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Dealing with a bad management company in Malaysia can be challenging, impacting various aspects of business or property management. Communication and documentation are crucial; try addressing concerns formally, keeping records of interactions. If issues persist, consider seeking legal advice or exploring alternative management options.

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Dealing with a bad management company in Malaysia can be challenging, impacting various aspects of business or property management. Communication and documentation are crucial; try addressing concerns formally, keeping records of interactions. If issues persist, consider seeking legal advice or exploring alternative management options.

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Sime Darby strikes two mega deals in 2023

Within four months, between August and November, Sime Darby Bhd sealed two agreements.

In late August, the group announced that it is paying RM3.57 billion, or RM5 per share, to buy its parent Permodalan Nasional Bhd’s (PNB) 61.18% stake in UMW Holdings Bhd, which owns a 38% stake in Perusahaan Otomobil Kedua Sdn Bhd (Perodua), and subsequently to launch a mandatory general offer to take UMW private.

The other shareholders of Perodua are Daihatsu Motor Co holding a 25% stake, public-listed MBM Resources Bhd (20%), PNB (10%), and Mitsui & Co (7%).

The takeover, which is dubbed as the country’s biggest automotive deal, will cost Sime Darby RM5.48 billion in total. It will be funded by internal funds and borrowings. As a result, Sime Darby's gearing is expected to rise sharply.

On Nov 10, Sime Darby together with its Aussie joint venture (JV) partner Ramsay Health Care Ltd entered into a sale and purchase agreement to sell Ramsay Sime Darby Health Care Sdn Bhd to Columbia Asia Healthcare Sdn Bhd for RM5.7 billion cash.

The divestment of a 50% stake in the healthcare JV is expected to help replenish Sime Darby’s cash coffer by RM2.75 billion. On top of that, the group will also recognise a net gain of RM2 billion.

A few days after the announcement of the healthcare business, shareholders at an extraordinary general meeting gave the green light for Sime Darby’s proposed takeover of UMW — a deal that will bolster Sime Darby’s position as the leading automotive player in Malaysia.

Sime Darby has regional distribution rights for several foreign marques, including BMW, Hyundai, Ford, Jaguar, Land Rover, Volvo, and Porsche.

With the disposal of its healthcare division and the acquisition of UMW, Sime Darby is poised to focus on its core businesses of industrial and motors, which accounted for 87% of its revenue and 95% of its profit before interest and tax in FY2023.

From this their management fail to records their information

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Bed Bath & Beyond made a series of fateful mistakes that led to its downfall. Most critically, it spent $11.8 billion since 2004 to buy back its own shares. This was more than twice the $5.2 billion in debt it had on its books in its most recent SEC filing. This excessive share repurchasing left the company cash-poor and unable to invest in revitalising its stores or building up competitive e-commerce capabilities. Name tiranya Rachell 08dpm23f2039

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Bed Bath & Beyond made a series of fateful mistakes that led to its downfall. Most critically, it spent $11.8 billion since 2004 to buy back its own shares. This was more than twice the $5.2 billion in debt it had on its books in its most recent SEC filing. This excessive share repurchasing left the company cash-poor and unable to invest in revitalising its stores or building up competitive e-commerce capabilities. Name tiranya Rachell 08dpm23f2039

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The first decade as early of the 2000s, Compaq collapsed as a personal computer manufacturer. Compaq was once the world's largest computer manufacturer. The company's failure was the result of ineffective management decisions, increased competition with IBM,DELL and changes in consumer preferences. When Hewlett-Packard (HP) acquired Compaq in 2002, Compaq ended its existence as a standalone business entity. The failure of Compaq refers to the decline of the personal computer company.

Factors on bad management of Compaq:

a. Planning : Compaq have failed in making decision full and fully and strategic with the increasing competition in the personal computer industry.

b. Organizing : Integration challenges after taken by HP indicate organization problems.

c. Leading : - Compaq faced leadership changes, like inconsistency in vision and strategy.

- Compaq have struggled to adapt to the rapidly changing landscape of the personal computer industry.

d. Controlling :- Compaq experienced price pressure and a lack of innovation, in monitoring and adjust on company's prestige.

- this company struggled to maintain profit margin and failure to detect on changing market trends may indicate a deficiency in control.