Category: UNCATEGORIZED

10 Nov 2020

Why I left edtech and got into gaming

Now that COVID-19 has accelerated the adoption of digital education tools, edtech has become one of the hottest areas of investment.

As someone who has been in edtech for nearly 20 years, this sounds like the precise moment to capitalize on all the newfound interest. Which is why what I’m about to say might be surprising: I’m leaving edtech for the world of gaming with my new company, Solitaired.

I first got into edtech in high school, when a friend and I founded EasyBib, a website that helped students cite sources for their papers. At the time, we were just students who felt there had to be a better way than formatting tedious citations for research papers by hand. But as we dove into the business further, we realized there was a lot to like about bibliographies and education technology in general.

For one, the education market is large. There are more than 56 million K-16 students in the U.S., and over 1.3 billion globally. Federal, state and local governments spend an aggregate of 5% of GDP on education, and that doesn’t even include what students and parents spend on content and technology.

Secondly, it’s structured. Students generally all go through the same curriculum together. That means most students have the same problem in the same way; if you solve a problem for one group of users, you’ve probably solved it for most users.

The citation problem was just like that. When we sold our company to Chegg, we were already reaching four out of five students that needed bibliographies, or over 30 million students in the U.S. Edtech companies that help students with math, chemistry, homework help, tutoring and other curricular needs can build massive audiences quickly.

Edtech that’s part of the curriculum also has high engagement. EasyBib users stayed on our site for nearly ten minutes per session, creating one citation after another for their bibliographies. For direct-to-consumer edtech companies that are ad and subscription driven, this behavior creates many monetization opportunities.

While we grew fast, our endemic market opportunity was limited. Why? The strengths of edtech can also be its downsides, especially for a startup. On the user growth front, we focused on school relationships, marketing and SEO. But once we reached four out of every five students in the U.S., there wasn’t much more room to grow.

To increase engagement even further, we tried a number of things: encouraging more citation creation, adding research and note-taking features and building a Chrome extension to be more ever-present in the user’s research journey. Those efforts fell short too. Ultimately, the school calendar dictated how often students needed to use us, and we were constrained by the number of research papers teachers assigned.

These challenges can certainly be overcome. But as a startup, we had to decide if we wanted to pursue adjacencies and expansions ourselves. Ultimately, this realization was one of the reasons we decided to sell our company to Chegg, which had a wider user base and product synergies that we couldn’t achieve on our own. As anyone who follows Chegg might know, they’ve been very successful in accelerating the edtech digital transformation.

When we began thinking about our second business, we had these lessons in the back of our mind. That’s when we discovered gaming.

10 Nov 2020

Walmart and Cruise partner to test autonomous grocery delivery in Arizona

U.S. retailer Walmart and autonomous vehicle company Cruise are pairing up to test grocery delivery in Scottsdale, Arizona.

Under the pilot program, customers will be able to place an order from their local Walmart store and have it delivered via one of Cruise’s autonomous, electric Chevy Bolt cars. While the vehicles will operate autonomously, a human safety operator will always be behind the wheel.

The companies haven’t provided details on the size of the fleet or customer area that will be served, beyond stating it will be in Scottsdale, a suburb of Phoenix. The pilot program is expected to begin early next year.

“Technology that has the potential to not only save customers time and money but also be helpful to the planet is technology we want to learn more about, Tom Ward, Walmart’s senior vice president of customer product in the U.S. wrote in a blog post Tuesday. Ward said this pilot supports the retailer’s “road to zero emissions by 2040.”

Image Credits: Walmart

The program announced Tuesday is the latest example of Walmart exploring ways to expand pickup and delivery services. Walmart launched in April a program called Express, which provides orders in two hours or less for an additional $10 on top of the usual delivery fee. Express was initially piloted at 100 stores and is now scaled to more than 2,800 locations.

Walmart has also partnered with a handful of autonomous vehicle developers to test out how the technology might eventually be used at a commercial scale. The retailer signed a deal in 2019 with startup Udelv to test the use of autonomous vans to deliver online grocery orders to customers in Surprise, Arizona. Autonomous delivery startup Nuro launched a pilot program with Walmart in the Houston in 2020. The retail giant participated in a pilot with Postmates and Ford in the Miami-Dade and last year the retailer tapped AV startup Gatik to deliver customer online grocery orders from Walmart’s main warehouse to its neighborhood stores in Bentonville, Arkansas.

While Cruise is best known for its plan to launch driverless robotaxi service in San Francisco, the company has also dabbled in delivery. Cruise and Doordash completed in 2019 a delivery pilot in San Francisco. At the time, CEO Dan Ammann said partnering with DoorDash would provide the company with “critical learnings as we further our mission to deliver technology that makes people’s lives better and more convenient.”

And it appears it did. When the COVID-19 pandemic swept into North America, prompting government lockdowns, Cruise initially paused its testing in San Francisco. The company then started delivering prepared meals for two food bank. Cruise has now made nearly 125,000 deliveries.

10 Nov 2020

JumpCloud raises $75M Series E as cloud directory service thrives during pandemic

JumpCloud, the cloud directory service that debuted at TechCrunch Disrupt Battlefield in 2013, announced a $75 million Series E today. The round was led by BlackRock with participation from existing investor General Atlantic.

The company wasn’t willing to discuss the current valuation, but has now raised over $166 million, according to Crunchbase data.

Changes in the way that IT works have been evolving since the company launched. Back then, most companies used Microsoft Active Directory in a Windows-centric environment. Since then, things have gotten more heterogeneous with multiple operating systems, web applications, the cloud and mobile and that has required a different way of thinking about directory structures.

JumpCloud co-founder and CEO Rajat Bhargava says that the pandemic has only accelerated the need for his company’s kind of service as more companies move to the cloud. “Obviously now with COVID, all these changes made it much more difficult for IT to connect their users to all the resources that they needed, and to us that’s one of the most critical tasks that an IT organization has is making their team productive,” he said.

He said their idea was to build an “independent cloud directory platform that would connect people to really whatever it is they need and do that in a secure way while giving IT complete control over that access.”

The product which includes a free tier for 10 users on 10 systems for an unlimited amount of time, has 100,000 users. Of those, Bhargava says that about 3000 are paying.

The company has 300 employees with plans to add 200-250 in the next year with a goal of adding 500 in the next couple of years. As he does that, Bhargava, who is South Asian, sees diversity and inclusion as an important component of the hiring process. In fact, the company tries to make sure it always has diverse candidates in the hiring pool.

“Some of the things that we’ve tried to do is make sure that every role has some diversity candidates involved in the hiring process. That’s something that our recruiting team is working on and making sure that we’re having that conversation with every single hire,” he said. He acknowledges that it’s a work in progress, and a problem across the entire tech industry that he and his company continue to try and address.

Since the pandemic, the company, which is based in Colorado, has made the decision to be remote first and they will be hiring from across the country and across the world as they make these new hires, which could help contribute to a more diverse workforce over time.

With a $75 million investment, and having reached Series E, it’s fair to ask if the company is thinking ahead to an IPO, but Bhargava didn’t want to discuss that. “We just raised this $75 million round. There’s so much work to be done, so we’re just looking forward to that right now,” he said.

10 Nov 2020

Uber will now let users book rides 30 days in advance and pick a favorite driver

Uber is rolling out a new feature this week that will let users reserve rides up to 30 days in advance and pick their favorite driver for the trip as the ride-hailing company seeks out new ways to attract customers during the COVID-19 pandemic.

The new option called Uber Reserve, which will begin to show up on the app in the next week, is designed for users who want to book a ride at least two hours in advance. Uber said it will keep its current “schedule a ride” option for those trips that fall under that two hours in advance timeline.

“While saving you time lays at the heart of our service, we wanted to take this idea to the next level by building mobility features that more flexibly fit around your life,” Holley Beasley, operations lead at Uber.

uber reserve Rider - Reserve

Image Credits: Uber

Riders who use the Reserve feature will be shown their fare upfront and be matched to a driver ahead of the trip. The company has also folded in a “favorite driver” option. Riders can now add favorite drivers to their app. Once they select the Reserve features, riders will have the option to select one of their “favorite drivers.” These favorite drivers will be offered to them first. Uber stressed that drivers aren’t penalized for opting not to take the ride.

The ride-hailing company baked in two other perks, an additional 15-minute grace period if the rider is running late and an on-time guarantee that will give users $50 in Uber Cash if their driver is even a minute late to the ride they have scheduled. That Uber Cash will come directly from Uber, not the driver’s earnings, the company told TechCrunch.

The feature was in development before COVID-19, according to Geoff Tam-Scott, a product manager at Uber. However, the company noticed that its existing scheduling feature was being used more frequently as COVID-19 took hold. By late spring, “we were all hands on deck to try to accelerate the development of this feature,” Tam-Scott added.

Uber Reserve will launch initially in 20 U.S. cities and will start with premium Uber Black and Black SUV rides. The company said it will make the feature available to other ride options such as Uber X, “comfort” and XL by the end of the year. The initial launch cities include Atlanta, Austin, Charlotte, Charleston, Chicago, Dallas, Denver, D.C., Fort-Myers / Naples, Houston, Las Vegas, Miami, Milwaukee, Nashville, New Jersey, New York City, New Orleans, Orlando, Philadelphia, Phoenix, and Seattle.

10 Nov 2020

Tailscale raises $12 million for its WireGuard-based corporate VPN

Tailscale has raised a $12 million funding round. Accel is leading the round with Heavybit and Uncork Capital also participating. The company is building a better corporate VPN by leveraging a modern protocol and focusing on ease of implementation.

A VPN, or a virtual private network, is an encrypted tunnel between two devices. Many companies rely on a VPN for remote employees, multi-office setups and internal services that are supposed to be visible to employees exclusively. For instance, if you’re working remotely, chances are you can connect to your company’s intranet and internal services by connecting to a VPN server from your corporate laptop.

Over the past few years, there have been multiple trends when it comes to accessing your company’s internal network. Some companies rely on sophisticated access policies. Google has been going down this path with its BeyondCorp zero trust system.

Other companies still rely on corporate VPNs and firewalls as they are easy to implement. They often use the IPsec protocol with a VPN gateway that handles the connection to the internal network.

If you’ve been working remotely lately, you may have noticed that this traditional VPN setup doesn’t scale well. The gateway is a bottleneck and you can experience long loading times when there are a lot of people connected at the same time.

Going back to Tailscale, the startup is trying to modernize the corporate VPN. It starts with a different VPN protocol. Tailscale chose WireGuard, a lightweight VPN protocol that relies on a combination of public and private keys to establish an encrypted tunnel between two clients.

But Wireguard itself is just a protocol. It doesn’t tell you how you’re supposed to handle public keys, add new devices to your network, etc. Tailscale acts as the glue that brings all the separate pieces together.

"Architecturally, I would describe Tailscale as the Control Plane and WireGuard is the data plane,” co-founder and CEO Avery Pennarun told me.

Image Credits: Tailscale

Let’s take an example. Your company has an internal Git server and an internal documentation wiki. You have a corporate laptop and you want to access those two services. You can install the Tailscale client on three different machines — your laptop, the Git server and the wiki server.

When you want to connect to the internal services, Tailscale asks you to log in using your company’s identity provider, such as G Suite, Okta, Active Directory, etc.

All Tailscale clients check a coordination server to see if the connection is authorized. “It’s a drop box for public keys,” Pennarun said. When somebody leaves the company, the public key is removed from the coordination server and Tailscale no longer works. Keys are rotated regularly for improved security.

A connection is then established between your laptop and the Git server or your laptop and the wiki server. There’s no bottleneck due to the VPN gateway as the Git server and the wiki server act as their own VPN gateways. There’s no need to expose your documentation wiki to the internet as employees first use Tailscale to access the server.

You don’t have to open the SSH port on the server as Tailscale can find a way to establish a connection through firewalls.

The company is still quite small but pretty efficient. With around 20 employees, Tailscale is generating tens of thousands of client installs per month.

You can get started for free with a single user and multiple devices. Some users have tried it with a Raspberry Pi at home so that they can connect to their local network when they’re on the move. They bring it to work later.

By keeping customer acquisition costs very low, Tailscale has managed to raise $12 million. Twingate is another company trying to solve the same issue, but it has made different technical choices — they rely on TLS tunnels and relays.

10 Nov 2020

Nigeria’s Kuda raises $10M to be the mobile-first challenger bank for Africa

The African continent is currently one of the fastest-growing regions when it comes to mobile growth, and financial technology companies that are building services to meet that rapidly-expanding market are getting a lot of attention.

In the latest development, Kuda, a startup out of Nigeria that operates a popular mobile-first challenger bank for consumers and (soon) small businesses, is announcing that it has raised $10 million — the biggest seed round ever to be raised in Africa. The funding comes on the back of strong demand for its services and its ambitions — according CEO Babs Ogundeyi — to become the go-to bank not just for those living on the continent, but for the African diaspora.

“We want to bank every African on the planet, wherever you are in the world,” he said in an interview. It’s starting first in its home market: since launching in September 2019, it has picked up around 300,000 customers — first consumers and now also small businesses — and on average processes over $500 million of transactions each month.

The $10 million is being led by Target Global, the giant VC out of Europe, with Entrée Capital and SBI Investment (once part of SoftBank, now no longer) also participating, along with a number of other notable individual fintech founders and angels.

The list includes Raffael Johnen (founder of Auxmoney), Johan Lorenzen (founder of Holvi), Brandon Krieg/Ed Robinson (founders of Stash), and Oliver and Lish Jung (angel investors in Nubank, Revolut, and Chime).

Prior to this Kuda — which is co-founded by Ogundeyi and CTO Musty Mustapha — had raised $1.6 million in a pre-seed round to launch a beta of its service, and Ogundeyi said he’s already working on a much bigger Series A. No valuation is currently being disclosed.

In a year where many have been watching the world economy with some trepidation on the back of a raging health pandemic hitting multiple geographies, fintech in Africa has been in the spotlight of late.

Most recently, Paystack — a payments startup out of Nigeria — got acquired by Stripe for over $200 million, making it not only Stripe’s biggest acquisition, but the largest exit-by-acquisition to-date for any Nigerian startup. That news followed closely on the heels of Interswitch, another payments startup, hitting a $1 billion valuation on the back of an investment from Visa.

But in truth, startups focused around the business of financial transactions — which also includes the adjacent industry of e-commerce (See: Jumia, the first venture-backed startup out of the region to go public) have been some of the most eagerly-watched, and their services mostly widely-adopted, of all tech plays in the region.

The reason is logical. As a contintent, Africa is one of the most populous, yet one of the more underdeveloped economically, continents in the world. And in our modern times, digital inclusion has become synonymous with financial inclusion. So, as the population begins to adopt mobile technology in earnest, those users represent a big opportunity: there is pent-up demand, and competition is relatively sparse.

That has meant a number of efforts, leveraging the growth in mobile phone usage to provide services to people to make transactions beyond those that they would otherwise only do in person, using cash. These have included innovative services like Mpesa, which uses a person’s phone (which can be a basic feature phone) as a proxy for a bank account, allowing people to pay in and pay out using their phone numbers and prepay accounts.

Nigeria — currently the biggest single economy in Africa — has also been at the center of a lot of fintech activity, and Kuda has been taking that opportunity by the horns.

In its case, that has started with building Kuda’s footprint from the ground up.

The rise of the challenger bank has been one of the more interesting developments in the world of consumer fintech, with companies like N26, Monzo, Starling, Chime, NuBank and Revolut finding a lot of traction with younger users.

But unlike many of these, Kuda does not partner with other banks to manage and back deposits with the challenger bank to in turn focus on customer service, and building user-friendly experiences and value-added services around money management. Instead, Kuda has obtained a microfinance banking license from the central bank of Nigeria.

This means that it manages payments, transfers, issues debit cards (in partnership with Visa and Mastercard). It also, he said, has partnerships with the incumbent banks Zenith Bank, Guaranteed Trust and Access Bank for people to come in for physical deposits and withdrawals when needed.

“We have built the core banking services in-house so we own the full stack,” he said. “It means we don’t have to piggy back on another financial institution. We may choose to partner on certain products but we don’t have to.” He added that the plan will be to get full licenses “in what we consider key regions” but possibly partner in others where the existing infrastructure makes it more logical to do so.

“The reason for the full license is because of monetization,” he added. “As a bank you need to be able to lend, and in Nigeria if you don’t have a full license it’s hard to lend and make money.”

Having an account is free, and so Kuda makes money through other services. Among them, users can top up their phones directly from the Kuda app (most accounts are prepaid), so Kuda acts as a kind of broker in that transaction and makes a percentage from it.

Users can also pay bill through the app, where Kuda also makes a percentage. And, like other banks, Kuda manages its float and invests it in treasury bills, mutual funds and soon other credit products. There are also fees collected from debit transactions but these are not the real focus, he said.

Kuda’s mobile-first interface is not unlike a lot of the new wave of banking services built around apps, including an aim to be more than just a “dumb box” for storing money.

In its case, Kuda uses machine learning to personalize every customer, Ogundeyi said, generating suggested budgets and savings plans for its users. “The plan for our credit service is that we will base how much we issue and at what terms based on your existing spending habits,” he said.

That focus on spending dovetails with the kind of customers that Kuda is targeting. Some 70% of Nigerians are under the age of 30, and they are “smart and entrepreneurial” said Ogundeyi.

Although a pared-down version of Kuda is available for feature devices — it lacks the AI-based money management features, for one thing — the startup is mainly targeting the segment of the population that is buying and using smartphones, have the kind of incomes and lifestyles that mean they are actively depositing and spending money, and — in an increasing number of cases — also running their own businesses. That overlap means that “targeting small business owners doesn’t deviate from our original business model of younger consumers too much,” he said.

While some users are already running some of their small business banking through Kuda, a more formal small business product, with more features tailored for those users, will be launched by Q1 2021, he said.

Nigerian potential, African promise

Ogundeyi said that despite the uncertainty many are feeling around the pandemic, the relative success of Kuda and the optimism around the future of challenger banks, helped the company close this seed round (and raise other money soon) relatively easily.

“The emergence of digital challenger banks, providing customers with a free, digital and significantly better banking experience compared to services offered by traditional banks, has seen huge success across the globe,” said Dr. Ricardo Schäfer, Partner at Target Global, in a statement. “Kuda is one of Africa’s leading digital challenger banks and one of the fastest growing fintechs on the continent. We are very excited to be working with Babs, Musty and the entire Kuda team to further build on the fantastic momentum they have had since inception and support them in taking the company to the next level.” He is joining Kuda’s board with this round.

“Kuda’s relentless drive and ability to execute quickly has allowed it to carve out a highly disruptive business model in the finance and banking industry,” added Avi Eyal, partner at Entrée Capital.

Funding for any startup from the continent is rare enough that stories around it must also be viewed in the context of the bigger challenges in general that African startups have with raising money in a global market, which seems to generally be heavily biased towards developed economies (and startups in specific regions like Silicon Valley) and more known-quantity founders (which often tends to skew to while males).

“Ultimately I think there is work to be done on both sides,” he said of investors, founders and the situation of building stronger African ecosystems. “On the side of investors, more of them need to appreciate the value of the continent. And from the entrepreneurial side, there is work to be done in understanding how investors invest to get them over the line.”

He thinks that having more investors from the continent itself could help.

“Unfortunately we don’t have many African investors. My belief is that people with money typically will give money to people they understand and connect with. It’s not a surprise that if you have gone through a certain establishment (work or school) it’s easier to get funding from someone who was in that organization,” he said. “My first investment came from a friend who was at school with me.”

Indeed, Ogundeyi knows something about the workings of capital from his own first-hand experience. He was actually born England to Nigerian parents, who eventually moved back to Nigeria but kept him in the UK going to British boarding schools and eventually university. Ogundeyi still splits his time between Lagos and London (which is where he was when we spoke last week). He says that he considers himself Nigerian first.

“Nigeria has the potential to be a great national economy if it’s well harnessed,” he said. “Tech is contributing significantly to that. That is why there is a lot of interest and why we are excited to be there.”

10 Nov 2020

Live from Apple’s 2020 Mac event featuring the first ever Apple Silicon Macs

Apple’s had a packed fall, and today is the day of its third big product reveal event this season. This one is going to be squarely focused on the first Macs with Apple Silicon, the company’s first in-house processors designed for its macOS computers. Apple announced its transition away from Intel chips and to its own processors at its developer conference in June, but this is the first official look we’ll get at shipping Macs that are actually powered by the new chips.

We’ve heard via early reports that at least two new 13-inch MacBooks, including a Pro and an Air variant, should break cover at this event, and it’s possible that a 16-inch MacBook Pro might be introduced too, though that’s less likely. macOS 11 Big Sur will probably also finally get an official public release date, and that’ll be available for ARM and non-ARM Macs alike. There’s also a lot up in the air about potential accessories, including Apple’s long-rumored AirTags locator devices and potentially updated headphones.

We’ll have everything that Apple does announce below live as it happens, starting when the virtual event kicks off at 10 AM PT (1 PM ET).

10 Nov 2020

Qualcomm Ventures invests in four 5G startups

Qualcomm Ventures, Qualcomm’s investment arm, today announced four new strategic investments in 5G-related startups. These companies are private mobile network specialist Celona, mobile network automation platform Cellwize, the edge computing platform Azion and Pensando, another edge computing platform that combines its software stack with custom hardware.

The overall goal here is obviously to help jumpstart 5G use cases in the enterprise and — by extension — for consumers by investing in a wide range of companies that can build the necessary infrastructure to enable these.

“We invest globally in the wireless mobile ecosystem, with a goal of expanding our base of customers and partners — and one of the areas we’re particularly excited about is the area of 5G,” Quinn Li, a Senior VP at Qualcomm and the global head of Qualcomm Ventures, told me. “Within 5G, there are three buckets of areas we look to invest in: one is in use cases, second is in network transformation, third is applying 5G technology in enterprises.”

So far, Qualcomm Ventures has invested over $170 million in the 5G ecosystem, including this new batch. The firm did not disclose how much it invested in these four new startups, though.

Overall, this new set of companies touches upon the core areas Qualcomm Ventures is looking at, Li explained. Celona, for example, aims to make it as easy for enterprises to deploy private cellular infrastructure as it is to deploy Wi-Fi today.

“They built this platform with a cloud-based controller that leverages the available spectrum — CBRS — to be able to take the cellular technology, whether it’s LTE or 5G, into enterprises,” Li explained. “And then these enterprise use cases could be in manufacturing settings could be in schools, could be to be in hospitals, or it could be on campus for universities.”

Cellwize, meanwhile, helps automate wireless networks to make them more flexible and manageable, in part by using machine learning to tune the network based on the data it collects. One of the main investment theses for this fund, Li told me, is that wireless technology will become increasingly software-defined and Cellwize fits right into this trend. The potential customer here isn’t necessarily an individual enterprise, though, but wireless and mobile operators.

Edge computing, where Azion and Pensando play, is obviously also a hot category right now and when where 5G has some obvious advantages, so it’s maybe no surprise that Qualcomm Ventures is putting a bit of a focus on these today with its investments in Azion and Pensando.

“As we move forward, [you will] see a lot of the compute moving from the cloud into the edge of the network, which allows for processing happening at the edge of the network, which allows for low latency applications to run much faster and much more efficiently,” Li said.

In total, Qualcomm Ventures has deployed $1.5 billion and made 360 investments since its launch in 2000. Some of the more successful companies the firm has invested in include unicorns like Zoom, Cloudflare, Xiaomi, Cruise Automation and Fitbit.

10 Nov 2020

Europe lays out antitrust case against Amazon’s use of big data

The European Commission has laid out a first set of antitrust charges against Amazon focused on its dual role as a platform for other sellers but also a retailer itself on its own platform — and its cumulative use of third party merchant data to underpin Amazon’s own retail decisions.

Competition chief Margrethe Vestager said its preliminary conclusion is the ecommerce giant has abused its market position in France and Germany, its biggest markets in the EU, via its use of big data to “illegally distort” competition into online retail markets.

“We do not take issue with the success of Amazon. Or its size. Our concern is very specific business conduct which appears to distort genuine competition,” she said at a press conference announcing the formal charges.

The action stems from a 2015 sectoral ecommerce enquiry carried out by the bloc’s competition division. The Commission subsequently announced a formal investigation of Amazon’s use of data from sellers on its platform in July last year, though it had begun looking into concerns about whether third party sellers were being placed at a data-disadvantage by the ecommerce giant as far back as 2018.

As part of the investigation, EU regulators obtained a massive data set from Amazon — covering over 80M transactions and more than 100M product listings on its European marketplaces — to analyse how its business uses merchant data.

“Amazon is data driven. It’s a highly automated company — where business decisions are based on algorithmic tools,” said Vestager. “Our investigation shows that very granular, real-time business data relating to third party sellers’ listings and transactions on the Amazon platform systematically feed into the algorithm of Amazon’s retail business. It is based on these algorithms that Amazon decides what new products to launch, the price of each individual offer, the management of inventories, and the choice of the best supplier for a product.”

The competition chief said its preliminary concern is thus that third party sellers are unable to compete on the merits as a result of the big data advantage Amazon gleans from its access to third party sellers’ data.

“Amazon has, for example, access to data on the number of ordered and shipped units of sellers’ products, revenues on the marketplace, the number of visits to sellers’ offers, information relating to shipping — including the past performance of the seller, the consumers’ claims on the sellers’ products including the activated guarantees. And Amazon gets this data from every seller, every listed product, every purchase on its platform,” she said. “Our concern is not about Amazon retail — about the insights that Amazon retail has into the sensitive business data of one particular seller. Rather they are about the insights that Amazon retail has about the accumulated business data of more than 800,000 active sellers in the European Union covering more than 1BN products.

“In other words this is a case about big data.”

Vestager said the investigation has shown Amazon is able to aggregate and combine individual seller data in real time and to draw what she described as “precise and targeted” conclusions from it.

That capability gives is a huge advantage over individual sellers on its platform who do not have access to the same level of big data to help their business decisions, is the contention.

“Many retailers will have to invest heavily to identify products of interest and bring them to the consumers — taking risks when they invest in new products or when choosing a specific price level. Our concern is that Amazon can avoid some of those risks by using the data that it has access to,” added Vestager.

Reached for comment on the charges, an Amazon spokesperson sent this statement:

We disagree with the preliminary assertions of the European Commission and will continue to make every effort to ensure it has an accurate understanding of the facts. Amazon represents less than 1% of the global retail market, and there are larger retailers in every country in which we operate. No company cares more about small businesses or has done more to support them over the past two decades than Amazon. There are more than 150,000 European businesses selling through our stores that generate tens of billions of Euros in revenues annually and have created hundreds of thousands of jobs.

Amazon will now have a chance to respond to the charges, after which the Commission will assess the evidence and take a decision on whether it believes there has been an infringement of EU competition law. If it believes there has it has the power to order an end to infringing conduct and impose a fine of up to 10% of a company’s annual worldwide turnover.

In the two markets EU regulators found Amazon to be dominant, with more than 70% of consumers in France and more than 80% in Germany who made online purchases bought something from Amazon in the last 12 months.

Vestager specified the Commission is defining the market as “platforms providing marketplace services” rather than more general retail.

Also today, the commissioner announced a second competition investigation into Amazon — this one focused on the Buy Box and Prime loyalty program. Vestager said regulators decided to split the Amazon cases so an ongoing investigation into the Buy Box and Prime doesn’t slow down progress on the big data probe.

Detailing the concerns around Buy Box and Prime she said: “Looking into Amazon’s data use revealed that Amazon may have set certain rules on its platform that artificially favors both its own retail offers as well as the offers of sellers that use Amazon’s logistics and delivery services. For this reason we have decided to open a second investigation into these business practices.”

While European regulators move forward with antitrust action related to Amazon’s marketplace practices, the ecommerce giant is also in the antitrust crosshairs of US lawmakers.

Last month it was one of a number of tech giants called out in an antitrust report by the U.S. House Judiciary Committee. The report argues Amazon wields monopoly power over SMEs via its dominance of online retail — which in turn enables it to “self-preference and disadvantage competitors in ways that undermine free and fair competition”.

Amazon’s response to the US committee’s scrutiny was a fierce rebuttal — saying it accounts for only a tiny fraction of global retail and isn’t even the largest US retailer by revenues. It also claimed its interests align with the third party sellers on its platform, denying there’s any conflict of interests.

This story is developing — refresh for updates…

10 Nov 2020

Hopin raises $125M for its online events platform on the back of surging growth

This morning Hopin, a startup that provides online events software, announced that it has closed a $125 million Series B round of capital. The new funds come mere months after Hopin raised a $40 million Series A this summer.

According to Hopin CEO Johnny Boufarhat, the new capital was raised at a $2.125 billion valuation, making Hopin a double unicorn. IVP, a prior investor, and new investor Tiger Global led the round. A host of other investors took part in the round, including Northzone, Salesforce Ventures, Seedcamp, Accel, DFJ Growth, and Coatue.

That the startup raised more capital is not a surprise, this being the third round in 2020 that Hopin has announced. Its virtual events technology caught a tailwind when COVID-19 cancelled travel and in-person events all around the world. Suddenly, Hopin’s vision of hosting events online was the only way to hold confabs. (TechCrunch is a Hopin customer, which had no bearing on our choosing to cover this funding event but felt worth mentioning.)

Its growth surged as 2020 progressed, something TechCrunch reported when Hopin raised its Series A.

When the startup announced its preceding funding round, Hopin said that the number “monthly attendees of events” on its platform had expanded from 16,000 in March to 175,000 in June. Now, according to the company, it has more than 3.5 million users and over 50,000 groups hosting events use its software.

Hopin has big plans. After growing its annual recurring revenue (ARR) from $0 to $20 million in nine months, the startup intends to continue hiring rapidly to double-down on investing in its product. Boufarhat told TechCrunch that more than half of its hires will be technical talent, and that his company is currently about 50% developers.

Hopin’s revenue and valuation growth put it in the topmost tiers of startup performance. It’s a company to watch. And Hopin wants to keep scalin: After growing from a single person to 215 in a year or so, the startup expects to reach 800 staffers in 2021.

Boufarhat also said that Hopin is profitable today — the company was nearly profitable when it raised its February round worth $6.5 million — an impressive feat for a startup growing as quickly as it is.

But what about the future, what happens when a COVID-19 vaccine goes from being good news to being an in-market reality? Boufarhat told TechCrunch that Hopin’s original vision was hybrid events, allowing IRL events to merge with online experiences, we reckon. So, when the world gets a vaccine, Hopin doesn’t see the event as an existential risk to its platform.

Not every event translates online well, Boufarhat explained. The more intimate and personal an event, or “experiential” as the CEO said, the better it probably is as in-person affair. But it’s likely the world of corporate events that are driving Hopin’s growth, and those customers may invest in a hybrid events future when 2021 shakes out. We’ll see.

Looking to the future, Boufarhat wants Hopin to become a platform where other technologies can intersect with the startup. This may be how Hopin works with third-party VR technology, he said. And, the company is adding capabilities around its original events platform like a new “Hopin Events” website that will allow regular folks to sort events by speaker, topic, and other parameters. Perhaps Hopin Events will help drive interest into events that the startup hosts, making its service more attractive over competing companies’ own.

Hopin is somewhat expensively priced for its current ARR. But if it can keep up its rapid growth, the startup may quickly grow into its valuation. Especially if it can keep close to profitability as it scales. Let’s see how far Hopin can get in another quarter or two, and if we can get another ARR number out of the company in early 2021.