Talam won court case😉

Fraudulent Trading: Dishonesty is a Key Element
June 2024

In a claim for fraudulent trading under s. 540 of the Companies Act 2016, an essential ingredient of establishing liability is an ‘intent to defraud creditors’. The phrase ‘intent to defraud creditors’ is not defined in the statute. However, the jurisprudence has established that the element of dishonesty is key to finding fraud or intent to defraud and whether dishonesty exists is a question of fact.

In Universal Health Care (R&D) Sdn Bhd (formerly known as SSI Health Care Sdn Bhd) v Ramli Bin Md Saleh & Ors [2023] MLJU 1783, the plaintiff claimed that Talam Transform Berhad (Talam), being the sole shareholder of Pandan Indah Medical Management Sdn Bhd (PIMM) and having absolute control over PIMM’s affairs, sold a hospital owned by PIMM and moved the monies out of PIMM to avoid paying the plaintiff under a consent judgment with PIMM and to rescue Talam from its commercial insolvency. The plaintiff contended that Talam ought to be made liable for PIMM’s debt owed to the plaintiff because the disposal of the property was a business of PIMM which was carried out with intent to defraud the plaintiff as a creditor of PIMM or for a fraudulent purpose.

The High Court observed that the Plaintiff’s case is primarily founded on the entries in PIMM’s financial statements showing (1) PIMM’s property was pledged or charged for the Sukuk financing undertaken by Talam; (2) the proceeds of the sale were utilised to partially redeem the Sukuk on behalf of PIMM and three other participating related companies; (3) because the proceeds were ‘used’ by the other Sukuk entities, entries were inserted into PIMM’s financial statements to reflect these sums as advances owing to PIMM from these entities; (4) during this time, Talam was in severe financial difficulties, under PN17 and in the process of implementing a regularisation plan; (5) PIMM’s directors did not make a provision for doubtful debts as they were confident that once Talam regularised its financial position, it would ‘settle’ these debts; and (6) PIMM, however, subsequently undertook an assignment and waiver exercise resulting in the amounts owing to PIMM by Talam and its related companies being written off or waived.

Both sides called accounting experts to assist the Court on the interpretation of the financial statements, particularly concerning the key issue of whether the proceeds from the disposal of the property belonged to PIMM. The High Court accepted the evidence of Talam’s expert that (1) the proceeds from the disposal of PIMM’s property did not belong to PIMM. This is because under the Sukuk, the ownership right of the property had already been conveyed to the Sukuk holders upon issuance of the Sukuk; (2) the proceeds from the disposal of the property were deposited into the Sukuk collection account operated by the facility agent for the purpose of redemption of the Sukuk for the benefit of the Sukuk holders and did not belong to PIMM; (3) Talam and its related companies did not receive money as advances from PIMM; (4) the accounting entries were made to reflect the default descriptions in PIMM’s financial statements to merely record the application of the sale proceeds by the facility agent pursuant to the terms of the Sukuk; (5) the disposal of the property was approved by the Sukuk holders, the Sukuk trustee and the Securities Commission subject to the proceeds from the disposal being utilised for the redemption of the Sukuk before any surplus is made available to the original vendor, PIMM. As there was no surplus from the disposal after redemption, then there were no proceeds available to PIMM and for PIMM to advance to Talam and its subsidiaries; and (6) the waiver of the debts was part of the internal settlement exercise and are not uncommon, especially between holding companies and their subsidiaries and related companies.

The High Court found that the plaintiff has failed to prove that Talam had carried out the business of PIMM with intent to defraud the creditors of PIMM. There is no proof of any act of dishonesty on the part of Talam. The decision was upheld by the Court of Appeal on 27.5.2024.

Our Kelvin Seet Wan Nam and Dennis Yuean Jin Han represented Talam in the High Court.

Campaign Rhetoric: During his presidential campaigns, Trump often spoke about bringing peace to the Middle East, positioning himself as a strong negotiator who could achieve things others couldn't. His claim to have a unique ability to "get deals done" was central to his foreign policy vision.
Peace Agreements (Abraham Accords): One of the most notable achievements in his tenure related to the Israeli-Palestinian conflict was the Abraham Accords (2020), which saw normalization agreements between Israel and several Arab nations (UAE, Bahrain, Sudan, and Morocco). These agreements were framed as a significant step toward peace in the region, breaking a decades-old pattern of Arab nations refusing to formally recognize Israel.
Why it matters: This was a real diplomatic breakthrough that many previous administrations had failed to achieve. However, it did not address the core Palestinian issue or lead to a direct resolution of the Israeli-Palestinian conflict.

When former President Donald Trump or any leader threatens to take military action, such as bombing Hamas, it can be seen as an expression of strength or a deterrent aimed at showing resolve. However, whether such a move is a "good" one depends on the context and the goals involved.

Here are some perspectives on this kind of threat:

1. Deterrence
Purpose: The idea behind threatening military action, like bombing Hamas, could be to deter further attacks or violence. If a group like Hamas believes there will be severe consequences for their actions, they may reconsider their strategies.
Effectiveness: Threats can sometimes create a deterrent effect, especially if the group in question values its existence and control over territory. However, groups like Hamas, which operate in unconventional ways and sometimes embed themselves within civilian populations, may not be easily deterred by traditional military threats.
2. Strengthening National Security
Defending Allies: The U.S. has historically supported Israel and other Middle Eastern allies, and a threat to act against Hamas could be seen as reinforcing that commitment.
Response to Attacks: If Hamas has engaged in aggressive actions, such as rocket fire or terrorist activities targeting civilians, there could be a justification for retaliatory action to protect national interests or respond to those attacks.
3. Risks of Escalation
Civilian Casualties: Bombing campaigns in densely populated areas like Gaza, where Hamas is known to operate, could result in significant civilian casualties, further fueling anti-American sentiments and undermining international support.
Broader Conflict: A military strike could escalate the conflict, leading to greater instability in the region. The Middle East is already volatile, and such actions could provoke retaliations from other groups or nations.
4. Diplomacy vs. Military Action
Long-Term Peace: Threatening military action without exploring diplomatic solutions could undermine efforts for long-term peace. Many argue that diplomacy and negotiation are more effective than military force in addressing the root causes of terrorism and conflict.
International Relations: Such a threat could impact U.S. relations with other countries, including those in the Arab world or those critical of Israel's policies toward Palestinians.

Trump will end the hamas-israel conflict soon. USA under Trump is like USA dengan Bush. Ex: Iraq, saddam was killed, iraq bombed and surrendered. What is hamas to USA's Trump? Buy b4 it is too late. 😁

The number of treasury shares held in hand as at 30 September 2024 were as follows:
Average
price per
share Number Amount
RM of shares RM'000
Total treasury shares as at 30 September 2024 0.44 175,821,661 77,587

wait till expiry month in mar 2025... call warrants strike price 35sen... call warrant now at 4sen... theorectical price =35sen + 4= 39sen.......... 150m warrants... expecting a big surge b4 expiry date

150 mil call warrants... big money... uptrend would enable huge profit from warrants

High 0.000
Low 0.000
Open 0.000
Volume -
Volume (B/S) 50,000 / 50,000
Price Bid/Ask 0.035 / 0.040

52w 0.040 - 0.185
Type CALL
Issued on 2024-09-25
Maturity 2025-03-28
Strike value 0.3500
Ratio 1:1
Gearing 8.75
Premium 0.040
Premium % 11.43
Share Price 0.350
Issuer CIMB BANK BERHAD

40-50sen++ anytime .... not many shares floating in the open market...

Dec, bjcorp of companies belum buat share purchase of bjfood... anytime to surge speedily... r u ready?

USA could end the wars in 2025 with trump as the new President. Remember USA bombed Iraq, and killed Saddam Hussein easily. Trump could do the same to end Hamas easily

Could Donald Trump’s win end the war in Gaza and bring the.· WASHINGTON — For months on the campaign trail, Donald Trump has said he wants the war in Gaza to end — even reportedly setting a timeline for Israel to finish its campaign against

www.voanews.com › a › trump-wants-to-quickly-end-gaza-war-canTrump wants to quickly end Gaza war — can he? - Voice of America
· It's not clear what Trump plans to do in Gaza. When asked to clarify the threat, he said, "It means it won't be pleasant." Trump may deploy resources to place military pressure on Hamas,

www.timesofisrael.com › trump-says-netanyahu-knows-he-wantsTrump says Netanyahu knows he wants Gaza war to end; won't commit...
· US President-elect Donald Trump, again named Time’s “Person of the Year,” told the magazine on Thursday that Prime Minister Benjamin Netanyahu knows he wants the Gaza war to

www.timesofisrael.com › hamas-fears-trump-will-allow-israelHamas fears Trump will allow Israel to resume Gaza war after 1st...
· WASHINGTON — Hamas is concerned that US President-elect Donald Trump will allow Israel to resume fighting in Gaza at the completion of the first phase of the three-stage

If the Israel-Hamas conflict were to end, and there were a broader sense of regional stability, it is possible that certain companies, including those like Berjaya Food (a Malaysian company involved in food and beverage), might see improvements in their stock prices. This could be due to several factors:

Global Economic Stability: A peaceful resolution to long-standing conflicts might lead to a reduction in geopolitical risk, improving overall investor confidence. As a result, international markets may become more attractive, benefitting multinational companies like Berjaya Food, which operates brands like Starbucks and other food outlets in multiple regions.

Increased Regional Trade: If peace leads to improved trade relationships in the Middle East or neighboring regions, companies with international operations could see more growth opportunities.

Investment Flow: A more stable geopolitical environment might encourage investment inflows into emerging markets, which could help companies in Southeast Asia, including Berjaya Food.

However, it's important to remember that stock prices can be influenced by many variables, including overall market conditions, the performance of the specific industry (e.g., food & beverage), and the company's internal strategies. Therefore, while the end of the conflict could have a positive effect on Berjaya Food's share price, it's just one of many factors at play.

how Donald Trump might attempt to "end" the Israel-Hamas conflict in 2025 "by hook or by crook":

1. Unconventional Diplomacy
Direct Pressure on Hamas: Use bold tactics like cutting off financial aid to countries supporting Hamas (e.g., Iran) and threatening international isolation.
Leverage Regional Alliances: Push regional actors (e.g., Saudi Arabia, UAE) to pressure Hamas, using economic and diplomatic leverage.
2. Military Pressure
Support Israel’s Military Operations: Increase military aid to Israel, including advanced defense systems (Iron Dome) and intelligence support.
Potential Escalation: Encourage more aggressive military actions against Hamas, even at the risk of international backlash.
3. Economic Sanctions and Cutting Ties
Sanctions on Hamas Supporters: Implement harsher sanctions on countries and entities supporting Hamas, including Iran.
Weaken Palestinian Authority: Cut aid or limit support to the PA if seen as insufficiently cooperative with peace efforts.
4. Unilateral Actions and Breaking Norms
Unilateral U.S. Decisions: Make bold decisions like recognizing Israeli sovereignty over contested areas (e.g., the West Bank, Jerusalem) without international consensus.
One-sided Peace Negotiations: Push for peace talks heavily favoring Israel’s terms, possibly ignoring Palestinian demands.
5. Exploiting Palestinian Divisions
Fragment Palestinian Leadership: Use diplomatic and economic tools to deepen divisions between Hamas and the Palestinian Authority, weakening unified opposition.
Incentivize the PA: Offer the PA favorable terms to sideline Hamas, creating internal conflict among Palestinians.
6. Controversial Public Relations Tactics
Media Campaigns: Use media to vilify Hamas, garner public support for Israel, and isolate Hamas internationally.
Rally Evangelical Support: Mobilize pro-Israel evangelical Christians to influence U.S. policy and international opinion.
7. Potential for Controversial or Questionable Tactics
Harsh Military Support: Support Israeli military actions that could lead to civilian casualties, framing it as necessary for security.
Disregard International Norms: Ignore international criticism and UN resolutions, pursuing policies that favor Israel’s interests over global consensus.
Conclusion:
Temporary Resolution: Trump could potentially broker a ceasefire or temporary halt to hostilities, but a lasting peace would be difficult without addressing the root causes of the conflict.
Unilateral, Aggressive Tactics: The resolution might involve controversial, one-sided tactics, leading to short-term outcomes but potentially exacerbating long-term instability.

False accusations against Starbucks' involvement in the Israel-Hamas conflict would likely fade over time for several reasons:

1. Lack of Credible Evidence
Accusations without solid evidence tend to lose credibility as they are scrutinized. If no concrete proof links Starbucks to the conflict, and if fact-checkers and reliable sources disprove the claims, the story loses momentum.
2. Company's Clear Stance
Starbucks, like many global corporations, typically maintains a neutral position in political conflicts. The company has a history of avoiding direct involvement in political disputes. Once the company publicly clarifies its stance, explaining its neutrality, the accusations would likely lose their power.
3. Widespread Disinformation
In many cases, false accusations arise from misinformation or disinformation campaigns. These narratives often spread quickly on social media but tend to fizzle out once they are debunked by independent media outlets, fact-checkers, or the company itself.
4. Media Attention
As the initial controversy begins to fade from the media cycle, fewer outlets will continue to report on it, especially if it becomes clear that the allegations are baseless. News tends to shift focus to more pressing issues over time.
5. Public Perception
Over time, people tend to realize that accusations based on rumors or unfounded claims are less likely to hold water. As public attention wanes and alternative narratives take precedence, false claims lose their traction.
6. Legal and Financial Considerations
False accusations, especially if they are damaging to a company’s reputation, may result in legal action. This could prompt a retraction or correction, further diminishing the validity of the claims.
7. Historical Precedent
Similar accusations have been made against other companies in the past, but over time, these tend to fade once it becomes clear that the companies had no involvement. This pattern suggests that such claims are often short-lived.
In short, false accusations tend to fade due to the natural process of fact-checking, legal safeguards, shifting media focus, and public skepticism. Over time, these factors undermine the false narrative, causing it to lose credibility and eventually disappear from public discourse.

Why Berjaya Food's Expansion into the Middle East, Africa, and Other Regions is Foreseen:
Growing Demand for International Food Brands:

Middle East and Africa have increasing appetites for global dining experiences due to urbanization and globalization.
Familiarity with brands like Kenny Rogers Roasters, Chili’s, and Starbucks among consumers.
Untapped Market Potential:

Middle East: High tourism and expatriate populations create demand for international dining.
Africa: Emerging middle class and rising urbanization drive the need for premium and international food options.
Favorable Demographics:

Young Population in both regions with rising disposable incomes, ideal for dining out and fast-casual food chains.
Large expatriate communities, especially in the Middle East, familiar with Berjaya’s brands.
Halal Food Demand:

Middle East and Africa have large Muslim populations with a strong demand for halal-certified food, aligning with Berjaya’s offerings.
Economic Growth & Rising Middle Class:

Middle East: Wealthier nations like the UAE, Saudi Arabia, and Qatar have strong economies, providing high purchasing power for quality dining.
Africa: Countries like Nigeria, Kenya, and South Africa are seeing rapid urbanization and economic growth, boosting demand for premium food.
Tourism Growth:

Middle East: UAE and Saudi Arabia are tourism hubs, creating a demand for international food brands.
Africa: Growing tourist destinations (South Africa, Morocco, Egypt) require more diverse dining options.
Franchise Model Advantage:

Berjaya’s franchise model makes it easier to scale operations internationally, especially in emerging markets.
Ability to adapt international brands to local tastes.
Brand Recognition & International Appeal:

Familiarity with global brands: Berjaya’s existing brands (e.g., Starbucks, Kenny Rogers Roasters) have international recognition, aiding expansion.
Cross-border appeal of international food chains attracts local consumers in emerging markets.
Strategic Partnerships & Government Support:

Middle East: Proactive government initiatives and incentives for foreign investments.
Africa: Improving business environment and government support for foreign companies.
Competitive Advantage in Emerging Markets:

First-mover advantage: Early entry into emerging markets positions Berjaya to gain market share before saturation.
Differentiation: Berjaya offers a diverse range of F&B brands catering to different consumer segments.
Conclusion:
Expansion into the Middle East and Africa is a strategic move for Berjaya Food due to the growing demand for international dining, favorable demographics, rising middle-class income, and increasing tourism. The franchise model, halal food demand, and brand recognition make these regions promising for future growth.

How the Tourism Boom and MM2H Benefit Berjaya Food Berhad:
Increased Foot Traffic:

Tourism boom brings more visitors to Malaysia, increasing foot traffic in high-traffic areas like shopping malls, airports, and tourist hotspots where Berjaya operates.
MM2H participants (expatriates and retirees) often live in areas with Berjaya outlets, increasing customer traffic and repeat visits.
Diverse Consumer Base:

Tourists: Demand for familiar international food brands (e.g., Starbucks, TGI Friday’s, Chili’s) from overseas visitors.
MM2H Residents: Higher disposable income and preference for premium food options, creating demand for upscale dining and international brands.
Boosted Dining Out Culture:

Both tourists and expatriates are likely to dine out more frequently, benefiting Berjaya’s casual dining and QSR chains.
An increase in tourists and expats leads to a higher demand for dining and leisure experiences.
Brand Recognition & Market Expansion:

Exposure to international tourists boosts brand recognition and attracts new customers to Berjaya’s outlets.
MM2H residents create a stable, long-term customer base that can drive repeat business.
New Revenue Streams & Upscale Offerings:

Tourists tend to spend more on dining, creating opportunities for Berjaya to introduce premium brands and offerings.
MM2H participants seek quality dining experiences, providing opportunities to introduce upscale and health-conscious food concepts.
Cultural Diversity in Food Preferences:

A rise in international tourists increases demand for diverse food options, which aligns with Berjaya’s broad food portfolio.
MM2H residents prefer a variety of international and local food, which Berjaya can cater to with its diverse offerings.
Opportunities for Expansion:

High tourist areas present expansion opportunities for Berjaya’s outlets (e.g., airports, tourist districts).
MM2H-friendly areas (suburban and expat hubs) provide a steady market for Berjaya’s food outlets and brands.
Promotions & Marketing Synergies:

Berjaya can leverage tourism trends for seasonal promotions, special offers, or partnerships with hotels and tourism boards.
Special deals or loyalty programs targeted at MM2H participants can encourage repeat visits and brand loyalty.
These factors combine to create a favorable environment for Berjaya Food Berhad, helping to drive growth, brand recognition, and revenue in Malaysia's competitive food and beverage market.







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Berjaya Food Berhad, a prominent food and beverage company in Malaysia, could potentially expand its portfolio by introducing various international brands. To consider brands that would align with Berjaya’s existing portfolio, it’s important to focus on different categories within the food and beverage industry, including casual dining, fast food, coffee, dessert, and quick-service restaurants (QSR).

Berjaya Food International Expands into the Nordic Market Through Operating Rights for Starbucks Coffee Company Retail Stores

ELANGOR, 7 November 2024 – Joybean, the beloved brand known for its fresh soy-based beverages and snacks, is excited to announce a new partnership with 7CAFé by 7-Eleven, perfectly timed for the celebration of 7-Eleven Day. This launch marks the introduction of its fresh soy milk and three delightful soy milk puddings, original, chocolate, and strawberry.
“Made with non-GMO beans sourced from Canada, this launch embodies Joybean’s mission to share joy and wellness through wholesome, plant-based drinks and snacks. With each sip of its freshly made soy milk and every spoonful of pudding, Joybean invites customers to savour the flavours of their childhood, offering a nostalgic taste. The freshness of each product is guaranteed, ensuring a value for money experience with every purchase.

Joybean, one of Berjaya Food Berhad’s (BFood) standout brands, is making waves with its expansion into 7CAFé by 7-Eleven, marking an important milestone for BFood’s growth strategy. While Joybean’s ready-to-drink (RTD) and ready-to-eat (RTE) products are already available at 7-Eleven stores, this new partnership now allows Joybean to bring its freshly made offerings directly to 500 7CAFé by 7-Eleven stores, with plans to reach to more than 2,500 7-Eleven stores by the end of 2025. This move enables BFood to tap into Malaysia’s rising demand for affordable, nutritious, plant-based options, providing convenient access to delicious soy-based products for consumers on the go.

“As consumer preferences shift toward pocket-friendly plant-based alternatives, our collaboration with 7CAFé by 7-Eleven represents an exciting milestone for us. This partnership aligns with BFood’s commitment to bringing wholesome, innovative food and beverage solutions to our global consumers,” said Dato’ Sydney Quays, Group CEO of Berjaya Food Berhad. He added, “With 7-Eleven’s renowned name and extensive network, we’re confident that Joybean will become a go-to brand for anyone seeking plant-based options, whether it’s part of their daily routine or a quick refreshment.”

“At 7-Eleven, we’re committed to offering our customers convenient, affordable choices that fit seamlessly into their daily lives. Partnering with Joybean and BFood enable us to provide freshly made soy milk and delicious puddings that align with these values that are accessible to everyone. Launching on 7-Eleven Day makes this collaboration even more special, as we celebrate our customers with new options that satisfy both taste and budget. We’re thrilled to work with Joybean to create a new standard of convenience and quality at 7CAFé by 7-Eleven stores nationwide” said Mr. Jason Koven, General Manager Fresh Food & Quality Assurance of 7-Eleven Malaysia.

Grab a fresh soy milk for just RM3.90 per cup and treat yourself to the assorted puddings at only RM3.50 each. Discover more about Joybean’s delicious, convenient, and easy on the wallet options by following us on Instagram at @joybeanmalaysia.

Joybean and 7CAFé by 7-Eleven Unites to Bring Fresh Soy Offerings Nationwide
07 November 2024Berjaya Food

SELANGOR, 7 November 2024 – Joybean, the beloved brand known for its fresh soy-based beverages and snacks, is excited to announce a

Paris Baguette Arrives in Penang with 13th Bakery Café Opening and an Exciting New Loyalty Program
12 December 2024Berjaya FoodParis Baguette

GEORGE TOWN, PENANG (12 December 2024) - Paris Baguette, the renowned global bakery café chain known for its French-Korean-inspired delicacies is thrilled to announce the grand opening of its first store in Penang at Gurney Plaza Mall. This milestone marks the brand's...

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terbaik, ada wang to take bjfood private dah hehe

Berjaya Corp looking to sell Seychelles hotels for US$83 mil, say sources
TWO hotels under Berjaya Corp Bhd (BCorp) (KL:BJCORP) — Berjaya Beau Vallon Bay Resort & Casino and Berjaya Praslin Resort in Seychelles — have been put up for sale, sources familiar with the matter tell The Edge. While details are scarce, the price tag being bandied about for...
23 Dec, 2024 15:00pm - 2 days ago TheEdge

spin off these 2 via IPO one by one :)

Kenny Rogers Roasters (KRR) & Paris Baguette

dividend yield 7.1%++ much higher than EPF ... take a look






dxn, good for retirees aiming at dividend .. 7.1%++ one of the best

Potential of BJFood’s Brands: Kenny Rogers Roasters (KRR) & Paris Baguette
1. Kenny Rogers Roasters (KRR) Potential
Strengths & Opportunities
Brand Recognition: Established brand with a loyal customer base in Malaysia.
Health-Conscious Appeal: Focus on grilled chicken and healthier menu options caters to growing health-conscious consumers.
Suburban Expansion: Opportunity to expand beyond major cities into suburban and regional areas.
Diversified Menu: Offering more than rotisserie chicken (e.g., salads, sandwiches) aligns with changing consumer preferences.
Delivery Integration: Growing demand for food delivery; potential to expand partnerships with platforms like GrabFood and Foodpanda.
Challenges
Intense Competition: Faces stiff competition from other casual dining chains (e.g., Nando's, Ayamas).
Outdated Brand Image: KRR might need a brand refresh to appeal to younger, trendier consumers.
Price Sensitivity: The slightly premium price point could be a challenge in a price-sensitive environment.
2. Paris Baguette Potential
Strengths & Opportunities
Premium Bakery Brand: Known for high-quality pastries, cakes, and beverages, appealing to middle-to-upper-income consumers.
Health-Conscious Offerings: Opportunity to introduce healthier options (e.g., gluten-free, low-sugar products).
Urban Location Advantage: Strong presence in high-footfall areas like malls and urban centers.
Coffee + Bakery Trend: Leverage the growing trend of pairing coffee with premium bakery items to enhance customer experience.
Challenges
Strong Competition: Faces competition from local brands like BreadTalk and other bakery chains.
Price Sensitivity: Premium pricing could be a hurdle in a price-conscious market.
Local Market Adaptation: Needs to continually adapt its menu to suit Malaysian tastes and preferences.
3. Synergies Between KRR and Paris Baguette
Cross-Promotion & Collaboration
Bundled Offers: Create promotional combos combining KRR meals with Paris Baguette pastries to attract customers.
Shared Locations: Consider joint locations with both brands under one roof to provide a diverse food experience.
Expansion & Market Penetration
Simultaneous Market Expansion: Introduce both KRR and Paris Baguette in new regions or international markets for mutual brand awareness.
Leveraging Foot Traffic: Use Paris Baguette’s premium positioning to drive foot traffic to KRR locations and vice versa.
4. Digital Transformation & Delivery Trends
Kenny Rogers Roasters (KRR):
Focus on online ordering and delivery to cater to the growing demand for convenience.
Leverage digital marketing and loyalty programs to drive repeat customers.
Paris Baguette:
Offer online ordering for cakes, pastries, and beverages, catering to special occasions and daily purchases.
Focus on coffee + bakery pairings for a complete customer experience.
5. Conclusion: Combined Potential for BJFood Brands
Kenny Rogers Roasters (KRR): Growth potential lies in health-conscious menu options, suburban expansion, and delivery integration. Brand modernization and digital innovation are key.
Paris Baguette: Premium bakery with potential for growth in urban locations, leveraging the coffee + bakery trend. Needs to adapt menu offerings to local preferences.
Synergies: BJFood can benefit from cross-promotions, shared locations, and joint market expansion, enhancing both brand’s reach and customer engagement.
Overall, BJFood has significant growth opportunities with both Kenny Rogers Roasters and Paris Baguette, especially through digital transformation, regional expansion, and leveraging synergies between the two brands.

A summary of why Vincent Tan should take Berjaya Food Berhad (BJFood) private now:

1. Market Valuation and Opportunity
Undervalued Stock: BJFood’s stock may be undervalued due to market volatility or economic uncertainty.
Lower Acquisition Price: A depressed stock price offers a cost-effective opportunity to acquire BJFood.
2. Operational Flexibility
Focus on Long-Term Goals: Privatization allows for long-term strategic decisions without the pressure of quarterly earnings.
Restructuring: Easier to implement cost-cutting and restructuring measures without public scrutiny.
3. Control and Synergies
Full Control: Vincent Tan already has significant ownership; taking it private consolidates control.
Berjaya Group Synergies: Greater opportunity to align BJFood’s strategy with Berjaya Group’s broader interests in retail, hospitality, and other sectors.
4. Growth and Expansion Potential
Post-COVID Recovery: The F&B sector is recovering, with BJFood well-positioned for growth, especially with Starbucks.
Regional Expansion: Privatization facilitates more aggressive expansion, including new stores and markets.
5. Improved Capital Structure Management
Efficient Financing: As a private company, BJFood can manage its capital structure more efficiently without the need for market approvals.
Favorable Debt Terms: Low interest rates or financing through Berjaya Group could make the acquisition cost-effective.
6. Reduced Market Pressures
Avoid Shareholder Pressure: Taking BJFood private removes pressures from short-term public shareholders.
Greater Flexibility in Decision Making: Allows for quicker, bolder decisions without public market concerns.
7. Vincent Tan’s Track Record
Experience in Privatization: Tan has successfully taken other companies private (e.g., Berjaya Sports Toto, Berjaya Land).
Strategic Vision: Tan’s expertise enables him to guide BJFood toward higher profitability and growth.
8. M&A and Privatization Trend
Market Trend: Increasing M&A activity and privatizations suggest it's an opportune time to act.
Industry Precedent: Other companies in the sector might be taken private, which strengthens the case for BJFood privatization.
9. Improved Profitability Post-Privatization
Efficiency Gains: Privatization enables streamlining of operations and improved profitability without shareholder concerns.
Better Operational Control: More freedom to make operational adjustments and optimize cost structures.
10. Financing and Economic Conditions
Low Interest Rates: Low rates make it an attractive time to take on debt for the acquisition.
Favorable Financing Opportunities: Tan's business network can help secure favorable terms for financing the privatization.
Conclusion:
Strategic Timing: Current market conditions, undervaluation of BJFood’s stock, and Vincent Tan’s experience and control make now an optimal time to take BJFood private.
Long-Term Growth Potential: Privatization allows for focused expansion, cost optimization, and long-term planning without the pressures of public market expectations.

Here are the key reasons why Starbucks Malaysia could emerge as a leader compared to other coffee brands:

1. Strong Global Brand and Recognition
Globally recognized for premium quality and consistency.
Trusted brand with a strong identity across various markets, including Malaysia.
Reputation for excellence that appeals to a broad customer base.
2. Premium Positioning and Product Quality
Known for consistent, high-quality coffee and beverages.
Positioned as a premium coffee experience that appeals to Malaysia's growing middle and upper-middle class.
High standards of product quality that create trust and loyalty.
3. Innovation and Product Customization
Wide variety of beverages, including seasonal and local specialty drinks (e.g., Teh Tarik, Pulut Hitam).
Extensive drink customization options (e.g., dairy-free, sugar-free, flavor shots).
Continuous product innovation, including limited-edition flavors and seasonal offerings.
4. Strong Customer Loyalty Programs
Starbucks Rewards program promotes repeat customers with perks like free drinks and discounts.
Personalized offers and incentives based on customer preferences.
Easy mobile ordering, enhancing convenience and customer satisfaction.
5. Premium Store Experience and Ambiance
Stores designed as "third places" between home and work, creating an inviting atmosphere.
Comfortable, cozy environment that encourages customers to relax, socialize, or work.
Consistent and attractive store design.
6. Effective Digital Strategy and Mobile Ordering
Integration of mobile ordering and GrabFood delivery services for customer convenience.
Starbucks mobile app for cashless payments, loyalty points, and exclusive offers.
Seamless customer experience with easy-to-use digital tools.
7. Commitment to Sustainability and Social Responsibility
Focus on ethically sourced coffee and reducing environmental impact (e.g., reducing plastic use).
Strong CSR initiatives and community engagement in Malaysia.
Positive brand image through sustainable practices, appealing to eco-conscious consumers.
8. Strategic Location and Accessibility
Strategically placed in high-traffic areas like malls, commercial centers, and universities.
Expanding to less saturated suburban areas, broadening market reach.
High visibility and accessibility for a wide customer base.
9. Effective Marketing and Partnerships
Successful partnerships with local and international brands for co-branded promotions.
Festive and cultural collaborations for special edition beverages and merchandise (e.g., during Hari Raya, Deepavali).
Engagement with celebrities and influencers to increase brand appeal.
10. Cultural Adaptation and Local Relevance
Localized menu with Malaysian flavors (e.g., Teh Tarik Frappuccino) to cater to local tastes.
Tailored offerings for local festivals, enhancing cultural relevance (e.g., special drinks during Chinese New Year or Hari Raya).
Deep understanding of Malaysian consumer preferences and culture.
Conclusion
Starbucks Malaysia stands out due to its combination of brand equity, product innovation, local adaptation, and customer-first strategy.
Strong focus on quality, customer engagement, and sustainability makes it a leader in Malaysia's coffee market, maintaining competitive advantage over other brands.

35sen to 37.5sen

History
Date Price Change Dir-Volume Day Volume Dir-Value Day Value Avg Price % of Total Share Remarks
20/12/2024 00:00:00 0.3500 -0.0050 50.241m 50.241m 17.584m 17.584m 0.3500 2.5796 -
05/12/2024 00:00:00 0.3750 -0.0100 86.000m 86.000m 32.250m 32.250m 0.3750 4.4156 -

Its Starbucks business seems to be recovering, with more foot traffic to its outlets based on my observation, etc

Starbucks in Malaysia is developing a marketing strategy that takes advantage of the characteristics of each region in a multicultural society. This builds a deep connection with customers and improves the credibility and friendliness of the brand. These efforts are a key factor in supporting Starbucks' success in Malaysia.

Organizing information in tabular format
Marketing Strategy

Specific examples

Effects

Brand Image Enhancement

"Inilah Kita" Campaign

Respect your customers' individuality and create a sense of unity

Collaborating with Local Artists

Mural on Jalan Ampang Drive-Thru

Strengthening Ties with Local Communities

Promotions linked to local events

Exclusive menus tailored to specific festivals

Responding to Region-Specific Needs

Culture & Values-Based Content

Social media posts related to local customs

Ingrained in your customers' daily lives

Visual Impact and Immersion in Everyday Life

Giant billboard on the highway

Make a strong impression on many people

Customer Participatory Marketing Activities

Use your customers' visual content in your ads

Customers feel part of your brand

Thus, through strategies tailored to regional characteristics, Starbucks has established a strong brand presence in Malaysia.

Starbucks in Malaysia: A Successful Strategy for Adaptability and Cultural Sensitivity
Menu development tailored to local culture
One of the reasons for Starbucks' success in the Malaysian market is the development of menus tailored to the local culture and customer preferences. Specifically, we will take the following initiatives.

Beverages with local flavors: Respecting Malaysia's beverage culture, we offer drinks in the style of kopi o (strong coffee with sugar) and te tariq (milk tea). As a result, we have maintained a taste that is familiar to Malaysian consumers.

Halal Certified: Malaysia is a Muslim-majority country. That's why Starbucks is halal-certified for all of its products, providing Muslim consumers with a safe environment.

Local Food Offerings: Some Starbucks locations offer food menus featuring local favorites such as nasi lemak and roti jarah. This will make more consumers feel closer to Starbucks.

Malaysia's unique store design
Starbucks is more than just a place to serve coffee, it has won the hearts of consumers by adopting designs that are in harmony with the local culture.

A blend of traditional elements: Some stores in Malaysia have adopted Peranakan designs and batik patterns. This respects the history and culture of the region while creating a contemporary café atmosphere.

Providing Community Spaces: Many Starbucks stores are more than just coffee shops. For example, some of Kuala Lumpur's stores have gallery spaces showcasing the work of local artists, strengthening ties with the local community.

Marketing Strategy and Cultural Sensitivity
In its marketing strategy, Starbucks also emphasizes cultural sensitivity. Promotions and campaigns tailored to the Malaysian customer base are being developed, and their success is evident.

Special Promotions: We run special promotions during Ramadan and on Malaysian public holidays. For example, during Ramadan, we offer a special menu that you can enjoy after fasting at night.

Leverage social media and user-generated content: Starbucks actively uses UGC posted on social media by local influencers and regular customers. This has increased the brand's credibility and affinity, and has succeeded in attracting a younger generation of consumers.

Conclusion
Starbucks has been able to succeed in the Malaysian market because it has meticulously planned and executed a strategy tailored to the local culture and customer preferences. Through regionally rooted menu development, design and culturally sensitive marketing strategies, the brand is enhancing its appeal to Malaysian consumers. In order for Starbucks to continue to be more successful in the Malaysian market, it will be essential to continue to reflect the voices of the community.

The wars will end. When trump sends US army to attack, all will perish.
From Wall Street Journal Opinion: America demands Hamas return its hostages. Trump said there would be “hell to pay” if the terror group keeps holding them. On this both political parties agree, write Robert C. O’Brien and Tom Nides.

Better terminate this useless old singaporean ceo hehe

The appointment of Adam Pandian as CEO of Kawan Food in April 2023 has not led to the desired improvements in the company's performance. While he brings over 35 years of experience from various prestigious roles, including positions at Kellogg's and Procter & Gamble, his tenure has been marked by several challenges that have led to disappointing results for the company. Here’s a thorough analysis of the situation:

Underwhelming Sales Growth:
Despite a slight 2.22% increase in revenue for the first nine months of 2023 (RM225.77 million compared to RM220.88 million a year earlier), Kawan Food's sales growth has been far from impressive. In contrast to the record profits the company posted in FY2022, the net profit for 2023 showed a significant decline of 28.73%, falling to RM21.27 million from RM29.85 million in the previous year. The revenue growth has not been enough to offset the rising costs and expenses, which have led to a deterioration in profitability.

Factory Closure in China:
Another blow to Kawan Food under Pandian's leadership has been the closure of its factory in China. This decision signals operational challenges and potential difficulties in executing growth strategies in key international markets. The closure also raises questions about the company's long-term strategy for expansion, particularly in the Chinese market, which is often seen as crucial for the growth of food businesses.

Declining Share Price:
One of the most glaring indicators of the CEO's failure is the decline in Kawan Food's share price. Since Adam Pandian joined the company in April 2023, the stock has dropped by 19%, settling at RM1.65. This consistent drop in share price reflects a lack of investor confidence in the company's prospects under the current leadership. The share price is now significantly lower than the RM1.80 it closed at on December 29, 2023, which further suggests that investors are not optimistic about the company's future direction or Pandian’s ability to turn things around.

Management Strategy and Market Reaction:
Although Pandian has experience in transformation and turnaround strategies, the market has reacted negatively to his leadership. The lack of significant progress in both financial performance and operational improvements suggests that his strategies have not yet yielded the desired results. The factory closure, combined with the stagnation in sales growth and falling stock price, indicates that there may be deeper systemic issues that are not being addressed effectively.

Overall Performance:
In summary, despite Pandian’s extensive background in fast-moving consumer goods and his previous leadership roles, his appointment has not translated into the growth Kawan Food had hoped for. The failure to significantly grow sales, the closure of an important manufacturing facility in China, and the continued decline in share price suggest that his tenure has not been successful thus far. Investors and analysts will likely be looking for clear signs of improvement in the coming months to restore confidence in the company’s leadership and future prospects.

🎄✨ The holidays are a time to treasure loved ones and create beautiful memories together. Let’s celebrate the moments that truly matters. ♥️

Happy holidays and warm wishes from all of us at #StarbucksMalaysia! 💚

#HolidayModeOn

Special Tribute to The Late Tan Sri Dato’
(Dr) Ir Chan Ah Chye
We were deeply saddened with the loss of our late Tan Sri Dato’ (Dr) Ir Chan Ah Chye (“Tan Sri Chan”) who has
passed away peacefully on 11th June 2024.
Tan Sri Chan was a man of great intelligence, grit and was passionate in everything he did. He started his first
property development project known as Pandan Jaya in 1984 and further expanded to Pandan Indah and Pandan
Perdana respectively, which was named “Pandan Triangle” within a short time span of 5 years.
He then successfully accomplished a reverse takeover of Talam Corporation Berhad on 15th October 1990, a
company which he subsequently renamed, Talam Transform Berhad (“Talam”) by injecting Maxisegar Sdn Bhd
into it in exchange for 68,300,000 of Talam’s ordinary shares. The paid-up capital for Talam before the takeover
exercise was RM5,040,000 and it has grown many folds as at to date.
The golden thread that ran long through his life was his commitment to and passion in township development
with affordable housing. During his 40 years in property development businesses and before Talam went into dire
financial challenges in 2006, he had built more than 250,000 units of affordable homes consisting of low-cost
flats, apartments and terrace houses ranging from only RM25,000 to RM300,000 per unit. His involvement in
the affordable housing scheme program had indirectly benefited many B40, M40 and the poor, enabling them to
secure a roof over their heads.
Talam went into a financial crisis in 2006 and even when all seemed hopeless, he did not walk away but instead,
made every effort to settle with almost all the creditors over the years. Despite Talam being in financial distress,
Tan Sri Chan was resourceful, firm in his resolve and steadfast in advancing his cause by creating win-win solutions
for all parties, moving to foster positive relationships, but ultimately with the objective to fully settle all of Talam’s
debts one day. Through his sheer tenacity and single-minded effort, Talam’s indebtedness has been progressively
reduced from the peak of RM3 billion in year 2005 to less than RM0.4 billion as at to date. Had he not been firm in
that commitment, or hesitated or wavered in those dark days of Talam, the fate of Talam would have turned out
quite differently today.
Tan Sri Chan cared deeply for all his employees and his priority had always been for their welfare and wellbeing. He
was concerned for his employees not just in the abstract, but personally and individually. All of Talam’s employees
will remember him as a generous and kind-hearted leader, especially by his portrayal on the art of giving.
As the Company bids farewell to our beloved Tan Sri Chan, all members of his corporate family will dearly miss
him. His legacy will continue to echo in the hearts of fellow directors, the management and employees of Talam.
We will never forget his generosity and contributions to the Company and to society. It is now our duty to continue
carrying his entrepreneurial and philanthropic spirit, so that we can contribute to the change that we wish to see
in this country. Lastly, we would like to convey our deepest condolences to the family of the late Tan Sri Chan, may his soul rest in
peace and his sharing of knowledge as well as wisdom be embedded as a guiding star to us, for preparing Talam,
one of Tan Sri Chan’s greatest legacies, to continue beyond him.

Here’s a summary of why DXN Holdings Berhad (DXN) could see its share price surge above RM 1:

Strong Market Position: Well-established brand in the global health and wellness sector, with growing demand for natural, herbal products.
Expansion into New Markets: Continued geographic expansion in high-growth regions like Asia, Europe, and Africa.
Product Diversification & Innovation: Introduction of new health products and diversification into areas like nutraceuticals and organic food.
Strong Financial Performance: Consistent revenue growth and improved profitability could increase investor confidence.
Strategic Partnerships: Potential partnerships with key players in the wellness industry could boost growth and distribution.
Increased Investor Interest: Positive market sentiment, including institutional investment, could drive demand for DXN shares.
Mergers & Acquisitions: Possible mergers or acquisitions could create synergies, increase revenue, and enhance market value.
Share Buybacks or Corporate Actions: Corporate actions like share buybacks could signal undervaluation and increase demand.
Industry Growth: Increasing global demand for health and wellness products could benefit DXN, particularly post-pandemic.
These factors together create strong growth potential, increasing the likelihood of the share price surpassing RM 1.

The Extraordinary General Meeting (EGM) of Talam Transform Berhad (TALAMT), scheduled for January 15, 2025, presents a set of strategic proposals that could significantly benefit the company and its stakeholders. Here's why these proposals are a positive move for TALAMT:

1. Proposed Share Consolidation
Rationale: Share consolidation reduces the total number of shares outstanding by consolidating multiple shares into one, often boosting the stock price. This could make TALAMT more attractive to institutional investors, enhance liquidity, and improve its market perception. It also helps reduce share price volatility.
Long-Term Value: By consolidating shares, TALAMT may position itself for a more stable and stronger stock price performance, improving investor confidence and aligning the stock with larger peers.
2. Proposed Private Placement
Fundraising for Growth: A private placement allows TALAMT to raise capital from selected investors, which could be used for expansion, debt reduction, or strategic investments. This approach is quicker and often more flexible than public offerings, enabling TALAMT to tap into fresh funding without excessive dilution of existing shareholders' equity.
Strategic Partnerships: The placement could also attract strategic investors who bring value beyond capital, such as industry expertise or market access, further strengthening TALAMT's competitive position.
3. Proposed Share Capital Reduction
Enhanced Capital Efficiency: Reducing share capital can be a way to improve the company’s financial position, especially if it involves reducing accumulated losses. This can help the company streamline its balance sheet, increase its net assets per share, and potentially lead to a better valuation.
Improved Return on Equity (ROE): By reducing the number of shares, TALAMT could potentially increase its ROE, making it more attractive to investors seeking efficient capital use and higher returns.
4. Proposed Disposal
Strategic Asset Management: The disposal of non-core or underperforming assets allows TALAMT to focus on its key business areas, improve operational efficiency, and unlock cash for reinvestment into higher-value projects. This streamlining of assets can lead to stronger focus and better resource allocation.
Debt Reduction and Increased Liquidity: Proceeds from the disposal could be used to reduce debt or invest in growth opportunities, improving the company’s financial health and supporting its long-term growth trajectory.
5. Proposed Employee Stock Option Scheme (ESOS)
Incentivizing Employees: An ESOS is a powerful tool to align the interests of employees with those of shareholders, encouraging them to contribute to the company’s growth. By granting stock options, TALAMT can attract, retain, and motivate key talent, which is crucial for driving innovation and executing strategic plans.
Long-Term Value Creation: The ESOS helps in building employee loyalty and incentivizing performance. It also ensures that employees benefit from the company’s growth, creating a sense of ownership and responsibility.
Conclusion:
The proposals outlined for TALAMT's EGM on January 15, 2025, present a strong strategic direction for the company. The combination of share consolidation, private placement, share capital reduction, asset disposal, and ESOS can enhance TALAMT's financial strength, improve investor confidence, streamline operations, and align employee interests with company goals. These actions collectively position TALAMT for sustainable growth, improved market standing, and long-term shareholder value.

A new beginning in 2025. 😁😃

[TALAMT] EGM on 15-Jan-2025
Stock
[TALAMT]: TALAM TRANSFORM BERHAD
Announcement Date
20-Dec-2024
Reference No.
GMA-13122024-00003
Corporate Action ID
MY241213MEET0003
Type
EGM
Date & Time
15-Jan-2025 11:30
Depositor Date
08-Jan-2025
Venue
Capredoca Grand Ballroom Lot 1.01, Level 1, Menara Maxisegar Jalan Pandan Indah 4/2, Pandan Indah 55100 Kuala Lumpur
Description
(I) PROPOSED SHARE CONSOLIDATION; (II) PROPOSED PRIVATE PLACEMENT; (III) PROPOSED SHARE CAPITAL REDUCTION; (IV) PROPOSED DISPOSAL; AND (V) PROPOSED ESOS. (COLLECTIVELY REFERRED TO AS THE "PROPOSALS")

Property developer Talam Transform Bhd (KL:TALAMT) said it plans to dispose of a 27.72-acre piece of land in Sepang to a unit of IJM Corp Bhd (KL:IJM) as partial debt repayment.

In a bourse filing, Talam Transform said its wholly owned subsidiary Talam Leisure Development Sdn Bhd (TLDSB) has agreed to sell the land to Ever Mark (M) Sdn Bhd (EMSB), a wholly owned subsidiary of IJM Properties Sdn Bhd. IJM Properties is a wholly owned unit of IJM Corp.

The deal involves the setting off of RM66 million of indebtedness, and a RM18 million interest waiver on the debt owed by Talam Transform to IJM Properties.

A variable entitlement of 30% of the profit after tax from EMSB’s project development will be payable to TLDSB, whereby a RM10 million sum will be payable to TLDSB over a 24-month installment period, commencing from the first sales launch of the project, said Talam Transform.

The land disposal, which is subject to approval from Talam Tranform's shareholders and relevant authorities, is expected to be completed in nine to 12 months, the loss-making group said.

The deal is expected to generate a net profit of RM30.26 million for Talam Transform, the group said.

In 2024, Talam Transform had successfully negotiated with IJM Group to extend the repayment of RM235.76 million owed to IJM by two years to May 2026, Talam Transform’s 2024 annual report showed.

Talam Transform saw its borrowings increase 60.45% to RM50.78 million as at March 31, 2024 (FY2024), from RM31.65 million FY2023. This translated to a net gearing of 0.18 times in FY2024, compared to 0.09 times in FY2023.

Construction and property development company MGB Bhd (KL:MGB) said it will undertake mixed development and residential projects on 26 acres of land in Taman Bukit Serdang, Seri Kembangan with a combined gross development value (GDV) of RM861.35 million.

The company, which is 57.98%-owned by LBS Bina Group Bhd (KL:LBS), said it is teaming up with Talam Transform Bhd (KL:TALAMT) to develop 16.5 acres of land for a mixed development project that includes commercial shop lots and affordable housing under the Rumah Selangorku scheme.

MGB also signed a deal with Kandis Permai Sdn Bhd to develop 9.5 acres of Malay reserved land in the area into residential units exclusively for Bumiputera homeowners, the company said in a statement.

“We are excited to contribute to addressing the growing need for affordable housing in the Klang Valley while expanding our portfolio across both residential and commercial properties,” said MGB executive chairman Tan Sri Dr Lim Hock San.

“Through our developments, we incorporate IBS (industrialised building system) precast concrete technology, which is both efficient and cost-effective, delivering high-quality and comfortable homes. With each successful development, we move closer towards achieving our commitment to build up to 10,000 units of Rumah Selangorku within the state of Selangor,” he said.

With a construction order book of RM1.19 billion and unbilled property development sales amounting to RM693 million from ongoing projects as of Sept 30, along with the recent delivery of vacant possession for Idaman BSP, Lim said MGB is well-positioned for sustained growth in the second half of the year.

He added that MGB's 19 ongoing projects are expected to generate an estimated future revenue of RM4.02 billion in the coming years.

“Additionally, we have acquired 32 acres of land in Puchong to further replenish our existing land bank for future development projects. We remain committed to strengthening our reputation in the development and construction of affordable housing for all citizens,” he added.

Shares of MGB closed unchanged at 81.5 sen on Thursday, giving the company a market capitalisation of RM482.2 million.

Younger CEO is better; here is a summary:

- Adaptability to Rapid Market Changes:
- Younger CEOs are more adaptable and embrace digital solutions and innovation.
- They navigate fast-paced business environments better.

- Understanding Local Market Needs:
- Local CEOs have deeper insights into Malaysian market conditions and consumer behaviors.
- They establish strong community connections and relationships with suppliers, distributors, and government bodies.

- Energy, Vision, and Long-Term Leadership:
- Younger CEOs have a long-term vision and are focused on growth and innovation.
- They bring higher energy and stamina to manage daily operations and strategies.

- Cost Considerations:
- Local CEOs may come with lower salary expectations and fewer relocation costs.
- Investing in local talent supports national workforce growth and aligns with CSR goals.

- Generational Perspective and Innovation:
- Younger CEOs are attuned to shifting consumer preferences and trends.
- They bring diverse and modern leadership styles that foster innovation and attract young talent.

- Local Talent and Knowledge of Local Regulatory Environment:
- Local CEOs understand Malaysia’s business laws and food safety regulations.
- They maintain strong relationships with government bodies and NGOs, enhancing reputation and communication.

- Youth and Energy in Company Culture:
- Younger CEOs attract a tech-savvy and younger workforce, ensuring progressive company culture.
- They align company culture with generational and cultural dynamics, driving innovation and customer satisfaction.

- Succession Planning and Long-Term Stability:
- Younger or local CEOs focus on developing succession plans and empowering young talent.
- They ensure the company’s future growth is led by individuals who understand the brand and market intimately.

By hiring a younger or local CEO, Kawan Food Berhad can benefit from adaptability, cost-effectiveness, market insight, leadership energy, cultural relevance, and long-term stability.

Justifying the hiring of a younger or local CEO over a foreigner over 60 for Kawan Food Berhad can also be supported with several strong arguments. Hiring a younger or local CEO for Kawan Food Berhad offers several advantages. A local CEO has a better understanding of Malaysia's market, culture, and regulations, enabling more effective decision-making and stronger community connections. They are also more adaptable to rapid market changes, embracing new technologies and trends. Younger CEOs may bring higher energy, long-term vision, and a focus on innovation, which is important for staying competitive. Additionally, they can build local talent and leadership pipelines, contributing to cost savings and supporting national workforce development. Overall, a younger or local CEO could drive Kawan Food’s growth, innovation, and long-term sustainability.

3) What Has Starbucks Said About the On-Going Atrocities?



Our position remains unchanged. Starbucks stands for humanity. We condemn violence, the loss of innocent life and all hate and weaponized speech.

Despite false statements spread through social media, we have no political agenda. We do not use our profits to fund any government or military operations anywhere – and never have.



4) Does Starbucks Have a Presence in the Middle East?



Yes. Starbucks has been in the Middle East for over 20 years. About 19,000 green apron partners (employees) throughout the region serve millions of customers each day.

Local business partner Alshaya Group (a private Kuwait family business) operates nearly 2,000 Starbucks stores across the Middle East and North Africa region. In the region, we currently only have stores in Bahrain, Egypt, Jordan, Kuwait, Lebanon, Morocco, Oman, Qatar, Saudi Arabia, Turkey and United Arab Emirates.

It is important to note that Starbucks does not have any stores in Israel.

Despite false statements spreading through social media, we have no political agenda. We do not use our profits to fund any government or military operations anywhere – and never have.



5) Is Starbucks a Political Organization?



No. Despite false statements spreading through social media, we have no political agenda. We do not use our profits to fund any Government or military operations anywhere – and never have.



6) Is it True that Starbucks or Howard Schultz Provides Financial Support to Israel?



No. This is absolutely untrue. Rumors that Starbucks or Howard Schultz provides financial support to the Israeli government and/or the Israeli Army are unequivocally false. Starbucks is a publicly held company and as such, is required to disclose any corporate giving each year through a proxy statement.



7) Has Starbucks Ever Sent Any of its Profits to the Israeli Government and/or Israeli Army?



No. This is absolutely untrue.




8) Is It True that Starbucks Closed its Stores in Israel for Political Reasons?



No. We do not make business decisions based on political issues. We decided to dissolve our partnership in Israel in 2003 due to the on-going operational challenges that we experienced in that market. We believe it remains the right decision for our businesses.



9) Do You Have Plans to Re-Open Should the Opportunity Arise?



We decided to dissolve our partnership in Israel in 2003 due to the on-going operational challenges that we experienced in that market.

When and where a business case makes sense and we see a fit for the Starbucks brand in a market, we will work closely with a local partner to assess the feasibility of offering our brand to that community. We will therefore continue to assess all opportunities on this basis. At present, we will continue to grow our business in the Middle East as we have been very gratified by the strong reception of the brand in the region. We continue to work closely with our business partner, Alshaya Group, in developing our plans for the region.



10) Why Did Starbucks File Litigation Against Workers United?



In early October 2023, statements about the on-going atrocities were posted on the ‘Workers United of Starbucks’ social media using our company logo and name, which were then mistakenly attributed to Starbucks instead of Workers United and its affiliates/representatives.



The statements have created confusion, leading to threats to our employees, damage to our stores, and calls for boycott.



To be clear, Starbucks respects others’ right to express their own viewpoints on political and social issues. However, Starbucks does not approve of the misuse of Starbucks name and logos when expressing those views.

Truth matters. In response to misinformation, we’re sharing the facts on what Starbucks believes and stands for.

At Starbucks, truth and transparency are essential to fulfilling our mission, upholding our promises and living our values. So, when misinformation about our company spreads at lightning speed in an increasingly polarized world, we believe it’s critical to respond with facts and to reiterate our position.

Due to ongoing false and misleading information being shared about Starbucks, we are consolidating some of the most frequently asked questions about the brand – and responding with facts.

1) Facts about Starbucks Corporation



Though our roots are in the United States, we are a global company with stores in 86 markets, including over 1,900 stores in 11 Middle Eastern and North African markets employing more than 19,000 green apron partners (employees). In markets where we do business, we are proud to be a part of the fabric of the local community – working directly with local business partners who operate our stores, employing thousands of local citizens, serving millions of customers and positively impacting many others through our support of local neighborhoods and cities.

Our 400,000 partners around the globe have diverse views about a wide range of topics. Regardless of that spectrum of beliefs, Starbucks has been and remains a non-political organization. Neither Starbucks nor the company’s former chairman, president and CEO Howard Schultz provide financial support to the Israeli government and/or the Israeli Army in any way.

What we do believe in, and remain focused on, is staying true to our company’s long-standing heritage – simply connecting with our partners and customers over a cup of high-quality coffee and offering the best experience possible to them – regardless of geographical location.



2) Facts About Starbucks Malaysia



Starbucks in Malaysia is wholly-owned by a public-listed Malaysian company.



For over 25 years, we have consistently demonstrated our commitment to serving the local community, which includes active support for local communities, Government of the day, and NGOs through a range of initiatives designed to directly uplift and benefit Malaysians.



With over 5,000 employees across 400 stores, our workforce consists entirely of Malaysians, including individuals with disabilities.

What has Starbucks Malaysia done for the people of Gaza?



In October 2023, Starbucks Malaysia made a substantial contribution of RM 1,000,000 to the Akaun Amanah Kemanusiaan Rakyat Palestin (AAKRP), a collective fun initiated by the Government of Malaysia. This contribution aims to provide essential assistance to the people of Gaza during these trying times.

What has Starbucks Corporation done for the people of Gaza?



The Starbucks Foundation and Alshaya Starbucks are committed to providing the equivalent of 1 million meals to the victim in Gaza through a joint donation of over RM14,000,000 (USD3,000,000) to World Central Kitchen in March 2024. To expand their support from the region, Alshaya Group and Starbucks EMEA launched a partner (employee) donation matching initiative aimed at raising additional funds for food aid in Gaza through World Central Kitchen.

https://www.starbucks.com.my/news?newsid=65