Kroni Syed, pls buck up ya :)

The financial performance of Malaysia's postal service compared to Singapore Post can be attributed to several factors:

1. **Business Model Differences**: Singapore Post has successfully diversified its services beyond traditional mail, focusing on e-commerce logistics and financial services. In contrast, Malaysia's postal service may not have expanded as aggressively into these areas.

2. **Market Conditions**: The growth of e-commerce has been robust in Singapore, leading to increased demand for parcel delivery. If Malaysia's postal service is not capturing a similar share of the growing e-commerce market, it could struggle financially.

3. **Operational Efficiency**: Singapore Post has invested in technology and logistics to improve efficiency and reduce costs. If Malaysia's postal service faces operational challenges or inefficiencies, this could negatively impact profitability.

4. **Regulatory Environment**: Different regulatory frameworks and government support can influence how each postal service operates. Singapore's supportive policies for logistics and e-commerce may give SingPost an edge.

5. **Competition**: The competitive landscape in each country affects profitability. If Malaysia's postal service faces more intense competition without the same level of resources or innovation, it could lead to financial losses.

These factors contribute to the contrasting financial outcomes of the two postal services.

technical analysis bagi pos ya, bagi mereka yg percaya :)

2024-10-29

Pos Malaysia (4634) - Trend Reversal Ahead?

An ideal entry range lies between RM0.320 and RM0.330. If the stock continues upward with sustained momentum post-breakout, it could gain strength to test its first resistance at RM0.355, with a subsequent target at RM0.385. With RM0.310 as a key support level, any move below this point would indicate a false breakout, suggesting that consolidation may continue.

Entry – RM0.320 – RM0.330

Stop Loss – RM0.290

Target Price – RM0.355 – RM0.385

Source: Mercury Securities Research - 29 Oct 2024

kroni syed perlu buat sesuatu yg luar biasa, mamakdey pun kecewa kini kot, kenapa bagi kat kroni tersebut? :)

Singapore Post remains profitable for several reasons:

1. **Diverse Revenue Streams**: Beyond traditional mail services, SingPost has expanded into logistics, e-commerce solutions, and financial services. This diversification helps mitigate risks associated with declining mail volumes.

2. **E-commerce Growth**: The rise of e-commerce has boosted demand for parcel delivery services. SingPost has capitalized on this trend by enhancing its logistics capabilities and offering efficient delivery solutions.

3. **Strategic Partnerships**: Collaborations with various businesses and financial institutions have expanded their service offerings and customer base, leading to increased revenue.

4. **Technological Advancements**: SingPost invests in technology to improve operational efficiency, streamline processes, and enhance customer experience, contributing to profitability.

5. **Strong Brand and Trust**: As a long-established national service provider, SingPost enjoys customer trust and brand loyalty, which helps retain existing customers and attract new ones.

These factors combined allow SingPost to maintain profitability in a rapidly changing market.

Kroni syed boleh inject bank muamalat into pos msia... apa2 pun ikut je SOP bank tersebut. 😁

@metaverse

The makeup story from postman to posbank may sound interesting but with zero possibilities as POS don't have the knowledge to handle banking loan and the most is acting like collection centre for TNB, PNB or Boost Bank so don't think BMN will give them a banking license to collect deposit from public. Maybe they should transform into a booking centre where people can go POS to book MAS or AirAsia tickets or even book Hilton hotel which will make more sense instead of becoming a posbank.

5 hours ago

Kawan Food Bhd could benefit from the increase in the minimum salary to RM1,700 in Malaysia for several reasons:

1. **Increased Consumer Spending**: As minimum wages rise, consumers typically have more disposable income, which can lead to increased spending on food products, including those offered by Kawan Food.

2. **Higher Demand for Convenience Foods**: With more disposable income, consumers may opt for convenient food options, such as frozen and ready-to-eat products, which Kawan specializes in.

3. **Expanded Market Reach**: The increase in minimum wage may allow more households to afford a broader range of food products, potentially expanding Kawan's market reach.

4. **Improved Workforce Morale**: A higher minimum wage can lead to improved employee morale and productivity, which can enhance the company’s operational efficiency.

5. **Positive Investor Sentiment**: The anticipated increase in sales and profitability can lead to positive sentiment among investors, potentially driving the company’s stock price higher.

6. **Competitive Advantage**: If Kawan Food can effectively capitalize on the changing spending patterns, it may gain a competitive advantage over peers who may not adapt as quickly.

In summary, Kawan Food Bhd stands to benefit from the increase in minimum salary, as it could lead to higher consumer spending, greater demand for their products, and overall positive impacts on the company's performance.

Syed Mokhtar Al-Bukhary’s situation with Pos Malaysia, where the share price has significantly declined to around 33 sen—less than 10% of the purchase price he paid via DRB-Hicom—could be perceived as weak for several reasons:

1. **Market Confidence**: A substantial drop in share price often signals a lack of investor confidence. It raises questions about the company’s performance and future prospects, reflecting poorly on leadership.

2. **Strategic Decisions**: Investors may be critical of Syed's strategic decisions regarding Pos Malaysia, including management choices, operational direction, or investments that haven’t yielded expected returns.

3. **Economic Factors**: External economic conditions, such as changes in regulations, competitive pressures, or shifts in consumer behavior, might contribute to the decline. However, investors often expect leadership to navigate these challenges effectively.

4. **Communication**: A lack of transparency or communication from management regarding the company's challenges can lead to uncertainty and erode trust among investors.

5. **Long-Term Vision**: If investors perceive that there’s no clear long-term strategy to turn things around, it can lead to pessimism about the company’s future, driving the stock price down further.

6. **Expectations vs. Reality**: High expectations at the time of acquisition can lead to disappointment if the company fails to perform as projected, making the leadership seem weaker in the face of reality.

In summary, the decline in Pos Malaysia's share price can reflect a combination of market confidence issues, strategic missteps, economic challenges, and communication gaps, contributing to perceptions of weakness in leadership.

Syed Mokhtar Al-Bukhary’s situation with Pos Malaysia, where the share price has significantly declined to around 33 sen—less than 10% of the purchase price he paid via DRB-Hicom—could be perceived as weak for several reasons:

1. **Market Confidence**: A substantial drop in share price often signals a lack of investor confidence. It raises questions about the company’s performance and future prospects, reflecting poorly on leadership.

2. **Strategic Decisions**: Investors may be critical of Syed's strategic decisions regarding Pos Malaysia, including management choices, operational direction, or investments that haven’t yielded expected returns.

3. **Economic Factors**: External economic conditions, such as changes in regulations, competitive pressures, or shifts in consumer behavior, might contribute to the decline. However, investors often expect leadership to navigate these challenges effectively.

4. **Communication**: A lack of transparency or communication from management regarding the company's challenges can lead to uncertainty and erode trust among investors.

5. **Long-Term Vision**: If investors perceive that there’s no clear long-term strategy to turn things around, it can lead to pessimism about the company’s future, driving the stock price down further.

6. **Expectations vs. Reality**: High expectations at the time of acquisition can lead to disappointment if the company fails to perform as projected, making the leadership seem weaker in the face of reality.

In summary, the decline in Pos Malaysia's share price can reflect a combination of market confidence issues, strategic missteps, economic challenges, and communication gaps, contributing to perceptions of weakness in leadership.

All the best; above 50sen lagi best .😁

@Willtolive

collect 325, tomorrow up 355

11 minutes ago

Consolidating Vincent Tan's gambling businesses, particularly SPToto and BJ Assets, could offer several advantages:

1. **Operational Efficiency**: By merging operations, there can be a reduction in overhead costs. Streamlining processes and resources can lead to improved profitability.

2. **Brand Strengthening**: A unified brand can enhance recognition and customer loyalty. It simplifies the marketing strategy and can lead to a stronger market presence.

3. **Regulatory Compliance**: Consolidation may make it easier to navigate regulatory requirements by having a single entity focused on compliance, which can reduce legal risks.

4. **Diversified Offerings**: Combining the strengths of both companies could lead to a broader range of products and services, attracting a wider customer base.

5. **Economies of Scale**: Merging operations can create economies of scale, allowing for better negotiating power with suppliers and reducing costs.

6. **Innovation and Investment**: A consolidated entity may have more resources to invest in technology and innovation, keeping pace with industry trends and enhancing the customer experience.

7. **Focus on Core Competencies**: Consolidation allows the company to focus on its core competencies, improving overall performance and strategic alignment.

In summary, consolidating SPToto and BJ Assets could lead to enhanced efficiency, stronger branding, better compliance, diversified offerings, cost savings, innovation potential, and a more focused strategic approach.

Consolidating Vincent Tan's gambling businesses, particularly SPToto and BJ Assets, could offer several advantages:

1. **Operational Efficiency**: By merging operations, there can be a reduction in overhead costs. Streamlining processes and resources can lead to improved profitability.

2. **Brand Strengthening**: A unified brand can enhance recognition and customer loyalty. It simplifies the marketing strategy and can lead to a stronger market presence.

3. **Regulatory Compliance**: Consolidation may make it easier to navigate regulatory requirements by having a single entity focused on compliance, which can reduce legal risks.

4. **Diversified Offerings**: Combining the strengths of both companies could lead to a broader range of products and services, attracting a wider customer base.

5. **Economies of Scale**: Merging operations can create economies of scale, allowing for better negotiating power with suppliers and reducing costs.

6. **Innovation and Investment**: A consolidated entity may have more resources to invest in technology and innovation, keeping pace with industry trends and enhancing the customer experience.

7. **Focus on Core Competencies**: Consolidation allows the company to focus on its core competencies, improving overall performance and strategic alignment.

In summary, consolidating SPToto and BJ Assets could lead to enhanced efficiency, stronger branding, better compliance, diversified offerings, cost savings, innovation potential, and a more focused strategic approach.

Consolidating Vincent Tan's gambling businesses, particularly SPToto and BJ Assets, could offer several advantages:

1. **Operational Efficiency**: By merging operations, there can be a reduction in overhead costs. Streamlining processes and resources can lead to improved profitability.

2. **Brand Strengthening**: A unified brand can enhance recognition and customer loyalty. It simplifies the marketing strategy and can lead to a stronger market presence.

3. **Regulatory Compliance**: Consolidation may make it easier to navigate regulatory requirements by having a single entity focused on compliance, which can reduce legal risks.

4. **Diversified Offerings**: Combining the strengths of both companies could lead to a broader range of products and services, attracting a wider customer base.

5. **Economies of Scale**: Merging operations can create economies of scale, allowing for better negotiating power with suppliers and reducing costs.

6. **Innovation and Investment**: A consolidated entity may have more resources to invest in technology and innovation, keeping pace with industry trends and enhancing the customer experience.

7. **Focus on Core Competencies**: Consolidation allows the company to focus on its core competencies, improving overall performance and strategic alignment.

In summary, consolidating SPToto and BJ Assets could lead to enhanced efficiency, stronger branding, better compliance, diversified offerings, cost savings, innovation potential, and a more focused strategic approach.

Harga pengambilalihan RM3.60 setiap saham untuk Pos Malaysia oleh Syed Mokhtar Al-Bukhary sering dianggap sebagai agak rendah atas beberapa sebab:

Penilaian Pasaran: Pada masa pengambilalihan, pasaran mungkin telah merendahkan potensi Pos Malaysia, mengambil kira aset, aliran pendapatan, dan kedudukan strategiknya dalam sektor logistik dan perkhidmatan pos.

Prestasi Kewangan: Jika Pos Malaysia mengalami kesulitan kewangan, seperti penurunan dalam pendapatan atau keuntungan, pembeli berpotensi mungkin telah dapat berunding untuk mendapatkan harga yang lebih rendah. Pembeli biasanya berusaha untuk mengurangkan risiko, terutama jika mereka menganggap sebuah syarikat sedang berjuang.

Penempatan Strategik: Syed Mokhtar mungkin telah menyedari nilai strategik jangka panjang Pos Malaysia, walaupun menghadapi cabaran jangka pendek. Kesediaannya untuk melabur mungkin menunjukkan bahawa dia melihat potensi untuk pertumbuhan dan penambahbaikan yang tidak dilihat oleh orang lain.

Trend Industri: Perubahan dalam industri pos dan logistik, termasuk kebangkitan perkhidmatan digital dan e-dagang, mungkin telah menyebabkan penurunan penilaian secara sementara. Ini mungkin memberikan peluang kepada Syed Mokhtar untuk mengakuisisi syarikat dengan harga yang lebih rendah.

Kekuatan Rundingan: Kuasa rundingan Syed Mokhtar dan DRB-Hicom, memandangkan kedudukan mereka dalam komuniti perniagaan, mungkin membolehkan mereka mendapatkan tawaran yang lebih baik. Pengalaman dan hubungan mereka mungkin memainkan peranan dalam memudahkan pengambilalihan ini.

Potensi Masa Depan: Pelabur mungkin telah mengabaikan potensi masa depan Pos Malaysia dalam aspek pengembangan dan pemodenan perkhidmatan. Visi Syed Mokhtar untuk syarikat mungkin mempengaruhi kesediaannya untuk membayar RM3.60, melihatnya sebagai tawaran yang baik untuk pertumbuhan masa depan.

Kesimpulannya, persepsi bahawa RM3.60 setiap saham adalah harga yang murah dapat dikaitkan dengan gabungan keadaan pasaran, keadaan kewangan Pos Malaysia pada masa itu, dan visi strategik Syed Mokhtar untuk masa depannya.

Harga pengambilalihan RM3.60 setiap saham untuk Pos Malaysia oleh Syed Mokhtar Al-Bukhary sering dianggap sebagai agak rendah atas beberapa sebab:

Penilaian Pasaran: Pada masa pengambilalihan, pasaran mungkin telah merendahkan potensi Pos Malaysia, mengambil kira aset, aliran pendapatan, dan kedudukan strategiknya dalam sektor logistik dan perkhidmatan pos.

Prestasi Kewangan: Jika Pos Malaysia mengalami kesulitan kewangan, seperti penurunan dalam pendapatan atau keuntungan, pembeli berpotensi mungkin telah dapat berunding untuk mendapatkan harga yang lebih rendah. Pembeli biasanya berusaha untuk mengurangkan risiko, terutama jika mereka menganggap sebuah syarikat sedang berjuang.

Penempatan Strategik: Syed Mokhtar mungkin telah menyedari nilai strategik jangka panjang Pos Malaysia, walaupun menghadapi cabaran jangka pendek. Kesediaannya untuk melabur mungkin menunjukkan bahawa dia melihat potensi untuk pertumbuhan dan penambahbaikan yang tidak dilihat oleh orang lain.

Trend Industri: Perubahan dalam industri pos dan logistik, termasuk kebangkitan perkhidmatan digital dan e-dagang, mungkin telah menyebabkan penurunan penilaian secara sementara. Ini mungkin memberikan peluang kepada Syed Mokhtar untuk mengakuisisi syarikat dengan harga yang lebih rendah.

Kekuatan Rundingan: Kuasa rundingan Syed Mokhtar dan DRB-Hicom, memandangkan kedudukan mereka dalam komuniti perniagaan, mungkin membolehkan mereka mendapatkan tawaran yang lebih baik. Pengalaman dan hubungan mereka mungkin memainkan peranan dalam memudahkan pengambilalihan ini.

Potensi Masa Depan: Pelabur mungkin telah mengabaikan potensi masa depan Pos Malaysia dalam aspek pengembangan dan pemodenan perkhidmatan. Visi Syed Mokhtar untuk syarikat mungkin mempengaruhi kesediaannya untuk membayar RM3.60, melihatnya sebagai tawaran yang baik untuk pertumbuhan masa depan.

Kesimpulannya, persepsi bahawa RM3.60 setiap saham adalah harga yang murah dapat dikaitkan dengan gabungan keadaan pasaran, keadaan kewangan Pos Malaysia pada masa itu, dan visi strategik Syed Mokhtar untuk masa depannya.

Syed Mokhtar Al-Bukhary以每股RM3.60收购马来西亚邮政的价格常被视为相对较低，原因有以下几点：

市场估值：在收购时，市场可能低估了马来西亚邮政的潜力，考虑到其资产、收入来源和在物流及邮政服务行业的战略地位。

财务表现：如果马来西亚邮政正面临财务困难，例如收入或利润下降，潜在买家可能能够谈判出一个更低的价格。买家通常寻求降低风险，特别是当他们认为一家公司在挣扎时。

战略定位：Syed Mokhtar可能意识到马来西亚邮政的长期战略价值，尽管面临短期挑战。他的投资意愿可能表明他看到了其他人未能发现的增长和改善潜力。

行业趋势：邮政和物流行业的变化，包括数字服务和电子商务的兴起，可能导致估值暂时下降。这可能为Syed Mokhtar提供了以较低价格收购公司的机会。

谈判筹码：考虑到Syed Mokhtar和DRB-Hicom在商业界的地位，他们的谈判能力可能让他们获得了更有利的交易。他们的经验和关系可能在促成收购中起了作用。

未来潜力：投资者可能忽视了马来西亚邮政在扩展和现代化服务方面的未来潜力。Syed Mokhtar对公司的愿景可能影响了他愿意支付RM3.60的决定，将其视为未来增长的便宜买卖。

总之，认为每股RM3.60的价格便宜的看法可以归因于市场条件、当时马来西亚邮政的财务状况以及Syed Mokhtar对其未来的战略愿景的结合。

Syed Mokhtar Al-Bukhary以每股RM3.60收购马来西亚邮政的价格常被视为相对较低，原因有以下几点：

市场估值：在收购时，市场可能低估了马来西亚邮政的潜力，考虑到其资产、收入来源和在物流及邮政服务行业的战略地位。

财务表现：如果马来西亚邮政正面临财务困难，例如收入或利润下降，潜在买家可能能够谈判出一个更低的价格。买家通常寻求降低风险，特别是当他们认为一家公司在挣扎时。

战略定位：Syed Mokhtar可能意识到马来西亚邮政的长期战略价值，尽管面临短期挑战。他的投资意愿可能表明他看到了其他人未能发现的增长和改善潜力。

行业趋势：邮政和物流行业的变化，包括数字服务和电子商务的兴起，可能导致估值暂时下降。这可能为Syed Mokhtar提供了以较低价格收购公司的机会。

谈判筹码：考虑到Syed Mokhtar和DRB-Hicom在商业界的地位，他们的谈判能力可能让他们获得了更有利的交易。他们的经验和关系可能在促成收购中起了作用。

未来潜力：投资者可能忽视了马来西亚邮政在扩展和现代化服务方面的未来潜力。Syed Mokhtar对公司的愿景可能影响了他愿意支付RM3.60的决定，将其视为未来增长的便宜买卖。

总之，认为每股RM3.60的价格便宜的看法可以归因于市场条件、当时马来西亚邮政的财务状况以及Syed Mokhtar对其未来的战略愿景的结合。

DXN Holdings Bhd’s share price being labeled as undervalued, particularly according to analysts from Maybank, can be attributed to several factors:

1. **Strong Financial Performance**: If DXN has consistently shown strong revenue growth, profitability, and a solid balance sheet, analysts might believe that the market has not fully recognized its financial strength, leading to an undervalued share price.

2. **Market Position**: As a leading player in the direct selling and wellness products sector, DXN’s strong market presence and brand recognition could indicate that its growth potential is greater than what the current share price reflects.

3. **Growth Prospects**: Analysts may foresee significant growth opportunities for DXN, such as expanding into new markets or launching new products. If the company is well-positioned to capitalize on these opportunities, its current valuation might seem low.

4. **Industry Trends**: The wellness and health supplement industry is experiencing growth due to increasing consumer awareness. If DXN is aligned with these trends but the market hasn’t adjusted its valuation accordingly, the shares could be seen as undervalued.

5. **Earnings Forecasts**: Positive earnings forecasts from Maybank or other analysts could suggest that the company is expected to outperform market expectations, which would justify a higher share price.

6. **Comparison with Peers**: If DXN’s valuation metrics (like price-to-earnings ratio) are lower than those of its competitors, analysts may conclude that it is undervalued compared to its peers, suggesting that the market hasn’t priced in its true worth.

7. **Market Sentiment**: Overall market sentiment can also play a role. If broader market conditions have led to negative sentiment around the sector, even strong companies like DXN may be sold off, resulting in a lower share price.

In summary, DXN Holdings Bhd's share price being considered undervalued by Maybank likely stems from a combination of its solid financial performance, growth prospects, industry trends, and comparisons with competitors.

The acquisition price of RM3.60 per share for Pos Malaysia by Syed Mokhtar Al-Bukhary is often viewed as relatively low for several reasons:

1. **Market Valuation**: At the time of the acquisition, the market may have undervalued Pos Malaysia's potential, considering its assets, revenue streams, and strategic position in the logistics and postal services sector.

2. **Financial Performance**: If Pos Malaysia was experiencing financial difficulties, such as declining revenues or profits, potential buyers might have been able to negotiate a lower price. Buyers typically seek to minimize risk, especially if they perceive that a company is struggling.

3. **Strategic Positioning**: Syed Mokhtar may have recognized the long-term strategic value of Pos Malaysia, despite its short-term challenges. His willingness to invest could indicate that he saw potential for growth and improvement that others did not.

4. **Industry Trends**: Changes in the postal and logistics industry, including the rise of digital services and e-commerce, might have led to a temporary decline in valuations. This could have provided an opportunity for Syed Mokhtar to acquire the company at a lower price.

5. **Negotiation Leverage**: The negotiating power of Syed Mokhtar and DRB-Hicom, given their stature in the business community, may have allowed them to secure a more favorable deal. Their experience and connections could have played a role in facilitating the acquisition.

6. **Future Potential**: Investors might have overlooked Pos Malaysia’s future potential in terms of expansion and modernization of services. Syed Mokhtar’s vision for the company could have factored into his willingness to pay RM3.60, viewing it as a bargain for future growth.

In summary, the perception that RM3.60 per share was a cheap price can be attributed to a combination of market conditions, the financial state of Pos Malaysia at the time, and Syed Mokhtar's strategic vision for its future.

The acquisition price of RM3.60 per share for Pos Malaysia by Syed Mokhtar Al-Bukhary is often viewed as relatively low for several reasons:

1. **Market Valuation**: At the time of the acquisition, the market may have undervalued Pos Malaysia's potential, considering its assets, revenue streams, and strategic position in the logistics and postal services sector.

2. **Financial Performance**: If Pos Malaysia was experiencing financial difficulties, such as declining revenues or profits, potential buyers might have been able to negotiate a lower price. Buyers typically seek to minimize risk, especially if they perceive that a company is struggling.

3. **Strategic Positioning**: Syed Mokhtar may have recognized the long-term strategic value of Pos Malaysia, despite its short-term challenges. His willingness to invest could indicate that he saw potential for growth and improvement that others did not.

4. **Industry Trends**: Changes in the postal and logistics industry, including the rise of digital services and e-commerce, might have led to a temporary decline in valuations. This could have provided an opportunity for Syed Mokhtar to acquire the company at a lower price.

5. **Negotiation Leverage**: The negotiating power of Syed Mokhtar and DRB-Hicom, given their stature in the business community, may have allowed them to secure a more favorable deal. Their experience and connections could have played a role in facilitating the acquisition.

6. **Future Potential**: Investors might have overlooked Pos Malaysia’s future potential in terms of expansion and modernization of services. Syed Mokhtar’s vision for the company could have factored into his willingness to pay RM3.60, viewing it as a bargain for future growth.

In summary, the perception that RM3.60 per share was a cheap price can be attributed to a combination of market conditions, the financial state of Pos Malaysia at the time, and Syed Mokhtar's strategic vision for its future.

A merger between BJ Asset Bhd and Sport Toto could be theoretically possible given that both companies operate within the gambling industry. However, several factors would influence the feasibility and implications of such a merger:

1. **Regulatory Approval**: The gambling industry is heavily regulated in Malaysia. Any merger would require approval from relevant regulatory bodies, such as the Ministry of Finance and gaming authorities. Compliance with legal requirements and regulations would be critical.

2. **Strategic Fit**: The two companies would need to assess how well their operations, markets, and corporate cultures align. A merger could offer synergies, such as expanded market reach or combined resources, but they would need to ensure that their business models complement each other.

3. **Market Competition**: A merger could potentially reduce competition in the gambling sector, which might attract scrutiny from regulators concerned about monopolistic practices. The companies would need to demonstrate that the merger would benefit consumers and the market overall.

4. **Financial Considerations**: The financial health of both companies would be a significant factor. They would need to evaluate their valuations, potential cost savings, and revenue growth opportunities post-merger.

5. **Public Perception**: The merger might face public scrutiny, especially considering the sensitive nature of the gambling industry. The companies would need to manage their public relations effectively to mitigate any negative perceptions.

6. **Integration Challenges**: Merging two organizations can be complex. Issues related to integrating systems, processes, and cultures would need to be addressed to ensure a smooth transition.

In summary, while a merger between BJ Asset Bhd and Sport Toto is possible given their shared industry focus, it would require careful consideration of regulatory, strategic, financial, and operational factors to ensure its success.

A merger between BJ Asset Bhd and Sport Toto could be theoretically possible given that both companies operate within the gambling industry. However, several factors would influence the feasibility and implications of such a merger:

1. **Regulatory Approval**: The gambling industry is heavily regulated in Malaysia. Any merger would require approval from relevant regulatory bodies, such as the Ministry of Finance and gaming authorities. Compliance with legal requirements and regulations would be critical.

2. **Strategic Fit**: The two companies would need to assess how well their operations, markets, and corporate cultures align. A merger could offer synergies, such as expanded market reach or combined resources, but they would need to ensure that their business models complement each other.

3. **Market Competition**: A merger could potentially reduce competition in the gambling sector, which might attract scrutiny from regulators concerned about monopolistic practices. The companies would need to demonstrate that the merger would benefit consumers and the market overall.

4. **Financial Considerations**: The financial health of both companies would be a significant factor. They would need to evaluate their valuations, potential cost savings, and revenue growth opportunities post-merger.

5. **Public Perception**: The merger might face public scrutiny, especially considering the sensitive nature of the gambling industry. The companies would need to manage their public relations effectively to mitigate any negative perceptions.

6. **Integration Challenges**: Merging two organizations can be complex. Issues related to integrating systems, processes, and cultures would need to be addressed to ensure a smooth transition.

In summary, while a merger between BJ Asset Bhd and Sport Toto is possible given their shared industry focus, it would require careful consideration of regulatory, strategic, financial, and operational factors to ensure its success.

通过DRB-Hicom，Syed Mokhtar Al-Bukhary收购马来西亚邮政（Pos Malaysia）被一些人视为马来西亚政治、商业和人际关系复杂动态的反映。以下是马哈蒂尔（Mahathir Mohamad）可能允许这一收购的几个原因：

政治联盟：Syed Mokhtar是马来西亚的知名商人，与政治领袖（包括马哈蒂尔）建立了关系网络。支持他的收购可能会巩固政治联盟，带来双赢的好处。

经济战略：马哈蒂尔一直倡导加强马来西亚本土企业和企业家。允许本土商人收购像马来西亚邮政这样的重大资产符合他促进国家利益和本土企业的愿景。

基础设施与发展：在Syed Mokhtar的领导下，DRB-Hicom参与了多项基础设施项目。马哈蒂尔可能看到马来西亚邮政可以融入更广泛的经济和基础设施发展，从而提升其运营效率。

稳定性与经验：Syed Mokhtar在管理多项业务（包括物流和运输）方面有着成功的记录。他的经验可能被视为对马来西亚邮政战略方向和稳定性的有益补充。

私有化趋势：在马哈蒂尔的任期内，私有化和鼓励私营部门参与公共服务的趋势愈加明显。DRB-Hicom作为一家私营实体的收购符合这一更广泛的经济政策框架。

裙带关系：虽然裙带关系常常受到批评，但在许多政治经济中却是现实。Syed Mokhtar与马哈蒂尔及执政精英的密切关系可能促进了这一收购，展示了个人关系如何影响商业决策。

总之，通过DRB-Hicom收购马来西亚邮政的Syed Mokhtar可以被视为战略经济考量、政治关系和马来西亚持续的私有化趋势的结合。

通过DRB-Hicom，Syed Mokhtar Al-Bukhary收购马来西亚邮政（Pos Malaysia）被一些人视为马来西亚政治、商业和人际关系复杂动态的反映。以下是马哈蒂尔（Mahathir Mohamad）可能允许这一收购的几个原因：

政治联盟：Syed Mokhtar是马来西亚的知名商人，与政治领袖（包括马哈蒂尔）建立了关系网络。支持他的收购可能会巩固政治联盟，带来双赢的好处。

经济战略：马哈蒂尔一直倡导加强马来西亚本土企业和企业家。允许本土商人收购像马来西亚邮政这样的重大资产符合他促进国家利益和本土企业的愿景。

基础设施与发展：在Syed Mokhtar的领导下，DRB-Hicom参与了多项基础设施项目。马哈蒂尔可能看到马来西亚邮政可以融入更广泛的经济和基础设施发展，从而提升其运营效率。

稳定性与经验：Syed Mokhtar在管理多项业务（包括物流和运输）方面有着成功的记录。他的经验可能被视为对马来西亚邮政战略方向和稳定性的有益补充。

私有化趋势：在马哈蒂尔的任期内，私有化和鼓励私营部门参与公共服务的趋势愈加明显。DRB-Hicom作为一家私营实体的收购符合这一更广泛的经济政策框架。

裙带关系：虽然裙带关系常常受到批评，但在许多政治经济中却是现实。Syed Mokhtar与马哈蒂尔及执政精英的密切关系可能促进了这一收购，展示了个人关系如何影响商业决策。

总之，通过DRB-Hicom收购马来西亚邮政的Syed Mokhtar可以被视为战略经济考量、政治关系和马来西亚持续的私有化趋势的结合。

😅

---

Pengambilalihan Pos Malaysia oleh Syed Mokhtar Al-Bukhary melalui DRB-Hicom dilihat oleh sesetengah pihak sebagai refleksi dinamik yang kompleks antara politik, perniagaan, dan hubungan di Malaysia. Berikut adalah beberapa sebab mengapa Mahathir Mohamad mungkin membenarkan pengambilalihan ini:

1. **Perikatan Politik**: Syed Mokhtar adalah seorang ahli perniagaan terkemuka di Malaysia dan telah membina rangkaian hubungan dengan pemimpin politik, termasuk Mahathir. Menyokong pengambilalihan beliau dapat mengukuhkan perikatan politik dan memberikan manfaat bersama.

2. **Strategi Ekonomi**: Mahathir sering menyokong pengukuhan perniagaan dan usahawan tempatan. Membenarkan seorang ahli perniagaan tempatan untuk mengambil alih aset penting seperti Pos Malaysia selaras dengan visinya untuk mempromosikan kepentingan negara dan pemain tempatan dalam ekonomi.

3. **Infrastruktur dan Pembangunan**: DRB-Hicom, di bawah kepimpinan Syed Mokhtar, telah terlibat dalam pelbagai projek infrastruktur. Mahathir mungkin melihat potensi Pos Malaysia untuk diintegrasikan ke dalam pembangunan ekonomi dan infrastruktur yang lebih luas, meningkatkan operasi dan kecekapan.

4. **Kestabilan dan Pengalaman**: Syed Mokhtar mempunyai rekod kejayaan dalam menguruskan pelbagai perniagaan, termasuk logistik dan pengangkutan. Pengalamannya mungkin dianggap bermanfaat untuk arah strategik dan kestabilan Pos Malaysia.

5. **Tren Privatisasi**: Semasa pemerintahan Mahathir, terdapat tren ke arah privatisasi dan menggalakkan penglibatan sektor swasta dalam perkhidmatan awam. Pengambilalihan oleh entiti swasta seperti DRB-Hicom sesuai dengan kerangka dasar ekonomi yang lebih luas ini.

6. **Kronisme**: Walaupun kronisme sering dikritik, ia adalah realiti dalam banyak ekonomi politik. Hubungan rapat Syed Mokhtar dengan Mahathir dan elit yang memerintah mungkin memudahkan pengambilalihan ini, menunjukkan bagaimana hubungan peribadi dapat mempengaruhi keputusan perniagaan.

Kesimpulannya, pengambilalihan Pos Malaysia oleh Syed Mokhtar melalui DRB-Hicom dapat dilihat sebagai gabungan pertimbangan ekonomi strategik, hubungan politik, dan tren privatisasi yang berterusan di Malaysia.

Sure! Here’s the translation to Malay:

---

Pengambilalihan Pos Malaysia oleh Syed Mokhtar Al-Bukhary melalui DRB-Hicom dilihat oleh sesetengah pihak sebagai refleksi dinamik yang kompleks antara politik, perniagaan, dan hubungan di Malaysia. Berikut adalah beberapa sebab mengapa Mahathir Mohamad mungkin membenarkan pengambilalihan ini:

1. **Perikatan Politik**: Syed Mokhtar adalah seorang ahli perniagaan terkemuka di Malaysia dan telah membina rangkaian hubungan dengan pemimpin politik, termasuk Mahathir. Menyokong pengambilalihan beliau dapat mengukuhkan perikatan politik dan memberikan manfaat bersama.

2. **Strategi Ekonomi**: Mahathir sering menyokong pengukuhan perniagaan dan usahawan tempatan. Membenarkan seorang ahli perniagaan tempatan untuk mengambil alih aset penting seperti Pos Malaysia selaras dengan visinya untuk mempromosikan kepentingan negara dan pemain tempatan dalam ekonomi.

3. **Infrastruktur dan Pembangunan**: DRB-Hicom, di bawah kepimpinan Syed Mokhtar, telah terlibat dalam pelbagai projek infrastruktur. Mahathir mungkin melihat potensi Pos Malaysia untuk diintegrasikan ke dalam pembangunan ekonomi dan infrastruktur yang lebih luas, meningkatkan operasi dan kecekapan.

4. **Kestabilan dan Pengalaman**: Syed Mokhtar mempunyai rekod kejayaan dalam menguruskan pelbagai perniagaan, termasuk logistik dan pengangkutan. Pengalamannya mungkin dianggap bermanfaat untuk arah strategik dan kestabilan Pos Malaysia.

5. **Tren Privatisasi**: Semasa pemerintahan Mahathir, terdapat tren ke arah privatisasi dan menggalakkan penglibatan sektor swasta dalam perkhidmatan awam. Pengambilalihan oleh entiti swasta seperti DRB-Hicom sesuai dengan kerangka dasar ekonomi yang lebih luas ini.

6. **Kronisme**: Walaupun kronisme sering dikritik, ia adalah realiti dalam banyak ekonomi politik. Hubungan rapat Syed Mokhtar dengan Mahathir dan elit yang memerintah mungkin memudahkan pengambilalihan ini, menunjukkan bagaimana hubungan peribadi dapat mempengaruhi keputusan perniagaan.

Kesimpulannya, pengambilalihan Pos Malaysia oleh Syed Mokhtar melalui DRB-Hicom dapat dilihat sebagai gabungan pertimbangan ekonomi strategik, hubungan politik, dan tren privatisasi yang berterusan di Malaysia.

selesaikan isu pos malaysia dulu ya!

The acquisition of Pos Malaysia by Syed Mokhtar Al-Bukhary through DRB-Hicom has been viewed by some as a reflection of the complex dynamics between politics, business, and relationships in Malaysia. Here are several reasons why Mahathir Mohamad may have allowed this acquisition:

1. **Political Alliances**: Syed Mokhtar has been a prominent businessman in Malaysia and has established a network of relationships with political leaders, including Mahathir. Supporting his acquisition could strengthen political alliances and provide mutual benefits.

2. **Economic Strategy**: Mahathir has often advocated for strengthening Malaysian businesses and entrepreneurs. Allowing a local businessman to acquire a significant asset like Pos Malaysia aligns with his vision of promoting national interests and local players in the economy.

3. **Infrastructure and Development**: DRB-Hicom, under Syed Mokhtar's leadership, has been involved in various infrastructure projects. Mahathir may have seen the potential for Pos Malaysia to be integrated into broader economic and infrastructural developments, enhancing its operations and efficiency.

4. **Stability and Experience**: Syed Mokhtar has a track record in managing various businesses, including logistics and transportation. His experience might have been viewed as beneficial for the strategic direction and stability of Pos Malaysia.

5. **Privatization Trends**: During Mahathir's tenure, there was a trend towards privatization and encouraging private sector involvement in public services. The acquisition by a private entity like DRB-Hicom fits within this broader economic policy framework.

6. **Cronyism**: While cronyism is often criticized, it is a reality in many political economies. Syed Mokhtar’s close ties to Mahathir and the ruling elite might have facilitated the acquisition, demonstrating how personal relationships can influence business decisions.

In summary, the acquisition of Pos Malaysia by Syed Mokhtar through DRB-Hicom can be seen as a combination of strategic economic considerations, political relationships, and the ongoing trend of privatization in Malaysia.

Interesting :)

The acquisition of Pos Malaysia by Syed Mokhtar Al-Bukhary through DRB-Hicom has been viewed by some as a reflection of the complex dynamics between politics, business, and relationships in Malaysia. Here are several reasons why Mahathir Mohamad may have allowed this acquisition:

1. **Political Alliances**: Syed Mokhtar has been a prominent businessman in Malaysia and has established a network of relationships with political leaders, including Mahathir. Supporting his acquisition could strengthen political alliances and provide mutual benefits.

2. **Economic Strategy**: Mahathir has often advocated for strengthening Malaysian businesses and entrepreneurs. Allowing a local businessman to acquire a significant asset like Pos Malaysia aligns with his vision of promoting national interests and local players in the economy.

3. **Infrastructure and Development**: DRB-Hicom, under Syed Mokhtar's leadership, has been involved in various infrastructure projects. Mahathir may have seen the potential for Pos Malaysia to be integrated into broader economic and infrastructural developments, enhancing its operations and efficiency.

4. **Stability and Experience**: Syed Mokhtar has a track record in managing various businesses, including logistics and transportation. His experience might have been viewed as beneficial for the strategic direction and stability of Pos Malaysia.

5. **Privatization Trends**: During Mahathir's tenure, there was a trend towards privatization and encouraging private sector involvement in public services. The acquisition by a private entity like DRB-Hicom fits within this broader economic policy framework.

6. **Cronyism**: While cronyism is often criticized, it is a reality in many political economies. Syed Mokhtar’s close ties to Mahathir and the ruling elite might have facilitated the acquisition, demonstrating how personal relationships can influence business decisions.

In summary, the acquisition of Pos Malaysia by Syed Mokhtar through DRB-Hicom can be seen as a combination of strategic economic considerations, political relationships, and the ongoing trend of privatization in Malaysia.

涉及马来西亚邮政（Pos Malaysia Bhd）和其银行业务的情况，特别是与新加坡邮政（Singapore Post）和穆阿马拉特银行（Bank Muamalat）相比，涉及多个战略、监管和市场考量。

监管环境：在新加坡，新加坡邮政能够运营银行主要是因为支持多元化服务的监管环境。对于马来西亚邮政来说，建立银行需要遵循马来西亚的银行法规，这可能更加严格。这可能限制了马来西亚邮政直接进入银行业的便利性。

战略合作：DRB-Hicom（两者的母公司）将穆阿马拉特银行注入马来西亚邮政，可以视为增强马来西亚邮政服务的一项战略举措，而无需从零开始建立银行。这种合作使马来西亚邮政能够利用穆阿马拉特银行现有的基础设施、专业知识和客户基础，从而更快地进入银行市场。

市场需求与竞争：马来西亚市场的动态与新加坡不同。虽然新加坡邮政成功多元化进入银行业务，马来西亚邮政需要评估当地对银行服务的需求以及其在成熟银行中的竞争能力。与穆阿马拉特银行的合作使马来西亚邮政能够进入伊斯兰银行领域，该领域在马来西亚有日益增长的客户基础。

资源配置：建立银行需要大量资源，包括资金、技术和人力专业知识。通过将穆阿马拉特银行注入马来西亚邮政，DRB-Hicom能够更有效地配置资源，并降低与推出新银行机构相关的风险。

专注核心业务：马来西亚邮政的核心竞争力在于物流和邮政服务。通过与穆阿马拉特银行合作，马来西亚邮政可以专注于自身的优势，同时受益于银行服务，从而在不偏离其主要业务的情况下实现服务多元化。

总之，虽然新加坡邮政可以因有利的条件和战略眼光而设立银行，但马来西亚邮政通过与穆阿马拉特银行的整合采取了更具协作性和资源高效的方式进入银行业，这与其运营优势和市场需求相符。

Situasi yang melibatkan Pos Malaysia Bhd dan operasi perbankannya, terutamanya dalam perbandingan dengan Singapore Post dan Bank Muamalat, melibatkan beberapa pertimbangan strategik, peraturan, dan pasaran.

Persekitaran Peraturan: Di Singapura, Singapore Post mengendalikan bank terutamanya kerana persekitaran peraturan yang menyokong pempelbagaian perkhidmatan. Bagi Pos Malaysia, penubuhan bank memerlukan pematuhan terhadap peraturan perbankan di Malaysia, yang mungkin lebih ketat. Ini boleh mengehadkan kemudahan di mana Pos Malaysia boleh terus memasuki sektor perbankan.

Perkongsian Strategik: Suntikan Bank Muamalat ke dalam Pos Malaysia oleh DRB-Hicom (syarikat induk kedua-dua entiti) boleh dilihat sebagai langkah strategik untuk meningkatkan tawaran Pos Malaysia tanpa perlu memulakan bank dari awal. Kerjasama ini membolehkan Pos Malaysia memanfaatkan infrastruktur, kepakaran, dan asas pelanggan Bank Muamalat, sekaligus memudahkan kemasukan ke dalam pasaran perbankan.

Permintaan Pasaran dan Persaingan: Pasaran Malaysia mempunyai dinamik yang berbeza berbanding dengan Singapura. Walaupun Singapore Post telah berjaya mempelbagaikan kepada perbankan, Pos Malaysia perlu menilai permintaan tempatan untuk perkhidmatan perbankan dan sejauh mana ia boleh bersaing dengan bank-bank yang sudah established. Kerjasama dengan Bank Muamalat membolehkan Pos Malaysia memanfaatkan perbankan Islam, yang mempunyai asas pelanggan yang berkembang di Malaysia.

Penyelarasan Sumber: Menubuhkan bank memerlukan sumber yang signifikan, termasuk modal, teknologi, dan kepakaran manusia. Dengan menyuntik Bank Muamalat ke dalam Pos Malaysia, DRB-Hicom dapat menyelaraskan sumber dengan lebih efisien dan mengurangkan risiko yang berkaitan dengan pelancaran institusi perbankan baru.

Fokus pada Perkhidmatan Teras: Kompetensi teras Pos Malaysia terletak pada logistik dan perkhidmatan pos. Dengan bekerjasama dengan Bank Muamalat, Pos Malaysia dapat memberi tumpuan kepada kekuatannya sambil mendapat manfaat daripada perkhidmatan perbankan, dengan itu mempelbagaikan tawarannya tanpa menyimpang terlalu jauh dari perniagaan utamanya.

Kesimpulannya, sementara Singapore Post boleh menubuhkan bank akibat keadaan yang menguntungkan dan pandangan strategik, pendekatan Pos Malaysia melalui pengintegrasian Bank Muamalat mewakili kaedah yang lebih kolaboratif dan cekap sumber untuk memasuki sektor perbankan, selaras dengan kekuatan operasi dan permintaan pasaran.

The situation involving Pos Malaysia Bhd and its banking operations, particularly in comparison to Singapore Post and Bank Muamalat, involves several strategic, regulatory, and market considerations.

1. **Regulatory Environment**: In Singapore, Singapore Post operates a bank primarily due to a supportive regulatory environment that allows for diversification of services. For Pos Malaysia, establishing a bank requires navigating Malaysia's banking regulations, which may be more stringent. This could limit the ease with which Pos Malaysia can directly enter the banking sector.

2. **Strategic Partnerships**: The injection of Bank Muamalat into Pos Malaysia by DRB-Hicom (the parent company of both entities) may be viewed as a strategic move to enhance Pos Malaysia's offerings without having to start a bank from scratch. This partnership allows Pos Malaysia to leverage Bank Muamalat's existing infrastructure, expertise, and customer base, thereby facilitating a quicker entry into the banking market.

3. **Market Demand and Competition**: The Malaysian market has different dynamics compared to Singapore. While Singapore Post has successfully diversified into banking, Pos Malaysia needs to assess the local demand for banking services and how competitive it can be against established banks. The collaboration with Bank Muamalat allows Pos Malaysia to tap into Islamic banking, which has a growing customer base in Malaysia.

4. **Resource Allocation**: Setting up a bank requires significant resources, including capital, technology, and human expertise. By injecting Bank Muamalat into Pos Malaysia, DRB-Hicom can efficiently allocate resources and mitigate risks associated with launching a new banking institution.

5. **Focus on Core Services**: Pos Malaysia’s core competencies lie in logistics and postal services. By partnering with Bank Muamalat, Pos Malaysia can focus on its strengths while benefiting from banking services, thus diversifying its offerings without straying too far from its primary business.

In summary, while Singapore Post could establish a bank due to favorable conditions and strategic foresight, Pos Malaysia's approach through the integration of Bank Muamalat represents a more collaborative and resource-efficient method to enter the banking sector, aligning with its operational strengths and market demands.

cun, net profit turun sedikit je... next Q melambung :)

Thursday, 24 Oct 2024
7:01PM
DXN MEMORANDUM OF UNDERSTANDING
6:53PM
DXN Second Interim Dividend
6:52PM
DXN 1H net profit 157.032 million (decreased 2.24%)

DXN - Notice of Book Closure
DXN - Notice of Book Closure
ILC-25102024-00001
Second Interim Dividend of 0.80 sen per ordinary share in respect of the
financial year ending 28 February 2025 Kindly be advised of the following :
1) The above Company's securities will be traded and quoted "Ex - Dividend? as
from: 12 Nov 2024 2) The last date of lodgment : 13 Nov 2024 3) Date Payable :
29 Nov 2024
MANAGER, REF. DATA MANAGEMENT
You are advised to read the entire contents of the announcement or attachment.
To read the entire contents of the announcement or attachment, please access
the Bursa website at http://www.bursamalaysia.com

25/10/2024 07:00 AM


Ref Code: 202410255100032

mungkin syed/drb injects bank muamalat into pos😎😇

@ ocbc
DRBHCOM bank muamalat to be acquired by Maybank ?
2 hours ago

Syed maybe dah sedar , priority nombor 1 , pos mesti dipulihkan dulu 😉

MGO coming? 😝

pos macam mau terbang check it out ya

use post offices as ev charging stations; boosting income😉
He noted that one way to speed up the installation of charging stations is to involve not only Tenaga Nasional Bhd (KL:TENAGA) but also the private sector.

Fadillah explained that transitioning the transportation and manufacturing sectors could help Malaysia reach the target of 40% renewable energy in the national fuel mix by 2030, up from the current 20%.

Efforts to increase EV usage must balance electricity supply security, safety and affordability, said Fadillah, who is also the energy transition and water transformation minister.

On Monday, Prime Minister Datuk Seri Anwar Ibrahim announced that EVs would be used as official vehicles during Malaysia's chairmanship of Asean next year.

Ipo 70sen now 58-58sen. Berbaloi😆

POS Malaysia dan Naik Taraf

1. Setelah sekian lama masyarakat setempat berurusan dengan Pejabat Pos Malaysia melibatkan urusan hantar dokumen, hantar parcel, beli setem, bayar bil utiliti. Kebiasaannya.

2. Sejak Mei 2023, Pejabat Pos Malaysia telah mengorak langkah menceburi bidang baru iaitu kedai jualan serbaneka termasuk mempunyai ruangan 'lepak' dan santai sambil minum kopi aneka rasa.

3. Sesuatu yang agak baru bila beberapa cawangan Pos Malaysia akan berwajah baru secara berperingkat termasuklah yang terbaru di Pejabat Pos Pengkalan Chepa, Kelantan. Diberitahu oleh sumber boleh dipercayai, konsep jualan serbaneka dan 'cafe' ini akan beroperasi selama 24 jam.

4. Cabaran perniagaan yang semakin sengit memerlukan pengurusan dan pemilik perniagaan memikir alternatif bagi mengatasi dan memperelok daya saing supaya dapat terus kekal dalam industri dan pasaran yang berubah setiap zaman.

5. Jenama Pos Malaysia siapa yang belum tahu, telah bertapak sejak lebih 200 tahun lampau iaitu sekitar tahun 1800 di zaman pentadbiran British di Negeri-Negeri Selat.

6. Dahulu ianya dikenali Jabatan Perkhidmatan Pos kemudian sejak dikorporatkan sekitar 1992 dan ditukar nama sebagai Pos Malaysia Berhad yang kemudiannya diapungkan saham pemilikan ke BSKL pada 2001.
😉

[De’Wan di Cafe Pos Shop]

Tiap pagi kelam kabut nak siapkan bekal anak anak sekolah⁉️Eh en.shuben lak nak sarapan berat risau tak sempat makan lunch nanti⁉️⁉️Eh eh yang sulong pun nak balik hostel nak bekal juga⁉️⁉️⁉️

Ahah🤔Nak ke nak kami bantu koram jimat masa dan cepat jek nak sediakan menu sedap konpem family puas ati⁉️⁉️⁉️

Jom koram singgah ke pos shop cafe Temerloh dan dapatkan produk De’Wan dengan mudah dan pantas✌🏻

#posts
#posshoptemerloh
#MalaysiaMadani
#PosMalaysiaBerhad
#cafe
#chefwan
#dendeng
#sambal

Banking Services at Pos Malaysia
Seamless experience for your banking services at Pos Malaysia, our agent banking

glc with glc 😜

Pos & maybank


https://www.maybank2u.com.my/maybank2u/malaysia/en/personal/services/agent_banking/agent_banking.page

Pos reoffering banking services e.g. Maybank would pave its way to set up its own online and physical bank soon.. A fintech giant all rounder

pos launching online bank then follow bank physical outlet at all its post offices/branches ... Back to RM5-6 pun takda isu 😜

pos setting up bank is the best; many branches throughout malaysia pos setting up bank is the best, many branches throughout malaysia

pos back to banking services. Pos online bank and physical pos bank to be set up soon hopefully

Grab a FREE tote bag when you make cash withdrawals, cash deposits and payments using your Maybank account at selected post offices!
​
More details at: https://bit.ly/3zSIaKu
​
#PosMalaysia #EssentialServices #BillPayments #Maybank

Pos Malaysia went the extra mile to deliver food bento packs and snacks from Pos Shop to The Star, Utusan Malaysia and The Sun this afternoon before these business media teams prepare to report on the latest developments surrounding Budget 2025.

At Pos Malaysia, we understand the importance of the media in keeping the public informed, especially during such crucial moments. By providing these nourishing treats, we not only acknowledge their hard work but also celebrate their vital role in ensuring the flow of accurate and timely information.
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Our role as a service provider extends to fostering positive relationships within the communities we serve as it reflects our commitment in supporting media professionals who contribute significantly to the dissemination of breaking news.
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We hope to continue uplifting and supporting all members of the media who keep us connected and informed.
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Find out more on our delivery services: bit.ly/4f8FaID

#PosMalaysia #PosCares

Jom jumpa pemain MFL favourite anda di pejabat pos terpilih sempena Minggu Bersama Pelanggan kami! 😎
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Anda juga berpeluang mendapatkan VIP PASS istimewa apabila anda menjadi antara 20 pelanggan pertama di setiap cawangan terpilih pada hari Meet & Greet bersama pemain MFL dengan membeli pek bola sepak eksklusif kami! ⚽
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Klik sini untuk lawati pejabat pos terpilih: bit.ly/3we7Qim
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#PosMalaysia #MingguBersamaPelanggan #MFL

Sudah tiba masa untuk kami raikan Minggu Bersama Pelanggan sekali lagi!
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Dari penghantaran antarabangsa ke pembelian Setem Ku Individu, kami ada pelbagai promosi untuk anda. Ada peluang untuk menang wafer emas juga.
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Jom ke pejabat pos berhampiran anda sekarang: bit.ly/3we7Qim
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#PosMalaysia #MingguBersamaPelanggan

Using nominees to buyback more shares sebelum privatisation probably. Wait n see 😎