aliran tunai dari operasi masih positif,,, dulu kaya, invested a lot in PPE, kini, depreciation tinggi.,,, kerugian kerani depreciation (non cash items).... so dapat bertahan sehingga untung keseluruhan,,, 2019 -2024 -- rugi keseluruhan ... ramai hairan ,.,, hei belum PN17, sebab depreciation banyak , aset dulu2... aliran cash flow masih ok... expert finance/accountant MIA faham kot

aliran tunai masih mantap...😁

"9 Months Ended
30.09.2024" "9 Months Ended
30.09.2023"
RM’000 RM’000
CASH FLOWS FROM OPERATING ACTIVITIES
Loss before tax for the financial period (106,910) (74,244)
Adjustments:
- Depreciation of property, plant and equipment 68,164 80,102
- Depreciation of right-of-use assets 43,483 47,134
- Amortisation of intangible assets 1,989 1,989
- Amortisation of government grant (689) (1,035)
- Change in fair value of investment properties (10) -
- Net fair value gain of other investments:
Financial assets at fair value through profit or loss (181) (640)
- Finance costs 36,034 33,292
- Gain from derecognition of right-of-use assets (485) (434)
- Gain on remeasurement of lease liabilities - (946)
- Finance income (1,087) (2,248)
- Net unrealised foreign exchange differences (12,451) 742
- Net gain on impairment of receivables (4,468) (8,714)
- Gain on disposal of property, plant and equipment (572) (1,788)
- Property, plant and equipment written off 505 96
- Net inventories written down 63 18
- Zakat 1,501 921
- Share of result of an associated company (net of tax) (115) 411
- Others 28 54
Operating profit before changes in working capital 24,799 74,710
Changes in working capital:
Change in trade and other receivables and prepayment 10,936 (683)
Change in trade and other payables 50,364 99,060
Cash generated from operations 86,099 173,087
Tax paid (13,657) (9,183)
Tax refund 36 254
Finance cost paid (5,130) (4,704)
Zakat paid (1,389) (628)
Defined benefits paid - (38)
Net cash generated from operating activities 65,959 158,788

boleh tahan sampai untung keseluruhan .. banyak aset lagi

CONDENSED CONSOLIDATED STATEMENT OF FINANCIAL POSITION
Note Unaudited as at Audited as at
30.09.2024 31.12.2023
RM'000 RM'000
ASSETS
NON-CURRENT ASSETS
Property, plant and equipment 491,598 673,357
Investment properties 40,460 40,450
Right-of-use assets 271,422 289,682
Intangible assets 120,378 122,370
Deferred tax assets 395 385
Investments in associates 40,982 40,867
Other investments 6,723 6,723
Derivative financial asset 1,626 1,626
973,584 1,175,460
CURRENT ASSETS
Trade and other receivables 744,521 772,263
Other investments 5,656 8,475
Inventories 8,910 6,850
Current tax assets 3,005 2,449
Deposits placed with licensed banks 11,531 38,408
Cash and bank balances 114,896 170,181
Assets classified as held for sale 150,934 -
1,039,453 998,626
TOTAL ASSETS 2,013,037 2,174,086
EQUITY AND LIABILITIES
Share capital 1,071,392 1,071,392
Reserves (703,980) (576,185)
Equity attributable to Owners of the Company 367,412 495,207
Non-controlling interest 4,949 4,297
TOTAL EQUITY 372,361 499,504
NON-CURRENT LIABILITIES
Loans and borrowings 20 152,000 113,583
Lease liabilities 68,510 70,561
Post-employment benefit obligations 575 548
Deferred tax liabilities 29,978 26,576
251,063 211,268
CURRENT LIABILITIES
Loans and borrowings 20 292,524 391,420
Lease liabilities 32,413 43,158
Current tax liabilities 7,079 6,360
Trade and other payables 1,019,306 1,022,376
Liabilities classified as held for sale 38,291 -
1,389,613 1,463,314
TOTAL LIABILITIES 1,640,676 1,674,582
TOTAL EQUITY AND LIABILITIES 2,013,037 2,174,086

kroni shit taik madey kutty, bangkitlah, pos malaysia & DRB 😁

https://www.pos.com.my/retail/pos-shop

https://www.pos.com.my/retail/pos-shop

drb perlukan financial reengineering bagi pos jika mau harga syer terbang semula

pos msia jadi postal bank macam di spore dengan merger with bank muamalat, wait n see.. semua subsi drb jugak

pos dah jadi growth stock bagi biz macam 7-11 cum speed99, by next year, its jewel with aviation

institutional investors akan beli pos semula.. just wait n see

boleh spin off via ipo nanti... kian bertambah pos shop cum cafe

😃 increase of outlets during the period.

drb, ibu bagi pos msia.. syabas

Pos Malaysia Berhad (Pos Malaysia)
Pos Malaysia is Malaysia's national post and parcel service provider, holding the sole mandate to deliver
services under the universal postal service obligation for the country. With a proud history spanning
over 200 years, the group has diversified beyond traditional mail and parcel services to offer end-toend logistics solutions and varied products through our aviation, retail, logistics and digital services. We
have pivoted from a mail company that also delivers parcels to a parcel delivery company that also
delivers mail. Our purpose is, we are passionate about building trust to connect lives and businesses
for a better tomorrow.
Pos Malaysia has an unparalleled last-mile reach, delivering to more than 11 million addresses
nationwide. With a network of over 3,500 touchpoints across the country, we connect with the Rakyat
throughout Malaysia, providing the most comprehensive retail network in the nation.
Pos Malaysia is majority-owned by the conglomerate DRB-HICOM Berhad.

Pos Malaysia Berhad (Pos Malaysia)
Pos Malaysia is Malaysia's national post and parcel service provider, holding the sole mandate to deliver
services under the universal postal service obligation for the country. With a proud history spanning
over 200 years, the group has diversified beyond traditional mail and parcel services to offer end-toend logistics solutions and varied products through our aviation, retail, logistics and digital services. We
have pivoted from a mail company that also delivers parcels to a parcel delivery company that also
delivers mail. Our purpose is, we are passionate about building trust to connect lives and businesses
for a better tomorrow.
Pos Malaysia has an unparalleled last-mile reach, delivering to more than 11 million addresses
nationwide. With a network of over 3,500 touchpoints across the country, we connect with the Rakyat
throughout Malaysia, providing the most comprehensive retail network in the nation.
Pos Malaysia is majority-owned by the conglomerate DRB-HICOM Berhad.

without financial reengineering, drb ibu bagi pos pun dah dibawah rm1 tadi... buy pos

financial reengineering dalam drb between pos and bank muamalat... salah satu jalan keluar dengan pantas. IPO for profitable segments dalam pos jugak macam tony lakukan bagi aax, a capital and tunepro

pos jadi postal bank with a merger with bank muamalat all part of drb group.

"Whilst still a very challenging environment, we are pleased to see improvements across our
key segments, particularly in postal and aviation, as we continue to execute our transformation
strategy," said Charles Brewer, Group CEO of Pos Malaysia. "Our team's dedication to innovation and operational excellence is positioning us for a stronger future, and despite the
environment we remain focused of delivering a ‘better tomorrow’."

Stay connected with Pos Malaysia via www.pos.com.my, or follow us on Facebook, X,
Instagram, Tik Tok, YouTube and LinkedIn.

bagus boleh spin off via IPO dulu

Pos Aviation anticipates continued year-on-year uplift growth, driven by increased flight
operations, a surge in demand for in-flight catering, and growth in cargo handling and aviation
engineering services. This segment is well-poised to capitalise on the rising travel and logistics
demands.

syabas mat salleh ceo; The positive momentum in the postal segment has been fuelled by improved parcel volumes,
bolstered by market share gains and a dedicated focus on cost management and network
optimisation. This segment remains committed to its transformation agenda and revenue
diversification, including the development of asset-lite international product offerings.

major shareholders hold for recovery... retailers cum speculators need money selling to cash rich investors... hehe

Deposits placed with licensed banks 11,531,000
Cash and bank balances 114,896,000
Assets classified as held for sale 150,934,000

masih kuat dr segi kewangan dude

terbaik wang akan masuk tak lama lagi hehe

On 21 May 2024, Pos Logistics Berhad (“PLB”), an indirect wholly-owned subsidiary of Pos
Malaysia Berhad, entered into a Share Sale and Purchase Agreement (“SPA”), in relation to the
disposal of 100% equity interest in PNSL Berhad (“PNSL”) to SWA Shipping Sdn. Bhd. (“SWA”),
for an indicative total consideration of RM123.2 million (“Proposed Disposal of PNSL”).
On 19 August 2024, all the Conditions Precedent have been fulfilled and the SPA has become
unconditional on even date (“Unconditional Date”). PLB and SWA had mutually agreed to
amend the completion date from within 21 days from the Unconditional Date to within 111 days
from the Unconditional Date for the parties to complete the proposed disposal.

Pos Aviation expects to deliver improved year-on-year results, driven by increased flights, rising
demand for in-flight catering, cargo handling and an increase in its aviation engineering
business.

Others segment recorded higher revenue generated from sales of digital
certificates due to increase of certificates issuance to new users.
Profit before tax amounted to RM19.9 million... spin off semua segment yg ada profit ya

Others segment recorded higher revenue generated from sales of digital
certificates due to increase of certificates issuance to new users.
Profit before tax decreased to RM19.9 million

Aviation
Aviation segment contributed higher revenue to RM277.6 million mainly from
higher in-flight catering and ground handling businesses. This is due to
increased number of meals uplifted for commercial and umrah related flights.
In addition, increased number of flights handled contributed positively to the
ground handling revenue.
Profit before tax increased to RM12.6 million from higher revenue during the
period.

terbaik spin off via ipo ya..Aviation
Aviation segment contributed higher revenue of RM97.9 million compared to
RM75.0 million in Q3 FY2023. This is mainly attributable to the in-flight catering
business with higher number of meals uplifted.
Profit before tax was higher due to increase in revenue contribution from inflight catering business and higher volume handled in stations.

POS MAU SPIN OFF AVIATION.. SENTIASA UNTUNG... IPO FOR AVIATION... BERLAJAR DRP TONY AIRASIA... SPLIT INTO 3 PLCs, capita a, aax & tunepro

Net cash generated from operating activities rm65,959,000; DEPRECIATION TU KOS MELEPAS rmAdjustments:
- Depreciation of property, plant and equipment 68,164,000
- Depreciation of right-of-use assets 43,483,000
- Amortisation of intangible assets 1,989,000

JUST SWASTAKAN 50SEN & ABOVE TUNGGU JE..

TAKE PRIVATE DEMI MARUAH DAN JUGA TERLALU MURAH KINI

RSI(14) Oversold 27.4
Stochastic(14) Oversold 7.7
Average Volume (3M) 736,800
Relative Volume 0.4

net book vaLUE 47SEN... KINI BELOW 30SEN, BIG DISKON..SAPU SAPU.

NTA 0.4700
P/B 0.57
RPS 237.09
PSR 0.11
Market Cap 211.4M
Shares (mil) 782.78

beli beli kroni syed mahupun drb akan menyelamatkan pos at all price... pasal maruah dan nilai syer drb better late than never ya

sama ada naik gila atau turun gila.. wait for results to be announced if u want to play safe ya

focus on the real biz... tak mati... pasti ada profit...

anak cofounder masih berada dlm oversea, kata orang

cofounder oversea yg belum mati masih memegang sejumlah dalam oversea

wait n see
History
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 -
24/07/2023 00:00:00 0.1000 0.0050 9.040m 9.040m 903,980 903,980 0.1000 0.7884 -
29/12/2022 00:00:00 0.0050 -0.0900 4.000m 4.000m 20,000 20,000 0.0050 0.3488 -
28/12/2022 00:00:00 0.0050 -0.0900 2.100m 2.100m 10,500 10,500 0.0050 0.1831 -
09/11/2021 00:00:00 0.2000 0.1050 1.200m 1.200m 240,000 240,000 0.2000 0.1356 -
08/11/2021 00:00:00 0.2100 0.1150 1.557m 1.557m 326,886 326,886 0.2100 0.1759 -
29/09/2021 00:00:00 0.2000 0.1050 1.500m 1.500m 300,000 300,000 0.2000 0.1695 -
08/09/2021 00:00:00 0.2000 0.1000 2.600m 2.600m 520,000 520,000 0.2000 0.2939 -
19/05/2021 00:00:00 0.1300 - 100,000 100,000 13,000 13,000 0.1300 0.0113 -
07/08/2020 00:00:00 0.3000 -0.0150 600,033 151.259m 180,010 45.378m 0.3000 0.2435 -
07/08/2020 00:00:00 0.3000 -0.0150 2.756m 151.259m 826,901 45.378m 0.3000 1.1186 -
07/08/2020 00:00:00 0.3000 -0.0150 20.461m 151.259m 6.138m 45.378m 0.3000 8.3033 -
07/08/2020 00:00:00 0.3000 -0.0150 73.044m 151.259m 21.913m 45.378m 0.3000 29.6425 -
07/08/2020 00:00:00 0.3000 -0.0150 50.898m 151.259m 15.270m 45.378m 0.3000 20.6555 -
07/08/2020 00:00:00 0.3000 -0.0150 3.500m 151.259m 1.050m 45.378m 0.3000 1.4204 -
01/03/2019 00:00:00 0.1200 -0.0100 165,300 165,300 19,836 19,836 0.1200 0.0671 -
19/04/2017 00:00:00 0.2300 0.0050 95,000 95,000 21,850 21,850 0.2300 0.0386 -
13/04/2017 00:00:00 0.2650 0.0300 100,000 100,000 26,500 26,500 0.2650 0.0406 -
25/02/2016 00:00:00 0.1500 -0.0150 600,033 600,033 90,005 90,005 0.1500 0.2449 -
01/08/2014 00:00:00 0.2500 0.0100 500,000 500,000 125,000 125,000 0.2500 0.2041 -
25/06/2014 00:00:00 0.2950 0.0200 850,000 850,000 250,750 250,750 0.2950 0.3469 -
28/02/2013 00:00:00 0.1300 0.0100 300,000 300,000 39,000 39,000 0.1300 0.1224 Cross Trade
30/03/2012 00:00:00 0.2250 0.0700 30,000 30,000 6,750 6,750 0.2250 0.0122 Cross Trade
08/06/2011 15:05:03 0.1600 0.0200 700,000 700,000 112,000 112,000 0.1600 0.2857 -
01/04/2010 17:05:08 0.2350 0.0050 500,000 500,000 117,500 117,500 0.2350 0.2040 -
Summary from 01/04/2010 to 31/01/2024
Highest Price 0.3000 First Occurred on 07/08/2020

KUALA LUMPUR (Nov 20): Express Rail Link Sdn Bhd (ERL) and Tourism Malaysia on Wednesday inked a Memorandum of Collaboration (MOC) to promote Visit Malaysia 2026 (VM2026) and to ease tourist travelling experience by leveraging their combined strengths.

Through the MOC, ERL and Tourism Malaysia will collaborate to promote ERL's KL Travel Pass, an all-in-one transport ticket and other offers through its various digital channels such as website, social media platforms, digital screens and digital ads.

Chief Executive Officer of ERL Noormah Mohd Noor expressed gratitude that the all-in-one transport ticket which combines KLIA Ekspres service and two-day unlimited train rides on LRT, MRT and KL Monorail lines, will be promoted to the global audience by Tourism Malaysia.

"Now that we have signed the MOC, we’re excited to begin promoting KL TravelPass to tourists leading up to VM2026. From the moment they land in KLIA Terminal 1 or 2, travellers are able to immediately use KL TravelPass to seamlessly explore Kuala Lumpur, eliminating the need and hassle for separate travel cards," she said in ERL and Tourism Malaysia’s joint statement.

She added the KL TravelPass will also enable users to enjoy great savings by travelling to Kuala Lumpur in groups with ERL’s Family Package and Group Saver plan, besides obtaining door-to-door airport transfers directly from hotels to the airport with its VIP Service.

Meanwhile, director-general of Tourism Malaysia Datuk Manoharan Periasamy highlighted the importance of seamless accessibility in enhancing the tourist experience in the country.

"Seamless accessibility is crucial for ensuring that tourists can fully immerse themselves in Malaysia’s offerings without the hassle of navigating transportation hurdles, from the moment they arrive, they should feel well-connected to our vibrant attractions, which is what this partnership aims to achieve.

"By working together through joint initiatives and activities, we aim to further promote Malaysia's diverse tourism offerings and position the country as a top travel destination. Through the non-exclusive partnership with ERL, we look forward to leveraging their expertise in transportation to enhance tourist convenience and support the aspirations of Visit Malaysia 2026," he said.

Manoharan added that the collaboration is a testament to the valuable synergy between the public and private sectors.

KL TravelPass is available on single as well as return trip on the KLIA Ekspres service.

Interested travellers can log on to www.KLIAekspres.com to get more information on KL TravelPass and ERL’s latest offers and promotions.

buy awal sedikit, tengok capita a & aax Up macam crazy hehe

these few days super aktif... ada udang disebalik batu... wait n see sudden action hehe

Bolttech regional general manager for Hong Kong and Taiwan Alister Musgrave said, "We're thrilled to provide Hong Kong travellers with convenient protection and peace of mind. Our collaboration with Tune Protect highlights our shared commitment to enhancing customer experience and delivering innovative solutions."


Tune Protect plans to continue building its global network, which already includes close to 50 insurance partners worldwide.


How said that by working closely with distribution partners, it aims to offer relevant protection at critical touchpoints along the customer journey.

"Our goal is to establish ourselves as the premier one-stop digital insurance solutions partner."

The new travel insurance product is part of a long-standing partnership with AirAsia, which has helped Tune Protect provide customised solutions in various markets, and the company plans to introduce similar offerings in other Asia-Pacific markets to reinforce its position as a leading digital insurer in the region.

"By providing customised travel insurance solutions, we aim to enhance the overall travel experience while introducing innovative, value-added services," he said.

KUALA LUMPUR: Tune Protect Group Berhad has partnered with Bolttech Insurance to introduce AirAsia Travel Insurance for Hong Kong travellers, marking a significant step in the company's expansion into key regional markets.

This strategic collaboration underscores Tune Protect's commitment to delivering tailored and affordable travel insurance solutions to meet the evolving needs of global travellers.

Tune Protect Group chief executive officer How Kim Lian said: "This collaboration with Bolttech in Hong Kong reflects our ambition to grow in key regional markets. Hong Kong serves as a gateway to major Asian markets such as China, Japan, Korea, and Southeast Asia, making it an attractive hub for travellers."

The offering, developed in partnership with Bolttech's local expertise, aims to provide comprehensive travel protection while enhancing customer convenience.

super boom time for restoran biz

A 34-year-old employee said this was the second time he had received a BMW from the company; he first received a car seven years ago. He travelled from Kuala Lumpur to Johor Bahru to participate in the car presenting ceremony on 11 November.

He said the car was not only a gift but served as a form of affirmation and encouragement from the company and its founder.

Currently, there are eight Warakuya Japanese Restaurant and Superstar Family KTV outlets in Klang Valley and six outlets in Johor.

This kind boss/company will buy an existing limited co for expansion etc easier to raise fund, branding, etc. like buying a shelf co. https://www.msn.com/en-my/lifestyle/other/best-boss-ever-malaysian-boss-rewards-cars-worth-rm31-mil-to-hardworking-employees/ar-AA1tZTys

Tony Fernandes, the founder of AirAsia and the former owner of the budget airline Tune Pro, had strong personal and professional motivations for wanting to turn Tune Pro around and make it profitable again. These motivations primarily stemmed from his reputation, his investment in the company, and his belief in its potential. Here's why he didn't want to "lose face":

1. Personal Reputation:
Tony Fernandes is a well-known figure in the aviation and business world. He gained significant recognition for transforming AirAsia into a successful and profitable airline. His business success with AirAsia earned him a reputation as a capable and visionary entrepreneur. Failing to turn around Tune Pro would have negatively impacted his personal brand and credibility. Business leaders, especially those in the public eye like Fernandes, are often judged by the success or failure of their ventures. Failure to make Tune Pro profitable could have been seen as a sign of weakness or poor judgment, which he would have wanted to avoid.

2. Investment at Stake:
Fernandes had a financial stake in Tune Pro, and like any businessman, he would want to protect his investment. If Tune Pro had failed to turn a profit or had to close down, Fernandes would have lost the capital he invested and could have faced further financial losses. As an entrepreneur, it’s critical to show that you can make businesses successful, especially when you've made public commitments to the viability of a venture.

3. Brand Integrity and the Tune Ecosystem:
Tune Pro was part of a larger ecosystem of businesses under the "Tune" brand, which also included Tune Hotels, Tune Talk, and other ventures. As the owner of these ventures, Fernandes needed to maintain the integrity of the Tune brand. If one part of the ecosystem (like Tune Pro) failed, it could have had a ripple effect on the others, damaging the entire brand. Given his focus on building a strong, interconnected brand portfolio, turning Tune Pro around was crucial for maintaining the reputation of the whole group.

4. Leadership and Responsibility:
As a leader, Fernandes was known for his hands-on approach to his businesses. His leadership was often seen as a key reason for AirAsia’s success. Letting Tune Pro fail would have conflicted with his public persona as someone who takes responsibility for the performance of his companies. Business leaders like Fernandes often see their role as ensuring that their companies succeed, even in the face of setbacks. Failing to make Tune Pro profitable would have gone against his values of perseverance and commitment to his ventures.

5. External Perceptions and Investor Confidence:
Losing face also relates to the perceptions of other investors, stakeholders, and the market. Fernandes' ability to turn around struggling companies was likely scrutinized by investors, especially if Tune Pro was facing financial difficulties. A failure would have affected investor confidence in his management capabilities and could have impacted funding or partnerships for his other ventures. By ensuring Tune Pro's success, Fernandes protected not only his reputation but also his ability to attract future investments and business opportunities.

In conclusion, Tony Fernandes didn’t want to lose face because his personal reputation, financial investment, brand integrity, leadership responsibility, and external market perceptions were all tied to the success of Tune Pro. By turning the company around, he would have demonstrated his ability to overcome challenges and maintain his standing as a successful businessman.

Tony Fernandes, the founder of AirAsia and the former owner of the budget airline Tune Pro, had strong personal and professional motivations for wanting to turn Tune Pro around and make it profitable again. These motivations primarily stemmed from his reputation, his investment in the company, and his belief in its potential. Here's why he didn't want to "lose face":

1. Personal Reputation:
Tony Fernandes is a well-known figure in the aviation and business world. He gained significant recognition for transforming AirAsia into a successful and profitable airline. His business success with AirAsia earned him a reputation as a capable and visionary entrepreneur. Failing to turn around Tune Pro would have negatively impacted his personal brand and credibility. Business leaders, especially those in the public eye like Fernandes, are often judged by the success or failure of their ventures. Failure to make Tune Pro profitable could have been seen as a sign of weakness or poor judgment, which he would have wanted to avoid.

2. Investment at Stake:
Fernandes had a financial stake in Tune Pro, and like any businessman, he would want to protect his investment. If Tune Pro had failed to turn a profit or had to close down, Fernandes would have lost the capital he invested and could have faced further financial losses. As an entrepreneur, it’s critical to show that you can make businesses successful, especially when you've made public commitments to the viability of a venture.

3. Brand Integrity and the Tune Ecosystem:
Tune Pro was part of a larger ecosystem of businesses under the "Tune" brand, which also included Tune Hotels, Tune Talk, and other ventures. As the owner of these ventures, Fernandes needed to maintain the integrity of the Tune brand. If one part of the ecosystem (like Tune Pro) failed, it could have had a ripple effect on the others, damaging the entire brand. Given his focus on building a strong, interconnected brand portfolio, turning Tune Pro around was crucial for maintaining the reputation of the whole group.

4. Leadership and Responsibility:
As a leader, Fernandes was known for his hands-on approach to his businesses. His leadership was often seen as a key reason for AirAsia’s success. Letting Tune Pro fail would have conflicted with his public persona as someone who takes responsibility for the performance of his companies. Business leaders like Fernandes often see their role as ensuring that their companies succeed, even in the face of setbacks. Failing to make Tune Pro profitable would have gone against his values of perseverance and commitment to his ventures.

5. External Perceptions and Investor Confidence:
Losing face also relates to the perceptions of other investors, stakeholders, and the market. Fernandes' ability to turn around struggling companies was likely scrutinized by investors, especially if Tune Pro was facing financial difficulties. A failure would have affected investor confidence in his management capabilities and could have impacted funding or partnerships for his other ventures. By ensuring Tune Pro's success, Fernandes protected not only his reputation but also his ability to attract future investments and business opportunities.

In conclusion, Tony Fernandes didn’t want to lose face because his personal reputation, financial investment, brand integrity, leadership responsibility, and external market perceptions were all tied to the success of Tune Pro. By turning the company around, he would have demonstrated his ability to overcome challenges and maintain his standing as a successful businessman.

Tony Fernandes, the founder of AirAsia and the former owner of the budget airline Tune Pro, had strong personal and professional motivations for wanting to turn Tune Pro around and make it profitable again. These motivations primarily stemmed from his reputation, his investment in the company, and his belief in its potential. Here's why he didn't want to "lose face":

1. Personal Reputation:
Tony Fernandes is a well-known figure in the aviation and business world. He gained significant recognition for transforming AirAsia into a successful and profitable airline. His business success with AirAsia earned him a reputation as a capable and visionary entrepreneur. Failing to turn around Tune Pro would have negatively impacted his personal brand and credibility. Business leaders, especially those in the public eye like Fernandes, are often judged by the success or failure of their ventures. Failure to make Tune Pro profitable could have been seen as a sign of weakness or poor judgment, which he would have wanted to avoid.

2. Investment at Stake:
Fernandes had a financial stake in Tune Pro, and like any businessman, he would want to protect his investment. If Tune Pro had failed to turn a profit or had to close down, Fernandes would have lost the capital he invested and could have faced further financial losses. As an entrepreneur, it’s critical to show that you can make businesses successful, especially when you've made public commitments to the viability of a venture.

3. Brand Integrity and the Tune Ecosystem:
Tune Pro was part of a larger ecosystem of businesses under the "Tune" brand, which also included Tune Hotels, Tune Talk, and other ventures. As the owner of these ventures, Fernandes needed to maintain the integrity of the Tune brand. If one part of the ecosystem (like Tune Pro) failed, it could have had a ripple effect on the others, damaging the entire brand. Given his focus on building a strong, interconnected brand portfolio, turning Tune Pro around was crucial for maintaining the reputation of the whole group.

4. Leadership and Responsibility:
As a leader, Fernandes was known for his hands-on approach to his businesses. His leadership was often seen as a key reason for AirAsia’s success. Letting Tune Pro fail would have conflicted with his public persona as someone who takes responsibility for the performance of his companies. Business leaders like Fernandes often see their role as ensuring that their companies succeed, even in the face of setbacks. Failing to make Tune Pro profitable would have gone against his values of perseverance and commitment to his ventures.

5. External Perceptions and Investor Confidence:
Losing face also relates to the perceptions of other investors, stakeholders, and the market. Fernandes' ability to turn around struggling companies was likely scrutinized by investors, especially if Tune Pro was facing financial difficulties. A failure would have affected investor confidence in his management capabilities and could have impacted funding or partnerships for his other ventures. By ensuring Tune Pro's success, Fernandes protected not only his reputation but also his ability to attract future investments and business opportunities.

In conclusion, Tony Fernandes didn’t want to lose face because his personal reputation, financial investment, brand integrity, leadership responsibility, and external market perceptions were all tied to the success of Tune Pro. By turning the company around, he would have demonstrated his ability to overcome challenges and maintain his standing as a successful businessman.

orporate 44 minutes ago
Tune Protect Group introduces insurance plan for Hong Kong travellers
KUALA LUMPUR: Tune Protect Group Berhad has partnered with Bolttech Insurance to introduce AirAsia Travel Insurance for Hong Kong travellers, marking a significant step in the company’s expansion into key regional markets.

😉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.