Highly Speculative Markets and Overvalued Currency
Several of the “Asian Miracle” economies were marked with the effects of speculative commerce. Real estate speculation especially composed a large portion of economic transactions in the Asian economies. The stability of the economy was compromised by the high ratio of speculative arbitrage as oppose to real investment into emerging industry. Around 25-40 percent of total bank loans in Thailand, Indonesia, Malaysia, and Singapore were from the property sector. The banking industry also was largely involved in real estate speculation causing both a liquidity problem, as banking sector had most of its reserve in real estate. After the crisis began in July 1997 property values dropped causing both the devaluation of domestic currency and an instantly large amount of non-performing loans.
The crisis that started from Thailand effected all over Asia because each country had similar business, finance and investment styles. Foreign investors realised that the “Asian miracle” countries in fact had poor quality of investment, large short-term debt, poor debt to reserve ratios and other structural and institutional flaws that questioned their creditworthiness. As the crisis was onset in Thailand foreign investors were acquainted with the problems in Asian economy. International lenders hesitated at staying in economies with similar problems as Thailand, and sooner the international investors were planning to move out of Asia.
Underlying Real Economic Performance
One of the major reasons of the “Asian flu” was that each economy had several long-standing weaknesses that investors ignored prior to the crisis.
Korean debt was used to finance investment in tradable sectors rather than real estate developments. Despite the Korean economy it still took a hard hit. Transparency issues plagued the Korean economies as investors faced asymmetrical information; investors were not able to recognize which firms are still solvent. Thus, Asian flu went unchecked through the Asian economies.
Debt was a prevalent force in the Asian countries. The type of debt, as was touched upon earlier was part of the problem. The existence of short-term debt is volatile and prone to crisis during times of recession, and large hard currency loans proved to be a problem especially as the dollar appreciated against Asian currency. Upon the onset of financial crisis Asian economies found that they had very little capital reserves especially in comparison to their capital account deficits. The existence of large foreign capital reserves eased the shock of the crisis in Hong Kong, Singapore, Taiwan, and China. Emerging economies however did not have the luxury of past trade surpluses and therefore were left naked in the onslaught of speculative attacks.
Growth rate of Asian development in the world market was threat to west. Economies like Japan, Korea, and Singapore combindly were becoming a major trade block. To minimize this threat the western economies took the advantage and started investing in the region with a view of seizing back their investments once the Asian economies are dependent upon the foreign currency. Once the Asian economies lost operating capital, their economies would become gloomy and will loose their competitiveness in the world market.
- International speculation
Several international investors were interested in indirect investment in Asian economies. Through their huge funds and information they are able to penetrate through different capital markets easily. Since most of the Asian countries have linked themselves with us dollar or have adopted the fixed exchange rate scenario, the investors very easily create high rises of stock. When the rise is at its highest expected state all the stocks are sold leaving creating a sudden drop of prices and leaving a crisis behind.
- Excessive devaluation of Chinese currency
In 1994 due to hyperinflation and over investment the government in china adopted the strategy of adjustment of macro economy, through devaluation measures in the foreign exchange system. Thus as a result the Chinese currency was over devalued. This was of help to Chinese economy as it led to increases in their exports but as far as other Asian economies are concerned, their exports were extensively harmed.
- Depreciation of Japanese yen
The relationship between Japan and other Asian countries is closely related to trade and capital flows. Many countries import large quantities of goods from Japan rather that exporting to it. Yen and US Dollar are related to each other directly and this affects the other Asian countries trading with Japan. If Japanese yen is going higher than the dollar then Asian countries will prosper. But in opposite case i.e. yen depreciating against dollar the Asian countries will face strong financial crisis. Now since 1995 there is a continuous depreciation in Japanese yen against US Dollar, leading to major economic and financial resection.
- The collapse of bubble economies of East Asia
Many Asian economics have been characterized as bubble economies for their fast and high rise in price of real estate. When the level of prices reaches beyond the purchasing power of middle-income class, many real estates become inventory, that presents large burden on construction investors and real estate companies loan remain unpaid.
- Short-term capital utilized as long term investment
Companies have relied upon financial institution for short-term capital loans. The loans that have to be repaid within one year. Still the enterprises keep utilizing this loan for longer period for their long-term investment. When the loan is matured and has to be repaid several companies decline the payment of such a high amount that leads them to bankruptcy.
- Nepotism between politics and enterprises
In Asian countries government and the enterprises share close relationships. The politicians and businessmen are associated. This leads the enterprise to avail a loan from any state financial institution and very low interest rates and without mortgage. Now if the enterprise fails to pay back the loan, the crisis is passed in disguise to the institution providing finance and it becomes a part of financial crisis.
After looking unto several causes that contributed in Asian financial crisis, studies and researches show that there are different works portraying different causes of the downfall of Asia in 1997. To understand and analyse the Asian crisis I have further looked upon construction firms in Singapore, how they reacted to the crisis and what measures did this sector took to over come or sustain throughout the crisis. Construction is a huge industry and ample amount of capital is floating in the business. It is very interesting to know how the industry involved with that much big amount of capital involved must have reacted in the crisis time. Well it should be kept in mind that construction is a field of capital and operating expenses that cannot be ignored.
As a small country, Singapore is obviously not spared from the adverse effects of the Asian financial crisis. While the economic situation in Singapore appears to be under control, the truth is that the regional economic downturn is bound to affect businesses in Singapore, both in the domestic and international arena. Like other economic sectors in Singapore, the construction industry has also not been spared from the economic crisis. However, unlike other economic sectors such as the manufacturing industry where demand may be estimated and checked almost immediately, this is not usually the case in the construction industry. This industry enjoys two specific advantages firstly, the long duration in building projects means that contracts, which are awarded in 1997, will take at least two to three years to complete. This is because the duration of work depends upon the complexity of work and the size of the project. This means that the projects won by a contractor in 1997 may actually help to tide the company over the next two or three years. Nevertheless, this scenario assumes that the financial crisis has not affected the liquidity of the developer-owner that can still finance the project through to completion. Secondly, construction industry has both forward and backward linkages with other economic sectors, due to this government utilize this industry to pump the economy of the nation. This is achieved by bringing forward major infrastructure projects and other public sector building projects. Government also benefits from the fact that there is cut throat competition in construction industry because of which firms are ready to slice their costs for obtaining job.
In spite of the two advantages mentioned above, the local construction industry is not entirely immune from the poor economic performance experienced in Singapore as well as other regional economies since July 1997.
Here are some of the strategies that firms should adopt in regards to sustain in the crisis situation.
Restructuring is the process of transferring production from an expensive site to a cheaper one. It is a process in which the company opts for more economical areas to operate in. this means to move out from a country where labour and various other resources are expensive to a location where this are easily and economical available at the time of crisis. Its main objective is to bring the company to an acceptable minimum level of performance. Production restructuring, for example, leads to improvement in quality, elimination of waste and reduction of the production cycle. Cost improvement can be achieved through out-sourcing and buying directly from the producer. It’s all about cutting down costs, operational costs, to compete in competition during the crisis. Restructuring may lead to change in management, employee structure or even size operations.
Shrink selectively is another important strategies to be implemented whilst crisis. Focus upon product- market segments that provide profitable core of higher margin sales, withdraw from the unprofitable market segments and sale of investments to raise funds can be of enormous importance to a firm at the time of national or international financial crisis. Introduction of value added products to stimulate sale is also a vital key.
Marketing is a tool that can be utilized to attract market and approach consumers so that sales are balanced. Still at the time of crisis it should be observed that marketing cost is not gone over budget. The idea would be to market efficiently, effectively and economically. Attention should be paid to delivery, after sales service and aesthetic features of the product.
Cost cutting in every operation is required at the time of crisis. Cutting down in wage rates, stock control, policy of big orders low bid to retain in the market, checking the overheads and increasing the productivity should be some of the measures adopted.
LONG-TERM STRATEGIES
Retaining its space in crisis is important for a business, but developing strategies for future is also essential. Here are some long - term strategies provided by different economists that can be utilized in order to plan for the future of a business after crisis.
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Availability of funds – cultivate relationships with potential sources of funds, keeping them abreast of the company’s performance and plans so that when their resources are needed, there is an on-going understanding of the situation and a willingness to help (Shilling, 1988; Palmer, 1991).
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Restructuring – review organisation structure to remove inefficient layers which contribute to unnecessary costs (Chen, 1985).
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Marketing – constantly improve marketing methods, so customers are well informed and efficiently served (Whiltington, 1989; Committee for Economic Development, 1954).
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Improve inventory policy – businesses should adopt a more stable inventory policy. Speculation on inventories should be avoided. A minimum inventory level needed for efficiency should be maintained (Palmer, 1991; Committee for Economic Development, 1954).
- Financing – a long-term plan should include provision for financing that is not entirely dependent on current profits (Committee for Economic Development, 1954).
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Plant and equipment expenditure – leasing rather than purchasing assets offers the potential for maintaining flexibility in a business’ cash-flow (Morine, 1980).
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Research and development – companies in decline should not be discouraged from investments in research and development works (Nueno, 1993).
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Public listing – private companies may want to consider going public to tap a wider capital base (Chen, 1985).
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Diversification – overseas investments as well as upstream/downstream diversification help to spread risks (Chen, 1985; Whiltington, 1989).
A questionnaire survey* was conducted between July-August 1998 to understand how construction firms in Singapore behave and strategize during the financial crisis. The results of survey were based on the strategies mentioned above. The sample for survey includes both local as well as foreign construction firms operating in Singapore. Usable questionnaire from 46 construction firms were collated from the survey and analyzed.
Here are the findings of that survey valued on the basis of above mentioned strategies, which will enable us to understand how did the construction sector in Singapore dealt with the Asian financial crisis.
* Source: The Strategic Responses of Construction Firms to the Asian Financial Crisis in 1997-1998, L.S. Pheng and L.N. Hua, School of Building and Real Estate, National University of Singapore
RESTRUCTURING
Restructuring appears to be a popular strategy adopted by the responding firms in these times of economic uncertainties. Beginning with the most popular options, the details of how construction firms restructured their operations are presented below:
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Continuous cuts in supplier costs (91%) – arising from poor demand, the drop in material prices as well as increased competition seem to enable construction firms to cut supplier costs on a continuous basis.
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Direct sourcing from suppliers (78%) – this forms part of the cost-cutting restructuring process, which saves costs. It appears that contractors are capitalizing on lower prices caused by increased competition among suppliers who are clamoring for business.
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Quality circles (76%) – a majority of firms surveyed do encourage individual participation by staff through quality circles. This trend seems to be popular because construction businesses operate on a project basis and contractors recognize the benefits of team efforts.
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New methods of managerial control (70%) – firms introducing new methods of managerial control seem to suggest that they realize the need for more stringent managerial control in order to deal with the currently more competitive and harsh economic climate.
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Explain current difficulties to staff (70%) – many firms find it necessary to explain the current difficulties caused by the economic slowdown to staff in anticipation of harder times ahead. However, 30% of the respondents do not do so, which suggests such firms expect their staff to deduce the difficulties faced, based upon perceptions gathered from adverse press reports about the economy.
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Eliminate old hierarchical layers (39%) – most of the respondents (61%) claimed that there is no elimination of the old hierarchical layers. This is either because there are no redundant layers or the typical family-run construction business does not allow such a measure to be taken. Alternatively, these construction firms may not have taken any restructuring actions yet.
SHRINK SELECTIVELY
It is also possible for construction firms to scale down their operations to concentrate on selected businesses during this crisis. The two possible modes for scaling down operations are discussed below:
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Concentrate on proprietary or value-added products (39%) – This mode requires firms to scale down peripheral operations to concentrate only upon profitable proprietary or value-added products and services. However, it appears most homegrown construction firms in Singapore do not own proprietary rights to value-added products or services, which are profitable enough for them to scale down other activities.
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Consolidate all businesses into one entity (17%) – most responding firms have no intention to consolidate their business into one entity as part a cost-saving, restructuring process. The reason could be that many of these firms are already operating only as one entity before the crisis set in.
MARKETING
Construction firms may also intensify their marketing activities to publicise their services to potential clients as well as to establish better rapport with existing clients in order to secure repeat contracts.
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Speed up in project delivery (65%) – most of the respondents indicated that they are speeding up the delivery of their projects in order to provide a better service to their clients. This action is necessary in view of intense competition for jobs in the construction market.
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Faster rectification works (59%) – most of the responding firms are also speeding up the rectification of defective work. This helps to provide a better service to their clients.
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New financing arrangements with clients (22%) – because of the currency crisis and its associated options which are limited, most responding firms do not have new financing arrangements with their clients such as joint ventures or deferred payment schemes. In addition, it is possible that construction firms are also facing tight cash-flow problems themselves in the financial crisis.
COST-CUTTING MEASURES
Eighteen possible cost-cutting measures, which were adopted by construction firms, were identified from the literature review and tested in the survey.
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Competitive bidding for subcontracting works (76%)
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Freeze salaries (65%)
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Train staff to look for ways to cut costs (65%)
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Cut bonuses (63%)
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Employ staff on a project basis (61%)
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Cut overtime (59%)
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Keep only core personnel (52%)
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Just-in-time (JIT) purchasing, inventory control, production, distribution and delivery (48%)
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Internal transfer (41%)
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Reward suppliers who meet quality standards with larger orders at lower bids (37%)
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Introduce fringe benefits based on productivity and profitability (35%)
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Switch from seniority to ability
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Reduce research and development expenditure (28%)
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Dispose assets for cash (28%)
- Reduce wages (26%)
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Less meetings to save time (13%)
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Retrench middle-aged employees (13%)
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Rely on cheaper but inexperienced recruits (4%)
LONG-TERM STRATEGIES
The long-term strategies adopted by construction firms are highlighted below:
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Good relationships with sources of funds (91%)
- Restructuring (80%)
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Marketing (78%)
- Avoid speculation on inventories (70%)
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Long-term financing (57%)
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Turn to leasing equipment (57%)
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Research and development activities (40%)
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Public listing (39%)
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Diversification (39%)
Summary
The results of survey suggest that enterprises in Singapore took up major strategies for operating under financial crisis. Strong restructuring of the firms and heavy cut down in operating costs had been undertaken. Construction industry require heavy amount of capital and huge infrastructure. The operating costs are high and a day loss ratio is eventually into millions for large firms. The strategies adopted by construction firms in the future will obviously depend on how long the crisis is going to last. The reformulation of strategic measures is therefore to be expected. A framework is identified for understanding how construction firms strategize and operate in the crisis.
Conclusion
The financial crisis of 1997 left many economies in distress. Different Asian economies fell down one after another as a house of cards. The lessons are to be learnt and more efficient ways and strategies have to be developed to avoid and if necessary to sustain in similar situations in future. Singapore being one of the nations that was least effected by the crisis, we observe that companies over there as well had adopted strategies to overcome the crisis. The causes of the crisis that are explained in this work are not the full story. There can be more causes that led the Asia down and those should also be looked for and studied. Asia is a region of trade where many developing economies operate. Till date there is consistent growth in foreign investments in Asian region, the styles of business and investment are still more or less identical. Thus a check is important to be kept so as to avoid similar situation in future.
Asian economies are seemed to be eager to compete with western economies. The competition and growth is healthy but it should be planned and then well implemented, because west comprise of giants like US and UK, the economies of which are very strong. Well does this implies that there is a war of competition between Asian and western economies. This again leaves a question in mind. Well the Asian financial crisis of 1997 should be a benchmark for Asian economies to operate for future and strive to be self-dependent.
References
- Palmer, G. (1991), Surviving the Recession: Practical Ways to Cope with Tough times and Prepare for Renewal, Report No. 2092, Business International Ltd. United Kingdom.
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Low, S.P. (1992), The Strategic Outlook for Construction Business, Construction Management Report, Construction Industry Development Board, Singapore, 3rd Quarter, pp. 1-13.
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Low, S.S. (1992a), Business Strategies of Singapore Contractors, SES Journal, 20(6), pp. 16-21.
- Asia falling by Callum Henderson (1998)
- Agenor, Miller, Vines, Weber-the Asian financial crisis
- Krugman, Paul (1994), the myth of Asia miracle
- Karl d Jackson (1999), Asian contagion: the causes and consequences of financial crisis