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SC inks property deal with BCDA for new office

THE SUPREME Court (SC), through Chief Justice Lucas P. Bersamin, has signed the Deed of Absolute Sale with the Bases Conversion Development Authority (BCDA) for the 21,462-square meter lot, worth P1 billion, in Fort Bonifacio that will be the site of the high court’s new complex. Mr. Bersamin and BCDA President and Chief Executive Officer Vivencio B. Dizon also signed a memorandum of agreement (MOA) with Public Works and Highways Secretary Mark A. Villar for the construction of an access road going to C5 highway. Another MOA was signed with Megaworld Senior Vice President Kevin Andrew L. Tan for the road access. “Today’s signing marks the culmination of the negotiations and signifies the beginning of the new phase of the project that is the construction of the complex. We are a step closer to finally realizing our common dream to have a place we can call our own,” Mr. Bersamin said in a statement. The current SC Building in Padre Faura, Manila is owned by the University of the Philippines. — Vann Marlo M. Villegas

Military, police staying on high alert after NPA attack in Sorsogon

GOVERNMENT FORCES are maintaining a high alert status against the New People’s Army (NPA), particularly for possible major attacks, as the communist movement in the Philippines marks its 50th anniversary on Dec. 26. Armed Forces of the Philippines Chief-of-Staff Benjamin R. Madrigal, Jr. said the recent attack on a police station in Magallanes, Sorsogon could be linked to the anniversary, but he tagged this incident as just a “nuisance harassment.” Three cops and a civilian were wounded in the attack. “What we are watching out for are the potential diversionary operations or decisive attacks,” Mr. Mardrigal said in message to reporters on Tuesday. Meanwhile, Philippine National Police Director General Oscar D. Albayalde said the police have orders to “be always alert and vigilant,” especially in light of the upcoming communist anniversary. The Communist Part of the Philippines, to which the NPA is allied, said in a statement last Dec. 14 that they will celebrate their “victories” through rallies and mass gatherings. — Vince Angelo C. Ferreras

P500-M land acquisition budget in Tagum City for Mindanao railway project ready for release

TAGUM CITY Mayor Allan S. Rellon signed on Dec. 17 the memorandum of agreement with the Department of Transportation (DoTr) that will pave the way for the release of a P500-million budget for the Mindanao Railway System. In a statement on Monday, the city government said the fund, part of the initial P5.6 billion allocation for the project, will be used to pay the owners of properties that are along the railway’s path and the 10-hectare main depot. Data from the City Planning and Development Office show that a total of 158 families will be affected. Under the agreement with the DoTr, the city government is tasked to prepare and submit a program of work for the acquisition of the affected lots, including related and ancillary activities. Actual payment to the affected property owners will also be carried out by the city. The local government said the “total fund to be spent on property payments, however, has yet to be ascertained pending the ground survey and land valuation activities, the cost of which will be dictated by prevailing market rates.” Construction of the Mindanao railway’s first segment, spanning the Digos-Davao-Tagum cities, is targeted to start in early 2019.

JICA, ARMM undertake Bangsamoro infrastructure needs survey

BEGINNING this month to March 2019, the Japan International Cooperation Agency (JICA), with assistance from the Department of Public Works and Highways (DPWH) of the Autonomous Region in Muslim Mindanao (ARMM), are undertaking a survey to identify priority infrastructure projects for the new Bangsamoro region that could be funded by JICA. In a statement, the DPWH-ARMM said the JICA Bangsamoro Infrastructure Needs Survey will produce a map that pinpoints the locations for the projects and demonstrate inter-relationships between these infrastructures. A Comprehensive Infrastructure Needs Master Plan will also be drawn up. In a consultation meeting in early Dec. in Cotabato City, the DPWH-ARMM led by Regional Secretary Engr. Don Mustapha A. Loong presented their accomplishments in the past several years and identified needs “in terms of roads and bridges, ports and airports, electric and water supply, disaster preventions, educational facilities, primary schools, public health centers, and community centers.” Also discussed was the necessity for “sustainable electric and potable water supply in every corner of the Region,” particularly in areas that are not geographically connected to the main ARMM towns. Among the major infrastructure projects identified to spur economic growth were: Sulu Circumferential Road Master Plan; Tawi-Tawi Circumferential Road Master Plan; Tawi-Tawi Free Port and Malasa International Port; Polloc Port Master Plan; Polloc Coastal Road to traverse Sultan Mastura-Sultan Kudarat-Datu Odin Sinsuat; and flood control projects along the Rio Grande de Mindanao communities, among others.

Déjà vu budget

In the olden days, houses had electrical fuses. A fuse is a safety mechanism with a metal strip inside that melts when overheated from excessive current in the circuit. When a fuse blows, it stops the flow of electricity, preventing what could be an electrical fire. Nowadays, homes mostly have circuit breakers. While they work differently from fuses, they are intended for the same purpose.
Although these devices are not aesthetically pleasing, you would not want your home without them. They also act as an alarm that tells us when something needs our attention. When the breaker “trips,” it is often caused by an overloaded or short circuit. We think of these things as safeguards. We are so convinced of their efficacy that they have permeated every aspect of our lives, including governance.
One such safety net is what is commonly referred to as the budget reenactment provision. The 1987 Constitution states that “if, by the end of any fiscal year, the Congress shall have failed to pass the general appropriations bill for the ensuing fiscal year, the general appropriations law for the preceding fiscal year shall be deemed reenacted and shall remain in force and effect until the general appropriations bill is passed by the Congress.” This was a carry-over provision from the 1973 Constitution, where it was originally included.
In the US, where this mechanism is not available, a government shutdown is a reality whenever the appropriations law does not materialize. The funding gap that is produced from the absence of an approved budget dictates the ceasing of government operations. This is rooted in the principle that no money may be drawn from the treasury unless there is an appropriation authorized by law — the so-called power of the purse that exclusively belongs to Congress. These shutdowns result in a furlough of non-essential government personnel and the disruption of government activities and services. You can imagine, of course, the degree of displeasure and frustration from all sides, not to mention the obvious economic implications.
Our charter essentially follows these same principles. But the genius of ours is that a government shutdown is prevented by the budget reenactment provision. We do not get to experience the absence of government, unless you understand that it in the figurative sense. The operations of the government continue — regardless of what we think of it — albeit in a seemingly déjà vu manner.
That should be good, right? Over the last couple of weeks, as it was becoming apparent — and later, a certainty — that Congress would not be able to submit the budget for the President’s approval and signing into law, discussions about the effects of the reenacted 2018 budget — and a reenacted budget, in general — on the economy resurfaced. The opinions and sentiments about a reenacted 2018 budget have been largely unfavorable.
This naturally raises the question why a reenacted budget is not good.
The government will practically be in status quo. Almost everything should be the same, in accordance with the provisions of the 2018 General Appropriations Act. In 2019, we have to make do with the resources we had this year but for the same things. New government programs are out of the question, regardless of their necessity and urgency. You can imagine what this will do to multi-phase projects. Next-round salary increases will have to be put on standby. The implementation timetable of new projects will be significantly delayed.
What cannot be the same, however, even with a reenacted budget, would be capital outlays. A budget provision in 2018 to build a bridge in a specific location cannot be interpreted to be available again to build the same bridge, although anecdotes about highway constructions being funded several times its amount has been a mainstay in corruption folklore.
A reenacted budget also opens the opportunity for the President to exercise discretion over which projects to pursue from the savings of agencies, testing the extent of the power of the purse of Congress. And, given its discretionary nature, it is highly susceptible to abuse and corruption.
I raise these points because while we exalt the budget reenactment provision of the Constitution as a safety valve against a government shutdown, it appears that it also has its weak points. By instituting that automatic reenactment mechanism, we have effectively removed the circuit breaker that would otherwise have given us the urgency to demand from Congress to perform one of its most important and sacred tasks of passing the budget. Similar to having no circuit breaker or fuse, the automatic reenactment has, by analogy, allowed the current to continue flowing into the circuit, despite the problems, thereby risking further damage.
A government shutdown is not desirable either, but it may be more alarming and damaging than a government running on a déjà vu budget. And, because of this, we can demand more urgency from Congress. As they say, sometimes, you have to let it rip.
If and when that happens, the members of Congress will have a lot to answer for and they would be risking their political future. Perhaps, then, they would prioritize passing the budget instead of squabbling over who gets what and railroading a charter change that masquerades as federalism but, in reality, is intended to serve their political and business interests more.
 
Edwin P. Santiago is the executive director of Stratbase ADR Institute.

Not just for women

By Tony Samson
MEN who shop are no longer a minority. Shopping as an activity, or form of investment, is too often associated just with women. A simple observation in mall movement will bear out the rise of the male shopper. Instead of waiting for the spouse or partner to finish stuffing the reusable shopping bag, the former non-shopper is no longer content to be parked at the bookstore or pastry shop sipping a cafe latte and enjoying a slice of guilt-free chocolate mousse. He too needs to cruise the corridors and lug his own items for the trunk of the car.
Still, men feel disadvantaged when shopping maybe because they end up buying the same items like shirts, shoes, an occasional blazer, maybe pants that they need to come back for to get the proper leg length prescribed to be one fold over the shoes.
Even when on a trip, women seem to get an unfairly broader menu, apart from homecoming gifts, as if travel needs to be somehow celebrated with a present to mark the occasion and assuage the guilt of being well off. Anyway, it’s what the flea market is for.
The imbalance in the shopping options between the genders is too obvious. Aside from blouses and slacks, women can get sunglasses, bracelets, anklets, pendants, purses, and a broad category listed as “something for the house” which can be anything from a wine bottle opener to bed sheets with a higher thread count and an accent piece for the dining room.
In addition, there are scarves, foundation girdles, and that vast continent simply called… cosmetics. These categories are too broad to even attempt a partial listing. Eye shadows come in different shades, the same with lipstick and blemish covers; eyelash extenders go in different lengths (up to small fans that can catch falling lizards).
The relaunch of the male handbag, designed originally for mailmen, is an attempt to redress the balance of shopping options. Here’s a male accessory to add to the shopping list as it is also sold by the brands that make ladies bags and pricey shoes. This category includes backpacks.
The male handbag is not new, though recently given greater acceptability as an object of shopping envy. It no longer looks too bizarre for a male executive to have a bag slung over the shoulder on the way to a breakfast meeting — does he plan to have a takeout meal? Three decades ago, the “man bag” was much smaller and was called a tote bag. Security men used it as a weapon case. Now, the male handbag comes in bigger sizes approximating a briefcase to accommodate at least two smartphones, keys, wallets, credit card holders, and a Swiss knife with at least 32 functions (including wine opener).
Even with the redesigned tote bag, the imbalance between male and female shopping options persists. Young working women are forced to take a “second job,” usually conducted by phone and involving short meetings with hot showers afterwards to afford her the means to buy a Birkin bag, perhaps, or the latest gadgets, and mojito nights with others of her age.
The second-job option (she can have a day job as property consultant) featured 30 years ago (yes, there was color TV already then) a female shopper cruising the mall, accompanied by an indulgent older man, pointing at shop windows, and whispering in the latter’s ear: buy me that too. This ad for beer (not on her shopping list) was forced off the air by angry feminists who considered it an unfair stereotype of a high-maintenance shopper from hell and a gross misrepresentation of womanhood. It smacked of dependency and manipulation. There was not a peep from the lobby group for indulgent old men. This was before political correctness would have shot down the ad at the copy stage. The “bilmoko” girl in the ad might not even have had a day job.
Male shoppers now have wider options even if not yet at par with women. There is a male cosmetic line too and tattoo services, which women have now also availed of. Shopping is not a function of gender but disposable income. The male is not necessarily frugal. What he buys may not even be in the malls, such as cars, art, stocks, properties, and companionship.
Shopping is not about what you need… but what you can afford to buy. Acquisitiveness has no gender.
 
Tony Samson is Chairman and CEO, TOUCH xda
ar.samson@yahoo.com

What is, what can be, what if

By Raju Mandhyan
YES, forgiveness is a leadership competency.
Leadership is about constantly coming to that fabled fork in the road and taking the one less traveled. It is that spectacular moment in time when things that are ordinary become extraordinary. It is that amazing moment in time when potential disastrous situations flip over into miraculous magnificence. It is that brilliant moment when humanity claims that we can change, millions follow, and the world moves.
Leadership also is a journey because when a human — or a bunch of humans — begins to move the world, they have to keep it moving and keep it rolling over the hills and valleys of life over long periods of time. Cases to cite can be those movements led by Rizal, Gandhi, and Mandela. They took time and they were long, arduous journeys into a brighter and a better future.
Leadership is also a symphony because a single individual cannot go it alone. An entire orchestra is involved. Those that lead don’t lead forever; they move in and out, blend with the melody and create a rhythm. Every once in a while, one instrument lords it over the others but very soon, another takes its place.
In all these three aspects of leadership, leaders need to master the ability to forgive and the ability to move on. And no, this isn’t just for the softer, social side of living but also for the growing, building, and expanding world of business and professionalism. Leaders need to go all out into catching that fleeting moment when the ordinary can turn into the extraordinary. They need to develop the grit and resilience to withstand the ebb of time and the challenges of journeying through it. But when it comes to making music and working with people, leaders need to learn to let go. If they can’t let go of the misery that follows failure and fail to make peace with the randomness of success, then they get stuck. And what gets stuck stagnates and dies.
In forgiveness lies emotional, social, and spiritual intelligence. In forgiveness lies that fact that leadership is about looking ahead and moving on. In forgiveness lie the seeds of a new vision and new world.
The way leadership can forge itself into tenaciousness, resilience, and steely optimism is by working through these three questions inspired by Appreciative Inquiry, a model developed by professor of leadership Gervase Bushe.

gears
Leadership that doesn’t ask these questions of itself is unable to let go, unable to forgive, and unable to evolve.

ONE, WHAT IS?
When leadership trains its eyes and ears to see and hear things objectively and with crystal clarity, then it also learns to stop pulling wool over its own eyes. An oft-repeated story is that of Kodak and how it refused to see and hear how the business landscape was changing. Today Kodak is not the Kodak we knew in the ’60s and ’70s. In contrast, Toyota heeded the signs that spelled trouble for its SUVs and called back thousands of vehicles to set them right. Ask yourself “what is?” and refuse to fool yourself with the answers you give yourself. Yet, in a very gentle way, asking this question is also about looking and listening for untapped possibilities.
TWO, WHAT CAN BE?
Just like day follows night and night follows day, an honest “what can be” does need to follow an authentic and appreciative “what is?”
“What can be” is about seeking out and zooming in on strengths and unseen resources. Leadership needs to come from a belief that hidden inside every harsh desert is an oasis. It is about chasing that vision. It is about asking the questions where can we go from here, what can be achieved with what we have. Asking these questions is like fanning burning cinders and turning them into raging fires.
Leadership is never about crossing your arms and sitting down. It is not about taking things lying down but about getting up and going.
THREE, WHAT IF?
What if — despite all our resources, our experiences, and our wisdom — we may have taken the wrong road in the fork?
This is why leadership is a journey: it needs to stay open and collaborative with other opinions, other points of views and possibilities. It takes grace and great strength to look into social and business relationships to realize that we might have been, consciously or unconsciously, playing our own trumpet out of sync. A willingness to listen, a willingness to see and be open to multiple perspectives and to changing landscapes, is a strength — if not the ultimate strength in awakened leadership.
Leadership that doesn’t ask these questions of itself is unable to let go, unable to forgive, and unable to evolve. These three questions when constantly asked and consistently reflected upon will cut multiple neural pathways in our thinking systems and strengthen our abilities to let go of resentment and despair. Asking these questions will allow us to work towards hope and success. In their book, Building Resilience with Appreciative Inquiry, authors Joan McArthur-Blair and Jeanie Cockell share a story about CEO Harry who took years to realize and recognize how blind he was to his own biases and how, after being able to forgive himself and others, his journey shifted course.
As the year ends, remember that it is never too late to turn a new leaf. Turning a new leaf is asking yourself three questions into forgiveness and then putting your shoulder into it, and moving your world.
 
Raju Mandhyan is an author, coach and speaker.
www.mandhyan.com

Waiting for the surprise:Kia bets on present lineup, three new models to revitalize the brand in PHL

WHEN South Korea’s oldest and second-largest selling car brand Kia went “dark” in the Philippines early this year, the industry groped for answers, and restless speculation of a takeover by a corporate giant ran rife.
On Dec. 17, Emmanuel A. Aligada for the first time faced journalists in his official capacity as the president of Kia Philippines, which is now majority owned by Ayala Corporation (AC) Automotive Business Services, Inc., operating under AC Industrials (ACI).
Mr. Aligada disclosed some of the important details of the takeover, including this: On Jan. 30, 2019, three new models (yet to be named) will signal the Kia brand’s re-launch in the Philippines.
He revealed that it was only on Dec. 5 that ACI was appointed the official distributor of the Kia brand in the country, replacing Columbian Autocar Corporation (CAC). But since then, Mr. Aligada said the company has gone into overdrive to “shift the situation around” for Kia.
BULLISH
Mr. Aligada takes his cue from the stellar local performance of another Korean brand — Hyundai. He said that Hyundai’s recent accomplishment as the third top auto seller in the Philippines gave one of two compelling reasons for ACI and Kia Motors Corporation in Seoul to believe that Kia could also “compete on the same level” here (Hyundai Motor has a 33.8% stake in Kia Motors).
The other reason is that he believes that a year that has been somewhat cruel to the Philippine auto industry would soon come to an end.
“Kia’s Korean headquarters is very bullish about the Philippine market…. We’ve seen 2018 as an irregular hump which should normalize starting next year. Kia headquarters is very confident that there would be a synergy and compatibility between the Kia brand and the Ayala brand, for the [shared values of] quality, customer experience and reliability [as seen in our nearly 30 years in the automotive business]. They are confident that we can bring Kia in the Philippines to levels never seen before,” Mr. Aligada said.
He added Kia, represented in over 185 countries, presents AC Automotive the opportunity to become a more significant player in the Philippines. Kia’s global volumes and multiple assembly sites also assure the Philippines of steady and substantial volumes, as well as market share.
“Kia is a fighting brand,” Mr. Aligada stressed. “Even today, our lineup can be active players in the segments they are in. They are present in 60% of the total market segments of the automotive industry,” he said, referring to the Kia Rio Hatchback, Rio Sedan, Forte Sedan, Sorento, Picanto, Soul, Sportage, the K2500 commercial truck, and the Carnival MPV.
“These models were the players at the time Kia hit the 10,000-unit sales [mark, in 2015] and the 4.1% market share [in 2012]. We think that if we position things well, offer them the right way, and make people want to line up in the dealerships [for them], this team of cars can get back to those levels three years ago.”
Along with the three new vehicles to be launched on Jan. 30, a number well exceeding the targeted 10,000 units is feasible as well, according to the executive.
“Kia as an international brand is very strong, known for its durability, reliability and after-sales [service]. We want to bring that back into the Philippines and use that [strength] as our springboard.”
TURNAROUND
From Day One of the takeover, Mr. Aligada said that Kia Philippines has been assembling a team that could make that “U-turn” for Kia the fastest, most efficient way possible. It’s a turnaround process that he hopes wouldn’t take all of 2019 to accomplish.
“From now up to 2019, our objective is to stabilize the business, build on the Kia brand emphasizing on the Ayala partnership, and to revive the interest in the brand. Then we’ll have to strengthen the dealer network and maximize the current presence, then introduce competitive financing packages to drive sales.”
Mr. Aligada noted there are already 37 Kia dealerships in the Philippines, only 10 of which are in Metro Manila. Apart from that, he also pointed out that Kia dealerships are also absent in northern and southern Luzon, western Philippines (Palawan), and in many parts of Mindanao.
“We are already engaging a team looking at how we are going to expand this. It takes about a year, at best, to put up a new dealership. So, we’re looking at moving simultaneously to get the multiple expansion efforts in place,” he revealed.
More than just adding new dealerships, Mr. Aligada also stressed that the quality of the after-sales service would also have to be greatly enhanced.
“The dealership facilities will have to be expanded” so that they would be aligned with Kia’s global reputation in after-sales.
And as far as marketing the new Kia Philippines goes, he said; “By Jan. 30, there will be a major marketing push here in Metro Manila, in the Visayas, and in Mindanao just a few days apart, an effort that has never been seen before for this brand.”

Big boy toys:Yes, these can be parked under the Christmas tree

WHILE auto brand’s online “configurators” — the function which lets a user spec his new car in great digital detail — are a delight to play with, a 3D analog piece of metal and plastic and rubber that can be held in hand offers an extra dimension to one’s “car ownership” experience. And, anyway, if all what one really wants is to add a shiny new garage queen to his collection, then scale model cars — especially highly detailed ones — allow a taste of what it’s like to own really nice cars at a cost laughably small compared to buying nice real cars.
The examples featured here are just some which can be ordered in the brands’ online shops (not to mention these are but a few of the car brands offering scale models). Some can be bought in the brand’s dealerships in the Philippines, too. And, as seen here, a couple of car makers even sell models of their historical products.
Getting these scale models throughout the year isn’t a bad thing at all. But having them parked under the Christmas tree would be nice, too.
big boy toys 1
Lego Technic 42096 Porsche 911 RSR
Not sold by Porsche, but by Lego, so a lot of assembly required — the set contains 1,580 pieces. Measures 13 centimeters high, 50 centimeters long, 20 centimeters wide.
big boy toys 2
Bentley Continental GT RC
Radio-controlled Bentley Continental GT3 RC can travel up to 20 meters at its top speed of 9kph. Detailed interior, authentic GT3 livery, and functional headlights and taillights.
big boy toys 3
Audi R8 Assembly Kit
Meant for hobbyists, Audi R8 V10 Plus Coupé model kit contains 37 parts, various decals and rims in two colors (silver, black). Glue-free assembly means it be taken apart again. Scale 1:24.
big boy toys 4
Lamborghini Urus
Made of resin. Highly detailed exterior with real rubber tires.
big boy toys 5
Porsche 356 C Cabriolet
Limited to 1,963 examples, with own serial number. Exterior in enamel blue, cabin in fawn brown. Made of metal.
Scale 1:43.
big boy toys 6
Mercedes-Benz 280 SE (W108)
Made of metal. Highly detailed exterior (with real rubber tires) and interior. Scale 1:18.
big boy toys 7
Jaguar F-Type SVR Coupe
Made of metal. Collectors grade die-cast. Scale 1:43.
big boy toys 8
Range Rover Classic
Made of metal. Collectors’ grade die-cast with highly detailed exterior and interior. In period-correct Tuscan Blue paintjob. Scale 1:18.

Porsche brings out updated Macan S

PORSCHE on Dec. 11 unveiled in Stuttgart, Germany, the new, sportier version of its Macan S. The Macan S is based on the heavily revised Macan which the car maker introduced in Shanghai, China in July.
The Macan S is the high-performance variant of the Macan.
Benefitting from the upgrades received by the Macan, the Macan S gets a new turbocharged V6 engine equipped with a gasoline particulate filter, better brakes that can still be upgraded to a ceramic composite set, and a steering wheel lifted from the Porsche 911.
The Macan S’s 3.0-liter V6 (the Macan has a four-cylinder engine) has its turbocharger located in between the two banks of cylinders. This means the charge expelled by the engine — which is what’s used to spin the turbo — has less to travel from the cylinders to the turbocharger. The turbo can then spool up more quickly, improving response.
Helping out further is the turbocharger’s twin-scroll setup, in which the engine’s exhaust is continuously fed to the turbine wheel in separate streams, ensuring more grunt in low revs. The revised layout in the combustion chamber — fuel is injected from the center — ignites the charge better. Also new to this V6 is its gasoline particulate filter.
What these revisions do is increase the power output per liter from 111hp to 116hp while at the same time cutting emissions. The new V6 now makes 349hp, up 14hp from the previous engine, and 480Nm, or 20Nm more. If the Sport Chrono Package is optioned in the Macan S, the car can sprint from a standstill to 100kph in 5.1 seconds, 0.1 seconds quicker than before, and on to a top speed of 254kph. Its fuel consumption is reckoned to hover around 8.9 liters per 100 kilometers.
The Macan S rolls on staggered-size tires governed by the latest evolution of the Porsche Traction Management four-wheel drive train. According to Porsche, some steel components in the front suspension have been replaced with aluminum, making steering more precise and the ride more comfortable. Sway bars have also been retuned to keep the car’s handling neutral.
Porsche said it upgraded the Macan’s brakes, with larger, thicker brake discs in front to boost stopping power. A Porsche Ceramic Composite Brake is available as an option.
The Macan S has been fitted with a full LED kit, which counts in the three-dimensional rear LED light bar. In the cabin, the Macan S also sees the new Porsche Communication Management that has a 10.9-inch, high-defintion touch screen panel, with which an array of connectivity functions can be controlled and accessed. The centerpiece is the optional GT sports steering wheel taken from the 911. This thing integrates the Sport Response button that comes with the Sport Chrono Package.

Kia’s new PHL distributor has its priorities in order

If you’re into cars and have been observing the local automotive industry in recent years, this question may have crossed your mind: What the hell is going on with Kia?
The South Korean automaker is one of the biggest in the world and boasts some of the most attractive offerings on the market. One could argue that its product line is even more compelling than Hyundai’s. And yet the market performances of these compatriot brands in our country are like night and day. While Hyundai has consistently been the third-largest car company in our territory in terms of sales — although Nissan could potentially overtake it by the end of the year — Kia has steadily declined to unimaginable depths.
Granted Kia has never been an overwhelmingly big-volume seller in the Philippines, but it did peak at 10,010 units in 2015 for a respectable 3.1% share of the market. The three years that followed, unfortunately, proved to be one sustained nightmare. Sales dipped to 7,304 vehicles (1.9%) in 2016 and then went further down to 5,186 (1.1%) in 2017. This year, it is projected that Kia will close at around 2,400 units for an appalling market share of 0.6%.
What happened? How could a strong car brand with compelling products fail so ignominiously? The simple answer: priorities. Columbian Autocar Corporation, owned by Palawan Governor Jose Ch. Alvarez, lost its focus. Its chairman, now totally immersed in politics, had turned his attention to other concerns. The car business no longer appealed to him, it seemed. So much so that he unloaded BMW to San Miguel Corporation.
Kia soldiered on but simply went through the motions. Even its marketing efforts became inexplicably baffling, putting nearly all its eggs in the Philippine Basketball Association’s expensive basket. Any observer would have been able to tell that the company was more interested in managing a basketball team than in selling motor vehicles. Predictably, all of this organizational chaos trickled down to the dealers, which lost the energy and the spirit themselves to look after the brand. Word has it that some of these Kia dealers never had their hearts in the automotive trade to begin with, and that they merely got into it because of their other business ties with Governor Alvarez.
The result? A car brand that Filipino buyers have stopped trusting and considering.
Thankfully, Ayala Corporation has entered the picture. The group’s car division, AC Automotive, has been appointed the new Kia distributor in the Philippines, with the brand re-launch scheduled for Jan. 30, 2019. Besides Kia, Ayala also distributes Volkswagen and will soon bring in a Chinese commercial vehicle brand called Maxus.
On Monday, new Kia Philippines president Emmanuel A. Aligada faced journalists for the first time in his new capacity. He presented the brand’s current business outlook and laid down his team’s immediate plans, chief of which is to “stabilize the business.” He shared his intent to quickly return to the 10,000-unit sales level and to strengthen Kia’s nationwide dealership network. He also revealed that they would be introducing three new models to our market.
But of all the sound bites he spouted at the news conference, there was one statement I particularly liked — one that assured me that the brand was finally in good hands. Asked why Ayala didn’t also acquire Kia’s professional basketball team, he replied: “We’re in the automotive business.” Something so simple and yet so clear — something that indicates the new Kia distributor knows what its priority is. And that priority is to sell cars. Not basketball, not politics, not other businesses. Just cars.
Hopefully, now that it has a new importer and seller that understands its number one job, Kia will soon regain market relevance and prominence. I’m actually rooting for it.

Peso weakens further to new low

THE PESO continued its decline against the dollar to log a fresh one-month low amid continued risk-off sentiment as market players await the policy decision of the US Federal Reserve.
The local unit ended Tuesday’s session at P53.07 versus the greenback, nine centavos weaker than the P52.98-per-dollar finish on Monday.
This was the peso’s worst showing in more than a month or since it closed at P53.09 per dollar last Nov. 14.
The peso opened the session at P52.98 against the US currency and slipped to a low of P53.07 intraday, which was also yesterday’s closing rate. Meanwhile, its best showing stood at P52.91 versus the dollar.
Trading volume climbed to $790.46 million from the $685.95 million that switched hands the previous day.
Two traders said the peso traded lower versus the dollar as investors are waiting for the last policy meeting of the US central bank, which it holds on Dec. 18-19.
“The market is widely expecting the Fed to raise its interest rates. However, players are more or less looking into next year’s view,” a trader said in a phone interview.
In a Reuters report, the interest rate futures market is pricing in only one policy tightening from the Fed next year, compared with its September projection of three rate hike, since higher borrowing costs will hurt the US growth and ultimately prompt the Fed to pause its policy tightening path.
“As market players remain uncertain to the possible monetary policy path of the US Federal Reserve for next year, local investors flock toward the relatively safe-haven dollar for the meantime,” another trader said in an e-mail.
For today, the first trader expects the peso to trade between P52.90 and P53.10, while the other gave a P52.95-P53.15 range. — KANV

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