最近做下一些股票的MACD(26, 12, 9), RSI 28/07/2010
MACD RSI
Zhulian 0.0010 54.40
NTPM (0.0020) 48.80
Halex 0.0060 61.60
Jaycorp 0.0050 46.80
Jaskita 0.0010 55.90
Mitra (0.0060) 51.40
Dialog 0.0020 64.10
CIHLDG 0.0040 68.90
Marco 0.0000 49.40
THPLANT 0.0050 65.6
Cscstel 0.0120 48.2
KPJ 0.0000 61.4
Pelikan 0.0120 67.5
Arreit 0.0010 51.7
Hektar 0.0000 52.4
Maybulk 0.0090 54.2
OSK 0.0000 45.6
MPHB 0.0030 48
Mahsing 0.0020 64
Haio 0.0120 39.8
Wellcal 0.0000 53
QL 0.0020 80.6
Axiata 0.0010 71.2
Maxis 0.0010 53.5
MACD(26, 12, 9)以黄金交叉为指标， 判断是否是买（MACD 负，从最大负数开始好转)， 待买(从交叉开始到最大负数）， 卖（MACD 正，从最大正数开始转坏)， 待卖(从交叉开始到最大正数）。觉得只适合漂浮较大的MACD. 指标只是提示， 只是用来供参考， 不一定是正确的.
买: NTPM
待买: Mitra, KPJ, ARREIT, Hektar, OSK
卖: Halex, Jaycorp, Jaskita, THPlant, Cscstel, Pelikan, Maybulk, Haio
待卖: Zhulian, Dialog, CIHLDG, Macro, Mahsing, Wellcal, QL, Axiata, Maxis
*资料可能回有错误， 如有， 希望提醒我更改.谢谢
（个人判断， 买卖自负)
2010年7月28日星期三
2010年4月21日星期三
OSK Research ups NTPM earnings outlook
KUALA LUMPUR: OSK Research has raised its earnings outlook for NTPM HOLDINGS BHD [] for FY10 and FY11 by 16%-24% to RM64.4m and RM66.8m respectively given the better than expected results.
It said on Monday, March 15 the target price was raised to 60 sen from 50 sen.
NTPM reported a good set of results with cumulative 9MFY10 revenue and earnings coming in at RM289.7 million (+10% y-o-y) and RM45.1 million (+44.5% y-o-y) respectively, above OSK Research's full year earnings forecast of RM51.8 million.
Aside from the continued growth in sales volume of its main products (tissue products, sanitary napkins and diapers), the stronger than expected results were mainly attributed to the low raw material costs.
Nine-months FY10 EBIT margin surged to 20.3% versus 15.9% in 9MFY09. Nonetheless, the research house sees margin compression in FY11 as stocks are depleted.
http://www.theedgemalaysia.com/business-news/161509-osk-research-ups-ntpm-earnings-outlook.html
It said on Monday, March 15 the target price was raised to 60 sen from 50 sen.
NTPM reported a good set of results with cumulative 9MFY10 revenue and earnings coming in at RM289.7 million (+10% y-o-y) and RM45.1 million (+44.5% y-o-y) respectively, above OSK Research's full year earnings forecast of RM51.8 million.
Aside from the continued growth in sales volume of its main products (tissue products, sanitary napkins and diapers), the stronger than expected results were mainly attributed to the low raw material costs.
Nine-months FY10 EBIT margin surged to 20.3% versus 15.9% in 9MFY09. Nonetheless, the research house sees margin compression in FY11 as stocks are depleted.
http://www.theedgemalaysia.com/business-news/161509-osk-research-ups-ntpm-earnings-outlook.html
2010年4月20日星期二
MMVB 2009: Premier brand in paper products (NTPM)
MMVB 2009: Premier brand in paper products
Monday, 23 November 2009 00:00
A chance encounter with a paper mill during a trip to Taiwan in 1973 sparked the idea of NTPM, the manufacturing company behind paper product household names Premier tissue paper, Cutie Compact toilet roll and Royal Gold tissue paper.
The coach that NTPM founder Lee See Jin was travelling in had stopped at a bus stop in Taipei when he noticed mountains of waste paper stored outside a factory. Curious, he went in to enquire and discovered that the factory was recycling wastepaper to produce joss paper and toilet paper.
“They bought 1kg of waste paper for 8 sen but sold 1kg of processed toilet paper for RM1.20! I didn’t understand the business in detail but I was thinking of the big amount of profits!” says Lee, who could not but compare it with the rice-milling business he was in with its profit margins of around 1% to 2%.
Two years later, Lee set up NTPM with RM1 million in funds from his own pocket and minority shareholders, but it wasn’t till four years later that production began. Despite the promise of huge profits, Lee says the first few years were “difficult”. The company only broke even in 1983 and began to turn a profit in 1984, says Lee in a recent interview at NTPM’s Bukit Jelutong sales warehouse and office. NTPM’s manufacturing plants are located in Nibong Tebal, Penang and Parit Buntar, Perak.
For its FY2009 April 30, NTPM recorded RM46.31 million in profit after tax on the back of revenue of RM358.56 million. Its 2009 annual report attributed the 41% jump in profit before tax to increased sales, softening of commodity prices towards 2H of FY2009 and improved efficiency in operations and distribution.
NTPM, which takes its name from its paper mill in Nibong Tebal, has come a long way since its founding. In 1986, in a move to expand the business, NTPM diversified its product offering from toilet tissue paper and joss paper to include serviettes and eventually, box tissues.
Premier has managed to grab more than 50% of the Malaysian market for tissue products because of quality and price, against its closest competitor, a multinational with about 25% to 30% market share, says Lee’s son Chong Choon.
In 1995, NTPM introduced the brand name Premier to showcase “first” and “excellence”, said Lee who spoke in English peppered with Mandarin and Hokkien phrases, which Chong Choon then translated, during the interview.
“In the past we had a number of smaller brands for paper tissue but as the business became bigger, we could not have so many brands. Manufacturing, delivery and warehousing would be a problem so we chose to continue with the brands that recorded big sales. We found that ‘Premier’ was easy to recall and had recorded good sales so we kept it,” says Lee. Cutie was the other brand that the company kept.
The success of the Premier brand didn’t come about by accident. NTPM works with a creative agency to come up with the idea for the packaging — it believes attractive packaging grabs consumer attention. Its sales and marketing team then works on the design and promotion drawing on in-house market surveys as well as Nielsen market research, says Chong Choon, who is NTPM executive director.
Over the years, NTPM’s marketing strategy has evolved from below-the-line strategies such as in-store promotions to billboard advertising and eventually, to a mixture of outdoor, below-the-line and above-the-line advertising. But “it’s not just about advertising”, says Lee.
“If your products are not good or are expensive, people have more options now and will always choose the good and cheap ones,” he says.
Besides spending on in-store block display space, NTPM also distributes samples to allow customers to try the products.
Distribution has also played a role in its success. NTPM’s business model of doing away with the middleman enabled it to reap higher profits. Even in the 1970s, its strong integrated distribution network set it apart from its competitors.
“While others only produced semi-finished paper products or jumbo rolls, our paper mill manufactured jumbo rolls, converted them into finished products and distributed them directly to the retailers,” says Lee.
Today, NTPM sells its products to retailers, hotels, factories and wholesalers, and has a total customer base of 10,000. Chong Choon says the company hopes to double that figure in three years’ time.
Lower costs have also enabled the company to compete against bigger rivals. When Premier was launched, there were other smaller local players and a multinational that produced box tissue products.
“That was the opportunity for us to step in. If they wanted to lower their costs or quantity [to compete], it would have affected their profit margins. Being a Chinese company, our expenses are kept very low, unlike Western counterparts, which have high salary benefits,” says Lee.
In 1986, NTPM penetrated the Singapore market, which was then importing toilet paper products from China. Not only was the quality nothing to shout about, the shipping time took 10 days. With its fleet of 130 trucks to deliver the products nationwide, NTPM could get its products to Singapore in a shorter time and for less. Besides Singapore, the company also has leased warehouses in Penang, Kelantan, Pahang, Melaka, KL, Johor and Sabah.
During the 1997 Asian financial crisis, NTPM began shipping to Hong Kong, which also sourced its paper products from China. Currently, NTPM exports to Southeast Asia, Australia, West Asia, the US and Africa. Overseas markets contribute a third of the business, with the remaining two-third coming from Malaysia.
Besides Premier, paper product brands under the NTPM group include Cutie Soft and Royal Gold. In 2003, the company diversified into personal care products, introducing its Intimate brand of sanitary pads, and Diapex baby diapers a year later. In September this year, NTPM streamlined its operations by relocating the personal care division from the existing tissue manufacturing plant in Nibong Tebal to its new RM2.9 million manufacturing plant in Parit Buntar, Perak.
Despite being up against more established brands in the fast-moving consumer goods sector, Intimate managed to increase sales by some 17% for the FY2009 ended April 30. Lee says the company hopes to grow the personal care segment to 50% of the business in three years’ time. It contributed about RM50 million of the group’s revenue for FY2009.
Lee, who looks much younger than his 70 years, may not have understood the paper product business when he started out. But he understands that it’s not just enough to have a good brand.
“If your brand is good but your costs are high, that means you can’t make a profit,” he says.
As such, he keeps a close eye on costs. In fact, listening to him talk about flying economy and staying in budget hotels on business trips, the word “frugal” comes to mind. And any investment he makes has to bring in a profit.
“My philosophy is, if it doesn’t bring in profit, I will not invest in it,” says Lee, who controls 42% of shares in the company.
*This article appeared in Malaysia's Most Valuable Brands 2009, the special focus pullout of The Edge Malaysia, Issue 782, Nov 23-29, 2009.
http://www.theedgemalaysia.com/management/155742--mmvb-2009-premier-brand-in-paper-products.html
Monday, 23 November 2009 00:00
A chance encounter with a paper mill during a trip to Taiwan in 1973 sparked the idea of NTPM, the manufacturing company behind paper product household names Premier tissue paper, Cutie Compact toilet roll and Royal Gold tissue paper.
The coach that NTPM founder Lee See Jin was travelling in had stopped at a bus stop in Taipei when he noticed mountains of waste paper stored outside a factory. Curious, he went in to enquire and discovered that the factory was recycling wastepaper to produce joss paper and toilet paper.
“They bought 1kg of waste paper for 8 sen but sold 1kg of processed toilet paper for RM1.20! I didn’t understand the business in detail but I was thinking of the big amount of profits!” says Lee, who could not but compare it with the rice-milling business he was in with its profit margins of around 1% to 2%.
Two years later, Lee set up NTPM with RM1 million in funds from his own pocket and minority shareholders, but it wasn’t till four years later that production began. Despite the promise of huge profits, Lee says the first few years were “difficult”. The company only broke even in 1983 and began to turn a profit in 1984, says Lee in a recent interview at NTPM’s Bukit Jelutong sales warehouse and office. NTPM’s manufacturing plants are located in Nibong Tebal, Penang and Parit Buntar, Perak.
For its FY2009 April 30, NTPM recorded RM46.31 million in profit after tax on the back of revenue of RM358.56 million. Its 2009 annual report attributed the 41% jump in profit before tax to increased sales, softening of commodity prices towards 2H of FY2009 and improved efficiency in operations and distribution.
NTPM, which takes its name from its paper mill in Nibong Tebal, has come a long way since its founding. In 1986, in a move to expand the business, NTPM diversified its product offering from toilet tissue paper and joss paper to include serviettes and eventually, box tissues.
Premier has managed to grab more than 50% of the Malaysian market for tissue products because of quality and price, against its closest competitor, a multinational with about 25% to 30% market share, says Lee’s son Chong Choon.
In 1995, NTPM introduced the brand name Premier to showcase “first” and “excellence”, said Lee who spoke in English peppered with Mandarin and Hokkien phrases, which Chong Choon then translated, during the interview.
“In the past we had a number of smaller brands for paper tissue but as the business became bigger, we could not have so many brands. Manufacturing, delivery and warehousing would be a problem so we chose to continue with the brands that recorded big sales. We found that ‘Premier’ was easy to recall and had recorded good sales so we kept it,” says Lee. Cutie was the other brand that the company kept.
The success of the Premier brand didn’t come about by accident. NTPM works with a creative agency to come up with the idea for the packaging — it believes attractive packaging grabs consumer attention. Its sales and marketing team then works on the design and promotion drawing on in-house market surveys as well as Nielsen market research, says Chong Choon, who is NTPM executive director.
Over the years, NTPM’s marketing strategy has evolved from below-the-line strategies such as in-store promotions to billboard advertising and eventually, to a mixture of outdoor, below-the-line and above-the-line advertising. But “it’s not just about advertising”, says Lee.
“If your products are not good or are expensive, people have more options now and will always choose the good and cheap ones,” he says.
Besides spending on in-store block display space, NTPM also distributes samples to allow customers to try the products.
Distribution has also played a role in its success. NTPM’s business model of doing away with the middleman enabled it to reap higher profits. Even in the 1970s, its strong integrated distribution network set it apart from its competitors.
“While others only produced semi-finished paper products or jumbo rolls, our paper mill manufactured jumbo rolls, converted them into finished products and distributed them directly to the retailers,” says Lee.
Today, NTPM sells its products to retailers, hotels, factories and wholesalers, and has a total customer base of 10,000. Chong Choon says the company hopes to double that figure in three years’ time.
Lower costs have also enabled the company to compete against bigger rivals. When Premier was launched, there were other smaller local players and a multinational that produced box tissue products.
“That was the opportunity for us to step in. If they wanted to lower their costs or quantity [to compete], it would have affected their profit margins. Being a Chinese company, our expenses are kept very low, unlike Western counterparts, which have high salary benefits,” says Lee.
In 1986, NTPM penetrated the Singapore market, which was then importing toilet paper products from China. Not only was the quality nothing to shout about, the shipping time took 10 days. With its fleet of 130 trucks to deliver the products nationwide, NTPM could get its products to Singapore in a shorter time and for less. Besides Singapore, the company also has leased warehouses in Penang, Kelantan, Pahang, Melaka, KL, Johor and Sabah.
During the 1997 Asian financial crisis, NTPM began shipping to Hong Kong, which also sourced its paper products from China. Currently, NTPM exports to Southeast Asia, Australia, West Asia, the US and Africa. Overseas markets contribute a third of the business, with the remaining two-third coming from Malaysia.
Besides Premier, paper product brands under the NTPM group include Cutie Soft and Royal Gold. In 2003, the company diversified into personal care products, introducing its Intimate brand of sanitary pads, and Diapex baby diapers a year later. In September this year, NTPM streamlined its operations by relocating the personal care division from the existing tissue manufacturing plant in Nibong Tebal to its new RM2.9 million manufacturing plant in Parit Buntar, Perak.
Despite being up against more established brands in the fast-moving consumer goods sector, Intimate managed to increase sales by some 17% for the FY2009 ended April 30. Lee says the company hopes to grow the personal care segment to 50% of the business in three years’ time. It contributed about RM50 million of the group’s revenue for FY2009.
Lee, who looks much younger than his 70 years, may not have understood the paper product business when he started out. But he understands that it’s not just enough to have a good brand.
“If your brand is good but your costs are high, that means you can’t make a profit,” he says.
As such, he keeps a close eye on costs. In fact, listening to him talk about flying economy and staying in budget hotels on business trips, the word “frugal” comes to mind. And any investment he makes has to bring in a profit.
“My philosophy is, if it doesn’t bring in profit, I will not invest in it,” says Lee, who controls 42% of shares in the company.
*This article appeared in Malaysia's Most Valuable Brands 2009, the special focus pullout of The Edge Malaysia, Issue 782, Nov 23-29, 2009.
http://www.theedgemalaysia.com/management/155742--mmvb-2009-premier-brand-in-paper-products.html
2010年4月7日星期三
亞洲200大企業‧海嘯沖走5席‧8大馬公司進榜
亞洲200大企業‧海嘯沖走5席‧8大馬公司進榜
2009-09-11 17:58
（吉隆坡）大馬今年共有8家上市公司被選為《福布斯》亞洲10億美元以下最佳200大企業，比較去年13家進榜，今年表現稍為遜色，少了5席，反映金融海嘯對大馬公司表現的衝擊。
大馬進榜的公司多元，產業、直銷、科技、製造業和海事都有，而且多家是舊面孔。8家上榜公司有艾飛升（EFFICEN,0064,主板貿服組）、沿海工程（COASTAL,5071,主板工業產品組）、ETI科技（ETITECH,0118,創業板科技組）、海鷗企業（HAIO,7668,主板貿服組）、菲馬集團（KFIMA,6491,主板貿服組）、啟順造紙業（NTPM,5066,主板消費品組）、前風變壓器（SUCCESS,7207,主板工業產品組）和游禮發產業（YNHPROP,3158,主板產業組）。
菲馬、啟順造紙業、游禮發產業新進榜
在入榜的8家公司當中，有5家是舊客，包括海鷗企業、沿海工程、艾飛升、ETI科技和前風變壓器；新進者3家，分別是菲馬集團、啟順造紙業和游禮發產業。游禮發產業前年進榜，去年落榜，今年再中選。
今年落榜的公司有CB工業（CBIP,7076,主板工業產品組）、宏流方案（GRANFLO,0056,創業板科技組）、IPOWER公司（IPOWER,0069,創業板科技組）、JOBS機構（JOBS,0058,主板貿服組）、NOTION集團（NOTION,0083,主板科技組）和鵬發（PTARAS,9598,主板建筑組）和砂勞越油棕（SOP，5126，主板種植組）。
中國香港共78家進榜
《福布斯》亞洲最佳200大中小企業今年依舊是由中國和香港公司獨領風騷，共有78家進榜，比較去年的63家增加了15家，以顯示金融海嘯衝擊全球，但是中國和香港的公司因為中國經濟的穩定而相對企穩。其中零售、服飾、網上廣告和保健公司有增加之勢。
接下來是日本，有24家公司上榜，韓國則是23家企業入選；第4名是印度，共有20家企業中選，澳洲有18家入榜企業。
《福布斯》今年是從亞太1萬2000家營業額低於10億美元的上市公司當中，選出其中200家表現最佳的公司，除了持續3年的營業額和盈利能力成長，低負債和未來前景也被考慮在內。
64家入選公司是舊客，這些入榜公司在過去12個月的銷售和盈利都有增加，或接下來季度預測表現會更好，名單中從事零售、媒體、科技和保健的公司最多。
《福布斯》表示，消費化是大部份入榜公司的主動推動力，102家上榜公司是從事消費相關業務，比較去年是78家，2005年是67家。
台灣的智冠全球資訊網是舊客，這間公司在台灣深陷金融海嘯引發的衰退期，還連續5個銷售創新高。
今年有136家新進者，其中日本的美容保養產品公司城野醫生，創業10年，現在因為日本女人對美容保養品購買不手軟而大賺。
中國福建省的中國綠色食品也是新進者，2004年在香港上市迄今值增加4倍。
今年的新進者還有美國自動報價上市公司百度，這間公司的營業額4年成長29倍，2008年的營業額和淨利各為4億6200萬美元和1億5100萬美元。百度李彥宏因此累積18億美元的個人財富。
星洲日報／財經‧2009.09.11
2009-09-11 17:58
（吉隆坡）大馬今年共有8家上市公司被選為《福布斯》亞洲10億美元以下最佳200大企業，比較去年13家進榜，今年表現稍為遜色，少了5席，反映金融海嘯對大馬公司表現的衝擊。
大馬進榜的公司多元，產業、直銷、科技、製造業和海事都有，而且多家是舊面孔。8家上榜公司有艾飛升（EFFICEN,0064,主板貿服組）、沿海工程（COASTAL,5071,主板工業產品組）、ETI科技（ETITECH,0118,創業板科技組）、海鷗企業（HAIO,7668,主板貿服組）、菲馬集團（KFIMA,6491,主板貿服組）、啟順造紙業（NTPM,5066,主板消費品組）、前風變壓器（SUCCESS,7207,主板工業產品組）和游禮發產業（YNHPROP,3158,主板產業組）。
菲馬、啟順造紙業、游禮發產業新進榜
在入榜的8家公司當中，有5家是舊客，包括海鷗企業、沿海工程、艾飛升、ETI科技和前風變壓器；新進者3家，分別是菲馬集團、啟順造紙業和游禮發產業。游禮發產業前年進榜，去年落榜，今年再中選。
今年落榜的公司有CB工業（CBIP,7076,主板工業產品組）、宏流方案（GRANFLO,0056,創業板科技組）、IPOWER公司（IPOWER,0069,創業板科技組）、JOBS機構（JOBS,0058,主板貿服組）、NOTION集團（NOTION,0083,主板科技組）和鵬發（PTARAS,9598,主板建筑組）和砂勞越油棕（SOP，5126，主板種植組）。
中國香港共78家進榜
《福布斯》亞洲最佳200大中小企業今年依舊是由中國和香港公司獨領風騷，共有78家進榜，比較去年的63家增加了15家，以顯示金融海嘯衝擊全球，但是中國和香港的公司因為中國經濟的穩定而相對企穩。其中零售、服飾、網上廣告和保健公司有增加之勢。
接下來是日本，有24家公司上榜，韓國則是23家企業入選；第4名是印度，共有20家企業中選，澳洲有18家入榜企業。
《福布斯》今年是從亞太1萬2000家營業額低於10億美元的上市公司當中，選出其中200家表現最佳的公司，除了持續3年的營業額和盈利能力成長，低負債和未來前景也被考慮在內。
64家入選公司是舊客，這些入榜公司在過去12個月的銷售和盈利都有增加，或接下來季度預測表現會更好，名單中從事零售、媒體、科技和保健的公司最多。
《福布斯》表示，消費化是大部份入榜公司的主動推動力，102家上榜公司是從事消費相關業務，比較去年是78家，2005年是67家。
台灣的智冠全球資訊網是舊客，這間公司在台灣深陷金融海嘯引發的衰退期，還連續5個銷售創新高。
今年有136家新進者，其中日本的美容保養產品公司城野醫生，創業10年，現在因為日本女人對美容保養品購買不手軟而大賺。
中國福建省的中國綠色食品也是新進者，2004年在香港上市迄今值增加4倍。
今年的新進者還有美國自動報價上市公司百度，這間公司的營業額4年成長29倍，2008年的營業額和淨利各為4億6200萬美元和1億5100萬美元。百度李彥宏因此累積18億美元的個人財富。
星洲日報／財經‧2009.09.11
2010年4月5日星期一
我的watch list 2010 (Update: 05/04/2010)
投资
Zhulian, Cscstel, NTPM, Maybulk, Axiata, THPlant, KPJ, QL, Dialog, Halex, MPHB, Mahsing, Jaycorp, mitra
投机
Jaskita, Karyon, Marco, CNI
source: http://www.investalks.com/home/space.php?uid=7&do=blog&id=3682
Zhulian, Cscstel, NTPM, Maybulk, Axiata, THPlant, KPJ, QL, Dialog, Halex, MPHB, Mahsing, Jaycorp, mitra
投机
Jaskita, Karyon, Marco, CNI
source: http://www.investalks.com/home/space.php?uid=7&do=blog&id=3682
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