organization to a business unit. The digital transformed will also be achieved to improve the operational process to be flexible and increase the efficiency of expense management and operational costs. The 4
in the central business area. The strategy of the Company has thus been adjusted to be in line with the market condition and business. The Company has turned to the rental market as a measure of risk
loss in Q1 2020 but turned profitable in Q1 2021. 3) Lower tax expenses. 2) Financial Position Analysis (Unit : Million Baht) March December Change 2021 2020 Amount % Change Total Assets 23,138 22,346
government’s measures. The health and safety of our customers and associates remains our top priority. We rapidly transformed and adapted to the change in consumer behavior by utilizing the Company’s existing
Mikka Café franchisee. • Revenue from Catering and Pop-Up in 2023 was THB 50 million, decreased by THB 9 million or 15% from 2022, as The Company have transformed some of the pop-up stores into permanent
disturbed by sharp decline in Chinese tourists, turned off by series of unfortunate events. The Chinese tourists are one of a key customer of the company. Consequently, domestic sales experienced a 1 6.69
and service were difficult due to the weak purchasing power. Since the consumers were price- sensitive, together with a high competition in the market, some entrepreneurs turned to reduce their
lockdown offset by improving bad debt expense. Net FX loss was Bt181mn in 3Q20, turned negative, compared to FX gain of Bt344mn in 2Q20 as THB had depreciated against USD and increased capex payable. Finance
August 2018 also turned Chalarm sales to near breakeven (-0.7% YoY in 2018, improved from -15% YoY pre-launch to +18.0% YoY post launch of Chalarm Black Galingale). Also, M-Presso (NPD launched in February
rental from lock down Net FX gain was Bt344mn in 2Q20, turned positive, compared to FX loss of Bt422mn in 1Q20 as THB had appreciated approximately 5. 4% QoQ against USD and higher Capex payable compared