The Mahathir era in Malaysia (1981–2003) is often criticized for corruption and mismanagement due to several factors. Mahathir's government fostered cronyism, where politically connected individuals received preferential treatment, securing lucrative government contracts and monopolies. The lack of transparency and accountability in public projects led to inefficient resource allocation and rampant corruption. Additionally, key sectors like telecommunications, construction, and banking were heavily influenced by political alliances, hindering fair competition and creating an environment ripe for mismanagement and wasteful spending. This accumulation of inefficiencies contributed to long-term economic challenges.

The Mahathir era in Malaysia (1981–2003) is often criticized for corruption and mismanagement due to several factors. Mahathir's government fostered cronyism, where politically connected individuals received preferential treatment, securing lucrative government contracts and monopolies. The lack of transparency and accountability in public projects led to inefficient resource allocation and rampant corruption. Additionally, key sectors like telecommunications, construction, and banking were heavily influenced by political alliances, hindering fair competition and creating an environment ripe for mismanagement and wasteful spending. This accumulation of inefficiencies contributed to long-term economic challenges.

Anwar govt should remove all the shits left by madey kutty admin dulu..

The profitability disparity between Pos Malaysia and Singapore's SingPost reflects differences in management strategy, innovation, and market adaptation. SingPost diversified early, expanding into e-commerce logistics and international postal services, which now generate a significant portion of its revenue. It also focused on automation and streamlined operations to reduce costs, especially in core services. By contrast, Pos Malaysia remained reliant on traditional mail services and was slower to diversify into e-commerce and digitalization, which limited its competitive edge and revenue growth as mail volumes declined.

Additionally, SingPost's proactive investment in technology and international partnerships has allowed it to tap into the fast-growing global logistics market, positioning it well in Asia-Pacific. Pos Malaysia, on the other hand, faced issues related to legacy systems and political influences, which impacted its agility in adapting to market shifts. This divergence in approach has ultimately contributed to SingPost’s strong financial performance compared to the loss-making Pos Malaysia.

The profitability disparity between Pos Malaysia and Singapore's SingPost reflects differences in management strategy, innovation, and market adaptation. SingPost diversified early, expanding into e-commerce logistics and international postal services, which now generate a significant portion of its revenue. It also focused on automation and streamlined operations to reduce costs, especially in core services. By contrast, Pos Malaysia remained reliant on traditional mail services and was slower to diversify into e-commerce and digitalization, which limited its competitive edge and revenue growth as mail volumes declined.

Additionally, SingPost's proactive investment in technology and international partnerships has allowed it to tap into the fast-growing global logistics market, positioning it well in Asia-Pacific. Pos Malaysia, on the other hand, faced issues related to legacy systems and political influences, which impacted its agility in adapting to market shifts. This divergence in approach has ultimately contributed to SingPost’s strong financial performance compared to the loss-making Pos Malaysia.

Cronyism during Mahathir's era is often cited as a factor in the decline of companies like Pos Malaysia due to practices that prioritized political connections over efficient business operations. Under this system, certain companies received preferential treatment, such as government contracts or monopolies, which discouraged competitive practices and innovation. These appointments often lacked the commercial experience needed for sustainable growth, focusing instead on short-term gains. Over time, Pos Malaysia faced challenges due to inefficiencies and reliance on outdated models, impacting its ability to compete in an evolving market.

For instance, despite holding a monopoly over mail services, Pos Malaysia struggled to adapt to digitalization, losing ground to agile, private logistics firms. The lack of diversification in the company’s services, alongside decisions favoring connected individuals over skilled professionals, undermined its long-term sustainability. As a result, legacy issues rooted in these practices continue to impact Pos Malaysia’s financial health and competitiveness today.

Cronyism during Mahathir's era is often cited as a factor in the decline of companies like Pos Malaysia due to practices that prioritized political connections over efficient business operations. Under this system, certain companies received preferential treatment, such as government contracts or monopolies, which discouraged competitive practices and innovation. These appointments often lacked the commercial experience needed for sustainable growth, focusing instead on short-term gains. Over time, Pos Malaysia faced challenges due to inefficiencies and reliance on outdated models, impacting its ability to compete in an evolving market.

For instance, despite holding a monopoly over mail services, Pos Malaysia struggled to adapt to digitalization, losing ground to agile, private logistics firms. The lack of diversification in the company’s services, alongside decisions favoring connected individuals over skilled professionals, undermined its long-term sustainability. As a result, legacy issues rooted in these practices continue to impact Pos Malaysia’s financial health and competitiveness today.

30 Largest Registered Shareholders
No. Name of Shareholders No. of Shares %
1. RHB NOMINEES (TEMPATAN) SDN BHD
MALAYSIAN TRUSTEES BERHAD PLEDGED SECURITIES ACCOUNT FOR HICOM HOLDINGS
BERHAD
245,750,751 31.39
2. RHB NOMINEES (TEMPATAN) SDN BHD
MALAYSIAN TRUSTEES BERHAD PLEDGED SECURITIES ACCOUNT FOR DRB-HICOM BERHAD
172,997,399 22.10
3. KUMPULAN WANG PERSARAAN (DIPERBADANKAN) 31,038,500 3.97
4. SHANTI KUMARI PATHMANATHAN 9,792,600 1.25
5. MAYBANK NOMINEES (TEMPATAN) SDN BHD
CHENG MOOI SOONG
8,552,100 1.09

NTA 0.5400
P/B 0.55
RPS 237.45
PSR 0.12
Market Cap 230.9M
Shares (mil) 782.78
YoY
CAGR

RSI(14) Neutral 35.0
Stochastic(14) Oversold 20.0
Average Volume (3M) 705,300
Relative Volume 0.2

KWAP’s (Kumpulan Wang Persaraan) role as a major shareholder in Pos Malaysia indeed puts it in a position where it could push for greater transparency and accountability, especially since KWAP manages retirement funds for public servants. Sustained losses in Pos Malaysia impact the value of KWAP’s investment and, by extension, the returns that support public servant pensions. If KWAP suspects any form of mismanagement, it could advocate for the Malaysian Anti-Corruption Commission (MACC) to investigate the company’s finances to ensure that public funds are safeguarded.

Several factors might drive KWAP to take this route:

Responsibility to Public Servants: As the primary fund for public servant pensions, KWAP has a duty to maximize returns and protect investments, especially in publicly linked companies like Pos Malaysia. Persistent losses could prompt KWAP to seek explanations or intervention if there’s any suspicion of mismanagement or misuse of funds.

Public Accountability and Transparency: Given that KWAP’s funds come from public sources, KWAP is accountable not only to its members but also to the public. An investigation by MACC could help restore confidence and demonstrate proactive measures to safeguard these funds.

Mitigating Investment Risk: Persistent financial underperformance in Pos Malaysia affects KWAP’s portfolio and puts retirement funds at risk. An investigation might be seen as a corrective measure to improve governance, streamline operations, or even address any internal inefficiencies or misappropriation.

Encouraging Corporate Responsibility and Restructuring: An investigation, if warranted, might pressure Pos Malaysia to adopt restructuring strategies or corporate governance improvements that could help stem losses. KWAP could also use this opportunity to advocate for greater operational transparency and efficiency within Pos Malaysia.

KWAP’s position as a significant institutional shareholder allows it to act in ways that protect the financial interests of its stakeholders. If concerns persist, initiating an investigation may be seen as a prudent, necessary action to uphold the fund’s fiduciary responsibility to its members and restore public confidence in its portfolio companies.

KWAP’s (Kumpulan Wang Persaraan) role as a major shareholder in Pos Malaysia indeed puts it in a position where it could push for greater transparency and accountability, especially since KWAP manages retirement funds for public servants. Sustained losses in Pos Malaysia impact the value of KWAP’s investment and, by extension, the returns that support public servant pensions. If KWAP suspects any form of mismanagement, it could advocate for the Malaysian Anti-Corruption Commission (MACC) to investigate the company’s finances to ensure that public funds are safeguarded.

Several factors might drive KWAP to take this route:

Responsibility to Public Servants: As the primary fund for public servant pensions, KWAP has a duty to maximize returns and protect investments, especially in publicly linked companies like Pos Malaysia. Persistent losses could prompt KWAP to seek explanations or intervention if there’s any suspicion of mismanagement or misuse of funds.

Public Accountability and Transparency: Given that KWAP’s funds come from public sources, KWAP is accountable not only to its members but also to the public. An investigation by MACC could help restore confidence and demonstrate proactive measures to safeguard these funds.

Mitigating Investment Risk: Persistent financial underperformance in Pos Malaysia affects KWAP’s portfolio and puts retirement funds at risk. An investigation might be seen as a corrective measure to improve governance, streamline operations, or even address any internal inefficiencies or misappropriation.

Encouraging Corporate Responsibility and Restructuring: An investigation, if warranted, might pressure Pos Malaysia to adopt restructuring strategies or corporate governance improvements that could help stem losses. KWAP could also use this opportunity to advocate for greater operational transparency and efficiency within Pos Malaysia.

KWAP’s position as a significant institutional shareholder allows it to act in ways that protect the financial interests of its stakeholders. If concerns persist, initiating an investigation may be seen as a prudent, necessary action to uphold the fund’s fiduciary responsibility to its members and restore public confidence in its portfolio companies.

Pos; kesan legasi kronisme mamak kutty dulu. Baik bagi anwar nationalise pos back to rectify mamak kutty mismangement of the country dulu😎

Pos; kesan legasi kronisme mamak kutty dulu. Baik bagi anwar nationalise pos back to rectify mamak kutty mismangement of the country dulu😎

Tony fernandes will fix it; he will make tunepro great again; sama macam bagi USA; kedua-dua mereka bercerai dan berkahwin semula dengan bini muda😜😜😜

Anwar mau fight kronisme madey kutty. barangkali, anwar govt akan force crony syed jualkan pos balik kpd kerajaan pada harga 50sen & ke atas untuk membetulkan kesalahan madey kutty dulu. Nationalisation balik!!! wait & see...

barangkali, anwar govt akan force crony syed jualkan pos balik kpd kerajaan pada harga 50sen & ke atas untuk membetulkan kesalahan madey kutty dulu. Nationalisation balik!!! wait & see...

Syed focuses on pos to defend mamak kutty selling pos to drb, crony syed punya plan kini kot😁😁

Syed Mokhtar Al-Bukhary, sometimes seen as a "crony" of former Prime Minister Mahathir Mohamad, has significant business interests in Malaysia, including his stake in Pos Malaysia, acquired by his company DRB-HICOM in 2011 when Mahathir was influential in the government. There are several reasons why Syed Mokhtar and, by extension, those close to his business empire may prioritize Pos Malaysia’s success and prevent its failure:

1. National Importance of Pos Malaysia
Strategic Value as a National Asset: Pos Malaysia is one of Malaysia’s oldest and most significant national institutions. It serves a critical role in postal services and logistics, especially in rural areas where private companies may not operate. Allowing Pos Malaysia to fail would risk losing this essential service, which would be a major public and political issue.
Government Support for Public Services: Even if Pos Malaysia faces financial difficulties, there is a strong likelihood of government intervention or restructuring efforts to keep it operational, as closing it would impact millions of Malaysians.
2. Syed Mokhtar’s Stake and Business Reputation
Reputation and Influence: As one of Malaysia’s most prominent businessmen, Syed Mokhtar has a reputation to maintain. A failure of Pos Malaysia under his control could have reputational implications for him and his other business interests, which rely on public and government goodwill.
Long-Term Financial Interests: The businesses under DRB-HICOM and the larger Al-Bukhary Group benefit from maintaining Pos Malaysia, as it offers synergies across their logistics, manufacturing, and services sectors. Protecting Pos Malaysia’s financial health safeguards these interdependencies and strengthens Syed Mokhtar’s business portfolio.
3. Government Support and Ties to DRB-HICOM
Potential for Government Aid: Given DRB-HICOM’s strong ties to the government, Pos Malaysia may benefit from policies, subsidies, or even financial support that prevent it from failing. DRB-HICOM's history of collaboration with the government means that any trouble Pos Malaysia faces could attract prompt intervention.
Public-Private Partnership Initiatives: Syed Mokhtar’s companies often participate in public-private partnerships with the Malaysian government, meaning Pos Malaysia could also see support through partnerships or initiatives, especially with the push for digital and logistical modernization in Malaysia.
4. Political Sensitivity of Pos Malaysia’s Success
Symbolic Importance: As a former state-owned enterprise, Pos Malaysia is politically significant. Its success or failure reflects the effectiveness of past privatizations and business decisions made under Mahathir’s influence. Allowing Pos Malaysia to fail could be seen as a failure of the policies from Mahathir's era, affecting the legacy associated with these moves.
Mahathir’s Influence and Connections: Although Mahathir is no longer in office, his influence in certain political circles and with business figures like Syed Mokhtar remains significant. Ensuring Pos Malaysia’s continuity aligns with protecting the investments made during his administration.
5. Synergies with the Digital Economy and E-Commerce
E-Commerce Opportunities: Pos Malaysia has significant potential in the e-commerce and logistics sector, with the rise of online shopping in Malaysia. Syed Mokhtar likely recognizes the potential to transform Pos Malaysia into a leading logistics provider in the country.
Investment in Modernization: Recent efforts by Pos Malaysia to modernize its logistics and increase operational efficiency could lead to a turnaround in performance, making it an asset that Syed Mokhtar would want to protect and grow, rather than let fail.
6. Avoidance of Negative Public Perception
Public Perception of Cronyism: If Pos Malaysia were to fail under Syed Mokhtar’s ownership, it could reinforce negative perceptions of cronyism, potentially affecting public opinion and regulatory scrutiny toward his other businesses. Maintaining Pos Malaysia’s success helps Syed Mokhtar manage public and political goodwill.
Legacy Concerns: Pos Malaysia’s performance under DRB-HICOM is linked to Mahathir’s era and policies. Ensuring its resilience can help preserve the perception of that period’s economic policies as effective, which could influence Mahathir’s legacy and Syed Mokhtar’s alignment with it.
In short, Pos Malaysia’s potential for growth, combined with its national and political significance, makes it a business Syed Mokhtar is incentivized to support and keep viable. Its success aligns with preserving his business interests, political connections, and the broader influence of the legacy left by Mahathir’s administration.

@ocbc

Bank listing coming ?

18 hours ago

Syed Mokhtar Al-Bukhary, sometimes seen as a "crony" of former Prime Minister Mahathir Mohamad, has significant business interests in Malaysia, including his stake in Pos Malaysia, acquired by his company DRB-HICOM in 2011 when Mahathir was influential in the government. There are several reasons why Syed Mokhtar and, by extension, those close to his business empire may prioritize Pos Malaysia’s success and prevent its failure:

1. National Importance of Pos Malaysia
Strategic Value as a National Asset: Pos Malaysia is one of Malaysia’s oldest and most significant national institutions. It serves a critical role in postal services and logistics, especially in rural areas where private companies may not operate. Allowing Pos Malaysia to fail would risk losing this essential service, which would be a major public and political issue.
Government Support for Public Services: Even if Pos Malaysia faces financial difficulties, there is a strong likelihood of government intervention or restructuring efforts to keep it operational, as closing it would impact millions of Malaysians.
2. Syed Mokhtar’s Stake and Business Reputation
Reputation and Influence: As one of Malaysia’s most prominent businessmen, Syed Mokhtar has a reputation to maintain. A failure of Pos Malaysia under his control could have reputational implications for him and his other business interests, which rely on public and government goodwill.
Long-Term Financial Interests: The businesses under DRB-HICOM and the larger Al-Bukhary Group benefit from maintaining Pos Malaysia, as it offers synergies across their logistics, manufacturing, and services sectors. Protecting Pos Malaysia’s financial health safeguards these interdependencies and strengthens Syed Mokhtar’s business portfolio.
3. Government Support and Ties to DRB-HICOM
Potential for Government Aid: Given DRB-HICOM’s strong ties to the government, Pos Malaysia may benefit from policies, subsidies, or even financial support that prevent it from failing. DRB-HICOM's history of collaboration with the government means that any trouble Pos Malaysia faces could attract prompt intervention.
Public-Private Partnership Initiatives: Syed Mokhtar’s companies often participate in public-private partnerships with the Malaysian government, meaning Pos Malaysia could also see support through partnerships or initiatives, especially with the push for digital and logistical modernization in Malaysia.
4. Political Sensitivity of Pos Malaysia’s Success
Symbolic Importance: As a former state-owned enterprise, Pos Malaysia is politically significant. Its success or failure reflects the effectiveness of past privatizations and business decisions made under Mahathir’s influence. Allowing Pos Malaysia to fail could be seen as a failure of the policies from Mahathir's era, affecting the legacy associated with these moves.
Mahathir’s Influence and Connections: Although Mahathir is no longer in office, his influence in certain political circles and with business figures like Syed Mokhtar remains significant. Ensuring Pos Malaysia’s continuity aligns with protecting the investments made during his administration.
5. Synergies with the Digital Economy and E-Commerce
E-Commerce Opportunities: Pos Malaysia has significant potential in the e-commerce and logistics sector, with the rise of online shopping in Malaysia. Syed Mokhtar likely recognizes the potential to transform Pos Malaysia into a leading logistics provider in the country.
Investment in Modernization: Recent efforts by Pos Malaysia to modernize its logistics and increase operational efficiency could lead to a turnaround in performance, making it an asset that Syed Mokhtar would want to protect and grow, rather than let fail.
6. Avoidance of Negative Public Perception
Public Perception of Cronyism: If Pos Malaysia were to fail under Syed Mokhtar’s ownership, it could reinforce negative perceptions of cronyism, potentially affecting public opinion and regulatory scrutiny toward his other businesses. Maintaining Pos Malaysia’s success helps Syed Mokhtar manage public and political goodwill.
Legacy Concerns: Pos Malaysia’s performance under DRB-HICOM is linked to Mahathir’s era and policies. Ensuring its resilience can help preserve the perception of that period’s economic policies as effective, which could influence Mahathir’s legacy and Syed Mokhtar’s alignment with it.
In short, Pos Malaysia’s potential for growth, combined with its national and political significance, makes it a business Syed Mokhtar is incentivized to support and keep viable. Its success aligns with preserving his business interests, political connections, and the broader influence of the legacy left by Mahathir’s administration.

Tune Protect Group (TunePro) has potential for a rebound similar to AirAsia and Capital A for several reasons. Both AirAsia and TunePro are associated with Capital A, sharing synergies and benefitting from the airline’s expansive network. Here’s an analysis of why TunePro could experience a similar rebound:

1. Increased Travel Demand Post-Pandemic
Market Recovery in Travel Insurance: With the resurgence of global travel post-pandemic, there is an increased demand for travel insurance products. TunePro, which has a strong focus on travel insurance, stands to benefit significantly. As travel volumes grow, especially with the revival of AirAsia’s flights, TunePro’s revenue from travel-related insurance products is likely to surge.
Cross-Promotion with AirAsia: TunePro’s close ties with AirAsia and integration into its booking platforms provide a strategic advantage. The rebound in AirAsia’s operations could directly translate into more TunePro travel insurance sales, reinforcing TunePro’s revenue streams.
2. Digital Transformation and Product Expansion
Shift to Digital Insurance: TunePro has invested in digital insurance platforms and is gradually diversifying its offerings. Its focus on becoming a digitally-driven insurance provider aligns with the broader market shift toward online and app-based services, attracting younger, tech-savvy customers.
New Product Lines: Beyond travel insurance, TunePro is expanding into other sectors, including health, lifestyle, and SME insurance. This product diversification can reduce its dependence on travel insurance, making it more resilient and positioned for growth across multiple sectors.
3. Cost-Efficiency and Lean Business Model
Efficient Operating Structure: Similar to how AirAsia has managed to streamline costs and focus on a low-cost model, TunePro has maintained a lean operating structure. This allows it to stay competitive on pricing, especially in the budget-conscious travel insurance market.
Strategic Partnerships: TunePro’s collaborations with various digital and insurance ecosystems give it greater access to customers without needing to heavily invest in distribution, helping reduce customer acquisition costs and improve profitability.
4. Potential for Market Expansion in Emerging Markets
Regional Growth Opportunities: Southeast Asia’s emerging markets are seeing rapid insurance adoption, and TunePro is well-positioned to capitalize on this trend. As disposable income rises in these markets, demand for both basic and customized insurance products grows. TunePro’s digital-first approach also aligns with the mobile-first nature of these markets.
Synergy with AirAsia’s Expanding Routes: As AirAsia explores new routes and markets, TunePro can potentially follow, creating new insurance offerings tailored to emerging market travelers and securing a foothold in previously untapped regions.
5. Capital A’s Integrated Ecosystem and Cross-Selling Potential
Integration with Capital A Ecosystem: Being part of the Capital A ecosystem offers TunePro cross-selling opportunities within a broad customer base, including AirAsia’s frequent flyers and BigPay’s financial service users. These integrations provide TunePro with data-driven insights to offer personalized insurance products, enhancing customer retention and average spend.
E-commerce and Lifestyle Partnerships: TunePro’s shift towards lifestyle-oriented insurance products, such as gadget or sports insurance, aligns well with the broader digital and e-commerce initiatives within the Capital A ecosystem, appealing to diverse customer segments.
6. Positive Sentiment from Rebound Stocks
Renewed Investor Interest in Recovery Stocks: As investors look for recovery opportunities, sectors and companies tied to travel, insurance, and digital transformation are gaining appeal. With a recovery theme, TunePro is positioned to attract investor attention, similar to the recent interest in AirAsia and Capital A.
Comparative Valuation Upside: If the market perceives TunePro as an undervalued recovery stock, investor interest could drive its share price up, mirroring how AirAsia has rebounded post-pandemic.
In conclusion, TunePro’s potential for a rebound is supported by travel recovery, a diversified digital approach, and synergies with Capital A’s ecosystem. These factors position it well to capture growth, appeal to digital-savvy consumers, and attract investor confidence, akin to the resurgence seen in AirAsia and Capital A

Tune Protect Group (TunePro) has potential for a rebound similar to AirAsia and Capital A for several reasons. Both AirAsia and TunePro are associated with Capital A, sharing synergies and benefitting from the airline’s expansive network. Here’s an analysis of why TunePro could experience a similar rebound:

1. Increased Travel Demand Post-Pandemic
Market Recovery in Travel Insurance: With the resurgence of global travel post-pandemic, there is an increased demand for travel insurance products. TunePro, which has a strong focus on travel insurance, stands to benefit significantly. As travel volumes grow, especially with the revival of AirAsia’s flights, TunePro’s revenue from travel-related insurance products is likely to surge.
Cross-Promotion with AirAsia: TunePro’s close ties with AirAsia and integration into its booking platforms provide a strategic advantage. The rebound in AirAsia’s operations could directly translate into more TunePro travel insurance sales, reinforcing TunePro’s revenue streams.
2. Digital Transformation and Product Expansion
Shift to Digital Insurance: TunePro has invested in digital insurance platforms and is gradually diversifying its offerings. Its focus on becoming a digitally-driven insurance provider aligns with the broader market shift toward online and app-based services, attracting younger, tech-savvy customers.
New Product Lines: Beyond travel insurance, TunePro is expanding into other sectors, including health, lifestyle, and SME insurance. This product diversification can reduce its dependence on travel insurance, making it more resilient and positioned for growth across multiple sectors.
3. Cost-Efficiency and Lean Business Model
Efficient Operating Structure: Similar to how AirAsia has managed to streamline costs and focus on a low-cost model, TunePro has maintained a lean operating structure. This allows it to stay competitive on pricing, especially in the budget-conscious travel insurance market.
Strategic Partnerships: TunePro’s collaborations with various digital and insurance ecosystems give it greater access to customers without needing to heavily invest in distribution, helping reduce customer acquisition costs and improve profitability.
4. Potential for Market Expansion in Emerging Markets
Regional Growth Opportunities: Southeast Asia’s emerging markets are seeing rapid insurance adoption, and TunePro is well-positioned to capitalize on this trend. As disposable income rises in these markets, demand for both basic and customized insurance products grows. TunePro’s digital-first approach also aligns with the mobile-first nature of these markets.
Synergy with AirAsia’s Expanding Routes: As AirAsia explores new routes and markets, TunePro can potentially follow, creating new insurance offerings tailored to emerging market travelers and securing a foothold in previously untapped regions.
5. Capital A’s Integrated Ecosystem and Cross-Selling Potential
Integration with Capital A Ecosystem: Being part of the Capital A ecosystem offers TunePro cross-selling opportunities within a broad customer base, including AirAsia’s frequent flyers and BigPay’s financial service users. These integrations provide TunePro with data-driven insights to offer personalized insurance products, enhancing customer retention and average spend.
E-commerce and Lifestyle Partnerships: TunePro’s shift towards lifestyle-oriented insurance products, such as gadget or sports insurance, aligns well with the broader digital and e-commerce initiatives within the Capital A ecosystem, appealing to diverse customer segments.
6. Positive Sentiment from Rebound Stocks
Renewed Investor Interest in Recovery Stocks: As investors look for recovery opportunities, sectors and companies tied to travel, insurance, and digital transformation are gaining appeal. With a recovery theme, TunePro is positioned to attract investor attention, similar to the recent interest in AirAsia and Capital A.
Comparative Valuation Upside: If the market perceives TunePro as an undervalued recovery stock, investor interest could drive its share price up, mirroring how AirAsia has rebounded post-pandemic.
In conclusion, TunePro’s potential for a rebound is supported by travel recovery, a diversified digital approach, and synergies with Capital A’s ecosystem. These factors position it well to capture growth, appeal to digital-savvy consumers, and attract investor confidence, akin to the resurgence seen in AirAsia and Capital A

Tune Protect Group (TunePro) has potential for a rebound similar to AirAsia and Capital A for several reasons. Both AirAsia and TunePro are associated with Capital A, sharing synergies and benefitting from the airline’s expansive network. Here’s an analysis of why TunePro could experience a similar rebound:

1. Increased Travel Demand Post-Pandemic
Market Recovery in Travel Insurance: With the resurgence of global travel post-pandemic, there is an increased demand for travel insurance products. TunePro, which has a strong focus on travel insurance, stands to benefit significantly. As travel volumes grow, especially with the revival of AirAsia’s flights, TunePro’s revenue from travel-related insurance products is likely to surge.
Cross-Promotion with AirAsia: TunePro’s close ties with AirAsia and integration into its booking platforms provide a strategic advantage. The rebound in AirAsia’s operations could directly translate into more TunePro travel insurance sales, reinforcing TunePro’s revenue streams.
2. Digital Transformation and Product Expansion
Shift to Digital Insurance: TunePro has invested in digital insurance platforms and is gradually diversifying its offerings. Its focus on becoming a digitally-driven insurance provider aligns with the broader market shift toward online and app-based services, attracting younger, tech-savvy customers.
New Product Lines: Beyond travel insurance, TunePro is expanding into other sectors, including health, lifestyle, and SME insurance. This product diversification can reduce its dependence on travel insurance, making it more resilient and positioned for growth across multiple sectors.
3. Cost-Efficiency and Lean Business Model
Efficient Operating Structure: Similar to how AirAsia has managed to streamline costs and focus on a low-cost model, TunePro has maintained a lean operating structure. This allows it to stay competitive on pricing, especially in the budget-conscious travel insurance market.
Strategic Partnerships: TunePro’s collaborations with various digital and insurance ecosystems give it greater access to customers without needing to heavily invest in distribution, helping reduce customer acquisition costs and improve profitability.
4. Potential for Market Expansion in Emerging Markets
Regional Growth Opportunities: Southeast Asia’s emerging markets are seeing rapid insurance adoption, and TunePro is well-positioned to capitalize on this trend. As disposable income rises in these markets, demand for both basic and customized insurance products grows. TunePro’s digital-first approach also aligns with the mobile-first nature of these markets.
Synergy with AirAsia’s Expanding Routes: As AirAsia explores new routes and markets, TunePro can potentially follow, creating new insurance offerings tailored to emerging market travelers and securing a foothold in previously untapped regions.
5. Capital A’s Integrated Ecosystem and Cross-Selling Potential
Integration with Capital A Ecosystem: Being part of the Capital A ecosystem offers TunePro cross-selling opportunities within a broad customer base, including AirAsia’s frequent flyers and BigPay’s financial service users. These integrations provide TunePro with data-driven insights to offer personalized insurance products, enhancing customer retention and average spend.
E-commerce and Lifestyle Partnerships: TunePro’s shift towards lifestyle-oriented insurance products, such as gadget or sports insurance, aligns well with the broader digital and e-commerce initiatives within the Capital A ecosystem, appealing to diverse customer segments.
6. Positive Sentiment from Rebound Stocks
Renewed Investor Interest in Recovery Stocks: As investors look for recovery opportunities, sectors and companies tied to travel, insurance, and digital transformation are gaining appeal. With a recovery theme, TunePro is positioned to attract investor attention, similar to the recent interest in AirAsia and Capital A.
Comparative Valuation Upside: If the market perceives TunePro as an undervalued recovery stock, investor interest could drive its share price up, mirroring how AirAsia has rebounded post-pandemic.
In conclusion, TunePro’s potential for a rebound is supported by travel recovery, a diversified digital approach, and synergies with Capital A’s ecosystem. These factors position it well to capture growth, appeal to digital-savvy consumers, and attract investor confidence, akin to the resurgence seen in AirAsia and Capital A

Fly like capital a & aax anytime

Kroni madey kutty, syed of drb/pos, semoga cepat mati, dilanggar kereta, kanser, dll... B4bi makan duit je pandai, kimak..😬

Investing.com -- With a Republican sweep in the White House, Senate, and potentially the House, Bank of America (NYSE:BAC) analysts anticipate a surge in mergers and acquisitions (M&A) activity.

Kroni syed of drb dah mati ka; what are the reasons behind the harga syer pos menurun? Is there any conspiracies?😂

Geely Automobile Holdings Ltd (HK:0175) said on Thursday its third-quarter profit nearly doubled from the prior year, buoyed chiefly by strong electric vehicle sales as automobile demand in China remained robust

Geely’s net profit attributable to equity holders jumped 92% to 2.46 billion yuan ($340 million) in the three months to September 30. This came on the back of revenue of 60.38 billion yuan, up 20% from the same period last year.

The strong print was driven chiefly by strong demand for new energy vehicles, as China remained a bright spot in terms of demand for the sector. Geely is the second-largest NEV seller by volume in China as of October 2024, behind only BYD (SZ:002594).

Geely said its premium NEV brand Zeekr (NYSE:ZK), which is publicly listed in the U.S., clocked strong sales in the first three months of the year, but marked a loss for the period.

Tak pasti, maybe, drb suruh geely sapu 10% pos stake from the open market, another 20% via private placement; all possibilities

Kebarangkalian Pos Malaysia untuk berjaya seperti Proton adalah realistik jika ia mengadaptasi langkah-langkah strategik dengan betul, kerana kedua-duanya memiliki aset penting yang dapat dimanfaatkan semula. Terdapat beberapa sebab mengapa Pos Malaysia boleh berjaya, seperti yang berlaku pada Proton:
Pos Malaysia berpotensi berjaya seperti Proton dengan syarat ia memanfaatkan:

1. **Rangkaian dan infrastruktur luas** – Memberi akses menyeluruh ke seluruh negara.
2. **Kerjasama strategik** – Dapatkan teknologi dan kepakaran dari pemain antarabangsa.
3. **Pasaran e-dagang** – Menjadi penyedia logistik utama bagi e-dagang Malaysia.
4. **Kesetiaan pelanggan** – Pulihkan kepercayaan melalui perkhidmatan yang lebih baik.
5. **Pengembangan ASEAN** – Menjadi pemain logistik utama di rantau ini.

Dengan strategi yang tepat, Pos Malaysia boleh kembali menjadi pemain logistik yang dominan.

Kesimpulannya, walaupun transformasi ini memerlukan masa dan komitmen, Pos Malaysia berpotensi besar untuk berjaya seperti Proton dengan pendekatan yang berfokus dan kolaborasi strategik.

Pos Malaysia boleh belajar daripada strategi pemulihan Proton dengan:

1. **Menjalin Kerjasama Strategik Antarabangsa** – Kolaborasi dengan syarikat logistik global untuk teknologi dan pasaran baharu.
2. **Mengadaptasi Teknologi dan Automasi** – Memodenkan operasi untuk kecekapan dan kepuasan pelanggan.
3. **Meningkatkan Kualiti Perkhidmatan dan Nilai Jenama** – Memperbaiki pengalaman pelanggan dan imej jenama.
4. **Memperbanyak Sumber Pendapatan** – Mempelbagaikan perkhidmatan, termasuk e-dagang dan logistik digital.
5. **Memperkuatkan Pemasaran** – Promosi yang berkesan untuk menonjolkan inovasi.
6. **Budaya Korporat Baru** – Menggalakkan budaya yang dinamik dan berfokus kepada perubahan.

Dengan adaptasi yang sesuai, Pos Malaysia boleh meraih kembali daya saing dan kepercayaan pelanggan.

jumlah jualan syer bulanan kian menurun... tak banyak syer untuk dijual lagi bottom out...

Time Frame
Monthly
Download
11/14/2022 - 11/14/2024

Date

Price

Open

High

Low

Vol.

Change %
Nov 01, 2024 0.295 0.320 0.330 0.290 6.44M -9.23%
Oct 01, 2024 0.325 0.335 0.340 0.305 11.35M -2.99%
Sep 01, 2024 0.335 0.330 0.345 0.305 10.93M +3.08%
Aug 01, 2024 0.325 0.385 0.395 0.315 31.08M -14.47%
Jul 01, 2024 0.380 0.465 0.465 0.380 54.30M -18.28%
Jun 01, 2024 0.465 0.485 0.510 0.460 34.76M -4.12%
May 01, 2024 0.485 0.495 0.550 0.460 54.56M -2.02%
Apr 01, 2024 0.495 0.480 0.500 0.465 9.17M +3.13%
Mar 01, 2024 0.480 0.495 0.520 0.475 18.75M -3.03%
Feb 01, 2024 0.495 0.490 0.550 0.485 14.07M +1.02%
Jan 01, 2024 0.490 0.495 0.510 0.480 10.27M -1.01%
Dec 01, 2023 0.495 0.485 0.505 0.475 14.37M +3.13%
Nov 01, 2023 0.480 0.510 0.535 0.480 22.97M -5.88%
Oct 01, 2023 0.510 0.515 0.530 0.500 18.21M -0.97%
Sep 01, 2023 0.515 0.530 0.545 0.505 23.10M -2.83%
Aug 01, 2023 0.530 0.560 0.560 0.500 22.37M -5.36%
Jul 01, 2023 0.560 0.505 0.570 0.490 17.82M +10.89%
Jun 01, 2023 0.505 0.535 0.545 0.490 20.09M -6.48%
May 01, 2023 0.540 0.555 0.555 0.525 18.98M -2.70%
Apr 01, 2023 0.555 0.550 0.570 0.540 10.89M +2.78%
Mar 01, 2023 0.540 0.585 0.595 0.540 13.40M -7.69%
Feb 01, 2023 0.585 0.595 0.615 0.555 17.96M -1.68%
Jan 01, 2023 0.595 0.605 0.610 0.585 9.83M -1.65%
Dec 01, 2022 0.605 0.595 0.630 0.580 12.38M +1.68%
Highest:
0.630
Change %:
-50.420

**Pos Malaysia** berpotensi untuk dipulihkan atau diperkukuhkan seperti **Proton** kerana beberapa sebab yang serupa, yang berkaitan dengan **strategi pemulihan** dan **transformasi** yang boleh membawa kejayaan berpanjangan kepada syarikat tersebut. Berikut adalah sebab mengapa Pos Malaysia boleh dipulihkan, mirip dengan bagaimana Proton berjaya dipulihkan oleh **Geely**:

**Pos Malaysia** berpotensi dipulihkan seperti **Proton** melalui beberapa langkah strategik:

1. **Transformasi Digital**: Menggunakan teknologi baru untuk meningkatkan kecekapan penghantaran dan menyokong e-dagang yang berkembang pesat.
2. **Diversifikasi Perkhidmatan**: Menambah perkhidmatan kewangan dan digital untuk menarik lebih banyak pelanggan.
3. **Kerjasama Strategik**: Mencari rakan kongsi dalam sektor logistik dan fintech untuk memperkukuhkan perkhidmatan.
4. **Sokongan Kerajaan**: Memanfaatkan sokongan kewangan dan dasar kerajaan untuk memastikan kelangsungan operasi, terutamanya di kawasan luar bandar.
5. **Kekuatan Jenama**: Memanfaatkan reputasi Pos Malaysia sebagai jenama kebanggaan negara dan menyediakan perkhidmatan penting kepada rakyat.

Dengan langkah-langkah ini, Pos Malaysia dapat dipulihkan, memperkukuh kedudukannya, dan terus relevan dalam ekonomi moden.

Kerajaan Malaysia tidak membenarkan **Pos Malaysia** gagal kerana syarikat ini menyediakan perkhidmatan penting seperti penghantaran surat dan pakej, serta perkhidmatan kewangan. Pos Malaysia juga memainkan peranan besar dalam **e-dagang**, menyediakan pekerjaan kepada ribuan rakyat, dan menyokong infrastruktur negara, termasuk dalam proses pilihan raya. Sebagai syarikat milik kerajaan, Pos Malaysia juga penting untuk **kesejahteraan sosial** dan **ekonomi** negara, serta memastikan akses kepada perkhidmatan asas, terutamanya di kawasan luar bandar dan pedalaman. Oleh itu, kerajaan terus memberi sokongan bagi memastikan kelangsungan operasinya.

Sebagai maklumat terkini, **Pos Malaysia** mempunyai sekitar **19,000 pekerja**. Jumlah ini boleh berubah dari masa ke masa mengikut keperluan operasi dan perkembangan syarikat. Pos Malaysia, sebagai syarikat perkhidmatan pos utama di Malaysia, mengendalikan pelbagai perkhidmatan termasuk penghantaran surat, pakej, dan juga perkhidmatan kewangan.

Untuk mendapatkan angka yang lebih tepat atau terkini, adalah lebih baik merujuk kepada laporan tahunan Pos Malaysia atau kenyataan rasmi yang diterbitkan oleh syarikat tersebut.

tunggu sudden surge kini... yg mau exit, biarkan mereka exit

pay attention to the pos... macam ada aktiviti kian approaching annoucement Q3, 2024

tiada shortselling bagi pos.. retailers main je

Market Cap230.919mEntitlement-SyariahYesShort Sell IndicatorYesDelivery BasisReady

ramai kata biz pos adalah satu naga jika tambah ehailing with proton ev/ice ... partner with geely terindah macam proton.... ramai otak udang dalam proton dulu... sama macam pos msia kini

NBV @68sen 30/6/24.... kurasia was sold at 1X NBV previously... tune was undervalued.

2024-08-29

Tune Protect Group Berhad - Expect Turnaround in 2H24

**Tune Protect** is likely to remain an integral part of **AirAsia** due to several key reasons:

1. **Synergy with Core Business**: As AirAsia focuses on travel, Tune Protect complements this by offering insurance tailored to travelers, creating a seamless customer experience and additional revenue through cross-selling.

2. **Digital Ecosystem**: Tune Protect fits within AirAsia’s broader digital transformation, enhancing its financial services portfolio and supporting its digital superapp strategy.

3. **Revenue Diversification**: Insurance provides a stable, recurring revenue stream, helping AirAsia reduce reliance on the volatile airline business.

4. **Customer Loyalty**: Offering trusted, convenient insurance products strengthens AirAsia’s brand and customer loyalty.

5. **Regulatory and Market Demand**: Insurance meets market expectations and regulatory requirements in many regions, especially for travel-related coverage.

Given these factors, Tune Protect is aligned with AirAsia’s long-term strategy of expanding beyond airlines into digital services, making it a valuable asset for the future.

**Tune Protect** is likely to remain an integral part of **AirAsia** due to several key reasons:

1. **Synergy with Core Business**: As AirAsia focuses on travel, Tune Protect complements this by offering insurance tailored to travelers, creating a seamless customer experience and additional revenue through cross-selling.

2. **Digital Ecosystem**: Tune Protect fits within AirAsia’s broader digital transformation, enhancing its financial services portfolio and supporting its digital superapp strategy.

3. **Revenue Diversification**: Insurance provides a stable, recurring revenue stream, helping AirAsia reduce reliance on the volatile airline business.

4. **Customer Loyalty**: Offering trusted, convenient insurance products strengthens AirAsia’s brand and customer loyalty.

5. **Regulatory and Market Demand**: Insurance meets market expectations and regulatory requirements in many regions, especially for travel-related coverage.

Given these factors, Tune Protect is aligned with AirAsia’s long-term strategy of expanding beyond airlines into digital services, making it a valuable asset for the future.

**Tune Protect** is likely to remain an integral part of **AirAsia** due to several key reasons:

1. **Synergy with Core Business**: As AirAsia focuses on travel, Tune Protect complements this by offering insurance tailored to travelers, creating a seamless customer experience and additional revenue through cross-selling.

2. **Digital Ecosystem**: Tune Protect fits within AirAsia’s broader digital transformation, enhancing its financial services portfolio and supporting its digital superapp strategy.

3. **Revenue Diversification**: Insurance provides a stable, recurring revenue stream, helping AirAsia reduce reliance on the volatile airline business.

4. **Customer Loyalty**: Offering trusted, convenient insurance products strengthens AirAsia’s brand and customer loyalty.

5. **Regulatory and Market Demand**: Insurance meets market expectations and regulatory requirements in many regions, especially for travel-related coverage.

Given these factors, Tune Protect is aligned with AirAsia’s long-term strategy of expanding beyond airlines into digital services, making it a valuable asset for the future.

How Geely turnaround a sickening malaysian GLC. Lessons for POS Malaysia.

Geely's turnaround of Proton involved several key strategies:

1. **Strategic Investment**: Geely acquired a 49.9% stake in Proton in 2017, injecting capital and providing expertise in management and global markets.

2. **Technology & Product Improvement**: Proton gained access to Geely’s advanced vehicle platforms and technology, leading to the development of modern, competitive models like the Proton X70 SUV and updated Proton Saga.

3. **Quality and Design Overhaul**: Proton's cars were redesigned for better quality, safety, and appeal, addressing past reputation issues.

4. **Global Expansion**: Geely helped Proton expand its reach, both regionally in Southeast Asia and internationally, tapping into new markets like China.

5. **Brand Revitalization**: Proton's image was rebuilt with new models and improved marketing, boosting sales and consumer trust.

6. **Cost Efficiency**: Operational improvements and leveraging Geely's supply chain helped reduce costs and turn Proton profitable again.

Geely’s strategic investments, technology sharing, and market expansion played a crucial role in Proton's recovery and growth, transforming it into a more competitive and profitable brand.

belajarlah dari grab singapura sebelum IPO di Nasdaq USA.

Grab's turnaround from loss to profit can be attributed to a combination of strategic adjustments, operational improvements, and market conditions. Here are some key factors that contributed to Grab's shift from losses to profitability:

Grab's shift from loss to profit can be attributed to several key factors:

Grab's shift from loss to profit can be attributed to several key factors:

1. **Diversification**: Expanding beyond ride-hailing into food delivery, digital payments, and financial services helped reduce reliance on low-margin ride-hailing.

2. **Focus on Profitability**: Grab shifted from aggressive growth to improving operational efficiency, cutting costs, and optimizing services.

3. **Technology & Efficiency**: Improved logistics, data-driven decisions, and better route optimization lowered operational costs.

4. **Strategic Partnerships**: Partnerships with companies like Microsoft and acquisitions such as Uber’s Southeast Asia operations boosted market share and operational efficiency.

5. **Increased User Engagement**: Growth in GrabPay and loyalty programs helped boost revenue per customer.

6. **Supportive Environment**: Favorable regulatory conditions and government support in Southeast Asia contributed to Grab's success.

7. **Post-Pandemic Growth**: A rebound in demand for ride-hailing and food delivery services as the region recovered from the pandemic also aided profitability.

8. **Investor Confidence**: The successful SPAC merger and IPO provided capital for growth and boosted investor confidence.

By focusing on cost management, diversifying services, and leveraging technology, Grab turned its business around into profitability.

lalamove dah lancarkan ehailing untuk fight GRAB/Airasia ride... kenapa pos malaysia tidak? Coming soon

proton sebelum privatised dan bawa masuk geely pun koyak teruk dan rugi berterusan... kini dah dipulihkan oleh geely.... DRB harus bawa masuk geely dalam pos dan buat biz ehailing dan guna kereta proton (maybe EV proton)... boleh lebih berjaya drp GRAB singapura yg disenaraikan di NASDAQ USA.

geely mesti sanggup invest in pos msia e.g. private placement, take pos private together with drb terutamanya jika pos juga buat biz ehailing dan pakai kereta proton.. Geely dah memiliki 49%++ saham proton yg dah diswastakan... buy pos for super abnormal profit kelak...

Pos Malaysia boleh jadi Lebih hebat drp grab Singapore.😜

Is Grab making a profit?
“We delivered our eleventh consecutive quarter of Adjusted EBITDA improvement, our second positive Profit for the quarter, and the highest quarterly Adjusted Free Cash Flow to date for the business,” said Peter Oey, Chief Financial Officer of Grab

Private placement bagi conglomerate macam geely dalam proton, etc untuk perkembangan biz lanjutan; tiada yg mustahil macam grab

Semoga Syed of Drb take Pos Malaysia private & relist di nasdaq USA macam grab ya🤑