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另外一种营销策略:葡萄牙P2P借贷平台Raize公开上市主要是关于市场营销!|出海葡萄牙金融岛群第26期

2019-08-19 16:02:52

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Rego解释道,“首次公开招股的主要动机之一是提升我们公司的形象,并给予它更多的机构旋转,从其创业形象中释放它,以便更多人愿意与我们合作。当谈到投资和信贷时,人们会欣赏创业创新,并在市场上有新的参与者来推动竞争,但他们也重视声誉、信誉、可持续性和长期合作关系。

 上市确实引起了轰动。 这是自2014年以来葡萄牙首次公开上市,不久之后又出现了另一家点对点银行Funding Circle。 在配售完成之前,葡萄牙的市场参与者对Raize的决定持怀疑态度。

 Rego反映:“当你冒险时,你开箱即用,你被视为非常规,人们谈论它因为人们想要了解更多。”

 与其他行业相比,以零售为重点的金融科技特别普遍将一家年轻创业公司推向“严肃”的迫切需求。  Rego表示,创业公司直接处理消费者资金以“降低风险”业务要困难得多,因此他们的成功取决于被认为是可信和可持续的。“对于P2P贷款人,因为你正在与成千上万的客户打交道,而你正在处理资金,这两个因素的结合使得该部门特别在意公司是否以可信和可持续的方式呈现自己“。

 但是,IPO的准备工作可能是残酷的。 根据Dealogic的数据,去年几乎四分之一的欧洲新上市公司被撤销。 如果Raize只想进入金融界,可能会有更简单的选择。

尽管如此,基于营销需求的“选项整体评估”以及其他次要目标,如融资和招聘,Rego和其他高级管理人员证明IPO是最好的前进方式。

 根据Cision报告,对于该公司来说实现成功的最大标志:超出该平台投资者增加175%(目前已接近50,000)的原因之一是它在去年大多数媒体提及的葡萄牙初创公司中排名第四。  

 Rego指出,名单上的前两位FarFetch和OutSystems都是价值超过10亿美元的“独角兽”。 对于Rego来说,尽管Raize的数量明显减少,但Raize几乎引起了人们的关注,这证明了IPO作为营销策略的效果。

 不过在短期内,随着股价继续下跌,投资者正在亏损。 媒体关注所产生的真正意义并不在于传递Rego总结的重要信息:“我们长期在这里,我们是一家可持续发展的公司,我们是一个很好的商业伙伴。”

 但Rego表示,公开上市提升了Raize与潜在机构合作伙伴(如银行和保险公司)的形象。 现在,Raize受到大公司的关注,这些公司希望在新服务、共享基础设施、客户获取、客户外包合规性检查等方面进行合作。

 Rego解释说:“我们看到更多的机构公司希望与我们合作。 现在他们想与我们讨论增长机会,这是上市的直接影响。 直到去年,我们才努力与大公司建立联系。 它现在才有可能,因为他们认可品牌和我们的长期承诺。““长期承诺”是Rego反复用来解释公开上市的关键词,它为Raize带来了所有好处。他认为,决定公开上市,告诉全世界“我们有一个促进这家公司长期存在的战略”,而不是针对短期增长最终实现收购。

 这种看法建立了制度关系,但也带来了意想不到的好处。 甚至在此次发行之前,Rego注意到潜在求职者的热情增加了。 候选人被知名公司的名称所吸引,这些名字将美化他们的简历,更重要的是员工在雄心壮志的初创公司看到更多的成长和发展机会。

 Rego表示,“人们希望成为他们认为长期存在的公司, 他们希望成为一家创新公司以及承担风险并取得成功的公司。

 Rego最意外的是这种观念的转变也改变了内部的文化和态度,特别是在Raize的领导层中。他表示,在首次公开募股后,整体态度会发生变化,当管理层更加致力于公司和项目时,它对业务产生了积极影响。

 

英文:

“One of the main motivations for the IPO was to raise the profile of our company and give it a more institutional spin, releasing it from the startup image it had so that more people would be comfortable working with us,” Rego explains.

“When it comes to investments and credit, people appreciate startup innovation and having new players in the market to drive competition, but they also value reputation, credibility, sustainability and long-term partnerships.”

The listing did create a buzz. It was the first public listing in Portugal since 2014, and another peer-to-peer lender Funding Circle followed shortly after. Before the placement went through, Portugal’s market players had been sceptical about Raize’s decision.

Rego reflects: “When you take risks, you do things out of the box and you’re seen as being unconventional, people talk about it, people want to know more about it.”

The urgent need to market a young startup as “serious” is particularly prevalent for retail-focused fintechs compared to other sectors. Rego says that it is much harder for startups dealing directly with consumer money to “de-risk” their business, and so their success is contingent on being perceived as credible and sustainable.

“For peer-to-peer lenders, because you are dealing with thousands of clients, and you are dealing with money, the combination of these two factors makes the sector more sensitive to whether or not the company presents itself in a credible and sustainable way.”

But the preparation for an IPO can be brutal.  According to Dealogic, last year, almost quarter of new listings across Europe were withdrawn. If Raize only wanted to propel itself into the institutional, “serious” financial community, there may have been simpler options.

Nonetheless, a “holistic assessment of options” based on marketing needs, but also other secondary objectives like financing and recruitment, proved to Rego and other senior execs that an IPO was the best way forward

“If the IPO hadn’t worked, we would have had other alternatives,” says Rego. “But we were struggling to find another marketing strategy that would enable us to get so much attention and media awareness with such little investment.”

For the company, one of the biggest marks of success — beyond the 175% increase of investors on the platform, now close to 50,000 — is that it ranked fourth out of Portuguese startups for the most media mentions last year, according to a Cision report.

Rego notes that the first two on the list —FarFetch and OutSystems — are both “unicorns” valued at over $1bn. For Rego, the fact that Raize generated almost as much attention despite being significantly smaller proves how effective the IPO was as a marketing ploy.

Still, in the short-term, investors are losing money as the share price continues to drop. It’s not obvious that the media attention generated really is sending the crucial message which Rego summarises as: “we are here for the long-term, we are a sustainable company and we are a good business partner.”

But Rego says that the public listing raised Raize’s profile with potential institutional partners, like banks and insurance companies. Now Raize receives interest from bigger companies looking to partner on new services, sharing infrastructure, client acquisition, outsourcing compliance checks on customers, and so on.

Rego explains: “We see that bigger more institutional companies want to partner with us. Now they want to discuss growth opportunities with us, which is a direct impact of listing. Until last year we struggled to connect with the larger companies. It is only possible now because they recognise the brand and our long-term commitment.”

“Long-term commitment” is the key phrase Rego uses repeatedly to explain what it is about being publicly listed that produces all the benefits for Raize. 

Deciding to go public, he says, tells the world “we have a strategy to promote the long-term existence of this company”, as opposed to aiming at short-term growth culminating in an acquisition. 

This perception has built institutional relationships, but also resulted in unexpected benefits. Even before the offering went through, Rego noticed increased enthusiasm from potential job candidates. Candidates are attracted to well-known company names that will enhance their CV, and more importantly, employees see more opportunities for growth and development at a startup with long-term ambitions.

“People want to be in companies they perceive will be around in the long term,” Rego says. “They want to be in a company doing innovative things and taking risks and succeeding.”

The biggest surprise for Rego has been that this shift in perception has also transformed the culture and attitudes internally, particularly among Raize’s leadership.

“After an IPO, your whole attitude changes,” he says. “When management are more committed to the company and the project, it has a positive effect on the business.”

“In essence, there is now something bigger than the company’s management and a few investors. Now there are a lot of people investing, and that is an increased responsibility for us to make the best decisions.”


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