on-demand
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Hello and welcome back to our regular morning look at private companies, public markets and the gray space in between.
A few weeks ago, Uber and Lyft, kicking bags of the 2019 stock market and regularly cited as examples of venture-backed excess, were back to fighting form.
After encouraging Q3 2019 reports from both ride-hailing giants that included fresh profitability promises and timelines, Uber upped the ante by moving its profitability goal up when it reported Q4 results earlier this year. Shares of the famous company rallied. When Lyft failed to mimic the declaration in its own Q4 earnings report, it was dinged by investors. But from the time of their Q3 2019 earnings reports to recently, Uber and Lyft were coming back up for air.
Suddenly, it was perfectly reasonable to be optimistic about the two ride-hailing companies that had become more famous for their sticky losses than their growth potential; as the pair had matured from upstart to public company, their money-losing methods appeared increasingly permanent, making the Q3 2019 and Q4 2019 profit declarations investor balm.
But after the rally came the novel coronavirus and COVID-19. Since then, the two companies have lost huge amounts of ground. Their shares fell 9.8% (Uber) and 11.8% (Lyft) yesterday alone. In pre-market trading this morning, they are down even more. I wanted to get my head around what could be causing this, so let’s run through each company’s most recent profit forecasts, results, share price gains and losses, and what investors are telling the world through their recent selloff. (Hint: DoorDash’s IPO probably isn’t happening soon.)
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Fifteen months after shutting down, Shyp is getting ready to launch again. The startup tweeted today that “We are back! We’re hard at work to rebuild an unparalleled shipping experience. Before we begin operations again, we’d love to hear your feedback in this quick survey. We look forward to working with you and can’t wait to change the future of shipping!”
We are back!
We’re hard at work to rebuild an unparalleled shipping experience. Before we begin operations again, we’d love to hear your feedback in this quick survey.
We look forward to working with you and can’t wait to change the future of shipping!https://t.co/VqyxGOMrIG
— Shyp (@shyp) June 14, 2019
Most of the survey questions focus on online shopping returns, asking how easy or difficult it was to package the product for return, print the prepaid label, purchase postage or ship the product. The last question offers a hint about what direction the rebooted Shyp might take, asking “When returning a product, how likely would you be to use a service that picked up and shipped the product instead of having to ship it yourself?”
Shyp’s website doesn’t say when it will be back or what services it will offer, but it does mention that Shyp restarted in January 2019 under new management and backed by angel investors “with plans to disrupt the industry with what it does best: cutting-edge technology and a superior customer experience.”
Once one of the hottest on-demand startups, Shyp shut down in March 2018 after missing targets to expand to cities outside of San Francisco. When it first launched in 2014, Shyp initially offered on-demand service for almost anything customers wanted shipped, charging $5 plus postage to pick up, package and bring the item to a shipping company. Eventually it introduced a pricing tier in 2016 as it tried to find new approaches to its business model, before closing down two years later.
If the new Shyp does focus on making online returns easier, it will be bringing back one of its most popular services. The company expanded into online returns in 2015 after noticing that many customers used the app to return products they had purchased online.
TechCrunch has emailed Shyp for more information.
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Uber is reportedly developing a short-term staffing business to offer 1099 independent contractors for events and corporate functions, the Financial Times first reported. Dubbed Uber Works, the service would provide waiters, security guards and other temporary staffers to business partners, a source close to Uber told TechCrunch.
Uber has been working on the project for several months in Chicago, after first trialing the project in Los Angeles. Uber already has a vast network of drivers — all of whom have become familiarized with the process of filing taxes as an independent contractor — who may be looking for additional work. However, Uber’s current pilot program does not include active Uber drivers.
Uber Works falls under the purview of Rachel Holt, who stepped into the role of head of new modalities in June. Holt, who has been with Uber since 2011, is tasked with ramping up and onboarding new mobility services like bikes, scooters, car rentals and public transit integration.
In a job posting for a general manager to lead special projects in Chicago, Uber says, “our business is based around providing a flexible, on-demand supply for our business partners – it’s imperative that we have intuitive and responsive account management to support for our business partners in addressing their needs promptly.”
Uber declined to comment for this story. But as the company gears up for its initial public offering next year, Uber is clearly trying to diversify its business. In the last year, Uber double-downed on multi-modal transportation with the acquisition and deployment of JUMP bike-share. And in the last month, Uber deployed electric scooters in Santa Monica, Calif.
Whether this effort launches remains to be seen, but it’s certainly something Uber is exploring and positioning as a business-to-business service. In a similar vein, Uber is also working to create a pipeline to hire some of its driver partners.
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Doughbies should have been a bakery, not a venture-backed startup. Founded in the frothy days of 2013 and funded with $670,000 by investors, including 500 Startups, Doughbies built a same-day cookie delivery service. But it was never destined to be capable of delivering the returns required by the VC model that depends on massive successes to cover the majority of bets that fail. The startup became the butt of jokes about how anything could get funding.
This weekend, Doughbies announced it was shutting down immediately. Surprisingly, it didn’t run out of money. Doughbies was profitable, with 36 percent gross margins and 12 percent net profit, co-founder and CEO Daniel Conway told TechCrunch. “The reason we were able to succeed, at this level and thus far, is because we focused on unit economics and customer feedback (NPS scoring). That’s it.”

Many other startups in the on-demand space missed that memo and vaporized. Shyp mailed stuff for you and Washio dry cleaned your clothes, until they both died sudden deaths. Food delivery has become a particularly crowded cemetery, with Sprig, Maple, Juicero and more biting the dust. Asked his advice for others in the space, Conway said to “Make sure your business makes sense — that you’re making money, and make sure your customers are happy.”
Doughbies certainly did that latter. They made one of the most consistently delicious chocolate chip cookies in the Bay Area. I had them cater our engagement party. At roughly $3 per cookie plus $5 for delivery, it was pricey compared to baking at home, but not outrageous given SF restaurant rates. From its launch at 500 Startups Demo Day with an “Oprah” moment where investors looked beneath their seats to find Doughbies waiting for them, it cared a lot about the experience.

But did it make sense for a bakery to have an app and deliver on-demand? Probably not. There was just no way to maintain a healthy Doughbies habit. You were either gunning for the graveyard yourself by ordering every week, or like most people you just bought a few for special occasions. Startups like Uber succeed by getting people to routinely drop $30 per day, not twice a year. And with the push for nutritious and efficient offices, it was surely hard for enterprise customers to justify keeping cookies stocked.
Flanked by Instacart and Uber Eats, there weren’t many ripe adjacent markets for Doughbies to conquer. It was stuck delivering baked goods to customers who were deterred from growing their cart size by a sense of gluttony.
Without stellar growth or massive sales volumes, there aren’t a lot of exciting challenges to face for people like Conway and his co-founder Mariam Khan. “Ultimately we shut down because our team is ready to move on to something new,” Conway says.
The startup just emailed customers explaining that “We’re currently working on finding a new home for Doughbies, but we can’t make any promises at this time.” Perhaps a grocery store or broader food company will want its logistics technology or customer base. But delivery is a brutal market to break into, dominated by those like Uber who’ve built economies of scale through massive fleets of drivers to maximize routing efficiency.
In the end, Doughbies was a lifestyle business. That’s not a dirty word. A few co-founders with a dream can earn a respectable living doing what they care about. But they have to do it lean, without the advantage of deep-pocketed investors.
As soon as a company takes venture funding, it’s under pressure to deliver adequate returns. Not 2X or 5X, but 10X, 100X, even 1,000X what they raise. That can lead to investors breathing down their neck, encouraging big risks that could tank the business just for a shot at those outcomes. Two years ago we saw a correction hit the ecosystem, writing down the value of many startups, and we continue to see the ripple effect as companies funded before hit the end of their runway.
Desperate for cash, founders can accept dirty funding terms that screw over not just themselves, but their early employees and investors. FanDuel raised more than $416 million at a peak valuation of $1.3 billion. But when it sold for $465 million, the founders and employees received zero as the returns all flowed to the late-stage investors who’d secured non-standard liquidation preferences. After nearly 10 years of hard work, the original team got nothing.
Not every business is a startup. Not every startup is a rocket ship. It takes more than just building a great product to succeed. It can require suddenly cutting costs to become profitable before you run out of funding. Or cutting ambitions and taking less cash at a lower valuation so you can realistically hit milestones. Or accepting a low-ball acquisition offer because it’s better than nothing. Or not raising in the first place, and building up revenues the old-fashioned way so even modest growth is an accomplishment.
Investors are often rightfully blamed for inflating the bubble, pushing up raises and valuations to lure startups to take their money instead of someone else’s. But when it comes to deciding what could be a fast-growing business, sometimes its the founders who need the adjustment.
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Chowly, a point-of-sale system for restaurants, has raised nearly $4.7 million, according to an SEC filing. The company is targeting a total raise of $5.8 million.
The round is led by MATH Venture Partners with participation from Valor Equity, Chicago Ventures, Hyde Park Venture Partners and others. Chowly had previously raised just $700,000 from MATH Venture Partners, Domenick Montanile and others.
Chowly aims to help restaurants better manage the influx of delivery orders they receive from a variety of services, such as Grubhub, Delivery.com and Chownow.
In May, Square launched a point-of-sale system for restaurants that integrates on-demand delivery platform Caviar. Down the road, Square said it envisions third-party applications from companies like Postmates, UberEats and DoorDash.
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Ride-sharing companies have long touted the cost benefits of their platforms. Well, depending on the city, it can be cheaper on a weekly basis to take an UberX or UberPOOL than it is to own a personal car, according to Kleiner Perkins Caufield Byers partner Mary Meeker’s 2018 annual internet trends report.
In four of the five largest cities in the U.S., it is indeed cheaper to rely on Uber than it is to own a car. Meeker’s analysis took into account cost of gas, car insurance, maintenance and parking.
So, if you live in New York City, Chicago, Washington, D.C. or Los Angeles, it’s cheaper to take an Uber. But that’s not the case in Dallas, where the average weekly cost of car ownership is $65 compared to the average weekly Uber cost of $181.

Meeker’s report also looked at the rise of on-demand workers in the U.S. Last year, there were 5.4 million on-demand workers in the country. This year, there are an estimated 6.8 million people working in the on-demand economy.
“These are big numbers,” Meeker said onstage, noting how these types of jobs are helping to supplement income for people, provide greater flexibility and improve work-life balance.

You can check out the full deck below.
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Munchery, the on-demand food delivery startup, has shut down its operations in Los Angeles, New York and Seattle, the company announced on its blog today. That means the teams from those cities are also being let go.
“We recognize the impact this will have on the members of our team in those regions,” Munchery CEO James Beriker wrote on the company blog. “Our teams in each city have built their businesses from scratch and worked tirelessly to serve our customers and their communities. I am grateful for their unwavering commitment to Munchery’s mission and success. I truly wish that the outcome would have been different.”
With LA, New York and Seattle off the table, Munchery says it’s going to focus more on its business in San Francisco, its first and largest market. This shift in operations will also enable Munchery to “achieve profitability on the near term, and build a long-term, sustainable business.”
The last couple of years for Munchery has not gone very well, between scathing reports of the company wasting an average of 16 percent of the food it makes, laying off 30 employees and burning through most of the money it raised.
During that time, Munchery tried a number of different strategies. Munchery, which began as a ready-to-heat meal delivery service, in 2015 started delivering meal recipes and ingredients for people who want to cook. Then, Munchery launched an $8.95 a month subscription plan for people who order several times a month. In late 2016, Munchery opened up a shop inside a San Francisco BART station to try to bring in new business.
But it’s not just Munchery that has struggled. The on-demand food delivery business is tough in general. Over the last couple of years, a number of companies have shuttered due to the now well-known fact that the on-demand business is tough when it comes to margins. The most recent casualty was Sprig, which shut down last May, after raising $56.7 million in funding. Other casualties include Maple, Spoonrocket and India’s Ola.
Munchery has raised more than $120 million in capital from Menlo Ventures, Sherpa Capital and others. In March, the company was reportedly seeking $15 million in funding to help keep its head above water.
I’ve reached out to Munchery and will update this story if I hear back.
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Another startup wants to make on-demand car washing work, where others have failed. Washé, a Boca Raton-based service for on-demand washes, has raised $3.5 million in seed funding to continue to grow its business, which involves a mobile app consumers use to connect with Washé’s network of around 1,000 licensed and insured car washing professionals.
The round was led by veteran tech entrepreneur Ron Zuckerman, currently a board member at TV Time, and included other, unnamed investors.
Washé, which operates in parts of Florida, Southern California, and more recently, Georgia and New Jersey, has performed roughly 100,000 car washes to date in the South Florida market – its largest – and is currently seeing 125 percent growth, it says.
To use the service, customers download the Washé app to their phones, create a profile and pick a package. There are four available, ranging from $30 to $120. With a tap of a “Wash Me Now!” button, a mobile washer (or Washér, as the company says) is deployed to the customer’s location, like their home or office. The washer has all their own equipment, so the job can really be anywhere – they don’t need the customer’s power or water.
When the job is a complete, customers are sent a photo of the work and can choose to tip or rate the washer in the app.
Washers are primarily existing business owners who use the service as lead generation, allowing them to focus on making money – not finding customers. Washé’s focus, meanwhile, is on the customer experience – it vets the washers, and inspects their vehicles and equipment before bringing them on.
But Washé will also train those who want to be their own boss, and it sells car wash equipment to help them get started. The products are available at local Washer hubs and online at The Washé Store – which gives it an e-commerce business on the side of its B2C operation. In addition, washers without a van can rent a branded one from Washé to use.
Washers can set their own hours and are paid through the app, including tips. These payments are automatically deposited to their bank account. Washérs keep 70 to 80 percent of the transaction, like a typical marketplace, with the variance depending on things like package or location.
Beyond the consumer-facing service, the startup also offers a service for businesses who want to offer car washes as an amenity for employees, customers, or others on-site. The company offers its tech platform for businesses to track and manage car wash activity. It currently partners with corporations, valets, hotels, and travel companies, including Office Depot, Citrix, Curbstand, Jetsmarter, and the Setai Hotel. Some of these are single locations, not large deals, as this business is just getting off the ground.
The B2B business is more flexible, however, offering more options for packages and pricing, as well as specific times Washé will be available.
The fundraise will be focused on growing both the B2C and B2B operations, the company says, as well as hiring to expand its 15-plus person team in Boca Raton.

The idea of bringing services to the customer is of growing interest in an on-demand world, where you can order nearly anything online, and have it show up at your location – sometimes just an hour or so later. Washé believes that services like the one it offers will be able to ride this wave, as people begin to expect not just products – but anything else they need – to come to them, as well.
Specifically, the company points to recent market intelligence from IBIS World Industry, which says there’s a $3 billion mobile car wash industry in the U.S, and a $10 billion total U.S. car wash industry. IBIS expects that demand to grow over the next five years, too.
Of course, on-demand car washing hasn’t always fared well. It’s extremely difficult to become the “Uber for X,” (in this case, car washes), and Washé still has a long way to go to prove itself.
But the company believes its focus on matching supply and demand will help it to succeed.
“What is key is that you have to balance the supply and demand. So you have to really understand how to how to engage your supply channels…our supply is equally as important to us as our customers,” explains Washè CEO Matt Stadtmauer.
Stadtmauer previously worked in the investment industry, specifically hedge funds, before getting the bug to do something more entrepreneurial. He says he got the idea to try Washé from a friend, and developed the app with help from Tel Aviv-based Execute – meaning, the technical side of the business is currently outsourced to some extent.
The company tested the market for over six months in 2016 in Boca Raton, and had seen some success.
“[Washé has a] strong go-to-market strategy, plus a scalable footprint that allows us to take what was initially a B2C model and grow it into a vertically-integrated business where we’re doing B2B,” says Stadtmauer. “We have product line for the do-it-yourself market, in addition to strategic integrations with other apps and the auto care space. We have a very interesting roadmap that touches all the various four points of our vertical business lines,” he adds.
Washé is currently available on iOS, where it has a notably good 4.7-star rating, and Android, where it’s a 3.9. Customers complaints relate to the quality of the wash, which can be subjective, but also a tough problem to address at scale. Other times, the complaints are more technical in nature – something that Washé could improve by bringing engineering and development more in-house.

The app has been live since April 2016, initially in a smaller, beta period. It now plans to expand further into L.A., plus new markets in Arizona, greater California, and the Tri-State area, among others.
“Washé is leading the way in the on-demand car wash space by offering an innovative platform for both consumers and businesses,” said Ron Zuckerman, in a statement. “Washé’s success over the past two years demonstrates tremendous growth potential and I’m excited to work with them to expand Washé in the U.S and globally.”
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Uber is closing the doors on its on-demand package delivery service for merchants, RUSH, in New York City, San Francisco and Chicago, TechCrunch has learned. In an email to users, Uber said it plans to close RUSH operations June 30, 2018.
“At Uber, we believe in making big bold bets, and while ending UberRUSH comes with some sadness, we will continue our mission of building reliable technology that serves people and cities all over the world,” Uber’s NYC RUSH team wrote to customers.
Uber has since confirmed the wind-down.
“We’re winding down UberRUSH deliveries and ending services by the end of June,” an Uber spokesperson told TechCrunch. “We’re thankful for our partners and hope the next three months will allow them to make arrangements for their delivery needs. We’re already applying a lot of the lessons we learned together to our UberEats food delivery business in over 200 global markets across more than 100,000 restaurants.”
With UberRUSH, which I forgot still existed, people can request deliveries for items no more than 30 pounds in size, except animals, alcohol, illegal items, stolen goods and dangerous items like guns and explosives. Last April, Uber stopped providing courier services to restaurants, encouraging them to instead use UberEATS, the company’s food delivery service. The shutdown of UberRUSH comes shortly after Shyp, an on-demand shipping company, announced its last day of operations.
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After rocketing to a $250 million valuation in 2015 amid a massive hype cycle for on-demand companies, on-demand startup Shyp is shutting down today.
CEO Kevin Gibbon announced that the company would be shutting down in a blog post this afternoon. The company is ending operations immediately after, like many on-demand companies, struggling to find a scalable model beyond its launching point in San Francisco. Shyp missed targets for expanding to cities beyond its core base as well as pulled back from Miami. In July, Shyp said it would be reducing its headcount and shutting down all operations beyond San Francisco.
The company raised $50 million in a deal led by John Doerr at Kleiner Perkins back in 2015, one of his last huge checks as a variety of firms jumped onto the on-demand space. The thesis at the time was pretty sound: look at a strip mall, and see which businesses can come to you first. Shipping was a natural one, but there was also food, and eventually groceries. Today, there are only a few left standing, with Postmates, Instacart and DoorDash among the most prominent ones. Even then, Instacart is now under threat from Amazon, which is ramping up its own two-hour delivery after buying Whole Foods.
“At the time, I approached everything I did as an engineer,” Gibbon wrote. “Rather than change direction, I tasked the team with expanding geographically and dreaming up innovative features and growth tactics to further penetrate the consumer market. To this day, I’m in awe of the vigor the team possessed in tackling a 200-year-old industry. But, growth at all costs is a dangerous trap that many startups fall into, mine included.”
Shyp is now a casualty of the delivery space. Where it originally sought to make up the cost of delivery in the form of cheaper bulk costs for those deliveries, Shyp’s one-size-fits-all delivery — where you could deliver a computer or a bike — eventually ended up being one of the most challenging and frustrating elements of its business. It began adding fees to its online returns business and changing prices for its bulk shipments. As it turns out, a $5 carte blanche for delivery was not a model that really made sense.
Indeed, that growth-at-all-costs directive has cost many startups, with companies like Sprig shutting down and many companies getting slapped on the wrist for aggressive growth tactics like text spamming. It also meant that startups had to very quickly develop an effective playbook that, in the end, might not actually translate to markets beyond their core competency. Shyp pivoted to focusing on businesses toward the tail end of its lifetime, including a big deal with eBay, which we had heard at the time was doing well.
“We decided to keep the popular-but-unprofitable parts of our business running, with small teams of their own behind them,” he wrote. “This was a mistake—my mistake. While large, established companies have the financial freedom to explore new product categories for the sake of exploring, for startups it can be irresponsible.”
But Gibbon said the company kept parts of its popular but challenged models online – which may have also contributed to its eventual shut-down. The company expected to be in cities like Boston, Seattle and Philadelphia in early 2016, but that didn’t end up panning out. And Shyp increasingly felt the challenges of an on-demand model, trying to push the cost to the consumer as low as possible while handling the overheads and logistical headaches of a delivery business.
“My early mistakes in Shyp’s business ended up being prohibitive to our survival,” Gibbon wrote. “For that, I am sorry.”
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