While making digital the main channel of customer engagement, banks are also looking to move beyond business as usual, says Amit Anand, a Vice President in Cognizant Consulting’s Banking and Financial Services.
COVID-19 made online channels indispensable for bank customers, including those who preferred in-person banking. This accelerated their digital strategies and created an opportunity to go beyond the basics and become partners in their customers’ pursuit of financial wellness.
As banks bet big on digital, they are looking at technologies such as AI, advanced analytics, and automation to provide personalization, prediction and speed in creating powerful customer experiences. Banks are also increasingly relying on machines to automate repetitive tasks and make complex decisions, creating demand for human skillsets that complement intelligent machines.
Cognizant’s Center for the Future of Work (CFoW), working with Oxford Economics, recently surveyed 4,000 C-level executives globally, including 287 senior banking and financial services executives to understand how banks are adapting to fast and dramatic changes.
The earliest forms of digital banking trace back to the advent of ATMs and cards launched in the 1960s. As the internet emerged in the 1980s with early broadband, digital networks began to connect retailers with suppliers and consumers to develop needs for early online catalogues and inventory software systems.
By the 1990s the Internet became widely available and online banking started becoming the norm. The improvement of broadband and ecommerce systems in the early 2000s led to what resembled the modern digital banking world today. The proliferation of smartphones through the next decade opened the door for transactions on the go beyond ATM machines. Over 60% of consumers now use their smartphones as the preferred method for digital banking.
The challenge for banks is now to facilitate demands that connect vendors with money through channels determined by the consumer. This dynamic shapes the basis of customer satisfaction, which can be nurtured with Customer Relationship Management (CRM) software. Therefore, CRM must be integrated into a digital banking system, since it provides means for banks to directly communicate with their customers.
There is a demand for end-to-end consistency and for services, optimized on convenience and user experience. The market provides cross platform front ends, enabling purchase decisions based on available technology such as mobile devices, with a desktop or Smart TV at home. In order for banks to meet consumer demands, they need to keep focusing on improving digital technology that provides agility, scalability and efficiency.
Seven Ways to Capitalize on Digital
Institute front-to-back digitization. Banks can effectively compete with fintech competitors by becoming digital institutions.
Explore new customer segments and business paradigms. Digital makes it easier than ever for banks to explore small business segments, even as they pursue existing markets.
Emphasize platform centricity and smart aggregation. Open banking standards can help banks to provide personalized products to customers in collaboration with third-party providers and fintechs.
Invest in personalizing the customer relationship. Banks should use personalized experiences to make customers’ lives as frictionless as possible.
Focus on re-building trust and resiliency. Banks need to eliminate any biases in decisions made by machines.
Enshrine inclusivity into your digital strategy. Banks should use digital to reach customers who are left out by being physically and cognitively challenged.
Balance machine-driven and human-centric work. Create sturdy human-machine collaboration by reevaluating jobs for a shared environment.
Amit Anand is Vice President and North American Practice Leader for Cognizant Consulting’s Banking and Financial Services. Amit has 20 years of experience with firms such as Accenture, Infosys and Cognizant. He has successfully led and managed large business transformation, digital and IT transformation, and associated organizational change management for several financial services clients. Amit is a recognized thought leader with more than 15 publications on topics such as Open Banking, Digital 2.0 and new-age operating models. He can be reached at Amit.Anand@cognizant.com
Manish Bahl leads the Cognizant Center for the Future of Work in Asia-Pacific and the Middle East. A respected speaker and thinker, Manish has guided many Fortune 500 companies into the future of their business with his thought-provoking research and advisory skills. Within Cognizant’s Center for the Future of Work, he helps ensure that the unit’s original research and analysis jibes with emerging business-technology trends and dynamics in APAC, and collaborates with a wide range of leading thinkers to understand and predict how the future of work will take shape. He most recently served as Vice President, Country Manager with Forrester Research in India. He can be reached at Manish.Bahl@cognizant.com
Over the past year, many clients I’ve spoken with have been looking for ways to make processes smarter, more adaptable and more resilient. According to our recent research, many companies see the combination of AI and automation — or intelligent automation — as key to achieving these goals.
Despite the promise of better operational performance with intelligent automation, a common question is where to begin: with the process itself or with the data that will power the process? The answer lies in identifying which outcome you’re trying to achieve. Getting the sequence wrong could counteract the very goal you’re pursuing.
The right starting point
Here are two examples that distinguish when a process-led vs. data-led approach makes the most sense with intelligent automation:
How can we improve our operational efficiency?
Amid global uncertainty, supply chain disruptions and social distancing requirements, improving operational efficiency has become a priority for many businesses. The goal in this case is to improve speed and accuracy across the value chain, and achieve outcomes faster without cutting corners.
Adding data intelligence can significantly reduce errors, remove process hurdles and reveal where corrections are needed. But doing so requires a strong process automation backbone in order to shape when and how the data is applied. So in this case, a process-led approach is best.
For example, we’re working with a major insurance provider to improve customer lifecycle management. Typically, insurance customers who file a claim experience long decision times, a lack of visibility into decision making and repeated or disconnected requests for information submission.
Insurers can distinguish themselves by being fast, frictionless and responsive in how they handle claims. However, operating in a highly regulated industry and with overt risks around claims fraud, speed can never be a trade-off for accuracy and compliance.
A contributing factor to the insurer’s process challenges was the dependence on third-party systems and disparate data sources to make decisions. We helped the company implement an automated and fully integrated process for claims handling, which was then supported with AI and data modeling to segment customer profiles and personalize services.
The system has helped reduce the turnaround on claims capture by as much as 80% and shorten overall claims procedure times from 14 days to just two, all while maintaining the necessary high levels of accuracy and regulatory compliance. The insurer has also received positive customer feedback on the effectiveness and quality of services.
How can we be more agile in our product and service offerings?
Leading retailers have an impressive ability to recommend relevant products and anticipate customers’ next actions. Whether shoppers search for a needed item, browse relevant sites or interact with brands across different channels, digitally savvy retailers can connect the dots in real-time and make recommendations with a high degree of precision.
With so many factors and variables at play in dynamic online customer environments, companies need an agile approach that allows them to test the market, gather feedback and continuously improve in order to meet customer needs.
We’re working with an online fashion retailer to deliver this level of personalization. The company is well aware of the speed at which consumers’ tastes and styles change, and realized it needed to move swiftly to gain and keep customers’ attention.
Because it was vital to gain insights into consumer preferences, we took a data-led approach. We helped the retailer use existing data to gain a deeper consumer understanding. Using this insight, we then designed a process that segmented the brand’s customer base and enabled all interactions and product recommendations across channels like chatbots, email and social media to have the highest degree of relevance, timeliness and usefulness.
The combination of process improvements and data insights allowed for an integrated digital thread to run through all phases of the customer lifecycle, including product design and development, sales and after-sales. As a result, the retailer can now drive more relevant customer interactions and next-best offers, which in turn has improved customer mindshare, loyalty and revenue.
Accelerating the path to Intelligent Automation
To get the most out of intelligent automation, process and data need to work in harmony. Automated processes enable greater efficiency, while data enables better decision-making.
By coordinating these attributes — and having a clear outcome in mind — businesses can add intelligence to how and where they automate processes in a way that accelerates business outcomes while ensuring the quality of service is enhanced.
Chakradhar “Gooty” Agraharam is VP and Commercial Head of EMEA for Cognizant’s Digital Business Operations’ IPA Practice. In this role, he leads advisory, consulting, automation and analytics growth and delivery within the region, helping clients navigate and scale their automation and digital transformation journeys. He has over 25 years of consulting experience, working with clients on large systems integration, program management and transformation consulting programs across Asia, Europe and the Americas. Gooty holds an MBA from IIM, Calcutta (India’s Premier B school), and has executive management certifications from Rutgers, Henley Business School. Gooty has won reputed industry awards with MCA for his contribution to the digital industry in the UK and is a member of various industry forums. He can be reached at Gooty.Agraharam@cognizant.com
After focusing for decades on cutting costs, the solar industry is shifting attention to making new advances in technology. The solar industry has spent decades slashing the cost of generating electricity direct from the sun. Now it’s focusing on making panels even more powerful.
With savings in equipment manufacturing hitting a plateau, and more recently pressured by rising prices of raw materials, producers are stepping up work on advances in technology — building better components and employing increasingly sophisticated designs to generate more electricity from the same-sized solar farms.
“The first 20 years in the 21st century saw huge reductions in module prices, but the speed of the reduction started to level off noticeably in the past two years,” said Xiaojing Sun, global solar research leader at Wood Mackenzie Ltd. “Fortunately, new technologies will create further cost-of-electricity reductions.”
A push for more powerful solar equipment underscores how further cost reductions remain essential to advance the shift away from fossil fuels. While grid-sized solar farms are now typically cheaper than even the most advanced coal or gas-fired plants, additional savings will be required to pair clean energy sources with the expensive storage technology that’s needed for around-the-clock carbon-free power.
Bigger factories, the use of automation and more efficient production methods have delivered economies of scale, lower labor costs and less material waste for the solar sector. The average cost of a solar panel dropped by 90% from 2010 to 2020.
Boosting power generation per panel means developers can deliver the same amount of electricity from a smaller-sized operation. That’s potentially crucial as costs of land, construction, engineering and other equipment haven’t fallen in the same way as panel prices.
It can even make sense to pay a premium for more advanced technology. “We’re seeing people willing to pay a higher price for a higher wattage module that lets them produce more power and make more money off their land,” said Jenny Chase, lead solar researcher at BloombergNEF.
Higher-powered systems are already arriving. Through much of the past decade, most solar panels produced a maximum of about 400 watts of electricity. In early 2020, companies began selling 500-watt panels, and in June, China-based Risen Energy Co. introduced a 700-watt model.
Here are some of the ways that solar companies are super-charging panels:
While many current developments involve tweaks to existing technologies, perovskite promises a genuine breakthrough. Thinner and more transparent than polysilicon, the material that’s traditionally used, perovskite could eventually be layered on top of existing solar panels to boost efficiency, or be integrated with glass to make building windows that also generate power.
“We will be able to take solar power to the next level,” said Kim Dohyung, principal researcher on a perovskite project team at Korea Electric Power Corp., one of several companies experimenting with the material. “Ultimately, this new technology will enable us to make a huge contribution in lowering greenhouse gas emissions.”
Adoption of perovskite has previously been challenged by costs and technical issues that prevented commercial-scale production. There are now signs that’s changing: Wuxi UtmoLight Technology Co. in May announced plans to start a pilot line by October with mass production beginning in 2023.
Solar panels typically get their power from the side that faces the sun, but can also make use of the small amount of light that reflects back off the ground. Bi-facial panels started to gain in popularity in 2019, with producers seeking to capture the extra increments of electricity by replacing opaque backing material with specialist glass. They were also temporarily boosted by a since-closed loophole in U.S. law that exempted them from tariffs on Chinese products.
The trend caught solar glass suppliers off-guard and briefly caused prices for the material to soar. Late last year, China loosened regulations around glass manufacturing capacity, and that should prepare the ground for more widespread adoption of the two-sided solar technology.
Another change that can deliver an increase in power is shifting from positively charged silicon material for solar panels to negatively charged, or n-type, products.
N-type material is made by doping polysilicon with a small amount of an element with an extra electron like phosphorous. It’s more expensive, but can be as much as 3.5% more powerful than the material that currently dominates. The products are expected to begin taking market share in 2024 and be the dominant material by 2028, according to PV-Tech.
In the solar supply chain, ultra-refined polysilicon is shaped into rectangular ingots, which are in turn sliced into ultra-thin squares known as wafers. Those wafers are wired into cells and pieced together to form solar panels.
For most of the 2010s, the standard solar wafer was a 156-millimeter (6.14 inches) square of polysilicon, about the size of the front of a CD case. Now, companies are making the squares bigger to boost efficiency and reduce manufacturing costs. Producers are pushing 182- and 210-millimeter wafers, and the larger sizes will grow from about 19% of the market share this year to more than half by 2023, according to Wood Mackenzie’s Sun.
The factories that wire wafers into cells — which convert electrons excited by photons of light into electricity — are adding new capacity for designs like heterojunction or tunnel‐oxide passivated contact cells. While more expensive to make, those structures allow the electrons to keep bouncing around for longer, increasing the amount of power they generate.
Photovoltaics were initially solely used as a source of electricity for small and medium-sized applications, from the calculator powered by a single solar cell to remote homes powered by an off-grid rooftop PV system. Commercial concentrated solar power plants were first developed in the 1980s.
The International Energy Agency projected in 2014 that under its “high renewables” scenario, by 2050, solar photovoltaics and concentrated solar power would contribute about 16 and 11 percent, respectively, of worldwide electricity consumption, and solar would be the world’s largest source of electricity. Most solar installations would be in China and India. In 2019, solar power generated 2.7% of the world’s electricity, growing over 24% from the previous year. As of October 2020, the unsubsidised levelised cost of electricity for utility-scale solar power is around $36/MWh.
Current PV technologies lead to cadmium emissions of 0.3–0.9 microgram/kWh over the whole life-cycle. Most of these emissions arise through the use of coal power for the manufacturing of the modules, and coal and lignite combustion leads to much higher emissions of cadmium. Life-cycle cadmium emissions from coal is 3.1 microgram/kWh, lignite 6.2, and natural gas 0.2 microgram/kWh.
The Covid-19 pandemic has arguably imposed more challenges to the way companies have done business than any other single event in living memory, if not longer. Whilst the external pressures on a business have increased, many enterprises are still handicapping themselves by not building-in even the most basic system efficiencies. By effectively managing and prioritizing your business’ inputs, most particularly the labor-hours of you and your senior team, you can release greater outputs and ultimately revenue.
Here are three key principles for optimising efficiency, to release your business from self-imposed constraints, in 2021.
1. You are not a manager, you are a leader
Leadership and Management are both the same, right? Wrong, couldn’t be more wrong – stop it! Warren Bennis, Professor of Business Administration and an Organisational Consultant is quoted as an opening: “The manager accepts the status quo; the leader challenges it”
Even this simple change of mindset will release you from one of the most pervasive inefficiencies in business. If you see yourself as a manager you are strategically no better than a caretaker, taking what you have and merely preserving it. Entrepreneurship rests on the foundation of leadership: identifying a business’s strengths and weaknesses, implementing positive change whilst taking others on the journey with you. Use the ‘Plan’ ‘Do’ ‘See’ ‘Act’ system. Develop an efficientcy idea, trial it, review and then roll it out for system-wide effectiveness
True leadership has a compounding effect on efficiency. If you identify yourself as a leader you will improve your business through efficiencies. If you teach your team that they are leaders too, then they will identify efficiencies upon efficiencies at every level in your business.
Taiichi Ohno, founder of the Toyota Production System which gave rise to ‘Lean’ working said when asked about Lean thinking: “All we are doing is looking at the timeline, from the moment the customer gives us an order to the point when we collect the cash. And we are reducing the timeline by reducing the non-value adding wastes”
The key question here is ‘What are the things you are doing that people won’t pay for, and why are you still doing them?’. (1) Identify what your client wants, (2) identify what workflows are required to bring about the client’s goals and (3) automate the ‘system pull’ so that (1) naturally flows, without bottlenecks, from (2). Waste can arise from a range of sources including over-processing, unnecessary motion of goods and staff, and simple erroneous thinking within system design. Cut it out, because no one is paying you for it, but be careful not to inadvertently devalue your brand by dehumanizing your process
Kevin Zhang, the eCommerce entrepreneur behind HEMPX clothing brand and the Branded Niche eCommerce (‘BNE’) approach, has a unique way to ensure business efficiency is at the heart of his business. Every month, Kevin spends one-week logging everything that he did that week, hour by hour, and then closely examines any inefficiencies. Kevin looks at his schedule and determines which activities are high value-add and which can be automated through hiring new talent.
The difference between a successful start-up and a scaled-up business is the development of systems to build growth on the foundation of a verified concept. The University of Oxford identifies scalable infrastructure as one of the three key requirements for a business to move to the next level, alongside strong leadership and appropriate marketing. This includes IT systems and production or manufacturing systems, as well as office space and workforce arrangements. If a business owner is spending all of their time in the weeds of their business rather than constantly thinking about growth, then, of course, their business is not going to grow.
A focus and commitment to removing inefficiency is like removing shackles from a business’s potential. It requires courageous leadership, and ability to identify what your client needs and supply that in the most streamlined fashion, and a willingness to stop and take stock to ensure you are using your time effectively to guide your business in the right direction.
By: Samuel leach / Entrepreneur Leadership Network Contributor Director of Samuel & Co Trading
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Following hefty fuel price increases this month – petrol by between 40c and 43c per litre, and diesel by between 54c and 55c a litre – cash-strapped and Covid-battered South African motorists have to find innovative ways to save fuel and money.
According to Bianca de Beer from Dialdirect Insurance: “An average increase of 48c per litre is steep on its own, but when coupled with the fact that a 60-litre tank already cost more than R800 to fill, this places a significant strain on motorists’ wallets.
The good news is that with a few minor adjustments to your driving habits and with regular car maintenance, you can boost the fuel efficiency of your car by as much as 40%. If you fill up 48 times a year at roughly R900 per tank, a 40% reduction in fuel consumption could save you more than R17,000 a year.”
Dialdirect provides the following tips for better fuel economy:
1: Don’t skimp on servicing
A car can burn up to 30% more fuel if proper maintenance is not performed on a regular schedule. With this in mind, make sure your car is serviced regularly. Things like worn spark plugs, worn rings, faulty injectors, sticky brakes, low coolant levels, dirty oil and dirty filters all add up to engine inefficiency which leads to increased fuel consumption.
2: Be wheel wise
Check your car’s wheel alignment. Bad wheel alignment causes more friction which takes more power to overcome and results in higher fuel consumption.
3: Keep tabs on tyre pressure:
Check for underinflated tyres as these also increase resistance.
4: Use your AC sparingly
Use the air-conditioning only when necessary as it places additional load on the engine.
Don’t speed. The gas-guzzling effects of “stepping on it” are well-known.
7: Avoid stop-start driving
Maintain momentum as far as possible by looking and planning ahead, flowing with traffic and timing your approaches to hills, traffic lights and crossings better.
8: Gear yourself for efficiency
Drive at the lowest speed in the highest gear that the road and traffic conditions allow without laboring the engine.
9: Be tech-savvy
Many vehicles have economy settings to optimize performance, throttle response, ride height and so on for maximum fuel efficiency. Use them to your advantage.
10: Plan ahead
Do several tasks on one round trip as opposed to many shorter ones. This not only limits mileage and the amount of time it takes to get your chores done, but also keeps your vehicle’s engine running at optimal temperature.
11: Wait out the rush
Battling through traffic not only increases fuel consumption, but also wear and tear on your vehicle’s transmission and brakes.
De Beer said: “Saving on fuel by keeping your vehicle in shape and changing the way you drive may seem like a bit of a hassle, but if you increase your fuel economy by 40%, a tank that normally gets you 700km could get you close to 1,000 km. This translates to almost a tankful of savings for every two times you fill up.”
While there are many who can’t wait to bid adieu to 2020, there’s no doubt the coronavirus pandemic and the ways businesses had to adjust to ensure their survival changed the trajectory of what 2021 will look like and what businesses should do to get ready for the upcoming year. As a futurist, I help companies understand the latest trends and technologies and offer guidance on how to prepare their businesses for them. Here are the top 10 trends that will drive every business in 2021. I believe every business around the world needs to be ready for these trends.
Work from Home. . .For Real!
When employees were under lockdown orders due to COVID, companies had to quickly adapt operations to a remote workforce. Now that there are some distance and lessons learned from that initial experiment, most businesses are now rethinking their entire business model. Are offices still needed? Some companies experienced an increase in productivity when their workforce went remote.
However, working from home wasn’t ideal for others. Therefore in 2021, businesses need to reimagine their own workspaces as well as provide the proper support for people working from home, such as outfit them with the right office equipment, mental health support, and more so everyone can work from home comfortably.
Data as an Asset
Over the last few years, data volumes have grown massively. The businesses that leveraged this data to better understand their customers and to improve their decision-making are clearly the ones that are outperforming everyone else. Cloud solutions allow us to access data from anywhere. Businesses need to protect and secure data just as they would any other asset.
Another important thing for businesses to consider is how to boost data literacy in their company in 2021 in order to glean decision-making insights from it. This also requires an investment in systems that can efficiently and effectively process, analyze, and store the data streaming into the organization.
In 2021, every business leader needs to reflect on what they’re offering customers and how they operate as a business. There were lots of industries that were completely transformed in 2020, such as the hospitality and events industry. The businesses that are currently thriving even during a pandemic are those that reacted quickly to the changes. For example, restaurants that pivoted to enable expanded take-out abilities or Formula 1 companies that were producing ventilators altered their typical operations to ensure survival. Although businesses have always had to think about how the market is shifting and what transformations that means for business, it will be more important in 2021 to innovate your business model.
Another top business trend in 2021 will be automation. Businesses will evaluate their business processes to see where they can take people out of the process when they aren’t adding any true value. There have already been quite a few shifts in this direction from warehouses, supply chains, autonomous vehicles, trucks, and ships, as well as chatbots that automatically take over customer service inquiries. In 2021, I expect that white-collar automation will be a trend as we consider what bits of a lawyer, doctor, or other white-collar professional’s jobs can be given over to computers and smart robots and delivered through automated interfaces.
As a result of the economic turmoil COVID-19 left in its path, capital markets continue to be nervous. This creates a challenge for businesses that want to raise capital to expand or start a new business. One solution for raising capital has been crowdfunding, blockchain technology, and other decentralized finance options. This will be a big trend in 2021 that will allow businesses to acquire capital easier than through traditional channels.
As companies raced to find new ways of delivering service to customers that were not walking into stores, they began to consider how to deliver some of the services in digital forms using technology such as augmented reality, virtual reality, and mixed reality. To comply with stay-at-home orders, people would use virtual avatars to “try” on make-up, eyewear, and clothes. Ultimately, this “try before you buy” with virtual interfaces will transform how businesses offer their services.
Going from Global to Local
In 2020 there were a lot of reasons to begin to think more locally rather than globally—COVID-10 disrupted international supply chains, there were increasing tensions between the U.S. and China, and Brexit was delivered. Companies began to rethink where they were sourcing and selling their goods because international turmoil could disrupt business. More localized manufacturing and selling are also appealing for environmental awareness.
Purposeful & Meaningful
There’s a trend to have more purpose and meaning in our jobs. Younger generations that are entering the workforce want to connect with a purpose or work for a company that has real meaning. Companies that don’t have a clear or meaningful purpose will struggle to attract talent and customers.
Sustainability has been a concern for some time, but during the pandemic, things shifted in emphasis. As disruptive as the coronavirus was to business, companies are recognizing the environmental crisis could be much more damaging to the world as well as the bottom line than the pandemic. Therefore, every company needs to rethink operations, environmental impact, and their products and how they are being used. This trend of sustainability links closely to the previous trend of a meaningful purpose as companies work to reduce their carbon and water footprint.
During the pandemic, brands relied on engaging with their customers and potential customers across social media. In 2021, there will be a big push toward a more authentic presence on social media and one that’s less curated by social media experts, such as real behind-the-scenes looks at a company. Along with this will be engaging influencers and micro-influencers in your industry—those key people who are driving conversations and engage with your customers.
Bernard Marr is an internationally best-selling author, popular keynote speaker, futurist, and a strategic business & technology advisor to governments and companies. He helps organisations improve their business performance, use data more intelligently, and understand the implications of new technologies such as artificial intelligence, big data, blockchains, and the Internet of Things. Why don’t you connect with Bernard on Twitter (@bernardmarr), LinkedIn (https://uk.linkedin.com/in/bernardmarr) or instagram (bernard.marr)?
Here are 6 trends/industries that are growing faster since the pandemic hit, and you can find many business ideas around them. When looking for business ideas, it’s always a great bet to focus on new trends which result in growing markets and therefore many new opportunities. PS: Sorry for the typo in the video! 😉 Get Business Strategy course here 👉 https://disruptors.academy/business Get Entrepreneurship course here 👉 https://disruptors.academy/startup#business#businessideas
In the dizzying world of technology startups, it’s easy to get lost in the hype of hot trends such as AI, blockchain, VR/AR and machine learning. What is often forgotten is the fact that some of the best startups in the world solve the simplest of problems.
This is exactly the approach that Pascal Henry, who is the CEO and cofounder of HReasily, took when he identified the fundamental needs of rapidly growing SMEs–to manage their human resources more efficiently.
Henry launched his Singapore-based HR firm in late 2015 as a Software-as-a-Service (SaaS) business that enables companies to increase productivity by using technology to streamline traditional processes such as payroll processing, leave management and expense claims.
“When I was running my first startup in Singapore, I had to do a lot of the manual processes myself. I felt the pain and the drain of it,” explains Henry. “It was taking up a lot of my time and energy, when I should have been focusing on building my business.”
HReasily’s mission is simple: To innovate and automate HR throughout the world. As one of the fastest-growing cloud-based HR SaaS companies in the region, their simple modules and features aim to transform many of the legacy HR processes and automate them to be accessible anytime and anywhere. Currently the company offers seven modules including payroll, staff leave, employee contracts and attendance. As HReasily grows, it continues to add product lines aimed at empowering companies to scale faster.
Previously, many businesses used solutions that each looked after a particular silo of an HR department. So you’d have one system to manage your payroll calculations, one for leave and others for other functions.
“What happened was you had to log in and out of many various systems, and these systems cost a huge amount of money,” says Henry. “What we’ve done is build a solution that is very affordable that integrates with all the functions on a unified platform.”
A simple but elegant business model HReasily runs a subscription-based revenue model. Starting with payroll, which is at the core of every traditional HR office, the company offers premium versions that run on monthly or yearly subscriptions, with add-on modules available such as staff leave and time attendance. This past summer at the RISE 2019 conference in Hong Kong, Henry and his team unveiled their latest benefits management module which will soon allow customers to acquire group level insurance, healthcare and even apply for credit cards or loans.
HReasily says its competitive advantage lies in its customer base, which is mostly SMEs. By initially focusing on the fundamental needs of this particular segment, the company has earned the support of larger banking and government agencies and has become known as an “SME champion.” Not surprisingly, as the company has grown it says that it began to attract larger corporations, publicly listed companies, multinational corporations and even payroll outsourcing firms.
“As we grew we acquired a more diverse customer base,” Henry says, “because a lot of larger companies are tired of the older and expensive solutions because they need to be installed on premise and they require a refresher every year when rules and regulations change.”
Partnerships are the key to rapid growth
Being based in Singapore has allowed HReasily to capitalize on the rapid growth in Southeast Asia. SME’s account for 97% of all the enterprises in the region, and employ half of the workforce, according to data from Asia-Pacific Economic Cooperation (APEC). HReasily’s growth has been nothing short of impressive. With nearly 30,000 companies on their platform and more than 100 new companies onboarding every day, HReasily is said to be growing rapidly in Singapore, Hong Kong, Malaysia, Indonesia, the Philippines, Thailand, Cambodia and Vietnam.
Some of HReasily’s notable customers include Love Bonito (in Singapore, Indonesia, Malaysia and Hong Kong), Sambat Finance (Cambodia), OnlinePajak (Indonesia) and TechInAsia. As the company looks to complete their coverage of Asia, the next major market they look to tackle is mainland China followed by Taiwan, Japan, Myanmar and Australia.
Investors have taken notice of the company’s growth as well. Fresh off a pre-series A funding round of $5 million from Envy Capital, HReasily is currently estimated to be valued at more than $100 million. Henry admits that the company’s rapid growth in the region has only been possible with the early support from their key strategic partners.
HReasily has been working with Citibank, Mazars and Stripe. The partnership with Mazars, which was a lead investor from the startup’s first round of funding, gives them access to a global audit, advisory and payroll outsourcing firm with 300 offices in 100 countries. Henry says it allows HReasily to localize its solutions to each individual market.
“Today, building a solid ecosystem of strategic partners is very important because you come from different angles, but you all serve one customer, which is the SME or the business,” says Henry. “By coming together, we collectively create a great end-to-end experience for them. There’s strength in numbers.”
Jay Kim is a full-time investor and the host of the popular podcast The Jay Kim Show, Hong Kong’s first dedicated podcast on entrepreneurship and investing in Asia. Inc. Magazine has named The Jay Kim Show one of the top three podcasts from Asia which are inspirational and useful to entrepreneurs. Jay is an avid supporter of the start-up ecosystem in Asia and frequently consults with leaders in local government on topics related to technology, entrepreneurship, early-stage investing and startups
Is your administration work taking too much out of your time? HReasily provides HR solutions for payroll processing, leave and claims management, employee scheduling and time attendance, so that business owners can focus on growing their businesses.