Developing natural products and new value chains in Kelantan while maintaining cultural integrity: What, How and For Whom. Keynote Address to the Conference on Plant Natural Products: Integrating Traditional Practices & Technology Advancement for Creating Business Opportunities, 21-22 November 2011, Grand River View Hotel, Kota Bahru, Kelantan.

1. Developing Natural Products and
New Value Chains in Kelantan while
Maintaining Cultural Integrity: What,
How and for Whom
Mohd. Murray Hunter
University Malaysia Perlis (UniMAP)
Keynote address to the Conference on Natural Products: Integrating Traditional
Practices & Technology Advancement for Creating Business Opportunities, 21-22nd
November, Grand River View Hotel, Kota Bahru, Kelantan, Malaysia

2. “On one hand, rural development starts with people and
their education, organization, and discipline. Without these
three, all resources remain latent, untapped potential”
E.F. Schumacher 1975, P. 168.

3. The importance of Kelantanese
Culture

4. Product Space Map
of Kelantan
Agricultural Activities Other Activities
Biotechnology Education
Rubber Fruit Production Agro-Industry Fishing
Palm Oil Vegetable Production Agro-Tourism Industry Service Transport
Paddy Other Crops Handicraft Logging Construction

5. Requires focus on concept of product where present
Focus focus is on cultivation
This requires research
Paradigm This requires entrepreneurship approach
Concepts not understood by farmers
Needs access to worldwide data
Basic Requires availability of suitable germ-plasmas
Requires basic R&D to determine whether crop
Research technically suitable
Requires basic R&D to determine if potential crop is
economically feasible

6. Crop Propagation technologies
How to plant, cultivate & manage to crop
Management & How to harvest, extract, store and handle
Processing How to process
How to package
Transportation and storage
Marketing Require coordination of production with demand
Require correct channels of distribution
Infrastructure Requires a marketing strategy
Economies and Requires enough volume to economically transport
and distribute
Logistics Requires solution to inconsistencies of quality and
production

7. Organisation Need committed people with strong leadership and
trust
Government Need to translate support into action
Need funding allocations
Finance Very difficult to obtain funding for these projects
Consumers Need efforts for education & promotion
Partly modified from Kee, T. B., Monoculture in Malaysia: Impacts, Potential Solutions, paper presented to Monocultures: Environmental and Social Effects and
Sustainable Alternatives Conference, Songkhla, Thailand, 2-6 June, 1996.

9. Raw Herbs Traditional Herbal
Medicines
Fresh
Dried Consumption Fermented
Medicinal Medicinal
Powders Beverages
Extracts
Standardised Extracts Fractions & Isolates
Phytopharmaceutical Bioactive
Products Compounds
Prescription & OTC
Enzymes Essential Oils & Drugs
Other Volatiles
Agricultural Personal Care Flavour & Aromatherapy
Application & Cosmetics Fragrance
Figure 1: The Family Tree of Herb Derivatives

10. Traditional Chinese Medicine
Homeopathy

11. Unani
Ayurveda
Siddha

16. Berberine
Berberis vulgaris
Quaternary Ammonium
Compound
Fungal infections
Diabetes mellitus
Intestinal disorders Coptis chinensis
Represses tumor growth
Antidepressant

20. Tea Tree
Australia

24. Processed Food

25. Beverages

26. Fine Fragrance

27. Aromatherapy

28. Cosmetics & Personal Care

29. Household Products

30. Pharmaceuticals

31. Organic Agro-Chemicals

32. Existing Thai Organic Products

33. New Foreign Products
Essential Oil Based
Fungicides/Insecticides
Control Nimgard +
Kocide
Timorex
0.5 % Timorex 1 %

34. Powdery Mildew in Sage
Field results Sage
a
7
Disease rating ( 1-10 )
6
5
4
b
3
b
2 b
1
0
Control Neemgard 1% Timorex 0.5% Timorex 1%
Treatment
Five foliar sprays at 7-d intervals

35. Powdery Mildew in Parsley
Field Results Parsley
a
50
45
40
Percent infected leaves
35
b
30
25
20 bc
15
10 c
5 c
0
Contol Timorex 0.25% Timorex 0.5% Timorex 1% Nimgard+Kocide
Treatment
Five foliar sprays at 7-day intervals

36. Prophylactic activity grape downy mildew
Adelaide, Au.
Field Results Grapes 35
Percent infected leaf area
Treatment & Prophylactic
30
25
20
grape PM- Carignan
15
Treatment Percent infected
clusters 10
Control 48.8 a 5
Timorex 0.5% 0.5 b
0
Timorex 1% 0.0 b Control Timorex 0.5% Copper 0.5%
Tebuconazole 0.02% 0.0 b Treatment
Plants were infected 2 days after spraying
4 foliar sprays at 14-d intervals
Disease was rated 14 days after inoculation

37. Powdery Mildew by Timor
Field Results Grapes
Control of grape DM- 2003
5 foliar sprays at 7-d intervals Timor 0.5% Control
70
Percent infected leaves
60
50 grape PM- Chardonnay 2003
40
70
Percent infected clusters
30
60 1st Rating 1.7.03
20 2nd Rating 15.7.03
50
10
40
0
30
Control Timorex 1% Kocide 0.25%
20
Treatment 10
0
Control Timor 0.5% Heliosulfur 0.5%
Treatment

38. Enzymes & Cosmetics

39. Introduction

41. Common Enzymes, Potential Sources and
Other Potential Applications
Enzyme Potential Sources Potential Applications
Ascorbic acid Citrus fruits, leaf vegetables, Fruit preservation, cleaning
oxidase cucumbers applications
Beta-amylase Grains, sweet potatoes, taro, Yeast production
cassava
Bromelains Pineapples Fertilisers, pseudo hormones,
cleaning, cosmetics, personal care,
mouthwashes, skin healing, anti-
acne, anti-microbial
Catalase Animal wastes, milk wastes Cosmetic, anti-ageing, oxidising
Chlorophyllase Some leaf vegetables UV absorption
Elastase Animal intestines Cosmetics, anti-aging
Glucoxidase Some mushrooms, mould, other Anti-oxidant
fungi
Papain Papaya Fertilisers, wound and skin healing,
mouthwashes, other cosmetics,
dishwashing, all purpose cleaning

43. Natural Enzyme Based Products

47. Organic Herbicides
Before
Product Reported Results*
Control O
Round Up 10
Pro[i]
All-Down Range 0.5 – 3.8
Organic[ii]
[i] Registered Trademark of Monsanto.
[ii] http://alldownherbicide.com/ After

48. Pharmaceuticals: Artemisia annua
A source of artemisinin for
treatment of malaria
World Shortage
Straight forward cultivation

49. The Stages Involved in the Development of a Pharmaceutical Product
Discovery: 2-10 years
The extraction or synthesis of a new clinical or biological substance
Preclinical Testing: 4 years
Laboratory and animal testing
Clinical trials: 7 years Phase 1
20-80 health volunteers used to determine safety, pharmacological and
dosage.
Clinical trials: Phase 2
100-300 patient volunteers used to determine safety and
efficacy
Clinical Trials: Phase 3
1000-5000 volunteer patients used to determine
clinical health benefit and incidence of adverse
reactions
TGA Registration 1.5-2 years
35-40K pages of data submitted for
evidence on average
Pharmaceutical Benefits
Scheme: 8 months
Determination of cost
effectiveness
Product Promoted to the Medical Profession
Post Marketing Monitoring: monitor safety and efficacy
when used in wider population, with other diseases and
taking other medicines.

51. Screening
• Require Knowledge of Essential Oil
Applications
• Require knowledge of International Market
• Require Knowledge of International
Regulations
• Need to Collaborate with Industry Parties

52. Screening Protocols
• Anti inflammatory
• Anti microbial
• Skin whitening
• UV absorbing
• Anti age actives
• Flavour & fragrance application
• Aromatherapy

53. Regulatory Screening
• United States
- GRAS (Genarally Regarded as Safe)
• RIFM – Collections of Monographs
• Food and Drug Administration
• Europe – REACH, BPD, SCP

54. Ranking Criteria
1. Potential Returns
2. Production Costs
3. Capital Investment
4. Crop Suitability
5. Risk
6. Time Frame of Opportunity
7. Level of Difficulty to enter Market
8. Personal Bias

55. A Grid showing the characteristics of a new essential oil
The novelty of a A C D B
new essential oil Low Novelty High Novelty
The potential
uses & applications Low Potential High Potential
of the new essential
oil
Close No Close
The closeness of
any substitutes Substitutes Substitutes
The stability of Poor Stability Good Stability
the essential oil
in applications
The Poor Ratio Good Ratio
cost/performance
ratio
The Toxicity High Toxicity Low Toxicity
The general Low
consistency of High
quality and supply
Consistency Consistency
The prevailing Low Trend High Trend
market/product Match
trends Match
The current High Low
level of likelihood of Likelihood of
technology synthesis Synthesis

56. Evaluation Criteria (Aroma)
• The Novelty of the new essential Oil
Dependent on the uniqueness of the flavour/odour
profile. Degree of novelty, limited by the availability
of substitutes. Can be considered novel, if considered
a more cost effective source of a natural aroma
chemical. Source of a natural aroma chemical, not
previously known to exist in economically extractable
quantities.

57. Evaluation Criteria
• The Perceived Potential uses and
Applications of the New Essential Oil
Perfumers and Flavourists must perceive
applications potential. Material must be
stable and versatile in harsh media of end
products.

58. Evaluation Criteria
• The Closeness of any Substitutes to the New
essential Oil
• Degree of ease new aroma from essential oil
can be duplicated by synthesis or
reconstitution. If close substitutes available,
new material must be more cost effective.

59. Evaluation Criteria
• The Stability of the New essential Oil
• Stability as an essential oil and stability in end
products.

60. Evaluation Criteria
• The Cost Price/Performance Ratio of the New
Essential Oil
• Important in the application potential of the
new essential oil. New material must offer a
perceptible odour/flavour at low
concentrations

61. Evaluation Criteria
• The Toxicity Aspects of the New Essential Oil
• Must be proven beyond doubt through expensive
trials. Flavour and Fragrance houses will not consider
using a new essential oil unless it meets IFRA safety
and Toxicity recommendations and is included in the
FEMA GRAS list. EU has recently regulated on a
number of aroma materials

62. Evaluation Criteria
• The General Consistency of Quality and Supply
• Natural materials vary in quality according to
geographic origin, type of soil, level of nutrients in
the soil, climate and weather, rainfall, time of
harvest, season, methods of extraction, altitude and
the incidence of pests and diseases. Risks of supply
from natural disasters, wars, political conditions and
the inexperience of new producers

63. Evaluation Criteria
• The Prevailing Market/Product Trends
• Market and product trends slowly evolve.
These are the results of complex forces such as
technology, advertising and cultural influence
upon consumer tastes and preferences. A
particular essential oil may become more or
less important to industry, depending upon
these trends.

64. Evaluation Criteria
• The Current Level of Technology
• Technology influences substitutes that are
available and the costs of production.

65. Media Reports The Continuum from media
reports to wisdom in relation
Ideas to availability and usefulness
Availability Increases
Data
Information
Knowledge
Wisdom
Usefulness Increases

66. The Agronomic Characteristics Required for the New Essential Oil
Genetic Material Easily Need to
Available Develop
Habitat & Not Suitable
Topography Very Suitable or Need to
Suitability Develop
Soil Type,
Texture & Very Suitable Not Suitable
Drainage
Suitability
Temperature Very Suitable Out of Range
Range
Suitability
Very Suitable Deficient or
Rainfall
Excessive
Suitability
Access to Yes No
Irrigation
Diurnal
Very Suitable Out of Range
Radiation
Crop
Common & Require
Maintenance
Cycle Generic Specialized
Processes
Pest, Disease & Common & Require
Weed Control
Generic Specialized
Issues
Processes
Harvest & Require
Common &
Extraction Specialized
Processes
Generic
Processes

67. The Project Characteristics.
Technology Low & High &
Required Generic Specialized
Level of
Mechanization Low and/or High and/or
Required Generic specialized
Research & Short & straight Long &
Development forward Complex
Time-frame
Capital Low High
Requirements
Crop Cycle Short Long
Timeframe
(Additional)
Infrastructure Low
High
Required
Regulatory Low Need of High Need of
Issues Consideration Consideration
Skills,
Competencies
& Capabilities
Common & Rare &
Required Generic Specialized
Available
Networks, Need Network,
Market, Potential Networks, Wide
Specialized
Competitors, etc. Market & high
Market, Few
competition
Competitors
Potential
Revenue Low High

68. Competencies Required During the Strategic and
organizational
Essential Oil Development Process competencies require:
Administrative, financial
Strategic, organizational, management, technical
relationship opportunity management, strategic
competencies require: management, personnel
Business strategic, industry Strategic, operations, management, resources
knowledge, industry finance and technical management,
networks, ability to raise management entreprenuerial
finance, ability to plan,
implement & adjust,
leadership, entrepreneurial
Marketing &
commercialisation Product & venture
management
Strategic, opportunity
and technical
competencies require:
Project management,
marketing management,
chemistry, cosmetic New product
chemistry, perfumery/ development &
flavour knowledge,
creation of value
Packaging & design,
manufacturing added products &
engineering activities
Sustaining and growing
the enterprise
Technical competencies (adapting & survival)
require:
Thermodynamics and plant Harvesting,
physiology, heat transfer, Extraction and
distillation engineering, wastage handling
chemistry, chemical
engineering, agricultural
engineering, environmental
engineering (waste
management)
Planting, cultivation
& maintenance
Output: Result/Performance,
Sustainable and healthy enterprise or
Technical competencies
require: a struggling and failing enterprise
Bio-system engineering,
Soil management,
entomology, plant nutrition, Propagation &
Agronomics, field Technical Competencies require:
management, irrigation
domestication or
Plant physiology, micro-propagation, nursery
engineering introduction
management, agronomics
Screening & Opportunity and technical
Bio-prospecting competencies require:
Botany, ethno-botany, research ability,
chemistry, bio-chemistry, analytical
chemistry. Market and specific technical
product knowledge

69. A Simple Competency Audit Example (Hunter 2009, P. 299).
Competency Present Not Comments
Present
Technical
1. Botany Basic Low Need guidance
2. Plant Physiology Low Need assistance
3. Chemistry/Analytical Basic Low Need guidance
4. Micro-propagation Experience Low Assistance
5. Nursery Management Experience Low Available
6. Environmental Engineering Experience Low Can design
7. Chemical engineering/thermodynamics/etc Basic Low Need appraisal
8. Soil Management Basic Low Use contractor
9. Agronomy/plant nutrition/field Basic Low Use institute
management Replicated
10. Entomology experiments
11. Irrigation engineering With Environment
12. Agricultural Engineering Use contractor
13. Regulation knowledge Can develop
14. Cosmetic chemistry/food etc Need assistance
15. Perfume/flavours Learn from
16. Packaging & design experience
17. Consumer product manufacturing Use contractor

70. Competency Present Not Comments
Present
Opportunity/Entrepreneurial/Commitment
1. Able to screen environment for opportunities Yes Need to see realistically
2. Able to evaluate opportunities Yes
3. Commitment level Passionate
Relationship
1. Have relationships in target industries A few
2. Have relationships in research area A few
3. Have relationships in finance industry Some
Organising/Management
1. Able to project manage Yes
2. Able to administrate Yes
3. Able to financially manage operation Yes
4. Able to undertake research Yes
5. Able to keep key people motivated Yes
Strategic
1. Understand dynamics of market and industry Yes Believe so but not
environment Yes tested
2. Able to plan for a business within this environment Yes
3. Able to implement, evaluate and adjust plans in this
environment

72. The Farm Family
Family & Farm History,
Current farm Operation,
Current Family Status.
Family Values
Self Assessment Strategic Business
Analysis
Decision Making Skills Land
Knowledge Labour
The Vision
Competencies Capital
“Mission Statement”
Personal Goals Family Goals Business Goals
Business Aspirations Family Land & Investment
Competencies Considerations Estate Plan
Self view
Knowledge Generational Valuing the Time horizon
Income needs evolution estate
Production & Investment
Operations Time Horizon Grooming Liquidity needs options
successors
Marketing View of Tax planning Risk
retirement Family aspirations management
Personnel Alternative land
Opportunity Lifestyle use applications Tax planning
Financial cost of doing
other activities Attachment Multi- Opportunity
Risk Management use/business cost of doing
Passion other activities
Horizontal and
vertical expansion Exit barriers

73. $ Cost Conceptual Value Added Processing
Options with Revenue and Cost
Implications
Final Product
Product
Development
Harvesting &
Degree of Processing
Extraction
Planting,
Maintenance &
Irrigation
Propagation
Land
Preparation
Trials
Selection of
Crop
Crude Essential Oil
Crop &
Pharmaceutical
Nutriceutical
Aromatherapy
Organic Agro-
$ Return
Biofuel
Animal Feed
Cosmetic &
Compost &
Project product
Mulch
Failure
No
Return
Final Product Form

74. Venture Focus Along Different Parts of the Supply Chain
Manufacture of end
products. Focus on
Consumers formulation and end Consumer
product Trends
development Important
Wholesalers & retailers
Vertical Integration Along the Supply Chain
Essential oil as
an ingredient in
a product.
Focus on uses
and applications Technical Branding
research Trends Theme
Manufacturers Important Consumer
Marketing
Essential oil as Reaching
Application
primary Product. Mass or
Focus
Flavour & Fragrance Focus on market
Technology
selected
Markets
Houses demand & supply
Focus
and meeting New Product
standard IP Focus (?)
Development
Specific
Demand & Customer
Traders & Brokers Supply, Buying
Criteria Important
Technical
Primary Producer Focus
General or
Niche
Customers
Agro Industrial Consumer
Orientation Orientation Orientation

75. Natural Product Development Process (Aromatic)
Screening Process
Screening
Biological For
Screening Development
Potential
Regulatory
Screening
Market
Development Environmental
Analysis
Commercialis
-ation Evaluation of
Strategies Capabilites
Market Analysis
Development
Process
Technical
Development

76. The Natural Product Strategic Matrix
An Existing Crop – Product Already An Existing Crop – Leading to a New
Traded Product
This may involve moving along the value chain to a new market
This can be seen as an improvement on existing based on an essential oil already produced or producing an essential
production or setting up new production in an area oil for some type of value added product.
already producing the crop. Improving cultivation and harvesting methods to improve
productivity
Improving cultivation and harvesting methods Finding out what products potential customers want in a new
to improve productivity product
Finding new customers and channels to Producing a new product according to identified consumer
needs
increase sales Organising the supply chain for the new product to get to
market
Making the product available to more consumers who are
likely to want it
A New Crop to a New Geographic Area A New Crop and New Product
This involves producing an essential oil already in This involves producing a product higher up the value chain,
differentiating it and producing the natural product.
trade in a new geographical area.
Making informed decisions about new crop choices
Establishing the most efficient way to Establishing the most efficient way to cultivate,
cultivate, harvest and process the natural harvest and process the natural product
product Finding out from potential customers what they want
Matching the newly produced natural product from the new product
with customer expectations and requirements Making sure the oil meets the customer’s needs as
closely as possible
Organising the supply chain so the natural
Organising the supply chain so the natural product
product reaches the market reaches the market
Making the natural product available to new
customers who are likely to require it

77. A typology of Various Farming Research Management Concepts
Social
Systems Agriculture Participatory Action
Agricultural professional Research
stance that emphasizes Emphasis on co-learning
farming as a social practice through farmer and
Discipline Orientation
that uses technology community participatory
research and empowerment
programs Shift from
theoretical and
technical to
community
collaboration and
Traditional Academic Farming Systems problem specific
Based Research Research research
Based on developing On-farm technical problem
technology and principals, diagnosis and adaptive
models and possible research
practices
Technical
General Domain Focus Local

79. that there “is also the tendency for Asian countries, including
Malaysia, to deal with the issue of values in development by
Importing many technologies and systems wholesale from
abroad without going through the process of mental
transformation necessary to master them fully. Although
Malaysia is going through rapid transformation, our growth
is one without development in the context of knowledge
contribution to science, engineering and technology.
As long as we are consumers and operators of
sophisticated techniques, plants and technologies
imported wholesale from abroad, we are to a certain
extent undergoing a technology-less form of industrialization.
This transformation of values and attitudes is a key issue
in the nation’s development agenda”[i] .
[i]
Asma, A., Going Glocal: Cultural Dimensions in Malaysian Management, Kuala Lumpur,
Malaysian Institute of Management, 1995, P. 179.

80. Tissue Culture

83. Microwave Oven Pressure Cooker
Chemicals & Spoons, etc. Glassware

89. • Minimise Production scale to account for initial low
sales/production quantities and lower capital investment
• Mobile GMP Facility
• Simplified Technology

93. Culture
Theories in action Stories, myths, heroes, artifacts, informal
behaviours
verses Espoused
Norms and group Productivity Values
Organisational
behaviour &
learning (single or
effectiveness
double looped
Leadership
Beliefs
Assumptions

96. The Cultural Dialectic
Destruction
Negative
Attributes
Positive
Attributes
Growth

97. Modifying your emotional balance to become more effective, break
through psychological blocks and become generally more positive.
Fearful Positive
Awkward
Anxious Emotions
Intimidated
Tense Develop positive emotions
Panic Reduce negative until they dominate feeling Confident
Scared & thinking Courage
emotions until
Confused Passionate
they don’t exist Energetic
Overwhelmed
Apprehensive within your Determined
Shocked feelings and Challenged
Confused thinking Competitive
Blurred Focused
Negative
Emotions Develop Self-esteem, confidence and motivation

98. Courage The different sets of
emotions will heavily
influence performance.
Passionate
intimidated
Determined
Energetic
Overwhelmed
Anxious
Challenging

99. Different weight and balance of emotions may
“Big-headed” produce different behaviour & performance
Confused
Awkward
Tense
Scared
Overwhelmed
Shy
Passionate
Confident
Excited

100. Society & family, peers & Influence on other paradigms
role models, assumptions,
values, beliefs, learning,
mentors, perceptions Peer groups mentors,
society
Cultural
Paradigm
Commitment and ethics
Upbringing and family Social & Educational
background, education and Background
life experiences, stressful
unexpected events, fate
Paradigm
Chance & Fate
Identify and exploit
Looking for benefits, opportunities
effective performance,
able to secure resources,
overall vision, able to Resource gathering
weigh things up in
Paradigm
Strategic
strategic way Customer orientated
Environment, peers, family,
culture, realities, motivation, Sense of achievement
dedication, self assurance,
self perception, morality, Motivation &
responsibility, determination
accountability, adversity to
Paradigm
Personality
risk taking (courage), stand
on beliefs, level of comfort Adversity to risk taking
Environment, triggers, Seek & identify
inspiration, lateral & opportunities
serial thinking,
technical skills, ideas,
opportunities, solution
Innovative
Paradigm
Creativity
finding
Health, personal energy,
focus, time orientation,
orientation to getting things In control of the
done, orientation towards business
Action
getting the right things
Paradigm
Attributes of the Entrepreneur
done
Able to inspire
Selecting the right people,
team/individual orientation,
people
view of outside expertise,
networking, interpersonal Ability to work
outlooks, management style, with people
leadership,
Paradigm
dominance/submissiveness Networking
Interpersonal
Positive & negative Experience
experiences, success &
failure, education &
skills, soft skills, talents Technical skills
and abilities
Skills
Paradigm
Soft skills
Talents & abilities

101. Attribute Small Business Entrepreneurial Business
Risk Risk is to be avoided by undertaking a business Ideas and opportunities are always risks. Every
activity that is already proven to be village and every person is unique and will
successful. Therefore business models will have different ideas that suit them.
not be novel.
Need to Achieve A small business is totally orientated towards a Financial return may not be the prime motivator.
financial return. Individuals and groups may want to produce
something they like and have pride in.
Creativity An enterprise will fit into a proven model so not The enterprise from the first idea may be driven
much creativity is needed. by many types of creativity, and creativity
itself may be a source of satisfaction.
Flexibility A small business is a business operated through Individuals and groups may be looking for
a disciplined routine in most cases. maximum flexibility in an enterprise, so it
can fit in with their life, rather than they
have to fit in with the small business.
Change Small businesses rely on little environmental Change in the environment may suit individuals
change for success. and groups as they don’t want to get locked
into routine, and change prototes their
creativity.
Independence Financial independence is the objective. We are already independent and don’t want a
business to lock us into a strict routine.
Foresight A daily, weekly, monthly or seasonal cycle that We may have to keep coming up with new things
is predictable. to keep the enterprise going.
Initiative There are very tight resources to have much We rely on initiative to keep going, and all
initiative. initiatives are considered.
Control of destiny The future is controlled by sales in the The future is in our hands of what we want to be.
marketplace.
Commitment Total commitment. I want to be committed on my terms.
Leadership I am the leader and do all tasks. Leadership is defined by tasks.

102. Peer based Education

123. Market

125. Haram
(Those things prohibited by Traceable
Allah in the Al Qu’ran)
Sustainable HACCP
environment, community
& business
Supply GMP
Chain
Community
Benefit
Toyyibaan
Non-exploitive
Ethical Healthy
Clean

126. Culture is the Challenge

130. 1. Recognition 2. Desirability
Selected branding paradigm to highlight the The product technology, i.e., natural,
project’s offering and values the group stand organic, cultural and spiritual aspects should
for in the international marketplace. (see be reflected incorporated into the product.
figure branding typologies). This branding Thus the products require specific new
should show natural (fully natural products) knowledge, process and protocols to achieve
Organic, Sustainable production, these ambitions.
Community involvement, cultural and Patents, Registered Designs, Proprietary
religious identity, and within an ethical Knowledge and branding
business framework.
Trademarks and certain Copyright
Information
3. Form 4. Emotional Connection
Product manifestations must reflect where The products should reflect the consumer
and why the products exist through copy, ambitions for natural and organic products
materials and form. with a cultural and spiritual base and
Copyrights and Trademarks understand their direct contribution to the
community.
Brands and Trademarks

131. Organization

132. K-Development Model
Network University Training
• Students
R&D Funding Through
Cluster Initial Grant • Farmers
Prospectus
• UNDP
Umbrella Brand (Direct Marketing Company)
•Prospectus
• Zakat Entrepre-
• VC neurship
Application of University
R&D
Health Graduates Under University
Beverages Supervision
Nutraceuticals
Herbs &
Cosmetics • Drive Marketing
Others
• Product Development
Govt. Organic Farming
• Business Operations
Support Integrated Farming

133. Element Existence
Values Most spiritual doctrines and religions have very positive values towards
enterprise, independence and empowerment. These have to be brought to
the surface of some cultures or sub-cultures, i.e., refocusing on the
functional rather than the dysfunctional aspects.
Confidence Confidence is a group phenomena and can be improved through engagement of
group processes to achieve new ways of seeing.
Ideas The skills of ideation can be developed through access to communications
technology and developing both partial and whole brain thinking.
Potential Opportunities By linking ideas to markets, modes of entry, resources and skill needs, potential
opportunities can be constructed.
Product Focus on themes rather than marketing mixes, look for ways to incorporate
consumer fears, existence, acceptance, hopes and dreams in the product
(spiritual materialism)
Markets Markets exist in various forms and segmentations with much more
fragmentation, coupled with the ability to communicate are potentially
accessible to village communities. Identify aspirations of consumers,
connect products and channels to these aspirations.
Technology Technology is a way of how to make and do things. Product manufacture can be
undertaken in scaled down models to suit decentralization, small unit
output and flexibility. The focus is on how to do things in more cost effective
ways, within the existing cultural socio-organisational setting.

134. Competitive Advantage In many FMCG markets competitive advantage has more to do with theme,
schema and branding, through selected channels of distribution, than
economies of scale. The product is a fulfiller of dreams.
Skills Not all the skills taught at formal educational institutions are needed to start an
enterprise. In this regard its only necessary to provide people with what
they need from the point of view of business, product development and
production. There is a need for the “village university” to focus on showing
people how to see, learn how to do and connect to consumers.
Agency/Networks Through modern communications technology (internet & travel) it is now
possible to contact and interact with very wide groups of people, including
agencies of interest, customers, grant agencies and sourcing know-how.
Logistics Logistics have advanced in recent years and can be coupled together such as the
internet and EMS to create direct logistic systems between producers and
consumers.
Resources We have to learn to use what we have and utilize these limited resources
innovatively. There are many methods of alternative funding that can be
explored and set up, i.e., Zakat, unit trusts, closed equity markets, etc.
Organisation New forms need to be generated from often discarded forms such as
cooperatives. Cooperatives can exist at both production and market levels.
People can form their own companies under umbrellas, organizations
should be focused on linking the young with their older generation.
Coalitions can be sort with larger organizations in developed countries for
branding and market purposes. Organisations have to fit with existing
social schema and develop from there, as people are ready.

135. The company would act according to the following
principals;
1. Commitment to Social Justice in Organic Agriculture
2. Transparency and Accountability
3. Direct and long-term trade relationships built on trust
and mutual respect.
4. Equitable distribution of returns to stakeholders
5. Communication and information flow
6. Skills development and capacity building
7. Internal ethics, and
8. Professionals manning the PC, support the local
community[i].
[i] Principals set out for peoples companies by Dr. Subash Mentha, Bangalore, India, as communicated to the author.

136. Resources &
Finance

137. Resources (Infrastructure)

138. Zakat
• One of the 5 pillars
• Distributive justice (juristic & mandatory)
• “zakat revenue can be spent under tamlik
mechanism for providing an opportunity or raising
productivity of the poor. Viewed from the long term
perspective the poor would become in time self-
reliant, hense reducing the national burden of
spending money on social security schemes.”
Khaliq Ahmad 2002 Intellectual Discourse Vol. 8, no. 2
(IIUM)

140. A Roadmap from today
Skills (how to make), place to make,
Look for Resources finance
Determine whether there is a market
and how much competition there is.
Screen the Idea for opportunity Determine if the product can be made.
Decide on what product each group
would want to be involved in and match
this with an expert person and some
Create Ideas students.

141. The set of opportunities for an essential oil producer
General Trading Other Aromatic Aromatic Chemical Agro-Tourism Agricultural
(marketing) Essential Oil Extract (bio-route) By-Products
Region’s production
Specialised single oil
marketing
General multi-oil
marketing
Mulches
Aromatic Chemical
(physical route)
Bio-fuel
Commodity Oil Single Crop Portfolio of Crops
Specialty Oil Flavour & Business through select supply chains Cattle feeds
Fragrance
Builds brand image and support.
Aroma Chemical Complements other activities.
Aromatherapy & Paper
Cosmetic
Production &
marketing of Pharmaceutical Other diversification
products Production of herbs
and spices
Agro-chemical
Higher differentiation and value adding Diversification of activities Utilisation of wastes

142. Opportunities are a product of our mind and
these visions can become the design of our
future with skilful and creative utilisation of
scattered existing and forgotten resources to
create great unimagined synergies. This is
the true power of creativity that God has
given humankind.

143. Those who believe and work righteous deeds-
from them shall We blot out all evil (that may be)
in them, and We shall reward them according to
the best of their deeds.
Al ‘Anabut (29:7)

144. Terima Kasih