, palm oil was exported in drums.
The development of markets for Malayan palm by industry players to reduce shipping costs
1956
Establishment of FELDA, one of the largest palm companies in the world.
A Malayan government agency responsible to develop rubber and oil palm plantations.
1961
FELDA planted oil palm on a 350-hectare plot
This was followed by rapid expansion in areas planted with oil palm
1966
Malaysia (independent Malaya) overtook Nigeria as the world’s leading exporter of palm oil
Malaysia gained leadership in palm oil industry by pioneering many industry innovations
1972
Four palm oil refineries started operations
Start of processing industry to produce palm oil products for export markets
1979
Establishment of Palm Oil Research Institute of Malaysia (PORIM), now known as Malaysia Palm Oil Board
Start of a research institute specializing in palm oil industry
1980
Establishment of Kuala Lumpur Commodity Exchange
The exchange facilitates the trade in palm oil products
1981
Acquisition of Guthrie by Permodalan Nasional Bhd (PNB), a Malaysian government-owned investment company
The largest Brutish-owned plantation company was acquired by Malaysian interests
1981
Introduction of weevils, an insect from Cameroon, Africa, to pollinate oil palm trees
This new technique eliminates manual workers to pollinate oil palm trees. It increases the productivity of oil palm to bear fruits
1999
Guthrie established the first oil palm estate in Indonesia
The first purchase of a large piece of land in Indonesia by a Malaysian company
2000
Acquisition of a large listed plantation company in Indonesia by Guthrie
This expanded the plantation land owned by Malaysian companies.
2008
Mergers of three palm oil companies owned by PNB
Created the largest listed palm oil company in the world with more than 500,000 hectares. As a result, Guthrie ceased as a company.
Now
Indonesia is the largest producer of palm oil in the world
The country has more areas than Malaysia suitable for oil palm plantations
Source: Dato’ Anuar Md Nor, The palm oil multinationals from Malaysia. Lambert Academic Publishing , 2015.