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Roundup: Ryde launches cryptocurrency wallet; Techstars-EG partnership to drive more investment into APAC

Techstars, Aussie real-estate fund manager EG to drive more investment into APAC

Techstars, a global platform for innovation and investment, and EG, an Australian real estate fund manager, have partnered to drive more investment and startup connections in the Asia Pacific region, with a focus on the proptech and fintech sectors.

Through this partnership, EG joins the global network as part of the Techstars Pathfinder membership programme.

Will Robinson, Vice President for Asia-Pacific, Techstars, said: “With this partnership, Techstars will be able to support EG with their investment and innovation agenda tapping into more than 2,100 portfolio companies from all over the world, (with 500+ added each year), to provide up-to-date and detailed views across a wide range of interest areas, tailored introductions to interesting startups, and data-driver reports and analysis.”

Ryde to allow users to pay for rides using bitcoin

Singapore’s social carpooling app Ryde has launched a cryptocurrency wallet that allows users to pay for rides using bitcoin.

Customers can now convert their bitcoin into Ryde coins to top up their RydePay wallet and pay for their travel.

This feature will be available for all users in Singapore.

At present, one RydeCoin is valued at one Singapore dollar.

Over the next nine months, the firm plans to introduce Ethereum as an additional payment option.

CompareAsiaGroup’s CCO Prashant Aggarwal to become interim Country Manager at SingSaver

SingSaver has appointed Prashant Aggarwal, Chief Commercial Officer at its parent company CompareAsiaGroup (CAG), as interim Country Manager of the personal finance platform.

He replaces Rohith Murthy, who is leaving SingSaver after a 5-year stint.

In his new role, Aggarwal will oversee SingSaver’s overall business strategy, manage relationships with investors and partners, and supervise all core business functions, which will report to him.

At CAG, Aggarwal was responsible for overseeing revenue and client relationships as well as managing the board and investors.

Also Read: Financial comparison platform SingSaver launches instant digital comparisons, with a nod from MAS

Having previously held senior positions at financial institutions Visa and American Express, Aggarwal has strong credentials in financial products and functions.

“Our focus remains on enhancing our digital services, especially in banking and insurance, to help our customers make better choices about personal finance in this new normal,” Aggarwal added.

InstaReM launches BizPay to help Singaporean SMEs improve cash flow

InstaReM, the consumer and SME-focussed operation under fintech platform Nium, has launched a new service to help Singaporean SMEs maximise their cash flow.

Called BizPay, it utilises credit limits in the corporate cards and converts them into working capital to help businesses make payments, including commercial rent or utilities or other supplier payments.

With BizPay, businesses can get commercial benefits such as membership rewards or cash rebates.

Leveraging InstaReM’s existing remittance platform, businesses would only need to type the name of the beneficiary, the amount and currency of payment, and charge the whole payment to their corporate card for funding.

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Roundup: Indonesia partners with Lazada to help 2M SMEs go digital

Indonesia’s government partners with Lazada to help 2 million SMEs go digital

The government of Indonesia has partnered with Lazada Indonesia, an e-commerce platform, to help two million small and medium enterprises (SMEs) go digital this year, according to The Jakarta Post.

The SME Ministry and Lazada Indonesia have launched a training programme to help companies set up stores on the e-commerce platform.

“It is very timely for small businesses to be able to market their product by using information technology,” said Arif Rahman Hakim, a Deputy of HR Development at the ministry.

The government has already partnered with a number of other startups such  as Blibli.com, Shopee, Tokopedia and Bukalapak to help SMEs sustain their businesses during the pandemic.

Pasar app launches equity crowdfunding campaign

Malaysia’s Pasar App has officially launched its equity crowdfunding campaign on the Ata Plus platform.

The startup is looking to raise RM700,020 (US$164,000) in return for an 18.9 per cent equity hold in the company, according to a press statement.

The funds will be used for product enhancement and to grow its current operations.

“We believe that the traction gained in Pasar’s testing period determines the strong demand for fresh grocery delivery services in our community,” Tunku Eddy, Founder of Pasar App, said.

Pasar App is a grocery e-commerce app aimed to deliver fresh wet market goods to the doorstep of its users.

Google India launches a playbook for startups to cope with COVID-19 challenges

Google has launched a playbook titled ‘Playbook for startups to face the COVID-19 Challenge‘, which includes contributions from startups, mentors, and VC firms like Prime Venture Partners, Blume Ventures and Matrix Partners, according to Inc42.

Also Read: Roundup: Ryde launches cryptocurrency wallet; Techstars-EG partnership to drive more investment into APAC

According to the firm, the book will include is a compilation of strategic frameworks and practical advice for startups to make sense of the changing landscape, during the pandemic.

MDEC Chairman asserts Malaysia as an innovation economy

The Malaysia Digital Economy Corporation (MDEC) Chairman Rais Hussin has asserted Malaysia as an innovation economy that “can compete in a disruptive technology world”, according to MalayMail.

“The MDEC will no doubt play a leading role in introducing emerging technologies which are essential tools in the new Malaysia 5.0 digital economy. If such a policy is missing from our national strategy, Malaysia will be left behind and excluded from digital ecosystems and workforces,” he said.

Image Credit: Unsplash

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Business matching and cost savings: Introducing the newest e27 Pro features

e27 Pro was built to help enable companies access insights, tools, and opportunities that help them address the problems that hold them back.

As we continually evolve e27 Pro, we are delighted to share with you our newest feature updates!

Also read: How e27 Pro helps startups remain in view of APAC key investors

Get cost savings with extra Perks

We will soon be launching the newest e27 Pro feature, Perks.

Perks is designed to provide members with discounts from a highly curated basket of services and products that would aid in the growth of their business.

We’re talking about over US$10,000 worth of savings on products and services that today’s businesses need. These include online payment processing platform Stripe; marketing, sales, and customer service platform Hubspot; cloud platform AWS Scout, and many more.

The current list of perks will be announced early next month and e27 Pro members can access them immediately. We are working on having more top class software and services to be included so this list of Perks will be continually expanding.

Also read: Is your startup in need of funding? Let the e27 Pro Fundraising Highlight do the trick!

Find your business match with Connect

Our ongoing Connect Program for Investment/Fundraising have resulted in over 800 successful connections between startup and investors.

With the success of the Connect Program the past few weeks, we have decided to expand the scope to connecting the Pro members to experts, mentors, and consultants who will be able to help them address problems they encounter as they run their businesses.

You have to be Pro Member in order to participate in the program. If you are keen to participate and work out the membership details at the same time, you can fill up this program form and someone will get back to you on the membership details.

Join e27 Pro

These new features are exclusive for members of e27 Pro. Be a part of the Pro community and enjoy these features and more by signing up for an e27 Pro membership today! You may visit here for more details.

 

Featured image credit: 123rf/Saksit Kuson

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Beenext launches US$110M fund for early-stage startups in SEA, India

Singapore-based VC firm Beenext announced today that it has closed a US$110 million fund, which will be focused on “empowering early-stage startups and founders in India and Southeast Asia”.

This marks VC company’s 4th consecutive fund focused on the emerging markets in Asia.

The newly-launched fund, called Beenext Emerging Asia Fund, aims to back startups in the e-commerce, fintech, healthtech, agritech, edutech and AI/data-driven technology domains.

About 50 per cent of the fund will be allocated for the Indian startup ecosystem.

Also Read: Ecosystem Roundup: OVO, Dana in merger talks; gojek CTO Ajey Gore resigns; Fincy raises US$11M; Tuas Capital, The Hive to launch SEA startup fund

Additionally, the VC firm has announced the closing of a US$50 million fund, which will be exclusively invested in SaaS businesses in Japan to accelerate digital transformation in each industry.

Teruhide Sato, Founder and Managing Partner, said: “COVID-19 has impacted every aspect of global business, but we continue to see startup founders pushing the boundaries to not only survive but thrive in this environment. The relentless attitude of founders will mean that solutions for a post-COVID world will also come from them.

Now more than ever, we feel the need to nurture the entrepreneurial ecosystem to ensure we bounce back as a strong community of founders. Beenext has always believed in “building businesses together with founders and fellow local co-investors to have a lasting impact,” he added.

The backers of these two funds include major institutional investors in the US, along with Japanese corporations, global family offices and entrepreneurs.

Beenext has been active crossing the region since its inception in 2015 having invested in 72 Indian startups and 45 in Southeast Asia. In total, it has invested in more than 180 startups globally.

Some of its notable investments in Southeast Asia and Japan include Zilingo, Sendo, Trusting Social, Ralali, Amartha, Dekoruma, Mekari, Zenius, Sentient, and Japan’s largest HR SaaS company, SmartHR.

Image Credit: BEENEXT

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Grab CEO announces lay-off of 360 employees, addresses COVID-19 impact to business

 

Grab CEO and co-founder Anthony Tan said in a note sent to employees today that it would be laying off 360 people or “just under” five per cent of its total workforce.

He further emphasised that this will be the company’s last major jobs cuts for 2020 and that a major recession is expected in the future.

The ride-hailing giant promised the affected employees with severance payment, enhanced separation pay, a waiver of annual cliffs for equity vesting, laptop for keeps, medical insurance coverage until the end of the year, encashment of maternity and paternity leave, encashment of unused accrued annual leave and GrabFlex credits as well as emotional and career transition support.”

Recently, Grab had also publicly posted a LinkedIn note sent out to investors called ” Note to Investors on Addressing the Challenges of COVID-19 ” where he provided direct insights on how COVID-19 has impacted Grab and underlined the value of collaboration.

Below is the note:

Dear Grabbers,

From the moment we began navigating through this global health crisis, I hoped I would not have to send a note like this. It is with a heavy heart that I share with you today that we will be letting go about 360 Grabbers, or just under 5 per cent of our employees.

We understand this news will cause anxiety and dread. Please know that we did not come to this decision lightly. We tried everything possible to avoid this but had to accept that the difficult cuts we are making today are required because millions depend on us for a living in this new normal.

Also Read: Roundup: Grab launches initiative to boost small biz in SEA; Co-founder Miguel McKelvey exits WeWork

Every impacted Grabber has contributed to building Grab into the everyday app that it is today. We are deeply grateful for your efforts and we will do all that we can to help you get back on your feet.

We have always hired with the best of intentions for Grabbers to grow together with us. We are truly sorry for what’s happening today. To those who are impacted, we owe you an explanation.

Since February, we have seen the stark impact of COVID-19 on businesses globally, ours included. At the same time, it has become clear that the pandemic will likely result in a prolonged recession and we have to prepare for what may be a long recovery period. Over the past few months, we reviewed all costs, cut back on discretionary spending, and implemented pay cuts for senior management. In spite of all this, we recognise that we still have to become leaner as an organisation in order to tackle the challenges of the post-pandemic economy.

To achieve this, we will be sunsetting some non-core projects, consolidating functions for greater efficiency, and right-sizing teams to better match our changing business needs to be given the external environment. We are also doubling-down on our delivery verticals and have redeployed Grabbers to meet the increased customer demand for deliveries. We were able to save many jobs through this redeployment of resources and it helped limit the scope of the reduction exercise to just under 5 per cent. I assure you that this will be the last organisation-wide layoff this year and I am confident as we execute against our refreshed plans to meet our targets, we will not have to go through this painful exercise again in the foreseeable future.

Our Board and leaders continue to be bullish on our business outlook. We will focus on adapting our core verticals such as ride-hailing, deliveries, payments and financial services to address the challenges and opportunities of the new normal. At the same time, we will expand support for small businesses by enriching our merchant service offerings. We believe these steps will steady us on the path towards sustainability.

If you are affected by this layoff exercise, you will receive an email by today, June 16th, 1 pm SGT, with guidance on next steps. We want to make sure you can speak to your Business Manager and HR representative personally and have organized these discussions to take place as soon as possible over the next two days. Please bear with us as we strive to facilitate this process with a high degree of sensitivity, and with the utmost respect for your privacy. If you are not notified by 1 pm SGT, you are not impacted, and I encourage you to be there for Grabbers who are.

Also Read: Roundup: Nanox raises US$20M for Vietnam expansion; GrabMart now available in Cambodia

For Grabbers leaving us, I understand the mix of emotions and anxieties you will go through over the next few days, weeks and months, and we wanted to address that by providing financial, professional, medical and emotional support that includes:

Severance payment of half a month for every 6 months of completed service, or based on local statutory guidelines, whichever is higher. Enhanced separation payment equivalent to about 1.5 months of salary on top of the severance pays as additional assistance during this COVID-19 crisis and bonus for work done in 2020. Waiver of annual cliffs for equity vesting, so that more Grabbers can leave as shareholders. This means that your outstanding unvested equity will vest monthly until your last date of employment. Medical insurance coverage until the end of this year through existing medical insurance, or a stipend equivalent, so you can have peace of mind through these uncertain times. Maternity and paternity leave encashment for female Grabbers who are expecting and male Grabbers whose wife is expecting, as of the last date of employment. Encashment of unused accrued annual leave and unused GrabFlex credits under your Flexible Spending Account. Career transition and development support in the form of outplacement support from our Talent Acquisition team and the creation of a Talent Directory that allows recruiters and companies to reach out to impacted Grabbers for opportunities. We will also provide impacted Grabbers access to sessions with a life coach and half a year’s worth of online career development tools, so they can continue to grow in their personal and professional lives. Emotional support via the Grabber Assistance Program which you will continue to be able to access for 3 months after your last date of employment.

Finally, you can opt to keep your laptops to help you in the search for your next adventure.

In our eight years, we have faced numerous challenges, and we have always been able to survive – and thrive – because our commitment to our customers in Southeast Asia is unwavering. We are deeply rooted here and we continue to stay true to our mission of driving Southeast Asia forward.

Also Read: Ecosystem Roundup: OVO, Dana in merger talks; gojek CTO Ajey Gore resigns; Fincy raises US$11M; Tuas Capital, The Hive to launch SEA startup fund

This is a difficult time for all Grabbers, and I know that this is a lot to take in. If any of you have questions or need a listening ear, please feel free to ping me over email or Slack, and I’ll gladly receive your feedback and do my best to provide answers.

To the Grabbers who will be leaving us, each of you has made a lasting imprint on our region through your sacrifice, grit and determination. I am deeply grateful for your efforts and we are where we are today because of you. Thank you for sharing your talent and passion with us. Thank you for enriching the lives of Grabbers, our customers, and partners through your contributions. You will always be part of the Grab family.

Image Credit: Grab

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Singapore’s visual recognition startup Gaze.ai snags US$830K in seed funding led by Anchorless Bangladesh

Gaze.ai, a Singapore- and Bangladesh-based Artificial Intelligence startup, announced today it has raised US$830,000 in seed funding.

Anchorless Bangladesh, a US-based VC firm investing in startups in the South Asian country, led the round.

Existing angel investor Mohammad Maaz also co-invested.

The firm was established in 2018 by Shehzad Noor Taus Priyo (CEO, co-founder), Motasim Rahman (COO, co-founder), Kevin Pierce (CTO), and Dr. Nabeel Mohammed (Chief of Research).

Also Read: Differences between AI and Machine Learning, and why it matters

Gaze offers an API for visual recognition technologies such as spoof-proof face recognition, product recognition, and multilingual OCR (Optical Character Recognition). The firm’s mission is to embed AI into everyday life by enabling others to easily build software powered by visual recognition AI.

The startup claims with its technology, online transactions will be safer, sign-up/in will be effortless, finding the product you are looking for will be easier, checking into the workplace will be contactless, and paying for the parking will be seamless.

Gaze currently has a team of 23 people across Canada, Singapore and Bangladesh.

“Our goal is to get any developer to ‘Hello World’ in under five minutes. The way we do that is by building the best developer experience and iterating on community feedback. We believe very strongly in the power of open source communities; they have, time in and time again, changed the world for the better,” said CEO Taus.

“When we look at the incredible engineering and technical talent in Bangladesh today, it seems obvious to us that a few standout companies will be able to rally the troops and build an indispensable product utilized by people around the world. We see that potential clearly in Gaze, led not only by a long-term global vision, but also backed up with world-class technology offering practical value for its users,” Rahat Ahmed, Founding Partner and CEO, Anchorless Bangladesh.

Image Credit: Gaze.ai

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Roundup: E-commerce enabler iPrice Group names new CEO

iPrice Group CEO Paul Brown-Kenyon

Paul Brown-Kenyon is the new CEO of iPrice Group

Product discovery and comparison platform iPrice has appointed Paul Brown-Kenyon as its new CEO, according to a press statement.

In the current position, Kenyon will be responsible for scaling the organisation successfully and helping consumers, merchants and partners looking to tap into the e-commerce market. He will be involved in strategy building, operations, corporate governance, performance management, as well as helping iPrice become an attractive workplace for talents.

“Paul’s experience in building tech companies in Asia is a perfect match for the growing demand for operational excellence at iPrice. We are convinced that in this new role, Paul will help bring iPrice to the top league of SEA startups,” shared David Chmelař, the group’s former CEO, who now assumes the title of Executive Vice Chairman and co-founder.

Also Read: Ecosystem Roundup: OVO, Dana in merger talks; gojek CTO Ajey Gore resigns; Fincy raises US$11M; Tuas Capital, The Hive to launch SEA startup fund

Singapore startup BasisAI launches new platform Bedrock

BasisAI, a Singapore-based Artificial Intelligence startup, announced today the launch of Bedrock, a new machine learning platform that aims to empower data-driven enterprises to deploy AI in the real world responsibly.

According to a press statement by the company, the new platform will enable users to have faster time-to-impact for machine learning in their enterprise and achieve AI governance-by-design.

“In the last year, we’ve been told repeatedly by enterprises that they often have to tread a balance between speed and governance. We have built Bedrock so that ambitious enterprises who want both rapid time-to-market and reliability don’t have to compromise. If you rush a machine learning software build and it’s not robust, it can fail silently in unintended ways, leading to bottlenecks down the line. Likewise, if governance is just a matter of filling in compliance paperwork, rather than built into the workflow, it’s simply going to stifle innovation,” said Feng-Yuan Liu, CEO and Co-Founder, BasisAI.

Image Credit:carlos aranda

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How do you raise VC funding as a student entrepreneur? Find out the answers here

No matter what you read in a textbook, there are still some questions that can only be answered from experience.

In this special feature by e27, we give student entrepreneurs and aspiring founders the chance to get their burning questions answered by the some of the most eminent VC investors in Southeast Asia: Michael H. Lints, partner at Golden Gate Ventures, and Binh Tran, partner at 500 Startups Vietnam.

Golden Gate Ventures is a Singapore-based firm which was founded by three Silicon Valley entrepreneurs in 2011 with currently over 45 portfolio companies across Asia.

500 startups is a San Francisco-based accelerator which also manages venture investments across 74 countries. Its most notable investments in Southeast Asia include Bukalapak, Grab and Carousell, to name a few.

Here is how it goes down:

What are some qualities you look for in a student entrepreneur if you were to invest in them?  (Felix Tan, founder at Skilio)
Lints: We don’t make a difference between student entrepreneurs and other entrepreneurs. They must share similar values. Before investing, we want to understand if they can be a future leader of their company? Are they humble and willing to learn? Are they focused, and do we believe they have what it takes to execute on their vision?
What advice would you give a founder who is still in the development phase of their product to persevere through the pandemic? (Vaibhav Sen Malla, Pennsylvania State University)
Tran: If you still have a day job, keep it. Don’t quit until you’ve released and seen some early validation that your solution is working. No one can read the future, and during a downturn, investors are not just looking for great ambitious ideas, but also for lots of traction.
Expect fundraising to be more difficult now than before the pandemic so the more you can execute without dependence on outside capital, the more options you’ll have.
Even if you’ve dedicated yourself to your startup, my advice is similar except that you should have a heightened sense of urgency. Release what you have, learn from observing your users, make necessary changes, and repeat.
If after a few iterations you’re finding that your changes are not helping you find traction, don’t be afraid to make bolder changes and even consider a product or business model pivot. Seeing the process of how founders execute, learn, and adapt, especially during a crisis such as COVID-19, is a significant factor when investors evaluate deals.
If I want to start a company, what is the ideal path after completing graduation? (Shubham Raut, University of East London)
Lints: Just start. When it comes to entrepreneurship, there is no ideal path because things will change all the time. Most important is just to start. Once you have clarity around your idea, it comes down to execution and the willingness to throw the idea in the bin if it doesn’t work out.
The good thing about getting started is that it gives you the best feedback ever. If your consumer doesn’t like the idea, they will let you know immediately. It allows you to iterate and improve.
Which aspects of a business model are most important to a VC considering from a long term investment point of view? (Smit Ojha, University of Newcastle)
Tran: Founders must be reminded that not all successful businesses need venture capital and that other sources of capital exist outside of venture capital. That said, not having a scalable business model in a rapidly growing market is the most common reason for rejections by VCs.
Ask yourself, “In five years, can my company reasonably make US$100 million in annual revenue?”. If your answer is yes, but your plan to achieve that goal depends solely on execution or only by offering better pricing, that would not be an ideal strategy for most VCs.
In that case, angel, strategic, or private equity investors might be a better match for capital sources. In venture capital, the path to growth and scalable revenue often depends on uniquely differentiated advantages such as new technology or early mover advantages.
If you can demonstrate those advantages while showing a path to rapid growth and scalable revenue, you’ve cleared a couple of the many hurdles in unlocking venture capital.
How can a student entrepreneur display their credibility while raising funds as a student? (Zhi Hui, founder at Skilio )
Lints: No different than regular entrepreneurs. Show the willingness and capacity to win the market your in. Provide insight into why your idea is more valuable than other ideas. Show investors, you have done your homework properly when it comes to the tech you’re building or the industry you’re trying win over. It’s not always about traction. Some entrepreneurs raise money at a really early stage because they were very diligent about presenting their idea and doing research on the market.
What are some actionable ways I can build my network to reach out to VCs while still studying? (Diyanne Kassim, Singapore Management University)
Tran: First, build a list of VCs that you care about. You’ll have a better chance connecting with seed stage investors than with Series A and beyond. This is because investors focused on Series A rounds and beyond typically are looking for companies that have revenues north of US$4 million and tend to be less engaged with new and inexperienced founders. Find a list of funds whose AUM is under US$100 million as most seed investors have funds well under that amount.
Here is one list and another to get you started. Go to the websites for each fund, look at the profiles of the investors, and find tidbits of information that might connect you. This might be a shared alma mater, hobby, or belief. Curate a list of VCs you want to connect with but limit it to less than ten because the quality is better than quantity when it comes to relationships.

Second, ask if anybody within your network is connected to these people. For those without common connections, you’ll need to cold email. Craft a personal and sincere email for each investor and forward to your common connection, asking for an intro or send a cold email.

Be concise and very specific about what you’re asking for in your email, whether it be simple career advice or an invite to talk to the school’s entrepreneurship group and include specific next steps. For example, if the next steps involve a call, give the investor several 30 minute times that you’re available for them to choose from in the timezone that is friendly to the investor. Be respectful of their time and make it easy for them to accept, and you’ll have a VC network in no time.

Also Read: Why should universities teach blockchain to students?

Does dress code matter while pitching? (Arbaaz Iqbal, SP Jain)
Tran: Within that first 60-minute meeting, investors are trying to understand your mindset, values, and motivations quickly, so it’s essential that you’re as authentic as you can be.
Your dress code should closely represent your default setting, whether it be a suit or jeans and a T-shirt. You’re not selling a product or service but rather a version of yourself and investors want to meet the real you. So no, the dress code doesn’t matter.
What are some behavioural differences between VCs in different regions? For example, Southeast Asian VCs compared to American VCs? (Victor Han, National University of Singapore)
Lints: The most significant difference for me is the ecosystem they operate in. The US is way more mature when it comes to tech investments. The ecosystem, therefore, is more competitive. Southeast Asian VC is still very collaborative.
If a student with no credible background wanted to catch up with a VC over coffee, would he be willing? (Jovan Lee, Nanyang Polytechnic)

Lints: Ha! Define credible? To me, it’s about how you approach a VC. Asking someone for a  coffee without a clear plan is a waste of everyone’s time. Don’t immediately ask the coffee question but try to gauge if there is a sincere interest in a conversation.
Tran: Contrary to popular belief, most VCs I know work a ton of hours and have very little work-life balance. Aside from talking to new founders, VCs have to spend time with their team, limited partners, and the founders with whom they have already invested. This leaves very little time for anyone else.
However, I believe experienced professionals from all industries, not just venture capital, should take the time to mentor juniors and give back to their communities. So don’t hesitate to reach out to VCs.
Image Credit:  Harrison Kugler

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How startups can consistently acquire new customers post-COVID-19

COVID-19 has debilitated the global economy over the last few months. This pandemic is predicted to be the biggest hit to hit the global economy since World War II. The crisis continues ravaging small businesses specifically startups across the globe.

For a long time, statistics have painted a grim picture for the survival of startups in normal operating environments.

In light of such data, it follows that startups will suffer in the new business landscape created by the pandemic. This post looks at the impact this crisis might have on startups and how these ventures can improve their fortunes post COVID-19 crises.

The startup scene so far

Over the last few months, the global crisis has virtually wiped out supply chains, thus crippling most startups. Most startups rely on the latest technology to streamline their operations, and any hitches in supply chains affect operations.

Worse still, access to capital has crippled many of these businesses. In China, where the effects of the pandemic were first felt, venture capital dropped drastically from 50 to 57 per cent. If this drop in investor capital is replicated globally, it will wipe out US$28 billion in startup investment. Already, reports indicate 41 per cent of startups globally have little cash to survive more than three months during this crisis.

Add to this the fact that many startups laid off full-time employees since the beginning of the crisis. Many others have suffered a decline in revenues since the COVID-19 crisis hit.

While stimulus packages have become the order of the day, many startups don’t expect any help from policy relief measures. They might not be big enough to enjoy such assistance.

Strategies for startups to grow post COVID-19

While things are tight in the startups’ business landscape, this also presents an opportunity to rethink business models and find ways to survive. There seems to be no respite in sight even as countries start reopening cautiously.

Also Read: How do you optimise the customer experience during a festive rush?

If you own a startup or you plan to launch one in this environment, there are some factors to consider to acquire new customers. Take a look.

Analyse the impact

It’s hard to foresee an industry that will remain unchanged post-COVID-19. Your startup must invest heavily in research to determine what has changed to adapt to the new normal. You have to ask yourself not only how this crisis has affected your business but also how it has affected your target customers.

An objective evaluation will show where you stand in terms of operational readiness to continue with customer acquisition. You should also assess your key risk areas for your startup and also review the company’s financial vulnerabilities.

The data you collect from your research should be the springboard to any changes you make in your customer acquisition strategy. As a startup, you have a leeway to try new methodologies in customer acquisition. However, you need quality data to guide you on the best tactics to acquire customers.

Audit and adjust customer experience

This crisis has given a massive boost to digital marketing, but the situation in terms of customer experience is nowhere near ideal. Many startups pre-COVID-19 used their online platforms to complement their land-based operations.

For such startups, this crisis presented a big challenge as transitioning to full online operations came with myriad challenges. With lockdowns, restrictions on movements, social distancing, and other measures to counter the new coronavirus, most customers moved online.

They expected the best experience but in some cases, businesses were struggling with the avalanche of orders.

What’s worse, the breakdown in supply chains meant many startups could not deliver products. Businesses must understand what went wrong during the crisis to improve their customer acquisition rates.

Start by learning how your target customers feel about your service levels before the crisis and during the crisis. You should carry out surveys to learn what customers expect and build your customer acquisition strategy around these expectations.

Rehash your content strategy

These are no ordinary times, and as such, your business cannot continue using the same content as before. Create content with a more personal touch if at all you want to attract new customers. Post-COVID is not the time to boast about cutting-edge technology and your revenue projections. Instead, you must show empathy with your customers who have suffered through this time.

Your marketing team must go back to the drawing board and create a content strategy that’s honest and transparent. There’s no harm in showing your vulnerabilities because everyone has suffered terribly over the last few months. However, you should also display your resilience and willingness to stand with your customers at all times.

Use a robust and versatile content marketing strategy that includes blogging, social media, e-books, guides, and other types of gated offers, video production, and email marketing. All these techniques have high rates of success and ROI in acquiring new customers.

Leverage social media for customer acquisition

Facebook, Instagram, Twitter, and other social media networks play an integral in promoting consumerism today. Social media is bound to become even more critical post-COVID-19 with social distancing measures expected to continue for a long time.

In this new normal, businesses have to find the easiest contact points with their target customers. Social and digital marketing is a smart strategy if you want to acquire new customers. You can use these platforms to showcase your products, show social proof, and boost brand visibility.

Also Read: How Tokpedia’s VP of customer engagement managed his customers during the pandemic

With the right social media content strategy, it’s easy to get people talking about your brand. It is an easy way to boost engagement levels by talking to prospects and providing crucial feedback.

Employees are your biggest asset

Whether you have managed to retain all employees or not during this crisis, you have to appreciate the critical role they can play post-COVID. In a startup, employees are like family, and most of them work hard to realize the dream of the venture.

You can promote user-generated content to target new customers after the crisis. From reviews, testimonials, behind-the-scenes to COVID-19 safety videos, try creative ways to bring employees into your campaigns.

Increase engagement

This crisis has reduced human contact and many people miss going out and talking to their family and friends. You should consider using this opportunity to increase engagement through handwritten cards, check-in phone calls and personalised emails to your target customers.

You can also create contests to increase customer feedback and engagement. Now that most people will shop online, make sure you share these contests across multiple channels. The bottom line is to communicate clearly and transparently and always be available to give feedback.

Optimise your website

Post-COVID-19, you can expect more people to shop and seek many other services online. For this reason, you must optimise your website and make it more customer-friendly. Make sure your website is mobile-friendly, provide multiple seamless payment options, 24/7 customer support, and comprehensive product and service description.

You should also find ways to integrate martech into your customer acquisition strategies. There are plenty of helpful tools out there that can support you with this.

The COVID-19 crisis has devastated the global economy. Due to their vulnerability, startups have suffered a lot during this crisis, with many collapsing. However, there’s a window of opportunity for the resilient ones post COVID. With these tips, it’s possible to revive the fortunes of your startup through customer acquisition. 

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Malaysian fintech startup Curlec raises funding from 500 Startups

 

Curlec,  a Malaysian fintech startup, has raised an undisclosed amount of funding from 500 Startups, according to a press statement.

The fresh funds will be used by the company to grow its Malaysian operations through product development and market expansion especially in Southeast Asia.

Established in 2018 as a bank-to-bank (B2B) payment system that brings direct debit facilities to businesses of all sizes, Curlec builds technology on top of the direct debit B2B payment infrastructure in order to offer easier debit access to smaller companies.

“Our vision has always been to enable businesses of all sizes to access the previously inaccessible Direct Debit system,” said Zac Liew, co-founder of Curlec.

Small to medium-sized businesses can often face trouble while accessing the direct debit system. That is because the system has mostly been paper-based while other custom-developed software needed to deal with individual banks.

Also Read: Ecosystem Roundup: OVO, Dana in merger talks; gojek CTO Ajey Gore resigns; Fincy raises US$11M; Tuas Capital, The Hive to launch SEA startup fund

Curlec allows businesses to utilise its platform via a simple API that automates the entire collection workflow, putting companies in control of their cash flow and when they get paid.

During the global health pandemic, the startup claims to have experienced an acceleration of merchants moving to subscription businesses models. This was because more founders have realised the value of obtaining more predictable sources of income in the future.

“As the market continues to evolve, we are also expanding our vision further also to help businesses grow by enabling them to enter the subscription economy firstly in Malaysia, and then Southeast Asia,” said Liew.

“In light of Covid-19, we continue to see growth in our offering, with many traditional businesses having to shift online. Despite the lockdown in Malaysia, we are continuing to average 20 per cent month-on-month growth this year in transaction volumes, which just highlights the current demand that businesses have to move towards online recurring payments,” he continued.

During the pandemic, many fintech companies in the Southeast Asian market experienced a rise in popularity as the customers become more careful about cash transaction and moving their shopping activities online.

Image Credit: Curlec

 

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