Day: April 27, 2020

Ruangguru CEO Belva Devara left his presidential special staff role, stating concern over the public’s opinion

Belva Devara, CEO of Indonesian edutech startup Ruangguru, announced that he has left his presidential special staff position effectively after submitting his resignation letter on April 15, 2020 to President Jokowi.

Devara posted its official statement on his Instagram account.

According to Kompas.com, Devara decided after the appointment of Ruangguru as the official provider of Kartu Pra Kerja triggered a backlash in the country. Kartu Pra Kerja (pre-employment card) is a government programme aimed at people, who are jobless or have just lost their income, to provide training and incentives.

Devara said that there is no conflict of interest in the appointment because the required verification for the programme was done before the company was appointed.

“I don’t wish to cause any more false assumptions with regards to my position in Presidential Special Staff and possibly divert the focus from handling COVID-19 pandemic,” said Bevara.

Hong Kong’s recruitment platform Talkpush raises funding to expand to Latin America

Hong Kong-based recruitment platform Talkpush has announced that it has raised an undisclosed amount of investment from Singapore-incorporated, Colombia-based Latin Leap.

It will use the funding to set foot in Latin America and introduce its Felipe Bot over the next few months.

According to TechInAsia, Latin Leap is a venture capital studio that aims to open up opportunities in Latin America for Asian startups.

Also Read: Can Talkpush disrupt the recruitment industry?

Talkpush was founded in 2014. It optimises traditional recruitment processes to acquire talents by using robotic process automation technology with the employment of AI, Big Data, cloud computing, social media, and analytics,

Vietnam receives Facebook’s approval in restricting anti-government content

After spending months of throttling, Facebook has finally agreed to block access to certain anti-government content to users in Vietnam, as reported by TechCrunch.

Vietnam requested earlier this year that Facebook restrict a variety of content it deemed illegal, such as posts critical of the government. When the social media giant didn’t comply, the country slowed its traffic to unusable levels for around seven weeks by controlling the local network providers.

At that time, Facebook said that undersea cable maintenance had caused the slowdown of its products such as Messenger and Instagram. But it failed to convince the public.

Facebook conceded to the government’s demands. A source is reportedly said that “once we committed to restricting more content, the servers were turned back online by the telecommunications operators.”

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Image Credit: Ruangguru

 

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The outbreak of COVID-19 has upended economies throughout the world, including the app-based businesses. Global SaaS company Adjust’s annual App Trends 2020 report takes a look at long-term trends based on data from 2019 and includes insights into how COVID-19 has affected the app economy by comparing Q1 2019 and Q1 2020 figures.

The data shows that many app verticals are seeing increases in sessions and installs in 2020, most notably in the Business, Food & Drink, and Gaming verticals.

The research further noted that the increase is in line with the pandemic forcing the majority of employees to work remotely, which contributes to Business apps seeing a significant rise in sessions (up by 105 per cent from Q1 2019) and installs (up by 70 per cent). Revenue events are also up by 75 per cent, as users opt for premium versions to help ease the transition to working from home.

The increase in various verticals

In Food & Drink sector, many restaurants are forced to turn to takeout-only which contributes to Food & Drink apps experiencing a significant increase in sessions — up by 73 per cent on this time last year, while installs increased by 21 per cent.

In Gaming verticals, there has also seen a large uptick in installs, with the need for entertainment surging. In the last week of March, the vertical saw a 132 per cent increase in the number of installs compared to last year.

Also Read: Coping with consumer behaviour during the COVID-19 crisis

In total, Gaming apps saw a 47 per cent increase in sessions and 75 per cent increase in installs in Q1 2020 compared to Q1 2019.

The engagement behaviour’s slight changes

“Beyond these increases in installs and sessions, the report shows little evidence to suggest that there’s been a fundamental shift in user behaviour post-install,” said Paul H. Müller, co-founder and CTO of Adjust. “Users are still taking the same actions in-app, such as averaging a little above two sessions a day, to churning at predictable points in the customer journey.”

The report also details on differences between paid and organic installs, noting that app marketing is fast becoming a pay-to-play game — as the market becomes increasingly competitive. The number of installs from paid sources amounted to 30 per cent of total installs in 2019, up from 24 per cent in 2018.

Additionally, the report explores when users typically engage with app verticals throughout the day, offering insights into peak times and the windows of opportunity for reactivation campaigns for businesses.

First, e-commerce apps see a peak of sessions both at lunchtime, between noon and 2 pm, and again in the evening, with sessions between 7 and 10 pm accounting for a quarter of their daily total. Similarly, Food & Drink apps see a spike in use between 5 and 8 pm, accounting for 31 per cent of their total daily sessions.

Also Read: A survivor’s guide for businesses dealing with COVID-19-led supply chain disruption

On the other hand, many Gaming apps don’t see significant shifts in engagement throughout the day. Casual game activity increases between 12 and 4 pm, but it’s a modest jump of only at 15 per cent. Meanwhile, Mid-core games rise from very early in the morning (5 am) to peak at 1 pm.

The takeaways

The report also includes its takeaways:

• The current state favours the old players in app-based businesses, which presents challenges for newcomers to breakthrough. With this in mind, marketers are advised to build up the paid activities and focus less on organic. To improve paid activities, marketers have to make sure that campaigns are tied to the seasons and the contexts allow the business to engage and retain valued customers.
• Marketers for app-based businesses are looking to a broader range of networks to find new audiences. The research finds that there is more experimentation with networks with marketing automation unlocking this potential, giving marketers more time to manage even more campaigns. However, the more the businesses succeed, the more they have to handle alongside fraud prevention.
• The importance of re-engagement differs depending on the businesses’ vertical, but many app marketers agree that not enough emphasis is placed on retargeting. In 2020 this activation technique could take more of the spotlight — Shopping leads the pack, but others could follow.

The full report is available for download here.

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Image Credit: You X Ventures on Unsplash

The post How app-based businesses navigate increased demands in the middle of a worldwide outbreak appeared first on e27.

 

According to Maslow’s hierarchy of needs, physiological needs are the most basic needs of an individual for physical survival, with food being one of them.

Following the declaration of a worldwide pandemic by the World Health Organisation (WHO) on March 11, and the lockdown imposed by countries, the F&B sector in food retail and foodservice have seen a tale of two cities.

With F&B establishments only allowed to offer takeaway and food delivery, businesses have seen 50 per cent drop in sales and expecting sales to be worse in the upcoming months. To put into context, in China, HaiDiLao has suspended operations and from a six-day closure for the company in January accounts for 1.5 per cent for its estimated 2020 sales.

To keep up with the changing behaviour of consumers, many F&B retailers have switched their model from an offline to online model partnering with food delivery partners such as Grab and Food Panda.

However, these platforms charge 35 per cent commission, eroding already thin margins. Having little to zero sales, F&B companies have resorted to renegotiate rental terms with their landlords, delay or cut wages, and even lay off workers, in order to hold on to cash.

Also Read: A survivor’s guide for businesses dealing with COVID-19-led supply chain disruption

On the contrary, sales have spiked across all online and offline supermarkets due to the tsunami of demand from anxious consumers. Grocery delivery app downloads and order volumes have seen a surge since the outbreak of COVID-19, resulting in difficulty to cope with the orders.

Tesco online reported a full schedule of its delivery services next month, Happy Fresh has seen a 10 per cent spike in orders and Meituan has received four times more grocery deliveries. Shelf movements of food staples at offline stores are fast, eventually leading to the inability of aligning the pace of inventories being restocked.

Notably, one of the biggest issues in the industry lies within the shortages of labour along the supply chain. As demand soars, a more rapid movement of goods along the chain is necessary, which is likely to require more manpower due to the lack of automation at this stage.

Walmart is looking to hire 150,000 staff; Aldi to add 9,000 staff, and Tesco is looking to add 20,000 workers; even grocery startup Instacart is planning to add another 300,000 shoppers in the next three months.

Another point to note is the food supply chain, as younger workers migrate to an urban population, we have seen a lack of farm workers. In the US, this has been exacerbated by President Trump’s immigration policies.

In somewhere like Malaysia where we are self-sustaining as food supplies however, we have seen logistics impacted by the Movement Control Order where state borders are now closed. Fresh supplies from Cameron Highlands, for example, have been reduced by 30 per cent due to market closures.

Also Read: A survivor’s guide for businesses dealing with COVID-19-led supply chain disruption

The concern is further aggravated when a number of countries started imposing export restrictions on major crops – countries that are heavily reliant on food imports would be among the first victims of such action. Vietnam, for example, has curbed rice exports, Russia has halted processed grain exports and Kazakhstan has suspended exports of flour, oil, and vegetables.

At this critical point of time, it is crucial for sectors and industries, or even countries, to work hand in hand to mitigate the food supply chain crisis. Unemployment that arises from the foodservice sector should first be channelled to the food retail and supply chain where a severe understaffing problem is apparent.

Public transportations that are currently operating at a lower capacity, such as buses and trains, could provide support in terms of movement of goods across different states.

Governments should avoid trade barriers or restrictions among countries, particularly on essential goods, as this could potentially accelerate food price inflation when supply becomes limited.

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For more insights by RHL Ventures on COVID-19’s impact on the food & beverage industry and various other sectors, please visit this link.

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The post Is COVID-19 eating jobs away? appeared first on e27.

The year of 2020 — a year of COVID-19 attack in almost all nations. The impact in the world economy is severe, a lot of activities slow down, GDP downgrading in major countries, businesses shut down, unemployment rate increasing, the stock market went down drastically, and no one could confidently tell when it will be over.

Another question raised in mind; Would things go back to normal after the crisis is over? If it does, how long will it take?

Investors and leaders are demanding to cut non-essential expenses, cut losses, protect cash flow, prepare plans to rise again when things are over. The pressure seems way more real right now –and that’s the reality we need to face.

“Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them,” says Andy Grove, former Intel CEO.

Instead of being stressed and imagining all bad scenarios that would happen, wouldn’t it be nice to change our perspective and find ways how to sustain our business in the right and positive way?

Rise of new ideas, innovation, and creativity

This is the time to apply Steve Job’s principle — Think different. Adaptability is one of the traits of human nature. Our ability and flexibility to cope with environmental challenges through biological and behavioural or cultural means, creating new ideas when we forced into changes.

Also Read: A survivor’s guide for businesses dealing with COVID-19-led supply chain disruption

These new ideas transformed into innovations, followed with creativity to overcome challenges. The crisis becomes a forcing mechanism that leads to changes and advances, whether it is in technology, social culture, politics, even policy, and procedures.

Cultivate problem-solving skills

Plato, one of the most famous Greek Philosopher, says that, “Necessity is a mother of invention.” It means the need or problem encourages creative efforts to meet the need or solve the problem. The word had said it all.

During this time of crisis, a true entrepreneur will find out a hundred ways to solve their problem. There is some point in our business where we rely on someone to solve the problem without us being involved in it. But during a crisis, it forces us to roll the sleeves and activate our problem-solving skills to make the most out of it and not losing the opportunity when it comes.

Unity in diversity

Fighting the demotivation among our colleagues, partners, and employees, during a crisis, required unity of purpose, intentions, and understanding. It is common that during a crisis, all the perceptions, assumptions, and rumours are surrounding the workplace.

Also Read: Leadership through a pandemic: A heartfelt note from one entrepreneur to another

Truth to be told, somehow, this brings people into a unity-mode, because of similar opinions. With this situation, leaders being forced to infused a positive atmosphere by forming and influence a unity of purpose and intentions, which will be resulting in understanding among the people that eventually will benefit the business.

Discover new talents

Challenge doesn’t always mean crisis, but crisis always brings challenges. Talented people in our organisation usually emerge when the challenge comes. Sadly, not every time they are recognised.

However, when the crisis comes, we directly involved in it and so desperate for a solution, and we start noticing these talents. What we think we never needed was right before our eyes all this time. These talents usually have their way to create a dynamic in the organisation that enables the team to work better together.

Anticipation for the next event

I agree that this kind of crisis like COVID-19 might only happen once for many years. But this is not the only crisis that we could ever face in our business.

If we have experienced hardship once, it would be a lesson for us how to handle the next type of situation, so it would be our learning. In fact, it is a perfect time to start drawing different ‘what-if’ scenarios and make a brief plan on how to anticipate those situations.

You see, even in the amid crisis, there is always a bright side in it. If we focus on what we can gain and the beautiful impact behind the dark time, we will lift our burden and not wasting every single opportunity that comes. Trust the process. Remember,

“After the rain, there is a rainbow — after a storm, there’s calm — after night, there’s a morning — and after an end, there’s a new beginning.”

Also Read: Entrepreneurs share COVID-19’s impact on their businesses in a survey by Startup Genome

Leadership is key

Unfortunately, even after we realise these things, we can only bring an impact if we utilise our leadership skills for the benefit of the organisation. We must never forget that during the crisis, people look for direction. As a leader, it is our duty to provide guidance and not spreading the negative vibe around us.

There are two kinds of responses that we can choose; despondent and panic, or energised and inspired. A true leader will keep him/herself steady in front of the people and not letting their emotions overcome their attitude.

Panic won’t help and will lead people into confusion. On the contrary, when we show our passion and energy, it will lead the organization into a positive mode and people will be inspired to work for the good.

Keep strong and steady, for the great things will come to those who believe in it.

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The post Looking for the silver lining for your business amidst a pandemic? Here’s how appeared first on e27.

 

The decisions leaders make now will determine the future of our generation yet there is no definitive guidebook on how they should respond to the crisis caused by COVID-19.

More than ever, we look up to our leaders who are also struggling to find the balance between acting with certainty and masking their own fears, whether from the government or from businesses, to give us some guidance and reassurance of stability and security.

It is a tall order but there are several ways to manifest great leadership — and compassionate leadership should be the lens at which we should measure our leaders.

Compassion, displayed explicitly, was once viewed as a weakness for leaders but at a time of a crisis, we expect leaders to act with an abundant sense of care, respect, and understanding of our unique situations.

Compassion in leadership demands a different dimension from traditional leadership but it is increasingly becoming a business imperative as evidenced by several studies proving that organisations with engaged employees are more productive and have lower turnovers.

We have seen amazing responses from business leaders from companies such as the ADB tripling its response package to US$20 billion to help Asia Pacific deliver quicker and more flexible assistance while keeping their own people fully employed and working from home and San Miguel Corporation donating PHP878 million (US$17 million) to solidify efforts to help medical front-liners and support the severely affected communities, all while also helping produce disinfectant alcohols from their own Ginebra San Miguel facilities.

Also Read: Leadership through a pandemic: A heartfelt note from one entrepreneur to another

These are just some of the exemplary examples of effective responses to the ongoing war on COVID-19 and we are here to help break down what compassionate leadership looks like.

What defines compassionate leadership?

• Empathy

Having the intention to see as others see and feel as others feel is the first step. It is different from being sympathetic but rather stretches it by practising empathy by trying to feel what the other person is really feeling however uncomfortable.

This crisis has brought about many unforeseen tragedies to our lives and to our economy and it is unimaginable to see people lose their loved ones while having to worry about how to live off of a cancelled paycheck because of the shutdown.

We need compassionate leaders to find it in their hearts to try to feel what this means for their people so that they can prepare themselves to listen and chart out an authentic response.

• Understanding through conscious listening

Too many times, our biases hinder us from listening with mindfulness and we form our own judgments and provide solutions based on our experience but this is a behaviour that could even aggravate a situation. Compassionate leaders will try to listen, validate and acknowledge to fully understand the true feeling of their people.

Some organisations we have spoken to have rolled out pulse surveys to collect suggestions, feedback, and concerns of their people in this delicate time to help them understand their situation and come up with ideas to keep the people engaged – and ultimately, secure.

Leaders are not always required to act based on people’s suggestions but it helps to understand the sentiments on the ground to make a sound decision rooted in compassion.

• Championing the company culture and values

Compassionate leaders should always be at the forefront of championing their culture and values to inch closer to their “north star,” no matter the situation.

Most companies are geared towards improving communities, environmental stewardship, or creating more economic opportunities – to be a compassionate leader means stewarding your people to support your mission by being the first one to demonstrate the embodiment of your core values.

Also Read: 3 leadership lessons for women in tech

Several amazing leaders stepped up to heed the global outcry of anxious citizens and employees, and the world should take note of the swift, decisive and clear responses of some of these leaders like President Tsai Ing-wen of Taiwan, Slack CEO Stewart Butterfield, and LVMH CEO Bernard Arnault, to fight the spread of the virus and give people the hope needed to stay positive in this challenging season.

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Originally published on Workbean.

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