Thursday, June 7, 2012

Discussion: Inside the Mind of Local Investors

Full disclosure: East Ventures is an investor in Tech in Asia.

Left to right: Willson Cuaca, Kevin Mintargaa, moderator Vanessa Tan, Antonny Liem, Andi S. Boediman

Left to right: Willson Cuaca, Kevin Mintargaa, moderator Vanessa Tan, Antonny Liem, Andi S. Boediman

At a packed afternoon panel at Startup Asia Jakarta, Tech in Asia’s own Vanessa Tan took the stage to moderate a panel with a number of high-profile local investors:

  • Antonny Liem, CEO of Merah Putih Incubator (MPI)
  • Andi S. Boediman, director at Ideosource
  • Kevin Mintaraga, co-founder of Project Eden
  • Willson Cuaca, investor at East Ventures

After the introductions, Vanessa asked Mr. Boediman about the tech scene in Indonesia. He said there are only four business models here: selling content, media, products, or services. Content has potential but isn’t there yet, and media remains small in Indonesia, he said, and most of it isn’t digital (yet). Physical products of course get a lot of attention, and services is also growing. “Everything about Indonesia is potentially big, but [just] potentially,” he said. Mr. Mintaraga said he agreed with Boediman.

Vanessa asked Mr. Cuaca about what kind of startups East Ventures was interested in. We’re only interested in mobile internet and consumer market startups, Cuaca said. He said that what they really look for is people, though, and that they place more emphasis on that than some others in Indonesia. To invest in Indonesia requires “kind of a leap of faith,” he said, but he also said that looking forward, East Ventures is very satisfied with where the Indonesian market is headed. Mr. Liem agreed it was a leap of faith, but said “we’ve already jumped and are in the water, swimming.” So the question is more how to keep your breath — how to be sure you’re still in the right place in a few years as the market matures and develops.

Boediman pointed out that some bigger players have also put tons of money into Indonesian tech, too. “Is it a good investment or not? We are not there yet,” he said.

Cuaca added that while top-down is always an option, you can always estimate the market by “getting your hands dirty” with a more grassroots approach. “Anything can happen,” he said, and East Ventures doesn’t want to completely limit itself to any one kind of company because in the course of development, things could change. And the numbers may look small, but the growth is very good. The question is, can they keep growing? “When you’re going into an emerging market, you need to learn the market, and to learn, you need time,” Cuaca said. But East Ventures is excited about Indonesia.

He also talked about East Ventures’ angel network, saying that it had been partially put on hold because East Ventures doesn’t have the “bandwith” to educate lots of angels about the investment environment in Indonesia.

Mr. Mintaraga talked about Project Eden’s expectations for its startups and the importance of launching the product ASAP. He said that so far, their startups are doing well. Mr. Liem said that MPI’s startups are also doing well. All their numbers are growing; and MPI gives them space, time, capital, and help with networking. Then he talked about the company’s new casual game studio. “We’ve just started it,” he said, and after trying some iOS ports, they’re going back to the drawing board. But they will announce a new product in Q4 that is related to music in some way. “We’ve been building on this product for quite a while now and it’s going to be launched maybe sometime in September.” It will not be selling music, but rather more of a music/community platform.

Talking about teambuilding, Mintaraga talked about the importance of finding a balance between finding good revenue streams and “not eliminiating [the startups'] dream of creating their product.” He also talked about SpotDoctor, an app to help users find nearby doctors and health facilities. It has more than 20,000 downloads and Mintaraga says the company is planning an aggressive marketing strategy.

When startups come to us, it’s not about free money, Boediman said. Many startups have unrealistic expectations of overnight Angry Birds-level success, or building a new platform. “It’s totally bullshit,” he said. You cannot solve a problem by creating a platform, he said. A lot of the startup expectations they see don’t make sense, he said. The challenge for us isn’t investment, he said, it’s finding startups with realistic expectations and the right timeline to execute.

Mr. Liem added that once the product is launched, there’s also a talent war, and once companies get into the real business, it can be hard to keep talent. Another thing, he said, is that startups here need to create global products. People won’t use a product just because it’s Indonesian, even in Indonesia. They need startups that create products that can compete with outside companies.

Mintaraga agreed, saying that his company has to drill its startups on business plans and “bring them a little bit down to earth.” Cuaca agreed as well. “The biggest challenge for investors is to find a good founder,” he said. Even if the product or idea isn’t that good, “a good founder will find a way,” he said. On the flipside, Liem added, a great product isn’t going to go anywhere if there isn’t a good founder behind it.

This is a part of our coverage of Startup Asia Jakarta 2012, our startup event running on June 7 and 8. You can follow along on Twitter at @startupasia, on our Facebook page, on Google Plus, or via RSS.



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Echelon Day 1 Afterparty: Getting your groove on at The Loof

We are only three days away to Echelon 2012, Asia’s leading tech startup event, where we have been working since early this year to bring you the best of Asia’s web innovation.

With will over 50 speakers coming in from Silicon Valley and regionally to discuss key trends and sharing their insights, 50 of the most promising Asian startups exhibiting at our Echelon Startup Marketplace and of course, 10 companies pitching on stage in front of more than 1000 attendees, we will see the best minds gather at Univesity Cultural Centre of NUS this coming Monday and Tuesday (11th – 12th June).

That’s a lot of action for two days, which is why we are putting up our very own Echelon after party at the end of Day 1. After a long day of keynote presentations and pitching, we will be holding our Day 1 after party at The Loof Bar, Singapore. Located at 331 North Bridge Road, #03-07, Odeon Towers Extension Rooftop, The Loof is described by its owner as “a refuge for the bedraggled office worker, a respite for the brilliant mind, a sanctuary for fools, a canvas for the budding artist, and the launch pad for a brilliant night.”

Photo: The Loof Bar

For all the attendees of Echelon, not only did we managed to get you free house pour spirits and draft beer (limited amount, on a first come first serve basis), there will also be a DJ rocking up The Loof Bar!

So head down to the Loof Bar for more awesomeness at our Echelon after-party on 11th June, 8pm onwards!

Fun Fact: The Loof Bar had a Cock Fighting session during their Media and Partners preview party.

Event Details:

Date: 11th June

Time: 8pm till late

Venue: The Loof Bar

Address: 331 North Bridge Road, #03-07, Odeon Towers Extension Rooftop (Map: Gothere.sg)

Slideshow:
Fullscreen:

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Echelon Day 1 Afterparty: Getting your groove on at The Loof

We are only three days away to Echelon 2012, Asia’s leading tech startup event, where we have been working since early this year to bring you the best of Asia’s web innovation.

With will over 50 speakers coming in from Silicon Valley and regionally to discuss key trends and sharing their insights, 50 of the most promising Asian startups exhibiting at our Echelon Startup Marketplace and of course, 10 companies pitching on stage in front of more than 1000 attendees, we will see the best minds gather at Univesity Cultural Centre of NUS this coming Monday and Tuesday (11th – 12th June).

That’s a lot of action for two days, which is why we are putting up our very own Echelon after party at the end of Day 1. After a long day of keynote presentations and pitching, we will be holding our Day 1 after party at The Loof Bar, Singapore. Located at 331 North Bridge Road, #03-07, Odeon Towers Extension Rooftop, The Loof is described by its owner as “a refuge for the bedraggled office worker, a respite for the brilliant mind, a sanctuary for fools, a canvas for the budding artist, and the launch pad for a brilliant night.”

Photo: The Loof Bar

For all the attendees of Echelon, not only did we managed to get you free house pour spirits and draft beer (limited amount, on a first come first serve basis), there will also be a DJ rocking up The Loof Bar!

So head down to the Loof Bar for more awesomeness at our Echelon after-party on 11th June, 8pm onwards!

Fun Fact: The Loof Bar had a Cock Fighting session during their Media and Partners preview party.

Event Details:

Date: 11th June

Time: 8pm till late

Venue: The Loof Bar

Address: 331 North Bridge Road, #03-07, Odeon Towers Extension Rooftop (Map: Gothere.sg)

Slideshow:
Fullscreen:

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PropertyGuru Secures US$47 million Investment from ImmobilienScout24

Steve Melhuish CEO and Co-Founder of PropertyGuru with Marc Stilke, CEO of ImmobilienScout24

Singapore portals seem to be reaping the fruits of labour of late after having it rough out for the last couple of years. Just a few weeks back, we saw HungryGoWhere getting acquired by SingTel to launch a brand new site. Now a press release from PropertyGuru.com.sg,is announcing the company has received a S$60 million (US$47 million) investment from Europe’s property portal group, ImmobilienScout24. The latter company is also a subsidiary of Deutsche Telekom.

With this new investment, it aims to achieve two things: One, to expand PropertyGuru’s operations within the region. And two, to further enhance PropertyGuru’s search and advertisement services. The investment would entail a closer working relationship between both parties, where there will be knowledge resource and skills transfer from the Europe property portal to PropertyGuru.

The Asia property portal group currently has presence in nine countries, and boasts impressive numbers. It has been used by 8.2 million buyers, having more than 65 million property pages, and generating 200,000 sales enquiries every month. According to Google AdPlanner, things are looking sunny bright even in Singapore. The company’s two websites, PropertyGuru and Commercial Guru, account for 85% of total page views from property seekers. It has also doubled in revenue and traffic growth in the last year.

On receiving the investment, Steve Melhuish, CEO and co-founder of PropertyGuru Group said:

“We see strong economic growth, rising middle classes, urbanisation, developing property markets, as well as an online explosion, taking place throughout Asia. PropertyGuru sits in middle of all of this. Our revenues and traffic doubled over the previous year, and we increased our leadership position in our markets. We welcome ImmobilienScout24 as a strategic investor, which will accelerate our growth and supported additional investment in developing innovative services for our clients.”

This investment is also part of ImmobilienScout24’s internationalization strategy. Marc Stilke, CEO of ImmobilienScout24 emphasizes:

“This shareholding is part of our internationalization strategy to invest early on in emerging countries with strong growth and to establish the use of the Internet as a central and most effective instrument for seeking and marketing real estate. We have built up Germany’s leading real estate marketplace and we are pleased to contribute this know-how to our cooperation with PropertyGuru.”

Moving forward, this investment will see PropertyGuru Group tap into a combined population of 340 million citizens and S$900 million annual real estate advertising market in Asia. Congratulations to the team at PropertyGuru!


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The (Difficult) Trade-off between ‘Time to Market’ and ‘Readiness’

Several of our portfolio company founders and I have recently been debating whether to launch a new product/company quickly (and sometimes prematurely) or instead take more time to launch with a ‘fully baked’ product. The most compelling reason FOR launching early is to expose the product to real customers and begin the cycle of learning (and sometimes also to establish a first-mover advantage if relevant and important).  The principal reasons AGAINST launching early are that you deliver a half-baked or imperfect user experience and worse, you risk failing to meet basic user expectations.

Through discussions with other CEOs it became clear to me that many entrepreneurs struggle with different variations of the same question.  For example, while we’ve been debating this trade-off in the context of when we should launch a new company and how ‘perfect’ the product should be, other entrepreneurs whose companies are already in market wonder whether they should begin to scale-up aggressively or first invest in their infrastructure (provided they have validated product-market fit).athlete_at_starting_block

Clearly there is no generic answer to this question as many factors play a role – the nature of the business, competitive dynamics, user expectations, regulatory requirements etc.  For example, Indian Energy Exchange (IEX), a Lightspeed portfolio company, operates a national, electronic market for power.  The company’s platform is used by state utilities and industrial buyers to buy and sell power as well as ensure payment integrity and schedule power delivery.  Given the company’s mission critical role in the power market, it is essential to launch with a pressure-tested product that works flawlessly at scale.  However for many consumer internet or mobile companies that do not serve such mission critical use-cases, there is a strong argument to launch early with a minimum viable product and begin the learning cycle as soon as possible.  The key question we’ve been debating is how early?

My current thinking is that entrepreneurs must focus on getting to market quickly with a lean or light-weight version of the product (note that this is different from an incomplete or half-baked product), PROVIDED that:

  • The product supports the core customer use case,
  • The company has a level of technical and organizational readiness that will enable them to iterate, innovate and improve the product post-launch rather than engage in months of fire-fighting because the product or service was launched prematurely and fails to meet basic customer expectations, and
  • The company is ready to track user behavior, engagement, funnel metrics, cohorts etc so that iteration and improvement can be done in a data-driven manner – and the insight gained from an early launch can be actioned.

Note that this does not require the product to be perfect or ‘complete’ but it does require that the limited set of features and functionality work well and support the core use case. For example, an online retail company need not have full product selection, support every payment method or offer a full feature-set on day 1, but it should offer a frictionless user experience and be able to accurately ship an order to a customer within a reasonable time frame.  If the company has made appropriate investments in its organizational and technical infrastructure, it will be able to layer on additional products, functionality etc on a continuous basis post-launch and will be in a position to accelerate growth going forward.  Flipkart is a great example of a company that did this the right way – by focusing on getting the user experience right and establishing product-market fit before aggressively investing in marketing to scale rapidly.

Conversely, a company that launches prematurely, simply to get to market quickly, runs the risk of demonstrating early success, only to have to pull back later in order to fix a long list of ‘bugs’.  This can lead to unsatisfied customers, demotivated employees and a compromised competitive position.  Worse, this type of company wont be in a position to run experiments, learn from its customers and make rapid product improvements.

Companies with purely ‘virtual’ business models such as social gaming or music streaming can launch even more quickly with very lightweight minimum viable products to help establish product-market fit.  Once they see positive signs around traction, usage and engagement, they must prepare to handle scale prior to ramping usage.  After all, what would have happened to a company like Instagram if the system buckled under the tremendous growth?

[About the author: Bejul Somaiya is MD at Lightspeed Venture Partners. The article has been reproduced from Bejul’s blog post.]

Image source: tableatn



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Busification introduces gamification into project management

Busification, a business management SaaS application that specializes in Project Management, Gamification & Business Analytics software, is launching its public beta at Echelon 2012.

Enabling businesses to manage work activity more efficiently, incentivise staff and analyse performance to improve profitability, managers are able to use Busification is to set up and delegate tasks, milestones and projects to their teams and subsequently monitor and manage their performance. Team members can plan their work activity, collaborate effectively with colleagues and keep up to date with projects and tasks they are involved in.

Gamification, described as ‘the use of game design and game mechanics in non-game areas to increase engagement and incentivise desired behaviors’ is one of the hottest trending topics in 2012. Busification’s platform enables managers to motivate their team using game element such as competitions and leaderboards to offering rewards like points, prizes and dollars as team members complete their every-day tasks, work on larger projects and when they achieve targets and goals.

Photo: Busification team

One may ask, is there a need to gamify project management? Well, Fergie Miller, founder of Busification seems to think so. “One the main challenge with Project Management is actually getting your teams to correctly use the systems that businesses set up. We hear this more and more the more businesses we reach out to. Part of this is old technology that is clunky and intensive to use. But a lot of it is about their being a huge disconnect between teams correctly documenting their work each day and current incentives being offered by businesses such as an end of year bonus. Busification changes that. We enable managers to offer micro-incentives through gaming to encourage their team to collaborate in a way that is optimal for the business. Incentives can be points, virtual goods, prizes or simply dollars for posting what work they are working on, for completing work and achieving specific goals.”

While Busification’s Gamification features will be fully launched with its Gold release in September, the beta launch contains predominantly Project Management features. “We decided that Busification should be able to hold its own as a Project Management application before we launched our Gamification features,” explains founder Fergie Miller. “For public beta we are launching our Project, Milestone and a simplified Task module. We have tried to keep the user experience very simple to start with and will have further updates coming through in the proceeding weeks and months that include Resources, Players and Statistics modules. We have scheduled our Gold release for the start of September where we will be launching our Gamification features and our flagship Goals module. Our mobile apps will also be out before the end of the year.”

Photo: Founder Fergie Miller

Busification will be exhibiting at Echelon 2012 Startup Marketplace. The team pitched their product at the Taiwan Satellite in April. At Echelon too, Busification is launching its public beta, and is looking to work closely with 20-30 interested companies for its beta testing programme. Busification will be offering first year licensing for free to its beta testers and is looking to get feedbacks. Busification is also actively seeking seed investments.


Link to full article

Busification introduces gamification into project management

Busification, a business management SaaS application that specializes in Project Management, Gamification & Business Analytics software, is launching its public beta at Echelon 2012.

Enabling businesses to manage work activity more efficiently, incentivise staff and analyse performance to improve profitability, managers are able to use Busification is to set up and delegate tasks, milestones and projects to their teams and subsequently monitor and manage their performance. Team members can plan their work activity, collaborate effectively with colleagues and keep up to date with projects and tasks they are involved in.

Gamification, described as ‘the use of game design and game mechanics in non-game areas to increase engagement and incentivise desired behaviors’ is one of the hottest trending topics in 2012. Busification’s platform enables managers to motivate their team using game element such as competitions and leaderboards to offering rewards like points, prizes and dollars as team members complete their every-day tasks, work on larger projects and when they achieve targets and goals.

Photo: Busification team

One may ask, is there a need to gamify project management? Well, Fergie Miller, founder of Busification seems to think so. “One the main challenge with Project Management is actually getting your teams to correctly use the systems that businesses set up. We hear this more and more the more businesses we reach out to. Part of this is old technology that is clunky and intensive to use. But a lot of it is about their being a huge disconnect between teams correctly documenting their work each day and current incentives being offered by businesses such as an end of year bonus. Busification changes that. We enable managers to offer micro-incentives through gaming to encourage their team to collaborate in a way that is optimal for the business. Incentives can be points, virtual goods, prizes or simply dollars for posting what work they are working on, for completing work and achieving specific goals.”

While Busification’s Gamification features will be fully launched with its Gold release in September, the beta launch contains predominantly Project Management features. “We decided that Busification should be able to hold its own as a Project Management application before we launched our Gamification features,” explains founder Fergie Miller. “For public beta we are launching our Project, Milestone and a simplified Task module. We have tried to keep the user experience very simple to start with and will have further updates coming through in the proceeding weeks and months that include Resources, Players and Statistics modules. We have scheduled our Gold release for the start of September where we will be launching our Gamification features and our flagship Goals module. Our mobile apps will also be out before the end of the year.”

Photo: Founder Fergie Miller

Busification will be exhibiting at Echelon 2012 Startup Marketplace. The team pitched their product at the Taiwan Satellite in April. At Echelon too, Busification is launching its public beta, and is looking to work closely with 20-30 interested companies for its beta testing programme. Busification will be offering first year licensing for free to its beta testers and is looking to get feedbacks. Busification is also actively seeking seed investments.


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TangaReef aims to be a hotels.com for dive centers

Despite the promise of pristine, clear waters and beautiful coral reefs, finding a dive center has been a rather opaque process.

With so many around, finding one with the best value and activities that suit your needs is a challenge.

Divers also have to deal with the pain of making international money transfers to a dive center in another country. Some banks charge hidden fees, while credit card companies wring an extra three percent.

Carrying around large wads of cash to a dive center isn’t safe either, as there’s the risk of getting robbed.

These difficulties present an opportunity for startups like TangaReef, an online dive center booking service that aims to make the process of finding your best dive a straighter road. It allows users to view dive centers by country or region, and filter them by courses offered and even the languages they speak.

They can also search for dive centers near a hotel, using a particular brand of equipment, compare prices, reviews, or browse through pictures.

Every booking on TangaReef is an opportunity to do good. The company donates a portion of the fees to select organizations that help to establish and monitor Marine Protected Areas, are active in coral conservation, and protect marine life.

Incorporated in Finland, the company currently has an inventory of dive centers in Thailand and Egypt, with more on the way.

It is founded by CEO Oliver Bremer and CTO Robert Aarts. Oliver is also the co-founder of Founder2be, a matching service for startup co-founders. Robert was an early employee at Trustgenix, which was acquired by HP. Both are avid divers and travel enthusiasts.

(Read: Founder2be: Helping you find a match made in heaven)

They are joined by three team members with experience in dive center work in Thailand, the travel business, and marketing.

Self-funded initially, the startup has gone on to gain recognition as a finalist at the 2011 Slush startup conference in Helsinki, Finland. They have also won the Pitch18 competition and received a government grant. They are now raising a seed round from investors.

As the startup grows, it anticipates competition from tour operators, specialized travel agencies, and hotels adjacent to dive destinations. But with the promise of making dive bookings more fun, they hope to become the go-to destination for dive travelers.


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Edi Taslim on Kompas, Digital Media, and Startups

kompas

At our Startup Asia Jakarta 2012 conference in Indonesia, we heard from Evan Spytma, the regional director of PopCap Games for Southeast Asia, Australia, and New Zealand. Our editor Charlie Custer asked him about how the company intends to localize in the region, as well as some general discussion of PvZ and their other titles. Below are some paraphrased highlights of Evan’s talk.

#11:06: When we were developing PvZ we knew it would be a success bc ourf the feedback in the studio. This was the first time we made the jump into tower defense, and there was some talk internally about if this was the direction we wanted to go. But once the employees started playing it, they were really excited, they couldn’t want to get the next build. We could not have predicted the success so far, and we look forward to growing more in Southeast Asia.

#11:08: With all of our games it really starts with the studio and the local employees and branching out to their families. They play the game and give feedback. We give it the grandmother test, we give it to Jason Kapalka’s grandmother and let her try. If we can have children and grondparents as well as our accounting and legal team playing, then we feel it can be a success.

#11:10: In terms of localization we first appreciated the need for it four years ago. Before moving to APAC, we set up studio in Shanghai in Asia for Asia. It needs to be fast and nimble to address local need. China for China, in Japan for Japan, with local people on the ground for the correct business models and artwork for our games. Traditionally we launch in English, and then after launch much of the success ramps up throughout the years. We don’t have the need to recoup dev costs in the first 12 weeks. We can see, in what markets are it popular. Then we can see if we want to put people on the ground to develop further.

#11:12: Localization is something we are considering in Indonesia, I’d almost say it’s a must here.

#11:13: I think we start with cultural references that we can tie in. Our Japan team has launched Pop Tower, and it has been on the GREE network for I think eleven months now [with great results on the charts].

#11:16: (On piracy) When we first started to move to APAC, we had James Gertzman come to China, and he showed us many CDs from there and said “See we are already in China.” So if we don’t go to the market, then someone else will fill that vacuum. We partnered with Meters Bonwe and sold clothing there. There was a line outside the stores there and we had lines wrapping around buildings, with people taking photos with our mascots. We’ll continue around the freemium model, but no longer are we building a $20 game but maybe a $20 game one dollar at a time with micro-transactions.

#11:19: Int his model of in Asia for Asia we can be more flexible with our IP. It’s almost a testing ground where we can do fully localized versions. In terms of future IP, we always have addition IP in the works, and that’s something that we’re always working on. Some people say we polish the pixel too much in terms of taking years to develop, but then it become an evergreen [property] that can [go for a long time].

#11:23: (Any upcoming plans for Indonesia?) I would expect that within this year you will see enhanced versions of PvZ for Indonesia as well as merchandise that you will see in the country.

#11:24: (Charlie asks about how social games affect people, and potential negative effects) I think about four or five years ago, gaming was more of a hardcore experience and people were debating what was a ‘casual’ game. And we did some studies on this internally and hired independent research companies, to see the effects of PopCap games on our users, asking why they play PoPCap games. And we were the first to show that casual games are actually beneficial. We need time to relax, and Bejeweled is not a game that’s going to stress you out. […] I think this is more of a concern with hardcore MMOs than with casual games. But we are indeed concerned with any effects that our games might have on our fans. For example, the violent aspect of PvZ with peas shooting Zombies and body parts falling off we had to make sure that was done in a fun way. But yes, we do have these type of discussions internally.

This is a part of our coverage of Startup Asia Jakarta 2012, our startup event running on June 8 and 9. You can follow along on Twitter at @startupasia, on our Facebook page, on Google Plus, or via RSS.


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IRCTC Payment Gateway Data: 34% Failed NetBanking Transactions (May2012)

We have been covering the IRCTC Payment Gateway for some time now. Unlike April 2012 which saw 12.95 million transactions May 2012 saw 13.5 million transactions. This increase can be attributed to the summer vacations and hike in tourist tours. Of this only 71 per cent were successful but it is surely more than the recorded 61 per cent in April 2012.

IRCTC Transaction Data

IRCTC Transaction Data

Let’s take a quick snapshot for the month of May 2012.

- 71 per cent success rate in credit/debit card transaction, led by AMEX payment gateway (83.05%)

- Only 66 per cent success rate in netbanking/debit card transaction. HDFC and IDBI Bank lead the chart with 69.23 per cent and 59.63 per cent respectively. They are closely followed by Corporation Bank, IndusInd and Federal Bank.

- As far as cash cards are concerned, the overall transaction rate was 87 per cent.

» More IRCTC Data.



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