Latest Posts By pharoah88
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| 09-Aug-2010 13:07 |
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TRADE FREELY & LiVE LONGER
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| 09-Aug-2010 13:04 |
Straits Times Index
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STI to cross 3000 boosted by long-term investors
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EDUCATION and TRAINING for RETIREES ? ? ? ? | ||||
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| 09-Aug-2010 13:02 |
Straits Times Index
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STI to cross 3000 boosted by long-term investors
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A FIRST-CLASS EDUCATION Our goal is for all Singaporeans to enjoy the fruits of growth. When Singapore prospers, you will benefit from many Government programmes: Better designed HDB estates, higher quality schools and hospitals, more MRT lines and new places for recreation. But each one of us has to make the effort. Every student must be keen to learn and go as far as you can. Every worker must master the knowhow and skills to be productive and competitive. Every manager must train and motivate his staff to maximise their contribution and potential. Only then can Singaporeans do the better jobs that our economy will create, and enjoy higher incomes, brighter opportunities, and more fulfilling lives. The Government will support Singaporeans in this by developing a first-class education system for our young, and a comprehensive Continuing Education and Training (CET) programme to upgrade our workers. Our education system has been successful. A large majority of our students are progressing beyond school to post-secondary and tertiary institutions. Graduates from ITE, polytechnics and universities readily secure good jobs. Our education system caters to all students, and not just the most outstanding ones. Our schools go beyond book learning to teach students how to solve problems ?, and imbue them with sound moral values. We create multiple pathways for students of different abilitiesand interests to progress. We help every neighbourhood school to be a good school, with its own strengths and specialities. We identify and develop each student’s talents, and give him every opportunity to excel. We will continue to improve our education system. We are recruiting and training more teachers to enable us to deliver a more holistic and rounded education. We will help every school to offer something extra and different, and thus give students more good choices. We will create new peaks of excellence in ITEs, polytechnics and universities to stretch our students ?. I ask parents and students to work with us, to give our youth the best start in life. Beyond schools, we must build up Continuing Education and Training. The Government is investing $5.5 billion over five years to do this. We are building two CET campuses in the East and West of Singapore, and introducing many schemes and incentives to help companies and workers improve their productivity. I am glad employers and unions strongly support CET, because their support is crucial.
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| 09-Aug-2010 12:53 |
Straits Times Index
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STI to cross 3000 boosted by long-term investors
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Th e Na tional Day message ‘Our goal is for all Singaporeans to enjoy the fruits of growth’
Prime Minister
I understand Singaporeans’ concerns about taking in so many foreign workers and immigrants ... these are valid concerns which we must address ... we will make clear that citizens come first. Prime Minister Lee, who delivered the National Day message from The Pinnacle@Duxton, the HDB’s 50-storey project in Tanjong Pagar |
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| 09-Aug-2010 12:47 |
Healthway Med
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healthway, healthy?
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| 09-Aug-2010 12:36 |
Sakari
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Straits Asia
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Coal: ¨ Benchmark coal prices continue to fall. ¨ According to GlobalCoal, benchmark ¨ Thermal coal prices have been on a weekly downward trend since May, and in our view, this is due to the lower demand from |
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| 09-Aug-2010 11:23 |
DBS
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DBS
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| 09-Aug-2010 11:21 |
Sakari
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Straits Asia
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S$2.05 ? |
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| 09-Aug-2010 11:16 |
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TRADE FREELY & LiVE LONGER
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Since the 2008 World Financial Tsunami, "HOT DEPOSITOR" SYNDROME is taking its TOLL on the citizens, especially the RETIREES who live on Fixed Deposit Interest Income. REITRED "HOT DEPOSITOR" will die of FINANCIAL ECONOMIC CANCER known as UNFAIR INTEREST RATE DRIVEN INFLATION. Especially in 2010 when Singapore's Inflation is forecasted to reach 5% by year end. UNlike in USA, Singapore has nO FREE MEDICAL BENEFITS. Everything is Pay And Pay Eternally [PAPE]. Every Price is Rise And Rise Eternally [RARE].
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| 08-Aug-2010 17:14 |
Straits Times Index
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STI to cross 3000 boosted by long-term investors
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Foreign Minister George Yeo opens Si ngapore Consulate in BATAM Foreign Minister George Yeo opened the Singapore Consulate in Batam on Friday, reflecting the deepening ties between Singapore and Batam. A few thousand Singaporeans and Indonesians travel daily between Singapore and Kepri province in Batam where the consulate is located. The numbers are bound to increase in the coming years, said Mr Yeo. “With the opening of our Consulate, we will be better able to provide effective and timely consular assistance to Singaporeans in Kepri which will in turn encourage more to come,” said Mr Yeo. Singapore signed a Framework Agreement on Economic Cooperation with Batam in 2006, strengthening economic ties with the island. PS: BATAM is sO impOrtant nOw ? ? ? ? |
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| 08-Aug-2010 17:11 |
Straits Times Index
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STI to cross 3000 boosted by long-term investors
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For a lOng lOng Time, the BLACK majOrity dOminated the TRACKS. This TiME, it is a WHITE BREAKTHROUGH. PS: The BLACK POWER is slOwIng dOwn . . . .
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| 08-Aug-2010 17:05 |
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Market News that affect STI
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Another DEATH at Foxconn plant BEIJING The 22-year-old woman, who died late on Wednesday, was an employee at a packaging department in Foxconn’s Kunshan plant in eastern Jiangsu province, it said. The company said it is working with the local authorities to investigate the incident. Foxconn, which assembles Apple’s iPhone and other well-known products, has seen a series of 13 suicides in its Chinese plants this year that has put the spotlight on conditions for millions of factory workers in the “workshop of the world”. It was unclear whether the latest death was also suicide. Labour rights activists have blamed suicides at Foxconn — the world’s largest maker of computer components and a supplier to leading brands such as Dell and Nokia — on tough working conditions in its factories.
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| 08-Aug-2010 16:57 |
DBS
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DBS
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WHO was the previous head ?
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| 08-Aug-2010 16:55 |
All-S Equities Fin
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SINGAPORE BANKS - UOB + OCBC + DBS
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Before OUTsourcing, are firms prepared for the PITFALLS?
The common reasons for using outsourcing partners are that it allows the company to reduce labour costs, free up capital and improve worker productivity. However, the recent service breakdown of DBS Bank’s network is a wake-up call for companies to re-examine their outsourcing strategy.
The cost to a company of a service or performance failure goes beyond the monetary, or even the punitive measures that could be imposed as a result of that failure.
(In DBS’ case, the regulator required that it set aside an additional $230 million to cover operational risk.)
For the company buying the outsourcing service, its brand equity is also at stake.
Brand equity is an important way to differentiate one’s product. Companies pay a huge premium for brand equity, which they justify not only on the grounds of extra profits that could be extracted but also the tremendous difficulty and expense of creating another similar brand from scratch.
In the case of the service disruption at DBS, great inconvenience was caused to customers. The unfortunate event — blamed on an IBM engineer — may have dented the brand equity DBS has painstakingly built up over the years.
We can draw some possible lessons from this. First, just as a company pays a price premium to acquire a brand, it should also factor into its outsourcing costs a “premium” for potential losses from negative brand equity resulting from a service or performance failure.
In addition, once the decision is made to outsource, the buyer-company must have in place a contingency plan to contain any negative impact of a possible lapse in the supplier’s performance.
In this, actions speak louder than words — hence, apart from keeping customers informed about recovery efforts, having staff engage affected customers will go a long way to restoring their confidence in the brand.
Needless to say, continuous investment in brand-building becomes even more pertinent when companies outsource their operations. BITING THE HAND THAT FEEDS This is particularly so when one must defend one’s brand against supplier opportunism.
This is when the supplier of the service competes for a share of the buyercompany’s market, after learning from the outsourcing experience.
Market trends show that such opportunism is on the rise. Legendary examples of such behaviour are companies like Goldstar, Samsung, Kia and Daewoo, which built up their product leadership through their early contracts to supply Western companies with components or products that were retailed under the latter’s brand.
Outsourcing allows manufacturers to increase short-term return on assets, minimise fixed costs and increase flexibility — but the long-term cost could be the multinational’s inability to contend with a growing number of local manufacturers, as it unwittingly nurtures its suppliers to compete against itself. Therein lies the outsourcing paradox.
In the automobile industry, it has been pointed out, car makers dependent on suppliers’ engineering capabilities could find their design and styling ideas leaked to competitors through shared suppliers.
Services firms that outsource their information systems run the risk of losing immediate control of their important valuechain activities. An e-commerce firm could give its competitors the edge through the defective performance of its supplier.
One aspect of opportunism which has largely been ignored, is when the supplier enters the consumer market as a direct competitor to the buyer-firm. This could lead to the loss of product differentiation for the original firm.
Eliciting pledges from the supplier, adopting multiple outsourcing and relying on relationship commitments, all do not adequately safeguard the latter.
Therefore, it is important that the buyer-company invest in brand-building as this creates in the market a preference for its product, which can help buffer the company’s brand from “me-too” brands.
When a firm deliberates whether to take the outsourcing route, its own ability to build and defend its brand equity must be an important criterion in its decision.
Outsourcing cannot be treated as a standalone activity, but one that should be integrated with its business and marketing strategies. The writer is an Associate Professor at the Department of Marketing, NUS Business School. |
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| 08-Aug-2010 16:53 |
DBS
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DBS
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Before OUTsourcing, are firms prepared for the PITFALLS?
The common reasons for using outsourcing partners are that it allows the company to reduce labour costs, free up capital and improve worker productivity. However, the recent service breakdown of DBS Bank’s network is a wake-up call for companies to re-examine their outsourcing strategy. The cost to a company of a service or performance failure goes beyond the monetary, or even the punitive measures that could be imposed as a result of that failure. (In DBS’ case, the regulator required that it set aside an additional $230 million to cover operational risk.) For the company buying the outsourcing service, its brand equity is also at stake. Brand equity is an important way to differentiate one’s product. Companies pay a huge premium for brand equity, which they justify not only on the grounds of extra profits that could be extracted but also the tremendous difficulty and expense of creating another similar brand from scratch. In the case of the service disruption at DBS, great inconvenience was caused to customers. The unfortunate event — blamed on an IBM engineer — may have dented the brand equity DBS has painstakingly built up over the years. We can draw some possible lessons from this. First, just as a company pays a price premium to acquire a brand, it should also factor into its outsourcing costs a “premium” for potential losses from negative brand equity resulting from a service or performance failure. In addition, once the decision is made to outsource, the buyer-company must have in place a contingency plan to contain any negative impact of a possible lapse in the supplier’s performance. In this, actions speak louder than words — hence, apart from keeping customers informed about recovery efforts, having staff engage affected customers will go a long way to restoring their confidence in the brand. Needless to say, continuous investment in brand-building becomes even more pertinent when companies outsource their operations. Thee global outsourcing market for IT and business services exceeded $55 billion in 2008 and has been predicted to grow by 20 per cent annually over the next five years.BITING THE HAND THAT FEEDS This is particularly so when one must defend one’s brand against supplier opportunism. This is when the supplier of the service competes for a share of the buyercompany’s market, after learning from the outsourcing experience. Market trends show that such opportunism is on the rise. Legendary examples of such behaviour are companies like Goldstar, Samsung, Kia and Daewoo, which built up their product leadership through their early contracts to supply Western companies with components or products that were retailed under the latter’s brand. Outsourcing allows manufacturers to increase short-term return on assets, minimise fixed costs and increase flexibility — but the long-term cost could be the multinational’s inability to contend with a growing number of local manufacturers, as it unwittingly nurtures its suppliers to compete against itself. Therein lies the outsourcing paradox. In the automobile industry, it has been pointed out, car makers dependent on suppliers’ engineering capabilities could find their design and styling ideas leaked to competitors through shared suppliers. Services firms that outsource their information systems run the risk of losing immediate control of their important valuechain activities. An e-commerce firm could give its competitors the edge through the defective performance of its supplier. One aspect of opportunism which has largely been ignored, is when the supplier enters the consumer market as a direct competitor to the buyer-firm. This could lead to the loss of product differentiation for the original firm. Eliciting pledges from the supplier, adopting multiple outsourcing and relying on relationship commitments, all do not adequately safeguard the latter. Therefore, it is important that the buyer-company invest in brand-building as this creates in the market a preference for its product, which can help buffer the company’s brand from “me-too” brands. When a firm deliberates whether to take the outsourcing route, its own ability to build and defend its brand equity must be an important criterion in its decision. Outsourcing cannot be treated as a standalone activity, but one that should be integrated with its business and marketing strategies. The writer is an Associate Professor at the Department of Marketing, NUS Business School. tan soo jiuan |
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| 08-Aug-2010 16:39 |
Healthway Med
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healthway, healthy?
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Another PILL that could cause a revolution
That seems possible, for these pills are beginning to revolutionise abortion around the world, especially in poor countries. One result may be tens of thousands of women’s lives saved each year. Five-sixths of abortions take place in developing countries, where poor sterilisation and training often make the procedure dangerous. Up to 70,000 women die a year from complications from abortions, according to the World Health Organisation. But researchers are finding an alternative that is safe, cheap and very difficult for governments to restrict — misoprostol, a medication originally intended to prevent stomach ulcers. “I feel like people must have felt when they discovered the nuclear bomb,” says Dr Beverly Winikoff, president of Gynuity Health Projects, a non-profit research institution on reproductive health. “This technology is world-shaking.” This pharmaceutical approach is called “medical abortion”. In the United States and Europe it typically consists of two sets of “M” pills. The first is mifepristone, formerly known as RU486, and then a day or two later the misoprostol. Using the drugs in combination produces a miscarriage more than 95 per cent of the time in early pregnancy. But mifepristone is difficult to obtain in much of the world, because it is used only to induce abortions. In contrast, misoprostol is very widely available and cannot easily be banned because it is also used for ulcers and can save the lives of women with postpartum haemorrhages. Whatever one thinks of misoprostol for abortions, it also is a potential lifesaver for women who haemorrhage after childbirth. Could the decades-long global impasse over abortion worldwide be overcome — by little white pills costing less than US$1 ($1.35) each? |
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| 08-Aug-2010 16:14 |
Fixed Deposits
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SGD Cash Deposit
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| 08-Aug-2010 16:10 |
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TRADE FREELY & LiVE LONGER
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老来不举有药医 林言 (2010-08-08)
年纪大，许多器官都逐渐不听使唤，包括许多男人耻于启齿的性器官。 樟宜综合医院的泌尿科顾问医生吴国杰指出，男士雄风不再，并不是什么见不得人的事。根据美国麻省针对男人逐渐老大后的研究，40至50岁的男人，患不举的比例是每1000人有12.4人；60至69岁之间的比例跃增至每1000人有46.4人。如果比较笼统的以40至69岁的男人为统计对象，其比例达每1000人26人。
另外，根据本地进行的一项男人患上勃起障碍的调查，在1520名病人里，华族占82%，印度族4%，马来族和其他种族各占7%。或许，这个数据能说明华人患阳痿比较普遍。
LOVE LONGLY |
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| 08-Aug-2010 16:06 |
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GERMANY Verena Sailer storms to 100m Title 31 JULY 2010 |
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| 08-Aug-2010 15:20 |
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lowest interest Rates - RETARD the RiSE in MARKET DRiVEN EXCHANGE RATES due to the absence of MARKET DRiVEN EQUiLiBRiUM - iNDiRECTLY iNDUCE HiGHER than MARKET DRiVEN EXTERNAL iNFLATiON CAUSED by the SEVERE LAG in MARKET iNTEREST RATES RiSE due to the below Equilibrium ARTIFICIALLY FIXED EXCHANGE RATES - DiRECTLY DRiVE iNTERNAL iNFLATiON tO its PEAK in the absence of the OFFSET from Market Equilibrium iNTEREST RATES |
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