POS MALAYSIA BHD
KLSE (MYR): POS (4634)
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0.27
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0.26 - 0.27
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498,500
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Discussions
12 people like this. Showing 50 of 11,183 comments
SYED b4BI MESTI LAKUKAN SESUATU... QUICKEN PROFITABLE VENTURE... CUT LOSS MAKING SEGMENTS b4bI
🤑The concept of Pos Shop and Café could indeed play a strategic role in helping Pos Malaysia improve its profitability. Here's how this initiative could contribute:
1. Diversified Revenue Streams
Retail Sales: Offering stationery, courier supplies, and postal-related products could generate additional revenue.
Café Operations: A café within Pos outlets could attract foot traffic and increase ancillary sales.
Value-Added Services: Services such as bill payments, top-ups, and printing could cater to walk-in customers, boosting revenue.
2. Enhanced Customer Experience
A café environment creates a more welcoming space for customers, encouraging them to spend more time and money at the outlet.
It could help build customer loyalty by transforming traditional post offices into community hubs.
3. Leveraging Existing Footprint
Pos Malaysia's widespread network of branches provides an opportunity to scale this model efficiently, utilizing underused space in existing locations.
The outlets can serve dual purposes: traditional postal services and retail/café operations.
4. Attracting a New Demographic
The café and retail experience might appeal to younger, urban demographics, potentially revitalizing the brand.
Partnerships with local or global café brands could increase brand visibility and customer engagement.
5. Partnership Opportunities
Collaborations with e-commerce platforms, food delivery services, or fintech companies could create synergies, such as parcel pickup/drop-off, co-branded marketing, or integrated digital payment solutions.
6. Cost Optimization
By increasing footfall and diversifying services, Pos Malaysia can better utilize its existing infrastructure, potentially reducing per-unit costs of operations.
Potential Challenges to Address:
Initial Investment: Transforming post offices into hybrid outlets requires capital, which could strain Pos Malaysia's finances if not carefully managed.
Execution Risk: Ensuring consistency and quality across a wide network of outlets is critical.
Competition: Competing with established café chains and convenience stores might require unique selling points.
Market Acceptance: Some customers may resist the change from traditional post office services.
Conclusion:
If well-executed, the Pos Shop and Café initiative could make Pos Malaysia more profitable by creating new revenue channels, improving customer experience, and making better use of its existing network. Success will depend on strategic implementation, operational efficiency, and targeted marketing.
2 days ago
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.
2 days ago
Rewards
Trading at 67.3% below our estimate of its fair value
Trading at good value compared to peers and industry
2 days ago
Pos Malaysia is actively expanding its retail footprint through the establishment of Pos Shops, aiming to enhance accessibility and convenience for communities nationwide. As of September 2024, the company had launched its 36th Pos Shop and announced plans to open an additional 14 outlets by the end of the year, bringing the total to 50 Pos Shops across key states in Malaysia. 
This strategic expansion underscores Pos Malaysia’s commitment to modernizing its services and better connecting with customers through a blend of traditional postal services and innovative retail experiences. 
2 days ago
Pos shop konsep yang gagal. Saya dah kunjung ke pos shop SS15 Sjaya. Gagal sebab staff main handpon, staf dulu hantar surat kini jaga kaunter pos shop.
Usah kasi keliru kepada yang lain.
2 days ago
For Pos Shops to successfully compete with and potentially surpass established brands like 7-Eleven/Speed99, they must leverage their unique strengths while addressing key areas where they can offer added value. Here’s a strategic approach:
1. Leverage Unique Offerings
• Integration of Postal Services: Pos Shops already provide a competitive edge by combining postal and retail services. Expanding this integration to include innovative services (e.g., express courier, e-commerce pick-up/drop-off, bill payments, and passport renewals) could attract a loyal customer base.
• In-Store Cafés: Enhance the café experience with high-quality, locally sourced beverages and snacks, creating a welcoming and community-oriented environment.
2. Digital Transformation
• Seamless Online-Offline Integration: Develop a mobile app that allows customers to pre-order items, schedule postal services, or access loyalty programs, ensuring convenience and efficiency.
• Data-Driven Personalization: Use customer data to tailor promotions and product offerings, ensuring relevance and increasing sales.
3. Expand Product Range
• Focus on Local Products: Stock items from local businesses to differentiate from other convenience stores, appealing to customers seeking unique or region-specific goods.
• Exclusive Deals: Collaborate with brands to offer products or promotions exclusive to Pos Shops, increasing foot traffic.
4. Optimize Pricing and Promotions
• Competitive Pricing: Offer better prices for everyday essentials compared to competitors, especially for postal-related products like stationery or packaging materials.
• Loyalty Rewards: Launch reward programs that provide discounts or benefits for frequent users of both retail and postal services.
5. Strategic Locations
• High-Traffic Areas: Expand into urban centers, residential neighborhoods, and near transport hubs to capture both daily commuters and local residents.
• Partnerships with Offices and Schools: Position outlets near institutions that frequently use postal or courier services.
6. Enhance Customer Experience
• Customer-Centric Design: Ensure clean, organized, and aesthetically pleasing stores with user-friendly layouts.
• Efficient Service: Train staff to provide excellent customer service, focusing on quick resolution of postal and retail queries.
7. Build a Strong Brand Identity
• Community Engagement: Position Pos Shops as community hubs by hosting local events, workshops, or charity drives.
• Sustainability Practices: Implement eco-friendly initiatives, such as reducing plastic use and offering recycling services, appealing to environmentally conscious consumers.
By capitalizing on their unique strengths, addressing market gaps, and focusing on customer needs, Pos Shops can position themselves as a differentiated, competitive player in the convenience and retail space.
2 days ago
Khazanah could pump in duit into pos again after selling its stake to shit drb dulu dulu at rm3.60.
Private placement to khazanah; get money to open another 200-300 pos shop/cafe outlets in 2025 in malaysia. Then IPO like speed99 kaya jugak
2 days ago
turning pos into a postal bank like in spore another viable option, merging bank muamalat of drb with pos within drb group is another option. More to come😜
2 days ago
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.
2 days ago
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.
2 days ago
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.
2 days ago
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.
2 days ago
texbook mana kau salin? Hakikatnya, realiti pos amat berbeza dengan apa yang ko tulis. Pos malaysia ada 7 kesatuan kerja pertahan hak pekerja POS. Ini bermakna, POS tak boleh buang yang tak perform, POS tak boleh tunduk kepada yang mintak naik gaji, dll.
2 days ago
If POS Malaysia were to pursue retrenchment as a means of reducing union influence, it might focus on the following strategies:
Targeting Unionized Workers: The company could attempt to lay off or offer voluntary separation packages to employees who are union members, hoping that this will reduce the union's power. However, this strategy could face substantial legal and ethical challenges, especially if the layoffs are perceived as targeting union members specifically.
Outsourcing or Automation: POS Malaysia might choose to lay off workers in certain unionized sectors and replace them with outsourced labor or automated systems, which would not be unionized. This would reduce the number of employees covered by the union and weaken its bargaining power. However, this could have unintended consequences in terms of public perception and worker morale.
@abang_misai
texbook mana kau salin? Hakikatnya, realiti pos amat berbeza dengan apa yang ko tulis. Pos malaysia ada 7 kesatuan kerja pertahan hak pekerja POS. Ini bermakna, POS tak boleh buang yang tak perform, POS tak boleh tunduk kepada yang mintak naik gaji, dll.
48 minutes ago
2 days ago
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.
2 days ago
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.
2 days ago
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.
2 days ago
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.
2 days ago
bjfood jugak ~40sen now... walaupun ada analysts bagi 25sen TP. Pos should worth much more than bjfood ///haha
2 days ago
ingat pos ingat convenience stores yg boleh drop mail, etc cool... memang macam tu di banyak negara maju
2 days ago
naik sampai RM1-2 terus pun takda masalah jika laksanakan strategi penukaran pejabat pos kpd convenient stores dengan drop mail facility
2 days ago
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
2 days ago
The founder of Speed99 might be considered "smarter" than Syed Mokhtar Al-Bukhary in terms of innovation and adaptability, especially in the rapidly growing e-commerce and logistics sectors. Speed99’s founder is seen as more agile, leveraging technology to meet modern consumer needs, and capitalizing on the digital transformation of business. In contrast, Syed Mokhtar’s strength lies in managing large, traditional industries such as infrastructure, energy, and manufacturing, where growth is steadier but less disruptive. While Syed Mokhtar’s approach is conservative and focused on long-term, stable growth, Speed99’s founder is more focused on quick adaptation, risk-taking, and seizing opportunities in high-growth, tech-driven markets.
2 days ago
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.
2 days ago
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.
2 days ago
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
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
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
Kenapa compare 99speedmart dngn pos shop????????
Speedmart is kedai runcit. Pos shop is convenient store!!
Btw, new low 26sen
2 days ago
RSI(14) Oversold 27.4
Stochastic(14) Oversold 14.3
Average Volume (3M) 701,000
Relative Volume 0.4
Date Price Open High Low Volume
2024-11-21 0.270 0.270 0.275 0.265 465,400
2024-11-20 0.280 0.280 0.285 0.280 441,600
2024-11-19 0.280 0.285 0.290 0.270 1,342,600
2024-11-18 0.285 0.275 0.285 0.270 1,210,900
2024-11-15 0.275 0.285 0.300 0.265 3,756,000
2024-11-14 0.290 0.300 0.300 0.285 1,314,000
2024-11-13 0.300 0.300 0.300 0.295 630,300
2024-11-12 0.300 0.310 0.315 0.290 1,678,500
2024-11-11 0.305 0.325 0.325 0.305 1,243,100
2 days ago
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
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
POS: Market Cap Rm211.349m, drb dah ada 55-60% shareholdings, take private pos, RM100m++ je just do it macam Boustead
2 days ago
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
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
ada sesiapa tak nampak jewel dalam pos lagi? kenangan sedikit
https://theedgemalaysia.com/article/drb-hicom-plans-logistics-consolidation-rm835m-disposals-pos-malaysia
2 days ago
0.26 for POS Malaysia, wondering if the owner of the DRB as well as POS, Syed Mohktar has had a mental illness like dementia? And to Charles Brewer, you better resign and become football manager club, what a clownass CEO ever had...
2 days ago
Ya lah, pos akan diswastakan, dll macam Boustead dan banyak lagi😂🤣OKU Pengasas Speed99 lebih hebat drp Shit Motaik Kroni madeykutty haha
@winston1
Just like MAS,KFC,QSR and many run by dungus will be delisted
54 minutes ago
1 day ago
Ya lah, banyak duit pelabur/rakyat dah dibazirkan atau diselewengkan oleh shit motaik selama ni. Kimak, B4Bi betul, anak haram.
@riza666
0.26 for POS Malaysia, wondering if the owner of the DRB as well as POS, Syed Mohktar has had a mental illness like dementia? And to Charles Brewer, you better resign and become football manager club, what a clownass CEO ever had...
6 hours ago
1 day ago
Wah, 26c kah...teruk man..
Cakap2, talk 3 and 4 by CEO and management, but still turun to 26c...
Wah, Banyak teruk...
Drb and Syed, spa Jalan nya ini
Hai haiz
4 hours ago
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