Singapore

Business is more mobile than ever before. To make the most of opportunities, businesses must be flexible about where and with whom they do business.

Uncertain markets force big decisions on businesses. When there’s pressure to maintain cashflow and customers, firms often have to take bold steps to achieve greater efficiency or competitiveness. However, with the changes wrought by technology and globalisation, many traditional strategies for weathering storms no longer work. Some of the common beliefs held by companies about the best way forward may instead damage their prospects. Here are five common mistakes to avoid: 1. “I will concentrate on what I know, and focus on existing markets” When times are hard, there’s a temptation to stick to tried and tested basics. However, one lesson of successful companies like Google is that businesses must continuously innovate and iterate. The fact that something worked last month does not guarantee future success. Innovation can mean developing new products or services, but also new markets. Recent research found that in most countries of the world, companies with international markets are performing better, in terms of revenue and profit growth, than those that only operate domestically.[1]

The decrease is due to loss in supply chain assets and slow agriculture season.

Closer inspection reveals improvement in certain areas, says Phillip Capital.

Think of great leaders and we often think of strong people who are highly visible or great orators or action figures. Some might recall Russell Crowe in the opening scene of Gladiator… “On my command, unleash hell! ”

Lower revenue and higher depreciation expense drove decline in numbers.

The Singapore dollar slipped above the $1.25 threshold, currently trading at $1.2517.

There were gains on Wall Street but declines in profits among stocks in Singapore could be worrisome to traders.

Net interest income rose by 21% to S$951million with loan growth partly offset by lower net interest margin.

It cut $100 million in costs through operational improvements but punishing macro conditions will keep pulling its profits down.

It considers US loans as its primary growth driver and will seek to build up its loan book over deposits.

It had no choice but to slash prices despite higher fuel prices in a bid to woo passengers.

It has the potential to score billions from drillship and semi-sub contracts, and a redoubled capacity in ship repair and conversion.

It was released to limit risk exposure and avert a repeat of the governance disaster last seen in the 2008 financial crisis.

Ms Widjaja is in charge of thecompany's overall business units' operations.

Mr Yuen was in charge of overseeing the financial and accounting functions of the Group.