Kajian Kes: Usaha Pemulihan Pos Malaysia

Tan Sri Syed Mokhtar Al-Bukhary, yang terkenal dengan kepentingan perniagaan yang pelbagai, telah mengambil langkah-langkah penting untuk menangani cabaran yang dihadapi oleh Pos Malaysia. Sebagai pemegang saham majoriti melalui DRB-HICOM, beliau telah menunjukkan niat yang jelas untuk memulihkan prestasi syarikat tersebut. Memandangkan landskap logistik yang kompetitif dan berubah dengan cepat, syarikat ini telah berhadapan dengan penurunan jumlah surat dan peningkatan kos operasi, yang memerlukan pengubahsuaian strategik.

Fleksibiliti Kepimpinan

Menyedari bahawa pemulihan yang berjaya memerlukan kepimpinan yang cekap dan strategik, Tan Sri Syed Mokhtar telah menunjukkan keterbukaan untuk melantik CEO yang terbaik, tanpa mengira kewarganegaraan atau latar belakang. Fleksibiliti ini menekankan bahawa keutamaan adalah untuk membawa masuk kepakaran yang dapat menyesuaikan diri dengan perubahan pasaran, berinovasi, dan memacu pertumbuhan. Sama ada CEO itu tempatan atau profesional antarabangsa ("mat salleh"), fokus adalah pada memilih pemimpin yang dapat melaksanakan strategi pemulihan yang mantap.

Elemen Strategi Pemulihan

1. Diversifikasi Perkhidmatan: Pos Malaysia telah aktif beralih dari perkhidmatan surat tradisional kepada penyelesaian digital dan logistik. Seorang CEO baru yang memahami e-dagang, logistik, dan teknologi dengan baik dapat mempercepatkan peralihan ini, menjadikan syarikat kurang bergantung kepada perkhidmatan surat yang semakin merosot.


2. Kecekapan Operasi: Menyusun semula operasi untuk mengurangkan kos adalah kritikal. Seorang pemimpin dengan pengalaman dalam transformasi digital dan pengoptimuman operasi dapat membantu mengenal pasti langkah-langkah penjimatan kos, memodenkan infrastruktur syarikat, dan meningkatkan kecekapan.


3. Perkongsian Strategik: Pos Malaysia telah meneroka perkongsian untuk memperluaskan jejak e-dagang dan logistiknya. Di bawah arahan Syed Mokhtar, mencari CEO yang mahir dalam membina perikatan strategik dapat meningkatkan tawaran perkhidmatan syarikat dan capaian pasaran.


4. Pemisahan Anak Syarikat: Baru-baru ini, terdapat perbincangan mengenai potensi IPO Pos Shop & Café. Membawa masuk CEO yang dapat menilai kesesuaian pemisahan tersebut dan memaksimumkan nilai pemegang saham boleh menjadi sebahagian penting daripada pelan pemulihan. Ini sejalan dengan fokus untuk menyusun semula bagi memberi tumpuan kepada bidang perniagaan teras sambil melepaskan atau menjalinkan kerjasama dalam segmen yang bukan teras.



Kesimpulan

Keterbukaan Syed Mokhtar untuk mengupah pemimpin terbaik, sama ada tempatan atau asing, menunjukkan pendekatan pragmatik untuk menghidupkan kembali Pos Malaysia. Dengan memberi tumpuan kepada kepimpinan strategik, mendiversifikasi perkhidmatan, dan memacu kecekapan operasi, Pos Malaysia berpotensi untuk mendapatkan semula kedudukannya dalam pasaran. Penekanan pada kepimpinan mencerminkan pemahaman bahawa dalam persekitaran yang kompetitif dan dinamik hari ini, mempunyai kepakaran yang tepat di peringkat atasan adalah kritikal untuk mengatasi cabaran dan mengarahkan syarikat ke arah pertumbuhan.

Using Pos Malaysia as a case study, here’s how Tan Sri Syed Mokhtar Al-Bukhary’s strategy of openness to diverse leadership can be framed:

Case Study: Pos Malaysia Turnaround Efforts

Tan Sri Syed Mokhtar Al-Bukhary, known for his diverse business interests, has taken significant steps to address the challenges faced by Pos Malaysia. As the majority stakeholder through DRB-HICOM, he has shown a clear intent to revive the company’s performance. Given the competitive and rapidly changing logistics landscape, the company has been grappling with declining mail volumes and rising operational costs, necessitating a strategic overhaul.

Leadership Flexibility

Recognizing that successful turnaround requires capable and strategic leadership, Tan Sri Syed Mokhtar has shown openness to appointing the best possible CEO, regardless of nationality or background. This flexibility emphasizes that the priority is to bring in expertise that can adapt to market changes, innovate, and drive growth. Whether the CEO is local or an international ("mat salleh") professional, the focus is on choosing a leader who can execute a robust turnaround strategy.

Turnaround Strategy Elements

1. Diversification of Services: Pos Malaysia has been actively shifting from traditional mail services to digital solutions and logistics. A new CEO with a strong understanding of e-commerce, logistics, and technology could accelerate this transition, making the company less dependent on declining mail services.


2. Operational Efficiency: Streamlining operations to reduce costs is critical. A leader with experience in digital transformation and operational optimization can help identify cost-saving measures, modernize the company's infrastructure, and improve efficiency.


3. Strategic Partnerships: Pos Malaysia has explored partnerships to expand its e-commerce and logistics footprint. Under Syed Mokhtar’s direction, finding a CEO skilled in building strategic alliances can enhance the company’s service offerings and market reach.


4. Spinning Off Subsidiaries: Recently, there have been discussions about the potential IPO of Pos Shop & Café. Bringing in a CEO who can evaluate the viability of such spin-offs and maximize shareholder value could be a key part of the turnaround plan. This aligns with the focus on restructuring to concentrate on core business areas while offloading or partnering in non-core segments.



Conclusion

Syed Mokhtar’s willingness to hire the best leader, whether local or foreign, signals a pragmatic approach to reviving Pos Malaysia. By focusing on strategic leadership, diversifying services, and driving operational efficiency, Pos Malaysia could potentially regain its footing in the market. The emphasis on leadership reflects the understanding that in today’s competitive and dynamic environment, having the right expertise at the helm is critical to navigating challenges and steering the company towards growth.

赛莫达·阿尔布哈里（Syed Mokhtar Al-Bukhary）是马来西亚著名的企业家，以其在所控制公司中的战略决策而闻名。关于马来西亚邮政（Pos Malaysia），赛莫达通过其商业企业，如DRB-HICOM，获得了该公司的大量股份。值得注意的是，马来西亚邮政在2021年任命了首位外籍首席执行官（CEO）查尔斯·布鲁尔（Charles Brewer）。

任命外籍CEO标志着向任人唯贤的转变，强调专业知识和全球经验，而不是国籍。赛莫达支持这种任命的决策，可能是出于引进国际最佳实践、战略愿景和领导技能的需要，以便对公司进行改革。这一举措旨在确保马来西亚邮政能够适应不断变化的市场环境，尤其是在竞争激烈的物流和电子商务领域。

这种做法显示出赛莫达优先考虑公司绩效和增长的意愿，接受能够带来合适技能和经验的领导来推动公司向前发展。

赛莫达·阿尔布哈里（Syed Mokhtar Al-Bukhary）是马来西亚著名的企业家，以其在所控制公司中的战略决策而闻名。关于马来西亚邮政（Pos Malaysia），赛莫达通过其商业企业，如DRB-HICOM，获得了该公司的大量股份。值得注意的是，马来西亚邮政在2021年任命了首位外籍首席执行官（CEO）查尔斯·布鲁尔（Charles Brewer）。

任命外籍CEO标志着向任人唯贤的转变，强调专业知识和全球经验，而不是国籍。赛莫达支持这种任命的决策，可能是出于引进国际最佳实践、战略愿景和领导技能的需要，以便对公司进行改革。这一举措旨在确保马来西亚邮政能够适应不断变化的市场环境，尤其是在竞争激烈的物流和电子商务领域。

这种做法显示出赛莫达优先考虑公司绩效和增长的意愿，接受能够带来合适技能和经验的领导来推动公司向前发展。

Pos Malaysia boleh dianggap sebagai "kuda hitam" jika terdapat faktor-faktor yang boleh membawa kepada perubahan yang mengejutkan atau kejayaan, walaupun syarikat itu kini tidak dilihat sebagai pesaing kuat dalam sektornya. Berikut adalah beberapa perkara yang perlu dipertimbangkan:

1. Cabaran dan Kedudukan Semasa: Pos Malaysia telah menghadapi cabaran dalam beberapa tahun kebelakangan ini, terutamanya disebabkan oleh penurunan dalam perniagaan mel tradisional, kos operasi yang tinggi, dan persaingan daripada perkhidmatan kurier swasta. Isu-isu ini telah memberi kesan kepada keuntungan syarikat, menyebabkan keperluan untuk peralihan strategi.


2. Peluasan dan Transformasi Digital: Syarikat ini telah berusaha untuk mempelbagaikan aliran pendapatannya, termasuk memperluaskan ke dalam logistik, penyelesaian e-dagang, dan perkhidmatan digital. Usaha mereka untuk memodenkan dan menyesuaikan diri dengan era digital boleh dilihat sebagai peluang untuk pertumbuhan.


3. Pos Shop & Café IPO: Jika Pos Malaysia memutuskan untuk memisahkan Pos Shop & Café melalui IPO, ini boleh membuka nilai dan menarik perhatian kepada bahagian perniagaan ini. Ini juga mungkin menunjukkan usaha syarikat untuk menyelaraskan operasinya dan memberi tumpuan kepada kekuatan terasnya.


4. Sokongan Kerajaan: Memandangkan statusnya sebagai perkhidmatan pos nasional, mungkin terdapat insentif atau sokongan kerajaan yang boleh membantu menstabilkan dan meningkatkan operasinya, terutamanya dalam bidang infrastruktur logistik.


5. Ledakan E-dagang: Pertumbuhan e-dagang boleh menjadi cabaran dan peluang. Jika Pos Malaysia berjaya memanfaatkan trend ini dengan berkesan, terutamanya melalui kerjasama dan peningkatan dalam perkhidmatan penghantaran, ia mungkin dapat mengubah keadaan.



Jika Pos Malaysia berjaya mengendalikan strategi transformasinya dan menangani cabaran yang ada, ia mungkin menjadi "kuda hitam" dengan potensi untuk kembali dengan kejutan. Namun, ini bergantung kepada pelaksanaan yang konsisten, inovasi, dan mungkin juga faktor luaran seperti trend pasaran dan sokongan regulatori.

马来西亚邮政（Pos Malaysia）可以被视为一匹“黑马”，如果有一些因素能够带来意外的转机或成功，即使该公司目前在其行业中并未被视为强有力的竞争者。以下是一些需要考虑的点：

1. 挑战与现状：近年来，马来西亚邮政面临许多挑战，主要是传统邮件业务的下滑、高昂的运营成本，以及来自私人快递服务的竞争。这些问题影响了其盈利能力，使其需要进行战略转型。


2. 多元化与数字化转型：公司一直在努力多元化其收入来源，包括扩展物流、电商解决方案和数字服务。它们推动现代化并适应数字时代的努力，可以被视为潜在的增长渠道。


3. Pos Shop & Café IPO：如果马来西亚邮政决定通过IPO分拆Pos Shop & Café，这可能会释放其价值，并引起人们对这一部分业务的关注。这也可能表明公司正在努力精简业务，聚焦于其核心优势。


4. 政府支持：作为国家邮政服务，它可能会获得政府的激励或支持，特别是在物流基础设施等领域，这有助于稳定和提升其运营。


5. 电商繁荣：电商的增长既是挑战也是机遇。如果马来西亚邮政能够有效利用这一趋势，特别是通过合作伙伴关系和提升快递服务，可能会扭转局势。



如果马来西亚邮政成功实施其转型战略，并解决现有挑战，那么它确实可能成为一匹“黑马”，有望带来意想不到的复苏。不过，这取决于持续的执行力、创新能力，以及市场趋势和监管支持等外部因素。

Pos Malaysia could be considered a "dark horse" if there are factors that could lead to a surprising turnaround or success, even if the company isn't currently viewed as a strong contender in its sector. Here are a few points to consider:

1. Challenges and Current Position: Pos Malaysia has faced challenges in recent years, primarily due to the declining traditional mail business, high operational costs, and competition from private courier services. These issues have weighed on its profitability, leading to a need for strategic shifts.


2. Diversification and Digital Transformation: The company has been making efforts to diversify its revenue streams, including expanding into logistics, e-commerce solutions, and digital services. Their push to modernize and adapt to the digital age can be seen as a potential avenue for growth.


3. Pos Shop & Café IPO: If Pos Malaysia decides to spin off Pos Shop & Café through an IPO, this could unlock value and bring attention to this part of their business. It might also signal the company's efforts to streamline its operations and focus on its core strengths.


4. Government Support: Given its status as a national postal service, there may be governmental incentives or support that could help stabilize and boost its operations, particularly in areas like logistics infrastructure.


5. E-commerce Boom: The growth of e-commerce can be both a challenge and an opportunity. If Pos Malaysia manages to leverage this trend effectively, especially through partnerships and improvements in delivery services, it might turn the tide in its favor.



If Pos Malaysia successfully navigates its transformation strategy and addresses its existing challenges, it could indeed be a "dark horse" with potential for a surprising comeback. However, it would depend on consistent execution, innovation, and possibly some external factors like market trends and regulatory support.

Second Interim Dividend

DXN HOLDINGS BHD.

Entitlement subject Second Interim Dividend
Entitlement description Second Interim Dividend of 0.80 sen per ordinary share in respect of the financial year ending 28 February 2025
Ex-Date 12 Nov 2024
Entitlement date 13 Nov 2024
Entitlement time 5:00 PM
Financial Year End 28 Feb 2025
Period
Share transfer book & register of members will be to closed from (both dates inclusive) for the purpose of determining the entitlement
Payment Date 29 Nov 2024
a.Securities transferred into the Depositor's Securities Account before 4:30 pm in respect of transfers 13 Nov 2024
b.Securities deposited into the Depositor's Securities Account before 12:30 pm in respect of securities exempted from mandatory deposit
c. Securities bought on the Exchange on a cum entitlement basis according to the Rules of the Exchange.
Number of new shares/securities issued (units)
(If applicable)
Entitlement indicator Currency
Announced Currency Malaysian Ringgit (MYR)
Disbursed Currency Malaysian Ringgit (MYR)
Entitlement in Currency Malaysian Ringgit (MYR) 0.0080

Par Value (if applicable)
Registrar or Service Provider name, address, telephone no BOARDROOM SHARE REGISTRARS SDN BHD
11th Floor, Menara Symphony
No. 5, Jalan Prof. Khoo Kay Kim (Jalan Semangat)
Seksyen 13
46200 Petaling Jaya
Selangor
Malaysia
Tel:0378904700
Fax:0378904670

MEMORANDUM OF UNDERSTANDING DXN HOLDINGS BHD. ("DXNH" OR "THE COMPANY") UPDATE ON THE STATUS OF MEMORANDUM OF UNDERSTANDING

DXN HOLDINGS BHD.

Type Announcement
Subject MEMORANDUM OF UNDERSTANDING
Description DXN HOLDINGS BHD. ("DXNH" OR "THE COMPANY")
UPDATE ON THE STATUS OF MEMORANDUM OF UNDERSTANDING
Reference is made to the Company’s announcements made on 31 July 2023, 21 September 2023, 9 October 2023, 16 October 2023, 25 October 2023, 24 January 2024, 23 April 2024, 26 July 2024 and 8 August 2024 respectively. The Board of Directors of DXN HOLDINGS BHD. ("DXNH" OR "THE COMPANY") wishes to update the status of the following Memorandum of Understanding ("MOU"):-



1. MOU dated 30 July 2023 entered into between the Company and Universiti Tunku Abdul Rahman and Hospital Universiti Tunku Abdul Rahman and Yayasan Prihatin Nasional

- There has been no material development on the status of this MOU since the last announcement made on 26 July 2024.



2. Memorandum of Agreement dated 20 September 2023 entered into between the Company and Persatuan Holistik Dan Herba Malaysia

- There has been no material development on the status of this Memorandum of Agreement since the last announcement made on 26 July 2024.



3. MOU dated 8 October 2023 entered into between the Company and UOC Sdn. Bhd.

- There has been no material development on the status of this MOU since the last announcement made on 26 July 2024.



4. MOU dated 15 October 2023 entered into between the Company and European Wellness Centers Inc

- There has been no material development on the status of this MOU since the last announcement made on 26 July 2024.



5. MOU dated 27 May 2024 entered into between Dexin Morocco with the Ministry of Industry and Trade and the Ministry of Investment, Convergence and Evaluation of Public Policies

- There has been no material development on the status of this MOU since the last announcement made on 8 August 2024.



Further announcement on the status of the MOU will be made in due course in accordance with the Listing Requirements of Bursa Malaysia Securities Berhad.



This announcement is dated 24 October 2024.

DXN - Notice of Book Closure

DXN HOLDINGS BHD.

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


Announcement Info
Company Name DXN HOLDINGS BHD.
Stock Name DXN
Date Announced 25 Oct 2024
Category Listing Circular
Reference Number ILC-25102024-00001

Syed Mokhtar Al-Bukhary, seorang tokoh perniagaan terkemuka di Malaysia, dikenali dengan keputusan strategik dalam syarikat-syarikat yang dikawalnya. Berkaitan dengan Pos Malaysia, Syed Mokhtar melalui usaha perniagaannya seperti DRB-HICOM telah memperoleh pegangan besar dalam syarikat tersebut. Adalah penting untuk diperhatikan bahawa Pos Malaysia melantik Ketua Pegawai Eksekutif (CEO) asing pertama, Charles Brewer, pada tahun 2021.

Pelantikan CEO asing menandakan peralihan ke arah meritokrasi, dengan memberi penekanan kepada kepakaran dan pengalaman global berbanding kewarganegaraan. Keputusan Syed Mokhtar untuk menyokong pelantikan sedemikian mungkin didorong oleh keperluan untuk membawa masuk amalan terbaik antarabangsa, visi strategik, dan kemahiran kepimpinan untuk mengubah syarikat. Ia adalah langkah untuk memastikan Pos Malaysia dapat menyesuaikan diri dengan keadaan pasaran yang sentiasa berubah, terutamanya dalam sektor logistik dan e-dagang yang kompetitif.

Pendekatan ini menunjukkan kesediaan Syed Mokhtar untuk mengutamakan prestasi dan pertumbuhan syarikat, dengan menerima kepimpinan yang membawa kemahiran dan pengalaman yang tepat untuk memajukan organisasi.

Syed Mokhtar Al-Bukhary, seorang tokoh perniagaan terkemuka di Malaysia, dikenali dengan keputusan strategik dalam syarikat-syarikat yang dikawalnya. Berkaitan dengan Pos Malaysia, Syed Mokhtar melalui usaha perniagaannya seperti DRB-HICOM telah memperoleh pegangan besar dalam syarikat tersebut. Adalah penting untuk diperhatikan bahawa Pos Malaysia melantik Ketua Pegawai Eksekutif (CEO) asing pertama, Charles Brewer, pada tahun 2021.

Pelantikan CEO asing menandakan peralihan ke arah meritokrasi, dengan memberi penekanan kepada kepakaran dan pengalaman global berbanding kewarganegaraan. Keputusan Syed Mokhtar untuk menyokong pelantikan sedemikian mungkin didorong oleh keperluan untuk membawa masuk amalan terbaik antarabangsa, visi strategik, dan kemahiran kepimpinan untuk mengubah syarikat. Ia adalah langkah untuk memastikan Pos Malaysia dapat menyesuaikan diri dengan keadaan pasaran yang sentiasa berubah, terutamanya dalam sektor logistik dan e-dagang yang kompetitif.

Pendekatan ini menunjukkan kesediaan Syed Mokhtar untuk mengutamakan prestasi dan pertumbuhan syarikat, dengan menerima kepimpinan yang membawa kemahiran dan pengalaman yang tepat untuk memajukan organisasi.

Syed Mokhtar Al-Bukhary, a prominent Malaysian tycoon, is known for his strategic business decisions, including in companies he controls. Regarding Pos Malaysia, Syed Mokhtar, through his business ventures like DRB-HICOM, acquired a significant stake in the company. It is noteworthy that Pos Malaysia appointed its first foreign CEO, Charles Brewer, in 2021.

Appointing a foreign CEO marked a shift towards meritocracy, emphasizing expertise and global experience over nationality. Syed Mokhtar's decision to support such appointments could be driven by the need to bring in international best practices, strategic vision, and leadership skills to transform the company. It was a move to ensure Pos Malaysia adapts to evolving market conditions, especially in the competitive logistics and e-commerce sectors.

This approach indicates Syed Mokhtar's willingness to prioritize company performance and growth, embracing leadership that brings the right skills and experience to steer the organization forward.

Syed Mokhtar Al-Bukhary, a prominent Malaysian tycoon, is known for his strategic business decisions, including in companies he controls. Regarding Pos Malaysia, Syed Mokhtar, through his business ventures like DRB-HICOM, acquired a significant stake in the company. It is noteworthy that Pos Malaysia appointed its first foreign CEO, Charles Brewer, in 2021.

Appointing a foreign CEO marked a shift towards meritocracy, emphasizing expertise and global experience over nationality. Syed Mokhtar's decision to support such appointments could be driven by the need to bring in international best practices, strategic vision, and leadership skills to transform the company. It was a move to ensure Pos Malaysia adapts to evolving market conditions, especially in the competitive logistics and e-commerce sectors.

This approach indicates Syed Mokhtar's willingness to prioritize company performance and growth, embracing leadership that brings the right skills and experience to steer the organization forward.

Shi Yijing, head of sustainable development data governance of Malaysia Post (POS, 4634, mainboard transportation and logistics stock), said that Malaysia Post Company has a history of 200 years of operation in Malaysia, and ESG is the company's transformation journey.

"The postal company will start the path of transformation in 2021, and ESG is within our strategic framework."

She said that Malaysia Post currently operates 343 electric vehicles, and the sustainable development also includes the installation of solar energy.

https://www.klsescreener.com/v2/news/view/1414473

BJAssets (Berjaya Assets Berhad) is often considered a “jewel” within the Berjaya Corporation Bhd (BJCorp) group due to several factors that make it a valuable asset within the conglomerate. Here are some reasons why BJAssets holds a prestigious position:

1. Prime Property Holdings: BJAssets owns high-value real estate in strategic locations, particularly in Johor Bahru. This includes Berjaya Waterfront, a prominent mixed-use development comprising retail, hotel, and entertainment properties, which attracts significant local and international visitors.
2. Gaming and Entertainment: BJAssets has a stake in the gaming industry through its subsidiary, gambling biz in Borneo , which provides a steady revenue stream. The gaming sector, especially through lottery and number forecasting games, is a consistent cash generator.
3. Diverse Revenue Streams: The company has diverse interests spanning real estate, hospitality, and entertainment. This diversity helps cushion the company from market volatility and economic downturns, creating a stable financial foundation.
4. High-Value Hospitality Assets: BJAssets manages high-end hotels and resorts, adding to its revenue from tourism and hospitality, which have strong growth potential, especially post-pandemic.
5. Strategic Position in Johor Bahru: Johor Bahru is a critical area for cross-border trade and tourism between Malaysia and Singapore. BJAssets’ holdings in this region position it to benefit from increasing economic activity.

Due to its diversified portfolio and strategic real estate and gaming assets, BJAssets is considered a key contributor to BJCorp’s overall value and growth potential.

BJAssets (Berjaya Assets Berhad) is often considered a “jewel” within the Berjaya Corporation Bhd (BJCorp) group due to several factors that make it a valuable asset within the conglomerate. Here are some reasons why BJAssets holds a prestigious position:

1. Prime Property Holdings: BJAssets owns high-value real estate in strategic locations, particularly in Johor Bahru. This includes Berjaya Waterfront, a prominent mixed-use development comprising retail, hotel, and entertainment properties, which attracts significant local and international visitors.
2. Gaming and Entertainment: BJAssets has a stake in the gaming industry through its subsidiary, gambling biz in Borneo , which provides a steady revenue stream. The gaming sector, especially through lottery and number forecasting games, is a consistent cash generator.
3. Diverse Revenue Streams: The company has diverse interests spanning real estate, hospitality, and entertainment. This diversity helps cushion the company from market volatility and economic downturns, creating a stable financial foundation.
4. High-Value Hospitality Assets: BJAssets manages high-end hotels and resorts, adding to its revenue from tourism and hospitality, which have strong growth potential, especially post-pandemic.
5. Strategic Position in Johor Bahru: Johor Bahru is a critical area for cross-border trade and tourism between Malaysia and Singapore. BJAssets’ holdings in this region position it to benefit from increasing economic activity.

Due to its diversified portfolio and strategic real estate and gaming assets, BJAssets is considered a key contributor to BJCorp’s overall value and growth potential.

Q3,2024 results out next month. Ada improvement, balik 40-50sen easily. Low trading volume mainly long or medium term investors including institutional investors, etc

buy on short term knee jerk reaction. Easy money to make, 😜 2QFY25 results fell short

DXN’s 2QFY25 underperformed on weaker-than-expected sales. We expect 3Q-4QFY25E earnings to soften with expectation for sales volume in Peru and Bolivia (its top 2 sales contributors) to normalise after front-loading activities ahead of a scheduled price hike in Sep 2024. Our FY25E-FY27E earnings estimates are lowered by 2%-7%. The stock continues to trade at undemanding 12M PER of 8x post our earnings downgrades. Maintain BUY with a lower TP of MYR0.84 based on an unchanged 11x CY25E PER target

DXN Holdings Bhd (DXN) is a Malaysian-based company primarily involved in the production and distribution of health and wellness products, particularly those centered around Ganoderma lucidum (reishi mushroom). Here are several reasons why DXN is often considered to have unlimited potential:

1. Growing Health and Wellness Industry

• Rising Demand: The global health and wellness market is expanding as consumers increasingly prioritize health, nutrition, and preventive care. DXN’s product offerings align well with this trend, tapping into a growing customer base interested in natural health solutions.
• Diverse Product Range: DXN offers a variety of products, including food supplements, personal care, and household products. This diversity allows the company to cater to different market segments, enhancing its market reach.

2. Strong Brand and Global Presence

• Established Reputation: DXN has built a strong brand reputation over the years, particularly in the direct selling model, which enhances customer trust and loyalty.
• International Expansion: DXN has expanded its operations to numerous countries worldwide, providing access to various markets. Its international presence allows it to capture diverse consumer needs and preferences, further enhancing growth potential.

3. Innovative Research and Development

• Focus on R&D: The company invests in research and development to improve existing products and develop new ones. This commitment to innovation can lead to a stronger product lineup that meets changing consumer demands.
• Health Benefits of Ganoderma: As a pioneer in promoting Ganoderma-based products, DXN can capitalize on the growing interest in herbal remedies and natural supplements. Research supporting the health benefits of Ganoderma can further enhance product credibility and consumer interest.

4. Strong Business Model

• Direct Selling Model: DXN operates through a direct selling model, which allows for lower overhead costs and the potential for high-profit margins. This model also incentivizes distributors, creating a motivated sales force that can drive growth.
• Global Network of Distributors: The company has a vast network of distributors, which can help accelerate market penetration and product awareness. A strong distributor network can facilitate quicker expansion and customer acquisition.

5. Emphasis on Education and Training

• Training Programs: DXN provides training and support to its distributors, equipping them with the knowledge and tools needed to effectively sell the products. This emphasis on education can lead to better sales performance and distributor retention.
• Health Awareness Initiatives: By promoting health education and awareness, DXN can position itself as a thought leader in the health and wellness space, attracting more customers and distributors to its network.

6. Adaptability to Market Changes

• Agility in Product Development: DXN has shown the ability to adapt its product offerings based on market trends and consumer preferences. This adaptability is crucial in a rapidly changing industry.
• Response to Consumer Needs: The company can respond quickly to emerging health trends, ensuring that its products remain relevant and appealing to consumers.

7. Sustainability Initiatives

• Focus on Natural Ingredients: As consumers become more conscious of sustainability and environmental impacts, DXN’s commitment to natural ingredients and sustainable practices can enhance its appeal in the market.
• Long-Term Viability: Companies that align with sustainability trends are often viewed favorably by consumers and investors, which can contribute to long-term growth potential.

Conclusion

DXN Holdings Bhd possesses numerous attributes that suggest unlimited potential for growth and expansion in the health and wellness sector. Its strong brand presence, diverse product offerings, commitment to innovation, effective business model, and adaptability to market changes position it well for future success. By leveraging these strengths and capitalizing on industry trends, DXN can continue to grow and expand its impact in the global market.

The appointment of a British CEO at Pos Malaysia, particularly under the leadership of Syed Mokhtar Al-Bukhary and the broader context of Malaysian Government-Linked Companies (GLCs), can be seen as a significant step towards meritocracy for several reasons. Here are some key points, along with supporting evidence:

1. International Expertise and Standards

The appointment of a foreign CEO often brings a wealth of international experience and best practices that can enhance operational efficiency and corporate governance. This move signals a shift toward prioritizing skills and qualifications over local connections or affiliations.

• Evidence: The tenure of CEO Charles Brewer, who took over Pos Malaysia in 2020, was characterized by efforts to streamline operations and introduce international logistics practices. His background in the logistics sector (previously with DHL) brought a fresh perspective to Pos Malaysia, focusing on efficiency and customer service.

2. Focus on Performance Metrics

A meritocratic approach emphasizes performance-based evaluations rather than traditional seniority or favoritism. The British CEO’s role in implementing key performance indicators (KPIs) and operational benchmarks can be seen as a move towards accountability.

• Evidence: Under Brewer’s leadership, Pos Malaysia introduced new KPIs to improve service delivery, customer satisfaction, and operational performance. This was reported in various business news articles, emphasizing a results-oriented culture.

3. Cultural Shift Towards Professionalism

Hiring foreign executives can catalyze a cultural shift within organizations, encouraging local talent to adopt more professional and competitive attitudes in the workplace. This aligns with the global business environment’s emphasis on meritocracy.

• Evidence: Industry analysts and commentators noted that Brewer’s leadership style fostered a more professional work environment. His focus on merit-based promotions and employee development initiatives has been reported in several business publications, showcasing a change in the corporate culture at Pos Malaysia.

4. Response to Economic Challenges

The challenges faced by Pos Malaysia, especially during the COVID-19 pandemic, necessitated a leadership approach focused on agility and innovation. Appointing a CEO with international experience can be viewed as a response to these challenges, prioritizing capabilities over local norms.

• Evidence: Brewer’s strategic initiatives, including partnerships with e-commerce platforms and the modernization of logistics operations, were essential during the pandemic. Reports highlighted how these strategies aimed to make Pos Malaysia more resilient and competitive in the market.

5. Inspiration for Other GLCs

The success or progress of a foreign CEO in a prominent GLC like Pos Malaysia can inspire other government-linked companies to adopt similar meritocratic principles in their leadership and operational structures. This trend can gradually shift the perception of meritocracy in Malaysia.

• Evidence: Commentary in Malaysian financial media has pointed out how Brewer’s leadership is being watched closely by other GLCs, with calls for more similar appointments to drive efficiency and modernize operations across the sector.

6. Potential for Talent Development

The presence of an international CEO can create opportunities for local talent to learn and develop skills that align with global standards. This mentorship can enhance the overall talent pool in Malaysia, fostering a more meritocratic environment.

• Evidence: Under Brewer, initiatives for staff training and development programs were introduced, aiming to elevate local talent to higher management roles, as reported in various press releases and corporate announcements.

Conclusion

The appointment of a British CEO at Pos Malaysia symbolizes a potential shift towards meritocracy within Malaysian GLCs by emphasizing international standards, performance metrics, cultural professionalism, and opportunities for local talent. This change can be seen as a significant step in reshaping the corporate landscape in Malaysia, promoting a more competitive and merit-based approach.

The appointment of a British CEO at Pos Malaysia, particularly under the leadership of Syed Mokhtar Al-Bukhary and the broader context of Malaysian Government-Linked Companies (GLCs), can be seen as a significant step towards meritocracy for several reasons. Here are some key points, along with supporting evidence:

1. International Expertise and Standards

The appointment of a foreign CEO often brings a wealth of international experience and best practices that can enhance operational efficiency and corporate governance. This move signals a shift toward prioritizing skills and qualifications over local connections or affiliations.

• Evidence: The tenure of CEO Charles Brewer, who took over Pos Malaysia in 2020, was characterized by efforts to streamline operations and introduce international logistics practices. His background in the logistics sector (previously with DHL) brought a fresh perspective to Pos Malaysia, focusing on efficiency and customer service.

2. Focus on Performance Metrics

A meritocratic approach emphasizes performance-based evaluations rather than traditional seniority or favoritism. The British CEO’s role in implementing key performance indicators (KPIs) and operational benchmarks can be seen as a move towards accountability.

• Evidence: Under Brewer’s leadership, Pos Malaysia introduced new KPIs to improve service delivery, customer satisfaction, and operational performance. This was reported in various business news articles, emphasizing a results-oriented culture.

3. Cultural Shift Towards Professionalism

Hiring foreign executives can catalyze a cultural shift within organizations, encouraging local talent to adopt more professional and competitive attitudes in the workplace. This aligns with the global business environment’s emphasis on meritocracy.

• Evidence: Industry analysts and commentators noted that Brewer’s leadership style fostered a more professional work environment. His focus on merit-based promotions and employee development initiatives has been reported in several business publications, showcasing a change in the corporate culture at Pos Malaysia.

4. Response to Economic Challenges

The challenges faced by Pos Malaysia, especially during the COVID-19 pandemic, necessitated a leadership approach focused on agility and innovation. Appointing a CEO with international experience can be viewed as a response to these challenges, prioritizing capabilities over local norms.

• Evidence: Brewer’s strategic initiatives, including partnerships with e-commerce platforms and the modernization of logistics operations, were essential during the pandemic. Reports highlighted how these strategies aimed to make Pos Malaysia more resilient and competitive in the market.

5. Inspiration for Other GLCs

The success or progress of a foreign CEO in a prominent GLC like Pos Malaysia can inspire other government-linked companies to adopt similar meritocratic principles in their leadership and operational structures. This trend can gradually shift the perception of meritocracy in Malaysia.

• Evidence: Commentary in Malaysian financial media has pointed out how Brewer’s leadership is being watched closely by other GLCs, with calls for more similar appointments to drive efficiency and modernize operations across the sector.

6. Potential for Talent Development

The presence of an international CEO can create opportunities for local talent to learn and develop skills that align with global standards. This mentorship can enhance the overall talent pool in Malaysia, fostering a more meritocratic environment.

• Evidence: Under Brewer, initiatives for staff training and development programs were introduced, aiming to elevate local talent to higher management roles, as reported in various press releases and corporate announcements.

Conclusion

The appointment of a British CEO at Pos Malaysia symbolizes a potential shift towards meritocracy within Malaysian GLCs by emphasizing international standards, performance metrics, cultural professionalism, and opportunities for local talent. This change can be seen as a significant step in reshaping the corporate landscape in Malaysia, promoting a more competitive and merit-based approach.

Syed Mokhtar Al-Bukhary, a prominent Malaysian businessman, might focus on making Pos Malaysia profitable soonest possible for several strategic and financial reasons. Here are some key motivations, supported by relevant evidence:

1. Diversification of Business Portfolio

Syed Mokhtar owns a diversified business empire through his company, DRB-HICOM, which acquired a controlling stake in Pos Malaysia in 2011. Pos Malaysia provides a key opportunity for Syed Mokhtar to expand his business portfolio into logistics, e-commerce, and postal services, especially in an era of digital commerce growth.

• Evidence: DRB-HICOM’s annual reports highlight their focus on growing logistics and postal services as part of their overall strategy, seeing synergies between automotive and logistics sectors.

2. Strategic Position in the Logistics and E-Commerce Market

With the rapid growth of e-commerce in Southeast Asia, Pos Malaysia’s logistical network can be leveraged to capture more market share in the delivery and courier services industry. Turning Pos Malaysia profitable would help Syed Mokhtar capitalize on this growing demand for last-mile delivery solutions.

• Evidence: According to Pos Malaysia’s Annual Reports, the company has been modernizing its delivery fleet and infrastructure to meet increasing demand from e-commerce giants like Lazada and Shopee. The Malaysian Communications and Multimedia Commission (MCMC) has also forecasted significant growth in the courier and delivery sectors.

3. Government Contracts and National Importance

As the national postal service, Pos Malaysia handles numerous government-related deliveries, including official documents, voting papers, and financial services for rural areas. Making the company profitable would secure these government contracts and preserve its national importance. Syed Mokhtar has historically maintained close ties with the government, and a profitable Pos Malaysia could strengthen his position in key government-related sectors.

• Evidence: Pos Malaysia’s involvement in distributing government aid and documents, along with Syed Mokhtar’s close relationships with political leadership, has been well documented in local media, particularly during national elections and pandemic aid distribution.

4. Financial and Investment Returns

Like any businessman, Syed Mokhtar would aim to generate returns on his investments. Pos Malaysia has been struggling with losses in recent years, and turning it profitable would not only enhance the value of his stake but also improve DRB-HICOM’s overall financial health.

• Evidence: Pos Malaysia reported significant financial losses in 2020 and 2021, as revealed in its financial reports. A turnaround plan to cut costs, improve efficiency, and explore new revenue streams was announced, with significant involvement from DRB-HICOM.

5. Job Creation and National Prestige

Pos Malaysia employs thousands of Malaysians, and keeping the company profitable would ensure the security of these jobs, something that may hold significant importance both politically and economically. As a key player in Malaysia’s corporate scene, Syed Mokhtar’s ability to revive a national icon would enhance his reputation and social standing.

• Evidence: News outlets such as The Star and NST have reported that Pos Malaysia plays a significant role in national job creation and its restructuring plans are aimed at minimizing job losses.

In summary, Syed Mokhtar’s interest in making Pos Malaysia profitable soonest possible likely stems from his desire to capture growing market opportunities, ensure government contracts, enhance financial returns, and maintain a strong political and social position.

Syed Mokhtar Al-Bukhary, a prominent Malaysian businessman, might focus on making Pos Malaysia profitable soonest possible for several strategic and financial reasons. Here are some key motivations, supported by relevant evidence:

1. Diversification of Business Portfolio

Syed Mokhtar owns a diversified business empire through his company, DRB-HICOM, which acquired a controlling stake in Pos Malaysia in 2011. Pos Malaysia provides a key opportunity for Syed Mokhtar to expand his business portfolio into logistics, e-commerce, and postal services, especially in an era of digital commerce growth.

• Evidence: DRB-HICOM’s annual reports highlight their focus on growing logistics and postal services as part of their overall strategy, seeing synergies between automotive and logistics sectors.

2. Strategic Position in the Logistics and E-Commerce Market

With the rapid growth of e-commerce in Southeast Asia, Pos Malaysia’s logistical network can be leveraged to capture more market share in the delivery and courier services industry. Turning Pos Malaysia profitable would help Syed Mokhtar capitalize on this growing demand for last-mile delivery solutions.

• Evidence: According to Pos Malaysia’s Annual Reports, the company has been modernizing its delivery fleet and infrastructure to meet increasing demand from e-commerce giants like Lazada and Shopee. The Malaysian Communications and Multimedia Commission (MCMC) has also forecasted significant growth in the courier and delivery sectors.

3. Government Contracts and National Importance

As the national postal service, Pos Malaysia handles numerous government-related deliveries, including official documents, voting papers, and financial services for rural areas. Making the company profitable would secure these government contracts and preserve its national importance. Syed Mokhtar has historically maintained close ties with the government, and a profitable Pos Malaysia could strengthen his position in key government-related sectors.

• Evidence: Pos Malaysia’s involvement in distributing government aid and documents, along with Syed Mokhtar’s close relationships with political leadership, has been well documented in local media, particularly during national elections and pandemic aid distribution.

4. Financial and Investment Returns

Like any businessman, Syed Mokhtar would aim to generate returns on his investments. Pos Malaysia has been struggling with losses in recent years, and turning it profitable would not only enhance the value of his stake but also improve DRB-HICOM’s overall financial health.

• Evidence: Pos Malaysia reported significant financial losses in 2020 and 2021, as revealed in its financial reports. A turnaround plan to cut costs, improve efficiency, and explore new revenue streams was announced, with significant involvement from DRB-HICOM.

5. Job Creation and National Prestige

Pos Malaysia employs thousands of Malaysians, and keeping the company profitable would ensure the security of these jobs, something that may hold significant importance both politically and economically. As a key player in Malaysia’s corporate scene, Syed Mokhtar’s ability to revive a national icon would enhance his reputation and social standing.

• Evidence: News outlets such as The Star and NST have reported that Pos Malaysia plays a significant role in national job creation and its restructuring plans are aimed at minimizing job losses.

In summary, Syed Mokhtar’s interest in making Pos Malaysia profitable soonest possible likely stems from his desire to capture growing market opportunities, ensure government contracts, enhance financial returns, and maintain a strong political and social position.

🤩 Syed Mokhtar al-Bukhary’s decision to maintain control over Pos Malaysia likely stems from several strategic factors, including its potential for digital transformation, vast infrastructure, and its role in Malaysia’s national logistics network. Here are some reasons why Pos Malaysia remains a valuable asset:

1. Extensive Infrastructure

Pos Malaysia possesses an established network of post offices, sorting centers, and distribution points across the country, making it a key player in Malaysia’s logistics and delivery landscape. This infrastructure can be leveraged to expand into e-commerce and digital services.

2. E-commerce Boom

With the rise of e-commerce in Malaysia and across Southeast Asia, there is enormous growth potential in logistics and parcel delivery. Pos Malaysia has the opportunity to reposition itself as a leading player in the booming e-commerce supply chain, offering last-mile delivery services, warehousing, and fulfillment solutions.

3. Government Ties

Being a national postal service, Pos Malaysia is closely linked to the government, which can provide support and collaboration for future ventures. Additionally, its importance in providing postal services across urban and rural areas adds a public service dimension to the business.

4. Digital Transformation

Syed Mokhtar might see the potential in transforming Pos Malaysia into a more technology-driven company. With investments in digital infrastructure, Pos Malaysia could tap into the fintech, logistics tech, and courier sectors. Modernizing services like payments, logistics tracking, and digital platforms can unlock new revenue streams.

5. Diversified Services

Pos Malaysia has already diversified into other services like financial services, insurance, and logistics. Syed Mokhtar may see the potential for further diversification, positioning the company to capture additional market segments, especially with rising consumer needs for integrated solutions.

6. Revival Potential

Although Pos Malaysia has faced challenges, Syed Mokhtar’s decision to retain it could signal a belief in its turnaround potential. With the right leadership, investment, and restructuring, the company could capitalize on growth opportunities, especially in the face of global logistics shifts and technological advancements.

In summary, Syed Mokhtar likely sees Pos Malaysia as a strategic national asset with significant untapped potential, especially in the areas of e-commerce, digital transformation, and logistics services.

Syed Mokhtar al-Bukhary’s decision to maintain control over Pos Malaysia likely stems from several strategic factors, including its potential for digital transformation, vast infrastructure, and its role in Malaysia’s national logistics network. Here are some reasons why Pos Malaysia remains a valuable asset:

1. Extensive Infrastructure

Pos Malaysia possesses an established network of post offices, sorting centers, and distribution points across the country, making it a key player in Malaysia’s logistics and delivery landscape. This infrastructure can be leveraged to expand into e-commerce and digital services.

2. E-commerce Boom

With the rise of e-commerce in Malaysia and across Southeast Asia, there is enormous growth potential in logistics and parcel delivery. Pos Malaysia has the opportunity to reposition itself as a leading player in the booming e-commerce supply chain, offering last-mile delivery services, warehousing, and fulfillment solutions.

3. Government Ties

Being a national postal service, Pos Malaysia is closely linked to the government, which can provide support and collaboration for future ventures. Additionally, its importance in providing postal services across urban and rural areas adds a public service dimension to the business.

4. Digital Transformation

Syed Mokhtar might see the potential in transforming Pos Malaysia into a more technology-driven company. With investments in digital infrastructure, Pos Malaysia could tap into the fintech, logistics tech, and courier sectors. Modernizing services like payments, logistics tracking, and digital platforms can unlock new revenue streams.

5. Diversified Services

Pos Malaysia has already diversified into other services like financial services, insurance, and logistics. Syed Mokhtar may see the potential for further diversification, positioning the company to capture additional market segments, especially with rising consumer needs for integrated solutions.

6. Revival Potential

Although Pos Malaysia has faced challenges, Syed Mokhtar’s decision to retain it could signal a belief in its turnaround potential. With the right leadership, investment, and restructuring, the company could capitalize on growth opportunities, especially in the face of global logistics shifts and technological advancements.

In summary, Syed Mokhtar likely sees Pos Malaysia as a strategic national asset with significant untapped potential, especially in the areas of e-commerce, digital transformation, and logistics services.

Kawan Food Bhd’s stock is often rated as undervalued by analysts for several reasons:

1. Strong Fundamentals: Kawan Food has a solid track record of profitability and steady revenue growth, particularly due to its robust position in the frozen food market. Despite this, its stock price may not fully reflect the company’s earnings potential, leading to undervaluation.
2. Expansion Potential: The company has recently expanded its production capacity with a new facility and has significant opportunities for growth in both domestic and international markets. However, the market may not have fully priced in the long-term benefits of these expansions, especially in the export market, leaving the stock undervalued.
3. Growing Demand for Frozen Foods: There is a global increase in demand for convenience foods and frozen food products, trends that benefit Kawan Food. Analysts may believe that the market is underestimating the company’s potential to capitalize on these growing trends, particularly in the ethnic food and Halal food segments.
4. Healthy Financial Position: Kawan Food maintains strong financial health with low debt levels and good cash flow, making it an attractive investment. Despite these positives, investor sentiment may still lag behind, leading analysts to consider the stock undervalued.
5. Market Sentiment Lag: Often, smaller or niche companies like Kawan Food don’t get the same level of attention from institutional investors as larger firms. This lack of attention can result in a stock price that doesn’t reflect the company’s true intrinsic value, even when its financial performance is solid.

Thus, Kawan Food’s combination of growth potential, strong fundamentals, and market opportunities make it a potential target for being undervalued by analysts, who see its stock as trading below its true worth.

Kawan Food Bhd could indeed become a takeover target for a larger food conglomerate for several reasons:

1. Market Leadership: Kawan Food holds a dominant position in the frozen food segment, especially with its popular products like roti canai and paratha. Its strong brand recognition in both domestic and international markets makes it an attractive acquisition for companies looking to enter or expand in this space.
2. Growth in the Frozen Food Sector: The frozen food market is rapidly growing, driven by increasing demand for convenient, ready-to-cook meals. A larger food conglomerate could leverage Kawan’s established production and distribution networks to further scale operations and capture this growth opportunity.
3. Export Potential: Kawan Food has significant export reach, with a presence globally. For a multinational food conglomerate, acquiring Kawan would provide an immediate entry into these markets and help them capitalize on the growing demand for Halal and Asian frozen food products in regions like North America, Europe, and the Middle East.
4. Strong Production Capacity: With its new, state-of-the-art manufacturing facility, Kawan Food is well-equipped to handle larger production volumes. This infrastructure would be attractive to a larger food company looking to quickly expand without having to build new facilities from scratch.
5. Healthy Financials and Brand Reputation: Kawan Food’s steady financial performance, strong cash flows, and reputation for quality products make it a low-risk, high-potential acquisition for a food conglomerate seeking growth in the frozen food sector.

Overall, Kawan Food’s established market position, growing international presence, and scalable operations would be very attractive to a larger food conglomerate looking to expand in the frozen and ethnic food segments.

Kawan Food Bhd has strong potential in the frozen food market, particularly for its flagship product, roti canai, both in Malaysia and for export. The company’s success is driven by several factors that suggest its sales could double or even triple in the coming years:

1. Growing Demand for Convenient Food: With consumers increasingly seeking convenient, ready-to-cook meals, Kawan Food’s frozen products, including roti canai, paratha, and other flatbreads, are well-positioned to capture this trend. The rise in demand for easy-to-prepare meals, especially during and post-pandemic, has boosted the frozen food segment globally.
2. Export Opportunities: Kawan Food has a strong presence in international markets, with exports globally. Its products, especially roti canai, are gaining popularity among expatriates, as well as consumers looking for ethnic food options. With expanding global demand for Halal and Asian foods, Kawan Food can tap into these markets more aggressively, especially in North America, Europe, and the Middle East.
3. Capacity Expansion: The company has been investing in expanding its production facilities. For instance, Kawan Food opened a new factory in Pulau Indah, which significantly increases its production capacity, allowing it to meet growing demand both domestically and internationally.
4. Rising Health Awareness: Kawan is capitalizing on health trends by offering healthier frozen options, such as whole wheat and multigrain products. As consumers look for healthier alternatives, this diversification could drive higher sales.
5. Strong Brand and Market Positioning: Kawan’s brand is well-established, especially in the roti canai segment, where it holds a leadership position. This reputation for quality gives it a competitive advantage as it looks to expand further.

In summary, Kawan Food’s investment in capacity, strong international presence, and alignment with consumer trends in convenience and health food could lead to substantial sales growth  .

😇🤩 Syed Mokhtar Al-Bukhary, a prominent Malaysian tycoon, would have multiple reasons to consider stepping in to rescue Pos Malaysia. His interests in the company likely go beyond immediate financial returns:

1. Strategic National Importance: Pos Malaysia is a national asset, providing critical infrastructure for communication and logistics. As a business leader with significant holdings in essential industries (e.g., ports, telecommunications), Syed Mokhtar might view Pos Malaysia as a strategic asset to maintain the flow of goods and services across the country, especially as e-commerce and logistics sectors expand.
2. Business Synergies: Syed Mokhtar controls several logistics and transportation-related businesses, such as DRB-HICOM, which owns a significant stake in Pos Malaysia. Ensuring Pos Malaysia remains viable would align with his broader business interests in logistics, automotives, and transportation. A successful Pos Malaysia could strengthen his other ventures by creating operational synergies, improving efficiency across his portfolio.
3. Reputation and Influence: As one of Malaysia’s most influential business figures, Syed Mokhtar’s involvement in rescuing Pos Malaysia would enhance his standing as a key player in the national economy. Supporting the recovery of a high-profile company would reinforce his image as someone capable of managing large-scale national assets and turning around struggling businesses.
4. Long-Term Growth Potential: Pos Malaysia’s ongoing transformation plan, including its shift from traditional mail services to parcel delivery and digital services, aligns with growth sectors like e-commerce. With the right strategic support, Pos Malaysia has the potential to tap into these expanding markets, making it a long-term growth opportunity for Syed Mokhtar’s portfolio  .

Thus, Syed Mokhtar would likely have strong financial, strategic, and reputational reasons to ensure Pos Malaysia’s success.

Terbaik; Syed Mokhtar Al-Bukhary, a prominent Malaysian tycoon, would have multiple reasons to consider stepping in to rescue Pos Malaysia. His interests in the company likely go beyond immediate financial returns:

1. Strategic National Importance: Pos Malaysia is a national asset, providing critical infrastructure for communication and logistics. As a business leader with significant holdings in essential industries (e.g., ports, telecommunications), Syed Mokhtar might view Pos Malaysia as a strategic asset to maintain the flow of goods and services across the country, especially as e-commerce and logistics sectors expand.
2. Business Synergies: Syed Mokhtar controls several logistics and transportation-related businesses, such as DRB-HICOM, which owns a significant stake in Pos Malaysia. Ensuring Pos Malaysia remains viable would align with his broader business interests in logistics, automotives, and transportation. A successful Pos Malaysia could strengthen his other ventures by creating operational synergies, improving efficiency across his portfolio.
3. Reputation and Influence: As one of Malaysia’s most influential business figures, Syed Mokhtar’s involvement in rescuing Pos Malaysia would enhance his standing as a key player in the national economy. Supporting the recovery of a high-profile company would reinforce his image as someone capable of managing large-scale national assets and turning around struggling businesses.
4. Long-Term Growth Potential: Pos Malaysia’s ongoing transformation plan, including its shift from traditional mail services to parcel delivery and digital services, aligns with growth sectors like e-commerce. With the right strategic support, Pos Malaysia has the potential to tap into these expanding markets, making it a long-term growth opportunity for Syed Mokhtar’s portfolio  .

Thus, Syed Mokhtar would likely have strong financial, strategic, and reputational reasons to ensure Pos Malaysia’s success.

Aaron Chen and his associates likely have a vested interest in ensuring that Genetec, a technology-driven company with a focus on automation and Industry 4.0 solutions, does not fail. There are several potential reasons for this commitment:

1. Financial Stakes: Chen and his group may hold significant investments in Genetec, either directly or through related ventures. As shareholders, they would have a strong incentive to protect their capital and see a return on their investment.
2. Strategic Importance: Genetec operates in high-growth sectors such as electric vehicles (EVs) and clean energy. These industries are expected to expand rapidly, and Genetec’s technological capabilities in automation could position it to capture more market share. Failing to support the company during critical periods could mean losing out on the potential upside as these sectors grow.
3. Reputation: For high-profile investors and business leaders like Chen and his associates, a company’s failure can tarnish their reputations. Ensuring the success of Genetec would help maintain their standing as successful business leaders capable of navigating complex business challenges.
4. Business Ecosystem: Genetec’s success or failure could have ripple effects on other businesses that Chen and his partners are involved in, especially if there are synergies between their ventures. Keeping Genetec afloat might help sustain or boost these interconnected interests.

Overall, Chen and his associates would not want to see Genetec fail because it would likely impact their financial, strategic, and reputational interests.

Buy😻

Pos Malaysia’s Q3 2024 results are expected to show improvement for several key reasons, despite challenges faced earlier in the year. The company is in the midst of a transformation plan designed to address the structural decline in traditional mail volume while enhancing its parcel and logistics operations. This includes expanding its parcel delivery services, scaling up its retail outlets (like Pos Shop), and boosting its fulfilment services, such as Pos Fulfill, which caters to both B2B and B2C sectors. These efforts are aimed at driving sustainable growth and operational efficiency  .

Additionally, Pos Malaysia has seen improvements in its customer acquisition efforts, and the company is focusing on cost control and margin improvements, which could help mitigate losses and potentially lead to better financial results . Furthermore, new initiatives in international logistics and partnerships in its aviation unit also add to the company’s revenue diversification, giving it a more solid foundation moving forward .

Drb dapat selamatkan pos malaysia ka?😛


On a brighter note, UPS added 5.28% after the parcel service provider reported a rise in third-quarter profit, on rebounding volumes and cost cuts.

Buy😎 On a brighter note, UPS added 5.28% after the parcel service provider reported a rise in third-quarter profit, on rebounding volumes and cost cuts.

Dennis Dick, trader at Triple D Trading said. "The story is still in tech, and that story is not going away, I would still say dips in tech need to be bought."

Why? Not able to stop the pos share price tumbled from rm3.60 to 31sen now? Epf dumped drb shares now???

2024-10-24
Insider
EMPLOYEES PROVIDENT FUND BOARD (a substantial shareholder) disposed 175,700 shares on 21-Oct-2024.

2024-10-23
Insider
EMPLOYEES PROVIDENT FUND BOARD (a substantial shareholder) disposed 242,000 shares on 18-Oct-2024.

2024-10-22
Insider
EMPLOYEES PROVIDENT FUND BOARD (a substantial shareholder) disposed 612,900 shares on 17-Oct-2024.

2024-10-21
Insider
EMPLOYEES PROVIDENT FUND BOARD (a substantial shareholder) disposed 1,988,600 shares on 16-Oct-2024.

Logistics to ride on e-commerce boom. On a more positive note, we see a bright spot in the domestically-driven third-party logistics (3PL) sector which is less vulnerable to external headwinds being buoyed by the booming e-commerce. Industry experts project the local e-commerce gross merchandise volume to grow at a CAGR of 7% from 2023 to 2027, with size reaching RM1.9t by 2027 from RM1.4t in 2023.

The booming e-commerce will spur demand for distribution hubs and warehouses to enable: (i) just-in-time (JIT) delivery, (ii) reshoring/nearshoring to bring manufacturers closer to end-customers, (iii) efficient automation system including interconnectivity with the customer system, and (iv) warehouse decentralisation to reduce transportation costs and de-risk the supply chain. There is also strong demand for cold-storage warehouses on the back of the proliferation of online grocery start-ups.

When comparing BJAssets and BJFood Bhd, there are several factors that might make BJAssets a more favorable investment at this moment:

Growth Potential: If BJAssets operates in a sector with higher growth prospects—such as technology or real estate development—it may present better long-term returns compared to BJFood, which might be more stable but with limited growth potential.

Financial Health: A thorough analysis of financial statements (like balance sheets, income statements, and cash flow statements) can reveal that BJAssets has stronger metrics—such as lower debt levels, higher profit margins, or better cash flow.

Market Trends: Current market trends might favor BJAssets. For instance, if there's increasing demand for assets managed by BJAssets, or if the sector it operates in is experiencing a boom, this could significantly enhance its value.

Management Team: The effectiveness and reputation of the management team in BJAssets could provide more confidence in its strategic direction and execution compared to BJFood's leadership.

Valuation Metrics: BJAssets may currently be undervalued relative to its earnings or growth potential, making it an attractive buy compared to BJFood, which might be overvalued or fairly priced.

Diversification: If BJAssets offers a more diversified portfolio, it can reduce risk and improve resilience against market fluctuations compared to a more singularly focused company like BJFood.

Innovation and Adaptation: BJAssets might be more innovative or adaptable in changing market conditions, positioning it better for future growth than BJFood, which may be more traditional or slower to adapt.

The principles of meritocracy can also significantly benefit DRB-HICOM, a prominent government-linked company in Malaysia involved in various sectors such as automotive, logistics, and property development. Here are several reasons why meritocracy is particularly relevant for DRB-HICOM:

1. Performance-Driven Culture: Implementing a meritocratic framework would ensure that employees are rewarded based on their contributions and results. This can lead to improved overall performance, as seen in many organizations that adopt performance metrics to evaluate staff. Companies with strong performance management systems tend to outperform their peers, according to research by Gallup.
2. Enhanced Employee Morale and Engagement: A meritocratic environment can boost employee morale and engagement. When employees feel that their efforts are recognized and rewarded, they are more likely to be motivated and committed to the organization. A Gallup study found that organizations with high employee engagement are 21% more productive and have 22% higher profitability.
3. Attracting Top Talent: DRB-HICOM, like other GLCs, competes for skilled talent. A meritocratic system can help attract high-caliber candidates who are seeking environments where they can thrive based on their abilities. According to LinkedIn’s 2020 Workforce Report, organizations that emphasize meritocracy are more likely to attract talent, leading to a stronger workforce.
4. Innovation and Adaptability: DRB-HICOM operates in dynamic industries such as automotive and logistics, where innovation is crucial for staying competitive. A meritocratic approach encourages employees to share their ideas and solutions, fostering a culture of innovation. Research by the Boston Consulting Group indicates that companies with diverse and meritocratic teams are 1.4 times more likely to be innovative.
5. Accountability and Transparency: Implementing meritocracy can enhance accountability within the organization. When employees know that their advancement is based on merit, they are more likely to take ownership of their work. The World Economic Forum has noted that accountability mechanisms in organizations lead to improved operational performance.
6. Reduction of Bureaucratic Inefficiencies: GLCs like DRB-HICOM may struggle with bureaucratic inefficiencies. A meritocratic culture can streamline decision-making processes by empowering capable individuals to lead initiatives. According to the McKinsey Global Institute, reducing bureaucratic hurdles can significantly enhance organizational efficiency and responsiveness.
7. Corporate Social Responsibility (CSR): By fostering a meritocratic culture, DRB-HICOM can also enhance its CSR initiatives. Employees motivated by meritocratic values are often more engaged in community service and sustainability efforts, aligning with the growing consumer demand for corporate responsibility. A study by Cone Communications found that 87% of consumers are more likely to purchase from a company that advocates for social and environmental issues.

In conclusion, adopting meritocracy in DRB-HICOM can lead to improved performance, innovation, and employee satisfaction while addressing challenges associated with public sector organizations. This approach can ultimately strengthen DRB-HICOM’s position in competitive markets and enhance its contributions to the Malaysian economy.

Meritocracy can significantly enhance the performance and effectiveness of government-linked companies (GLCs) like Pos Malaysia. Here are some justifications backed by relevant facts:

1. Improved Performance: In a meritocratic system, promotions and rewards are based on performance and ability rather than seniority or connections. This approach can lead to higher productivity. For instance, research by the McKinsey Global Institute shows that companies emphasizing merit-based promotions achieve better performance outcomes.
2. Talent Attraction and Retention: A meritocratic culture attracts top talent, as skilled individuals prefer environments where their contributions are recognized and rewarded. According to a 2020 report by Deloitte, organizations that prioritize meritocracy have higher employee engagement and lower turnover rates.
3. Innovation and Adaptability: GLCs like Pos Malaysia face challenges such as digital transformation and evolving customer expectations. A meritocracy fosters an environment where innovative ideas can emerge from all levels of the organization. A study published in the Harvard Business Review indicates that diverse teams, which thrive in meritocratic environments, are more innovative and better at problem-solving.
4. Enhanced Accountability: Meritocracy promotes accountability, as employees understand that their success depends on their contributions. This leads to a culture of responsibility and ownership, which is essential for GLCs like Pos Malaysia, where public trust and efficient service delivery are critical. The World Bank has noted that accountability in public sector organizations is crucial for improving service quality.
5. Economic Growth: By ensuring that the best individuals are in leadership and key positions, meritocracy can drive economic growth. According to the International Labour Organization, efficient public enterprises are essential for sustainable economic development, particularly in emerging markets like Malaysia.
6. Reduction of Corruption: Implementing a meritocratic system can help reduce nepotism and corruption, which often hinder GLCs’ effectiveness. The Transparency International Corruption Perceptions Index indicates that countries with higher levels of meritocracy tend to have lower corruption levels.

In conclusion, adopting a meritocratic approach within GLCs like Pos Malaysia can lead to enhanced performance, greater innovation, and better service delivery, ultimately contributing to economic growth and public trust.

Pelantikan ahli lembaga pengarah syarikat berkaitan kerajaan (GLC) di Malaysia sering dipertikaikan sebagai lemah kerana beberapa sebab yang boleh dilihat melalui contoh-contoh terdahulu dan amalan semasa. Berikut adalah beberapa bukti dan faktor yang menunjukkan kelemahan dalam pelantikan lembaga pengarah GLC:

1. Pengaruh Politik yang Kuat:

• Pelantikan Berdasarkan Hubungan Politik: Dalam banyak kes, ahli lembaga pengarah GLC dilantik berdasarkan hubungan politik, bukan semata-mata berdasarkan kelayakan atau kepakaran. Ini menimbulkan persoalan mengenai integriti, kebolehan pengurusan, dan keutamaan syarikat. Sebagai contoh, terdapat beberapa laporan di mana tokoh politik atau individu yang rapat dengan kerajaan dilantik tanpa pengalaman mendalam dalam industri berkaitan.
• Kes Terdahulu: Pada 2018, selepas perubahan kerajaan, beberapa ahli lembaga pengarah dalam GLC di Malaysia dipecat dan digantikan, menonjolkan bagaimana pelantikan boleh berubah mengikut arah politik, yang menunjukkan ketidakstabilan dan kelemahan dalam memilih berdasarkan merit.

2. Kurangnya Kepakaran Khusus:

• Pelantikan Tidak Berdasarkan Kepakaran Industri: Beberapa ahli lembaga pengarah yang dilantik ke GLC tidak mempunyai kepakaran yang relevan dalam sektor tertentu. Sebagai contoh, ahli lembaga pengarah dalam syarikat telekomunikasi mungkin tidak mempunyai latar belakang teknologi, atau ahli lembaga dalam sektor logistik tidak mempunyai pengalaman dalam pengurusan rantaian bekalan.
• Impak Negatif pada Prestasi Syarikat: Ketiadaan kepakaran dalam lembaga pengarah boleh menjejaskan prestasi syarikat, kerana mereka tidak dapat memberikan bimbingan strategik atau membuat keputusan yang tepat dalam industri yang semakin kompetitif. Ini juga boleh mengakibatkan salah urus atau peluang perniagaan terlepas.

3. Ketiadaan Akauntabiliti:

• Tiada Tindakan Terhadap Prestasi Buruk: Dalam banyak kes, ahli lembaga pengarah yang dilantik ke GLC tidak bertanggungjawab sepenuhnya walaupun syarikat mencatatkan prestasi buruk atau kerugian besar. Ketiadaan tindakan tegas terhadap ahli lembaga pengarah yang gagal menunjukkan bahawa akauntabiliti mereka tidak diutamakan.
• Contoh POS Malaysia: Dalam kes seperti POS Malaysia yang dibeli oleh DRB-HICOM, prestasi saham yang merosot tidak diiringi dengan tindakan terhadap ahli lembaga pengarah yang terlibat, walaupun terdapat kerugian besar bagi syarikat dan pemegang saham. Ini menimbulkan persoalan mengenai bagaimana keputusan dibuat dan siapa yang bertanggungjawab apabila prestasi syarikat merosot.

4. Campur Tangan Eksekutif:

• Kawalan Terlalu Ketat oleh Kerajaan: Banyak GLC dikendalikan dengan kawalan kerajaan yang ketat, yang menghadkan autonomi ahli lembaga pengarah dalam membuat keputusan perniagaan. Ini menyebabkan mereka lebih cenderung membuat keputusan berdasarkan kepentingan politik berbanding dengan kepentingan komersial syarikat.
• Impak pada Pertumbuhan Jangka Panjang: Campur tangan eksekutif yang berlebihan sering menyekat inovasi dan keupayaan syarikat untuk bersaing di peringkat global, kerana keputusan strategik jangka panjang sering dikompromikan.

5. Pelantikan Tidak Melalui Proses Pemilihan Terbuka:

• Tiada Proses Pemilihan yang Transparen: Pelantikan ahli lembaga pengarah GLC jarang dilakukan melalui proses pemilihan yang telus atau berasaskan merit yang jelas. Selalunya, pelantikan dibuat secara dalaman atau melalui rundingan tertutup, yang menyebabkan kurangnya keyakinan terhadap kualiti pengurusan dan tadbir urus syarikat.
• Ketiadaan Amalan Terbaik: Di banyak negara maju, pelantikan lembaga pengarah dibuat berdasarkan penilaian profesional dengan penglibatan pelbagai pihak berkepentingan. Di Malaysia, proses ini sering kali kurang terbuka dan tidak berlandaskan kriteria kelayakan yang ketat.

6. Kes-kes GLC dengan Prestasi Buruk:

• 1MDB: Satu contoh terkenal ialah skandal 1MDB, di mana kegagalan tadbir urus dan pengawasan yang lemah menyebabkan kerugian berbilion ringgit. Skandal ini menunjukkan kelemahan dalam proses pelantikan, di mana individu-individu dengan hubungan politik yang kuat memainkan peranan dalam lembaga pengarah tetapi gagal memastikan pengurusan kewangan yang bertanggungjawab.
• Tabung Haji: Tabung Haji juga mengalami krisis pengurusan, di mana pelantikan ahli lembaga yang tidak cekap menyebabkan kerugian dan skandal kewangan, menjejaskan imej dan prestasi kewangan syarikat tersebut.

Kesimpulan:

Kelemahan dalam pelantikan ahli lembaga pengarah GLC di Malaysia berpunca daripada pengaruh politik yang kuat, ketiadaan kepakaran industri yang relevan, kurangnya akauntabiliti, campur tangan eksekutif, dan proses pelantikan yang tidak telus. Ini boleh dilihat melalui beberapa kes prestasi buruk dan salah urus dalam GLC seperti 1MDB, Tabung Haji, dan POS Malaysia. Bagi memperbaiki kelemahan ini, proses pelantikan perlu lebih berasaskan merit, telus, dan bebas daripada campur tangan politik.

Pelantikan ahli lembaga pengarah syarikat berkaitan kerajaan (GLC) di Malaysia sering dipertikaikan sebagai lemah kerana beberapa sebab yang boleh dilihat melalui contoh-contoh terdahulu dan amalan semasa. Berikut adalah beberapa bukti dan faktor yang menunjukkan kelemahan dalam pelantikan lembaga pengarah GLC:

1. Pengaruh Politik yang Kuat:

• Pelantikan Berdasarkan Hubungan Politik: Dalam banyak kes, ahli lembaga pengarah GLC dilantik berdasarkan hubungan politik, bukan semata-mata berdasarkan kelayakan atau kepakaran. Ini menimbulkan persoalan mengenai integriti, kebolehan pengurusan, dan keutamaan syarikat. Sebagai contoh, terdapat beberapa laporan di mana tokoh politik atau individu yang rapat dengan kerajaan dilantik tanpa pengalaman mendalam dalam industri berkaitan.
• Kes Terdahulu: Pada 2018, selepas perubahan kerajaan, beberapa ahli lembaga pengarah dalam GLC di Malaysia dipecat dan digantikan, menonjolkan bagaimana pelantikan boleh berubah mengikut arah politik, yang menunjukkan ketidakstabilan dan kelemahan dalam memilih berdasarkan merit.

2. Kurangnya Kepakaran Khusus:

• Pelantikan Tidak Berdasarkan Kepakaran Industri: Beberapa ahli lembaga pengarah yang dilantik ke GLC tidak mempunyai kepakaran yang relevan dalam sektor tertentu. Sebagai contoh, ahli lembaga pengarah dalam syarikat telekomunikasi mungkin tidak mempunyai latar belakang teknologi, atau ahli lembaga dalam sektor logistik tidak mempunyai pengalaman dalam pengurusan rantaian bekalan.
• Impak Negatif pada Prestasi Syarikat: Ketiadaan kepakaran dalam lembaga pengarah boleh menjejaskan prestasi syarikat, kerana mereka tidak dapat memberikan bimbingan strategik atau membuat keputusan yang tepat dalam industri yang semakin kompetitif. Ini juga boleh mengakibatkan salah urus atau peluang perniagaan terlepas.

3. Ketiadaan Akauntabiliti:

• Tiada Tindakan Terhadap Prestasi Buruk: Dalam banyak kes, ahli lembaga pengarah yang dilantik ke GLC tidak bertanggungjawab sepenuhnya walaupun syarikat mencatatkan prestasi buruk atau kerugian besar. Ketiadaan tindakan tegas terhadap ahli lembaga pengarah yang gagal menunjukkan bahawa akauntabiliti mereka tidak diutamakan.
• Contoh POS Malaysia: Dalam kes seperti POS Malaysia yang dibeli oleh DRB-HICOM, prestasi saham yang merosot tidak diiringi dengan tindakan terhadap ahli lembaga pengarah yang terlibat, walaupun terdapat kerugian besar bagi syarikat dan pemegang saham. Ini menimbulkan persoalan mengenai bagaimana keputusan dibuat dan siapa yang bertanggungjawab apabila prestasi syarikat merosot.

4. Campur Tangan Eksekutif:

• Kawalan Terlalu Ketat oleh Kerajaan: Banyak GLC dikendalikan dengan kawalan kerajaan yang ketat, yang menghadkan autonomi ahli lembaga pengarah dalam membuat keputusan perniagaan. Ini menyebabkan mereka lebih cenderung membuat keputusan berdasarkan kepentingan politik berbanding dengan kepentingan komersial syarikat.
• Impak pada Pertumbuhan Jangka Panjang: Campur tangan eksekutif yang berlebihan sering menyekat inovasi dan keupayaan syarikat untuk bersaing di peringkat global, kerana keputusan strategik jangka panjang sering dikompromikan.

5. Pelantikan Tidak Melalui Proses Pemilihan Terbuka:

• Tiada Proses Pemilihan yang Transparen: Pelantikan ahli lembaga pengarah GLC jarang dilakukan melalui proses pemilihan yang telus atau berasaskan merit yang jelas. Selalunya, pelantikan dibuat secara dalaman atau melalui rundingan tertutup, yang menyebabkan kurangnya keyakinan terhadap kualiti pengurusan dan tadbir urus syarikat.
• Ketiadaan Amalan Terbaik: Di banyak negara maju, pelantikan lembaga pengarah dibuat berdasarkan penilaian profesional dengan penglibatan pelbagai pihak berkepentingan. Di Malaysia, proses ini sering kali kurang terbuka dan tidak berlandaskan kriteria kelayakan yang ketat.

6. Kes-kes GLC dengan Prestasi Buruk:

• 1MDB: Satu contoh terkenal ialah skandal 1MDB, di mana kegagalan tadbir urus dan pengawasan yang lemah menyebabkan kerugian berbilion ringgit. Skandal ini menunjukkan kelemahan dalam proses pelantikan, di mana individu-individu dengan hubungan politik yang kuat memainkan peranan dalam lembaga pengarah tetapi gagal memastikan pengurusan kewangan yang bertanggungjawab.
• Tabung Haji: Tabung Haji juga mengalami krisis pengurusan, di mana pelantikan ahli lembaga yang tidak cekap menyebabkan kerugian dan skandal kewangan, menjejaskan imej dan prestasi kewangan syarikat tersebut.

Kesimpulan:

Kelemahan dalam pelantikan ahli lembaga pengarah GLC di Malaysia berpunca daripada pengaruh politik yang kuat, ketiadaan kepakaran industri yang relevan, kurangnya akauntabiliti, campur tangan eksekutif, dan proses pelantikan yang tidak telus. Ini boleh dilihat melalui beberapa kes prestasi buruk dan salah urus dalam GLC seperti 1MDB, Tabung Haji, dan POS Malaysia. Bagi memperbaiki kelemahan ini, proses pelantikan perlu lebih berasaskan merit, telus, dan bebas daripada campur tangan politik.

Memecat semua ahli lembaga pengarah DRB-HICOM hanya wajar jika ada bukti jelas salah urus, keputusan pelaburan yang gagal, atau tiada tindakan pemulihan terhadap penurunan nilai POS Malaysia. Sebelum membuat keputusan drastik, penilaian individu harus dilakukan, dan pemecatan terpilih atau penambahbaikan strategi mungkin lebih adil dan seimbang untuk memastikan akauntabiliti tanpa menjejaskan kestabilan syarikat.

Lembaga pengarah DRB-HICOM boleh dipertanggungjawabkan atas penurunan harga saham POS Malaysia jika keputusan pembelian pada RM3.60 sesaham dibuat tanpa kajian risiko yang teliti atau strategi pengurusan selepas pembelian lemah. Namun, faktor luar seperti perubahan pasaran, persaingan, dan kesan ekonomi global juga memainkan peranan. Jika mereka gagal bertindak sewajarnya untuk menyesuaikan syarikat dengan cabaran ini, tanggungjawab terletak pada mereka. Penilaian menyeluruh perlu dilakukan untuk menentukan tahap kesalahan dan langkah pemulihan yang wajar.

Menyerahkan POS Malaysia kepada syarikat e-dagang seperti Lazada atau Shopee, sama ada melalui penjualan keseluruhan atau sebahagian kepentingan, mungkin satu strategi yang menarik bagi DRB-HICOM. Namun, keputusan ini memerlukan penilaian yang teliti terhadap beberapa faktor berikut:

Kelebihan DRB Melepaskan POS Malaysia kepada Lazada atau Shopee:

1. Fokus kepada Perniagaan Teras:
• DRB-HICOM boleh memfokuskan semula sumber dan tenaga mereka kepada perniagaan utama, seperti automotif, hartanah, dan perkhidmatan lain, yang lebih dekat dengan kepakaran syarikat. Melepaskan POS Malaysia mungkin membantu mengurangkan beban operasi yang di luar bidang fokus utama DRB.
2. Perkongsian Strategik:
• Jika DRB memilih untuk menjual hanya sebahagian kepentingan kepada Lazada atau Shopee, mereka boleh mewujudkan perkongsian strategik yang lebih rapat. Lazada dan Shopee mungkin berminat untuk mengawal sebahagian daripada operasi logistik mereka sendiri melalui POS Malaysia, yang boleh meningkatkan sinergi dan kecekapan penghantaran.
3. Peningkatan Modal:
• Melepaskan POS Malaysia kepada syarikat besar seperti Lazada atau Shopee mungkin membolehkan DRB mendapat nilai jualan yang signifikan, terutama jika sektor e-dagang terus berkembang. Modal yang diperoleh boleh digunakan untuk mengurangkan hutang atau melabur dalam bidang perniagaan lain yang lebih menguntungkan untuk DRB.
4. Memperkukuhkan Operasi POS Malaysia:
• Lazada dan Shopee sebagai pemilik baru boleh melabur lebih banyak dalam infrastruktur logistik POS Malaysia untuk meningkatkan kecekapan penghantaran. Ini mungkin memberi manfaat kepada keseluruhan industri logistik di Malaysia dan mengukuhkan kedudukan POS Malaysia dalam pasaran e-dagang.

Risiko dan Keburukan Melepaskan POS Malaysia kepada Lazada atau Shopee:

1. Kehilangan Aset Strategik:
• POS Malaysia masih mempunyai nilai yang signifikan sebagai aset strategik di Malaysia, terutamanya dengan jaringan logistik yang luas dan potensi pertumbuhan jangka panjang dalam sektor e-dagang. Jika DRB menjualnya, mereka mungkin kehilangan akses kepada perniagaan yang boleh menjadi lebih menguntungkan di masa depan, terutama jika diuruskan dengan baik.
2. Ketergantungan Kepada Pihak Ketiga:
• Jika POS Malaysia dijual kepada syarikat e-dagang, DRB mungkin kehilangan kawalan ke atas perkhidmatan logistik penting yang boleh mempengaruhi banyak syarikat tempatan lain. Ini juga boleh menyebabkan kebimbangan pasaran, terutamanya jika Lazada atau Shopee mengubah model perniagaan atau menaikkan kos penghantaran untuk pesaing mereka.
3. Nilai Jualan Tidak Optimum:
• Sekiranya prestasi kewangan POS Malaysia masih dalam keadaan yang lemah, DRB mungkin tidak memperoleh nilai yang optimum daripada jualan. Menjual pada masa yang salah mungkin menyebabkan DRB kehilangan potensi peningkatan nilai di masa depan jika industri logistik dan e-dagang terus berkembang.
4. Kesan kepada Kakitangan:
• Jualan kepada Lazada atau Shopee mungkin menyebabkan penyusunan semula kakitangan dan operasi, yang boleh menjejaskan kebajikan pekerja POS Malaysia. DRB mungkin ingin memastikan ada langkah perlindungan untuk memastikan nasib pekerja terjamin.

Alternatif Lain:

• Penstrukturan Semula: DRB boleh mempertimbangkan penstrukturan semula POS Malaysia untuk menjadikannya lebih cekap dan menguntungkan sebelum membuat keputusan untuk menjualnya. Ini mungkin termasuk mencari rakan strategik atau melabur dalam teknologi yang meningkatkan kecekapan operasi.
• Kerjasama Operasi Tanpa Jualan: DRB boleh mempertimbangkan untuk menjalin kerjasama operasi dengan Lazada atau Shopee tanpa perlu menjual POS Malaysia. Ini membolehkan POS Malaysia mengekalkan kemerdekaannya, tetapi pada masa yang sama mendapat manfaat daripada pelaburan teknologi dan logistik dari syarikat e-dagang.

Kesimpulan:

Melepaskan POS Malaysia kepada Lazada atau Shopee boleh menjadi langkah strategik yang baik untuk DRB-HICOM jika mereka melihat sektor logistik sebagai kurang penting untuk masa depan mereka. Walau bagaimanapun, mereka harus memastikan bahawa jualan tersebut memberi nilai yang wajar, dan mempertimbangkan implikasi jangka panjang, terutamanya dalam konteks pertumbuhan e-dagang. Alternatif seperti kerjasama atau penstrukturan semula juga boleh dipertimbangkan sebelum mengambil langkah akhir.

Menjual POS Malaysia mungkin merupakan langkah yang baik untuk DRB-HICOM bergantung kepada beberapa faktor yang perlu dipertimbangkan dengan teliti. Berikut adalah beberapa sebab ia boleh menjadi langkah positif, serta beberapa potensi risiko yang perlu difikirkan:

Kelebihan Menjual POS Malaysia:

1. Pengurangan Beban Kewangan:
• POS Malaysia mungkin memberi tekanan kepada aliran tunai DRB jika syarikat itu beroperasi pada kerugian atau prestasi yang lemah. Dengan menjual POS Malaysia, DRB dapat mengurangkan beban kewangan dan menumpukan sumber ke bidang perniagaan lain yang lebih menguntungkan.
2. Fokus kepada Perniagaan Teras:
• DRB-HICOM mempunyai pelbagai perniagaan dalam industri automotif, hartanah, dan pertahanan. Dengan menjual POS Malaysia, DRB boleh memfokuskan lebih banyak tenaga dan sumber pada perniagaan teras ini, yang mungkin mempunyai potensi pulangan yang lebih tinggi.
3. Menjana Dana:
• Penjualan POS Malaysia boleh membawa masuk dana segar yang boleh digunakan untuk mengurangkan hutang, melabur dalam perniagaan lain yang lebih strategik, atau melancarkan projek baru yang lebih menjanjikan.
4. Mengelakkan Risiko Kelebihan Kapasiti:
• Sektor pos dan kurier semakin terjejas oleh persaingan ketat daripada syarikat teknologi dan e-dagang. Menjual POS Malaysia boleh membebaskan DRB daripada risiko kelebihan kapasiti atau ketidakmampuan bersaing dalam sektor logistik yang berubah dengan pantas.

Potensi Risiko Penjualan POS Malaysia:

1. Kehilangan Aset Strategik:
• POS Malaysia masih mempunyai rangkaian logistik yang luas dan aset hartanah yang bernilai. Dengan menjual syarikat itu, DRB mungkin kehilangan akses kepada aset strategik yang berpotensi mencipta nilai dalam jangka panjang, terutamanya jika ekonomi pulih atau sektor e-dagang terus berkembang.
2. Nilai Jualan Tidak Optimum:
• Jika POS Malaysia dijual semasa prestasi syarikat lemah, harga jualan mungkin tidak mencerminkan nilai sebenar aset syarikat. Ini boleh menyebabkan DRB kehilangan potensi pulangan yang lebih baik jika syarikat itu dipulihkan sebelum dijual.
3. Kesinambungan Pendapatan:
• POS Malaysia masih menyumbang kepada pendapatan DRB, walaupun pada kadar yang mungkin lebih rendah. Menjual syarikat ini akan menyebabkan pengurangan dalam sumber pendapatan, walaupun ia tidak menguntungkan sepenuhnya.
4. Potensi Peluang Masa Depan:
• Sektor logistik dan penghantaran mempunyai potensi pertumbuhan yang tinggi terutamanya dengan peningkatan e-dagang. Melepaskan POS Malaysia mungkin membuat DRB terlepas peluang dalam sektor yang sedang berkembang ini jika diuruskan dengan lebih baik.

Kesimpulan:

Jika DRB-HICOM menilai bahawa POS Malaysia tidak lagi sesuai dengan strategi jangka panjangnya dan penjualan boleh memberi manfaat kewangan yang ketara, ia mungkin merupakan keputusan yang baik. Namun, DRB harus memastikan bahawa penjualan dilakukan pada masa yang tepat, dengan harga yang adil, dan mempertimbangkan potensi risiko jangka panjang terhadap portfolionya.

Jika POS Malaysia menjejaskan prestasi DRB-HICOM, DRB perlu bertindak segera untuk mengurangkan impak negatif ini. Berikut adalah beberapa langkah yang boleh diambil:

1. Penyusunan Semula Kos:

• Pengurangan kos operasi: DRB perlu melihat kepada peluang untuk mengurangkan kos operasi POS Malaysia, termasuk mengurangkan pekerja yang tidak diperlukan, mengurangkan penggunaan tenaga, dan memperbaiki rantaian bekalan.
• Penstrukturan semula hutang: Jika POS Malaysia mempunyai beban hutang yang tinggi, DRB boleh mempertimbangkan penstrukturan semula hutang untuk meringankan beban kewangan.

2. Penambahbaikan Operasi:

• Digitalisasi perkhidmatan: Melabur dalam teknologi untuk meningkatkan kecekapan, seperti memperkenalkan automasi dalam proses penghantaran, sistem penjejakan yang lebih baik, dan digitalisasi perkhidmatan kaunter.
• Pengoptimuman rangkaian logistik: POS Malaysia mempunyai rangkaian logistik yang luas, dan DRB boleh menambah baik kecekapan logistik melalui pengurusan aset yang lebih baik, penjadualan pengangkutan yang lebih efisien, dan penggunaan teknologi logistik terkini.

3. Diversifikasi Pendapatan:

• Meningkatkan kehadiran dalam e-dagang: DRB boleh memanfaatkan rangkaian POS Malaysia untuk menjadi pemain penting dalam e-dagang dan penghantaran logistik, terutamanya untuk penghantaran “last mile” dan penyelesaian logistik digital.
• Memperluaskan perkhidmatan kewangan: POS Malaysia boleh mengembangkan perkhidmatan kewangan yang sedia ada seperti kiriman wang, insurans, dan pembayaran bil untuk menjana lebih banyak pendapatan dari sektor perkhidmatan.

4. Menjual Aset Bukan Teras:

• Pelupusan aset tidak strategik: DRB boleh menjual aset atau bahagian perniagaan POS Malaysia yang tidak menguntungkan atau bukan teras, seperti beberapa hartanah yang mungkin boleh dijual untuk menghasilkan modal tambahan.
• Perkongsian strategik: DRB boleh mencari rakan kongsi strategik untuk melabur dalam atau mengurus sebahagian daripada operasi POS Malaysia, khususnya dalam bidang logistik atau fintech.

5. Peningkatan Perkhidmatan Pelanggan:

• Tingkatkan kualiti perkhidmatan: Memfokuskan kepada pengalaman pelanggan yang lebih baik, seperti meningkatkan ketepatan masa penghantaran dan sokongan pelanggan yang lebih responsif, boleh memulihkan kepercayaan pengguna.
• Inovasi produk: DRB boleh memperkenalkan perkhidmatan baharu seperti penghantaran ekspres, penghantaran antarabangsa yang lebih kompetitif, atau penyelesaian penghantaran untuk barangan khas.

6. Kajian Semula Strategi:

• Kajian semula pegangan: DRB perlu menilai sama ada terus memiliki POS Malaysia adalah pilihan terbaik, atau sama ada melepaskan sebahagian atau keseluruhan pegangan dalam POS Malaysia boleh memberi lebih nilai kepada syarikat induk.
• Gabungan atau Kerjasama: Mempertimbangkan penggabungan dengan syarikat logistik lain untuk mencipta sinergi dan mengurangkan kos.

Dengan bertindak cepat dan melaksanakan langkah-langkah ini, DRB dapat memperbaiki prestasi POS Malaysia dan mengurangkan kesannya terhadap prestasi keseluruhan DRB-HICOM.

If DRB-HICOM acquired POS Malaysia at a high share price, there are a few strategic actions they could consider to optimize the situation:

1. Operational Efficiency:

• Streamline operations: DRB could push for internal reforms within POS Malaysia to improve cost efficiency, reduce overheads, and optimize operational processes like logistics, warehousing, and fleet management.
• Automation and digitization: Invest in technology to modernize the postal and delivery services, reducing manual work, and improving service levels to meet e-commerce demands.

2. Revenue Diversification:

• Expand into e-commerce: Leverage POS Malaysia’s extensive logistics network to offer e-commerce solutions and compete in last-mile delivery for online shopping platforms.
• Financial services: POS Malaysia could expand its financial services, such as remittances, bill payments, and insurance, leveraging its nationwide reach.

3. Asset Optimization:

• Monetize real estate: POS Malaysia owns many prime real estate properties, such as post offices, that could be redeveloped or leased to generate additional revenue streams.
• Partnerships and joint ventures: DRB could seek out strategic partners to co-invest in enhancing POS Malaysia’s infrastructure and services, especially in sectors like logistics, fintech, or telecommunications.

4. Cost Restructuring:

• Reevaluate pricing strategy: DRB could work with POS Malaysia to adjust service pricing to better reflect market conditions and improve margins.
• Exit non-core businesses: Evaluate and divest from underperforming or non-essential business lines to focus on profitable areas.

5. Customer-Centric Innovation:

• Enhance customer experience: Improve POS Malaysia’s service standards through enhanced tracking, faster delivery, and better customer support, which will help regain market trust and possibly increase market share.
• New product offerings: POS Malaysia could develop new services like courier express, logistics for pharmaceuticals, or temperature-sensitive goods, leveraging the growing demands of various industries.

6. Strategic Review:

• Revisit acquisition strategy: Assess whether the acquisition premium was justified and if adjustments or negotiations with stakeholders are needed to improve long-term value.
• Consider M&A: DRB could consider merging POS Malaysia with a strategic partner in the logistics space to pool resources and scale up effectively.

By focusing on these areas, DRB-HICOM can turn the high acquisition cost into a long-term value creation opportunity for POS Malaysia.

Replacing DRB-HICOM as the largest shareholder of Pos Malaysia could be straightforward for several reasons, supported by various sources:

1. Market Dynamics: The logistics and postal industries are experiencing significant shifts due to e-commerce growth. This transformation opens the door for new shareholders with a clear focus on modern logistics to take a more prominent role. As noted in recent reports, companies that align closely with market trends are more likely to succeed  .
2. Shareholder Influence: The existing relationship between DRB-HICOM and Pos Malaysia might not be as synergistic as needed for future growth. A new shareholder could bring fresh perspectives and strategic direction, crucial for navigating the challenges facing the postal sector  .
3. Valuation and Share Price: The current valuation of Pos Malaysia may present an opportune time for strategic investment. Analysts suggest that potential investors could find value in acquiring a stake, especially if they can leverage synergies in logistics and technology  .
4. Regulatory Environment: Recent regulatory developments may facilitate changes in shareholding structures, making it easier for new investors to step in. For instance, initiatives from the Malaysian government aimed at boosting the logistics sector could favor new shareholders committed to growth and innovation .

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