
Discount Store Founder Becomes Newest Malaysian Billionaire As Shares Surge On Market Debut
Shares of discount retailer Eco-Shop Marketing jumped on its first trading day on the Malaysian bourse, minting the company's founder and top shareholder Lee Kar Whatt as a billionaire with an estimated net worth of $1.3 billion.
The company raised 974 million ringgit ($229 million) by selling 347 million new shares to retail investors and 515 million existing shares to institutional investors at 1.13 ringgit each, a discount from the original price of 1.21 ringgit when the IPO was first announced in April.
While the company didn't say why it slashed the IPO price, the new pricing gave investors a little bit more upside, Thong Pak Leng, vice president of research at Rakuten Trade in Kuala Lumpur, said. Eco-Shop shares climbed as much as 10.6% to 1.25 ringgit during the early morning, before paring gains and trading at 1.21 ringgit in midafternoon.
Eco-Shop, which sells household items at a fixed price of 2.60 ringgit each, will use the proceeds from the new share sale to build distribution centers, expand the company's retail network, and repay debt.
Lee started Eco-Shop in 2003 with his brother Lee Tiong Bin and two partners. With 350 stores across Malaysia, The company's net profit jumped 70% to 177 million ringgit in 2024, while revenue climbed 26% to 2.4 billion ringgit.
'The outlook seems promising as the company plans to open 70 new stores per year on average, over the next five years,' Thong said. 'It will provide double-digit growth in the foreseeable future.'
Aside from growing his business, Lee is also involved in charity work. He serves as a director of the Malaysian Social Entrepreneurs Foundation and donated 1 million ringgit to the Turkish ambassador in Malaysia to help victims of the earthquakes that hit southern Turkey in 2023.

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
16 minutes ago
- Yahoo
Commentary: CEOs have a new boss — Trump
If you're an American CEO, you might wake up one day to discover that President Trump has helped himself to a seat on your board of directors. Since first running for president in 2015, Trump has fashioned himself as a businessman-politician who knows what's best for American companies. Many CEOs appreciate his focus on deregulation and lowering taxes. But there's a catch: Trump has strong views on how managers should run their businesses and no compunctions about using the power of the presidency to bully bosses into doing it his way. Many CEOs are learning how to accommodate the micromanager in chief, some through lip service and others through actual business decisions. Some of Trump's interventions are remarkably mundane. He wants Coca-Cola to use real cane sugar in its soda instead of corn syrup. Coke says it will actually do what Trump wants, even though sugar is more expensive and Trumpa-Cola will probably cost more. Other demands are far more problematic. He wants the Washington Commanders football team and the Cleveland Guardians baseball team to revert to their former names, the racially insensitive Redskins and Indians, respectively. That's Trump using professional sports franchises to push his anti-woke agenda to the extreme, which may not hurt Trump, but it puts the two teams in a lose-lose position by reigniting controversies they thought they had finally put behind them. Trump's most meddlesome gambit is his trade policy, which is meant to literally force thousands of US companies to reorganize the way they do business by buying less abroad and more domestically. He directly threatened Apple with a 25% tax if it doesn't start making iPhones in the United States. After Mattel said it would have to raise prices because of Trump's tariffs, Trump threatened a 100% tax on products the toymaker imports and threatened that Mattel "won't sell one toy in the United States." Trump said he'd hit Harley-Davidson with a "big tax" if it went through with a plan to move some motorcycle production overseas. When Walmart said it would likely pass along the cost of Trump's tariffs to its own customers, Trump told Walmart it should "eat the tariffs" — pay the cost and accept lower profits — and warned, "I'll be watching." Read more: The latest news and updates on Trump's tariffs Trump's manhandling of corporate America is hitting the bottom line. General Motors (GM) said on July 22 that Trump's tariffs shaved $1.1 billion off its second quarter profits and will likely cost the company as much as $5 billion this year. The day before, Jeep maker Stellantis (STLA) said the Trump tariffs contributed to a $2.7 billion loss in the first half of 2025. The second quarter earnings season is just getting started, so that may just be a taste of the losses related to Trump's rewiring of global supply chains. There's another category of Trump strong-arming: revenge. Trump has punished a dozen or so prominent law firms for working with Democrats or contributing to lawsuits or prosecutions targeting Trump himself. Trump typically issues an order limiting those firms' ability to work with the federal government, and in some cases makes deals in which those firms agree to do pro bono work for Trump's pet causes. Trump becomes the de facto chair of the firm's pro bono there's Trump's anti-woke crusade targeting Harvard, Columbia, the University of Pennsylvania, the University of Virginia, and dozens of other universities for policies Trump considers too liberal. Trump has canceled billions of dollars' worth of federal grants to those schools, in some cases securing his desired policy changes as part of a settlement. Many companies have tried to preempt a Trump anti-woke crusade by rolling back diversity policies, including Google, (GOOG), Deloitte, Goldman Sachs (GS), Bank of America (BAC), JPMorgan Chase (JPM), Paramount (PARA), UnitedHealth (UNH), and IBM (IBM). Trump, in these instances, runs the HR department for a stint. Trump's micromanaging is a stark departure from the free-market capitalism the Republican Party has espoused for decades. University of Michigan economist Justin Wolfers likens Trump's interventionism to Soviet-style central planning. "There is not a single institution this guy doesn't want to call to tell them how to do their jobs," Wolfers said recently. There are at least three lessons for CEOs. One is to hide for as long as Trump is president and hope he never notices your company or any of its products. Trump seems to have targeted Coke for his new beverage formula because he's a famous fan of its products. He hasn't said anything about Pepsi using a similar formula. Pepsi probably hopes he never does, though CEO Ramon Laguarta is clearly hedging his bets. Another lesson is that it's OK to blame Trump's intervention for losing money, but not for raising prices. Trump hasn't publicly criticized any company for saying his tariffs have cost them money, as GM and Stellantis have done and many more are sure to do. Eating the cost of his policies causes Trump no heartburn. But if you publicly blame him for any pain that afflicts voters, he blows his stack and sometimes seeks revenge. Lose money loudly, raise prices quietly. A third lesson is to pal up with Trump — and watch your back. Nvidia (NVDA) CEO Jensen Huang has become Trump's new business BFF, accompanying him on a high-visibility Mideast trip in May and counseling him behind the scenes on technology and trade policy. Nvidia benefited earlier this month when Trump reversed a prior position and once again allowed the sale of advanced Nvidia chips to China. The company's stock popped more than 5% on the news. Other corporate titans have courted Trump — and then fallen out of favor. Apple (AAPL) CEO Tim Cook, once considered Trump's "tech whisperer," seems to have offended Trump by declining to join his Mideast trip in May. That's when Trump threatened a 25% tax specifically on imported iPhones. Trump's most spectacular business breakup has been with Tesla (TSLA) CEO Elon Musk, who contributed millions to Trump's 2024 presidential campaign and became head of the DOGE commission. But Musk grew disillusioned with some of Trump's policies, criticized them publicly, and broke ties with the Trump administration. Trump retaliated by threatening to deport Musk to his home country of South Africa and cancel contracts or subsidies involving Tesla and another Musk company, SpaceX. Crony capitalism only works if the cronyship lasts. Rick Newman is a senior columnist for Yahoo Finance. Follow him on Bluesky and X: @rickjnewman. Click here for political news related to business and money policies that will shape tomorrow's stock prices. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data


Vogue
18 minutes ago
- Vogue
Just Browsing: Violet Grey Brings California Cool to the Upper East Side
With so much fashion existing online, there's something refreshing about trying pieces on in-store after eyeing them first on a little screen. Enter Just Browsing: We're taking you into the fitting room as we preview the newest collections from some of our favorite high-street brands and contemporary labels. We'll get into fabric and quality, fit and feel, and so much more as we make our way through the shop floor. Happy scrolling (and strolling)! 'New York is Violet Grey's boyfriend,' founder Cassandra Grey tells me over email. Melrose Place may have been the first outpost of her beauty retailer, but her dalliance with Manhattan is just as long-standing to Grey as Los Angeles is. It was New York where she dreamt up the business plan for Violet Grey. 'I was inspired by Zitomer, Barneys, Bergdorf, Central Park, Saturday Night Live, Bobby Short, the Barbizon Hotel, the beauty closets at Vogue and Allure, and of course, Net-a-Porter,' she lists. 'The Carlyle, where I lived with my late husband, holds a special place in our story. It was in the Gallery Bar that I first pitched beauty brands, investors, potential team members, and Vogue's beauty editor with nothing more than a stapled mood board, a dream, and the kind of ear-to-ear smile that only comes with naivety.' A little over a year ago, a dream location just off the corner of 78th St. and Madison, askance from The Carylye's outdoor café, presented itself. 'It felt so perfectly on-brand, it was almost too good to be true,' she says. 'We knew we had to have it—a place for our community to call home.' Grey and investor Sherif Guirgis found the space before they bought back the company from Farfetch in 2024. 'At the time, we weren't in a financial position to sign a lease, and we nearly lost it,' she says. 'But where there's a will, there's always a way.' The location opens into a garden entrance, that per Grey, is a quiet nod to the alleyway approach of Melrose Place. Bill Sofield, who designed the LA store, played a pivotal role in this one, too; the pair drew upon 'the Dorothy Draper-inspired Deco iconography of the Carlyle with the signature Hollywood Regency of John Elgin Woolf that defined Melrose Place' for something that Grey hopes feels like an extension of that legacy. Complete with a Paul Poiret sofa plucked from Sofield's warehouse, the complete works of Colette from one of the oldest bookstores in Paris, and a collection of polaroids from old cover shoots and Hollywood parties, the space transports you to a glamorous vintage home, without getting lost in time.


Forbes
18 minutes ago
- Forbes
AI Is Changing Work. Is Your Talent Strategy Evolving Too?
The Archetype Effect asks why companies know so little about their employees—and offers a path to a ... More more inspired workforce. Why do so many companies know more about their customers than their own employees? This is the central question posed by my colleague James Root in his new book, The Archetype Effect. It is indeed an intriguing mystery. Business today segments customers in all sorts of ways to construct value propositions highly tailored to their needs. Personalized marketing—down to the individual consumer—is now quite commonplace. Not so with employees. Most HR systems are built on the assumption that everyone goes to work for the same reasons. In reality, it's a very different story. Deaveraging employees The book highlights six distinct archetypes of workers, each with unique motivations: These archetypes challenge long-standing management assumptions. The conventional wisdom in many organizations is that people need to be motivated by a vision. In fact, many, including most operators, don't particularly care; they find meaning outside of work. Similarly, it's often assumed that employees naturally want to advance to the next level. In fact, many, including most artisans, are not particularly interested. Just like with customers, we need to 'deaverage' employee motivations. Earlier this month I had lunch with a group of graduate students just starting their summer internship. They all had some degree of work experience already and, through this internship, were trying out the world of management consulting. The conversation focused on their career aspirations, why they were interested in this industry, and what they wanted to get out of the summer. As they told their stories, Root's insights reverberated in my head. Each intern had quite different motivations. One was clearly a striver, interested in climbing the corporate ladder as quickly as possible. Another seemed more of an explorer, wanting exposure to global opportunities and asking questions about mobility and cross-border assignments. The lunch left me convinced that if we treated them all the same, we would not tap into their true motivations or full potential. The business imperative Nearly 10 years ago, Michael Mankins and Eric Garton wrote Time, Talent, Energy about the power of employees who are not only satisfied but truly engaged and even inspired. Their research showed that engaged employees are 44% more productive than satisfied employees, and those who feel inspired at work are nearly 125% more productive. If we think about human capital the way we do financial capital, the returns on building a more inspired workforce become clear. Management must do a better job understanding and motivating people. Of the approximately 3.5 billion people who go to work each day, nearly 1.2 billion feel 'not engaged' and more than 500 million are 'actively disengaged,' according to research in The Archetype Effect. Surely there is a better way to maximize time, talent, and energy. How AI can help build a more effective talent strategy We live in a time of rapid change, in which workers often seem less committed to their firms and firms less committed to their workers. Young people struggle to get started in their careers, not knowing where or how to begin. Older workers are among the more motivated, but many firms don't fully embrace them. Artificial intelligence, already reshaping so many jobs, could help to close this disconnect. A new generation of digital, AI-assisted HR management tools might be able to match people to jobs more effectively, improving our ability to design tailored career journeys instead of having everyone climb one monolithic ladder. As we feed models more data about who we are at work—skills, achievements, qualifications, prior roles, trainings, motivations—they in turn will feed us more insights into performance and potential career pathways. It's possible for gen AI to make HR more human, not less. A recent analysis by John Hazan and Susan Gunn suggests that a typical company can save, on average, up to 20% in HR labor time through AI automation and augmentation. Think how that 20% could be more productively redirected toward identifying and addressing different employee motivations for work. This could elevate HR's role in the organization, from transactional operator to strategic adviser. Many companies are already collecting quantitative and qualitative data about their teams and experimenting with greater personalization for workers. This can include flexible options for where and when work can be done; flexible benefits such as financial planning services, additional personal leave, and wellness programs; flexible career paths with more sophisticated learning and development programs; internal mobility options; and the opportunity to spend work time on projects outside one's job description, something that started at companies like Google but is beginning to be extended to blue-collar workers as well. My lunch with the summer interns sparked deeper engagement with our leadership team on ways to inspire the diverse people in our organization. Armed with quantitative data as well as insights from supplemental interviews and focus groups, we now better understand the different motivations of different workers and are tailoring action plans accordingly. We need a diverse set of skills and backgrounds, and it only stands to reason that everyone won't be looking for the same things. The key to motivating them, as The Archetype Effect eloquently argues, is to deaverage workers as we have consumers. The business case for an engaged—and inspired—workforce is clear. The question is whether leaders will act.