amount by which costs of the acquisition of investment exceed identifiable net assets of Trans.Ad Group” of THB 274mn in non-current assets, which was replaced by 1) intangible assets of THB 192mn and

and partners in each country by cooperatively working on strategic plans to select the right products and marketing strategy for each focused country, such as emerging countries in ASEAN as well as

in business strategy reflecting increase in raw material price, and also cost controlling in restaurant and food center business. Therefore, total COGs per revenue ratio maintain at 83%, comparing to

5th floor MBK center. 2 / 4 • Total expenses decrease 21% are directly impacted by lower sales revenue. Moreover, changing in business mix strategy, eg. Closing 1 of 2 food court at 5th floor MBK center

1 MB and decreased when comparing with cash or equate with cash by 6 MB and increased 24 MB of account receivable and decreased of the inventory stocks by 13 MB and decreasing of the other current

and decreased when comparing with cash or equate with cash by 24.7 MB and increased 34.2 MB of account receivable and decreased of the inventory stocks at 8.7 MB and decreasing of the other current

inventory stocks at 8.5 MB and decreasing of the other current asset at 5.1 MB and 3.7 MB for the non-current asset and others assets 0.3 MB • Liabilities As of September 30, 2018, the Company and its

plays a key role in supporting Thailand’s economic and social development. In laying out the Strategic Plan 2021-2023 to support such important role, SEC assessed the current situations, analyzed the

until now, the situation of which the Company always has been aware of. Therefore, the Company has adjusted its strategy to diversify product portfolio beyond traditional 100% fruit juice. The Company

Directors’ erformance o hich has alre e second qu 45.2 percent any and the C r 2016 showe at 37.8 perc 017 as comp ecovery of su ollection and siness and p Strategy am ure. escribed as fo 6M/2017 6 4,778.2