Year: 2019

25 Oct 2019

NASA’s Mars 2020 rover rests on its own six wheels for the first time

NASA’s Mars 2020 rover will have to operate on its own in a harsh environment, hundred of millions of miles from the nearest mechanic. But for now, it’s still in development at NASA’s Jet Propulsion Lab – and every milestone is an important one. Including supporting its own weight, fully assembled and resting on its own six wheels, which is what the rover managed this week.

This stand-up test is one of many the rover is undergoing, including testing its nuclear-powered engine, its ability to move its wheels, its sensor arrays and navigation systems. The six-wheeled robotic exploration platform is readying for its scheduled July 2020 launch, which will see it sent to the Red Planet to carry on and augment the mission of the Mars Curiosity rover.

Mars2020 rover 2

NASA’s Mars 2020 Rover. Credit: NASA

Curiosity launched in 2011, and landed on Mars in August of 2012. This earlier rover was designed for a two-year mission, but it got an indefinite mission extension in 2012, and it’s still operational after switching computers earlier this year following a crash – a full seven years after its original landing.

The Mars 2020 rover has received a number of upgrades vs. Curiosity, which you’d probably expect given that the team developing the newer rover has the benefit of multiple years of experience running a robotic rover platform on the surface of Mars. Mars 2020 features upgrades like improved environmental durability, and it’ll carry a host of different scientific and research equipment to complement Curiosity’s capabilities.

25 Oct 2019

Airstream’s new Astrovan II is ready to move the first Boeing commercial crew astronauts

NASA and its commercial astronaut program partners are laser-focused on getting crew into space, but to get to space you first have to get to the rocket, and that’s where the Airstream Astrovan II comes in. This vehicle, which is the sequel to the original Astrovan that brought America’s astronauts to the launch pad in the days of the Shuttle Program, features modern updates, and is heading straight from being on display at the International Astronautical Congress in Washington to Cape Canaveral to ready for Boeing’s first CST-100 Starliner crew launch next year.

I got a chance to take a look at the Astrovan II in person, but the Airstream staff on site had cordoned off the door to the van and when I asked if I could go in, they explained it was off limits to attendees – for good reason, since this is literally the van that will be used by NASA’s commercial crew astronauts during the first launches next year.

The original Astrovan had that signature Airstream ‘silver bullet’ look, as you can see in the photo below. The updated version looks more like your standard commercial shutter van, but what it lacks in exterior styling it makes up for in interior creature comforts.

Astronauts and Astrovan NASA Photo

The outside of the Astrovan II has a full-wrap which shows off Boeing’s CST-100 Starline capsule, which is the spacecraft that Boeing is developing for NASA as part of its commercial crew program, along with second supplier SpaceX, which is simultaneously readying its Crew Dragon capsule for service.

[gallery ids="1903180,1903175,1903174,1903176,1903177,1903178,1903179"]

The Astrovan II status up to eight passengers (compete with flight suits) and is a custom version of the Airstream Atlas Touring Coach that was handbill in Jackson Center, Ohio. As you can see, they opted for a minimalist, sci-fi stainless steel look on the inside, with large, comfy looking chairs that should provide a smooth ride before the considerably rockier one commercial crew will experience strapped to a massive, powerful rocket en route to the International Space Station.

25 Oct 2019

SpaceX wants to land Starship on the Moon before 2022, then do cargo runs for 2024 human landing

Speaking at a quick series of interviews with commercial space company’s at this year’s annual International Astronautical Congress, SpaceX President and COO Gwynne Shotwell shed a little more light on her company’s current thinking with regards to the mission timelines for its forthcoming Starship spacefaring vehicle. Starship, currently in parallel development at SpaceX’s South Texas and Florida facilities, is intended to be an all-purpose successor to, and replacement for, both Falcon 9 and Falcon Heavy, with a higher payload capacity and the ability to reach the Moon and eventually Mars.

“Aspirationally, we want to get Starship to orbit within a year,” Shotwell said. “We definitely want to land it on the Moon before 2022. We want to […] stage cargo there to make sure that there are resources for the folks that ultimately land on the moon by 2024, if things go well, so that’s the aspirational timeframe.”

That’s an ambitious timeline, and as Shotwell herself repeatedly stated, these are “aspirational” timelines. In the space industry, as well as in tech, it’s not uncommon for leadership to set aggressive schedules in order to drive the teams working on projects to work at the limits of what’s actually possible. SpaceX CEO Elon Musk is also known for working to timelines that often don’t match up with reality, and Shotwell alluded to Musk’s ambitious goal setting as a virtue in another part of her on-stage interview at IAC.

SpaceX President and COO Gwynne Shotwell at IAC 2019

SpaceX President and COO Gwynne Shotwell at IAC 2019 in Washington, D.C.

“Elon puts out these incredibly audacious goals and people say ‘You’re not going to do it, you’ll never get to orbit, you’ll never get a real rocket to orbit, […] you’ll never get Heavy to orbit, you’ll never get Dragon to the station, you’ll never get Dragon back, and you’ll never land a rocket,'” she said. “So, frankly, I love when people say we can’t do it, because it motivates my fantastic 6,500 employees to go do that thing.”

SpaceX has previously discussed its goal of starting its first orbital test flights of Starship within as little as a year. So far, the company has built and tested a so-called ‘Starhopper’ demonstration vehicle, which consisted of just the base of the vehicle and one of the Raptor engines it will use for its new Starship launch system and Super Heavy booster. After completing successful low-altitude flights with that vehicle, SpaceX moved on to assembling its Mk1 and Mk2 Starship test vehicles, which represent the full scale of the ultimate orbital spacecraft, and which are being built by teams in Boca Chica and Cape Canaveral, respectively. These will perform high-altitude testing, before SpaceX builds additional prototypes for orbital, and ultimately human test flights.

SpaceX already has already been contracted by Intuitive Machines and ispace, both companies working with NASA to delivery payloads to the Moon ahead of its 2024 Artemis program human Moon landing, but these payload missions all specify using Falcon 9 to deliver their payloads.

25 Oct 2019

Facebook starts testing News, its new section for journalism

Facebook’s news section, which was previously reported to be imminent, is here: The company is rolling out Facebook News in a limited test.

In a blog post, Facebook’s Campbell Brown (vice president of global news partnerships) and Mona Sarantakos (product manager, news) said that news articles will continue to appear in the main News Feed. However, they said that creating a specific tab focused on journalism “gives people more control over the stories they see, and the ability to explore a wider range of their news interests, directly within the Facebook app.”

Brown and Sarantakos added that the News tab was developed in consultation with publishers, and also based on feedback from a survey of more than 100,000 Facebook users in the United States earlier this year.

It sounds like Facebook News will use both human editors and algorithms to determine which stories you see — an unusual move for a company that’s been hesitant to police the content posted by users and advertisers. Specifically, there will be a section called Today’s Stories, curated by a team of journalists to highlight the biggest national news stories of the day.

Facebook News

At the same time, Facebook will also provide algorithmic story suggestions based on your interests and activity. You’ll be able to hide articles, topics and publishers that you don’t want to see, and to browse sections devoted to business, entertainment, health, science and technology, and sports — topics where Facebook users apparently felt underserved.

“Regarding personalization, publishers worry that machine learning has limits and they’re right,” Brown and Sarantakos wrote. “We have progress to make before we can rely on technology alone to provide a quality news destination.”

Nonetheless, they suggested that algorithms will be “driving the majority of Facebook News,” and that they’ll be working to ensure that those algorithms are also surfacing “new forms of journalism in the digital age, including individual, independent journalism.”

Also included: a section where users who have linked their news subscriptions to their Facebook accounts can browse content from those subscriptions.

Facebook News

Which publishers will be included? Brown and Sarantakos said they must be part of Facebook’s News Page Index, and also by abide by the company’s Publisher Guidelines, which includes prohibitions against misinformation (as flagged by third-party fact checkers) and hate speech.

Facebook did not provide a list of participating publishers, but screenshots of the News section include stories from The Wall Street Journal, Time, The Washington Post, BuzzFeed News, Bloomberg, Fox Business, Business Insider, NPR and others; spokespeople for The Post, BuzzFeed and the LA Times confirmed their participation.

So even if publishers have been burned by relying too much on the social network in the past, it sounds like they’re not going to give up on working with Facebook.

It probably helps that the company is paying some of these publishers millions of dollars a year, according to Recode. (A Facebook spokesperson told me, “To ensure we’re including a range of topic areas, we’ll start by paying a subset of publishers who can provide a steady volume of fact-based and original content.”)

BuzzFeed News Editor-in-Chief Ben Smith told me via email that BuzzFeed is “glad to participate” and that “Facebook is taking the lead in recognizing the value news provides to these platforms in a tangible way.”

And Hillary Manning, The Los Angeles Times’ vice president of communications, said (also via email), “We anticipate that we’ll reach new readers through Facebook News and, as we reach more readers, we expect to see more growth in our digital subscriber base.”

Facebook says News will be available to a limited group of users in the U.S., starting today.

25 Oct 2019

Workplace learning platform HowNow scores $3M funding

HowNow, the workforce learning platform, has raised $3 million (£2.4m) in a “pre-series A” funding round. The round is led by Mark Pearson’s Fuel Ventures and brings the total raised by the startup to $4.5 million.

Other investors include Andy Murray OBE; Michael Whitfield and Chris Bruce (founders of Thomsons Online Benefits); Bernie Sinniah (former managing director at Citi Bank); and Alwin Magimay (a former partner at McKinsey).

Designed for organisations that want to support teams with self-directed learning and the development of “business-critical” skills, HowNow is described as an integrated learning platform that autonomously curates learning resources, “business intelligence” and market insights that live in various internal and external sources.

The idea is to bring together these different learning resources — ranging from “nuggets” of knowledge shared by existing employees to internal data to external content libraries, blogs, podcasts — and match these to different job descriptions and employee skill-sets.

This is powered by a browser extension and integrations with Slack, Salesforce, Hubspot and over 300 other apps. Machine-learning is also employed to push the right content to the right employee.

“Employers can also use HowNow to identify skills gaps within the company based on job market data, via HowNow’s real-time analytics and built-in certification,” adds the company. To achieve this, the platform claims to monitor over 20,000 job specifications to understand the in-demand skills and requirements companies are searching for.

“Based on self-review, peer-review and real-time job market data we build the user’s skill profile as they onboard the platform,” explains HowNow co-founder and CEO Nelson Sivalingam. “Once in HowNow, they see learning recommendations based on assigned learning pathways, their role, skill requirements and internal benchmarks. This content is brought together from a variety of their internal sources (G Drive, Sharepoint, CRM, etc), external sources (content libraries, blogs, podcasts, etc) and the autonomously organised knowledge shared by their peers directly on HowNow”.

Employees can then access these learning resources directly within the applications they already work with and receive contextually relevant suggestions powered by HowNow’s “AI”. “For example, they can be in Slack and search all of their learning resources directly from their using the HowNow Slack app,” says Sivalingam. “They can also convert a message from a colleague into a nugget that will get stored and autonomously organised in HowNow”.

Similarly, Sivalingam says that, via HowNow, client facing teams are able to access up-to-date product knowledge, business intelligence and market insights directly within their inbox, CRM and helpdesk, which enables them to reduce customer response times.

“Fast-growing companies like GymShark are able to capture the knowledge in the heads of their internal subject matter experts by giving them a quick and easy way to share knowledge, build a glue between scattered content, avoid repeat questions and get everyone on the same page,” he adds.

To that end, I’m told that more than 500,000 users currently use HowNow within over 125 businesses. These range from SMEs to larger organisations, across 14 different countries. A classic SaaS play, the startup generates revenue through a licence fee per user.

25 Oct 2019

StepLadder, the collaborative deposit saving platform for first-time buyers, raises £1.5M

StepLadder, another London-based startup aiming to help so-called “generation rent” get onto the housing ladder, has raised £1.5 million in seed funding.

Backing the round is Spanish banking giant BBVA and fintech VC Anthemis via the London-based venture studio the pair have partnered on. Early investor Seedcamp also followed on, in addition to unnamed angel investors.

StepLadder says it will use the new capital and support provided by BBVA/Anthemis to further develop its “collaborative finance platform”. The startup is also eyeing up international expansion.

Founded in 2015 by Matthew Addison and joined by Lucy Mullins and Mihir Bhushan, StepLadder’s collaborative deposit saving platform is designed to incentive renters to save for a deposit so that they can purchase their first home.

Using a financial model known as a “Rotating Credit and Savings Association” (ROSCA), StepLadder puts its members into “Circles,” whereby each individual member contributes an identical amount on a monthly basis — ranging from £25 to £1,000. A random draw then takes place each month and the winner is provided with that month’s full pot to use towards their deposit.

“For most first-time buyers, it’s really difficult to get on the property ladder,” says Addison. “Home ownership rates amongst 25-34 years olds have collapsed… [with around] 250,000 fewer first time buyers every year, for over a decade, in the U.K. alone. Raising the deposit is the biggest hurdle. At StepLadder we’re using something called a ROSCA, a form of collaborative finance where people work together in groups to help our members raise their property deposits, on average, 45% faster”.

As an example, StepLadder might match you to a £500 a month Circle for 20 months to raise £10,000. This would see it find 19 other members to be in the same Circle. “Each month the £10,000 is randomly allocated and you could be drawn at any point in that 20 months,” explains StepLadder’s Lucy Mullins. “You have to keep making your £500 a month payment for the full 20 months, so at the end everybody has paid in £10,000 and everybody has received £10,000”.

StepLadder Platform 1

To help protect the platform from being abused, Mullins says that while a member is still part of a Circle, the startup will only release the pot to their solicitor for use as a property deposit. “So, if somebody stops paying after they have been drawn then we wouldn’t release their payout until they had made catch-up payments”.

StepLadder also supports members along the house buying journey. The app lets members engage with a community of like-minded people and access group-buying discounts on services such as mortgages, solicitor fess and surveyors. The latter forms part of the company’s revenue stream.

“We introduce our members (at their request) to high quality service providers, such as mortgage brokers, lending banks, surveyors and insurance providers,” says Addison. “In return, these partners pay us fees or commissions. We offer discounts on these transaction services via the combined buying power of our members in their Circles”.

In addition, there is a small monthly fee (between 2-5%) to be part of a Circle, which Mullins says covers the cost of delivering the service.

This includes holding money securely in a client money account, a payment waiver if a member were to become sick or unemployed after buying a property with their StepLadder deposit, credit bureau costs, and the cost of a Circle host to support members on the journey”.

“We do not aim to profit from the monthly administration fees we charge members and would usually be able to save our members much more in discounts than they pay in fees,” says Mullins.

Meanwhile, StepLadder has plans to expand the use cases for Circles and evolve the platform to also cover general savings goals and targeted “big ticket items”.

Explains Addison: “In Brazil, ROSCAs are used by nine million consumers for everything from dishwashers to cars to homes. We have already begun to demonstrate this potential with both our First Step offering (smaller circles from £25 a month) and proposed partnered launches”.

25 Oct 2019

Pixelbook Go review: a Chromebook in search of meaning

Few, if any, saw coming the Chromebook’s utter dominance of the K-8 category. In hindsight, it’s easy to see why the systems have been such a success story, of course: low prices, coupled with ease of wide-scale deployment and lockdown make them a perfect fit for the classroom. Fifteen million Chromebooks were sold in 2018 alone, with schools serving as the major catalyst.

But manufacturers are looking beyond the classroom for the future of the category. Google’s facing increased competition from super-cheap PCs supported by Microsoft, and those schools that have purchased systems aren’t due for refreshes. It’s no surprise, then, that average Chromebook prices are expected to rise across the board as more companies target mainstream use.

Selling Chromebooks outside of the classroom, on the other hand, has been a bit of a tougher life. After all, finding a powerful, reasonably priced PC isn’t hard in 2019. That’s part of what made the original Pixelbook such an oddity. The $999 price point qualified the device as a premium laptop. And while ChromeOS has certainly made some major leaps in the last several years, it has never been entirely clear who the product is for.

Google Pixelbook Go

The same goes for the Pixel Slate. Both were nice enough pieces of hardware designed to communicate that there is a place for ChromeOS in the premium category. I don’t know that Google ever anticipated selling a lot of the things, so much as drawing a line in the sand — a kind of reference design mentality that gave birth to the Pixel line.

Google’s recent hardware event was, perhaps, something of a referendum on the play. The original Pixelbook, while not discontinued, has yet to get a refresh two years after launch. Heck, even the troubled Pixel Buds got a reprieve as the company previewed their successor. The Pixelbook, on the other hand, got the Go.

The new device isn’t a Pixelbook replacement — at the very least, Google’s looking to sell through its back stock, with some deep discounts earlier this year. Rather, the device seems to be more a tacit admission that the company was shooting a bit too high the first two times around.

With a $649 starting price, the Go is certainly more in line with what people are expecting from the category. Of course, I’ll admit that I got some pushback when I used the word “budget” to refer to the contrast between the Go and its predecessor. Certainly the standards for what qualifies as budget differ a great deal between the Chromebook category and the rest of the industry. As much as Google wants to push back against the notion, price has always been a key factor in adoption.

Google Pixelbook Go

With devices routinely priced less than $200, the Pixelbook Go is actually toward the high end of the spectrum. Click through the listing and you’ll discover that prices go up quite a bit from there. In fact, you can currently spec the device up to $1,399 on Google’s site, which crosses over well into the premium category for most users. It’s honestly a pretty far cry from the company’s mobile strategy, where pricing continues to be a key distinguisher from competing flagship manufacturers like Samsung and Apple.

All told, the Pixelbook Go is a more compelling proposition than the original Pixelbook, based on price alone. But there’s nothing about the device that signals a company that is confident of what it wants to do in the category. At most, the Go is Google’s way of demonstrating confidence that there exists a future for such mid-tier devices, as companies like Acer attempt to look toward a life beyond the classroom.

Google Pixelbook Go

The places where Google cut corners are almost immediately apparent. The device lacks the premium feel of the original product. Say what you will about the original Pixelbook, but it was a nice-looking device. At first glance, at least, the Go doesn’t distinguish itself much from other Chromebooks. The lovely glass and aluminum is gone, and in its place is a matte magnesium alloy that lends it a more plasticky finish.

The laptop comes in two Googley-named colors: Just Black and Not Pink. Google sent me the former, which is, well, just black. Honestly, it could have benefited from a touch of color beyond the small, white “G” on the tip of the lid. The salmony Not Pink pops a bit more. Honestly, Google should have gone full old-school iBook and offered up a bunch of different colors.

The device is portable, certainly. It’s a bit lighter than the original at 2.3 pounds to its 2.4 pounds. It’s a hair or two thicker, however, at 13.4mm to its 10.3. Carrying it around in my backpack for a few days certainly didn’t make my back miss my 15-inch MacBook Pro. The ridged bottom is a nice touch, too. It’s really easy to carry it with one hand.

Google Pixelbook Go

Beyond aesthetics, the lower price means cutting some other corners. The biggest difference is the lack of a 360 hinge. Turns out those are pretty expensive — and one of the primary things that drove up the price in the original Pixelbook. For my own uses, it’s honestly not a huge loss. Testing the original Pixelbook, I didn’t find too many instances that required something other than a standard laptop setup.

Those looking to purchase the device for creative applications may miss it, however, along with the loss of pen input. A smaller loss is the lack of the edge to edge track pad — turns out those are relatively expensive to manufacturer, as well. The keyboard has grown on me. It’s certainly quiet, as advertised. The keys are on the soft side, especially coming from over on the MacBook side of things, but they offer a nice bit of travel for a laptop.

The screen is actually larger than on the original Pixelbook, jumping a full inch up to 13.3. That said, total resolution is down by default, at 1920×1080 (166 ppi) versus 2400×1600 (235 ppi). You can still upgrade to a 4K screen, for a price — $1,399, specifically. Again, one wonders precisely who that specific price point is for.

The Go retains the two USB-C port setup. That was one of the bigger critiques with the original system, but Google’s not standing down on this one. Perhaps I’m not the target demographic here, but four ports seems like a pretty good compromise, especially for those who like to dock their systems at work for external monitors and the like.

Google Pixelbook Go

The processor has been upgraded from a 7th-gen to 8th-gen Intel (as you’d hope after two years), though the  base level system starts at an m3, rather than i5. There are, however i5 and i7 options. As in everything, an upgrade. RAM is the same, at either 8 or 16GB, while storage has been shrunk down at the base level, starting at a paltry 64GB instead of 128. Given how much you rely on cloud storage, that may be moot.

ChromeOS is still limited. I’m looking forward to a day when I don’t have to stipulate that with every review, but this ain’t it, chief. It makes sense in an educational setting, but the transition from Windows or MacOS will continue to be rocky for many. The addition of Google Play opens up the app considerably, but a fraction of apps are built with a non-mobile form factor in mind.

Some apps, meanwhile, just aren’t here. I’ve been considering bringing the device with me on an upcoming trip to China. The security and stated 12-hour battery life are big wins for that trip, but I’m not sure how to replace Audacity for the podcast editing I usually do on the plane. I am, however, open to any suggestions you might have.

Google Pixelbook Go

Like the original Pixelbook, the Go seems to be a device in search of meaning. The $300 price drop is a step in the right direction, but Google’s competing with far cheaper offerings from third parties. I’m still struggling with reasons to recommend a Chromebook outside of the classroom, when there are so many affordable Windows options out there. Perhaps as a secondary, travel device. But even so, how many people need that specific use case?

The Go is clearly Google’s attempt to lead the way for manufacturers looking to explore Chromebook life outside the classroom. It has some nice hardware perks, but it’s not the revolution or revelation ChromeOS needs.

25 Oct 2019

The Station:

The Station is back for another week of insidery bits, news and analysis around transportation. That means more than planes, trains and cars these days. Luckily, we have our micromobbin’ specialist Megan Rose Dickey, plus insights from the rest of the TC crew.

As always, I’m your host Kirsten Korosec, senior reporter at TechCrunch.

This week, we’re looking at lidar, a Softbank-backed company pivots in the world of car subscriptions, space tourism goes public, NASCAR and xxxxx.

Portions of the newsletter will be published as an article on the main site after it has been emailed to subscribers (that’s what you’re reading now). To get everything, you have to sign up. And it’s free. To subscribe, go to our newsletters page and click on The Station.

Please reach out anytime with tips and feedback. Tell us what you love and don’t love so much. Email me at kirsten.korosec@techcrunch.com to share thoughts, opinions or tips or send a direct message to @kirstenkorosec.

A Softbank-backed company cuts back

fair cars

Less than a year ago, vehicle subscription startup Fair raised a huge Series B funding round of $385 million led by Softbank, to take its business global.

The company has picked up the unprofitable leasing business of Uber; and earlier this year it picked up Canvas, a car leasing business previously owned by Ford. It also made three high-profile hires just a few months ago to help drive Fair’s aggressive efforts around payment, infrastructure and financial planning as it scales its flexible car ownership model internationally and tries to make a name for itself on the global stage.

Now, the company that was founded by automotive, retail and banking executives, including Scott Painter, former founder and CEO of TrueCar, is cutting back. The company is laying off 40% of its staff and removing its CFO, Tyler Painter, the brother of Scott Painter. He’s being replaced in the interim by Kirk Shryoc.

Scott Painter told TechCrunch this is a proactive move and not made because SoftBank or any other investor has leaned on it to do so.

Micromobbin’

the station scooter1a

Welcome back to micromobbin’ — a weekly dive into the tiny but mighty chaotic world of micromobility, courtesy of Megan Rose Dickey.

Bird deployed its long-awaited cruiser in the form of the Scoot Moped. But there are a couple of caveats. It’s just a one-seater and is only currently available in Los Angeles.

Meanwhile, because congestion and scooters with dead batteries are two big problems plaguing the micromobility industry, Swiftmile convinced Austin to let the company deploy its parking and charging systems in the city.

Swiftmile’s move into Austin isn’t surprising (this is Kirsten weighing in). Austin mayor Steve Adler, and a few others, told me earlier this year during SXSW that when the scooters came to the city the bike share industry took a dive. Scooters were everywhere and it was clear that scooter management was the next big opportunity.

Swiftmile CEO Colin Roche, who I also met during SXSW, told me at the time that a number of cities were interested in deploying these systems. The key to Swiftmile’s system is that not only charges the scooters, it also can provide scooter companies with diagnostics and keep the device locked in the dock if it’s malfunctioning. Systems like these could help scooter companies like Bird and Lime extend the life of their scooters and prevent local governments from banning them altogether.

A NASCAR thing

the station electric vehicles1

Earlier this month, NASCAR’s SVP for Racing Development John Probst told TechCrunch that it could introduce hybrid-powered cars as early as 2022. NASCAR is still sorting how a race hybrid would come together, but it would have unique application. Rather than use hybrid technology to extend range, the race series plans to direct it towards improving performance.

This pursuit could end up affecting passenger vehicles. The race series will work directly with partner OEMs, such as Ford, to develop its hybrid program, according to NASCAR. While NASCAR stands for National Association of Stock Car Auto Racing, it’s been decades since anything on the series’ cars even remotely resembled a stock car you would buy at a dealership.

That will likely remain (mostly) the same, but with NASCAR going hybrid, technology on its competition vehicles could find application that transfers in some way to our daily drivers.

— Jake Bright

25 Oct 2019

The Station:

The Station is back for another week of insidery bits, news and analysis around transportation. That means more than planes, trains and cars these days. Luckily, we have our micromobbin’ specialist Megan Rose Dickey, plus insights from the rest of the TC crew.

As always, I’m your host Kirsten Korosec, senior reporter at TechCrunch.

This week, we’re looking at lidar, a Softbank-backed company pivots in the world of car subscriptions, space tourism goes public, NASCAR and xxxxx.

Portions of the newsletter will be published as an article on the main site after it has been emailed to subscribers (that’s what you’re reading now). To get everything, you have to sign up. And it’s free. To subscribe, go to our newsletters page and click on The Station.

Please reach out anytime with tips and feedback. Tell us what you love and don’t love so much. Email me at kirsten.korosec@techcrunch.com to share thoughts, opinions or tips or send a direct message to @kirstenkorosec.

A Softbank-backed company cuts back

fair cars

Less than a year ago, vehicle subscription startup Fair raised a huge Series B funding round of $385 million led by Softbank, to take its business global.

The company has picked up the unprofitable leasing business of Uber; and earlier this year it picked up Canvas, a car leasing business previously owned by Ford. It also made three high-profile hires just a few months ago to help drive Fair’s aggressive efforts around payment, infrastructure and financial planning as it scales its flexible car ownership model internationally and tries to make a name for itself on the global stage.

Now, the company that was founded by automotive, retail and banking executives, including Scott Painter, former founder and CEO of TrueCar, is cutting back. The company is laying off 40% of its staff and removing its CFO, Tyler Painter, the brother of Scott Painter. He’s being replaced in the interim by Kirk Shryoc.

Scott Painter told TechCrunch this is a proactive move and not made because SoftBank or any other investor has leaned on it to do so.

Micromobbin’

the station scooter1a

Welcome back to micromobbin’ — a weekly dive into the tiny but mighty chaotic world of micromobility, courtesy of Megan Rose Dickey.

Bird deployed its long-awaited cruiser in the form of the Scoot Moped. But there are a couple of caveats. It’s just a one-seater and is only currently available in Los Angeles.

Meanwhile, because congestion and scooters with dead batteries are two big problems plaguing the micromobility industry, Swiftmile convinced Austin to let the company deploy its parking and charging systems in the city.

Swiftmile’s move into Austin isn’t surprising (this is Kirsten weighing in). Austin mayor Steve Adler, and a few others, told me earlier this year during SXSW that when the scooters came to the city the bike share industry took a dive. Scooters were everywhere and it was clear that scooter management was the next big opportunity.

Swiftmile CEO Colin Roche, who I also met during SXSW, told me at the time that a number of cities were interested in deploying these systems. The key to Swiftmile’s system is that not only charges the scooters, it also can provide scooter companies with diagnostics and keep the device locked in the dock if it’s malfunctioning. Systems like these could help scooter companies like Bird and Lime extend the life of their scooters and prevent local governments from banning them altogether.

A NASCAR thing

the station electric vehicles1

Earlier this month, NASCAR’s SVP for Racing Development John Probst told TechCrunch that it could introduce hybrid-powered cars as early as 2022. NASCAR is still sorting how a race hybrid would come together, but it would have unique application. Rather than use hybrid technology to extend range, the race series plans to direct it towards improving performance.

This pursuit could end up affecting passenger vehicles. The race series will work directly with partner OEMs, such as Ford, to develop its hybrid program, according to NASCAR. While NASCAR stands for National Association of Stock Car Auto Racing, it’s been decades since anything on the series’ cars even remotely resembled a stock car you would buy at a dealership.

That will likely remain (mostly) the same, but with NASCAR going hybrid, technology on its competition vehicles could find application that transfers in some way to our daily drivers.

— Jake Bright

25 Oct 2019

Why publishers shouldn’t trust Facebook News

Are we really doing this again? After the pivot to video. After Instant Articles. After news was deleted from the News Feed. Once more, Facebook dangles extra traffic, and journalism outlets leap through its hoop and into its cage.

Tomorrow, Facebook will unveil its News tab. About 200 publishers are already aboard including the Wall Street Journal and BuzzFeed News, and some will be paid. None seem to have learned the lesson of platform risk.

facebook newspaper dollars

When you build on someone else’s land, don’t be surprised when you’re bulldozed. And really, given Facebook’s flawless track record of pulling the rug out from under publishers, no one should be surprised.

I could just re-run my 2015 piece on how “Facebook is turning publishers into ghost writers,” merely dumb content in its smart pipe. Or my 2018 piece on “how Facebook stole the news business” by retraining readers to abandon publishers’ sites and rely on its algorithmic feed.

Chronicling Facebook’s abuse of publishers

Let’s take a stroll back through time and check out Facebook’s past flip-flops on news that hurt everyone else:

-In 2007 before Facebook even got into news, it launches a developer platform with tons of free virality, leading to the build-up of companies like Zynga. Once that spam started drowning the News Feed, Facebook cut it and Zynga off, then largely abandoned gaming for half a decade as the company went mobile. Zynga never fully recovered.

-In 2011, Facebook launches the open graph platform with Social Reader apps that auto-share to friends what news articles you’re reading. Publishers like The Guardian and Washington Post race to build these apps and score viral traffic. But in 2012, Facebook changes the feed post design and prominence of social reader apps, they lost most of their users, those and other outlets shut down their apps, and Facebook largely abandons the platform

guardian social reader dau done done done 1

-In 2015, Facebook launches Instant Articles, hosting news content inside its app to make it load faster. But heavy-handed rules restricting advertising, subscription signup boxes, and recirculation modules lead publishers to get little out of Instant Articles. By late 2017, many publishers had largely abandoned the feature.

Facebook Instant Articles Usage

Decline of Instant Article use, via Columbia Journalism Review

-Also in 2015, Facebook started discussing “the shift to video,” citing 1 billion video views per day. As the News Feed algorithm prioritized video and daily views climbed to 8 billion within the year, newsrooms shifted headcount and resources from text to video. But a lawsuit later revealed Facebook already knew it was inflating view metrics by 150% to 900%. By the end of 2017 it had downranked viral videos, eliminated 50 million hours per day of viewing (over 2 minutes per user), and later pulled back on paying publishers for Live video as it largely abandoned publisher videos in favor of friend content.

-In 2018, Facebook announced it would decrease the presence of news in the News Feed from 5% to 4% while prioritizing friends and family content. Referral shrank sharply, with Google overtaking it as the top referrer, while some outlets were hit hard like Slate which lost 87% of traffic from Facebook. You’d understand if some publishers felt…largely abandoned.

Slate Facebook Referral Traffic

Facebook referral traffic to slate plummeted 87% after a strategy change prioritized friends and family content over news

Are you sensing a trend? ?

Facebook typically defends the whiplash caused by its strategic about-faces by claiming it does what’s best for users, follows data on what they want, and tries to protect them. What it leaves out is how the rest of the stakeholders are prioritized.

Aggregated to death

I used to think of Facebook as being in a bizarre love quadrangle with its users, developers and advertisers. But increasingly it feels like the company is in an abusive love/hate relationship with users, catering to their attention while exploiting their privacy. Meanwhile, it dominates the advertisers thanks to its duopoly with Google that lets it survive metrics errors, and the developers as it alters their access and reach depending on if it needs their users or is backpedaling after a data fiasco.

Only recently after severe backlash does society seem to be getting any of Facebook’s affection. And perhaps even lower in the hierarchy would be news publishers. They’re not a huge chunk of Facebook’s content or, therefore, its revenue, they’re not part of the friends and family graph at the foundation of the social network, and given how hard the press goes on Facebook relative to Apple and Google, it’s hard to see that relationship getting much worse than it already is.

how news feed works copy 2

That’s not to say Facebook doesn’t philosophically care about news. It invests in its Journalism Project hand-outs, literacy and its local news feature Today In. Facebook has worked diligently in the wake of Instant Article backlash to help publishers build out paywalls. Given how centrally it’s featured, Facebook’s team surely reads plenty of it. And supporting the sector could win it some kudos between scandals.

But what’s not central to Facebook’s survival will never be central to its strategy. News is not going to pay the bills, and it probably won’t cause a major change in its hallowed growth rate. Remember that Twitter, which hinges much more on news, is 1/23rd of Facebook’s market cap.

So hopefully at this point we’ve established that Facebook is not an ally of news publishers.

At best it’s a fickle fair-weather friend. And even paying out millions of dollars, which can sound like a lot in journalism land, is a tiny fraction of the $22 billion in profit it earned in 2018.

Whatever Facebook offers publishers is conditional. It’s unlikely to pay subsidies forever if the News tab doesn’t become sustainable. For newsrooms, changing game plans or reallocating resources means putting faith in Facebook it hasn’t earned.

What should publishers do? Constantly double-down on the concept of owned audience.

They should court direct traffic to their sites where they have the flexibility to point users to subscriptions or newsletters or podcasts or original reporting that’s satisfying even if it’s not as sexy in a feed.

Meet users where they are, but pull them back to where you live. Build an app users download or get them to bookmark the publisher across their devices. Develop alternative revenue sources to traffic-focused ads, such as subscriptions, events, merchandise, data and research. Pay to retain and recruit top talent with differentiated voices.

What scoops, opinions, analysis, and media can’t be ripped off or reblogged? Make that. What will stand out when stories from every outlet are stacked atop each other? Because apparently that’s the future. Don’t become generic dumb content fed through someone else’s smart pipe.

Ben Thompson Stratechery Aggregation Theory

As Ben Thompson of Stratechery has proselytized, Facebook is the aggregator to which the spoils of attention and advertisers accrue as they’re sucked out of the aggregated content suppliers. To the aggregator, the suppliers are interchangeable and disposable. Publishers are essentially ghostwriters for the Facebook News destination. Becoming dependent upon the aggregator means forfeiting control of your destiny.

Surely, experimenting to become the breakout star of the News tab could pay dividends. Publishers can take what it offers if that doesn’t require uprooting their process. But with everything subject to Facebook’s shifting attitudes, it will be like publishers trying to play bocce during an earthquake.

[Featured Image: Russell Werges]