This study examines the factors influencing customers' coffee shop purchase intentions in Guangzhou, China, using an extended Theory of Planned Behavior (TPB) framework. The traditional TPB constructs of attitude, subjective norms, and perceived behavioral control are augmented with brand image and satisfaction. The research reveals significant positive relationships between these constructs and purchase intention. Satisfaction is found to mediate the relationships between attitude, subjective norms, perceived behavioral control, and brand image with purchase intention, highlighting its crucial role in converting positive perceptions into actual purchase behavior. The extended TPB framework provides valuable insights for marketers and business practitioners, enabling them to develop effective strategies to enhance customer engagement and drive business growth in the competitive coffee shop market.

Business organisation’s solvency status might shift to insolvency, thereby granting creditors the power to distribute assets of the debtor. For corporate entities governed by the Companies Act 2016, the statute offers various comprehensive corporate rescue mechanisms, such as Scheme of Arrangement (SA), Corporate Voluntary Agreement (CVA), and Judicial Management (JM), to help companies survive. However, there is no such rescue mechanism for co-operative society under the Co-operative Societies Act 1993. The absence of any similar mechanism has increased the vulnerability of co-operative societies in Malaysia when they are in a state of indebtedness. This article aims to explore the possibility of introducing a rescue mechanism for co-operative societies from being liquidated to promote their viability in Malaysia. This article employed a qualitative legal research method. Relevant legal documents, including textbooks, statutes and case law, were analysed using the content analysis approach. It is submitted that proposing corporate rescue mechanisms for co-operative societies in Malaysia falls under the principle of public interest. The implementation of these new rescue mechanisms is expected to enhance the appeal of co-operative societies in Malaysia to potential investors and enable them to remain competitive in the marketplace.

One night in early April 1998, Mazlina (responsible for the financial affairs of Bismi Empire) encountered a worrying predicament and discussed matters with Jaffri (the owner and her husband), “Dear, I want to talk about the debtor record in this financial report. The total is RM600,000 since September 1997. The note shows 23 vendors who are indebted to Bismi Empire.” Mazlina detailed each item to her husband, who examined the record intently. The record was placed open on their Mitsubishi Pajero seat, which smelled of their products. “The lengthiest debt is seven months, and the largest debt is RM73,000,” Mazlina continued disgruntledly. Mazlina explained about her past week reminder to Saad, an old acquaintance of Jaffri. His repayment in the last seven months was too little, not even 20% of the total. Nevertheless, Jaffri smiled at Mazlina without a word. “Why do you still let them owe money?” although Mazlina knew her husband’s behaviour well, she found it difficult to understand. Business and personal life should be distinguished: they are two distinct spaces. “No worries, dear, we are helping other people. We are not losing money, and maybe tomorrow or the day after, they will surely pay,” he responded while rubbing Mazlina’s shoulders. “This has gone for too long, dear. Have a look at the figures in our account. I am worried and upset. How long will those vendors at the market continue like this?” Mazlina tried to calm her muddled emotions but persisted, “Dear, is not our business principle to avoid debts? We have to pay Ah Kong and his supplier friends immediately. I am worried that Bismi Empire will lose its blessing if we continue being in debt.” Mazlina’s tone went higher as she pondered how to solve the issue. Jaffri looked to his side; the noise from the vendors and buyers in the market was more interesting.