The Philippines-based fintech startup Tonik Financial has raised US$21 million in a Series A funding round, led by Sequoia India and US-based Point72 Ventures.
Existing investors Insignia Ventures Partners and Credence also participated,
According to a TechCrunchreport, the funds will fuel its plans to launch a digital bank aimed at the Southeast Asian market by September this year.
In May this year, the firm had obtained a licence to operate the digital bank in the Philippines.
Tonik was developed by fintech venture builder Forum, which was founded by Greg Krasnov, who now serves as Chief Executive of Tonik. Krasnov’s experiences included the incubation of four financial services startups in Asia.
Tonik provides retail financial products, including deposits, loans, current accounts, payments, and cards on a highly secure digital banking platform.
Krasnov noted that since the start of the year, there has been an increase in demands for digital banking and transfers for over 70 per cent of its unbanked population.
Reebelo, a Singapore-based online marketplace for pre-owned electronic items, has raised a seed round of funding led by June Fund with participation from Antler.
The startup will use the funding to build a sustainable technology trading platform and to expand its Singapore-based team.
David Rosskamp, Managing Partner of June, is joining the company’s board.
Reebelo.com offers a registered second-hand goods dealer and offers an extended warranty on its e-commerce site, where customers can find pre-owned technology devices. All phones, notebooks, tablets and gaming devices are carefully checked by experts who control 40-plus checkpoints.
According to Founder and Chief Products Officer Fabien Rastouil, Reebelo offers customers the option to sell their used devices for cash through their online trade-in tool.
“Reebelo’s vision is to build a circular economy for electronics. Together with our team, we try to change the way people consume tech devices at a more sustainable pace — one device at a time,” said Philip Franta, Founder and CEO at Reebelo.
Anchanto, a B2B software provider that enables enterprises to manage end-to-end e-commerce operations, has launched a mobile app of its product SelluSeller.
An online platform, SelluSeller aims to bring complex e-commerce sales, operations, revenue, business performance against marketplace service-level agreement and data in real-time to CXOs and business leaders on Android and iOS platforms.
With the app, customers are given access to a smart dashboard that gets updated in real-time with sales data, product performance, and e-commerce channel-wise performance.
The app enables a bird’s eye view of business that can help business owners to make better-informed decisions even when they are on the move. Users can also monitor the productivity of their operations team in real-time.
Retail-tech startup Perpule to expand to SEA, introduces e-commerce enablement product
India-based retail tech startup Perpule has expanded its business to Southeast Asia through its e-commerce enablement product Perpule E-Commerce+.
In a report by Retail4Growth, the company said that it targets modern retailers that span categories like fashion, grocery, electronics, food and others — operating in Indonesia, Malaysia, Vietnam, Thailand, Singapore, and the Philippines.
Perpule E-Commerce+ seeks to drive e-commerce readiness to help the retailer community restart their operations post-COVID world.
Abhinav Pathak, CEO and Co-founder, said that Perpule Ecommerce+ operates from offline stores and has all the necessary integration with payment gateways, logistics players, ERP, POS, Loyalty, and so on, all to make e-commerce enablement much easier for retailers.
All eyes will be on Hong Kong from 6th to 10th of July. Amid the new normal, the fifth StartmeupHK is pushing through virtually, and the fully online event promises an equal – if not better – experience as its previous in-person counterparts.
The week-long experience of startup events will feature keynote addresses by renowned industry figures from around the world, exhibitions, investor matching and a jobs fair, and will be open for free to attendees across the globe, with additional paid premium sessions. The festival will showcase the latest developments in smart cities, retail tech, artificial intelligence, fintech, lifestyle tech, and global startup trends and insights. True to its theme, it represents a unique opportunity for startups, entrepreneurs, investors, industry leaders, students and government representatives to connect, exchange ideas and benefit from business opportunities in Hong Kong, Mainland China and elsewhere in Asia.
Charles Ng, InvestHK’s Associate Director-General of Investment Promotion, emphasised that despite the challenges, “Hong Kong’s startup ecosystem continues to be resilient.”
He credits their solid track record as a testament to Hong Kong’s enduring appeal as a platform for startups to settle, grow, launch, and expand into other markets.
He added, “The number of startups in Hong Kong in 2019 reached 3,184, up by 21 per cent year on year. And, importantly, the number of people working in the city’s startup sector grew 31 per cent to 12,478. Hong Kong’s appeal as a startup hub extends to a wide variety of industries, with sectors such as fintech, e-commerce, supply chain management and logistics technology all having experienced phenomenal growth in recent years.”
Citing InvestHK research on the city’s start-up ecosystem, Charles pointed out that about one-third of startup founders came from outside Hong Kong, with the United States, Mainland China and the United Kingdom being the leading three places of origin.
Five days of connected experience
From Day 1 to Day 5, StartmeupHK promises a myriad of impactful and connected events, hosted by various partners of the festival:
July 6, Day 1 – The Connected Cities Conference hosted by KPMG will showcase innovations for the next generation of urban living. Global and regional speakers from academia and business, including leading entrepreneurs, will discuss successful smart cities around the world and how smart technologies, including the Internet of things, artificial intelligence and data analytics can enhance a city’s liveability, workability and sustainability.
July 7, Day 2 – The Connected Retail Experiences, hosted by Bailey Communications, is a full-day virtual fair and half-day conference for retailers and brand owners. These stakeholders understand that retail is changing and they’re looking for solutions to help reposition their businesses. The event will encompass the technology and innovation that goes into creating seamless branded retail experiences across all channels, as well as the future of retailing and how retailers are able to harness the power of the data lakes of information that they hold on their customers’ purchasing habits.
July 7-8, Day 2-3 – The Startup Impact Summit 2020, hosted by WHub ,will be what its name suggests – an event that brings together the local and international tech communities to showcase ideas and create impact. The event will feature multiple tracks with stages dedicated to venture capital, innovation, social impacts, and the Guangdong-Hong Kong-Macao Greater Bay Area and overseas markets. It will also include startup pitches, a job fair, a startup village, workshops, investor matching and a masterclass, as well as an Asia-wide hackathon. The event aims to connect entrepreneurs, corporates, investors and students, and help the audience gain practical skills to start and scale their business.
July 9, Day 4 – An exciting double-header of the Lifestyle Tech Conference and the Ecosystem Summit will commence. The Lifestyle Tech Conference, hosted by Jumpstart Media, will provide key insights into the global startup ecosystem. The half-day virtual conference will bring together high-value speakers from around the world, dissect today’s top trends, and share the experiences of the most promising startups, investors, corporates and change-makers disrupting our world today. It will also include a curated full-day virtual investor-matching session. The event will offer a sneak peek into the future of everyday life – participants will be able to hear first-hand on how lifestyle tech is changing the way we live, eat, work and shop.
Meanwhile, the Ecosystem Summit, hosted by the Mills Fabrica, will focus on ways to foster and grow the startup ecosystem in Hong Kong and internationally. With a series of panels and roundtables, the half-day event will highlight ways to develop entrepreneurial talent through education and incubation, transform corporates through innovation, take Hong Kong startups global, and promote the city as a world innovation hub.
July 10, Day 5 – The Hong Kong Financial Institutions Awards 2020 Forum will end the festival on a strong note. Hosted by Sina Finance, with support from the Center for Investing at the Hong Kong University of Science and Technology and S&P Global Market Intelligence, the forum and awards ceremony will celebrate the success of innovators in Hong Kong’s financial sector and recognise awardees’ contributions to the city’s financial markets. This year’s theme is “The road ahead: How will entrepreneurs be adaptive to the changing world in the next decade?”.
An embodiment of the Hong Kong startup ecosystem in action
Jayne Chan, the Head of StartmeupHK at InvestHK mentioned, “Now entering its fifth year, this year’s festival will be truly an embodiment of the Hong Kong startup ecosystem in action – from investors who provide the capital to fuel technological development to startup owners who push the boundaries and corporations that embrace new technological solutions.”
She adds, “participants will be able to witness first-hand how these movers and shakers are transforming every aspect of our lives, by the minute and for the better. The year 2020 marks the start of a new decade. Now it’s time for all of us to join forces to harness the wind of innovation and chart a course for the future.”
To follow the latest startup developments in Hong Kong, please visitwww.startmeup.hk.
Venture capital funding should be “nice to have” not a “need to have” for most businesses. There are some really exceptional businesses being built these days.
However, there are more and more businesses that are being built predominantly with external capital. Venture capital can be used to accelerate existing growth but shouldn’t be used as a lifeline in itself.
How many startups are on a perpetual tour of gas stations? Going from one funding round to another with the dream of eventually getting acquired without ever becoming a self-sustaining business.
Arguably, there are two ways that you could look at building a business; 1) The Thiel way, and 2) The Rabois way.
Thiel’s approach suggests that you should focus on a small market, dominate, and then expand. This is prudent advice for first-time founders that are proving their mettle.
Rabois’ method is to go after a large market from inception and be willing to lose money until you’ve reached dominance. Once you’ve reached dominance you can exploit the economies of scale as well as pricing power that comes from owning a market.
This post looks at where external capital isn’t suitable, companies that have successfully scaled without external capital, and some of the issues that follow when startups take on too much external capital.
Some startups are focused on applying the Rabois’ approach when acquiring a subscale market. This makes the unit economics that come with scale a distant mirage.
There’s nothing wrong with building a business in a subscale market. There’s a real niche for operators that are able to do it well and the returns on capital can be significantly higher than you could expect from other asset classes.
However, a lot of the time, these types of businesses don’t require external capital to scale. They just take time and effort.
Startups that weren’t reliant on external capital
There are a number of companies that have been successful and turned into billion-dollar companies without raising external capital, such as:
MailChimp — Ben Chestnut was running a design consulting agency and had a stream of clients who wanted email newsletters created. The company is now easily worth over US$2 billion without ever going through the VC fundraising process.
Lynda: Lynda Weinman built the product tutorial-by-tutorial before the company was acquired by LinkedIn for US$1.5 billion.
AdaFruit Industries and SparkFun: Two DIY kit companies that were able to find their market are now selling >US$30 million worth of kits each year.
Braintree payments: Braintree helped users exchange money online without worrying about being robbed by the other side. It eventually raised US$69 million in two rounds before being acquired for US$800 million.
Shopify: Went three years before raising its first round of external funding.
Shutterstock: Developed by a professional developer and amateur photographer, the company’s worth US$2 billion and never needed to raise external capital.
Tough Mudder: Will Dean was able to create a company that has US$100 million in annual revenue out of a small amount of personal savings.
Loot Crate: The company which creates subscription boxes for geeks, didn’t raise any money for the first four years and it was still able to generate US$100 million in revenue before raising external capital.
Mojang: The company behind Minecraft employed only 50 people and earned over a billion dollars before it was sold to Microsoft for US$2.5 billion.
The above companies either didn’t raise external capital at all or they didn’t raise external capital until they had found a successful business model that they could scale.
There are funding solutions available for entrepreneurs to prove out product-market fit but unless the market is there and it’s significant, venture funding might not necessarily be the right fit for a majority of companies.
It’s getting easier to go nowhere
It has likely become somewhat easier to raise capital over the last capital cycle because “startups are cool” and there has been a lot of press about the companies that have knocked it out of the park — although, less press about all the people that have tried and failed.
The lack of returns available through traditional asset classes combined with the hype has created one side of the marketplace — capital seeking a home. A switch in culture from wanting to work for large enterprises to “grinding it out in a start-up to change the world” has likely created the other side — people willing to try something new.
Largely, this will be beneficial for society as a whole as people get closer to realising their potential and no longer operate under the agency constraints of larger enterprises.
However, a lot of these businesses should be built organically and aren’t the typical candidates for external funding as a stopgap for real customers. It’s important to note that there’s a downside to taking on external funding.
In the situation where there’s an exit, if there has been too much dilution and there’s an aggressive capital stack, there might not be that pot of gold at the end of the rainbow for the founders.
The founders of Get Satisfaction didn’t get anything when they sold the company after raising U$10 million at a U$50 million valuation — the sales price was undisclosed.
Capital stacks
But how could this be so? Let me walk you through an example:
It’s important to understand the capital stack when looking at the last valuation.
Assume that a company raises US$3 million at a US$10 million pre-money valuation using preference shares in the first round and then subsequently US$10 at a US$50 million pre-money valuation in a later round (total raised = US$13 million).
The later investors could have a two-time liquidation preference (let’s just assume that they were able to negotiate those terms).
The later investors might be willing to give the company a higher valuation because the headline number makes it look like the company is a rocket ship on a trajectory to the moon. This makes it easier for the company to secure future investors, customers, and employees — all important issues that need to be solved for a young business.
However, this also creates the issue of the overlords (investors) needing to be fed before the founders and employees are able to eat.
In the above example, US$23 million (US$3 million invested in the first round and US$10 million at a two-times liquidity preference) needs to be repaid to the investors who stand in front of the founders and employees.
The company is typically raising at a valuation that it will grow into, which could take months or years.
If the company is subsequently sold for US$30 million, then the other shareholders (not the investors but the founders and early employees who received equity) will receive US$7 million or only 23 per cent of the sales price.
If the company is sold at U$50 million (the last valuation), then the other shareholders will receive 54 per cent.
The company needs to be sold for at least US$50 million to ensure that the preferred shareholders have their liquidity preference repaid.
The important thing to note here is that while there was only 46 per cent dilution (30 per cent in the first round, which was subsequently diluted again and 20 per cent in the second round), the founders and early employees only receive 23 per cent of the sales price if the company is sold for less than the last valuation.
It’s difficult to understand capital stacks and early employees typically aren’t given that much visibility into the investment rounds and terms. They’ll typically only see the headline number, which doesn’t tell the whole story.
The businesses that could look for venture capital should be looking to tackle a large market, have proven operators that can execute, and be able to scale quickly.
A startup should have some idea about where the customers will come from and what they’re willing to pay before raising venture capital.
Companies that are reliant on external capital will lack the resilience necessary to survive an exogenous shock that could cause a rise in funding costs.
Editor’s note: e27 aims to foster thought leadership by publishing contributions from the community. Become a thought leader in the community and share your opinions or ideas and earn a byline by submitting a post.
As a region, APAC has witnessed exponential growth in both mobile gaming and advertising revenue. APAC is home to over 1.23 billion gamers, more than every other region in the world put together.
While the high-value APAC markets such as China, Japan, and South Korea, tend to capture the most mind-share, Southeast Asia offers mobile gaming advertisers immense potential: a large, hardcore userbase with a relatively high ARPU for the region translates into exceptional opportunities.
In this piece, we’ll be looking at some of the key trends in mobile game advertising across the Southeast Asian region, identifying where the market is and what it responds best to.
What types of games are most popular in Southeast Asia?
The Southeast Asian region is unusual in that it has a relatively large user base that plays hardcore games. Titles such as Garena Free Fire, Lords Mobile, Ragnarok M, and PUBG take pole position in the region, both in terms of revenue and overall user numbers. According to a Niko Partners report, 90 per cent of Southeast Asian mobile gamers play e-sports titles.
At the same time, evergreen casual titles continue to enjoy immense popularity in the region. Candy Crush, Clash of Clans, Subway Surfers and Pokemon Go have each accumulated user base in the tens of millions.
There is an interesting mix of hardcore and casual gamers in this region. While core gamers are usually a small set, they contribute significantly to the gaming economy because of their high spending power. On the other hand, with increased smartphone penetration, it is the casual gamer base that has been rising exponentially.
Though they do not spend a lot of money, the time spent and stickiness quotient is very high. This is what makes them extremely attractive to advertisers. This mix of evergreen titles and a hardcore user base is advantageous to advertisers. Hardcore gamers tend to spend substantially more than mid-core and casual gamers.
While regional ARPU numbers remain relatively low, strong year-on-year mobile ad spends growth means that this hardcore user base with increased spending power will drive growth in the years to come. At the same time, the strong, user base for casual titles offers potential in terms of stable ad revenue streams.
Southeast Asian mobile ad market growth
While ARPU varies from US$8 in Indonesia to nearly US$80 in Singapore, breakneck year-on-year ad spending growth means the region has tremendous potential. Between 2016 and 2017, for instance, the region witnessed a 250 per cent increase in mobile ad spend. Mobile ad consumption is growing at an even faster pace than ad spends: The Philippines registered a nearly 430 per cent year-on-year increase in mobile ad consumption.
Both advertisers and publishers benefit here. Drastically increased ad consumption means greater revenue for game publishers. It also increases the TAM for advertisements, meaning ads reach more people, yielding higher product sales.
Mobile ad formats for Southeast Asian audiences
Hardcore and e-sports titles often monetise through in-game items that offer a competitive advantage. Southeast Asian gamers appear to be particularly receptive to monetisation approaches like in-game video. The Philippines, Indonesia, and Vietnam are among the world’s top ten countries in terms of mobile video ad consumption growth.
Because of the region’s relatively low ARPU and large gaming user base, alternative monetisation methods like opt-in video ads work to great effect. An effective strategy to monetise the user base would be offering premium currency and rewards to users in exchange for opt-in interstitials and videos.
It’s also important here to assess the kind of advertisements that work best in the region: Surprisingly, technology and social media-related ads account for less than 12 per cent of total ad views in the region. Retail, food and beverage, and health ads collectively account for over 50 per cent of all views. Advertisers from these sectors will see the best outcomes in terms of CTR.
With a population of nearly 700 million and a US$3.3 trillion economy, Southeast Asia offers immense opportunities to businesses in all sectors.
With smartphone penetration increasing, a hardcore e-sports oriented userbase, high opt-in rates for rewarded ads, and rapidly expanding mobile ad spend, the region offers developers, publishers and advertisers alike the chance to tap into a major new revenue stream as East Asian markets in Japan, Korea, and China mature.
Editor’s note: e27 aims to foster thought leadership by publishing contributions from the community. Become a thought leader in the community and share your opinions or ideas and earn a byline by submitting a post.
Is it a good idea to start your business while the world is grappling with a disastrous pandemic-recession combo? The answer could not be a simple yes or no. There are many factors to take into account.
For one, you have to evaluate the COVID-19 situation in your area. Some Asian countries such as Vietnam and Thailand are doing fairly well. Startups with local target markets have better chances of succeeding in these locations.
On the other hand, you should also examine pertinent information about the demand for the product or service you want to offer, the availability of suppliers or resources, logistics, and profitability.
The coronavirus health crisis and the economic damage that came in its wake have created difficulties. However, they also present business opportunities.
Make sure you choose the right business
Not all businesses can survive let alone thrive in the current economic situation. It is illogical to set your sights on a (conventional) movie theatre, recreation centre, or other similar businesses that cram people together in an indoor space. A travel and tourism venture is similarly out of the question.
The list is as follows: cleaning services, delivery services, drive-in movie theatres, grocery stores, liquor, and wine stores, meal preparation and delivery, canned and jarred goods, game making, and selling, fitness equipment sales, landscaping and yard care, bread-baking, coffee subscription, gardening supplies, mask manufacturing and selling, and telehealth services.
Two important attributes stand out in this list of businesses: serving essential needs and reduced human interaction.
If you want a business that succeeds in the midst of a pandemic, you need to focus on basic necessities and businesses with minimal personal interaction. “COVID-19 will force a rebirth of many industries as we all sit at home in lockdown, re-assessing and re-imagining modes of consumption, supply, interaction, and productivity,” says Mohit Joshi, President of the World Economic Forum.
Moreover, innovation and creativity are vital. It is worth noting that some of the most high-profile companies at present were born during or immediately after an economic downturn.
Uber, Slack, Airbnb, and Venmo are excellent examples. They introduced novel ideas that addressed needs in creative ways. Hopefully, the current crisis results in more innovative startups that help expedite economic recovery.
Harness technology
The role that technology plays in the new normal is undeniable. Businesses and consumers now rely on web-based communication, e-commerce platforms, and secure payment systems and other fintech innovations to do business. It is the worst time for business owners and managers to be Luddites.
“The COVID-19 pandemic has accelerated ten key technology trends, including digital payments, telehealth, and robotics. These technologies can help reduce the spread of the coronavirus while helping businesses stay open,” share Yan Xiao and Ziyang Fan of the WEF Digital Trade.
The rest of these ten tech trends are online shopping, digital and contactless payments, remote work, distance learning, online entertainment, supply chain 4.0, 3D printing, and 5G and ICT.
If you want to survive the challenges of COVID-19 and an unprecedented recession, you need technology working for your business. Tech does not only create conveniences; it also opens opportunities.
“What new technology does is to create a sandbox for innovation in addressing what a customer needs or wants, oftentimes with automation in mind. Businesses can get a significant boost by integrating these new tech solutions,” says Tyler Gladwin, CMO of Alpha Roc.
“The pandemic- and recession-stricken business landscape is filled with all sorts of challenges. You need reliable leverage, and that could be technology. Use it well and you can be assured of palpable benefits,” Gladwin adds.
“Digital is not a choice, it is the new norm! Companies need to transform into digital enterprises if they want to stay relevant to their customers,” says Xander van der Heijden, Founder and Chief Executive Officer of UNL Global. “This means they need to reinvent themselves, create new digital business models, implement a unified channel strategy where online is fused with offline, engage with their customers, and establish the ultimate customer experience.”
Going back to the question raised in this post’s title, yes, it makes sense to start a business even while serious health and economic challenges persist. There are many reasons to be optimistic in launching a business venture, which includes:
Cheaper raw materials, logistics, and human resource costs
Less crowded industries especially for businesses that offer innovative solutions
Better credit options through Central Bank rate cuts and government stimulus programs
Leaner operations with more employees receptive to remote work arrangements
Launching a startup in the face of a pandemic and global economic turmoil is not necessarily a bad idea. If you undertake the necessary due diligence to ascertain that you have the right business model and you take advantage of technology, you may just end up hatching a company that is as successful or even better than Airbnb or Uber during their heydays.
The developing Asian economy has been growing steadily before COVID-19 came. It does not make sense to play defeatist and pessimist. There is a lot more to exploit in this massive market that is set to drive the global economy after the pandemic.
Editor’s note: e27 aims to foster thought leadership by publishing contributions from the community. Become a thought leader in the community and share your opinions or ideas and earn a byline by submitting a post.
Southeast Asia (SEA) is home to four of seven of the world’s highest-performing emerging economies: Indonesia, Malaysia, Singapore, and Thailand.
According to McKinsey: GDP per capita for these countries has grown at least 3.5 per cent per annum since 1965. More recently (since 2000) we should include Vietnam and Myanmar to this list with an average GDP per capita growth of seven per cent and over the past eight years, the Philippines has also exceeded the yearly GDP growth per capita by 3.5 per cent.
The population of SEA consists out of roughly 600 million people. SEA has more than 360 million internet users. Out of which a 100 million internet users were added in just the last four years.
Venture capital activity
According to Temasek the region will have 10 new companies valued at over US$1 billion each by 2024. The internet economy in SEA will reach US$100 billion in 2019 and triple to US$300 billion by 2025.
Fundraising backed by venture capitalists, private equity funds, and corporate investors is reaching record levels in SEA.
What kind of opportunities should an angel expect?
US-based VCs tend to back a lot of breakthrough innovation and transformational technologies and experiment with new business models.
Venture investing in SEA tends to focus on companies with technology and solutions that are already proven in developed markets, with the required adjustments to grow in a developing market with different demographics.
The Future
SEA is now in a golden era for tech startup growth as people’s livelihoods improve. In 2018, the average per capita income of SEA countries reached US$4,600, similar to that of China in 2007 when the country started its tech boom.
Covid-19
Another essential feature of these emerging countries has been their ability to achieve macroeconomic stability, even at a time of global volatility, by adapting policies to fit their local context and changing conditions. For example, governments took quick action to ensure rapid recovery from volatile episodes, such as the Asian financial crisis of the late 1990s and the global financial crisis of 2008 and 2009.
Even though COVID-19 is not a financial crisis we can expect SEA to recover faster than other regions.
SEA vs. Europe and the US?
Investors are looking towards the East to find value and diversify their portfolio:
Europe is facing a lot of internal issues such as Brexit and Southern European countries on the verge of bankruptcy (even though the internal regulations of the European Union, in theory, make for an amazing market, they have not fully overcome their immense cultural differences)
The US has just ended a long cycle of recovery and expansion, which has been underpinned by record-low interest rates and tax cuts
Growth of the middle class
As mentioned, millions of households are starting to earn higher incomes and moving into the middle class, which means increasing demand for consumer products and services.
The population is young, productive, and growing. Also, the SEA market is immature and there’s room to boost efficiency. Both conditions are helpful for value creation.
Global tensions and safe havens
As friction mounts among major trading countries, especially between China and the US, the emerging markets of SEA are increasingly seen as a safe haven for global investors and new avenues to seek diversification.
Industries
Driven by consumer needs, more and more startups are reaching unicorn status. SEA is one of the fastest-growing consumer markets in the region and increasingly natural addition to the global investor’s portfolio.
Alongside consumer-related industries, the latest data shows that investors are also drawn to the emerging segments of technology such as mobile payments, smart cities, and e-commerce in the region.
It’s difficult though to generalise about the attractiveness of industries on a regional basis. One has to look at individual countries to identify opportunities.
The nations individually have a diverse set of structural capabilities, natural resources, and labour skills. Singapore has emerged as a financial and legal powerhouse that offers easy access to investor capital and a well-established legal system known for its rule of law.
Countries such as Indonesia have extensive natural resources in a variety of sectors, while Vietnam, Myanmar, and Cambodia still maintain attractive labour markets.
Cross-border growth
Cross-border growth opportunities are yet to be fully exploited in SEA and should be one of the prime areas for an angel to look at. Companies that successfully crack the cross-border code have direct access to one of the largest economies in the world.
There are few regional champions that are strong across multiple SEA geographies. This is due to challenges faced with raising capital to grow a business into different cultures, work with different regulations and languages.
However, on January 1, 2016, the Association of Southeast Asian Nations (ASEAN), inaugurated the ASEAN Economic Community (AEC). The AEC aims to create a single market and production base for the free flow of goods, services, investment, capital, and skilled labour within ASEAN.
Cross-border development and efficiency gaps continually threaten AEC goals (because, for example, of fears of brain drain or a race to the bottom), and cross-cultural and political differences have proven irreconcilable with the consensus building.
However, as the AEC continues to mature, opportunities will arise for companies looking to expand in or into the Southeast Asian market and foreign direct investment is one of the publicly-stated priorities for the AEC.
Bottom-up research
And so even though investors should view SEA as one focus region it is important to analyse bottom-up and look for industries in specific countries that have the potential to grow cross-border and not top-down where one might miss country-specific problems (a mistake commonly made by foreign investors and founders that seem to think: ‘if it works in country A, I can also easily scale in country B’).
Deeper due diligence & longer investment horizons
For angels looking to invest in SEA, there are layers of complexities: the varying levels of development between countries, differing legal systems, and multiple languages and cultures.
Hence, a deeper level of due diligence is required to navigate the intricacies of the region.
Also, due to the fact that the investment ecosystem is still less developed compared to the US and Europe, angels might have to accept a longer investment horizon (10 to 15 years) than they might be used to in developed markets (three to eight years), however, one can benefit from a potentially higher IRR as the region is emerging fast.
Ingredients for success
Scaling in SEA
Many successful (traditional) businesses have scaled successfully across the region. As long as one applies the right bottom-up methods and embraces the different cultures and regulations, there are no scaling barriers in SEA.
Follow-on capital
There is a consistent growth in the number of early stage companies and new VC funds, yet the amount of capital in early stage funds is not growing as much as more VCs prefer bigger and later stages.
Hence VCs are competing for the outflow of new companies funded by angel investors while this investable void (the space between ‘family & friends’ and VC capital) for angel investors remains large.
Sufficient talent
Finding talent is always a challenge. There’s currently simply more economic growth than talent. The upside is that the expansion in the region attracts a lot of foreign talent that is willing to start new businesses.
Either tech talent from India or successful founders from Europe or the US.
Opportunities for exits
Most exit opportunities are realised through M&A. There have been few large IPOs (Razer and game company SEA). As the region continues to attract more VC capital more and more PE funds will enter to seize later stage opportunities.
Editor’s note: e27 aims to foster thought leadership by publishing contributions from the community. Become a thought leader in the community and share your opinions or ideas and earn a byline by submitting a post.
Bukalapak President Fajrin Rasyid speaking on the Founders Stage on Day 1 of Echelon Asia Summit 2019
Indonesian state-owned telco operator Telkom has named Fajrin Rasyid, co-founder and president of local e-commerce giant Bukalapak, as the new director of its digital business arm.
The appointment was announced in a shareholders meeting on Friday, June 19, in Jakarta, according to various media reports.
It was part of the telco’s strategy to become “more profitable and reduce its dependence on mobile service,” according to CNBC.
Following the appointment, Rasyid has stepped down from his position as president in Bukalapak.
Prior to being promoted to President position, Rasyid was the CFO of the South Jakarta-based startup for seven years.
Graduated from Bandung Institute of Technology (ITB) with a 4.0 GPA, Rasyid started out his career as a consultant at Boston Consulting Group (BCG).
Throughout his career, Rasyid has won several awards including SWA magazine’s CFO of The Year and Endeavour Entrepreneur 2016.
With this appointment, all three of Bukalapak co-founders —Achmad Zaky, Nugroho Herucahyono, and Rasyid– have exited the company.
Bukalapak itself has secured its unicorn status in 2018. In an interview with e27, Rasyid likened the unicorn status to “stopping at a gas station.”
“Being a unicorn is a means, not an end. It is just like gas stations; we need to stop at a gas station to add fuel [to our vehicle] so that we can reach our destination … We don’t build companies in order to look for investments. We are here to serve the customers,” he said.
In early March 2020, Indonesia announced its first confirmed case of COVID-19. Since then, there have been rapid shifts in consumers’ lifestyles, purchase patterns, and consumer behaviour as they are starting to recalibrate their budget.
One of the observed shreds of evidence is that consumers are becoming more price-conscious, which affects their channel preference. These facts are a wake-up call for businesses to adapt and reiterate their ways of interacting and engaging with their customers by reducing interactions (i.e. physical distancing, work-from-home policy, etcetera.).
During these unprecedented times, experience and trust are determinant factors for businesses to make or break.
Nielsen’s study on the COVID-19 outbreak shows what we have witnessed in Indonesia, as well as in Tokopedia, on how consumers shift their purchase and selling behaviour.
During March-April, “panic buying” was observed among consumers as people anticipated more disastrous days to come from the spread of COVID-19. Suddenly, healthcare products have a surge in sales. This phenomenon was seen by numerous irresponsible sellers as an opportunity to maximise profits.
To avoid further price discrepancy, Tokopedia took significant action by shutting down thousands of shops profiteering from COVID-19.
In early May-June, customers’ ‘new normal’ behaviours became more consistent. We started to witness higher dependency on e-commerce or digital platforms to support remote working and personal hygiene.
According to Nielsen, 30 per cent of customers plan to shop online more frequently, with more than 35 per cent of them planning to visit malls less frequently. Another research published by McKinsey indicates that Indonesian consumers have shifted their purchase of household essentials to online channels (previously purchased offline and online mostly for secondary needs products only).
Hence the shifting to online will potentially become a new normal as consumers expect to reduce in-person activities for a more extended period.
Tokopedia evolved to adapt to the big shift in consumer behaviour
Given the facts, Tokopedia plays a vital role in these times of adversity by providing an easy and convenient way for all users to fulfil their needs online. Things that were previously purchased offline are now available on online platforms with plenty of shop options, regularly updated stock and supply, and sold at transparent prices.
To maintain economic and business sustainability, all the businesses that previously only operated offline and are heavily impacted by COVID-19, have been provided with an easy way to onboard on our online platform. Businesses that choose to open up a shop on Tokopedia will be exposed to 90+ million monthly active users all over Indonesia in only a matter of minutes, and with zero set-up costs required.
The infographic below shows the impact made by changing the way we engage with our users, and most importantly, how we endorse local brands to further secure the Indonesian economy.
Adapting to the new customer engagement strategy
As part of the changes, we have to ensure that Tokopedia keeps their promises to serve customers and can be contacted 24/7 regarding any situation. We’re all aware that more customers depend on us right now, like the end-users staying at home, either for work or school, and need to get all the essentials delivered to a home, or even new merchants with financial instability whose off-line store closed due to this pandemic.
Hence, the big shifts in strategies and prioritisation have been made to win our customers’ and employees’ hearts.
1. The big shift from channel-based to service-based customer management
The shifting to service-based management has been started since the end of 2019 as the response of the projection of the increase in customer interactions (that have not considered the pandemic condition). But then, the number of interactions increases faster than expected. There is a 40 per cent increase during the pandemic, but we’re ready to face it because the change has started earlier.
The service-based centre is beneficial for our front-liners as they are able to have more profound and accurate product knowledge.
As a result, the transformation enables us to increase productivity, improve quality, respond faster, and improve customer satisfaction, which in turn increases more than five p.p. thereafter.
2. The unthinkable success of Work From Home for the Customer Operations team
WFH was not an easy task for the operations team, where the accuracy of workforce placement and productivity target mainly requires physical presence and direct floor management. Yet, we were able to successfully deliver it in three cities within only one week of the deployment.
Being the first Indonesian technology company to implement digital customer service, we are able to run a fully work-from-home operation without sacrificing the quality of our services to our customers.
3. Automation to cater to what customers need
We implemented three-layer automation to identify and solve customers’ challenges:
Self-Service: Users can immediately get answers to their inquiries before they ask CS. This can deflect more than 90 per cent of the shipment issues.
Chatbot: An Artificial Intelligence that consists of 3I: Interface (having a messaging interface that makes it easy to use), Intelligence (the capability for solving issues, not only inquiries), and Integration (with the system by API). It can deflect more than 60 per cent of chat sessions.
Gandalf (API-Integrated Email Response): System that replies users’ tickets based on a set of condition rules and gives suggestions or actions. This is rear protection and still able to deflect 30 per cent of email tickets.
These become important due to the new normal of the traffic while the increase reaches 400 per cent during a big promo period. Minor alteration on the system was done to adjust to the pandemic situation.
4. ‘Proactive and Protective’ customer engagement and education
Beside proactive engagement to educate users and reduce the number of customer complaints, protective actions are taken by sweeping the platform for sellers who are setting the price of a product way over the market price — which frequently happened during the COVID-19 pandemic — as the demand for masks and hand sanitisers surged.
Nevertheless, this protective action is done regularly, from sweeping the platform for prohibited goods to taking down items that do not comply with the Food and Drug Monitoring Agency’s (BPOM) regulations.
5. Liven up the voice of customer monitoring through customer engagement hub
Customer Engagement Hub is a one-stop command center to monitor the voice of customers, operations performance, and transaction status in real-time. Tokopedia realized that what we see in the channels is just the tip of the iceberg.
Around 80 per cent of issues faced are not submitted to the channels and, in most cases, they criticize the brand to others through social media or to their friends/families.
To tackle this issue, Tokopedia strives to stay one step ahead to see things from the social universe. Hence, we can make informed decisions and take mindful actions to arrive at the most appropriate solutions.
In conclusion, COVID-19 has ignited new lifestyles and new behaviors that carry tremendous challenges and learnings in the area of customer engagement and experience.
Adaptability and agility are certainly at the core of businesses facing unexpected circumstances such as a pandemic.
We must learn to learn faster, change more quickly, and understand the new normal to continue winning customers’ hearts.
In a business of trust such as Tokopedia, especially in times of adversity, the role of Customer Excellence as the company’s front-guard, and the closest to the customers, is now more essential than ever.
Editor’s note: e27 aims to foster thought leadership by publishing contributions from the community. Become a thought leader in the community and share your opinions or ideas and earn a byline by submitting a post.
Company transparency can seem like a scary thing for entrepreneurs, especially if they’re trying to get their startup off the ground and making a profit. What if investors get cold feet and pull out? Maybe employees will become worried that the money is running out and jump ship?
Divulging a company’s weaknesses might seem like it could hinder success, but the opposite is true. After all, if the people in your company are left in the dark, then they can’t very well contribute to their fullest extent in making the business run better, can they?
In today’s competitive startup market, it’s not just a good business practice for emerging (and established) companies to embrace transparency, but a critical one.
Social media has made people more transparent with their lives more now than ever, and at this point, it’s expected for businesses to follow that trend.
The benefits of being transparent far outweigh any worries about the negative.
Employees shouldn’t be kept in the dark
Matthew Bellows, founder and CEO of Yesware, Inc. made waves in a 2014 New York Times article titled A Leader Struggles To Sell Software Meant To Aid Sales. Bellows’ transparency and the conversations with his team later led to Yesware meeting 96 per cent of its revenue goal.
If your company’s leadership team handles every decision in a boardroom with the door closed and the blinds drawn, it’s a safe bet that your employees will be nervous. “The things people make up about what’s going on are always worse than what is actually going on,” Bellows said.
When people are kept abreast of how a startup is performing and the changes that are being considered, they’ll feel that they’re part of the team and have the motivation to keep working forward.
Buffer, a social media engagement company, lists “default to transparency” right at the top of its core values on the company’s website. Buffer’s co-founder Joel Gascoigne, said that embracing transparency has “increased the level of trust” with his employees.
Transparency fosters investor support
While a startup’s investors might not be rolling into the office each day to actively put the work in, they have put their money in and deserve to know what’s going on.
If a company gives its investors incomplete information, they’re shooting themselves in the foot when it comes to the chances of success.
Forward-thinking entrepreneurs don’t look at transparency as a bad thing that reveals a startup’s struggles to investors, but as a way to build a stronger business.
If you want your investors to get behind your decisions in a scalable way, then it’s imperative you provide them with all the available information.
A company culture of secrecy won’t bring in new investors and it certainly won’t help keep investors for the long-term. If a start-up can provide a detailed report of the challenges ahead and how it plans to overcome them, then it will be more likely to have continued support.
Build upon customer loyalty
Just as a company needs to have strong trust with its employees, the same goes for its customers. Keeping customers in the loop with multiple aspects of a startup’s operations from emerging industry trends to important issues that may affect goods or services helps to maintain loyalty and trust.
It also provides some peace of mind that customers are getting a good return on their money.
PPC Pro, an AdWords management firm, boasts that it provides a “100 per cent truly transparent” experience for its customers with a minute by minute log of how their employee’s time is spent on a particular project.
This practice unquestionably helps in establishing trust between the brand and its customer base and reassures them that adequate attention is being given to the task at hand.
Furthermore, businesses that embrace a model of transparency will find that customers are more likely to stick with them when they’re upfront with bad news.
After all, nobody likes handing over their money to a business when they have feelings of suspicion or anxiety.
Transparency in practice
As for putting a culture of transparency into practice with a startup, entrepreneurs should remember that it starts at the top. This means having leaders who are willing to be vulnerable and honest, not just about the wins, but the challenges.
One way of promoting company transparency is by disclosing company financials. This doesn’t mean sharing raw numbers and leaving employees, investors, and customers to decipher what numbers or data mean.
Leaders should provide context, as transparency without the right information could do more harm than good. It’s key that company leaders provide the background for any financial information — good or bad — and how it relates to the current state and future.
Other companies take an even more transparent approach and share employee salaries. While employee salaries may seem like sensitive information to share, it could also help eliminate such issues as a gender pay gap and even incentivise employees to work harder.
We live in a time where transparency is mainstream than ever before, and the startups that embrace it will have a greater chance at long-term success than those that stay in the dark.
Editor’s note: e27 aims to foster thought leadership by publishing contributions from the community. Become a thought leader in the community and share your opinions or ideas and earn a byline by submitting a post.
