The key to sustainable startup growth lies in the judicious management of its financials

“90 per cent of startups eventually end in failure” is a statistic that is often cited in tech blogs; but why do they fail? Well, it can be attributed to various factors, of which some are evitable. One of the determinants that can apply across all stages of companies is financial planning and management.

At our startup business growth consultancy firm BlackStorm Consulting, we have continuously been engaged by clients of different stages to provide them with advisory on structuring, restructuring, and scaling of the businesses.

Poor use of funds and unreasonable company valuation are often the main reasons that hindered them from raising funds to move to the next stage of their business lifecycle.  We often play the devil’s advocate by highlighting potential red flags to our clients that might hinder their businesses’ growth.

This is to ensure that they are aware of the matters and take actions to circumvent them. Financials should be adequately accounted for and presented in a fair and reasonable manner. With the figures in place, businesses can build credibility to interested parties when it comes to fundraising.

Typically, a business will go through the four phases of a lifecycle chronologically:

Comprehending what phase the business is in can make vast differences in financial planning and operations. We have encountered several owners who did not allocate resources well enough to fuel the growth, causing them to miss out on valuable opportunities. The business journey is always arduous. It will be wise to plan financially to defy the odds and stay in the game.

Here are some pointers that may help business owners and managers to consider during each stage of the business in the financial context.

Development stage

It is the beginning of the business lifecycle when the idea will come into existence. The idea will then be put into a trial for business feasibility and be examined whether it will eventually be able to generate profits. If it is of commercial sense, the business owners-to-be can start drafting a business plan, of which the budget will include the related expenses such as setting up of company, office rental, and payroll. It is essential not to disregard the expenses as some of them can be considerably high.

Start-up stage

This is the stage where the business is officially formed and ready to launch the MVP (Minimum Variable Product). The business at this phase will require funding for the operations, gaining market traction and further development. Many times, the actual costs exceed the allocated budget, and some of them are controllable.

Common mistakes made by the startups include hiring too many staff, overcompensating them and overspending on unnecessary expenses. The fast depletion of the fund supply will adversely cause the burn rate to be higher. With minimal sales coming in, the business can suffer significant losses.

Also Read:5 essential traits of a successful entrepreneur

In the face of this, the stakeholders would likely pull out, and the business collapses as a result. At this stage, the business is only as strong as its weakest link as it is at the riskiest and most vulnerable state. Thus, we often educate startups on managing the sales expectation as customers at this stage will be scarce and it requires some time to build up. Therefore, we would suggest startups to maintain their cash reserves that can last for at least six months so that it can survive through them and move on to the next stage.

Growth stage

At this stage, growth can be defined in terms of expansion of the product, capturing more market shares and/or entering more markets.

The business at this stage should be steadily growing new customer bases and generating constant sources of revenue. Presently, the company can be operating at a net loss or maintaining a healthy profit. The recurring revenues can help to pay for the operating expenses, and the net profits can be given out as dividends.

By declaring and paying dividends to the shareholders, it will indicate good health of the company and exude confidence to the stakeholders. However, this action can impact the cash flow, and it is crucial that such an act should be done when the company is not making losses, and cash supply is adequate.

Competition is intense at this stage, but at the same time, many opportunities will be open for the company and it has to act fast. A renowned example will be Airbnb. The company’s co-founder Brian Chesky and his team decided to acquire Accoleo, a German platform that allows students to rent out their flats, extra beds, or couches to other students, in order to fight against a clone competitor. This allowed Airbnb to have a major competitive advantage in the European market. By 2012, bookings had grown ten times, and Airbnb had opened nine international offices over Europe.

Also Read:7 steps to increase the value of your business (before you sell)

The company will fine-tune the processes and products to compete, and decide on venturing out to new markets. Scaling can capture a more extensive base of customers and bring in more revenues. As a result, it will also require expanding the workforce to handle. The company will then need to strike a balance between the high sales volume and increased personnel costs to optimise the rapid growth.

Reversal effect can kick into the business when operating costs overrun the revenue, resulting in negative growth. During this stage, the company may require additional funding to expand. If the company were to choose not to dilute the existing shareholdings, the company will choose to incur debts. As such, liabilities will be escalated, causing a deficit in equity. This can be a big red flag as the company is at risk of bankruptcy if it is not able to make the financial obligations. Therefore, the cash reserves must be planned and managed well before embarking into expansion as the market conditions can change unfavourably at any times.

Companies that choose to expand rapidly without weighing the costs face a decline in their profitability due to the relative rising costs. As companies burn through their cash reserves to scale fast, they may look for external sources of funding such as through debts, issuance of new shares or via newer models of financing such as Security Token Offerings (STOs).

This, however, may bring superfluous stress to the financial positions and may actually have an inverse effect on the companies’ operations as they may be forced to slow down their scaling strategy due to the increased financial obligations.

Maturity stage

After the successful scaling in the business, the company is now at the peak and has matured. The company can be still growing but at a sluggish rate. Based on our experience, the mature companies will then reach the crossroads. The owners will then need to consider further expansions which may require more funding or they choose to exit before the business starts to decline.

If the company is to go for expansion again, it will be back to growth stage. However, most of them will start to find an exit route as the valuation at this point will be reaching its climax. The owners will then use different methodologies to determine the valuation amounts. Some of them may be using estimations, but the common approaches will be DCF (Discounted Cash Flow) Model, Company Comparable Analysis and Precedent Transactions Analysis.

Also Read:5 things I learnt from talking to 50 VCs

It is not surprising to know that even up to this stage, some companies will still be facing net losses and negative cash flows. They are relying on funding sources to sustain the business as they are seen to be of high potential value. However, on the common ground, it is vital for the company to be in a healthy financial position and earning positively to achieve a surpassing valuation figure.

Cash should not be deliberately held on by the company to magnify the valuation figures. Opportunity costs will be created as the surplus cash in the company can be used for distribution to the stakeholders and/or strategic investments to boost the company’s value further.

Correspondingly, when it comes to calculations, figures and metrics can be misused to inflate the valuation,

In case you find this complicated, we have summarised the key ideas into the table below.

All in all, not every business will go through every abovementioned stage. They may not also experience them in chronological order. For instance, some companies may see exponential growth right after the start-up stage, and the founders may decide to cash out right away.

Generally, for most companies, the entrepreneurs will need to anticipate the potential issues ahead and prepare to maximise the success of the businesses, of which financial control will play a significant role. Owners and managers should be aware of their key figures and make the correct financial decisions to drive the businesses towards greater heights in every stage.

—

Editor’s note: e27 publishes relevant guest contributions from the community. Share your honest opinions and expert knowledge by submitting your content here.

The post The essentials of managing your business financials at 4 stages of its lifecycle appeared first on e27.

“My vision is that MaGIC be the anchor that will stitch the parts of the ecosystem from pipelining of talents and companies to funding”

Dzuleira Abu Bakar took on the role of CEO of the Malaysian Global Innovation and Creativity Centre (MaGIC), almost five months after Ashran Ghazi stepped down from the post. A seasoned investor with immense experience, Abu Bakar has worked in prominent organisations such as Cradle, Khazanah, and Malaysia Venture Capital Management, among others. She is also a champion of women empowerment and has participated as a panelist in events such as Standard Chartered’s Press For Progress Women Forum.

Abu Bakar is joining MaGIC when the agency is going through a period of restructuring. In this email interview with e27, she talks about her plans for MaGIC and the startup ecosystem in general.

Edited excerpts:

Ashran Ghazi stepped down as the CEO of MaGIC in November. Why did it take almost five months for the agency to appoint a new CEO?

I want to see MaGIC breeding entrepreneurs, who create solutions that fit the world and not just for a specific country

Malaysia saw a change in government in May 2018 after over 60 years, and came with it some major change. MaGIC was moved from the Ministry of Finance to the Ministry of Entrepreneur Development (MED) towards the last quarter of 2018 in line with renewed mandate of the government catalyse entrepreneurship as a driver to the economy. As with any transition, delay is inevitable there as everyone in the system figures things out, which I think is completely understandable.

Also Read: Malaysia has all ingredients to be a startup hub, but lacks ‘Michelin Star Chefs’ to mix them well: Ashran Ghazi

MED did not want to rush the process of getting in the right senior leadership team that would fit in to the broader mandate of the Ministry as well as the organisation, which is essentially the right thing to do.

What are going to be your immediate goals for MaGIC?

Officially I’ve been on board for over one month now, but given my lengthy involvement in Malaysian tech ecosystem in my past roles, I have always believed in the role that MaGIC plays. I believe MaGIC is uniquely positioned within the ecosystem. Being a government agency, we are an extension of the government but with the flexibility of operating very much in a private sector setting, which allows us to effectively play the role of a connector.

My vision is that MaGIC be the anchor that will stitch the parts of the ecosystem from pipelining of talents and companies to funding. MaGIC will serve as a launchpad for local entrepreneurs to gain access to regional and global players and ecosystems to not just learn but to also spread their products, services and capabilities to the world and vice versa. Startups from all over the globe should see MaGIC as a gateway to the ASEAN market.

I see tremendous potential for MaGIC and I want to have more of our Malaysian entrepreneurs and startups on the global map. Not an easy or linear task but we do have what it takes, just about ensuring the right balance of everything.

We plan to do this through several approaches:

• Connecting local entrepreneurs through exposing success stories as well as inspiring the public through various programmes and activities,
• Collaborating with the right partners and agencies to deliver programmes to breed entrepreneurs who are problem solvers and solution-driven,
• Creating new and need-based programmes to ensure ASEAN and global access. We plan to establish education access for qualified entrepreneurs with regional and global exposure.

We want to aid in the nation’s preparation for an innovation-led economy by nurturing a thriving ecosystem that is ready for the future economy. We lead the movement to create a truly united ASEAN entrepreneurship ecosystem.

You have worked in the VC industry in the recent past. How are you going to leverage this experience to take MaGIC to the next level? Going forward, will MaGIC give more emphasis on investments rather than just mentorship?

Coming in from the other side of the value chain, i.e funding companies, the advantage I have is that I have a clear view of what it takes to create fundable companies and what investors look for before the fund a company. Of the vast number of startups that fail each year, nearly half cite lack of funding or working capital as the cause.

Now, at MaGIC, we provide a strong network of mentorship because we deeply understand the need for early entrepreneurs to have a sounding board in growing their business. But we also do know that mentorship is just one of the many components such as product improvement, market access, access to funding and so on to ensure growth and success of a business.

At MaGIC, I envision our role to be a connector as well as facilitating linkages of the various components, piecing the pieces together to provide meaningful and holistic support entrepreneurs and startups.

MaGIC went through some kind of confusion last year when the new PM announced its abolition. How do you look at this overall controversy?

With any change in leadership, which applies to both government administration and institutions, it’s always an opportunity to review what works and what does not. A chance to hit refresh and bring in new thinking and perspective. And to me that’s positive. Many agencies also came under scrutiny in this process, MaGIC included.

There was obviously some noise during the transition period but there wasn’t any form decision. What matters is that the government recognises the unique and integral role that MaGIC plays in the entrepreneurship ecosystem and has continued to support its existence. With the move to the Ministry of Entrepreneur Development which has the important mandate of catapulting entrepreneurship as a key driver to the Malaysian economy, we are confident of stronger years ahead for MaGIC.

You are a champion of gender equality in the workplace. Will you continue to fight for this as the CEO of MaGIC?

Of course, I would continue to promote gender equality. It’s something I believe in. But it’s important that we recognise that it should be on merits. I believe in equality for all, equal access to opportunities for everyone.

Also, I think you’d do a disservice to the equality agenda if women agenda, for example, is forwarded based on gender alone. It’s fighting for equality based on merits for women, who otherwise wouldn’t get opportunity by reason of their gender.

Also Read: MaGIC or no MaGIC, Malaysia’s startup ecosystem is bound to flourish!

Having said this, we must also take cognisance of the huge strides this country has made in this area judging by recent appointments made by the government. I see this as a very positive and huge step to equality for all.

Where do you want to see MaGIC in the next five years?

We can foresee a rise in tech solutions in the next few years.

We see three key industry trends happening:

1. Artificial Intelligence is progressing rapidly, and the race to become a world leader in the space is growing tighter, especially between the US and China. Key gainers of this trend will be the banking, security and security, market intelligence, and possibility education sectors. We also see more and more new technologies coming into the market, from AR and VR to Machine Learning, among other things. These new technologies can help entrepreneurs and startups embrace the industrial revolution better, fine-tune their offerings and accommodate customers’ needs and wants.
2. Growth of deep-tech startups, those who are looking at existing technologies and challenging the status quo. Industries such as life sciences, aerospace, clean energy, robotics, agri-tech, computing, chemistry and biochemistry, and others could be the key beneficiaries of this trend.
3. The ‘categorical blur’ which disrupts conventional business models. Industries such as public governance and education could be the biggest losers from this industry trend.

We at MaGIC want to be a part of this which is why we are already providing capacity building and accelerating startup growth through our various programmes to enable the growth of entrepreneurs who are able to build vital, future-ready solutions with design thinking and exponential technologies. We also provide everyone with an equal access to entrepreneurship education and an avenue to experiment with new ideas and get guidance on how to build a business.

Ultimately, I want to see MaGIC breeding entrepreneurs, who create solutions that fit the world and not just for a specific country. We want to create global champions that start locally, here in Malaysia. We also want entrepreneurs to start thinking of the kind of impact that they are creating by placing a heavy emphasis on the sustainable development goals, which will enable Malaysia to compete in the global marketplace and attract top global talent and innovation capital. We want to stop limiting innovative solutions to just be within a specific country.

—

Image Credit: MaGIC

The post I want MaGIC to breed entrepreneurs who create solutions for the world: CEO Dzuleira Abu Bakar appeared first on e27.

Having been introduced in Singapore and Thailand, the programme makes its entry to Malaysia last week

On Thursday, June 13, the United Overseas Bank (UOB) introduced its Jom Transform Programme for small- and medium-sized enterprise (SMEs) in Malaysia.

Launched in Kuala Lumpur, the programme is run by the company’s own innovation accelerator programme The FinLab.

Having been previously introduced in Singapore and Thailand, the programme aims to help SMEs in the country to grow their business and improve productivity through digitalisation and innovative tech.

The three-month acceleration programme is inspired by the kind of programmes commonly found among global tech startup communities, The FinLab Co-Head Pauline Sim explains to e27 in an interview.

“We have taken the accelerator format and catered it to help SMEs –that are more of traditional businesses– to help them to grow,” she begins.

Also Read: Meet the 8 startups participating in The FinLab, a Singaporean fintech accelerator programme

In addition to a series of workshops by industry experts, the programme will also match the SMEs with tech solutions that they have sourced and curated, based on the problem statement that they have submitted.

The SMEs can then select the problem statement that they want to prioritise and select the relevant tech solutions to solve it; The FinLab will also facilitate the pilot project for the implementation of the tech solution.

“These facilitation of the pilot is meant to help SMEs overcome the hurdles of adopting a new tech. We do it by the scope of a pilot, so it will be similar to a test to see if the solution delivers the result that they hoped, before going to full deployment,” Sim explains.

The programme aims to secure 15 SMEs in its first year with the criteria as follows: They have to be run by “open-minded, willing, and able” business owners.

“It’s the first thing that we look for when we select the companies into the programme. We want them to be a champion for their respective industries. At the end of the programme, we want them to go on stage together with their partners and talk about their journey … and help their peers embark on the same one,” Sim says.

Also Read: UOB’s The FinLab reveals the future faces of fintech at Echelon Asia Summit 2016

A regional focus

 

UOB names Singapore, Malaysia, Thailand, Indonesia, and Vietnam as their five key markets in the Southeast Asian region, and this provides a unique opportunity for SMEs who aim to expand their business regionally.

The opportunities for expansion can also be used by the tech startups.

“For example, for our programme in Thailand, we have called for tech solutions … and we did see quite many Malaysian and Singaporean companies applying to the programme. Eventually, if any of the Malaysian or Singaporean startups is selected, they will get to travel to Bangkok and reach out to potential customers of their solutions. If the SMEs in Thailand select their solutions for a pilot, they will also be able to enter the new market with a ready user,” Sim elaborated.

This is especially important considering Southeast Asia’s position as the sixth largest economy in the world with a combined GDP of US$2.8 trillion. Sim highlights that the region has become more attractive for companies to come and grow their businesses beyond their home market.

“The challenge for companies is the need to work on the fundamentals to improve their core processes, in order to be able to scale and do more with less … Understanding of local regulations can also be a challenge,” Sim stresses.

The programme is run in partnership with the Chinese Chamber of Commerce & Industry of Kuala Lumpur & Selangor (KLSCCCI), the Malaysian Association of Tour and Travel Agents (MATTA), Maxis, the Malaysia Digital Economy Corporation (MDEC), and SME Corporation Malaysia (SME Corp. Malaysia).

—

The post How UOB’s The FinLab plan to help Malaysian SMEs embrace the digital era appeared first on e27.

The month of June is brimming with awesome tech events across Asia! Here’s a list of the ones we think you should check out!

We are already halfway through June but so many things are still in store for Asia’s vibrant tech ecosystem happening this month.

If you’re looking for the right opportunity to learn from the best, brush elbows with potential partners and investors, or simply have a good time surrounded by like-minded people, we think these events are made exactly for you.

We’ve curated a list of 10 startup events happening in Asia on the month of June that you should definitely go to!

IGNITE 2019 Philippines’ Premier Innovation Conference
When: 24 June, 2019 – 25 June, 2019
Where: Makati Shangri-La, Makati City, Metro Manila, Philippines

Ignite 2019 is a two-day event that features world-class keynote speakers, WILDFIRE: New and Improved Pitch competition, and MATCH: the biggest business matching in the Philippines today. The event gathers top minds in innovation across Asia in startups, investments, and industry, to share world-changing ideas and best practices in shaping the world’s technologies.

This year, they are set to reach greater goals as they aim to become the most valuable Startup Conference in Asia, connecting the Southeast Asian region and the world, including China, Japan, US, and Europe. With over 60 world-class speakers from 14 countries and 2,000+ expected audience members, IGNITE 2019 will be the largest IGNITE to date.

The two-day conference is filled with keynotes and panel discussions by industry defining experts and exhibitions by top startups from the region. Day 2 features collaborative opportunities through WILDFIRE, a groundbreaking and redefined regional pitch competition, and MATCH, the largest innovation-centric business matching activity in the country today that brings together startups, investors and corporations.

Register here

Also read: 7 startup events in June that you would hate to miss

DevCon Summit 2019: “The Future of Jobs, Embracing Industry 4.0”
When: 22 June, 2019

Where: SMX Convention Center, SM Aura Premier, Taguig City, Metro Manila, Philippines

The DevCon Summit is the biggest Developer Conference in the Philippines. Organized annually, they invite international and local leaders whose ideas, practices, and advocacies make a lasting impact in the IT industry, and beyond.

Celebrating its 10th year, the DevCon Summit will bring to life the theme: “The Future of Jobs, Embracing Industry 4.0” on Saturday, June 22, 2019, at the SMX Convention Center in SM Aura Premier. The Summit is a platform for developers and industry leaders to hear insightful keynote speakers, see unique exhibits, and experience highly curated sessions that are designed for the Filipino computer programmers.

Register here

Other events we think you should look into that are happening this month!

NAVIGATING THE RISE OF AI
20 June, 2019
SGInnovate, 32 Carpenter St., Singapore
Register here

Fastrack 2019
21 June, 2019
Singapore
Register here

ORIGIN by TechNode @ Malaysia Tech Week 2019
21 June, 2019
BLACK BOX @ Publika,Jalan Dutamas 1 Kuala Lumpur, Federal Territory of Kuala Lumpur 50480 Malaysia
Register here

Pitcher Perfect by UCIM
21 June, 2019
The Hub, 1F Fortune Building, 150-158 Lockhart Road, Wan Chai, Hong Kong
Register here 

World Blockchain Forum · Singapore&World Blockchain Award·Asia
22 June, 2019 – 23 June, 2019
Marina Bay Sands, Singapore
Register here

Seamless Asia 2019
26 June, 2019 – 27 June, 2019
Level 4 Suntec Convention Centre, Singapore
Register here

WomenChangemakers #9 Hong Kong
26 June, 2019
Spaces, Sun House, Sheung Wan 181 Des Voeux Road Central, Hong Kong
Register here

Digital Innovation & Corporate Startup
27 June, 2019
Tanahabang, Daerah Khusus Ibukota Jakarta, Indonesia
Register here

Check out other featured events on e27 here!

The post 10 startup events happening in Asia that might help give you a boost! appeared first on e27.

Lao Development Bank (LDB) and Singapore-headquartered blockchain-based fintech Everex have signed Memorandum of Understanding (MOU) on the initiative

Lao Development Bank (LDB) and blockchain-powered fintech Everex have signed an MOU, pledged to implement blockchain technology for cross border payments and trade finance.

“Blockchain technologies enable banks to transact faster and cheaper. LDB’s mission is to contribute to Lao’s financial sector and by utilising this technology so we can achieve progress for Laos, the banking sector, and for Lao people,” said Phoutsala Omdalah, Deputy Managing Director of LDB.

The signing ceremony was witnessed by senior executives of LDB and Lattana Keosihavong, who’s responsible for Laos at Everex.

“As a Laotian, it’s a proud moment to see that there’s now blockchain know-how in Laos through Everex’s footprint,” Keosihavong said.

Payment digitisation is a big part of many ASEAN countries’ 4.0 digital strategy, especially in Singapore, Thailand, and Malaysia. Laos, often under the radar, has started to catch up with its neighboring countries.

Tim Scheffmann, Regional Managing Director of Everex explained that this technology can have a great impact on trade finance with Laos’ neighboring countries.

Also Read: How blockchain can change the way we think of identification systems

“Due to its strategic position, Laos is well suited for digital border trade transactions in combination with migrant workers’ remittances and financial inclusion,” he noted. “Blockchain technology can reduce transaction costs, increase security and transaction speed. This will increase the nation’s GDP and trade volumes.”

The next step of the initiative will be defining the project governance as well as the goals for the discovery phase.
–

The post Laos local bank partners Everex to facilitate blockchain-based cross border payments appeared first on e27.

Data security and privacy cannot be guaranteed by centralised platforms. This is why we need to leverage blockchain for effective self-sovereign identity solution

As the blockchain industry continues to grow in leaps and bounds, permeating various sectors with its decentralised framework, there is an increasing need for compliance and regulatory tools to be put in place for smoother operations.

Blockchain technology has gained its popularity globally among top organisations and individuals alike. The tech comes at a time when there is a strong increase in demand for data security, transparency, and decentralisation. For instance, today, the internet-based industry is largely centralised, with goods and services must be obtained through a third party, such as Amazon, Uber, or Airbnb. In addition, a substantial number, if not all of these internet platforms, require individuals’ sign-up information which consist mostly of very details. Examples of such services are Facebook or Google.

The flip side to this is, these data provided by the individuals are controlled by the centralised parties making them vulnerable to unauthorised use and hacks, like in the case of Cambridge Analytica or Equifax.

The demand for data protection and privacy among internet users is constantly on the increase. The reason for this is certainly not far fetched; you would want control of your own personal data and also need a high level guarantee that the data you have provided will be kept secure and not distributed to any third party access or used without your consent. However, cases like the Google+ scandal clearly show that data security and privacy cannot be guaranteed by centralised platforms.

Thus, the increasing popularity of blockchain technology. Given its decentralised feature, it provides a trustless framework that eliminates any form of control by centralised parties. Data generated on the blockchain platform is completely decentralised and transparent, which means all parties have access to the data can track each activity carried out. With blockchain, there is a next level data security which increases the difficulty of being hacked or data manipulated. The distributed ledger technology keeps record of each transaction or activity in blocks which becomes visible to all parties involved however, making it difficult to manipulate.

Also Read: This blockchain platform helps brands implement CSR activities efficiently, thereby getting more visibility

Top organisations such as IBM have begun integrating blockchain with their business operations for efficiency and effectiveness. The financial sector importantly, is another that has shown keen enthusiasm in integrating blockchain technology. The sector has invested well over US$550 million in blockchain and there is no sign of backing out.

Blockchain technology has also catalysed the rise of cryptocurrencies which invariably birthed decentralised exchanges. These digital currencies allow users to trade mostly via the numerous exchanges currently existing.

However, as mentioned earlier, the blockchain industry and financial institutions integrating blockchain require the support of compliance tools. One of such tools is the know-your-customer (KYC) – a method for blockchain service vendors to confirm the identity of their customers. This setup will streamline the accessing of blockchain services for users and drive down compliance costs for blockchain merchants, who are facing ever-increasing regulatory demands.

The KYC procedure however, requires that each new user verifies their identity in order for the exchange of financial institution concerned to verify that the user is not engaged in any criminal activity. Users will typically be asked to upload a photo of their passport or driver’s license (some also ask for proof of address) before they are able to enjoy the full benefits or services of the exchange or financial institution. This means for each different platform a user decides to patronise, a KYC process needs to be undergone. Implication of this is, longer onboarding time for the exchanges and tedious procedures followed by the user for every exchange they decide to engage with.

Also, users who create online identities for different reasons require platforms that will guarantee their identity data security and will give them control over their own data – the liberty to choose where such data should be used.

Also Read: Blockchain will force banks to change their feudal mindset

Self-sovereign identity solution

A comprehensive solution that would effectively address this would be a platform that provides a universal identity framework that is secure and can be used across different blockchain platforms – a “once for all” verified identity.

One of the blockchain organisations stepping up to this is Blockpass. The platform has designed an identity application for regulated services and the Internet of Thiings (IoT). Blockpass provides an identity solution that allows users to establish (verify), store, and manage identities. The self-sovereign identity platforms also lets users establish, store, and manage identities whilst maintaining full control overall data involved.

Blockpass creates user-centric identities, integrating a KYC procedure that involves data deletion at each step of verification, and that allows data to be stored only on the user’s personal device. Blockpass identities can be authenticated because a root hash, derived from a Merkletree composed of encrypted versions of the user’s data is stored on a private blockchain, for comparison with the data stored on the user’s device. Importantly, the hash data can be deleted from the private blockchain at the user’s request.

Benefits of such comprehensive identity verification platforms is that it eliminates the tedious KYC procedures which most times takes several days or weeks, by reducing the signup processes since the identity has already been verified by the Blockpass identity application. Users also will no longer need to go through multiple KYC checks as they get approved and whitelisted once for near immediate access to multiple merchants and service providers.

Importantly as well, Blockpass claims to be a self-sovereign identity verification service that only stores a cryptographic representation of customers’ verified identity on a blockchain whitelist. Their data is stored on your mobile device and shared only with those who they choose. This simply means customers have control over their own data.

Also Read: Can these blockchain products make a name as social media alternatives?

Organisations such as Korporatio, GoSecurity, Ethfinex have announced the integration of the Blockpass Identity solution with their services for easier and faster user onboarding. Recently, Waves announced its collaboration with Blockpass to integrate the Blockpass KYC connect with the platform.

“Waves is a pioneering platform for Web 3.0, and identity will no doubt be the underpinning pillar to support that growth of decentralisation,” said Adam Vaziri, Blockpass CEO.

In a world where blockchain technology is rapidly advancing and several blockchain services being developed, it is only laudable to embrace solutions that will foster interoperability among the various platforms and services. A comprehensive identity verification framework is one of such solutions.

—

Image Credit: Alex Knight on Unsplash

The post How blockchain can change the way we think of identification systems appeared first on e27.

The selected teams for SmartStart Young Innovator Program Cycle 3 have been granted US$5000 each to realise their business ideas 

The annual SmartStart Young Innovator Program by Smart Axiata has announced the five winners of the Cycle 3 Final Pitch, held at the Cambodia-Korea Cooperation Center. Five teams were each granted US$5,000 and an opportunity to join a six-month incubator programme with Impact Hub Phnom Penh.

The Final Pitch this year still followed the same approach as it was last year, where the top 15 teams, streamlined from 30 teams of 120 participants from 10 universities in the country, showcased their ideas. All 15 teams have joined a five-day Technopreneurship Challenge at Kampong Cham last month, following a two-day Hackathon in Phnom Penh.

SmartStart was first launched in 2017, and has been focussing on “nurturing young Cambodian ICT talents”. Since 2018, SmartStart has been backed by Smart’s contribution to the Capacity Building and R&D Fund.

“SmartStart is a programme that I am very fond of as it has discovered many brilliant minds and opened new doors for numerous young talents in Cambodia. We have seen better applicants, better business ideas and better pitches during the final event. That’s why this year, we decided to increase the prize money to US$5,000,” said Thomas Hundt, CEO of Smart Axiata.

Also Read: Laos local bank partners Everex to facilitate blockchain-based cross border payments

The five winning teams are:

• RENTECH, provides helps in renting accommodation, especially targeting students from provinces who come to major cities for their tertiary study.
• Sers Chborng, offers mentor support for high school students, especially those seeking to apply for scholarships and exchange programmes as well as to take part in competitions.
• STYLE, provides users with various opportunities to rent suits, dresses or traditional clothes for special occasions.
• PhumCAKE, allows anyone to design cakes with unique shapes, colors and flavors, for special events.
• SpeakOut, helps people struggling with depression by providing anonymous communication channels, awareness information and linking them with professional psychiatrists.

The five winning teams will now move on to the final phase of the programme that will focus on turning their ideas into actual businesses or products. Besides the ongoing support from Impact Hub and Smart, the teams will have mentorship and collaboration opportunities.

“At the end of the six-month incubator program, the team with the most progress will receive a tech-trip to visit the likes of Google, Microsoft, Facebook and LinkedIn in Singapore,” said Mélanie Mossard, Venture Support Director of Impact Hub Phnom Penh.

–

The post Smart Axiata’s Young Innovator Program names top 5 teams in Impact Hub incubator appeared first on e27.

Blockchain will bring transparency to advertising

Blockchain is the basis of many of the technologies currently being developed. TechCrunch mentioned that Maersk and IBM pooled their resources to build a blockchain specific to shipping, showing the extent to which this technology has disrupted established industries and enterprises. Search marketing seems like the least likely place where blockchain would be utilised,  but understanding the benefits of the blockchain suggests that search advertising might be precisely where the technology is expected to shine.

In recent years, search marketing has grown into quite a lucrative field. As Shopify notes, more than half of online shoppers across the world buy from overseas retailers. Directing customers to a product is the core of search marketing. To ensure that we do this properly, we need to bring new technology in (like blockchain) to bolster our SEO efforts. From a cursory glance, it’s easy to imagine how blockchain will affect the world of search marketing.

Giving trust back to the consumer

Few people enjoy ads. The art of getting to know if someone wants a product is an invasive act sometimes. Blockchain offers a means of returning trust to the supply chain and offering customers peace of mind. Inc states that as much as 96 per cent of people don’t trust ads, and in a business where ads enable functionality, being able to bring that trust back to the consumer would be priceless.

Blockchain, thanks to the nature of their construction, ensures all records are unalterable. Supply chains can benefit from this by keeping their inventory numbers up to date, but customers can also benefit from this as they get to see where their product is in the shipping process. Additionally, it adds a layer of transparency to the transactions so that consumers don’t have to be mistrustful about the company or website they’re buying from.

Bringing transparency to advertising

Among the most significant problems consumers have with companies is how opaque some of their advertising is. By nature, a company’s advertising hinges on convincing the buyer that they need a product. Over the years, there has been a tendency for companies to rely on collecting user information to fuel their marketing efforts. The obvious downside is that users’ information sometimes leak to the internet, leading to scandals and potential lawsuits.

The blockchain offers a secure, safe, and trustworthy location for data collected from the customer. Additionally, to increase the consumer’s trust, the blockchain can even provide information about the company that one is dealing with and their impact of the business within the local economy. The more companies invest in the blockchain, the stronger and safer the technology becomes.

Blockchain-based advertising methods

The methodology of using technological advancements to fuel advertising is as old as technology itself. The blockchain is among the most recent adoptions of disruptive technology to change the face of online advertising. Block Geeks state that some companies are already incorporating cryptocurrency into their ad delivery system, paying customers that view ads through a blockchain-based currency system.

Also Read: Laos local bank partners Everex to facilitate blockchain-based cross border payments

Cryptocurrencies, when taken in the context of advertising, offer a secure method of payment that can make ads even more powerful. By combining this secure payment method with advertising, consumers can see a product they want and immediately buy it without having to go through a series of long verification processes for payment to be transferred. Furthermore, the blockchain actively records each transaction that takes place so neither party can falsify the information, ensuring a lower incidence of financial fraud.

Ad payment systems through blockchain

The blockchain’s power lies in its ability to develop custom agreements in the form of smart contracts that are scheduled to execute at a pre-determined time. Leveraging these contracts ensure that businesses can keep traffic coming to their sites without having to worry about if their payment system for ad delivery is being affected. The blockchain is likely to be a benefit for both ad buyers as well as ad suppliers, giving both more security in their business processes.

Blockchain browsers can change the face of ad delivery

Browsers that incorporate blockchain technology can increase user security online. Additionally, they can offer a more secure advertising experience. Ads that invade the privacy of the user will be a thing of the past as these browsers put user security first.

Also Read: How to avoid the pitfalls of starting up

As more users adopt a blockchain-based browsing experience, unscrupulous pop-up ads, and dangerous websites that erode the trust of the consumer will begin to die out. The removal of these questionable ads serves to help legitimate businesses appeal to customers. In turn, this increases consumer trust in the advertiser.

One technological advance among many

The blockchain has already made its way into several different industries across the world. and while it may take a while for blockchain to impact the online advertising world massively, its impact is inevitable. Blockchain-based technology is likely to change the face of the internet over the decade, and search marketing is one of the areas that it is expected to cause a massive shake-up. Knowing where the blockchain fits in search marketing helps us to deal with the incoming waves of technological change before they occur.

—
Image Credit: kantver

e27 publishes relevant guest contributions from the community. Share your honest opinions and expert knowledge by submitting your content here.

The post How blockchain is going to impact search marketing appeared first on e27.

People used to talk about a Series A gap in Southeast Asia; now they’re talking about a Series B gap, says Santos

Wavemaker Partners is probably the most active early-stage VC fund in Southeast Asia. Originally founded by Eric Manlunas, the VC firm expanded operations into Southeast Asia in 2012. Paul Santos, a serial entrepreneur who has built half a dozen startups in the past, is heading the regional operations for the VC from its Singapore office.

Wavemaker, which primarily invests in B2B and deep-tech startups, has just announced the first close of its third fund at US$60 million from several prominent names, such Pavilion Capital, the International Finance Corporation (IFC), Temasek, family offices of the Co-founders of Microsoft (Vulcan) and Facebook (EE Capital). Wavemaker is in talks with more investors to close the fund at US$100 million.

In this interview, Santos shares more details about the fund and the Southeast Asian market.

Below are edited excerpts:

Most of your backers are well-known institutions and family offices from around the world. How did you win their trust to invest in your fund?

We are grateful for their trust. It’s something we don’t take for granted and do our best to keep. If I were to guess, it might be a combination of a few factors.

From a macro level, it helps that Southeast Asia’s tech ecosystem has continued to mature. As compared to a few years ago, we don’t have to answer ‘why SEA?’ as much. That helps because then investors can spend more time getting to know us.

Also Read: He dropped out of school to travel around the world and is now founder of a startup with presence in 26 countries

At the firm level, it seems we’ve built a bit of momentum (as I shared in my blog post). We’ve been actively investing in Southeast Asia for more than seven years now. We’ve been consistent with our strategy. Who else in the region has 88 (out of 108) investments in enterprise and deep-tech? We’ve been able to show up rounds and exits.

We’ve assembled a solid portfolio of founders complemented by a strong network of LPs, advisors, and co-investors who help us support them. Our team has also grown and now our deal flow has never been better.

By when are you looking to make the final close of this fund? Do you expect the fund to be oversubscribed?

We have quite a few interesting ongoing conversations. Let’s see how it goes.

How is the third fund going to be different from your previous funds? Do you expect to cut bigger cheques moving forward?

Good question. When we had a smaller fund, we would end up leading US$1 million seed rounds with a US$250K-US$300K check because nobody else was as interested in enterprise and deep-tech. With the new fund, we can now write US$500K checks to start and add another US$1-2M in succeeding rounds. This will hopefully make fundraising easier for our startups.

Since launch in 2012, Wavemaker has invested in 108 companies, but very few are consumer internet companies. Was it a deliberate decision to not go after consumer internet and why?

Yes, it was. We felt that the consumer companies were well-covered by the market, so we could do that more opportunistically. The enterprise and deep-tech companies were underserved and we happened to find these companies interesting and potentially valuable. We continue to be committed.

You were an entrepreneur and founded six companies before turning investor in 2012. Which is more difficult — building a company or building a VC firm? Can you share your experience with our readers?

I actually see Wavemaker as an entrepreneurial endeavour too. I’ve survived enough mistakes in the past, so hopefully I can do a better job this time.

I think that if you strip away all the jargon and the hype, all businesses — whether they’re tech businesses or non-tech businesses or even VCs — are quite similar. I will always try to answer the same questions. Is the market opportunity attractive? Can we assemble the right organisation to pursue it? Can we build the right plan and get it financed? Can we define the key risks and manage them? Is the upside for doing all of these worthwhile?

If I’m happy with the answers, I go for it. Once I’m in, it’s all about execution and adapting to market conditions. This is where we’re at with Wavemaker right now. I think, so far so good.

How do you look at the evolution of the Southeast Asian market as a whole over the past seven years?

It’s certainly become more vibrant. The caliber of the founders we’re meeting and the quality of the companies they’re building have gone up. There are more successes emerging.

There’s also more capital being invested in the region coming from more places like Japan, South Korea, China, and India. Even large local families are participating now. People used to talk about a Series A gap. Now they’re talking about a Series B gap. VC fund sizes are growing as well.

In 2017, you launched a US$66M fund. How is this fund performing? How many investments did you make in Indonesia from this fund?

It’s doing well. We made 75 investments. In early-stage VC, it’s about finding a few big hits to carry your portfolio. As mentioned in our release, we have a few companies that have raised sizeable funding rounds already like Zilingo, ThinCI, Moka, and CashShield. Other companies that are probably less known but showing promising traction include Lynk, Wavecell, Red Dot Payment, Structo, Growsari, Igloohome, Zuzu and Silent Eight. We also saw recent funding rounds for companies like Saleswhale and Musiio.

Myanmar is “the new kid on the block”, given its huge internet penetration. Do you have aggressive plans to tap into this market going forward? Do you expect to launch an exclusive fund for this market?

No aggressive plans, and no intention to raise an exclusive fund.

You are also operating a healthcare fund called Wavemaker360. I am just curious to know why a separate fund is required exclusively for healthcare? Do you plan to take this fund to SEA? Or have you already invested in the region from this fund?

That is primarily a US-focused fund. The team has deep experience in the space and excited by the opportunities in front of them. That said, they have co-invested with us in Savonix. We have 12 other healthcare-related investments from our SEA funds.

India has been a fast-growing market, not just for B2C but B2B as well, and almost all global VCs have operations in this country. Don’t you think you are missing out on a massive opportunity by not turning your focus here?

We currently have nine portcos with operations in India. They are: Zilingo, Konigle, Exborders, Hardskills, Hospals, Lynk, MyDoc, SourceSage and Yulu. We potentially have three more in the pipeline.

That said, India is a huge opportunity just like San Francisco, New York, or China are huge. We aren’t directly in any of those markets either. The first question we ask is if the market is underserved. The next question we ask is what kind of deal flow can we get? Quality deal flow is the lifeblood of a VC. What right do you have to compete for the best deals in a market? Can you spot them? Can you get in them? If you can’t, then you’re just wasting time and money.

The primary way we get access to high-quality opportunities from India now is through credible partners. We are grateful to firms like Blume, Spiral, and Leo who’ve shared exciting deals with us. The reasons they seem to be inviting us would be our enterprise and deep-tech experience and expertise, as well as the networks we’ve built through offices in Singapore and Los Angeles.

—

Image Credit: Wavemaker Partners.

The post As compared to a few years ago, we don’t have to answer ‘why SEA?’ as much: Wavemaker’s Paul Santos appeared first on e27.

Kincir CEO Giring Ganesha talks about juggling superstardom and startup life, and his secret recipe for productivity

While the Indonesian public might recognise Giring Ganesha as the lead singer of pop music sensation Nidji, and a man who has starred at several movies, he has recently added a new entry to his resume: A startup founder.

In 2013, he launched Kincir, a social media platform for fans to interact with their idols. On Wednesday, he expanded the platform by launching Viral, a news platform targetting youth aged between 15 and 25 years.

“We learned that managing a user-generated website is a very tough challenge. How can we get more users? If people want updates from celebrities about their daily activities, there are already platforms for that,” Ganesha says, explaining the reason behind the expansion.

“I’m also a big fan of pop culture. Star Wars, DC, Marvel … And I noticed that the Indonesian media, when they are covering entertainment, they still focus [a lot] on gossip. No one is focussing on the niche and fun aspect [of pop culture] yet,” he adds.

e27 sat down with Ganesha to talk about what it takes to juggle two jobs, and his approach to building a more productive team.

The following are edited excerpt of the interview:

Also Read: Kakao buys music streaming service MelOn for a sweet US$1.5B

Tell me how your new career began!

It was on 2010, and my wife was eight months pregnant. We were obsessed with investing our money. Then I received an invitation to Mark Plus Conference (a marketing conference in Indonesia) and I decided to go there with my wife.

At the conference, I met Danny Wirianto. I was so starstruck; I just had to take photos with him. He was talking about Kaskus (a website similar to Reddit), and his speech was amazing! Especially since I’ve been on Kaskus since 1998. Seeing porn stuff in there, they don’t have it anymore, eh? (laughs).

But when I approached him backstage for a photo, he was like, “Hey! It’s me who’s supposed to take photos with you!”

That was the beginning of our beautiful friendship. Then he told me, “Giring, I am currently leading Merah Putih Incubator. If you have any [business] ideas, please just tell me about it!”

So I told him about my ideas for Kincir.

What motivated you to get into the tech industry?

I understood that in the future, no one [would be able to] live without tech. Back then it was enough to live with clothes, food and housing, but now you need to add the Internet too. It has become a necessity.

Also Read: RoadGods, PindropMusic selected for GHV’s acceleration programme

How do you manage your time between your band, movies, and the startup?

Very easy. I wake up early at 5AM. I get to the office by 7AM and my team is already there. Then we have a breakfast meeting until 8AM. [The rest of the morning] is meetings and the like.

By lunchtime, if I don’t have any agenda with Nidji, I continue until 4PM, then go home. Usually, all Nidji-related activities are happening after lunchtime. That’s how I manage my time.

Having a company that starts business at 7AM turns out to have many benefits.

One, my employees are freed from [dealing with] traffic jams. Two, they are still fresh. We used to start at 10AM, and by the time everyone gets to the office they all looked like they just got back from a war. Then comes lunchtime and after everyone has rice they end up feeling sleepy.

At first they were shocked when I announced we are starting at 7AM. But I told them, “Just give it a try, man, just one month!”

The result was amazing. They are happier, and they actually have a life because they can leave by 4PM.

I have an engineer who lives far away from work. During his performance review, he actually thanked me [for the new regulation], as he now has more time to spend with his wife.

I literally cried when I heard that.

Also Read: Music streaming firm Guvera raising US$100M for Indian expansion

Does your celebrity status come with any challenges of its own?

The good thing is that it is easier for me to build a network. I can meet with the big bosses without having to introduce myself.

The challenge is actually the investors. They all asked the same question: How do you manage your time?

The only way to face [that question] is by proving myself.

Any advice for those who would like to switch careers to tech?

I do not think I am in a position to give advice, but I would say just pursue your dream. If you have an idea, put in on paper, test the market. And if the market likes it, then expand.

Beside, in this day of age, everyone is an entrepreneur. We are an entrepreneurial generation.

Image Credit: Kincir

The post I made my employees start working at 7AM – and they love it: Giring Ganesha appeared first on e27.