October 2007

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October 04, 2007

The Inside Story of GeoBooks On Demand (Part 4)

In previous posts, I've discussed:

  • The vision for GeoBooks On Demand ERP Software as a Service (Part 1) -- enabling our customers to harmonize their global operations cost-effectively by delivering ERP as a service that works in multiple locations, time zones, languages and currencies, and is available and accessible from anywhere on Earth.
  • GeoBooks Exclusive Service architecture (Part 2), which gives customers the option to keep total control over their business data by hosting their own database, without having to license or install any ERP software on their own premises.
  • Multi-tenant architecture for the GeoBooks Virtual Private Database (VPD) Service (Part 3), which makes makes it simple for Geoprise and our customers to set up and manage GeoBooks On Demand subscriptions, while providing secure separation of customer data.

Let's turn next to the architecture for multiple languages.

Lots of software makers claim to "support multiple languages," but what this really means is that the standard user interface (menus, screens, report layouts, documentation) is available in two or more languages. Enabling a single application host to display the user interface in any language requires software makers to implement a standard known as Unicode, which wasn't introduced until 1991. Many of the ERP applications in use today were originally designed in the 1980s, however. Re-engineering them to take advantage of Unicode can be a monstrously complex undertaking (I know this from painful experience; I was in charge of 2 such projects for major software vendors earlier in my career).

Along with Unicode came a body of best practices for software internationalization (i18n, for short). According to Wikipedia's article on Internationalization and localization, "Internationalization is the adaptation of products for potential use virtually everywhere, while localization is the addition of special features for use in a specific locale. The processes are complementary, and must be combined to lead to the objective of a system that works globally." In practice, for displaying text in local languages and writing systems, the text shown by an application's user interface should be separated from the application's program logic rather than embedded within it. This makes it much easier to introduce the user interface in a new language, because all you have to do is translate the text. If the application is already internationalized, there's no need to re-write any program logic or recompile the application.

But, again, re-engineering ERP applications that were originally designed in the 1980s so they are fully internationalized is a major technical challenge.

Happily, Geoprise was able to avoid both challenges because we designed and built GeoBooks On Demand as a fully-internationalized application from the very beginning, deploying the Unicode standard throughout. Today, GeoBooks On Demand is available in standard English and we have begun to translate the user interface into Thai. Additional translations into Bangla, Chinese and Mexican Spanish are also in the works. In true Web 2.0 fashion, we allow our customers to contribute their own translations of the user interface into any of 145 additional languages through the GeoBooks On Demand Community Home site.

System Administrators choose each user's default language preference when adding new users to their GeoBooks On Demand subscription. The GeoBooks On Demand user interface is shown in each user's default language when the user logs on. Users can also change their language after logging on.

So, in short, GeoBooks On Demand meets or beats any software maker's claim to support multiple languages. But that's only half the story.

Traditional ERP applications provide descriptions for database objects; for example, the company name in the company master. This is not adequate, however, when the company name must be presented in multiple languages. Geoprise Technologies, for example, has corporate entities in both the United States and in Thailand. The English name for our Thai entity is “Geoprise Technologies Co., Ltd.” while the Thai name for the same entity is “บริษัท  จีอไพร์ส เทคโนโลยี  จำกัด”. Moreover, it is a legal requirement to show the Thai-language name on certain business documents such as financial statements.

Postal addresses are somewhat more complex. Instead of a single description, an address could have several lines or could be parsed into the street name, city name and so forth. When sending something to a foreign address, one must assume that postal clerks in the foreign country cannot understand an address that is written in the language of the origin country, nor can people in the origin country understand an address that is written in the language of the destination country. In this situation, it would be best to maintain the address details in two languages rather than one.

GeoBooks On Demand solves this problem by allowing descriptive text for each database object to be maintained in any language. No other ERP application on the market today (this includes on-premise as well as on-demand offerings) can make this claim.

This feature is not only unique, it is easy to use as well. For example, when a user adds a new company, GeoBooks On Demand requires the company name to be entered in the user's current language -- just like a conventional ERP application that provides only one company name. Likewise, GeoBooks On Demand will display company names in the user's current language on all screens and reports. When maintaining the company master, on the other hand, users can maintain company names in any language without having to switch their current language. You can see examples of this in the Geoprise Web site.

As a result, we think that GeoBooks On Demand takes the meaning of multiple language support to a whole new level.

October 01, 2007

The Inside Story of GeoBooks On Demand (Part 3)

Having worked out an architecture that gives customers the option of hosting their own database (Part 2), I next turned to the multi-tenant architecture needed by customers who choose the centrally-hosted database. Unlike traditional software which is built and distributed on the principle that each customer runs a separate instance of the application and its underlying databases, GeoBooks On Demand is deployed as a single instance that is hosted by my company, Geoprise, and offered on a subscription basis. Each subscription is managed as a separate hosting account. Such deployment requires a means for securely separating the data belonging to each subscriber so that it is impossible for the other subscribers to access or modify it.

Wikipedia contains an interesting article on Software as a Service (SaaS) that discusses the differences between ASP (application service providers) and SaaS. According to this article, "Early SaaS approaches were application service providers (ASPs) who ran a turnkey application on behalf of their clients. But ASPs generally did not build the application themselves; rather, they took an off-the-shelf application (such as a messaging platform, an enterprise resource planning tool, or a customer relationship management package) and ran it for customers. SaaS vendors typically use a multi-tenant architecture, meaning that multiple customers are running the same software, but with ... virtually separate data. ASPs by comparison, merely deployed one application instance on a server for each customer, just as a customer would deploy internally. This inability to scale this kind of business model may be cited as one of the reasons for the failure of the ASP model. It's reasonable to assume that multi-tenant architecture simplifies application management for the vendor. The multi-tenant model also simplifies the value for all customers since upgrades are instantaneous available across the entire platform."

I ultimately chose the Virtual Private Database (VPD) approach for our multi-tenant database. VPD architecture originated with U.S. Department of Defense (DoD) security requirements for separation of data by sensitivity level (SECRET, CONFIDENTIAL, UNCLASSIFIED) and implements row-level security (RLS) that is transparent yet cannot be subverted. Even though, in reality, Geooprise customers share the same GeoBooks On Demand instance, each of them appears to run their own instance and is never aware that other customers are using the same instance.

The VPD approach makes it very easy for Geoprise and its customers to set up and manage their GeoBooks On Demand subscriptions. On our side, all we have to to is add each new customer and their System Administrator's account to the existing GeoBooks On Demand database. There is no additional software to install or manage on our side, and of course no ERP software to install or manage on the customer's side, either (after all, it's SaaS). Next, the customer's System Administrator logs on and adds their users, assigning each user to a role such as Accounting Clerk or Controller. Each role is pre-configured to provide role-based access control and workflows which I will discuss in future articles. Also, the System Administrator has the option of tailoring their organization's preferences in each language they intend to use (I'll discuss GeoBooks On Demand multi-language features in a future article as well).

That's it!

VPD architecture also allows us to create a "shared" database partition containing information that all subscribers are likely to need and use. Countries and currencies are good examples. Why should each subscriber have to set up and maintain their own country and currency lists? So, the GeoBooks On Demand database contains dozens of "seed" data categories that allow our customers to get off to a quick start. The seed data is available not only for customers who use the centrally-hosted database, but also to customers who host their own database.

 

September 24, 2007

The Inside Story of GeoBooks On Demand (Part 2)

Marketplace Reality

I described the early vision for GeoBooks On Demand In Part 1 of this series. But I realized early on that this vision could not be converted into a successful commercial service without considering fundamental marketplace realities. So, I started researching the Web, and I also started talking with anyone who would listen and was willing to offer their opinion.

The first thing I learned from surfing the Web was that, in 2006, there was very little trade press coverage for "ERP on demand". What little coverage existed often confused ERP with customer relationship management (CRM), which companies like Salesforce.com offer. I was able to find only a handful of customer testimonials about true ERP services like NetSuite, and these were limited to businesses in the United States. I was particularly struck by the fact that the journalists and these customers did not appear overly concerned about security or privacy issues.  Keep in mind that existing ERP on-demand services host their customers' financial databases in addition to the ERP application itself. Pretty much any company would consider its financial data to be highly confidential. Apparently, though, the vendors had been able to convince their customers and industry observers that their access and security controls were just as good, if not better, than those of an on-premise ERP application and database running behind the customer's firewall.

I decided to test this proposition in Asia and immediately discovered the exact opposite. In fact, every person I spoke with said something like, "No business in Asia would even think of keeing its financial data at a third party data center, because the only way to guarantee secrecy, and to prevent the authorities from seeing the data, is to keep total control of the financial database at all times."

Here was the dark side of globalization, exposed in full glory. It speaks volumes about how business is done in Asia, but that's another (interesting) story.

Having already anticipated this concern (see my posts On Identity from late 2005), I then turned to the problem of how to build an on-demand ERP service that dealt with the issue using today's public key infrastructure (PKI) technology, which my essays from late 2005 had already exposed as woefully deficient when applied to transnational commerce.

I decided that the only way to address security and privacy concerns was to give customers the option of hosting their own database. GeoBooks On Demand would always be hosted by a third-party service provider. Indeed, customers who were not concerned about security and privacy issues (presumably, most of these would come from the United States) could also opt to keep their data at the service provider's data center. But GeoBooks On Demand would be designed so the application and database servers are different machines, and allow customers to re-direct the application to their own database server instead of the default database server (the one which customers who do not have security and privacy concerns would use). Since communication between the application and database servers would always use Secure Sockets Layer (SSL) encryption, and customer data currently being processed by the application would only reside in the application server's memory, this architecture gives customers total control over their own data, when the data is at rest, and make the data impossible to decipher, when the data is in motion -- but is utilized only when a customer's privacy and security concerns outweigh the extra cost and effort of running their own database server.

To the best of my knowledge, no other on-demand ERP service offers this option to their customers. But technically-savvy readers will recognize that this is a fundamental design decision, and not one that can be easily implemented as an afterthought. As a result, I believe that as the Asian marketplace warms to software as a service (Saas), for obvious cost-saving reasons, GeoBooks On Demand will be the only offering available that completely addresses their privacy and security concerns.

September 21, 2007

The Inside Story of GeoBooks On Demand

It's been a very long time -- just over a year, in fact -- since I posted here. Why? Because my partners, development team and I have been working pretty much 24/7 to build GeoBooks On Demand, our new Software as a Service (SaaS) offering. I just posted a verbatim copy of our press release, which went out on September 17th. Now that we've achieved this milestone, I'll go back to blogging with particular focus on how and why we developed what I believe will be recognized, in time, as a visionary entry into the market.

Kudos First

I'd like to begin by giving full credit where credit is due.

  • Randy Spiess (KR, for Khun Ran-dee in Thai) made a significant personal investment of both time and money, without which GeoBooks On Demand would be nothing more than a figment of my imagination. Among other things, Randy figured out how to build the LAMP (Linux-Apache-MySQL-PHP) platform that hosts the application. With his lifelong project management experience and process-oriented philosophy, he also turned the development project into a production line, and then he rolled up his sleeves and joined the line.
  • Chuck Kathrein, who is also one of Geoprise's principal owners, contributed server equipment for the development project. More importantly, he formed our development team in Dhaka, Bangladesh (described next), which was able to complete our first version in just under 5 months -- quite an achievement for a full-featured ERP application!
  • Didar Islam Chowdhury, the Team Leader for our development team in Dhaka, who because of his extensive previous experience developing financial systems was able to quickly grasp the fundamental design concepts behind GeoBooks On Demand, and effectively guide the rest of the team to reliably turn non-technical use-case specifications into working code.
  • Mazid Hassan Chowdhury, Showpon Kumer Bhowmic and Hassan Uzzaman, who with Randy Spiess developed some 800 individual components (including over 630 views and 140 reports) that make up our first version.
  • Tony Marston, who is the author of Radicore, the framework we chose to build GeoBooks On Demand. From London, Tony was always available and willing to help us overcome the small number of technical issues that arose during the development project. More significantly, the more we worked with Radicore the more we came to appreciate the power yet fundamental simplicity of its architecture.
  • Last, but certainly not the least, Peter Holman, who took the plunge and signed up his firm, InfraAsia, to become the world's first GeoBooks On Demand customer. Peter was also the inspiration for our hosting model, which I personally believe is a significant advancement in the state of the art for the nascent SaaS industry.

The Vision

This is the first in a series of posts I will write that provide an inside perspective on how and why GeoBooks On Demand was conceived and built. One of the things I love about blogging is that the words seem to flow more freely and naturally than they do when you're writing formal marketing communication pieces. So, this blog seems like the right place to offer such perspectives and describing my original vision seems like the right place to start.

As background, I've been in the ERP field for over a quarter-century -- 26 years, to be exact. In 1981, I started working on a custom-built system consisting of integrated financial, supply chain and manufacturing applications. Today, we would call such a system an enterprise resources planning (ERP) application, although the term ERP did not exist back then. To give you an idea of what a challenge this was at the time, my team built this application on a Wang 2200 platform, in the BASIC-II language, using an application development utility known as SPEED that relied exclusively on hash access methods for database access.  We had a grand total of 512K fixed-partitioned memory (no virtual memory was available on the 2200 platform) and 80MB of hard disk available to support the entire company's operations. Despite these limitations, we built a system that provided integrated General Ledger, Accounts Receivable, Accounts Payable, Payroll, Purchasing, real-time Inventory Control, real-time Shop Floor Control and Job Cost Accounting. We even built and implemented real-time data collection for the stockroom and shop floor that used pre-punched cards instead of printed picklists. Ten years later, my client was still running this system and was quite satisfied with it.

Since this was the first ERP package I ever designed, and GeoBooks On Demand is the most recent (maybe, hopefully, the last), you can get a good idea of the GeoBooks On Demand vision by comparing the two applications:

  1. In terms of basic ERP functionality; well, there's not a whole lot of difference. What is different is the international dimension, which reveals the true impact of globalization during the last quarter-centure. My client, back then, was a medium-size manufacturer with all its operations (sales and administrative offices, engineering department, unionized plant and warehouse) at a single facility in Minneapolis. Today, that company is still a medium-size manufacturer but it has been absorbed into a larger organization and its only remaining U.S. presence is for sales and administration. All the engineering, manufacturing and supply chain operations have shifted to Asia, where costs are much lower. Similarly, back then, there was no need for my client to worry about multiple currencies, multiple languages, multiple taxation systems or the multiple layers of corporate entities that are the unavoidable consequence of selling into U.S. and European markets while building and exporting product from Asia.
  2. In terms of how the application is procured and delivered to end-users, there is of course a world of difference. The Internet did not exist at all in 1981; in fact (according to Wikipedia, which hadn't been conceived back then, either), the first TCP/IP wide-area network became operational two years later. Simply getting devices like card punch machines and punch card readers to communicate with a computer inside a single facility was a complex technical problem that took us over a year to solve. And, of course, my client did not have the luxury of choosing a pre-packaged commercial application -- none were available back then (except for the very largest corporations); they had to build their ERP from scratch. And, after all that effort, the final result only worked inside the four walls of their facility. In no way could it possibly support the needs of today's business, which operates globally, and not from a single building.

These comparisons make the vision for GeoBooks On Demand very clear. Globalization means that medium-size businesses, which formerly could operate exclusively from a single site, today must operate from multiple locations and time zones, in multiple languages and currencies. To harmonize their global operations, these companies need and want a single ERP instance with high access and high availability from anywhere on Earth -- but the infrastructures and on-premise ERP offerings that deliver such capabilities over private wide area networks (hmm, which ERP offerings might those be?) are simply not affordable, because they were built to serve the requirements of Global 1000 multinationals, not medium-sized businesses.

GeoBooks On Demand addresses this need.

I promise there will be much more in subsequent posts!

Geoprise Technologies Launches World-Ready ERP On Demand

Visionary Software as a Service (SaaS) Offering Targets Medium-Sized Businesses With International Operations

BANGKOK, THAILAND - September 17th, 2007 - Geoprise Technologies announced today that it launched GeoBooks On Demand™, its visionary enterprise resources planning (ERP) application suite. The new SaaS offering is hosted in several countries and is delivered to end-users exclusively through a Web browser over the Internet. Geoprise customers using the GeoBooks On Demand service get all the capabilities of costly high-end ERP systems while realizing substantial information technology (IT) cost savings. Because there’s no ERP software to install or maintain, customers can also minimize or even eliminate the substantial up-front software licensing investment and customization required for traditional on-premise ERP applications.

“GeoBooks On Demand is an on-line ERP system designed specifically for businesses who need world-class accounting, planning and control capabilities but can’t justify the cost and complexity of high-end ERP software packages,” said Nelson Nones, the founder and President of Geoprise. “A key goal of ERP systems is to enable information sharing in conjunction with effective governance safeguards so everyone in the business has a ‘single bona fide version of the truth.’ But this can become a huge challenge when a business operates in many countries, time zones and languages. Most ERP offerings available today were never originally designed with the needs of multinational businesses in mind. Even today, the majority of low-cost and on-demand solutions just can’t handle basic requirements like multiple currencies and languages, nor do they provide the necessary precautions to protect the integrity of corporate data,” he said.

“We chose GeoBooks On Demand because of its multi-company, multi-currency and multi-language capabilities, and because it allows us to comply with local accounting requirements while doing all the currency translation, consolidation and financial reporting we need for our global operations,” reports Peter Holman, a Director of InfraAsia Limited, which provides project management, engineering and technical services covering communications and control technologies to clients throughout the Asia-Pacific region. “GeoBooks On Demand will replace three separate QuickBooks® installations with a single ERP system that is always available, can be accessed in any language from our offices in Hong Kong and Thailand, and allows us to instantly monitor the performance of our entire business,” he adds.

GeoBooks On Demand is very different in its conception and architecture from on-demand ERP offerings that are merely hosted versions of packages that can also be licensed on a perpetual-use basis for use on customer premises. Rather than adapting an existing ERP application, Geoprise chose to build completely new computer programs using PHP (PHP: Hypertext Preprocessor), a widely-used scripting language that is well-suited for Web server development and provides an ultra-thin browser front-end. Recognizing that some of its customers would prefer to have total control over their own data, while realizing cost savings from using on-demand ERP, Geoprise offers a unique GeoBooks Exclusive™ Service option in addition to its standard GeoBooks VPD™ (virtual private database) Service. Customers choosing GeoBooks Exclusive service can host their own ERP database on their own premises, behind their corporate firewall, while using the hosted GeoBooks On Demand application. As with the GeoBooks VPD Service, each Geoprise customer appears to run their own ERP system, and no customer is ever aware that other Geoprise customers are using the same application server.

Traditional menu-driven ERP systems operate on the basis of individual business transactions, but GeoBooks On Demand is driven by end-to-end business workflows that enable entire administrative processes to be carried out electronically. This is particularly useful for businesses that operate from diverse locations across the globe, because it eliminates the wasteful effort and delays that come from passing paper documents between various locations. This feature, in combination with built-in role-based access controls, makes it easy to implement segregation of duties (SOD) policies so no single person can initiate, authorize and monitor a critical process from start to finish.

GeoBooks On Demand is offered on a monthly subscription basis starting at US$ 65.00 per user per month, including maintenance and 24/7 customer support. There is no limit to the number of companies that a customer can set up or run with a single subscription. Customers have the flexibility to add or remove users at any time because there is no need to sign annual or long-term service agreements. Advance purchase and volume discounts are available that can reduce the cost of a monthly subscription by up to 15%.

About Geoprise Technologies

Geoprise Technologies Corporation was formed in 1999 by a core team of software executives with over a century of previous cumulative experience building enterprise resources planning (ERP) systems and implementing them worldwide. The company’s mission, then and now, is to create exceptional value for its customers by harnessing the power and economy of the World Wide Web to deliver world-class Software as a Service (SaaS) on a global scale. GeoBooks On Demand, the company’s flagship product, is truly visionary software built from the beginning as a Web 2.0 application. Geoprise values integrity through continuing professional accreditation, intense commitment to business ethics and profound respect for intellectual property rights. The company’s headquarters are in Minneapolis, Minnesota USA and its Asia-Pacific headquarters are located in Bangkok, Thailand. For further information, visit the company’s website at www.geoprise.com.

QuickBooks is a registered trademark of Intuit Inc., or one of its subsidiaries, in the United States and other countries. All other trademarks or service marks referenced herein are the property of their respective owners.

September 28, 2006

The Suwannaboom Experience

'Suwannaboom' is the closest I can phonetically get to how Thais pronounce 'Suvarnabhumi', the name of Bangkok's new green-field airport that began full-fledged operations yesterday. Unable to resist temptation, I drove out there with my wife and mother-in-law yesterday to witness the opening day.

Of course, ever since back-to-back fiascos at the new Hong Kong and Kuala Lumpur airports in 1998, everyone expects disaster. Certainly the run-up to opening day here portended bad news. Last week, for example, a Buddhist ceremony was held at the airport to apologize for all the creatures displaced by the new facility (it is in an area formerly known as Cobra Swamp), but the ceremony was interrupted by a possessed man demanding the construction of a permanent temple in their honor. Months of delay and rumors that key systems were not yet functioning led to speculation that opening day would be postponed yet again, at the last minute. But by then it was too late; the airport project was in what we in the systems world call "countdown to cutover," so Thailand's powers-that-be went ahead with what was described as a "low-key" opening, no doubt trying to downplay every possible superlative (good or bad) and ride out the inevitable storm of negative publicity.

To make matters worse, torrential rain started to fall on Wednesday evening and did not let up until the pre-dawn hours on Thursday. This was precisely the time during which a massive truck convoy began transferring essential equipment from the old airport, Don Muang, to the new airport some 50 kilometers away. Among the items being transferred were the baggage trucks and trailers that ferry luggage from the bellies of planes to the baggage conveyors inside the terminal. As we shall see, Mother Nature's interference with logistics would play a key role in the events that unfolded later.

Here was my experience.

Getting There (And Back)

It took us only 30 minutes to drive 45 kilometers from my house to Suvarnabhumi and, again, only 30 minutes to drive back. Of course this was at mid-day, not during rush hour, but I was expecting much worse.

Along the way we passed a couple hundred trucks still carrying equipment to the new airport. Curiously, at least a third were loaded with baggage trailers.

We also noticed a lot of new airport signage on the expressway that seems to have been put up at the last moment. Driver confusion caused by lack of signage was one of the dire predictions we'd heard for the past several weeks.

Availability of taxis had been another concern. The skytrain connecting Suvarnabhumi to central Bangkok is still in the early stages of construction, and the airport's limousine operator isn't open for business yet. But because the limousine operator has an exclusive franchise, we had been told that ordinary taxis would not be allowed to pick up passengers at the terminal; instead, a shuttle bus would ferry people (for a nominal fee, of course) to a staging point some distance away. It appears that the airport authorities abandoned this idea at the last moment because ordinary taxis were driving right up to the terminal. A business partner of mine, who arrived yesterday afternoon from Kuala Lumpur, reported that his arrival went quite smoothly (he did not check his luggage) except for the hour he had to wait for a taxi due to the absence of any queueing system.

Parking

The new parking structure is a vast improvement over the infernal catacombs at Don Muang, but unfortunately the ticket spitters weren't operating yet so we sat in a queue for about 10 minutes to get in. I noticed technicians with laptop PCs, huddled inside the entrance kiosks, trying to get the parking ticket system installed. They were still there when we left. Tickets were being written and parking fees collected by hand.

Once inside we had no trouble finding a parking space. But finding our way around the structure was difficult because at least half the directional signs ("up", "down", "exit" and so forth) were missing or invisible. We had to circle our floor twice before deciphering how to get out.

The catwalks leading to the terminal are futuristic indeed, but my wife pointed out that their rooftops don't extend under the cantilevers of the terminal building and parking structure, so people without umbrellas are guaranteed to get wet at either end when it rains.

The TerminalDsc08853_1

My reaction as we left:  "most impressive." And big. Very big. The check-in area on the departure level is at least half again larger than Hong Kong's. The picture on the right shows the western half of the check-in area on Level 4. Totally there are 20 check-in rows, 2 for first- and business-class, 3 for domestic flights within Thailand, and the remainder for international flights.

Dsc08849

The main terminal building has 7 floors, plus a basement. Level 1 seems to be where you get a taxi or limousine; at least, that's where we saw people getting into taxis. Level 2 has the domestic and international arrival halls. Level 3 has a "gathering point" plus various shops and restaurants; it also leads to the parking structures. Above the departure area on Level 4 are airline offices (Level 5), restaurants (Level 6) and an observation deck (Level 7). The picture on the right, taken from the catwalk on Level 3, gives an idea of how vast the Suvarnabhumi terminal building really is.

In yesterday's post I lamented the fact that sleek new airports seem to lack character, but at Suvarnabhumi the architect added some nice little touches to counteract this tendency. What I appreciate most are the traditional Thai etchings in all the terminal's glass entrance doors. You would think that traditional Thai art is incongruent with the otherwise ultramodern appearance of this building (it was, after all, designed by a German architect) but the visual effect is really quite pleasing.

Another thing I really like about this terminal is the system of travellators (in addition to elevators and conventional escalators) that allow you to walk between all 7 levels with a baggage trolley. Lack of a travellator system is one of the most irritating aspects of the new Kuala Lumpur terminal, which also has many levels; but there you have to use the elevators if you're pushing a trolley.

As for signage inside the terminal, well, let's just say they did it the Thai way which is profoundly confusing to farangs like me. As background, navigating around Bangkok would be pretty simple were it not for the fact that the road signs only announce destinations, not places. For example, if you're driving to my house you need to follow the road signs to Khai Rai intersection, but there is nothing announcing that you've arrived at Khai Rai, once you get there. So it is inside the Suvarnabhumi terminal. There are numerous arrows directing you to the "gathering point", but not a single sign in sight proclaiming "you have arrived at the 'gathering point'; no need to walk any further."Dsc08867

People who are fed up with the sorry state of airline travel in the USA will really appreciate a posh area of the departure level that's reserved just for first- and business-class check-in. Here I am, "checking into" a first-class flight. 

How did things appear to be going inside the terminal on opening day? Here are a few of my notes:

  • Even though the departure level was very crowded, things seemed to be going very smoothly. All the electronic signs announcing flights, times and status were working perfectly. Check-in computers seemed to be running fine, too, despite a system crash reported earlier in the day, and there were none of the massive check-in queues that you see so often at airports these days. The only thing that didn't seem to work was the public address system.
  • I saw no evidence of unusual delays in the departure or arrival of flights.
  • There were lots of very friendly staff on hand to assist people, and they had a plentiful supply of brochures on hand containing terminal maps, directions to and from the airport, and so forth. Basically what I saw was great organization and lots of smiles, which told me that no disasters were in progress (on the departure level, at least) and things, just maybe, were going better than expected.
  • By 1:00PM all the restaurants had run out of food. We tried to buy food at a convenience store but were told that it was spoiled because of power cuts to the refrigerators. But everyone still had smiles on their faces.
  • The next day's newspaper reports described how many arriving passengers waited an hour or more for their baggage to be delivered to the arrival hall. The authorities' explanation is that there was a shortage of baggage handling trucks and I can confirm this; as noted earlier they were still on their way from Don Muang to Suvarnabhumi!

The Verdict

I've tried my best to describe things exactly as I observed them on the airport's first day. In comparison to opening days at other large airports, things appeared to be going about as smoothly at Suvarnabhumi as anyone could have expected. Sure, there were minor glitches, and in the USA you usually have to wait over an hour anyway for your bags under the best of circumstances (as the saying goes, "blessed are the pessimists, for they are seldom disappointed"), but there were no disasters.

Looking beyong opening day, I believe that Suvarnabhumi is destined to take its place as one of the world's finest airports. You could almost call it pre-destiny, since it's already the second-busiest airport in the entire Asia-Pacific region, after Tokyo Haneda. Like Singapore Changi (and yes, even Hong Kong by now, but definitely unlike Los Angeles International or London Heathrow), it seems like an airport that I will enjoy rather than dread passing through.

September 27, 2006

So Long, Don Muang

For most people, the opening of a major green-field airport in their city -- not just a brand-new terminal building at the existing airfield -- is a once-in-a-lifetime experience. It's happened only 5 times in the USA in the past half-century (Chicago O'Hare, Washington Dulles, Houston George Bush Intercontinental, Dallas-Fort Worth and Denver). Today is such a day here in Bangkok, where I live. The new Suvarnabhumi Airport was officially commissioned at 3:00AM local time today (September 28th, 2006) and the first flight touched down just two minutes later. The old airport, Don Muang, is no longer open to commercial traffic and all flights to and from Bangkok are now using Suvarnabhumi.

The first thing I noticed is that there are no more big fat jumbos roaring over my house in the middle of the night (in fact, I haven't seen or heard a single airplane all day).

Actually this is the third such experience of my lifetime. I was living in Chicago when O'Hare took over from Midway as Chicago's premier airport, and was also living in Kuala Lumpur when the new KLIA, at Sepang, opened for business in 1998. Maybe I'm just weird (do I see heads nodding in violent agreement?) but for me it's kind of exciting.

I've driven out to Suvarnabhumi just once but couldn't get anywhere near the terminal, so I can't compare the experience of using it yet to that of other big new airports in Asia (Hong Kong, KLIA, Shanghai Pudong or Guangzhou). More on that in a future post, as I will be using the new facility in about a week or so.

However as a frequent traveler into and out of Thailand over the past decade, I'd like to dwell a moment on the things I'll miss about Don Muang as it passes into history.

  1. Damn! I never got the chance to play golf at that funny little course between the two runways at Don Muang, right smack in the middle of 33 commercial flights per hour (most of them jumbos) in the process of taking off or landing. Golfers are so close to the aircraft that a bad slice could easily strike a moving airplane.
  2. Even though the roads to and from Don Muang were always choked with traffic, it is much closer to my home and office than Suvarnabhumi, and I expect that getting to the new airport will be a real headache, at least until they finish the new subway line near my house in about 4 years or so.
  3. If it's anything like the other new Asian airports, I'll bet Suvarnabhumi is a lot less smoker-friendly than Don Muang. Incidentally, although Beijing airport remains as smoker-friendly as ever, I recently noticed that they replaced all the "smorking room" signs, presumably to get ready for the 2008 Olympics.
  4. Let's face it. New airports are sleek and beautiful, but they just don't have any character. For all its hassles, for instance, flying into and out of the old Hong Kong airport (especially the landings, as your jumbo flew a couple of hundred feet above the high-rises, with people's TV screens in clear view, to avoid crashing into a mountain) was always a memorable experience that I've missed ever since.

Besides the airplane racket overhead, there is one thing I won't miss about Don Muang, but I'll have to wait for it. Departing passengers won't have to pay 500 Baht (about USD 13) in cash at Suvarnabhumi for the passenger service fee (PSF) -- after February 2007 this will be included in the ticket cost. The bad news is that the PSF will increase to 700 Baht at that time. Frankly I don't understand the logic behind the timing. I can understand why they'd want to increase fees, but why is Airports of Thailand (AOT) waiting until February 2007?

Note: Suvarnabhumi inherited Don Muang's IATA airport code, BKK, at 3AM this morning. So when the check-in agent slaps a BKK tag on your checked luggage, don't worry, you're not going to Don Muang. Its new code is DBK.

July 09, 2006

Our Taxed Expats

OK, I’m about to break my self-imposed rule again. The rule was, “One of the promises I made to myself when I started this blog was to avoid politics. I hate politics. In fact, I hate politics so much, I can honestly say that I would rather do my taxes, or go shopping, than get involved in politics.”

However, recent changes to U.S. tax laws affecting expatriates have put me in a tight spot, inasmuch as they have to do with both taxes and politics. That’s why I sat up and noticed a recent ed-op piece by Newt Gingrich and Ken Kies on the oddly-named “Tax Increase Prevention and Reconciliation Act” which became law in May 2006.

First, let me put forward my position on taxes as bluntly as I can. Taxes are a form of coercion; i.e. your government can force you to hand over money without necessarily providing anything in return. I don’t like being coerced to do anything, and I don’t know very many people who do, even among those of my friends who believe passionately in the principle that our government should be redistributing wealth by taxing the rich and giving money to the poor.

That said, I’m enough of a realist to know that government is necessary (even if those in power can rarely be trusted) and needs resources in order to function. I also realize that many of the benefits we get from being governed are impractical to fund through dedicated taxation. A good example is the system of laws and the judiciary in the United States that afford real protection of intellectual property (IP) rights, a benefit that far exceeds the sham protection that IP owners receive in most countries. If such protection means I don’t have to spend my own money to protect my IP, because would-be thieves are too afraid to mess with beneficiaries of the U.S. system, then I’m happy to have a reasonable amount of tax coerced from me to keep that system afloat. But I’ll demand transparency as to how the system functions as well as how my taxes are assessed, and (unlike my friends in the Mainland) I expect to be able to hold the responsible public servants accountable for their performance via the ballot box.

Gingrich and Kies have 3 key concerns:

  • The section 911 rewrite is a “massive tax increase” that injures U.S. citizens working overseas because it is retroactive to the beginning of 2006.
  • The resulting cost increases, borne either by U.S. expatriates or their employers, will hurt U.S. exports because there “will be fewer ‘Americans on the ground’” overseas who are in a position to specify or purchase U.S. goods and services. Further, U.S bidders on foreign projects may be placed at a disadvantage to the extent that they must employ U.S. citizens at higher cost.
  • The impact of these costs increases will disproportionately hurt small- and medium-size U.S. businesses, which are “more likely than larger firms to use U.S. citizens when they first seek penetration of foreign markets.” 

In response to these inequities, and to bolster U.S. competitiveness abroad, they recommend either the complete exemption of foreign earned income from taxation, or repealing the tax increase entirely and raising the “exemption” amount to $117,000.

Frankly, I expect more than this from two distinguished gentlemen, one a senior fellow at the American Enterprise Institute and the other a managing director of a consulting firm. There are plenty of reasons why the rules rewrite is bad tax law. Unfortunately, they’ve missed all of them.

Let’s start with how the U.S. taxes foreign earned income. Keep in mind that I’m a U.S. citizen who lives and works in Thailand, and who has also lived and worked in the United Kingdom and Malaysia, so I think that I actually know what I’m talking about. Unlike the U.S., which taxes its citizens and resident aliens on worldwide income, these countries have “territorial” tax systems, which sounds great until you look at their tax rates. In Malaysia, for instance, the rate is 27% against taxable income between about $26,700 and $62,000 per year. Thailand’s rate is 30% on taxable incomes between $26,000 and $104,000 per year. And in the U.K., it’s 20% against taxable incomes between $4,000 and $62,000 per year.

By comparison, the current U.S. tax rate for married people filing jointly is 15% on taxable incomes between $15,100 and $61,300 per year. If you are married, file jointly and have $60,000 in taxable income you’ll pay $8,245 per year as a U.S. citizen no matter where in the world you reside. Married or not, against the same taxable income you’ll pay $12,585 in foreign income tax if you reside and work in Malaysia all year; $12,725 in foreign income tax if you reside and work in the U.K. all year; and $13,325 in foreign tax if you reside and work in Thailand all year. And, when it comes to determining “taxable income,” you have to remember that personal and dependent exemptions, itemized deductions and standard deductions are usually far less generous outside of the U.S. For example, Thailand caps the total of all exemptions and deductions at about $32,500 per year (such a cap would apply to the absurd scenario of a married couple, both spouses over 65, with 3 dependent children in school and 4 dependent parents, making maximum contributions to available employee provident and long-term equity funds); the maximum home mortgage interest deduction is only $1,300 per year. The upshot is that you’d probably pay even more income tax in the U.K., Malaysia or Thailand than these figures suggest.

Because the U.S. taxes worldwide income, its tax laws have special provisions to prevent double-taxation of its citizens who work and reside in foreign countries. These comprise 4 so-called “benefits”:  the foreign earned income exclusion (which Gingrich and Kies erroneously call an “exemption” in their closing argument), the foreign housing exclusion, the foreign tax deduction and the foreign tax credit.  Before this year’s rewrite, all but the foreign tax credit came “off the top” of your income, no matter where you live, while the foreign tax credit came (and still comes) “off the bottom,” after you’ve figured your U.S. tax liability. What Gingrich and Kies don’t tell you is that you couldn’t (and still can’t) take the credit for any foreign taxes paid (or accrued) against the income you excluded or deducted. In other words, you can take the exclusions or deductions, or you can take the tax credit. But you can’t take both.

The bottom line is that most U.S. expatriates in Thailand, the U.K. and Malaysia won’t pay a single cent more in U.S. taxes than before. Why? Well, even if the foreign earned income and housing exclusions were completely wiped off the books (and I admit this is a gross oversimplification, owing to the bizarre complexity of the U.S. tax system), the typical expatriate would simply deduct their foreign taxes (anywhere from $12,585 to $13,325 in the examples given above) from their U.S. tax liability ($8,245, from above) and would owe nothing to the U.S., because the foreign tax exceeds the U.S. tax. For these people or their employers, it’s not a “massive tax increase,” it’s a big nothing.

Let’s see. Big nothing equals no extra cost which, to follow Gingrich’s and Kies’s logic to its ultimate conclusion, equals no loss of exports and no harm to small- and medium-size business. Poof!

Why would two distinguished gentlemen, one a senior fellow at the American Enterprise Institute and the other a managing director of a consulting firm, make so much ado about nothing? Well, let’s consider what might happen if you live and work in a country with lower tax rates than the U.S. In 1998, I had the good fortune to be living in Malaysia when its government, struggling to recover from the 1997 Asian meltdown, suddenly abated all income taxes, which meant that I could not take any foreign tax credit on my U.S. return. But I was still able to take the foreign earned income and housing exclusions, because those provisions were valid (and remain valid, even after the 2006 rewrite) no matter what you pay in foreign taxes.

By taxing foreign earned income above the exclusion cap at higher rates than before, and limiting the foreign housing exclusion, the U.S. is certainly reducing the potential “benefit” to taxpayers, but only U.S. citizens living and working in low-tax or no-tax countries would actually see a “tax increase.” Let’s examine a Singapore scenario to see how “massive” such an increase would be. I chose Singapore because its highest marginal tax rate is 22%, which is considerably lower than most other countries.

Suppose you are a married U.S. citizen with 2 children, live and work in Singapore all year, earn $200,000 per year, don’t own any homes anywhere, and spend $4,800 per month on rented housing in Singapore. Under current Singapore tax laws, your Singapore income tax would be about $34,300 per year. Under the old U.S. rules, you would have owed no U.S. tax after taking the foreign tax credit, so your total annual tax bite would have been $34,300. Under the new rules, the least you will owe the U.S. government after taking the foreign tax credit is about $4,900 per year (incidentally, under the new rules it would be cheapest to avoid the foreign earned income and housing exclusions altogether), which increases your total tax bite about 14% to $39,200. Is this a tax increase? Sure. Is it “massive?” Well, “massive” is a subjective term, but it’s nowhere near the “tens of thousands of dollars” quoted by Gingrich and Kies (you never know; however, maybe they meant Hong Kong dollars and conveniently forgot to point that out). Would it cause me to “move back to the U.S. on a week’s notice”? Of course not!

What irks me about the new tax law is its retroactivity. I benefited from this a few years back, when a fattened child tax credit was not only made retroactive but also paid out to taxpayers in advance. I thought it was bad tax law then and I think no less now. It all goes back to what I demand: transparency as to how the system functions.

If I were a U.S. expatriate in Singapore, you bet I’d be unhappy about having to pay $4,900 more than I planned in taxes for 2006. I’d be just as unhappy if I were a U.S. business that offered its expatriate employees so-called “totalization” agreements under which the employee pays exactly what he or she would have paid if working in the U.S., while their employer absorbs (or benefits from) the cost differential. Or, more to the point, I’d be unhappy in quantum to the extent that my company (keep in mind, I own a global business) has highly-paid Americans working overseas. Which of course is the whole reason Gingrich and Kies wrote their blatantly partisan, lobbyist-motivated article.

But I am a U.S. expatriate in Thailand, happily immune to all this. As they say, “no amount of planning will ever replace dumb luck.” And as luck would have it, this was the year I chose to acquire and operate my own business, and buy my own home in Thailand.

For starters, the foreign housing exclusion only applies to rental property. Under the old rules, I couldn’t exclude anything for housing because I own my house here. I assume the new rules have similar restrictions. If so, for me, reducing the foreign housing exclusion means zip, nada, big nothing.

Second, as at the start of the year I owned a business that’s incorporated in Thailand.  I can take dividends out of the business in lieu of salary, anytime I wish. This is highly advantageous in Thailand because dividends attract a far lower tax rate than salaries (though they don’t qualify as “foreign earned income,” I’m afraid). To the extent that the earnings remain in Thailand (where I can use them to run my business), and not distributed to me (where my wife could plunder them to her heart’s content), they are completely exempt from U.S. tax.

LInk:  Our Taxed Expats (by Newt Gingrich and Ken Kies, June 28th, 2006)

“… The larger issue is that [the rules under section 911 that limit U.S. taxation of American citizens working abroad] are of great importance for American competitiveness, which is why Congress needs to revisit the new law’s changes as soon as possible.”

March 31, 2006

More Thailand Scenery

It's been a while since I posted. I've been very busy getting Geoprise airborDsc07136_1ne and just haven't had time for anything else.

Business is good, but I did find the time last weekend to visit Kao Yai National Park. Along the way I drove through the rather small town of Kabin Buri (not too far from the Thai-Cambodian border) and saw this sign at the city limit. Either they decided that if they can't beat the rural methamphetamine epidemic they might as well join it ... or, it's a very dangerous place to be a pedestrian!   

January 28, 2006

Technology That Liberates

When I read Jeff Nolan's post about Sling, it immediately reminded me of how I feel about my new Vonage service.

I am not a Sling customer but I imagine it works the same say as Vonage -- you get a box (the one I got from Vonage is a Cisco Linksys box), plug it into a high-speed network with Internet access, plug a regular device (phone, or TV perhaps?) into the other end, and voila! You're doing it your way.

My Vonage service costs USD 55 per month with unlimited calling within the U.S. and Canada, plus an unlimited 800 (toll-free) number. I can take the Linksys box anywhere in the world (right now it's sitting on my desk in Thailand, plugged into my ADSL service at home) and call anyone in the U.S. or Canada for free (after paying my monthly fee, of course). Plus my customers, mom, dad, kids and business colleagues in the U.S. or Canada can call me and talk as long as they want, again for free.

I might add that the quality of sound is better than regular land lines, both over here and in California.

From what I've read, Vonage isn't earth-shattering technology -- but the ability to call people halfway around the world as if they were right next door (and get around the obscenely high international direct dialing and roaming tariffs that many countries impose) has profoundly changed my perspective. I don't feel that I'm doing business "internationally" anymore; I'm just doing regular business wherever I need to be.

Here are a few tips about Vonage:

  1. The power supply that comes with the Linksys box only has 120-volt (i.e. North American) input, so it doesn't work anywhere else. I discovered this when I plugged it in here in Thailand and immediately fried the transformer. You'll need to buy a universal AC/DC adaptor that supports 100-230 volt input and 12-volt output at up to 1,200 mA. I found one at the shopping center next door to my house for 380 Thai Baht (about USD 10).
  2. You can't get Vonage service in Thailand; it's illegal to sell the service (no suprise here, Thailand is one of those countries with obscenely high IDD tariffs). But it's not illegal to use it. Vonage will only ship the Linksys box to U.S. or Canadian addresses, so you'll have to pick one up on your next trip to the U.S.
  3. One great benefit of using Vonage outside the U.S. is that you can dial toll-free (800/866/877/888) numbers -- an impossibility in most countries when placing IDD calls. You'd be amazed how many U.S. companies only have toll-free numbers and don't realize you can't call them from overseas. Northwest Airlines and the United States Postal Service are two examples.
  4. When you use Vonage, you always follow U.S. dialing rules no matter where you are. In Thailand, for example, one of the IDD access codes is "001" so to call someone in the U.S. you have to dial something like "00113105551212". With Vonage, you simply dial "13105551212". If you are placing a Vonage call to a different country (say, if I call China from anywhere in the world) then I use the U.S. IDD prefix "011". So if I'm in Thailand and I'm calling China, I'd dial "011861055551212" instead of "001861055551212".
  5. Incidentally, Vonage rates for international calls are about 50% cheaper than the least-expensive rates I've found in the U.S. To call Thailand, for example, costs USD .12 per minute with Vonage and USD .23 per minute with the cheapest international calling plan I could find in the U.S.
  6. You can use the Linksys box in a hotel but you might get charged for high-speed internet use. This could get kind of expensive if the hotel charges a flat daily rate and you make a 1-minute call. Also (I haven't tried this yet, but I will) you probably need an ethernet switch in order to use the phone and your computer at the same time.
  7. Remember, you might think I'm right next door but when you call me at noon, it's the middle of the bloody night here!

Link: Sling closes financing round (by Jeff Nolan, January 27th, 2006)

"Sling ... not only changes the way you watch television but gives you the ability to take television with you ... It's liberating in a weird kind of way... almost like I'm 'sticking it to the man'."