Author: azeeadmin

05 Apr 2021

Spotify opens a second personalized playlist to sponsors, after ‘Discover Weekly’ in 2019

Spotify is opening up its personalized playlist, “On Repeat,” to advertising sponsorship. This playlist, launched in 2019 and featuring users’ favorite songs, is only the second personalized playlist on the music streaming service that’s being made available for sponsorship. Spotify’s flagship playlist, “Discover Weekly,” became the first in 2019.

The sponsorship is made possible through the company’s Sponsored Playlist ad product, which gives brands the ability to market to Spotify’s free users with audio, video and display ad messages across breaks, allowing the advertiser to own the experience “end-to-end,” the company says.

It also gives brands an opportunity to reach Spotify’s most engaged users.

When Spotify opened up “Discover Weekly” to sponsorship, for example, it noted that users who listened to this playlist streamed more than double those who didn’t. Similarly, “On Repeat” caters to Spotify’s more frequent users because of its focus on tracks users have played most often.

Since the launch of “On Repeat” in September 2019, Spotify says the playlist has reached 12 billion streams globally. Fans have also spent over 750 million hours listening to the playlist, where artists like Bad Bunny, The Weeknd, and Ariana Grande have topped the list for “most repeated” listens.

Though Spotify today offers its numerous owned and operated playlists for sponsorship, its personalized playlists have largely been off-limits — except for “Discover Weekly.” These are highly-valued properties, as Spotify directs users to stream collections powered by its algorithms, which Spotify organizes in its ever-expanding “Made for You” hub in its app. Here, users can jump in between “Discover Weekly,” and other collections organized by genre, artist, decade, and more — like new releases, favorites, suggestions, and more.

With the launch of sponsorship for “On Repeat,” brands across 30 global markets, including North America, Europe, Latin America and Asia-Pacific will be able to own another of Spotify’s largest personalized properties for a time.

The first U.S. advertiser to take advantage of the sponsorship is TurboTax, which cited the personalization elements and user engagement with the playlist among the reasons why the ad product made sense for them.

“Like music, taxes are not one size fits all. Every tax situation is unique and every individual’s needs are different,” said Cathleen Ryan, VP of Marketing for TurboTax, in a statement about the launch. “We’re using Spotify’s deep connection to its engaged listeners to get in front of consumers and show them that with TurboTax you can get the expertise you need on your terms. With Spotify, we’re able to get both reach and unique targeting that ensures the right audiences know about the tools, guidance and expertise that TurboTax offers,” she added.

05 Apr 2021

Blockchain and taking the politics out of tech

Brian Brooks grew up on credit. And for him, that’s a good thing.

Brooks is from a small town in Colorado that took a big hit when the steel factory — the main driver of its economy — shut down. A couple of years later, when Brooks was 14, his father passed away, and it became very clear to Brooks that if he wanted “any kind of life,” he’d have to hustle. He got a job and in order to go to college and then law school, he took out six figures worth of student loans at an 8% interest rate.

But instead of being bitter, Brooks is grateful that he even had that opportunity.

“Credit is what allows you to get something that you couldn’t otherwise afford to pay cash for,” he says.

Years later, Brooks would go on to serve as chief legal officer of Coinbase, a multi-billion-dollar Silicon Valley startup that has become one of the world’s largest digital currency platforms. To Brooks, blockchain and cryptocurrency hold great potential to further financial inclusion, a cause he holds close to his heart.

Then in May 2020, Brooks moved from the private sector to the public sector, when he took on the role of Acting Comptroller of the Currency of the OCC. Brooks’ tenure at the OCC was short, but eventful. He helped enact some controversial legislation around bank charters, cryptocurrency and lending. In January, he left that post with plans to return to the private sector.

In March, Brooks announced he’d be joining Spring Labs as the company’s first independent director. Brooks had come full circle with the data-sharing startup, considering he was among the group that first conceived the idea of Spring Labs five years ago.

His goal there is to bring to bear a combination of an innovation mindset coupled with a knowledge of the traditional banking system that fintechs are trying to disrupt. Having actually been responsible for running the banking system, Brooks believes he has “a good sense of what’s broken.”

“I think that there are a lot of tech companies that have really great ideas but they’re not very expert in what it is that they’re trying to fix,” he says. “And, for me, having spent so much time inside of banks and inside of the credit infrastructure, it’s pretty clear to me what it is that needs to be better. And it really is secure, anonymous data sharing.”

TechCrunch sat down with Brooks to hear more about his return to the private sector, his thoughts on why blockchain is the answer to financial inclusion and why he thinks politics need to be taken out of tech.

This interview has been edited for clarity and brevity.

TC: What does Spring Labs do exactly? 

Brooks: The purpose of Spring Labs is to use blockchain to create a much richer network effect of data that allows the credit bureaus and others to predict the creditworthiness of people who are not in the traditional credit bureau system. And that’s one of the amazing promises of blockchain, considering that all blockchain is an open source network of nodes. 

So the more data sources you can connect up to that network, the richer the environment is to allow you to assess people’s credit worthiness. The vision is that once Spring Labs is successful and has scaled this, we will no longer have to exclude 45 billion people from the credit system because we’ll have data…that allows us to predict that this person is a good credit risk and should get a credit card, regardless of whether they have a mortgage or a credit card. The core mission of the company is to bring credit to more people.

TC: When you say richer data, you mean things like paying rent on time?

Brooks: Yes, stuff like that, but also for example information about recurring bank credits and debits. Also subscription payments, recurring payments of any kind, and also asset and income information — all of which is relevant to whether you’re a good credit risk.

TC: Yes, I’ve written about a couple of other startups that have similar missions.

Brooks: Yes, but the reason I’ve spent so much time on crypto and blockchain personally over the last four or five years, is the idea that a decentralized network is always going to gather more data than a company that has focused for example on signing up all of the landlords in America to do a data sharing service where you can track rent. I mean rent is a good element, but there are hundreds of elements that can be relevant.

Do you own a car, for example? Whether it’s on credit or not is a relevant element to whether you’re likely to pay. Or whether home prices in your neighborhood are rising or falling, that’s another thing that’s relevant. So the point is to be agnostic about the kind of data but to generate a data environment that is rich enough that any given person can be assessed, even if they don’t have this or that element. There are still data elements that would predict future credit performance and it’s refining that and assembling all of that on the network that is kind of the Spring Labs secret sauce.

TC: What do you believe were some of your biggest accomplishments during your time at the OCC?

Brooks: When I was running the OCC, we enacted two regulations, one of which was called a “Valid When Made” rule and the other was called the True Lender Rule. And the purpose of those rules was to provide clarity. 

Another thing I did during my time there was to grant the first charter to a crypto company called Anchorage. We also provided guidance about what banks can permissibly do with cryptocurrencies. Which I believe had a lot to do with driving the adoption of crypto over the last 12 months.

One of the biggest problems and challenges in the world of crypto is how do you make sure that people who are transacting in crypto are not sending money to terrorists or not using crypto to engage in money laundering. And it’s a problem because the whole promise of crypto is to allow people to transact peer to peer without the need for a bank limit, right? So normally if you’re writing a check, it goes to the banking system and the bank looks to see who the payee is and figure out if they’re on some list or if you’re using cash there are these currency transaction reports you have to fill out. That’s not the case with crypto. So one of the things that Spring Labs has built — coming back to this idea of blockchain validation — is a solution that allows people, including the government, to say “I don’t know who the person is that Mary Ann is sending bitcoin to.” 

But the Spring Labs solution tells us that person isn’t a bad guy. We may not know that that person is Brian Brooks because Spring Labs anonymizes the data. But we have brought a lot of identifying information on the blockchain and can tell you that it’s safe, or it’s not safe without violating the basic principles of anonymity that normally exist on blockchain. It’s one of the reasons why having anonymized data sharing is one of the most important breakthroughs in fintech itself.

TC: How is it able to tell whether it’s safe or not?

Brooks: Blockchain identity verification is making probabilistic judgments based on a large amount of data. So, it may not know for sure that you’re not Vladimir Putin. But what it does know is that you’re a person who bought a latte at a Starbucks in Palo Alto yesterday of that you’re a person who has a Netflix subscription you’ve been paying on for 23 months And so when we make these probabilistic judgments, we can reduce to a statistical low rate the likelihood that you’re engaged in some kind of malfeasance. It turns out that’s actually much more likely to be accurate than if we’re pinging a government list to see if you’re on it, because government lists have typos and misspellings and at times, the last name is the first and the first name is the last. So there are all kinds of errors in that. 

TC: A founder I spoke to recently said that this younger generation has a distrust of the banking system and that’s why they’re so open to all these new digital offerings and neobanks. What are your thoughts on this perceived distrust of the banking system right now by the younger generation?

Brooks: I think there are plenty of people in the older generation who have also had trust issues with banking. Anybody who went through the financial crisis probably has a feeling about that. I would say that the banking system as a system is strong and deserves people’s trust. And what I mean by that is you have the agency I used to lead and other agencies who you know have thousands of seasoned professionals who are examining these banks for safety and soundness and compliance, every day. Where they find mistakes and malfeasance, they address it in real time. So I have a lot of confidence in that. 

The problem is though, there are things about just the nature of finance — the idea that somebody is charging you a significant interest rate to borrow money for a period of time because you had a ding on your credit, say five years ago. Those are things that are inherent in the credit management and business of banking, and that’s the thing that makes a lot of people — especially young kids — feel excluded. 

So imagine, for example, if you’re a young kid who just graduated college last year in the pandemic. And you can’t find a job and you don’t have the traditional indicators of creditworthiness, so it’s hard for you to buy a car or get a credit card. Now you feel like the whole banking system exists to exclude you in some way. So that sort of sucks, except it turns out that there are peer-to-peer lending platforms, decentralized finance platforms and other things that will allow you to access credit. So that’s a reason I think why young people are looking to these fintechs — because the fintechs exist to fill the gaps that are left behind by traditional banking.

The banks are trustworthy, but the banks are trying to serve sort of like the middle 60% of society. But if you’re young, lower income, or a minority or an immigrant or whatever…there’s a big gap in the banking sector which we’re always trying to improve. So at some level the banking sector is about serving the middle part of the country, and fintechs are harnessing market incentives to build products for those people that have been excluded. 

That’s why I don’t understand why fintech has become so politicized. There seems to be a war on fintech and I don’t understand where it’s coming from. And it seems to be kind of like a bipartisan war. If you go back and look at the letter that Maxine Waters, the House Financial Services Committee chairman, sent to the Biden transition team back in December — among the things she wanted them to do was to roll back every single thing we did on fintech. I just asked myself, “Why?” I understand there were some things we did that were somewhat political but why is it political to say that we think Stripe should be eligible for a bank charter? What is political about that? Stripe is a company that is engaged in major financial intermediation, which is what the bank charter is all about. Why is that political? And that that extends to bank charters and the true lender rule that I talked about earlier. 

TC: Can you elaborate on how you think fintech has become politicized?

Brooks: It seems to be that people, especially Democrats, don’t like fintech. You’d argue that that’s why there’s a particular candidate for my old job, that apparently was kiboshed because he said positive things about fintech. The whole point of fintech is to serve people that aren’t well served by the banking system, right? 

For example, if Americans really think that we should ban fossil fuels, then we should ban fossil fuels. Politicians should enact that and bear the consequences if that isn’t what people want. We don’t want bank CEOs making those decisions for us as a society, in terms of who they choose to lend money to, or not. We need to take the politics out of tech. 

All of us do a lot of different things, and we have no idea on a given day, whether what we’re doing is popular with our neighbors or popular with our bank president or not. I don’t want the fact that I sometimes feel Republican to be a reason why my local bank president can deny me a mortgage.

TC: I read that you had a personal experience growing up that maybe led you to this desire to help increase financial inclusion in the country. Is that something you’re comfortable talking about?

Brooks: It’s no big secret that I grew up on credit. I grew up in a small town and I guess the way I usually put it there were sort of these two seminal tragedies in my life. I don’t want to say that my town died but when I was growing up…but I was a young kid in this lovely prosperous factory town in Colorado that was pretty and had high employment with good union jobs for steel workers. It was great. And then when I was like 11 or 12 or whatever age, the factory closed, and suddenly we went from being a lovely prosperous little town to having enormously high double digit unemployment. It was a disaster and really really sad. 

And then a couple years after that, my dad died, and so the town died and then my dad died. What I had to do pretty quickly, if I was going to have anything like a life, is I had to get a job on my 16th birthday. I also had to borrow a lot of money to go to college and law school. And as I tell everybody, I didn’t borrow it at a federally subsidized rate. Those days you couldn’t deduct your student loans on your income tax, so I had to pay 8% interest on my six figures of student loans. And thank God that was available. 

So I’m not one of these people who thinks it’s a bad thing for people to have credit. I mean, all of the studies show that more credit equals less poverty. And yet whenever I say that on Twitter or whatever, the politically minded will say “No, more credit equals more debt.” It’s like, I don’t know what that means because credit and debt are the same thing, but what I mean by it is that credit is what allows you to get something that you couldn’t otherwise afford to pay cash for — whether that’s an education or start a business, or buy a house, right?

As a guy  who benefited from all of that, I don’t take a moralistic or elitist stance that other people should be able to take a risk on themselves. I took a risk on myself at 8% interest, and it’s what allowed me to have the life that I have and I don’t think it’s up to me to tell other people that they shouldn’t be allowed to do that. So I’m a big credit evangelist. I really believe that more credit is better for society than less. And I think fintechs are likely to deliver that to people that are not well served by the banking system. I am a believer in the idea that decentralized networks take some of the discrimination out.

05 Apr 2021

Equity Monday: Edtech consolidation, and Amazon continues to make you like it less

Hello and welcome back to Equity, TechCrunch’s venture capital-focused podcast where we unpack the numbers behind the headlines.

This is Equity Monday, our weekly kickoff that tracks the latest private market news, talks about the coming week, digs into some recent funding rounds and mulls over a larger theme or narrative from the private markets. You can follow the show on Twitter here and myself here.

This morning we took a global look at the news, trying to take in the latest from around our little planet:

It’s going to be a blast of a week. Talk to you Wednesday!

Equity drops every Monday at 7:00 a.m. PST, Wednesday, and Friday at 6:00 AM PST, so subscribe to us on Apple PodcastsOvercastSpotify and all the casts!

05 Apr 2021

ConductorOne raises $5M in seed round led by Accel to automate your access requests

Over the course of their careers, Alex Bovee and Paul Querna realized that while the use of SaaS apps and cloud infrastructure was exploding, the process to give employees permission to use them was not keeping up.

The pair led Zero Trust strategies and products at Okta, and could see the problem firsthand. For the unacquainted, Zero Trust is a security concept based on the premise that organizations should not automatically trust anything inside or outside its perimeters and, instead must verify anything and everything trying to connect to its systems before granting access.

Bovee and Querna realized that while more organizations were adopting Zero Trust strategies, they were not enacting privilege controls. This was resulting in delayed employee access to apps, or to the over-permissioning employees from day one.

Last summer, Bovee left Okta to be the first virtual entrepreneur-in-residence at VC firm Accel. There, he and Accel partner Ping Li got to talking and realized they both had an interest in addressing the challenge of granting permissions to users of cloud apps quicker and more securely.

Recalls Li: “It was actually kind of fortuitous. We were looking at this problem and I was like ‘Who can we talk to about the space? And we realized we had an expert in Alex.”

At that point, Bovee told Li he was actually thinking of starting a company to solve the problem. And so he did. Months later, Querna left Okta to join him in getting the startup off the ground. And today, ConductorOne announced that it raised $5 million in seed funding in a round led by Accel, with participation from Fuel Capital, Fathom Capital and Active Capital. 

ConductorOne plans to use its new capital to build what the company describes as “the first-ever identity orchestration and automation platform.” Its goal is to give IT and identity admins the ability to automate and delegate employee access to cloud apps and infrastructure, while preserving least privilege permissions. 

“The crux of the problem is that you’ve got these identities — you’ve got employees and contractors on one side and then on the other side you’ve got all this SaaS infrastructure and they all have sort of infinite permutations of roles and permissions and what people can do within the context of those infrastructure environments,” Bovee said.

Companies of all sizes often have hundreds of apps and infrastructure providers they’re managing. It’s not unusual for an IT helpdesk queue to be more than 20% access requests, with people needing urgent access to resources like Salesforce, AWS, or GitHub, according to Bovee. Yet each request is manually reviewed to make sure people get the right level of permissions. 

“But that access is never revoked, even if it’s unused,” Bovee said. “Without a central layer to orchestrate and automate authorization, it’s impossible to handle all the permissions, entitlements, and on- and off-boarding, not to mention auditing and analytics.”

ConductorOne aims to build “the world’s best access request experience,” with automation at its core.

“Automation that solves privilege management and governance is the next major pillar of cloud identity,” Accel’s Li said.

Bovee and Querna have deep expertise in the space. Prior to Okta, Bovee led enterprise mobile security product development at Lookout. Querna was the co-founder and CTO of ScaleFT, which was acquired by Okta in 2018. He also led technology and strategy teams at Rackspace and Cloudkick, and is a vocal and active open source software advocate.   

While the company’s headquarters are in Portland, Oregon, ConductorOne is a remote-first company with 10 employees.

“We’re deep in building the product right now, and just doing a lot of customer development to understand the problems deeply,” Bovee said. “Then we’ll focus on getting early customers.”

05 Apr 2021

India’s Swiggy nears $5 billion valuation in new $800 million fundraise

Swiggy has raised about $800 million in a new financing round, the Indian food delivery startup told employees on Monday, as it looks to expand its business in the country quarters after the startup cut its workforce to navigate the pandemic.

In an email to employees, first reported by Times of India journalist Digbijay Mishra, Swiggy co-founder and chief executive Sriharsha Majety said the startup had raised $800 million from new investors including Falcon Edge Capital, Goldman Sachs, Think Capital, Amansa Capital, and Carmignac, and existing investors Prosus and Accel.

“This fundraise gives us a lot more firepower than the planned investments for our current business lines. Given our unfettered ambition though, we will continue to seed/experiment new offerings for the future that may be ready for investment later. We will just need to now relentlessly invent and execute over the next few years to build an enduring iconic company out of India,” wrote Majety in the email obtained by TechCrunch.

Majety didn’t disclose the new valuation of Swiggy, but said the new financing round was “heavily subscribed given the very positive investor sentiments towards Swiggy.” According to a person familiar with the matter, the new round valued Swiggy at over $4.8 billion. The startup has now raised about $2.2 billion to date.

Swiggy had raised $157 million last year at about $3.7 billion valuation. That investment is not part of the new round, a person familiar with the matter told TechCrunch.

He said the long-term goal for the startup, which competes with heavily-backed Zomato and new entrant Amazon, is to serve 500 million users in the next 10-15 years, pointing to Chinese tech giant Meituan, which had 500 million transacting users last year.

“We’re coming out of a very hard phase during the last year given Covid and have weathered the storm, but everything we do from here on needs to maximise the chances of our succeeding in the long-term,” wrote Majety.

This is a developing story. More to follow…

05 Apr 2021

Chinese startups rush to bring alternative protein to people’s plates

On a recent morning in downtown Shenzhen, Lingyu queued up to order her go-to McMuffin. As she waited in line with other commuters, the 50-year-old accountant noticed the new vegetarian options on the menu and decided to try the imitation spam and scrambled egg burger.

“I’ve never had fake meat,” she said of the burger — one of five new breakfast items that McDonald’s introduced last week in three major Chinese cities featuring luncheon meat substitutes produced by Green Monday.

Lingyu, who works in her family business in Shenzhen, is exactly the type of Chinese customer that imitation meat companies want to attract beyond the young, trendy, eco-conscious urbanites. Her yuan means potentially more to meat replacement companies because it advances their business and climate agendas both. Eating less meat is one of the simplest ways to reduce an individual’s carbon footprint and help fight climate change.

McDonald’s hopes that its pea- and soy-based, zero-cholesterol, luncheon meat substitutes will carve out a piece of China’s massive dining market. Long-time rival KFC, and local competitor Dicos introduced their own plant-based products last year. Partnering with fast food chains is a smart move for companies that want to promote alternative protein to the masses, because these products are often pricey and are usually aimed at wealthy urbanites.

2020 could well have been the dawn of alternative protein in China. More than 10 startups raised capital to make plant-based protein for a country with increasing meat demand. Of these, Starfield, Hey Maet, Vesta and Haofood have been around for about a year; ZhenMeat was founded three years ago; and the aforementioned Green Monday is a nine-year-old Hong Kong firm pushing into mainland China. The competition intensified further last year when American incumbents Beyond Meat and Eat Just entered China.

Although some investors worry the sudden boom of meat substitute startups could turn into a bubble, others believe the market is far from saturated.

“Think about how much meat China consumes a year,” said an investor in a Chinese soy protein startup who requested anonymity. “Even if alternative protein replaces 0.01% of the consumption, it could be a market worth tens of billions of dollars.”

In many ways, China is the ideal testbed for alternative protein. The country has a long history of imitation meat rooted in Buddhist vegetarianism and an expanding middle class that is increasingly health-conscious and willing to experiment. The country also has a grip on the global supply chain for plant-based protein, which could give domestic startups an edge over foreign rivals.

“I believe, in five years, China will see a raft of domestic plant-based protein companies that could be on par with industry leaders from Europe and North America,” said Xie Zihan, who founded Vesta to develop soy-based meat suitable for Chinese cuisine.

Meat varieties

Hey Maet’s imitation meat dumplings / Photo: Hey Maet 

Lily Chen, a manager at the Chinese arm of alternative protein investor Lever VC, outlines three categories of meat analog companies in China: Western giants such as Beyond Meat and Eat Just; local players; and conglomerates such as Unilever and Nestlé that are developing vegan meat product lines as a defense strategy. Lever VC invested in Beyond Meat, Impossible Foods and Memphis Meats.

“They all have their product differentiation, but the industry is still very early stage,” said Chen.

05 Apr 2021

FinanZero, Brazil’s free online credit marketplace, raises $7M

FinanZero, a Brazilian online credit marketplace, announced today that it has closed a $7 million round of funding – its fourth since it launched in 2016 was founded in 2016. It has raised a total of $22.85 million to date.

The real-time online loan broker allows people to apply for a personal loan, a car equity loan, or a home equity loan for free and receive an answer in minutes. A key to FinanZero’s success is that it doesn’t offer the loans itself, but has instead partnered with about 51 banks and fintechs who back the loans.

FinanZero is based in Brazil’s financial capital, Sao Paulo, and has 52 employees.

“From day one we said, ‘We only work with a success fee,’ so we only get paid when the customer signs the loan contract,” said Olle Widen, the company’s co-founder, and CEO. 

Instead of charging the customer, FinanZero gets a commission from one of its partners, and with a growing volume of credit applications – an average of 750,000 applications per month – the company has seen 61% revenue growth from 2019-2020.

Olle Widen, cofounder and CEO of Finanzero

The Brazilian finance and banking market has been ripe for disruption, as it has traditionally favored the rich. 

Those with low incomes – the vast majority of Brazilian citizens – are then left with few options when it comes to financing, and which in turn forces them into compounding debt they’ll likely never escape from. Traditionally, young Brazilians have lived with their families until they got married, and while there is a cultural aspect to it, the bottom line is that mortgages were infinitely hard to get approved for. 

With products like FinanZero and Nubank – Latin America’s largest digital bank – Brazilians are starting to see more economic mobility and independence from the legacy institutions that dictated their lives for so long.

Widen, who is Swedish, moved to Brazil about 10 years ago for personal reasons, and while there, was pitched the idea of FinanZero by Webrok Ventures, an investment company focused on bringing Nordic innovation to Brazil. 

At the time, Swedish startup Lendo – a precursor to FinanZero – was making waves in Sweden, and the team felt that a similar model would succeed in Brazil, a country known for its bureaucracy and red tape, and thus primed for a streamlined and hassle-free approach to loans.

The original idea was to just copy Lendo, Widen said, but as others have discovered, along the way the team needed to “tropicalize” the product and the experience, meaning they had to build a custom solution for the Brazilian market and its people.

“The founder of Lendo was a childhood friend of mine,” said Widen, of his close ties to the Swedish fintech.

To apply for a loan on FinanZero you don’t need to provide your credit score. Instead, all you need is a utility bill (proof of address), proof of income, and your government ID. The process is so simple, Widen said, that 92% of loan applications are initiated from a smartphone.

“Our business model is very based on the bank’s risk appetite and we saw 60% growth from 2019-2020. We are close to 3 million visits per month, about 1.5 are unique and in March of 2021, we had 800K people fill out the entire loan form. We have about a 10% approval rating across all products,” Widen said.

The round was led by the Swedish investors VEF, Dunross & Co, and Atlant Fonder, which are all previous investors in the company. The funding will go toward marketing – most of which will be on T.V. – product development, and talent acquisition.

05 Apr 2021

Byju’s acquires Indian tutor Aakash for nearly $1 billion

Why did Byju’s raise over $1 billion last year and is already inching closer to securing another half a billion dollars? We are getting some answers today.

Byju’s said on Monday it has acquired Aakash Educational, a 33-year-old chain of physical coaching centres, as the Indian online learning giant looks to further consolidate its leadership position in the world’s second largest internet market.

The Indian startup paid “close to $1 billion” in cash and equity for the acquisition, which is one of the largest in the edtech space, three people familiar with the matter told TechCrunch. (EY advised the firms on the transaction.)

Backed by Blackstone, Aakash owns and operates more than 200 physical tutoring centres across the country aimed at students preparing to qualify for top engineering and medical colleges.

The decades-old firm has made some of its offering available online in recent years, but the pandemic’s recent shift to students’ preferences made Aakash and Byju’s explore a deal six-seven months ago, executives from the firm told TechCrunch in a joint interview. (They declined to comment on the financial aspects of the deal.)

Aakash Chaudhry, Managing Director and Co-promoter of Aakash Educational, said the two firms joining forces will offer “very substantial and value-additive services to students.” The leadership at Aakash Educational will stay with the firm after the acquisition.

The acquisition will enable the two entities to build the largest omni-channel for students in India, he said. “Students who have wanted to access physical classrooms have gotten that from us. And those who wanted to access content and learning online has been served by Byju’s. Together, we will leverage the physical location and technology and online learning and offer students that is unique,” he said.

The future of education will blend offline and online experiences, said Byju Ravendran, co-founder and chief executive of the eponymous startup, in an interview. And Byju, a teacher himself, would know. Prior to launching the online platform, Ravendran took classes for hundreds of students at stadiums.

For several of Byju’s offerings such as test-preparation, he said, an online-only model is still a few years away. Monday’s deal is also aimed at expanding the reach of Byju’s and Aakash Educational in smaller towns and cities, the executives said.

Amit Dixit, Co-head of Asia Acquisitions and Head of India Private Equity at Blackstone at Blackstone, which acquired a 37.5% stake in Aakash for about $183 million in 2019, said that an “omni-channel will be the winning model in test prep and tutoring, and we look forward to being a part of the partnership between the two foremost companies in Indian supplementary education – Aakash and Byju’s.”

The userbase of Byju’s — which prepares students pursuing undergraduate and graduate-level courses — has grown substantially since last year, now serving over 80 million users, 5.5 million of whom are paying subscribers. Byju’s, which is profitable, generated revenue of over $100 million in the U.S. last year, Deborah Quazzo, managing partner of GSV Ventures (which has backed the Indian startup), said at a session held by Indian venture fund Blume Ventures earlier this week.

The startup has used the past two years to grow inorganically through acquisitions. In 2019, it acquired U.S.-based Osmo for $120 million, and last year, it bought kids-focused coding platform WhiteHat Jr for $300 million. Ravendran said the startup is looking to acquire more firms. TechCrunch reported last week that the startup is holding acquisition talks with California-headquartered startup Epic for “significantly more than $300 million.”

05 Apr 2021

Facebook-backed Indian social commerce Meesho raises $300M at $2.1B valuation

Meesho said on Monday it has raised $300 million in a new financing round led by SoftBank Vision Fund 2 as the Indian social commerce startup works to become the “single ecosystem that will enable all small businesses to succeed online.”

The new round — a Series E — gives the five-year-old startup a valuation of $2.1 billion, up from about $600 million in 2019 Series D investment. The Indian startup, which has raised about $490 million to date, said existing investors Facebook, Prosus Ventures, Shunwei Capital, Venture Highway, and Knollwood Investment also participated in the new round.

Bangalore-based Meesho operates an eponymous online marketplace that connects sellers with customers on social media platforms such as WhatsApp, Facebook and Instagram. The startup claims to have a network of more than 13 million entrepreneurs, a majority of whom are women, from hundreds of Indians towns who largely deal with apparel, home appliances and electronics items.

Meesho said it will deploy the fresh capital to help 100 million individuals and small businesses in the country to sell online. “In the last one year, we have seen tremendous growth across small businesses and entrepreneurs seeking to move their businesses online,” said Vidit Aatrey, co-founder and chief executive of Meesho, in a statement.

“We have been closely tracking Meesho for the last 18 months and have been impressed by their growth, daily engagement metrics, focus on unit economics and ability to create a strong team. We believe Meesho provides an efficient platform for SME suppliers and social resellers to onboard the e-commerce revolution in India and help them provide personalized experience to consumers,” said Sumer Juneja, partner at SoftBank Investment Advisers, in a statement.

In a recent report, UBS analysts identified social commerce and business-to-business marketplaces as potential sources of competition to e-commerce firms such as Amazon and Flipkart in India.

This is a developing story. More to follow…

05 Apr 2021

LG is shutting down its smartphone business worldwide

LG said on Monday it will close its loss-making mobile phone business worldwide as the once pioneer brand looks to focus its resources in “growth areas” such as electric vehicle components, connected devices, smart homes, robotics, AI and B2B solutions, and platforms and services.

The South Korean firm said in a statement that its board of directors approved the decision today. The unsurprising move follows the company’s statement from January when it said it was reviewing the direction of its smartphone business.

LG, which maintained No. 3 spot in the smartphone market in the U.S. for a long time, said it will continue to sell handsets until the inventory lasts, and will provide software support for existing lineup of smartphones for a certain period of time that would vary by region.

The company said the status of its employees of phone business will be determined at the local level. In January, reports emerged that said LG was looking to sell its smartphone business. In the same month, the company said it would launch a rollable phone this year. But it appears all the efforts to keep the business stay afloat failed.

“Moving forward, LG will continue to leverage its mobile expertise and develop mobility-related technologies such as 6G to help further strengthen competitiveness in other business areas. Core technologies developed during the two decades of LG’s mobile business operations will also be retained and applied to existing and future products,” it said in a statement.

The poor financial performance of LG’s smartphone business has been public information for several years. Like countless other Android smartphone vendors, LG has struggled to turn things around.

LG focused on mid-range and high-end smartphones, two segments of the market that have become increasingly competitive in the past decade thanks to the rise of Chinese phonemakers such as Huawei, Xiaomi, OnePlus, Oppo and Vivo that are launching better value-for-money models every few months. (Once a rival, HTC has been struggling, too.)

Several phonemakers today rely heavily on software services such as mobile payments to make money. While LG launched a mobile payments service in 2017, two years after Samsung launched Samsung Pay, LG’s portfolio of services remained thin throughout the years.