Oversea Enterprise Berhad, a Malaysian company known for its chain of Chinese restaurants and manufacturing of baked products, has demonstrated a notable financial turnaround in recent years. Several strategic initiatives have contributed to this recovery:
1. Operational Expansion and Upgrades: The company has focused on upgrading its restaurant facilities and expanding its outlets. By incorporating technological advancements, Oversea Enterprise aims to enhance competitiveness and cater to diverse customer needs. This strategy includes the launch of new dining concepts under the EMP brand and the operation of express counters, broadening their market reach. 
2. Financial Restructuring: In November 2021, Oversea Enterprise completed a private placement exercise, raising approximately RM19.3 million. This infusion of capital strengthened the company’s financial position, enabling further investments in expansion and operational improvements. 
3. Strategic Acquisitions: The acquisition of Nexus Excellent Sdn Bhd contributed to an increase in property, plant, and equipment, indicating a strategic move to bolster the company’s asset base and operational capacity. 
4. Enhanced Cash Flow Management: The company reported net cash from operations of RM4.3 million for the period ended December 31, 2023, compared to RM1.1 million in the corresponding period of 2022. This improvement reflects better cash flow management and operational efficiency. 
5. Recognition and Awards: Oversea Enterprise has received multiple accolades, including “Asia’s Finest Restaurants” and “International Restaurant of Chinese Cuisine” by The World Chinese Cuisine Association. Such recognitions enhance the company’s reputation and appeal to customers. 

These combined efforts have led to a significant improvement in Oversea Enterprise Berhad’s financial performance, marking a successful turnaround from previous challenges.

😉When a prominent individual like Eddie Chai, especially if he was a major shareholder or figurehead in a company like Oversea Enterprise Berhad (OEB), passes away, several factors could come into play regarding the future of the company and the decision to sell it. Here are some possible reasons why a beneficiary or family member of Eddie Chai might choose to sell their stake or the entire company after his death:

1. Succession and Inheritance Planning
The passing of a key figure like Eddie Chai would likely trigger a succession plan or inheritance process for his assets, including his shares in Oversea Enterprise Berhad. The beneficiary, which could be a family member or a trusted individual named in Eddie Chai’s will, may choose to sell the company or their stake for various reasons:

Lack of interest or expertise in running the business.
Disagreements within the family or with other stakeholders about the direction of the company.
To liquidate assets as part of settling Eddie Chai's estate.
2. Financial Strategy or Liquidation
The beneficiary might decide to sell Oversea Enterprise Berhad if they need to liquidate the estate or generate cash to settle debts or distribute inheritance. If the company was a significant portion of Eddie Chai’s wealth, selling it might be a way to convert it into more easily managed assets or investments. This could also be part of broader wealth management strategies, especially if the beneficiary isn’t interested in continuing the business.

3. Family Disputes or Lack of Consensus
If Eddie Chai had family members or partners involved in the business, there might be disputes after his death over how to run the company or what direction to take. In some cases, selling the company or divesting shares is a way to resolve these disagreements. If there’s no clear agreement on who should take over leadership or on the future of the company, selling may be the simplest way to divide the assets fairly.

4. Exit Strategy for the Family
After Eddie Chai’s death, the beneficiaries or family members might decide that it’s time to exit the business altogether. This could be due to personal reasons, a desire to move on to new ventures, or simply the belief that the company has reached its peak and no longer offers substantial growth opportunities. In some cases, selling the business to a larger company or a foreign investor might provide a lucrative exit.

5. Economic or Market Conditions
The passing of a major shareholder could coincide with unfavorable market conditions or economic shifts that make selling more attractive. For example, if Oversea Enterprise Berhad was facing increasing competition, financial difficulties, or changes in industry regulations, the family may feel that it’s better to sell the company while it still has value rather than holding onto it through a challenging period.

6. Professionalization of the Business
Sometimes after the death of a founding figure, a business might go through a transition phase in which the family or original stakeholders decide to sell the company to professionalize its management. If Eddie Chai was the driving force behind the company, the family or heirs might feel that a new ownership structure, possibly involving foreign investors or a larger corporation, could provide more professional leadership and resources to move the company forward.

7. Tax Considerations
There could also be tax implications related to Eddie Chai’s death, particularly regarding inheritance and estate taxes. In some jurisdictions, heirs may choose to sell a company to cover these costs, particularly if the estate is large and selling the business helps to generate the necessary liquidity to pay taxes or meet legal obligations.

8. External Offers or Acquisitions
If Oversea Enterprise Berhad was seen as an attractive acquisition target, the family or beneficiaries might have received an offer from an external party. This could include large corporations or foreign investors looking to take over the company. If the offer is significant enough, selling may become an attractive option. Acquisitions often come with premiums that could result in a high return for the beneficiaries.

9. Desire for a Fresh Start
If Eddie Chai had been heavily involved in the business, his death might mark the end of an era for Oversea Enterprise Berhad. The family members or beneficiaries may decide they want to move in a different direction and seek new opportunities, rather than continuing to run or manage a company tied to the legacy of the deceased.

In situations like this, the decision to sell a company can be very complex and driven by a mix of emotional, financial, and strategic factors. If you’re looking for specific details about Eddie Chai's passing or the decision to sell Oversea Enterprise Berhad, it would likely be covered in news reports or corporate filings, such as press releases or stock exchange disclosures.

History - DIRECT BIZ TRANSACTIONS
Date Price Change Dir-Volume Day Volume Dir-Value Day Value Avg Price % of Total Share Remarks
31/01/2024 00:00:00 0.0600 - 6.999m 6.999m 419,910 419,910 0.0600 0.3070 -
28/07/2023 00:00:00 0.0650 -0.0100 103,800 103,800 6,747 6,747 0.0650 0.0045 -

Oversea remains the only Chinese restaurant with a factory listed on Bursa. Its mooncakes have a halal certification; big global potentials

The only company successfully turned around by a hidden hand gang, it appears.

0153 OVERSEA OVERSEA ENTERPRISE BERHAD
Quarterly rpt on consolidated results for the financial period ended 31/03/2024
Quarter: 4th Quarter
Financial Year End: 31/03/2024
Report Status: Unaudited
Submitted By:
Current Year Quarter Preceding Year Corresponding Quarter Current Year to Date Preceding Year Corresponding Period
31/03/2024 31/03/2023 31/03/2024 31/03/2023
RM '000 RM '000 RM '000 RM '000
1 Revenue 19,376 15,905 70,599 56,191
2 Profit/Loss Before Tax 1,781 -1,472 5,827 -1,502
3 Profit/(loss) attributable to ordinary equity holders of the parent 829 -2,180 4,089 -2,356
4 Net Profit/Loss For The Period 829 -2,180 4,089 -2,356
5 Basic Earnings/Loss Per Shares (sen) 0.04 -0.19 0.22 -0.21
6 Dividend Per Share (sen) 0.00 0.00 0.00 0.00
As At End of Current Quarter As At Preceding Financial Year End
7 Net Assets Per Share (RM) 0.0700 0.0800
Remarks:
You are advised to read the entire contents of the announcement or attachment.
To read the entire contents of the announcement or attachment, please access
the Bursa website at http://www.bursamalaysia.com

31/05/2024 07:00 AM

This is the only one under hidden hand that the accounts look quite clean & straightforward. Senang sedikit cari buyer

Big uptrend if change of the controlling shareholder😉

mbb tp 25sen/// anda?

nbv 6sen... harga takeover? haha

dengar ada hongkong group mau belinya... ia ada division pork free, boleh set up kat hongkong, ramai arab melawat dan buat biz di hongkong kini

akaun agak bersih, tak macam akaun sykt2 lain puak hidden hand... so... baiklah jualkan kpd pihak yg mau membawa ia ke tahap yg lebih cemerlang

Listed OnACE MarketSectorConsumer Products & ServicesSub-SectorTravel, Leisure & Hospitality

biz restoran agak seasonal...ada kilang jugak
Friday, 31 May 2024
6:53PM
OVERSEA Financial year end net profit 4.089 million
Friday, 22 Mar 2024
6:33PM
OVERSEA Appointment of TAN KING TAI @ TAN KHOON HAI As Others
Wednesday, 28 Feb 2024
6:38PM
OVERSEA Nine-month net profit 3.260 million (increased 12438.46%)

20mil shares ++ traded... 5.5sen kini

restoran biz kian pulih, pelancong kian ramai... lepaskan oversea... this gang meninggalkan kenangan yg baik selepas kematian eddie haha

ada berita hidden hand mau jualkan oversea... account oversea agak clean dan ia dah untung kembali

Next pos ya. R u ready? 😜

KUALA LUMPUR: The offer to privatise Malaysia Airports Holdings Bhd (MAHB) at RM11 per share provides an opportunity for investors to realise immediate gains, said CIMB Securities Sdn Bhd.

Investors could also benefit from the joint offerors’ resources and vision for sustainable growth, making the proposal attractive, the firm noted in a report today.

"However, Malaysia’s long-haul connectivity challenges and the capital investment required for infrastructure upgrades may pose risks to MAHB’s organic growth," it added.

Hence, CIMB Securities recommends that investors accept the offer.

On Friday, Khazanah Nasional Bhd, the Employees Provident Fund (EPF), Global Infrastructure Partners (GIP), and Abu Dhabi Investment Authority (ADIA)-collectively referred to as the joint offerors-formally launched a conditional voluntary takeover bid for all remaining shares in MAHB at RM11 per share, valuing the equity at RM18.4 billion.

"The offer is conditional upon achieving 90 per cent shareholder acceptance. The joint offerors collectively hold a 41.2 per cent stake in MAHB.

"If the takeover is successful, the Malaysian members of the consortium will collectively own 70 per cent of MAHB," it said.

The report highlighted that the RM11-per-share offer price represents a 49.5 per cent premium to the last closing price at end-December 2023 and a 10.4 per cent premium to the closing price on May 14, 2024, the last trading day before the pre-conditional offer was announced.

In light of the offer, CIMB Securities has revised MAHB's target price upwards to RM11 from RM10.30. - Bernama

Kroni pun dah 70++ dah nak mati; anak dia pun malas tak berguna; jualkan pos balik kpd kerajaan 50sen & above sabar ya😉

Fly back to 50sen & above ; Q3 results big improvement, kerugian down greatly or profitable

Last dividend 2019... Kroni Syed taik sudah mau mati macam daim; dah 6 tahun nyanyuk; tunggu kematian kini 🤪

amalan rasuah berleluasa di merata2 tempat sejak merdeka, tengok apa dah jadi kini... taik bizman😁

selepas kematian syed, kroni utama madey kutty, maybe, pos akan bangkit ... sabar ya

tunggu kematian kroni syed macam daim dan founder Ahmad Zaki, tak guna itu syed... kronisme menghancurkan negara ni

bjfood koyak... consol ac bjfood nanti. bjcorp rugi besar jugak hehe

kroni madey kutty, bukan bizman ptui

Syed Mokhtar Al-Bukhary, the Malaysian businessman and founder of the Albukhary Foundation, was born on December 12, 1951. As of now, he is 72 years old.

25-32sen coming

CIMB Securities has maintained its 'Reduced' call on BFood with a lower target price of 32 sen, from 38 sen.


Meanwhile, HLIB Research maintained its 'Sell' call with a slightly higher target price of 25 sen, from 20 sen.

"Despite strong brand equity and active promotions, we opine the boycott headwinds will stay, at least for the near term, which will greatly drag earnings," it added.



https://www.nst.com.my/business/corporate/2024/11/1134731/analysts-see-bigger-losses-starbucks-malaysia-operator-fy25

buatlah yg sama untuk pos msia, kroni syed dah nak mati/tak berdaya, uzur macam si mati daim dah kononnya

Untuk menyelamatkan Tabung Haji (TH) yang menghadapi masalah kewangan, kerajaan melaksanakan langkah-langkah berikut:

Penstrukturan Semula Aset: Aset yang kurang prestasi dipindahkan ke syarikat tujuan khas (SPV), Urusharta Jamaah Sdn Bhd, untuk mengurangkan beban kewangan TH dan membolehkan pengurusan lebih baik.

Meningkatkan Tadbir Urus: Perubahan pengurusan serta peningkatan pemantauan dan ketelusan bertujuan untuk meningkatkan keyakinan jemaah.

Penilaian Aset Lebih Teliti: Memastikan TH fokus kepada pelaburan menguntungkan yang sejajar dengan misi organisasi.

Langkah-langkah ini membolehkan TH terus memenuhi tanggungjawab kepada jemaah dan memastikan kestabilan kewangan jangka panjang.

tunggu TF bertindak ... trump msia

kroni syed belum bangun ka, masih tidur atau dah mati macam daim? hehe

below 30sen pun tak hairan kini nbv tinggal ~20sen je hehe

kemenangan israel dah terjamin disokong usa dan dunia barat termasuk UAE, Saudi, dll

tonton wars in middle east sambil minum starbucks cool tak hehe

more intense attack on terrorist cells in lubnan & gaza, etc b4 trump jadi PM terbaru USA

israel is going to attack and complete the wars fast as requested by trump haha

benefit other local coffee chains like Gigi, etc

News and Blogs
2024-11-15

Analysts see bigger losses for Starbucks Malaysia operator in FY25 as boycott drags


2024-11-15

Berjaya Food Logs Fourth Quarter in the Red Due to Anti-Israel Boycott

5196 BJFOOD BERJAYA FOOD BERHAD
Quarterly rpt on consolidated results for the financial period ended 30/09/2024
Quarter: 1st Quarter
Financial Year End: 30/06/2025
Report Status: Unaudited
Submitted By:
Current Year Quarter Preceding Year Corresponding Quarter Current Year to Date Preceding Year Corresponding Period
30/09/2024 30/09/2023 30/09/2024 30/09/2023
RM '000 RM '000 RM '000 RM '000
1 Revenue 124,194 278,534 124,194 278,534
2 Profit/Loss Before Tax (31,821) 28,320 (31,821) 28,320
3 Profit/(loss) attributable to ordinary equity holders of the parent (33,679) 19,027 (33,679) 19,027
4 Net Profit/Loss For The Period (31,839) 18,511 (31,839) 18,511
5 Basic Earnings/Loss Per Shares (sen) (1.90) 1.08 (1.90) 1.08
6 Dividend Per Share (sen) 0.00 0.44 0.00 0.44
As At End of Current Quarter As At Preceding Financial Year End
7 Net Assets Per Share (RM) 0.2021 0.2245

kroni syed of drb paid rm3.60 per pos syer till now below 30sen haha

The Malaysian government should consider rescuing Pos Malaysia, similar to Tabung Haji and FELDA FGV, for several key reasons:

National Infrastructure: Pos Malaysia provides essential postal services and logistical support, crucial for both rural and urban connectivity.

Strategic Role: It plays a vital role in supporting e-commerce, financial services, and communication in Malaysia's economy.

Public Trust and Impact: Allowing it to fail could undermine public confidence, as it is perceived as a government-linked entity tied to national identity.

Job Preservation: Pos Malaysia employs a large workforce whose livelihoods depend on its operations.

Potential for Revitalization: With restructuring, it can pivot toward profitability, leveraging logistics, e-commerce growth, and modernized services.

Government intervention, like with Tabung Haji and FELDA, could stabilize operations, protect public interests, and create a pathway for sustainable growth.

drb, pos parent, only the way to below RM1 :)

better for kroni syed to sell pos back to the govt... otherwise drb pun kena pull down bersama

need govt to rescue pos macam tabung haji dan felda FGV dulu haha

Anwar Ibrahim's government could use Pos Malaysia as a case study to address past corruption and mismanagement by focusing on key reforms:

1. **Enhance Corporate Governance**: Anwar's administration could ensure merit-based appointments, transparency in financial reporting, and stronger oversight of Pos Malaysia's operations to prevent political interference and cronyism.

2. **Reform Financial Management**: Implementing more rigorous auditing and restructuring Pos Malaysia’s business model could refocus the company on diversification and digital transformation to increase profitability.

3. **Promote Efficiency**: Encourage innovation in logistics and e-commerce, and reduce reliance on outdated postal services to align with global trends.

Anwar Ibrahim's government could use Pos Malaysia as a case study to address past corruption and mismanagement by focusing on key reforms:

1. **Enhance Corporate Governance**: Anwar's administration could ensure merit-based appointments, transparency in financial reporting, and stronger oversight of Pos Malaysia's operations to prevent political interference and cronyism.

2. **Reform Financial Management**: Implementing more rigorous auditing and restructuring Pos Malaysia’s business model could refocus the company on diversification and digital transformation to increase profitability.

3. **Promote Efficiency**: Encourage innovation in logistics and e-commerce, and reduce reliance on outdated postal services to align with global trends.

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.