After stocks exchange in Indonesia convert to scriptless trading, by using Jakarta Automated Trading Systems, equity trading in Indonesia has been improved sophisticatedly. Improvement of equity trading since remote trading introduced by members of Jakarta Stocks Exchanges (JSX).
After merged by government, JSX and Surabaya Stocks Exchanges united become Indonesia Stocks Exchanges (IDX). Because of unsatisfying of some investors and perhaps trading errors by some brokerage dealers, certain members of IDX improved their application systems that would make possible investors execute transactions by themselves anywhere and anytime. Systems which use interconnection network or internet commonly known as online trading.
Some of IDX members that use online trading : Indo Premier Securities by IPOT (Indo Premier Online Trading), e-Trading, BNI Securities by e-Smart, Anugerah Securindo. Recently, online trading not only use PC or notebook. By smart phone such as Blackberry, investors could buy or sell their equities. Beside that, beginning deposit of members of IDX that use online trading decrease significantly. Commonly, not more than 10 million IDR.
For further information, please contact representatives' offices of mentioned above at your town/city.
Jumat, 09 Oktober 2009
Selasa, 28 Juli 2009
Diversifying Your Portfolio
The goal of diversification is to reduce the risk involved in building a portfolio. Volatility is limited by the fact that not all asset classes or industries or individual companies move up and down in value at the same time or at the same rate. While this limits the rate of growth as well, it reduces the likelihood of substantial losses and allows for more consistent performance under a wide range of economic conditions.
Devising an asset allocation plan is the first step toward diversifying a portfolio. Dividing funds between different asset classes provides some protection against loss when one type of investment is underperforming. Because the values of different investments often move in opposite directions, investing in a range of securities reduces the risk that all assets will be decreasing in value at the same time. The process of diversification, however, does not end with asset allocation.
Within asset classes, it is important to purchase securities from a variety of industries, so that poor performance in one area will not send an entire portfolio reeling. Certain industries perform better under certain economic conditions, but a diverse portfolio should continue to build overall value under almost any conditions. Diversification should then continue even within industries by purchasing securities from a mix of companies that serve different roles within the industry. A single stock in a high-flying industry may still fail, but a group of ten diverse stocks within that industry will have lower volatility than just one would.
Learning enough about the many industries and companies that make up a diverse portfolio is no easy task. A great deal of research is required to make good decisions. For investors who wish to learn about a few specific areas to pick individual investments, mutual funds can fill in the gaps. Professionals design mutual funds to have a great deal of diversification built in. Even mutual funds that focus on a particular part of a particular industry will usually provide the chance to invest in a broad cross-section of that sector.
Index funds provide another option for diversification by giving investors the opportunity to invest in all of the stocks that appear in a certain index. While these funds vary widely in terms of the stocks they cover, they all provide the opportunity to tie the returns on invested funds to the performance of a large number of individual stocks. These funds differ from the actively managed funds discussed above in that the contents of the funds are determined independently by whoever maintains the index instead of relying on a fund manager who has the power to make decisions about where to invest the money.
adopted from businessweek
Devising an asset allocation plan is the first step toward diversifying a portfolio. Dividing funds between different asset classes provides some protection against loss when one type of investment is underperforming. Because the values of different investments often move in opposite directions, investing in a range of securities reduces the risk that all assets will be decreasing in value at the same time. The process of diversification, however, does not end with asset allocation.
Within asset classes, it is important to purchase securities from a variety of industries, so that poor performance in one area will not send an entire portfolio reeling. Certain industries perform better under certain economic conditions, but a diverse portfolio should continue to build overall value under almost any conditions. Diversification should then continue even within industries by purchasing securities from a mix of companies that serve different roles within the industry. A single stock in a high-flying industry may still fail, but a group of ten diverse stocks within that industry will have lower volatility than just one would.
Learning enough about the many industries and companies that make up a diverse portfolio is no easy task. A great deal of research is required to make good decisions. For investors who wish to learn about a few specific areas to pick individual investments, mutual funds can fill in the gaps. Professionals design mutual funds to have a great deal of diversification built in. Even mutual funds that focus on a particular part of a particular industry will usually provide the chance to invest in a broad cross-section of that sector.
Index funds provide another option for diversification by giving investors the opportunity to invest in all of the stocks that appear in a certain index. While these funds vary widely in terms of the stocks they cover, they all provide the opportunity to tie the returns on invested funds to the performance of a large number of individual stocks. These funds differ from the actively managed funds discussed above in that the contents of the funds are determined independently by whoever maintains the index instead of relying on a fund manager who has the power to make decisions about where to invest the money.
adopted from businessweek
Kamis, 25 Juni 2009
Recovery Requires A Revolution
There’s plenty of talk about green stimulus plans around the world, but numbers tell a different story. A new report by the OECD, an organization of the world’s richest countries, shows that green efforts in many countries are being thwarted rather than encouraged by the economic crisis. In particular, lower oil prices have slowed the push to adopt alternative energy sources which seemed so urgent last year when oil was $147 a barrel. That will likely change now that oil prices are creeping back up ; what’s more worrisome is the sharp slow-down in research spending amongst businesses. Historically, R & D spending moves in parallel with GDP – it slowed down in the early 1990s recession, as well as after the dot-com bubble. Recent evidence based on first quarter corporate results from this year shows that it’s happening again. US venture capital is down 60 percent over the previous year and declines are similar in Europe and China. Patent applications are down almost everywhere.
This is bad news, because lots of smart economists believe that in lieu of the American consumer, who doesn’t seem likely to re-open their wallet anytime soon, only some sort of major innovation burst--something that really revolutionizes productivity or energy usage--is going to get the global economy back on track longer term. If that's the case, it would come from new technologies, the kind that people aren’t investing in these days. It’s ironic, because there are plenty of examples that show that when countries or companies do up their research investment in a downturn, it tends to pay off in spades. Finland boosted it back in the 1990s, grabbing large chunks of the global telecoms market and Korea did the same after 2001, increasing its ranking amongst rich countries. Likewise, Google and Samsung came out much stronger after spending in past recessions. Those that don’t, like Western Europe, tend to fall behind. Note to politicians : while you are busy bailing out banks and auto firms, don’t forget tax credits and research incentives for the smaller, more innovative firms that will create the next generation of jobs and eventually get us out of this crisis.
Taken & Adopted from newsweek.com
This is bad news, because lots of smart economists believe that in lieu of the American consumer, who doesn’t seem likely to re-open their wallet anytime soon, only some sort of major innovation burst--something that really revolutionizes productivity or energy usage--is going to get the global economy back on track longer term. If that's the case, it would come from new technologies, the kind that people aren’t investing in these days. It’s ironic, because there are plenty of examples that show that when countries or companies do up their research investment in a downturn, it tends to pay off in spades. Finland boosted it back in the 1990s, grabbing large chunks of the global telecoms market and Korea did the same after 2001, increasing its ranking amongst rich countries. Likewise, Google and Samsung came out much stronger after spending in past recessions. Those that don’t, like Western Europe, tend to fall behind. Note to politicians : while you are busy bailing out banks and auto firms, don’t forget tax credits and research incentives for the smaller, more innovative firms that will create the next generation of jobs and eventually get us out of this crisis.
Taken & Adopted from newsweek.com
Selasa, 02 Juni 2009
America's Car Company
With its control over GM, the White House begins a risky chapter in its efforts to nationalize companies for the well-being of the economy.
As it takes a controlling stake in General Motors, the Obama administration is betting that it can rapidly bring the company out of bankruptcy, just as it has recently done with Chrysler.
"Our goal is to get GM back on its feet, take a hands-off approach and get out quickly," said President Obama at the White House Monday, just hours after GM filed for Chapter 11 bankruptcy in a New York court. In its 24-page filing, the company showed that it was encumbered with $173 billion in liabilities compared to $82 billion in assets.
Under the terms of the largely pre-arranged bankruptcy, U.S. taxpayers will own 60% of a new General Motors (GM-news-people) when its court-supervised restructuring is completed in 60 to 90 days. The Canadian and Ontario governments will own 12%, the United Automobile Workers union 17.5% and unsecured bondholders 10%.
In addition, the U.S government plans to pump an additional $30.1 billion into the company on top of the $19.4 billion it had already invested and to convert most of that into equity in the new GM, leaving the automaker with a healthier balance sheet. Senior administration officials have said they do not intend to invest any more money into the company.
GM Chief Executive Frederick "Fritz" Henderson called the bankruptcy filing a defining moment for the company. "The GM that let too many of you down is history. Today marks the beginning of what will be a new company."
GM's bankruptcy filing comes just as Chrysler is reemerging from its own government brokered bankruptcy. Sunday night, a New York judge approved the $2 billion sale of nearly all of Chrysler's assets to the Italian company Fiat (FIATY.PK-news-people). The restructuring took just 31 days.
But GM, the United States' largest automaker, is a far more complicated company than Chrysler, which the president also acknowledges. With its control over GM, the Obama administration begins a risky chapter in its efforts to nationalize companies for the well being of the economy at large. Although the administration is pushing the company into bankruptcy, it is effectively creating a new national champion, opening itself to criticism about how much influence the government will have in GM until it emerges as a public company again.
"Our biggest concern...is the potential for governments and unions to influence production, product, workforce and management decisions in ways that could jeopardize the automakers' chances for survival, put politics and special interests above sound business strategy, and disrupt our nation's trading relationships across the world," said U.S Chamber of Commerce President and Chief Executive Thomas Donohue in a statement Monday.
Obama has vowed that the administration will take a hands-off approach. "What we are not doing--what I have no interest in doing--is running GM," he said. The company will continue to be run by a private board of directors, some of which are on GM's current board, though the administration retains the power to remove board members if necessary. Henderson is expected to remain as the company's chief executive, at least for now.
But Obama warned that the company's restructuring will take a 'painful toll' on many Americans. "More jobs will be lost, more plants will close," he said.
GM says it will shutter 11 factories and put three others on 'standby status' to reopen when industry sales rebound. The plants slated to close include two assembly plants in Michigan and Delaware; three stamping plants in Michigan, Indiana and Ohio ; and six power train factories, including three in Michigan and one each in Ohio, Virginia and New York. The total number of employees affected was not known. GM is expected to begin offering buyouts to some 21,000 GM hourly workers shortly.
The company's manufacturing plan reduces its total number of assembly, powertrain and stamping facilities in the U.S. from 47 in 2008 to 34 by the end of 2010 and 33 by 2012. The plan will allow GM to achieve full capacity utilization of its assembly operations in 2011, two years ahead of what it had earlier proposed to the government, resulting in lower fixed costs per vehicle sold.
One of the plants on standby notice will gear up to produce about 160,000 new subcompacts a year, most likely the Chevrolet Spark, which GM had originally intended to import from China. In the past, GM could not make small cars profitably in the U.S, but new labor concessions ratified last week, in advance of GM's bankruptcy filing, enable GM to close the wage and benefit gap with its foreign-based rivals.
"With these agreements, there's no excuse for these companies not to build in the U.S," says United Autoworkers Union President Ronald Gettelfinger.
As part of the bankruptcy agreement, the U.S government will hold $8.8 billion in GM debt and preferred stock. The Canadian governments will lend GM $9.5 billion, most of which will be converted into equity. Canada will wind up with $1.7 billion in debt and preferred stock.
The UAW agreed to forgive $20 billion that GM owes to a trust fund to pay retiree health care benefits. In exchange, the union will receive a 17.5% stake in the new GM, plus $6.5 billion in preferred shares, a $2.5 billion note and a warrant to purchase a further 2.5% of GM in the future. In total, the changes will save GM $13 billion, the union said.
But some groups are concerned that the administration is trampling bankruptcy law by giving the UAW trust a greater stake in the new company than secured creditors receive. That criticism was also levied at the administration after a UAW trust received a 55% stake in the company, while secured creditors took $2.25 billion for the $6.9 billion they were owed.
As it takes a controlling stake in General Motors, the Obama administration is betting that it can rapidly bring the company out of bankruptcy, just as it has recently done with Chrysler.
"Our goal is to get GM back on its feet, take a hands-off approach and get out quickly," said President Obama at the White House Monday, just hours after GM filed for Chapter 11 bankruptcy in a New York court. In its 24-page filing, the company showed that it was encumbered with $173 billion in liabilities compared to $82 billion in assets.
Under the terms of the largely pre-arranged bankruptcy, U.S. taxpayers will own 60% of a new General Motors (GM-news-people) when its court-supervised restructuring is completed in 60 to 90 days. The Canadian and Ontario governments will own 12%, the United Automobile Workers union 17.5% and unsecured bondholders 10%.
In addition, the U.S government plans to pump an additional $30.1 billion into the company on top of the $19.4 billion it had already invested and to convert most of that into equity in the new GM, leaving the automaker with a healthier balance sheet. Senior administration officials have said they do not intend to invest any more money into the company.
GM Chief Executive Frederick "Fritz" Henderson called the bankruptcy filing a defining moment for the company. "The GM that let too many of you down is history. Today marks the beginning of what will be a new company."
GM's bankruptcy filing comes just as Chrysler is reemerging from its own government brokered bankruptcy. Sunday night, a New York judge approved the $2 billion sale of nearly all of Chrysler's assets to the Italian company Fiat (FIATY.PK-news-people). The restructuring took just 31 days.
But GM, the United States' largest automaker, is a far more complicated company than Chrysler, which the president also acknowledges. With its control over GM, the Obama administration begins a risky chapter in its efforts to nationalize companies for the well being of the economy at large. Although the administration is pushing the company into bankruptcy, it is effectively creating a new national champion, opening itself to criticism about how much influence the government will have in GM until it emerges as a public company again.
"Our biggest concern...is the potential for governments and unions to influence production, product, workforce and management decisions in ways that could jeopardize the automakers' chances for survival, put politics and special interests above sound business strategy, and disrupt our nation's trading relationships across the world," said U.S Chamber of Commerce President and Chief Executive Thomas Donohue in a statement Monday.
Obama has vowed that the administration will take a hands-off approach. "What we are not doing--what I have no interest in doing--is running GM," he said. The company will continue to be run by a private board of directors, some of which are on GM's current board, though the administration retains the power to remove board members if necessary. Henderson is expected to remain as the company's chief executive, at least for now.
But Obama warned that the company's restructuring will take a 'painful toll' on many Americans. "More jobs will be lost, more plants will close," he said.
GM says it will shutter 11 factories and put three others on 'standby status' to reopen when industry sales rebound. The plants slated to close include two assembly plants in Michigan and Delaware; three stamping plants in Michigan, Indiana and Ohio ; and six power train factories, including three in Michigan and one each in Ohio, Virginia and New York. The total number of employees affected was not known. GM is expected to begin offering buyouts to some 21,000 GM hourly workers shortly.
The company's manufacturing plan reduces its total number of assembly, powertrain and stamping facilities in the U.S. from 47 in 2008 to 34 by the end of 2010 and 33 by 2012. The plan will allow GM to achieve full capacity utilization of its assembly operations in 2011, two years ahead of what it had earlier proposed to the government, resulting in lower fixed costs per vehicle sold.
One of the plants on standby notice will gear up to produce about 160,000 new subcompacts a year, most likely the Chevrolet Spark, which GM had originally intended to import from China. In the past, GM could not make small cars profitably in the U.S, but new labor concessions ratified last week, in advance of GM's bankruptcy filing, enable GM to close the wage and benefit gap with its foreign-based rivals.
"With these agreements, there's no excuse for these companies not to build in the U.S," says United Autoworkers Union President Ronald Gettelfinger.
As part of the bankruptcy agreement, the U.S government will hold $8.8 billion in GM debt and preferred stock. The Canadian governments will lend GM $9.5 billion, most of which will be converted into equity. Canada will wind up with $1.7 billion in debt and preferred stock.
The UAW agreed to forgive $20 billion that GM owes to a trust fund to pay retiree health care benefits. In exchange, the union will receive a 17.5% stake in the new GM, plus $6.5 billion in preferred shares, a $2.5 billion note and a warrant to purchase a further 2.5% of GM in the future. In total, the changes will save GM $13 billion, the union said.
But some groups are concerned that the administration is trampling bankruptcy law by giving the UAW trust a greater stake in the new company than secured creditors receive. That criticism was also levied at the administration after a UAW trust received a 55% stake in the company, while secured creditors took $2.25 billion for the $6.9 billion they were owed.
Senin, 11 Mei 2009
Riding Out the Recession With Repairs
Shelly Investments, which owns two California car dealers and other businesses are keeping the cash register ringing with repairs
Last year the management at Shelly Investments, which owns a pair of car dealerships and an auto repair service, Spectrum Collision, in Irvine, Calif., worried that the stalling economy would send their new car sales screeching to a halt.
In order to prepare, the company turned to a Pepperdine University program in which MBA students offer consulting advice over the course of a semester. Their recommendation ? Try to make up for the drop in new car sales with a greater focus on the repair shop.
Shelly quickly stepped up its marketing of fix-it services, placing signs in its dealerships and positioning Spectrum employees in the dealers' service departments to recommend repairs. The shift has paid off : Business at Spectrum has remained steady, with the company continuing to pull in about $800,000 a month. "It's a survival game right now," says Spectrum's business manager, Susan Spadier. "We'll do anything we can to retain the customers."
Taking the Initiative
If there's ever been a time to promote your company's repair or refurbishment services, it's now. As the economy has sputtered, frugal customers are spending less on new goods and fixing up or maintaining what they already own. Small companies like Shelly Investments are hoping to capitalize on the trend, turning to outside consultants or public-relations agencies, boosting advertising budgets, or using search engine marketing to target consumers hunting for repair services. "Business owners have to be pro-active, not reactive [in this economy]" says Dr. Dave McMahon, associate professor of marketing at Pepperdine University. "Don't react to what competitors may be doing," he says. "Carve your own niche."
That's what Cliff Spencer, who runs his own furniture and cabinetry shop in Marina del Rey, Calif., has done —literally. As the economy turned, he saw orders for large cabinetry projects in homes "go out like a match," so now he's promoting his reclaimed wood and refinishing capabilities. Customers can bring in older furniture or a reclaimed piece of wood, and he can craft it into something new. With help from his wife Leigh, he's spread the word about the service through blogs, industry newsletters, and a new Web site. Demand for such projects has quadrupled over the past six months. "The economic downturn is frustrating, but the benefit of it is you see more people wanting to live a little more efficiently and give a second look to what they already have around them," he says.
Some experts feel that this may be more than a recession-driven trend, and advise that small business owners should prepare to focus on repairs over the longer term. "In the last 15 to 20 years we've become a much more throw-away, as opposed to repair-oriented, society," says David Urban, professor of marketing at Virginia Commonwealth University. "I've got a feeling that the severity of this economic downturn may have some long-lasting implications and get people to re-examine their behavior."
Lots of Appliance Questions
That would suit JustAnswer, a San Francisco firm that allows customers to ask questions of experts in any field for a small fee, just fine. The company has been in business for more than five years, but didn't experience acute growth until the economy soured. Anticipating a demand for fix-it services, JustAnswer spent five times more on appliance repair advertising than any other area, buying up key words on Google and other search engines.
The results of their efforts ? JustAnswer has seen a 57% boost in traffic related to appliance and auto repair services over the past year. Some of the sharpest jumps have come in the number of questions asked about common—but expensive—household items. Refrigerator and computer repair questions have risen 409% and 780%, respectively. "It's been remarkable; we're seeing tons of growth," says CEO Andy Kurtzig. "We're spending a lot of time and money bringing in new customers."
Taken & Adopted from BusinessWeek
Last year the management at Shelly Investments, which owns a pair of car dealerships and an auto repair service, Spectrum Collision, in Irvine, Calif., worried that the stalling economy would send their new car sales screeching to a halt.
In order to prepare, the company turned to a Pepperdine University program in which MBA students offer consulting advice over the course of a semester. Their recommendation ? Try to make up for the drop in new car sales with a greater focus on the repair shop.
Shelly quickly stepped up its marketing of fix-it services, placing signs in its dealerships and positioning Spectrum employees in the dealers' service departments to recommend repairs. The shift has paid off : Business at Spectrum has remained steady, with the company continuing to pull in about $800,000 a month. "It's a survival game right now," says Spectrum's business manager, Susan Spadier. "We'll do anything we can to retain the customers."
Taking the Initiative
If there's ever been a time to promote your company's repair or refurbishment services, it's now. As the economy has sputtered, frugal customers are spending less on new goods and fixing up or maintaining what they already own. Small companies like Shelly Investments are hoping to capitalize on the trend, turning to outside consultants or public-relations agencies, boosting advertising budgets, or using search engine marketing to target consumers hunting for repair services. "Business owners have to be pro-active, not reactive [in this economy]" says Dr. Dave McMahon, associate professor of marketing at Pepperdine University. "Don't react to what competitors may be doing," he says. "Carve your own niche."
That's what Cliff Spencer, who runs his own furniture and cabinetry shop in Marina del Rey, Calif., has done —literally. As the economy turned, he saw orders for large cabinetry projects in homes "go out like a match," so now he's promoting his reclaimed wood and refinishing capabilities. Customers can bring in older furniture or a reclaimed piece of wood, and he can craft it into something new. With help from his wife Leigh, he's spread the word about the service through blogs, industry newsletters, and a new Web site. Demand for such projects has quadrupled over the past six months. "The economic downturn is frustrating, but the benefit of it is you see more people wanting to live a little more efficiently and give a second look to what they already have around them," he says.
Some experts feel that this may be more than a recession-driven trend, and advise that small business owners should prepare to focus on repairs over the longer term. "In the last 15 to 20 years we've become a much more throw-away, as opposed to repair-oriented, society," says David Urban, professor of marketing at Virginia Commonwealth University. "I've got a feeling that the severity of this economic downturn may have some long-lasting implications and get people to re-examine their behavior."
Lots of Appliance Questions
That would suit JustAnswer, a San Francisco firm that allows customers to ask questions of experts in any field for a small fee, just fine. The company has been in business for more than five years, but didn't experience acute growth until the economy soured. Anticipating a demand for fix-it services, JustAnswer spent five times more on appliance repair advertising than any other area, buying up key words on Google and other search engines.
The results of their efforts ? JustAnswer has seen a 57% boost in traffic related to appliance and auto repair services over the past year. Some of the sharpest jumps have come in the number of questions asked about common—but expensive—household items. Refrigerator and computer repair questions have risen 409% and 780%, respectively. "It's been remarkable; we're seeing tons of growth," says CEO Andy Kurtzig. "We're spending a lot of time and money bringing in new customers."
Taken & Adopted from BusinessWeek
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