#Asia 6 ways entrepreneurs successfully handle sales slumps

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It’s not uncommon for businesses to encounter a drop in sales. These entrepreneurs share challenges they’ve faced and expertly navigated

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Question: Discuss a recent time your business faced a sales slump. What went wrong, and how did you handle it? What is your best piece of advice for readers encountering a similar scenario?

Buckle down

“In our business (B2B photography), January and August are when we always experience a significant drop in business, and with salaried employees, you feel it. The best thing to do to prepare for these downturns is to keep some cash in the coffers and use these downturns to spot seasonal trends in the business so as to adjust your marketing or promotional campaigns accordingly.”

– Ben Maitland-Lewis (@maitlandlewis), Pretty Instant

Know the length of your sales cycle

“After having a baby recently, I took a few months of maternity leave. This essentially put business development efforts on hold, and sales were sluggish for a couple of months. Upon my return, I picked up business development conversations immediately. Knowing the length of my sales cycle, I was able to predict when that effort would turn into new clients, which allowed me to be more patient.”

– Jules Taggart (@julestaggart), Jules Taggart Marketing Strategy

Lock down your business development process

“Our SEO agency grew organically for the first three years, and then we had to figure out business development after losing a large client due to circumstances outside our control. We focused on generating new business from SEO (search engine optimisation), pay-per-click advertising, email marketing and social media. We have fully recovered and now have biz dev channels fueling ongoing company growth.”

– Christopher Rodgers (@seodub), Colorado SEO Pros

Also Read: How best to handle five common sales scenarios

Find a niche

“My business is a tutoring company, so business is seasonal. Last year, my competitors created a huge advertising campaign that took business away from me, and I almost closed my business as a result. In response, I decided to move to a different niche that would allow me to avoid the big competitors yet gain a sizeable market share. I would suggest for businesses to find a niche.”

– Ajmal Saleem (@suprexlearning), Suprex Learning

Ask for more work and referrals

“We had an issue last year with gaining new clients, so we started asking our current clients for more work and if they could refer us to anyone. That helped a little because we had prepared for the slump from previous experience. Knowing we will lose 20 per cent of our business from the year before, running the numbers and triple checking them has been a tremendous advantage in planning for the future.”

– Ben Walker (@datatransciber), Transcription Outsourcing, LLC

Revisit old ways

“When you achieve a certain level of success and are poised for expansion, a natural reaction is to assume that success automatically begets more success and that you no longer need the ‘old ways’ that led you to where you are today. If you choose to re-invent, don’t forget to revisit the path that got you here. Grow from what you know.”

– O. Liam Wright (@trueinteraction), True Interaction

The Young Entrepreneur Council (YEC) is an invite-only organisation comprising the world’s most promising young entrepreneurs. In partnership with Citi, YEC recently launched BusinessCollective, a free virtual mentorship programme that helps millions of entrepreneurs start and grow businesses.

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#Asia How to be a great boss: Lessons for startup founders

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Three things that can define your leadership

how to be a great boss

If you are a born leader, you might already be an awesome boss who is loved by everyone you work with and create stellar results for your company. However, most people lack the right mix of charisma and experience to become a great leader. It’s more likely that you become a boss as you progress through your career, and then learn from your mistakes (while your employees suffer).This can be an extremely difficult process as we are often too preoccupied with ensuring our success (or survival) at the firm, and often forget to examine our own behaviour as bosses.

If you want to avoid being the same bad boss that you hated before, and if you want to be a truly successful leader who is well respected, then this guide might be of value to you. Below, we have handpicked and combined some of the best advice that we’ve gathered from leaders from amazing organisations like Google and leading sports teams.

And it’s quite simple. Being a great boss comes down to three main factors:

Trust

Any organasation that’s worthy and valuable is built on trust. A boss must trust his employees to do their job well, and employees must trust their boss to have their best interest in mind. Without trust, communications become inefficient, processes become prolonged, and stress levels spike for everyone. And, stress is counterproductive.

Also Read: Want to accelerate startup growth? Here’s why situational leadership is important

The New England Patriots, an American football team in Massachusetts, is arguably one of the best sports teams of our era. In a documentary about their success, the overwhelmingly consistent theme was that each member of the team trusted one another to do his job. They’ve spent thousands of hours with each other, going through hardships together, and building trust and respect for what each other is capable of doing for the team. This included both the players and the coaches.

Any business or organisation that hopes to succeed need to be built on trust like this. This allows them to operate as one well-oiled machine that can block and tackle any problems with ease and efficiency. The ultimate effect of such an environment is that everyone works hard, innovates, and achieves more than they are expected to without needing to worry about office politics.

To summarize, to build trust, you need to do three things well:

  1. Clearly define everyone’s job,
  2. Empower your employees, and trust them to do their jobs well,
  3. Help everyone focus on their responsibility.

Care

Whether you like it or not, business is a team sport. And for a team to excel, its members have to form strong bonds that can work out issues and last through tough times. As a boss, it’s your responsibility to make sure this happens, and there’s no better way to achieve this goal than leading through example.

This involves spending time with your employees, learning about who they are and what they care about, and supporting them as much as possible. By getting to know what they care about and what kind of motivations drive them, you can keep your team motivated and invested in your firm’s cause. By understanding their strengths and weaknesses, you can organise your firm in the most efficient way possible by leveraging their strengths and covering for their weaknesses.

Also Read: 6 important things to remember about your millennial colleagues

The goal of being a boss is to encourage your employees to do all they can in their jobs instead of simply the minimum of what is required in their jobs. Only people who are motivated are capable of doing this. After all, why would anyone go out of their way to excel in something they don’t care about? Too many people mistakenly think that paying more money solves every problem; this is not true. If you show them that you deeply care about their well-being (physically, emotionally and intellectually), they will return the favour.

Below is a list of some tangible things you can do to make sure this happens:

  • Spend time with your employees outside of work settings, especially in casual settings.
  • Ask your employees about what they do for fun, or important things that are happening in their lives.
  • When delegating work, explain to them why something needs to get done, make them care, and involve them in decision making and in the improvement of the task.

Radical candour

Kim Scott, an ex-Googler who is now a respected leadership coach, emphasises a concept called radical candour. It’s a mix of deeply caring about someone while being direct and honest. Below chart is a great summary of how this works.

Screen grab from a video of Scott’s presentation on Youtube

Essentially, what she means is that if you care deeply about your employees, you should be brutally honest with them about everything. This not only involves giving out open praise or criticism, but also being open to being challenged, critiqued and evolving yourself. By both being fully committed to other people’s well-being, you can create an environment where honest communication is both welcomed and expected.

For instance, consider a scenario wherein you do not critique an under-performing employee out of care. If this situation persists for too long, it may cause tension in the office as his/her peers get frustrated and ultimately lead to an implosion of corporate culture (if not having some of your best people leaving the firm). Instead of firing that particular employee, you could have prevented chaos by critiquing him/her early and honestly so he/she could improve.

Also Read: Your guide to creating a unified remote work culture

In order to do this, there are few tips that you can consider for your own work environment:

  • Praise openly, critique in private: You should make sure you protect your employees’ self-respect.
  • Make it easy for your employees to critique your own performance: Anyone should be able to raise issues or problems.
  • Make backstabbing impossible: Do not tolerate behaviour that destroys an honest and caring culture.
  • Be transparent: Make sure people know what their jobs are, that they are empowered to do them well, and that you have their back.
  • Conflict resolution: When your employees have conflicts with one another, have them resolve the issue in front of you.

Parting thoughts

As you may have already noticed, the aforementioned three qualities are interdependent with one another. By caring about your employees, you can build trust in your team. By building trust, you can empower your employees to take full ownership of their work and innovate consistently. At the same time, you maintain the balance of care, trust and success by creating a radically honest environment that holds everyone accountable for their responsibilities and behaviours.

You should always remember, as a boss, it’s your jobs to keep your people motivated and invested in the company’s mission. Often, it’s much more effective to build an emotional bond with a team than to throw money around in an effort to glue together a team that doesn’t want to be together.

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This article originally appeared on ValuePenguin.

The views expressed here are of the author’s, and e27 may not necessarily subscribe to them. e27 invites members from Asia’s tech industry and startup community to share their honest opinions and expert knowledge with our readers. If you are interested in sharing your point of view, submit your post here.

Featured Image Copyright: flynt / 123RF Stock Photo

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#Asia Everyone from Sachin Bansal to Girish Mathrubootham to Blume is buying into this edutech startup

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unacademy Sachin and Gaurav. Bottom Roman and Hemesh

The Unacademy founder. Photo credit: Unacademy.

Bangalore-based Unacademy, which offers online learning courses, just got US$ 4.5 million in series A funding.

Freshdesk CEO Girish Mathrubootham and Myntra CEO Ananth Narayanan have bet their money on the Bangalore-based startup this time, along with Stanford Angels.

Founded by Gaurav Munjal, Hemesh Singh, Roman Saini, and Sachin Gupta in December last year, the startup began as a YouTube channel in 2010 and now provides short educational courses ranging from test suggestions to coaching on managing personal finances for free. To teach on the platform, potential educators must submit applications, including professional details, sample lessons, and motivation.

It currently has over 200,000 active users.

With the new round of funding, Unacademy plans to invest in adding more educators for exam preparation, language learning, and professional growth – from 200 now to 2,000 in the next year.

See: 7 rising startups in India – August 24, 2016

Unacademy’s courses currently cater to major competitive examinations, but the team plans to have content from areas like personal finance and personality development.

“Why should knowledge sharing be only done by professors of Stanford, Harvard, or IITs? With the influx of capital, Unacademy aims to empower more educators who come on the platform to create highly engaging courses that impact millions of students. And we have just started, there is a long way to go,” CEO Gaurav Munjal said.

The fresh round of funding comes barely five months after it raised US$1 million in an investment led by Blume Ventures, along with Stanford Angels India, WaterBridge Ventures, Sachin Bansal, Binny Bansal, Vijay Shekhar Sharma, Kunal Shah, Sandeep Tandon, Tashish Tulsian, and Tracxn Labs.

Before that, the company raised money from investors, including Google India’s Rajan Anandan, redBus co-founder Phanindra Sama, and TaxiForSure founder Aprameya Radhakrishna.

Seemingly growing at a breakneck pace, the startup expects its active user base to grow from 200,000 to 1 million users in 2017, and is doing 5 million video views every month.

“This round sets the stage for content categories to explode in very interesting directions over the next year or so …” Karthik Reddy of Blume Ventures, which is also an investor, said.

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#Asia Batch three chugs ahead: Thailand’s 500 TukTuks reveals its 10 latest investments

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The company also announced it has closed its US$15.4 million fund, blowing past its original US$10 million target

TukTuk-final

From 500 TukTuks (Left to right) Mameaw Sapprasert (Investment Associate), Krating Poonpol (Venture Partner) and Moo Natavudh (Venture Partner)

 

For startups looking to hitch a trip across Thailand’s entrepreneurial road, they might be wise to look into hailing a ride on 500 TukTuks.

The Thailand-focussed microfund of the American seed stage investment company, 500 Startups, has revealed today its third batch of 10 companies receiving investment.

The VC also announced it has officially closed the “final dollar” of its latest fund — which closed at US$15.4 million, surpassing its target goal of US$10 million by 54 per cent.

According to Fund Manager Krating Poonpol, 500 TukTuks plans to double the current number of investments and fund 30 more companies in the coming years.

The other leader of 500 TukTuks, Moo Natavudh, said 10 of the 30 companies in the VC’s portfolio have received follow-on investment (or are close to finalising deals).

“[It is] quite an impressive percentage given that our fund is not even one and a half years old yet,” he said.

Finally, the company said it has plans to launch its second fund fairly quickly. It will be called 500 TukTuks II. That fund will focus on seed-stage and Series A funding for Thai startups.

Also Read: Thailand startup ecosystem is 3 years behind Indonesia: Krating Poonpol of 500 TukTuks

Now, let’s take a look at the latest batch of 500 Tuk Tuks portfolio companies. (For reference, here is Batch 1, and Batch 2)

Pomelo

Pomelo is a fashion-focussed e-commerce platform in Thailand. In October, 2016, the company announced it had successfully completed a follow-on to its Series A round — bringing the total amount raised to US$11 million. Jungle Ventures was the lead investor for the Series A.

Launched in 2013, the company’s core markets are Thailand, Indonesia and Singapore. The startup said it wants to use the money from the latest round to pursue further expansion.

FinAccel

FinAccel is a fintech company that offers instant credit financing for the e-commerce sector. It’s flagship product, Kredivo, allows users to buy-now, pay-later while providing merchants with another means to facilitate transactions.

In June, it raised a ‘seven-digit’ round led by Jungle Ventures.

Favstay

A localised version of AirBnB, FavStay is a travel startup that helps people rent trendy condos in Thailand’s most popular tourist destinations. For example, by clicking around Hua Hin, a person can rent a boat house, an apartment or a two-bedroom condo.

Tourkrub.co

Tourkrub is an outbound tour package booking company for Thai people travelling abroad. It offers flight, hotel and and full-day activity planning in countries like Japan, South Korea, China and the European Union. The company gives the individual choice over the tour package and claims to do so faster than a travel agency.

TrustingSocial

A credit scoring company that is targetting the underbanked market. The solution wants to help banks connect to people who may not have the financial tools they need simply because of a lack of data. It’s tools help reduce fraud and risk, cut costs and lower the barrier to entry for the large unbanked population in the region.

PerroPack

PerroPack is an online dog-focussed pet store with a few different websites that specialise in different business models. PerroPet is an online media company for all thing pet ownership and PerroMart is a traditional e-commerce platform with items like pet food, toys and grooming tools.

The site that stands out as particularly interesting is PerroBox, a subscription company that delivers a box of goodies based on the dog’s characteristics.

Gnowbe

Gnowbe wants to empower employees by helping companies develop interesting, engaging and informative content to improve culture and morale. The mobile platform provides a template to help build application-based spaces to share information — be it company training, updates or information distribution.

Check out the video below.

Asiola

Asiola is a crowdfunding platform that specifically curates for Thailand. It focusses on creative artists, entrepreneurs and community-driven projects. For example, the current ‘featured project’ is to help raise money for the Thai Blind Orchestra so visually impaired Thai’s can continue to perform across the country.

Cookly

What is the best part of travelling? Exploring the local food of course! Cookly helps people discover and book cooking classes, foodie excursions and even ‘adventurous cooking experiences‘ across Asia.

Also Read: Thailand’s 500 Tuk Tuks hits the gas, expands investment fund to US$15 million

Most of its platform is based in Thailand, but it offers services in Kuala Lumpur, Tokyo, Ubud and Hanoi.

Freshket

Freshket is an online food supplier/marketplace for restaurants. It pitches itself as a one-stop shop for the fresh food industry so chefs do not have to run around town finding the best ingredients. The company was selected to represent Thailand at Silicon Valley’s BlackBox Connect after winning the Dtac Accelerate Demo Day Batch 4 in August, 2016.

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#Asia Here’s why iService gets smart money to extend the lives of smartphones

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smartphone-india

Photo credit: Pexels.

“In today’s world, people don’t panic as much when they sprain their hand as they do when their phone falls flat on the ground!” quips Ankit Chowdhary, co-founder of iService.

The big phone brands are too busy selling new phones in the world’s fastest growing market to alleviate that pain. That leaves the local kirana shops to fill the breach, but they inspire little trust. Here’s where iService comes in.

“Standardizing the quality of service is something that we strive to fix,” Ankit tells Tech in Asia.

A lot of smart folks think this is an important problem to solve in India, which has a frugal culture very different from the use-and-throw attitude in the US.

Its backers include Freshdesk founder Girish Mathrubootham, TaxiForSure co-founder Aprameya Radhakrishna, Tapzo CEO Ankur Singla, former flipkart executive Mekin Maheshwari, and Belong co-founder Vijay Sharma.

This is evident from the US$441,000 seed investment into iService by India’s early stage VC Blume Ventures. “Ankit has a great understanding of the customer, changing trends, supply chain, and the retail experience required to build a branded differentiated service in the gadget repair space,” says Karthik Reddy, managing partner of Blume Ventures.

Other backers include Freshdesk founder Girish Mathrubootham, TaxiForSure co-founder Aprameya Radhakrishna, Tapzo CEO Ankur Singla, former flipkart executive Mekin Maheshwari, and Belong co-founder Vijay Sharma. “Ankit and iService have been building a solid business in this large, unsexy, and highly fragmented repairs and warranty industry,” says Girish. “In a world obsessed with gadgets, downtime due to repair is something no one wants to deal with. iService has managed to provide a reliable fix for gadgets within hours together with ensuring that the customer doesn’t feel cheated,” adds Aprameya.

iservice-team

Photo credit: iService.

Reuse culture

Some others have the same idea. One of them is Munich-based B2X, which started rolling out “smartbars” last year for repairs and servicing of smartphones. Just this week, Chinese phone-maker Xiaomi entered into a deal with B2X to service Xiaomi phones in India.

Ankit is happy to co-exist with B2X. Whereas the smartbars cater to the requirements of big brands and their warranties, iService is more customer-focused. The closest parallel is US-based Uber for smartphone repairs, iCracked.

Going ahead, iService too has ambitions of becoming a platform for after-sales service providers in the country. What sets the foundation for its growth, however, is the painstaking work done over the past couple of years. “We have backward-integrated in the supply chain for spare parts which are going to be at the centre of this industry,” Ankit tells Tech in Asia.

Another funded startup in this space is JustLikeNew, operating in Bangalore, Hyderabad, and Delhi-NCR. A few months ago, it closed a pre-series A funding round of US$500,000 from a bunch of angels, including co-founder and CEO of Capillary Technologies Aneesh Reddy, Sanjiv Bhatia of Harvard Business School Angels, and Vikas Tandon, managing director of Six String Ventures.

There aren’t any official statistics on the size of this market in India. A 2012 report by Frost & Sullivan pegs the Indian calibration and repair services market at US$103.1 million, with an annual growth rate of 13.3 percent.

I have a dead Xiaomi Mi4 and a dying Oppo Find 7 lying at home which I’m reluctant to throw away. Perhaps I’ll get it repaired after all to extend its life.

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#Asia 3 marketing and communications strategies to master in 2017

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Storytelling matters more than ever

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Marketing and communications are ever changing sectors. It is likely that 2017 will bring still more changes to the tools and strategies that are used in both industries. But, don’t panic! Strategies and tools and technologies can always change. However, there are three things that you should master to help drive your marketing and communications efforts:

1. Storytelling and platform

Having worked with a variety of businesses in a number of different countries, I always find that the hardest part to master is how to most effectively tell your story. Your story should not only be about your product or service. It should also be about your brand, your company, and what you stand for.

Also Read: Definitive steps to a content marketing strategy your customers will love

Every business has its own story. This is the first thing that needs to be nailed down, since it will help you communicate about your business and/or its products to your clients, potential investors, media, and a range of other potential audiences.

From here, you can determine which platform deserves the most resources. There are many platforms around, online and offline. By understanding the persona of your customers, and the values and mission of your own organisation, you can decide if it’s worth investing your time and budget in all social media platforms, or if you should just focus on LinkedIn.

For example, if you are a B2B company with a niche target audience, is it really worth focusing your resources on Facebook Live streaming?

2. Using your company’s assets as a publishing tools

Yes, getting coverage in that top tier media is a golden moment! But one thing that we should ask ourselves honestly: Is this just a one-time moment? Can it really help with acquiring customers?

Yes, it can help your business building credibility. But it should not stop there. Remember, the beauty of the internet and social media is that every company — and every individual — can be their own publisher.

Also Read: Zuckerberg needs to re-energise apathetic user base

If you have a fantastic story, or great product content, why not use your blog, or social media or even email marketing to reach out to your audiences and tell that great story?

The more you engage your audiences with your stories, the more your audiences know and trust you. And as every good communicator knows, trust is one of the key ways to build loyalty.

3. Integrating your efforts to maximise your return

This is something that is still lagging in marketing and communications as many of us still work in silos. It is not unusual for a large company to have different departments for social media, digital, PR, events, and marketing. The problem with this is it is easier for them to work in silos, without working together to integrate their programmes.

Imagine this: Wouldn’t be great if your offline event was being live streamed on social media, with mainstream media actually in attendance? While at the same time, you could be running a special marketing promotion for anyone who’s answering your email marketing around the time of the event?

Could this happen? Absolutely. It’s just a question of integrating your resources to achieve the most effective outcome.

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The views expressed here are of the author’s, and e27 may not necessarily subscribe to them. e27 invites members from Asia’s tech industry and startup community to share their honest opinions and expert knowledge with our readers. If you are interested in sharing your point of view, submit your post here.

Featured Image Copyright: shaiith / 123RF Stock Photo

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#Asia This IoT startup disrupts GPS tracking, gets Deutsche Telekom backing for smart logistics

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delivery happy shipping

These Storm Troopers got their shipment of new weapons right on time.

A quick search on Alibaba will show you over 9,000 GPS tracker devices. And yet, Roambee, a startup based in Mumbai and Santa Clara, decided to make one more. The difference is that it’s a smart device, which does a lot more than tracking vehicles and packages.

Roambee’s IoT device is no bigger than two smartphones held back-to-back. It has a SIM card for GPS tracking. But it also comes loaded with sensors to capture everything about a shipment: temperature, humidity, shock, pressure, altitude, tilt, and so on.

All that combined with real-time big data analytics on the cloud provides unique value to enterprises in transforming their logistics, and cutting costs.

Founder and CEO Sanjay Sharma shares with Tech in Asia the example of pharmaceutical giant GlaxoSmithKline, which is among 300 enterprises currently using Roambee in the US, Europe, South Africa, and India.

Today it announced a series B funding round of US$4.1 million led by Deutsche Telekom.

For Glaxo, the integrity of its pharma products in transit is of paramount importance, because any tampering can have drastic effects on consumers and the company. Now, when shipments move out of Glaxo’s main warehouses in India at Bhiwandi and Nashik, Roambee’s IoT devices go with each of them. They capture a documented chain of custody data at all points of those shipments until their final delivery. Route deviation gets analyzed and unscheduled stops trigger alerts.

The device’s camera can transmit video to show any handling or shifting of packages. Its sensors can even detect spoilages by correlating temperature and other data with what happened in the past.

What’s more, Glaxo can cut its insurance costs by showing compliance with security requirements and reducing risks of tampering, theft, and spoilage.

See: This IoT startup is competing with GE and winning. Here’s how.

Order-to-cash cycle shrinks

Sanjay points out a host of other benefits Roambee clients derive from the IoT product and analytics.

Ceat Tyres was able to pinpoint where its shipments were getting stuck and shaved a whole day off its delivery time. The IoT devices also transmit digitally certified proof of delivery as soon as the shipment reaches its destination. This reduces the order-to-cash cycle by a week in most cases.

Inventory can be reduced, too. Predictive analytics provide a reliable ETA, so enterprises can now safely take into account the inventory in transit.

roambee

The Roambee IoT device attached to a shipment. Photo credit: Roambee.

All in all, Sanjay points out, even a 2 to 3 percent reduction in shipment costs amounts to huge value for large enterprises like Glaxo, Ceat, and DHL.

On top of that, the enterprise gets to make its supply chain, logistics, and backend systems more efficient with automation. For example, performance can be analyzed to identify the best transporters for specific routes, clients, and industries. Integration of digitized delivery data with backend IT systems quicken processes for payments.

All the smart factories in the world don’t solve the lack of visibility while products are in transit.

With the value of its product proven in multiple geographies and industries, Roambee is now spreading its wings to expand into new markets and scale up fast. Today it announced a series B funding round of US$4.1 million led by Deutsche Telekom. This comes on top of the US$2.5 million it raised last year.

More than the amount of funding, Sanjay points out to me, is the advantage of partnering with a telecom giant whose footprint extends across more than 100 countries where it has roaming deals with local operators. This is vital for Roambee, which operates in multiple countries and relies on telecom signals from its roaming IoT devices. It also ties in with Roambee’s plans to move up from road shipments to encompass rail, air, and ocean transport for international shipments.

Its global go-to-market ambition gets a shot in the arm as well, through its partnership with Deutsche Telekom’s corporate customer arm T-Systems. “Roambee’s fast-to-deploy-and-scale solution adds value to our IoT partner ecosystem globally,” says Anette Bronder, director of T-Systems’ digital division.

Until now, Sanjay has relied mostly on feet-on-the-ground sales for his IoT device and SaaS (software-as-a-service) analytics product. What helped him is the portability of the device and a user-friendly business model.

“When I walk into your office, carrying this device with me, and say that you don’t have to buy the hardware and you can deploy it straightaway with your shipments, there’s not much reason left not to try it out,” says Sanjay.

Photo credit: Pexels.

Most clients begin with a pay-by-shipment deal. Some like to pay by the number of devices they deploy. A Roambee device on a shipment from Mumbai to Hyderabad would typically cost US$15. For that, the enterprise gets real-time visibility as well as analytics to improve its supply chain and logistics.

Best of all, the client is spared the headache of buying, deploying, and servicing the IoT devices. Roambee provides the devices at the start of a shipment and takes them back after delivery. Its main play is in the software for analytics and not as a seller of hardware.

See: HAX-funded Ray IoT from India gets Johnson & Johnson backing

This is Sanjay’s third venture. The first one, Plexus, used web and XML technologies to integrate enterprise applications. The next company, KeyTone, used RFID to improve inventories and got acquired by UK-based Global Asset Tracking.

It was while interacting with KeyTone customers that Sanjay became aware of the missing link in Industry 4.0. You could have all the smart factories in the world and not know what happened during the transport of your products. The GPS fleet tracking devices do monitor vehicles, but give little insight.

Analytics is Roambee’s forte and it comes from Sanjay’s rich tech experience. After getting a master’s in electronics engineering from South Dakota State University, he worked on AI-based image processing at NASA’s Goddard space flight center. He later worked for EMC and Schlumberger.

The software fixation

Despite such an impressive tech and entrepreneurial background, Sanjay had a blind spot when he started Roambee three years ago. He was so fixated on software that he felt the easiest and cheapest option was to adapt one of the Chinese GPS tracking devices which were a dime a dozen. This backfired badly.

Roambee founder Sanjay Sharma. Photo credit: Roambee.

Early adopters complained of the devices failing. Most of the time, Roambee engineers could not even diagnose the problem, let alone fix it, leading to embarrassment with disgruntled clients. It was only after being in denial for nearly a year that Sanjay decided to make his own devices.

And he didn’t follow the herd to China to manufacture them. Chinese electronics device manufacturers look for massive orders, which didn’t suit Roambee. Sanjay set up a plant instead in Gurgaon, India.

His logic is that he’s not in the business of mass manufacture. The number of devices he needs depends on his enterprise clientele. The relatively smaller scale of the Gurgaon plant suits IoT players better, according to him.

Today, with hands-on control over both the hardware and software sides of his product, Sanjay can think of tackling the next problems to solve in logistics. For example, the dot pinpointing a destination with a GPS tracker is usually a bit displaced. This can be a real pain in India where addresses and maps are notoriously inaccurate.

Roambee is using the rich resource of its own IoT device data to find a better triangulation for a more accurate dot. This will again save time and costs of delivery.

See: 45 hot software product startups from India and their cool ideas

The partnership with Deutsche Telekom has also opened up new possibilities. For example, if a device malfunctions, the telecom network can often use its signaling to make it self-correct. And if it were to fall in the hands of a terrorist, the device can also be made to self-destruct.

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#Asia Zuckerberg needs to re-energise apathetic user base

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Toxic conversations in a testy global political environment do not arouse emotions — it just leads to boredom

FACEBOOK

After the US Presidential election, Facebook has found itself at a crossroads.

The proliferation of ‘fake news‘ and the general public coming to terms with ‘social bubbles’ has stained the company’s reputation as a source for discovering an accurate picture of what is happening in this crazy world of ours.

Consumers across the world are struggling to decipher good media vs. bad media and it has become a major global talking point.

For example, in just a few short months the term ‘fake news’ has devolved into a cop-out that the powerful use to discredit any report they find unflattering.

Just today, TechCrunch reported the Facebook is censoring posts in Thailand upon request of the government.

To give credit to Facebook, they are clearly aware of the situation. Recently, the company hired former CNN Anchor Campbell Brown to head its media relations initiative (which, in the current situation, is not a Public Relations gig, but rather a job that requires a transformation of its distribution strategy).

The company released a public blog post detailing how it plans to better serve companies that are doing their best to report accurate, informative and truthful stories.

While the blog post was a positive step (especially the renewed focus on local news), Facebook still fell into the same traps. It continues to put its Live feature above everything else and proudly announced a partnership with an algorithmic company called CrowdTangle to help surface news based on metrics. The problem here is that this was the same strategy those fake news sites used so successfully.

Also Read: Facebook slowly becomes most powerful media company in the world

It is still mid-January, and it will be impossible to predict the biggest shifts in the global community in 2017, but it is fairly obvious that social media will see increased scrutiny over the next twelve months. Facebook, as king of the hill, will be the target for the bulk of the criticisms.

At least, it seems, Zuckerberg is aware of this fact.

Now for the opinion

For companies and businesses, it is time to think of alternative distribution and marketing channels besides Facebook. The ‘bang for the buck’ is not worth the investment, and Facebook engagement is increasingly either passive or antagonistic.

Do not ‘give up’ on Facebook just yet — there will be 2 billion people on the platform this year — but do lower your expectations (and perhaps the funds earmarked in the marketing budget for the platform).

No company has really come close to knocking off Facebook as the ‘king of social media‘, but as the days go by, it’s becoming a kingdom with an increasingly less enthusiastic population.

Why did this happen?

In reaction to recent events, people have rejected Facebook as a medium for useful discussion and participation.

Let’s call it a hypothesis, because it is based on that ever elusive metric called ‘feel’, but the months leading up to the US Presidential Election were filled with so much vitriol, anger and arrogance that, when the dust was settled, people were “over it”.

Even in Asia, which has its own polarising issues, those who spoke their opinion were either preaching to the choir (which gets boring) or were overwhelmed by an army of trolls (also boring).

This phenomenon gets exacerbated by the subtle long-term shift in how people use Facebook. To use myself for example, I think I have actually met in-person about half of my “friends”. Of the people I have met, the relationship of a vast majority of them has not extended beyond a handshake and some small talk.

For the people that I would consider positive real-life relationships, a lot of them are colleagues — meaning the people I might consider ‘random’ friends (in the primary school sense of the word) is very small.

Am I really going to say my more provocative (and thus interesting) opinions in this community? No, of course not.

Final point, I work at a media startup, and as long as it isn’t ridiculous/sexist/racist, I can basically say whatever I want on social media. Most companies are not like this — and if they claim to be, there is a difference between official policies and work place ostracisation.

Because of these factors, we are now entering a correction period. The years from about 2011-2015, we could call the ‘bubble’ of social media. Everyone was on it and people began to replace person-to-person conversations with social media discussions.

Which is not necessarily a bad thing. Social media has an amazing power to engage people of interesting backgrounds with those they would never be able to reach.

Also Read: Wake up call: The nefarious future of Facebook

Now, the perception is that society went overboard. And rather than incite long, divisive, social discussions online, it is moving offline.

We are rediscovering an old truth: It is perfectly reasonable to argue with someone in person and come away feeling positive. This truth does not apply to the internet.

Now, so as not to build a straw man, Facebook’s user data would not support my theory. Nasdaq, a reputable ‘real news’ organisation, expects Facebook to cross 2 billion users in 2017. However, as the Wall Street Journal reported in November, its advertising revenue growth numbers are expected to slow in the months ahead.

This is why I used the words ‘hypothesis’ and ‘feel’. Facebook is still a behemoth, but there is a cultural shift in people’s perception of the product.

Lagging enthusiasm

As an American living in Singapore, I am a bit lucky in the sense that I consistently visit the US while also work and operate in a Singaporean culture.

In the US, those who are on Facebook rarely post updates, do not check-in often and, in way too many cases, are actually dead. Teenagers view Facebook as the “place my parents hang out”, and amongst American millennials, asking someone to “add me on Facebook” is awkward.

It’s a cultural difference, but Facebook in the US is, to put it bluntly, kinda lame.

The numbers back this up.

In North America, Facebook is flatlining, according to Statistica. Its growth in the US and Canada was 7 million over Q1-Q3 2016, and the company has 229 million users in the two countries. By comparison, the admittedly much larger APAC region has 408 million users  — but also added nearly 50 million users between 2015 and 2016.

Also Read: Singapore government to adopt Facebook Workplace across the board

Facebook has been passé in the US for awhile now, so what is justifying this article? A sense that the trend is starting to shift in Asia as well (at least in Singapore).

In the last few months, those people that used to post once or twice a week have completely disappeared. Whether it is for the reasons outlined above or other justifications (WeChat comes to mind), people simply are not posting their ‘random thoughts’ anymore.

Feeds are largely driven by the ‘hardcores’ who post multiple times a day (that is not a disparaging comment, I actually rather enjoy it most of the time) and ‘personal branders’ whose livelihoods depend on being fairly public (I would probably fall into this category).

The third category is media and company advertisements, and if companies truly want to stay ahead in this ever-changing landscape, they will too disappear because now is the time to move beyond Facebook and find alternative, creative, distribution networks.

Facebook is far from dying, and it would be wise to give it the benefit of the doubt. But no tech giant is at a more important crossroads in 2017. Facebook will be forced to make significant changes in the coming year.

If it can re-energise its user base, 2017 could be a huge year for the company. If Zuckerberg can’t figure it out? We will have to wait and see.

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Featured Image Copyright: antbphotos / 123RF Stock Photo

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#Asia Dave McClure and Marc Benioff are helping build Gaza’s first coding school

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Coworking space in Gaza. Photo credit: Gaza Sky Geeks.

The Palestinian territory of Gaza might make headlines for all the wrong reasons but it’s stated to have one of the highest levels of education and internet access among the Arab population.

However, the tiny strip of land is plagued with problems like irregular electricity, restrictions on mobility for its residents, and a crippling lack of coding academies. That’s why there’s a new crowdfunding campaign to launch Gaza’s first coding school.

The campaign initially set a goal of US$95,000, but it’s already blown past that and currently sits at US$210,000. The team’s now set a mark of US$400,000, which will help it facilitate 22 internships for Gazan techies in Europe and the US, buy a generator to ensure uninterrupted electricity, and launch a program to train high school girls to code.

The people behind the campaign are Gaza Sky Geeks, a startup accelerator and coworking space in the strip. Gaza Sky Geeks was initially set up by Mercy Corps after a grant from Google in 2011. It’s one of only two Google for Entrepreneurs partners in the Arab world.

The campaign’s also being pushed by the likes of Salesforce CEO Marc Benioff and 500 Startups founding partner Dave McClure, as well as other tech titans such as Paul Graham, Eric Ries, and Fadi Ghandour. They’ve committed to match all donations made to the campaign. Dave McClure, who’s a board member at Gaza Sky Geeks, has also personally traveled to the region in the past to mentor aspiring entrepreneurs and help kickstart freelancing efforts.

Iliana Montauk, co-founder of Gaza Sky Geeks, tells Tech in Asia that the funds will be used to keep the coworking space running in the evenings and weekends for three years. It also plans to host events and offer the space to tech companies to make it financially sustainable.

The coding academy, once built, is expected to break even within three to four years.

“Gazans are smart people working on ideas for companies,” said Dave McClure, in a press statement. “They deserve support and investment just like any other startup founder anywhere else in the world. To some extent, they have even more hustle because they’re working in such a tough environment. They may actually be some of the best entrepreneurs in the world.”

“People in Israel and the tech community in particular, are praying that life improves for Gazans,” adds Zach Abramowitz, co-founder of Tel Aviv-based ReplyAll. “All the power to them.”

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#Asia It took US$60M to build Housing when I was there, and US$80M to shutdown after I left — Rahul Yadav

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Rahul Yadav’s Facebook post, referring to Housing’s merger with PropTiger, evoked mixed responses from his fans and detractors

Rahul Yadav

Rahul Yadav

Remember Rahul Yadav? The CEO of SoftBank-backed Housing.com who got fired from the very own online realty startup that he built with his sweat and blood, for putting his foot in the mouth? The stubborn IIT Bombay dropout, who poked fund at Housing’s investors, saying they were “not intellectually capable to have a sensible discussion?”

The brat is once again in the news, this time through the word’s largest social media Facebook. He took to the platform to poke fun at the ridiculous valuation for which Housing got merged with News Corp-backed PropTiger.

“It took Housing.com in total $60Mn to build and revolutionise the whole industry till I was there (June 2012 – July 2015). And $80Mn+ to shut (July 2015 – Jan 2017) post I left,” he said in a facebook post on Wednesday.

He was apparently referring to Housing’s reported valuation of US$70-75 million when it got merged with PropTiger. When he was at the helm, the startup raised about US$60 million in funding, and got another US$80 million after his leaving.

Also Read: Deal with it, Rahul. Quitting isn’t an option. Emulate Steve Jobs and also learn media relations

As expected, his post evoked a barrage of response from his fans and detractors alike.

What people are saying

Below are a few interesting responses (all the responses are in verbatim, although slight changes have been made to some of the comments to make them sensible):

Anuj Jha: “Shiva (or ‘Siva’ the God of Destruction, according to Hindu mythology) was costlier than Brahma (God of Creation).”

Manoranjan Manish: “You know what the problem with Indian system is that ‘Ego per unit Achievement’ while nobody has a clue. Business works on trust, not superficial showbiz. Even you missed a lot of chinks, specially on business development.”

Parivesh Priye: “Stop sounding like (Mark) Zuckerberg. It was a replica of Zillow and Trulia. You gloat as if you had revolutionised an industry by creating something novel. The only claim you should make is that you copied it best and probably adapted in the most efficient way in an Indian context. Even then, padmapper.. trulia etc. were better.”

Ravi Thakur: “Birth Takes 9 months and can be normal or C section. Whereas, death can consume lot of money. Say child suffers from jaundice and he is in ICU.. He may die any day. It can be first day after birth. Or weeks. Months. Years … Now you tell being a Dad in this case [to] share your experience.”

YashVeer Jain: “Probably you would take 180Mn$ with hoardings across the city saying Bye and your Housing Logo!” (sic, apparently referring to the erection of two campaign hoardings in the same location)

Prakash Pandey: “So you made a big loss of $140 mn. Its not great to make fun of ur investors who trusted you and invested in you at one point of time.”

Renu Nehra: “Why are you so happy about your dream getting shut down? For whatever reasons you left, it was your baby! And to completely and always react (negatively) to whichever situations housing.com is going through after you left, just demeans your dream, your stand and your personality! I think you are bigger than that! Please inspire the ones following you to believe and think BIG!”

Yaganti Adithya: “Same would have happened even if u were there. But I appreciate u guys for raising tons of money and spending it on common people (through salaries).”

Arijit Dutta Rahul Yadav: “Dream shattered, hope disappeared, just missing you sir while new ceo take over the responsibility and introduce himself, we missed you sir, 100x … No one can ever take your place. You are the creator of housing.com.”

Tufail Shaikh: “I have worked for housing.com for more than 1.5 years heading Pune Operations … Truly must say, if Rahul Yadav was still a part of housing, the company would have been on another level!!! Making waves across the country … Rent shut down, ORA shut down, other services shut down. The company went down after the leadership of Jason Kothari … Few senior operations idiots screwed it even more.”

Yuvi Gaekwad: “You were one of the best young tech entrepreneur but dubious VCs and their board have ruined Indian startup ecosystem, burning huge money in dream to create monopoly. Housing and Flipkart were success stories now mere case studies. Vague valuations, no serious problem solving, impractical projections, no stronger team and revenue model hurt Indian startup ecosystem so many unicorns in a mess. I hope now entrepreneurs will be focused on ideas which will solve serious problems, are scalable and profitable in near future not Kiddish stuff.”

Rajeev Singh: “This is inevitable … the opex of site was higher than capex which makes it unsustainable … Moreover I doubt if it had any ROI model in the first place … I have huge doubt your presence would have done any wonders except attracting more investment to just push it down the drain … Even likes of Amazon started with frugality … Biggest problem of flashy startups is lot of cash to burn to get higher valuation … And that’s where unending losses start …”

Meteoric rise …

Yadav — who co-founded Housing with a group of IIT dropouts in 2012 — is true to a certain extent that it was his vision that made it one of the hottest startups in India. He was a man with a mettle — ambitious, hardworking, stubborn, strong-willed, and outspoken. Under his stewardship, the startup registered spectacular growth, scaled and expanded fast, and garnered millions of dollars in multiple rounds of funding from the who’s of who in the global VC investment space — SoftBank, Nexus Venture Partners, Helion Venture Partners, and Qualcomm Ventures, to name a few — in nearly quick succession.

Ironically, these are very same qualities that led to his downfall. He had a turbulent stint at Housing as CEO. His fall from grace began when he shot off an abusive e-mail to Shailendra Singh, MD of Sequoia Capital India, for poaching some of his employees. This was followed by an altercation with Housing’s own investors which ended up with Yadav calling them intellectually incapable.

… and fall

Yadav offered to resign from the post, but he was assuaged by VCs. However, the ceasefire agreement did not last long and within a few weeks, he was shown the door “for behaviour not befitting as CEO.” All this happened at a time when the market was slowly slipping into a slow-down, and Housing was burning massive money on marketing and hiring, almost insensibly.

After his removal, Jason Kothari, an outsider, was brought in to turn the company’s fortunes. In his earlier role as CEO of Valiant Entertainment, Kothari led its successful acquisition out of bankruptcy. He was brought in to replicate the same magic at Housing. He cut costs by firing employees en masse and scaling down operations. But he fell short of taking Housing to the next level, and eventually led to the merger. On Wednesday, Kothari was appointed the Chief Strategy and Investment Officer at Snapdeal — another beleaguered consumer Internet startup in India.

After his unceremonious exit from Housing, Yadav founded another startup called Intelligent Interface and raised funding from Flipkart Co-founders and YouWeCan Ventures, but the startup fizzled out. However, Yadav is not a man who will go off to sulk. He is a man who can rise like a Phoenix when you least expect it. Or, as someone commented to his Facebook post:

“Housing gets merged with many other companies like Proptiger etc … and then Rahul (Yadav) comes back as CEO. That’s all. CEO of multiple companies.”

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