Less is More! The Power of Simplicity in 91APP’s 10-year journey from start to a successful IPO

 

Nathan Alexander, Associate
Nathan joined AppWorks in 2024 as an Associate in the Southeast Asia Arm, dedicated to meeting and supporting founders in the region. He brings forth over 7 years of experience in startup advisory, investments and M&A. He started his career at PwC Indonesia where he was first exposed to the investment world and developed his initial acumen for analyzing companies. In 2021, Nathan moved to the venture capital industry, taking on the position of Senior Analyst at Alpha JWC. In his most recent role, Nathan served as the Head of Investments for Telkomsel Ventures where he focused on sourcing startups and underwriting investments for Telkomsel, Indonesia’s largest telecom operator.

It might be uncomfortable but less is often more in making a tech product. In this article, I want to highlight a company in our ecosystem that grew rapidly not by piling on features, but by consciously removing complexity.

Why Simplicity Matters: Learnings from 91APP

Here’s something founders often overlook: users don’t actually crave more features; they crave less friction. Adding more features might sound impressive, but every extra click, screen, or step can turn users away.

I see a strong case of 91APP, one of the startups in our community that had successfully gone IPO in Taiwan. 91APP is a storefront SaaS solution for merchants. Unlike many other solutions that overwhelm merchants with complicated setups, convoluted integrations, and steep learning curves, 91APP built their entire platform with one core principle: make omnichannel retail ridiculously easy. No complex integrations, no tech-heavy setup, just effortless retail management.

91APP helps merchants to quickly create a fully functional online store/website and branded mobile app within days, sparing them all technical complexities. Its unified, simple dashboard integrates everything, from online and physical retail to payments and marketing channels, allowing brands to manage their entire omnichannel retail experience all in one platform.

91APP’s success stems from its deliberate simplification of complex retail processes. The platform makes it easy for anyone, even non-tech-savvy merchants to quickly launch and manage an omnichannel retail experience. But 91APP’s simplicity mindset extends beyond just the product:

  • Intuitive User Interface: Easy-to-navigate interfaces with clear, jargon-free language.
  • Straightforward Pricing: Transparent, simple subscription models with no hidden fees.
  • Seamless Integrations: Effortless OMO integration to sync inventory, member data, employee performance, and loyalty programs across their online store and physical shops with ease, eliminating the need for manual management after launching.

By deeply understanding their customers, 91APP added a simple built-in referral mechanism, giving each store staff a unique code that earns them a commission on sales from both e-commerce and physical stores. This OMO integration not only boosts staff bonuses but also encourages them to embrace digital channels to maintain customer influence. Many businesses benefited a lot through increased sales performance after adopting this straightforward, yet highly effective feature. This enables 91APP’s merchants to scale faster and spend less time on problems that don’t move the needle.

Timberland was struggling to unify their offline and online operations. 91APP’s OMO (Online-Merge-Offline) solution allowed Timberland to integrate inventory, member data, and loyalty programs across both their online store and physical shops, eliminating the need for manual management. After implementing this solution, Timberland saw 70% of online sales from the brand’s official e-commerce, and their OMO members spent twice as much as single-channel customers. 

91APP’s success demonstrates that simplicity is not just about removing unnecessary features—it’s about deeply understanding user needs and creating an experience that minimizes friction. Their approach shows that when technology is simplified and made intuitive, it can lead to faster growth, higher engagement, and stronger customer loyalty—proving us one thing: simplicity matters.

Keeping Simplicity in the Age of AI

Talking about product development right now would be incomplete if we don’t consider AI. The truth is AI brings immense potential and…complexity. 91APP recognized that adding AI shouldn’t mean adding friction. They integrated AI silently and intuitively:

  • Retail AI Jooii: Automatically recommends the best pricing and promotions using real-time shopper data, no manual setup, just smart suggestions built into the dashboard.
  • One-Click Copywriting: Generates product descriptions and ad copy in seconds, removing the need for writing or marketing expertise.
  • Smart Insights: Converts raw data into clear, actionable reports, so even non-technical users can make fast, informed decisions without digging through spreadsheets.

The beauty of 91APP’s approach here is they make AI feel like part of the background, not the focus. Instead of overwhelming users with tech, they’ve built tools that simply work, helping merchants with things like pricing or copywriting without adding complexity. That’s the real power of AI: when it becomes invisible, solving big problems without anyone noticing. It’s proof that even in the age of AI, simplicity isn’t just possible, it’s the best way to grow.

Why simplicity is harder than it looks

 

When I found out the power of simplicity, then the next question would be: if simplicity is so valuable, why not more companies do it? People often hear “keep it simple” and nod along, until they try to do it. On paper, stripping features sounds easy. In practice, it’s one of the hardest things a company can pull off. I tried to dig deeper and found there are at least three main reasons why it’s difficult to achieve.

First, simplicity means saying “no” over and over. It’s easy to keep adding features because every “yes” feels like progress. But each “no” risks disappointing a customer, investor, or salesperson. Most companies simply don’t have the courage and discipline.

Second, simplicity isn’t cheap. Behind 91APP’s’s easy storefront are years of hidden engineering effort. It takes huge technical depth, custom infrastructure, optimized code, and endless tweaking to make complex technology feel invisible. It’s easier to expose complexity than hide it. The shorter the grass, the deeper the root.

Third, simple products must be opinionated. A customer-centric founder will know exactly what their customer needs. 91APP deeply understood the needs of merchants and how they wanted to manage omnichannel retail, so they built a platform that streamlined the process and removed unnecessary complexities. This deep understanding of their customers allowed them to focus on the core value they were delivering, even if it meant overlooking other potential use cases. Many companies fail to be so customer-obsessed, and that lack of focus can lead to overcomplicated products that don’t truly address what users want or need.

Simplicity only looks easy from the outside. It actually requires cultural discipline, technical depth, and a customer-centric mindset. Few teams are willing or able to invest in all three, which is why true simplicity remains a competitive moat rather than a commodity.

Conclusion

The big lesson here is clear: complexity might seem impressive, but simplicity holds real value. Founders are often tempted by new technologies, mistakenly believing complexity equals sophistication. Yet, the real winners succeed precisely because they reject unnecessary complexity and maintain relentless focus on their users’ needs.

But embracing simplicity isn’t easy, it’s incredibly difficult. It demands the courage to say “no” repeatedly, even when it disappoints stakeholders. It requires deep technical mastery to hide complexity beneath the surface. And it needs bold, opinionated decisions coming from deep understanding of the customers, which will clearly define the product’s direction, despite the risk of alienating some users and stakeholders.

True simplicity is a competitive advantage precisely because it’s so hard to achieve. It involves deliberate cultural discipline, constant technical refinement, and unwavering commitment. When done right, simplicity doesn’t just grow businesses, it transforms them.

 

How to Fundraise in Capital Winter? – An Era of Less FOMO and More SLOJI

Photo taken during a panel event in Jakarta, where Sophie discussed the current fundraising winter with industry peers. Panel speakers including Tania Shanny Lestari from Openspace and Chelsea Hartanto from Alpha JWC Ventures joined us on the VC panel, while Steven Wongsoredjo from Aplikasi Super (YC W18), David Setyadi Gunawan from EdenFarm, and Moehammad Ichsan from Octopus Indonesia participated on the founder panel.

Sophie Chiu, Principal (邱敬媛 / 協理)

Sophie is a Principal leading the Southeast Asia Arm, that is responsible for meeting, helping and investing in great founders in the region. She joined AppWorks as an Associate in 2020 and was subsequently promoted as a Principal in 2023. Prior to AppWorks, Sophie had 10 years of public equity experience. She was part of the portfolio management team at Neuberger Berman, focusing on emerging market opportunities. Prior to that she served as a research analyst at Credit Suisse, JPMorgan, and London-based Autonomous Research. Sophie holds a Master of Finance with distinction from Warwick Business School and BS Finance from National Taiwan University. Her passion and expertise, however, extend far beyond just researching companies and industries. She is also an author of two published poetry books and holds a keen interest in human psychology and human behavior.

In the ever-evolving world of technology, artificial intelligence (AI) has emerged as a beacon of innovation, attracting significant capital and propelling startups to unprecedented heights. However, this blossoming AI spring season starkly contrasts with the chilly atmosphere pervading the rest of the tech landscape. Amidst slashed valuations and the recent bankruptcy of banking giants like SVB and Credit Suisse, it is evident that we are in the midst of a capital winter that shows no signs of abating anytime soon. The situation is particularly challenging for startups in Southeast Asia, where many are grappling with unfavorable market conditions for the first time. In this article, we will delve into practical strategies and tips for founders to navigate this capital winter, ensuring their ventures not only survive but also thrive in these trying times.

1. What does a capital winter mean for VC investment?

a. It’s an era of less FOMO but more SLOJI.

The effects of the capital winter have reached all corners of the investment world, from the icy cold public equity market to growth equity and finally early-stage investment. With the exit forecast clouded by higher risk and uncertainties, VC investors are inevitably adjusting their investment approach.

Most VC investors in this region have become more patient and disciplined (with valuation). It is no longer a market driven by FOMO, but rather a time to be SLOJI – “slow to join in.”

Traditionally, VC investors were driven by a fear of being late to the game and sought to invest early and cheaply. Now VC investors are more comfortable waiting slightly longer and even committing to higher valuations when founders demonstrate a stronger set of metrics or evidence of product-market fit (PMF). This also means a greater emphasis on due diligence and the importance for a startup to show solid fundamentals for long-term success.

b. Path to profitability is almost a must, on top of all other necessary metrics.

Investors are currently placing a greater emphasis on profitability because they need to be more patient and disciplined, as well as considering the challenging macro environment. This does not necessarily mean that profitability is the sole metric used to evaluate a startup, but rather that a founder’s understanding and commitment to profitability is an important factor in investors’ assessments.

Here is some general advice for startups at different stages of development: If your startup is in the Series B or later stage, it should already have improving or excellent profitability metrics. At the Series A stage, it is important to demonstrate thoughts and plans for future profitability. For seed stage startups, the focus should still be on product-market-fit (PMF), and if anything else, don’t pursue a cash-burning business model.

c. Balanced growth is even more important.

The path to profitability is more like a check box. What investors are really eager to see is balanced growth. Growth is how a startup could eventually prove its PMF and disrupt the status quo. Balanced growth means growth plus a path to profitability – growth with at least steadily improving margins.

2. What does a capital winter mean to a founder and their startup?

a. Money is more expensive tomorrow.

The capital winter started because we are now in a rising interest rate environment, where money is more expensive tomorrow. It also means every dollar you save/earn today is more valuable. That is why no investor will support cash-burning business models right now.

b. Cut burn and survive.

As the capital winter could be prolonged, it is time that a founder needs to know how to survive and sustain longer and wisely. Since money tomorrow is more expensive, cutting burn can already help you save more valuable money today.

c. Focus on your best PMF.

There could be many directions/options for you and your startup. It is time to focus on your best PMF, where there is demand, paid users, or recurring cash flow. It is time to focus the resources on your best shot.

d. It is time to think like camel rather than a unicorn.

I really like this concept borrowed from this article in the Harvard Business Review, which was written in 2020 but seems only more relevant now.

Under a tough capital market like right now, many startups may die. The implication is that your competitors may die too. That’s why it is time for intelligent founders to prioritize survival over the blind pursuit of market share. Surviving and sustaining your startup with healthy growth and margin is already a victory.

VCs, among all types of investors, are the ones that stand the closest to founders. We are essentially on the same side because the success of VCs is entirely dependent on a startup’s success. Since we’re on the same side, when VC investors are now acting more patient and disciplined, founders should do the same together. It’s time to be a camel together.

3. What does a capital winter mean to a founder when it comes to fundraising?

For founders’ preparation, I’d say fundraising 101 is the eternal guideline and even works more effectively at a time like this: Know your investors, engage with them early, be transparent, know your stage, and so on. These are all critical factors. I’ll pick two that were highlighted during the panel:

a. Engage with investors early, build long-term trust.

Investors will take longer to assess a startup. I’d encourage startup founders to engage with prospective investors early because trust takes time to build. Most investors appreciate receiving regular or occasional updates from founders, demonstrating their commitment and discipline.

Many alumni from our AppWorks Accelerator regularly send us updates from time to time. Those who continue to show progress and dedication usually have pretty successful fundraising results – because most investors on the list get to observe them long enough before they actually need funding.

b. PMF, PMF, PMF.

Founders often ask what investors look for when evaluating potential investments. While founders are the experts on their own businesses, it is important to highlight key metrics that demonstrate strong PMF. In today’s business environment, PMF also requires a clear path to profitability.

This does not necessarily mean that early-stage startups need to immediately prove profitability, but rather that they should be able to demonstrate a vision for how their business can eventually monetize and become profitable. By focusing on these key metrics and showing a roadmap for profitability, founders can better position their businesses for success in the fundraising process.

4. How long will this capital winter last?

Founders should be aware that the current emphasis on profitability is not just a temporary trend, but a fundamental shift in the way businesses operate. This shift is not limited to a few companies – tech giants such as Grab and GoTo have already adjusted their profitability targets to accelerated timelines to reflect this change.

While Vietnam may have experienced record-high GDP growth in the third quarter of 2022, the fourth quarter saw a decline in global demand that is expected to persist in the coming months. As a supply market, Southeast Asia may feel the effects of global recession later on, which means that the “capital winter” may also last longer. To prepare for these challenges, founders should prioritize profitability and survival for the next 2-3 years (at least) and adopt a long-term, sustainable mindset for their businesses.

Remember, it’s time to think like a camel. Other unicorn-wannabes will die in the desert.

5. For founders, why now should be a promising time rather than a discouraging time?

Many founders may feel discouraged thinking about a capital winter and global recession. I’d instead encourage founders that it is the best time. It is the best time for founders to care about users, solve real pain points, and set a healthy goal for the company to survive. It is the best time for investors to stop chasing FOMO and pay attention to fundamentals and holistic vision.

The truth is that VC investors can’t sit on a pile of cash even if they become more disciplined with investment, they are expected by their investors to deploy according to market opportunities even in the winter. We still are on the lookout for amazing founders to allow us to join them on their journey to disrupt this world and create abundance and a better future.

So I think this article should end on a positive note for you. Again, VC investors and founders are meant to always stand on the same side. The goal of AppWorks as a VC is to fund the most-talented founders and help you make the biggest impact on this world – that’s something that will never change. We are always here for you.

If you are a founder working on a startup in SEA, or working with web3 and AI / IoT, apply to AppWorks Accelerator to join the largest founder community in Greater Southeast Asia.

Benson Chin (Executive Director, Value Creation Center, Wistron): Creating New Value through Synergies with Startups

Communications Master, Communication Master

Antony is a Master specializing in advising AppWorks startups on public, media and social media relations and communications matters. He joins Team AppWorks with over 18 years of media experience under his belt, having been a part of the very first batch of reporters to cover the Internet industry in Taiwan. He’s since held various senior level roles at prominent publications including Vice Chief Editor at Business Next Magazine, Senior Associate Managing Editor at Cheers Magazine, and Chief Editor at SmartM. Antony received his Bachelors in Management Science from National Chiao Tung University, and has tracked closely the evolution of media. Seeing himself as an “Internet missionary,” Antony loves sharing with others the sheer impact of digital technologies, particularly as it pertains to revolutionizing businesses and facilitating a new age of entrepreneurs.

Large enterprises collaborating with startups has become a leading trend in recent years for boosting innovation, and Wistron is one of the most representative examples of this. In addition to actively encouraging internal innovation, Wistron has also launched various initiatives such as the Wistron Vertical Accelerator through a strategic alliance with AppWorks, to engage in more extensive and systematic collaboration with external startups. In this process, the Value Creation Center (VCC) under the CTO’s office, is one of the driving forces, connecting the internal and external innovative energies and facilitating a variety of innovation possibilities. In its collaborations with startups, VCC offers design services (ODM) and external resource connections (Outreach Business), providing complete assistance to early-stage startups with product volumes under 10K. VCC also helps startups connect with various Wistron business units to receive broader support.

In a special interview with AppWorks, Benson Chin, who has served at Wistron for over 25 years and is the Executive Director of the Value Creation Center, shares Wistron’s significant stages in promoting innovation and the experiences and gains from deep collaboration with startups and participation in Wistron’s accelerator. Here are the key points:

Q: What role does VCC play in various business units within the Wistron Group, and what are its future strategies and goals?

A: As the name of the Value Creation Center suggests, our main goal is to create value, not just save costs. Wistron’s core business is ODM/OEM, and our long-term expertise lies in efficiency, quality, speed, and scale. But Wistron also has a distinctive DNA – we place a strong emphasis on innovation, and value creation will inevitably come from the synergies of innovation. So, our name reflects the mission and expectations that Wistron has entrusted to us.

Over the ten-plus years since VCC was established, our role and objectives have gone through three phases. Initially, we helped various Business Groups (BGs) and Business Units (BUs) with projects they deemed important but lacked the manpower, time, or ability to pursue. This was our starting point, so we had a deeper connection with various BGs and BUs. In the second phase, as our department developed, we started to anticipate our customers’ needs, doing things they hadn’t yet thought of, or preparing next-generation products to create more value for them.

Now we are in the third phase. We are continuously contemplating whether we can create valuable services, business models, or solutions for the company. This gives us more room and flexibility to diversify our development. We are always looking for a balance between maintaining necessary connections with each BG and BU to increase their value while proving our own, and helping Wistron make various longer-term innovative attempts.

Q: What specific approaches does the VCC take in terms of various innovations?

A: As Wistron has developed, it can be divided into two main strategies: encouraging internal innovation and connecting with external startups. For internal innovation, over the past 10 years, we’ve held two internal Demo Tech Day Road Shows each year, totaling 20 times, to present various innovative technologies or products from business units or the VCC. In addition, we’ve co-hosted several Golden Brain competitions with other educational training centers, encouraging our colleagues to participate in innovation competitions and propose various innovative products or business models. Some of our recent new products, such as the smart flower pot, smart coffee scale, and smart voice assistant for medical care , all came from the top-ranked products of the GoldenBrain competition. No matter which team the contestants belong to, VCC will assist in connecting and cooperating with the relevant BG or BU, continuously sparking ideas internally and enabling the team to fully realize their products or business models.

The other approach is to connect with external startups and collaborate on their innovative technologies, products, services, or business models. This is a role that the VCC has played more prominently in the past three to five years, shifting from an Inside Out approach to an Outside In one, learning together with external startups and co-creating value. As the overall industry changes faster and becomes more diverse, various BGs and BUs within Wistron are gradually establishing their own teams similar to the VCC, focusing on new technologies and products in the next one to two years, mainly serving existing ODM and OEM customers. We, on the other hand, focus on opportunities three to five years out or even longer. Looking at the results, the VCC has had a positive impact internally over the past few years, with innovation becoming a part of our DNA, and all units are paying more attention, with teams similar to the VCC gradually emerging.

Another role of the VCC is to facilitate horizontal communication and connection between various internal and external units. Because each BU, BG, or subsidiary has its own core focus, it can sometimes be difficult to keep track of what changes are happening outside. Our role is to create more horizontal connections, both internally and by helping external startups connect with units within Wistron. Internally, when various BGs and BUs develop new products, they may lack certain skills such as EE (Electronic Engineering), ID (Industrial Design), or UI/UX. At this point, they will seek our support. For example, Wistron is developing AMR (Autonomous Mobile Robot) fleets that can be applied in different areas such as medical care, shopping centers, public transportation, logistics warehouses, and factories, and ID and UI/UX are supported by the VCC. For external startups, we can also help connect them with our internal technology and manufacturing. For example, during the pandemic, there was a startup team from the Industrial Technology Research Institute whose product was an antimicrobial liquid generator. Using electrochemical technology, they can electrolyze tap water into highly active oxygen antimicrobial liquid. We assisted in the design and manufacturing of the product’s bottle and charging equipment.

I have been serving in Wistron for over 25 years, and the VCC team is very diverse. Besides having seasoned employees like myself, we also have very young colleagues. If we consider five years as a generation, our team spans five generations. This diverse background makes us well-suited to serve as a bridge connecting internally and externally. Personally, I thoroughly enjoy being able to produce concrete results and get a glimpse of what’s going on in the outside world.

Providing Comprehensive Services to Early-stage Startups

Q: In terms of collaborations with startups, what stage and fields of startups are VCC’s targets?

A: VCC can provide full-range design services (ODM) and external resource connections (Outreach Business) to startups. Simply put, we have comprehensive support from the entrepreneurial idea stage to the early stage of trial production and mass production of fewer than 10,000 units. This includes product design, needs or marketing research, UI/UX, hardware and software, CMF (Color, Material, Finishing) R&D, small-batch prototyping, prototype making, trial production, etc. Moreover, we have long-term partnerships with first-class academic institutions such as MIT and can help startups introduce forward-looking technologies. If startups need it, we also guide them in listing products on crowdfunding platforms like Kickstarter and Zeczec, or on e-commerce websites like Amazon to learn how to do e-commerce.

Startups have different needs at different stages, and Wistron currently plans to assist through three units. CVC (Corporate Venture Capital) focuses on startup funding, VCC focuses on the function aspect, and we have IIC (Innovation Integration Center) to help startups with small-scale mass production. So, when excellent startups collaborate with us, they get funding, technology, and production support. When startups formally enter scale-up, and their mass production scale is large enough that BGs and BUs are willing to take over, we will assist in making the connection to become long-term customers in the future.

We are not too restricted in cooperating with startups from any field. Going back to market demand, I would define it as the elderly and dogs, lifestyle taste, and ESG aspects. We are more than willing to work with startups that focus on elder care, pet economy, or life applications using AI, IoT, Sensor, Cloud, and other technologies, as well as those developing environmentally friendly products and business models.

When cooperating with startups, we adopt an attitude of mutual respect and win-win creation. In the Wistron logo, the ‘i’ in Wistron is highlighted, representing the two important spirits of Innovation and Integrity. I often proudly say that I am fortunate to be deeply connected with the ‘i’ of Innovation. The other ‘i’, representing Integrity, should be the most basic DNA of us as an ODM/OEM manufacturer. We never plagiarize the IP of our clients to make our own products. The cooperation with startups is also based on this spirit. We sign bilateral NDAs (Non-Disclosure Agreements) to protect the IP of both parties. Perhaps there have been some bad businesses in the industry that have taken the IP of cooperating startups, but as far as my time at Wistron, I have never heard of us trying to take advantage of others. A quick check or inquiry in the market will reveal that we have never had such a record.

Q: How does a startup get charged when collaborating with VCC and using the services provided by VCC?

A: Fundamentally, VCC is a Cost Center unit, not a Profit Center. But our goal is to create long-term value for Wistron, so we don’t need to carry short-term revenue or profit financial targets, but all services still need to cover at least the operational costs of the department. Therefore, we will not provide services for free, but the charges, payment methods, and even production quantities will offer great flexibility to startups, with many plans available. We understand that entrepreneurship itself carries high risks and has different considerations, so we have ways to accommodate them.

Q: In your past cooperation with startups, or since the operation of the Wistron accelerator for a year and a half, what personal observations or takeaways do you have from the exchange process with entrepreneurs?

A: So far, we have a very positive view of cooperating with startups. Working with startups or entrepreneurs, we wouldn’t dare say we are mentors, but at least we can contribute some opinions and suggestions. I think this process is more like mutual exchange and learning. If we’re talking practically, this process can indeed help Wistron connect with some potential future customers.

Another gain we didn’t anticipate previously was the diversity of startups recruited and filtered through AppWorks to join the Wistron accelerator, which far exceeded expectations. For example, in the third term from September to December 2022, we saw startups covering areas such as FinTech, AR, Material Science, IC Design, etc. Through exchanges with them, we not only gained a deeper understanding of the most cutting-edge industry changes, product and business model development, but also saw the tangible help that VCC and other participating units of the Wistron Group can provide to startups, which is very fulfilling.

One of the startups we discussed a while ago, PackAge+ PeiKeJia, is one of the startups I greatly appreciate. Taiwanese e-commerce ships hundreds of millions of cartons as packaging materials each year, the vast majority of which are only used once, which is very wasteful and not environmentally friendly. They use material technology to promote circular packaging, turning recycled PET bottles into packaging bags that can be reused more than 30 times. They have started cooperating with many e-commerce companies in Taiwan and have secured over 3,000 recycling points in FamilyMart convenience stores during the pandemic. I’ve always thought the concepts of environmental protection and ESG are great, but it’s really not easy to turn them into a profitable business. Their willingness to take on this challenge and achieve good results is commendable.

Q: What advice do you have for startups who want to apply for the Wistron Accelerator or want to start a dialogue and cooperate with VCC?

A: I think the most important thing is to have a mindset that doesn’t limit oneself. When applying, you don’t need to immediately think about connecting with Wistron’s ODM, OEM businesses, or any unit, or what topic you want to work on. Instead, I think the senior executives of each unit joining the Wistron Accelerator are very humble and open. We’re not only helping startups, but we’re also learning a lot from entrepreneurs and startups. For example, I don’t believe we know more about chips than startups doing IC Design. As long as startups fit within the broad categories set for AI, IoT, cloud, cybersecurity, education, and healthcare, we welcome them and are willing to try various possibilities. I believe that during the few months of the accelerator period, we will gradually find some focal points for cooperation.

Furthermore, I hope that entrepreneurs have big dreams because if a company doesn’t have grand dreams, it’s unlikely to be remembered. In addition to having grand dreams, entrepreneurs also need the capability to realistically pursue them. Building a business requires a vision, but it also requires practical strategies and execution. You can dream of transforming an industry or creating a novel product, but you need to have the skills and the drive to turn that dream into a reality. That’s the kind of ambitious and dedicated mindset we’re looking for in the startups that join our accelerator.

***Calling founders working in AI, IoT, Cloud, Cyber Security, EdTech and MedTech to apply for Wistron Accelerator ***

秦北辰 (緯創資通價值創新中心總監):打造新價值,來自與新創合作的加乘

Antony Lee, Communications Master (李欣岳 / 媒體公關總監)

負責媒體與社群溝通相關輔導。加入 AppWorks 前有 18 年媒體經驗,是台灣第一批主跑網路產業的記者,先後任職《數位時代》副總編輯、《Cheers 快樂工作人》資深主編、SmartM 網站總編輯。畢業於交大管科系,長期關注媒體產業變化,熱愛閱讀商業與科技趨勢、企業與人物故事,樂於與人交流分享,期許自己當個「Internet 傳教士」。

大企業與新創合作,是最近幾年大企業提升創新能量的顯學,而緯創資通是最具代表性的指標之一。緯創除了積極鼓勵內部創新外,也透過與 AppWorks 策略結盟啟動 Wistron Accelerator 緯創垂直加速器等多種方式,更大規模、更有系統的與外部新創展開合作,在這過程中,隸屬於技術長辦公室下的價值創新中心 (Value Creation Center,以下簡稱 VCC),是背後的推手單位之一,透過各種穿針引線的引導,將內部與外部的創新能量進行橫向連結,促成各種創新的可能性發生。在與新創合作上,VCC 提供設計服務 (ODM) 以及外部資源連結 (Outreach Business),讓處於創業 Idea 到試產、產量在 10K 以下的早期新創,可獲得完整的協助,同時,也協助新創串接緯創內部各個單位,獲得更大能量的支持。

AppWorks 特別專訪在緯創服務長達 25 年以上的 Benson 秦北辰 (緯創價值創新中心總監),分享緯創長期以來在推動創新的幾個重要階段,以及近年開始與新創深度合作、參加緯創加速器與創業者交流的經驗以及收穫,以下是重點整理:

Q: 在緯創集團內部各事業單位中,VCC 扮演什麼角色?未來有哪些策略和目標?

A: 從 Value Creation Center 的部門名稱,就知道我們的主要目標是創造價值,而不單僅是節約成本。緯創的本業是 ODM / OEM,拼效率、品質、速度、規模是我們長期以來的專業,但緯創還有一點不同的 DNA,就是很強調與重視創新,而創造價值一定會來自創新的加乘,所以從我們的名稱,就可以了解緯創賦予我們的任務和期待。

VCC 成立至今十多年來,我們的角色與目標大致有三個階段的變化。最早的確是幫各 BG (Business Group)、BU (Business Unit) 做一些他們覺得重要,但並沒有人力、時間或能力去看的專案,這是我們部門的出發點,所以這時和各 BG 與 BU 有較深的連結。第二階段,隨著部門逐漸發展,我們開始走在客戶之前,去做一些客戶尚未想到、來不及做的事情,或是下一個世代的產品,我們先幫客戶準備好,來創造更高的價值給客戶。

現在則是我們的第三階段。我們持續在思考,是否可以為公司開創有價值的服務、商業模式或是解決方案。如此一來,可以做哪些事情的空間與彈性變得更大,發展也可更多元。我們一直在尋找天秤兩端的平衡點,一端是與各 BG 和 BU 維持必要的連結,增加他們的價值,同時也要證明我們的價值;另一端是協助緯創做各種更長遠的創新嘗試。

Q: 對於各種創新的嘗試,VCC 有哪些具體的做法?

A: 隨著緯創一路發展,大概可分為鼓勵內部創新與連結外部新創兩種方式。在內部創新上,過去 10 年來,每年會有兩次內部 Demo Tech Day 的 Road Show,共做了 20 次,對內發表各事業單位或是 VCC 的各種創新技術或產品。此外,我們也與其他教育訓練中心合辦過幾次金頭腦,鼓勵內部同仁參與的創新競賽,提出各種創新的產品或商業模式,我們近年不少新產品,例如智能花盆、智能咖啡秤、行動照護智能語音助理等,都是來自金頭腦競賽前幾名的產品,不管參賽團隊來自哪個單位,VCC 都會協助串接與相關 BG 或 BU 的合作,一直在內部產生這種火花,讓團隊能把產品或商業模式完完整整的做出來。

另一種方式,則是連結外部新創,將他們創新的技術、產品、服務或商業模式與緯創展開合作。這是最近這三、五年,VCC 所扮演更明顯的角色,從原本 Inside Out 變成 Outside In,跟外部的新創一起學習、一起共創價值。因為整體產業變化得更快、也更多元,緯創各 BG、BU 內部,也逐漸在成立自己類似 VCC 的團隊,關注未來一到兩年內的新技術、新產品,主要服務的對象是既有的 ODM 與 OEM 客戶,我們則關注三、五年以後或是更長期的機會。從結果來看,VCC 這幾年為內部帶來了正面影響,創新變成了一種 DNA,各單位都更加重視,陸續開始有類似 VCC 的團隊。

VCC 另外一個角色,則是協助內外部的各個單位產生橫向溝通與連結。因為各 BU、BG 或是子公司,都有自己核心的專注重點,有時難免會無法掌握外面發生了什麼變化,我們的角色,就是希望創造更多橫向連結,包括內部之間,以及協助外部新創連結緯創內部單位。在內部,各 BG、BU 開發新產品時,可能會缺一些 EE (電子工程)、ID (工業設計)、UI / UX 之類的技術,這時就會尋求我們的支援,例如緯創開發可應用在醫療養護、購物中心、大眾運輸、物流倉儲、工廠等不同場域的 AMR (Autonomous Mobile Robot,自主移動機器人) 車隊,ID 與 UI / UX 都是有 VCC 提供支援的部分。對外部新創,我們也可協助連結內部的技術與製造,例如,在疫情期間有一個工研院出來的新創團隊,產品是抗菌液製造機,運用化學的電解技術,可將自來水電解為高活性氧的抗菌液,產品的瓶身、充電設備等,就是我們協助設計和製造出來的。

我在緯創已服務超過了 25 年,VCC 成員組成也很多元,除了有像我一樣的資深員工,也有很年輕的同仁,若以 5 年為一個世代,我們團隊成員橫跨了 5 個世代。這樣的多元背景,讓我們很適合擔任橫向串接內外的橋樑,對我個人來說,能具體創造出一些成果,又能多看看外界在做什麼,非常 Enjoy。

提供全方位服務給早期新創

Q: 在與新創合作選擇上,VCC 的目標是哪個階段、哪些領域的新創?

A: VCC 可以為新創提供全方位設計服務 (ODM) 以及外部資源連結 (Outreach Business),簡單說,從創業 Idea 到試產、產量在 10K 以下的早期階段,我們都有很完整的協助。包括產品設計、需求或行銷研究、UI / UX、軟硬體與 CMF (Color、Material、Finishing) 研發、小批量打樣、原型製作、試產等,另外,我們也跟 MIT 等國內外一流的學術單位長期合作,可以協助新創導入前瞻技術;若新創團隊有需要,我們也會輔導產品上架 Kickstarter、嘖嘖等群眾募資平台,或是 Amazon 等電商網站,去學習如何做電商。

新創在不同階段,會有不同的需求,緯創目前規劃由三個單位來協助。CVC (企業創投) 著眼在新創 Funding 上、VCC 聚焦在 Function 面向,另外我們有 IIC (Innovation Integration Center,新創整合中心) 協助新創小規模量產,讓優秀的新創跟我們合作時,要錢有錢、要技術有技術、要生產有生產,當新創正式進入 Scale-up,量產規模大到 BG、BU 願意接時,我們會再協助串接,成為未來更長期的客戶。

我們並沒有太受限與哪些領域的新創合作,回到市場需求上,我會定義為老人與狗、生活品味、ESG 這幾個面向。在銀髮族的照顧和養護、寵物經濟,或是運用 AI、IoT、Sensor、Cloud 等技術的生活應用,以及開發對環境友善產品與商業模式的新創,都是我們很樂意合作的對象。

在與新創合作時,我們是抱著互相尊重、創造雙贏的態度。在緯創的 Logo 中,Wistron 的 i 有特別 Highlight 出來,代表了 Innovation 與 Integrity 兩個重要的精神,我常常很自豪的說,我很幸運可以跟 Innovation 的這個 i 搭得比較深。另一個代表 Integrity 的 i,它應該是我們做為 ODM / OEM 廠商最基本的 DNA,我們從來不會剽竊客戶的 IP,把別人的 IP 拿來做自己產品,與新創的合作,也同樣基於這個精神,我們都有簽雙向 NDA (保密協議) 保護雙方的 IP,也許過往在業界有一些不好的企業,會把合作新創的 IP 拿走,但我待在緯創至今,從沒有聽過我們想要佔別人這種便宜,在外面稍為 Check 或打聽一下,就知道我們從來沒有這樣的紀錄。

Q: 新創在與 VCC 合作,使用由 VCC 提供的服務時,如何收費?

A: 基本上 VCC 是 Cost Center 單位,而非 Profit Center。但我們的目標,是為緯創創造長期的價值,所以本身並不需要背負短期營收或獲利的財務目標,但所有的服務,還是要 Cover 最起碼部門營運的成本。所以基本上,我們不會免費提供服務,但收費、付款方式,甚至生產數量,會提供新創很大的彈性,有很多種方案,因為我們理解創業本身有很高的風險,也各有不同的考量,我們都有配合的方式。

Q: 在你過往與新創合作,或是緯創加速器運作一年半以來,在與創業者的交流過程中,你有哪些個人的觀察或 Takeaway 嗎?

A: 到目前為止,我們都很正面看待與新創的合作。與新創或創業者的合作,不敢說我們是 Mentor,但至少我們可以貢獻一些意見與建議,我覺得這過程更像是互相交流和學習,若從現實面來說,這樣的過程,也的確可以協助緯創接觸到一些具有潛力的未來客戶。

另一個我們之前沒想到的收穫,則是透過 AppWorks 協助招募、篩選後加入緯創加速器的新創,多元性遠超過預期。例如 2022 年 9 月到 12 月的第三屆,我們看到有涵蓋 FinTech、AR、材料科學、IC Design 等領域的新創,透過與他們的交流,不只讓我們對最前緣的產業變化、產品與商業模式開發有更深入了解,也可看到 VCC 以及緯創集團其他參與單位能提供新創實質上的幫助,非常有成就感。

前一陣子,與我們談論過的新創 PackAge+ 配客嘉,就是我非常欣賞的新創之一。台灣電商每年要出貨上億個紙箱作為包材,其中絕大多數只使用一次,非常浪費且不環保,他們運用材料科技推動循環包裝,以回收寶特瓶再製成包裝袋可重複使用 30 次以上,已與台灣多家電商開始合作,並在疫情期間,談下全家便利商店超過 3,000 個門市的回收據點。我一直覺得環保、ESG 理念很棒,但要把它具體變成一個賺錢的生意,真的很不容易,他們願意挑戰這個題目,也做出很不錯的成績。

Q: 對於想要申請緯創加速器,或是想要與 VCC 展開交流合作的新創,你有哪些建議?

A: 我認為最重要是不要自我設限的心態。申請時,不用馬上先去想要跟緯創的 ODM、OEM 事業,或是哪個單位產生連結,再去想要做什麼題目,我反而覺得,內部各單位加入緯創加速器的高階主管們,都很 Humble 與 Open,也不只是我們在幫新創,同時也在創業者與新創身上學習很多,例如,我就不相信我們會比做 IC Design 的新創更懂晶片,所以新創只要符合 AI、物聯網、雲端、資安、教育、醫療這幾個設定的大範圍,我們都很歡迎、都很願意嘗試各種可能性,我相信在加速器期間幾個月的交流中,一定會慢慢找到一些合作的聚焦點。

再來,就是希望創業者的夢想要大,因為做一家企業,如果夢不夠偉大,應該是沒有人會記住。除了偉大的夢想外,也需要有築夢踏實的能力。

【歡迎所有 AI、物聯網、雲端、資安、教育與醫療科技的創業者,加入 Wistron Accelerator 申請】

緯創軟體執行長蕭清志:企業需與善用軟體、數據創造價值的新創,共同探索未來

Antony Lee, Communications Master (李欣岳 / 媒體公關總監)

負責媒體與社群溝通相關輔導。加入 AppWorks 前有 18 年媒體經驗,是台灣第一批主跑網路產業的記者,先後任職《數位時代》副總編輯、《Cheers 快樂工作人》資深主編、SmartM 網站總編輯。畢業於交大管科系,長期關注媒體產業變化,熱愛閱讀商業與科技趨勢、企業與人物故事,樂於與人交流分享,期許自己當個「Internet 傳教士」。

在硬體製造業長期居於主流地位的台灣,1992 年成立至今剛滿 30 歲的緯創軟體 (Winstron ITS),是難得的軟實力亮點。緯創軟體是台灣少數的上市櫃資訊服務公司,在企業積極數位轉型,但資工人才短缺日益嚴重、軟體開發必須透過外包來加速完成的大趨勢下,自 2018 年起,連續 5 年繳出 EPS 超過 5 元以上的成績。多年來,緯創軟體也持續拓展海外市場,至今海外營收占比已超過八成。在台灣、中國大陸、日本以及美國四大市場,已達到 17 個交付據點,服務來自超過 150 個城市的企業客戶,在台灣與中國大陸兩大市場的穩健基礎下,近年則積極拓展日本、北美與東南亞客戶。

在各種由軟體驅動創新技術、應用、商業模式加速出現的浪潮中,緯創軟體也積極擴大與潛力新創的合作。AppWorks 特別專訪 Ching 蕭清志 (緯創軟體董事長暨執行長),以及負責與新創合作專案的 Ling-Fen 陳玲芬 (緯創軟體董事長暨執行長特助),分享對緯創軟體所處產業變化的洞察、與新創合作的經驗,以及在參加 Wistron Accelerator 緯創垂直加速器與新創的交流過程中,對於創業者的觀察以及收穫,以下是重點整理:

Q: 緯創軟體身為台灣領先的軟體公司,又出身自緯創集團,長期而言,有哪些發展策略與經營使命,與緯創之間的關係為何?

Ching: 緯創軟體是獨立的上市櫃公司,有自己的股東結構,我們的管理團隊以及經營使命,主要考量是最大化股東、客戶、員工以及其他利害關係人的利益。

和緯創集團之間,我們的互動很健康,簡單說,就是兄弟登山、各自努力,即使要互相做生意,也都符合商務邏輯。我們主要專注在軟體服務,所以對於緯創的 IT 建設,通常都會參與,這不是因為緯創高層下命令,我們就能拿到這個生意,而是像服務所有客戶一樣,爭取各事業單位的認同。此外,對於緯創 CVC (企業創投) 的活動,或是與 AppWorks 合作的緯創加速器,我們一直都有參加,也很高興看到緯創與 Simon (緯創董事長林憲銘) 在這方面一直願意投資。

在長期的發展策略上,我們的服務可從三個構面來看。資訊技術服務構面是圍繞在軟體與數據的日常工作,包括軟體研發、設計、開發、測試、營運與維護,以及對數據做各種處理。我們具有全球交付的能力,採取跨區整合、全球交付的離岸開發模式,對客戶的服務可能在遠端、近端,也可能在客戶端或是我們這一端。另外,我們也提供業務流程委外服務 (Business Process Outsourcing,BPO) 以及產品全球化服務 (Product Glocalization Service,PGS)。

在產業應用構面,目前我們切入金融、製造、高科技、電信、新能源汽車、醫療等幾個我們看好的領域。

最後科技應用構面,我們鎖定主流技術,包括 AI、IoT、Big Data、Blockchain、5G 等,跟著市場和客戶一起去演化、演進,讓客戶在這些科技應用的需求上,都能由緯創軟體提供專業的服務。

與新創合作創造正向循環

Q: 早在 2011 年,Marc Andreessen 就曾提出 “Software Is Eating the World”,軟體驅動科技創新早已是不可逆的趨勢。在緯創軟體所處的產業中,和三、五年前相比,有發現哪些重要的變化、趨勢正在發生?

Ching: 對我們來說,外部最大的改變,就是數據的範疇與含量比以前大幅增加。Internet 應用普及後,剛開始相關的數據,集中在使用者行為數據的搜集、觀察與分析,但我們看到,現在數據的應用範圍更廣,例如各種影像、語言、IoT 等數據。此外,我們也看到新興技術創新、發展與應用,變化越來越快,影響的範圍越來越廣。同時,因為疫情所帶來的轉變,讓 Work From Home 的工作型態更加普遍,這也呼應我們長期致力於提升全球交付能力的策略,在疫情後客戶的接受度更高,為我們帶來明顯的業務成長。

在這些變化的背後,人才是我們最關心的事情。2017 年,我為緯創軟體制定了 5 年發展藍圖 WITS 2.0,勉勵同仁們在人才、IT 建設、掌握主流技術等三大面向持續精進。在我們這個時代,軟體之於產業的發展,就如同糧食之於人類,重要性已非同小可,而我們所處、需要大量優秀人才的資訊服務業,人才就是最大的核心價值。所以我常提醒內部:「要把工程師當作寶貝,替員工加值、持續廣納人才。」2022 年,基於過去的成果,我再提出了 WITS 3.0 下一個 5 年發展藍圖,希望我們更要準確擬訂目標、推動數位創新、強化人才梯隊、落實永續經營等。

Q: 在這過程中,緯創軟體和哪些類型、規模和領域的新創會有合作機會?

Ling-Fen: 我們的策略在於嚴選優質客戶,以服務大企業客戶為主,與新創比較有系統、密切的接觸,是從參加緯創加速器開始。我們並沒有設限與哪個領域的新創合作,初步有兩個關注的方向,一個是與我們主流技術相符的新創,會是優先考慮的合作夥伴;另一個,則是以 SaaS 服務為商業模式的新創,這意味著新創未來的服務或發展方向,會與緯創軟體產生更大的綜效。

在這部分,緯創 CVC 以及 AppWorks 透過緯創加速器,幫我們媒合了很好的新創團隊進行合作。例如,在 2022 年 8 月啟動加速的第三屆團隊中,共有兩家新創與我們展開合作。一家是來自香港的 Super Chain,本身聚焦在 Big Data,同時運用 NLP,能夠透過數據分析,對銷售或市場需求進行預測,他們的專業與發展方向,和緯創軟體有一定程度的關聯,我們有提供一些專業知識、產業洞察上的協助,未來若有進一步的合作機會,我們也很樂意支持;另一家是台灣的 QTCOMM,做的東西比較特別,希望把台灣的統一發票機制應用到印尼,協助政府單位更有效率的徵稅,而 FinTech 是我們很重視的新領域。

此外,我們也會把在市場上觀察到具有潛力的新創,推薦給緯創 CVC。例如,我們在協助國際藥廠進行糖尿病的真實世界證據 (RWE) 數據分析過程中,注意到一家提供糖尿病照護平台並評估具有發展潛力的新創,我們很樂於推薦給 CVC 並協助進行技術鑑定與盡職調查。

具體來說,我們與新創的合作,包括商業輔導 (Business Mentoring),雙方在技術或商業模式上,可以共同討論與開發,若有機會也會一起開發業務或是成為潛在的投資機會,希望能因此創造正向的互動與循環。

Ching: 從另外一個角度來說明,我們有一個長期策略,是拓展未來深具發展潛力的領域。在幾個我們關注的新興主流科技領域,其實與新創差不多,對於運用軟體或數據來創造價值的新創,我們都會持續尋找各式合作機會。此外,日本、美國、東南亞是我們持續拓展的重要市場,我們也希望與經營這些市場的新創展開合作。

與潛力新創共同探索

Q: 緯創軟體如何定義深具發展潛力的領域以及新創?

Ching: 實際上,深具發展潛力的領域很多,我可列舉兩個。一個是新能源車,包括電動車、智能汽車等,這個趨勢很清楚,我們在中國大陸已經有超過 20 家以上的客戶來自這個領域,對我們來說,是很明顯且重要的未來市場。另一個則是健康醫療,這也是我們目前積極佈局的市場。

就新創的觀察,我覺得創業者往往會帶著一個很好的 Idea,去探索、挖掘、驗證很多有意思的機會,這是我們很重視的特質。因為我們的觸角一定有限,在某些利基領域,也未必能像創業者那麼敏銳,所以對於這樣的新創,我們會很有興趣與他們一同去探索各種可能,而不會只局限在經營大企業客戶。

Ling-Fen: 如何去識別新創有沒有發展潛力,其實我們也還在摸索中,沒有標準答案。但從我們的經驗,有一些顯而易見的觀察角度,例如,從新創的 Business Plan,可以了解想解決的問題、創造的價值,是否涵蓋了足夠大的市場規模;或是在技術上,是否足夠創新、具有獨佔性或是不可取代性。事實上,有很多不同的面向去綜合判斷。

Q: 在參與緯創加速器,或是其他與新創合作的過程中,對你們個人或是緯創軟體有哪些印象深刻的事情或 Takeaways?

Ling-Fen: 就我個人來說,這可分成創業者的領導魅力,以及用不同角度來看技術發展兩個部分。第一部分,實際參與和新創的交流後,我發現現在的創業者普遍非常年輕,我們甚至遇到只有 21 歲的創業者。他們未必已有很清楚的商業模式,也未必有很豐富的社會歷練,但他們普遍的共同特質,就是充滿理想性、很有抱負與夢想、不願輕言放棄,這些特質,讓這些創業者能夠號召一批夥伴與他們一起打拼,在他們身上學習到這種具有創業精神的領導魅力,對我來說是很好的收穫。

第二部分,我注意到大部分新創,儘管掌握了某個主流的關鍵技術,但不必然是從技術角度來切入市場,更多的是著眼於更利基、更前衛的應用場景。例如,我們看到一家新創運用 AI 技術去養雞,來確保同一個生長週期的雞隻都能長得一樣大,或是結合 IoT 技術來養蝦,透過檢測水質、溫度,以確保同批蝦子能養得健康。創業者能夠很快識別不同利基市場需求的能力,相當令人驚艷,對我們來說,這是日常工作或生活中未必能涉獵的場景,幫助我們用新角度去看待那些原本就已熟悉的關鍵技術。

Q: 對於想要申請加入緯創加速器,或是希望尋找與緯創軟體合作機會的創業者與新創,有哪些建議?

Ching: 對於與新創的各種合作機會,我們都抱持著開放態度,同樣的,我也建議新創在與企業合作時,能抱著更開放的心態。過去多年來,我們看到外界整體對於 IT 人才的需求快速增加,以及從中延伸出的外包趨勢非常巨大,我相信新創也會有同樣需求,應該更聚焦在核心競爭力的創新、想法和執行上,未來我們與新創的合作之間,應該會有更多新綜效出現。我們內部有一句話展現我們的價值觀:「以人為本,以客為尊。用 IT 技術為核心,與客戶一起成就美好世界。」不管是前面提到具有發展潛力的領域,或是在台灣、中國大陸這些我們已經很有很好基礎的市場,以及美國、日本、東南亞這些我們正在積極拓展的市場,我們都很期待與新創一起合作共同探索。

Ling-Fen: 在輔導新創的過程中,我們也發現,進入成長期的新創,往往要面對日常營運的柴米油鹽,創業者除了保持不斷學習的心態外,也要開始學習借力使力,將更多心力聚焦在核心競爭力上。透過更開放的合作關係,來共同解決所面對的問題,這也有助縮短新產品與服務的 Time to Market,我們目前幾個與新創合作成功的經驗,大部分都有這樣的發展脈絡,彼此互相加值,一起創造雙贏成果。

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