Author: Mei Ling Tan

  • Flash Coffee, Ageless Galaxy Streetwear to launch capsule collection

    Flash Coffee, Ageless Galaxy Streetwear to launch capsule collection

    Tech-powered coffee chain Flash Coffee has collaborated with lifestyle brand Ageless Galaxy Streetwear to unveil the ‘Push’n Boundaries’ collection.  The collection features five items including three streetwear-style tees, a metal pin and a sticker pack. These will be sold in Singapore, Indonesia, Thailand, Taiwan, Hong Kong and South Korea.  According to Flash Coffee, the partnership was the idea of Ageless Galaxy CEO Tamish Aswani and Flash Coffee’s CEO and co-founder David Brun

    The collection features five items including three streetwear-style tees, a metal pin and a sticker pack. These will be sold in Singapore, Indonesia, Thailand, Taiwan, Hong Kong and South Korea.

    According to Flash Coffee, the partnership was the idea of Ageless Galaxy CEO Tamish Aswani and Flash Coffee’s CEO and co-founder David Brunier. Both seek to empower people to push their boundaries in everything they do by developing a collection that embodies the philosophies of both brands.

    The two companies say the tees in the collection are made with 100 per cent cotton. The white, and black and white, tees go well with a variety of outfits, while the striking yellow long-sleeve tee has ink that changes colour when exposed to sunlight, turning from white to pink.

    Launched in 2020, when Asia’s coffee industry was hit by the first Covid-19 pandemic, Flash Coffee has operations in six markets across Asia – Singapore, Indonesia, Thailand, Taiwan, Hong Kong, and South Korea. The Singapore-headquartered chain has received investment from Rocket Internet, Delivery Hero, White Star Capital, Global Founders Capital and Conny & Co.

    Ageless Galaxy, which was established in 2013, is an Indonesian lifestyle brand offering streetwear clothes inspired by outer space exploration. The brand opened its first brick-and-mortar store in Jakarta in 2020.

  • Cos launches its first store in Taiwan

    Cos launches its first store in Taiwan

    Swedish fashion brand Cos has expanded its store network into Taiwan, opening its first brick-and-mortar store at the Taipei 101 Shopping Center.The 700sqm flagship also marks Cos’ first concept store in the world. While Cos Taipei 101’s exterior features forest green, the interior is dominated by a warm neutral tone, delivering a cool and tranquil atmosphere.  Minimal design with organic textures and recycled elements was put in place, including bamboo furnishings, slate-shaped cashier cou

    Minimal design with organic textures and recycled elements was implemented, including bamboo furnishings, slate-shaped cashier counters, stone magnetic floors and aluminum display shelves. Meanwhile, the table surface is made from Richlite material, which is manufactured from recycled paper and phenolic resin.

    “Opening a store in Taipei is an exciting step,” said Petra Lerch, MD of Cos Asia Pacific. “We have been planning to enter this market for some time, and launching this new brick-and-mortar store is like the first place to connect with local customers.”

    Founded in 2007, H&M Group-owned fashion label entered Asia in 2012 in Hong Kong. Since then, Cos has gradually expanded its presence in the continent, launching in markets including China, Japan, South Korea and Malaysia. The brand opened its first store in the Philippines last year. Cos currently operates more than 280 physical stores around the world.

  • Cafe Amazon plans 150 stores in Saudi Arabia

    Cafe Amazon plans 150 stores in Saudi Arabia

    Thailand’s Café Amazon has launched in Saudi Arabia, opening its first store in the region at Riyadh’s InterHealth Hospital.

    PTT Oil and Retail Business (PPTOR), which operates the Café Amazon coffee shop chain, said it is targeting expansion to 150 stores in Saudi Arabia by 2032.

    Marking the opening of the Riyadh store, Jiraphon Kawswat, CEO of PPTOR, highlighted the potential of the retail market in Saudi Arabia, especially the growth of premium coffee outlets which she noted as being driven by increasing consumer demands.

    Project Café Middle East 2019 forecast Saudi Arabia to be the fastest growing market in the Middle East (9.6%), exceeding 2,600 outlets by 2023.

    In October 2021, PPTOR said it plans grow its Café Amazon coffee chain to 1,000 international stores by 2025, a downgraded target from an earlier goal to reach 5,800 stores globally by 2025.

    Founded in 2002, Café Amazon is Thailand’s largest branded coffee chain. The company currently operates more than 4,000 stores across Thailand, Cambodia, China, Japan, Laos, Malaysia, Myanmar, Oman, the Philippines, Saudi Arabia and Vietnam.

    PTTOR said that the Café Amazon launch in Saudi Arabia represented the ‘first step to concretely restore diplomatic and trade relations’ between Thailand and Saudi Arabia. Political, economic and trade cooperation was agreed between the two nations in January 2022.

  • Patagonia founder gives away company to help fight climate crisis

    Patagonia founder gives away company to help fight climate crisis

    Patagonia founder Yvon Chouinard, who has previously expressed his reluctance at amassing wealth, is giving away his company.

    The outdoor apparel company will now be in the hands of a trust and a nonprofit organization. All future profits will be donated to help fight climate change, the company announced Wednesday.

    “It’s been a half-century since we began our experiment in responsible business,” Chouinard, 84, said. “If we have any hope of a thriving planet 50 years from now, it demands all of us doing all we can with the resources we have. As the business leader I never wanted to be, I am doing my part.”

    He added, “Instead of extracting value from nature and transforming it into wealth, we are using the wealth Patagonia creates to protect the source. We’re making Earth our only shareholder. I am dead serious about saving this planet.”

    The Patagonia Purpose Trust will control all voting stock of the company (2%), while the Holdfast Collective, a climate change nonprofit, will own all nonvoting stock (98%).

    Chouinard, a board member, said in a statement that while trying to fight climate change, he realized his company was contributing to it. So he had been thinking about what to do with the business.

    One option was to sell it and donate the money, but Chouinard said he was concerned new owners might not hold the same values or keep the same employees. The other option was to become a publicly traded entity.

    “What a disaster that would have been,” he said. “Even public companies with good intentions are under too much pressure to create short-term gain at the expense of long-term vitality and responsibility.”

    The company will continue to give 1% of its earnings to grassroots environmental groups, and the leadership will not change.

  • Taiwan’s Miracle Coffee to launch in Singapore

    Taiwan’s Miracle Coffee to launch in Singapore

    Miracle Coffee will launch a 90-day pop-up café kiosk at the ArtScience Museum in Singapore’s Marina Bay Sands by the end of September 2022, ahead of a brick-and-mortar store launch in the museum’s lobby next year.

    Miracle Coffee said the kiosk will only serve beverages, including an exclusive for the location called Kaya Cloud. Further menu items and prices for the Singapore outlet are yet to be announced.

    Miracle coffee currently operates three stores in Taipei, Taiwan, and one in Shanghai, China.

    “I am thrilled to team up with Marina Bay Sands to bring Miracle Coffee to my home, Singapore. Since this is our first time setting up a pop-up for Miracle Coffee, we wanted a scenic location that can stage the intimate scene of coffee lovers revelling in a smooth cup of coffee while soaking in views of my beautiful city. There is no other location that is more suitable than the iconic ArtScience Museum,” said JJ Lin.

  • Ikea South Korea’s sales see first decline in eight years

    Ikea South Korea’s sales see first decline in eight years

    IKEA Korea said Wednesday its sales fell 10 percent in this fiscal year in the first decline after entering Korea in 2014 as more customers held back spending on home furnishing goods amid eased virus restrictions.

    The Korean arm of the Swedish furniture maker said it logged 618 billion won ($444.3 million) in sales in the fiscal year ending August 2022, compared with 687.2 billion won during the same period of last year.

    “Considering the COVID-19 situation, the revenge spending situation, and the availability situation during this fiscal year, this is a result we are very happy with,” said Fredrick Johansson, the country retail manager of IKEA Korea, citing various challenges, such as rising material costs and supply chain disruptions.

    The company blamed the first decline in sales on reduced spending on home furnishing goods, with more customers spending time outdoors after Korea lifted most COVID-19 restrictions in mid-April as part of efforts to return to pre-pandemic life.

    While IKEA Korea’s brick-and-mortar stores saw sales falter, its online and remote channels showed robust performance.

    Sales from its online and mobile shopping platforms increased 12 percent from the previous fiscal year, while its remote channels ― consisting of telesales channels, chat rooms and consulting services via video call ― increased by 18.5 percent from the previous 12-month period.

    IKEA Korea did not disclose operating profit or net income for the cited period. IKEA said it will focus on strengthening its “omni-channels” so customers can order, buy and access consulting services from various touch points beyond its offline retail stores.

    The furniture maker also plans to strengthen its “IKEA for business” service, a furnishing consulting service aimed at small and medium-sized business owners, to double its share in the upcoming fiscal year.

    Executives of the company also mentioned possibilities it could mark down the prices of popular products once supply chain bottle necks and inflation of raw material prices resolve in the near future.

    In August, IKEA Korea increased its retail prices by an average of 3.5 percent, citing a rise in production costs.

    “IKEA Korea has set the fiscal year of 2023 as the leap year of omni-channel. We, as a home furnishing leader with deep expertise, will continue to make best efforts to enable more people to create a happier and more sustainable life at home,” Johansson said.

  • Apple to open 4th retail store in South Korea this month

    Apple to open 4th retail store in South Korea this month

    Apple has announced plans to open its fourth retail store in South Korea on 24 September, Yonhap news agency reports. The new store will be dubbed ‘Apple Jamsil’, and will be located at Lotte World Mall in Seoul’s southeastern neighborhood of Jamsil.

  • Starbucks projects profit growth from tech, stores, workers spending

    Starbucks projects profit growth from tech, stores, workers spending

    Starbucks Corp projects profits to grow between 15% to 20% per share over the next three years, a significant increase from previous guidance based on spending plans of $2.5 to $3 billion over the same period on technology, new stores and renovations, the coffee chain said on Tuesday.

    The company is introducing technology to speed up production of its increasingly popular cold beverages and send digital orders away from busy locations as it seeks to prevent U.S. cafes from being overwhelmed by orders and improve working conditions for employees, it announced during its Investor Day event.

    The Seattle-based company expects to return $20 billion to investors via share buybacks and dividends from fiscal 2023 to 2025. Wall Street analysts had largely expected earnings updates to be in line with previous guidance of 10 to 12% growth.

    A surge in digital orders, which now make up nearly a quarter of all orders, has helped the coffee chain gain market share during the COVID-19 pandemic but has also led to barista burnout and strained the physical capacity at older stores.

    The company is exploring “load balancing” technology that can send orders to stores that have capacity to actually fulfill them – instead of to stores already being slammed by drive-thru customers, for instance, Chief Technology Officer Deb Hall Lefevre said in an interview with Reuters.

    “REINVENTION” OF STARBUCKS SINCE PANDEMIC

    The pandemic changed customer behavior, leading to a deluge of mobile, delivery and drive-thru orders, as well as an increase in cold beverages and customized coffee drinks.

    Calling it a “reinvention,” the company laid out a sweeping plan spearheaded by interim Chief Executive Officer Howard Schultz, who will be replaced by Laxman Narasimhan in April.

    The plan includes new equipment to heat food faster with less plastic waste, new store designs with larger shelves for orders and additional employee benefits.

    A new system for iced coffee drinks shaves nearly a minute off the time it takes to make a Mocha Frappuccino, down to 35 seconds. Baristas would no longer need to haul a bucket of ice to the station every hour because the ice will be automatically fed into the new equipment.

    Another machine, which brews hot coffee one cup at a time instead of in bulk batches and eliminates paper filters, is being tested in Minneapolis locations and could be rolled out next year.

    Starbucks is on pace to reach 45,000 stores by the end of fiscal 2025 – or nearly eight new stores per day – it said. That includes a net new 2,000 new U.S. stores and some delivery-only locations.

    In China, it plans to nearly double the number of stores to 9,000 – or one new store nearly every nine hours.

    UNION BACKDROP

    Employees at 236 stores voted to join a union over the past year, out of Starbucks’ nearly 9,000 corporate-owned U.S. locations. Conversely, 52 stores voted against unionizing, according to National Labor Relations Board data.

    Frank Britt, brought in by Schultz to lead the company’s transformation strategy, said workers know how to solve the company’s problems because they are on the front line.

    “A lot of the concerns the partners have, whether they’re affiliated with the union or not, are valid concerns. We agree, there’s a trust deficit,” he said in an interview.

    Union members have been holding protests this week to bring attention to their demands. Billie Adeosun, a Starbucks employee since 2015 who works at a unionized location in Olympia, said on Monday higher wages were a top priority.

    The company has lifted pay to an average of nearly $17 across non-unionized U.S. locations. Starbucks says the law prohibits it from offering increased benefits to unionized workers without bargaining over them.

    “We know that these benefits or higher wages… wouldn’t even exist without unions,” said Adeosun, who makes $15 an hour. “We’ve been able to shine a spotlight on this company and show that they’re not the liberal company they claim to be.”

  • UBS Beset by Leadership Rumors

    UBS Beset by Leadership Rumors

    Resentment stirs at the group executive board over CEO Ralph Hamers’ appointments while chairman Colm Kelleher keeps the pressure up.

    UBS CEO Ralph Hamers is not having an easy time at the office. Both the scrapped takeover of US digital wealth manager Wealthfront and the group’s persistently weak share price are putting enormous strain on him.

    But that is by no means all. It also seems that resentment is building against him on the group executive board related to his recent appointments, particularly the Italian Barbara Levi, who has been general counsel since November 2021, and Sarah Youngwood, who took up the position of chief financial officer just this past May.

    It is Youngwood, a dual US-French citizen, who is ruffling the most feathers right now, as several sources inside UBS said. Many believe she botched her first appearance as the new UBS CFO in July when disclosing second quarter and first half results. According to them, the figures were decent, but they were not at all presented in a very convincing manner to analysts, media, and investors.

    UBS shares fell as much as 6 percent afterward, which is particularly hard to understand given that Switzerland’s largest bank has been a beacon of stability for years now. The very tepid outlook provided by Hamers and his team didn’t help matters.

    Apparently, Youngwood was portrayed as being inconsistent or obstinate in the run-up to the presentation. She may have simply been trying to free herself from her predecessor’s regime. Kirt Gardner, a US citizen, held the role of CFO with clear aplomb for more than six years between 2016 and 2022. Accusations she does not have the requisite experience, however, quickly fall flat given she spent more than 20 years at JP Morgan in a variety of senior finance leadership functions, rising to CFO of its retail business. Ironically, as part of all that, she served as the head of investor relations between 2012 and 2016.

    The CFO role, needless to say, is critical, and particularly so at large, international banks. They tend to be the most important person besides the CEO at the top executive management levels. They know all figures inside out and are also usually responsible for managing a company’s capital.

    The internal criticism of Youngwood is likely because the slump in the share price caused some of the top managers to lose money, at least temporarily, given that a substantial proportion of management compensation is paid in shares. But it could also be because two highly suitable internal candidates, had applied to succeed Gardner.

    They were passed over and people started talking maliciously, claiming that Hamers overrode a perfectly suitable internal solution to promote gender diversity, something he has taken very seriously for some time. His well-staged appearance at this year’s Zurich Pride in June was another testament to this, and he indicated that having such a strong commitment to diversity and inclusion would have been unimaginable thirty years ago when he started his career.

    This has clearly unsettled some people internally and is maybe a more likely explanation for the taunts Hamers increasingly faces. This also includes vague criticism of UBS chief lawyer Barbara Levi, another of his appointments. Her flaw – apparently − is that she has no actual banking experience given she actually spent much of her professional career at Swiss pharmaceutical giant Novartis as well as a recent stint lasting a couple of years for Anglo-Australian mining company Rio Tinto.

    The doomsayers are now going as far as to say that the CEO post is up for grabs, although that is probably a bit of a stretch for the time being. But according to several US media, the scrapped takeover of the US fintech Wealthfront was clearly done at the behest of UBS President Colm Kelleher. If so, that certainly does not strengthen Hamers’ position.

    One thing is certain. After a 30-year career at Morgan Stanley, the 65-year-old Irishman now wants to leave his mark on Switzerland’s largest bank. It remains to be seen how much understanding the Wall Street warhorse has for inclusion and diversity issues. But one of his goals is clear. He wants to raise the share price, which has been languishing for years. To that end, he has been touring the US extensively. He is also holding out the prospect of a dividend increase for shareholders.

    It is also clear that Kelleher has a particular man on the Group Executive Board, or rather in the queue for the CEO job, in wealth management.

  • The changing face of Australian grocery shoppers

    The changing face of Australian grocery shoppers

    The latest Focus Insights 2022 Grocery Shopper Report again highlights the need for suppliers and retailers alike to be mindful of changes in shopper behaviours and to focus on regularly reviewing these changes as a means of assessing where both innovation and product and promotional offers align with shopper trends and expectations.

    From a macro level, we see that the earlier trends in changes in shopper behaviour continue post the Covid period, and are in line with pre-Covid trends. From a top-line perspective, there has been a move back to the supermarket for fresh items, after increased support levels for independent operators such as butchers and greengrocers at the height of the pandemic.

    A key outtake from the table above highlights these continued trends and the need for focus of retailers to allocate the appropriate space, innovation, offers, freshness management and excitement to keep their shopper’s interest in these important categories and allow for a more complete shopper basket profile from these categories and centre of the store.

    From a supplier perspective, it also means focusing at a channel level to ensure the appropriate tailored solutions to enhance their role in each channel, allowing them to maximise their revenue and margins. In simple terms, suppliers need to focus on the key elements of ‘what is their role in the category’ and ‘what do they want to be famous for’ and activate those plans that deliver and enhance that profile.

    The Focus Insights 2022 Grocery Shopper Report also highlights trends among fruit and vegetable shoppers: this profile is important for both retailers and suppliers alike on how they maximise these changes in behaviour to innovate new product offerings that meet shopper expectations. There has been a move back towards more loose/single items after the increased demand for pre-packaged fruit and vegetables during the peak of the pandemic where more consumers demanded pre-packaging as a “protection” against other people touching/handling the product. There has also been a noticeable shift toward packaged/prepared meal size portions which supports the ongoing shopper trends for more meal kits and meal solutions.

    The current trend of plant-based purchasing by shoppers also continues with 39 per cent of Australian shoppers having purchased a plant-based meal product, up from 27 per cent last year. While this category continues to experience strong growth and interest, price (it is perceived as too expensive) is still the number one reason why people are not continuing to buy (or try) plant-based meat alternatives.

    With the constantly changing supermarket environment, it is imperative, that retailers and suppliers keep abreast of shopper behaviours and preferences and be open and agile in responding to the evolving and ever-changing behaviour of Australian grocery shoppers.

    To learn more, register for the Focus Insights 2022 Grocery Report webinar here.

  • Inside Tesla’s Drive To Keep Musk’s Battery Promise

    Inside Tesla’s Drive To Keep Musk’s Battery Promise

    The secret behind Elon Musk’s goal of selling 20 million Tesla’s a year by 2030 lies in its pioneering battery technology.

    The good news is that by using bigger cells and a new process to dry-coat electrodes, Tesla could halve the cost of a Model Y battery, saving more than 8% of the car’s U.S. starting price, battery experts with ties to the company said.

    The bad news is that it’s only halfway there, according to 12 experts close to Tesla or familiar with its new technology.

    That’s because the dry-coating technique used to produce the bigger cells in Tesla’s 4680 battery is so new and unproven the company is having trouble scaling up manufacturing to the point where the big cost savings kick in, the experts told Reuters.

    “They just aren’t ready for mass production,” said one of the experts close to Tesla.

    Still, the gains Tesla has already made in cutting battery production costs in the past two years could help boost profits and extend its lead over most electric vehicle (EV) rivals.

    Musk’s promised improvements in battery cost and performance are seen by investors as critical to Tesla’s quest to usher in an era where it can sell a $25,000 EV for a profit – and stand a better chance of hitting its 2030 targets.

    Battery systems are the most expensive single element in most EVs, so making lower-cost, high-performance packs is key to producing affordable electric cars that can go toe to toe with combustion-engine rivals on sticker prices.

    Tesla is one of only a handful of major automakers that produce their own EV batteries and by manufacturing Model Y cells at U.S. plants, the SUV will remain eligible for U.S. tax credits when many rival EVs may no longer qualify.

    Among the 12 battery experts Reuters spoke with, nine have close ties to Tesla and three of the nine have examined Tesla’s new and old battery technology inside and out through teardowns.

    Tesla did not respond to requests for comment.

    ‘HE WILL SOLVE IT’

    The sources predict that Tesla will find it difficult to fully implement the new dry-coating manufacturing process before the end of this year, and perhaps not until 2023.

    Stan Whittingham, a co-inventor of lithium-ion batteries and a 2019 Nobel laureate, believes Tesla Chief Executive Elon Musk has been overly optimistic on the time frame for commercializing the new technique.

    “I think he will solve it, but it won’t be as quick as he likes. It’s going to take some time to really test it,” he said.

    In August, Musk told shareholders Tesla would be producing high volumes of 4680 batteries by the end of 2022.

    According to the experts, Tesla has only been able to cut the Model Y’s battery cost by between $2,000 and $3,000 so far, about half the savings Tesla had planned for the 4680 battery, which it unveiled two years ago.

    But those savings have come mainly from the design of the new 4680 cells, which are bigger than those in Tesla’s current 2170 battery, they said.

    But the heart of the drive to push down costs is the dry-coating technology, which Musk has described as revolutionary but difficult to execute.

    According to the sources, it should deliver as much as half of the $5,500 cost savings Tesla hopes to achieve, by slashing manufacturing costs and one-time capital spending.

    Tesla acquired the know-how in 2019 when it paid over $200 million for Maxwell Technologies, a company in San Diego making ultracapacitors, which store energy for devices that need quick bursts of electricity, such as camera flashes.

    Building on Maxwell’s technology, Tesla began making 4680 dry cells this year, first in a pilot near its Fremont, California plant and more recently at its new global headquarters in Austin, Texas.

    ‘BEST IN CLASS’

    The technology allows Tesla to ditch the older, more complex and costly wet-coating process. It’s expensive because it needs a substantial amount of electricity, machinery, factory space, time, and a large labour force.

    To coat electrodes in the wet process, battery producers mix the materials with toxic binder solvents. Once coated, the electrodes are dried in massive ovens, with the toxic solvents that evaporate in the process being recovered, treated and recycled – all adding to the cost.

    With the new technology, electrodes are coated using different binders with little use of liquids, so they don’t need to be dried. That means it’s cheaper, faster and also less environmentally damaging.

    Because of its simplicity, the process allows Tesla to cut capital spending by a third and slash both the footprint of a factory and its energy consumption to a 10th of what would be needed for the wet process, Tesla has said.

    But the company has had trouble commercializing the process, the sources said.

    Maxwell developed its dry-coat process for ultracapacitors, but the challenge with coating electrodes for EV batteries is that they are much larger and thicker, which makes it hard to coat them with consistent quality at mass-production speeds.

    “They can produce in small volume, but when they started big volume production, Tesla ended up with many rejects, too many,” one of the sources with ties to Tesla told Reuters.

    Production yields were so low that all the anticipated cost savings from the new process were lost, the source said.

    If all the potential efficiencies from dry-coating and the bigger cells are realised, the manufacturing cost for the Model Y’s 4680 battery pack should fall to $5,000 to $5,500 – roughly half the cost of the 2170 pack, according to the sources.

    The rising cost of battery materials and energy pose a risk to those forecasts, however, and Tesla has not yet been able to significantly improve the new battery’s energy density or the amount of power it packs, as Musk has promised.

    Still, despite those factors, the savings Tesla is expected to achieve will end up making the 4680 battery the industry’s “best in class” for the foreseeable future, one source said.

    BULKING UP

    Much of the $2,000 to $3,000 cost savings achieved with the 4680 battery so far has come from other improvements, and using bigger cells has proven particularly potent, the experts said.

    The 4680 cells are 5.5 times the size of the 2170 cells by volume. The older cylindrical cells measure 21mm in diameter and 70mm in height, hence the name. The 4680 cells have a 46mm diameter and are 80mm high.

    With the older technology, Tesla needs about 4,400 cells to power the Model Y and there are 17,600 points that need to be welded – four per cell – to create a pack that can be integrated into the car, the sources said.

    The 4680 battery pack only needs 830 cells and Tesla has changed the design so that there are only two weld points per cell, slashing the welding to 1,660 points and leading to significant cost savings.

    The simpler design also means there are fewer connectors and other components, which has allowed Tesla to save further on labour costs and machine time.

    Another source of efficiency has been the larger cell’s far sturdier outer case. Tesla can now bond the cells together with adhesive into a rigid honeycomb-like pack which is then connected directly to the inner body structure of the Model Y.

    This eliminates the intermediate step of bundling cells into larger modules which are then installed in a traditional battery pack, the sources said.

    By shifting to this “cell to vehicle” design, Tesla can reduce the weight of a traditional 1,200-pound battery pack by 55 pounds or more – saving about $500 to $600 per pack, one of the sources said.

    But mastering the dry-coating technique remains the holy grail.

    “Bulking up the battery cell helped a lot in boosting efficiency, but pushing for 50% cost savings for the cell as a whole is another matter,” one source said.

    “That will depend on whether Tesla can deploy the dry-coating process successfully in a factory.”

  • Bridgestone India Launches New ‘Sturdo’ Range Of Passenger Vehicle Tyres

    Bridgestone India Launches New ‘Sturdo’ Range Of Passenger Vehicle Tyres

    Bridgestone India launched its new range of passenger vehicle tyres called ‘Sturdo’ in the country. The company says that the Sturdo range of tyres have a special tread compound that extends the life of the tyre by up to 29 per cent and improves ride quality on bad roads. Bridgestone will make the Sturdo available in 27 sizes ranging from 12-inch to 16-inch with multiple variants. It is specially designed for Indian roads and will cater to hatchbacks, compact and subcompact sedans along with compact and subcompact SUVs in the market.

    The special tread compound with strong reinforcement used in the tyre increases wear resistant properties which results in longer tyre life. Having large centre-blocks with 3D tread grooves, Bridgestone claims that the tyre delivers good grip for safe driving even on the roads with less grip.

    “Bridgestone has globally been on the forefront of tyre technology, and this is now showcased in India through our new offering in the passenger car segment- Bridgestone STURDO. Sturdo has up to 29% longer tyre life and is beneficial to the end user from perspective of economics of owing the tyres.  Bridgestone currently holds a leading stance in the market, and we are confident that this latest offering will further boost our positioning.” Said Parag Satpute, Managing Director, Bridgestone India.”

    The ‘Sturdo’ range is meant for the aftermarket sector and prices are likely to start from Rs. 3,000 and go up to Rs. 12,000 per tyre. The new range of tyres will be available at over 3,000 dealerships and sub-dealers across India. There are no plans to export the Sturdo range of tyres as it is an India-specific product.

    The name is directly derived from the benefits it offers to the end user- i.e. Sturdiness and Durability. Bridgestone says that the product is a result of careful research and analysis and combines a solution for the most prominent need of Indian consumers: longevity of the product.

  • Major firms spend big on pig farming

    Major firms spend big on pig farming

    Many big companies have been investing trillions of dong (VND1 trillion= $41.67 million) in raising pigs, with the Vietnamese pork market estimated at $15 billion.

    According to a recent financial report by Thaiholdings Joint Stock Company, through its subsidiary Thaigroup, it has joined hands with third parties to invest VND600 billion in a pig raising project in the central province of Thanh Hoa. Thaiholdings stands to receive 60% of total profits.

    Earlier, many domestic giants had poured up to trillions of dong into pig farming, including Hoang Anh Gia Lai Joint Stock Company, Hoa Phat Group Joint Stock Company, Hoang Anh Gia Lai Agricultural Joint Stock Company and Truong Hai Group Joint Stock Company.

    Foreign-invested firms, including Thai-invested C.P Vietnam Corporation, South Korea-invested CJ Vina Agri Company and Australia-invested Mavin Group Joint Stock Company, have also invested in the market.

    International Finance Corporation (IFC), a member of the World Bank Group, has so far this year poured a total VND2.8 trillion into three pig-raising firms, namely Mavin, BaF Vietnam Agriculture Joint Stock Company and GreenFeed Vietnam Corporation. GreenFeed said it wants to sell over 125,000 tons of pork to 385,000 consumers every year, while Mavin plans to annually supply the market with 900,000 tons of pork.

    Pig farming has become an attractive business as pork is the main source of animal protein in Vietnamese meals, accounting for about two-thirds of total meat consumption. According to a recent report by U.S. financial information services provider Fitch Solutions, the total meat consumption in Vietnam is forecasted to grow over 25% in the 2018-2026 period.

    Vietnam will be one of the countries with the strongest meat consumption growth globally in the coming years, Fitch Solutions said, noting that there are no cultural barriers to eating meat.

    By 2026, on average, each Vietnamese person will annually consume more than 51 kilograms of meat, including 31 kilograms of pork, more than 16 kilograms of chicken and over four kilograms of beef, up 9% against the consumption forecasted for this year.

    Meanwhile, global meat consumption would average 34.6 kilograms in 2026, an increase of less than 0.5 kilograms in 10 years, according to the Organization for Economic Cooperation and Development (OECD).

    Along with the increase in market demand, the report by Fitch Solutions showed a strong trend of industrialization in pig farming. After the spread of African swine fever in 2019, small farming households have been exiting the industry because of expensive investments and fluctuating prices.

    Fitch Solutions said strong businesses would benefit from the potential recovery of pork prices in the future.

    In the first half of this year, Hoang Anh Gia Lai Agricultural Joint Stock Company sold more than 82,000 pigs and made a profit of more than VND530 billion, the highest semi-annual profit since 2018. It expected to achieve the profit target of VND1.12 trillion this year.

    Hoa Phat Group said the agricultural sector brought in after-tax profits of nearly VND720 billion last year.

    However, Fitch Solution believed that the Vietnamese pig industry would face challenges in the longer run as people gradually eat less pork. In the 2022-2026 period, consumption of chicken and beef will grow almost equally at more than 13%, but that of pork less than half the rate. There will be more room for the chicken market to grow because of its affordable price.

    Grasping the above trend, many firms also began to invest in poultry production. Since the fourth quarter of 2020, Masan MEATLife has acquired the 3F Viet brand and applied technology in the field of chilled meat to chicken products. Regarding this segment, it achieved revenue of nearly VND1.5 trillion in 2021, up nearly 58% against 2020. The company will further invest in the market whose value is expected to be worth $5 billion in future.

    Recently, Hoang Anh Gia Lai Agricultural Joint Stock Company raised 100,000 free-range chickens on a trial basis. The chickens are expected to be sold on the market in November. Meanwhile, Mavin Group proposed building a complex worth VND600 billion in the northern province of Son La to breed chickens and ducks and process the meat for export.

    The Vietnamese pig market is estimated at some $15 billion, according to the 2021 annual report by local meat processing company Masan MEATLife under Masan Group.

  • Auto sales rise 3rd month in a row

    Auto sales rise 3rd month in a row

    Auto sales in Vietnam went up for the third month in a row with 30,846 units sold in August, up 247% from the low base in the same month last year. Sales were highest since May when over 43,800 units were sold, according to data from Vietnam Automobile Manufacturers Association (VAMA).

    But it rose only 2% month-on-month, against 20% in July.

    The most popular car sold in August was the MPV Mitsubishi Xpander at 2,842 units.

    For the first eight months, 262,940 cars were sold in Vietnam, up 49.9% year-on-year.

    Truong Hai Auto Corporation (Thaco) led in sales in the period at 93,347 units, up 54% year-on-year.

    The three following brands, Toyota, Mitsubishi and Honda, all posted double-digit growth in sales.

    Ford ranked fifth with a sales decline of 6.7%.

  • Meta brings Community Chats to Messenger and Facebook Groups

    Meta brings Community Chats to Messenger and Facebook Groups

    Meta has just announced it will launch a new feature in Facebook and Messenger, which will allow users to start group chats directly in these apps. Called Community Chats, the new feature will first be tested in Messenger and will expand to more Facebook Groups in the coming weeks.

    The ability to start Community Chats in Messenger should allows users to create a Facebook Group, start chats and audio channels, as well as invite other people to join their group all within the app. The new experience is a mix between Messenger and Facebook Groups, but it doesn’t seem to replace either, at least for the time being.

    There will be multiple options to start a chat for group members, like a specific topic, an event chat, a view-only broadcast chat for announcements, or admin-only chat that will keep the discussions between admins and moderators private.

    In addition, admins will be able to create audio channels to allow group members to share live commentary or receive real-time support. Members of a chat group will also have the option to enable video once they’re in the audio channel.

    According to Meta, the new Community Chats feature will be released alongside a solid suite of tools meant to help admins manage both chat and audio experiences much easier. Among these tools, Meta confirmed the suite will include moderation capabilities such as blocking, muting or suspending group members, and removing members or messages, as well as Admin Assist.

    Admin Assist seems to be one of more useful tools since it allows admins to set custom filters to automatically suspend users, remove reported messages, and stop message from ineligible authors or containing violating content from being send.

    Finally, all members of Community Chats will be able to report messages to group admins or directly to Meta, block users, as well as leave a chat at any time. As mentioned earlier, Community Chats are now being tested in Messenger, but they will be rolled out to Facebook Groups in the coming weeks too.