Life Term Strategies

1. Huge Gains in Long Term
- Receive significant capital gains
- by investing in corporations
- (with wide economic moat & average peers’ net margin)
- In very very long term

2. Strong Periodic Cash Flow
- Maintain self-sufficient monthly cash flow
- Through dividend, gains on derivative & short term trading
- For re-investment to item # 1 mentioned above

3. Mind for Risk Management
- Ensure strong cash position
- Maintain low risk by continue monitor, analyze & feel:
economic trend & environment,
market condition & investors emotion
corporate performance & outlook
asset allocation & direction

4. Be a holy Christian investor:
- Invest in wisdom & varies ways, but consistent & not over nor under of what the Holy Bible expects a Jesus follower should be
- Keep regular & long term spiritual growth
Continue experience God @ finance market
Aim for life transform opportunities
- Even though it may not teach Billy & Bilibala what stocks to invest nor how to make more, more & more $

8.31.2009

Bilibala Finance Portfolio - Aug 09

Portfolio - Top 10 Holdings @ Aug 31, 09:
  1. China Mobile (6.2%) M/M
  2. China Life (4.8%) M/M
  3. Google 5.1% M/M
  4. China Cons Bank (6.4%) M/M
  5. HSBC 6.4% M/M
  6. Wells Fargo 12.5% M/M
  7. Shui On Land (21.7%) M/M
  8. Manulife (14.1%) M/M
  9. Imperial Oil (8.6%)
  10. Berkshire Hathaway 3.3% M/M

Aug 09 Performance:

  • Bilibala Finance (3.8%) M/M, 99.5% from bottom, (11.7%) from peak
  • CAD TSX 0.8% M/M, 45.3% fb, (28.3%) fp
  • USA S&P 500 3.4% M/M, 53.1% fb, (35.2%) fp
  • HKG Hang Seng (2.6%) M/M, 84.7% fb, (38.3%) fp
  • CHN Shanghai (21.8%) M/M, 60.2% fb, (56.4%) fp

The big cheese at McDonald's

An very interesting article:

Manawatu Standard Last updated 12:00 31/08/2009

I had the best cheeseburger ever at McDonald's global headquarters - shame about the art.
The food at the "working McDonald's restaurant" was hot, great tasting, and fresh. But the paintings and sculptures throughout the huge 50 hectare campus were bad - hideous, in fact.
The head office of the global conglomerate has 300 employees and no offices.

It is all open plan, except for a few meeting rooms, where the secret-squirrel stuff on ingredients for the mega-giant takes place.

There are also eight test kitchens and sensory evaluation booths, so the company can test product response.

McDonald's Heidi Barker, from the communication team, showed a group of New Zealand journalists around the head office and Hamburger university.

Each year, 5000 students come from around the world to learn management and business-development skills.

They are franchise owners, crew members, restaurant managers and executives.

Company head office employees, depending on their status, have to work in a McDonald's as part of their training. Even the top executives do their time behind the counter of their local McDonald's.

The chain earns an estimated US$23 billion a year, which equates to 58 million people eating McDonald's food every day and consumption is still growing.

A public company, it is listed on the sharemarket.

The company said if you bought and held 100 shares in 1965, it would have cost US$2250.
Today you would have almost 75,000 shares worth about US$4m.

There are two distinct buildings on the site the university and the global headquarters.
But the whole place is scarily sterile and quiet. In fact, it has a sort of Stepford Wives feel about it.

When it came time to sit on the seat with the Ronald McDonald plastic character, she got really close to him. Very close.

There was the usual hooping and shrieking from the Kiwis. We got the big hush, finger to the lips, from the McDonald's people.

New Zealand's Fonterra supplies cheese slices to Asia, the Pacific, the Middle East and Africa.
It's the big time, worth many millions of dollars.

It also puts pastry through its Pastry House into McCafes in Australia and New Zealand.
The company has looked at the pastry model to see if it can be applied elsewhere in the world.

In 2008 McDonald's New Zealand used:
4.7 million kg beef
2.2 million kg chicken
1.37 million kg of lettuce
288,000 kg of tomatoes
66 million buns
13 million eggs
200,000 kg of hoki
From dairy:
1.5 million litres of milk
1 million kg of cheese

* Jill Galloway's trip to the United States was sponsored by Fonterra.

P&G announces sale of prescription drug unit

August 29, 2009 by Mary Vanac Filed under Community, Top Story

The Procter & Gamble Co. announced this week that it would jettison its powerful but burdensome global pharmaceuticals business for $3.1 billion, moving away from a sector that the drug giant struggled to manage as regulatory barriers climbed and profit margin dipped below that of its formidable consumer drug market.

Most of 2,300 pharmaceutical sector employees — including 450 in suburban Cincinnati— will be transferred to the Irish drugmaker Warner Chilcott. Warner gets all of P&G’s pharmaceutical products — including the $1 billion selling osteoporosis drug Actonel; co-promotion rights to Enablex (with Novartis), an overactive bladder treatment; P&G’s prescription drug product pipeline and manufacturing facilities in Puerto Rico and Germany. The deal should close by year’s end.

Bilibala comments
P&G is a company that strong at restructuring, to focus on core business and span off the weaker segments. It has been doing this for few years and so far, this method works and bring the growth and profit continue to rise.

China Mobile launched open source mobile

HONG KONG (Dow Jones)--China Mobile Ltd. (CHL) said Monday it launched an open source mobile operating system to help increase the number of handsets that can use China's homegrown third-generation mobile technology.

The open source platform will help lower the barrier to developing handsets that run on Time Division Synchronous Code Division Multiple Access technology, China Mobile Chairman Wang Jianzhou said in a statement.

The company said it will launch a TD-SCDMA handset based on its open source mobile operating system this year.

It said Legend Holdings Ltd.'s handset division, as well as HTC Corp. (2498.TW), LG Electronics Inc. (066570.SE) and Dell Inc. (DELL) are now offering 2G hansets based on China Mobile's open source platform.

Legend Holdings is the parent of Lenovo Group Ltd. (LNGVY).
-By Lorraine Luk, Dow Jones Newswires; 852-2802-7002; lorraine.luk@dowjones.com

Bilibala comments
Glad to hear that. Right now, models for 3G TD mobile are still very limited. Hope it will provide customers more varity as time comes by

China Life in Citic Security

SHANGHAI, Aug 31, 2009 (SinoCast Daily Business Beat via COMTEX) -- CIISF Quote Chart News PowerRating -- CITIC Securities Co., Ltd. (SHSE: 600030), in which insurance firms hold shares that account for 10.64% of the tradable shares of the Shanghai-listed firm, became the No. 1 heavily-weighted stock for insurance companies on the Shanghai and Shenzhen stock exchanges, according to data provided by Wind Info, a leading financial data and service provider in China.


China Life Insurance Company Limited (SHSE: 601628, SEHK: 2628), the largest life insurer in the country, holds a total of 376 million shares in the Shanghai-listed securities firm, and China Life Insurance (Group) Company takes 323 million shares, which make up 10.64% of total tradable shares of the securities firm in total.


The dual-listed insurance firm held 495 million shares in CITIC Securities in the first quarter of this year and reduced holding by 118 million shares in the second quarter of this year, and China Life Insurance (Group) did not cut holding in the securities firm. Source: www.p5w.net (August 31, 2009)

Bilibala comments:

Citic Security is the largest financial service company in China, by holding a significant portion in it, it can indirectly diversify China Life's business from insurance into other financial related segments. It will also give China Life a better picture of how the market trends and investors behavior looks like.

Global market share for search engine

SAN FRANCISCO (MarketWatch) -- Google Inc. (GOOG 458.36, -6.39, -1.38%) saw its share of the worldwide search market grow 58% in July compared to the same month last year, while Yahoo Inc. (YHOO 14.61, -0.24, -1.62%) saw only slight growth and Microsoft Corp. (MSFT 24.60, -0.09, -0.34%) saw its own share increase 41%, according to data published Monday by comScore Inc.

Searches on Google sites rose to 76.9 million, compared with second-place Yahoo's 2% gain to 8.9 million, according to the data. Searches on fourth-ranked Microsoft sites rose to 3.3 million from 2.3 million, while queries on Chinese search leader Baidu.com Inc. (BIDU 328.13, -11.40, -3.36%) , third on the global list, rose 8% to roughly 8 million, according to the data. Russian search engine Yandex saw the sharpest growth during July, according to comScore, rising 94% to 1.3 million.

Disney to buy Marvel

BBC news http://news.bbc.co.uk/2/hi/business/8230504.stm
Page last updated at 13:50 GMT, Monday, 31 August 2009 14:50 UK

Entertainment giant Walt Disney is to buy Marvel Entertainment in a shares and cash deal valued at $4bn (£2.5bn).

The deal means Disney will take over ownership of 5,000 Marvel characters, such as Spider-Man and the X-Men.

Marvel shareholders will get $30 per share in cash plus 0.745 Disney shares for every Marvel share owned.

The boards of Disney and Marvel have both approved the deal, which now needs the backing of Marvel shareholders and competition authorities.
Marvel shares were ahead $10.17, or 26%, to $48.82 shortly after the market opened. Disney shares fell 47 cents, or 1.8%, to $26.37.

'Great assets'
"We believe that adding Marvel to Disney's unique portfolio of brands provides significant opportunities for long-term growth and value creation," Disney president and chief executive Robert Iger said.

"We are pleased to bring this talent and these great assets to Disney."

Other Marvel's characters include Captain America, the Fantastic Four and Thor.

"Disney is the perfect home for Marvel's fantastic library of characters given its proven ability to expand content creation and licensing businesses," said Marvel chief executive Ike Perlmutter.

"This is an unparalleled opportunity for Marvel to build upon its vibrant brand and character properties by accessing Disney's tremendous global organization and infrastructure around the world," he added.

'Good deal'
Arvind Bhatia, an analyst at Sterne, Agee and Leach, said that the deal appeared to be a "win-win situation for both companies".

"They [Marvel shareholders] are getting a good deal in my opinion. The CEO of the company, Isaac Perlmutter, is also the largest shareholder of the company.

"From that standpoint, we think the chances of this deal going through are pretty high."
Last month, Walt Disney reported a fall in profits of more than a quarter as the downturn hit revenue at its film and theme park divisions.

Net profit between April and June came in at $954m (£579m), down 26% on the $1.28bn the entertainment giant made in the same period last year.

Revenues of $8.6bn were down 7% from the $9.2bn recorded a year before.

Bilibala comments:
Despite there are million fans with Spider man and Mickey Mouse, Disney is facing challenge from the trend to switch from tradtional media to online => 1) free online movie channel 2) Youtube 3) illegal DVD movie market.

The Disney journey in future will not be easy.

Crime scene

Aug 31st 2009From The Economist print edition

Violent crime is falling in most of America's big cities

HEADLINES screaming out the latest horrifying tales of violent crime might suggest that Americans have extra reason to lock their doors at night. But, as it turns out, the big picture is not that frightening. The most recent report from the FBI shows that during 2008 violent crime dropped by 2.5% compared with 2007. Individual cities have also put out their statistics for the first half of 2009: most of America’s ten largest cities have posted drops in violent crime compared with the same period last year. The declining rates may help people to shake off the idea that crime rises during economic downturns.

Bilibala comments
For many years, some Christianity commuity proclaims that our ethical standards and crime has kept rising in the past decades. In fact, the crime rate keeps droping (in the past 15 years) and so as during this 2008/09 economic downturns.

I mean, less crime doesn't mean better ethical standard, but if we compare the 1st century world of what Paul descrided in Roman C1. I don't think we are too bad or worse (doesn't mean we are good or better either).

My point is:
For every culture and society during every century, there is some unique plus some general issues going on. We can't really say one is better than the other, all we know is Jesus and His gospel is good fit to forgive and transform everyone.

8.28.2009

Espirt 4q09 results

《經濟通通訊社26日專訊》思捷環球 (00330)公布截至今年6月底全年業績,經營溢利為57﹒29億元,跌26%,經營溢利率為16﹒6%,上年度為20﹒7%,以及純利率為13﹒8%,上年度為17﹒3%。上半年毛利率為52﹒1%,去年同期為53﹒6%。集團的現金淨額為48億元,去年度為65億元。
集團的營業額為345億元,跌7﹒3%,按本地貨幣計算按年變動-0﹒2%,屬相對穩定。營業額按報告貨幣計算按年下降7﹒4%,反映歐元兌美元 平均匯率按年貶值約6﹒7%,或於本財政年度下半年按年貶值約13%。
集團的營業額主要源自可比較店舖銷售額上升3﹒5%、總銷售面積增加及來自Esprit客戶忠誠度計劃的會員貢獻日漸增長。由於面對艱難的經營環境,批發客戶持續減細訂單規模,令批發營業額下降從而抵銷集團的營業額增長。
零售及批發分別為集團的總營業額貢獻163﹒51億元及179﹒06億元,分別佔集團總營業額的47﹒4%及51﹒9%。
按本地貨幣計算的零售業務營業額按年增長10%,批發營業額以本地貨幣計算按年下降8%。
另外,集團透過增設104間直接管理零售店舖,於今年6月30日,該集團擁有801間直接管理零售店舖,總零售銷售面積逾31﹒3萬平方米。(cy)

Econ data 09 w35

- 2Q USA GDP
- 衰退
- 中國移動




USA

Overall
  • 2Q GDP revised from -1.0% to -1.0% (better than expect, -1.5%)
  • 2Q GDP deflater revised from +0.2% to 0.0% (better than expect, +0.2%)
Consumer market
  • Aug Consumer confidence up to 54.1 from 47.4 (better, 47.9) it also ran above 50.0, another sign to show recession may be over
  • Jul durable orders up to +4.9% from -1.3% in Jun (better, +3.0%)
  • Jul durable orders ex transport down to +0.8% from -2.5% in Jun (worse, +0.9%)
  • Jul personal spending down to +0.2% from +0.6% in Jun (inline, +0.2%)
House market
  • Jul new home sales up to 433k from 395k in Jun (better, 390k)
  • Jun S&P home price index up to -15.44% from -17.02% (better, -16.4%)
Job market
  • Jul personal income up to 0.0% from -1.1% in Jun (worse, +0.1%)
  • 08/22 initial jobless claims down to 570k from 580k last week (worse, 565k)
  • 08/22 continue jobless claims down to 6,133k from 6,254k last week

Canada

  • Jun retail sales down to +1.0% from +1.1% in May
  • Jun retail sales ex-auto up to +1.0% from +0.6% in May

China Unicom sell Apple iphone

By Kirby Chien and Joanne Chiu
BEIJING/HONG KONG (Reuters) - Apple's iPhone will go on sale later this year in China, the world's largest mobile market, but its partner China Unicom (0762.HK) may find selling the phone carries its own burdens.

China's No. 2 mobile carrier is looking at the popular iPhone as a new gateway to profit, after posting a better-than-expected 45 percent fall in first-half profit on Friday.

Unicom's announcement on Friday ended months of rumours about a tie-up with Apple (AAPL.O), which has been trying to bring the iPhone to some of China's nearly 700 million mobile subscribers.

The company did not give a price for the iPhone, but Chairman and Chief Executive Chang Xiaobing told reporters that it would be competitive. The company said the launch is expected in the fourth quarter of 2009.

Unicom may have to offer substantial subsidies to reach a competitive price, as the deal comes just a day after rival China Telecom (0728.HK) said it would increase its budget for handset subsidies to 37 percent of wireless revenues, from 30 percent.

"Many foreign operators have seen their EBITDA margins fall after launching iPhones, said Marvin Lo of Daiwa Securities, based in Hong Kong. "So I am concerned China Unicom's margins could also come under pressure."

Unicom and rivals China Mobile (0941.HK), the world's largest mobile carrier, and China Telecom, are all under a margin squeeze as they are in the middle of a three-year $58.5 billion spending spree through 2011 to build their 3G networks.

Unicom said its first-half monthly average revenue per user (ARPU), a key indicator of profitability, for its mobile services fell to 41.7 yuan, from 43.6 yuan a year ago.

NO PRICE DETAILS
Unicom said it bought the phones in a bulk purchase from Apple, and would not use Apple's traditional revenue sharing model, but did not offer any details.

The phones would not offer a Wi-Fi function, and Unicom predicted it would eventually secure a third of China's 3G market share, but did not provide a timeframe.

"If they don't offer any subsidies, the price should be around 3,000 yuan ($439.1) per phone," said Liu Bin of Macquarie Capital Securities.

"I estimate in the first year they can get between 1.5 million and two million subscribers," said Liu.

Many Chinese fans of the iPhone, however, are already using unlicensed iPhones in conjunction with existing GSM networks.

"The financial impact of selling the iPhone is limited for China Unicom," said Yuanta Securities in a report dated Aug 21, citing the small target market for expensive smart phones in China, the absence of a Wi-Fi function, and handset subsidies.

Unicom will sell both the 2G and 3G iPhone models.

Unicom made the announcement as it said its profit in the first half of the year fell 45 percent to 6.62 billion yuan ($969 million) from 12.09 billion yuan. Seven analysts polled by Reuters had forecast a profit of 6.2 billion yuan.

The company is also struggling to integrate fixed-line operator China Netcom, which it absorbed last year as part of an industry-wide restructuring designed to increase competition by creating three major carriers.

Unicom is in the middle of a two-year $14.6 billion spending plan to build its wireless network, while spending is backloaded for this year as the 3G rollout is scheduled for the second half.
China Unicom shares rose 23.9 percent in the second quarter, beating the 20.9 percent gain by China Telecom and 15.0 percent rise in China Mobile.

However, all three lagged the 35.8 jump by Hong Kong's China enterprises index .HSCE over the same period.

(Editing by Ken Wills and Rupert Winchester)
($=6.83 yuan)

Bilibala comments
1st of all, the information transparency about the deal is suck. However, I think the deal is suck to China Unicom too. It may help the company to gain more new subscribers, but in the great subsidary cost.

I don't think it will create significant impact to China Mobile's dominant position.

There is a reason why China Mobile do not sign the deal with Apple, and
there is a reason why China Mobile work with Google, Dell etc etc to develop 3G technology.
In terms of consumer, for sure they will enjoy the benefits, but in terms of shareholders, doesn't China Unicom consider about them?

8.27.2009

Shiu On Land 2q09 results

【明報專訊】新入帳規則下,瑞安翠湖天地嘉苑銷售未能在上半年入帳,受此影響,瑞安房地產(0272)今年上半年錄得純利8.1億元,按年減少42.5%,每股盈利18仙,按年減少42%,派中期股息1仙,按年大減85.7%。另外,若不計重估投資物業及調整衍生金融工具公平值的影響,公司上半年溢利僅9500萬元人民幣,按年倒退91%。

截 至今年7月底,瑞安售樓合約收入共30.65億元,銷售面積14.8萬平方米。其中,首6個月售樓合約收入20.2億元,面積12.2萬平方米,而10億 元已在上半年入帳。09年上半年,瑞安營業額按年增加18%至15億元,物業銷售按年增長22%至11.4億元。董事總經理兼財務總裁尹焰強表示,上半年 所簽未入帳合約都將在今年內入帳。

毛利率大跌35個百分點

此外,瑞安主席兼行政總裁羅康瑞解釋,上半年毛利率大跌35.6%,主要是因為除上海以外地區的項目毛利率偏低。尹焰強表示,下半年,嘉苑入賬後,毛利率可改善。

羅康瑞表示,公司將推出3年計劃,爭取2012年後,每年完工面積可達到100萬平方米,去年完工面積僅26萬平方米。此外,羅康瑞希望,2年後能在公司內部選出合適的人選出任行政總裁,自己不用每件事情都作決定,但仍會留任主席一職。

TD Bank 3q09 result

Toronto-Dominion Bank reports EPS of C$1.47 vs. C$1.23 First Call Consensus Results for the quarter included very strong contributions from the Canadian Personal and Commercial Banking and Wholesale Banking segments, and good results from the Wealth Management and U.S. Personal and Commercial Banking segments, which both continue to manage well through challenging financial markets. "While we expected TD's businesses to hold up well under the weight of a global recession, their resilience is remarkable and has exceeded our expectations," said Ed Clark, President and Chief Executive Officer, TDBFG.

Briefing.com is the leading Internet provider of live market analysis for U.S. Stock, U.S. Bond, and world FX market participants.

8.25.2009

China Life 2q09 result

In the first half of 2009, the Company strived to transform its growth model under the guideline of the scientific outlook on development. While maintaining a stable development, the Company strengthened efforts at business restructuring and has achieved remarkable success. First, the structure of regular premium business kept on improving, and the proportion of first-year regular premiums to the gross written premiums from first year long-term traditional insurance contracts increased to 97.63% in the first half of 2009 from 92.23% in the first half of 2008. Second, renewal premiums became a stronger driving force for growth. The renewal premiums grew 23.03% from the corresponding period in 2008, and the proportion of renewal premiums to gross written premiums increased to 66.84% in the first half of 2009 from 60.44% in the corresponding period in 2008. Third, the value of new business was enhanced significantly. The value of one year’s sales for the 12 months as of 30 June 2009 reached RMB16,763 million, an increase of 20.4% compared with that for the 12 months as of 31 December 2008; the new business value for the 6 months to 30 June 2009 reached RMB10,346 million, an increase of 37.8% from the corresponding period in 2008. Underwriting quality of the Company was enhanced continuously, and the Company’s Policy Persistency Rate (14 months and 26 months)3 reached 94.65% and 87.81%, respectively. Surrender Rate4 was 2.08%, a 0.91 percentage point decrease from the corresponding period in 2008.

In the first half of 2009, the Company actively responded to changes in the capital market and timely adjusted its investment portfolio by reducing the proportion of fixed income investment and increasing the proportion of equity investment, and the investment assets allocation were further optimized. For the reporting period, the gross investment yield5 was 3.27% (the simple annualized gross investment yield6 was 6.63%), an increase of 0.96 percentage points from the corresponding period in 2008. As of 30 June 2009, the proportion of debt securities in investment assets decreased from 61.43% at the end of 2008 to 51.49%, the proportion of term deposits in investment assets increased from 24.35% at the end of 2008 to 26.49%, and the proportion of equity securities in investment assets increased from 8.01% at the end of 2008 to 13.43%. Moreover, the Company successfully bid for the China Construction Bank’s H shares
being sold by Bank of America, and participated in the share placement of Bank of China’s H shares, both of which yielded satisfactory investment returns.

In the first half of 2009, the Company focused on further strengthening the sales force, and made great efforts to create a first-class sales team which was of industry leading size, consisting of personnel with high quality, professionalism and strong competitiveness, in order to lay a solid foundation for growth mode transformation. As of 30 June 2009, the total number of individual exclusive agents of the Company reached around 740,000. The Company’s direct sales team had over 12,000 representatives. The bancassurance channel had more than 97,000 intermediary bancassurance outlets, including commercial bank branches, postal savings outlets and cooperative savings institutions, over 28,000 client service managers, and over 14,000 financial advisors. The Company actively developed new distribution channels such as telephone and online sales, and commenced building an email sales platform and had achieved some initial success.

In the first half of 2009, the Company revised its internal control manual and compliance evaluation rules, strengthened assessment for responsibility, accelerated the establishment of regional audit centers, and continued to strengthen internal control and risk management. The Company also upgraded management on the credit quality of insurance agents, and continuously optimized its monitoring and early-warning mechanism. Moreover, the Company stepped up efforts at business management standardization, and further optimized centralization of operational and financial systems, and promoted various reforms and innovations actively.

In the first half of 2009, the Company continued to carry out a series of “China Life Customer Festival” activities in various forms. The Company further enriched the customer service content and upgraded the “China Life 1+N” service by utilizing the China Life Crane Card platform. The Company exerted itself to promote the development of micro-insurance in rural villages, and had offered insurance protection to over 6 million low-income rural residents and more than 3 million rural families in total. The Company offered New Village Cooperative Medical Scheme in 118 counties (towns, districts), from which about 28 million people have benefited.

8.21.2009

China Construction Bank 2q09 press release

5.1 财务回顾

为应对金融危机,防止经济下滑,中国自2008 年三季度以来一直实行积极的财政政策
和适度宽松的货币政策。2009 年上半年,实现国内生产总值13.99 万亿元,较上年同期增
长7.1%。
2009 年上半年,中国金融市场运行总体正常。货币信贷较上年末快速增长,广义货币
供应量M2 余额56.9 万亿元,增长28.5%;狭义货币供应量M1 余额19.3 万亿元,增长
24.8%;金融机构各项人民币贷款增加7.4 万亿元,同比多增4.9 万亿元。货币市场和债券
市场交易活跃,股票市场大幅反弹,外汇市场运行平稳。
本集团密切跟踪中国经济形势变化,积极顺应国家宏观经济政策调整,保持了稳定的经
营业绩。


5.1.1 利润表分析
2009 年上半年,本集团实现利润总额724.69 亿元,较上年同期减少31.86 亿元,降幅
为4.21%;净利润558.41 亿元,较上年同期减少28.51 亿元,降幅为4.86%。利润总额和净
利润较上年同期下降主要是受人行非对称降息、市场利率下行等因素的综合影响,净利息收
益率较上年同期大幅收窄,导致利息净收入较上年同期减少86.12 亿元,降幅为7.75%。


利息净收入
2009 年上半年,本集团实现利息净收入1,024.68 亿元,较上年同期减少86.12 亿元,
降幅为7.75%。

下表列出所示期间本集团资产和负债项目的平均余额、相关利息收入或利息支出以及年
化平均收益率或年化平均成本率的情况。


受人行下调存贷款基准利率、个人住房贷款利率浮动下限放宽以及市场利率下行等因
素的综合影响,客户贷款和垫款、债券投资、买入返售金融资产等各类生息资产收益率均较
上年同期大幅下降。同时,本集团增持买入返售债券及票据,使得收益率相对较低的买入返
售金融资产平均余额在总生息资产占比较上年同期上升5.70 个百分点。受上述因素影响,
整体生息资产平均收益率较上年同期下降106 个基点至4.04%。

由于人行下调贷款基准利率基点数大于存款基准利率基点数,且存款的重定价一般相对
滞后于贷款,本集团存款平均成本率降幅低于贷款平均收益率降幅;同时,受自2008 年以
来资本市场深度调整等因素影响,定期存款占比有所增加,付息率相对较高的定期存款平均


余额在付息负债平均余额中的占比较上年同期上升6.42 个百分点。受上述因素影响,整体
计息负债平均成本率较上年同期下降24 个基点至1.70%。

由于生息资产平均收益率下降幅度高于计息负债平均成本率下降幅度,使得净利差较上
年同期下降82 个基点至2.34%。由于利息净收入下降7.75%,而生息资产平均余额上升
23.46%,使得净利息收益率较上年同期收窄83 个基点至2.46%。

从趋势上看,本集团净利息收益率整体呈下降趋势,但伴随宏观经济逐步回暖、市场利
率止跌企稳以及存贷款重定价进度差异缩小,净利息收益率降幅已显著放缓。2009 年上半
年,本集团净利息收益率为2.46%,较一季度收窄12 个基点,降幅4.65%;一季度净利息收
益率较2008 年收窄66 个基点,降幅20.37%。


利息净收入较上年同期减少86.12亿元,其中,各项资产负债平均余额变动带动利息净
收入增加180.89亿元,平均收益率或平均成本率变动带动利息净收入减少267.01亿元。

利息收入
2009年上半年,本集团实现利息收入1,684.35亿元,较上年同期减少37.58亿元,降幅
为2.18%。


客户贷款和垫款利息收入1,205.01 亿元,较上年同期减少1.37 亿元,主要是由于客户
贷款和垫款平均收益率较上年同期大幅下降,平均余额的增长部分抵销了上述影响。受人行
下调贷款基准利率、个人住房贷款利率浮动下限放宽以及市场流动性充裕等因素影响,公司
类贷款、个人贷款和票据贴现的平均收益率分别较上年同期降低98 个基点、183 个基点和
475 个基点。公司类贷款中,1 年以内短期贷款平均收益率较上年同期下降118 个基点至
5.85%,中长期贷款平均收益率较上年同期下降89 个基点至6.39%。

债券投资利息收入
债券投资利息收入352.83 亿元,较上年同期下降39.64 亿元,降幅为10.10%,主要是
在市场利率走低的情况下,债券投资组合收益率较上年同期下降32 个基点至3.28%。其
中,投资性债券利息收入345.34 亿元,降幅为11.17%。

存放中央银行款项利息收入
存放中央银行款项利息收入89.61 亿元,较上年同期增加6.65 亿元,增幅为8.02%,
主要是受客户存款大幅增长的影响, 存放中央银行款项平均余额较上年同期增长
35.27%。

存放同业款项及拆出资金利息收入
存放同业款项及拆出资金利息收入3.53 亿元,较上年同期减少11.62 亿元,主要是受
货币市场利率持续走低影响,存放同业款项及拆出资金平均收益率较上年同期下降176 个基
点至1.25%。

买入返售金融资产利息收入
买入返售金融资产利息收入33.37 亿元,较上年同期增加8.40 亿元,增幅为33.64%,
主要是由于本集团为提高短期资金使用效率,增持买入返售债券及票据,使得其平均余额较
上年同期增长366.54%。


利息支出
2009 年上半年,本集团利息支出659.67 亿元,较上年同期增加48.54 亿元,增幅为
7.94%。

客户存款利息支出

客户存款利息支出583.02 亿元,较上年同期增加48.11 亿元,增幅为8.99%,主要是
由于客户存款平均余额较上年同期大幅增加。受人行下调存款基准利率因素影响,客户存款
平均成本率较上年同期下降29 个基点至 1.65%。

同业及其他金融机构存放款项和拆入资金利息支出
同业及其他金融机构存放款项和拆入资金利息支出59.57 亿元,较上年同期增加1.08
亿元,增幅为1.85%,主要是由于同业及其他金融机构存放款项和拆入资金平均成本率受定
期同业及其他金融机构存放款项增长较快因素影响较上年同期上升27 个基点至1.94%。

手续费及佣金净收入

本集团实现手续费及佣金净收入234.22 亿元,较上年同期增加32.54 亿元,增幅为
16.13%。手续费及佣金净收入在营业收入中占比较上年同期提高2.98 个百分点至17.90%。

顾问和咨询业务手续费收入62.62 亿元,较上年同期增加27.00 亿元,增幅为
75.80%。其中,本集团抓住国家刺激经济计划的有利时机,重点推动具有品牌优势和市场竞
争力的造价咨询业务,实现造价咨询收入20.88 亿元,增幅达157.14%。

代理业务手续费收入43.59 亿元,较上年同期减少18.31 亿元,主要是受国际金融危机
和国内资本市场大幅波动影响,代客外汇交易和代销基金业务手续费收入出现较大降幅。
银行卡业务手续费收入42.80 亿元,较上年同期增加10.22 亿元,增幅为31.37%,主
要是本集团持续加大市场拓展和资源投入,银行卡发卡量、消费交易额以及自助设备交易额
持续稳定增长。

托管及其他受托业务佣金收入32.57 亿元,较上年同期增加6.54 亿元,增幅为
25.12%。其中,通过优化业务流程,提高业务效率,积极创新产品,“百易安”业务实现手
续费收入7.36 亿元,增幅为210.55%。

结算与清算手续费收入29.31 亿元,较上年同期增加6.93 亿元,增幅为30.97%。其
中,通过积极营销客户,提高服务层次和水平,实现对公人民币结算业务手续费收入12.95
亿元,增幅为99.54%。

投资收益
2009 年上半年,本集团投资收益42.95 亿元,较上年同期增加15.99 亿元,增幅
59.31%,主要是减持可供出售金融资产和持有至到期投资获得的收益较上年同期增加。


外币资产及自营衍生金融工具
2009 年上半年,本集团为规避外币业务的市场风险,减少了外币资产及自营衍生金融
工具交易余额,相关衍生产品交易敞口较上年末减少425.28 亿元。外币资产在扣除用于规
避风险的衍生金融工具影响后的净损失为0.60 亿元,主要是由于货币利率掉期交易余额下
降以及市场变动使其产生了重估损失。


其他汇兑净收益
本集团代客外汇交易净收益及外汇敞口重估净收益0.22 亿元。其中,代客外汇交易净
收益0.15 亿元,较上年同期有所下降,主要是受进出口贸易及外商直接投资减少影响,代
客外汇资金交易量及远期外汇交易余额下降所致。

2009 年上半年,本集团持续加强成本管理,优化费用支出结构,业务及管理费总额较
上年同期小幅下降至378.59 亿元。

员工成本216.33 亿元,较上年同期减少4.60 亿元,降幅为2.08%。物业及设备支出较
上年同期增长13.28%,主要是由于近年来本集团实施网点转型、加大网点投入,折旧摊
销、租金和物业管理费等支出较上年同期增长。其他业务及管理费较上年同期减少6.30%,
其中,会议费、办公用品等费用均较上年同期大幅下降。

由于经营收入降幅高于业务及管理费降幅,成本收入比较上年同期上升0.85 个百分点
至28.93%。

资产减值损失
2009 年上半年,资产减值损失128.19 亿元,较上年同期减少10.87 亿元。其中,客户
贷款和垫款减值损失102.74 亿元,投资减值损失22.14 亿元,其他资产减值损失3.31 亿
元,其中抵债资产减值损失0.89 亿元。

2009 年上半年,客户贷款和垫款减值损失较上年同期减少11.84 亿元,剔除上年同期
针对地震灾害计提减值损失34.86 亿元因素后,客户贷款和垫款减值损失较上年同期增加
23.02 亿元。于2009 年6 月30 日,客户贷款和垫款减值损失准备余额1,162.05 亿元,较
上年末增加58.37 亿元;拨备覆盖率为150.51%,较上年末提高18.93 个百分点。
投资减值损失

2009 年上半年,投资减值损失较上年同期减少2.78 亿元,其中可供出售金融资产、持
有至到期债券减值损失分别较上年同期减少3.14 亿元和5.92 亿元,主要是因美国经济衰退
步伐放缓,外币债券市场走出低谷,同时本集团采取外币债券减持策略,使外币债券余额大
幅下降;应收款项债券投资减值损失转回额较上年同期减少6.28 亿元,主要是去年同期全
额收回一家非银行金融机构发行的债券。

所得税费用
2009 年上半年,所得税费用166.28 亿元,较上年同期减少3.35 亿元。所得税实际税
率为22.94%,低于25%的法定税率,主要是由于持有的中国国债利息收入按税法规定为免税
收益。

5.3 展望
本集团的经营管理面临诸多市场环境变化的不确定影响:国内经济虽有所回暖但不确定
性依然较大,信贷资产在快速投放的同时,不良资产的控制压力可能会有所加大;宽松货币
政策释放大量银行流动性,提高资金效益成为流动性管理的难点和重点;不对称降息以及同
业竞争加剧导致银行议价能力降低、净利差有收窄压力;资本市场的波动对中间业务和负债
业务的增长产生一定影响;汇率、利率的波动对市场风险管理能力和定价能力提出更高要
求。

本集团亦从动荡的环境中看到机遇的存在:国家“扩内需、保增长”的一系列政策,有
利于加大结构调整的力度;居民消费快速增长,房市有所稳定,为个人消费类贷款和个人住
房贷款提供良好机遇;资本市场回暖会推动相关业务尤其是中间业务发展,债券市场发展有
利于扩大债券承销和债券投资等业务;综合化经营环境保持宽松,为拓展新型业务提供了市
场环境;国际银行业处于震荡后休养生息阶段,为国际化战略提供了较好机遇。

面对新形势下的机遇和挑战,本集团将主动把握经济金融形势,不断寻求新的发展契
机。一是把握好贷款投放的总量和节奏,坚持“区别对待、有保有压”的政策。二是加强客
户服务和信贷产品创新能力,提升贷款定价水平;优化存款结构,加强主动负债管理,降低
负债成本;开拓资金运用渠道,提升资金使用效益。三是打造中间业务优势品牌,努力巩固
市场领先优势。保持工程造价咨询等产品品牌优势,并通过完善中间业务激励机制,加大产
品创新和客户拓展力度,保持手续费及佣金收入的增长势头。四是强化风险管理,做好贷前
调查、贷中审查和贷后检查,有效控制各类风险。

Econ data 09 week 34

USA
Overall
  • Jul leading indicators down to +0.6% from +0.8% in Jun (worse than expect, +0.7%)
  • Jul PPI down to -0.9% from +1.8% in Jun (worse, -0.3%)
  • Jul Core PPI down to -0.1% from +0.5% in Jun (worse, +0.1%)
  • Aug Philadelphia federal index up to +4.2% from -7.5% in Jul (better, -2.0%)

House market

  • Jul existing home sales up to 5.24M from 4.89M in Jun (better, 5.0M)
  • Jul house starts down slightly to 581k from 587k in Jun (worse, 599k)
  • Jul building permits down to 560k from 570k in Jun (worse, 577k)
Job market
  • 08/14 initial jobless claim up to 576k from 561k last week (worse, 550k)
Canada
Overall
  • Jul leading indicators up to 0.4% M/M from -0.1% in Jun
  • Jul CPI down to -0.9% Y/Y from -0.3% Y/Y in Jun (mainly due to oil price peak last year)
  • Jul core CPI down to +1.8% Y/Y from +1.9% Y/Y in Jun
Consumer market
  • Jun wholesale sales up to +0.6% M/M from -0.3% M/M in May

8.20.2009

NY Time Interview with Warren Buffett - The Greenback Effect

Published: August 18, 2009
IN nature, every action has consequences, a phenomenon called the butterfly effect. These consequences, moreover, are not necessarily proportional. For example, doubling the carbon dioxide we belch into the atmosphere may far more than double the subsequent problems for society. Realizing this, the world properly worries about greenhouse emissions.
The butterfly effect reaches into the financial world as well. Here, the United States is spewing a potentially damaging substance into our economy — greenback emissions.
To be sure, we’ve been doing this for a reason I resoundingly applaud. Last fall, our financial system stood on the brink of a collapse that threatened a depression. The crisis required our government to display wisdom, courage and decisiveness. Fortunately, the Federal Reserve and key economic officials in both the Bush and Obama administrations responded more than ably to the need.
They made mistakes, of course. How could it have been otherwise when supposedly indestructible pillars of our economic structure were tumbling all around them? A meltdown, though, was avoided, with a gusher of federal money playing an essential role in the rescue.
The United States economy is now out of the emergency room and appears to be on a slow path to recovery. But enormous dosages of monetary medicine continue to be administered and, before long, we will need to deal with their side effects. For now, most of those effects are invisible and could indeed remain latent for a long time. Still, their threat may be as ominous as that posed by the financial crisis itself.
To understand this threat, we need to look at where we stand historically. If we leave aside the war-impacted years of 1942 to 1946, the largest annual deficit the United States has incurred since 1920 was 6 percent of gross domestic product. This fiscal year, though, the deficit will rise to about 13 percent of G.D.P., more than twice the non-wartime record. In dollars, that equates to a staggering $1.8 trillion. Fiscally, we are in uncharted territory.
Because of this gigantic deficit, our country’s “net debt” (that is, the amount held publicly) is mushrooming. During this fiscal year, it will increase more than one percentage point per month, climbing to about 56 percent of G.D.P. from 41 percent. Admittedly, other countries, like Japan and Italy, have far higher ratios and no one can know the precise level of net debt to G.D.P. at which the United States will lose its reputation for financial integrity. But a few more years like this one and we will find out.
An increase in federal debt can be financed in three ways: borrowing from foreigners, borrowing from our own citizens or, through a roundabout process, printing money. Let’s look at the prospects for each individually — and in combination.
The current account deficit — dollars that we force-feed to the rest of the world and that must then be invested — will be $400 billion or so this year. Assume, in a relatively benign scenario, that all of this is directed by the recipients — China leads the list — to purchases of United States debt. Never mind that this all-Treasuries allocation is no sure thing: some countries may decide that purchasing American stocks, real estate or entire companies makes more sense than soaking up dollar-denominated bonds. Rumblings to that effect have recently increased.
Then take the second element of the scenario — borrowing from our own citizens. Assume that Americans save $500 billion, far above what they’ve saved recently but perhaps consistent with the changing national mood. Finally, assume that these citizens opt to put all their savings into United States Treasuries (partly through intermediaries like banks).
Even with these heroic assumptions, the Treasury will be obliged to find another $900 billion to finance the remainder of the $1.8 trillion of debt it is issuing. Washington’s printing presses will need to work overtime.
Slowing them down will require extraordinary political will. With government expenditures now running 185 percent of receipts, truly major changes in both taxes and outlays will be required. A revived economy can’t come close to bridging that sort of gap.
Skip to next paragraph
Legislators will correctly perceive that either raising taxes or cutting expenditures will threaten their re-election. To avoid this fate, they can opt for high rates of inflation, which never require a recorded vote and cannot be attributed to a specific action that any elected official takes. In fact, John Maynard Keynes long ago laid out a road map for political survival amid an economic disaster of just this sort: “By a continuing process of inflation, governments can confiscate, secretly and unobserved, an important part of the wealth of their citizens.... The process engages all the hidden forces of economic law on the side of destruction, and does it in a manner which not one man in a million is able to diagnose.”
I want to emphasize that there is nothing evil or destructive in an increase in debt that is proportional to an increase in income or assets. As the resources of individuals, corporations and countries grow, each can handle more debt. The United States remains by far the most prosperous country on earth, and its debt-carrying capacity will grow in the future just as it has in the past.
But it was a wise man who said, “All I want to know is where I’m going to die so I’ll never go there.” We don’t want our country to evolve into the banana-republic economy described by Keynes.
Our immediate problem is to get our country back on its feet and flourishing — “whatever it takes” still makes sense. Once recovery is gained, however, Congress must end the rise in the debt-to-G.D.P. ratio and keep our growth in obligations in line with our growth in resources.
Unchecked carbon emissions will likely cause icebergs to melt. Unchecked greenback emissions will certainly cause the purchasing power of currency to melt. The dollar’s destiny lies with Congress.
http://www.nytimes.com/2009/08/19/opinion/19buffett.html?pagewanted=2&_r=2&adxnnlx=1250673258-Stg2xdbfIaOnzQ28O8/YQA

Bilibala comments:
I agree with Warren in most of the case, however, I think the government debt is not a concern because a huge portion of the $$ was pooling into the financial market (or money supply system) to buy invested assets instead of expenses, the government is making $$ in those actions now and once the market rebound to its normal level so that she can pull her leg out, she can paid down the debt.

However, since lots of the investment is by pressing the printing machine. Therefore, high inflation will be the biggest concern as what Buffett mentioned.

Of course, Federal Reserve can buy back the new printed $$ from the market and reduce the money supply in order to control inflation. But it is extremely hard to control the momentrum. if she does it too quick, it will slow down the recovery or even trigger the market to crash again. If she does it too slow, the inflation rate will rise like rocket and cause another buddle or directly impact our daily life.

How many hours to get a Big-Mac

The Economist:

THE size of your pay packet may be important, but so is its purchasing power. Helpfully, a UBS report published this week offers a handy guide to how long it takes a worker on the average net wage to earn the price of a Big Mac in 73 cities. Fast-food junkies are best off in Chicago, Toronto and Tokyo, where it takes a mere 12 minutes at work to afford a Big Mac. By contrast, employees must toil for over two hours to earn enough for a burger fix in Mexico City, Jakarta and Nairobi.

Bilibala comments:
It remind me how treasure and thankful my daily living is. Also it remind me there is a lot of people who are poor and needy, that I should keep them in pray and offer helps.

China Mobile 2q09 Press Release

China Mobile Limited Announces 2009 Interim Results
Stable Business Development Favorable Profitability

  • Turnover reached RMB212.9 billion, up by 8.9%
  • EBITDA of RMB109.9 billion, up by 5.8%
  • EBITDA margin of 51.6%, maintained at high level
  • Profit attributable to shareholders of RMB55.3 billion, up by 1.4%
  • Total customer number and net additions were 493 million and 35.87 million, respectively
  • Payment of an interim dividend of HK$1.346 per share. The Company's planned dividend payout ratio for the full year of 2009 is 43%

The Group believes its solid capital structure and financial strength will provide a solid
foundation for sustainable future development.


In the first half of 2009, the Group enjoyed continued growth in its customer base, valueadded
business and voice usage volume, which were the driving forces of the steady growth
in operating revenue. In the first half of the year, the net addition of new customers was
35.87 million, taking total customer number to 493 million. In June 2009, customers who
used 3G network services reached 959 thousand. Value-added business grew rapidly,
continuing to increase its contribution to total revenue, accounting for 28.1 per cent. of the
total revenue. For the six months ended 30 June 2009, the Group's total voice usage volume
reached 1,387.047 billion minutes and the average minutes of usage per user per month
(MOU) was 490 minutes. Average revenue per user per month (ARPU) was RMB75.


The Company determines and commits to hold in the highest regard the interests of its
shareholders and the returns achieved for them, especially the minority shareholders. In view
of the Company's favorable operating results for the first half of 2009 and having taken into
consideration its long-term future development, based on the dividend payout plan for the
full year of 2009, the Board recommended payment of an interim dividend of HK$1.346 per
share for the six months ended 30 June 2009.


The Board is of the view that the Company's favorable operating results and strong cash
flow generating capability will continue to support the sustainable future development of the
Company, while providing shareholders with a favorable cash return.


The impact of the global financial crisis on China's economy, changes in the competitive
environment of the telecommunications industry and the continuing increase of the mobile
communications penetration rate are key factors that affect the future development of the
Group. At the same time, economic development is driving a tremendous demand for
information services. China's economy is stabilizing and continues to grow. This, together
with the Chinese Government's implementation of a series of measures to counter the impact
of the global financial crisis and its efforts in maintaining economic recovery and achieving
a stable and relatively rapid growth in the national economy, create development
opportunities for the Group.


Facing this new business environment, the Group will continue to uphold the Blue Ocean
Strategy and insist on rational competition. The Group will maintain its robust market
leading position without compromising the value of the telecommunications industry as a
whole.


Based on the Group's strong foundation and integrated capabilities, it will extend its existing
advantages in the mobile communications market to fulfill the needs of its customers,
maintain sound business development and achieve sustained financial growth. The Group
will actively develop the 3G business and promote mobile broadband services to individuals,
families and corporate customers, aiming to meet the demand of, and create value for, its
customers. In the 3G era, the Group will make good use of our network advantage and
synergy to implement the effectiveness-driven, distinctive, differentiated full-service
strategy. At the same time, the Group will capitalize on its overall influence to proactively
develop and promote the LTE network evolution. In addition, the Company will actively
search for quality overseas telecommunications assets as investment opportunities and as a
way to explore international development. The Company's focus remains unchanged
sustain its international leading position in the telecommunications industry and maintain a
solid, long-term business foundation with the goal of creating value for the shareholders.

8.19.2009

Host Time Warner Content on YouTube

By JOHN KELL
Time Warner Inc. and Google Inc. inked a deal that will allow YouTube to host content from Time Warner-owned television shows and movies.

The pact is the Internet giant's latest move to generate revenue from YouTube, a popular video site Google bought for $1.65 billion. Google has been under growing pressure to show it can make money from the site; last month it said it expected YouTube to be profitable in the not-too-distant future.

Under the latest agreement, videos from Time Warner properties will appear on YouTube and across Google's product suite. Clips will include advertising, with time sold by Warner Bros. Entertainment and Turner Broadcasting System. Time Warner's properties will share ad revenue with YouTube. YouTube will also feature Time Warner content in marketing and promotional campaigns, including display ads.

The two companies already work together through another Time Warner property - HBO - which has added promotional content from some of its shows including "True Blood" and "Entourage" since last year.

Previously, YouTube has added content from Sony Corp. unit Sony Pictures Entertainment, MGM Studios Inc. and others. It also struck a less-comprehensive deal with Walt Disney Co.'s ABC network for clips of sports highlights and other content.

Others haven't been so willing to intertwine their products with the site. Viacom Inc. sued Google in 2007 saying the company didn't do enough to prevent the appearance of its content.
Write to John Kell at john.kell@dowjones.com

Bilibala comments:
Yeah!!! More and more free movie clips will soon publish on youtube. I need to see whether it will help Google to generate $$, at this stage advertising @ youtube to me is still annoying. Even that's free.

Should ACM and Stream of Priase (Christian worship organization) offer their songs (They do not own the songs, those are property of the church & Jesus) on Youtube for free? Just like what SOBEM did?!

I think they should consider about this seriously, No one & i mean no one, should make anyone feel guilty when we just want to listen to hymns freely?

8.18.2009

MSM from free to fee

2009年08月19日 09:49 來源:北京商報 毛濤濤

收費的傳言讓國內1億多飛信用戶虛驚一場。中國移動在飛信上的此次舉措,意味著電信運營商已不願意只扮演一個免費服務提供商的角色,而是希望在即時通訊業務上找到合適的收費點,這也對傳統的廠商形成了強勢挑戰。

  每月5元升級普通服務

  中國移動日前通過手機短信及網上公告方式正式向用戶宣佈,飛信會員服務從即日起將開始收費。用戶每月支付5元的月功能費,就能享受積分加速、好友擴充、創建及加入更多群以及會員標誌、排名靠前、會員靚號等服務。

  在發給用戶的短信通知中,中國移動表示,飛信會員用戶需要在8月前對是否繼續使用會員服務進行確認,如果不確認,會員服務會自動取消,不過飛信的基礎服務仍可繼續使用。另據透露,此次調整只針對會員用戶,普通用戶使用飛信業務仍然不需要付費。

  對於中國移動的此次舉措,許多飛信用戶表示,會員服務的收費並不影響自己繼續使用普通飛信服務。

  活躍賬戶數逼近9000萬

  中國移動之所以大膽推出飛信收費計劃,與移動即時通訊市場的迅速增長有著密切關係。最新數據顯示,今年第二季度,國內移動即時通訊市場的累計賬戶數為2.5億,而活躍賬戶數已增長到8916萬。

  在當前1.52億活躍移動互聯網用戶中,有接近60%的用戶均使用過移動即時通訊服務,而移動即時通訊也成為繼手機閱讀、移動搜索後移動互聯網應用服務中用戶最為活躍的應用。易觀國際分析師認為,移動即時通訊提供的隨時隨地溝通功能滿足了用戶無縫溝通的需求,同時在一定程度上替代了短信、話音等手機溝通功能。與此同時,各大電信運營商在推廣即時通訊產品的同時,也一定程度上提高了用戶對於相關產品的認知,從而起到了市場教育作用。

  借即時通訊延伸業務空間

  面對巨大的市場潛力,電信運營商相繼進軍即時通訊市場,而3G的到來無疑將加劇即時通訊市場的競爭。對電信運營商來說,即時通訊工具不僅是用戶日常交流的平臺,也為其業務延伸提供了空間。

  業內人士分析,目前用戶仍然習慣於在電腦上使用即時通訊業務,電信運營商最需要解決的問題,在於提升移動即時通訊產品的使用體驗。

Bilibala comments:

$5/month increase will significantly improve the China Mobile's profit, as long as the scribers get used to MSM and willing to pay $5 instead of switch wireless providers. In fact, there are no other choice in China other than China Mobile. The other providers are sucks.

Google - the money generator

Must read article!! Once again, it inline with my estimation and I will keep Google fair value at $1,050.0 and expect it will come true in 6 years time.

Google 印钞机:最佳的商业模式
www.eastmoney.com 2009-08-05 16:31 吴军 《经理人》

 很多人使用 Google 的产品和服务很多年,一直不清楚 Google 靠什么挣钱,因为 Google 的服务全部是免费的。答案是搜索广告和与网页内容相关的广告。(当然,Google 还有一些企业级产品,但是这些产品占不到营业额的百分之五。)很多人很怀疑 Google 靠搜索结果旁边这几个豆腐块大小的文字广告就能产生每年上百亿美元的销售额,因此认定 Google 一定是在财报上造了假。其实 Google 有没有在财报上造假很容易判断,如果 Google 没有足够的收入,如何能这么多年一直提供全球的免费服务(而像 Youtube 这样的视频服务是非常昂贵的),并且支付两万员工的工资。其实,Google 能够每年创造上百亿广告收入是因为它的广告系统比传统广告业来的有效得多。

  广告一直是传媒业的主要收入。一份上百版的纽约时报售价不到一美元,比印刷成本不知要低多少,更不用说编辑和发行的费用了,这里面的“亏损”全部要靠广告收入填补。实际上广告的收入才是报纸营业额的大头,而它收区区一美元的售价,不过是为了确定它的读者是一个真正读报的人,而不是把免费报纸拿回去当包装纸或者邮件包裹的填充物。广播和电视业的收入更是依靠广告。雅虎的杨致远当初为雅虎选定的商业模式便是传媒的模式而不是电话公司的模式,因此,这就注定了互联网很多公司的收入要依靠广告。

  最初的传媒广告业的运作过程大抵如下。一个媒体必须有一个广告部门,它其实是一个销售部门,它负责把报纸(或者网站)的版面和广播、电视的时间销售给做广告的客户。它的成本有三项。第一,运营的费用,比如报纸的成本、印刷费和发行渠道的成本;第二,批发或者零售的费用,包括给广告批发商让利或者支付广告销售人员的工资等;第三,订单处理,各种对于广告订单的管理和安排如何刊登或者播放广告。这三项成本除了第一项外,其实主要都是人工的费用。这种商业模式效率较低,对于大的媒体来讲,在劳动生产率不变的情况下,每增加一份收入,就要添加一些人工,因此成本下不去,利润率不可能很高,市场扩张也不会很快。对于小的媒体来讲成本更高,它们不可能养活三个部门专门负责上述三件事,因此它通常只能从广告批发商那里拿广告,而不能做直销。而对于做广告的人来讲,这个模式使得在(全国性)大媒体上做广告的门槛很高,因此小商家做不起读者观众很广的电视和报纸广告,只能在当地小报纸和电台上做一些广告,业务也很难跨地区发展。

  在互联网发展初期,以雅虎为代表的门户网站在运营上基本上没有脱离传统广告业的运作方式。首先,它也有公司运营的基本费用,比如服务器和带宽的费用,相对于报纸纸张的成本和印刷的费用,其次,它的广告营销部门完全和传统广告业一样,要么是靠自己的员工拉广告,要么是委托广告批发商找广告。(具体采用哪种方式要看是支付自己人工资高还是支付给中介的佣金高。)第三,在订单处理和投放上基本还是手工方式。虽然雅虎采用数据库管理它的所有广告,但是,广告如何投放,在它那一类网页,网页的什么位置都是半手工的工作。因此,虽然雅虎公司和微软的MSN的在网络技术上很不错,它的运营效率可能比传统报纸媒体高一些,但是运作的方式实际上还是传统传媒的翻版。

  Google 虽然被分到和雅虎同一类的互联网公司,但是它的广告模式和雅虎有本质区别。作为一个公司,Google 当然也有运营的基本开销,包括数据中心的开销和带宽的费用,这是谁也省不了的。但是,Google 在很大程度上省去了第二种和第三种广告的成本。这样,Google 不仅仅在关键词广告匹配的技术上领先于对手,更关键的是它的商业模式比包括雅虎和微软 MSN 传统广告业领先了整整一代。这样,它在商业上实际上是用“洋枪洋炮”对雅虎和 MSN 的“大刀长矛”。

  要搞清楚 Google 广告系统的本质,先要从双击公司(Double Click)的商业模式着手。双击公司诞生于互联网飞速发展的九十年代末。各种中小的互联网站都希望从在线广告中分一杯羹,来支付它们的运营成本,但是这些小网站养不起太多的销售人员去拉广告。另一头出现了很多在线的商家需要做在线广告,但是这些小商家也没有精力一家家网站去谈广告事宜。因此双击公司就代理了两头,来为两边搭桥。一方面,它有很多销售人员去拉广告,另一方面它建立了一个自动向在线媒体(网站)投放广告的系统。也就是说它在订单处理和投放上实现了自动化。它的订单处理和自动投放是这样实现的:

  当销售人员拉来广告后,双击公司将它们按几种模板做成几种显示方式的图形和动漫,比如横幅图形广告、弹出式图形广告和嵌入式音频视频广告等有限的几种。每一个广告都以数据库的形式,存在它的服务器中,并且可以通过一个 JavaScript 从它的服务器上获得。对于要放广告的网站(媒体),它只要在双击公司开一个帐号,然后告诉双击公司它打算做哪种形式的广告,是横幅图形还是弹出式动漫等等,双击公司就会给它一些特殊的链接(根据信息指纹自动产生的,关于信息指纹请看“数学之美”),然后该网站只要把这些链接插入到自己网页中就行了,如下图。整个广告投放过程是自动的。

  在双击公司的广告商业模式中,它的订单处理和投放完全是自动的,因此它比传统广告方式进了一步。但是,双击公司在广告投放过程中无法得知网站的内容和互联网用户的需求,因此它的广告投放完全是随机的,广告效果非常不好。虽然双击公司试图通过互联网用户的个人信息定位读者群,但是被一家保护用户隐私的机构告上了法庭,并且赔偿了上千万美元才得以和解,因此它便不再试图做任何针对特定用户的广告投放了。(这个官司影响深远,它使得所有社交网站无法利用用户信息做广告。)

  Google 公司的搜索广告在投放上和双击公司一样,完全是自动的。不仅如此,Google 公司的搜索广告根据搜索的关键词来决定广告的内容,广告的针对性很强,效果比双击公司的随机广告高了一个数量级。对于向网页投放广告,虽然没有搜索关键词,但是 Google 从网页的内容中提取关键词,依然能够保证广告内容和网页内容相关。

  Google 比双击公司另一大改进之处在于打造了一个自动接纳广告的系统,从而基本上省去了广告销售这一成本。不管什么人想在 Google 上做广告,只要在 Google 的网站上填一张表,写几个自己感兴趣的关键词和广告的内容,再告诉 Google 每天愿意付的广告费即可。为了方便做广告的商家了解广告的效果,Google 有一套自动的模拟系统,告诉商家它的广告每天可以有多少人看,有多少人点击。(商家可以推算出每次浏览或者点击的广告费。)为了让商家对 Google 关键词广告的效果满意,Google 按广告点击量,而不是广告显示的次数收费。毫无疑问,广告商都喜欢这种收费方式,因此很多公司和个人就从其它广告媒体转到 Google 上来了。

  当然,这个自动的系统要想工作无误,还必须解决好很多工程上的问题。下面的问题在打造自动的广告系统中是必须解决的。

  首先,不能有需要人参与的广告设计,因此 Google 的搜索广告全部是文字的。虽然文字广告不如图形的生动,但是它使得网页干净,更受读者欢迎。

  第二,对于同一个搜索所触发的不同的广告,要解决排名的问题。雅虎和百度基本上是按照付费高低排名,这样很多广告就和搜索的内容无关。雅虎的一位科学家 2006 年在斯坦福的一个学术会议上指出自己的这个问题。当人们在雅虎上搜索波音 747 时,ebay 的广告放在了第一位,因为 ebay 买了很多广告词(包括 747 ),同时付费又高;而 Google 没有同样的问题。这个问题如果不能自动解决,就不可避免要进行手工干预。

  第三,要能识别恶意点击骗钱。

  第四,要控制每个广告投放的节奏。比如某个公司愿意每天在 Google 上花一百美元同时对每个点击出价较高,可能每天早上一个小时它的预算就花完了,以后的二十几个小时,这家公司的广告就看不见了,对于一大早不上网的人就永远看不到这则广告。

  第五,要有自动收费并且识别无效信用卡和银行账户的办法。

  第六,也是最重要的,这个系统必须能自动修复。所有的数据必须保存很多份。当一台服务器宕机时,到达它的请求必须由其它同类服务器自动接过去。当整个一个数据中心出现故障后,到达这个数据中心的流量必须能在最短时间里自动转到附近的数据中心。

  这一类的技术问题还很多,就不一一列举了。Google 这种做法大大降低了全国性甚者全球性广告的门槛,深受中小企业欢迎。因此,Google 的广告系统一推出,就有很多商家加盟。在此以前 Google 已经有了非常大的搜索流量,现在 Google 逐步建立了自己的广告商联盟,一台完美的印钞机就建成了。每天有中小企业和个人到 Google 的广告系统上去登记、填表并提供付款方式,当天他们的广告就在 Google 上可以找到了。另一头,Google 每天有很多用户来搜索商业信息,他们总会有百分之几的时间是点击广告的,这样 Google 就收到了钱。这个系统完全是自动运行的,即使所有 Google 员工都回家睡觉了,只要不死机,Google 就不断地在收钱。可以毫不夸张地讲,今天 Google 百分之九十九的员工都离开公司去度一个月的假期,Google 这个月的营业额不会有太多的影响。

  这个印钞机另一个奇妙的地方在于,它可以通过机器学习(Machine Learning)不断完善自己,“印出”越来越多的钞票。当广告商和搜索用户数目超过一个阈值后,它们点击搜索结果和广告的统计信息就可以用来改进搜索和广告的匹配,使得广告和搜索的内容更加相关,点击率就会更高。这样广告的效果也会更好,广告商就越来越喜欢来做广告。

  在这台印钞机里,运营的成本就是数据中心的费用和带宽的费用,而间接的成本则是打造和改进这个印钞机的研发费用。在这台印钞机中,自动化程度必须到达一个阈值,它才能自动运转起来。而当它的自动化越高,成本就越低。相比之下,微软长期没有自己的广告源,自然就打造不出这个印钞机。而雅虎,长期对工程重视不足,它的广告系统自动化程度太低,没有达到成为印钞机的阈值,因此利润就上不去。

  Google 的广告模式,将传统广告业中三大成本削减其二,大大降低了整个运营成本,同时使得中小企业和个人在全球性媒体上做广告成为了可能。Google 靠着这种革命性的商业模式,拔得了互联网广告业的头筹。

8.17.2009

Shui On Land's warning on 2q09 results

瑞安房地產(00272-HK)周二公布,預期集團截至二零零九年六月三十日止六個月的溢利與二零零八年同期比較可能明顯下調。下調主要由於下列原因︰

1. 根據國際財務報告準則的要求,采用「房地產建造協議」的會計處理新詮釋,更改物業出售的收入入賬時間;

2. 與二零零八年同期比較,並無出售附屬公司權益的收益。

更多精彩內容,請登錄財華網(http://www.caihuanet.com)


Bilibala comments
Shui On Land stock price fall from recent peak $5.71 in 06/03/09 to $4.56 or 20.1% today.
We all know company's sales, revenue and profit did great in 1H09, if profit down only due to timing different on change in accounting policy and prior year non-recurring gain on sales of non-core business. I will say that it should have no impact to Shui On Land's fair value calculation.

http://www.wenweipo.com [2009-08-14]
【本報訊】(記者 梁悅琴)香港及內地樓市同樣熾熱,瑞安房地產於本周六香港及上海同步以先到先得方式推售「翠湖天地第三期嘉苑」之第9座合共93伙,單位面積介乎89至 135平方米,分1房及2房,意向價8萬元1平方米,入場費逾600萬元,瑞安房地產提供一條龍尊貴售前及售後服務,由簽約、貸款、以至買賣交易均可在香 港完成,並有售後資產管理服務,全面協助業主租賃單位、收取租金。

意向每米8萬 按息2.9厘

 瑞安房地產市場及銷售部(住宅)副總經理戴亞倫指出,現時已有工銀亞洲及恒生銀行為香港買家提供按揭服務,全期2.9厘。同時亦會提供一系列創新獨特的五星級酒店式服務,如衣物代洗、水電維修、傢具選購、生活物品代購服務、房車接送及預定餐廳等。

 「翠湖天地第三期嘉苑」第9座合共93伙,樓高29層,其中1房佔25間,實用率達80%,預計於 明年12月入伙,估計全部沽清可套現8億至9億元人民幣。他表示,翠湖天地嘉苑於過去兩個月的銷售情況中,香港買家佔整體比例約50%,其中第11座之買 家90%均為香港人。

 「翠湖天地嘉苑」位於上海市中心盧灣區,鄰近有上海蘭桂坊之稱的新天地,自去年首度推出以來,現 累售逾320多個單位,訂價每平方呎7,000至14,800元,其中項目之第1座及第2座更錄得最高成交呎價,達至每平方呎14,800港元。於本年舉 行的香港展銷會中,第11及12座的銷售情況更加凌厲,第11座在香港展銷會中迅速售罄,發展商不得不加推上海保留單位;第12座則於短短兩小時內火速售 罄所有單位。

 「翠湖天地嘉苑」設有11幢住宅,提供474個單位,標準面積由89至427平方米 (956至4594平方呎),至於中小型單位豪宅,適合年輕富豪居住。


http://www.wenweipo.com [2009-08-18]
【本報訊】(記者 梁悅琴)瑞安房地產於上海市的頂級豪宅「翠湖天地嘉苑」,於上周末 (8月15日及16日)於上海及香港兩地,同步推出「翠湖天地嘉苑」第9座之93個單位,推售兩天已火速售出78伙,套現總額高達6.7億人民幣。

套6.7億 呎價6717元

 是次推出之第9座樓宇,樓高29層,提供93伙之住宅單位,採一梯兩伙設計,面積由90平方米 (970平方呎)至135平方米 (1458平方呎) 不等,住宅單位全為一至兩房、兩廳間隔,實用率超逾九成,建築用料高級精緻為全滬罕見。平均呎價約人民幣6,717元,較第11座及12座高出7%。買家 中四成為內地買家、五成為香港、其餘一成則為海外人士,買家主要來自跨國企業及本地高層行政人員,當中用家佔了七成,整體銷情表現理想。

 瑞安房地產市場及銷售部(住宅)副總經理戴亞倫表示,近期經濟回穩,樓市興旺,有助帶動是次展銷會參觀人流,人數累積逾千人。展銷會首天,已極速售罄66伙,其中一房的標準單位已沽清,不少買家購入單位作長線收租投資,證明「翠湖天地嘉苑」投資潛力優厚。

Bilibala comments:

See!! Another strong sales.


China Mobile CEO - recap past 10 years

1997年10月,中國移動有限公司(當時名為“中國電信(香港)有限公司”)在香港和紐約上市,轉眼十年過去了。每一位在中國移動工作的人、每一位中國移動的客戶都會體會到這十年來中國移動的變化。十年的磨練鑄就了一個全球規模最大、網路品質和服務也已具備一定程度的國際競爭力的中國移動,公司在不斷的努力之中漸漸地進入了世界級企業的行列。應該說,上市是中國移動邁向世界的第一步,上市後,中國移動面對的不僅是國內電信市場,同時也經受國際資本市場的考驗和國際電信同行的挑戰,而正是這種考驗和挑戰加速了公司的成熟和進步。這種成熟和進步來之不易,每一步都伴隨著思維的改變和觀念的衝擊,但每一個進步,都為公司創造了價值,提升了公司的能力。近幾年,我有幸作為中國移動管理團隊的一員,與全體員工一起,見證已經駛入國際軌道的公司列車,借助列車已有的慣性,繼續快速賓士。旅程中留下了許多故事,這些故事又引起了許多隨想。

  溝通投資者
  一位很資深的金融專家說,在企業所有的融資方式中,股權融資是成本最昂貴的,因為公司上市後不僅需要向投資者分配紅利,還需要披露公司所有的重要資訊,並在經營決策中聽取投資者的意見,重大決策更需得到投資者的批准。

  路演、資訊披露、分析師報告、獨立董事……,這些來自於國際資本市場的基本概念對剛剛上市或準備上市的中國企業來說曾經顯得那麼新鮮又那麼神秘。但這些概念在上市後就變成了實實在在的事情,必須去面對。

  記得在互聯網泡沫破裂前夕,有一次,我去紐約,與一家大型電信公司的CEO在飯桌上談起了公司路演的事。這位CEO用半開玩笑的語氣告訴我們說,在紐約路演,你們會面對一大批基金經理和分析師,他們大多很年輕,就像我們的兒子和女兒那樣的年紀,剛從學校畢業,從來沒有搞過電信,但他們會告訴你,你應該這樣做或那樣做,而你呢,必須回答,是的,我會這樣做的。他的話引起了大家的哄堂大笑,但卻形象的表明瞭一個事實,上市公司的管理層必須認真聽取投資者的意見,因為這是投資者的權利。事實上,很多基金經理可直接決定買入、持有或賣出股票,分析師的報告也會引起市場的反應。

  不過,在互聯網泡沫破滅後,我們對此有了更深的體會。一次,我與當時惠普公司的CEO卡莉。菲奧裏娜女士談起了此事,哈哈大笑以後,她嚴肅地談了她的觀點。她說,第一,對管理層來說,必須明白是我們在運作這個公司,而不是任何其他人,我們最了解公司;第二,投資者也是可以被說服的,我們應堅持不懈地用事實和分析去說服投資者。

  卡莉的話是很有道理的,一方面,管理層做決策不能人云亦云,必須以企業和市場的實際為基礎來做出判斷;另一方面,要主動去與投資者溝通,求得投資者的理解和支援。曾經有投資銀行的分析師勸告中國移動不要在農村地區擴建網路,否則會得不償失。他們認為,農村用戶使用量低,每月消費低,但用戶需分擔的建設成本和運營成本卻是基本固定的,由此會造成虧損。我們分析了他們提供的模型後認為,行動通訊網路中不同使用量的用戶所需的成本是不同的。對使用量低的用戶,只要有足夠的規模,並嚴格控制獲取用戶時的一次性成本和各類變動成本,仍能獲得基本的邊際收益率。為了證明我們提出的分析方法,用事實說服分析師和投資者,2006年秋天,中國移動組織了一次反向路演,邀請了各大投資銀行的分析師到四川和河南農村實地參觀。此次反向路演的反應非常正面,效果很好。事實上,目前中國移動的新增用戶中有約50%來自於農村農地區,由於有效地控制了成本,公司持續保持了較好的邊際收益率。

  與投資者溝通的重要渠道是資訊披露。通過資訊披露的方式顯示公司的透明度是資本市場對上市公司的基本要求,也是公司管理層的一項基本工作。這裡所說的資訊披露,是要本著公平的原則,讓所有的投資者可以共用公司的資訊。公司應按規定披露必要的資訊,重大資訊還必須通過發佈正式公告的方式披露。上市公司管理層有必要安排足夠的時間與投資者、分析師和媒體見面。為了表現公司的誠意,在分析師會議上和與媒體見面時,不宜使用“無可奉告”“感謝關注此事”之類的外交辭令。即使是遇到不合適的問題時,也不能調侃提問者,更不能對提問者反唇相譏。只要不違反披露原則,管理層必須盡可能地解答各種提問。多年下來,我們已經形成了一套資訊披露的流程,每次見面會前,首先要模擬可能的提問,做好答覆的準備。我覺得最重要的還是要有一個觀念,就是要對投資者負責任,讓投資者盡可能多地了解公司。我們在發佈會議上始終強調一個“主動”的態度,為投資者著想,不僅不躲避問題,還要設法主動把資訊告訴大家。記得有一次開發佈會,我們預先準備了一個問題,覺得此問題很重要,但在會上一直無人問到此問題,後來,我自問自答,結果反應很好,沒有人認為此舉是“缺乏風度”。當然,資訊披露有一個十分重要的原則,就是要讓所有的投資者都能夠了解公司的重要資訊而不能只對部分投資者發佈資訊。除了公開的發佈會,不可以對個別人進行選擇性披露。我感到滿意的是,經過多年的磨練,公司各級管理層在資訊披露方面都已訓練有素。

  面對公司管治
  中國移動有限公司在香港註冊並在香港和紐約上市,公司必須遵守註冊地和上市地的相關監管規定。作為一項基礎工作,公司要按監管的要求和國際商業規範,建立公司的管治體系。國際通行的公司管治(Corporate governance)的範圍涵蓋了影響公司決策的所有要素,不僅包括股東的控制權,也包括債權人的契約權和破產權,對員工、客戶和供應商所許的承諾等。

  董事會中聘任獨立董事是公司管治的重要制度之一。中國移動的董事會有三位獨立董事,一位是香港的實業家,一位是新加坡銀行的高管,還有一位是香港的律師。獨立董事們以高度的責任感和豐富的工作經驗,在董事會中行使職權,發揮了非常重要的作用。每年度董事會前的重頭戲是公司管理層向由獨立董事組成的審核委員會、薪酬委員會和提名委員會報告。提請董事會討論的有關財務、薪酬及人事方面的重大問題,必先經上述委員會表決通過。獨立董事們自己的工作十分繁忙,但他們每一個人都對董事會的工作盡職盡責。由於董事工作繁忙,通常需要提前半年與獨立董事們商量確定每次董事會召開的日期,一旦確認參加,沒有一位會缺席。公司在每年的年報上披露董事們當年參加董事會的次數和缺席的次數,獨立董事們對此非常重視,當然,股東們對這項統計更加關心。值得一提的是,無論是在董事會期間還是平時,獨立董事們沒有接受過公司的宴請。獨立董事們經常向公司管理層提出各種意見和建議,公司十分重視獨立董事提出的意見和建議。根據獨立董事的建議,中國移動設立了公益慈善專項資金,通過這項資金,我們資助了西部地區的教育事業,出資5000萬元為萬名艾滋病人遺留的孤兒提供教育和生活費用。

  說到公司管治,不得不提到薩班斯法案。薩班斯?奧克斯利法案(Sarbanes-Oxley Act), 是美國在安然和世通公司醜聞以後,為防止此類事件再次發生而出臺的一項針對在美國上市的公司的法案。薩班斯?奧克斯利法案中,對在美國上市的公司有兩條嚴格的規定:一是要求上市公司CEO和CFO保證向SEC(美國證監會)提交的財務報告真實可靠;另一條是,要求上市公司CEO和CFO作出與財務相關的內控有效的聲明。如果出現問題,CEO和CFO將為此承擔刑事責任。薩班斯法案的實施,使得對上市公司的監管從披露轉向實質性的管制。巨大的壓力迫使上市公司高層在公司內部機制和財務控制方面,必須花費大量精力建立起基礎性和長期性的可監控體系。

  薩班斯法案在企業界引起了非常大的震動,一時間,甚至有點談“薩”色變的感覺,有的公司為此放棄了在美國上市的計劃,有的外國公司因此而退出美國股市。我與惠普新任CEO馬克?赫德的第一次見面,就談到了薩班斯這一話題,他的觀點與我見過的其他美國公司的CEO很類似。他說,跨國公司的分支機構遍及世界各地,要CEO來確保任何一個分支機構不出現內控方面的問題,難度巨大。他還說,在目前公司急需R&D費用的情況下,公司不得不支付更多的資金給會計機構用於加強內控管理和培訓人員,以達到薩班斯法案的要求。

  2005年10月21日,我和同事們去紐約證券交易所參加為中國移動上市8週年特別安排的開市敲鐘儀式。儀式之前,按慣例有一個早餐會,早餐會上談的較多的也是薩班斯話題,紐交所的高層希望了解我們作為一家在紐約上市的中國公司對薩班斯法案,特別是404條款的看法和準備情況。我們的看法有兩點,一是對於在美國上市的外國公司來說,實施薩班斯法案的難度是很大的;二是既然已在美國上市,我們會盡力按照薩班斯法案的要求,加強內控和財務管理,達到要求。紐交所的一位副總裁說,他們也聽到了許多來自各類公司的意見,特別是一些小型上市公司,雖然業務簡單、管理集中,但由於規模小,他們在執行404條款中所花費的成本在公司整體成本中會佔更大的比例。

  當天上午,紐約證券交易所內的大螢幕上顯示了“慶祝中國移動上市8週年”的字樣。我和同事們與紐交所的高層一起站在那個為人們所熟悉的平臺上,9點30分,我按下了綠色按鈕,開市的鐘聲敲響了,紐約證券交易所又開始了繁忙的一天。站在平臺上,看著擁擠的交易大廳裏那些緊張而又忙碌的交易員們和財經記者們,我們都很興奮。不過,由於在早餐會上談了那麼多有關薩班斯的問題,我的心情並不輕鬆。

  落實薩班斯法案的過程是沉重和艱苦的。但既然承諾了,就必須做到。公司上下廣泛發動,對內控工作做了全面檢查,並在實質上加強,而且開展了全面的人員培訓。404條款被認為是薩班斯法案所有條款中最嚴厲的條款,該條款明確規定了管理層應承擔設立和維持一個應有的內部控制系統的職責,要求上市公司必須在年報中提供內部控制報告和內部控制評價報告,上市公司的管理層和外部審計師都需要對企業的內部控制系統作出評價,外部審計師還必須對管理層的評估過程及結論進行相應的審核並出具正式意見。

  為達到404條款的要求,我們按照要求,從上至下制定了內部控制詳細目錄,保證在對交易進行財務記錄的每一個環節都有相應的內部控制制度,並將這些控制與內部控制研究機構提供的內部控制框架進行對照,確定內部控制是否足夠。加強了公司的內部審計機構,並聘請獨立的審計機構對公司內控系統的有效性進行鑒定和評估。由於強化了內部控制,自404條款對在美國上市的外國公司生效後,公司均以零缺陷通過了薩班斯法案內部控制評審。

  客觀地說,加強了內控制度以後,不僅進一步提高了公司的透明程度,也加強了公司的財務管理能力。

永遠的主題
  對於上市公司的管理層來說,一個每天都要面對的題目,就是如何平衡投資者、客戶和員工之間的利益關係。

  上市給公司管理層和員工的觀念上帶來的最大的變化是,牢固地樹立了為投資者創造價值的觀念,上市十年了, 可以說,這個觀念也已深深地紮根,並貫穿到企業決策和經營的全部過程之中。平時,公司內部在為某一個經營策略問題爭論不休時,只要爭論的一方提出,你那樣做會在資本市場引起負面影響的,爭論的另一方不得不慎重考慮。

  在實踐中,為投資者創造價值的觀念與為國有資本保值增值的觀念已經有機地統一起來了。作為一家國有控股的上市公司,事實上,在為投資者創造了價值的同時,也實現了國有資本的增值。

  客戶是公司的服務對象,為客戶服務,並通過我們的服務為客戶提升價值,是公司的宗旨。可以說,公司的業績,公司的效益全部都是來自於為客戶提供的服務的數量、品質和客戶對服務的滿意程度。客戶是公司最重要的資源,離開了客戶的話,資金、技術、網路都將失去意義。在很多場合,當我遇到國際上電信公司,投資銀行的負責人,初次見面對方的第一句話,往往是“哦,你們有3億多客戶!”

  員工是公司的基礎,公司的戰略和策略都需要員工去執行。正是員工的創新精神和辛勤工作,為客戶提供了週到的服務,才會使公司提升價值。公司的成長還為員工的職業生涯提供了廣闊的發展機會。

  從長遠看,投資者、客戶和員工的利益是完全一致的,公司發展了,對這三者來說都是有益的。但是,這三者畢竟是不同的利益群體,從短期看,從局部看,往往會發生利益的衝突。就電信公司的管理層而言,我們在資費價格、員工報酬、資本開支等方面,經常會遇到此類的衝突。公司的一個舉措往往會對三者的利益在短期內帶來不同的影響。如何來平衡這種不同的利益關係?如果發生利益衝突,哪一方面的利益應該優先考慮?我經常苦苦思索這個問題。

  這使我想起了我與IBM的前任CEO郭士納先生交往的一些事。郭士納先生領導IBM公司期間,成效卓著,他是一位十分務實的企業領導人。他曾送給我一本由他撰寫並親筆簽名的書,書名為《Who Says Elephants Can’t Dance?》, 中文版的譯名是《誰說大象不能跳舞?》。讀了此書,使我對IBM公司實現歷史性重大轉折的過程留下了深刻的印象。

  郭士納先生非常強調如何將企業文化融入員工的行動之中,如何讓員工創造性的工作。我曾就如何平衡投資者、客戶和員工之間的利益問題,當面向他提問。我問郭士納先生:“在局部利益發生衝突時,如果公司要在投資者、客戶和員工三者之間做個排序,您最先考慮誰?”我提問時用了priority這個詞,意為“優先考慮”。他想了一下以後回答:“不存在優先考慮的問題,這三者都很重要。但如果在做管理決策的過程中一定要考慮一個順序的話,我首先考慮員工,因為只有把員工調動起來正確實施公司的戰略,才能為我們的客戶提供滿意的產品和服務,從而為公司增加創造效益,為投資者創造價值。離開了員工,什麼樣的戰略都是空的!”我當時就覺得他說得有理。

  此後不久,我準備去電視臺參加一個有關上市公司管理方面的談話節目,在參加節目之前,我請了投資銀行和管理諮詢公司的一些熟人討論節目中可能被問的問題。當討論到如何平衡投資者、客戶和員工的利益關係的問題時,我說我準備用郭士納的觀點來回答這個問題。此時,一位來自摩根斯坦利的先生堅定地說“您不能那樣回答,因為,所有的有關企業管理的經典教科書上都說,上市公司管理層在任何時候都必須把投資者的利益放在第一位!”謝天謝地,那次電視談話節目上沒有人向我提出這個問題。

  我還聽有的學者介紹,不同國家的企業在對待這個問題上,有不同的特點,有優先考慮投資者利益的,有優先考慮客戶利益的,也有優先考慮員工利益的。

  曾有兩家香港的大學邀我去做有關企業管理心得的講座,我兩次都談到了如何處理投資者、客戶和員工關係的問題,也講了前面所說的故事。在一次講座結束後,有一位香港學生很認真地問我:“那到底優先考慮誰呢?”我回答,很難找到一個公認的標準答案,也不可能用一句簡單的話來回答這個題目。對企業管理層來說,最重要的是努力去平衡和兼顧各種不同的利益,爭取達到共贏的目標,這是一個企業經營中將永遠面對的主題。

  企業軟實力
  通常衡量一個電信企業的實力的指標除了企業通用的營業收入、利潤、市值、資本回報率以外,還包括網路規模、網路技術水準,用戶數量,網路運行品質,網路的人口覆蓋率等指標。為了實現創世界一流企業的目標,多年來,中國移動通過建立創一流的標桿體系,運用平衡計分卡原理,將多項財務、技術、網路運營、服務業務和管理指標做成對標目標,與世界上最優秀的電信企業對標,制定趕超計劃。經過不懈的努力,中國移動在各項指標上不斷進步,整體實力有了較大提升,具備了一定的國際競爭力。這一點,通過各類指標的國際排名可以充分反映出來。但有兩件事,卻引起了我們新的思考。

  第一件事,《財富》雜誌有一個被稱為“最受讚賞的企業”的排名,這項排名不是用硬指標,而是採用國際化程度、創新、人才、社會責任、管理品質、服務品質等軟指標來衡量的。2006年中國移動在“最受讚賞的企業”的排名中,列電信企業第15位,與我們“世界規模最大的電信企業”的排位差之甚遠。

  第二件事,WPP旗下的著名市場研究公司明略行(Millward Brown)每年與英國金融時報一起公佈“全球最具價值品牌榜”,在2006年的排行榜中,中國移動以391億美元的品牌價值排行第四,2007年的排行榜中,中國移動以412億美元的品牌價值排行第五。聽到消息後,我們非常高興,因為從某種意義上講,品牌的排位比規模的排位更能說明公司的潛在實力。不過,一次與WPP的一位品牌設計師作的對品牌價值問題的討論又向我們提出了新的問題。這位設計師認為,中國移動品牌的巨大價值主要來自於中國移動在市場上良好的業績以及無與倫比客戶基礎,換句話說,即使公司的企業品牌換個名字,它的價值也不會改變多少。但是,可口可樂卻不是這樣,即便是同樣的飲料,若換成別的名字,品牌價值將會大大降低。這不是說,我們用規模創造了品牌的價值,但還遠沒有實現用品牌來創造價值。

  這兩件事說明的是同一件事。儘管中國移動的整體實力已經隨著公司規模和業績變得越來越強,但是公司的影響力卻與世界優秀企業存在很大的差距。有人把公司的影響力稱之為公司的軟實力。

  近年來,人們在談論國家實力的時候,往往把經濟、科學技術、軍事力量等稱為“硬實力”,而把文化、價值觀、道德準則等體現出來的影響力和感召力稱為“軟實力”。以後,又有人將此概念引申應用於企業,將企業的設備、廠房、資金、產量、收入、利潤、規模等稱為企業的硬實力,而將企業的組織模式、行為規範、價值理念、品牌優勢、創新能力、社會責任、人員素質等稱為企業的軟實力。從上述概念看,企業的軟實力可以概括成企業通過吸引和影響利益相關者來支援企業發展的能力。

  2006年初,我第一次參加在巴塞羅那舉行的行動通訊全球大會。在開幕式大會上,由GSMA協會主席主持,東道主西班牙Telefonica移動公司的CEO安東尼?威阿巴帕蒂斯塔、英國Vodafone公司的CEO阿隆?薩林和我分別作主題講演。與會者中除了運營商、設備製造商、內容提供商以外,還有很多來自歐洲各國的記者。我在講演中放了一段約45秒鐘的視頻資料,記錄了中國移動在最偏遠的農村地區建設行動通訊基站時施工隊伍艱苦施工的場景。由於是在沒有道路、沒有電源的偏僻山村施工,施工隊只好以人拉肩扛的原始方式施工,鏡頭中看到的是工人們光著的脊梁、黝黑的手和流淌的汗水。事前我曾猶豫了一下,短片會不會帶給觀眾技術落後、原始的印象?短片放完,會場上一片寂靜,我正要繼續講話,突然,會場爆發出很有力的鼓掌聲。我感覺得出來,這是一種表示欽佩的掌聲,這是我完全沒有想到的。我由衷地感到自豪,為艱苦工作的同事們而驕傲。國際同行們用掌聲讚譽了中國移動為消除數字鴻溝的努力,中國移動用自己的行動贏得了世界的敬佩。在介紹中國移動快速發展的移動數據業務時,我舉了手機音樂的例子。我告訴他們,以彩鈴為代表的手機音樂在中國發展迅猛,有首相當流行的歌曾在6個月內被手機下載了1500多萬次。手機音樂的銷售收入已超過了傳統音樂的銷售收入。會場上再次響起熱烈的掌聲,並伴隨著驚嘆聲。

  會後,一位英國Vodafone公司的朋友對我說,你今天的發言在歐洲電信業界的影響會勝過你們收購一家國外電信公司。果然,第二天,許多歐洲報紙報道了中國移動,幾乎每篇報道都引用了手機音樂的例子。我不曾想到發言能產生這樣的效果。

  有人說,企業領導人的行為舉止也是企業軟實力的一種具體體現。我覺得印度企業的領導人在這方面很值得我們學習。印度企業家們很注重通過積極參加國際間的活動提升企業的影響力。在一些國際會議上,經常能看到印度企業家們活躍在國際舞臺上,與中國的企業家相比,他們對國際舞臺的遊戲規則更駕輕就熟。沙尼爾?米泰爾先生是印度著名的行動通訊公司Bharti的創始人和董事長,我曾多次在國際會議上與他見面。2006年10月他曾帶領Bharti公司各地區公司的總經理們約100多人來北京與我們交流。沙尼爾?米泰爾先生不僅代表Bharti公司在GSMA協會擔任理事,而且還在一些國際大公司擔任獨立董事。我的印象中,無論是在行業會議上還是與媒體見面時,他都會很主動地發表自己的意見,表現出很好的公司形象。他有一句話曾給我留下特別深刻的印象。當我們討論到海外收購時,我說,如果我們收購國外的電信公司,我們會保留現有的管理團隊,以保持公司的穩定。他說,我的想法正好相反,如果收購了公司,我們會立即派出新的CEO,以提高管理團隊的素質。我與印度Tata集團的董事長Ratan Tata先生也有過多次愉快的交往,他和他的管理團隊所表現出來的良好素質,確實為公司軟實力加分不少。

  應該把提升軟實力作為公司的一個重要目標,特別是當企業的規模達到一定程度,企業的設施得到了改善,企業的服務品質也在逐步提高,企業的效益不斷增長之時,更應重視提升軟實力。這是因為,客戶在獲得高品質服務的同時,希望能更多地得到尊重和理解,希望得到與他們的感受相呼應的品牌,需要體會到品牌所帶來的可靠性和親和力。投資者在關注投資價值提升的同時,也關注環境的保護,從而確保長期的可持續發展。員工,特別是青年員工最關注的是企業能否使他們的才幹得到最大限度的發揮,是否能為他們的職業發展帶來機會。合作夥伴則希望能創建一個互相尊重、合作共贏的氛圍。正因為如此,企業需要從關心具體資源延伸到管理抽象資源,而軟實力就是企業的抽象資源。

  值得高興地是,在2007年《財富》雜誌的“最受讚賞的企業”的排名中,中國移動在全球電信運營商中已上升為第11位。

企業社會責任
  企業軟實力的水準還體現在企業對社會責任的觀念和行動上。企業的社會責任通常是指企業在創造經濟價值的同時,承擔對員工、消費者、社區和環境的責任。企業要履行好社會責任就要超越把贏利作為唯一目標的傳統理念,要在生產和經營的過程中關注人的價值,強調對消費者、對環境、對社會的貢獻。世界銀行把企業的社會責任定義為企業與關鍵利益相關者的關係、價值觀、遵紀守法以及尊重人、社區和環境有關的政策和實踐的集合。企業的社會責任是為改善利益相關者的生活品質而貢獻于可持續發展的一種承諾。

  一些媒體,甚至企業領導人自己,往往把企業對公益慈善事業投入的多寡作為衡量企業的社會責任感的最重要的標準,其實,這是不全面的。企業的社會責任應包括企業對利益相關者承擔的各種責任。

  最近,我在一次跨國公司的研討會上作過一個關於企業社會責任的發言。我在發言仲介紹了中國移動幾年來履行社會責任的活動作了介紹。這些活動包括四個工程—“農業工程”、“生命工程”、“環境工程”和“文化工程”。農業工程是指我們投資140多億元資金完成了3萬多個最偏僻的農村行動通訊網路覆蓋,使山區的農牧民用上了手機。還介紹了我們在廣大農村地區建立的移動資訊網路,幫助農民快捷地掌握農產品生產、銷售等資訊。在生命工程的介紹中,我舉了在2007年某地的洪水災害來臨時,如何利用短信預報洪水情況,利用短信有效地組織群眾撤退的例子,介紹了行動通訊在抗擊自然災害中發揮的獨特作用。還講了通過短信為“健康快車”捐助的事例。我們的環境工程包括了回收廢棄手機及電池的“綠箱子”活動,以及在風景區內建設與環境相配的“景觀天線”,還講了節能減排的工作,介紹了我們的農村基站使用太陽能和風能等清潔電源的事例。文化工程講了“公益短信競賽”活動以及公司支援西部地區農村教育等活動。由於對這些活動已很熟悉了,講的時候總覺得是在念“流水帳”,找不到演講的感覺。但會後的反應卻出乎意料的熱烈,特別是與會的國外人士對公司的社會責任活動給予了很高的評價。聯合國全球契約高級顧問福蘭德瑞克?杜比先生對我說,你們做的事非常有意義,這正是聯合國全球契約所提倡的,值得國際企業學習。UBS副董事長里昂?布列坦先生會後還專門給我寫了一封信,信中說:“通過您的演講,了解到中國移動作為一家跨國公司,正在積極倡導並履行社會責任,給我留下的印象非常深刻。在這次圓桌會議上,中國企業表現出他們不僅是國際市場上迅速崛起的一支生力軍,同時更是奉獻社會的企業公民。在當今世界,企業的社會責任正日益受到重視,在本次會議上對這一問題的多次論及,使我倍感鼓舞。”

  事實上,中國的企業特別是國有企業在歷史上就一直承擔著社會責任。在過去較長的時間裏,許多國有企業承擔了大量的社會公共服務職能,有的大型企業幾乎包攬了社會的各種功能,使企業就像個“小社會”。今天,當企業變身為市場環境下的商業主體時,仍能自覺地將社會責任作為公司責任的組成部分,體現了企業的社會道德觀和社會價值觀。我們應該充分地利用發佈企業社會責任報告、在國際舞臺上廣泛宣講等方式,向國際社會展示中國企業的社會責任觀和社會責任活動,從而提高中國企業的國際影響力,加深國際社會對中國企業的了解和認識。

  隨著時代的發展,企業責任的內涵和重點也在不斷的充實和擴展。由於全球氣候變化,企業對環境保護的責任已成為企業社會責任的一個重要方面。在達沃斯世界經濟論壇年會上,凡是工商企業領導人參加的活動,幾乎都會談到環境保護的問題,那些高度關注環境保護,並以實際的行動為保護環境做出貢獻的企業總是會受到與會者的尊敬。

  不可否認,公益慈善事業也是企業,特別是大型企業的一項重要的社會責任。根據獨立董事的提議,中國移動成立了公益慈善辦公室,配備專職人員從事這項工作。

  我們相信,當企業把自己置身於一個企業公民的定位時,履行社會責任就會成為企業的自覺行動。

  謙虛的力量
  上市已十年了,中國移動正在一步一步走向成熟。但要真正成為一家世界級的優秀公司,前面的路還很長。儘管公司的許多指標都已進入同行業的前茅,我們必須時刻保持十分清醒的頭腦,千萬不要陶醉在“名次”和“排位”之中,企業的運作不是體育運動比賽,企業追求的是長期的持久發展。有多少個曾經赫赫有名的公司,今天甚至已經不復存在了,我們確應以此為鑒。

  要看到自己的差距,首先需要具備謙虛的精神。我經常會收到一些年輕人寄給我的求職信,表達他們想加入中國移動的願望。看到有那麼多的青年願意加入中國移動,我當然感到很高興。但有時也覺得有些求職信的表述不是很適當,讀起來感到彆扭。例如,有人說他有特殊的能力,若公司錄用定會給公司創造意想不到的財富,不然去了競爭對手那裏就會給中國移動造成巨大損失。一些人看了太多的“就職指南”一類的書,過分注重應聘技巧而忘卻了作為一個人謙虛的品質是多麼的重要。謙虛不等於沒本事。影視作品中的企業家通常都是一付盛氣淩人的樣子,現實中並非如此。

  2006年5月我去紐約與默多克先生談收購鳳凰衛視部分股權和建立戰略合作的事情。此前聽到過很多有關傳媒大王默多克的傳奇故事,但見了面就發現這位充滿傳奇的企業家一點也看不出咄咄逼人的樣子。我們談得很好。默多克先生不僅是傳統媒體的行家,而且對網路媒體包括博客、即時通信等WEB 2.0業務也非常了解。會談後,他陪我們到新聞集團大樓一層的FOX 新聞的播音室參觀,逢人便介紹說,這是來自世界上最大的電信公司的代表團。中午,默多克先生請我們去四季飯店用餐,由於堵車嚴重,乾脆就下車陪我們走路。走在曼哈頓擁擠的第58街的人行道上,默多克就與其他行人沒有什麼區別,也沒引起任何人的關注。他自己打電話訂餐,用完餐後自己掏信用卡付賬。但正是這位看起來和一般人沒什麼不同的默多克,一次次掀起了對媒體的收購風暴,特別是2007年對道?瓊斯的收購,不僅震撼了媒體行業、也震撼了華爾街。

  我與沃達豐的CEO阿隆?薩林先生不僅保持很好的工作關係,而且也經常交換對行業發展的一些意見。一次,薩林先生去牛津大學做關於行動通訊發展的演講,他將演講稿寄給我徵求意見,我表示完全同意他的看法,特別欣賞其中的一句話“每當我想起世界上還有20億人從來沒有使用過電話,我就激動不已,這正是我們可以開拓的潛在市場。”事後,我在很多場合引用過他的這句話。

  沃達豐多年來一直是F1賽車的主要贊助商,薩林先生本人也很熱衷於F1賽事。每逢F1上海站的決賽,他不僅自己來,也熱情邀請我們觀看。我本人也是經他介紹,開始對F1賽事產生興趣的。F1車賽是先進科學技術的結晶,不僅是車手間的比賽,也是團隊間的比賽,甚至是技術設備的比賽,但同時,F1車賽又是商業氣息特別重的比賽,可能與其巨大的商業贊助費用有關。無論是車手還是領隊通常都必須花時間與贊助商的貴賓們見面,即使是在最重要的決賽前夕也是如此。這便成了我們了解F1車賽的極好機會。薩林先生不厭其煩地向我介紹比賽規則和分析賽場形勢,而且,讓我們與車手見面和交談。2005年,見了法拉利車隊的舒馬赫,2007年,沃達豐轉為贊助邁凱倫車隊,薩林先生又將車手漢密爾頓和阿隆索及領隊丹尼斯介紹給我。可惜的是,無論05年法拉利車隊還是07年邁凱倫車隊在上海站的成績都不理想,特別是2007年上海站比賽,邁凱倫車隊的漢密爾頓在幾乎要穩操年度總冠軍勝券的情況下,居然由於輪胎故障而中途退出比賽。當然,這並不會減弱我們由薩林先生培養起來的對F1車賽的興趣。

  我們與沃達豐的戰略合作一直是建立在互相尊重,合作共贏的基礎上的。阿隆。薩林先生一次去他女兒正在讀書的斯坦福大學給學生作演講,他鼓勵學生們要多關心國際商業社會的變化,積極參與國際商務活動,他說,特別鼓勵學生們去中國看看,中國經濟正在發生巨大的變化,中國的電信業也在快速發展,沃達豐的戰略合作夥伴中國移動的用戶已超過3億,今後,他們的影響力將會越來越大。有人把有關他的演講的報道拿給我看,後來,見面時,我與他提起此演講,他說,這是發自他內心的想法。

  謙虛是一種力量,只有謙虛才能進步,只有謙虛才會成功。。企業領導者的謙虛精神會直接影響到員工,當企業逐漸強大起來的時候,企業領導者更需要以謙虛的精神處事待人,以謙虛的力量去激勵企業和員工的進取精神。

  新的征途
  行動通訊網路正在改變人們的生活。這是一個充滿希望行業,這也是一個充滿變化的行業,這種變化不僅僅體現在技術的變化上,更多地體現在人們消費習慣的改變和業界經營模式的改變,而經營模式的改變對企業帶來了更多和更大的挑戰。只有依靠創新的精神和創新的成果才能更好地迎接這種挑戰。

  公司前進的列車還在繼續往前開。新的征途中,公司又面臨一些全新的領域。海外拓展的戰略剛剛邁出步子,中國行動通訊集團公司收購巴基斯坦巴科泰爾公司以後,集團有了第一個海外公司。這是我們從未涉及過的領域,如何將中國移動的發展經驗和規模優勢利用到辛姆巴科公司(收購後的新公司名),如何改變公司的網路狀況和經營狀況,是我們面臨的新的非常艱巨的任務。中國移動派往辛姆巴科管理團隊和短期支援人員,正與本地管理人員,廣大員工及施工單位一起,抓緊進行網路擴容,支撐系統建設,客服中心建設和新品牌推廣工作。公司人力資源部門準備從赴巴基斯坦的員工中招聘公司駐美國辦事處和駐英國辦事處工作人員,但所有的人都不願在此時離開。有一位員工在信中說,“感謝領導關心。我在此地生活條件艱苦,還連累了我老婆。但我不想在這個時候離開,人的一生其實很短,我要珍惜機會,與大家一起奮鬥”。看到這樣的員工來信,我深深地被他們的敬業精神所感動。有了這種精神,我們可以面對新征途上各種各樣的挑戰。

(責任編輯:李雨思)

Google Android in China

工商時報 2009-08-18
【李純君、吳筱雯/台北報導】
大陸手機界將掀起Android風潮;Google全球副總裁兼中國大區總裁李開復昨(17)日示,「歡迎山寨機使用Android作業系統」,如果再加上大陸本土的手機設計業者也大規模的進軍Android手機,業界預估,到了明年上半年Android系統的智慧型手機,將會是大陸手機市場的最主要系統。
 雖然至今Google的Android系統手機尚未正式在大陸問市,但卻已經有水貨在市場流竄,對此,Google官方並不介意。尤其李開復在出席互聯網─未來論壇時,甚至公開表示,Android作業系統屬於開放源代碼,因此歡迎山寨機使用,但Google不會提供太多技術之支援。
 其實目前大陸手機業界正掀起一股Google的Android系統風潮,尤其在中國移動以Android系統為基礎開發自家的作業系統,計畫生產一系列的Ophone手機後,無疑就替Google在大陸手機市場打開一扇大門。目前確定將替中國移動生產Ophone手機的供應商數量就達到40家之多,尤其包括多普達、聯想、戴爾、飛利浦與LG等業者的Ophone手機都會在近期內到今年底前陸續問世。
 另外,大陸的手機設計端也正朝Android系統邁進,著名的手機業者包括深圳三際鼓歌通信、龍旗、希姆通、德信、華為海思、聯想等均投入Android系統的開發,而這些手機設計公司也正都開始跟天宇朗通、長虹、TCL、海爾、七喜、神舟等終端的大陸本土手機廠洽談Android系統智慧型手機的合作案。
 深圳三際谷歌通信更對外透露,計畫要將Android系統手機的成本壓在100美元以下,屆時產出的Android系統智慧型手機的終端售價就能低於1,500元人民幣,屆時因為售價低廉、功能強大,加上時代趨勢等因素,Android系統智慧型手機將大賣。
 業界則分析,現在大陸的手機界已經掀起一股Android風潮,不單有品牌的廠商在做,在Google官方公開的鼓勵下,會有越來越多的山寨機廠商也投入Android的生產行列中,預估到了明年上半年,多數Android系統手機就會開始大規模在大陸問市,屆時該類型的智慧型手機將會擠下其他平台手機,成為大陸市場中的最大宗。

Bilibala Comments:
20 years ago, Microsoft did not aggressively prohibited illegal download copies on Windows and Microsoft Office exist in the market, so that its products can gain market shares.

Now Google does a even better job, to allow and welcome everyone to use its mobile operating system in China.

Once upon a time, they were "illegal", and now, they were being free.

Of course, if will boost up Google's market share in both mobile o/s as well as its search business in China.

8.16.2009

Berkshire Hathaway 2q09 result comments

2q09 Highlight:


Revenue (net of FV items) down slightly -1.6% to $27B from 1q09



  • Insurance: down 16.5% to $7.9B from 1q09, excluding retro reinsurance deal in 1q09, it is in fact by 3.1%


EPS up to $2.1B from ($1.0B) in 1q09





8.14.2009

Econ data 09 week 33

Topics:
- US Retail Sales
- US CPI
- Market Performance
- Is the recent rally reasonable?




USA

Overall
  • Jul core CPI up +0.1% from +0.2% in Jun (inline with expectation)
  • 2Q productivity (prel) up +6.4% from +0.3% in 1Q (better, +5.5%)
  • Jun trade balance down to -$27.0B from -$26.0B in May (better, -$28.7B)
Consumer market
  • Jul retail sales down to -0.1% from +0.5% in Jun (worse, +0.8%)
  • Jun wholesale inventories down to -1.7% from -1.2% in May (better, -0.9%)
  • Jun business inventories up to -1.1% from -1.2% in May (better, -0.9%)

Job market

  • 08/08 Initial jobless claims up to 558k from 554k last week (worse, 545k)
Canada
Overall
  • Jul leading indicators up +0.2% m/m from -0.1% in Jun
  • Jul core CPI flat +1.9% y/y from 1.9% in Jun
  • Jul CPI up to -0.8% y/y from -0.3% in Jun
House market
  • Jul new house price down -0.2% M/M from -0.1% in Jun

China Mobile 2q09 results preview

《券商觀點》料中移動<00941.hk>上半年盈利僅升1.4%

大華繼顯表示,中移動<00941.hk>第二季復甦及流動電話收費持平,預測今年上半年中移動營業額按年增長8%至人民幣2121億元。另一方面,因09年第二季流動電話市場競爭增加,中移動未計利息、稅項、折舊及攤銷前的利潤率下調至52.5%,所以相信中移動上半年盈利只升1.4%至556億元人民幣。基於中移動最有可能持續交付平穩經營表現,重拾高盈利增長,和有機會今年終落實發行A股,該行將中移動列為流動電話服務供應商首選。目標價98.2元,相當於2010年市盈率15.3倍,維持「買入」建議。(wr/w)

Bilibala comments:
Due to slow down in new subscribers and the poosibility of lower ARPU than prior year, I think (I hope I am wrong) China Mobile's 1H09 EPS will drop down to RMB$2.72 from RMB$2.74 in 1H08, or 1% down.

Given that this is my estimation, I will also lower China Mobile's fair value from HK$125 to $116.9. But I will still keep my "buy & hold" approach.

8.13.2009

Manulife acquired AIC Fund

From Thursday's Globe and Mail Last updated on Thursday, Aug. 13, 2009 10:10AM EDT
For many small mutual fund companies, it's getting tougher to compete against the banks and insurance giants.

And Burlington, Ont.-based AIC Ltd. threw in the towel yesterday, saying it had agreed to be bought by insurer Manulife Financial Corp.

Michael Lee-Chin, who owns the private fund company, said the sea change in the mutual fund industry forced him to put AIC on the auction block.

"It's certainly a different world versus five or 10 years ago," said the 58-year-old Jamaican-born entrepreneur.

"Margins are shrinking in this business because of competition from different products and competitors. With $4-billion in assets, it's not at a scale where you can be competitive."

As a result of the deal, which is set to close by Sept. 25, Manulife's fund arm will be the 13th- or 14th-largest player in the Canadian industry with $13.7-billion in assets.

It will be running neck-and-neck with MD Management Ltd., a fund company catering to physicians, but still far below the big five banks.

Mr. Lee-Chin would not reveal the price of the deal or other bidders, but acknowledged that Manulife was not necessarily the highest bidder.

"Manulife stock is the one that I wanted to own for the long run," he said in an interview. "The share price has tremendous potential."

He already has a relationship with the insurer after selling his financial planning company, Berkshire-TWC Financial Group Inc., to Manulife in 2007 in exchange for mostly shares. And he is getting another whack of shares for AIC plus a contract to run 12 of the AIC funds as an external manager.

Manulife is looking to increase its business both organically and through acquisition. While many people see further consolidation in the mutual fund industry, Paul Rooney, chief executive officer of Manulife, said he's not seeing many businesses for sale.

Independent fund manager Dan Hallett said that Manulife's purchase of AIC is part of a trend by the big Canadian financial institutions wanting to become the centre for all services - from banking and insurance to offering brokerage services and investment funds.

"It's all consistent with the trend of increasing their presence in wealth management," he said.
In recent times, Bank of Nova Scotia has acquired chunks of CI Financial Corp. and DundeeWealth Inc. Royal Bank of Canada bought Phillips Hager & North Investment Management Ltd. And Clarington Corp. was bought in 2006 by Industrial Alliance Insurance and Financial Services Inc.

With the AIC deal, Manulife has gained "increased scale" in one fell swoop, Mr. Hallett said. "There is not much organic growth [these days] and this comes on the heels of Manulife cutting their dividend. One of the potential uses of the cash they saved by cutting the dividend in half is acquisitions."

At the end of July, AIC, whose funds hold lots of financial stocks, had $3.8-billion in assets - off sharply from $15-billion at its peak in 2001.

Peter Loach, an independent fund analyst, said AIC benefited in the 1990s from the move by many baby boomers to rush into mutual funds as interest rates fell.

"Their funds were concentrated in the bank and non-bank financial sector," he said. "But everything is cyclical. Those stocks came off so the lion's share of their funds underperformed last year."

AIC faces not only competition from the traditional fund companies, but also from the providers of exchange-traded funds (ETFs), which can give "cheaper access to the same financial sector that made AIC one of the strongest fund companies in the 1990s," he said.

The ETF competition is not only coming from independents like iShares Canada, but even Bank of Montreal recently began offering these low-fee funds that trade like stocks.

Bill Holland, CEO of CI Financial Corp. and an aggressive consolidator, agrees that it's difficult to be a small fry in the fund industry.

"There is no way for small companies to be able to get the scale they need to be profitable in the world today," he said. "The top 10 companies are maybe 60 per cent of the market - maybe more now."

AIC is not the only firm being shopped around, Mr. Holland said. "Anybody that is under $10-billion that isn't affiliated with a large institution would be for sale. They can't make money."

Bilibala comments:
Purchased price is unknown, therefore, can't judge whether this deal is attractive or not.
I've went online and check on AIC's products. The fund performances are doing ok, but not that impressive, also the management fees looks a little high.

I guess the acquisition will improve AIC's cost management, by doing that either help its business become more profitable or reduce fees to boost sales.

For a fund management company with $3.8B invested assets, a reasonable purchased price should be about C$133M (3.5% of 2 years MER net of commission)

China Construction Bank acquired AIG Finance

建行<00939.hk>旗下建銀亞洲宣布,以7000萬美元收購美國國際信貸香港(AIG Finance),據悉是次收購作價低於澳紐銀行購RBS亞洲資產的約1.1倍市帳率,價錢合理。收購完成後,建行亞洲總貸款額預計將增至500億元,並令旗下個人貸款資產增加24%,並帶來超過50萬個信用卡賬戶。(ia/a)

Bilibala comments
AIG's brand name was damaged, it will affect its core business - life insurance. However, it's banking and credit card business should have much less impact. Given the purchased price is less than 1.0 book value, i think this is a good deal.

It will also help China Construction Bank to learn how international x-giant to run credit card business.

However, it is unclear to know how much is the bad debt attached with its assets.

No matter what, US$70M is too immaterial even if it have an over-expected debt, should not create significant impact to the bottom line.

8.12.2009

New house prices declined in June

New home prices across the country fell 0.2 per cent on a month-to-month basis in June after a 0.1 per cent decline in May, Statistics Canada revealed Wednesday.

In June, the agency's new housing price index was down 3.3 per cent from its level in June 2008, with the largest declines registered in Western Canada.

The largest monthly drop, of 0.9 per cent, was in Vancouver, where some builders lowered their prices to stimulate sales and sell off their houses in inventory, while others offered free upgrades and cash incentives. A small number of builders did increase their prices on some popular models that were selling well.

Next to Vancouver, the largest monthly declines were in Edmonton (0.8 per cent) and Victoria (0.5 per cent).

The largest monthly increase in new housing prices was the 0.5 per cent increase recorded in Saskatoon, followed by 0.4 per cent increases in both Winnipeg and St. John's.

Montreal, Ottawa–Gatineau and Hamilton saw monthly increases of 0.1 per cent.

On an annual basis, 12-month declines were recorded in Edmonton (11.7 per cent), Saskatoon (10.4 per cent), and Calgary, at 8 per cent.

At 9.1 per cent and 7 per cent, respectively, Vancouver and Victoria also posted year-over-year declines.

The decreases in these five Western Canadian cities follow a period of significant highs in the new housing price indexes at the end of 2007 and the beginning of 2008, when strong economic conditions and high demand for new housing pushed up contractors' selling prices.

Continued strength in the economy in St. John's led to an annual increase of 10.3 per cent, the agency said. That was the highest annual increase in the country.

In Quebec City, the 12-month growth rate was 6.8 per cent, while in Montreal, prices increased 1.9 per cent.

Compared with June 2008, contractors' selling prices were 3.6 per cent higher in Saint John, Fredericton and Moncton.

At 3.5 per cent and 1.7 per cent, respectively, Regina and Winnipeg also posted increases.

Bilibala comments:

New home price do not look impressive, as unemployment rate stay high and oil price keep low, the rally for home price may not happen.

8.10.2009

Rogers 2q09 info

Monday, 10 August 2009

Rogers Communications Inc. has announced its consolidated financial and operating results for the three months ended June 30, 2009.When compared to the same three months in 2009, Rogers reported its overall operating revenues rose 3% to $2.8 billion, operating profit rose 4% to $1.0 billion and net income climbed 24% to $374 million.

The wireless division, which constitutes more than 55% of Rogers revenues saw network revenue grow by 6% year-over-year driven by postpaid net subscriber additions of 148,000 and data revenue growth which climbed 38% and now constitutes 20% of network revenue. A big reason for the increase in revenues was the activation of more than 315,000 smartphones, predominantly iPhone 3G, BlackBerry and Android devices, during the quarter. The company says about half of these activations were to subscribers were new to Rogers Wireless with the other half being to existing Wireless subscribers who upgraded devices.Basic cable, digital cable, Internet, and home phone service subscriber growth all continued to slow from the previous year reflecting the worsening economic recession and unemployment levels in Ontario where 90% of Cable's market is concentrated. Rogers says increasing levels of product maturity have also contributed to slowing subscriber growth with cable Internet subscriber penetration at 69% of basic cable customers, digital penetration at 70% of basic cable households, and residential voice-over-cable telephony penetration at 38% of basic cable subscribers.The following are Rogers’s cable, internet and telephony subscriber counts as of June 30th, 2009. (Numbers in parentheses were previously reported subscriber counts for Dec 31st, 2008).

Wireless
  • Wireless PostPaid - 6,702,000 (6,451,000)
  • Wireless PrePaid - 1,454,000 (1,491,000)
  • Total Wireless - 8,156,000 (7,942,000)

Cable

  • Homes Passed - 3,577,000 (3,547,000)
  • Basic cable - 2,292,000 (2,320,000)
  • Digital Cable - 1,593,000 (1,550,000)
  • HDTV Subscribers - 644,000 (568,000)
  • High Speed Internet - 1,578,000 (1,582,000)
  • Digital phone lines - 878,000 (840,000)
  • Circuit-switched subscriber lines - 165,000 (215,000)
  • Total Landline phones - 1,043,000 (1,055,000)
  • Cable Revenue Generating Units (RGUs) - 6,341,000 (6,292,000)

Is The Manulife ( MFC) Dividend Cut Cause For Larger Concern

By: Thicken my Wallet Monday, August 10, 2009 10:36 AM

Manulife Financial Corporation (NYSE: MFC: 20.65, 0.3) surprised the investing world last week by cutting its dividend by 50% in order to use the money saved to build 'fortress levels of capital.' Given that this dividend cut caught most people by surprise, commentators began to raise a whole series of other questions. Specifically, some speculated that Manulife’s move could signal another round of dividend cuts as it becomes clearer every day that the recovery will be slow and long.

Is this just idle speculation or is there something more to this? Let’s address the dividend cut and its larger implications step-by-step.

Why the dividend cut?

Manulife faces the same issue as all of its financial sector peers. The good times are over. The cheap money is gone and the era of easy double-digit EPS growth are probably a distant memory (as I blogged recently, ROI from the insurance sector in normal times is relatively low). But Manulife’s dividend cut is also company specific.

In simple terms, it used premiums collected from its variable-annuity sales and bet on the market- unhedged- and lost (Canadian Capitalist allowed me to guest post on Manulife’s variable annuity problem last December if you want some more detail). How badly did it lose? $22.42 billion. In relative terms, this is over 5 years of profit based on Q2 2009 earnings. This figure is the gap between what it has to pay its variable annuity customers and what it has set aside. The gap fluctuates since the better the market does, the less the shortfall since Manulife invested the premium money into the market which leads us to the larger discussion…

What does the dividend cut say about the market in general?

The press release announcing the Q2 results had this interesting tidbit: “our capital planning must anticipate more conservative scenarios than we are experiencing…”

This raises the interesting question- considering how bad the market has been the last 12 months, how much more of a conservative scenario could Manulife be projecting? Are they predicting even worse negative growth?

Before you re-visit buying gold bars again, remember that Manulife has a company specific issue and an industry wide issue. The only way to cover their $22 billion problem is for the markets to get back to the pre- September 2008 levels......(unable to print out page 2)

Bilibala comments:
$21.8B sounds a lot, isn't it? But in fact, that's reasonable.
Given the Manulife's total seg fund net asset balance as of Jun 30, 09 is $178.2B, $21.8B is about 12.2%. Out of the $178.2B, $159.4B is equity related (about 89.5%) and $81.5B is with guaranteed features, while on average, those seg fund has the maturity date of about 7-12 years (say 10 years)

What's that mean?
To be simple, it means as long as the equity market go up 30% in 10 years time (21.8 / 81.5 * 0.895), Manulife is able to claim back what it already reserved as expenses and turn those back to income.

In July 09 alone, Global equity market rise in an average of 6.5%. That means the amount at risk has already been dropped down from $21.8B to about $16.6B. (Need another 23% rise in 10 years time)

So what the anaylsts worry is in fact a great opportunity!!!

Why?

Because if you know that Manulife

  1. has booked & recognized the net present value of the $21.8B loss to income statement
  2. equity market only need to rise an average of 1.9% in order for Manulife to turn the seg fund assets in the money

That means Manulife has a higher possbility of catch up & making extra profit in the coming 10 years' time.

Like Buffett said, "When others are fear (conservative), you should be greedy (aggressive)."


8.07.2009

Econ data 09 week 32

Bilibala Finance 經濟數據分析:
- 美國 7月失業率
- 加拿大 7月失業率
- 中國信貨危機?
- 本周大市回顧
- 滙豐控股
- 宏利金融
- 富國銀行




USA

Consumer market
  • Jul ISM index up to 48.9 from 44.8 in Jun (better than expect, 46.5)
  • Jun pesonal spending up +0.4% from +0.1% in May (better, +0.3%)
  • Jun factory orders down to +0.4% from +1.1% in May (better, -0.8%)
House market
  • Jun construction spending up +0.3% from -0.8% in May (better, -0.5%)
  • Jun pending home sales up +3.6% from +0.8% in May (better, +0.7%)
Job market
  • Jul unemployment rate down to 9.4% from 9.5% in Jun (better, 9.7%), what a surprise!!
  • Jul non farm payroll cut -247k positions from -443k in Jun (better, -325k)
  • Jul ADP employment change cut -371k positions from -463k in Jun (worse, -350k)
  • Jul Personal income down -1.3% from +1.3% in Jun (worse, -1.0%) but the down mainly driven by tax refund draw back in Jun, excluded tax refund impact, income only down -0.3%, still low
  • 08/01 initial jobless claims down to 550k from 588k last week (better, 580k)
Canada
pending

8.06.2009

China Life - Impact on Change in Accounting Standard

本报讯昨日上午,平安证券金融行业首席研究员邵子钦在做客时报在线(www.secutimes.com)时表示,保监会规划今年年报开始使用新会计准则,这对上市公司的会计利润将产生直接影响。其中,受益最大的将会是中国人寿(601628,股吧)。而中国平安(601318,股吧)和中国太保(601601,股吧)因为股票市场回暖以及债券收益率的提高,业绩同样会有所提升,值得关注。

邵子钦认为,中国人寿是受益的,原因有两点:一是保费的计算方法会有变化;二是中国人寿已经把高利率保单剥离给了集团公司,评估利率上调有利于提高会计利润。中国平安和中国太保相对来说由于有高利率保单的存在,使新会计准则的影响并非全部正面。同时,二级市场回暖对保险公司的影响较大,但是对会计利润的具体影响程度取决于收益结算情况。目前只能测算浮盈和浮亏,从去年年报上看受影响最小的是中国人寿,因为它的利润较为扎实,平安和太保在净资产当中都有浮亏,当然今年上半年不但已经消化,而且有盈利。

  今年上半年,国内三家保险公 司当中有两类风格战略的转换,人寿和太保是收缩了规模、增加了内含价值,而平安在远远高于同行内含价值的基础上,适度扩大了规模,因此是完全不同的两种战 略。这种转变,总体上有利于行业内含价值的增长,因为长期来看,公司要在规模和利润率之间求得一个平衡。业务结构的调整,本质上讲由毛利比较低的产品结构 类型调整为毛利高的类型,这个过程初期会计利润可能会受到一定的压制,但未来的长期收益就有了保障。

  邵子钦谈到,对保险公司进行估值的核心假设有三个:一是投资回报率假设,一般来讲,长期经济持续增长率大致在3%左右,考虑到CPI的因素还要 再加上2%-3%,因此她认为,5%-5.5%的长期回报率假设目前来看是比较中肯的。二是贴现率,国内逐步从12.5%慢慢调下来,在目前中国流动性充 裕的背景下,11%-11.5%的贴现率已经足够保守。三是未来一年新业务的增长率,她认为新业务价值的乘数大概维持在10倍-30倍的波动区域是可以 的。只要这三个基本假设确定了,对保险公司的估值就比较确定。投资者应该关注保险公司的财报,因为公司会在上面给出本公司计算的内含价值。

  在回答网友关于如何投资国内的三大保险公司的问题时,邵子钦分析认为,中国人寿的业务清晰、集中,虽然增速不是特别快,但是非常稳健。中国平安 则较为进取,走的是综合金融的路线,虽然会犯一些错误,纠错能力很强;投资这类成长型公司需要耐心,还需要对它适度冒险的容忍。中国太保是一家正在改善中 的公司,如果它能够实现持续改善,发展空间是很大的。因此她建议投资者要考虑自己的投资特征和风险偏好来做出合理选择。

  邵子钦认为,目前规划中的上海养老保险改革试点具有划时代的影响,如果养老保险改革在全国开展,可能会带来保险资产的迅速增长和保险产品结构的变化。

The information provided in the entire blog is not intended to provide legal, accounting, tax or specific investment advice. The information presented was obtained from sources believed to be reliable; however, I cannot represent that it is accurate or complete. I assume no responsibility for any losses, whether direct, special or consequential, that arise out of the use of this information. This information is subject to change without notice. Stock performance are not guaranteed, their prices change frequently and past performance may not be repeated. Please do your own investigation, or contact your own professional advise, before investing.