Technology After the Pandemic

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Many companies made changes to avoid the epidemic. For technology companies, innovation is all about opportunities as life suddenly changes online. In many countries, such as Process, a company based in Amsterdam, which was ousted from South African technology and media company NazPers in 2019, many companies handle risks and rewards in many industries.

Process holdings include e-commerce and advertising first, food delivery, fintech, and more. The group is valued at approximately $ 180 billion and is one of the 10 largest companies on the continent. It operates in more than 80 countries and holds large stakes in China’s Internet companies Tencent and Russia’s Mail.ru. Process-controlled companies employ about 20,000 people, and in the process perform many jobs as contractors or companies with small stakes.

To this extent, Bob Van Dejak, CEO of Process, has a unique place to assess the fate of the technology sector, especially in emerging markets such as Brazil, Russia, India, and China. Will infectious processes continue? Can Big Tech controllers be strengthened? Were the markets ahead of themselves? Mr. Van Dijk sat down for a virtual interview to assess opportunities in the tech world in the coming years.

The process went down well during the epidemic. In the first six months of September, the latest results available, revenue and revenue increased by nearly 30 percent. Its stake in Tencent alone was around $ 3 billion at the time.

When the epidemic occurred, the group’s portfolio decline was not felt equally. This increase similarly shows how government stimulus, access to vaccines, coronavirus mutations, and many other factors vary from country to country.

Hard-hitting markets for which process operators would be Latin America and South Africa, while Europe and North America would have early successes for their economies. Asia has lagged behind.

Infectious rhythms changed consumer behavior, with Mr. Van Dijk forced to modify the process in ways that he believed were sustainable. “We have no reason to believe that they are going away,” he said, adding that the epidemic “has brought the future in a few years.”

In short, this means more automation and less human interaction.

“In our e-commerce business, we already have drop-off lockers,” Mr. Van said. “It’s very popular. We felt that people liked it. It doesn’t provide communication.”

Driven by demand, process portfolio companies have found other ways to drive performance. “We found that more could be done automatically in our business than we thought.” “It inspires us to the stage of creating a smoother customer experience with more and more touchpoints.”

For example, its advertising business OLX has started asking customers to inspect cars that reduce social engagement.

“When forced, you can think creatively,” Mr. Van said.

Not surprisingly, Uber became a strong business for the food delivery process during locks for Door Dash and others. But process companies such as Delivery Hero and iFoot have taken steps to maintain long-term goodwill among their partners at the expense of short-term profits. For example, in Brazil, “we pay for restaurants much faster than we usually do,” says Mr. Synd van Dzeko. “From a cash standpoint, this is very important” in keeping restaurants in good spirits, which reduces tensions between restaurants battling epidemics and the use of online delivery.

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The world awaits strict technical regulation

Despite the fact that this process is evolving from epidemic to strength, Mr. van Dyke said that the global drive to control the power of technology companies in the dismal, laborious, and other places cannot be avoided.

Giving him a historical analogy, he did not have to fight the new order: “When there were the first cars in the world, there were no rules. When there were too many cars, it was not fixed.” Advancement in technology is natural. He said the move towards tougher legislation was “a reasonable step”.

A major concern among technology companies in the so-called digital service tax across Europe, which means collecting more revenue from multinationals who do not live within their borders to do extensive business in countries. They do not apply to this process, Mr van Dejak said – “we are local investors and taxpayers” – but said the fee could destroy the industry’s profit margins.

“I understand where this is coming from, but he said, ‘Sometimes the control is a little blunt.”

Mr. Kik said changes in the economy can affect this process, particularly as it tries to reward delivery drivers with the benefits of delivery. One Dijak said. Some drivers like the flexibility of being a contractor, and said: “We try to pay people properly regardless of the law.” As far as he can remember, the process never sought to categorize workers, such as contestants like Uber.

Another place to watch is China, which has gone on to grab some of its home internet behemoths. Although the authorities focused on Alibaba, Tencent could not escape their gaze: the procedure the company bought in 2001 was fined last month for breach of trust rules. It is the single largest investment in the process and hard work will affect the market value of companies.

In defiance of the shares, Mr. Van Dzek mitigated the danger. “It is our intention that China will continue to support technology companies,” he said.

Markets don’t always rise

Massive bailouts imposed by many governments to fight the epidemic have increased the influx of funds into the global financial system. Most of that money went to the Department of Technology.

“The market for technology is full of praise,” he said. One Dijak said. “Looking for a lot of money back.”

Last summer, the process was banned for eBay’s advertising business, which went to Edwina, Norway for $ 9.2 billion. The loss comes after the loss of efforts to buy restaurant delivery company Just Delivery, which bought Takeaway.com for $ 7.8 billion.

Perhaps surprisingly, Mr. Van Dyk said the process did not face much competition from special-purpose procurement companies or SPACs, which have raised nearly $ 100 billion this year and are very active with the companies. Technology. This may be partly because SPAC is often a phenomenon in the United States, while other countries seek to determine plain verified entities.

Mr. Van Dzek said the process would eventually compete with SPAC, especially private companies, in the next phase. Meanwhile, when Shell merged with Skillsoft, the process invested $ 500 million in a SPAC last year.