Flux Series: Marketing Leaders is happening at the St. Regis in Jakarta, Indonesia, on 15 November 2023. Are you working in the field of marketing? Don’t miss out on this focused and curated event designed especially for marketing professionals!

Visit Flux Series: Marketing Leaders for more information! Read on to get discounted tickets.

In an era dominated by visual content, the ability to create compelling and engaging visuals is paramount for businesses and content creators. Whether it’s for marketing campaigns, social media posts, websites, or presentations, high-quality visuals play a crucial role in capturing the attention of the audience. With the rapid advancements in artificial intelligence, particularly in the field of Generative AI, the process of creating visual content has changed dramatically.

Generative AI refers to a class of artificial intelligence algorithms that generate new, original content based on patterns and examples in existing data. It has proven to be a game-changer in various industries, including visual content creation. But why is harnessing Generative AI for automated visual content creation a matter of paramount importance?

Advantages of Generative AI

One of the most significant advantages of using Generative AI for visual content creation is the efficiency it brings to the process. Traditionally, designing visuals could be a time-consuming and resource-intensive task, often requiring specialised skills and software. With Generative AI, much of this process can be automated. This allows designers and content creators to allocate their time and resources to more strategic and creative tasks.

Moreover, Generative AI systems can generate a vast number of visuals in a short period. It can also be trained on specific styles, themes, or brand guidelines, enabling the creation of highly customised visuals. This is particularly beneficial for businesses that aim to maintain a distinct visual identity across all their content. Automated visual content creation can produce tailored visuals that align with the brand’s message and resonate with the target audience. With preferences and trends in visual content constantly evolving, keeping up with these changes manually can be challenging. Generative AI, on the other hand, can adapt to new styles and trends quickly by analysing a wide range of visual data, generating content that aligns with current preferences and ensuring that businesses stay relevant in their visual marketing efforts.

Also read: Learn how to achieve automation in operational processes and workflow at Flux

Automation through Generative AI can also significantly reduce the costs associated with visual content creation. It eliminates the need for extensive design teams or expensive design software licenses. This democratisation of visual content creation means that even smaller businesses with limited resources can produce high-quality visuals that compete with larger enterprises.

At its core, Generative AI can act as a creative partner for designers and content creators. Handling repetitive tasks frees up creative professionals to focus on more innovative and high-level aspects of visual content creation. Additionally, it facilitates collaboration by providing a starting point for further refinement and customisation.

Ultimately, harnessing of Generative AI for automated visual content creation marks a significant leap forward in digital marketing and content creation. It empowers businesses to create visually compelling content efficiently, at scale, and with a level of customisation that was previously unattainable. As Generative AI continues to advance, its role in visual content creation is poised to become even more indispensable, shaping the future of how we communicate visually in the digital landscape.

Challenges in adopting Generative AI

One of the foremost challenges in adopting Generative AI for content creation lies in the knowledge gap. While the technology has made significant strides, implementing it effectively requires a deep understanding of both AI principles and the specific nuances of the content creation domain.

Content creators and marketers may find themselves grappling with the complexities of training models, fine-tuning parameters, and interpreting results. Bridging this knowledge gap demands a commitment to ongoing education and collaboration between experts and specialists, as well as industry leaders who understand what brands need. Without this foundational understanding, leveraging Generative AI for content creation can be a daunting and potentially unproductive endeavour.

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Furthermore, staying abreast of the rapid advancements in Generative AI technology poses an ongoing challenge. The field is in a state of constant evolution, with new techniques, models, and best practices emerging frequently. This necessitates a commitment to continuous learning and adaptation. For businesses and content creators, this means ensuring their teams are well-versed in the latest advancements, or in some cases, seeking external expertise to navigate the evolving landscape effectively. Keeping pace with the cutting edge of Generative AI is essential to maximising its potential for content creation, but it also demands a willingness to invest in training and development.

Flux Series: Marketing Leaders

Understanding this knowledge gap, Flux Series: Marketing Leaders aims to equip today’s marketing professionals with the practical know-how on how to optimise their teams in ways that could empower their brand. One of the key areas that marketing leaders must navigate is the world of content creation.

Also read: Braze: Top customer engagement platform will be at Flux!

Powered by Generative AI, marketing content can be calibrated in ways that could capture, nurture, and expand one’s market. As such, at Flux Series: Marketing Leaders, we are launching a series of workshops where participants can take part in interactive and practical application exercises where they can hone their marketing talents in real time.

Learning alongside regional industry leaders, Flux Series will be leading a workshop on “Harnessing Generative AI for Automated Visual Content Creation.”

This workshop will be led by no other than Warren Leow, CEO of Inmagine Group which owns 123rf.com, pixlr.com and designs.ai. Warren has previously worked as a management consultant with Bain & Company, ran the largest accelerator in Southeast Asia, and was in commodities trading with an oil and gas major.

Inmagine is a creative ecosystem that spans content, community and creative tools with the mission to allow creatives to work SMARTER, FASTER, and EASIER using AI, technology and creativity.

With Warren’s extensive experience in the field, he will be discussing the potential of Generative AI for visual content creation and how this can be explored and leveraged by marketing professionals from across the region. Moreover, marketing leaders get to participate, test out, and experiment with different strategies on the spot.

Join Flux Series: Marketing Leaders

Join Warren Leow and other industry leaders at the Flux Series and be a driving force in the AI-powered marketing revolution. To learn more about the event, you may visit the official Flux Series: Marketing Leaders page.

Get ready to embark on a journey that will not only deepen your understanding of AI-driven marketing but also equip you with the actionable insights needed to thrive in the dynamic world of modern marketing.

Join Flux Series: Marketing Leaders with discounted tickets here.

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We are living in a world of rapid technological advancement. In a span of a couple of decades, we have moved from mobile phones to smartphones, from Web2 to Web3 and to an era of AI and clean energy.

But even as we embrace the benefits of innovation, some of the innovation might go awry if left unattended. Hence, the Government might want to come in to ensure the stability of society.

In the EU, there is a push for regulation of the Artificial Intelligence (AI) Act to ensure the ethical use of AI. However, some of the industry players are pushing back against the proposed regulations, stating the burden of compliance with the regulation will hamper the development of the industry.

Such a tussle between the need to promote innovation while having the right regulation to ensure responsible use of technology and safeguarding society is a delicate balance between the society, Government and industry players. Much like the delicate act of nurturing a bonsai plant, the challenge lies in striking the right balance.

The silent revolution of innovations

Historically, innovations often seemed to be running against the current of their times. When cars were first invented, or when the first iPhone was launched, many could not fathom the profound changes they would bring. In many ways, these innovations were like cryptic pieces of art; their true value wasn’t immediately understood. Yet, they had the potential to redefine the world.

The grace of non-intervention

A significant reason some innovations flourished is that they were left relatively untouched in their early stages. Without excessive intervention from the authorities, these innovations are allowed room to grow, adapt and navigate their purpose into the society. There’s inherent wisdom in allowing the market to play its role in determining the fate of these innovations. Some will naturally thrive, while others will wither away.

When is the right time for regulations to come in?

However, non-intervention doesn’t mean a handoff approach. Once an innovation begins to show signs of significant growth and potential impact, regulations should be considered. Introducing regulatory frameworks at this juncture can ensure the innovation grows sustainably and ethically, benefiting the larger community.

Also Read: Why fintech companies should learn about customer retention from e-commerce companies

Drawing parallels with bonsai cultivation, a plant needs to be allowed to grow to a certain size before the art of trimming and pruning begins. Immediate restrictions can stunt its growth, depriving it of reaching its true potential. Similarly, introducing regulations prematurely might rob an industry of unparalleled opportunities.

The irreversibility of regulation

However, one has to keep in mind that regulations, once set, cast a long shadow. They will have a great impact, and often lasting, impact on the growth and trajectory of the industry and its innovation. Given the long-term implications and costs, it becomes challenging for regulators to backtrack or make drastic changes. Such shifts come at a high price for both the regulating bodies and the industry.

Therefore, it is important for the authorities to carefully consider the impact of their regulations.

Monetary Authority of Singapore (MAS) and the regulatory sandbox

One can look at the approach Singapore is using to balance innovation and regulation. The MAS introduced a ‘regulatory sandbox’ where fintech startups can test their products in a controlled environment without immediately facing the regular regulatory requirements.

This approach acknowledges the fast-paced nature of fintech innovations and provides a safe space for experimentation. Once a product’s viability and potential risks become clear, appropriate regulations can be established. This forward-thinking approach by MAS ensures that Singapore remains a hub for fintech without compromising on regulatory safeguards.

One use case is how Kristal.AI, a digital wealth management platform, was enrolled into the sandbox to test out the business model and later graduated from the sandbox once both the industry and regulator had a better sense of how the new product impacted the industry.

A healthy environment – a fine art of balancing innovation and regulation

Balancing regulation and innovation isn’t a matter of cold calculus but a nuanced art. It’s about discerning the “right” moment for intervention, ensuring that innovations are given the chance to reach their potential. By adopting a patient, informed, and timely approach, we can harmonise the dance between regulation and innovation, ensuring a vibrant, sustainable, and ethical future for emerging industries.

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Korea Investment Partners (KIP) has closed US$60 million for its first flagship Southeast Asia venture capital fund.

Korea Investment Partners Southeast Asia (KIPSEA) Venture Fund I has attracted institutional investors from South Korea, Hong Kong and Singapore, including Samsung Life Insurance, Korea Development Bank, Korea Growth Investment Corporation, D.camp, Woomi Global, Mirana Ventures and Korea Investment & Securities Asia.

Also Read: An amazing opportunity for startups to enter the South Korean market

The fund will be dedicated to investing in seed to Series B, high-growth technology startups in the region, with a small proportion reserved for South Korean companies looking to expand into the region. Key focus sectors are fintech, proptech, and enterprise software.

Incorporated in 1986, KIP is one of the largest venture capital firms in South Korea, having made over 900 investments. With more than US$3 billion in assets under management, some of its notable portfolio companies include Kakao, Naver, YG Entertainment (all South Korea), Halodoc (Indonesia), and Tiki.vn (Vietnam).

KIP is a subsidiary of publicly-listed Korea Investment Holdings, a financial conglomerate with multiple financial verticals, including securities, asset management, banking, credit finance, private equity, and real estate.

KIP first established its foothold in Southeast Asia by launching the GEC-KIP Technology and Innovation Fund in 2018, with Singapore as the headquarters. It has been actively deploying capital to promising startups within the region.

Also Read: East Ventures, SV Investment launch US$100M fund to bridge SEA, Korea startup ecosystems

“Underpinned by strong macroeconomic factors and the development of technological and digital capabilities within the region, Southeast Asia remains a key target market for KIP. We target to utilise KIP’s strategic networks and the strength of its ecosystem to identify and nurture early-stage, high potential and category-defining companies across the region,” said Synclare Kim, Head of KIPSEA.

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On the second day of She Loves Tech Global Conference, which fell on October 27 in Singapore, GGV Managing Partner Jenny Lee spoke about the unique characteristics of Greater Asia region which global investors need to pay attention to. This is especially related to where the region is in terms of digital transformation.

“I will say, for the Greater Asia region, the challenges that we have are a little different, meaning that we are actually a bit more functional,” she began.

The Managing Partner highlighted that to implement novel technologies such as AI, for example, the challenges that companies may face include the lack of sufficient data, as many countries are just in the early stage of digitalisation. When there is no sufficient structured data, there is just no capacity to begin the automation process.

“While there is definitely opportunity for some of the more advanced cities or countries in this region, there are other areas that may need work … but you cannot avoid the transition, because it is important. Digitalisation, for consumers, can present itself in terms of better education, tax, healthcare services,” she told moderator She Loves Tech Chief Content Officer Sharon Lim.

At the fireside chat, Lee also spoke about how technological disruption affected the workforce and how policies can impact the success of startups who are able to seize that opportunity. She pointed out that there are major trends in Asia that are policy-driven by the government which can be seen in countries such as China.

Also Read: 

“I am not against government supporting industries, because I think that if you are in the startup business, you want to be lucky as well,” she said.

Investment beyond the borders

Lee is no stranger to the global startup investment community and has made significant achievements in the field. A trailblazer in Asia’s venture capital industry, she was the first woman to crack the Midas List top ten (2015), has remained on Forbes Global 100 VC Midas List since 2012.

As a passionate technologist, she pays attention to trends in various tech verticals, not just the ones that GGV is focusing on. This is includes niche verticals such as space tech.

“Even though it is not my area of investment, it is my personal interests,” she said.

She also shares her preference for companies that are building technologies that are “not easily copied.”

“Long-lasting companies have their own advantages … That unique advantage sometimes is operational excellence, sometimes is user interface.”

The post The secrets to startup success: GGV Managing Partner Jenny Lee unveils winning investment strategy appeared first on e27.

Open metaverse company Animoca Brands has announced a strategic partnership with NEOM Company, the company behind Saudi Arabia’s iconic project NEOM City, to drive regional Web3 initiatives in line with the Kingdom’s Vision 2030 plan.

Animoca Brands will work with NEOM on building Web3 enterprise service capabilities with global commercial applicability, which will be deployed to support technology advancements in Riyadh and the NEOM region.

Also Read: ONE Championship, Animoca partner to create NFT-powered mobile game

These projects will include a range of Web3 initiatives, including plans to establish a hub within NEOM to nurture the local Web3 ecosystem and bring in extensive capabilities from across Animoca Brands and its subsidiaries, partners, and a broad portfolio of investments.

As part of the deal, NEOM Investment Fund (the strategic investment arm of NEOM) has proposed investing US$50 million in Animoca via convertible notes and secondary share purchase.

Majid Mufti, CEO of NEOM Investment Fund, commented: “Web3 technology and infrastructure development will not only be an important foundation of NEOM’s tech stack and architecture, but also has potential to revolutionise global industries. By partnering with a market-leading company like Animoca Brands, we hope to accelerate Web3 technology development and adoption.”

NEOM is a region being built in northwest Saudi Arabia on the Red Sea. It will include hyperconnected, cognitive cities, ports and enterprise zones, research centres, sports and entertainment venues and tourist destinations. As a hub for innovation, entrepreneurs, business leaders and companies will come to research, incubate and commercialise new technologies and enterprises in groundbreaking ways.

Also Read: Animoca Brands nets US$20M in new round for its ‘Mocaverse’ project

Animoca Brands develops and publishes a broad portfolio of products, including original games such as The Sandbox, PHANTOM GALAXIES, Life Beyond, and Crazy Defense Heroes, and products utilising popular intellectual properties from the worlds of sports and entertainment, such as The Walking Dead, Power Rangers, MotoGP, and Formula E.

It has multiple subsidiaries, including The Sandbox, Blowfish Studios, Quidd, GAMEE, nWay, Pixowl, Forj, Lympo, Animoca Brands Japan, Grease Monkey Games, Eden Games, Darewise Entertainment, Notre Game, TinyTap, Be., PIXELYNX, WePlay Media, and Gryfyn.

Animoca is also an active Web3 investor, with a portfolio of over 400 investments, both directly and through Animoca Ventures, including Yuga Labs, Axie Infinity, Polygon, Consensys, Fireblocks, OpenSea, Dapper Labs, Yield Guild Games, and Alien Worlds.

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While recently working with a client in Canada as they solve a massive healthcare problem and redefine a category, I was reminded of this quote by a great Canadian, “Skate to where the puck will be, not where it is”.

I realise that this is exactly what category design does.  It catalyses your thinking away from the current paradigm and market constructs. It acknowledges that where the market and category is today, will invariably change.

Most companies, startups and leadership teams don’t do this; they focus primarily on company design and product design for the existing environment and category they play in. Both of these areas are critical to success, but they overlook the need to think differently, not just better.

This company and product-centric thinking pushes you into a current Total-Addressable-Market (TAM) box and doesn’t push the boundary on completely new economics and upside that can be unleashed.

It leaves you and your team focused on attacking the current competition, and not attacking a big, audacious problem that has never been fully defined.  It focuses your game plan around positioning your product and features and not exciting your audience and customers with a Point-of-View and new way to look at a problem that is relevant to them.

Make the play, don’t react to it

True category leaders take a look at the current state of play and think beyond where the current players are positioned.

Also Read: Mind the category curve: Are you driving it or will it drive right over you?

It’s AirBnb changing travel and accommodation with community-based hospitality.  It’s the recent category played by Cogoport in India, bridging the trade knowledge and execution gap with the Global Trade Platform.

Or Laiye in China going beyond automation and AI to the new category around the Work Execution System.  It’s hiPages in Australia with the on-demand tradie economy, bringing efficiency and scale to a very traditional industry.

Show us a problem that we didn’t know we have

These category designers make us realise that there is a massive problem that we didn’t even realise we have.  They deliver a compelling Point of View that breaks through all the noise.   This is not just “we’re better” and product features — it’s about being the thought leader around the entirely new category and describing the problem at its heart.

It’s about consistently coaching your audience on the problem and category that is relevant and meaningful to them.  It’s about out-positioning the competition with a breakaway play!

Reading the state of play

So, how can we tell if we need to change our playbook and go for a breakout play? Put on your coaching hat and assess your current positioning and state of play:

• I am getting beaten up in the existing market and category.
  • I am always playing catch-up.
  • I don’t get cut through with my messaging and positioning.
  • The path to significant growth in market share looks unrealistic/impossible.
  • For tech companies specifically, the technology analysts and their categories (quadrant, wave, etc.) place us in a weak position, and we are not breaking away from it.

• I will be beaten up soon: The current category I am in is likely going to evolve and change soon.
  • Market growth is slowing / stagnant.
  • A significant portion of former players have exited the category/market.
  • The category leader is milking the cash cow with little innovation.
  • A disruptive, new play is likely coming soon.

Also Read: How Category Design drives productivity and efficiency

• I am not getting beaten up, as I am largely unnoticed.
  • I have never reached a critical mass to attract much attention.
  • My solution seems difficult to understand or adopt.
  • Unless I achieve a breakthrough, my viability in the medium term is dubious.

If any of these assessments resonate with you, then you are likely going to see even greater challenges in the near future. With this in mind, let me quote once again “The Great One” (Wayne Gretzky).

You miss 100 per cent of the shots you don’t take

If you truly want to lead, and not follow,  then you have to wind up big and take the shot.  It’s driven by the deeper clarity on what we are solving today and, importantly, into the future.   It’s either a fine-tuning of your overall strategy or a complete epiphany and makeover of it.

It’s redefining the current category or an entirely new category that you are describing to the world. And the big slapshot you are taking is the strategic intent of your company to be the de-facto leader as the “Category King”.

It’s a belief in your leadership and your team that you can define the category to your advantage and be poised to dominate it.

Breakaway and out-position the competition

And so consider this: You will always be in a category.

The question then is:  Do you want to position or be positioned?

If you don’t define the category and the problem, then someone else will…

And to close with one final (I promise) Canadian hockey reference: Get a Goal Eh!

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic

Join our e27 Telegram group, FB community, or like the e27 Facebook page

Image credit: Canva

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The Asian business landscape is in perpetual evolution. From the geopolitical tensions in the South China Sea to the rise of Singapore as a venture capital powerhouse, or the delicate dance of diplomacy between China and its neighbours and now, the Israel-Palestine War– the news never stops.  

Recently, we have seen over 500 venture capital firms signing a joint statement expressing support for Israel amid the ongoing conflict and its tech ecosystem that constitutes nearly 20 per cent of its GDP.

This united stand from mostly US-based firms emphasizes the intricate web that connects the global tech and investment sectors, with Israel, its people, and its tech community noted as long-standing partners to the worldwide “innovation ecosystem.”

The Israel-Palestine conflict resonates far beyond the borders of the nations directly involved, influencing the international community and businesses worldwide. These implications ripple through various stakeholders, emphasizing the urgency for businesses and leaders to maintain relevance amidst such issues.

This unfolding scenario brings us to an urgent question: In such a dynamic environment, how can startups avoid being swayed by every headline?

Especially when the news hits close to home or concerns key industry players?  Should startup founders participate in these discussions?

Treading with caution

Before diving headfirst into the whirlpool of political debate, startup founders in Asia should ponder several critical points. Firstly, is your startup truly knowledgeable about the topic at hand?

Does it genuinely affect your business operations? Just because a political issue, like the pro-democracy movements across some Asian cities, grabs headlines, it doesn’t mean every startup needs to have a stance.

Asian startups, like their global counterparts, should be clear on where their expertise and interests lie. For instance, an Asian fintech company could publicly address the importance of financial transparency and anti-corruption measures.

Take Gojek, the Indonesian super-app, for example. It has publicly advocated for clean governance and has taken measures against corrupt practices. The critical element is alignment with the company’s core mission and business values.

Being consistent in values and actions

The age-old mantra of “hurry up and innovate” isn’t sustainable, especially in today’s Asia, with its multifaceted geopolitical landscape. It’s not enough for a startup to merely voice their values; these must be mirrored in their actions.

A startup might claim to champion diversity, but if its recruitment primarily focuses on top-tier universities, it sends mixed signals. Or consider the company that voices support for local manufacturing but outsources its primary production line abroad. Such inconsistencies can not only damage the brand image but can also negatively impact profitability and talent retention.

Setting up a geopolitical strategy

Asian startups need a clear roadmap to navigate the intricate world of geopolitics. Here are some pointers to consider:

Anticipate Regulatory Changes – Given the varying political climates across Asia, startups need to stay ahead of potential regulatory shifts. Whether it’s understanding Singapore’s data protection laws or navigating China’s internet regulations, being prepared is half the battle.

Determine When to Make a Public Statement – Not every headline warrants a company’s input. By establishing guidelines on the kind of issues a startup will comment on, founders can avoid unnecessary debates and ensure alignment within the executive team. For example, an e-commerce platform might find it pertinent to comment on digital taxation in ASEAN but opt to stay silent on unrelated geopolitical matters.

Seek Expert Guidance – Startups can’t be expected to juggle business growth and geopolitical complexities simultaneously. By seeking guidance from seasoned advisers and PR experts familiar with Asia’s intricate political and media landscape, startups can make informed decisions. This is a move taken by many of Asia’s unicorns, employing experts who deeply understand the region’s geopolitical intricacies and know how to craft narratives that resonate positively.

Engaging in the news cycle, especially on divisive topics, can be a double-edged sword. On one hand, it showcases thought leadership and aligns your brand with specific values. On the other, it can alienate stakeholders or create unintended business risks.

Asian startups, like all businesses, face the challenge of navigating a dynamic and often overwhelming news cycle. It’s crucial for these startups to tread carefully, considering the long-term implications of their statements and actions, especially in a globalized business landscape where events in one region can impact another. Rather than reacting impulsively to every headline, they should focus on their core mission, values, and long-term strategy. 

This is where a robust PR strategy becomes invaluable. A well-executed PR campaign strategically positions your startup in the news, ensuring that your voice is heard and understood in the right context.

Nonetheless, while it’s essential to stay informed and, when necessary, take a stand, it’s paramount not to let fleeting headlines divert them from their ultimate goals and vision, ensuring they navigate the complex waters of geopolitics with grace and confidence.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic

Join our e27 Telegram group, FB community, or like the e27 Facebook page

Image credit: Filip Mishevski on Unsplash

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Singapore-based AWAK Technologies, a medtech company focused on dialysis, has developed a portable and wearable peritoneal dialysis (PD) device, the size of a handbag. The device has completed its first-in-human studies.

In June this year, AWAK and Singapore General Hospital (SGH) announced the launch of a pre-pivotal clinical trial with the enrollment of their first subject to study the safety and efficacy of an improved automated wearable artificial kidney peritoneal dialysis (AWAK PD) device. Three months later, the startup raised over US$20 million in its Series B investment round co-led by Lion X Ventures and Vickers Venture Partners.

In this interview with e27, AWAK CEO Suresha Venkataraya shares more about the SGH collaboration and provides insights on the latest trends in the dialysis market.

Can you tell us about the SGH collaboration? What are the pre-pivotal clinical trial’s key objectives and expected outcomes in collaboration with SGH?

We have collaborated with SGH’s nephrology department for several years to advance our wearable dialysis device from the pre-clinical phase to the pre-pivotal study phase.

In the past, we completed first-in-human studies in collaboration with SGH and obtained encouraging data. We enhanced our product soon after FIH and are conducting the pre-pivotal studies now.

Also Read: AWAK raises US$40M to offer a wearable dialysis device for end-stage kidney disease patients

Building on the success of these studies, which reported no serious adverse events, the trial’s primary objectives encompass a thorough evaluation of safety, efficacy, and patient experience. This advancement brings us closer to fulfilling the aspirations of our patients—a life on dialysis that minimally impacts their lifestyle while providing high-quality care.

Additionally, we seek to demonstrate the device’s effectiveness in providing high-quality peritoneal dialysis, thereby meeting the clinical needs of end-stage kidney disease patients. The trial strongly emphasises assessing how the AWAK PD device impacts patients’ daily lives, focusing on usability, comfort, and convenience. The data gathered from the trial will be crucial in refining the device and preparing us for a step towards regulatory approval and market authorisation.

How does the AWAK PD device differ from traditional peritoneal dialysis machines, and what advantages does it offer patients regarding convenience and mobility?

Weighing approximately 3kg, AWAK PD offers a wearable and ultra-portable dialysis solution, allowing patients to experience dialysis on the go. By integrating our patented sorbent technology, we are transforming how peritoneal dialysis is administered, addressing the challenges associated with conventional methods.

Traditional PD methods require a large volume of dialysate, up to 3,650 litres per year for a single patient, leading to logistical issues and storage concerns. Moreover, a typical PD machine weighs 15 to 20 kilograms, restricting mobility and freedom for individuals undergoing treatment. This attachment to the machine for 10 to 12 hours further hampers daily activities.

In the US alone, the demands of dialysis result in an annual loss of productivity estimated at a few billion dollars. These limitations underscore the critical need for innovations like the AWAK PD device.

With the AWAK PD device, patients can perform dialysis at home or on the go. How does this address the emotional and physical challenges faced by patients?

Unlike traditional methods that rely on heavy machines and large volumes of fluids, AWAK’s innovative device is designed with the patient’s well-being in mind. By allowing patients to perform dialysis at home or on the go, we address the emotional and physical challenges often accompanying traditional dialysis methods.

Also Read: Why tech companies should not sleep on this multibillion-dollar opportunity

The dialysis process can be emotionally draining for many patients, and the need for extensive fluids and bulky equipment can limit mobility, making daily activities a challenge. The AWAK PD device provides a portable, lightweight solution that helps patients take control of their treatment. This newfound mobility means they can integrate dialysis into their daily lives without the constraints imposed by traditional methods.

Additionally, our device uses innovative sorbent technology to reduce the amount of dialysis fluids required significantly. This makes the process more efficient and lessens the physical burden on patients. With fewer fluids to manage, patients can experience a more comfortable and streamlined dialysis experience.

Home dialysis is becoming a more prominent trend in the healthcare industry. How does AWAK plan to contribute to this shift?

The shift towards home dialysis holds potential benefits for healthcare systems at large. It alleviates the strain on healthcare facilities, reducing the demand for in-clinic resources and freeing up capacity for patients with more acute needs. By helping patients take an active role in their treatment, we are fostering a more engaged and informed patient population, which can lead to improved adherence and better overall outcomes.

In economic terms, this shift represents a significant potential for cost savings. By allowing patients to perform dialysis at home, we can mitigate the substantial loss of productivity associated with traditional in-clinic treatments, as highlighted by a few billion dollars in annual loss in the US. Additionally, the reduced need for large volumes of dialysate and heavy machinery can lead to more efficient resource utilisation within the healthcare system.

Could you elaborate on the miniaturisation of the AWAK PD device and how it reduces the amount of dialysis fluid needed by up to 90 per cent? What impact does this have on patients’ quality of life?

The miniaturisation of the AWAK PD device is a breakthrough in kidney care technology. Our patented sorbent-based regeneration technology has reduced the dialysis fluid needed by up to 90 per cent. Our device essentially regenerates and reconstitutes waste dialysis fluid into fresh, usable fluid.

Also Read: Decoding digital preferences: A glimpse into the future of health tech ecosystem in SEA

In addition, we have spent significant effort to reduce the electromechanical parts and design complexity, which also helped reduce the overall device weight and footprint. This means that patients can now carry a compact, lightweight device that fits into a small carry bag, liberating them from the constraints of heavy machinery and extensive fluid requirements.

In your view, what are the most significant advancements in deeptech within the healthcare sector in Singapore?

One of the most significant advancements in deeptech within the healthcare sector in Singapore is the development of innovative medical devices and technologies that have the potential to revolutionise patient care.

Looking ahead, what are AWAK’s plans and aspirations for improving dialysis care and expanding the reach of your innovative PD device?

Kidney disease is on the rise worldwide, with an estimated 800 million people affected with CKD currently. And the efforts and innovation to bring valuable solutions to ease the burden of this disease need to catch up. We need breakthroughs that fundamentally revolutionise dialysis and kidney care.

With AWAK PD, we aim to offer a lifesaving solution that helps restore productivity and dignity with convenience and ease for millions of ESRD (end-stage renal failure) patients. We are also building complementary products to enhance our portfolio to support the broader population in the kidney disease space.

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In the world of the hyper-empowered consumer, competition among digital solutions is becoming intense. When it comes to broader macroeconomic transitions, the cost of capital to run and grow businesses is becoming very steep. Highlighting the significance of discovering methods to maximise cost-effective innovations that not only provide excellent value but also ensure customer satisfaction is crucial for sustained success in the market.

In order to efficiently allocate resources that deliver value to customers at a time when audiences seek personalised experiences, innovative strategies for your marketing campaigns are necessary. With the slew of new technologies available such as AI-powered tools, brands must explore, understand, and leverage innovation to create a hyper-personalised customer journey.

CleverTap in partnership with e27 and alongside the program partners, Kejora Capital and Skystar Capital, organised an exclusive event for businesses in Indonesia to equip them with the know-how to leverage innovative digital solutions that can enable and scale hyper-personalised experiences for their customers. The event, titled “Engagement Playbook Indonesia: Harnessing Automation and AI for Hyper-Personalization” was held on September 20, 2023, at the JW Marriott Grand Ballroom in Jakarta.

The program featured a series of active learning sessions including hands-on demonstrations of AI-enabled marketing solutions, with a focus on how these new technologies can be seamlessly integrated into business operations in building personalised experiences to attract, convert, and retain customers, thereby ultimately strengthening brand equity.

Top startups at Engagement Playbook Indonesia

Executives from Indonesia’s top startups in the e-commerce and education space joined the panel discussion with CleverTap. At the event, valuable insights and industry perspectives were shared by Steven Wongsoredjo, CEO and Co-Founder of Aplikasi Super, Indonesia’s first and leading social commerce platform; Fanky Mulia, Vice President of CLM Marketing for Blibli.com, the largest trusted online mall in Indonesia; and Margarita Tan, Chief Growth Officer for Cakap, an online school reinventing the language-learning experience through live instruction with native-speaking teachers and multimedia learning materials.

The panel was moderated by Joe Maulana, Country Manager for Indonesia at CleverTap.

Fanky emphasised the importance of integrating omnichannel engagement as opposed to preferring one channel over the other when it comes to best practices in customer engagement. With customers as the core focus, the Blibli team ensures that all customer channel touchpoints are managed in one repository to have a 360-degree understanding of the channel preferences of their customers, as well as to enable seamless transitions when customers engage with their products across multiple channels. 

Also read: Growth tailwinds poised to unlock the region’s startup potential

As the business grows, hyper-personalisation strategies adapt to accommodate a shift from managing thousands to millions of users, as pointed out by Fanky. It’s essential to effectively manage data in both scenarios. Engaging with users directly is key to improving how data is understood, offering a complete view as market segments develop.

When it comes to engaging one’s customers, Fanky shared, “Sending irrelevant offers to customers is worse than not sending them offers at all. If you’re not yet sure or specific about your offer, don’t push through with it or scale it.” His team at Blibli adopts the RFM model: recency, frequency, and monitoring in their digital marketing methods. Their recommendation engine builds on content that aims to continually offer relevance to their customers. 

The power of AI

Moreover, while automation allows businesses to scale, understand, and capture the right data, cutting through large quantities of information to segment and streamline personal digital marketing efforts effectively, to derive the right insights and make the right decisions, is of paramount importance. With the continued rise of AI, creating effective prompts is key to delivering the right customer engagement approach. “I’m hoping that marketers, in general, will also know how to be as generative as the AI that we use,” Fanky elaborated. 

Aplikasi Super primarily targets customers in rural areas, recognising that an immediate shift to a digital-first approach may not be feasible due to infrastructural limitations. Steven explained that their team adopts a combined marketing strategy involving both offline and online engagement to establish and nurture trust with consumers. By leveraging insights from historical data on consumer behaviour, they have successfully reduced customer acquisition costs from US$20 to under US$1. “Even though our company grows in its operations, we continue to make sure that everything stays simple for the customer to understand. Personalisation is about simplifying what matters for your users,” Steven elaborated.

Also read: Diverse range of startups make it to X-PITCH 2023 TOP100

Moreover, Steven believes that competing for customer attention is becoming more crucial. Making the customer journey simple and straightforward can mean faster load times for users with various devices and data availability makeups, translating into better user experiences.  This is why understanding what matters to users, and acting around that information is key for Aplikasi Super. For example, patterns around SKU preferences based on consumer segments by geographical location are something they have leveraged to deliver tailor-fit content, not only to retain customers but also to resurrect previous users who have dropped out. For Aplikasi Super, assessing purpose, resources, and actionability in managing data is pivotal.

“With purpose, once you set your north star metrics, you will know the data you need to track. With resources, you need to be realistic with what you have in order to track your data. With actionability, you need data that can help you pivot or change direction as needed,” Steven further explained.

An amalgamation of data sources

On the other hand, other companies believe that the secret to customer retention is by leveraging the importance of generating proper content to be distributed across various channels. “Generating content that customers enjoy and find relevant is the most important factor in both online and offline interfaces,” shared Margarita of Cakap.

An example of this is how the Cakap team launched new offline products where they experienced challenges in gathering data from various sources. In order to help them measure data more effectively and provide users with more useful content based on the gathered information, they had to embrace continuous learning and adaptability. By analysing data and consistently using it to interact with customers, they now understand which channels can best engage their users.

“The important point about delivering customer value is: how do we get back to the customer after we’ve engaged them?” Margarita shared. In Cakap, they segment their users by age given the varying needs of customers according to this segmentation in the lifelong learning journey. Customer motivations can span from general welfare to improving their career paths. They also categorise offerings based on this insight to deliver specific courses and general courses according to customer preferences. “There is no such thing as collecting too much data. We just need to know how to prioritise our data — that is, what data makes sense to use at present?” Margarita elaborated.

Also read: How PriyoShop is revolutionising the B2B procurement process

With entities gathering more data as the company grows, it is critical to know which information to prioritise based on whether they function as assets for your brand. This is because analysing historical data alongside on-ground activities can provide valuable insights into the company’s growth stage and its users.

As an EBITDA-positive company, Cakap is continuously challenged to keep building relevance for its customers. They use an omni-channel approach to provide both online and offline options. For Margarita, marketing is not only a cost but a process that involves both high-tech and high-touch methods, as well as building relationships with customers.

CleverTap’s commitment to empowering businesses in their customer engagement strategies

With all these valuable learnings and perspectives shared by industry experts, the Engagement Playbook Indonesia event sparked vibrant and insightful discussions that delved into the dynamic landscape of customer engagement. At the heart of these conversations was CleverTap, the all-in-one engagement platform that helps brands unlock limitless customer lifetime value by helping them create personalized experiences to retain their most valuable customers. The platform empowers businesses to orchestrate experiences for individuals across their lifecycles and design personalized journeys that span a lifetime. It offers analytics that encompasses every aspect of the lifecycle, enabling businesses to measure and optimize each experience in real-time. Its unique AI capability is insightful, empathetic, and prescriptive, facilitating smarter and faster decisions. The all-in-one platform unifies experiences from every touchpoint, paving the way for a new era of customer engagement.

This innovative platform empowers companies to navigate the future with confidence, seizing the reins of change through the adoption of hyper-personalised marketing strategies. By leveraging CleverTap, businesses can transform their customer interactions into finely tuned experiences that resonate with customers on an individual level.

In a time when personalised customer engagement is becoming increasingly important in the field of marketing, platforms that shed light on important issues surrounding the world of innovation are especially crucial for brands seeking to stay relevant. CleverTap’s Engagement Playbook Indonesia heralds a future defined by hyper-personalised marketing where each interaction resonates on an individual level, enabling companies to grow and evolve according to the new technologies that shape our world. 

For more insights on steering your business towards sustainable growth through pioneering customer engagement innovations, you may visit the official CleverTap page.

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

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Our world as we know it is constantly evolving to make room for the latest and greatest invention, fad, trend, or piece of technology.

The changing landscape of digital payments

In the past few decades, technological advancement has shaped our ways of life to be nearly unrecognisable from those of the last century. All parts of our society have been affected, from how we travel, learn, communicate, and much more.

One specific facet of technological advancement, however, that has taken off in recent years has been our ability to send and receive payments online, also known as the digitisation of money.

The digital payment revolution during the pandemic

In 2020, tragedy struck with the rapid onslaught of the COVID-19 pandemic. People around the world were forced inside, forced out of work, and made to stay apart from each other. Social distancing and virtual communication became the norm.

Although this time period was easy on essentially no one, there are a few changes that we made as a society that have now become permanent parts of our lives. One of those changes is how we send and receive our money.

During the pandemic, cryptocurrency and digital wallets took over the payment industry. Because these avenues did not require physical contact, it was a no-brainer to make the switch in a time of distancing. Now, in a post-pandemic world, 41 per cent of Americans reveal that they no longer use cash in a given week.

The future of digital payments

Research has shown that in 2023, the number of US adults that pay with cryptocurrency will exceed three million, and the worldwide crypto payment value has reached about US$9.28 billion. Branches of cryptocurrency like Bitcoin and Ethereum piqued the interest of new and older users alike, and are now becoming much more accessible to businesses as well as the common man.

Also Read: Will tech salary overpayments end after the economic crisis?

PayPal has also taken off as a commonly used digital wallet option. One industry that has seen tremendous growth with the use of PayPal is the casino industry. With the help of digital wallets, these platforms can now distribute payment bonuses via the internet.

This allows them to reach larger audiences, provide a more secure way to receive earnings and do so much faster than ever before. The legality of such practices has also increased in recent years, making the world’s gamblers able to reap these benefits in more ways than one. 

Central bank digital currencies (CBDC) are also very popular amongst many eastern nations and territories. For example, China, Nigeria, India, the Eastern Caribbean, and Russia have all bought into the usage of this currency.

In addition, over 50 countries worldwide are currently in advanced planning stages to implement CBDC in their own society. For casino gameplay, these increased options for payout are global, satisfying the nearly 30 per cent of people who gamble online on any given day.

Expert predictions for the future of payments have never been brighter. Not only are popular casino games like blackjack, craps, and slots reaching return-to-player rates above 90 per cent but many other industries and territories are reaping the benefits as well. Nearly all global territories have seen an increase in payment revenue since 2020, with positive predictions moving forward into 2025.

The Asian Pacific and Latin American regions are seeing increases of 42 per cent and 40 per cent, respectively, while North American, European, and MEA regions are landing in the 20s. This growth can all be attributed to our society’s ability to adapt and change rapidly. General technological advancement is not going anywhere, and the days of physical transactions are long, long, behind us.

The modern consumer is concerned with digital wallets, credit and debit cards, and account-to-account transfers more so than ever. Businesses and services, such as the casino industry that are able to adapt to the change in the times will be those that succeed. Similarly, those who refuse to adopt the new norm will fall behind, unable to serve the needs of our evolving world. 

Final thoughts

The COVID-19 pandemic shaped us all, for the better or the worse. It tore down businesses, put a halt to education, and changed our world for years to come.

While the list of negatives may seem endless, one thing is for sure: Our time apart left plenty of room for problem-solving, leaving us with a new era of digital payments on our hands.

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