Showing posts with label VC funding. Show all posts
Showing posts with label VC funding. Show all posts

Friday, 10 January 2014

寶雅國際選擇 Microsoft 平台快速導入商業智慧解決方案,从四家門市到全省 15 家分店







從台南發跡,以「高品質、低價位」策略成功地切入連鎖通路市場,於2002 年 九月六日正式在櫃買中心掛牌的「寶雅國際」,以僅一億六千萬的資本額,在國內經濟持續不景氣的情況下,2001 年創造了十九億九千萬的營收,更創下的該公司成立以來最佳的稅後盈餘新台幣六千七百萬元。相較於前一年不但翻了一番,逆勢成長了 113%,更較五年前 (稅後淨利估一百零五萬元) 翻了 60 倍,一舉擠進天下雜誌評選國內百貨零售業者的前 40 名。 


跨越濁水溪障礙

十多年前的寶雅,只不過是台南市區內的一家舶來品店,在現任董事長陳建造與副董事長范美津的遠見下,逐步地由女性飾品的代理批發開始轉型。「當時的資本額不過新台幣一百萬元,店面才二十五坪,店內四處都堆滿了塑膠籃,裡面是一綑綑的髮飾或是一瓶瓶的洗髮精」,范美津回憶說。

民國七十五年,董事長陳建造覺得中盤商們彼此削價競爭的關係,經營利潤越來越低,看到整個下游業者跟中盤批貨,再到夜市銷貨的模式,讓他興起了建立自有通路的念頭。
配合著萬客隆等大型賣場的成立所引發的「流通元年」,民國七十八年,陳建造創立了「寶雅」,消費者只要花五十元工本費就可辦一張卡,憑卡以批發價購買商品;其後類似的精品雜貨賣場,如「東尼」、「黑又紅」等賣場紛紛崛起,低廉的價格、多樣的商品,最受到當時國、高中女生的喜愛,可說人手一張飾品批發會員卡,直到今天寶雅的主要客層仍然是十八歲到三十五歲的女性。民國八十六年,陳建造創立了寶雅國際前身—鏵雅日用品公司。
時至今日,當年紅極一時的「黑又紅」等雜貨通路已不復存在,但寶雅卻一路狂飆長紅,由南往北,在短短五年間,不但打破了所謂的「濁水溪障礙」,擴大全省銷售據點至十五家,前年開設的永和分店,面積超過八百坪,品項達四萬多種,是外資業者屈臣氏,本地業者康是美、四季等業者數以倍計的規模。


電腦化打下成功基礎

究竟寶雅擁有了什麼秘密武器讓營收能夠如此地快速成長?又能創造 EPS (每股稅後盈餘) 4.1 元的成績?「簡單地說,就是讓寶雅徹底地電腦化」,總經理陳宗成很肯定地說。

企業電腦化對傳統的生活雜貨通路業來說,算是一項「昂貴的奢侈品」,絕大部分的業者都認為管理一家「雜貨店」,用人腦就相當足夠了,為何要用到電腦呢?

但寶雅在五年前,就請了同樣崛起於台南的系統整合業者飛雅高科技,進行寶雅的資訊化工程。當時的寶雅資本額也不過兩千萬元,全省才四家門市,在年營收一億八千萬元、稅前淨利僅一百四十萬元的規模下,就在陳宗成的大力支持下,進行大規模的電腦系統建置,從民國八十六年到九十年,一共投入了新台幣一千萬元,幾乎花了寶雅連續三年的稅前淨利。
事實上,民國八十三年,寶雅就已經有簡單的電腦化作業,只不過當時都把重點放在 POS (進貨銷貨庫存) 系統上,由於開發環境還是最早期的 DOS 系統,因此不管在資料庫管理與資料傳輸速度上效率都很不好。

加上早期寶雅的 POS 系統設計是模仿頂好超商,後來發現,超市商品多半以民生用品為主,產品週期常態穩定,且同一種類商品的進貨品牌至多不超過十種;寶雅不但有三分之二屬於流行性商品,光是保養品品牌就超過 20 種,其中還要依使用部位及功能來進行分類,傳統超市的進銷存系統根本無法負荷。

從民國八十七年,適逢千禧年 (Y2K) 的電腦危機,在飛雅高科技的協助下,寶雅開始進行大規模的會員資料庫與 POS 系統的改建,讓它擺脫過去雜貨舖格局,重新邁向新里程。

寶雅藉著建立會員資料庫,辦會員卡即享批發價和紅利積點的方式,廣搜消費者資料,並進行分析,成功掌握了哈日風潮初期的女性消費口味,也依此進行品牌篩選。整個電腦化系統的投資回收,徹底展現在成本效益上,讓寶雅的稅前淨利從八十六年的一百四十萬元,在八十九年時翻了四倍,達到四百二十萬元的規模,配合三年擴充五家新店的計劃,更在前年衝到稅前淨利一億元的規模。

「由於寶雅完整的 POS 系統加上客戶資料庫,讓它維持高度的商品週轉率,而並非僅以低價取勝,在週轉率高的情況下,進出貨之間的營業額就可以衝大,再進一步提高採購優勢,這等於是以庫存手法來提高競爭力,正是良性循環的精髓」,替寶雅進行多年電腦化的飛雅高科技產品經理李秀沛表示。

運用商業智慧提昇競爭力

但上述的成功並不代表寶雅已經滿足於現況,配合上櫃後繼續成長的步伐,陳宗成自今年開始又開始進行下一步的商業智慧 (Business Intelligence;簡稱 BI) 導入工程。

由於展店的數量越來越多,商品的數量也不斷地提高,經營者所想要了解的決策資訊也跟著複雜了起來,先前投資的資訊化系統並無法即時提供決策所需的所有資訊,必須另外再投入多餘的人力與時間,進行所謂的「決策分析」作業,同時負責公司營運與資訊管理的總經理室經理陳啟仁表示。

例如,過去電腦化系統可以提供的進銷存資料都比較固定,若是要細部去評估單品的利潤或週轉率時,都必須經過進一步的程式改寫,或是把 POS 系統的資料調出由人工另行利用試算表去計算後,獲得所需的決策資訊。就以女性保養品來說好了,如果要了解歐蕾與旁氏兩者在台北信義店的單品週轉率,只要在信義店的資料庫查詢計算就好,但若要把信義店與中和店相比時,又得把中和店的資料庫給調出來重新計算一次,只要決策的條件不同,資訊人員就必須耗費半天到一天的時間進行程式的修改。

為了徹底解決這種重複資料統計分析的問題,飛雅高科技在今年代理了美國 ProClarity 的商業智慧系統,在微軟的 SQL Server 2000 資料庫上建立寶雅最新的商業決策支援系統。
這套軟體是目前市面上最超值的商業智慧解決方案,相對於過去建立商業智慧系統動輒上千萬台幣的投資,又得僱用不少程式設計人員相比,SQL Server 2000 加上 ProClarity 的組合在最低的成本下滿足了寶雅的需求。

決策時間大幅縮短

這個全新的資料庫與過去寶雅所用的資料庫完全分離,它是用 SQL Server 2000 所設計,並以分析服務工具 (Analysis Services) 來開發多維度資料庫。複雜的程式語言與彙整處理 (Aggregation) 已經從 T-SQL (Transact-SQL) 語言轉換到一個全新並強大的程式語言,一種稱之為多維度運算式 (MDX;Multi-Dimensional Extensions) 的語言中。

這種運算式可以讓寶雅可以利用 OLAP (線上分析處理技術) 多維度資料庫 (Cubs) 進行複雜的查詢 (Cubs 是由各種維度的資料所組成的資料庫)。而多維資料運算式 (MDX) 可以使用者在短短的數秒鐘內取得複雜的運算結果。

「在微軟 SQL Server 2000 與 ProClarity 兩項資訊工具完整的結合下,過去許要半天到一天才能取得的決策分析資料,現在只要重新定義幾個參數,在幾秒鐘之內就可以呈現在我們的面前」,陳啟仁十分興奮地說。

過去包括業務部門與各單位主管們對於資訊人員的依賴度,在導入新的 BI 工具之後,已經降低許多,因為 ProClarity 操作介面就跟 Web 畫面一樣,使用起來相當容易,使用者只要點選他們所需的條件,ProClarity 就能結合 SQL Server 2000 高效能的 OLAP 資料庫進行的查詢,用不著再像過去一樣,每次都要找資訊人員幫忙寫程式才能得到他們想要的資料。

而且對於決策主管來說,過去所看的資料都是非常被動的,在 ProClarity 的 BI 系統內,只要事先提供所需要查詢的參數條件,它可以定時就提供主管所需的所有決策資訊,讓公司的決策由被動化為主動。

企業決策由被動轉為主動

在飛雅高科技運用微軟 SQL Server 2000 與 ProClarity 所建置的商業決策支援系統協助下,寶雅能夠更進一步地了解每家店,每項單品的銷售貢獻度,讓一些滯銷商品進行流通,降低庫存的風險;同時也能了解整個商圈的消費模式,對於新品的採購有了精準的計算。

接下來,寶雅將進一步規劃把他們引以為傲的會員客戶資料庫全面導入資料採擷 (Data Mining) 系統,把每個客戶的購買特性分析跟採用 ProClarity 所做出行銷決策系統結合,準確地運用 DM、電話行銷的模式刺激每個客戶的採購慾望,開創更高的銷售成績。

另外,隨著展店步伐越來越快,過去使用分散式的資料庫模式,不但通訊成本相當高,也讓資訊決策上顯得緩慢,因此寶雅正計劃也將把舊有資料庫轉為 Internet/Intranet 整合的集中式資料庫架構,讓未來上游供應商的供應鏈管理系統得以串聯,增加寶雅的核心競爭力。


微軟 Bizspark 校友

 读者一定发现微軟 Bizspark 校友的标志在我们的右边侧栏.我们已经完成微軟 Bizspark 校友的3年创业旅程成为微軟 Bizspark 校友,虽然我们不是开始从事创意多媒体,新媒体,E-内容等等

我们已经成为微軟云端合作夥伴 ( Essentials Programme ). 微軟云端運算产品微軟Office 365包括 微軟Share Point. 

微軟的Office 365和Google的Google app無論在大小企業客戶、電子郵件管理、行事曆、辦公應用軟體、協同合作及生產力工具等公開的雲端服務,皆處於激烈的競爭狀態。
微軟將為SharePoint的線上使用者做出部分的改變

SharePoint2010自發表以來,一年之間就突破一億用戶成為微軟最快速成長的平台。而這中間最令使用者與研究機構看好的其中三項應用,就是工作流程、商業智慧、與企業搜尋。

使用Visio及SharePoint Online開發進階的視覺化商業智慧圖表  


如果想收到免费试用邀请. 可以将你的电邮送至 Abirage @ gmail.com .其他商業智慧及SharePoint资料会在下一次发表.



微軟於Office 365中嵌入Power BI商業智慧分析工具


































Friday, 5 October 2012

More team get funding

I accidentally turn to NTV7 last night and discover that more team among Rock star get funding on Malaysia TV reality show "Make The pitch".


First, Chew Kai Feng of Cloudstat get RM500,000 funding for 35% equity on Malaysia TV reality show "Make The pitch".

It seem MyEg requested 35% of equity regardless of how much funding you request. While Chew seem to get the lowest funding among the participant. However, he get RM100,000 more than his request. And it seem he is the youngest and the only fresh graduate among participant.

Another team Fashion Valet, who have a chance to meet Youtube co-founder Jawed Karim last year get RM1million for 30% equity after some counter offer.

Congratulation.to both team above.



Melvin of FanXT initially accepted RM1million for 30% equity. However, Melvin change his mind after that and decline the offer.

It seem maximum MyEG offer is RM1million and minimum equity they want is 30%. Thus, do not participate next season if you aim more than RM1million or you willing to give up less than 29% equity only for less than RM1million.

Good luck Melvin





Wednesday, 2 November 2011

Naval Ravikant speech at Silicon Valley come to Malaysia conference

Venture Capitalist and AngelList founder Naval Ravikant,  who has investments in Twitter and Foursquare speech at Silicon Valley Comes to Malaysia conference. Below are full speech during conference on 20 Oct 2011:




Technology entrepreneur have always come out of the US, particularly from iconic Silicon Valley in California, where innovators, programmers, engineers, angel investors, universities and venture capitalists exist in abundance. But in the coming decade, expect more nascent entrepreneurs to spring up from Asia.

I think sometime over the next decade or two, we are going to see the emergence of good, start-up ecosystems around the world. and the huge markets the US used to enjoy are now in Asia, and that's why a lot of us in Silicon Valley are trying to figure out how we're going to reach Asia....Malaysia is one of the gateway to Asia.

There is a good news for entrepreneurs in asia and Malaysia, because there are still many thingd in this part of the world that don't quite work yet, and these are grounds for innovation.

Author Danny Mills says "technology is everything that doesn't work yet" and this means that you have more opportunities in this part of the world that have in Slilicon Valley. there are certain problems available to you here so the scope of innovation to slove these problems are larger here.

The ability to have access to capital is still not quite as good as that in the Silicon Valley. However, it has become a lot cheaper for entrepreneur to gain capital over the years and that asia has a great potential going forward. adding to this is that the entrepreneur ecosystem in Asia has grown in recent years and this helps Asian and Malaysian entrepreneurs. The fact that I can see hundreds of you in this room is a testimony to that.

To spur the technopreneur ecosystem. companies import foreign talents so that they can work with local technopreneurs and give them a chance to learn the spirit of entrepreneurship alongside their more experienced counterparts.

The government of Chile has done this. We know because Angel List gets applications from indigenous Chilean companies for funding and they are every bit as good as those in the Silicon Valley because they've had the bar set high by working with those from Valley itself.

Aside from the booming development in Asia, the Advent of the personal computer has given entrepreneurs around the world, including those in Malaysia, entrepreneurial leverage like never before. Entrepreneurs today have gained a lot more power han they think. Leverage amplifies the entrepreneur's ability to do things better. Traditional brick-and-mortar businesses depend on labour and capital as their leverage, business succeeded in the old economy because they could muster whole teams of people to work and produce something for others to use. these business also had access to cheap capital to finance this process.

But in the 21st century, intellectual property is the new leverage. Code is power and the new form of leverage because when a programmer writes software, he does so once but every time it gets executed, it doesn't cost him extra. This is the kind of leverage that Yahoo and google had when they came into being.

As entrepreneurs, leverage is your friend and it gives you the power to do what you want to do. entrepreneurs today are more fortunate than those who came before them and they should take advantage of this.

There isn't a fixed formula to start up as an entrepreneur. The most important thing is to do what you love even if others tell you it won't work.

Pick a great co-founder as you'll need someone to be there alongside you. co-founders should be highly intelligent and possess high energy as he or she should be one who never has to be motivated.

A co-founder must have a lot of integrity. If yuou get a highly intelligent partners who's full of energy but has no integrity, you're going to get a smart crook as your partner, and that's the worst kind of co-founder you can have.

Next, pick a very large market that entrepreneurs can easily grow their business in. This is somthing that can be easily done in Asia and even the Silicon Valley does not have such huge markets. Another important thing to note is not to pay attention to idea, as they are irrelevent today.

Ideas are worthless as many can just sit around and think them up. What's more important is that you pick a large market in areas that you're knowledgeable and passionate about and you will figure out what is the right thing yo do in that space. do not go around pitching a great idea and asking for money, as that is the worst thing to do.

Rather, say to your investor that this is the space, articulate the huge market potential it has and show them how passionate you are about the business, the kind of things you could do with your product, the kind of people you have doing things alongside you and show them a minimum viable product that you can use to test the market with.

With the leverages that exist today, an entrepeneur should be able to get a product-market fit - where a product matches what the market needs. Then do you go to people whom you can trust to raise money, and use that money to scale your business.

While basic education is important, it's not necessary for entrepreneurs today to get a graduate degree in the form of an MBA as schools in general tend to force students to conform. Instead, they should try to get into good incubators.

It used to be if you wanted to start a company, you were told to get an MBA and/or a Masters. But entrepreneurs know that going to schools does not teach you to be innovative nor are they grounds for being creative.

The beauty of incubators compaared with graduate schools is that entrepreneurs get paid to get one's education, nothing that in the Silicon Valley, incubators can get anywhere between US$25,000 to US$200,000 of funding for a company.

When you get out, you are not expected to hunt for jobs. Instead you are expected to create jobs for others, so this is completely flipping the school model on its head. You are also not expected to do the work your professor tells you to do but rather, are expected to do something original, something of value the world has never seen before. and finally, you are graded not by professor but by the real world. so the best case is that you create a company and products that will change the world; worst case, you learn by actually creating something.



Below are some of the question posed to him and his answer:

Q&A session:

1) Despite the distance between Malaysia and the Silicon Valley, wouldn't the angels want to invest in promising companies here?

That is a really hard problem to overcome, because even with good products, one can be too far away. an angel will first want to get to know you before they invest and once they do, they want to be able to bring their network to help you in any way possible. One way to get past that is to get a local investor who is trusted and has a network in the US himself. the second is to just grow the business to the point that people will look beyond the core team and just focus on the numbers. Perhaps, it is best to follow the Estonia model where you regularly get one or two members of the start-up team to spend six months at a time in the US. this allows them to network locally and for the local players to get to know them too. But if you do that, those who come over to the US must include at least one member of the founding team.

2) What are the key criteria angels look for when investing?

Someone I know described the process of raising money as a group of young men and women seducing a bunch of old men and women. You want to make them see something of themselves in you. which means, it is an emotional sale. Emotional sales do not work on a check list. So, while there are four key categories angels look at, they will usually look for one exceptional characteristic that they really adore. so you yourself must excel in one of these four categories.

As for the categories, it starts with the team you have assembled. the angels want to see that it is a high quality team that has a history of accomplishing good things. the school that you went is less important, eventhough you hear  a lot about Ivy League schools.

The second thing they look for is the product itself. You need to focus on building a really good product. I have seen many entrepreneurs who make the mistake of building poor products or half products and then try to explain their way aroud it. Don't. Just build a good product so that investors can play with it and see what it will look like. The reality is that they are highly visual people.

Third is customer traction. This matters a lot. If you have a lot of users/ customers and growing, that is very good. But if you say, give us the money and we will go get customers, they do not like that.

Finally there is something called social proof. If you get one  investor in, very often another will come in, or if you have a famous entrepreneur as an adviser, that will help the company too.

3) Right now it seems that 99% of start-ups are in the consumer Internet space. what do you think of enterprise start-ups?

Actually, the odds are very low to make money from consumer products and it takes a long time too. so, actually, more investors want to invest in enterprise rather than consumer companies, especially in this part of the world. But you have to do somthing that investors like that is exciting, new and dynamic. You can take lessons from the consumer space and bring it to the enterprise space, and absolutely no clunky apps please. One reason investors like consumer apps id because they use them too. for example, pipedrive.com is a web-based CRM and sales management software as a services tool. They basically asked themselves, what if Apple came up with salesforce.com. In this way, they brought something fresh and new to the space.

4) As a successful investor, what type of start-ups will be hot in the next five years?

Frankly, there is an enormous amount of luck involved here. I have had three successful investments and that was out of almost 60. I thought all of them were going to be as successful as Twitter!

Even looking back today, I can't explain to you why Twitter is successful and I think anyone who tells you they know what they are doing with their investment is basically lying.

But, if I had to guess, the next hot thing will revolve around the mobile. this is a device that has about 12 sensors in it and each is on all the time. someone will cleverly stitch them all togehter and do things we cannot imagine today. Also, many things don't work yet, so in reality, there is a lot to be done.


5)What about the risk of exposing our idea to someone who may copy it?

Whatever your idea is - kust google it. It is already out there.

6) The prospects for angel investors exiting from their investment here is not very strong. How do you see them coping and what other means to exit can they look at? Also, do you see your fund expanding here?

The reality is that investors don't invest where thy are not. With angel list, I wanted to deocratise angel investing globally. But in reality, over half our deal volume is in the Silicon Valley and around 90% of the deals are in the US.

As far as other means for angels to exit, I think the chances are much better, especially on the M&A side. for instance, lots of companies realise they need to go global quickly and open branch offices globally, for example, Google, Groupon, LinkedIn, and in the beginning they would buy the local clones. But hopefully those will not be the only exits here because the problem with that is that it does not encourage creativity. I should add that these companies are now also buying for the talent - the designers, engineers, developers and so on.

On the local front here, I am hoping that your large companies realise they too need to acquire local start-ups. for instance, maybe Maxis will start acquiring start-ups in the mobilephone space. That started happening in the US in 2007, but then the bubble burst. Nevertheless, I see a second coming. I don't know what will happen on the local front, but what is going to happen here is that a lot of local angel investors will lose a lot of money until the cycleturns and big companies start buying small companies. Investos in at the right time will make a lot of money then.

7) I have already raised money overseas, but I notice that local investor appetite is very poor. What can we do to whet their appetite?

The best way is to create a startup that creates rich people who then invest in other tech startups themselves. In the US, when Google went public, its staff suddenly had a lot of money, and since they made their money from a tech company, they started to invest in other tech companies.

8) What are a service-based company's chances in terms of raising angel funding?

It is harder because it is very people based; you have less leverage and lower margins. so, investors don't like it as much. while they do get funded, you have to be further along in your growth and must demonstrate that there is a strong IP-based component to the company so that it becomes a more financiable business

9) What is your take on the lean startup movement?

Well lean startups sound great - do it quickly and cheaply. I think every startup should do that, but I also encourage you not to get caught up in movement and terminology. You can take a lot from this movement, such as stay small until you figure out what works. Steve Blank, a serial Silicon Valley entrepreneur and author of Epiphany, defines a startup as a search for a scalable and repeatable business model. So until you find that, I would advise you to stay very small and cheap.



The above are reference and excerpt from : The Edge . 

Profile: Naval Ravikant

Naval is an entrepreneur and angel investor, a co-author of Venture Hacks and co-maintainer of AngelList, Previously, he was a co-founder at Genoa Corp, which was acquirred by Finisar, Epinions, IPO via shopping.com and Vast.com, a large white-label classified marketplace. He has advised Bix.com, iPivot and XFire and invested in Twitter. Foursquare, DocVerse, which was sold to Google, Mixer Labs - Sold to Twitter, Jambool, snapLogic, PlanCast, StackOverflow, Heyzap and Disqus. Ravikant is recognised for changing the way angel investments are made in high tech startups, earning the title of one of the Top Angels in Tech by BusinessWeek in 2010.