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LANDBANK sees rise in transaction volume, value via its app in Q1

PHILSTAR FILE PHOTO

THE VOLUME of transactions done via Land Bank of the Philippines’ (LANDBANK) mobile application surged by 96% in the first quarter, the state-run bank said on Monday.

Transaction volume through LANDBANK’s Mobile Banking App (MBA) doubled to 20.9 million in the first quarter from 10.7 million in the same period last year, it said in a statement.

Total transaction value made through the app rose by 42% or P89.3 billion from P63 billion last year, mainly driven by fund transfers and bills payment transactions.

Overall, total transactions via all LANDBANK’s major digital channels grew by 63% to 30.79 million in the first quarter, it said.

Total transaction value reached P1.95 trillion at end-March.

LANDBANK’s other digital channels include online retail banking channel iAccess, its corporate internet banking platform weAccess, web-based payment channel Link.BizPortal; and its remittance channel i-Easy Padala.

The state-run bank’s other platforms include the Electronic Tax Payment System, Electronic Modified Disbursement System, and the Bulk Crediting System.

LANDBANK’s mobile banking application provides online banking services like fund transfers, bills payments, balance inquiries, and salary loan services.

Through the application, LANDBANK account holders enjoy free fund transfers to other banks via InstaPay and PESONet for three transactions daily that amount to P1,000 and below.

“We are dedicated to continue expanding our digital offerings to bring more Filipinos into the financial mainstream,” LANDBANK President and Chief Executive Officer Lynette V. Ortiz said.

LANDBANK has rolled out a new feature for its MBA through which users can now open a digital account without having to visit a physical branch. Account holders may also open a LANDBANK PISO Plus basic deposit account, a regular LANDBANK Visa debit account, and a GoBayani savings account for overseas Filipino workers.

“Opening a LANDBANK account has never been easier, and we hope more customers can get to experience the benefits of our convenient and secure banking services,” Ms. Ortiz said.

LANDBANK recorded a net income of P12 billion in the first quarter, 11% higher year on year. — B.M.D. Cruz

Behind Suicide Squad, the year’s biggest video game flop

SUICIDESQUADGAME.COM

DAVID HADDAD, the head of video games for Warner Bros. Discovery Inc., visited the London offices of subsidiary Rocksteady Studios in mid-February for an all-hands meeting. While previous gatherings with the executive had been peppered with tactful euphemisms, this time Mr. Haddad was blunt, according to two people briefed on his remarks. Weeks after its release, the studio’s latest game, Suicide Squad: Kill the Justice League, was tanking.

Mr. Haddad shared few details on the exact scope of the Suicide Squad misfire, said the people, who asked not to be identified discussing nonpublic information. But it didn’t take long for them to find out the extent of the damage.

On May 9, during an earnings call, Warner Bros. revealed that it was taking a $200 million loss on Suicide Squad — making it one of the gaming world’s worst blunders.

Behind the scenes, according to interviews with nearly two dozen people who requested anonymity because they weren’t authorized to speak to the press, the development of Suicide Squad: Kill the Justice League was a tumultuous affair, plagued by countless delays. The game failed for a number of reasons, said the people, including a constantly shifting vision, a culture of rigid perfectionism, and a genre pivot that was ill-suited for the studio. A spokesperson for Warner Bros. Games declined to comment.

The costly miss could extend beyond Warner Bros. and “further deter investment in gaming by traditional media firms when they should be expanding,” said Joost van Dreunen, who teaches the video-game business at New York University.

The high-profile failure came at a particularly bad time for Warner Bros. Chief Executive Officer David Zaslav. The parent company of CNN, HBO, TNT and other cable networks was already grappling with challenges on multiple fronts, from plunging TV ad sales and struggling movie theaters to escalating sports rights fees and growing threats from artificial intelligence (AI). Over the past two years, the company’s share price had plummeted from $26 in April 2022 to a little over $8 the day of the call.

The games division was supposed to be a rare bright spot for Mr. Zaslav and his investors, particularly following the success of Hogwarts Legacy, an adaptation of the Harry Potter series, which was the best-selling title of 2023 and has sold more than 24 million copies. Instead, Rocksteady delivered a historic dud. For Warner Bros., it was a painful reminder that big, ambitious video games, like blockbuster-style movies, have the potential to amass both huge windfalls and gaping losses. On the call, Mr. Zaslav described it as a “disappointing release” that “overshadowed” the rest of the quarter.

For years, Warner Bros. has been struggling to transform its DC Comics assets into a wellspring of recurring hits, much as the Walt Disney Co. has done with Marvel Comics. In August 2016, Warner Bros. released Suicide Squad, a gory sci-fi action movie based on the comic book series, which originated in 1959. The film, starring Will Smith and Margot Robbie, featured a platoon of villains strong-armed by the US government into a dangerous mission to save the world. It went on to generate ticket sales of $750 million on a budget of $175 million, a major boon for the studio.

Afterward, the company hustled to build on the momentum. At its gaming studio in Montreal, Warner Bros. already had a Suicide Squad video game that was struggling to gel. With the stakes heightened, Mr. Haddad pulled the plug and turned, instead, to the most prestigious of the company’s dozen video-game studios.

Founded in London in 2004, Rocksteady had grown into an industry darling thanks to Batman: Arkham, a series of games that was revered by critics and sold millions of copies. Following Rocksteady’s third and final installment, which came out in 2015, the studio’s co-founders Jamie Walker and Sefton Hill, eager to do something different, started working on a prototype of an original multiplayer puzzle-solving game, codenamed Stones.

Around the end of 2016, Walker and Hill told their staff there’d been a change of plans. Stones was out. Suicide Squad was in. According to people who attended the meetings, Hill explained that he saw it as a better opportunity than making something new from scratch and that the company hoped to release the game in 2019 or 2020. (Walker and Hill declined requests to be interviewed for this story.)

At the time, the broader industry was growing increasingly fixated on “games as a service” — such as Destiny and League of Legends — which generate sales long after their initial release, continuously reengaging players with endless updates and raking in fresh profits year after year. Armed with a battery of presentations, Warner Bros. executives traveled to London and made the case that the growing category was the industry’s future.

It was a field in which Rocksteady had no prior experience. The Batman: Arkham games were all single-player. Even so, Rocksteady executives soon decided that, in keeping with their parent company’s newfound enthusiasm, Suicide Squad would become an online multiplayer game with live-service content.

As it set out to master a new set of skills, Rocksteady expanded. Over the next seven years, it would swell from roughly 160 to more than 250 people — a size that grew unwieldy for managers yet still remained far smaller than the enormous teams behind similar games, such as Destiny.

During the early days, the studio kept its work on Suicide Squad a secret, even from potential hires. Several people who came on board during this era said they were surprised when they first arrived at the offices to learn that they would be working on a multiplayer game, not at all what Rocksteady was known for. Many would depart as a result.

Over time, the leaders’ vision kept morphing, most notably switching from an emphasis on melee combat to heavily focusing on guns. The change left some staff members wondering why protagonists such as Captain Boomerang, known for fighting with his namesake weapon, would suddenly pivot to gunplay.

In August 2020, after three years and multiple delays, Rocksteady finally revealed its plans, telling fans Suicide Squad would be released in 2022. But additional frustrations kept piling up. The project’s massive world and four playable heroes were a significant increase in complexity from the Arkham games. Engineers, under the impression they were rushing toward an immutable deadline, prioritized short-term fixes that later proved to be hindrances as the release date kept getting pushed back.

Staff members sometimes waited weeks or months for Hill, the studio’s perfectionist co-founder and director of the game, to review their work, said the people familiar, creating a bottleneck that further slowed development. He scrapped big chunks of the script and struggled to convey his evolving ideas, they said, confessing that he hadn’t spent much time with competing games such as Destiny. The constant delays hurt morale and led staff to fret that they were discarding too much and failing to make real progress.

At one point, Hill pitched an elaborate system of vehicles that would allow players to deck out cars with weapons and navigate through the game’s alien-infested streets. But each of the four playable characters were already outfitted with modes of traveling, leading to more doubts among staffers. Why, they wondered, would players using Deadshot or King Shark bother with a motorcycle when they could just soar through the air? After months of experimentation and prototyping, the vehicle system was scrapped.

One of the biggest issues, said people familiar, was that the battles, levels, and bosses in a live-service game needed to be designed so players could tackle them over and over again, while Rocksteady was accustomed to telling stories that were only experienced once. Hampered by bloated code, the team struggled to find ways to make these activities feel less tedious and repetitive.

Multiple people who worked on the project say their growing concerns were often met with promises from management that Suicide Squad would eventually coalesce at the last minute, just as the Arkham games had. Several employees adopted the term “toxic positivity” to describe the culture of the company, which discouraged criticism. Leadership didn’t seem worried, they say, even as other traditionally single-player game studios that chased the live-service trend were delivering abysmal results with games such as Anthem (which earned a lowly score of 59 out of 100 on Metacritic), Marvel’s Avengers (67 out of 100), and Redfall  (56 out of 100).

Despite the internal concerns among frontline workers, executives from Warner Bros. kept reviewing demonstrations of the game and sending laudatory feedback, praising the graphics and saying they expected Suicide Squad to become a billion-dollar franchise.

Whatever the outcome, the studio’s co-founders wouldn’t be there to see it through. In the fall of 2022, Warner Bros. announced that Hill and Walker were leaving Rocksteady to work on “a new adventure” and that a pair of longtime employees, Nathan Burlow and Darius Sadeghian, were being promoted in their wake. The change in leadership shocked the Rocksteady staff, and Hill and Walker said little in public to elaborate on their reasons for leaving. Later, when they started a new studio called Hundred Star Games, they told potential recruits from Rocksteady that they would have the opportunity to make a game free of the mandates and pressures from a corporation like Warner Bros.

Not long after the pair left, Suicide Squad was shown to the world for the first time in a digital PlayStation showcase that revealed 10 minutes of footage. Fans were largely unimpressed and slammed the preview for looking generic and repetitive. One Forbes writer described it as “live service hell.”

Shortly after the showcase, Warner delayed the release again, leading fans to wonder if Rocksteady might pivot away from the uninspired “looter shooter” genre to something else entirely. But it was too late.

In February 2024, Rocksteady released Suicide Squad. Employees were hopeful that players might enjoy individual pieces, such as its beautiful graphics or clever banter. But critics panned the overall experience, ranking it alongside other live-service flops with a 60 out of 100 on Metacritic, and the game failed to reach a wide audience despite a pricy marketing campaign that included network TV commercials.

Despite the painful setback, Warner Bros. isn’t giving up on video games, a $262 billion global industry, according to PwC, that will grow to $312 billion in 2027. During the February meeting in London, Mr. Haddad said that Warner Bros. Games was looking to do more collaboration between its dozen studios and that the company was understaffed compared to competing publishers, so job cuts at Rocksteady wouldn’t make sense.

Many of the studio’s employees are now helping to develop a new “director’s cut” version of Hogwarts Legacy. At the same time, according to people familiar, the studio leaders are looking to pitch a new single-player game, which would return Rocksteady to its roots.

“I think they’ll definitely get another at-bat,” said TD Cowen analyst Doug Creutz. “Hopefully with something more aligned with their demonstrated talents.” — Bloomberg L.P.

Empowering women through financial education

FREEPIK

We often assume that women, like men, are fully equipped and have the financial savvy to plan their personal and business finances. However, various studies have observed the reality that there is a gender gap in financial literacy that persists globally, and which poses challenges affecting women’s personal and professional development, including investment and retirement planning.

An Organisation for Economic Co-operation and Development (OECD) Survey in 2020 showed that men possess higher financial literacy and economic investment levels compared to women, impeding women’s ability to achieve financial autonomy and independence. With women’s longer average life expectancy of 73.8 years versus 68.4 years for men according to the study conducted in 2021 by Saloni Dattani and Lucas Rodés-Guirao of our World in Data, it is imperative for women to be more proactive in financial planning and investment strategies for retirement savings, living expenses, healthcare costs, and other potential long-term care needs.

FINANCIAL STRATEGIES AND INVESTMENT PLANNING FOR WOMEN
At this year’s Global Summit of Women (GSW), an annual event that brings together influential women leaders, entrepreneurs, and experts from around the world, which was held in Madrid from May 9 to 11, I had the privilege of moderating a panel entitled “Financial Strategies and Investment Planning for Women.” The panel discussed the various challenges that women experience in planning their financial future and provided insightful interventions and strategies to improve the financial well-being of women.

Ana Lorrabaquio — a veteran in financial markets and a director in the Institutional, Wealth and Corporate Business at Principal Mexico, one of the most active and fastest growing finance companies in the Mexican financial market operating through the businesses of retirement fund, investment funds, annuities, and insurance — presented her insights on personal financial planning and the economic role of women. She discussed the importance of financial planning in creating a greater sense of well-being, despite the current challenges faced by women, such as earning less than men as a result of the persistent gender pay gap and the difficulties in understanding investment information. Ms. Lorrabaquio encouraged women to be proactive by reviewing their financial situation, investing wisely, and planning for retirement. She also advised that women should seek the assistance of a financial advisor to guide them achieve financial success.

Alicia Muñoz Lombardia, Deputy Secretary of the Board and Head of Legal and Public Affairs at Santander Spain, currently the largest bank in Spain in terms of assets and global presence, discussed the barriers faced by women in accessing capital which has discouraged many women from becoming entrepreneurs. However, she added that women should be aware of funding options, such as government programs, bank loans, crowdfunding, and angel investors. Ms. Lombardia further emphasized the importance of financial education and entrepreneurial opportunities for women. Thus, her organization has invested significantly in collaborating with universities to support women entrepreneurs through financial education, mentoring, and other resources.

Mary McKenna, an angel investor and co-founder of Awaken Hub, a platform supporting women-led businesses in technology sectors, shed light on the low investment in women-led companies in deep tech innovation. Ms. McKenna stressed the importance of women’s active involvement in early-stage investing and highlighted the benefits of joining or starting an angel syndicate, which provides access to due diligence teams, community events, and personal development opportunities. Angel investing is an investment option available to women aside from the traditional instruments, like equities, bonds, and other forms of securities.

The panelists likewise discussed financial management and investment strategies for women, such as the need to balance and establish clear boundaries, especially in family-owned businesses, between personal and business finances as women entrepreneurs are expected to also manage household finances as “keepers of the funds or finance managers,” and the need to promote women’s access to capital for business, such as in the technology sectors, to support gender equality in finance. Finally, due to cultural and societal norms which influence women’s attitudes towards financial management and investment, they all agree on the need to address these socio-cultural influences to foster greater financial empowerment among women through collective actionable steps and initiatives to ensure sustained progress towards greater financial literacy and empowerment for women.

A CASE STUDY ON FINANCIAL LITERACY
The Philippine Women’s Economic Network (PhilWEN), through its inaugural project with the Philippine Business Coalition for Women Empowerment (PBCWE), comprised to date of 45 large and influential local corporations who commit to promote gender equality in the workplace, recognizes the urgent need to address this gender gap in financial literacy.

To train and empower women to navigate their financial journey with confidence, PhilWEN, in partnership with Insular Life, a member of PBCWE, conducts training using modules on “Financial Literacy 101: Shaping Her Future – The Sheroes’ Runway to Financial Freedom,” “Investment Planning,” and “Estate Planning.” Using these modules, we capacitate women with practical knowledge and financial skills, thus paving the way towards a more equitable and financially literate society.

ADDRESSING THE GENDER FINANCIAL LITERACY GAP
The global dialogue on women’s economic empowerment to inspire positive change in the financial landscape for women is necessary to create a more inclusive and equitable financial platform for women in the Philippines and beyond.

The gender gap in financial literacy is not just a matter of numbers and statistics; it is about the lives and futures of women everywhere. If we do not act now, we are missing out on empowering countless women and depriving them of the opportunity to achieve financial independence, security, and a better future for themselves and their families; we are denying them the knowledge and skills they need to navigate the complex world of personal finance, make informed decisions, and plan for retirement. This will continuously perpetuate the current system that holds women back, limits their access to investment opportunities, and reinforces the harmful notion that financial management is not their domain.

It is high time to face the issue, recognize the dreams and aspirations of women, and ensure that they have the tools and support they need to thrive financially.

This article reflects the personal opinion of the author and does not reflect the official stand of the Management Association of the Philippines or MAP.

 

Ma. Aurora “Boots” D. Geotina-Garcia is a member of the MAP Diversity, Equity & Inclusion Committee. She is the founding chair of PhilWEN and chair of the Governing Council of the PBCWE. She is also president of Mageo Consulting, Inc., a company providing corporate finance advisory services.

map@map.org.ph

magg@mageo.net

DoubleDragon to issue up to P10-B retail bonds 

BW FILE PHOTO

THE BOARD of property developer DoubleDragon Corp. has approved a planned retail bond issuance of up to P10 billion as part of the company’s fundraising initiatives. 

The proposed bond offering was approved by the company’s board on June 7, DoubleDragon said in a statement to the stock exchange on Monday.

DoubleDragon said the planned retail bond issuance has secured a “PRS Aaa” credit rating from the Philippine Rating Services Corp. (PhilRatings).

The rating is the highest rating awarded by PhilRatings, which are given to  obligations that are “of the highest quality with minimal credit risk and the issuing company’s capacity to meet its financial commitment on the obligations is extremely strong.”

DoubleDragon said its total equity is set to breach P100 billion for the first time in 2024.

It added that the upcoming listing of its hotel subsidiary Hotel 101 Global Pte. Ltd. on the NASDAQ Stock Exchange in the United States will “further strengthen” the company’s balance sheet. 

Hotel101 will list on the NASDAQ via a merger with a special purpose acquisition company JVSPAC Acquisition Corp. The merger brought Hotel101’s equity value to over $2.3 billion.

The combined entity will be listed on the NASDAQ under the ticker symbol “HBNB.”

“DoubleDragon’s string of titled investment properties strategically planted in prime locations spread out in Luzon, Visayas, Mindanao, and Overseas serves as its strong underlying solid foundation,” the company said. 

Hotel101 is targeting to have one million rooms across over 100 countries.

It seeks to have presence in 25 countries by 2026. These include Philippines, Japan, Spain, United States, United Kingdom, the United Arab Emirates, India, China, Thailand, Malaysia, Vietnam, Indonesia, Singapore, Cambodia, Bangladesh, Mexico, South Korea, Australia, Canada, Switzerland, Turkey, Italy, Germany, France, and Saudi Arabia.

The hotel operator recently started development on a 680-room hotel in Madrid, Spain. It is also building a 482-room hotel in Hokkaido, Japan.

For 2023, DoubleDragon saw a 23.3% increase in its net income to P15.93 billion as revenue improved by 75% to P24.74 billion.

DoubleDragon shares fell by 4.01% or 50 centavos to P11.98 apiece on Monday. — Revin Mikhael D. Ochave

Mitsukoshi eyes increased Japanese brand presence in PHL

By Arjay L. Balinbin, Corporate Editor

JAPAN-BASED department store chain Mitsukoshi is gearing up to introduce more Japanese brands and local partnerships at its Philippine branch Mitsukoshi BGC, a company official said.

“What we are trying to do in Mitsukoshi BGC is to become a place where you can find and experience a bit of Japan, and where also new value is created through a combination of Filipino culture and Japanese culture,” Momoko Umemura, manager at Isetan Mitsukoshi Holdings Ltd.’s corporate real estate department, said in a media briefing in Tokyo on May 29. 

“Mitsukoshi BGC is becoming one of the starting points for Japanese companies to start their business in the Philippines,” she added.

Set to delight Filipinos is the Japanese treat anmitsu, a classic chilled dessert featuring white, semi-translucent jelly. This delicacy will be available for P450.

Mitsukoshi BGC is also expanding its selection of Japanese rice wines. Among the new offerings are the Kakurei Junmai Ginjo, priced at P1,980, and the Gangi Junmai Dai Ginjo Yunagi, which will be available for P2,980.

“It’s not only about Japanese companies. We’re trying to co-create new value and synergy. One good example is the collaboration between Mitsukoshi Fresh and Auro Chocolate,” Ms. Umemura said. Auro Chocolate is a premium bean-to-bar chocolate brand in the Philippines.

She added that the company is also looking to partner with more local suppliers.

Mitsukoshi BGC, the first Japanese mall in the Philippines established in Bonifacio Global City (BGC), Taguig, in 2022, recently introduced 15 new brands, bringing the total number of purely Japanese brands to 38.

Japanese furniture retailer Nitori also recently opened its store in Mitsukoshi BGC.

The origins of Mitsukoshi trace back to 1673, during Japan’s Edo period, when Takatoshi Mitsui, a visionary businessman, established the Kimono Fabric store “Echigoya” in Edo, now known as Tokyo.

In 1904, the department store declaration was issued, saying: “We aim to pursue the improvement of customer satisfaction and convenience by providing the latest business presentations and assortment of cutting-edge department products.” Consequently, Mitsukoshi established itself as Japan’s pioneering department store. Its flagship store is situated in Nihonbashi, a vibrant commercial district renowned for its iconic 17th century canal bridge.

Mitsukoshi BGC, a commercial facility located in the basement of a residential building, is a partnership between local company Federal Land, Inc., the property arm of the Ty-led conglomerate GT Capital Holdings, Inc., and Japan’s Nomura Real Estate (NRE) Development and Isetan Mitsukoshi Holdings.

Their mixed-use residential and commercial development project “was designed based on a Japanese concept and received the highest award in the Residential High-rise Development category at the International Property Awards, recognizing outstanding real estate projects worldwide,” said Masato Yamauchi, director and head of NRE’s overseas business division, during a briefing.

“Through managing this property, we aim to continually enhance the lifestyle offerings in Manila, providing a uniquely Japanese experience to the Filipino community,” he added. The residential tower, named “The Seasons Residences,” features units named “Haru” (spring), “Natsu” (summer), “Aki” (autumn),” and “Fuyu” (winter), representing Japan’s four seasons.

“As seen, there are a lot of things to look forward to, a lot of products that will come soon to the shores of Mitsukoshi BGC,” said Charmaine N. Bauzon, commercial business group head at Federal Land NRE Global, Inc.

“We will not stop at just these products. I think we will continue to surprise our Filipino customers,” she added.

FWD Life Philippines launches new investment-linked insurance product

FWD Life Insurance Corp. (FWD Life Philippines) has launched a new investment-linked insurance product with yearly payouts for a limited time as part of its 10th anniversary.

FWD Golden 7 is a one-time payment plan that offers 4% annual payouts for seven years and 100% return of premiums at the end of the 7th year, as long as no death benefit has been claimed, the insurer said in a statement on Friday.

The policy beneficiary is also guaranteed a death benefit amounting to 125% of the single premium or 105% of the account value, whichever is higher, it said.

“Most investments and investment-linked insurance policies typically take time to generate returns, depending on market conditions… But with FWD Golden 7, our customers get 4% payout right after the first year and continue to do so annually for seven years,” FWD President and Chief Executive Officer Antonio “Jumbing” G. De Rosas said.

“Through FWD Golden 7, Filipinos can be protected from life’s uncertainties while getting extra value with annual payouts. This way, they can build their best future by earning and enjoying the benefits of their insurance plan, even if they don’t make a claim,” he added.

FWD Golden 7 is available until maximum product allocation is reached.

Its one-time premium starts at P500,000 and it is available to individuals aged 15 days old up to 70 years old upon issue date.

FWD Life Philippines’ premium income stood at P24.26 billion at end-2023, based on latest data from the Insurance Commission.

The life insurer booked a net income of P1.22 billion last year. — A.M.C. Sy

SEC OKs ACE Medical Center Zamboanga direct public offering

THE Securities and Exchange Commission (SEC) has approved the planned direct public offering (DPO) of Allied Care Experts Medical Center-Zamboanga, Inc. (ACE-MCZ) worth up to P1 billion.

The commission en banc rendered effective ACE-MCZ’s registration statement covering 360,000 common shares during a June 6 meeting, the corporate regulator said in a statement on Monday.

ACE-MCZ, which operates under the name and style of Premier Medical Center Zamboanga, will offer 3,600 blocks composed of 15 shares per block, with a price ranging from P150,000 to P400,000.

The company is expecting to generate P997.51 million worth of net proceeds from the offer, which will be used to fund the construction of its hospital, acquisition of medical equipment, payment of loans, and pre-operational and operational expenses.

ACE-MCZ is building the 10-story Premier Medical Center Hospital in Barangay Tetuan, Zamboanga City. The 200-bed hospital is scheduled to be completed by the end of the second quarter. 

The hospital will offer various services such as primary care, specialty care, and diagnostic testing.

“The shares will be traded over the counter through the hospital’s internal staff. The intended market for its shares will be mostly medical specialists and their relatives,” the SEC said.

ACE-MCZ’s DPO was filed via the SEC’s Securing and Expanding Capital for Hospital Entrepreneurs program, which seeks to improve the medical industry’s access to capital by streamlining the registration process for public offerings intended to finance hospital projects. — Revin Mikhael D. Ochave

For an AI lesson India must look back — 300 years

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INDIA’s dominance in tech outsourcing is facing an existential challenge not unlike what its world-beating textile industry battled — and lost — 300 years ago.

In the early 1700s, it took 50,000 hours to spin 100 pounds of cotton. “Indian spinners were regarded as the most productive in the world, and they produced the best-quality product,” as Daron Acemoglu and Simon Johnson, economists at the Massachusetts Institute of Technology (MIT), note in a new paper. By 1795, however, automation had crunched the labor demand to 300 person-hours.

The profound impact of the industrial revolution on cotton-spinning may be poised for a repeat in a $250 billion white-collar powerhouse. Each year, 5 million Indians churn out billions of lines of code for global banks, manufacturers, and retailers. Research by McKinsey & Co. showed last year that with generative artificial intelligence (AI) it’s possible to cut the time taken for code generation by 35% to 45%, and slash documentation time by nearly half.

This is just the beginning. As generative AI morphs into artificial general intelligence — machines rivaling human cognitive abilities — even highly complex tasks may not require expert programmers.   

The improvement in speed “can be translated into an increase in productivity that outperforms past advances in engineering productivity, driven by both new tooling and processes,” McKinsey says. But how will the gains be distributed between customers and software vendors? More importantly, how will they be shared between shareholders of outsourcing firms and their employees?

Acemoglu and Johnson glean insights for the interplay of machine and labor by comparing the age of AI to the early industrial revolution and the shift it produced in the thinking of David Ricardo, a prominent classical economist, ace bond trader, and politician. As the spinning jenny became progressively more efficient, suddenly there was a lot of yarn looking for weavers, creating lucrative  new jobs. The golden age of weaving, the MIT economists surmise, is probably when Ricardo came to his famous conclusion that “machinery did not lessen the demand for labor.”

It was when handlooms gave way to power looms in the early 19th century — leaving no alternative occupation for displaced labor — that Ricardo updated his view. He acknowledged in an 1819 speech to the British parliament that “the inadequacy of the wages to the support of the laboring classes” was one of “two great evils for which it was desirable to provide a remedy.”

India’s tech companies are stuck on Ricardo 1.0, and investing very little into a future where artificial intelligence has made their current code-writing business irrelevant. The optimistic view goes like this: Someone needs to prompt generative AI’s large language models with the right questions. Natural-language processing and prompt engineering will create jobs. Finding unique and affordable use cases — especially in local languages — may be another avenue for the most-populous nation to utilize its talent.

According to Nandan Nilekani, co-founder and chairman of Infosys Ltd., India’s second-largest outsourcing firm, building foundational AI models is for people with capital. “Our advantage currently lies not in compute*, cloud, or chips,” he said in a speech. “Our advantage is our population and their aspirations.”

The trouble is that artificial intelligence will come with its own power loom. Companies will recover their hefty investment costs by selling souped-up devices. “We expect AI-enabled hardware to be the only sustainable and meaningful way consumers and corporations begin paying for AI features, justifying billions of dollars invested in GenAI,” writes Nilesh Jasani of GenInnov, a Singapore-based global innovation fund.

The computers, phones and tablets that come out ahead may control access to the smartest tutors and navigators, the best office assistants, and the most empathetic robotic friends. To extract value from this new world, Indian outsourcing firms may have no choice except to emulate the transformation at Alphabet, Inc. and Microsoft Corp.

Ten years ago, these software giants didn’t see the need to invest the truckloads of money that came in routinely via advertising or subscription. But they paid attention to Nvidia Corp., which would go on to become the world’s most valuable chipmaker by enabling the artificial-intelligence revolution: “AI is eating software,” Nvidia CEO Jensen Huang said in 2017. Nowadays, Alphabet and Microsoft put a third of cash from operations into capital expenditure.

Infosys, and its bigger rival, Tata Consultancy Services Ltd,. seem to have ignored the memo. Billionaire founders of Indian outsourcing firms enjoy the society’s admiration for all the jobs and wealth they have helped create. Why should they bet any of it on risky moonshots?

Ultimately, though, the shareholders’ quest for high dividends and liberal stock buybacks may jeopardize the future of young engineers. The vaunted Indian Institutes of Technology haven’t been able to place all their graduates this year. For the first time in more than a quarter century, the country’s outsourcing industry is shrinking.

Some of the downturn may be cyclical. But what if a part of the decline is AI-induced, mirroring the misgivings Ricardo would go on to harbor about the textile industry? And he was right — real wages for handloom weavers collapsed between 1800 and the early 1820s. “We find little evidence for offsetting employment or wage gains in other industries,” the MIT economists note.

It’s still not too late to pivot. There is plenty of capital available. The Biden administration is giving billions of dollars in grants and loans to Samsung Electronics Co. and Taiwan Semiconductor Manufacturing Co. for chips that will be used in AI. Elon Musk’s xAI just raised $6 billion to challenge OpenAI. Closer to home, the economic rivalry of MBS and MBZ — Saudi Crown Prince Mohammed bin Salman and the UAE President Mohammed Bin Zayed Al Nahyan — is a wishing tree that Indian entrepreneurs ought to be shaking vigorously.

Sadly, the pedigreed outsourcing companies are missing the trick.

BLOOMBERG OPINION

*Industry jargon for computing resources.

Microsoft unveils all-digital Xbox consoles, Doom title at Games Showcase

DOOM.BETHESDA.NET

MICROSOFT kicked off its annual Xbox Games Showcase on Sunday, unveiling a new all-digital version of its Xbox Series X and S consoles as well as trailers for more than a dozen games including the next installment of Call of Duty.

The Games Showcase comes at a crucial time for Xbox and Microsoft as the gaming industry faces a downturn and publishers grapple with softer sales, layoffs, and studio shutdowns.

Microsoft showed off three gaming consoles including a disc-less version of the Xbox Series X and S consoles, and a special edition of the Series X with 2 terabytes of storage.

The hardware refresh could help Xbox boost sales of its consoles which compete with Sony’s 6758.T PlayStation 5.

Among the games on display was Doom: The Dark Ages, the latest installment in the long-running Doom franchise, as well as a sneak peek at the newest Gears of War title, ending a five-year wait for one of Xbox’s most popular properties.

A sizable number of games including the new Doom and Call of Duty will be available on Xbox Game Pass on the day of launch, indicating that Microsoft is making big bets on the subscription service as it tries to woo consumers grappling with a relatively softer economy.

The Games Showcase was followed by a special feature from Activision Blizzard’s studios that highlighted features, characters, and gameplay of the new Call of Duty: Black Ops 6, which is slated for a release in October.

Developers Treyarch and Raven software showed clips from the campaign of the game that takes place in the early 1990s, touting features such as a new movement system allowing players to sprint in all directions, and a glimpse at the fan-favorite Zombies mode. — Reuters

Philippines improves in business complexity

The Philippines’ business environment improved* three notches to 34th place out of 79 jurisdictions in the 2024 Global Business Complexity Index from Amsterdam-based TMF Group. The index ranks jurisdictions based on the complexity of their business environments (lower ranking is better) using three areas of business operation: accounting and tax, global entity management, and payroll and human resources.

Philippines improves in business complexity

Amaia Steps Pasig tops off 4th mid-rise condo building

AMAIA Land Corp., a subsidiary of Ayala Land, Inc., recently topped off its Clara Building, the fourth mid-rise condominium building in its residential project Amaia Steps Pasig.

The nine-story Clara Building is the final structure in the 4.5-hectare residential development, joining the three other nine-story buildings named Aria, Blanca, and Esperanza, Amaia Land said in an e-mailed statement on June 7.

Situated on Eusebio Avenue in Barangay San Miguel, Pasig City, the project offers residents close proximity to Pasig General Hospital, Sacred Heart Academy, and Robinsons Supermarket.

The 464-unit Amaia Steps Pasig is less than six kilometers away from the Ortigas Central Business District and just four kilometers from C5 Road.

“Offering both accessibility and a serene retreat, Amaia Steps Pasig features retail spaces right at homeowners’ doorsteps, placing everyday essentials within reach. One can grab a quick bite or run important errands just steps away from their homes,” the company said.

The Clara building offers unit options such as studio, deluxe, and premier units, with sizes ranging from 23 to 42 square meters.

According to Amaia Land’s website, the project’s unit prices range from approximately P3.7 million to P5.8 million.

Among the amenities available for residents are a basketball court, swimming pool, multi-purpose hall, play area, and landscaped gardens.

The company said the project is aimed at newlyweds and young families starting out.

The Amaia Steps condominiums are also available in various locations including Alabang, Bulacan, Bicutan, Cebu, Laguna, Parañaque, Quezon City, and Bacolod.

In April, Amaia expanded its community in San Fernando, Pampanga, with the 5.4-hectare Amaia Scapes San Fernando Sector 2 located in Barangay Baliti. This project comprises 315 finished residential units and features the Single-Home 60 model.

Amaia Land is the affordable housing property arm of Ayala Land. — Aubrey Rose A. Inosante

Chinabank changes ticker to CBC as part of rebrand

BW FILE PHOTO

CHINA BANKING Corp. (Chinabank) has changed its stock symbol to CBC from CHIB as part of its corporate rebranding efforts, it said on Monday.

“Please be informed that during the regular board meeting held on June 5, 2024, the Board of Directors of China Banking Corp. approved to change of the stock symbol of the Bank from “CHIB” to “CBC” as part of its corporate brand refresh exercise,” the Sy-led bank said in a disclosure to the local bourse.

Chinabank launched its brand refresh program and digital campaign last month to focus more on its customers and to target the younger generation.

The bank has refreshed the CBC monogram in its logo and replaced the signages of its head office and branches.

As of end-2023, Chinabank was the fifth-largest bank in terms of assets with P1.54 trillion, central bank data showed. It has 648 branches and 1,069 automated teller machines.

Its net income grew by 17.72% to P5.9 billion in the first quarter amid robust core business growth.

Chinabank’s shares went up by five centavos or 0.12% to end at P40.30 apiece on Monday. — Aaron Michael C. Sy