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Shopee improves platform to help MSMEs embrace digital transactions

Shopee continues to expand its workable digital platform to help retailers future-proof their businesses, embrace digitalization, and establish a successful online presence. Shopee proves its commitment to support MSMEs by developing the Shopee Seller Education Hub, maintaining a robust digital infrastructure, and reinforcing partnerships with various organizations.

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Shopee, an e-commerce platform in Southeast Asia and Taiwan, continues to enhance its robust e-commerce ecosystem to help entrepreneurs and MSMEs go digital more seamlessly and effectively. 

With most physical stores forced to close due to the pandemic, there has been a steady increase of online sellers onboarding the platform. With this, Shopee continues to expand its workable digital platform to help retailers future-proof their businesses, embrace digitalization, and establish a successful online presence. Shopee proves its commitment to support MSMEs by developing the Shopee Seller Education Hub, maintaining a robust digital infrastructure, and reinforcing partnerships with various organizations. 

Martin Yu, Director at Shopee Philippines, points out how important it is for businesses to embrace digitalization. “The global situation has accelerated digital transformation, as more brands and MSMEs explore the opportunities of e-commerce to reach a wider audience. As the marketing landscape changes at a rapid pace, Shopee will continue to offer improved in-app features and initiatives to cater to the growing demand for e-commerce here in the Philippines.” 

Shopee Seller Education

The Shopee Seller Education Hub hosts modules on how to cultivate an online presence and boost sales. It helps MSMEs ease their way into the digital world through seller masterclasses tackling various e-commerce topics. These include sharing how-tos on running effective campaigns and growing the business, proper guidelines on handling return and refund requests, managing listing assets, boosting sales using available marketing tools, and creating awareness of the target market through activity and business insights.

Strong Marketing Tools

Shopee continues to help sellers maximize the features of its platform, engage with customers online, and understand the industry as a whole. With in-app features such as Shopee Live and  ShopeePay, sellers can enjoy a smooth and engaging selling experience on the platform. 

Shopee Live is an in-app feature where sellers can interact with their customers and answer real-time questions and inquiries regarding a product. This feature gives the seller and the consumer a more connected shopping experience. 

Shopee Live added three new features to make online shopping more engaging and drives sales for businesses. 

  • The ‘Mine’ Feature 

Users can reserve an item during a live stream by tapping the ‘Mine’ button. It will generate the usernames of the first ten tappers so that the seller can contact the buyers to make the sale*. 

  • The Poll Feature Guide

Sellers can create engaging polls about trivia and questions. The Poll Feature also helps sellers decide which items are requested by the viewers. 

  • The Co-streaming Feature

Sellers can invite their viewers to join them in the stream and is best used when a seller wants to increase their engagement through games and interactions. 

Seamless and convenient digital payments 

ShopeePay, Shopee’s in-app e-wallet, on the other hand, allows shoppers to pay for purchases and sellers to withdraw earnings conveniently. Recently, ShopeePay also added more billers to its lineup. Users can now top-up RFID stickers, pay for NBI clearance applications, and pay for their Smart mobile plans, Meralco electricity bills, Maynilad bills, and many more.

Reinforced Partnerships

Through strategic partnerships with government agencies and various organizations, Shopee can reach more MSMEs effectively and help them expand their businesses on Shopee’s platform. Joint initiatives with the government include CTRL + BIZ: Reboot Now!, a series of webinars where MSMEs can learn how to transform their businesses digitally.

Shopee also partnered with regional and provincial DTI offices in providing masterclasses to sellers. Shopee assisted in onboarding sellers from Regions III, IV, and XII, and provinces such as Nueva Ecija and Zambales. Shopee partnered with foreign organizations such as USAID to provide more than 500 women entrepreneurs with integrated digital marketing training. These programs help sellers maximize the use of digital platforms to expand and boost their businesses.

Yu said, “Shopee wants to make e-commerce accessible for everyone. Our goal is to evolve quickly to cater to our customers’ and sellers’ needs. Shopee continuously provides different initiatives that enable our retailers to go digital easily and quickly. It is a commitment that we take seriously, and we will continue to connect people and businesses, support MSMEs’ transition to a digital economy, and power the next wave of growth in the industry.”

Download the Shopee app for free on the App Store or Google Play Store. 

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Sticking with old technology can be a strategic move

As competitors adopt new technology in some markets, firms that stick with the old technology may experience an initial decline before actually rebounding and even reaching new heights.

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Technological innovation — especially disruptive innovation — is often heralded as the best strategy for a company. But new research published in Strategic Management Journal found that as competitors adopt new technology in some markets, firms that stick with the old technology may experience an initial decline before actually rebounding and even reaching new heights. While the rise of a discontinuous technology does pose a substitute threat to the old technology, it also further exposes niche segments where companies can gain a foothold with customers who favor the old technology.

The analysis by Xu Li, a professor at the London School of Economics and Political Science, used archival data from the traditional Chinese medicine industry in China during the 1990s. In his interviews with managers in the field, he found that some chose not to innovate along with their competitors. In many cases, Li found these companies were performing well, if not sometimes better, by not making changes. Inspired by these conversations, Li chose to study under what conditions a firm may benefit from not innovating.

Li found some prior research on why companies would stick with older technology, but none explored why — during times of disruptive change in the market — sometimes firms are able to survive and even perform better within a small niche with old technology. What Li’s paper showed was that adhering to the old technology can, in some cases, be an effective strategy that ultimately improves firm performance.

The data showed a U-curve effect for traditional Chinese medicine firms that chose not to adopt new technology: The decline in performance began as a few competitors started launching a new technology, but later recovered and reached new heights as most competitors had adopted the new technology and exited the old technology market. But a lack of competition within the niche group of consumers who prefer older technology essentially gave these firms a monopoly within a smaller market as fewer competitors remained.

“Even though the new technology is often superior in terms of functionality, it doesn’t mean that every single customer or customer segment will be willing to move to the new technology,” Li says. “It’s important to understand what customers like about your product. We tend to assume that if a firm introduces something new, then customers must appreciate the new thing or the newness of the offering. But that’s not always true. The emergence of new technology can actually reveal people’s preference for something older.”

The research also refutes the idea that when the market is small, a company won’t perform better — but that depends on how many firms are still serving this niche. If only a few firms are left to serve this market, a company has far more power to charge higher prices among loyal customers with few other options.

“When you see a firm that is not actively innovating, we tend to believe the firm must be either incapable or is suffering — it’s always a bit of a negative tone,” Li says. “Sometimes staying with old technology might actually be a strategic choice, because by doing so it might also lead to better performance.”

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Customers prefer text over video to provide service feedback

More people indicated they would likely leave written compliments or complaints about service on a restaurant-provided tablet powered by artificial intelligence. A video message option appeared to discourage leaving feedback.

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At a time when one viral video can damage a business, some companies are turning to their own commenting platforms rather than letting social media be the main outlet for customer feedback. Only one wrinkle: in this context, customers appear to prefer writing a message rather than leaving a video.

In a recent study, more participants indicated they would likely leave written compliments or complaints about service on a restaurant-provided tablet powered by artificial intelligence. A video message option appeared to discourage leaving feedback.

With more restaurants and hotels turning to AI to enhance their service, the findings indicate that methods that require “low self-disclosure” would work better, meaning ones that don’t require customers to provide very much identifiable information.

“Some restaurants and hotels actually ask customers to create video testimonials that they can share, but for general customers, it seems they feel more comfortable with low self-disclosure. This is probably because people still do not trust AI to that level,” said lead author Ruiying Cai, a researcher in Washington State University’s Carson College of Business.

With a lot of hype around AI technology, many people have misperceptions about what it can do, Cai pointed out, perhaps believing it is capable of a lot more than simply recording a message.

The study participants reported being concerned about what would be done with their information in all the scenarios, but this was heightened with the option to leave a video.

For the study, published in the International Journal of Hospitality Management, Cai and her colleagues presented different online scenarios to a total of 439 people. The participants were first asked to imagine a restaurant where they had either good or bad service. Then they reported how willing they were to give the server compliments, or complaints, with either text or video on an AI-enabled tablet.

The researchers found that the participants were more willing to give feedback using text, whether positive or negative.

The scenarios also had participants receiving a theoretical immediate or delayed reward to provide feedback, namely a 5% discount of their current meal or a future one. For complaints, the reward timing did not appear to make much difference, which the authors said was not surprising as people tend to be more highly motivated to complain than compliment.

For compliments, the researchers found an interesting connection: with more participants choosing the delayed reward over the immediate one. This may indicate that giving the compliment itself is its own reward as it makes the giver feel good, Cai said.

“It’s a good start to think about how to encourage customers to leave more compliments which could be very important for frontline employees. It could also be beneficial for the customers themselves,” she said.

Even complaints are important to encourage, Cai added. As her previous research suggests, restaurants and hotels should make it easier for customers to complain to them directly rather than go elsewhere to air their grievances.

“There have been episodes when customers were not afraid of posting angry videos on their own social media,” Cai said. “If restaurants and hotels can encourage customers to complain directly to them, then they may be able to recover and solve that service failure before it goes viral online.”

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Ambitious workers park the office politics when employer is struggling, study suggests

Workers curb competition against competitors to unite against external rivals when employer faces either losing sector status or can improve reputation.

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Workers curb competition against competitors to unite against external rivals when employer faces either losing sector status or can improve reputation.

This is according to a study – “Revving Up or Backing Down? Cross-Level Effects of Firm-Level Tournaments on Employees’ Competitive Actions” by Patrick Hallila, Hans T. W. Frankort and Paolo Aversa – that appeared in the Academy of Management Journal.

The peer reviewed paper, which has been published on the website of the Academy of Management Journal, looked at riders who, systematically, adjusted their internal and external overtakes based on their team’s competitive threats and opportunities, as well as the resources available to those competitor teams.

“Sports – particularly motorsports – can be a good proxy for several other industries as they are extremely competitive: if you don’t perform and progress you may be out. Workers in sectors such as consultancy and financial services face similar pressures,” Frankort said.

This study linked the motorsports experience to other workplaces, particularly since earlier research has shown that employees compete to improve their relative standing in the eyes of their employer, in the hope of climbing the career ladder. Such behaviors may include poaching colleagues’ clients or even disrupting or sabotaging their work.

And yet this study suggests that ambitious workers tend to modify those behaviors when the standing of their organization is about to deteriorate or improve.

“Why? Because they see the standing of their firm as an important factor in deciding who to compete with to advance their career,” Frankort said.

“If the company has a chance to out-perform better-resourced rivals, employees’ workplace behaviour is geared towards being seen to be a key contributor to that success. For example, a salesperson might try to poach colleagues’ clients. However, if a firm is facing threats, such as losing market share to smaller rivals, workers may feel that infighting is poor form. Instead, they would focus on competing against rival firms. Inside the firm, individuals may simply want to blend into the background when their company is going through difficult times.”

The findings suggest, Frankort said, that employers can influence the nature of their employees’ competitive actions. For example, employers could highlight threats to the firm from underdog firms or its opportunities against bigger rivals.

The research also found that riders’ overtaking attempts were shaped by their contractual position with the team. For example, replacement riders – the MotoGP equivalent of agency workers – attempt more overtakes against teammates when the team is doing well and against all riders when the team is struggling.

The paper concluded: “It may be that replacement riders are keen to signal their skills relative to incumbents, hoping to secure a permanent contract.”

Riders whose contracts will not be renewed challenge their teammates on the track and are less likely to overtake riders from other teams – suggesting they feel detached from the team and even disgruntled with it.

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