Apart from Saxo, you may want to check also for overseas trading platform (online) with dbs vickers singapore Recommended by a friend in Singapore.
thanks, th ps: below a report 2 years ago on Saxo at the Economist. ---------- Forwarded message ---------- Date: Feb 16, 2005 3:46 PM Subject: Bigger is not always better Bigger is not always better Oct 15th 2004
From The Economist Global Executive
Our Executive Dialogue looks at the best ways to manage for growth ACCORDING to the United States Small Business Administration, more than half a million new businesses are created each year in America alone. Two-thirds of new businesses survive at least two years; half make it to at least four. Suppose you're one of the lucky—and perhaps a bit skilful—business owners who make it past the four-year mark: what then? It is one thing to manage to survive; how do you manage to grow? This Executive Dialogue focuses on how to achieve successful growth, a task sometimes simple and obvious, sometimes frustrating and difficult. Part of the challenge lies in the fact that growth is not always good. Companies can rush unprepared into new markets, expand without considering the demands made on their employees, or spend unwisely. Tom Bartlett, vice president of investor relations for Verizon Communications, is familiar with these problems: in September Verizon began rolling out third-generation (3G) wireless networks in 14 cities in the United States. European operators have yet to see a profit from their 3G investments, and Verizon has made an expensive gamble in a lagging market, signing a $4.5 billion contract extension with Lucent for 3G services in July. Mr Bartlett discusses how to communicate the value of such moves to investors and how to find growth opportunities in the tricky field of telecommunications. Even without as large a challenge as 3G, the leaders of growing firms eventually have to make choices: go public or stay private? Find new markets, or expand in markets already targeted? Matthew Szulik, chief executive of Red Hat, which bundles Linux software for personal computers and larger networks, has made these decisions several times (Red Hat went through two separate public offerings). While discussing the growth of demand for open-source software like the Linux operating system, Mr Szulik freely admits that the consequences of taking Red Hat public during the "frothy times" of the dotcom boom were not wholly positive for the firm. Even fast growth, he acknowledges, can leave you in a position where your company looks far more mature than does your business plan—or even your employees. The two other firms represented in Executive Dialogue have been able to take advantage of the increasing roles that globalisation and technological advances have played in helping business to grow. Saxo Bank, a Danish firm specialising in trading foreign exchanges, futures and stocks, was founded in 1992, meaning it has grown during the advent of both online trading and the euro. Lars Christensen, co-founder—and co-chief executive—of Saxo Bank, discusses the value of local knowledge when moving into a new market. Meanwhile, Jim Orr, as chief executive of Convergys, discusses how his firm has been able to draw from knowledge gained in the North American markets to expand worldwide. Mr Orr heads one of the world's largest providers of services that companies have been aiming to outsource: human resources and "customer-care centres". So while the growth opportunities have been evident, Mr Orr warns that planning, or the lack of it, makes all the difference in being able to take them successfully. Copyright (c) 2005 The Economist Newspaper and The Economist Group. All rights reserved.
