Global Stock Trading Tips and Investment Ideas

[UPDATE] FAVELLE FAVCO: On top of the world

noreply@blogger.com (Me.Myself) — Sat, 23 Jun 2012 06:31:00 +0000

On top of the world By WAN YAN source: http://biz.thestar.com.my/news/story.asp?file=/2012/6/23/business/11517439&sec=business Favelle Favco makes cranes that sit atop the world's tallest structures MAC Chung Hui's company does RM500mil worth of business every year, but he does not go out of his way to impress. In fact, he is courteous and greets you with a warm smile. Thing is, this CEO is only 33 years old, and has a habit of looking down on people. Literally, I mean. Because that is his business. His company, Favelle Favco Bhd, manufactures cranes that sit atop some of the tallest structures in the world. Peering down at the rest of mankind from the top of these edifices is a sight he is familiar with. Favelle Favco cranes built the Burj Khalifa in Dubai, Taipei 101, the Petronas Twin Towers, the Shanghai World Financial Centre and also the Jin Mao Tower in the city. The company's cranes were also used in 1967 to build the World Trade Center twin towers in New York which were destroyed in 9/11. Favco cranes are now helping to build the replacement tower One World Trade Centre. Favelle Favco cranes have been used to built the Jin Mao Tower (left), the Shanghai World Financial Centre (right) and the Shanghai Tower (foreground). Home built Favco cranes are made in the Senawang Industrial Estate, just south of Kuala Lumpur. There, on a sprawling 17-acre site, all the pieces that make up a crane are fabricated, assembled, tested and then shipped overseas. Some 35 engineers work on design, research and development. Another 15 do the same at a smaller plant in Batu Tiga, Selangor. An outfit of almost similar size works out of the company's Sydney office. This Sydney office is the link to the company's history. Favelle Favco began as an Australian company and was bought over by Muhibbah Engineering (M) Bhd, a company controlled by Chung Hui's father, Mac Ngan Boon, in 1995. “Muhibbah was looking to diversify its business at that time and it was thought this was an investment we could help build,” Chung Hui says. Mac Senior had high expectations. The company he bought was not doing well. It had been around for some 30 years but had gone bankrupt several times in the course of a chequered history. “So when we took over the company, the challenge was very clear: Make sure it doesn't go belly up! And make money!” Much-needed break “The first few years were very difficult,” Chung Hui says. “We had to learn the business from scratch, and it took us more than five years before we had a good grip over things.” “There were ups and downs but two breaks helped us. In 1997, we were awarded pioneer status by the Ministry of International Trade and Industry, and that meant we didn't have to pay tax for a few years. That gave us some breathing space. “We were also accepted as a vendor by Petronas and managed to win a few contracts to supply offshore cranes. We were still on the learning curve at that time, working hard to establish our reputation. So the Petronas support at a critical time was helpful.” Chung Hui: ‘You cannot depend on today’s demand to determine tomorrow’s needs.’ Chung Hui himself joined the company in 1999 after graduating from Nottingham University with a civil engineering degree. In 2004, he became CEO. How has the company fared since? In 2006, it was listed on the second board of Bursa Malaysia. The following year it transferred to the Main Board. Today it has a market capitalisation of RM250mil. Sales have averaged RM490mil annually and profits RM29mil over the last five years. Return on equity has been in the region of 16%. “So, from a financial point of view, I think our performance has been respectable. We now contribute to about 30% of Muhibbah Engineering's turnover,” Chung Hui says. Can he maintain this level of performance? “Our best year was 2007-2008, when the global construction industry and the oil and gas industry were at a height. Yes, we tend to do well when there is a building and investment boom.” What about now, with parts of Europe sick and the US economy yet to fully recover? “We are a global company and if one part of the world is in the doldrums, some other part may be very vibrant and that helps to even things out somewhat. In fact, our volumes are very close to pre-crisis levels again.” “Asia generally is still going strong, and you can point to the Chinese market, for example, and see tremendous potential there,” Chung Hui adds. “What we have to make sure is that we are at the right place at the right time.” Heavy business How does Favelle Favco differentiate itself from the competition? “We are in a niche market. We specialise in the manufacture of specific types of tower and offshore cranes. We are not involved in the mass tower crane market or the mobile crane market, for example. “Our specialty is the construction of “high speed high lift” tower cranes. We move heavy things up and down fast. Some people say we are No. 1 in this market segment. What does “heavy lifting” mean in the crane business? “In tower cranes, we are talking about moving 60 tonnes or more. In recent years, we have been delivering tower cranes that can lift more than 300 tonnes. That has become normal for us. “But we are outdoing ourselves now. Just last month we shipped an offshore crane to a customer in Germany that will be used to build offshore wind turbines. The crane has the ability to lift 1,000 tonnes,” Chung Hui says proudly. So technological improvements are important to maintaining the company's competitiveness. “Yes, and that is why we have a good research and development team. We have a good mix of Malaysian and non-Malaysian engineers, with most of them based here. We believe it is good to have people with different skills and ideas and from different backgrounds working together. “What is important is that our engineers should be able to deliver what our customers want,” Chung Hui says. Staying ahead “But you cannot depend on today's demand to determine tomorrow's needs,” he says. He has to anticipate future trends and his team is working on a number of projects to ensure the company stays ahead of the curve. “The crane we just shipped to Germany represents a new benchmark for Favelle Favco in terms of what we can do. “But the market is demanding more. It wants cranes that can move still heavier loads. So we have started working on that and investing in new technology again. “We are using in-house skills to introduce some innovation to the design of cranes. For example, a standard crane has a fixed straight arm which is swivelled around carrying a load. But you cannot move the arm around too much if you have to work in a confined space. “So the solution is to build an arm with an elbow (or knuckle). You can then bend the arm while carrying your load and manoeuvre within the limited space. “Only a few companies have the technology to build these knuckle-boom cranes. We are investing millions of dollars to develop this technology and we are targeting to come up with a prototype before the end of the year.” Chung Hui gets most excited when he talks about his current pet project, to build a sub-sea crane. This involves developing the technology to handle loads located below the surface of the sea. “We are in new territory here. The science involved is different. You must be able to compensate for vessel motion caused by wave movement. “But if you want to be part of the oil and gas industry, which is where the demand is going to come from, you have to ask yourself whether you want to check this out. He clearly knows what he wants. His engineers are hard at work. Note: Research for this article has been supported by the International Trade and Industry Ministry to promote discussion of how companies can change and innovate to become more competitive. A two-pronged strategy for growth Mac Chung Hui on Favelle Favco's growth strategy: ● We have a two-pronged strategy. The first is to establish a presence in the Chinese market. The potential there is huge. Many of our suppliers and competitors are also there. So this is a priority. ● We have just established a small operation in Shanghai. We need to add capacity, and our target is to sell about 10 to 12 cranes a year for a start. ● We also want to expand our rental business for tower cranes in China. We currently have a fleet of seven cranes, and our target is to rent out at least 50 medium to large-sized cranes within five years. ● The second prong of our growth strategy is to ramp up our service business. The life of a crane is between 20 and 30 years, so servicing and maintaining them can be a sizeable business on its own. ● Our servicing revenue has grown over the years. It now makes up about 20% to 25% of total revenue. Our target is to develop our service business to be as large as our manufacturing business. That will give us a steady cash flow. It will also reduce our exposure to the ups and downs in the manufacturing side of the business.

[Update] FAVCO

noreply@blogger.com (Me.Myself) — Sat, 07 Apr 2012 12:06:00 +0000

Secured RM102.1m worth of orders in March and April.

Of 5 orders, 3 are offshore cranes

source: FAVCO announcement

Adding into existing order book of RM657.5m, total order book is RM759.6m (1.65x 2011 revenue). This has increased the earnings visibility of the company.

[Investment Idea] FAVCO (7229), RM1.25

[Trading Tips] UEMLAND (5148), RM2.27

noreply@blogger.com (Me.Myself) — Tue, 03 Apr 2012 15:21:00 +0000

ST Target: RM2.48 (+9%)
Potential: RM2.70 (+19%)

[Extra] The Last Days of Lehman Brothers

noreply@blogger.com (Me.Myself) — Mon, 02 Apr 2012 14:18:00 +0000

The Last Days of Lehman Brothers is a British television film.
The drama was inspired by the real events that occurred over the weekend leading up to the bankruptcy of Lehman Brothers on 15 September 2008. Investment bank Lehman Brothers is in trouble after a turbulent six months and the leaders of the three biggest investment banks on Wall Street met at the Federal Reserve Bank of New York. American Treasury Secretary Hank Paulson declares that the company is not too big to fail and that there will be no bailout using public money.

Subtitles by Red Bee Media Ltd
E-mail subtitling@bbc.co.uk

[Trading Tips] JCY (5161), RM1.16

noreply@blogger.com (Me.Myself) — Mon, 02 Apr 2012 00:00:00 +0000

ST Target: RM1.25 (+8%)
Potential: RM1.44 (+24%)

[Trading Tips] UNISEM (5005), RM1.47

noreply@blogger.com (Me.Myself) — Sun, 01 Apr 2012 14:00:00 +0000

ST Target: RM1.65 (+12%)
Potential: RM1.87 (+27%)

[Trading Tips] UCHITEC (7100), RM1.21

noreply@blogger.com (Me.Myself) — Sun, 01 Apr 2012 01:00:00 +0000

ST Target: RM1.30 (+7.4%)

[Trading Tips] POS (4636), RM2.73

noreply@blogger.com (Me.Myself) — Sat, 31 Mar 2012 12:58:00 +0000

ST Target: RM2.87 (+5%)
Potential: RM3.18 (+16%)

[Extra] The Men Who Rule Hong Kong 你知道你在香港花的钱都去哪了么？

noreply@blogger.com (Me.Myself) — Sun, 18 Mar 2012 15:23:00 +0000

区区几位富豪如何“主宰”整个城市？简单：他们积聚你我的财富。是什么令这些香港人居于一个大洲的私人财富之巅？这些屈指可数的头面人物对人类做出了什么贡献？

杂货
每周上哪儿买杂货？百佳超市吗？那是李嘉诚的，感谢你光顾。是否要到屈臣氏买一些有机洗发水或化妆品？那也是李嘉诚开的。或许你爱到惠康超市？可以呀，怡和集团会感谢你的选择。没准就是想品尝比萨饼？没问题，怡和经营无数家必胜客(微博)。

租房
这简单。不管你住在哪儿，住什么房子，选择什么房间，钱最终都流向四大家族的某一家。剩下的由太古集团、怡和和吴光正瓜分。住得开心！

口渴？
怡和的牛奶国际会满足你对钙的要求，但如果你想要汽水，太古集团会供应可口可乐。来一些水？有李嘉诚的屈臣氏蒸馏水——香港最有名的水。

网购
你是不是到处找1922年蓝色封面版的詹姆斯·乔伊斯的小说《尤利西斯》？或者想从肯尼亚买一套红木桌？没问题。李嘉诚会帮你把东西运来(他在26国都有港口)。郭氏兄弟也能帮上忙，他们有港口和航空货运设施。联邦快递货车途径的道路有郑裕彤料理。即便你只是上脸谱网(Facebook)，李嘉诚在那里也是有股份的。

服饰
从哪开始？李嘉诚巴不得你去逛他的百佳超市，以及长江实业旗下的所有零售店。丰泽电器连锁也是他的。郭氏兄弟想要你到新都会等地买东西。不过，李兆基想要你到恒基地产拥有的商店购物疗伤，而郑裕彤希望大家到周大福(微博)买珠宝。

水、电、气……
就像你租房一样，你花在煤气、电力和其他生活设施上的钱，最终会流向富豪们的腰包。李嘉诚拥有香港电灯。李兆基控制香港中华煤气公司。郑裕彤拥有香港移动通讯。对了，你看的有线电视是吴光正的。

出行
坐公交车去城里？郑裕彤会乐于为你提供城巴或新世界第一巴士。他还巴不得你搭乘新世界渡轮去澳门。如果你想学开车，郭氏兄弟会高兴的，香港驾驶学院就是他们管的。对了，你要停放自己的新车，可能在威信停车场，那也是他们的。旅行愉快！

访友？
接亲戚来香港？没问题！四季酒店和丽思卡尔顿酒店是香港最好的两家酒店，郭氏兄弟会同意这种说法的。想更具香港特色的？任何名字中带有“港”字的酒店都是李嘉诚旗下的。我们喜欢美丽华大酒店，老板李兆基当然也是。如果你想到澳门玩玩，那么郑裕彤会喜欢的，他在何鸿燊的赌业帝国有股份。

垃圾
你丢的垃圾，也会有富豪们来处理。郭氏兄弟拥有绿谷填埋场，而李嘉诚鼓捣日出康城垃圾场也能赚钱。

总部设在英国伦敦的《Time Out》杂志，在全球许多大城市都有各自的版本，重点关注当地的发展和生活。最新一期的《Time Out香港》将好几页的篇幅给予特别报道《统治香港的这些男人》(The Men Who Rule Hong Kong)。这些“男人”中，最主要的是香港“四大富豪家族”——李嘉诚家族、郭氏兄弟家族、郑裕彤家族和李兆基家族。

区区几位富豪如何“主宰”整个城市？

简单：他们积聚你我的财富。
在银行濒临倒闭、全球经济衰退的当前，谈论超级富豪或许有点过时。但10年前，你随便拿起一份印刷精美的杂志，几乎都可看到他们的身影。这些亚洲富豪100强或大中华区最富50人，个个脸带微笑，红光满面，那些表明他们财富的醒目数字，真是令人垂涎欲滴。倒数这些超级富豪，你会看到知名日本品牌的老板、一些年轻企业家，甚至妇女。但看到前10位的顶级富豪，均是成年男性，且大多来自香港。

是什么令这些香港人居于一个大洲的私人财富之巅？这些屈指可数的头面人物对人类做出了什么贡献？如果你的回答是“几乎所有”，那很不幸，说得很对。之所以说“不幸”，因为他们积聚的是你我大家的财富。作为一个香港居民，你不得不给他们送钱。他们的富豪地位看上去稳若磐石。

香港四大家族？简单介绍下呗

李嘉诚家族
如果想问李嘉诚家族在香港情况如何？看2000年欧洲议会发表的指责报告就可以了解了。
2000年10月25日，欧洲议会发表报告，点名指责以李嘉诚为首的李氏家族生意，在香港市场占有率太高，可能对香港经济造成支配性影响，甚至会出现垄断情况。报告又关注李嘉诚两名儿子在若干的上市及收购事件中，获得有关当局的优惠，而这种不公平的特权，将不利于外国商人在香港投资。报告声称：“这个家族的业务共占香港股票市场资本估值约四分之一到三分之一，当中包括的行业有电话、移动电话、电力、超级市场及地产等等。”
虽然李嘉诚当时很高调的抨击了这份报告，不过就算这份报告所说的只有一半是真的，那李嘉诚家族在香港的生意，也是很了不得的！

郭氏兄弟家族
提到郭炳湘三兄弟,就不能不提他们的父亲--郭得胜。郭得胜原籍广东中山,早年随父经营杂货批发,战后移居香港,1952年设立鸿昌进出口公司,专营洋货批发。后来郭得胜取得日本YKK拉链的独家代理权,当时正值香港制衣业兴隆,生意源源不断,他一举夺得"洋杂大王"的称号。1958年,郭得胜与好友李兆基、冯景禧合伙进军地产业。
1990年10月,郭得胜因心脏病复发去世。郭得胜去世后,新鸿基地产掌舵的成了郭家第二代。长子郭炳湘出任集团董事局主席兼行政总裁,老二郭炳江和老三郭炳联则出任副主席兼董事总经理。郭氏兄弟顺利接班。
1992年底,新鸿基地产市值超越李嘉诚的长江实业地产,成为香港市值最大的地产公司,堪称“地产巨无霸”。新鸿基地产在内地的投资项目包括:北京王府井的新东安市场、方庄的新城市广场，上海的中环广场等。除了主业房地产,新鸿基集团还积极投入酒店、交通、电讯、金融等多元化经营,被市场公认为子承父业最成功的家族企业。
郭氏兄弟在全球房地产富豪第2名，全球富豪第23名。

郑裕彤家族
郑裕彤，全球华人十大富豪之一，珠宝大王。经营珠宝业的成功，使原本名不见经传的郑裕彤成为香港实业界的知名人物。然而，当人们还在把他看作一个珠宝商的时候，郑裕彤已经不动声色地杀进了房地产业，并取得巨大成功，从此外界冠以“鲨胆彤”（大胆）称号。1989年，郑裕彤购入亚洲电视大部分股权，使得新世界集团成为亚视两个股东之一。此后，又斥资27亿港元收购辖有825家酒店的美国华美达酒店管理集团。1993年5月，还收购了瑞士一家拥有40间酒店的集团，使新世界集团成为全球最大的酒店管理集团之一。
曾兼任香港新世界发展有限公司及周大福珠宝金行有限公司主席，恒生银行有限公司独立非执行董事，Cheng Yu Tung Family (Holdings) Limited及Centennial Success Limited董事。亦为信德集团有限公司非执行董事及利福国际集团有限公司非执行主席。同时被誉为香港地产界四大天王之一。08年和李国能、胡鸿烈、陈瑞球一同获颁授最高荣誉大紫荆勋章。
2012年2月，郑裕彤宣布隐退，但是其家族企业仍遍及香港。

李兆基家族
李兆基是香港地产发展商，恒基兆业、中华煤气主席、新鸿基地产发展有限公司副主席。他是2008年1月福布斯杂志公布之香港富豪榜第三位，排名次于李嘉诚及郭炳湘等三兄弟。身家为230亿美元，折合1795亿港元。他在家中排行第四，故有“四叔”的称号。李兆基与同为新鸿基创办人的郭得胜及冯景禧，连同胡兆炽、黄少轩、戚宗煌、吕贤藻及郭锦涛，在1958年组成永业，合资经营地产。所获荣誉：佛山市荣誉市民、顺德市荣誉市民、亚洲企业家成就奖、广州市荣誉市民、亚洲股神、亚洲首富…………
上市公司：恒基兆业发展有限公司、恒基兆业地产有限公司、香港中华煤气有限公司、美丽华酒店有限公司及香港小轮（集团）有限公司等。

source: http://www.chinese-luxury.com/news/20120316/18843.html

=====

Li Ka-shing
Age: 83
Made His Name In: Plastic flowers

Major Holdings: Cheung Kong, Hutchison; Park n Shop (and Taste, and Great); Watsons; Fortress; HK Electric; CK Life Sciences; 3; several dozen electricity/gas/water operators in the UK, Australia and Canada; ports in 26 countries; 3G phones in Europe; Cheung Kong Center, The Center; most Hong Kong hotels with ‘Harbour’ in the name; Oriental Plaza (Beijing).

The official rags-to-riches legend begins with a young man arriving in Hong Kong with his head shaven to save money on haircuts. After starting with a loan from his family in the early 1950s, Li’s first business venture was a factory making cheap combs. He upgraded to the hugely profitable plastic flowers business, and cleverly got into real estate after building a factory for his own company. Famously, he boldly bought cut-price property from panicky sellers during the turmoil of the late 1960s and went on to challenge Hong Kong Land’s dominance in Central while snapping up several venerable British Hong Kong firms, plus HK Electric, plus ports. Li’s conglomerate today has a truly global reach.

What do we know about his family affairs? This is hard to say. As is the case with tycoons the world over, it’s difficult to qualify what goes on behind the curtains because Li could easily crush any journalist, or publication, which sticks its nose where it doesn’t belong. What seems certain is that number-one son Victor has been groomed to take over and looks the part, though a rumour of Li Senior’s illness a few years back caused shares in the companies to fall. Number-two son Richard, who started with a gift from his father, runs PCCW and was handed a goldmine when the Hong Kong government gave him the right to build the luxury residential development Cyberport. Time will tell as to which son is the true heir apparent.

Thomas and Raymond Kwok

Age: 60 and 59 respectively
Made Their Name In: Zips

Major Holdings: SHKP; KMB; Wilson Parking; Smartone; Sun e Vision; HK School of Motoring; IFC (jointly with Henderson); ICC; New Town Plaza; Metroplaza; The Arch (with namesakes in Shanghai and Guangzhou); Four Seasons; Ritz Carlton; Route 3 (Yuen Long to Ting Kau); ports; air cargo facilities; Green Valley landfill – and the life-size Noah’s Ark at Ma Wan.

Late father, Kwok Tak-seng, started off in the grocery wholesaling business and then made his ample fortune as the sole distributor of Japanese YKK zips in the 1950s – a superb business to corner at the time when Hong Kong was the world’s powerhouse of cheap and cheerful clothing. Investment in industrial space was a natural progression, followed by residential buyouts. He founded Sun Hung Kai in 1963, with Lee Shau-kee (Henderson) as a partner. Less diversified than the other family-run empires highlighted in this feature (though with an emphasis on infrastructure) and later to enter China, its focus on real estate has left it with the biggest share of the local property market. The brothers Thomas and Raymond are now a formidable partnership.

As for family affairs, matriarch Kwong Siu-hing had the final say over everything until recently. Thomas is a devout Christian. Third brother Walter, who was kidnapped in 1997 and had personal problems, went solo in 2008. He has called for professional management at the top, but the third-generation of Kwoks are believed to be cutting their teeth in the family firm.

Lee Shau-kee

Age: 84
Made His Name: By being a gold trader’s son

Major Holdings: Henderson Land; Hong Kong & China Gas (Towngas); Miramar hotels; CentreStage; AIA Tower; Manulife Tower; World Financial Centre (Beijing).

Starting out with whatever advantages the son of a gold trader and money changer may have, Lee Shau-kee founded Sun Hung Kai with Kwok senior before branching out on his own with Henderson in the late 1960s. He patiently accumulated large holdings of agricultural land in the New Territories; the company does something similar in urban areas today, acquiring old downtown residential blocks piecemeal in hopes of eventual redevelopment. While all the big boys made huge fortunes from mass-market residential housing, Henderson has long focused on the lower end of the market – the cheaper and smaller New Territories flats which young middle-class couples used to be able to afford. He’s estimated at around US$19 billion. The gradual accumulation of shares enabled Henderson to end up taking control of Hong Kong Ferries (most non-property bits were later sold to New World) and Towngas, which has a citywide monopoly of piped gas – used by some 85 percent of Hong Kong homes. The gas empire also now reaches into China and does property development in its own right.

As for family affairs, little is known. However, when Lee’s unmarried elder son Peter sired three sons by a surrogate mother, the old man was so pleased he gave every Henderson Land employee a HK$10,000 laisee.

Cheng Yu-tung

Age: 86
Made His Name: Jewellery

Major Holdings: New World Development; Chow Tai Fook jewellery; Citybus; New World First Bus; New World Ferries; CSL telecoms; Hip Hing Construction; Tate’s Cairn Tunnel; Ramada/Renaissance Hotels; The Masterpiece; K11 Art Mall; New World Tower; New World Centre (Beijing); Sogo; Mainland department stores and toll roads; shares in Stanley Ho’s Macau empire.

The venerable Chow Tai Fook gold and jewellery chain started off before the outbreak of World War II with just a single store in Macau. Young salesman Cheng Yu-tung impressed the owner-boss so much that he allowed him to marry his daughter, and the rest is history. One fortuitous early move by Cheng was to buy a stake in the then-monopoly that ran Macau gambling. It wasn’t a very big stake, but then it wouldn’t need to be, would it? The equally propitious purchase of Hong Kong property at fire-sale prices in the late 1960s soon followed. New World’s big footprint is in the reclamation now known as Tsim Sha Tsui East, hence the enormous entities of New World Centre and New World Hotel. The group left it until the 1990s to diversify into utilities, but made up for lost time, especially in transport. At present, this enormously successful empire could go either way.

Concerning family affairs, Cheng’s son Henry, who clearly struggled when running New World in the 1990s, is set to succeed the old man at the top of the family tree, with grandson Adrian (in his early 30s) sitting on the board and patiently waiting his turn – by which time the empire will either have splintered or taken over the whole planet plus the moon.

source: http://timeout.com.hk/feature-stories/features/48821/the-men-who-rule-hong-kong-li-ka-shing.html

[Trading Tips] AFFIN (5185), RM3.10

noreply@blogger.com (Me.Myself) — Sun, 18 Mar 2012 07:25:00 +0000

ST Target: RM3.30 (+6.4%)
Potential: RM3.60 (+16%)

[Update] 皇朝傢俬 ROYALE FURNITURE (1198 HK): 商務部撐家具以舊換新皇朝傢俬飆逾6% China Furniture Stocks Climb on Report of Subsidized Trade

noreply@blogger.com (Me.Myself) — Fri, 16 Mar 2012 11:25:00 +0000

Refer to [Trading Tips] 皇朝傢俬 ROYALE FURNITURE (1198 HK), HKD 2.71 dated 17 Feb 2012

China Furniture Stocks Climb on Report of Subsidized Trade

By Demian McLean and Tom Kohn
March 16 (Bloomberg) -- Ministry of Commerce may begin
subsidized program nationwide in which old furniture can be
traded in for new, might resemble subsidy program for rural
appliances, Hong Kong Economic Journal reports.
* Suofeiya Home rises 6.9%, Guangdong Yihua +6.9%, Jiangsu
Tongrun +7.6%
* NOTE: Mofcom spokesman said yesterday that old-for-new
furniture trials are being carried out in some places; if
plan goes nationwide, ministry supportive and will consult
with local authorities

source: Bloomberg

=====

商務部撐家具以舊換新皇朝傢俬飆逾6%

繼汽車和家電以舊換新後，家具或將成為政策支持的下一個重點。《上海證券報》引述商務部新聞發言人沈丹陽透露，積極支持地方進行家具以舊換新試點，如果有成效，可在全國推廣。

受消息影響，內地股市家具板塊向好，而本港皇朝傢俬(01198)也上揚，最新報2.84元，升0.17元或6.37%。

事實上一些家具流通企業，已在北京進行了試點。具體操作為，凡購買新家具者，均可將舊家具交由賣場回收處理，然後按新家具成交額的5%折價抵扣。

沈丹陽表示，關於家具以舊換新的政策，現在地方商務部門在做試點和推進，商務部對此持積極的支持態度。

今年的政府工作報告也提出，擴大內需特別是消費需求，是今年工作的重點。各部委負責人也紛紛表示，未來將陸續出台各項促消費政策。

source: HKEJ.com

[Trading Tips] LIONDIV (2887), RM0.34

noreply@blogger.com (Me.Myself) — Wed, 14 Mar 2012 12:17:00 +0000

ST Target: RM0.38 (+12%)

[Trading Tips] PCD Stores 春天百货 (00331 HK), HKD 1.60

noreply@blogger.com (Me.Myself) — Wed, 14 Mar 2012 00:00:00 +0000

ST Target: HKD 1.955 (+22%)

[Trading Tips] Huabao International 华宝国际 (00336 HK), HKD 6.13

noreply@blogger.com (Me.Myself) — Tue, 13 Mar 2012 13:47:00 +0000

ST Target: HKD 7.96 (+30%)

[Trading Tips] MYEG (0138), RM0.67

noreply@blogger.com (Me.Myself) — Mon, 12 Mar 2012 12:50:00 +0000

ST Target: RM0.72 (+7%)
Potential: RM0.78 (+16%)

[Trading Tips] TWSPLANT (6327), RM4.47

noreply@blogger.com (Me.Myself) — Sun, 11 Mar 2012 00:40:00 +0000

ST Target: RM5.05 (+13%)

[Trading Tips] TCHONG (4405), RM4.40

noreply@blogger.com (Me.Myself) — Sat, 10 Mar 2012 05:51:00 +0000

ST Target: RM4.54 (+3.2%)
Potential: RM4.93 (+12%)

[Trading Tips] WTK (4243), RM1.40

noreply@blogger.com (Me.Myself) — Thu, 08 Mar 2012 13:12:00 +0000

ST Target: RM1.50 (+7%)
Potential: RM1.64 (+17%)

[Trading Tips] KIMLUN (5171), RM1.55

noreply@blogger.com (Me.Myself) — Wed, 07 Mar 2012 15:43:00 +0000

ST Target: RM1.65 (+6.5%)
Potential: RM1.80 (+9.1%)

[Extra] JP Morgan: The Circle of Life

noreply@blogger.com (Me.Myself) — Wed, 07 Mar 2012 01:00:00 +0000

source: JP Morgan Circle of Life 26 Jan 2012

[Outlook] Circle of Life (JP): History suggests that after a 20% rally (in 4 months), a 3-month pause and then resumption of upward trend

noreply@blogger.com (Me.Myself) — Tue, 06 Mar 2012 01:00:00 +0000

Game changer: LTRO
View: Contrarian optimism, 60 year high equity risk premium insulates equity markets from macro volatility - less correlated to economic and earnings performance

1. History suggests that after a 20% rally (in 4 months), a 3-month pause and then resumption of upward trend.
2. High Risk Premium Means Stocks Less Sensitive to “Economy”
3. History Shows: With High Risk Premium, Equities Outperformed “Mediocre Economy”
4. During “Pause” Rotate into Cyclicals; They Have Led After 20% Rally

Excerpt from JP Morgan Circle of Life 26 Jan 2012
Source: JP Morgan

[Trading Tips] UOADEV (5200), RM1.51

noreply@blogger.com (Me.Myself) — Mon, 05 Mar 2012 11:56:00 +0000

ST Target: 1.6 (+6%)
Potential: 1.9 (+26%) | Breakout

[Trading Tips] GTRONIC (7022), RM1.00

noreply@blogger.com (Me.Myself) — Sun, 04 Mar 2012 01:52:00 +0000

ST Target: RM1.08 (+8%)

[Rumour] ECM

noreply@blogger.com (Me.Myself) — Sat, 03 Mar 2012 08:15:00 +0000

ECM (2143) | RM0.845 | M&A | Upside: 40%

[Trading Tips] MALTON (6181), RM0.67

noreply@blogger.com (Me.Myself) — Fri, 02 Mar 2012 13:28:00 +0000

ST Target: RM0.75