coronavirus

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Salesforce Commerce Cloud releases four quick-start pandemic business packs

As we move deeper into the pandemic, it’s clear that the way we conduct business is changing, maybe forever. That means that business has to change too — and fast. But if you’ve never conducted business digitally or only nominally, how do you suddenly transform on the fly?

Salesforce Commerce Cloud CEO Mike Micucci says that they were hearing from customers they needed help. Salesforce decided to build four packages of services very quickly for customers specifically designed to help conduct business during COVID-19. The company even has SI partners who will run everything for the first three months, so these businesses don’t have to do much of anything except turn the key (so to speak).

The four tools are part of the Salesforce Quick Start Commerce Solutions and include Quick Start Commerce for D2C Consumer and Essential Goods to get a site up running fast, Quick Start Commerce for Grocery and Food Service to help restaurants and grocery stores set up online curbside food purchasing systems, Quick Start Commerce for B2B for companies setting up business-to-business sites and Quick Start Commerce for Buy Online and Curbside Pickup, which enables non-food companies to move in-store inventories online, and arrange curbside pickup systems.

Quick Start Commerce for Buy Online and Curbside Pickup (Image Credit: Salesforce)

Micucci says that online commerce has been operating at a holiday kind of surge since we went into lockdown 10 weeks ago, and customers have been clamoring for help. He said that they responded initially with a series of materials on best practices for getting online quickly, but customers wanted something more concrete.

“We needed to bring the software to bear on this. So we designed these four quick-start packages. Essentially, the whole model was that we need to get you running in weeks, not months. The goal was literally [to get you up in] two weeks, and included software, obviously our cloud-based commerce and whatnot, but more importantly it included a package of services,” Micucci explained.

To build that package, it involved more than just Salesforce itself. It needed to get partners involved, too, to include payment, shipping, order management and other related kinds of tooling, depending on the package requirements.

Finally, they wanted to even remove the site management headaches from the customer, at least initially. Understanding that it would be difficult for businesses to train people internally to manage the system at this time, they got systems integrators involved to do it for them for the first three months. If the customer wants to take over sooner, they can, and if they want the SI to continue to manage the whole thing, that’s fine too.

As Salesforce itself moved out of the office and home, it was observing that online sales were spiking, and Micucci says after a couple of weeks of making sure the workforce was settled, he started hearing from customers about the problems they were having conducting business, and they went to work. The first of these packages came together in just a couple of weeks, including partners.

They got them out to customers for quick beta testing and refinement to the extent they could, but the guiding principle in producing these packages was speed over perfection. They realize the products will very likely require further refinement as they get out into the field, but they learned you can produce a package to meet a pressing customer need, and do it quickly, and that’s a lesson that will likely resonate even after this crisis is over.

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What people tend to get wrong about remote work

What do people tend to get wrong about remote work? And how can companies make it work better for them?

While just about every tech company on the planet has become remote over the last few weeks, GitLab has been at this a while — since pretty much day one of its existence back in 2014, in fact. Since then they’ve grown to more than 1,200 employees across 65 countries, with a staggering valuation of nearly $3 billion. They’ve figured out some stuff along the way, sharing it all in an ever-evolving handbook.

I recently hopped on a call with GitLab’s head of Remote, Darren Murph, to get some insight on how they make it all work. This is the second part of my interview with Murph; he and I chatted for quite a while, so I’ve split it into two parts for easier reading. You can find Part I here.

TechCrunch: There’s this ongoing conversation about how people are coming away from this remote experience. Are they walking away saying, “yeah, that was great, we can do this day-to-day, I wouldn’t have seen that before,” or is the fact that they’re being thrust into this, and on not the best terms, going to have a negative impact?

Do you think this [sudden shift] is going to have a positive impact on remote work?

Darren Murph: I do. I’m a long-term optimist on this.

There’s a Gartner survey that just came out. They surveyed over 300 CFOs globally; 74% of them said that they’re going to shift some of their workforce permanently remote after this… even though this is the worst possible way to be thrust into remote.

This is the worst of circumstances, and people are still like, “You know, I love not having to commute.” And businesses are like, “You know, I love saving $10,000 per desk by not having that real estate.”

If it’s working in the worst of times… six to 12 months from now, when the crisis is abated and people have had time to lay the remote structure, build their handbooks, get the right remote hygiene integrated into the DNA of their company… it’s going to be like, warp-speed accelerator.

If you can make it work now, you can make it work any time.

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Why micromobility may emerge from the pandemic stronger than before

Since its inception, shared micromobility services have been in a precarious position — one supported by millions of dollars in venture capital. But the COVID-19 pandemic has brought even more turmoil upon an industry that has long struggled with unit economics. It has led to mass layoffs, operation shutdowns across several markets and more consolidation.

Despite the struggles of individual operators, micromobility as technology will come out of this stronger than before, industry analyst Horace Dediu tells TechCrunch.

Dediu, an analyst who coined the term “micromobility” and founded Micromobility Industries, sees the silver lining in the pandemic for micromobility as it relates to the adoption of public transit alternatives. With ongoing concerns about the disease and social distancing, consumers may look to alternative modes of transportation — ones that require fewer interactions with strangers. But simply because a certain technology takes off doesn’t mean the current slate of operators will benefit.

“The companies involved may not survive a crisis,” Dediu says. “We don’t remember the fact there were 3,000 automobile companies in the United States prior to Henry Ford’s Model T. We don’t remember all the electrical suppliers out there and the consolidation that took place in the electrical field with Westinghouse. There’s a lot of historic references we can cite. But the fact of the matter is that up until the crisis there was an over-investment where probably too much capital was allocated to the industry chasing business models which are not sustainable…I think there will be a washout with a kind of consolidation and we’re seeing that already.”

Earlier this month, for example, Uber sold off JUMP to Lime, while simultaneously leading a $170 million investment in the micromobility startup. That funding round brought Lime’s valuation down 79%, to $510 million, according to The Information. Last April, Lime was valued at $2.4 billion.

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Despite COVID-19, optimism reigns in the Midwest’s startup scene

Hello and welcome back to our regular morning look at private companies, public markets and the gray space in between.

Startups in the Midwest are optimistic despite the fact that a fair number of companies in the region are suffering from economic impacts stemming from COVID-19, recently collected data shows.

The global pandemic has shaken the U.S. economy, but it hasn’t affected each area in the same way. States have seen differing levels of infection, paces of response, qualities of medical infrastructure and so on. What happens to Silicon Valley startups in the COVID-19 era, therefore, might not be exactly the same as what happens to Boston’s or Utah’s startup ecosystems (more on Boston here, Utah here).

A report out this month from Sandalphon Capital that digs into the reality, reaction and sentiment of the Midwest’s startup scene paints an interesting picture. While data collected from 197 startup CEOs from the region includes worrisome responses regarding fundraising and cash runways, it also reflects more optimism and green shoots than we anticipated.

This morning, let’s study a few key data points from the Chicago-based, early stage venture capital firm’s survey to better understand one of America’s most interesting, if least-covered, startup scenes.

Chin up

The full survey — you can find Sandalphon’s summation and the link here — contains a wealth of data, but today we’re focusing on three things:

  • COVID-19’s direct impacts
  • runway and fundraising situations
  • CEO optimism

Impact

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GitLab’s head of Remote on hiring, onboarding and why Slack is a no-work zone

With more than 1,200 employees distributed across over 65 countries and a valuation of nearly $3 billion, GitLab is one of the world’s most successful fully remote startups.

Describing it as a textbook example of a remote company would be redundant, because the company actually wrote a textbook about it.

I recently had a chance to talk to GitLab’s head of Remote, Darren Murph, who filled me in on how they get stuff done, his advice for all the companies that had to suddenly shift to remote work and why GitLab gets rid of all its Slack messages after 90 days. (Fun fact: Darren wrote for TechCrunch’s corporate cousin Engadget in a past life, where he earned a Guinness World Record for writing an absolutely ridiculous number of posts.)

Darren and I chatted for quite a while, so I’ve split the transcript into two parts for easier reading. Part two coming tomorrow!

TechCrunch: So your official title is “Head of Remote.” What does that entail?

Darren Murph: It’s three things.

It’s telling our remote story to the world, it’s making sure that people who join the company acclimate to working in an all-remote setting and it’s building out the educational piece. The “all-remote” section of our handbook has dozens of guides on how we do everything remotely, from async, to meetings, to hiring and compensation, and I’m the author of all of that.

We do that to better the world; we put it all out there, it’s open source. We want other companies to read it, implement it and use it. We never saw COVID coming, but I kind of knew that down the road [this handbook] would be necessary. Thankfully, I started working on it in advance. Now that the world needs it… it’s been crazy. We packaged up our best thinking in that remote playbook, and it’s just been off the charts with companies downloading it. It’s been wild.

Why did GitLab go remote in the first place?

It was remote by default. The first three people to join the company were in three different countries… so the only way to do it was through the internet.

The one brief moment in time where there was a co-located wrinkle to the company… they’d moved to California for Y Combinator. I think there was like nine or 10 people at the time. Of course, coming out of Y Combinator, at the time, you just get an office — it’s just what you did.

I think that lasted about three days. Then people just stopped showing up.

[Laughs]

But work kept getting done! Because even in the office they were just communicating on… whatever it was at the time. It probably wasn’t Slack, I don’t think Slack existed.

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Dear Sophie: What is required of employers laying off foreign workers?

Sophie Alcorn
Contributor

Sophie Alcorn is the founder of Alcorn Immigration Law in Silicon Valley and 2019 Global Law Experts Awards’ “Law Firm of the Year in California for Entrepreneur Immigration Services.” She connects people with the businesses and opportunities that expand their lives.

Here’s another edition of “Dear Sophie,” the advice column that answers immigration-related questions about working at technology companies.

“Your questions are vital to the spread of knowledge that allows people all over the world to rise above borders and pursue their dreams,” says Sophie Alcorn, a Silicon Valley immigration attorney. “Whether you’re in people ops, a founder or seeking a job in Silicon Valley, I would love to answer your questions in my next column.”

“Dear Sophie” columns are accessible for Extra Crunch subscribers; use promo code ALCORN to purchase a one or two-year subscription for 50% off.


Dear Sophie:

Fallout from COVID-19 is forcing our startup to downsize. What legal requirements do we need to consider if we’re laying off foreign-born employees or scaling back their hours?

— HR Manager in San Mateo

 

Dear HR Manager:

Thank you for your question; a lot of people are going through the same thing. Keep in mind that terminating an employee that your company sponsored for a visa or green card can have ramifications for future hiring.

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With stadiums closed, TV networks turn to live esports broadcasts

The COVID-19 pandemic has wiped out the spring seasons for professional sports and associated revenue for TV networks, but esports is filling part of that void.

Gaming companies behind titles licensed by each major league are the winners in this unexpected shift; Electronic Arts (EA) is first among them with FIFA, Madden NFL, NBA Live and NHL in its EA Sports portfolio and more than 100 esports events planned for 2020. The way EA, networks and sports leagues are responding to production challenges in this crisis will reshape the esports market going forward.

Millions of people sheltering in place has created a breakout opportunity for esports broadcasting:

  1. A large portion of the internet-using population is at home 24/7, with screens as their main entertainment outlet;
  2. Sports fans have few competitive live events to watch;
  3. Broadcasters like ESPN, CBS, and Sky lost their most valuable content for attracting live viewers and need alternative content;
  4. Star athletes and non-sports celebrities are stuck at home with wide-open schedules.

In late March, 900,000 viewers tuned into Fox Sports for Nascar’s iRacing series, with 1.1 million watching in early April; the network has also broadcast Madden NFL tournaments with NFL commentators and athletes. ESPN is televising NBA players facing off against each other in NBA 2K (by Take-Two Interactive) and pro drivers (and other pro athletes like Manchester City striker Sergio Aguero) are racing each other in Codemasters’ F1 2019 game. ESPN has broadcast competitive play of non-sports games with League of Legends (by Riot Games) and Apex Legends (by EA) tournaments.

To be clear, ratings for these events have varied widely, but networks and game companies are rethinking how esports is broadcast, which will advance its pop-culture appeal.

Games adapting pro sports are best bridge to non-gamers

Esports is a massively popular activity with its own large piece of turf in pop culture, but it hasn’t secured a central role. Research firm Newzoo pegs the global audience of “esports enthusiasts” at 223 million. But unlike soccer and basketball, esports is siloed because it caters to viewers who are generally avid gamers. The action is extremely fast, so commentary by a streamer rarely helps outsiders understand what is going on enough to become engaged.

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SoftBank’s Q1 2020 earnings presentation mixes comedy and drama

Hello and welcome back to our regular morning look at private companies, public markets and the gray space in between.

Today we’re digging into SoftBank’s latest earnings slides. Not only do they contain a wealth of updates and other useful information, but some of them are gosh-darn-freaking hilarious. We all deserve a bit of levity after the last few months.

The visual elements we quote below come from SoftBank’s reporting of its own results from its fiscal year ending March 31, 2020. Much of the deck is made up of financial reporting tables and other bits of stuff you don’t want to read. We’ve cut all that out and left the fun parts.

Before we dive in, please note that we are largely giggling at some slide design choices and only somewhat at the results themselves. We are certainly not making fun of people who’ve been impacted by layoffs and other such things that these slides’ results encompass.

But we are going to have some fun with how SoftBank describes how it views the world, because how can we not? Let’s begin.

Data, slides

TechCrunch has a number of folks parsing SoftBank’s deck this morning, looking to do serious work. That’s not our goal. Sure, this post will tell you things like the fact that there are 88 companies in the Vision Fund portfolio, and that when it comes to unrealized gains and losses, the portfolio has seen $13.4 billion in gains and $14.2 billion in losses. $4.9 billion of gains have been realized, mind you, while just $200 million of losses have had the same honor.

And this post will tell you that the “net blended [internal rate of return] for SoftBank Vision Fund investors is -1%.”

Hell, you probably also want to know that Uber was detailed as Vision Fund’s worst-performing public company, generating a $1.46 billion loss for the group. In contrast, Guardant Health is good for a $1.67 billion gain, while 2019 IPO Slack has been good for $605 million in profits. Those were the two best companies in the Vision Fund’s public portfolio.

But what you really want is the good stuff. So, shared by slide number, here you go:

Slide 11:

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Call for EU state aid rules to flex for startups

European startups are calling for more flexibility in EU state aid rules to allow national governments to provide liquidity for the region’s fledgling digital businesses during the COVID-19 crisis.

In a joint letter addressed to Commission EVP Margrethe Vestager, more than a dozen startup associations from across the bloc have called for rules to be adapted to ensure digital businesses are not blocked from receiving any emergency state aid.

In March the Commission applied an update to EU state aid rules clarifying how Member States can provide support to homegrown businesses during the coronavirus emergency.

However the startup association representatives co-signing the latter — which include reps from Coadec in the UK, France Digitale, Germany’s Bundesverband Deutsche Startups, Startup Poland and several others  are concerned the framework is being too narrowly drawn where digital upstarts are concerned.

They point out that startups may be intentionally operating at a loss as a calculated bet on gaining scale down the line, making the current rules a poor fit.

Startups across Europe report that the Temporary Framework for State Aid is not yet giving enough flexibility to Member States to support startup ecosystems,” they write. “The definition of an ‘undertaking in difficulty’ is intended to apply to loss-making businesses. Such a definition will often be enough to deny support being given to such a business. However many startups are loss-making by design in their first years, as they are taking a calculated bet on exponential growth and associated job growth that will emerge in the following years.

“Only taking the current cash flow into account belittles the economic potential of these startups and prevents them from receiving much-needed support. In doing so it can undermine the post COVID-19 recovery, as it is today’s loss making startups which will be the driver for economic and job growth in the future.”

The letter goes on to call for startups to “receive the support that other economic actors are also receiving”.

“Startups provide a key opportunity for our economies and societies to recover as we come out of COVID,” they suggest, adding: “They will play a central part in re-growing our economy and crucially in doing so on a more carbon-neutral footing.”

We reached out to the Commission for a request for comment but at the time of writing it had not responded.

While it might a bit of a contradiction for VC-backed tech businesses which may choose to operate at a loss during ‘normal’ times to be calling for liquidity help now, Benedikt Blomeyer, EU policy director at Allied for Startups — one of a number of startup associations signing the letter — told us the argument is simply that Europe’s startups should be able to expect the same kind of support that is being extended to other types of businesses.

A number of EU Member States have laid out major support programs for startups to date — such as France’s $4.3BN liquidity support plan, announced in March; and a match fund revealed last month in the UK (which remains an EU member until the end of this year).

But the contention appears to be that liquidity isn’t flowing to all the European startups that need it, nor arriving in a timely enough way.

“For startups, loss-making doesn’t mean that it is necessarily a failing business,” Blomeyer told TechCrunch. “The bigger picture is that we are looking at startup ecosystems as key providers of jobs and economic growth coming out of the crisis. Some startups will fail, just like other businesses. But the question is whether startups should be able to access the same kind of support that other companies can to help them survive this crisis. We believe they should.”

Commenting on the issue in a statement, Paolo Palmigiano, head of competition, EU & trade for law firm Taylor Wessing, agreed the EU state aid rules may struggle to accommodate Internet businesses.

“The criteria introduced by the Commission in the Framework that a company must be viable as of 31 Dec 2019 makes sense in the old brick and mortar world. A company which would have gone in any case bankrupt, even without the current crisis, should not receive aid. The criteria start to be more complex and causes difficulties for tech companies which might not be profitable at the time although they could be in the future,” he said.

“The state aid rules were created in the 60s at a time when the single market did not exist and Europe had a lot of old-style industries (like steel). We need to see how the Commission react but I can see them struggling – how do you distinguish a loss making tech company which in any case would have gone bankrupt from a loss making company that will become profitable in the short term?”

Asked how it believes the Commission should replace the current viability criteria and assess which startups merit help and which don’t, Allied for Startups’ Blomeyer called for a blanket exemption for startups founded over the last half decade or more.

“There could be a clear exemption from the UID test for companies that have been set up in the last 5-7 years,” he suggested. “We need to underline that this is an unprecedented crisis that requires extraordinary measures. So while in normal times a regular process of assessing whether/how to assess startups might have worked, now the ecosystems that built them are melting away before our eyes because of the barriers. The basic conundrum is that it is unclear whether a loss-making startup is indeed not a viable business. This needs resolving.”

In what now feels like an earlier age late last year — as European Commission president Ursula von der Leyen was taking up her five-year mandate — tech-driven change was identified as one of her key policy priorities, with digitization and a green deal taking center stage, alongside a push for European tech sovereignty and support for homegrown startups to scale up.

So if Europe’s startups are feeling overlooked now, in the middle of an unprecedented economic shock, that hardly reflects well on the Commission’s claimed high tech policy goals.

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Is the e-commerce shift going to last?

Ashwin Ramasamy
Contributor

Ashwin Ramasamy is the co-founder of PipeCandy, an online merchant graph company that discovers and analyzes business and consumer perception metrics about D2C brands and e-commerce companies.

E-commerce is taking off faster than ever. In the last couple of weeks, my Twitter timeline has been filled with operators gushing about how the weekends seem like Black Friday, even for non-essential commodities. Change is already here.

As we help thousands of businesses to move online, our platform is now handling Black Friday level traffic every day!

It won’t be long before traffic has doubled or more.

Our merchants aren’t stopping, neither are we. We need 🧠to scale our platform.https://t.co/e2JeyjcEeC pic.twitter.com/6lqSrNUCte

— Jean-Michel Lemieux (@jmwind) April 16, 2020

Looking at the above graph in this Tweet from Shopify CTO Jean-Michel Lemieux — and the passing, contextless mention of “Offline2Online” — we got curious.

Beyond just the anecdotal evidence, we looked for signs that tell us e-commerce is being adopted at a faster pace. One way to ascertain that is to look at the historical data of how Shopify has been onboarding merchants for the last two years on a monthly basis, and compare that with what happened this year in Q1.

All of these data points come from PipeCandy’s own data platform that tracks close to 750K+ Shopify merchants with historical data for each:

new domains using shopify each month

New domains using Shopify each month

While 2020 started on a faster clip than 2018 and 2019, February and March have seen nothing short of jaw-dropping growth in merchant numbers for Shopify. In those two months alone, Shopify seems to have onboarded more merchants than in the whole of 2018.

The softening you see in April is a result of the lag in the way our systems validate and confirm the data and not a slowdown in Shopify per se. The e-commerce embrace is real.

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