sap
Auto Added by WPeMatico
Auto Added by WPeMatico
Hello and welcome back to Equity, TechCrunch’s venture capital-focused podcast where we unpack the numbers behind the headlines.
This is Equity Monday, our weekly kickoff that tracks the latest big news, chats about the coming week, digs into some recent funding rounds and mulls over a larger theme or narrative from the private markets. You can follow the show on Twitter here, and myself here, and don’t forget to check out last Friday’s episode.
Here’s what we talked about today:
Closing, we’re in exciting territory on the public markets given that high share prices are giving big companies more ammunition than ever. Let’s see what they can get done with it before the window closes.
Equity drops every Monday at 7:00 a.m. PT and Friday at 6:00 a.m. PT, so subscribe to us on Apple Podcasts, Overcast, Spotify and all the casts.
Powered by WPeMatico
Well, this isn’t a story you see every day.
Less than two years after German software giant SAP snatched experience management platform Qualtrics for $8 billion days before the startup’s IPO debut, it has now decided to spin out the company in a brand new IPO.
In a press statement released Sunday, SAP said that Qualtrics had seen cloud growth “in excess of 40 percent” in a quote attributed to SAP CEO Christian Klein. The company will continue to be run by founder and former CEO Ryan Smith, who joined SAP with Qualtrics and led the organization within the German conglomerate.
SAP will retain majority ownership of the new spin out. Interestingly, the statement noted that “Ryan Smith intends to be Qualtrics’ largest individual shareholder.”
SAP’s press statement is vague, but the implication is that the move will offer Qualtrics more flexibility to engage with customers and partners outside of its parent company’s dominion.
I am sure my Equity colleague Alex Wilhelm will have much more to analyze tomorrow with his The Exchange column, but SAP’s rapid about-face on the acquisition is a major surprise. While private equity firms will take a company private and sometimes quickly turn it around in an IPO, it is rare to see a large company like SAP make such a dramatic last minute bid for a company only to reverse that decision just months later.
Given the heated market for SaaS markets these days though, the path seems clear for Qualtrics’ return to the public markets, particularly if the soon-to-be independent company’s metrics have held up since we last saw its financials. As Wilhelm and his Crunchbase news team wrote back during its S-1 filing:
Qualtrics, unlike most companies going public this year, isn’t a trash fire of losses incurred under the name of growth. It shows that you can grow, and not lose every one of the dollars you have at the same time.
“Isn’t a trash fire” was a high bar back then, but Qualtrics was indeed an outperformer of its peer group. Assuming those fundamentals haven’t changed, it looks like a real win for Qualtrics and Smith, and a save by SAP from whatever strategic plan they decided to change midstream.
Powered by WPeMatico
Swiss keyboard startup Typewise has bagged a $1 million seed round to build out a typo-busting, ‘privacy-safe’ next word prediction engine designed to run entirely offline. No cloud connectivity, no data mining risk is the basic idea.
They also intend the tech to work on text inputs made on any device, be it a smartphone or desktop, a wearable, VR — or something weirder that Elon Musk might want to plug into your brain in future.
For now they’ve got a smartphone keyboard app that’s had around 250,000 downloads — with some 65,000 active users at this point.
The seed funding breaks down into $700K from more than a dozen local business angels; and $340K via the Swiss government through a mechanism (called “Innosuisse projects“), akin to a research grant, which is paying for the startup to employ machine learning experts at Zurich’s ETH research university to build out the core AI.
The team soft launched a smartphone keyboard app late last year, which includes some additional tweaks (such as an optional honeycomb layout they tout as more efficient; and the ability to edit next word predictions so the keyboard quickly groks your slang) to get users to start feeding in data to build out their AI.
Their main focus is on developing an offline next word prediction engine which could be licensed for use anywhere users are texting, not just on a mobile device.
“The goal is to develop a world-leading text prediction engine that runs completely on-device,” says co-founder David Eberle. “The smartphone keyboard really is a first use case. It’s great to test and develop our algorithms in a real-life setting with tens of thousands of users. The larger play is to bring word/sentence completion to any application that involves text entry, on mobiles or desktop (or in future also wearables/VR/Brain-Computer Interfaces).
“Currently it’s pretty much only Google working on this (see Gmail’s auto completion feature). Applications such as Microsoft Teams, Slack, Telegram, or even SAP, Oracle, Salesforce would want such productivity increase – and at that level privacy/data security matters a lot. Ultimately we envision that every “human-machine interface” is, at least on the text-input level, powered by Typewise.”
You’d be forgiven for thinking all this sounds a bit retro, given the earlier boom in smartphone AI keyboards — such as SwiftKey (now owned by Microsoft).
The founders have also pushed specific elements of their current keyboard app — such as the distinctive honeycomb layout — before, going down a crowdfunding route back in 2015, when they were calling the concept Wrio. But they reckon it’s now time to go all in — hence relaunching the business as Typewise and shooting to build a licensing business for offline next word prediction.
“We’ll use the funds to develop advanced text predictions… first launching it in the keyboard app and then bringing it to the desktop to start building partnerships with relevant software vendors,” says Eberle, noting they’re working on various enhancements to the keyboard app and also plan to spend on marketing to try to hit 1M active users next year.
“We have more ‘innovative stuff’ [incoming] on the UX side as well, e.g. interacting with auto correction (so the user can easily intervene when it does something wrong — in many countries users just turn it off on all keyboards because it gets annoying), gamifying the general typing experience (big opportunity for kids/teenagers, also making them more aware of what and how they type), etc.”
The competitive landscape around smartphone keyboard tech, largely dominated by tech giants, has left room for indie plays, is the thinking. Nor is Typewise the only startup thinking that way (Fleksy has similar ambitions, for one). However gaining traction vs such giants — and over long established typing methods — is the tricky bit.
Android maker Google has ploughed resource into its Gboard AI keyboard — larding it with features. While, on iOS, Apple’s interface for switching to a third party keyboard is infamously frustrating and finicky; the opposite of a seamless experience. Plus the native keyboard offers next word prediction baked in — and Apple has plenty of privacy credit. So why would a user bother switching is the problem there.
Competing for smartphone users’ fingers as an indie certainly isn’t easy. Alternative keyboard layouts and input mechanism are always a very tough sell as they disrupt people’s muscle memory and hit mobile users hard in their comfort and productivity zone. Unless the user is patient and/or stubborn enough to stick with a frustratingly different experience they’ll soon ditch for the keyboard devil they know. (‘Qwerty’ is an ancient typewriter layout turned typing habit we English speakers just can’t kick.)
Given all that, Typewise’s retooled focus on offline next word prediction to do white label b2b licensing makes more sense — assuming they can pull off the core tech.
And, again, they’re competing at a data disadvantage on that front vs more established tech giant keyboard players, even as they argue that’s also a market opportunity.
“Google and Microsoft (thanks to the acquisition of SwiftKey) have a solid technology in place and have started to offer text predictions outside of the keyboard; many of their competitors, however, will want to embed a proprietary (difficult to build) or independent technology, especially if their value proposition is focused on privacy/confidentiality,” Eberle argues.
“Would Telegram want to use Google’s text predictions? Would SAP want that their clients’ data goes through Microsoft’s prediction algorithms? That’s where we see our right to win: world-class text predictions that run on-device (privacy) and are made in Switzerland (independent environment, no security back doors, etc).”
Early impressions of Typewise’s next word prediction smarts (gleaned by via checking out its iOS app) are pretty low key (ha!). But it’s v1 of the AI — and Eberle talks bullishly of having “world class” developers working on it.
“The collaboration with ETH just started a few weeks ago and thus there are no significant improvements yet visible in the live app,” he tells TechCrunch. “As the collaboration runs until the end of 2021 (with the opportunity of extension) the vast majority of innovation is still to come.”
He also tells us Typewise is working with ETH’s Prof. Thomas Hofmann (chair of the Data Analytic Lab, formerly at Google), as well as having has two PhDs in NLP/ML and one MSc in ML contributing to the effort.
“We get exclusive rights to the [ETH] technology; they don’t hold equity but they get paid by the Swiss government on our behalf,” Eberle also notes.
Typewise says its smartphone app supports more than 35 languages. But its next word prediction AI can only handle English, German, French, Italian and Spanish at this point. The startup says more are being added.
Powered by WPeMatico
M&A activity has generally slowed down in the weeks since the novel coronavirus took a grip on the world, but there have been some pockets of activity in the tech industry when the price is right or when the divestment/acquisition just makes sense.
The world of messaging brings us the latest development in that theme: SAP, the CRM and enterprise software giant, is selling its Digital Interconnect messaging business to Sinch, a Swedish cloud voice, video and messaging company.
Sinch said it is paying €225 million (around $250 million) on a cash and debt-free basis for the business, which has 1,500 enterprise customers that use it for various messaging services, such as the now-popular option of running “omnichannel” conversations with customers over SMS, push, email, WhatsApp, WeChat and Viber; and messaging technology for carriers.
The deal will give Sinch, based in Sweden, a foothold in the US market — the Digital Interconnect business is headquartered in Silicon Valley — and access to a trove of customers using the kind of messaging technology that Sinch develops and sells.
The significance here is that messaging continues to be a very popular and high-volume, but low-margin (or even no-margin in some cases), business. So it makes sense for Sinch to pursue a bigger strategy for more economy of scale, a trend that I think will continue to play out. As a case in point: Sinch has been on an acquisition spree in the last month, and other deals have included Latin American messaging provider Wavy ($119 million, announced March 26), and ChatLayer ($6 million, announced April 20).
“With SAP Digital Interconnect now becoming a part of Sinch, we build on our scale, focus and capabilities to truly redefine how businesses engage with their customers, throughout the world,” comments Oscar Werner, Sinch CEO, in a statement. “The transaction strengthens our direct connectivity globally. Plus, it enables us to expand and accelerate a range of business-critical services to mobile operators, including products for person-to-person messaging, reporting and analytics.”
The news caps off nearly a month of speculation that SAP was gearing up for a sale of the legacy unit as part of a bigger strategy to focus more squarely on its CRM and newer enterprise IT services. It comes amid a particularly challenging economic environment, and that’s before considering all the IT, security and other challenges companies were facing even before COVID-19. SAP also has other fish to fry. It acquired Qualtrics in November 2018 for $8 billion, spearheading a stronger move into employee and customer experience, surveys and research; and other SAP exits this year have included shuttering travel business Hipmunk, which was part of Concur (another acquisition made by SAP), back in January.
Between then and now SAP has also seen a very notable personnel change. Its co-CEO Jennifer Morgan stepped away from the company by mutual agreement with the board, leaving Christian Klein as sole CEO (the two had been in the co-CEO roles for only six months). At the time, the company said that the abrupt change — a mere 10 days between late-Friday announcement and departure — was in response to “the current environment [which] requires companies to take swift, determined action which is best supported by a very clear leadership structure.”
It would appear that this sale is an example of the kind of swift and determined action that the board was hoping to see.
SAP’s messaging unit has been around in one form or another for years. It became a part of SAP in 2010 as part of its acquisition of Sybase, but even before that Sybase acquired Mobile 365, which had developed the messaging technology that ultimately became SAP Digital Interconnect, back in 2006.
At the time, the messaging business was the primary part of Mobile 365, and Sybase paid $417 million for that company. In that regard, it might look like SAP is now selling it for a loss, although you could also argue that 15+ year-old technology in the fast-moving world of messaging would have depreciated at this point.
The business itself is very typical of messaging: huge volumes but not huge revenues.
In 2019, SAP said that the enterprise messaging business processed 18 billion messages, while its carrier services processed 292 billion carrier messages. The Bloomberg report that broke the news about the intent to sell the division said that it made $50 million in EBITDA and $250 million in revenue last year. But actually this is small relatively speaking: SAP altogether had revenues of nearly $30 billion in the same period. In other words, it’s an okay business but not really core to SAP and where it’s going.
On the other hand, it’s a better fit for Sinch. The company originally spun out from low-cost IP calling company Rebtel, was then acquired by publicly-traded CLX, which subsequently rebranded as Sinch. It is a much smaller company than SAP — market cap of about $3.1 billion (30.82 billion Swedish krona), versus SAP’s market cap of $139 billion — but is squarely focused on messaging services similar to those that the former SAP division offers.
“SAP Digital Interconnect is a leader in its area showing profitable growth and reaching 99 percent of the world’s mobile subscribers. Looking at Sinch’s innovation and investment strategy in the area of cloud communication platforms, we welcome them as the new owner of SDI. Sinch is perfectly positioned to unleash further growth potential we
M&A continues on in the wider European region even while so much else has slowed down or stopped in the current market. This deal follows on the heels of Intel acquiring Israel’s Moovit for $900 million this week, and Avira in Germany getting acquired by Investcorp at a $180 million valuation several weeks ago.
Powered by WPeMatico
In a surprising move, SAP ended its co-CEO experiment yesterday when the company announced Jennifer Morgan will be exiting stage left on April 30th, leaving Christian Klein as the lone CEO.
The pair took over at the end of last year when Bill McDermott left the company to become CEO at ServiceNow, and it looked like SAP was following Oracle’s model of co-CEOs, which had Safra Catz and Mark Hurd sharing the job for several years before Hurd passed away last year.
SAP indicated that Morgan and the board came to a mutual decision, and that it felt that it would be better moving forward with a single person at the helm. The company made it sound like going with a single CEO was always in the plans, and they were just speeding up the time table, but it feels like it might have been a bit more of a board decision and a bit less Morgan, as these things tend to go.
“More than ever, the current environment requires companies to take swift, determined action which is best supported by a very clear leadership structure. Therefore, the decision to transfer from Co-CEO to sole CEO model was taken earlier than planned to ensure strong, unambiguous steering in times of an unprecedented crisis,” the company wrote in a statement announcing the change.
The move also means that the company is moving away from having a woman at the helm, something that’s unfortunately still rare in tech. Why the company decided to move on from the shared role isn’t clear, beyond using the current economic situation as cover. Neither is it clear why they chose to go with Klein over Morgan, but it seems awfully soon to be making a move like this when the two took over so recently.
Powered by WPeMatico
You don’t need your PhD in economics to know the economy is in rough shape right now due to the impact of COVID-19, but ServiceNow today pledged that it would not lay off a single employee in 2020 — and in fact, it’s hiring.
While Salesforce’s Marc Benioff pledged no significant layoffs for 90 days last month, and asked other company leaders to do the same, ServiceNow did them one better by promising to keep every employee for at least the rest of the year.
Bill McDermott, who came on as CEO at the end of last year after nine years as CEO at SAP, said that he wanted to keep his employees concentrating on the job at hand without being concerned about a potential layoff should things get a little tighter for the company.
“We want our employees focused on supporting our customers, not worried about their own jobs,” he said in a statement.
In addition, the company plans to fill 1,000 jobs worldwide, as well as hire 360 college students as interns this summer, as they continue to expand their workforce, when many industries and fellow tech companies are laying off or furloughing employees.
The company also announced that it is taking part in a program called People+Work Connect, with Accenture, Lincoln Financial Group and Verizon (the owner of this publication). This program acts as an online employer to employer clearing house for these companies to hire employees laid off or furloughed by other companies. The company plans to post 800 jobs through this channel.
Powered by WPeMatico
If you were a software company employee or venture capitalist in Silicon Valley before 1993, chances are you were talking about “Information Systems Software” and not “Enterprise Software.” How and why did the industry change its name?
The obvious, but perplexing answer is simple — “Star Trek: The Next Generation.”
As befuddling and mind-numbingly satisfying as it is to your local office Trekkie, the industry rebranded itself thanks to a marketing campaign from the original venture-backed system software company, Boole & Babbage (now BMC software).
While the term “Enterprise” was used to describe complex systems for years before 1993, everything changed when Boole & Babbage signed a two-year licensing agreement with the then-highest-rated show in syndication history to produce an infomercial.
Star Trek fans have been talking about this crazy marketing agreement for years, and you can read the full details about how it was executed in TrekCore. But even Trekkies don’t appreciate its long-term impacts on our industry. In this license agreement with Paramount, Boole & Babbage had unlimited rights to create and distribute as much Star Trek content as they could. They physically mailed VHS cassettes to customers, ran magazine ads and even dressed their employees as members of Starfleet at trade shows. Boole & Babbage used this push to market itself as the “Enterprise Automation Company.”
Commander Riker says in the infomercial, “just as the bridge centralizes the functions necessary to control the USS Enterprise, Boole’s products centralize data processing information to allow centralized control of today’s complex information systems.” This seemed to scratch an itch that other systems companies didn’t realize needed scratching.
Not to be outdone, IBM in 1994 rebranded their OS/2 operating system “OS/2 Warp,” referring to Star Trek’s “warp drive.” They also tried to replicate Babbage’s licensing agreement with Paramount by hiring the Enterprise’s Captain Picard (played by actor Patrick Stewart) to emcee the product launch. Unfortunately, Paramount wouldn’t play ball, and IBM hired Captain Janeway (played by actress Kate Mulgrew) from Star Trek: Voyager instead. The licensing issues didn’t stop IBM from also hiring Star Trek’s Mr. Spock (played by actor Leonard Nimoy) to tape a five-minute intro to the event:
Outside of OS/2, IBM’s 1994 announcement list included 13 other “enterprise” initiatives. Soon, leading software companies began to rebrand themselves and release products using the term “enterprise software” as a valuable identifier. MRP software makers like SAP and Baan began embracing the new “Enterprise” moniker after 1993 and in 1995, Lotus rebranded itself as an “Enterprise Software Company.”
“Enterprise” was officially the coolest new vernacular and after industry behemoth IBM bought Lotus in 1996, they incorporated “Enterprise” across all of their products. And while Gartner’s 1990 paper “ERP: A Vision of the Next-Generation MRP II” by Wylie is the technical birth of ERP software, no one cared until Commander Riker told Harold to “monitor your entire Enterprise from a single point of control.” The ngram numbers don’t lie:

Almost 30 years later, we live in a world in which business is run on enterprise software and the use of the term is ubiquitous. Whenever I see a software business plan come across my desk or read an article on enterprise software, I can’t help but give Commander Riker a little due credit.
Powered by WPeMatico
“Yes.”
That was Google Cloud CEO Thomas Kurian’s simple answer when I asked if he thought he’d achieved what he set out to do in his first year.
A year ago, he took the helm of Google’s cloud operations — which includes G Suite — and set about giving the organization a sharpened focus by expanding on a strategy his predecessor Diane Greene first set during her tenure.
It’s no secret that Kurian, with his background at Oracle, immediately put the entire Google Cloud operation on a course to focus on enterprise customers, with an emphasis on a number of key verticals.
So it’s no surprise, then, that the first highlight Kurian cited is that Google Cloud expanded its feature lineup with important capabilities that were previously missing. “When we look at what we’ve done this last year, first is maturing our products,” he said. “We’ve opened up many markets for our products because we’ve matured the core capabilities in the product. We’ve added things like compliance requirements. We’ve added support for many enterprise things like SAP and VMware and Oracle and a number of enterprise solutions.” Thanks to this, he stressed, analyst firms like Gartner and Forrester now rank Google Cloud “neck-and-neck with the other two players that everybody compares us to.”
If Google Cloud’s previous record made anything clear, though, it’s that technical know-how and great features aren’t enough. One of the first actions Kurian took was to expand the company’s sales team to resemble an organization that looked a bit more like that of a traditional enterprise company. “We were able to specialize our sales teams by industry — added talent into the sales organization and scaled up the sales force very, very significantly — and I think you’re starting to see those results. Not only did we increase the number of people, but our productivity improved as well as the sales organization, so all of that was good.”
He also cited Google’s partner business as a reason for its overall growth. Partner influence revenue increased by about 200% in 2019, and its partners brought in 13 times more new customers in 2019 when compared to the previous year.
Powered by WPeMatico
As Google Cloud looks to convince more enterprises to move to its platform, it needs to be able to give businesses an onramp for their existing legacy infrastructure and workloads that they can’t easily replace or move to the cloud. A lot of those workloads run on IBM Power Systems with their Power processors, and, until now, IBM was essentially the only vendor that offered cloud-based Power systems. Now, however, Google is also getting into this game by partnering with IBM to launch IBM Power Systems on Google Cloud.
“Enterprises looking to the cloud to modernize their existing infrastructure and streamline their business processes have many options,” writes Kevin Ichhpurani, Google Cloud’s corporate VP for its global ecosystem, in today’s announcement. “At one end of the spectrum, some organizations are re-platforming entire legacy systems to adopt the cloud. Many others, however, want to continue leveraging their existing infrastructure while still benefiting from the cloud’s flexible consumption model, scalability, and new advancements in areas like artificial intelligence, machine learning, and analytics.”
Power Systems support obviously fits in well here, given that many companies use them for mission-critical workloads based on SAP and Oracle applications and databases. With this, they can take those workloads and slowly move them to the cloud, without having to re-engineer their applications and infrastructure. Power Systems on Google Cloud is obviously integrated with Google’s services and billing tools.
This is very much an enterprise offering, without a published pricing sheet. Chances are, given the cost of a Power-based server, you’re not looking at a bargain, per-minute price here.
Because IBM has its own cloud offering, it’s a bit odd to see it work with Google to bring its servers to a competing cloud — though it surely wants to sell more Power servers. The move makes perfect sense for Google Cloud, though, which is on a mission to bring more enterprise workloads to its platform. Any roadblock the company can remove works in its favor, and, as enterprises get comfortable with its platform, they’ll likely bring other workloads to it over time.
Powered by WPeMatico
E-commerce now accounts for 14% of all retail sales, and its growth has led to a rise in the fortunes of startups that build tools to enable businesses to sell online. In the latest development, a company called VTEX — which originally got its start in Latin America helping companies like Walmart expand their business to new markets with an end-to-end e-commerce service covering things like order and inventory management, front-end customer experience and customer service — has raised $140 million in funding, money it will be using to continue taking its business deeper into more international markets.
The investment is being led by SoftBank, specifically via its Latin American fund, with participation also from Gávea Investimentos and Constellation Asset Management. Previous investors include Riverwood and Naspers; Riverwood continues to be a backer, the company said.
Mariano Gomide, the CEO who co-founded VTEX with Geraldo Thomaz, said the valuation is not being disclosed, but he confirmed that the founders and founding team continue to hold more than 50% of the company. In addition to Walmart, VTEX customers include Levi’s, Sony, L’Oréal and Motorola . Annually, it processes some $2.4 billion in gross merchandise value across some 2,500 stores, growing 43% per year in the last five years.
VTEX is in that category of tech businesses that has been around for some time — it was founded in 1999 — but has largely been able to operate and grow off its own balance sheet. Before now, it had raised less than $13 million, according to PitchBook data.
This is one of the big rounds to come out of the relatively new SoftBank Innovation Fund, an effort dedicated to investing in tech companies focused on Latin America. The fund was announced earlier this year at $2 billion and has since expanded to $5 billion. Other Latin American companies that SoftBank has backed include online delivery business Rappi, lending platform Creditas and property tech startup QuintoAndar.
The common theme among many SoftBank investments is a focus on e-commerce in its many forms (whether that’s transactions for loans or to get a pizza delivered), and VTEX is positioned as a platform player that enables a lot of that to happen in the wider marketplace, providing not just the tools to build a front end, but to manage the inventory, ordering and customer relations at the back end.
“VTEX has three attributes that we believe will fuel the company’s success: a strong team culture, a best-in-class product and entrepreneurs with profitability mindset,” said Paulo Passoni, managing investment partner at SoftBank’s Latin America fund, in a statement. “Brands and retailers want reliability and the ability to test their own innovations. VTEX offers both, filling a gap in the market. With VTEX, companies get access to a proven, cloud-native platform with the flexibility to test add-ons in the same data layer.”
Although VTEX has been expanding into markets like the U.S. (where it acquired UniteU earlier this year), the company still makes some 80% of its revenues annually in Latin America, Gomide said in an interview.
There, it has been a key partner to retailers and brands interested in expanding into the region, providing integrations to localise storefronts, a platform to help brands manage customer and marketplace relations, and analytics, competing against the likes of SAP, Oracle, Adobe and Salesforce (but not, he said in answer to my question, Commercetools, which builds Shopify -style API tools for mid and large-sized enterprises and itself raised $145 million last month).
E-commerce, as we’ve pointed out, is a business of economies of scale. Case in point: While VTEX processes some $2.5 billion in transactions annually, it makes a relatively small return on that — $69 million, to be exact. This, plus the benefit of analytics on a wider set of big data (another economy of scale play), are two of the big reasons VTEX is now doubling down on growth in newer markets like Europe and North America. The company now has 122 integrations with localised payment methods.
“At the end of the day, e-commerce software is a combination of knowledge. If you don’t have access to thousands of global cases you can’t imbue the software with knowledge,” Gomide said. “Companies that have been focused on one specific region are now realising that trade is a global thing. China has proven that, so a lot of companies are now coming to us because their existing providers of e-commerce tools can’t ‘do international.’ ” There are very few companies that can serve that global approach and that is why we are betting on being a global commerce platform, not just one focused on Latin America.”
Powered by WPeMatico