Posted on

Meet the e27 Connect VCs that invested in April second half

It is heartening to see venture capital investors — local and foreign —  coming forward to invest in Southeast Asian startups amidst a challenging investment climate. Last week, some of e27’s verified investors (e27 Connect) were involved in many investment deals in the region.

Below is the brief profile of each of them.

Better Bite Ventures

Founded by Michal Klar and Simon Newstead, Singapore-based Better Bite invests in alternative protein startups in Asia Pacific across founding, pre-seed, and seed stages. It invests in startups using plant-based and cellular agriculture technologies to create climate-friendly meat, dairy, egg and seafood alternatives that are better for people, animals and planet.

It provides up to US$50K per startup. Last week, it invested in four alt-protein startups – Allium Bio, Cultivaer, EatKinda, and Klevermeat.

Touchstone Partners

Touchstone Partners is a Vietnam-focused VC firm. Its current investment areas include fintech, real estate, health technology, and edutech and technology initiatives that improve the efficiency of the value chains of important industries such as production and agriculture.

Last week, it joined the US$3 million funding round of Selex Motors, a Vietnamese maker of electric two-wheelers and battery packs, along with ADB Ventures and two foreign investment funds.

Investible

With offices in Sydney and Singapore, Investible is an Asia-Pacific-based early-stage VC firm that provides high-potential founders with financial, human and intellectual capital.

Also Read: Meet the e27 Connect investors that invested in SEA in April first half

The VC firm invests between US$200,000 and US$1 million in seed, pre-Series A and Series A startups.

On April 21, Investible led the US$1.65 million round of Singapore-based programmable synthetic data company Betterdata.

Xcel Next Ventures

Launched in Nov 2021, Xcel Next is an early-stage VC firm with a presence in Taipei, Singapore and Silicon Valley. With its extensive network and global resources, it adopts a high-touch approach to help early-stage founders accelerate their venture-building process.

Xcel mainly invests in seed to Series A startups through its fund X-TECH, cheque size starts from US$100,000 up to US$1 million per investment. ​

Its areas of interest include AI, 5G applications, edge computing, mobility, healthtech, smart manufacturing, fintech, blockchain/Web3, VR/AR/XR, metaverse, and next-generation technologies.

It invested in Betterdata along with Investible.

iGlobe Partners

Established in December 1999, iGlobe Partners is a cross-border VC firm that invests globally in early growth companies (pre-Series A to Series D) focusing on smart Cities, fintech, and synthetic biology. It identifies companies in early growth stages with emerging technologies and innovations that will become game-changers.

It sources startups from Silicon Valley and brings them through Singapore as a gateway to Asia.

On April 20, it participated in Accredify’s US$7 million Series A round.

Qualgro

Qualgro (quality & growth) is a VC firm based in Singapore, investing in tech companies in B2B, data/AI and software across Southeast Asia, primarily at Series A & B.

Its cheque size ranges from US$10,000 to US$10 million.

It co-invested along with iGlobe in Accredify’s US$7 million Series A round.

Earth Venture Capital

Earth VC is a global VC firm investing in climate-tech solutions, with a focus on the Southeast Asia region. The firm invests in seed to Series A startups in AI, Machine Learning, robotics, new materials, new energy, and the IoT that serve the goals of switching to renewable energy, abandoning fossil fuel, and increasing the level of carbon storage.

It writes a cheque size of US$500,000 to US$1 million in pre-seed, seed, pre-Series A, and Series A startups.

A few days ago, it invested in Israeli startup ITC.

Forge Ventures

Forge Ventures was established in 2021 by Tiang Lim Foo and Kaspar Hidayat in partnership with Alto Partners, an Asia-focused multi-family office. A sector-agnostic fund, it intends to back founders developing the next generation of category-defining firms at the seed stage. It is also paying close attention to fintech startups in the region.

It has an average cheque size of US$750,000.

The firm recently led Mito Health’s US$1.3 million funding.

Echelon Asia Summit 2023 brings together APAC’s leading startups, corporates, policymakers, industry leaders, and investors to Singapore this June 14-15. Learn more and get tickets here. Echelon also features the TOP100 stage, where startups can pitch to 5000+ delegates, among other benefits like connecting with investors, visibility through the platform, and other prizes. Join TOP100 here.

Copyright: alfaphoto

The post Meet the e27 Connect VCs that invested in April second half appeared first on e27.

Posted on

From human to AI: Embracing change and thriving in the new world of work

Have you ever found yourself wondering if robots will one day take over our jobs? The future is already here, and the rise of Artificial Intelligence (AI) is changing the job market in ways we never imagined.

From manufacturing to customer service, AI is making tasks faster, easier, and more efficient. It’s not just blue-collar jobs that are at risk; white-collar jobs are also feeling the heat as AI technology continues to advance and disrupt the job market.

So, buckle up and get ready for a wild ride as we dive into the fascinating world of AI taking over jobs.

Artificial Intelligence follows the general guidelines set by humans, but it also has the ability to chart its own course. AI can analyse customer data, anticipate customer behaviour, and even automate certain marketing tasks.

Our agency has been experimenting with OpenAI’s ChatGPT and has been blown away by AI’s progression. ChatGPT is trained in conversational engagement and can handle tasks such as solving mathematical problems, coding, creating content, summarising information, correcting errors, disputing false claims, and more. It’s time for us to consider the full potential of AI and explore ways to leverage it to enhance our business strategies and marketing efforts.

Moreover, AI not only has the potential to create new jobs but can also automate existing tasks performed by people. Instead of ignoring it, it’s important for people to start figuring out how to use it and implement it in their workflows to fulfil tasks faster and more efficiently. Staying ahead of the curve is crucial!

How we have optimised our standard operating procedures to utilise AI

Training AI based on providing detailed prompts on what is successful

We have begun to curate a content library of successful campaigns, articles, and social media posts to use as a point of reference for AI. This helps AI understand what works best for our clients and their target audiences. Following that, we can further train it with custom data to produce more relevant and successful campaigns for different industries and niches.

Also Read: How business leaders can utilise generative AI in employee communications

Experimenting and A/B testing different content frameworks

We use AI to create content based on various frameworks, such as storytelling, problem-solution, and benefits-driven approaches, and tailor it to our clients’ business needs. These frameworks range from AIDA (Attention, Interest, Desire, Action), PAS (Problem, Agitate, Solve), USP (Unique Selling Point), to Brand Story Arch framework and more.

Testing different content frameworks with AI also enables us to quickly create more engaging, relevant, and effective content that caters to the unique needs of different target audiences, ultimately leading to better marketing results and a competitive edge.

Drafting designs

Images are universally understood, making them an effective means of communication across different platforms, devices, and user interfaces. Additionally, AI art can produce any designs you want in a fraction of the time it would take a designer to complete them.

I am an avid user of Midjourney and have been using it to draw inspiration for design work. There is a bit of a learning curve, as you will need to familiarise yourself with the commands used to create images like changing the settings on quality, saturation, size, stylised values, and more. Once you master these, the possibilities are endless.

With Midjourney, you can also upload images as a part of a prompt to create emotional resonance and more relevant and accurate visual outcomes. This enables you to enhance complex ideas, emotions, and scenarios with greater ease and clarity.

It is exciting to learn about new innovations and market trends and I am looking forward to technological developments that can improve the way my agency operates. 

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 groupFB community, or like the e27 Facebook page

Image credit: Canva Pro

The post From human to AI: Embracing change and thriving in the new world of work appeared first on e27.

Posted on

How BNPL can provide lower-income households with new opportunities

Still reeling from the countless geopolitical challenges of the past several years, the global economy continues in its attempt to return to some semblance of normality. Many of the world’s lower-income individuals and households continue to struggle as the lingering effects of the COVID-19 pandemic and the war in Ukraine have exponentiated the cost-of-living crisis.

However, emerging from financial instability and uncertainty has been the rapid evolution of digital financial tools that are providing those on lower incomes with more spending opportunities. Chief among them is the Buy Now, Pay Later (BNPL) model that has made particularly significant strides in some of the world’s emerging markets.

A recent report from Coherent Market Insights predicts that the global market value of BNPL is expected to rise by 21.2 per cent by 2027, with countries in the Asia Pacific region experiencing the fastest share of the growth.

But what is BNPL and how does it work? In short, BNPL is a form of short-term financing that enables customers to make a purchase today and pay for it later, typically in monthly instalments.

In the midst of the continuing and unrelenting global cost of living crisis, BNPL is allowing customers, including those who are earning at the lower end of the pay scale, to pay in increments for a variety of necessities including health, education, travel, and a multitude of other services. 

Geopolitical situation

According to a report from the World Bank, the East Asia and Pacific (EAP) region’s economic recovery has been hampered significantly by the global pandemic, the war in Ukraine, the structural slowdown in China, and the fiscal tightening in the United States.

The report has also warned that households in the region that fell back into poverty during the pandemic will see real incomes shrink further as living expenses continue to rise. Russia’s invasion of Ukraine in 2022 and the war that has ensued have put several countries beyond their capacity to navigate the cost of living crisis effectively and efficiently.

Also Read: Why BNPL will change the payment landscape in Vietnam?

Combined with the relentless developing pace of climate change and the lingering effects of the pandemic, the United Nations has labelled this period of time as being the highest cost of the living crisis of the twenty-first century, as food and fuel prices continue to rise, debt distress escalates, and financial circumstances for millions continue to tighten.

Despite the crisis being global in nature, higher prices are frequently having a greater impact in lower-income countries, for families and individuals in many of the world’s emerging economies, food and gasoline make up a higher portion of their budget, which have been amplified greatly by the effects of price hikes on necessary amenities and products.

Many of these nations’ governments are working with dwindling and restrictive budgets to try to support and sustain the poorest of their citizens. According to a study conducted by GeoPoll, 75 per cent of respondents have identified rising food, utility, transportation, clothing, and housing prices have reduced their family’s standard of living.

Fortunately, consumers today have greater access to financial products and services, including BNPL, which makes it easier to save and manage money. 

Uptake in digital technologies 

Spurred on by geopolitical events, the rise of digital transformation in the Asia-Pacific region has increased exponentially in recent years.

According to an e-Conomy SEA report, the area is forecast to be the fastest-growing region in the world when it comes to internet adoption, with 400 million consumers taking their first tentative steps online in 2020 alone. Influenced by this, the BNPL model has become one of the fastest-growing segments in consumer finance, particularly in some of the world’s emerging markets.

A study conducted by Research and Markets highlighted that the BNPL Gross Merchandise Value in Indonesia alone is expected to grow from US$2,777 million in 2021 to US$25,338 million in 2028. The emerging youth population in South and Southeast Asia has led to a boom in digital consumption, and with an ever-increasing mobile phone penetration in the region, consumers are both depending on and spending more and more on e-commerce and social media sites to purchase products and services.

According to McKinsey & Company, the proportion of digital payments in Asia will be at 65 per cent in 2024, compared to an average of 52 per cent globally, ensuring the Asia continent is the driving force behind global spending growth.

Ultimately, this is contributing to an emergence of a population who are more consumer savvy, and who are able to use payment services, including BNPL, to navigate the continuing and ensuing geopolitical tribulations. 

Opportunities for lower-income households

The rise in digital consumption by many in the South and Southeast Asia region has allowed many of those earning lower incomes to manoeuvre through the unrelenting cost of living crisis more efficiently, with BNPL being an option many are turning to. This type of payment option is on the rise for several reasons; sellers are not required to conduct hard credit searches, and an individual’s credit score is unaffected by engaging in such a service, once

they have paid off what they owe. In comparison to obtaining a credit card, this credit is much easier to access. The payment plans offered to consumers allow them to pay back what they owe in instalments, appealing to many customers as it means that they can spread out or postpone the expense of products without incurring any damaging interest.

Increasingly, BNPL is becoming the preferred payment option for younger generations who are warier about the hidden and interest fees of traditional financial products like credit cards.

A significant reason for this uptake is that the revenue model of credit cards and BNPL is starkly different. Credit card companies primarily make their money through the collection of annual fees, late fees, and interest fees. In direct contrast to this, the BNPL model makes money from the fees collected from merchants who use and accept their payment solution and doesn’t charge any fees from users.

Through using the BNPL service, lower-income households are gaining access to products and services that they may not be able to afford otherwise. The flexibility the BNPL payment option grants provides lower-income households with financial adaptability by allowing them to spread the cost of a purchase over an extended period of time and allowing them to manage their budget and cash flow more effectively.

Also Read: How du-it aims to empower SMEs with its Shariah-based BNPL platform

In many emerging markets where credit card penetration is low, lower-income households have the choice to buy quality goods and services without borrowing money from family or friends or instant lending apps.

Owing to the limited access to traditional credit options many lower-income families encounter, these households were dependent on high-interest loans to make ends meet. This now no longer needs to be the case, with BNPL options providing individuals with a more flexible alternative to high-interest loans. 

Benefits of BNPL for the wider economic community

BNPL solutions are stimulating economic growth, boosting retail sales, and decreasing debts in tandem with improving financial inclusion for consumers. While the benefits of the service for individuals living on a lower income are apparent, there is also a multitude of benefits for the businesses, both small and large, that choose to adopt a BNPL option at their checkouts.

The payment instalment service allows the customer to overcome any hesitation they may have about making a purchase, resulting in a higher sales volume for the e-commerce business. It also boosts customer loyalty and increases a shopper’s average cart total value.

While the tool is extremely advantageous for those supporting themselves and their families on lower incomes, there is also scope for consumers to purchase airline tickets and cars, all on interest-free instalments when using BNPL. 

The BNPL industry is currently booming in the Asia region, with the top BNPL companies in the world having a presence in Singapore, Indonesia, Malaysia, Australia, India, and China. According to a report from The Australian Finance Industry Association, BNPL made a significant increase to GDP and jobs in Australia and contributed US$14.3 billion to the Australian GDP in the 2021 financial year.

The report also disclosed that the employees and suppliers of businesses offering BNPL also benefit, ultimately resulting in a favourable knock-on effect on the economy as a whole. Stemming from this knock-on, or multiplier effect, BNPL’s overall economic impact surpasses the amount of direct revenue explicitly attributable to BNPL.

Significantly, this ensures that while lower-income individuals can avail of BNPL services, the businesses that offer this staggered payment method are contributing to the broader strengthening of the economic community, minimising the impact of the cost of living crisis at a larger scale. 

As economies continue to navigate an ever-uncertain world, BNPL payment options provide much-needed certainty and reassurance for many lower-income households, wherever they are located, that food and other essential goods can be purchased when necessary.

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 groupFB community, or like the e27 Facebook page

Image credit:  Canva Pro

The post How BNPL can provide lower-income households with new opportunities appeared first on e27.

Posted on

Hard work takes over when talent fails: Latif Sim of BeLive Technology

As the dreary funding winter soars, at e27, we are kickstarting a new article series Line of Hire to understand an organisation’s culture and hiring philosophies to empower tech workers with the right growth tools to enable business owners to attract talent.

Latif Sim is Chief Strategy Officer at BeLive Technology, where he oversees its strategic growth and direction. Prior to BeLive Technology, he worked across both private and public sectors, as well as within the startup industry. A strategic thinker, he brings the structured management and approaches of the public sector to the dynamism of a startup.

Sim discusses BeLive’s culture and hiring philosophies in this candid interview.

What personality traits/qualities do you look for in potential employees?

I only have two criteria. First, someone who is willing to learn, unlearn and relearn. Knowledge evolves day to day and there could be situations which require us to unlearn past knowledge and relearn new ones. Second, is work ethics. You can’t teach that. Always strive to be the hardest worker in the room. When talent fails, hard work takes over.

How do they fit into your company culture? Tell us a little more about your company culture.

We are pretty easygoing as a small knitted team. Very transparent in communications and conversations and we have an open-door policy. We treat all colleagues as equals and we sit in the same common area during our day-to-day dealings. If you leave the ego at the door when you enter the office, you are pretty much set to fit in our culture.

How do you foster transparency and encourage achievement at BeLive Technology?

We have an open-door policy here at BeLive Technology. We are always in problem-solving mode and we see the bigger picture rather than who makes a mistake. If we make a mistake, we need to recognise it, find a solution, and move on. Life is too short to harp on past mistakes.

Also Read: No achievement is too small, no individual is too junior to be highlighted: Zelia Leong of PraisePal

Do you have a mental health policy? What does that look like?

Unfortunately, we don’t at the moment. But we recognise this to be a very important aspect of our organisation. We speak to our team members very frequently to check in on how they are doing and whether they need help. Our one-on-ones prove to be useful in that manner to identify issues that might surface.

WFH or WFO, or hybrid?

Hybrid. Nothing beats a f2f brainstorming session. It sparks human connections. But we recognise that tasks/meetings can be executed remotely.

How should a tech worker prepare for the funding winter?

Be conservative. Look at your cash flow, and manage expenses. If there is a need to make difficult decisions, it should be made. Being overly dependent on funding to run a business is not a viable long-term strategy.

How do you measure the performance of your employees?

At BeLive Technology, each of us has our own respective OKRs which we agree on at the start of each year. We review them quarterly to see where we have progressed and make adjustments/run new initiatives if there is a need to. We will do a complete evaluation at the end of the year. So in summary, performance planning, performance monitoring and performance evaluation.

Also Read: Innovation, teamwork, open communication are valued in our culture: Farida Charania of Empauwer

Will you consider a moderately skilled person with great honesty or a highly skilled person with less honesty when hiring?

Definitely the first one. My evaluation is based on these four letters: K-S-A-C. Knowledge, Skills, Attitude, Character. You can teach and learn the first two but the latter two, it is innate/natural.

Do you encourage ‘intrapreneurship’ in your organisation?

At BeLive Technology, we always tell the employees, this mothership is your baby. We are very open about this. Treat it as your own business. We are able to do that because we are a small team and we spend a lot of time with the team. If any ideas, initiatives, or observations that make us better, let’s throw them out and discuss them.

How do you support upskilling for your employees?

They are encouraged to upskill and learn new knowledge. We fund part of their learning courses. Our expectations of the team are very clear here. We learn something new every day.

Echelon Asia Summit 2023 brings together APAC’s leading startups, corporates, policymakers, industry leaders, and investors to Singapore this June 14-15. Learn more and get tickets here. Echelon also features the TOP100 stage, where startups can pitch to 5000+ delegates, among other benefits like connecting with investors, visibility through the platform, and other prizes. Join TOP100 here.

The post Hard work takes over when talent fails: Latif Sim of BeLive Technology appeared first on e27.

Posted on

Effective customer retention strategies from top Philippine founders

Philippines

Customer retention is a crucial factor in the success of any business, and it is especially important in the Philippines. In a country where customer service and personal relationships are highly valued, businesses that prioritise customer retention can build strong, loyal customer bases that drive revenue and growth.

Last March 8, a roundtable panel discussion titled “Retention Playbook Philippines: Orchestrating Campaigns for Different Customer Segments” was held in Manila to discuss trends and strategies surrounding customer retention in the Philippines. The program was held by CleverTap in collaboration with e27.

The panel included Victor Lim, Co-Founder of Kraver’s Canteen, Philippines’ leading ghost kitchen network; JC Medina, Head of Innovation at PalawanPay, the newest fintech product of Palawan Pawnshop / Palawan Express Pera Padala Group; Daryll Santillan, Head of Marketing at Booky, a deals and discoveries platform for meals; and Marc-Antoine Hager, SEA Regional VP, Sales at CleverTap.

At the event, different brands catering to different categories — food, dining, marketplace, and eWallets — discussed their playbook for maximising retention in the B2C markets.

Strategies for customer retention in the Philippines

The event further outlined a few case studies of successful customer retention and marketing strategies in the Philippines.

For marketplaces, the approach lies within bringing value to both the users and the merchants. Putting brands at the front and centre is the priority when dealing with retention. Given its double-sided markets, there’s also innovation in utilising the most effective channels in the Philippines. 

According to Santillan, “The top two would be email and SMS. Even though we’ve transitioned to a lot of messaging apps, [there is] a lot of the traffic and other brands in the messaging apps that make it difficult for us to stand out.”

In the case of Kraver’s Canteen, segmentation plays a big role in customer retention especially if you are competing with aggregators like Grab. There is a shift towards prioritising retention in their own platform and through real-time data found from customers, they found unsatisfied needs in each segment.

Also read: Ditch your other plans and Meetup with us in Singapore

For example, on-demand food aggregator services are not able to cater to those looking for affordable and practical healthy subscription meals, and this led to a subscription model that has been widely successful thus far. This goes similarly for other niche markets in food. 

Another thing to note when operating a ghost kitchen is to balance rotating the product to maintain freshness in brand offerings, and optimising the details so that margins would spike. This is where automation plays a role, as there is a lot of sophisticated data that have to be processed in a short amount of time.

PalawanPay has a similar strategy for transitioning customers from offline to online using granular data: “What we’re trying to do is we’re just looking at offline or real-world analogues and trying to apply it in digital, making it more efficient and making it more compelling.” 

Harnessing data to bolster customer retention

One of the key questions asked during the event is to share some techniques to regain previously loyal users of the platform that eventually stopped patronising one’s products and services. Santillan advises extracting these users’ data from the database and creating a targeted campaign based on their past behaviour. Sending targeted messages through SMS is effective in reactivating dormant users.

But what is the ideal number of notifications without annoying the users? Medina of PalawanPay believes from his experience, “When we first launched, the biggest mistake we made was not sending enough messages at this time, because we were too afraid that people might find it intrusive. That in itself is a really dangerous assumption. The best thing to do in retrospect is to sell to as many as you can at the start until you find what hits the sweet spot.”

Also read: Championing disaster tech, meet Prudence Foundation at Echelon!

Santillan further adds, “We run a couple of tests to find the sweet spot, experimenting on both the time of data and the number of users that would get push notifications. To check on the health of our relationships, we look at our click-through rates and whether they are dropping.”

For example, Booky’s team found that there is high traffic right before meals, so they typically send notifications in the morning and evening. “Those are like specific nudges and moments that you can capture to help remind the user that [our] promos exist and there are specials you can enjoy today.”

What factor drives retention aside from promos or savings?

Clear and actionable communication is something that customers appreciate. Relationships go hand in hand with data, therefore it is possible to create personalised experiences despite executing broad campaigns. Treating these as relationships that go beyond being transactional is crucial.

According to Medina, “We actually have to craft the storylines. Around each and every feature in our product roadmap is a story [which] serves as entertainment to the user. That’s actually worked really well for us. We try to entertain with each and every product.”

Also read: TOP100 Partner WebEngage pushes growth for SEA startups

Kraver’s Canteen’s Lim adds, “When we communicate ahead of time regarding a customer’s order, we eliminate the risk of complaints. We provide minute details ahead of time, [which is] something they appreciate.”

Customer retention is a critical factor in the success of businesses in the Philippines

With all this in mind, it is clear that by prioritising customer service, personalised communication, and loyalty programs, businesses can build strong relationships with customers and drive revenue through repeat business. While there are challenges to improving customer retention in the Philippines, the opportunities for growth and success make it an essential strategy for businesses looking to succeed in this dynamic market.

– –

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

We can share your story at e27, too. Engage the Southeast Asian tech ecosystem by bringing your story to the world. Visit us at e27.co/advertise to get started.

The post Effective customer retention strategies from top Philippine founders appeared first on e27.

Posted on

10 expert tips to safeguard your startup from costly contract disputes

Signing the first contract for your startup can be an exciting milestone for a first-time founder. But contracts can get complicated, voluminous, and often confusing documents that founders would rather not deal with. 

As a startup lawyer, it is common to find out that the founders may even realise that they may not be in complete agreement on their initial terms.  Rather than taking the time needed to understand the terms or precisely agree on each term of the contract, they rather settle on vague descriptions of each party’s rights and obligations in the contract. 

Startups may also often be tempted to use legal templates, as they’re a cheaper alternative than hiring a startup lawyer and as far as the founder is concerned, it does the job to get the deal going.

This strategy works well in the short term which is to let parties “finalise” now and sign the contract. But when disputes arise, this initial approach to dealing with contracts usually results in time-consuming, expensive, embarrassing, and unpredictable litigation of the contract. 

Let’s take a look at several tips that you should know to avoid contract disputes for your startup.

Not putting things in writing

Relying on a “gentleman’s agreement” or a “handshake deal” is the usual excuse people make not to engage a startup lawyer to draft a contract. Under the law, a verbal or oral contract may be just as enforceable as a written contract.

However, considering that the parties may understand things differently from the meeting, it is often hard for the parties to agree on a default situation if one party ends up with a different view as to what was initially agreed upon. 

Under the law, all intellectual property (IP) created by a founder will not be automatically assigned until an assignment agreement is executed. In our experience, the IP created sometimes never gets transferred to the company at all and the company will be at risk if the founder decides to leave the venture without assigning the IP to the company. 

“Kick the can down the road” approach

In our experience, founders are eager to close off a deal and may rush to enter into a contract. It is easier to ignore and defer the important terms by ‘kicking the can down the road’ by persuading the other party to agree on the terms only in the future. As a founder, you may be delaying crucial discussions with the counterparty. 

Also Read: Going solo: Legal considerations for starting a small business in Singapore

Disputes may arise if the parties cannot agree to new prices in the next six months, or if the parties cannot come to a consensus on the new revised features when the terms are subjected to future review each calendar quarter. 

“Best effort” basis

Instead of agreeing on specific obligations and measurable metrics for objectively determining if a party has met those targets, first-time founders often prefer to use “best efforts”, “commercially reasonable efforts”, “reasonable efforts”, “good faith” or some other vague standards. 

The parties may not even know the differences between these phrases when asked. If the contract ends up in a court, you may be surprised to learn that judges usually may not agree on the meaning of these standards. The meanings will be interpreted differently depending on the court’s approach to interpreting the contract at the time. 

Vague terms

Founders tend to take definitions for granted. Similar to the previous ‘kick the can’ approach, they may instead hope the definition will somehow be mutually agreed upon in the future. For example, words such as “reasonable expenses”, “costs” and “standard quality” can mean differently to different people. 

In reality, it is impossible to agree on what will be the “standard” terms as they are not uniformly defined across the industry.  In the case of a dispute, even among expert witnesses.  

If you want your startup to get paid, your contract needs to have a series of deliverables described in the scope of work (SOW), a milestone table with deliverables, dates, and acceptance criteria (i.e. “When are we done?”), and a payment schedule is a good way to set everything out clearly.

Vague timeline

Rather than agree on a specific time period or date for certain tasks to be carried out, contracts that vaguely specify for tasks to be performed in a “timely manner”, “as soon as possible”, “as soon as practical” or “immediately” will invite problems in the future. It will be a better practice to state the number of days by which each party must get so and so done.

Conflicting terms

Let’s look at the duration clause inside a contract as an example. To avoid agreeing upfront on an agreed duration for the length of a contract, parties may end up entering into agreements specifying a one, two or three-year contract term and may even simultaneously agree that any party may terminate the agreement at any time upon written notice. When a party intends to terminate the contract, it may cause confusion as the terms are conflicted.

Excluding important terms from the contract

If it’s part of the agreement, you need to include it in the contract. A business plan or even a financial forecast spreadsheet can be incorporated into an agreement and is legally binding between you and the other parties (whether among shareholders or with new parties including investors). 

Legally speaking, if there is an agreement entered by the parties, any statement made during initial meetings or negotiations will not be binding as these statements will be presumed to have been superseded (by the new express terms set out in the contract). 

Also Read: All that you need to know about the term sheet for approaching investors

As a founder, you need to make sure that all terms of the deal are included in the contract or incorporate key documents by reference.

 Ambiguous terms 

If you’ve agreed to form a company with another Co-Founder, the founders’ agreement needs to address the agreed allocation for the set of duties and activities between the parties, the required time to get the tasks done, and the method for the work to be carried out and remedies (like forfeiture of the shares if the cofounder fails to perform the agreed set of tasks).

Unenforceable provisions

For a layperson, it may be hard to know if certain terms that you have included are known to be unenforceable under the law. If there is a dispute,  the judge will have to “figure it out” for the parties. The judge may either modify the relevant clause to make it enforceable or even decide that the clause is unenforceable. 

A non-compete clause may or may not be enforceable depending on the choice of governing law for the contract (for example, a non-compete is not enforceable in Malaysia). Even if is enforceable, it may be subject to the degree of reasonableness such as a geographical area or a duration for its enforcement may also need to be considered.

Overreliance on legal templates

When parties rely on a legal template, it can be tempting to just copy and paste or nowadays use the ‘online legal template generator’ by filling in the placeholders with your preferred terms. This ‘one size fits all’ may work a few times but not all the time as deals may end up getting complicated quickly. 

Don’t get me wrong. Legal templates are a huge help to get started but there is no such thing as a “standard” contract. There must be a good reason why every legal template you download will have a big legal disclaimer written in red bold letters.

Conclusion

Aside from the legal expenses, you will have to deal with the opportunity costs involved with the judicial process as there is an ambiguity when it comes to the litigation outcome as there is no way to predict how the court would interpret the contract. 

As a founder, you need to act prudently, don’t rush to close a deal for fear of “losing out’, and take the time needed to understand all the terms before signing a contract.

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 groupFB community, or like the e27 Facebook page

Image credit: 123rf-prathanchorruangsak

The post 10 expert tips to safeguard your startup from costly contract disputes appeared first on e27.

Posted on

How is Nium different from a bank?

Watching this weekend’s news that First Citizens has finally agreed to buy Silicon Valley Bank, I thought this may be a good opportunity to reflect on the past few weeks and add to the conversation that has dominated the fintech world as well as the high-tech companies and financial institutions that we serve.

The series of bank collapses this month starting with SVB had an undeniable ripple effect on our economy, sparking dialogue and debate over how a culture of risk management could have prevented its demise.

What are the options available for businesses to safely store funds in these economically volatile times? How can we ensure the accessibility of money to meet our day-to-day operations whether it’s paying for our suppliers, employees or other obligations?

As we reflect on the implications of this series of events, these are just some of the questions being asked. There is no perfect answer, but it’s clear that diversification of where companies keep their funds is key to ensuring that critical areas of money movement and business operations are not affected by a set of events like the ones this month.

Before I dive into some of the things that allow us at Nium to provide a different option for storing funds outside of the traditional banking system, I should note that SVB has not been a Nium shareholder, nor did we hold funds in their bank.

Also Read: How fintechs can contribute to the world’s sustainability goals

Nium’s B2B payments infrastructure enables seamless money movement around the world so businesses can scale, grow revenue and access new markets. Helping our customers stay focused on their vision, we protect them from the risk of financial volatility in the following ways:

Safeguarded funds in segregated customer accounts

Nium holds customer funds in safeguarded accounts, a segregated customer money account in compliance with regulatory guidelines. These funds held in a separate account cannot be accessed by Nium, creditors, banks, or third parties for any purpose.

Unlike banks that access customer funds and use them to invest in bonds and assets to earn a financial return, we ensure that their money is protected. Nium does not use customer money for investments, nor do we use it to give out loans. With our protection mechanisms and compliance policies in place, you have the peace of mind as a business that your funds are available to you for withdrawal or customer payouts, as per your discretion.

On-demand, real-time money movement

Our modern B2B global payments infrastructure sets businesses up for fast-tracked success. Nium’s expanding payout network supports 100 currencies and spans 190+ countries, 100 of which are in real-time. Funds can be disbursed to accounts, wallets, and cards and collected locally in 35 markets. Also, Nium’s growing card issuance business is already available in 34 countries.

Global payment network and rails

Considering the dangers of relying on a single bank that has come to light, Nium gives its customer access to a wide network of large global banks and payment rails. Helping maintain liquidity and ensure transactions flow smoothly, we modernize payments, within the country and cross-border, for proactive risk mitigation and financial stability of your business.

Also Read: Revolutionising fintech in Southeast Asia: AI and ML empower businesses with data

Multi-currency support and currency hedging

With payments becoming increasingly cross-border, exchange rate volatility can take an expensive toll on businesses pursuing global growth. Nium’s multi-currency support and foreign exchange solution with bulk currency conversion and rate locking feature help businesses manage risk, meanwhile using FX fluctuations to their advantage during dips.

Real-time fraud detection and prevention

Nium detects and blocks fraudulent activities with real-time prevention and payment flow monitoring, further strengthening the risk mitigation strategy for companies. Our global B2B payments infrastructure is tailored to address businesses’ distinct challenges, and we stay on top of the latest technology to safeguard customer funds from payment fraud.

In the end, the traditional bank system and its stability are extremely important both to the macro-economy as well as to Nium’s ability to support our customers through the partnerships that we build together with major banks and institutions around the world.

But diversification of risk means that companies should start looking at options that allow them to place money in a wide range of accounts that safeguard and move money quickly for the critical activities that require that level of speed and safety.

If this is something that could be impactful for you and your company, especially in this environment, we’d love to see if Nium can help!

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 groupFB community, or like the e27 Facebook page

Image credit: 123rf-tapati

The post How is Nium different from a bank? appeared first on e27.

Posted on

In April, we hit the ground running with valuable lessons in entrepreneurship

If Q1 2023 was the moment to prepare, then Q2 2023 is the moment to execute.

We spent the first three months of the year taking notes of the upcoming trends and changes in the Southeast Asian (SEA) tech startup ecosystem as we are gearing up for our big event of the year: Echelon Asia Summit 2023. As we have a better understanding of what our community members need, and how we can best fulfil them, we come up with a better course of action in April.

This month, we noticed plenty of opportunities to learn.

We strongly believe that experience is the best teacher there is. But the best part is that you do not have to wait until you go through something yourself to learn; you can even learn from others’ experiences. This is why we developed a new series called Failing to Succeed.

Failing to Succeed is meant for founders to share their failure stories with the startup community. Through these stories, we will get to see how these founders picked themselves up from the many failures in their entrepreneurial journey.

We debuted this series with an interview with Hungry Hub CEO Surasit Sachdev who speaks about why the first version of his restaurant reservation system failed.

“I could have validated the problem by creating a phone number and Facebook page and promoting the service. I could have added a tech element later to grow the business. With little to no investment, I could have found very early on that the problem I was trying to solve didn’t actually exist or wasn’t big enough to build a business around it,” he tells us.

Also Read: In March, we celebrated women in tech and returned to Myanmar

If you have failure stories that you would like to share for your fellow entrepreneurs to learn from, please do not hesitate to reach out to us at writers@e27.co.

Other valuable lessons come from those who had done it well.

As we go through back-to-back global crises, startups are facing greater pressure to become financially sustainable. Gone are the days when burning money is the way to go. This time, we are thinking in the long run. We are moving steadily to win the war, not just the battle.

AnyMind Group, who had recently listed their company in the Tokyo Stock Exchange following several delays, have stories to share.

In FY2022, AnyMind Group recorded an operating profit of JPY30 million (US$223,000). According to AnyMind Group Chief Commercial Officer and co-founder Otohiko Kozutsumi, there are factors that contribute to this progress.

“As you can see, all of these business models are B2B in nature … It means we don’t need to invest a lot for the user acquisitions like B2C business. So, the important point is that we have a strict budget control system. We should achieve the target, but at the same time, costs should also be maintained in quite a good way,” he says.

Human resource plays a key role in the company’s performance. To help meet internal KPIs, AnyMind Group invests in training their employees, so that they can increase productivity effectively. According to Kozutsumi, cost efficiency and productivity are the reasons why the company is able to achieve profitability without any layoffs.

Also Read: We tried to save the world in February. These are the 3 things we learned about it

April has come to an end. We see this as the month when we open our mind to learn from others’ mistakes and glories. This is the month when we secure a foundation to grow stronger.

We hit the ground, and we hit it running.

Echelon Asia Summit 2023 is bringing together APAC’s leading startups, corporates, policymakers, industry leaders, and investors to Singapore this June 14-15. Learn more and get tickets here.

Image Credit: sporlab on Unsplash

The post In April, we hit the ground running with valuable lessons in entrepreneurship appeared first on e27.

Posted on

Actionable initiatives for impact and acceleration of DEI outcomes

We live in an increasingly complicated and interconnected world where diversity has become the fabric of modern society, all thanks to globalisation and technological advancements. 

The inclusive fabric of modern society aids economic advancements

Success in this international market requires multicultural initiatives and a consistent effort to integrate different demographic and cultural diversity into an inclusive setting that fits into the more expansive vision of the company’s growth and progress. 

This constructs rich prospects for companies to spearhead growth by leveraging their access to a diverse talent pool and untapped consumer base. 

The gold rush to enhance creativity and drive innovation leveraging global diversity of the labour force is good — excellent even, but it also oppugns traditional business assumptions, norms and ideas. 

Companies are being compelled to effect major structural reorganisations spanning all critical areas of business operations – from marketing to talent acquisition and retention functions.

All this sums up for companies worldwide to spend US$9.4 billion on Diversity Equity and Inclusion (DEI)-related efforts in 2022. The number is estimated to more than double to US$24.3 billion by 2030.

Data is still too sparse, but collective and coordinated action is required

But even in this plethora of positive possibilities, one pandemic derailed the advancement and showed that any progress made is easily reversible.

Also Read: How to embrace diversity, equity, and inclusion in DeFi and Web3

Since the start of COVID-19, social and economic inclusion has seen significant setbacks as financial vulnerabilities have been heightened and social and political polarisation has grown. 

The global gender gap closed by 68.1 per cent last year. Up by 32 years at the present rate of progress, the gender gap was set to close within a centennial, according to trends leading up to 2020. 

Gender gap closed to date, by region. Data Source - World Economic Forum

Despite headway in mainstreaming diversity and inclusion in the corporate environment, racial and ethnic equity efforts stay fragmented. 

Yes, the state of DEI efforts varies by geography, industry, and company, but a growing number of leadership teams have recognised the significance and urgency of driving conversations within their organisations and taking action to push progress.

The affairs of recent years have shown that any progress made is easily reversible. The pandemic has caused a generational loss in gender parity, for example, increasing the projected time to reach global parity from 100 to 132 years. 

Despite progress in mainstreaming diversity and inclusion in the corporate environment, racial and ethnic equity efforts remain fragmented. To bring about faster change, there is a need for clarity on what works — and what does not.

Five actionable initiatives for impact and acceleration of DEI outcomes

The Global Parity Alliance, by the World Economic Forum, was launched to accelerate diversity, equity and inclusion outcomes. The group came up with five success factors shared across the initiatives that yielded the most impact for underrepresented groups:

Root cause analysis — Deep and nuanced

A company-wide survey on employee experience and inclusion and an analysis of its talent pipeline is where an organisation may begin.

Determine the root causes, which will likely include a medley of internal barriers (e.g. organisational policies) and external obstacles (such as cultural sentiments and beliefs).

It is essential that the voices of the target population shape DEI initiatives without burdening those individuals with the work.

Next, by considering impact versus feasibility and urgency versus the importance of the organisation’s core competencies and distinctive positioning, prioritise and line up opportunity areas.

SMART goals of sucess — Meaningful definitions

Setting clear, measurable goals to define success upon identifying the opportunity areas based on impact will keep the stakeholders galvanised.

This can be done by connecting the company’s values, mission, business outcomes and “what’s in it for me” at each level of the organisation. 

Effectively communicate the rationale to serve as a call to action, thereon.

Committed and accountable business leaders

Like any other core business activity, DEI initiatives must be aided based on the capabilities required to execute the plan effectively. This may require a cross-functional team (and not just limited to the Human Resource function) and access to experts, conceivably through external partnerships.

Also Read: Why it’s time to hit ‘refresh’ when it comes to addressing the gender diversity gap in the IT sector

Leadership and management teams tend to hold the most social clout in an organisation. They can use their influence to advance DEI initiatives.

Creating accountability by formally incorporating DEI goals into the stakeholder’s (business leaders’) quarterly and annual planning allows for securing the resources, time and attention needed to drive change.

One size does not fit all — Tailored solution

Each solution should be designed with scalability in mind. To ensure that potential impact will not be hindered by barriers such as cost or operational complexity.

For example, a standalone coaching program will not solve a gender parity problem. The solution set will also need to address systemic bias in hiring, performance management and other policies that add to the target population’s disadvantage.

Abiding in change requires a shift in mindset and behaviour for all employees.

For example, unconscious bias, the key to this lock is addressing relevant elements of the organisation’s systems, processes, and ways of working.

Lastly, it is imperative to encourage and equip employees by setting new expectations, measuring progress, and holding them accountable through performance management.

Rigorous tracking and course correction

With the right metrics and milestones in place, adjustments to the solution can be implemented sooner rather than later to ensure the solution effectively addresses the core issues. 

Scorecards, for example, should track progress toward a high-level aspiration, the resolution of root causes, and granular initiative actions.

Insights from these scorecards and trackers may surface opportunities to adjust or course-correct the initiative to increase impact.

The (Optimistic) road ahead

LGBTQIA+ individuals continue to face stigma and discrimination; only a tiny percentage of businesses are focused on including people with disabilities. There is an acute need to step up collective and coordinated action by private- and public-sector leaders to avoid further backstepping and create organisations and economies that offer opportunities for all. 

This will be a precondition to kindling genuinely inclusive and sustainable growth and fostering greater creativity and economic stability.

The number of pathways for positive change is growing as the scope of DEI action in the private sector broadens from a focus on the workforce to whole-of-business approaches encompassing inclusive design, inclusive supply chains and community impact, among others.

New pathways are also emerging in the public sector as policymakers use an equity and inclusion lens in economic policy-making. For example, recent gender mainstreaming efforts explicitly recognise gender parity as critical to economic growth and stability.

DEI is at a critical inflexion point in today’s companies and institutions. The evolution of how people work, driven in part by the recent global upheavals (such as the pandemic, geo-political tension and global economic slowdown), presents an opportunity to harness the momentum of change toward redefining workplace norms and systems to accelerate progress on DEI.

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 groupFB community, or like the e27 Facebook page

Image credit: Canva Pro

The post Actionable initiatives for impact and acceleration of DEI outcomes appeared first on e27.

Posted on

Bootstrapped: How 99VR raced against the clock to build a profitable business

(L-R) 99VR Co-Founders David Aryadi, Stanley Adrian, and Stevie Go

This new series provides an opportunity for bootstrapped founders to share their venture-building stories with the audience. If you have a compelling story, please email it to writers@e27.co.

There are only a handful of truly bootstrapped startups or those that have taken no external investments in Southeast Asia. Inmagine Group is the most known among them. Then there are some companies that maintain a low profile or rather they get little media attention, unlike their VC-funded peers.

Indonesian startup 99 Virtual Race’s (99VR) bootstrapped story is one of passion, grit, hard work, and perseverance.

Founded in 2017, 99VR is an innovative platform that makes fitness accessible to everyone. It combines technology with sports to create virtual racing events that can be participated in from anywhere in the world.

Also Read: Validate the problem before building a solution: Surasit Sachdev of Hungry Hub

In this interview, 99VR Co-Founder and CEO Stevie Go takes us through the company’s bootstrapped journey.

What inspired you to start 99VR? What is 99VR and how does it work?

My own personal health inspired me to start 99VR. Since I started running regularly, my health has greatly improved. For example, I used to get the flu easily, and I always kept medication on hand. But since I started running, I hardly ever touch it anymore.

99VR is a platform that encourages everyone to make exercise a healthy lifestyle by participating in various events and challenges that can be done anytime, anywhere.

Who are your co-founders and how did you meet them?

They are David Aryadi and Stanley Adrian. We became closer by running together frequently and sharing the same belief about the importance of health, and finally, the same purpose to invite everyone to experience the benefits of health and they deserve it.

How did you approach the development of 99VR in the absence of external funding?

We started using a template application by maximising the existing features they have and of course, minimising operating expenses, so our profit margin was very large in a short time.

What were some of the biggest challenges/crises you faced while building 99VR, and how did you overcome them?

The first challenge was when the template application could no longer meet the necessary features, so we started building the application from scratch to suit market needs.

The second challenge was during the tech winter when we had to lay off some of the team to extend the company’s life and optimize the remaining team.

Did you ever face a cash crunch while building the product and think of quitting? How did you deal with such extreme situations?

The financial problem never happened in the first four years because our revenue and profit were very good. In addition, health and sports industries like ours have benefited from the COVID-19 crisis. The problem arose in the last year when the transition of community behaviour returned to normal activities.

The way to deal with it is to be efficient with the team and optimise the existing features to continue generating revenue.

Could you share some of the strategies you used to acquire early customers and build a user base for 99VR?

Initially, we joined running communities by roadshows in several cities to introduce 99VR. We believe the strength of the community is a very good foundation for a startup.

How did you manage to sustain your business operations and grow your team without external funding? Are you profitable? If not, when do you plan to achieve profitability?

Since the beginning, our company has been profitable until the fourth year.

How did you prioritise the features and functionalities of 99VR, and what criteria did you use to determine what to include or exclude?

Prioritised features were those that could solve the current situation. For example, we added machine learning features to the data verification system to make the verification results more accurate, which made participants feel that the event was fair and not being cheated in virtual events. To ensure that the feature was necessary, we validated it to the market.

Do you have any competitors in this space? What unique value did you bring to the industry?

Since 99VR was launched, more and more competitors have emerged. This makes us more confident that this industry has great potential with a large market.

Also Read: How to out-position the competition in a downturn

The unique value is the comfort of participants and the maintained sportsmanship, as well as the consistency of making themed events that make participants accustomed to exercising by participating in never-ending events.

Did you get any enquiries from investors/VCs/angels/seed funds? If yes, why did you decide to go against it?

We had angel investor interest in 2018, but we declined because our profits were sufficient for our development.
We’re currently looking for a strategic partner to help expand our product.

What advice would you give to other entrepreneurs who are looking to bootstrap their startups without external funding?

Create a simple product that can be immediately used by the general public and has a direct impact (doesn’t have to be a significant impact at the beginning) so that there is no need to burn through money, but instead can generate profits right away, allowing the startup to sustain for a long time.

What were your biggest learnings from building 99VR?

As the startup grows, prepare the foundation of a proper team so that when it’s ready to scale up, it will be a much easier process.

Given a chance, will you build another startup without taking external funding?

Absolutely, to me, external funding is only to accelerate or enlarge, but it doesn’t mean that we can’t start without external funding. As long as we have the right projection and the roadmap to be profitable sooner than later, it should be ok to take external funding

Currently, we are organising the first hybrid (offline and online) series event in Indonesia which aims to promote tourism and the creatives economy. The event is called Nusantara Marathon and has received support from the Ministry of Tourism and Creative Economy of Indonesia.

We also provide an opportunity for brands to collaborate in this national event.

Echelon Asia Summit 2023 brings together APAC’s leading startups, corporates, policymakers, industry leaders, and investors to Singapore this June 14-15. Learn more and get tickets here. Echelon also features the TOP100 stage, where startups can pitch to 5000+ delegates, among other benefits like connecting with investors, visibility through the platform, and other prizes. Join TOP100 here.

The post Bootstrapped: How 99VR raced against the clock to build a profitable business appeared first on e27.