Tuesday, June 28, 2011
Tuesday, June 14, 2011
理財三點式‧保險＋定存＋基金
2011-06-13 (Sin Chew Daily)
甫踏入社會的新鮮人，對於銀行櫃台前，琳瑯滿目的投資商品，肯定不知從何下手。銀行財富管理部門主管建議，新鮮人可把握“保險不可少、保留部份現金、定期定額投資”三項基本原則，依自己的風險承受度，從保險、定存和基金三種商品著手。
新鮮人拿到第一份薪水後，記得進行規劃，保險是不可或缺的一環，銀行主管說，愈年輕時投保，保費愈便宜，所以基本的醫療險、壽險一定要先投保。
保留急用金
不跳腳
不跳腳
接下來，也要保留一部份現金在手，才不會臨時有資金需求時捉襟見肘。
因此，每個月拿到薪水時，記得將手頭一部份的資金，存放在定期或活期存款中，以備不時之需。不過，目前一年期的定期存款，利率大約只有2%，所以存放的金額不用太多，以免利息，全都被通膨吃光。
銀行主管說，一般而言，要保留可供三個月生活費的現金，以免青黃不接時，還得和家人、朋友調頭寸。
銀行主管認為，新鮮人不用急著一領到薪水就拿去投資，應該先進行儲蓄，準備好緊急預備金，並做好保險規劃後，再考慮股票、基金等投資工具。
在挑選保險工具部份，新鮮人應選擇低保費、高保障的險種，小錢也可買到大保障。
舉例而言，如定期壽險、意外險，終身壽險搭配意外險、醫療險附約，先建立起最基本的保障。
另外，保單的內容應當依照個人工作內容與風險程度來規劃，例如，工作內容屬外勤、業務性質，或是經常出差、騎乘摩哆車上下班，就應考慮提高意外險，以及意外醫療的額度，若是屬於內勤，就不一定需要提高意外險。
定期買基金
賺複利
賺複利
在投資部份，缺乏時間關注股市的新鮮人，可以考慮透用銀行的定期定額機制，購買海外基金，每月最低只要3,000元，就可以逐步累積財富，存下自己的第一桶金。
銀行主管指出，若是能承受較大風險的積極型投資人，可以購買新興市場的股票型基金，若是擔心風險，可以購買股票和債券兼而有之的平衡型基金。
銀行主管指出，一天只要省出一杯咖啡的錢50元，一個月就有1,500元，一年就有18,000元，看起來不過是一筆小錢，但是經過複利的時間魔法，小錢也能滾成大錢。（星洲日報／投資致富‧財富教室）
Monday, June 6, 2011
Over 23% Upside For Chinese Equities By End-2011! (May 27, 2011)
Click here & read on!
http://www.fundsupermart.com.my/main/research/viewHTML.tpl?articleNo=1170
Wish you success !!
http://www.fundsupermart.com.
Wish you success !!
Launching of New Fund - PUBLIC SINGAPORE EQUITY FUND (PSGEF)
Launch Date : 7 June 2011
Brochures and prospectus are now available at all branches of Public Mutual.
Monday, May 23, 2011
Feeding Off Buffett’s Formula
Warren Buffett’s management record is even more successful than his phenomenal investment record. He uses a management strategy that is surprisingly simple yet promises successful outcomes to newcomers and seasoned professionals alike.
Warren Buffett is widely regarded as one of the most successful investors in the world. Often referred to as the "legendary investor," he is ranked the third wealthiest person in the world as of 2011. He is also the primary shareholder, chairman and CEO of Berkshire Hathaway, a conglomerate holding company that oversees and manages a number of subsidiary companies.
Why Emulate Buffett’ Management Style?
Besides being a genius at investing, Buffet is also a genius of a manager. His record speaks for itself. His company, Berkshire Hathaway, employs 233,000 employees around the globe with over eighty-eight CEOs of different companies reporting directly or indirectly to him. The company’s operational annual net income grew from USD18 a share in 1979 to USD4,093 a share in 2007. This equates to a compounding annual growth rate of 21.39 percent - substantially better than Berkshire’s investment portfolio that grew at an annual compounding rate of 19.78 percent in the same period. This record clearly illustrates that Warren and his managers are doing a fantastic job of minding the store.
What management philosophy underscores this success? Mary Buffet and David Clark give us an insider’s view of his managerial style by culling his most important strategies into a book titled ‘Warren Buffett’s Management Secrets: Proven Tools For Personal And Business Success.’ Here his managerial philosophy is distilled into five primary segments that combine to create a winning formula:
1. Pick the Right Business
Buffet is clear on the fact that not all businesses are created equal. The first step to success is to own, manage or work for the right business with the right economics working in your favour. To zero in on the right businesses look for those that tend to burn considerably less capital than they earn. This is usually because they produce a brand-name product that never has to change (e.g. Coca-Cola ) or because they provide a key service which gives them better profit margins that amounts to a durable competitive advantage.
2. Delegate Authority
If there is a single management skill one could pin on Buffett, it would be his willingness to delegate authority way beyond boundaries that most CEOs would be comfortable with. In his words, “We delegate almost to the point of abdication.” The norm of managers is to try and control as many events and people as possible. But micromanaging leads one to juggle too many tasks at once and the end result is neglect or lack of competence in undertaking many of these tasks.
3. Find A Manager With The Right Qualities
When picking managers, he seeks out people with an internal locus of control. These are people who are in control of themselves and their environment, who take responsibility for their failures and in the process learn from their mistakes. He also looks out for people who love what they do as these personalities end up going the extra mile and inspire others to do the same. He places emphasis on honesty too. As he puts it, “You don’t want to be in business with people who need a contract to be motivated to perform.” Another management trait Buffett values is cost consciousness as a way of life and not just when the business is failing. He determines this criteria by seeing how managers handle the seemingly little costs. He explains, “If managers aren’t disciplined on the little things, they will probably be undisciplined on the large things as well.” Lastly he looks for a manager who is a great investor, responsible for investing the firm’s money in people, products and new businesses with a long-term perspective in mind. (Buffett is a firm critic of a short-term focus as he believes it tends to make managers poor allocators of resources.)
In this respect, Buffett is a student of the Dale Carnegie school that uses praise and criticism in a very specific way. His rule is simple: praise by name but criticise by category. As an example, he is quick to praise an individual banker but if he is unhappy with the banker, he criticizes the banking profession as a whole. And if he has to criticise someone personally, he makes it a point to praise the person first. It creates a sense of trust and the recipient is subsequently more likely to accept and act on constructive criticism as a result. When he wants something done, he frames it in such a manner that he speaks to the other person’s wants and needs and therefore gets rewarded with the appropriate response.
5. Buffett’s Managerial Axioms For Different Problems
“Leverage is very tempting and always leads to trouble.” Buffet is an old - school manager reluctant to use debt to improve earnings.
“Only in fairy tales are emperors told that they are naked.” This one pertains to the danger of managers surrounding themselves with sycophants. Buffet’s solution is to surround himself with as few people as possible and when he does, they are people with a great track record of making good calls when they are called on to do so.
“We rub our noses in mistakes of omission.” This relates to missed opportunities. Even the best managers miss opportunities, but they ask the hard questions as to why they missed them. This primes them to spot and seize a good opportunity the next time it turns up.
Source: Calibre, May 2011
Warren Buffett is widely regarded as one of the most successful investors in the world. Often referred to as the "legendary investor," he is ranked the third wealthiest person in the world as of 2011. He is also the primary shareholder, chairman and CEO of Berkshire Hathaway, a conglomerate holding company that oversees and manages a number of subsidiary companies.
Why Emulate Buffett’ Management Style?
Besides being a genius at investing, Buffet is also a genius of a manager. His record speaks for itself. His company, Berkshire Hathaway, employs 233,000 employees around the globe with over eighty-eight CEOs of different companies reporting directly or indirectly to him. The company’s operational annual net income grew from USD18 a share in 1979 to USD4,093 a share in 2007. This equates to a compounding annual growth rate of 21.39 percent - substantially better than Berkshire’s investment portfolio that grew at an annual compounding rate of 19.78 percent in the same period. This record clearly illustrates that Warren and his managers are doing a fantastic job of minding the store.
What management philosophy underscores this success? Mary Buffet and David Clark give us an insider’s view of his managerial style by culling his most important strategies into a book titled ‘Warren Buffett’s Management Secrets: Proven Tools For Personal And Business Success.’ Here his managerial philosophy is distilled into five primary segments that combine to create a winning formula:
1. Pick the Right Business
Buffet is clear on the fact that not all businesses are created equal. The first step to success is to own, manage or work for the right business with the right economics working in your favour. To zero in on the right businesses look for those that tend to burn considerably less capital than they earn. This is usually because they produce a brand-name product that never has to change (e.g. Coca-Cola ) or because they provide a key service which gives them better profit margins that amounts to a durable competitive advantage.
2. Delegate Authority
If there is a single management skill one could pin on Buffett, it would be his willingness to delegate authority way beyond boundaries that most CEOs would be comfortable with. In his words, “We delegate almost to the point of abdication.” The norm of managers is to try and control as many events and people as possible. But micromanaging leads one to juggle too many tasks at once and the end result is neglect or lack of competence in undertaking many of these tasks.
3. Find A Manager With The Right Qualities
When picking managers, he seeks out people with an internal locus of control. These are people who are in control of themselves and their environment, who take responsibility for their failures and in the process learn from their mistakes. He also looks out for people who love what they do as these personalities end up going the extra mile and inspire others to do the same. He places emphasis on honesty too. As he puts it, “You don’t want to be in business with people who need a contract to be motivated to perform.” Another management trait Buffett values is cost consciousness as a way of life and not just when the business is failing. He determines this criteria by seeing how managers handle the seemingly little costs. He explains, “If managers aren’t disciplined on the little things, they will probably be undisciplined on the large things as well.” Lastly he looks for a manager who is a great investor, responsible for investing the firm’s money in people, products and new businesses with a long-term perspective in mind. (Buffett is a firm critic of a short-term focus as he believes it tends to make managers poor allocators of resources.)
4. Motivate Your Workforce
In this respect, Buffett is a student of the Dale Carnegie school that uses praise and criticism in a very specific way. His rule is simple: praise by name but criticise by category. As an example, he is quick to praise an individual banker but if he is unhappy with the banker, he criticizes the banking profession as a whole. And if he has to criticise someone personally, he makes it a point to praise the person first. It creates a sense of trust and the recipient is subsequently more likely to accept and act on constructive criticism as a result. When he wants something done, he frames it in such a manner that he speaks to the other person’s wants and needs and therefore gets rewarded with the appropriate response.
5. Buffett’s Managerial Axioms For Different Problems
“Leverage is very tempting and always leads to trouble.” Buffet is an old - school manager reluctant to use debt to improve earnings.
“Only in fairy tales are emperors told that they are naked.” This one pertains to the danger of managers surrounding themselves with sycophants. Buffet’s solution is to surround himself with as few people as possible and when he does, they are people with a great track record of making good calls when they are called on to do so.
“We rub our noses in mistakes of omission.” This relates to missed opportunities. Even the best managers miss opportunities, but they ask the hard questions as to why they missed them. This primes them to spot and seize a good opportunity the next time it turns up.
Source: Calibre, May 2011
Monday, May 9, 2011
Global Long Term View on Financial Planning
Please visit http://biz.sinchew-i.com/node/46720 for further information.
Monday, April 25, 2011
Charting Your Business Career
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| You must be very lucky in Public Mutual , you know???? |
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| GAM Bala announcing the incoming activities |
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| GAM Lee Peng - Promoting coming Business Opportunity Preview on 9th May 2011 |
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| Agency Manager: Melissa Leong " I give myself a challenge...by end of this year, I want to become a GAM!!" |
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| Step by Step sales presenation by Agency Superviosr- Jason |
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| Jason : "Every time when I see client, I will do the prospecting for UTCs & Sales together..." |
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| ."....Product, Market, Productivity & Can I do it??......" |
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| GAM Susan" I see the light and the WOW factors" |
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| Umm...I see......agency building is the way to go...... |
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| So....I must bring more prospect UTCs to 9th May One Vision BOP.... |
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| ....when should we turn full time then........ |
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| Wah......agency building can earn so much?? |
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| UTC:"......we never go big if we don't go for agency building...." |
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| Jason, Agency Supervisor - taking down the notes... |
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