Surely, Anwar would interfere in Pos; many voters work there and prove Mamakkutty's cronyism wrong.

Campurtangan anwar untuk selamatkan pos demi membuktikan kegagalan kronisme madeykutty; umpamanya syed taik menjahanam pos, dll.

Better beli pos sekarang; anda?😍

Kroni madeykutty; daim dah mati; next syed ka? Tak tahu😅

Syed motaik kroni pilihan madeykutty yg terb@doh😜

mahb diswastakan boustead diswastakan, pos patut diswastakan... sungguh memalukan... asyik umumkan kegagalan setiap suku tahun b4bi

kegagalan kroni madeykutty... tunggu anwar selamatkan pos malaysia drp kroni shit motaik

Pos Malaysia has been actively implementing a comprehensive turnaround strategy to return to profitability. Key initiatives include:
1. Operational Efficiency: The company is focusing on enhancing its core logistics functions, particularly parcel delivery performance, to improve service quality and customer satisfaction. 
2. Diversification of Services: Pos Malaysia is expanding beyond traditional mail services into areas like e-commerce fulfillment and data monetization. This includes leveraging its extensive retail footprint to offer health services, food and beverage options, and convenience products. 
3. Sustainability Initiatives: The company is investing in sustainable practices, such as integrating electric vehicles into its delivery fleet, to reduce operational costs and appeal to environmentally conscious consumers. 

Despite these efforts, Pos Malaysia continues to face challenges. In the second quarter of fiscal year 2024, the company reported a net loss of RM55.6 million, attributed to a challenging market environment, especially in the parcel segment. 

While the path to profitability is complex, Pos Malaysia’s ongoing transformation and strategic initiatives demonstrate a commitment to overcoming current challenges and achieving financial stability in the future.

https://m.youtube.com/watch?v=Rpg7RSU46z0

POS acquired by DRB at RM3.60.

Pos since 2019

31 Dec, 2024
-6.3700 0.000 0.4700 459.0m -49.9m 3 2024-09-30 31 Dec, 2024 2024-11-20 -13.6% 10.8% 49.7% View
-7.1400 0.000 0.5400 443.4m -55.9m 2 2024-06-30 31 Dec, 2024 2024-08-21 -13.2% 184% 107.1% View
-2.5200 0.000 0.6100 492.0m -19.7m 1 2024-03-31 31 Dec, 2024 2024-05-21 -4.1% 71.8% 28.8% View
31 Dec, 2023
-8.9200 0.000 0.6300 461.6m -69.8m 4 2023-12-31 31 Dec, 2023 2024-02-28 -14.2% 109.5% 29% View
-4.2600 0.000 0.7200 461.7m -33.3m 3 2023-09-30 31 Dec, 2023 2023-11-22 -5.9% 23.4% 0.9% View
-3.4500 0.000 0.7600 465.2m -27.0m 2 2023-06-30 31 Dec, 2023 2023-08-23 -4.5% 2.4% 414.4% View
-3.5300 0.000 0.7900 482.3m -27.7m 1 2023-03-31 31 Dec, 2023 2023-05-18 -4.5% 71.9% 8.9% View
31 Dec, 2022
-12.5700 0.000 0.8300 467.2m -98.4m 4 2022-12-31 31 Dec, 2022 2023-02-20 -15.1% 192.6% 20.1% View
-4.3000 0.000 0.9600 492.0m -33.6m 3 2022-09-30 31 Dec, 2022 2022-11-21 -4.5% 540.6% 23.4% View
-0.6700 0.000 1.0000 517.3m -5.3m 2 2022-06-30 31 Dec, 2022 2022-08-22 -0.7% 82.7% 95.7% View
-3.8800 0.000 1.0000 484.3m -30.4m 1 2022-03-31 31 Dec, 2022 2022-05-25 -3.9% 75.3% 35.1% View
31 Dec, 2021
-15.7400 0.000 1.0400 528.6m -123.2m 4 2021-12-31 31 Dec, 2021 2022-02-22 -15.1% 180.7% 47% View
-5.6100 0.000 1.2000 536.3m -43.9m 3 2021-09-30 31 Dec, 2021 2021-11-16 -4.7% 64% 491% View
-15.5700 0.000 1.2500 533.9m -121.8m 2 2021-06-30 31 Dec, 2021 2021-08-16 -12.5% 160.5% 540.6% View
-5.9800 0.000 1.4000 595.3m -46.8m 1 2021-03-31 31 Dec, 2021 2021-05-25 -4.3% 79.9% 5% View
31 Dec, 2020
-29.6800 0.000 1.4600 544.6m -232.3m 4 2020-12-31 31 Dec, 2020 2021-02-22 -20.3% 3028.4% 35.8% View
-0.9500 0.000 1.7600 623.0m -7.4m 3 2020-09-30 31 Dec, 2020 2020-11-24 -0.5% 61% 74.7% View
-2.4300 0.000 1.7700 606.1m -19.0m 2 2020-06-30 31 Dec, 2020 2020-08-25 -1.4% 61.4% 26% View
-6.2900 0.000 1.8000 558.5m -49.2m 1 2020-03-31 31 Dec, 2020 2020-06-15 -3.5% 71.2% 65.1% View
31 Dec, 2019
-21.8600 4.000 1.8500 559.6m -171.1m - 2019-12-31 31 Dec, 2019 2020-02-25 -11.8% 483.3% 1214.4% View
-3.7500 0.000 2.0800 550.0m -29.3m - 2019-09-30 31 Dec, 2019 2019-11-25 -1.8% 94.3% 77% View
-1.9300 0.000 2.1500 573.0m -15.1m - 2019-06-30 31 Dec, 2019 2019-08-20 -0.9% 89.3% 403.3% View
31 Mar, 2019
-18.0300 0.000 2.1900 594.7m -141.1m 4 2019-03-31 31 Mar, 2019 2019-05-21 -8.2% 983.9% 586.1% View
-1.6600 8.000 2.3700 581.2m -13.0m 3 2018-12-31 31 Mar, 2019 2019-02-27 -0.7% 21.4% 237.4% View
-2.1200 0.000 2.3900 588.7m -16.6m 2 2018-09-30 31 Mar, 2019 2018-11-21 -0.9% 432.9% 188% View

pos malaysia, next! :)


AWANI Tonight: Khazanah, EPF-led consortium offer to take over MAHB
AWANI Tonight: Khazanah, EPF-led consortium offer to take over MAHB
Malaysia, through the ASEAN-Business Advisory Council Malaysia Carbon Market Working Group, is leading efforts to establish a comprehensive carbon framework across ASEAN. The eligibility criteria for the RON95 fuel subsidy will consider household size ...

Astro Awani

1 week ago

Ya lah, banyak duit pelabur/rakyat dah dibazirkan atau diselewengkan oleh shit motaik selama ni. Kimak, B4Bi betul, anak haram.

@riza666

0.26 for POS Malaysia, wondering if the owner of the DRB as well as POS, Syed Mohktar has had a mental illness like dementia? And to Charles Brewer, you better resign and become football manager club, what a clownass CEO ever had...

6 hours ago

Ya lah, pos akan diswastakan, dll macam Boustead dan banyak lagi😂🤣OKU Pengasas Speed99 lebih hebat drp Shit Motaik Kroni madeykutty haha

@winston1

Just like MAS,KFC,QSR and many run by dungus will be delisted

54 minutes ago

Shit Motaik tak kering, ada banyak wang untuk swastakan pos malaysia dengan laju, just wait n see😉

@ocbc

Many people got margin call, market dry like desert now 😐

6 hours ago

Bukan, DRB = Dah Rugi B4Bi🤣😂

@riza666

DRB maksud dia Dah Rugi Banyak

6 hours ago

dividend stock

KAWAN - Notice of Book Closure
KAWAN - Notice of Book Closure
ILC-21112024-00001
Second Interim Single Tier Dividend of 2.8 sen per ordinary share Kindly be
advised of the following : 1) The above Company's securities will be traded
and quoted "Ex - Dividend? as from: 04 Dec 2024 2) The last date of lodgment :
05 Dec 2024 3) Date Payable : 20 Dec 2024
MANAGER, REF. DATA MANAGEMENT
You are advised to read the entire contents of the announcement or attachment.
To read the entire contents of the announcement or attachment, please access
the Bursa website at http://www.bursamalaysia.com

21/11/2024 07:00 AM


Ref Code: 202411215100006

ada sesiapa tak nampak jewel dalam pos lagi? kenangan sedikit

https://theedgemalaysia.com/article/drb-hicom-plans-logistics-consolidation-rm835m-disposals-pos-malaysia

By taking Pos Malaysia private, DRB-HICOM could mirror LTAT’s approach with Boustead—focusing on long-term transformation without the distractions of market scrutiny. This would give the company the freedom to restructure, invest in modernization, and explore new business models (like digital services and e-commerce logistics) without worrying about short-term profit expectations. In a rapidly changing landscape for postal services, this could be the flexibility needed to make Pos Malaysia a competitive player in the future.

By taking Pos Malaysia private, DRB-HICOM could mirror LTAT’s approach with Boustead—focusing on long-term transformation without the distractions of market scrutiny. This would give the company the freedom to restructure, invest in modernization, and explore new business models (like digital services and e-commerce logistics) without worrying about short-term profit expectations. In a rapidly changing landscape for postal services, this could be the flexibility needed to make Pos Malaysia a competitive player in the future.

DRB: giliran pos tak lama lagi wait yah :)

Boustead Holdings Berhad was privatised in 2022 by its largest shareholder, Lembaga Tabung Angkatan Tentera (LTAT), at a price of RM 0.80 per share. The deal was valued at approximately RM 1.45 billion, with LTAT acquiring the remaining shares in Boustead that it did not already own in order to take the company private.

This privatisation was part of LTAT’s strategy to restructure and revitalise Boustead’s various business operations, particularly as the company had faced financial challenges and underperformance in recent years.

giliran pos tak lama lagi wait yah :)

Boustead Holdings Berhad was privatised in 2022 by its largest shareholder, Lembaga Tabung Angkatan Tentera (LTAT), at a price of RM 0.80 per share. The deal was valued at approximately RM 1.45 billion, with LTAT acquiring the remaining shares in Boustead that it did not already own in order to take the company private.

This privatisation was part of LTAT’s strategy to restructure and revitalise Boustead’s various business operations, particularly as the company had faced financial challenges and underperformance in recent years.

banyak aset pos belum dinilai semula :)

Jika DRB buat MGO at 50sen, 3 sen melebihi NBV @47sen, sanggup jual? hehe

kini tiada berita tentang boustead dah... peace... DRB, do it for pos...

POS: Market Cap Rm211.349m, drb dah ada 55-60% shareholdings, take private pos, RM100m++ je just do it macam Boustead

POS: Market Cap Rm211.349m, drb dah ada 55-60% shareholdings, take private pos, RM100m++ je just do it macam Boustead

Pos Malaysia harus diambil alih secara persendirian, sama seperti Boustead dahulu, bagi mengelakkan isu-isu dalaman atau cabaran syarikat dari dibincangkan di mata umum. Peribahasa "jangan cuci pakaian kotor di depan orang" menggambarkan bahawa perkara-perkara tertentu—terutamanya yang melibatkan masalah kewangan, pengurusan yang lemah, atau cabaran dalaman—lebih baik ditangani secara tertutup dan tidak perlu didedahkan kepada umum.

Berikut adalah cara saya memahami analogi ini dalam konteks Pos Malaysia:

1. Masalah Dalaman Perlu Ditangani Secara Tertutup:
Dengan mengambil alih Pos Malaysia secara persendirian, syarikat boleh melakukan penstrukturan semula, penjenamaan semula, dan menangani cabaran dalaman tanpa tekanan daripada perhatian awam. Apabila syarikat berdepan kesukaran—sama ada pendapatan merosot, kepuasan pelanggan rendah, atau ketidakcekapan—sering kali ada kecenderungan untuk cuba memperbaiki masalah itu secara terbuka, terutama apabila melibatkan pemegang saham dan pelabur. Pengambilalihan secara persendirian boleh memberi peluang untuk pendekatan yang lebih strategik dan jangka panjang tanpa perlu terburu-buru atau terpaksa berkompromi demi memenuhi tuntutan hubungan awam.

2. Fokus kepada Korporat, Bukan Opini Awam:
Syarikat tersenarai awam, seperti Pos Malaysia, seringkali perlu menyeimbangkan prestasi dengan jangkaan awam, terutamanya apabila melibatkan laporan pendapatan suku tahunan dan permintaan daripada pemegang saham. Ini boleh menyebabkan "pakaian kotor" sering terdedah—sama ada melalui berita buruk, prestasi yang kurang baik, atau kontroversi lain. Pengambilalihan Pos Malaysia secara persendirian akan menghilangkan sebahagian daripada tekanan ini dan membolehkan syarikat memberi fokus sepenuhnya kepada penambahbaikan operasi dan visi jangka panjang tanpa perlu risau tentang persepsi awam setiap hari.

3. Mengelakkan Kesan Buruk Scrutiny Awam:
Pengambilalihan Boustead secara persendirian membolehkan syarikat tersebut menyederhanakan strategi dan menstrukturkan operasi dengan lebih mudah, tanpa perlu sentiasa memberi penjelasan kepada pasaran. Bagi Pos Malaysia, aspek "mencuci pakaian kotor" ini merujuk kepada kemungkinan rasa malu atau ketidakselarasan apabila syarikat gagal mencapai sasaran atau berdepan masalah di mata umum. Dengan menjadi syarikat persendirian, Pos Malaysia boleh mengelakkan perlu sentiasa menguruskan naratif awam dan mungkin lebih fokus untuk melakukan perubahan yang lebih bermakna.

Namun, terdapat juga kelemahan dalam pengambilalihan secara persendirian—terutamanya berkaitan dengan ketelusan dan akauntabiliti. Syarikat tersenarai awam berada di bawah lebih banyak pengawasan, yang walaupun mencabar, juga boleh memberi peluang untuk penambahbaikan. Tetapi dalam kes di mana cabaran syarikat terlalu mendalam atau kompleks sehingga perhatian awam menghalang perubahan sebenar, mengambil Pos Malaysia secara persendirian mungkin merupakan pilihan yang lebih sesuai.

Akhirnya, ia bergantung kepada sama ada organisasi percaya ia dapat memulihkan prestasi dan nasibnya dengan lebih berkesan tanpa lampu sorot pasaran awam yang berterusan.

Pos Malaysia harus diambil alih secara persendirian, sama seperti Boustead dahulu, bagi mengelakkan isu-isu dalaman atau cabaran syarikat dari dibincangkan di mata umum. Peribahasa "jangan cuci pakaian kotor di depan orang" menggambarkan bahawa perkara-perkara tertentu—terutamanya yang melibatkan masalah kewangan, pengurusan yang lemah, atau cabaran dalaman—lebih baik ditangani secara tertutup dan tidak perlu didedahkan kepada umum.

Berikut adalah cara saya memahami analogi ini dalam konteks Pos Malaysia:

1. Masalah Dalaman Perlu Ditangani Secara Tertutup:
Dengan mengambil alih Pos Malaysia secara persendirian, syarikat boleh melakukan penstrukturan semula, penjenamaan semula, dan menangani cabaran dalaman tanpa tekanan daripada perhatian awam. Apabila syarikat berdepan kesukaran—sama ada pendapatan merosot, kepuasan pelanggan rendah, atau ketidakcekapan—sering kali ada kecenderungan untuk cuba memperbaiki masalah itu secara terbuka, terutama apabila melibatkan pemegang saham dan pelabur. Pengambilalihan secara persendirian boleh memberi peluang untuk pendekatan yang lebih strategik dan jangka panjang tanpa perlu terburu-buru atau terpaksa berkompromi demi memenuhi tuntutan hubungan awam.

2. Fokus kepada Korporat, Bukan Opini Awam:
Syarikat tersenarai awam, seperti Pos Malaysia, seringkali perlu menyeimbangkan prestasi dengan jangkaan awam, terutamanya apabila melibatkan laporan pendapatan suku tahunan dan permintaan daripada pemegang saham. Ini boleh menyebabkan "pakaian kotor" sering terdedah—sama ada melalui berita buruk, prestasi yang kurang baik, atau kontroversi lain. Pengambilalihan Pos Malaysia secara persendirian akan menghilangkan sebahagian daripada tekanan ini dan membolehkan syarikat memberi fokus sepenuhnya kepada penambahbaikan operasi dan visi jangka panjang tanpa perlu risau tentang persepsi awam setiap hari.

3. Mengelakkan Kesan Buruk Scrutiny Awam:
Pengambilalihan Boustead secara persendirian membolehkan syarikat tersebut menyederhanakan strategi dan menstrukturkan operasi dengan lebih mudah, tanpa perlu sentiasa memberi penjelasan kepada pasaran. Bagi Pos Malaysia, aspek "mencuci pakaian kotor" ini merujuk kepada kemungkinan rasa malu atau ketidakselarasan apabila syarikat gagal mencapai sasaran atau berdepan masalah di mata umum. Dengan menjadi syarikat persendirian, Pos Malaysia boleh mengelakkan perlu sentiasa menguruskan naratif awam dan mungkin lebih fokus untuk melakukan perubahan yang lebih bermakna.

Namun, terdapat juga kelemahan dalam pengambilalihan secara persendirian—terutamanya berkaitan dengan ketelusan dan akauntabiliti. Syarikat tersenarai awam berada di bawah lebih banyak pengawasan, yang walaupun mencabar, juga boleh memberi peluang untuk penambahbaikan. Tetapi dalam kes di mana cabaran syarikat terlalu mendalam atau kompleks sehingga perhatian awam menghalang perubahan sebenar, mengambil Pos Malaysia secara persendirian mungkin merupakan pilihan yang lebih sesuai.

Akhirnya, ia bergantung kepada sama ada organisasi percaya ia dapat memulihkan prestasi dan nasibnya dengan lebih berkesan tanpa lampu sorot pasaran awam yang berterusan.

Pos Malaysia should be taken private, much like Boustead was, in order to avoid airing its internal issues or challenges in the public eye. The phrase "don't wash dirty laundry in public" implies that some matters—especially those involving financial difficulties, mismanagement, or internal struggles—might be better dealt with behind closed doors rather than being exposed in the public domain; how the analogy in the context of Pos Malaysia:

1. Internal Struggles Should Be Addressed Privately:
By privatizing Pos Malaysia, the company could potentially restructure, rebrand, and address internal challenges without the pressure of public scrutiny. When companies face difficulties—whether it’s declining revenue, poor customer satisfaction, or inefficiencies—there’s often a temptation to try and fix things publicly, especially when shareholders and investors are involved. Privatization could allow for a more strategic, long-term approach that doesn’t need to be rushed or compromised for public relations purposes.

2. Corporate Focus Over Public Opinion:
Publicly listed companies, like Pos Malaysia, often find themselves having to balance performance with public expectations, especially when it comes to quarterly earnings reports and shareholder demands. This can lead to the “dirty laundry” being aired too often—whether it’s through bad press, underperformance, or other controversies. Taking Pos Malaysia private would remove some of that pressure and allow the company to focus purely on improving its operations and long-term vision without worrying about daily public perception.

3. Avoiding the Pitfalls of Public Scrutiny:
Boustead’s privatization allowed the company to simplify its strategy and streamline operations, without having to constantly explain itself to the market. For Pos Malaysia, the "washing dirty laundry" aspect refers to the potential embarrassment or misalignment when they miss targets or face setbacks in public. By going private, it could avoid having to constantly manage the narrative and potentially shifting focus from meaningful change to managing public relations.

However, there are downsides to privatization as well—particularly around transparency and accountability. Public companies are under more scrutiny, which, while challenging, can also provide opportunities for improvement. But in cases where a company’s challenges are so deep or complex that public scrutiny hinders real change, a shift to private ownership might be a more suitable option.

Ultimately, it’s about whether the organization believes it can turn around its fortunes and performance more effectively without the constant spotlight of public markets.

Pos Malaysia should be taken private, much like Boustead was, in order to avoid airing its internal issues or challenges in the public eye. The phrase "don't wash dirty laundry in public" implies that some matters—especially those involving financial difficulties, mismanagement, or internal struggles—might be better dealt with behind closed doors rather than being exposed in the public domain; how the analogy in the context of Pos Malaysia:

1. Internal Struggles Should Be Addressed Privately:
By privatizing Pos Malaysia, the company could potentially restructure, rebrand, and address internal challenges without the pressure of public scrutiny. When companies face difficulties—whether it’s declining revenue, poor customer satisfaction, or inefficiencies—there’s often a temptation to try and fix things publicly, especially when shareholders and investors are involved. Privatization could allow for a more strategic, long-term approach that doesn’t need to be rushed or compromised for public relations purposes.

2. Corporate Focus Over Public Opinion:
Publicly listed companies, like Pos Malaysia, often find themselves having to balance performance with public expectations, especially when it comes to quarterly earnings reports and shareholder demands. This can lead to the “dirty laundry” being aired too often—whether it’s through bad press, underperformance, or other controversies. Taking Pos Malaysia private would remove some of that pressure and allow the company to focus purely on improving its operations and long-term vision without worrying about daily public perception.

3. Avoiding the Pitfalls of Public Scrutiny:
Boustead’s privatization allowed the company to simplify its strategy and streamline operations, without having to constantly explain itself to the market. For Pos Malaysia, the "washing dirty laundry" aspect refers to the potential embarrassment or misalignment when they miss targets or face setbacks in public. By going private, it could avoid having to constantly manage the narrative and potentially shifting focus from meaningful change to managing public relations.

However, there are downsides to privatization as well—particularly around transparency and accountability. Public companies are under more scrutiny, which, while challenging, can also provide opportunities for improvement. But in cases where a company’s challenges are so deep or complex that public scrutiny hinders real change, a shift to private ownership might be a more suitable option.

Ultimately, it’s about whether the organization believes it can turn around its fortunes and performance more effectively without the constant spotlight of public markets.

macam boustead, quietly taken private, delisted ... wait n see

pos syer sangat tak cair, it could move quickly... wait n see yah

Bjfood (starbucks) 38sen vs Pos 27sen; mana satu berbaloi? no brainers hehe

RSI(14) Oversold 27.4
Stochastic(14) Oversold 14.3
Average Volume (3M) 701,000
Relative Volume 0.4

Date Price Open High Low Volume
2024-11-21 0.270 0.270 0.275 0.265 465,400
2024-11-20 0.280 0.280 0.285 0.280 441,600
2024-11-19 0.280 0.285 0.290 0.270 1,342,600
2024-11-18 0.285 0.275 0.285 0.270 1,210,900
2024-11-15 0.275 0.285 0.300 0.265 3,756,000
2024-11-14 0.290 0.300 0.300 0.285 1,314,000
2024-11-13 0.300 0.300 0.300 0.295 630,300
2024-11-12 0.300 0.310 0.315 0.290 1,678,500
2024-11-11 0.305 0.325 0.325 0.305 1,243,100

Tengok OKU founder speed99 sanggup buat servis nasional tak haha
Monday, 11 Nov 2024
5:34PM
99SMART Nine-month net profit 365.847 million (increased 24.57%)

Tengok OKU founder speed99 sanggup buat servis nasional tak haha
Monday, 11 Nov 2024
5:34PM
99SMART Nine-month net profit 365.847 million (increased 24.57%)

Speed99: Share Issued 8.400b Market Cap RM19.824b
Pos: Share Issued 782.776m Market Cap RM211.349m

Speed99 to takeover pos, issue Speed99 share kpd pemegang syer pos... win2... hahaha

Speed99: Share Issued 8.400b Market Cap RM19.824b
Pos: Share Issued 782.776m Market Cap RM211.349m

Speed99 to takeover pos, issue Speed99 share kpd pemegang syer pos... win2... hahaha

Apabila bercakap tentang menukar pejabat pos menjadi kedai serbaneka dengan kemudahan penghantaran pos, keputusan tentang siapa yang lebih baik bergantung kepada beberapa faktor, termasuk pengalaman dalam logistik, runcit, dan perkhidmatan pelanggan. Kedua-dua Syed Mokhtar Al-Bukhary dan pengasas Speed99 mempunyai kekuatan yang berbeza, tetapi mari kita lihat siapa yang lebih sesuai untuk transformasi ini.

1. Syed Mokhtar Al-Bukhary:
Kekuatan:

Pengalaman dalam Logistik dan Infrastruktur: Syed Mokhtar mempunyai pengalaman luas dalam logistik berskala besar melalui kawalan syarikat seperti Pos Malaysia dan DRB-HICOM, yang mengendalikan pelbagai perniagaan logistik dan pengangkutan. Ini memberinya pemahaman yang mendalam tentang industri pos dan penghantaran.
Pengaruh dalam Industri: Beliau mempunyai rangkaian yang kukuh dan hubungan rapat dengan entiti kerajaan dan syarikat besar, yang akan sangat membantu dalam melaksanakan perubahan besar untuk menukar pejabat pos kepada ruang runcit.
Akses kepada Sumber dan Modal: Sebagai seorang usahawan yang telah berjaya, Syed Mokhtar mempunyai sokongan kewangan dan kemampuan untuk menggerakkan sumber bagi melabur dalam infrastruktur dan teknologi yang diperlukan untuk memodenkan sistem pejabat pos.
Hubungan Kerajaan: Pengalamannya bekerja dengan syarikat yang mempunyai hubungan dengan kerajaan dan memahami rangka kerja peraturan akan memberi kelebihan dalam menghadapi perubahan yang diperlukan untuk menukar pejabat pos kerajaan menjadi kedai serbaneka.
Cabaran:

Pendekatan yang Konservatif: Walaupun Syed Mokhtar berjaya dalam industri tradisional, beliau mungkin lebih cenderung pada kestabilan berbanding mengambil risiko. Peralihan dari pejabat pos kerajaan kepada model runcit memerlukan perubahan besar dalam strategi perniagaan, yang mungkin sukar berikutan sifat perniagaan yang sudah mantap.
Skala vs. Kecekapan: Perniagaan beliau cenderung besar dan birokratik, yang boleh melambatkan proses transformasi berbanding pemain yang lebih kecil dan lebih cekap.
2. Pengasas Speed99:
Kekuatan:

Inovasi dan Fokus Digital: Pengasas Speed99 beroperasi dalam sektor logistik dan e-dagang, yang sangat relevan dengan transformasi digital. Pengalamannya dalam menyesuaikan diri dengan trend teknologi dan mengendalikan perkhidmatan berasaskan teknologi dapat memberikan perspektif baru dalam menukar pejabat pos kepada kedai serbaneka dengan kemudahan penghantaran.
Kecergasan dan Keberanian Mengambil Risiko: Pengasas Speed99 mungkin lebih berani dalam melaksanakan strategi yang disruptif dan menyesuaikan diri dengan cepat. Kemampuannya untuk berinovasi dan bertindak pantas dapat memberi kelebihan dalam menjadikan pejabat pos lebih dinamik dan moden.
Berorientasikan Pelanggan: Pengasas Speed99 pastinya lebih menumpukan pada penyelesaian yang berpusatkan pelanggan. Mengubah pejabat pos menjadi lebih mudah diakses, mesra pengguna, dan digital-friendly (seperti model Speed99) adalah kekuatan utama dari segi pengalaman pelanggan.
Cabaran:

Kekurangan Infrastruktur Skala Besar: Tidak seperti Syed Mokhtar, pengasas Speed99 mungkin tidak mempunyai skala sumber atau hubungan politik yang sama untuk membuat perubahan besar pada rangkaian pos milik kerajaan.
Pengalaman dalam Sistem Pos Tradisional: Walaupun Speed99 mempunyai kepakaran dalam logistik dan e-dagang, pengasasnya mungkin kurang berpengalaman dalam menguruskan sistem pos nasional yang kompleks dan beroperasi dalam kerangka perkhidmatan pos kerajaan.
Kesimpulan:
Syed Mokhtar Al-Bukhary mungkin lebih berkeupayaan jika transformasi pejabat pos kepada kedai serbaneka dengan kemudahan penghantaran memerlukan pendekatan yang berskala besar dan melibatkan banyak sumber, terutamanya jika ia melibatkan kerjasama mendalam dengan sistem kerajaan dan infrastruktur yang ada. Pengalamannya dalam logistik dan infrastruktur, serta keupayaannya menggerakkan modal dan menangani peraturan, akan sangat berharga dalam melaksanakan perubahan ini di seluruh negara.

Pengasas Speed99, sebaliknya, mungkin lebih sesuai untuk memandu inovasi dan transformasi digital dalam rangkaian pejabat pos. Jika matlamatnya adalah untuk mewujudkan model yang sangat cekap, mesra pengguna, dan didorong oleh teknologi, pengalaman pengasas Speed99 dalam logistik digital dan inovasi peruncitan mungkin memberi idea-idea segar dan efektif untuk perubahan tersebut.

Akhirnya, siapa yang lebih baik untuk memimpin transformasi ini bergantung pada skala dan kelajuan perubahan yang diinginkan. Jika projek memerlukan perubahan infrastruktur besar dan kerjasama kerajaan, Syed Mokhtar mungkin pilihan yang lebih baik. Jika fokusnya adalah pada inovasi, kelincahan, dan memenuhi permintaan pengguna dalam era digital, pengasas Speed99 mungkin lebih sesuai untuk memimpin perubahan tersebut.

Apabila bercakap tentang menukar pejabat pos menjadi kedai serbaneka dengan kemudahan penghantaran pos, keputusan tentang siapa yang lebih baik bergantung kepada beberapa faktor, termasuk pengalaman dalam logistik, runcit, dan perkhidmatan pelanggan. Kedua-dua Syed Mokhtar Al-Bukhary dan pengasas Speed99 mempunyai kekuatan yang berbeza, tetapi mari kita lihat siapa yang lebih sesuai untuk transformasi ini.

1. Syed Mokhtar Al-Bukhary:
Kekuatan:

Pengalaman dalam Logistik dan Infrastruktur: Syed Mokhtar mempunyai pengalaman luas dalam logistik berskala besar melalui kawalan syarikat seperti Pos Malaysia dan DRB-HICOM, yang mengendalikan pelbagai perniagaan logistik dan pengangkutan. Ini memberinya pemahaman yang mendalam tentang industri pos dan penghantaran.
Pengaruh dalam Industri: Beliau mempunyai rangkaian yang kukuh dan hubungan rapat dengan entiti kerajaan dan syarikat besar, yang akan sangat membantu dalam melaksanakan perubahan besar untuk menukar pejabat pos kepada ruang runcit.
Akses kepada Sumber dan Modal: Sebagai seorang usahawan yang telah berjaya, Syed Mokhtar mempunyai sokongan kewangan dan kemampuan untuk menggerakkan sumber bagi melabur dalam infrastruktur dan teknologi yang diperlukan untuk memodenkan sistem pejabat pos.
Hubungan Kerajaan: Pengalamannya bekerja dengan syarikat yang mempunyai hubungan dengan kerajaan dan memahami rangka kerja peraturan akan memberi kelebihan dalam menghadapi perubahan yang diperlukan untuk menukar pejabat pos kerajaan menjadi kedai serbaneka.
Cabaran:

Pendekatan yang Konservatif: Walaupun Syed Mokhtar berjaya dalam industri tradisional, beliau mungkin lebih cenderung pada kestabilan berbanding mengambil risiko. Peralihan dari pejabat pos kerajaan kepada model runcit memerlukan perubahan besar dalam strategi perniagaan, yang mungkin sukar berikutan sifat perniagaan yang sudah mantap.
Skala vs. Kecekapan: Perniagaan beliau cenderung besar dan birokratik, yang boleh melambatkan proses transformasi berbanding pemain yang lebih kecil dan lebih cekap.
2. Pengasas Speed99:
Kekuatan:

Inovasi dan Fokus Digital: Pengasas Speed99 beroperasi dalam sektor logistik dan e-dagang, yang sangat relevan dengan transformasi digital. Pengalamannya dalam menyesuaikan diri dengan trend teknologi dan mengendalikan perkhidmatan berasaskan teknologi dapat memberikan perspektif baru dalam menukar pejabat pos kepada kedai serbaneka dengan kemudahan penghantaran.
Kecergasan dan Keberanian Mengambil Risiko: Pengasas Speed99 mungkin lebih berani dalam melaksanakan strategi yang disruptif dan menyesuaikan diri dengan cepat. Kemampuannya untuk berinovasi dan bertindak pantas dapat memberi kelebihan dalam menjadikan pejabat pos lebih dinamik dan moden.
Berorientasikan Pelanggan: Pengasas Speed99 pastinya lebih menumpukan pada penyelesaian yang berpusatkan pelanggan. Mengubah pejabat pos menjadi lebih mudah diakses, mesra pengguna, dan digital-friendly (seperti model Speed99) adalah kekuatan utama dari segi pengalaman pelanggan.
Cabaran:

Kekurangan Infrastruktur Skala Besar: Tidak seperti Syed Mokhtar, pengasas Speed99 mungkin tidak mempunyai skala sumber atau hubungan politik yang sama untuk membuat perubahan besar pada rangkaian pos milik kerajaan.
Pengalaman dalam Sistem Pos Tradisional: Walaupun Speed99 mempunyai kepakaran dalam logistik dan e-dagang, pengasasnya mungkin kurang berpengalaman dalam menguruskan sistem pos nasional yang kompleks dan beroperasi dalam kerangka perkhidmatan pos kerajaan.
Kesimpulan:
Syed Mokhtar Al-Bukhary mungkin lebih berkeupayaan jika transformasi pejabat pos kepada kedai serbaneka dengan kemudahan penghantaran memerlukan pendekatan yang berskala besar dan melibatkan banyak sumber, terutamanya jika ia melibatkan kerjasama mendalam dengan sistem kerajaan dan infrastruktur yang ada. Pengalamannya dalam logistik dan infrastruktur, serta keupayaannya menggerakkan modal dan menangani peraturan, akan sangat berharga dalam melaksanakan perubahan ini di seluruh negara.

Pengasas Speed99, sebaliknya, mungkin lebih sesuai untuk memandu inovasi dan transformasi digital dalam rangkaian pejabat pos. Jika matlamatnya adalah untuk mewujudkan model yang sangat cekap, mesra pengguna, dan didorong oleh teknologi, pengalaman pengasas Speed99 dalam logistik digital dan inovasi peruncitan mungkin memberi idea-idea segar dan efektif untuk perubahan tersebut.

Akhirnya, siapa yang lebih baik untuk memimpin transformasi ini bergantung pada skala dan kelajuan perubahan yang diinginkan. Jika projek memerlukan perubahan infrastruktur besar dan kerjasama kerajaan, Syed Mokhtar mungkin pilihan yang lebih baik. Jika fokusnya adalah pada inovasi, kelincahan, dan memenuhi permintaan pengguna dalam era digital, pengasas Speed99 mungkin lebih sesuai untuk memimpin perubahan tersebut.

When it comes to turning post offices into convenience stores with drop mail facilities, the decision of who is better would depend on several factors, including experience in logistics, retail, and customer service. Both Syed Mokhtar Al-Bukhary and the founder of Speed99 have distinct strengths, but let’s break down which leader might be better suited for such a transformation.

1. Syed Mokhtar Al-Bukhary:
Strengths:

Experience in Logistics and Infrastructure: Syed Mokhtar has extensive experience in large-scale logistics through his control of companies like Pos Malaysia and DRB-HICOM, which operates various logistics and transportation businesses. This gives him a strong understanding of the postal and delivery industries.
Industry Influence: He has established networks and strong relationships with government entities and large corporations, which would be advantageous in implementing large-scale changes to national services like the post office network.
Resource and Capital Access: As a well-established business tycoon, Syed Mokhtar has the financial backing and the ability to mobilize resources to invest in infrastructure and technologies needed to modernize and digitize the post office system.
Government Ties: His familiarity with working with state-linked companies and his understanding of regulatory frameworks would be beneficial in navigating the complex changes required to convert government-run post offices into retail spaces.
Challenges:

Conservatism in Approach: While Syed Mokhtar is successful in traditional industries, he may prefer stability over risk-taking. The shift from government-run post offices to a retail model would require a significant shift in business strategy, which may be challenging given the established nature of the businesses he controls.
Scale vs. Agility: His businesses tend to be large and bureaucratic, which could slow the pace of transformation compared to a smaller, more agile player.
2. The Founder of Speed99:
Strengths:

Innovation and Digital Focus: The founder of Speed99 operates in the digital logistics and e-commerce space, which is crucial in the modern business environment. Their experience in adapting to digital trends and managing modern, technology-driven services could provide a fresh perspective on turning post offices into convenience stores with mail-drop services.
Agility and Risk-Taking: Speed99's founder is likely more comfortable with disruptive strategies and rapidly evolving business models. The founder’s ability to innovate and execute quickly could be advantageous in making the shift from traditional post offices to more dynamic retail-based services.
Customer-Centric: The founder of Speed99 is likely focused on providing solutions that are customer-first. Adapting post offices to be more accessible, convenient, and digital-friendly (similar to the Speed99 model) would be a core strength in terms of customer experience.
Challenges:

Lack of Large-Scale Infrastructure: Unlike Syed Mokhtar, the founder of Speed99 may not have the same scale of resources or political connections to make large, nationwide changes to a government-run network like Pos Malaysia.
Experience in Traditional Postal Systems: While Speed99 has expertise in logistics and e-commerce, the founder may lack deep experience in the complexities of managing a national postal network and working within the framework of government-regulated postal services.
Conclusion:
Syed Mokhtar Al-Bukhary would likely have the upper hand if the transformation of post offices into convenience stores with drop mail facilities required a large-scale, resource-heavy approach, particularly if it involved deep integration with government systems and infrastructure. His experience in logistics and infrastructure, along with his ability to mobilize capital and navigate regulatory environments, would be invaluable in executing this transformation across a wide network.

The Founder of Speed99, on the other hand, might be better suited for driving innovation and customer-centric digital transformation in the post office network. If the goal is to create a highly efficient, tech-enabled, agile model that aligns with the e-commerce boom and consumer demand for convenience, Speed99’s founder’s experience in digital logistics and retail innovation could make them a better fit for leading the change in a more modern, flexible, and innovative direction.

Ultimately, the better leader for this transformation would depend on the scale and pace of the transformation desired. If the project requires large-scale infrastructure changes and deep governmental collaboration, Syed Mokhtar’s experience would likely make him the better choice. If the focus is on innovation, agility, and meeting evolving customer expectations in the digital age, Speed99’s founder could bring fresh and effective ideas to the table.

When it comes to turning post offices into convenience stores with drop mail facilities, the decision of who is better would depend on several factors, including experience in logistics, retail, and customer service. Both Syed Mokhtar Al-Bukhary and the founder of Speed99 have distinct strengths, but let’s break down which leader might be better suited for such a transformation.

1. Syed Mokhtar Al-Bukhary:
Strengths:

Experience in Logistics and Infrastructure: Syed Mokhtar has extensive experience in large-scale logistics through his control of companies like Pos Malaysia and DRB-HICOM, which operates various logistics and transportation businesses. This gives him a strong understanding of the postal and delivery industries.
Industry Influence: He has established networks and strong relationships with government entities and large corporations, which would be advantageous in implementing large-scale changes to national services like the post office network.
Resource and Capital Access: As a well-established business tycoon, Syed Mokhtar has the financial backing and the ability to mobilize resources to invest in infrastructure and technologies needed to modernize and digitize the post office system.
Government Ties: His familiarity with working with state-linked companies and his understanding of regulatory frameworks would be beneficial in navigating the complex changes required to convert government-run post offices into retail spaces.
Challenges:

Conservatism in Approach: While Syed Mokhtar is successful in traditional industries, he may prefer stability over risk-taking. The shift from government-run post offices to a retail model would require a significant shift in business strategy, which may be challenging given the established nature of the businesses he controls.
Scale vs. Agility: His businesses tend to be large and bureaucratic, which could slow the pace of transformation compared to a smaller, more agile player.
2. The Founder of Speed99:
Strengths:

Innovation and Digital Focus: The founder of Speed99 operates in the digital logistics and e-commerce space, which is crucial in the modern business environment. Their experience in adapting to digital trends and managing modern, technology-driven services could provide a fresh perspective on turning post offices into convenience stores with mail-drop services.
Agility and Risk-Taking: Speed99's founder is likely more comfortable with disruptive strategies and rapidly evolving business models. The founder’s ability to innovate and execute quickly could be advantageous in making the shift from traditional post offices to more dynamic retail-based services.
Customer-Centric: The founder of Speed99 is likely focused on providing solutions that are customer-first. Adapting post offices to be more accessible, convenient, and digital-friendly (similar to the Speed99 model) would be a core strength in terms of customer experience.
Challenges:

Lack of Large-Scale Infrastructure: Unlike Syed Mokhtar, the founder of Speed99 may not have the same scale of resources or political connections to make large, nationwide changes to a government-run network like Pos Malaysia.
Experience in Traditional Postal Systems: While Speed99 has expertise in logistics and e-commerce, the founder may lack deep experience in the complexities of managing a national postal network and working within the framework of government-regulated postal services.
Conclusion:
Syed Mokhtar Al-Bukhary would likely have the upper hand if the transformation of post offices into convenience stores with drop mail facilities required a large-scale, resource-heavy approach, particularly if it involved deep integration with government systems and infrastructure. His experience in logistics and infrastructure, along with his ability to mobilize capital and navigate regulatory environments, would be invaluable in executing this transformation across a wide network.

The Founder of Speed99, on the other hand, might be better suited for driving innovation and customer-centric digital transformation in the post office network. If the goal is to create a highly efficient, tech-enabled, agile model that aligns with the e-commerce boom and consumer demand for convenience, Speed99’s founder’s experience in digital logistics and retail innovation could make them a better fit for leading the change in a more modern, flexible, and innovative direction.

Ultimately, the better leader for this transformation would depend on the scale and pace of the transformation desired. If the project requires large-scale infrastructure changes and deep governmental collaboration, Syed Mokhtar’s experience would likely make him the better choice. If the focus is on innovation, agility, and meeting evolving customer expectations in the digital age, Speed99’s founder could bring fresh and effective ideas to the table.

Pengasas Speed99 mungkin dianggap "lebih bijak" berbanding Syed Mokhtar Al-Bukhary dari segi inovasi dan kebolehan menyesuaikan diri, terutamanya dalam sektor e-dagang dan logistik yang berkembang pesat. Pengasas Speed99 dilihat lebih pantas, memanfaatkan teknologi untuk memenuhi keperluan pengguna moden, dan mengambil peluang daripada transformasi digital dalam perniagaan. Sebaliknya, kekuatan Syed Mokhtar terletak pada pengurusan industri besar dan tradisional seperti infrastruktur, tenaga, dan pembuatan, di mana pertumbuhannya lebih stabil tetapi kurang disruptif. Walaupun pendekatan Syed Mokhtar adalah konservatif dan fokus pada pertumbuhan jangka panjang yang stabil, pengasas Speed99 lebih menekankan penyesuaian cepat, pengambilan risiko, dan merebut peluang dalam pasaran yang berkembang pesat dan berasaskan teknologi.

Pengasas Speed99 mungkin dianggap "lebih bijak" berbanding Syed Mokhtar Al-Bukhary dari segi inovasi dan kebolehan menyesuaikan diri, terutamanya dalam sektor e-dagang dan logistik yang berkembang pesat. Pengasas Speed99 dilihat lebih pantas, memanfaatkan teknologi untuk memenuhi keperluan pengguna moden, dan mengambil peluang daripada transformasi digital dalam perniagaan. Sebaliknya, kekuatan Syed Mokhtar terletak pada pengurusan industri besar dan tradisional seperti infrastruktur, tenaga, dan pembuatan, di mana pertumbuhannya lebih stabil tetapi kurang disruptif. Walaupun pendekatan Syed Mokhtar adalah konservatif dan fokus pada pertumbuhan jangka panjang yang stabil, pengasas Speed99 lebih menekankan penyesuaian cepat, pengambilan risiko, dan merebut peluang dalam pasaran yang berkembang pesat dan berasaskan teknologi.

The founder of Speed99 might be considered "smarter" than Syed Mokhtar Al-Bukhary in terms of innovation and adaptability, especially in the rapidly growing e-commerce and logistics sectors. Speed99’s founder is seen as more agile, leveraging technology to meet modern consumer needs, and capitalizing on the digital transformation of business. In contrast, Syed Mokhtar’s strength lies in managing large, traditional industries such as infrastructure, energy, and manufacturing, where growth is steadier but less disruptive. While Syed Mokhtar’s approach is conservative and focused on long-term, stable growth, Speed99’s founder is more focused on quick adaptation, risk-taking, and seizing opportunities in high-growth, tech-driven markets.

Oku founder of speed99, king of convenience stores jauh lebih hebat drp kroni madeykutty shit motaik; kalau shit tak tahu buat, lepaskan je shareholdings drb dalam pos. Kronisme menjahanamkan negara hehe

Oku founder of speed99, king of convenience stores jauh lebih hebat drp kroni madeykutty shit motaik; kalau shit tak tahu buat, lepaskan je shareholdings drb dalam pos. Kronisme menjahanamkan negara hehe

naik sampai RM1-2 terus pun takda masalah jika laksanakan strategi penukaran pejabat pos kpd convenient stores dengan drop mail facility

ingat pos ingat convenience stores yg boleh drop mail, etc cool... memang macam tu di banyak negara maju

tengok speed99 mau ambil alih pos tak, mereka pakar convenience stores haha

bjfood jugak ~40sen now... walaupun ada analysts bagi 25sen TP. Pos should worth much more than bjfood ///haha