Responds:
1...has guarnteed that we will not take tax on farmers' rice or farmlad...
2...have told...that ... will not tax farmland...
3...have responded that Cambodian farmers require not only tax-free land, but also irrigation systems and roads,...
4...promise to raise salaries, but to raise the money they have to collect land tax and other taxes,...
Issues:
1...have urged ...to tax large land holdings.
2...could earn about US$27 million per year if it charged $10 per hectare from the 2.7 million hectares...
3...not aware of any country where people are allowed to own such large land holdings without paying tax,...
4...should limit how many hectares of rice-farming land can be owned tax-free and increase taxes for landowners that have confiscated land and left it unplanted.
5...should not take tax from people who have only a few hectares...For companies or otheres who has hundreds of thousands of hectares of land...we should tax them like other countries do.
Sunday, March 22, 2009
de PPP v19, #57.
Highlights of 2008 (ACLEDA BankPlc. unconsolidated*)
- Assets rose 45% to US$687.5 million
- Loans grew 47% to US$456.3 million
- Non-Performing Loans to Totals Loans remain low at 0.29%
- Deposits increased by 41% to US$487.0 million
- Net Profit After Tax rose by 118% to US$21.2 million
- Shareholders' Equity grew by 75% from US$49.7 million to US$86.9 million
- Retrun on Equity (exclude subordinated debt) improved from 19.6% to 24.4%
- Non-interest expense to gross income redued from 57.7% to 51.5%
- Cambodian network grew from 204 to 226 offices
- ACLEDA Bank Lao Limited opened with 3 branches in Vientiance,Savannakhet and Paxse.
*These figures relate to the operations in Cambodia only so will differ from the consolidated financial statements which include Laos.
- Assets rose 45% to US$687.5 million
- Loans grew 47% to US$456.3 million
- Non-Performing Loans to Totals Loans remain low at 0.29%
- Deposits increased by 41% to US$487.0 million
- Net Profit After Tax rose by 118% to US$21.2 million
- Shareholders' Equity grew by 75% from US$49.7 million to US$86.9 million
- Retrun on Equity (exclude subordinated debt) improved from 19.6% to 24.4%
- Non-interest expense to gross income redued from 57.7% to 51.5%
- Cambodian network grew from 204 to 226 offices
- ACLEDA Bank Lao Limited opened with 3 branches in Vientiance,Savannakhet and Paxse.
*These figures relate to the operations in Cambodia only so will differ from the consolidated financial statements which include Laos.
Saturday, March 21, 2009
27 Rewards p76
Intrinsic rewards
The intrinsic rewards offered by work are those which are 'within' or integral to the work itself, such as interest, responsibility, challenge or a sense of achievement. Such rewards are also, in a sense, 'within' the individual and dependent on his or her perceptions and needs: satisfying work relationships, security, pride in identifying with the organization and so on may act as rewards.
Extrinsic rewards
The extrinsic rewards offered by work are those which are 'outside' or incidental to the work itself, but offered by the organisation in exchange for work. Such rewards are also, in a sense, outside the control of the individual, being at the disposal of others and external to the perceptions of the individual.They foster an 'instrumental' orientation to work, that is, they encourage people to work in order to obtain rewards, rather than for the satisfaction of the work itself.
Types of extrinsic rewards
1. Basic pay
2. Monetary incentive
3. Non-monetary incentives
4. Profit-sharing and share ownership schemes
5. Holiday entitlement over and above the statutory amount
6. company car schemes,or subsidised transport, of various types
7. Benefits over and above legal requirement
8. Entitlement to welfare provisions
9. Access to facilities
The intrinsic rewards offered by work are those which are 'within' or integral to the work itself, such as interest, responsibility, challenge or a sense of achievement. Such rewards are also, in a sense, 'within' the individual and dependent on his or her perceptions and needs: satisfying work relationships, security, pride in identifying with the organization and so on may act as rewards.
Extrinsic rewards
The extrinsic rewards offered by work are those which are 'outside' or incidental to the work itself, but offered by the organisation in exchange for work. Such rewards are also, in a sense, outside the control of the individual, being at the disposal of others and external to the perceptions of the individual.They foster an 'instrumental' orientation to work, that is, they encourage people to work in order to obtain rewards, rather than for the satisfaction of the work itself.
Types of extrinsic rewards
1. Basic pay
2. Monetary incentive
3. Non-monetary incentives
4. Profit-sharing and share ownership schemes
5. Holiday entitlement over and above the statutory amount
6. company car schemes,or subsidised transport, of various types
7. Benefits over and above legal requirement
8. Entitlement to welfare provisions
9. Access to facilities
Monday, March 16, 2009
The PPP v19, #53.
Israelis focus on farming, telecoms during visit
....1."One of our most important messages is that we see agriculture as a business - not just a way of feeding people." - Israeli delegate
....2."We are not coming to Cambodia to save hungry people - we are here to make people make money from agriculture." - Israeli delegate
....3."Israeli agriculture operates as a system - you pool resources ... We will be working with Cambodia to increase not only the technology, but the way that farms organise themselves." - Israeli delegate
....4."We are growing rice in the wet season, but we really aren't growing much in the dry season. We should be growing vegetables in the dry season, but we need better irrigation, and greenhouses." - Yang Saing Koma
....5.. 59 percent of Cambodians rely on agriculture
........ Rice yields:
........ in Cambodia, 2.6 tonnes per hectare
........ in Thailand, 3.5 tonnes per hectare
........ in China, around 6.0 tonnes per hectare - World Bank
....6."Agriculture sector growth is constrained by the poor use of fertilisers, weak irrigation systems and rural roads, limited access to credit and poor research." - World Bank 2008 report
....1."One of our most important messages is that we see agriculture as a business - not just a way of feeding people." - Israeli delegate
....2."We are not coming to Cambodia to save hungry people - we are here to make people make money from agriculture." - Israeli delegate
....3."Israeli agriculture operates as a system - you pool resources ... We will be working with Cambodia to increase not only the technology, but the way that farms organise themselves." - Israeli delegate
....4."We are growing rice in the wet season, but we really aren't growing much in the dry season. We should be growing vegetables in the dry season, but we need better irrigation, and greenhouses." - Yang Saing Koma
....5.. 59 percent of Cambodians rely on agriculture
........ Rice yields:
........ in Cambodia, 2.6 tonnes per hectare
........ in Thailand, 3.5 tonnes per hectare
........ in China, around 6.0 tonnes per hectare - World Bank
....6."Agriculture sector growth is constrained by the poor use of fertilisers, weak irrigation systems and rural roads, limited access to credit and poor research." - World Bank 2008 report
sth done for the sake of a quick profit at the expense of a healthy market
"We have lived through an era where too often, short-term gains were prized over long-term prosperity; where we failed to look beyond the next payment, the next quarter, or the next election. A surplus became an excuse to transfer wealth to the wealthy instead of an opportunity to invest in our future. Regulations were gutted for the sake of a quick profit at the expense of a healthy market. People bought homes they knew they couldn't afford from banks and lenders who pushed those bad loans anyway. And all the while, critical debates and difficult decisions were put off for some other time on some other day. "
Barack Obama
Barack Obama
Saturday, March 14, 2009
The PPP v19, #51 ...
Crisis threatens poverty reduction
1.Goal #1: eradicate extreme poverty and hunger
........... % of people living below the national poverty line
...........-1994 : 45 to 50 percent
..........-2004 : 34.7 percent
..........-2007 : 30 percent
..........-90% of the Kingdom's poor lived in rural areas
2.Economic growth reached 10.6 percent per annum over the last 5 years
..........-2005 13.3 percent
..........-2006 10.8 percent
..........-2007 10.2 percent
..........-2008 7.0 percent
..........-2009 6.0 percent(prediction of the government)
....................... 4.9 percent(prediction of the World Bank)
....................... 4.7 percent(prediction of ADB)
....................... 1.0 percent(prediction of EIU)
......................-0.5 percent(prediction of IMF)
3.Rural poverty-reduction efforts would
..........increase the agricultural productivity
..........reduce the threat from the unpredictable bad weather
..........need for policies that would clarify land ownership and protect land titles
1.Goal #1: eradicate extreme poverty and hunger
........... % of people living below the national poverty line
...........-1994 : 45 to 50 percent
..........-2004 : 34.7 percent
..........-2007 : 30 percent
..........-90% of the Kingdom's poor lived in rural areas
2.Economic growth reached 10.6 percent per annum over the last 5 years
..........-2005 13.3 percent
..........-2006 10.8 percent
..........-2007 10.2 percent
..........-2008 7.0 percent
..........-2009 6.0 percent(prediction of the government)
....................... 4.9 percent(prediction of the World Bank)
....................... 4.7 percent(prediction of ADB)
....................... 1.0 percent(prediction of EIU)
......................-0.5 percent(prediction of IMF)
3.Rural poverty-reduction efforts would
..........increase the agricultural productivity
..........reduce the threat from the unpredictable bad weather
..........need for policies that would clarify land ownership and protect land titles
The PPP v19, #51 .
SMEs seen as key to growth
..........1. represent around 65% of GDP
..........2. employ 85% of the whole Cambodian job market
..........3. mainly use domestic resources
..........4. income is circulated within the local economy
..........5. not much effect from the global downturn
..........6. estimate represent of 90% of Cambodian businesses
..........7. able to strengthen and create other jobs
Need more incentive 2 SMEs
..........1. more loan with low interest
..........2. low fee for opening business
Small and medium enterprises (also SMEs, small and medium businesses, SMBs, and variations thereof) are companies whose headcount or turnover falls below certain limits.
..........1. represent around 65% of GDP
..........2. employ 85% of the whole Cambodian job market
..........3. mainly use domestic resources
..........4. income is circulated within the local economy
..........5. not much effect from the global downturn
..........6. estimate represent of 90% of Cambodian businesses
..........7. able to strengthen and create other jobs
Need more incentive 2 SMEs
..........1. more loan with low interest
..........2. low fee for opening business
Small and medium enterprises (also SMEs, small and medium businesses, SMBs, and variations thereof) are companies whose headcount or turnover falls below certain limits.
The PPP v19, #51..
Mobitel expansion
............1. $350 millions total investment in 3-year service upgrade project
............2. 75% coverage of Cambodia by 2012
............3. 46% of Cambodians will have mobile phones by 2012 (expected)
Good news are
............1. increase employment
............2. spur competition
............1. $350 millions total investment in 3-year service upgrade project
............2. 75% coverage of Cambodia by 2012
............3. 46% of Cambodians will have mobile phones by 2012 (expected)
Good news are
............1. increase employment
............2. spur competition
The PPP v19, #51
Diversify economy
...........1.make more funding available to unemployed urban workers looking to relocate to the countryside.
...........2.further support for small and medium-sized enterprises in rural areas.
...........1.make more funding available to unemployed urban workers looking to relocate to the countryside.
...........2.further support for small and medium-sized enterprises in rural areas.
Wednesday, March 11, 2009
ThePhnomPenhPost March 12, 2009
1.Garment industry fails to find new markets
2.Chinese exports in free fall
3.Deflation stalds Indian economy
4.Man sets out to land 50 jobs in 50 weeks
2.Chinese exports in free fall
3.Deflation stalds Indian economy
4.Man sets out to land 50 jobs in 50 weeks
Wednesday, March 4, 2009
hbr.harvardbusiness.org #02
Reinventing Your Business Model
1.One secret to maintaining a thriving business is recognizing when it needs a fundamental change.
In 2003, Apple introduced the iPod with the iTunes store, revolutionizing portable entertainment, creating a new market, and transforming the company. In just three years, the iPod/iTunes combination became a nearly $10 billion product, accounting for almost 50% of Apple’s revenue. Apple’s market capitalization catapulted from around $1 billion in early 2003 to over $150 billion by late 2007.
This success story is well known; what’s less well known is that Apple was not the first to bring digital music players to market. A company called Diamond Multimedia introduced the Rio in 1998. Another firm, Best Data, introduced the Cabo 64 in 2000. Both products worked well and were portable and stylish. So why did the iPod, rather than the Rio or Cabo, succeed?
Apple did something far smarter than take a good technology and wrap it in a snazzy design. It took a good technology and wrapped it in a great business model. Apple’s true innovation was to make downloading digital music easy and convenient. To do that, the company built a groundbreaking business model that combined hardware, software, and service. This approach worked like Gillette’s famous blades-and-razor model in reverse: Apple essentially gave away the “blades” (low-margin iTunes music) to lock in purchase of the “razor” (the high-margin iPod). That model defined value in a new way and provided game-changing convenience to the consumer.
Business model innovations have reshaped entire industries and redistributed billions of dollars of value. Retail discounters such as Wal-Mart and Target, which entered the market with pioneering business models, now account for 75% of the total valuation of the retail sector. Low-cost U.S. airlines grew from a blip on the radar screen to 55% of the market value of all carriers. Fully 11 of the 27 companies born in the last quarter century that grew their way into the Fortune 500 in the past 10 years did so through business model innovation.
Stories of business model innovation from well-established companies like Apple, however, are rare. An analysis of major innovations within existing corporations in the past decade shows that precious few have been business-model related. And a recent American Management Association study determined that no more than 10% of innovation investment at global companies is focused on developing new business models.
Yet everyone’s talking about it. A 2005 survey by the Economist Intelligence Unit reported that over 50% of executives believe business model innovation will become even more important for success than product or service innovation. A 2008 IBM survey of corporate CEOs echoed these results. Nearly all of the CEOs polled reported the need to adapt their business models; more than two-thirds said that extensive changes were required. And in these tough economic times, some CEOs are already looking to business model innovation to address permanent shifts in their market landscapes.
Senior managers at incumbent companies thus confront a frustrating question: Why is it so difficult to pull off the new growth that business model innovation can bring? Our research suggests two problems. The first is a lack of definition: Very little formal study has been done into the dynamics and processes of business model development. Second, few companies understand their existing business model well enough—the premise behind its development, its natural interdependencies, and its strengths and limitations. So they don’t know when they can leverage their core business and when success requires a new business model.
After tackling these problems with dozens of companies, we have found that new business models often look unattractive to internal and external stakeholders—at the outset. To see past the borders of what is and into the land of the new, companies need a road map.
1.One secret to maintaining a thriving business is recognizing when it needs a fundamental change.
In 2003, Apple introduced the iPod with the iTunes store, revolutionizing portable entertainment, creating a new market, and transforming the company. In just three years, the iPod/iTunes combination became a nearly $10 billion product, accounting for almost 50% of Apple’s revenue. Apple’s market capitalization catapulted from around $1 billion in early 2003 to over $150 billion by late 2007.
This success story is well known; what’s less well known is that Apple was not the first to bring digital music players to market. A company called Diamond Multimedia introduced the Rio in 1998. Another firm, Best Data, introduced the Cabo 64 in 2000. Both products worked well and were portable and stylish. So why did the iPod, rather than the Rio or Cabo, succeed?
Apple did something far smarter than take a good technology and wrap it in a snazzy design. It took a good technology and wrapped it in a great business model. Apple’s true innovation was to make downloading digital music easy and convenient. To do that, the company built a groundbreaking business model that combined hardware, software, and service. This approach worked like Gillette’s famous blades-and-razor model in reverse: Apple essentially gave away the “blades” (low-margin iTunes music) to lock in purchase of the “razor” (the high-margin iPod). That model defined value in a new way and provided game-changing convenience to the consumer.
Business model innovations have reshaped entire industries and redistributed billions of dollars of value. Retail discounters such as Wal-Mart and Target, which entered the market with pioneering business models, now account for 75% of the total valuation of the retail sector. Low-cost U.S. airlines grew from a blip on the radar screen to 55% of the market value of all carriers. Fully 11 of the 27 companies born in the last quarter century that grew their way into the Fortune 500 in the past 10 years did so through business model innovation.
Stories of business model innovation from well-established companies like Apple, however, are rare. An analysis of major innovations within existing corporations in the past decade shows that precious few have been business-model related. And a recent American Management Association study determined that no more than 10% of innovation investment at global companies is focused on developing new business models.
Yet everyone’s talking about it. A 2005 survey by the Economist Intelligence Unit reported that over 50% of executives believe business model innovation will become even more important for success than product or service innovation. A 2008 IBM survey of corporate CEOs echoed these results. Nearly all of the CEOs polled reported the need to adapt their business models; more than two-thirds said that extensive changes were required. And in these tough economic times, some CEOs are already looking to business model innovation to address permanent shifts in their market landscapes.
Senior managers at incumbent companies thus confront a frustrating question: Why is it so difficult to pull off the new growth that business model innovation can bring? Our research suggests two problems. The first is a lack of definition: Very little formal study has been done into the dynamics and processes of business model development. Second, few companies understand their existing business model well enough—the premise behind its development, its natural interdependencies, and its strengths and limitations. So they don’t know when they can leverage their core business and when success requires a new business model.
After tackling these problems with dozens of companies, we have found that new business models often look unattractive to internal and external stakeholders—at the outset. To see past the borders of what is and into the land of the new, companies need a road map.
hbr.harvardbusiness.org #01
1.Marketing executives focus too much on ever-narrower demographic segments and ever-more-trivial product extensions. They should find out, instead, what jobs consumers need to get done. Those jobs will point the way to purposeful products—and genuine innovation.
Sunday, March 1, 2009
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