Providing Users with the Tools to Live and Interact In the Modern Mobile World: Noble Vici Group,Inc
Founded by a witty mind, Sir Eldee Tang, Noble Vici Group, Inc. is a company on the cutting edge of technology. Through its in-house developments and external acquisitions, the firm is building an ecosystem of IoT, Big Data, Blockchain and E-commerce to form a digital revolution.
Based in Singapore, the company began its journey in the mobile apps and gaming industry and there it created an innovative promotion system for user acquisition. And since then Noble Vici Group has grown to become one of the major players in the e-commerce domains in Asia. Much of its expansion came about via the forging of strategic partnerships and the development of incentivized marketing networks based on its proprietary Gamification Ticket (GT) business systems for its community of affiliates and business partners.
By integrating game mechanics into non-game applications to motivate participation, engagement, and loyalty, the company has established a solid foothold with its e-commerce marketplace, V-More. Today, Noble Vici Group is one of the leading companies that the world seeks.
In-Conversation with the Leader of Noble Vici Group, Sir Eldee Tang:
Q. How successful was your first project roll on? Share the experience.
When we first started our business, we faced a lot of skepticism on the functionality of GT, especially with the rise of crypto-tokens. As the inception of GT went by the name of ‘Game Token’ and with many considerations, GT made the move to rename to ‘Gamification Ticket’ to better differentiate GT from crypto-token.
The start of GT was to run game campaigns for mobile app and game developers and it is a niche market that covers a part of the mobile gaming marketing. With the change of China’s mobile game development policy and firewall system, we are looking at a much smaller game developer market. From the experience, we know that we have the potential to bring this incentive marketing formula to more than just the M-commerce.
Today, we have successfully blueprinted and are now putting together an ecosystem of products and applications, creating a self-sustaining and dynamic business model through our fully functional Loyalty program that tracks and manages our members’ purchases and their GT in Vmore.
Q. What challenges did you face in your initial years? What can your peers learn from it?
“A prophet is never accepted in his hometown.” Being a home-grown tech enterprise in a small country like Singapore — where domestic consumption is relatively low in ratio to the high operating cost, such as rental and salary — it makes entrepreneurship extremely challenging.
Conversely, people are accustomed to and have the tendency to embrace a product that is born out of the Silicon Valley or countries that have spent huge dollars on marketing. However, I am glad that we are seeing some shift with the success of SEA companies such as Razer and Grab who are making a mark in the tech world.
Coming from a place where it is a challenge to be successful in entrepreneurship, we want to do our part to encourage entrepreneurship. And for that, we have actually allocated part of our equity and give away a part of the company to those who helped us built the business. I hope that by doing so, we will be able to help the younger generation to get a feel of how it is like to be part of building a business, pick up the confidence to be an entrepreneur, and hopefully, with a good head start in their lives.
Q. Building a culture of sustainability inside an organization is very important to maintain a reputation in the global market. How is it true with your company?
We do not have the luxury of both the US and China where the domestic markets are huge, so any ideas that deem “unheard” of will be quickly challenged with skepticism. Therefore, we have to create a system to balance the influx of cash flow and yet balance the idea of continual growth while managing cynicism. It is my contention that building that model for sustainability is not a noble idea of culture, but a survival need. Thus, we named ourselves “Noble Vici”, conquering the odds with nobility.
Q. A company’s behavior is as important as its economic performance or the quality of its products. How do you interpret this saying?
We strongly believe in empowering our users by helping them match consumers with major brands in the e-marketplace. In fact, our numbers have shown that a big percentage of the revenue is paid out to users and affiliates. We hope we can continue to garner support from users to build and develop a platform that everyone can be proud to be associated with.
Q. Is it true that striving for both ‘ethics’ and ‘success’ in a business is a tough feat?
Innovations are sometimes seen as unethical because of their disruptive nature. As a business, we adhere to regulations and we also believe that we have to be responsible to our stakeholders, as well as the larger society. While it is important to drive loyalty and growth, we do hope to bring pride to our country and we work hard to build that support.
Q. Is Noble Vici a ‘leader’ or a ‘follower’? Do you formulate your own core values?
We are both a leader and follower. While we are not the first in the industry to create an e-commerce platform, we have however created a unique business eco-system via innovative business concepts; many of our ideas are unprecedented.
Our core values are courage, entrepreneurship, excellence, and affirmation. We dare to turn dreams into reality and we dare to win.
The Future Vision
Looking into the future, Noble Vici believes that it will be able to lead the market in Asia. With the high penetration potential of a community network which is held together by a common interest or goal, in addition with the motivation of being incentivized for their efforts, it is a model that the company believes will move products and services into markets expeditiously.
The Man Behind The Picture
Sir Eldee Tang, Founder, Chief Executive Officer & Director: Sir Tang came from humble beginnings and built his experiences through his infallible and undeterred principles. At the age of 30, he successfully built his company and grew its presence in Asia.