Easy Crypto Obtains 140 Billion Funding from GDP Venture and Other Investors

New Zealand based crypto marketplace platform Easy Crypto announced a series A funding round worth of $12 million or 170 billion Rupiah, led by Nuance Connected Capital involving venture firm GDP Venture that belongs to Djarum Group.

Also, a series of other foreign investors participated in this funding, including pension fund managers Pathfinder KiwiSaver, Icehouse Ventures, Even Capital, Hutt Capital, and Seven Peaks Ventures.

In the official statement, Easy Crypto’s Co-founder & CEO, Janine Grainger said she was targeting the Indonesian and Southeast Asian markets for their next business expansion. This is in line with the involvement of institutional investors believe in the role of crypto assets in the financial ecosystem.

“This capital is an important milestone for Easy Crypto and the future of blockchain in the world. The rising interest in crypto investing is a support for Easy Crypto’s growth on a global scale,” Grainger said.

He claimed, this investment is the largest first round funding the company has ever secured in New Zealand. Prior to this, Easy Crypto had never received investment from angel investors or other investors in the seed stage.

Easy Crypto allows users to trade more than 150 crypto assets. The platform was founded by brothers Janine and Alan Grainger in 2018. To date, Easy Crypto has posted sales of over $750 million with a fivefold increase in the number of users over the past year.

Currently, Easy Crypto only operates in South Africa, Australia, Philippines, New Zealand and Brazil. With the support of venture capitalist GDP Venture, Easy Crypto can push its expansion plans to Indonesia as a top priority.

GDP Venture’s CTO, On Lee said, currently millions of Indonesians already own crypto. The trend of crypto growth in Indonesia will allow Easy Crypto to penetrate with the ease of the buying and selling process.

A bit of information, GDP Venture also has a subsidiary, GDP Labs, which focuses on developing technology products, such as blockchain, cloud computing, mobile computing, big data, and machine learning. This investment enables Easy Crypto synergies with products developed by GDP Labs.

“GDP Venture through GDP Labs has built a blockchain consulting business unit to assist our partners’ blockchain implementation,” he said as contacted by DailySocial.id separately.

Meanwhile, Nuance Connected Capital’s Founding Partner, Adrien Gheur added, the adoption of crypto and blockchain assets is increasing, both in the form of trading, payments, and exchanges. “The number of global crypto users is expected to grow 80% per year in the next three years.”

Crypto’s opportunity in Indonesia

Quoting Katadata, the phenomenon of the growth of crypto asset transactions in Indonesia still continues even though it only contributes 1% to the total global volume of transactions. Based on data from the Ministry of Trade, the value of crypto asset transactions in the country skyrocketed by IDR 478.5 trillion from IDR 65 trillion in 2020.

The number of crypto customers has also reached 7.4 million or doubled from the previous year of 4 million. There are a number of types of crypto assets that have a lot of interest in Indonesia, including Bitcoin, Ethereum, and Cardano.

Sumber: Katadata

The growth momentum also led to the presence of new crypto or blockchain startups in Indonesia. A number of investors started to eye this investing sector. In fact, foreign players have begun to penetrate the Indonesian market by seeing the market’s enthusiasm for crypto assets.

Referring to Pitchbook data as reported by CNBC, venture capitalists have disbursed investments of $14 billion or equivalent to Rp202 trillion per Q2 2021. The total investment is said to increase from the same perion last year at $600 million or Rp8.6 trillion.


Original article is in Indonesian, translated by Kristin Siagian

Digital Marketing Platform Shoplinks Bags 12.8 Billion Rupiah Funding

Singapore-based FMCG marketing platform Shoplinks received seed funding worth of $900 thousand or around 12.8 billion Rupiah. The funding was led by venture capital firm Cocoon Capital with participation from the Indonesian Women Empowerment Fund (IWEF).

Recently, Cocoon Capital also invested in local logistics startup TransTRACK.id. Meanwhile, the Indonesia Women Empowerment Fund, jointly managed by Moonshot Ventures and YCAB Ventures, has announced its debut portfolio for Titik Pintar startup earlier this year.

In an official statement, Cocoon Capital’s Managing Partner and Shoplinks’ Director Michael Blakey said, “We believe this platform can accelerate the digital transformation of retailers in Southeast Asia.”

“We are impressed with the Shoplinks team and their ability to execute. Shoplinks solves the billion dollar problem that exists between FMCG promotions and consumers in Southeast Asia. This will significantly streamline FMCG marketing spending,” he added.

Shoplinks offers digital marketing services by simplifying coupon distribution and personalizing coupons for FMCG brands and retailers. The platform seeks to optimize brand promotion activities, therefore, consumers can get attractive offers, both online and offline.

It is due to Southeast Asia’s FMCG brands are considered difficult to distribute promotional activities to buyers. According to company data, Southeast Asia’s FMCG brands spend $28 billion on promotion every year, but 70% of this total budget is considered wasted because it is not right on target and lacks personalization.

Also, the impact of the Covid-19 pandemic which resulted in the loss of potential retailer income. Sharing shops and supermarket outlets is difficult to promote because the services are yet to be digitized.

Strengthen its position in Indonesia

Furthermore, Shoplinks’ Co-founder & CEO, Teresa Condicion said that she would use this funding to strengthen its position in Indonesia before expanding to other markets in the Southeast Asia region. She also plans to add more teams and expand the partnership networks, both retail companies and stalls, which currently account for 70% of total retail spending in Indonesia.

“We want to democratize Southeast Asia’s retail technology and create a win-win solution for brands, retailers and buyers. This industry is ripe for technological evolution, especially if you look at retailers in developed countries, such as the United States and Europe, which have grown rapidly thanks to technology,” Teresa said.

In general note, Shoplinks was founded by Teresa Condicion and JD Lee. Teresa is Snapcart’s Co-founder, and has served as CEO for four years. She has a strong background of 17 years at P&G. Meanwhile, JD is a techpreneur who is also the co-founder of venture builder Pulsar Ventures.

Was founded in 2020, Shoplinks has proceed thousands of monthly shopping coupons from major FMCG partners, such as Unilever, Johnshon & Johnson, and P&G. It is said to have doubled the use of coupons every month, where these FMCG brands have doubled the profit from its investment in promotions. In addition, Shoplinks said it had contributed to the growth of buyer transactions at the TipTop supermarket chain by up to 30%.

Marketing personalization

Digital transformation in the FMCG sector is taking place although it has not been fully realized at various levels. The world’s major retail brands are starting to focus on consumer data, using analytics to make strategic decisions

In its publication on marketing personalization, the McKinsey report states that advances in technology, data and analytics will greatly enable marketers to create personalized and more ‘human’ marketing across a wide variety of channels to shopping experiences.

Despite the great opportunity, most marketers feel they are not ready to provide such a personalized experience. A McKinsey survey of senior marketing leaders found only 15% of CMOs believe their company is on the right track with personalization. They believe this strategy is proven to drive revenue by 5%-15% and marketing budget efficiency by 10%-30%.


Original article is in Indonesian, translated by Kristin Siagian

Monika Rudijono is Appointed as Vidio’s new Managing Director

Monika Rudijono has been appointed as Vidio’s new Managing Director, starting this October. In this newly created position, she will oversee the day-to-day operation of the local’s most popular OTT platform. She will report to Sutanto Hartono, Vidio’s CEO and Emtek Group’s Vice President Director. Previously she was Marketing Chief of Lazada Indonesia for over 3 years.

Rudijono is a veteran in the industry with more than 20 years of experience. Graduated from UC Berkeley, she was previously held several high positions in advertising agencies, including President Director of Grey Group. Rudijono jumpstarted her career in tech by leading Uber Indonesia until its merger with Grab.

During her stint with Lazada, she oversaw several marketing campaigns, including collaboration with Brightspot Market, Pakuwon Group, EVOS Esports team, and MasterCard.

According to data from Media Partners Asia in 2020, Vidio has around 1.1 million paid users nationwide. It competes with regional and global players to be the household names in Indonesia’s OTT industry. Vidio’s focus is on sports (football, basketball, and F1), Asian, and local original content.

Ribbit Capital to Support Bank Jago Expanding Its Ecosystem

Earlier this week (04/10), Bank Jago officially announced Ribbit Capital’s arrival into the ranks of its investors. There’s no further details regarding the nominal funding provided, in an IDX disclosure, it was stated that Ribbit Capital’s ownership of Bank Jago does not exceed 5%.

The company’s representative said that Ribbit’s arrival was considered strategic because they were previously known as venture capitalists that oversee top-notch fintech applications in the global arena. Services such as Robinhood, Revolut, Affirm, Nubank, Coinbase, and Credit Karma are included in the portfolio.

Ribbit is also a shareholder in an investment app developer startup Ajaib — they recently achieved ‘unicorn’ status through a new funding round with Ribbit Capital.

Validating future prospect

Digital banks are mushrooming amidst the rapidly accelerating financial technology ecosystem. It forces every service provider to present an added valuein their application. Bank Jago himself said that the formation of an ecosystem is one of its main strategies. In the last 12 months, for example, they have intensively collaborated with several fintech lending and wealth management platforms. Finally, they integrated the service into Gojek and the Bibit application.

Application Google Play Rank (Finance) Download Rating
Neobank 1 10 million+ 3,8
Seabank 19 100 thousand+ 3,8
Jago 21 1 million+ 3,8
New Livin’ 28 100 thousand+ 3,9
blu 43 100 thousand+ 4,0
Jenius 54 5 million+ 4,0
TMRW 80 500 thousand+ 4,0
LINE Bank 81 500 thousand+ 3,9

(Ranks based on data per October 8th, 2021 on 4PM)

According to Bank Jago’s President Director, Kharim Siregar, Ribbit’s presence in the ranks of strategic investors shows two things. First, validation regarding the prospects for digital banks in Indonesia, especially for the future of Bank Jago products. Second, their interest in participating in increasing financial inclusion in this country.

“This is a form of investor appreciation for Bank Jago’s business model as a digital bank that serves the mass market, is embedded in the ecosystem and uses the latest technology. We are on the right track to take Bank Jago to a higher level,” he said.

Looking at the prospects for integration with portfolios, the situation is quite the opposite. In the wealthtech segment, currently Bank Jago has collaborated with Bibit – Ajaib’s direct competitor. Meanwhile, another shareholder, Gojek, through its venture unit also invested in Pluang.

However, in general, Ribbit’s experience with the world’s top fintech applications is expected to provide support for achieving a broad financial services ecosystem.

Enhancing integration

Kharim also said that his company’s focus this year was to develop strategic partnerships to expand the scope of its service ecosystem. The use case to do is, Bank Jago users are expected to be able to use various types of financial services without having to switch applications. In choosing a strategic partner, common vision and passion are the main consideration.

Bank Jago business model / Bank Jago

Going forward, Bank Jago will continue to improve application capabilities with various services that focus on lifestyle and financial management.


Original article is in Indonesian, translated by Kristin Siagian

Noice’s Long Journey to Win the Audio Content Industry in The Country

To date, the entertainment app competition in Indonesia, either social media or streaming video/audio, is dominated by global players. The opportunity is there for local platforms, however, it requires differentiation and comply with the Indonesian people preferences to acquire new users.

This formula was successfully implemented by Vidio and Mola TV, which survived due to the strategy of broadcasting sports content exclusively, amidst the massive penetration of global video streaming platforms. According to research by Nielsen Sport in 2017, Indonesia (77%) ranks 2nd globally after Nigeria (83%) as a country with high interest in football.

That “exclusivity” formula doesn’t apply to audio streaming apps. There is no local platform dominates in this entertainment vertical. The opportunity has finally emerged since podcasts have mushroomed in Indonesia. DailySocial once reviewed how big the chances of local players to win in their own country through this voice-based content. Noice is one of which that is trying to pursue this position.

In an interview with DailySocial, Noice’ CEO Rado Ardian said, the podcast and non-music audio industry continues to grow, but the platform for providing quality non-music audio content is still very limited. As a result, Indonesia is still in a significant asymmetry position for support to digital-based entertainment content.

In Noice’s research, at least within 24 hours, Indonesians consume visual or on-screen content within 12 hours, then four hours off-screen which is an opportunity for audio platforms, and the remaining eight hours to rest.

Off-screen moments, or Noice calls them screenless moments, are moments where users listen to audio content, making it easy for those who are multitasking and productive in doing activities without looking at the screen, such as studying, driving, driving, or sports, but still want to enjoy entertainment content. quality.

This is validated by Noice’s annual achievements. Noice users increased by 144% in the last year or reached almost 1 million users. The average daily active listener spends more than 60 minutes on the Noice platform each day. In general note, users listen to the content at night before going to bed.

These users come from the age range of 18-34 years with various occupational backgrounds, including students, fresh graduates, employees, workers, and housewives. It is recorded that there are more than 100 original content has been produced by Noice’s creators, the number of which continues to grow. Comedy, horror, and hobbies are the favotite genres most people listen to.

“When the shows [we make] are getting more listeners, this is a validation of Indonesian people needs of screenless moment. We want to give a moment which the video content can’t provide,” Rado said.

Hyperlocal content

Noice always emphasizes on the hyperlocal strategy they bring as differentiation to similar players, also as part of the company’s hypothesis to be the home of audio content in Indonesia. Rado explained that this hyperlocal content prioritizes aspects of Indonesian and regional languages ​​with relevant topics in each region.

In further translating this strategy, Noice has developed a lot of tools to increase growth in terms of supply and demand. In increasing supply, the company will collaborate more with local communities to find quality creators to work through Noice.

From Noice’s observation, there are many local creators with quality content, but in visual form. For this reason, an educational process is needed through various webinars, therefore, creators can create quality audio content. In fact, the process of creating audio content is not arbitrary as it plays an element of the brain’s imagination with a series of words.

“Because making audio content is different from visual ones because you have to play a theater of mind, you have to know how to capture it in audio format. Therefore, you don’t just convert from visual content to audio, because the target audience is different,” Noice’s Chief Business Officer, Niken Sasmaya added.

In the process of creating audio content, she said, is much simpler than visual because it does not need to include supporting images. The thing is to arrange the flow of discussion and speaking style, therefore, it can capture the listener’s imagination, and the tapping experience will be even more different.

Niken continued, the Noice team provides full support with studio facilities, production and marketing teams specifically for creators who want to create original and exclusive content on Noice. “There are producers and programmers who will help us think of the concept we want to make in accordance to the listener’s interest,  then we look for suitable talents. It’s vice versa with the process [if any talent comes to Noice]. Thus, we’ll brainstorm with talent, what topics he likes to discuss.”

With the support of the Mahaka Group, which is Noice’s parent company, finding local talent will be easier because of its extensive network in the radio industry throughout Indonesia. Niken said Mahaka’s support in boosting Noice’s penetration was also intense, both in content partnerships and in collaboration with radio broadcasters.

“There are many famous radio influencers in Mahaka, we want to collaborate in these two worlds. We’re working on a plan regarding this.”

Apart from discovering and improving talent capabilities, Noice also creates a platform for more local creators can distribute their work via RSS feeds. Thus, Noice’s content supply is not only original and exclusive works.

Niken said, if there is a potential content in the future from this feature, it is possible that they will be invited to collaborate more deeply with Noice to become an exclusive partner.

Currently, there are some local creators have been recruited by Noice in its respective regions in the form of Original and Exclusive Noice, including Lambemu (Surabaya), Capila (Sulawesi), Balik Bandoeng (Bandung), and Stories of Hometown (Yogyakarta).

The presence of these local creators is able to boost the spread of Noice users. Although the majority are still in Jakarta (18.05%), there are also contributions from listeners in Surabaya (16.45%), Depok (8.24%), Makassar (5.29%), and Bandung (5.28). %).

Noice Live

Noice Live Journey

Meanwhile, to increase the demand side, Noice has developed a lot of features with objective to increase two-way interaction between creators and their listeners. The feature to represent that objective is Noice Live which the company just launched and will be a big feature in Noice.

Noice Live is actually not much different from Clubhouse because it allows real-time interaction between creators and listeners. The topics raised were varied, ranging from small talk, comedy, music, business, and current issues.

However, Rado said there are several differentiations that make Noice Live unique with Indonesian nuances. It includes providing live comment for listeners in the room. This feature is created because Indonesians like to be directly involved with their favorite creators.

Listeners who have registered can simply open the Noice application and click on the room to listen to the content. In addition, verified creators who want to create content in the Noice Live room can also invite listeners to become speakers/guests in the room.

“We want to create a new experience to increase engagement between creators and listeners in a two-way manner. From the existing collaborations with creators, the engagement is quite good, many of the live sessions last long because listeners are happy with the content. This is a new color for us, in the future, Noice Live will be able to be used in other formats.”

Noice Live is more selective for creators who want to create rooms, it only allows those who have been verified. Therefore, it’s not simply anyone can open a room. This is to maintain the quality of the content presented by Noice.

“Not everyone wants to be a speaker, some people want to stay behind the scenes. That’s why we made the room only for selective creators. However, there is a possibility for it to be open to more people, such as public figures or celebrities, therefore, the content can be of higher quality and more engagement occurs.”

Another feature to complements Noice’s ambition as a home for audio content is an audiobook named NoiceBook. It is said that currently 70 audiobook titles have been published, the plan is to reach 150 titles by the end of this year.

Aiming for a sustainable company

Rado said, Noice’s various efforts described above are to show its ambition to set a benchmark in the industry on how to create quality audio content, considering that the audio content industry is relatively new in Indonesia. “We wanted to participate in the industry with a benchmark set to inspire other podcasters looking to create audio content.”

Apart from that, the company has also made a series of monetization plans in the future to become a sustainable company. Niken explained that in the common audio content industry, there are many ways of monetization, for example adlibs that generate revenue sharing between companies and creators, as is what the radio industry is currently doing.

The company is to use the strategy this year. The monetization plan Noice’s has been doing is currently for original content produced in collaboration with creators appointed as talents. There is value given to them.

The company has also created virtual gifts on Noice Live for users to give to their favorite creators and it can also be cashed out. YouTube has implement this strategy through Super Chat.

“In the future we will start to generate monetization plan outside of exclusive and original content, there will be several monetization features to develop. We want to make it possible for creators to make Noice their livelihood,” concluded Niken.


Original article is in Indonesian, translated by Kristin Siagian

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Modalku Group Obtains Additional 256 Billion Rupiah Debt Funding

The Modalku Group announced $18 million (over 256 billion Rupiah) debt funding from a syndicate led by three financial institutions, Helicap Investments, the Social Impact Debt Fund (managed by Taurus Wealth Advisors), and a Japan based financial services group. This round is part of the company’s current debt funding target to raise $120 million.

These debt funds will be redistributed to finance MSMEs in the four countries where Modalku Group operates.

Separately, based on DailySocial.id’s source, Sumitomo Mitsui Banking Corporation (SMBC) channeled equity investment in a Series C round for Modalku worth of $15 million (over 213 million Rupiah).

Previously, in April 2020, the Modalku Group announced a series C equity funding worth of $40 million from a number of investors, including Softbank through the Growth Acceleration Fund, BRI Ventures, and Sequoia through SCI Investments.

In an official statement, through this debt funding, Helicap Securities acts as the main board with a single mandate, along with funding received from impact investors from Europe, such as Triodos Investment Management which has been Modalku’s institutional lender since late 2019.

Modalku’s Co-founder and CEO, Reynold Wijaya said, the Covid-19 pandemic is an important test for Modalku Group’s resilience and he is grateful to have successfully passed it, one way is by using a credit model based on Artificial Intelligence (AI).

“We will use the funds to continue developing the digital lending sector for SMEs. We believe that this is the beginning of a long-term relationship and will consistently drive the evolution of the company going forward,” he said, Thursday (7/10).

Helicap Pte. Ltd.’s Co-founder and CEO, David Z. Wang added, Helicap was established aiming to break down barriers for those in need for capital and those who can provide venture capital. This transaction proves that the interest and ability of individuals and institutions for financing opportunities through private loans remains and is sustainable.

“Helicap is in the right position to provide access to quality loans through our relationships with well-known lenders such as Modalku Group,” he said.

Modalku Group was founded in 2015 as a p2p lending startup that provides business loans for MSMEs. Companies use technology to support creditworthy MSMEs, but do not have access to financial services. More than 50% of each ASEAN member country’s GDP is MSMEs contribution, however, as many MSMEs have no history of credit scoring, their application for business loans usually rejected by traditional lending institutions.

The Modalku Group provides easier access to funding using alternative data points, including but not limited to MSME cash flows (which indicate their ability to repay loans), to approve loans.

In early February 2021, Modalku Group announced its expansion to Thailand after securing a loan crowdfunding license from the Thailand Securities and Exchange Commission (SEC). By using the Funding Societies brand, such as its operations in Malaysia and Singapore, the company wants to solve the challenge of 3 million MSMEs which business is hampered due to the difficult access for business loans, especially short-term loans.

The issue is similar to Indonesia as conventional financial institutions are more focused on long-term loans and loans without collateral.

It’s relatively low on productive sector

According to DSResearch and AFPI report, as many as 36.1 million borrowers in the productive sector borrowed Rp. 2.5 million to Rp. 25 million. Only 17.6% of them borrowed more than Rp500 million last year. This sector still require improvement by regulators, especially during this pandemic, many MSMEs are negatively impacted and have to survive.


Original article is in Indonesian, translated by Kristin Siagian
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Paper.id to Complete Series B Funding Round, Launching a B2B Paylater Service

The B2B invoicing and payment platform “Paper.id” is currently fundraising for series B round and to be announced in early 2022. Paper.id’s Co-Founder & CEO, Jeremy Limman said to DailySocial that the company is currently in the process of finalizing and plan to use the fresh funds to support product developments that have proven to be growing rapidly during this pandemic.

Paper.id’s latest funding was in 2019 for the series A round from Modalku fintech and Golden Gate Ventures. In early 2018, they also received seed funding from Golden Gate Ventures.

Pandemic elevating business

The number of Paper.id users has grown almost 3 times since the beginning of the pandemic last year. The invoices that have been processed has reached the highest level over Rp9 trillion, this number is claimed to have increased by 2 times from the same period last year. ​Currently, Paper.id has 300 thousand users and is spread across more than 300 cities and regencies in Indonesia.

“In general, the pandemic has negatively impacted the MSMEs, especially the tourism and retail sectors. However, Paper.id users belong to the sector-agnostic segment, therefore, several industries can still survive and continue to grow, such as logistics, FMCG and online sellers,” Jeremy said.

In order to increase financing options for users, Paper.id collaborates with a strategic investor, Buana Sejahtera Group, a group of companies engaged in finance, logistics, and hospitality to expand Paper.id’s capabilities in business funding and penetration into the conventional supply chain.

“Later on, we will ask our strategic investors about what business sector they want. Then Paper.id will recommend businesses that are eligible to get financing from the multifinance,” Jeremy said.

Launching a B2B Paylater

Aiming to help SMEs make their business easier, Paper.id launched its latest product, the B2B Paylater or Buy Now, Pay Later (BNPL). For buyers, they can get benefits in the form of an extension of time. Suppliers can also experience other benefits from this product through a new feature called “Get Paid Faster”.

Prioritizing the aggregator concept, Paper.id will later recommend business owners who want to use BNPL for fintech lending services to banks that have become strategic partners. Currently, there are 10 fintech service and banking partners, including Modalku, Bank Jago, and Pinjam Modal.

“In terms of financing, we cannot provide services for all. Thus, we have good partnerships with P2P, multi-finance and banking services. Everything will be tailored to the needs of the business,” Jeremy added.

In ensuring the business to run good track record, Paper.id conducts a curation process for businesses with intention to use BNPL through data invoicing on Paper.id. Therefore, banking partners and fintech services are guaranteed to get business recommendations with the best quality. Since the launching, Paper.id has validated more than 3000 invoices for BNPL products.

“With our experience that has channeled productive funding of more than Rp. 175 billion for MSMEs, BNPL is a feature that is much requested by our users and is expected to drive the MSME business development and help them manage cash flow better,” Jeremy said.

B2B Paylater in Indonesia

In a report titled “Indonesia Paylater Ecosystem Report 2021” published by DSInnovate, the paylater services that focus on business consumers is said to start mushrooming. The scheme is in the form of collaboration, between fintech lending and business service providers.

Indonesia’s B2B Paylater players

In contrast to productive loan products in the style of P2P Lending, B2B paylaters do not provide cash to improve business operations. They finance the expenditure of goods or services that are channeled directly to the provider.


Original article is in Indonesian, translated by Kristin Siagian

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Qapita Closes 213 Billion Rupiah Funding, Focusing on Expansion to Indonesia

Singapore-based legaltech startup Qapita announced $15 million (over 213 billion Rupiah) series A funding led by East Ventures through Growth Fund and Vulcan Capital. Participated also in this round NYCA and previous investors, including MassMutual Ventures, Endiya Partners, and several angel investors, including Alto Partners, partners from Northstar Group and K3 Ventures.

Previously, Qapita raised $5 million in the Pre-Series A round and $2.25 million in the seed round, respectively in April 2021 and September 2020. The company has raised a total of $22.25 billion in funding since it was founded.

Qapita is a legaltech company that helps private companies such as startups to manage company’s record of share ownership structures (known as capital tabulations/cap tables) and employee share ownership plans (ESOPs). The startup was founded in September 2019 by CEO Ravi Ravulaparthi, COO Lakshman Gupta, and CTO Vamsee Mohan.

The three of them saw an opportunity to digitize and make the private capital market more efficient. The founders come from diverse professional backgrounds with more than 20 years of experience working as bankers, investors and technologists in South and Southeast Asia.

Qapita’s Co-founder & CEO, Ravi Ravulaparthi explained that the fresh funds will be used to expand its operations in Indonesia, including to strengthen its client base in Singapore and India. He said, Indonesia is one of the fastest growing private markets in the world. It is now a good time to build operating systems and transaction rails for private enterprise ownership in the region.

“It is related to the use of technology to increase transparency, access, efficiency, and liquidity in the private market. This platform will also empower Indonesian startup employees in terms of company ownership. The Qapita team is very grateful to our shareholders and partners in Indonesia who have supported this effort,” Ravulaparthi said in an official statement, Wednesday (6/10).

The Qapita team has grown from 7 people, twelve months ago to around 65 people, today in Singapore and India. Qapita’s operational scope is now spread across three countries, India, Indonesia and Singapore.

The reason is said that these three areas have companies identify opportunities to use technology as it gathers three main trends. It includes the rapid growth in various startups, the expansion of several venture capital, and the financial digitalization.

Qapita predicts the private securities value in the region will exceed $1 trillion-$1.5 trillion (with 200-250 unicorns) in the next few years and scalable digital solutions will be critical for the ecosystem to thrive. Qapita equity management software solves problems related to HR (ESOP), finance and fundraising issues for private companies, investors, shareholders and employees.

Qapita’s marketplace enables secondary transactions for stakeholders. Qapita estimates that more than USD 150 billion of equity will require various liquidity solutions.

Ravulaparthi continued, the company plans to add more products to its platform with this funding round, not only to provide solutions for private companies and startups, but also investors, shareholders and employees.

“Qapita also plans to facilitate liquidity solutions through digital marketplaces that enable transactions for companies between their investors and employee stakeholders.”

East Ventures’ Co-founder & Managing Partner, Willson Cuaca stated his enthusiasm to invest more in Qapita to build an operating system for the private market in the region. “Qapita can be a liaison network between private companies, their employees, shareholders and investors in all matters relating to equities. The startup ecosystem in Indonesia and other regions is growing rapidly,” he said.

ESOP trend in Indonesia

Casting for skilled talent is an important task for startups, but retaining talented staff is another big challenge. High salaries and benefits are the traditional way to retain talent. However, this strategy does not always work, especially when the startup faces competition from other, bigger and more established startups.

In the ESOP, the employer allocates a varying number of company shares to each qualified employee, depending on the salary scale or other aspects. ESOPs usually come with a vesting period, during which employees are prohibited from selling shares.

Each employee’s stock is held in the company’s ESOP trust until the employee retires, leaves the company, or is allowed to sell their shares. Once fully entitled, the company can “buy back” shares from employees, either in its entirety or periodically through liquidity or buybacks.

The plan was created to increase employees dedication to achieve positive results for the startup, as the value of their shares will increase along with the value of the company. By owning shares in the company, employees are less likely to leave, thus potentially reducing employee turnover rates for startups.

The ESOP is becoming a method that is being used gradually in Southeast Asia for small startups to attract and retain talent. In Indonesia, on Ravulaparthi’s observation, this concept is just getting popular. While in India, it has been implemented since the last three years.

A joint survey conducted by Monk’s Hill Ventures and recruitment platform Glints found that in Southeast Asia, equality is a common compensation for C-level staff and other executive-level employees, yet not limited to junior or mid-level employees. The survey stated that less than 32% of participants were compensated in the form of equity. The preference for cash payments is the main reason for the low proportion.


Original article is in Indonesian, translated by Kristin Siagian

Emtek Group Sells Stake of KlikDokter to Kalbe Farma

Healthtech company KlikDokter is now fully owned by Kalbe Farma after taking 23.81% shares from Emtek Group’s subsidiary, PT Kreatif Media Karya (KMK). Since the beginning, Kalbe, through PT Karsa Lintas Buwana (KLB), has been the major shareholder of 76.19% in KlikDokter when Emtek entered in 2016.

According to the disclosure on IDX, the transaction was completed on September 30, 2021, worth of IDR 62.5 billion. PT Medika Komunika Teknologi (MKT) which is the owner of KlikDokter service approved the decision to sell all shares or a total of 1,000 series B shares owned by KMK, each of 999 series B shares to KLB and 1 share to PT Hexpharm Jaya Laboratories (HJ) .

After the exchange, the latest composition is KLB with 99.98% ownership as follows, a total of 1000 series A shares or the equivalent of 23.81%; a total of 3,199 series B shares or the equivalent of 76.71%; and HJ with 1 share of series B or the equivalent of 0.02%.

Kalbe Farma’s Corporate Secretary, Lukito Kurniawan Gozali said that corporate actions were carried out to increase capital in the context of developing business in the future. “KMK has no affiliation and/or conflict of interest with the company [Kalbe Farma],” he wrote.

KlikDokter is one of the oldest healthtech companies as it has been operating since 2008. KlikDokter’s initial product was a health information portal that focused on accuracy and updates from trusted sources. Moreover, develop features around health services – such as online consultations, medical devices, hospital directories, online drug recommendations, drug delivery, to online ordering, which is accessible through websites and applications.

Various healthtech startups

In terms of service, other healthtech players has offered similar solutions to KlikDokter. In Indonesia, KlikDokter competes with several players, such as Halodoc, Alodokter, SehatQ, GoodDoctor, and others. According to RevoU’s findings, the most popular health application in Indonesia is Alodokter, based on website and social media data.

Alodokter’s monthly website visitors reached 51.3 million, followed by Halodoc with 45.8 million and SehatQ with 18.4 million. Next, there is KlikDokter with 15.1 million visits and GoodDoctor with 656,500 visits.

Based on the number of followers on various social media platforms, Instagram for example, both Alodokter and Halodoc are the leaders compared to the other three. On Facebook and Twitter, KlikDokter is a health application with the number one followers in Indonesia with 4.1 million page likes and 69 thousand followers respectively.

Meanwhile, according to the findings of the Global Consumer Survey Statista, Indonesia is the third country with the largest users of telemedicine applications. During the pandemic, the demand for telemedical services is increasing as patients can easily connect with medical practitioners virtually. Therefore, this pandemic provides a great opportunity for telemedical services to grow bigger.


Original article is in Indonesian, translated by Kristin Siagian

Application Information Will Show Up Here

Digital Bank Remains a “Nice to Have” Alternative

I am Randi (29). I currently work as a private employee and live in one of the tier-3 cities in Central Java – working full time remotely. Although living in a small district, access to public facilities such as banks and modern retail is quite easy. I live at home with my wife [housewife] and a toddler. Using the Socio-Economic Status (SES) category commonly used in the survey, my current condition is fit to “A” at the middle class level.

If you look at the financial records application that I manage with my wife, our average monthly expenses are in the range of IDR 4 million to IDR 6 million [increased by 40% after having children]. Some routine expenses are including bill payments, daily necessities, children’s needs, health including child immunization, and entertainment. Beyond that, there are always sudden or urgent needs issued every month with an indeterminate amount.

In managing financial flows, we have several bank accounts for specific purposes. Permata Bank is my office payroll, Bank Mandiri used as savings, and Bank BRI is to pay various routine bills. These bank options have each fundamental reason. First, the office mandatory; even though the nearest Permata Bank branch is in the next town which is about 45 minutes away by car. The Mandiri account used for savings is actually my wife’s former payroll account when she used to work.

Meanwhile, BRI account is used due to the nearest branch office, across my house along with an ATM. Therefore, it is quite easy if you have to withdraw cash. That’s important, because in order to truly become a cashless society here is still challenging. I remember clearly a few weeks ago, the batagor shop near my house had attached a LinkAja sticker; but when I asked to pay with non-cash option, the merchant refused. The same goes with shopping at department stores in the city, the EDC machine sometimes doesn’t work, forcing me to withdraw cash at the nearest ATM.

Apart from banks, I also use several e-money services. Currently, I actively using OVO, LinkAja, and ShopeePay. Mostly used for transactions in e-commerce and ride-hailing applications. I use a premium financial bookkeeping app on my phone.

Introducing digital bank

This year, digital banks are getting more popular each day. Even though I know  services such as Jenius or Digibank have been available in previous years, however, I was not intrigued to try at that time, it was also directly offered by salesmen at airports and shopping centers.

In the last few months, I have been interested in exploring the latest digital banking applications.

For me, the definition of a digital bank is quite simple. It is completely digital without having to be bothered with complicated procedures at branch offices, especially in terms of opening an account and the administrative process that follows.

In the last three months, I have installed and tried at least 9 digital bank applications on my smartphone, from TMRW ID, Jago, Motion Banking, LINE Bank, Jenius, SeaBank, neo+, Digibank, and blu.

Screenshot of the list of digital bank applications installed on the phone

Apart from Digibank and neo+, I had experienced quite easy registration process. I also received debit cards for all five banks, apart from blu and SeaBank which don’t offer physical card facilities.

For Digibank, the verification process should be done through a biometric service on a smartphone, however, either my device that doesn’t support it or other factors, which require me to do manual verification through an agent. The closest one is in Yogyakarta, at a shopping center or branch office – apart from having to travel 1.5 hours, I couldn’t make it due to the pandemic restriction.

For neo+, i have to wait in line, and it’s a long one. I registered on June 16, 2021 and my queue number is 83,971. After a few weeks, I got a call from the bank to make an appointment to verify via phone the next day. Unfortunately, the phone rang when I was in the bathroom. I have to wait for a new queue number – until now I haven’t gotten another call for verification.

Digital bank experience

The registration process is relatively similar with all applications. We have to fill some personal data on the form, taking selfies with ID card, and uploading other supporting documents [NPWP]. Furthermore, the verification processwas done by video call through the application. In some banks, users have to wait in long queues to verify. Even from my experience, there were times when someone had to repeat 2-3 times with different agents, because their ID cards were not visible during the verification process.

In addition, in the registration process, users will be presented some options in the account: for saving, investing, credit, or others. In this experiment, I chose investment for all apps.

Debit card from several digital bank accounts

As the bank account has been created, some banks also provide the debit card option. In Jenius the minimum balance is Rp500 thousand in order to obtain a VISA Debit – although when the request completed, the money can be spent (it doesn’t have to be deposited). While other banks didn’t require such thing.

Regarding the card variant, I got VISA labeled debit card for Jago bank, LINE Bank, and Jenius, while TMRW and Motion Bank used the GPN logo. As I calculated the time from successfully verified to the debit card delivery process is relatively fast – LINE Bank takes the longest under the pretext of a busy card printing line.

Application Registration Verification Delivery
Blu Easy Relatively fast Card is unavailable
Jago Easy Relatively fast 1-2 weeks
Jenius Easy Medium queue (require scheduling) 1-2 weeks (after top-up)
LINE Bank Easy Medium queue Lebih dari 4 minggu
Motion Banking Easy Relatively fast 1-2 weeks
TMRW ID Easy Relatively fast 1-2 weeks
SeaBank Easy Relatively fast Card is unavilable
Digibank Easy Long queue (require scheduling or manual verification) Registration failed
Neo+ Easy Long queue (require scheduling) Registration failed

In my observation, digital banking really provides a new experience to have a bank account–compared to the process I previously went through when creating an account at a conventional bank.

Regarding the user interface and user experience, it has been relatively easy for me. It’s typical for today’s applications. I tend to be able to adapt immediately to existing features without having to fumble or find out separately through search engines. However, regarding performance, some applications still require improvement. I experienced forced close several times and it was difficult to get into the dashboard. For example, what happened with Bank Jago this morning (9/30).

Impressive yet nonessential features

In general note, each application has basic services such as savings, top-up features to e-money, and transfers. In my experience using each application, there are some impressive features, as follows:

Application Impressive features
Blu (version 1.8.0)
    • bluGether: financial planning with other users (3% interest per year)
    • bluDeposit: creating deposito for minimum amount of Rp1 million (bunga 4% per tahun)
    • Withdraw cash fro app via the nearest BCA ATM
Jago (version 5.7.0)
    • Kantong: separate savings based on financial purposes
    • Kirim & Bayar: sending payment request or split-bill
    • Connected with Gojek and Bibit
Jenius (version 3.1.0)
    • Save It: saving feature with various specification for certain financial purposes
    • Moneytory: for the financial analysis and report
    • Tagih Uang: sending payment request or split-bill
LINE Bank (version 1.1.5)
    • Time Deposit:  short term deposit with minimum amout of Rp1 million
Motion Banking (version 2.1.3)
    • Service management for deposits, KTA or KPR through application
TMRW IDE (version 4.1)
    • City of TMRW: gamification feature for savings with unique visualization and concept
SeaBank (version 2.7.0)
    • Savings with relatively high interest, at 7% per year

By selecting the “investment” option while registering, some services offer a deposit feature. Personally I am not interested in using this instrument as investment option – either for the short or long term. My current financial condition forces me to be more conservative in investing. However, I’m starting to consider stock and mutual fund instruments as suggested by my colleagues.

This feature has actually available on Bank Jago through its integration with Bibit and will soon be available on Jenius. However, it feels less comprehensive compared to creating a direct investment application. Therefore, I’m still comfortable with a separate application regarding this.

In terms of features like bluGether, pocket Jago, or Save it on Jenius, it’s actually interesting for me with partner to manage our financial. However, I currently feel one account with shared access is still sufficient, instead of having to register new accounts. The effort to transfer balances to the existing digital bank services are still considered “a lot” compared to its benefits, it’s not necessary for us right now.

As my wife and I discussed about migration, she also prefer to stick with the current application. There are two reasons, she only has single source of income from me and she is reluctant to create a new bank account – even though it is fully digital and will eventually gain access to a jointly managed savings account.

City of TMRW feature

The unique feature that is quite impressive is the City of TMRW. We are encouraged to save regularly every day, starting from a nominal value of IDR 20,000. Every time we increase the balance, the level of the virtual city displayed will get better. The gamification animation is also very interesting. I thought that later something like this would be fun to use for my children, while teaching them about regular savings.

After exploring and trying some of these features, I came to the conclusion that currently the urgency is still at the “nice to have” level, It is not yet urgent and compelled to replace the previous service. Moreover, the mobile banking application that I currently use on a daily basis is also continuously being developed and actually very easy. For example, through the PermataMobileX application, I can withdraw cash from the nearest Indomaret – it is quite helpful in the absence of a bank branch in my district.

What to expect from financial app?

The financial management that my small family and I use still requires several applications: mobile banking, financial records, e-money, and investments. Therefore, the process is still separate.

The pain points often encountered are sometimes nominal in notes are not the same as those in other applications; and require a separate top-up when you want to use e-money for example for shopping. Every month, I also have to make separate transfers to the account used for savings and transactions.

Living in a tier-3 city also forces me to keep my debit card for cash withdrawal to be used at various EDC machines and ATM Bersama. The blu feature might be interesting as it can withdraw cash through the application, unfortunately, BCA ATMs is still very limited in here — the closest one is require travel for 12 km.

Actually, if you look at the existing digital bank vision, they are trying to accommodate the pain points that I experience, adapting to the lifestyle of today’s young people, for example the pocket feature to separate the budget or integration into consumer services, therefore, it’s no longer necessary to top-up e-money. It’s probably because it’s still in the early stages, the user experience is not enough to ensure me to change direction, switching from conventional banks.

However, it is possible, when the integration is wider and the performance is more reliable, the “nice to have” level will change to “mandatory”.

I imagine, for my younger siblings who are still in college and starting to work (first jobber), this digital bank option could be interesting opportunity – especially when they are yet to have a personal account. When it is configurated for financial management from the beginning, these banks offer attractive capabilities with modern designs, and I don’t hesitate to suggest one of the applications I have tried to my colleagues.


Original article is in Indonesian, translated by Kristin Siagian