- NEVER LOSE FAITH IN THE TRUTH -

2011-12-17T15:50:00.000+08:00

Hey readers, sorry to notify everyone that I will be no longer on Blogger, I'm currently moving to Tumblr. All the posts here will shortly be deleted by the end of year 2011. I will establish a whole new appearance on Tumblr by 01/01/2012 - New Year Day! Will update you all with the web address on 31/12/2011. Do support my upcoming Tumblr posts!

Merry Christmas and Happy New Year!!! xD

Cheers,
Shun Yew

Talk about Street Photography, talk about The Sartorialist

2011-01-16T17:35:00.008+08:00

Is today my BLOGGING day? can't stop blogging after facing F4 Law for couple of hours ~ CHILL TIME!!!

Scott Schuman aka The Sartorialist
The courage behind the lens was simply amazing, he's not a professional photographer yet the photos he snaps everyday simply reflect his talent in capturing uniquely dressed people across the world. All his hard work ranging from in searching the right people, the right attire, the right angle, the right pose and editing the images, adjusting the color tones to posting couldn't be denied, all the images represented his 'commitment to capturing the best of the best'.

I think he's recently finished his first project in Seoul, compiling all the photos taken. There is an idea popping out from my mind, 'Wonder will he come to Malaysia? Have a peek on Malaysians' fashion style~ but I don't wish to be his subject ><

Another amazing finding from YouTube about Sartorialist but this video was also posted on his blogspot.

- One of the images I like much, snapped in Korea, her smile was captivating. -

Juggle Over Drafting a Mission Statement?

2011-01-16T16:27:00.007+08:00

hi everyone!

After reading the book "The 7 Habits of Highly Effective Teens" by Sean Covey, which I believe it's a must read book for teenagers who are lost in their life(i.e: whole day face-booking, spamming friends' profile 'rigorously', end up fingers,neck or eyes strain~)

I won't reveal my resolutions publicly, just wanna work personally with it, though some of the resolutions require external force to help me in achieving my goal. This year, part of my mission statement is 'GET RID OF EXCESSIVE FACE-BOOKING', I have re-phrased it in a more direct way instead of 'DO NOT LET FACEBOOK RULE OVER MY LIFE'(it sounds so passive right?), according to the book "The Secret", the universe does not recognize the word 'NOT', so my previous M.S actually meant 'DO LET FACEBOOK RULE OVER MY LIFE' @.@

In drafting out my resolutions for the year, I have adopted Covey's suggestions and collaborated them with my own method in order to make it more perfect than 99% but less perfect than 100%, know why? Ordinary teens won't get started with a 100% perfect mission statement until they feel that they are in 100% good mood. Here are the suggestions:
1. The Quote Collection. - Pick your favourite quotes to be the inspiring matter to your ms.
2. The Brain Dump. - Speed write about your mission for 15 mins. Write out whatever ideas!
3. The Retreat - Spend time alone in a place you adore much, sit down and spend the whole noon in writing your ms (I wrote my ms in my grandma's house during the winter solstice :)
4. The Big Lazy. - Make your MS like no others' ones, make it unique and fit you. Keep improving your MS while time goes on. Learn from the past mistakes ^^

More or less, those are all the things to share today.
Good luck everyone! If don't mind, share your mission statement here, so we can discuss on how to improve it ^^

Cheers,
Shun Yew

Merry X'mas and Happy New Year 2011

2010-12-24T18:53:00.001+08:00

Today is Christmas Eve, so I'm here to wish everyone Merry X'mas and Happy New Year 2011!

May all sentient beings live in peace and satisfaction~

Adidas-Reebok Merger.

2010-12-24T18:41:00.004+08:00

Here's an article about the sports footwear and apparel kings > Adidas-Reebok merger. Accidentally clicked on it, but found it quite interesting, though it was posted approximately 9 months ago. I wonder would this merger pose threats to the immaculate sportswear leader ~ NIKE...

Adidas-Reebok Merger

Author:

Linda Balboul

OVERVIEW

Footwear is no longer viewed as a commodity that just offers protection for feet. What was hitherto considered a ‘Want\' is today a basic ‘Need\'. Today, the footwear trade is a vast and dynamic operation involving huge economies of scale. The low-cost countries are gaining foothold in international markets leading developed countries to import and outsource so as to meet their requirements. The athletic shoe segment is highly competitive in nature with the major players such as Nike, Adidas, Reebok and New Balance striving to retain their market share and the smaller players such as Puma trying to gain market share. Important features of this competitive segment are heavy advertising, celebrity endorsements, brand awareness programs etc. Until the 1970s, Adidas, the German sports company, was the market leader in the US due to its product innovation. In the 1970s and 1980s, Nike & Reebok grabbed their share by redefining the product offering and aggressive marketing. Adidas failed to retaliate. Their market was undergoing several crises due to changes in leadership. In the 1990s, though Adidas was revived by a turn-around specialist, it was not a challenge to Nike. Adidas expected its takeover of Reebok to give increased clout with dealers\' leverage of endorsement deals and sponsorships and access to wider consumer base. The Adidas-Reebok merger vaulted the combined entity into the second place in the American athletics shoe market behind Nike. The takeover of Reebok doubled the German group\'s North America sales. The Adidas Group\'s purchase of Reebok North America showed an obvious attitude to ensuring that the Corporation\'s overall objectives will be achieved. With the acquisition, a focus on increasing the band\'s apparel offerings and sharpening the brand\'s image has been set. This will allow for an expansion of global position and gaining a broader presence in key markets. To emphasize this fact, Adidas has now replaced Reebok as the official apparel supplier to the American National Basketball Association for the next 10 years. With the two company\'s combined strengths, an aim to widen the organisation\'s overall profile and global dominance is now more than ever possible

EXECUTIVE SUMMARY

The three leading sportswear companies in the world are Nike, Adidas and Reebok. In August 2005, Nike was the leader in global market share with 32.9compared to the recently constituted Adidas-Reebok organisation that had 26.3market share. In the largest market in the world, the United States (US), Nike had 36.3market share in August 2005. Following the acquisition of Reebok in August 2005, the market share of Adidas-Reebok in the US jumped to 21.1from 8.9

The purpose of this study is to provide an analysis of the newest merger in the footwear and apparel industry between Adidas and Reebok. It is also to identify and further examine the ways in which the Adidas Group will achieve a sustainable competitive advantage relative to market leader (Nike). We inform the reader about the nature of current market standings in the industry and identify specific synergies developed through the acquisition in order to evaluate the impact of Adidas- Reebok merger on the sporting goods industry.

INTRODUCTION

On August 3, 2005, Adidas-Salomon AG announced its plans to buy all outstanding shares of Reebok International Ltd.\'s stock at $59.00 per share, for a total of $3.8 billion. Upon announcement, Reebok stock rose 30while Adidas climbed 7 As stated by Herbert Hainer, CEO of Adidas, 'This is a once-in-a-lifetime opportunity to combine two of the most respected and well-known companies in the worldwide sporting goods industry. Together, we will expand our geographic reach, particularly in North America, and create a footwear, apparel and hardware offering that addresses a broader spectrum of consumers and demographics' (Adidas.com). A primary goal of the acquisition has been to challenge industry leader Nike for a higher share of the United States sporting goods market as well as the global sporting goods market. The acquisition has prompted much discussion as to what the future holds for the sporting goods industry and its major players.

Athletic Wear Market Share

I- CORE COMPETENCIES & COMPETITVE ADVANTAGE

Competitive advantage is a special edge that allows an organisation to deal with market and environmental forces better than its competitors. Whereas, sustainable competitive advantage is one that is difficult for competitors to imitate. This distinction is essential when evaluating the acquisition and its effects.

A merger of this scale is inherently complex, dealing with issues such as global positioning of companies, corporate cultures, and the allocation of resources. To better understand the advantages gained from the Adidas-Reebok merger, we have examined the following: Through these various analyses, we have discovered that the importance of branding is paramount for success in this industry. Our research also identifies the specific danger of competition between Adidas and Reebok.

Our analysis of the Adidas-Reebok merger shows how it will gain a sustainable competitive advantage that may one day dominate the footwear industry both domestically and internationally. The fact that Adidas and Reebok control such different aspects of the shoe industry will help to ensure their success.

To fully understand how Adidas-Reebok will gain a sustainable competitive advantage over Nike, the situation must be looked at from several different points. These include industrial, customer and competitor analyses, as well as a look at the different marketing strategies and changing marketing trends.

Adidas Core Competencies

– Technology

– Customer focus

– Brand recognition

– Supply chain

– Collaboratively competitive

Reebok Core Competencies

– Trend Identification

– Ability to market to a niche segment

– Women\'s shoe design

– Design expertise

– Celebrity relationships

Combining Core Competencies

Combine

– Adidas technology with Reebok design

– Adidas sports with Reebok women\'s market

– Adidas shoes with Reebok apparel

– Adidas global strength & Reebok US strength

Implementation

Blending the two cultures successfully (learning to work together)

Protect the strengths of acquired company (keeping development of both organisations separate)

Maintaining both brands (keeping established market share)

Capitalising on supply chain economies of scale (suppliers, manufacturing, distribution, channels)

Nurturing the partnership between technology and design (growing market share by combining leadership areas)

Sustainable competitive advantage

The athletic apparel and footwear industry emphasises branding more than any other competitive advantage. Through the use of advertisements, endorsements, promotions, and licensing agreements, the top companies in this industry have devoted much of their resources to brand recognition and loyalty. Adidas\' acquisition of Reebok will develop increased opportunities to achieve competitive advantage through branding. Furthermore, extended licensing agreements and contracts will allow the Adidas Group to sustain this advantage.

Sustainable competitive advantage cannot be reached without the successful merging of Adidas and Reebok. The key to this success is how well they identify themselves. There is a very real danger of cannibalisation to occur between the two separate brands, where one brand takes away the others consumer base. However, Adidas Chairman and CEO Herbert Hainer made clear that 'it is important that each of these brands must retain their own identity.'

Hainer points out that Reebok\'s focused strategy is on the engagement of youth through sports, music, and technology. Reebok, he points out, is a lifestyle brand. On the other hand, Adidas\' focus is on superior technology and performance, coupled with a large international presence. As Hainer points out, 'Adidas has positioned part of its product range in the lifestyle segment, but the company relies on the performance market. Lifestyle success to an authentic company is a bonus.'

Adidas will benefit from increased distribution in North America, where Reebok already has a significant presence. The addition of Reebok will enhance not only its position among the top US distributors like Foot Locker and Dick\'s, but will also give Adidas-Reebok more power over promotions and in-store displays. Increasing its presence is the key to achieving sustainable competitive advantage, because the increased presence further engrains the most important advantage in this industry, brand name.

The acceleration of both brands is brought about through increased operating cash flows. Along with the increased operating capital, other synergies such as operating savings are realised. Catching up to Nike\'s huge marketing budget is a challenge, but the increased operating costs coupled with the synergies will help promote further brand recognition through marketing.

Reebok has an extensive line of men and women\'s apparel. The new company can combine Reebok\'s apparel with Adidas\' new addition of fashion designer Stella McCartney, who has created an apparel line that integrates both sport and style. This innovative move shows that Adidas continues to look for new opportunities and markets in order to gain a competitive advantage.

In the past, Adidas has not been able to expand because it had problems shipping goods to the United States. It takes them about 14 days to ship from their factories in the Far East while Reebok can ship overnight. In the future, Adidas will be able to take advantage of Reebok\'s existing distribution infrastructure in the U.S., while Reebok will be able to benefit from Adidas\' existing distribution infrastructure in Europe.

The Reebok brand will also gain sustainable competitive advantage through increased brand recognition. Globally, Reebok will benefit greatly from Adidas\' distribution around the world. Coupled with the cost savings and increased cash flow, Reebok\'s marketing resources could increase.

Combined R&D is helping speed development of cutting edge technologies, an important feature of the increasingly fast paced industry. Expedited research will develop higher consumer demand for innovation across all brands, putting pressure on Nike\'s R&D capabilities.

II- FROM CORPORATE TO MARKETING STRATEGY

Porter\'s Five Forces

Barriers to Entry - Low

Adidas and Reebok combined are able to control their costs effectively, giving them an advantage over emerging competitors in the industry. Their web sites are well- prepared and updated promotions attract online shoppers. There are many exclusive product differences in this industry that gives brand identity an immediate competitive advantage. The Adidas and Reebok brand is well-known globally and plays a major role in consumer decision making. Selling footwear is highly competitive; however, barriers to enter into this industry are quite low. Therefore, the footwear industry is broad with hundreds of retailers. Switching cost is low for the consumer, and may occur frequently depending on consumer preference and other factors affecting consumer buying decision.

Bargaining Power of Buyers - High

There are a large number of buyers relative to the number of firms in this industry. Therefore, companies like Adidas, and Reebok must continuously market their product and differentiate their brands against competitors, in order to increase sales and market share. The use of online tools has helped to enhance the accessibility among users. Brand identity plays a critical role in the buying behaviour; strong identity will offer consumers trust and loyalty.

Bargaining Power of Suppliers – Low

There are many suppliers in this industry. In essence, there is very little differentiation among the suppliers which makes suppliers\' bargaining power non-existent. Leather, rubber, and cotton are commodity items and are available abundantly in the market place. Conglomerates such as Adidas, and Reebok have a definite advantage and power over their suppliers. These suppliers become dependent on these firms as their means to survival. Additionally, Adidas, and Reebok have standardised their input procedures pertaining to the materials used, their labour force, supplies, services, and logistics. Firms are able to switch between suppliers quickly and cheaply, due to the globalise networks of cheap labour on various continents.

Threats of Substitutes - Low

Buyers\' propensity to substitute is low. Consumer substitutes for athletic footwear products are low because there are little alternatives to switch, some substitutes for athlete footwear could be boots, sandals, dress shoes or bear feet. Consumers are not likely to substitute due to the performance specification of the product. For instance, a basketball player would not wear boots to play basketball. Therefore, there are no real substitutes for athletic footwear.

Rivalry among Existing Competitors - High

The rivalry among existing competitors in the footwear industry is quite high. Large firms such as Nike, Adidas and Reebok have grown immensely over the last two decades. Their global reach has expanded through all continents; this is evident using the Internet and e-commerce. Online selling has enlarged the reach for these firms allowing them to increase sales while minimising operating costs. Almost every large firm has a web site, and most of these web sites contain virtual stores which provide convenience to consumers. Most individuals in North America have access to high speed Internet and online purchasing has become the new trend for the twenty first century.

Threat of Substitute Products or Services

(low)

↓

Supplier Power

(low)

→

Rivalry Among Existing Competitors

(high)

←

Buyer Power

(high)

↑

(low)

Threat of New Entrants

Reebok is located in the upper-left portion of the chart, identifying it as employing a cost leadership strategy. It is concerned with offering affordable shoes to a very broad market.

Adidas is located in the upper-right portion of the chart, identifying it as employing a differentiation strategy. This company is constantly developing new technology and innovation in the industry. Examples of this include the new microchips Adidas has developed to mechanically adjust the shoe\'s cushioning.

SWOT Analysis

Adidas-Salomon SWOT Analysis (before the merger)

Adidas-Salomon was a leading player in the sports good manufacturing industry. The company had posted a very steady growth in its sales revenues in recent years, essentially as a result of its strong brand image. The company had market leading products and strong brand names including Adidas, Salomon, TaylorMade and others which were further strengthened by its strong commitment to product innovations. Furthermore, on the supply-chain side the company\'s commitment to reduce lead time for manufacturing footwear had enabled the company to avoid the warehousing of products.

Strengths

Leading player in the sporting goods industry

The company was amongst the top players in the sporting goods industry due to its strong brands, market-leading products and commitment to sports for meeting consumer expectations. The global sportswear market (Euro 45 billion) was dominated by Adidas-Salomon and Nike and, at a certain distance, Reebok, PUMA and New Balance. Adidas-Salomon\'s brands include Adidas, Salomon, TaylorMade and others, which had very strong brand name recognition in markets served. The company\'s products served many markets and include footwear, hardware, apparel, snowboard, golf-related and other products.

Steady increase in sales revenues

Adidas-Salomon\'s revenues from sales have been steadily increasing as reflected in the last five years\' sales performance ending 2002. From E5.1 billion of sales in 1998 to E6.5 billion in 2002, the performance has improved by a CAGR of 7 Though sales declined by 3.9in 2003 over 2002, it was mainly due to currency translations. The company has been able to achieve this steady growth in revenues due to its strong brand image, continuous commitment to product innovation that is consumer focused. Such a steady growth in the company\'s revenue performance helped in maintaining a very good image for the company and improved investor confidence. Additionally, the company reported an outstanding operational and financial performance in the first half of fiscal 2004. This underlined the company\'s momentum, with quarter on quarter sales improvements for all brands, and a record gross margin and earnings growth of almost 40 marking the strongest first half year performance in the company\'s history.

Successful new product innovations

The company had consistently launched new products and this has enabled it to widen its portfolio and also enhanced its competitive position. Each company brand targeted a specific market and new products were introduced based on their requirements. This has helped the company achieve a greater degree of success. During 2002-2003, the company launched ClimaCool and a3 in its running shoes category, which were big successes. The company sold over 500,000 pairs in a3 and over one million in ClimaCool. Furthermore, in the basketball shoes division, the T-MAC and T-MAC were the bestselling in the US market in 2002 which has led to the release of T-MAC 4 lace less footwear for 2004. The company\'s continuous commitment towards new product innovations not only improved revenues but also helped in strengthening its relationship with its customers and attracts new customers. In May 2004 the company introduced what the company described as the first Intelligent Shoe - called '1', the shoe provided intelligent cushioning by automatically and continuously adjusting itself.

Lead time improvements

The company had considerably improved the lead-time required for footwear manufacturing through lean manufacturing principles. Earlier in 2000, the company used to take 120 days for producing footwear; by 2003, this had been reduced to around 60 days. Such a reduction was made possible as a result of the company\'s efficient implementation of lean manufacturing principles which helped in removing non-value-adding procedures and activities, improved labelling, special handling and other such activities to reduce time taken. These process improvements have helped the company in avoiding warehousing of its footwear products.

Marketing strength

The company had planned and implemented major advertising campaigns during 2004. The company\'s immense size and strong position have afforded it the opportunity to undertake global advertising campaigns with focus on TV, print media and outdoor advertising as well as point of sale and PR activities. The campaign 'Impossible is Nothing', included top athletes from different disciplines such as Muhammad Ali and his daughter (brand image, boxing and lifestyle), Haile Gebrselassi (brand image, running), David Beckham (brand image, football) and Tracy McGrady (brand image, basketball).

Weaknesses

Unfocused strategy

The strategy of Adidas-Salomon was lacking focus. This is because it has a very broad product portfolio, including sport performance products for athletic sports, basketball, golf, tennis, Nordic disciplines, cycling and fashion oriented products. Rival Puma has demonstrated that focus can translate into a high profitability.

Over-dependence on Adidas brand segment

While the purchase of Salomon, the French maker of ski and golf gear, steered the company into the equipment arena, the company generated 79($4.9 billion) of its total revenues of E6.3 billion from the Adidas brand segment in 2003, while the other two contributed to the balance. Despite a strong image for the TaylorMade and Salomon brands, they generated only about 21of the total revenues. The company\'s over-dependence on the Adidas brand segment, which mainly serves the athletes\' requirements, makes the company\'s overall revenues susceptible to the market conditions in this segment.

High level of long-term borrowings

Though the company reduced its borrowings by E181 million against 2002, the level of borrowings was still very high. At the fiscal year end 2003 the company\'s long-term borrowings as a percentage of equity were very high at around 146 which amounted to E1, 574 million. Such high debt level affected investor confidence in the company and makes low-cost funding of growth plans difficult. By half year fiscal 2004 strong cash flow had enabled more progress in debt reduction has been (net borrowings at June 30, 2004 were E967 million, down 39or E616 million versus E1, 583 billion in the prior year) made but debt remained high.

Order cancellations

2003 revenue growth was substantially below the company\'s first impression from year-end 2002 order backlogs, which were up a strong 14 As 2003 revenues growth was only 5 significant order cancellations in the course of the first half of 2003 are evident. The company achieved revenues that totalled E6, 267 million ($7,570.4 million), a decrease of 3.9against the previous years revenues that totalled E6, 523 million.

Opportunities

Strategic acquisitions and agreements

The company made a few strategic acquisitions during 2004. In September Adidas and Stella McCartney announced a long-term partnership in New York, presenting the Adidas by Stella McCartney sport performance collection. For the first time ever a high-end fashion designer had created a functional sport performance range for women. The first collection was available in stores across the US, Japan and Europe in spring/summer 2005. It offered products for running, gym/workout and swimming as well as cover-ups. The Adidas by Stella McCartney range shows the company\'s willingness to innovate in the women\'s sportswear market. Adidas-Salomon acquired Valley Apparel Company of Cedar Rapids, Iowa in June 2004, a producer and distributor of collegiate and professional league apparel and accessories. It served small- to mid-size retailers, such as sporting goods stores, department stores, fan shops and college bookstores. It has a reputation of producing and delivering large quantities of apparel and branded accessories within hours of a team\'s victory. In early 2003, the company acquired the Maxfli brand of accessories and other golf related products from Dunlop Slazenger Group through its TaylorMade-Adidas division. This acquisition has helped the company in offering market leading products in all the golf categories and has improved its global market share to 16from less than 1prior to the acquisition. The company also entered into a strategic agreement in June 2003 with the INTERSPORT International Corporation (IIC), a multi-sport retailer, in order to strengthen its sales and distribution network. Specifically, the four year agreement will - in time - strengthen the company\'s sport performance, casual, Salomon and other products\' sales.

Supply-chain and manufacturing initiatives

The company\'s success in reducing footwear manufacturing time was likely to continue in the future also. The company planned to reduce its production time further, which has helped the company achieve faster delivery of its products to the retailers, thereby reducing inventory costs. On the supply-chain side, the industry faces a problem due to longer time to market. The total time taken is about 15 to 18 months of which 12 months are spent in creation of the product, while the balance of the time in arranging for the raw materials, production and delivery to the retail stores. The company also planned to implement a new model for its supply chain, which will considerably reduce the time taken and improve cost efficiency, etc. This initiative helped the company in serving its customers faster, thereby gaining a competitive edge over its peers.

Sponsoring sporting events

The company\'s sponsorship of major sports events brought great recognition to its products. Adidas supplied more than 1.4 million products to federations, volunteers, officials and others during the 2004 Olympics. Following a successful marketing campaign at the Euro 2004 Soccer Tournament in Portugal, the company once again expected to achieve new record sales in football during 2004. During 2002, the company sponsored FIFA World Cup Championship in Korea and Japan and was acclaimed as the most visible among the brands advertised during the event and was viewed by 44 billion cumulative spectators during the course of the event. Furthermore, in the Winter Olympics of 2002, the company sponsored over 50of the participating athletes who won about 200 medals. Adidas has a life-time agreement with Kevin Garnett (most valuable player of the NBA 2003/2004). It also signed a six-year cooperative agreement with Chinese Football in June 2003. The company sponsored the World Cup in 2006 held in Germany. Sponsorship of these events helps the company in building its Sport Heritage, Sport Style and other such divisions. For instance, the Sport Heritage division grew into an Euro 900 million businesses and doubled its sales from 2001 to 2003.

Own retail stores

In 2003 Adidas generated 9of group revenues in own retail outlets. A significant number of new shops did not positively contribute to earnings because the cost for new shops (of hiring of sales people and training costs etc.) exceeded early revenues. This will begin to level out going forward and the company will continue to open own retail shops. Management recently explained that own retail sell-through was positive in the US in 2003 in contrast to external customers. The company is therefore planning to open 15 new US shops in the coming two years and 40 worldwide. Management expects Sport Heritage to grow again from 2004 driven by more own retail stores and no more cutting of external points of sales.

Threats

Competition

Adidas operated within a highly competitive market which in many cases overlaps into other markets as sportswear retailers increasingly compete with fashion retailers. The company\'s traditional competitors like Reebok, Nike and Puma made competitive levels intense, but the addition of casual footwear and apparel manufacturers such as Tommy Hilfiger, adding a designer edge to the market, had increased competitive levels. Companies had come under increasing pressure recently from products designed for the value conscious consumer. Adidas have long been one of the premium brands in sportswear and have charged accordingly, though this strategy is coming under more pressure as cheaper substitute products are bought by consumers adding to problems in terms of customer retention.

Foreign exchange fluctuations

The company\'s manufacturing activities were mostly concentrated in China and other Southeast Asian countries. Since most of these countries transact in US Dollars, the company incurred about 70to 80of its outsourcing expenditure in US Dollars, whereas, the company\'s revenue generation in US dollar and other non-Euro currencies is comparatively lower. Hence, adverse changes in the exchange rate between US dollar and Euro had a negative impact on its overall revenues.

Weak global economy

The GDP of European countries have grown at a negligible rate and are unlikely to improve in the near future. Similarly, the Latin American markets such as Argentina and Brazil continue to witness weak economic conditions, while the Southeast and Middle-East regions continue to reel from political unrest. Thus, the company\'s revenues were significantly affected due to these adverse economic conditions.

Impact of scandals in the US and Germany

Accounting scandals across industries in Germany and the US have impacted upon the company\'s stock performance. The weak performance of many companies in the sports goods industry adversely affected the investor confidence in the industry. Thus, external factors can have an adverse impact on the company\'s stock price performance and might in turn affect its brand\'s value.

Reebok SWOT Analysis (before the merger)

Reebok International was a major player in the sports and fitness products market, with a particular emphasis on footwear. Its main strengths lied in its size and strong brand awareness. While footwear is clearly its core product, concerns were being raised over its comparative disinterest in the associated athletic apparel market, which is over twice the size of the footwear market.

Strengths

Growing sales revenue

As part of a strategy to grow quality market share, the company continued to invest in three key product and marketing platforms: Performance, RBK and Classic. Reebok International was the second largest manufacturer of athletic shoes in the US, behind Nike. The Reebok brand continued to drive sales pushing it closer to major competitors, Nike and Adidas. Reebok had become the number two or number three brand in most of its overseas markets. It held around 10of the global market, compared to Nike\'s 34and Adidas\' 15 The company has been able to increase revenues and improve operating margins despite some challenging retail conditions in many key markets around the world in 2004.

Excellent marketing strategy

The company employed a strategy of reinventing its brands in order to gain market share. In order to enhance its Reebok brand, the company introduced a new street inspired product collection, RBK, in 2002, followed by an effective marketing strategy which carried into 2003 and 2004. During 2003/2004, the Reebok product offerings generated healthy sell-through performance at retail. Alongside reinventing brands, the company introduced new marketing campaigns to promote them. To support the RBK product Reebok created a marketing campaign entitled Reebok\'s 'Sounds and Rhythm of Sport,' which fuses music and entertainment with sports and performance. The combination of relevant products and a new marketing campaign improved the performance of the Reebok Brand in the athletic specialty channel of distribution. Reebok has achieved positive market share comparisons in the critical athletic specialty and sporting goods channels of distribution (as of October 2004).

Celebrity associated sponsorships

The company expanded its product offerings into more lifestyle and performance categories, introducing new product segments for both the NBA and NFL, including NBA and NFL footwear, classic lifestyle apparel and performance gear for off-the-field activities. Reebok sponsored many top athletes in tennis; Andy Roddick and Venus Williams; as well as music stars Jay-Z, Pharrell Williams and 50 Cent. Yao Zing\'s impact in the Asian market is hugely important to Reebok. Affiliating itself to such globally renowned celebrities enhanced the company name among many different customer groups.

Strong women\'s sector

Another one of Reebok\'s strengths was its success in the women\'s sector. The market for women\'s athletic shoes is larger than that for men, accounting for around 46and 40of the sector\'s value respectively. In volume terms, the women\'s sector was even more important, 46compared to 35 Reebok\'s market share of women\'s athletic shoe sales was around 35 and has been boosted by its \'It\'s A Woman\'s World\' marketing campaign.

Weaknesses

\'Classics\' under fire

The company had come under fire from its rivals in the classics department. In the past Reebok has controlled this shoe category without much competition, however companies such as Nike and Adidas were coming up with their own \'classic shoes\'. Reebok were still the market leaders in that area but the gap kept narrowing.

Low market share in apparels

Reebok controlled only about 1.4of the apparel market. This posed a problem when squaring up with its fierce competitor, Nike. The footwear market\'s growth was slowing. Athletic apparel gives scope for a larger and more diverse range of products, keeping the market fast moving. The apparel market was 2.4 times larger than the footwear market. Nike took charge there, with its innovative designs, and contracts with sports teams and organisations throughout the world.

Danger of stockpiling products by retailers

Futures, or ordered in advance sales, represented around 60-70of Reebok\'s business. This has been valuable to Reebok in the past; however five of the company\'s brands that represent around 60global market share could cause problems in the future. Futures growth for these five brands was around 9.5on a dollar-weighted basis. This growth was alarmingly fast. Reebok had to be careful as retailers may be ordering more than they can sell. This could result in a sudden cut off in orders, leaving the company with large inventories and a decrease in sales.

Opportunities

Increase average shoe price

Reebok\'s average price per shoe in athletic footwear stores, which account for around 15of the market, was considerably lower than average. Its average price per shoe is $45, compared with an outlet average closer to $60. The company\'s lower than average shoe price is partly due to the high percentage of basic products sold, which is itself partly attributable to its traditional position in the women\'s sector. This left plenty of space for the company to muscle in on higher priced sales, as its products and promotional efforts improve. As well as raising brand awareness, Reebok\'s sponsorship deals helped the company increase its average sales price.

Draw attention toward new technological developments

Reebok had started developing its product to make it more modern and has invested heavily in added technology to enhance its shoes. Reebok had a lot to gain from a continued investment in more technologically advanced, premium products. In 2003, the company introduced new fashionable and technologically advanced products tied to new integrated marketing programs. These displayed an enhanced and prominent vector logo which ties back to the Professional athletes wearing the products on the field. This branding created a real point-of-difference for its performance products and should help to generate consumer interest at point-of-purchase. These products are supported at retail with a new performance marketing campaign, which utilises the athletes and the vector logo in new and creative ways. This campaign included television, print and in-store marketing packages.

Encourage a strong brand push in Europe

The company planned to enhance its European market, recruiting new management talent and initiating an aggressive program to regionalise this business utilising a consistent brand image throughout Europe. Reebok executed unified product, marketing, and sales strategies across all borders in Europe, thereby presenting the Reebok Brand in a more relevant and consistent manner.

Exploit Nike\'s lack of high profile sponsorship

Nike, the world\'s most successful sportswear brand and footwear producer struggled to fill the void vacated by Michael Jordan. This was the first time in a long time that Nike did not have an eminent sports star to spearhead their marketing drive. This has left an opening for the likes of Reebok to exploit, particularly in the basketball arena. The company took the Chinese sensation from Nike, Yao Ming, hoping to increase market share by 10to 30by 2006.

Threats

Over reliance on footwear sales

Footwear is Reebok\'s largest division and the company relies fairly heavily on the footwear market. That was a competitive field experiencing much slower growth than in previous years and, like most other producers, Reebok felt that it must do more to increase sales. Reebok had also to be aware that the market for more expensive footwear was slowing. This could ultimately force prices down, should this trend continue for a significant period of time. With the company so reliant on footwear, it risked losses, whereas other competitors such as Nike can fall back on their apparel division.

Diverted from historical markets

Reebok\'s original success stemmed from the women\'s aerobics market in the 1980s. It has since become apparent that the company has shied away from its roots. Reebok\'s women\'s products represent only 25of its athletic apparel volume. The women\'s apparel sector actually accounts for around 40of industry sales, which suggests that Reebok risked losing out in the key market that transformed them into a global company.

Potentially expensive new product marketing

Until recently Reebok had not focused on either the men\'s or the women\'s apparel market for several years. Before it can build up sales significantly in this area, it had to instil confidence back into consumers that it is good at producing more than just \'classic shoes\'. This process could\'ve proven to be both time consuming and costly.

Adidas-Reebok SWOT Analysis (After the merger)

Strengths

More products for different customers

Increase in product line

Acclivity in market share

Now both upper and middle priced markets are covered.

Shared R&D, Patents, technology & innovations

Weaknesses

Differing values among management

Complexity of joining two corporate cultures

Both companies belong to different countries

Opportunities

Reduction in costs

Decreased competition

Cross-over promotion by sponsored athletes

Enter to new market/Segments

Threats

Nike.

Nike\'s possible acquisition of Puma.

Danger of cannibalisation between the two separate brands.

Post merger performance

7th March, 2007 -Adidas Group\'s motto is 'Impossible Is Nothing.' But since the No. 2 sporting-goods maker announced in August, 2005, that it would snap up rival Reebok for $3.8 billion to gain a firmer footing in the U.S. and challenge market leader Nike (NKE), the company has yet to prove that the combo will work.

True to its mantra, however, Adidas says it\'s racing flat-out to make its tie-up with Reebok a winner. The company has closed factories in Indonesia and is repositioning the Reebok brand to widen its appeal. 'Our focus this year will be on getting Reebok back onto a growth track,' Adidas Chief Executive Herbert Hainer said in a statement. 'It\'s going to take time, but we\'re moving in the right direction.'

As part of that move, the company is ramping up its sales and marketing efforts. It\'s reducing reliance on low-traffic, shopping-mall-based outlets and placing Reebok apparel and footwear in higher-end department stores and larger sporting-goods ventures. Adidas has also enlisted star NFL quarterback and Super Bowl MVP Peyton Manning, actress Scarlett Johansson, and other famous faces to help launch a series of new products planned in the second quarter.

The company says it expects these efforts to increase sales of the Reebok brand this year in the 'low-single-digit' range. Adidas expects its gross margin in 2007 to be between 45and 47 thanks to 'improvements in all three brand segments.' For the group, the company expects sales in 2007 to grow in the 'mid-single-digit' range.

III. CREATING CUSTOMER VALUE, SATISFACTION

An annual report produced by Interbrand (2006), in cooperation with BusinessWeek, ranking the top 100 global brands shows that Adidas was ranked 71st and Nike 31st. The ranking is based on brand value, which is defined as 'the dollar value of a brand, calculated as net present value, or today\'s value of the earnings the brand is expected to generate in the future'. Given that this puts both brands ahead of corporations such as Shell, Porsche, and fashion brands such as Armani, Burberry and Levis, it signifies the strength of the two brands. Indeed, Adidas and Nike are the only sportswear companies in the top 100 global brands. The positions of the two companies during the previous five years had been relatively stable, with Adidas ranked at 70th, 68th, 67th, 69th, and 71st between 2001 and 2005 respectively, and Nike ranked at 34th, 35th, 33rd, 31st and 30th over the same period.

Customer loyalty has been a major focus of strategic marketing planning and offers an important basis for developing a sustainable competitive advantage – an advantage that can be realised through marketing efforts. It is reported that academic research on loyalty has largely focused on measurement issues and correlations of loyalty with consumer property in a segmentation context.

Many studies have been conducted on brand loyalty. However, in these entire studies brand loyalty (e.g. repeat purchase) has been measured from the behavioural aspect without considering the cognitive aspects. However, brand loyalty is not a simple uni-dimensional concept, but a very complex multi-dimensional concept. However, it does not clarify the intensity of brand loyalty, because it excludes the possibility that a consumer\'s attitude may be unfavourable, even if he/she is making repeat purchases. In such a case, the consumer\'s brand loyalty would be superficial and shallow – rooted.

After careful examination consumer non-durables report (based on the ASQ Analysis of Quality & Customer Satisfaction With Manufacturing Non-Durable Goods), we anticipate that the acquisition of Reebok by Adidas and the challenge for Adidas/Reebok—a combination of very different business cultures—would be to maintain quality as it attempts to go toe-to-toe with sales leader Nike. The acquisition was completed at the end of January 2006 without a hitch as far as Reebok\'s perceived quality. The 2.4gain by Reebok that quarter, coupled with a similar drop by Nike, puts Adidas-Reebok perceived quality firmly ahead of Nike.

Nike also stumbles in comparison to Adidas-Reebok in terms of value. Consumers are much more likely to believe they get value for the money spent on Adidas-Reebok compared to Nike. And although Adidas-Reebok captures a significantly higher customer loyalty score than Nike, both companies are vulnerable on this score — with Nike posting the lowest and Adidas-Reebok the second lowest customer loyalty marks of any of the manufacturing non-durables companies.

Unlike the food processing segment, where manufacturing skills represent core competencies of the business, the athletic shoes segment\'s core competencies are creating, marketing and distributing global brands. Manufacturing is almost entirely done by subcontractors operating primarily in countries where labour costs are low.

In this business environment, in addition to the usual challenges of supply chain management (at which Adidas and Reebok both excel), there is the added complication of addressing social responsibility issues such as fair labour practices and safe working conditions in cultures very different from the United States. A company\'s performance in the area of social responsibility may also affect how consumers perceive the quality of the company\'s products, since these issues are of growing concern to many consumers. While both companies have made strides in this area, they have been consistent targets of critics, and the high visibility of these issues may contribute to the fact that the athletic shoes category has the lowest perceived quality score among all manufacturing non-durables.

Nike, the market leader, on the other hand, has programs in place to provide oversight of working conditions and human rights issues in addition to managing supplier production quality at its contract manufacturers. Originally using third-party monitors, Nike now handles these functions internally. The company measures its overall performance with a balanced scorecard that includes compliance measures in addition to cost, delivery, and quality measures. The company has become an advocate for bringing into better alignment the codes of conduct of various compliance and monitoring organisations.

For companies the size of Adidas and Reebok, monitoring can be a major undertaking. Adidas-Reebok new company contracts with 41 footwear manufacturing plants and another 543 apparel manufacturing plants. Adidas-Reebok was the first footwear program to be accredited by the Fair Labour Association.

The athletic shoes industry falls 1 percent to 76, dragged down mostly by the performance of Nike. Reebok and Nike were tied in last year\'s measurement, but they have moved in opposite directions by equal amounts this year. Reebok climbs 4 percent to 78, while Nike slipped to 72. The six point advantage Reebok enjoys over its nearest competitor is unusually large in any industry, surpassed only by Google in search engines, eBay in Internet auctions, and Wachovia in banks.

Reebok\'s acquisition by Adidas may have contributed to Reebok\'s increase in satisfaction. The combined brands led to a near doubling of U.S. sales, rivalling Nike in market share. Price increases eroded satisfaction across the industry last year, but this year Reebok has a large advantage in value for the money as perceived by its customers.

Adidas-Reebok Customer Relationship Management (CRM)

Adidas-Reebok new company is driving future success by engaging consumers with unique interactive product approaches and rewarding point-of-sale experiences. Adidas and Reebok brands must be competitive in this environment where consumers make their final purchase decisions based on availability, convenience and breadth of product offering.

There are examples what Adidas-Reebok has done:

Product performance excellence

Adidas Group website gives their potential customer possibility to zoom in on the product and also to see full information even its technology. Consumer also can choose colour and size easily, the website also offer product preferences by consumer behaviour.

Price performance excellence

Adidas-Reebok has offered discount for specific product or promotional in their website.

Transactional excellence

Process of buying is quite easy and easy to understand by customer. Adidas-Reebok also provide their websites with product tracking and account managing, so that customer cans easily tracking their order and or review their cart.

Relationship excellence

In managing their relationship with consumer, Adidas-Reebok gives them services to subscribe their newsletter. Customer can contact Adidas-Reebok through easy steps and if they aren\'t satisfied with the product, they can refund it and the procedure of refund is explained in their website.

To manage their relation with small retailer, Adidas-Reebok offer 'Affiliate Program' by giving them procedure to get commission in sales.

The Adidas Group, with its wide assortment of product lines, is challenged by an increasing individualisation of demand. There is a tendency towards an experience economy, a design orientation, and, most importantly, a new awareness of quality and functionality that demands durable and reliable products corresponding exactly to the needs of the buyer. Consumers with increasing purchasing power are increasingly attempting to express their personality by means of individual product choice. As a result, Adidas was forced to create product programmes with an increasing number of variants. This development makes forecasting and planning for Adidas more difficult than ever. The result? High overstocks, an increasing fashion risk, an enormous supply chain complexity, and the necessity to provide often large discounts to get rid of unwanted products. Adidas realised that implementing made-to-order manufacturing, instead of made-to-stock variant production, could become a promising option to manage the costs of variant explosion and broad product assortments. Adidas\' management board decided to head towards mass customisation (MC). The programme development started in the mid- 1990s, resulting in the mass customisation product range mi Adidas. It was launched in test markets in 2001, and introduced, on a wider scale, in 2002. The programme provides consumers with the opportunity to create unique footwear to their exact personal specifications in terms of fit, function and design in specialised retail stores or at selected events. The shoes are offered in selected markets MC can be seen from the Adidas perspective as an approach to improve both its operational performance and its competitive position by providing higher customer value. From market research studies and customer surveys we know that consumers love the system, and even make appointments to buy shoes. Other benefits to Adidas are outlined in the box below. However, these benefits come at a cost, as MC also brings a number of challenges. This process is called the elicitation of a mass customisation system. The supplier has to interact with the customer to obtain specific information to define and translate the customers\' needs and desires into a concrete product specification. However, instead of just listening to the customer, in many cases customers are performing this design (configuration) activity by themselves on a tool supplied by the manufacturer. The selling process turns into a co-design process.

IV. ANALYSING BUYING BEHAVIOUR

The sportswear market can be split into two separate markets: sports clothing and sports footwear. The mass-market for sportswear initially developed in the 1980\'s with the growth of the training shoe market. This was initially passed off as a fad. However, during the late 1980\'s and in the 1990\'s, the sportswear market grew rapidly. In the early 1990\'s, the sports clothing market overtook sports footwear, and since the early 2000\'s, there has been a steady sales ratio of 70clothing to 30footwear in the overall sportswear market. Between 2000 and 2004, the overall sportswear market grew by 16.2 However, during this period, sales of sports clothing grew 18.9in contrast to sports footwear, which grew by 10.4 One of the reasons for this is that price deflation of 13occurred between 2000 and 2004, which encouraged consumers to increase the number of garments and pairs of footwear they buy each year.

Consumers of sports apparel in the US and their socio-demographic profiles

The Keynote Report on the Clothing and Footwear Industry (2006) revealed that an important characteristic of sportswear consumers is the bias towards men, in contrast to most clothing and footwear markets where women spend more and buy more frequently. A survey undertaken by NEMS Market Research survey on behalf of Keynote (2006: 93) found that the most widely used outlet for buying sports, leisure or casual clothing or footwear was a sports shop, with 55of consumers stating this. The survey also found that sports shops were used by 72of 16-19 years olds, 49of 20-24 year olds, and 72of 25-34 year olds.

Buying behaviour

A survey of consumer attitudes towards sportswear was undertaken by BMRB Access, for Keynote, in June 2007. Based upon a representative sample of 1,016 adults, the key findings were:

• 36of respondents believed that sports brands like Nike or Adidas offer better quality than most other clothing or footwear;

• 58of respondents in the 25 – 34 age group believed that sports brands like Nike or Adidas offer better quality than most other clothing or footwear;

• In 2006, when asked which brands consumers had bought in the last year, 36had bought Adidas, 39had bought Nike, and 31had bought Reebok;

• In 2004, when asked which brands consumers had bought in the last year, 40had bought Adidas, 44had bought Nike, and 36had bought Reebok;

• In 1998, when asked which brands consumers had bought in the last year, 48had bought Adidas, 37had bought Nike, and 35had bought Reebok.

There is also a new trend in consumer behaviour and women are getting a bigger influence in all buying decisions and more and more companies realise this and redirect their advertising towards women. This, as well as their increased interest for sports, should make women an obvious target for Adidas-Reebok and their advertising. Women are responsible for about 80of individual consumer spending and they can therefore no longer be ignored by a brand of Adidas-Reebok size. If Adidas wants to attract women to buy their products they have to make sure that their brand is appealing to women as well.

An already existing brand can be harder to gender since the consumer might have preconceived notions. Therefore the customer needs to be convinced and learn to connect certain values with the brand and even change already set values. Communication and advertising have the power to create associations with a brand and make the brand more interesting to the consumer. Women are more susceptible to advertising than men are and this makes advertising an excellent tool when trying to change the values of a brand. What women want and find attractive have changed enormously during the last decades. To reach out to women and to achieve success, Adidas-Reebok has to understand these changes and follow the market development so that their communication can be adapted to the 'modern' woman.

Brands and the values they bring to the consumer have become more and more important to both companies and consumers. We think that Adidas mainly created the Stella McCartney line not to sell clothes, but to build their brand. The values from this line will spill over not only to the other Women collections but to the brand as a whole.

By choosing Stella McCartney as a collaborator, Adidas are taking a short-cut into the consciousness of women. They are able to adopt the brand associations that are connected with Stella McCartney and merge them with their own brand associations. This is not unusual for companies to do and we think it will prove to be very effective. Both Adidas and Stella McCartney are brands that include very strong values.

Adidas is known for their high tech functional clothes and the perceived quality is high. Stella McCartney is a trendsetter and famous for her designs, the combination of the two brands and their brand associations is very interesting and sure to get attention. Adidas call their new positioning 'perfect fusion of performance and style'. The customers that feel loyalty towards Stella McCartney are likely to transfer that loyalty to the new line and this will increase the tolerance for and the positivism towards Adidas.

In order to further analyse whether or not Adidas\' acquisition of Reebok resulted in a sustainable competitive advantage over rival and current industry leader, Nike, a customer analysis must be formulated. One way in which the merger is supposed to lead to a sustainable competitive advantage is by increasing the amount of exposure of the two brands globally. This increase in exposure occurred through a larger distribution chain created from combined resources of the two companies.

Adidas-Reebok strategy towards consumer buying behaviour

In an effort to distinguish itself from the competition, each company has developed exclusive relationships with highly recognisable organisations and individuals. Reebok had the exclusive rights to market its products for the NBA, NHL, NFL, and the WNBA. Similarly, Adidas had obtained contracts with professional European soccer clubs such as Chelsea, Bayern Munich, Real Madrid, and AC Milan. On the other hand, without an established superstar, Nike\'s current endorsements lack the influence they once held with the likes of Michael Jordan. 'At the moment, virtually none of the current NBA stars wear Nike. In my eyes, this is the reason Nike was prepared to spend an outrageous amount of money for an 18-year-old,' claims Adidas CEO Herbert Hainer.

While there are many possible avenues to exploit in terms of sales opportunities for these companies, the market is highly segmented in such a way that it is important for the three to engage in target marketing. For example, in this market of athletic shoes, a firm can either offer an all-purpose cross-trainer shoe or a running shoe and a basketball shoe. While the cross-trainer shoe has broad appeal for all consumers it does not satisfy any consumer\'s needs in particular. In contrast, the running shoe and basketball shoe combination will each satisfy a particular market segment but will have modest appeal to the other segment. This is the point where the particular companies must decide whether they will individually follow a niche market or a full-line strategy. In order to make this decision, the firms must weigh the cost of offering an additional product and the revenue generated by doing so.

By utilising Porter\'s generic strategies framework (previously discussed), the methods employed by Adidas-Reebok to compete for customers in the industry become easily apparent. While both Nike and Adidas make use of a differentiation strategy to attract its customers, Reebok concentrates its efforts on a broad cost strategy approach. The differentiation strategy of the two companies, Nike and Adidas, can be seen in action by examining the various productions of both these companies.

Nike currently incorporates its Shox technology in many of the athletic shoes it produces. All of Nike\'s past Shox shoes have had the same basic platform: a four-column Shox unit in the heel for cushioning and a mesh/synthetic upper. In addition to the Shox technology, Nike has innovated online purchasing by allowing customers to customise their own shoes through NIKEiD.com. These methods can be seen as an attempt by Nike to differentiate itself from the competi

Article Source: http://www.articlesbase.com/marketing-articles/adidasreebok-merger-1983240.html

About the Author

Winter Solstice Festival 冬至

2010-12-20T18:22:00.003+08:00

I'm back after my final exams!
Hopefully can pass all papers > CAT T5, T6, T7, T8 and T9 (with satisfactory scores).

First & foremost, I gonna apologize to all my readers for keeping all of you waiting for 'a stone age' , busy preparing for exams then...

Two days after T9 paper, I decided not to let the past(exams) rattle my good mood, so I went on for a day trip to Sunway Lagoon with my best buddies of CAT Group 3 2010 ~ a group of SAD - Single, Available & Desperate girls, except for Yi Lynn =)
Overall, it's FUN, we tried out all the dry park activities though it's raining scantily. Water park, on the other hand, was not too appealing to me,
Two main reasons:
- The water has strong chlorine smell, it's bad for skin, caused me to have skin irritation, rashes boomed out~
- I cant swim nor float.

At around 7.00pm, we had dinner at Simply Penang in Sunway Pyramid,
One warning: Do not order its ASSAM LAKSA!!! SUCKS~ It's 10 times worse than the original Penang assam laksa~

These days have been raining continuously, I miss the sunshine ><
December has always been a WET WET month in equatorial country like Malaysia.
YEAH! Winter Solstice is around the corner.
For Chinese,
it is a good time for a family to get together,
savouring traditional delight ~ Tong Yuen and chit-chat together.

Last two days, I went to my maternal grandma's house to have a small reunion dinner, mum has cooked some of her best dishes ~ Red roasted pork rib, Hainanese Chicken, Fried arrow heads with garlic shoots and 'Bak Choi'. LOVE & APPRECIATE all the food,
Thanks Mummy!

While we were savouring the food slowly and talking about our family matters,
Grandma seemed to be very excited, giggling, giggling & her spasmodic sounds were extremely funny, sound like my dad's snores, the way she reacts made me laughed all the way ^^ I can feel her heart was pounding & the great pleasure that was expressed obviously from her wrinkled charming face, my grandma is so cute!

Spending time with elderl-ies (Grandparents and uncle) is meant so much to me, indeed it's a memorable moment that we should always bear it in our mind, no matter how busy we are.

Wish everyone has a great Winter Solstice Festival!

Turning PRESSURE into PLEASURE~

2010-09-20T23:42:00.004+08:00

Pressures, pressured and pressuring ~
'Are these supposed to bring our life to a downfall?'
OR
'Are we supposed to blame PRESSURES for ruining our lives?'

The answers lie within YOU.

If your answer is NO ~ GREAT, you are capable of handling stress and able to convert those pressures befall on you into positive motivations.

However, if your answer is YES, ~ TOO BAD. You have no ideas to live a sustainable life, or just seeing life as monotonous, only filled with pressures but not pleasures.

What befalls on us is just a normal thingy, the most important is that how should we react towards it.

Disfrute de La Vida!!! You will see a beautiful spectrum of colours in life~

5 PAPERS!!!!!

2010-09-19T17:34:00.002+08:00

As my title implies, '5 papers' ~ I'm gonna be sitting for 5 CAT advance level papers in one goal. I shall ask myself 12 questions now...

> Am I paying attention in class? YES.
> Am I sitting in the front row (as only in Mr.Jana's & Mr.Lemon's class )? YES
> Have I put enough effort on my studies? NOT ABSOLUTELY YES.
> Is my study method efficient and helpful? NOT SO.
> Have I ever asked questions from my lecturers (silly Ques not allowable~)? YES.
> Do I understand the syllabus and able to interpret them? NOT ABSOLUTELY YES.
> Am I enjoying my studies? YES.
> Am I talking too much in class (Have I interrupted the class)? ABSOLUTELY YES.
> Am I helping my friends in terms of......or Have I sought help from friends? YES
> Have I read ACCA's Student Accountant Mag to enhance my knowledge? NOT VERY OFTEN.
> Have I ever done any past year exam papers? ONLY FOR CERTAIN PAPERS.
> Have I ever made good use of the man's creation - GOOGLE SEARCH ENGINE to check out some stuff related to my studies? NOT SO.

*Perhaps I should have answered a NO to Q8 >.<

Cheers,
Shun Yew

Ang Lee

2010-09-18T00:02:00.002+08:00

Aloha!

Let me introduce a great film director to you,
no doubt he's the humblest and down to earth Taiwan-born American-based director,
ANG LEE!He has directed numerous award-winning films, the most significant ones are like
- Crouching Tiger, Hidden Dragon (2000) .
- Brokeback Mountain (2005).
Indeed, these two films have received many professional film critics and were listed as '1001 Movies You Must See Before You Die' written by Steven Jay Schneider.

In my opinion, what has Ang Lee portrayed in his working life as a cross-cultural- viewed director have made him succeed in his career. As an Asian, he is not only able to edit films that can probe deeper than any other Hollywood directors do, instead his enthralled masterpiece has captivated the global viewers' heart deeply, he keeps us surprise and impressed with his creations ~ simply INCREDIBLE yet gentle ><.

Oh yeah, he's also nominated as one of the finalist for "TIME 100: The People Who Shape the World (2006-2010)" ~ cool ~
Here's the link to the article (2006).

*Ang Lee

Cheers,
Shun yew

International Day of Peace - 21/9/2010

2010-09-15T09:36:00.009+08:00

Este es Yew Pei Shun, Buenos dias/Buenas tardes!!

I'm glad to be born on September 21st, 1992. Although it's not considered as an auspicious day or any other special day, it's significant to the whole world. Let's take a glimpse at the importance behind it.

21/9/1981 - The United Nations General Assembly declared, in a resolution sponsored by the United Kingdom and Costa Rica,21/9 as the International Day of Peace(also known as World Peace Day) devoted to commemorating and strengthening the ideals of peace.

YOUTH FOR PEACE AND DEVELOPMENT
This is the theme of 2010 IDP, UN's Secretary-general has asked all the young people around the world to take a stand under this theme. The United Nations is looking for stories from young people around the world who are working for peace. The campaign slogan this year is "Peace=Future, The math is easy.”. So if you have any interesting stories about promoting peace, do not hesitate, share with everyone and enlighten the world with a mind of serenity!

Right, here's the Peace Day Global Broadcast, a multimedia event involving millions of people in countries around the world participating in parades, concerts, dance celebrations, exhibitions and educational events in celebration of the United Nations International Day of Peace. For further information on the multimedia event, visit http://www.un.org/en/events/peaceday/2010/broadcast.shtml.

Watch live streaming video from peacedaytv at livestream.com

You may also watch the other related videos showing the people, groups, nations from different parts of the world who have endorsed this event fanatically. Here's the PEACE STORIES disseminated from Asians > http://www.un.org/en/events/peaceday/2010/asia.shtml

Cheers,
Shun Yew.

Go GREEN! Join 10:10

2010-09-10T21:39:00.003+08:00

Hi my dear readers,

Perhaps we've been slacked for too long, and always take advantages over our mother earth for too much, it's time to do our part, take responsibility for what we've done to our mother earth ~ NOW let's join 10:10 and help REDUCE OUR DAILY CARBON FOOTPRINT!

Want to know more about 10:10?
Check it out from http://www.1010global.org/

Cheers,
Shun Yew.

Every person can be a Better Human Being.

2010-07-08T23:01:00.007+08:00

No doubt that Warren Buffett is the most successful investor in the world,
he has the greatest fortune, greatest thoughts, greatest challenges and etc,
from A-Z, definitely..indefinitely..absolutely..he's a WHOLESOME person with AMAZING perspectives towards every aspect of LIFE.

If there is a question asked, WHAT's THE BEST ADVICE YOU'VE EVER RECEIVED IN YOUR LIFE? For me, I would take AT LEAST a donkey year to figure it out though my dear family members, GURUs, friends, great teachers and anyone who have come across with had given me COUNTLESS advices, yet I have nvr key a SINGLE valuable advice into my CPU CACHE MEMORY, my grey matter is deteriorating back then, now, soon, future........

Just when I viewed the exclusive interview with Warren Buffett, my heart was asking me "Have I ever used my HEART to feel something that is UNCONDITIONALLY EXISTING around ME?"... The answer was NO(TRUTHFULLY). I have no reason to deny the truth, all this while, the way I treat ppl is by always react from the point of view of ME, MYSELF. "I ME MYSELF = SELF-CENTRED".

In the interview, a few couraging words from Warren Buffett have eventually touched my BRAIN but not my HEART @@...HE credited his father for teaching him how to live, and explained that all parents can make a "better human being" by offering their children unconditional love.

The power of unconditional love. I mean, there is no power on earth like unconditional love. And I think that if you offered that to your child, I mean you’re 90 percent of the way home. There may be days when you don’t feel like it, it’s not uncritical love, that’s a different animal, but to know you can always come back, that is huge in life. That takes you a long, long way. And I would say that every parent out there that can extend that to their child at an early age, it’s going to make for a better human being.

Perhaps I should recount and recap on the wise advices given to me, no matter from WHO.

Well, last for my day:

DAD & MAMA ~ THANKS FOR MOULDING ME INTO A BETTER HUMAN BEING.

UNfaithful girl who lies behind TRuth.

A moment that couldn't be waited

2010-06-17T19:02:00.007+08:00

Kelly Clarkson~
simply GREAT!!!

告别颓废的日子

2010-06-17T18:29:00.004+08:00

沉溺的日子或许太久了，
我不能再继续堕落下去，

我要......
重拾信心，
迎接挑战，
乐观面对一切，
归回自己的轨道，
不再做他人的傀儡。

Agonies

2010-04-15T02:47:00.002+08:00

Back to blogging...

Past few weeks I had the most miserable experience
in the beginning of college life.
Awkward feelings,
freaking tired of the agonies befallen on me
totally drained, speechless...

Courses of agonies: self-obstinance, discord happened, conflict between two parties, vigorous storming and disappointment.
My heart throbbed unusually fast,
had acute chest pain and stiff shoulder,
seriously don't know what has triggered the pains.

Dad, my mighty dad,
thanks for bringing me to see a cardiologist,
I know you worry about me, care about me and love me,
however,
i just wanna express my true feeling,
Dad mum, relax, I'll take good care of myself and be fine.
Too much of parental control make me feel uneasy.

Dr.Quek
Thanks for the consultation,
it truly healed my illness and inner heart as well.
~it seems exaggerate for a person like ME to see a cardiologist.~

"Learning and playing, both of these must always come together."

Enjoy, stress free~

Random

2010-02-26T18:57:00.001+08:00

Past few weeks have been a big big waste,

Mind seemed like totally screwed up,

without knowing what am I really doing, what did I say, what had I done......

Flirting here and there meaninglessly

was what I did in the past few weeks.

Puzzles, confusions, inferior complex, self-hatred, stiff neck,

backache, muscle cramps.....

Are these signs of DEPRESSION?

don't no...

Damn need a "PEACE" of mind.

Somehow really feel like wanna talk to someone else,

my best friends forever - Hanli, Ling, Pei Shi, Eva, Chai Wen....

I wanna share my inner feelings with you all,

I think that's the best way to relief stress.

***************************************************************************************

Ever since admitted to college,

my perspective towards the nature has changed,

I learnt to deal with people from different backgrounds, races, religions, cultures....etc

MCKL has provided me with valuable social exposures.

somehow I have to change my attitude and learn how to adapt to a new environment.

Orientations, ragging, interactive activities...whatever

asked us to do foolish things in front of seniors,

punished us to do unnecessary deeds,

that time I was really pissed off.

those kinda programmes seem immensely dumb to me at first,

make us feel like so stupid and childish,

and now eventually I know the reasons behind,

they wanted to Embarrass us in order to wipe off our strong EGOISM.

On one particular day, forgot which day,

our lecturer told us off,

"If I found out anyone speaking their mother-tongued language in this college,

he/she would be fined RM1, office bearers fined RM2, doubled!!"

Huh, it meant that I would be fined RM2 if I accidentally speak Mandarin,

worse than the previous ESP....

OMG, it's kinda challenging,

as used to speak Mandarin at secondary...whooh!

fine, just treat it as a NICHE,

somehow we still have to speak English whenever, wherever...

so I have to try my best to COMMUNICATE with no qualms,

phewwss, my mouth is getting lazier, keep closing for every moment, must motivate it ><

MCKL CAT,

7 students and 3 lecturers,

a family of 10 members from diverse backgrounds,

Zin Dee, Kerhi, Preta, Srin, Omar and Yujin.

Omar, the Algerian guy who always stands tall and with a shaggy-beard, refined and "experienced".

Yujin, our senior from China, forgot from which province already,

friendly, outspoken and hilarious.

Lecturers > Ms.Guna, Mdm. Chong and extremely funny guy, Mr.Ferns.

The rest are my adorable kitties >< = CATs), we have not much differences externally :(

Lastly, before put my pen into an end,

I would like to express my words of wisdom to all my CAT members by saying

"Balancing is our talent, so strikes a balance in every aspect of your life, manage your time wisely and enjoy life!"

No new year resolutions?

2010-01-17T23:02:00.001+08:00

I had a bad day

2009-12-23T21:55:00.001+08:00

Wed-23/12/2009

Christmas Day and New Year Day are around the corner,

This year is to over,and 2010 is welcoming us merrily.

What will my new year resolutions gonna be?

Sighs...haven't thought about it, don't even wanna bother about it.

It's year end of 2009,

I'm not in favour of any X'mas celebrations nor new year countdowns.

Friends, sorry~

The reason is that I have committed myself to my school's leadership camp.

When I's deciding to volunteer as the organizing committee member,

I's in slight confusion.

I's doubt with my ability.

I's unconfident with myself.

I's used to be guide by others but not to guide others.

I wondered, Would there be an ultra mentality that can enhance my self-confidence?

Upon the last moment, I decided to participate in it.

Perhaps.... I would gain and learn more than what have I expected.

Surprisingly, I managed to mix around with the committee members.

Did had some great moments & pleasures with them

and the feel is awesome.

However, today we're called to go back to school for a session learning

with Mr.Fang Lian Hua,

the co-curricular department teacher of a Sabah Chinese school(forgotten what's the school name).

He's extremely amusing and well-spoken, besides pro in leading curricular activities.

He asked us about our opinions towards the companionship between fellow committee members.

To me, I felt that the bond within us isn't strong enough.

Frankly, some of the committee members have been disengaged,

there are many tasks still incomplete,

and there are so many uncertainties.

This organizing committee is too split!!!

Now,I'm absolutely pissed off with this kinda situation.

hesitated and moody now, moaning in a deep pain from 'the annoyance of women'...

Whoahss, hope that all would be fine when the day comes...

Leadership camp committee members, let's work for it! Ganbateh!!!

The night scenes in Kuala Lumpur City Centre is beautiful.

Just a day after Tung Zhi, and 2 days before X'mas.

It'd be wonderful to accompany grandma for a window shopping and to chill out for some delicacies.

But, everything went 'wrong' when we have all planned.

It's not my day!!!!

First, we had delicious fish ball noodles at Jalan Pudu.

Then, we decided to see d festive decorations at Pavillion.

Grandma was so excited as she loved to see X'mas decorations.

When we reached Jalan Loke Yew, where nearby Tsun Jin High School,

our car suddenly broke down as there's a massive jam.

Oh pooh, the traffic got more congested as our car blocked the main lane to Jalan Imbi.

An Indian guy suddenly stopped in front of us and claimed that he's a mechanic.

He checked the car, and told us that the clutch cable has collapsed, it have to send to the workshop.

He asked us to call a tow truck immediately to pull the car away.

Luckily, I have the contact no. of a motor workshop which locates next to our house. It's ideal to save every services contact no.,haha^^...

I called our friendliest mechanic, and he did helped us to find a tow truck.

Later, I called my cousin bro to fetch my grandma back.

When my cousin arrived,he seemed to be stunned when he saw us sitting at the road side helplessly, and Me & Mama left behind to wait for the tow truck.

We waited for 1 hour and the truck finally came and left our old French car away...

So sad, my dad would be disappointed if he knew that his French beauty was encountering problems.

Oh, today is really a bad day.~~

Masterpiece

2009-12-10T14:27:00.010+08:00

A portrait of Rain.
Failed to accomplish this art
with perfect outlines.

It doesn't look like Rain,
however,
I had tried my best,
just have to accept it.

Goodbye! Chong Hwa Independent High School

2009-11-09T14:44:00.008+08:00

1106 > It's my last day of school.
Wow, so slow yet so fast.
It's over five years,
And countless memories have gone past,

First and foremost,
A very special thanks to C.H.,
a highly recognised school which has produced many well rounded scholars,
despite having good and dedicated teachers, and even friendly workers(校工).

Secondly,
A big hug for all my Great Teachers
who had guided and conducted us meticulously,
and also accompanied us through all the ups and downs
during those stressful periods,
all the sequences have come to an end,
however hope that we will still be connected in the future.

*Way to improve my memory
Form 1 teachers >
王香棋师（初一爱班主任兼数学老师）
~来到中华第一天就被你提选做副班长，原本很不想干，结果被你说服到很有那个热诚去执行好班长的任务。外表严肃的你，其实内心挺善良。谢谢您给我机会！！
Cikgu Tee Yoke Kim ( Guru Bahasa Malaysia)
Ms.Ee (English language teacher)
江小萍师（华文老师）
邱玮琳师（Guru Sejarah)
林华雄师（历史老师）
黄桂金师（地理老师）
张晓清师 (Science teacher)
张春宝师/陈维秀师 (Kemahiran hidup)
尤老师（道德）
吴珊珊师（音乐）
周天采师（美术）
郑老师（体育）

Form 2 teachers >
黄爱婷师（初二孝班主任兼华文老师）
~我的至爱老师，外表不但吸引人，内在也非常好，教书也不赖，就算语气较温柔，教书有些闷，我还是会专心聆听她的课。谢谢您给我鼓励！！
陈良声师 (数学老师）
Cikgu Fadila （Guru Bahasa Malaysia)
Ms. Chong ~ 当过英文干事！
Cikgu Tan/Cikgu Wan Rosdi (Guru Sejarah)
李秀萍师 (历史老师）
陈秀香师（香菇 ^^）~ 记得看我的地图！
陈爱妮师/陈宝宝师（科学老师）~ 一个很靓女，一个很会教。
杨育豪师（物理老师）~ 脾气怪怪，但人很洽谈。有一次，你骂我们班“鸟”，过后还叫我们回家找辞典，它的另个读音和意思是什么，结果我回家真的有找。读音是 "xxxx", 心想做么好骂不骂，要骂“那边”，真恶心！
陈良远师（kemahiran hidup)
莫碧薇师（电脑老师）
霍旭峰师（美术老师）
陈志强师 ~ 当过体育股长，也是专长8oom !!

Form 3 teachers >
Cikgu Yew (Guru Tingkatan 3 Ren dan guru bahasa Malaysia)
~ 还记得写过两篇国文周记>>人生中的第一次就给了你. 第一次创作pantun, 1 puisi dan 1 sajak，有一篇刊登在Samudera, haha^^. 听说您的厨艺一流，下次请我们吃顿亲手煮的菜肴吧！
谢谢您的唠叨，催促我们发奋！
百万云师 ~ 谢谢您赞我独立！ ^^
Ms.Meagan ~ My most admired teacher!!
Cikgu Wan Rosdi ~ agak tampan.
唐莱温师 ~ 每次打瞌睡，一定会被你用玩具锤子敲醒。
林慧清师 ~ 在背后默默努力的好老师。
Cikgu Tan Tang Tang (kemahiran Hidup)
王玉春师（地理老师）
黄明达师/苏利慧师 (音乐老师）
林淑贞师（至爱体育老师）

Form 4 teachers >
倪子杰师（高一文忠班主任兼数学老师）~ 无言，谢谢！
Cikgu Intan terpilih （Guru bahasa Malaysia)
Mr. Cheong Khai Fan ~ my most patient and jovial teacher!
苏佩玲师 ~ 其实您教书很认真......
林欣妮师（Guru sejarah)
叶丽卿师 (历史老师)
原敏仪师（至爱地理老师）
叶虹昭师（Science teacher)
Nana Koo ~ 谢谢您帮我搞好bookeep, 让我对bookeep非常兴趣。
饶丽芳师 ~ 也许我一辈子都不会忘记你那灿烂的笑容！
谢静仪师/吴老师（电脑老师）
曾添才师（美术老师）
张启镜师（体育老师）

Form 5 teachers > 班刊写了 ^^

Last but not least, my dearest friends !
Thanks for all the mental support, bd gifts, helping hands and sincerities~
I truely appreciated all the things which dealt with me.
~ Bliss ~

SPM GANBATEH!!

[ Hard work is the price we must pay for success. And I'm confident that you can accomplish your target in life, if you are willing to pay it. ]

Relax and take a deep breath

2009-10-20T21:25:00.003+08:00

TRANQUILITY

I felt the wind of tranquility has blowned over me.

I had an extraordinary feeling on every particular happenings.

Perhaps it's time for me to relax and walk to the beach,

take a deep breath and inhale some fresh air.

The man who can't be moved

2009-10-19T21:17:00.003+08:00

"The Man Who Can't Be Moved"
By The Script

Going Back to the corner where I first saw you
Gonna camp in my sleeping bag I'm not gonna move
Got some words on cardboard, got your picture in my hand
Saying, "If you see this girl can you tell her where I am?"
Some try to hand me money, they don't understand
I'm not broke I'm just a broken hearted man
I know it makes no sense but what else can I do
How can I move on when I'm still in love with you

'cause if one day you wake up and find that you're missing me
And your heart starts to wonder where on this earth
I could be thinking maybe you'll come back here to the place that we'd meet
And you'll see me waiting for you on our corner of the street
So I'm not moving, I'm not moving

Policeman says, "Son you can't stay here"
I said, "There's someone I'm waiting for if it's a day, a month, a year"
Gotta stand my ground even if it rains or snows
If she changes her mind this is the first place she will go'cause

If one day you wake up and find that you're missing me
And your heart starts to wonder where on this earth
I could be thinking maybe you'll come back here to the place that we'd meet
And you'll see me waiting for you on our corner of the street
So I'm not moving, I'm not moving,I'm not moving, I'm not moving

People talk about the guy that's waiting on a girl
There are no holes in his shoes but a big hole in his world
Maybe I'll get famous as the man who can't be moved
Maybe you wont mean to but you'll see me on the news
And you'll come running to the corner'cause you'll know it's just for you
I'm the man who can't be moved

[Chorus 2x]
Going back to the corner where I first saw you
Gonna camp in my sleeping bag I'm not gonna move

Throughout these holidays,
no other materials than books, notes and piles of forecast paper.
Daddy has gone outstation.
Thus, made use some precious time to search for several good songs.
Updated my RealPlayer and my MixPod Music Playlist.

This song makes me doubt on the patience of an 'unmovable' man
who eagers to wait for his girl for donkey years. Hehe``

'Seemed to have obtained some rhapsodic feelings from the sound of melody.'
I love Music!!!

原来爱情这么伤

2009-10-18T16:00:00.002+08:00

一个月前，在考Prinsip Perakaunan的前一天，
我跟汉梨留下来复习，没料到才复习了几个单元，
就有几位老师跑来跟我们聊天，
本来很想告诉他们我们要专心读书，结果还是聊到上瘾了。

刘志成师，他是我初一时刚进田径校队的教练，只培训新校队，
Senior就给较"老”的阿清来带。
当天，他真的使我们对他改观了，并没有像我们所认识的刘志成，
他比现实中更实际，很洽谈，是一个很好的“辅导”老师。
哎！他当初要不是因为不够钱，就不该选修体育系，应该专修心理学~

我们问起了他家庭的事，老婆&孩子，怎么样啊？
都很好，彼此往来没问题。
那我们也八下，若没记错他应该是两年半前结婚，
而且当时两夫妻还很年轻呢，25，26..
对我而言，早婚会较理想，因为有丈夫和孩子的寄托，
无论如何，我们肯定会考虑到家庭的重要性，有个重要的责任在后，
自然会有个正面的思考与积极的精神，因而会努力工作，赚钱养家。

接着我们问到他，‘若临时你得带篮球校队打公开赛，
而又早前已经跟女朋友约好吃一顿烛光晚餐’，面对这种状况会如何解决呢？
他立即说，‘当然推掉篮球队，找另一个带队老师代替就好，跟女朋友约会决不能放飞机。’
可是我回想起当时我是如何推掉前男友的约会时，就觉得很对不起他，
我给他的烂理由是“我很忙，有考试哦！
考完年中考后再meet吧，但考完后的过几天，他就去kampar了。

后来我们谈到中学生的男女恋情和刘的爱情往事，
wow, 这时候开始兴奋了！

他呀，在旧恋情中受过一次最痛楚的伤，莫过于我那种小伤。
在北京念大学时，曾面对过爱情的过渡期与分裂期，甚至到绝期，
寄人篱下，能做什么呢？
最令人心疼的是，谈了6年的恋情经一次的远距离电话后就告终了~
那种感可以想象到，很痛苦，甚至也令他有过想要结束自己的生命。
他提到分手的事，让我联想到我大姐的悲伤经历，不过那只是短暂时期。
‘原来爱情这么伤，比想象中还难’
当你看着心爱的人背对你爱别人，你会哭泣吗？
若你不会流泪，那表示你已不在乎他了，只是对他又恨又爱。

若你说美好的爱情是可以培养，那我认同，但还得经过挫折与时间的考验。
两者是否能永久在一起，就由他们俩之间的缘分及彼此间的信任度来断定。

接着我们谈到了为何中学生的男女恋情都是短暂呢？
我个人认为是心理上还不能适应那种男女来往的感觉吧~
其实这时候的青少年大多是渴望被爱，或者是随自己的直觉去追求别人，
并没有真心去爱对方，当两者在一起了，两方都不肯付出，这就是最大的问题。
所以谈恋爱并不容易，要找对的人，对的时候，及对的感觉，
不要凭着直觉去爱一个人，你不要她了，就抛弃她，爱上另一个女生，
这会深深地伤到她的感情。

[女生，若有男生向你表白，别立即答应他，
先认定自己是否真的想和ta在一起才接受对方，
以免伤到对方和自己的感情。]

We must not act according to our impulses, but think before we act.

刘志成还说，
不用将急着在中华找伴的，
以后出到college, 社会，会有更多选择，放开眼界吧~
所以正在求学的我，最重要的还是专注在学业上吧！

p/s: aim for SPM >> 10A's ( "A-" or "A+" 都要有^^）

Inner beauty

2009-10-11T21:36:00.005+08:00

'Beauty lies in the eyes of the beholder.'

I love this quote.

I asked my papa about this quote,

"Dad, how do think about this quote?"

He said, "It's wonderful."

That's why I found your mum so attractive ^^

HAhahahahaha......

'Inner beauty'

how much do I know about it? It just suddenly sparked off my mind.

<<"You're beautiful, It's true.

On your face, there's the sweetest smile that I've ever seen.

I saw the best nature of you from your strong soul and kind heart.

You're gentle and animal loving,

I hoped to see you build up your self-esteem.

Look, look into my eyes.

Everyone is favouring you, everyone is touched by your ultimate kindness.

They are touched by your inner beauty.>>

I'm on my way to cultivate 'emptiness',

I'm discovering the inner beauty of mankind,

the true faith which lies behind the pale face.

Tagged

2009-09-24T19:48:00.003+08:00

点名规则:

A.
被点到名字的要在自己的博客里写下自己的答案，
然后去掉一个你最不喜欢的问题
再加上一个你的问题，仍然组成20个问题，传给其他8个人，列出其他8个需要回答问题的人的名字，还要到这8个人的部落格裡留言通知对方—— 你被点名了，被点名者不得拒绝回答问题，完成游戏的人将会永远得到大家的祝福。

B. 这８个人要在自己的部落格裡註明是从哪裡接到的，并且再传给其他8个人，让游戏继续下去不得回传。被点到名字的人将会得到大家的祝福，并且所有美好的愿望都会在不久的将来实现。
------------------------------------------------------------------------------------------------

1.你最希望从朋友得到什么？
~希望我们能永远对彼此诚恳，互相关心及信任彼此。

2.最欣赏自己的哪个优点?
~有气质，平易近人^^

3.最受不了自己的哪个缺点?
~很挑剔，很害怕孤独的感觉..

4.遇到喜欢的人，你是勇敢表白还是默默关注？
~随缘，所以只得默默暗恋..

5.说出点你名的人3个优点(不可删除题)
~我的知心友
~Dancing Queen
~很善良，随和，开朗!!

6.以一个形容词形容点名的人的外表。
~姿色动人

7.你现在最想拥有的是什麼?
~爱心社会

8.你的梦想是什麼？
~能为人民带来福利的政治家

9.恋人／老公／老婆让你最欣赏的优点是什麼？
~宽宏大量

10.这辈子做过最疯狂的事情是什麼?如果没有，最想从事的疯狂行为是什麼?
~没有做过什么疯狂的事吧，我想一个人疯狂的去巡游各地。

11.十年以后，你想过什麼样的生活?你打算如何实现呢?
~Home Sweet Home,建立一个幸福美满的家庭。平等对待大家。

12.接下来最想去旅行的国家或城市? 为什麼?~
马来西亚沙巴州的海滩，北爱尔兰的大草原，纽西兰北岛。

13.你为什麼要回答这些问题?
~让大家更了解我^^

14.最开心的时候是几时呢?谁让你开心的笑起来呢?
~天天都开心...大家

15.什麼时候觉得孤独?
~当世界只剩下我一个人生活...

16.最近一次掉眼泪是?
~三个月前

~17.请列出喜欢的饮料?
~矿泉水

18.家人重要还是伴侣重要?
~家人

19.你希望点你名的人成为你的？？
~永远的好朋友

20.你觉得自己五官哪一个最好看？？
~都很好看^

被我点名的buddies

1.Merveen
2.Ling Ling
3.Chai Voon
4.Xinni
5.Eva
6.Chiao Ying
7.Daphne
8.Rocky
9.Shi Hui
10.Soya Bean