Thursday, May 31, 2012

Opportunities abroad are also opportunities here - Manila Times

Published : Thursday, May 31, 2012 00:00 Article Views : 281

The recently-concluded 45th Annual Board of Governors’ Meeting of the Asian Development Bank (ADB) tackled a number of economic issues not only in the Philippines but also for the whole region. But one thing that created a lasting impression and curious interest for the rural banking industry was the forecast on the level of remittances from our modern heroes, the Overseas Filipino Workers (OFWs), this year.

The Manila-based multilateral funding institution predicted that the country’s gross national product (GNP) will grow by five percent this year due to a strong service sector and the continuously steady flow of OFW remittances, the latter being the consistent economic driver over the years. The flow of remittances is anchored not only on more Filipinos opting to find better opportunities overseas, but also on the sustained demand for professional and skilled Filipino workers abroad.

Foreign governments have done their part to keep the steady flow of Filipino workers for their respective countries. This year, enhancements in the recruitment systems of host countries are expected to support the resilience of remittance flows, including the launching of the International Direct e-Recruitment System for Filipino workers in Taiwan, the signing of a Memorandum of Understanding on Labor Cooperation and a Protocol on Regulating the Recruitment and Employment of Domestic Workers with Lebanon and Jordan, and the amendment of the Korean Employment Permit System. These factors underpin the general prognosis that influx of much-needed foreign currencies will continue to grow for years to come.

On a grand scale, OFW remittances generate various activities in the Philippines, as well as augment the stability of the local consumer market. Boosted by remittances, families of OFWs typically are a strong player in the market, be it in real estate or in commercial and industrial sectors. They have money to spend and they are active purchasers.

How significant is this for banks?

Banks now account for around 90 percent of the entire remittance business as OFWs shifted from informal channels like couriers and door-to-door delivery services to safer methods to send money home through the banking system.

As such, several banks have opened various services to accommodate these remittances. Nearly all major banks have services tailor-fit for OFWs, as well as a few value-adds to gain new foreign-based depositors and keep the existing ones. For rural banks, a steady flow of OFW remittances means a healthy money transfer business. Thus, several rural banks have joined the Philippine Payments and Settlements System (PhilPaSS) of the Bangko Sentral ng Pilipinas last year.

The PhilPaSS Remit System for OFW remittances is an online and real-time gross settlement payment system administered by the BSP to facilitate payment transactions between banks. It offers a rate of P50 per transaction compared to P100 to P500 per charged by other money transfer systems.

With PhilPaSS, rural banks can offer a faster yet more affordable service to clients in the countryside who are also beneficiaries of many OFWs. By utilizing this system, rural banks can offer cheaper, if not the cheapest transaction fees without incurring any losses.

A number of rural banks are set to course their financial transaction through PhilPaSS as part of the many innovations of the Rural Bankers Association of the Philippines.

The PhilPaSS-Remit system is also part of the advocacy of the BSP to help Filipinos abroad and their beneficiaries by providing a safer, faster, and cheaper means of remittance. The project is one of the initiatives undertaken by the BSP in coordination with the Association of Bank Remittance Officers Inc. through a memorandum of agreement in December of 2009 but was only implemented in the second quarter of 2011. The BSP has encouraged banks and financial institutions to course OFW remittances through its electronic payment and settlement system so that beneficiaries of Filipinos working abroad could enjoy lower fees.

According to the BSP, the settlement of OFW remittances through the PhilPaSS Remit System would result in savings of between P100 and P500 per transaction as current system charges between P150 and P550 per transaction. OFW families are expected to save at least P92 million due to the faster and cheaper delivery of remittances to the beneficiaries at a lower rate of P50 per transaction.

Of course, rural banks can offer other value-added services, just like their bigger brethren, aside from savings through the use of PhilPaSS. Among the other financial and non-financial products and services rural banks offer to OFWs and their families include high-yield medium/long-term time deposit, children’s savings accounts, education and housing loans, bills payment and collection services, and advisories about successful business ventures and skills in partnership with different government agencies. These opportunities can help improve the utilization and conversion of remittances into productive investments and other business opportunities.

The number of OFWs is expected to increase every year. Being away from their loved ones for many years is the ultimate sacrifice an OFW has to bear for the financial betterment of his or her family. Admittedly, this supreme sacrifice has also served as the fulcrum of the national economy. The least we in the industry can do is to maximize every foreign currency-denominate remittance that is sent home.


View the original article here

Business : Boeing Co-sponsors Conference To Explore Business Opportunities With Malaysia


View the original article here

Market Opportunities and Business Strategies in Private Label Branding in Brazil

NEW YORK, May 29, 2012 /PRNewswire/ -- Reportlinker.com announces that a new market research report is available in its catalogue:

Market Opportunities and Business Strategies in Private Label Branding in Brazil

http://www.reportlinker.com/p0803932/Market-Opportunities-and-Business-Strategies-in-Private-Label-Branding-in-Brazil.html#utm_source=prnewswire&utm_medium=pr&utm_campaign=Marketing

Synopsis

The report provides top-level market analysis, information and insights into the Brazilian private label products market, including:• Current, historic and forecast share of the Brazilian private label market• Comprehensive, country-specific analysis of market attractiveness covering key macroeconomic trends plus benchmarking with other key global and Latin American private label markets• Detailed analysis of the key drivers for private label in Brazil • Detailed analysis of the challenges affecting the private label market in Brazil• Detailed analysis of retailer strategies by product categories and by retail format • Case studies of the top private label retailers in Brazil

Summary

Private labels accounted for a market share of XX% in Brazil in 2007. This figure grew by XX% during the review period to reach a market share of XX% in 2011. The global financial crisis led to consumers becoming more value-conscious. Brazilian consumers have become more willing to try private label products at the expense of branded products in order to save on their grocery expenditure.

The growing share of organised retail in Brazil meant that retailers continued to improve on the quality of their private label products and started marketing them between the leading and discounted brands. While the low cost of private labels continued to be the key driving factor, manufacturers started entering the premium market by offering high value products. Over the forecast period, private labels are expected to record positive growth and be driven by consumer demand for high-value products.

There is an increasing trend of collaborative product development in the Brazilian market. As a part of this trend, companies are involving consumers in product development activity. Some of Brazil's key private label product categories include paper napkins, paper towels, alcoholic drinks, carpet cleaner and disinfectant.

Scope

• This report provides a comprehensive analysis of the private label market within the consumer packaged goods industry in Brazil• It provides an overview of key global markets for private label • It provides comparison of private label market share in Brazil with Latin American countries and with the key global markets• It provides historical shares for the Brazilian private label market for the report's 2007–2011 review period and forecast figures for the 2012–2016 forecast period • It highlights the consumer, business and economic factors driving the private label market in Brazil• It covers a summary on the key challenges facing the private label market in Brazil• It details the business strategies of private label brands by retail store formats• It discusses the key emerging product strategies in the Brazilian private label market• It compares the pricing strategy adopted for private label products in key categories• It outlines the purchasing habits of Brazilian consumers by age-group across branded and private label products• It outlines the future outlook for the Brazilian private label market• It profiles the major retailers in the private label market in Brazil

Reasons To Buy

• Make strategic business decisions using top-level historic and forecast market data related to the Brazilian private label market• Understand the key consumer, business and economic trends within the Brazilian private label market• Gain insights into the strategies adopted by retailers in different product categories and also across different retail formats• Gain insights into the challenges facing the Brazilian private label market• Gain insights into the trends in the Brazilian private label market

Key Highlights

• The private label market in Brazil grew by XX% during the review period (2007–2011) to reach a market share of XX% in 2011.• Brazilian consumers have become more willing to try private label products at the expense of branded products in order to save on their grocery expenditure. • Private label products in Brazil are, on average, XX% cheaper than branded products. However this range can vary significantly depending on the specific product type and the retail outlets in which the product is being sold. • Some of Brazil's key private label product categories include paper napkins, paper towels, alcoholic drinks, carpet cleaner and disinfectant.• There is an increasing trend of collaborative product development in the Brazilian market. As a part of this trend, companies are involving consumers in product development activity. • Having made inroads into the Brazilian retail market, retailers have adopted a new strategy with regards to the positioning of their private labels. Operators are now introducing more sophisticated products under their private label brands to directly compete in the premium market alongside national brands. Table of Contents1 Executive Summary2 Market Size and Forecast2.1 Private Label – Global Scenario and Benchmarking2.2 Private Label in Latin America2.3 Evolution of Private Labels in Brazil2.4 Brazilian Private Labels – Market Size and Forecast3 Key Trends and Drivers3.1 Macroeconomic Environment3.1.1 Per capita annual disposable income3.1.2 GDP at constant prices3.1.3 Demographic split by age3.1.4 Urbanization3.2 Organized Retail Industry Dynamics3.3 Key Drivers3.3.1 Consumer drivers3.3.2 Business drivers3.3.3 Economic drivers4 Brand Positioning and Target Segment – Strategies and Initiatives4.1 Emerging Business Strategies in Key Private Label Categories4.1.1 Personal care4.1.2 Wine4.1.3 Cereal bars4.2 Business Strategy by Store Format4.3 Pricing Strategy4.4 Target Segment by Age Group5 Future of Private Label in Brazil6 Challenges7 Case Studies7.1 Carrefour7.1.1 Price leadership strategy7.1.2 Health and wellness products – Viver7.1.3 Products targeting premium product categories – Carrefour selection7.1.4 Targeting different consumer demographics7.2 Walmart7.2.1 "Everyday Low Prices" strategy launched in Brazil7.2.2 Healthy and sustainable products – Sentir Bem7.2.3 Unified brand strategy across multiple store format – Bom Preco8 Appendix8.1 About BRICdata8.1.1 Areas of expertise8.2 Methodology8.3 DisclaimerList of TablesTable 1: Private Label Market Share – Top 10 Countries (% Value), 2011Table 2: Brazil Private Label Market Share (% Value), 2007–2016Table 3: Brazilian Private Labels – Key CategoriesTable 4: Snapshot of Retailers Strategy Across Different Product CategoriesTable 5: Cereal Bar – Price ComparisonTable 6: Brazilian Private Label – Business Strategies by RetailersTable 7: Brazilian Private Label – Pricing StrategyTable 8: Brazil Private Label Target Segment, by Age Group – 2011Table 9: Carrefour Brazil – SalesTable 10: Carrefour – Viver Range of Health Food ProductsTable 11: Walmart – Range of Private Label ProductsList of FiguresFigure 1: Private Label Market Share – Top 10 Countries (% Value), 2011Figure 2: Private Label Market Share – Comparison Global vs BRICFigure 3: Private Label Market Share in Latin America (% Value), 2008–2011Figure 4: Evolution of Private Label in BrazilFigure 5: Brazil Private Label Market Share (% Value), 2007–2016Figure 6: Brazil Per Capita Annual Disposable Income (US$), 2007–2016Figure 7: GDP of Brazil at Constant Prices (US$ Billion), 2007–2016Figure 8: Age Distribution of Total Population in Brazil, 2007–2016Figure 9: Urban and Rural Population Split in Brazil, 2007–2016Figure 10: Brazil Organized Retail Share, 2007–2016Figure 11: Brazil Private Label – Key DriversFigure 12: Pluii – Premium Range of Private LabelFigure 13: Taeq – Cereal barsFigure 14: Private Label Penetration in Brazil, by Type of StoresFigure 15: Brazil Price Comparison – National Brands vs Private LabelFigure 16: Brazil Private Target Segment, by Age Group – 2011Figure 17: Private Label – Strategy Going ForwardFigure 18: Brazil Private Label – Key ChallengesFigure 19: Carrefour Range of Private Label ProductsFigure 20: Carrefour – Viver Range of Healthy Foods ProductsFigure 21: Carrefour Private Label Product RangeFigure 22: Walmart – Sentir Bem Private Label Product RangeFigure 23: Carrefour Private Label Product Range

To order this report:Marketing Industry: Market Opportunities and Business Strategies in Private Label Branding in Brazil

More  Market Research Report

Check our  Industry Analysis and Insights

Nicolas Bombourg

Reportlinker

Email: nicolasbombourg@reportlinker.com

US: (805)652-2626

Intl: +1 805-652-2626


View the original article here

Business Opportunities and Development Trends of Emerging Smart Cities in China - TMCnet

TMCNet: Business Opportunities and Development Trends of Emerging Smart Cities in China

NEW YORK, May 28, 2012 /PRNewswire via COMTEX/ -- Reportlinker.com announces that a new market research report is available in its catalogue: Business Opportunities and Development Trends of Emerging Smart Cities in China http://www.reportlinker.com/p0866974/Business-Opportunities-and-Development-Trends-of-Emerging-Smart-Cities-in-China.html#utm_source=prnewswire&utm_medium=pr&utm_campaign=Telecommunication_Services Due to the high population density in urban areas worldwide, China - with the world largest population - is facing the increased pressure with respect to resource management. In order to sustain its economic growth, China has begun seeking new opportunities and the smart city concept, boasting a potential market value worth trillions of RMB, seems to be an optimal solution to attract more investment funds from international and Chinese ICT companies. This report profiles the definition of a smart city and provides insight into the government policies, current industry development strategies and new opportunities expected to create for cities undertaking the smart city initiative in China.

Table of Contents 1. Introduction 1.1 Research Background 1.2 Research Objective 1.2.1 Clarifying the Smart City Concept and Provide Supplementary Research Information 1.2.2 Understanding Current Smart City Development in China and Estimating Potential Market Size 1.3 Research Framework 1.4 Research Scope 1.5 Research Methodology 1.5.1 Data Collection 1.5.1.1 Primary Data 1.5.1.2 Secondary Data 1.5.2 Inductive Data Analysis 1.5.2.1Basic Development Elements 1.5.2.2 Key Government Policies 1.5.2.3 Secondary Data Compilation ?2. Smart City Concept 2.1 Definition of a Smart City 2.1.1 Research Organization Viewpoint 2.1.2 ICT Company Viewpoint 2.1.3 MIC Project Definition 2.2 Framework and Scope of a Smart City 2.2.1 Framework 2.2.2 Scope 2.2.3 Smart City Indicators 2.2.3.1 Degree of Smart Development Indicator 2.2.3.2 Cluster Grouping Indicator 3. Smart City Policy Development in China 3.1 The Chinese Central Government 3.2 The Chinese Local Governments 3.2.1 Beijing Municipality 3.2.2 Shanghai Municipality 3.2.3 Chengdu Municipality 3.2.4 Shenzhen Municipality 3.2.5 Zhongqing Municipality 3.2.6 Nanjing Municipality 3.2.7 Qingdao Municipality 3.2.8 Hangzhou Municipality 3.2.9 Tianjin Municipality 3.2.10 Wuhan Municipality 3.3 Current Pilot Projects 3.4 Smart Development Dimensions 3.4.1 Origin and Development Framework 3.4.1.1 Four Main Dimensions 3.4.1.2 Examples in China 4. Chinese Smart Cities in Reality 4.1 Smart City Development in Shanghai 4.1.1 City Profile 4.1.2 Progress and Planning 4.1.3 Operating Model 4.1.4 Success Stories 4.1.4.1 Smart Healthcare Launched by Mingxing 4.1.4.2 China Telecom's "Wireless Digital Healthcare" project at the Mingxing District Centre Hospital 4.2 Smart City Development in Ningpo 4.2.1 City Profile 4.2.2 Progress and Planning 4.2.3 Success Stories 4.2.3.1 Smart Logistics 4.2.3.2 Smart Healthcare 4.2.3.3 Smart City Management 4.3 Smart City Progress in Foshan 4.3.1 City Profile 4.3.2 Progress and Planning 4.3.3 Success Stories 5. Major Smart City Vendors and Their Development Strategies in China 5.1 Competition between Vendors in China 5.1.1 Smart City Market Development in China 5.1.2 Development Strategies of International Vendors 5.1.3 Development Strategies of Chinese Vendors 5.2 Major Smart City Vendors in China 5.2.1 Huawei Technology 5.2.1.1 Company Profile 5.2.1.2 R&D 5.2.1.3 Products and Services 5.2.1.4 Business Development 5.2.2 Digital China 5.2.1.1 Company Profie 5.2.1.2 Products and Services 5.2.1.3 Development Status 5.2.3 Insigma 5.2.3.1 Company Profile 5.2.3.2 Products and Services 5.2.3.3 Development Status 5.2.4 Enjoyor 5.2.4.1 Company Profile 5.2.4.2 Business Performance 5.2.4.3 R&D 5.2.4.4 Products and Services 5.2.4.5 Business Model 5.2.4.6 Customer Profiles 6. Smart City Opportunities in China 6.1 Estimating the scale of overall business opportunities 6.1.1 Smart Grid 6.1.2 Smart Transportation 6.1.3 Smart Home 6.1.4 Smart Manufacturing 6.1.5 Smart Finance 6.1.6 Smart Government 6.1.7 Smart Logistics 6.1.8 Smart Healthcare 6.1.9 Smart Tourism 6.2 Smart City Opportunity Exploration 6.2.1 Regional Smart Development 6.2.2 Differences in City Characteristics 6.2.3 Main User Requirements 6.3 Regional and Industrial Opportunity Exploration 6.3.1 Environmental Assessment 6.3.2 Demand Assessment 7. Conclusion 7.1 Policy Incentives to Spur Huge Smart City Opportunities in China 7.2 Smart City Promotions in China to Cover the Entire Industry Chain 7.3 Competition between System Integrators to Intensify; Alliances Expected to Stand a Better Chance of Winning Appendix List of Features Figure 1 Smart City Research Framework Figure 2 Smart City Application and Technology Development Roadmap Figure 3 Smart City Framework Figure 4 Scope of a Smart City Figure 5 Smart City Development Directions of China Figure 6 Smart City Development Framework of Ningpo Figure 7 IoT Solution Designed for the Chancheng District of Foshan Figure 8 Huawei Technology Revenues, 2009 - 2010 Figure 9 Huawei e-City Business Scope and Deliverables Figure 10 Huawei e-City Platform Architecture Figure 11 Smart City Business Expansion of Huawei Figure 12 Enjoyor R&D Spending, 2006 - 1H 2011 Figure 13 Architecture of Enjoyor Smart Transportation Solution Figure 14 Architecture of Enjoyor Smart Healthcare Solution Figure 15 Smart City Clusters and Preparedness Levels in China To order this report:Telecommunication Services Industry: Business Opportunities and Development Trends of Emerging Smart Cities in China More Market Research Report Check our Industry Analysis and Insights Nicolas BombourgReportlinkerEmail: nbo@reportlinker.comUS: (805)652-2626Intl: +1 805-652-2626 SOURCE Reportlinker [ Back To Smart Grid Home's Homepage ]


View the original article here

Alcatel-Lucent looks at business opportunities in Myanmar, sees growth in Southeast Asia

Alcatel-Lucent is cautiously looking at business in Myanmar and other countries in SE Asia and the region will play a bigger role in its future growth.var AddOthers = document.getElementById("yahoobuzzsyn").innerHTML;var msgparent = '13686261'; var _obj=document.getElementById("reportAbuseDiv"); var y = findPosY(_obj); window.onscroll=setabuseForm;try{var istrack = Get_Ckie('MSCSAuth');if(istrack!=null) {var rewardemail=Get_Ckie('MSCSAuthDetails').split('=')[1];if(rewardemail.indexOf('@')==-1){rewardemail=rewardemail+'@indiatimes.com';}var locurl=document.location.href;locurl=locurl.replace('jcmsportaldev','economictimes');locurl=locurl.replace(':8243','');lbsubmit(locurl,"et","47d206624cfa4fb69f1303856da04f74","navmsid","read_article",rewardemail);}}catch(ex){}var facebooklink=document.location.href;function callPublish(msg, attachment) {//alert("test");FB.ui( { method: 'stream.publish', message: msg, attachment: { media: [{ type: "image", href: facebooklink, src: fb_Img }], name: facebookktitle, caption: 'economictimes.indiatimes.com', description: facebooksyn, href: facebooklink }, user_message_prompt: "What's on your mind?" }, function(response) { if (response && response.post_id) { } else { } } );}var share = { method: 'stream.share', u: 'http://economictimes.indiatimes.com' }; FB.ui(share, function(response) { console.log(response); });function blockError(){return true;} window.onerror = blockError; var timeslog_channel_url = 'economictimes.indiatimes.com';var ttrendlogmsid='13686261';function blockError(){return true;} window.onerror = blockError; var timeslog_channel_url = 'economictimes.indiatimes.com';var ttrendlogmsid='13686261';function invokeLogin(){try{isLoggedSso = getCookievaluetwitt('MSCSAuth');if(Get_Ckie('autologin')!=null){Delete_Ckie("autologin","/",".indiatimes.com");}tpbar1();setTimeout("twtFbSso();",1000);setTimeout("dolike();",2000);setTimeout("populate_wf_new('/cmtofartfb/13686261.cms?msid=13686261','populatecomment','no','putMathQ(1);fillformdetail(1);putCmtCnt();getemid();')",5000);}catch(ex){}} var usersessionkey=""; var loginFbSts=""; FB.init({appId: '117787264903013',oauth:true, status: true, cookie: true, xfbml: true}); if(Get_Ckie('autologin')!=null){Delete_Ckie("autologin","/",".indiatimes.com"); } function getFbActiveSession() { try{ if(usersessionkey!='' && Get_Ckie('autologin')==null && Get_Ckie('MSCSAuth')==null){Set_Ckie("autologin","1",0,"/",".indiatimes.com","");document.getElementById("signupsso").src="/autologin.cms";}else{if(loginFbSts=="not_authorized"){ //Received the FB Active Session but app not authenticated//if(Get_Ckie('disableautolg')==null)//{ // Set_Ckie("autologin","1",0,"/",".indiatimes.com","");//loadPopup('13');//}}if(loginFbSts=="unknown"){// FB not connected }}}catch(ex){} } function getSessionFB(){ FB.getLoginStatus(function(response) { loginFbSts=response.status; if (response.authResponse){//session = response.session;//sessionkey=session.session_key;usersessionkey=response.authResponse.accessToken;} else { } getFbActiveSession(); }); } try { setTimeout("getSessionFB()",2000); } catch(ex){ } try{if(navigator.appName=="Microsoft Internet Explorer"){populatedivfb('/social_html_ie.cms','socialreader_content');}else{populatedivfb('/social_html_ffcrome.cms','socialreader_content');}}catch(ex){alert(ex);}function populatedivfb(urlval,divval){populatefb(urlval,divval,'');}function populatefb(urlval,divval,loading){try{var xmlhttp=false;var status=0;if(loading != 'no'){var str_temp = '

Loading

';str_temp = str_temp + '';document.getElementById(divval).innerHTML = str_temp;}xmlhttp = window.XMLHttpRequest?new XMLHttpRequest():new ActiveXObject("Microsoft.XMLHTTP");if (xmlhttp){xmlhttp.onreadystatechange=function(){if (xmlhttp.readyState==4){if (xmlhttp.status==200){document.getElementById(divval).innerHTML=xmlhttp.responseText;}else if (xmlhttp.status==404) status=0else status=0}}xmlhttp.open("GET",urlval,true);xmlhttp.send(null);}}catch (e){xmlhttp = false; }}function blockError(){return true;} window.onerror = blockError; var timeslog_channel_url = 'economictimes.indiatimes.com';var ttrendlogmsid='13686261';function blockError(){return true;} window.onerror = blockError; var timeslog_channel_url = 'economictimes.indiatimes.com';var ttrendlogmsid='13686261';function invokeLogin(){try{isLoggedSso = getCookievaluetwitt('MSCSAuth');if(Get_Ckie('autologin')!=null){Delete_Ckie("autologin","/",".indiatimes.com");}tpbar1();setTimeout("twtFbSso();",1000);setTimeout("dolike();",2000);setTimeout("populate_wf_new('/cmtofartfb/13686261.cms?msid=13686261','populatecomment','no','putMathQ(1);fillformdetail(1);putCmtCnt();getemid();')",5000);}catch(ex){}} var usersessionkey=""; var loginFbSts=""; FB.init({appId: '117787264903013',oauth:true, status: true, cookie: true, xfbml: true}); if(Get_Ckie('autologin')!=null){Delete_Ckie("autologin","/",".indiatimes.com"); } function getFbActiveSession() { try{ if(usersessionkey!='' && Get_Ckie('autologin')==null && Get_Ckie('MSCSAuth')==null){Set_Ckie("autologin","1",0,"/",".indiatimes.com","");document.getElementById("signupsso").src="/autologin.cms";}else{if(loginFbSts=="not_authorized"){ //Received the FB Active Session but app not authenticated//if(Get_Ckie('disableautolg')==null)//{ // Set_Ckie("autologin","1",0,"/",".indiatimes.com","");//loadPopup('13');//}}if(loginFbSts=="unknown"){// FB not connected }}}catch(ex){} } function getSessionFB(){ FB.getLoginStatus(function(response) { loginFbSts=response.status; if (response.authResponse){//session = response.session;//sessionkey=session.session_key;usersessionkey=response.authResponse.accessToken;} else { } getFbActiveSession(); }); } try { setTimeout("getSessionFB()",2000); } catch(ex){ } var filesadded="" var filesdeleted=""; function removejscssfile(filename, filetype) { var targetelement=(filetype=="js")? "script" : (filetype=="css")? "link" : "none" //determine element type to create nodelist from var targetattr=(filetype=="js")? "src" : (filetype=="css")? "href" : "none" //determine corresponding attribute to test for var allsuspects=document.getElementsByTagName(targetelement) for (var i=allsuspects.length; i>=0; i--){ //search backwards within nodelist for matching elements to remove if (allsuspects[i] && allsuspects[i].getAttribute(targetattr)!=null && allsuspects[i].getAttribute(targetattr).indexOf(filename)!=-1)allsuspects[i].parentNode.removeChild(allsuspects[i]) //remove element by calling parentNode.removeChild() } } function loadjscssfile(filename, filetype) { if (filetype=="js"){ //if filename is a external JavaScript file var fileref=document.createElement('script') fileref.setAttribute("type","text/javascript") fileref.setAttribute("src", filename); } else if (filetype=="css"){ //if filename is an external CSS file var fileref=document.createElement("link") fileref.setAttribute("rel", "stylesheet") fileref.setAttribute("type", "text/css") fileref.setAttribute("href", filename) } if (typeof fileref!="undefined") document.getElementsByTagName("head")[0].appendChild(fileref) } function checkloadjscssfile(filename, filetype) { loadjscssfile(filename, filetype) filesadded+="["+filename+"]" //List of files added in the form "[filename1],[filename2],etc" } function checkdeletejscssfile(filename, filetype) { removejscssfile(filename, filetype) filesdeleted+="["+filename+"]" //List of files added in the form "[filename1],[filename2],etc" } if(navigator.appName=="Microsoft Internet Explorer"){checkdeletejscssfile("/social_cssie.cms", "css");checkloadjscssfile("/social_cssie.cms", "css");checkdeletejscssfile("/social_jsie_top_v3.cms?ogtype=1", "js");checkloadjscssfile("/social_jsie_top_v3.cms?ogtype=1", "js");}else{checkdeletejscssfile("/social_cssffcrome.cms", "css");checkloadjscssfile("/social_cssffcrome.cms", "css");checkdeletejscssfile("/social_jsffcrome_top_v3.cms?ogtype=1", "js");checkloadjscssfile("/social_jsffcrome_top_v3.cms?ogtype=1", "js");}if(navigator.appName=="Microsoft Internet Explorer"){checkdeletejscssfile("/social_jsie_bottom.cms", "js");checkloadjscssfile("/social_jsie_bottom.cms", "js");document.getElementById('readerie').style.display="block";}else{checkdeletejscssfile("/social_jsffcrome_bottom.cms", "js");checkloadjscssfile("/social_jsffcrome_bottom.cms", "js");document.getElementById('readerffchr').style.display="block";}setTimeout("dolike();",1000); function dolike(){try{var tmpuName=getCookievaluetwitt('MSCSAuthDetails').split('=')[1];if(tmpuName!=null || tmpuName!=""){if(tmpuName.indexOf('@')==-1){tmpuName=tmpuName+'@indiatimes.com';}var ssoImageSrc="";if(getCookievaluetwitt('Fbimage')!=null){var usersessionkey="";var smallImageFB="";var bigImageFB=getCookievaluetwitt('Fbimage');var fbmapremove=getCookievaluetwitt('fbmapremove');if(bigImageFB!=null){bigImageFB=bigImageFB+"?type=large";}else{bigImageFB="http://economictimes.indiatimes.com/photo/8221284.cms";}var smallImageFBLogo="";if(fbmapremove==null){ssoImageSrc="http://jsso.indiatimes.com/sso/GetImage?userid="+tmpuName+"&siteid=28bfa66996f8f615c2e2a688f807a675&ru=http://economictimes.indiatimes.com/photo/82212bbb84.cms";document.getElementById("usrprofileimg").src=ssoImageSrc;var image = document.getElementById('usrprofileimg');image.onerror = function () { this.src = bigImageFB; // place your error.png image instead};}else{document.getElementById("usrprofileimg").src="http://economictimes.indiatimes.com/photo/8221284.cms";}document.getElementById("usernamedo").style.display="block";if(userNameSFT!=""){var tmpUfNVal1="";var tmpUfN1="";var tmpUlN1="";var tmpUFullN1="";var username;tmpUfNVal1=getCookievaluetwitt('MSCSAuthDetail');tmpUfNVal1=tmpUfNVal1.split("~");if(tmpUfNVal1[4].split('=')[1]!=null){tmpUfN1=tmpUfNVal1[4].split('=')[1];if(tmpUfN1=="null"){tmpUfN1="";}}else {tmpUfN1="";}if(tmpUfNVal1[5].split('=')[1]!=null){tmpUlN1=tmpUfNVal1[5].split('=')[1];if(tmpUlN1=="null"){tmpUlN1="";}}else {tmpUlN1="";}var tmplower=tmpUfN1.toLowerCase();var tmplower1=tmpUlN1.toLowerCase();if (tmplower.indexOf(tmplower1) !=-1) {username=tmpUfN1;}else if (tmpUfN1.indexOf(tmpUlN1) !=-1) {username=tmpUfN1;}else {username=tmpUfN1+" "+tmpUlN1;}tmpUFullN1=tmpUfN1+tmpUlN1;username=username.replace("+"," ");document.getElementById("usernamediv").innerHTML=username;}else{if(tmpuName.indexOf('@')!=-1){tmpuName1=tmpuName.split('@');document.getElementById("usernamediv").innerHTML=tmpuName1[0];}else{document.getElementById("usernamediv").innerHTML=tmpuName;}}}else{ssoImageSrc="http://jsso.indiatimes.com/sso/GetImage?userid="+tmpuName+"&siteid=28bfa66996f8f615c2e2a688f807a675&ru=http://economictimes.indiatimes.com/photo/8221284.cms";document.getElementById("usrprofileimg").src=ssoImageSrc;document.getElementById("usernamedo").style.display="block";if(userNameSFT!=""){var tmpUfNVal1="";var tmpUfN1="";var tmpUlN1="";var tmpUFullN1="";var username;tmpUfNVal1=getCookievaluetwitt('MSCSAuthDetail');tmpUfNVal1=tmpUfNVal1.split("~");if(tmpUfNVal1[4].split('=')[1]!=null){tmpUfN1=tmpUfNVal1[4].split('=')[1];if(tmpUfN1=="null"){tmpUfN1="";}}else {tmpUfN1="";}if(tmpUfNVal1[5].split('=')[1]!=null){tmpUlN1=tmpUfNVal1[5].split('=')[1];if(tmpUlN1=="null"){tmpUlN1="";}}else {tmpUlN1="";}var tmplower=tmpUfN1.toLowerCase();var tmplower1=tmpUlN1.toLowerCase();if (tmplower.indexOf(tmplower1) !=-1) {username=tmpUfN1;}else if (tmpUfN1.indexOf(tmpUlN1) !=-1) {username=tmpUfN1;}else {username=tmpUfN1+" "+tmpUlN1;}tmpUFullN1=tmpUfN1+tmpUlN1;username=username.replace("+"," ");document.getElementById("usernamediv").innerHTML=username;}else{if(tmpuName.indexOf('@')!=-1){tmpuName1=tmpuName.split('@');document.getElementById("usernamediv").innerHTML=tmpuName1[0];}else{document.getElementById("usernamediv").innerHTML=tmpuName;}}//document.imagechangeform.userid.value=tmpuName;}document.getElementById("usernameimg").style.display="block";//ssoImageSrc="http://jsso.indiatimes.com/sso/GetImage?userid="+tmpuName+"&siteid=28bfa66996f8f615c2e2a688f807a675&ru=http://economictimes.indiatimes.com/photo/8221284.cms";}}catch(ex){}}if(Get_Ckie('FRMartshow')!=null){Delete_Ckie("FRMartshow","/",".indiatimes.com");}function mysvdart(){Set_Ckie("FRMartshow","1",1,"/",".indiatimes.com","");}function childcmt(rootid){try{var trigerList = $("div[id^='"+rootid+"']");var trigerList1 = $("div[id^='expend"+rootid+"']");for(i=0;i1){if(lvldpt == 2){$(trigerList[i]).css({"paddingLeft":"50px"});$(trigerList[i]).css({"width":"569px"});}if(lvldpt == 3){$(trigerList[i]).css({"paddingLeft":"100px"});$(trigerList[i]).css({"width":"519px"});}if(lvldpt == 3){$(trigerList[i]).css({"paddingLeft":"150px"});$(trigerList[i]).css({"width":"479px"});}}}for(ij=0;ij1){if(lvldpt == 2){$(trigerList[i]).css({"paddingLeft":"50px"});$(trigerList[i]).css({"width":"569px"});}if(lvldpt == 3){$(trigerList[i]).css({"paddingLeft":"100px"});$(trigerList[i]).css({"width":"519px"});}if(lvldpt == 3){$(trigerList[i]).css({"paddingLeft":"150px"});$(trigerList[i]).css({"width":"479px"});}}}for(ij=0;ij1){}else{//trigerList6.style.display="none";trigerList6.hide();}}function getnxtpagecnt(){var trigerList4 = $("span[id^='gtcnt']");for(i=0;i

View the original article here

General Electric Company : General Electric : See Long-Term Business Opportunities In Myanmar - 4-traders (press release)

05/31/2012 | 05:23am

General Electric Co. (GE) hopes to get a license to operate in Myanmar by the end of this year as it sees long-term business opportunities in the Southeast Asian nation, Chief Executive of GE ASEAN Stuart Dean said Thursday.

The company is looking to provide power generator equipment to the country and is currently in talks with the Myanmar government to supply portable gas turbines, Dean told reporters on the sidelines of the World Economic Forum for East Asia in Bangkok.

Dean said he hopes talks with the government will conclude by the fourth quarter.

-By Payungsak Wiriyabunditkul, Dow Jones Newswires; 662-690-4200; payungsak.wiriyabunditkul@dowjones.com


View the original article here

Business fails to realise social media potential - Computer Weekly

Global companies are failing to exploit the business opportunities created by social media. 

The B2B sector in particular is failing to spot the benefits and risks of social networking, according to research.

Over half of B2B businesses have no means of tracking conversations about them on social media platforms, according to a survey of over 1,000 global businesses.

The survey, carried out by cloud-based customer experience software maker Satmetrix, found 75% of B2B companies do not measure or quantifying social media activity.

B2C businesses faired a little better, with only 22% having no means of tracking social media conversations and 67% not measuring or quantifying social network references.

Businesses, most notably in the retail sector, are using social media to communicate with potential customers. But 55% of businesses fail to respond to customer feedback. 

IDC Retail Insights says 30% of European retailers plan to introduce social media tools in the next two years. 

“Businesses recognise the need for a social media strategy, however many are challenged in putting an effective strategy in place,” said Richard Owen, CEO at Satmetrix. 

“Whilst 77% of consumers post comments about products, 67% of businesses have no means of measuring what is being said and fewer than one in 20 have any insight into the sentiment of what is being said.”

He said this is a massive lost opportunity. “Not only are companies running the risk of losing customers by not addressing their issues shared online, but they are also walking past the opportunity to capitalise on positive comments made on the social web.”

Andrew Poppleton, managing director of Accenture's UK and Ireland Technology Group, recently told attendees of a HP customer event in London that socially-driven IT is impacting businesses, with some integrating social media into their core systems and processes. 

"Instead of interacting with customers only through callcentres, some businesses are adding social media like Twitter as new entry points," said Poppleton.

Suppliers are reacting to this demand. Indian IT services firm Infosys has a platform aimed at supporting enterprise known as iEngage. This supports sales and marketing through ensuring the business is getting the right online information, via social media, to and from customers. 

It also links into an eCommerce system which enables customers to immediately buy in the same place as they receive information and then manages the customer's purchase lifecycle. 

There is an employee collaboration platform that helps the business share knowledge. This enables information to flow between employees and customers, employees and employees and employees and managers.


Register now to receive ComputerWeekly.com IT-related news, guides and more, delivered to your inbox.By submitting you agree to receive email from TechTarget and its partners. If you reside outside of the United States, you consent to having your personal data transferred to and processed in the United States. Privacy

View the original article here