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Singtel Bullish???
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WiseInvestor
Elite |
22-Mar-2021 11:57
Yells: "Forex Biz Opportunity for traders!" |
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NEWS RELEASE CapitaLand proposes restructuring to sharpen business focus and unlock shareholder value ▪ To create a leading global Real Estate Investment Manager (REIM) with multiple Fund AUM growth drivers ▪ Privatised real estate development business to continue to incubate projects and provide pipeline opportunities for newly created REIM ▪ To unlock substantial value for CapitaLand shareholders ▪ CapitaLand shareholders to receive an implied consideration of S$4.102 per share in cash and scrip, including 1-for-1 equivalent stake in new listed entity (CLIM) *******i heard that hedge funds with about 35M short postions will be burnt ******** | ||||
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Entropy72
Master |
22-Mar-2021 10:51
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From: The Ken
No one thought it could happen. Then it did. In August 2020, Bharti Airtel, India?s second largest telecom operator beat Reliance Jio, its largest rival, on a vital metric: net subscriber additions. It added nearly 2.9 million subscribers in August compared to Jio?s 1.86 million. Everyone thought it was an aberration. That Jio had temporarily suffered a blip. But Airtel has continued to beat Jio on net subscriber additions every month since then. But Airtel was still number two, they reckoned. Jio was still the undisputed leader. Until Airtel?s active subscriber base crossed Jio?s in October. Active subscribers refers to the percentage of a telecom network?s users who are considered revenue generating, as opposed to those who may have expired or become inactive. But India is a large market, they argued. Since telecom was effectively now a duopoly, surely Airtel and Jio could both continue growing? But then, Jio?s active subscriber base fell by 3.45 million subscribers in January. Since barely pipping Jio on active subscribers in October, Airtel today has amassed a lead of 11.25 million over its larger rival. Airtel had 335.7 million subscribers in January compared to Jio?s 324.5 million. Let that sink in. India?s ?number two? telco Airtel has 11.25 million more active subscribers than its ?number one?, Jio. You?re thinking how that makes sense. It does, if you look at the last metric that Airtel hasn?t managed to snatch away from Jio??total subscribers?. Because on that count, Jio towers over Airtel with a lead of over 66 million. With 410.7 million total subscribers, Jio is way ahead of Airtel?s 344.6 million. But what if Airtel doesn?t want to beat Jio on total subscribers? What if its content with staying at ?number two?, but with more active subscribers generating more revenue? That isn?t conjecture, but Airtel?s audacious plan that it has been executing to a ?t? since late 2018, when it voluntarily culled 50 million of its low value subscribers. Bharti Airtel reckons that the safest position to be in a declining yet hyper-competitive market is at number 2. While on one side, Reliance Jio will need to continue matching up to service and revenue expectations as the number 1, on the other side, Vodafone-Idea will need to fight hard to stay relevant at number 3. Affording Bharti Airtel the freedom to be choosy or to focus on premium customer segments. In such a scenario, Bharti Airtel goes from being viewed pessimistically as a market leader trying to defend itself, to a challenger with relative advantages against both its major opponents. A ?number 2 premium?, if you will. The dethroning, liberation and reinvention of Bharti Airtel, The Ken (April 2019) Losing the ?number one? crown to Jio after 15 years forced Airtel into understanding the fact that only paying and active subscribers matter. Its rivals could tout ?total subscribers?, but it would no longer play that game. This is why Airtel?s ratio of active to total subscribers is 97.4%. In contrast, Jio?s is a mere 79%. Even Vi, the perennially underperforming telco borne of the marriage between Vodafone and Idea, is at a healthy 89.6%. Haemorrhaging subscribers to Jio (which still continues) also forced Airtel into an existential period of intense soul-searching. Out of which emerged the conclusion that there was no point in holding on to millions of low-value subscribers, many of whom used its services as a secondary number (India is the mecca of multi-SIM devices and users). Most such subscribers also had long validity periods, allowing them to receive calls without incurring any expense for months at a time, sometimes even years. Getting rid of them would allow it to focus on retaining or attracting more profitable customers, especially post-paid ones and smartphone (4G) users. [?] The message from Airtel was clear?if customers didn?t contribute profitable revenue, it didn?t want them on its network. And by touting its own stricter standard for defining a subscriber, Airtel is hoping to force a higher bar on how its competitors define subscribers. ?We went down from 333 million subscribers to 284 million because we revised our subscriber definition based on our minimum ARPU plan. We shed 49 million customers as a consequence of that. Jio?s customer is defined as anyone who receives a call on their network in 90 days, so that?s a different definition,? says the first Bharti Airtel executive. How Airtel learnt to stop worrying and love the bomb, The Ken (April 2019) And what is Jio, the market leader, doing to counter Airtel? The company that was complaining to regulators last year about rivals conspiring to keep data prices too low has had to deal with the reality of its subscribers migrating to rivals when it increased its own data prices. In January, it made voice calls to any network free of cost for users. A new plan offers subscribers a free phone with specific tenures. What do analysts think about this disruptive offer? Not much. "We don't foresee this offer to create a significant dent on the 2G consumers of Bharti/VIL. This is prima-facie on account of low-income strata of the target segment to shell-out upfront ₹ 1,999 as well as lack of handset choice acting as a barrier," analysts at domestic brokerage house Dolat Capital Market Pvt Ltd said in a report. |
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mav1ryan
Veteran |
22-Mar-2021 10:48
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I think Telco shares will chiong once travelling resumed, especially everyone is preparing for 5G now. There is no reason Singtel cannot goes back to pre-COVID price especially India is doing much better now. | ||||
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hokpin
Supreme |
22-Mar-2021 10:42
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Dragon, pls wake up and chase! Have been left behind too much by other blue chips. STI closes to 3,150 liao! | ||||
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ffff152100ffff
Master |
22-Mar-2021 10:42
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Singtel want us sell also cannot and buy also cannot...Always at this price up down 1 to 3 cents...
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halleluyah
Supreme |
22-Mar-2021 10:38
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2.30...
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ffff152100ffff
Master |
22-Mar-2021 10:35
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Going down 2.36
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mav1ryan
Veteran |
22-Mar-2021 10:34
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If Singtel dropped again to 2.2x, it' s time to buy more. | ||||
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Entropy72
Master |
22-Mar-2021 06:44
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New Singtel CEO on a key career moment: 'He blew smoke in my face'
He faces challenges, including maintaining customer focus, and investments in staff and the network itself Days after Mr Yuen Kuan Moon took charge as chief executive officer of Singtel Group, the telecommunications giant had an unprecedented challenge: a massive cyber attack involving the personal information of 130,000 customers. The cyberstrike was effected when files on the Accellion file transfer appliance were accessed illegally. Also stolen was some information on 23 enterprises, including suppliers and corporate customers. There were questions whether the vendor, which flagged some risks in December, had been entirely forthcoming about subsequent threats. While Singtel had weathered its share of crises, including disruptive fires, this was a new one. "The first priority was to take care of our customers," says Mr Yuen, who is 54 years old. "The second was to check if there were further risks or backdoors, and the third was to get information to the customers, public and, of course, the regulator. It doesn't change anything to get upset at your vendor at that point of time because you do need their help. That's the most important thing in a crisis: Never let your emotions get ahead of you." Keeping a cool head is going to be critical for Mr Yuen as he settles in to steer Singtel through what promises to be extraordinary times, marked by rapid developments in technology and shifting consumer demands, all against a fraught geopolitical backdrop. In its Singapore home, it needs to ensure its 11,200 staff, many of whom are company loyalists like him, are readied for the digital age and its unique mindset. The data breach itself had capped a year of unprecedented challenges for Singtel, when it was quick to recognise the potential damage from the Covid-19 outbreak and raced to activate its business continuity plans over the Chinese New Year period just as Singapore reported its first Covid-19 case on Jan 23 last year. For starters, staff who had visited China, or entertained visitors from the country, were told to stay home. Many thought the measures were too extreme but, as a provider of essential services, Singtel saw few options. "Some staff thought we're very kiasu," recalls Mr Yuen, who, as head of consumer services, knew the buck stopped at his desk. "But of course, after that everybody said, 'Oh, you've got foresight.' " For their part, customers were offered more free channels during the lockdown. Some enterprise customers facing shutdowns such as pubs - big subscribers of the football channel - got a rent hiatus. While mobile traffic plummeted as customers stayed home, network traffic shot up. Remarkably, the network held up. "We've always had a certain percentage of headroom, even before Covid. That bought us time. Then we expanded further. I'm sure you've seen that our network held up during the whole period while (some) others didn't," says Mr Yuen. Covid-19 has been devastating for most companies and Singtel was no different, but business has been picking up in recent quarters and I ask if the worst is over. The domestic market in Singapore, he says, seems to have recovered but much depends on travel resumption, given that the island had been approaching 20 million tourists annually when the pandemic struck. Add on 12 million to 15 million overseas trips made by locals, and the figure tops 30 million. Losing that cuts into the lucrative business of roaming and temporary SIM cards sold to visitors. "This 30 million is not coming back any time soon," he says. "It is not about the vaccinations in Singapore. If the countries that you want to get into - South-east Asia is the biggest market for us, and then China, India - if their capital cities do not open up, it is not going to happen." It looks like one of those rare situations when the cherished regional footprint is not an advantage. Still, there has been some upside: With broadband connectivity still being built up in many markets, customers, denied Net usage in the office, have had no option but to increase cellphone usage during work-from-home. Besides, Covid-19 has unquestionably pushed digital acceleration in irreversible ways. As businesses rush to catch up, opportunities open for subsidiary NCS to win lucrative contracts in helping with the digital transformation. Mr Yuen will not reveal details but recent top hires at NCS, which now reports directly to him, suggest a plan to turn it into a major consulting arm of Singtel. Mr Yuen expects to unveil his strategy close to the full-year results due out in May. Among other things, shareholders may need to stop seeing the firm as a dividend play when that is announced, analysts believe. Some things won't change regardless, says the new CEO. Top of the list is customer focus, followed by investments in employees and the network itself. It helps that Covid-19 has taught customers the value of subscribing to a high-quality, reliable network. A recent Kearney report on telecoms says Covid-19 has shown the need to roll out 5G networks faster, and even invest in fibre as a priority. That makes me inquire how Singtel's own 5G roll-out, with Ericsson technology, is progressing. Mr Yuen says Singtel is on track to delivering to the timeframe set by the regulator. Accelerating the roll-out is not an urgent priority though because there is no network congestion in Singapore. However, there indeed is a need to speed up with 5G solutions for enterprises, given that so many multinationals use Singapore as their regional headquarters. "5G is more of an enterprise play rather than a consumer play," he says. "The network costs a lot because it's a new technology and you are actually replicating the network for 4G when we have not yet gotten our full returns on that. We want to make sure that (when we roll it out for consumers), they get the value that they deserve." Since it was corporatised in the mid-1990s, Singtel has had only four CEOs. The telecoms industry tends to be led by stayers like them, or, as in the case of Mr Yuen, "lifers". Singtel is the only company he has worked for in a 28-year career. His predecessor stayed 31 years and led the company for 13 of those years. Mr Yuen says this is a career issue he has himself pondered. Recruited off the campus even before he had sat his final engineering examination, it was comforting for the son of a printing employee of modest means to be aware that a secure position awaited upon graduation. Singtel tended to hire just two types of executives then - engineers and accountants - so it wasn't entirely a surprise when he was told on his first day at work that it wasn't engineering but project management he was slotted for, in the paging division. After that he was rotated through many other roles. When you can do so many things in one company - in Mr Yuen's case, that included a five-year posting with Indonesia's largest mobile operator, there is enough learning to stay fulfilled. "I tell fresh grads who join Singtel, search internally first before you search externally. Even people of my generation in Singtel back then could ask for the job that you wanted." Subsequently, he says, then CEO Lee Hsien Yang sent him to do a management course at Stanford University. "I don't think I aced the interview but I guess he just decided he had to invest in people. When I came back, I owed the company contractually and morally. And then, they told me to move to Indonesia - go earn my stripes." It didn't take him long to accept the offer. With more than a hundred peers of matching seniority and qualifications crowding the field, all highly competent, Mr Yuen recognised the posting could help him get noticed by management. He persuaded his wife, then working for a non-profit at a higher salary than his, to move with him to Jakarta along with their infant daughter. Turning up to report to Telkomsel's commerce director, who also officiated as chief marketing officer at the time, the reception was not warm. "He was blowing cigarette smoke right in my face," recalls Mr Yuen. "He said, 'Tell me, what can you do for me?' It was clear he didn't want me. "My response was, 'Use me in whatever way you find useful.' " Eventually, Mr Yuen got the CMO position himself. Telkomsel had 10 million customers when he joined. At his departure five years later, the customer base had expanded tenfold. "You could say I rode the wave of (Indonesia's telecoms) growth. But you could also say that if we didn't execute well, we would not be the dominant No. 1 player in the market." When he arrived in Jakarta, Mr Yuen spoke little Bahasa Indonesia. Singapore military service, where he was an Infantry Scout, had taught him some Malay words - kiri/kanan pusing, for left and right turns, for instance - but in Indonesia, pusing translated to headache, so he had to pick his words with even more care. His Indonesian colleagues were not proficient in English. Mr Yuen set a rule: If the slides they displayed during presentations were in Bahasa, they would need to speak English with him, or vice versa. Eventually, he would insist that they speak to him in English. In turn, he would respond in Bahasa Indonesia. Singtel owns 35 per cent of Telkomsel. Mr Yuen has sat on the board of commissioners of Telkomsel since 2009, where he is the longest-serving member. "You have to be respectful of the locals and the way they do things. We bring the governance, the discipline and the way we run a business. So they've come to respect us as well." His Indonesian experience will no doubt come in handy as he digs his management spurs into the mammoth Singtel Group, whose footprint spans 21 markets, including Australia, where it owns all of No. 2 player Optus, and India, where it has 40 per cent of Bharti Airtel, also the No. 2 in that market. In addition, it has some important sideplays, including a joint venture with South Korea's SK Telecom in gaming and a 40 per cent stake in a digibank joint venture with Grab, a company with a markedly different corporate culture from Singtel. The last one, particularly, has raised eyebrows. But Mr Yuen says Singtel brings key strengths to the partnership, including brand credibility and loyalty, customer access to half of the phone users on the island, and insights into their habits. If the joint venture digibank can successfully scale up in Singapore, it can port that over to the region - that's the opportunity. "We do have a shareholders' agreement in place and we are going in with our eyes open," he says. "It's no different from the way we conduct our business in Indonesia, Thailand, the Philippines or in India. That is Singtel's strength we know how to be a minority partner." Keeping dissonance at bay in such a sprawl will be a challenge but Mr Yuen should be up for it. A former colleague of his, who retired from a senior position, describes him as "down to earth, execution-focused and a very good team player". Another potential minefield is geopolitics. Australia's decision to cut out Huawei was a shock because a good portion of Singtel's fully owned subsidiary, Optus, had installed Huawei equipment on its 4G network. However, says Mr Yuen, in a cloud-based system such as 5G, you have to work with everybody - the Chinese cloud that includes Huawei and Alibaba, and in the Western world, Microsoft's Azure, Amazon Web Services and Google Cloud. "There is no choice because you do not know how things will pan out. If you go with one and not the other, you're going to alienate 50 per cent or 40 per cent of the business, one way or the other. You can't afford to do that." It's a tricky minefield to traverse. But then, every Scout knows that life is not a walk in the park.
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stockman20
Senior |
21-Mar-2021 23:22
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Road to $3. | ||||
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Hieguy
Senior |
21-Mar-2021 17:08
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Any1 have the strait times arricle on what moon shared on Singtel today !!! | ||||
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ckmpd1
Supreme |
20-Mar-2021 20:48
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Yes. Singtel is a bad performer. No good reason for it. Perhaps it will rise soon.
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ffff152100ffff
Master |
20-Mar-2021 17:26
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Anyone know how come there is no last price? | ||||
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vicloo
Supreme |
19-Mar-2021 10:13
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Need breakthrough... have been dancing around 2.3-2.4 for nearly 2 mths.
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1BIG2SMALL
Member |
19-Mar-2021 10:09
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Cannot agree more.... could be something bad..... maybe insider know about it but not us as normal investors. | ||||
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naoshingo
Elite |
19-Mar-2021 09:38
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My worst performer amonst all.....StinkyTel....
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WiseInvestor
Elite |
19-Mar-2021 00:58
Yells: "Forex Biz Opportunity for traders!" |
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STI move toward 3200. Most STI stocks close to or pass pre-covid 19 level with significant reduction in short postions except Singtel which remain the No 1 Top short postions (shares). There is no weak fundmentals of Singtel. Expect Singtel to surge to $2.60 over short term, awaiting more coming postive cataylsts
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Entropy72
Master |
18-Mar-2021 23:02
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If the reduction in short volume can sustain for another week (ie weekly short less than 15k lots), sentiment will change towards Singtel.
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WiseInvestor
Elite |
18-Mar-2021 19:29
Yells: "Forex Biz Opportunity for traders!" |
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86,513,814 short postions as of opening Monday. Few days to yesterday did not see much shorts | ||||
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vivacious
Supreme |
18-Mar-2021 18:50
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2.50 by end of the month!! | ||||
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