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Thai Beverage Public Company
14-05-2020, 09:24 PM.
Post: #131
Rainbow  1H Result Thai Beverage Public Company
14 May 2020 ThaiBev 1H2020 Result
(click to read sgx announcement)

Rev THB61b down 12% yoy
GP THB18b down 9%
NP THB5b down 17%

Change to half yearly reporting

Dividend THB 0.1
Investors who hold shares through the CDP will only be entitled to receive Dividend through CDP if their names appear in CDP register as at 17.00 hrs. (Singapore Time) on 28 May 2020.

Stay home and stay safe, everyone.

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23-05-2020, 08:45 AM.
Post: #132
Rainbow  virtual meeting on 19/6/2020 11am Thai Beverage Public Company
23 May 2020 ThaiBev briefing on Friday,19 Jun 2020, 11:00hrs
Pre-registration and Q&A to be raise before 16 Jun 2020 11:00hrs
(click to register)

Stay home and stay safe, everyone.

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30-05-2020, 08:56 AM.
Post: #133
Rainbow  Not selling Vietnam Sabeco: Thai Beverage Public Company
29 May 2020 Not selling Vietnam, Saigon Bear - ALcohol - Beverage Corporation ("Sabeco")
(click to read news)

Stay home and stay safe, valuebuddies.
Joel Greenblatt' market secret:

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21-06-2020, 09:13 AM.
Post: #134
Rainbow  eAGM ppt and Q&A: Thai Beverage Public Company
20 June 2020 ThaiBev eAGM ppt and Q&A
1. Please explain how the COVID-19 pandemic has affected / will affect THBEV’s
business and what measures are being taken to mitigate the negative impact. Also,
given the lower level of business activities and travel due to COVID-19, how has
the alcoholic beverage segment been affected?
Company’s response:
• Spirits
– Our business in both Thailand and Myanmar started experiencing slower sales
from the middle of March due to the impact of COVID-19. To mitigate the
impact on our business, we have taken steps to reduce costs and have cancelled
all major activities that we had initially scheduled for March and April, as well
as subsequent months. Brand communication has, however, been maintained to
keep our core brands at the top of consumers’ minds.
– In Thailand, many business activities, including the sale of alcoholic beverages,
were halted starting in the 2nd week of April following the government’s
declaration of a state of emergency due to the COVID-19 outbreak. Most
lockdown restrictions have, however, been eased since 3 May.
– In Myanmar, factories were closed from April till the last week of May amid a
lockdown. Our factories have since resumed production, albeit at a lower level,
due to the implementation of measures to prevent the spread of COVID-19.
• Beer
– The Thai government imposed a ban on the sale of alcoholic beverages from
the second week of April as part of its strategy to battle the COVID-19 outbreak.
– The sale of alcoholic beverages through off-trade channels in most regions was,
however, allowed to resume in May, and sales through such channels across the
whole country resumed in June. Consumers have also been allowed to drink
alcoholic beverages at food shops and restaurants since 15 June.
– We have since focused on ensuring that our business returns to normal,
operating with the necessary safety precautions in place. As a result, sales
recovered in May and we achieved year-on-year sales growth in May.
– During the lockdown, we were precluded from activating planned activities and
events under our brand communications strategy for the year. Physical events,
in particular, had to be cancelled. Our ‘Friendship Moments’ campaign also had
to be retailored to suit the evolving situation.
– The pandemic’s unprecedented scale and reach has also impacted Vietnam. All
on-trade outlets were shut in March and people were prohibited from going out.
Pubs, bars, and beer clubs in many provinces were shut. Traveling restrictions
have also led to a reduction in the number of tourists in the country. COVID-19
has also resulted in fundamental changes in consumer behavior as consumers 
have had to adapt to the closure of F&B establishments. The growth of
off-premise consumption and sales through modern trade channels has been
accelerated and will become even more important for us in the coming years
amid the rapid development and urbanization of the markets in which we
operate. We see these changes not as challenges or threats, but as potential
opportunities on which we can capitalize for further growth. We have also
introduced a number of cost-cutting initiatives, such as reducing utilities usage,
renegotiating leases with landlords, and deferring non-essential activities. We
also deferred some capital investments.
• Non-Alcoholic Beverages
– Towards the end of Q2, the COVID-19 situation impacted our non-alcoholic
beverage sales volumes in food shops and restaurants as dine-in was not
allowed. However, our sales through supermarkets increased as consumers
began stocking up in preparation for a possible lockdown.
– As a result of subsequent restrictions, our customer traffic in food shops and
restaurants declined, and such establishments have been operating well below
capacity. Our sales volumes through such channels have thus dropped in
– We have, however, identified three new ways to generate sales to mitigate the
reduction of sales through the aforementioned channels:
o Developing new channels to reach consumers
o Leveraging digital and online tools to expand our reach
o Promoting healthier products to cater to consumers who are concerned about
their health and wellness during this period.
• Food
– COVID-19 has significantly impacted our restaurants across Thailand.
– Travel restrictions and the closure of the country’s airports have led to a drastic
decline in the number of tourists, who typically form the majority of the
customer base of our restaurants in some prime locations.
– On a broader level, restaurants that offered only dine-in options were not
allowed to operate while other still operational restaurants had to be closed by
8.00 p.m. to ensure that restaurant staff arrive home before the curfew came into
– To ensure business continuity and minimize the impact of COVID-19 on our
food business, we implemented two strategies in April and May:
o We enhanced our dine-in businesses to provide home delivery and takeaway
options. This involved making significant changes within a short amount of
time, but we were able to do so effectively and efficiently.
o We reduced non-essential expenses and implemented cost-saving projects.
– Other measures we have taken to mitigate the impact of COVID-19 on our food
business include negotiating lower rents, optimizing our supply chain and 
deployment of employees, as well as tightening general and administrative
expenses, etc.
– As we adapted to new consumer behaviors, we identified four trends that will
shape the food industry going forward:
o Consumers are placing a greater emphasis on health and wellness, as well
as safety and hygiene. As consumer expectations increase and new
standards arise, we will ensure that that we remain at the forefront of
satisfying consumers’ needs and preferences.
o COVID-19 has given rise to the “homebody economy”, with consumers
increasingly used to shifting daily activities, such as eating, drinking,
working, and shopping to become more home-based. This new normal is a
channel that we can tap on.
o The pandemic has led to an acceleration in the use of digital and online tools
by consumers of all ages. Technology has proven to be a convenient and
efficient enabler, and we will continue to leverage cutting-edge tools to
further grow our business.
o Consumers are increasingly expressing a preference for value for money
products amid economic challenges. With a wide range of offerings across
multiple price points, we are well-placed to cater to such demand.

Stay home and stay safe, valuebuddies.

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