MySainsburys

MySainsburys is Sainsbury’s online portal for employees and colleagues. It can be used very well to access important business data, such as: It can also be the easiest way for employees to talk to partners and exchange problems or ideas with leaders.

I will share MySainsburys MyHR or how to enter MySainsburys in this post. MySainsburys myhr will take the time to read this post for step-by-step instructions. If you are a Sainsbury employee, you must log in to ourainsburys.co.uk to view information and manage employee plans and pay. MySainsburys login team can easily and conveniently log into your own account through the online site.

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MySainsburys portal is one of the best and most trusted online portals through which all Sainsbury agents can access and manage online payments. You also have the power to successfully manage work hours, payroll, night shifts, etc. at MySainsburys portal. To manage and maintain all work, employees were able to successfully access the MySainsburys login portal from anywhere and from any device.

The main reason for launching the MySainsburys login portal is to instantly donate, reach, train and assign the latest updates. Essentially, it is a system that works and tunes or provides all the shift and work details you need. First, the company representative or manager encourages the employee to register with MySainsburys portal. After that, after successful registration, you can still access your account by simply logging into your account.

What Is The Registration Process?

Follow each step carefully so that you can successfully complete the registration process without any difficulties. The point, however, is that there is no Sainsbury online account re-enrollment platform. The registration process will be completely offline. And the employee will be asked to enter the national insurance number to create the MySainsburys corporate account.

The registration process is done using the numbers of the local HR team and your own authorities. Once the information you have provided has been verified, MySainsburys account information will be provided to you. Once you have received your account information from Sainsbury Business Information, you can begin registering.

  • First of all, you need to visit the official MySainsburys login portal site of the MySainsburys portal website.
  • After clicking on the website, you will be directed to the sainsbury company page.
  • You will now be asked to enter the username.
  • In this step, you must enter the password.
  • After entering all the details to access the account, you need to click the Next button.

You will now be successfully registered on the MySainsburys website. You must carefully store your access data. If you forget your password, it will be permanently recovered. The steps for password recovery are shown below.

What Is The Login Process?

Before logging in, make sure you are a valid and active employee of MySainsburys. Then you will be approved and follow the points below to get a smooth and hassle free login access. Now, without wasting any time, let’s get into the details of the MySainsburys sign in process:

  • First, make sure you know the unique social security number.
  • Also be prepared for details like the number of employees and many other important details.
  • The social security number is the default password. You can easily change your MySainsburys sign in password if necessary.
  • Now visit the official website at www.mysainsburys.com using any web browser.
  • After pressing Enter, you can enter information such as your username and password.
  • After submitting all the data, click Register.
  • Please be patient, as it will take some time for the system to process the entire process on its own.
  • And the first time around, everyone who logs in will be asked to change their default password settings or make them strong, secure, and hard to guess.
  • After the previous step, you will be redirected to your account. From here you can access all the details you need.

About MySainsburys

Sainsbury’s is the second largest supermarket chain in the UK. Sainsbury’s has a 16 percent stake in the supermarket business. The Sainsbury Company was founded in 1869 and the founder of the Sainsbury Company was John James Sainsbury. Sainsbury’s head office was in London, UK. In 1922, Sainsbury’s became the world’s largest grocery retailer.

Sainsbury’s is the second largest supermarket chain in the UK with a 16.9% share in the supermarket sector. Founded in 1869 by John James Sainsbury with a store in Drury Lane, London, the company became the world’s largest grocery retailer in 1922, started self-service in the early UK and flourished in the 1980s.

MySainsburys.co.uk is specially designed for Sainsbury employees to manage payment subscriptions online. Our website mysainsburys Payroll, formerly mysainsburys, contains all information about the employee’s work, including hours worked, night shifts, bonuses earned, and compensation received by the employee.

The primary purpose of our sainsburys / MySainsburys payment submission portal is to help employees by providing them with the information they need. By registering on our Mysainsburys payment portal, employees can easily access information about their working hours, hours worked, and benefits received. Our hassle-free use of MySainsburys is easy to use and it only takes a few steps to sign up and view payroll.

Originally founded in 1869, Sainsbury’s is a UK based retail company. It is the second largest supermarket chain in the country in terms of market share and mainly sells groceries and convenience items. Holding company J Sainsbury PLC also owns catalog retailer Argos and Sainsbury’s Bank. They have also launched an employee portal called MySainsburys login portal.

My Sainsburys portal is the official online portal for all employees of the British company Sainsbury’s. The gateway helps organize business-related data and files for employees. Things like job rotation, payroll, rewards, and other information can be found on the portal.

It is also the most effective way to communicate with the Sainsbury team. MySainsburys Employees can direct complaints and questions to their superiors. They also send messages and easily receive important information about their work. You can also check how many hours you worked each month or each week.

What Are The Login Requirements?

These are the necessary requirements for the My Sainsburys portal registration team.

  • Each employee must have the MySainsburys login web address portal.
  • Each employee must have specific access data for user identification and password.
  • The employee must have an Internet browser.
  • And the employee must have a good internet connection with laptop or PC or smartphone or tablet.
  • And the employee must have the social security number.
  • And the clerk must be from MySainsburys.
  • Each employee must have a valid email address.
  • And the employee must have a device that enables JavaScript.

These are the basic requirements for the Sainsbury representative for the registration process. Now, let’s go through the registration process in a simple and step-by-step way. The steps mentioned will be very simple and easy to understand and there will be no troubleshooting between the registration process. New Sainsbury employees can also understand the steps very well.

Why Should People Login To This Portal?

Some of the benefits that you can obtain by accessing the corresponding portal are detailed below. Now let’s dive into the details to get or develop a better idea of ​​the MySainsburys login online portal.

  • Offer discount cards.
  • Annual bonus.
  • Offer flexible work hours.
  • Extremely secure access.
  • All you have to do is register and log in.

This basically looks like a system that works and has all the details you need about shifts or work. To manage and take care of all tasks, employees were able to successfully access the login portal from anywhere and through any device. First, the company representative or manager will help the employee to register with MySainsburys. You can then access your account at any time after successful registration.

MySainsburys is a trusted retail business where people really enjoy working and shopping. Employees and networks work hard to provide the best possible shopping experience.

Subsidized canteens are also available for MySainsburys employees. However, with the exception of general pensions, Sainsbury’s benefits are not contractually regulated. If you are a MySainsburys employee, enjoy a variety of benefits right from the start with the comprehensive and competitive Total Rewards package. You’ll enjoy the most benefits if you continue your extended service at Sainsbury’s.

However, access to work-related information and resources is only likely if you have successfully registered for your account on the MySainsburys login portal. Here you can find more information about the registration process, employee rewards, and other related details. We have compiled all the information in detail so that you can better understand it and simply log into your MySainsburys login account.

Below Are The Employee Benefits

Sainsbury’s performance and compensation are challenging as the company employs 15,000 different people in its 890 UK retail stores. Sainsbury’s benefits are awarded below in a number of ways, such as:

Colleague Discount Card – Sainsbury’s Colleague Discount Card was the most popular perk, giving employees a 10% discount on all their products in store and online. This discount is extended to 15% at certain times of the year such as Christmas, summer and Easter. Plus, if you’re a Sainsbury’s employee, you get a 25% discount on retail space. To qualify for a discount card, you must work for at least six months, which can be used by a second person.

Bike-to-Work Program – Another popular benefit is Sainsbury’s Bike-to-Work Employee Program, which is used by 700 employees. In addition to the cycle program, it offers other benefits in the form of a salary exemption and registration is possible throughout the year. Additionally, employees received many benefits for the family, such as flexible work schedule models, daycare vouchers, and better maternity allowances.

Pension – If you work for Sainsbury’s, you can get a free pension or life insurance for an annual salary. Pension and life insurance benefits are increased by 4%, 6% and 100% depending on the Step Up contribution. Senior and middle managers have access to the benefits of the Investment Plan for Autonomous Retirement (RPD). Sainsbury’s offers life insurance to all of its affiliates.

Health Care – Sainsbury’s benefits include the Health Care Plan, which provides dental and vision care to all employees on a voluntary basis. Sainsbury’s executives have access to employer-sponsored health insurance.

Automotive – A business offers executives and store managers car or pay-per-car options. In addition, Sainsbury’s will also offer auto and motorcycle loans to middle managers.

Family-Friendly Policies – Sainsbury’s offers a wide range of benefits, including family-friendly policies such as extended maternity or paternity benefits, child care vouchers, flexible work options, adoption leave, and paternity and fertility treatment leave.

Official NameMySainsburys
Portal TypeLogin
BusinessUK Supermarket
CountryUnited Kingdom
Used ByMySainsburys Employees

If you are an employee of Sainsbury’s, you are entitled to 14 weeks of maternity leave, of which 90% is paid and an additional 25 weeks at the legal rate of pay if you have worked on extended leave for one year.

Additionally, there are 2 weeks of fully paid paternity leave for employees who have worked for 6 months. To help balance work and homework, Sainsbury colleagues have access to a variety of flexible hours.

Vacation – Sainsbury’s is entitled to paid vacation based on role. Depending on seniority, location, and salary structure, the leave varies between 22 and 27 days. An additional day is released after five years of service.

Annual Bonus Program – In the “Sainsbury Employee Benefits” category, the Annual Bonus is one of the employee programs that can vary by position.

Long-Time Employee Awards – Long-time Sainsbury employees are honored for their recognition of their continued service and milestone celebrations.

Season Pass Loans – If you have successfully completed your trial period or worked at Sainsbury’s for 12 weeks or more, you are entitled to interest-free season pass loans when you purchase the 6-day, month, or year pass.

Employee Assistance Program (EAP) – Sainsbury’s Employee Assistance Program is helpful to employees because it is confidential and free. The program offers colleagues who need short-term support, such as legal advice, counseling, or debt service.

Sainsbury Social Association (SSA) – If you enjoy group activities and excursions, you will definitely love these benefits from the Sainsbury’s Social Association. The leisure discounts are only available to SSA members, but include the low registration fee that is well worth it.

Warehouse Program – This program offers the retailer a 20% discount.

Recognition Programs – In addition to long-standing rewards, Sainsbury’s Company offers its employees incentive programs to reward their work and encourage them to stay with the company through incentives.

In addition, subsidized canteens are available to Sainsbury’s employees in the branches. However, Sainsbury’s employee benefits are not contractually agreed upon, with the exception of post-conditional pensions. If you’re a Sainsbury’s employee, the comprehensive and competitive Total Rewards Package gives you a number of perks to get you started. Working long-term at Sainsbury’s has other benefits.

Final Words

This was all done through the connection of MySainsburys employees with MySainsburys.co.uk. Hope you enjoyed this article and found it helpful, but if you are having trouble logging in for MySainsburys employees, please leave a comment. I like to help everyone. Thank you!

Machete 17 Tail ender Edition: The PC’s Mightiest Spec-Work Horse of Them All

With the pandemic forcing countries into lockdowns, streaming apps—live or not, where streamers eat, dance, play games, joke around and even dive into politics—got popular. The impact was felt across various players:

M17 claims its monthly revenue has tripled now, during Covid, since December last year.
M17 rival Bigo LIVE, owned by Chinese live-streaming giant YY, saw its revenue jump 17% in Q1 versus the same quarter last year.
In the short video category, TikTok just had its best quarter yet. The company owned by China’s ByteDance has had the highest number of downloads for any app in a quarter, with its revenue more than doubling year-on-year, reports mobile insight firm Sensor Tower.
But M17 was not going to take any chances. To streamline its business further, it sold its Singapore-based dating business Paktor—the other half of the merger that formed M17. It also closed down the Southeast Asia operations of its live social commerce service HandsUP. Both happened earlier this year.

M17 seems to have renewed its IPO focus. Trimmed and doing better than ever, it’s now playing safe in case of a Covid-induced downturn. But it can afford that now for not having played too safe with Japan once.

Japan and Taiwan lead the show

Japan and Taiwan lead the show

If it wasn’t for Japan, “M17 wouldn’t have survived,” said a former employee requesting anonymity for fear of retribution. Japan accounts for two-thirds of the company’s revenue today. But back in 2018, it was just 19%.

Frost & Sullivan had predicted Japan would overtake Taiwan in terms of market opportunity by 2020. M17 took a chance to get a leg in.

You see, live streaming was never the problem for M17. If anything, it’s proven successful for the likes of YY and Momo in China. M17 needed to scale to turn a profit in Developed Asia. Other issues included stagnating user growth in Taiwan, and the fact that nearly half of its revenue came from its 500 biggest spending users—called ‘whales’.

The answer was Japan

CFO Shang-Hsiu Koo told The Ken that M17’s now profitable in Japan, where 20 million of its registered users are from. “There’s scale, so as a percentage of revenue, our sales and marketing expenses are much lower,” he said.

 

But investors weren’t keen on Japan in 2018, Koo revealed. It was initially a lossmaker. “Our mistake was that we tried to list in Q2 of 2018, rather than waiting to see the results of our marketing performance,” said Koo, noting that M17 started to overtake its rivals in Japan by the next quarter.

“There’s definitely a sense of we want to get to this milestone and let’s just get there even if the book isn’t perfect and the valuation is not what we want.”

FORMER M17 EXEC, REFLECTING ON THE IPO ATTEMPT

M17 investor Joseph Huang, partner at Infinity Ventures, told The Ken that Japan has seen lower average revenue per user than Taiwan, but offers a “broader” base that’s not “as skewed towards whales.” The Ken could not independently verify the claim.

The Future of Healthcare in Malaysia

“Unless security systems are designed to record access, the curious, entrepreneurial or venal can enter databases without leaving evidence of having done so,” it explains.

Special efforts

Special efforts

Previously known as Telemedicine Development Group, DHM was formed in 2017 to further digital health initiatives in Malaysia. It is co-chaired by the director-general of the Health ministry and chairman of Malaysian Communications and Multimedia Commission (MCMC).

Meanwhile, Faizi Rosli, the director of ethics and legal division under Malaysian Medical Council (MMC)—which governs all registered medical practitioners in the country—emphasises that the use of technology shouldn’t alter the ethical and professional requirements in the provision of care.

In a recently held webinar by Digital Health Malaysia (DHM)—a non-profit special interest group formed by policymakers, doctors and telemedicine companies—Faizi spoke about how crucial it is for doctors who provide virtual consultations to inform patients of the limitations of the service.

“Records must be reproducible for the sake of referral and patients’ consent must be obtained to record their details. That said, MMC is not giving permission to virtual consultations, we are giving guidance and reference to doctors that practice it in order to maintain standard of care,” he said.

In an email reply to us, the MoH said the report by Alpha Catalyst for a regulatory framework will most likely be finalised by early December.

“We will pursue further the option for the regulatory framework including a sandbox if required based on the findings and recommendations in the report. Usually used for new emerging technologies/innovations, [it] may not be useful for telemedicine,” says Fazilah Shaik Allaudin, senior director of the ministry’s medical development division.

Neighbouring example

In April 2018, Singapore launched its first regulatory sandbox — Licensing Experimentation and Adaptation Programme (LEAP) for the telemedicine industry, enabling development in the space with close monitoring of all aspects of safety, including clinical processes, medication delivery and data protection, while co-creating the appropriate regulations.

What should be regulated in the telemedicine space? Well, everything.

“It’s not just doctors’ practice or medical practitioners. It’s also data management, user privacy etc. Telemedicine is an industry, and everything that goes into it has to be regulated,” says Choy.

New wings

While it may take months before the regulatory framework is finalised, DoctorOnCall is not resting on its laurels.

Riding on the winds of change, the startup is on a fundraising trail to boost its operations. Virumandi declined to share further details but said there’s been “a huge traction from some top investors in Malaysia and Southeast Asia”.

Things were definitely not the same when DoctorOnCall first started in 2016. The founding team, says Virumandi, hasn’t taken a salary in the last four years. Investors were not convinced of the potential of the telemedicine industry, especially with the impending regulations rigmarole.

“A lot of them were short-sighted in not understanding the same regulatory barriers and the high barriers of entry ( Porter’s Five Forces) into the business. It’s like a castle with a very deep moat, and there’s a lot of gold in it. They didn’t think we could penetrate that,” says Virumandi.

Far-Reaching Effects of Integrating Telemedicine Technology in Healthcare Practition: Best Practices and Benefits

“Employing your own doctors means you can assess the doctors’ performance and improve on it,” he says, adding that it’s a worthy investment as compared to using the same amount of capital for brand-building.

Carved by Covid

Virumandi is right in noting people’s usual scepticism. But while there’s usually resistance to all things new, the pandemic has fast-tracked digital transformations. The healthcare industry is no different.

Doc2U’s Choy notes that the awareness and adoption rates have increased significantly post-Covid. “Most telemedicine players in Singapore and Malaysia would see their adoption rate increase between 30% and 70%,” he adds.

Doctors’ initial concern with telemedicine is “does it work?”, shares Seenivasagam.

“How do you diagnose without physical interaction? The best thing to do when you’re unable to conclude a diagnosis, you can always refer the patient to a nearest clinic or hospital. The whole idea of telemedicine is early detection and management,” she says.

Uberising healthcare

Uberising healthcare

DoctorOnCall claims doctors are able to earn between RM3,000 (US$690) and RM4,000 (US$920) of additional income on a monthly basis. Doctors are able to pocket 60-80% of the RM20 (US$4.6) fee for each consultation.

Covid-19 has proven the efficacy of telemedicine, she adds, as patients across Malaysia are able to reach out to MoH’s family medicine specialists to help address any uncertainties they have about the pandemic.

In the last few months, DoctorOnCall has extended its services to include offline services such as appointment bookings with medical specialists. It has also partnered with Covid-19 testing service providers where individuals are able to book testing services on DoctorOnCall.

Virumandi declined to provide the split of the company’s business—between business-to-business-to-consumer (B2B2C) and business-to-consumer (B2C)—for competitive reasons. However, he claims that DoctorOnCall is working with over 10 insurers and over four third-party administrators and hundreds of companies to provide virtual healthcare services and medical prescriptions to patients.

Meanwhile, Doc2Us serves mainly—80%—the business-to-business (B2B) sector while the rest is retail consumers.

As the telemedicine players carve out their niches within the business, the problem of the lack of regulation comes knocking.

Doc2Us’ Choy sees the merit in a regulatory framework, noting that current players in the Malaysian telemedicine industry are already generating revenue from their consumer base. Hopefully, he says, there would be gazetted laws in the next few years.

Unregulated is unsafe

The government, of course, has accelerated its efforts towards regulation.
If telemed is left unregulated, it might lead to commercialisation and compromise in the duty of care, says Dr N Ganabaskaran, president of the Malaysian Medical Association (MMA) that represents medical practitioners in the country, adding that more engagement will be needed among stakeholders to address these concerns.

Electronic transmission of data increases the opportunity for unauthorised interception of personal information, thus increasing the risk of privacy infringements. This is supported by Telemedicine: A Guide to Assessing Telecommunications for Health Care, a book published by US non-government organisation Institute of Medicine—now known as National Academy of Medicine.

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Thanks to the tie-ups between the government and DoctorOnCall, Sashini Seenivasagam, a GP who joined the startup’s platform in May 2019, claims she has been able to reach out to 20-30% more patients from the rural states of Malaysia, who would otherwise find it challenging to consult a doctor without travelling hours into the city in search of government clinics.

Beyond accessibility in terms of geography, the platform is also making medicines more economically accessible. With the prescriptions patients get via DoctorOnCall, they can purchase and have their medicine delivered at 30% to 70% less than they would pay should they visit a private hospital or clinic.

“We have scale, so we could negotiate with pharmacies and get such cost savings that we could then pass down to consumers. Because of this, insurers are happy to work with us because they can pare down the healthcare cost [of their clients],” says Virumandi.

Getting insured

Getting insured

Less than 40% of Malaysians own a life insurance—a significant untapped potential for the insurance industry. Telemedicine platforms might be the boost that insurers need to penetrate the life insurance sector in Malaysia.
Local insurer Zurich Malaysia says health protection is an area that has plenty of room to grow in the country as many Malaysians are still underinsured.

Its collaboration with DoctorOnCall was a recognition of a digital shift within the insurance space. The insurer, however, said it is unable to provide an estimate of customers that will potentially benefit from the tie-up.

“As industries shift digitally, especially in light of the Covid-19 pandemic, we have seen an added emphasis on convenience. This digital shift is accelerated with remote working and staying indoors becoming part of the new lifestyle,” says Stephen Clark, country head of Zurich Malaysia.

The Essential Guide to DoctorOnCall’s Unique Growth Mix Strategy

From telemedicine and wearables to the larger 5G-enabled health support at hospitals, telehealth plays an important role in enabling flexibility for people to choose suitable actions that contribute to their health and wellbeing, says Clark. Although, it will not be replacing the entire spectrum of care so the brick-and-mortar healthcare set-up is here to stay, he adds.

According to Virumandi, DoctorOnCall complements the life insurance businesses of various insurers, citing its with Zurich Malaysia as an example.

“We package it in a way that consumers get tele-health consultations and medication delivery for free. In other words, they don’t need to wait for some serious condition to befall them to make use of their insurance plan—this changes the mindset of ‘why should I get an insurance plan?’” he says.

But of course, it is also a very lucrative revenue stream for telemedicine startups, notes Manasije Mishra, managing director of Indian telemedicine startup DocOnline.

Telemedicine startups could charge insurers an annual subscription fee or charge per virtual consultation. Either way, such tie-ups with insurers provide a substantial cash flow for startups.

What sets telemedicine startups apart is the clinical quality, a factor which Mishra believes will also be a main draw for insurers. Many in the industry are simply an aggregating platform for doctors to utilise their free time to consult, but that doesn’t guarantee a quality clinical experience for patients.

In-depth Overview of Doctor On Clear & What it Offers its Customers

All in all, it paints quite the rosy picture, with one significant thorn. Telemedicine in Malaysia is unregulated thus far. The Telemedicine Act 1997 neither spells out the procedure for a local medical practitioner to practice telemedicine nor has it been clearly enforced.

Though MoH has been working with Singapore and Malaysia-based digital innovation consultancy Alpha Catalyst since March to establish a regulatory framework for private online healthcare services in Malaysia, the startups are all up and running.

Investors are warming up

Investors are warming up

In Singapore, telemedicine startup Doctor Anywhere has raised US$27 million in March to pursue regional expansion to Malaysia and the Philippines.

Unlike Singapore which has launched a regulatory sandbox for telemedicine startups to operate in, it’s a tad late for Malaysian telemed players well past their pilot days.

“Telemedicine startups like ourselves are all self-regulating—this excludes doctors’ practice because that’s regulated by the Malaysian Medical Council,” notes Raymond Choy, co-founder and CEO of Malaysian telemedicine startup Doc2Us.

Telemedicine players in Malaysia are currently being guided by an advisory released by the Malaysian Medical Council. But healthcare professionals have questions.

Doctors that were approached to join DoctorOnCall’s platform had concerns about its legitimacy, data security, privacy, and others, shares Virumandi. But between an unregulated medium that’s government-sanctioned and can help with quick intervention and poor public health, surely, urgency takes precedence during a pandemic?

Filling healthcare holes

Government healthcare facilities in Malaysia are notorious for their long waiting hours. Elective surgeries could take up to months, especially those in urban areas.

In the last few months, DoctorOnCall claims to have broadened the funnel by helping over 5 million Malaysians navigate the pandemic better. On the platform, patients can request for an online doctor’s consultation and obtain drug prescriptions or hospital referrals.

Imagine if these 5 million Malaysians all went to the government clinics? It’d be chaos.

Covid-19 in Malaysia as of 1 June, 2020
Confirmed
7,857
Recovered
6,404
Death
115
Besides, there’s also an absence of a centralised system to integrate patients’ health records—a problem Virumandi notes. Formerly a senior manager at Deloitte Consulting, Virumandi ventured into the healthcare space through the acquisition of Nexus Group of Clinics in Malaysia.

Hospital chains in Malaysia usually expand their businesses through acquisitions, observes Virumandi. But when that happens, patients’ records are not integrated into a single, common system, resulting in records being transferred manually—an inefficient way to deal with information.

Which is why beyond phone and video calls with doctors, the startup has also built a clinical management solution around its virtual consultation service, where doctors are able to take notes, issue prescription references and even medical certificates.

“So you get a very similar in-clinical experience as opposed to just talking about your illness over a call without a clear output. Doctors are still the gatekeepers — only with doctors’ diagnosis and prescription do we then allow medication to be delivered within the same day or next,” explains Virumandi.

Another key challenge is low healthcare accessibility for patients living in rural areas.

The Offensive Provided by a Vertical Integration Strategy Means Opportunity for Markets, Innovation – But is it Greatly Affecting Market Prices?

According to the current Amazon executive quoted earlier, the company would need to invest considerably to bring the scale of manufacturing in India up to speed. After seeing a slowdown over the last two months, the executive doesn’t think that Amazon has the appetite for this at the moment.

Improving manufacturing in India would require both the carrot and the stick, Bhardwaj said. “The government may provide some incentives when they buy from micro, small, and medium enterprises (MSMEs). The stick is increasing import duties. Like the auto policy, if you want to invest in India, then there needs to be localisation.”

The Make-in-India conundrum

But even if Amazon wanted to shift to manufacturing in India, there are significant hurdles in its path. While a large number of products can be made in India, the issue for local businesses is that they can’t produce at the scale Amazon requires. So, instead of one company producing a million pieces, this is spread out over a hundred small companies, said Anil Bhardwaj, secretary general of FISME. The solution, he added, is to develop models of aggregation that can scale.

That, unfortunately, is easier said than done. In 2018, Amazon signed a partnership agreement with FISME to onboard local businesses and help them upgrade their technology and capacity building. The company later pulled out of the agreement. “We are still in discussions. They still need to do business in India, so do we,” Bhardwaj said.

The issue with manufacturing en-masse in India is three-fold, the former and current Amazon executives said. For starters, there is a lack of technical know-how, something China has built over years. An Apple cable comes with a certificate of authenticity from China and this is true for consumer electronics across the board in India. For instance, silicon microchips—integral components in tablets, phones and laptops—are manufactured predominantly in China.

Manufacturing in India is also scattered, unlike in China, where there is consolidated procurement that happens from 2-3 provinces. Take the city of Guangzhou, for instance. It plays host to the annual Canton Fair, which Amazon uses to source ‘home and kitchen’ products, said the former executive. After electronics, ‘home and kitchen’ is Amazon’s largest category.

Stepping on the Accelerator

Amazon’s saving grace may prove to be its Global Accelerator programme. When Amazon launched the programme in 2018, it reached out to 50-60 small and medium enterprises (SMEs), offering them marketing and data insights to help drive sales.

The Indian government has already wielded the stick. In February, it doubled the customs duty on 111 items to 20%. This will hurt Amazon significantly, with toasters, water heaters, fans, and air purifiers all affected by the hike. When private label imports resume from China, Amazon will have to decide whether to pass this hike on to customers or take a hit on margins to remain competitive on price. The cost will likely be built into the pricing, and Amazon will incentivise customers during sale periods, Forrester’s Meena said.

How Amazon’s Call to Quality + India Fit Into the US Based Vertical Integration Playbook

Importing from China gives the company a price advantage and large capacity, which is not easy to replicate in India, an Amazon executive said, declining to be named as they aren’t authorised to speak with the media. Sellers and the former executive quoted earlier agree unequivocally. China is a wholesale market, with cheap labour, better quality products, and, most importantly, the scale and capacity to handle large volumes.

Its Chinese reliance, though, is no longer an option. The global supply chain disruptions due to Covid-19, coupled with recent hikes in import tariffs on several items, have made that clear. According to a deck sent to sellers, which The Ken has seen, Amazon is looking to broaden its supplier base, at least when it comes to PPEs. It has asked brands under its Global Accelerator programme to start making PPE equipment locally. A new chapter in Amazon’s private label playbook, perhaps?

Chinese comforts

Chinese comforts

Despite the turmoil over the last few months, China remains a key part of Amazon’s global private label strategy. Its international brands like AmazonBasics—which sells everything from office supplies to electronics in India—are controlled by the company’s Seattle headquarters. This means that product specifications for the brand are uniform, allowing the company to source in bulk at a scale unimaginable to most businesses. China is possibly the only country that can handle orders of this magnitude. As of publishing, Amazon did not respond to detailed questions sent by The Ken.

As a result, its private label products in consumer electronics—which largely fall under AmazonBasics—are almost 100% dependent on China, said both the current and former Amazon executives. Consumer electronics, incidentally, happens to be the top category for e-commerce firms in India.

“At a product level, Amazon gets products 70-75% cheaper from China. After landed costs like insurance, warehousing, and transportation, the products are still 30-35% cheaper”

A FORMER HIGH-RANKING AMAZON EXECUTIVE

Even outside AmazonBasics, certain categories are inextricably reliant on China. Like high-selling, high-margin categories such as fashion watches and eyewear, for example, according to a former contract manufacturer for Amazon. In these categories, the margins can jump by over 5.5X thanks to procurement from China, he added.

While these categories are unlikely to see significant changes in sourcing, Amazon has more sourcing flexibility with its India-specific private labels like Solimo. Many Solimo products are distinctly Indian, like vessels to cook rotis, for example. These are usually outsourced to Indian manufacturers. However, even if the end product is finished in India, several sellers procure the raw materials from China, said the private label seller quoted earlier.

The dependence of Amazon and Flipkart on China has been a sore point for small traders in India. In January, the Federation of Indian Micro and Small & Medium Enterprises (FISME) claimed that e-commerce giants import almost 80% of the goods sold on their platforms. This, however, may soon change. The PPE Amazon wants its brands to make, for example, will be sourced indigenously. The private label supplier says he is turning to a local manufacturer because travelling to China to check the quality of the material is simply not possible at the moment.

 

Where Shopbacks Positioned Themselves in the Industry and How they Measure against Different Players

Relationships with customers are also dangled for merchants. Chan likens ShopBack Go to the Starbucks app and loyalty programme, but in a form that’s accessible to smaller retailers. Larger chains could invest in their own app, but ShopBack hopes they’ll tap its platform to reach new customers and their existing base by offering deals. Brands can also hop on, as with the online product, with incentives if users buy their products through specific retailers.

Both Chan and Chhor—the ShopBack investor—admit the theory is still to be proven. But they see potential for expansion to markets with high consumer spend and a propensity for savings. If successful, ShopBack Go could massively grow revenues.

Offline on hold

Offline on hold

ShopBack’s international operations continue chugging but its offline programme, ShopBack Go, is on hold during the outbreak. That applies both operationally in Singapore and for market expansions, which Chan said had been planned for this year.

ShopBack is currently in the process of signing up mobile wallet partners, having landed Visa payWave and Mastercard PayPass on launch. The strategy is to extend the benefit of cashback offline by allowing users to link their favourite payment methods to their ShopBack account.

Payment companies don’t make revenue through ShopBack Go. They are incentivised to build a direct relationship with their customers, who typically interface with their bank. That could present opportunities to sell in other services, or simply increase engagement with existing products against competitors.

“E-commerce is just 2-10% of retail. The real market is offline.”

SHOPBACK CEO HENRY CHAN

Other future monetisation strategies could include targeting advertising to brands. This would see ShopBack promote links to brand’s websites in exchange for money upfront and on condition of sales.

In response to lockdowns, ShopBack is currently “thinking of new ways for merchants to reach consumers” remotely using its platform, according to Chan.

Moving up

E-commerce in Southeast Asia is forecast to grow to $153 billion in 2025 from $38 billion in 2019, according to a report from Google, Temasek and Bain. The figures pre-date the Covid-19 outbreak, but overall upwards growth bodes well for ShopBack and others that work with e-commerce platforms.

By virtue of its recent funding, the company isn’t on the hook financially. “The answer to the pandemic isn’t just to raise money, but to get your house in order,” Chan said. The new cash, though, may allow it to enter other people’s houses, too.

“I strongly believe they can weather this virus situation,” said Willson Cuaca, co-founder of East Ventures, a Singapore VC that invested in ShopBack at Series A stage. “With their cash position, they are well placed to be acquisitive.” Cuaca added that ShopBack adapted fast at the beginning of the pandemic. “They’re aware of the situation and what is being hit.”

As founder, Chan said he’s had to learn the virtue of patience. The deal with Temasek, for one thing, took 18 months to come to fruition. With the business in hibernation across some segments, the new test is being in the right place once Asia’s economies reopen.

How Shopbacks Supports Varied Market Sectors & Social Ventures

In Australia, for example, ShopBack says it overtook its closest rival, Cashrewards, within 18 months of its April 2018 launch. Unlike ShopBack, Cashrewards did not have a mobile app at the time, despite claiming to have 365,000 users and annual revenue over AU$12 million (US$7.84 million).

The situation was tougher in tech-savvy Taiwan, which was ShopBack’s first expansion market beyond Southeast Asia in 2016. There, it opted for a local approach. It first joined the AppWorks accelerator programme in July, and then launched a local service later that year.

Regional resilience

Regional resilience

ShopBack’s regional presence has given it positives in countering the impact of the pandemic. Taiwan, where ShopBack claims to have 2 million registered users, has weathered the pandemic and seen e-commerce rise. ShopBack lost fewer deals in Taiwan during the pandemic compared to other markets, according to a list of providers on its website.

South Korea, another high-spending e-commerce destination that’s reopening after a lockdown, is next on the launch list. Weeks after its Temasek funding announcement, ShopBack acquired Ebates Korea to enter the country.

The undisclosed deal, which Chan said had been agreed in the fourth quarter of 2019, is symbolic for ShopBack. Ebates is the north star for any cashback business. Rakuten acquired it for a cool US$1 billion in 2014. Now known as Rakuten Rewards, it claims its 12 million members have earned over US$1 billion in cashback. It also claims to be profitable.

Rakuten Rewards, headquartered in the United States, may be king in North America and Rakuten’s home base Japan, but Korea was an anomaly as its only overseas market. Ebates has been there since 2013, but Chan said the handover happened because ShopBack is better placed to manage it as an Asia Pacific-based company. The deal also appears to deepen ShopBack’s relationship with its board member and CEO of Rakuten Rewards, Amit Patel.

ShopBack’s presence in nine countries gives it relevance to partners that want to strike regional deals, but it isn’t about to go full throttle. “We won’t enter new markets until we are number one in our newest market,” said Chan.

Transitioning Ebates Korea and a recent Vietnam launch are the immediate focus, but Chan did not rule out future opportunities when the time is right. Evidence suggests the approach has worked well so far.

Hey big spender

E-commerce spending in Taiwan reached $2.7 billion in the first quarter of 2020 despite the Covid-19 outbreak, according to government data. That’s significant given Taiwan has a population of less than 25 million people. E-commerce across Southeast Asia’s six main markets was $9.5 billion per quarter in 2019.

“Many companies enter Taiwan and try to localise, but ShopBack’s most important lesson was to send [co-founder] Joel [Leong],” AppWorks partner Jessica Liu told us.

Leong spent more than a year living in the country for the launch. He personally struck early deals with e-commerce companies and banking partners, and made key senior hires to imprint the company culture, Liu added.