Operationally Ready

Musings from Dennis #283. It’s a phrase every Singaporean son knows - from our days in the army, air force, navy or civil defence - a reminder that we must be prepared, equipped and trained to serve and protect, anytime.

That same phrase came rushing back to me in late 1996, on my very first day at The Walt Disney Company. I was told: A regional “Mickey for Kids” workshop is happening in six business days. You’re running the entire product showcase. Go.

I knew nothing about IP licensing then. I was new, untested, and suddenly responsible for something far bigger than my comfort zone. I still remember running around for display racks, hunting for props, and making multiple trips to the venue, hoping I wasn’t missing anything.

But somehow, everything clicked. The workshop went well, our partners were pleased, and the regional team from Hong Kong delivered beautifully. The relief on my face isn’t in the photo - but trust me, it was there.

That experience taught me something foundational: readiness isn’t about knowing everything. It’s about stepping up, learning fast, and honouring the trust placed in you. That’s how we show our value. That’s how we grow.

Oh Michael

Musings from Dennis #282. I finally decided to watch the theatrical release of 'Michael', which chronicles the life of the late King of Pop up through his Bad era in 1988. 

It immediately transported me back to September 1993, when I was in my second job at Pico Art International. My brother and cousin had front-row tickets to the Singapore leg of the Dangerous tour - joining some 80,000 fans across two nights - but I couldn’t go. I was tied up with a project that required overtime. So there I was, in the office that evening, when I suddenly heard a loud boom in the near distance. It hit me - I was very near the open-air National Stadium, just 1 km away, the concert venue! From my office window, I could see the venue silhouetted against bursts of pyrotechnics and fireworks. I took a break, hoping to catch a glimpse or hear something, but all I could make out were the audible screams of the audience. That’s when the regret of not going began to sink in. 

Which brings me to why I’m sharing this today. Initially, I had decided to skip the film and wait for its streaming release, especially given the negative press surrounding it. But once I saw how strongly it was performing at the box office, I changed my mind. And I’m glad I did. As the film unfolded, I began to understand why, despite the critics, the audience (fans and even non-fans) are embracing it so enthusiastically. This wasn’t a product that spoke to the mind - to logic, accuracy, or critique. It spoke directly to the HEART. It gave audiences the chance to relive a wave of joy, nostalgia, and emotional connection - singing along, feeling the music, and immersing themselves in the moment. I’ve even heard of many going back for repeat viewings. 

There’s a powerful lesson here for all of us in the consumer products character IP licensing and retailing space. We have to ask ourselves: How do our consumers feel when they interact with our products? 

Whether it’s the category, the design, the marketing, or the launch - EMOTION is everything. I’ve always believed this: I’m not marketing a T-shirt or a CPG product. I’m selling happiness. If consumers simply wanted a T-shirt, they could easily buy a plain, generic one. But they don’t. They choose products featuring their favourite characters because those characters represent something deeper -memories, identity, joy, and personal connection. That emotional bond is what ultimately compels them to spend. 

Let this guide us as we continue to create meaningful, emotional connections with our customers - while also delivering strong ROI. Because when we get it right, our products don’t just perform well… They become bad. Michael Jackson BAD.

The Dream Life of Mr Kim

Musings from Dennis #281. “The Dream Life of Mr Kim”. This might be my first post about a K-drama - and you’ll soon see why. (Mild spoilers ahead.)

The protagonist, Kim Nak Su, played by the brilliant 55-year-old Ryu Seung Ryong (Kingdom, Moving), is difficult to like from the outset. He is arrogant, lacking in self-awareness, dismissive of his team, overly confident, and deeply insecure - all at once.

Yet, like many of us, Kim Nak Su is in relentless pursuit of his “dream life,” making a series of questionable decisions along the way - until a dramatic and humbling fall from grace forces him to confront himself.

What follows is a compelling journey of self-discovery - of rebuilding self-worth, developing awareness, and ultimately finding purpose, not only for himself but also for his family. We witness his gradual transformation: he softens, becomes more vulnerable, begins to address his mental health, and grows into a more grounded, empathetic individual.

As viewers, our emotions evolve alongside him - we are first irritated, then sympathetic, then empathetic, and finally, we find ourselves celebrating his growth. It is this emotional arc that makes Kim Nak Su such a deeply relatable character.

Much of the success of this 12-episode Netflix series, beyond the excellent writing by Kim Hong Gi and Yoon Hye Sung, can be attributed to Ryu Seung Ryong’s extraordinary performance. His nuanced portrayal, down to the subtlest micro-expressions, brings Kim Nak Su vividly to life. It’s no surprise he was awarded the Grand Prize in the TV category at the 62nd Baeksang Arts Awards (often considered South Korea’s equivalent of the Oscars or BAFTAs).

Perhaps what resonated most with me is this: there’s a “Mr Kim” in every workplace - and, if we’re honest, a little bit of Mr Kim in all of us.

This series is more than just a story about corporate life; it’s a reminder that while we strive for success and chase our ambitions, we must not forget to truly live along the way.

Tribute to Christopher Yeow of TRANS Family Services

Musings from Dennis #280. Together with our Board, staff, and volunteers at TRANS Family Services, we mark the first anniversary of the passing of the late Mr Christopher Yeow, who served as our second Chairman from 1996 to 1997. Today, 17 May 2026, we pause to remember a life that was quietly and steadfastly given in service.

More than 46 years ago, Christopher was one of our pioneers, and instrumental in the founding of our social service agency - then known simply as TRANS Centre. From those early beginnings, he volunteered continuously, serving with humility, conviction, and an unwavering belief in caring for those in need.

Though he is no longer with us, his legacy lives on in the values we uphold and in the lives we continue to serve. His example challenges us to keep going, to serve more generously, and to lead with heart. As the current Chairman, I am often reminded that he embodied a profound truth in social service leadership: it is not about position, but responsibility - to the community, to one another, and to future generations.

The best way we can honour his memory is to continue what he started. If you have a heart for non-profit work, wherever you are, I encourage you to step forward - whether by volunteering your time, skills, or support—to help build a more caring and inclusive society together.

Below is a short clip from our corporate services video, featuring Christopher sharing our beginnings and how TRANS Family Services first came to be.

Sales Psychology

Musings from Dennis #279. Years before I entered the retail industry, I read a fascinating article in Reader’s Digest (no longer in print, but still available digitally). It explored how retailers subtly incentivize - or disincentivize - purchases at the point of sale, and it completely changed how I viewed shopping.

The article unpacked the psychology of selling: how the right cues can create the perfect storm for customers to part with their wallets. One classic example was pricing - an item tagged at $1.99 instead of $2.00 makes the brain register it as “just a dollar,” even though it clearly isn’t.

It also highlighted what not to do. For instance, avoid placing products that require time to browse or try on (ties, belts, costume jewellery, etc.) right at the store entrance. Why? Because customers standing there are constantly interrupted by foot traffic behind them, creating distraction and discomfort - and they’ll often move on without buying.

Another key insight: customers rarely stop to make purchase decisions at the entrance. Most walk in, proceed toward the middle of the store, slow down, and then begin to browse.

I put these lessons into practice in the late 1990s, when a Singapore department store offered us a 200‑square‑foot space for our Mickey for Kids counter - right at the front entrance. I declined and negotiated instead for a location slightly further in, but still within the direct line of sight as customers entered.

We secured that space. When the store opened, I stood back and watched the foot traffic. Sure enough, the theory played out perfectly. Customers walked past the front counter… and stopped right near us.

Sometimes, those early lessons in sales psychology stay with you—and prove their value years later, in the real world.

This was the Mickey for Kids corner located at OG Great World City in the late 90's (the corner, the brand and the department store are non-existent today)

Trade Showcase at Hong Kong Licensing Show 2017 - 2019

Musings from Dennis #278. Showcase to Cherish. Participating in the Hong Kong Licensing Show was never just a calendar event for us - it was a deliberate, multi‑year strategy to present ourselves in the best possible light.

As the Viacom Nickelodeon (now Paramount) Consumer Products team, we knew we were ready. Ready to showcase our franchises, celebrate our successes, and clearly articulate where we were heading. Most importantly, we wanted our partners to feel confident in growing with us. That belief drove a planned three‑year commitment to ensure we were visible to as much of the Asian trade as possible - showing up, consistently, every January from 2017 to 2019.

We were meticulous. From securing a prime stand with strong walk‑through footfall, to partnering with Total Licensing for front cover ownership and embedding our story throughout its pages, to sponsoring branded lanyards worn by delegates - we left nothing to chance. Every touchpoint was designed to ensure strong top‑of‑mind recall for our Nickelodeon and Viacom brands (now Paramount).

The show also became a powerful launchpad for introducing new franchises to the Asian market. Our annual partner presentations on each first day allowed us to clearly articulate our plans, build excitement, and align closely with trade partners who took the time to engage with us year after year.

Bringing all of this together meant ensuring our stand designs and marketing visuals stayed true to global brand consistency, while thoughtfully weaving in Asian‑nuanced properties and design expressions to create relevance and connection. The preparation was intense – months prior and including the Christmas and New Year week prior to the show —but it was absolutely worth it.

There’s nothing quite like seeing the impact firsthand. Each year, our stand was alive with energy: tables filled with meetings, meaningful conversations around licensee enquiries, renewals, agent evaluations, and trade visitors exploring our product displays and engaging deeply with what we had to offer.

The results spoke for themselves. We saw heightened partner commitment, including promotional collaborations with retailers such as Toy Kingdom in the Philippines and Takashimaya in Singapore, among many others.

And then there was the cherry on top: winning awards at the Asian Licensing Awards on the very first day of the show. Surreal, validating, and the perfect way to cap an unforgettable week in Hong Kong.

A showcase to cherish indeed.

IP Enforcement Adventures

Musings from Dennis #277. Reading recently about how Louis Vuitton was awarded more than half a million dollars in damages from a Singapore‑based Instagram seller accused of repeatedly peddling counterfeit luxury goods brought back vivid memories of my own “Disney adventures” working on IP enforcement on the ground.

I still remember accompanying the police on raids in Singapore’s Chinatown, where stalls were selling counterfeit Mickey Mouse Chinese New Year decorations. One vendor confronted me (I was the only one in office wear) and said, “All you needed to do was tell us the items were fake! We would have removed them.” (Would you? I remember thinking.)

At another incident, my colleague Claryss was involved in another raid at Petaling Street in Kuala Lumpur, this time targeting counterfeit Disney school supplies - stationery and schoolbags. In the middle of the operation, she called me and said calmly, “Dennis, we’re removing the items, but there are men standing outside, just waiting quietly. Our legal rep says they belong to the gang protecting this shop.” It was frightening even to hear that, let alone imagine the situation on the ground. Thankfully, nothing happened. Once the goods were loaded onto the lorry, everyone left safely.

In both markets, we had taken precautions. We never drove to the locations. We arrived by public transport. When the raids concluded, we walked away separately, splitting into smaller groups and leaving quickly by taxi or cab. How effective were these measures? That depended entirely on the market we were operating in - and I shall not comment further!

New Arrivals and How Not To Sell Them

Musings from Dennis #276. New Arrivals. I was taken aback when our apparel licensee walked into our office and shared how slow sales were for his latest Mickey Mouse apparel collection. He declared, quite confidently, that “no one wants Mickey anymore.”

I asked whether this sentiment extended across his entire range. His answer was no—only the new arrivals. He went on to say that sales would pick up only after he marked the products down.

What struck me immediately was the complete lack of energy or curiosity in his approach. Every discussion felt flat, prompting me to conduct my own retail check—something very much part of our responsibility.

When I arrived at his sales counter, there was decent shopper traffic. I spent about 30 minutes observing customer behaviour from a short distance. It quickly became apparent that while the new arrivals were prominently displayed on the wall, they were largely ignored. Instead, shoppers were drawn to the sales bins placed right beside that wall—and they were actively making purchases.

A closer look revealed the real issue. The items in the sales bins were not old stock; they were the new arrivals from the previous month. In other words, our licensee had decided that one month was the maximum time he was willing to wait before marking items down—despite the fact that the products were still very much in season, on trend, and available in full size runs.

Unwittingly, he had trained his customers to wait. They knew that if they exercised just a little patience, they could buy a still-new T-shirt at a discounted price. The wall display had effectively become a showroom, while the sales bins did the actual selling.

I shared these insights with him, but was met with the same lacklustre response. It soon became clear why a change in licensee was necessary. Once that change was made, sales improved dramatically.

Sadly, this is a common pattern. Many IP licensees are quick to blame the IP itself for poor performance, without first examining their own sales strategies, retail discipline, and creative execution.

By contrast, we once had a Mickey footwear licensee who took a very different approach. Rather than heavily overlaying his designs with character graphics, he incorporated Mickey subtly while embracing the latest footwear silhouettes. Those years turned out to be some of our strongest for Mickey footwear in the Singapore market.

The lesson is clear: strong IP still needs smart strategy, disciplined retail practices, and thoughtful design to succeed.

An Anniversary to Remember

Musings from Dennis #275. A few days ago, I received a WhatsApp message from the marketing head of CDL, owners of City Square Mall (CSM). With great warmth, she reminded me that this year marks the 10th anniversary of the very first PAW Patrol mall event—featuring the unforgettable “Pup Pup Boogie” stage performance—that they courageously embarked on with us. It was also the very first PAW Patrol mall event in Singapore then.

We’ve gone on to collaborate on many other shows over the years, including Nick Jr.–branded events. Yet despite having referenced this milestone in past posts, I still look back on it with a sense of wonder.

Ten years ago this May, I began pitching the PAW Patrol launch event to mall partners across Singapore. The response was continuous rejection. Many were risk‑averse about hosting an untested preschool brand, despite its strong global and regional performance elsewhere.

CSM, however, chose to believe. Naturally, they exercised due diligence. Although PAW Patrol launched on Southeast Asian screens on Nickelodeon and Nick Jr. in early 2015, the exponential growth in linear TV ratings only became evident five quarters later. When we presented those findings, CSM felt confident moving forward with us.

What none of us fully anticipated, though, was the groundswell that followed.

Free audience seating filled up very early. The on-site merchandise area saw a rush of shoppers. Shelves were cleared and had to be restocked repeatedly—sometimes within the hour. And soon after, other malls began calling, eager to book the pups for their own events.

As I fondly recall that September of 2016, I’m grateful to the many partners who helped make it all happen: Toys“R”Us, Spin Master, toy distributor Emway, licensees such as Vendermac and others, show producer Pen2Stage—and of course, my wonderful teammates Claire, Cindy, Syahrizan, and their respective teams.

Please enjoy this wrap clip created by the Nickelodeon team ten years ago. It feels just as fresh today.