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adminMarch 23, 2018


Extending the Caltrain electrification project from San Jose to Gilroy, finishing the 119-mile Central Valley line spine of the system for interim rail service improvements by 2022, and pushing ahead with tunnel design and engineering in the Pacheco Pass–these were just a few of the goals outlined in the California High Speed Rail Authority’s (CaHSRA) new draft business plan, released earlier this month.

As was widely reported, the cost of the country’s only high-speed rail project is, once again, going up (high-speed rail, in this context, means 150 to over 200 mph). According to Micah Flores, CaHSRA spokesperson, the revised cost estimate in the Draft 2018 Business Plan is $77.3 billion, up from $64 Billion in the 2016 Business Plan.

This means that unless additional funds can be found, the start of bullet-train service between Silicon Valley and the Central Valley will be delayed. The new plan “…assumes operations by 2033 (2029 in the 2016 Business Plan),” wrote Flores.

Why are these delays happening? The Authority started building in the Central Valley because it was supposed to be the easiest place to get bullet trains running in the short term–with its expanses of straight, open terrain, construction is less complicated and speeds can be highest. However, the Authority started construction before it had fully acquired the right of way it needed. “That helped the state secure more than $3 billion of federal funding from the Obama administration’s 2009 stimulus package,” wrote Daniel C. Vock in an article about the cost overruns in Governing Magazine.

But it also lead to costly delays, since contractors had to be paid to work around the land that wasn’t yet secured. As Streetsblog has reported previously, mega-projects around the world seem to invariable run into such problems, and are rarely on budget or on time (although rail-project overruns get uniquely hammered in the press).

Meanwhile, Brian Kelly, the California High-Speed Rail Authority’s new CEO, and the rest of the project managers and planners, have worked out ways to maximize what the state will get from the alignment of the new tracks now under construction in the Central Valley (see lead photo).

The Central Valley track segment will be readied so it can be used for high-speed train testing, but also so it can carry Amtrak’s current San Joaquin service as an interim improvement. California might even see something akin to Florida’s fast, diesel-powered Brightline trains (which are made in California and currently run in Florida) running over large swaths of California, and hitting speeds up to 125 mph in the Central Valley, while we wait for true, 220 mph HSR service to start in 2033.

Higher-speed Trains, such as Florida's 'Brightline' trains, could run in California (under Amtrak) as the CaHSRA opens interim services. Photo: Wikipedia Commons
Higher-speed trains, such as Florida’s ‘Brightline’ trains, could run in California (under Amtrak) as the CaHSRA opens interim services. Photo: Wikipedia Commons

The CaHSRA also wants to use its funds to help Caltrain. As currently planned, Caltrain would electrify its corridor from San Jose to San Francisco, and continue to use diesels for the handful of trains that run the extra 30 miles to Gilroy.

This means Caltrain will have to continue to maintain a few diesel locomotives. The CaHSRA has to electrify to Gilroy eventually anyway, so, under the new plan, it will now work with Caltrain to fund and expand the electrification project all the way to Gilroy. Aside from allowing Caltrain to go 100 percent electric, it should also open up more housing to Bay Area workers by shortening commute times south of San Jose.

Photos of modes
Image: CaHSRA 2018 business plan

In addition, they will forge ahead with tunnel engineering and preparation for the Pacheco Pass.

It’s important to note that tangible improvements are already going on all over the state as part of California’s rail modernization project, including upgrades to Southern California’s commuter rail service, Caltrain electrification, and funds going to connecting, local transit.

A map of interim phases of CaHSR. Image: CaHSRA
A map of interim phases of CaHSR. Image: CaHSRA

For HSR supporters, the delays to the centerpiece of California’ rail modernization (the full build-out of high-speed rail between L.A. and San Francisco) are incredibly frustrating, even if it’s not unique to California’s project. One can hope that between an upcoming state audit, improved oversight, and by bringing in more state lawmakers who will continue to focus on reducing greenhouse gas emissions and improving mobility, the project will get back on track. As with BART, the Bay Bridge, the Golden Gate Bridge, and so many other bits of infrastructure that were once derided and called boondoggles, one day HSR will be an essential part of our transportation fabric.

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adminMarch 22, 2018




In data 21 marzo 2018 si è riunito il Consiglio di Amministrazione di M&C sotto la presidenza del Presidente ed Amministratore Delegato Giovanni Canetta Roeder.

In data 21 marzo 2018 si è riunito il Consiglio di Amministrazione di *M&C *sotto la presidenza del Presidente ed Amministratore Delegato Giovanni Canetta Roeder.

*Nuovo business plan del Gruppo M&C
*Il Consiglio di Amministrazione ha esaminato ed approvato il nuovo business plan per il periodo 2018- 2021 (il “Nuovo Piano”) di M&C e delle sue controllate facenti capo a Treofan Holdings GmbH (“Treofan” e, insieme a M&C, il “Gruppo M&C”), che – così come indicato nelle linee guida strategiche approvate dal Consiglio di Amministrazione in data 21 Dicembre 2017 – si focalizza sulla riorganizzazione del business europeo al fine di renderlo un player più efficiente e di dimensioni più contenute per meglio adattarsi alle dinamiche del mercato dei prodotti specialty, i.e. i films ad alto contenuto tecnologico e sviluppati sulla base delle specifiche dei clienti.

Il Nuovo Piano approvato presume il completamento della cessione, da parte di Treofan, della divisione nordamericana a CCL Industries (“Treofan Americas”), annunciata in data 9 Marzo 2018, ed il pagamento a Treofan del relativo prezzo.

Il completamento della cessione di Treofan Americas è soggetto alle usuali condizioni sospensive (tra cui l’esito positivo delle procedure antitrust) ed è previsto entro la fine del secondo trimestre del 2018; il relativo prezzo finale da incassare da parte di Treofan è soggetto a possibili aggiustamenti a valle del closing sulla base del capitale circolante e della posizione finanziaria netta di Treofan Americas.
Parte del corrispettivo che sarà incassato permetterà di rimborsare l’attuale indebitamento finanziario di Treofan.
A valle di tale rimborso e sulla base del prezzo effettivamente incassato, il management di Treofan ed il Consiglio di Amministrazione di M&C individueranno la struttura finanziaria più appropriata per l’attuazione del Nuovo Piano.

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adminMarch 22, 2018


The City of Binghamton is taking proposals from entrepreneurs for the 2018 Binghamton Local Development Corporation and SUNY Broome Entrepreneurial Assistance Program Business Plan Competition.

The competition awards $5,000 to the best plan for developing a business in the City of Binghamton.  In addition to the cash, the winner gets five hours each of accounting services and legal counsel, a one-year membership to the Greater Binghamton Chamber of commerce, three months co-working memberships at Koffman Southern Tier Incubator and $500 each in sign creation services, website services and branding services.

Applicants must plan to start or have an existing business in the City that is less than five years old.

Information on applying, training session and eligibility requirements can be found by calling the Binghamton Economic Development Department at (607) 772-7161 or at

The winner will be announced May 11.

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adminMarch 22, 2018


Five unemployed alumni of the Babcock University have won N200, 000 each for coming up with the best business plans during the institution’s career fair held last Tuesday.

The fair was attended by several foreign institutions and Nigerian companies, such as UBA, IBTC, and Unilever.

Opeyemi Fasanmi won for media; Biodun Ogunfowokon for agriculture; Faith Avwerosuoghene for event management; Mary Ibrahim, for healthcare and Miriam Oni, fashion.

Presenting the cash to the recipients, President/Vice Chancellor of the university, Prof Ademola Tayo urged them to put the money to good use.

Addressing the final year students for whom the fair was organised, Tayo, counselled them to interface with employers at the fair and harvest available contacts for future use.

He urged them to develop soft and entrepreneurial skills to be relevant in the job market because the first degree was just a launching pad.

“Now is the time to unleash the latent gifts that are embedded in you as white collar jobs are no longer the in-thing the way the world is going,” he said.

He said those skilled in event management, photography, fashion, cake making would command more respect in life than those in white collar jobs.

The institution’s Senior Vice President, Management Services, Prof Sunday Owolabi said the administration would have loved to extend award to more beneficiaries but for the limited resources at their disposal.

He noted that all the 19 participants not only had good business plans, but also possessed tremendous entrepreneurial skills.

Speaking on behalf of the beneficiaries, Ogunfowokan, a 2010 public administration graduate, said the award was not only commendable, but would also inspire other alumni to think out of the box.

He thanked the organisers for the initiative and urged the administration to also consider the alumni in awards of contract and business openings within the university as long as they meet the standards.

He said he went into cassava processing because of the huge opportunities in agricultural production.


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adminMarch 21, 2018


The following is an extended excerpt of Javier Hasse’s book Start Your Own Cannabis Business. Buy it now from Amazon | Barnes & Noble | IndieBound

Consider the story of Andy Williams, co-star of MSNBC’s “The Pot Barons of Colorado” and serial cannabis entrepreneur. In just a few years, Andy and his brother Pete built a marijuana empire that includes Medicine Man Denver, one of the largest and best ranked cannabis dispensaries in the U.S.; Medicine Man Technologies, a marijuana industry consulting services and solution management company that trades over the counter under the MDCL symbol; an intellectual property holding company; and a real estate holding company, among others.

This anecdote provides a good example of how to capitalize on your connections and find help in the people around you and shows the importance of having a clear, solid business plan when pitching your business to investors–even if you are related to them. Details in this chronicle also expose the significance of sound financial modeling, as well as the value of being flexible when setting up and scaling a cannabis business; sometimes, prejudice can still make it an uphill journey. So, let’s jump in.

Growing up, Andy and Pete were far from affluent. They had, nonetheless, managed to build relatively decent careers for themselves. Andy, an industrial engineer who had not been very lucky with his business ventures in the past, had made it to the management levels of the corporate world. Meanwhile, Pete had set up a custom tile company, but to make ends meet, he also worked as a caregiver, helping medical marijuana patients in Colorado.

Being in constant contact with cannabis and having a knack for inventions, Pete had come up with his own system to grow marijuana and was making pretty good money from the sale of pot. Nonetheless, growing weed illegally in his basement was not ideal.

When the Ogden Memo came out in 2009, providing certain assurances to legal cannabis businesses in states that allowed for them, Andy connected some dots and arrived at the idea of turning Pete’s underground venture into a legitimate business. He was determined to make it big time.

By then, the mother of the Williams brothers had married a well-heeled man. So, Andy and Pete put a business plan together and decided to pitch it to their mom, Michelle, and her husband, Lou Zeman, even though they had never used cannabis before, nor had they ever expressed any interest in the industry.

As Andy narrates the story, it seemed like the couple liked the proposal because they quickly agreed to put in $150,000 in seed capital.

So far, this story proves a great example of how to form a team with the people around you and how to get financed by friends or family members. A good business plan is crucial to achieve this, Andy explains.

When presenting the idea, Andy talked about “what the potential market was, the unique position of being in an industry that was just being born, and being able to take the market leadership…”

“However, it was the numbers that really did the talking,” he adds. “Our job was to explain why those numbers were achievable because they did not look achievable. Pretty much the opposite: the numbers looked too rosy in terms of what we could make…But the fact was that the margins back then were just huge–with a pound of marijuana selling for roughly $4,000 in the wholesale market.”

The initial business plan the Williams brothers came up with included financial projections for three years. “They were very detailed, month-to-month forecasts for each year,” Andy notes. “Our projections were based on how the market looked at the time, what we projected the market would be, how much [cannabis] we could grow, etc. Five years later, my brother Pete decided to compare these projections with the actual numbers, and they were pretty damn close.”

With that $150,000, the siblings set out to find a physical location for their company-to-be, Medicine Man.

Now, what is left of this tale shows other elements that a really complete business plan should include: things that the Williams brothers could not anticipate and things that brought them big headaches as time went by.

The first big problem the Williams brothers encountered was real estate. Even though vacancy rates at Denver were pretty high at the time, nobody was willing to rent out their space to a marijuana grow operation. After a thorough, extensive search, the siblings finally came across a 40,000-square-foot building in Montebello–an industrial area in Northeast Denver–that was partly occupied by a spice company. The smell the factory emanated made the remainder of the property undesirable to almost any entrepreneur. But Medicine Man was no regular venture, and their business would be no stranger to strong odors either.

Having secured a physical location, Medicine Man was ready to go online.

The margins in 2009 were “very forgiving for an entrepreneur,” Andy recognizes. “Making that kind of money, you could afford to make mistakes because you could afford to fix them.”

Nonetheless, the Williams brothers’ projections for their initial capital needs were still pretty light. It took a total investment of $630,000 to make the company’s cash flow positive.

“We had no idea of the complexity increase of going from a basement to an industrial setting,” he says. “Those were the expensive lessons we had to figure out: how do we take this home grow to an industrial setting? Understanding that was what really cost us money.”

The remainder of this Pot Baron’s story is pretty well known. After two very successful years in operation, Medicine Man bought the entire building where the grow was originally established, ultimately forcing the spice factory to move elsewhere.

Due to state regulations, the Williams brothers were quickly forced to get into the retail side of the cannabis industry as well. This vertical integration ended up being fundamental in the construction of a brand that now enjoys not only statewide but also nationwide recognition–if not fame.

Capitalizing on that good name, Andy, Pete and a business associate and now friend, Brett Roper, started another company in 2014: Medicine Man Technologies. As the brothers’ companies continued to expand, they undertook other endeavors, including the creation of an intellectual property holding company, a real estate holding firm, a cannabis processing and research company, and even a business that invests in cannabis businesses and helps them go public on major stock exchanges. In addition, the Williams brothers are extremely committed to “the fight to protect the industry from those who want it dismantled and the fight to normalize the industry at the local, state and federal levels.” They are often a part of the cannabis-related legislative process in their home state of Colorado.

In the end, the largest challenge an entrepreneur faces in the cannabis industry is getting funded, Andy concludes, and having a secure plan from the get-go can help earn that funding.

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This Serial Entrepreneur Shows How His Business Plan Earned Him a Career in Cannabis

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adminMarch 21, 2018


Riparte una nuova edizione di Nuove Idee Nuove Imprese, la business plan competition che premia i progetti d’impresa innovativi. In 16 anni ha visto 3.518 giovani in competizione con le loro 1.177 idee di business. Sono nate 62 aziende e il montepremi distribuito è stato di oltre 557.000 euro. Con la pubblicazione del nuovo bando apre, quindi, i battenti l’edizione 2018. Fino al 26 maggio, aspiranti imprenditori e imprese innovative avviate negli ultimi 18 mesi possono iscriversi gratuitamente al bando per partecipare alla competizione, presentando il proprio progetto d’impresa tramite la procedura online alla pagina Viaggia nella direzione della sinergia territoriale l’impegno messo in campo dall’Associazione per ricercare e alimentare le nuove idee imprenditoriali sviluppate anche nella provincia di Forlì-Cesena. L’obiettivo è incoraggiare la cultura dell’innovazione imprenditoriale attraverso un articolato percorso di formazione coordinato da docenti dell’Alma Mater Studiorum nel Campus di Rimini ed una tutorship qualificata, che aiuti gli startupper a definire l’idea imprenditoriale. I migliori business plan saranno selezionati dal Comitato Tecnico Scientifico e potranno partecipare all’evento finale, quando saranno proclamati i tre vincitori del concorso. Con l’obiettivo di rendere sempre più solido il network territoriale che origina l’Associazione Nuove Idee Nuove Imprese, è ufficiale l’ingresso di San Marino Innovation, incubatore d’impresa dedito alla creazione di un efficace ecosistema di innovazione.

“Accogliamo con grande entusiasmo l’adesione di San Marino Innovation – dichiara Maurizio Focchi, Presidente Associazione Nuove Idee Nuove Imprese – Un tassello importante che si aggiunge e che consente di rafforzare ulteriormente il network a servizio della cultura d’impresa. Lo sprint innovativo che il nostro territorio esprime con genialità e freschezza trova nella business plan competition Nuove Idee Nuove Imprese un forte alleato e compagno di strada verso il successo”. “Condividiamo con Nuove Idee Nuove Imprese, sin dalla nascita, scopo e mission di progetto, essere il boost, la spinta alla creazione d’impresa sui nostri territori – il commento di Valentina Vicari, direttore Techno Science Park business unit di San Marino Innovation – La formalizzazione della nostra partecipazione all’Associazione non è altro che l’atto formale di una “fratellanza” naturale che scaturisce dall’impegno che ogni partner associato proferisce per la creazione e lo sviluppo di imprese giovani e innovative. Il supporto finanziario in primis e l’accompagnamento nella fase di costituzione e sviluppo del business possono fare la differenza per la sopravvivenza ed il successo del progetto. Il nostro percorso ha portato alla creazione di 40 startup, di cui alcune hanno già ricevuto la validazione del mercato e si stanno distinguendo qualitativamente dai loro competitor ed altre, invece, con ottime possibilità di crescita, non dimenticando di citare sempre con orgoglio chi, per le difficoltà incontrate, non è riuscito a portare termine il progetto”.

E’ certificato il fermento innovativo che anima la provincia di Rimini e la Repubblica di San Marino: sono 101 le startup insediate nel riminese e rappresentano l’11,7% del sistema Emilia-Romagna; la seconda regione, dopo la Lombardia, per numero di imprese innovative che si attestano a 862 sulle 8.391 nazionali. Oltre 40 startup incubate all’interno di San Marino Innovation, con 130 dipendenti coinvolti. Secondo gli ultimi dati, il 69% sono uomini e il 31% donne, complessivamente di età media 39 anni. I settori più reattivi tra le attività delle imprese registrano un 26% sia per la Progettazione/design che per la Robotica/automazione, seguiti subito dopo da ITC/TLC al 24%. Forte attenzione anche al Green e al Biomedicale, con ognuno il 12% di startup coinvolte. Una vivacità imprenditoriale che trova conferma in numeri in continua crescita.

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adminMarch 21, 2018


Credit: Marlon Lopez MMG1 Design/Shutterstock

As a new business owner, one of the first steps you will take in launching your new business is creating a business plan. This not only will it set your business up for future success, but if you are looking for funding, having a solid business plan helps investors and lenders see your vision as clearly as you do.

Jennifer Spaziano, vice president of business development at Accion emphasizes the importance of the financial portion of your plan. “This section … is crucial if you’re presenting your plan to potential lenders or investors, but it’s also important if you’re using it in-house as a roadmap to get started and continue to grow.”

She added that while you may have the best idea in the world for a business, it may need tweaking, but you won’t know until you sit down and work up the numbers. [Read related story: 8 Simple Business Plan Templates for Entrepreneurs]

If you’ve never written a financial section of a business plan, or a business plan at all for that matter, these tips are helpful. In addition to the tips below, you can find business plan templates on a number of websites where you can fill in your business information and download your complete plan. Here are four tips Spaziano suggested:

  • Follow generally accepted accounting principles (GAAP). As a rule, the financial part of your plan should follow these as set by the Federal Accounting Standards Advisory Board, especially if you’re putting it together primarily to get a loan or a line of credit.
  • Get fluent in spreadsheets. Spreadsheets are the best and most accepted way to present financial information.
  • Seek outside assistance. Getting advice from your financial planner or accountant can help you put the numbers together and present them properly. If you use an accountant and your financial statements have been audited, note that in the plan.
  • Look up templates. If you want to attempt writing the financial section on your own, there are resources out there. SCORE, the Service Corps of Retired Executives, as well as many other sites, have templates available.

Each section of a business plan has its own set of required pertinent information, and the financial section is no different.

“There are two parts to the financial component of a business plan: historical data and prospective data,” according to Spaziano.” If you’re a startup, you obviously won’t have any previous financial information for the company, so many lenders will want to see your personal financial information in lieu of, or in addition to, your business financials.”

Historical data includes items like your balance sheet, cash flow statements, tax returns, and capital, while prospective data includes details like a projected income statement that will help lenders and investors understand how you want to invest their money.

As with any professional venture, attention to detail can be the difference between extreme success and failure. Finances are the backbone of a business, so when writing the financial section of your business plan, it’s important to be thorough.

“Be very careful to make sure that your projections match the numbers you put together for the funding request portion of the plan. At best, any inconsistencies here could delay consideration of your application, and at worst, could be a signal that you’re not as on top of things as you should be, disqualifying you altogether,” said Spaziano.

Aside from your business information, as noted above, more than likely you’ll be asked about your personal finances. Spaziano suggested making that part of your business plan and including your credit history or a copy of a recent credit card statement or credit score report, along with copies of your tax returns and other financial information a lender may request.

Put yourself in the shoes of the potential investor. Think about the information you would want as well as the particular aspects of the borrower’s finances you would want to be in order before investing your money in a business.

The financial section of a business plan is meant to accompany your funding request.

“It’s where you support the numbers you put together in your sales and marketing plan and demonstrate why you’re a good investment,” Spaziano said. “In this section, you’ll take all the marketing, sales and product information you’ve amassed and show [it] translates into dollars. Sharpen your pencil and get your spreadsheet on.”

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adminMarch 20, 2018


Announces first-ever Sansiri Global Agent Summit 2018, affirming positive outlook on Thailand’s real estate sector by extending strong partnerships with international agents

BANGKOK, March 20, 2018 /PRNewswire/ — Sansiri Public Company Limited, Thailand’s leading full service real estate developer, announces its plan for strong multi-market growth in 2018, by building on its significant international achievements in 2017, establishing strong relationships with an extensive network of agents, and delivering comprehensive aftersales service and a superlative living experience for its customers, reinforced by Thailand’s positive economic outlook and attractive foreign investment offerings. The move is supported by the first-ever Sansiri Global Agent Summit 2018, which will fly Sansiri’s 300 global agents to Bangkok to gain insights from a wide range of compelling speakers from Thailand’s leading public and private industry professionals.

Sansiri Public Company Limited, held the first-ever Sansiri Global Agent Summit 2018 to reveal its plan for international market growth. The event was presided over by Mr. Apichart Chutrakul (middle), Chief Executive Officer, Sansiri along with Mr. Uthai Uthaisangsuk (right), Chief Operating Officer, Sansiri and Dr. Siwat Luangsomboon (left), Assistant Managing Director, Kasikorn Research Center Company Limited.

After moving aggressively into international markets in the past three years, Sansiri has quickly become Thailand’s number one real estate developer in the foreign customer segment, with 9.3-billion-baht of sales from foreign buyers in 2017, a 72% increase over 2016. Mainland China and Hong Kong were the key drivers of overseas sales with 3.1-billion-baht each, while Singapore and Taiwan are key potential markets, with local clientele numbers continuing to grow steadily.

Mr. Apichart Chutrakul, Chief Executive Officer at Sansiri Public Company Limited., revealed: “Significant factors which have driven our success in overseas markets are a combination of sales gallery expansion, dedicated professional teams, strong relationships with local and international partners and an extensive network of agents who better understand customer needs in each geographic market.”

As Thailand’s economy is projected to grow by 4% in 2018, along with the rebounding global economy, Sansiri is confident that the positive economic outlook will attract more investors and support Thailand’s real estate sector growth. The Thailand government’s efforts to boost the country’s economic growth through tourism campaigns, the Eastern Economic Corridor scheme and mega-project investments in transportation infrastructure will create new business opportunities in property markets, leading to more investments in Bangkok and popular tourist-destinations like Chiang Mai, Phuket, Pattaya and Hua Hin.       

Thailand’s real estate market is expected to grow by 6-8% in 2018, with strong demand for condominiums along Bangkok’s mass transit lines,” said Mr. Apichart. “To build on our success in international markets, we are setting a sales target of 13-billion-baht from overseas buyers for 2018, a 40% increase from the 2017 number, as well as to increase our number of worldwide agents by 50%.”

Of this international revenue, Sansiri estimates 40% of total sales value will come from mainland China, 33% from Hong Kong, 10% from Singapore and 5% from Taiwan. The company also aims to expand to South Korea and Japan, and targets the number of international customers to increase by 62% this year while extending its outreach to new groups of potential customers, particularly in the luxury condominium segment.  These include investors who are looking for investment with 5-8% rental yield and unique worry-free property management service.

To drive the 2018 business growth, Sansiri has set a strategy of continued expansion into international markets, through long-term strategic partnerships, utilizing international agents as well as collaboration with Thai government agencies to create Sansiri’s brand awareness in overseas markets. These include partnership with BTS group, Thailand’s mass transit operator, on THE LINE condominium projects along mass transit lines in Bangkok, alliance with Tokyu Corporation, Japan’s leading railway network operator and property developer, on Japanese-styled HAUS projects based in Bangkok, collaboration with Hostmaker, award-winning home rental management service to offer premium property management services with higher rental yield, partnership with Samitivej Hospital to fulfill the ‘Living Experience’ of Sansiri’s residents, as well as a project with Tourism Authority of Thailand to promote Sansiri brand in overseas markets.   

Follow Sansiri movement at  

Facebook: Sansiri PLC    
Instagram: @sansiriplc                              
Twitter: @sansiriplc

For more information for the members of the media, please contact:

Sansiri Plc. Group Public Relations
Kamonwan Prasitwuttivech (Joy) / Mark Kingpayom
Mobile: +6681-750-8003 / +6681-905-8085
Email: /

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