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GM partners with 7 charging networks ahead of electric vehicle push

GM revealed Wednesday a four-part plan meant to handle all the steps of charging an electric vehicle, including finding a public charger and paying for the power, as the automaker seeks ways to attract customers to the 30 EVs it plans to launch by 2025.

The so-called Ultium Charge 360 plan — named after the underlying electric vehicle platform and batteries of its upcoming EVs — aims to handle the access, payment and customer service components of charging an electric vehicle at home and on the road. As part of the plan, which the company’s chief EV officer Travis Hester said will be rolling out over the next 18 months, GM has signed agreements with seven third-party charging network providers, including Blink Charging, ChargePoint, EV Connect, EVgo, FLO, Greenlots and SemaConnect. Using their GM vehicle brand mobile app, EV drivers will be able to see real-time information, including location and whether a charger is being used, from nearly 60,000 charging plugs throughout the U.S. and Canada. These functions will be rolled into the existing brand apps GM has created for owners of its Chevrolet, Cadillac and GMC vehicles.

The first GM and EVgo sites are now live in Washington, California and Florida. GM said each site is capable of delivering up to 350 kilowatts and averages four chargers per site. GM and EVgo are on track to have about 500 fast-charging stalls live by the end of 2021, according to the automaker.

Hester noted the plan isn’t just about how many third-party networks it partners with. (Although it should be noted that Electrify America is not on its list of partners announced Wednesday.)

“We know how critical the charging infrastructure is to our customers and how it plays a hugely significant role in EV adoption and experienced EV owners know that this is much more complicated than just a simple network quantity issue,” Hester said in a media briefing Wednesday.

For instance, the GM app will provide information on how to find stations along a route and initiate and pay for charging, Hester said. GM will continue to update the mobile app. GM is also planning to offer charging accessories and installation services for their home charger. The company said Wednesday it will cover standard installation of Level 2 charging capability for eligible customers who purchase or lease a 2022 Bolt EUV or Bolt EV in collaboration with Qmerit.

There were some gaps in the announcement, notably whether there would be Plug and Charge capabilities. Plug and Charge is a technology standard that allows the driver of an EV to pull up to a station, plug in and power up their EV without having to launch an app to begin the charging process or to pay for it. Instead, the vehicle is able to communicate with the charging infrastructure and the payment is integrated into that process. Alex Keros, the lead architect for EV infrastructure at GM, said the company wasn’t making any announcements around Plug and Charge, but noted that the company knows “that enabling that seamless experience is going to be an important part of that customer experience.”

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Coupa Software snags Llamasoft for $1.5B to bring together spending and supply chain data

Coupa Software, a publicly traded company that helps large corporations manage spending, announced that it was buying Llamasoft, an 18-year-old Michigan company that helps large companies manage their supply chain. The deal was pegged at $1.5 billion.

This year Llamasoft released its latest tool, an AI-driven platform for managing supply chains intelligently. This capability in particular seemed to attract Coupa’s attention, as it was looking for a supply chain application to complement its spend management capabilities.

Coupa CEO and chairman Rob Bernshteyn says when you combine that supply chain data with Coupa’s spending data, it can produce a powerful combination.

“Llamasoft’s deep supply chain expertise and sophisticated data science and modeling capabilities, combined with the roughly $2 trillion of cumulative transactional spend data we have in Coupa, will empower businesses with the intelligence needed to pivot on a dime,” Bernshteyn said in a statement.

The purchase comes at a time when companies are focusing more and more on digitizing processes across enterprise, and when supply chains can be uncertain, depending on the location of COVID hotspots at any particular time.

“With demand uncertainty on one hand, and supply volatility on the other, companies are in need of supply chain technology that can help them assess alternatives and balance trade-offs to achieve desired business results. LLamasoft provides these capabilities with an AI-powered cloud platform that empowers companies to make smarter supply chain decisions, faster,” the company wrote in a statement.

Llamasoft was founded in 2002 in Ann Arbor, Michigan and has raised more than $56 million, according to Crunchbase data. Its largest raise was a $50 million Series B in 2015 led by Goldman Sachs .

The company generated more than $100 million in revenue and has 650 big customers, including Boeing, DHL, Kimberly-Clark and GM, according to company data.

Coupa has been extremely acquisitive over the years, buying 17 companies, according to Crunchbase data. This deal represents the fourth acquisition this year for the company. So far the stock market is not enamored with the acquisition; the company’s stock price is down 5.20% at publication.

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GM, LG Chem to invest $2.3 billion in EV battery joint venture

GM chairman and CEO Mary Barra said Thursday morning that the automaker is forming a joint venture with LG Chem to mass produce battery cells for its electric vehicles, a portfolio that will include a new battery-electric truck coming in the fall of 2021.

The two companies said they will invest up to a total of $2.3 billion into the new joint venture and will establish a battery cell assembly plant on a greenfield manufacturing site in the Lordstown area of Northeast Ohio that will create more than 1,100 new jobs. Groundbreaking is expected to take place in mid-2020.

GM has used LG Chem as a lithium-ion and electronics supplier for at least a decade. The companies began working together in 2009. The relationship deepened as GM developed and then launched the Chevy Bolt EV.

However, the joint venture marks a shift that Barra said in a call with reporters Thursday morning would accelerate the automaker’s ability to win in the electric vehicle space.

“The joint venture signing today is more than just a collaboration, it’s the beginning of a great journey,” LG Chem CEO and vice chairman Hak-Cheol Shin said during a Thursday morning call with reporters.

The venture is significant for both companies. The new plant will supply GM’s next generation of electric vehicles. Barra said the company is still on track to introduce 20 electric vehicles globally by 2023.

If GM expects to build a profitable EV business it will have to do more than just bring these vehicles to market. The next generation of vehicles will have a new battery electric vehicle architecture, will be desirable, profitable with the right range and affordable, Barra noted during the call. “It’s got to be affordable to drive the volume and really drive EVs in the marketplace, and customers are looking for affordability. And so that is the journey we are on and we think working with LG is will accelerate that path.”

Meanwhile, the deal gives a boost to LG’s battery business, which Shin said is expected to grow to $25 billion by 2024.

The battery plant will have an annual capacity of more than 30 gigawatt hours with flexibility for expansion, according to GM. If successful, the annual capacity at the plant would be close to the same output of Tesla’s massive factory near Reno, Nev. Tesla and Panasonic are partners in the massive factory that produces electric motors and battery packs. Panasonic makes the cells, which Tesla then uses to make battery packs for its electric vehicles. Tesla hasn’t shared capacity numbers recently, but previously stated plans for it to have a 35 gigawatt-hour capacity.

The location of the battery venture could build goodwill in Lordstown, a town that suffered from sweeping layoffs after GM decided to stop producing the Chevrolet Cruze at its assembly plant there. GM “unallocated” its Lordstown plant, a designation that meant the automaker would shutter the plant. The decision resulted in the elimination of some 1,200 jobs.

Lordstown Motors Corp., a battery-electric transportation technology company, acquired the old GM plant last month.

The investment comes in addition to GM’s $28 million investment in its Warren, Mich. battery lab announced late last year.

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How top VCs view the new future of micromobility

Earlier this month, TechCrunch held its annual Mobility Sessions event, where leading mobility-focused auto companies, startups, executives and thought leaders joined us to discuss all things autonomous vehicle technology, micromobility and electric vehicles.

Extra Crunch is offering members access to full transcripts key panels and conversations from the event, including our panel on micromobility where TechCrunch VC reporter Kate Clark was joined by investors Sarah Smith of Bain Capital Ventures, Michael Granoff of Maniv Mobility, and Ted Serbinski of TechStars Detroit.

The panelists walk through their mobility investment theses and how they’ve changed over the last few years. The group also compares the business models of scooters, e-bikes, e-motorcycles, rideshare and more, while discussing Uber and Lyft’s role in tomorrow’s mobility ecosystem.

Sarah Smith: It was very clear last summer, that there was essentially a near-vertical demand curve developing with consumer adoption of scooters. E-bikes had been around, but scooters, for Lime just to give you perspective, had only hit the road in February. So by the time we were really looking at things, they only had really six months of data. But we could look at the traction and the adoption, and really just what this was doing for consumers.

At the time, consumers had learned through Uber and Lyft and others that you can just grab your cell phone and press a button, and that equates to transportation. And then we see through the sharing economy like Airbnb, people don’t necessarily expect to own every single asset that they use throughout the day. So there’s this confluence of a lot of different consumer trends that suggested that this wasn’t just a fad. This wasn’t something that was going to go away.

For access to the full transcription below and for the opportunity to read through additional event transcripts and recaps, become a member of Extra Crunch. Learn more and try it for free. 

Kate Clark: One of the first panels of the day, I think we should take a moment to define mobility. As VCs in this space, how do you define this always-evolving sector?

Michael Granoff: Well, the way I like to put it is that there have been four eras in mobility. The first was walking and we did that for thousands of years. Then we harnessed animal power for thousands of years.

And then there was a date — and I saw Ken Washington from Ford here — September 1st, 1908, which was when the Model T came out. And through the next 100 years, mobility is really defined as the personally owned and operated individual operated internal combustion engine car.

And what’s interesting is to go exactly 100 years later, September 2008, the financial crisis that affects the auto industry tremendously, but also a time where we had the first third-party apps, and you had Waze and you had Uber, and then you had Lime and Bird, and so forth. And really, I think what we’re in now is the age of digital mobility and I think that’s what defines what this day is about.

Ted Serbinski: Yeah, I think just to add to that, I think mobility is the movement of people and goods. But that last part of digital mobility, I really look at the intersection of the physical and digital worlds. And it’s really that intersection, which is enabling all these new ways to move around.

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Image via Getty Images / Jackie Niam

Clark: So Ted you run TechStars Detroit, but it was once known as TechStars Mobility. So why did you decide to drop the mobility?

Serbinski: So I’m at a mobility conference, and we no longer call ourselves mobility. So five years ago, when we launched the mobility program at TechStars, we were working very closely with Ford’s group and at the time, five years ago, 2014, where it started with the connected car, auto and [people saying] “you should use the word mobility.”

And I was like “What does that mean?” And so when we launched TechStars Mobility, we got all this stuff but we were like “this isn’t what we’re looking for. What does this word mean?” And then Cruise gets acquired for a billion dollars. And everyone’s like “Mobility! This is the next big gold rush! Mobility, mobility, mobility!”

And because I invest early-stage companies anywhere in the world, what started to happen last year is we’d be going after a company and they’d say, “well, we’re not interested in your program. We’re not mobility.” And I’d be scratching my head like, “No, you are mobility. This is where the future is going. You’re this digital way of moving around. And no, we’re artificial intelligence, we’re robotics.”

And as we started talking to more and more entrepreneurs, and hundreds of startups around the world, it became pretty clear that the word mobility is actually becoming too limiting, depending on your vantage where you are in the world.

And so this year, we actually dropped the word mobility and we just call it TechStars Detroit, and it’s really just intersection of those physical and digital worlds. And so now we don’t have a word, but I think we found more mobility companies by dropping the word mobility.

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How to negotiate term sheets with strategic investors

Alex Gold
Contributor

Alex Gold is co-founder of Myia, an intelligent health platform employing novel biometric data to predict and prevent costly medical events. Previously, Alex was Venture Partner at BCG Digital Ventures and a co-founder of Traction, a marketplace of digital marketing experts.

Three years ago, I met with a founder who had raised a massive seed round at a valuation that was at least five times the market rate. I asked what firm made the investment.

She said it was not a traditional venture firm, but rather a strategic investor that not only had no ties to her space but also had no prior investment experience. The strategic investor, she said, was looking to “get their hands dirty” and “get in on the ground floor.”

Over the next 2 years, I kept a close eye on the founder. Although she had enough capital to pivot her business focus multiple times, she seemed to be at odds, serving the needs of her strategic investor and her customer base.

Ultimately, when the business needed more capital to survive, the strategic investor didn’t agree with the founder’s focus, opted not to prop it up, and the business had to shut down.

Sadly, this is not an uncommon story as examples abound of strategic investors influencing startup direction and management decisions to the point of harm for the startup. Corporate strategics, not to be confused with dedicated funds focused on financial returns like a traditional venture investor like Google Ventures, often care less about return on investment, and more about a startup’s focus, and sector specificity. If corporate imperatives change, the strategic may cease to be the right partner or could push the startup in a challenging direction.

And yet, fortunately, as the disruptive power of technology is being unleashed on nearly every major industry, strategic investors are now getting smarter, both in terms of how they invest and how they partner with entrepreneurs.

From making strong acquisitive plays (i.e. GM’s purchase of Cruise Automation or Toyota’s early-stage investment in Uber) to building dedicated funds, to executing commercial agreements in tandem with capital investment, strategics are getting savvier, and by extension, becoming better partners.  In some instances, they may be the best partner.

Negotiating a term sheet with a strategic investor necessitates a different set of considerations. Namely: the preference for a strategic to facilitate commercial milestones for the startup, a cautious approach to avoid the “over-valuation” trap, an acute focus on information rights, and the limitation of non-compete provisions.

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GM and Cruise on track to field a self-driving ride hailing service by 2019

 GM and Cruise have articulated more specifically when they want to put their self-driving service on the roads, at today’s investor call for the company from San Francisco. GM said that they can make it happen within two years, with a fleet ready to go to work by 2019 based on the company’s current rate of progress. The commercial launch was previously revealed to happen within… Read More

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Expect GM Cruise self-driving vehicles to arrive in ‘quarters, not years’

 GM and Cruise are still reluctant to put any specific timeframes on their plans for self-driving vehicle deployment, but the company is getting a bit more specific about its intent to bring self-driving to market. It wants to do so only when it can manage it safely, at scale, and in busy urban markets where it’ll have the largest impact, according to GM President Dan Ammann – and… Read More

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GM to introduce two new all-electric cars by 2019 in path to zero emissions

 GM today announced a strategy to eventually deliver a zero emission product line across all its segments, though it didn’t put a specific timeline on when it would achieve that goal. The process is complex, said Mark Reuss, EVP Global Product Development, and GM doesn’t see there being “one year where we flip a switch and it’s all electric.” Still, GM is committing… Read More

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LG to build U.S.-based factory for EV components in Michigan

 LG is building a new factory in Detroit suburb Hazel Park to supply electric vehicle components, the company announced on Tuesday. The facility will be a 250,000-square-foot manufacturing plant, and should result in almost 300 new jobs, LG says, with a $25 million price tag from the company and $2.9 million in grant money supplied by Michigan over the next four years. Read More

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GM and Honda partner to mass produce hydrogen fuel cells in Michigan

cq5dam-web-1280-1280-4 Automakers GM and Honda are teaming up on a new venture to jointly manufacture hydrogen fuel cells at scale, with plans to start mass production by 2020 and a combined investment of $85 million split evenly between the two companies dedicated to the effort. Both GM and Honda intend to use the resulting hydrogen fuel cell system in future products, according to the companies. The joint… Read More

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