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Monday, April 8, 2019

Partnering with Visa, emerging market lender Branch International raises $170 million

The San Francisco-based startup Branch International, which makes small personal loans in emerging markets, has raised $170 million and announced a partnership with Visa to offer virtual, pre-paid debit cards to Branch client networks in Africa, South-Asia and Latin America. 

Branch — which has 150 employees in San Francisco, Lagos, Nairobi, Mexico City and Mumbai — makes loans starting at $2 to individuals in emerging and frontier markets. The company also uses an algorithmic model to determine credit worthiness, build credit profiles and offer liquidity via mobile phones.

“We’ll use [the money] to deepen existing business in Africa. Later this year we’ll announce high-yield savings accounts…in Africa,” says Branch co-founder and chief executive Matt Flannery.

The $170 million round from Foundation Capital and its new debit card partner, Visa, will support Branch’s international expansion, which could include Brazil and Indonesia, according to Flannery. Branch launched in Mexico and India within the last year. In Africa, it offers its services in Kenya, Nigeria and Tanzania.

A potential Branch customer

The Branch-Visa partnership will allow individuals to obtain virtual Visa accounts with which to create accounts on Branch’s app. This gives Branch larger reach in countries such as Nigeria — Africa’s most populous country with 190 million people — where cards have factored more prominently than mobile money in connecting unbanked and underbanked populations to finance.

Founded in 2015, Branch started operating in Kenya, where mobile money payment products such as Safaricom’s M-Pesa (which does not require a card or bank account to use) have scaled significantly. M-Pesa now has 25 million users, according to sector stats released by the Communications Authority of Kenya. Branch has more than 3 million customers and has processed 13 million loans and disbursed more than $350 million, according to company stats.

Branch has one of the most downloaded fintech apps in Africa, per Google Play app numbers combined for Nigeria and Kenya, according to Flannery.

Already profitable, Branch International expects to reach $100 million in revenues this year, with roughly 70 percent of that generated in Africa, according to Flannery.

In addition to Visa and Foundation Capital, the $170 Series C round included participation from Branch’s existing investors Andreessen Horowitz, Trinity Ventures, Formation 8, the IFC, CreditEase and Victory Park, while adding new investors Greenspring, Foxhaven and B Capital.

Branch last raised $70 million in 2018. The company’s overall VC haul and $100 million revenue peg register as pretty big numbers for a startup focused primarily on Africa. Pan-African e-commerce startup Jumia, which also announced its NYSE IPO last month, generated $140 million in revenue (without profitability) in 2018.

Startups building financial technologies for Africa’s 1.2 billion population have gained the attention of investors. As a sector, fintech (or financial inclusion) attracted 50 percent of the estimated $1.1 billion funding to African startups in 2018, according to Partech.

Branch’s recent round and plans to add countries internationally also tracks a trend of fintech-related products growing in Africa, then expanding outward. This includes M-Pesa, which generated big numbers in Kenya before operating in 10 countries around the world. Nigerian payments startup Paga announced its pending expansion in Asia and Mexico late last year. And payment services such as Kenya’s SimbaPay have also connected to global networks like China’s WeChat.



https://tcrn.ch/2WTtBNl Partnering with Visa, emerging market lender Branch International raises $170 million https://tcrn.ch/2Z1uk0K

RightHand Robotics debuts a new pick and place system

Reliable pick and place systems have long been a kind of Holy Grail among industrial robotics. The job of moving products in and out of bins is high among the jobs that many warehouse and fulfillment centers are looking to automate.

For a few years now, RightHand Robotics has been one of the more exciting startups in the space. The company has managed to drum up $34 million in funding from investors like Menlo Ventures, GV and Playground Global. This week at the ProMat conference in Chicago, the company unveiled RightPick2, the second generation of its piece-picking solution.

The news comes as the company notes that the previous version of its platform has crossed the 10 million pick threshold. This latest version features a number of upgrades on both the hardware and software fronts.

That list includes the fifth generation of the industrial gripper, which is capable of lifting up to 2 kg, coupled with new depth-sensing cameras from Intel and an improved arm from Universal Robots. That’s coupled with improvements to the system’s RightPick.AI vision/motion control software.

The results, as evidenced in the above demo, are pretty impressive. The system is speedy, fluid and capable of picking up a versatile array of different products, while capturing barcodes for order fulfillment in the process.



https://ift.tt/eA8V8J RightHand Robotics debuts a new pick and place system https://tcrn.ch/2D1utbg

When to ditch that nightmare customer (before they kill your startup)

Klaviyo raises $150M Series B after building company the old fashioned way

Klaviyo, a Boston-based email marketing firm founded in 2012, went about building its email marketing business the old fashioned way. First it built a profitable company, then it went looking for funding to accelerate the growth. Today, it announced a massive $150 million Series B with the entire sum coming from Summit Partners.

The company had raised just $8.5 million before today’s announcement. Co-founder Andrew Bialecki wrote in a blog post announcing the funding that they decided to bootstrap for the first several years because they felt it was the right way to build a business — that, and they had no idea to raise money.

“We came from families that started small businesses from scratch and ran them for decades. They may not have been huge, but they were real, lasting businesses. We wanted to try to build something like that. The second reason is much less idealistic. We had no idea how to raise money,” he wrote in the blog post.

What is the company doing to warrant such a huge investment? It has created an email marketing platform, which in and of itself is not that special, but what the company has done that it feels is different is build a platform where the data lives with the messaging. This enables them to build highly customized messages quickly.

Screenshot: Klaviyo

Bialecki says that there are two problems with email marketing tools today. The first is they aren’t really very smart. Most companies are still sending the same message to everyone, regardless whether they are a new customer or a repeat one. Secondly, while they are probably measuring things like open rates and click-through rates, most platforms aren’t measuring the most important metric of all, and that’s revenue generated as a result of the email campaign.

To be fair, many companies are building highly customized email marketing campaigns based on analytics. In fact, he admits that many people ask if this isn’t a solved problem. Clearly, there are many companies selling email marketing solutions, but he says his company’s approach is different. “Our point of view is that there’s a ton of noise about this, a lot of marketing about marketing companies saying they solve these problems, but they don’t actually,” he said.

He believes the reason for that is simple “They just don’t store all the customer data themselves. They delegate that job to data warehouses, customer data platforms or some other [platforms]. Then they try to connect them up and it’s a really bad experience.”

He said having all the data stored on the company’s platform lets their users respond much more quickly to changing situations and to deliver email that’s more personalized and in context of the user’s actual experience.

Michael Medici, a managing director at Summit Partners, who is joining the company board as part of this investment, says the company is a combination of product vision and technical expertise. “Klaviyo continues to change the playing field in commerce, allowing companies of all sizes to harness the power of data-driven customer engagement activity to grow sales – and the results are impressive,” he said in a statement.

The company is growing in leaps and bounds. It currently has 12,000 customers. To put that into perspective, it had just 1000 at the end of 2016 and 5000 at the end of 2017.

The company certainly understands that marketing is just one channel, but the goal up until now was to concentrate on email marketing, and get that right. Moving forward with the big investment, the company can accelerate growth and expand the platform into other areas like mobile and websites.

“We think the big change coming is to own all of those channels. Right now, businesses are forced to choose between going through some intermediary like Google or Facebook for ads, or selling on a marketplaces like Amazon. If you’re a consumer business, we think you can go directly to customers,” he said.

He adds, “Our mentality is that we’re going to be a self sustaining business, and we want to be here for decades.” With this kind of money, it certainly has the run way to be around for the foreseeable future.



https://tcrn.ch/2Ih8alm Klaviyo raises $150M Series B after building company the old fashioned way https://tcrn.ch/2OWa2Bj

Viber users can now get local numbers in the US, UK and Canada for inbound voice and SMS

Viber, the messaging app owned by Rakuten that a year ago said it had 1 billion registered users, has added another feature in its longer-term efforts to add more stickiness to its service, while also bringing in a little more revenue to the business: users now have the option of subscribing to have “local numbers” that can receive phone calls and SMS messages as if those calls and messages are being sent to mobile numbers in specific regions.

Viber Local Number, as the service is called, is available to anyone globally but for now the numbers you can register are in the US, UK and Canada, with more countries getting added soon. We’re asking which area codes in the US will be covered at launch, and what the roadmap is for subsequent countries.

Viber said that the first 10,000 people to sign up will be able to pay $1.99 per month indefinitely for the service. Otherwise, it’s being priced at $4.99/month, and according to a FAQ on its site, you pay either by way of Apple’s in-app payments service, Google Play or (if you’re on Android) via a credit card direct with Viber itself. You access the option to get the number by way of the “more” tab on the app.

Viber Local Number will sound fairly familiar to people who have used other messaging apps and VoIP services.

Skype, for one, has offered the option of getting a local number in a specific region, both to make and receive calls, for years. There have also been companies that have stepped into the feature gap between the existence of the capability and Viber yet to launch anything of its own. One that I found offering a local number feature for Viber, Freezvon, has an even wider range of countries listed for local numbers than the three that Viber currently offers.

We’ve asked Viber why it’s taken it so long for it to launch this, and also whether third-party services like these are partners for Viber Local Number, or conversely whether Viber will allow them to continue to operate in competition with its own offering. We will update this post as and when we learn the answers.

As with these other services, Viber Local Number is aimed at business people or others who want to offer customers or partners a local number in a particular region to call them, when they themselves might not be in that region. To note: that use case is only valid in countries where users are not required to show proof of residency before taking numbers.

In another possible application, if you are a person who wants to share a number with people but have that inbound traffic not mix with your other inbound calls, this would be a cheaper and more flexible way of handling that without paying for a fully-functional separate phone number. Similarly, those who are living abroad but want to give their family and friends back home a cheaper way to contact them would also be potential users.

“The new Viber Local Number enriches our users in a way that makes Viber the most powerful communication app out there,” says Viber CEO, Djamel Agaoua, in a statement. “We are excited to offer people new ways to be closer and more relevant to what matters and is important to them. From expats who need a local phone number that connects them back home, to global business owners who want overseas clients to feel they are located nearby, this new feature gives them a local presence no matter where they are.”

To be clear, it looks like Viber Local Number is focused only on inbound calls — there is no detail in Viber’s FAQ about pricing for outbound calls, nor even whether these would be possible.

But, the company already has a service called Viber Out that allows users to make calls from their Viber accounts to numbers outside of Viber itself. Viber Local Number sits within Viber Out as a product, and it seems that this is the main option for now but whether those outbound calls will register with your Viber Local Number is not clear. We’ve asked about this, too, and will update as we learn more.

In earlier years of its life as an “over the top” messaging app, Viber was a close competitor to WhatsApp, WeChat, Facebook’s Messenger, Line and others tapping into the smartphone boom with more flexible ways to contact people that transcended stingy SMS allowances with way more features on top of the basic ability to send texts.

When Rakuten acquired Viber for $900 million just weeks before Facebook announced its acquisition of WhatsApp for $19 billion, the two respectively had 300 million and 450 million monthly active users. Now, WhatsApp and Messenger have well over 2 billion monthly active users combined, while Viber never puts out MAU figures.

Indeed, more recently, Viber has arguably stagnated as a go-to messaging service, overtaken in users and features by its rivals. That the company does not give out updated user numbers doesn’t help its image, either.

But under new CEO Agaoua — an ad-tech veteran who joined in February 2017 — the company has been working on a number of new efforts around chatbots and other features that tie the app closer with Rakuten’s e-commerce roots and wider footprint of other holdings. In that regard, today’s announcement — given that it’s turning on functionality that arguably Viber should have added years ago — feels like an important move, enabling essential feature that lays the groundwork for potentially more to come.



from Social – TechCrunch https://ift.tt/eA8V8J Viber users can now get local numbers in the US, UK and Canada for inbound voice and SMS Ingrid Lunden https://tcrn.ch/2OXLiIR
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Sources: Y Combinator’s growth fund to back challenger bank Monzo

Just 5 months after announcing £85 million in Series E funding, Monzo is already gearing up to raise additional funding, which would almost double its valuation.

As reported in the Sunday Times yesterday, the U.K. challenger bank is close to raising £100 million in further funding in a new round led by an unnamed U.S. investor. If the deal goes through, it will reportedly give Monzo a pre-money valuation of £2 billion, up from £1 billion in October.

Now TechCrunch has learned that the new U.S. backer is Y Combinator.

According to multiple sources within investor circles both sides of the pond, the Silicon Valley accelerator and venture capital fund plans to invest in Monzo out of its growth fund, the vehicle it typically uses to double down on fast-growing companies within its alumni.

Notably, Monzo isn’t a graduate of YC. However, Monzo co-founder Tom Blomfield’s previous startup, the payments company GoCardless, did go through the accelerator program, making Blomfield himself an alumni.

Monzo declined to comment. Y Combinator couldn’t be reached at the time of publication and I’ll update this post should I hear back.

Meanwhile, the news that Y Combinator is lining up to invest in Monzo makes a lot of sense in a number of ways beyond Blomfield’s previous ties to the accelerator. The challenger bank already boasts a plethora of U.S. investors, such as U.S. venture capital firm General Catalyst, Thrive Capital and Stripe.

And, as TechCrunch reported exclusively, Monzo has quietly begun working on a U.S. launch. This is includes setting up a small team states-side to begin laying the groundwork to bring a version of Monzo to North America, which will initially be powered by a U.S. banking partner while Monzo works on the necessary regulatory licenses to go it alone.

Monzo continues to grow at a clip here in the U.K., too. To date, the challenger bank claims more than 1.2 million customers since it launched in 2015.



https://ift.tt/eA8V8J Sources: Y Combinator’s growth fund to back challenger bank Monzo https://tcrn.ch/2Upx3T2

Fleetsmith lands $30M Series B to grow Apple device management platform

Fleetsmith launched in 2016 with a mission to manage Apple devices in the cloud. It simplified an IT activity that had previously been complex with help from Apple’s Device Enrollment Plan. Over the last year, the startup has beefed up its offering considerably, and today it announced a $30 million Series B round led by Menlo Ventures.

Tiger Global Management, Upfront Ventures and Harrison Metal also participated. Under the terms of the deal Naomi Pilosof Ionita, a partner at Menlo will join the company board. Her colleague Matt Murphy will become a board observer. With today’s announcement, the startup has now raised over $40 million, according to data supplied by the company.

Company co-founder and CEO Zack Blum says the original mission was about solving a pain point he and his co-founders were feeling around finding a modern approach to managing Apple devices. “From a customer perspective, they can ship devices directly to their employees. The employee unwraps it, connects to WiFi and the device is enrolled automatically in Fleetsmith,” Blum explained.

He says that this automated approach, combined with the product’s security and intelligence capabilities means that IT doesn’t have to worry about devices being registered and up-to-date, regardless of where an employee happens to be in the world.

It has moved from solving that problem for SMBs to having a broader mission for companies of all sizes, especially those with distributed work forces, who can benefit from enrolling in this automated fashion from anywhere. Once enrolled, companies can push security updates to all of the company’s employees and force updates if desired (or at least send strong reminders to avoid updating in the middle of a client meeting).

Over the last year, the company developed a dashboard for IT to monitor all of the devices under its management, including providing an overall health score with any potential problems it has found. For example, there may be a number of MacBook Pros without disk encryption enabled.

The dashboard ties into the identity management component of Office 365 and G Suite.  IT can import the employee directory into the dashboard from either tool, and employees can sign into Fleetmsith with either set of credentials, providing a quick way to manage all of employees in an organization.

Screenshot: Fleetsmith

Fleetsmith has also set up a partner program with Managed Service Providers (MSPs) to expand its reach further. MSPs manage IT for SMBs and building a relationship with these types of companies can help it expand much more quickly.

The approach seems to be working as the company has 30 employees and 1500 customers. With the new cash in pocket, it intends to hire more people and continue building out the product’s capabilities, while expanding beyond the US to markets overseas.



https://tcrn.ch/2IlrTQX Fleetsmith lands $30M Series B to grow Apple device management platform https://tcrn.ch/2YWmEx0

UK sets out safety-focused plan to regulate Internet firms

The UK government has laid out proposals to regulate online and social media platforms, setting out the substance of its long-awaited White Paper on online harms today — and kicking off a public consultation.

The Online Harms White Paper is a joint proposal from the Department for Digital, Culture, Media and Sport (DCMS) and Home Office.

It follows the government announcement of a policy intent last May, and a string of domestic calls for greater regulation of the Internet as politicians have responded to rising concern about the mental health impacts of online content.

The government is now proposing to put a mandatory duty of care on platforms to take reasonable steps to protect their users from a range of harms — including but not limited to illegal material such as terrorist and child sexual exploitation and abuse which will be covered by further stringent requirements under the plan.

The approach is also intended to address a range of content and activity that’s deemed harmful.

Examples providing by the government of the sorts of broader harms it’s targeting include inciting violence and violent content; encouraging suicide; disinformation; cyber bullying; and inappropriate material being accessed by children.

Content promoting suicide has been thrown into the public spotlight in the UK in recent months, following media reports about a schoolgirl whose family found out she had been viewing pro-suicide content on Instagram after she killed herself.

The Facebook-owned platform subsequently agreed to change its policies towards suicide content, saying it would start censoring graphic images of self-harm, after pressure from ministers.

Commenting on the publication of the White Paper today, digital secretary Jeremy Wright said: “The era of self-regulation for online companies is over. Voluntary actions from industry to tackle online harms have not been applied consistently or gone far enough. Tech can be an incredible force for good and we want the sector to be part of the solution in protecting their users. However those that fail to do this will face tough action.

”We want the UK to be the safest place in the world to go online, and the best place to start and grow a digital business and our proposals for new laws will help make sure everyone in our country can enjoy the Internet safely.”

In another supporting statement Home Secretary Sajid Javid added: “The tech giants and social media companies have a moral duty to protect the young people they profit from. Despite our repeated calls to action, harmful and illegal content – including child abuse and terrorism – is still too readily available online.

“That is why we are forcing these firms to clean up their act once and for all. I made it my mission to protect our young people – and we are now delivering on that promise.”

Children’s charity, the NSPCC, was among the sector bodies welcoming the proposal.

“This is a hugely significant commitment by the Government that once enacted, can make the UK a world pioneer in protecting children online,” wrote CEO Peter Wanless in a statement.

For too long social networks have failed to prioritise children’s safety and left them exposed to grooming, abuse, and harmful content.  So it’s high time they were forced to act through this legally binding duty to protect children, backed up with hefty punishments if they fail to do so.”

Although the Internet Watch Foundation, which works to stop the spread of child exploitation imagery online, warned against unintended consequences from badly planned legislation — and urged the government to take a “balanced approach”.

The proposed laws would apply to any company that allows users to share or discover user generated content or interact with each other online — meaning companies both big and small.

Nor is it just social media platforms either, with file hosting sites, public discussion forums, messaging services, and search engines among those falling under the planned law’s remit.

The government says a new independent regulator will be introduced to ensure Internet companies meet their responsibilities, with ministers consulting on whether this should be a new or existing body.

Telecoms regulator Ofcom has been rumored as one possible contender, though the UK’s data watchdog, the ICO, has previously suggested it should be involved in any Internet oversight given its responsibility for data protection and privacy. (According to the FT a hybrid entity combining the two is another possibility — although it reports that the government remains genuinely undecided on who the regulator will be.)

The future Internet watchdog will be funded by industry in the medium term, with the government saying it’s exploring options such as an industry levy to put it on a sustainable footing.

On the enforcement front, the watchdog will be armed with a range of tools — with the government consulting on powers for it to issue substantial fines; block access to sites; and potentially to impose liability on individual members of senior management.

So there’s at least the prospect of a high profile social media CEO being threatened with UK jail time in future if they don’t do enough to remove harmful content.

On the financial penalties front, Wright suggested that the government is entertaining GDPR-level fines of as much as 4% of a company’s annual global turnover, speaking during an interview on Sky News…

Other elements of the proposed framework include giving the regulator the power to force tech companies to publish annual transparency reports on the amount of harmful content on their platforms and what they are doing to address it; to compel companies to respond to users’ complaints and act to address them quickly; and to comply with codes of practice issued by the regulator, such as requirements to minimise the spread of misleading and harmful disinformation with dedicated fact checkers, particularly during election periods.

A long-running enquiry by a DCMS parliamentary committee into online disinformation last year, which was continuously frustrated in its attempts to get Facebook founder Mark Zuckerberg to testify before it, concluded with a laundry list of recommendations for tightening regulations around digital campaigning.

The committee also recommended clear legal liabilities for tech companies to act against “harmful or illegal content”, and suggested a levy on tech firms to support enhanced regulation.

Responding to the government’s White Paper in a statement today DCMS chair Damian Collins broadly welcomed the government’s proposals — though he also pressed for the future regulator to have the power to conduct its own investigations, rather than relying on self reporting by tech firms.

“We need a clear definition of how quickly social media companies should be required to take down harmful content, and this should include not only when it is referred to them by users, but also when it is easily within their power to discover this content for themselves,” Collins wrote.

“The regulator should also give guidance on the responsibilities of social media companies to ensure that their algorithms are not consistently directing users to harmful content.”

Another element of the government’s proposal is a “Safety by Design” framework that’s intended to help companies incorporate online safety features in new apps and platforms from the start.

The government also wants the regulator to head up a media literacy strategy that’s intended to equip people with the knowledge to recognise and deal with a range of deceptive and malicious behaviours online, such as catfishing, grooming and extremism.

It writes that the UK is committed to a free, open and secure Internet — and makes a point of noting that the watchdog will have a legal duty to pay “due regard” to innovation, and also to protect users’ rights online by paying particular mindful not infringe privacy and freedom of expression.

It therefore suggests technology will be an integral part of any solution, saying the proposals are designed to promote a culture of continuous improvement among companies — and highlighting technologies such as Google’s “Family Link” and Apple’s Screen Time app as examples of the sorts of developments it wants the policy framework to encourage.

Although such caveats are unlikely to do much to reassure those concerned the approach will chill online speech, and/or place an impossible burden on smaller firms with less resource to monitor what their users are doing.

“The government’s proposals would create state regulation of the speech of millions of British citizens,” warns digital and civil rights group, the Open Rights Group, in a statement by its executive director Jim Killock. “We have to expect that the duty of care will end up widely drawn with serious implications for legal content, that is deemed potentially risky, whether it really is nor not.

“The government refused to create a state regulator the press because it didn’t want to be seen to be controlling free expression. We are skeptical that state regulation is the right approach.”

UK startup policy advocacy group Coadec was also quick to voice concerns — warning that the government’s plans will “entrench the tech giants, not punish them”.

“The vast scope of the proposals means they cover not just social media but virtually the entire internet – from file sharing to newspaper comment sections. Those most impacted will not be the tech giants the Government claims they are targeting, but everyone else. It will benefit the largest platforms with the resources and legal might to comply – and restrict the ability of British startups to compete fairly,” said Coadec executive director Dom Hallas in a statement. 

“There is a reason that Mark Zuckerberg has called for more regulation. It is in Facebook’s business interest.”

UK startup industry association, techUK, also put out a response statement that warns about the need to avoid disproportionate impacts.

“Some of the key pillars of the Government’s approach remain too vague,” said Vinous Ali, head of policy, techUK. “It is vital that the new framework is effective, proportionate and predictable. Clear legal definitions that allow companies in scope to understand the law and therefore act quickly and with confidence will be key to the success of the new system.

“Not all of the legitimate concerns about online harms can be addressed through regulation. The new framework must be complemented by renewed efforts to ensure children, young people and adults alike have the skills and awareness to navigate the digital world safely and securely.”

The government has launched a 12-week consultation on the proposals, after which it says it will set out the action it will take in developing its final proposals for legislation.

Last month a House of Lords committee recommended an overarching super regulator be established to plug any gaps and/or handle overlaps in rules on Internet platforms, arguing that “a new framework for regulatory action” is needed to handle the digital world.

Though the government appears confident at this stage that an Internet regulator will be able to navigate any legislative patchwork and keep tech firms in line on its own.

The House of Lords committee was another that came down in support of a statutory duty of care for online services hosting user-generated content, suggesting it should have a special focus on children and “the vulnerable in society”. And there’s no doubt the concept of regulating Internet platforms has broad consensus among UK politicians — on both sides of the aisle.

But how to do that effectively and proportionately is another matter.

We reached out to Facebook and Google for a response to the White Paper.

Commenting on the Online Harms White Paper in a statement, Rebecca Stimson, Facebook’s head of UK public policy, said: “New rules for the internet should protect society from harm while also supporting innovation, the digital economy and freedom of speech. These are complex issues to get right and we look forward to working with the Government and Parliament to ensure new regulations are effective.”

Stimson also reiterated how Facebook has expanded the number of staff it has working on trust and safety issues to 30,000 in recent years, as well as claiming it’s invested heavily in technology to help prevent abuse — while conceding that “we know there is much more to do”.

Last month the company revealed shortcomings with its safety measures around livestreaming, after it emerged that a massacre in Christchurch, New Zealand which was livestreamed to Facebook’s platform, had not been flagged for accelerated review by moderates because it was not tagged as suicide related content.

Facebook said it would be “learning” from the incident and “re-examining our reporting logic and experiences for both live and recently live videos in order to expand the categories that would get to accelerated review”.

In its response to the UK government White Paper today, Stimson added: “The internet has transformed how billions of people live, work and connect with each other, but new forms of communication also bring huge challenges. We have responsibilities to keep people safe on our services and we share the government’s commitment to tackling harmful content online. As Mark Zuckerberg said last month, new regulations are needed so that we have a standardised approach across platforms and private companies aren’t making so many important decisions alone.”



from Social – TechCrunch https://ift.tt/eA8V8J UK sets out safety-focused plan to regulate Internet firms Natasha Lomas https://tcrn.ch/2OUixwV
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Veratrak wants to digitise the pharmaceutical supply chain

Veratrak, a London-based startup that aims to digitise the pharmaceutical supply chain, has picked up £1 million in seed funding. Leading the round is Force Over Mass, with participation from Seedcamp, Ascension Ventures, Blockchain Valley Ventures, and Truesight Ventures.

A number of individual investors have also backed the young company. They include ex-Head of Corporate Strategy for Microsoft, Charlie Songhurst, current EVP of Operations at Vectura Group and previous Vice President of Global Supply Chain at Baxter, Tony Fitzpatrick, and Antonin de Fougerolles, CEO of Evox Therapeutics.

Launched in August 2018, Veratrak offers a “document collaboration and workflow management platform” targeting the pharmaceutical industry. The SaaS enables organisations to on-board both internal and external partners to verify, authenticate, review, and sign-off on “critical documentation” related to various stages of the supply chain. These span the production, packaging, shipping and dispensing of medicine.

Specifically, users can communicate with supply chain partners at different organisations seamlessly, and chronologically execute the steps required to release a product to market.

Noteworthy, the Veratrak platform using blockchain technology to create what it calls an “iron-clad audit trail” of all document events, and in doing so claims to reduce the regulatory burden on Veratrak customers.

The overall result, claims Veratrak, is increased visibility for supply chain partners, and the ability to better react and adjust to events — which ultimately leads to better care for patients.

“There are a variety of cloud-based document management services operating in other industries, however, they are not regulatory compliant for the pharmaceutical industry,” says Veratrak co-founder and CEO Jason Lacombe.

“From the inception of Veratrak, we have built our software to be GAMP 5 compliant, to the highest security and quality standards, and have worked alongside users at pharmaceutical and life sciences companies to test our solution and provide feedback on what we are building”.

Meanwhile, Lacombe says the focus of blockchain companies to date has been on “serialisation” and getting companies ready to meet the European and U.S.’s track and trace regulations. “We chose to enter the market via the document sharing use-case, and not the serialisation use-case, because the serialisation space is already crowded with blockchain,” he adds.

A classic SaaS play, Veratrak charges customers a monthly per head license fee. The pricing is volume-based depending on the number of licenses that an organisation purchases.

“We also offer all our paying customers free guest licenses to invite on their external partners to collaborate on document workflows,” explains Lacombe. “This creates some significant network effects and virality. We have seen this work well with other companies like Docusign that invite collaborators via email to sign documents”.



https://ift.tt/eA8V8J Veratrak wants to digitise the pharmaceutical supply chain https://tcrn.ch/2Gbj373

Sunday, April 7, 2019

The Wing poaches Snap’s comms director

Women-focused co-working space The Wing has hired Rachel Racusen as vice president of communications. Racusen has been the director of communications at Snap, the developer of Snapchat, since late 2016.

Racusen’s exit represents the latest in a series of departures at the “camera company.”

Earlier this year, the company’s chief financial officer Tim Stone stepped down. Shortly after, The Wall Street Journal reported that Snap had fired its global security head Francis Racioppi after an investigation uncovered that he had engaged in an inappropriate relationship with an outside contractor. Snap CEO Evan Spiegel reportedly asked the company’s HR chief Jason Halbert to step down as a result of the investigation’s findings.

Racusen worked under Snap’s chief communications officer Julie Henderson, who had joined late last year from 21st Century Fox.

Racusen has a history in politics similar to several other executives at The Wing. Ahead of her Snap tenure, she served as the associate communications director under President Barack Obama. Before that, she was a vice president at MSNBC and the public affairs firm SKDKnickerbocker, where The Wing co-founder and chief executive officer Audrey Gelman worked prior to launching her business.

Four months after closing a $75 million Series C, The Wing is making two other key additions to its management team. The company has brought on Nickey Skarstad as vice president of product and Saumya Manohar as general counsel. Skarstad joins from Airbnb, where she was a product lead on the Airbnb Experiences team. Saumya Manohar spent the last three years as Casper’s vice president of legal.

Backed by Sequoia Capital, Upfront Ventures, NEA, Airbnb, WeWork and others, The Wing has raised more than $100 million to date.

“We’re thrilled to be bringing this group of seasoned and talented women to build out our executive team,” Gelman said in a statement. “The Wing is the perfect home for leaders who thrive on fast growth and want to combine their social values with their work practice.”



https://ift.tt/eA8V8J The Wing poaches Snap’s comms director https://tcrn.ch/2IjknpB

To stop copycats, Snapchat shares itself

Evan Spiegel has finally found a way to fight back against Mark Zuckerberg’s army of clones. For 2.5 years, Snapchat foolishly tried to take the high road versus Facebook, with Spiegel claiming “Our values are hard to copy”. That inaction allowed Zuckerberg to accrue over 1 billion daily Stories users across Instagram, WhatsApp, and Facebook compared to Snapchat’s 186 million total daily users. Meanwhile, the whole tech industry scrambled to build knock-offs of Snap’s vision of an ephemeral, visual future.

But Snapchat’s new strategy is a rallying call for the rest of the social web that’s scared of being squashed beneath Facebook’s boot. It rearranges the adage of “if you can’t beat them, join them” into “to beat them, join us”. As a unified front, Snap’s partners get the infrastructure they need to focus on what differentiates them, while Snapchat gains the reach and entrenchment necessary to weather the war.

Tinder lets you use Snapchat Stories as profile photos

Snapchat’s plan is to let other apps embed the best parts of it rather than building their own half-rate copies.

Why reinvent the wheel of Stories, Bitmoji, and ads when you can reuse the original? A high-ranking Snap executive told me on background that this is indeed the strategy. If it’s going to invent these products, and others want something similar, it’s smarter to enable and partly control the Snapchatification than to try to ignore it. Otherwise, Facebook might be the one to platform-tize what Snap inspired everyone to want.

The “Camera company” corrected course and took back control of its destiny this week at its first ever Snap Partner Summit in its hometown of Los Angeles. Now it’s a camera platform thanks to Snap Kit. Its new Story Kit will implant Snapchat Stories into other apps later this year. They can display a more traditional carousel of your friends’ Stories, or lace them into their app in a custom format. Houseparty’s Stories carousel shares what your buddies are up to outside of the group video chat app. Tinder will let you show off your Snapchat Story alongside your photos to seduce potential matches. But the camera stays inside Snapchat, with new options to share out to these App Stories.

Snap CEO Evan Spiegel presents at the Snap Partner Summit

This is how Snapchat colonizes the native app ecosystem similarly to how Facebook invaded the web with the Like button. Snap’s strong privacy record makes these partners willing to host it where now they might fear that Facebook and its history with Cambridge Analytica could tarnish their brand.

Instead of watching these other apps spin up mini competitors that further fragment the Stories world, Snap saves developers the slow and costly hassle while instantly giving them best-in-class tools to boost their own engagement. Each outpost makes your Snapchat account a little more indispensable, grants its camera new utility, and reminds you to visit again. It’s another reason to stick with Snap rather than straying to other versions of Stories.

If Spiegel knows what’s up, he’ll douse the Story Kit partnerships team with resources so they can sign up as many apps as possible before Facebook can copy this idea too. For now, Snap isn’t injecting ads into App Stories, but it could easily do so and split the cash with its host. This would attract partners, generate revenue, and give Snap’s advertisers more reach.

Houseparty embeds Snapchat Stories

Either way, Snap will score those benefits with its new Ad Kit. Later this year the Snapchat Audience Network will launch allowing partners to host Snap’s full-screen vertical video ads and earn an as-yet-undisclosed revenue share. They won’t have to build up an ad sales force or build an auction and delivery system, but just drop in an SDK to start displaying ads to both Snapchat users and non-users. The company’s message again is that it’s becoming easier to cooperate with Snapchat than copy it.

Snap’s new ad network

Giving its advertisers more reach and reusability for Snap’s somewhat proprietary ad unit format helps Snap address its core challenge: scale. Snap’s 186 million total users can look small in comparison to Instagram, Facebook, or YouTube, especially since that count sank in Q2 and Q3 before stabilzing in Q4 of last year. That makes it tougher for advertisers to justify the chore of spending on Snapchat. Ad Kit and potentially Story Kit give Snap more reach even without user growth.

Added size could tip the cards in Snap’s favor given it’s already popular with an extremely important demographic. Snapchat now reaches 75 percent of 13 to 34-year olds in the US, and 90 percent of 13 to 24-year olds there. It claims to now reach more of that younger age group than Facebook in the most lucrative countries: the US, Canada, UK, France, and Australia.

Facebook has massively neglected this segment. Case in point: Facebook Messenger’s Stickers feature that’s popular with kids has hardly improved since its launch in 2013, which I hear was a fight to get approved internally. Meanwhile, Snapchat keeps growing its lead on virtual identity with Bitmoji. Now Snap will let you put your personalized Bitmoji avatar on your FitBit smart watch face, use them to joke about Venmo purchases, and even represent yourself with one in Snap’s new multiplayer games platform.

Again, Snap wants partners to integrate the real thing rather than try to build some half-assed facsimile of Bitmoji. Surprisingly, Facebook’s Avatars have been mired in development for over a year and Apple’s Memoji can’t escape iMessage and FaceTime yet. That’s why Snapchat would be wise to double-down on trying to make Bitmoji the ubiquitous way to represent yourself without a photograph. Facebook’s lack of design cool and Bitmoji’s massive headstart with this differentiated product is a powerful way for Snap to wedge itself into partnerships.

Snap needs all the help it can get if the underdog is going to carve out a substantial and sustainable piece of social networking. Teaming up was the theme of the rest of the Snap Partner Summit. It’s built ways for Netflix, GoFundMe, VSCO, and Anchor to share stickers and for publishers like the Washington Post to share articles back to Snapchat. It’s got Zynga and ZeptoLab building real-time multiplayer Snap Games that live inside chat and are a clever way of slipping ads into messaging.

Snapchat’s new Scan augmented reality utility platform has signed up Giphy and Photomath as well as former partners Shazam and Amazon to let you squeeze extra interactivity out of your surroundings. And since the physical world is too vast for any one developer to fill with AR experiences, Snap beefed up its Lens Studio platform with new templates and creator profiles so developers add to its warchest of 400,000 special effects. Facebook may be able to clone Snap’s features, but not its developer army.

“If we can show the right Lens in the right moment, we can inspire a whole new world of creativity” says Snap co-founder Bobby Murphy. From partnerships to utilities to toys, all the new announcements drive attention back to Snapchat’s camera. That makes it ripe to become the augmented reality brower of the world.

It all feels like a coming of age moment for Snapchat, punctuated by the glitzy press event where media bigwigs gnoshed on Chinese steak buns and played with AR art installations in West Hollywood.

Spiegel has discovered a method of capitalizing on his penchant for inspiring mobile product design. With this strategy in place and Snap’s reengineered Android app and new languages rolling out now, I believe Snapchat will grow again, at least in terms of deeper engagement if not also total user count. Perhaps it will need a little bit more funding to get it over the hurdle, but I expect it will reach profitability before the end of 2020. 

During a pre-event press briefing with a dozen Snap executives including Spiegel and Murphy (that was on ‘background’ so we can’t quote or specify who said what), one Snap higher-up joked that Facebook has been copying it for seven years so it’s started to feel normal. Zuckerberg recently declared he wanted to reorient Facebook around privacy, ephemerality, and messaging — the core tenets of Snapchat. But a Snap leader used some colorful language to describe how they don’t care what Facebook says its philosophy is until it fixes the 2 billion-user product that keeps doing harm.

Subtly throwing shade from the stage, Spiegel concluded that “Our camera lets the natural light from our world penetrate the darkness of the Internet . . . as we use the Internet more and more in our daily lives, we need a way to make it a bit more human.” That apparently means making other apps a bit more Snapchat.



from Social – TechCrunch https://tcrn.ch/2OVRaSV To stop copycats, Snapchat shares itself Josh Constine https://tcrn.ch/2uQgYXt
via IFTTT

To stop copycats, Snapchat shares itself

{rss:content:encoded} To stop copycats, Snapchat shares itself https://tcrn.ch/2uQgYXt https://tcrn.ch/2OVRaSV April 07, 2019 at 09:01PM

Evan Spiegel has finally found a way to fight back against Mark Zuckerberg’s army of clones. For 2.5 years, Snapchat foolishly tried to take the high road versus Facebook, with Spiegel claiming “Our values are hard to copy”. That inaction allowed Zuckerberg to accrue over 1 billion daily Stories users across Instagram, WhatsApp, and Facebook compared to Snapchat’s 186 million total daily users. Meanwhile, the whole tech industry scrambled to build knock-offs of Snap’s vision of an ephemeral, visual future.

But Snapchat’s new strategy is a rallying call for the rest of the social web that’s scared of being squashed beneath Facebook’s boot. It rearranges the adage of “if you can’t beat them, join them” into “to beat them, join us”. As a unified front, Snap’s partners get the infrastructure they need to focus on what differentiates them, while Snapchat gains the reach and entrenchment necessary to weather the war.

Tinder lets you use Snapchat Stories as profile photos

Snapchat’s plan is to let other apps embed the best parts of it rather than building their own half-rate copies.

Why reinvent the wheel of Stories, Bitmoji, and ads when you can reuse the original? A high-ranking Snap executive told me on background that this is indeed the strategy. If it’s going to invent these products, and others want something similar, it’s smarter to enable and partly control the Snapchatification than to try to ignore it. Otherwise, Facebook might be the one to platform-tize what Snap inspired everyone to want.

The “Camera company” corrected course and took back control of its destiny this week at its first ever Snap Partner Summit in its hometown of Los Angeles. Now it’s a camera platform thanks to Snap Kit. Its new Story Kit will implant Snapchat Stories into other apps later this year. They can display a more traditional carousel of your friends’ Stories, or lace them into their app in a custom format. Houseparty’s Stories carousel shares what your buddies are up to outside of the group video chat app. Tinder will let you show off your Snapchat Story alongside your photos to seduce potential matches. But the camera stays inside Snapchat, with new options to share out to these App Stories.

Snap CEO Evan Spiegel presents at the Snap Partner Summit

This is how Snapchat colonizes the native app ecosystem similarly to how Facebook invaded the web with the Like button. Snap’s strong privacy record makes these partners willing to host it where now they might fear that Facebook and its history with Cambridge Analytica could tarnish their brand.

Instead of watching these other apps spin up mini competitors that further fragment the Stories world, Snap saves developers the slow and costly hassle while instantly giving them best-in-class tools to boost their own engagement. Each outpost makes your Snapchat account a little more indispensable, grants its camera new utility, and reminds you to visit again. It’s another reason to stick with Snap rather than straying to other versions of Stories.

If Spiegel knows what’s up, he’ll douse the Story Kit partnerships team with resources so they can sign up as many apps as possible before Facebook can copy this idea too. For now, Snap isn’t injecting ads into App Stories, but it could easily do so and split the cash with its host. This would attract partners, generate revenue, and give Snap’s advertisers more reach.

Houseparty embeds Snapchat Stories

Either way, Snap will score those benefits with its new Ad Kit. Later this year the Snapchat Audience Network will launch allowing partners to host Snap’s full-screen vertical video ads and earn an as-yet-undisclosed revenue share. They won’t have to build up an ad sales force or build an auction and delivery system, but just drop in an SDK to start displaying ads to both Snapchat users and non-users. The company’s message again is that it’s becoming easier to cooperate with Snapchat than copy it.

Snap’s new ad network

Giving its advertisers more reach and reusability for Snap’s somewhat proprietary ad unit format helps Snap address its core challenge: scale. Snap’s 186 million total users can look small in comparison to Instagram, Facebook, or YouTube, especially since that count sank in Q2 and Q3 before stabilzing in Q4 of last year. That makes it tougher for advertisers to justify the chore of spending on Snapchat. Ad Kit and potentially Story Kit give Snap more reach even without user growth.

Added size could tip the cards in Snap’s favor given it’s already popular with an extremely important demographic. Snapchat now reaches 75 percent of 13 to 34-year olds in the US, and 90 percent of 13 to 24-year olds there. It claims to now reach more of that younger age group than Facebook in the most lucrative countries: the US, Canada, UK, France, and Australia.

Facebook has massively neglected this segment. Case in point: Facebook Messenger’s Stickers feature that’s popular with kids has hardly improved since its launch in 2013, which I hear was a fight to get approved internally. Meanwhile, Snapchat keeps growing its lead on virtual identity with Bitmoji. Now Snap will let you put your personalized Bitmoji avatar on your FitBit smart watch face, use them to joke about Venmo purchases, and even represent yourself with one in Snap’s new multiplayer games platform.

Again, Snap wants partners to integrate the real thing rather than try to build some half-assed facsimile of Bitmoji. Surprisingly, Facebook’s Avatars have been mired in development for over a year and Apple’s Memoji can’t escape iMessage and FaceTime yet. That’s why Snapchat would be wise to double-down on trying to make Bitmoji the ubiquitous way to represent yourself without a photograph. Facebook’s lack of design cool and Bitmoji’s massive headstart with this differentiated product is a powerful way for Snap to wedge itself into partnerships.

Snap needs all the help it can get if the underdog is going to carve out a substantial and sustainable piece of social networking. Teaming up was the theme of the rest of the Snap Partner Summit. It’s built ways for Netflix, GoFundMe, VSCO, and Anchor to share stickers and for publishers like the Washington Post to share articles back to Snapchat. It’s got Zynga and ZeptoLab building real-time multiplayer Snap Games that live inside chat and are a clever way of slipping ads into messaging.

Snapchat’s new Scan augmented reality utility platform has signed up Giphy and Photomath as well as former partners Shazam and Amazon to let you squeeze extra interactivity out of your surroundings. And since the physical world is too vast for any one developer to fill with AR experiences, Snap beefed up its Lens Studio platform with new templates and creator profiles so developers add to its warchest of 400,000 special effects. Facebook may be able to clone Snap’s features, but not its developer army.

“If we can show the right Lens in the right moment, we can inspire a whole new world of creativity” says Snap co-founder Bobby Murphy. From partnerships to utilities to toys, all the new announcements drive attention back to Snapchat’s camera. That makes it ripe to become the augmented reality brower of the world.

It all feels like a coming of age moment for Snapchat, punctuated by the glitzy press event where media bigwigs gnoshed on Chinese steak buns and played with AR art installations in West Hollywood.

Spiegel has discovered a method of capitalizing on his penchant for inspiring mobile product design. With this strategy in place and Snap’s reengineered Android app and new languages rolling out now, I believe Snapchat will grow again, at least in terms of deeper engagement if not also total user count. Perhaps it will need a little bit more funding to get it over the hurdle, but I expect it will reach profitability before the end of 2020. 

During a pre-event press briefing with a dozen Snap executives including Spiegel and Murphy (that was on ‘background’ so we can’t quote or specify who said what), one Snap higher-up joked that Facebook has been copying it for seven years so it’s started to feel normal. Zuckerberg recently declared he wanted to reorient Facebook around privacy, ephemerality, and messaging — the core tenets of Snapchat. But a Snap leader used some colorful language to describe how they don’t care what Facebook says its philosophy is until it fixes the 2 billion-user product that keeps doing harm.

Subtly throwing shade from the stage, Spiegel concluded that “Our camera lets the natural light from our world penetrate the darkness of the Internet . . . as we use the Internet more and more in our daily lives, we need a way to make it a bit more human.” That apparently means making other apps a bit more Snapchat.

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