Media OutReach
Best Mart 360 Reports Interim Revenue Growth to HK$1.44 billion
Proposed an interim dividend of HK11.0 cents per share
Highlights:
- Revenue increased to approximately HK$1,436.6 million.
- Gross profit increased to approximately HK$518.2 million.
- Profit attributable to owners of the Company amounted to approximately HK$120.7 million.
- As at 30 June 2025, the Group operated a total of 178 chain retail stores
- Basic earnings per share was approximately HK12.1 cents. The Board recommended the payment of interim dividend of HK11.0 cents per share.
Financial Highlights:
| For the 6 months ended 30 Jun | |||
| HK$’000 | 2025 | 2024 | Change |
| Revenue | 1,436,576 | 1,393,691 | +3.1% |
| Sales derived from private label products | 251,203 | 234,630 | +7.1% |
| Gross profit | 518,177 | 507,938 | +2.0% |
| Interim dividend per share (HK cents) | 11.0 | 11.0 | – – |
HONG KONG SAR – Media OutReach Newswire – 28 August 2025 – Best Mart 360 Holdings Limited (“Best Mart 360” or the “Company”, together with its subsidiaries, the “Group”; stock code: 2360.HK), a leading leisure food retailer in Hong Kong, announced its interim results for the six months ended 30 June 2025 (“the Period under Review”). During the Period under Review, the revenue recorded by the Group amounted to approximately HK$1,436,576,000, representing an increase of approximately 3.1% as compared to approximately HK$1,393,691,000 for the six months ended 30 June 2024 (the “Corresponding Period Last Year”).
During the Period under Review, profit attributable to owners of the Company amounted to approximately HK$120,652,000.
For the six months ended 30 June 2025, gross profit of the Group were approximately HK$518,177,000, representing an increase of approximately 2.0%, as compared to gross profits of approximately HK$507,938,000 for the six months ended 30 June 2024; and gross profit margin for the six months ended 30 June 2025 was approximately 36.1%. During the Period under Review, basic earnings per share of the Group was approximately HK12.1 cents. The Board recommended the payment of interim dividend of HK11.0 cents per share.
BUSINESS REVIEW
CHAIN RETAIL STORES
As at 30 June 2025, the Group operated a total of 178 chain retail stores, including 172 chain retail stores in Hong Kong and 6 chain retail stores in Macau, respectively. During the Period under Review, the Group continued to adopt its store optimization strategy by continuously improving the product display, store appearance and procurement arrangements, to provide customers with a better shopping environment and experience, and to showcase the Company’s further diversified product portfolio and good brand image.
In 2021, the Group launched a new global wine and food shop “FoodVille”, targeting mid-to-high end and global quality food products. These include fine wines, premium chocolates, health foods, cheese, Western sauces and ingredients from various countries and regions, catering to the market’s pursuit of a high-quality living and expanding the Group’s customer base. As at 30 June 2025, the Group operated a total of 8 stores under the relevant retail brand.
During the Period under Review, the ratio of rental expenses (on a cash basis) to sales revenue of the Group’s retail stores was approximately 9.6%.
THE PRODUCTS
During the Period under Review, the Group adhered to the global procurement strategy and strived to provide customers with a wide range of products from all over the world with diversified choices. During the Period under Review, the Group sold over 1,050 brands and more than 2,870 stock keeping units (“SKUs”) of products in total, offering customers a diversified range of choices. The Group continued to optimise its product portfolio, phasing out older items for new products and flavours, staying abreast of changes in customer demands.
To enrich our product mix and maintain effective control over product qualities and supplies and profitability, the Group continued to actively develop its private label products during the period. During the Period under Review, sales derived from private label products amounted to approximately HK$251,203,000 (for the six months ended 30 June 2024: approximately HK$234,630,000), accounted for approximately 17.5% of the Group’s overall revenue for the Period under Review.
The Group had a total of 12 private labels and approximately 259 SKUs of products, including masks, canned Chinese delicacies, cereals, milk, honey, nuts and dried fruits as well as a wide range of leisure food products.
MEMBERSHIP SCHEME AND MARKETING & PROMOTIONAL ACTIVITIES
As at 30 June 2025, the number of the Group’s registered fans and members was approximately 2,243,198 (30 June 2024: approximately 2,214,680). The number of mobile app members has reached approximately 1,238,775 as of 30 June 2025 (30 June 2024: approximately 1,112,031).
The Group conducted various marketing and promotional activities during the Period under Review, including the launch of the “Best Price (至優價)”, “Monday Reward (狂賞星期一)”, “Wednesday Reward (週三即日賞)”, “Instant Redemption Upon Purchase (一買即換)” and other promotional campaign, which continuously provided customers with a series of special offers for selected quality products to express our gratitude for our customers’ support and to enhance customer loyalty.
Meanwhile, the Group continued to advertise through television, newspapers, social media platforms and other media channels, which successfully obtained repeat customers, attracted new customers and greatly promoted the discussions about the Group in the market.
EMPLOYEES
As at 30 June 2025, the number of full-time and part-time employees of the Group was 1,187 (31 December 2024: 1,230). The year-on-year decrease was primarily due to an increase in full-time staff alongside a reduction in part-time staff, aimed at enhancing the service quality in stores. In order to retain staff and to suitably incentivise employees of the Group so as to increase staff cohesion and loyalty, the Group regularly reviews and updates its employee benefit plans and remuneration packages with reference to labour market supply and labour cost trend, as well as individual performance. Staff costs (excluding Directors’ emoluments) of the Group accounted for approximately 9.7% of revenue during the Period under Review (for the six months ended 30 June 2024: approximately 10.0%).
OUTLOOK
Amid escalating global geopolitical conditions, economic prospects remain fraught with uncertainties. Coupled with the changes in consumer spending patterns in recent years, the growing popularity of cross-border consumption has further hindered the recovery of the retail industry in Hong Kong. The Group anticipates that the retail business environment will remain challenging this year. The Group will remain prudent in conducting business, actively explore new products and new markets, and explore opportunities for diversified development. Simultaneously, the Group will continue to enhance internal operational efficiency, promote and refine management practices, optimise business processes, and control costs. The Group will closely monitor factors affecting its operations, flexibly adjust and implement relevant strategies flexibly timely to deliver the best returns for shareholders and investors.
Looking ahead, the Group will seize market opportunity to expand its store network of its major retail brands, namely the “Best Mart 360º (優品360º)” and “FoodVille”. By leveraging the “dual brand” model, the Group aims to meet the needs of different customer segments for quality food. The Group will review the operation of existing retail outlets regularly to adjust its operational strategy as needed. In addition, in June this year, the Group officially joined the foodpanda mall platform, enabling customers to purchase products online conveniently, expanding sales channels and boosting revenue.
The Group remains committed to its business mission of “Best Quality” and “Best Price”. It will actively seek upstream suppliers to enrich its product portfolio while maintaining a competitive edge in pricing. On the other hand, the Group will continue to actively explore different categories of food products globally to enhance the development of its own brand products to meet the market demand for daily necessities and provide customers with a more diversified range of choices.Hashtag: #BestMart360 #優品360
The issuer is solely responsible for the content of this announcement.
Best Mart 360 Holdings Limited
Best Mart 360 Holdings Limited, mainly operates chain retail stores under the brand “Best Mart 360˚”. It offers wide collection of imported prepackaged leisure foods and other grocery products, principally from overseas. The Group’s business objective is to offer “Best Quality” and “Best Price” products to customers through continuous efforts on global procurement with a mission to provide comfortable shopping environment and pleasurable shopping experience to customers. As at 30 June 2024, the Group operates 178 retail stores that are strategically located at 18 districts in Hong Kong and Macau. In addition, the Group’s new global gourmet store, “FoodVille”, was officially opened in September 2021, which mainly provides globally sourced medium-to-high-end quality food products.
Media OutReach
SCOPE’s Ultra-Luxury Residential Performance Underscores Strong Investor Confidence in Thailand’s Prime Market
Despite global headwinds including escalating trade disputes, rising commodity prices, and shifting monetary policies, Thailand’s prime residential market remains structurally strong. Bangkok, in particular, continues to attract foreign buyers seeking long-term residential assets that combine lifestyle quality with capital stability. Demand in this segment has been driven less by short-term speculation, and more by purchasers prioritizing quality, identity, and long-term livability.
Commenting on the market outlook, Mr. Yongyutt Chaipromprasith, Chief Executive Officer of SCOPE Company Limited, said: “Thailand offers exceptional value when compared with global cities, not only in pricing but also in quality of life, project standards, and long-term livability. Many international investors view Thai ultra-luxury residences as a safe haven asset, supported by competitive rental yields, lower holding costs, and a lifestyle proposition that few markets can replicate.”
Among its flagship developments, SCOPE Langsuan recorded over 90% sales completion within 2025, reflecting strong demand from discerning buyers. The project’s success highlights a clear shift in buyer behavior: ultra-luxury purchasers are increasingly focused on authenticity, design integrity, and long-term residential value rather than speculative gains.
Central to this appeal is SCOPE’s collaboration with internationally acclaimed designer Thomas Juul-Hansen, whose portfolio includes prominent residential development in New York, notably along the iconic “Millionaire’s Row.” By engaging designers of this caliber, SCOPE reinforces its role as a developer of globally competitive, non-replicable residential projects, rather than locally derivative offerings.
This approach further emphasizes the “value for money” proposition of Thailand’s luxury market. Achieving equivalent design pedigree and spatial quality in global financial capitals would require significantly higher development and acquisition costs.
This philosophy guides every stage of development — from spatial planning and material selection to service design and community environments — ensuring that residences are built to support genuine, long-term living.
From curated common spaces designed as well-being hubs, to personalized residential services and collaborations with world-class architects and designers, SCOPE aims to establish new benchmarks for service-driven, timeless luxury in Thailand’s residential market. This evolution reflects a broader industry shift from competing on physical specifications alone to competing on holistic living experiences.
Looking ahead, Thailand’s ultra-luxury real estate market is transitioning from price-based competition toward differentiation driven by design excellence, development standards, service quality, and long-term livability. This shift strengthens the country’s positioning on the global stage and reinforces ultra-luxury residential assets as stable, long-term investments amid ongoing global uncertainty.
Hashtag: #Scope #Scopecollection
https://scopecollection.com/
https://www.facebook.com/scopecollection?locale=th_TH
https://www.instagram.com/scopecollection/
The issuer is solely responsible for the content of this announcement.
KUALA LUMPUR, MALAYSIA – Media OutReach Newswire – 30 January 2026 – In an era where investors are more selective than ever, SMEs can no longer rely on vision, passion, or static pitch decks alone. The new rule of fundraising is clear: No Data, No Talk.
This message took centre stage at the Data Fundraising Masterclass (12–14 December 2025) organised by BizPal by Simplyfi™, where close to 80 SME owners, founders, and senior leaders gathered to learn how technology, branding, and corporate finance must be integrated into a single, data-driven narrative to unlock capital and sustainable growth.
The three-day masterclass was designed to help SMEs move beyond siloed decision-making. Participants were guided through structuring their business models, identifying value drivers, and translating strategy into investor-ready financial narratives using CapitalOS — BizPal’s data-driven corporate finance platform that consolidates operational, strategic, and financial data into a coherent dashboard designed to speak the language of investors.
“I thank the team for their tireless preparation for the masterclass. Our mission is simple — SMEs should never walk into a funding conversation unsure of their numbers,” said Ms. Anya Tan, CEO of BizPal by Simplyfi™.
Rather than treating technology, brand, and finance as separate initiatives, CapitalOS demonstrated how these elements work together to form one credible, measurable story of enterprise value.
Technology as a Measurable Growth Strategy
As part of the programme, guest speaker Mr. Chris Teng, Sales Director of FSBM Holdings Berhad, shared insights on the role of technology in enterprise scalability.
“Every business today needs a clear technology blueprint — not just to operate efficiently, but to attract investors. Technology is the foundation of scalability. When you can demonstrate how your tech investments drive data, efficiency, and market access, your enterprise value naturally grows.”
This session reinforced a core principle of data fundraising: technology only creates value when it produces measurable outcomes. Within CapitalOS, participants learned how technology investments can be translated into operational metrics and long-term financial impact — moving technology from a backend function to a valuation driver.
Turning Brand and IP into Recognised Assets
In another session, Mr. Tee Lin Yik, CEO and Co-founder of Tee IP Sdn Bhd, addressed the growing importance of brand and intellectual property (IP) valuation in fundraising.
“Your marketing, design, and digital assets are not just expenses — they represent intangible value. When structured properly, these can be recognised as brand assets, contributing directly to enterprise valuation.”
Participants explored how branding and IP, when properly documented and governed, can be captured within CapitalOS as value-creating assets, strengthening credibility during fundraising discussions and due diligence.
Finance, Governance, and the Investor Lens
Concluding Day 2, Mr. Dylan Woon, Director of Sparta Haus, highlighted the importance of live data, governance, and transparency from an investor’s perspective.
“In the modern business environment, static reports are no longer enough. Investors expect live dashboards and clear governance trails. Platforms like CapitalOS help SMEs manage and present their data dynamically — aligning business strategy with financial credibility.”
Through guided exercises, participants learned to view their businesses from an investor’s lens — understanding how data consistency, governance discipline, and financial clarity directly influence valuation and funding decisions.
From Learning to Real Conversations
Beyond theory, the programme delivered tangible outcomes. Participants were guided to develop investor-ready pitch decks using AI-assisted tools, with many completing their decks during the three-day programme.
Several selected participants presented their pitch decks to investors and judging panelists on Day 3, leading to follow-up discussions and early expressions of interest.
Soft Launch of Global Mentorship Exchange (GMx)
Wrapping up Day 3 of the Data Fundraising Masterclass, BizPal also announced the soft launch of the Global Mentorship Exchange (GMx), a strategic ecosystem initiative designed to complement CapitalOS by connecting experienced business leaders with high-potential entrepreneurs.
The initiative is built on a central premise: the greatest untapped resource in business is experience. GMx aims to make this experience more accessible by providing a structured platform where mentors, entrepreneurs, and investors can engage through data-backed evaluation, technology-enabled assessment, and transparent benchmarking.
GMx is positioned as a global exchange where experienced founders and industry leaders support emerging businesses not only through guidance, but through measurable insights aligned with investor expectations. By integrating mentorship with structured evaluation frameworks, GMx seeks to help high-potential SMEs gain visibility, credibility, and readiness for the global stage.
According to the organisers, the soft launch marks the first phase of a broader effort to formalise mentorship, recognition, and capital access into a single ecosystem — enabling experience, data, and technology to work together in supporting sustainable enterprise growth.
Validated by Participants
The impact of the masterclass was reflected in post-programme feedback:
- Over 80% of respondents rated their likelihood to recommend the programme 8–10 on the Net Promoter Score (NPS) scale
- Participants rated the programme an average of 4.52 out of 5 stars for value received relative to investment
- The results highlight strong validation from SME owners on the programme’s relevance, practicality, and return on learning
Beyond the Masterclass
To ensure continuity and execution beyond the workshop, all participants have been invited to an upcoming online coaching session, where they will further strengthen their teams’ hands-on capability in using CapitalOS.
For SMEs interested in joining future cohorts, BizPal by Simplyfi™ is accepting early expressions of interest for upcoming Data Fundraising programmes in 2026.
Interested businesses can:
– Register interest for 2026 programmes: [email protected]
– Schedule a complimentary CapitalOS consultation: [email protected]
One System, One Story
The masterclass demonstrated a clear framework:
- Technology generates data
- Brand amplifies enterprise value
- Corporate finance translates strategy into investor language
CapitalOS ties these elements together, enabling SMEs to move from intuition-led decision-making to data-backed, investor-ready positioning.
Through its CapitalOS methodology, BizPal by Simplyfi™ is helping canvASEAN SMEs transition from intuition-led decision-making to data-backed, investor-ready businesses — proving that in today’s capital market, the conversation begins with data, or it doesn’t begin at all.
Hashtag: #NoDataNoTalk #DataFundraising #InvestorReady #CapitalReadiness #FinTech #BusinessValuation #ASEANSMEs
https://simplyfi.co/
https://www.linkedin.com/company/simplyfi-co/
https://www.facebook.com/simplyfi.sg
https://www.instagram.com/simplyfi.co
The issuer is solely responsible for the content of this announcement.
About BizPal by Simplyfi™
BizPal by Simplyfi™ empowers ASEAN SMEs to become investor-ready through data-driven corporate finance solutions. Its flagship platform, CapitalOS, consolidates operational, strategic, and financial data into a unified system that speaks the language of investors. By integrating technology, brand, and finance into one measurable narrative, BizPal helps SMEs transition from intuition-led decision-making to data-backed growth strategies.
Media OutReach
IIMAKER Speaks at 2026 Chongli Forum: Defining the “Soul” and “Threshold” of Game Content Creation in the AI-Native Era
With the rapid development of Generative AI (AIGC) technology, the global gaming and interactive content industry is undergoing an unprecedented productivity revolution. From the automatic generation of characters and scenes to the batch production and precise delivery of marketing materials, AI is drastically reducing the marginal cost of content creation and distribution. Simultaneously, a core question is becoming increasingly prominent: As tools become ubiquitous, how can products avoid homogenization? How can enterprises build unique brand value and competitive barriers that transcend the technology itself? This is not only an issue for the gaming industry but also a “soul-searching” question that all AI-native application fields must confront.
Regarding the rise of “one-person companies,” Wei Tianrun pointed out that AI indeed significantly lowers the threshold from idea to execution, smoothing over the resource-intensive and highly specialized barriers inherent in traditional creation. For example, leveraging its AI toolchain, IIMAKER can compress the production cycle for marketing materials – which originally took weeks and required cross-team collaboration – down to just a few hours, while also enabling rapid localization of content for multiple global markets. However, he simultaneously emphasized that AI also raises new thresholds: Firstly, the threshold for deep insight and top-level design. AI can optimize click-through rates but cannot replace humans in understanding the subcultural emotions and unspoken needs of player communities. This demands stronger cultural sensitivity and sociological thinking from teams. Secondly, the new threshold of compliance and ethics. Issues like copyright and data security associated with AIGC require entrepreneurs to master an entirely new system of norms and regulations.
When discussing how to inject “soul” into AI-native products, Wei Tianrun elaborated on IIMAKER’s core philosophy – “Empowerment, Not Replacement.” He stated that all the company’s technological development serves one goal: to reduce technical friction and unleash creator potential, not to let AI dominate the creative process. “AI is the most powerful ‘brush’ in the creator’s hand, but the one holding the brush will always be the creator themselves.” IIMAKER strives to be the most trusted “first stop” and “spiritual home” for creators entering the AI-native creative era. Its brand distinction lies not in possessing any single, top-tier, isolated AI technology, but in its profound understanding and systematic empowerment of the entire “interactive content creation” process.
Addressing industry concerns that AIGC might lead to homogenization of community content, Wei Tianrun introduced IIMAKER’s “proactive shaping” strategy. The company encourages and protects truly original content imbued with a human soul through a multi-pronged approach: building an AI tool library containing diverse stylistic models, deliberately promoting innovative content within its algorithmic recommendations, establishing an anti-plagiarism content fingerprinting system, and setting up honor and economic incentive systems centered around “creative originality” and “emotional impact.” He emphasized that IIMAKER’s ultimate goal is to catalyze the “from 0 to 0.1” spark of original ideas, while using AI to efficiently solve the “from 1 to 100” problem of scaling.
Finally, Wei Tianrun offered a sincere reminder to young entrepreneurs in the AI field: the most easily underestimated cost is the “Alignment Cost” – namely, the cost of aligning with AI tool intent, the cost of connecting with real market value, and the management cost of internal team cognitive transformation. These are often (implicit) and substantial. Conversely, the part most irreplaceable by AI is precisely the ability to “Ask the Right Questions” – discovering and defining those unmet, profound human needs and pain points will always be the most fundamental starting point for innovation.
Hashtag: #IIMAKER
The issuer is solely responsible for the content of this announcement.
About the Chongli Forum
The China Chongli Forum is a technology and industrial innovation dialogue platform grounded in real industry scenarios. Leveraging Chongli’s unique ice-snow ecology and open spaces, it gathers young entrepreneurs, technology enterprises, investment institutions, and cultural talents, aiming to promote cross-border collaboration and long-term value creation. This year’s agenda focused on cutting-edge areas such as the digital economy, artificial intelligence, and the green economy.
About IIMAKER
IIMAKER is an AI-powered game and interactive content company built on the core concept of “Maker.” With game publishing as its current business cornerstone, the company is dedicated to empowering UGC (User-Generated Content) communities through its self-developed AI toolchain, significantly enhancing the efficiency of content generation, asset production, and optimization. Its long-term vision is to build an AI-native interactive content platform that reduces the overall friction of turning imagination into reality, ultimately working towards a future where “everyone can make a world.”
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