Tag: asia

  • Fuel prices drop after five weeks of hikes

    Fuel prices drop after five weeks of hikes

    RON95 and RON97 petrol will be both be 8 sen cheaper at midnight, ending five consecutive weekly price increases.

    The Domestic Trade, Co-operatives and Consumerism Ministry announced today that RON95 will retail for RM2.30/L and RON97 for RM2.58/L, while diesel will drop by 2 sen to RM2.23/L.

    All prices are effective after midnight and valid until next Thursday.

    Fuel prices previously rose for five straight weeks as global oil prices spiked due to the unrest in the Middle East region.

    Putrajaya has pledged to intervene in the event RON95 and diesel exceed the RM2.50/L mark for three consecutive months.

     

  • Vietnam’s love for instant noodles rises to near-boiling point

    Vietnam’s love for instant noodles rises to near-boiling point

    Vietnamese people consumed more than 4.9 million packs of instant noodles last year, behind China, Indonesia and Japan, new data shows.

    Vienam has held fourth spot since 2012 in the rankings compiled annually by the World Instant Noodle Associations (WINA).

    On a per capita level with a population of over 93 million, the average Vietnamese person gobbled 53 packs of instant noodles in 2016, higher than Indonesians at 49, Japanese at 44 and Chinese people at 38.

    WINA said Vietnam’s instant noodle market recovered last year thanks to more diverse products that offer a wider range of choices for customers.

    Kajiwara Junichi, CEO of noodle producer Acecook Vietnam, said that the company’s revenue from instant noodles rose 5-20 percent during the second half of this year.

    Meanwhile, Masan Consumer and Asia Foods have been suffering from falling revenue.

    The three firms are the three biggest instant noodle producers in Vietnam and make up 70 percent of the domestic market share.

    Last year, The Washington Post cited a South Korean study that pointed out how harmful instant noodles can be for the health.

    “Although instant noodles are a convenient and delicious food, there could be an increased risk for metabolic syndrome given [the food’s] high sodium, unhealthy saturated fat and glycemic loads,” said Hyun Shin, a doctoral candidate at the Harvard School of Public Health and a co-author of the study.

    Doctor Dang Huy Quoc from the Ho Chi Minh City Oncology Hospital told Tuoi Trenewspaper that no studies have concluded that instant noodles can cause cancer, but high consumption of fat and salt can cause cancer and other heart diseases.

    Other experts suggest that people should only eat one or two packs of instant noodles per week.

    Many Vietnamese people are well aware of the harmful effects of instant noodles, but it’s common in Vietnam for people to snack on a pack of instant noodles between breakfast, lunch and dinner.

    The noodles are popular among college students, who often live far from home and lack the facilities to cook themselves a proper meal.

  • Is denim coming back?

    Is denim coming back?

    It began at Paris Fashion Week two in 2015, when Vetements sent its Autumn/Winter 2015 collection down the catwalk, full of its instantly familiar oversized silhouettes: grunge ditzy-print dresses, bulky bikers and bombers, thigh-high leather rodeo boots and those re-worked vintage Levi’s, now the brand’s signature jeans.

    Certainly, the denim market has been enjoying a long-awaited rebound. Sales in the $13.5 billion US women’s and men’s jeans market grew 4 percent in 2016, according to market research company the NPD Group — the category’s best performance in years.

    Globally, following three years of declines, the jeans market, valued at $92.9 billion, is also expected to grow this year, with men’s and women’s categories forecast to rise this by 4.2 percent and 3.7 percent respectively, according to Euromonitor.

    And as the athleisure trend begins to cool — presenting challenges for gym-to-street brands like Lululemon, Sweaty Betty and others — it would seem denim is clawing sales away from the sportswear category.

    According to data from retail technology company Edited, the first half of 2017 saw the women’s jeans market grow by 79 percent compared to the first half of 2016. Athleisure leggings, by comparison, grew just 35 percent.

    High-fashion brands such as Calvin Klein, Y/Project, Off-White, Balenciaga and, of course, Vetements, have helped along denim’s comeback, says Kurazawa, by catering to Millennial tastes, offering customization and a move away from the typical five pocket.

    Denim stalwart Levi’s is in a prime position to capitalize on consumer demand for vintage styles, given its 164-year heritage, recent collaborations with hot labels including Off-White, Gosha Rubchinskiy and Supreme, and a licensing agreement with luxury label Re/Done, which “up-cycles” vintage Levi’s denim, revamping old designs appeal to a younger generation. “We’re seeing a huge revival in ’90s-style fashion and ‘near-now nostalgia’ sentiment,” confirms Karyn Hillman, chief product officer at Levi’s, who points to the popular high-rise Wedgie model — inspired by the vintage 505, but updated with a little more stretch — as an example. “I think collaborations have really added some sort of equity to the brand,” adds chief marketing officer Jen Sey.

    In response to the success of re-worked styles, the heritage denim label is ramping up investment in customization services. This includes expanding in-store “tailor shops,” where shoppers can customize purchases. (Currently, tailor shops are in 100 percent of Levi’s UK doors with a heavy presence across Europe; the brand is now looking to recreate this success in the US.) Beyond stores, it has also installed customization pop-ups at key music festivals, from Glastonbury to Coachella. Sey says the activation “brings value to the consumer,” who, more often than not, is already wearing a pair of Levi’s.

    In November 2017, the company launched Levi’s Authorised Vintage, a collection of 50,000 pairs of dead-stock denim it bought back from the secondary market. “Levi’s has had the number one share of the vintage market forever,” Sey says. “We just haven’t actively participated in it [before], so we think it’s high time that we did.”

    Other denim brands are also capitalizing on the demand for an authentic, vintage-style product. Frame, for example, launched a limited Rigid Re-Release collection that catered to the nostalgia aesthetic in February 2017. While the limited-edition range will not continue into Spring/Summer 2018 due to limited availability, stiff fabrics will still be a key focus for next season’s denim collection.

    American brands Lee and Wrangler — both of which come under the umbrella of US apparel company VF Corp. — are also banking on reissues and archive-inspired designs to capture a younger consumer’s attention. “One of the latest capsules that we’ve done with Lee is we’ve gone into the archive to reproduce a retail product from 70, 80 years ago,” explains VF Corp’s jeanswear president Massimo Ferrucci. Wrangler’s Retro Glory collection boasts a similar missive; European stockists of the line include Asos, Urban Outfitters, De Bijenkorf and La Rinascente. “The younger consumer is attracted very much by Americana, by originality and authenticity, by product that comes from the archive.”

    But while retro silhouettes and rigid fabrics are on the rise in denim, it would seem that athleisure’s influence has had lasting impacts on the category’s basics, which account for the volume of the market.

    When the athleisure craze first blew up, many denim brands responded by investing heavily in stretch denims to try and compete with the fast-growing sector, a focus that continues to pay off. “Stretch is here to stay,” asserts Sey, who notes that Levi’s has actually seen an increase in demand for stretch denim as the fabric has transitioned into men’s lines.

    “Consumer preferences have changed — comfort has become much more important than in the past,” agrees Hillman. “Women generally wear their jeans a little tighter today compared to the past, so we’ve evolved the fits and fabrics to cater to these evolving tastes.” She notes that skinny jeans are still Levi’s best-selling style. “We don’t see that changing anytime soon,” she adds.

    Consumer desire for comfort has given birth to the rise of performance denim, another innovation that has become a growth driver for the denim sector. Brands that range from 7 For All Man Kind to Joe’s Jeans are utilizing new technologies to enhance existing fabrics and styles.

    VF Corp’s Ferrucci says that growth of performance denim at Wrangler — which includes a range of technical fabrics that are water resistant, insulating, cooling, or extremely flexible — has been accelerating fast, “because it is actually used as a workwear item.” Levi’s too has ramped up investment in similar initiatives, most notably its recent Commuter Trucker jacket, created in partnership with Google. “[It’s] about creating products that meet a consumer need,” says Hillman of the line that was originally created for cyclists in the noughts. “It is about purposeful design and creative lifestyle solutions to improve people’s lives.”

    The casualization of dress codes — not just in the workplace, but also for smarter occasions (one has four-figure jeans to thank for that) — has given denim a space to become an every-day go-to in a way that athleisure leggings may never be. “She might wear [leggings] to brunch with her friends on a Sunday, but she wasn’t going to wear them out on a date on a Saturday night, and she wasn’t going to wear them to work,” notes Sey.

    “Denim has a foothold in certain occasions that leggings never will,” she concluded.

  • Experience a tree-covered sky villa in southern Saigon with the EverGreen Project

    Experience a tree-covered sky villa in southern Saigon with the EverGreen Project

    experience-a-tree-covered-sky-villa-in-southern-saigon-with-the-evergreen-project

    Sky Villas Tower is at the heart of the EverGreen Project, ideally located on Nguyen Luong Bang Street in Phu My Ward, District 7 with 3 sides facing rivers. The project’s main investor is Tai Nguyen Company with total investment capital of about VND8 trillion ($350 million) for 208 villas. Spanning the area of 74,000 square meters, the project’s building density is 45 percent, land-use factor is at 2.0, creating a residential area for a maximum of 1,100 persons. The project has three kind of areas: Sky Villas, City Villas and Garden Villas. The apartments are designed based on a sky villas model to be as comfortable as a presidential suite in a 5-star hotel. Each villa has an average area of 250-280 square meters (300-335 square yards) with 2-5 parking spaces in the underground parking lot. Prices are projected at nearly $1 million each.

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    The apartments’ winding balconies will be covered in trees, making the whole tower look like a waterfall. Every time the wind blows, the lines of ferns will sway gently, giving the impression that the entire tower is reaching out to the sky.

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    The main investor has selected ferns to cover the entire front, back and roof of the tower, providing a green and effective cooling solution for the building.

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    Ferns are suitable for the city’s humid tropical climate, where they can grow well without the need for frequent watering. It is therefore guaranteed that the apartments will enjoy a green space all year round without any significant effort from their owners.

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    The architects drew inspiration from the patterns found on ferns to bring a touch of elegance and style to the balconies with strands of white concrete. All these decorative concrete strands have been imported from aboard.

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    Each sky villa is spacious and isolated, ensuring privacy for their occupants. The villas have a wide open space with large glass doors, giving a full view of the outside. Depending on personal preferences, homeowners can also decorate their rooms with global brands such as Hermes, Jojo Armani or Versace.

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    Another unique feature of the building is each villa has a separate floor. The height difference between two consecutive floors is 75 centimeters (29.5 inches), creating a soundproof space between villas. This unique feature allows homeowners to choose which direction their rooms are facing without affecting the general structure of the building.

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    The complex also includes a wide variety of facilities with three community areas built over thousands of square meters. The Sky Club houses meeting rooms, conference halls, a children’s playground as well as wedding and family gathering halls. Marina Club, with the Bird’s Nest Restaurant as its highlight, is the perfect venue for hosting parties that require luxury and privacy. Finally, City Club is the complex’s central square, where everyone in the community can hang out and socialize.

    Outside Sky Villas is a USD18 million marina, which is built according to international standards and offers yacht maintenance services. This marine is built by Tai Nguyen company to meet the needs of EverGreen residents, who like to own a yacht.

    On November 25, EverGreen project will be open to interested buyers.

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  • Chow Tai Fook sales is blooming

    Chow Tai Fook sales is blooming

    Growth momentum has continued for Chow Tai Fook sales as the group looks at further expansion in China.

    Revenue contribution from Mainland China has increased steadily over the past few years,
    and contributed more than 60 per cent of group revenue in the half-year to the end of September.

    China delivered 16.3 per cent growth while Hong Kong, Macau and other markets grew by 13.1 per cent.

    With improving consumer sentiment plus rising opportunities from the development of shopping malls, the company plans to expand its retail network on the mainland in the second half. With 11 point-of-sale openings, it had 2358 outlets at the end of September, including 95 outlets in Hong Kong and Macau, where 10 stores were closed during the six months, mainly in tourism areas, and two new ones opened in Tsuen Wan and Yuen Long.

    Chow Tai Fook plans to close more stores in tourist areas and open in selected residential neighbourhoods.

  • The five pitfalls that threaten FMCG brand growth in the SEA

    The five pitfalls that threaten FMCG brand growth in the SEA

    Asia’s developing markets are some of the most promising places on Earth to sell fast-moving consumer goods (FMCG).

    They can also be a place to fail fast: The rules of the game are changing at an ever-increasing pace, and many multinational and local brands are struggling to keep up.

    According to new analysis from Bain & Company, Turbocharging Consumer Products in Developing Asia, despite developing Asia’s massive opportunities, fewer than 20 percent of brands outgrow their categories in this region—roughly the same proportion as in low-growth developed markets. To successfully compete in these markets, brands need to push themselves more than ever to swiftly and continuously adapt to the new realities.

    Accelerating market changes, combined with a few basic challenges, serve as obstacles for brands aiming to achieve sustainable growth in developing Asia. Consumers in the region are increasingly willing to pay for convenience, and they are more digitally connected than ever.

    Each of these shifts has caused an accompanying change in retailing. For example, throughout developing Asia, consumers now make fewer trips to larger stores, instead flocking to convenience stores. Further, the steady rise in digital connectivity is fueling a boom in online sales and transforming the way brands talk to consumers to influence purchase decisions.

    Several fundamental factors have also made it tough for brands in developing Asia.

    Because the region’s distribution channels are highly fragmented, it is harder to gain household penetration, the most important contributor to brand growth. Another new complication for companies trying to plot a winning strategy is bifurcated demand. In the last 20 years, most value growth came from the “belly” of the market. Now the middle is shrinking, while a category’s premium and discount ends grow faster.

    “Fundamental consumer shifts in developing Asia have accelerated in the past few years, making it tougher for brands to survive and win in a region that remains critical for multinationals,” said Paolo Misurale, Partner and head of Bain & Company’s SEA consumer products practice. “All of this is altering the rules of the game for consumer products companies, requiring them to rethink their strategies from ‘where to play’ to ‘how to win’. Then they need to deliver the change, building new capabilities and forging alignment across stakeholders and functions. Those that fail to adapt – even large and establish brands – will be left gasping for air.”

    Amid these challenges, nimble local players manage to gain traction by revising their playbooks to new market realities. Developing Asia also offers huge opportunities for incumbents (whether local or multinational) that are able to adapt quickly and use their scale advantages to both capitalize on these emerging trends and further consolidate their competitive positions. Yet, even with the best plans, too many brands in the region get tripped up by predictable hazards.

    Through its extensive work with multinational, national and local brands across Asia’s developing markets, Bain has identified five common pitfalls and ways to overcome them.

    Pitfall 1: Sailing with outdated maps

    Bain finds that too many brands in developing Asia underinvest when it comes to learning the basics to support that big decision. They also fail to understand other essential elements of their category rules, such as whether the category is more repertoire or less repertoire. Successful companies know where they fit in, and then determine where and how to compete. They set growth initiatives that are consistent with category fundamentals and then translate those initiatives to operational metrics to track progress and capture value.

    Pitfall 2: Saying it wrong

    In developing Asia, it is easy to get brand messaging wrong. The goal is to anchor a brand (or a brand story) in consumers’ long-term memories. However, many brands have a relatively short history in these markets, and haven’t yet established and reinforced the kinds of memory structures that have worked so well for them in the developed world. Winning companies overcome this pitfall by understanding the guiding principles for building high-quality brand memorability.

    Pitfall 3: Succumbing to the lure of the new and different

    Traditional trade still abounds in developing Asia, and convenience stores are gaining in popularity. Both small formats offer limited shelf space. Yet, Bain finds that many brands are unwilling to reduce their product assortments (or tailor their ranges to unique channel needs) in order to focus on the proven and profitable hero SKUs with the highest velocity on the shelf, year after year. Winners invest to understand their heroes by brand and SKU, determining the value propositions they present over non-heroes. Then they look for the gaps in their current assortments, ultimately creating portfolio and investment strategies focused on the top sellers for target consumers and occasions.

    Pitfall 4: Losing at the first moment of truth

    Many brands, especially domestic brands selling in developing Asian markets, lack the abundance of data that allows for sophisticated account planning in developed markets. Without such data, FMCG players need to be as focused as they can on making their hero SKUs available and visible to fundamentally repertoire shoppers, while ensuring the retailer has incentives to push those SKUs. The most successful companies play by the real category rules: Solid consumer insights inform their priority in-store execution and activation moves. Winners are also clear about what matters most to increase sales on a channel-by-channel basis.

    Pitfall 5: Failing to build the right route to market

    In developing Asia’s fragmented retail environment, many brands fall short on their efforts to ensure that products get through the last mile and retain their ability to influence consumers’ decisions at the point of sale. The winners in this area are mostly “local champions” that use direct distribution (or a high-touch managed distribution model) in high-density areas, where modern trade is typically more established.

    At the same time, they build a multi-tiered distribution network and collaborate with hundreds of wholesalers in low-density rural areas, making the big trade-off between having influence over outlets and having penetration across outlets to maintain a sustainable cost to serve.

    “Brands can turbocharge their growth through a relentless focus on increasing penetration and consideration,” said Nader Stefano Elkhweet, Partner and head of Bain & Company’s Indonesian consumer products and retail practices. “This requires focusing on what shoppers actually do – as opposed to what they say they do in surveys – planning from the ‘shelf back’ to win the battle in stores, and relying heavily on advanced analytics tools to generate the insights that help brands make the smartest trade-off decisions.”

  • Toyota downshifts Lexus view

    Toyota downshifts Lexus view

    Japanese car maker Toyota Motor Thailand is downbeat about sales prospects of its luxury brand Lexus this year, saying the price of imported cars make them less able to compete with locally made luxury brands.

    Toyota expects to sell 650 Lexus cars in 2017, a 24% drop year-on-year, said executive vice-president Vudhigorn Suriyachantananont.

    “We admit the Lexus brand is at a disadvantage in the luxury car market because they are imported from Japan, so their retail prices are much higher than local luxury brands,” he said.

    Cars imported from Japan are subjected to an import duty of 60% under the Japan–Thailand Economic Partnership Agreement, compared to the normal duty of 80%.

    Mr Vudhigorn said Lexus also has launched fewer models in the Thai market. It introduced the Lexus RX sport utility vehicle about two years ago, while the new Lexus LS sedan was launched locally yesterday, priced from 11.5-15.8 million baht, available with either an internal combustion engine or hybrid-electric platform.

    “For the new LS, we aim to sell about 30-40 cars annually,” he said.

    Lexus recorded its Thai sales record in 2015, selling 834 cars, up sharply by 46% from the previous year. But sales dropped to 770 cars in 2016.

    Lexus has sold 8,455 cars total in Thailand as of September this year.

    Mr Vudhigorn forecast the luxury market to grow by 20% to 26,000-27,000 cars sold in 2017 after sales from January to September tallied 20,056 cars.

    Two German brands — Mercedes-Benz and BMW — now control over 90% of the luxury car segment because both companies have their local assembly plants in Thailand, he said.

    Third-ranked is Sweden’s Volvo, while Lexus is in the fourth spot in the Thai luxury market.

    President Michinobu Sugata said Toyota does not have plans to localise Lexus’s assembly plant at Toyota’s passenger car factory in Chachoengsao, even though it would make retail prices more competitive in the Thai market.

    Lexus has three showrooms and service centres in Bangkok and 10 service centres in upcountry provinces.

    Toyota expects to sell 265,000 units this year, up 8% in line with the local car market, which is projected to grow by 8% to 830,000 units.

    Toyota plans to export 291,000 units from its Thailand operation, down by 9% from last year mainly because of a drop in sales from the Middle East and Latin America.

    On Friday, Toyota is scheduled to announce its plan to ship the Hilux Revo pickup to Japan for the first time.

  • Demand for gold in China lifts profit at world’s top jeweller

    Demand for gold in China lifts profit at world’s top jeweller

    Chow Tai Fook Jewellery Group’s profit increased for a second consecutive six-month period as demand for gold products lifted sales at the world’s leading jewellery retailer.

    Shares jumped after the company reported net income rose 46 per cent to HK$1.78 billion (S$308 million) in the six months through September. The stock rose 4.4 per cent to HK$9.19 as of 11.03am in Hong Kong on Wednesday (Nov 22), heading for its biggest two-day gain in a year.

    The results mirror the continued recovery in demand for luxury goods in China after a two-year slump amid a corruption crackdown in the country.

    Sales at the company’s stores are picking up and more customers are also purchasing its products online as the world’s second-largest economy is on track for its first full-year acceleration in seven years.

    Revenue climbed 15 per cent to HK$24.8 billion, the Hong Kong-based company said on Tuesday. Retail sales of Chow Tai Fook in mainland China increased 16 per cent, and 13 per cent in Hong Kong and Macau. Growth momentum was fuelled by gold products, the company said.

    The current financial year “will be a turning point for our business given the nascent jewellery market recovery”, the company said. “Although the recovery is gradual and mild, the industry is expected to return to a stable yet sustainable growth.”

    The retailer expanded the number of outlets in mainland China to 2,358 at the end of September. It will continue the expansion “in view of the improving general consumer sentiment, coupled with the rising opportunities from the development of shopping malls in the region”, Chow Tai Fook said.

    In Hong Kong and Macau, the company will optimise outlets in tourist centres and selectively open stores in residential neighbourhoods.

    The company expects its total rent cost declining 15 per cent in the current financial year, finance director Hamilton Cheng said at a press briefing in Hong Kong on Tuesday after the results.

    Demand for jewellery, watches and clocks, and valuable gifts has been picking up. Sales of these products in Hong Kong rose 4.3 per cent this year through September, compared with a 17 per cent plunge in all of 2016.

    Luxury-watch retailer Hengdeli Holdings said this month that it is boosting orders for the upcoming Chinese New Year, expecting stronger demand from shoppers in Hong Kong.

    Tourists from mainland China, who account for more than three quarters of arrivals to Hong Kong, grew in the nine months through September.

    With more Chinese tourists likely to travel to Hong Kong next year as the yuan strengthens against the Hong Kong dollar, retailers are poised to benefit from the rise in store sales and falling rents, according to Ms Catherine Lim, an analyst at Bloomberg Intelligence.

  • Some words from Jack Ma for successful start up business

    Some words from Jack Ma for successful start up business

    Jack Ma has some blunt advice to startups: “If it’s hot, forget it.”

    “By that time everyone is doing it. It’s too late,” Ma told attendees of the Jumpstarter 2017 finale at the Hong Kong Exhibition and Convention Centre last night.

    Ma, who shared the stage with Hong Kong chief executive Carrie Lam, was on hand to present US$1 million in funding to winning startups from medical, agricultural and energy sectors.

    Ma encouraged startups to pursue their dreams.

    “The advice is first you should be optimistic – a great entrepreneur is optimistic for the future. And you have to answer what problem will you solve. What way can you solve it which is different? Why are you better than anyone else?

    “The second is that you have to find a group of people who can work together. Those people who have the same ambition. Those people coming to join you not just because it is a job, but because they believe in you and they believe in the mission.

    “And the third is: What price are you going to pay for it. You don’t ask “What can I get?” You ask “What can I give?”. If you have a great idea, you may have to wait 10 years. If you think I will win this in three years, prepare for five years.”

    Ma said when he conceived Alibaba 18 years ago and went out to raise money from venture capitalists, he was rejected by all of them.

    “The first money I got from a capital fund was $50,000. I thought this would last 10 months. We even counted every cent we spent. But it lasted only four months. We were almost bankrupt.”

    He also warned startup founders to be patient.

    “Today if you are only a tractor, don’t try to put a Boeing 747 engine inside. It will destroy you. You should find the people who suit the company. I have hired a lot of vice presidents from big companies – they almost destroyed my company. I only had $5 million and a guy came in with a marketing plan $12 million. I said: How can you have $12 million? He said: “I have never made a plan below $20 million.

    “Find the right person,” said Ma.

    Tax breaks

    He urged governments if they cannot fund startups, why not reduce the tax to them.

    “I’m doing that,” interjected Lam, who has met with Ma four times since her election in July and enjoyed wide-ranging discussions on technology and business.

    Both people said they were “very optimistic” about Hong Kong’s future as a base for startups.

    Ma said that although the city is not a large market, Alibaba is interested in the talent that the city offers. Its capital and technology also appealed.

    “The reason why Hong Kong has been so successful in the past 50 years is because Hong Kong is very open-minded, and accommodates all kinds of cultures. [Hong Kong] should also welcome people from all over the world,” he said.

    “Young people in Hong Kong, don’t focus your eyes only on Hong Kong. America, Europe, anywhere there is opportunity, go there and build something and bring ideas back.”

    Lam said Hong Kong needed to review immigration policies to encourage entrepreneurs to come to the city.

    “We need more time to nurture local talent and [in the meantime] we need to bring in outside talent. Hong Kong remains very attractive to a lot of expatriates and people from the mainland,” she said.

  • Honda recalling 900,000 minivans because seats may tip forward

    Honda recalling 900,000 minivans because seats may tip forward

    Honda Motor Co said on Saturday that it was recalling about 900,000 minivans because second-row seats may tip forward if not properly latched after being adjusted.

    The Japanese automaker said the recall covered 2011-2017 Honda Odyssey minivans, all but 2,000 of which are in North America, and that it had 46 reports of minor injuries related to the issue. Honda said it was working on a recall fix to help ensure proper latching and, in the interim, had posted a detailed instruction sheet on how to ensure seats are properly latched.

  • KKR’s Emerald Media leads US$65 million funding in Bangkok startup

    KKR’s Emerald Media leads US$65 million funding in Bangkok startup

    KKR & Co-backed Emerald Media led a US$65mil funding round in aCommerce, a Bangkok-based startup that helps brands including Samsung, Unilever and L’Oreal sell their products online across South-East Asia.

    The four-year-old firm, which already operates in Singapore, Indonesia, Malaysia, Thailand and the Philippines, plans to use part of the proceeds to expand in markets such as Vietnam.

    The firm’s existing backers Blue Sky, MDI Ventures and DKSH also joined the series B round, the company said.

    aCommerce helps about 260 companies such as Samsung Electronics Co and Unilever NV with digital marketing, inventory and delivery for online sales in the region.

    “Brands are realising that in order to stay ahead of the retail game, they need to be omnipresent,’’ said aCommerce co-founder and group chief executive officer Paul Srivorakul.

    “Customers want to reach their favorite brands any time through any platform.”

    The deal marks Emerald Media’s first foray into e-commerce.

    Emerald Media was set up by New York-based private equity giant KKR in 2015 to invest in media, entertainment and consumer technology in Asia.

    KKR has committed US$300mil from its KKR Asia Fund II, and in June, the firm raised US$9.3bil for its third Asian fund to capitalize on the region’s growing consumption.

    “In e-commerce, we see a great deal of convergence in the future between demand generation, data analytics and consumer media and entertainment,’’ said Rajesh Kamat, managing director of Emerald Media.

    “aCommerce, an e-commerce enabler, fits our mandate perfectly.’’

    Emerald is the latest investor to bet on South-East Asia’s online retail industry, poised to surge from US$5.5bil in 2015 to US$88bil by 2025, according to a report by Google and Temasek Holdings Pte.

    Amazon.com Inc., Alibaba Group Holding Ltd, Tencent Holdings Ltd and JD.com Inc have made inroads in the region’s burgeoning industry in the past year.

     

  • Hello Cycling now can be found in 7-eleven

    Hello Cycling now can be found in 7-eleven

    Bicycle hubs are being rolled out at 7-Eleven Japan outlets in a partnership with the Hello Cycling bike-sharing business.

    The convenience store parent Seven & I Holdings has partnered with Hello Cycling, launched last year by tech company SoftBank Group and its subsidiary OpenStreet. Customers can rent and return bikes at the special 7-Eleven parking lots.

    So far the service is available at nine 7-Eleven locations in Saitama, north of Tokyo, with plans to have 5000 bicycles available at 1000 stores in the Tokyo metropolitan area and other cities by the end next year. There are about 20,000 7-Eleven stores throughout Japan.

    Hello Cycling members can search for bike-share stations and reserve bicycles via smartphone. If they register a transportation smart card, they can pick up bikes on the spot without a reservation. Payment can be made by credit card without entering the store, and bikes can be returned at any participating location.

    In February, 7-Eleven partnered with the Docomo Bike Share service, run by wireless carrier NTT Docomo, making about 150 bicycles available at 32 stores in Tokyo and elsewhere. The partnership will continue alongside the SoftBank service, which follows the Japanese debut of China’s Beijing Mobike Technology in August, with rival Ofo preparing to follow suit.

    Mercari, a Tokyo-based flea-market app company, also plans to break into bike-sharing early next year.

  • Vietnam’s richest man makes huge jump up global billionaires list

    Vietnam’s richest man makes huge jump up global billionaires list

    Pham Nhat Vuong, Vietnam’s first billionaire and owner of giant conglomerate Vingroup, has leapt 97 positions to become the 543rd richest person in the world, released on Tuesday.

    The magazine’s real-time list of the world’s billionaires showed that Vuong’s assets had expanded by more than 14 percent to $4 billion in just 13 days.

    He’d already marked a milestone on November 8 by climbing 227 places in eight months to 640th on the list, with his net worth growing by more than $1 billion.

    His rise came following the IPO of Vingroup’s retail unit Vincom early this month, which was hailed as the biggest IPO debut ever in the country after raising nearly $709 million and valuing the mall operator at around $3.4 billion.

    Vingroup’s shares have also gained nearly 100 percent since mid-2017, closing at VND77,000 ($3.40) on Tuesday. Vuong, 49, owned more than a 27 percent stake in Vingroup as of June this year.

    Vingroup is one of Vietnam’s largest real estate conglomerates, and has been expanding rapidly into retail, logistics, agriculture, education and healthcare. As of the end of September, its subsidiary Vincom Retail was managing, operating and renting 41 shopping malls with a total area of over 1.1 million square meters (272 acres). It also has 22 projects under construction and another 50 in early development.

    Nguyen Thi Phuong Thao, the only other Vietnamese billionaire and owner of budget carrier Vietjet, now ranks 1,177th on the Forbes list with assets worth around $2 billion.

    At the top of the list are Amazon’s founder Jeff Bezos with a net worth of $94.9 billion, followed by Microsoft co-founder Bill Gates with $89 billion and Warren Buffet with $77.9 billion.

  • L’Occitane growth and China’s contribution

    L’Occitane growth and China’s contribution

    China was among the fastest-growing markets for cosmetics and wellbeing products group L’Occitane International for the six months to September 30.

    Along with Japan and Hong Kong, it was among the key contributing countries to overall growth.

    China’s net sales rose 18.2 per cent year on year to €60 million (US$70 million), the group’s interim results show. At constant exchange rates, the growth was 22.7 per cent, driven mainly by same-store sales growth of 15.8 per cent. As well as the recovery of China’s retail market, the company says a marketing campaign featuring Chinese artist Lu Han continued to draw traffic both online and offline.

    T-mall sales continued to grow at triple digits and were ahead of plan, and B2B also delivered an excellent performance thanks to growing orders from independent hotels and the Shangri-La chain, says L’Occitane.

    In Hong Kong, net sales edged up 0.4 per cent to €51.1 million (2.6 per cent at constant exchange rates), growth being driven mainly by the travel retail channel. As well as duty free, this included airlines in China and Japan.

    The retail market was still sluggish, and two underperforming stores were closed. There were also some temporary closures for renovations.

    Hit by typhoons

    Typhoons forced store closures in Japan, where net sales fell 4.8 per cent (1.8 per cent at constant exchange rates) to €99.4 million. Same-store sales growth was 1.4 per cent. However, e-commerce showed low double-digit growth. Melvita remained the growth engine in Japan with new stores. At the end of September, Japan had 30 Melvita outlets.

    Same-store sales deteriorated by 7.9 per cent from the first quarter for Taiwan, where net sales for the six months dropped 3.6 per cent (71 per cent at constant exchange rates) to €15.3 million.

    “Retail sales were hindered by the less-generous summer promotion offered by department stores, a couple of mediocre launches and the timing difference in anniversary sales in department stores,” says L’Occitane.

    Nonetheless, sales of skincare products stayed strong, in particular the Immortelle and Reine Blanche ranges.

    Overall, despite a challenging retail backdrop, group net sales were €548.2 million, down 0.6 per cent (up 1.1 per cent at constant exchange rates), with like-for-like sales growth 2.3 per cent.

    Gross profit margin reached 82.8 per cent, 0.6 points higher, while operating margin fell by one point, mainly because of currency exchange headwinds. Profit for the period ended at €10.7 million.

    During the year the company disposed of Le Couvent des Minimes, and excluding this and a one-off deal for L’Occitane au Brésil in September last year, the group’s sales grew by 2.3 per cent at constant rates and 0.5 per cent at reported rates.

    Retail locations increased from 3037 at the end of March to 3104 as at September 30, while the group increased its own retail stores from 1514 to 1519.

  • Kendrick Lamar’s ‘DAMN.’ pop-up travels to Asia

    Kendrick Lamar’s ‘DAMN.’ pop-up travels to Asia

    After hitting 17 cities across North America, Kendrick Lamar‘s DAMN. pop-up tour heads to Asia. First stop: Tokyo, Japan, at monkey time‘s flagship store in Harajuku.

    Monkey time’s clean neutral interior was filled with vibrantly-hued DAMN. merch pieces such as lime green and yellow T-shirts, burgundy hoodies, and a range of streetwear staples in essential black, white and grey colorways.

    The product designer Jide Osifeso joined the opening of the pop-up  and shared bit more about the DAMN. collection.

    The DAMN. Tokyo pop-up took place at monkey time’s Harajuku location from 18 TO 19 November 2017, and it will travel to monkey time’s Osaka store on 26 November  2017.

    The product designer explained how this pop-up is aimed to bring the damn stuff to the fans who were not able to see the shows, especially people in Asia with the first one being in Tokyo. The pop-up will travel to Korea next and China afterwards.

    The graphics are all inspired by the music. The album has so many layers and textures.

    It is easy to draw inspiration from Kendrick and there is so much depth to everything he does.  What the merch was going to look like and how it would be represented is the result of a close collaboration. It is an easy process when you have the kind of music that Kendrick makes.

    Jide Osifeso’s favourite piece is the “Pray For Me” t-shirt, more specifically,  the “Nobody Pray For Me” verbiage throughout the album and how it was done.

    “At the live show”, Jide explains, “it really translates because there’s this echo of different people saying “Nobody Pray For Me” between two songs in the set. That’s just really gripping and amazing”.