Tag: asia

  • Alibaba and ecommerce festivals: Europe’s gateway to China

    Alibaba and ecommerce festivals: Europe’s gateway to China

    This year China has moved closer to becoming the world’s largest retail market, with the total retail sales of consumer goods in the country reaching 30.1 trillion yuan (£3.39 trillion) in 2015, as cited by China Internet Watch.

    To put that into perspective, according to Retail Economics the UK’s total retail sales reached £339 billion in the same year – just 10 per cent of China’s retail figures.

    One important factor stimulating this growth has been the ability of brands outside of mainland China to connect with consumers in what is the world’s most populous country. Businesses around the globe are responding to the increasing demand for foreign brands by Chinese consumers. Indeed, in 2015 alone the number of overseas companies operating in China’s free trade zones doubled.

    In today’s highly competitive global market, the ability of a brand to gain exposure in new regions is invaluable and more essential than ever before.

    This constant search for international expansion options is why shopping festivals in China have become so important to a brand’s success in the country. Not only do the festivals expose consumers to new products and allow them to experience new brands, but they provide businesses with the ideal platform to increase trade within a new market. They are gateways to the exciting, high-potential parts of this constantly evolving country that brands want to work, and compete, within.

    One example is Tmall Global’s annual 8.8 Shopping Festival in China, focused on showcasing top-selling products from global brands to Chinese consumers. The platform, which is a subsidiary of e-commerce company Alibaba Group, offers foreign brands access to 434 million Chinese consumers. The recent 2016 event featured more than 2,000 quality products from a variety of overseas markets and include fashion, cosmetics and even nutrition supplements. A series of live broadcasts also ran to connect consumers with the brands in real-time while they were watching from home and on the Tmall mobile app.

    Major British retailer Sainsbury’s was just one of more than 100 brands to exploit the 8.8 opportunity, following an announcement earlier in the month that the British retailer was expanding its offering of branded products on the Tmall platform to over 100. A variety of new products were introduced such as their mixed nuts, Fairtrade Italian-style coffee and chargrilled vegetable pasta sauce

    Looking at the level of interaction Sainsbury’s experienced on the day clearly shows the benefits of the 8.8 festival. For example, its live stream during the day received over the 50K Weibo ‘likes’, whilst the number of customers with Sainsbury’s bookmarked in their Twitter favourites rose from 110k to 155k.

    Brands should always be exploring new growth opportunities beyond their borders. Research is just the first step – appropriately leveraging an opportunity is the key.

    Shopping days provide an ideal virtual shop window and best way to do just that, giving brands the chance to start leaving their mark on new places in the world. The growing appreciation of their modern relevance can be understood further by acknowledging the general breadth of major shopping festivals that now exist; from the Korea Grand Sale, to Black Friday and Cyber Monday in the UK and US, as well as the USA Outlet Shopping Festival.

    Take Alibaba’s 11.11, or ‘Singles’ Day’, for example – the biggest shopping festival in the world, four times the size of Black Friday and cyber Monday combined. During Singles’ Day 2015, a third (33 per cent) of all purchases were international products, with consumers from 232 regions and countries completing transactions.

    The benefits of shopping festivals are twofold – product accessibility for consumers and massive exposure for brands, enabling them to expand into previously unknown territories to grow and improve brands need new territories. Shopping festivals offer them exactly that.

  • DHL Express launches Rp-17-billion service center and gateway

    DHL Express launches Rp-17-billion service center and gateway

    International logistics company DHL Express, part of Deutsche Post’s DHL Group, launched a service center and a gateway worth Rp 17 billion (US$1.26 million) to support its business operations in and out of Batam, Riau Islands, on Monday.

    DHL Express decided to expand its business in Batam given its potential as the third-largest city in Sumatra, well known as an industrial area, an emerging transport hub, and part of the Indonesia-Malaysia-Singapore golden triangle.

    “This new investment could improve our network in Indonesia that consists of gateways in Balikpapan, Batam, Denpasar, Jakarta, Medan and Surabaya,” Sean Wall, executive vice president of network operations and aviation of DHL Express Asia-Pacific said.

    The new facility has the capacity to handle 2.4 million kilograms of cargo and process up to 150,000 shipments per year. About 26 people work in the 972-square-meter facility, with three certified employees for handling dangerous goods.

    The company claimed that the facility was launched at the right time because the government is considering whether to make Batam a special economic zone for companies that are involved in aircraft maintenance, repair and overhaul.

    “With the potential of Batam being opened as a special economic zone for the aviation industry, DHL’s investment will be able to support the growth of the aviation industry in Indonesia,” Ahmad Mohamad, senior technical advisor of DHL Express Indonesia, said.

  • Apple Criticized by Korean Game Developers for its App Store Refund Policy

    Apple Criticized by Korean Game Developers for its App Store Refund Policy

    It took me a while to figure out what the big deal was. It’s not that people buy a $1.99 game, then get a refund and keep playing.It’s that people buy $100 in in-game “currency” using an in-app purchase, then get a refund, and keep the $100 of in-game “currency”. Then do this again. And again. And again.

    Oh, you want to have the best fort in Clash of Clans? $100 in in-game gold, and you can do it quickly! Then get a refund on that in-game gold. Want to get good Pokemon faster? $100 in in-game gold and you can lure more Pokemon to you (for a long time.) Then get a refund on that in-game gold.

    It took me a while to figure out what the big deal was.

    It’s not that people buy a $1.99 game, then get a refund and keep playing.

    It’s that people buy $100 in in-game “currency” using an in-app purchase, then get a refund, and keep the $100 of in-game “currency”. Then do this again. And again. And again.

    Oh, you want to have the best fort in Clash of Clans? $100 in in-game gold, and you can do it quickly! Then get a refund on that in-game gold. Want to get good Pokemon faster? $100 in in-game gold and you can lure more Pokemon to you (for a long time.) Then get a refund on that in-game gold.

    Not quite true. In clash of clans, if you request a refund in $100 worth of gems, the game takes the gems spent from you and you end up with thousands of gems in debt. You can still earn gems the normal way but it goes to offset that negative gem count.

    Don’t know how clash of clans can do this but Koreans can’t figure out what the refund was for…

    So… Commenters, we don’t need to be specifying “Korean developers” or calling them out by their nationality. This is a problem to *ALL* nationality of developers, it just happens that this article was in a Korean newspaper, so the developers they interviewed are Korean. Saying things like “These Korean developers whining about…” or “I wish these Korean companies would…” is unnecessarily adding nationality (and by proxy race) in to a complaint. Would you have made the same comment if the developers had been from California? Or Texas? Would you have specified “These Californian developers…” or “I wish these Texan companies…”?If not, then leave “Korean” off the description you post. Their “Koreanness” has nothing to do with the issue.

    I hate in app purchases. I disable them from my settings.So pretty simple. Get rid of in app purchases. Than they wouldn’t have an issue tracking down people who ask for refund. One time fee payment for full game.

    A non issue really. The developer has access to the receipt for each purchase and can check if it is still valid at any point in time.
    They just need to keep track of the receipts, basic in-app programming ffs.
    To be consistent Apple should have the same policy for their stores – so I can buy an iPhone/MacBook then call to request a refund without returning it. I’m sure there’ll only be a “small” number of people abusing it 😉

    And what exactly are people “stealing” by “returning” 100 gold coins in an app – a couple bytes of database space?

    I operate my own small business, a small hardware device with an online system connected – getting in on the “smart home” craze. Manufacturing is outsourced, so we don’t have to deal with manufacturing shrink, we just pay a per-unit contracted cost. The online service, as with any of these games, is practically zero cost-per-unit. If someone cancels a service, or asks for a refund (which we always offer). Yes, hardware space and bandwidth cost money, but there is no “direct cost” per-user.

    Hardware-wise, in the past month, we’ve had $2388 which I’d classify as shrink at retail price, $912 at cost price. That includes:

    – 1 unit damaged in warehouse
    – 3 units lost by couriers shipping to customer
    – 4 “change of mind” hardware returns that couldn’t be re-sold
    – 1 unit that was bought via PayPal with a stolen credit card (we had to swallow the cost)
    – 3 units that were returned as being faulty, which we determined was fraudulent – 1 had a smashed screen which couldn’t have happened during qa/shipping (impact mark), one which was obviously dropped and cracked but otherwise seemed to work fine, and 1 which was returned because apparently only the accessories were in the box, not the unit itself (even though we could see the unit was online, and connected to our service – not for long though!)

    At cost price, for us that was around 0.9% shrink vs revenue, and around 1.4% vs per-item profit margins (not taking into account operating costs here). That’s something we have to budget for – we *know* it’s going to happen, and we take that into account. 100% of our shrink costs come from hardware, not software. Out of that, only a third of shrink was down to “fraud”.

    Saying shrink can’t happen with a digital product is silly. Of course it’s going to happen. If you’re dealing with people, at some point you’re going to deal with fraud. Fact of life. The only difference is the physical cost behind it doesn’t scale the same way as with physical products.

    Here’s two examples:

    1. Company A sells a video streaming service for $10/month. Someone purchases a subscription uses a stolen credit card, and watches 50 films. The credit card company (rightfully) does a chargeback 14 days later, and the company cancels the service. A movie averages at 1.5GB, using 75GB bandwidth. They pay AWS $0.06/GB for bandwidth, which equates to $4.50. They also have to pay the rights holders $0.10 per viewing as part of their agreement. That’s $5, meaning that the total cost of the fraud is $9.50 – that’s $9.50 worth of shrink.

    2. Company B offers a mobile video game for free on the App Store, and sells packs of “100 gold coins” for $5. When a user buys coins, they can use them to buy items in the store – the transaction is purely in the game, and the only result of buying the coins is a database entry to tell the game “hey, user X bought 100 coins”. Somebody buys 100 packs of coins for $500, buying all sorts of virtual items for their character, again, all database entries. The user claims their child accidentally bought the coins, and Apple refunds the $500. Company B hasn’t lost money, other than perhaps a couple of cent in bandwidth costs. Shrink is effectively 0.

    That’s why I don’t understand them chasing so much – unless there is a physical per-unit cost behind it, it’s really not worth it. So what if someone buys a game or coins and returns them, they’ve lost a sale, sure, but they haven’t lost money.

    you work for company A and i’m another customer. i don’t give a flying f*** if Fred next door can or can’t watch the latest Star Wars movie because of his fraudulent dealings with you. it literally has no material affect on the outside world.

    you work for company B and i’m a customer on the same server as Fred. While you haven’t lost money, what you’ve done is enabled Fred to gain an unfair advantage over me and many others who have not bought the coins and got the stuff for free. of course, we don’t know that he hasn’t paid for them – perhaps he’s just a mr moneybags. but word gets out, the big spenders get upset that people competing with them are doing so by fraud and a ********* goes down on the game’s message boards. shrink isn’t measurable in terms of lost sales – yet – but is high in terms of lost reputation and goodwill. it could well have a material effect an order of magnitude higher than company A’s issues going forward.

    comparing a video streaming service which serves one end user at a time, to a MMO game where the actions of one gamer affect the others is silly.

    But you can’t *not* have a refund policy. I have, myself, gotten a refund for a game, when the game stopped working after upgrading from iOS 6 to iOS 7. The app was still installed and could still run (well, as far as it ever did after upgrading), but couldn’t be updated or re-downloaded.IMO, the amount of money they’re going to spend chasing down and suing the small % of customers who abuse it isn’t worth it. All businesses have to deal with a small % of fraud – how many retail places have had TVs returned as faulty when a new one comes out, or people had “left” their laptop in the trunk of their stolen car, or had their iPhone suddenly develop an intermittent fault just after a small scratch appears on the screen.

    It’s a cost of doing business.

    But you can’t *not* have a refund policy.
    It’s a cost of doing business.

    Very true. I wish these Korean companies would get a life and wake up. They are probably losing far more money from employee theft and laziness than a few app users.

    Every business has shrink built into their monthly costs. Shrink is everything from stuff people return that they cannot get credit for, employee theft, customer theft, stuff that gets broken on the floor, etc. You have to expect these things to occur and build it into your costs.

    I always assumed that Apple was able to remotely delete refunded apps.

  • HGC launches ibizCloud in Vietnam

    HGC launches ibizCloud in Vietnam

    Hutchison Global Communications (HGC) has launched its ibizCloud cloud infrastructure-as-a-service offering to Vietnam, in collaboration with the market’s fourth biggest operator CMC Telecom.

    Under the partnership, HGC is providing the cloud design and international network connectivity, while CMC Telecom is providing local connectivity and branding.

    The service has been customized to suit the Vietnamese market and to satisfy growing bandwidth demands from local corporations.

    Besides infrastructure-as-a-service, ibizCloud also offers bandwidth-as-a-service and on-demand virtual leased line services, as well as virtualized infrastructure including virtual machines, CPU cores, RAM and storage.

    “We are happy to extend ibizCloud service to Vietnam in collaboration with CMC Telecom. This offers a remarkable business opportunity to provide local and international corporate customers with a highly-secure global cloud service,” HGC president Andrew Kwok said.

    “Creation of a cloud site in Hanoi has further strengthened our position in the Greater Mekong Subregion. It is also another successful example of HGC’s niche market strategy.”

    CMC Telecom CEO Ngo Trong Hieua added that the launch marks an extension of the existing collaboration between the company and HGC, which also involves co-operation on international data and voice services.

    “We look forward to prosperous co-operation with HGC over coming years, as we seek to satisfy rapidly growing demand in the cloud market and affirm our position as one of Vietnam’s leading telecoms service providers,” he said.

  • HSBC enables Apple Pay for Singapore cardholders

    HSBC enables Apple Pay for Singapore cardholders

    Customers can enjoy $5 off every transaction as a kick off promo. HSBC Singapore is treating its HSBC Visa and MasterCard credit cardholders with Apple Pay.

    Customers using iPhone SE, iPhone 6 to higher versions, and Apple Watch can use Apple Pay in stores with Visa payWave or MasterCard contactless payment terminals in Singapore and overseas.

    As a kick off treat, HSBC customers will be given $5 off for every Apple Pay transaction with their HSBC credit cards, with a minimum spend of $10 per transaction. This promo will be on until January 15 next year.

    Commenting on the launch, HSBC Singapore head of retail banking and wealth management Anurag Mathur said going digital is part of the banks strategy as technology and mobility are changing how our customers do banking.

    “Our findings show that awareness of contactless mobile payment is high amongst Singapore consumers (about 89%) and over half indicated interest to try this new payment method. We believe the security, privacy and convenience Apple Pay brings will appeal to all our customers, especially those who are also active users of our digital banking services,” he said.

  • Singapore Airlines records low passenger numbers on Canberra flights

    Singapore Airlines records low passenger numbers on Canberra flights

    Singapore Airlines struggled to fill its planes in the first week it flew between Canberra and Wellington in New Zealand, data has revealed.

    The International Airline Activity report by the Department of Infrastructure and Regional Development showed, on average, each of the six flights from Wellington to Canberra in September held just 94 passengers.

    The Boeing 777 has 266 seats, meaning there was an average passenger load factor of just 35 per cent.

    The Singapore to Canberra to Wellington rotation runs four times a week, with the first flight touching down in Canberra on September 21.

    According to the report, the carrier’s strongest performing route was a direct service between Canberra and Singapore which was 68 per cent full.

    In September, Singapore Airlines started the first direct international flights to the Australian capital in more than a decade.

    It followed a long-fought campaign by the ACT Government and the Canberra Airport to attract carriers to the city.

    The activity report shows Canberrans were more eager to leave the city than outsiders were to visit the capital.

    A total of 1,421 passengers flew into Canberra on the 12 flights from Singapore and Wellington in September while 1,784 people flew out to those destinations.

    On the 24 Singapore Airlines flights operating in the later part of September, only 13 tonnes of freight left Canberra, with no freight recorded entering the ACT.

    The September figures were released as Qatar Airways announced earlier this week plans to start flights to Doha, becoming the Canberra Airport’s second international carrier.

    Today FlyPelican also announced it would launch regional flights connecting Canberra and Dubbo 10 times a week from next month.

    The October figures for international flights have not yet been released.

  • SPH Reit keen on Seletar Mall

    SPH Reit keen on Seletar Mall

    Shareholders at the SPH Reit annual general meeting yesterday asked if the real estate investment trust sponsored by media group Singapore Press Holdings (SPH) would add Seletar Mall to its portfolio.

    The threat of online shopping was among other queries during the 90-minute meeting.

    In response, chairman Leong Horn Kee said the Reit is always on the lookout for accretive yield.

    He said the Reit, whose portfolio comprises Paragon and The Clementi Mall, is interested in Seletar Mall, which is now owned by SPH, but the question is when SPH wants to sell it and, more importantly, at what price.

    As for the rise of online shopping and e-commerce, 
Dr Leong said that while this trend is getting more prominent, brick-and-mortar stores are still relevant, given that consumers still prefer to feel and look at the actual product before purchase.

    In his opening remarks, 
Dr Leong also said that the retail environment remains challenging amid the economic slowdown in Singapore and the uncertainties of the global environment.

    “Consumers’ sentiment is muted. Retailers are also facing structural impediments such as labour constraints and competition from e-commerce,” said Dr Leong.

    He added that the Reit would continue to seek chances to create value and strengthen long-term sustainability of the properties.

    About 150 shareholders attended the meeting and all resolutions raised were passed.

  • Telstra shuts down 2G network

    Telstra shuts down 2G network

    A customer of Australia’s Telstra was given the honor of switching off Telstra’s 2G GSM network last week.

    The customer, Oly Gordon, became a viral sensation after posting to Telstra’s Facebook page that he was still operating a Nokia 3315 2G phone after 13 years.

    In response, Telstra last week invited him to flick the switch on its 2G network, and presented him with a brand new Google Pixel smartphone.

    Telstra announced in 2014 that it planned to decommission its obsolete 2G network by the end of this year.

    The operator has since been busy migrating the last of its 2G customers on to 3G or 4G networks, and has spent the last few months mailing replacement phones to the final few holdouts.

    Gordon’s viral post came just in time to coincide with Nokia’s announcement that it has closed the transactions required for HMD Global to produce new Nokia-branded smartphones, tablets and feature phones under an exclusive 10-year licensing deal.

  • 2C2P to Work with Diners Club International to Increase Acceptance

    2C2P to Work with Diners Club International to Increase Acceptance

    2C2P, the leading Southeast Asian (SEA) payments services company, and Diners Club International, a subsidiary of Discover Financial Services and part of the Discover Global Network, announced that 2C2P is a global acquirer for all cards running on the Discover Global Network. 2C2P’s SEA merchants can now tap Diners Club International, Discover and other Discover Global Network cards as an additional payment method. 2C2P will increase acceptance in the SEA region allowing Discover Global Network cardholders to use their cards at an increased number of merchants in the region. 

    2C2P will provide its merchants with single-source electronic payment services for the acceptance of Discover Global Network, which includes Discover cards from the United States, Diners Club International as well as its affiliate cards such as BC Global Card from South Korea, Elo Card from Brazil and RuPay from India.

    Aung Kyaw Moe, founder and Group CEO of 2C2P, said: “With the rise in global online retail and tourism, this agreement opens up key international travel and entertainment markets such as Asia, Europe and the U.S. to our Southeast Asian merchants. Cardholders from Discover Global Network can now enjoy payments access to the region’s travel, transport, tourism, retail and e-commerce brands.”

    “Discover Global Network continues to increase our merchant acceptance footprint in Southeast Asia through working with companies such as 2C2P because this region has an increasing number of Discover Global Network cardholders as a result of our Diners Club and RuPay networks,” said Ricardo Leite, vice president, Discover Global Network. “2C2P specializes in e-commerce travel merchants, an important sector to our cardholders.”

    McKinsey estimates the annual revenue of the global payments market is expected to increase by six percent from 2015 to 2020, exceeding US$2 trillion by 2020. The Asia Pacific region, including China, accounts for approximately 55 percent of the industry’s revenue growth worldwide. 

    Discover Global Network is the third largest payments network in the world1. With over 39 million merchant acceptance locations and 1.9 million ATM and cash access locations across 185 countries and territories, Discover Global Network includes Discover, Diners Club International, PULSE and affiliated networks.

    “2C2P continues to look for market-leading partners around the world, to deploy its best-in-class online payments processing solutions and make it easier for consumers to transact with the payment instrument of their choice,” added Aung.

  • Fashion franchises are a popular trend in Vietnam

    Fashion franchises are a popular trend in Vietnam

    At a one-day event held last week at the japan External Trade Organisation (JETRO) Office in Ho Chi Minh City, a group of more than 10 Japanese fashion giants introduced their wares to potential Vietnamese partners. These firms include Isato Design Works; In Design Lab; M-Trading, Inc; Kobe Leather Cloth Co., Ltd.; T-Three Co., Ltd; and Sachiyo Hayashi Beauty Laboratory Co.; Ltd. They all aim to open franchise stores in Vietnam in the future.

    This event was the first of its kind held by JETRO Office in Ho Chi Minh City, targeting Vietnamese companies which have already organised franchising deals or are interested in such deals in the future. In total, 30 Vietnamese firms attended.

    Maison Fashion Group and Imex Pan Pacific (IPP Group) are the most prominent Vietnamese firms to form franchise deals with international brands, but more look to be on the way.

    In recent years, Japanese firms have invested in many service-related projects in Ho Chi Minh City. This market is expected to develop even more in the future. “In addition, Vietnam is home to specific regulations on foreign investment and trading habits, thus penetrating this market via co-operative agreements with local partners is an optimal choice”, said Teramoto Ukai, a JETRO official.

    Japanese electronic products and consumer goods have long been famous in Vietnam for their quality. And now, Japanese firms want to tap into the local fashion market, which is growing at an annual rate of 10%-15%.

    Miniso, a leading Japanese lifestyle brand, is one of the latest firms to connect with Vietnamese market. In April 2016, Miniso signed a franchise deal with le Bao Minh Group.

    “Vietnam has growing consumer demands, thanks to rising incomes and [interest in] global trends. In addition, Vietnam is considered to be one of the 10 Asian retail markets with the fastest growth. The important thing is how to select brands and partners to cash in on the potential”, said Le Thi Ngoc Hai, chairwoman of Le Bao Minh Group.

    Miniso, which has been franchised successfully in the Republic of Korea, Malaysia, China, the Philippines, and Thailand, opened its first three stores in Hanoi in August 2016. It plans to have 13 stores in-country by the end of 2016, between Hanoi, Ho Chi Minh City, Danang, Nghe An, Can Tho, and Haiphong, Hai added.

    This franchising path follows a greater franchising trend in Asia. Along with the food and beverage sector, healthcare, education, and retail, fashion in Vietnam has attracted many famous global brands.

    The UL’s Monsoon Accessorize entered the Vietnamese market in 2009 after signing a franchise deal with Maison, and has since opened three stores nationwide. Spain’s Mango, which also has Maison as its franchise partner, opened its first local Mango store in 2004 and now has 10 stores in Ho Chi Minh City and Hanoi.

    In 2011, the UK’s Karen Millen entered Vietnam in partnership with Maison, and now has stores in Hanoi and Ho Chi Minh City. That same year, France’s Christian Louboutin entered the local market, with one store in Ho Chi Minh City.

    Singapore’s Charles & Keith and the UK’s Topshop also appeared in Vietnam via franchise deals. Charles & Keith now has seven stores in Vietnam after six years in the local market, while Topshop has one store in Ho Chi Minh City. In another case, IPP Group, owned by Jonathan Hanh Nguyen, has also been a favoured franchise partner for international fashion groups, including Italy’s Bulgari S.p.A., the US’s GPS Strategic Alliances with Gap and Banana Republic, and the UK’s Warehouse. They each have opened three stores in Vietnam.

    Zara, a famous Spanish clothing and accessories retailer, officially opened its first store in Vietnam in early September 2016. The opening was wildly successful- on its opening day, it chocked up around VND5.5 billion (US$251,000) in revenue.

    According to a source from Zara, it plans to open a chain of seven stores in Vietnam in the future, including two in Hanoi in 2017.

  • Cebu Pacific passenger volume jumps 5% in January-October

    Cebu Pacific passenger volume jumps 5% in January-October

    Cebu Air and its wholly owned subsidiary Cebgo, Inc. flew 5.1% more passengers in the first ten months of the year, as the budget carrier increased its load factor and added new planes.As of end-October, however, the tally showed passenger volume of 1.519 million, lower by 3% against the 1.566 million last year, amid lesser seat capacity, load factor and number of flights during the period.

    The group ferried a total of 15.996 million passengers from January to October from the 15.218 million recorded during the same period in 2015, according to the latest operating statistics uploaded on its Web site.

    Seat load factor in the 10 months to October stood at 85.9% compared to the 81.8% seen during the comparable period last year.

    Cebu Pacific mounted 110,467 flights from 111,091. The airline currently operates across 36 local and 30 international destinations with a fleet of 58 aircraft.

    Cebu Air President and Chief Executive Officer Lance Y. Gokongwei had said the budget carrier is seen flying 19 million passengers this year, a record passenger volume, driven by the airline’s low-cost, long-haul services and increased frequencies in key domestic markets from 18.4 million passengers in 2015 and also up from the 16.9 million passengers flown in 2014.

    The airline is targeting to ferry 20 million passengers next year, as the company expect the delivery of 48 additional planes in the next five years to 2021.

    Cebu Air, operator of budget airline Cebu Pacific Air, saw its profit double in the first nine months of the year to P7.1 billion from P3.56 billion a year ago, led by strong passenger volume, higher ticket prices and lower fuel costs during the period, it told the stock exchange in its quarterly report.

  • Mastercard launches credit card in Myanmar

    Mastercard launches credit card in Myanmar

    MasterCard and CB Bank have announced their first payment product in the country – a prepaid travel card for locals called the CB Bank EASI Travel Prepaid MasterCard card.

    The reloadable prepaid card will be made available to Myanmar residents for when they travel outside of the country. It is the first such card product to be launched in Myanmar and is yet another stage in the evolution of the electronic payments ecosystem.

    MasterCard has been working very closely to enable CB Bank (which it licensed in September last year) to roll out its very first prepaid MasterCard card. CB Bank is already certified and has undergone full system testing as part of its efforts to be connected to the global payments network.

    Mr. Kyaw Lynn, Executive Vice Chairman and CEO of CB Bank said, “CB Bank continues to be first in the electronic payments sector in Myanmar and we are pleased to be able to collaborate with MasterCard to launch this travel prepaid card. Just as our country is opening up to the world, at the same time, the world is opening up to our countrymen and we’re seeing more and more locals travel abroad. We are so glad to introduce this travel prepaid MasterCard card to help make their travels safe and hassle-free without the worries of carrying large amounts of cash.”

    According to Matthew Driver, president, Southeast Asia, MasterCard, “Part of the allure of operating in such a frontier market is in seeing the vital steps of financial inclusion play out: a vast majority of people in Myanmar remain unbanked and don’t have access to financial services. But the payments infrastructure is rapidly developing – from the rollout of ATMs, point-of-sale terminals, and now the introduction of prepaid cards.”

    “This presents an alternative option for the growing number of locals who’ve had to carry wads of cash when they leave the country for business or leisure travel. It offers them a safe and secure payment method while abroad.”

    Overall consumer optimism is at an extreme high in Myanmar (96.0 Index points according to the latest MasterCard IndexTM of Consumer Confidence). According to the MasterCard survey of Consumer Purchasing Priorities, nearly two-thirds of people who have traveled abroad intend to do so again within the next 12 months, making the introduction of a prepaid travel card timely for the market.

    “Part of our financial inclusion strategy in Myanmar is to educate the local population about the value of electronic payments – we would like to help them understand the benefits of doing away with cash,” Driver added.

    The launch of a new prepaid card marks another vital step forward in the country’s reform of its banking and financial system. MasterCard was the first international payments network to issue a license to a Myanmar bank in September last year, paving the way international payment cards to be accepted in the country for the first time. In November, MasterCard and Co-operative Bank Ltd (CB Bank) teamed up to launch the first ATM transaction at one of the bank’s Yangon ATMs.

    It is expected that more than 500 restaurants, retail outlets and hotels in Myanmar will be accepting payment cards by the end of the year, following the rollout of Point-of-Sale (POS) terminals in March this year with CB Bank.

  • Money transfer firm WorldRemit eyes new markets, growth

    Money transfer firm WorldRemit eyes new markets, growth

    WorldRemit, an online service for overseas money transfers, is looking to expand into new markets and add services like direct payments for bills and school fees, its president said on Friday.

    The UK-based financial technology start-up, which has raised $192.7 million since its founding in 2010, also wants to grow in Canada and is open to taking the company public, Andrew Lee said in an interview.
    “We think about it, we think about other options as well,” he said. “It’s not on the radar at the moment. We’ve got plenty to do before we worry about that.”

    WorldRemit, which caters to migrants and people with no bank accounts, allows money transfers to over 100 countries. Growth is fastest in mobile transfers, though bank deposit and cash pick-up options are also available.
    Online payment service providers are shaking up the remittance industry and retail-based operations like Western Union Co by offering fast, secure service with lower fees, saving recipients travel time to pick up deposits.

    Over 2 billion people in the world do not use banks or are unlikely to have access to retail banking, said Lee, but the vast majority have mobile phones, allowing them to receive and store money, or pay bills.
    WorldRemit, which has partnerships with 34 mobile companies in 26 countries, also lets senders add air time to the prepaid phones of family members, for example.

    WorldRemit is seeking to add domestic transfers and primary banking, Lee said, and is applying for licenses in areas like Singapore, where foreign workers send a lot of money to their home countries.
    WorldRemit expects in the coming months to secure licenses for a few U.S. states that it does not already serve, Lee said. The United States is WorldRemit’s fastest growing market, and is soon expected to account for at least 10 percent of its revenue, he added.

    Canada, with 20 percent of its population born overseas, is WorldRemit’s third-largest market after Australia and Britain. That proportion is the highest among the Group of Eight industrialized countries, according to Statistics Canada.
    Canada has great growth potential, Richard Meseko, the company’s Canadian director, said in the joint interview. About 60,000 WorldRemit overseas transfers are made from Canada each month, but the 55,000 users over the last 12 months is a small number for the size of the immigrant population, he noted.

  • Some eateries charging more for meal deliveries

    Some eateries charging more for meal deliveries

    Ordering in for dinner? You could be paying more than you bargained for. Some restaurants are charging higher prices for menu items on delivery service platforms such as Deliveroo and Foodpanda, with increases varying from 20 cents to several dollars.

    A check of 50 restaurants found nine that had higher menu prices on these platforms compared to in-house menus.

    Among them are major chains Crystal Jade Kitchen, Crystal Jade La Mian Xiao Long Bao, Nando’s and NamNam Noodle Bar.

    Rochor Thai, NamNam Noodle Bar and Verve Pizza said the mark-ups were necessary to cover packaging and commissions paid to the delivery services, which are as high as 37 per cent per order.

    Rochor Thai, which is partnered with Deliveroo, Foodpanda and UberEats, charges an extra 20 cents for deliveries.

    NamNam’s four outlets on Deliveroo include mark-ups ranging from an average of $1.50 to $10.90 for one of its pho items.

    Verve Pizza, which has three outlets – in Clarke Quay, Bukit Merah and Marina Bay – switched from doing its own delivery to partnering with Deliveroo a month ago, said Ms Karen Coldman, director and owner of parent company Verve Holdings.

    While some of its thin-crust pizzas are costlier by up to $2 to cover extra costs, “entry-level pizzas” are kept low to attract new customers.

    “We are competitively priced, and one of the cheaper ones out there,” said Ms Coldman, 39.

    Crystal Jade and Nando’s declined to comment when queried on the price discrepancies.

    PS Cafe, which was one of the earliest to sign on with Deliveroo when it launched here last year, does not mark up prices for deliveries.

    Said the group’s director of operations, Mr Michael Di Palma: “Overheads are a lot less for deliveries compared with dine-in guests, and we’ve always done takeaway so that cost has been built in for a long time.”

    Its eight cafes and Chop Suey outlets fulfil about 1,000 orders a week through Deliveroo.

    Delivery service providers said that menu prices are not under their purview, and that the commissions they charge restaurants are necessary to cover costs.

    UberEats said restaurants retain the bulk of what they charge customers for their menu items.

    Said a spokesman for Deliveroo, which has over 2,000 restaurant partners in Singapore: “The overwhelming majority of our restaurant partners offer the same prices on Deliveroo as they do in their restaurants, and we strongly encourage them to do so.

    “In a few exceptional cases, some restaurants decide to marginally increase prices to make up for the customary service charge that is added to the bill for on-site consumption.”

    To avoid confusion for customers, Foodpanda said it is updating all prices on its platform to include GST and will absorb the GST for its deliveries.

    This will bring it in line with competitors Deliveroo and UberEats, which include GST charges in menu items and exclude the $3 delivery fee from GST.

    Singapore Polytechnic marketing and retail lecturer Amos Tan said that with the increasing popularity and accessibility of food delivery services, restaurants must be careful not to damage their brands with inconsistent pricing.

    “From a consumer’s point of view, whatever deal a restaurant has with a service provider is not relevant to me. If they are going to charge more, they’d better give me back in value, such as with vouchers.”

    While the issue does not appear to be widespread, “if it escalates, not only will brands suffer, but service providers may lose the trust of customers”, said Mr Tan.

    Art therapist Caitlyn Sarkar, who orders from Deliveroo and Foodpanda at least once a week, said she was surprised to learn of the price difference.

    “I don’t mind paying the delivery fee, but if restaurants want to pass on costs to customers, they should be upfront because consumers assume they’re paying the same price as in the restaurant,” said Ms Sarkar, 33.

    She said: “If it’s hidden, it’s kind of tricking customers.”

  • Daimler to build Actros heavy truck in China

    Daimler to build Actros heavy truck in China

    Germany’s Daimler plans to start building the Actros heavy truck in China by the end of the decade, citing the head of the truck division.

    Seeking to expand its role in the world’s largest truck market, Daimler is targeting a five-digit production number for the Actros, the newspaper quoted Daimler Trucks Chief Executive Wolfgang Bernhard as saying in an interview to be published on Tuesday.

    Western manufacturers are allowed to operate in China by forming joint ventures with Chinese partners. Stuttgart-based Daimler currently produces trucks with China’s Beiqi Foton Motor .

    The two companies are planning to invest a three-digit multi-million amount in local production of the Actros, and Daimler alone wants to set up 200 dealer and service stations.