Monday, April 20, 2015
Friday, November 4, 2011
[网络文章分享]
无论你是男人，还是女人，做人，想成功，下面就是你必须要做到的：
1，这是个现实的社会，感情不能当饭吃，贫穷夫妻百事哀。不要相信电影里的故事情节，那只是个供许多陌生人喧嚣情感的场所。只有不理智和不现实的人才相信
2，给自己定目标，一年，两年，五年，也许你出生不如别人好，通过努力，往往可以改变70%的命运。破罐子破摔只能和懦弱做朋友。
3，朋友请你吃饭，不要觉得理所当然，请礼尚往来，否则你的名声会越来越差。
4，好朋友里面，一定要培养出一个知己，不要以为你有多么八面玲珑，到处是朋友，最后真心对你的，只有一个，相信我。
5，不要相信算卦星座命理，那是哄小朋友的，命运掌握在自己手中。坐在家里等什么房子，车子，还不如睡一觉做个好梦。
6，不喜欢的人少接触，但别在背后说坏话，说是非之人，必定是是非之人，谨记，祸从口出。
7，少玩游戏，这不是韩国，你打不出房子车子还有资本。可以有爱好，但要把握尺度，少玩农场，牧场，斗地主等一些高度吸引人思想的晋级游戏，也许你的级别很高，但不代表你有多么成功，反而会影响和占据你成功的时间。
8，是人都有惰性，这是与生俱来的，但是我们后天可以改变这种惰性，因为有很多人正在改变。对于某种事物或是生意不要等别人做到了，我才想到。不要等别人已经赚到钱了，我才想去做。没有人相信的是市场和机遇，大家都相信的叫做膨胀。
9，知道自己要干什么，夜深人静，问问自己，将来的打算，并朝着那个方向去实现。而不是无所事事和做一些无谓的事。
10，出路出路，走出去了，总是会有路的。困难苦难，困在家里就是难。《社会调查》普遍认为。
11，作为女人，不要以老卖老，认为事业跟自己没关系，以为自己就是洗衣服，做饭，看孩子，那就是大错特错。
12，做人，要做到；万事孝为先，教童品之道，夫妻和谐美，幸福万年长。但是这些不是拿来用嘴说说就能办到的，解放初期年代要做到这些，需要付出很大的努力和辛苦，当今现实的社会需要你付出很大的金钱，聪明的人都知道这个道理。
13，空闲时间不要经常上网做无聊的事和玩一些没有意义的游戏，读点文学作品，学习一些经营流程，管理规范，国际时事，法律常识。这能保证你在任何聚会都有谈资。
14，宁可错杀一千次来自各方面的信息，也不放过任何一个有可能成功的机会。只有这样你才不会去买后悔药。
15，要做一件事，成功之前，没有必要告诉其他人。成功之后不用你说，其他人都会知道的。这就是信息时代所带来的效应
16，头发，指甲，胡子，打理好。社会是个排斥性的接受体，这个星球所需要的艺术家极其有限，请不要冒这个险，就算你留长头发比较好看，也要尽量给人干净的感觉。
17，不要以为你是个男人，就不需要保养。至少饮食方面不能太随便，多吃番茄，海产品，韭菜，香蕉，都是对男性健康有益处的食物。你要是看不到价值，我可以告诉你。至少你能把看病节约下来的钱给你的女人多买几个化妆品.
18，力求上进的人，不要总想着靠谁谁，人都是自私的，自己才是最靠得住的人。
19，面对失败，不要太计较，天将降大任于斯人也，必先苦其心志，劳其筋骨，饿起体肤……但要学会自责，找到原因，且改掉坏习惯。 二十岁没钱，那很正常；三十岁没钱，可能是没有好的家境，需要更大的努力；四十岁没钱，只能自己找原因。穷人变成富人是可能的，而且很可能。穷人能穷一辈子，也是必然的，存在就是理由，只是有所选择。
20，每个人都有成功的机会！就看你给不给自己机会！
1，这是个现实的社会，感情不能当饭吃，贫穷夫妻百事哀。不要相信电影里的故事情节，那只是个供许多陌生人喧嚣情感的场所。只有不理智和不现实的人才相信
2，给自己定目标，一年，两年，五年，也许你出生不如别人好，通过努力，往往可以改变70%的命运。破罐子破摔只能和懦弱做朋友。
3，朋友请你吃饭，不要觉得理所当然，请礼尚往来，否则你的名声会越来越差。
4，好朋友里面，一定要培养出一个知己，不要以为你有多么八面玲珑，到处是朋友，最后真心对你的，只有一个，相信我。
5，不要相信算卦星座命理，那是哄小朋友的，命运掌握在自己手中。坐在家里等什么房子，车子，还不如睡一觉做个好梦。
6，不喜欢的人少接触，但别在背后说坏话，说是非之人，必定是是非之人，谨记，祸从口出。
7，少玩游戏，这不是韩国，你打不出房子车子还有资本。可以有爱好，但要把握尺度，少玩农场，牧场，斗地主等一些高度吸引人思想的晋级游戏，也许你的级别很高，但不代表你有多么成功，反而会影响和占据你成功的时间。
8，是人都有惰性，这是与生俱来的，但是我们后天可以改变这种惰性，因为有很多人正在改变。对于某种事物或是生意不要等别人做到了，我才想到。不要等别人已经赚到钱了，我才想去做。没有人相信的是市场和机遇，大家都相信的叫做膨胀。
9，知道自己要干什么，夜深人静，问问自己，将来的打算，并朝着那个方向去实现。而不是无所事事和做一些无谓的事。
10，出路出路，走出去了，总是会有路的。困难苦难，困在家里就是难。《社会调查》普遍认为。
11，作为女人，不要以老卖老，认为事业跟自己没关系，以为自己就是洗衣服，做饭，看孩子，那就是大错特错。
12，做人，要做到；万事孝为先，教童品之道，夫妻和谐美，幸福万年长。但是这些不是拿来用嘴说说就能办到的，解放初期年代要做到这些，需要付出很大的努力和辛苦，当今现实的社会需要你付出很大的金钱，聪明的人都知道这个道理。
13，空闲时间不要经常上网做无聊的事和玩一些没有意义的游戏，读点文学作品，学习一些经营流程，管理规范，国际时事，法律常识。这能保证你在任何聚会都有谈资。
14，宁可错杀一千次来自各方面的信息，也不放过任何一个有可能成功的机会。只有这样你才不会去买后悔药。
15，要做一件事，成功之前，没有必要告诉其他人。成功之后不用你说，其他人都会知道的。这就是信息时代所带来的效应
16，头发，指甲，胡子，打理好。社会是个排斥性的接受体，这个星球所需要的艺术家极其有限，请不要冒这个险，就算你留长头发比较好看，也要尽量给人干净的感觉。
17，不要以为你是个男人，就不需要保养。至少饮食方面不能太随便，多吃番茄，海产品，韭菜，香蕉，都是对男性健康有益处的食物。你要是看不到价值，我可以告诉你。至少你能把看病节约下来的钱给你的女人多买几个化妆品.
18，力求上进的人，不要总想着靠谁谁，人都是自私的，自己才是最靠得住的人。
19，面对失败，不要太计较，天将降大任于斯人也，必先苦其心志，劳其筋骨，饿起体肤……但要学会自责，找到原因，且改掉坏习惯。 二十岁没钱，那很正常；三十岁没钱，可能是没有好的家境，需要更大的努力；四十岁没钱，只能自己找原因。穷人变成富人是可能的，而且很可能。穷人能穷一辈子，也是必然的，存在就是理由，只是有所选择。
20，每个人都有成功的机会！就看你给不给自己机会！
Fresh impetus for some
PETALING JAYA: The emergence of new, politically connected shareholders and directors appears to be giving fresh impetus to selected small counters on Bursa Malaysia amid the current weak market sentiment.
The companies that have seen politically linked figures come on board in recent months include Harvest Court Industries Bhd, Envair Holding Bhd and Sanichi Technology Bhd.
The three counters, two of which are listed on the ACE Market, saw significant price movements on high trading volume in recent weeks. What is interesting is that all three companies made losses in their last financial years.
Mohd Nazifuddin Najib, the son of Prime Minister Datuk Seri Najib Razak, was appointed a non-executive director of Harvest, which was lifted from its PN17 status in December 2009, at the end of October.
Nazifuddin is also chairman of Sagajuta (Sabah) Sdn Bhd, best known as the developer of the 1Borneo mall in Kota Kinabalu, Sabah. Sagajuta has several ongoing projects including 1Sulaman and 1Likas in Kota Kinabalu, and 1Gateway in Klang. Its controlling shareholder and managing director is Datuk Raymond Chan Boon Siew.
Both Chan and Nazifuddin joined Harvest’s board on Oct 28 after Chan emerged as a substantial shareholder of Harvest 10 days earlier, when he acquired 23.808 million shares, or a 13.85% stake, at 20 sen per share.
The value of Chan’s stake has since tripled, with the stock closing at 64 sen yesterday as investors anticipate he may inject Sagajuta’s assets into Harvest was awarded a contract by Sagajuta for the supply of door leaves for some RM7.03 million.
Chan’s entry into Harvest follows the abortion of earlier plans to inject Sagajuta into Jerneh Asia Bhd.
About a week prior to Chan and Nazifuddin’s appointments, the company received an unusual market activity (UMA) query from Bursa Malaysia on Oct 17.
In response, Harvest said it is unaware of other developments, apart from the discussions between managing director and shareholder Ng Swee Kiat and Affin Bank Bhd for the proposed purchase the entire shares and warrants held by Affin in Harvest.
The query, however, did not stop Harvest shares from rising further, especially after the two appointments.
The counter reached a new high yesterday of 64 sen, a 760% premium to its recent low of 7.5 sen on Sept 26, 2011. The counter gained 334% year-to-date (YTD) compared with 509% in the last three months on an average daily trading volume of 8.34 million.
It is worth noting that for the whole of last year, Harvest posted a net loss of RM2.82 million from a net profit of RM12.16 million a year ago.
While the company posted a net profit of RM168,000 in 2QFY11 ended June 30, it is still in the red for the nine-month period with a net loss of RM678,000.
Envair, meanwhile, appointed Mohd Anuar Mohd Hanadzlah, the brother of Second Finance Minister Datuk Seri Ahmad Husni Mohd Hanadzlah executive director.
The loss-making Envair, which manufactures, sells and services clean air and containment facilities, made headlines recently when it unveiled plans to sell two million barrels of light crude oil per month to a Chinese company for a five-year period, in a deal worth some US$182 million (RM573 million) per month.
Envair was asked by Bursa Malaysia to clarify the deal. This was one of a number of queries from the exchange on Envair’s announcements since Oct 13 that it wanted to venture into the oil and gas business.
The company has also announced that ZAI Corporate Finance Ltd, a London-based investment banking firm, was interested in subscribing to up to 30% of its share base under a private placement exercise. There have been no updates on this development.
Envair posted a net loss of RM290,000 in 2QFY11 ended June 30 and a net loss of RM816,000 for the nine-month period. For the whole of FY10 ended Dec 31, it made a net loss of RM5.38 million.
Envair shares gained some 204% over the three months on an average trading volume of 1.26 million. YTD the counter put on some 407% to settle at 35 sen yesterday.
ACE Market-listed Sanichi Technology Bhd saw the emergence of Datuk Mohd Wira Dani Abdul Daim, son of former finance minister Tun Daim Zainuddin, as a new substantial shareholder three months ago.
Wira Dani recently bought 10 million shares or 6.12% of the loss-making precision moulds and tools maker for RM6 million or six sen per share. The transacted price was about 20% below the market price 7.5 sen at the time.
Sanichi’s share price shot up by as much as 10% after Wira Dani bought into the company in early August.
But over the recent three months, Sanichi lost over 47% to close at 5 sen yesterday. It reached its 52-week high on Aug 4, 2011 at 11.5 sen and its low of 3.5 sen on Dec 22, 2010.
Sanichi is still in the red with a net loss of RM14.93 million in FY11 ended June 30 on the back of RM9.44 million revenue.
Also notable are two counters that have seen significant movement in their share prices of late: GPRO Technologies Bhd and DVM Technology Bhd.
Interestingly, the reason behind the price movement of both companies appears to be centred around one individual: Christian Kwok-Leun Yau Heilesen.
The movement in its share price prompted Bursa Malaysia to query GPRO Technologies earlier this week.
In response, GPRO said it was not aware of any activity that may have contributed to the unusual price movement and yet, the counter settled at 23.5 sen yesterday, translating into about 200% gain YTD.
To recap, GPRO, whose market capitalisation is barely RM24 million, saw the emergence of Heilesen as a new major shareholder, when he bought 38.23 million shares or a 15.29% stake in the ACE Market-listed IT firm recently.
Heilesen acquired the shares on the open market for RM3.25 million or 8.5 sen each in early September. At current prices, the value of his stake has appreciated nearly three times.
This is the second ACE Market- listed loss-making company that Heilesen has bought into in less than two months. The first was DVM, which he later sold down in less than three weeks in August.
Heilesen made news last month when he bought into DVM and requested an EGM to remove four directors from the company’s board. However, he sold down his stake barely two weeks after the share purchase.
To recap, Heilesen, a Danish national, and Raymond Yip Wai Man from Hong Kong emerged as substantial shareholders in DVM via the acquisition of its shares on the open market. Both had a combined interest of close to 20% in the company before selling down their stakes.
While the duo were picking up shares on the open market, the company’s single largest shareholder, Datuk Goh Kian Seng, was paring down his stake to 5.05%.
DVM closed at 7.5 sen yesterday, an increase of more than 40% YTD, but down 73.2% from its recent high just three months ago.
It reached a high on Aug 2, 2011 of 28 sen, which was a 409% premium to its record low of 5.5 sen last November.
http://www.theedgemalaysia.com/mobile/article.php?id=195707
The companies that have seen politically linked figures come on board in recent months include Harvest Court Industries Bhd, Envair Holding Bhd and Sanichi Technology Bhd.
The three counters, two of which are listed on the ACE Market, saw significant price movements on high trading volume in recent weeks. What is interesting is that all three companies made losses in their last financial years.
Mohd Nazifuddin Najib, the son of Prime Minister Datuk Seri Najib Razak, was appointed a non-executive director of Harvest, which was lifted from its PN17 status in December 2009, at the end of October.
Nazifuddin is also chairman of Sagajuta (Sabah) Sdn Bhd, best known as the developer of the 1Borneo mall in Kota Kinabalu, Sabah. Sagajuta has several ongoing projects including 1Sulaman and 1Likas in Kota Kinabalu, and 1Gateway in Klang. Its controlling shareholder and managing director is Datuk Raymond Chan Boon Siew.
Both Chan and Nazifuddin joined Harvest’s board on Oct 28 after Chan emerged as a substantial shareholder of Harvest 10 days earlier, when he acquired 23.808 million shares, or a 13.85% stake, at 20 sen per share.
The value of Chan’s stake has since tripled, with the stock closing at 64 sen yesterday as investors anticipate he may inject Sagajuta’s assets into Harvest was awarded a contract by Sagajuta for the supply of door leaves for some RM7.03 million.
Chan’s entry into Harvest follows the abortion of earlier plans to inject Sagajuta into Jerneh Asia Bhd.
About a week prior to Chan and Nazifuddin’s appointments, the company received an unusual market activity (UMA) query from Bursa Malaysia on Oct 17.
In response, Harvest said it is unaware of other developments, apart from the discussions between managing director and shareholder Ng Swee Kiat and Affin Bank Bhd for the proposed purchase the entire shares and warrants held by Affin in Harvest.
The query, however, did not stop Harvest shares from rising further, especially after the two appointments.
The counter reached a new high yesterday of 64 sen, a 760% premium to its recent low of 7.5 sen on Sept 26, 2011. The counter gained 334% year-to-date (YTD) compared with 509% in the last three months on an average daily trading volume of 8.34 million.
It is worth noting that for the whole of last year, Harvest posted a net loss of RM2.82 million from a net profit of RM12.16 million a year ago.
While the company posted a net profit of RM168,000 in 2QFY11 ended June 30, it is still in the red for the nine-month period with a net loss of RM678,000.
Envair, meanwhile, appointed Mohd Anuar Mohd Hanadzlah, the brother of Second Finance Minister Datuk Seri Ahmad Husni Mohd Hanadzlah executive director.
The loss-making Envair, which manufactures, sells and services clean air and containment facilities, made headlines recently when it unveiled plans to sell two million barrels of light crude oil per month to a Chinese company for a five-year period, in a deal worth some US$182 million (RM573 million) per month.
Envair was asked by Bursa Malaysia to clarify the deal. This was one of a number of queries from the exchange on Envair’s announcements since Oct 13 that it wanted to venture into the oil and gas business.
The company has also announced that ZAI Corporate Finance Ltd, a London-based investment banking firm, was interested in subscribing to up to 30% of its share base under a private placement exercise. There have been no updates on this development.
Envair posted a net loss of RM290,000 in 2QFY11 ended June 30 and a net loss of RM816,000 for the nine-month period. For the whole of FY10 ended Dec 31, it made a net loss of RM5.38 million.
Envair shares gained some 204% over the three months on an average trading volume of 1.26 million. YTD the counter put on some 407% to settle at 35 sen yesterday.
ACE Market-listed Sanichi Technology Bhd saw the emergence of Datuk Mohd Wira Dani Abdul Daim, son of former finance minister Tun Daim Zainuddin, as a new substantial shareholder three months ago.
Wira Dani recently bought 10 million shares or 6.12% of the loss-making precision moulds and tools maker for RM6 million or six sen per share. The transacted price was about 20% below the market price 7.5 sen at the time.
Sanichi’s share price shot up by as much as 10% after Wira Dani bought into the company in early August.
But over the recent three months, Sanichi lost over 47% to close at 5 sen yesterday. It reached its 52-week high on Aug 4, 2011 at 11.5 sen and its low of 3.5 sen on Dec 22, 2010.
Sanichi is still in the red with a net loss of RM14.93 million in FY11 ended June 30 on the back of RM9.44 million revenue.
Also notable are two counters that have seen significant movement in their share prices of late: GPRO Technologies Bhd and DVM Technology Bhd.
Interestingly, the reason behind the price movement of both companies appears to be centred around one individual: Christian Kwok-Leun Yau Heilesen.
The movement in its share price prompted Bursa Malaysia to query GPRO Technologies earlier this week.
In response, GPRO said it was not aware of any activity that may have contributed to the unusual price movement and yet, the counter settled at 23.5 sen yesterday, translating into about 200% gain YTD.
To recap, GPRO, whose market capitalisation is barely RM24 million, saw the emergence of Heilesen as a new major shareholder, when he bought 38.23 million shares or a 15.29% stake in the ACE Market-listed IT firm recently.
Heilesen acquired the shares on the open market for RM3.25 million or 8.5 sen each in early September. At current prices, the value of his stake has appreciated nearly three times.
This is the second ACE Market- listed loss-making company that Heilesen has bought into in less than two months. The first was DVM, which he later sold down in less than three weeks in August.
Heilesen made news last month when he bought into DVM and requested an EGM to remove four directors from the company’s board. However, he sold down his stake barely two weeks after the share purchase.
To recap, Heilesen, a Danish national, and Raymond Yip Wai Man from Hong Kong emerged as substantial shareholders in DVM via the acquisition of its shares on the open market. Both had a combined interest of close to 20% in the company before selling down their stakes.
While the duo were picking up shares on the open market, the company’s single largest shareholder, Datuk Goh Kian Seng, was paring down his stake to 5.05%.
DVM closed at 7.5 sen yesterday, an increase of more than 40% YTD, but down 73.2% from its recent high just three months ago.
It reached a high on Aug 2, 2011 of 28 sen, which was a 409% premium to its record low of 5.5 sen last November.
http://www.theedgemalaysia.com/mobile/article.php?id=195707
Monday, October 31, 2011
Stock to watch : EcoFirst poised for new growth phase
KUALA LUMPUR: EcoFirst Consolidated Bhd has finally got its motor running after seven years of being in the red.
The Main Market-listed company, which has just turned around with a net profit of RM8.67 million for its financial year ended May 31 (FY11), is poised to chart a new chapter of growth, said group CEO and executive director Datuk Tiong Kwing Hee.
Among the new developments in the company are the revival of the long abandoned retail mall in Segamat, Johor; new property development projects — The Academia at South City Plaza and Taipan commercial centre at Ipoh — and its venture into iron ore mining in Indonesia, according to Tiong.
“There is a lot of potential for growth now. Even with the current global economic uncertainties, we will not be affected. When I took over (EcoFirst in 2009), the company was all below ground. Then I brought it to above ground and the only way to go next is up,” he told The Edge Financial Daily in a recent interview.
Established in 1973 and formerly known as Kumpulan Emas Bhd, EcoFirst is a diversified group with business in property, construction, agriculture, network marketing and mineral resources.
While the past decade has been anything but golden for the group, it is now forging a new identity and business direction with a new CEO — and with some results to boot.
Indeed, the company recently made new headway under the helm of Tiong. It resumed construction of a retail mall in Segamat that it had abandoned for almost nine years, said Tiong.
Branded as 1Segamat, the complex is expected to open for business in December 2011 and will become a major revenue contributor to the group in the future, he added.
“With the 1Segamat project coming on-stream, I foresee revenue contribution from property management to the group will go up to 40% (from the current 25%) in the next financial year,” said Tiong, adding that the retail mall could fetch a valuation of up to RM80 million when it is completed.
“Once an anchor tenant is secured, we will get about 85% to 90% occupancy rate. And the income will come in three months after it opens (in December). We don’t collect rental in the first three months to give our tenants a boost in confidence,” he said.
Situated near the Segamat bus station and taxi terminal, 1Segamat complex comprises three shopping levels with a gross area of 450,000 sq ft and two levels of car park.
The complex has secured an occupancy rate of 75%, with tenants that include Lotus Five Star Cinema, Popular bookstore and Watson’s personal care store, said Tiong.
According to him, EcoFirst spent a total of some RM34 million to develop the only mall in Segamat.
In addition, the company plans to revamp its South City Plaza at Seri Kembangan and bring the retail mall to the next level with the construction of two blocks of 13-storey serviced apartments and commercial space named The Academia to attract a bigger crowd to the mall.
“The take-up rate (for The Academia) is good. We have also recently signed an agreement with UPM (Universiti Putra Malaysia) to place up to 3,000 of its overseas students to live here,” Tiong said, adding that the company would start to recognise profit from the development starting FY12.
“The GDV (gross development value) of The Academia is around RM100 million to RM120 million and we expect to gross in some RM40 million. The profit will be used to repay borrowings and plough back to redevelop South City Plaza,” he said.
Tiong said the construction of The Academia is expected to be completed by the middle of next year and EcoFirst plans to invest some RM10 million to build a 12-hall cineplex in the existing mall.
“We have talked to a few parties and Lotus (Five Star Cinema) says it can guarantee drawing a total of 60,000 visitors a month. With the 12 halls, South City Plaza would house one of the biggest cinemas in the south of Kuala Lumpur,” he said.
The Academia aside, EcoFirst’s wholly owned subsidiary Curah Bahagia Sdn Bhd is currently developing a commercial property project — Taipan @ Ipoh Cybercentre — with a GDV
of some RM300 million, which will keep the company busy for another three years.
Profit contribution from Curah Bahagia is expected to come in during FY12.
Meanwhile, EcoFirst’s construction arm has recently been short-listed as one of the contractors for the upgrading works of army camps in Malaysia.
“We are confident of getting three or four of the 100 camps,” he said, adding that the upgrading of one camp could amount to some RM20 million. EcoFirst’s construction arm currently makes up some 25% of its total revenue, according to Tiong.
One of the noteworthy developments of EcoFirst’s business plans is its recent venture into mineral resources business.
Its wholly owned subsidiary Opal Horizon Sdn Bhd had on Aug 5, 2010 entered into a co-operation agreement with CV Geo Mineral Resources for the exploitation of an iron ore mine in South Kalimantan, Indonesia.
The mining operations started last month after the machinery and processing equipment were installed and commissioned in July 2011, according to EcoFirst’s notes accompanying its announcement to Bursa Malaysia.
“We only spent some US$1 million to buy the mines with all the machinery being installed. We think within a year of operations, we can get back our money and the balance in the years to come is all profit. But we will just stop there, we are also looking at other mines too,” said Tiong.
In terms of its network marketing division, he said the unit is in midst of developing and commercialising some health products such as black garlic. Its agro-biotechnology unit is currently exploring the planting of organic agarwood on its 1,000-acre farm in Desaru, Johor.
All in all, Tiong said the group would use its internally generated funds to finance its business plans as much as impossible without resorting to borrowings.
EcoFirst had disposed of its then 19.86% stake, comprising 17.69 million shares, in education services provider SEG International Bhd (SEGi) for RM30.6 million cash in March 2010 to part-repay its borrowings. In retrospect, the timing of the sale was bad for EcoFirst, as SEGi’s shares surged some 10 times just months later as the education company started to turn around strongly.
At as May 31, EcoFirst had RM105.39 million long-term borrowings, RM27.63 million short-term borrowings and RM3.45 million cash, translating into a net debt of RM129.57 million. Based on its shareholders’ fund of RM118.62 million, the company’s net gearing amounted to some 1.09 times.
The company made a net profit of RM8.68 million for FY11 versus a net loss of RM41.4 million for FY10 on the back of 18.5% increase in revenue to RM24.98 million from RM21.07 million. Earnings per share was 1.38 sen versus loss per share of 6.36 sen previously.
EcoFirst closed at 15 sen last Friday, which was some 17.8% discount to its net asset per share of 18.25 sen as at May 31. At this price the company has a market capitalisation of RM97.5 million.
With the upcoming business developments, things could be a bit hectic for EcoFirst to digest. But it will be interesting to see how this company that has just returned to profitability after seven years of struggling in the red can chart new growth ahead.
http://www.theedgemalaysia.com/mobile/article.php?id=195416
The Main Market-listed company, which has just turned around with a net profit of RM8.67 million for its financial year ended May 31 (FY11), is poised to chart a new chapter of growth, said group CEO and executive director Datuk Tiong Kwing Hee.
Among the new developments in the company are the revival of the long abandoned retail mall in Segamat, Johor; new property development projects — The Academia at South City Plaza and Taipan commercial centre at Ipoh — and its venture into iron ore mining in Indonesia, according to Tiong.
“There is a lot of potential for growth now. Even with the current global economic uncertainties, we will not be affected. When I took over (EcoFirst in 2009), the company was all below ground. Then I brought it to above ground and the only way to go next is up,” he told The Edge Financial Daily in a recent interview.
Established in 1973 and formerly known as Kumpulan Emas Bhd, EcoFirst is a diversified group with business in property, construction, agriculture, network marketing and mineral resources.
While the past decade has been anything but golden for the group, it is now forging a new identity and business direction with a new CEO — and with some results to boot.
Indeed, the company recently made new headway under the helm of Tiong. It resumed construction of a retail mall in Segamat that it had abandoned for almost nine years, said Tiong.
Branded as 1Segamat, the complex is expected to open for business in December 2011 and will become a major revenue contributor to the group in the future, he added.
“With the 1Segamat project coming on-stream, I foresee revenue contribution from property management to the group will go up to 40% (from the current 25%) in the next financial year,” said Tiong, adding that the retail mall could fetch a valuation of up to RM80 million when it is completed.
“Once an anchor tenant is secured, we will get about 85% to 90% occupancy rate. And the income will come in three months after it opens (in December). We don’t collect rental in the first three months to give our tenants a boost in confidence,” he said.
Situated near the Segamat bus station and taxi terminal, 1Segamat complex comprises three shopping levels with a gross area of 450,000 sq ft and two levels of car park.
The complex has secured an occupancy rate of 75%, with tenants that include Lotus Five Star Cinema, Popular bookstore and Watson’s personal care store, said Tiong.
According to him, EcoFirst spent a total of some RM34 million to develop the only mall in Segamat.
In addition, the company plans to revamp its South City Plaza at Seri Kembangan and bring the retail mall to the next level with the construction of two blocks of 13-storey serviced apartments and commercial space named The Academia to attract a bigger crowd to the mall.
“The take-up rate (for The Academia) is good. We have also recently signed an agreement with UPM (Universiti Putra Malaysia) to place up to 3,000 of its overseas students to live here,” Tiong said, adding that the company would start to recognise profit from the development starting FY12.
“The GDV (gross development value) of The Academia is around RM100 million to RM120 million and we expect to gross in some RM40 million. The profit will be used to repay borrowings and plough back to redevelop South City Plaza,” he said.
Tiong said the construction of The Academia is expected to be completed by the middle of next year and EcoFirst plans to invest some RM10 million to build a 12-hall cineplex in the existing mall.
“We have talked to a few parties and Lotus (Five Star Cinema) says it can guarantee drawing a total of 60,000 visitors a month. With the 12 halls, South City Plaza would house one of the biggest cinemas in the south of Kuala Lumpur,” he said.
The Academia aside, EcoFirst’s wholly owned subsidiary Curah Bahagia Sdn Bhd is currently developing a commercial property project — Taipan @ Ipoh Cybercentre — with a GDV
of some RM300 million, which will keep the company busy for another three years.
Profit contribution from Curah Bahagia is expected to come in during FY12.
Meanwhile, EcoFirst’s construction arm has recently been short-listed as one of the contractors for the upgrading works of army camps in Malaysia.
“We are confident of getting three or four of the 100 camps,” he said, adding that the upgrading of one camp could amount to some RM20 million. EcoFirst’s construction arm currently makes up some 25% of its total revenue, according to Tiong.
One of the noteworthy developments of EcoFirst’s business plans is its recent venture into mineral resources business.
Its wholly owned subsidiary Opal Horizon Sdn Bhd had on Aug 5, 2010 entered into a co-operation agreement with CV Geo Mineral Resources for the exploitation of an iron ore mine in South Kalimantan, Indonesia.
The mining operations started last month after the machinery and processing equipment were installed and commissioned in July 2011, according to EcoFirst’s notes accompanying its announcement to Bursa Malaysia.
“We only spent some US$1 million to buy the mines with all the machinery being installed. We think within a year of operations, we can get back our money and the balance in the years to come is all profit. But we will just stop there, we are also looking at other mines too,” said Tiong.
In terms of its network marketing division, he said the unit is in midst of developing and commercialising some health products such as black garlic. Its agro-biotechnology unit is currently exploring the planting of organic agarwood on its 1,000-acre farm in Desaru, Johor.
All in all, Tiong said the group would use its internally generated funds to finance its business plans as much as impossible without resorting to borrowings.
EcoFirst had disposed of its then 19.86% stake, comprising 17.69 million shares, in education services provider SEG International Bhd (SEGi) for RM30.6 million cash in March 2010 to part-repay its borrowings. In retrospect, the timing of the sale was bad for EcoFirst, as SEGi’s shares surged some 10 times just months later as the education company started to turn around strongly.
At as May 31, EcoFirst had RM105.39 million long-term borrowings, RM27.63 million short-term borrowings and RM3.45 million cash, translating into a net debt of RM129.57 million. Based on its shareholders’ fund of RM118.62 million, the company’s net gearing amounted to some 1.09 times.
The company made a net profit of RM8.68 million for FY11 versus a net loss of RM41.4 million for FY10 on the back of 18.5% increase in revenue to RM24.98 million from RM21.07 million. Earnings per share was 1.38 sen versus loss per share of 6.36 sen previously.
EcoFirst closed at 15 sen last Friday, which was some 17.8% discount to its net asset per share of 18.25 sen as at May 31. At this price the company has a market capitalisation of RM97.5 million.
With the upcoming business developments, things could be a bit hectic for EcoFirst to digest. But it will be interesting to see how this company that has just returned to profitability after seven years of struggling in the red can chart new growth ahead.
http://www.theedgemalaysia.com/mobile/article.php?id=195416
Sunday, October 30, 2011
财女风情:钱包的秘密
钱包，能说出你的秘密。每个钱包都讲述着主人的人生历程。
犹太经典《塔木德》中说：“最长的路，是从心灵通往钱包的那条路。”
因为钱包代表的不仅是财富，还代表着人生价值，也标示了他在社会这个庞大的价值市场中所处的位置。
为什么只凭观察钱包，就可以断言你的财务状况呢？因为钱包是一个人与钱接触时最贴身的媒介。
要了解一个人对金钱的态度，最准确的方式就是观察他使用的钱包透露出来的讯息。
一个人平常对金钱的观念，会不知不觉表现在钱包的使用态度上。花钱的观念如果错误，钱包就存不到钱。
现在打开你的钱包，就可以看出未来你成为有钱人的可能性。
你的钱包是将钱按照大小顺序、整整齐齐叠好、小心地放在钱包里的吗？
还是胡乱地，连你自己都记不清有多少数额地塞在里面？
或者，钱都干脆不塞进钱包，而是随便地揉进裤衣袋里呢？
还是钱包里“穷”得只剩下各式各样面额不同、功能不同的信用卡？
有些人的钱包除了钱以外，钱包里最多的就是优惠券、健身中心会员卡、积分卡和打折卡，被主人精心地一格格放在不同的位置种类之繁多，令人大开眼界。
又或者你平时从来都不打理钱包，觉得钱包就是用来放东西的工具，想到往钱包里塞什么东西，就塞什么。钱包里除了钱，最多的是层层叠叠各种各样的收据和发票，占领钱包大半江山。
有些人的钱包，里面可谓包罗万象，硬币、一叠大额钞票、被挤压变形的零钞、收据、信用卡单据、与爱人的大头照以及五彩缤纷的打折券。
现在，请告诉我你的钱包里装的是什么？
为什么钱包总空空？
许多人都有这样一个疑问，我赚钱了，可是总是不够花，从来都缺钱。
我想旅游，没钱！我想吃顿高档自助餐，没钱！我想买房子买车，没钱！
一个月工资从来都是吃饭+房子+还信用卡+买生活用品+社交，然后钱就好像长了翅膀似的，不知不觉的从钱包里轻轻飞走，到月底还要苦苦计算还有几天发工资。
为什么钱包总空空？
答案是：因为你没有尊守钱包运用的规则。
钱包怎么会有使用规则？“钱包规则”是个什么东西，用钱包也有自己的规则吗？用什么规则这么厉害，只要遵守它就能当上有钱人？
想一想，你是不是经常钱不够用？而且这种生活一直都在持续？
你可以反过来想一下，为什么很多人明明有稳定的工作，而且工作起来也是很努力的，可是每天都觉得自己的经济状况捉襟见肘，而且总感觉被贫穷压得喘不过气来呢？
那是因为，你赚的比花的少。
你是不是每次“发现想吃的东西时就会用钱、发现想买的东西时就会用钱”？
过度消费
那么你的钱包并不是由你的意志所支配的，而是由你面临的各种状况临时支配的。
也就是说，真正支配你钱包的并不是你自己，而是围绕着你出现的各种‘状况’。既然是拿着一个不属于自己的钱包，那这个人怎么可能成为有钱人呢？
导致人们不能富裕、对未来缺乏安全感的主要原因就是过度消费，如果你总是花的钱比挣的钱多，你将永远不能摆脱负债，于是你从每个月20号就开始紧张、焦虑，最后将导致你变成穷人甚至一无所有。
只有你自己可以支配你的钱包里的钱，钱包里的钱不会自己变多。这是个绝对的真理，是在利用金钱支配关系的时候不可避免要考虑的一个问题。你的收入还是不变的，有限的，一切都会因你选择如何花费你的钱而不同。
理财态度决定钱包厚度
心态决定我们的生活，有什么样的心态，就有什么样的未来。
财富殿堂是一个巨大的迷宫，它对任何人都是公平地敞开，但能否走出迷宫开启财富大门则要看各自的造化。
为什么有人历经山重水复仍无路可走，而有人却跋山涉水后抱得财富满载而归？答案只有一个，那就是你的思路和态度决定是否能找到那条通往财富殿堂的路。
如果你也想成为有钱人，那就换一种思路，换一种生活方式吧。
管好钱
从现在开始改变你使用钱包的习惯，关心自己每天的收支状况，管好钱，也是一种赚钱之道，一种可以让财富增值的聪明、轻松的做法。
把努力赚钱的精力分一部分给轻松管钱和快乐生活，财富和幸福生活会离你越来越近。
小贴士
3规则
●第一条，让钱从钱包里流出去时要三思，把钱放进钱包时则一秒都不要犹豫。
●第二条，买的不是物品，而是价值。不论是多好的东西，如果不符合你的价值标准，那你就连一分钱也不要支付。
●第三条，如果最终你无法收回付出的代价，那你干脆就不要打开钱包。
犹太经典《塔木德》中说：“最长的路，是从心灵通往钱包的那条路。”
因为钱包代表的不仅是财富，还代表着人生价值，也标示了他在社会这个庞大的价值市场中所处的位置。
为什么只凭观察钱包，就可以断言你的财务状况呢？因为钱包是一个人与钱接触时最贴身的媒介。
要了解一个人对金钱的态度，最准确的方式就是观察他使用的钱包透露出来的讯息。
一个人平常对金钱的观念，会不知不觉表现在钱包的使用态度上。花钱的观念如果错误，钱包就存不到钱。
现在打开你的钱包，就可以看出未来你成为有钱人的可能性。
你的钱包是将钱按照大小顺序、整整齐齐叠好、小心地放在钱包里的吗？
还是胡乱地，连你自己都记不清有多少数额地塞在里面？
或者，钱都干脆不塞进钱包，而是随便地揉进裤衣袋里呢？
还是钱包里“穷”得只剩下各式各样面额不同、功能不同的信用卡？
有些人的钱包除了钱以外，钱包里最多的就是优惠券、健身中心会员卡、积分卡和打折卡，被主人精心地一格格放在不同的位置种类之繁多，令人大开眼界。
又或者你平时从来都不打理钱包，觉得钱包就是用来放东西的工具，想到往钱包里塞什么东西，就塞什么。钱包里除了钱，最多的是层层叠叠各种各样的收据和发票，占领钱包大半江山。
有些人的钱包，里面可谓包罗万象，硬币、一叠大额钞票、被挤压变形的零钞、收据、信用卡单据、与爱人的大头照以及五彩缤纷的打折券。
现在，请告诉我你的钱包里装的是什么？
为什么钱包总空空？
许多人都有这样一个疑问，我赚钱了，可是总是不够花，从来都缺钱。
我想旅游，没钱！我想吃顿高档自助餐，没钱！我想买房子买车，没钱！
一个月工资从来都是吃饭+房子+还信用卡+买生活用品+社交，然后钱就好像长了翅膀似的，不知不觉的从钱包里轻轻飞走，到月底还要苦苦计算还有几天发工资。
为什么钱包总空空？
答案是：因为你没有尊守钱包运用的规则。
钱包怎么会有使用规则？“钱包规则”是个什么东西，用钱包也有自己的规则吗？用什么规则这么厉害，只要遵守它就能当上有钱人？
想一想，你是不是经常钱不够用？而且这种生活一直都在持续？
你可以反过来想一下，为什么很多人明明有稳定的工作，而且工作起来也是很努力的，可是每天都觉得自己的经济状况捉襟见肘，而且总感觉被贫穷压得喘不过气来呢？
那是因为，你赚的比花的少。
你是不是每次“发现想吃的东西时就会用钱、发现想买的东西时就会用钱”？
过度消费
那么你的钱包并不是由你的意志所支配的，而是由你面临的各种状况临时支配的。
也就是说，真正支配你钱包的并不是你自己，而是围绕着你出现的各种‘状况’。既然是拿着一个不属于自己的钱包，那这个人怎么可能成为有钱人呢？
导致人们不能富裕、对未来缺乏安全感的主要原因就是过度消费，如果你总是花的钱比挣的钱多，你将永远不能摆脱负债，于是你从每个月20号就开始紧张、焦虑，最后将导致你变成穷人甚至一无所有。
只有你自己可以支配你的钱包里的钱，钱包里的钱不会自己变多。这是个绝对的真理，是在利用金钱支配关系的时候不可避免要考虑的一个问题。你的收入还是不变的，有限的，一切都会因你选择如何花费你的钱而不同。
理财态度决定钱包厚度
心态决定我们的生活，有什么样的心态，就有什么样的未来。
财富殿堂是一个巨大的迷宫，它对任何人都是公平地敞开，但能否走出迷宫开启财富大门则要看各自的造化。
为什么有人历经山重水复仍无路可走，而有人却跋山涉水后抱得财富满载而归？答案只有一个，那就是你的思路和态度决定是否能找到那条通往财富殿堂的路。
如果你也想成为有钱人，那就换一种思路，换一种生活方式吧。
管好钱
从现在开始改变你使用钱包的习惯，关心自己每天的收支状况，管好钱，也是一种赚钱之道，一种可以让财富增值的聪明、轻松的做法。
把努力赚钱的精力分一部分给轻松管钱和快乐生活，财富和幸福生活会离你越来越近。
小贴士
3规则
●第一条，让钱从钱包里流出去时要三思，把钱放进钱包时则一秒都不要犹豫。
●第二条，买的不是物品，而是价值。不论是多好的东西，如果不符合你的价值标准，那你就连一分钱也不要支付。
●第三条，如果最终你无法收回付出的代价，那你干脆就不要打开钱包。
Wednesday, October 26, 2011
理財重於投資 (转贴）
＜理財重於投資＞
今天不談投資，談理財。
理財的重點，就是做好日常收支帳目的管理，並力求平衡。
只要一個人每天所得與每日支出，能達成均衡，而且是日日均衡、周周均衡、歲歲年年都均衡，那麼這個人一輩子都財務均衡，有進有出、入可敷出，這樣還不算一個財務自由的快樂幸福人嗎？
理財只要做得好，天天都可開心，不用陷入柴米油鹽醬醋茶的日常生活開銷的煩惱中，這真是最幸福的人生了。
這種人多不多呢？我覺得是滿坑滿谷，多得不得了。特別是擁有穩定職業、收入與祖上積德、家有恆產的朋友們，幾乎都可快樂理財一輩子，幸福無憂一生。
但可惜，我們這種崇尚小確幸的幸福人，卻因碰見了一群投資高手，或者財務規劃高手而相形見絀。因為他們告訴我們：＂幸福的理財不是只有收支平衡而已，還得不需要憑勞力工作，只需靠金錢規劃就能滿足自己的日常生活所需，如此方能稱為財務自主與自由。＂
好吧，要靠這麼嚴苛的標準來檢驗自己的理財能力，就只好努力存錢去做投資，不管是投資股票、基金或房地產，總之，就是要靠錢滾出一大桶、一大桶的錢，好讓自己光靠投資本金滾出來的獲利，就能滿足每日、每月的開銷。
為了達成這種高標準的財務自主，首先你得學習接受與忍受市場的震盪起伏，然後，通過市場腥風血雨的淘汰法則，讓自己成為那20%的投資倖存者，並回頭去看那些因投資失利、財務規劃失衡而未能財務自主的人，你會覺得，這樣的辛苦真是值得。
是的，非常值得，放棄一個只需簡單努力即可以有80%勝算的幸福方法，卻勇敢地挑戰只有20%不到之成功率的嚴酷財務自主山頭，並要接受後者80%敗率的虧損累累與過程中的心驚膽跳，我就不知道這群人是怎麼了，怎麼敢憑著血肉之軀勇闖血淋淋的投資市場呢？
理財，應該是越簡單越好，並應尋求一個能讓自己一生日日收支平衡的財務方案。要達到這件事情，當然要花點努力，但這種努力是多數人憑平凡能力就可達成的幸福低標。
放棄幸福低標，卻要在理財架構中放入太多、太高與太危險的投資部位，我就會覺得這種人不是瘋子、傻子，那就一定是被人給騙了。
我非常討厭一種富爸爸理論，就是要人放棄工作本業，並努力讓人生往財務操作的方向靠攏。財務操作固然沒有不對，因為那只是理財的一種手段。但要靠理財手段，而非工作本業來創造收支平衡的理財架構，我認為多數上班族根本做不到。
做不到的事情，為何要去想呢？就好像我做不到一百公尺跑進十秒以內，並不代表我不需要慢跑。我應該為自己設定一個每周慢跑三次、每次慢跑半小時的目標，而不是努力練習百米賽跑三年，三年後達成跑入十秒內的紀錄！（老天爺，我連跑十五秒都辦不到了，還談甚麼十秒呢？）
我沒有辦法靠投資的部位，養活我每日、每周、每月的生活開銷，我想，窮我一生都沒辦法吧！但我想，我可以靠工作、投資與保險規劃，達成一輩子尚可安心的收支平衡方案，並盡量降低市場波動對我理財方案的影響，這應該就不會太難達成。
會很難達成，往往是我們為自己的生活設定了一個超過自己能力的富裕標準，希望每月支出能達到十萬元以上，能過著吃美食、拿名牌、住豪宅與開跑車的生活（還有，拿高價iphone卻只有打電話、發簡訊與玩臉書的廉價價值）。
如果我是王永慶的私生子，相信打一場遺產官司，我就可以財務自主了。但我根本不需要那麼做，我只要做我覺得快樂且理性的事情，就能得到一輩子小而明確的幸福了，我又何必捨近而求遠呢？
理財，是投資的基礎磐石，把理財架構做到好，再來增加風險性的投資部位，則良好得宜的理財架構能免除市場波動對投資部位的傷害，甚至還能因為理財調度得宜，在市場低點廉價買入比例適當的投資標的，並大大增加家庭資產的總報酬。
上班族應該學習把投資行為放到安全的理財架構下，而不是把投資變成理財，透過高風險、高部位的投資部位來取代小而明確的理財方案。
用財務規劃來掩飾投資的風險，進而把財務規劃與投資，移花接木為上班族應奉行的理財流程，並害這麼多平凡上班族每天面對基金、投資型保單績效波動而憂心不已，我實在覺得這是本末導致、誤把投資當理財的錯誤風氣使然！
王志鈞 外星地球人
2011/10/24
今天不談投資，談理財。
理財的重點，就是做好日常收支帳目的管理，並力求平衡。
只要一個人每天所得與每日支出，能達成均衡，而且是日日均衡、周周均衡、歲歲年年都均衡，那麼這個人一輩子都財務均衡，有進有出、入可敷出，這樣還不算一個財務自由的快樂幸福人嗎？
理財只要做得好，天天都可開心，不用陷入柴米油鹽醬醋茶的日常生活開銷的煩惱中，這真是最幸福的人生了。
這種人多不多呢？我覺得是滿坑滿谷，多得不得了。特別是擁有穩定職業、收入與祖上積德、家有恆產的朋友們，幾乎都可快樂理財一輩子，幸福無憂一生。
但可惜，我們這種崇尚小確幸的幸福人，卻因碰見了一群投資高手，或者財務規劃高手而相形見絀。因為他們告訴我們：＂幸福的理財不是只有收支平衡而已，還得不需要憑勞力工作，只需靠金錢規劃就能滿足自己的日常生活所需，如此方能稱為財務自主與自由。＂
好吧，要靠這麼嚴苛的標準來檢驗自己的理財能力，就只好努力存錢去做投資，不管是投資股票、基金或房地產，總之，就是要靠錢滾出一大桶、一大桶的錢，好讓自己光靠投資本金滾出來的獲利，就能滿足每日、每月的開銷。
為了達成這種高標準的財務自主，首先你得學習接受與忍受市場的震盪起伏，然後，通過市場腥風血雨的淘汰法則，讓自己成為那20%的投資倖存者，並回頭去看那些因投資失利、財務規劃失衡而未能財務自主的人，你會覺得，這樣的辛苦真是值得。
是的，非常值得，放棄一個只需簡單努力即可以有80%勝算的幸福方法，卻勇敢地挑戰只有20%不到之成功率的嚴酷財務自主山頭，並要接受後者80%敗率的虧損累累與過程中的心驚膽跳，我就不知道這群人是怎麼了，怎麼敢憑著血肉之軀勇闖血淋淋的投資市場呢？
理財，應該是越簡單越好，並應尋求一個能讓自己一生日日收支平衡的財務方案。要達到這件事情，當然要花點努力，但這種努力是多數人憑平凡能力就可達成的幸福低標。
放棄幸福低標，卻要在理財架構中放入太多、太高與太危險的投資部位，我就會覺得這種人不是瘋子、傻子，那就一定是被人給騙了。
我非常討厭一種富爸爸理論，就是要人放棄工作本業，並努力讓人生往財務操作的方向靠攏。財務操作固然沒有不對，因為那只是理財的一種手段。但要靠理財手段，而非工作本業來創造收支平衡的理財架構，我認為多數上班族根本做不到。
做不到的事情，為何要去想呢？就好像我做不到一百公尺跑進十秒以內，並不代表我不需要慢跑。我應該為自己設定一個每周慢跑三次、每次慢跑半小時的目標，而不是努力練習百米賽跑三年，三年後達成跑入十秒內的紀錄！（老天爺，我連跑十五秒都辦不到了，還談甚麼十秒呢？）
我沒有辦法靠投資的部位，養活我每日、每周、每月的生活開銷，我想，窮我一生都沒辦法吧！但我想，我可以靠工作、投資與保險規劃，達成一輩子尚可安心的收支平衡方案，並盡量降低市場波動對我理財方案的影響，這應該就不會太難達成。
會很難達成，往往是我們為自己的生活設定了一個超過自己能力的富裕標準，希望每月支出能達到十萬元以上，能過著吃美食、拿名牌、住豪宅與開跑車的生活（還有，拿高價iphone卻只有打電話、發簡訊與玩臉書的廉價價值）。
如果我是王永慶的私生子，相信打一場遺產官司，我就可以財務自主了。但我根本不需要那麼做，我只要做我覺得快樂且理性的事情，就能得到一輩子小而明確的幸福了，我又何必捨近而求遠呢？
理財，是投資的基礎磐石，把理財架構做到好，再來增加風險性的投資部位，則良好得宜的理財架構能免除市場波動對投資部位的傷害，甚至還能因為理財調度得宜，在市場低點廉價買入比例適當的投資標的，並大大增加家庭資產的總報酬。
上班族應該學習把投資行為放到安全的理財架構下，而不是把投資變成理財，透過高風險、高部位的投資部位來取代小而明確的理財方案。
用財務規劃來掩飾投資的風險，進而把財務規劃與投資，移花接木為上班族應奉行的理財流程，並害這麼多平凡上班族每天面對基金、投資型保單績效波動而憂心不已，我實在覺得這是本末導致、誤把投資當理財的錯誤風氣使然！
王志鈞 外星地球人
2011/10/24
Friday, October 21, 2011
Bursa Malaysia says sharp drop in index due to broker trades
KUALA LUMPUR, Oct 21 — Malaysia’s stock exchange operator Bursa Malaysia Bhd said a sharp drop in the FTSE Bursa KLCI, its benchmark index, was due to trades keyed in on select index component stocks by a broker.
The KLCI dropped 4.8 per cent at 4:41pm to 1,371.92 points from 1,440.52 points before recovering 10 minutes later. The KLCI closed down 0.2 per cent for the day at 1,438.83 points.
Bursa did not say if the trades were made deliberately or by accident. — Reuters
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