The outbreak of COVID-19 has upended economies throughout the world, including the app-based businesses. Global SaaS company Adjust’s annual App Trends 2020 report takes a look at long-term trends based on data from 2019 and includes insights into how COVID-19 has affected the app economy by comparing Q1 2019 and Q1 2020 figures.

The data shows that many app verticals are seeing increases in sessions and installs in 2020, most notably in the Business, Food & Drink, and Gaming verticals.

The research further noted that the increase is in line with the pandemic forcing the majority of employees to work remotely, which contributes to Business apps seeing a significant rise in sessions (up by 105 per cent from Q1 2019) and installs (up by 70 per cent). Revenue events are also up by 75 per cent, as users opt for premium versions to help ease the transition to working from home.

The increase in various verticals

In Food & Drink sector, many restaurants are forced to turn to takeout-only which contributes to Food & Drink apps experiencing a significant increase in sessions — up by 73 per cent on this time last year, while installs increased by 21 per cent.

In Gaming verticals, there has also seen a large uptick in installs, with the need for entertainment surging. In the last week of March, the vertical saw a 132 per cent increase in the number of installs compared to last year.

Also Read: Coping with consumer behaviour during the COVID-19 crisis

In total, Gaming apps saw a 47 per cent increase in sessions and 75 per cent increase in installs in Q1 2020 compared to Q1 2019.

The engagement behaviour’s slight changes

“Beyond these increases in installs and sessions, the report shows little evidence to suggest that there’s been a fundamental shift in user behaviour post-install,” said Paul H. Müller, co-founder and CTO of Adjust. “Users are still taking the same actions in-app, such as averaging a little above two sessions a day, to churning at predictable points in the customer journey.”

The report also details on differences between paid and organic installs, noting that app marketing is fast becoming a pay-to-play game — as the market becomes increasingly competitive. The number of installs from paid sources amounted to 30 per cent of total installs in 2019, up from 24 per cent in 2018.

Additionally, the report explores when users typically engage with app verticals throughout the day, offering insights into peak times and the windows of opportunity for reactivation campaigns for businesses.

First, e-commerce apps see a peak of sessions both at lunchtime, between noon and 2 pm, and again in the evening, with sessions between 7 and 10 pm accounting for a quarter of their daily total. Similarly, Food & Drink apps see a spike in use between 5 and 8 pm, accounting for 31 per cent of their total daily sessions.

Also Read: A survivor’s guide for businesses dealing with COVID-19-led supply chain disruption

On the other hand, many Gaming apps don’t see significant shifts in engagement throughout the day. Casual game activity increases between 12 and 4 pm, but it’s a modest jump of only at 15 per cent. Meanwhile, Mid-core games rise from very early in the morning (5 am) to peak at 1 pm.

The takeaways

The report also includes its takeaways:

• The current state favours the old players in app-based businesses, which presents challenges for newcomers to breakthrough. With this in mind, marketers are advised to build up the paid activities and focus less on organic. To improve paid activities, marketers have to make sure that campaigns are tied to the seasons and the contexts allow the business to engage and retain valued customers.
• Marketers for app-based businesses are looking to a broader range of networks to find new audiences. The research finds that there is more experimentation with networks with marketing automation unlocking this potential, giving marketers more time to manage even more campaigns. However, the more the businesses succeed, the more they have to handle alongside fraud prevention.
• The importance of re-engagement differs depending on the businesses’ vertical, but many app marketers agree that not enough emphasis is placed on retargeting. In 2020 this activation technique could take more of the spotlight — Shopping leads the pack, but others could follow.

The full report is available for download here.

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According to Maslow’s hierarchy of needs, physiological needs are the most basic needs of an individual for physical survival, with food being one of them.

Following the declaration of a worldwide pandemic by the World Health Organisation (WHO) on March 11, and the lockdown imposed by countries, the F&B sector in food retail and foodservice have seen a tale of two cities.

With F&B establishments only allowed to offer takeaway and food delivery, businesses have seen 50 per cent drop in sales and expecting sales to be worse in the upcoming months. To put into context, in China, HaiDiLao has suspended operations and from a six-day closure for the company in January accounts for 1.5 per cent for its estimated 2020 sales.

To keep up with the changing behaviour of consumers, many F&B retailers have switched their model from an offline to online model partnering with food delivery partners such as Grab and Food Panda.

However, these platforms charge 35 per cent commission, eroding already thin margins. Having little to zero sales, F&B companies have resorted to renegotiate rental terms with their landlords, delay or cut wages, and even lay off workers, in order to hold on to cash.

Also Read: A survivor’s guide for businesses dealing with COVID-19-led supply chain disruption

On the contrary, sales have spiked across all online and offline supermarkets due to the tsunami of demand from anxious consumers. Grocery delivery app downloads and order volumes have seen a surge since the outbreak of COVID-19, resulting in difficulty to cope with the orders.

Tesco online reported a full schedule of its delivery services next month, Happy Fresh has seen a 10 per cent spike in orders and Meituan has received four times more grocery deliveries. Shelf movements of food staples at offline stores are fast, eventually leading to the inability of aligning the pace of inventories being restocked.

Notably, one of the biggest issues in the industry lies within the shortages of labour along the supply chain. As demand soars, a more rapid movement of goods along the chain is necessary, which is likely to require more manpower due to the lack of automation at this stage.

Walmart is looking to hire 150,000 staff; Aldi to add 9,000 staff, and Tesco is looking to add 20,000 workers; even grocery startup Instacart is planning to add another 300,000 shoppers in the next three months.

Another point to note is the food supply chain, as younger workers migrate to an urban population, we have seen a lack of farm workers. In the US, this has been exacerbated by President Trump’s immigration policies.

In somewhere like Malaysia where we are self-sustaining as food supplies however, we have seen logistics impacted by the Movement Control Order where state borders are now closed. Fresh supplies from Cameron Highlands, for example, have been reduced by 30 per cent due to market closures.

Also Read: A survivor’s guide for businesses dealing with COVID-19-led supply chain disruption

The concern is further aggravated when a number of countries started imposing export restrictions on major crops – countries that are heavily reliant on food imports would be among the first victims of such action. Vietnam, for example, has curbed rice exports, Russia has halted processed grain exports and Kazakhstan has suspended exports of flour, oil, and vegetables.

At this critical point of time, it is crucial for sectors and industries, or even countries, to work hand in hand to mitigate the food supply chain crisis. Unemployment that arises from the foodservice sector should first be channelled to the food retail and supply chain where a severe understaffing problem is apparent.

Public transportations that are currently operating at a lower capacity, such as buses and trains, could provide support in terms of movement of goods across different states.

Governments should avoid trade barriers or restrictions among countries, particularly on essential goods, as this could potentially accelerate food price inflation when supply becomes limited.

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For more insights by RHL Ventures on COVID-19’s impact on the food & beverage industry and various other sectors, please visit this link.

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The year of 2020 — a year of COVID-19 attack in almost all nations. The impact in the world economy is severe, a lot of activities slow down, GDP downgrading in major countries, businesses shut down, unemployment rate increasing, the stock market went down drastically, and no one could confidently tell when it will be over.

Another question raised in mind; Would things go back to normal after the crisis is over? If it does, how long will it take?

Investors and leaders are demanding to cut non-essential expenses, cut losses, protect cash flow, prepare plans to rise again when things are over. The pressure seems way more real right now –and that’s the reality we need to face.

“Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them,” says Andy Grove, former Intel CEO.

Instead of being stressed and imagining all bad scenarios that would happen, wouldn’t it be nice to change our perspective and find ways how to sustain our business in the right and positive way?

Rise of new ideas, innovation, and creativity

This is the time to apply Steve Job’s principle — Think different. Adaptability is one of the traits of human nature. Our ability and flexibility to cope with environmental challenges through biological and behavioural or cultural means, creating new ideas when we forced into changes.

Also Read: A survivor’s guide for businesses dealing with COVID-19-led supply chain disruption

These new ideas transformed into innovations, followed with creativity to overcome challenges. The crisis becomes a forcing mechanism that leads to changes and advances, whether it is in technology, social culture, politics, even policy, and procedures.

Cultivate problem-solving skills

Plato, one of the most famous Greek Philosopher, says that, “Necessity is a mother of invention.” It means the need or problem encourages creative efforts to meet the need or solve the problem. The word had said it all.

During this time of crisis, a true entrepreneur will find out a hundred ways to solve their problem. There is some point in our business where we rely on someone to solve the problem without us being involved in it. But during a crisis, it forces us to roll the sleeves and activate our problem-solving skills to make the most out of it and not losing the opportunity when it comes.

Unity in diversity

Fighting the demotivation among our colleagues, partners, and employees, during a crisis, required unity of purpose, intentions, and understanding. It is common that during a crisis, all the perceptions, assumptions, and rumours are surrounding the workplace.

Also Read: Leadership through a pandemic: A heartfelt note from one entrepreneur to another

Truth to be told, somehow, this brings people into a unity-mode, because of similar opinions. With this situation, leaders being forced to infused a positive atmosphere by forming and influence a unity of purpose and intentions, which will be resulting in understanding among the people that eventually will benefit the business.

Discover new talents

Challenge doesn’t always mean crisis, but crisis always brings challenges. Talented people in our organisation usually emerge when the challenge comes. Sadly, not every time they are recognised.

However, when the crisis comes, we directly involved in it and so desperate for a solution, and we start noticing these talents. What we think we never needed was right before our eyes all this time. These talents usually have their way to create a dynamic in the organisation that enables the team to work better together.

Anticipation for the next event

I agree that this kind of crisis like COVID-19 might only happen once for many years. But this is not the only crisis that we could ever face in our business.

If we have experienced hardship once, it would be a lesson for us how to handle the next type of situation, so it would be our learning. In fact, it is a perfect time to start drawing different ‘what-if’ scenarios and make a brief plan on how to anticipate those situations.

You see, even in the amid crisis, there is always a bright side in it. If we focus on what we can gain and the beautiful impact behind the dark time, we will lift our burden and not wasting every single opportunity that comes. Trust the process. Remember,

“After the rain, there is a rainbow — after a storm, there’s calm — after night, there’s a morning — and after an end, there’s a new beginning.”

Also Read: Entrepreneurs share COVID-19’s impact on their businesses in a survey by Startup Genome

Leadership is key

Unfortunately, even after we realise these things, we can only bring an impact if we utilise our leadership skills for the benefit of the organisation. We must never forget that during the crisis, people look for direction. As a leader, it is our duty to provide guidance and not spreading the negative vibe around us.

There are two kinds of responses that we can choose; despondent and panic, or energised and inspired. A true leader will keep him/herself steady in front of the people and not letting their emotions overcome their attitude.

Panic won’t help and will lead people into confusion. On the contrary, when we show our passion and energy, it will lead the organization into a positive mode and people will be inspired to work for the good.

Keep strong and steady, for the great things will come to those who believe in it.

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The decisions leaders make now will determine the future of our generation yet there is no definitive guidebook on how they should respond to the crisis caused by COVID-19.

More than ever, we look up to our leaders who are also struggling to find the balance between acting with certainty and masking their own fears, whether from the government or from businesses, to give us some guidance and reassurance of stability and security.

It is a tall order but there are several ways to manifest great leadership — and compassionate leadership should be the lens at which we should measure our leaders.

Compassion, displayed explicitly, was once viewed as a weakness for leaders but at a time of a crisis, we expect leaders to act with an abundant sense of care, respect, and understanding of our unique situations.

Compassion in leadership demands a different dimension from traditional leadership but it is increasingly becoming a business imperative as evidenced by several studies proving that organisations with engaged employees are more productive and have lower turnovers.

We have seen amazing responses from business leaders from companies such as the ADB tripling its response package to US$20 billion to help Asia Pacific deliver quicker and more flexible assistance while keeping their own people fully employed and working from home and San Miguel Corporation donating PHP878 million (US$17 million) to solidify efforts to help medical front-liners and support the severely affected communities, all while also helping produce disinfectant alcohols from their own Ginebra San Miguel facilities.

Also Read: Leadership through a pandemic: A heartfelt note from one entrepreneur to another

These are just some of the exemplary examples of effective responses to the ongoing war on COVID-19 and we are here to help break down what compassionate leadership looks like.

What defines compassionate leadership?

• Empathy

Having the intention to see as others see and feel as others feel is the first step. It is different from being sympathetic but rather stretches it by practising empathy by trying to feel what the other person is really feeling however uncomfortable.

This crisis has brought about many unforeseen tragedies to our lives and to our economy and it is unimaginable to see people lose their loved ones while having to worry about how to live off of a cancelled paycheck because of the shutdown.

We need compassionate leaders to find it in their hearts to try to feel what this means for their people so that they can prepare themselves to listen and chart out an authentic response.

• Understanding through conscious listening

Too many times, our biases hinder us from listening with mindfulness and we form our own judgments and provide solutions based on our experience but this is a behaviour that could even aggravate a situation. Compassionate leaders will try to listen, validate and acknowledge to fully understand the true feeling of their people.

Some organisations we have spoken to have rolled out pulse surveys to collect suggestions, feedback, and concerns of their people in this delicate time to help them understand their situation and come up with ideas to keep the people engaged – and ultimately, secure.

Leaders are not always required to act based on people’s suggestions but it helps to understand the sentiments on the ground to make a sound decision rooted in compassion.

• Championing the company culture and values

Compassionate leaders should always be at the forefront of championing their culture and values to inch closer to their “north star,” no matter the situation.

Most companies are geared towards improving communities, environmental stewardship, or creating more economic opportunities – to be a compassionate leader means stewarding your people to support your mission by being the first one to demonstrate the embodiment of your core values.

Also Read: 3 leadership lessons for women in tech

Several amazing leaders stepped up to heed the global outcry of anxious citizens and employees, and the world should take note of the swift, decisive and clear responses of some of these leaders like President Tsai Ing-wen of Taiwan, Slack CEO Stewart Butterfield, and LVMH CEO Bernard Arnault, to fight the spread of the virus and give people the hope needed to stay positive in this challenging season.

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Originally published on Workbean.

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The International Classification of Diseases (ICD) is the foundation for identifying health trends and statistics worldwide and contains around 55,000 unique codes for injuries, diseases and causes of death. It provides a common language that allows health professionals to share health information across the globe.

ICD is a standard diagnostic tool created by the World Health Organisation (WHO), for monitoring the incidence and prevalence of diseases and related conditions.

The ICD has diverse clinical applications and is used not just by doctors but also by paramedic staff, insurance companies, researchers and policymakers. ICD is used to classify diseases and store diagnostic information for clinical, quality and epidemiological purposes and also for reimbursement of insurance claims.

What is ICD-10 or ICD-11
The ICD tenth revision (ICD-10) ICD eleventh revision (ICD-11) is a code system that contains codes for diseases, signs and symptoms, abnormal findings, circumstances and external causes of diseases or injury.

ICD purpose and uses
ICD is the foundation for the identification of health trends and statistics globally, and the international standard for reporting diseases and health conditions. It is the diagnostic classification standard for all clinical and research purposes. ICD defines the universe of diseases, disorders, injuries and other related health conditions, listed in a comprehensive, hierarchical fashion that allows for:

• Easy storage, retrieval and analysis of health information for evidenced-based decision-making;
• Sharing and comparing health information between hospitals, regions, settings and countries; and
• Data comparisons in the same location across different time periods.

Uses include monitoring of the incidence and prevalence of diseases, observing reimbursements and resource allocation trends, and keeping track of safety and quality guidelines. They also include the counting of deaths as well as diseases, injuries, symptoms, reasons for encounter, factors that influence health status, and external causes of disease.

Also Read: [Updated] These 4 medtech startups will help you bust health myths during COVID-19 crisis

History of ICD
The first international classification edition, known as the International List of Causes of Death, was adopted by the International Statistical Institute in 1893.

WHO was entrusted with the ICD at its creation in 1948 and published the sixth version, ICD-6, that incorporated morbidity for the first time. The WHO Nomenclature Regulations, adopted in 1967, stipulated that Member States use the most current ICD revision for mortality and morbidity statistics. The ICD has been revised and published in a series of editions to reflect advances in health and medical science over time.

ICD-10 was endorsed in May 1990 by the Forty-third World Health Assembly. It is cited in more than 20,000 scientific articles and used by more than 100 countries around the world.

A version of ICD-11 was released on June 18, 2018, to allow Member States to prepare for implementation, including translating ICD into their national languages. ICD-11 will be submitted to the 144th Executive Board Meeting in January 2019 and the Seventy-second World Health Assembly in May 2019 and, following endorsement, Member States will start reporting using ICD-11 on January 1, 2022.

Why ICD-11 data is a natural part of modern healthcare
ICD data isn’t just about diagnoses. It’s data about the patients. That means physicians can focus on the data associated with the patients like their patients.

Hospitals are going to be able to use the data to analyse readmissions. That won’t be something they can avoid. Healthcare payers will be penalising hospitals based upon readmissions. They need to get a handle on readmissions. Medical practices and hospitals will need ICD-10 data to identify the details driving these costs.

ICD claims are a rich source of data. Data analytics does take effort and investment to manage. But technology has progressed to make it accessible to healthcare professionals.

Also Read: To fulfill its goal to improve biopsy process, medtech startup Lucence raises US$20M in Series A

Why ICD codes are important?
The significance of the ICD code system can be assessed from its application in various realms of quality management, healthcare, information technology, and public health.

1. The ICD code system offers accurate and up-to-date procedure codes to improve health care cost and ensure fair reimbursement policies. The current codes specifically help healthcare providers to identify patients in need of immediate disease management and to tailor effective disease management programs.

2. ICD-10-CM has been adopted internationally to facilitate implementation of quality health care as well as its comparison on a global scale.

3. Compared to the previous version (i.e. ICD-9-CM) ICD-10-CM is more specific and captures public health diseases, particularly diseases related to external injury, e.g. terrorism.

4. ICD-10 and 11 codes hold particular significance in research since code-analysis is an essential component of research and development. Code system and logic allows for fewer coding errors that ultimately benefit in the research and development analyses.

5. The upgraded version of the ICD code system enhances health policy decision making by providing better data for organisational monitoring and performance.

6. The ICD-10 and 11 coding system are more easily configurable and retrievable into electronic format offering better format than ICD-9, other codes such as SNOMED CT and CPT codes.

7. ICD-10 codes have specifically been developed for reimbursement purposes to offer a rational foundation for payment procedures.

8. Alphanumeric formats of the ICD-10 code system provide a better alternative than ICD-9-CM codes offering a more flexible and upgradable version e.g. diabetes mellitus – E10-E14

9. Lastly, the ICD-10 coding system helps to:

• Reduce medication error
• Improve treatment options and disease outcomes
• Lower treatment and claim cost
• In the health policy and operational and strategic planning
• Improve payment systems through claims processing
• Decrease claim submissions

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The article was first published on nfinitiv.

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It’s no secret that the video gaming market is a massive — and massively lucrative — space, with an estimated 2.5 billion video gamers enthusiastically picking up their consoles or tapping at screens and keyboards worldwide. 51 percent of gamers play using their mobile phones, thus dwarfing the numbers for all the other gaming consoles available in the market.

Avid gamers are more than willing to spend money on virtual gaming success and a chance to be unique. Others seek avenues to monetise their gaming skills and efforts, evidenced by the vast number of live streams that gamers broadcast and watch on platforms like Twitch fueled also by the rise of professional eSports. All this money floating around means the global online gaming market was worth US$150 billion in 2018.

Almost 50 percent of the market’s revenue comes from mobile gaming, which accounted for an estimated US$68.2 billion. Contributions from mobile gaming are projected to grow over 10 percent year on year. And there is a secondary market that has proven itself to be very lucrative — the market for gaming accessories, virtual items like skins or currencies, and the like all have a potential of 500 million active users seeking new ways to stand out from the crowd. For example, you could buy a custom outfit for a video game character for US$500.

Toppling would-be tricksters in the game

As popular as mobile phone games are, there are a number of issues players frequently come across when interacting with its products and services. For instance, gamers who wish to purchase products and services to improve their gameplay or skills often have to trade on forum platforms like Reddit, where no protected verification or transaction systems are available.

Gamers trading on platforms like these are more at risk of getting conned as they have difficulty verifying accounts that sell the products and services. The lack of transparency is worrying for many gamers and neither party has a method for verifying if the offer or payment is genuine, it creates a barrier from successful transactions.

Gamers would greatly benefit from a trusted platform that bridges buyers and sellers and would be empowered to further enjoy their gameplay, even more, knowing their transactions are safe and sound.

The market needs a space that can verify and establish credibility when it comes to such purchases. A platform that can provide competitive rates and loyalty rewards to buyers would undoubtedly attract gamers from all over the world to invest more in their gaming enjoyment and success, while protecting them from scammers and other malicious personalities.

ZeusX machina to the rescue

ZeusX is a mobile-first, premier service positioned to fill that gap in the gaming market. It’s a one-stop online trading platform for gamers to exchange gaming services and virtual products: accounts, in-game items, skins and currencies, and professional services. It is available to gamers all over the world and aims to be the top secondary market leader in Mobile Games, eSports, and Gaming Gigs, or Services.

ZeusX was created by Alex Tay who has 16 years of experience in business transformation, technology, banking, and insurance, having headed some of the largest insurance industry initiatives in Singapore and has held senior management positions in leading financial institutions. His passion for gaming began at the age of 9, and now he is marrying it to his business and technology expertise with ZeusX.

Alex created ZeusX to take the guesswork and fear out of transactional processes and act as a trusted intermediary to both buyers and sellers to allow them to trade with confidence.

“ZeusX is much more than a technological advancement for gamers. We want to build a global exchange and help millions of our fellow gamers to create a better life for themselves and find more joy in their gaming passion. It can be monetization of their efforts, time and skills or simply getting a rare and powerful item/skin which maximizes their enjoyment. ZeusX is not just for eSports athletes or gamers seeking to enter professional arenas, but for anyone and everyone who games as part of their day-to-day lives.” says Alex on his vision for ZeusX.

By utilising established trading and transactional practices from the financial and e-commerce sector, and incorporating technology to match the right buyer with the right seller quickly, ZeusX aims to solve a myriad of problems for gamers and provide a hyper-personalised experience over time to ensure each gamer feels their unique personalities are catered to. Social media and popular gaming tools will also be integrated within ZeusX, allowing gamers to connect and create communities of their own.

Gamers can now access ZeusX on mobile phones in Android as well as web browsers in English. As the platform focuses on catering to mobile phone gamers, users can expect a seamless, information-rich experience on the apps centered around modern e-commerce storefronts that will bring items of interest to the user’s attention.

Keen to bring your passion for gaming to the next level? Visit their official site here or search for the ZeusX app in your Google Play Store now and see what the fuss is all about!

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

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According to the World Health Organization (WHO), non-communicable diseases account for 71 per cent of deaths worldwide. Tens of millions, in developed and developing countries, are suffering from these diseases, that could cost the global economy US$47 trillion by 2030, the World Economic Forum (WEF) has estimated.

Digital transformation in the healthcare sector is seen as one of the ways to make people healthier and reverse this trend of devastating non-communicable diseases and harmful lifestyle choices.

For medical providers, with numerous costs and other burdens, digital healthcare surely is one of the most effective business cases that can be made. Poor health and choices cost money and lives. A population able and proactively making smarter health choices will cost less, live longer, and live healthier lifestyles.

Whether implementing directly or supporting the use of, medical providers can make a huge impact on the use of digital tools, apps, and platforms. Here are five ways to encourage and make the business case for a healthcare digital transformation.

Wearables

An enormously popular, consumer-driven market already exists for wearable products. From Fitbit’s to iPhones that record health stats, millions of people around the world are recording and sharing health data in real-time.

Also Read: Report: Preventive healthcare, manufacturing will be the key to China’s AI development

Where there is a business case to be made for healthcare providers is the value of connecting this into the patient management process. Doctors and medical teams can proscribe drugs, treatments, and lifestyle changes; but until recently, there has been no way of monitoring whether a patient is taking the advice of a medical professional.

Patients told to walk, run, go to the gym, eat less, smoke, and drink less don’t always take that advice, often with negative health impacts and therefore, further costs and strain placed on medical systems and providers.

With the right digital systems in place – and patient consent – doctors could collect lifestyle-data from wearable devices and technology to monitor patients’ progress and make sure they’re taking positive steps (sometimes literally) to improve their health and lifestyle.

This way, medical providers would have a clearer idea who might need more treatment and therefore make it easier to allocate resources, medicines, and other medical courses of action.

All of this comes with a financial impact for medical providers. One way to make that financial impact on patients is that those with wearable devices could take out medical insurance that rewards them for making positive lifestyle choices, thereby providing further incentives.

Also Read: What healthcare transformation in Asia will look like in 2020

Genomics

Human genomes have been mapped. As have millions of species of plants and animals. We have a much clearer understanding of the genome than ever before.

With increased and enormously enhanced computing power – such as machine learning and AI – we are getting closer to being able to modify and defeat diseases at a genetic level, preventing them from emerging and spreading.

Long-term investment is needed and medical providers and drugs companies should continue to work together to understand how diseases such as cancer are evolving, then find ways to prevent and cure them at a genetic level.

Long-term benefits for medical providers mean that these diseases should become less common, and therefore allowing money to fund other treatments and preventative cures.

Big data in medicine

Big data is everywhere and in the medical sector, there is an enormous amount of data available.

What we do with all of this data is the main challenge. How it’s used, how medical providers, drugs and insurance companies interpret the data that decides how useful – or not – innovation in this area proves.

Also Read: What healthcare transformation in Asia will look like in 2020

Between wearables and platforms that contain patient data on treatments, there is more than enough information to create a 360 view of millions of patients.

With the right tools and platforms in place – some of which might still need to be built – access to this data in near real-time would give doctors the ability to provide more effective treatment and therefore reduce long-term costs for medical providers and those funding them.

Fighting disease with genetic engineering

Other diseases are not lifestyle choices. Fighting malaria and the Zika virus required a more innovative solution than traditional approaches allowed. Using genetically-modified mosquitos, scientists and health organisations are able to reduce the deadly spread of these diseases.

Advancements in genetic technology, like genetic sequencing and synthesis, are currently helping to fight the coronavirus epidemic.

This is another way of effectively reducing the impact – including the cost – of deadly outbreaks that can kill millions. A business case should always be possible to create around preventing every death we can.

Fighting misinformation

In the US and Europe, a growing risk to babies, children, and teenagers is a movement of misinformation against the dangers of vaccines, commonly known as “anti-vaxxers.” The WHO has identified this as one of the top ten global health threats in 2019.

Similar to a disease, misinformation and outright lies spread through social networks, and the media about the impact of vaccines is causing real risks to millions around the world.

Also Read: Caregiving provider Homage secures Series B funding from EV Growth, to launch personalised healthcare service

Governments and medical providers need to continue to fight this spread of misinformation, otherwise, we risk diseases coming back that have not caused problems for humanity since the Victorian era.

Poor health, choices, and a lack of the right information costs lives and increases costs for medical providers. We have the tools, resources, and data to make real, lasting improvements to the overall health of humanity.

Making the business case around digital transformation means putting the most effective tools and systems in the hands of doctors, nurses, healthcare providers, and patients to improve the choices they make and therefore the outcomes of preventative treatment and traditional approaches to medicine.

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Along with the impact of COVID-19 causing social distancing globally, the booming of the e-commerce market seemingly dives the rapid adoption of online payment.

The industry faced rapid-fire consolidation, rising omni-channel commerce, and a wave of new competitors, particularly IT companies. In which, cash might be no longer the standard method for purchasing activities in favour of e-payment. We will show you the e-payment trends, which will build its empire in Asia in the next five years.

2019 had witnessed the mighty domination of Tech titans in several market industries. Additionally, the penetration of tech companies in the payment and e-commerce market causing aggressive competition among players.

Consequently, both startups and giants across the ecosystem have to attempt solutions and strategies to fight.

On the other hand, the healthcare crisis (i.e coronavirus) spread a gloomy colour in the picture of the vulnerable economy in Asia.

In an optimistic perspective, it might make an enormous transformation in purchasing behaviour in favour of online channels. Asians currently prefer automatic payment more than ever, which reduce the rapid spread of this disease through direct communication.

We draw four expected transitions that dominate the Asia payment market in the next five years, including POS financing, contactless payment, real-time payment, and autonomous checkout.

E-commerce giants leverage POS financing

Western countries have been entering the mature phase of POS financing sectors, which their citizens become familiar with noncredit finance in purchasing. Especially for POS lending, Western customers currently have the chance to request the instalment loans for their order.

This type of consumer finance is constantly growing along with technological advance as well as the booming of the fintech industry.

While Visa and Mastercard keep its presence, the integration of several digital upstarts and retailers lights up the market. In which, Paypal Credit and Affirm tend to be two particular examples.

On the other hand, major areas in Asia remains underdeveloped in POS financing. The season for this situation related to roundly 43 per cent of ASEAN fintech focuses on digital payment and e-wallet, while only 8 per cent go with POS lending.

However, the Asia market will see the dramatic transformation in 2020 when e-commerce giants expectedly take on space.

In Q1, 2020, Shoppe and Lazada (owned by Alibaba) have acquired digital banking licenses to start offering digital lending across SE Asia. Alternatively, some other startups choose to form a partnership with banks and fintech firms to share the POS financing risk to its provider.

Also read: 4 ways digital payments are helping businesses thrive amid a global recession

With the growth of alternative credit purchasing, the e-commerce market in SE Asia is anticipated to be marvellous growth in the next five year. S&P Global research predicts that ASEAN 6 will significantly increase by nearly 90 per cent of online sale from 2019 to 2022, which expectedly reach America data.

This trend is seemingly similar to the strategy of Amazon, which is e-commerce giants in the US but less presence in POS financing. Amazon decided to collaborate with Zip (Australia) and Paidy (Japan) to offering experimental POS financing in this market before spreading it to the whole system.

Contactless payment will be the mainstreams but not in 2020

Obviously, Asia Pacific has more potential to pursue carless payment than any other areas due to the highest ratio of smartphone owners. The rapid growth of mobile payment foresees the future of ubiquitous contactless payment in the next five years.

Not only for users, but government systems also get benefit in adopting cashless since it promises the more effective of managing monetary policies.

As powerful support from regulatory sectors, mobile payment will draw the perspective of pure cashless across Asia. According to Global payment submit, regulatory push promises to grow the mobile payment market by about US$72 billion until 2021. Besides, the threat of spreading COVID-19 through contacting with surface encourages the use of contactless payment.

However, contactless payment cannot be ubiquitous in the early of this decade despite lots of effort from several sectors. Why? The main reason is the lacks of vehicles to show customers where they can find the merchants accepting contactless payment. This uncertainty let consumers carry another payment method in checkout.

On the other hand, consumers still do not have a sensible motivation in using contactless payment. They concern more on securities and data privacy rather than the speedy payment. In fact, the technological flaws currently keep the users far from completely adopting contactless payment.

Real-time payment in B2B market

Real-time payment (RTP) scheme might not be a novel concept these days. The presence of RTP or fast-payment was initially in South Korea 2001, along with the e-banking system’s foundation here. Currently, the majority of RTP in the market only supports to low-value transactions, made from individuals.

In fact, according to PromptPay, an RTP platform in Thailand claimed that roundly 85 per cent of its transactions was less than US$200. Meanwhile, 80 per cent of RTP transactions in India reported to below US$20.

In B2B business, the massive payment amount induces substantial risk for both payers and receivers, which require a series of valid documents. This situation has a sign to switch in 2020 when the electronic signature is gradually becoming more popular.

In 2019, Giants card networks like Mastercard and VISA officially launching their RTP services across space in both B2B segments for the UK market. Particularly, Mastercard has committed to offers a set of RTP technologies globally, including the Asia Pacific.

It will provide payment application APIs, allow local bank apps becoming RTP apps without relying on the third-party apps. Especially, it can process a large amount of payment on a real-time basis.

From 2020 to 2025, several Asia countries, including Thailand, Vietnam, Indonesia, are expected to finalise their regulation regarding fast payment in favour of supporting B2B transactions. In which, credit intuitions can start developing RTP platform for B2B sector.

Growing autonomous checkout in stores or groceries

Recently several companies employ computer vision, sensors, and other tracking technologies for supporting autonomous checkout for groceries, which allow customers to pick items and pay without stopping in front of cashiers. Additionally, retailers also deter the threat of product stolen by leveraging these technological advances.

Likely to card payment methods, autonomous checkout will reduce both time and effort by accepting payment automatically after consumer identify themselves via a profile. In a business perspective, companies might take tremendous advantage from detail payment information, that consumers need to complete and save their profile before entering a store.

In Asia, a survey done by 5,000 consumers found that roundly 45 per cent of respondents are willing to switch from traditional in-store purchase to automation payment. That number for urban. That numbers for urban citizens and millennials are 55% and 58%, respectively. Additionally, that number in India (79 per cent) and China (85 per cent) are proved the dramatic adoption of autonomous checkout in these regions.

In 2020, Asia Pacific is projected to increase by 15 per cent at the CAGR of self-checkout systems among convenience stores. In which, Artificial Intelligence (AI) in autonomous checkout is claimed to drive the market.

In April 2019, Seikatsu Saika had trialled a novel AI-based self-checkout system in one store in Tokyo. Currently, this technology has started to massive apply in more store chains.

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Today’s technology is immensely geared up to help small and medium-sized businesses succeed. There has been a radical change in the way things have been functioning. With the onset of cloud technology, a lot of conventions have been replaced with contemporary tools and techniques.

One such profound contribution is from the SaaS sector. Eliminating the need for businesses to develop and maintain a software application for their distinct purposes, these Software-as-a-Service companies offer their applications for a fixed price or subscription plans. This allows businesses of all sizes to tailor the application to their requirements and make the most out of the tool.

The other side

If you’ve used tools such as Dropbox, Salesforce, Hubspot, Google Tools and more, you are already familiar with the SaaS technology. And if you’re someone who has identified a crucial business potential in this sector and looking to launch a reliable SaaS product, there are a few things you should consider first.

While statistics would reveal and shed light on the most successful SaaS service providers and that it is a billion-dollar market, you should also look at the other side of the spectrum. For every successful SaaS company, there are a lot of companies that experience a very slow growth rate.

At this point, it is important to understand a term called churn rate, which indicates the number of subscriptions that are terminated over a period of time. Companies that fail have a churn rate higher than their growth rate.

Also Read: Taiwanese SaaS startup mlytics ensures your website never faces internet outage due to cloud failure

To throw some more light on this, understand that:

• Over two-thirds of the SaaS companies in the market have reportedly experienced a churn rate of five per cent (or more)
• Even 34 per cent of the companies with high growth rates have experienced a churn rate of over 10 per cent
• The ideal churn rate for a company is anywhere between five and seven per cent annually

The primary inference here is that even the best SaaS providers would lose subscribers every month. This could be because of competition, redundant features, pricing and more.

However, there is a stark difference between losing a customer and not gaining one at all. That is where most newer SaaS companies mainly fumble. As we mentioned, the market is cluttered with SaaS products with each offering attractive pricing plans and features.

So, in this clutter, how do you find out if there’s space for your SaaS product?

How do you know if the product you roll out would have takers?

Also Read: Customer churn analysis: How can startups get it right?

Do the features you have in mind add any value to your target audience or should you fill the gap between what they require and what you offer?

To answer these questions, you should test the water before you dive in. That’s why we firmly believe in rolling out an MVP for your SaaS products to gauge its stand in the market.

This is a litmus test your product would go through and the results would enlighten you on the actions you should take in developing a full-fledged SaaS product.

So, gear up to find out the fundamentals of building a SaaS MVP

The fundamentals of building a SaaS MVP

One of the primary reasons why certain SaaS companies fail is because they don’t think from a customer’s perspective. When a founder has an idea, the immediate stage is an assessment of the market, competitor analysis, probable valuation, and product development.

Little or no attention is paid to understanding what the target audience wants, the problems users face, whether the existing solutions resolve concerns and more. Even user persona assessment is vague, where the focus is mainly on getting the product out.

This haste will only backfire as you do not just have a half-baked product but an idea. One of the companies that took the ideal approach is Buffer, the popular automation app for social media.

Also Read: Five cornerstones to SaaS startup capital efficiency

When the idea happened, an MVP was created with a flow and tested. When it failed, the founder collected the email addresses of his subscribers and started talking to the users.

As he spoke more, he understood what features worked and what did not, the areas that required more attention and more. It was after all this that the product was finally rolled out.

Product features

Talking to your initial subscribers (testers and first circle contacts) would give you immense insights into what the market requires in terms of a new SaaS product. You have a clearer idea about your product and how it would look and function. You might also realise that the idea in mind would no longer make sense as the demand is completely different.

Once you have the ideas and points in mind, the approach now is to decide on the features that your product would offer. This depends on your product’s market, niche, persona and all the insights you have gathered.

If it is a CRM, you would understand that a pain point is segregating contacts for targeted campaigns and more such insights. Coming up with a product roadmap is ideal to get your features organised for your MVP.

Doing so will not just give you clarity on the functionality and efficiency of your MVP but help you have better control of its development and progress at any given instance of time.

Also Read: Golden Gate Ventures, Modalku invest in Indonesian accounting SaaS startup Paper.id, targeting SME’s bookkeeping digitisation

Develop the core feature first

“Feature creep” is a term that refers to the tendency to add several features during the development stage. It happens when you are either aim for perfection or are insecure about your product. Regardless of what it is, this is lethal to your product, especially your MVP.

When you start building your MVP, it’s easy to get deviated and consistently add new features. But the whole point here is to test your idea and see if it works. It is not about showing off your product like in the case of a trialware. As you keep adding features, you tend to lose focus on the primary feature that defines your MVP or product.

It gets cluttered and what was supposed to be an elegant solution is now a tool of chaos. So, the ideal approach here is to first develop that core feature of your MVP and get it out of the way. To avoid feature creep, ensure that:

• The features you think of add value from a customer perspective
• A feature has a demand in the market or is requested by users on public platforms
• You distinguish between essential and good-to-have features
• You never deviate from the usability of your product

Launch The MVP

It is called an MVP for a reason. The whole point is to learn about your idea through the MVP. If you have developed your idea’s core feature, understand that it’s ready for launch. The problem with most founders and owners is that they tend to keep adding features or develop their MVPs even after the rollout. You do not have to focus on its development after you have launched your MVP.

Also Read: Shopmatic acquires SaaS multi-channel e-commerce platform CombineSell, rounding out its seller management offers

Now is the time to find ways to get more traction to your MVP because the more the testers, the more the feedback. And the feedback and criticism you get for your MVP will help you develop a better product.

So, some of the ways you could get traction are by engaging on some of these activities:

• Blogging about your industry or niche and conveying how your MVP is designed to fill the gaps
• Hosting or being part of a relevant podcast
• Personally reaching out to your target audience
• Using relevant social media to build a brand and generate buzz
• Making the most use of your first circle of contacts
• Reaching out to startup aggregators and more

Developing and launching an MVP is a crucial stage in running a business that defines your venture’s future. You could be patient and learn at this phase so your product is future-proof or you could be hasty and make a mistake that could cost you your business.

Groove, for instance, lost over US$50,000 because it ended up creating the wrong product. It kept adding new features and lost its way of delivering what was required the most by consumers. It took a lot of effort and insights from MVPs to launch the right product with the ideal messaging.

So, if you’re launching a SaaS product, get started with an MVP. 

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The last few weeks have felt a bit like a bad movie I’ve been forced to watch twice. As the CEO and Founder of a company that operates in both the East and West, I’ve watched the effects of COVID-19 spread across the world from Asia to North America.

When the outbreak first happened in Asia earlier this year, it was quite a shock to our offices in China, which have more than 500 employees based out of four cities.

Two months later, China is starting to resume a sense of normalcy and our China teams are back in the offices.

As European and North American companies continue to combat the effects of this pandemic, I thought it would be helpful to share my experience dealing with COVID-19 in China.

My hope is that sharing my learnings might benefit other senior leaders in the West as we go through this tough situation.

Dealing with the outbreak: Quickly mobilise and over-communicate

Initial news of the outbreak in China occurred during the Lunar New Year holiday, which meant many of our employees had travelled back to their hometowns and were spread out across the country.

Also Read: Is COVID-19 eating jobs away?

As soon as we learned about the virus, and its escalating infection rate, I knew we had to act fast.

I quickly mobilised a team of senior leaders who became the COVID task force. Establishing this team was crucial. During crises having a team whose responsibility is solely dedicated to quickly learning about the issue, making rapid decisions, and continuously monitoring the situation can help mitigate potential downfalls or losses.

The task force set up a war room where we would meet every day to discuss issues related to the pandemic. Whether it was the safety of our employees, actions we could take to help them, or ways to ensure continued service to our customers, we used the war room to develop immediate tactical plans that could quickly be implemented and executed with minimal resources.

To enhance communications between task force members we set up group chats on mobile messaging services such as WeChat, DingTalk and Microsoft Teams to ensure that all members could be in contact 24/7.

We also quickly realised how important over-communicating was to ease the stress and anxiety of employees. We luckily managed to track down everyone during the holiday period and ensured that they were safe.

Also Read: Why the e27 Webinar on how to manage a remote team is all you need right now

We immediately started sending out daily updates that provided employees the latest status on the virus in China and our action plans as a company. It was important to me that employees knew what we were doing as an organisation, this wasn’t the time to be silent or hide behind templated emails.

I wanted to be transparent and let employees know exactly what the task force was doing and the issues we were tackling to help ensure their safety and the longevity of the business.

It was evident early on that the employees appreciated the over-communication, it allowed them to feel confident in our ability to function during a high-stress time. Even in the aftermath of COVID-19, we have strived to keep strong communication with our employees as it’s enhanced our overall employee engagement.

Lockdown and travel restriction: Make the pivots work for you, not against you

As the outbreak continued to evolve after the holidays, China’s government issued a nation-wide lockdown. With little warning and time to prepare, we quickly had to pivot our entire business to a work-from-home (WFH) model. We knew that this would be an adjust for employees, so to ensure a smooth transition we made sure our WFH model encompassed two key elements:

Multiple communication touch points: To maintain strong communication and engagement during the WFH period, we leveraged video conferencing software such as Zoom, WeChat and DingTalk to keep the teams connected through daily huddles.

We encouraged employees to put their videos on at every meeting so they could see their colleagues and feel a sense of connection.

Also Read: A survivor’s guide for businesses dealing with COVID-19-led supply chain disruption

Humanistic management approach

Dealing with a country lockdown can be an emotionally and mentally taxing experience. I encouraged all of our senior leadership to focus on a humanistic approach to management. This meant taking extra effort and care to touch base with employees and see how they were dealing with the new WFH situation.

Our People and Culture team also played a huge role in getting employees settled, particularly those who were not able to travel back to their homes. They also did routine health checks with employees to ensure that anyone who did not feel well was provided the right health supports.

Shifting to a WFH model so quickly did not come without its challenges. We had technical issues that needed to be sorted, in order for the development teams to have remote VPN access, employee morale to manage with the mandated self-isolation and of course the key issue of keeping productivity high despite the disruption.

After a week of our new WFH model, I learned that our employees were extremely adaptable and resilient. They were making the pivot to the WFH lifestyle work, even though it required a few changes to their day-to-day. Instead of fighting against it, our entire management team was on board to make it a success.

We understood the pivot had pain points, but we were all willing to put in the work to make the new model a success. While productivity did decline in the first week, as expected, we did see a quick rebound as employees began to get comfortable with the new arrangement.

Also Read: Entrepreneurs share COVID-19’s impact on their businesses in a survey by Startup Genome

Weathering the storm: Innovate for the sake of public good

As it became more apparent that the lockdown was not going to be a short-term option, I began to think more critically about how PatSnap could help during the crisis. As a company that specialises in intelligence solutions that help companies learn everything they need to know about a competitor’s technology and innovation, I knew that we could play a key role in helping companies make a difference in combating COVID-19.

The senior leadership team and I made a strategic decision, to make all of PatSnap’s solutions free to anyone in China. We strongly believed that this was the right thing to do, and our way of helping the many people who were affected by the coronavirus.

Looking back, I am extremely proud of this decision, we choose innovation for good over profit, and saw immediate benefits by doing so. As a result of our free access, over 3,000 China patent office examiners were able to continue their patent examination work from the comfort of their homes.

We also had over 5,000 companies sign up for free access to our solutions, enabling them to continue collaborative work between their IP and R&D team.

Because of the positive experience and feedback we had in China, we have decided to do the same thing in the West and offer all of our PatSnap solutions for free to everyone around the world.

During tough times it is natural to think solely about what this means to your company’s bottom line or existence, but as leaders, it is important that we also seek to think about what good or value can we add to our customers’ or communities’ lives during times of hardship. Companies who do this and have a customer-first mindset, win in the long run.

Also Read: News Roundup: Singapore’s online hiring demand dips due to COVID-19; FOMO Pay forays into Malaysia

Post Lockdown: Keep the safety of employees a top priority

Once the government lifted the lockdown, we invited all our employees to return to their office. We knew that having employees return to work would require implementing strict measures to ensure the continued safety of our team. With our employees’ health and well-being in mind we implemented the following:

• Daily mask provisions for every employee. They were required to wear the mask while in the office.
• Mandatory sanitisation of hands upon entering the office.
• Continuous stringent cleaning and sanitisation of all work areas throughout the day. This also included daily deep cleans of the office in the evening.
• Mandatory temperature checks for all guest.

While some of these measures could be seen as extreme, we knew that our number one priority had to be the safety of our employees. We could not risk the lives of our employees by assuming that things could operate the way they did pre-COVID.

Present day: There is a rainbow after the storm

Currently, things in China are slowly starting to stabilise. Most companies are back to normal work schedules and citizens are starting to regain their lives. PatSnap China is on its way too, business is slowly starting to pick up and employees have adapted to the new way of life at PatSnap.

As I reflect on the last two months, I am reminded that there is always a rainbow after the storm, you just need to look hard enough. In our case, the pandemic allowed us to implement new processes and procedures that have become part of our company DNA.

We’ve increased communication and engagement with employees, enhanced our brand ethos with a dedication to innovation for good and successfully demonstrated that our business can strongly operate on a WFH model. These are all key things that COVID-19 forced me to learn.

And while the road to learn these things were tough, I am hopeful and excited for the future and know that PatSnap West will also come out of this pandemic stronger and better.

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