DOCSLIB.ORG

Oldtown Berhad Initiate with NEUTRAL Overseas Market to Deliver Future Growth Target Price (TP): RM2.90

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Oldtown Berhad Initiate with NEUTRAL Overseas Market to Deliver Future Growth Target Price (TP): RM2.90 16 June 2017 | Initiate Coverage Oldtown Berhad Initiate with NEUTRAL Overseas market to deliver future growth Target Price (TP): RM2.90 INVESTMENT HIGHLIGHTS RETURN STATS • We initiate coverage on Oldtown Berhad (Oldtown) with a NEUTRAL recommendation and TP of RM2.90 per share Price (15 June 2017) RM2.72 • Our valuation is based on PER18 of 20x pegged to EPS18 of 14.5sen Target Price RM2.90 • FMCG segment to drive growth through export Expected Share Price Return +6.4% • Synergistic value gain through vertical integration Expected Dividend Yield +2.9% Company businesses. Oldtown Berhad is principally engaged in the Expected Total Return +9.3% business activities of: (i) Operation of café chain (F&B segment) and; (ii) Manufacturing, marketing and sales of coffee and other beverages (FMCG segment). It invented the White Coffee category in 1999 and STOCK INFO since then specialises in the formulation of hot and cold coffee using high quality coffee beans that have been roasted using its own unique KLCI 1790.01 5201 / proprietary bean roasting process. As of June 2017, the Group has a Bursa / Bloomberg OTB MK total chain of 234 café outlets, of which 197 café outlets are located in Malaysia, 25 café outlets in Indonesia, eight café outlets in Singapore, Board / Sector Main / Consumer two café outlets in China, one café outlet each in Australia and Hong Syariah Compliant Yes Kong operating under the brand name of ’Oldtown White Coffee’. While its beverages are sold in more than 8,000 retail outlets in Issued shares (mil) 463.24 Malaysia, 850 retail outlets in Singapore and 2,800 retail outlets in Par Value (RM) 1.00 Hong Kong. Other export market includes the USA, China, Taiwan, Indonesia, Thailand, Brunei, Canada, Philippines, the United Kingdom Market cap. (RM’m) 1,260.01m and Australia. Price over NA 3.21 Key investment thesis: 52-wk price Range RM1.68-RM3.46 i) FMCG segment to drive growth through export; Beta (against KLCI) 0.77 ii) Synergistic value gain through vertical integration and; 3-mth Avg Daily Vol 1.48m iii) Strong fundamentals Key risks: 3-mth Avg Daily Value RM4.17m i) Strengthening of the Ringgit would slow down export sales Major Shareholders (%) growth; Oldtown International 42.58 ii) Stiff competition in the local F&B market might cause drag on Mawer Investment 9.20 earnings; Franklin Resources 4.43 iii) Continuous reliance on advertising and promotional expenses to spur consumer spending MIDF RESEARCH is a unit of MIDF AMANAH INVESTMENT BANK Kindly refer to the last page of this publication for important disclosures MIDF EQUITY BEAT Friday, 16 June 2017 KEY INVESTMENT THESIS FMCG segment to drive growth through export Oldtown exports its white coffee products to more than 13 countries worldwide which include countries in South East Asian region as well as Hong Kong and China. Among its product offerings, instant white coffee and tea mix command the largest concentration of approximately 92% (Refer Figure 1 and Figure 2). In its key overseas markets i.e. Hong Kong and Singapore, the brand is widely recognised as the number two coffee mix manufacturer behind Nestlé with market share of 31% and 18% respectively. Figure 1: FMCG segment’s category portfolio Figure 2: FMCG segment’s category concentration Ready to Roasted drink coffee 5% Ready-to-drink 3% White coffee & tea Mix 92% White coffee & tea mix Roasted coffee Source: Company Source: Company, MIDFR Being the largest of the two business segment, the FMCG segment contributed 80% (RM63m) of operating profit for FY17 while the remaining 20% (RM16m) is contributed by the F&B segment (Refer Figure 3). The former segment experienced an improved performance especially in FY16 and FY17 due to the higher selling and distributors’ coverage as well as, the positive impact from the weak Ringgit against foreign currencies. The five-year operating income CAGR is very strong at +23.9% and we expect that the FMCG segment will continue to drive the growth for the group as the product acceptance in new markets increase. Meanwhile, the F&B segment recorded subdued performance mainly due to the sluggish economy as well as intense competition domestically which resulted in lower sales and higher operating costs. Figure 3: Annual operating profit of FMCG and Figure 4: Annual operating profit growth of F&B (RM million) FMCG and F&B 70.0 50% FMCG F&B 60.0 40% FMCG F&B 50.0 30% 20% 40.0 10% 30.0 0% 20.0 FY12 FY14 FY15 FY16 FY17 -10% 10.0 -20% 0.0 FY12 FY14 FY15 FY16 FY17 -30% Source: Company, MIDFR Source: Company, MIDFR 2 MIDF EQUITY BEAT Friday, 16 June 2017 The recent stellar growth of FMCG’s segment is mainly driven by export as it grew by +26%yoy in FY17. This boosted the size of FMCG revenue contribution derived from overseas to 65% whilst revenue derived domestically only accounts for 35%. Of the 65% of revenue from overseas market, the Greater China’s contribution is the largest which amounted to 45% of FMCG’s revenue (Refer Figure 6) and this even surpassed the contribution from the domestic market of 35%. The significant contribution from Greater China is mainly driven by the stellar growth of +145%yoy for Chinese market. This improvement is very much attributed to the setting up of marketing and sales team to handle distribution network in China to supply to key supermarket chains such as Walmart, Vanguard, and RT Mart as well as ramping up the e-commerce distribution channel. In the e-commerce segment, Oldtown product is well supported by over 100 China online retailers across the three key e-commerce platforms like T-mall, JD.com and Taobao.com. We are positive on Oldtown’s strategy to ride on China’s online and offline sales platform as this will significantly improve customer reach of its products. Figure 5: Oldtown products selling in China e- Figure 6: FMCG’s revenue breakdown by commerce platforms countries Others 6% ASEAN (ex- Malaysia) 14% Greater China 45% Malaysia 35% Source: Company Source: Company, MIDFR Oldtown strategy of re-focusing on China is timely as the country’s economic recovery is gaining traction as the growth in the first quarter of 2017 rose to 6.9%, its fastest pace in more than a year. In addition, the China Manufacturing SA is leading the JP Morgan Global Manufacturing PMI for February signalling a pickup in manufacturing activities (Refer Figure 8). As China’s economy recovers, we expect that the private consumption will also pick up. In line with this, we observed that the retail and wholesale sector expanded at the fastest pace in the first quarter since the end of 2014 with an annual growth of 7.4%, increased by + 1.6ppts year-on year. In the e- commerce segment, Tmall reported revenue growth of +363%yoy (Refer Figure 7). Due to the economic recovery, we opine that the Oldtown’s strategy to refocus on the China’s market recently is timely as it is better position to benefit from the expected increase in China’s private consumption as its economic recovers. Hence, we expect that FMCG’s revenue from China to grow at 20% in the near term in line with the management expectation. Figure 7: Sales growth trend of China e-commerce Figure 8: China Mfg vs JP Morgan Global Mfg PMI platform, Tmall (FY17 vs FY16) 50 = expansion threshold Source: Company Source: MIDFR 3 MIDF EQUITY BEAT Friday, 16 June 2017 Synergistic value gain through vertical integration Oldtown is vertically integrated along its supply chain as it first started with the manufacturing of coffee beverage before venturing into café outlets business. This model has strengthened its competitive position in comparison to its close competitors that operates solely in either one business segment. This is despite the fact that its café outlet business recorded a contraction since FY12 due to the intense competition locally with the likes of ‘kopitiam’ operators like Paparich and Hailam Kopitiam as well as international coffee chain such as Starbucks and Coffee Bean. Nevertheless, the two business segment complement each other in terms of raw material procurement, support services, marketing campaign, promotion, business strategies and advertisement. In addition, having café outlets help the Oldtown brand to have a stronger presence especially in penetrating new market as it enables the group to increase the profile and awareness of the brand among consumers. Figure 9: Second outlet opening in China Figure 10: : First outlet in Hong Kong Source: Company Source: Company In line with the focus on China’s market, Oldtown plans to open 25 outlets within five years in the country in strategic location in Beijing, Guangzhou and Shanghai in view of the country’s enormous potential and growing affluence amongst the urban population. Currently, it only operates two outlets in Jiangsu provinces. Its third outlet in China is targeted to open in 3QFY17 in Fujian. In addition, Oldtown launched its first outlet in Hong Kong at the Hong Kong International Airport (HKIA) in October 16. We expect good performance from these outlets as the Oldtown brand is very well established in both markets looking at the recent sales growth of the FMCG segment from the Greater China region (Figure 6). We are positive on Oldtown’s strategy on going international amidst the current sluggish domestic spending. As the local F&B segment is going through a period of consolidation, the total number of café outlets has now been reduced to 234 in FY17 from 245 in FY16, we expect that the revenue contribution from overseas market will increase gradually from the current 12% in FY17 (Refer figure 11).
Load more

Recommended publications
  • 23 July 2014
    REGIONAL DAILY December 26, 2012 MALAYSIA Malaysia Daybreak | 23 July 2014 Key Metrics ▌What’s on the Table… —————————————————————————————————————————————————————————————————————— FBMKLCI Index Maxis Berhad - Still not out of the woods yet 1,900 1,850 1H14 core net profit formed 61% of our full-year estimate (49% of consensus), beating our expectation due to higher revenue and EBITDA margin. As such, 1,800 we raise our FY14/15 core net profit by 10.3%/4.0%. Correspondingly, we 1,750 increase our DCF-based target price (WACC: 7.0%) by 5.1% to RM6.20. We 1,700 maintain a Reduce on Maxis as its annual 40 sen DPS is not sustainable and we expect this to be cut to 31-34 sen in FY15-16 once it starts paying dividends 1,650 Jul-13 Sep-13 Nov-13 Jan-14 Mar-14 May-14 Jul-14 based on FCF. We believe Maxis’s transformation exercise will take time to bear results and earnings growth will remain lacklustre in the next two years. We ——————————————————————————— FBMKLCI prefer DiGi for its stronger earnings growth profile, attractive yields and 1871.36 2.72pts 0.15% potential move to set up a business trust structure. July Futures Aug Futures 1871 - (0.27%) 1870 - (1.00%) British American Tobacco - Thanks to higher selling prices ——————————————————————————— Gainers Losers Unchanged BAT’s 1HFY14 net profit was above expectations at 56% of our and 54% of 474 380 320 consensus full-year forecasts. Sales volume decline was lower than expected, ——————————————————————————— Turnover thanks to the government’s aggressive effort in clamping down the illicit market 2569.7m shares / RM2070.948m recently.
    [Show full text]
  • Comprehensive Brand Study Across12 Regions in the Asia
    (Excl. VAT) (Excl. VAT) (Excl. VAT) Comprehensive Brand study across12 regions in the Asia (Excl. VAT) ■Survey Overview ●Survey Objectives To survey and measure the brand strength of 60 major global brands in 12 Asian regions (China, India, Indonesia, Japan, Malaysia, Myanmar, Singapore, South Korea, Taiwan, Thailand, Turkey, and Vietnam), as well as to assess any regional differences and trends on factors such as favorable impression, usefulness, and quality of these individual brands. To conduct surveys on 40 brands in each of the surveyed regions to serve as benchmarks (focusing on local brands; none in Singapore/some of these local brands have international operations). ●Survey Policies and Composition Brand Asia employed the same assessment and analysis procedures used in Brand Japan, maximum scale brand evaluation survey project in Japan, which was conducted for the 14th time in 2014. The key data survey items used to calculate overall brand strength--and the covariance structure analysis--are consistent between the two surveys, drawing on Nikkei BP Consulting's expertise in evaluating brand strength. Brand Asia's work on this project consisted of surveying consumers in 12 Asian regions on brand value, including the collection of real-time data. ●Regions Surveyed China, India, Indonesia, Japan, Malaysia, Myanmar, Singapore, South Korea, Taiwan, Thailand, Turkey and Vietnam ●Survey Target Group Men and women, 20-50s (China, India, and Vietnam: 20-40s only; Indonesia and Myanmar: instead of "50s," the category was "50s and over") ●Survey Period December 2013 - January 2014 ●Details on survey target brands 1. A total of 100 brands were surveyed in each region and 60 global brands were surveyed in all regions.
    [Show full text]
  • KLIA-Airport-Guide-02072018.Pdf
    If you are at KLIA and not sure where to go, don’t worry, I will guide you! Advance Check-In No Baggage Check-In** Check in your baggage as early No baggage? Just proceed as 8 hours before the scheduled to the boarding gate. departure. Web Check-In* Self Check-In** 1) Log on to the airline’s website. Common Use Self-Service (CUSS) Kiosks are available for your 2) Provide confirmation number. check-in for most major airlines. 3) Print your boarding pass. Check-In 3 Mobile Check-In** Normal Airport Check-In Baggage 4 Check in using mobile check-in Check-in counters for most via website or app. If you have airlines open 3 hours before Transit & Transfer 5 baggage, you may skip the your scheduled departure, and counter queue and drop it at the close an hour before your flight Transport 6-7 baggage drop-off counter. takes off. Facilities & Services 8-13 Shop, Dine & Relax 14-17 Flight Information Directory 18-28 Check-in counters open 3 hours before your scheduled departure and close an hour before your flight takes off. * Do check with your airline to confirm that this service is available. ** You must be on a domestic flight (within Malaysia) or between Just flip on through Kuala Lumpur and Singapore. 2 3 International Passengers International Connecting Flights Proceed directly to departure hall with your boarding pass. Domestic Connecting Flights Proceed through Customs and Immigration before departure with your boarding pass. Prohibited Baggage Items Prohibited items vary from country to country. Connecting Flights WITHOUT Boarding Pass Please check with airline ground staff if you are uncertain Proceed to your airline check-in counter before departure.
    [Show full text]
  • Oldtown Berhad Old to Wn Berhad
    ANNUAL REPORT 2017 Looking forward to 2018... OLDTOWN BERHAD OLDTOWN Join us: Follow us: (797771-M) www.oldtown.com.my OLDTOWN BERHAD Copyright©2017 Oldtown Berhad (797771-M). All Rights Reserved. (797771-M) OLDTOWN BERHAD797771-M Incorporated In Malaysia In the midst of our busy and hectic lives, some long for the good old days that we grew up in. When everything was simple and life was peaceful. At OLDTOWN™ White Coffee, we strive to recreate charming memories of good old days. So come and rekindle unique memories of a time worth remembering. Come and enjoy the Aroma of Good Times with OLDTOWN™ White Coffee. CONTENTS 02 04 05 06 12 16 OUR LEGACY – GROUP STRUCTURE CORPORATE INFORMATION PROFILES OF BOARD OF DIRECTORS CHAIRMAN’S STATEMENT MANAGEMENT DISCUSSION VISION, MISSION STATEMENT & KEY SENIOR MANAGEMENT & ANALYSIS & BUSINESS OVERVIEW 31 32 36 37 47 50 FINANCIAL HIGHLIGHTS SUSTAINABILITY & CORPORATE CORPORATE RESPONSIBILITY CORPORATE GOVERNANCE AUDIT COMMITTEE REPORT STATEMENT ON RISK MANAGEMENT RESPONSIBILITY STATEMENT & INTERNAL CONTROL 53 59 148 153 157 163 ADDITIONAL COMPLIANCE FINANCIAL STATEMENTS LIST OF PROPERTIES OWNED ANALYSIS OF SHAREHOLDINGS NOTICE OF ANNUAL GENERAL MEETING PROXY FORM INFORMATION BY OLDTOWN GROUP OLDTOWN BERHAD797771-M Incorporated In Malaysia In the midst of our busy and hectic lives, some long for the good old days that we grew up in. When everything was simple and life was peaceful. At OLDTOWN™ White Coffee, we strive to recreate charming memories of good old days. So come and rekindle unique memories of a time worth remembering. Come and enjoy the Aroma of Good Times with OLDTOWN™ White Coffee.
    [Show full text]
  • The Drink That Shook the World
    THE FIGHT FOR GAY RIGHTS IN CHINA LOOK OUT LADIES, HERE COMES JULIO IGLESIAS BEAUTIFUL BHUtaN ZHUHAI SEts THE staGE FOR WORLD MUSIC 城市漫步珠江三角洲英文版 001034 月份 CHA CHA CHA THE DRINK THAT SHOOK THE WORLD APRIL 2013 GNIS AISGAD General Manager Henry Zeng Operations Manager Rachel Tong 《城市漫步》珠江三角洲 英文月刊 Finance Assistant Annie Qi Production Supervisor Jason Liang Designer Mei Mei Sales Managers Celia Yu, Morri Qin 主管单位 ：中华人民共和国国务院新闻办公室 Account Managers Justin Lu, Christy Cai Supervised by the State Council Information Office of the People's Republic Account Executive Naney Deng of China Sales Assistants Sunnie Lü, Kenni Ouyang, Nicole Tang 主办单位 ：五洲传播出版社 Marketing Executive Rosalyn Cheng 地址 ：中国北京 海淀区北小马厂 6 号华天大厦 23-26 层 Published by China Intercontinental Press CEO Leo Zhou Address: Huatian Building, 6 North Xiaomachang, Haidian District, Beijing Editorial Director Ned Kelly 100038, China http://www.cicc.org.cn Director of Digital Products Joshua Newlan 社长 President: 李红杰 Li Hongjie IT Projects Max Zhang, Roy Guo 期刊部负责人 Supervisor of Magazine Department: 邓锦辉 Deng Jinhui HR/Admin Manager Penny Li Managing Editor Shane Qin General enquiries and switchboard Editors Tom Bird, Simon Edward Smith (020) 8358 6125 Events Editor Ester Yang [email protected] Web Editor Will Wu Editorial (020) 8358 9847 ext 808 [email protected] Editorial Assistant Juliette Ding Sales (Guangzhou) (020) 8358 9847 ext 802 [email protected] Contributors Brad Phillips, Celine Song, Charles Lanceplane, Christine (Shenzhen) (0755) 8623 3210 ext 801 Gilbert,David
    [Show full text]
  • Directory of Company/Business Restaurants 2015
    Katalog BPS : 1305087 DIREKTORI PERUSAHAAN/USAHA RESTORAN/RUMAH MAKAN 2015 http://www.bps.go.id BADAN PUSAT STATISTIK http://www.bps.go.id DIREKTORI PERUSAHAAN/USAHA RESTORAN/RUMAH MAKAN 2015 ISBN : 978-979-064-933-0 No. Publikasi: 06330.1509 Katalog BPS: 1305087 Ukuran Buku: 28 cm x 21 cm Jumlah Halaman: viii + 109 halaman Gambar Kulit: Subdirektorat Statistik Pariwisata Diterbitkan Oleh : © Badan Pusat Statistik Dicetak Oleh: CV. Marshadito Intan Prima http://www.bps.go.id Dilarang mengumumkan, mendistribusikan, mengomunikasikan, dan/atau menggandakan sebagian atau seluruh isi buku ini untuk tujuan komersial tanpa izin tertulis dari Badan Pusat Statistik KATA PENGANTAR Publikasi Direktori Perusahaan/Usaha Restoran/Rumah Makan 2015 merupakan publikasi yang diterbitkan oleh Badan Pusat Statistik (BPS). Data yang disajikan dalam publikasi ini mencakup data perusahaan/usaha restoran/rumah makan berskala menengah dan besar yang mencakup seluruh wilayah di Indonesia. Data dan informasi dalam publikasi ini diperoleh dari survei perusahaan/usaha restoran/rumah makan yang dilaksanakan pada bulan April 2015 oleh BPS Kabupaten/Kota di seluruh Indonesia. Informasi yang disajikan meliputi nama, alamat, nomor telepon dan faksimili, email, website, serta kapasitas tempat duduk yang tersedia dari perusahaan/usaha restoran/rumah makan. Hal ini diharapkan dapat membantu pihak-pihak yang membutuhkan informasi tersebut. Ucapan terima kasih kami sampaikan kepada semua pihak yang telah memberikan bantuan dan dukungannya, terutama kepada pihak manajemen restoran/rumah makan sebagai sumber data, sehingga publikasi ini dapat diterbitkan. Saran yang konstruktif dari para pengguna data sangat kami harapkan untuk penyempurnaan publikasi mendatang. Semoga publikasi ini bermanfaat. http://www.bps.go.idJakarta, Desember 2015 Direktur Statistik Keuangan, Teknologi Informasi, dan Pariwisata Sentot Bangun Widoyono iii DAFTAR ISI KATA PENGANTAR iii DAFTAR ISI iv PENDAHULUAN A.
    [Show full text]
  • Internationalization of Malaysian Foodservice Firms
    INTERNATIONALIZATION OF MALAYSIAN FOODSERVICE FIRMS LIM KUANG LONG THESIS SUBMITTED IN FULFILMENT OF THE REQUIREMENTS FOR THE DEGREE OF DOCTOR OF PHILOSOPHY FACULTY OF BUSINESS AND ACCOUNTANCY UNIVERSITY OF MALAYA KUALA LUMPUR 2013 UNIVERSITI MALAYA ORIGINAL LITERARY WORK DECLARATION Name of Candidate: Lim Kuang Long (I.C/Passport No: 740821-02-5971 ) Registration/Matric No: CHA060022 Name of Degree: Doctor of Philosophy Title of Project Paper/Research Report/Dissertation/Thesis (“this Work”): Internationalization of Malaysian Foodservice Firms Field of Study: International Business I do solemnly and sincerely declare that: (1) I am the sole author/writer of this Work; (2) This Work is original; (3) Any use of any work in which copyright exists was done by way of fair dealing and for permitted purposes and any excerpt or extract from, or reference to or reproduction of any copyright work has been disclosed expressly and sufficiently and the title of the Work and its authorship have been acknowledged in this Work; (4) I do not have any actual knowledge nor do I ought reasonably to know that the making of this work constitutes an infringement of any copyright work; (5) I hereby assign all and every rights in the copyright to this Work to the University of Malaya (“UM”), who henceforth shall be owner of the copyright in this Work and that any reproduction or use in any form or by any means whatsoever is prohibited without the written consent of UM having been first had and obtained; (6) I am fully aware that if in the course of making this Work I have infringed any copyright whether intentionally or otherwise, I may be subject to legal action or any other action as may be determined by UM.
    [Show full text]
  • ANNUAL REPORT 2013 Contents
    (797771-M) ANNUAL REPORT 2013 Contents Financial Highlights 1 31 Corporate Responsibility – Community & Workplace Vision and Mission 2 Events and Highlights Statement 33 Corporate Governance Business Overview 3 Statement Corporate 4 41 Audit Committee Report Information 44 Statement on Group Structure 6 Risk Management and Awards & 7 Internal Control Accolades 46 Additional Compliance Board of Directors 8 Information Chairman’s 14 51 Financial Statements Statement 136 List of Properties Owned Group Managing Director’s 20 by Oldtown Group Review of Operations 141 Analysis of Shareholdings Sustainability and 28 143 Notice of Annual Corporate Responsibility General Meeting Proxy Form ANNUAL REPORT 2013 Financial Highlights 1 Revenue (RM’000) Profit Before Tax 500,000 (RM’000) 80,000 74,947 422,054 400,000 60,000 51,954 300,000 285,424 255,133 43,379 40,160 40,000 193,666 200,000 27,417 138,437 20,000 100,000 0 0 2008 2009 2010 2011 2013 2008 2009 2010 2011 2013 Profit Attributable to Owners of the Company Earnings Per Share (RM’000) (Sen) 60,000 20.00 55,527 50,000 15.30 15.00 40,177 40,000 11.07 30,231 31,700 30,000 10.00 8.33 8.73 20,446 20,000 5.63 5.00 10,000 0 0 2008 2009 2010 2011 2013 2008 2009 2010 2011 2013 Financial year (in RM’000) 2008p* 2009p* 2010p* 2011a^ 2013b^ Revenue 138,437 193,666 255,133 285,424 422,054 Profit Before Tax 27,417 40,160 43,379 51,954 74,947 Profit Attributable to Owners of the Company 20,446 30,231 31,700 40,177 55,527 # Earnings Per Share (Sen) 5.63 8.33 8.73 11.07 15.30 The financial highlights for the years ended 31 December 2008 to 2010 are presented on a pro-forma basis (on the assumption that the Group has been in existence throughout the years under review).
    [Show full text]
  • The Effectiveness of Strategic Partnership in Conducting Malaysian Fast Food Franchise Industry in Indonesia
    THE EFFECTIVENESS OF STRATEGIC PARTNERSHIP IN CONDUCTING MALAYSIAN FAST FOOD FRANCHISE INDUSTRY IN INDONESIA RYAN ADITYA PERDANA A thesis submitted in fulfillment of the requirements for the degree of Master of Business Administration in Advanced Operation Management Faculty Of Technology Management and Technopreneurship UNIVERSITI TEKNIKAL MALAYSIA MELAKA 2013 Abstract of project paper presented to the Senate of Universiti Teknikal Malaysia Melaka in partial fulfillment of the requirements for the degree of Master of Business Administration 'The Effectiveness of Strategic Partnership in Conducting Malaysian Fast Food Franchise Industry in Indonesia' BY RYAN ADITYAPERDANA FEBRUARY 2013 Supervisor :DR. Norfaridatul Akmaliah Othman Faculty : Institute of Technology Management and Entrepreneurship In Malaysia, there are lots of local fast food restaurants that are competing with each other especially in terms of penetrating new market which is overseas. Thus, this study is to find the relation in between the strategic partnership with perception of both franchisors and franchisees when conducting fast food franchise business. This strategic partnership is categorized into 2 parts; strategic partnership and knowledge and resource sharing. The marketing tools are also studied to examine the decision making for both franchisors and franchisee before conducting fast food franchise business. Approach: The theoretical model and hypotheses in this study were tested using empirical data gathered from 8 samples of respondents that were store manager, area manager, regional manager, and president director through survey questionnaires and then the data being analyzed using the correlation coefficients. Results: The results revealed that there is a significant relation between strategic partnership and conducting Malaysian fast food franchise industry in Indonesia.
    [Show full text]
  • MIFB'18 Post Show Report V3
    THE 19TH MALAYSIAN INTERNATIONAL FOOD & BEVERAGE TRADE FAIR 27-29 JUNE 2018 KL Convention Centre, Malaysia POST SHOW REPORT IT WAS TRULY A FRUITFUL WWW.MIFB.COM.MY EVENT Organiser Co-organiser Supported by Endosed by Official Hotel Supporting Partner Supporting Partner Official Digital Partner Media Partners Running into its 19th year, The Malaysian International Food & Beverage (MIFB) Trade Fair was successfully held on 27 – 29 June 2018 at Kuala Lumpur Convention Centre (KLCC),Kuala Lumpur, Malaysia. Aside from providing an insight into what is new and exciting within the food and beverage industry, MIFB also proved to be a lucrative platform and offered a variety of business opportunities for the F&B fraternity. MIFB had a trade visitor turnout of 19,980 from 66 nations which also comprised of some 250 International and Local Buyers who were invited and hosted. The MIFB Business Matching Platform generated 2,651 business connections with an estimated trade value of USD300 million. Overall MIFB 2018 was a successful business networking event with 63% of current exhibitors expressing their interest to come back for the next MIFB series in KL Convention Centre from 26-28 June 2019 With a growth of 11 % 550 45 in terms of exhibition size exhibiting companies nations, the show cemented and a participation of from over its position as the leading F&B Trade Exhibition CONTENTS 03 04 05 06 Message from MIFB 2018 Exhibitors Visitors Bird’s Key players Statistics Commendations Eye View 07 08 09 10 MIFB 2018 Trade Talks Visitors Profile Coverage & Pinnacle Programmes Event Photos MESSAGES “I would like to thank and congratulate the organiser, Sphere Exhibits for the commitment to continuously run MIFB in Malaysia, Kuala Lumpur.
    [Show full text]
  • ANNUAL REPORT 2019 Contents
    SINO HUA-AN INTERNATIONAL BERHAD (732227-T) Registered Office : Level 7, Menara Milenium, Jalan Damanlela, Pusat Bandar Damansara, Damansara Heights 50490 Kuala Lumpur, Malaysia SINO HUA-AN INTERNATIONAL BERHAD (732227-T) Corporate Office : Unit 18-3A, Oval Damansara, 685 Jalan Damansara, 60000 Kuala Lumpur, Malaysia Tel: +603-7733 7180 Fax: +603-7733 7170 ANNUAL REPORT 2019 www.sinohuaan.com Contents 2 . Notice of Fourteenth Annual General Meeting 6 . Administrative Guide 10 . Corporate Information 11 . Profile of Directors 14 . The SINO HUA-AN Group 15 . Corporate Governance Overview Statement 30 . Additional Compliance Information 31 . Statement on Risk Management and Internal Control 33 . Statement on Sustainability 36 . Statement on Directors’ Responsibility 37 . Audit and Risk Management Committee Report 42 . Management Discussion and Analysis 56 . Historical Financial Results 58 . Financial Statements 132 . List of Properties 133 . Analysis of Shareholdings . Proxy Form Notice of The Fourteenth Annual General Meeting NOTICE IS HEREBY GIVEN that the Fourteenth Annual General Meeting (“AGM”) of the Company will be held on a fully virtual basis via Securities Services e-Portal at https://www.sshsb.net.my to be broadcasted from the main venue at Meeting Room, Securities Services (Holdings) Sdn. Bhd., Level 7, Menara Milenium, Jalan Damanlela, Pusat Bandar Damansara, Damansara Heights, 50490 Kuala Lumpur, Wilayah Persekutuan on Monday, 6 July 2020 at 10:00 a.m. for the following purposes: A G E N D A 1. To receive the Audited Financial Statements for the financial year ended 31 [Please refer to December 2019 together with the Reports of the Directors and the Auditors Explanatory Note (a)] thereon.
    [Show full text]
  • 6 August 2016 | 8Am – 6Pm | MITC Melaka Find Us on MCCCI CAREER FAIR 2016 ABOUT MCCCI CAREER FAIR 2016
    6 August 2016 | 8am – 6pm | MITC Melaka Find us on MCCCI CAREER FAIR 2016 www.its1998.com/CF20161 ABOUT MCCCI CAREER FAIR 2016 ORGANIZER SUPPORTING PARTIES MCCCI COORDINATOR 2 YAB DATUK SERI IR. HJ. IDRIS BIN HJ. HARON CHIEF MINISTER OF MELAKA To quote the father of modern economics, Mr. Adam Smith “Labour was the first price, the original purchase – money that was paid for all things. It was not by gold or by silver, but by labour, that all the wealth of the world was originally purchased”. To put it simply, skills and your willingness to work is your currency. Hence, job creation and human capital development goes hand-in-hand. MCCI Career Fair 2016, aims to facilitate between job seekers and relevant companies in today’s challenging economic conditions. In times such as this, businesses need people with the right qualification, skillsets and motivation to weather the storm. I applaud MCCCI Career Fair 2016 for organizing not only the career fair but also providing personal development seminars for the attendees. Such efforts are important as it enhances knowledge and skills needed to the ever changing work requirements. It ensures personal capabilities are at pace with the current standards of the relevant industry. My gratitude goes to the companies who are participating in the event to scout for the right employees, and job seekers who braved the crowd to attend this event, seeking for employment opportunities. Last but not least, thank you to the organizer, Malacca Chinese Chamber of Commerce & Industry and the coordinator ITS Management Sdn. Bhd. who have managed to pull off this great event.
    [Show full text]