Mandiri and Shopee Officially Launched “Co-Brand” Credit Card

Bank Mandiri and Shopee launched a co-brand credit card, the Mandiri Kartu Kredit Shopee, by leveraging the global Visa network. This is said to be the first collaboration in Indonesia, offering the convenience of non-cash transactions on the marketplace platform using a credit card.

On a general note, Indonesia’s credit card penetration is classified as minimal. Based on Bank Indonesia’s data, the number of commercial bank credit cards as of the end of December 2020 was at 16.94 million, down 3.14% YoY from the previous year at 17.49 million. The credit card transactions volume was at 274.68 million, down 21.34% on an annual basis.

Shopee’s presence in Indonesia as a marketplace platform with the highest average visits of up to 90 million times over the past year, according to the iPrice report, is an opportunity to drive credit card penetration.

Bank Mandiri’s Network & Retail Banking Director, Aquarius Rudianto said that this collaboration was very strategic as Shopee was also one of the main players in the e-commerce industry, therefore, the platform had a very large user base.

“With the various transaction convenience offered by Mandiri Credit Card combined with security features and the benefits of Shopee-style shopping, we expect the credit card-holders will get more often to shopping,” he said in a virtual press conference, Wednesday (17/3).

Shopee Indonesia’s Executive Director, Handhika Jahja added, as a technology-based company, Shopee is committed to meeting the needs of every user through a series of initiatives and innovations, one of which is by collaborating with well-known partners to expand the product.

“We expect that the collaboration between Shopee and Mandiri can be the first series of collaborations that bring benefits, especially in providing convenience, more benefits, and the best online shopping experience for users,” Jahja said.

Peluncuran Mandiri Kartu Kredit Shopee / Bank Mandiri — Mandiri Shopee Credit Card Launching / Bank Mandiri

Through this co-brand credit card, the two companies have prepared various offers, such as promos or discounts, cashback, free administration fees for both full payment transactions or special installments at Shopee, which can facilitate people to shop but stay financially smart.

Supported by Visa cardholders can shop at more than 70 million Visa merchants worldwide, in more than 200 countries, using more than 160 currencies. The card has also equipped with contactless technology, where cardholders simply tap the card at the payment terminal and enter a PIN for transactions up to Rp1 million.

In order to apply for this co-brand credit card, Shopee users can apply directly through the Shopee application. Next, they will be contacted by Bank Mandiri for the verification process.

Currently, Bank Mandiri has issued more than 1.8 million credit cards. Apart from Shopee, Bank Mandiri has also collaborated with Traveloka in a similar mechanism.

–
Original article is in Indonesian, translated by Kristin Siagian

Application Information Will Show Up Here

Bank Mandiri dan Shopee Luncurkan Kartu Kredit “Co-Brand”

Bank Mandiri bersama Shopee meluncurkan kartu kredit co-brand Mandiri Kartu Kredit Shopee dengan memanfaatkan jaringan global Visa. Kerja sama ini diklaim pertama kalinya di Indonesia, menawarkan kemudahan bertransaksi nontunai di platform marketplace dengan menggunakan kartu kredit.

Seperti diketahui, penetrasi kartu kredit di Indonesia tergolong minim. Mengutip dari data Bank Indonesia, jumlah kartu kredit bank umum per akhir Desember 2020 tercatat 16,94 juta, turun 3,14% yoy dari sebelumnya sebesar 17,49 juta. Volume transaksi kartu kredit tercatat 274,68 juta, turun 21,34% secara tahunan.

Kehadiran Shopee di Indonesia sebagai platform marketplace dengan rataan kunjungan tertinggi hingga 90 juta kali sepanjang tahun lalu, menurut laporan iPrice, menjadi celah untuk mendongkrak penetrasi kartu kredit.

Direktur Jaringan & Retail Banking Bank Mandiri Aquarius Rudianto menuturkan, kolaborasi ini menjadi sangat strategis karena Shopee juga merupakan salah satu pemain utama di industri e-commerce sehingga platform memiliki basis pengguna yang sangat besar.

“Dengan berbagai kemudahan bertransaksi ala Mandiri Kartu Kredit yang dikombinasikan dengan fitur keamanan dan aneka keuntungan berbelanja ala Shopee, kami berharap pemegang kartu kredit akan semakin rajin berbelanja,” tuturnya dalam konferensi pers virtual, Rabu (17/3).

Direktur Eksekutif Shopee Indonesia Handhika Jahja menambahkan, sebagai perusahaan berbasis teknologi, Shopee berkomitmen untuk memenuhi kebutuhan setiap pengguna melalui rangkaian inisiatif dan inovasi, salah satunya dengan berkolaborasi bersama-sama mitra-mitra ternama untuk perluas ragam piliha produk.

“Kami berharap kolaborasi Shopee bersama Mandiri dapat menjadi rangkaian awal kerja sama yang membawa manfaat khususnya dalam memberikan kenyamanan, keuntungan lebih dan pengalaman belanja online terbaik bagi pengguna,” kata Handika.

Dalam kartu kredit co-brand ini, kedua perusahaan telah menyiapkan beragam penawaran, seperti promo diskon atau potongan harga, cashback, bebas biaya penanganan baik untuk transaksi full payment atau cicilan khusus belanja di Shopee, yang dapat membantu masyarakat untuk berbelanja, namun tetap cerdas dalam keuangan.

Dengan dukungan Visa, maka para pemegang kartu dapat berbelanja di lebih dari 70 juta merchant Visa di seluruh dunia, di lebih dari 200 negara, dalam lebih dari 160 mata uang. Kartu juga sudah diusung dengan teknologi contactless, di mana pemegang kartu cukup men-tap kartu ke terminal pembayaran tanpa kartu harus berpindah tangan dan memasukkan PIN untuk transaksi sampai dengan Rp1 juta.

Untuk pengajuan kartu kredit co brand ini, pengguna Shopee dapat mengajukan langsung melalui aplikasi Shopee. Berikutnya akan dihubungi oleh Bank Mandiri untuk proses verifikasinya.

Saat ini Bank Mandiri telah menerbitkan lebih dari 1,8 juta kartu kredit. Selain Shopee, dalam kerja sama serupa ini juga pernah dilakukan Bank Mandiri bersama Traveloka.

Application Information Will Show Up Here

KULO Group Rilis Aplikasi Mobile, Optimalkan Platform Pemesanan dan Loyalitas

Perusahaan F&B KULO Group merilis aplikasi untuk permudah konsumen mengakses sembilan brand di bawah grup secara lebih mudah dari lokasi terdekat. Aplikasi secara resmi dirilis ke publik pada 17 Maret 2021 mendatang, tersedia di Android dan iOS.

Saat ini KULO memiliki 1500 outlet yang tersebar di seluruh Indonesia dengan sembilan brand terdiri dari Kopi Kulo, Pochajjang Korean BBQ, Kitamura Shabu-Shabu, Oseng Mie Jontor, Mazeru, Xiji Street Snack, MoTahuAja, Bu Eva Spesial Sambal, dan Xi Bo Ba.

CMO KULO Group Michelle Sulistyo menuturkan, kehadiran aplikasi ini merupakan bentuk penawaran perusahaan agar konsumen dapat mengakses seluruh brand dari lokasi terdekat dengan harga yang lebih terjangkau. Sebelumnya, KULO memanfaatkan kehadiran outlet untuk menerima dine-in, takeway, dan online food delivery bekerja sama dengan platform seperti GrabFood dan GoFood.

“Yang membedakan dari aplikasi dengan order online adalah kami ingin berikan promo eksklusif yang hanya bisa ditemukan di aplikasi, bisa tukar poin dan redeem, dan special privilege mencoba produk baru yang akan kami luncurkan lebih dulu di aplikasi,” terang Michelle, Senin (15/3).

Aplikasi juga dilengkapi dengan berbagai macam fitur seperti pilihan untuk delivery atau pick up dengan menentukan jadwal sesuai pilihan konsumen, akses menu yang lebih lengkap dan beragam, dan fitur refer to friend untuk mendapatkan poin ekstra apabila teman mengunduh dan melakukan pembelian lewat aplikasi.

Tampilan aplikasi KULO / KULO Group

Ke depannya akan ada lebih banyak fitur yang akan disiapkan perusahaan untuk memanjakan konsumen, salah satunya adalah reservasi online apabila konsumen ingin makan langsung di restoran.

Secara model bisnis, KULO belum memanfaatkan cloud kitchen dalam operasionalnya, sehingga pemesanan dari aplikasi baru memungkinkan untuk satu outlet dari satu brand saja. Kendati demikian, Michelle menegaskan setiap outlet memungkinkan konsumen untuk memilih lebih banyak variasi pilihan entah itu menambah es, gula, saus, dan sebagainya yang tidak ditemukan saat memesan lewat aplikasi food delivery.

Selama pandemi, sambungnya, perusahaan juga turut terdampak dari sisi kunjungan konsumen untuk dine-in. Misalnya, untuk menu santapan yang lebih nikmat dinikmati langsung di lokasi, akhirnya harus take away untuk di makan di rumah. Alhasil, meski tidak dirinci lebih jauh, secara keseluruhan bisnis perusahaan cukup terbantu dengan kinerja dari brand minuman daripada makanan.

“[Saat awal pandemi] sempat turun, tapi sekarang sudah stabil naik. So far hampir semua brand kita ramai [pembeli], tapi untuk yang paling ramai brand minuman daripada makanan,” pungkasnya.

Gredu to Close Series A Funding, Mapping for Expansion This Year

Edtech becomes one of the few sectors that has been gaining positive impact during the pandemic. The new online habit of teaching and learning activities through digital channels has made Gredu’s distance learning system the best option for schools. Entering the new year, Gredu aims for expansion as the next focus.

Gredu’s Sales Lead, Theresia Andina said that the team is targeting to collaborate with at least 200 schools or convertible to 70 thousand new users for the first quarter of this year. The expansion will be focused on areas such as Pangandaran, Yogyakarta, Tangerang, Cirebon, and Southeast Sulawesi.

“From 2021 onwards, there is still a great potential in Indonesia to be explored, although each school has different facilities and infrastructure,” Andina said.

Market expansion certainly requires additional capital. Andina mentioned that Gredu has prepared to raise another funding round this year. “Series A funding in the middle of the year,” she added.

When Gredu introduced the school digitization app in January 2020, they announced the pre-series A funding led by Vertex Ventures. Meanwhile, in the seed funding round, they received fund from angel investors and Global Wakaf Corporation.

2021’s current plans

In addition to school collaboration for distance learning, Andini explained, Gredu had done several other things. Some of these include running mobile assistance campaigns for students in need of online training.

Starting from here, Gredu claims to have 350 thousand users across Jabodetabek, West Java, East Kalimantan, Aceh, West Sumatra, Bengkulu, Bangka Belitung and Ambon.

The number of school partners increased significantly, from under a hundred to 300 schools. Andini said this condition would not last forever because the pandemic would end and teaching and learning activities would return to normal.

However, Andini optimistic their learning management system (LMS) platform will not be left out by the school after the pandemic. The reason is, she thought, what has changed after the pandemic will be limited to teaching and learning activities, but not for other school management activities.

“Therefore, we will continue exploring ways to digitize all the processes. Therefore, all the necessary processes at school will be provided by Gredu,” Andini said.

Gredu alone has been around since 2016 with the founding team Mohammad Fachri (CTO), Rizky Anies (CEO), and Ricky Putra (COO). In January 2020, they introduce a school digitization platform which turned out to be aligned with the school’s needs affected by the pandemic.

With a B2B business model, Gredu offers SaaS services to digitize school processes from attendance, scheduling, teaching, and learning activities, to monitoring channels for parents of students.

According to data summarized by the Edtech Report 2020 released by DSResearch, the education management platform has indeed become one of the fastest-growing innovations in Indonesia and the regional market. Apart from Gredu, in Indonesia, there are also several startups that offer similar services, including Quintal, InfraDigital, and Codemi.

In June 2020, InfraDigital has secured the series A Funding led by AppWorks after receiving seed funding in February 2019.

–
Original article is in Indonesian, translated by Kristin Siagian

Application Information Will Show Up Here

Gredu Segera Rampungkan Pendanaan Seri A, Tahun Ini Gencarkan Ekspansi

Edtech adalah satu dari segelintir sektor yang mendapat dampak positif selama pandemi berlangsung. Kegiatan belajar mengajar yang berganti rupa melalui kanal digital menjadikan sistem pembelajaran jarak jauh milik Gredu terus dilirik sekolah-sekolah. Memasuki tahun baru, Gredu menatap ekspansi sebagai fokus berikutnya.

Sales Lead Gredu Theresia Andina mengatakan, pihaknya menargetkan menggandeng minimal 200 sekolah atau setara 70 ribu pengguna baru untuk kuartal pertama tahun ini. Ekspansi akan dipusatkan ke daerah-daerah seperti Pangandaran, Yogyakarta, Tangerang, Cirebon, dan Sulawesi Tenggara.

“Dari 2021 hingga seterusnya masih besar potensi yang bisa digarap di Indonesia walaupun sarana dan prasarana di tiap sekolah masih berbeda-beda,” ujar Andina.

Ekspansi pasar tentu membutuhkan modal tambahan. Andina menambahkan Gredu memang telah menyiapkan rencana untuk kembali menggelar babak pendanaan pada tahun ini. “Rencana seri A di pertengahan tahun,” imbuhnya.

Saat Gredu memperkenalkan aplikasi digitalisasi sekolah pada Januari 2020, mereka sekaligus mengumumkan pendanaan pra-seri A yang dipimpin oleh Vertex Ventures. Sementara pada babak pendanaan awal, mereka mendapat suntikan dari angel investor dan Global Wakaf Corporation.

Rencana lain untuk 2021

Selain menggandeng sekolah-sekolah untuk menggelar pembelajaran jarak jauh, Andini menjelaskan, Gredu sudah melakukan beberapa hal lainnya. Beberapa di antaranya adalah mengadakan kampanye bantuan gawai untuk siswa yang membutuhkan hingga menggelar pelatihan daring.

Berangkat dari upaya tersebut, Gredu mengklaim sudah memiliki 350 ribu pengguna yang tersebar di Jabodetabek, Jawa Barat, Kalimantan Timur, Aceh, Sumatera Barat, Bengkulu, Bangka Belitung, dan Ambon.

Pertumbuhan jumlah sekolah yang digandeng Gredu pun meningkat pesat dari awalnya hanya puluhan, kini menjadi 300 sekolah. Andini mengatakan kondisi ini tidak akan berlangsung selamanya karena pandemi pun pasti bakal berakhir dan kegiatan belajar mengajar kembali seperti semula.

Namun Andini ragu setelah pandemi platform learning management system (LMS) mereka akan ditinggal sekolah. Pasalnya menurut dia yang berubah setelah pandemi akan sebatas kegiatan belajar mengajarnya saja, tapi tidak untuk kegiatan manajemen sekolah yang lain.

“Maka dari itu kita akan terus survei untuk mencari cara mendigitalisasi semua proses yang dibutuhkan. Jadi semua proses yang dibutuhkan satu sekolah akan di-provide oleh Gredu,” jelas Andini.

Gredu sendiri sudah ada sejak 2016 dengan pendiri Mohammad Fachri (CTO), Rizky Anies (CEO), dan Ricky Putra (COO). Baru pada Januari 2020 mereka memperkenalkan platform digitalisasi sekolah yang ternyata bertepatan dengan kebutuhan sekolah yang terkena dampak pandemi.

Dengan model bisnis B2B, Gredu menawarkan layanan SaaS untuk mendigitalisasi kebutuhan sekolah mulai dari presensi, penjadwalan, kegiatan belajar mengajarnya, hingga kanal pengawasan bagi orang tua siswa.

Menurut data yang dirangkum Edtech Report 2020 yang dirilis oleh DSResearch, platform manajemen pendidikan memang menjadi salah satu inovasi yang berkembang pesat di Indonesia dan pasar regional. Selain Gredu, di Indonesia juga ada beberapa startup yang tawarkan layanan serupa, di antaranya Quintal, InfraDigital, dan Codemi.

InfraDigital sendiri pada Juni 2020 lalu baru saja membukukan pendanaan seri A yang dipimpin AppWorks setelah sebelumnya dapatkan pendanaan awal pada Februari 2019.

Application Information Will Show Up Here

Gambar Header: Depositphotos.com

Building an Innovation Mindset to Achieve Digital Transformation in Government

Digital transformation is currently becoming a to-used term, not only in the technology business ecosystem, but also in almost all industrial fields, especially for SMEs and conventional businesses. The implementation of digital transformation in various fields has been proven to increase efficiency and effectiveness, both from an operational and budget perspective.

Apart from business, digital transformation is also intensively implemented in government systems around the world. In an era when internet access and technology adoption rate are getting higher, the implementation of digital governance is very important. The goal is for citizens to enjoy government services as they deserve using various technology products and applications provided by technology companies and digital startups.

However, realizing an ideal digital government is not an easy thing. This is because successful digital governance is not only captured by a number of websites and applications created by government agencies, but also from how the digital products and platforms can actually make it easier for people to access government services.

One country that has successfully implemented a proper digital government system is New Zealand (New Zealand). Through its website www.govt.nz, residents of New Zealand can access a variety of government services. Starting from issues related to population administration, health, work, to business establishment of various services. Reflecting on the success of the New Zealand government system, there are several aspects that can be learned, including the following.

Innovative mindset in the Government

Innovation, especially in terms of technology, is an important element in digital transformation, both in companies and in government. However, efforts to realize an ideal digital government will certainly be difficult if the government mindset is still conventional.

To realize an ideal digital government system, an innovative mindset must be embedded in all levels of government, especially stakeholders with important positions and roles in government. This is one of the fundamental aspects in building a digital government system. An innovative mindset will help decision makers to be open to new ideas and technological solutions that can be presented through digital transformation.

Put Citizens as Customers

Realizing and implementing a digital government is like establishing and developing a technology business. One way is to treat citizens as customers or users of their digital products. Platform development that is in development also needs to pay attention to convenience for users, have a clear flow of information, and present a good and simple appearance.

As the digital products made by startups, service development should also be done dynamically and agilely. They need to collect feedback from users, measured and analyzed to find out how much satisfaction citizens are with this digital-based government service. Input from users can also be used as provisions in developing the platform to better suit the needs of citizens.

Collaboration is the Key for Innovation

One of the false assumptions in the implementation of digital government is that every government agency needs to create its own platform and application to digitize its services. New Zealand had also experienced this in 2006. At that time, all ministries competed to create websites and applications. However, after conducting a survey, the number of existing applications and websites makes people confused in choosing what service is right for their needs.

Finally, the New Zealand government created a main website, www.govt.nz, which is able to provide comprehensive information on various government services available, and direct its users to the relevant government agencies. This shows that in a good digital government, all institutions do not always operate and work independently. Collaboration between ministries and existing government agencies can actually make the services developed easier for the public to use.

Apart from developing its main platform, the New Zealand government also supports employees in government agencies to be able to develop innovative solutions for the public sector. One of them is by organizing the NZ Govtech Accelerator program which has been organized since 2018 and has produced various projects that are able to help the problems of its citizens. NZ Govtech Accelerator participants are also not limited to the New Zealand government. This program is open to all government agencies, both national and local around the world, as well as companies and startups with ideas to develop solutions in the public sector.

Not only for their own country, the New Zealand government also encourages and assists neighbor countries in the South and Southeast Asian region to be able to build and realize successful digital governments through the G2G Know-How cooperation program. In this collaboration, New Zealand will provide a team of experts to analyze various public sector problems in a country, then provide views and solutions based on the steps that have been successfully performed in New Zealand, and adapt to the existing conditions in that country. They will also help measure the effectiveness and success of the implemented solutions, and provide an evaluation for these solutions.

Realizing digital transformation in government is not an easy thing. It needs a long learning process, and indeed takes a long time. Support and input from the community is also very important in order to find the best solution that can make it easy for citizens to access various government services easily, fast, anytime, and anywhere.

–
Original article is in Indonesian, translated by Kristin Siagian

Potential Synergy of Startups and Retails to Realize “New Retail” in Indonesia

New retail is a term popularized by e-commerce giant Alibaba to describe the combination of online and offline retail through digitizing the trade process or what is called the retail value chain. The goal is to provide a better user experience (UX) for the benefit of merchants, consumers, as well as various partners involved in business processes.

Based on the CGAP study, the new retail concept democratizes several dimensions in the trading business, including (1) supply chain and distribution logistics, (2) value-added services for producers/retailers, (3) an integrated shopping experience for consumers.

With its financial resources and capabilities, Alibaba develops all these aspects independently. But what if we are faced with the opposite condition, when digital transformation met the legacy business processes, change cannot be done quickly – with various limited resources.

Potential synergy

The realization of new retail, especially in Indonesia, can be done with a synergy between technology startups and retail companies. This synergy may be started by identifying the most fundamental aspect of new retail itself, which is none other than building a data warehouse. The collected data will be used for various needs such as predictive analysis.

If we look deeper, there are several data that can be used in the retail business process to help the decision-making system, including payment/transaction data, product data, promotional data, and logistics/supply chain data.

Not only the digitization process performed by many traditional retailers, but these data must also be integrated by each party to produce comprehensive insights. For example, between product data, transaction trends, and a logistics system to help retailers ensure the food stock always in prime condition.

Technically, there must be good connectivity between the point of sales applications that accept transactions from consumers, applications for available items in warehousing units, to supply chain applications that connect retailers with their partners.

The use of digitization tools will significantly convert data settings that are produced or managed by retailers. The existing platforms are generally open, allowing integration with other digital services. For example, a financial recording application that can be integrated with a cashier system or digital wallet transaction dashboard via an API connection.

Research conducted by Accenture also shows a trend of accelerating digital transformation in the retail and FMCG sectors during the pandemic. There are ten aspects to be captured, from the willingness to decompose consumer data into knowledge, improving sales management, to improving the partner ecosystem.

DSResearch’s survey on FMCG/retail companies also shows roughly the same results. The transformation vision launched a breakthrough that opens the potential for new products/services and adapts to the trend of consumer needs.

Collaboration form

Studying the form of digital transformation from the DSResearch report above, there are several models that retail companies can adopt when collaborating with startups. The first form is system adoption, simply put retailers only need to become premium customers of digital services provided by startups. Several platforms provide flexibility to customize needs at a limited level.

The second form is through strategic partnerships. In Indonesia, for retail companies or FMCG, this practice does not seem common, it’s just that some have done it. Companies with greater scale and capability can participate in startup development – generally through ownership, aka the company becomes a shareholder (either majority or minority). This model allows vision alignment between companies, therefore, they can synergize more closely.

The third is through sharing platforms, some startups are dependent on business partners in terms of product fulfillment. Especially for those who develop an online-to-offline based system.

New consumer experience

Through the omnichannel platform, retailers can enter the digital platform to serve more users. Stores that provide fresh ingredients, for example, could just enter the HappyFresh ecosystem, even some popular e-commerce services have also started to accommodate similar services. Apart from being delivered, the grocery application also has the option to be picked up at the store, so that an offline shopping experience is still possible.

When people shop, they will have three experiences, shopping preparation, shopping process, and after shopping. In the shopping preparation stage, several activities start from listing groceries, finding inspiration to buy new items, looking for/seeking promos, to selecting the retail store you want to visit.

While in a retail store, they are exposed to several activities. Starting from circling the shelves to find items to purchase. In this process, there are several innovations that might be developed, such as a store mapping application or as simple as a product information application – users can scan the code printed on a product to view various information, from price, content, to the distribution process (this will affect fresh produce such as vegetables). Continue with the payment process and claim a discount if there are certain promos.

After returning home, there are still some experiences left. For example, allowing users to get points from loyalty programs or testimonials on certain items. The most important aspect is that it makes it easy for users to manage their shopping records and helps them perform expense analysis. At this stage, several local startups have tried to present innovations, one of which is Pomona, which allows users to earn points by scanning shopping receipts.

Retail industry to survive

A study suggests that direct shopping experience will still be relevant amid the development of e-commerce or online grocery services. There are four dimensions that are maintained, including sensory, emotional, psychosocial, and impression/meaning.

The sensory dimension relates to experience which refers to stimuli of form, color, touch, and so on. Meanwhile, the emotional dimension is related to the experience of using emotions to generate liking for a brand or product. The psychosocial dimension is people’s desire to pamper themselves such as going out while shopping. Meanwhile, the impression/meaning dimension is related to the experience of doing the activity itself.

What currently deserves to be a retailers’ priority is how to improve the above factors through cell phones that stay in the hand of every consumer. This is done while looking for innovations to bring new experiences that are more memorable, the aim of which is to increase sales/visits. Doing digital transformation is the answer. Forming a synergy with digital startups is an option.

–
Original article is in Indonesian, translated by Kristin Siagian
Header: Depositphotos.com

Potensi Sinergi Startup dan Perusahaan Ritel Merealisasikan “New Retail” di Indonesia

New retail adalah istilah yang dipopulerkan raksasa e-commerce Alibaba untuk menggambarkan perpaduan ritel online dan offline melalui digitalisasi proses perdagangan atau disebut dengan retail value chain. Tujuannya menghadirkan pengalaman pengguna (User Experience/UX) yang lebih baik untuk kepentingan pedagang, konsumen, sekaligus berbagai mitra yang terlibat dalam proses bisnis.

Berdasarkan studi CGAP, konsep new retail mendemokratisasi beberapa dimensi di bisnis perdagangan, meliputi: (1) rantai pasokan dan logistik distribusi, (2) layanan nilai tambah bagi produsen/pengecer, (3) pengalaman berbelanja yang terintegrasi bagi konsumen.

Dengan sumber daya dan kemampuan finansial yang dimiliki, Alibaba mengembangkan semua aspek tersebut secara mandiri. Namun bagaimana jika dihadapkan dengan kondisi sebaliknya, saat transformasi digital dihadapkan pada proses bisnis legasi, perubahan tidak bisa dilakukan cepat – dengan berbagai keterbatasan sumber daya yang ada.

Peluang sinergi

Realisasi new retail, khususnya di Indonesia, bisa dilakukan dengan jalinan sinergi antara startup teknologi dan perusahaan ritel. Sinergi tersebut dapat dimulai dengan mengidentifikasi aspek paling fundamental dari new retail itu sendiri, yang tak lain adalah membangun data warehouse. Data yang terkumpul nantinya digunakan untuk berbagai kebutuhan seperti analisis prediktif.

Jika ditinjau lebih dalam, ada beberapa data yang bisa dimanfaatkan dalam proses bisnis retail guna membantu sistem pengambilan keputusan, meliputi data pembayaran/transaksi, data produk, data promosi, dan data logistik/rantai pasokan.

Tidak hanya proses digitalisasi seperti yang sudah banyak dilakukan peritel tradisional, data-data tersebut harus dapat diintegrasikan satu dengan yang lain untuk menghasilkan insight komprehensif. Misalnya antara data produk, tren transaksi, dan sistem logistik untuk membantu peritel memastikan stok bahan makanan selalu dalam kondisi prima.

Secara teknis, harus ada konektivitas yang baik antara aplikasi point of sales yang menerima transaksi dari konsumen, aplikasi stok barang di unit pergudangan, hingga aplikasi rantai pasokan yang menghubungkan peritel dengan mitra-mitranya.

Penggunaan alat-alat digitalisasi secara signifikan akan mengonversi tatanan data yang diproduksi atau dikelola peritel. Platform yang ada saat ini juga umumnya bersifat terbuka, memungkinkan adanya integrasi dengan layanan digital lainnya. Ambil contoh aplikasi pencatatan keuangan yang dapat terintegrasi dengan sistem kasir atau dasbor transaksi dompet digital melalui sambungan API.

Riset yang dilakukan Accenture juga memperlihatkan adanya tren akselerasi transformasi digital yang dilakukan di sektor ritel dan FMCG selama masa pandemi. Ada sepuluh aspek yang ditangkap, mulai keinginan untuk mengurai data konsumer menjadi pengetahuan, peningkatan manajemen penjualan, hingga peningkatan ekosistem mitra.

Survei DSResearch terhadap perusahaan FMCG/ritel lokal juga memperlihatkan hasil yang kurang lebih sama. Visi transformasi yang dicanangkan untuk menghadirkan terobosan membuka potensi produk/layanan baru dan menyesuaikan dengan tren kebutuhan konsumen.

Bentuk kolaborasi

Mempelajari bentuk transformasi digital dari laporan DSResearch di atas, ada beberapa model yang dapat diadopsi perusahaan ritel ketika berkolaborasi dengan startup. Bentuk pertama adalah adopsi sistem, sederhananya peritel hanya perlu menjadi pelanggan premium dari layanan digital yang disediakan startup. Beberapa platform memberikan keleluasaan untuk melakukan kustomisasi kebutuhan di tataran terbatas.

Bentuk kedua ialah melalui kemitraan strategis. Di Indonesia, untuk perusahaan ritel ataupun FMCG praktik ini memang terlihat belum lazim, hanya saja beberapa sudah melakukan. Perusahaan dengan skala dan kapabilitas yang lebih besar dapat turut serta dalam pengembangan startup – umumnya melalui kepemilikan alias si perusahaan menjadi shareholder (baik mayoritas atau minoritas). Model ini memungkinkan penyelarasan visi antarperusahaan, sehingga dapat bersinergi secara lebih intim.

Ketiga adalah melalui platform sharing, beberapa startup memiliki ketergantungan kepada mitra bisnis dalam kaitannya dengan pemenuhan produk. Khususnya bagi mereka yang mengembangkan sistem berbasis online-to-offline.

Pengalaman baru konsumen

Melalui platform omni-channel, peritel bisa masuk ke platform digital untuk melayani lebih banyak pengguna. Toko yang menyediakan bahan segar, misalnya, bisa saja masuk ke ekosistem HappyFresh, bahkan beberapa layanan e-commerce populer juga mulai akomodasi layanan serupa. Selain diantarkan, aplikasi grocery juga memiliki opsi untuk diambil di toko, sehingga pengalaman offline berbelanja masih sangat mungkin terbentuk.

Ketika orang berbelanja, ada tiga pengalaman yang akan dirasakan, yakni persiapan belanja, proses belanja, dan setelah belanja. Di tahap persiapan belanja, beberapa aktivitas mulai dari mendata barang belanjaan, menemukan inspirasi untuk membeli item baru, mencari/melihat promo, sampai memilih toko ritel yang ingin dikunjungi.

Saat berada di toko ritel, mereka dihadapkan pada beberapa aktivitas. Dimulai dari mengitari rak demi rak untuk menemukan barang yang bisa dibeli. Di proses ini ada beberapa inovasi yang mungkin bisa dikembangkan, seperti aplikasi store mapping atau sesederhana aplikasi informasi produk – pengguna dapat melakukan scan ke kode yang tertera pada suatu produk untuk melihat berbagai informasi, mulai dari harga, kandungan, hingga proses distribusi (akan berpengaruh pada produk segar seperti sayuran). Dilanjutkan proses pembayaran dan klaim diskon jika sedang ada promo yang diikuti.

Setelah pulang pun masih ada beberapa pengalaman yang bisa disuguhkan. Contohnya memungkinkan pengguna untuk mendapatkan poin dari program loyalty yang dijalankan atau pengguna dapat memberikan testimoni terhadap barang tertentu. Aspek yang paling penting adalah memudahkan pengguna mengelola catatan belanja mereka dan membantu melakukan analisis pengeluaran. Di tahap ini, beberapa startup lokal sudah mencoba menghadirkan inovasi, salah satunya Pomona, memungkinkan pengguna mendapatkan poin dengan cara melakukan scan struk belanja.

Industri ritel akan bertahan

Sebuah penelitian mengemukakan pengalaman berbelanja langsung masih akan relevan di tengah perkembangan layanan e-commerce atau online grocery. Ada empat dimensi yang dipertahankan, meliputi sensoris, emosional, psikososial, dan kesan/makna.

Dimensi sensoris terkait pengalaman yang mengacu pada rangsangan bentuk, warna, sentuhan, dan lain-lain. Sementara dimensi emosional terkait pengalaman menggunakan emosi untuk menghasilkan kesukaan terhadap merek atau produk. Dimensi psikososial adalah keinginan orang untuk memanjakan diri seperti jalan-jalan sambil berbelanja. Sementara dimensi kesan/makna terkait dengan pengalaman dalam melakukan aktivitas itu sendiri.

Yang layak menjadi prioritas saat ini oleh peritel adalah bagaimana meningkatkan faktor-faktor tersebut di atas melalui ponsel yang selalu digenggam tiap konsumen. Ini dilakukan sambil mencari inovasi untuk menghadirkan pengalaman baru yang lebih berkesan, yang tujuannya untuk meningkatkan penjualan/kunjungan itu sendiri. Melakukan transformasi digital adalah jawabannya. Membentuk sinergi dengan startup digital jadi satu opsi yang dapat dipilih.

–
Gambar Header: Depositphotos.com

Analysing the B2B Commerce Concept, Telkom’s New Strategy After Blanja’s Shutdown

Blanja informed its users on its platform that starting September 1, 2020, all purchasing activities will be stopped. In its official statement, Telkom said that this is part of the e-commerce business transformation in the company, in an effort to strengthen the company’s profitability. As of October 1, 2020, Telkom will only focus on e-commerce in the business segment, targeting both corporates and SMEs.

Regarding the next moves, Telkom told DailySocial, “In accordance with Telkom’s strategic plan, which leads to B2B Commerce, it can develop from its own resources (build), partner with other parties (borrow), or develop external competencies (buy) including startups. . ”

Blanja is part of Telkom’s digital business, under the leadership of Fajrin Rasyid. The appointment of Bukalapak’s co-founder is to support the agenda of increasing business opportunities and the company’s potential profits from digital business.

Blanja was not alone, Telkom took eBay as a strategic partner. For the continuation of their cooperation, Telkom is still unable to comment, “The continuation will be announced later”. While we have also tried to request an official statement from eBay Indonesia, as of this writing no comments have yet been made.

Towards the end of 2019, we had an interview with Blanja’s CEO, Jemy Confido. He claimed, the amount of revenue obtained has increased by 84% compared to 2018. There was an 11% increase in EBITDA and about 4% of Net Income. He also emphasized that the company’s main metric is no longer GMV, but revenue.

Hard to catch up

As an e-commerce platform that focuses on B2C / C2C, Blanja’s position has been less attractive lately. One of them is proven by the results of research conducted by iPrice, as of the second quarter of 2020, Blanja’s position is in the 16th rank – one rank just below Elevenia (PT XL Planet), which was previously also managed by the telco company XL Axiata but has been fully released to the Salim Group. .

In its research, iPrice uses several variables, two of which are site visit statistics and app ranking.

With experience in establishing and raising Bukalapak, Fajrin’s business intuition has clearly been honed. Although the details are not given, there is certainly a strong argument that underlies Blanja’s chances of leading the local e-commerce market are very small, not proportional to the efforts put in.

The market leader is filled with unicorns who continue to compete and innovate to be at the forefront. The scope of its business is also very broad, not only as a place for online buying and selling, but includes aspects of fintech (payments and loans), logistics, online-to-offline (partnerships with shops), and others.

Even though Blanja in 2020 has a target to sharpen its digital products, including payment of various bills, insurance, investment, even digital products for education. The strategy is by cooperating with other players, for insurance they choose Invisee as a partner; for payments and paylater there is LinkAja and Finpay.

But the plan is just the plan, now all focus will be shifted to B2B Commerce. Then what about the market share and business opportunities that Telkom will explore?

Potential B2B commerce

B2B Commerce refers to the exchange of goods and services between companies through digital medium. Most of the business models adopted are marketplace or direct-to-consumer. According to a report released by ecommerceDB.com entitled “In-depth: B2B e-Commerce 2019”, the market value of B2B Commerce in 2019 was $ 12.2 trillion, 6x larger than the B2C market.

Interestingly, Asia Pacific leads the market with a contribution of nearly 80%, making global players step on the gas to work on their B2B units here. So far there are two players that stand out the most, namely Alibaba and Amazon Business. There is a possibility that it will be even more hectic, because the competition landscape has begun to be enlivened by Rakuten, Mercateo, Global Sources, IndiaMART, to Walmart.

In Indonesia, so far there are Bhinneka, Mbiz, Bizzy, AXIQoe, Monotaro, and Ralali. There aren’t many B2C players who have played there either – one that has jumped in is Bukalapak through the BukaPengadaan service. While Bizzy is also a pivot, instead of providing e-commerce for businesses, they are now prioritizing logistics and distribution services.

Chief of Commercial & Omni Channel Bhinneka Vensia Tjhin, through his latest interview with DailySocial, explained that the business contribution from B2B Commerce has reached 90%, compared to B2C last year. Apart from B2B.id, several other supporting features have been rolled out, including Bhinneka Smart Procurement, developing O2O omnichannel, and having selected merchants.

Frost & Sullivan projects a CAGR of 59% in 2017-2022 for B2B Commerce growth in Indonesia, about double the growth rate of B2C Commerce during the same period. MSMEs have the potential to be the main driver in this landscape – according to BPS, MSMEs contribute to 60.3% of national GDP.

DSResearch once released a report “Indonesia B2B Commerce 2018”, in which it discusses developments in terms of platforms and public perceptions. As is known, one of the uniqueness of B2B Commerce is that it allows businesses to get an e-procurement system, integration with ERP, e-invoicing, taxation, and others – adapting to the procurement system in offices. On average, B2B platforms also target government institutions, so players often define their business as B2B2G.

The B2B market for e-commerce may be in its infancy, trying to democratize the existing procurement system. The potential is clear, as people become more familiar with e-commerce. In addition, there are many benefits that can be obtained by businesses, including convenience, transparency, and flexibility.

Telkom in B2B Commerce

Delivered by Telkom, efforts to build B2B Commerce have actually started before. One of them is through the UMKM Digital Market (PaDi), in collaboration with 8 other BUMNs. It consists of a data center for UMKM and BUMN shopping (Control Tower Dashboard), a digital UMKM market for BUMN (PaDi UMKM B2B), and a marketplace feature with centralized access for MSMEs (PaDi UMKM B2C).

Telkom also supports Kemendibud in the online procurement of school goods and services through the School Procurement Information System (SIPLah). SIPLah is designed to take advantage of a marketplace that has certain features to realize school budget work plans and meet the needs of the Ministry of Education and Culture in supervising the use of BOS (School Operational Assistance) funds in accordance with applicable regulations.

It is likely that more products will be initiated. With its infrastructure and business position, Telkom has the potential to maximize its potential to help business consumers. Especially through its many units, the company continues to intensify digital transformation, including through MDI Ventures by investing in digital startups.

There were also rumors about Telkom’s acquisition of the Bhinneka platform to strengthen the B2B Commerce business, but when asked again Telkom was reluctant to comment.

–
Original article is in Indonesian, translated by Kristin Siagian

Manuver Blue Bird Hadapi Pandemi Lewat Akselerasi Digital

Ketika Gojek dan platform on-demand lainnya beroperasi secara komersial, sejumlah penyedia jasa transportasi konvensional sempat berteriak. Gojek dinilai telah mendisrupsi bisnis transportasi yang sudah ada. Kehadiran layanan seperti ini bahkan sempat memunculkan perseteruan antara penyedia transportasi konvensional vs on-demand.

Selang beberapa tahun kemudian, situasinya berkebalikan. Penyedia jasa transportasi konvensional maupun on-demand kini saling merangkul untuk me-leverage peluang baru lewat teknologi.

Konteks di atas turut terjadi pada operator taksi terbesar di Indonesia, Blue Bird, yang pada akhirnya berkolaborasi dengan Gojek di 2016. Korporasi semakin melihat esensi digitalisasi terhadap keberlangsungan bisnis.

Lalu bagaimana manuver Blue Bird menghadapi perkembangan digital, terutama di masa pandemi? Simak selengkapnya lewat wawancara DailySocial dengan Chief Strategy Officer Blue Bird Paul Soegianto.

Transformasi digital Blue Bird

Bicara transformasi digital, Blue Bird dinilai perlu mengambil langkah baru dengan posisinya sebagai operator taksi terbesar di Indonesia. Apalagi, teknologi telah mengubah bagaimana pasar berperilaku.

Sejak 2015 hingga 2019, Blue Bird mencatatkan penurunan pada kinerja keuangannya. Puncak penurunan ini mulai terlihat pada pendapatan Blue Bird di periode 2015-2017, di mana saat itu popularitas layanan transportasi on-demand tengah meroket di sejumlah kota besar Indonesia.

Yang tidak banyak diketahui, Blue Bird sebetulnya sudah lebih dulu mengembangkan aplikasi pemesanan taksi My Blue Bird sekitar 2011/2012. Dapat dikatakan aplikasi ini sudah jauh lebih dulu meluncur sebelum Gojek.

Menurut Andeka Putra, mantan Chief Information Officer Blue Bird di wawancara terdahulu, My Blue Bird kurang dipromosikan dengan baik sehingga popularitasnya belum dapat mengejar transportasi on-demand.

Kini, Paul Soegianto mengomandoi transformasi digital yang gencar dilakukan sejak tahun lalu oleh divisi Strategic Transformation Office (STO) untuk mengelola strategi, portofolio, dan transformasi digital perusahaan. Sebelumnya, transformasi digital dieksekusi divisi Business Transformation Office (BTO).

Paul mengungkap ada sejumlah inisiatif baru untuk mengakselerasi bisnisnya. Sebagai perusahaan berbasis aset, ia menilai Blue Bird perlu melakukan diferensiasi dengan kompetitor. Per akhir 2019, Blue Bird memiliki 20.633 unit armada taksi reguler, 883 unit taksi eksekutif, 6.231 unit limosin dan mobil sewaan, dan 601 unit bus.

Fokus utamanya adalah menjadi Mobility-as-a-Service (MaaS) di mana perusahaan menggunakan tiga pendekatan utama, yakni menjadi penyedia multiplatform/channel, multiproduct/service, dan multipayment. Tujuannya tak lain untuk menciptakan ekosistem layanan terintegrasi dan memperkuat posisinya di industri transportasi di era digital.

Pendekatan pertama, multichannel, adalah memperluas akses layanan transportasi Blue Bird di lebih dari satu channel. Sebelumnya, layanan ini sudah tersedia di Gojek dan Traveloka. “Kami akan perbanyak channel ini, akan ada akhir September ini,” ungkapnya di sesi virtual meet dengan DailySocial.

Saat ini My Blue Bird menjadi platform utama perusahaan dalam pemesanan taksi. Menurut Paul, aplikasi tersebut akan hadir dengan sejumlah pembaruan pada Desember mendatang.

Blue Bird juga melakukan diferensiasi layanan di luar jasa transportasi, yakni sewa mobil dan bus, serta logistik. Paul juga menargetkan layanan tersebut juga dapat dipesan melalui multiplatform.

“Terkait mobility partnership, kami juga akan umumkan kolaborasi dengan salah satu perusahaan besar di Indonesia untuk layanan multimoda. Ini berkaitan ke multiproduct/service tadi,” ungkap Paul.

Terakhir adalah multipayment. Opsi pembayaran beragam dinilai menjadi salah satu kunci utama di era inklusivitas layanan. Apalagi masuknya Gojek sebagai pemegang saham minoritas Blue Bird akan memungkinkan integrasi GoPay ke layanan My Blue Bird.

“Semua layanan Blue Bird menerima jenis pembayaran nontunai, termasuk platform digital. Bahkan sejak empat bulan terakhir, kami sudah roll out Quick Response Code Indonesian Standard (QRIS) ke 12.000 armada Blue Bird dan sudah selesai,” tambahnya.

Tak kalah penting, lanjut Paul, perusahaan juga berupaya mendigitalisasi semua armada taksi selama sebulan terakhir. Paul mengungkap bahwa kini setiap armada dilengkapi front panel yang dapat mengukur sensor di dalam taksi, melakukan tracking akurat dengan GPS, dan safety management.

“Kami mendukung ujung tombak (pengemudi) dengan teknologi, seperti IoT dan AI. Sekarang kami lagi moving semuanya ke cloud based. Sistem dan jaringan juga kami revamp supaya baru semua di akhir tahun ini. Ini semua untuk meyakinkan konsumen bahwa kami dapat memenuhi good factor layanan kami,” paparnya.

Masuk ke layanan logistik

Pandemi Covid-19 sangat memukul sektor transportasi di dunia. Dampaknya turut dirasakan Blue Bird akibat kebijakan pembatasan sosial yang mengharuskan kegiatan kerja dan sekolah di rumah.

Berdasarkan kinerja di kuartal II 2020, Blue Bird mengalami penurunan signifikan pada total pendapatan dan laba. Pandemi membuat kontribusi pendapatan dari jasa taksi Blue Bird turun 43 persen menjadi Rp865 miliar dibandingkan periode sama tahun lalu Rp1,5 triliun.

Dampak pandemi terhadap kinerja Blue Bird — Sumber: Laporan Keuangan Kuartal II (2019-2020) / Diolah kembali oleh DailySocial

Blue Bird melakukan manuver dengan masuk ke layanan logistik sejak Maret lalu. Perusahaan memperkenalkan program COD (Chat-Order-Delivery) Blue Bird yang dapat dipesan melalui WhatsApp. Layanan ini tersedia untuk kawasan Jabodetabek, Bandung, Semarang, Surabaya, Bali, Medan, Padang, Pekanbaru, Batam, dan Palembang.

Program COD ini kemudian dikembangkan menjadi sebuah layanan baru, BirdKirim. Pelanggan dapat mengantar barang atau dokumen yang tarifnya disesuaikan dengan jarak kirim. Layanan yang tersedia di aplikasi My Bluebird ini diperkenalkan pada Juni lalu.

“Sekarang kami tinggal tunggu [pengembangan] untuk layanan logistik grosir, jadi dapat dipesan via aplikasi juga. Bagi kami, layanan logistik untuk korporasi sangat menarik. Sudah banyak perusahaan besar yang memindahkan layanan logistiknya ke kami. Ada [platform] e-commerce B2B yang pengiriman logistiknya sudah pakai jasa Blue Bird, hanya saja belum bisa kami umumkan,” jelasnya.

Selain itu, Paul mengungkap bahwa pihaknya berencana mengumumkan kolaborasi dengan salah satu startup logistik yang sudah berjalan sejak Maret lalu. Lewat upaya kolaborasi ini, perusahaan memproyeksikan pertumbuhan bagus dari layanan logistik.

Menentukan “Make-or-buy decision”

Bicara tentang pengembangan inovasi, baik sendiri maupun kolaborasi ini, tentu dibutuhkan komitmen solid dari top level. Dalam prosesnya, Paul menegaskan pentingnya menerapkan strategi “make-or-buy decision“.

Menurutnya, model ini belum diterapkan dengan baik oleh banyak perusahaan di Indonesia. Di Blue Bird sendiri, Paul mengaku terus mengamati kapabilitas perusahaan untuk memahami perlunya pengembangan sendiri, pengelolaan sendiri, atau berkolaborasi dengan pihak ketiga.

Sebetulnya model ini sudah tak asing bagi korporasi. Umumnya, strategi membeli lewat akuisisi sering dipilih karena lebih efisien secara waktu dan sumber daya. Dan konsep ini dinilai lebih cepat untuk men-deliver layanan di pasar. Namun, mengembangkan sendiri juga tidak ada salahnya selama ada modal dan sumber daya yang cukup dan mumpuni.

Di konteks ini, saham minoritas Blue Bird bahkan telah diakuisisi Gojek senilai $30 juta atau sekitar Rp411 miliar) pada Februari 2020.

Sampai saat ini belum diketahui rencana besar apa di balik pembelian saham Blue Bird oleh Gojek. Yang pasti, Blue Bird saat ini tengah menyiapkan sinergi menguntungkan bagi kedua belah pihak. Paul sendiri menolak berkomentar terkait rencana selanjutnya dari akuisisi tersebut.

“Beberapa hal yang bukan kompetensi Blue Bird pasti akan kami beli. Artinya, skema beli ini untuk long term partnership. Sebentar lagi, Blue Bird akan ada tanda tangan kontrak besar terkait hal ini,” ujarnya.

Application Information Will Show Up Here