Executive Summary
Kueh Ho Jiak represents a successful transformation of traditional family recipes into a recognized heritage brand. Founded by Sandy Tan, a third-generation kueh maker, the business has evolved from humble kampung origins to achieve international recognition while preserving Singapore’s culinary heritage. This case study examines the strategic factors behind its success, future outlook, and broader social impact.
Background
Founder: Sandy Tan (born 1965)
Location: Tanjong Pagar Plaza, Singapore
Business Model: Multi-channel (retail stall, e-commerce, experiential workshops)
Heritage: Three-generation family tradition in Nanyang kueh-making
Key Innovation: Modernized traditional kueh while maintaining authentic flavors and techniques
Critical Success Factors
1. Strategic Innovation Within Tradition
Balancing Heritage and Modernity
- Replaced artificial dyes with natural sweet potato colors
- Introduced contemporary designs (teddy bears, koi fish, flowers) alongside traditional tortoise molds
- Removed preservatives to appeal to health-conscious consumers
- Maintained authentic “agak-agag” intuitive cooking methods passed down through generations
Product Differentiation
- Bestselling fusion flavors: Lotus Biscoff, D24 durian, Haebeehiam sweet potato
- Traditional favorites: mugwort and mung bean varieties
- Halal certification expanding market reach across diverse communities
2. Multi-Channel Business Architecture
Three Revenue Streams
- Physical Retail: Tanjong Pagar Plaza stall (Mon-Wed, Fri-Sat, 7:30am-2pm)
- E-commerce Platform: Serving local and international customers
- Experiential Workshops: Expanded from 4-5 to 7 weekly sessions through organic demand
This diversification reduces dependency on single revenue sources and captures different customer segments.
3. Intergenerational Knowledge Transfer
Family Succession Planning
- Sandy Tan: Hands-on production and workshop facilitation
- Daughter Elizabeth Chan: Digital operations and strategic modernization
- Granddaughter: Third-generation custodian during peak periods
Operational Team
- Five part-timers across Tanjong Pagar stall and Chai Chee workshop
- Knowledge sharing through workshops (2-hour sessions producing 8 specialty kueh)
4. Brand Building Through Authentic Storytelling
Recognition Milestones
- Netflix feature: “Food Tales: Crazy For Kueh”
- UNESCO heritage hawker recognition
- Spirit of Enterprise (SOE) Awards 2025 Established Honoree Award
- Corporate collaborations: Leica, Pokka, Singapore Airshow, GastroBeats
Marketing Strategy
- Word-of-mouth growth for workshops
- Social media presence via Instagram
- Media features driving brand awareness
- Corporate partnerships enhancing credibility
5. Resilience and Adaptive Leadership
Founder Characteristics
- Pre-dawn work ethic (starting before 4am, five days weekly)
- Poverty-driven resilience (“born in 1965, grew up dirt poor”)
- Passion-led entrepreneurship (“not just for making money”)
- Cultural determination triggered by youth rejection of kueh as “elderly food”
Business Outlook
Short-Term Opportunities (1-3 Years)
Market Expansion
- Leverage SOE Award recognition for B2B corporate gifting partnerships
- Expand workshop capacity through additional facilitators (addressing current waitlist demand)
- Develop premium packaging for luxury market segment
- Launch limited-edition seasonal flavors tied to festivals
Operational Efficiency
- Implement streamlined online booking systems (already in progress)
- Develop standardized training protocols to improve staff retention
- Explore commissary kitchen expansion to increase production capacity
Medium-Term Strategy (3-5 Years)
Scaling Challenges and Solutions
Challenge: Labor Shortage
- Hawker industry faces chronic staffing issues (air-conditioned food courts offer comparable pay)
- Solution: Semi-automation of repetitive tasks while maintaining handmade authenticity for premium products
Challenge: Succession Planning
- Sandy Tan (age 60) requires long-term succession strategy
- Solution: Formalize Elizabeth Chan’s leadership role; document tacit knowledge through video archives
Growth Initiatives
- Franchise workshop model to community centers and schools
- Develop “kueh-making kits” for home consumers (DIY market trend)
- Export partnerships with overseas Asian communities (nostalgia market)
- Collaboration with hotels for heritage food experiences
Long-Term Vision (5-10 Years)
Becoming a Cultural Institution
- Establish Kueh Heritage Center combining production, museum, and culinary school
- Develop certification program for aspiring kueh artisans
- Create cookbook documenting family recipes and techniques
- Partner with tourism boards for heritage food trail inclusion
Risk Mitigation
- Gentrification Risk: Rising rent at Tanjong Pagar Plaza
- Supply Chain: Dependency on quality ingredients (sweet potato, pandan)
- Market Trends: Younger generation’s declining interest in traditional foods
- Competition: Larger F&B chains entering heritage food segment
Social Impact Analysis
Cultural Preservation
Heritage Safeguarding
- Preserves three generations of Nanyang kueh-making knowledge
- Documents “agak-agak” intuitive cooking methods at risk of disappearing
- Maintains traditional varieties: puteri ayu, salat, ang ku kueh, ondeh ondeh
- Recognizes multicultural influences: Teochew, Hokkien, Peranakan, Malay
Intangible Cultural Heritage
- Kueh represents festive traditions, family gatherings, and communal memory
- Workshops transmit cultural knowledge to 100+ participants monthly
- Media features educate broader public about heritage food significance
Economic Impact
Hawker Culture Sustainability
- Demonstrates viable business model for heritage hawkers facing extinction
- Creates employment for five part-timers plus family members
- Generates economic activity through corporate partnerships and tourism
- Proves artisanal food crafts can compete in modern economy
Inspiration for Entrepreneurs
- SOE Award recognition validates heritage food as legitimate business path
- Encourages other traditional hawkers to innovate while preserving roots
- Shows that poverty background doesn’t preclude entrepreneurial success
Community Building
Social Cohesion
- Workshops bring together diverse groups: young families, corporate teams, tourists
- Halal certification promotes inclusivity across religious communities
- Bridges generational divide by making kueh relevant to youth
- Creates shared cultural experiences in fragmented urban society
Educational Value
- Teaches food history, cultural significance, and traditional techniques
- Counters perception that “kuehs are for the elderly”
- Instills appreciation for handmade craftsmanship in convenience-driven society
- Encourages sustainable, preservative-free food practices
Psychological and Emotional Impact
Identity and Belonging
- Provides taste of “home” for overseas Singaporeans
- Connects younger generation to ancestral traditions
- Reinforces Singapore’s multicultural heritage narrative
- Offers nostalgic comfort through familiar flavors
Women’s Empowerment
- Three-generation female leadership challenges gender norms
- Elevates traditionally undervalued domestic skills into commercial success
- Demonstrates women’s entrepreneurial capabilities in F&B sector
- Creates flexible employment for women balancing family responsibilities
Key Lessons for Heritage Food Entrepreneurs
1. Innovation Is Not Betrayal
Modernizing presentation, flavors, and business models can honor tradition rather than undermine it. Natural colors and contemporary designs made kueh appealing to new audiences without compromising authenticity.
2. Diversification Builds Resilience
Multiple revenue streams (retail, online, workshops) protect against market volatility and changing consumer behaviors.
3. Story Sells More Than Product
Authentic narrative about three-generation tradition, poverty background, and cultural mission resonates more powerfully than product features alone.
4. Experiential Economy Opportunities
Workshops transform commodity product into premium experience, commanding higher margins while educating customers.
5. Recognize and Address Market Gaps
Sandy identified youth perception that “kuehs are for the elderly” and strategically repositioned the product for modern consumers.
6. Passion Sustains Through Hardship
Starting work before 4am for years requires intrinsic motivation beyond financial returns. Sandy’s passion for kueh-making sustained her through hawker industry challenges.
Challenges and Strategic Responses
| Challenges and Strategic Responses | ||
| Challenge | Impact | Strategic Response |
| Staff retention | High turnover reduces consistency | Focus on family involvement; consider automation for repetitive tasks |
| Punishing hours | Founder burnout risk | Delegate operations to daughter; streamline production |
| Youth disinterest | Shrinking customer base | Innovate designs/flavors; leverage social media; workshops for engagement |
| Hawker stigma | Difficulty attracting talent | Build premium brand image; emphasize artisanal craft; pursue awards |
| Rising costs | Margin pressure | Premiumization strategy; expand higher-margin workshops |
| Knowledge preservation | Risk of losing tacit skills | Document recipes; train next generation; create video archives |
Conclusion
Kueh Ho Jiak exemplifies how heritage food businesses can thrive by respecting tradition while embracing innovation. Sandy Tan’s journey from poverty to UNESCO recognition demonstrates that cultural preservation and commercial success are not mutually exclusive.
The business’s social impact extends beyond revenue generation to encompass cultural safeguarding, community building, and educational value. By making kueh relevant to younger generations, Kueh Ho Jiak ensures that Singapore’s culinary heritage survives in living form rather than becoming museum artifact.
Future success depends on three critical factors:
- Successful succession to Elizabeth Chan and third generation
- Sustainable scaling that maintains handmade quality and authenticity
- Continued innovation that keeps heritage food culturally relevant
As Singapore grapples with modernization’s impact on traditional culture, Kueh Ho Jiak offers a compelling model: heritage preserved not through resistance to change, but through thoughtful adaptation that honors the past while serving the present.
“I’m doing something that I like, chasing my passion for kueh-making, and not just for making money.”
— Sandy Tan, Founder, Kueh Ho Jiak
Kueh Ho Jiak: Long-Term Outlook (10-25 Years)
Executive Summary
This comprehensive analysis examines Kueh Ho Jiak’s long-term trajectory within the context of Singapore’s evolving hawker culture and broader Asian food industry trends. The outlook is shaped by five macro forces: demographic shifts, technological transformation, sustainability imperatives, cultural preservation movements, and changing consumer values. While challenges are significant—particularly labor shortages and aging hawker populations—strategic opportunities exist for businesses that can successfully bridge heritage authenticity with modern innovation.
Macro Environmental Analysis
1. Singapore Hawker Culture: Critical Inflection Point
The Crisis of Succession
The median age of hawkers is around 60, with declining interest among younger Singaporeans in entering the trade due to its demanding nature. This demographic time bomb threatens the very fabric of hawker culture within the next 10-15 years.
Key Statistics:
- Singaporeans don’t want hawker jobs when they can make S$3,000/month as a clerk in air-conditioning versus S$4,000/month standing over a hot stove
- Over 110 hawker centres across Singapore facing potential operator shortages
- UNESCO recognition in 2020 elevated hawker culture to Intangible Cultural Heritage status
Technological Disruption: Some hawkers are turning to robotics—one operator bought a stir-fry robot for S$14,000 that allows operation with one staff member who doesn’t need culinary skills. This signals a fundamental shift in how traditional food preparation may evolve.
2. Asian Food Market Growth Trajectory
Global Expansion: The Asian food market is projected to grow significantly, driven by:
- Over half of Asian consumers consider traditional foods reflecting their heritage important, and 71% would like to see traditional recipes from the past appear on supermarket shelves
- Rising global demand for authentic Asian cuisine beyond geographic boundaries
- Importance of traditional cooking methods and ingredients, as well as respect for culinary heritage, continues to be upheld across Asia
Heritage as Competitive Advantage: The focus on heritage over haute is trending as a response to the homogenization of culture fueled by social media algorithms. When food starts looking the same globally, adhering to culinary identity becomes more valuable.
3. Consumer Behavior Evolution
Authenticity Premium: Consumers wish to rediscover the flavors of their culinary heritage, embracing authenticity and tradition. This represents both opportunity and pressure—consumers want authentic flavors but also expect modern standards of quality, presentation, and convenience.
Wellness Integration: 37% of Asian consumers say being mentally and emotionally well is their primary health goal, and 32% report choosing food and beverages to improve their mental and/or emotional wellbeing. Food increasingly serves psychological and emotional functions beyond nutrition.
Long-Term Scenarios for Kueh Ho Jiak (2035-2050)
Scenario 1: Heritage Institutionalization (Most Likely – 60% Probability)
Timeline: 2030-2040
Strategic Evolution: Kueh Ho Jiak transitions from family business to cultural institution, becoming Singapore’s definitive kueh authority while maintaining family influence.
Key Developments:
Phase 1 (2026-2030): Foundation Building
- Formalize Elizabeth Chan’s succession to operational leadership
- Document tacit knowledge through comprehensive video archives and written protocols
- Establish “Kueh Heritage Foundation” as non-profit arm
- Expand workshop offerings to 15-20 weekly sessions across multiple locations
- Launch premium product line targeting luxury gifting market
Phase 2 (2031-2035): Scale & Institutionalization
- Open “Kueh Heritage Center” combining museum, production kitchen, and culinary academy
- Develop certification program for aspiring kueh artisans (addressing broader hawker succession crisis)
- Publish definitive cookbook documenting three-generation family recipes
- Establish franchise/licensing model for workshops in community centers and schools
- Partner with Ministry of Culture and tourism boards for heritage trail inclusion
Phase 3 (2036-2045): Legacy Consolidation
- Become UNESCO-recognized center of excellence for Nanyang kueh preservation
- Train 500+ kueh artisans through certification program
- Operate 5-7 heritage centers across Singapore and Southeast Asia
- Maintain family involvement through advisory/governance roles
- Generate revenue through tourism, education, licensing, and premium products
Business Model:
- Education & Tourism: 40% of revenue (workshops, heritage center admissions, culinary tourism packages)
- Premium Products: 30% of revenue (luxury gift boxes, corporate partnerships, export)
- Licensing & Franchising: 20% of revenue (workshop formats, product recipes, brand licensing)
- Traditional Retail: 10% of revenue (Tanjong Pagar stall as heritage flagship)
Strategic Advantages:
- First-mover advantage as Singapore’s premier kueh institution
- SOE Award and UNESCO recognition provide credibility
- Netflix exposure creates international brand awareness
- Three-generation narrative differentiates from competitors
- Sandy Tan’s story (poverty to recognition) creates emotional connection
Risks to Manage:
- Over-commercialization diluting authenticity
- Family succession disputes as business scales
- Quality control across multiple locations
- Balancing profitability with cultural mission
Scenario 2: Artisanal Premiumization (30% Probability)
Timeline: 2030-2045
Strategic Evolution: Kueh Ho Jiak positions as ultra-premium artisanal brand, targeting affluent consumers seeking authentic heritage experiences with luxury positioning.
Market Positioning: Comparable to high-end Japanese wagashi (traditional sweets) makers or European patisserie houses—heritage craft elevated to luxury status through:
- Exclusive limited-edition flavors (seasonal, festival-specific)
- Collaboration collections with luxury brands (fashion houses, hotels, airlines)
- Private kueh-making sessions for corporate executives and wealthy families
- Premium ingredients (organic, single-origin, heritage varieties)
- Artistic presentation rivaling fine pastry
Revenue Streams:
- Ultra-Premium Products: S$20-50 per piece for special editions versus S$2-3 current pricing
- Private Experiences: S$500-2,000 per person for exclusive workshop sessions
- Corporate Partnerships: S$50,000-200,000 annual licensing deals with luxury hotels/airlines
- Heritage Consultancy: Advising other heritage brands on authenticity-innovation balance
Target Markets:
- Primary: Singapore’s ultra-high-net-worth individuals, expatriates, luxury tourists
- Secondary: Regional affluent consumers (Malaysia, Indonesia, China diaspora)
- Tertiary: International heritage food enthusiasts and collectors
Critical Success Factors:
- Maintain authentic craftsmanship while elevating presentation
- Cultivate exclusivity through limited production volumes
- Develop compelling brand storytelling across digital platforms
- Partner with Michelin-starred restaurants and luxury hotels
- Invest in premium packaging and brand aesthetics
Challenges:
- Risk alienating traditional customer base
- Competing with younger, trend-savvy luxury food brands
- Maintaining family authenticity while pursuing premium market
- Some believe fusion and premium trends are “passing trends” with locals eventually returning to classics
Scenario 3: Community Cooperative Model (10% Probability)
Timeline: 2035-2050
Strategic Evolution: Recognizing that no single family can preserve entire kueh heritage, Kueh Ho Jiak catalyzes formation of cooperative federation of traditional kueh makers.
Model Structure:
- Federation Leadership: Sandy Tan/Elizabeth Chan as founding architects
- Member Network: 20-30 traditional kueh makers sharing resources, knowledge, marketing
- Shared Infrastructure: Commissary kitchens, distribution networks, e-commerce platform
- Collective Branding: “Singapore Kueh Heritage Collective” umbrella brand
- Knowledge Commons: Open-source recipes, technique documentation, apprenticeship programs
Value Proposition:
- For Artisans: Reduced overhead, shared marketing, knowledge preservation, succession support
- For Consumers: Broader variety, authenticated traditional methods, supporting community versus corporation
- For Singapore: Distributed preservation model reducing single-point-of-failure risk
Economic Viability:
- Cooperative takes 15-20% margin on sales to fund shared infrastructure
- Government grants for cultural preservation initiatives
- Tourism board partnerships for heritage food trails
- Educational institution collaborations
Why This Is Less Likely:
- Requires significant coordination and trust-building
- Individual hawkers traditionally operate independently
- Difficult to achieve consensus on standards and practices
- Lower profit margins than alternative models
Strategic Imperatives for Long-Term Success
1. Succession Planning & Knowledge Preservation (Critical Priority)
Immediate Actions (2026-2028):
- Formalize Elizabeth Chan’s role with clear authority and decision-making power
- Create comprehensive video documentation of Sandy Tan demonstrating every technique
- Develop written protocols translating “agak-agak” intuition into teachable frameworks
- Identify and groom third-generation leadership among Sandy’s grandchildren
- Establish family governance structure preventing succession disputes
Long-Term Infrastructure:
- Digital archive accessible to family members and certified apprentices
- Annual family retreats reinforcing shared values and mission
- Clear ownership structure balancing family control with professional management
- Succession timeline shared transparently with stakeholders
Why This Matters: Sandy Tan (age 60) represents irreplaceable living knowledge. Her retirement or passing without adequate succession preparation would severely damage the business. The next 5-10 years are critical for knowledge transfer.
2. Technology Integration Without Soul Sacrifice
Balancing Automation and Authenticity:
While some hawkers are adopting robotics for basic tasks, the challenge is preserving authenticity. Kueh Ho Jiak must selectively embrace technology for:
Appropriate Automation:
- Ingredient preparation (washing, peeling, measuring)
- Inventory management and supply chain optimization
- E-commerce platform and customer relationship management
- Workshop booking and payment processing
- Temperature control and timing systems
Preserve Handmade Elements:
- Dough rolling, shaping, and artistic design (core craft)
- Recipe adjustments based on ingredient variations (intuitive skill)
- Quality assessment (sensory judgment)
- Customer interaction and storytelling (human connection)
Emerging Technologies to Monitor:
- AI-Powered Personalization: Customized kueh recommendations based on dietary preferences, cultural background
- Blockchain Traceability: Authenticating heritage ingredients and traditional methods
- Virtual/Augmented Reality: Remote workshop participation, virtual heritage center tours
- 3D Food Printing: Controversial, but could enable scaled production of complex designs
Strategic Principle: Technology should amplify human craftsmanship, not replace it. The hand of the maker must remain visible and valued.
3. Addressing the Labor Crisis
Short-Term Solutions (2026-2030):
- Offer competitive compensation (S$4,500-6,000/month plus profit sharing)
- Improve working conditions (air-conditioning in production areas, ergonomic equipment)
- Create flexible scheduling allowing work-life balance
- Provide health insurance and retirement benefits
- Develop clear career progression pathways
Medium-Term Innovations (2031-2040):
- Semi-automated production line for high-volume standard products
- Preserve fully handmade process for premium/custom orders
- Train “kueh technicians” focused on machine operation and quality control
- Maintain “master artisan” role for recipe development and training
- Explore remote work options (recipe development, customer service, content creation)
Long-Term Transformation (2041-2050):
- Shift business model from labor-intensive production to knowledge-intensive education
- Position Kueh Ho Jiak as training academy with production as demonstration/practice
- License production to certified partners while maintaining quality oversight
- Focus family talent on innovation, brand stewardship, and cultural preservation
Controversial Question: If automation becomes necessary for survival, at what point does kueh stop being “heritage food”? This philosophical challenge will require ongoing community dialogue.
4. Market Expansion & Diversification
Geographic Expansion Strategy:
Phase 1: Singapore Consolidation (2026-2030)
- Second location in tourist-heavy area (Chinatown, Little India, or Sentosa)
- Pop-up presence at cultural festivals and heritage events
- Airport retail location capturing outbound/inbound travelers
Phase 2: Regional Expansion (2031-2040)
- Malaysia (cultural affinity, shared Nanyang heritage)
- Indonesia (large market, growing middle class)
- Hong Kong/Taiwan (diaspora connections, appreciation for traditional crafts)
- Select locations in heritage food precincts, not generic malls
Phase 3: Global Presence (2041-2050)
- Major Chinese diaspora markets (Vancouver, San Francisco, Sydney, London)
- Partnership model: Local operator + Kueh Ho Jiak training & quality certification
- Focus on experience (workshops, heritage storytelling) rather than commodity production
- Leverage Netflix exposure for international brand recognition
Product Diversification:
Core Extension (Near-Term):
- Frozen kueh for home preparation (DIY kits)
- Kueh-inspired products (ice cream flavors, cake fusions, beverage collaborations)
- Cooking equipment and ingredient boxes for home kueh-makers
- Recipe books, video tutorials, online courses
Adjacent Categories (Medium-Term):
- Broader Nanyang desserts and snacks (not just kueh)
- Savory applications (kueh-inspired main dishes, appetizers)
- Beverage pairings (traditional drinks complementing kueh)
- Celebration catering (weddings, festivals, corporate events)
Heritage Consultancy (Long-Term):
- Advising other heritage food businesses on authenticity-innovation balance
- Cultural preservation services for governments and institutions
- Brand licensing for quality-certified kueh makers
- Documentary production on heritage food preservation
5. Sustainability & Ethical Sourcing
Sustainable practices in Asia’s F&B industry are becoming core principles, not just passing trends, as businesses show dedication to the planet and future generations.
Environmental Commitments:
Ingredient Sourcing:
- Partner with local sweet potato farmers (reducing food miles)
- Organic, pesticide-free ingredients where economically viable
- Heritage variety preservation (traditional pandan, banana leaves)
- Fair compensation for ingredient suppliers
Waste Reduction:
- Composting organic waste
- Upcycling: sweet potato skins into chips or natural dye
- Minimal packaging for workshop/local sales
- Biodegradable/compostable packaging for retail
Energy & Water:
- Solar panels at production facilities
- Energy-efficient equipment
- Rainwater harvesting for non-food uses
- Heat recovery systems
Community Impact:
Social Responsibility:
- Apprenticeship programs for disadvantaged youth
- Subsidized workshops for low-income families
- Donations to elderly care centers and children’s homes
- Fair wages and dignified working conditions
Cultural Preservation:
- Free documentation and knowledge sharing with aspiring kueh makers
- Support for other endangered heritage food traditions
- Advocacy for hawker culture preservation policies
- Mentorship for next-generation food entrepreneurs
Long-Term Vision: Position Kueh Ho Jiak as “conscious heritage brand”—proof that cultural preservation and sustainability are mutually reinforcing, not competing priorities.
Key Risks & Mitigation Strategies
Risk 1: Gentrification & Rising Costs
Threat: Tanjong Pagar Plaza redevelopment or rent increases could displace the flagship stall. Rising costs make it challenging for hawkers to maintain affordable prices.
Mitigation:
- Secure long-term lease or government subsidy as recognized heritage hawker
- Diversify revenue beyond physical retail (e-commerce, workshops, licensing)
- Build financial reserves for temporary relocation if necessary
- Cultivate political relationships to influence hawker center policies
Risk 2: Cultural Dilution Through Scaling
Threat: Expansion risks transforming authentic family tradition into generic commercial brand, alienating core customers and damaging credibility.
Mitigation:
- Maintain family visible involvement even as business professionalizes
- Implement rigorous quality control and partner selection processes
- Develop clear “authenticity standards” documented and enforced
- Regular stakeholder feedback from heritage food community
- Limit expansion pace to maintain quality oversight
Risk 3: Changing Consumer Preferences
Threat: Younger consumers may view kueh as “for the elderly” despite Sandy’s efforts to modernize. Trend-driven food culture may marginalize traditional offerings.
Mitigation:
- Continuous innovation in flavors while respecting traditional techniques
- Strong social media presence showcasing kueh as contemporary and relevant
- Influencer partnerships reaching younger demographics
- Collaborate with trendy cafes and restaurants for cross-promotion
- Position kueh as “slow food” aligned with wellness and mindfulness trends
Risk 4: Health & Safety Incidents
Threat: Single food safety incident could devastate reputation, especially as heritage brand held to higher standards.
Mitigation:
- Exceed regulatory compliance (target Michelin-level hygiene standards)
- Regular third-party audits and certifications
- Comprehensive insurance coverage
- Crisis communication plan prepared in advance
- Transparency and rapid response if issues occur
Risk 5: Competitor Emergence
Threat: Success attracts imitators—both authentic traditional kueh makers and opportunistic newcomers claiming “heritage” credentials.
Mitigation:
- Trademark protection for brand name and key phrases
- First-mover advantage in premium/institutional positioning
- Cultivate emotional connection through storytelling competitors can’t replicate
- Collaborate rather than compete with authentic traditional kueh makers
- Focus on unique three-generation narrative and Sandy Tan’s personal journey
Financial Projections (Conservative Estimates)
2025 Baseline
- Annual Revenue: ~S$500,000
- Sources: Stall (40%), Workshops (35%), E-commerce (25%)
- Net Margin: 15-20%
2030 Projection (Foundation Building Phase)
- Annual Revenue: S$1.5-2 million
- Sources: Stall (20%), Workshops (40%), E-commerce (25%), Corporate (15%)
- Net Margin: 18-22%
- Key Investments: Heritage Center feasibility study, knowledge documentation, team expansion
2035 Projection (Institutionalization Phase)
- Annual Revenue: S$5-8 million
- Sources: Education/Tourism (35%), Premium Products (30%), Licensing (20%), Retail (15%)
- Net Margin: 20-25%
- Key Investments: Heritage Center launch, certification program development, regional expansion
2045 Projection (Legacy Consolidation Phase)
- Annual Revenue: S$15-25 million
- Sources: Education/Tourism (40%), Licensing (30%), Premium Products (20%), Consulting (10%)
- Net Margin: 25-30%
- Key Achievement: Self-sustaining institution with endowment fund ensuring perpetual operation
Note: These projections assume successful execution of institutionalization strategy. Alternative scenarios (premiumization or cooperative model) would yield different financial profiles.
Strategic Recommendations
For Sandy Tan & Family (2026-2030)
Priority 1: Secure the Foundation
- Complete comprehensive knowledge documentation within 2 years
- Formalize Elizabeth Chan’s succession with legal and operational clarity
- Build financial reserves (target: 24 months operating expenses)
- Establish family governance preventing future disputes
Priority 2: Test & Learn
- Pilot heritage center concept with temporary installations/pop-ups
- Trial premium product line with limited editions
- Experiment with semi-automation for standard products
- Develop metrics for measuring authenticity preservation
Priority 3: Build Institutional Relationships
- Deepen partnerships with Ministry of Culture, tourism boards
- Cultivate relationships with culinary schools and universities
- Join/form heritage food business associations
- Engage with UNESCO and international heritage networks
For Singapore Government & Cultural Institutions
Policy Recommendations:
- Financial incentives for hawkers training successors
- Subsidized automation equipment for heritage hawkers
- Rent stabilization mechanisms for recognized heritage stalls
- Educational campaigns celebrating hawker culture with youth
- Integration of heritage food into school curricula
Infrastructure Support:
- Designated “Heritage Hawker Zones” with tourist infrastructure
- Shared commissary kitchens reducing individual overhead
- Matching grants for heritage food business innovation
- Streamlined approval processes for heritage food entrepreneurs
For Heritage Food Entrepreneurs
Lessons from Kueh Ho Jiak:
- Innovation without betrayal: Modernize presentation and business model while preserving authentic techniques
- Document everything: Tacit knowledge disappears when elders pass—capture it systematically
- Tell your story: Personal narrative creates emotional connection competitors cannot replicate
- Think institutional: Plan for your legacy to outlive you through training and knowledge sharing
- Embrace recognition: Awards and media attention translate to credibility and opportunities
- Charge appropriately: Premium pricing for authentic craftsmanship enables sustainability
Conclusion: Heritage as Living Practice
The long-term outlook for Kueh Ho Jiak depends on successfully navigating the fundamental tension in heritage food preservation: maintaining authenticity while ensuring economic viability and cultural relevance.
Hawker culture achieved UNESCO recognition in 2020, but now faces challenges from rising costs, aging stallholders, and fewer young people choosing the trade. Within this precarious context, Kueh Ho Jiak has strategic advantages:
Strengths:
- Three-generation knowledge and credibility
- Demonstrated innovation capability (natural colors, modern designs)
- Strong brand recognition (SOE Award, Netflix, UNESCO heritage hawker)
- Intergenerational leadership (Sandy Tan + Elizabeth Chan + granddaughter)
- Successful workshop model proving education revenue viability
Critical Success Factors:
- Completing succession transition before Sandy Tan’s retirement
- Scaling without diluting authenticity through rigorous standards
- Positioning as institution, not just business to access cultural preservation resources
- Continuous relevance to younger generations through innovation and storytelling
- Financial sustainability enabling long-term preservation mission
The Ultimate Question: Can heritage food survive as living tradition in modern Singapore, or will it become museum artifact? Kueh Ho Jiak’s trajectory over the next 25 years will significantly influence this answer—not just for kueh, but for Singapore’s entire hawker culture.
The survival of hawker culture hinges on adapting to modern developments while preserving rich traditions. Sandy Tan’s journey from poverty to international recognition demonstrates that heritage food can thrive through respectful innovation. Her legacy will be determined not just by the kueh she makes, but by the knowledge she preserves, the artisans she trains, and the institutional infrastructure she builds to ensure Singapore’s kueh tradition endures for generations to come.
Final Outlook: Cautiously Optimistic
If Kueh Ho Jiak successfully executes the institutionalization strategy over the next decade, it has strong potential to become Singapore’s definitive kueh authority—a living museum, training academy, and cultural ambassador rolled into one. The business fundamentals are sound, the market trends favorable, and the leadership capable.
However, success is not guaranteed. The next 5-10 years are critical for succession execution and institutional foundation-building. Missteps in quality control, family governance, or market positioning could squander the goodwill and credibility Sandy Tan spent decades building.
The most likely scenario: Kueh Ho Jiak evolves into a respected cultural institution with multiple locations, robust educational programs, and regional recognition—smaller in scale than the most ambitious projections, but sustainable, authentic, and impactful in preserving Singapore’s kueh heritage for future generations.
In Sandy Tan’s own words: “I’m doing something that I like, chasing my passion for kueh-making, and not just for making money.” This passion, combined with strategic execution, positions Kueh Ho Jiak to transform from family business to cultural legacy.