CEO Insights Magazine

Leaders in Malaysia's retail industry have been instrumental in driving its growth, with the sector contributing approximately 8.6 percent to the GDP in 2023. The retail trade GDP reached about 155 billion Malaysian Ringgit that year, reflecting an increase of around 12 billion Malaysian Ringgit from the previous year. Behind these numbers are visionary individuals whose leadership has helped shape the industry’s evolution. One such leader is Kian Kee Kok, CEO of The Food Purveyor, who has an inspiring journey from humble beginnings to the top of the retail ladder.

Kian’s journey has taken him through some of the region’s most influential retail organizations, whether it was shaping private-label strategies with European retail giants, driving operational turnarounds, or leading complex business integrations. From revitalizing underperforming segments to forming innovative partnerships, his leadership style blends hands-on operational know-how with long-term vision. His experience in markets as diverse as Malaysia and Papua New Guinea has also given him a unique cross-cultural lens, allowing him to tailor strategies that resonate across different consumer landscapes. Today, as CEO of The Food Purveyor, Kian continues to lead with purpose, forging exclusive alliances with premium international brands and pushing sustainability and innovation to the forefront of the company’s agenda.

Embarking in an engaging interaction with CEO Insights Asia magazine, Kian shares his strategies, future roadmap, and much more. Let’s delve into it.

Could you share some of the major milestones that you have encountered over the years which has led you to reach the position you have reached today?

Over the years, I have been fortunate to experience a rich and diverse journey across the retail landscape, each phase shaping my growth and leading me to where I am today. I began my career as a management trainee with Carrefour, where I had the opportunity to collaborate with Carrefour France in developing the Carrefour brand locally with Malaysian manufacturers, a milestone that gave me early exposure to international brand building. After eight years, I joined Tesco Malaysia to revitalize their grocery business, eventually becoming the Grocery General Manager. One of my proudest achievements there was integrating Caring Pharmacy into our store format. Later, I played a key role in the acquisition and integration of Makro Malaysia, delivering substantial cost savings within just nine months.

Following my 12-year tenure at Tesco, I had a brief stint with a local wholesale business before taking on a unique opportunity in Papua New Guinea as Head of Merchandising and Consultant for Super Value Stores. I then returned to Malaysia to join Dairy Farm International, where I developed Southeast Asia’s fresh produce procurement strategy. Currently at TFP, I have introduced key commercial strategies and secured exclusivity for major brands like Woolworths and Waitrose. These milestones ultimately led me to my current role as CEO, with a continued vision to drive the business forward.

How do you propose strategies to meet the customers need through sustainable products from your expertise of the past experiences?

The first step is always to conduct thorough market research. This includes analyzing customer expectations, preferences, and current trends, particularly around sustainability. Tools like price range surveys, mystery shopping, and social media analysis help us gain clear insights into what matters most to our consumers.

A great example is when we explored the opportunity to bring Woolworths' home brand from Australia into the Malaysian market. This idea stemmed from recognizing that many Malaysians have strong ties to Australia, due to family, education, and migration, and often miss the comfort of familiar products. We aimed to fulfill that emotional connection and need by offering a trusted Australian brand locally. However, launching a product isn’t enough, we ensure consumer engagement through in-store workshops, social media campaigns, and targeted promotions to raise awareness and drive interest. Sustainability is central to this journey. We actively collaborate with Woolworths in Australia and New Zealand, learning from their initiatives like recyclable packaging and tree planting programs.

Technology also plays a big role. We look into how we can apply efficient consumer response (ECR) strategies to reduce waste and optimize production. CSR is another pillar of our approach. For instance, with our Savoir brand cage-free eggs, we ensure ethical sourcing and animal welfare by working directly with farms. Lastly, we have always believed in incentivizing sustainable choices. We were among the first in Malaysia to eliminate singleuse plastic bags, and we promote reusable options. We also support refill stations for household products to encourage zero-waste habits. All of these efforts combine to form a customer-first, sustainability-driven strategy that not only meets expectations but builds long-term trust and loyalty.

Can you share your leadership philosophy and the principles or methods you use to guide your team?

My first strategy is directive leadership, which works well for team members who are new to the position or taking on new responsibilities. I offer clear instructions and direction to guarantee that tasks are in line with the objectives of the company.

I transition to supportive leadership as team members acquire expertise. This promotes a culture of experimentation, learning from mistakes, and continuous improvement while also fostering agility, which enables the team to adjust to changing circumstances quickly.

The third method is coaching or collaborative leadership. I believe that decision-making should be inclusive, involving the team in the process of determining results. 

Lastly, I delegate leadership to team members with experience. I help them accomplish their goals by establishing specific, quantifiable goals, giving frequent feedback, and acting as a catalyst by removing roadblocks.

What is your vision for the future, and where do you see yourself heading?

During my two-and-a-half years as CEO, my main goal has been to increase our presence in the northern, southern, and Klang Valley areas. My vision for the future is focused on expanding into secondary cities to ensure that our business reaches even more communities.

In the future, we want to expand into cities that offer promising growth prospects, such as Seremban, Melaka, and Ipoh. I am also excited to announce that we are set to open our first outlet in Melaka by 2026. I want to build a company that expands into new areas, grows sustainably, and remains incredibly responsive to the needs of its clients.

What advice would you offer to aspiring industry leaders?

I would advise aspiring leaders in the industry to put the needs of their customers first. In the current competitive environment, a company's ability to comprehend and anticipate the needs of its customers is what makes it stand out. A happy customer is more than just a one-time buyer, they may return for more purchases in the future and even pass on their loyalty to the next generation.

Kian Kee Kok, CEO, The Food Purveyor

Kian has held key leadership positions across various companies, including The Food Purveyor, Dairy Farm Group, GCH Retail (Malaysia), Super Value Stores Limited, and SEGI Value Holdings. He has successfully driven business growth and profitability, and developed effective merchandising and procurement strategies across multiple regions.

Hobbies: Soccer Fan, Playing Golf
Favorite Cuisine: Home-cooked Food
Favorite Book: Who Moved My Cheese? by Spencer Johnson
Favorite Travel Destination: SouthKorea, Japan
Awards & Recognition: Makro Malaysia integration into Tesco Malaysia, award by Tesco Malaysia for 12 years of service, best P&L achievement in Dairy Farm from Dairy Farm Giant Malaysia.