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Things are happening here now. Their IT infrastructure business is doing more business from AI infra and this are investing more in this space to capture the growth potential from Chinese AI spend. Early days for them but already seem to be getting traction. Also, for the first time an institutional investor has declared a 5% interest, so some people beginning to notice.
This particular AI train has not left the station in terms of share price. I don' t know when the train is leaving but given the speed these trains go at once they get going, I have reconsidered my prior skepticim and put some of my profits from the other AI plays here, just in case at some point this rockets. In terms of corporate activity momentum things seem to be building up for sure. They started buybacks a few months back, a few weeks ago they had their first big investor declare themselves and this week two potential AI acquisitions. Currently trading at 0.8x book and net cash is 1/3 of the market cap
This particular AI train has not left the station in terms of share price. I don' t know when the train is leaving but given the speed these trains go at once they get going, I have reconsidered my prior skepticim and put some of my profits from the other AI plays here, just in case at some point this rockets. In terms of corporate activity momentum things seem to be building up for sure. They started buybacks a few months back, a few weeks ago they had their first big investor declare themselves and this week two potential AI acquisitions. Currently trading at 0.8x book and net cash is 1/3 of the market cap
This year' s AGM was more informative at least which is good. No impact from US tariffs.
Did anyone attend the AGM last year? Reading the Q& A, it looks like some guy basically asked 3 times what the company' s business is and the CEO just randomly said some stuff and did not answer. Not sure what that says about the company.
Karin Technology holds FY2025 earnings at HK$19.2 million despite lower revenue
Karin Technology Holdings reported lower sales for its FY2025 but was able to maintain earnings in the same year ended June 30.
Revenue was down 12.4% y-oy to HK$1.93 billion, with softer sales across its three main segments: IT infrastructure, components distribution and consumer electronics products.
However, gross margin increased by 0.7 percentage points to 9.2, which helped hold earnings at HK$19.2 million, up 1% versus the preceding FY2024.
The bottom line was supported by higher interest income and lower administrative costs as well.
Similarly, the company held its total FY2025 dividend steady at 8.78 HK cents, equivalent to a payout ratio of 98.7%.
As at June 30, cash and equivalents increased slightly to HK$144 million from HK#127.2 million gearing ratio improved to 0.14 times from 0.26 times.
EO and executive director Michael Ng says that while revenue from the company' s IT segment declined in FY2025, profitability improved due to higher margins on some deals.
" We will focus on pursuing favourable margins as we strive to offer more value-added services, particularly in the area of AI solutions," he says.
Ng notes that the component distribution segment was hurt by trade tensions, and that Karin remains cautious about this business and will try and improve cost control.
" Meanwhile, in view of the lacklustre retail landscape in Hong Kong, we are closely monitoring the business of our consumer electronics segment," he adds.
Going foward, Karin Technology observes that while lower interest rates have eased financial costs, recessionary pressures persist and business demand remains subdued.
" Notwithstanding the above challenges, Karin believes its IT segment will drive its future growth as the group expands its strategic focus on AI," the company says, adding that it is " actively" pursuing new distributorships to expand its AI solutions portfolio.
The distribution segment, meanwhile, will face sustained pressure as the economic landscape remains restrained in mainland China, with manufacturing clients adopting a conservative approach to procurement and forecasting.
" This cautious stance is especially pronounced among exporters, who face heightened vulnerability to trade disruptions and policy shifts," the company says.
Last but not least, the consumer electronics segment " may be further dampened" by reduced foot traffic and spending from tourists, as well as ongoing store closures in Hong Kong&rsquo s retail scene.
The company will prioritise profitability through disciplined inventory management, strategic purchasing, and stringent cost controls.
Karin Group: Pragmatic evolution in a changing tech landscape
" When I graduated, I think the first thing my father said was, ' Don' t even think about working for the company' ," recalls Michael Ng, the second-generation leader of Karin Technology Holdings (Karin Group).
When Ng joined in 2014, he brought an outsider' s perspective that would prove invaluable to the Hong Kong-based technology company. Having spent over a decade working in financial technology at Reuters, he faced the daunting task of steering a nearly 40-year-old family business through an era of unprecedented technological disruption and geopolitical complexity.
Ng' s pragmatic, adaptive, and relentlessly forward-looking approach has defined Karin' s evolution from a hardware components distributor to a diversified technology solutions provider in Asia' s competitive marketplace.
" We' ve gone from selling resistors to recommending AI solutions for Fortune 500 companies," says Ng. " My father built a company that outlasted British Hong Kong. My job is to ensure it outlasts the AI revolution."
Early days
The story of Karin begins in 1977, during Hong Kong' s manufacturing golden age. Ng' s father, an electrical engineer by training, co-founded the company with his brother to import electronic components from Japan and Taiwan.
" Back then, it was all about watches and toys," Ng recalls. " The manufacturing sector was booming, and Hong Kong was the gateway for international technology entering Asia."
The company' s early success came from its ability to adapt to shifting industrial geography. As Hong Kong' s manufacturers relocated to Shenzhen in the early 1980s, Karin followed its customers across the border.
" We were one of the first Hong Kong companies to set up operations in Shenzhen," Ng notes. This prescient move allowed Karin to establish deep roots in what would become China' s technology manufacturing heartland.
However, the young company nearly faltered in its early years due to overexpansion. " There was a period where we overtraded and grew too fast without proper financial controls," says Ng.
A vendor' s intervention, guaranteeing a crucial bank loan, helped Karin survive this early crisis. " That experience taught us the importance of financial discipline. To this day, we maintain very conservative financial management."
The group' s first major pivot came in the late 1990s when the company seized an opportunity to distribute IT server components for PC maker Compaq, which was later acquired by rival HP in 2002. " This was our first foray beyond simple hardware components," Ng says. Suddenly, we were dealing with enterprise storage and memory modules - much more sophisticated technology."
The venture marked the beginning of Karin' s transformation into a full-fledged IT infrastructure provider. The company gradually expanded its portfolio to include partnerships with major global brands like Dell Technologies, Oracle and IBM. " We became known as the company that could help international tech firms establish their channels in Greater China," adds Ng.
The IT distribution business grew rapidly, but Karin' s leadership recognised the need for further diversification. " Technology moves in cycles. What' s hot today becomes obsolete tomorrow. We couldn' t afford to be a one-trick pony," says Ng.
New markets and transition
Karin' s second major diversification came somewhat unexpectedly through a partnership with Apple in the early 2000s. " They approached us to distribute one of their accessories - I believe it was a TV box," Ng recalls. " It wasn' t our core business, but we saw potential."
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The partnership led to Karin establishing a consumer electronics division that would eventually distribute iPads, iPhones, Beats headphones and Logitech peripherals across Asia. " The consumer business taught us about branding, retail channels, and a completely different sales cycle," Ng notes. " It was a valuable education."
Simultaneously, Karin continued expanding its enterprise technology offerings, moving into cybersecurity, networking equipment, and cloud solutions. Ng says: " As our customers digitised their operations, we needed to provide complete solutions - not just point products."
Although Ng' s entry into the family business in 2014 marked a significant transition, he joined the group after first establishing himself in the financial technology sector. " My father was very clear that I should make my own way first. He didn' t want me joining the company straight out of school," says Ng.
This outside experience proved invaluable. At Reuters, Ng had witnessed firsthand how technology was transforming the financial sector. " Working with financial data platforms was essentially early fintech," he notes. " That experience gave me insights into how enterprises adopt and integrate new technologies."
Ng started at Karin in a marketing role, deliberately avoiding special treatment. " I needed to understand the business from the ground up," he adds.
This hands-on approach helped him earn credibility within the organisation. " Some of our employees have had incredibly long tenures some have been with us for over 40 years. To lead effectively, I needed to respect that institutional knowledge while still driving change."
Since taking over the reins, Ng has led the group with a pragmatic approach. " I don' t believe in setting grand visions and trying to force the organisation to conform," he says. Instead, he focuses on creating an environment where innovation can flourish organically. " Our job is to spot opportunities, mitigate risks and empower our people to execute."
This philosophy extends to Karin' s financial management. " We' ve remained profitable for 47 consecutive years by being disciplined about growth. Not every opportunity is worth pursuing - we' re selective about where we invest."
One opportunity that was deemed worthy was the group' s Singapore listing. Despite being based in Hong Kong, the company is listed on the Singapore Exchange (SGX). Ng says the decision to do so came naturally at an apt time.
" We were trying to prepare to list in Hong Kong, but then Singapore came along and invited us. And then with that invitation, since we had a lot of preparation work already done, the listing in Singapore was fairly straightforward, and that happened so quickly."
He adds, " What attracted the company to do so was the high compliance rules laid out by the SGX. When you follow those guidelines and rules, you actually improve the corporate governance of your own company."
Maintaining a skilled workforce has been another key focus for Ng. " Technology moves fast, and we need people who can keep up," he notes. Karin has invested heavily in training programmes and has sought to blend its long-tenured employees with new talent. " The institutional knowledge of our veteran staff combined with fresh perspectives from younger hires creates a powerful mix," adds Ng.
The company has also had to adapt to changing workplace expectations. " The pandemic accelerated trends like remote work and digital collaboration," Ng observes. " We' ve had to modernise our workplace culture while maintaining the strong relationships that have always been central to our business."
Navigating geopolitical challenges
In recent years, Karin has faced perhaps its most complex challenge: navigating the US-China tech decoupling.
" The geopolitical situation has forced our customers to completely rethink their technology procurement strategies. Questions about data sovereignty, supply chain security and technology standards have become paramount."
Ng says the group has positioned itself as an agnostic adviser in this environment. " When a customer asks whether they should implement OpenAI or a Chinese AI solution, we help them evaluate based on their specific needs, not politics."
The company has also adapted its supply chain strategies. He continues: " We' ve developed parallel ecosystems, maintaining relationships with both Western and Chinese technology providers. This gives our customers flexibility in an uncertain environment," adds Ng.
Looking ahead, Ng sees artificial intelligence (AI) as both a challenge and an opportunity. " AI is transforming every industry we serve," he says. " Our role is to help customers separate hype from reality and implement practical solutions." Karin has been building its AI capabilities through partnerships with both established players and start-ups.
The road ahead
As Karin approaches its 50th anniversary, Ng remains focused on the future. In the most recent 1HFY2025 ended Dec 31, 2024, the group reported earnings of HK$11.5 million ($1.94 million), a 7.5% y-o-y growth from 1HFY2024' s HK$10.7 million.
Despite this, revenue in the period fell 10.6% y-o-y to HK$1.05 million, as all three of Karin' s business segments achieved lower sales.
The improved earnings stemmed from a 3.1% y-o-y rise in gross profit to HK$95.8 million, as well as lower administrative expenses and finance costs during the year.
" The pace of technological change is only accelerating," says Ng. " Our ability to adapt will determine our success in the next 50 years."
Key to this adaptation will be maintaining Karin' s unique culture while continuing to evolve. " We' re proud of our history, but we can' t be constrained by it," Ng says. " The same entrepreneurial spirit that drove my father to start this company now drives us to reinvent it for a new era."
For him, leadership is ultimately about stewardship. " I see myself as a caretaker of this business and responsible for leaving it stronger than I found it. That means making tough decisions today that will pay off years from now."
This company has started buying back shares, for the first time ever as far as I can see.
Another very high dividend payout.
I wonder if they have many more b/s efficiencies they can pull out of their hat?
I wonder if they have many more b/s efficiencies they can pull out of their hat?
Happy Lunar New Year to everyone here.. May Niu year brings good health not forgetting HUAT all the way to the banks..
Anybody holding this stock?
With the annual EPS dropping from 0.294 hkd to 0.06+ hkd alongside dividend yield of 9+%, will there be a revaluation?
With the annual EPS dropping from 0.294 hkd to 0.06+ hkd alongside dividend yield of 9+%, will there be a revaluation?
Finally all time high since this Morning, anyone into this? Decent yield every year :)