Posted by Good123 > 4 weeks ago | Report Abuse

Banyak sinergi jika pos Malaysia dan lazada, shopee ataupun grab dalam satu kumpulan

Posted by Good123 > 4 weeks ago | Report Abuse

Budget 2025 presents a positive impact for Pos Malaysia, with potential opportunities.

Positive Factors:

1. Digitalization and E-commerce Support: Pos Malaysia, as a postal and courier service provider, stands to benefit from the continued growth of the digital economy and e-commerce in Malaysia. Budget 2025 places emphasis on enhancing the digital infrastructure, which could boost demand for courier and logistics services as e-commerce expands further.
2. Support for SMEs: As Budget 2025 includes initiatives to support small and medium enterprises (SMEs) through grants and loans, this could stimulate demand for Pos Malaysia’s business services, such as logistics, as SMEs typically require affordable and reliable shipping solutions for their products.

Posted by Good123 > 4 weeks ago | Report Abuse

$$$ Overall, Pos Malaysia could see growth opportunities in the e-commerce sector

Posted by Good123 > 4 weeks ago | Report Abuse

Carousell, a popular online marketplace in Southeast Asia, formed a strategic alliance with Pos Malaysia to enhance its logistics and delivery capabilities. There are several reasons behind this partnership:

1. Improved Delivery Services: By partnering with Pos Malaysia, Carousell can provide more efficient and reliable delivery options for its users. Pos Malaysia has an extensive nationwide network, which allows Carousell sellers to easily ship items across Malaysia, including remote areas.
2. Enhanced User Experience: The integration of Pos Malaysia’s services helps Carousell offer a smoother and more seamless experience for both buyers and sellers. This includes faster shipping times, affordable delivery options, and integrated tracking services, which can boost user satisfaction.
3. Local Market Focus: Pos Malaysia is a trusted and well-known logistics provider within the country. Partnering with them allows Carousell to further localize its services and build trust among its Malaysian users, positioning itself as a more locally relevant platform.
4. Cost Efficiency: Strategic alliances like this help companies optimize costs. Carousell can leverage Pos Malaysia’s established infrastructure without building its own logistics network from scratch, which reduces operational costs for delivery and potentially makes shipping more affordable for its users.
5. Expansion of E-commerce Ecosystem: The partnership helps both Carousell and Pos Malaysia grow their businesses. Carousell gains a reliable delivery partner, while Pos Malaysia gets access to a growing customer base on Carousell’s platform, increasing its presence in the e-commerce ecosystem.

This collaboration strengthens Carousell’s position as a key player in the Malaysian online marketplace while supporting Pos Malaysia’s efforts to innovate and expand its e-commerce-related services.

Posted by Good123 > 4 weeks ago | Report Abuse

Acquiring a stake in DRB-HICOM's shareholding in Pos Malaysia would depend on several factors, including the financial capacity, strategic fit, and intent of companies like Shopee, Lazada, Grab, or Carousell.

Here's a general assessment:

1. Shopee (Sea Limited): Shopee's parent company, Sea Limited, is a major e-commerce player in Southeast Asia with significant resources. Sea Limited has shown a capability for major acquisitions and investments, particularly in areas that align with its core businesses like e-commerce and digital payments (ShopeePay). Acquiring a stake in Pos Malaysia could enhance Shopee's logistics capabilities, but it would depend on strategic priorities, available capital, and potential synergies.


2. Lazada (Alibaba Group): Lazada, backed by Alibaba, has a strong presence in Southeast Asia, and Alibaba has deep experience in logistics through its Cainiao network. If Lazada sees value in controlling logistics services in Malaysia or building a more integrated network in the region, acquiring a stake in Pos Malaysia could be a strategic move. However, it would also depend on Alibaba’s current priorities and financial health.


3. Grab Holdings: Grab has been diversifying beyond ride-hailing to include services like food delivery, logistics, and digital payments. A stake in Pos Malaysia could help Grab expand its logistics network, especially for e-commerce. Grab has the financial strength to make such an acquisition, but it would have to justify how it fits into their long-term strategy.


4. Carousell: Compared to Shopee, Lazada, and Grab, Carousell is a smaller player primarily focused on the online classifieds and second-hand goods market. Acquiring a stake in Pos Malaysia might be beyond its current financial capacity, and it may not align as directly with its core business model. It would be less likely unless Carousell partners with another investor.



Overall, Shopee and Lazada (via Alibaba) are the most plausible candidates if they see strategic value in controlling or partnering with a national logistics network in Malaysia. Grab might also consider it if it sees an advantage in logistics integration. Carousell would likely lack the resources unless supported by a larger partner.

Posted by Good123 > 4 weeks ago | Report Abuse

Financial reengineering can help Pos Malaysia maximize shareholder value through several key strategies, focusing on optimizing its capital structure, cost efficiency, and asset utilization. Here are some approaches Pos Malaysia could take:

1. Debt Restructuring

Leverage Optimization: Pos Malaysia can restructure its debt to lower financing costs, taking advantage of lower interest rates or extending repayment periods. By improving its debt-to-equity ratio, the company can enhance its financial stability, which may result in higher stock valuation.

Issuance of Bonds or Preferred Shares: These can be used to refinance existing debt or fund expansion while potentially providing tax benefits due to interest deductibility.


2. Asset Monetization

Divestment of Non-Core Assets: Pos Malaysia could sell underperforming or non-core assets (such as real estate or certain subsidiaries) to free up capital, improve operational focus, and reinvest in high-growth segments.

Real Estate Investment Trust (REIT): It could spin off some of its real estate holdings into a REIT, which can generate cash flow through rent and provide investors with a separate asset to invest in.


3. Spin-offs and IPOs

Pos Shop & Café Spin-off: A potential IPO or spin-off of its Pos Shop & Café business could unlock hidden value by allowing it to operate independently, potentially attracting investors focused on retail or hospitality.

Logistics & E-Commerce Segmentation: Pos Malaysia could carve out its logistics and e-commerce arms, which are growing sectors, as separate entities to attract focused investors.


4. Cost Optimization

Operational Efficiency: Implementing automation and digital transformation to reduce operational costs, streamline logistics, and improve service delivery would enhance profitability.

Workforce Optimization: Adjusting the workforce size and roles to match the company's future operational needs more closely could also result in cost savings.


5. Capital Allocation

Share Buybacks: If Pos Malaysia has excess cash, it could engage in share repurchases, which would reduce the number of outstanding shares, thereby increasing earnings per share (EPS) and boosting stock prices.

Dividend Policy Adjustment: Pos Malaysia could adopt a more attractive dividend policy, paying higher or more consistent dividends, which would attract income-seeking investors.


6. Strategic Acquisitions and Partnerships

E-commerce and Digital Expansion: By acquiring or partnering with e-commerce platforms or digital logistics companies, Pos Malaysia can enhance its service offerings and capture new revenue streams.

Regional Expansion: Strategic expansion into ASEAN or other growing regions could provide a new source of revenue and diversify risks.


7. Balance Sheet Optimization

Working Capital Management: Improving the management of receivables, payables, and inventory can help free up cash flow, which can be reinvested in more profitable ventures or returned to shareholders.

Debt Refinancing or Repayment: Reducing high-interest debt can increase profitability and reduce the company's financial risk.


By adopting these strategies, Pos Malaysia could enhance its financial performance and maximize shareholder value through improved profitability, reduced risk, and better capital efficiency.

Posted by Good123 > 4 weeks ago | Report Abuse

The disposal of Pos Malaysia by DRB-HICOM can be seen as a strategic move to maximize shareholder value for several reasons:

1. Focus on Core Businesses

DRB-HICOM's diverse portfolio includes automotive, property, and services, among other sectors. Pos Malaysia, primarily in postal and logistics services, may not align with DRB-HICOM's core growth areas. By divesting Pos Malaysia, DRB-HICOM can streamline its portfolio and focus on its core competencies, such as the automotive sector, where it has a stronger competitive edge. This focus could lead to better allocation of resources, improving profitability and growth prospects, thereby maximizing shareholder returns.

2. Unlocking Value Through Monetization

The sale of Pos Malaysia would unlock capital tied up in a non-core asset. DRB-HICOM could use the proceeds from the sale to invest in higher-growth areas within its core segments, pay down debt, or return capital to shareholders via dividends or share buybacks. This would enhance the overall value for shareholders, especially if the capital is reinvested in projects with higher returns on investment.

3. Potential to Attract Strategic Investors

By divesting Pos Malaysia, DRB-HICOM opens the possibility for Pos Malaysia to be acquired by a strategic investor or a logistics-focused player who can leverage Pos Malaysia's existing infrastructure and network to scale the business. A strategic buyer could bring in new technology, expertise, and efficiency, potentially leading to a more competitive and profitable Pos Malaysia, which would increase the value of the stake being sold.

4. Improvement in Operational Efficiency

Pos Malaysia has faced challenges, including declining mail volumes and competition from other logistics companies. DRB-HICOM may not be able to address these issues effectively due to its focus on other sectors. A sale to an entity that specializes in logistics could lead to operational improvements, cost efficiencies, and innovation, enhancing Pos Malaysia’s profitability. This, in turn, would lead to a higher valuation of the business and, ultimately, better returns for DRB-HICOM shareholders through a more favorable sale price.

5. Reduction of Debt and Financial Leverage

Selling Pos Malaysia can provide DRB-HICOM with liquidity to reduce its debt, thereby lowering its interest expenses and financial leverage. Improved financial health would strengthen DRB-HICOM's balance sheet, making it more attractive to investors. Additionally, a lower debt burden could improve the company's credit rating, reducing borrowing costs for future projects.

6. Market Perception and Investor Confidence

The strategic disposal of non-core assets often signals to the market that a company is actively managing its portfolio to create value. For DRB-HICOM, this could enhance investor confidence as it demonstrates a commitment to capital discipline and long-term shareholder returns. This positive perception could lead to an improved stock price, benefitting existing shareholders.

7. Opportunity for Spin-Off or IPO

If outright sale is not preferred, DRB-HICOM could consider spinning off Pos Malaysia through an IPO, allowing shareholders to directly benefit from the value of the standalone entity. This approach would create two distinct entities, giving investors the choice to invest in either DRB-HICOM's core businesses or the logistics sector through Pos Malaysia. It would also potentially unlock hidden value as a separate listing might attract higher valuations for Pos Malaysia.

By disposing of Pos Malaysia, DRB-HICOM can better position itself to pursue growth opportunities that align with its strengths, while allowing Pos Malaysia to seek new paths under more specialized management. This strategic reallocation of resources is likely to maximize overall shareholder value.

Posted by Good123 > 4 weeks ago | Report Abuse

A potential acquisition of Pos Malaysia by Ninja Van seems plausible, though no specific deals have been confirmed. Pos Malaysia has been struggling with losses due to intense competition from newer logistics companies like Ninja Van and J&T Express. These competitors have gained market share by offering lower rates, making it challenging for Pos Malaysia to stay profitable. Analysts suggest that Pos Malaysia could benefit from an acquisition, especially by e-commerce players or logistics companies like Ninja Van, to modernize its operations and improve service offerings  .

If Ninja Van were to acquire Pos Malaysia, it would allow the company to expand its logistics infrastructure, especially in rural areas where Pos Malaysia has a strong presence. This could help Ninja Van enhance its delivery services across Malaysia. Moreover, the acquisition could lead to digitalization efforts, potentially transforming Pos Malaysia into a tech-driven logistics service provider, improving e-commerce integration and last-mile delivery .

Posted by Good123 > 4 weeks ago | Report Abuse

Buy pos, unseen potentials hidden.
KUALA LANGAT: Malaysia's courier, express, and parcel market is expected to reach US$1.58 billion (US$1=RM4.32) next year, driven by rising e-commerce demand and infrastructure improvements, said Deputy Communication Minister Teo Nie Ching.

Following this, Teo urged local companies in the sectors to seize the opportunity to further develop their businesses and make use of the policies and initiatives announced by the government.

She said the courier industry is a critical pillar of the Malaysian economy, enabling e-commerce and supporting small businesses, generating RM5.7 billion in revenue and creating over 200,000 jobs in 2023.

"Malaysia's aggressive digital transformation policy has caught the eyes of global investors from the technological space.

"The country has secured investments totalling US$16.9 billion for the period of up to 2038 from global technology giants such as Amazon Web Services, Microsoft, Google and Oracle," she said

Posted by Good123 > 4 weeks ago | Report Abuse

Possible Reasons for Privatization:

1. Pos Malaysia’s Financial Struggles:
• Pos Malaysia has faced challenges in recent years, including declining mail volumes due to digitalization and increased competition in the logistics and courier industry. If the market is undervaluing Pos Malaysia’s shares because of these struggles, DRB-HICOM may see an opportunity to take it private, restructure, and turn around the business away from public market pressures.
2. Turnaround Potential:
• DRB-HICOM may believe that taking Pos Malaysia private could allow for a more focused turnaround strategy. Without the need to meet short-term earnings expectations from public shareholders, DRB-HICOM could implement long-term restructuring plans, potentially involving cost-cutting, digital transformation, or selling off non-core assets.
3. Unlocking Asset Value:
• Pos Malaysia owns a significant amount of real estate, including postal offices and distribution centers across the country. DRB-HICOM might consider privatizing the company to have more flexibility in managing and monetizing these assets without needing approval from minority shareholders.
4. Synergies with DRB-HICOM’s Other Businesses:
• DRB-HICOM is involved in various sectors, including automotive, property, and services. Privatizing Pos Malaysia could allow it to better integrate Pos Malaysia’s logistics and courier operations with its other businesses, creating synergies and potentially reducing operational costs.
5. Avoiding Public Scrutiny:
• As a public company, Pos Malaysia is subject to significant regulatory and public scrutiny. By taking it private, DRB-HICOM could operate with greater flexibility and confidentiality, especially if it needs to make major changes such as workforce reductions, asset sales, or significant business restructuring.
6. Enhancing Digital Transformation:
• Pos Malaysia has been focusing on digital transformation to shift from traditional mail services to e-commerce and logistics. DRB-HICOM may see privatization as an opportunity to accelerate these changes without the distraction of public market expectations.

Posted by Good123 > 4 weeks ago | Report Abuse

Probably a gang buy n sell in tandem to pull down the price before they play it sky high with good news coming probably. Worth buying 😉now

Posted by Good123 > 4 weeks ago | Report Abuse

Boosting POS logistics with this new proton EV.

https://protonmbfev.com/?utm_source=meta&utm_medium=cpc&utm_campaign=mbf_em7book&fbclid=IwZXh0bgNhZW0BMAABHVIJgAQF7odM7MgSCp2ghMfEqLMsGf03ByzIILHsKE5EEaTbTuej63kA2Q_aem_KiMe9L8DBibC55CRXsKjGA

Posted by Lam LH > 4 weeks ago | Report Abuse

Notice this counter mostly sellers. Hardly any buyers

Posted by Good123 > 4 weeks ago | Report Abuse

Contrarian investing, which involves going against prevailing market trends, is difficult for several reasons:

1. Psychological Pressure: Contrarian investors must resist the urge to follow the crowd, which can be emotionally challenging. They often face skepticism from others, leading to self-doubt when their strategies diverge from popular sentiment.
2. Timing the Market: It is hard to identify the right moment to buy or sell undervalued or overvalued assets. Even if a contrarian’s analysis is correct, prices may continue in the same direction for an extended period, causing short-term losses.
3. Market Sentiment: Stock prices are driven by emotions, and momentum may sustain market trends longer than expected, adding complexity to contrarian strategies.
4. Underperformance: Contrarian investors often endure long periods of underperformance, waiting for the market to correct itself, which requires patience and confidence.
5. Risk of Being Wrong: Contrarians may misjudge market trends, as some may reflect genuine shifts in the economy or technological advancements, leading to missed opportunities or incorrect bets.
6. Economic Uncertainties: Factors like interest rates, inflation, and political instability create unpredictable challenges, making it harder for contrarians to anticipate when market conditions will improve.

Overall, contrarian investing demands conviction, resilience, and patience, as it involves significant risks and psychological stress, but the rewards can be substantial for those who succeed.

Posted by Good123 > 4 weeks ago | Report Abuse

The global eCommerce market is projected to continue its rapid growth, which will likely enrich companies like Pos Malaysia in the near future. The surge in online shopping is driven by increasing internet penetration, mobile commerce, and changing consumer behaviors, particularly post-pandemic.

1. Market Growth: eCommerce is expected to reach approximately $6.4 trillion globally by 2024, with Asia-Pacific leading in growth. Malaysia’s eCommerce market is also expanding, driven by local consumers’ preferences for convenience and a wider selection of goods  .
2. Pos Malaysia’s Role: As a key logistics and postal service provider in Malaysia, Pos Malaysia stands to benefit significantly from the growth of eCommerce. The company is focusing on enhancing its logistics capabilities and infrastructure to cater to the increasing demand for parcel delivery services, which is a critical component of the eCommerce ecosystem  .
3. Strategic Initiatives: Pos Malaysia is investing in technology and partnerships to streamline its operations and improve delivery efficiency. This includes enhancing its digital platforms to provide better services to online retailers and consumers  .

In summary, the ongoing global eCommerce growth creates numerous opportunities for Pos Malaysia, positioning it to enhance its service offerings and capture a larger market share in the logistics sector. You can find more detailed insights on this topic from various financial news sources, including reports from Statista and The Star.

Posted by Good123 > 4 weeks ago | Report Abuse

The recent surge in tourist arrivals in Malaysia is significantly benefiting companies like Pos Malaysia. As of June 2024, Malaysia recorded nearly 17.5 million visitor arrivals, with expectations to reach 27.3 million by the end of the year  . This is a substantial increase compared to previous years, as the tourism sector continues to rebound post-COVID-19, driven by initiatives like visa liberalization and promotional activities  .

This influx of tourists enhances the demand for logistics and delivery services, which Pos Malaysia can capitalize on. The increased foot traffic and online shopping from tourists directly boost the e-commerce segment, which often relies on efficient postal and delivery services. Moreover, with many international tourists exploring Malaysia, the need for reliable and swift logistics solutions grows, providing Pos Malaysia with opportunities to expand its service offerings  .

For more detailed statistics and insights on how tourism impacts various sectors, you can refer to sources such as Travel and Tour World and Malay Mail.

Posted by Good123 > 4 weeks ago | Report Abuse

NTA 54sen; offer price for privatisation above 50sen is very likely f any; hang in there yah 😜

Posted by Good123 > 4 weeks ago | Report Abuse

nice😜 Yes, in 2024, Pos Malaysia has indeed been involved in divestment activities. One of the significant moves was the sale of its ship chartering unit, PNSL Bhd, for RM123.21 million. This sale is part of Pos Malaysia’s strategy to exit non-core businesses and focus on improving its financial performance and core operations, such as postal services and logistics. The sale is expected to enhance the company’s cash flow and reduce interest expenses  .

In addition, Khazanah Nasional Berhad, a major shareholder of Pos Malaysia, has been planning a strategic divestment of its stake in the company. This process involves finding a new controlling shareholder and is being undertaken as part of Pos Malaysia’s transformation journey .

Posted by Good123 > 4 weeks ago | Report Abuse

Pos ada free cash flow, boleh bertahan sampai untung, dll kena sabar😜

Posted by Good123 > 4 weeks ago | Report Abuse

As of September 2024, Pos Malaysia has announced the sale of its ship chartering unit, PNSL Bhd, for RM123.21 million. The proceeds from this sale are expected to strengthen the company’s cash flow and reduce its interest expenses. However, details on whether the cash from this disposal has been fully received were not explicitly stated in the available reports  .

It is likely that the funds are in the process of being transferred as part of the transaction, but confirmation on the exact timing of receipt may be included in future financial reports from Pos Malaysia.

Posted by Good123 > 4 weeks ago | Report Abuse

The decision by Pos Malaysia to sell PNSL Bhd for RM123.21 million can be seen as a positive strategic move for several reasons:

1. Focus on Core Business: By divesting non-core assets like PNSL Bhd, Pos Malaysia can concentrate on its core operations—postal services and logistics. This aligns with the company’s broader strategy of streamlining operations to remain competitive in a challenging industry that has seen declining demand for traditional postal services  .
2. Improved Financial Health: The sale is expected to generate significant cash flow, which will help reduce debt and interest expenses. For a company that has faced financial pressures in recent years, this infusion of cash can stabilize its financial position and allow it to reinvest in more critical areas .
3. Restructuring for Growth: Pos Malaysia has been undergoing a transformation to adapt to a digital economy, and shedding non-core, capital-intensive assets like shipping operations is part of this restructuring. It enables the company to be more agile and responsive to changes in the logistics and e-commerce sectors .

In summary, selling PNSL Bhd seems to be a prudent decision that supports Pos Malaysia’s long-term sustainability and strategic realignment. However, the success of this decision depends on how effectively Pos Malaysia uses the proceeds to strengthen its core business operations.

Posted by Good123 > 4 weeks ago | Report Abuse

Pos Malaysia may still hold valuable non-core assets that could be sold as part of its ongoing restructuring efforts. In recent years, it has sought to streamline its operations and focus on core logistics, e-commerce, and postal services, leading to several divestments like the sale of Pos Aviation and PNSL Bhd  .

Possible areas where Pos Malaysia might explore further asset sales include:

1. Real Estate Assets: Pos Malaysia owns several strategic properties across the country. In previous years, the company has highlighted its significant real estate holdings, which include post office buildings and distribution centers. Monetizing or selling these properties could generate substantial cash flow, especially in high-demand urban locations.
2. Other Non-core Businesses: Although the company has already sold off its aviation and shipping units, it may still hold other smaller subsidiaries or investments that are not aligned with its core focus on logistics and e-commerce. These could be candidates for future divestment.

The sale of these assets would be in line with Pos Malaysia’s strategy of reducing operational complexity and focusing on more profitable ventures. However, further details would depend on the company’s ongoing assessment of its portfolio and financial strategy.

Posted by Good123 > 4 weeks ago | Report Abuse

To help Pos Malaysia turn around, a strategic approach focusing on its core business, operational efficiency, and growth sectors like e-commerce logistics is essential. Several steps could be considered, drawing from both evidence from industry trends and Pos Malaysia’s recent efforts:

1. Strengthening E-commerce Logistics

Evidence: The growing e-commerce market in Malaysia and globally presents a significant opportunity for logistics companies. Pos Malaysia has already made moves to capitalize on this, such as expanding its parcel delivery services. A 2024 study reported rapid e-commerce growth in Southeast Asia, emphasizing the need for robust logistics infrastructure . Pos Malaysia should further optimize and expand its e-commerce-related logistics services by improving delivery speeds, integrating digital tracking, and offering last-mile delivery solutions.

Action: Invest in technology to enhance parcel tracking, automation in sorting centers, and customer service.

2. Reducing Operational Costs

Evidence: Pos Malaysia has been facing rising operational costs, which have been eating into its profitability. Evidence shows that one of the main challenges for postal services worldwide has been adapting to the decline in traditional mail volumes . To mitigate this, Pos Malaysia has begun trimming down non-core assets like PNSL Bhd, and further streamlining operations could yield additional savings.

Action: Pos Malaysia could invest in digital solutions to automate more of its processes, reduce manpower costs, and close or downsize underperforming post offices, while increasing partnerships with third-party logistics providers.

3. Optimizing Real Estate

Evidence: Many postal companies globally have unlocked value by monetizing their real estate holdings. In Malaysia, property prices, especially in urban areas, can be quite high. Pos Malaysia’s substantial real estate portfolio could be monetized through sale or leasing agreements to generate significant capital, which could then be reinvested into modernizing its logistics infrastructure .

Action: A strategic review of Pos Malaysia’s real estate assets could help identify properties that are either underutilized or not essential to core operations. These could be sold or redeveloped.

4. Improving Customer Service and Digital Transformation

Evidence: Customer satisfaction is critical in both traditional postal services and modern logistics. A McKinsey report on logistics transformation highlighted that digital customer interfaces and real-time service tracking were key differentiators in the industry . Pos Malaysia has already started offering digital services, but more work can be done to improve the customer experience through mobile apps, user-friendly websites, and faster response times.

Action: Continue enhancing digital channels, creating an omnichannel experience where customers can interact easily via mobile, web, and physical points of contact.

5. Partnerships and Diversification

Evidence: Some successful postal companies have formed partnerships with global e-commerce giants like Amazon, Alibaba, and regional players to leverage scale. Partnerships with financial services companies and fintech firms have also helped diversify income sources  .

Action: Pos Malaysia can seek strategic partnerships or joint ventures to expand its services into adjacent markets like financial services, leveraging its widespread reach across the country.

Implementing these strategies based on market evidence could significantly aid Pos Malaysia in its turnaround, positioning the company for sustainable growth.

Posted by Good123 > 4 weeks ago | Report Abuse

Replacing DRB-HICOM as the largest shareholder of Pos Malaysia could be straightforward for several reasons, supported by various sources:

1. Market Dynamics: The logistics and postal industries are experiencing significant shifts due to e-commerce growth. This transformation opens the door for new shareholders with a clear focus on modern logistics to take a more prominent role. As noted in recent reports, companies that align closely with market trends are more likely to succeed  .
2. Shareholder Influence: The existing relationship between DRB-HICOM and Pos Malaysia might not be as synergistic as needed for future growth. A new shareholder could bring fresh perspectives and strategic direction, crucial for navigating the challenges facing the postal sector  .
3. Valuation and Share Price: The current valuation of Pos Malaysia may present an opportune time for strategic investment. Analysts suggest that potential investors could find value in acquiring a stake, especially if they can leverage synergies in logistics and technology  .
4. Regulatory Environment: Recent regulatory developments may facilitate changes in shareholding structures, making it easier for new investors to step in. For instance, initiatives from the Malaysian government aimed at boosting the logistics sector could favor new shareholders committed to growth and innovation .

😎

Posted by Good123 > 4 weeks ago | Report Abuse

Pelantikan ahli lembaga pengarah syarikat berkaitan kerajaan (GLC) di Malaysia sering dipertikaikan sebagai lemah kerana beberapa sebab yang boleh dilihat melalui contoh-contoh terdahulu dan amalan semasa. Berikut adalah beberapa bukti dan faktor yang menunjukkan kelemahan dalam pelantikan lembaga pengarah GLC:

1. Pengaruh Politik yang Kuat:

• Pelantikan Berdasarkan Hubungan Politik: Dalam banyak kes, ahli lembaga pengarah GLC dilantik berdasarkan hubungan politik, bukan semata-mata berdasarkan kelayakan atau kepakaran. Ini menimbulkan persoalan mengenai integriti, kebolehan pengurusan, dan keutamaan syarikat. Sebagai contoh, terdapat beberapa laporan di mana tokoh politik atau individu yang rapat dengan kerajaan dilantik tanpa pengalaman mendalam dalam industri berkaitan.
• Kes Terdahulu: Pada 2018, selepas perubahan kerajaan, beberapa ahli lembaga pengarah dalam GLC di Malaysia dipecat dan digantikan, menonjolkan bagaimana pelantikan boleh berubah mengikut arah politik, yang menunjukkan ketidakstabilan dan kelemahan dalam memilih berdasarkan merit.

2. Kurangnya Kepakaran Khusus:

• Pelantikan Tidak Berdasarkan Kepakaran Industri: Beberapa ahli lembaga pengarah yang dilantik ke GLC tidak mempunyai kepakaran yang relevan dalam sektor tertentu. Sebagai contoh, ahli lembaga pengarah dalam syarikat telekomunikasi mungkin tidak mempunyai latar belakang teknologi, atau ahli lembaga dalam sektor logistik tidak mempunyai pengalaman dalam pengurusan rantaian bekalan.
• Impak Negatif pada Prestasi Syarikat: Ketiadaan kepakaran dalam lembaga pengarah boleh menjejaskan prestasi syarikat, kerana mereka tidak dapat memberikan bimbingan strategik atau membuat keputusan yang tepat dalam industri yang semakin kompetitif. Ini juga boleh mengakibatkan salah urus atau peluang perniagaan terlepas.

3. Ketiadaan Akauntabiliti:

• Tiada Tindakan Terhadap Prestasi Buruk: Dalam banyak kes, ahli lembaga pengarah yang dilantik ke GLC tidak bertanggungjawab sepenuhnya walaupun syarikat mencatatkan prestasi buruk atau kerugian besar. Ketiadaan tindakan tegas terhadap ahli lembaga pengarah yang gagal menunjukkan bahawa akauntabiliti mereka tidak diutamakan.
• Contoh POS Malaysia: Dalam kes seperti POS Malaysia yang dibeli oleh DRB-HICOM, prestasi saham yang merosot tidak diiringi dengan tindakan terhadap ahli lembaga pengarah yang terlibat, walaupun terdapat kerugian besar bagi syarikat dan pemegang saham. Ini menimbulkan persoalan mengenai bagaimana keputusan dibuat dan siapa yang bertanggungjawab apabila prestasi syarikat merosot.

4. Campur Tangan Eksekutif:

• Kawalan Terlalu Ketat oleh Kerajaan: Banyak GLC dikendalikan dengan kawalan kerajaan yang ketat, yang menghadkan autonomi ahli lembaga pengarah dalam membuat keputusan perniagaan. Ini menyebabkan mereka lebih cenderung membuat keputusan berdasarkan kepentingan politik berbanding dengan kepentingan komersial syarikat.
• Impak pada Pertumbuhan Jangka Panjang: Campur tangan eksekutif yang berlebihan sering menyekat inovasi dan keupayaan syarikat untuk bersaing di peringkat global, kerana keputusan strategik jangka panjang sering dikompromikan.

5. Pelantikan Tidak Melalui Proses Pemilihan Terbuka:

• Tiada Proses Pemilihan yang Transparen: Pelantikan ahli lembaga pengarah GLC jarang dilakukan melalui proses pemilihan yang telus atau berasaskan merit yang jelas. Selalunya, pelantikan dibuat secara dalaman atau melalui rundingan tertutup, yang menyebabkan kurangnya keyakinan terhadap kualiti pengurusan dan tadbir urus syarikat.
• Ketiadaan Amalan Terbaik: Di banyak negara maju, pelantikan lembaga pengarah dibuat berdasarkan penilaian profesional dengan penglibatan pelbagai pihak berkepentingan. Di Malaysia, proses ini sering kali kurang terbuka dan tidak berlandaskan kriteria kelayakan yang ketat.

6. Kes-kes GLC dengan Prestasi Buruk:

• 1MDB: Satu contoh terkenal ialah skandal 1MDB, di mana kegagalan tadbir urus dan pengawasan yang lemah menyebabkan kerugian berbilion ringgit. Skandal ini menunjukkan kelemahan dalam proses pelantikan, di mana individu-individu dengan hubungan politik yang kuat memainkan peranan dalam lembaga pengarah tetapi gagal memastikan pengurusan kewangan yang bertanggungjawab.
• Tabung Haji: Tabung Haji juga mengalami krisis pengurusan, di mana pelantikan ahli lembaga yang tidak cekap menyebabkan kerugian dan skandal kewangan, menjejaskan imej dan prestasi kewangan syarikat tersebut.

Kesimpulan:

Kelemahan dalam pelantikan ahli lembaga pengarah GLC di Malaysia berpunca daripada pengaruh politik yang kuat, ketiadaan kepakaran industri yang relevan, kurangnya akauntabiliti, campur tangan eksekutif, dan proses pelantikan yang tidak telus. Ini boleh dilihat melalui beberapa kes prestasi buruk dan salah urus dalam GLC seperti 1MDB, Tabung Haji, dan POS Malaysia. Bagi memperbaiki kelemahan ini, proses pelantikan perlu lebih berasaskan merit, telus, dan bebas daripada campur tangan politik.

Posted by Good123 > 4 weeks ago | Report Abuse

Meritocracy can significantly enhance the performance and effectiveness of government-linked companies (GLCs) like Pos Malaysia. Here are some justifications backed by relevant facts:

1. Improved Performance: In a meritocratic system, promotions and rewards are based on performance and ability rather than seniority or connections. This approach can lead to higher productivity. For instance, research by the McKinsey Global Institute shows that companies emphasizing merit-based promotions achieve better performance outcomes.
2. Talent Attraction and Retention: A meritocratic culture attracts top talent, as skilled individuals prefer environments where their contributions are recognized and rewarded. According to a 2020 report by Deloitte, organizations that prioritize meritocracy have higher employee engagement and lower turnover rates.
3. Innovation and Adaptability: GLCs like Pos Malaysia face challenges such as digital transformation and evolving customer expectations. A meritocracy fosters an environment where innovative ideas can emerge from all levels of the organization. A study published in the Harvard Business Review indicates that diverse teams, which thrive in meritocratic environments, are more innovative and better at problem-solving.
4. Enhanced Accountability: Meritocracy promotes accountability, as employees understand that their success depends on their contributions. This leads to a culture of responsibility and ownership, which is essential for GLCs like Pos Malaysia, where public trust and efficient service delivery are critical. The World Bank has noted that accountability in public sector organizations is crucial for improving service quality.
5. Economic Growth: By ensuring that the best individuals are in leadership and key positions, meritocracy can drive economic growth. According to the International Labour Organization, efficient public enterprises are essential for sustainable economic development, particularly in emerging markets like Malaysia.
6. Reduction of Corruption: Implementing a meritocratic system can help reduce nepotism and corruption, which often hinder GLCs’ effectiveness. The Transparency International Corruption Perceptions Index indicates that countries with higher levels of meritocracy tend to have lower corruption levels.

In conclusion, adopting a meritocratic approach within GLCs like Pos Malaysia can lead to enhanced performance, greater innovation, and better service delivery, ultimately contributing to economic growth and public trust.

Posted by Good123 > 3 weeks ago | Report Abuse

Logistics to ride on e-commerce boom. On a more positive note, we see a bright spot in the domestically-driven third-party logistics (3PL) sector which is less vulnerable to external headwinds being buoyed by the booming e-commerce. Industry experts project the local e-commerce gross merchandise volume to grow at a CAGR of 7% from 2023 to 2027, with size reaching RM1.9t by 2027 from RM1.4t in 2023.

The booming e-commerce will spur demand for distribution hubs and warehouses to enable: (i) just-in-time (JIT) delivery, (ii) reshoring/nearshoring to bring manufacturers closer to end-customers, (iii) efficient automation system including interconnectivity with the customer system, and (iv) warehouse decentralisation to reduce transportation costs and de-risk the supply chain. There is also strong demand for cold-storage warehouses on the back of the proliferation of online grocery start-ups.

Posted by Good123 > 3 weeks ago | Report Abuse

Buy😎 On a brighter note, UPS added 5.28% after the parcel service provider reported a rise in third-quarter profit, on rebounding volumes and cost cuts.

Posted by Good123 > 3 weeks ago | Report Abuse

Buy😻

Pos Malaysia’s Q3 2024 results are expected to show improvement for several key reasons, despite challenges faced earlier in the year. The company is in the midst of a transformation plan designed to address the structural decline in traditional mail volume while enhancing its parcel and logistics operations. This includes expanding its parcel delivery services, scaling up its retail outlets (like Pos Shop), and boosting its fulfilment services, such as Pos Fulfill, which caters to both B2B and B2C sectors. These efforts are aimed at driving sustainable growth and operational efficiency  .

Additionally, Pos Malaysia has seen improvements in its customer acquisition efforts, and the company is focusing on cost control and margin improvements, which could help mitigate losses and potentially lead to better financial results . Furthermore, new initiatives in international logistics and partnerships in its aviation unit also add to the company’s revenue diversification, giving it a more solid foundation moving forward .

Posted by Good123 > 3 weeks ago | Report Abuse

Terbaik; Syed Mokhtar Al-Bukhary, a prominent Malaysian tycoon, would have multiple reasons to consider stepping in to rescue Pos Malaysia. His interests in the company likely go beyond immediate financial returns:

1. Strategic National Importance: Pos Malaysia is a national asset, providing critical infrastructure for communication and logistics. As a business leader with significant holdings in essential industries (e.g., ports, telecommunications), Syed Mokhtar might view Pos Malaysia as a strategic asset to maintain the flow of goods and services across the country, especially as e-commerce and logistics sectors expand.
2. Business Synergies: Syed Mokhtar controls several logistics and transportation-related businesses, such as DRB-HICOM, which owns a significant stake in Pos Malaysia. Ensuring Pos Malaysia remains viable would align with his broader business interests in logistics, automotives, and transportation. A successful Pos Malaysia could strengthen his other ventures by creating operational synergies, improving efficiency across his portfolio.
3. Reputation and Influence: As one of Malaysia’s most influential business figures, Syed Mokhtar’s involvement in rescuing Pos Malaysia would enhance his standing as a key player in the national economy. Supporting the recovery of a high-profile company would reinforce his image as someone capable of managing large-scale national assets and turning around struggling businesses.
4. Long-Term Growth Potential: Pos Malaysia’s ongoing transformation plan, including its shift from traditional mail services to parcel delivery and digital services, aligns with growth sectors like e-commerce. With the right strategic support, Pos Malaysia has the potential to tap into these expanding markets, making it a long-term growth opportunity for Syed Mokhtar’s portfolio  .

Thus, Syed Mokhtar would likely have strong financial, strategic, and reputational reasons to ensure Pos Malaysia’s success.

Posted by Good123 > 3 weeks ago | Report Abuse

Syed Mokhtar al-Bukhary’s decision to maintain control over Pos Malaysia likely stems from several strategic factors, including its potential for digital transformation, vast infrastructure, and its role in Malaysia’s national logistics network. Here are some reasons why Pos Malaysia remains a valuable asset:

1. Extensive Infrastructure

Pos Malaysia possesses an established network of post offices, sorting centers, and distribution points across the country, making it a key player in Malaysia’s logistics and delivery landscape. This infrastructure can be leveraged to expand into e-commerce and digital services.

2. E-commerce Boom

With the rise of e-commerce in Malaysia and across Southeast Asia, there is enormous growth potential in logistics and parcel delivery. Pos Malaysia has the opportunity to reposition itself as a leading player in the booming e-commerce supply chain, offering last-mile delivery services, warehousing, and fulfillment solutions.

3. Government Ties

Being a national postal service, Pos Malaysia is closely linked to the government, which can provide support and collaboration for future ventures. Additionally, its importance in providing postal services across urban and rural areas adds a public service dimension to the business.

4. Digital Transformation

Syed Mokhtar might see the potential in transforming Pos Malaysia into a more technology-driven company. With investments in digital infrastructure, Pos Malaysia could tap into the fintech, logistics tech, and courier sectors. Modernizing services like payments, logistics tracking, and digital platforms can unlock new revenue streams.

5. Diversified Services

Pos Malaysia has already diversified into other services like financial services, insurance, and logistics. Syed Mokhtar may see the potential for further diversification, positioning the company to capture additional market segments, especially with rising consumer needs for integrated solutions.

6. Revival Potential

Although Pos Malaysia has faced challenges, Syed Mokhtar’s decision to retain it could signal a belief in its turnaround potential. With the right leadership, investment, and restructuring, the company could capitalize on growth opportunities, especially in the face of global logistics shifts and technological advancements.

In summary, Syed Mokhtar likely sees Pos Malaysia as a strategic national asset with significant untapped potential, especially in the areas of e-commerce, digital transformation, and logistics services.

Posted by Good123 > 3 weeks ago | Report Abuse

Syed Mokhtar Al-Bukhary, a prominent Malaysian businessman, might focus on making Pos Malaysia profitable soonest possible for several strategic and financial reasons. Here are some key motivations, supported by relevant evidence:

1. Diversification of Business Portfolio

Syed Mokhtar owns a diversified business empire through his company, DRB-HICOM, which acquired a controlling stake in Pos Malaysia in 2011. Pos Malaysia provides a key opportunity for Syed Mokhtar to expand his business portfolio into logistics, e-commerce, and postal services, especially in an era of digital commerce growth.

• Evidence: DRB-HICOM’s annual reports highlight their focus on growing logistics and postal services as part of their overall strategy, seeing synergies between automotive and logistics sectors.

2. Strategic Position in the Logistics and E-Commerce Market

With the rapid growth of e-commerce in Southeast Asia, Pos Malaysia’s logistical network can be leveraged to capture more market share in the delivery and courier services industry. Turning Pos Malaysia profitable would help Syed Mokhtar capitalize on this growing demand for last-mile delivery solutions.

• Evidence: According to Pos Malaysia’s Annual Reports, the company has been modernizing its delivery fleet and infrastructure to meet increasing demand from e-commerce giants like Lazada and Shopee. The Malaysian Communications and Multimedia Commission (MCMC) has also forecasted significant growth in the courier and delivery sectors.

3. Government Contracts and National Importance

As the national postal service, Pos Malaysia handles numerous government-related deliveries, including official documents, voting papers, and financial services for rural areas. Making the company profitable would secure these government contracts and preserve its national importance. Syed Mokhtar has historically maintained close ties with the government, and a profitable Pos Malaysia could strengthen his position in key government-related sectors.

• Evidence: Pos Malaysia’s involvement in distributing government aid and documents, along with Syed Mokhtar’s close relationships with political leadership, has been well documented in local media, particularly during national elections and pandemic aid distribution.

4. Financial and Investment Returns

Like any businessman, Syed Mokhtar would aim to generate returns on his investments. Pos Malaysia has been struggling with losses in recent years, and turning it profitable would not only enhance the value of his stake but also improve DRB-HICOM’s overall financial health.

• Evidence: Pos Malaysia reported significant financial losses in 2020 and 2021, as revealed in its financial reports. A turnaround plan to cut costs, improve efficiency, and explore new revenue streams was announced, with significant involvement from DRB-HICOM.

5. Job Creation and National Prestige

Pos Malaysia employs thousands of Malaysians, and keeping the company profitable would ensure the security of these jobs, something that may hold significant importance both politically and economically. As a key player in Malaysia’s corporate scene, Syed Mokhtar’s ability to revive a national icon would enhance his reputation and social standing.

• Evidence: News outlets such as The Star and NST have reported that Pos Malaysia plays a significant role in national job creation and its restructuring plans are aimed at minimizing job losses.

In summary, Syed Mokhtar’s interest in making Pos Malaysia profitable soonest possible likely stems from his desire to capture growing market opportunities, ensure government contracts, enhance financial returns, and maintain a strong political and social position.

Posted by Good123 > 3 weeks ago | Report Abuse

The appointment of a British CEO at Pos Malaysia, particularly under the leadership of Syed Mokhtar Al-Bukhary and the broader context of Malaysian Government-Linked Companies (GLCs), can be seen as a significant step towards meritocracy for several reasons. Here are some key points, along with supporting evidence:

1. International Expertise and Standards

The appointment of a foreign CEO often brings a wealth of international experience and best practices that can enhance operational efficiency and corporate governance. This move signals a shift toward prioritizing skills and qualifications over local connections or affiliations.

• Evidence: The tenure of CEO Charles Brewer, who took over Pos Malaysia in 2020, was characterized by efforts to streamline operations and introduce international logistics practices. His background in the logistics sector (previously with DHL) brought a fresh perspective to Pos Malaysia, focusing on efficiency and customer service.

2. Focus on Performance Metrics

A meritocratic approach emphasizes performance-based evaluations rather than traditional seniority or favoritism. The British CEO’s role in implementing key performance indicators (KPIs) and operational benchmarks can be seen as a move towards accountability.

• Evidence: Under Brewer’s leadership, Pos Malaysia introduced new KPIs to improve service delivery, customer satisfaction, and operational performance. This was reported in various business news articles, emphasizing a results-oriented culture.

3. Cultural Shift Towards Professionalism

Hiring foreign executives can catalyze a cultural shift within organizations, encouraging local talent to adopt more professional and competitive attitudes in the workplace. This aligns with the global business environment’s emphasis on meritocracy.

• Evidence: Industry analysts and commentators noted that Brewer’s leadership style fostered a more professional work environment. His focus on merit-based promotions and employee development initiatives has been reported in several business publications, showcasing a change in the corporate culture at Pos Malaysia.

4. Response to Economic Challenges

The challenges faced by Pos Malaysia, especially during the COVID-19 pandemic, necessitated a leadership approach focused on agility and innovation. Appointing a CEO with international experience can be viewed as a response to these challenges, prioritizing capabilities over local norms.

• Evidence: Brewer’s strategic initiatives, including partnerships with e-commerce platforms and the modernization of logistics operations, were essential during the pandemic. Reports highlighted how these strategies aimed to make Pos Malaysia more resilient and competitive in the market.

5. Inspiration for Other GLCs

The success or progress of a foreign CEO in a prominent GLC like Pos Malaysia can inspire other government-linked companies to adopt similar meritocratic principles in their leadership and operational structures. This trend can gradually shift the perception of meritocracy in Malaysia.

• Evidence: Commentary in Malaysian financial media has pointed out how Brewer’s leadership is being watched closely by other GLCs, with calls for more similar appointments to drive efficiency and modernize operations across the sector.

6. Potential for Talent Development

The presence of an international CEO can create opportunities for local talent to learn and develop skills that align with global standards. This mentorship can enhance the overall talent pool in Malaysia, fostering a more meritocratic environment.

• Evidence: Under Brewer, initiatives for staff training and development programs were introduced, aiming to elevate local talent to higher management roles, as reported in various press releases and corporate announcements.

Conclusion

The appointment of a British CEO at Pos Malaysia symbolizes a potential shift towards meritocracy within Malaysian GLCs by emphasizing international standards, performance metrics, cultural professionalism, and opportunities for local talent. This change can be seen as a significant step in reshaping the corporate landscape in Malaysia, promoting a more competitive and merit-based approach.

Posted by Good123 > 3 weeks ago | Report Abuse

Q3,2024 results out next month. Ada improvement, balik 40-50sen easily. Low trading volume mainly long or medium term investors including institutional investors, etc

Posted by Good123 > 3 weeks ago | Report Abuse

Shi Yijing, head of sustainable development data governance of Malaysia Post (POS, 4634, mainboard transportation and logistics stock), said that Malaysia Post Company has a history of 200 years of operation in Malaysia, and ESG is the company's transformation journey.

"The postal company will start the path of transformation in 2021, and ESG is within our strategic framework."

She said that Malaysia Post currently operates 343 electric vehicles, and the sustainable development also includes the installation of solar energy.

https://www.klsescreener.com/v2/news/view/1414473

Posted by Good123 > 3 weeks ago | Report Abuse

Syed Mokhtar Al-Bukhary, a prominent Malaysian tycoon, is known for his strategic business decisions, including in companies he controls. Regarding Pos Malaysia, Syed Mokhtar, through his business ventures like DRB-HICOM, acquired a significant stake in the company. It is noteworthy that Pos Malaysia appointed its first foreign CEO, Charles Brewer, in 2021.

Appointing a foreign CEO marked a shift towards meritocracy, emphasizing expertise and global experience over nationality. Syed Mokhtar's decision to support such appointments could be driven by the need to bring in international best practices, strategic vision, and leadership skills to transform the company. It was a move to ensure Pos Malaysia adapts to evolving market conditions, especially in the competitive logistics and e-commerce sectors.

This approach indicates Syed Mokhtar's willingness to prioritize company performance and growth, embracing leadership that brings the right skills and experience to steer the organization forward.

Posted by Good123 > 3 weeks ago | Report Abuse

Syed Mokhtar Al-Bukhary, seorang tokoh perniagaan terkemuka di Malaysia, dikenali dengan keputusan strategik dalam syarikat-syarikat yang dikawalnya. Berkaitan dengan Pos Malaysia, Syed Mokhtar melalui usaha perniagaannya seperti DRB-HICOM telah memperoleh pegangan besar dalam syarikat tersebut. Adalah penting untuk diperhatikan bahawa Pos Malaysia melantik Ketua Pegawai Eksekutif (CEO) asing pertama, Charles Brewer, pada tahun 2021.

Pelantikan CEO asing menandakan peralihan ke arah meritokrasi, dengan memberi penekanan kepada kepakaran dan pengalaman global berbanding kewarganegaraan. Keputusan Syed Mokhtar untuk menyokong pelantikan sedemikian mungkin didorong oleh keperluan untuk membawa masuk amalan terbaik antarabangsa, visi strategik, dan kemahiran kepimpinan untuk mengubah syarikat. Ia adalah langkah untuk memastikan Pos Malaysia dapat menyesuaikan diri dengan keadaan pasaran yang sentiasa berubah, terutamanya dalam sektor logistik dan e-dagang yang kompetitif.

Pendekatan ini menunjukkan kesediaan Syed Mokhtar untuk mengutamakan prestasi dan pertumbuhan syarikat, dengan menerima kepimpinan yang membawa kemahiran dan pengalaman yang tepat untuk memajukan organisasi.

Posted by Good123 > 3 weeks ago | Report Abuse

Pos Malaysia could be considered a "dark horse" if there are factors that could lead to a surprising turnaround or success, even if the company isn't currently viewed as a strong contender in its sector. Here are a few points to consider:

1. Challenges and Current Position: Pos Malaysia has faced challenges in recent years, primarily due to the declining traditional mail business, high operational costs, and competition from private courier services. These issues have weighed on its profitability, leading to a need for strategic shifts.


2. Diversification and Digital Transformation: The company has been making efforts to diversify its revenue streams, including expanding into logistics, e-commerce solutions, and digital services. Their push to modernize and adapt to the digital age can be seen as a potential avenue for growth.


3. Pos Shop & Café IPO: If Pos Malaysia decides to spin off Pos Shop & Café through an IPO, this could unlock value and bring attention to this part of their business. It might also signal the company's efforts to streamline its operations and focus on its core strengths.


4. Government Support: Given its status as a national postal service, there may be governmental incentives or support that could help stabilize and boost its operations, particularly in areas like logistics infrastructure.


5. E-commerce Boom: The growth of e-commerce can be both a challenge and an opportunity. If Pos Malaysia manages to leverage this trend effectively, especially through partnerships and improvements in delivery services, it might turn the tide in its favor.



If Pos Malaysia successfully navigates its transformation strategy and addresses its existing challenges, it could indeed be a "dark horse" with potential for a surprising comeback. However, it would depend on consistent execution, innovation, and possibly some external factors like market trends and regulatory support.

Posted by Good123 > 3 weeks ago | Report Abuse

马来西亚邮政（Pos Malaysia）可以被视为一匹“黑马”，如果有一些因素能够带来意外的转机或成功，即使该公司目前在其行业中并未被视为强有力的竞争者。以下是一些需要考虑的点：

1. 挑战与现状：近年来，马来西亚邮政面临许多挑战，主要是传统邮件业务的下滑、高昂的运营成本，以及来自私人快递服务的竞争。这些问题影响了其盈利能力，使其需要进行战略转型。


2. 多元化与数字化转型：公司一直在努力多元化其收入来源，包括扩展物流、电商解决方案和数字服务。它们推动现代化并适应数字时代的努力，可以被视为潜在的增长渠道。


3. Pos Shop & Café IPO：如果马来西亚邮政决定通过IPO分拆Pos Shop & Café，这可能会释放其价值，并引起人们对这一部分业务的关注。这也可能表明公司正在努力精简业务，聚焦于其核心优势。


4. 政府支持：作为国家邮政服务，它可能会获得政府的激励或支持，特别是在物流基础设施等领域，这有助于稳定和提升其运营。


5. 电商繁荣：电商的增长既是挑战也是机遇。如果马来西亚邮政能够有效利用这一趋势，特别是通过合作伙伴关系和提升快递服务，可能会扭转局势。



如果马来西亚邮政成功实施其转型战略，并解决现有挑战，那么它确实可能成为一匹“黑马”，有望带来意想不到的复苏。不过，这取决于持续的执行力、创新能力，以及市场趋势和监管支持等外部因素。

Posted by Good123 > 3 weeks ago | Report Abuse

Pos Malaysia boleh dianggap sebagai "kuda hitam" jika terdapat faktor-faktor yang boleh membawa kepada perubahan yang mengejutkan atau kejayaan, walaupun syarikat itu kini tidak dilihat sebagai pesaing kuat dalam sektornya. Berikut adalah beberapa perkara yang perlu dipertimbangkan:

1. Cabaran dan Kedudukan Semasa: Pos Malaysia telah menghadapi cabaran dalam beberapa tahun kebelakangan ini, terutamanya disebabkan oleh penurunan dalam perniagaan mel tradisional, kos operasi yang tinggi, dan persaingan daripada perkhidmatan kurier swasta. Isu-isu ini telah memberi kesan kepada keuntungan syarikat, menyebabkan keperluan untuk peralihan strategi.


2. Peluasan dan Transformasi Digital: Syarikat ini telah berusaha untuk mempelbagaikan aliran pendapatannya, termasuk memperluaskan ke dalam logistik, penyelesaian e-dagang, dan perkhidmatan digital. Usaha mereka untuk memodenkan dan menyesuaikan diri dengan era digital boleh dilihat sebagai peluang untuk pertumbuhan.


3. Pos Shop & Café IPO: Jika Pos Malaysia memutuskan untuk memisahkan Pos Shop & Café melalui IPO, ini boleh membuka nilai dan menarik perhatian kepada bahagian perniagaan ini. Ini juga mungkin menunjukkan usaha syarikat untuk menyelaraskan operasinya dan memberi tumpuan kepada kekuatan terasnya.


4. Sokongan Kerajaan: Memandangkan statusnya sebagai perkhidmatan pos nasional, mungkin terdapat insentif atau sokongan kerajaan yang boleh membantu menstabilkan dan meningkatkan operasinya, terutamanya dalam bidang infrastruktur logistik.


5. Ledakan E-dagang: Pertumbuhan e-dagang boleh menjadi cabaran dan peluang. Jika Pos Malaysia berjaya memanfaatkan trend ini dengan berkesan, terutamanya melalui kerjasama dan peningkatan dalam perkhidmatan penghantaran, ia mungkin dapat mengubah keadaan.



Jika Pos Malaysia berjaya mengendalikan strategi transformasinya dan menangani cabaran yang ada, ia mungkin menjadi "kuda hitam" dengan potensi untuk kembali dengan kejutan. Namun, ini bergantung kepada pelaksanaan yang konsisten, inovasi, dan mungkin juga faktor luaran seperti trend pasaran dan sokongan regulatori.

Posted by Good123 > 3 weeks ago | Report Abuse

赛莫达·阿尔布哈里（Syed Mokhtar Al-Bukhary）是马来西亚著名的企业家，以其在所控制公司中的战略决策而闻名。关于马来西亚邮政（Pos Malaysia），赛莫达通过其商业企业，如DRB-HICOM，获得了该公司的大量股份。值得注意的是，马来西亚邮政在2021年任命了首位外籍首席执行官（CEO）查尔斯·布鲁尔（Charles Brewer）。

任命外籍CEO标志着向任人唯贤的转变，强调专业知识和全球经验，而不是国籍。赛莫达支持这种任命的决策，可能是出于引进国际最佳实践、战略愿景和领导技能的需要，以便对公司进行改革。这一举措旨在确保马来西亚邮政能够适应不断变化的市场环境，尤其是在竞争激烈的物流和电子商务领域。

这种做法显示出赛莫达优先考虑公司绩效和增长的意愿，接受能够带来合适技能和经验的领导来推动公司向前发展。

Posted by Good123 > 3 weeks ago | Report Abuse

Using Pos Malaysia as a case study, here’s how Tan Sri Syed Mokhtar Al-Bukhary’s strategy of openness to diverse leadership can be framed:

Case Study: Pos Malaysia Turnaround Efforts

Tan Sri Syed Mokhtar Al-Bukhary, known for his diverse business interests, has taken significant steps to address the challenges faced by Pos Malaysia. As the majority stakeholder through DRB-HICOM, he has shown a clear intent to revive the company’s performance. Given the competitive and rapidly changing logistics landscape, the company has been grappling with declining mail volumes and rising operational costs, necessitating a strategic overhaul.

Leadership Flexibility

Recognizing that successful turnaround requires capable and strategic leadership, Tan Sri Syed Mokhtar has shown openness to appointing the best possible CEO, regardless of nationality or background. This flexibility emphasizes that the priority is to bring in expertise that can adapt to market changes, innovate, and drive growth. Whether the CEO is local or an international ("mat salleh") professional, the focus is on choosing a leader who can execute a robust turnaround strategy.

Turnaround Strategy Elements

1. Diversification of Services: Pos Malaysia has been actively shifting from traditional mail services to digital solutions and logistics. A new CEO with a strong understanding of e-commerce, logistics, and technology could accelerate this transition, making the company less dependent on declining mail services.


2. Operational Efficiency: Streamlining operations to reduce costs is critical. A leader with experience in digital transformation and operational optimization can help identify cost-saving measures, modernize the company's infrastructure, and improve efficiency.


3. Strategic Partnerships: Pos Malaysia has explored partnerships to expand its e-commerce and logistics footprint. Under Syed Mokhtar’s direction, finding a CEO skilled in building strategic alliances can enhance the company’s service offerings and market reach.


4. Spinning Off Subsidiaries: Recently, there have been discussions about the potential IPO of Pos Shop & Café. Bringing in a CEO who can evaluate the viability of such spin-offs and maximize shareholder value could be a key part of the turnaround plan. This aligns with the focus on restructuring to concentrate on core business areas while offloading or partnering in non-core segments.



Conclusion

Syed Mokhtar’s willingness to hire the best leader, whether local or foreign, signals a pragmatic approach to reviving Pos Malaysia. By focusing on strategic leadership, diversifying services, and driving operational efficiency, Pos Malaysia could potentially regain its footing in the market. The emphasis on leadership reflects the understanding that in today’s competitive and dynamic environment, having the right expertise at the helm is critical to navigating challenges and steering the company towards growth.

Posted by Good123 > 3 weeks ago | Report Abuse

Kajian Kes: Usaha Pemulihan Pos Malaysia

Tan Sri Syed Mokhtar Al-Bukhary, yang terkenal dengan kepentingan perniagaan yang pelbagai, telah mengambil langkah-langkah penting untuk menangani cabaran yang dihadapi oleh Pos Malaysia. Sebagai pemegang saham majoriti melalui DRB-HICOM, beliau telah menunjukkan niat yang jelas untuk memulihkan prestasi syarikat tersebut. Memandangkan landskap logistik yang kompetitif dan berubah dengan cepat, syarikat ini telah berhadapan dengan penurunan jumlah surat dan peningkatan kos operasi, yang memerlukan pengubahsuaian strategik.

Fleksibiliti Kepimpinan

Menyedari bahawa pemulihan yang berjaya memerlukan kepimpinan yang cekap dan strategik, Tan Sri Syed Mokhtar telah menunjukkan keterbukaan untuk melantik CEO yang terbaik, tanpa mengira kewarganegaraan atau latar belakang. Fleksibiliti ini menekankan bahawa keutamaan adalah untuk membawa masuk kepakaran yang dapat menyesuaikan diri dengan perubahan pasaran, berinovasi, dan memacu pertumbuhan. Sama ada CEO itu tempatan atau profesional antarabangsa ("mat salleh"), fokus adalah pada memilih pemimpin yang dapat melaksanakan strategi pemulihan yang mantap.

Elemen Strategi Pemulihan

1. Diversifikasi Perkhidmatan: Pos Malaysia telah aktif beralih dari perkhidmatan surat tradisional kepada penyelesaian digital dan logistik. Seorang CEO baru yang memahami e-dagang, logistik, dan teknologi dengan baik dapat mempercepatkan peralihan ini, menjadikan syarikat kurang bergantung kepada perkhidmatan surat yang semakin merosot.


2. Kecekapan Operasi: Menyusun semula operasi untuk mengurangkan kos adalah kritikal. Seorang pemimpin dengan pengalaman dalam transformasi digital dan pengoptimuman operasi dapat membantu mengenal pasti langkah-langkah penjimatan kos, memodenkan infrastruktur syarikat, dan meningkatkan kecekapan.


3. Perkongsian Strategik: Pos Malaysia telah meneroka perkongsian untuk memperluaskan jejak e-dagang dan logistiknya. Di bawah arahan Syed Mokhtar, mencari CEO yang mahir dalam membina perikatan strategik dapat meningkatkan tawaran perkhidmatan syarikat dan capaian pasaran.


4. Pemisahan Anak Syarikat: Baru-baru ini, terdapat perbincangan mengenai potensi IPO Pos Shop & Café. Membawa masuk CEO yang dapat menilai kesesuaian pemisahan tersebut dan memaksimumkan nilai pemegang saham boleh menjadi sebahagian penting daripada pelan pemulihan. Ini sejalan dengan fokus untuk menyusun semula bagi memberi tumpuan kepada bidang perniagaan teras sambil melepaskan atau menjalinkan kerjasama dalam segmen yang bukan teras.



Kesimpulan

Keterbukaan Syed Mokhtar untuk mengupah pemimpin terbaik, sama ada tempatan atau asing, menunjukkan pendekatan pragmatik untuk menghidupkan kembali Pos Malaysia. Dengan memberi tumpuan kepada kepimpinan strategik, mendiversifikasi perkhidmatan, dan memacu kecekapan operasi, Pos Malaysia berpotensi untuk mendapatkan semula kedudukannya dalam pasaran. Penekanan pada kepimpinan mencerminkan pemahaman bahawa dalam persekitaran yang kompetitif dan dinamik hari ini, mempunyai kepakaran yang tepat di peringkat atasan adalah kritikal untuk mengatasi cabaran dan mengarahkan syarikat ke arah pertumbuhan.

Posted by Good123 > 3 weeks ago | Report Abuse

案例研究：马来西亚邮政的复苏努力

丹斯里赛德·莫克塔尔·阿尔-布哈里（Tan Sri Syed Mokhtar Al-Bukhary）是一位知名的马来西亚商人，他采取了重要措施来应对马来西亚邮政所面临的挑战。作为通过DRB-HICOM的主要股东，他清楚地表达了恢复公司业绩的意图。考虑到竞争激烈且快速变化的物流环境，该公司一直面临邮件量下降和运营成本上升的问题，这需要战略性地进行改组。

领导灵活性

认识到成功的复苏需要有效且具战略眼光的领导，赛德·莫克塔尔对任命最合适的首席执行官（CEO）持开放态度，无论其国籍或背景如何。这种灵活性强调了优先考虑引入能够适应市场变化、创新并推动增长的专业人才。无论是本地首席执行官还是国际（“马赛”）专业人士，重点都是选择能有效实施强有力复苏战略的领导者。

复苏战略要素

1. 服务多元化： 马来西亚邮政积极从传统邮件服务转向数字解决方案和物流。新任首席执行官若对电子商务、物流和技术有深入理解，能够加速这一转型，使公司减少对衰退邮件服务的依赖。


2. 运营效率： 优化运营以降低成本至关重要。具备数字化转型和运营优化经验的领导者可以帮助识别节约成本的措施，现代化公司的基础设施，并提升效率。


3. 战略合作： 马来西亚邮政探索了合作伙伴关系，以扩大其电子商务和物流业务。在赛德·莫克塔尔的指导下，寻找擅长建立战略联盟的首席执行官可以增强公司的服务和市场覆盖能力。


4. 剥离子公司： 最近，有关马来西亚邮政商店和咖啡馆（Pos Shop & Café）潜在IPO的讨论也逐渐增多。引入能够评估这种剥离的可行性并最大化股东价值的首席执行官，可能是复苏计划的重要组成部分。这与专注于核心业务领域，同时剥离或合作非核心部分的重组目标一致。



结论

赛德·莫克塔尔愿意任用最优秀的领导者，无论是本地还是外国，体现了对复兴马来西亚邮政的务实态度。通过专注于战略领导、多元化服务和提升运营效率，马来西亚邮政有潜力重新获得市场地位。对领导层的重视反映出一种理解：在今天竞争激烈和动态变化的环境中，拥有合适的专业人才处于领导地位，对应对挑战和引导公司走向增长至关重要。

Posted by Good123 > 3 weeks ago | Report Abuse

Deng Xiaoping's philosophy, encapsulated in his quote about the cat, emphasizes pragmatism over ideology. It suggests that the effectiveness of policies and results are more important than strict adherence to a specific political or economic ideology. This approach facilitated China's economic reforms and modernization by prioritizing growth and practical solutions.

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Falsafah Deng Xiaoping, yang terkandung dalam petikannya tentang kucing, menekankan pragmatisme berbanding ideologi. Ia menunjukkan bahawa keberkesanan dasar dan hasil adalah lebih penting daripada pematuhan ketat kepada ideologi politik atau ekonomi tertentu. Pendekatan ini memudahkan reformasi ekonomi dan pemodenan China dengan mengutamakan pertumbuhan dan penyelesaian praktikal.

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Syed Mokhtar Al-Bukhary has been involved in the privatization of several companies, particularly through his conglomerate DRB-HICOM Berhad. While specific figures can vary based on definitions of privatization, here are notable examples of companies he has been associated with:

Notable Privatizations Involving Syed Mokhtar

1. Pos Malaysia Berhad:

Privatization: DRB-HICOM acquired a controlling stake in Pos Malaysia in 2011.

Reason: To improve operational efficiency and modernize the company's services, aligning them with the growing demands of e-commerce and logistics.



2. Kumpulan Perangsang Selangor:

Privatization: Syed Mokhtar was involved in the restructuring and privatization of this state-owned entity, which focused on various sectors including utilities and infrastructure.



3. Proton Holdings Berhad:

Privatization: DRB-HICOM acquired a controlling interest in Proton in 2012.

Reason: To revitalize the Malaysian automotive industry and improve Proton's competitiveness by leveraging synergies with DRB-HICOM's other automotive ventures.



4. Bank Muamalat Malaysia Berhad:

Involvement: While not a complete privatization, Syed Mokhtar has been associated with efforts to enhance this Islamic bank's operations and financial standing.




Reasons for His Involvement in Privatizations

1. Strategic Growth: Syed Mokhtar typically seeks to enhance the operational capabilities and market positions of the companies he acquires, driving growth through strategic investments.


2. Public Service Enhancement: His investments in public utilities and services, like Pos Malaysia, often aim to improve service delivery to the public, aligning with national development goals.


3. Synergistic Benefits: By privatizing and restructuring these companies, he aims to create synergies with his existing businesses, particularly in logistics, automotive, and finance.


4. Economic Development: His involvement in privatizations is often seen as a way to foster economic growth in Malaysia, creating jobs and stimulating investment in various sectors.



Conclusion

While the exact number of companies Syed Mokhtar has privatized may not be publicly documented, his involvement with key companies like Pos Malaysia, Proton, and others indicates a focused strategy on enhancing operational efficiency and driving growth within the Malaysian economy.

Posted by Good123 > 3 weeks ago | Report Abuse

DRB up 3sen; any good news for POS? 🫵🏻

Posted by Apastock > 3 weeks ago | Report Abuse

why so so long de panel?

Posted by Good123 > 3 weeks ago | Report Abuse

More biz for pos logistics:

Geely and Proton are collaborating to bring electric vehicles (EVs) to Southeast Asia, combining Geely’s EV expertise with Proton’s local market presence. Since Geely acquired a 49.9% stake in Proton in 2017, they’ve worked together to introduce hybrid models like the Proton X90, with plans to expand into fully electric models that suit regional needs. This partnership aims to provide affordable, accessible EV options for Malaysia and neighboring markets, supporting Proton’s expansion and the region’s shift toward sustainable mobility.