Author: Mei Ling Tan

  • Globe Telecom to secure controlling stake in Taodharma

    Globe Telecom to secure controlling stake in Taodharma

    “Accordingly, the change of our stake in Taodharma shall be reflected in the pertinent regulatory reports,” Globe Telecom said in its statement. Taodharma does buying, selling, distributing, marketing all kinds of goods, including mobile communication devices and accessories.

    It is also engaged in establishing, operating and maintaining retail stores in the Philippines that sell telecommunications or internet-related services, gadgets and devices.

    Globe Telecom partnered with Allphones Australia, and Taodharma’s parent firm Tao Corp in 2014 to boost its postpaid customer base by expanding its sales distribution channels. This gave birth to Allphones Philippines, a national reseller of mobile phone solutions across multiple carriers.

    Tao Corp is a community of companies in the Philippines focused on supply-chain services related to health & wellness, distribution and marketing, resources, and financial services.

    Allphones claims to be the largest specialist multi-carrier mobile telecommunications retailer in Australia having over 170 retail outlets. Australia Philippines currently has 46 retail outlets.

  • Instant noodles sales slumps in China

    Instant noodles sales slumps in China

    Instant noodles, once an easy meal for millions of Chinese workers, is getting less popular. Workers scrapping instant noodles are seen as a symbol of the chaining lifestyle of the working class. The sales of instant noodles fell 12.5 percent last year. The King of noodles in China, Taiwanese Tingyi, known for its brand Master Kong (Kong Shifu), was evicted from the Hang Seng Index on the Stock Exchange of Hong Kong in September. Its profits declined by 60 percent last year. According to Bloomberg, this is a classic example of the economic and demographic transition in China.

    Between 2003 and 2008, the instant noodle market has exploded in China, from $ 35 billion to 59 billion yuan ($ 4.7 billion to EUR 7.9 billion). At the time, Chinese growth exceeded 10% of the average (14.2% in 2007). The industry flourished with the boom of construction, heavy industry, and the low-end factories, which needed cheap labor. The coast provinces attracted millions of migrant workers, who relied on these convenient meals.

    Unfortunately for the noodle industry, China has developed. Today, the 25 cents noodle is less exciting. Because of the policy of one-child, the Chinese population of working age began to decline in 2010. And by 2015, for the first time in 30 years, the population of migrants has declined, after having exceeded 250 million.

  • Changi Airport Group issues tenders for T3 Fashion & Jewellery

    Changi Airport Group issues tenders for T3 Fashion & Jewellery

    Changi Airport Group (CAG) has issued retail tenders across fashion and jewellery categories, as well as for a short-term tenancy shop.

    CAG has opened two individual commercial opportunities in fashion, in search for established mid-price fashion names to operate at the terminal three North departure/transit lounge, spanning 94sq m and 41sq m respectively. The operators will run the units for three years between July 9 2017 to July 8 2020.

    One retail unit will be designated for a jewellery name to operate a 35sq m store concession at T3’s South departure/transit lounge. The three-year tenancy contract will also begin from July 9 2017 to July 8 2020.

    The airport operator stated it was searching for “unique and exciting mid-price fashion brands and concepts as well as unique and exciting jewellery brands that are currently not represented at terminal three of Singapore Changi airport that will inject buzz to and differentiate the retail offerings at Singapore Changi.”

    This is in twine with a short-term tenancy shop totalling 21sq m at T2 North departure/transit lounge, with a tenancy period of one year from May 20 2017 or upon the date of physical handover of the premises to the successful operator. The airport said all product categories may be considered, with the exception of liquor and tobacco and perfumes and cosmetics concepts.

     

  • Mobile marketing cuts printing cost for Pizza Hut

    Mobile marketing cuts printing cost for Pizza Hut

    With over 70 restaurants in the city, half of Pizza Hut’s business in Hong Kong is dine-in. This gives the diner a great incentive, but at the same time, huge pressure to improve its customer experience.

    In 2014, Pizza Hut started its mobile marketing campaign project. The primary objective was to better serve its customers. Additionally, it wanted to cut out a huge portion of its printing costs on direct marketing materials.

    Pizza Hut has been a customer of Salesforce. “When we started the mobile marketing campaign project in 2014, however, we didn’t know that Salesforce Marketing Cloud could help us to manage marketing campaigns,” said Ravel Lai, group IT director at Jardine Restaurant Group Hong Kong and Macau, in an interview with Computerworld Hong Kong. Jardine Restaurant Group operates Pizza Hut and the KFC restaurants throughout the city.

    Lai’s team studied different marketing solutions and decided to adopt Salesforce Marketing Cloud. “We considered other marketing tools such as those from Oracle and Adobe. We had even approached IBM, but they didn’t have a marketing solution,” he recalled.

    Evaluating a marketing solution was different from that of an IT solution. “This was not a traditional ERP solution, but something new to the IT team. We invited the marketing people and bosses at Pizza Hut and KFC to view the solution demo, and then we let everybody vote,” Lai said.

    Extra 7-10% revenue

    “We were not trying to solve a particular technology problem, but to improve on our marketing campaign management,” said Lai.

    In the past, Pizza Hut used to mail cash coupons to its customers. This involved different stages of production, which were all time-consuming, such as graphic design and printing, before it can finally distribute and mail out the coupons.

    With the new solution, conducting mobile marketing campaigns has become much easier. Now, Pizza Hut would only need to involve an in-house graphic designer to design the digital marketing material, which could be ready for distribution in just two hours.

    “Last year on one rainy morning, I asked my team to send a mobile message along with a coupon to our customers. After preparing the customer segmentation, we decided to send the message to 15,000 housewives and office workers at around 11:00 am to catch up with lunchtime at noon,” said Lai. “The results were good, as we generated an extra 7-10% in revenue for the day.”

    90% printing cost savings

    In the past, Pizza Hut used to distribute paper coupons to customers. The printing and mailing costs involved had been 10 times higher than if the marketing campaigns were conducted on Salesforce Marketing Cloud.

    “This is a very good tool for us to do the job. Instead of sending physical leaflets, we now use the mobile marketing platform, which incurs just 10% of the original printing cost,” said Lai.

    “Besides, the replacement of physical leaflets with mobile marketing messages makes Pizza Hut more environmentally friendly, too.”

    Express ticket

    According to Lai, many restaurant groups have developed their own mobile applications, but their primary function is largely limited to remote ticketing. “When everybody does the same thing, we ask ourselves, ‘How should we do it differently?’”

    To distinguish its restaurant mobile app from the competition, Lai borrowed the idea of “Fast Pass” from Disneyland theme park. A Disneyland Fast Pass allows a visitor to shorten his or her waiting time by getting a pass in advance for selected attractions, and return within specific timeframes.

    Using Pizza Hut HK’s mobile app, a user can obtain a queue number before they even reach the restaurant. This cut down the time and money required for us to issue queue numbers.

    By doing proper customer segmentation on Salesforce Marketing Cloud, Pizza Hut can send messages to customers whose last visit was over one month. The typical message would read: “Dear customer, you visited us one month ago and purchased a meal in our restaurant. We are so sorry that you had to wait for 15 mins. Here is an express ticket for you so you can jump queue upon your next visit. The express ticket is good for two weeks,” Lai suggested.

    Loyalty points reward system

    Pizza Hut HK’s mobile app also provides a points rewarding system. With every HK$5 of purchase at the restaurant, a customer gets one point. “With 50 points, our customers can redeem four pieces of chicken wings,” Lai said.

    Pizza Hut’s loyalty points are transferrable. “When you come to the restaurant with your friends, you and your friends can combine the points together to redeem the reward, for example, 50 points for a pizza,” said Lai.

    Social CRM

    With Salesforce Marketing Cloud, Pizza Hut’s mobile marketing campaign platform has enabled the restaurant group to tap on social CRM. “When I sold the idea of social CRM to the management, I emphasized not just on the benefits, but the improvement on the customer journey,” Lai said.

    Regarding Pizza Hut’s implementation of mobile marketing campaign project, Lai summed up, “If I do it now, I am the pioneer. If I do it later, I would just be a follower.”

  • Fintech investment fund Senjo Group opens new HQ in Singapore

    Fintech investment fund Senjo Group opens new HQ in Singapore

    Senjō Group, a privately held investment firm, unveiled today its new global headquarters in Singapore. The leading financial technology investor has leased the entire 56th floor of One Raffles Place in Singapore’s Central Business District.Established in 2015, Senjō Group was first set up as a holding company for a portfolio of payments and financial technology companies with operations spanning Asia, Europe, North America and Africa.

    This growing portfolio of companies operate across payments processing, cross-border remittance, foreign exchange, trade finance, e-commerce, mobile payments, commodity trading and factoring – functions split between Senjō’s core business units: Payments, Commerce, Ventures, Trading and Finance.

    “Senjō offers deep operational expertise across e-commerce, payments, technology and corporate finance. Our strategy has always been to invest in profitable financial technology firms with high growth potential in Asia and around the world. Our goal is to build a world-class financial technology group, and to do that we need the right space,” said Yoshio Tomiie, Head of Commerce, Senjō Group, “Singapore has established an enviable position as a leading Asian financial technology centre with an exciting innovation eco-system, a great talent pool and fantastic infrastructure. It also boasts a business-friendly environment so it was therefore an obvious winner when considering locations for new headquarters for our global operations.”

    Senjō invests in both start-ups and established companies that are profitable and scalable, as well as partnering with companies who are looking to benefit from its global footprint, financial support and operational expertise. Senjō aims to increase its portfolio significantly over the coming years.

    “Our mission is to make commerce better, faster, easier. All our portfolio companies are dedicated to identifying and addressing inefficiencies – in transactions and payments, e-commerce, financial markets and trading – to create value for our customers, our partners and our shareholders,” added Yoshio Tomiie, Head of Commerce, Senjō Group. “Senjō’s management team has had significant experience in the acquisition, operation, and growth of financial technology companies, and we’re very well equipped to continue operating in this space.”

    The Group’s commitment to expanding their business is also reflected in recent executive appointments: Gavin Lock joins as Chief Operating Officer and Sam Evans joins as the Vice President of Business Development and Head of Ventures. Lock has had over 20 years of global experience working in both technology and communications sectors, and he has held primarily executive roles in strategy, M&A and management consulting. He joins from Accenture, where he was Senior Manager/ Principal of Strategy Consulting. Evans brings over 30 years of experience from the financial technology and payments industries, where he has held positions in business development, sales and general management, with familiar names such as Unilever, First Data and Sun Microsystems.

    In addition to the new Singapore headquarters, Senjō also has regional offices in Japan, Indonesia, Malaysia, Myanmar, Thailand, Luxembourg and the UK, and operations in most major markets.

  • Globe’s Fintech Subsidiary Mynt Selects Amdocs to Power its Casa Service

    Globe’s Fintech Subsidiary Mynt Selects Amdocs to Power its Casa Service

    Amdocs, the leading provider of customer experience solutions, today announced that Mynt, Globe Telecom’s fintech subsidiary, has selected the Amdocs Mobile Financial Services solution to power Casa – a new service that will enable Mynt to offer retailers a cloud-based, financial-grade, white-label digital money fintech platform, providing retailers with the means to offer a wide range of financial services and generate a new revenue stream.

    The Mynt Casa service, which will be powered by the Amdocs Mobile Financial Services solution, will enable retailers to offer bill payments, money transfers, closed-loop merchant payment solutions and loyalty program management. In addition, a card management feature will support them in issuing a closed-loop companion prepaid card to any customer, even if they do not hold a bank account. Cards will be linked to the user’s mobile wallet account, allowing them to pay for purchases at retail and online stores.

    The Amdocs solution will be deployed on Amazon’s public cloud. Based on a multi-tenant system, it will enable retailers in different locations to be hosted as separate tenants on a centralized platform, wholly managed by Amdocs. Under a five-year software as a service (SaaS) agreement, Amdocs will assume complete responsibility for development, deployment, operation and maintenance of the Amdocs solution via a revenue-sharing model with Mynt.

    “Retailers in emerging markets such as the Philippines need their own e-money solution that allows them to offer financial services such as point-of-sale payments, using cashless methods such as mobile wallets, payment cards and loyalty points,” said JM Aujero, chief sales officer at Mynt. “With Casa’s easy-to-use cloud-based platform, we will be able to provide for this need in a way that is tailored to each individual retailer. At the same time, it will enable them to offer wider financial services, such as third-party bill payments and money transfers without having to invest in new infrastructure deployment and operations.”

    “The ability for retailers and merchants to offer their own financial services solutions is a huge opportunity for mobile financial services providers to drive usage and adoption,” said Patrick McGrory
    , president for Amdocs’ emerging offerings. “Casa, powered by Amdocs’ cloud-based solution, provides superior, retail-specific capabilities, combined with a time-to-market advantage that will enable Mynt to quickly roll out services to its retail partners across the Philippines.”

    Amdocs also separately announced the availability of its Mobile Financial Services Card Management System (CMS). CMS supports any service provider in issuing both closed loop and open loop prepaid and debit cards to their customers, even to those who have no bank account. The card can be linked to a consumer’s mobile wallet with a stored value and/or loyalty point account as the source of funds. They can use the card to pay for purchases at a retail point of sale terminal, withdraw cash from an ATM, or for online shopping.

     

  • Grand Opening of the Second “Lukfook Jewellery” Shop in New York

    Grand Opening of the Second “Lukfook Jewellery” Shop in New York

    Luk Fook Holdings is pleased to announce that the Group opens its new retail shop in New York City. Located on first floor, New World Mall in Flushing, this new shop is the Group’s second retail shop in New York City after opening its first shop in Manhattan. To mark this occasion, the Group hosted a grand ribbon-cutting ceremony on 29 October. Officiating guests including Ms. Toby Ann Stavisky, the New York State Senator, Ms. Grace Meng, U.S. Congresswoman and Ms. Pauline Yeung, co-founder of the Group and winner of Miss Hong Kong Pageant, witnessed this significant moment together with many other guests.

    Mr. Wong Wai Sheung, Chairman and Chief Executive of the Group said, “Adhering to our corporate vision of “Brand of Hong Kong, Sparkling the World”, we have been actively expanding our retail network globally. Currently, the Group has over 1,460 shops in eight countries and regions. With the opening of the second shop in New York, the Group anticipates to further penetrate into the Chinese communities in the overseas market. We will continue to pursue high quality and innovation to enhance our brand competitiveness, and endeavour to provide quality jewellery products and professional services to customers all over the world, in order to build Lukfook as a premier jewellery brand for customers.”

    The Group has tapped into the North American market since 2003 and opened shops in Canada and the United States, laying the foundation for further overseas expansion. The new shop is located in New World Mall, which is one of the largest indoor Asian malls in the northeastern region of the United States. The mall features over 100 shops, offering jewellery, clothing, cosmetics, electronics, world cuisine and many more. With convenient location and easy accessibility, New World Mall is a popular shopping and entertainment hotspot for the Chinese in Flushing and Queens.

    Address: Space Nos. 112 – 116, First Floor, New World Mall, 136-20 Roosevelt Avenue, Flushing, New York, NY 11354, USA

  • Korea’s Eland Aims At Ten Shopping Centers In China In 2016

    Korea’s Eland Aims At Ten Shopping Centers In China In 2016

    South Korean apparel brand Eland plans to develop ten shopping centers in China before the end of 2016. Eland started tapping the shopping center market in China from January 2016. By cooperating with Parkson, the company aims to transfer traditional department stores into city outlets. For the next step, Eland will cooperate with other department stores and shopping malls in China, aiming to open ten shopping centers in this marketplace before the end of 2016. For the year 2017, the company aims to have over 30 outlets and by 2020, they aim at 500 outlets and sales scale of CNY200 billion.

    Eland Group has 56 Newcore Outlets in South Korea. The company plans to bring its successful operating model and experience into China and transfer traditional department stores into city outlets to attract young consumers.

    At present, Eland has opened two shopping centers in China, one cooperating with Parkson in Shanghai and the other cooperating with Hualian in Chengdu. In addition, Parkson previously closed a store in Nanchang in September 2016 and said they will team with Eland Group to implement transformation and upgrades for the store.

  • Private banks lacking scale exit Singapore

    Private banks lacking scale exit Singapore

    Just like real estate is about location, location and location, private banking is about scale, scale and scale – it is what’s needed to cope with the high cost of the business, say industry players.

    Monday’s surprise move by DBS Bank to snap up most of ANZ’s wealth and retail business in Asia for a bargain-basement price of S$110 million, or 0.5 per cent of the S$23 billion of assets under management, once again hammered home the point that scale is needed to run a private bank.

    Over the past two years, eight foreign private banks (ANZ included) have exited or will soon exit Singapore. Of the eight, two were closed by the Monetary Authority of Singapore for anti-money laundering violations. ABN Amro is reportedly the eighth departure, with the Dutch lender soon to sell its Asian private bank.

    Both DBS and ANZ, Australia’s fourth largest bank, mentioned scale as the reason for the sale. It wasn’t that the business didn’t turn a profit. It did; for FY16, it turned in a cash profit of A$50 million.

    ANZ is not a small player in Asia, and this sale does not signal its retreat from the region, it said. In fact, ANZ regards Asia as core to its strategy of banking large corporate and institutional clients, driven by trade and capital flows, particularly with Australia and New Zealand.

    ANZ Institutional Asia employs 1,490 people across 15 markets in the region.

    But, as ANZ chief executive Shayne Elliott said of the sale to DBS: “In retail and wealth, although we have grown a profitable business in Asia, without greater scale, ANZ’s competitive position is not as compelling.”

    Tan Su Shan, DBS’s group head of consumer banking and wealth management, said Asia continues to clock decent growth rates, so the organic growth outlook for the wealth-management business remains intrinsically intact, despite cyclical volatility.

    She said: “For banks looking to create a sustainable wealth-management business here, there are a few things to consider. Firstly, it is the bank’s ability to build scale, be sustainable and invest for the future.

    “Secondly, banks must be able to serve the local and global needs of Asian clients.”

    DBS has been aggressively building up its private bank business, timing it nicely with Asia’s explosive wealth growth. A joint survey by PwC and UBS last month said that, in Asia last year, a new billionaire was minted every three days.

    DBS chief executive Piyush Gupta said that, with Asia growing at 6 per cent, Europe at 1 and the US, 2, “you’d all give a left arm to be in Asia under the current economic conditions”.

    As Asia is tipped to be the richest region in the near future, private banks in the region need to adapt their business models to meet the growing demand.

    Bahren Shaari, Bank of Singapore’s chief executive, said: “For instance, with the rising cost of doing business, banks need to achieve scale, so further consolidation is inevitable. In the case of Bank of Singapore, we have enough scale to aspire to be among the top three private banks in our core markets.”

    But while Asia has the right conditions to attract private banks, it has to be borne in mind that the bulk of the rich are self-made or entrepreneurial; the joint PwC-UBS survey said about 85 per cent of Asian billionaires are first-generation.

    This means banks need to offer investment-banking services and access to debt and equity markets for clients looking to expand their businesses. They should not just sell wealth-management products or throw rare-whisky parties, which have become fashionable in some quarters.

    A private banker who turned down an offer from a major distiller to host a rare-whisky party said: “My clients are too busy making money to come for the whisky.”

    Credit Suisse, the third-largest private bank in Asia, decided in a strategic review last year to combine investment banking with private banking.

    Francesco de Ferrari, the bank’s head of private banking for the Asia-Pacific, said earlier this year: “The business model that is best suited to Asian clients’ needs is the integrated bank with private banking as a core business and its DNA, but also strong investment banking and asset-management capabilities.”

    So if some foreign banks have decided to exit Singapore, it doesn’t point to foreign banks beating a retreat from Asia.

    DBS’ Ms Tan noted that the largest private banks in Asia are, in fact, Swiss or American: “While some foreign players have left the scene, there are several who are still fairly dominant here.

    “These are primarily the large Swiss and US and banks who have managed to build scale in their private-banking businesses, either through long-term organic growth or through combining their wealth management business with a retail, corporate/investment banking or asset management business.”

    UBS, Citi, Credit Suisse, HSBC and DBS are Asia’s top five private banks. Julius Baer, Morgan Stanley, JP Morgan, BNP Paribas and Deutsche Bank round up the top 10.

    Ms Tan said: “That said, there remains more scope and opportunities for dominant local or regional players like DBS to gain market share as clients here look for customised solutions with a safe and steady name who remains committed to the region and the business.”

  • Chinese mall opens ‘nursery’ room for husbands

    Chinese mall opens ‘nursery’ room for husbands

    A new mall in Shanghai has set aside a space for what it is calling a ‘husbands nursery’, where it hopes bored spouses will hang out while their wives are shopping in the mall, China Central Television (CCTV) reported.

    This ‘husbands nursery’, on the third floor of a shopping mall in Shanghai which opened on October 30, “is equipped with multiple leisure facilities, including magazines in its reading area, and a television,” supposedly for men to relax, CCTV said. But what those running the mall may not know is that Chinese men – the mainland’s biggest online shoppers – will likely be racking up credit card debt sitting in the ‘husbands nursery’ and splurging on themselves.

    “Mainland men are more likely to splurge on themselves when making purchases over the internet than women – who focus more on buying daily necessities,” according to a May 2016 survey.

    The survey was conducted by Ant Financial Services, an affiliate of the Alibaba Group that owns the South China Morning Post. Its findings are contrary to popular perception that it is women who go on shopping sprees, buying cosmetics and clothes. And, the study also found that women are buying more daily household necessities, while men are splurging on personal-care products and leisure goods.

    “Male online shoppers prove to be more hedonistic and the level of online spending by men is higher than women,” Ant Financial said in its report published in May.

    The survey said that women still bought a greater number of goods and services on the internet, but that they were buying more daily necessities for household use. Men’s online spending on entertainment, sports, dining and travel was 26 percent higher than the spending of women, and that women’s online purchases were aimed at running more efficient households.

    Ant Financial conducted the survey in partnership with the China Academy of New Supply Side Economics. The survey was based on data collected by Alipay, China’s online payment giant operated by Ant Financial, which has 450 million users.

  • 7-Eleven offers 24×7 e-commerce service

    7-Eleven offers 24×7 e-commerce service

    Convenience store chain operator 7-Eleven Malaysia is jumping on the bandwagon in e-commerce by offering parcel locker services in some of its outlets to facilitate delivery for online shopping.

    The service is expected to start this month, says 7-Eleven Malaysia chief executive officer Gary Brown at the Asia Pacific Retail Congress in Kuala Lumpur recently.

    The move by 7-Eleven will be seen as a nascent but integral part of an expanding online retail eco-system that is beginning to grow in popularity in Malaysia.

    “An online shopper can choose to get his purchases delivered to a 7-Eleven store most convenient to him. Once it arrives, he will receive a text with a PIN code. Because we are a 24-hour convenience chain, we will be able to offer online shoppers the convenience to pick up their purchases 365 days, 24×7,” he says.

    Brown says the move is to make shopping as convenient as possible and is part of the chain’s evolution in the larger retail space that is not confined to bricks and mortar. It has been around since the 1980s but it was only of late that the convenience chain began went beyond retail to offer payment services.

    7-Eleven Malaysia Holdings Bhd was listed on Bursa Malaysia in 2014. The convenience store chain is controlled by Tan Sri Vincent Tan Chee Yioun, with an indirect stake of 53.59% via HQZ Credit Sdn Bhd. HQZ Credit is the ultimate holding company of Berjaya Retail Bhd – the major shareholder of 7-Eleven.

    Brown says he is seeing a lot of changes in Malaysia’s retail landscape and 7-Eleven, as part of that landscape needs to improve customer’s experience by making it convenient.

    Brown says the company plans to open 200 new stores annually for the next 10 years.

    It opened 500 new stores in the past 2½ years and at the same time, refurbished another 500. The cost of 200 new stores and refurbishing another 200 involves an investment of between RM80mil and RM90mil a year, he says.

    Brown says out of 2,050 7-Eleven outlets, close to 100 stores are located in malls and other managed facilities.

    In Publika, Solaris Dutamas, there are four 7-Eleven outlets, six in Times Square, Jalan Imbi and three in Sg Wang mall. Two out of the six in Times Square operate 24×7.

    “In a high traffic area, for example, in a mall, we need to have more density. In a mall, they operate 12 hours. But when they are outside a mall, but in a managed area, they operate 24×7,” he says.

    Brown says the company is interested to enter more malls. Having a store in a mall makes sense because consumers do not want to walk too far.

    “7-Eleven leverages on what we call impulse satisfaction, or instant gratification,” he says.

    It also offers mobile top-up services and payment of utility bills 24×7 and recently introduced sitting arrangement for that cup of coffee.

    “It is not convenient carrying a cup of hot coffee around,” he says.

    The convenience store operator reported a group revenue for the financial year ended Dec 31, 2015 of RM2.01bil, an increase of 6%, or RM113.2mil, over 2014’s revenue of RM1.89bil.

    The company reported a gross profit of RM59.9mil for 2015 financial year, which translates into a 3% gross profit margin over revenue, which is normal as margins tend to be rather thin for the retail sector. It reported operating income of RM109.7mil, an increase of 2.2% compared to 2014.

    Better merchandise mix

    Its growth in revenue was driven by new stores, an improved merchandise mix and consumer promotion activities, and was achieved despite an ongoing retail market negativity, which explains the need for the company to go into a store expansion mode as well as to offer new services at its 24-hour outlets.

    The company’s store expansion drive of about 200 new stores a year will help grow revenue. Its store count increased by 199 stores or 11.4 % from 1,745 stores to 1,944 stores in 2015.

    On the often quoted view that there is an oversupply of retail space in the Klang Valley and cities like Penang and Johor Baru, Brown disagrees.

    “There is a lot of mall space in the Klang Valley but I would not say there is an oversupply. Malaysians like malls, so they have a role to play, despite the growth in online retail,” he says.

    He says the more pertinent question is what will happen to malls which are not well located and which are not well managed.

    Those that are will continue to grow, thrive and attract tenants. A mall will survive on tenant mix, which drives customer traffic.

    “There may be some fallout if a mall does not have a good tenant mix,” he says.

  • Cambodia Properties Shine in Asean

    Cambodia Properties Shine in Asean

    Asean property markets are promising, with Cambodia offering the most attractive prospects due to strong demand and limited supply, notably in Phnom Penh.

    Aliwassa Pathnadabutr, managing director of property consultant CBRE Thailand, said prime residential property for rent in the Cambodian capital has posted the highest yield among all sectors at eight percent per year. Selling prices remain relatively low, but rents are high.

    “Demand for rental in Phnom Penh is driven by expatriates working for multinational companies set up in the city,” she said. “Asking rents are high as those companies are willing to spend on good accommodation for their staff.”

    With strong demand and a limited supply of only 5,500 units, the apartment sector has an occupancy rate of between 80 to 90 percent while rent per square meter is 700 to 1,000 baht (about $20 to $28).

    Rent for a one-bedroom serviced apartment is around 40,000 to 50,000 baht per month ($1,141 to $1,426), the same rate for a unit in Bangkok.

    But the average selling price for a high-end unit is only 110,000 baht per square meter, lower than Bangkok’s 200,000-300,000 baht.

    She said the selling price per square meter for a high-end residential unit in Phnom Penh is lower than that in Bangkok due to lower land costs. Construction costs, however, are close to those in Bangkok as most of the construction materials are imported from Thailand.

    For the high-end segment, the average selling price is 110,000 to 170,000 baht per square meter. For middle-end condos it is 93,000 baht and 24,000 baht on average for the affordable segment.

    The foreign ownership quota in Cambodia’s residential sector is higher than Thailand’s, with up to 70 percent of total units at a project. But foreigners are not allowed to buy ground-floor or basement units. Foreigners are also allowed to set up a company with 100 percent ownership.

    However, Thai investors should be cautious if they want to jump on the bandwagon as Phnom Penh’s residential supply will reach 25,000 units in 2018 from only 5,000 units this year, Ms. Aliwassa said.

    Investing in a condo for rent in Phnom Penh is attractive for individual investors. The major investment buyers in the city are Taiwanese, Chinese, Singaporean, South Korean and Japanese.

    “If Thais want to get in on the act, they should do so now or at the beginning of the boom as there will be a large volume of new supply being completed in the next two years,” added Ms. Aliwassa.

    She said office and retail spaces in Phnom Penh are limited but demand is strong so the occupancy rate is quite good. The city’s office supply totals around 280,000 square meters, compared with 8.4 million square meters in Bangkok.

    For C-grade office space, occupancy is as high as 90 percent due to a lower monthly rent of $10 to $15 per square meter. Rent for B-grade office space is $16 to $25 with an occupancy rate of 85 percent while A-grade rent stands at $28 with an occupancy rate of only 40 percent, compared with $30 in Bangkok.

    Another attractive investment in Phnom Penh is retail, as Thai brands are very popular among Cambodian consumers. Successful Thai retailers in Phnom Penh now include Major Cineplex, Fuji and S&P restaurants.

    Nonetheless, the retail property market in Phnom Penh is quite small compared with Bangkok. The current retail space in Phnom Penh totals 680,000 square meters, which accounts for less than 10 percent of Bangkok’s total retail area of seven to eight million square meters.

    Despite limited supply, the monthly rent for prime malls remains low at only 1,200 baht per square meter, compared with 3,000 to 4,000 baht in Bangkok.

    Although Phnom Penh’s luxury segment has a limited supply, it might be too soon to enter the market as the segment is very small and Cambodian consumers are not ready to accept luxury prices, said the consultant.

    “Besides checking local regulations, investors should consider the balance of costs, prices and returns. If one of them is too high, the rest will fall down just like in Myanmar where land costs are very high,” added Ms. Aliwassa.

    Tony Picon, managing director of property consultant Colliers International Myanmar, said all commercial properties in Yangon are attractive with high occupancy rates since supply is limited and demand is strong.

    “New supply is difficult to enter as regulations are unclear and land costs are steep,” he said. “But opportunities in Myanmar are high as its GDP is the highest in the region at 8.3 percent. The country also boasts abundant resources.”

    Suphin Mechuchep, managing director of property consultant JLL Thailand, said Vietnam is an interesting investment destination as its economy is picking up, purchasing power is strong and the government is spending on infrastructure projects.

    “All segments in Vietnam’s property market have bottomed out in the past two years as middle-income earners prefer spending on IT, mobile and technology,” she said.

  • Zhouheiya fast food chain to list in Hong Kong

    Zhouheiya fast food chain to list in Hong Kong

    The initial public offering of Zhouheiya, a Hubei province-based fast food chain known for its spicy-braised duck neck and other ready-to-eat snacks, opened for subscription in Hong Kong, looking to raise up to HK$3.3 billion ($425.7 million).

    The braised food producer and retailer, scheduled to make its trading debut on Nov 11, will sell 424 million shares at an indicative range between HK$5.8 and HK$7.8 apiece.

    Founded in 2002 in Wuhan, Hubei province, Zhouheiya beefed up its business footprint in 38 cities across 12 mainland provinces with 715 self-operated retail stores.

    Executive Director Hao Lixiao told a news conference in Hong Kong on Monday that the company is always looking to expand into the Hong Kong and Macao markets. However, he didn’t reveal a detailed timeline, adding that the firm still deals with the local licenses, not to mention that product research and the buildup of sales networks also takes time.

    Zhouheiya’s Hong Kong IPO highlighted an industrywide trend of mainland duck-food manufacturers floating public shares. Competitors like Jiangxi Huangshanghuang Group listed in Shenzhen back in 2012, while Hunan Juewei has been stuck for more than two years in the Chinese mainland’s clogged pipeline of IPOs.

    “Such a trend indicates that growth of mainland duck-food chains has somewhat run into a bottleneck which pushes them to raise capital via public listings as a growth booster,” said Zhu Danpeng, a researcher at the China Brand Research Institute.

    With rival Hunan Juewei being trapped in a big logjam of mainland IPO filings, Zhouheiya’s decision to join in a cluster of mainland food companies floating in Hong Kong appears to be a time-saving move.

    Choosing Hong Kong as a listing destination helps companies jump the long IPO queue in the Chinese mainland, but low valuation in the Asia’s financial hub remains a sure thing. In particular, Hong Kong investors still view food stocks listed there as generally expensive options, which may explain why some believe shares of Zhouheiya are priced a bit too high, said Hannah Li, a Hong Kong-based strategist with UOB Kay Hian.The IPO logjam that has long beset mainland catering companies accessing mainland capital markets was spotlighted when high- and mid-end restaurant chain Xiao Nan Guo Restaurants Holdings, and hotpot chain Xiabu Xiabu turned to Hong Kong to list in 2014.

  • HKMA grants stored value licences to eight more issuers including PayPal

    HKMA grants stored value licences to eight more issuers including PayPal

    The Hong Kong Monetary Authority (HKMA) said on Friday that it had granted stored value facilities (SVF) licences to eight more issuers including Paypal Hong Kong Limited, bringing the total to 13.

    “We are pleased to see companies with diverse backgrounds offering a variety of SVF products which will enhance retail payment convenience in Hong Kong,” said Howard Lee, Senior Executive Director of the HKMA.

    The implementation of a supervisory regime by the HKMA will strengthen public confidence in using stored value products and services which, in turn, will encourage innovation in the local retail payment industry, Lee said.

    The other issuers granted licenses are 33 Financial Services Limited; Autotoll Limited; ePaylinks Technology Co., Limited; K & R International Limited; Optal Asia Limited; Transforex (Hong Kong) Investment Consulting Co., Limited; and UniCard Solution Limited.

    The city’s de-facto central bank granted the first batch of licenses to SVF issuers such as Alipay Financial Services (HK) Limited in August.

    The Payment Systems and Stored Value Facilities Ordinance started operation on Nov. 13 last year and provided a one-year transition period for application for SVF licences.

    Upon the expiry of the one-year period, it will be illegal for any person, unless being exempt, to issue or operate SVF without a license, the HKMA said.

  • Thailand takes a long-term gamble on Isaan region

    Thailand takes a long-term gamble on Isaan region

    If all goes according to plan, Thai Prime Minister Prayuth Chan-ocha will make a media splash next year with the launch of a 60 kilometer stretch of dual-track train line between Nakhon Ratchasima and Khon Kaen provinces in northeast Thailand.

    Work on the short spur — part of a larger project to upgrade the region’s freight transport to Thailand’s main deep sea port — is being speeded up to be completed before the next election. But whether the planned publicity stunt will win Prayuth’s coup-installed government popularity in the country’s poor northeast region remains to be seen.

    Prayuth’s government is banking on heavy investments in infrastructure to both stimulate growth during the current economic doldrums and strengthen Thailand’s competitiveness in the future. While most economists concur that the expenditure on infrastructure is long overdue, some say a lot more could be done to help the country’s rural poor in the short term. And most of Thailand’s rural poor live in the country’s northeastern region, known locally as Isaan.

    Isaan was the only region to reject the draft of a military-guided constitution in the Aug. 7 referendum, with 51.4% of the people voting against it compared with a nationwide 61.40% endorsement. Isaan, accounting for one third of Thailand’s 67 million population but only 10% of its gross domestic product, is also the power base of the Pheu Thai Party, whose de facto leader is Thaksin Shinawatra, the populist politician and the present regime’s number one enemy. Prayuth and his officers originally came to power after a May 2014 coup, toppling Thaksin’s sister, former Premier Yingluck Shinawatra.

    Prayuth, using his sweeping powers under an interim constitution, has fast-tracked at least 20 megaprojects that will cost the country an estimated 2 trillion baht ($57 billion) over the next six years. Of that amount about 10% will be spent in Isaan — primarily on a new motorway linking Bangkok to Nakhon Ratchasima, Isaan’s largest city, and an expanded dual-track train link connecting Khon Kaen, Isaan’s second largest city, to Nakhon Ratchasima and on to the port of Laem Chabang on the eastern seaboard southeast of Bangkok. A single track already exists, but is too congested to serve as an efficient freight link for the Isaan region to transport its main crops to markets abroad. A third megaproject, a so-called Sino-Thai high speed train between Bangkok and Nakhon Ratchasima, has yet to receive cabinet approval.

    “The fact that the government is seriously interested in infrastructure is something, anyway, because if you trace the history we haven’t been investing enough in infrastructure here,” said Somchai Lertlarpwasin, director of the Bank of Thailand’s North Eastern Regional Office. “If the government puts 200 billion baht in the region over six years, it’s over 2% of the gross regional product in the northeast, so it means that you’ve lifted up GRP by 2% already, not even accounting for the crowd-in effects.”

    Retail boom

    There have been some “crowd-in” effects already. Nakhon Ratchasima, also called Korat, is fast becoming a shopping paradise for people in the region and from farther afield in neighboring Cambodia and Laos. All three of Thailand’s largest Bangkok-based department store chains have invested in massive outlets in the city, which will boast 1 million sq. meters of retail space by late next year.

     

    The Mall has had an outlet in the city since 1996, and recently invested 100 million baht to build an extension that includes a “Snow Zone,” treating Issan customers to a winter wonderland of ice skating, sledding and snowball-throwing. The Mall’s expansion was driven by increased competition, the advent of the ASEAN Economic Community earlier this year and the government’s approval of the new motorway to the capital which will halve travel time to Korat to around 2.15 hours.

    “Korat’s prospects are bright. If the government had not committed to investing in infrastructure it might have been harder to persuade the board to invest in the expansion,” said Preecha Limoua, general manager of The Mall’s Nakhon Ratchasima Branch. The department store’s Snow and Ice Planet is proving a new tourist attraction for the city. “Cambodian families are already coming here to see the snow. It is the only snow in Isaan.”

    Terminal 21, owned by Siam Retail Development, will open a 250,000 sq. meter outlet in December, boasting the city’s first observation tower on the outside and a replica of the Eiffel Tower on the inside. Central Group plans to open a Central Grand Plaza outlet with 320,000 sq. meters of retail space in September 2017. The Mall Korat, with its snow zone extension launched in October, now occupies 360,000 sq. meters. There is also a Makro, eight Tesco-Lotus convenience stores and several Big C locations, while Sweden’s Ikea and Japan’s Aeon are both reportedly looking for locations in the city.

    Klang Plaza, a local department store chain that opened its first outlet in Korat 50 years ago, has three outlets already and is investing in a fourth near the city’s railway station. The local chain, which operates under the motto “The Korat Department Store,” is not afraid of the upmarket competition from Bangkok, given its strategy of concentrating on supermarkets and stationery supplies and keeping its outlets within walking distance from Korat’s city communities. “Korat can handle 10 department stores,” said Pairat Manasilp, vice president of Klang Plaza Company.

    Korat grows, Issan flounders

    Korat province has a population of 2.7 million people, and a GDP of about 250 billion baht, the highest in Isaan. Only 250 kilometers northeast of Bangkok, Korat is an obvious gateway to the northeast and a logistical hub. It is already an industrial hub. U.S.-based Seagate Technology Company has a huge HRD disk drive factory in Korat, employing more than 12,000 people. The province is best known, however, as a hub for food processing using Isaan’s main commercial crops — rice, tapioca and sugar. Isaan accounts for half of Thailand’s exports of the three crops, which employ more than 700,000 Isaan families.

    In the long run, the dual track rail line running from Khon Kaen to Laem Chambang will provide a vital and cheaper transport link for these commodities that could make them more price competitive abroad.

    “The problem with Thailand is transportation costs. We don’t have efficient transport like trains,” said Hassadin Suwattanapongchet, president of the Nakhon Ratchasima Chamber of Commerce. Rail currently accounts for only 2% of Thailand’s goods transport, although freight is about half the cost of road transport per ton and is less polluting.

    Work has commenced on the dual track line, but it will take four to five years before the connection to Laem Chabang port is completed. “That’s a long time. People cannot imagine what it will be like in five years, so if the government can last for five years some people will be grateful,” Hassadin said. Villagers to be displaced by the new motorway have long opposed the project, but their opposition has been silenced by Prayuth’s edict.

    While Korat’s prospects look bright, the rest of Isaan is still suffering. Since last year, the region’s farmers have been hit by a triple whammy of declining demand for their commodities in China, low commodity prices worldwide and drought.

    All commodity prices except sugar are down, while sugar cane has also suffered in the aftermath of the 2015-16 drought. The price of tapioca, which is exported mainly to China, has dropped from 2.30 baht per kilogram last year to 1.40 baht now. Other than short-term measures, such as paying cash to farmers to compensate for low prices, the government has seemed stumped by the challenges facing regional agriculture. For instance, the Federation of Thai Tapioca Growers has been urging the government to strengthen efforts to promote of the use of tapioca in ethanol fuel and plastics, but so far, the official response has been slow.

    The region’s rice, tapioca and sugar cane farmers were the target of populist measures under the previous two elected governments designed to boost their incomes. A controversial rice pledging scheme under Yingluck’s government, promising to buy rice at 40% above market prices, was particularly popular but crashed down in scandals over corruption allegations. It seems unlikely that Prayuth’s transport projects, due for completion years from now, will win him similar kudos. The former Army Commander-in-Chief has made it clear he would be willing to become prime minister after the next election, albeit as an appointed one.

    “The government can invest in the motorway, or a high-speed train, or whatever, but the fact remains that most of the people here are farmers and the price of their crops — rice, tapioca and sugar — are low, so the people will have no money to drive cars on the motorway, or ride the high speed train, or shop in department stores,” said Pornchai Amnuaysap, senior adviser to the tapioca growers’ federation. “They will just stay at home and try to survive.”