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Saturday, December 31, 2011

Property developers – the real landlords!


Developers – the real landlords

Insight Down South By SEAH CHIANG NEE

As a group, exclusive and rich, property developers have always wielded strong influence in small cities with rich land banks in a scale that probably rivals the government – until now.

TRADITIONALLY, property developers in cities like Singapore and Hong Kong have enjoyed economic power far beyond their numbers.

We were politely reminded of this when Singapore’s developers told the government they were disappointed at not being consulted before it announced recent measures to cool the market.

This was tantamount to a right to be informed in advance of any policy or price affecting their interests.

The developers’ reaction stirred public ire, with people considering it an audacity its demand to be consulted over changes.

Yet there is a tradition behind the demand.

As a group, exclusive and rich, developers have always wielded strong influence in small cities with rich land banks in a scale that probably only rivals the government.

After all it controls the city’s most precious asset.

My first lesson of this fact of life came in the 1970s when I arrived to take up the post as news editor of The Hong Kong Standard. A colleague asked who I thought were the colony’s most powerful people.

“The chief editor of New China News Agency” I ventured, regurgitating what I had often read.

“No, my friend, not even the Chinese mainlanders, and not the colonials,” he exclaimed, “It is the Hong Kong real estate developers.”

Land auctions often decided how well - or poorly – the Hong Kong people were to live.

Property prices would affect billions in budgets and living standards, in other words, people’s lives.

When I returned to Singapore, I found a little of the same, the difference being we were an independent country and not led by a passive colonial Governor. In short, developers here were powerful!

Once land values were decided auctions, the developers controlled the ultimate prices and timing of the sales.  To a large extent, it meant controlling of supply and demand.



If the developers thought the asking prices were too high, they would abstain from bidding, making them a sort of a little “pressure group”.

When I returned here I discovered a bit of the same.

Developers collectively could – if they chose to - influence the way the media reported the property market because they were big advertisers.

The bigger the spenders, the greater the influence! They could ensure newspaper reports did not report too negatively on the market and scare away buyers.

Some were not reticent exercising it by making it clear to advertising managers that their money could best be used in a media that keep encouraging property buyers, or at least not to predict weak markets too strongly.

Others stayed away from the game.

Many years ago when I was chief editor of a newspaper here I had one such run-in with several Singapore developers, who were among my paper’s frequent advertisers.

It was at a time when dark economic clouds were gathering and our Business Desk was reporting that property markets were heading for a fall. The bad vibes were strong, and they were reflected in our coverage.

During lunch, one developer referred to how much his company had spent on advertising in our paper.

He added that he “sometimes considered it a waste of money to advertise in a newspaper which frequently talked down the market”.

If this continued, they might as well stop or cut down advertising in the paper, he said.

I was very concerned. I replied that as a newspaper editor, I feared two things most; the government withdrawing the newspaper licence and secondly, businessmen threatening to withhold advertising unless we cooperated with them.

“In either case, our survival will be threatened, and we will bring the fight to Page One and let readers judge!”

We finally struck a deal: No advertising boycotts. In return I would run an interview on record with a property tycoon who predicted his views that the market would rise in the following year.

I am relating this to record appreciation of the National Development Minister Khaw Boon Wan’s stand not to bend to the developers’ will “by consulting” them about market “cooling-off” action or price movements.T.T Durai and Health Minister Khaw Boon Wan at...

That would have been tantamount to tipping them off in advance of price-sensitive measures, an act no government can do.

Analysts expect the recent measures to cool buying and bring down the home prices by between 15 to 30% over the next two years.

“There will be a sell-off in the next three-to-five months,” said a property agent.

By imposing stiff measures against foreigners’ speculative buying, including a 10% duty, Khaw has gained public acclaim.

“Khaw has my full support. His policy is good for the younger generation,” a Singaporean commented.

“If the young people feel that even with hard work they still cannot achieve their goal, Singapore is done for. That dream is to own a private property.”

Khaw has also succeeded in shortening the queue of new Singaporean graduates applying to own their first public flat.

Since becoming minister after the May election, Singapore’s once world-acclaimed public housing is slowly working to dispel public discontent over shortage and high prices.

Many more years are needed to clean up the mess. But for now, wrote Khaw - one of the more popular ministers: “We’re starting to see the light at the end of the tunnel”.

And instead of the usual brickbats, praises are starting to come in for fending off foreign speculators.
“I’m seeing the quality of Minister Khaw,” one surfer wrote.

Another said: “Thank you for the cooling measures. This shows Singapore is clean and NOT controlled by the (property) billionaires club.”

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SP Setia Boss Liew is Malaysian Ernst & Young ...  

Why Americans Should Wait To Buy A House?


The U.S. government is doing its best to convince the American public that there’s an economic recovery underway, but is that really true? The economy is being artificially propped up by $1,500 billion in annual debt, and the Federal Reserve has printed trillions of dollars to keep banks afloat. It was too much debt that got the country into trouble to begin with, yet the government is essentially saying that even more debt is needed to fix the problem. This is one of the fundamental pillars of the theory developed by economist John Maynard Keynes in the early 1900s.

Not everyone agrees with Keynesian economic theory. Free market capitalists believe that markets should be unfettered by government intervention and allowed to reach equilibrium on their own. Their argument is that supply and demand should set asset values and prices without interference by artificial stimuli and freshly printed cash. (To learn more, read How To Buy Your First Home: A Step-By-Step Tutorial)

When analyzing whether or not to buy a house in this economic environment, the best approach is to focus on reality, not the talking points offered by politicians. Here are some factors to consider before taking the plunge with a new mortgage.



The Bubble
The housing bubble was caused by a lethal combination of easy credit, low interest rates and rampant speculation. This “perfect storm” reached its pinnacle of power in four states: California, Nevada, Florida and Arizona. The landscape of these states is littered with unfinished housing developments and empty condominiums. Even though prices have dropped 50% or more in some areas of these states, they are all plagued by debt-to-income ratios (DTI) that are still higher than the historical norm of three to one. This will continue to put downward pressure on prices.

Nationwide, the inventory of unsold homes was 3.33 million at the end of October 2011, an eight-month supply at the current sales rate. While this is a positive downtrend from the inventory peak of 4.58 million units in July 2008, the inventory overhang is still having a negative effect on prices. The median existing home pricewas $162,500 in October for all housing types nationwide, a drop of almost 5% from a year ago.

Prices are also being impacted by the high rate of contract failures, which is almost double that of September, and four times what it was one year ago. These failures represent canceled sales contracts resulting from unqualified mortgage applications, appraisal values below the sales price, unsatisfactory home inspections and unfulfilled contract contingencies. One-third of all sales contracts in October did not make it to closing, causing those homes to re-enter the market and increase the unsold inventory.

100-Year Trend
Yale economist Robert Shiller, known for the Case-Shiller price index, has calculated that U.S. home prices rose an average of 3.35% per year during the period 1900-2000. This timespan includes extended periods of both falling and rising prices, from the Great Depression up to the bull markets of the late 1980s and late 1990s. (For related reading, see Understanding The Case-Shiller Housing Index.)

In January 1998, just before the bubble started to inflate exponentially, the price index stood at 82.7. If prices had followed the 100-year trendline over the next 12 years, the index would have reached 126.7 in October 2010. Instead the index hit 159, a full 25% above the long-term trend. So, even though prices have already dropped more than 30% nationwide in the past five years, data suggests that the bubble has not been deflated and more price drops could be on the way.

Important Factors
There are many forces at work contributing to instability in home prices:
  • Continued high unemployment, with weekly unemployment claims consistently hovering around 400,000
  • The possibility of higher interest rates to combat inflation fueled by the increased money supply
  • Strategic defaults, foreclosures and short sales all force prices lower
  • High levels of underwater mortgages
  • A “shadow” inventory of unsold homes held by banks will put pressure on prices when these homes are marketed
  • Stricter mortgage qualification requirements, including bigger down payments, higher credit scores and verifiable income
  • Lower conforming loan limits as of Oct. 1, 2011
  • Continued high levels of government and personal debt
  • The threat of more U.S. credit rating downgrades
  • The potential for a European financial collapse rippling through the U.S. economy and financial institutions
  • Changing demographics, slowing population growth and smaller families are causing reductions in overall demand
  • Many baby boomers are downsizing their lives, including the size of their homes
  • Possible future actions by the government between now and the 2012 elections: tax policy changes, stimulus spending, mortgage modification programs, etc.
The Bottom line
The evidence suggests that without government intervention, home prices would be much lower than they are now. Record low interest rates, the homebuyer tax credit, mortgage assistance programs and bailouts for Fannie Mae and Freddie Mac have all softened the freefall in prices. These actions have not changed the fundamentals of a weak economy that relies heavily on consumption for GDP growth and too little on industrial production.

Price stability is not likely to be reached until the excess is wrung out of the bubble that expanded by a breathtaking 19.2% per year between 1998 and 2006. Government policies have slowed the correction, but not stopped it. This has kept wary buyers out of the market because they don’t believe the market has hit a true bottom. This has delayed a sustainable housing recovery and prompted potential buyers to wait for lower prices next year. (To learn more, check out The Truth About Real Estate Prices.)

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The secret to getting rich in 2012: Open APIs

What is an API according to Heidi

Developers need to know the right lingo
Open ... and Shut If the last decade was all about open source, the next decade will be about open APIs. However, as with open source, APIs aren't necessarily a guarantee of billions in the bank. They're simply the ante for playing the technology game at scale. That scale will be determined by who gives developers the best access to data, and that access is a function of open APIs.

Yes, developers. Politicians may focus on ways to get consumers to spend more money in an effort to rebuild their economies, but the world's economies are increasingly founded upon software services, services that are developed and consumed by developers. These developers are, then, "the new kingmakers," and not simply of some random technology company. They are behind the rise or fall of 21st Century news (Twitter), communication (Facebook), and more (Salesforce, Google, etc).

To thrive, these developers need APIs. Lots of them, though standardized and well-documented.

Redmonk analyst Stephen O'Grady hints at this in a recent post that discusses ways to unleash the "age of data", by describing legal handicaps placed on Redmonk's efforts to get at analytics data through an open API. Cut off the API through whatever means, and you've cut off a developer's ability to not only grow her service, but also yours.

Given the importance of APIs, it's surprising just how hard it can be to release them. Dan Woods calls this out, reporting on research he and others had done on APIs: "API programs [are often] started in secret, nurtured by the true believers in a clandestine way, slipped into production, and then brought to the awareness of senior management after the API was shown to be a success." Developers, in other words, are having to secretly succeed for their business.



This is silly, if for no other reason than one of the great benefits of APIs is how much they can help with the integration of internal software services. That is, software that runs behind the firewall. Indeed, O'Reilly's Anant Jhingran argues that for all the positive noise made about public APIs at Twitter and Facebook, the "real revolution" is that "enterprises of all sizes are API-enabling their back-end systems". This makes the enterprise permeable to partners but also to its own employees, and is the number one reason enterprises are adopting APIs.

APIs are the key to making internal integration easy.

At one time we looked to open source to fill this function. Companies like CollabNet sprung up to enable internal software collaboration. But it turns out that APIs prove to be an easier way to achieve similar goals. Instead of having to learn an entire code base, I just need a well-documented API to get access to software services. Minimal fuss, maximum productivity.

This may be the point in APIs: to give developers a way to focus on services provided by software, and not the software itself. This shift from open-source software to open APIs becomes ever more critical as we move to cloud services, where developers can no longer access the underlying software. As the industry moves from software to Infrastructure as a Service to Platform as a Service, APIs are the key to the shift, as analyst Krishnan Subramanian details.

But not just any APIs. The industry can't stomach a million competing APIs any more than it could digest a huge array of open-source projects for CMS, ERP, etc. We need APIs, but we also need standardization.

Take OpenStack, for example. OpenStack has taken on the daunting task of unseating Amazon Web Services, but it has made its life dramatically more difficult by trying to move the industry away from Amazon's APIs. For better or for worse, the AWS APIs are the public standard and, as Canonical and Ubuntu founder Mark Shuttleworth posits, "The hackers and funders and leaders and advocates of OpenStack, and any number of other cloud infrastructure projects both open source and proprietary, would be better off figuring out how to leverage [the AWS API] standardisation than trying to compete with it, simply because no other API is likely to gain the sort of ecosystem we see around AWS today."

Shuttleworth is right about OpenStack, and about the larger industry. It's better to rally around a common API, much as we rallied around Linux. In the case of cloud computing, cloud expert and former Googler Sam Johnston thinks the future is OpenCloud, and other industry observers have their own preferred horses in the various races.

But at the heart of each is APIs. Open APIs are the new open source, except they require less geeky access to lines of code, and more programmatic interaction with software services. As an added bonus, open APIs don't come with the baggage of licensing fundamentalists. Praise the heavens! ®

Matt Asay is senior vice president of business development at Nodeable, offering systems management for managing and analyzing cloud-based data. He was formerly SVP of biz dev at HTML5 start-up Strobe and chief operating officer of Ubuntu commercial operation Canonical. With more than a decade spent in open source, Asay served as Alfresco's general manager for the Americas and vice president of business development, and he helped put Novell on its open source track. Asay is an emeritus board member of the Open Source Initiative (OSI). His column, Open...and Shut, appears three times a week on The Register.

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Friday, December 30, 2011

Meet Google's Android smartphone


Meet Mr. Android 2011

by Leslie Katz
 
BlueStacks says it plans to come up with
a Ms. Android in 2012.(Credit: BlueStacks)
 
The typical Android user apparently does not look kindly upon flip-flops, opting instead to pair his jeans and T-shirt with the far-more-practical sneakers.

We say "he," because the typical Android user is male, according to the folks at BlueStacks, a startup that makes software for running Android apps on Windows PCs. Using data from Nielsen, as well as information culled this month from more than 145,000 of its Facebook followers, BlueStacks created a composite Android user dubbed Mr. Android 2011.

"Mr. Android is everything Android users are...all their dynamism, visualized as one person," John Gargiulo, vice president of marketing and business development at BlueStacks, tells CNET.

So how would you spot Mr. A 2011 walking down the street?

Well, while there's a 47 percent chance he has black hair, green-haired Android users are an extremely rare species, clocking in at only 3 percent of those polled. Subtle pompadours, however, appear to fit the Android aesthetic, a trend marketers of hair products may wish to keep in mind.
It's worth noting, as BlueStacks points out, that the data used to create composite Android guy is "unscientific, but then again, so is love" (an area, according to the poll, where Android users fare just fine, thank you very much, nerd stereotypes).



Nonetheless, makers of Android hardware and software may be able to glean a few useful (if not brand new) insights here.

For example, 62 of those polled use Android for play; 38 percent use Android for work; a third have zero paid apps on their phone; and average monthly data usage tallies up to 582MB (compared with iPhone users, who grabbed 492MB of data, according to a Nielsen survey conducted earlier this year).

But onto the stuff that's really going to matter in that Mr. Android pageant...

When it comes to accessorizing, 37 percent of Android users polled wear glasses; and, somewhat oddly, 45 percent wear one of those fast-becoming-obsolete wristwatches (a mind bender from Tokyoflash, we're guessing).

We're especially interested to hear that 30 percent of Android fans polled have freckles, a stat that baffled us at first but could be explained by Android's reported dominance of the Sun Belt.

So, Android users, do you see yourself in this image?




Leslie Katz, senior editor of CNET's Crave, covers gadgets, games, and myriad other digital distractions. As a co-host of the now-retired CNET News Daily Podcast, she was sometimes known to channel Terry Gross and still uses her trained "podcast voice" to bully the speech recognition software on automated customer service lines.

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Android in a tiny package


It may be small but the Sony Ericsson Xperia ray smartphone is packed with features.

By SUBASHINI SELVARATNAM, bytz@thestar.com.my

The first thing you will notice about the Sony Ericsson Xperia ray is its size. In a market dominated by large Android smartphones, the Xperia ray is rather unique. Of course, the small size makes it easy to use and store - the Xperia ray can easily slip into one's front pocket or even in a women's dinner bag.

The review unit we received has a pink shell which makes it look rather feminine. But not to worry as it also comes in other colours, namely black, gold and white.
 
HARDY: Xperia ray's display is made from scratch resistant mineral
glass so you don't have to worry about it being scratched easily. 
 
In use

Since it is a compact smartphone the obviously downside will be the screen size which is only 3.3in. Some may find the screen a bit too small to play games while others may find watching videos a bit of a hassle.

Although it was good enough for browsing webpages but one can't help but wish for a bigger screen for a better experience.

Despite its size, the Xperia ray's display is sharp and vibrant. Sony Ericsson says it is powered by its mobile Bravia Engine which makes it great for viewing photos and watching videos.

The display is also made from scratch resistant mineral glass so you don't have to worry about it being scratched easily.

Snapping photos and videos with the Xperia ray was a fun experience. The front-facing camera on the smartphone makes it easy to snap self-portraits in VGA resolution.

For more serious photo taking there's the 8.1-megapixel rear camera which works great and has lots of cool features such as face detection, scene detection and smile detection.

You even get three options for smile detection - big, normal and faint smile. How cool is that?

Although it doesn't have two cameras the smarphone has a feature called 3D Sweep Panorama which allows it to capture 3D images.

However, you will need a 3D TV to view them.

Other standard features include geo-tagging and red-eye reduction.

The camera can also shoot 720p HD videos and can be easily uploaded to YouTube to share them with family and friends.

The Xperia ray, which is powered by 1GHz Qualcomm MSM8255 Snapdragon processor, is fast.

Launching apps is almost instantaneous and there is no lag generally. You can download tons of app from the Android marketplace and the phone comes with a 4GB card for storing them.

For text input, the phone has a virtual keypad. It wasn't easy for me to type messages as the screen is small and the keypad is very tiny. I would have much prefferd a physical Qwerty keypad instead.

One of the nice features of the Xperia ray is its built-in radio tuner which allowed me to listen to my favourite radio station while waiting for friends. Also, the bundled earphones were pretty decent for listening to music.

In terms of battery life, the Xperia ray lasted a whole day of usage which mainly consisted of surfing the Web, watching videos on YouTube and downloading applications.


Conclusion

Overall, the Sony Ericsson Xperia ray was a fun smartphone to use even for a non-Android fan like me. It is fast, has a great camera, the screen is beautiful and comes with a nice pair of earphones.

On the downside, the Xperia ray's small screen makes it difficult to use the virtual keypad. If you are looking for a compact Android smartphone, the Xperia ray is definitely one of the better ones.

Pros: Sharp and vibrant screen, decent camera, nice earphones.

Cons: Small screen.

Xperia ray
(Sony Ericsson)
Android smartphone
NETWORK: GSM 850/900/1800/1900, HSPA 850/900/1900/2100, GPRS/EDGE
OPERATING SYSTEM: Android 2.3 (Gingerbread)
DISPLAY: 3.3in touchscreen (480 x 854-pixels)
CAMERA: 8.1-megapixels (rear) with autofocus, VGA camera (front)
CONNECTIVITY: Bluetooth, WiFi, micro USB
MEMORY: 300MB
EXPANSION SLOT: MicroSD (bundled with 4GB card)
STANDBY/TALK TIME: 440 hours/7hours
OTHER FEATURES: A-GPS, radio tuner, 720p HD video recording (720p)
DIMENSIONS (W x D x H): 111 x 53 x 9.4mm
WEIGHT: 100g
PRICE: RM1,279
RATING: 3.5
Review unit courtesy of Sony Ericsson, 1-800-88-9900

Thursday, December 29, 2011

How CEOs Can Build A Better Work Team In 2012

Deborah Sweeney


By Deborah Sweeney, Forbes Contributor, West Coast CEO who knows small business and entrepreneurs.

 

 Truly a Lightbulb Moment

Got a resolution for 2012 at the workplace yet?

Or better yet, what are the resolutions that your employees have for the company next year?

These resolutions could be lofty. Nab every sales call, land the biggest accounts, open offices in every major city overseas. They could be set on a smaller scale too. Leave earlier in the morning to avoid getting caught in traffic, ask for more beverage options in the kitchen, delegate tasks to other department members more often. All good goals for any team to work towards, but difficult for a CEO to process when they don’t know what their staff resolves to work towards, if they plan on working toward anything at all.

If you’re stuck in a place where the progress forward looks cloudy, this is the time to work on building a better work team for 2012. A team that is roaring and ready to go and certain of how their place in the company can lead to its eventual success. Building this team takes time, talent, and creativity. Sometimes it requires hiring new people and firing those who aren’t doing their part. More than just shooting off a couple of emails and hoping for the best, your team for 2012 will rely on you to think outside of the box as well as inside at some of the common sense bits that get overlooked. From new hires to clones, here are my tips on the building for the better within your company team.

1. Look Beyond Business BAs and MBAs

Not every person who gets hired for your business needs to be strictly all about business. Who will handle the legal division of your firm, the public relations aspect of your brand, the IT work for when the computers suddenly crash? A grad degree in business is attractive on paper, but not useful in every setting. Look into hiring candidates with backgrounds in other studies like communications that you would typically pass over.

2. Don’t Hire A Clone Of Yourself

Great minds think alike, but a greater mind will want to work with a team that expresses a slew of opinions and ideas across the board. Working with a team that is just like you won’t challenge your company to grow in a new direction if you all agree on the same things all the time. It’s easy to want to hire someone just like you, but more rewarding in the long run if you get someone to offer what you cannot to the table.

3. Allow Employees To Be Involved In The Hiring Process

Get an idea of whether or not a potential employee will be a good fit within their department by inviting the managers and senior staff members to the job interviews. They may have questions and concerns related to their field that you won’t touch on that decide whether or not a future hire is the best decision to make



4. Explain Company Culture To Your New Team Members Early

Welcome to the team! Beyond just your employee handbook, there are rules to the game of working within the company. Some work teams are much more by-the-book in terms of how to conduct yourself and may be much more quiet and soft-spoken. Others are willy-nilly and a lot more extroverted and open to embracing new ideas with members encouraged to leave their shyness at the door. A new hire needs to know the company culture early on so this isn’t so much of a shock to their system.

5. Answer Questions, Communicate Often

Future goals and upcoming projects will have a series of questions that come with them, especially if a team member is new. Hold plenty of open discussions and meetings to provide insight into what you’re working on. Keeping communication lines between all team members and yourself is key to the success of the project and the overall organization as a whole.

6. Hire People With Different And Complimentary Personalities

Much like not having dozens of clones of yourself, don’t do a similar thing with your favorite employee (and don’t play favorites either). It’s cliche to say it, but your team needs to have the snowflake effect where no two think or behave exactly the same despite having similar strengths in their field. Personality goes a long way and can work to give your company the face and voice it needs if it doesn’t already have a defined one.

7. Hire Milliennials

They are young, eager to please, tech savvy, and well educated. And if you treat them well, they will stay with your company (though not forever which is to be expected). Interview the bright young things and bring them on to see what they’re made of. You might find yourself to be pleasantly surprised.

8. Pay Your Interns

It isn’t a practice that every company commits to or can commit to, but at the very least offer a stipend if you decide to bring in seasonal interns.

9. Don’t Outsource Your Social Media Team

Gets kind of hard to create a voice for your online persona if the person creating it has never visited your office or interacted with your employees before doesn’t it?

10. Offer Flexible Schedules

This is a rule of thumb for both new hires and longtime employees. Circumstances do arise where not every member of the team can be there to make a meeting. If multiple members can’t do it or aren’t ready just yet, offer to reschedule the event. Employees with additional commitments outside of work like family or school will also appreciate a flexible schedule in being able to accommodate their lives and still work.

11. Encourage Employees To Pursue Outside Interests

Beyond just being a CEO, you may serve as a mentor to some of your staff. And your staff isn’t here solely for the company itself. They may be actively pursuing acting on the side or writing or engaging in other hobbies that could turn into their next career move later on. Have lunch with your staff both new and old to see what they’re all about on the side of their full-time job. Encourage them to share their published work with you or invite you to the opening of a gallery they have a painting featured in. Your acknowledgment of what they are truly passionate about is worth more than you think it might be.

12. Create Jobs Based On Valuable Skills

Want to a hire a new employee, but have nowhere to put them where you know they will really fit in at? Create  a position based off of their skill set. You may even wind up creating an entirely new and much needed department!

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