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Friday 6 December 2013

A Malaysia Cisco or Dell in the making

AmResearch recently give a Hold call on Alliance Financial Group (AFG). Last week, The Star's Leaderonomics rated Alliance Bank as one of Top 3 great places to develop leadership.

Roshan Thiran, CEO of Leaderonomics stated : "
Alliance is not only committed to developing its employees through various leadership offerings but it recently began leadership development for “potential” customers.
The Alliance Bank BizSmart programme, although a competition, is rooted in helping develop entrepreneurs into great leaders.
You would be hard pressed to find banks committed to not only developing their employees but also their potential customers"

Three finalists: (from left) Founders Christy Ng and Lee (Smooshie) and TextbookAsia director Ong.
Three finalists: (from left) Founders Christy Ng and Lee (Smooshie) and TextbookAsia director Ong.

Top 3 finalist of  Alliance Bank BizSmart SME Innovation Challenge are TextbookAsia, Smooshie and Christy Ng .

Out of the 3, Two in traditional business. Only one can consider technology Startup......Christy Ng. Malaysia do not lack of Ecommerce Startup. However, majority of them work like an online hawker, Only a handful like Christy Ng have online, real time stock management software. Despite it just used a simple MYOB software. Not sophisticated ERP software. It is far ahead of many Ecommerce operator in the country, which might not track their stock online real time. "If there is fire accident in our office. We able to claim fire insurance as we have an online real time stock record" said Christy on a television interview by Astro.  Not bad for a Biotech graduate with no knowledge of accounting nor software. It is like a Malaysia version of Zappos.com.

She said she is sick of being constantly get scold from doctor, nurse etc as a medical Salesman and decided to venture out on her own. Malaysia Biotech industry might loss one Biotech talent but it seem Malaysia get one talent in Ecommerce industry.

If a traditional business want to go online. There is four stage. First, it is online catalog with no Ecommerce facility. Second, it have a store front with Ecommerce facility where customer can order and pay online. Third, there is ERP software to automate all inhouse process. Eventually, there will be a Supply Chain Management software (SCM) to connect with supplier. This is much more difficult as a outsider like supplier is involve.

Even until today, only a handful of company can have all the 4 stages above. Well known company that have all 4 stages above is Amazon.com,Cisco and Dell.

What Christy Ng hopes to achieve if she wins grand prize of RM250,000, the challenge is to launch her shoes and handbags customisation application online. The “shoe-making engine” promises to elevate online customised retail shopping to a new level, giving customers complete control over how they want their shoes to look and fit.

Thus, if customisation is involve, Then amazon.com is out. As amazon product do not required customisation. Anyhow, like Cisco, Amazon.com used Oracle database software to build it engine. today, much more cheaper software available in the market.

Cisco also used Oracle ERP system plus a Selectica 's Quote to Cash.

Unlike Cisco which used single vendor ERP.

Dell used multi vendor, best of breed ERP:

Dell start with single vendor SAP ERP system. However, find it not suitable for it custom made manufacturing operation. Thus, it change to less popular Glovia ERP for manufacturing control, stock control, warehouse management and material management. For Supply Chain Management (SCM), Dell used i2 technologies for Raw Material Management and advanced planning system, APS. Dell also used Oracle for order management only. Dell keep SAP's HR module only. Dell have it own in house custom design shop floor management software. Dell used Microsoft ProClarity Business Intelligence software in addition of the above.

Dell get less order for custom build product recently as people now order standard product like tablet. Thus, Dell change to Microsoft Dynamic AX.

Ng says it has been an ‘enriching experience’.
Ng says it has been an ‘enriching experience’.

It seem the winner prize of RM250,000.00 might not sufficient to install all the software above. However, I don't vote the other two. First, I don't understand business model of TextbookAsia. I feel it is high risk as now text book get obsolete faster than previously. There is also risk than text book might be on tablet in  future rather than carry a book. I feel it is high risk or I might not understand it business model. Whereas I consider Smooshie a traditional business and it would not elevate our country value chain. I like the idea of shoes and handbags customisation application. As only a handful of such company even in the world. This definitely put Malaysia on world map.

Interested voters may show their support on Alliance Bank’s Facebook page, under the BizSmart tab.

The voting period runs from Nov 28 to Dec 8, and results will contribute to 40% of the finalists’ evaluations.




Update: After a priceless experience, winner can pursue dream
 Christy Ng wins SME challenge



























Parkson Retail Group Limited surged 22.3% after rival Golden Eagle Retail increased stake to 4.6 % 香港百盛集团 大涨22.3%,金鹰商贸 把百盛的持股比例提高至4.64%



Parkson Retail Group Limited surged 22.3% after rival Chinese department store operator Golden Eagle Retail increased its stake in Parkson to 4.64%, according to Reuters report.

Parkson, one of the first foreign retail brands to establish a foothold in mainland China, was once a kingpin of the retail scene, peddling cosmetics and jewelry from some of the country’s best locations. As of June 2011, it operated 49 department stores in 30 Chinese cities.

Parkson has begun losing market share to newer retail models. Many Chinese shoppers now swear by e-commerce sites like Taobao and Moonbasa. Meanwhile, “fast-fashion” retailers like Zara, H&M and Uniqlo have gained ground. These stores refresh their product mix every few weeks and have an almost scientific approach to product display. Parkson, in contrast, seems to feature a jumble of apparel brands.

Within the department store segment, Parkson faces tougher competition from two rising regional brands, Golden Eagle and Intime (Lifestyle) . These companies have concentrated their stores in their respective home bases of Jiangsu and Zhejiang provinces, thereby magnifying their brand strength and making the most of supplier relationships.

These middling results have pushed Parkson’s majority shareholders, the Kuala Lumpur-based Parkson Holdings, to look to other markets. The parent company also owns 67.6% in Singapore listed , Parkson Asia Retail, which manages 53 stores in Malaysia, Vietnam and Indonesia.

The shift should benefit the parent company. Southeast Asia is just beginning to replicate China’s consumer story. Parkson executives expect sales to grow by around 15-20% annually in Vietnam and 8-10% in Malaysia and Indonesia.

But any bump for the Singapore-listed unit is likely to translate into greater stagnation for the China business. This cause Parkson lack focus in a market as large and fast-moving as China retail, which, demands a brand’s full attention.

Parkson's regional sales grow (Another Myanmar play)

The star




Parkson Saigon Tourist Plaza in central Ho Chi Minh, Vietnam, was the first international shopping mall in the city.

Parkson Saigon Tourist Plaza in central Ho Chi Minh, Vietnam, was the first international shopping mall in the city.PARKSON Holdings Bhd (PHB)
  has been moving fast in the last decade.

The Lion Group retail arm has been reaching deeper into Asia following China as its first overseas expansion, then Indonesia, and then Indochina.

Seeing as Thailand was already a matured market, PHB went for Vietnam in 2005.

“It was the readiest of its neighbours in the region. We had been working on Cambodia in the last three to four years, and found that it wasn’t ready either. Myanmar, at that time, was maturing but it wasn’t quite there either,” Parkson Vietnam, Myanmar and Cambodia CEO Tham Tuck Choy tells StarBizWeek.

In the last two years alone, Parkson went from 46 to 54 outlets in China, seven to eight in Vietnam, one in Myanmar and Cambodia, and six to eight in Indonesia via PT Tozy Sentosa’s Centro department stores and Kem Chicks gourmet supermarkets, a deal that gave PHB eight outlets in the country.

PHB opened two more outlets to 38 in Malaysia last year, raising RM841mil in revenues for the financial year ended June 30, 2012, 10% up from the preceding year’s RM766mil.

It took PHB’s pre-tax profit from RM92mil for the year ending June 2011 to RM121mil the subsequent year.

Breaking through

In gauging the readiness of the budding Indochina countries, Tham noticed the streets there were rife with local brands as well as foreign labels breaking into the retail market via standalone stores.
Lacking malls to house the brands, low-end stores stood next to high-end ones in shoplots.

“You could tell that it wasn’t easy for brands to own a good location. We saw our opportunity in providing a comfortable departmental store with supporting facilities for them so that they could sell their brands more professionally,” says Tham.

He illustrates Myanmar as a vibrant, very interesting market, whose opening in 2011 attracted a plethora of foreign investments.

“Investment laws have been developed in their favour and they have the first mover’s advantage. And the government is doing a lot to develop local industries,” Tham says.

Entering Myanmar as its first foreign retailer, Parkson’s competitors are of the local mid-and low-end markets.

Communication is not an issue as the baby boomer generation there speaks clear English, Tham says.
“So far, Parkson Myanmar’s first year results have been encouraging. We are expecting to be able to maintain our performance and break even for the financial year-end,” Tham says.

“The only risks we can foresee would be those of governmental policies. There are complicated land laws, which they are starting to amend,” he says.

With a population of about 15 million and 90 million, the Cambodian and Vietnamese markets are quite similar, Tham says. PHB noticed the similar shift from traditional to modern retail and the only difference was the timing the businesses evolved.

Tham considers the Vietnamese as having the strongest purchasing power among the Indochinese nations.

“The Vietnamese have the higher spending power, but Cambodia will catch up. Both Cambodia and Myanmar have attracted a lot of investors. The countries are vibrant and bursting with new businesses waiting to open shop,” says Tham.

Since its debut in July, Parkson Cambodia has experienced about 20% growth in month-on-month sales.

“There are two peak seasons in the year – wet and dry. We are identifying the sales pattern, but for now we’re just monitoring the growing monthly sales,” Tham says. “Eventually, we will operate like Subang Parade, where there is a cinema, bowling alley and fast food chains.”

Similarly, Vietnam has had very good results until last year’s economic deceleration, Tham explains.
Parkson Vietnam then experienced a drop in sales, bringing its pre-tax profit from RM23mil to RM12mil for the year ended June 30, 2012.

“The slump in economy weakened the people’s buying power, and we began to see a shift in the sales pattern,” Tham explains.

As luxury goods sales declined, however, the cosmetics, beauty and toiletries segment surged on.
“It’s perfectly understandable. Once you start on a good beauty regimen, you don’t cut back because you still want the positive results. But people trim down on other expenses like apparel and luxury items,” Tham says, adding that the cosmetics division in that region continues to grow 10%-15% that year.

To manage the dip in apparel and home-care sales, Parkson Vietnam fine-tuned its strategy by bringing in more affordable brands.

Mid-range brands like Giordano, he says, keep the focus on the middle or upper middle class rather than the high end.

Aggressive promotional activities are carried out on target markets such as customer loyalty programmes and target marketing campaigns.

“The results have been very good. From our database, we understand what they want and market our products directly to them. Last year we built a database of about 300,000 Parkson Privilege Card members in Vietnam. The membership will soon go international,” Tham says.

Similarly, Parkson Myanmar has already enlisted several thousand members in its recently-launched privilege card programme. With a national population of about 60 million, the number of registrants is expected to rise quickly.

At any rate, the economic slowdown shouldn’t persist beyond the second half of 2014, Tham says, adding that the “worst was over”.

Some analysts share this view, seeing as PHB’s earnings have been dampened by the Parkson Retail Group, its 51.5% subsidiary in China, which is listed on the Hong Kong Stock Exchange.

In its first quarter ended March 31, 2013, the China arm dipped 21% from the preceding corresponding period to RMB227mil (RM113.6mil).

It dragged PHB’s third quarter for the financial year 2013 earnings for the year ended March 31 down 25% to RM76.9mil from RM102.4mil the previous corresponding period.

While Hwang-DBS opines that Parkson Retail Group could continue to experience weaker same store sales growth, the China arm, in a report in the South China Morning Post, told UOB that it would reposition as a more niche player and revamp its existing shopping malls there to accommodate eateries and automated teller machines.

Hopefully, it would bring in more sales to counter the higher marketing and promotional costs, the group said.

Then last month, the group told Bursa Malaysia that its retailing division completed the 2013 financial year ended June 30 with a revenue of RM3.47bil.

This was up 2% from last year’s RM3.4bil, thanks to contribution from seven new stores – four in China and one each in Malaysia, Indonesia and Myanmar – that were opened during the period.
While its China operations contributes about 75% to group earnings, the opportunities in Indochina continue to uplift financial results and encourage further expansion.

“We will continue to strengthen our hold in Asia,” Tham says.
PHB has leveraged on the increasing popularity of Internet shopping by setting up online shopping portals in Malaysia and China.

Tham says PHB is to remain competitive as alternative retail channels such as one-stop shopping malls, concept stores and stand-alone brand stores gain popularity, adding that the retail group is reviewing its market positioning, in-store services and latest brand offerings.
“Although our main strategy has always been in departmental stores, we are actively developing malls in major cities,” Tham says.
Parkson Vietnam has five malls in Ho Chi Minh city to date. It will add one more in December and another next May.

PHB’s retailing division chalked up revenues of RM3.47bil for the financial year ended June 2013, up 2% from last year’s RM3.4bil.


Moody downgrade

On 14 Nov 2013, Moody's rates four department stores in China: Golden Eagle Retail Group Ltd (Baa3 stable); Maoye International Holdings Ltd (Ba1 stable); Lifestyle International Holdings Limited's (Baa3 stable); and Parkson Retail Group Limited (Ba1 negative).

"Golden Eagle and Maoye are best positioned to withstand the industry's challenges, given their large self-owned store portfolios, commercial-property expertise, young store age, and track record of new store ramp-up," said Alan Gao, a Moody's vice-president and senior analyst.

"The credit quality of Lifestyle will remain stable, but Parkson faces increasing challenges, namely exposure to rent increases and weakening credit metrics," adds Gao, who authored the report.
Gao adds that fast-growing Internet retailers and the shopping mall construction boom are drawing traffic away from department stores, particularly in large cities.

And to stay competitive, department stores are shifting their focus to the mid- and high-end market segments and increasing their service offerings and store sizes.

Moody's views store ownership as a strength. For example, it insulates Golden Eagle and Maoye from rising rental costs, which helps them maintain stable profitability.

Moreover, department stores with high store ownership typically have commercial-development expertise. This hybrid model helps department stores compete against shopping malls and is instrumental in securing prime commercial properties in China's low-tier cities, which have become growth drivers for department stores.

Moody's also views fast ramp-up and regional expansion as credit positive, as department stores are also seeking growth through expansion and their credit metrics will depend on how quickly their new stores become profitable.

Finally, the strong liquidity inherent in department stores will likely weaken with acquisitions.

Parkson, for example, in acquiring more physical stores, is likely to use its operating cash flow and debt to fund acquisitions, which will reduce its liquidity buffer. stated Moody.

Moody report have send shares price of Parkson Retail Group Limited down. However, it rebound after news of Eagle Retail increased its staske in Parkson to 4.64%













香港百盛集团 大涨22.3%,金鹰商贸 把百盛集团的持股比例提高至4.64%


香港百盛集团 大涨22.3%,此前据一份交易所文件,金鹰商贸集团有限公司 把百盛集团的持股比例提高至4.64%。

11月14日,穆迪投资者服务公司发布报告称,随着租金上涨及来自网络零售商和大型购物中心的竞争加剧,未来2-3年中国百货商店的信用质量将继续发生分化。

  该报告指出,与租赁店面的零售商相比,自营店比重较大的零售商更有可能维持其盈利能力、市场份额和融资渠道。此外,公司扩张战略及新店盈利能力也会影响其信用质量。

  同时,穆迪对以下4家中国百货商店运营商进行了评级:金鹰商贸集团有限公司(Baa3/稳定)、茂业国际控股有限公司(Ba1/稳定)、利福国际集团有限公司(Baa3/稳定)和百盛商业集团有限公司(Ba1/负面)。

  穆迪副总裁高翔称:“金鹰和茂业抵御行业挑战的能力最强,原因是其自营店比重较大,具备商业房地产的经验,店铺历史较短,并有增开新店的记录。”

  同时其指:“利福的信用质量将保持稳定,但百盛面临不断上升的挑战,主要是租金上涨和信用指标趋弱。”

  高翔称,快速发展的网络零售商和兴建大型购物中心的热潮分流了百货商店的客流量,尤其是大城市。为了保持竞争力,百货商店将重心转向中高端市场,并扩大了服务种类和商铺规模。

  穆迪将快速增开新店及地区扩张视为正面信用因素,原因是百货商店也在通过扩张实现增长,其信用指标将取决于新店盈利的速度。

  11月消息指茂业国际旗下茂业百货未来5年还会增开14个门店,每年以2到4家的速度新增。

  此外,11月10日,金鹰商贸发布公告称,公司共以4482万元向控股股东王恒收购徐州店7楼,目的在于扩大徐州店的经营面积。


百盛控股 先行缅甸占优势

2012百盛控股(Parkson,5657,主板贸服股)持有67.6%股权的子公司百盛零售亚洲有限公司(Parkson Retail Asia Pte Ltd),透过子公司缅甸百盛与新加坡祐玛战略(Yoma Strategic Holdings)以及第一缅甸投资公司(简称FMI)达成联营协议,联手在缅甸发展首家百盛零售商店。
符合联营协议的先决条件后,联营公司股本由最初的3美元(约9.375令吉)提高至300万美元(约937万5000令吉)。
 
肯南嘉投资研究认为,百盛控股可透过合作伙伴的专业知识与协助,趁着先行者优势进驻缅甸市场,此举料可加强和扩大百盛控股在缅甸的零售网络。
 
区域业务疲弱‧首季净利挫48% 百盛控股前景暗淡
 

(吉隆坡3日讯)区域业务表现疲弱,百盛控股(PARKSON,5657,主板贸服股)2014财政年首季(截至9月30日止)净利大跌47.9%,大部分分析员看淡该公司展望。
目前,有分析员下修评级和目标价格,有者则认为该公司可在接下来的季度重拾动力。
百盛控股首季净利滑落47.9%,至3073万8000令吉;营业额则微扬0.9%,达8亿3132万2000令吉。
在首季营业额,中国市场(+2%)、越南及缅甸(+3.6%)的贡献增加,而印尼则有助于维持百盛控股的增长,贡献按年扬升7.4%。
惟大马的贡献却因增长潜能受限而下滑,按年挫3.3%,导致首季营业额持平。
 
赚幅跌7.3%
此外,首季营运净利亦萎缩45.9%,报7040万令吉,主要归咎于营运赚幅下挫了7.3%。
其中,大马(-12.5%)、中国(-58.3%)、越南和缅甸(-204.8%)及印尼(13.7%)业务的营运净利,皆出现萎缩。以金额而言,中国按年跌幅最大,共下跌5200万令吉。
肯纳格研究分析员预计,百盛控股将持续面临艰难的营运环境,因经济放缓导致消费者情绪低迷,特别是贡献关键净利的中国市场。
此外,该公司也将持续面临激烈的竞争和较高的营运开销,包括租金及员工成本。
 
 
寄望二三季度
 
分析员将2014至15财政年净利预测下调4%,反映中国同店销售增长率(SSSG)走低。
同时,也将目标价格下调至2.97令吉,投资评级下修至“落后大市”。
MIDF研究分析员也将投资评级下修至“卖出”,目标价格也下调至2.63令吉。
同时,分析员也将2014及15财政年的净利预测,分别下调33.8%和24.8%,至1亿6960万及2亿1120万令吉,以反映中国业务持续疲弱的表现。
同样地,大众投资研究分析员持续对百盛控股的表现感到担忧,因庞大的开销已打击净利增长。
但分析员认为,目前所看到的只是首季的表现。一般而言,有鉴于次季和第三季是较强稳的季度,故分析员维持“超越大市”的投资评级和4.17令吉的目标价格。
这名分析员看好该股,因为百盛控股拥有强稳的资产负债表,净现金达10亿令吉。
同时,该公司也计划拓展百盛零售亚洲(PRA)的贡献和其房产及投资业务。
另外,大部分的东协政府也正鼓励消费。

 
此前据一份交易所文件,金鹰商贸集团有限公司 把百盛集团的持股比例提高至4.64%。香港百盛集团 昨天大涨22.3%












 

Thursday 21 November 2013

Chanond Ruangkritya and Ananda Development Company Limited 阿南達開發

Ananda Development Company Limited (ADC) was founded in 1999 by Chanond Ruangkritya. Ruangkritya family has been in the real estate business in Thailand far more than 20 years. The development under its credential including the golf course and housing estate to name as a few Green Valley Bangkok, Green Valley Rayong, Green Valley Chiengmai, Windmill, Saint Andrew etc.

The second-generation property developer has carved a niche for his company by building affordable condominiums near to train stations for the country’s emerging middle class, from first jobbers to single urbanites and cosmopolitan couples.

Last year, Ananda accounted for two-thirds of Bangkok’s new property launches sited within 200 meters of train stations. Life wasn’t all smooth sailing for Chanond. His parents divorced before he turned 10.

He uses a Thai saying to explain their separation: “Two tigers cannot live in the same cage.” Raised in a broken family with four siblings, Chanond quickly developed a rule of life. “You need to be strong and look after yourself. This sense of survival and independence has always been with me.”

He attended a local school in Bangkok before going abroad to study in the United States and London. “I wasn’t sent abroad, I chose to (go),” he emphasizes. “There’s a critical difference.” A talent for strategic calculation emerged during his college years. The young Chanond worked hard at the beginning of the school term to achieve a grade-A average.

Then he was able to compromise, aiming to reach only grade B over the remaining time, giving him the chance to party with friends. He explains that this strategy optimized time by “balancing academic life with youth and enjoyment”.

Chanond-RuangkrityaChanond returned home the year that Thailand plunged into depression, due to the Asian financial crisis in 1998. Being the eldest son in the family, he was entrusted with restructuring his father’s realty company, which builds luxury residences for Thailand’s upper class.

The 25-year-old finance graduate, the eldest of five siblings, was put in charge of restructuring the business. He spent the next two years staunching the red ink as he retrenched staff and negotiated with creditors in a bid to keep the company afloat. With minimal support from his parents, Chanond started his own company from scratch in 1999.

In 1999, he left to start his own firm, which became known for building mass-market condominiums within spitting distance of almost every electric train station in Bangkok. The units sold like hot cakes. “It wasn’t handed to me on a silver plate,” he says.

“I took a lot of bank loans … It involves a lot of sweat and groundwork, risk-taking, persuasion to convince bankers to back you up and older people to work for you.” Chanond’s solution was simple: wake up early and work hard. “All I have is a massive amount of self-control and lots of energy,” he says.

From a relatively small startup of just 30 people, Ananda has mushroomed into a sizable developer with a workforce expected to be around 800 people by the end of this year. The company, Ananda Development, went public last December.

Mr Chanond Ruangkritya, now 39 and married with an 18-month-old son. Mr Chanond looks back at the first few years of his working life with relief and some satisfaction. Life then was a matter of "waking up and not seeing the light at the end of the tunnel and just hacking away, day by day", he recalls. He was driven by a sense a duty.

  "I got to where I am in life because of my parents," he says. "Whatever services I can provide, I think I owe it to them." Yet those difficult years also helped him acquire a reputation as a "young kid" who "took the plunge... (and) stuck to it". It sells condos at prices below 3 million baht on a basic principle: the closer to the train station, the more expensive it is.

The Ideo condos, first launched in 2007, are within 300 meters of the nearest train station. The less-expensive Elio options are within 600 meters. These are studio apartments with average size of just 30 square meters. Underneath the buildings are club houses, coffee shops and supermarkets that offer residents convenience at their fingertips. Chanond is more interested in making housing affordable than helping to create property bubbles.

“We are not in a race to build the most extravagant high-rise, gold-painted sanitary wear,” he says. “We try to get a basic bathroom — less expensive, most functional and durable. That’s the race we are in. How can you make bubbles by building more economical units for people?”

Achieving a balance between home and work is difficult, and the high-flying CEO admits he hasn’t spent enough time with his family. “It’s a sacrifice,” he says. He is married to former beauty queen Pailin Rungratanasunthorn with a toddler son.

"Today, senior bankers know what I did, and they always back me up in what I do. I'm very candid and honest in my approach," says the economics graduate from the University of California, Berkeley, who also has a master's degree in finance from the London School of Economics.

Property developer's concept of 'mass transit living' helps Bankok urbanites maximize their time. “The name of the game is optimizing your own time,” says Chanond, 39, from his new office in the Bangkok business district of Asok.

Traffic in the Thai capital has long been a powerful force in everyday decision making. A survey by Ananda highlighted an alarming fact: Bangkok residents waste 44 days a year stuck in traffic. Chanond’s concept of “mass transit living” begins from there. “The principle is to live, play and work around an efficient mass transit system,” he says. “You gain your life back.”

Born and raised in Bangkok, Chanond recalls growing up in the traffic-choked city. He would leave home by 6 am, drop his younger sisters off at their schools after spending one hour in traffic, followed by another 30-minute journey to his own school. “That’s it for the morning. You do the same in the afternoon,” he says. In the last 30 years, the situation hasn’t improved much with the development of highway networks. Only one-tenth of the land in Bangkok is allocated for roads, he says, which is less than developed countries.

The Thai government also provides incentives for first-time car buyers. “It’s all these policies that contradict each other, and Bangkok residents continue to suffer from traffic problems,” he says. It targets Bangkok's middle-class buyers by keeping home prices below 3 million baht (S$127,000), he says.

The condos are located within specific distances of Bangkok's skytrain and subway stations and marketed accordingly. Its Ideo condos, for example, are within 300m of a skytrain station, while its cheaper Elio condos are within 600m of one. Developers tend to fudge the distance between their projects and train stations, he says with a laugh.

"When we came into the market, we said it was 25m, 30m or 2m from the station. We use exact metres." Proximity is prized in Bangkok, whose notorious round-the-clock jams can turn a five-minute ride into a half-hour crawl. But land around transit hubs is expensive, so there are nips and tucks to keep prices below the 3-million-baht ceiling.

One way is to build them small. The tiniest unit measures just 21 sq m. "The city is your living room. You zip around on the train, you go to Paragon, to Central World," he says, referring to two popular malls. One gets the sense that Mr Chanond wants to populate Bangkok with his condominiums much like the 7-Eleven stores that dot every strategic street corner.

Thailand is planning a massive rail expansion that could more than quadruple the existing 80km of subway and skytrain lines in the capital over the next six years. Ananda has built 12 developments, is completing eight others and plans to launch five more this year. But "if they have 200 more stations, we need to build 200 more buildings", Mr Chanond says. It's like buying toothpaste. "If you need to brush your teeth, why don't you use Colgate? If you need to be close to a train station, why not buy an Ideo?"

Mr Chanond thinks Bangkok's home prices are still too high, which is probably why about half of its residents are forced to rent. On the drawing board of his mind is an alternative housing solution. Just suppose, he says, a company can offer you different types of housing to suit your needs as you age - for a monthly "fee".

The amount will vary according to the type of housing. But unlike rent, the money remains in your name. It is reinvested by the company and returned to you together with investment gains at a future date. Now suppose the scheme is tied to health insurance. And the rights to the scheme are tradable.

Mr Chanond chortles at the mental gymnastics required to digest this radical idea. "It's theoretical," he says. "But it's something… I think about all the time." If his ideas are anything to go by, this real estate tycoon may be offering more than brick and mortar in the future.


Top Japanese developer investing in three Asean countries
Somluck Srimalee
The Nation
Tokyo August 30, 2013 1:00 am


Mitsui Fudosan, Ananda join forces for Bt6.5 bn condo on Rama IV

Mitsui Fudosan Residential Company is confident in the continued growth of the ASEAN economies and is expanding into Thailand, Indonesia and Malaysia this year after first investing in Singapore 40 years ago.

"We are confident that ASEAN countries' economies will still grow, especially the Asean-5 countries - Thailand, Singapore, Indonesia, Malaysia and the Philippines - by the targeted 5 per cent next year. Although they are facing low growth in the second half of this year, it is a short-term situation," group chairman and chief executive officer Kiyotaka Fujibayashi said.

The group early this year invested more than Bt10 billion in residential and retail projects in Thailand, Indonesia and Malaysia.

In Thailand, Mitsui Fudosan set up a joint-venture firm with Ananda Development, Ananda MF Asia, with registered capital of Bt900 million. The Japanese company holds a 49-per-cent stake in the JV, 49 per cent is held by Ananda Development, and the rest by minor shareholders.

Ananda MF Asia has set aside an investment budget of Bt1.8 billion, half from the company's capital and the rest borrowed from the major shareholders, to develop Ideo Q Rama 4, a condominium project worth Bt6.5 billion near the Sam Yan MRT station. The project will open to presales in the fourth quarter, and plans to be complete and transferred to customer in 2016 at a starting price of Bt2.89 million per unit. A project loan from Bangkok Bank has already been approved.

"We also plan to develop an average of two residential projects worth Bt10 billion a year by way of our joint-venture firm," Fujibayashi said.

Ananda MF Asia is also interested in developing office and retail projects in the future.

In Malaysia and Indonesia, the group is also investing through joint ventures with local partners to develop the both residential and retail projects, Fujibayashi said.

Mitsui Fudosan Residential is a leader in the Japanese property market. The group recorded total sales this fiscal year (April 2012-March 2013) worth Bt466 billion. It develops and transfers to customers 5,000-6,000 residential units a year.

Ananda Development president and CEO Chanond Ruangkritya said the JV firm would focus on large residential projects worth more than Bt5 billion, while Ananda Development itself would continue to develop condominium projects worth up to Bt3 billion.

"To expand our investment into larger projects, we needed a partner to reduce our business risk for the long term," he said.

Ananda Development plans to launch nine new condominium projects worth Bt10 billion in the current second half, two of which opened last week worth Bt3.2 billion.

It will deliver Bt10.2 billion worth of homes to its customers this half, including Bt1.02 billion worth in the current quarter. The remaining Bt9.2 billion worth will be booked as revenue in the fourth quarter. This will result in a net profit for the full year, he said.

Ananda Development recorded revenue of Bt1.9 billion and a net loss of Bt91.3 million in the first half.
 
 
Buy - OSK188.com.hk
政局紧张外资急撤 泰国股汇债全倒
Thai stocks rise after PM dissolves parliament
















ANAN斥資14.2億買進一塊土地

2013-07-30 10:31:59
作者:udnbkk55
http://www.udnbkk.com/article/2013/0730/article_109078.html



【本報訊】阿南達開發(ANAN)於昨(29日)上報證交所,公司在同日斥資14億1,780萬銖買進一塊土地,款項來自於內部流動現金。占地面積近5.4萊,位置距離藍線MRT的拉瑪4路車站僅270米之遙。這塊土地原本由ANAN的合資企業,Ananda MF亞洲公司持有,該公司由ANAN和三井不動產集團聯合設立。

ANAN將利用這塊土地興建一個住宅項目,仍然使用Ideo公寓品牌,但具體的細節還未透露,價值高達65億銖。工期長達3年,從本月開始正式動工,計畫在2016年5月交付使用。預售將從今年第4季開始,預售入賬要等到2016年。

ANAN不斷擴展房地產開發力度,可謂雄心勃勃,以Ideo作為品牌的公寓數量一路攀升。截止到去年,公司在過去5年總共推出16個公寓項目,總共超過8,000個單位。今年首季盈利雖然僅為487.7萬銖,每股盈餘0.001銖。但扭轉去年同期虧損高達2億5,820.5萬銖的困境,當時每股賠0.13銖。

ANAN於2012年12月正式在泰股大盤掛牌交易,名列房地產類股名下。迄今為止的市價對淨值比為1.77倍,市值達89億9,910萬銖。公司始建於1999年,第一大股東為Mr. Chanond Ruangkritya,持股率高達53.74%。摩根士丹利(Morgan Stanley)為第2大股東,控股率為5.83%。剩餘股份分散在眾多小股東手中。


政局紧张外资急撤 泰国股汇债全倒
http://cforum.cari.com.my/forum.php?mod=viewthread&tid=3262476&fromuid=1950303

















Tuesday 19 November 2013

Corporate Princess 8 : Titijaya's Charmaine Lim Puay Fung 企业公主系列8: 帝亿成功置地集团林贝芳

Datuk Lim Soon Peng with daughter Charmaine Lim Puay Fung in front of a model of First Subang - 2007

Launch of Prospectus and press conference. From left Titijaya Land Bhd executive director Chermaine Lim Puay Fung, COO Lim Poh Yit,  group MD Tan Sri Lim Soon Peng and Alliance Investment Bank CEO Rafidz Rasiddi
Launch of Prospectus and press conference. From left Titijaya Land Bhd executive director Chermaine Lim Puay Fung, COO Lim Poh Yit, group MD Tan Sri Lim Soon Peng and Alliance Investment Bank CEO Rafidz Rasiddi

Charmaine Lim believes there is no full-stop when it comes to success.
Founded in the 1980s by Tan Sri S P Lim, Titijaya has completed more than RM1 billion worth of properties, mainly medium to medium-high-end projects, in the Klang Valley.

It is always heartwarming to learn how someone rose from poverty and hardship to attain success and affluence. Such is the story of Datuk S P Lim, founder and managing director of Titijaya Group.

What started out as a small construction sub-contracting outfit is now a property development company, with completed projects worth over RM900 million, mainly in Klang, Selangor, Lim’s hometown. The group is now set to expand to Sabah and possibly Kota Baru in Kelantan.


When Lim turned 17, he decided to take up construction skills as his job at the market was only earning him RM40 to RM50 a month. “Those days, there were no concrete machines, you had to learn how to do it manually,” he recalls.When he was 22, Lim started his own small company as a sub-contractor and got his first big break. He made his first RM1 million when he was 28, building a holiday home in the hill resort town of Fraser’s Hill in Pahang. “Nobody wanted the job as it wasn’t easy transporting materials up and down the hill. With the money I made, I bought land and developed small projects like in Bukit Cheras and bought oil palm estates in Meru, Klang.”

Lim’s property development and construction business grew from there, and he professes that there is no substitute for hard work and careful, detailed planning. He believes this is the reason the company’s projects attract many repeat buyers. Among the developer’s significant projects are the new transport hub in Klang, known as Klang Sentral, and serviced apartments E-Tiara (next to Carrefour and Subang Parade) and Casa Tiara, completed in Jan 2007 and May 2008 respectively, in Subang Jaya.

Today, Lim’s daughter Charmaine and son Poh Yit helm Titijaya Group as director and CEO respectively. They lead the company’s operations in the Klang Valley,

Charmaine. Lim Puay Fung, age : 32 Charmaine serves as Sales and Marketing Director of Titijaya Berhad and TGSB Group. Ms. Charmaine has been Sales and Marketing Director of the TGSB Group since 2005. She is responsible for Titijaya Berhad's sales and marketing division and oversees it's marketing and promotional activities for its on-going development projects such as Subang SOHO and Subang Parkhomes. She has approximately 8 years of experience in the property development industry . She started her career in the property development industry with the TGSB Group. She has successfully managed the marketing, advertising and promotional activities for Klang Sentral Commercial Centre (Phase 1), First Subang, Tiara Square Business Centre, Etiara Serviced Apartments and Casa Tiara Serviced Suites. She has been Executive Director of Titijaya Berhad since December 29, 2010. Ms. Charmaine graduated from the University of Adelaide, Australia in 2002 with a Bachelor of Commerce (Corporate Finance).


Her tenth year since joining the company, Charmaine Lim now helms Titijaya Group as the company’s Director. Together with her brother, they have followed in the footsteps of their father, who founded the company in the 1980s. Having been exposed to the real estate arena at a tender age, she found her calling when she embarked on her first project as a marketing executive.

I joined Titijaya Group as a Marketing Executive back in 2003 after graduating from University of Adelaide. My first project back then was the E-Tiara serviced residence in Subang Jaya. Although a newcomer, I felt really proud as it was like my baby then. I remember clearly it was a mad race to put the finishing touches on the showroom the night before the launch, and it was such a tiring experience. But it all paid off the next day when we had an overwhelming response from eager buyers, some even queuing up since the wee hours of the morning. The moment we opened our doors, the sales office was packed.


Charmaine Lim A Bangkok-based purchaser, Lau Tian Liang, agrees; he is among the purchasers at e-tiara. "I had been looking around for an investment property and this seemed to be a good one. It is also something that I do not mind staying in." He is fully aware of the risks. "I understood `serviced apartments' were not covered by the HDA, but I took the chances and put my faith in the developer."

What is clear, then, is for home buyers to be aware of the benefits offered by serviced apartments and weigh them against potential risks. While buying a serviced apartment has its share of risk, Lau had this to say about his serviced apartment purchase. "No investment is risk-free."

My brother and I, we have been exposed to business since young. Our father used to bring us along to business functions and events. Sometimes we get to listen to serious dialogues and so on. And while he guided both of us, I think he also liked seeing us make mistakes because from the mistakes, we learn. That’s why when I joined the company, I started from the bottom, and slowly learned the ropes.

"THIS is my first job ... and it'll be my last," says Charmaine Lim Puay Fung matter-of-factly.

Philanthropist Datuk Lim Soon Peng is Titijaya managing director and both his children who are graduates are also on the board. His son, Lim Poh Yit, is the chief executive officer and daughter Charmaine Lim Puay Fung is the director.

The group, with a 20-year track record, started a trend of sorts when it launched the e-Tiara in 2004. Despite pricing the units higher than others, they were well received. Today, they have been fully sold and handed over to buyers five months ahead of schedule.

Titijaya's IPO, which is due to list on the Main Market of Bursa Malaysia this month, comprises a public issue of 81.7 million new shares and an offer for sale of 49.5 million existing shares.
For financial year ended June 30, 2013 (FY13), Titijaya Land posted a 53% increase in net profit to RM52.2 million from RM34.1 million a year ago, while revenue rose 64% to RM193.8 million from RM118 million respectively in FY12.

Its chief operating officer Lim Poh Yit said Titijaya’s current land bank totalling190.2ha concentrated in the Petaling and Klang districts in Selangor, which Lim said would be able to sustain the group until 2021.
On-going projects under Titijaya Land's portfolio currently have a total GDV of some RM1.08 billion, namely Subang Parkhomes and the current phases of Seri Alam Industrial Park and the Zone Innovation Park.
Lim said together with his father and sister Charmaine Lim Puay Fung, who is involved in the sales and marketing of the group, the family will continue to spearhead and determine the course of Titijaya Land despite the Lim family's shareholding in the group being reduced to 61.4% post-IPO from 100% currently.
On expansion plans, he said that RM30mil from the initial public offering (IPO) was allocated to acquire additional land bank.

Executive director Charmaine Lim added that the group was still focussing on prime locations in Klang Valley and its ongoing projects.

Titijaya’s unbilled sales amounted to RM500mil as at June 30, 2013.
The group set a dividend policy of up to 30%, which Lim noted meant about 4% to 5% yield.
Post-listing, the group’s net gearing would be 0.22x while gross gearing is 0.44x. Titijaya aims to raise some RM122.6mil from its IPO.

Aside from the RM30mil allocated for land acquisitions, RM49.5mil will go into Titijaya’s working capital, RM15mil for repayment of bank borrowings, RM24.3mil for repayment of advances from previous shareholders of its subsidiary Epoch Property Sdn Bhd and RM3.8mil for the listing exercise.chief operating officer Lim Poh Yit said at the company's prospectus launch.
  





 

 企业公主系列8: 帝亿成功置地集团


拉菲兹(右起) 将帝亿成功置地招股书移交予林顺平、林保亿及林贝芳。






巴生谷著名产业发展商--帝亿成功置地集团(Titijaya Land)预定于2013年11月27日在马来西亚交易所主板上市,届时对产业股情有独钟的投资者,将拥有多一只产业股可以选择。帝亿成功置地集团已经于11月11日推介招股书,并发售8千170万新股和4千950万现有股票,每股售价1.50令吉。帝亿置地成功集团首次公开发股(IPO)的截止日期为11月18日。

帝亿成功置地创办人兼董事经理丹斯里林顺平

丹斯里林順平公司擬上市,招股書推介禮,獲得多位丹斯里來站台,排場十足,為上市取下好彩頭!

計劃11月底上市馬交所主要板的帝億成功置地(Titijaya Land Berhad),推介招股書獲得重量級人物如楊忠禮集團創辦人丹斯里楊忠禮、華總會長丹斯里方天興及發林集團總裁兼董事主席丹斯里林玉唐,齊來助興。

安联投行为该项上市计划的主理与承销商,兴业投行与肯纳格投行为联合承销商。


儿子兼帝亿成功置地总营运长林保亿

林保亿是于2004年加入父亲丹斯里林顺平的公司,并担任父亲的私人助理,学习经商的知识,并一步一步被父亲提升为帝亿成功置地集团首席营运员的职位。林保亿表示:“在担任父亲私人助理期间,确实让我学习到不少的经商知识,尽管现在父亲已经将公司日常运作的事务交给我,但是在公司长期的策略发展方面,他仍然会提供意见与看法。” -

女儿兼执行董事林贝芳

林貝芳,32岁,毕业澳洲阿德莱德大学商业学士(企业金融),从销售和市场营销执行员做起. 现为销售和市场营销董事.
"我于2005年毕业澳洲阿德莱德大学毕业后加入第一成功置地 为市场营销执行员,第一个项目是梳邦再也 E-Tiara 服务式公寓.虽然是新人,我为这项目感到骄傲,这项目好像我的孩子.我记得发售天前一疯狂的赶着布置陈列室,那是累人的经验.当第二天急于购房者的热烈响应,一切值得.有些人甚至在凌晨开始排队.我们开门的那一刻,售楼处已经挤得水泄不通.
我的弟弟和我从年轻触商业,父亲带我们出席商业活动及应酬. 有时,我们严肃的对话. 而当他指导我们俩时,我觉得他也很喜欢看到我们犯错误.因为从错误中,我们学习.这就是为什么当我加入公司时,我从底部层做起,慢慢地学习.这是我的第一份工作...它也会是我最后一份工作"她说

針對政府在2014年財政預算案的打房措施,撤銷發展商承擔利息計劃(DIBS)

第一成功置地 集團董事林貝芳說:“每當市場有新條例,消費者短期內都比較留意和關心細節。不過,長期而言,國行的多項舉措都有利于房地產領域的整體穩定性。”


 另廂,市場相信,在2015年實施消費稅(GST)后將導致建材成本揚高。


林貝芳說:“發展商向來都面對建材成本走高的問題,也持續考量相關對策。暫時無法確認征收6%消費稅,建材成本是否就提高6%。這還有待有關單位公佈消費稅細節后,才能了解受影響程度。”










Monday 18 November 2013

How Soh Chee Wen planned his come back

After rumours of Soh Chee Wen involved in 3 designated stock in SGX. Blumont Group Ltd, Asiasons Capital Ltd and LionGold Corp Ltd.

There is a lot of traffic come to this blog via search of keyword "Soh Chee Wen". While Soh might be familiar figure in Malaysia. It might not be same for reader in Singapore.  We decided to blog about Soh Chee Wen today.

In 1979, Soh Chee Wen admitted to Universiti Malaya. However, he drop out of University after two weeks as he find passion in direct selling company ( MLM company ). He earn his first millionafter two years.

Dogged by bad publicity after the collapse of his Direct Selling company ( MLM Company ),WW Wings, he decided that getting money to pay off his massive debts would be his number one proiority.

The Batu Pahat born lost everything in 1984 after the recession wiped out of his earlier success and plunged him into debt totalling about RM6million, he remain opitimistic. "My friend Duta Yap have more than 600million debt yet survived. What is 6million" he said.

In a way , he had to because there was nothing else for him to cling to. After dimissing the fact that even a high-paying job would not solve his financial woes, he planned his comeback through other option.

Given that  there were many ailing companies in the wake of the recession, he and his associates decided to use their experience to try to revive them. Soh offered to sort out their troubles and placed classified advertisements in the newspaper with this tempting line - " Is your company in trouble?"

"We had thousands of replies, including from a few public listed companies. Almost everybody was in trouble in those days. that gave a new direction and purpose" he said.

This seemd ironic since Soh too was hit by the recession. He said :" Of course, we didn't highlight our problems. I guess there were some people who were too desperate and believed that we were sincere and committed enough to do it. the point was that they had nothing to lose.

Soh's offer to people in finacial trouble was simple. In return for taking over their financial losses, their fee was charged as contra equity in the ailing companies. this mean meeting head on with bankers, creditors and bill collectors.

In those days, accoding to Soh. there were even people who would give their companies up for free.

Soh said " So, we took over a lot of companies that way. At least,the owners had a good noght's sleep. many of these companies were small operations such as mini markets, pharmacies and services companies.

"Our basic formula was a simple one which we have refined over the years into an art form. we would offer 10 sen to the ringgit. they ( Creditors ) would be very thankful for that.

"Most creditors are fairly reasonable and basically, "They want to know what your plans are. They want to know that you are not running away. A lot of creditors usually do not say that that you have to pay 100 per cent right now. They just want an assurance that you have enough courage to face them and not run away."

After taking over, how did Soh turn around and ailing company? He said : once we reduced the debt, for example, from a million to RM100,000, we would look for ways to reduce the debt further. we would look for ways for things that are core and non-core to the business.

" We then decide waht to sell. for example, in a mini market operation we look for things that were not inuse such as spare freezers and shelves, and we would sell them.

"When this is done, you will have a clear business and next thing is you will have to work like hell to make it work. that formula never fails."
Some of the revitalised companies were sold to pay off his debts, some were kept. those which were kepr were companies with land banks or contracts with government which Soh and company could build on when the recession was over.

For instance, the Lake-view Club in subang Jaya was taken over for just RM5,000.00 (Cash portion)in 1988.

His big break came in the same year when he took over a company known as Posti bena construction Sdn Bhd which had a contract from the Royal malaysian air Force to build an 18-hole golf course and a clubhouse in Kg Subang near the air port.

With a name like Pasti Bena which literally means "sure to build," it placed Soh back on the corporate trail after successfully completing the contract for RM20million.

Soh described the contract as radical as at that time it was one of the government's first Build, Operate and Transfer (BOT) contracts.

He said: "In return for the contruction, we were given 4,000 club memberships to sell within three years. If we could do so. the money was ours to keep. Even if we had sold just two memberships, that would be the final payment. We sold the memberships for RM5,000 each. It was not easy to sell in those days but we managed to sell all.

Soh and his associates made some profit from the contract. He said : "We used the money to pay off some of our debts."

"I have sweated blood. I have gone up, down and up since 1979. the fact of the matter is that I have my second wind from 1984. Nobody can do it overnight"

Born in Petaling Jaya on Boxing Day in 1959, Soh carved out a name for himself in the corporate world here and across the causeway when in 1995, he emerged as the largest shareholder and director in Singapore-listed Inno-Pacific Holdings Ltd.

By mid-1996, he controlled no less than seven listed companies on both sides of the Causeway and another four overseas
His stable then comprised Kuantan Flour Mills Bhd (KFM), Autoways Holdings Bhd, Kelanamas Industries Bhd and Perstima Bhd, Promet.

In Singapore, he controlled Inno-Pacific Holdings Ltd and through Promet, Ipco International

Promet also controlled four listed entities in other countries, Wah Nam Ltd (Hong Kong), Prophill (Philippines), and DCI International and IAL Ltd (both Australia)

But all came to nought when he used a scheme to defraud Omega Securities Sdn Bhd. In April 1999 a warrant of arrest for Soh was issued but could not be executed because he had fled the country

After being a fugitive for nearly four years, he returned to Malaysia in May 2002, when he was immediately arrested by the Securities Commission at the Kuala Lumpur International Airport and charged in the Shah Alam Sessions Court on two charges

He pleaded guilty to two alternatives charges of abetting former TA Securities boss Tiah Thee Kian in submitting false information to the KLSE

He paid the maximum fine of RM6 million.

Soh also made headlines when he filed multi-million ringgit suits against then Transport Minister Datuk Seri (now Tun) Dr Ling Liong Sik, his son Hee Leong, Hee Leong's wife Carol Ong Lee Choo and Linksun Avenue Sdn Bhd.

1995 : Promet

Dato' Soh and his associates appeared on the scene in Sep 1995, when they acquired 111.1 mln shares representing a 21% interest in Promet and became the dominant substantial shareholders. The acquisition price was not disclosed, but the mass media reported the purchases at around RM250 mln, or RM2.25 per share. Promet's market price at that time was RM3.10. The old board of directors of Promet left within 2 years after the new management came in. The new management team engaged Promet in 3 activities that had detrimental effects on its viability: [1]. Increased its interest in Ipco to 75%; [2]. Began share trading using margin accounts and [3]. Bought shares in other companies. Let us examine how these activities led to Promet's downfall:

[1]. Acquisition of Ipco shares

In Nov 1996, Promet increased its interest in Ipco to 75% at a cost of RM106.6 mln cash. This was to focus on the group's core activities of marine engineering, infrastructure and construction sectors with more emphasis in the Southeast Asian & African markets. The group had around RM410 mln worth of contracts in mid-1996. However, the difficult economic conditions and currency depreciation in the region adversely affected Ipco's operations. In 1998, Ipco made an operating loss of RM75.6 mln, due to additional costs in a Nigerian project, provision for doubtful debts and deferment & cancellation of projects in Asia. In Nov 1998, Promet's interest in Ipco dropped to 25.5% due to financial institutions in Singapore selling Ipco shares that Promet had pledged as collateral for loans. Table 1 shows the major exceptional losses from 1997-1999, partly contributed by Ipco.

Table 1: Exceptional losses (RM mln)

[2]. Share trading using margin accounts

During the financial year ended 31 Apr 1997, Promet purchased shares in certain listed companies, as shown in Table 2, in which Dato' Soh had an interest in. The purchase of these shares partly contributed to the losses suffered in share trading, as shown in Table 1. In addition, in late 1999, Promet defaulted in payments of around RM478 mln, of which RM147.5 mln was attributable to share margin & trading accounts. Of this amount, RM60.4 mln was extended by Omega Securities S/B, a company associated with Dato' Soh - see last week's special selection.


Table 2: Promet�s purchases in companies related to Dato� Soh
 
 
[3]. Purchase of shares in companies

Promet entered into an agreement to buy a 32.9% interest in Westmont Industries Bhd (WIB) for RM498.4 mln cash in late 1996. In Apr 1997, Promet arranged to sell its entire 32.9% interest in WIB to Swascojuta S/B for the same amount plus costs incurred in the share transactions, thus resulting in no loss to Promet. However, an amount of RM96 mln was deemed uncollectable from Swascojuta S/B and was written off in 1999. In addition, the Group acquired a 41% interest in Nina Investment Holdings Pte Ltd in Feb 1996 for RM105.0 mln, of which RM98.4 mln was paid. The acquisition was subsequently aborted but Promet deemed the amount paid as irrecoverable and wrote off the entire RM98.4 mln in 1999.

In totality, within 4 short years, from 1997 to 2002, Promet suffered heavy losses under the new management, incurring losses attributable to shareholders of a mind-boggling RM1.01 bln. This undid all the efforts made in the early Nineties to put Promet on a sound footing.

Exit Via Rekapacific ?

On 27 Dec 1996, Dato' Soh sold 100 mln shares in Promet to Rekapacific Bhd for RM350 mln cash. Assuming he bought his earlier shareholdings at RM2.25 per share, that would have translated to a gain of RM125 mln. Subsequently, Dato' Soh resigned from the board on 30 June 1999.

Public Reprimand And Fined

On 27 July 1998, Promet obtained a restraining order from the High Court for Promet and 3 subsidiaries to restrain any actions or proceedings taken against them by creditors. The group proposed a restructuring scheme on 31 July 1999 that involved a reverse takeover by Safuan Group Bhd but the scheme was aborted on 23 Feb 2001. On 21 July 2000, the KLSE issued a public reprimand and a RM50,000 fine on Promet for failing to issue a circular to shareholders and to obtain prior approval in a general meeting in relation to two share transactions carried out by the company in 1997 which involved the interest of past directors and substantial shareholders of the company.
Come back 2nd time?
Sources said that Soh chee Wen started invest in Innopac、IPCO International Ltd and Annica in 2000。And he only invested in Magnus Energy Group Ltd in 2003 and 2004。

IPCO International Ltd is one of the substantial shareholders of Innopac.















Sunday 3 November 2013

Riverstone Holdings Limited and other rubber glove company targeted by internet fraud syndicate

Internet fraud syndicate like phishing usually target individual. However, it seem corporate world being targeted by such syndicate also. The recent target is rubber gloves manufacturing company in South East Asia.

Fraud 1

 On 5 May 2013, shipping assistant of Riverstone Holdings Limited's subsidiary Sinetimed Consumables Sdn Bhd issue a quotation to customer in Thailand to request payment.

On 13 May 2013, Fraudsters used same name as above shipping assistant and a similar email address send an email to above customer. stating that Monetary Authority of Singapore (MAS) is in the process of auditing company bank account. Thus, unable to process any fund transfer. The email requested customer to remit money to new bank account.

Email address of staff of company is shipping@sinetimed.com. email address of fraudsters is shipping@simetimed.com . Only one alphabete different. The email requested payment to Alliance Bank under a bank account of AL Solution. Transaction amount amounted to USD91,400. However,customr in Thailand have remitted money to original bank account. Thus, unable to remitted to new bank account again.

Fraudsters  reply the email by alleged the other party making a mistake. And requeted customer to remitted money again to new bank account with hostle and unpolite tone to avoid delay in delivery.

customer feel very angry, express intention to cancell all order and send an email to another manager to complaint such unpleasant incident. This make the case expose as fraud.

Company search on CCM discover that AL Solution sre a company base in Penang and company registration have expires on 9 March 2012. The company registered under two Chinese partner name.

Fraud 2

Head of customer services of Riverstone Holdings Limited's subsidiary Riverstone Resources Sdn Bhd has issued a Delivery Order to customer in US on 16 October 2013.

A fake email send under name of head of customer services has been received by customer in US on 15 October 2013 (US time) to inform change of bank account. attached with letter with company letterhead, stamp and signature. Requested customer to pay to CIMB Bank to bank account of MTD Mega Global Resources.

As customer already received announcement of company warning of possible fraud in May 2013. Customer in US become alert when received such fake email.

The customer discover that email address received  different from normal email address of the staff and suspected fraud. the customer in US counter check and confirmed the fraud.

Email address of staff is hkong@riverstone.com.my whereas email address used by fraudster is hkong@riverstone.me.uk.

According to website of CCM, MTD Mega Global Resources is a company base in Kajang, Malaysia

Other Rubber Glove company




According to President of Malaysian Rubber Glove Manufacturers Association (MARGMA) Mr Lim Kwee Shyan. Another member company of the association also being targeted and customer of the member company has been con amounted to several million in USD, the money has been remitted to bank in Indonesia. The member company did not make any loss as it is ngligent of it customer. a circular has been issued to all member of the Association in April 2013 to warn them of possible fraud.

However, after a police report has been made. Police informed them that they unable to investigate as the company never incurr any loss. President of MARGMA feel that despite no loss incurred. It is a matter of reputation of Malaysia and it central Bank. Bank Negara should try to investigate and get information from it Indonesian counterpart. Mr Lim also disappointed that the authority also unable to investigate in Riverstone case, even it involve local bank. How can a bank let a person with fake document to open a bank account? He feel poloce should investigation even it is no loss involve.













套取户头资料 动辄诈骗百万 “网络大鳄”入侵企业界

http://www.nanyang.com/node/576042?tid=460

(八打灵再也2日讯)网络诈骗手法层出不穷,如今更进一步,犯罪者的目标不再是个人,而是公司,涉及款项少则动辄数以万元计,高者甚至超过百万。

网络老千最惯用的手法是“网络钓鱼”(Phishing),一般上是盗用银行、国行或警方名义,以种种借口要求顾客更新资料,一旦受害者不疑有他,拱手交出银行资料,往往直到户头被掏光才恍然大悟。

然而,最近企业界却传出犯罪集团入侵的消息;有关集团骇入公司电邮账号,假冒公司职员,并附上拥有公司信笺及印章的伪造公函,通知公司客户,指称公司已更换新的银行户头,要求顾客付款到新户头。
 

林魁贤:2手套公司被骗 银行应揪“大鳄”户头持有人

 
林魁贤针对网络骗案大吐苦水。
 
 
(八打灵再也2日讯)马来西亚橡胶手套制造商协会(MARGMA)会长林魁贤呼吁国家银行严厉管制本地银行,以便发生网络诈骗案后,合力追查诈骗者的银行户头持有人。
他说,除了立合斯顿控股有限公司子公司的案件外,今年2月至3月期间,协会某会员的公司也遭遇骗案,而且公司顾客被骗走数万美元。
“这宗案件犯案手法与立合斯顿遭遇的骗案相似,诈骗者要求顾客汇款至印尼银行户头,顾客不疑有诈,结果被骗走数万美元。”
他指出,上述公司向警方报案后,却被告知警方没办法彻查。他说,由于有关客户的个人疏忽,因此独立承担该笔损失。
“虽然那间手套公司没有蒙受任何金钱损失,但是国行及大马的名誉已受影响。
“此案件涉及印尼银行户头,国家银行可以向印尼相关单位索取资料。”