That’s an interesting perspective.This is a well written article. Click to email this to a friend (Opens in new window)The content here is for informational purposes only and should NOT be taken as legal, business, tax, or investment advice. I’ve been reading his books recently, and I’m completely blown away by the quality of thinking and approach towards problem solving.Lee Kuan Yew’s problem for Singapore was on how to create a new wave of Asian Champions.

And if it’s a longer term 10 year strategy, then we can’t really evaluate the plan until at least a few years in.So to be really honest, I think it’s way too early to answer this question.Now but Financial Horse is a curious horse by nature, so I’m just going to venture a guess based on whatever imperfect information is available to me today.And I think the key here, is not to lose the forest for the trees. Share your comments below!Looking for a comprehensive guide to investing? Find the latest Financials data for Keppel Corp. Ltd. (KPELF) at Nasdaq.com. The O&M segment needs to be valued on its own with a completely different valuation metric from property. Singapore might then establish a mega Reits market separately as part of international function?Financial Horse was started to demystify financial investments. You can analyze the Singapore may have a CapitaLand, a DBS, and an SIA. As the importance of technology has exploded in recent years, the companies that failed to keep up have fallen behind in competitiveness (I think DBS is one of the few to have successfully reinvented themselves with technology, hence their premium valuation).So imagine you’re Temasek. Not only is their cost of production much lower (cheaper financing and labour), they can also afford to produce at a loss to gain market share. In fact, many conglomerates are trading at a discount to a simple sum of the parts analysis.The current Keppel is almost impossible to value simply because it is so big. independent verification. Cheers!Putting all the ORD paper generals who have no experience in running private enterprise is a recipe for disaster.Yes, I agree that mergine Keppel and Sembcorp Marine strengthens their balance sheet and economies of scale, but it’s not going to solve the underlying issue of competition from China and Korea. Simply merging Keppel O&M with Sembcorp Marine doesn’t do anything to solve this problem.If you want to make a quick buck, you could probably buy in now and maybe ride the momentum higher for a couple weeks. The same for real estate and infrastructure. For more information, contact Kyanite’s financial adviser, Morgan Stanley Asia (Singapore), on 6834-6676. Generals are not technology enablers.Yeah, I do agree that navigating the technology landscape is going to be one of the big challenges in the coming years. Now I’m not an O&M kind of guy, so take my comments with a pinch of salt, but to be really honest, I think that while this move is on the cards, it is by no means a done deal. however, both keppel and sembcorp.marine is involve in corruption scandals in brazil that cost up to billion to settle. are speculative and involve substantial risk of loss. SPH just announced a major round of Layoff) or similar, then all bets are off. We make no representations or warranties that any investor will, or is likely to, achieve profits i choose to believe the merger may have something to do with price of oil in foreseeable future. All investments carry risk, Temasek). It’s gotten Singapore to where it is today, which is nothing short of a miracle.The problem now, is that other countries are catching on. And the rise of technology has caught us wanting. and all investment decisions of an individual remain the responsibility of that individual. You take a competent business leader, put him at the top of a national champion, and give him copious amounts of state financing.

The traditional model of building up national champions with cheap state financing is under threat because the new guys from China and Korea can do it cheaper, better, and bigger. What happens on paper in planning and what actually happens in the market can be vastly different!Agreed, it is indeed hard to find good leaders. But I still want to discuss other parts other than O&G. He is a firm believer in Einstein’s quote – “If you can’t explain it to six-year-old, you don’t understand it yourself.”Everything on Financial Horse is based on first-hand experience, as he does not believe in recommending products he will not consider investing in himself.Financial Horse loves to hear from readers, and can be reached at Get the detailed quarterly/annual income statement for Keppel Corp (BN4.SI). But it does not have a Google, an Alibaba, or a Bytedance.And because I’m in a movie-going mood today, Temasek’s acquisition of Keppel is not the deal we want, but it’s the deal we need.What do you guys think about Temasek’s acquisition? Which is why I think there is a deeper strategy here rather than simply merging the 2 O&M players. Oh, and they also have a bigger domestic market to sell to.And on the other side you have the massive rise of technology, an area where Singapore is comparatively lagging.And to be honest, I don’t know the answer. Consigue el estado de ingresos detallado trimestral o anual de Keppel Corp (BN4.SI). Post was not sent - check your email addresses! If your assumption is correct, then it really depends who is the leader chosen to lead Keppel+ ver2.0 (Depending which other entities it merged with or split into) Post Temasek accumulation. Based on this perspective though, what’s the rationale behind the acquisition? I am not from O&G. It’s a wave of consolidation that started with the Ascendas and M1 deal, and is now spreading to Keppel.But to use a Marvel analogy, if this were the endgame movie, and we (Singapore/Temasek) were Thanos, we’ll still be hunting around for the gauntlet to host the stones. The price of oil will drop ( coming economic downturn) and demand for rigs will further deteriorate. Whether it materializes is going to depend on how the global economy plays out over the next few years, and whether the numbers even make sense at that point in time. You know, the heyday of General Electric, when every single MNC wanted to have a finger in every pie.