Good123

DRB beli pos malaysia RM3.60 sesaham kini harga semasa 27sen... Lembaga pengarah DRB harus letak jawatan dan minta maaf kpd pelabur dan semua...sekian

3 days ago

xiaoeh

Dear Good123
is DRBH a good buy now?

3 days ago

Good123

"DRB bought Pos Malaysia at RM3.60 per share, and the current price is 27 sen... The board of directors of DRB should resign and apologize to the investors and everyone... that's all."

3 days ago

Good123

Wont buy until a solid plan emerged to turnaround pos malaysia... impairment loss of investment in pos msia at RM3.60 per share.


@xiaoeh

Dear Good123
is DRBH a good buy now?

2 minutes ago

3 days ago

xiaoeh

Posted by Good123 > 20 seconds ago | Report Abuse
Wont buy until a solid plan emerged to turnaround pos malaysia... impairment loss of investment in pos msia at RM3.60 per share.

Noted and thanks Good123
will keep close track on u...
when u buy we buy...?

3 days ago

Good123

Drb, lepas shit motaik dah mati macam daim, baru ada perubahan ka? Satu per satu old fox crony mati, Kuasa Allah🤔

3 days ago

Good123

Tunggu je
Semoga berlaku, jika tidak, shit motaik harus mampus macam daim.

(i) the privatisation of POS at a premium over the market price, (ii) the return of profitability as cost rationalisation efforts finally pay off, and (iii) POS emerging stronger post the consolidation of the courier service segment after weak players are eliminated.

3 days ago

Good123

DRB-HICOM, a major shareholder with a 54% stake in Pos Malaysia , may consider privatizing the company to address ongoing financial challenges and enhance operational efficiency. Pos Malaysia has reported consecutive losses, including a net loss of RM178.79 million in the trailing twelve months .

Potential Benefits of Privatization:
• Operational Flexibility: Privatization could allow for more agile decision-making, enabling swift implementation of restructuring plans without the constraints of public market scrutiny.
• Focused Investment: As a private entity, Pos Malaysia might attract targeted investments aimed at modernizing infrastructure and expanding services, particularly in the growing e-commerce and logistics sectors.
• Cost Management: A private structure could facilitate more effective cost-cutting measures and resource allocation, essential for returning to profitability.

Considerations:
• Financial Commitment: DRB-HICOM would need to assess the financial implications of acquiring the remaining shares, especially given its existing debt obligations .
• Regulatory Approval: The privatization process would require compliance with regulatory standards and approval from minority shareholders.
• Market Conditions: Current market dynamics and investor sentiment would influence the feasibility and timing of such a move.

In summary, privatizing Pos Malaysia could offer DRB-HICOM greater control to implement necessary reforms and potentially restore profitability. 😎

3 days ago

Good123

Drb boleh jual balik servis pos di sabah & sarawak kpd kerajaan negeri macam maswings dari mas kpd kerajaan negeri sarawak. Restructuring super urgent kini

3 days ago

Good123

drb harus swastakan pos pada harga lelong kini. Usah umumkan apa2 strategi turnaround to the public. Dah cukup dah😅😅😅

3 days ago

matt88

having proton and honda franchise at this penny stock price. what a joke. better handover honda back to oriental. they do a better job..

3 days ago

Good123

selagi drb tiada pelan turnaround efektif bagi pos msia, drb jugak tak dapat bangkit😅

@
matt88
having proton and honda franchise at this penny stock price. what a joke. better handover honda back to oriental. they do a better job..
16 minutes ago

3 days ago

Good123

Kroni mamak kutty shit motaik perlu selamatkan pos msia sebelum drb boleh bangkit semula, no free lunch

3 days ago

seelah

Good buy or Good bye

3 days ago

Good123

Pos di seluruh msia, boleh jadi lebih besar drp 7-11😉

7-Eleven's share price closed unchanged at RM2 on Thursday, valuing its market capitalisation at RM2.34 billion.

3 days ago

Good123

Pos malaysia: replace pos office with pos shop & cafe. Turnaround pos malaysia, just a drop point for courier services like many countries.

3 days ago

Good123

Khazanah Nasional Berhad, Malaysia’s sovereign wealth fund, divested its 32.21% stake in Pos Malaysia Berhad to DRB-HICOM Berhad in 2011 for RM622.8 million, or RM3.60 per share.  This strategic move aimed to bring in a shareholder capable of elevating Pos Malaysia’s growth trajectory.

In recent years, Pos Malaysia has faced financial challenges, reporting a net loss of RM157.85 million in the fiscal year ending June 30, 2024, with revenues declining by 4.59% to RM1.87 billion.  The company’s share price has also suffered, decreasing by 79% over the past five years. 

Given these circumstances, Khazanah might consider reinvesting in Pos Malaysia through a private placement for several reasons:
1. National Interest and Public Service: Pos Malaysia plays a crucial role in Malaysia’s postal and logistics sectors. Khazanah’s reinvestment could stabilize the company, ensuring the continuity of essential services to the public.
2. Strategic Asset Value: Pos Malaysia possesses valuable assets, including a nationwide network of outlets and strategic land holdings. Reinvestment could unlock potential value from these assets, contributing to the company’s turnaround.
3. Economic Impact: A revitalized Pos Malaysia could positively influence the broader economy by enhancing logistics infrastructure, supporting e-commerce growth, and creating employment opportunities.
4. Alignment with Khazanah’s Objectives: Reinvesting aligns with Khazanah’s mandate to promote economic growth and sustainability in Malaysia, especially in sectors facing challenges.

While Khazanah’s previous divestment aimed to introduce new growth opportunities for Pos Malaysia, the current financial difficulties suggest that strategic intervention may be necessary. A private placement would allow Khazanah to provide capital and strategic direction without the complexities of a full acquisition, potentially facilitating a turnaround for Pos Malaysia.

However, such a decision would require thorough analysis of Pos Malaysia’s current challenges, potential for recovery, and alignment with Khazanah’s investment strategy.

3 days ago

Good123

Taiwan has a unique system where convenience stores like 7-Eleven play a significant role in handling mail and parcels. This system has contributed to the relatively low number of standalone post offices in Taiwan. Here’s why:

1. Integration with Convenience Stores

• Taiwan’s convenience stores, such as 7-Eleven, FamilyMart, and Hi-Life, are ubiquitous and operate 24/7.
• These stores provide postal services, allowing people to send letters, parcels, and even pick up deliveries at their convenience, reducing the need for traditional post offices.

2. Efficiency and Accessibility

• Taiwan’s postal system has partnered with convenience stores to expand its service reach.
• With over 10,000 convenience stores across Taiwan, they are often more accessible than post offices, especially in rural areas.

3. Decline in Traditional Mail Volume

• Like many other countries, Taiwan has experienced a decline in traditional letter mail due to the rise of digital communication.
• This reduces the demand for large numbers of dedicated post offices.

4. Cost-Effective Model

• Utilizing convenience stores for postal services lowers operational costs for Chunghwa Post (Taiwan’s postal service).
• Fewer physical post offices mean reduced maintenance and staffing expenses.

5. Cultural and Lifestyle Adaptation

• Taiwanese people are accustomed to using convenience stores for various services beyond just postal needs, such as bill payments, buying tickets, and online shopping pickups.
• This cultural integration makes the convenience store model very effective.

By leveraging the widespread convenience store network, Taiwan ensures a highly efficient and customer-friendly postal service without relying heavily on traditional post offices.

3 days ago

Good123

Pos Malaysia is actively transforming its traditional post offices into modern convenience stores, drawing inspiration from models like Taiwan’s integration of postal services with retail outlets. This initiative aims to enhance customer experience and diversify revenue streams.

Pos Shop Initiative

In 2023, Pos Malaysia launched the “Pos Shop” concept, integrating convenience stores within existing post office spaces. The first Pos Shop opened at Medan Tuanku, Kuala Lumpur, in May 2023, followed by a second outlet in Brickfields in November 2023.  These outlets offer a range of products, including beverages, snacks, and personal care items, alongside traditional postal services.

Strategic Partnerships

To enhance its retail offerings, Pos Malaysia has partnered with various brands:
• Bask Bear Coffee: Introduced a drive-through coffee and toasties outlet in Malacca, combining postal services with a café experience. 
• Café Mesra: Collaborated to provide additional choices and convenience to customers across Malaysia. 
• ZUS Coffee: Launched a coffee outlet within a post office, aiming to attract younger customers and enhance the in-store experience. 

Expansion Plans

Pos Malaysia plans to expand the Pos Shop concept, with a target of opening 50 outlets nationwide.  This strategy aligns with global trends where postal operators leverage their retail footprint to offer diversified services.

Conclusion

By transforming post offices into versatile hubs that combine postal services with retail and dining options, Pos Malaysia aims to meet evolving customer expectations and create new revenue opportunities.

3 days ago

Good123

The suggestion for Pos Malaysia to surrender postal services in Sabah and Sarawak back to their state governments could be justified by several factors, particularly related to regional governance, service efficiency, and local needs:

1. Regional Autonomy and Governance

• Historical Context: Sabah and Sarawak were granted significant autonomy under Malaysia’s federal system when they joined the Federation in 1963. Returning postal services to the state governments could further enhance this autonomy, allowing them to manage services that are crucial to their development and local needs.
• State Control Over Services: By taking charge of postal services, both states could tailor them more closely to the specific needs and challenges of their populations, including those in rural and remote areas.

2. Improved Localization and Customization

• Understanding Local Challenges: State governments have a deeper understanding of the unique challenges faced by rural and isolated communities in Sabah and Sarawak. These include limited access to infrastructure and difficult terrain, which could be better addressed by local postal systems.
• Customized Solutions: The state governments may develop more effective solutions to enhance delivery speed, reliability, and affordability, improving overall service quality.

3. Efficiency and Focused Resources

• Allocation of Resources: Pos Malaysia, as a nationwide service provider, may find it difficult to allocate sufficient resources and attention to the unique geographical and logistical challenges of these two states. State governments could focus resources specifically on improving services in their areas.
• Decentralization: Surrendering the postal services could allow Pos Malaysia to streamline its operations and focus on more urbanized and accessible regions, while local governments handle the complexities of rural logistics.

4. Economic and Employment Opportunities

• Local Employment: By managing postal services, state governments can create local employment opportunities, providing jobs to residents and improving the local economy.
• Business Development: With the states controlling postal services, they may be able to better integrate them with local businesses, fostering greater economic growth in both urban and rural areas.

5. State-Specific Infrastructure Development

• Infrastructure Investment: The state governments might be more willing to invest in specific infrastructure improvements, such as better transportation networks in remote regions, to support the growth of local postal systems.
• Tailored Infrastructure: For example, Sabah and Sarawak’s vast forests, rivers, and islands may require bespoke transportation solutions that can be better managed by local authorities.

6. Potential for Innovation

• Innovative Services: Sabah and Sarawak might introduce new services or innovative methods, such as drone or boat-based deliveries in remote areas, that a centralized system may overlook or struggle to implement.
• Technology and E-commerce: With the growing importance of e-commerce, state governments could develop postal services that are more integrated with digital platforms suited to local business needs.

7. Improving Service Access in Remote Areas

• Reach to Rural Areas: Both Sabah and Sarawak have significant rural and underserved populations. By giving the state governments control over postal services, the states could create better solutions for delivering mail and packages to remote areas, addressing longstanding challenges like postal access.

Conclusion

Returning postal services to the state governments of Sabah and Sarawak could foster greater efficiency, localized solutions, and economic growth. It would allow both states to design postal systems that cater specifically to their unique geographic and demographic challenges while potentially improving service quality and access for their populations.

3 days ago

Good123

Menjunam😅

At the close of trade, DRB-Hicom’s share price was down 2.5 sen or 2.45% at 99.5 sen, valuing the group at RM1.92 billion. Year-to-date the stock has fallen 28.42%

3 days ago

abc333

had warn u someone will like to see the price sink, so that someone can take it private in very low price. just check what happen to MMC. do not trade DRB, hold 1 year to enjoy privatization at 1.8-2, probably.

3 days ago

abc333

KUALA LUMPUR (Sept 8): The proposed selective capital reduction (SCR) and privatisation of MMC Corp Bhd by tycoon Tan Sri Syed Mokhtar Albukhary are deemed not fair, but reasonable, said independent adviser Alliance Investment Bank Bhd.

In the company's circular on the exercise today, Alliance said the SCR is "not fair" as the offer price of RM2 per share is lower than the estimated value of between RM3.32 and RM3.41.

However, the adviser is of view that the proposal is "reasonable" on grounds that MMC shares had not traded above the offer price for three years before the proposal was announced on June 3.

The highest open market price in the period was RM1.55 in July 2018, while the lowest was 46.5 sen in March this year

3 days ago

abc333

IPO bank muamalat? so that share the profits with retailers? or take it private and List proton, bank separately?

3 days ago

Good123

wait n see, DRB can do it or not, discussions on the privatization of Pos Malaysia have continued over the years.

3 days ago

Good123

merger between pos and bank muamalat like Singpost in spore

3 days ago

Good123

turn post offices into convenient stores, drop points for mails like other developed countries. close more n more post offices.

3 days ago

Good123

Retrenchment could be an effective strategy for **POS Malaysia** to improve **immediate profitability** for several reasons:

1. **Cost Reduction**: Reducing staff can immediately lower operating costs, which is crucial if the company is facing financial strain. This helps improve profit margins and provides short-term financial relief.

2. **Streamlining Operations**: Retrenchment allows POS Malaysia to focus on core operations, eliminating inefficiencies and aligning the workforce with modern, tech-driven logistics models. This could improve productivity and reduce redundancy.

3. **Improved Financial Flexibility**: Reducing headcount frees up cash, allowing the company to reinvest in critical areas such as technology, infrastructure, and debt reduction, which can further boost profitability.

4. **Adapting to Market Changes**: In the rapidly changing logistics and e-commerce sectors, retrenching non-essential staff can help POS Malaysia become more agile, responding quicker to market shifts and competition.

5. **Aligning with Long-Term Strategy**: Retrenchment may be part of a broader restructuring to refocus on profitable areas, streamline operations, and divest non-core assets, positioning POS Malaysia for long-term success.

While retrenchment is a tough decision, it can be a necessary measure to regain profitability quickly and refocus the company for future growth.

3 days ago

Good123

Pemberhentian pekerja (retrenchment) boleh menjadi strategi yang berkesan untuk POS Malaysia dalam meningkatkan keuntungan segera atas beberapa sebab:

Pengurangan Kos: Mengurangkan jumlah pekerja boleh menurunkan kos operasi dengan serta-merta, yang amat penting jika syarikat menghadapi tekanan kewangan. Ini membantu meningkatkan margin keuntungan dan memberikan bantuan kewangan jangka pendek.

Penstrukturan Semula Operasi: Pemberhentian pekerja membolehkan POS Malaysia memberi tumpuan kepada operasi teras, menghapuskan ketidakcekapan dan menyelaraskan tenaga kerja dengan model logistik yang moden dan berteknologi. Ini boleh meningkatkan produktiviti dan mengurangkan redundansi.

Fleksibiliti Kewangan yang Lebih Baik: Mengurangkan bilangan pekerja membebaskan wang tunai, membolehkan syarikat melabur semula dalam bidang kritikal seperti teknologi, infrastruktur, dan pengurangan hutang, yang dapat meningkatkan keuntungan lebih lanjut.

Menyesuaikan Diri dengan Perubahan Pasaran: Dalam sektor logistik dan e-dagang yang berubah dengan pantas, pemberhentian pekerja yang tidak diperlukan dapat membantu POS Malaysia menjadi lebih tangkas, memberi respons lebih cepat terhadap perubahan pasaran dan persaingan.

Penyelarasan dengan Strategi Jangka Panjang: Pemberhentian pekerja mungkin sebahagian daripada penstrukturan semula yang lebih besar untuk memberi tumpuan semula kepada kawasan yang menguntungkan, menyelaraskan operasi, dan melepaskan aset yang tidak teras, sekali gus meletakkan POS Malaysia untuk kejayaan jangka panjang.

Walaupun pemberhentian pekerja adalah keputusan yang sukar, ia boleh menjadi langkah yang perlu untuk mendapatkan semula keuntungan dengan cepat dan memberi fokus semula kepada pertumbuhan syarikat pada masa hadapan.

3 days ago

Good123

Closing unprofitable post offices and replacing them with convenience stores offering mail-drop facilities could help Pos Malaysia become more profitable. This approach aligns with trends in developed countries, where postal services are integrated into retail locations. By leveraging convenience stores, Pos Malaysia could reduce operational costs, improve accessibility, and tap into the growing e-commerce market. Convenience stores are more cost-effective, have extended hours, and can offer additional services, enhancing customer experience. This shift would also allow for diversification of revenue streams, better align with customer preferences for convenience, and modernize the postal service to stay competitive in a digital age.

3 days ago

Good123

Menutup pejabat pos yang tidak menguntungkan dan menggantikannya dengan kedai serbaneka yang menawarkan kemudahan penghantaran pos boleh membantu Pos Malaysia menjadi lebih menguntungkan. Pendekatan ini selaras dengan tren di negara maju, di mana perkhidmatan pos digabungkan dengan lokasi runcit. Dengan memanfaatkan kedai serbaneka, Pos Malaysia dapat mengurangkan kos operasi, meningkatkan aksesibiliti, dan memanfaatkan pasaran e-dagang yang semakin berkembang. Kedai serbaneka lebih kos efektif, mempunyai waktu operasi yang lebih panjang, dan boleh menawarkan perkhidmatan tambahan, meningkatkan pengalaman pelanggan. Peralihan ini juga membolehkan pelbagai aliran pendapatan, lebih selaras dengan kehendak pelanggan untuk kemudahan, dan memodenkan perkhidmatan pos untuk kekal kompetitif dalam era digital.

3 days ago

Good123

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

3 days ago

Good123

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.

3 days ago

Good123

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.

3 days ago

Good123

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.

2 days ago

Good123

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

2 days ago

Good123

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%)

2 days ago

5354_

Proton(DRB-Hicom) sponsored PM-X Egypt trip? No wonder DRB keep dropping.

2 days ago

seelah

Car sales up, DH profit down 🤣🤣

2 days ago

Good123

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.

2 days ago

Good123

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.

2 days ago

Good123

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

2 days ago

Good123

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

2 days ago

ocbc

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

2 days ago

Good123

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.

2 days ago

Good123

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.

2 days ago

riza666

DRB maksud dia Dah Rugi Banyak

2 days ago

Good123

Bukan, DRB = Dah Rugi B4Bi🤣😂

@riza666

DRB maksud dia Dah Rugi Banyak

6 hours ago

2 days ago

Good123

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

2 days ago

Good123

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

7 hours ago