Freight Management, Better Coverage Now




Freight Management is another gem of a company that is starting to get better coverage. The company is professionally run by the husband and wife team Chew Chong Keat and Gan Siew Yong. Freight Management is engaged in providing freight services. It offers international freight services covering sea, rail, air freight and tug barge services, customs brokerage and distribution container haulage and conventional trucking services.The company operates in Malaysia, Australia, and Singapore. It is headquartered in Port Klang, Malaysia and employs 380 people.

The company's offices are located in Port Klang, Klia, Penang, Ipoh, Malacca and Johor in Malaysia. It operates a network of 107 independent agents covering 127 ports in more than 47 countries. The company’s freight services include seafreight, airfreight, railfreight, tug & barge, warehouse, and transport and haulage. It offers sea freight services which include port to port, port to door, and door to door deliveries through a network of 107 reliable agents covering 127 ports. The seafreight services offer both export and import freight services for both less than container Load (LCL) and full container load (FCL) shipments. It provides direct LCL consolidation to over 40 major ports of the world. Its FCL services cover most of the major port of the world.

Its air freight services comprise both inbound and outbound shipments through Kuala Lumpur International Airport (KLIA) and Penang International Airport. Also, the company operates warehouses leased from Malaysian Airline, within the FCZ (Free Commercial Zone) in both KLIA and Penang International (Bayan Lepas) Airport. FMHB offers fully containerized landbridge rail services between Malaysia and Thailand. It operates a train route from Port Klang to Lat Krabang, Bangkok with a stopover at Butterworth on its North bound service and returning on the reverse route for its southbound service.

It owns and operates a fleet of about 800 containers in 20 foot and 40 foot units. The company, through its subsidiary, TCH Marine operates a fleet of eight pairs of tugs and barges with cargo carrying capacities ranging from 3,500 to 5,000 metric tones per barge. It specializes in the movement of dry bulk cargoes such as gypsum, feldspar, limestone, granite aggregate and silica sand operates between South Thailand, the West Coast of Peninsular Malaysia and Singapore. FMHB offers warehousing solutions through a 200,000 square feet warehousing complex which is temperature control storage, value added cold room and new racking systems located in Port Klang. It also offers 30 loading bays with motorized dock levelers and a raised road for conventional trucks to load and discharge. This facility offers both general and bonded storage. The company operates container freight stations (CFS) in its leased space at Klang Container Terminal (KCT), North Port and the Free Commercial Zone (FCZ) in Penang Port, these two faclities has a total storage space of about 50,000 square feet.

In the transport and haulage services, the company offers container haulage, conventional trucking, and customs brokerage services. The container haulage operates a fleet of 30 prime movers and 150 trailers and the conventional trucking operates a fleet of more than 20 trucks, of various sizes. It offers customs brokerage services through it subsidiaries at all the major gateways of Port Klang, Penang, Ipoh, Johore-KLIA and Penang Airport.


Share price: 68 sen
Shares: 121.7m
52 week High-Low: 0.85 - 0.57

Chew Chong Keat 27.85%
Singapore Enterprises Pvt Ltd 20%
Yang Heng Lam 18.3%
Gan Siew Yong 4.34%
Pheim Asset Mgmt 1.97%

Strong points:

a) Its not just a freight company anymore. It has diversified upstream and downstream, and is one of the more visionary transportation company with a sensible and spread out platform. It makes them being a more "value-add" company to clients. This will ensure stickiness and customer loyalty.

b) Its still smallish but I like their cohesive business model. Gearing at 7%. Good dividend policy, which means main shareholders are keen to keep owning the shares and growing the company: Dividends June 08 4.5 sen, June 09 4.5 sen, expected June 10 5.5 sen. Consistent payout ratio above 40%.

c) Management is considering the possibility of venturing into the distribution of pharmaceutical products to hospitals and clinics. Those not in FMCG might not be aware that there are a lot of logistical problems and inefficiencies in distribution. I see this as a huge problem and considering the platform Freight Management is on, it could carve out a profitable niche by bringing about a strong inventory management system and coordinated distribution scheme. Imagine a pharmacy chain getting 1,000 products from 200 distributors - yes, you can have a storage center and then distribute with your own trucks, but capital inefficiency. Why the need to even have trucks and inventory space if you can outsource this to a company like Freight? Its a juicy opportunity that not many logistic and transportation company can afford to offer. Its solutions driven and capital/cost efficient.

d) Year ended June 08, revenue RM222m, net profit RM12.2m, EPS 10 sen. Year ended June 09, revenue RM229m, net profit RM13.6m, EPS 11.1 sen. So far, for the year ending June 2010, the company is on track to record revenue of RM2.70m and a net profit of RM17m, or an EPS of 13.9 sen.

e) Its new haulage division made significant improvement with a 41% y-o-y jump in revenue as more prime movers are deployed and its geographical coverage extended. The improvement across all its divisions boosted overall EBITDA margin from 12.2% in 1Q to 13.8%.



NOTE: The above opinion is not an invitation to buy or sell. It serves as a blogging activity of my investing thoughts and ideas, this does not represent an investment advisory service as I charge no subscription or management fees (donations are welcomed though). The content on this site is provided as general information only and should not be taken as investment advice. All site content, shall not be construed as a recommendation to buy or sell any security or financial instrument. The ideas expressed are solely the opinions of the author. Any action that you take as a result of information, analysis, or commentary on this site is ultimately your responsibility. Consult your investment adviser before making any investment decisions.


p/s photos: Reon Kadena

China's US Treasuries Holdings Dipped?

Beijing’s long-feared dumping of US Treasuries, or the use and value of the PBoC’s central bank reserves was ignited again. The revelation that Chinese holdings of US Treasury obligations fell in December by $34.2 billion, to $755.4 billion, brought new fears. But are they justified?

Tamil Cinema Actress Padma Priya Photos


In December 2009, China slipped below Japan to become the second largest recorded holder of U.S. treasuries, as it continued to unwind holdings of U.S. Treasury bills and Japan bought over US$11 billion in treasuries. China's recorded stock of U.S. treasuries has fallen from US$800 billion in July 2009 to US$755 billion at the end of 2009. China has been shifting back to purchases of longer-dated treasuries after buying more T-bills in late 2008 and early 2009. China's holdings of Treasury bills has fallen from a peak of US$210 billion in May 2009 to US$70 billion at the end of 2009. This shift implies that China may be purchasing some U.S. assets through intermediaries. China's net purchases of long-term Treasury bonds were US$4.6 billion in November.

In mid-2008, China surpassed Japan to become the largest single holder of U.S. Treasury securities. After a sharp increase in its T-bill purchases in late 2008, China gradually reduced its U.S. short-term debt holdings and shifted into long-term Treasuries in 2009.

China dropped its overall holdings , yes, but the article fails to mention the shift in holdings by other key countries that offset completely China's sell-off. In December, the UK and Japan jointly increased their holdings by more than China dropped its holdings, + $US 36.4 bn vs. -$US 34.2 bn. China's current portfolio is really not that difference from recent history. China's December share of US Treasury holdings, 20.9% (as a % of total foreign holdings), is barely off its 2007-2009 average, 21.4%. But Japan's holdings are way off, and could revert towards the average, 23.7%.


Tamil Actress Padma Priya Pictures

p/s photos: Padma Priya

Planned posting frequency

Hi folks,
Thanks so much for the kind words and encouragement so far.
Remember any sensible comment, criticism and questions on any travel related topic is very welcome.

My plan is the following:
Business travel comment at least fortnightly.
Silly memoire short stories at least weekly.
Topical issue comment as they hapen
Funny/bizzare/informative stuff when it turns up.

With regard to the last item I heard recently that Ryanair is supposed to have in their regulations that they reserve the right to charge for two seats if they think you are fat. HOWEVER they cannot guarantee they will be next to each other!

If you like what I am doing please check this blog occasionally or perhaps even become a blog 'follower' whatever that means.
ALSO FEEL FREE TO PASS THE BLOG ADDRESS on to friends and colleagus.
I really don't want to talk to myself!
Take care,
MIKE

Now The Truth Is Out!!!

Now the truth is out, note the similarities ... both established in 1892. The resemblance of the fighter cock is uncanny. Ayam = Liverpool, or as one of my learned friends would say: I like football, I like Pool Liver. Now we know the often heard war cry in local stadiums: kaki ayam!!!

Who should buy travel? (Part one)

This debate has rumbled on for a very long time and I expect it will continue particularly at this time of financial and strategic difficulty. Suppliers have to earn more and corporations have to pay less to achieve their recovery strategy so it has never been more important that the function in the middle of the pricing debate gets it right. If they don’t we will end up either with less products or fewer customers or perhaps both. The key reason for there being an impasse in this debate is there is no right answer for all the stakeholders. It very much depends on the flexibility, specialist knowledge and skills of individuals concerned.

It is not an easy subject to comment on without rubbing someone up the wrong way and getting called biased to one particular part of the supply chain. Although I was very much a TMC man I now feel I can look back more objectively and hopefully put forward some valid considerations to be taken into account. For example I do not believe this activity should be outsourced to a TMC in the current climate as they will be viewed sceptically by the suppliers and not have sufficient mandate within the corporation. It also has the potential of removing ongoing control of the programme, especially within large organisations and their global subsidiaries.


To understand the challenge and make an informed decision you have to know the key issues. I believe many of you know them so I hope you will bear with me while I ad my thoughts on them. Rather like buying most things the secret is to get the correct blend between quality of product and price. In the travel arena this is easier said than done especially when the product is either a commodity or a service and more likely both. In this environment the corporation needs to look closer at a) what exactly they want to buy and b) how they are going to manage the programme to maximum gain when it starts. A decision has to be made as to who in the company is suited to doing both jobs or if the project should be split into two parts. This is where it mainly goes wrong as one task naturally blends into the other.

If you put the TMC and outside consultants aside for a moment that really leaves just two functions which are procurement and the travel manager. One view is that a buyer is expert at buying a commodity and a travel manager is much better at controlling a service. Having seen both in action more times than I can remember it is very rare indeed to find one person who can lead both functions successfully as the skill –set is so different.


So there we have it. When a buyer says it should be their job they are probably as wrong as the travel manager who says it should be them. In my opinion there are only two alternatives. One is that you go out and find that rare breed of person who can both buy professionally and manage a complex service orientated project. After all travel is a commodity when you buy but turns into a service when you use it. The second option (and best in my opinion) is to form a triumvirate of a buyer, a travel manager and a leader who should be a senior board member with a strong mandate from his colleagues. All three should work together from concept to strategy to buying to delivery. This liaison should not stop at delivery but move forward to ensure disciplines and benefits are achieved.
What about the suppliers? Who should be negotiating what with whom?
I will put forward my views in part two but I can say now that I think it works pretty badly in general!

Transmile - Catching Falling Knives & Accounting Lessons


Operating expenses per quarter RM70.9m (1Q2009), finance cost RM8.087m (1Q2009).
Operating expense per quarter RM36.8m (2Q2009), finance cost RM6.998m (2Q2009).

Operating expense per quarter RM39.5m (3Q2009), finance cost RM7.3m (3Q2009).

Operating expense per quarter RM263.6m (4Q2009), finance cost RM6.9m (4Q2009).


Naturally one can see that the 4Q operating expense was irregular. It would seem that the company has brought down normal operating expense to around RM35m per quarter. The additional losses were due to impairment losses in selling their assets.


Transmile said an impairment loss of RM8.2 million on its narrow body aircraft was recognised in operating expense in the current quarter to reflect the fair value based on published aircraft value as at January 4. An impairment loss of RM178 million on its wide body aircraft was also recognised to reflect the fair value less cost to sell.


Why the hoo-hah, why the sharp sell down in the shares? Don't people read company announcements? The planes were ALREADY reclassified during the quarter ended June 30, 2009, the company said in notes accompanying its 2Q2009 results.
“Following the decision of the board to dispose of the wide-body aircraft, the planes are now classified as assets held for sale in the current quarter,”

http://lh4.ggpht.com/_T5PXg2LAEAQ/Sqszgq-KpFI/AAAAAAAABbo/WHyvnAvfKAg/s400/wallpaper-artis-ririn-dwi-ariyanti.jpg

Transmile has some RM570 million in debts owed to term note holders and bondholders. Transmile’s outstanding debts comprise a US$66.9 million (RM235 million) syndicated term loan, US$65.6 million 1% guaranteed convertible bonds and RM105 million medium-term loans. In its 2008 annual report, Transmile notes that the four McDonnell Douglas planes (MD11s) were not classified as assets held for sale as it was “highly improbable” that the disposal could be completed within a year.

With the reclassification in 2Q2009, it is fair to assume that the company is optimistic of selling the planes now that the operating and credit environment is more favourable than in the previous year. The reclassification means that Transmile has convinced its auditors that it can find buyers for those planes in the near future. So, now the planes were sold and the impairment loss recognised, why jump up and down????

2009 4Q
Rev 46.6m Losses 212.9m Loss PS 78.9 sen NTA 8 sen
2009 3Q

Rev 30.5m
Losses 14.8m Loss PS 5.56 sen NTA 87 sen
2009 2Q

Rev 38.5m
Losses 0.227m Loss PS 0.17 sen NTA 93 sen
2009 1Q

Rev 35.5m
Losses 42.5m Loss PS 16.2 sen NTA 93 sen

Impairment losses basically says that what was reflected as assets or as NTA did not really match up when the assets were finally sold. As you can see from the NTA valuation progression over the last four quarters, it stood at 93 sen. If all the net assets that made up the 93 sen were sold into the market, technically you will get back 93 sen net cash. In fact, many companies are actually worth a lot more than their NTA, maybe they did not revalue some of their assets as frequent as necessary.


However, in this case, there are a few very troubling questions in my mind, and should be in many investors' as well:


a) Obviously, the 93 sen NTA was largely made up of the assets which were sold at a huge loss. Accounting standards should start requiring companies to reflect "impairment loss" accumulated as a charge on NTA to better reflect the real underlying NTA.
If you do not see the grave implications of NTA dropping from 93 sen to 87 sen and then to 8 sen all within 2 quarters of reporting, somebody needs to see a doctor.

b) This is very serious because many investors rely on the company's NTA in making a reference valuation point when deciding whether to buy a company's shares. If Pintaras Jaya has a NTA of RM3.00 and its trading at RM1.60, I know I have a lot of comfort level, .... because I can "rely" on the published and audited NTA figures. I can rely on the figures because its in the published financial statements, you cannot turn around and say
"caveat emptor mate", its just financial statements - you cannot say to me, "Bro (I hate that word), you shouldn't put all your eggs in the basket based on the NTA".

OMG MF, the NTA went from 93 sen to 8 sen in the blink of an eye. We only saw a very minute move down from 93 sen to 87 sen in the 3Q figures. Not all investors know that they should incorporate provisions for impairment losses when looking at NTA - there should really be more clarity in this matter.

c) One may argue that the NTA is but one of many indicators that investors should rely on. Am I barking too much over a small matter? Eeerrr NNNOOOOOOO ... because in cases like Transmile, where there was some crisis and the company is trying its best to find its footing, e.g. work out a reasonable business model and manage their debts ... most investors will RELY EXTENSIVELY on NTA as the benchmark because the likelihood of it being SOLD or WOUND UP is very high. Hence investors would look to seek out bargains or comfort levels based on the NTA.


That's the accounting lesson. Now for bottom pickers ...


a) The air cargo player now still serves over 20 routes in the region with its fleet of B727 and B737 planes. It has also retained DHL, TNT, FeDex and UPS as clients. By selling the planes, it goes some way to addressing their debt problem.


b) If you look at their revenue stream, its pushing to break RM40m a quarter convincingly and may get to RM50m soon. Looking at the cost side, taking out most of their finance cost, their operating expenses could be capped at RM40m a quarter but now you have "leasing charges" which could bring total expenses to RM45m a quarter.

Technically, if they keep improving a little bit more, Transmile could start making RM5m a quarter tax free (based on so much losses in the books) = RM20m a year. RM20m / 270m = 7.4 sen a share ... possible. Bottom fishing potential???


c) One should not look at their NTA anymore as the company has shifted from a an asset owner to a company that leases. Its no big deal as MAS and many other airlines have done the same. Its a different business model. The question is will Transmile survive??? Look at their current clientele, they still have DHL, TNT, FeDex and UPS ... WHY??? Why would these mega companies still do business with Transmile after the internal fiasco?

d) PN17 is a given and I do not see them not coming out of it. I do think some of the selling could be because investors fearing PN17 stocks cannot be margined, but seriously, who puts Transmile stocks under margin accounts.

Firstly, Robert Kuok is still there. Secondly, Robert Kuok is still there and rectifying and revamping the business model. Thirdly, Robert Kuok is still there and the clients know that Kuok has no part in the fiasco that caused the company's downfall. Fourthly, and most importantly, Transmile has very special landing rights in certain strategic locations.


I think the markets over-reacted on the sell side. I think Transmile is fairly value around 60 sen really (now 36.5 sen). They did NOTHING to deserve the sell down. The selling of planes was part of their restructuring plan. Now the business model looks more workable and I am more confident they can turn a profit by 2H2010.


NOTE: The above opinion is not an invitation to buy or sell. It serves as a blogging activity of my investing thoughts and ideas, this does not represent an investment advisory service as I charge no subscription or management fees (donations are welcomed though). The content on this site is provided as general information only and should not be taken as investment advice. All site content, shall not be construed as a recommendation to buy or sell any security or financial instrument. The ideas expressed are solely the opinions of the author. Any action that you take as a result of information, analysis, or commentary on this site is ultimately your responsibility. Consult your investment adviser before making any investment decisions.


p/s photo: Ririn Dwi Ariyanti

A Distressed Salesman in Paris

Well, it happens to us all. Retirement or should I say 'benign culling'. When you think you are useful but in a minority of one!
What on earth are you going to do? Someone forgot to remove the drive and passion during the process but there is no obvious outlet….or is there.
Maybe some entertaining therapy/transition process can be achieved by using ones rapidly fleeing memory? Maybe one could entertain, amuse, inject a tad of revenge and at the same time enjoy the process of remembering the weird and wacky with just a tad of embellishment thrown in here and there. You know what it is like. When, after an ‘experience’ you only wish you had said something or triggered a slightly different ending. I confess there are a few of these dotted about in these ‘memoires’ but frighteningly….not that many
I plan to do these monthly and, although some will appear in other publications these will be the unedited versions!

(These articles are the sole property of the owner and can only be reproduced with his express permission)


A DISTRESSED SALESMAN IN PARIS


We all know what it is like. That dreadful feeling when you just know you have to go. You feel strange movements and aches in your gut and you try to position yourself in the car seat in a way that you can best cope. Cold sweat starts to form on your brow as you realise that your race against time is nearly lost and there is no salvation is in sight. The mind wonders what you are going to do when it literally’ happens’.

It all seemed so harmless the previous night. A few Kronenbourgs, a celebratory glass of champagne, some suspect cork flavoured wine and oysters for the first time in that quaint riverside Parisian bistro. What the hell are you supposed to do with oysters I thought, my mind wandering back to various novels I had read. I tried swallowing, and chewing, a bit of Tabasco, au naturelle but frankly it tasted like raw sea slug whichever way it went down. My table host was ‘eating’ moules marinier at the same time so I borrowed a few to see if the combined taste improved matters. It definitely did not. Back to the hotel afterwards and after a couple of Armagnac and a jar of assorted peanuts from the mini bar I fell into an uneasy sleep.

Out of bed early in the morning, shovelling down a breakfast ‘Anglais’ with a swill of tart orange juice and black coffee and off in my hire car, a replete road warrior The kilometres ran past and my stomach tightened until I found myself in contortions, talking to myself, and sweat poring down my face. The sheer horror of being in a foreign land on a busy perimeter road and not the first idea how to explain my predicament to a local began to play on my tortured senses.

Just as my stomach was seriously contemplating giving way to gravity I saw it. There it was, a roadside toilet. The relief was palpable. Providence was on my side and there was a large parking space, right in front of it! Oh what joy I felt as I crabbed across the pavement in a Quasimodo like gait. Relief was imminently at hand, I thought.

The anticipation was as good as it gets, until I got inside. My eyes focussed simultaniously on two unwelcome sights. First was an enormous old lady sitting behind a plain wooden table by the urinal and the second a sign next to the only cubicle saying ‘ferme (closed). Any blood remaining in my face drained at these two terrible visions.

The woman was obviously both, cleaner and custodian and her eyes transfixed me with a baleful stare as I stood there hunched over with my knees clamped together. I made my move first, lurching towards the cubicle door, hands like claws reaching for the handle. She moved fast considering her bulk and age but I got there seconds before her and slammed the door in her face. Eureka I thought as I settled on the grubby seat. It was then I realised that the reason the cubicle was ‘ferme’ was because the lock on the door was broken and hanging off its screws. By this time nothing was going to stop me so I stretched one leg as far as I could and jammed it against the door.

It was like the 1812, Ride of the Valkerye and the Hallelujah chorus all thrown into one defining moment of relief. I could swear the earth moved and with a whimpering sigh of joy I let it all go. My pleasure lasted as long as it took for the cubicle door to crash open throwing me backwards and leaving my leg a painful limp and inanimate object. There standing in all her massive glory was Madame the cleaner, cigarette in mouth and brandishing a mop and bucket. I was transfixed to the spot with my hands trying to shield my nether regions and blubbering ‘excuse moi’! She took no notice and started mopping the floor around me as I sat like a petrified gnome. Finally she started prodding my feet with her mop head until I understood she wanted me to raise them so she could do the bits closer around the bowl. The shame of it.

Having cleaned everything bar where I was actually sitting she stood back and stared at me. Very slowly she shrugged her mighty shoulders, shook her head and muttered something like ‘Pah’ and lumbered off to her table with a glimmer of a smile hovering on her lips. She had taught Johnny foreigner a lesson he would not forget in a hurry. ‘Merde’ she felt good.

I made it back to my car with both sets of cheeks burning and drove off. I was embarrassed but the feeling of sheer physical relief far outweighed the humiliation. But I should have known better. Like an earthquake food poisoning does not result in only one big bang. The further I drove away from that hell hole the greater discomfort I felt. What happened next?

Groundhog Day.

Gossiping About Sentosa RW IR Casino



- S$100 per entry for Singaporeans or S$2,000 annual fee. Still 5 were caught trying to slip through and were charged. The fee of $100 is per entry per 24 hours. That means if you entered the casino at 0001 min past midnite, it will expire 2359 the same date. To remain inside the casino, another $100 is required for the next 24 hours. If you overstay 1 min, you can be fined $1000.

- Donnie Yen was spotted to be trying his luck in the first couple of days.

- The casino's net gains per day for the first few days was S$3.5m. I will be that 4 out of 5 patrons walk out losing money.

- Yes, somebody forgot about the foreign workers loophole, hence many were dressed very casually and can be found sleeping around on the floors - kinda puts a damper after spending S$6bn on that thing. Guess they will have to plug that loophole or we will see Sundays at Kota Raya Kompleks being replicated at the casino.

- Apparently a substantial number of the visitors came from China.

- It is uncomfortable and hot to watch the shows in Universal Studio. Surely you shouldn't have shows being performed outside - like no one knew that we are all on the bloody equator matey. The heat is likely to deter visitors. They already had failures in Haw Par Villa, Tang Dynasty City and other theme parks - did not not learn from past experience?

- Some people spotted a car at the Genting carpark with the back open. A maid and 2 kids sitting behind eating. Where were their parents? Your guess is as good as mind. This cannot be encouraged, its quite sad.

- Yes, some people got in wearing slippers.

- Some already rate the Universal Studios theme park as a lot better than HK Disneyland, but it doesn't take a lot to do that, really.

- The casino says that 70% of staffers at the casino are Singaporeans or Singapore PR holders, although most who went there would like to disagree.

- An Indonesian man who lost all the S$1,000 he had with him at the Sentosa casino was jailed for four weeks after pleading guilty to stealing a handphone from an undergraduate at Changi Airport.

A man dressed as a Chinese God of Fortune walks inside the newly opened Resorts World Sentosa casino.

- At least three quarters of the casino is operational. But seriously, the 15,000-square-metre casino will not be able to cater to 20,000 people at any one time even when fully opened. We have to be admit that the crowds in the opening weeks may not be fair to the casino as it will result in too many people, too many players and not enough tables.

- 8 lions for the lion dance, 11.18am for the official opening, 12.18pm for the casino doors to be opened to the public.


- Lim Kok Thay was Mr Cool as he played the first game in the house – a game of baccarat – which he lost to much laughter and ribbing from all present.

- The theme park is spread on 24 hectares of land and features a total of 24 rides and attractions. The prime among these are the Battlestar Galactica Ride which is a multi-track coaster, and a replica of the famous Revenge of the Mummy Attraction. The mummy ride is presently only available at Universal Studios Hollywood and Orlando. One major highlight will be the Shrek 4D attraction, an awesome experience in which viewers are taken into the world of Shrek virtually and physically. Another highly anticipated ride in sci-fi city is the Transformers ride. The park is divided into total seven sectors which include Sci-Fi City, New York City, Egypt, The Lost World and The Hollywood. 6 hotels are also there which have a combined room count of 1800 rooms.

- Not spotted during the first few days in Sentosa, the analysts who put up BUY calls on Genting Singapore.

Brilliant photos can be found at this link, OMG, the Universal Studios facade looked exactly like the beautiful Disneyland of old. Having said that, back in the casino there seems to be spots of "poor design and aesthetics" in some of the architecture, design and taste. There were spots of brilliance such as the Botero (I think it was, or maybe a look-alike) and chandeliers. Overall Universal Studios theme park looked a lot better.

http://sparklette.net/travel/singapore/resorts-world-sentosa/

Every Decade Sure To Have Their Very Own "Dr. Doom"

We usually will laud the bullish experts who got things right. Many will despise the naysayers, the bearish buggers who seem to be always pessimistic. However, some of them have been prescient in their big calls, and deserve to be applauded. You will find them being tagged as the Dr. Dooms, and every decade seems to have a major one. As a Dr. Doom, they will shout loudest when they feel strongly about something going wrong, but usually you will not hear from them when markets turn bullish - not that they do not like bull runs, but its their attention to detail and them usually having a very high disposition to fear that will cause them not to issue buy signals even they see them. Hence when its bullish, and they are quiet, its good. When its bullish and they keep getting louder, its bad.

Not all of them are as good as the title may hint at. I have rated them out of 10, 10 being excellent.

Dr. Henry Kaufman - Dr. Doom of the 1970s & early 80s (my rating 8.5/10)

He was well-known during the 1970s and early 1980s for the interest rate forecasts he wrote for Salomon, and for their bearish views, generally predicting that bond prices would decrease (interest rate would increase). Thus, he earned the nickname "Dr. Doom." Dr. Henry Kaufman is the president of Henry Kaufman & Company, Inc., a firm specializing in economic and financial consulting. He was previously a managing director at Salomon Brothers and was a member of the executive committee in charge of the firm's four research departments.

Dr. Kaufman was also a vice chairman of the parent company, Salomon Inc. Before joining Salomon Brothers, he was in commercial banking and served as an economist at the Federal Reserve Bank of New York. Unwittingly, this Dr. Doom also triggered a major market rally after years of doom and gloom predictions, Kaufman’s prediction on August 17, 1982 that interest rates would fall sparked a stock market rally that can be dated as the beginning of the 1980’s bull market.

http://i.thisislondon.co.uk/i/pix/2008/12/3112kaufmanES_415x275.jpg

Dr. Kaufman's book, On Money and Markets, A WallStreetMemoir, was published in June 2000. In 1987, Dr. Kaufman was awarded the first George S. Eccles Prize for excellence in economic writing from the Columbia Business School for his book, Interest Rates, the Markets, and the New Financial World.

Dr. Kaufman received his bachelor's degree in economics from NYU in 1948, an M.S. in finance from Columbia University in 1949 and a Ph.D in banking and finance from New York University Graduate School of Business Administration in 1958. He also received an honorary Doctor of Laws degree from New York University in 1982, and an honorary Doctor of Humane Letters degree from Yeshiva University in 1986 and from Trinity College in 2005.

Kaufman is known among the insiders in the financial community as a genius at contrarian investing. During the 1970s downturn in New York City he was the buyer of last resort for Con Edison bonds, which resulted in huge gains. Kaufman was buying Con Edison Bonds at 30 percent of face value when the city was told no help was coming from the federal government to keep the lights on in New York. Of course the bonds never defaulted, and the returns were in mega millions to Kaufman.

Kaufman was the largest shareholder of Apple Bank of New York along with many other holdings. He was the financial controller of all of the $320 million Maurice Kanbar received for selling Skyy Vodka and created $190 million in additional profits from this account. One of the investments was buying 32 percent of downtown Tulsa, Oklahoma, at distress prices starting in 2005. Tulsa is one of the few cities that has weathered the U.S. real estate crisis and actually has increased in value. He also was the funding source of capital for Heine Herzog (Mutual Shares which merged with Franklin Templeton), the largest over-the-counter market maker in the U. S. Kaufman also bought buildings in Soho at $30 square foot in the distress times of the 70s and became a legend in value investing when the market climbed to $200 a square foot. His latest venture was going big into Costa Rica real estate last year, let's see if its going to be another winner for him.

Latest Mantras: Kaufman thinks the banks should be broken up ... "A much better approach would be to prohibit any financial institution from remaining or becoming too big to fail. This would require that regulators downsize large financial conglomerates. In this process, the prime targets for divestiture should be financial activities that pose risk to the stability of the deposit function as well as operations that pose conflicts of interest.

Our financial system is at a crossroads. We can either succumb to the forces that are shifting markets toward greater government back-stopping and socialization. Or we can create a structure in which no institution is too big to fail, and a financial system that is supervised effectively by a modernized central bank."

"Why are we so poor at managing our key economic institutions while at the same time so accomplished in medicine, engineering and telecommunications? Why can we land men on the moon with pinpoint accuracy, yet fail to steer our economy away from the rocks? Why do our computers work so well, except when we use them to manage derivatives and hedge funds?"

Kaufman warns: "The computations were correct, but far too often the conclusions drawn from them were not." Why? Selfish, myopic politicians and bankers.


Dr. Marc Faber - Dr. Doom of the 1990s and present time (my rating 6.5/10)

Dr Marc Faber was born in Zurich, Switzerland. He went to school in Geneva and Zurich and finished high school with the Matura. He studied Economics at the University of Zurich and, at the age of 24, obtained a PhD in Economics magna cum laude.

Dr. Doom

Between 1970 and 1978, Dr Faber worked for White Weld & Company Limited in New York, Zurich and Hong Kong.

Since 1973, he has lived in Hong Kong. From 1978 to February 1990, he was the Managing Director of Drexel Burnham Lambert (HK) Ltd. In June 1990, he set up his own business, MARC FABER LIMITED which acts as an investment advisor and fund manager.

Dr Faber publishes a widely read monthly investment newsletter "The Gloom Boom & Doom Report" report which highlights unusual investment opportunities, and is the author of several books including “ TOMORROW'S GOLD – Asia's Age of Discovery” which was first published in 2002 and highlights future investment opportunities around the world. “ TOMORROW'S GOLD ” was for several weeks on Amazon's best seller list and is being translated into Japanese, Chinese, Korean, Thai and German.

Latest Mantras: Marc continues his bashing of the governments of all developed and overleveraged nations, which he claims will sooner or later default on their obligations. This could be the most scathing critique of the fiat-money system to date, which is the primary cause for the facility with which governments have accumulated untenable debt loads.

"In the developed world we have huge debt to GDP, in terms of government debt to GDP and unfunded liabilities that will come due, and these unfunded liabilities are so huge that eventually these governments will all have to print money before they default."

Faber also said he is turning from a bull to a bear on stock markets in 2010 because there was too much bullish sentiment and whenever there’s a mid-term election then it becomes negative for stocks, “Everybody was looking for further gains in stocks.”

Marc Faber says "the average life span of the world's greatest civilizations has been 200 years ... Once a society becomes successful it becomes arrogant, righteous, overconfident, corrupt, and decadent ... overspends ... costly wars ... wealth inequity and social tensions increase; and society enters a secular decline."


Robert Shiller - Dr. Doom of 2000s (my rating 9.5/10)

Shiller received his B.A. from the University of Michigan in 1967, S.M. from MIT in 1968, and his Ph.D from MIT in 1972. He has taught at Yale since 1982 and previously held faculty positions at the Wharton School of the University of Pennsylvania and the University of Minnesota, also giving frequent lectures at the LSE. His book Macro Markets won first annual Paul A. Samuelson Award.

http://www.portfolio.com/images/site/editorial/executives/2008/04/robert-shiller-enlarge.jpg

In 1981 Shiller published an article titled "Do stock prices move too much to be justified by subsequent changes in dividends?" He challenged the efficient markets model, which at that time was the dominant view in the economics profession. Shiller argued that in a rational stock market, investors would base stock prices on the expected receipt of future dividends, discounted to a present value. He examined the performance of the U.S. stock market since the 1920s, and considered the kinds of expectations of future dividends and discount rates that could justify the wide range of variation experienced in the stock market. Shiller concluded that the volatility of the stock market was greater than could plausibly be explained by any rational view of the future.

http://randolfe.typepad.com/photos/uncategorized/housing_projection.jpg
In 1991, he formed Case Shiller Weiss with economists Karl Case and Allan Weiss. The company produced a repeat-sales index using home sales prices data from across the nation, studying home pricing trends. The index was developed by Shiller and Case when Case was studying unsustainable house pricing booms in Boston and Shiller was studying the behavioral aspects of economic bubbles. The repeat-sales index developed by Case and Shiller was later acquired and further developed by Fiserv and Standard & Poor, creating the now famous Case-Shiller index. His book Irrational Exuberence (2000) – a NYT bestseller, and now you know where that phrase came from (no its not Greenspan) – warned that the stock market had become a bubble in March 2000 (the very height of the market top) which could lead to a sharp decline.

Writing in the Wall Street Journal in August 2006, Shiller again warned that "there is significant risk of a very bad period, with slow sales, slim commissions, falling prices, rising default and foreclosures, serious trouble in financial markets, and a possible recession sooner than most of us expected.” Robert Shiller was awarded the Deutsche Bank Prize in Financial Economics in 2009 for his pioneering research in the field of financial economics, relating to the dynamics of asset prices, such as fixed income, equities, and real estate, and their metrics. His work has been influential in the development of the theory as well as its implications for practice and policy-making. His contributions on risk sharing, financial market volatility, bubbles and crises, have received widespread attention among academics, practitioners and policy makers alike.

Latest Mantras: Even if there is a quick end to the recession, the housing market’s poor performance may linger. After the last home price boom, which ended about the time of the 1990-91 recession, home prices did not start moving upward, even incrementally, until 1997. Even the federal government has projected price decreases through 2010. As a baseline, the stress tests recently performed on big banks included a total fall in housing prices of 41 percent from 2006 through 2010. Their “more adverse” forecast projected a drop of 48 percent — suggesting that important housing ratios, like price to rent, and price to construction cost — would fall to their lowest levels in 20 years.

Remember a decade ago with "Irrational Exuberance?" Now he's warning: "Bubbles are primarily social phenomena. Until we understand and address the psychology that fuels them, they're going to keep forming. We recently lived through two epidemics of excessive financial optimism, we are close to a third episode, only this one will spread irrational pessimism and distrust -- not exuberance."


Nouriel Roubini - The Latest Dr. Doom, although he is not comfortable with the tag (my rating: 7.5/10)

Nourel Roubini is an economist and professor at New York University. He was one of the only people to accurately predict the current global economic crisis. Roubini started predicting a possible financial meltdown in 2004, and received the nickname "Dr. Doom" after a 2006 IMF meeting. Roubini, once an obscure economist, has become an in-demand analyst due to his uncannily accurate and pessimistic predictions.NY Times: Dr. Doom (August 15, 2008)

BOAO, CHINA - APRIL 18: (CHINA OUT) Nouriel Roubini, professor of economics and international business at New York University, attends the Boao Forum for Asia (BFA) Annual Conference 2009 on April 18, 2009 in Boao, a scenic town in south China's Hainan Province. The BFA Annual Conference 2009 opened here on Saturday with the theme of "Asia: Managing Beyond Crisis." Nouriel Roubini

Roubini hasn't always been right in his predictions: In an August 2008 interview with Barron's, he said as many as 1,400 U.S. banks could fail. That number has been closer to 200, and it doesn't appear that the Federal Deposit Insurance Corp. and state authorities will have to shutter anywhere near the number he predicted.

He warned that the Federal Reserve and other government central banks are fueling a massive new asset "bubble" that -- while not in imminent danger of bursting -- will someday do so with calamitous consequences.

Here is Roubini's argument: The Fed is holding short-term interest rates near zero. Investors and speculators borrow dollars cheaply and use them to buy various assets -- stocks, bonds, gold, oil, minerals, foreign currencies. Prices rise. Huge profits can be made. But this can't last, Roubini warns. The Fed will eventually raise interest rates. Or outside events (a confrontation with Iran, fear of a double-dip recession) will change market psychology. Then investors will rush to lock in profits, and the sell-off will trigger a crash. Stock, bond and commodity prices will plunge. Losses will mount, confidence will fall and the real economy will suffer.

"The Fed and other policymakers seem unaware of the monster bubble they are creating," writes Roubini. "The longer they remain blind, the harder the markets will fall."

Like home values a few years ago, asset prices have risen spectacularly. Since its March 9 low, the Standard & Poor's 500-stock index has gained more than 50 percent. An index of stocks for 22 "emerging-market" countries (including Brazil, China and India) has doubled from its recent low. Oil, now around $80 a barrel, has increased 150 percent from its recent low of $31. Gold is near an all-time high, around $1,090 an ounce. Meanwhile, the dollar has dropped against many currencies. Half of Roubini's story resonates.

...... So, Roubini's new bubble remains unproved. But this doesn't invalidate his warning. We've learned that there's a thin line between promoting economic expansion and fostering bubbles. With hindsight, lax Fed policies contributed to both the "tech" bubble of the late 1990s and the recent housing bubble, though how much is debated.


I don’t believe in gold. Gold can go up for only two reasons. [One is] inflation, and we are in a world where there are massive amounts of deflation because of a glut of capacity, and demand is weak, and there’s slack in the labor markets with unemployment peeking above 10 percent in all the advanced economies. So there’s no inflation, and there’s not going to be for the time being.
The only other case in which gold can go higher with deflation is if you have Armageddon, if you have another depression. But we’ve avoided that tail risk as well. So all the gold bugs who say gold is going to go to $1,500, $2,000, they’re just speaking nonsense. Without inflation, or without a depression, there’s nowhere for gold to go. Yeah, it can go above $1,000, but it can’t move up 20-30 percent unless we end up in a world of inflation or another depression. I don’t see either of those being likely for the time being. Maybe three or four years from now, yes. But not anytime soon.”

Latest Mantras: The shorting of USD is the “mother of all highly leveraged asset bubbles” now in progress. Shorts in the US dollar are being built up to unprecedented levels, and are being used to finance the purchase of every asset class, especially in energy, commodities, and precious metals. This bubble will be pricked by a huge snap back rally in the greenback, the exhaustion of Fed support measures, a growth surprise in the US leading to an early Fed tightening, or a real double dip recession. The inevitable collapse will make the last financial crisis look like a cake walk, and take all markets, especially equities, down to new lows.

Market Direction Updated

Readers may remember me having said that I think the Malaysian market should outperform the rest of the Asian markets in 2010. I still stand by it. I also said that the FBM KLCI has the potential to touch 1,500 this year as a high. Now, that has been clouded somewhat. For the benefit of those who will be attending the upcoming talk on 6 March, I will be discussing two critical macro developments which I see may shake global markets to its core in 2Q2010. Together with my guest chartists, we will delve into target support levels on those scenarios.

Investing in stocks nowadays is no longer a buy and hold strategy. We must be prepared to consider the timing of waves and major breaks. Not just Malaysia, now almost every markets are trend driven markets because of the sheer force and size of leveraged funds and big trading prop computer models.

See you at the talk ... it should save you loads of money and sleepless nights ...

Views On Malaysia Market Outlook In 2010

  • Malaysia’s stock market, the Kuala Lumpur Composite Index (KLCI), rallied in 2009 as the global economic recovery, the revival of risk appetite and the government’s stock market liberalization attracted foreign investment. Nevertheless, compared to other equity markets in Asia, the KLCI’s performance was less stellar, given prospects of weak economic recovery in Malaysia, political instability and risks to corporations amid a credit crunch and weak exports. After peaking in mid-January 2010, the KLCI declined through early February as global cues shifted foreign investor confidence. Malaysia’s stock market dropped 1.9% YTD as of early February 2010. Going forward, investor sentiment in Malaysia’s stock market will depend on domestic conditions–the recovery of domestic consumption and global export demand, trends in commodity prices, the removal of political uncertainty and progress on fiscal consolidation and promised financial market liberalization and economic reforms.
  • The P/E ratio decreased to 20.4 in early February 2010 from 22.7 in January. The estimated P/E ratio for 2010 was 15.3 in early February 2010, attractive compared to other countries in Asia.
  • In January 2010, foreign investment registered a net outflow. According to Bursa Malaysia, foreign institutional investors bought 6.1 billion ringgit (MYR), while they sold MYR7.1 billion. However, foreign retail investment in Malaysia’s stock market was unchanged in January.
  • Local institutional investment registered a net inflow in January, while local retail investment posted a slight net outflow. Bursa Malaysia said that local institutional investors bought MYR11.2 billion and sold MYR9.8 billion in January, while local retail investors sold MYR9.1 billion and bought MYR9.0 billion.
  • To boost foreign investment, the government on June 30 deregulated the foreign investment committee and decreased the required equity allocation to ethnic groups to 12.5% from 30%.
  • After falling to a decade low of 14 in 2009, initial public offerings (IPOs) will pick up in 2010 due to government efforts to relax investment rules in the stock market. According to Bursa Malaysia, the securities commission as of early February 2010 had already approved almost 20 IPO applications. Malaysia’s government also plans to list 10-15 government-related companies in the stock market in 2010.

Outlook

  • Richard Lin, a chief investment officer at Great Eastern Life Assurance, told The Star that Malaysia’s stock market would be volatile in Q1 2010 and might experience a correction in H1 2010 due to the uncertain global economic recovery. Investors will continue to focus on China’s monetary tightening and rising sovereign debt issues, he said. (02/08/10)
  • On February 8, 2010, Analyst Yvonne Voon at Credit Suisse told Bloomberg that robust IPOs in the pipeline and an increase in market activity would prompt a stock market rally in 2010.
  • Yong Win Ng at Citi expects Malaysia’s equity market to outperform in 2010 compared to other Asian equity markets, which are expected to become bear markets. A relatively low share of foreign investment and captive domestic institutional fund participation in Malaysia’s stock market will alleviate downside pressure in 2010.



p/s photos: Wang Yi Bing

Getting an Upgrade. A matter of Life and Death?

People go to extreme lengths in order to get themselves sitting as near as the pointy bit of a plane as possible, especially on long flights. During the process every emotion is used from grovelling to indignation, lies and sheer cunning. Sexual promise has also been tried but frankly it got me nowhere.

I have seen them all in my times both as an airline worker and, in person as a traveller and I would recommend that the most likely way to succeed is to die. A bit extreme I know but it does work most of the time although you could possibly end up propped in a toilet instead. Let me explain.

Think about it for a moment. People more often than you might expect get ill and die on planes so what do they do with the corpse? There are very few places it can be put without it getting in the way or causing hysteria amongst other passengers. One of the favourite positions is in seat 1A or 1F in First Class. Reason being that nobody apart from the flight crew is likely to walk past and it is much more preferable than leaning it in its seat against a loved one or stranger in seat 32D. After all dead folk tend to attract the wrong kind of attention from all but the most hardened fellow travellers.

I have travelled with two corpses that I have known of and they seemed very comfortable (they didn’t complain) except for one who rather terrified an air hostess by moving under his blanket. I wondered for a moment if he was going to ask for champagne but it turned out to be rigormortis as we tried to tell the shaking hostess. “He’s alive” she wailed.

A certain African airline I know created an ingenious new service which included upgrade followed by death. It was many years ago when air hijacks were in their infancy. This particular aircraft was somewhere over the Gobi desert and someone at the back pulled out a gun and tried to take over. Mayhem ensued and the perpetrator was grabbed by an air marshal employed by the airline who had a zero tolerance policy to acts of terror.

Folklore backed up by much anecdotal evidence has it that a very polite steward ushered all the first class passengers back into the economy section and then escorted the hijacker up to and into seat 1A. Absorbent towels were placed on his chest and then…..they cut his throat so “he would cause no further trouble”. He was then vacated from 1A and into a forward toilet for the remainder of the journey. The passengers were led back to their seats (including 1A) and lunch was served.

Toilets are the obvious and most popular place to put bodies followed by seat 1A and then, as a last resort, the crew sleeping area if there is one on board. The crew are most unhappy with the latter option as sometimes not all of them are aware of the arrangements. On one occasion a tired and irritable air hostess was seen to be poking and verbally abusing a corpse thinking it was an idle colleague. This experience must have been awful but I think it was topped when the captain decided to store one body inside the food delivery lift that is a feature of some Boeing 747s where meals are cooked below the main seating floor. Unfortunately various crew forgot (or were not told) that it had been commandeered only to find out the hard way when the demised suddenly appeared through the loading hatch every time the lift button was pressed.

Anyway, back to upgrades. Approaches tend to fall under two categories which can best be described as aggressive and subtle. Both have merits in differing circumstances but, choose the wrong one with the wrong airline staff member and life can become extremely messy.


The check-in counter is usually the front line for upgrade efforts and, having worked there, I have heard them all. The aggressive ones were my favourite in a sadistic way particularly if I had suffered a boring or tiring day. I would end up with a florid faced passenger asking me whether I realised exactly who I was talking to, who he knew and what he had been promised. If barely veiled threats of future retribution failed additional reasons would emerge like needing space to work, sleep etc. In my case their fate rested on how rude they ended up being but seldom resulted in an upgrade. Instead I used to refer to a list of previously checked in fat, noisy, odd people or screaming kids. I would sit my upgrade petitioner right next to them.
Beware as check in staff do this regularly.

In general aggression does not work terribly well unless you succeed in convincing the person being negative that you have as much influence as you say you have and there will be implications including inconvenience, report writing and possible disciplinary proceedings. Otherwise all you are doing is ensuring you do not get a coincidental upgrade prior to boarding. What is a coincidental upgrade? Nearly all airlines overbook individual cabins as long as the whole aircraft has space. Being the biggest and most popular economy class is overbooked most especially on leisure destinations so. As a result flight administrators search at the last moment for people to upgrade. This is the place upgrade hopefuls should aim for by very politely asking if they could be considered for upgrade if required. This does work.

So my advice for upgrades is as follows:

Be polite and create empathy. You are after all asking another human being who, like you, react well to nice people. Focus on people who have the power to recommend your upgrade. The customer facing people you meet at airports have very little decision making say but speak to others who do like flight dispatchers, gate staff etc. If you have a good reason to need an upgrade then give it, followed by a gentle reminder and follow up as it gets nearer to flight departure. Get an airline card as sometimes the computer chooses who moves forward and a card number on the booking increases your priority. Finally have one last go when the flight is boarding by explaining that somebody was trying to help you and asking if this person has succeeded or if they themselves can help.

Getting upgraded on board is becoming rarer these days but I have seen people doing it particularly if there is something clearly wrong with where they are sitting and the cabin is full. I have heard of some people trying to damage their seat or in-flight entertainment but I would not recommend it. A more successful reason is unpleasant neighbours so maybe that guy who I tried to teach a lesson got his way in the end!

Finally, feeling unwell, claustrophobic or any other symptoms that might upset people around you sometimes work. A lady feeling faint and unwell was upgraded to First Class just across the aisle from me. Initially I felt very sorry for her but within 30 minutes she was reclining eating her meal while sipping champagne and watching her video screen. A miraculous recovery and better than taking the ‘death’ option I mentioned earlier!

(This article is the sole property of the owner and can only be reproduced with his express permission)

Facebook Buys Malaysia's Octazen Solutions

(Excerpts culled from AllFacebook.com , techcrunch.com , gigaom.com )

Facebook has bought up under-the-radar Octazen Solutions in what the company says is a “small talent acquisition.”

Facebook spokesperson Larry Yu described the buy as a “talent acquisition,” saying Octazen’s two employees have joined Facebook as engineers. As he put it in a company statement on the acquisition he sent via email:
“We’ve admired the engineering team’s efforts for some time now and this is part of our ongoing effort to add experienced, accomplished technical talent to help drive the company forward in its efforts to be the central way for people to connect and share information.”

Elanne Kwong (20090221-141445)

Octazen’s software helps sites like Facebook grow by making it easy for users to invite their contacts on other services. When Octazen receives an email address and password it fetches a list of contacts and puts them in an array for customers to use and store (and hopefully not abuse!). Octazen has taken down most of its site in light of the acquisition, but archived versions show it charged for software licenses between $39 and $200 per domain server plus a yearly update fee.

Octazen describes itself on its website as a “webmail contacts importer” and Facebook was already using the firm to “grow its number of users by encouraging them to invite their email contacts.”

This is Facebook’s first acquisition since it purchased social sharing service FriendFeed over the summer in a deal that was also described as mainly being driven by a desire to add talent.

However, unlike FriendFeed—which continues to operate separately seven months later—Facebook has already moved to shut Octazen down; an on the Octazen website says the company is winding down operations and will no longer accept new customers.

http://www.octazen.com/

What exactly has Octazen been up to? The company is mostly about above-board contact importing from one service to another – signing in to Gmail from Facebook, for example, to import your contacts there and add them as Facebook friends. Much of this is done via OAuth and APIs, but Octazen is known to dive much deeper for data.

One example – Octazen will sometimes collect and store user credentials directly, and sign into large social networks and other sites as if they were the user, say multiple sources. Then they’ll download the address book and social graph. A percentage of your friends on that service might be users of the service (now Facebook) paying Octazen, and you’ll be asked to friend them. But there’s a big question about what happens to the rest of the data as well, and if Octazen is storing a shadow social network in violation of terms of service to recommend user connections down the road. And they may look deeper at data than they should – at email header information, for example, to get a better understanding of who you communicate with the most.

But the most unnerving part of Octazen, say our sources, is the fact that they are very, very good at scraping data at scale without being detected. They may hit a service using lots of different IP addresses, for example, and remain undetected. Octazen could, they say, scrape very public sites like Twitter, where the social graph is on each profile, in a way that Twitter wouldn’t know it’s happening.

Facebook already uses Octazen to mysteriously determine your long lost friends and suggest that you re-connect with them (leading to scores of emails into our inbox that Facebook is somehow reading emails or otherwise getting data they shouldn’t be).

The big question is why Facebook would need to acquire a company located half way around the world if all they were doing is standard address book imports via OAuth and APIs, or proprietary but well documented protocols like Facebook uses. The implication is that these guys have serious expertise in data gathering at scale that may sometimes be in violation of the terms of service of the sites being harvested.

This is obviously just one side of the possible story, albeit based on hard evidence of Octazen’s shady prior practices and via multiple sources. But until Facebook explains this acquisition in more detail, we don’t have much more to go on.




Here are three reasons All Facebook wrote as possible reasons for acquiring Octazen:

Simple Talent Acquisition

Facebook needed a team which could constantly monitor changes to third-party email providers to ensure that they retain the ongoing viral growth. Octazen, a company Facebook has already been working with, provided this ability and will help ensure that Facebook’s contact importer will function through part of the company’s most critical growth phase: the race to 1 billion users.

While the company didn’t need to acquire the company, locking in the developers behind Octazen for at least a few years will ensure that Facebook has the developers’ full-time attention (despite not having oversight of the developers who are based in Malaysia and will remain there).

Protect Their Viral Growth

There is a small chance that Octazen currently has information which is extremely proprietary which helps ensure Facebook’s contact importer continues to function. In order to protect that knowledge, Facebook locked in the developers and bound them into an agreement in which their technology could not be used for any other organizations. That would explain the following statement on the Octazen Solutions website:

The Octazen team wanted to let you, our valued customers, know that the company recently received an offer to acquire most of the company’s assets and to employ those assets in a different direction. After carefully evaluating this offer, our team believes this is a wonderful opportunity of which we must take advantage.

As a result, effective immediately, Octazen will no longer accept new service contracts or renew existing service contracts, and will enter a transition period to wind down operations.

A Simple Present Value Calculation

Facebook may have been paying significant fees to the Octazen solutions company. Given that they knew they would be paying those fees for at least the next 3 to 5 years, Facebook decided to do a simple financial calculation and figure out the present value of the future outgoing cash flows to maintain the contact importer. Add a little on top of the present value and you’d get Facebook’s acquisition price which just made financial sense.

(I guess all Malaysians would like to know what price they paid the two guys. Its obviously a talent acquisition plus they probably have something they are doing which may be better exploited and protected at a place like Facebook. It would not be a big sum for sure or else, they couldn't tie the two down to work at Facebook. I am thinking in the region of US$10m, with contractual periods to work hand in hand with Facebook team of engineers).

p/s photo: Elanne Kong

Luxchem, Another Gem In The Making


The principal activities of Luxchem are manufacturing and trading of unsaturated polyester resin and related products, import and distribution of chemical and pertochemical products. It is principally an investment holding company
with two subsidiaries - Luxchem Polymer Industries Sdn Bhd and Luxchem Trading Sdn Bhd. Three of Luxchem’s subsidiaries are ISO9001:2000 certified. This provides quality assurance to Luxchem’s customers.

http://ima.dada.net/image/2546611.jpg

The industrial chemical supplier and unsaturated polyester resin (UPR) manufacturer currently it has seven distribution and marketing centers, of which six are in Peninsular Malaysia and one in Singapore. Luxchem supplies over 400 types of industrial chemicals (basic industrial chemicals, plastic in primary forms and synthetic rubber including UPR) to some 800 customers from industries that use rubber and plastics in the production process. The large client base limits Luxchem’s customer & industry specific risks and provides Luxchem strong bargaining power. Luxchem’s customers are spread out into 10 different manufacturing industries. The diversity enables Luxchem to mitigate risks arising from a particular industry while still exposing itself to any of the industries’ growth.

The Group produces Malaysia's most comprehensive portfolio of unsaturated polyester resins under the brand name POLYMAL. Luxchem is a convenient one stop supply centre that supplies 400 types of chemicals and 100 different grades and types of UPR. Luxchem is currently focusing on its UPR segment. It has a wide number of applications and is a potential growth area. Moreover, this segment has a high barrier to entry due to the high capital investment and level of technology required.Today, LCB exports to Thailand, Singapore, Indonesia, Vietnam, Philippines, China, Australia and the Middle East.




SUMMARY OF KEY FINANCIAL INFORMATION
31/12/2009

INDIVIDUAL PERIOD
CUMULATIVE PERIOD
CURRENT YEAR QUARTER
PRECEDING YEAR
CORRESPONDING
QUARTER
CURRENT YEAR TO DATE
PRECEDING YEAR
CORRESPONDING
PERIOD
31/12/2009
31/12/2008
31/12/2009
31/12/2008
$'000$'000$'000$'000
1Revenue 83,66073,000305,308331,615
2Profit/(loss) before tax 6,9293,49025,52123,580
3Profit/(loss) for the period5,1012,73218,97117,973
4Profit/(loss) attributable to ordinary equity holders of the parent5,1012,73218,97117,973
5Basic earnings/(loss) per share (Subunit) 3.903.3014.6015.00
6Proposed/Declared dividend per share (Subunit)5.005.007.005.00








AS AT END OF CURRENT QUARTER
AS AT PRECEDING FINANCIAL YEAR END
7
Net assets per share attributable to ordinary equity holders of the parent ($$)0.79000.7100


The company registered excellent results for 2009 with a net profit of RM18.9m or a net EPS of 14.6 sen. Luxchem has also declared a total of 7 sen dividend for 2009. At RM1.03, the stock trades at a ridiculous 7x 2009. It pays very good dividends, what more you want.

http://ima.dada.net/image/9511739.jpg

NOTE: The above opinion is not an invitation to buy or sell. It serves as a blogging activity of my investing thoughts and ideas, this does not represent an investment advisory service as I charge no subscription or management fees (donations are welcomed though). The content on this site is provided as general information only and should not be taken as investment advice. All site content, shall not be construed as a recommendation to buy or sell any security or financial instrument. The ideas expressed are solely the opinions of the author. Any action that you take as a result of information, analysis, or commentary on this site is ultimately your responsibility. Consult your investment adviser before making any investment decisions.

An Open Letter to British Airways

Dear Mr Walsh
I am writing today to apply for the part-time job of cabin crew.
This will probably come as a big a surprise to you as it was to my wife. "Don't be ridiculous" she said. "You are 61, retired and can barely boil an egg". Whilst she is right on at least two counts I still feel compelled to publicly put myself forward for this position and explain why.
There is a real chance that by the time this message gets to you the Unite union may have their mandate to call a BA cabin crew strike as it seems that despite losing two court cases they will not listen to the obvious reasons why they shouldn't. If they go ahead then you will, I am sure, do everything you can to minimise disruption to your passengers and operate a full schedule. This is where I come in. Despite maybe seeming rather absurd I feel compelled to offer even my services if it means playing a part in halting this militant union's self destructive action. Please allow me to explain why I feel so strongly.
Unless I am missing something you already pay your cabin crew more salary and allowances than competing airlines. Unless I am missing something else I understand that you have already come to agreements with other sections of your team (pilots etc) who have understood that you have to become competitive or suffer the likely consequences. Finally I believe your new package on offer has been amended after negotiation in order to make it far more palatable to existing staff who will still be better off than flying for Virgin and most other airlines.
Frankly I do not really understand why such a 'no brainer' of a deal is being rejected by the Unite union. To me it is because they are either naïve or have another agenda. Could it be that they see this as a means to go back to the old union 'glory days' of the Scargil era. I hope not but they already seem to be using some of the old terminology that most people hoped had been consigned to the history books.
Mr Walsh, please consider my offer and let me know if you need my c.v. I think you find I have rather a broad experience of flying going back 40 years or so and, despite what my wife says, I make a mean boiled egg! Call on me and I will be there and I expect many others would too.
Yours sincerely
Mike Platt
Former Managing Director of HRG UK