BJFood’s acquisition of Kenny Rogers Roasters (KRR) creates an opportunity to expand the brand to Nordic countries, just as they did with Starbucks. However, for this to succeed, several factors need to be considered:
1. Brand Adaptation for Nordic Preferences
The Nordic market has a preference for fresh, sustainable, and health-conscious food. Kenny Rogers Roasters’ focus on rotisserie chicken and healthy meals could align well, but menu customization may be needed to suit local tastes and dietary trends.
2. Market Positioning
Starbucks succeeded in the Nordics by emphasizing its premium coffee culture and lifestyle branding. BJFood would need a similarly strong strategy for KRR to stand out amidst local and international competitors in the restaurant sector.
3. Operational Strategy
Establishing partnerships with local distributors, hiring talent familiar with the Nordic market, and leveraging BJFood’s experience with Starbucks’ supply chain and logistics could help manage costs and operations efficiently.
4. Brand Awareness and Marketing
Unlike Starbucks, which had strong global brand recognition, KRR might require significant marketing investment to familiarize Nordic consumers with the brand and its offerings.
5. Sustainability and CSR
The Nordics value sustainability and ethical practices. Highlighting KRR’s use of fresh ingredients and sustainable practices can help build trust and acceptance in the market.

If BJFood can adapt its strategy successfully, it could replicate Starbucks’ success and turn Kenny Rogers Roasters into a thriving business in the Nordic region.

Based on current price; balik 2024 high ROI~100%, kembali 2023 high; ROI 200-300% cantik kan?😎😎😎🤩🤩

VT, bjcorp related companies plus VT’s buddies beli bjfood shares, nanti balik 70sen-RM1++ enjoy gila😂😂😂😂

2023 pernah RM1++, 2024 pernah 70sen, jika balik 70sen; about 100% ROI based on current price ; beli je calculated risk dah😉

Berjaya Corporation Berhad (BJCORP) continues to buy Berjaya Food Berhad (BFOOD) shares for several strategic and financial reasons:

1. Strengthening Control Over a Key Subsidiary
• Increasing Stake for Strategic Influence: By owning a larger portion of BFOOD, BJCORP ensures greater control over its strategic decisions, aligning the subsidiary’s operations with the group’s overall vision.
• Protection Against Market Volatility: By consolidating its ownership, BJCORP reduces the risk of external entities influencing BFOOD’s direction or performance.

2. Confidence in BFOOD’s Performance
• Consistent Profitability: BFOOD, particularly through Starbucks Malaysia, has demonstrated strong earnings growth and resilience, making it a valuable asset.
• F&B Growth Potential: The F&B sector in Malaysia and the region offers significant upside, driven by increasing consumer spending on branded dining experiences.

3. Undervalued Stock Opportunity
• Market Discount: BFOOD shares may be trading below their intrinsic value, presenting a good investment opportunity for BJCORP to buy shares at a relatively low price and benefit from future appreciation.
• Strong Fundamentals: Positive financial performance (e.g., revenue growth, profitability) justifies further investment.

4. Diversified Revenue Streams
• BFOOD contributes significantly to BJCORP’s consolidated revenue, particularly as a stable and growing business. Increasing ownership secures a larger share of this reliable income stream.

5. Synergies and Long-Term Strategy
• Group Integration: Owning more of BFOOD enhances operational synergies across BJCORP’s portfolio, such as cross-promotions with hotels, retail, and lifestyle businesses.
• Future Expansion: Greater ownership allows BJCORP to directly influence and fund BFOOD’s regional expansion plans.

6. Enhancing Shareholder Value
• Long-Term Gains: As BFOOD’s value increases, BJCORP’s consolidated net worth and shareholder value are boosted.
• Dividend Potential: Owning more BFOOD shares means BJCORP benefits more from its dividends, providing consistent returns.

7. Market Signaling
• Confidence Signal: Continued purchases of BFOOD shares signal to the market that BJCORP has confidence in BFOOD’s future prospects, potentially attracting other investors and boosting share prices.

Conclusion

BJCORP’s continued purchase of BFOOD shares is a strategic move to secure control, capitalize on a profitable and growing business, and enhance long-term shareholder value. It reflects confidence in BFOOD’s potential and aligns with BJCORP’s broader growth and integration strategy.

• Strategic Role: BFOOD is a key part of BJCORP’s diversification strategy, with the resilient F&B sector contributing to long-term growth.
• Reputational Risk: Failure would damage investor confidence and tarnish BJCORP’s reputation for managing subsidiaries effectively.
• Financial Impact: Losing BFOOD’s revenue stream (e.g., Starbucks Malaysia) would harm BJCORP’s financial health and strain resources due to outstanding liabilities.
• Synergies: Disruption to cross-business collaborations (e.g., promotions with Berjaya Hotels & Resorts) would weaken group-wide strategies.
• Industry Potential: The F&B sector in Southeast Asia is growing; losing BFOOD means forfeiting future opportunities.
• Turnaround Symbol: BFOOD’s success showcases BJCORP’s restructuring efforts; failure would undermine this progress.
• Employee and Stakeholder Impact: Failure could lead to layoffs, harming BJCORP’s image as a responsible employer and eroding shareholder trust.

Conclusion: BFOOD’s success is crucial to BJCORP’s financial stability, reputation, and future growth. Failure is not an option.

• Strategic Role: BFOOD is a key part of BJCORP’s diversification strategy, with the resilient F&B sector contributing to long-term growth.
• Reputational Risk: Failure would damage investor confidence and tarnish BJCORP’s reputation for managing subsidiaries effectively.
• Financial Impact: Losing BFOOD’s revenue stream (e.g., Starbucks Malaysia) would harm BJCORP’s financial health and strain resources due to outstanding liabilities.
• Synergies: Disruption to cross-business collaborations (e.g., promotions with Berjaya Hotels & Resorts) would weaken group-wide strategies.
• Industry Potential: The F&B sector in Southeast Asia is growing; losing BFOOD means forfeiting future opportunities.
• Turnaround Symbol: BFOOD’s success showcases BJCORP’s restructuring efforts; failure would undermine this progress.
• Employee and Stakeholder Impact: Failure could lead to layoffs, harming BJCORP’s image as a responsible employer and eroding shareholder trust.

Conclusion: BFOOD’s success is crucial to BJCORP’s financial stability, reputation, and future growth. Failure is not an option.

Berjaya Corporation Berhad (BJCORP) cannot afford to let Berjaya Food Berhad (BFOOD) fail due to several strategic, financial, and reputational reasons:

1. Strategic Importance in the Group’s Portfolio
• BFOOD is a key subsidiary of BJCORP: It represents the corporation’s significant presence in the growing food and beverage (F&B) industry. Its failure would weaken BJCORP’s diversification strategy.
• The F&B sector is resilient even during economic downturns, making BFOOD a vital component of BJCORP’s long-term growth plans.

2. Reputational Risk
• Impact on investor confidence: BFOOD’s failure would signal potential mismanagement, damaging the perception of BJCORP’s ability to manage its subsidiaries effectively.
• Brand reputation: Brands under BFOOD, such as Starbucks Malaysia and Kenny Rogers Roasters, are widely recognized. A failure could harm BJCORP’s overall image as a trusted and reliable corporation.

3. Financial Implications
• Revenue and profit contribution: BFOOD is a profitable arm, especially due to the strong performance of Starbucks Malaysia. Losing this income stream would negatively impact BJCORP’s consolidated financial health.
• Debt obligations: BFOOD’s failure might leave debts or liabilities that BJCORP would still need to address, further straining its financial resources.

4. Synergies Within the Group
• BFOOD creates synergies with other businesses under BJCORP (e.g., promotions with Berjaya Hotels & Resorts). Its failure would disrupt these interlinked strategies, reducing overall efficiency and growth.

5. F&B Industry Growth Potential
• The F&B industry in Malaysia and Southeast Asia is poised for significant growth, driven by increasing disposable income, urbanization, and demand for branded dining experiences.
• Losing a foothold in this industry through BFOOD’s failure would mean forfeiting future market opportunities.

6. Symbol of BJCORP’s Turnaround Strategy
• BFOOD is one of the success stories of BJCORP’s restructuring efforts under leadership focused on streamlining operations and maximizing shareholder value. Allowing it to fail would undermine this narrative.

7. Employee and Stakeholder Impact
• Employee welfare: BFOOD employs a significant workforce, and its failure could lead to mass layoffs, damaging BJCORP’s reputation as a responsible employer.
• Shareholders and stakeholders: BFOOD’s failure would erode shareholder value and diminish trust in BJCORP’s leadership.

Conclusion

BFOOD’s performance is tightly linked to BJCORP’s strategic and financial objectives. Ensuring its success is essential to maintaining investor confidence, group synergy, and BJCORP’s standing in the competitive F&B sector. Letting BFOOD fail would result in cascading negative effects that BJCORP cannot afford.

Free cashflow still for latest quarterly results; the worst is over for bjfood, outperform; personal buy call ya😜

Sorry bang, Kenny ya🫢🤭

Kenny Rogers Roasters (KRR), di bawah Berjaya Food Berhad (BFood), mempunyai potensi besar untuk berkembang di Malaysia dan rantau ini atas beberapa faktor utama:

1. Pengiktirafan Jenama
• Kenny Rogers Roasters adalah jenama global yang dikenali dengan ayam rotisserie dan menu sihatnya.
• Kesetiaan pelanggan sedia ada memberikan asas kukuh untuk pengembangan pasaran, terutamanya dalam kalangan pengguna yang mementingkan kesihatan.

2. Sejajar dengan Trend Kesihatan
• Kesedaran yang semakin meningkat mengenai pilihan makanan yang lebih sihat menjadikan menu KRR menarik. Fokusnya pada kaedah memasak rendah lemak (contohnya, panggang berbanding goreng) sejajar dengan keutamaan pengguna.

3. Kepakaran Berjaya Food
• BFood, dengan kejayaan operasi Starbucks di Malaysia, mempunyai kepakaran dalam mengembangkan jenama makanan dan minuman (F&B). Mereka boleh memanfaatkan pengetahuan ini dalam strategi lokasi, pemasaran, dan pengalaman pelanggan untuk membangunkan KRR.

4. Potensi Inovasi Menu
• Terdapat potensi untuk menyegarkan semula menu bagi menarik cita rasa tempatan dan trend, seperti menambah perisa bercirikan Asia, pilihan berasaskan tumbuhan, atau hidangan sampingan tempatan.
• Penyesuaian menu dan tawaran bermusim dapat menarik pelbagai golongan pelanggan.

5. Peluang Pengembangan
• KRR mempunyai ruang untuk berkembang ke kawasan yang kurang mendapat perkhidmatan dan bandar-bandar sekunder di Malaysia, serta negara-negara jiran Asia Tenggara.
• Kedai berformat kecil atau dapur yang memfokuskan penghantaran makanan boleh membantu menembusi pasaran bandar dengan lebih berkesan.

6. Potensi Penghantaran dan Digital yang Kuat
• Peningkatan platform penghantaran makanan membuka peluang untuk meningkatkan hasil tanpa kos tinggi untuk memperluas cawangan fizikal.
• Memanfaatkan pemasaran digital, program kesetiaan, dan aplikasi mudah alih boleh menarik golongan muda.

7. Sinergi dengan Kumpulan Berjaya
• Sebagai sebahagian daripada Kumpulan Berjaya, KRR mendapat sokongan kewangan yang kukuh dan kebolehan untuk berintegrasi dengan perniagaan lain (contohnya, promosi silang dengan hotel, pasar raya, dan F&B lain di bawah Berjaya).

8. Pemulihan Ekonomi Pasca Pandemik
• Dengan trend makan di luar yang pulih dan orang ramai mencari makanan keselesaan yang dikenali, KRR mempunyai peluang untuk menangkap permintaan yang semakin meningkat ini.

9. Fokus Strategik pada Kelestarian
• Mengamalkan amalan mampan (contohnya, pembungkusan mesra alam, sumber tempatan) boleh meningkatkan reputasi dan menarik pengguna yang prihatin terhadap alam sekitar.

Mengapa “Potensi Tanpa Had”?

Dengan memanfaatkan kekuatan jenama, menerima inovasi, dan sejajar dengan trend pasaran, Kenny Rogers Roasters di bawah BFood boleh memasuki pasaran domestik dan serantau, memastikan pertumbuhan dan keuntungan yang berterusan. Kebolehannya untuk menyesuaikan diri dengan perubahan tingkah laku pengguna dan memanfaatkan rangkaian Berjaya memberikan peluang yang nampaknya tidak terhad untuk berkembang.

@
speakup
nak tipu ke? Nando is not under Berjaya lah
40 minutes ago

Berjaya Food could rebound financially by expanding its Starbucks operations to the Nordic countries for the following reasons:

1. Revenue Growth in a High-Value Market
• The Nordic region offers higher consumer spending power and the ability to charge premium prices for Starbucks products. Increased revenue from these markets could offset challenges in Malaysia and boost overall financial performance.

2. Market Diversification
• Entering the Nordic market diversifies Berjaya Food’s revenue streams, reducing reliance on its Malaysian operations, which may face economic constraints like inflation or limited consumer spending.

3. Untapped Growth Potential
• Starbucks’ presence is less saturated in the Nordic countries compared to Malaysia, offering significant room for expansion and new store openings, which can drive sales and profitability.

4. Better Profit Margins
• Higher pricing power in the Nordic countries allows for improved profit margins. In contrast, pricing in Malaysia is constrained by affordability, limiting margin growth.

5. Positive Market Sentiment
• A successful expansion into the Nordic market signals strong growth potential and business acumen to investors, likely boosting confidence in Berjaya Food’s stock and valuation.

6. Sustainability Alignment
• Nordic countries’ focus on sustainability aligns well with Starbucks’ global initiatives (e.g., ethically sourced coffee, recyclable packaging). This brand alignment can strengthen Starbucks’ market position in the region, enhancing sales.

7. Seasonal Sales Opportunities
• The Nordic region’s seasonal changes allow Starbucks to leverage its popular limited-time offerings, such as winter beverages and holiday promotions, which often drive significant revenue spikes.

8. Synergies with Existing Expertise
• Berjaya Food has extensive experience operating Starbucks in Malaysia, which it can apply to efficiently manage and scale the Nordic operations, optimizing costs and operations.

By leveraging these factors, Berjaya Food’s Nordic expansion could act as a catalyst for financial recovery, improved investor confidence, and long-term growth potential.

Accumulating 😎😎😎

Berjaya Food’s Starbucks operations in Nordic countries could potentially be more rewarding than in Malaysia due to several key factors:

1. Higher Spending Power
• Nordic countries, such as Sweden, Norway, and Denmark, have some of the highest per capita incomes in the world. This translates into greater discretionary spending, which benefits premium lifestyle brands like Starbucks.

2. Premium Coffee Culture
• The Nordic countries have a deep-rooted coffee culture, consistently ranking among the highest consumers of coffee per capita. Starbucks, with its premium branding, can cater to this demand with unique offerings.

3. Less Saturation
• While the coffee shop market is competitive in the Nordics, it is less saturated with Starbucks locations compared to Malaysia, where the brand already has a well-established presence. This provides an opportunity for growth in untapped or underserved areas.

4. Higher Pricing Power
• The Nordics generally have higher retail pricing due to higher living costs. Starbucks can command premium prices for its products, leading to better margins compared to Malaysia, where pricing is more constrained by local affordability.

5. Strategic Market Diversification
• Expanding into Nordic countries diversifies revenue streams, reducing dependency on a single regional market. This diversification could prove valuable, particularly if economic conditions in Malaysia fluctuate.

6. Sustainability Focus
• Nordic countries place significant emphasis on sustainability and ethical sourcing—values that align well with Starbucks’ initiatives like fair trade coffee and eco-friendly operations. This synergy can enhance Starbucks’ brand appeal in the region.

7. Stable Business Environment
• The Nordic countries have stable political and economic environments, low corruption levels, and strong consumer protection regulations. This stability can provide a conducive atmosphere for long-term business growth.

8. Potential for Seasonal Offerings
• The Nordics have distinct seasons, including long winters. Starbucks can introduce region-specific offerings, such as winter-themed beverages, which could drive seasonal sales spikes.

By leveraging these advantages, Berjaya Food could find Starbucks’ operations in the Nordic countries more lucrative than its established Malaysian business.

no further komen.. dah jualkan semua. Say No to Kronisme, Kroni Syed---> madeykutty, celaka... tutup kedai dah haha.. now focus on kawan, MFlour & Bjfood hehe

The principle "buy when others are fearful" is grounded in behavioral finance and value investing. Here's a detailed explanation:

### **1. Market Fear and Opportunity**
- **What it Means**: Fear in the market often arises from economic downturns, geopolitical events, or unexpected company-specific news. This fear leads to panic selling, driving down prices.
- **Opportunity**: During such times, assets often become undervalued relative to their intrinsic worth, presenting opportunities for investors who are willing to take calculated risks.

### **2. Contrarian Approach**
- **Going Against the Crowd**: Most investors tend to follow the herd, selling when others sell and buying when others buy. A contrarian investor does the opposite, recognizing that panic-driven sell-offs can create bargains.
- **Historical Evidence**: Many successful investors have built wealth by purchasing assets during crises (e.g., Warren Buffett during the 2008 financial crisis).

### **3. Long-Term Perspective**
- **Intrinsic Value**: The focus is on the intrinsic value of an asset, which may not align with its current market price during fearful times.
- **Recovery Potential**: Over time, markets tend to recover, and fundamentally strong investments typically regain or surpass their previous value.

### **4. Importance of Research**
- **Not All Drops Are Opportunities**: Not every price decline indicates a good investment. Thorough research is necessary to determine whether the downturn is due to temporary factors or permanent damage.
- **Focus on Fundamentals**: Look at a company's financial health, competitive advantage, and long-term prospects.

### **5. Managing Risk**
- **Avoid Overleveraging**: Ensure you don’t overcommit financially, as markets can remain irrational longer than expected.
- **Diversify**: Spread investments across sectors or regions to minimize risk.

### **6. Psychological Strength**
- **Emotional Discipline**: Fearful markets can test your resolve. Successful investing requires ignoring negative noise and staying committed to a well-thought-out strategy.
- **Patience**: Recovery may take time, so a long-term horizon is critical.

In essence, this strategy is about leveraging market inefficiencies caused by fear, buying quality investments at a discount, and holding until the value is realized over time.

The principle "buy when others are fearful" is grounded in behavioral finance and value investing. Here's a detailed explanation:

### **1. Market Fear and Opportunity**
- **What it Means**: Fear in the market often arises from economic downturns, geopolitical events, or unexpected company-specific news. This fear leads to panic selling, driving down prices.
- **Opportunity**: During such times, assets often become undervalued relative to their intrinsic worth, presenting opportunities for investors who are willing to take calculated risks.

### **2. Contrarian Approach**
- **Going Against the Crowd**: Most investors tend to follow the herd, selling when others sell and buying when others buy. A contrarian investor does the opposite, recognizing that panic-driven sell-offs can create bargains.
- **Historical Evidence**: Many successful investors have built wealth by purchasing assets during crises (e.g., Warren Buffett during the 2008 financial crisis).

### **3. Long-Term Perspective**
- **Intrinsic Value**: The focus is on the intrinsic value of an asset, which may not align with its current market price during fearful times.
- **Recovery Potential**: Over time, markets tend to recover, and fundamentally strong investments typically regain or surpass their previous value.

### **4. Importance of Research**
- **Not All Drops Are Opportunities**: Not every price decline indicates a good investment. Thorough research is necessary to determine whether the downturn is due to temporary factors or permanent damage.
- **Focus on Fundamentals**: Look at a company's financial health, competitive advantage, and long-term prospects.

### **5. Managing Risk**
- **Avoid Overleveraging**: Ensure you don’t overcommit financially, as markets can remain irrational longer than expected.
- **Diversify**: Spread investments across sectors or regions to minimize risk.

### **6. Psychological Strength**
- **Emotional Discipline**: Fearful markets can test your resolve. Successful investing requires ignoring negative noise and staying committed to a well-thought-out strategy.
- **Patience**: Recovery may take time, so a long-term horizon is critical.

In essence, this strategy is about leveraging market inefficiencies caused by fear, buying quality investments at a discount, and holding until the value is realized over time.

Buy undervalued assets during market fear.
Focus on long-term potential, not short-term sentiment.
Use research to identify quality investments.
Patience and discipline are essential.

- Starbucks in Malaysia is recovering gradually after challenges during the pandemic.
- Increased local and international tourism is driving the recovery.
- Tourists favor familiar global brands like Starbucks for consistency.
- Time is crucial in rebuilding customer habits and economic stability.
- Strategic actions (localized offerings, delivery, renovations) likely support recovery.
- Continued growth in tourism is expected to boost recovery further.

Market Cap 681.534m Syariah Yes

40-50sen++ easily bila VT beli lagi

tunggu je ia memecut

60sen++ tak lama lagi jangkaanku

beli selagi ada retailers mau wang untuk Christmas celebration ya

55.5sen div 1.5sen cost cuma 54sen murah

Mflour dividen 5%++ per annum jauh lagi berbaloi.. ada kecairan .. volume jauh lebih tinggi dan aktif...

habis cerita... satu pengajaran yg berharga... cut loss ... usah melabur dalam GLCs yg mengalami kerugian beberapa tahun, tiada ubat haha

### Masih has free cash, ya... terbaik hehe

BERJAYA FOOD BERHAD
UNAUDITED INTERIM FINANCIAL REPORT FOR THE PERIOD ENDED 30 SEPTEMBER 2024
CONDENSED CONSOLIDATED STATEMENT OF CASH FLOWS
3 months ended
30/09/2024 30/09/2023
RM'000 RM'000
CASH FLOW FROM OPERATING ACTIVITIES
Receipts from operations 178,236 281,175
Payments to suppliers and operating expenses (167,152) (209,102)
Payment of taxes 2,995 (21,878)
Other receipts - 137
Net cash generated from operating activities 14,079 50,332

bjfood boleh sudden big jump ya... 70sen, RM1, dll memang boleh dark horse yg boleh membawa ROI yg luar biasa ya hehe

syer mflour, sangat berbaloi, kecairan takda masalah, dividen pun ada.. cun betul hehe

Most Asian stocks jumped on Tuesday with Chinese shares rallying on optimism around more stimulus measures from the world’s second largest economy, while the Reserve Bank of Australia held interest rates steady, as expected.

Most Asian stocks jumped on Tuesday with Chinese shares rallying on optimism around more stimulus measures from the world’s second largest economy, while the Reserve Bank of Australia held interest rates steady, as expected.

Sentimen anti-Yahudi di Malaysia boleh merosakkan ekonomi dan mendedahkan syarikat kepada risiko keselamatan siber, kerana Israel adalah peneraju global dalam keselamatan siber. Memusuhi komuniti Yahudi atau Israel boleh menakutkan pelabur asing, mengurangkan peluang ekonomi, dan mencetuskan potensi serangan siber memandangkan infrastruktur digital Malaysia yang agak lemah. Selain itu, permusuhan seperti ini boleh merosakkan reputasi antarabangsa Malaysia dan hubungan dengan negara yang bersekutu dengan Israel, serta menghalang akses kepada kepakaran global dalam teknologi, pertanian, dan perubatan. Sebaliknya, Malaysia harus memberi tumpuan kepada keterangkuman, diplomasi, dan kerjasama global untuk kemajuan negara.

Anti-Jewish sentiment in Malaysia could harm the economy and expose companies to cybersecurity risks, as Israel is a global leader in cybersecurity. Alienating Jewish communities or Israel can deter foreign investment, reduce economic opportunities, and provoke potential cyberattacks due to Malaysia’s relatively weak digital infrastructure. Additionally, such hostility risks damaging Malaysia’s international reputation and relations with countries allied with Israel, while also preventing access to global expertise in technology, agriculture, and medicine. Instead of fostering hostility, Malaysia should focus on inclusivity, diplomacy, and leveraging global partnerships for national progress.

Pernyataan bahawa sentimen anti-Yahudi boleh merosakkan ekonomi Malaysia dan mendedahkan syarikat tempatan kepada ancaman siber daripada penggodam Israel berasaskan beberapa perkara berikut:

1. Kesan Terhadap Ekonomi:
• Kebergantungan Global: Ekonomi moden saling bergantung. Memusuhi mana-mana komuniti, terutamanya yang terlibat dalam industri bernilai tinggi seperti teknologi, kewangan, dan inovasi, boleh menyebabkan peluang kerjasama, perdagangan, dan pelaburan terlepas begitu sahaja.
• Keyakinan Pelabur: Sentimen anti-Semitik yang terbuka boleh menakutkan pelabur asing, termasuk dari negara yang mempunyai populasi Yahudi yang besar atau hubungan kuat dengan Israel, daripada melihat Malaysia sebagai pasaran yang stabil dan inklusif.

2. Risiko Keselamatan Siber:
• Kepimpinan Israel dalam Keselamatan Siber: Israel adalah peneraju global dalam inovasi keselamatan siber dengan teknologi dan kepakaran yang canggih. Jika sentimen anti-Yahudi meningkat sehingga dilihat sebagai tindakan bermusuhan, ia mungkin mencetuskan tindak balas daripada pihak bebas atau kumpulan terancang dengan kemampuan siber yang tinggi.
• Kerentanan Syarikat Malaysia: Banyak perniagaan dan institusi di Malaysia tidak mempunyai infrastruktur keselamatan siber yang kukuh, menjadikan mereka sasaran potensi serangan yang canggih yang boleh mengganggu operasi atau menyebabkan kebocoran data.

3. Reperkusyen Geopolitik:
• Hubungan Diplomatik: Walaupun Malaysia tidak mempunyai hubungan diplomatik formal dengan Israel, retorik anti-Yahudi yang ekstrem boleh merosakkan kedudukannya di pentas antarabangsa. Ia juga boleh merumitkan hubungan Malaysia dengan negara yang mempunyai hubungan erat dengan Israel, seperti Amerika Syarikat atau negara Kesatuan Eropah.
• Teknologi dan Inovasi: Israel adalah pemain utama dalam teknologi global, pertanian, dan perubatan. Permusuhan terhadap Israel atau komuniti Yahudi mungkin menghalang Malaysia daripada mendapat manfaat daripada kerjasama dalam bidang kritikal ini.

4. Pertimbangan Moral dan Etika:
• Anti-Semitisme melemahkan prinsip toleransi dan keterangkuman yang penting untuk masyarakat yang harmoni dan progresif. Bukti sejarah menunjukkan bahawa prejudis seperti ini sering membawa kepada perpecahan dalaman dan menghalang pembangunan negara.

Kesimpulan:

Daripada membina permusuhan, Malaysia lebih baik memberi tumpuan kepada diplomasi, keterangkuman, dan memanfaatkan kepakaran global—tanpa mengira agama atau kewarganegaraan—untuk memperkukuh ekonominya dan melindungi infrastruktur digitalnya.

The assertion that anti-Jewish sentiment could harm Malaysia’s economy and expose local companies to cyber threats from Israeli hackers is grounded in several points:

1. Impact on the Economy:
• Global Interdependence: The modern economy is interconnected. Alienating any community, particularly those involved in high-value industries like technology, finance, and innovation, can lead to missed opportunities for collaboration, trade, and investment.
• Investor Confidence: Public anti-Semitic sentiment can deter foreign investors, including those from countries with significant Jewish populations or strong ties to Israel, from viewing Malaysia as a stable and inclusive market.

2. Cybersecurity Risks:
• Israel’s Cybersecurity Leadership: Israel is a global leader in cybersecurity innovation, with advanced technology and expertise. If anti-Jewish sentiment escalates into actions perceived as hostile, it could provoke retaliation from independent actors or organized groups with superior cyber capabilities.
• Vulnerabilities of Malaysian Companies: Many Malaysian businesses and institutions lack robust cybersecurity infrastructure, making them potential targets for sophisticated attacks that could disrupt operations or lead to data breaches.

3. Geopolitical Repercussions:
• Diplomatic Relations: While Malaysia does not have formal diplomatic ties with Israel, extreme anti-Jewish rhetoric can harm its standing in the international community. It could also complicate Malaysia’s relations with countries that maintain close ties to Israel, such as the United States or European Union nations.
• Technology and Innovation: Israel is a major player in global technology, agriculture, and medicine. Hostility toward Israel or Jewish communities may prevent Malaysia from benefiting from collaborations in these critical areas.

4. Moral and Ethical Considerations:
• Anti-Semitism undermines the principles of tolerance and inclusivity that are essential for a harmonious and progressive society. Historical evidence shows that such prejudices often lead to internal divisions and hinder national development.

Conclusion:

Rather than fostering hostility, Malaysia would benefit from focusing on diplomacy, inclusivity, and leveraging global expertise—regardless of religion or nationality—to strengthen its economy and safeguard its digital infrastructure.

Seruan untuk memboikot Starbucks di Malaysia, terutamanya berkaitan dengan konflik di Timur Tengah, telah dikritik atas beberapa sebab:
1. Salah Faham mengenai Pemilikan: Starbucks di Malaysia adalah francais yang dikendalikan oleh Berjaya Food Bhd, sebuah syarikat Malaysia, dan bukannya dimiliki atau dikawal secara langsung oleh Starbucks Corporation. Oleh itu, memboikot Starbucks Malaysia tidak memberi kesan kepada operasi syarikat induk atau isu politik yang menjadi pusat konflik tersebut.
2. Kesan terhadap Pekerja Tempatan: Boikot ini memberi kesan negatif terhadap pekerja tempatan, ramai di antaranya adalah rakyat Malaysia, termasuk pekerja Muslim. Protes terhadap Starbucks berhubung geopolitik Timur Tengah tidak sejajar dengan kepentingan pekerja-pekerja ini yang bergantung kepada pekerjaan mereka.
3. Kesan Ekonomi: Memboikot Starbucks di Malaysia lebih banyak merugikan perniagaan tempatan dan ekonomi, terutamanya apabila ia berasaskan salah faham atau tanggapan yang salah mengenai kaitan syarikat dengan isu politik antarabangsa. Ia mengalihkan perhatian dari penyebab sebenar konflik geopolitik tanpa menawarkan penyelesaian yang nyata.
4. Tiada Hubungan Langsung: Tiada kaitan langsung antara operasi Starbucks Malaysia dan kejadian politik di Timur Tengah. Boikot ini dianggap sebagai satu tindakan simbolik dan bukannya cara yang berkesan untuk mempengaruhi situasi tersebut. Memboikot syarikat yang tidak terlibat dalam konflik tersebut tidak menyelesaikan isu politik atau mencipta perubahan yang bermakna.

Pengkritik berpendapat bahawa boikot ini tidak tepat kerana ia menyasarkan entiti tempatan atas sebab-sebab yang tidak memberi kesan sebenar kepada situasi antarabangsa, dan ia mengabaikan cara yang lebih langsung untuk menangani isu-isu yang ada.

😍 The call for a boycott of Starbucks in Malaysia, particularly in the context of the Middle East conflict, has been criticized for several reasons:
1. Misunderstanding of Ownership: Starbucks in Malaysia is a franchise operated by Berjaya Food Bhd, a Malaysian company, rather than being owned or directly controlled by Starbucks Corporation. Therefore, boycotting Starbucks Malaysia doesn’t affect the parent company’s operations or the political issues at the center of the conflict.
2. Impact on Local Employees: The boycott has a direct negative impact on local employees, many of whom are Malaysian, and includes a significant number of Muslim workers. The protest against Starbucks over Middle Eastern geopolitics does not align with the interests of these workers, who depend on their jobs.
3. Economic Effects: Boycotting Starbucks in Malaysia primarily harms local businesses and the economy, especially when it’s based on misconceptions or misunderstandings about the company’s ties to international political issues. It diverts attention from the actual causes of geopolitical conflicts without offering any real solution.
4. No Direct Link: There is no direct connection between Starbucks Malaysia’s operations and the political events in the Middle East. The boycott is seen as a symbolic gesture rather than an effective means of influencing the situation. Boycotting companies that have no involvement in the conflict does not resolve political issues or create meaningful change.

Critics argue that the boycott is misguided because it targets a local entity for reasons that have no real effect on the international situation, and it overlooks more direct ways of addressing the issues at hand.

Good4bjfood

Starbucks has expanded its presence in Scandinavia, including countries like Norway and Sweden, to cater to the growing demand for international coffee brands. In Norway, Starbucks has been well-received, offering a range of coffee flavors and roasts that have been appreciated by many Norwegian coffee lovers. The introduction of Starbucks in Oslo provided a new destination for both international travelers and locals, with the concept quickly gaining popularity. 

In Sweden, Starbucks operates several stores, including locations in Stockholm and the Mall of Scandinavia. These stores offer a variety of beverages and baked goods, contributing to the diverse coffee culture in Sweden. 

The expansion of Starbucks in these countries reflects the brand’s strategy to tap into the Scandinavian market, where coffee consumption is high, and consumers are open to international coffee experiences. By introducing its offerings, Starbucks aims to provide a unique coffee experience that complements the existing coffee culture in the region.

Tan Sri Vincent Tan, founder of Berjaya Corporation Bhd, has been instrumental in expanding Starbucks’ presence in the Nordic region. In August 2024, Berjaya Food Berhad, a subsidiary of Berjaya Corporation, secured the rights to operate Starbucks stores in Denmark, Finland, and Sweden. This strategic move aims to introduce Starbucks’ renowned coffee culture to the vibrant Nordic markets. Dato’ Sydney Quays, CEO of Berjaya Food Berhad, expressed enthusiasm about bringing Malaysian hospitality to the Nordic countries, enhancing the local coffee scene with Starbucks’ ‘third place’ experience. 

This expansion reflects Tan’s commitment to broadening Berjaya’s international footprint and leveraging the company’s expertise in the food and beverage industry. By entering the Nordic market, Starbucks, under Berjaya’s management, seeks to tap into the region’s strong coffee culture and consumer base. The collaboration with Salling Group in Denmark further strengthens the brand’s presence in the European market. 

Tan’s leadership in this venture underscores his strategic vision for Berjaya’s growth and its role in the global coffee industry.

Dive into the rich world of coffee and explore your inner coffee connoisseur! ✨☕

Join us for our December Coffee Seminars, where you can explore different coffee origins! Whether you’re a novice or a pro, there’s always something exciting for every coffee enthusiast to discover.

For more information, drop us an email at coffeeseminar@starbucks.com.my or visit our website for full schedule available.

#StarbucksMalaysia

Ready to make 2025 your best year yet? Set your resolutions, plan your goals, and map out your dreams with our 2025 planner! 💚🤍

All you have to do is reload a minimum amount of RM300 into your Starbucks card and redeem it for free! ✨

Available now at your nearest Starbucks store. While stocks last.

Terms and conditions:
• A minimum activation/reload of RM 300 must be in a single Starbucks Card.
• Only applicable to in-store activation/reload.
• Each transaction is eligible for one (1) Starbucks 2025 Planner.
• Valid for on-the-spot redemption only.
• Not valid with any other discounts or promotions.
• Not exchangeable for cash or other products.
• Valid at all Starbucks stores in Malaysia.

#StarbucksMalaysia

Make this 12.12 a festive celebration with your bestie! Unwind, relax, and enjoy the warmthness together this holiday season. ✨🎄

Don't forget to check out our online promotions we have waiting for you on Lazada, Shopee and TikTok 👍

#StarbucksMalaysia

Truth Matters - Starbucks menjunjung tinggi kemanusiaan. Kami mengutuk kekerasan, kehilangan nyawa orang yang tidak berdosa, serta semua ujaran kebencian.

Ketahui kebenaran lebih lanjut tentang kami di [www.starbucks.com.my/news?newsid=66]

Truth Matters - Starbucks menjunjung tinggi kemanusiaan. Kami mengutuk kekerasan, kehilangan nyawa orang yang tidak berdosa, serta semua ujaran kebencian.

Ketahui kebenaran lebih lanjut tentang kami di [https://www.starbucks.com.my/news?newsid=66]

BODs yg mantap :)


Here's a summary of the profiles:

### **Dato’ Seri Diraja Tunku Shazuddin Ariff Ibni Sultan Sallehuddin**
- **Position**: Chairman and Independent Non-Executive Director (since Dec 2017).
- **Other Roles**: Pro-Chancellor at Universiti Utara Malaysia (since 2018), Trustee at Tabung Amanah Sultan Kedah, actively involved in charitable and sports development in Kedah.
- **Corporate Role**: Managing Director at Seri Libana Sdn Bhd, focusing on green energy and sustainability.

---

### **Dato’ Sydney Lawrance Quays**
- **Position**: Director and CEO of Berjaya Food Berhad (since 2017).
- **Achievements**: Recognized multiple times for leadership and entrepreneurship. Oversees Starbucks, Kenny Rogers Roasters, and other brands under BFood.
- **Responsibilities**: Business strategy, market expansion, and financial performance, as well as managing FMCG operations.

---

### **Chryseis Tan Sheik Ling**
- **Position**: Non-Independent, Non-Executive Director (since Mar 2018).
- **Other Roles**: Executive Director in various Berjaya companies, including Berjaya Corporation and Berjaya Land. Also oversees marketing for Four Seasons Kyoto.
- **Focus**: Business development and marketing within the Berjaya group.

---

### **Tan Thiam Chai**
- **Position**: Non-Independent, Non-Executive Director (since May 2010).
- **Expertise**: Accounting and finance, with a career spanning Hong Leong and Berjaya groups.
- **Previous Role**: Former CFO of Berjaya Corporation, now its Financial Adviser.

---

### **Dato’ (Dr) Mustapha Bin Abd Hamid**
- **Position**: Non-Independent, Non-Executive Director (since 2010; re-designated in 2023).
- **Background**: Former diplomat and administrative officer in Malaysia's public sector, with significant international experience.
- **Current Role**: Chancellor of Saito University College and director of Acmar FHP Group Berhad.

---

### **Datin Chee Yoke Kuan**
- **Position**: Independent Non-Executive Director (since May 2023).
- **Expertise**: Chartered Accountant with a strong background in auditing, risk management, and IFRS implementation.
- **Previous Roles**: Leadership positions at ACCA and MIA; involved in capacity-building projects for financial sustainability.

---

### **Wan Nor Aida Binti Wan Azmi**
- **Position**: Independent Non-Executive Director (since June 2023).
- **Background**: Chartered Accountant with expertise in finance transformation, strategy, and operational leadership, including roles with PwC and United Nations agencies.
- **Current Role**: Joint Managing Director at PEMANDU Associates, leading transformation programs in developing regions.

These directors bring a diverse range of expertise in finance, sustainability, international business, and strategic management to Berjaya Food Berhad.

Pintarlah Bro Vincent 😁

Berjaya Food Berhad (BFood) expanded into Scandinavia through its international arm, Berjaya Food International (BFI), acquiring the rights to operate Starbucks outlets in Iceland, Denmark, and Finland. This strategic move capitalizes on the vibrant coffee culture in these Nordic countries, where coffee consumption per capita is among the highest globally.

Key reasons for this expansion include:

High Coffee Consumption: Scandinavia boasts a strong coffee-drinking culture, making it an ideal market for Starbucks. BFI aims to integrate Starbucks’ renowned quality and innovation with its operational expertise to cater to this demand.

Economic Stability: Nordic countries have robust economies and a significant population of affluent, health-conscious consumers. These characteristics align well with Starbucks' premium positioning and commitment to sustainability.

Local Partnerships and Expertise: Collaborations, such as with Denmark's Salling Group, help BFI leverage existing market knowledge and infrastructure to ensure smooth operations and rapid scalability.

Brand Synergy: The partnership extends Starbucks' global footprint and introduces Malaysian hospitality to the Nordic market. This aligns with BFood's strategy to elevate its international presence and explore high-growth markets​
BUSINESS NEWS MALAYSIA
​
SME ASIA
.

This expansion is poised to strengthen BFood’s revenue base and brand equity, while contributing to its global growth strategy.

bulan setiap bulan ya

Monday, 11 Nov 2024
5:36PM
BJFOOD JUARA SEJATI SDN BHD (7,900,000 units Acquired)
5:36PM
BJFOOD BERJAYA GROUP BERHAD (7,900,000 units Acquired)
5:36PM
BJFOOD BERJAYA CORPORATION BERHAD (7,900,000 units Acquired)

Thursday, 3 Oct 2024
5:40PM
BJFOOD JUARA SEJATI SDN BHD (700,000 units Acquired)
5:40PM
BJFOOD BERJAYA CORPORATION BERHAD (700,000 units Acquired)
5:40PM
BJFOOD BERJAYA GROUP BERHAD (700,000 units Acquired)
Wednesday, 2 Oct 2024
5:26PM
BJFOOD JUARA SEJATI SDN BHD (720,000 units Acquired)
5:26PM
BJFOOD BERJAYA GROUP BERHAD (720,000 units Acquired)
5:26PM
BJFOOD BERJAYA CORPORATION BERHAD (720,000 units Acquired)
Monday, 30 Sep 2024
5:18PM
BJFOOD JUARA SEJATI SDN BHD (1,200,000 units Acquired)
5:18PM
BJFOOD BERJAYA GROUP BERHAD (1,200,000 units Acquired)
5:18PM
BJFOOD BERJAYA CORPORATION BERHAD (1,200,000 units Acquired)
Thursday, 26 Sep 2024
5:35PM
BJFOOD BERJAYA GROUP BERHAD (2,400,000 units Acquired)
5:34PM
BJFOOD BERJAYA CORPORATION BERHAD (2,400,000 units Acquired)
5:34PM
BJFOOD JUARA SEJATI SDN BHD (2,400,000 units Acquired)
Friday, 20 Sep 2024
5:11PM
BJFOOD JUARA SEJATI SDN BHD (2,000,000 units Acquired)
5:11PM
BJFOOD BERJAYA GROUP BERHAD (2,000,000 units Acquired)
5:11PM
BJFOOD BERJAYA CORPORATION BERHAD (2,000,000 units Acquired)
Wednesday, 18 Sep 2024
5:31PM
BJFOOD BERJAYA CORPORATION BERHAD (11,874,000 units Acquired)
5:31PM
BJFOOD JUARA SEJATI SDN BHD (11,874,000 units Acquired)
5:31PM
BJFOOD BERJAYA GROUP BERHAD (11,874,000 units Acquired)

Monday, 1 Jul 2024
5:55PM
BJFOOD BERJAYA GROUP BERHAD (9,090,000 units Acquired)
5:55PM
BJFOOD BERJAYA CORPORATION BERHAD (9,090,000 units Acquired)
5:55PM
BJFOOD JUARA SEJATI SDN BHD (9,090,000 units Acquired)
Thursday, 23 May 2024
5:57PM


Thursday, 16 May 2024
5:38PM
BJFOOD BERJAYA CORPORATION BERHAD (440,000 units Acquired)
5:38PM
BJFOOD JUARA SEJATI SDN BHD (440,000 units Acquired)
5:38PM
BJFOOD BERJAYA GROUP BERHAD (440,000 units Acquired)
Tuesday, 14 May 2024
5:36PM
BJFOOD BERJAYA GROUP BERHAD (2,300,000 units Acquired)
5:36PM
BJFOOD BERJAYA CORPORATION BERHAD (2,300,000 units Acquired)
5:36PM
BJFOOD JUARA SEJATI SDN BHD (2,300,000 units Acquired)
Wednesday, 24 Apr 2024
5:38PM
BJFOOD JUARA SEJATI SDN BHD (2,253,000 units Acquired)
5:38PM
BJFOOD BERJAYA CORPORATION BERHAD (2,253,000 units Acquired)
5:38PM
BJFOOD BERJAYA GROUP BERHAD (2,253,000 units Acquired)
Monday, 22 Apr 2024
5:25PM
BJFOOD DEALINGS IN LISTED SECURITIES (CHAPTER 14 OF LISTING REQUIREMENTS)
5:25PM
BJFOOD BERJAYA GROUP BERHAD (10,667,000 units Acquired)

Buy hari ni, dividen masuk on Dec 30 bulan ni, kenapa tak kutip hehe
MFLOUR - Notice of Book Closure
MFLOUR - Notice of Book Closure
ILC-04122024-00007
Second Interim Single Tier Dividend of 1.5 sen per ordinary share Kindly be
advised of the following : 1) The above Company's securities will be traded
and quoted "Ex - Dividend? as from: 17 Dec 2024 2) The last date of lodgment :
18 Dec 2024 3) Date Payable : 30 Dec 2024
MANAGER, REF. DATA MANAGEMENT
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

04/12/2024 07:00 AM


Ref Code: 202412045100004

The second round of share purchase could start anytime


Name Details of Changes
Date Type No. of Shares Price

DETIK RIA SDN BHD 27-Nov-2024 Notice of Interest 141,945,400 0.000
BERJAYA GROUP BERHAD 08-Nov-2024 Acquired 2,500,000 0.000
JUARA SEJATI SDN BHD 08-Nov-2024 Acquired 2,500,000 0.000
BERJAYA CORPORATION BERHAD 08-Nov-2024 Acquired 2,500,000 0.000
BERJAYA GROUP BERHAD 07-Nov-2024 Acquired 5,400,000 0.000
JUARA SEJATI SDN BHD 07-Nov-2024 Acquired 5,400,000 0.000
BERJAYA CORPORATION BERHAD 07-Nov-2024 Acquired 5,400,000 0.000

Super extra outperform call, diba hehe

Summary of Key Levels and Forecast
Timeline Target Range (RM) Key Catalyst
Short-Term 0.655-0.775 Consolidation, economic data, volume uptick
Mid-Term 0.775-0.855 Sector growth, macro recovery
Long-Term 0.925-1.000+ Bullish sentiment, earnings growth

Super extra outperform, huatlah hehe

Patterns in Historical Data (Dec 2022 - Dec 2024)
Volatility Insights:

The data demonstrates periods of high volatility, especially in 2024. For example:
Nov 2024: A sharp decline (-18.32%) following a peak in Oct 2024.
Jun 2024: A significant uptick (+14.00%) due to increased investor activity and strong price support.
Recent Trends (2024):

Strong Recovery Potential: After the downtrend in late 2024, a bottoming pattern at 0.535-0.555 shows signs of consolidation.
Support Levels: Established around 0.535, with resistance zones at 0.655 and 0.775 indicating upside potential.
Volume Patterns:

Higher volumes coincide with major price movements (e.g., Jun 2024 and Nov 2024). Sustained volume increases suggest growing investor interest and accumulation phases.
Bull Run Drivers
Several catalysts can fuel a super bull trend for this stock:

Sector Growth:

If this is part of a high-growth industry like consumer discretionary or tech, improving economic conditions could enhance demand.
Economic Recovery:

Macroeconomic stability, higher disposable incomes, and sector-specific reforms are likely to benefit the stock.
Technical Analysis:

Breakout Potential: A decisive move above 0.655 (October's closing price) could trigger a sharp rally.
Psychological Levels: 0.775 (July 2024 peak) and 0.855-0.925 (Q2 2024 highs) are potential bullish targets.
Projected Super Bull Run Timeline
Short-Term (1-3 Months):

Expect sideways movement with attempts to break resistance at 0.655. Support at 0.535 should hold.
Mid-Term (3-6 Months):

Gradual accumulation could lead to a rally towards 0.775. A breakout here may trigger further momentum buying.
Long-Term (6-12 Months):

If the market dynamics remain favorable, a run towards 0.925 and beyond is plausible. Strong fundamentals and external catalysts will be crucial.