Fama encourages use of local fruits at govt functions
Its director-general Abdul Rashid Bahri said that such an initiative would not only help strengthen the economy of local fruit and vegetable entrepreneurs but also raise public awareness on the importance of prioritising locally produced goods.
He said the exemption of Sales and Service Tax (SST) on local fruits has also contributed to the growing demand for local produce.
"The local fruits and vegetables campaign this time is more focused and ongoing.
"We have also reminded government functions to prioritise local products and menus, and caterers have been informed of this directive.
"We can already see an increase in the use of local fruits at government events compared with the past, when imported fruits such as oranges, grapes and apples were commonly served," he told reporters after opening the Kopiesatu branch at Petron Pedas today.
Abdul Rashid said that the growing demand for local products has encouraged farmers to increase production, while Fama remains committed to promoting local sales campaigns, particularly for high-demand items, such as bananas, pineapples and watermelons.
In another development, he said that Fama would continue efforts to strengthen the local coffee industry through its Kopiesatu brand, a wholly-owned product of the agency, which has been in the market since 2001 and now operates 23 branches nationwide.
"This initiative not only delivers the taste of high-quality local coffee, but also serves as a platform for entrepreneur development, particularly in the food and beverage sector.
"The main objective of establishing Kopiesatu is to position it as a leader among small and medium entrepreneurs in the coffee industry, cater to the demand for local coffee products, and promote the country's agro-based sector.
"Kopiesatu also aims to raise public awareness about the availability of high-quality and competitive local coffee brands," he said.
He said the Kopiesatu business model is offered through a licensing scheme, priced at RM20,000, which includes facilities and support such as administrative assistance, training, a POS software system, branded uniforms, marketing, monitoring, and continuous licensing support.
The licensing packages available include kiosk setups, food trucks (new or existing), and push carts.
– Bernama
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
New Straits Times
17 minutes ago
- New Straits Times
Fahmi: Govt refining RON95 subsidy to avoid public impact
KUALA LUMPUR: The government is still refining the implementation mechanism for the targeted RON95 subsidy to ensure it does not negatively impact the public. Communications Minister Datuk Fahmi Fadzil said Prime Minister Datuk Seri Anwar Ibrahim clearly stated that policies implemented should not hurt the majority of the people. He said the scrutiny on the implementation has resulted in a slight change to the announcement timeline. "Following the implementation of several previous policies, including the targeted diesel subsidy and other initiatives, we need to scrutinise the delivery mechanism to avoid negative effects. "The expanding scope of the Sales and Services Tax (SST) underwent several adjustments after careful study. The same approach is being applied to policies yet to be implemented, including the targeted subsidies for RON95," he said during his weekly press conference, held in the parliament building, today. Fahmi said the prime minister also touched on the matter during a retreat with members of parliament in Port Dickson and was determined to ensure that any measures will not adversely affect the people. On June 16, Anwar said the government will proceed with the RON95 fuel subsidy rationalisation, as it is crucial for the country. Anwar, who is also the finance minister, said there is no issue of a RON95 price increase affecting the majority of Malaysians. On June 26, Finance Minister II Datuk Seri Amir Hamzah Azizan said the government will move ahead with its plan to implement targeted subsidies for RON95 petrol this year, but the rollout will be phased to ensure the most effective and least disruptive mechanism is adopted. He said the aim is to strike a careful balance, delivering fiscal reforms while safeguarding the welfare of the rakyat.
New Straits Times
an hour ago
- New Straits Times
Eastin Hotel to rebrand as Petaling Jaya Marriott Hotel after RM100mil transformation
KUALA LUMPUR: The iconic Eastin Hotel Kuala Lumpur, located in Seksyen 16, Petaling Jaya, is set to be transformed into the five-star Petaling Jaya Marriott Hotel under a major refurbishment valued at about RM100 million. The conversion was formalised through a hotel management agreement signed on July 17, 2025, between Damansara Indah Sdn Bhd, a subsidiary of TSM Global Bhd, and Marriott International Inc — marking a pivotal milestone in the property's transformation journey. Originally developed and managed by the CP Group, a Malaysian family-owned developer led by Datuk Tan Chew Piau, Eastin Hotel Kuala Lumpur opened its doors in 1998. The property was initially conceived as an apartment block, but midway through planning, Tan recognised a growing demand for quality business-class accommodation in Petaling Jaya and pivoted the project to address that need. As the flagship property of the Eastin Hotel Group, its success led to the opening of a second hotel – Eastin Hotel Penang in Queensbay – in 2009, featuring 328 rooms. In mid-2025, the CP Group sold the Petaling Jaya property – reportedly for about RM200 million (or around RM515,000 per room) – to a private entity linked to former investment banker Datuk Lim Kheng Yew, founder of KYM Holdings Bhd. The hotel now falls under the portfolio of TSM Global, a company that owns and manages various commercial, real estate, and hospitality assets across the region. At the signing ceremony, TSM Global confirmed that the 393-room hotel remains operational while undergoing phased renovations. The first phase, expected to be complete by end-2025, will focus on a full transformation of the lobby and the redesign of selected guest rooms. The entire upgrade is slated for completion by December 2026. Once reopened as the Petaling Jaya Marriott Hotel, the property will offer an elevated hospitality experience, reflecting Marriott's signature Wonderful Hospitality and catering to both business travellers and leisure guests. Meanwhile, the sale of Eastin Hotel Kuala Lumpur for an estimated RM200 million has been described by industry observers as a well-timed and strategic exit by its former owner, the CP Group, as confidence returns to the hospitality sector in the post-pandemic landscape. Industry sources note that the deal – which translates to about RM515,000 per room key – represents a strong valuation for a property that is more than 25 years old. Despite its longstanding presence in the Klang Valley market, the hotel requires extensive refurbishment to meet today's five-star standards, with major investment needed to upgrade its infrastructure, rooms, and amenities. "Given the scale of capital expenditure required and the highly competitive nature of the Klang Valley hotel scene, this price point is very solid," said an insider familiar with the transaction. "The market is seeing renewed investor appetite for hospitality assets, and this sale leverages that momentum." He also noted that the transaction aligns with a broader trend of asset repositioning in Malaysia's hospitality industry, where owners of mature properties are capitalising on increased valuations driven by post-COVID recovery, stronger domestic tourism, and improved foreign arrivals. "We see this as a peak-value exit for CP Group. Seksyen 16 in Petaling Jaya has become an increasingly sought-after location, with rising land values, improved public transport connectivity, and proximity to key commercial hubs." He added that the introduction of the Marriott flag not only elevates the property's brand equity but also opens the door to improved average daily rates (ADR), international bookings, and greater long-term returns. "We believe that from CP Group's standpoint, it's the right time to monetise the asset, while for TSM Global, it's a long-term value play in a rebounding sector. It's a win-win."
The Sun
3 hours ago
- The Sun
Malaysia's personal care brand Hygr eyes regional expansion in 2026
SHAH ALAM: Hygr, a cult-favourite Malaysian personal care brand under Tradr Sdn Bhd, is eyeing expansion into Southeast Asia in 2026, driven by its seven-figure monthly revenue and growing retail presence. Co-founder Chew Hoi Meng said the company has already made initial inroads into Singapore and Brunei, with its next targets being Indonesia, Thailand and the Philippines. 'Singapore shows strong potential, but we haven't had the time to focus there yet,' he told SunBiz. Chew said the company is in discussions with distributors in Indonesia. 'Indonesia is a big market, but there's a lot of compliance involved,' he said, adding that establishing Hygr in Indonesia would be a major undertaking. 'We may need to spend half of each month on the ground, two weeks in Indonesia and two weeks in Malaysia. That's probably the only way we can build a presence there.' Chew explained that expanding overseas involves building new teams, localising content and adapting to each country's digital algorithms and consumer behaviour. 'It's like starting from zero. You have to build everything from scratch,' he said, expressing cautious optimism about the company's regional ambitions. Co-founder Ivor Lim said Hygr's focus for the remainder of 2025 will remain on Malaysia. With monthly revenue already in the seven-figure range, the company is targeting 100% year-on-year growth. 'From the third and fourth quarters, we'll be launching more products. Just last month, we introduced a deodorant perfume spray, which offers a different application format compared to the balm type previously,' she said. Lim noted that offline sales are growing steadily, although it is still too early to judge the long-term trend. 'If we expand our SKU range, sales and retail presence will hopefully increase as well,' she said. Hygr is currently available in more than 400 Watsons outlets and expects to reach 800 stores nationwide by the end of the year. 'Offline allows customers to try the scent and texture in person, which is important for personal care products,' Lim said, adding that offline channels also provide direct customer feedback that enables quicker formula adjustments. 'We're more agile than big brands. If 20–30% of buyers say something's off, we can tweak the next batch,' she said. However, the co-founders acknowledged that market dynamics are shifting, and sustaining growth will require continued innovation. 'Online sales have dipped. Compared to last year, we're seeing a 20–30% decline,' Chew said, citing rising platform fees and commissions. 'Eventually, platforms like Shopee and TikTok may take up to 30% per sale, similar to offline consignment terms.' To strike a balance, Hygr is working towards a 50:50 split between online and offline sales. 'That's why we're expanding offline channels,' Chew said. The recent implementation of the expanded Sales and Service Tax (SST) is also impacting the company's cost structure. 'Most of our raw materials are imported from Europe and Australia. That 8% SST becomes a direct cost to us,' said Chew. While the company has not increased prices yet, he estimated the SST could add 2–4% to final product prices. To cushion the impact, the company is taking cost-management measures, including practising first-in, first-out inventory management, maintaining a one-to-two-month stock buffer and minimising storage costs. 'We try to optimise wherever we can to keep prices stable,' Chew said. Hygr is also investing in automation to reduce labour costs. Chew said, 'If a task used to require five people, we can now use machines to do it with two. The upfront cost is higher, but over one to two years, it becomes worthwhile.' The company is also incorporating some local ingredients, such as MCT oil and Langkawi-sourced water, for its sunscreen products. However, the co-foundeers noted that high costs and a lack of research and development support for Malaysian suppliers continue to be a challenge. 'Sourcing locally is something we want to do, but without government support for SMEs and ingredient producers, it's difficult,' said Lim.
