Tuesday, October 23, 2012

Take Health and Fitness Anywhere with Wokaishi Mobile

Beijing based health and fitness start-up, Wokaishi has come a long way since I first met them.  I covered their story last year and have seen the team make great progress with dedication and execution.  Like me, Co-Founder Anna Tsui, is a fellow of Startup Leadership Program Beijing.

Wokaishi website (我开始网) released it’s iOS app this week, allowing users more flexibility than ever to exercise anytime, anywhere.

The app is called “视频健身” or “video workout” as users have access to hundreds of high-quality instructional exercise videos they can follow in their own speed, in their own homes or offices at no cost.

Existing Wokaishi website subscribers can log into the app using their same username and passwords. New users can create accounts quickly and will be guided by a quick tutorial on how to use the site.

The app integrates the main features of the site including daily recommended missions and the fun points system where users can compete with each other by completing missions and getting points that can later be redeemed for real prizes.

The release of the app provides users an added level of convenience and accessibility. Even though nearly all the workouts can be done anywhere, without the purchase of fitness equipment, users now have the flexibility of taking their workouts to the gym, as if they have their own workout coach.

The response has been exceptional, with over 1,000 downloads in one day, eliciting many user comments on the app store and on Weibo.

Wokaishi is in the process of developing Android versions as well as custom-tailored plans for groups and individuals.

It seems that now Chinese netizens have one less excuse not to “start” with Wokaishi.

You can download the iOS version here.

 

 

Related posts:

  1. Wokaishi Makes Exercising and Getting Fit Fun
  2. 300 Millions Chinese Are Overweight, So We’d Better Try More Health & Fitness Apps
  3. Start-up Wokaishi, Helping China Get Fit and Healthy


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Four Tragedies Of Chinese Startups and Investors

How would you define the relationships between the entrepreneurs and the investors? They should be friends, teammates, seller-buyer, or rivals? Conventionally, investors puts in money in the hopes of breeding superstars which can yield even bigger return, while the entrepreneurs are supposed to spares no efforts to deliver on expectations. However this relationship could end up in tragedies sometimes when the two sides only care about their own benefits. Unfortunately, stories like these, which are overwhelming to look at, are emerging from time to time lately.

Here’re four of the latest tragedies in Chinese startup world.

 

Macbeth

It would be so heartbreaking to leave the startup which was built up by your own hand, let alone the sorrow of being forced to do so. Wu Bo, the founder of the group-buying site Lashou.com had disappeared after conflicts with the investors. The story of Wu is a bit similar to Macbeth for at the early stages he was told by the investors that after acquiring the capital Lashou would soon go for an IPO. Future-reading is not always a nice thing.

Later the founder was said to be trapped in the circle of meeting the requirements of various investors, modifying strategies rashly, and ended up being kicked off by the investors. The reason why the VCs are not so satisfied with Wu is the low profits, too-fast expansion and high costs. Now the investors have taken the job of managing the company, and the former CEO has already gone.

 

Hamlet  

“This is not about the number or the portion, it’s related to the dignity of every 24quan staff. Why should we give up the company that we have been fighting for and let the investor enjoy all the results? We are not just their chips for earing capital.”—Du Yinan, 24quan Founder and CEO

The discord also occurred in the group-buying circle in which the former partners Du(Founder and CEO of 24quan) and Kenneth Chang(main investor and former COO) turned to enemies eventually. Internal email records showed that the two argued with each other have been viral for a while. And the blasting fuse was said to be the number of the preference shares Du and his management team should take after the Series E funding. This September, Du officially announced to dismiss all the positions of Kenneth, and one of its investors also stopped pouring any capital. And what was left for the 300 staff of 24quan was a total loss and real mass. While the two are accusing each other for undermining the company, to believe or not to believe, that is a question.

 

Othello 

This is the news months ago, Suning Shopping RedBaby and Masa Maso for Expansion? And the question can be answered now as Suning has just acquired Redbaby(China’s biggest maternity-children B2C) for RMB 66million. However nothing happens to another candidate, the designer menswear e-tailer Masa Maso. Han Hui, former Marketing Director of the company sorrowfully revealed that, “I think the tragedy all starts on the day we got the first funding from   Sequoia Capital. After that very moment, I never really focused on how to market Masa, everything was about the sale promotions, and the sales number. ”

Sun Hong, the founder even cried saying that, “I’ve been asking myself several times that if I can turn back time would I still rush for the $10million.”

 

King Lear

A DCCI (Data Center of China Internet) report showed that a lot of Chinese TMT companies are backed by foreign capitals. Soft Bank and Yahoo! for Alibaba, DCM and Walton for Dangdang, to name just a few. Unlike an incubator who gives across-the-board support to startups, foreign VCs in China acted more like a revenue-chasing bank. They tend to favor those startups requiring “low input, short period, and high return”. In 2010, 106 startups won the capitals and 82(776%) of them are in the expansion stage.

What we can get from that? Probably a trend for both entrepreneurs and investors to pursue a “rapid” development and IPO.

M18.com, once was thought to be a very promising B2C stock got listed in Nasdaq in October, 2010. Targeting at “B2C+brick-and-mortar stores+catalogue business”, its stock price rose by 57% on its debut day. However, now it dropped by 95% after two years struggling and the price currently is almost under $1. Insiders analyzed that M18 tried too hard to show the capital market its potential. Moves like cutting down costs, growing sales number and, running for an IPO all happened within such a short duration of time, then the company couldn’t keep it up with the insane growing pace.

 

Faust made deal with the devil and he lost his soul. Even if he got unlimited knowledge and worldly pleasures, his life ended up miserable. Some entrepreneurs are being Faust now, when they only care for the funding, they are soon to find themselves heading to another path.

What the investors really care is the safety of the deals, often times they propose strict agreements to secure themselves like Offshore Agreements, Exclusive Agreements or VAM (Valuation Adjustment Mechanism). These could be traps for immature entrepreneurs because those who benefited from the funding in the beginning would eventually be saddled by the funding.

Photo credit: BigStockPhoto

 

Related posts:

  1. Hong Kong Startups Need Investors
  2. [CHINABANG] Sarah Lacy Encourages Chinese Start-ups and Investors to Take China to the Next Level
  3. Garage Café: An Open Office Space for Chinese Startups


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Rumor: Gome to Abandon Coo8 ?

Gome’s founder and former CEO Huang Guangyu who is still doing his time in prison won’t be back in 3 years. Even though, in the business world this man never left. Rumor has it that unlike the previous “Double Brands” e-commerce strategy Gome had proposed, the company is about to give up one child, and apparently the “adopted one”, namely Coo8.

So how are the two children doing?

Currently the electronics retailer has two B2C services, operating with one supply chain and competg with each other. One is the Gome.com.cn, apparently the ‘biological’ kid, and the other one is the “adopted” Coo8.com (80% equity bought by Gome at RMB 48m, 2010).

Gome staff revealed that Huang has always emphasized the strategic position of these platforms, and actually “He only talks about Gome.com in internal meetings.”

Analyst Lu Zhenwang also revealed that Gome.com.cn has finished the syncing of the data of Gome’s user base, in which Coo8 is not even involved. This year, Gome kept on investing RMB 12m into Coo8 (for the remaining 20%). This is said to be very typical of Huang’s style since he does care about the majority control.

Coo8 has been fighting in the Chinese e-commerce battlefield for 6 years, but now as the adoptive father sees it is left behind Gome.com.cn. Data showed that it had a loss of RMB 194m in 2011, and the number was estimated to grow this year according to its expected RMB 5~6b sales during the same period.

Lu also analyzed, “The two sites are sharing the same supply chain, thus the competition is inevitable. If it still wants the twin strategy, then differentiation is needed plus blending the two in one team is also important.”

Both sides had no comments on this rumor yet.

 

Related posts:

  1. Gome’s Coo8 to Go Aggressively with Taobao Partnership
  2. Gome Teaming up with Dangdang to Rival 360buy
  3. The Bloody Price War Starts At 9am Today, 360Buy Vs. Suning/Gome/DangDang/51Buy


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The Many Different Faces of China

I could make a case that I know China pretty well. I was born and raised in Beijing, spent each summer in my hometown except the year SARS ran wild, and came back to live here right after I graduated from college. I then spent most of my time living here, with two stints of living in Tianjin and Shanghai. I also voluntarily and involuntarily travel around the country. The first trip was to Shandong when I was 6 years old; the last trip was to get married in a city by the sea this August.

I speak the Chinese language fluently, consumes tons of books (both ancient and new), magazines, newspapers, and blogs. English affords me an addition venue to get to know China from a foreign perspective, and I also read a lot about China this way.

Yet I dare not to claim to know China. Case in point, I have no idea that Chinese people who study abroad is a rarity. Out of 1.3 billion people, about 1.5 million Chinese have studied abroad since 1978. Yet somehow people around me are going abroad left and right. Just in the last couple of years, my friends have landed in Great Britain, Italy, Ukraine, Australia, New Zealand, Canada, the United States, South Korea, Japan, Hong Kong, and Malaysia.

Just from that fact alone, I know I am not seeing China as a whole. My socio-economic background and destined me to meet people with similar background. Furthermore, since I have a tendency to the so called first tier cities in China, even though I have visited some of the second and third tier cities, I have no idea how people live over there, let alone the lifestyle of people residing in fourth tier cities and the country side.

Similar case could be made of my wife. She grew up in the South, including a stint in Hangzhou right before college, and then spent four years in Beijing in college before eventually moving to New Jersey for her graduate studies. Upon graduation, she moved back to Beijing. But I seriously doubt she know her hometown and the people living there that well. Otherwise, she wouldn’t assume her cousin, who works in a bank and, along with her husband, owns a house and a car in one of China’s most expensive cities, is living “below average”.

Even when the subject is Beijing, I seriously doubt I know much about people’s existential state. The city is enormous and diverse. Some could afford to crash their Ferraris (unless they died in it, that is), while others collect trash for a living.

All of these people, of course, have different lifestyles, tendencies and needs. But the paradox is, people who want to prosper by fulfilling their needs are very homogenous as a group. Most of the entrepreneurs are highly educated, most likely have studied in an elite institution in China or have studied abroad. They are tech-savvy and relatively affluent, either by their own striving or being a luck beneficiary of hard working parents. They also live in a first tier cosmopolitan or a high developed second tier city.

These traits mean the entrepreneurs are often more in tune with the inclinations of the citizens of San Francisco than their less fortunate neighbors next door. It also means that they are ignoring or are oblivious to a great opportunity. After all, only less than 10% of the Chinese people live in first tier cities.

buy viagra online Duowan YY’s success shows that there is money to be made by serving consumers who are less well off. Many in the game industry are recognizing this fact and are following their customers by moving to second and third tier cities.

One of the truly remarkable feats accomplished by the Chinese language is that, by unifying the written characters, a country this big and this different somehow remained unified throughout history. In fact, the language is one of the main reasons why we all recognize China as one nation. However, this motion is misconceived when it is applied to the market. Beyond the basic necessities of life, there is no such thing as a “Chinese market”. There are many different segments, and everyone is equally worthy. After all, even if you only capture 1/20 of the people, that’s already the same as having 100% of the U.K. market.

Photo credit: BigStockPhoto

Related posts:

  1. Doing Mobile Business in China? Do Not Only Rely on Tier-1 Cities
  2. Lenovo Trying to Grip No.2 Position Worldwide
  3. Airizu – the Airbnb of China


Link to full article

Computop Caters into Chinese Etailer’s Underserved Needs

Computop, partnering with hybris, the most prestigious multichannel payment service provider from Germany, is expanding its business in Asia, and in particularly setting its feet firmly in China.  By 2015, China will take over US and become the largest e-commerce market in the world. Since online payment is a vital part of e-commerce success, we perceive the demand for good payment service provider in China will be robust. Computop, as the world renowned expert in this field, for sure entered into China with its full confidence.

During China E-commerce Expo,which was held in Shanghai on Oct 17th, TechNode sat down with Mr. Ralf Galdis, CEO of Computop, for an in-depth interview to share his great vision of China e-commerce and payment solution. And we would like to extract some useful insights based on this conversation.

Mr. Galdis talked about how Global Point of Sale Network has innovated in the face of constantly emerging and changing new technologies to power up a complete multichannel payment solution for a wide range of transactions, be it on PC, mobile or in brick-and-mortar stores.

He also pointed out, “even though Alipay dominated more than 50% of local online payment market, additional service like Chinapay (powered by China Union pay) should be crucial in the immediate future as well when considering providing solution for Chinese etailers. ”

 

Here’s Q&A with Mr. Ralf.

Q: What are the innovations going on in Comutop, especially in mobile payment?

A: 1)     Global PoS(Point of Sale) Network is a new and innovative solution that enables a complete multichannel solution, combining data from both eCommerce and bricks and mortar businesses at PoS.  It works in any country and enables merchants to simply and securely manage multichannel payments across their retail estate, even removes the need to receive actual card data during a PoS transaction in-store.

2)     Mobile payment is a hot topic. Although it has not gained solid traction in Europe yet, Computop is already well prepared for that. Currently Computop is working on the pilot project of mobile offline Pos, which is coming soon in Nov this year. It will allow users to accept “smart card with Chip and PIN” through mobile phone in the point of sale, a more advanced technology than Square which just accepts “magnetic stripe credit card”.

 

Q: In July this year, Computop added Alipay (China’s most popular third party payment) into its paygate platform, so how this move helped your company to attract more European merchants eyeing on the Chinese market?

A: The requests for China payment solution from Computop’s clients have increased almost 240%. Such growing demand actually propelled Computop to integrate Alipay, instead of the other way around.

 

Q: What about other popular third party payment, i.e. Tenpay, Chinapay? Are you planning to add them to your paygate platform?

A: Though Alipay occupied around 50% of the market share of third party payment, the addition of Chinapay (powered by China Union pay) should be crucial in the immediate future as well. Tenpay (back up by Tencent) might not be the priority, due to its gaming focus whereas Computop is mostly serving retailers. I already talked to Chinpay about cooperation issue, but everything is still working in progress.
Q: How do you launch your business in China? What types of clients do you have right now?

A: Partnership approach, which is a strategy not only in China, but also in other markets , is very important. Computop often partners with leading multichannel commerce service solution providers, i.e. hybris, Arvato, so as to reach its tentacles.  Retailers who plan to do e-commerce, would often knock on the door of companies like hybris, Arvato first, because payment solution is one of the indispensable part of service chain.  Computop would be next in line for meeting their clients.

Computop currently has two types of clients in China:

1)     Global companies which have presence in Asia and need to settle its international payment, i.e. Samsung, Fossil

2)     Foreign brands which request Computop to process all their domestic payment via Alipay in China, i.e. Elly café

 

Q: There are plenty of local players in your field, how do you compete with those local rivals since they charge much lower service fees than Computop?

A: It might be difficult to compete with local players at the same level, especially in terms of cheapness. However Computop actually maneuvered “white label” tactic, selling its products directly to these local payment service providers, though I cannot reveal their names. So no enemy but just frenemy. In addition, more and more Chinese merchants will bring their business to Europe and they definitely need our services, rather than local ones.

 

Q: What is your biggest strength compared with your international rivals like GlobalCollect, Ogone?

A: Computop’s very unique strength is offering extended 90 day payment guarantee for verified by Visa and MasterCard secure code, which other competitors cannot really provide up to such long period at this stage.

Computop obviously acted a lot faster than its international rivals to tap deeper into China market, and such early entry advantage would assist its success.

Though Computop’s partnership approach is very useful to expand its business in China, most of its current partners are whose with Germany background.  It might hinder its further progressing. In China, when retailers launch their online business, they often prefer find e-commerce solution service providers which can offer one package services, from front end CRM to back end logistics. So if Computop could obtain cooperation with local or non-Germany e-commerce service providers, it definitely would help to absorb a new stream of clients. Of course it is easy to say and hard to do.

Regarding its mobile offline Pos for “Chip and PIN”, while other countries, especially in Europe have so thoroughly embraced a more secure credit card technology called “chip and PIN”, true smart cards are actually hard to find in the U.S. So this innovation might be more advanced than Square but will not likely gain much popularity in the U.S in short run.

Ralf Gladis, CEO of Computop

Related posts:

  1. Chinese Central Bank Announce Details for Third Party Payment Licence
  2. Can I Withdraw RMB from Paypal Account in Chinese Bank? Yes, It Will be Possible
  3. Chinese Lingerie Etailer Raising US$ Tens of Millions in Series C


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Doing Business in India 2013 Report: India stands consistently at 132 position (among 185 economies)

Doing business in India isn’t easy and while the government has announced audacious goals (and retracted) like company incorporation within 48 hours, the latest report by World Bank and IFC has puts India steadily in position number 132 (among 185 economies) – same as last year’s ranking.

doing-business-in-india 2013 Report

Doing business in india 2013 Report

Globally, Singapore tops the global ranking on the ease of doing business for the seventh consecutive year. Joining it on the list of the 10 economies with the most business-friendly regulation are Hong Kong SAR, China; New Zealand; the United States; Denmark; Norway; the United Kingdom; the Republic of Korea; Georgia; and Australia.

Doing Business 2013: Smarter Regulations for Small and Medium-Size Enterprises (linkassesses regulations affecting domestic firms in 185 economies and ranks the economies in 10 areas of business regulation, such as starting a business, trading across borders, and resolving insolvency. The report also records regulatory reforms in those areas in the year from June 2011 to June 2012.

However, the good news is that India is the first economy in the region to make dealing with construction permits easier for local firms since 2005. In the past year India established strict time limits for preconstruction approvals, reducing the time needed to process permit applications.

Economies in South Asia have implemented 65 regulatory reforms making it easier to do business since 2005. India leads the region with 17 reforms during this period.



» Doing Business in India 2013 Report: India stands consistently at 132 position (among 185 economies) @Pluggd.in.



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Forget features! Great products are answers to very difficult, unanswered questions!

Product creators often tend to think of products in terms of features. I’m not talking about the traditional myth of “more features is better” that got debunked a long time back. Product creators still think of features because they try to deliver a certain functionality. Instead, a product should actually be visualized as an answer to a pain point. Users don’t use products because they need certain features. Users use products because they have been trying to do something but were facing a barrier while doing it so far and the product helps lower the barrier.

In a maze

Your user is in a maze

A pain point can often be stated in the following terms:

I am a <USER DESCRIPTION>

Trying to <DO XYZ>

But I’m unable to do so because of <A BARRIER>

-

Products that lower (or completely remove) the barrier to getting something done tend to create entirely new market segments that had never existed earlier.

The Skill Barrier

Lack of skills is one of the biggest barriers to getting something done. We hire the carpenter, plumber etc. to get stuff sorted owing to the skill barrier. Products that help ‘unskilled’ users do something they couldn’t have done before break the skill barrier and open up a new segment of users.
WYSIWYG website creators and editors enable creation of landing pages and websites without the need to know HTML. WYSIWYG editors help non-coders launch landing pages with little effort and create a new market in the process.

Instagram lowers the skill barrier required to create arty pictures that earlier required photoshop prowess.

In all such cases, the lower barriers lead to greater adoption than would have come through direct competition. A me-too Photoshop competitor, even if it was free, would never have gained the adoption that Instagram did.

The Time/Effort Barrier

People are strapped for time. A value proposition based around time savings or lower effort is an attractive one. Bloggers needed to invest time and effort to write posts that would stand out. Twitter brings down that barrier and allows publishing with very low investment of time and effort. Since everyone has the 140 character limit and given how democratic the real time feed is, there is no humungous effort required to stand out anymore.

Another common theme that disrupts the time/effort barrier is aggregation. Platforms that aggregate multiple providers often provide a compelling value proposition as a one-stop entry point. In the early days of the web, Yahoo provided value as the home page of the web. As the web grew and portal-based navigation grew clumsier, Google emerged as the one-stop solution to accessing anything on the web. Meta search engines (e.g. Adioso) act as the one-stop entry point and allow a user to search across multiple providers, thus drastically reducing the time to get her job done.

The Money Barrier

Online services are increasingly trying Freemium offering a basic level for free to the more amateur producers with limited needs. These tools were only available for a fee earlier. Having them available for free creates an entirely new market. Users from the existing market also deflect towards a free alternative. Over time, some of them migrate to a paid tier. While lower price has never been a sustainable competitive advantage, completely free has the potential to disrupt an existing market.

Unbundling is another way the internet brings down the money barrier. Music was traditionally sold as albums. Users would have to buy an entire album even though they liked only 1-2 songs in it. iTunes disrupted this market by allowing per-song billing. In doing so, it made the market a lot more efficient and consumers who would ordinarily not have purchased an entire album to get a particular song also ended up buying the song.

The Resource Barrier

Let’s take an example closer home. Entrepreneurship has become mainstream like never before. There are several reasons that contribute to this phenomenon but one of the most important is the drastic reduction in the resources required to get a company up and running. One of the many contributors to this change is the rise of Amazon Web Services which lowered the resources and upfront investment required to get your service up and running. While a startup would have had to get a minimum level of infrastructure upfront earlier, it can now dip into Amazon’s vast resources on-demand.

The Access Barrier

Platforms often disrupt gatekeepers by allowing producers direct access to potential consumers.

Most media businesses (publishing, performing arts etc.) are industries with gatekeepers determining which producers get market access. Platforms like Amazon Kindle Publishing, YouTube, CDBaby disrupted these industries to varying degrees by allowing producers direct access to a market of consumers tho whom they could market themselves.

This applies equally well to marketplaces. The long tail of sellers on online marketplaces wouldn’t have existed in the real world as they wouldn’t have had access to the niche market that would be interested in their product. eBay created a large segment of sellers which never existed previously by lowering he access barrier.

The investment community (angel investors, VCs etc.) is not necessarily an equal-access community and the right connections and introductions can open many doors that would otherwise not have existed. Kickstarter seeks to democratize access to investment by allowing anyone to set up a project, state funding requirements and raise money online.

These examples repeatedly demonstrate the fact that lowering barriers to get something done creates new markets for the product. Competition on the internet is no longer about fighting tooth and nail over price or features as was the case with traditional businesses. In today’s age, competition is about offering a value proposition that is offered by no one else and creating an entirely new market of consumers who had a latent need but no readily available solution to solve that need. Companies that do this effectively win.
What are your thoughts?
[About the Author: Sangeet Paul Choudary writes regularly on strategies for online two-sided markets: platforms, marketplaces and communities, at "http://platformed.info/" and works closely with startups in these spaces in India, Singapore and the US. Follow him on Twitter @sanguit]



» Forget features! Great products are answers to very difficult, unanswered questions! @Pluggd.in.



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Indonesia’s Biggest Online Forum Gets a Makeover

Indonesia’s biggest online forum Kaskus has officially launched its new look yesterday after three months of beta testing. The new blue-ish design is welcomed by many users, but they are also lamenting the bugs and problems that are arising with the migration to the new site.

Kaskus seems to be aiming for an overall cleaner and simpler look. This is mainly highlighted with the new site’s homepage, which has removed the numerous columns, features, and banner ads previously plastered all over it. The homepage now shows only two big sections – the general forum section and the online marketplace. The homepage also shows the current hot threads (trending topics) and newly showcased product reviews.

The site’s C2C marketplace forum particularly has improved too as it now provides more search criteria, including a price range option when searching for new or used items. Kaskus is also showing a banner that teases users that the “Kaskus Marketplace is Coming Soon.” My guess is that the marketplace feature will provide better product showcase compared to the previous thread format.

The Bugs

Kaskus, however, is notorious for having routine user-overload problems that often make it impossible to access the site for periods of time. It seems that this migration hasn’t helped much. The first biggest problem facing users right now is a reported bad gateway issue which makes it harder to open some redirected pages on the site. I encountered this myself when browsing the site this afternoon.

Other reported problems with the new look are:

  • Overall ‘lagginess’
  • Some records such as threads, customer testimonies, avatars, and achievements did not get transferred and seem to have been lost.
  • The threads are still unstable as some users cannot post and edit their new threads even after saving them.
  • This is rather minor, but some users also commented on the ugly redirected URLs the new Kaskus has, which have a lot of zero numbers in them, such as the very awkward kaskus.co.id/thread/000000000000000016527164.

The team has a lot of work to do with the bugs, but the latest refresh by Kaskus is definitely a good one overall. I’m particularly intrigued by what other plans Kaskus might have in store for its huge C2C marketplace. We’ll pay attention to how Kaskus progresses and improves in the future.

[Via Kompas]

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November Founders Drinks: Getting your startup into the news and not spam

For our Founders Drinks this month, Straits Times senior correspondent Grace Chng, who covers technology and startup news here and globally, will be sharing what it takes to get coverage in the local media. Grace has over twenty years of experience in journalism. She currently covers news related to startups, venture capital, innovation and the technology...

The post November Founders Drinks: Getting your startup into the news and not spam appeared first on e27.


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November Founders Drinks: Getting your startup into the news and not spam

For our Founders Drinks this month, Straits Times senior correspondent Grace Chng, who covers technology and startup news here and globally, will be sharing what it takes to get coverage in the local media. Grace has over twenty years of experience in journalism. She currently covers news related to startups, venture capital, innovation and the technology...

The post November Founders Drinks: Getting your startup into the news and not spam appeared first on e27.


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How China is Pushing Forward the Mobile Internet in 2012 [CHARTS]

In the gradual but massive shift to the mobile internet, Asia is leading the way. The continent has seen 192.5 percent growth in mobile internet traffic (pictured below) in recent years – way more than any other region. Pushing all this forward is China, with just over a billion mobile subscribers coupled with a fast-expanding middle class that’s taking Asia’s mobile web the way of smartphones and 3G connectivity.

Let’s unpack China’s role in this – from apps to mobile OS to lifestyles – with help from a new report from UCWeb [1], makers of the popular UC Browser. This infographic uses data from Statcounter. And bear in mind here that Cisco has projected (as cited by UCWeb) that Asia, with all that growth, will generate the most mobile internet traffic in the world by 2015.

To back up Cisco’s vision, this graph highlights the sheer number of people and mobiles in China in 2015 that’ll be generating all those mobile web clicks and swipes:

And, as we already know, the turning point has already been reached, with mobile internet users surpassing in number those on desktop PCs earlier this year in China:

Of course, everybody needs to be included in the mobile web so that things like m-commerce can prosper. Budget smartphones will be at the heart of that, and Chinese phone-makers have been particularly adept at making sub–1,000 RMB (US$158) and off-contract devices that are attractive and open up the whole world of Android apps:

That socioeconomic need for a fairer range of prices in smartphones has helped keep Nokia afloat in China for a while – but Nokia’s old Symbian phones are still plummeting in demand among consumers. And so China is an Android nation, with the iPhone accounting for only 7.5 percent of smartphone market share in the country at 2012 Q2 (in contrast to 34 percent for the iPhone in the US). Most of those Samsung, Lenovo, Coolpad, Huawei, and ZTE sales are Android phones:

Mind the cultural gap

So, despite the strength of China’s mobile internet, there are significant differences to look out for, especially for app developers. One we’ve often discussed on this blog is the range of third-party app stores that Chinese consumers tend to use – particularly for Android. Whereas US consumers stick to iTunes, Google Play, and Amazon (with perhaps a bit of piracy thrown in), Chinese smartphone users trawl a mixture of sources – apparently preferring that to being locked into Apple’s or Google’s overbearing ecosystem:

Other divergences to look out for in China and Asia, points out the UCWeb report, include an aversion to paid apps in many markets (not counting in Japan or South Korea), necessitating free apps with ads, or a freemium model that’s backed up by in-app purchases.

Even everyday lifestyle patterns in China and the region make the mobile web an important part of life, such as a large percentage of the populace – relative to the west – living in urban environments. That means that phones and the web become a part of commuting, with more screen time available. Also, social activities in Asia and China tend to be more communal, and so apps and the web have become integral to socializing in China too.

One final point is that – and bear in mind this comes from the makers of a web browser – but mobile browsers are more important as must-have apps to Chinese than to Americans. And so browser makers need to remember to offer up a range of content to Asian browser users as soon as they start an app, not just show a dumb blank page like Apple’s Mobile Safari, or just a bunch of bookmarks like Google’s Chrome for Android.


  1. The UCWeb mobile internet report on China and Asia, October 2012.  ↩

The post How China is Pushing Forward the Mobile Internet in 2012 [CHARTS] appeared first on Tech in Asia.


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Friendster owner MOL makes majority-stake investment in cash-based payment platform Rixty

molMOL AccessPortal, the e-payment subsidiary of Malaysia’s MOL Global, which bought Friendster in 2009, has made a majority-stake investment in Rixty, a San Francisco based startup that lets consumers buy digital goods without a credit card.

The financial terms of the deal were undisclosed. Nonetheless, the founding team and existing investors will remain on board as significant shareholders, according to TechCrunch.

Both companies offer up similar services, giving users a way to pay for gaming and digital content. Rixty has 75,000 payment points in the United States, 66,000 in Brazil, and a total of 500,000 worldwide. It has partnered up with 70 game publishers to integrate its payment service.

MOL, meanwhile, has 360,000 physical payment channels in Malaysia, Singapore, Philippines, Thailand, Indonesia, India, Australia, and New Zealand. Its payment services is used by around 200 game publishers, through Friendster for example.

It currently handles 60 billion transactions yearly and is on track to process USD500M in payments this year.

The investment expands MOL’s presence into the US and Brazil. This benefits game publishers who want to reach a global audience.

The post Friendster owner MOL makes majority-stake investment in cash-based payment platform Rixty appeared first on SGE.


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Personal cloud subscriptions to hit 1.3 billion by 2017

Consumer cloud has hit 375 million subscribers since June this year and is expected to reach 1.3 billion by 2017. Consumer cloud has seen an explosive growth this year. According to insights from the IHS iSuppli Mobile and Wireless Communications Service, the number of personal subscriptions to online storage services at the ened of June...

The post Personal cloud subscriptions to hit 1.3 billion by 2017 appeared first on e27.


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Personal cloud subscriptions to hit 1.3 billion by 2017

Consumer cloud has hit 375 million subscribers since June this year and is expected to reach 1.3 billion by 2017. Consumer cloud has seen an explosive growth this year. According to insights from the IHS iSuppli Mobile and Wireless Communications Service, the number of personal subscriptions to online storage services at the ened of June...

The post Personal cloud subscriptions to hit 1.3 billion by 2017 appeared first on e27.


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Indian Govt to spend INR 884 crore on end to end computerization of public distribution system

To improve state of Public Distribution System and make its reach more effective, the Government of India has planned end-to-end computerization of Targeted Public Distribution System (TPDS) with an outlay of Rs. 884.07 crore .

India’s Public Distribution System (PDS) with a network of 4.78 Lakh Fair Price Shops (FPS) is one of the largest retail system and currently, under PDS scheme, each family below the poverty line is eligible for 35 kg of rice or wheat every month, while a household above the poverty line is entitled to 15 kg of foodgrain on a monthly basis.

“For every Rs 4 spent on the PDS, only Rs 1 reaches the poor”
“57% of the PDS food grain does not reach the intended people”

The plan consists of digitization of rations cards/beneficiary and other databases, computerization of supply-chain management, setting up of a website for bringing transparency  and effective grievance redressal mechanisms.

While digitisation of beneficiary database aims to help government in weeding out the bogus ration cards and better targeting of subsidies, with computerization of supply-chain, the movement of foodgrains upto Fair Price Shop (FPS) level can be tracked and the problem of leakage and diversion can be addressed.

According to a study conducted by Planning commission (link), about 58% of the subsidized food grains issued from  the central government do not reach the BPL families because of identification errors, non-transparent operation and unethical practices in the implementation of TPDS. For one rupee worth of income transfer to the poor, the Gol spends Rs.3.65, indicating that one rupee of budgetary consumer subsidy is worth only 27 paise to the poor. About 57% of subsidized grains does not reach the target group, of which a little over 36% is siphoned off the supply chain.

Under the new policy, facilities of SMS, e-mails, toll free numbers will be used to inform the beneficiary about the availability of the TPDS supplies in the FPS, which will ensure timely and transparent distribution of foodgrains to beneficiaries as per their entitlement. Transparency portal and social audit aims to strengthen the functioning of FPSs and ensure accountability at various levels. Beneficiaries will also be able to register their grievances through proposed cell having toll free numbers. Digitisation of beneficiary database and computerization of supply-chain are expected to be implemented by March, 2013 and October, 2013 respectively.

Interestingly, Bihar government has already implemented computerized information of PDS (link) in Gaya which is fully automated and computerized with inventory and asset management to contain storage loss, pilferage, theft and black marketing

- Recommended read: For more information about computerization of TDPS, click here.



» Indian Govt to spend INR 884 crore on end to end computerization of public distribution system @Pluggd.in.



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World Bank Says Singapore Still Tops for Doing Business

The 2013 Doing Business report from the World Bank has just been published, and Singapore remains on top for the seventh straight year according to the ‘ease of doing business’ rankings. Hong Kong and New Zealand also retained their second and third rankings respectively, as did the US in fourth place.

Drilling down to notable APAC markets to compare with last year’s rankings, we can see that Taiwan jumped from 25th to 16th, credited with big improvements by a number of criteria, including ‘protecting investors.’ Japan, on the other hand, was downgraded in many areas, including ‘starting a business.’

Country 2013 2012
Singapore 1 1
Hong Kong 2 2
New Zealand 3 3
Korea, Rep. 8 9
Australia 10 11
Malaysia 12 14
Taiwan 16 25
Thailand 18 17
Japan 24 20
China 91 91
Vietnam 99 99
Indonesia 128 130
India 132 132
Philippines 138 136

If you’d like to check out the entire report, head on over to DoingBusiness.org, or view the rankings page here if you’re in the mood to digest some numbers. If you’d like the tl;dr version, I’ve included their infographic below.

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