The module explores the motivations for firms to compete and alternatives to competition - coopetition and alliances. It demonstrates how to acquire social capital and achieve win-win deal for all stakeholders.
New Economy Business Models - Making Money in New Ways Varun Mittal
Â
As the economy is progressing towards models in which companies don't own assets and focus on services. Alibaba doesn't own the goods it sells, Facebook doesn't own the content it shares and Airbnb doesn't own the houses it rents. A lot of startups have followed them by creating opportunities in segments which never existed before. The session focuses on analysis of some of these new players.
Effective marketing in mobile and digital commerceVarun Mittal
Â
Monetization has multiple faces in emerging markets - missed calls, login screen, free data package, exclusive content access, etc. This module shares some of the best case studies from different markets in ASEAN.
OOH media is known to be ubiquitous, accountable and bold, however the medium continues to evolve further as we see convergence across all media. This means we need to redefine what we mean by OOH and use new language to reflect the capabilities and effect of OOH.
With "Why OOH?" Martin Porter, VP Director, Marketing and Integrated Planning explains how OOH fits into the larger convergent ecosystem and why it is important that the medium be included in the media mix to help reach the constantly connected audience.
New Economy Business Models - Making Money in New Ways Varun Mittal
Â
As the economy is progressing towards models in which companies don't own assets and focus on services. Alibaba doesn't own the goods it sells, Facebook doesn't own the content it shares and Airbnb doesn't own the houses it rents. A lot of startups have followed them by creating opportunities in segments which never existed before. The session focuses on analysis of some of these new players.
Effective marketing in mobile and digital commerceVarun Mittal
Â
Monetization has multiple faces in emerging markets - missed calls, login screen, free data package, exclusive content access, etc. This module shares some of the best case studies from different markets in ASEAN.
OOH media is known to be ubiquitous, accountable and bold, however the medium continues to evolve further as we see convergence across all media. This means we need to redefine what we mean by OOH and use new language to reflect the capabilities and effect of OOH.
With "Why OOH?" Martin Porter, VP Director, Marketing and Integrated Planning explains how OOH fits into the larger convergent ecosystem and why it is important that the medium be included in the media mix to help reach the constantly connected audience.
Location-based Marketing (LBM) - Global Media Trends Havas Media
Â
Creating Meaningful Connections through Location Based Marketing. How can we reach consumers at the right time and place with the right message and experiences? We know todayâs average consumer is constantly changing location, device, and changing the media type with which they interact. To be relevant to these consumers, we need to keep up with them, adapting and changing marketing content to their realities and environments. The presentation provides an overview of the technology, media and strategy fueling the opportunities of location-based marketing for global and regional brands.
Location-based marketing video: http://youtu.be/-Nv1d9Lylzg
Havas Global Media trends series also includes other reports on slideshare such as: Progressive Screens (multi-screens), Social Shopping and Life Tracking.
About 12 years back when Digital media was supposed to be the next big thing, people said that almost 50 % of the advertisement will move there but what is the present reality? Only 12% is supposed to be Digital and the rest continues to be the same traditional old which means it took 12 years to reach to 12 %.
So therefore the presentation that shows the traditional ways that Large and Medium size businesses are still practicing.
Balancing Fraud & Customer Experience in a Mobile WorldComrade
Â
Consumersâ reliance on mobile continues to skyrocket in shopping, paying for bills, managing finances and socializing. This poses a great challenge for retailers, financial institutions and technology vendors. Digital account opening is fraught with pitfalls as the identity validation process relies on manual entry of personal information. Similarly account management uses knowledge-based authentication but can add friction to the user experience. How should retailers, banks and merchants integrate fraud protection measures into the user experience with the least amount of friction to the user?
I joined joined Al Pascual from Javelin Strategy & Research in a complimentary webinar to share lessons learned from working with leading companies that have struggled with the issue of fraud and customer experience.
We explored the following:
- Who are leaders in integrating fraud prevention into the user experience?
- Who owns the fraud prevention process in the organization?
- How to overcome legacy design issues that can underwhelm the customer experience and inhibit security measures?
- How to prevent fraud in a low-friction environment, while communicating a security-forward brand experience?
Call To Action: Bridging the Gap Between Mobile & OOHPosterscope
Â
As we see the number of connected devices and technologies continue to increase, the phenomena of the once spectatorial culture is now rapidly evolving into a participatory culture. Key drivers such as mobile, social and digital OOH have created a constantly connected consumer who has high expectations and more control over what he/she is willing to listen to, take away
and act upon. This has forced a collaboration of OOH with mobile, creating a new communication ecosystem that is revolutionizing how we interact with media while out of home.
Here we discuss how mobile technologies such as QR, SMS, AR, Bluetooth and NFC are changing the OOH advertising landscape, allowing brands to engage with consumers on a platform that never leaves their side.
Banking & Innovation: How Financial Services Can Embrace the Customer RevolutionComrade
Â
Financial services companies are increasingly seeing opportunities to be at the forefront of innovation. Historically, banks have been slow to translate consumer demands into technologies like paperless statements and mobile check imaging. However, they were quick to implement online banking and, today, customers who bank online are typically more satisfied as well as more cost-effective to maintain. Banks have also responded to the shift in consumer demand for mobile banking on tablets and smartphones. The next challenge facing financial services is how to address the rise of consumer trends evolving mainly outside of the industry. Weâre pleased to have partnered with Matchi to publish âBanking & Innovation: How Financial Services Can Embrace the Customer Revolution." This paper focuses on three phenomena that will ultimately impact every bank:
- Crowdsourcing
- Wearable Technology
- The Sharing Economy
We explore the state of each these trends, and how they relate to financial services.
Mobile marketing overview for B2B and B2C marketers, covering the unprecedented growth and opportunities of mobile--as well as a summary of mobile marketing tools available to today's companies.
Permission-Based Mobile Marketing White Paper from the Mobile Marketing Assoc...Optism
Â
This permission-based mobile marketing paper sets out the case for permission based mobile marketing by defining what it is, how it works and the benefits to consumers, brands, agencies and mobile network operators. The paper illustrates all of the above through case studies from all over the world, supplied by members of an
MMA Task Force.
The MMA believes that permission based mobile marketing should be seen as a separate and distinct part of mobile marketing as it occupies a unique position in that it secures and maintains
the explicit agreement of the consumer to receive communication from and engage in dialogue with the brand.
The high rate of technology penetration is affecting the state of financial services:
âą Collaboration economy â driven by social media
âą On the go behavior â driven by intensive lifestyles and the rise of mobile technology
âą Convenience seeking â driven by connectivity (âthe internet of thingsâ and wearable technology)
Time spent on social networking by internet users worldwide is on the rise, causing more sharing and peer to peer behaviors resulting in the âcollaboration economyâ.
Global Mobile penetration continues to rise, giving birth to more on the go/ mobile financial solutions. Rising penetration of Wearable Technology offers opportunities for companies.
In the EU, online banking adoption rates are 49% in the EU, and in other countries, USA included, penetration surpassed 50%.
We expect Mobile financial services to grow at an accelerated rate, due to the increase in solutions offered through mobile devices as well as younger demographics demand for ultra-convenient solutions. According to the Federal Reserve, in the USA, use of mobile banking continues to rise but is yet to reach the rates of online banking: 43% of all mobile phone owners, and 53% of all smartphone owners with a bank account, had used mobile banking in the 12 months prior to the survey, compared to 71% who used online banking on a desktop, laptop or tablet computer in the same period.
2014 top mobile trends. Discover which trends are shaping what marketers will need to know in the coming months and years to take advantage of the mobile opportunity.
A must-read before finalizing your marketing plans
The Beyonders customer journey - in 2020 everything will be phygitalThe Beyonders
Â
How to escape the commoditisation trap?
How to face complexity of this VUCA world?
Physical and digital world are rapidly achieving to merge, this leads to radical changes
Location-based Marketing (LBM) - Global Media Trends Havas Media
Â
Creating Meaningful Connections through Location Based Marketing. How can we reach consumers at the right time and place with the right message and experiences? We know todayâs average consumer is constantly changing location, device, and changing the media type with which they interact. To be relevant to these consumers, we need to keep up with them, adapting and changing marketing content to their realities and environments. The presentation provides an overview of the technology, media and strategy fueling the opportunities of location-based marketing for global and regional brands.
Location-based marketing video: http://youtu.be/-Nv1d9Lylzg
Havas Global Media trends series also includes other reports on slideshare such as: Progressive Screens (multi-screens), Social Shopping and Life Tracking.
About 12 years back when Digital media was supposed to be the next big thing, people said that almost 50 % of the advertisement will move there but what is the present reality? Only 12% is supposed to be Digital and the rest continues to be the same traditional old which means it took 12 years to reach to 12 %.
So therefore the presentation that shows the traditional ways that Large and Medium size businesses are still practicing.
Balancing Fraud & Customer Experience in a Mobile WorldComrade
Â
Consumersâ reliance on mobile continues to skyrocket in shopping, paying for bills, managing finances and socializing. This poses a great challenge for retailers, financial institutions and technology vendors. Digital account opening is fraught with pitfalls as the identity validation process relies on manual entry of personal information. Similarly account management uses knowledge-based authentication but can add friction to the user experience. How should retailers, banks and merchants integrate fraud protection measures into the user experience with the least amount of friction to the user?
I joined joined Al Pascual from Javelin Strategy & Research in a complimentary webinar to share lessons learned from working with leading companies that have struggled with the issue of fraud and customer experience.
We explored the following:
- Who are leaders in integrating fraud prevention into the user experience?
- Who owns the fraud prevention process in the organization?
- How to overcome legacy design issues that can underwhelm the customer experience and inhibit security measures?
- How to prevent fraud in a low-friction environment, while communicating a security-forward brand experience?
Call To Action: Bridging the Gap Between Mobile & OOHPosterscope
Â
As we see the number of connected devices and technologies continue to increase, the phenomena of the once spectatorial culture is now rapidly evolving into a participatory culture. Key drivers such as mobile, social and digital OOH have created a constantly connected consumer who has high expectations and more control over what he/she is willing to listen to, take away
and act upon. This has forced a collaboration of OOH with mobile, creating a new communication ecosystem that is revolutionizing how we interact with media while out of home.
Here we discuss how mobile technologies such as QR, SMS, AR, Bluetooth and NFC are changing the OOH advertising landscape, allowing brands to engage with consumers on a platform that never leaves their side.
Banking & Innovation: How Financial Services Can Embrace the Customer RevolutionComrade
Â
Financial services companies are increasingly seeing opportunities to be at the forefront of innovation. Historically, banks have been slow to translate consumer demands into technologies like paperless statements and mobile check imaging. However, they were quick to implement online banking and, today, customers who bank online are typically more satisfied as well as more cost-effective to maintain. Banks have also responded to the shift in consumer demand for mobile banking on tablets and smartphones. The next challenge facing financial services is how to address the rise of consumer trends evolving mainly outside of the industry. Weâre pleased to have partnered with Matchi to publish âBanking & Innovation: How Financial Services Can Embrace the Customer Revolution." This paper focuses on three phenomena that will ultimately impact every bank:
- Crowdsourcing
- Wearable Technology
- The Sharing Economy
We explore the state of each these trends, and how they relate to financial services.
Mobile marketing overview for B2B and B2C marketers, covering the unprecedented growth and opportunities of mobile--as well as a summary of mobile marketing tools available to today's companies.
Permission-Based Mobile Marketing White Paper from the Mobile Marketing Assoc...Optism
Â
This permission-based mobile marketing paper sets out the case for permission based mobile marketing by defining what it is, how it works and the benefits to consumers, brands, agencies and mobile network operators. The paper illustrates all of the above through case studies from all over the world, supplied by members of an
MMA Task Force.
The MMA believes that permission based mobile marketing should be seen as a separate and distinct part of mobile marketing as it occupies a unique position in that it secures and maintains
the explicit agreement of the consumer to receive communication from and engage in dialogue with the brand.
The high rate of technology penetration is affecting the state of financial services:
âą Collaboration economy â driven by social media
âą On the go behavior â driven by intensive lifestyles and the rise of mobile technology
âą Convenience seeking â driven by connectivity (âthe internet of thingsâ and wearable technology)
Time spent on social networking by internet users worldwide is on the rise, causing more sharing and peer to peer behaviors resulting in the âcollaboration economyâ.
Global Mobile penetration continues to rise, giving birth to more on the go/ mobile financial solutions. Rising penetration of Wearable Technology offers opportunities for companies.
In the EU, online banking adoption rates are 49% in the EU, and in other countries, USA included, penetration surpassed 50%.
We expect Mobile financial services to grow at an accelerated rate, due to the increase in solutions offered through mobile devices as well as younger demographics demand for ultra-convenient solutions. According to the Federal Reserve, in the USA, use of mobile banking continues to rise but is yet to reach the rates of online banking: 43% of all mobile phone owners, and 53% of all smartphone owners with a bank account, had used mobile banking in the 12 months prior to the survey, compared to 71% who used online banking on a desktop, laptop or tablet computer in the same period.
2014 top mobile trends. Discover which trends are shaping what marketers will need to know in the coming months and years to take advantage of the mobile opportunity.
A must-read before finalizing your marketing plans
The Beyonders customer journey - in 2020 everything will be phygitalThe Beyonders
Â
How to escape the commoditisation trap?
How to face complexity of this VUCA world?
Physical and digital world are rapidly achieving to merge, this leads to radical changes
This presentation was given at the Kukutana networking group in London at the JWT cafe on the 21st June 2010. Its objective is to explain what listing using social media is all about and why it is important for marketers
Brainloaf participated in a Social Media seminar. Along with BarnRaisers, we discussed the strategic implementation of Social Media to your business strategy. We focus on Measurement and Return on Investment.
How Moz gather data from 10s of thousands of Google search results to investigate what may be causing positive or negative rankings in their search engine. Key example of how to use correlation data and to show other companies/marketers what may help them achieve better visibility in search.
Read a selection of your colleaguesâ postings.Respond by Day.docxniraj57
Â
Read
a selection of your colleaguesâ postings.
Respond
by
Day 5
, to two or more of your colleagues in one or more of the following ways:
Select a question offered by your colleague that he/she did not use and suggest potential ways that your colleague or the organization might drive innovation and overcome the barriers and status quo.
Compare your colleague's findings to those of others and your own. If you see similarities, explain why the status quo might appear similar across different workplaces and industries. Do not limit your responses solely to budgetary or resourcing constraints.
Identify any challenges at a colleague's workplace that seem unique or that you have not encountered before. Offer your ideas about why you think those are important and which discovery skill from Dyer, et al., would best enable your colleague and/or the organization to drive innovation and overcome the barriers and status quo. Be sure to provide your rationale for your choice.
Offer your insights to your colleague about the value of this process and importance of using it to identify opportunities for innovation or opportunities to challenge the status quo.
POST1
Ten Questions that challenge the status quo at my current workplace:
1.   What if we allowed customers 24/7 access to our model homes, would this increase our sales?
2.   What if started a program that allowed customers to stay for one night in our model homes so that they could get a feel for the home (see if itâs a good match)?
3.   What if home loans were easier to get and builders covered more costs for the customers?
4.   What if my organization stopped focusing intensively on the sale and more on the actual customersâ needs as a homeowner?
5.   What if all employees tried to help one another versus helping themselves? What affect would this type of partnership have on the company and its customers?
6.   What if we built more than the traditional clubhouse, pool house, and common areas in our communities? What if we offered something that isnât common such as a community go-kart track or skating rink?
7.   What if we decorated the exterior of our central office, including our showroom, in themes each week to excite and attract customerâs attention? Imagine the word-of-mouth advertising we would generate.
8.   What if we built a home for the local homeless people to stay in and take up donations for them to get back on their feet?
9.   What if we gave one house a year away to someone in need? This type of generosity may attract customers who can appreciate us giving back to the community.
10.   What if washed people cars, cut their grass, take out their trash, etc. in exchange for a donation to a local charity?
The one question I chose is #5: âWhat if all employees tried to help one another versus helping themselves? What affect would this type of partnership have on the company and its customers?â
This question is important because there is more strength in numbers meaning the mo ...
Asian insurance, pensions, and wealth management undergo rapid change, what a...Varun Mittal
Â
What are the key trends changing the insurance, pensions, and wealth management industries in Asia?
And how can companies best capture growth?
These topics were among those discussed at the recent Singapore FinTech Festival (SFF). Since its
inception in 2016, SFF has become the premier platform for the global fintech community to engage,
connect, and collaborate on issues relating to the confluence of financial services, public policy, and
technology. SFF attracted 62,000 participants from over 115 countriesâthe largest SFF gathering ever.
It featured 850 speakers, 570 exhibitors, including 25 country pavilions, and over 4,000 meeting
through the business matching platform.
With inflation persisting and growth slowing, many fintech firms are trying to remain viable. With that
background, three key themes emerged at SFF that hold opportunities for insurance companies in Asia.
First, we discussed how risks for the current generation have changed, creating new paths of growth
as technology spreads across all sectors and functions in the insurance industry. The changing
behavior of consumers triggers new opportunities by demanding unconventional ways of redefining
customer relationships.
Second, a widening pension gap caused by an aging population, the rise of self-employment, and the
gig economy offers opportunities. We foresee that people caught in this gap could succumb to further
risks raised by rising inflation, longer lifespans, and the rising cost of healthcare. Further, we discussed
micro-pensions and micro-investments and how they would take off in the coming years.
Third, Asiaâs financial wealth stands at $180.6 trillion as of 2021, or roughly 40% of global wealth, and
we expect continued growth. This causes more customers to get serious about financial planning. We
also discussed approaches to reaching Generation Y and Z customers who require an omnichannel
experience to maintain high engagement.
We also had pragmatic discussions around artificial intelligence (AI) and embedded insurance. AI is still
nascent, with regulators constantly figuring out how AI and machine learning play a role in insurance.
Embedded insurance, meanwhile, needs to work seamlessly in the customer journey.
This report covers the three main megatrends to watch in the landscape of Asiaâs life and health insurance,
as well as the key imperatives insurers should take to capture the significant opportunities in the market.
Southeast Asia (SEA) is one of the most dynamic regions for FinTech globally. Driven by budding economies, expanding populations, rapid ecommerce penetration, and a growing middle class, FinTech investments across the 10 ASEAN nations reached US$4.3billion (S$5.7billion) during the first nine months of 2022, higher than 2018 to 2020 combined. According to Pitchbook data, the number of FinTech deals in SEA grew over 4x between 2015 to 2022 (from 56 to 225), reaching a record high in 2021, while the number of VC and PE-backed FinTech companies in the region saw similar growth.
Despite a slowdown in H1 2023, FinTech will remain a key engine of growth for SEA, and therefore a key hub for talent. Given the high levels of investment in FinTech, private capital has an outsized ability to influence the status quo in Southeast Asia. If VCs were to increase diversity, equity and inclusion (DEI) across their portfolio, they could greatly impact the way businesses are led and managed in the region. Additionally, research has shown that diversity leads to better investment outcomes, with a recent study in Europe showing that VC funds managed by mixed-gender teams reported a higher annual internal rate of return (IRR), and in particular, teams predominantly composed of women outperformed all-male teams by a notable 9.3 percentage points. Further, mandates and scrutiny around DEI has increased in recent years, with institutional investors and other limited partners (LPs) beginning to bring DEI criteria into their thinking as they allocate funds to general partners (GPs). This reinforces the importance of understanding the industryâs current talent composition, both at the startup as well as at the investor level, and exploring ways the industry can enhance diversity moving forward.
Combining quantitative data with interviews from several leading women founders and investors in the region, Russell Reynolds Associates partnered with the Singapore FinTech Association and FinTech Nation to develop a better understanding of the current state of gender diversity within SEAâs FinTech startup ecosystem, and to highlight challenges, opportunities, and recommendations for the path forward.
State of play: gender diversity across SEA FinTech landscape
Looking across funding stages and role types, from early stage to late stage to public companies, from management to board to even investors, women are heavily underrepresented within the SEA FinTech ecosystem. Across almost 2000 executives in management, board, and investor roles, only 252 are women (13%). It is worth noting that this is in line with broader SEA, across all VC-backed companies in the region (regardless of sector), women account for roughly 14% of management, board, and lead investors.
The Index measures the degree to which individuals in Singapore feel financially free and is the result of a comprehensive consumer survey. Between December 2022 and January 2023, we engaged 3,000 Singaporeans and Permanent Residents aged between 18 and 65, representing diverse income levels and life stages.
Financial Freedom Index - Platform WorkersVarun Mittal
Â
Launched Financial Freedom Index - Platform Workers researching 500 platform workers and key platforms like Grab, Gojek, Deliveroo, and Foodpanda bringing their opinions, insights, and recommendations to support platform and gig workers achieve better financial inclusion.
Varun Mittal, Partner of EY Asia Pacific Financial Services Strategy and Transaction Services, talks about all things FinTech. We begin by going over the tech foundation that has been built up over the past decade, which is now enabling a wave of innovation. Varun scans both the start-ups and big tech companies, and details his views on payments, wallets, remittance, regulation, WealthTech, e-currency, and digital banks. We discuss the role of FinTech in levelling the playing field between the wealthy and not-so-wealthy investors, and between those who have access to banking services and those who donât. As the co-author of "Singapore â Fintech Nation of the World,â Varun is particularly passionate about Singaporeâs model of strict compliance and risk mitigation, which he believes is particularly suited for success in the regulated world of FinTech.
A compiled detail version of EY Customer Segment Offerings to these group of people - Migrant Workers, SMEs, Entrepreneurs, The Future Silver Economy, Rural Agri-Laborers, Students Studying Abroad, Non-Profit Organizations (NPOs), Gig Economy Workers, SINKs & DINKs and NSF
We are providing one-stop solution help organizations understand eligibility and availability of incentives. We offer assessment, management, certification and government agency interfacing to our clients bringing transparency, accountability and scalability for innovation and finance departments at our clients.
Providing an End to End value proposition to our financial services clients looking for innovative solutions with expertise around co-creation of problem statements, outreach to the vast network of FinTechs, assess the fintech solutions and organize an innovation challenge.
Fe credit case study - How one of the first non-bank financial credit compani...Varun Mittal
Â
Empowered FE Credit, one of Vietnam's oldest and largest consumer credit companies as well as other FinTech partners to implement a robo-lending platform app, $NAP, which digitalizes the entire process of customer on-boarding, loan application, know-your-customer (KYC), credit underwriting, loan approval and disbursement. With this platform application, FE Credit has been able to shorten the borrowing process from 4-5 days to less than 15 minutes, drastically increasing its appeal to customers and overcoming the challenges inherent in the traditional lending model.
The future of fin tech and financial servicesVarun Mittal
Â
In this roundtable, held as part of the investment summit â â Deal Dayâ powered by EY in November â we hosted 22 senior financial services executives investors and FinTech founders to talk about the evolving trends around FinTech innovations and investment in the next 12 months.
Digital bad debts collection platform using machine learningVarun Mittal
Â
Transforming bad debts collection processes with machine-learning software that analyzes digital footprint of customers, which allows collection processes to be ranked meaningfully, in turn increasing efficiency of collection and identification of defaulters.
Leveraging AI for data analytics and retrievalVarun Mittal
Â
Optimizing credit scoring processes for the unbanked through an alternative credit scoring solution that integrates artificial intelligence and big data analytics to generate holistic creditworthiness assessment, allowing financial institutions to make more informed decisions regarding loan disbursements to customers with little to no credit file.
Improving financial crime compliance (FCC) review processes with a machine-learning solution that effectively increases productivity and the use of unstructured data, reduces human error and risks of fines related to compliance, and lowers average on-boarding period for compliance systems.
Enabling identify authentication through machine-learning, resulting in reduced operations costs and time taken to detect suspicious behaviors, increased security and customer satisfaction.
Automating data processing and manual documentation of information so as to increase overall data processing speed, security and productivity by leveraging on a scalable and automated data integration software.
How EY and Credit Suisse teams brought growth opportunities to future leaders...Varun Mittal
Â
EY and Credit Suisse teams co-hosted the CS-EY FinTech Forum. The forum attracted over 90 participants from top financial institutions in Bangkok, Jakarta, Kuala Lumpur, Manila, Melbourne, Mumbai and Singapore, as well as 25 FinTech firms with headquarters in Singapore, Indonesia and India. EY teams are committed to work with industry participants to help bring about greater FinTech integration to countries in ASEAN-6 and India.
3. 4StepFramework
Ask yourself the right questions
Introspection -Who
are you?
1
How do you
compete?
2
How to build social
karma/equity
3
Triggering a chain
reaction (network
effects)
4
5. Introspectionâknowingyourself
1) Who are you?
What pain do you
resolve?
What kind of revolution
can your product
enable?
Pain-killers or Vitamins
What things do you
improve
What is your
business like?
What would
you like your
business to
be
8. Who are you? Vitamin Painkiller Viagra
Attribute
Something which works
but can be improved â
faster, cheaper, easier
Something which solves a
pain point being
experienced
Something which creates
an entirely new use case
category
Challenge
Needs sustained
improvements to
maintain the growth
Need to ensure people are
ready to pay/accept the
pain as pain
High risk, High Gain. First
mover takes most of
market
Competition
Large number of copycats
try to imitate features
since low barriers to
entry
Incumbents with deep
pockets try to change
course , so need to be agile
and fast to market
Competitors have tough
time displacing first
mover
Examples Instagram, Whatsapp Summly, Dropbox
Snapchat, Color,
Pinterest, Vine
Introspectionâvitamins,painkillersandviagras
13. WhatisCompetitionactually?
Coopetition â the new mindset
Coopetition
Cooperation Competition+
What it means:
ï± Phenomenon involving simultaneous existence of both
competition and cooperation in a single relationship
ï± Coopetition has been highly studied in hi-tech industries,
mainly due to prevalence of 3 key factors
ï± Short product life cycle
ï± Technology convergence
ï± High R&D costs
14. WhatisCompetitionactually?
Coopetition â the new mindset
ï± Ariane Program was initiated
between French, UK and German
space agencieis
ï± Aim was to build a civilian launch
vehicle to carry goods and
equipment into space
ï± Began as a consortium of
European aerospace
manufacturers from France,
Germany, Spain and UK
ï± Different companies pooled
resources to launch a company
which could make products for the
global market
ï± Formed a pharmaceutical alliance
to share drug patents, marketing
and licensing to enter more
markets
ï± This enables them to workaround
regulations and barriers by tapping
on each otherâs licenses
18. KarmaCheckâBasic
List the two names which come to your mind in each box
Offered help to you
without you asking from
them
Offered help to you after
you asked from them
Given by you to someone
without them seeking
Given by you to someone
after they sought
From
others
From
you
19. Text to 5 of this people and
ask them to pick 3 words
they think of you
Lets compile them now
KarmaCheckâBasic
List the two names which come to your mind in each box
You should have 8
names by now
21. SocialKarmaorEquity
Social capital
ï± Causes/sources
ï± What could they bring to the table?
More members? More resources? Add
value to structure?
ï± Mechanism
ï± Methods which we can all work
together? Sharing information?
Influence and mentor each other?
Build identity? Integrate our
businesses?
ï± Impacts
ï± How can we benefit by working
together? Pool resources? Enter more
markets? Build new capabilities?
Benefit society?
22. SocialKarmaorEquity
Social Capital
Every individual/businessâs
social capital is different.
Specific to industry and
environment you operate in.
You need to balance and
manage everybodyâs interests
to build good social capital.
Social networks built upon with
trust and reciprocity, shared
norms and values.
26. Whatdoesitmeanforyou
Leveraging on network effects
ï± value of a network is
proportional to the square of
the number of its nodes (n^2)
ï± The value of the network
would grow at a rate that far
outstripped their cost once
some âcritical massâ was
reached.
27. Startingachainreaction
Leveraging on network effects
Network effects: the value of the product or service to the individual user
becomes greater when more individuals join the platform
Think about how the network effect enabled these platforms to attract more users
and scale up.
28. Leveraging on network effects
Network effects: the value of the product or service to the individual user
becomes greater when more individuals join the platform
After having been successful in female domain, next step is to expand in male category
by finding the right niches to build a network effect
ï± Popular with the design community when it first
started, designers loved the content-sharing
mechanisms, which generated a network effect
ï± Companyâs growth in first 2-3 years was
phenomenal
Startingachainreaction
31. Whatdoesitmeanforyou
Understanding Network Effects
Classic case of marketplace network effects
ï± Every time a new supplier joins, selection
increases for the traveling consumer,
making it more likely to attract consumer
demand
ï± Every time a traveling consumer searches, it
potentially benefits the property
owner/manager, making it more likely to
attract suppliers
34. Introspection -Who
are you?
1
How do you
compete?
2
How to build social
capital
3
Triggering a chain
reaction (network
effects)
4
4StepFramework
How we designed Odyssey
ï± We want to work with
startups
ï± Be part of innovation and
community of ASEAN
ï± Existing players have huge
resources and strong brand
recall
ï± As small player with less
money, we need to build
coalition to be able to
compete
ï± Understand which
companies have similar pain
points â who wish to have a
program like this
ï± Find partners with
complementary product
offerings
ï± Building a community of
corporate accelerators and
startups to mentor,
innovate and develop
groundbreaking solutions
and business use cases
36. ï± We all want to build a
similar program
ï± We all want to bring new
products and ideas to the
ASEAN market
ï± Partners donât have enough
reach
ï± Partners donât have enough
resources
ï± Market is not as receptive to
new technologies
ï± Surveymonkey: Get customers to try out paid service
ï± Twilio: Build brand presence in ASEAN from scratch
ï± helloPay: Encourage customer to build e-commerce solutions
SocialCapital
How we designed Odyssey
37. SocialCapital
How we designed Odyssey
Shared norms and values.
Shared norms and values are the
common expectations which make
interactions more productive.
Social networks. A social
network is the interactions
and relationships between
individuals or organisations.
Trust and reciprocity. Trust and
reciprocity are about the quality of
relationships, rather than the
number of connections.
39. 3/7/2016 helloPay Confidential 39
WhatToExpect
Enjoy special benefits through the Odyssey Program
ï± Free consumption credits for cloud services up to $250
ï± Access to $50 million investment fund, partner with top VC
firms and access to their capital
ï± $100,000 worth of free transactions through helloPay
ï± Reach out to sell to 10 million + customers of Lazada group
processed through helloPay
ï± Insights into online market research and business
intelligence
ï± Customized professional services and advanced training for
consumer research
40. 3/7/2016 helloPay Confidential 40
WhatToExpect
Enjoy special benefits through the Odyssey Program
ï± Qualified startups can get access to a Zendesk plan worth 3
agents on the team plan and 3 agents on the zopim chat
basic plan for 1 year
ï± Startups who wish to apply must have less than $1m in
funding and be associated with an accelerator under
Odyssey
ï± Support on listing and distribution through Lazada portal in
different markets for physical goods
ï± Mentorship for optimizing listing to boost sales