perspective perspective - ChartNexus

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Suasana Sentral Loft
This move signals UM Land’s determination to
capitalize opportunities through smart partnerships
with strategic landbank owners and successful
property companies following its remarkable
success in its joint venture with MRCB to develop
the Suasana Sentral Loft condominium project.
With Singapore’s CapitaLand as one of South East
Asia’s largest and experienced premier property
company; and Bolton’s unique insight in developing
high-end residential properties, the combined talent
and expertise of all three partners promises
outstanding results.
The site is one of the largest plots of land zoned for
residential development within the popular KLCC
vicinity. Taking advantage of the trend of high-end
city living, a landmark condominium is slated for
launch in 2007.
BRAVING NEW CHALLENGES
Although global uncertainties brought about
primarily by the upswing in oil prices have yet
to dissipate, the current stable political and
economic climate should cushion the impact well in
2006. Fiscal measures to boost the economy by
bringing forward some RM2.4 billion worth of
projects under the Ninth Malaysian Plan paves a
promising start to 2006, in which GDP is expected to
grow to 6 per cent (Source: Bank Negara Malaysia
2005 Annual Report).
UM Land looks forward to 2006 as a year of continued
promise even though the increase in interest rate
poses some challenges to the current conducive
consumer environment. Malaysia’s high savings rate
(36.4 per cent of gross national product) and a
budget focused on providing a more conducive and
enabling environment for the private sector, keep
prospects encouraging. Coupled with a young
demographic profile, declining average household
size and urban migration, we believe there is a
consistent and sustainable stream of house buyers to
maintain a stable and resilient property market.
Against this supportive environment, 2006 will be
a year for introduction of new strategies and
initiatives for the Group as we forge ahead with
development plans that are already in motion.
In our continuing spate of launches for existing
townships, we aim to create differentiation and raise
the appeal factor by building homes with unique
themes and identities. To achieve sales targets, more
emphasis will be placed on competitive pricing,
increasing brand awareness, enhancing customers
experience and improving marketing channels.
Well-conceptualised show villages, carnival-like sales
launches and impressive show interiors are steps we
have already taken to move towards this direction.
We are committed to explore more innovative
product designs and novel marketing techniques to
proactively create demand for our homes.
POWERING NEW DIRECTIONS
There is a saying that goes, “In movement there is
life. In change there is power.”
The exciting news this year is the exhilarating fresh
approaches the Group is embarking upon to power
dynamic growth by embracing a new vision and
mission. This is laid out in a five year (2006 - 2010)
Group strategic plan.
Our road map is driven by a growth strategy
encompassing aggressive marketing and branding,
product innovation, acquisition of strategic
landbanks and smart partnerships.
On the operations end, UM Land has embarked
on a productivity strategy focusing on core business
processes, human resources systems, information &
communication management and the implementation
of a performance-based remuneration system to
improve the quality of our human capital.
These constructive strategies are critical in lifting
our profile above the teeming field of competitors
and making UM Land a developer of distinction.