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Let your brand be a storyteller, not a seller: 6 marketing storytelling tips

Companies that have been listening to their customers on social media and other online channels might notice that people are less likely to trust brands that speak only about their products or services. Modern marketing is not about brands but people. A human focus becomes key.

Therefore, a marketing story must deploy not around the product itself but around the people whom it targets and who have created it. Human connections matter more than ever. 

Many companies struggle to tell good stories and build meaningful connections with consumers. To tell a story is not much of a challenge. To tell a great story is the art you must master well to make an impact.

After assisting many companies in the US and the Asia Pacific in marketing storytelling, I understood one key thing – great stories are only told by brands that do care about the people they create their products for. The common good must be a basis. Otherwise, the story will lack a “soul” and cannot make an influence. 

We need more stories reflective of existing economic, social, and environmental problems, providing solutions to them and reminding us of the values that remain important through the decades and even millenniums. 

Understand people you’re targeting

Exploring the target consumer’s lifestyle, preferences, and interests is key for marketing storytelling. Whether you’re telling a brand story in an animated video, article, presentation, or any other content type, it should be able to interact with the listener, intrigue them, make them involved.

How to achieve that? The intrigue commonly starts with a minimalist hint at something that matters to your audience. Are you sure that you know what it is?

Many brands may run marketing without having content persona research completed. I highly recommend creating a content persona that is similar to a traditional customer persona but is rather content-oriented than sales-oriented.

Also Read: 10 lessons on building a great team  by a marketing employee

It includes information about the consumer’s demographics, occupation, marital status, interests, daily struggles, lifestyles, types of content they usually consume, the social networks where they are the most active, favourite reading, topics, etc. It will help you better understand the people that your brand targets and create a story that resonates with them.

It’s the core value that matters

In these times, purchasing decisions are mainly based on trust and value. Although customers are more price-sensitive amid the Coronavirus recession, they prefer brands that bring a sustainable mission rather than those offering cheaper products/services. COVID-19 has brought suffering to many people, but it also has given us the necessary time to think of what’s really important.

Modern society has experienced massive re-estimation of personal values. Businesses should be too. Formulate your brand’s new values and clearly communicate them in your story. Let consumers know that you, as a brand, care about the same things as they do and that you both speak the same language.

Be authentic, honest and simple

We already have so many copies in the markets and in the crowds. Creating the new ones is not an option, be unique. Be honest and speak boldly about what your brand stands for and how your business solution can help accomplish that. Be honest about current problems that your audience might face in daily life. Be honest about your product.

If you’re a young brand, your product is still rough and imperfect, but it constantly evolves to become the ideal solution for people – don’t be afraid to say it. Let consumers know that you’re honest with them and that your brand is working to make their lives easier and enjoyable.

The marketing magic happens when the story is true and tells about the customer problem solution in the context of the brand’s bigger mission and common social values. 

Also Read: Making offline marketing cool again: How this AI startup is changing the future of B2C advertising

Clearly articulate your brand messaging

Make your message as simple and clear as possible. Approach consumers with a language that they can understand easily and that are close to them. If your target audience uses specific professional slang, you can use it too in order to transfer the idea better.

Also, you can use examples from their daily lives and depict situations that reflect their reality. Moreover, every brand has its unique messaging style and mottos. It’s important to articulate them right to be able to express the brand’s mood, style, and vibe.   

Find the right people to tell your story

As mentioned above, a good story is about the people. But I haven’t yet mentioned those who tell the story, and they also matter a lot. Under the storytellers, I mean content marketers who shape a brand message, voiceover artists, and even video production companies that your company partner with. They all contribute to the brand story creation.

While it refers not only to marketing but to every area, my piece of advice would be to collaborate with people with the same values. Sometimes, it matters even more than the years of professional expertise.

It helps set your collaboration like clockwork and co-create something great. And, of course, it allows telling a better brand story if you’re working on it altogether.  

Make sure you believe in the story that you tell

This tip had to be the first, actually. Make sure you believe in the brand and the product that you’re telling about in your story. Be aware of all benefits, advantages and goodies it delivers to customers. Be sure you understand its essence and value well.

Without believing in the product, good storytelling becomes impossible. However, it’s just a little objective opinion lost in the ocean of stories: good, bad and life-changing.

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.

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Fundiin receives financing for its Vietnam-focused BNPL platform

Fundiin

Fundiin, a Vietnamese ‘buy now, pay later’ (BNPL) service provider, has raised an undisclosed amount in a funding round co-led by 1982 Ventures and Zone Startups Ventures.

As part of the deal, Scott Krivokopich, Managing Partner at 1982 Ventures, has joined Fundiin’s board

The fresh funds will go towards bankrolling market expansion plans as the BNPL startup seeks to serve a “growing waitlist of merchants and their customers.”

Launched in 2019 by Nguyen Anh Cuong (CEO) and Vo Hoang Nam (CTO), Fundiin rides on the growing BNPL trend within Southeast Asia, where consumers only pay a third of the purchase price upfront, with the balance being automatically deducted interest-free over the next two months.

Cuong launched Fundiin after seeing that consumers were left with few viable options to pay for goods and services. According to him, the market is filled with predatory loans and complicated instalment products that often come with long wait times, hidden fees and high interest rates.

Also Read: How hoolah aims to tackle the misconceptions of Buy Now Pay Later

“We offer an interest-free instalment payment plan to consumers, instantly at point of sale with a single photo of ID card, making our model fundamentally better than credit cards. This facility helps retail merchants increase conversion, average order value, and reach new customers,” he shared.

“We co-led this financing round because we bought into Cuong’s vision of Fundiin, and have seen him adapt the model and gain traction through a difficult 2020, he has demonstrated the ability to lead a team and scale the business,” said Matt Saunders, Managing Partner at Zone Startups Ventures.

“Cuong and Nam have a bias for execution, taking an early lead in Vietnam’s buy-now, pay-later space by partnering with strong brands and focusing on customer experience. We have seen foreign competitors from Indonesia and Singapore take a shot at Vietnam, only to miss the mark and pull back. Fundiin is proving that being close to the market is a huge advantage,” opined Krivokopich.

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Image Credit: Fundiin

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A startup within an MNC: How Thales Digital Factory spins a new take on corporate innovation

Thales

Thales Digital Factory Singapore

Corporate innovation is the latest buzzword for large enterprises today.

Seeking to take a leaf out of the playbook behind the rise of tech giants such as Apple and Microsoft, multinational companies (MNCs) are looking to embed lean startup methodologies into their businesses.

Besides the buzzwords of “agile”, “sprints” and “MVPs”, what actually goes on behind the scenes of how multinational companies approach corporate innovation?

e27 had the opportunity to visit the Thales Digital Factory in Singapore. Conceptualised in 2018 to accelerate innovation and digital transformation for the French transportation giant and its customers in Asia Pacific, the Singapore branch is one of three digital factories worldwide, with the other two situated in Paris and Montreal.

Based out of a WeWork co-working space and adorned with project whiteboards, I could have easily mistaken it for an early-stage startup if not for the logo on its entrance.

Welcomed by Simon Mussard, Head of Thales Digital Factory Singapore, we were introduced to the latest project that the team was working on. Termed DIVA (distributed intelligent video analytics), the solution leverages existing CCTV cameras to enable effective crowd management at train stations and onboard trains.

Passenger density is calculated in real time using video analytics, with this data being used to show the occupancy levels of approaching trains.

Meanwhile, heat maps of stations and trains can be used by station managers in the operations control centre to monitor passenger movements across the entire system.

Video analytics can also be used for many other transportation use cases, among them are the detection of unattended luggage and trespassing on platforms and whether there are still passengers on board when the train reaches the end of the line. The system is currently in trial with local transit provider SBS Transit.

Thales

Video analytics used in DIVA technology measures passenger density in real time (Photo credit: Thales)

We spoke to Mussard to learn more about the Digital Factory and its future projects.

Below are the edited excerpts of the interview:

What do you do at the Digital Factory? How is a typical day at the Digital Factory like?

The mission of the Digital Factory is to accelerate the digital transformation of Thales and our customers. To do so, we focus on four pillars:

  • Build and operate the Thales Digital Platform, a cloud-based environment to host our digital products securely and efficiently.
  • Develop new digital solutions following the MVP process. These solutions can be for internal purpose or can be new products for our customers.
  • Collaborate with the startup ecosystem through incubation and acceleration programs.
  • Set up a Digital Academy to support the skills and practices transformation of our colleagues.

Our employees work in small agile squads, gathering from five to eight profiles, with all the skills required to build and operate our digital products.

Also Read: foodpanda CTO: Why autonomy is important for developing agile tech teams

We build our culture upon the values of empowerment and transparency. Our squads are encouraged to define and improve their own agile ceremonies and techniques to deliver great solutions to our customers.

How many people are employed at Thales Digital Factory Singapore? What are the main roles?

Out of the 200 “Factorians” in our global digital factories network (with Paris and Montreal sites), 20 are based in Singapore. We bring together all the roles and skills needed to build and operate our products: user-experience designers, product owners, full-stack developers, DevOps engineers, scrum masters, data scientists and engineers.

How does Thales decide which projects are taken up by the Digital Factory? Are there some requisites/specific details that the company follows?

There are two main questions we consider when selecting a project for the Digital Factory: 1) is the Digital Factory the right organisation to develop this product, and 2) is this a product we should invest in as a group?

For the former, our Digital Factory organisation and skills are optimised to develop digital products based on cloud technology using an iterative and agile methodology. Our user-centric approach, combined with our scrum and agile practices, allow us to design, test and adopt a new solution based on feedback from our customers and observable results.

This approach may not be best fitted for upstream technology research or a situation where our customers have already defined a clear list of specifications.

Also Read: ‘There’s no one-size-fits-all for corporate innovation, experimentation is key’: Sunway Group’s innovation chief

With regards to whether we should invest in the project as a group, we have defined and deployed our own selection framework inspired by the lean startup and design thinking methodologies. To keep it simple, we want to develop solutions that are desirable, feasible and viable.

On average, how long does it take to conceive an MVP and bring it to the trial stage?

On average, our MVPs are in production (exposed to and usable by early adopters) after three to six months of development, depending on the complexity of their components. Once in production, we continue updating and enriching the solution based on the users and customers feedbacks.

Besides the DIVA system and collaboration with SBS, are there other solutions developed in the Singapore Digital Factory that are currently in the market?

Our Singapore Digital Factory team is collaborating with all Thales businesses in Singapore and in the region to develop digital solutions.

As an example, the team, in collaboration with our colleagues in the rail signalling business, developed a digital tool called COMPASS that leverages Machine Learning algorithms to facilitate the test and commissioning of new systems.

This product was designed and developed in Singapore, leveraging our local activity and teams to tailor the user experience and algorithms to the actual needs of signalling engineers and public transport operators.

After a few months of development and local validation of our model, we have deployed COMPASS to other projects and is now part of the global portfolio of Thales’s ground transportation business line.

Can you share the details of any new solutions that you are working for Singapore or the region?

For confidentiality reasons, we are not able to disclose information on specific solutions that are currently being worked on for the region.

While the examples provided so far have been related to the ground transportation sector, our Singapore Digital Factory is industry-agnostic and supports all Thales businesses in the region to develop new digital solutions. These include the security and defence industries, aerospace and air traffic management and digital identity and security.

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Image Credit: Thales

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In brief: Amazon acquires Indian startup Perpule, HealthPlix raises US$13.5M Series B

Amazon acquires Perpule to capture India’s kirana-tech market

The story: Global online commerce giant Amazon has acquired Indian retail tech startup Perpule.

The deal details: US$14.7 million in an all-cash deal. An additional US$5 million is expected to be paid to compensate Perpule’s employees.

The objective: With this deal, Amazon plans to capture India’s massive kirana tech (tiny stores in India distributed across every neighbourhood) market.

About Perpule: Founded in 2016, the startup helps small stores go from offline to online.

Its primary product is UltraPoS, a store management service that helps small businesses digitally manage and automate their inventory and purchase orders from distributors and billings.

“Perpule has built an innovative cloud-based POS offering that enables offline stores in India to better manage their inventory, checkout process, and overall customer experience,” an Amazon spokesperson said.

Also Read: Ecosystem Roundup: Here are the 6 SEA startups vying for IPO in 2021

There are over 12 million kirana stores in India and companies like Jio, Paytm, and more are in a race to capture the market.

Remote consultation app HealthPlix raises US$13.5M

Investors: Lightspeed (lead), JSW Ventures, Kalaari Capital, and Chiratae Ventures.

What the funding will be used for: Expansion of its doctor base, hiring, and product enhancement.

About HealthPlix: Founded in 2014, India-based HealthPlix offers full-stack-services for doctors to deliver smooth remote consultations. Through its app, doctors can maintain patient records and offer remote consults to improve patient outcomes.

It primarily focuses on chronic diseases like endocrinology, diabetology, and cardiology.

The startup claims it serves more than 12 million unique patients in India.

“What sets HealthPlix apart is its doctor-first B2B approach. Doctors are the most influential decision-makers in healthcare. We believe whichever platform wins their trust will have the sole right to orchestrate the entire US$88 billion of healthcare spending,” said Vaibhav Agrawal, Partner at Lightspeed, and a former physician.

Singapore small businesses most resilient through the pandemic: Report

The story: According to CPA Australia’s survey, Singaporean businesses showed the highest resiliency in comparison to their Southeast Asian counterparts.

How the survey was done: The survey polled 4,227 small businesses in 11 Asia Pacific markets, including 307 respondents from Singapore.

More about the story:  In the survey, 55 per cent of Singapore’s small businesses said that the pandemic affected them adversely.

This was lower than 67 per cent in Malaysia, 81 per cent in Vietnam, and 68 per cent in Indonesia.

Image Credit: Christian Wiediger

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KiWi New Energy: Making green energy available to all

With activist investors and shareholders now putting more emphasis on environmental, social and governance (ESG) factors, the corporate embrace of sustainable elements like renewable energy (RE) is no longer limited to corporate social responsibility or public relations efforts.

RE100, a global corporate RE initiative bringing together hundreds of large businesses committed to 100% renewable electricity, currently boasts over 290 members including multinationals like 3M, Accenture, BMW, Danone and PepsiCo. Collectively, these corporations are present in 175 markets worldwide and account for 315 terawatt-hours per year of RE demand.

However, connecting green energy committed businesses and individuals is no simple matter. The power sector is highly regulated, and in many nations, users have no direct access to green and RE power sources due to energy monopolies, a high entry barrier.

Pioneering online energy marketplace

This is where KiWi comes in. The Taiwanese startup revolutionises access to green energy for individual consumers and businesses, enabling direct purchases of green electricity with a single click on its app.

Backed by blockchain technology and AI analysis as well as hardware to monitor solar panel productivity, the Taipei-based startup digresses from the traditional model of centralised electricity supply.

Co-Founder and CEO Steve Huang said, “Our AI-based RE exchange platform directly connects users to get 100% green energy from solar plants or wind plants locally. It leverages AI to analyse user behavior and provides insights to users, making the transition to green energy easy for everyone.”

Also read: Solving multiple medtech problems with a single device powered by AI

KiWi is the first startup to bring to fruition an online-based direct energy marketplace. Its understanding of the power is backed by Huang’s expertise as a serial entrepreneur with over 15 years of experience in green energy.

Huang has also overseen the successful listings of two solar energy businesses — Gintech Energy and E-ton Solar — on the Taiwan Stock Exchange.

Those looking to revolutionise the power sector and energy sources face three key challenges across the globe: energy monopolies that fully centralise control, high green energy conversion costs as a barrier to entry and lengthy administrative processes often lasting more than six months.

Backed by AI, validated by blockchain

KiWi offers speed, efficiency and transparency for green energy adopters: users can sign up in just three minutes and one click, while all transactions are validated by blockchain. Its fully decentralised platform gives users insights into usage analysis and forecasts energy demand.

KiWi buys green energy from project developers using long-term power purchase agreements (PPAs), with energy received validated by blockchain. On the end-user side, households and businesses directly purchase green energy and certificates — green premium products — from KiWi’s website. The process is almost immediate, with zero conversion costs incurred and AI-enabled optimisation of energy usage.

Closer to home, KiWi sources power from Taiwan Power Company (TaiPower). The first part of the process begins with power generation. KiWi secures volume long-term RE supply from main engineering, procurement and construction (EPC) companies like solar and wind plant developers. These EPCs then sign energy surplus PPAs with TaiPower.

Also read: TuringCerts combats fraud with blockchain-powered certificate validation

Second, KiWi and TaiPower sign an RE transmit and distribution contract, after which TaiPower installs smart meters at both energy generation and usage ends.

Third, users who subscribe to KiWi’s green energy supply sign an online PPA and join its Green Partner Programme. KiWi’s Smart Energy AI then analyses and optimises energy usage models for every customer.

The fourth and final part of the process is KiWi’s Smart Energy Monitoring user interface, which provides users with real-time energy usage data so users can save energy and reduce costs based on individual usage profiles.

Fundraising, partnerships as a gateway to ASEAN

Building on its web presence, KiWi is targeting to bring its mobile app online by June 2021 — first in Taiwan and then ASEAN by way of Singapore. The platform is also planning a California launch in the second half of 2021, backed by its U.S. project team and the state’s receptiveness to energy exchange models.

“Thanks to our core team of 15 technology, engineering and project management experts in the U.S. and Taiwan, KiWi has secured more than 500 megawatts of RE supply in both countries,” Huang noted.

Also read: Nongsa D-town: bridging the digital talents of Southeast Asia

KiWi is now in the midst of closing an Asia-focused round of fundraising and is considering bringing in an RE investor. Huang expects to close a major Series A round next year.

“We are looking to partner with both EPCs and corporates that have ESG commitments in Singapore, especially those who are members of RE100. We are considering corporate VCs as well as co-marketing partnerships with large corporates like Singtel to help bring KiWi to its network of affiliates and clients.

“Singapore will be a testbed and launchpad for us to enter neighbouring nations with much larger energy markets such as Malaysia, Thailand and Indonesia,” he said.

Embracing a cleaner, greener future

The World Health Organization estimates that around seven million people die every year from exposure to polluted air, of which 4.2 million mortalities are attributed to ambient air pollution.

This has put pressure on governments, companies, and individuals to pivot from coal-fired power plants that contribute to ambient air pollutants.

In 2019, global sourcing of renewable electricity hit 200 gigawatts and was valued at US$300 billion. Corporate PPAs accounted for 25% of the market (50 gigawatts; US$75 billion) while SME and household purchases accounted for 10% (10 gigawatts; US$15 billion).

“We are moving towards a future where green energy will be a mainstream source of energy. For corporations making the switch, 87% are driven by customer expectations and 76% by shareholder requests for ESG elements. Over 80% of companies embracing green energy are doing it to save costs, while 84% do it to manage long-term risks,” Huang said.

To learn more about KiWi New Energy, check out their website here.

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This article is produced by the e27 team, sponsored by 
STPI

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