Personal A2M AGM Observations, page-31

As a new HC member and taking some advice from other HC contributors, I will ignore posters who even doubt that I am holding shares in A2M. I still don't understand why and on what basis these doubts would arise. I am not a short seller, nor do I have any interest in encouraging the continued decline of the A2M share price. My hope is that A2 Milk might take some notice, as I have also articulated my thoughts and suggestions with the A2 management, which is unfortunately sluggish to reply.

A few additional thoughts about the current sales strategies of A2 Milk:

1. Given that the overseas student (daigou) supply chain is deemed to be such an important part in the A2M IF formula distribution chain, it would be counterproductive to keep supermarket shelves intentionally empty, in order to imply exclusivity. The media repeatedly reported on these students emptying what was left on these shelves pre-Covid, with them repeatedly re-entering stores in order to circumvent the 2 cans per person limit. These reports then also featured young parents commenting on these situations, even physically attacking daigous. Would the shelves have been kept replenished, these situations would not have arisen with parents and daigous being content.
2. It might also be an idea for A2 Milk to consider a quick response delivery service for supermarket chains. Rather for supermarkets having to wait a number of days for new supplies to arrive, small decentralised supply depots could act much faster, avoiding disappointed customers. Why not also, as already done in China, set up small promotion stalls in some suppermarkets. Some of you might have noticed similar set-ups in your preferred supermarket, with enthusiastic vendors marketing their products, with you subsequently buying it and possibly switching brands on a permanent basis.
3. I agree with HC members commenting on the lagging and often outdated A2M website. Given their enormous cash reserves, they could employ just one extra, digital technology competent person to keep their website up to date.
4. One of the criticism about the former CEO Ms. Hardlicka was that she was reluctant to relocate from Melbourne to Sydney and her adversity to frequent interstate and overseas travel in general. Having a Chair (Mr. Hearn), based 17,000km away in London, might not be the best approach for a dynamic business such as A2 Milk.

Thank you for your assumed interest and consideration.