Index

BUSINESS Systems Management

Hamble Darlington’s Business …..………….… 03 |

Management Style ….......……….………….… 07 |

Business Trends ………………..….………….… 10 |

Business Integration ……….….……………..… 11 |

| 01

Hamble Darlington The New Force in

Building

Rolex in my rest ... is another story

I n Australia’s fast-moving economy, companies that can provide imaginative solutions quickly and effi-ciently are the most likely to succeed. In the country’s vast interior, prospecting mining companies are tak-

ing up the challenge to find new sources of minerals.

“Manager must have the right atti-tude and the ability to negotiate with suppliers, employ-ees, and purchasers”

+ +

Bassem Halaseh

Power for air-conditioning, lighting and electric appliances is available from generator or solar power and batteries, or mains elec-tricity when available. Water is sup-plied by an integrated tank or mains supply. There are accessories avail-able including PC, TV, DVD, and a stereo system. Hamble Darlington, based in Melbourne, has accommo-dation units available throughout Australia and exports to interna-tional destinations, including Asia and the Middle East. The company employs an architect to design the interiors, and executes its work to a high standard using qualified tradespersons supervised by civil and structural engineers.

Bassem Halaseh, a Jorda-nian-Australian with 25 years’ ex-perience in the building sector is the company’s manager and owner. RMIT Business Systems Manage-ment Magazine talked to Baseem Halaseh about his venture, how it was established, and the business opportunities and challenges it faces.

When they are successful, many people follow to set up the mine – they need accommodation and ser-vices. Hamble Darlington is a growing business that fulfils that need - it uses shipping containers which it modifies into very com-fortable, self-contained and high quality living quarters. These ac-commodation units can be distrib-uted to depots around Australia and thus are readily available to be promptly located at remote or even urban sites.

Hamble Darlington designs its units to meet various configura-tions for living quarters. The con-tainers are available in two lengths, 12m and 6m, and both are 2.4m wide. The accommodation the com-pany produces is fully functional and versatile, as several units can be joined or stacked. It consists of sleeping, eating, working and rec-reational areas, with full washing and toilet facilities.

By Waseem, Sharaf and Mustafa

24-10-2008

BUSINESS Systems Management | 03

Hamble Darlington’s Business

RMIT Interviewers: As a manager and business owner, how would you describe the qualities a person needs to succeed in the ac-commodation industry?

Mr Halaseh: I believe that such a person must have the right attitude and the ability to negotiate with suppliers, employees, and purchasers. I have long experience in the property market, and as well, I know good suppliers of the materials and services required for an excellent product. My reputation in this industry is such that I can choose from quality suppliers, professions and trades.

The Company’s Role

RMIT: Tell us about your role in the company Mr. Halaseh: Hamble Darlington is the result of a business

decision I made some time ago, and my role is to make it succeed. I am the general manager, which includes oversight of day-to-day op-erations and guidance to finance, procurement, sales and administra-tive staff. I am constantly searching for new ideas, such as extra ac-commodation at caravan parks during peak times, accommodation for guests at country concert venues, and perhaps even for a new type of affordable, quality housing in towns. Further, I seek new contacts to add to our current list of satisfied clients, who regularly recommend our services.

RMIT: Which aspect of your company gives you the most sat-isfaction?

Mr. Halaseh: I am hon-oured to be part of a business that employs people and contributes so much to the success of our clients. I am proud of my friends and col-leagues who form the company, as without their skills and experience the business would not exist.

“our competitors are essential in providing us with the stimulus to remain ahead”

| 04 BUSINESS Systems Management

RMIT: How does your business compare with that of your competitors?

Mr. Halaseh: We at Ham-ble Darlington believe our competi-tors are essential in providing us with the stimulus to remain ahead in a competitive accommodation business. But there is a major dif-ference, we pride ourselves on the fact that we are in the prime posi-tion of our market, that our services and products are superior to our competitors, and that we optimise our products using the skills of the many professionals who form Ham-ble Darlington. Further, our market extends beyond that usually tar-geted by our competitors, and we service all three sectors: commer-cial, industrial and domestic.

Of interest to your readers could be the range of services that we extend to our valued clients.

+ +

We offer financial assistance, ad-vising clients on the development of their business programs, from domestic to commercial, including finance for their projects. When the overall project is established, we have design teams that use the latest computer-assisted deign (CAD) technology, thus allowing clients to examine the proposed accommoda-tion unit designs in 3D. This facili-tates their decisions regarding addi-tional elements and accessories that enhance the occupants’ experience, and then they can choose from a range of finishes and colours to complement the design. Next, we do not outsource our work like many of our competi-tors. We gain competitive advan-tage through quality control and on-time support by our project manag-ers. Our fit-outs are designed by our architect and undertaken by com-mercial and domestic builders, who have a proven track record for ex-cellent quality. For instance, we have our own joinery workshop with full-time machine operators and bench hands who manufacture items for the fit-outs such as kitchen benches, cupboards and wardrobes and our spray painters give the assembled units a high quality finish in a range of styles and colours. We use registered tradespersons, electricians, plumb-ers, plasterers, tilers and painters. Our civil and structural engineers are well-qualified and experienced, and they assist clients in prepara-tion for siting the accommodation units. Hamble Darlington, as I said, services the entire range of portable accommodation markets. Our commercial clients require full services.

For commercial clients, our services do not finish with multi-unit accommodation. We can provide everything form a corner store to a shopping centre for a town, from a small office to a large hotel. We also offer on-going service and maintenance; we can supply cleaners, laundry, gardeners, maintenance people, in fact everything necessary to make a very nice company town with all its amenities.

We manufacture and fit-out industrial site accommodation for remote sites such as mining, we have developed an accommoda-tion unit that can withstand the force of a cyclone and yet is environ-mentally friendly, using recyclable materials and solar power. We also provide the services of our in house civil and structural engi-neers, who will design and assist in the implementation of excava-tion and site development.

With our domestic clients, we sit down with a family and design a home to suit their needs. Our interior designers assist the clients to choose elements, accessories and finishes. We can advise on the best home loan available and arrange all approvals from all the relevant authorities. All the client has to do is move into their dream home.

We produce design plans using the latest CAD technology and cus-tomised concept boards to illustrate all design aspects of the pro-posed accommodation to show how the design will translate into reality before the client commits to the order. We arrange approvals, fit out and siting for our products. We therefore provide concept-to-completion support on projects, managing site preparation and ser-vices infrastructure to maximise the value of our client’s investment.

| 05 BUSINESS Systems Management

RMIT: What unique features do you have that your competitors can’t match?

Mr. Halaseh: Personal service and attention to detail and quality set us apart from our competition. We provide concept to completion personal support on projects and we go on to maximise the value of our cli-ent’s investment.

RMIT: Has Hamble Darlington re-ceived awards for its work?

Mr. Halaseh: Many staff members have been awarded for their work, but that is not the aim of our business. Client satisfac-tion is our greatest award, and we have many who are happy with our service, and are con-stantly recommending us to their business

RMIT: What style of management do you use?

Mr. Halaseh: I believe I have the skills to negotiate and communicate at any level, from corporate and private. I easily adapt to any work environment and strive for integ-rity and high professional standards. I delegate roles to suit a team member’s experience and ability. I am a team player, involved with my colleagues and can be relied on to defuse situations before they become a problem; I am not locked away in a tower; anyone with an issue can come and have a talk.

Further, I believe everyone at Hamble Darlington is part of the big picture and plays a role in its success. How-ever, to be in control of a business, you need to work inde-pendently and employ planning, organisation skills. You also need team members who are reliable and have a posi-tive attitude. I also believe that one bad apple can, and will, spoil the balance and a manager should remove such a per-son from the team.

| 07 BUSINESS Systems Management

“Everyone at Hamble Dar-lington is part of the big pic-ture and plays a role in its success ”

Management Style

+ +

RMIT: Can you give examples of using leadership skills?

Mr. Halaseh: Health and safety is very important, it can literally mean life or death, so this is an issue I feel very strongly about and I ensure that all training and safety measures are rigor-ously followed. I also use leadership attributes in iden-tifying and defusing work-place situations before they become problems.

Another way of dem-onstrating leadership is by visiting work sites, com-mending good practices and pointing out matters that need rectifying. This lets the team members know that I am interested in their work and know where the project is at any given time. This as-sists also in meeting budgets and time tables.

Further, I conduct regular one-on-one meetings with every member of Ham-ble Darlington to discuss any issue of concern.

RMIT: How do you encourage your employees, especially those with talent?

Mr. Halaseh: Em-ployees are the backbone of your organisation, they can make or break a business, so they need to be trained in the culture of the organisation and know its products. As they form a major part of the company, their concerns and

ideas are important, they should also be consulted or have an input when company strategies or policies are implemented or altered. Training is essential for matters such as health and safety and product knowledge. Careers are an important part of em-ployment, and as the company grows the members are also promoted ac-cording to their skills and knowledge. Talented employees stand out. These employees are encour-aged to further their qualifications through company sponsorship. These people are the real assets of the firm and are duly rewarded.

RMIT: Can you identify your main challenges as manager and owner

Mr. Halaseh: Balancing fam-ily and business is a challenge. It is very difficult to raise a family and successfully manage a business, with constant travel and out-of-hours meetings. Maintaining the flow of business is also a challenge. This

includes assisting team members who identify new projects and bid for them. Keeping up to date with current technology; and finding and testing new ideas, are also parts of the business. Breaking new ground in a sector dominated by traditional service providers isn’t easy. materials and methods. We believe that there are many new products on the market that are environmen-tally friendly, can save time and are cost effective.

RMIT: How do you manage stress? Mr. Halaseh: Stress can be good if it’s managed correctly, I personally enjoy time alone which helps me gather my thoughts of the day. I also work better under pressure, it awakens my mind to new ideas; troubleshooting is another skill I enjoy using. I want to spend time with my family and friends, which I wish I could do more often; I’d also like to dust off the Indian (motorbike) and taking a ride along the coast, if I ever get the time.

| 08 BUSINESS Systems Management

RMIT: Have you ideas for changing your business strategy to improve services to your clients?

Mr. Halaseh: The World Wide Web is a good way to advertise and it also provides additional services to clients. We are develop-ing a web site that enables clients to send feed-back and make suggestions. As well, a product launch program throughout the year will en-able current and potential clients to visit our premises and meet our team members so that they aren’t just a voice on the telephone, or a reply on an email.

RMIT: Can you describe your most recent marketing program?

Mr. Halaseh: It is a long time since we had a marketing campaign. In the past few weeks I have been working on a strategy to improve the company image and celebrate its position in the marketplace, it is very exciting to sit down and realise the company’s potential through its ability to undertake large projects. We provide a service equal to none - we are the leaders in the industry and we pioneered this approach to construction. We offer a one-stop shop, a complete service from the start of a project to its completion and further, main-taining and servicing the facility.

RMIT: What are the steps do you take to implement change to product or services?

Mr. Halaseh: Normally I would work on the idea alone for a while, for example, I designed an accommodation unit for the min-ing industry after watching a 60 Minutes tele-vision program whilst on holidays with my family in Coffs Harbour. The program showed the lack of accommodation for miners, and the harsh conditions they had to endure with storms, cyclones, and so on. So I decided to use a shipping container as a hotel unit. I then

BUSINESS | 10 Systems Management

Business Trends discovered that shipping containers have long been used for accommodation, so I had to make my idea stand out. It took a great deal of time and money, I cut and welded, insulated the interior and removed it again, it took a while but I came up with a great idea, and now it is patented and will be mass produced once we are able to present it to the right client. Everyone in the company is excited and proud of what we’ve achieved.

RMIT: How do you introduce new ideas to your company stakeholders?

Mr. Halaseh: First develop the idea into a plan, introduce it to the management and development team, work on it until its ready, then produce a product knowl-edge portfolio and introduce this to the rest of the com-pany members. Once the product is tested and approved, we undertake an awareness marketing campaign for rele-vant clients to gain their feed back. Then it becomes part of our product or service range and now it will be pro-moted through our web site and sent out to various mar-keting agencies. We are currently looking for a web de-signer who will work directly with me and my marketing team, so as to reach as many potential customers as possi-ble.

RMIT: What is your sales phi-losophy?

Mr. Halaseh: Selling is one of the oldest professions in human society, everything around us was once sold as an idea or a service, from the footpath , the power pole, the car, the home we live in; everything was sold and bought at one time or other. So one must first have an idea and turn it into a product or service, then create a need for it. Presentation of the product, then creat-ing an easy means to access it is very important. It takes skill to persuade the client to purchase and use this product, it is important to ensure that the client is happy and will recommend the prod-uct to others.

RMIT: How does your com-pany manage customer service?

Mr. Halaseh: Customer service is making sure everybody is happy, and the best customer service is communi-cation. Without proper communica-tions, problems can arise. The company communicates with its customers throughout the project, asking them if they are satisfied, and providing them with answers for issues as they arise. We contact them any way they wish: telephone, email, write, meet up with them or pigeon post information they need. What is important is to let clients know how to solve issues as they arise. Customer service, I truly believe, is making sure communication channels are open to everybody and obviously being honest in your assessment of the situation. If you aren’t truthful about a situation, you cause greater problems in the future.

BUSINESS | 11 Systems Management

Business Integration

RMIT: Is a business plan more impor-tant than customer service?

Mr. Halaseh: At executive level, ele-ments such as a successful business plan and customer service are equally important. You need to know where you are going and you need to satisfy your customers. You can have a very good business plan, but if you can’t follow it through then it makes no difference. For exam-ple, if our business plan is to increase produc-tion, but our customer service is not good, we lose customers and we will not meet the new tar-get and therefore the business plan fails. So if you don’t have excellent customer service, you can plan what you like but it will not work as it should. As strategies, a business plan and cus-tomer service go hand-in-hand.

Interviewers: - Waseem Bardesy - Sharaf Goussons - Mustafa Selet

Business school, RMIT University, Australia

BUSINESS | 12 Systems Management