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Corporate gift services have come into their own during the COVID-19 pandemic by standing in as a proxy for other kinds of relationship-building activities — office meetings, lunches and hosting at events — that have traditionally been part and parcel of how people do business, but were no longer feasible during lockdowns, social distancing and offices closing their doors.
Now, Sendoso — a popular “end-to-end” gifting platform offering access to 30,000 products, including corporate swag, regular physical gifts, gift cards and more; and then providing services like logistics, packing and sending to get those gifts to the recipients — is announcing $100 million of funding to capitalize on this shift, led by a big new investor.
New backer SoftBank, via its Vision Fund 2, is leading this latest Series C round of funding. Oak HC/FT, Struck Capital, Stage 2 Capital, Craft Ventures, Signia Venture Partners and Felicis Ventures — all previous investors — are also participating.
The company has been on a strong growth trajectory for years now, but it specifically saw a surge of activity as the pandemic kicked off. It now has more than 20,000 businesses signed up and using its services, particularly for sales and marketing outreach, but also to help shore up morale among employees.
“Everyone was stuck at home by themselves, saturated with emails,” said Kris Rudeegraap, the CEO of Sendoso, in an interview. “Having a personal connection to sales prospects, employees and others just meant more.” It has now racked up some 3 million gifts sent since launching in 2016.
Sendoso is not disclosing its valuation, but Rudeegraap hinted that it was four times higher than the startup’s Series B valuation from 2020. PitchBook estimates that to be $160 million, which would make the current valuation $640 million. The company has now raised more than $150 million.
Rudeegraap said Sendoso will be using the funds in part to invest in a couple of areas. First, to hire more talent: It has 500 employees now and plans to grow that by 30% by the end of this year. And second, international expansion: It is setting up a European HQ in Dublin, Ireland to complement its main office in San Francisco.
Comcast, Kimpton Hotels, Thomson Reuters, Nasdaq and eBay are among its current customers — so this is in part to serve those customers’ global user bases, as well as to sign up new gifters. He estimated that the bigger market for corporate gifting is about $100 billion annually, so there is a lot to play for here.
The company was co-founded by Rudeegraap and Braydan Young (who is its chief alliances officer) on the back of a specific need Rudeegraap identified while working as a sales executive. Gifting is a very standard practice in the world of sales and marketing, but he was finding a lot of traction with potential and current customers by taking a personalized approach to this act.
“I was manually packing boxes, grabbing swag, coming up with handwritten notes,” he recalled. “It was inefficient, but it worked so well. So I dreamed up an idea: why not be able to click a button in Salesforce to do this automatically? Sometimes the best company is one that solves a pain point of your own.”
And this is essentially what Sendoso does. The startup’s platform integrates with a company’s existing marketing, sales and management software — Salesforce, HubSpot, SalesLoft among them — and then lets users use this to organize and order gifts through these channels, for example as part of larger sales, marketing or HR strategies. The gifts are wide-ranging, covering corporate swag, other physical presents, gift cards and more, and there are also integrations you can include to share gifting across teams of salespeople, to analyze the campaigns and more.
The Sendoso platform itself, meanwhile, positions itself as having the “marketplace selection and logistics precision of Amazon.com.” But Sendoso also believes it’s better than someone simply using Amazon.com itself since it ultimately takes a more personalized approach in how it presents the gift.
“There are a lot of things we do uniquely in terms of what we have built throughout our software, gifting options and logistics centre. We really personalize our gifts at scale with handwritten notes, special boxing, and more,” something that Amazon cannot do, he added. “We have built a lot of unique technology and logistics software that would make it hard for Amazon to compete.” He said that one of Sendoso’s integrations is actually with Amazon, so Sendoso users can order through there, but then the gift is first routed to Sendoso to be repackaged in a nicer way before being sent out.
At its heart, the startup has built a way of knitting together disparate work practices — some codified in software, and some based on human interactions and significantly more infused with randomness, emotion and ad hoc approaches — and built it all into a technology platform. The ability to scale what feels like an otherwise bespoke level of service is what has helped Sendoso gain traction not just with users, but investors, too.
“We believe Sendoso offers the most comprehensive end-to-end gifting platform in the market,” said Priya Saiprasad, a partner at SoftBank Investment Advisers. “Their platform includes a global marketplace of curated vendors, seamless integration with existing tools, global logistics, and deep analytics. As a result, Sendoso serves as the backbone to enterprises’ engagement programs with prospective customers, existing customers, employees and other key stakeholders. We’re excited to lead this Series C round to help Sendoso accelerate its vision.”
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As the COVID-19 pandemic continues to force teachers, students and parents to adopt new technologies, edtech’s total addressable market has massively grown in the last several months. The shift has urged venture capitalists to pour money into the sector accordingly, ushering a number of startups into the unicorn club.
But maturation doesn’t just mean bigger checks and high-flying unicorns — it also brings exits.
Edtech M&A activity is buzzier than usual: In the last week, Course Hero, a startup that sells Netflix-like subscriptions to students looking for learning and teaching content, bought Symbolab, an artificial intelligence-powered calculator. Saga Education, a tutoring nonprofit backed by Comcast, the Bill & Melinda Gates Foundation and others, acquired math software platform Woot Math. We also saw PowerSchool, which sells a suite of software services to manage schools, scoop up Hoonuit, a data management and analytics tool for educators. Finally, K-12 curriculum company Discovery Education bought K-5 science and stem curriculum upstart Mystery Science.
It’s a lot of news in a short period of time. Luckily, these consolidations offer some directional guidance regarding where some edtech businesses think the future of their industry is headed.
Content, to an extent, is commoditized. If you can find a free tutorial on Youtube or Khan Academy, buy a subscription to an edtech platform that offers the same solution? The commodification of education is good for end-users and is often why startups have a freemium model as a customer acquisition strategy. To convert free users into paying subscribers, edtech startups need to offer differentiated and targeted content.
The Course Hero and Mystery Science deals show us that edtech businesses are hungry for personalized, targeted content. Course Hero’s acquisition of Symbolab was essentially a deal for more than a decade’s worth of data that captured which math questions students found hardest.
Symbolab is a math calculator that is set to answer over 1 billion questions this year. With each answer, Symbolab adds information to its algorithm regarding students’ most common pain points and confusion. Course Hero, in contrast, is a broader service that focuses on Q&A from a variety of subjects. CEO Andrew Grauer says Symbolab’s algorithm isn’t something that Course Hero, which has been operating since 2006, can drum up overnight. That’s precisely why he “decided to buy, instead of build.”
“It made a lot of sense to move fast enough so it wouldn’t take up multiple years to get this technology,” Grauer said. The deal was made as big companies get in the Q&A game too, he noted. Google acquired homework helper app Socratic in 2019 and Microsoft built Microsoft Solver in the same year.
Discovery Education, a curriculum provider for K-12 classrooms, acquired San Francisco-based K-5 STEM curriculum provider, Mystery Science. Discovery Education has launched a series of other products focused on science education, including Discovery Education Experience, the Science Techbook series and STEM Connect. However, Mystery Science is largely focused on offering a creative digital solution to science education. The programming, a mix of videos, prompts and projects, cover a range of questions such as, “Where do rivers flow?” and “Could a volcano pop up where you live?” for young students.
Mystery Science CEO and founder Keith Schact explained how his product focuses on kids and educators, while Discovery Education focuses on educators and districts, making the deal feel like a “natural marriage.” Even as edtech goes directly to consumers, Schact remains bullish on the role that institutions play in true adoption of technology.
“You can go straight to teachers and get a certain market share,” he said. “But the institutions still do have a big role.” The founder likened the dynamic to the state of media: With the rise of blogs, you can publish directly and reach an engaged audience, but writers who want a bigger positioning tend to join larger platforms to grow their overall reach. Edtech is the same, in that some startups need an official sign-off from schools before they can reach venture-scale returns.
According to a source familiar with the transaction, Mystery Science was sold for $175 million after only raising $4 million in venture financing.
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Pure Storage, the public enterprise data storage company, today announced that it has acquired Portworx, a well-funded startup that provides a cloud-native storage and data-management platform based on Kubernetes, for $370 million in cash. This marks Pure Storage’s largest acquisition to date and shows how important this market for multicloud data services has become.
Current Portworx enterprise customers include the likes of Carrefour, Comcast, GE Digital, Kroger, Lufthansa, and T-Mobile. At the core of the service is its ability to help users migrate their data and create backups. It creates a storage layer that allows developers to then access that data, no matter where it resides.
Pure Storage will use Portworx’s technology to expand its hybrid and multicloud services and provide Kubernetes -based data services across clouds.
“I’m tremendously proud of what we’ve built at Portworx: An unparalleled data services platform for customers running mission-critical applications in hybrid and multicloud environments,” said Portworx CEO Murli Thirumale. “The traction and growth we see in our business daily shows that containers and Kubernetes are fundamental to the next-generation application architecture and thus competitiveness. We are excited for the accelerated growth and customer impact we will be able to achieve as a part of Pure.”
When the company raised its Series C round last year, Thirumale told me that Portworx had expanded its customer base by over 100% and its bookings increased by 376 from 2018 to 2019.
“As forward-thinking enterprises adopt cloud-native strategies to advance their business, we are thrilled to have the Portworx team and their groundbreaking technology joining us at Pure to expand our success in delivering multicloud data services for Kubernetes,” said Charles Giancarlo, chairman and CEO of Pure Storage. “This acquisition marks a significant milestone in expanding our Modern Data Experience to cover traditional and cloud native applications alike.”
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Maybe a network will be the thing that replaces the single streaming media star.
VENN, a new company launching with $17 million in funding from some of the biggest names in gaming, is hoping to harness the power of streaming media’s online celebrities and funnel them into a channel that can command the kind of advertising revenues of the networks of old.
The vision harkens back to the golden days of MTV, when shows like TRL ruled the media landscape and a New York-based network set the cultural agenda through the prism of pop music.
For the creators of VENN — who include Ariel Horn, a four-time Emmy-winning producer who brought the commercial storytelling from his network days working on Olympics broadcasts for NBC (a division of Comcast) to the esports phenomenons of Riot Games and Blizzard Entertainment; and Ben Kusin, a former global director of new media at Vivendi Games — MTV is the template for creating a cultural commodity from what’s becoming the lingua franca of a new generation of consumers.
Where music (and particularly music videos) was once the genre-spanning language for a generation, the two entrepreneurs see gaming culture as the touchstone for a new audience. And where fragmentation has created a confusing market for advertisers to reach that audience, the content funnel and single source that a network can provide offers an attractive alternative to reaching out to a single celebrity gamer, streamer or platform.
That’s the pitch behind VENN, which not only stands for Video Game Entertainment News Network, but also represents the Venn diagram, whose center resides at the intersection of gaming, music, fashion and entertainment broadly, according to the two co-founders.
VENN co-founders Ben Kusin and Ariel Horn
“You’re looking at a $150 billion per-year industry,” says Kusin. “We think streamers, casters, content creators, these are the new celebrities… what MTV TRL used to be back in the day, if that were to launch today, what would it look like? This culture would be seen through the lens of gaming.”
His co-founder, Horn, agrees. “We see gaming as the lens through which we want to create and contextualize Gen Z,” says Horn.
Horn knows the potential audience better than nearly anyone. In his last job, he presided over esports events that commanded viewership in the hundreds of millions. Both Kusin and Horn think the same-sized audience could exist for their network — if not larger, because the two producers and their channel aren’t beholden to a single title, franchise or publisher.
Nor are they subject or beholden to a single distribution platform.
“We’re a universal network,” says Kusin. “We will be distributed on Twitch, on YouTube and on Pluto, Hulu and Roku… Anywhere and everywhere that our customers are consuming content.”
The company is currently looking to recruit top-tier talent and bring their sponsor-based streams and formats into a traditional network environment, with higher production values and something approximating the types of talent contracts and deals that would be afforded to a network figure. These streamers, gamers and others would be able to supplement their existing sponsor-based income with their work on VENN, the two co-founders said.
The executives would not comment on what, specifically, the programming would include, but indicated that VENN was in discussions with a number of the top streamers in the gaming corners of services like YouTube and Twitch from which they’d pull programming. One genre that will likely make its way onto the network is an American Ninja Warrior-style competitive show for speedruns through different levels of games.
“There are already shows on Twitch,” says Horn. “It’s reported out there for you in real time. You’re getting all kinds of feedback.” What’s necessary, he says, is to elevate the production value and add other kinds of more traditional programming around it.
“There are two hundred million people consuming YouTube gaming content… There are esports teams [like] Liquid [and] G2 whose talent consider themselves entertainers,” says Kusin. “We’re giving the entire industry a home and a heartbeat.”
The appeal for brands is obvious. If there’s a single place to go to capture the audience that follows streaming celebrities like Ninja, Tfue or VanossGaming, that real estate is far more desirable than pursuing independent sponsorship deals with each individual streamer.
LOS ANGELES, CA – JUNE 12: Gamers ‘Ninja’ (L) and ‘Marshmello’ compete in the Epic Games Fortnite E3 Tournament at the Banc of California Stadium on June 12, 2018 in Los Angeles, California. (Photo by Christian Petersen/Getty Images)
“Brands trying to put their money into gaming is not that straightforward,” says Horn.”There isn’t really a network like this that exists right now… that exists for the industry at large.”
Other companies that have emerged to capture advertising dollars or create networks of entertainers in something akin to an agency model may beg to differ. These are companies like 3blackdot or Popdog, which represent a significant chunk of online gaming talent. Or more traditional sites that have significant followings like IGN, which bills itself as the No. 1 games media company.
Beyond the competition, VENN is still rolling the dice on whether the new generation of consumers wants to have a more produced, mediated entertainment network rather than continue to gravitate to the unmediated experience of watching live streams of their peers do the things that they’re doing themselves. YouTube is more than just a vehicle to mainstream stardom, these streamers are their own mainstream stars for millions of viewers who seem fine with the no-fi production values that YouTube almost demands.
Investors are betting that they are, because VENN has raised a $17 million treasure chest to spend on bringing its vision to the market. The money comes from some of the biggest names in gaming, led by the European investment firm BITKRAFT. Additional investors include: Marc Merrill, the co-founder of Riot Games; Mike and Amy Morhaime, the co-founder of Blizzard Entertainment and its former head of global esports; Kevin Lin, the co-founder of Twitch; and aXiomatic Gaming, an esports investment group with stakes in Epic Games, Team Liquid and Niantic.
“It’s about time we significantly raise the bar for video content in gaming and esports. We need to elevate the stars and stories in our community and provide a better and larger opportunity for brands to reach gamers,” said Jens Hilgers, founding partner of BITKRAFT in a statement.
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Two major U.S. carriers, AT&T and T-Mobile, announced this morning a plan to team up to protect their respective customer bases from the scourge of scam robocalls. The two companies will today begin to roll out new cross-network call authentication technology based on the STIR/SHAKEN standards — a sort of universal caller ID system designed to stop illegal caller ID spoofing.
Robocalls have become a national epidemic. In 2018, U.S. mobile users received nearly 48 million robocalls — or more than 150 calls per adult, the carriers noted.
A huge part of the problem is that these calls now often come in with a spoofed phone number, making it hard for consumers to screen out unwanted calls on their own. That’s led to a rise in robocall blocking and screening apps. Even technology companies have gotten involved, with Google introducing a new AI call screener in Android and Apple rolling out Siri-powered spam call detection with iOS 13.
To help fight the call spoofing problem, the industry put together a set of standards called STIR/SHAKEN (Secure Telephony Identity Revisited / Secure Handling of Asserted information using toKENs), which effectively signs calls as “legitimate” as they travel through the interconnected phone networks.
However, the industry has been slow to roll out the system, which prompted the FCC to finally step in.
In November 2018, FCC Chairman Ajit Pai wrote to U.S. mobile operators, asking them to outline their plans around the implementation of the STIR/SHAKEN standards. The regulator also said that it would step in to mandate the implementation if the carriers didn’t meet an end-of-2019 deadline to get their call authentication systems in place.
Today’s news from AT&T and T-Mobile explains how the two will work together to authenticate calls across their networks. By implementing STIR/SHAKEN, calls will have their Caller ID signed as legitimate by the originating carrier, then validated by other carriers before they reach the consumer. Spoofed calls would fail this authentication process, and not be marked as “verified.”
As more carriers participate in this sort of authentication, more calls can be authenticated.
However, this system alone won’t actually block the spam calls — it just gives the recipient more information. In addition, devices will have to support the technology, as well, in order to display the new “verification” information.
T-Mobile earlier this year was first to launch a caller verification system on the Samsung Galaxy Note9, and today it still only works with select Android handsets from Samsung and LG. AT&T meanwhile, announced in March it was working with Comcast to exchange authenticated calls between two separate networks — a milestone in terms of cooperation between two carriers. T-Mobile and Comcast announced their own agreement in April.
The news also follows a statement by Chairman Pai that says the FCC will sign off to approve a T-Mobile/Sprint merger, as has been expected.
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Qubole, the data platform founded by Apache Hive creator and former head of Facebook’s Data Infrastructure team Ashish Thusoo, today announced the launch of Quantum, its first serverless offering.
Qubole may not necessarily be a household name, but its customers include the likes of Autodesk, Comcast, Lyft, Nextdoor and Zillow . For these users, Qubole has long offered a self-service platform that allowed their data scientists and engineers to build their AI, machine learning and analytics workflows on the public cloud of their choice. The platform sits on top of open-source technologies like Apache Spark, Presto and Kafka, for example.
Typically, enterprises have to provision a considerable amount of resources to give these platforms the resources they need. These resources often go unused and the infrastructure can quickly become complex.
Qubole already abstracts most of this away, offering what is essentially a serverless platform. With Quantum, however, it is going a step further by launching a high-performance serverless SQL engine that allows users to query petabytes of data with nothing else but ANSI-SQL, giving them the choice between using a Presto cluster or a serverless SQL engine to run their queries, for example.
The data can be stored on AWS and users won’t have to set up a second data lake or move their data to another platform to use the SQL engine. Quantum automatically scales up or down as needed, of course, and users can still work with the same metastore for their data, no matter whether they choose the clustered or serverless option. Indeed, Quantum is essentially just another SQL engine without Qubole’s overall suite of engines.
Typically, Qubole charges enterprises by compute minutes. When using Quantum, the company uses the same metric, but enterprises pay for the execution time of the query. “So instead of the Qubole compute units being associated with the number of minutes the cluster was up and running, it is associated with the Qubole compute units consumed by that particular query or that particular workload, which is even more fine-grained,” Thusoo explained. “This works really well when you have to do interactive workloads.”
Thusoo notes that Quantum is targeted at analysts who often need to perform interactive queries on data stored in object stores. Qubole integrates with services like Tableau and Looker (which Google is now in the process of acquiring). “They suddenly get access to very elastic compute capacity, but they are able to come through a very familiar user interface,” Thusoo noted.
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Today’s startups have a distinct advantage when it comes to launching a company because of the public cloud. You don’t have to build infrastructure or worry about what happens when you scale too quickly. The cloud vendors take care of all that for you.
But last month when Pinterest announced its IPO, the company’s cloud spend raised eyebrows. You see, the company is spending $750 million a year on cloud services, more specifically for AWS. When your business is primarily focused on photos and video, and needs to scale at a regular basis, that bill is going to be high.
That price tag prompted Erica Joy, a Microsoft engineer, to publish this tweet and start a little internal debate here at TechCrunch. Startups, after all, have a dog in this fight, and it’s worth exploring if the cloud is helping feed the startup ecosystem, or sending your bills soaring, as they have with Pinterest.
after discussion with some folks about this article and the generally ridiculous amount of money startups pay for aws, i am wondering if there is an effective, easy to use, open source tool that helps startups reduce aws spend. https://t.co/GBh40b4UOH
— EricaJoy (@EricaJoy) March 25, 2019
For starters, it’s worth pointing out that Ms. Joy works for Microsoft, which just happens to be a primary competitor of Amazon’s in the cloud business. Regardless of her personal feelings on the matter, I’m sure Microsoft would be more than happy to take over that $750 million bill from Amazon. It’s a nice chunk of business; but all that aside, do startups benefit from having access to cloud vendors?
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Netflix didn’t add as many subscribers as expected by a bunch of people on Wall Street who, on a quarterly basis, govern whether or not it’ll be more valuable than Comcast — and that is probably a bad thing, as it’s one of the primary indicators of its future potential for said finance folk.
While it’s still adding subscribers (a lot of them), it fell below the forecasts it set for itself during the second quarter. That’s shaved off more than $10 billion in its market capitalization this afternoon. This comes amid a spending spree by the company, which is looking to create a ton of original content in order to attract a wider audience and lock them into that Netflix ecosystem. That could include shows like GLOW, Jessica Jones, 3% or even feature films. But it’s still a tricky situation because it needs to be able to convert shows from that kind of crazy spend schedule into actual subscribers.
Here’s the main chart for its subscription growth.:

So it’s basically down across the board compared to what it set for itself. And here’s the stock chart:

CEOs and executives will normally say they’re focused on delivering long-term value to shareholders, or some variation of that wording, but Netflix is a company that’s been on an absolute tear over the course of the past year. It’s more than doubled in value, overtaking said previously mentioned cable company and signaling that it, too, could be a media consumption empire that will take a decade to unseat like its predecessor. (Though, to be sure, Comcast is going to bundle in Netflix, so this whole situation is kind of weird.)
Of course, all of this is certainly not great for the company. The obvious case is that Netflix has to attract a good amount of talent, and that means offering generous compensation packages — which can include a lot of stock as part of it. But Netflix is also a company that looks to raise a lot of debt to fund the aforementioned spending spree in order to pick up additional subscribers. That’s going to require some assurance that it’ll be a pretty valuable company in the future (and still around, of course), so it may make those negotiations a little more difficult.
Everything else was pretty much in-line, but in the end, it’s that subscriber number that didn’t go as well as planned.
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T-Mobile and Sprint have been in merger talks for a long while now, but the latter may be attempting to jockey for position by allying itself with Charter and Comcast. Sprint would likely be selling a minority stake to the ISPs in exchange for providing access to its network infrastructure. Read More
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Today’s Stories Comcast invests in mesh router maker Plume, launches Xfinity xFi for managing your home’s wireless network John Oliver reminds us that Net Neutrality is still under siege Facebook culls ‘tens of thousands’ of fake accounts ahead of UK election Amazon to control 70 percent of the voice-controlled speaker market this year Food startup Maple shuts… Read More
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