Matahari Berhad CaseEssay Preview: Matahari Berhad CaseReport this essayMatahari Berhad was found by Johan Selamat and Talib Che Karim in 1987. The company operated in the consumer products industry and was well known for its kitchen appliances, bedding, and health products. It was performing well along the way until 1980s, before being acquired by Bulan Global Berhad which eventually forced into bankruptcy in 1988. Later, Matahari Berhad was acquired by three very close friends – Mohamed Faris, Mohamad Sulaiman, and Fuad Khazar – in 1990. The companys earnings have been declining tremendously since December 1994. In order to save the company, they hired Ibrahim Daud as the CEO and chairman.
Matahari Berhad is one of the first brands to be created by Mohamad Sulaiman in 1994 to be sold in North the country. This led to the establishment of a national brand company to be founded. Mohamad Sulaiman used to develop and make the brands Matahari Berhad, Masra, Sada, and Kanyam. Since June 1998, the company started producing high quality Matahari Berhad products. By 2009, the company made its fourth-highest profit in North the country. It made around $80 billion from its consumer product portfolio, while growing rapidly in the last year. It has managed to improve in many markets. Matahari Berhad has raised over $4 billion from investors. The company has a worldwide market capitalization of about $6 billion, with the exception of Singapore and the French. It is under the management of three other companies located in North Korea. A.B. C. Bhatmi, Mohamad Sulaiman, Mohamed Faris, and Muhammed Kader were the head-of-marketers of Matahari Berhad. These companies were in charge of the Matahari-Masra-Sada-Kanyam distribution networks. They have been with Matihari Berhad since 1995. Both of these men were appointed to Matahari Berhad’s board of directors.
The Matahari-Masra-Kanyam brand of products comprises of Matahari-Masra, Masra Kanyam, and Sada. One of the brand is the Matahari-Masra-Sada product and the others are Sada Kanyam, Sada Kanyam, Masra Kanyam, and Masra Yew. Matihari Berhad has not yet decided who to replace Mohamad Sulaiman with. A key decision will be made soon by the three other company founders and by the Chief Executive Officer himself. This decision is not a decision that will automatically go back to the founder for all future decisions. Matahari Berhad remains under management by its founders Mohamad Sulaiman, Mohamed Faris, and Muhammed Kader. The founder of Matahari Berhad who is one of the chief executives of Sada Kanyam has said that this decision will be made later.
This post was inspired by a book that was given to me by my mom, with a copy taken from a Matahari Berhad store. My kids thought it was hilarious. I went to read it and realized: “Wait, did I forget it? Well, why should I say it
Matahari Berhad is one of the first brands to be created by Mohamad Sulaiman in 1994 to be sold in North the country. This led to the establishment of a national brand company to be founded. Mohamad Sulaiman used to develop and make the brands Matahari Berhad, Masra, Sada, and Kanyam. Since June 1998, the company started producing high quality Matahari Berhad products. By 2009, the company made its fourth-highest profit in North the country. It made around $80 billion from its consumer product portfolio, while growing rapidly in the last year. It has managed to improve in many markets. Matahari Berhad has raised over $4 billion from investors. The company has a worldwide market capitalization of about $6 billion, with the exception of Singapore and the French. It is under the management of three other companies located in North Korea. A.B. C. Bhatmi, Mohamad Sulaiman, Mohamed Faris, and Muhammed Kader were the head-of-marketers of Matahari Berhad. These companies were in charge of the Matahari-Masra-Sada-Kanyam distribution networks. They have been with Matihari Berhad since 1995. Both of these men were appointed to Matahari Berhad’s board of directors.
The Matahari-Masra-Kanyam brand of products comprises of Matahari-Masra, Masra Kanyam, and Sada. One of the brand is the Matahari-Masra-Sada product and the others are Sada Kanyam, Sada Kanyam, Masra Kanyam, and Masra Yew. Matihari Berhad has not yet decided who to replace Mohamad Sulaiman with. A key decision will be made soon by the three other company founders and by the Chief Executive Officer himself. This decision is not a decision that will automatically go back to the founder for all future decisions. Matahari Berhad remains under management by its founders Mohamad Sulaiman, Mohamed Faris, and Muhammed Kader. The founder of Matahari Berhad who is one of the chief executives of Sada Kanyam has said that this decision will be made later.
This post was inspired by a book that was given to me by my mom, with a copy taken from a Matahari Berhad store. My kids thought it was hilarious. I went to read it and realized: “Wait, did I forget it? Well, why should I say it
Ibrahim Daud was famous in restructuring and turning around financially troubled companies. His main goal was to make the company profitable and make money for the shareholders. He applied 4 strategies to achieve the goal which by getting the right management team, cutting back to the lowest costs, focusing on the core business, and getting a real strategy. In October 1997, he announced the complete turnaround of Matahari Berhad. Later, he acquired three consumer products companies which the acquisition resulted in record high share price. The 1997 net income was reported at RM109.4 million.
The Ugly TruthAccording to Mataharis 1997 quarterly and annual income statements, the expected turnaround was going very well. Ibrahim Daud did everything he could to keep attention focused on the rapidly growing revenues and profits. However, there were some questionable transactions, including bill and hold sales, consignments treated as actual sales, and excessive write downs of the carrying value of its inventories.
The company began using bill and hold sales of electric blankets during the second quarter of 1997, and then made extensive use of bill and hold sales of barbecue grills during the fourth quarter. As a result of this arrangement, the company had to offer its customers special financial incentives to get them to write purchase orders for this merchandise. The company offered major discounts and required no payment until six months after billing. The company also offered to hold the goods in third-party warehouses leased by the company, and paid the costs for storage and shipment and even insurance.
Matahari Berhad had often shipped goods on consignment, especially to some companies that acted as distributors of its products. These distributors acted as intermediaries between the company and various retailers to whom the company did not normally sell direct. However, it turns out that during 1997, Matahari Berhad immediately recognised revenue on some of its consignment shipments. For instance, RM4.3 million was booked as revenue when the company shipped blankets custom package for two of its largest retail customers to a distributor. Normally, the company would ship directly to these large customers, but they were already